DYNAMIC AND DIVERSE WORKFORCE
At Malakoff, we believe that diverse skills-sets and perspectives at workplace can improve the dynamics of team work towards greater performance. Hence, our hiring policies, approaches to people development, retention strategies etc. are based on meritocracy and aim to provide equal opportunities for learning and growth. We do not discriminate employees on the basis of their ethnicity, gender, age, disability or status. Our management philosophy is that the most appropriate way to engage with our colleagues is through direct communication rather than through intermediary organisations. Therefore, we do not practice union membership in the organisation. In 2017, women employee constituted 16.75% of our total workforce, and nearly 4% of them hold managerial positions. Our current Board of Directors consists of directors with a diverse range of background, experience, nationality and gender.
We acknowledge the critical role of our human capital in fulfiling company’s growth aspirations. We also recognise the need to build their capabilities and competencies, for them to positively contribute to both individual and organisational growth. Therefore, continuous learning and development is a priority at Malakoff to enhance productivity and optimise performance. While building internal capacity, we also strive to create a pipeline of talent necessary to meet the future needs of the organisation. In other words, we understand the importance of attracting, developing and retaining the best technical and non-technical talent, while instiling a culture that underpins continuous growth. Therefore, by leveraging on the diverse capabilities of our leaders, we encourage cross-functional assignments within the Group. Over the years, we have demonstrated that talent mobility within the organisation through restructuring and realignment of roles can contribute to an agile and flexible workplace, serving the business needs as well as various technological advancements.
As at 31 December 2017, we have 1,035 employees, working as one team to ensure Malakoff is able to operate, produce and serve at the highest levels of efficiency. The following table shows the composition of our employees:
We conduct a training needs assessment for all our employees, taking into consideration their current competency levels and future career aspirations. The training and development calendar is also planned based on managerial and staff feedback from annual performance appraisals. The nature of business requires employees to be competent in
responding to the changing business environment and to have adequate technical skills and capabilities to execute and perform. Hence, training and development has emerged as a formal business function to continuously improve employee’s skills and productivity in ensuring the long-term success and profitability of the company. In 2017, the Group invested approximately RM1.9 million on soft skills, technical, functional and leadership training, utilising approximately 23,000 man-hours. Considering 80% of our workforce are involved in O&M, we focused on delivering plant-specific simulator training at each of our power plants for competency improvement. We also invested on Project Management Programme (“PMP”) certifications for 22 employees, of which 10 completed their beginner-level course and 12 successfully underwent the intermediate-level.
Similarly, we initiated and deployed the Lean Six Sigma (“LSS”) programme for Kuala Lumpur Headquarters and Port Dickson Power Plant staff, with 24 Green Belt holders and 34 Yellow Belt holders successfully completed the programme. The LSS programme was also extended to other power plants, such as TBPP, where 56 Yellow Belt holders were nominated for training in two batches. All these interventions are positively reflected on the employees’ skills, their productivity and their overall contributions at both individual and organisational level.
To date, 174 employees have successfully graduated their LSS programme at different levels, including Management Champions, Green Belts, Yellow Belts and White Belts. The above chart shows year-on-year target and achievement. Currently, 13 Black Belt holders and 54 Green Belt holders are undergoing further training, which will be completed in 2018. With the full deployment of LSS Programme throughout Malakoff, we expect to inculcate the culture of continuous improvement within the organisation. Besides, in 2017, we also introduced a Performance Management Communication Series, focusing on soft skills of performance management. The objective was to equip our employees and
leaders with tips beyond the formal performance review process, using strategies such as communication techniques, team work dynamics. We are confident that these efforts will help align expectations and aspirations of our employees with organisational goals and vision.
EMPLOYEE WELFARE AND WELLBEING
Subsequent to our 2016 Employee Engagement survey, a working committee were set up to act as mediators between the Management and employees, mainly to facilitate new ideas and best solutions in relation to the issues that surfaced from the findings of the survey. In 2017, among various initiatives aimed at improving employee engagement, the learning spirit, the culture of giving-back to the society, and a sense of camaraderie included:
• HR2U week was organised at all our office locations in Malaysia and was aimed at raising awareness on various Human Resource (“HR”) matters as well as promoting open communication between the management and staff. The idea was to provide a safe, healthy and constructive platform to express ideas, share honest feedback and discuss various issues.
• The Malakoff Sports Carnival was organised on 13 October 2017 in conjunction with the Employee Service Award celebration to inspire one-team spirit through sports. The carnival included football, golf, carom, darts, badminton, futsal, bowling, tennis and ping pong.
• The staff of Prai Power Plant initiated a donation drive for three of its staff who were affected by the flood in November 2017.
• 56 Malakoff staff participated in “YKN Run For Love 2017” organised by Yayasan Kebajikan Negara (“YKN”) in December 2017. The objective of the event, held in Putrajaya, was to raise fund to aid the less fortunate in terms of health and education.
EMPLOYEE BENEFITS’ UPDATE
The Group’s Compensation and Benefits Policy is proposed by the Management and approved by the Board of Directors before its implementation throughout the organisation. Subsequently, our key performance indicators and its performance measurement includes both financial and non-financial goals, are based on Balance Scorecard. Our compensation packages and benefits are fair, competitive and at par with industry standards. Our policies governing employee benefits are also streamlined across the Group, with a focus on improving staff morale, promoting work-life balance, and improving staff health and productivity. All the staff benefits are offered based on individual merit, performance and contributions to the company. At Malakoff, the employee benefits are also directly linked to attracting and retaining talent.
Our current benefits framework includes:
1. Fixed compensation such as salary and fixed allowance;
2. Variable compensation;
3. Benefits and perquisites such as medical and, insurance
4. Recognition and loyalty programme.
COMMUNITY INVESTMENT STRATEGY
At Malakoff, we strongly believe that our success depends on our commitment to constantly engage and understand the expectations of local communities as well as our employees. We take a longterm approach to fulfiling our responsibility as an active member and contributor to the community. Over the years, our focus has been on education and environment, especially to communities where we conduct our operations.
MEASURES TO IMPROVE LIKELIHOOD OF COMMUNITY AND JOB OPPORTUNITY
During the year under review, we kept our annual commitment to channel funds through Wakalah Zakat towards community welfare and well-being. We supported various causes, catering to the real-time needs of the community members.
We also extended our expertise for the upkeep and restoration of 24 floodlights at three tennis courts in Pontian district, with the modest contribution of RM8,000. Five personnel from TBEPP plant conduct regular maintenance as part of their contribution to Pontian community.
YOUTH EDUCATION AND DEVELOPMENT
As part of our efforts to provide educational infrastructure and assistance, in 2017, we adopted 11 schools in Segari (Perak), Prai (Penang), and Tanjung Bin (Johor). We provided financial support of RM36,500 to equip these schools with learning tools and better infrastructure.
Malakoff entered its sixth year of collaboration with Perak Fisheries Department to organise “Kenali Penyu, Sayangi Penyu” programme. The turtle awareness and educational programme held at Segari Turtle Management Centre (“TMC”) was aimed to raise public awareness on the threats to turtles. The event brought together 120 volunteers from Malakoff, Perak Fisheries Department and local fishermen, as well as 20 students from the Institute of Marine Engineering Technology, Lumut campus of Universiti Kuala Lumpur. The volunteers participated in a gotong royong to spruce up the buildings and vicinity of TMC. They also attended an educational talk conducted by a representative from Turtle and Marine EcosystemCentre (“TUMEC”), which highlighted the critical role that individuals can play in conserving turtles.
To sustain the efforts beyond our programme, we contributed RM13,000 for TMC’s upkeep.