MISC Annual Report 2018

HIGHLIGHTS OF THE YEAR OUR BUSINESS OUR LEADERSHIP OUR PERFORMANCE OUR COMMITMENT TO SUSTAINABILITY OUR GOVERNANCE FINANCIAL STATEMENTS OTHER INFORMATION 50 TH ANNUAL GENERAL MEETING 155 MISC BERHAD ANNUAL REPORT 2018 154 PROGRESS 2019 NEXT STEPS • Continuation of the annual Mid-Year and Year-End Succession Planning review. • Adoption of succession planning framework at subsidiaries level and extension of succession planning by including Group- wide talent-pool and expanded the identification of successors for the non-critical positions. • Continuation of the Coaching Programme for Advanced Leadership Communication (ALC) Asia and Senior Manager Acceleration Programme (SMAP). • Extend the succession planning exercise for the Manager level positions. • Coordinate the Individual Development Plan (IDP) for the identified potential successors. • Design follow-through development plans for the identified po- tential successors at the General Manager and Senior Manager level. • 837 employees have attended functional and technical training programmes, which translated into a total of 1,807 training days in 2018. • Rolling out of the revised Functional Competency framework and assessment to all divisions within the organization. Con- duct change management workshop (e.g. awareness session, mock-up assessment etc) prior to the launching to ensure em- ployees are equipped with the right knowledge and understand- ing prior to the roll-out. MISSION OBJECTIVES To promote individual and team excellence of our employees • Training & development • Engagement • Safe & healthy working environment SUSTAINABILITY STRATEGY UPDATES As a company with a vast global outreach that operates across markets and cultures, conducting ourselves with the highest standards of integrity is a key priority of MISC. Our strategic approach is focused on embedding business ethics and ethical conduct as a cultural component within the organisation, as we aspire to achieve excellent financial and operating results whilst adhering to the highest standards. EMPLOYEES 2020 TARGETS 6. Succession planning: To have in place a sustainable talent pipeline across the job levels in the organisation. 7. Employee competency development: To have a competent and capable workforce through a structured and holistic development process 8. Focus on Health: To have a healthy workforce with a focus on improvement in BMI levels and effective management of Health Risks at the workplace MOVI G FORWARD • ontinuation of the annual id-Year and Year-End Succession Planning revie . • Adoption of succession planning fra e ork at subsidiaries level and extending the succession planning scope by including Group-wide talent-pool and expanded the identification of successors for non-critical positions. • ontinuation of the oaching Progra e for Advanced Leadership o unication (AL ) Asia and Senior anager Acceleration Progra e (S AP). • Extend the succession planning exercise for Manager level positions. • oordinate the Individual evelop ent Plan (I P) for the identified potential successors. • esign follo -through develop ent plans for the identified potential successors at the General Manager and Senior Manager level. • 837 employees have attended functional and technical training programmes, which translated into a total of 1,807 training days in 2018. • 17 employees (Managers and Executives) have been identified across the Group and are currently undergoing an 18-month developmental stint as part of leadership and functional competencies development initiative. • Rolling out of the revised Functional Competency framework and assessment to all divisions within the organisation. Conduct change management workshop (e.g. awareness session, mock-up assessment etc) prior to the launching to ensure employees are equipped with the right knowledge and understanding of the revised framework prior to the roll out. t i i i l t ll f l i i l t t f lt i i t PROGRESS MOVING FORWARD • Continuation of rolling out the Cultural Beliefs journey to the subsidiaries; MMS and MHB to ensure a common language and understanding of the underlying beliefs and value system of the organisation. • HR Learning Day was held in February 2018 which saw the launching of MISC training calendar 2018 and the introduction of “The Platform” where external speakers are invited to share their experiences that serve as inspirations to employees and make a difference in whatever they do. A total of four sessions of “The Platform” were conducted throughout 2018. • Piloted the implementation of the revised Functional Competency framework which currently under pilot assessment for selected divisions. Full implementation is targeted in 2019. • Implemented enhanced recruitment process in order to recruit skilled candidates which will ensure ready supply of competent talent pool. • Launching of MISC Learning Calendar programmes for year 2019. • Foster deeper understanding and implementation of Cultural Beliefs across the Group through various programmes and initiatives. • Identify more employees for the 18-month developmental stint as part of leadership and functional competencies development initiative. • Launch the new MISC Group Talent Management Solution (TMS) System which will provide an end-to-end solution for succession planning, learning management system, talent acquisition and 360-degree feedback. The TMS system will be implemented in two phases: -- First Phase on Employee Master data, Learning & Development and Recruitment. -- Second Phase on Succession Planning, On-boarding and Competency Assessment. • Continuation of the Health, Safety, Security and Environment (HSSE) and b-HSSE programme at Group wide such as scheduled workout sessions, awareness campaign and health check. • Conducted the joint HSSE Culture Maturity Survey with Petronas HSSE to gauge the current level of organisation’s HSSE culture maturity besides identifying the strength and areas of improvement as well as revalidating our strategies and interventions in delivering sustainable growth. 75% of the employees took part in the survey and MISC Group scored “Proactive” rating. • Organised the first HSSE Recognition Day on 23 January 2019 to emphasise the importance of HSSE values at workplace and home. • Introduced the Health Passport Programme for three months with a total of 1,381 employees participated. The objectives of the programme were to establish employees’ health database which will enable Group HSSE to review and prioritise relevant Health programme in the future. • Organised the “Waist Watchers Challenge” in June 2018 with a total of 420 participants across the Group. • Conducted a total of 30 workout classes and 50 health awareness sessions in support of the Health programme. • Developed Health Risk Assessment (HRA) guidelines and conducted HRA review at MHB and ALAM. • Initial discussion on “Mestifit” took place with PETRONAS’ Group Occupational Health Core Team to conduct the survey in 2019. • Conducted a total of 54 management walkabouts by HSSE Council members as well as six business continuity plan simulations and several emergency drills throughout the entire Group. • Organised the inaugural MISC Group Contractors HSSE Forum on 15 November 2018 with the theme ”Partnership Towards HSSE Excellence”. • Continuous implementation of the HSSE and b-HSSE implementation plan. • Continuous implementation of the Health Strategy and Remedial Action Plan. • Continue with the implementation of the various initiatives and activities under the Munch, Move, Mind (3M’s) programme. In line with our mission of pr moting individu l and team excellence of our employ es, e of our strat gic objectiv is o have in plac a su t inable talent pipeline across job levels to ensure seamless l adership and talent pipeline in the organisation. The plan is to extend the ambit of succession planning exercise to include more positions and talents across the Group. It is aimed at equipping and developing our workforce with the necessary skills and competencies to realise our MISC 2020 targets. L YEES o have in place a sustainable talent pipeline across the job levels in the organisation development To have a competent and capable workforce through a structured and holistic develop ent process o have a healthy orkforce ith a focus on improvement in BMI levels and effective management of Health Risks at the workplace