FGV Annual Report 2015

21 WHO WE ARE & WHAT WE DO OUR STRATEGIC INTENT & PERFORMANCE HOWWE ARE GOVERNED ADDRESSING OUR RISKS & OPPORTUNITIES CREATING SUSTAINABLE VALUE OUR NUMBERS ADDITIONAL INFORMATION DETAILS OF THE ANNUAL GENERAL MEETING Felda Global Ventures Holdings Berhad Annual Integrated Report 2015 Global Strategic Blueprint (GSB) and Group Imperatives Our values FGV believes in the importance of having a balanced and harmonious work environment to keep our employees highly engaged. We strive for our employees to live our core values – Partnership, Respect, Integrity, Dynamism and Enthusiasm – in our aspiration to build a high performance culture. Alongside these commitments, our continued and focused effort to deliver our strategic priorities underline the cultural and operational shift that will propel us to achieving our 2020 ambitions. Company Values P.R.I.D.E Policies • Company Values • Business Code of Conduct • Finance Policy • HR Policy • Investment Policy • Environmental & Social Procedures/Tools • Discretionary Authority Limits (DAL) • Budgeting Process • Procurement Policies & Procedures (PPP) • Transformation Tracker People • Talent Development • Key Performance Indicator • Group Rewards • Succession Planning Cluster Vision Charters Brand Building • Employee value proposition • Corporate branding Innovation • Innovative ‘monitoring & tracking tools’ for estate management • New planting materials P.R.I.D.E addresses group policies and procedures to guide, manage and support our people, the work they do and the decisions they make, to drive towards an enabled, empowered and high performing organisation. There are five key policies that we introduced: 1. Our company values, P.R.I.D.E, which serve as the behavioural compass for the Group. 2. Our Business Code of Conduct has been put to action to act as a central guide and reference to support day-to-day decision-making, and to provide more transparency across the organisation. 3. Our enhanced finance policies to allow effective, consistent financial management across the Group. 4. Our investment policy ensure rational investments are made managing both speed and risk. 5. To foster a high performance culture, we have developed HR policies to recruit, retain, perform, develop and reward our people. In terms of new processes and procedures, we have rolled out our Discretionary Authority Limits (DAL) to create a more empowered, responsible organisation and to provide clear and consistent authorities. Supporting Procurement Policies & Procedures (PPP) lay down clear guidelines and facilitate a more disciplined and controlled tender processes. Our improved budgeting process addresses greater transparency and consistency in budgeting across the Group. For our people, we have refined our role charters to enable faster decisions, stronger accountability and the instilling of our corporate strategy and vision into our daily work. Clear organisation structures now define reporting lines within the Group – these ensure the right balance between empowerment and control at the business unit level. The improved nomination process promotes transparency and objectivity and underpins the high performance culture that we strive toward. We have introduced line of sight KPIs which were aligned to our business’ overall strategy. These metrics were measured through our enhanced management information system.