FGV Annual Report 2018

50 REMAINED FOCUSED ON VALUE CREATION FGV HOLDINGS BERHAD Talent Development In line with FGV’s mission of ‘ Creating Value through Our Human Capital ’ , we are clear that to be a global leader, the Group needs to leverage and develop our most important asset, our people. As part of our Develop Right strategy, we have in place programmes and support systems to ensure systematic development of our people. This is guided by our Learning Road Map Strategy which adopts a five-pronged approach to equip our people with solid fundamental learning and ensure that they are ready for the challenges ahead. Phase 1 : 2015 – 2016 • Core & Fundamentals Learning & Development • Operational Effectiveness & Excellence In 2018, we conducted 6,723 trainings for our employees including functional trainings to improve their skills, personal effectiveness courses emphasising performance management as well as environmental capacity-building on safety and health to ensure they are kept abreast of current developments. Of these, 494 programmes were conducted in-house by our experienced and certified trainers with expertise in a vast array of general, technical and competency-based learning areas. Our employees also participated in 10 programmes conducted abroad. PERFORMANCE AND REWARD Reward Right Initiative Under our Reward Right initiatives, we have identified four key aspects to arrive at the right rewards for our employees. These comprise linking rewards with our business strategies; devising a more inclusive rewards model; enhancing employee communication on our rewards programme; and driving a high-performance culture. We have also introduced a new bonus structure to reinforce cooperation and collaboration between the Group, Sectors, Divisions, Clusters, Companies and individuals. During the year, we made a clear distinction in terms of bonus payouts between performing and non-performing companies and individuals to incentivise our employees to maintain or improve their performance. Long-Term Incentive Plan (LTIP) We also continue to implement our Long-Term Incentive Plan (LTIP) to reward, retain and motivate our employees as they contribute to our growth. Based on the mechanism approved by our Board of Directors in February 2016, 11.67 million shares were granted under a Restricted Share Plan to eligible employees in 2018. The vesting of the shares, expected in three years based on a ratio of 30:30:40, is dependent on the employees’ performance level. 1 To upskill employees on all Learning Areas 2 To design and deliver Leadership programmes for Middle and Senior Leaders 3 To organise lectures/talks by leaders of industry, leading academics and public figures 4 To upskill the Learning Specialists across businesses for better learning and development deliverables 5 To instill continuous learning by organising regular seminars conducted by employees 5-PRONG APPROACH MANAGEMENT DISCUSSION & ANALYSIS Phase 2 : 2017 – 2019 Structured & Systemized Development Phase 3 : 2020 onwards Organizational Capability & Learning Culture HUMAN CAPITAL