STATE HUMAN RESOURCE MANAGEMENT AND ADMINISTRATION SERVICES PLAN

2009-2013

Content

1.0 INTRODUCTION

2.0 OBJECTIVE

3.0 DIRECTION FROM HR DISTRIBUTION

3.1 HR Planning3.2 Staffing Policy

3.2.1 Filling In Vacancies3.2.2 Rotation/Transfer3.2.3 Succession Planning3.2.4 Promotion

3.3 Training and Development3.4 Preserve Harmonious Industrial Climate3.5 Creating safe and conducive workforce3.6 Implementing Prudent Financial Management

4.0 HUMAN RESOURCE PLANNING

4.1 Forecasting4.2 Career Path4.3 Restructuring4.4 Job Description4.5 KPI

5.0 STAFFING

5.1 Filling In Vacancies5.2 Aging5.3 Rotation/Transfer5.4 Succession Planning5.5 Promotion

6.0 TRAINING AND DEVELOPMENT

6.1 Competency Based Training Need Analysis/Training Need Identification6.2 Identify training program6.3 Technical Assessment6.4 Monitoring of Training Man days

7.0 PRESERVE HARMONIOUS INDUSTRIAL CLIMATE

7.1 Reward and Recognition7.2 Employee Relation7.3 Organization Climate Survey (OCS)7.4 Organization Health Plan

8.0 IMPLEMENTING PRUDENT FINANCIAL MANAGEMENT

8.1 Effective Budget Management8.2 Manage staff cost

9.0 SYSTEM SUPPORT

9.1 EHRMS9.2 Performance Management System (PMS)9.3 E-Leave9.4 E-POP

10.0 SUPPORT SERVICES

10.1 Creating safe and conducive workforce

10.1.1 Work space10.1.2 Office facilities10.1.3 Safe working environment10.1.4 Maintenance regime

10.2 Tender Management

11.0 CONCLUSION

1.0 INTRODUCTION

HR Distribution Division has developed a HR Master Plan for the year 2009 – 2013. It was cascaded to the states after it was signed by Vice President (Distribution). It is a guide for the division in achieving Division’s mission to provide timely and continuous supply of electricity and related products and services to meet customer expectation and effectively act as a key agent for national development whilst meeting our shareholders expectation.

2.0 OBJECTIVE

Distribution Division is responsible to ensure continuous and reliable supply of electricity at the optimum quality standard. To ensure this objective is met, Human Resource and Administration Services ensures adequate manpower equipped with right competencies, skills and professionalism towards achieving the maximum productivity and optimum work output.

In line with this, the Division HR Master Plan lays the foundation and direction in achieving and producing:

o Adequate numbers of workforce

o A competent and dedicated workforce

o Capable and talented leaders with the greater potential to fill key leadership positions

o A performance-driven work culture

o A caring and enhancing human resource progression,

o An efficient and effective HR Services and systems.

The State Human Resource will translate the above objectives into action plan in ensuring those objectives are met.

3.0 DIRECTION FROM HR DISTRIBUTION

3.1 HR Planning

3.1.1 Structuring

Pengurus Pengurus ( Perkhidmatan Pengguna & Pemasaran )( Perkhidmatan Pengguna & Pemasaran )

Penolong PengurusPenolong Pengurus( Hal Ehwal Komersil )( Hal Ehwal Komersil )

E12 E12 -- 1313

Penolong PengurusPenolong Pengurus( Pengurus Perhubungan Pengguna( Pengurus Perhubungan Pengguna

& Pemasaran )& Pemasaran )E12 E12 -- 1313

Pembantu PengurusanPembantu Pengurusan( Kawalan Kredit )( Kawalan Kredit )

E07E07--0808

RINGKASAN PERUNTUKAN

JAWATAN EKSEKUTIF

E12-13 2

E07-08 1

JUMLAH 3

STRUKTUR ORGANISASI EKSEKUTIF PERKHIDMATAN PENGGUNA

DAN PEMASARAN NEGERI ( KELANTAN )

