49 SUSTAINABILITY REPORT 2018/2019 03 S E C T I O N RESPECTING HUMAN RIGHTS AND UPHOLDING GOOD SOCIAL PRACTICES Beyond its engagement initiatives, GHC also conducted educational and learning programmes to equip leaders with knowledge on people management, domestic inquiry processes and performance management. Further to that, it rolled out a Performance Improvement Plan to improve the performance and work attitudes of selected employees. A total of 159 employees were enrolled in the nine-month programme in 2019, which involved both the employees and their immediate supervisors. In addition, all human resource personnel and supervisors Group-wide attended Effective Feedback and Coaching sessions as well as Performance Management Systems Clinics beginning December 2019. The training is to ensure our supervisors are equipped with coaching skills in managing employees’ performance and behaviours. Worker Requirements & Unions Our plantation workers are the pulse of FGV’s operations, without whom we would not be able to sustain our business. We fully respect the rights of our plantation workers as our employees. In 2019, FGV hired 31,074 workers, who were mostly from Indonesia, Bangladesh and India, and who formed about 85% of our full worker requirements as at December 2019. Our worker quota for 2019 was approved by the government in April 2019 and was not fully utilised. This meant we had until April 2020 to utilise the remaining quota of 8,408 workers. However, due to disruptions by COVID-19 and the Movement Control Order (MCO), we will be applying for the deadline to be extended. 3 Salary Administration 4 Employment Benefits 5 Talent Management 6 Performance Management 7 Code of Conduct & Practice 8 Discipline and Grievances GHC will review its policies from time to time based on our employees’ feedback and industry best practices to ensure they remain relevant and competitive. GRI 404-1, 404-2, 404-3 TALENT MANAGEMENT Talent management is part of FGV’s business strategy to attract and retain the best talent for the Group amid stiff competition in the industry. Besides implementing robust initiatives and programmes in talent development, we are also putting in place a new framework to strengthen our workforce. The Group will roll out a new performance management framework in 2020 that is designed to develop a high-performance culture to meet the following objectives: To raise both the individual’s and organisation’s performance To encourage empowerment, motivation and effective reward mechanisms To enhance the capacity and competency of individuals to meet organisational expectations To promote two-way communication for clarifying expectations on roles and accountabilities MIGRANT WORKERS STATISTICS Indonesia 14,186 Philippines 2,545 India 3,433 Bangladesh 8,455 Myanmar 3 Nepal 9 Other Nationalities 1 46% 11% 8% 27% 1% 1% 1% FGV supports its local workers and regularly engages them through union representatives. Two scheduled meetings are held annually with 15 in-house FGV unions and two national unions. In December 2018, we concluded and signed collective agreements with 16 of these unions for the period 2019-2021. In 2019, we held three meetings to discuss pertinent issues and the welfare of the 6,962 union members, who formed 44.23% of the total FGV workforce. Revision of GHC Policies Our GHC Policies were reviewed in 2019 to ensure that the new provisions were regulatory compliant, besides being reasonable, sound, appropriate and fair to both the Group and its employees. The new policies, which were approved by our Board in December and took effect in January 2020, were reduced from 47 to 24 policies. The Group organised nationwide roadshows and briefings, which were completed in February 2020, to raise awareness on the new policies that cover the following eight categories: 1 Employment 2 Employment Conditions Our performance management framework will be integrated with a ‘competency’ system which uses 1 to 5 scoring to grade competency proficiency levels. Premised on FGV’s core values of Partnership, Respect, Integrity, Dynamism and Enthusiasm (P.R.I.D.E), the framework accords a 60% weightage to KPI/target achievement and 40% to competency. This assessment will be extended to all employees across the Group. Long-Term Incentive Plan We continue to implement our Long-Term Incentive Plan (LTIP) to reward, motivate and retain employees as their contributions are deemed vital to our sustainable growth. LTIP is one of FGV’s main incentives and is in line with the Group HC’s Strategy Framework that aims to create a high-performance workforce. The plan offers
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