We continue to provide our employees with a stimulating work environment, career development opportunities and a stringent health and safety policy. Our belief in rewarding employees is apparent in our competitive benefits packages.
Our employees are bound by a Code of Conduct which is part of the employment terms and conditions.
The Code of Conduct is an extension of the Carlsberg Group Corporate Social Responsibility Standards which also covers key areas on Labour and Human Rights, Health and Safety and Business Ethics.
Carlsberg Strategy Wheel
In 2012, the Carlsberg Group strategy has been updated to reflect changes happening in the world, in our competitive landscape and throughout the Carlsberg Group.
The updated model also has five strategic levers like its predecessor. They are People; Consumers, Brands and Innovation; Customers; Effectiveness and Efficiency; and Society and Reputation. A detailed write up on each lever can be found in our Annual Report.
We still retain our five winning behaviours based on the GLOCAL approach: Finding the right balance between working closely together at a GLObal level whilst allowing loCAL brands and initiatives to flourish. This is what sets us apart from our competitors and is critical for the success of the Carlsberg Group.
The five winning behaviours are:
- Together we are stronger
- We want to win
- Our customers and consumers are at the heart of every decision we make
- We are each empowered to make a difference
- We are engaged with society
Winning Behaviour Role Model (Great) Awards
To integrate Winning Behaviours into the way that we live our daily work life in Carlsberg Malaysia, the Carlsberg Malaysia Winning Behaviour Role Model (Great) Awards were created. These awards recognise employees who demonstrate outstanding Carlsberg Winning Behaviours. It reinforces Carlsberg Malaysia’s reputation as a special place to work at by strengthening and encouraging desired winning behaviours in a timely, effective and credible manner.
Since 2010, a total of 68 awards have been given to employees who reflected Winning Behaviours in their daily work life.
Employees Engagement Survey
Our employees are important stakeholders who ensure the success and sustainability of our business. We are committed to engaging with them to better understand their views.
The results from MyVoice 2012 survey are encouraging, with improved results from the previous year. We believe everyone’s concerted efforts to bring alive our Five Winning Behaviours, our Thirst to be a Great Company proud of its people and brands translate into a highly engaged workforce.
Active Engagement at the Workplace
Quarterly Town hall
In 2012, Supply Chain introduced an initiative to engage with its employees. The quarterly Supply Chain Town hall sessions are similar to the Thirst for Great Hour. It aims to keep employees informed on the company’s financial status, safety issues, HR news, CI-LEAN activities and updates. It also raises production issues such as absenteeism, production versus sales trend, operations indicators and market survey results. It is an initiative to improve communications within the team from all levels and areas.
Thirst for Great Hour
As part of our efforts to strengthen employee pride in being part of the Carlsberg Family, we introduced the Thirst for Great Hour in 2011. This platform encourages all employees to participate in Great Moments that will help inculcate Carlsberg’s core values and culture as well as unite and motivate them.
The Carlsberg Stand: Thirst for Great reinforces Great People, Great Brands and Great Moments in unity of our people and brands.
This symbolises the way forward for all employees to collaborate in a concerted effort to build an organisation of great people, brands and moments that share a common culture of passion and commitment to do their best. Six ‘Thirst for Great Hour’ events were held in 2012 in conjunction with various great moments at Carlsberg Malaysia. This platform helps us instil a stronger sense of belonging among our employees by making them feel being part of the Company. An in-depth knowledge of the workplace combined with engagement with fellow colleagues and top management helps create a stronger identity for each individual working at Carlsberg Malaysia.
Promoting Local Talent
Although we have not set a specific policy on hiring of local talents, we believe that it is our responsibility to provide employment for locals. This is in-line with the Government 10th Malaysia Plan in building the nation. While local employment helps us meet our hiring needs, it also advances economic development and education for the Country. In 2012, 99.3% of our employees were locally hired.
Career Development and Training
At Carlsberg Malaysia, we are committed to continuously develop employee skills and providing opportunities for career advancement. We believe in continuously updating knowledge and expertise as it helps us improve our business. The chart below summarises the number of man hours spent in training from 2011 to 2012. The data is compiled from production; logistics, administration; and sales and marketing.
Carlsberg Project Management Model Training (CPMM)
The CPMM training created a common Carlsberg language in managing projects and providing basic tools for project managers to ensure success. 32 key managers from all departments attended the training. The training was both theory and practical based. Participants were briefed on the Model while presented with real life scenarios. CPMM was applied to employees’ current projects which were presented to the team.
Accelerated Leadership Development Programme in 2012
The Accelerated Leadership Development Programme (ALDP), previously the Carlsberg International Talents Programme, was introduced in 2004 by Carlsberg Group. To date, 140 people among Carlsberg Group have been selected including 36 who were selected for the 2011 to 2012 programme. Among the 36 employees selected for 2011 to 2012 programme, Carlsberg Malaysia has three senior level employees who have completed the programme.
Diploma in Brewing
Our supply chain participated in a threeday course from the Institute of Brewing and Distilling (IBD) at the Saujana KL. The group of 11 participants attended the training which covers three modules: barley, malting process, adjuncts, water, hops, mashing and wort; yeast and beer; and packaging technology and process technology. The next module is scheduled for 2013 and participants will graduate once passing their exams.
Carlsberg Sales Academy
The Carlsberg Sales Academy (CSA) was launched in 2011. In 2012, we continued to raise the leadership capability of our people through leadership coaching training workshops, one-on-one coaching sessions and a mentoring system.
We continued improving our CSA by promoting more structured training and development opportunities for our sales personnel as well as a career map for new Sales recruits. To-date, approximately 329 participants have been trained under the CSA on the Basic Selling Skills Module. 153 of our sales force have undergone the Basic Supervisory Skills Module.