Ketua Jurutera NegeriKetua Jurutera Negeri( Perkhidmatan ( Perkhidmatan Kejuruteraan )Kejuruteraan )

Jurutera PerancanganJurutera PerancanganE12E12--1313

Jurutera PembinaanJurutera PembinaanE12E12--1313

Jurutera SenggaraanJurutera SenggaraanE12E12--1313

Jurutera PerlindunganJurutera PerlindunganE12E12--1313

Pembantu KejuruteraanPembantu Kejuruteraan( Perancangan & ( Perancangan & Prestasi Sistem )Prestasi Sistem )

E07E07--0808

Pembantu KejuruteraanPembantu Kejuruteraan( Senggaraan )( Senggaraan )

E07E07--0808

RINGKASAN PERUNTUKAN

JAWATAN EKSEKUTIF

E12-13 4

E07-08 2

JUMLAH 8

STRUKTUR ORGANISASI EKSEKUTIF UNIT PERKHIDMATANKEJURUTERAAN NEGERI ( KELANTAN )

3.1.2 The factors affecting HR Planning in determining the structure of the manpower are as follows:

Introduction of new technology and business such as Remote Meter Reading (RMR), Condition Based Maintenance (CBM), Distribution Network Information Management (DNIM), Mobile Field Force Automation (MFFA).

Position for Meter Reader will not be created due to O-Billing, Remote Meter Reading (RMR) and Radio Frequency Meter Reading (RFMR)

Decision by Top Management to :

- Outsource technical and non-technical positions such as Telephone Operator, Cashiers, Disconnector, Street lighting team and overhead team

Freeze positions for secretary and pembantu sokongan am

No increase in complement for Penyelenggara Stor

Reducing number of teams and replace with supervisory position.

Redeploy existing complement of pembantu tadbir to enhance Credit Control activities

Business Environment

No additional new business areas in view of economic slowdown

HR Distribution Division has forecasted an overall complement for executive and non-executive position based on Sales and customer growth which is expected by 2% to 3% from 2009 to 2013. Additional complement growth may be due to the increasing demand for technical position which is related to SAIDI and non-technical position related to Credit Control.

Even though, the growth shows an increase but with technology advancement and outsourcing, the increase will be marginal.

Engineers and technician will be the largest number of new complement, which is about 4% increase.

3.2 Staffing

3.2.1 Staffing Policy

HR Distribution Division has come up with a staffing policy to cater for recruitment, promotion , succession planning , job rotation and transfers.

3.2.1.1 Filling In Vacancies

HR Distribution will arrange to fill vacant job positions for Executive and Non-Executive, through:

Effective interview and promotion planning by identifying new complement created, number of retirement and new task force established.

Comprehensive recruitment for Non Executive position for both technical and non-technical positions.

Early identification of candidates to replace executive, non-executive and technical experts job position holders due for retirement, promotion and transfer.

3.2.1.2 Job Rotation/Transfer

Job rotation or transfer, which places an employee in different jobs in different locations in a planned sequence, an employee may become proficient in many areas and gain a greater understanding of operations and the work of others. For Example, Job Rotation/Transfer is designed for executive who have been in the same position for 5 years and above (Grade E12 to E17, except Technical Expert).

HR Division will also use Employee Development Plan (EDP) as an input in deciding job rotation or transfer movement for employees. In practice, job rotation for Non-Executive will be considered after a minimum of 3 years in the same task.

3.2.1.3 Succession Planning

A succession planning is to fill key positions over time in order to ensure the continuity of management and leadership in an organization. It is essential for the survival and success of an organization. The purpose of succession planning is to identify and develop people to replace current incumbents in key positions in cases of resignation, retirement, growth etc. Succession Planning facilitates continuity of the organization.

In Distribution, succession plan involves identification of vacancies that are likely to occur in the higher levels and identify the successors. This proposes plan will be send to Group Human Resource for further action.

3.2.1.4 Promotion

(a) Executive

Promotion to another position (PTP) will be done as and when required but promotion in position (PIP) will be done annually in January.

(b) Non-Executive

Promotion In Position (PIP) for non-executive will be done four times annually. This is system generated.

