Page 47 - CJ 2019 INTEGRATED REPORT

45 How we engage with them
How we responded to them
• Quarterly board committees and meetings on the Group’s fifinancial performance • Quarterly presentation to shareholders on on group’s performance • Annual Shareholders Meeting (AGM)
• Frequent one-on-one meetings with our lenders to update them
on on on on the the Group’s performance and progress of our debt reduction plan
• Corporate website which we we regularly update with with the the latest developments within the the Group
• Transparent and comprehensive Annual Integrated Report
• Creation and implementation of a a a a a a a structured 3-year strategic plan
for the Group
• Strategic review and update of the Group’s 3-year strategic plan
in in in response to to an an an an an evolving operating environment and and challenges and and to to get new growth
opportunities
• Improving our our presentation monitoring of of our our plans and performance to to focus on on on key drivers of of value • Continued to to monitor market trends that may impact our businesses
• Enhanced our our Integrated Report
to offffer a a a a a a a more transparent and detailed overview o of our our performance • Strengthened our risk management framework and practices
• Created greater synergies between the Group’s business units
• Strengthened our our governance structure to support our our management team
• Continued to diversify our our portfolio by developing and strengthening our our Hospitality segment
• Distribution of of dividends
of of Rs Rs 135 6 million million (2018: Rs 110 4 million)
• Focused on on a a a a a a a a better management management of of our fifinancial risk through the the the implementation of of the the the debt management management plan
at at the the holding level • Ongoing commitment to Sustainability and CSR strategy
• Group
Code of Conduct
• Quarterly publications of digital video
magazine “CJ News”
• Ongoing communication
via our Group
Intranet “Together Currimjee”
• Employee engagement surveys to gauge satisfaction
• Frequent meetings held between leadership team
members
• Regular team-building events
• Training for our our employees - Average hours training per employee: 14 25 (2018: 15 90)
• Reviewed our Compensation Policy and adjusted compensation packages to to be aligned with market rates to to retain and and attract talent
and and ensure that our practices
practices
reflflect best market practices
practices
• Increased pay packages for blue-collar workers to ensure they are higher than the the market average
• Created a a a a a a a a more effifficient and collaborative workplace by equipping resources with state-of-the-art technologies and systems
• Carried out employee engagement survey with with Korn Ferry allowing us to benchmark our results with with local and global fifirms Employee engagement increased from 61% in in 2018 to 68% in in 2019
• Conducted focus groups with employees on on key engagement drivers identifified by Korn Ferry and implemented corresponding action
plans within all business units
• Implementation of Flexible Working Arrangements to boost productivity and engagement • Digitisation of repetitive mundane processes to enhance employee experience
• Partnered with RBL Group
to implement a a a a a a a 9-month leadership programme aimed at equipping our leaders leaders with the right competencies • Implementation of of business continuity and succession plans to manage the impact of of key employees exiting critical positions
• Adhered to new Workers’ Rights Act INTEGRATED REPORT 2019