PROGRAM INTENSIVE i - eSPO & ESG REPORTING MALAYSIA PRODUCTIVITY CORPORATION Sustainability PERODUA DEALERS Practices E-BOOK
WhO is GPM GLOBAL? LIST OF CONTENT Founder of GPM® The Green Project Management GPM® Sustainability Awards GPM® Sustainability Awards Category The P5 Framework Sustainable Business Network Association Malaysia(SustNET) Sustainability Training, Assessment & Analysis Centre (SusTAAC) Objective and Mission SusTAAC Patron of SustNET Chairman of Malaysia GPM® Awards Founder & Team Leader Profile Perodua Dealers 1. ABI MOTOR SDN BHD 2. DC AUTO SERVICE SDN BHD 3. DUGA SAGA SDN BHD 4. DUGA SAGA SDN BHD 5. ERAZOOM SDN BHD 6. EXCELLENT DEAL (M) SDN BHD 7. JAHIM AUTO SDN BHD 8. JOHAN BEST SDN BHD 9. KJB AUTO SDN BHD 10.KM OTOMOBIL SDN BHD 11. KULAI SPEED AUTO SERVICES SDN BHD 12.LON G SETIA AUTO 13.MBM DISTRIBUTORS SDN BHD 14. NASROM (M) SDN BHD 15. OTOMOBIL SEJATI SDN BHD 16.OTOMOBIL SEPADU SDN BHD 17.OTOSTABIL SDN BHD 18.PK OTOMOBIL (M) SDN BHD 19.POPULAR PRESTIGE SDN BHD 20.POSH AUTO SDN BHD 21.PUSPA CANGGIH SDN BHD 22.REGAS MIRI SDN BHD 23. RODA JUARA SDN BHD 24.SIRI ETIKA SDN BHD Page Number I II III IV V- VI VII- IX X XI XII XIII XV XVI XVII 1-4 5-8 9-12 13-16 17-21 22-24 25-28 29-32 33-35 36-38 39-41 42-44 45-47 48-50 51-53 54-56 57-59 60-62 63-65 66-68 69-71 72-74 75-78 79-80
LIST OF CONTENT 25. SARINANI MOTORS SDN BHD 26. SIJORI AUTO SDN BHD 27. SUASASURIA SDN BHD 28. YAMUD AUTOMOBILE SDN BHD 29. YUSMANIDA AUTO SDN BHD Page Number 81-84 85-88 89-90 91-93 94-97
Formed in 2009, we are a global organization that advocates for sustainability in the SEUK Certified business for good badge Project profession. We help companies become more resilient, governments more efficient, and societies more robust while safeguarding our natural resources. Who are we: Founded in 2009, GPM is the global leader in sustainable project management practices. We have been instrumental in shaping sustainability as it relates to Portfolio, Program, and Project Management on a global scale. We advocate for the profession’s role in solving wide-scale challenges facing humanity. What we are: We are a social enterprise focusing on evolving the project profession through principled and value-based methods. From our multiple award-winning standards to our training, assessments, and certifications, our goal is to drive sustainable business by engaging in regenerative development projects that address the root cause of why sustainability problems persist. WHO IS GPM GLOBAL? GPM® (GREEN PROJECT MANAGEMENT) I
Dr. Joel Carboni, founder of GPM® (Green Project Management), brings over 25 years of diverse sustainability expertise. Holding a Ph.D. in Sustainable Development, he's globally recognized for pioneering educational methodologies and advocating for sustainable project management practices. As a visiting professor at Skema Business School, he nurtures future sustainability leaders. In consulting, Dr. Carboni focuses on aligning strategies with sustainable growth and profitability. Notably, he's credited with developing the P5 Standard and the first competence standard for sustainability leadership. His accolades include Sustainability Leader of the Year and International Game Changer of the Year. Committed to service and community, Dr. Carboni believes in collaborative efforts for meaningful, sustainable change. FOUNDER OF GPM® II II
The Green Project Management® (GPM®) Sustainability Awards, established in 2011, is a global initiative recognizing excellence in sustainable project management. Spanning 145 countries, the program awards achievements in categories such as Sustainable Project of the Year, Individual Sustainability, Student/Fundamentals, and Partner of the Year. Entries are judged based on adherence to the UN Global Compact, contribution to Sustainable Development Goals, and use of PRiSM methodology. The judging process, conducted by independent industry specialists, prioritizes substance over aesthetics. The awards highlight and celebrate the impact and relevance of sustainability in project success and development. THE GPM® SUSTAINABILITY AWARDS III III
Sustainable Project of the Year is bestowed upon a project manager or organization that exemplifies the impact and relevance of sustainability and project success. Sustainability Leadership for an individual for their efforts in advancing sustainability in project management. Student Award/ Fundamentals Award for a student enrolled in a tertiary (eg University or equivalent) Masters level course that incorporates Sustainable Project Management or Sustainability Practices or a GPM practitioner-level course. Partner of the Year Award for a GPM training partner, awarded for commitment to sustainable development and excellence in the delivery of GPM services. GPM® SUSTAINABILITY AWARDS CATEGORY IV IV
THE P5 FRAMEWORK V V
