Talent Attraction, Growth and Retention

Employee Health, Safety & Well-Being​

Our employees’ safety, wellness and well-being remain a top priority. To ensure that the needs of our employees are given equal importance alongside business and client needs, we offer a range of benefits to safeguard and promote their well-being. Our comprehensive benefit offerings include long-term savings for retirement, working-from-home arrangements, physical and mental health coverage, as well as programmes designed to support their financial, social and spiritual well-being.

CIMB Group puts the highest priority on the occupational safety and health (OSH) of employees. We strive to minimise or eliminate any potential risks in the workplace that could affect their health, safety and well-being. We have put in place the Group Occupational Safety and Health Policy, which is endorsed by the Board of Directors. The scope of the policy includes employees as well as on-site contract workers, vendors, and customers across all our geographical locations. We also have a Group Occupational Safety and Health Policy Statement, which is endorsed by the Group Chief Executive Officer, and Group Occupational Safety and Health Procedure, endorsed by our Group Policy and Procedure Oversight Committee (GPOC).

Our OHS policy includes 10 criteria below are included into contractual agreements where relevant. 

1. OSH Compliance: CIMB promotes the establishment and continual improvement of Occupational Safety and Health (OSH) practices that align with applicable laws, regulations, and internal policy expectations
 

2. Safety Training: CIMB shall identify training needs associated with its OSH risks, provide training to meet these needs, evaluate the effectiveness of the training, and retain associated records
 

3. Emergency Response Plan: CIMB shall establish, implement and maintain processes for emergency preparedness and response, including planned responses to emergency situations, provision of first aid, and communication with relevant stakeholders
 

4. Incident Reporting: CIMB shall collect, analyse and maintain statistics on any accident, dangerous occurrence, near miss, occupational poisoning and occupational disease which have occurred at the place of work
 

5. Personal Protective Equipment (PPE): CIMB includes the use of adequate personal protective equipment as part of its hierarchy of controls for the elimination of hazards and reduction of OSH risks
 

6. Workplace Inspections: CIMB advocates for regular workplace inspections to help identify unsafe conditions or behaviours that may pose health or safety risks.
 

7. Documentation of Safety Procedures: Health and safety procedures should be appropriately documented and maintained to support effective implementation and compliance with relevant standards.
 

8. OSH Coordinator Requirement: The Head of Group OSH is responsible for providing advice on OSH regulatory requirements, promoting a positive safety culture, developing and maintaining OSH management systems, and liaising with government departments on safety issues
 

9. Chemical Compliance: Where hazardous chemicals are used, compliance with applicable OSH regulations regarding classification, labelling, exposure, and safety data sheets is expected.
 

10. Safety Risk Assessment: Risk assessments should be conducted to identify and manage safety and health risks posed by workplace hazards, with appropriate control measures implemented where necessary.

The Board of Directors and GCEO oversees the implementation of OSH, including the following main functions:

• Ensuring that there are processes and resources available for the corporate policy to be enacted;
• Setting OSH targets and goals for the Group; and
• Maintaining control and taking responsibility for providing a proper work environment and ensuring employees perform work safely

The Head of the OSH Unit is responsible for ensuring compliance with OSH policies and procedures, and their performance appraisal and remuneration are based on meeting OSH targets. The OSH Unit collaborates with representatives from both the employer and employee sides of the OSH Committees, which are derived from various divisions including Human Resources. These representatives provide guidance on OSH implementation to the business units. OSH matters are also escalated to the Board of Directors during their bi-monthly meetings or as and when required. ​

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• Plan Stage: We assess OSH-related risks and opportunities for prioritisation​

• Do Stage: We create action plans with quantitative targets for identified risks and opportunities​

• Check Stage: We monitor and measure the performance of the action plans against targets​

• Act Stage: We review and take action for continuous improvement of OSH performance to achieve the intended outcomes​

We have also developed the Group Occupational Safety and Health Procedure. Our OSH Management System includes the following key elements: ​

​Hazard Identification, Risk Assessment and Risk Control (HIRARC)​

This sets the necessary process for us to identify OSH risks in the workplace and outline the risk control action plans to address them. The HIRARC process also extends to implementation planning and performance monitoring.​

OSH performance, measurement and monitoring​

This element prioritises and integrates action plans (including those from HIRARC) with quantitative performance targets to address the identified OSH risks.​

Emergency preparedness and response​

This element includes the necessary processes to prepare for emergencies, such as the process for Emergency Response Team (ERT) setup and establishing requirements to ensure the competency of the ERT. We outline specific tasks for different scenarios to integrate emergency preparedness into our OSH Management System. ​

Control of Infectious Diseases​

This element aims to reduce and/or prevent workplace health issues and risks (such as tuberculosis, influenza and COVID-19). We continuously strive towards zero health issues and risks within our workplace.​

OSH Audit and Workplace Safety Inspection​

This element is integrated into our OSH Management System, with inspections by the OSH Committee every quarter. In addition, we are also subjected to yearly Inspections by the Department of Occupational Safety and Health, Malaysia and our OSH Internal Auditors/​

Incident Reporting and Investigation​

We provide specific guidelines for reporting and investigation of OSH-related incidents (such as work- related injuries, ill health or diseases) as part of our OSH Management System. ​

Ergonomic Management Programme

At CIMB, we prioritise the well-being and comfort of our employees through a comprehensive Ergonomic Management programme. Our commitment to fostering a safe and healthy work environment is reflected in our proactive approach to addressing ergonomic issues. We constantly evaluate our progress in preventing ergonomic-related health issues and associated risks against our requirement.

