Caring for Our Colleagues
Jardines’ competitive advantage is
the strength and dedication of our
workforce. We are
committed to nurturing our people and empowering them with the support they need to
navigate challenges
and opportunities in a dynamic macro-environment.
At Jardines, we have a long and distinguished history of looking after our people.
The contributions
of our more than 400,000 people combine to create value for our businesses and our
communities. We
strive to be an employer of choice in every market where we operate and to meet the
expectations of
our colleagues and our partners in bringing an international perspective to our
local operations. This
includes providing safe work environments, promoting the health and wellbeing of our
colleagues and
reinforcing a fair and inclusive company culture.
The Group’s success depends upon attracting, developing, and retaining a
“future-ready workforce”
equipped to meet tomorrow’s challenges. Our human resources strategy focusses on
defining our employer
brand for all key talent groups, identifying and developing our pipeline of future
leaders, and
carefully curating employee experiences to ensure our people are recognised and
rewarded for their
contributions to our business. These are behaviours underpinned by values that
empower our teams and
our organisation as a whole to adapt existing skill sets and acquire new ones in
order to achieve
shared goals.
At Jardines, we have a long and distinguished history of looking after our people. The contributions of our more than 400,000 people combine to create value for our businesses and our communities. We strive to be an employer of choice in every market where we operate and to meet the expectations of our colleagues and our partners in bringing an international perspective to our local operations. This includes providing safe work environments, promoting the health and wellbeing of our colleagues and reinforcing a fair and inclusive company culture.
The Group’s success depends upon attracting, developing, and retaining a “future-ready workforce” equipped to meet tomorrow’s challenges. Our human resources strategy focusses on defining our employer brand for all key talent groups, identifying and developing our pipeline of future leaders, and carefully curating employee experiences to ensure our people are recognised and rewarded for their contributions to our business. These are behaviours underpinned by values that empower our teams and our organisation as a whole to adapt existing skill sets and acquire new ones in order to achieve shared goals.
Health, Safety
and Wellbeing
In every geography and sector in which we operate, our businesses uphold health and safety standards and protocols.
As a Group, we are continually enhancing the way we support our people to be healthy and productive. In addition to investing in comprehensive medical insurance coverage for our colleagues and their immediate family members, we support healthy work-life balance through various initiatives such as our Workplace Health Programme, flexi-work scheme and recreational facilities.
Since 2019, our Group Human Resources team has led a programme of employee health and wellbeing initiatives known as “Key2Wellness” across all BUs in all geographies. Key2Wellness strives to optimise employees’ physical, mental, emotional and financial wellbeing by delivering a range of resources and activities, improving workplace facilities and cultivating our caring workplace culture.
Initiatives across the Group
The Jardine Executive Trainee Scheme (‘JETS’) is designed to develop future General Managers and Chief Executives of our BUs.
Talent Management
At Jardines, we seek to grow our future leaders. The Group’s talent management practices ensure we are a meritocracy that supports personal and career growth. The diversified nature of our conglomerate enables talented individuals to explore career paths spanning multiple sectors and geographies.
We conduct a Group Talent Review process annually to evaluate future succession planning and nominations into our Strategic Talent Pools. For talent within the scope of this review, there is joint career ownership between Jardine Matheson Head Office and the BUs to ensure appropriate succession coverage for all roles at Senior Leadership level and above, as well as a robust and diverse pipeline of leadership talent for the future.
The Group seeks to identify and closely manage talent with the capability and potential to hold leadership or critical positions. Individuals who are nominated into our Strategic Talent Pools will be nurtured through a variety of talent management and development activities.
Diversity and Inclusion
Jardines has a long history of delivering positive change across Asia. We employ individuals representing a wide variety of backgrounds, languages, cultures and experiences, as we seek, attract, retain and promote the best people from all communities in which we operate.
As an equal opportunity employer, Jardines does not discriminate on grounds of ethnicity, gender, age, sexual orientation, disability, background, religion or other personal characteristics. We are committed to building an inclusive workplace where everyone can succeed.
To drive Group-wide alignment, we have developed a new Group Policy on Diversity & Inclusion (‘D&I’). In 2021, we launched the Group's D&I strategy consisting of two key elements. First, we aim to set a clear target to ensure that senior leaders will be held accountable for improving female representation in management positions. BUs who have achieved gender parity or are close to it are expected to maintain or achieve 50% female representation by 2026. All other BUs are expected to increase female representation by 50% by 2026.
The second element of our D&I strategy is having a series of key enablers in place, including collaborating with our BUs, to ensure a consistent set of inclusive working arrangements and policies on recruitment, promotion and retention. In addition to cultivating the right set of inclusive leadership behaviours through learning and awareness campaigns, we seek to engage in active talent management in order to identify and enable a diverse pipeline of future leaders.
Jardines Learning Academy
Jardines Learning Academy (‘JLA’) is the Group’s learning and development function and ecosystem comprising structured company-led learning opportunities supported by digital learning libraries and enabled through common platforms such as the Group’s intranet, Connect.
Since 2019, we have introduced a new learning curriculum to meet the Group’s development needs for leadership and functional capabilities. Our approach is to work with best-in-class vendors in order to scale up digital and blended learning opportunities. Roll-out started two years ago and has evolved quickly during the global pandemic.
JLA delivers structured learning opportunities in leadership, management and soft skills. In addition to our flagship leadership programmes for high potential colleagues linked to career transitions, there are also digital and blended programmes for core managerial and personal effectiveness capabilities. The design of these programmes builds on Jardines’ strategic focus areas of D&I, Sustainability, and Mental Health and Wellness, and aligns with Jardines’ competency framework and professional development capabilities.
2021, by numbers
1,068
participants
10
BUs represented
5,312
learning hours
90%
overall satisfaction rate
In addition to Leadership Academy, JLA offers development programmes targeting professionals from all BUs in three functional areas: Digital IT & Innovation Academy, Finance & Procurement Academy and HR Academy.
All three programmes have attracted high-levels of participation and positive feedback over the past year.
2021, by numbers
1,749
participants
14
BUs represented
11,878
learning hours
90%
overall satisfaction rate
In 2021, JLA won five industry awards for excellence in blended learning programmes, overall learning strategy and social learning culture, including prestigious recognition of “the best of the best” in learning programmes from Brandon Hall Group awards and LinkedIn.
We set out to democratise access to learning at Jardines and I’m really proud of the achievements of our team and learning partners. The recognition we have received for our programmes reinforces that the thinking behind our overall strategy has external credibility.
Peter Attfield
Chief Talent & Learning Officer (Group)
