At Media Prima Berhad, we are evolving in the way we do business. Profits are not the only measurement for success; instead we are now looking at how we impact the communities around us. CR is not a company policy; it is a criterion for every business and operational decision we make. We do it simply because it is the right thing to do, and the time is always right to do the right thing.
At the Workplace


Our business involves people. To succeed, Media Prima must create a working environment where people can flourish. We are committed to training and development and to working practices which are as flexible as possible. We aim to offer competitive rewards and benefits, and a stimulating and an inclusive workenvironment. Employing people from diverse backgrounds helps us to make programmes that are authentic and relevant to a wide range of viewers.

We employ around 1,924 staff in our TV, Radio networks and Outdoor media as of 31 December 2009. While this does not represent the whole group, the employment figures represent about 70% of our total group of companies. We hope to be in a position to report our total staff strength by next year. As compared to 2008, our staff strength increased by 10%, primarily in our radio and TV networks.



STAFF COMMUNICATIONS

We communicate with our staff through various means - however, we try to communicate through various events organised annually - to provide both an informal and formal atmosphere for our staff and management to exchange views and discuss issues. The forum which are organised includes:

  • Annual Townhall meetings
  • Management Retreat
  • Talent Pool Retreat
  • People Connect
  • E Mail Blast
  • Notice Board

  • Apart from that our non-executive staff are governed by the Union of Workers and has frequent meetings with management on operational issues.

    STAFF EVALUATION

    At Media Prima we conduct 360 degree assessment and feedback when evaluating staff performances.



    We implemented this system as we take human capital management and development very seriously. 360 degree assessment is a process whereby the company takes stock of its capability once every two to three years to meet business challenges.



    The process begins with the company putting in place a competency framework which is aligned to the business direction of the company. The competency framework is used as a guide to recruit, develop, assess and compensate the employees based on performance and capabilities.

    The second step is in selecting a group of key managers who are critical to the success of the company and perform a 360 degree assessment and development process on them. The bosses, peers and subordinates of these managers areselected to give anonymous feedback based on the list of behavioural competencies from the Media Prima competency framework.

    The output is a report capturing the strengths and area for improvement of the respective managers. These feedback are then presented to these managers professionally for the purpose of talent development in a very supportive environment. In the case of Media Prima, an external consultant was hired toconduct the data collection process as well as the feedback and the follow up process.

    The managers are then given professionalcoaching by an external coach as well as proper targeted development programs to assist the managers in managing their strengths and areas of improvement.Through this process, the incumbent managers are encouraged to be more ware of the impact of their behaviours on others.



    Also they are made to be more aware that they have to be in control of their careers in moving forward. The coaching and training and development which follows will assistthe managers to be better colleagues and to learn to be better in leveraging their own and colleagues’ capabilities in teams - hence the development of a culture ofleveraging self and others.

    HUMAN CAPITAL DEVELOPMENT

    Economic realities and advances in technology mean the nature and availability of jobs in television have changed rapidly. We have several training initiatives designed to increase the numberof skilled people in our company.

    In 2009, we invested about RM1.14 million for our staff training which involved 3,615 man-days in total for our staff at Sri Pentas. We have not as yet collated information on training for our entire group of companiesand would be hoping to report these information in our next year’s report.

    A summary of our training breakdown for 2008 and 2009 at Sri Pentas is shown in the graph below. As can be seen, majority of our training is provided to our technicalstaff, to ensure that we maintain the best quality and keep up to date with the latest technology and techniques available inmedia production.

    Training and development needs are identified during each employee's annual career development review.



    Our security workforce are also all required to undergo training prior to being allowed on site. All our security personnel are auxiliary policemen, and are required toundergo training by our Royal Malaysian Police Force. Apart from that we conduct Information Security Awareness Sessions internally with our security personnel andwe conduct psychological assessments of our security staff to ensure that they are fit to handle fire-arms.

    Freelancers and Contract Staff
    We employ freelancers and contract staff with a wide range of different skills. These include creative people such as performers and directors, as well as technical experts. These people are crucial to our business,and it is important that we treat them fairly. Contracts with performers are usually negotiated through agents or lawyers via production teams.



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