KENANGA ANNUAL REPORT 2019

S U S TA I N A B I L I T Y S TAT E M E N T 1 2 3 4 93 5 6 7 TALENT MANAGEMENT AND CAREER DEVELOPMENT We prioritise our employees’ professional growth and ensure they are well-equipped with the knowledge and skills needed in the competitive financial industry. We continue to strategically design the Group’s training and development initiatives in line with our business needs, regulatory requirements and industry competency standards, as well as people development principles. Through focused prioritisation of training programmes, we are able to ensure that employees receive relevant and impactful courses that contribute to the Group’s business sustainability and achieve individual and professional aspirations. Our holistic training and development programmes encompass the following four (4) categories: 01 REGULATORY Compulsory courses for individuals to ensure compliance with regulatory requirements and corporate governance. 02 LEADERSHIP Courses that equip managers with leadership skills and qualities to facilitate the execution of the Group’s strategy through building alignment, winning mindshare and developing the capabilities of staff. 03 FUNCTIONAL Technical and/ or practical-based courses that sharpen individual technical skills and competencies, including accredited courses with certifications or professional qualifications warranted by job roles. 04 PERSONAL EFFECTIVENESS Courses that provide individuals with tools to enhance personal competencies through self- improvement and making the best of their resources. In addition to learning and development initiatives, we conduct talent mapping to identify talents and potential candidates with leadership skills to strengthen our workforce and enhance our succession plan. The qualities we seek include having the ability to drive results, innovation and change; customer-centric focus; ethics and risk consciousness; and having the ability to collaborate and build relationships, as well as communicate effectively. As part of building a high performance culture, we have established a robust performance management system based on the Balanced Scorecard with Key Performance Indicators and annual performance objectives for every employee in the organisation. We recognise employees contribution and performance through short-term incentives such as annual performance bonus, sales incentives and commission plans, as well as long-term incentives such as employees’ share option scheme. We conduct a monthly attrition analysis to identify areas of improvement and regularly benchmark our compensation and benefits to market to ensure that we remain competitive in attracting and retaining talents. In 2019, our voluntary attrition rate of 11.75% remained lower than the banking industry of 15%. The average training hours per year per employee 2017 22.4 (2.8 days) 2018 25.8 (3.2 days) 2019 25.3 (3.2 days) SUSTAINABILITY STATEMENT