Nurturing Future Leaders
Nurturing Future Digital Leadership
Group & OpCo Talent Councils
- Oversee talent development aligned to our organisational transformation and aspiration
- Data driven analytics for insights and talent development
- Identify, assess and develop talents for future senior management and managerial roles
- Regular performance review and assessment of talents
Group Accelerated Development Programme
OpCo Accelerated Development Programme
- Structured leadership development
- Mentoring and coaching
- Leadership readiness assessments
- Cross-functional and cross-country assignments
Transforming to a Modern, Agile, Digital Organisation
The development of digital talent is central in driving our digital transformation towards being a Modern, Agile and Digital (M.A.D) organisation. We are focused on transforming the culture and mindset at every level of our organisation. We encourage employees to apply agility and adaptability in problem solving, serving our customers and working with our vendors.
As our industry evolves in the era of digital disruption, our employees need to understand the risk of not adopting new skills and be quick to seize opportunities. We conducted focus groups and engaged with all employees to understand their aspirations and provided experiential experiences to kick-start the cultural shift. We are committed to investing USD6 million over the next three years to scale up employees’ digital expertise through certification, training and development.
Creating Future CEOs
Nurturing Future Leaders
The Axiata Young Talent Programme (AYTP) was launched in 2011 with a seed fund of RM100 million over 10 years. The programme aims to nurture and foster the development of socially responsible and competent young adults, instilled with values, attitudes and leadership skills of future CEOs in the region.
The AYTP is anchored on a holistic framework centred on emotional intelligence at its foundation, supported by three critical competencies of leadership. Tailored and delivered for youth in each market, the programme has reached over 50,000 students in Malaysia and Indonesia. Our ambition is to replicate the AYTP model in all our markets.
XL Future Leaders
The XL Future Leaders (XLFL) Programme is one of Indonesia’s most comprehensive and longest running youth leadership programme. Modelled on the fundamental principles of the AYTP, the programme is localised to the Indonesian context and delivered through three channels. XLFL has reached university students spanning from Aceh in the east to Papua in the west. Since its launch in 2012, the programme has reached over 50,000 students.
XLFL Global Leaders
The XLFL Global Leaders programme is a two-year development programme targeted at top university talents. With an annual acceptance rate of less than 2%, 150 second-year university students are selected. Students travel and gather in six cities over ten weekends to be part of an enriching programme.
The XLFL Scholarship focuses on bright and talented final year university students from disadvantaged families. The scholarship for 100 students provides a monthly stipend, and covers the travel cost of attending two workshops.
XLFL E-Learning Portal
We ensure everyone has the opportunity to learn leadership skills by making the entire XLFL programme available online. Since its launch, the open platform has had over 20,000 users, with a completion rate of 95%.
Culture of Integrity & Performance
Driving a Culture of Integrity & Performance
Diversity & Inclusivity
Celebrating Diversity & Inclusiveness
We celebrate the diversity that 27,000 employees from across 11 countries brings to our organisation. Being diverse and inclusive drives a sustainable business. It allows us to better connect and understand our customers, vendors and stakeholders. As we drive towards being a Modern, Agile and Digital organisation, our talent pool will be even more diverse as we bring in expertise from different industries for new insights into our transforming business.
We believe in investing in the local talent of countries where we are present. Our 7:2:1 principle ensures a balance of local leadership with an infusion of external talents to drive innovation and creativity. We endeavour to create a work environment in which all individuals are treated fairly and respectfully. All employees have equal access to opportunities and resources in which they can contribute to the success of the Group. We have a zero-tolerance policy towards unfair treatment and discrimination.
Composition of Employee
(7 Local. 2 Foreign. 1 External)
Women in Senior Leadership Positions
months maternity leave
Ensuring a Safe and Engaging Workplace
We are committed to providing our employees with an engaging and safe working environment. We promote a culture that is open and welcoming of new ideas. Employees are proactively encouraged to give their views to continuously enhance the working conditions for all.
We respect and uphold international human rights, and the International Labour Organisation Core Labour Standards. We ensure compliance with national and local labour laws on age, working hours, social insurance and working conditions. These rights are reflected both in our Code of Conduct and the Supplier Code of Conduct. We will comply with the highest standards consistent with applicable laws when relevant laws are absent or there is a legal conflict.
We respect the rights of employees to associate and to collectively bargain in accordance with national laws. We currently recognise union representation in Ncell (82.9%) and Celcom (4.6%)No discrimination
We have a zero-tolerance policy on unfair treatment and discrimination. Any discrimination based on race, religion, political opinion, membership in political group, gender, sexual orientation, marital status, national origin, disability or age is in non-compliance against our Code of ConductNo child or forced labour
We do not tolerate child and forced labour in our direct operations and our supply chain
Axiata’s annual Employee Engagement Survey (EES) allows us to obtain feedback from our employees. Conducted by an independent third-party, findings from the survey are shared with Management and all employees, and follow-up sessions are conducted with staff via focus groupsKey highlights from 2017 EES
• Overall score is higher than industry norm and within global high performing companies
• Sustainable Engagement Index 87%, a 1% YoY increase
• UIEP 90%, a 3% YoY increase
• Ethics 84%, a 4% YoY increase
• High Performance 74%, a 2% YoY increase
We launched the “Workplace” platform to encourage employees to break organisational silos and to have visibility of the larger Group
• The platform connects employees over three time zones and six countries
• Share best practices, promote collaboration, and strengthens engagement
• An average monthly engagement of over 60% of employees
• In 2018, we will expand engagement by utilising online tools to enhance business productivity
A Health and Safety Committee (HSC) is present across all our operations. Comprising management and employees, the HSC develops and reviews health and safety policies and procedures Improvement programmes are identified and rolled out. The HSC also organised and rolled out wellness programmes to improve the well-being of all employees