Helping Colleagues Make a Meaningful Difference

Building and Deepening
Long-term Relationships

Our values of Honour, Enterprise, Unity and Commitment are expressed in our care for the professional growth and personal fulfilment of our colleagues across the organisation. We focus on growing our own timber and providing colleagues with technical skills training and career development opportunities to keep them current in our fast-changing industry. Having the right mindset and customer-centric approach are just as important to ensuring our colleagues always do what is right for our stakeholders. To foster a high-performing organisation, we are committed to looking after the well-being of our colleagues because we believe people give their best when they are supported, happy and healthy.

Caring for our colleagues during the COVID-19 pandemic

With the COVID-19 outbreak turning more threatening in January 2020, we activated our Business Continuity Management (BCM) teams across our markets. They provided guidance to ensure our people could protect themselves, their loved ones, our customers and others in the community. The BCM team also made sure the government requirements on safe distancing were implemented swiftly while keeping essential banking services available to customers. The team remains in action at the time of publication of this report.

Setting up remote system access for the safety of our colleagues

To ensure the well-being of our colleagues, our Group Technology and Operations (GTO) and Group Governance, Risk and Compliance teams moved quickly to enable colleagues to work safely remotely. They upgraded our remote access technology infrastructure within a few days and strengthened our remote work security and risk management protocols.
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Through their efforts, 80 per cent of colleagues across our network were accessing the Bank’s systems remotely within four weeks. This was a 157 per cent increase in the number of colleagues with remote access compared with January 2020.

To bridge the physical distance among colleagues and to enable them to continue connecting with one another, we encouraged the use of online collaboration tools such as Microsoft Teams, Skype for Business, Yammer and the Bank’s intranet, MyUOB.

"Taking care of our customers meant we had to take care of our people first. The tremendous efforts of our GTO team, as well as the BCM teams across the region, enabled 80 per cent of us within four weeks to work from home for 100 per cent of the time. They have ensured our people, systems and offices remained safe and secure. There were also our colleagues in critical roles who had to be in the office – serving our customers, keeping our systems operational and online, making sure our branch services were available and ensuring our physical safety. Thank you all for your dedication and commitment."

Mr Wee Ee Cheong

Deputy Chairman and Chief Executive Officer (CEO), UOB

"In the midst of an unprecedented crisis, our teams across the entire Bank – and at all levels from CEO and the Management Executive Committee to the working levels – came together with a shared mission to support colleagues and customers. I am immensely proud of the abilities our teams demonstrated to provide solutions rapidly for colleagues to work from home and to increase our service channels to support customers in challenging work environments. I am honoured to have been a part of these efforts with all our teams across the UOB family."

Mr Richard Maloney

Head of Business Management and Shared Services, Group Wholesale Banking
Group Recovery Director and Chairman of the BCM Task Force

Reinforcing solidarity through personal stories on MyUOB

Our senior leaders led the way in helping others cope through this tough period. They regularly shared their perspectives and guidance through stories we ran on MyUOB. The Home Remedies story series showed how senior leaders across our network struck a balance between their personal and professional lives while working from home; how they stay connected with their teams across remote locations through the use of digital tools; and how they stayed physically and mentally fit during the lockdowns.

Keeping colleagues in the office safe

While most of our colleagues were able to work remotely during the COVID-19 pandemic, there were also colleagues in critical roles who had to be in the office – serving our customers, keeping our systems secure and operational and making sure our branch services were available.
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Keeping our colleagues safe became the priority for our Corporate Real Estate Services (CRES) teams, who put in place proactive and precautionary measures in line with local authority guidelines:

Providing more than 1.52 million masks to colleagues across the Group;
Conducting temperature screening at all UOB premises;
Providing more than 6,000 bottles of hand sanitisers at our premises and antiseptic soap in restrooms;
Increasing the frequency of cleaning of our premises, branches and automated teller machines (ATMs);
Applying anti-microbial coating on high-touch surfaces in our branches, on our ATMS and in our lifts at our premises; and
Ensuring the placement of social distancing markers across offices for colleagues to maintain a safe distance of one metre apart from one another.

