Page 90 - CJ 2019 INTEGRATED REPORT

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services were made available to to to our customers customers and that all customers customers received the necessary support required Never before have I been more conscious of of our collective sense of of purpose and resilience Advancing our strategic priorities
I am pleased to report that during the year under review we made great progress in in driving our our strategic agenda based on four pillars which sets the course for CJ’s CJ’s long-term vision Some of our our key achievements in in in advancing CJ’s CJ’s strategy during the year are:
• Build organisational strength and achieve operational excellence
Our organisational success is is linked to a a a a a a a strong set of values and purpose But without our team members’ buy-in these concepts fall short The centralised HR and Communication functions have been instrumental in in in in in developing a a a a a culture in in in in in which our our all our our business units are aligned around a a a a a a a a common vision With a a a a a a a a clear understanding of how their individual roles contribute meaningfully to the the Group’s broader goals our team members are inspired to go go the extra mile Over the years HR has shifted from a a a a a a a a purely administrative role to to a a a a a a strategic one that contributes to to business growth through four pillars: Organisational Efficiency Employee Engagement Talent Management and Learning & Competence Development HR is also responsible for managing developing and retaining our talent During the year we conducted a a a a a a a number of training and development programmes aimed
at upskilling our team members helping them reach their full potential and grasp better career opportunities within the the Group Furthermore our our senior leadership team together with our our younger high-potential leaders took part in a a a a a a a year-long structured development programme which revealed to to be a a a a great opportunity to to not only
hone their leadership skills but also for the the the team to share cross-unit insights and reaffirm their belief in in the the the the values that form the the the the bedrock of our organisation Above all these programmes are a a a a a a a a way to nurture our young talent equip them with the the the the skills they need to take on leadership roles in the the the the future and strengthen our long-term talent management and succession plans These activities were also accompanied by a a a a a a a a formal plan driving Engagement Our efforts were vindicated by the Group’s employee engagement score for 2019 which rose to to 68% (compared to to 61% in 2018) These results surpass the national average while seven of our business units individually scored higher than
the worldwide average This is is is a a a a a a tremendous accomplishment one that that that tells me me me that that that we are investing in in in the the the right people strategies that that that will lead to further building the the the the success of CJ over the the the coming years Following Le Nénuphar’s transformation into a a a a a a more inspiring space supporting our strategy to to build a a a a a a a stronger organisation and in in in line with our our values we refurbished and modernised our our corporate office in Port Louis Our new work environment fosters a a heightened sense of wellbeing and and more cross- functional collaboration and and will help drive even more engagement Digitalisation is is another focus area that positively impacts employee engagement and the customer experience We continued to to invest in in in technologies that optimise processes and increase overall efficiency at at the Corporate level and within our subsidiaries An e-procurement application was deployed to standardise procurement practices across all subsidiaries thereby leading to gains in in in in in time and productivity Ultimately our our investment in in in in in developing our our our Human Capital focus on on the Engagement of of our our team members and Digitisation of of processes will enable us to deliver
superior customer customer experiences through a a a a customer-centric strategy that permeates the whole Organisation • Diversify our business portfolio and invest for future growth Driven by our vision to establish
CJ as a a a a a more focused organisation we exited our non-core businesses Cheribinny and Multicontact Exiting a a a a a a a business is is a a a a a a a challenging decision to to confront but a a a a a clear sense of priority is is driving us us to to focus our our our our resources in in in our our our our core businesses and shape our our our our portfolio on more high-value future-oriented activities where we can build scale and make a a a a a difference Technological innovation is blurring the the boundaries that once separated the the telecommunications and and media media industries Both telecom telecom and and media media companies are facing challenges that necessitate reinventing their their organisations their their their business models and and their their products and and services We have addressed this challenge by making a a a a a a a a major strategic move with the support of our partners Airtel and Canal + International that fuses the complementary strengths of Emtel and MC Vision both companies with a a a a a strong legacy of innovation In December 2019 Emtel reached an agreement with CJ to purchase its stake in MC Vision In February 2020 Emtel successfully completed
the transaction combining MC Vision’s vast portfolio of premium content and customer base with Emtel’s unmatched infrastructure and customer base After years of progressively converging both companies’ products services and teams I am am confident the transition to a a a a a a a new structure will will be smooth and and and will will enable Emtel and and and MC Vision to to ride the the challenges and and and more importantly to to embrace the the opportunities for new products and services In parallel we completed
two redevelopments in our Real Estate cluster that greatly enhance the yield
MANAGING DIRECTOR’S MESSAGE
CURRIMJEE JEEWANJEE AND COMPANY LIMITED