Framework Edit 2-2-17

The Succession Management process is not merely a human resource initiative, but a strategic initiative which
impacts the business & operations of the Group. Therefore, it is pertinent that internal stakeholders play their roles
accordingly to ensure the realisation of succession management and talent development strategies and
objectives.
Executive Director / Group Executive Chairman
The Executive Director/ GEC is the ultimate owner of Naza’s succession plan and talent management
programmes for all positions that report to the Executive Director/ GEC and other identified critical positions.
The Executive Director/ GEC should personally participate in the process including regular reviews and updates
for the Company’s succession plan. The Executive Director/ GEC acts as a champion or ambassador to the
process, including showing the Company’s commitment to the process and ensuring Succession Planning and
Talent Management become embedded in the Naza’s culture.
Senior Leadership
The Senior Leadership’s should ensure that Succession Planning and Talent Management is embedded into
Naza’s culture and are included as one of their key accountabilities. These responsibilities may include
identifying high potential employees, conducting meetings with identified employees, assessing employee
skills, knowledge and competency levels and assisting in the creation and execution of individual
development plans for the high potential employees. Senior Managers should have regular succession
planning and talent management update meetings with the GEC and the Head of GCHCD.
Group Corporate Human Capital Division (GCHCD)
GCHCD is primarily responsible for administering the Company’s Succession Planning and Talent Management
Programme. Some of the main duties should include:
• Collaborating with the Senior Leadership to develop the Succession Planning and Talent Management
toolkit for use in the Company
• Ensuring that the company’s Performance Appraisal system supports the Succession Planning and Talent
Management Programme
• Tracking and measuring progress of talent management (databases, reports etc.)
• Facilitating talent review meetings with the relevant stakeholders
• Assisting the management in evaluating potential talent
• Providing templates, tools, etc. to assist in the process
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