Supporting colleagues with wellness benefits

To extend more personal help to our colleagues during the COVID-19 pandemic, we provided:

mental resilience training courses on LinkedIn Learning to help colleagues cope with any distress arising from COVID-19;
mental health hotlines manned by counsellors and psychologists for colleagues in mainland China, Malaysia and Singapore; and
expanded claims categories under our Healthy Employees, Active Lifestyles (HEAL) programme for colleagues in Malaysia and Singapore. Colleagues in Malaysia could use their HEAL dollars for COVID-19 expenses such as the purchase of hand sanitisers and face masks. In Singapore, they were allowed to use their HEAL dollars to buy any item or service meant for their well-being, such as groceries and utility bills. In 2020, our colleagues in both countries received $22 million worth of HEAL benefits.
shortened work hours and staggered work hours in Singapore so colleagues who were working in their offices could avoid peak-hour travel;
an extra day of leave in Singapore for colleagues to attend to personal matters during the COVID-19 pandemic. We also increased the number of annual and tenure leave days that they could carry over into 2021 as COVID-19 had impacted colleagues’ work responsibilities and leave plans; and
financial support during the Circuit Breaker period in Singapore. Transport fares were reimbursed for colleagues who had to work in the office while those working from home were given a one-time payment. In total, our colleagues received more than $725,000 in financial support.

Besides these additional COVID-19 support measures, our range of ongoing staff benefits includes family care leave, staff loans and life and accident insurance. We also partnered our merchants to offer our colleagues exclusive lifestyle and wellness promotions through our Staff Deals section on MyUOB.

Staying active at home

With more colleagues working from home due to COVID-19 restrictions, in 2020 we developed a Stay United, Stay Active video series on MyUOB to share wellness and lifestyle activities for all to try in the comfort of their homes.

Colleagues from Malaysia, Singapore and Thailand contributed instructional video clips on activities including yoga, cardiovascular exercises, baking and floral arrangements.

Leading from the front on mental resilience in Indonesia

In Indonesia, since 2019 we have been conducting a series of personal development seminars called UOBTalks which is hosted by business leaders including the Country CEO. In this series, internal and external speakers share their knowledge on topics such as leadership, communication and productivity.

In 2020, we held four virtual sessions of UOBTalks, one of which was themed ‘Are we born to be mindful and resilient?’. It was aimed at encouraging our colleagues in Indonesia to stay strong as they grappled with the impact of the virus on their lives and loved ones. At this session, we invited a psychologist to provide mental wellness tips such as practising meditation and managing physical discomfort arising from emotional distress. Mrs Evilin Kumala Warangian, Head of UOB Indonesia’s Talent and Development team and a breast cancer survivor, also shared how she had overcome the toughest time in her life by adopting a positive mindset. More than 800 colleagues in Indonesia attended this session and all surveyed found the content very useful, clear and relevant.

"Life is like the passing of day and night; it is beyond our control. What we can control is how we see, think and react to what life brings us. When night comes, do we see it as darkness or as an opportunity to enjoy the beauty of starlight? This pandemic is like the night phase. We can see it as darkness or as an opportunity to develop our adaptability and to learn new things to upgrade ourselves."

Mrs Evilin Kumala Warangian,

Talent and Development Head, Human Resources, UOB Indonesia

"The erratic situation caused by the pandemic makes our hearts and minds uneasy and I found the UOBTalks session on mindfulness and resilience very helpful in helping me deal with changes. By practising mindfulness and gratefulness, we can soldier through challenging situations calmly with less stress and impact on our health."

Mr Batara Dwiwanto

Training and People Development Manager, Business Banking,
UOB Indonesia

Securing face masks in Singapore for our colleagues and their loved ones

The start of the COVID-19 pandemic saw a surge in worldwide demand for face masks. Stock was so low that anyone who could find masks for sale had to pay sky-high prices for the basic healthcare item.
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However, in Singapore, Group Human Resources was able to secure a box of 50 masks for each colleague after tapping its wide network of contacts for supplies. These masks were in addition to the face masks distributed by CRES to our colleagues for their operational needs throughout the year.

Preparing colleagues for the future of work

In 2020, we conducted a six-month Group-wide review of work patterns, workspaces and workforce technology as part of our ongoing workplace transformation efforts. We also conducted a survey to understand how our colleagues were coping with the impact of the COVID-19 pandemic. With our findings, we developed our Group-wide Remote Work Guidelines to define new ways of working at UOB. Under these guidelines we will:

focus on the long-term mental well-being of our people while taking into consideration their job requirements and local regulatory requirements and infrastructure readiness; and
give the majority of our 26,000-strong workforce the choice to work remotely two days a week once COVID-19 restrictions are lifted. We believe this will enable colleagues to maintain a sense of connection with one another and the company and to achieve optimal performance.

The guidelines will be implemented in each market over time, as local COVID-19 restrictions are eased.

