PETRONAS STRATEGIC COMMUNICATIONS MANAGEMENT …

Internal

PETRONAS STRATEGIC COMMUNICATIONS MANAGEMENT SYSTEM

Issued on: June 2020

© 2020 PETROLIAM NASIONAL BERHAD (PETRONAS) All rights reserved. No part of this content may be reproduced, stored in a retrieval system or transmitted in any form or by any means (electronic, mechanical, photocopying, recording or otherwise) without the permission of the copyright owner.


Version 1

June 2020

of 21

Internal

DOCUMENT CLASSIFICATION

Document Security

SECRET

CONFIDENTIAL

INTERNAL USE X

OPEN

Document Level

Level 1: Policy

Level 2: Standards/Guidelines/Framework X

Level 3: Manuals/Procedures/ Work Instructions

Level 4: Records

VERSION CONTROL AND CHANGE HISTORY

Version Control Date Effective Approved by Amendment

1 June 2020 Zahariah A Rahman, Head, Group Strategic Communications

1. New document


Version 1

June 2020

of 21

Internal

DOCUMENT SIGNATORIES

Prepared by Signature Date

M Hafiz Zaidi Manager (Governance), Governance & Capability Management, Group Strategic Communications

26/06/2020

Reviewed by Signature Date

M Yusof Hidrus Manager (Governance & Project Management), Governance & Capability Management, Group Strategic Communications

26/06/2020

Endorsed by Signature Date

Hassina Begam A Gani Head, Governance & Capability Management, Group Strategic Communications

26/06/2020

Approved by Signature Date

Zahariah A Rahman Head, Group Strategic Communications

30/06/2020


Version 1

June 2020

of 21

Internal

TABLE OF CONTENTS

PREFACE …………………………………………………….……………...………………………...…... 5

PART A OVERVIEW

1 Introduction …………………………………………............………………….............. 6

2 Objectives ………………………………………………...........................….………… 7

3 Scope ……………………………………………………….......................……........… 7

4 Applicability …………………………………………………………………………........ 7

5 Deviation Management ……………………………......………………….….………… 7

6 Glossary of Terms …………………………………….………………………………… 7

PART B ABOUT STRATEGIC COMMUNICATIONS

7 About Strategic Communications ………………………………………………....…... 9

8 About Group Strategic Communications ………………….........................………… 9

9 Leadership Team ………………………………………………………………….….… 11

10 Business Model …………………………………………………......................………. 12

11 Operating Model …………………………….……………………………………....…... 13

12 Collaboration Model ................................................................................................ 14

PART C PSCMS ELEMENTS AND REQUIREMENTS

13 PSCMS Elements …………………………………………………………………….…. 15

14 PSCMS Requirements ……………………………………….……………………….… 15

15 Leadership ……………………………………………………….................…...……… 16

16 Organisation ……………………………………………………………………..........… 16

17 Planning ………………………………………………………………….………….…… 17

18 Legislative Regulatory and advocacy ……………………………………….……....… 18

19 Controls and Operations …….…………………………………………….….…...…… 18

20 Performance Management ……………………………………………...…...….……... 18

21 Continuous Improvements …………………………………………………………...… 21

PART D PERFORMANCE STANDARDS AND PERFORMANCE INDICATORS

22 Performance Standards ….…….………………………….…………….……...……... 20

23 Performance Indicators …………….…………………….……………….……………. 21


Version 1

June 2020

of 21

Internal

PREFACE

In response to the inherently volatile, uncertain, complex and ambiguous (VUCA) situations in the oil and

gas industry, given the multitude of technical, geopolitical and regulatory factors that impact its prices,

PETRONAS must be able to swiftly assess situations and respond proactively, efficiently and effectively.

Strategic Communication (SC) plays a key role in safeguarding PETRONAS’ reputation by minimising,

managing or even neutralising the severity of VUCA environments. SC also provide initiatives to drive and

shape PETRONAS image, communicate with internal and external audiences, and sustain long-term

positive reputation through various communication methods and processes.

The PETRONAS Strategic Communications Management System (PSCMS) is developed for SC to deliver

effective and sustainable performance in supporting PETRONAS’ business strategies.

