Future Targets In FY 2021 and onward, we will launch the Company’s 4th employee engagement survey and the results will be used to develop a corresponding action plan. We will also conduct a review of benefits and enhance the Employee Value Proposition. We will also continue to offer employment opportunities beyond the legislated retirement age. With all the staff welfare and development initiatives in place, , we aim to achieve the following: • To improve our Sustainable Employee Engagement Index at least 3% to 5% points previous Employee Engagement Score as a stretch target [10] • To have 30% of our employees moved up once in the career ladder and/or job rotation between 2021 and 2025; and • For our junior professionals to achieve improvement in at least two competencies.
TRAINING & EDUCATION / SKILLS FOR THE FUTURE [GRI 404: Training and Education 2016]
To deliver on SLNG’s energy security mandate and its 5- year strategic plan, building up the capabilities of our employees for current and future roles is key. Adopting a structured competency-based training approach will further ensure that our staff are armed with the right knowledge and skill sets to take on future roles; securing their employability. We implemented the Learning and Development Policy to facilitate the training and knowledge transfer process for our employees. Additionally, the Learning Request Procedure is in place to ensure that our employees’ learning needs are managed and reviewed. We are also currently in the process of reviewing these policies and procedures to incorporate changes in the new Success Factors Learning Management System. A formal talent development programme has been established for all our employees. This programme saw active participation from Senior Management Team, Reporting Managers, and employees themselves; highlighting the eagerness to support and upskill one another. Additionally, an annual review of SLNG’s talent and skills inventory was conducted against future capabilities needed, to develop an up-skilling plan that would address any current gaps in our employees’ skill sets. An assessment of the learning needs is also conducted annually to ensure that SLNG is keeping up with business needs and market developments. This forward-looking stance maintains SLNG’s competitiveness and ensures that the organisation is future ready. We will continue to use Individual Development Plans to engage in annual career and development conversations with our employees. This open dialogue helps us to understand our employees’ career interests and goals and is an opportunity for us to provide timely guidance and support. Every year, we aim to develop new learning programmes and training opportunities for our employees. These programmes address the behavioural competency gaps and meet their developmental needs. For both the Production and Maintenance teams, we have established a training curriculum and assessment plan that is in line with our internal competency matrix framework. In FY 2020, all employees clocked at least 40 training hours (average training hours per employee is 97.4 hours hours) and every one used the Individual Development Plan to map out their developmental plans and carry out career conversations with their Reporting Managers. The Senior Management Team (SMT) coaching program was implemented, and the key talent leadership assessment and development programme was established as well. As our employees’ learning and development form one of our top priorities, we are committed to investing in the training of our people. In FY 2020, the total training expenditure for our employees are as follows: Table 11. Average expenditure per employee in FY 2020 by Category
[11]
Future Targets In FY2021, we aim for each employee to clock at least 30 hours of training, and have all employees review and update their Individual Development Plan. Furthermore, we pledge to set aside 3% of our total payroll for the learning and development of our employees. Additionally, we are working towards ensuring that 50% of leadership positions have a ready pipeline of talents by 2025. Pipelines for leadership positions are tracked through the Annual SLNG Talent Review session with SMT. During this session, succession pipelines are discussed and development plans for identified talents are put in place and monitored on a regular basis.
SLNG | SUSTAINABILITY REPORT 2020
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