"We believe that the future of the workplace is a hybrid one where employees choose how to manage their work commitments based on the space and place they can be most effective. Working from home during COVID-19 has been instructive due to the speed and intensity of the change but we must look beyond the present and define a future of work that is more sustainable…

This hybrid approach will require some adjustments and we are committed to providing our people with the required resources and support during the transitionary period. Through our Remote Work options, we aim to strike the right balance between providing eligible colleagues with flexibility to manage their work-life priorities and preserving the enterprise, collaboration and camaraderie of our UOB culture."

Mr Dean Tong

Head of Group Human Resources, UOB

Transforming our workspaces for high performance

To transform our offices into high-performance workspaces that promote collaboration and more agile team-based work, our CRES team has adopted three approaches for our workspaces across all our markets:

Safety and control

Putting in place COVID-19 safe management measures including increased cleaning frequency of common areas and high-touch areas;

Mobile and connected work environment

Using technology to help colleagues communicate and collaborate with one another;
Creating office spaces that can be used for different activities by individuals or groups of colleagues;

Smart building technology

Sustainability features such as the use of energy-efficient fixtures and equipment, as well as heat-reducing elements;
Adopting operational technologies to control critical building parameters to ensure they remain at desirable levels; and
Assessing data from the buildings’ operating systems to understand colleagues’ office usage patterns and to improve user experience.

These approaches are applied to our head office transformation and relocation projects in Malaysia and Thailand; the new buildings in Kuala Lumpur and Bangkok, as reflected in these artists’ impressions, are expected to be completed in 2022.

Building a high-performing and risk-focused team

Fundamental to our risk culture is balancing opportunity with responsibility for the present and the future. We help our colleagues broaden their perspectives so they are able to make considered decisions for the long-term good of our customers, our communities and the environment.

Our approach to managing risks

We encourage awareness, understanding and responsible behaviour at UOB to reinforce our values-based, risk-aware and risk-focused culture. UOB’s distinctive and prudent approach to growing our business over many decades puts us in good stead to manage the impact from a prolonged COVID-19 pandemic.

"If we stay true to our philosophy of putting our customers at the centre of all that we do and let our decisions be guided by our time-tested values and strong risk culture, we can and will overcome the current crisis, just as we have done over the past eight decades."

Mr Wee Ee Cheong

Deputy Chairman and CEO, UOB

"There is no rule book that covers every new situation… We need to be guided by the Bank’s strategic purpose as our true north... We will also continue to be guided by our time-tested values and strong risk culture as our moral compass."

Mr Chan Kok Seong

Group Chief Risk Officer and
Head of Group Governance, Risk and Compliance, UOB

In 2020, the steps we took to continue strengthening our risk-first approach included:

working with senior executives from the business lines and the risk, compliance and audit functions to enhance the efficiency of the Bank’s Three Lines Model;
launching a Speak Up initiative to encourage the creation of a psychologically safe environment at work where colleagues feel secure in highlighting issues to their line managers or through available channels for action and resolution;
increasing awareness of risk culture and speaking up across the Group through dedicated sites on MyUOB to share our senior management’s views on these topics as well as internal best practices and external case studies; and
promoting risk culture in town halls and training sessions conducted by business and support units.

Driving values-based performance

UOB’s performance management framework sets the structure that encourages a high-performance culture. Our meritocratic and values-based approach rewards performance and supports career development.
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Each individual’s progress is measured and assessed through our performance management process called PEAK which stands for Plan, Engage, Appraise and Keep Track. In 2020, we enhanced our PEAK process with Performance and Development Councils (PDCs) and a 360° feedback initiative to include across the Group colleagues who are Vice Presidents and above. The PDCs, which already covered the Managing and Executive Director levels, ensure greater transparency in assessing our people’s performance and accountability on each colleague’s development plans.
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In 2020, our enhanced performance management resulted in:

an increase in the total number of colleagues under the PDC framework from 4,400 colleagues in 2019 to 8,000 colleagues; and
an increase in the total number of colleagues who received their UOB360 feedback report from 1,500 colleagues in 2019 to more than 3,000 colleagues.

Our commitment to maintaining an inclusive workplace

At UOB, we are committed to ensuring equal opportunity for all on the basis of merit and to foster a values-based and inclusive workplace that reflects fairness, care and respect of our people.
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In January 2021, UOB was recognised by Bloomberg in its Gender-Equality Index (GEI) as one of Singapore’s best inclusive workplaces. This is the third consecutive year that UOB has received the accolade and we are one of only six Singapore firms in this year’s Bloomberg GEI.
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The Bloomberg GEI recognises public companies worldwide that demonstrate commitment to advancing an inclusive workplace through their policies, workforce representation and transparency in gender-related practices.

