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Human Resources
The Group’s Human Resource is undoubtedly its most
valuable asset. With over 560 permanent staff and around
2,300 workers, getting the best out of our human resource
is a complex and challenging task. Therefore the Group
has adopted a tactical re-engineering approach to human
resource development, designed to stimulate capacity
building with a strong emphasis on personal leadership.
Our ultimate objective is to inculcate an “environment
of continuous learning”, a strategic process which will
create holistic individuals with a well balanced outlook,
who together form a more empowered and enterprising
workforce.
Skills and Competency Training
SPB is continuously and aggressively narrowing the
competency gap through training and the development
of human resource at every level. As we gradually depart
from conventional and subjective methods of assessing
performance to more structured and objective methods,
keen emphasis is placed on the competency of the human
resource.
During the year 2012, over 80% of our permanent staff
attended technical workshops and soft skills development
programmes, conducted through in-house training courses
or by participating in programmes organised by external
training providers.
Performance Assessment
The Group believes in continuous competency assessment
to gauge the progress and effectiveness of the learning
process. The assessment is carried out by observing and
interviewing the individual staff using Key Result Area and
Key Performance Indicator criteria.
2012 was the third year of rolling out the Group Key
Result Area (GKRA) and the individual Key Performance
Indicator (KPI) targets. We were successful at smoothing
out many of the previous teething issues, as staff have
become more conscious of their personal and teamwork
contributions and how they impact on the Group’s activities
and achievements.
Motivating and Rewarding Staff
The Group believes that the success and sustainability of the
performance based culture is further enhanced by attracting
and retaining talents through an attractive remuneration
and benefits package. Therefore a number of revisions in
the benefit package were introduced during the year.
Management Succession
A management succession plan has now been fully mapped
out. Candidates for key positions have been identified
and are undergoing a series of development programs to
prepare and equip them for leadership roles.
Future Manpower Development
Our new SP Training Centre at Lambir near Miri is expected
to recruit its first intake of students during 2013, ensuring
a steady supply of skilled manpower for our future
operations.
Review of
Operations
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SARAWAK PLANTATION BERHAD
ANNUAL REPORT 2012