That CIMB has got something right with its workplace practices is evidenced by the fact it managed to turn a loss in 2007 of RM7 million in its consumer banking arm – inherited from the acquisition of Bumiputra-Commerce Bank Berhad (BCB) in 2005 and Southern Bank Berhad (SBB) in 2006 – into a remarkable profit of RM706 million in 2007. How did CIMB do it? Simple: through a change in mindset of its employees to a high performance culture with value creation as their main focus.
The next phase of CIMB’s transformation journey strengthened its IT infrastructure, upgraded people’s skills and instilled strong brand values and identity.
Pleasant working environment
Employee Engagement
CIMB keeps communication channels open and active via its intranet. All announcements and happenings in the Group are posted on the intranet, including weekly briefings by the Group Chief Executive to senior management. The intranet has been enhanced by a CIMBians Forum, which allows employees to share their views and ideas. All branches, meanwhile, can communicate with the head office via video conferencing.
Leadership Development
CIMB has a dedicated management and leadership development centre, the Commerce Leadership Institute. Between January 2008 and June 2009, 119 candidates were identified for talent management and succession planning. These candidates consequently underwent an evaluation programme and attended Leadership Learning Experience workshops in early 2009. Under a Leaders Teaching Leaders initiative, meanwhile, members of the Group Management Committee share their experiences in leadership to participants.
Improving Workplace Conditions
A pleasant working envirorment is a more productive one
Facilities such as spacious pantries, state-of-the-art gyms, breastfeeding rooms, surau and libraries are provided to ensure employees are happy and comfortable at work. The banking halls, meanwhile, are based on an open office concept making it easy for customers to approach staff. Private meeting rooms are available for confidential meetings, and separate conventional and Islamic banking areas make it convenient for customers.
Sports & Recreation
Numerous sports and social activities are organised by CIMB’s Sports and Recreation Department (SRD) every year for staff from different parts of CIMB to have fun together. These include the CIMB Group Annual Dinner, CIMB Family Day, CIMB Open House, K-Hunt, Paintball Challenge, water-rafting, caving and camping weekends. Since end 2008, SRD has been working on a CIMB South East Asia Games which will bring together CIMBians from Malaysia, Indonesia, Thailand and Singapore.
Staff Wellbeing
Among the policies and programmes implemented to look after the interest of employees are medical and hospitalisation benefits for staff as well as immediate family members, maternity and paternity leave and expenses, a flexible benefits programme and scholarships for children. When fuel prices rocketed, CIMB offered employees an interest-free salary advance of up to two months. A Staff Welfare Fund in which every ringgit donated by employees is matched by the Group is used to provide aid to employees in need. Recently, RM6,000 from the fund was given to staff affected by the Bukit Antarabangsa landslide and floods in Pekan and Kuching.
CIMB's Staff Rejuvenation Programme offers strategic breaks for employees to refresh themselves before coming back to work
In March 2009, CIMB launched a Staff Rejuvenation Programme to enable staff who need a break to take between one and six months of unpaid leave, so as to be able to return to work refreshed and rejuvenated. This has proved to be very popular.
The Prime Minister’s CSR Awards, launched by the Ministry of Women, Family and Community Development in 2007, aims to recognise companies that have made a difference to the communities in which they operate through their Corporate Social Responsibility (CSR) programmes. Download the Official Entry Form.