THE P5 FRAMEWORK The P5 framework is a holistic approach that considers multiple sustainable elements such as economic, social, and environmental factors influencing business sustainability. Integrating sustainable elements through the P5 framework (Product, Process, People, Planet, Prosperity) can provide uniqueness, cost savings, and risk reduction in business operations. The power of integrating sustainable elements is the intellectual property of entrepreneurs. The P5 is described as follows Product The product element in the P5 framework refers to the type of output produced by entrepreneurs, including the production of goods or services. Process To produce a product or service, entrepreneurs need to enhance efficiency, reduce waste and risks, and use methods that can add quality to products or services. People "People" involve engaging workers in sustainable practices, raising awareness of sustainability issues, and creating an organizational culture focused on social and environmental responsibility This element is also about advancing the careers and productivity of workers while maintaining high ethical standards. Planet "Planet" represents the environmental impact, such as the use of high-carbon-emitting fuels, waste production, the use of environmentally risky materials, and recycling practices. Prosperity "Prosperity" means the advantages that can be gained by managing finances wisely and planning sustainable business growth together with the community and business partners. This element also identifies opportunities for business development related to the green economy. By integrating all sustainable elements into the P5 framework, entrepreneurs can take a more comprehensive and integrated approach to sustainability. This enables them to conduct more effective operations, meet the increasing demands of customers regarding sustainability, reduce risks, and enhance their reputation as responsible entrepreneurs. Overall, the power of integration through the P5 framework is key to achieving sustainable success in business. VI VI
SUSTAINABLE BUSINESS NETWORK ASSOCIATION MALAYSIA (SUSTNET) vii A non-profit organization established in December 2016 with a focus on dynamically driving the United Nations ' 17 Sustainable Development Goals (SDGs) through various initiatives. Mission: To promote sustainable practices by providing projects, solutions, products, and services based on their award-winning 5Ps Framework: People, Planet, Product, Process, and Prosperity. Activities Awareness and Training: SustNET organizes workshops, training programs, and conferences to educate businesses and individuals about sustainability practices and the 5Ps Framework. Projects and Recognition Awards: They develop and implement sustainability projects, and host the Malaysia GPM Sustainability Awards to recognize and encourage sustainable business practices. Partnerships: SustNET collaborates with various organizations, including GPM Global (an accredited body for Green Project Management), to further their reach and impact.
Professional Recognition: They recognize and celebrate sustainability professionals who have made significant contributions to the field. SustNET offer membership for businesses and individuals who want to support their mission. SustNET plays a crucial role in promoting sustainability in Malaysia and beyond by engaging businesses, individuals, and other organizations through various initiatives. If you'd like to learn more about SustNET, you can visit their website at https://www.sustainable-business.net/ SUSTAINABLE BUSINESS NETWORK ASSOCIATION MALAYSIA vIii
SUSTNET ORGANIZATIONAL CHART IX
SUSTAINABILITY TRAINING, ASSESSMENT & ANALYSIS CENTRE (SUSTAAC) SusTAAC, which stands for Sustainability Training, Assessment & Analysis Centre, is dedicated to providing training, assessments, and analysis services to promote sustainability and environmental awareness. The mission is to equip individuals and businesses with the knowledge and tools needed to make informed decisions and take actions that benefit the environment and society as a whole. Through the training programmes and assessments, SusTAAC aims to foster a culture of sustainability and help organisations reduce their ecological footprint. We also provide analysis services to measure and evaluate the environmental impact of various initiatives and projects, enabling informed decision-making and continuous improvement in sustainability efforts. SusTAAC is committed to making a positive contribution towards a more sustainable and environmentally conscious future. X
OBJECTIVE To advance sustainability practices, inform evidence-based decision-making, and promote a holistic understanding of environmental, social, and economic sustainability by providing expert assessment, analysis, and advisory services. MISSION Assessment Excellence:Conducting rigorous and impartial assessments of sustainability practices and theirimpact on the environment and society. Data-Driven Insights: Utilizing cutting-edge analyticaltools and methodologies to generate actionable insights for organisations, governments, and communities. Promoting Sustainability: Advocating for sustainable practices and policies through research, education, and collaboration with stakeholders. Empowering Decision-Making: Providing decisionmakers with the knowledge and tools needed to make informed choices that balance economic prosperity, social equity, and environmental stewardship. Innovation and Research: Advancing sustainability knowledge through continuous research and innovation in assessmenttechniques, analytics, and sustainability solutions. XI
