MISC Integrated Annual Report 2020

PEOPLE DEVELOPMENT VICE PRESIDENT’S REMARKS One of MISC’s mission is to promote individual and team excellence of our employees. Staying true to the steer, our talent strategies have always aimed to nurture our employees with the resources and opportunities they require to harness their full potential. In 2020, we bore the fruits of our internal talent development programmes by promoting internal talents into 785 positions across the MISC Group, and six seafarers to shore positions. The year saw us contending with the unprecedented challenges of the COVID-19 pandemic, testing the organisation’s agility in adapting new ways of working. As MISC’s businesses are classified as essential services, our main priority is to ensure our seafaring and shore employees remain connected, and are able to perform their duties safely. This involves setting up the right infrastructure as well as providing the support mechanisms for our employees’ wellbeing. Puan Shariza binti Mohd Jaffar Sadiq Maricar Vice President, Human Resource Management A key reason the Group was able to swiftly shift towards digital ways of working was due to our sustained investments through the years in building our IT infrastructure. These include digital tools such as business communication platforms, and web and video conferencing applications that connect our global workforce. During the pandemic, these digital tools and platforms enabled our employees to work remotely from home. In April 2020, at the onset of the pandemic, MISC launched the Employee Assistance Programme (EAP), a helpline that all employees can access to seek impartial advice on professional as well as personal matters, that has the broader aim of uplifting their wellbeing. In addition, we have conducted three virtual sessions of the Personal Resilience and Stress Management Workshop, towards helping employees feel less isolated in the new work-from-home norm, which has kept them away from the office environment and the company of their colleagues. In order to encourage them to remain physically fit, we have also conducted virtual fitness sessions. Our people development agenda continues as a key area of focus, and in 2020 our employees completed a total of 120,000 hours of training, which translates to approximately 17 learning man-hours. Enabled by our Talent Management System (TMS) which had been launched in 2019 to cater to online learning and development modules, we were delighted to note an increase in the uptake of virtual training opportunities by our employees. Apart from the specific training modules they were tasked to complete, our employees also accessed customised eLearning modules, videos and audio books at their own convenience and according to their personal development aspirations. In 2020, we continued to progress with our HR digitalisation programme by launching Phase 2 of the TMS which encompasses Competency Management and Succession Planning modules. In line with our ‘Tell Me’ cultural belief, we also launched ECHO + , a mobile and web app that promotes and allows employees to seek and receive feedback. As MISC embarks on our 2021- 2025 Sustainability Strategy, we are committed to develop talent excellence in line with ensuring a strong pipeline of talent that will support our company’s growth ambitions. Our emphasis has always been on promoting individual and team excellence to create positive outcomes for our business, as well as rewarding careers for our employees. One of the propositions that has enabled MISC Group towards these outcomes is our commitment to embrace the diversity of our employee base, as we provide equal opportunities on career advancement for our people. Drawing from my own career path, I believe MISC provides equal opportunities for all to succeed. Continuing with our journey, we will remain true to the principles of meritocracy and fairness, anchored on our cultural beliefs ‘Nurture Trust, Tell Me and Shared Success’ and our Shared Values on ‘Cohesiveness’ that aim to unite our diverse employees in the spirit of inclusivity. We are on track in chartering our diversity and inclusion aspirations to grow our diverse talent in an inclusive culture and work environment, as led by our ‘Leader owned Diversity and Inclusion’ programmes. Recently MISC was awarded with the First Runner-up Graduates’ Choice Award 2020 – Most Attractive Graduates’ Employers to Work For in 2021 (for Logistics Company category). This award has motivated us to remain steadfast in our commitment to nurture young talents by giving them a head start in the career. Towards strengthening MISC’s leadership and succession development agenda, we plan to roll out a Graduate Development Programme (GDP) in the near term future, which will solidify the talent pipeline for future MISC leaders. As we continue into 2021, employee development remains at the forefront of MISC’s Human Capital strategy. We will focus on building both our sea and shore employees’ capabilities