While we set-up the frameworks, tools and programmes that enable upskilling and re-skilling, it is only when everyone takes ownership of their development (and in turn their careers) that we can deliver impact at scale. So, I feel massively encouraged that we are being able to create an environment where our people are actively leveraging resources in greater numbers than ever before to invest in the skills they are most excited to sharpen. Storyline: The Hard Corps (2006) Jean-Claude will be playing a Combat Vet who's just spent the last 3 years fighting in Afghanistan and Iraq, who is hired to be a bodyguard to a former World Heavyweight Boxing champ to protect him and his family against a Rap Music Mogul. With the increasingly shorter half-life of skills, building and embedding a learning habit becomes core to this transition. I believe that as we continue to pivot towards making work more skills-based, a critical step is driving the awareness and sense of urgency around the agenda. That these are some of the key skills where our strategic workforce plans predict that demand will continue to increase for us to keep pace with the future of banking, reflects that we are headed in the right direction. It’s been really interesting to see that we had maximum participation in our Data & Digital skills pavilion, followed by Sustainability. That’s the total time that colleagues across Standard Chartered Bank invested in themselves during our recent annual Global Learning Week (yes, in just one week!) – across a range of top-quality virtual panel sessions, online simulations, brain training games and coaching conversations.
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