Annual Report 2020

Whistleblowing We encourage Allstars, Directors and other stakeholders who have genuine and legitimate concerns to raise these via our whistleblowing channels. Their concerns will be investigated properly while we ensure no negative repercussions on the whistleblowers. Concerns can be raised by sending an email to whistleblower@airasia.com. For more information on our Whistleblowing channel, please refer to https://ir.airasia.com/whistleblowing_channel.html. During the reporting year, we recorded 23 cases of pilferage, conflict of interest, abuse of authority, and misappropriation of company assets. These were investigated and dealt with appropriately, with follow-up actions such as warning letters, dismissal and process improvement in the case of business processes. Strategy Development Our business sustainability is also dependent on having effective strategies guiding our growth. This is the domain of our Strategy & Growth Department, which works with various key stakeholders to develop the Group’s Redbook. In addition to outlining the Group’s key priorities and strategies into a unified forward perspective, the Redbook establishes a clear direction and standardised structure, methodology and process to develop strategies, targets, budgets and key performance indicators (KPIs) for each function within the Group. The pandemic prompted a rethink of our broad strategic direction resulting in clearer alignment of strategic perspective and targets across functions and airline operating companies while promoting greater synergies, integration and accountability. In line with the Group’s accelerated transformation into an integrated Asean lifestyle company, the strategic rethink also led to sustainability elements being embedded more deeply into our strategic direction and business goals. Accordingly, the Group is ensuring all new initiatives are aligned with the pursuit of economic, social and environmental sustainability. These include strengthening our digital infrastructure and privacy protection, providing upskilling opportunities for staff, and enhancing our social impact through platforms such as IKHLAS, which offers access to faith-based practices and Shariah-compliant lifestyle choices. Driving a CEKAP Workforce Maintaining lean operations is integral to our business model, as it enables us to pass on savings to our guests in the form of affordable products and services. To drive continuous operational efficiencies, in 2019 we implemented CEKAP which equips Allstars with Continuous Improvement Tools to drive simple yet efficient ways of working across the Group. The slowdown in 2020 created an opportunity to onboard more Allstars onto the CEKAP platform. From having trained 300 Allstars in 2019, the number increased to over 2,100 as of December 2020. There are also more ongoing CEKAP projects, from 30 planned projects in 2019 to 60 ongoing projects at end 2020 and 88 that will be rolled out in 2021. These CEKAP projects are led by Allstars from cross-functional teams with the main focus on reducing costs, increasing productivity and promoting growth. 105 ANNUAL REPORT 2020