35 / 62
31
Cahya Mata
Sarawak
Berhad
S U S T A I N A B I L I T Y
R E P O R T
2 0 1 6
SOCIAL: LABOUR PRACTICES
AND DECENT WORK
Employee Turnover Rates
EMPLOYMENT PRACTICES
We aim to be an employer of choice in Sarawak through providing our
employees with a value and goal-driven working environment that encourages
our employees to realise their full potential on both the individual and
corporate levels.
Grievances
Grievances are defined as complaints by employees that are not satisfactorily
settled once brought to their immediate superior’s or supervisor’s attention.
We have a formalised procedure to handle grievances transparently and fairly.
In order to handle all grievances transparently and fairly, we have organised
a formalised structure that provides employees with a secure solution to their
problems. During the year, two cases of grievances were reported and dealt
with according to standard procedure.
Sexual Harassment
All forms of sexual harassment are strictly forbidden in our operations. These
include making sexual gestures or requesting sexual favours which contain
implied or overt promises of either preferential or detrimental treatment.
Employees must not subject any other employees to any written or spoken
language, or visual material of a sexual nature or with sexual connotations.
Our employees are encouraged to report unacceptable behaviour that is
either repeated on numerous occasions or is of such a significant nature that
it is offensive and detrimental to a reasonable person. One case of sexual
harassment was reported in 2016, the situation was duly dealt with according
to standard procedure.
Notice Period for Operational Change
The changing of employees’ roles, or operational change, is another matter
in which we take care to provide the appropriate notice. The amount of time
given in the notice depends on the type of operational change being made.
In the case of a significant operational change which involves a transfer or
secondment to another location, the employee is given reasonable notice
before he or she is required to move. In other instances, a period of one
week is considered adequate. Thirty-one inter-company transfers took place
throughout the year in review. All cases were handled according to Company
policy and procedures.
CMS RECOGNISES THAT WE
OWE OUR SUCCESS TO THE
HARD WORK AND EFFORTS
OF OUR EMPLOYEES. AS SUCH
THE GROUP IS COMMITTED
TO CREATING A HOLISTIC
WORKING ENVIRONMENT
THAT INSPIRES COMRADERY,
TRUST, EXCELLENCE, INITIATIVE
AND PROFESSIONALISM. OUR
EMPLOYEE-BASED INITIATIVES
HAVE BEEN FOUNDED ON
OUR GOAL TO PROVIDE FAIR
TREATMENT TO ALL OUR
EMPLOYEES WHILE ACHIEVING
EQUILIBRIUM BETWEEN
PERFORMANCE, PAY AND
PARTICIPATION. OUR PROGRESS
IN THE AREA OF EMPLOYEE
DEVELOPMENT IS EVIDENT IN
THE GROUP’S RELATIVELY LOW
TURNOVER RATE (AS PER THE
FOLLOWING TABLE) IN THE
LAST FOUR YEARS.
WE HAVE CLEAR POLICIES
AND PROCESSES IN PLACE TO
ENSURE THAT CANDIDATES
ARE RECRUITED AND ASSESSED
ON MERIT AND REWARDED
BASED ON THEIR INDIVIDUAL
KEY PERFORMANCE INDICATOR
(KPI) PERFORMANCE.
30
150
120
90
60
122
2013
2014
2015
2016
22
26
27
23
114
103
116
Male
Female
6.80% 6.20% 5.50% 5.50%