STRICTLY PRIVATE & CONFIDENTIAL 51 Culture & Communications Approach UEMS Culture & Comms Voice of CHIEFs (VOC) Internal Comms: Marketplace, Yammer/Viva, Engagement Guide Wellbeing CWP: CHIEF Wellness Programme • Wellbeing Platform (Naluri) for Wellness support • Counseling session (professional psychologist) • Digital Coaching • Bi-weekly Health Webinar • Health Screening A comprehensive programme that will empower employees to take charge of their overall health and wellbeing. Engagement Initiatives and programmes to align on UEM Sunrise Belief System and companywide communications Alignment Collaborations • CHIEF SUKANEKA • People Open Day • Sports Club • Art by CHIEFs Main thrust to align Culture across the organisation to live out CHIEF Values with focus on top management to drive Culture Recognition Festivities • CNY Walkabout • International Women’s Day • Ramadhan distribution • Raya Open House • Merdeka/Malaysia Day • Deepavali Celebration • Christmas Initiatives to recognise employees who demonstrate CHIEF Values and encourage initiatives to influence CHIEF Culture CRP: CHIEF Recognition Programme • CHIEF Recognition Cards • CHIEF Birthday Cards • CHIEF Most Hebat Leadership: • CHIEF Torch Bearer • CHIEF Chat with C-suites • Townhalls (Strategy) • Senior Management Dialogues CHIEF Champions (CC)
STRICTLY PRIVATE & CONFIDENTIAL 52 What is our UEM Sunrise Culture? • Employees who believe in our vision, mission and values • Employees who demonstrate our core competencies, CHIEF values and Live with Integrity • Employees who adopt the UEMS High Growth Culture - Growth Mindset, Organisational Trust, Development Culture • Engaged collaborators What we hope to build • Lack of opportunity to demonstrate the ideal behaviors in the workplace • New joiners and current CHIEFs who have yet to buy in to our new ways of working and culture that we want to build • Limited budgets to run activities Our current challenges • Introduced UEM Sunrise High Growth Culture, CHIEF Values and UEMS Belief System • Collaboration efforts to drive internal and external CHIEF Programmes (i.e. CHIEF Recognition Programme, CHIEF Torch Bearer Programme, CHIEF Chats, etc.) • In-house curation of Teambuilding session for CHIEFs to learn about being Agile, Business Savvy and Connecting with other CHIEFs What we have done What we will continue doing CHIEF • Align new management team on expectations of the UEM Sunrise Culture • Continue to build communications on the UEM Sunrise Belief System (alignment workshops, leaders communication) • Drive the WHY we are doing this and WHAT’s IN IT FOR ME messages • Improve and create more awareness on building our leaders and awareness on our belief system • Drive key CHIEF Programmes • Drive collaboration and hybrid engagement efforts
STRICTLY PRIVATE & CONFIDENTIAL 53 • Integrity + Competence + Benevolence = Trustworthiness • Increased trust leads to willingness for vulnerability and risk-taking • The opposite of Fixed Mindset • Success is based on closing achievement gaps • Learning comes from failure • Hard work, learning, training and doggedness • Decrying employees’ “second job” in many organizations – covering weaknesses, trying to look their best, managing other people’s impressions of them • A New Way of Being at Work – support of people development woven into daily fabric of working life • Stretching everyone in the organisation everyday HIGH GROWTH CULTURE Organizational Trust *Meyer et. al. (1995 - 2007) Growth Mindset *Dweck, C. (1999-2017) Developmental Cultures *Kegan, R. & Lahey, L. (2009 - 2016) High Growth Culture *Schwartz, T. (2017), HBR • Safe environment by leader's role-modelling vulnerability and personal accountability • Continuous learning (inquiry, curiosity, transparency) • Continuous feedback (up, down, across the organization) – shared commitment to help each other grow and get better UEMS High Growth Culture
STRICTLY PRIVATE & CONFIDENTIAL 54 Home of CHIEFs Portal What are you looking for? • Policies / SOP / Integrated Management System • List of Panel Clinics • Meeting Rooms Booking • ICT Equipment Booking • Company Vehicle Booking • Discretionary Authority Limits (DAL) • Information Directory • Corporate Updates • Company Calendar / Events • Announcements - People, new projects launching, etc. UEMS Phone Directory (Central Region & Southern Region) Includes faxes and addresses; etc. People & Culture Information Policies, Guidelines & Forms, Staff Benefits, Learning & Development, KPIs…and lots more. All information is available on our employee portal at https://uemsgrp.sharepoint.com/sites/CHIEFs
STRICTLY PRIVATE & CONFIDENTIAL 55 Contact Info - Culture Danielle Teh Sim Sim COE / People Business Partner (LC) [email protected] Wan Noor Bazlin Wan Salim Executive, People & Culture (LC) [email protected] Jared Chan Weng Keen COE / Senior People Business Partner (LC) [email protected]
STRICTLY PRIVATE & CONFIDENTIAL STRICTLY PRIVATE & CONFIDENTIAL Talent Management
STRICTLY PRIVATE & CONFIDENTIAL 57 UEM Sunrise Talent & Succession Overview Our Intend Our gameplan High performing AND High potential CHIEFs Right people in the right role at the right time with the right capabilities Build sustainable talent pipeline and improve bench-strength through developing our talent & succession pool with technical, leadership, digital, commercial, and entrepreneurial capabilities. Talent @ UEM Sunrise?
