Bank Islam Integrated Annual Report 2020

During the year, we became the first Malaysian bank to implement a cloud-based, self-service human resources solution for employees called HUMANE, replacing the legacy platform. As a result, employees were able to access critical/ valuable information on COVID-19 as well as their work-related materials real-time from a remote location. In 2020, we also leveraged technology to establish a more robust IT infrastructure and enhance our digital capabilities, which enabled us to accelerate the digitisation of our business processes. We adopted emerging technology such as cloud to enhance our employee collaboration tool and online learning platform. The upgrade in IT infrastructure and adoption of emerging technology has provided us with the catalyst to create a digitally powered workplace, further accelerating the Bank’s digital transformation journey. Another important aspect in 2020 was to keep our employees motivated and their morale up. Improving the quality of engagement has been most effective. I am happy to report that our engagement index has improved significantly by 11 points, from 70% to 81%. It is a clear demonstration that our workforce were well engaged even during times where most of us are working from home. The findings further show a marked progress from 2019 on various aspects of communication, cross-functional collaborations, work processes and senior leadership. One of the key contributing factors has also been the establishment of Values Ambassadors network led by strategically-placed employees, who champion two-way communication and support culture and change management efforts. Continuing our efforts into 2021, we established a new behavioural competency framework, which seeks to bring forth the eight (8) conducts that are aligned with our existing TAAT (Think Customer, Act with Integrity, Advance Beyond, Take Charge) values to ensure positive behavioural changes necessary to enhance productivity, boost morale and drive high performance. As implied, those conducts include the eight (8) facets of competency – Agility, Innovation, Self-Driven Learning, Initiative, Execution Excellence, Customer Focus, Teamwork & Collaboration, and Coaching & Developing Others. In gearing up our efforts to achieve the Bank’s 5-year strategic roadmap, we recognise the importance to put our people at the heart of everything we do. We continue to strengthen our work culture by establishing a new set of employee behavioural competencies to drive the right behaviours that will contribute to the Bank’s success. The behavioural competency development and evaluation process will be gradually integrated into the entire aspects of employees’ tenure at Bank Islam, applied in the process of recruitment, performance management, training, talent development and succession planning in 2021. Behavioural Competency Framework Agility Initiative Coaching & Developing Others Execution Excellence Customer Focus Self-Driven Learning Teamwork & Collaboration Innovation 8 CONDUCTS BANK ISLAM MALAYS IA BERHAD INTEGRATED ANNUAL REPORT 2020 9