44 WE ARE KENANGA LEADERSHIP MESSAGE VALUE CREATION MODEL KENANGA INVESTMENT BANK BERHAD ANNUAL REPORT 2023 SUSTAINABILITY AT KENANGA Invested over RM1.9 million on training and development Recorded over 40,000 training hours, with an average training hours per employee of 44.9 hours Supported 58 employees to obtain professional certifications from various programmes including Certification for Climate Risk by Institute of Chartered Bankers (“AICB”), Certification for Anti-Money Laundering Specialist by Association of Certified Anti-Money Laundering Specialists, Certification for Cybersecurity by National University of Singapore, and Certification for Financial Services (CFS) by AICB, amongst all Introduced the Tech Talents Programme, a three (3)-year effort addressing technology talent sourcing and retention 393 employees took part in ESG and sustainability-related trainings with 2,239.7 training hours were recorded Hosted a Sustainability Roadshow, aimed at promoting an understanding of ESG issues and trends, as well as the Group’s sustainability journey and ambition, reaching out to over 170 employees Implemented structured coaching programme for targeted talents that connect experienced employees with talents seeking guidance Launched the Kenanga Leadership Programme which aims to provide participants with a comprehensive and targeted learning experience to develop participants’ leadership potential Developed and rolled out Individual Development Plan for a more targeted role-based learning and talent development KEY PROGRESS IN 2023 At Kenanga Group, we continue to uphold impartial and unbiased recruitment processes, as well as take a comprehensive approach to employee welfare, supporting their health and wellbeing holistically. We also adopt a comprehensive four (4)-pronged approach to our training and development initiatives, placing a central focus on personal growth of our employees in alignment with our evolving business needs. Performance management is vital to our operations, with annual reviews conducted by Business Units utilising a Balanced Scorecard framework. Additionally, progressive performance reviews occur throughout the year, leading to a formal annual appraisal involving all eligible employees. To ensure fairness, we employ three (3) key appraisal reviews: self-appraisal, evaluations by immediate supervisors, and performance moderation. Our human resource practices, including recruitment, performance management and talent development are consistently managed equitably. OUR APPROACH WHY IT MATTERS We understand that an agile and engaged workforce is critical to our organisation’s long-term success. As such, the Group is committed to investing in our people while also providing technical, professional, and personal development opportunities. In doing so, we hope to provide our employees with the knowledge and skills they need to succeed in their careers. TALENT ATTRACTION, DEVELOPMENT AND MANAGEMENT GRI 401,404 Designing the Group’s training and development initiatives to respond to business needs, regulatory requirements, industry standards and people development principles.
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