Across the Group as at the end of 2020:

women comprised 61.3 per cent of UOB’s workforce, up from 60.9 per cent in 2019;
women represented 35 per cent of senior management and 52 per cent of middle management; and
women accounted for 60 per cent of the promotions earned.

"Embracing diversity enables us to question the status quo, to challenge ourselves to do better and to push the boundaries to create simpler, safer and smarter banking services and solutions for our customers. An inclusive workplace starts with a people-first mentality – it is about finding ways to keep every colleague feeling happy, healthy and assured to deliver their best at work daily."

Mr Dean Tong,

Head of Group Human Resources, UOB

Upholding our customer commitments

Across the organisation, we commit ourselves to fulfilling our customers’ expectations in a manner that is distinctive to UOB. Our Group-wide campaign called the UOB Customer Commitments Awards (CCA) acknowledges our role models in this regard and reminds us of our responsibility to our customers, even if we are not in customer-facing roles. It also inspires us all to keep raising the standard of our values-based service.
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Our values of Honour, Enterprise, Unity and Commitment correspond with each of our four customer commitments:

Treat you fairly;
Provide you with the right solution;
Know you personally; and
Be there when it matters.

In 2020, we received 9,411 entries for the biennial CCA awards from colleagues across the Group. Many of these entries reflect our colleagues’ service and risk management mindset when serving our customers during these trying times.

Caring for the professional growth of our colleagues

"We are committed to growing our own timber by promoting life-long learning through reskilling and upskilling programmes. With our industry undergoing transformation even before the COVID-19 pandemic, equipping our people with a growth and customer-centric mindset and data and digital innovation skills remains a long-term priority."

Mr Wee Ee Cheong

Deputy Chairman and CEO, UOB

Building a future-ready workforce

We make learning and development a top priority so colleagues are best prepared for what lies ahead. In 2020, we celebrated the one-year anniversary of Better U, our Group-wide learning and development programme.

Better U was the first initiative in Singapore covering soft skills as well as digital and data skills to receive accreditation by The Institute of Banking and Finance Singapore (IBF). Our flagship programme starts with a 12-week foundation course designed to help colleagues develop five core competencies essential for the digital era:

As the COVID-19 pandemic put a halt to most face-to-face training programmes, we quickly adapted our Better U foundation programme from being a partially classroom-based course into a fully virtual one so colleagues could continue with their learning journey while meeting COVID-19 safe management measures.
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We explored how the use of technology could replicate the interactive experience of holding in-person workshops.
The resulting virtual curriculum features a one-day kick-off workshop conducted by course facilitators followed by a series of guided online learning activities including discussion forums, polls and video assignments, to keep learners engaged and to enable peer-to-peer knowledge sharing.

In 2020, we:

converted Better U into a fully digital course;
launched Phase Two of Better U and introduced learning tracks on data analytics and project management. These are two areas essential to future employability and for colleagues to stay ahead of industry developments;
extended Better U beyond Singapore to mainland China, Indonesia, Malaysia, Thailand and Vietnam;
received the Human Resources Director Asia Innovative HR Teams 2020 Award for our innovative use of technology in developing the Better U foundation course programme; and
received the IBF Inspire Award 2020 in Singapore for providing learning programmes including Better U to help build an adaptive workforce in the digital age.

As at the end of 2020, more than 10,400 colleagues across the Group had attended the Better U foundation programme, with close to 80 per cent of them participating in the virtual course during the COVID-19 pandemic. In December 2020, we hosted a visit for two Singapore ministers to learn more about Better U and other training and development programmes by the Bank.

"We are very happy to see banks like UOB spending a lot of effort to grow their own timber, as they say, to grow their own people, upgrade their skills, so they can be ready for the new roles in the new financial services sector."

Singapore Minister for Manpower Mrs Josephine Teo and
Singapore Minister for Trade and Industry Mr Chan Chun Sing

"I would like to thank UOB for launching Better U as it is a timely programme to prepare us for the digital future. The changes brought about by the COVID-19 pandemic make this programme even more relevant to us and made me appreciate the programme more."

