annual report - Tenaga Nasional Berhad

Dato’ Kamaruzzaman bin JusohVice PresidentGroupHumanResourceNowadays, there is an increasing pressure for HR todemonstrate value to businesses and HR to contribute tothe overall performance of the organisation. Virtually, thisdictates HR taking the role of partnering the business/line management. Inevitably, this translate to giving focusto strategic people issues such as nurturing the leadershippipeline, building high performance workforce etc, asopposed to concentrating resources to the traditionaladministrative and transactional HR service provision.Highlights of Achievements:[ Tenaga Nasional Berhad ] [ Annual Report 2008 ]78Succession/Talent ManagementCurrent Talent pool strength stands at 288. There are 254 Key Leadership Positions (KLPs) andpotential successors have been nominated for 85% of these positions.Talent Exchange ProgrammeThe inaugural GLC Talent Exchange initiative amongst GLCs was launched in June 2008. Two toptalents (selected from the talent pool) from TNB have been assigned to Celcom Berhad and MBSB(Malaysian Building Society Berhad) for one year. In return, TNB has accepted two talents, one eachfrom Malaysia Airports Holdings Berhad (MAHB) and MBSB.Leadership Development Audit (LDA)TNB’s company-wide adequacy in terms of framework, policy, processes and practices to meet itsleadership recruitment, development, readiness and retention requirements were audited by anexternal consultant in April 2008. The overall results were commendable. Out of the 7 elementsaudited, 5 were found to be of good practice while the other 2 were adequate.Blue Book ImplementationTNB was rated as being amongst the top two GLCs in Blue Book Implementation by an externalconsultant.Specialist Career PathThis scheme had been in existence for 4 years. To date two Specialists and 24 Technical Expertshad been appointed. Two of them had received international recognition for their respectiveachievement in Flashover Analysis Tool and Power Quality Guidebook.