Promotion to another position (PTP) for non- executive will be done as scheduled.

3.2.2 Outsourcing

Outsourcing is one of the way forward which the division has taken. It seems to be the optimum way to reduce workforce expenses. Outsourcing at this current situation is concentrated for semi skilled and unskilled workers example cashier, technical team of routine and preventive maintenance of substation and building maintenance technician.

Currently, Distribution Division partially outsource its human resource functions. The purpose for this outsourcing is threefold:

a) Improve the value of services by driving down cost and improving delivery of services

b) Leverage the investments and advancements in technology that have been made by commercial outsourcing providers, and

c) Enable workforce and management to focus on core functions.

The decision for outsourcing the recruitment for non-executives position is to ensure availability of the best candidates. 

3.3 Training and Development

To achieve effective and efficient training, TNB Distribution is committed to:

3.3.1 Improve Organization competency level to 85% through comprehensive training program

Competency programs for technical and non-technical staff Improve customer relations through program for frontlines Professional Engineering Certification for engineers

3.3.2 Enhance competency through TNA/TNI

Programs for Meter Readers, Clerks, Operators, Secretaries and Drivers after TNA/ TNI analysis

3.3.3 Emphasize On Certified Competency Based Training

Chargeman (BO, A1) Professional Engineers Project Management Malaysian Institute of Human Resource for HR Practitioners Program Pendidikan Peralihan Juruteknik-IT

3.3.4 Smart partnership with establish International & National Institutes

TNB-ILSAS Institut Kemahiran Belia Negara (IKBN) Suruhanjaya Tenaga

3.3.5 Manage ‘Sukan Teknikal’ As A Yearly Activity To Gauge Staff Technical Competencies Manage

3.4 Preserve Harmonious Industrial Climate

With regards to this function, our industrial relations objectives are:

To develop and maintain a wide network of internal relationship to build confidence, trust and respect in increasing the Division’s competitive advantage

To facilitate and maintain harmonious relationship between the Union and the management

To maintain good inter-department staff relations by engaging effective problem solving, counseling and employee welfare

To develop and maintain productive relationship with staff across the organization

Therefore, the strategies to achieve these objectives are as follows:

Dissemination and sharing of information through available communication channels

Updates of new & existing circular / guidelines available to staff Effective implementation of planned programs with Unions Leveraging knowledge, skill and human capital for continuous

growth Support as far as possible any initiatives and recommendations in

relation to staff welfare as advised by the management

In performing the task, Distribution HR&AS is committed:

To establish good rapport and maintain wide networking relationship with other Government Link Company (GLC) counterparts and partners in the Group HR

To facilitate and maintain harmonious relationship between the Unions and the Divisional/ State management

To maintain good inter-department employee relations by engaging effective problem solving, counseling and employee welfare

To develop and maintain a wide network of internal relationship to build confidence, trust and respect in increasing the HR competitive advantage

Support initiatives, recognition and recommendations in relation to staff welfare as advised by the management

3.5 Creating safe and conducive workforce

Ensure the work space for the staff is adequate and equipped with the necessary office equipment to carry out their daily work

Improve the office facilities to increase productivity Provide safe working environment Instill a maintenance culture in the work areas

3.6 Implementing Prudent Financial Management

Effective Budget Management

Manage staff cost

4.0 HR PLANNING

Human Resources Planning :

11.1 ForecastingCareer Path

11.2 Restructuring11.3 Job Description11.4 KPI

4.1 Forecasting

State table and forecasting table

4.2 Restructuring

Human resources Planning is based on operational requirement of the state and the structure developed will support the objective of the division. Analysing and reviewing Human Resources Planning will be done on yearly basis.

The tool used to develop the structure will be based as below:

i) Size of the ii) Executive

* Total of Customer * Growth Of Customer * Sales * Growth Of Sales

ii) Check list “Electric Points” based on :

* Total of Customer * Growth Of Customer * Sales * Growth Of Sales

iii) and Non Executive will be based on requirment.

ii) Analyze existing of manpower requirment for the state will be based on “Manning Filling up position Level” (FTE).

