AXIATA GROUP BERHAD
Axiata Group Berhad is
one of the largest telecommunications groups in Asia with over 250 million
customers. Axiata's vision is to be a regional champion by 2015 by piecing
together the best throughout the region in connectivity, technology and talent,
uniting them towards a single goal: Advancing Asia.
Axiata has controlling
interests in mobile operators in Malaysia, Indonesia, Sri Lanka, Bangladesh and
Cambodia with significant strategic stakes in India and Singapore. In addition,
the Malaysian-grown holding company has stakes in non-mobile telecommunications
operations in Pakistan.
The Group's mobile
subsidiaries and associates operate under the brand name 'Celcom' in Malaysia,
'XL' in Indonesia, 'Dialog' in Sri Lanka, 'Robi' in Bangladesh, 'Smart' in
Cambodia, 'Idea' in India and 'M1 "in Singapore. Added to this, the Group
has established a communications infrastructure solutions and services company
called "edotco".
Axiata was incorporated
in Malaysia on 12 June 1992 as a private limited company under the name of TMI,
operating as a division within TM. The initial focus was on expanding the
Group’s footprint, primarily through mergers and acquisitions, building a
portfolio which balances interests in emerging markets with low mobile
penetration rates, and best-in-class and innovation driven subsidiaries in
mature markets.
The Group, including
its subsidiaries and associates, has over 250 million mobile subscribers in
Asia. The Group's revenue for 2013 was RM18.4 billion (USD5.8 billion). Its
market capitalization stood at over RM58.9 billion (USD18.7 billion) at the end
of 2013.
Anak-anak syarikat axiata group berhad
1. Celcom Axiata Berhad
2. PT XL Axiata TBK
3. Earnings Before Interest, Tax, Depreciation and Amortisation
4. Profit after Taxation and Minority Interests
5. Dialog Axiata PLC
6. Robi Axiata Limited
2. PT XL Axiata TBK
3. Earnings Before Interest, Tax, Depreciation and Amortisation
4. Profit after Taxation and Minority Interests
5. Dialog Axiata PLC
6. Robi Axiata Limited
Axiata believes greatly in a high performance
culture, and to which the right compensation will apply as per performance
levels. The other aspect that we hold dearly to our hearts is a culture where
integrity is upheld at all times.
Winning the talent war
Is Axiata winning the war for talent? Datuk Seri
Jamaludin Ibrahim says the company is only an “employer of choice” at the group
level as it is capable of attracting good talent from many industries while
certain subsidiaries still have problems attracting the best talent.
“For example, we’ve attracted the group CTO [Don Price] from Bharti. He’s known worldwide as one of the best technologists. We’ve also recruited people from HP, BCG… it’s not a problem.”
“For example, we’ve attracted the group CTO [Don Price] from Bharti. He’s known worldwide as one of the best technologists. We’ve also recruited people from HP, BCG… it’s not a problem.”
For Axiata group chief financial officer Chari TVT,
it was the opportunity to work for Celcom that prompted him to accept the job
offer.
“It is a rare opportunity to work for a company in the telecommunications
industry which is on a committed transformation journey. Celcom is aspiring to
be a world-class company comparable with any multinational, and is now arguably
the best managed GLC (government-linked company) in Malaysia with 15
consecutive quarters of positive growth in revenue, Ebitda, Patami and
subscribers,” says Chari
“Generally, the tendency of large corporations is to
get complacent and arrogant with successive winning streaks, but Celcom was
focused on moving the bar to the next level by embarking on the transformation
journey. When the opportunity came up, I was initially sceptical but I was very
impressed with the passion, commitment, humility and motivation of the CEOs
both at Celcom and Axiata,” says Chari, an Indian national who was previously
the vice-president of sales at HP Financial Services Hewlett-Packard
Asia-Pacific and Japan.
Syed Ahmad Taufik Albar was another top management
hire and the only Malaysian in the group. The prospect of career development
coupled with Axiata’s ambition to be a regional player convinced Taufik to
leave his job at Shell in the Netherlands and sign up in December last year.
“Axiata was a good fit because they wanted to be a
regional player and I had some skills and experience to contribute to that… it
was a completely new industry so there’s big room for me to learn,” says Taufik,
who spent more than seven years with Shell.
Jamaludin says Axiata, using headhunters, received 10 CVs of Malaysians working abroad but only Taufik was hired. “For some, we didn’t proceed to the next [hiring] level; others weren’t interested.” Malaysians do not take priority over others, he adds. “If they happen to be Malaysians, then good; otherwise, it doesn’t matter.
Jamaludin says Axiata, using headhunters, received 10 CVs of Malaysians working abroad but only Taufik was hired. “For some, we didn’t proceed to the next [hiring] level; others weren’t interested.” Malaysians do not take priority over others, he adds. “If they happen to be Malaysians, then good; otherwise, it doesn’t matter.
Surviving the war for
talent
Christina Ooi is
passionate on the subject of talent.
Ooi, vice president of procurement at Celcom Axiata Bhd, is also the author of the book Surviving the War for Talent in Asia
Ooi, vice president of procurement at Celcom Axiata Bhd, is also the author of the book Surviving the War for Talent in Asia
Ooi spent nearly 10
years abroad as a procurement and sourcing manager with a multinational in
Singapore before returning 15 months ago to head Celcom’s transformation
initiatives in the procurement practice as part of the organisation’s overall
transformation plans. She found her new role, which involves the formulation of
the transformation road map for Celcom’s procurement processes, workforce,
supplier relationships and internal compliance, to be an exciting one.
In Ooi’s view,
companies should start nurturing talent from a formative stage. Corporations
should get involved with the school curriculum and education system and begin
inculcating corporate values and culture from there. In her book, she cites the
example of Singapore where the education system is used to shape talent from
school age, as a solution to the brain drain. “You have to capture talent at
their formative stage. At university, it would have been too late. You need to
mould and nurture culture from young, and inculcating the desire to return, for
example, is most effectively done at school,”
One of her main
findings was that successful talent management practices “flow from the top
down”. These companies often have CEOs and a top management that is passionate
about talent growth and development.
Finally, according to
Ooi, it is about being innovative in drawing up a suitable programme and
building a desirable workplace for employees. One recent initiative she has
implemented at Celcom is a reading room to encourage staff to read and help
them improve their expertise. The room is stocked with books on a range of
subjects, including technology and business.
“So when I say be
innovative, I do not mean investing in big, expensive technologies. Neither am
I talking about using technology to replace talent. What I mean is to work in
simple methods in managing talent. And then, of course, I have to lead by
example, I have to make sure they see me reading!” said Ooi.
RUJUKAN
1. http://www.axiata.com
2./http://www.theedgemalaysia.com/management/186896-surviving-the-war-for-talent.html
3.http://www.theedgemalaysia.com/management/166758-winning-the-talent-war.html
MUHAMMAD HAZWAN ALIF BIN MOHD NOOR
A142683
BBA-Human Resources
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