STRICTLY PRIVATE & CONFIDENTIAL 58 Evolution Talent & Succession Management Journey at UEMS 2018-2021 • Development of Talent Philosophy, Strategy & Framework • Talent Pipeline Framework and Strategy development • Identify and develop Critical Talent Development Programmes • Establish UEMS Talent Council • Define critical positions – business and operation critical • Assessed employees based on UEM Group talent identification process • 360 assessments for PTLs and C-suites 2022eamp talent identification process ( • Revamp talent identification process (including tools, talent database) • Develop Talent process flow and DE&I policy • Design and implement revised talent assessment approach • Introduce companywide Feedback assessment • Review talent and succession pool • Design robust talent retention programme (development and rewards) • Nominee Director’s development and assessment • Talent and Succession Management awareness 2023 Onwards • Review effectiveness of development intervention and make appropriate amendments • Develop and Implement Talent Development & Talent Engagement programmes to talent pipeline • Introduce Talent Management System • Develop and implement a structured mentoring programme across the Group • Career Development • Continue suite of intervention development for successor track and fast track programme as well as selection of training vendor 1 Establish 2 Review & Align 3 Enhance
STRICTLY PRIVATE & CONFIDENTIAL 59 UEM Sunrise Talent & Succession Management Cycle Identify • Identification and Validation by HOD after performance final calibration • Employee Value Proposition • Opportunity for Development & Growth • Endorsement at PSC,NRC & Board Retain • Differentiated Rewards for High Performers • Competitive Total Rewards • Short Term Incentives (Bonus) - Market Competitive Salary (based on Industry) • Succession Management • Employee Engagement Activities Develop • Talent Assessments • Career Management • Individual Development Plan • Mentoring • Talent Development Programmes • Targeted/Customised Programmes • LinkedIn Learning Perform • Growth Mindset • Differentiate High Performers (Calibration) • Stretched Assignments • Rewards for Performance 1 2 3 4
STRICTLY PRIVATE & CONFIDENTIAL 60 UEMS Talent & Succession Management Approach Outcome Assessment based on: Deliberation and validation with HODs, PSC & NRC Discussions on: • Potential • Development • Mobility • Capacity • Capability Successor Identification Successor Validation Successor Pool Management Tracking and monitoring of: • Talent Movement • Talent Development: - IDP Development - Closing of gaps through Education, Exposure, Experience - 360˚ Feedback assessment Identification of: • Critical positions - Business Critical Positions - Function Critical Positions • Successors - Discussions with current Critical Position incumbent and HOD Conduct Succession Readiness Assessment (SRA) Talent Identification Talent Validation Talent Pool Management Tracking and monitoring of: • Successor Movement • Successor’s Development: - IDP Development - Closing of gaps through Education, Exposure, Experience Continuous updating of Critical Positions based on business needs Deliberation and validation at PSC & NRC Discussions on: • Readiness level • Development • Mobility • Capacity • Capability Talents Successors UE2 & above UE5 & above Individuals who demonstrate superior performance and potential in progressing faster than others Individuals who are identified to be capable of taking on a critical position in the future • Filter 1 - Performance (Average PMS) • Filter 2 - Talent assessment criteria ▪ Engaged Successor/Talent Pool ▪ Focused development interventions ▪ Accelerated progression ▪ Ready for future roles ▪ Build Strong Leadership Pipeline ▪ Increase bench-strength Organisation
STRICTLY PRIVATE & CONFIDENTIAL 61 Talents are our High Performers and High Potentials within the organization UEM Sunrise CHIEF All Star Team (CAST) High Performer High Potential High Potential ▪ A measure of past and present capability ▪ Primarily identified through the performance management system ▪ Demonstrate competencies, behaviors at levels which are expected at current grade level ▪ Perform on goals and targets which, are set based on current role and responsibilities High Performer • A measure of future capability • Primarily identified through a talent management process • Demonstrate competencies, behaviors at proficiency levels beyond current grade level • Ability to perform on stretch assignments and take on responsibilities beyond current role (scope, scale & complexity) High Potential Aspiration One’s desire to Grow/ Contribute at Higher Level Engagement One’s emotional commitment to the organisation Ability One’s ability to perform at a higher level • Performance - An average Performance Score of 3 years • Potential - Psychometric Assessment - HOD’s nomination - 360 Feedback UEM Sunrise TALENT & UEMS identify talents based on high performance AND high potential employees who can make significant contributions to the current and future performance of the company.
