MISC Annual Report 2017

117 Strategy & Performance KEY INITIATIVES FOR OUR SHORE EMPLOYEES On the succession planning front, HR reviewed the Critical Positions listing, introduced a mid-year succession planning review, and extended the succession planning talent pool to the Group’s subsidiaries. Two accelerated programmes for successors were launched. These included the Advanced Leadership Communication Programme and the Accelerated Leadership Programme. On the employee competency development front, HR continued to roll out a host of leadership and functional skills initiatives. These included the launch of HR Learning Day 2017 whereby new and simplified leadership competencies were introduced via an array of interactive and incentivised activities; as well as the rollout of the Learning Calendar to enable employees to self-register themselves for relevant training programmes throughout the year. On top of this, HR conducted a total of 23 leadership training programmes for employees of all levels and began reviewing its functional competency framework. Altogether, a total of 397 employees attended functional and technical training sessions racking up a total of 837.5 training man days in 2017. For the year in review, MISC took its people development efforts up several notches by investing some RM7.13 million in training programmes across the Group. This was a 30% increase over 2016’s RM5.48 million training budget. In 2017, follow-on phases of the MISC Cultural Beliefs workshops were rolled out as part of the ongoing initiative to inculcate a high-performing culture, as well as deepen trust and strengthen relationships across the Group. These workshops serve to promote cohesiveness, empowerment and unity amongst employees, whilst complementing existing Shared Values to create a positive, healthy and thriving work culture. During the year, the office upgrade works at Menara Dayabumi, were completed on schedule and within budget. Incorporating the MISC Cultural Beliefs within the new look, feel and design of the office, this exercise has led to the creation of a more energised and fresher working environment for employees, whilst simultaneously enhancing the Group’s brand and corporate image. With numerous employees travelling across the globe for various tasks, a centralised Travel Desk unit was launched to manage all business-related travel within MISC. The new unit will enhance efficiency in managing employees’ end-to- end travel arrangements (air and ground arrangements) including costs. A centralised employee tracking and monitoring system has been implemented, thus making it easier to reach employees globally in the event of an emergency. The Business Intelligence (BI) module of the enhanced Human Resources Information System (HRIS), went live in November. It provides real-time analysis of MISC’s manpower demographic data as well as promotes increased efficiency and accuracy. Through the HRIS, HR is today able to provide more timely and comprehensive manpower reports to Management to facilitate the decision- making process relating to employees. The year in review also saw MISC recording an attrition rate of 8%, which was much lower than the average market attrition rate of 12%. If involuntary attritions such as contract expiry and retirement are excluded from this calculation, the voluntary attrition i.e. resignation rate in MISC for 2017 effectively stands at 4%. This reflects the success of talent retention initiatives within our organisation, an important factor to sustain the Group’s performance and drive business growth. KEY INITIATIVES FOR OUR SEAFARERS The MISC Group, through our Integrated Marine Services subsidiary, Eaglestar, is committed to ensuring the continuous development of our seafarers at all levels from cadets right up to our leadership team. We are continuously seeking ways to enhance their competencies, proficiency and capabilities in various aspects of the business and operations. Our training and development programme goes above and beyond the regulatory requirements as we strive to ensure that we adopt the best international industry practices over the years with the following objectives in mind : • Foster the talents of future seafarers and maritime leaders through our cadetship and foundational training programmes; • Cultivate resilient and proficient maritime leaders through leadership management and development programmes; and • Continually enhance the skills and knowledge of our seafarers through various trainings and engagement sessions. MANAGEMENT DISCUSSION & ANALYSIS PEOPLE DEVELOPMENT