Planning
With prepaid number registration now compulsory, our Company leveraged upon this to
improve our customer segmentation and innovativeness in products and services to give us
the healthy lead. Our thrust now is to widen our broadband offers to increase broadband
penetration in the country in line with the Government aspirations and to meet the
challenges of new 3G and WiMAX competitors entering the market. Modernizing our
network towards an internet protocol (IP) future that would help streamline costs will
mean continuous investments in technology and people skills to keep ahead.
Organizing
Made key organizational structure changes to improve Group oversight and fully tap the
potential of our respective country operations, each with its own distinctive business,
cultural and operating environment and different stages of maturity. Additionally, for
Malaysia, we accelerated efforts in building an organization that talents would aspire to be
a part of.
We have established a reputation for service excellence that we have to sustain to deliver
our value proposition. To ensure continuous permeation of this culture across all aspects of
our business, we intensified our Change programs initiatives to facilitate mindset and
behavioral changes to realize our long term vision and targets.
Embarked on an internal brand alignment exercise to inspire and engage staff towards
Living Our Brand Inside Out with passion, teamwork and attention to detail as the key
pillars of success. The programmed known internally as We Do It Better encourages
employees to enhance performance – better than before, better than the competition and
better than expectations – to deliver service excellence across all customer touch points.
Special emphasis was placed on communication and engagement of our more than 3,000
staff. To reinforce their sense of shared purpose and belonging, we conducted quarterly
performance results communication sessions with all managers to help them better
understand the company performance against the competitive landscape, recognize key
levers of success and identify areas for improvement. A bi-monthly staff newsletter, Maxis
News, was also launched to educate and update staff on key developments in the company.
Based on the latest dipstick survey, the “œengagement factor, which shows how employees
think, feel and act for the company, has increased to 76% from 73% a year ago. In
addition, we revamped our performance appraisal system “œMy MaxisCommitment to
incorporate performance indicators on behavioral and mindset changes.
We continue to make significant investments in human capital development across all
levels and functions. For 2006, we achieved a 75% increase in the number of average