Purpose of this check list is to determine the state manpower requirement.

KPI Setting

iv) Setting Function & Roles :-

* Each Unit * Job Deskription for all staff

vi) Career Path Management

What is career path management?

Adhere diligently with Group Human Resource policy (APPENDIX 1).

5.0 STAFFING

5.1 Filling In Vacancies

No. Station ExecutiveNon-

Executive Total1 Pengurus Besar Negeri (Pahang) 24 90 114

2 Pengurus Kawasan (Kuantan) 15 185 200

3 Pengurus Cawangan (Pekan) 3 70 73

4 Pengurus Cawangan (Gebeng) 2 25 27

5 Pengurus Cawangan Kecil (Muadzam) 0 41 41

6 Pengurus Cawangan (Rompin) 3 50 53

7 Pengurus Cawangan Kecil (Tioman) 0 24 24

8 Pengurus Kawasan (Temerloh) 9 132 141

9 Pengurus Cawangan (Jengka) 1 54 55

10 Pengurus Cawangan (Jerantut) 2 62 64

11 Pengurus Cawangan Kecil (Maran) 0 31 31

12 Pengurus Cawangan (Triang) 1 52 53

13 Pengurus Kawasan (Bentong) 8 101 109

14 Pengurus Cawangan (Raub) 2 72 74

15 Pengurus Cawangan (K.Lipis) 1 50 51

16 Pengurus Cawangan Kecil (C.Highland) 0 45 45

OVERALL TOTAL  71 1084 1155

Table 1 : Filling Statistic For Pahang

Executive

Non-Executive

5.2Non-Executive Compliment

No Position Gred Compliment Filled Difference

  TEKNIKAL        

1 JURUTEKNIK T/TERTINGGI TT13-14 7 7 0

2 JURUTEKNIK T/KANAN TT11-12 38 38 0

3 JURUTEKNIK T/BIASA TT09-10 120 117 3

4 PEN. JURUTEKNIK T/BIASA TT07-08 25 21 4

5 TUKANG T/TERTINGGI TT09-10 19 15 4

6 TUKANG T/KANAN TT07-08 244 221 23

7 TUKANG T/BIASA TT05-06 300 253 47

8 PENYELIA KENDERAAN TD07-08 4 4 0

9 PENGENDALI KREN T/KANAN TD05-06 15 10 5

10 PENGENDALI KREN T/BIASA TD04-05 15 12 3

11 PEMANDU KENDERAAN T/BIASA TD03-04 70 64 6

12 PEMANDU INJIN MINYAK TD03-04 0 0 0

13 PEKERJA AM TT03-04 0 5 -5

JUMLAH   857 767 90

BUKAN TEKNIKAL

1 SETIAUSAHA T/TERTINGGI PP11-12 0 0 0

2 SETIAUSAHA T/KANAN PP09-10 1 1 0

3 SETIAUSAHA T/BIASA PP07-08 4 4 0

4 KERANI T/TERTINGGI PP11-12 6 6 0

5 KERANI T/KANAN PP09-10 36 36 0

6 KERANI T/BIASA PP07-08 158 156 2

7 PENYELIA OPERATOR TELEFON PS07-08 0 0 0

8 OPERATOR TELEFON T/KANAN PS05-06 0 0 0

9 OPERATOR TELEFON T/BIASA PS03-04 9 8 1

10 INSPEKTOR PEMBACA JANGKA PS09-10 1 0 1

11 PENYELIA PEMBACA JANGKA PS07-08 16 16 0

12 PEMBACA JANGKA T/KANAN PS05-06 14 12 2

13 PEMBACA JANGKA T/BIASA PS03-04 71 65 6

14 PENGHANTAR NOTIS PS03-04 4 2 2

JUMLAH . 320 306 14

  JUMLAH KESELURUHAN   1177 1073 104

Table 2: Statistic Complement And Filling For Non-Executive In Pahang

100%

106%

150%

93%

92%

19%

62%

98%

100%

43%

36%

100%

300%

103%

104%

100%

186%

75%

57%

258%

110%

100%

0%

50%

100%

150%

200%

250%

300%

350%

Juru

teknik

T/B

iasa

Juru

teknik

T/K

anan

Juru

teknik

T/T

ert

inggi

Tukang T

/Bia

sa

Tukang T

/Kanan

Tukang T

/Tert

inggi

Pen. Juru

teknik

T/B

iasa

Pem

andu K

endera

an

T/B

iasa

Penyelia

Kendera

an

Pengendali

Kre

n T

/Bia

sa

Pengendali

Kre

n T

/Kanan

Setia

usaha T

/Bia

sa

Setia

usaha T

/Kanan

Kera

ni T

/Bia

sa

Kera

ni T

/Kanan

Kera

ni T

/Tert

inggi

Opera

tor

Tele

fon T

/Bia

sa

Penghanta

r N

otis

T/B

iasa

Pem

baca J

angka T

/Bia

sa

Pem

baca J

angka T

/Kanan

Penyelia

Pem

baca J

angka

T/B

iasa

Penyelia

Pem

baca J

angka

T/K

anan

% PERUNTUKAN

% PENGISIAN

5.3 Aging

In planning for requirement and replacement for employees, demographic aging would be one of the important factors for succession planning.

