Key developments For 2016, the Group invested some RM5.55 million in training programmes amounting to an average of 2.28 man days of training per employee. Of the 477 programmes conducted, the bulk of these (403 programmes) related to functional training while the remainder focused on leadership and succession management programmes. Following the launch of MISC’s refreshed Vision,Missionandcorporatelogo/identity in January 2016, HR, in collaboration with the MISC President/Group CEO’s Office and the PETRONAS Learning Centre (PLC), successfully organised a series of Cultural Beliefs Workshops for all employees. The Cultural Beliefs were first introduced by PETRONAS in 2015. Being part of PETRONAS family, MISC too has embraced these beliefs and anchored them on our Shared Values of Loyalty, Integrity, Professionalism and Cohesiveness. Eleven workshops were rolled out in 2016 to institutionalise the beliefs among MISC employees and to help drive the MISC2020 corporate strategy. As part of our efforts to embed a high performance culture within MISC, we introduced the enhanced Performance Management process in 2016. The key objective of this process is to encourage more meaningful and objective performance appraisal discussions between supervisors and their subordinates, whilst observing the behaviours demonstrated by employees in performing their job functions. The process also serves to encourage employees to perform above and beyond their job roles in line with our Cultural Beliefs. In September 2016, MISC was among the recipients of “The Best Employer” award by the Employee Provident Fund in recognition of our continuous compliance with the statutory contribution regulated by Malaysian Labour Law. This award underscores our commitment to looking after the interests of our employees in accordance with local laws. We also show how much we value our employees by recognising employee contributions across the Group. At our annual MISC Retirement & Long Service Awards event which was held in conjunction with the Company’s Annual Dinner, a total of 216 shore and sea employees who had served between 15 to 35 years were recognised for their loyal service to MISC. HR is on course with its five-year master plan to promote individual and team excellence within the Group in line with the goals set under MISC2020. The plan encompasses two main focus areas, namely succession planning and employee competency development for both leadership and functional skills. To ensure a seamless leadership and sustainable talent pipeline across all job levels, several initiatives are underway to extend the ambit of the succession planning exercise to include more positions and talent across the Group. Efforts are also being taken to introduce more timely reviews and assessment tools to support the succession planning process. On the employee competency development front, we are rolling out various initiatives to ensure a more structured and holistic developmental process including intra-Group job postings for development exposure and the introduction of individual career maps for employees to plan their career progression within the Group. BUSINESS SEGMENT AND OPERATIONS REVIEW HUMAN RESOURCES MANAGEMENT MISC BERHAD • Annual Report 2016 88 President/Group CEO’s Review and MD&A
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