INSP IRAT IONAL WORKPLACE & CULTURE Sect ion 08 59 SUSTAINAB I L I TY Report 2022 EMPLOYEE TRAINING & DEVELOPMENT Ranhill’s approach to training and development is centred on its Human Resource Development Corporation (“HRD Corp”) and its Succession Planning, and Management Policy and Procedures. The policy can be viewed here: https://ranhill.com.my/sustainability/sustainability-policies/. A systematic, continuous approach to developing the competencies of staff leads to improved staff morale (in the sense that the company values them as employees), it enables employees to take on more demanding roles and responsibilities (supporting career growth and mobility within the organisation) and contributes to improved productivity and operational efficiency (better trained employees are able to work in a more competent manner to produce improved results). More so in a fast-changing dynamic environment where digitalisation and technology warrant regular updates in knowledge and expertise to prevent obsolescence. Investing in training is to safeguard the interests of the Group by progressively closing key competency gaps in employees that will enable them to make a better contribution in the jobs and ultimately to Ranhill. Ranhill implements various Talent Management Programmes to train and develop employees and to identify potential leaders via its Succession Planning Programmes (assessment and development programmes). Beyond enhancing competencies, training also serves to boost employee confidence and morale. A highly skilled and motivated workforce is the basis for the realisation of a HPC workplace in Ranhill. Talent management, employee training and development comes under the purview of the NRC and GHR. The Group’s commitment to talent development is guided by the Employeeʼs Learning and Development Policy and Procedures, The policy has been developed based on the CURE concept of Crosskilling, Upskilling, Reskilling and Expert skilling employees in accordance to the organisation’s requirements and in tandem with the unique skillset of each employee. In addition, Ranhill has also implemented the Ranhill Development Framework for Leaders, Executive, Supervisory and Support development programmes. This is a specialised approach; a subset of the overall larger training focus towards developing competent leaders across organisation levels towards ensuring sufficient leadership across the command chain. An annual training development plan is developed for all employees drawing from the performance appraisals conducted, which would identify areas for improvement, potential aspects for professional development, employees’ potential in line with the CURE pillars and other pertinent information that will enable a customised training plan to be drawn up for every employee. With a few exceptions, all training is paid for by Ranhill or its operating companies. Staff receive full wages for days they attended the training. The Group contributes to the Human Resources Development Fund (“HRDF”), a statutory training fund under the Human Resources Ministry. Funds can then be utilised to pay for employees’ training courses. FUNDS ALLOCATED FOR TRAINING Ranhill SAJ allocates an average training budget of RM2 million per year and has established a dedicated training centre manned by nine full time staff. EMPLOYEE TRAINING DATA General Training Data FY2020 FY2021 FY2022 Total Training Hours by Company 102,363 69,035.2 129,718.7 Total Spent for Training By Company (RM) 1,732,139.1 2,264,436.4 2,355,602.2 Average Training Hours Per Employee 27.2 17.7 32.3 Average Training Days Per Employee 10.0 3.4 4.5 Average Spent for Training Per Employee (RM) 426.7 579.3 586.3 INSP I RAT IONAL WORKPLACE & CULTURE
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