Employee Incentive Scheme In 2021, we introduced a Long-Term Incentive Scheme (LTIS) aimed at ensuring our continued ability to attract, retain and motivate our top and key talents to meet the Group’s transformational aspirations. The LTIS will also help to align the motivations of eligible employees to the corporate goals of Capital A and shareholder interests. We are also in the process of establishing specific share options schemes for our major subsidiaries to ensure that we provide wealth creating opportunities to Allstars in these subsidiaries linked to the shareholder value they create. We believe that the combination of these two will create one Capital A culture, improve collaboration between the various businesses to create maximum shareholder return. Employee Engagement We have always sought to create a highly engaging workplace in which Allstars exchange ideas and opinions freely because we value the input of all Allstars, and believe that open discourse engenders a sense of belonging which, in turn, enhances work satisfaction and productivity. Employee engagement at Capital A is designed along four pillars: well-being, information and support, learning and social. Whereas before, a great deal of engagement took place physically, we are now using online platforms such as EkoChilli, Workplace and Google Meet to keep Allstars updated on corporate-related news. There is also a great deal of interaction among Allstars on EkoChilli. Certain teams have their own engagement platforms. For example, the tech teams in airasia Super App engage on Confluence. a) Town Hall Sessions Town halls are held regularly in order for our CEO, Executive Chairman, President and other senior management to interact with employees. Through town halls, Allstars are able to get the latest information from the management, ask questions and provide feedback on matters that are important to them. In 2021, seven town halls were conducted virtually, focusing on leadership changes, the acquisition of Gojek Thailand and our 20th anniversary, among others. b) Brown Bag Series: Post-Covid World We also launched a new engagement series where Allstars are able to clarify any doubts or uncertainties they may have about the direction of the company post-pandemic by addressing their questions directly to senior members of the management. Themes during the year included Flying in a Post-Covid World and Allstars’ Future Work Arrangement. c) #AllstarsWFH Engagement Programme To create a sense of normalcy with Allstars working from home (WFH), and to stay connected, we developed a weekly #AllstarsWFH schedule featuring initiatives under the Learning, Social, Well-being and Information pillars. Number of views garnered between June and December 2021: 21,500 views Well-being 16,033 views Social 8,095 views Learning 29,570 views Information Employee Well-Being In addition to their physical well-being, we also take steps to provide Allstars with mental health and emotional health support. These are done through several key programmes. a) Allstar Peer Support Programme The Allstars Peer Support programme was created in 2020 to help Allstars manage emotional stress caused by the impact of Covid-19. Allstars with emotional, financial, work or personal problems can reach out for help via EkoChilli, where peer supporters will pick up requests and respond within 24 hours. A total of 157 Allstar Peer Supporters were recruited and trained to respond to queries. In 2021, a total of 267 requests for support were received, down from 498 in the previous year, reflecting the easing constraints faced by Allstars as recovery continues. 1 4 8 C A P I T A L A B E R H A D Social (cont’d.)
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