STRICTLY PRIVATE & CONFIDENTIAL 62 Development Journey & Career Growth Talent Development Journey Talent Filter/Assessment Talent Identification 3yrs performance, Psychometric Assessment & 360 feedback Categorisation for targeted development & recognition & HOD’s nomination Individual Development Plans Plans to close competency gaps Coaching & Mentoring On-the-Job Learning Learning from developmental relationships and continuous feedback Knowledge from challenging experiences and assignments Online Learning Learning access -anytime and anywhere Talent Programme Talent Engagement Identified development programmes to close gaps Networking opportunities to build business acumen and cross functional relationships Performance Review Performance evaluation Talent Development Progression and Succession
STRICTLY PRIVATE & CONFIDENTIAL 63 Involvement across all levels Roles & Responsibilities ❑ Steer, align, review and discuss People & Talent Matters • Talent Needs & Requirements • Talent Framework and Identification • Talent Rewards and Retention • Talent Development • Talent Engagement • Coaching & Mentoring ❑ What is the best development intervention for the talent pool? • Education • Experience • Exposure ❑ Coach, Mentor and support employee’s development • Is there sufficient opportunity for the talents to remain in UEMS? • Are their career and personal aspirations aligned? • Are there performance inhibitors? • Is there a risk of losing the talent? • Push/pull factors • How do we continuously engage the talent? • Coaching & Mentoring ❑ UEMS Talent Framework, Processes, Policy, Guidelines & Tools • Critical Positions (CP) and Succession Planning review • Development Programmes & Retention Schemes • Derailment / Engagement Strategy/ Risk of Loss ❑ Own career development plans ❑ CHIEFS are expected to demonstrate superior performance with minimum 3 consecutive years of Performance Score CHIEFS ❑ Insights review and endorsement on the framework, guideline & Policy ❑ Talent List and Succession readiness ❑ Coaching & Mentoring ❑ Own career development plans ❑ Participation and involvement in key projects ❑ Participation in engagement activities ❑ Fast Track Career Progression ❑ Focused Learning & Development Interventions P&C @ Talent Management People Steering Committee NRC & Board HOD & Line Managers TALENT
STRICTLY PRIVATE & CONFIDENTIAL 64 Contact Info – Talent Management Rohayawati Mohd Zain COE / Senior People Business Partner (TATM) [email protected] Kalaivani Selvaraj COE / People Business Partner (TATM) [email protected] Syarifah Anith Adila Syed Rozhan Executive, People & Culture (TATM) [email protected]
STRICTLY PRIVATE & CONFIDENTIAL STRICTLY PRIVATE & CONFIDENTIAL Rewards & Benefits
STRICTLY PRIVATE & CONFIDENTIAL 66 UEM Sunrise Rewards Philosophy “Pay competitively” against the market “Pay for Performance” which rewards for both the Employee’s performance and the Company’s performance. Total rewards spend is to be self-funded by the increased financial performance of the company, and the strength of its cash position vis-à-vis other payments Payout quantum should incorporate the financial sustainability and the Company’s growth prospect Reward programs are to attract, retain and motivate employees to behave in alignment to the Company’s strategic goals and direction. External Influences Economic | Labor Market | Cultural Norms| Regulatory Business Strategy | Organizational Culture Total Rewards Strategy Compensation Benefits Personal Growth Work Environment Organization Performance and Results Employee Experience and Engagement Motivate Engage Retain Attract Human Resources Strategy 1 2 3 4 5
