MISC Annual Report 2017

115 Strategy & Performance Percentage of Malaysian and non-Malaysian Employees (%) Malaysian Male Shore Sea Female Non-Executive/Ratings Non-Malaysian Male Female Executive/Officers 40 60 Percentage of Shore Employees and Sea Staff by Gender (%) 35 58 1 10 31 65 Percentage of Executives / Officers and Non-Executives / Ratings (%) Main Thrusts of the MISC HR Masterplan Focus Objective Key Initiatives Succession Planning To have in place a sustainable talent pipeline across the job levels, to ensure seamless leadership and talent pipeline in the organisation. • Extension of succession planning exercise to all job levels; from Senior General Manager right down to Executive level. • Inclusion of talent pool from subsidiaries. • Introduction of a mid-year succession planning review, on top of the year-end review. • Introduction of potential assessment tools to support the succession planning process. Employee Competencies Development To have a competent and capable workforce through a structured and holistic developmental process. • Undertake development and implementation of career mapping for Executives and above. • Review and customise the existing Skill Group (SKG) programmes to address the learning needs for both technical and non-technical disciplines. • Periodical review of the intervention programmes so as to gauge the effectiveness of the programmes in addressing the competency gap among employees. THE MISC WORKFORCE This is an overview of MISC’s workforce as at 31 December 2017 : MANAGEMENT DISCUSSION & ANALYSIS PEOPLE DEVELOPMENT