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53

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