Employees age group between 50 to 56 should be include in count of manpower planning.

Demographic age group for Executive and Non Executive for the state of Pahang are as follow:

No Age No Of Staff %1 < 40 year 476 42%2 40 – 45 year 122 11%

3 46 – 50 year 235 21%

4 > 50 year 293 26%TOTAL 1126

Table 3 : Statistic Demographic Age In Pahang

Estimated around 26% of total 1126 employees is within the age 50 years and above will be retiring in 5 years time.

5.3.1 Technical Group

Group of Technical employees in the state comprise of Technican and ‘Tukang’. Based on the analysis done out of 307 employees, 67% of technical employees will be retiring in 5 years time. TNB Pahang has taken proactive measures to notified Human Resource Distribution Division to plan for the shortage by purposing recruitment for Tukang candidates. Suggestion was given to select candidates from Politeknik leavers and as well from the ‘Program Pendidikan Kemahiran Ketukangan’. Recruitment and selection for Technician will be done through interview process.

5.3.2 Administration & Support Service

31% or 94 employees of Administration Department in Pahang will be retiring in 5 years time. They are mainly ‘Pembantu Tadbir’. Replacement for these would be vacancies, will be done through ‘Program Pendidikan Pengkeranian’ as well as outsourcing.

Intake for the support service position such as Meter Reader Supervisor and Telefon Operater will be done through the interview process.

5.4 Rotation/Transfer

Non-executive Intra State Transfer process.

For Executive, proposal come from state.

5.5 Succession Planning

Succession Planning is to fill key position based on structure review, retirement, aging, vacancy, transfer, promotions and etc.

Succession Planning for state is comprises in 2 parts :

a) Executive

HR Group developed Talent Pool program to identify Executivethat has talent in certain areas to fill the vacancy.

b) Non-Executive

For non Executive, state will focus on 2 critical posts:

Cable jointer Fault Finder

To ensure this position is filled:

After program PPKK graduate, state will assign Tukang to fill this two critical position first.

State will propose training program to division to increase the competency level in order to fill critical position in the future.

5.6 Promotion

Adhere diligently with Group Human Resource Policy (APPENDIX 2).

6.0 TRAINING AND DEVELOPMENT

6.1 Competency Based Training Need Analysis and Training Need Identification

In getting the workforce in the state to support the Distribution goals, state will conduct training need analysis and training need identification to identify the gaps based on their jobs description and expected performance which is basically core, leadership and technical competencies. This will be conducted by human resource personnel in the state.

Currently, the identification is done through a centralized system which is known as Performance Management System (PMS). Each individual will be assessed through the assessment made by the immediate manager based on yearly assessment through PMS.

The Human Resource role here is to compile and study the competency gaps of each individual and make necessary clarification with the relevant immediate managers before determining the actual gaps. Overall competency for Distribution Division is ….and for the state is……. TNA/TNI is more towards identifying individual competency between current performance and expected performance.

