3 SEPARATE FINANCIAL STATEMENTS 2025 Training and Development 1. Team Development and Capability Building A key component of this transformation has been the training and development of staff. Notably: • STARS Customer Service Training was rolled out to all staff, ensuring a consistent and elevated service experience across all touchpoints. • Sales Training for Relationship Officers has equipped frontline teams with enhanced consultative skills to better meet member needs and drive value. • A continued focus has been placed on embedding training into daily operations, with team leaders reinforcing key principles through coaching, performance check-ins, and real-time feedback. This structured approach to capability development is supporting a culture of continuous improvement and accountability. 2. Recruitment and Workforce Alignment To support our evolving structure and service model: • Targeted recruitment has focused on filling critical skill gaps for front-facing roles for member engagement and operational services. • Recruitment processes are being realigned to ensure cultural and capability fit. • New hires are onboarded with a focus on our service standards and delivery, and strategic objectives. 3. Cultural Alignment and Change Management Organisational change has been supported by: • Increasing communication around our strategic goals and the purpose of the redesign. • Leadership alignment initiatives and staff engagement sessions to ensure clarity and buy-in. • A growing sense of shared ownership in achieving service excellence and delivering on member outcomes. Over the past year, the organisation has placed a strong emphasis on strengthening our team to support member growth, improve service delivery, and align with our long-term strategic goals. This has been a core part of our broader organisational redesign, which aims to build a highperforming, member-focused culture. 4. Job Evaluation The job evaluation exercise, as the last remaining component of the corporate redesign, remains on-going; however, the Group has made significant progress with discussions with its staff representative, the Barbados Workers Union and the office of the Chief Labour Officer. We remain committed to progress to as speedy a conclusion which results in the best possible outcome for all parties involved. 5. Rewards & Recognition During the fiscal we launched our THRIVE Rewards & Recognition Program and successfully selected our winners for Employee of the Quarter. Launched in July 2024, the program THRIVE was conceptualized specifically to demonstrate our appreciation for our over 300 employees who are the key to the Group’s success. BPW Group, in its commitment to the recognition of excellent performance and achievement in the Group; designed THRIVE to strategically support a culture where the demonstration of organizational values, extraordinary effort and results are recognized and rewarded. 6. Industrial & Employee Relations Update With the onboarding of the new Industrial Relations Manager, we are embedding a programme towards strengthening workplace harmony and employee engagement through proactive IR & ER practices such as union engagement, employee wellbeing, grievance management, compliance, and communication strategies. Employee Relations (ER) highlights included the annual employee engagement survey and enhancing feedback mechanisms with staff through the IR Manager. Recent training on Grievance Handling occurred for all managers and supervisors.
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