STRICTLY PRIVATE & CONFIDENTIAL 67 Multiple factors are taken into consideration when determining employee’s rewards How are your Rewards determined? PERSON MARKET JOB • KRA / KPI • Objectives • Workplan PMS JOB GRADE • Job Analysis • Job Description • Job Evaluation Performance Appraisal / Ratings Pay Survey Benchmarking Pay Scale PAY POLICY MARKET MARKET JOB PERSON
STRICTLY PRIVATE & CONFIDENTIAL 68 Company Vehicle Scheme Environmental Wellness Public Transport Handphone Uniform Driver Emotional Wellness Corporate Club Membership Personal Club Membership Leave Leave Passage Employee Welfare Financial Wellness Salary Increment SOCSO EIS Insurance Allowances LHDN Exam Fees Loan & Interest Subsidy Professional Membership Bonus Portable Medical Plan Medical Benefit Physical Wellness PRS EPF Retirement Readiness UEMS Total Rewards Positioning & Offerings You can view details of benefits entitlement in our CHIEF Happiness Officer Handbook at Home of CHIEFs - CHIEF Happiness Officer Handbook_Feb 2023.pdf (sharepoint.com)
STRICTLY PRIVATE & CONFIDENTIAL 69 Medical Outpatient Treatment Medical & Hospitalisation Benefits MiCare Card Can download from below MiCare MyMed A medical card will be issued to each member including registered dependents *(e-medical card is also available in MyMed app) The MiCARE medical card provides services on cashless basis ▪Hospital admission at the panel hospitals with issuance of GL2 ▪GP visitation at the panel clinic(s) ▪SP visitation at the panel specialist(s) with issuance of GL2 24-hour careline contact number is stated on medical card List of panel hospital(s)/specialist(s)/clinic(s) are available in MiCare website: https://eclaims.micaresvc.com 1Provided it is convinced that the illness/accident falls under the ambit of the certificate 2GL: Guarantee Letter
STRICTLY PRIVATE & CONFIDENTIAL 70 Hybrid Working Arrangement (HWA) You can view full details on HWA in our Hybrid Working Policy at Home of CHIEFs - Hybrid Working Policy 1 Oct 2022 - All Documents (sharepoint.com) Key Principles The HWA is a privilege, and not an entitlement hence the flexibility remains at the discretion of Management. Employees are expected to be working in office. However, they are allowed to apply for HWA based on their Div/Dept. operational suitability and approved by their HOD. Eligibility Confirmed and full-time employees (excluding intern and graduate trainee). Permissible by job scope/role based on HOD’s discretion except for some roles and job scopes that may not be suitable for flexibility e.g., frontliners. Terms and Conditions Employees with satisfactory performance and able to demonstrate that they are committed, dependable and able to work independently with minimal supervision. HODs are responsible to decide on the HWA schedules. Employees must always remain contactable and available during the working hours. HWA application will be ceased if it: • does not comply with business needs • affects the employee’s work performance or health • lack of compliance from the employee
STRICTLY PRIVATE & CONFIDENTIAL STRICTLY PRIVATE & CONFIDENTIAL Payroll Administration
STRICTLY PRIVATE & CONFIDENTIAL 72 Salary, Overtime & Claims Administration Monthly salary will be paid on the 25th of every month. Salary Overtime / Claims Validity Employees may submit overtime or claims for reimbursement together with the original relevant supporting documents / claims up until the 10th day of every month* Overtime & Claims must be submitted within Ninety (90) days validity period and after that will not be entertained. * According to the Employment (Limitation of Overtime Work) Regulations of 1980 the maximum overtime an employee can be required to work in a month is 104 hours.