Training need analysis and identification for Kedah was done in 2008 for non-executive which consists of 1098 non executive workforce. The results from this analysis are shown below:

(a) Technical

(b) Non-technical

6.2 Identification of Training Programs

Once the gaps are identified, the state human resource personnel must identify relevant training programs to close the gaps. This is done through collaboration with Human Resource Distribution Division.

Training programs identified for our state is as follows:

(INSERT LIST OF TRAINING REQUIRED)/APPENDIX

Distribution Division has established a structured training programs with TNB Integrated Training Solution (ILSAS) for mandatory courses and also soft skill training programs.

At the same time, states are also required to plan yearly own assessment to identify the critical factors particularly important to the states such as in regards to customer service.

The execution of the training programs are expected to close the gaps of the staff which will enable them to support and meeting the targets set up by the state.

6.3 Technical assessment

As a monitoring and a check and balance effort, state human resource will conduct a 3rd level evaluation involving its staff in order the check the effectiveness of training conducted. The objective of this process is to determine and ascertain the behavior of a particular staff after attending the targeted courses. Normally, it takes about six months after the training before the staff is assessed. As a normal practice, the first and second evaluation is done at the training site/place by the provider or the organizer.

Our schedule for conducting the 3rd level evaluation is as follows:

Insert schedule

6.4 Monitoring of Training Mandays

As a KPI measure for each state, it targeted that all staff must attend at least 3 training mandays for a year. Once again, the state human resource must liaise closely with Distribution Human Resource Department as the department fully responsible for finalizing training programs and not to mention, holds the training budget.

Total mandays required for the state is as follows:

Insert schedule

However, the state human resource is allowed to request training programs relevant to the state.

While relying for HR Distribution in regards to training for mandatory courses at ILSAS, states have to conduct in house training to increase competency level based on TNA/TNI and by request.

Where Pahang is concern, we estimated about 256 programs will be arranged by state.

7.0 PRESERVE HARMONIOUS INDUSTRIAL CLIMATE

7.1 Reward and Recognition

Pahang develop a reward and recognition policy. Based on this policy, the state plans its activities annually. For activities not govern by policy that requires extra budget, application will be made through Vice President (Distribution) for approval according to Limit Of Authority (LOA).

7.2 Employee Relation

To create good relationship within the organization among staff, employee and family members. This can be achieve through:

Enhance formal and informal meeting such as unit review meeting and GM Review meeting. This will increase employee understanding in policy and management direction.

Family day - Increase employee relationship and encourage esperit de corp among employee and family member

Joint consultative council - Three meeting per year is scheduled between management and union representative.

Employee Welfare

o Uniform management. o Caring and sharing . o Quarters management

7.3 Organization Climate Survey

Gather employees’ opinion in order to plan, improve and develop Human resource Management, working environment, management and other factors relating to employees’ need and satisfaction. It can also improve employees commitment and to measure of the employees motivation company wide.

7.4 Organization Health Plan

Enhance good health to employees, both body and mind in order to create happiness and readiness necessary for good working condition.

8.0 IMPLEMENTING PRUDENT FINANCIAL MANAGEMENT

In ensuring the Human Resources goals and objectives achieve as plan.

8.1 Effective Budget Management

StrategicObejective

PerformanceMeasure

FY 2009 FY 2010 FY 2011 FY 2012 FY 2013

F1

Higher Productivity

Total RevenueTotal Manpower Costs

12.69 12.82 12.95 13.08 13.21

F2

Financial Management

OPEX BudgetVariance

-5% to 0%

-5% to 0%

-5% to 0%

-5% to 0%

-5% to 0%

F3

OPEX BudgetUtilisation

Act OPEX –Budgeted OPEX

-5% to 0%

-5% to 0%

-5% to 0%

-5% to 0%

-5% to 0%

8.2 Managing Staff Cost

8.2.1 Overtime Cost

Supervisors/managers must plan their work – in terms of resources required to carry out the work to minimize overtime.