Tengku Amir Shah Ibni Sultan Sharafuddin Idris Shah, born on December 12, 1990, in San Francisco, USA, is the Crown Prince of Selangor. Educated at Alice Smith School and Wellington College, he pursued higher education at Leeds University, obtaining a Bachelor's degree in Ecology and Environmental Biology in 2014. Interested in the military, he underwent training at Kem Port Dickson and the Royal Military Academy in Sandhurst, completing in April 2016. Receiving a commission as a Lieutenant in PARAWOOD 8th Battalion of the Royal Ranger Regiment (RRD) and earning a foreign officer commission on July 19, 2016, Tengku Amir Shah is actively involved in youth associations and environmental initiatives. He is an avid cyclist, passionate about youth development, and serves as the royal patron for various charitable organizations, including Cheshire Home and the Raja Muda Selangor Foundation since 2003. As the heir to the Selangor throne, he was awarded the prestigious Darjah Kerabat Yang Amat DiHormati (D.K.) Selangor on December 11, 2016. Tengku Amir Shah also holds the titles Dato’ Seri (S.P.M.S.) and Dato’ Setia (S.S.I.S.) in recognition of his contributions and leadership in various spheres. Tengku Amir Shah Ibni Sultan Sharafuddin Idris Shah PATRON OF SUSTNET Tengku Amir Shah Ibni Sultan Sharafuddin Idris Shah XV
CHAIRMAN OF GPM® MALAYSIA AWARDS Ir. Ts. NOOR HISHAMYAHAYA XVI Ir. Ts. Hisham Yahaya had a total of 35 years of work experiences; working in the energy and oil & gas industries. He is the founder and managing director of Safe Asbestos Solutions Sdn Bhd; a company established in 2010 with the aim of managing asbestos abatement services in Malaysia and within the region. His company has been certified as a Green PROJECT in the management of asbestoscontained materials removal and disposal works in-line with United Nation's Sustainable Development Goals (SDG-17) by GPM Global, USA. As the Owner and Managing Director of Lindenwood Consult Sdn Bhd since October 2015, located in Port Dickson, Negeri Sembilan, Malaysia,he bring over 8 years of experience in facilitating National Occupational Skills Standards (NOSS), serving as a Green PROJECT Management (GPM) consultant and assessor, and specializing in business improvement consultancy for the Oil and Gas sector. Additionally, he hold expertise as an asbestos consultant and contractor. In early 2020, he received his certification as a Green PROJECT Manager (GPM-bTM) as well as a Registered Consultant & Assessor (RCA) in Green PROJECT Management by GPM Global, USA.
Ts. Dr. Norsaidatul Akmar Mazelan has an impressive array of qualifications, including a PhD in Strategic Management from the University of Hull, UK, an MBA from the University of Evansville, USA, and a BSc in Mathematics from the University of Malaya. She is a Certified Green Project Manager (GPM-B) and a Registered Consultant and Assessor (RCA) from GPM Global, where she is also recognized as a GPM Global Ambassador. With over 30 years of experience, Dr. Norsaidatul Akmar Mazelan has held senior management positions in various industries, including banking and financial services, oil and gas, information technology, engineering and professional services. Her main expertise lies in sustainability and ESG consulting. She has a strong track record in developing and implementing sustainability strategies, conducting ESG assessments, and advising companies on ESG reporting frameworks such as GRI and SASB. In her capacity as GPM's Global Ambassador, Dr. Norsaudatul Akmar Mazelan is a leading representative of the organization, actively promoting sustainable development practices in the business community. She also provides training and guidance to individuals and organizations looking to improve their sustainability efforts. Her impressive track record includes successfully guiding numerous companies from various industries to improve their ESG performance and achieve their sustainability objectives. She has been instrumental in formulating and implementing sustainability strategies for the company, resulting in significant improvements in environmental, social and governance outcomes. FOUNDER & TEAM LEADER Ts. Dr. Norsaidatul Akmar Mazelan XVII
PERODUA DEALERS E-SHARED PROSPERITY PROGRAM for
ABI MOTOR SDN BHD E-SHARED PROSPERITY PROGRAM for
