Page 112 - Bank Muamalat_AR24

110 BANK MUAMALAT MALAYSIA BERHAD

SOCIAL

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TRAINING AND EDUCATION: INVESTING IN EMPLOYEE DEVELOPMENT

Why This Matters
As a leading Islamic financial institution, we understand in our workforce’s professional growth, we enhance their
that continuous learning and development are crucial for capabilities, foster innovation, and drive overall business
maintaining a competitive edge and ensuring organisational performance. Moreover, providing opportunities for
success. Training and education are essential for equipping reskilling and upskilling supports employee engagement
our employees with the skills and knowledge necessary to and retention, contributing to a motivated and proficient
navigate an ever-evolving financial landscape. By investing workforce.

Our Approach

Our approach to training and education at Bank Muamalat organisational values and industry requirements. Our training
is comprehensive and strategic, focusing on both in-house programmes are designed to cater to various levels of the
and external programmes to address the diverse learning organisation, from entry-level employees to senior leaders,
needs of our employees. We prioritise leadership ensuring a continuous learning pathway for all.
development and Shariah knowledge to align with our

Key Actions and Outcomes

In line with our commitment to continuous learning and 1. Training Participation and Hours
employee development, the Bank delivered a wide range
of training programmes throughout 2024 to strengthen The Bank demonstrated a strong commitment to talent
skills, enhance leadership capabilities, and support career development in 2024, with a marked increase in both the
progression. volume and intensity of training activities compared to
the previous year.
In-House Training: These programmes were designed to
enhance technical competencies, build leadership readiness, Total Training Average Hours per
and support the Bank’s strategic objectives. A total of 339 Year Hours Staff
structured in-house training programmes were conducted,
categorised as follows: 2023 156,967 65 hours
2024 197,598 78 hours

The 26 percent increase in total training hours and
Core Functional Leadership the 20 percent rise in average hours per staff reflect
Programmes Programmes Programmes enhanced efforts to equip employees with critical skills
91 201 47 aligned to evolving business needs. The uplift also
indicates a stronger emphasis on continuous learning,
leadership development, and functional upskilling across
all levels of the organisation.
Public (External) Training: In addition, we facilitated
265 external training programmes, providing employees This strategic investment in learning and development
with opportunities to learn from industry professionals, supports workforce agility, reinforces a culture of high
gain exposure to best practices, and expand their performance, and strengthens organisational readiness
professional networks. for future challenges.