Our people, our company’s culture have been our main drivers in the past few years; they have successfully guided us and continue to do so today. We have engaged an external consultant to help us assess where we stand on our guiding principles, our values , and how we can improve on our behaviors. The findings from the workshops, interviews, and surveys were compiled in a gap analysis.
Based on the feedback we’ve been gathering since 2019, we have launched 6 work streams across the Group to co-create a culture we all belong to. Each stream is led by an employee-driven task force with an action plan for 2020-2021. Our culture will be a reflection of our efforts as a team, as each stream is driven by a mission with actionable and measurable projects
Collaboration has now been implemented as a Mandatory Behavioural Competency KPI, meaning that it is now a measurable consideration for our people. Chalhoub University has proved to be an ideal platform to host our videos, articles and training modules that have been compiled into a ‘Collaboration Kit’.
We launched and implemented the Chalhoub Experts PoC platform to optimize and leverage our people’s talents and skills to bolster cross-functional teams instead of project’s seeking external agencies.
The launch of our Revised Code of Ethics (CoE) and Speak Up platform (know more) empowers our people to report breaches of our CoE anonymously and without the fear of reprisals.
Our Ethics Compliance Framework provides the policies, guidelines, tools and processes necessary for the voices of all of our people to be heard. We’ve now incorporated Transparency, Inclusion, Diversity and Ethics (TIDE) elements into our recruitment, internal mobility, leadership competencies framework, employee profiling, and on/off-boarding processes.
Through our Diversity and Inclusion Initiatives, we now have improved monitoring of the issue through our D&I dashboards. Additionally, we have finalised our D&I policy focus points to cover several minority groups, and we have broadened the scope of our events calendar accordingly.
Our Revamped Process Framework has been activated through the new carnation of our RSO, FOCUS. 54 processes have been automated so far, whereby the flow of each process can be customized by country, malls, and brand.
Collaboration with an External Leadership Assessment institution has been adopted to provide objective guidance on how we should grow and evolve our leadership capabilities by evaluating our leadership style against global benchmarks.
Our Servant Leadership Blueprint Across Verticals is a series of design-thinking workshops and trainings that have been developed to build awareness and highlight model behaviours for servant leadership.
As part of the branding exercise, we have also defined key bi-lingual messages linked to our values that activate our values for each workstream. In line with our Employee Value Proposition (EVP), and becoming a future-fit organisation, we reimagined our original 7 guiding principles into 4 guiding principles that better inspire our ways of working.
In 2020 we launched our Group’s purpose manifesto. Based on our manifesto, and in collaboration with key stakeholders across the Group, we will be launching our purpose statement in 2021. We are preparing the launch of ‘One Team, One Culture’ program that will be launched in Q1 2021, this mandatory training program will enable us to co-create an inclusive culture.