Q: Can you share some best practices adopted by AIA to tide through the unprecedented challenges brought about by the economic crisis?

A: Our people’s livelihoods were affected by high inflation and the scarcity of essentials. Their families were negatively affected, and so were our sales force and our customers.

None of our employees lost their jobs, and they received their pay with additional support in full and on time. Our employees had access to counselling services, virtual learning opportunities and engagement events. These initiatives reflected how important their physical and mental wellbeing were to the organisation.

We even encouraged new habits such as home gardening to inspire them to grow their own vegetables. To walk the talk, an organic vegetable garden was set up on the rooftop of our head office to motivate employees to take up home gardening.

Business continuity was maintained during the crisis by continuing to work from home. And during long power cuts, employees were given the flexibility to decide their working hours, depending on power cut schedules.

Even amidst fuel shortages, senior managers found ways to travel across the country to meet our employees and the sales force to make sure their concerns were listened to.

Conversations around our future ambitions and where we want to envision being provided much needed hope of a stronger future. Our employees took pride in being part of AIA, a company that stood by its people even during such an unprecedented crisis.

As such, our theme in calling to action the strong finish we achieved at year-end 2022 against all odds was ‘My Promise to AIA Family.’

Q: How would you describe the connection between employee wellbeing and business performance?

A: AIA promotes its brand purpose of ‘healthier, longer, better lives’ both externally and internally. We foster our employees’ wellbeing through a 360 degree approach, which captures not only their physical and mental wellbeing but also their financial wellbeing.

In addition, we continue to conduct learning sessions for employees to equip themselves with tools on how to plan and manage their income amidst rising inflation, higher income taxes and an increasing cost of living.

Q: In your view, how can organisations pursue the philosophy of creating a ‘great workplace for all’?

A: The company’s corporate culture promotes performance and performance wins rewards! At AIA, performance is achieved through collaboration, trust and transparency. Our employees are continually exposed to good learning and development opportunities while also being offered cross work opportunities.

We also offer employees the opportunity to experience and gain exposure from our various markets with some staff members being seconded to AIA Head Office or other countries where AIA is present.

Moreover, we prioritise the diverse needs of young mothers and fathers, single parents, both biological and adopted children, and even those who opt to work with us under various employment contracts.

One of the core principles of learning from your mistakes is listening to your people, taking their feedback and creating a unique culture. Our culture is very Sri Lankan with an international outlook as we are part of a global insurance giant.

– Compiled by Yamini Sequeira
Chathuri Munaweera | Chief Executive Officer Executive Director AIA Sri Lanka

Telephone 2310310  |  Email lk.info@aia.com  |  Website aialife.com.lk