Abi Motors Sdn Bhd – type (1+2S) Location – Ipoh (Workshop, Bercham), (Showroom, Greentown) Management team Number of manpower (22SR + 13WS) Abi Motors Sdn Bhd – type (1+2S) LESSON LEARNED 1.What lesson learnt from the session? Examples: Understand the importance of PLWS - Providing incentive helps to increase productivity & quality of service, be it from sales/service representative Understand about the roles of Project Manager and Product Manager - Having the involvement of team members to assist in facilitating the role of being Product Manager to serve best possible customer experience Identified Strength and Weaknesses of company Strength: Strong foundation due to many years of service in the same industry & with the support of Perodua HQ in providing guidelines to retain its quality Weakness: Not to adaptable with changes as technology slowly take place and enhance general lifestyle Introduced new incentive structure to boost staff productivity - Sales dept: more involvement in the usage of soc-med to enhance connectivity and relatedness with the society COMPANY INTRODUCTION 02
RESULTS b e fo r e aft erDue to sales and service dept operate at separate building/location, miscommunication between both dept vs customerrequest/expectation does occur ever now and then. Working staffs waiting fortop management direction causing delay before answering to customer/providing solution. Diffusion ofresponsibility–any unexpected issues is to be put on hold untilthe managerial position staffis presentto answer and solve the issue. Service staff being calculative in producing efficient workload towards attending daily service intakes, not maximizing number of customers attended within a day Sales staff are nottoo eagerin engaging towards marketing efforts, especially in the social media segment. Whatsapp group of both Service/Sales dept created in orderto have constant/clear communication to both parties atthe same time (Quick fix) To set up a 3s unit building (both sales and service together) for a better quality of coordination, which greatly enhance customer experience (Long term fix) Weekly group discussion for every staffs to share issues and ideas of solutions within one another, before finalizing with mutually agreed solution. Top managementto be understanding whatthe staffs are preferred in handling, and having the mutually agreed solution, makes it easierfor everyone to be involved in the responsibility towards enhancing the company reputation Productivity incentive given to service staff(service advisor & mechanic) Incentive is provided if: Time taken to prepare and close repair order of customeris < 5 minute (SA) Repairjob is done fasterthan suggested timeline (40 minor, 90 major) (Mechanic) Subsidy to be given for SA who actively promote social media marketing (SA to produce invoice and promotional post sample as proof) 03
VISION to serve, to provide, to deliver, to sustain MISSION to constantly remain relevant in the automotive industry with never-ending improvement and changes forthe betterment CONCLUSION Changes in life is inevitable, be it by own intuitive, orfactored by external sources in orderto stay competitive,relevant and beneficialto all parties. Openness to experience is very detrimentalto remain acceptable not only within own staff members, as well as catering to customer expectations Tough moment does notlast, buttough people do. 04
DC AUTO SERVICE SDN BHD E-SHARED PROSPERITY PROGRAM for
COMPANY INTRODUCTION LOT B3A-B7, KAWASAN PERINDUSTRIAN BATU CAVES UTARA, 68100 BATUCAVES NO. 37, JALAN SIBU 17, TAMAN WAHYU, 61800, KUALA LUMPUR 55 NUMBERS OF MANPOWER 06
The importance of Productivity Link Wage System towards achieving sustainability of the organization workforce Reflecting on the Strength and the Weaknesses of the organization which is the first step towards improvement. Familiarize with the concept of ESG (Environment, Social, & Governance) and SDGs (Sustainable Development Goals) Introduced structured incentive schemes with the aim to boost productivity and morale LESSON LEARNED APPRECIATION DC Auto Services Sdn Bhd would also like to extend our heartfelt appreciation, firstly to Perodua for choosing us to be part of the program for us to further improve our operations towards sustainability. Last but not least, a warm thank you to Ts. Dr.Norsaidatul Akmar Mazelan for the guidance during the sessions with us which has helped guide us in not only understanding what PLWS is, but also to implement it in our daily operations. 07
Sales Advisor’s make order’s for Gear Up without proper systematic method resulting in delivery and installation of gear up are delayed resulting in delay in delivery to customer. This is due to no specific designated Project Manager identified to be the liaison between Sales and Service. Sales Advisor’s are focus only on Closing Sales and delivering cars to customers but do not have extra initiative to ensure disbursement from banks resulting in payment to company. before By identifying our Admin Executive as the focal communication point between Sales and Service, target is to improve ordering and delivery of Gear Up accessories and should directly improve delivery time to customer. To improve disbursement, we provide ‘extra’ incentives for Sales Advisor’s to ensure disbursement from banks are timely. after RESULTS CONCLUSION Our organization now sees the importance of PLWS and how it greatly improves the team morale and motivation. Not everything is about dollar and cents, but also recognition of tasks that are previously not considered important. The organization also will continue to adapt the concept of ESG in our strategic thinking and our business plans. 08
