FGV Annual Report 2020

Q 8 Q 7 The Group has a relatively new leadership team. What are the leadership development and succession planning programmes in place to drive FGV forward? We now have a good mix of people in the management leadership team. They comprise of outsiders who have brought with them a wealth of expertise and new ideas and insiders who have served the organisation for several years and carry with them a sense of history and continuity. For all key leadership positions, we have identified a minimum of three (3) successors. The first and second successors will be developed to take up the role should the position become vacant. The third successors, on the other hand, will be identified from our talent pool for future leadership positions. These identified successors are our built-in safeguards, to ensure that the FGV ship does not flounder due to the lack of leadership. Hence, when there is a sudden vacuum, we can always select someone from the succession pool that has been established. FGV focus is for a leaner workforce that ismore efficient, more productive andmore ethical. What progress did you make in 2020? Q 9 Despite the COVID-19 pandemic in 2020, FGV continued its efforts to become leaner and, at the same time, reduce its staff costs in the coming years. We conducted a Full Time Equivalent (FTE) Study Phase 1 during the year to assist management in gathering the necessary data towards achieving this objective. The FTE Phase 1 study showed us opportunities for business re-engineering, especially the potential for process automation. Phase 2 of the study is currently underway and when completed, it would have covered a total of 40% of FGV employees. GHC also rolled out the Work Place Communication (WPC) Framework that was established in September 2020 with the aim of: • Establishing clear lines of communication between employees in order to fulfill the Group’s mission • Creating transparent and clear roles for each employee on workplace communication to eliminate ambiguity and misinterpretation of information • Fostering collaboration by building connectivity between colleagues for greater innovation and a sense of belonging Among the WPC initiatives were 209 roundtable sessions that were held from September to December 2020, covering 146 workplaces nationwide. These were some of the measures undertaken to improve FGV’s human capital to achieve the Group’s objective to become a high performing organisation, with effective corporate governance practices that are vital for us to deliver our long-term strategy and create sustainable value for our employees. FGV has made a promising start in the e-Commerce space with the launch of GoGoPasar in 2020. What steps have you taken to ensure the security of your online shopping sites and protecting data? The COVID-19 pandemic highlighted more than anything that businesses must embrace e-Commerce to survive and thrive in the immediate to longer term. While opening up many possibilities and opportunities, e-Commerce also carries the risk of data security and protection. Since this is a relatively new area for FGV, we have studied what leading e-Commerce players are doing. We are also partnering with digital services providers to ensure our online shopping is not only a friendly experience but also protects the data of our partners, suppliers, customers and other stakeholders. As a Group, we have started to accelerate our digital journey, and with this in mind, our IT Division conducted a security gap analysis in 2020 to identify the strengths and weaknesses of our digital infrastructure. It has now prepared an improvement action plan to ensure the security of our data and digital infrastructure. Since 2018, we have been conducting annual security penetration testing of FGV’s digital infrastructure and achieved with satisfactory result. 45 Who We Are How We Operate How We Are Governed Additional Information Sustainability Matters Statement & Discussion By Our Leaders