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Cahya Mata Sarawak Berhad
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OurCMS
Blog
OurCMS
Blog is the Group’s in-house blog covering all events, corporate
news and feature stories about CMS. The objective of the blog is to serve
as an easily accessible and comprehensive source of information for our
employees all over Sarawak.
Other Forms of Engagement
Other forms of employee engagement occur regularly throughout
the year. In 2016, engagement activities included regular Head
Office Departments and Business Divisions operational meetings,
memorandum, notices, intranet updates, circulars, workers’ gatherings,
office lunches, dinners and company outings.
PERFORMANCE MANAGEMENT
To ensure optimum performance across all our Divisions, the Group
employs a performance management system which aligns our employees
work targets with CMS’ goals, direction and business objectives that will
directly impact theGroup’s performance. As incentives for our employees,
the system features a reward system that awards performance contract
payments or bonuses when one of the Group’s goals is achieved.
CMS’ KPI System
At CMS, our Key Performance Indicator (KPI) system comprises five main
components:
The KPI system is emphasised Group-wide, with all KPIs for senior
management tabled to the Nomination & Remuneration Committee. For
employees at the managerial level and above, the financial component
comprises 60% of their total KPI; meanwhile the critical priorities
component comprises at least 45% of the total KPI for employees at the
executive level and below.
All Sustainability Key Performance Indicators undertaken by Divisions
and the Group Human Resources Department take a holistic approach
covering:
Financial
Business
Process
Critical
Priorities
Personal
Development
Demerits
Covering financial performance in the
relevant mix according to grade, role
and location of the Group, Business
Division, Business Unit or Head Office
Covering the individual’s key process
issues
Covering thekeypersonal performance
contributions of that employee
Covering the number of training
programmes (conducted and/
or received) and Corporate Social
Responsibilities hours
Covering matters such as the death or
permanent disablement of a colleague
or failure to highlight risks
The KPI results for the financial year are finalised in the first quarter of
the following year. Rewards payments are directly linked to these total
performance results.
KPI System Scoring Methodology
Score
Achievement
Weightage
Stretched
Outstanding
110% of the KPI item
On-Target
Exceeds Expectation 100% of the KPI item
Threshold
Meets Expectation
90% of the KPI item
Management Performance Assessment (MPA)
The MPA complements the KPIs and is an evaluation of the employees’
behavioural competency in delivering their work performance. The
assessment also considers employees’ additional responsibilities and
work initiatives.
It determines the salary increment of employees. In the event an
employee fails to achieve a minimumMPA rating of ‘Meets Expectations’,
salary increases or bonuses are not considered for that particular year.
Sustainability KPI
In 2015, CMS introduced its own Sustainability Key Performance
Indicator (SKPI) with the aim of managing our long-term environmental
performance and eventually improving our business operations. Each
Business Division was required to select and to undertake relevant
environmental targets for 2017. These targets could relate to materials
management, energy management, water management, waste
management, air emissions control and biodiversity. All SKPIs for 2017
were decided between the Head of Divisions and Group Managing
Director, Dato’ Richard Curtis as part of the annual KPI setting process.
Economic
(financial
performance)
Environment
(tree planting/
air quality/
recycling)
Social
(Corporate Social
Responsibility)
Long Service Awards
Length of
Service
(Years)
Cash Value of Award (RM)
Long Service
Leave
(Working Days)
2015
2016
10 years
3,000
3,000
2
15 years
3,500
3,500
3
20 years
4,000
4,000
4
25 years
4,500
6,000
5
30 years
5,000
8,000
6
35 years
5,500
10,000
7
Social: Labour Practices and Decent Work