DUGA SAGA SDN BHD E-SHARED PROSPERITY PROGRAM for
PLWS SUSTAINABILITY PROJECT MANAGER AND PRODUCT MANAGER COMPANY INTRODUCTION DUGA SAGA SDN BHD (1S) Ipoh, Perak LESSON LEARNED The importance Effect of PLWS on our company Benefit that will receive for both parties Awareness among us in the company Company planning to create sustainability Importance of sustainability to our stakeholders Differentiation between project manager and product manager Ways to implement How it can increase the productivity 10
PROJECT – PLWS (SALES TEAM) PROJECT – PLWS (ADMINISTRATION TEAM) PROJECT – SUSTAINABILITY LESSON LEARNT The importance Effect of PLWS on our company Benefit that will receive for both parties Awareness among us in the company Company planning to create sustainability Importance of sustainability to our stakeholders Differentiation between project manager and product manager Ways to implement How it can increase the productivity RESULTS PROJECT – PLWS (ADMINISTRATION TEAM) Financial stability (HP Disbursement) Sometimes we facing financial constrains during high target b e fo r e a ft e Incentive to admin team is r same during high or low target Long time taken for HP disbursement Project manager: Zalini Product manager: Wahidah Incentive increase base on the monthly target Start in early July EXPECTED RESULT Increase admin productivity and motivation Achieve target Financial will be more stable Increase of profit PROJECT – SUSTAINABILITY Control electricity consumption Priorities to buy lowest electric consumption Saving from this project will use for CSR EXPECTED RESULT Project manager: Zarah Continuous plan to reduce electricity Create awareness among all staff Lowest saving estimated is RM100 per month Accumulated saving will be used to do CSR 11
The success of a company is not only dependents on management. Employees who are competitive and productive help the company's success. Employees who put in more effort and always try to increase productivity need to be appreciated with a good reward. The company’s success also need to be shared with others. Awareness about the environment needs to be supported together CONCLUSION APPRECIATION Firman Allah SWT didalam surah al-Rum ayat ke 41 yang bermaksud “Telah timbul pelbagai kerosakan dan bala bencana di darat dan di laut dengan sebab apa yang telah dilakukan oleh tangan manusia, (timbulnya yang demikian) kerana Allah hendak merasakan mereka sebahagian daripada balasan perbuatan-perbuatan buruk yang mereka lakukan supaya mereka kembali (insaf dan bertaubat).” We would like to thank Perodua and MPC for choosing us to participate in this program. Thanks also to Dr Norsaidatul Akmar Mazelan for guidance and helping us in carrying out this task. Hopefully we can take all the useful input to be applied at Duga Saga Sdn Bhd. We would like to suggest all Perodua outlets to get opportunity to participate in this MPC program to create awareness. 12
ERAZOOM SDN BHD E-SHARED PROSPERITY PROGRAM for
PLWS COMPANY INTRODUCTION LESSON LEARNED P5 Strength & weakness Located at Ground & 1st Floor, Lot 350 & 351 Satok Parade, Jalan Satok 93400 Kuching, Sarawak 29 Staffs Rizal Bin Ayupp Dino (Manager) Fariz Salleh Bin Mohamad Ali (Managing Director) Jaliha Binti Mohamad Nor Malinda Binti Ahmad Mulana To provide customer with quality car and excellence after sale service To be renowned and trusted Bumiputera car dealer in our community VISION MISSION ESG & SDG Employees’ productivity and performance can be improved through PLWS Understand the application of P5, People, Product, Process, Planet, Prosperity Understand on ESG (Environment, Social, & Governance) practises and SDGs (Sustainable Development Goals) Identifying the strengths and weaknesses of a company is the first step to solving them 14
Incentive Product Manager Cause-effect PLWS Project Manager Among the key roles of Product Manager : Develop a product featuring requirements and desired user experience Overseeing product strategy Pricing Analyzing data on consumer or clients LESSON LEARNED Among the key roles of Project Manager: Making a project into reality Execute by managing team Building trust with clients Come out with project plan Deliver outcome on time Introducing new incentive structure to boost staff productivity Recycle Bin Project : creating awareness on the importance of recycling among team member, 1. Half day unrecorded leave : unrecorded half-day leave to back office/support team for the extended working hours during month end. 2. The cause-effect of PLWS and ESG to be monitored on the big picture on sustainability towards the company 15
