Alizz Islamic Bank sets up internal social networking platform

March 13, 2018

Reinforcing its position as one of Oman's most dynamic and innovative Islamic banking institutions, Alizz Islamic Bank has launched an internal social network for its employees.

The digital internal social networking tool was launched to further enhance the communication between various departments and the branch network. This move aligns with the strategic vision of Alizz Islamic Bank to create a flourishing work environment that has no silos.

Another objective of this platform is to ensure that everyone within the organisation is always aware of the ongoing and new initiatives the bank is undertaking. It is also a crucial cog in improvement of turnaround time as this business-driven, customer-focused network provides every employee the license to ideate. Other than providing internal social networking solutions it promotes internal collaboration between other departments and branches across the sultanate.

Murtadha Jawad al Lawati, Marketing and Corporate Communications manager, Alizz Islamic Bank, said, “Continuing to create an attractive business environment for our employees is a top priority for us as an organisation and this platform will help nurture an optimal and positive atmosphere within the workplace.

“All our initiatives are streamlined to achieve one overall objective which is to offer the best customer experience in Oman. We constantly strive to be a class apart from our competitors and the bank’s core strategic focus has been to deliver an exceptional and quality customer experience through continuous enhancement of our services through state-of-the-art digital technology.”

Lawati added, “We are committed to offering customers the best banking experience, not only in terms of Islamic banking, but also in the banking sector as a whole, which will further contribute towards promoting Islamic banking as a superior alternative to conventional banking.

“Last year, we launched our comprehensive ‘Baader’ employee engagement programme which helped raise morale and raise our customer service levels. The programme includes training of front line staff, an incentive programme with focus on service quality and a business process reengineering exercise which simplifies processes and improves turnaround times.”

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