All overtime work to be carried out must be based on need basis – to reschedule work where necessary- overtime work to be carried out to prevent loss of revenue and interruption of supply.

Monitoring process must be put in place to ensure correct overtime claim is keyed in into the system.

Human Resource Personnel will prepare report based on report extract from system. This report will be distributed to respective Area Manager to give reason if the Overtime is high than usual.

9.0 SYSTEM SUPPORT

9.1 Enterprise Resource Management System

ERMS is a SAP application. Implementation of this system is to enhance financial capabilities in terms of service provision as well to facilitate better management of financial performance in TNB. Assessment of the adequacy and effectiveness of ERMS business process controls the followings modules covering financial, project, maintenance, asset, procument and materials.

9.2 Enterprise Human Resource Management System (EHRMS)

Enterprise Human Resource Management System (EHRMS) is also from SAP application that integrate with other system. Implimentation of this system is to enhance HR capabilities in terms of service provision, as well to ficilitate better management of human performance in TNB.

EHRMS (SAP-HR) is a standardized operating processes across division and it’s utilise best practices. Assess the adequacy and effectiveness of the controls over the EHRMS in the areas of security, integrity and reliability. EHRMS business process controls the modules Organizational Management and Personal Administration, Time Management, Payroll administration, Benefit Administration, Loan Management, Medical Benefits and Retirement Benefits.

9.3 Employee Self Service (ESS)

Employee Self Service solution is part of the initiatives of TNB to bring the best capabilities of EHRMS, which will be drive towards TNB corporate mission and vision. This system shall have ability to enhance and streamline HR business processes, deliver a quick and easy web-based method to reduce HR administration expense, enhance employee satisfaction with self–service functionality, improve and increase the efficiency of TNB personal through better organization of work, planning and decision making, enable the HR information to be easily updated and accessible at any location.

TNB Management has approved implementation of Employee Self Service (ESS). The main area which will be covered is divided into phases as follows:

Phase 1A – Online annual leave application

Phase 1B – Online other leave application Phase 2 – Claims, attendance,

9.4 Key Performance Indicater (KPI)

Key Performance Indicater (KPI) is a system developed by TNB to enhance capabilities in terms of employee performance. KPI will be gusgaded down from the top managemant to the lower level management and based on that employee needs to plan their work at the beggining of the financial year and develope that as their KPI which will be measures at the end of financial year.

9.5 E-POP

E-POP (Electronic-Promotion On Position) has been developed by Group Human Resource. Implimentation of this online system for executive at all level is to enhance HR capabilities in terms employee promotion, as well to ficilitate better management of human performance in TNB. Via E-POP the process of evaluation for executive will done online.

10.0 SUPPORT SERVICES

Support Services in the states encompasses main activities, basically creating safe and conducive workplace, asset management and tender management.

10.1 Creating safe and conducive workforce

10.1.1 Work spaceProviding a confortable working area for the staff

10.1.2 Office facilitiesEnsuring that the staff is provided with the relevant office equipment o enable them to carry out their daily work.

10.1.3 Safe working environmentTo ensure and provide proper lighting in the office for staff. Electrical wiring and other electrical appliances are in safe condition for staff usage.

10.2 Asset Management

10.2.1 Vehicles MaintenanceThe process of ensuring all fuel data and vehicle maintenance are kept in the system. Monthly report shall be validated.

10.2.2 Building Maintenance Repairs and maintenance of office building and quarters are carrying out periodically. This to ensure that the staff can work efficiently.

10.3 Tender Management

Tender management for the state is also under the purview of state human resource functions. This function is important as it is not only ensuring all procedures and regulations as stipulated by the company are adhered to, it is also requires the state human resource manager who acts as secretary for the tender secretariat initiates a process of identifying credible contractors and suppliers for the state through Senarai Jadual Harga Tetap (SJHT) as stipulated by the Procurement Department.

In ensuring those selected contractors and providers are following the criteria and standards set by Tenaga Nasional, periodic checks and auditing are carried out by the tender secretariat.

11.0 CONCLUSION