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F i m a C o r p o r at i o n B e r h a d ( 2 1 1 8 5 - P ) •
A n n u a l R e p o r t 2 0 1 8
Training Hours
Level
2017
2018
Senior Management
64
24
Management
256
238
Executive
624
423
Non-Executive
544
808
Grand Total
1,488
1,493
All new employees undergo an induction program which helps them to familiarise
with all aspects of the Company and the Group, understand the responsibilities of
their new role, the culture of our business, the processes they need to follow as
well as our expectations for ethical conduct. They will also be provided with the
Employee Handbook before or as soon they start their new job. The Handbook
provides new employees with information about their conditions of employment as
well as the standards of professional behaviour expected.
We also set annual key performance indicators for our employees that reflect critical
success factors in their career development. This formal performance and career
development reviews take place once a year at the end of the financial year. It also
serves as an effective communication platform between employer and employee
for feedback, sharing ideas, identify avenues for improvement and to recognise
individual training and development needs. Based on performance and contribution,
the employees are rewarded through increments, bonuses or promotions.
Employee Turnover
Level
Head
Office
Plantation Manufacturing
TOTAL
Senior Management
1
-
-
1
Management
-
1
2
3
Executive
-
2
5
7
Non-Executives
-
294
62
356
Average total
headcount
27
1,312
304
1,643
Division
Turnover Rate (%)
3.7% 22.6% 22.7%
22.3%
Employee turnover in the Plantation Division relates primarily to abscondments and
expiry of fixed-term contract employees. The majority of employees who absconded
are engaged in physical labour where traditionally the employee turnover has been
high. The Manufacturing Division had reduced the size of its total contract workforce
in order for the division to remain competitive at the present lower levels of economic
activity. In other cases, the Group believes that the high rate of non-executive
employees leaving voluntarily across the divisions has to do with the mobility of
labour.
SUSTAINABILITY REPORT 2018
Performance
Management
System
Compensation
And Benefits
Pay decisions are based on:
• Performance rating
• Competency rating
Learning And
Development
Identification of:
• Long term development plan
• Competency based training needs
• Business focused training needs
Succession
Planning
Identification of:
• Job at risk
• Suitable successors
• Readiness level of successors
• Development plans
• External recruitment
Career & Talent
Development
Identification of:
• Promotions and inter company/
department transfers
• Group talents