HSBC Malaysia offers hybrid work model

Sugunah Verumandy

KUALA LUMPUR: HSBC Malaysia will implement a hybrid work model to empower its employees with flexibility.

In a statement Wednesday, HSBC said the introduction of hybrid work model would provide its employees with the flexibility to decide on

the arrangement best suited to their roles and their customers on when they would like to work from the office or from home.

“By implementing the hybrid work model, HSBC aims to promote better health and wellbeing amongst its people.

“The new flexible working style will also see improved productivity as

engagement between teams and customers become more purposeful,” it said.

HSBC country head of human resources Sugunah Verumandy said: “How we work today is different to the past. Many of our people felt just as, if not more, productive at home as in the office throughout the pandemic.

“But some also told us they have often worked longer hours and have missed human interaction. Learning from this, we are continuously and proactively shaping the way we work.”

“Hybrid working is not only about where we work, it’s about how and when we work. We’re creating a culture that enables us to be at our best and deliver exceptional outcomes for our customers- a culture that promotes flexibility, collaboration, learning and wellbeing in both the

physical and virtual workplace,” Sugunah said.

The initiative is in line with HSBC Malaysia’s move to its new headquarters in Menara IQ, Tun Razak Exchange (TRX) and its commitment to the Future of Work model.

The hybrid work model is part of a global initiative to improve wellbeing, provide more flexibility and also to reduce the global office footprint by more than 3.6 million sq ft, or around 20% by the end of 2021.

In Malaysia alone, HSBC has invested more than RM1bil into Menara IQ at TRX as part of its commitment to enhance focus on work flexibility, providing a fit-for-purpose modern working environment, and integrating the highest standards of environmental sustainability.

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