STRICTLY PRIVATE & CONFIDENTIAL 73 Overtime Eligibility Non-Executive Executive Salary Below RM4K Salary Above RM4K Eligible to claim overtime Eligible to claim overtime Eligible to claim overtime RM15 per hour Eligible to claim meal allowance of RM20 per day (work beyond 3 hours)
STRICTLY PRIVATE & CONFIDENTIAL 74 Overtime Request Process Process and Sample Documentation - Overtime Related
STRICTLY PRIVATE & CONFIDENTIAL STRICTLY PRIVATE & CONFIDENTIAL Leave & Claims Management
STRICTLY PRIVATE & CONFIDENTIAL 76 Oracle Fusion System E- Leave Access to Home of CHIEFs https://uemsgrp.sharepoint.com/sites/CHIEFs or HCM Oracle System hcm.uemsunrise.com E- Leave • Log into Oracle and click on choose “Claim” module. • Any claims submitted via the Oracle HCM system that are not processed by the respective manager within 14 days of claim submission will be auto rejected by the system and you need to resubmit your claims in Oracle HCM system for approval.
STRICTLY PRIVATE & CONFIDENTIAL 77 How To Approve Staff Claim 1. 2. 3. 4. PeopleSoft Manager Guide_Approve Claim
STRICTLY PRIVATE & CONFIDENTIAL 78 Note : After 14 days all unapproved leave will be escalated to HOD How To Approve Staff Leave Application 2. 1. Shazreen Ramly [email protected] Fusion Manager Guide_Approve Leave Application.pdf
STRICTLY PRIVATE & CONFIDENTIAL 79 Employee Benefits & Entitlements CHIEF Happiness Officer Handbook You can view your benefits package and entitlements in our CHIEF Happiness Officer Handbook at https://uemsgrp.sharepoint.com/sites/CHIEFs
STRICTLY PRIVATE & CONFIDENTIAL 80 Contact Info – Rewards & Operational Excellence Shazreen Ramly Assistant Manager (ROE) [email protected] Mohd Fauzuli Bin Rahmat COE/People Business Partner (ROE) [email protected] Norazmanira Che Ismail Senior Executive (ROE) [email protected] Nurul Aina Jamaludin Executive (ROE) [email protected] Nor Azila Amir Senior Executive (ROE) [email protected]
STRICTLY PRIVATE & CONFIDENTIAL STRICTLY PRIVATE & CONFIDENTIAL Off-Boarding
STRICTLY PRIVATE & CONFIDENTIAL 82 Types of Termination Termination of employment is the end of an employment contract between a worker and the business that employs them. Termination can be voluntary or involuntary. Involuntary terminations are due to layoff, dismissal or the conclusion of “at will” employment agreements. In some cases, employers and employees mutually agree that employment will end. Voluntary Resignation End of a fixed-term contract Retirement Involuntary Termination of Probationers Retrenchment Dismissal Medical board out
STRICTLY PRIVATE & CONFIDENTIAL 83 Notice of Termination Notice of Termination Any notice of Termination of Service shall be made in writing and submitted in the Oracle HCM system in accordance with the Employee Terms and Conditions of Service Who How Fixed-Term Contract May be terminated by either party giving to the other notice in writing or payment of salary in lieu of such notice as stated in their contracts Permanent Employee Notice Period: UE5-UT6 : Three (3) months UE1 – UE4 : Two (2) months UN1 – UN5/ UNT1 – UNT4 : One (1)month May be terminated by either party giving to the other notice in writing or payment of salary in lieu Probationer Employee Notice Period: Four (4) weeks UE1- UT6 UN1 – UN5/ UNT1 – UNT4 May be terminated during the probationary period at any time by either party giving to the other notice in writing or payment of salary in lieu Important Notes • Any prorated unutilized leave is not encashable unless the employee is required to work by the Company due to work exigencies subject to the Management’s discretion. • Not allowed to apply for any no pay leave, except due to emergency reasons. The Company reserves the right to waive such notice as is required from the employee subject to management approval (DAL). Source Home of CHIEFs - CHIEF Happiness Officer Handbook_Feb 2023.pdf - All Documents (sharepoint.com)
STRICTLY PRIVATE & CONFIDENTIAL 84 Off-Boarding Process Item Process Responsibility Resignation Submission Employees submitted resignation letter in the Oracle HCM System Employee Approval of Resignation Approval in the Oracle Line Manager Acceptance of Staff Resignation • Notice Period of resignation • Official Last Day • Annual Leave Balance • Notice in lieu • Termination of Micare/benefits end of official last day Compensation & Benefits Exit Clearance Confirmation • Utilized/not utilized leave balance • Exit Clearance Calendar • Exit Clearance Form/Interview Talent Acquisition Notify P&C Team Update residential address and personal email address in Oracle System then email to [email protected] for future Employment Application form distribution Employee Routing Approval for direct reports HRBP will advise [email protected] on the routing approval HRBP Surrender all Company Assets/Properties • Handover company assets/properties • Deactivate employee account • Return parking card P&C Digital Service Desk Admin Incomplete exit clearance • Salary on hold due to incomplete handover Compensation & Benefits