FUTURE INCENTIVE INCENTIVE BASED PROJECT CONCLUSIONLack of awareness among the staff on the importance of environmental issue such as global warming. b e fo r e a ft e r Recycle Project Manager : Nur Rasheeqa Bt Azhar Start with small & immediate initiative by preparing recycle bin to inculcate good practice among team member in our part to save the planet Doing so manage to create awareness on the impact of small changes towards climate change (rubbish bin) before No incentive for completed task beyond working hours especially during end of the month ie. Admin/Back Office staff after Proposed for incentive based reward ie. unrecorded half-day / 1 day leave Monetary reward ie. quarterly incentive if the outlet meeting the monthly target The importance of PLWS & P5 to the company and staff Productivity Linked Wage System establish a closer link between wages and productivity/performance ie. sales people and back office/support team ; The application of P5 is basically quite new to our team as most accustomed to P3 which is “People, Product & Process”. With the recent training conducted we realise that business is not solely about making profit but now are more aware on the importance of additional two P ie. “Planet” & “Prosperity The impact of ESG & SGD Environmental Social & Governance is non-financial performance indicator which include ethical, sustainable and corporate governance to measure the company which used by FIs/investors ; Sustainable Development Goals are the world’s shared plan to end extreme poverty, reduce inequality and protect the planet by 2030. Out of 17 goals highlighted, we focus on the 4 key initiatives which is : Good health and well being Gender equality Clean water i.e Coway Affordable and clean energy i.e energy saving aircond and LED bulb 16
EXCELLENT DEAL (M) SDN BHD E-SHARED PROSPERITY PROGRAM for
COMPANY INTRODUCTION VISION MISSION We aim to be one of the market leaders in the automotive industry for Perodua cars. We are committed to meeting our customers' needs and providing excellent services. We prioritize the wellbeing and professional development of our employees and also strive to create more job opportunities. We drive a clear strategy for sustainable and profitable growth, continuously enhancing our market awareness. Excellent Deal (m) Sdn Bhd is a 3S Kajang Authorized Perodua Car dealership that started its business in 1995 in Kajang as a 1S dealership. We have now expanded our business to a 3S dealership as of November 2021. We offer an extensive range of services including sales, service, and spare parts for all of our customers. Excellent Deal (m) Sdn Bhd was awarded as the No. 1 Most Improved Dealer in Malaysia for the year 2022. The positive approach, determination, and vision of the Dealer Principal and the team have been the driving force behind our goal achievements. Owner : Fatimah Binti Rosli Director : Khairol Bin Arshad Sales Manager : Norul Syukri Rahmatullah Service Manager : Izza Azlinda No of Employee : 50 18
RESULTS before after Less activities for the company employees that creates bonding between Sales & Service department Lack of communication between Sales & Services. Annual insurance renewal was at a very low rate. Staff and PIC are not focusing on former customers, the focus is only on potential new customers. Leakages of renewals to other parties for Insurance. Data in the system was inaccurate Waste of time when CCE doing a follow up call to confirm /remind customer for car service Lack of communication in between Sales/Service Advisor and Admin staff No delegation of duty to monitor/audit the whole process Organize bowling tournament Upcoming team building event for all staff Sales and Service participation Create better communication between sales and service department employees. Create a Harmonious Workplace for all employees. Restructure incentive for Insurance renewal based on performance Increased Renewal 1H 2023 by 87% vs Last year Staff enjoy benefits and extra income base on total renewal Increase productivity and profitability Lead Kaizen Project – Mono Operation in between Sales & Service Appointed Project Manager and Group committee Project runs from Jul –Dec 2023 Theme : Preferred Service Centre & 1st service retention Our Current KPI 44% for PSC & 50% for 1st service retention KPI Target in 2023 increase to 60% for both KPI 19
LESSON LEARNED Under a Productivity-Linked Wage System, employees' compensation can be linked to various productivity indicators, such as output quantity, quality, efficiency, or performance targets. The purpose of this system is to incentivize and reward employees for their contributions to improving productivity within an organization. Project managers require a combination of technical skills, such as project planning and scheduling, as well as strong interpersonal and leadership skills to effectively manage teams and project. Implement and practicing 5P in our company Realize ESG (Environmental, Social, and Governance)its important to our company to evaluate the sustainability, ethical impact of an investment, business, and organization. Aware our business contribute to SDG (Sustainable Development Goals) Introduced new incentive scheme to boost staff productivity base on project Excellent Deal, as an Authorized 3S dealership, utilizes productivity calculations and wage linkage to drive employee performance and operational efficiency. We realized that PLWS (Performance-Linked Wage System) had a significant impact on the company in terms of increasing productivity after introducing an incentive-based scheme tied to project productivity. By prioritizing staff welfare, organizations can enhance employee satisfaction, retention, and productivity. A positive and supportive work environment contributes to higher morale, better teamwork, reduced stress levels, and improved overall employee well-being. CONCLUSION 20
