FOCUS ON TRAINING AND UPGRADING SKILLS
Keppel Land adheres to the principle that the Human Resources function has
an important role to play not only in identifying and recruiting suitable
individuals but also developing and rewarding its staff. As such, the
Company remains focused on strengthening its human capital through
continuous training, development and upgrading the skills of its employees
to meet corporate objectives.
Towards this end, Keppel Land, together with the rest of the Keppel Group,
collaborated with the
Civil Service College to formulate specific programmes and customise them to
cater to the Company's needs. In line with the Company's vision to be a
premier multi-national real estate company focusing on property development
for sale and property fund management, courses such
as project management, presentation and negotiation skills, recruitment
techniques and report writing were conducted for middle and senior
management staff. This reflects the close relationship between Keppel Land's
business objectives and Human Resources initiatives. Designed to encourage
individuals to be creative in their thinking and approach, the programmes
were very well-received by staff.
Keppel Land has also been working closely with its human resources
counterparts from the various
strategic business units within the Keppel Group to centralise and customise
generic training programmes for staff, as well as review possible areas of
alignment in management development,
remuneration and benefits, training, staffing and human resource information
system. The aim is to identify areas for Group synergies, which can lead to
cost savings and greater efficiencies.
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In line with the Group's move to expand its operations in China, Keppel
Land's senior management staff also participated in the Keppel China seminar
organised by its parent company, Keppel Corporation, in July 2002. Besides
gaining insights on doing business in China, the seminar also served as a
platform for information exchange among the various strategic business
units.
To facilitate strategic collaboration and communication of corporate
objectives across the Company's regional offices, an annual regional
conference was held in Singapore in March 2003 for key executives from the
region. This event, which spread over three days, encompassed a management
dialogue to update the overseas staff on the Company’s performance and
strategies. It also served as a lively forum for exchanges of new ideas and
initiatives, cross-learning opportunities and camaraderie among local and
overseas staff. As such, it has been an invaluable source of creative
solutions and a hothouse of new initiatives. |