We have an internal team of Advanced Ergonomic Risk Assessment Trained Personnel, approved by the Department of Occupational Safety and Health Malaysia. These specialists are equipped to respond to any ergonomic concerns raised by our staff, ensuring timely and effective solutions. 

We have conducted Ergonomic Self-Assessments for all staff at Wisma CIMB and 18 branches in Selangor. These self-assessments have been instrumental in identifying the primary ergonomic issues faced by our employees. Using this valuable data, we developed a targeted plan to address and mitigate these issues.

Observing and upholding proper conduct to achieve a high standard of professionalism, integrity and ethics in the conduct of our business and professional activities by our employees is key to CIMB Group. In accordance with the Group Code of Ethics and Conduct, all employees are expected to act professionally and treat fellow employees with utmost respect.

CIMB Group’s Code of Ethics and Conduct prohibits any form of discrimination, bullying, intimidation or harassment of any kind, including sexual harassment. The Group also expressly prohibits any acts or threats of violence by any employees against any other person in or about the Group’s facilities, or in connection with the conduct of the Group’s business.

We recognise sexual harassment as a form of misconduct which undermines the integrity of the employment relationship. No employee male or female should be subject to unsolicited and unwelcomed sexual advances or conduct, either verbal or physical. Our Sexual Harassment Policy ensures the appropriate disciplinary action is taken against any employees in the event of involvement in sexual harassment at the workplace.

All employees are expected to create and maintain a safe working environment and to speak up and report misconduct. We are committed to resolve any issues that are brought to our attention with regards to any incidents of discriminatory behaviour and harassment, via the Group’s whistleblowing channel or grievance settlement process. Employees in violation of the Code of Ethics & Conduct and related Group policies will be subject to disciplinary action, which may include termination of service.

CIMB Group respects our employees’ rights as workers, including their freedom of association and collective bargaining. Almost 40% of employees Group-wide are covered under employee unions. ​t

We provide employees with a range of mental health services to support and manage their overall well-being. In Malaysia, we partnered with a professional service provider to offer: 

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• A 24/7 emotional well-being careline and WhatsApp text line, available in English, Bahasa Malaysia and Mandarin​

• One-on-one remote consultations with professionals of choice, including mental health coaches, dietitians, and career coaches​

• Digital coaching with a multidisciplinary team of health coaches, including a medical advisor, dietitian, fitness coach, financial planner, executive coach and pharmacist​

• DASS-21, a clinically validated assessment to measure the current state of emotional well-being and check levels of depression, anxiety or stress​

• Wellness webinars​

• Mental health education resources​

Our EPICC Values

We conduct an annual Organizational Health Index (OHI) survey to measure and improve the effectiveness of our internal practices and the engagement levels of our employees. In 2020, we changed the way we measure our organisational health beyond employee engagement levels, and adopted the OHI tool in place of the Employee Engagement Survey tool that we had been using previously.

The OHI survey is an instrument built to measure nine organisational outcomes, including in terms of employee motivation, leadership, work environment, culture and internal capabilities

• Direction: The extent to which employees understand the organisation's strategy and goals
• Leadership: The effectiveness of leaders in driving organisational performance and engaging employees
• Culture and Climate: The extent to which employees feel supported and valued, and the level of collaboration and trust within the organisation
• Accountability: The degree to which employees take responsibility for their actions and performance, and the level of clarity around roles and responsibilities
• Coordination and Control: The effectiveness of processes and systems for managing resources, and the level of alignment and consistency across the organisation
• Innovation: The extent to which the organisation encourages and fosters innovation and creativity
• External: Orientation The organisation's ability to respond to changes in the external environment and anticipate future trends and challenges
• Capabilities: The organisation's ability to develop and leverage its capabilities and expertise to drive performance and growth
• Capacity: The extent to which the organisation has the resources and infrastructure to support its goals and objectives

The nine organisational outcomes are represented by 37 management practices. Employees across the Group respond to each question on a 5-point rating scale (1: Strongly Disagree; 5: Strongly Agree).

Respondents are asked to rate their level of agreement with a series of statements related to each dimension. The scores for each dimension are then aggregated to generate an overall score for the organisation's health.

The overall score is a composite measure of an organisation's health, based on the scores for each of the nine dimensions. The overall score ranges from 0 to 100, with higher scores indicating better organisational health.