SITUATIONS CAUSE EFFECT RESPONSE

Volatility

• Change nature

• Change dynamics

• Change rate and speed

• Risks

• Instability

• Flux

Vision / Purpose Counter volatility with a compelling statement of purpose, values and accountability for stakeholders

Uncertainty

• Unpredictability

• Potential surprises

• Unknown outcomes

• Direction paralysis due to data overload

Understanding Meet uncertainty with understanding, provide different perspectives and key messages

Complexity

• Task correlation

• Multifaceted effects

• Influencers

• Unproductive

• Dualities

Clarity React to complexity with clarity, flexibility and creativity

Ambiguity

• Ideal vs Actual

• Misinterpretation

• Induce doubts and distrust

• Lapses in decision making

• Hurt innovations

Agility Fight ambiguity with agility, and quick and innovative decision making


Version 1

June 2020

of 21

Internal

PART A OVERVIEW

1 INTRODUCTION

1.1 The institutionalisation of sound governance system strengthens the integrity, management, and operations of SC functions.

1.2 The PSCMS sets out the requirements and guidance for SC functions of the PETRONAS Group to achieve effective and sustainable performance.

1.3 PSCMS promotes integration and standardisation of interrelated process as a system for the organisation to control the interrelationships and interdependencies of the processes, hence that the overall SC Key Results areas can be achieved.

1.4 PETRONAS Group shall demonstrate effective SC governance arrangements that are appropriate to the organisation’s business and operations.

1.5 This PSCMS document shall be read together with other PSCMS’ Framework as follows: i. PETRONAS Reputation Management Framework ii. PETRONAS Brand Management Framework iii. PETRONAS Communications Management Framework

1.6 In accordance to the PETRONAS Document Structure Guideline, PSCMS including its frameworks and guidelines are Level 2 documents that outlines general requirements and high-level process that shall be demonstrated by the PETRONAS Group.

Figure 1: Integration of interrelated process as a system in PSCMS to achieve SC Key Results Area


Version 1

June 2020

of 21

Internal

2 OBJECTIVES

2.1 The PSCMS is a management system that outlines the requirements and guidance for the PETRONAS Group to plan, implement and control SC activities. PSCMS aims to: i. Provide standardisation and integration of process across the organisation. ii. Establish clear definition, alignment, and demarcation of roles in operationalisation of SC

activities. iii. Set clear performance standards and performance indicators for the organisation to achieve

effective and sustainable SC performance.

3 SCOPE

3.1 This PSCMS sets out the requirements and guidance for PETRONAS Holding Company Units (HCU), Business Units (BU), and Operating Units (OPU) in managing PETRONAS Brand, Reputation, and Communications activities.

4 APPLICABILITY

4.1 The PSCMS is applicable to HCU, BU, and OPU where PETRONAS is a majority shareholder that hold more than 50% of shares.

5 DEVIATION

5.1 Any deviation from PSCMS adoption and application shall be endorsed by GSC with appropriate risk assessment in line with PETRONAS Deviation Management process.

6 GLOSSARY OF TERMS

DEFINITIONS

The Group Refers to PETRONAS Holding Company

PETRONAS Group Refers to PETRONAS Groupwide company comprises of HCU, BU, and OPU

Corporate Priorities Strategic directions that are aligned with PETRONAS Statement of Purpose.

Top Business Agenda OPUs’ business targets/focused areas/strategies to support PETRONAS long term growth and corporate priorities.

Strategic Communication Strategy Integration

Strategy Integration is provided via the Key Focused Framework (KFF), which articulates the functional excellence required to establish SC's integral role in PETRONAS.


Version 1

June 2020

of 21

Internal

ABBREVIATIONS

BU Business Unit

CI Corporate Identity

GSC Group Strategic Communications

HCU Holding Company Unit

LT Leadership Team

OPEX Operating Expenditure

OPU Operating Unit

PI Performance Indicator

PS Performance Standard

PSCMS PETRONAS Strategic Communications Management System

SC Strategic Communications


Version 1

June 2020

of 21

Internal

PART B ABOUT STRATEGIC COMMUNICATIONS

7 ABOUT STRATEGIC COMMUNICATIONS

7.1 Strategic communication (SC) is an umbrella term to describe the activities of disciplines of public relations, communications management, and branding activities.

7.2 In the context of PETRONAS business and operations, SC is activities that are related to Brand Management, Reputation Management, and Communications Management.

8 ABOUT GROUP STRATEGIC COMMUNICATIONS

8.1 The Group Strategic Communications (GSC) is the custodian of SC functions of PETRONAS Group and responsible to overseer the organisation in safeguarding PETRONAS’ brand and reputation.