JAHIM AUTO SDN BHD E-SHARED PROSPERITY PROGRAM for
COMPANY INTRODUCTION Known as JAHIM AUTO SDN BHD (1S) Established in 1994 Located at Tanjong Karang, Selangor. DIRECTOR Dato’ Hj. Jahaya b. Ibrahim SALES MANAGER Nurulwafa binti Dato’ Hj. Jahaya VISION MISSION bringing complete mobility to local community through practical and high-value products and services that are delivered with the greatest of care. Provide the best services to customers Continuous improvement in term of creativity, teamwork and valuebased relationships. LESSON LEARNED Understanding the importance of PLWS Create a work-life balance and conducive working environment among employees. Understanding the application of 5P’s Provide training for staffs including sales advisors and admins. Involve in CSR Program in order to strengthen the relationship with local community. Reduce consumption of electricity Understanding on ESG and SDGs Economy. Social, Government Able to identify the strength and weakness of company Strength – 1) Living in a harmony local community 2) Saleable products Weaknesses – 1) Lack of awareness about sustainability 2) Improper incentive structure Understanding the roles of Project Manager and Product Manager Project Manager - Focus on all project needs, from assigning tasks to completion Product Manager - Oversees all product needs, from development to release 22
RESULTS before after All staff work individually. Focus only on achieving monthly sales target by HQ. There is no incentive for sales advisors if they follow up the banker regarding the disbursement. There is no reward for sale advisors even if they improve their performance every month. There is no internal activities such as sales contest among sales advisors in the company. There is no specific KPI has been set by the company in order to determine the structure of bonus scheme Identified Project Manager Project Manager: Pn. Nurulwafa (sales manager) ensuring sales activities is following the standard procedure accordingly, starting from the booking stage until deliver the car to the customers. Assign specific tasks to particular staffs. Example: Booking/Stock request by Cik Izzah. Allocation by En. Azizan. Registration by Cik Noraniza and Puan Zety. Company provide extra monetary incentive for sales advisor who can disburse within 1 week. The sales advisor must ensure that the documents required for disbursement reach the banker as soon as possible. For example, they can email the documents to the banker in PDF format. Follow up if the case still not disburse more than 1 week. Company provide monthly bonuses or rewards in term of monetary value or appreciation token such as holiday trip and plaque. Company organizes a sales contest among sales advisors to achieve the highest number of specific vehicle sales within a specified time frame. For example, a contest which involves the sales of Aruz model, 3 units and above within a month. The winner can be rewarded with a special token, or a weekend getaway. Company must identify the KPI for the bonus scheme structure and transmit the information to all staff. If the company manage to achieve all KPIs, all staff will be able to enjoy the benefits based on company bonus scheme structure. 23
CONCLUSION The impact of the program Improving morals and ethics among employees Encourage employees to be more productive Promote a harmonious working environment and healthy competitive culture among employees. This program surely has provide positive impacts to our company where it helps in :- 24
JIWA PANDUAN SDN BHD E-SHARED PROSPERITY PROGRAM for
COMPANY INTRODUCTION Jiwa Panduan Sdn Bhd (3S and Body & Paint) Establishment 15 April 1995 Location Kota Warisan, Sepang (HQ) Bandar Serenia, Sepang Chairman Dato' Wan Ismail Bin Abdul Rahman Department Sales Service Body & Paint Employees 68 employees Company Business Selling Perodua cars, insurance renewal, car service, spare parts and spray paint LESSON LEARNED Able to identify the company strength and weaknesses. Understand the importance of PLWS to increase the staff motivation to go further. Understand the application of 5P (People, Product, Process, Planet and Prosperity). Able to understand the importance of ESG and SDGs factor to manage the business. Able to create new incentive structure to enhance staff motivation and productivity. For any business decision, we now consider 5P aspect. 26
