Norwegians - Scomi

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malaysia | GlOBAl lEAdErS TACKlE ISSuES HEAd-ON AT GEM 10 JANUARY 2011 | FOCUS The Global Executive Meeting (GEM) could be new to some of us who just joined Scomi. It is an annual conference where global leaders of Scomi gather to review and strengthen strategies in efforts of creating a high performance organization. In keeping in-line with its principles, GEM continues to serve Scomi as an ongoing prime event where leaders brainstorm to enhance current business strategies, operational efficiency, improve marketing plans and innovate new ideas for Scomi’s world recognition. This year, a 2-day Group Executive Learning (GEL) programme was introduced, in conjunction with GEM. Thirty eight of Scomi’s Senior and Top Management were in Putrajaya Malaysia from 1-6 October 2010, to attend GEL and GEM. GEL started off with a presentation by our Chief Learning Officer Dinesh Chelvathurai who took the group through Group Learning and Development (GLaD) framework with emphasis on key programmes such as Management Trainees, High Potential, Management & Leadership Training and new Performance Management system. From thereon GEL continued with training sessions on Quality Conversation, with the objective of improving the overall communications throughout the organisation. This was conducted by training consultants of Maura Fay, Australia. Subsequently, GEM started with an eye opening presentation by our Group Chief Executive Officer (GCEO) Shah Hakim Zain who delivered his view of the future where he emphasised on his expectations and Scomi’s strategic directions towards being a Global Technology Enterprise with high returns. Shah highlighted that the focus of GEM 2010 was on repositioning Scomi from a High Cost/High Premium organization to a Low Cost/High Premium organization. This transformation requires the team to maintain competitive advantage and focus on market composition. The management team is expected to strategize on winning the market share by adopting product pricing strategy to price sensitive customers. On that note, the organisation must be able to operate at a lower cost than its major competitors whilst maximizing profitability and achieving high return on investment.
Another important message from the GCEO was the need to ensure that the 25% ROCE target for 2011 is achieved. In achieving this, management need to focus more on cost control, technology investment and effective funding. And finally, the GCEO highlighted the importance of talent development, in order to build a high performing culture. He emphasized the importance of coaching and training, and urged leaders to continue providing career growth opportunities for staff. Leaders were also reminded of leadership expectations to make decisions, lead, prompt action, discipline and right attitude. He added that moving forward, leaders will be assessed on their abilities to meet target, professionalism and talent development. Later, Madam Loong, Chief Investment and Performance Officer delivered her presentation on Scomi’s financial performance and corporate transactions. She shared the company’s post restructuring position and its impact on ROCE once all the proposed corporate exercises complete. Further, Madam Loong highlighted that for 2011, the focus is to reduce costs and eliminate inefficiencies via improved project management, effective organisation structure, focus on markets where we are strong, re-evaluate markets that are non-profitable, achieve growth despite balance sheet constraint and clear responsibility & accountability. Subsequent to Madam Loong’s presentation, the Chief of Staff, Rohaida Ali Badaruddin in her presentation covered the subjects of risk management and performance monitoring from a corporate angle. She also covered Information Communication and Technology (ICT) strategy, structure and key projects for 2011. On HR, she presented the HR Committee structure, HR Shared Services, SAP HR enhancements and engagement programmes such as focus group discussions, Sports Club and Project Pyramid. Chief Legal & Governance Officer, Sharifah Norizan Shahabudin then took the stage to conclude the morning session with a presentation on Corporate Governance and how it can help improve company’s profitability. She shared the Governance structure and Governance tools which include Board Charter, Internal Controls Policy and Procedures, Delegated Authority Limits & SAP Controls and Code of Conduct. For the second part in the afternoon until the second day of the GEM, each business unit gathered in breakout sessions to collectively discuss issues, review performance, develop strategies and planning for products and markets. Then on the last day of GEM, the President of each Business Unit namely Steve Bracker, Mukhnizam, Syahrunizam and Kanesan presented their business strategies and plan. In closing, the Group CEO again stressed the 3 important takeaways from GEM which are the ROCE target, Technology Development and Talent Development. These would complement Scomi’s focus to reposition itself from a High Cost/High Premium organization to a Low Cost/High Premium organization. GEM will continue to stand out as a prominent event for Scomi’s Senior and Top Management from each Business Unit to collaborate, integrate and share, so that we can always leverage on each other, to realise our full potentials for growth and long term sustainability. 2010 theMe : PerSeveranCe “Perseverance” illustrates Scomi’s persistent determination and strengths as a team in facing any challenges, no matter how difficult the situation is. It also represents the spirit of Team Scomi - Never Give Up. 2010 geM MaSCot : the PengUinS The Penguins, a group of flightless birds living almost exclusively in the southern hemisphere. Penguins were chosen to symbolise agility, drive and purpose since they have the ability to move freely between situations and replace chaos with order. In corporate terms, it demonstrates the ability of a business to adapt rapidly and efficiently in response to changes in the business environment. It is a concept that incorporates ideas of flexibility and balance that an organization needs to adapt to the market and environmental changes. Contributed by: Rohaida Ali Badaruddin & Shanizar Ahmad Shahar – Scomi Group, KL | malaysia FOCUS | JANUARY 2011 11
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Norwegians - Scomi

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