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Note: The decrease in the female proportion of Senior Management
is due to a Sales Department reorganisation in 2011 which led to
promotions in the sales force, which are predominantly male.
Encouraging Personal Development
Our employee turnover rates are low by industry
standards – approximately 8% a year and evenly
spread by gender and region. The under-30s tend to
have a slightly higher turnover rate, but we believe
this is to be expected. At the other end of the
spectrum, we have a high retention for more senior
staff, with some working for GAB for up to 30 years.
We also ensure that all employees, regardless of
age and position, have a personal and career plan
development, with ongoing skill-upgrading, ranging
from English language and computer training to study
loans for those who wish to pursue higher education
goals.
CAR E E R ADVANC EME N T I N T E RNA L LY
AND I N T E RNAT I ONA L LY
Our hiring policy is designed to ensure that talented
and loyal staff has the opportunities to progress
internally. We encourage internal promotions before
considering external candidates as this ensures
that all employees are given a fair opportunity for
career advancement. Our network within the Diageo
Group and Asia Pacific Breweries Limited also gives
employees a unique opportunity for international
postings.
D I V E RS I T Y AND WORK - L I F E BA L ANC E
We wish to attract a workforce which reflects the
diverse country in which we operate. We understand
that the most effective way to attract and retain the
best employees is to create a culture where everyone
can succeed, regardless of age, gender, race or
religion. Remuneration and promotion is based on
ability and performance. We operate a relatively
flat organisation, which tries to offer each employee
development opportunities adjusted to the unique
needs and aspirations of the individual.
Our team is highly diverse, with a high proportion
of females in management roles. In certain areas,
such as sales, it is challenging to attract women, as
they are often wary of the travel and hours involved.
Likewise we recognise that there are those who
prefer not to work for a company producing alcoholic
beverages for religious reasons.
Because of these limitations, our labour pool
is smaller than that of other consumer goods
manufacturers and we have to offer outstanding
opportunities to those that choose to work for us.
We work hard to meet the needs and expectations of
“Gen Y” – the under-30-year-olds who value personal
development, flexibility and a strong sense of values.
Likewise, we want to create an environment which
accommodates employees’ desires for a good family
life and a healthy work-life-balance.
As a result we have established Wednesday as a
“leave work early day” across the organisation.
In all roles where feasible – including outstation staff,
we encourage employees to leave work by 6pm.
All our female employees on maternity leave have
returned to work as planned and we believe that our
work-life-balance commitments make this possible.
However, we have gone further to accommodate the
immediate needs of new mothers, by offering nursing
rooms at our headquarters where most of our female
staff is based.
Best Practice in the Workplace
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G U I N N E S S A N C H O R B E R H A D
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