1. Group 5 BECOMING A LEARNING ORGANIZATION - PROCESS AND INITIATIVES BY THE DEPARTMENT OF HUMAN RESOURCES AND CORPORATE AFFAIRS OF SEDCO

2. OUTLINE THE APPROACHES, STRATEGIES AND RESOURCES REQUIRED TO MAKE SEDCO A LEARNING ORGANIZATION WHICH WAS UNDERTAKEN BY THE DEPARTMENT OF HUMAN RESOURCES & CORPORATE AFFAIRS OF SEDCO. Synopsis

4. THE ORGANIZATION - SEDCO: Formed in December 21, 1971 as a state owned agency to assist in the government efforts in stimulating industrial, commercial, and socio-economic development of the state of Sabah.

6. SEDCO GROUP ORGANIZATIONAL STRUCTURE

7. SEDCO ORGANIZATIONAL STRUCTURE Chairman/Board of Director Group General Manager Group DGM (Planning & Development) Corporation Secretary Business Monitoring Department Business Development Project Development Section Business Monitoring Section Secretarial Unit Legal Unit MIS Section Strategic Planning Section BIMP-EAGE/Land Section Group DGM (Corporate Affair & Finance) Account Section Finance Department Human Recourse & Corporate Affairs Internal Audit Department Training Section Admin & Personnel Section Treasury Section BCIC Section Corporate Affair Section

8. HR and Corporate Affairs Structure BCIC Section Training section Corporate Affairs Section Group DGM (Corporate Affair & Finance) Personnel and Admin Section MANAGER MANAGER MANAGER MANAGER

15. THE NEW HR FRAMEWORK AND PLAN OF ACTIONS SEDCO to be recognized as a model learning organization with an inspiring working environment which would enable its valued manpower to work happily, competently and professionally toward the new vision, mission, objectives and tasks

16. THE NEW HR FRAMEWORK AND PLAN OF ACTIONS New vision, mission, objectives and tasks Vision To achieve excellence in Manpower Management, utilization and development within the next five (5) years.

17. THE NEW HR FRAMEWORK AND PLAN OF ACTIONS New vision, mission, objectives and tasks Mission To provide an inspiring working environment and to encourage SEDCO’s manpower to gain knowledge so as to help transform SEDCO into a learning organization which would enable the manpower to work happily, competently and professionally, thus ensuring SEDCO to remain relevant, sustainable and prosperous.

22. STRATEGIC OPTION To be recognize in Sabah a s a model learning organization with an inspiring working environment which would enable its valued manpower to work happily, competently and professionally : Key Areas :

23. Strategic Plan and Action to be taken…

24. Strategic Plan and Action to be taken…

25. Strategic Plan and Action to be taken…

26. Strategic Plan and Action to be taken…

27. Strategic Plan and Action to be taken…

28. MILESTONES Year Milestone 2008 Anugerah Kualiti Setiausaha Kerajaan Negeri by SKN In conjunction with Hari Q. 2009 Four Star Rating by Malaysian Audit Department To encourage staff to work in best practices.

29. MILESTONES Source: www. audit .gov.my

30. SUMMARY How HR SEDCO will implement it? Gain employee commitment with purposeful career discussions Identifying competencies needed for key staff change mindset to commercial oriented Aspire to become a model of learning organization in Sabah formation of Quality Improvement Processes (QIP) teams to promote new ideas

31. SUMMARY Based on SWOT analysis, SEDCO has outlined various programs/activities in achieving their new HR vision i.e to become a role model learning organization in Sabah. SEDCO also in plan to introduce policies in regards to recruitment, remuneration, incentives & benefits and career development. However, allocation of funds needed to facilitate the implementation for the mentioned plans & strategies.

32. Summary (con’t) Still the greatest asset of company is the PEOPLE that need to be continuously nurtured, develop & taken care of. With the strong line-up of subsidiaries, it is a hope that the objective to become a learning organization as an important prerequisite for a high performance and successful business entity.

33. Thank You !