8.2 To support PETRONAS’ business and operations, GSC aims to: i. Achieve strong brand positioning for sustainable business growth ii. Effective reputation management in ensuring social license to operate

GSC ROLES

8.3 As the custodian of SC in PETRONAS, amongst GSC major role is to provide stewardship on SC matters encompassing of Brand Management, Reputation Management, and Communications Management.

8.4 GSC drive and shape SC direction by formulating SC strategy for PETRONAS Group which serves as an overarching direction for HCU, BU and OPU to develop and align their SC plans.

8.5 GSC is also responsible for institutionalising sound governance arrangement and bringing about a strong SC performance. Through PSCMS as a governing document, GSC has sets the requirements and expected SC performance for the PETRONAS Group.

8.6 Other important role of GSC is to oversight over BU and OPU. This role covers the reviewing, approving, monitoring and supervising of SC activities. GSC also conducts assurance activity on BU and OPU to evaluate the SC compliance and performance of the organisation.

8.7 GSC also plays a significant role in fostering the capability of SC practitioners. GSC had established a structured FSA02 Capability Management Framework that outlines the competencies, learning method and programme, and assessment requirements.

GSC FUNCTIONS

8.8 The roles of GSC are supported by the following five functional areas: i. Strategy Planning ii. Brand Management iii. Reputation Management iv. Communications Management v. Operational Excellence and Capability Management


Version 1

June 2020

of 21

Internal

STRATEGY PLANNING

8.9 Formulates an integrated SC Strategy and Plan in line with PETRONAS Strategy and Corporate Priorities.

8.10 Ensuring continuous alignment between SC Strategy, PETRONAS Strategy and Business’s Strategy by facilitating performance monitoring and assessment processes across the functions.

8.11 Develop and coordinate the SC-wide Planning and GSC-wide Budgeting processes, implementation, and management approvals as required.

BRAND MANAGEMENT

8.12 Provide stewardship and steer the development of PETRONAS Integrated Global Brand strategy to chart the growth and development of PETRONAS’ global brand equity and value.

8.13 Steer the formulation and establishment of the PETRONAS Brand Policy and Brand Management Framework which includes the implementation of structured and coherent Brand Architecture and streamlining all brands under the Group through defined standards and protocols based on business direction and requirements.

8.14 Provide leadership and direction on the formulation and implementation of brand measurement framework and programmes to track and monitor PETRONAS Group brand performance and develop strategies to further accelerate and enhance the PETRONAS brand growth globally.

8.15 Provide stewardship and drive full integration of short, medium and long term brand strategies across all brand platforms to align brand investments as vehicles to enhance brand building effort to increase PETRONAS brand value and BSI through continued value creation and positive social impact in areas in which we operate.

8.16 Steer and drive the formulation of an agile partnership and sponsorship management strategy with local and international partners to strengthen business growth, brand identity and corporate reputation.

REPUTATION MANAGEMENT

8.17 Formulates key principles and strategies for establishing, maintaining, and shaping positive relationships with PETRONAS’ key stakeholders.

8.18 Formulates and implement campaign to influence stakeholders thinking, regulations, and drive.

8.19 Orchestrate engagements via strategising and aligning engagement plans for stakeholders.

8.20 Take on the advisory role in matters related to stakeholder management for consistency in messaging and positioning.

8.21 Advisor role on reputation management strategy to safeguard PETRONAS reputation.

8.22 Manages reputation risk and issues to safeguard PETRONAS reputation.

8.23 Establishment of integrated crisis communications plan to ensure fast, accurate, and strategic support to PETRONAS Leaders during crisis.


Version 1

June 2020

of 21

Internal

COMMUNICATIONS MANAGEMENT

8.24 Provide stewardship and oversight for PETRONAS Group on integrated communications strategy encompassing internal and external communications.

8.25 Strategise and drive group-wide communications positioning for PETRONAS Group to ensure alignment to organisational goals, corporate priorities and top business agenda.

8.26 Establish integrated communications system involving traditional and digital media strategies

8.27 Formulate strategies for content, creative, event management, and advertising and promotions

8.28 Formulation of key principles and strategies for proactive media communications and engagements and relationship at international, regional, and local levels.

OPERATIONAL EXCELLENCE AND CAPABILITY MANAGEMENT

8.29 Institutionalise sound governance via progressive development of appropriate frameworks and guidelines.

8.30 Conduct assurance programme at identified OPU to evaluate compliance and SC performance of the OPU.

8.31 Oversees the SC performance of BU and OPU through regular monitoring and reporting.

8.32 Lead and drive the SC capability development and ensure that the FSA02 Capability Management Framework is implemented effectively.