before after Company do not have any Website and proper social media platform such as Facebook, Instagram, Tiktok etc. No incentive for Digital Marketing task. In July, we launch our Website to show what we offer to our customers (new project and still working). Currently, we get one (1) customer for car booking through Website platform. Reward : Offer Digital Marketing staff to go for professional training to enhance her skill. In a year, give MacBook as a reward No team incentive for 5S task. No consciousness for the benefits of 5S activity. Many tires and boxes are not recycled in the workshop (KPI). The workshop is not safe because there are screws and maintenance tools neglected on the floor (KPI). Hazardus materials not cared for accordingly (KPI). Train the Project Manager starts in August. Project to run in September. We have identified the Project Manager and a committee to be established. Know what are the benefits of practicing 5S activity at workplace. Divide into 4 groups and each group needs to take care of the area that has been given. Evaluation will be made for every week, and duration to change overtime. Reward : Teams who win will get recognition (medal and plaque), post their success in 5S activity in Website. Give them Theme Park Entrance Voucher and Hypermarket Voucher to appreciate their effort. after before PROJECT : DIGITAL MARKETING INCENTIVE(ON-GOING PROJECT) PROJECT : KEEP IT 5SKI5S'(NEW PROJECT) 27
Able to enhance customer service related staff motivation to work, to be in line with Perodua's new CS Tagline "Demi Senyumanmu". Customer service related staff feel appreciated by the Company that see their potential in work and being recognised for their hardwork. If CS survey campaign target met, reward customer service related staff for every quarter with: Theme Park Entrance Voucher or Spa Voucher to appreciate their effort and release their tension from work. Give customer service staff extra paid time off for mental health day for every quarter. Every month give them Petrol Voucher (RM50.00) if achieve the target. CCE / CRE staff emotionally and mentally drained for the workload. No incentive for customer service rating, even after achieving target. before after PROJECT : CUSTOMER SERVICE INCENTIVE (NEW PROJECT) CONCLUSION The implementation aspect of the PLWS is indeed able to give a positive effect to the company specifically in regards to productivity which can be impactful on a larger scale. Furthermore, if it is aligned with the ESG aspects, we can develop and create a sustainable and competitive company by considering the 5P in any business decision. Nonetheless, to implement the 5P aspect, we foresee a strong resistance in the company. For a change to take effect, it definitely comes with its set of challenges which we are ready to face as we opine that being sustainable is needed to make a mark. As we are moving towards becoming a sustainable and impactful company, we are driven to ensure that the human capital found in Jiwa Panduan in terms of our knowledge, skills and motivation to work are productivity linked for the betterment of the environment and economy. 28
JOHAN BEST SDN BHD E-SHARED PROSPERITY PROGRAM for
Name of Company : JOHAN BEST SDN BHD Company Registration : 276642 -V Date of Incorporation : 21 Sept 1993 Date of Commencement : Jun 1994 Place of Incorporation : SUNGAI PETANI, KEDAH Authorized Capital : RM 5,000,000 Paid Up Capital : RM 1,500,000 Share holders 1. HAMDAN BIN AHMAD 2. DARUS BIN CHA 3. LIM JIT YEU 4. MASRUDINARIF DARUS 5. HAZRY BIN HAMDAN SUNGAI PETANI BALING COMPANY INTRODUCTION SALES : 1 SALES MANAGER 15 SALES ADVISOR 9 ADMIN , ACC AND CLERICAL SVC : 1 SERVICE MANAGER 3 SERVICE ADVISOR 8 TECH & MECH 4 ADMIN, ACC AND CLERICAL 1 OUTLET MANAGER ( SLS & SVC ) 6 SALES ADVISOR 2 SERVICE ADVISOR 5 TECH & MECH 3 ADMIN, ACC AND CLERICAL 30
PRODUCTIVITY LINKED WAGE SYSTEM IMPORTANCE : Giving opportunities for employees unleash their full potential. Positive image to company due to longevity serving employee. Self reliant and at the same time staffs had the initiative to develop themselves Profitability grows exponentially while maintaining the overhead cost Conducive environment and minimise staff turn over LESSON LEARNED PLWS INITIATIVE IMPLEMENTED @ JOHAN BEST SDN BHD Annual Bonus based on 8 criteria from quarterly assessment i.e commitment , discipline , teamwork , punctuality , cooperation , leadership , skills and achievement Annual company trip comprising of A and B tier. Annual Productivity Award and MVP ( Most Valuable Pekerja ) Year of Service Award Monthly Performance Incentive based on profitability and then segregate by 3 criteria i.e percentage of car service , percentage of total sales, lateness ENVIRONMENT, SOCIAL AND GOVERNANCE ( ESG ) IMPORTANCE : To reduce waste and minimise pollutions. Part of company branding towards society and staff. Part of individual duty as payback to society. 31