as we leverage on technology as an enabler towards best-in-class Operations Excellence. The Group will continue to roll out the functional competency framework throughout all business units and subsidiaries. Coupled with the established leadership competencies, we look forward to rolling out the structured leadership and functional curriculum; a more structured and focused development framework that will strengthen our talent bench strength and optimise our capability development spending. I look forward to making my contributions on the human capital development front, as the MISC Family continues our path of building the strength of our international brand within our global footprint. INTRODUCTION At MISC, we believe that our employees are our most valuable assets, as the human capital that drives our business goals and delivers our value creation agenda. Our core belief is encapsulated in our theme ‘People. Passion. Possibilities’. Empowering our workforce is an important aspect of nurturing a high-performance culture, and we appreciate the importance of inspiring and allowing our people to become the best version of their authentic selves. Our people are our brand ambassadors, and the energy and enthusiasm they bring to every interaction with our stakeholders strengthens our brand reputation. Our approach to empowerment lies in creating an environment where, guided by our purpose and values, our people feel inspired and able to take action, to drive our business forward and create sustainable value for our stakeholders. HUMAN CAPITAL INDUSTRY TRENDS Human capital trends in 2020 were significantly influenced by the COVID-19 pandemic. Organisations throughout the world leveraged on digital technologies and platforms to adapt to movement restrictions and social distancing to safeguard public health, as they continued to maintain operations. The key trends observed are as follows: • Demand in specialist technology skill sets Acceleration of digitalisation globally led to greater demand for technology specialist skill sets such as data analytics, automation, cyber security and compliance. Engineering remains to be in demand, especially for talents with engineering, procurement, construction, installation, commissioning, operations and maintenance, decommissioning, and demobilisation (EPCICODD). Demand for the said talents will be further exacerbated as candidates would be more conservative in switching employers during the current pandemic situation. • Focus on employee experience Organisations have embedded deeper cultural shifts and adopted a more holistic approach in managing the workforce. For example, flexible working arrangements help working parents who had to juggle work with at-home schooling, or employees who need to take care of sick family members. This way, organisations help to create a more equitable and responsive workplace, hence a better employee experience. Employee wellbeing has also become a significant focus, to prevent employee burnout and to keep people motivated. There is a shift towards the need for a leadership that demonstrate compassion, empathy and inclusivity, and identifying leaders who are transparent, courageous, agile and able to create a psychologically safe workplace. In addition, employee engagements, seen now to be more relevant than ever, were conducted through virtual townhall sessions. • Remote work arrangements Technology is playing a key role in facilitating and enabling the workforce to stay connected as they work remotely to remain safe during the pandemic. Tools such as business communication platform, web conferencing and video conferencing applications help connect workforce to get things done. This new norm will see organisations proactively incorporating remote work into their future strategies. • Employee development With physical instructor-led training programmes put on hold, online learning has been the medium of choice. The presence of online learning platform also promotes self-driven learning, where employees take personal responsibility for their skills development. Puan Shariza binti Mohd Jaffar Sadiq Maricar Vice President, Human Resource Management Puan Shariza binti Mohd Jaffar Sadiq Maricar is MISC’s proud example of a home-grown talent and a true testament to the company’s commitment of nurturing its people and sustainably developing the internal bench strength. She joined the company 13 years ago as a junior executive in Human Resource Division and throughout the years she rose from the ranks, assuming various roles in HR and management and gaining invaluable experience. Puan Shariza was officially appointed as the Vice President of Human Resource Management effective 1 March 2021. ///// Sustainability / Financial Review / Business Review / Leadership / Governance /// MISC Berhad / Integrated Annual Report 2020 7 192 MISC Berhad / Integrated Annual Report 2020 7 193 /// Governance / Leadership / Business Review / Financial Review / Sustainability ///// Section Section