9 LEADERSHIP TEAM

SC LEADERSHIP TEAM

9.1 The SC Leadership Team (SCLT) is the highest leadership platform with regards to SC of PETRONAS Group.

9.2 The SCLT members comprises of GSC Leadership Team (GSCLT) members and Head of SC of respective BU.

9.3 The SCLT is responsible to provide objective and sound advice for PETRONAS Group to ensure that the organisation SC activities meet the objectives and plays an important role as decision-makers. This includes: i. Providing a decision or advice on governance matters that are related to SC activities of the

organisation. ii. Providing a decision or advice on matters which require a reference to be made to higher

level of leadership team. iii. Providing a decision or advice on SC activities of the organisation which may trigger deviation

from requirements.

9.4 Other important role of SCLT is to provide oversight on SC performance of PETRONAS Group.


Version 1

June 2020

of 21

Internal

GSC LEADERSHIP TEAM

9.5 The members of GSC Leadership Team (GSCLT) comprises of each Head of Department in GSC.

9.6 GSCLT role is to provide advice and a decision for GSC activities. This includes: i. Providing a decision or advice on governance matters that are related to GSC activities. ii. Providing a decision or advice on matters which require a reference to be made to higher

level of leadership team. iii. Providing a decision or advice on GSC activities of the organisation which may trigger

deviation from requirements.

10 BUSINESS MODEL

10.1 SC business model describes how SC creates and captures value to support PETRONAS’ business objectives.

10.2 The business model comprises of seven elements as follows: i. Key partners ii. Key Activities iii. Value Proposition iv. Customer Relationship v. Customer Segments vi. Cost Structure vii. Channels

Figure 3: SC Business Model


Version 1

June 2020

of 21

Internal

11 OPERATING MODEL

11.1 SC Operating Model describes how SC operates and deliver our values to support PETRONAS’ business objectives.

11.2 The operating model comprises of seven elements as follows: i. Leadership Team ii. Stakeholders iii. Capability iv. Technology & tools v. Functions vi. Governance vii. Capability

Figure 4: SC Operating Model


Version 1

June 2020

of 21

Internal

12 COLLABORATION MODEL

12.1 SC collaboration model define how the organisation shall collaborate the efforts to achieve better

SC performance throughout the organisation.

12.2 The SC collaboration model comprises of three levels as follows: i. Role of Group Strategic Communications – An ‘Architect’ role to formulate, advise, and be

responsible for core communication functions for the Group ii. Role of SC at BUs – A ‘Translator’ role to develop, align and translate the strategies,

policies, and frameworks from GSC iii. Role of SC at OPUs – An ‘Executor’ to execute communication deliverables best suited to

their OPU

Figure 5: SC Collaboration Model


Version 1

June 2020

of 21

Internal

PART C PSCMS ELEMENTS AND REQUIREMENTS

13 PSCMS ELEMENTS

13.1 PSCMS elements is a collection of business process focused on achieving effective and sustainable SC performance.

13.2 The 7 elements of PSCMS are: i. Leadership

- Leadership and commitment - Culture

ii. Organisation - Organisation structure - Competence - Information and knowledge management - Documented information

iii. Planning iv. Legislative Regulatory and Advocacy

- Applicable laws and regulations v. Controls and Operations vi. Performance Management

- Monitoring and reporting - Performance evaluation - Assurance - Management system review

vii. Improvement - Corrective actions - Continual improvement

13.3 The performance of PSCMS elements are evaluated against the Performance Standard (PS) and Performance Indicator (PI).

13.4 Performance Standard is the expected performance threshold, requirements, or expectation that shall be met, which are measured in terms of quantity, quality, and timeliness.

13.5 Performance Indicator is measurable value that demonstrates the effectiveness of the PSCMS elements in achieving its objectives.

14 PSCMS REQUIREMENTS

14.1 The PSCMS elements outline the requirements and guidance for effective SC governance arrangement that are well-integrated with the organisation business and operations.


Version 1

June 2020

of 21

Internal

15 LEADERSHIP

LEADERSHIP AND COMMITMENT

15.1 Leaders drive or sets the SC directions for the organisation to achieve the desired performance.

15.2 The organisation LT shall have ultimate responsibility to overseer SC activities of the organisation, ensuring it is meeting the expected performance and plays an important role as decision-makers.

15.3 The LT is responsible to institutionalise robust SC governance arrangement that is commensurate with the organisation business and operations.

