Basic HTML Version
38
G U I N N E S S A N C H O R B E R H A D
( 5 3 5 0 - X )
Additionally, each section within the Supply Chain
Department meets quarterly for a briefing by
their section heads. These briefings are aimed at
updating employees on the progress of their division
and to present new developments. Every session,
also attended by the Supply Chain Director and HR
Manager, ends with a Question and Answer session.
Any unanswered questions during the sessions are
responded to via an official memo to all employees.
All the initiatives aimed at fostering closer ties
between the Company and its employees have helped
GAB continue receiving good support from the Union
of Beverage Industry Workers (the Union). FY09 saw
GAB signing the 13th Collective Agreement (CA)
which covers FY09 and FY10 with the Union after only
three sittings.
In spite of the lacklustre economic climate, the CA
spells out very attractive benefits for the Union, and
GAB is recognised as the first company in the beverage
industry and one of the few employers in the country
to implement a wage system that incorporates
elements of productivity and fixed increments. The
margin of increment for the 13th CA is 9%, compared
to the market average of 6%.
The CA also incorporated a marginal increase in
insurance coverage and other benefits that will have
a positive impact on staff morale. GAB will continue
to engage with the Union and share our development
plans as we progress.
Continuous Learning for Employees
GAB has in place a performance appraisal system
where all employees (100%) undergo a review at least
once a year to measure their performance against
agreed key performance indicators. It is through
these reviews that we are able to identity areas for
further development and other training needs.
GAB’s employee training programmes are competency-
based to grow people; meaning that our programmes
do not merely focus on meeting the Company’s
needs, but also each individual’s developmental
needs. Our workforce is our most valuable asset
and we are committed to ensuring that they have
access to ongoing training, learning and development
opportunities.
Training and development will continue to be a
priority for HR. We intend to continue to attract talent
at entry level through our robust Management Trainee
programme in FY11. Our commitment is to ensure
that everyone within the Company attends at least
one training session annually. In FY10, the average
hours of training per employee was 47.5 hours.
Numerous training programmes are organised
specifically for the Leadership Team as well. The
Leadership Team consists of 42 people made up of
the Management Team and their direct reports. The
objective of this team is to build each and every
one of them with skills and knowledge of becoming
big leaders, and to build a talent pipeline for future
leaders.
Some of the training programmes which were
organised in FY10 for the Leadership Team include
Stephen Covey’s 7 habits training, Stephen R Covey’s
8th habit, and a Leadership Programme titled ‘Great
Leaders, Great Teams, Great Results’. They also held
a teambuilding at Batu Gajah to get to know each
other and to strengthen the teamwork amongst all
42 of GAB’s leaders.
On top of trainings, GAB also helps its staff with
getting their certification. We provide a provision for
employees to work towards and obtain certification
Our Commitment to Workplace Best Practices