Ms Winnie Chua

Vice President, Group Retail

Promoting lifelong learning

In addition to Better U, our learning and development programmes include:
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Digital transformation

Professional Conversion Programme (PCP) for branch colleagues in Singapore to prepare them for future roles in the financial sector. The programme was developed in collaboration with Workforce Singapore and IBF. In 2020, 94 per cent of eligible branch colleagues participated in the PCP. We also started extending the PCP to human resources (HR) colleagues in 2020 so they could learn to adopt digital tools for better efficiency and to free their time to focus on more strategic responsibilities such as providing HR advisory to the business functions;
Technology in Finance Immersion Programme provided by IBF and Workforce Singapore where mid-career individuals attached to our Bank undergo skills conversion to develop their talent in emerging areas such as cloud computing, cybersecurity and data analytics in the financial industry; and
Customer Relationship Management course for UOB Asset Management (UOBAM) colleagues in Brunei, Indonesia, Japan, Malaysia, Singapore, Taiwan and Thailand to enhance their digital capabilities in engaging and deepening relationships with customers.

Specialist training and personal development

UOB Finance Academy to equip colleagues in the finance function with technical and soft skills to become leaders in their field. Participants learn more about risk management, regulation and liquidity management. They can also choose to develop specialised skills in areas such as asset and liability management and project management;
Sustainability Academy for UOBAM colleagues across the region to learn the fundamentals of sustainable investing. We partnered investment company, Robeco, to provide training. UOBAM was the first financial institution in the world to offer Robeco’s Sustainable Development Goals Investing module as a training course;
Training in environmental, social and governance (ESG) topics for our business leaders in Thailand to deepen their understanding of sustainability principles and to embed ESG considerations in all aspects of their work;
Cross-Function Mentoring Programme in mainland China where senior managers and technical experts across front, middle and back offices help selected colleagues in acquiring cross-departmental knowledge and skills to further their careers in the Bank; and
UOBTalks leadership series in Indonesia where the management team would share their experiences and advice on being a successful leader and bringing out the best in others.

Service excellence

UOB Indonesia Banking Management and Certification programme to equip branch managers with holistic knowledge across managerial, technical, operational as well as risk and governance aspects of banking. The programme was developed in collaboration with Indonesia’s Banking Development Institute;
Multi-Skills Programme to upskill all frontline business colleagues in Thailand, starting with colleagues working in our branches. As at the end of 2020, more than 1,000 branch colleagues had been trained to take on both teller and customer service job roles;
Lead Reviewer Training programme for all internal auditors across the Group to learn new audit assessment approaches, to strengthen their competencies and to sharpen their focus on auditing strategic and business risks; and
Art of Service Recovery programme in mainland China, Malaysia, Singapore and Thailand for our colleagues to be skilled in resolving customer issues and turning difficult situations into positive outcomes.

In 2020, we invested about

$20 million

in training programmes for our colleagues.

Taking charge of our own learning

At UOB, we encourage colleagues to take ownership of their learning journey. For example, we give them access to LinkedIn Learning where they can choose from more than 16,000 online courses covering diverse subjects including strategic thinking, problem-solving techniques and time management for their development needs.
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Indonesia
We launched the U-Learn virtual learning festival in Indonesia in 2020 to promote self-directed learning among our Indonesian colleagues. The festival took place over six days where external speakers covered various topics including customer service, digitalisation and leadership. In total, 2,150 colleagues participated in the festival.
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Vietnam
In 2020, we held a digital learning campaign called Learner of the Month to encourage colleagues to continue upgrading themselves during the COVID-19 pandemic. Our colleagues in Vietnam completed 659 courses online during this one-month campaign.
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The enthusiastic reception by our Vietnamese colleagues led to a follow-up campaign called The Best Learning Team. Colleagues in various business and support units across Vietnam banded together to participate in this campaign.
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Winners for both campaigns received tokens of appreciation from the Bank in recognition of their proactive efforts to improve their skills and capabilities.

Challenging colleagues to think creatively with AI

To nurture a culture of digital innovation, the Innovation Workgroup spearheaded by Group Channels and Digitalisation and Data Management Office (DMO) organised the Bank’s first regional artificial intelligence (AI) hackathon called Regional AI-deathon 2020. The year-long AI-deathon was an experiential learning programme which had elements of competition so colleagues could also have some fun while developing their skills on AI and data analytics.
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Some 800 colleagues from across the Group formed cross-functional teams and submitted 135 proposals involving real-life work challenges for the AI-deathon. A total of 24 teams were shortlisted for mentoring by business leaders from across the Group, technical experts from DMO, as well as external industry professionals for design thinking and prototyping. They also had access to AI courses online to deepen their knowledge in this area.
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The teams presented their final proposals virtually to a panel of judges comprising business leaders across the Bank. The top five teams showcased their winning ideas at the Singapore FinTech Festival and Singapore Week of Innovation and TeCHnology in December 2020.