The score can be generally described as follows:

• 0-20 indicates that the organisation is in critical condition and requires immediate attention to address the areas of weakness. 
• 20-40 indicates that the organisation is below average and needs significant improvement across several dimensions. 
• 40-60 indicates that the organisation is average and has strengths and weaknesses across the different dimensions. 
• 60-80 indicates that the organisation is above average and has several strengths, but still has room for improvement in some areas. 
• 80-100 indicates that the organisation is excellent and has strong overall health, with best practices and strengths across multiple dimensions.

The score provides a comprehensive and objective assessment of an organisation's health, and in CIMB, we use it to identify areas of strength and weakness, prioritise improvement efforts, and track progress over time.

In 2024 the assessment was expanded further to include new dimensions to gain deeper insights into how #teamCIMB find meaning and purpose in their work, their career progression and overall wellbeing. Collectively, these insights help us understand and enhance the elements that contribute to a fulfilling work experience – from job satisfaction and a sense of purpose to maintaining a healthy work-life balance. Work-life balance refers to fostering a healthy equilibrium between professional responsibilities and overall well-being, including effectively managing stress. We had a 95% response rate in 2024 across our ASEAN footprint and as a Group, our score improved to 84% from 83% in 2023, remaining in the top quartile against our industry peers across ASEAN.

Please refer to the table under the header "Organizational Health Index (OHI)" for our OHI scores from 2020 – 2024.

Performance Management​

The Group’s performance is determined in accordance with balanced scorecard principles, and includes key measures on profitability, capital, customer experience, medium to long-term strategic initiatives, sustainability  performance and initiatives, as well as risk, audit and compliance. The Group’s key measures are cascaded to the collective scorecards of business units and enabler functions accordingly and subsequently to individual goals. 

Our Group performance management process comprises agile performance conversations through periodic check-ins between manager and staff throughout the year and concludes with an annual year-end performance assessment of each individual through the Group’s performance management framework, which is based on the meeting of individual goals in the scorecard and qualitative feedback. We adopt a team-based appraisal in the form of our collective scorecard, aligned to key targets for the year reviewed as and when required.

In line with our vision to become the best organisation for the best talents with the right values to thrive, we incorporate values-based evaluation as part of our performance management framework. This assessment carries weightage in our employees’ overall performance appraisals. 

We implement 180-degree feedback for people managers and embedded a 360-degree values-based assessment in our process for senior promotions. This approach of multi-rater, multi-source feedback supports our drive to create a more open and empowering work environment, and to be more responsive to the voice of employees. It provides opportunities for leaders to identify their strengths and areas of improvement in their demonstration of EPICC values. It also allows us to better tailor leadership training and development programmes for these senior managers, to help ensure that they lead with the right examples of our EPICC values and behaviours. 

Employee Compensation​

CIMB’s remuneration programmes are governed by the Group Remuneration Policy, which provides guiding principles in relation to the design and management of CIMB’s remuneration programmes. The three key principles of CIMB’s Remuneration Policy are:​

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• Strong governance: ensure strong and independent oversight of the remuneration system​

• Appropriate assessment of performance: support a performance-based culture which promotes prudent risk-taking and long-term sustainability​

• Market competitiveness: offer rewards that allow CIMB to attract, motivate and retain the right talent​

Talent & Leadership Development​

Talent and leadership development are critical for our long-term value. Investing in employee growth and advancement enhances their performance, fosters employee retention, and helps to build a pipeline of skilled and experienced leaders.​

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We launched the CIMB Signature Leadership series of programmes tailored to employees at various stages of their CIMB journey, including those at senior, middle, and junior management grades. These 12 to 18-month programmes offer a balance of leadership and technical upskilling, prioritising hands-on experiential learning through industry immersion, study tours and group coaching. We currently partner with the International Institute for Management Development, Melbourne Business School, Global Institute for Tomorrow and Asia School of Business.

Building A Strong Talent Pipeline​

CIMB has a holistic, effective and efficient programmes to manage talent attraction, growth, and retention that enables business continuity, productivity, performance, and competitiveness in the long term. ​

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We provide opportunities for fresh graduates and young talents to develop skills and acquire industry experience through our flagship graduate talent programme, The Complete Banker (TCB). The programme provides a hands-on experience in following key areas: retail banking, non-retail banking, data, digital and design as well as governance and risk management.

In addition, the CIMB Sustainability Fellowship provides opportunity for seasoned bankers and professionals who are enthusiastic about obtaining exposure and expertise in the fields of sustainability and sustainable finance.

Our ability to attract qualified and talented employees, as well as retain and nurture internal talents is pivotal to our success. We have internal mobility programmes designed to create more opportunities for our employees to gain experience through job rotations and short-term assignments. This initiative not only helps us retain talent but also helps us manage hiring costs. In 2024, 12% of open positions were filled by internal candidates.

Employee Development Programmes