We will scale OE through a structured, long-term approach that enhances efficiency, empowers workforce capabilities, and embeds a culture of continuous improvement. This will involve consistently driving strategic competency development to enhance workers’ performance, establishing clear benchmarking for their progress, while fostering innovation, leveraging best practices, and ensuring adaptability to evolving industry demands. WHAT IS OUR OUTLOOK? 2. Continuous Improvement and Cost Optimisation We integrated Lean Six Sigma (LSS) methodologies into our OE Continuous Improvement Programme to enhance efficiency, optimise costs, and improve process performance. This structured approach focused on identifying inefficiencies, streamlining processes, and embedding a culture of continuous improvement across plantations, and support functions. Highlights: • Achieved RM75.2 million financial savings and operational benefits, reinforcing cost management. • Implemented 196 LSS projects, optimising processes and reducing inefficiencies. 3. Building Workforce Competency and Internal Leadership We focus on developing a highly skilled workforce to sustain OE and drive continuous improvement. Through targeted training and professional certifications, we equip employees with the expertise to enhance efficiency, implement best practices, and lead process optimisation across operations. Highlights: • 548 employees were trained in various OE Continuous Improvement training programmes. • 57 Green Belts and 155 White Belts were trained under the Lean Six Sigma (LSS) programme. • 184 employees were trained in QE/5S and 152 in Autonomous Maintenance. • Six employees became Certified Productivity Specialists (CPS) and one as a Senior Productivity Specialist (SPS) under the Asian Productivity Organization (APO), through the FGV–MPC Memorandum of Collaboration (MoC). 156 FGV Holdings Berhad | Annual Integrated Report 2024 Innovation & Technology
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