Framework Edit 2-2-17

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Introduction Succession planning is a strategic planning exercise that seeks to ensure that an organisation has a pool of highly skilled and talented employees available and ready to step into senior leadership and other critical roles should the need arise. It enables an organisation to have business continuity and realise its business objectives. It consists of several processes that will guide an organisation to identify critical positions in the organisation, the current and future competencies (i.e., knowledge, skills, and abilities) individuals need to be successful in that position, and assessment of current talent to fulfill those roles to ensure an organisation’s business continuity. It also drives an ongoing, proactive dialogue between managers and senior executives that identifies and tracks key performers / high-potentials within the organisation. By implementing an effective succession planning process, Naza World Group aims to: • Proactively monitor critical talent needs and gaps for continued organisation growth; • Identify, develop and promote key talent and leaders; and • Improve the base of information about talent within the organisation. This section outlines the policy and process determined by the Group to achieve the above objectives. At the end of the process the organisation will have a comprehensive pool of talent to draw upon to meet current and future needs to ensure that the right person is in the right place, in the right position, at the right time. 6
Key Elements of Naza World Group’s Succession Planning Initiative Identifying the bench strength within the organisation Putting the right people in critical and/or leadership positions Managing and developing a steady internal pipeline A systematic approach to look at current strengths and skill gaps at every level of the organisation. A fair and equitable process to assess employees potential in order to support future business needs Provide individual and career development opportunities to internal talents. 7
Page 1 and 2: Naza World Group’s SUCCESSION PLA
Page 3 and 4: “Today we operate in an environme
Page 5 and 6: “We only achieve what we do becau
Page 7 and 8: About This Guide provides a broad f
Page 9 and 10: Contents Foreword i - iv About 1 Pa
Page 11 and 12: Our Talent Management Strategy comp
Page 13: 2 Succession Planning SUCCESSION PL
Page 17 and 18: Naza World Group’s Succession Pla
Page 19 and 20: Succession Planning Process The suc
Page 21 and 22: Step I: Identifying the Critical Po
Page 23 and 24: II Profiling of Critical Positions
Page 25 and 26: III Identifying the Talent Pool SUC
Page 27 and 28: ck on d top m t roval uence d 5 App
Page 29 and 30: Approach 3(ii) Administering the As
Page 31 and 32: IV Creating a Succession Plan SUCCE
Page 33 and 34: 3 Talent Development SUCCESSION PLA
Page 35 and 36: Development Plans for Identified Ta
Page 37 and 38: Purpose The final step in the succe
Page 39 and 40: The Succession Management process i
Page 41 and 42: 5 Appendix SUCCESSION PLANNING & TA
Page 44: For further information refer to: G

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