15.4 The LT oversight accountability over SC governance and compliance shall reflect the integration of SC governance within the business of the organisation. In fulfilling this role, the LT shall: i. Sets the strategic direction to guide and direct the SC activities of the organisation ii. Ensure effective implementation of SC activities of the organisation iii. Monitor SC activities of the organisation to ensure they are meeting the expected

performance iv. Review SC performance to ensure they are meeting the expected objectives.

15.5 The LT shall have a charter that sets out the responsibilities including matters reserved for its decision or advice.

CULTURE

15.6 The organisation leaders shall lead by example, set clear directions and expectations for the employees, and demonstrate organisational values while instilling culture of excellence.

15.7 The organisation leaders shall promotes a sound corporate culture which reflects the importance of adhering to PSCMS requirements in the organisation business and operations.

16 ORGANISATION

16.1 The organisation shall establish appropriate structure and adequate resources for sound and sustainable SC performance.

16.2 Responsibilities at all levels shall be clearly described, communicated, understood and demonstrated.

ORGANISATION STRUCTURE

16.3 The organisation shall be supported by a well-established workforce with adequate capacity and capability to achieve the intended SC objectives and performance.

16.4 The organisation shall define the SC functions in the functional structure and organisation chart that commensurate to the organisation business and operations.

COMPETENCE

16.5 The competency requirements of SC functions are sets out in the FSA02 Capability Management Framework.

16.6 The organisation shall ensure that person performing the SC functions are competent on the basis of appropriate training or experience.

16.7 The organisation shall retain appropriate documented information as evidence of competence.


Version 1

June 2020

of 21

Internal

INFORMATION AND KNOWLEDGE MANAGEMENT

16.8 Knowledge management (KM) is a systematic management of organisation’s knowledge assets for the purpose of creating value and meeting tactical and strategic requirements.

16.9 The organisation shall determine the information and knowledge required to achieve the SC objectives and performance. This knowledge shall be managed through established systems or processes that sustain and enhance the storage, evaluation, sharing, and creation of knowledge.

16.10 The organisation shall utilise this knowledge to support decision making, stimulate innovate thinking and ensure organisational success and sustainability.

DOCUMENTED INFORMATION

16.11 Documented information is meaningful documents and records that shall be controlled by the organisation to ensure: i. It is available and suitable for use, where and when it is needed ii. It is adequately protected from loss of confidentiality, improper use, and loss of integrity

16.12 The organisation shall maintain and retain documented information required for the operationalisation of PSCMS and as evidence of conformity.

16.13 The organisation shall ensure the documented information is managed in accordance to the PETRONAS Records Management Standards and Guidelines.

17 PLANNING

17.1 The organisation shall establish SC plans comprise of SC activities, resources required, action parties, and completion timeline.

17.2 When establishing the SC plans, the organisation shall ensure that the identified activities are aligned with the Group SC strategy, and shall take into account the organisation specific issues, risks, opportunities, and other applicable requirements including laws and regulatory.

17.3 The organisation SC plans shall be timely established during the business planning cycle, and approved by the appropriate Approving Authority (AA).

17.4 The approved SC plans shall be communicated and understood by relevant employees.

17.5 The organisation shall measures the SC performance against the established plans, conduct periodic review and update as appropriate.


Version 1

June 2020

of 21

Internal

18 LEGISLATIVE REGULATORY AND ADVOCACY

18.1 The organisation shall plan, implement and control its SC activities in accordance to the applicable laws and regulations where it operates.

18.2 When carrying out the SC activities, the organisation shall be guided by the following guidelines: i. PETRONAS Legal Compliance Framework ii. PETRONAS Code of Conduct and Business Ethics (CoBE) iii. PETRONAS Anti-bribery and Corruption (ABC) Manual.

19 CONTROLS AND OPERATIONS

19.1 The PSCMS’ frameworks and guidelines outline the requirements and high-level process for the organisation to control and operationalise SC activities.

19.2 The organisation shall develop Level 3 procedures that provide instructions and directions for the organisation to carry out the SC activities that are: i. Appropriate to the organisation business and operations. ii. Consistent and align with the PSCMS’ Framework and Guidelines. iii. In accordance to the PETRONAS Document Structure Guideline.

19.3 The procedures shall be approved, communicated, well understood, and demonstrated.

20 PERFORMANCE MANAGEMENT

20.1 The organisation shall evaluate the performance of PSCMS against the PS and PI.

MONITORING AND REPORTING

20.2 The organisation shall monitor and measure the SC performance to determine whether it is meeting the PSCMS objectives.

