annual report - Tenaga Nasional Berhad

Operations Review – Group Human Resource[ Tenaga Nasional Berhad ] [ Annual Report 2008 ]An external consultant wascommissioned by KhazanahNasional to conduct an audit onthe implementation of the BlueBook guidelines on IntensifyingPerformance Managementbased on the following 3 keyelements:• Organisational Performance,• Programs, policies and Systems• Benefits to Labour ForceThe audit had rated TNB as oneof the top practitioners amongthe GLCs.CAPACITY BUILDINGOne of the key attributes of aworld-class organisation is itsconcern for the standard ofprofessionalism in the workforce.Among the Division’s objectives,therefore, is to ensure that TNBhas a capable and professionalwork-force to meet, if not exceedcustomer expectations throughquality delivery. During the periodunder review, 114 developmentaland 1,110 mandatory technicaland non-technical trainingprogrammes were conducted forexecutives and non-executivesrespectively. The programmeswere designed to ensure thatTNB employees are equippedwith competencies that wouldmeet its business requirementsand raise organisational efficiencyand productivity.In addition, supplementaryprogrammes such as StrategicBusiness Leadership, FIDICGreen Book and FIDIC YellowBook were also conducted byTNB Training Institute, ILSAS toeducate and train staff in thecommercial aspect of running anorganisation.Moving forward and in linewith the Second Phase ofTNB’s 20 Year Strategic ActionPlan to achieve geographicalbusiness expansion, overseasjob assignments for selectedcandidates to enhance theirknowledge and broaden theirexposure in the relevant fieldshave been implemented. Fivemembers of TNB’s workforcewere seconded to TNB LibertyPower Limited in Pakistanand six others to Shuaibah IIIIndependent Water and PowerProject (Shuaibah), Saudi Arabiaunder this initiative.As part of long term capacitybuilding initiative, two engineerswere sent to the Korean AdvancedInstitute of Science & Technologyand University of Michigan inpreparation for nuclear poweroption eventualities.Process ImprovementTo enhance efficiency in servicedelivery to internal customers,86 procedures and 118 workinstructions relating to HumanResource Management hadbeen declared for MS ISO9000:2001 process comparedto only 65 procedures and 82work instructions in the previousfinancial year.The Whistle Blowing ProcedureToll Free line 1800 888 862 waslaunched in August 2008 toenable customers and staff toreport any violation or abuse ofprocedures, rules or regulations.The Human Resource ClientCharter was established in June2008 to support the HR SE10/10 initiative of ‘EnhancingHR Professionalism’. 27 HR coreprocesses were declared toensure services provided werecompliant to the standard ofquality promised.Internal AffairsHighlights of Achievements:Establishment of CaughtRed-Handed Procedure.Launching of the WhistleBlowing Information System(WBIS) and Toll Free Line.Introduced Customer Charterfor the IAD.Divisional GoalsThe IAD strives to be ad e p a r t m e n t o f h i g hprofessionalism and integrity indisciplinary management notonly in TNB but among theGovernment Linked Companies(GLCs). The department’s majorobjective is to reduce thenumber of cases of misconductin TNB through education andprevention programmes as wellas providing excellent services.Operational SummaryThe IAD is responsible inmanaging, conducting andmonitoring disciplinary actionsagainst the employees includingfor mulating a DisciplinaryPolicy for TNB. Functionally,the department reports to theBoard of Directors’ DisciplinaryCommittee while operationally itreports to Vice President (HumanResource). The main functionsof IAD include investigation,prosecution, conciliation,handling and managing casesat Industrial/Labour Court,research & development as wellas educating the employeesthrough training & awarenessprogrammes.80