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Fima CORPORATION Berhad

(197401004110) (21185-P) •

Annual Report 2020

64

Performance

Management

System

Identification of:

• Jobs at risk

• Suitable successors

• Readiness level of successors

• Development plans

• External recruitment

Succession

Planning

Pay decisions are based on:

• Performance rating

• Competency rating

Compensation

and Benefits

Identification of:

• Promotions and inter company/

department transfers

• Group talents

Career

& Talent

Development

Identification of:

• Long term development plans

• Competency based

training needs

• Business focused training needs

Learning and

Development

Training Hours

2019

2020

Senior Management

64

44

Management

1,201

536

Executive

962

1,644

Non-Executive

3,884

2,145

Grand Total

6,111

4,369

Note: Training hours herein does not include on-site coaching by supervisor

Human Rights & Workplace Relations

We implement our commitment to supporting human rights and

labour rights through a range of policies, strategies and initiatives

that reflect the diverse range of conditions under which our

business operates in and we also require our contractors and

business partners to comply with these commitments.

We value the right of our workers to have freedom of

association, to enter labour unions and to collective bargaining

in compliance with local laws. We are committed to working

honestly and transparently with the labour unions and we

undertake negotiations in good faith. As at 31 March 2020,

23.0% of our employees are represented by labour unions. Our

collective bargaining agreements with these representative

groups contain provisions covering grievance and disciplinary

procedures, paid time off, paid maternity leave and collectively

bargained severance and separation benefits. Other terms

and conditions of employment negotiated in our collective

agreements include, but are not limited to, issues such as wages

and performance management. Over the course of the year, the

Group did not experience any situations with the unions that

ended in a work stoppage.

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 which take place once a year at the end of the financial year 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 and/or promotions.

sustainability : social