43 / 76
SUSTAINABILITY REPORT 2017
41
EMPLOYEE ENGAGEMENT
Employee engagement continues to be a focal point of our work-based
initiatives even as we work towards encouraging a working environment
that fosters unity, positivity and commitment. We strive to realise
corporate growth together with a fuller life for all employees through our
work-life balance programmes and various other forms of engagement.
Work-Life Balance
We continue to encourage our employees to live in a responsible
manner through our various annual work-life balance initiatives that
have been tailored to the needs of our employees. Our initiatives
emphasise the importance of the employees’ health and general well-
being while ensuring that they remain motivated and purpose-filled in
their vocational journey. Among the work-life balance initiatives and
programmes implemented to date are:
Koffee Talk Initiative
The Group’s Koffee Talk Initiative provides a platform for our non-
executive employees, the largest category of workers within the
Group, to voice their work-related issues and general concerns directly
to senior management and Group Human Resources. The biennial
programme also encourages our non-executive employees to interact
among themselves and the senior management in a comfortable
setting, devoid of the constraints of corporate hierarchy. All issues
raised during the Koffee Talk sessions are summarised and highlighted
during the following Town Hall sessions where senior management
will explain how each issue is being addressed, thus retaining our
employees’ faith in the process.
In 2016, we organised a Koffee Talk session to finalise the prior
year’s meeting minutes and actionable points. Key members of senior
management who were involved in the session included the Group
Managing Director and the Group’s Human Resources’ Senior General
Manager. With Koffee Talks being scheduled biennially, the next Koffee
Talk session will be organised in 2018.
Safety awareness campaigns, briefings and the
adoption of best practices
Employee engagement activities such as
teambuilding and mentoring
Improved employee retention and satisfaction
through job rotation, right fit, enhancement,
empowerment and employee inclusion
Special programmes that help employees
understand common goals, share a passion for
success and take pride in their work
Awareness of major diseases, recognising
health symptoms, joining support groups,
understanding healthy eating habits and
the importance of exercising
Managing workloads and deadlines to avoid
burn-out by adopting flexi-hours, managing leave
utilisation and taking time to recuperate or indulge
in meaningful hobbies
Celebrating staff birthdays in office
Aerobic and Zumba sessions
The implementation of a Work-Life Balance Policy
which endorses flexible working hours, part-time
employment and the payment of an additional
RM300 to employees to cover their health and
lifestyle costs which include topping up their
Out-Patient Entitlement
Board of Directors and Senior Management Strategic Retreat
Our Board of Directors came together to discuss our current operating
status and to strategise for the future, during our annual Board of
Directors and Management Strategic Retreat on 11 September 2017
at Casa Del Rio Melaka Hotel, Malacca. Five members of the Board
were involved, which represented 71.42% attendance. During the
offsite retreat, presentations from each Head of Division and key Head
Office Departments covering their current operations, future plans
and challenges were reviewed. Our Group Executive Director and
Group Managing Director also made presentations that focused on
big picture issues and CMS’ overall strategic direction, challenges and
opportunities.
In a similar fashion, we conducted our annual Senior Management
Strategic Retreat which saw 21 senior managers gather on
11-13 September 2017 at Casa Del Rio Melaka Hotel, Malacca.
32 members of senior management were involved, which equates
to 94% attendance. The retreats serve to improve synergy, increase
collaboration and instil a sense of common purpose among the Group’s
leaders.
Social: Labour Practices and Decent Work