Building a strong pipeline of future leaders

Leadership development is a key focus for UOB. We continually seek to improve our internal processes to ensure we are securing and nurturing the best talent to lead and to sustain our growth. Besides identifying colleagues with leadership potential across the Group to accelerate their professional development, we also search for high-calibre and early-career talent from across the world.

Leadership Masterclasses

We started a series of virtual Leadership Masterclasses in 2020 to support the continual development of our senior leaders.

Topics discussed at the masterclasses included the building of business ecosystems, evaluating the impact of COVID-19 on businesses and sharing views on how COVID-19 vaccination drives by countries around the world will speed up the recovery of the global economy;
Each session was led by a business leader, academic, author or scientist; and
The average number of participants per session was 980.

Leadership Acceleration Programme
As part of succession planning and leadership renewal, we established the Leadership Acceleration Programme (LAP) in 2019 to identify and to nurture future talents. We also formed a Development Council to provide career coaching to these high-performing colleagues.

400 colleagues were assessed through a series of online aptitude tests and scenario simulations for LAP in 2020. This was a 60 per cent increase from 250 in 2019; and
100 colleagues from all levels were selected for LAP as at the end of 2020, with the aim of reaching a maximum of 200 participants over time.

Management Associate Programme

Our Management Associate (MA) programme enables us to attract high-calibre and early-career talents from across the region. Selected candidates are exposed to various business operations locally and regionally for an in-depth understanding of UOB’s operations and culture, as well as to develop skillsets for a fast-track career at the Bank.

Due to COVID-19 restrictions, in 2020 we switched from physical assessment centres across the region to conducting our assessments virtually.

The move to virtual assessments made it more convenient for candidates to interact with our MA assessors as both parties no longer had to travel to our physical assessment centres;
We selected 58 fresh graduates from 28,000 applications received for our MA programme. The programme is run in mainland China, Hong Kong, Indonesia, Malaysia, Singapore, Taiwan and Thailand; and
As at the end of 2020, we had 100 MAs across the Group.

Leading self, people and teams

Our flagship leadership and managerial skills training initiative is called Leadership Right By You (LRBY) and comprises three programmes – Leading Self, Leading People and Leading Teams. These programmes are conducted by external consultants to equip colleagues with competencies to perform effectively in their roles, regardless of their positions as individual contributors or managers.
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We started LBRY in 2017 and in 2020, converted the in-person courses into online courses for colleagues to continue to develop themselves during the COVID-19 movement restriction periods. In 2020, we also added into the curricula tips on remote working and how to lead teams virtually to make the course content more useful for colleagues during the pandemic.
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As the courses were online, we were able to extend our reach to colleagues more widely and increased the intake of each course cohort. Since launch, more than 3,800 colleagues have completed the various LRBY courses, of whom 42 per cent participated in 2020. More than 90 per cent of LRBY participants rated their courses four and above on a five-point scale for course and trainer effectiveness.
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In 2020, LRBY initiatives received the following industry recognition:

Gold award for Excellence in Blended Learning from Chief Learning Officer;
Silver award for Best Use of Blended Learning from the 2020 Brandon Hall Group Excellence in Learning Awards;
Bronze award for Best Unique or Innovative Leadership Development Programme from the 2020 Brandon Hall Group Excellence in Learning Awards; and
Bronze award for Excellence in Leadership Development from Human Resources Online’s HR Excellence Award 2020.

Besides LRBY, we also set up leadership academies across the Group for our people managers.

For example, we set up a Greater China Leadership Academy to support our talents in mainland China, Hong Kong and Taiwan. The programme helps junior-level people managers shift from being individual contributors to competent people managers and assists middle-level people managers to deepen their leadership skills.
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Different activities such as football games, role-plays, group discussions and sharing sessions by senior leaders were used to help participants learn more about teamwork, problem-solving and effective leadership.

"LRBY is a key building block in the professional development journeys of our colleagues. It provides targeted learning for individual contributors, first-line managers and managers of managers to hone their skills and to inspire them to trek their own paths to success at UOB."

Mr Dean Tong

Head of Group Human Resources, UOB

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Helping Colleagues Make a Meaningful Difference

Building and Deepening Long-term Relationships

Building and Deepening
Long-term Relationships