STRICTLY PRIVATE & CONFIDENTIAL STRICTLY PRIVATE & CONFIDENTIAL Consequence Management
STRICTLY PRIVATE & CONFIDENTIAL 86 Poor Performance – Inability to perform work satisfactorily and/or up to required standard/expectation Performance Improvement Plan (PIP) PIP is to guide the Line Managers in managing employees whose work performance have been identified as below expectations or the required standards as set out by the Company. These employees are classified as non-Performers. Line Managers will need to initiate the process in consultation with People & Culture. To help the non-performer achieve performance within expectations of the company, specifically outlining areas of improvement and obtaining the commitment from the non-Performer to demonstrate performance of acceptable standards. OBJECTIVE “Non-Performer” shall be an employee who has been assigned an overall PMS score of 0.0%-49.9% (1 STAR) during the year-end performance review. ❖ Fails to perform minimum commitments of the job and clearly falls short of meeting expectations of what is required. ❖ Consistently underperforms and provides inadequate value to his/her team and the organization. ❖ Severe performance problem requiring immediate and marked improvement e.g., PIP. Additionally, a “Needs Improvement” which is an overall PMS score of 50.0%-64.90% (2 STARS) can also be exhibited in various ways. ❖ Inconsistent in achieving expected performance level and typically requires more supervision and guidance than necessary. ❖ Not reliable at times and needs improvement. ❖ Demonstrates behaviors that are not consistent with expectations. DEFINITION PIP - A Leader's Guide
STRICTLY PRIVATE & CONFIDENTIAL 87 Performance Improvement Plan Cycle Performance Monthly Monitoring Review • The Line Manager is required to conduct expectation setting session to discuss performance and improvement plan during PIP period. • In the event of no agreement set on the expectation by both parties, the HOD or the next in reporting line may exercise discretion to decide the final expectation. Final & Extension Performance Review • To discuss the non-Performer’s achievement for the whole PIP period as reviews of the following: ✓ 1st/2nd/3rd Review – Non-Performer on 3 months PIP period ✓ 1st/Mid/Final – Non-Performer on 6 months PIP period • The non-Performer could be extended for a 3-month period on the PIP if reasonable improvement is found, at the discretion of the Line Manager and next reporting in line. Performance Monthly Monitoring Review • Line Manager to access the nonPerformer’s monthly performance against the agreed improvement plan and provide assessment of whether the targets have been met or otherwise. • Line Manager and non-Performer must discuss and agree on the assessment at the end of each review. Mid Performance Improvement Review • Must be conducted by Line Manager in the presence of People & Culture upon completion of the first 3 months. • Line Manager to access the non-Performer’s actual performance against the agreed improvement plan for the past 3 months and provide assessment of whether the targets have been met or otherwise. • Line Manager and Non-Performer must discuss and agree on the assessment. 1 2 3 4
STRICTLY PRIVATE & CONFIDENTIAL 88 Performance Improvement Programme (PIP) Roles & Responsibility Providing guidance to Line Managers regarding the PIP process and its consequences. People & Culture Act as a custodian of the PIP process, including enrolment, setting of goals, evaluation and closing of the plan. Line Manager Be a proactive and committed participant in meeting set goal expectations and KPI achievement. Non-Performer Outcome of the PIP At the end of the PIP duration, the company may decide the following outcome; The determination of the outcome shall be conducted based on the company’s existing process and subject to the Discretionary Authority Limits (DAL). 02. Demotion from current designation; 03. Termination or; 04. Other reasonable remedy available 01. Discharge from PIP;
