At OCBC, our purpose is to enable the aspirations of individuals and communities—and that same commitment extends to our people. Our approach to achieving this goal is multi-faceted and includes championing a skills-first workforce, sharpening our talent and leadership development focus, strengthening our people practices, and building workplace diversity. OCBC’s transformation into a future-ready organisation is anchored in its commitment to a skills-first workplace. This philosophy prioritises skills over traditional credentials, recognising adaptability, learning agility, and growth potential as key indicators of success. It aligns closely with Singapore’s national push for a skills-first economy and reflects OCBC’s belief in creating a meritocracy of skills. The Future Smart framework, launched in 2018, laid the foundation for this transformation. Initially built on five skills pillars and two mindset pillars, it expanded in 2023 to include Sustainability as the eighth pillar. That same year, the framework evolved into a skills-based growth and mobility strategy branded as Grow Your Way with MOBI, integrating eight pillars, four proficiency levels, and the Triple E model—Education, Exposure, and Experience—to shape personalised learning journeys.

 

 

At the heart of this strategy is MOBI, OCBC’s AI-powered career growth companion developed in partnership with the Institute of Banking and Finance’s Future Skills Accelerator (FSA). MOBI enables employees to identify their skills, indicate career interests, and receive tailored recommendations for learning, coaching, and internal assignments. It serves as a digital opportunity marketplace, empowering employees to explore career possibilities and take ownership of their development.

The impact of MOBI was showcased during the second edition of OCBC’s annual learning festival, Grow Your Way with MOBI, held in August 2024. Spanning eight days across nine locations, the festival engaged employees from across OCBC Group in skills showcases, career coaching, and interactive learning activities.

In 2025, the third edition of Grow Your Way with MOBI took a significant leap forward by placing the spotlight on mobility—a key outcome of a skills-ready workforce. This year’s showcases included inspiring stories of employees who had successfully transitioned into new roles by leveraging their skills and embracing growth opportunities. These stories resonated deeply with colleagues and demonstrated how skills-first development translates into real, tangible career movement. Employees were reminded that growth is not only possible—it is actionable, achievable, and within reach.

 

 

Supporting this transformation is OCBC’s commitment to learner autonomy. Employees are encouraged to take charge of their development, with access to an average of 37.5 learning hours per year. Through OCBC Campus, they can self-enrol in programmes that span technical, leadership, and personal development topics. This approach reflects OCBC’s belief that learning is most impactful when it is self-directed and supported by an environment that fosters curiosity and collaboration.

 

A key enabler of this transformation is coaching. In August 2025, OCBC announced a strategic partnership with the International Coaching Federation (ICF) Singapore Chapter, aiming to train 100 senior leaders to attain ICF Associate Certified Coach (ACC) accreditation by 2027. This marks the first such partnership between ICF and a financial institution in Singapore. Since September 2023, 52 senior leaders have begun their coaching journey, and 260 employees have benefitted from coaching sessions facilitated by internal coaches.

 

“Skills-first is not just a philosophy—it’s our strategy for future readiness. MOBI helps our people see what’s possible, and coaching ensures they have the support to get there. Together, they’re transforming how we grow talent across OCBC.”

 

Coaching is recognised as a vital driver of growth, offering personalised support that helps individuals and teams adapt with agility. It fosters a culture of shared leadership, deepens engagement, and strengthens OCBC from within. The bank also supports informal learning through initiatives like MentorMe, which has facilitated nearly 700 mentor-mentee matches, and internal gigs—short-term assignments ranging from three to 18 weeks—to help employees gain new skills and broaden their networks. Since May, close to 40 colleagues have participated in gigs such as Data Explorer, Risk Assurance Investigator, and Cub Reporter. These experiences offer valuable exposure to different functions and provide managers with fresh perspectives and additional support.

 

“Our journey toward a skills-first workplace is about empowering every employee to grow with purpose. With MOBI, we’ve made career development more personalised and accessible, and through coaching, we’re building a culture where leaders support growth at every level.”

 

OCBC’s investment in capability building is substantial, with S$80 million committed between 2018 and 2025. This includes initiatives that support continuous learning, leadership development, and workforce resilience. Through MOBI and coaching, OCBC is not only preparing its workforce for the future—it is empowering them to shape it.