Content2011 - PETRONAS Gas Berhad

The Company’s training programmes
holistically blend elements of technical/
functional, HSE, quality, and leadership
trainings, which are implemented via traditional
classroom learning, on-the-job attachments,
taskforce participation and PETRONAS
web-based learning portal (eLearning).
Each employee is required to fulfi ll compulsory
training days, and the completion of at least
two eLearning modules. To further strengthen
the Company’s commitment to ensure staff
development is given top priority, staff training
days is continued to be incorporated in all
managers’ Key Performance Indicators (KPIs).
The PETRONAS eLearning, which offers a
wide range of self-learning modules had seen
employees completing 11,703 modules in
the year; averaging fi ve modules per person.
This interactive self learning has proved to
be successful in encouraging staff to upskill
themselves without attending classroom or
planned trainings. This allows PGB to maintain
its staff development momentum and quality
while optimising costs.
Attention was also given to managers in
managing the capability development efforts
of their subordinates. Line managers need to
have hands-on knowledge on using available
mechanism to track their subordinates’
progress. This was accomplished through
the Capability Workshops for line managers
which were conducted to develop easy-to-use
tracking and measurement mechanisms and
references based on established PETRONAS
tools for capability building. A total of 40 line
managers attended.
On top of these, the Company also leverages
on the various structured training programmes
organised by PETRONAS Management
Training Centre (PERMATA) and PETRONAS
Technology Institute (INSTEP). In supporting
staff to enrich their knowledge and upgrade
their academic qualifi cations, the Company
also encourages its staff to broaden their
perspective of outlook by extending fi nancial
assistance for higher education under the
Staff Development Programme (SDP). This
fi nancial assistance is awarded to deserving
staff pursuing their diploma, degree or postgraduate
programmes in related fi elds at
institutes of higher learning acknowledged
by PETRONAS. As this self-driven learning is
initiated by the staff, both the Company and
staff win by having staff still contributing their
best to the Company, while new ideas and
knowledge are brought from the academic
fi elds into the workforce.
89 annUaL report 2011
LOOKING AHEAD
Preparing Today’s Talent for
the Challenges of Tomorrow
The year under review recorded a staff job
rotation or “mobility” rate of 31% through
the movement of staff within the Company as
well as the PETRONAS Group. The Company
believes that staff mobility plays a vital role in
creating competitive advantage in developing
its talents in different areas and geographical
locations apart from enriching and motivating
the employees.
In supporting the mobility exercise, it is the
responsibility of the Company to ensure longterm
succession for the sustainability of the
business. The year in review saw collaborative
efforts by line departments and HR in carrying
out Talent Review sessions for the technical
managers to identify top talents in order to
have a pool of leaders being developed for
succession in critical positions within the
company. A Succession Planning exercise
was conducted to discuss a total of 180
talents and their specifi c career development
plans to prepare them for over 120 Technical
Managerial and TP positions company-wide.