20.3 The organisation shall monitor and report the following: i. Execution of SC activities against the SC plans ii. Implementation of corrective actions

PERFORMANCE EVALUATION

20.4 The organisation shall evaluate the SC performance of against the PS and PI as outlines in Part D, paragraph 22 – Performance Standards and paragraph 23 – Performance Indicators.

20.5 When gaps are identified, the organisation shall establish corrective action plans and carry out the corrective actions to address the gaps and achieve the performance standards.

20.6 The results of the evaluation shall be documented.


Version 1

June 2020

of 21

Internal

ASSURANCE

20.7 The organisation shall carry out assurance programme to evaluate the SC performance and the adequacy and effectiveness internal controls.

20.8 The organisation shall carry out the assurance programme in accordance to the PETRONAS Assurance Standard.

20.9 The organisation shall retained documented information on the results of the assurance programme.

MANAGEMENT SYSTEM REVIEW

20.10 The LT shall review the organisation’s PSCMS performance at planned intervals to ensure its continuing suitability, adequacy, effectiveness, and alignment with the strategic direction of the organisation.

20.11 The organisation shall plan and carry out the management review taking into consideration: i. The status of actions from previous management reviews ii. Changes in external and internal issues that are relevant to the PSCMS performance iii. PSCMS performance iv. Audit results v. Nonconformities and corrective actions

20.12 The outcome from management review shall include decisions and actions related to: i. Opportunities for improvement ii. Any need for changes to the PSCMS iii. Resource needs

20.13 The organisation shall retained documented information on the results of management reviews.

21 CONTINUOUS IMPROVEMENT

21.1 The organisation shall determine and select opportunities for improvement and implement any necessary actions to improve PSCMS performance.

CORRECTIVE ACTION

21.2 When nonconformity occurs, the organisation shall: i. Establish corrective action plans ii. Carry out the corrective actions as planned iii. Determine the cause of the nonconformity and take action to eliminate the cause of the

nonconformity in order that it does not recur or occur elsewhere

CONTINUAL IMPROVEMENT

21.3 The organisation shall continually improve the suitability, adequacy and effectiveness of the PSCMS performance.

21.4 The organisation shall consider the results of performance evaluation and management system review to determine if there are needs or opportunities that shall be address as part of continual improvement.

21.5 The organisation shall determine and utilise appropriate process improvement tools to identify areas for improvement.


Version 1

June 2020

of 21

Internal

PART D PERFORMANCE STANDARDS AND PERFORMANCE INDICATORS

22 PERFORMANCE STANDARDS

LEADERSHIP

22.1 Role of LT with regards to SC are clearly defined in the LT Terms of Reference (TOR)

ORGANISATION

22.2 The organisation SC functions is clearly defined in the functional chart and organisational structure

22.3 Employees performing the SC functions are trained based on the FSA02 Capability Management Framework

22.4 Documented information required for the operationalisation of PSCMS are available and accessible by the relevant employees

PLANNING

22.5 The organisation SC plans is established and approved during budget and planning cycle

22.6 The organisation SC plans aligned with the Group SC strategies

LEGISLATIVE REGULATORY AND ADVOCACY

22.7 SC activities is carried out in accordance to PETRONAS Legal Compliance Framework, PETRONAS CoBE, and ABC Manual

CONTROLS AND OPERATIONS

22.8 The organisation SC procedures are established and approved

22.9 The SC procedures are aligned with requirement sets by PSCMS’ frameworks and guidelines

PERFORMANCE MANAGEMENT

22.10 The organisation SC performance are monitored and reported

22.11 The organisation SC performance reviewed by the LT

22.12 Assurance programme on SC activities are carried out

IMPROVEMENT

22.13 Corrective actions plan is established when nonconformity is identified.

22.14 Corrective actions are carried out as planned


Version 1

June 2020

of 21

Internal

23 PERFORMANCE INDICATORS

ACTIVITIES PERFORMANCE INDICATOR

23.1 Timeline of SC plans approval As per budget and planning cycle

23.2 Frequency of SC plans review Annually

23.3 Frequency of SC performance reporting Quarterly

23.4 Frequency of management review on SC performance

Annually

23.5 Timeline for completion of corrective actions for nonconformity

100% completion as agreed timeline

PETRONAS STRATEGIC COMMUNICATIONS MANAGEMENT …

Documents

Transcript of PETRONAS STRATEGIC COMMUNICATIONS MANAGEMENT …