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Overview Our Business
Strategic Review
Corporate Governance
Financial Statements
Other Information
Our People
We have implemented a long term shares-based incentives
plan for employees for which we have received shareholders’
approval. As for other employee compensation such as salary
and bonus, we differentiate aggressively on performance and
potential. Such incentives are aligned with stretched business
goals to ensure rewards are driven by performance and results.
All of these are delivered whilst giving employees one of the best
working environments in Malaysia. Our new offices are open,
flexible and transparent, as well as spacious and fun. The working
environment has become one of the key aspects in attracting the
best talents to Maxis.
I Grow
Secondly, we promised “I Grow”. We commit that every Maxis
employee will feel he or she is being given every opportunity to
learn, grow and develop in Maxis.
We conduct regular talent reviews to assess our employees’
performance and potential. We develop action plans based on
these, focusing on growing, developing and retaining those in
critical roles and with strong potential, and we are proactively
managing our succession issues.
Young talents are a key focus for us. We have revamped our
highly respected and very competitive scholarship programme
to ensure we bring in the right kinds of talents we need for the
future. We have also revamped our award-winning management
trainee programme to give trainees deeper insights into our
business and operations before they are absorbed into the
organisation.
maxis.com.my/ar15/people
During the programme itself, the trainees are also mentored by
the senior leadership team, including the CEO, to give them the
benefit of experience and exposure to top management.
In hiring new talents, we emphasise potential and values. We
need people who would enjoy working the MaxisWay, as well
as those who can add to and enhance the culture of Maxis. We
carry this focus on potential into the way we do rewards, such as
determining salary increment and long-term incentives.
In mid-2015, we completed a review of our organisational
structures, hierarchies and headcount. The purpose is to keep
Maxis lean and flat, as we believe this is where we can be at our
most effective. The review also helps us to improve the quality
of our managers by making sure the strong ones continue to
lead people, whilst others are given the opportunity to become
individual contributors.
In helping our leaders to improve, we have clearly laid out what
we call the Maxis Leadership Expectations. These expectations
become the basis for our leadership development programmes.
We hold yearly leadership events focused on these expectations –
in understanding them and the behaviours that they express – to
make sure they become a living and breathing part of our culture
and values. We are also designing a management programme to
increase the technical skills of our leaders to complement their
people leadership skills.
What has this all led to?
There has been tremendous improvement in employee
engagement. In our annual employee engagement survey, Maxis
employees, on the back of a huge turnout, clearly indicated that
they are happy and excited about the change and look forward
to the future. The improvement over the last two years was
unprecedented. It is a validation of the efforts we have put in, and
serves as encouragement and a challenge to keep improving.
We want to be a place where people work well together and have
fun. We’re getting there.
