Content2011 - PETRONAS Gas Berhad

CR in the Workplace
The Company
believes that staff
mobility plays
a vital role in
creating competitive
advantage in
developing its talents
in different areas and
geographical locations.
FROM LEFT:
The Company focused its learning
approach to develop current engineers and
technicians into Technical Professionals and
Technical Trade Specialists.
PETRONAS eLearning portal, an interactive
self-learning tool, has proven to be successful
in encouraging staff to upskill themselves.
In providing continuity of career development
for NETs, a structured programme to assess
potential NETs to be appointed as executives
(NET Management) was introduced. Under
NET Management, PECAS completion and
NET Competency Based Interview (CBI) were
used to gauge the readiness of the staff. For
the year under review, a total of 70 NETs
successfully completed PECAS to progress in
their career, out of which, 4 NETs underwent
the NET Management programme and are
pending appointment as executives. The nontechnical
non-executives (NENT) were given
similar opportunities to progress through
the NENT Assessment, resulting in 11 NENT
promotions.
Apart from assessments, the Company also
focused its learning approach in developing
current engineers and technicians into TPs
and Technical Trade Specialists (TTS). The TP
and TTS programmes are aimed at creating
internal subject matter experts with specialised
technical/engineering know-how at both
executive and non-executive levels.
With the relentless efforts by staff and the
encouragement from the Company, PGB’s TP
manning is fully fi lled at 25 people, while the
planned sourcing of 13 TTS saw a quorum of
14 TTS.
88 petronas gas berhad (101671-h)
While the period before the year under
review introduced the Career Enhancement
Opportunity (CEO) programme to give new
exposure and challenges for staff within
and outside PGB, now the Value Proposition
(VP) programme further enhances career
development via cross division transfers. In
achieving world class effi ciency and capability
in gas processing, the Plant Operations
Division conducted a Manpower Optimisation
Study which was completed in early 2011.
From there, identifi ed staff were planned
for movement to new and more challenging
jobs. A total of 36 staff were planned for
mobilisation to PGB’s regasifi cation terminal
project in establishing an operations and
maintenance base for the terminal upon
commencement of operations.
PGB has surpassed its planned training
man days by recording an average of 10.38
training mandays per staff, accumulating to
22,465 training man days for the year. This
has been achieved even with the emphasis
on internal training to optimise costs, where
the Company managed to save 8% of its
allocated training budget.