51 SUSTAINABILITY REPORT 2018/2019 03 S E C T I O N RESPECTING HUMAN RIGHTS AND UPHOLDING GOOD SOCIAL PRACTICES GRI 401-3, GRI 404-3 EMPLOYEE PERFORMANCE DATA Parental Leave No. of employees entitled to parental leave No. of employees who took parental leave No. of employees who returned to work after parental leave ended No. of employees who, after returning to work, were still employed 12 months later Return-to-work rate Retention rate Men 11,624 294 294 285 100% 96.94% Women 1,969 127 127 120 100% 94.49% Percentage of Employees Receiving Regular Performance and Career Development Reviews By Gender Total No. of employees No. of employees who received regular performance and career development reviews Percentage of employees who received performance and career development reviews Men 14,560 9,144 62.80% Women 2,544 1,572 61.79% Total 17,104 10,716 62.65% By Category Total No. of employees No. of employees who received regular performance and career development reviews Percentage of employees who received performance and career development reviews Senior Management 77 53 68.83% Middle Management 826 559 67.68% Executive 2,261 1,402 62.01% Non-Executive 13,940 8,537 61.24% In 2019, GHC rolled out a Special Mutual Separation Scheme aimed at optimising our workforce, improving efficiency and increasing productivity. This exercise included retrenchment due to divestment of non-core business. As a result, 1,377 employees left the organisation through the scheme. The Group also reduced staff cost by 7.1% in comparison to 2018. In relation to our right-sizing strategy, FGV also takes into consideration the future of employees who retire or are retrenched. To this end, we engaged national financing advisory agency, Agensi Kaunseling dan Pengurusan Kredit (AKPK) for their counselling services to assist employees in transitioning to new career paths upon retirement, retrenchment or termination. While some highly talented employees were inadvertently lost during the right-sizing process, our goal was to reassess our existing pool of talent and identify employees who needed to be retained, upskilled or reskilled to meet new business needs. We also need to align our KPI settings with specific and measurable performance targets that drive continual improvements.
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