Maintaining a dynamic, diverse and innovative workforce is central to remaining at the forefront of technological innovation and in turn achieving our business and sustainability objectives.
Recognising the value that our employees bring at all levels of our business, we provide progressive work environments that put their safety first, promote a healthy work-life integration and adhere at all times to fair and equal employment practices.
Moreover, we have invested consistently in our successful talent development initiatives which provide an avenue for employees at all levels of experience – from graduates to our key management teams – to further their role-relevant and cross-functional skills, driving a culture of excellence across all our companies.
Guided by our values of Uncompromising Integrity, Exceptional Performance (UI:EP) and the Axiata Code of Conduct, thorough Group-wide policies and standards institute a fair and non-discriminatory approach to employee relations which are in turn tailored to practices adopted at each of our OpCos. The core focus areas of our policies and standards are:
Ensuring recruitment practices are fair and non-discriminatory, and based on the evolving skill profiles required across the Group
Providing working environments in compliance with relevant health and safety standards
Providing benefits and working arrangements that cater to the needs of specific employee groups, such as those with families and dependents
Equipping employees with the tools and resources to grow and excel within and across the Group
In turn, our Code of Conduct adheres to the International Labour Organisation (ILO) Core Labour Standards which include:
Facilitating the reporting of any actual or suspected misconduct and illegal or unethical behaviour, the Speak Up hotline is available 24 hours a day, seven days a week, and can be utilised by employees and all other stakeholders.
In 2021, we implemented new strategies to drive synergy and collaboration between and among our OpCos, towards becoming The Next Generation Digital Champion. As set out in our Organisation 5.0 – People Strategy, this approach is encompassed by five strategic priorities:
Build Organisational Effectiveness
Cultivate Learning Organisation
Drive Talent Management
Embed Digital HR & Analytics
Our pursuit of a winning culture is supported by three pillars: The Axiata Way, our UI.EP core values and a Modern, Agile and Digital (M.A.D.) culture. We also pivoted our culture framework in 2021 for New Ways of Working (WoW), recalibrating the essence of M.A.D. in the process.
As a digital-first organisation that seeks to remain at the cutting-edge of technological innovation, it is vital that we maintain a highly qualified, motivated and continually improving human capital base.
Under the Axiata Talent Management Framework, Group and OpCo-level talent councils are responsible for identifying, assessing and developing talents for senior management roles, aided by data-driven insights. Furthermore, our talents are provided with access to internal learning and knowledge sharing platforms, equipping them with the skills necessary to grow and thrive in the ever-changing digital landscape.
Our goal for employee development is the creation of a Modern, Agile and Digital (M.A.D.) culture. This is enabled by digital-based platforms which empower employees to learn and address any competency gaps to achieve career progression.
Our talent development efforts are geared towards sustaining a pipeline of talent ready to assume leadership positions at the OpCo and Group levels. Two well established leadership development programmes enable this:
To nurture top-level talents for Group leadership
To nurture mid-level talents for OpCo leadership
Some of our key achievements in talent development thus far include:
A productive and innovative workforce is made up of employees who feel that their health, safety and wellbeing is valued and prioritised at all times.
Beyond adhering to all applicable environmental, health and safety laws and regulations in our markets of operation, our Group Health and Safety Policy commits our OpCos to maintaining international best practices in health and safety. These include workplace risk identification and assessment processes, detailed employee engagements on role-relevant safety issues, and compliance with international standards and management systems, ranging from the Occupational Health and Safety Assessment Series (OHSAS) certification to ISO45001:2018.
Furthermore, we offer various wellness programmes including exercise classes, health assessments, mental health awareness initiatives and more, helping our employees find greater balance and purpose in their professional and personal lives.
In embedding health and safety at all levels, comprehensive Environmental, Safety and Health (ESH) systems and monitoring processes have been introduced across our operations. In addition, skills- and role-based health and safety training is offered to all employees, with information pertaining to general health and safety frequently communicated and easily accessible.
This has lead to a lost time injury frequency rate of 0 – 0.40, far below the telco industry benchmark of 0.8.
Lost Time Injury Frequency Rate
Our material matters are determined through a bi-yearly process of materiality assessment, detailed below:
We review and update our material matters in response to changes in our business landscape, risk environment, internal policies, KPIs, emerging local and global sustainability trends, regulatory developments and stakeholder opinions. Our review also incorporates peer benchmarking.
We conducted a structured stakeholder prioritisation exercise by leveraging insights from our dialogue with various stakeholders on our material matters. This allows us to identify the influence and dependence of key stakeholders on the Group. We then engage with the prioritised stakeholders to obtain their feedback on material matters.
Upon identification of our material matters, we conducted workshops within the Group to further prioritise materiality matters from the business perspective.