STRICTLY PRIVATE & CONFIDENTIAL 89 Any employee who commits misconduct of a breach of rules established by the Company, shall be subjected to disciplinary action Type of Misconduct Receive reports Conduct investigation preinquiry Requesting for an explanation/show cause If the answer is satisfactory, mete out punishment/no further action If no, Domestic Inquiry will be conducted Punishment/no further action TYPE OF MISCONDUCT MISCONDUCT relating to duty - Dishonesty, carelessness, insubordination, theft and breach of confidential information MISCONDUCT relating to discipline - Fighting, assault, gambling and sleeping on duty. MISCONDUCT relating to morality - Indecent act, sexual harassment and pornography PROCESS
STRICTLY PRIVATE & CONFIDENTIAL 90 Type of Punishment TYPE OF PUNISHMENT Dismissal without notice Downgrading Suspension without pay up to a maximum of 2 weeks Stoppage/withholding of increment Withholding of bonus Withholding of promotion Reduction of salary Written warning RIGHT TO APPEAL An employee who has been imposed a disciplinary action shall have the right to appeal in writing within thirty (30) days of the announcement of the decision
STRICTLY PRIVATE & CONFIDENTIAL 91 To provide mechanisms by which alleged violations of rights, rules or policies in the day-to-day operation may be resolved in an orderly and timely manner Grievance Procedures Tier 1 Immediate Supervisor / HOD / Head of Division(HODiv) Tier 2 People Business Partner Tier 3 Head, People & Culture Tier 4 Chief People Officer (CPO) Tier 5 Chief Executive Officer (CEO) Tier Level of Authority Grievance is a step by step process an employee must follow to get his or her complaint addressed satisfactorily. In this process, the formal (written) complaint moves from one level of authority to the next higher level. The procedures presented here outlines the attempt to provide mechanisms by which alleged violations of rights, rules or policies in the operation of and the services provided by UEMS may be resolved in an orderly and timely manner. Employees can escalate formal complaints (email to P&C) via the grievance procedure from one authority level to the next. If unresolved, grievances are escalated as follows: DEFINITION ESCALATION
STRICTLY PRIVATE & CONFIDENTIAL 92 Contact Info – Industrial Relations Nur Ezzah Mohamed Nor COE / People Business Partner (PMIR) [email protected] Azlinah Abd Aziz Executive, People Associates (PMIR) [email protected] A Dayu Hussin COE / Senior People Business Partner (PMIR) [email protected]
STRICTLY PRIVATE & CONFIDENTIAL STRICTLY PRIVATE & CONFIDENTIAL HCM Oracle System
STRICTLY PRIVATE & CONFIDENTIAL 94 HR Systems Architecture Absence Management Personal Details Learning Goal Management Performance Management Career Development Claims Org Management & Design Payroll Integration Payslip EA Form Recruiting** **Recently Launched *Launching soon Dashboard Infolet* Mobile App**
STRICTLY PRIVATE & CONFIDENTIAL 95 Contact Info – People Systems & Analytics Maswani Abdul Halim Head, People Systems & Analytics [email protected] Hariz Danial Rashdan Senior Executive, People Systems & Analytics [email protected] Mhd.Hendra Daismal Senior Executive, People Systems & Analytics [email protected] Nur Fatin Amira Ahmad Yusri Executive, People Systems & Analytics [email protected]
STRICTLY PRIVATE & CONFIDENTIAL STRICTLY PRIVATE & CONFIDENTIAL Reference
STRICTLY PRIVATE & CONFIDENTIAL Reach Out to your HRBP 97 Fauzuli Rahmat [email protected] Jared Chan [email protected] Peggy Lee [email protected] ➢ Directorate’s Office ➢ CEO’s Office Rohayawati Zain [email protected] ➢ Business Central ➢ People & Corporate Services Maswani [email protected] ➢ Internal Audit Nurlina Mydin [email protected] ➢ Development ➢ Business International ➢ Finance & Legal ➢ Marketing & Customer ➢ Digital & Incubation ➢ Procurement ➢ Company Secretarial Services Kavitha Vijiaretnam [email protected] Muzliani Umar Zay [email protected] Kalaivani Selvaraj [email protected] A Dayu Hussin [email protected] ➢ Strategy & Transformation ➢ Corporate Communications ➢ Business Southern ➢ Regional Open Space ➢ Strategic Stakeholders Mgmt ➢ Commercial ➢ Cahaya Jauhar ➢ QSHEC Nur Ezzah [email protected] ➢ Integrity, Governance, Risk & Compliance
STRICTLY PRIVATE & CONFIDENTIAL 98 https://forms.office.com/r/sXgXmPPXWK Feedback Admin Link (Editable)
STRICTLY PRIVATE & CONFIDENTIAL STRICTLY PRIVATE & CONFIDENTIAL Thank You