MY E.G. SERVICES BERHAD Registration No. 200001003034 (505639-K) 98 SUCCESSION PLANNING At MYEG, we like to have competition within the company so our employees constantly feel like they are being challenged to perform at an optimum level. Those that we identify as our top performers usually possess the ability to constantly learn and develop whilst also maintaining a high productivity rate. The top 5% of performers in each department are usually rewarded for their efforts by being given the opportunity to work in management positions. MYEG and its subsidiaries have adopted the Succession Planning Programme (“SPP”). The SPP is prepared with a plan to support operation and service continuity for when a member of senior management or anyone deemed in a ‘Critical Position’ within MYEG vacates their position. With this programme, we can provide a pool of suitably qualified and motivated employees who would be capable of handling the new role and added responsibility. In order to decide which employees are involved with our succession planning process, MYEG looks at the scores of individuals in the annual performance. The HOD will evaluate and review these scores and from this will identify the top performers of the respective departments. There are 14 positions identified as Critical Positions and required to be part of the SPP which are shown below: Job Position Number of Positions Divisional Heads and above 4 Project Heads 2 Business Unit Heads 2 Function Heads and Regional Heads 6 This list is subject to change and will be reviewed annually. The potential successors for SPP are to be selected from the following pool of talents in the Group: r /BUVSBM TVDDFTTPS J F JNNFEJBUF TVCPSEJOBUF PG B $SJUJDBM 1PTJUJPO PS r 5PQ QFSGPSNFST XJUIJO UIF UFBN CBTFE PO UIF QFSGPSNBODF BQQSBJTBM PS r 5FBN NFNCFST JEFOUJàFE CZ UPQ NBOBHFNFOU XJUI UIF SJHIU USBJUT BOE DIBSBDUFST GPS $SJUJDBM 1PTJUJPOT Potential successors will be mentored and assigned roles and tasks along with relevant projects to tackle. Their positions will also be rotated to increase their exposure to different teams and departments that are relevant to the Critical Positions. To monitor the effectiveness of the SPP, the following will be conducted: r )BMG :FBSMZ 4FMG "TTFTTNFOU 3FQPSUT CZ UIF QPUFOUJBM TVDDFTTPST PO UIF QSPHSFTT BOE r 5IF JODVNCFOUT BSF UP QSPWJEF ZFBSMZ BTTFTTNFOUT PO UIF SFBEJOFTT PG UIF QPUFOUJBM TVDDFTTPST There will be no timeline or target completion date of the SPP for the Critical Positions. However, in the event that the management finding the progress being unsatisfactory, HR will be required to step in to ensure the smooth running of SPP. With this opportunity comes specific leadership training programmes that ensures our leaders have the necessary required skills we expect. Leadership roles require a high amount of responsibility at MYEG as these are the people that guide many decisions within the organisation. Our whole process of placing people in management positions shows how the Group maintains a high level of performers in important roles within the Group. Whilst most of senior management are local, all of them possess exceptional talent that ensures sustainability for MYEG’s future. MATERIALITY MATTERS (CONT’D)
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