Workplace Development


The Malakoff Workforce

As at 31 December 2015, the Group’s workforce stood strong at 1,024 employees. We had a 1:5 ratio for our female to male employees, while our executive and non-executive employee levels stook at 2:1. 

Welcoming Diversity 

Being an equal opportunity employer, Malakoff believes in employing, appointing, promoting, developing and rewarding our employees through the principles of meritocracy and fairness. We hire and promote people based on definite criteria and in line with local legislation. The measures help ensure that the Malakoff family remains a well-balanced, secure and harmonious one. 

We are also committed to promoting equal opportunities and encourage diversity and inclusiveness both in our workplace and marketplace. Our policies and initiatives such as recruitment, retention, training and development, as well as Malakoff-sponsored corporate and social activities, are carried out in a manner that do not discriminate against ethnicity, gender, age, disability, or status. The Group’s local workforce reflects the diversity of the Malaysian population, while our international ventures comprise employees the majority of whom stem from those respective geographies. This is an essential trait when serving the diverse needs of the different markets that we have operations in. 

The following charts illustrate the composition of the Malakoff Group’s diverse workforce as at 31 December 2015:


Strengthening Employee Competencies

Here at Malakoff, our employees form the cornerstone of our identity. As we set our sights on becoming a dynamic multinational power and water company, we understand the importance of investing in our employees and strengthening their competencies. We accomplish this by identifying exceptional people, developing their skills, and creating an environment that fosters their growth as leaders. We are dedicated to ensuring that every employee is able to realise his or her potential while achieving maximum productivity in a culture that values teamwork, innovation, integrity, harmony and excellence.


In 2015, we focused our efforts on developing Malakoff’s own characteristic brand of leadership under a rebranded Organisational & Talent Development Department (formerly known as Training & Development). To mark the shift in approach towards employee training and development, we rolled out the Organisational & Talent Development Programme. This initiative seeks to go beyond the sole task of enhancing employees’ talents, to establishing a conducive environment for our employees to perform at their optimum levels. 

Founded on our Critical Success Factors, Malakoff’s Organisational & Talent Development Programme today provides a platform to help employees hone their skills and talents. By focusing on enhancing our employees’ competencies, they can readily achieve their key performance indicators (“KPIs”) and drive business success. 

Complementing Training and Development Efforts

Malakoff understands the need to invest in development programmes to ensure our people are equipped with the right skills and competencies to meet the demands of the international arena. In 2015, Malakoff also set about to develop core competencies on the technical and commercial skills fronts as well as employees’ business acumen and market analysis skills. A large part of our training focused on developing our O&M workforce that makes up approximately 80% of our workforce. These training programmes included on-the-job training assignments, plants simulators and classroom training sessions, together with comprehensive assessments run by our Technical Training team. The courses were designed to provide staff with the fundamental knowledge and skills essential to operating and maintaining a power plant confidently, whether they worked in a coal-fired power plant or a combined-cycle gas turbine plant.

The year also saw us developing in-house soft skills trainers to facilitate workshops to inculcate the Malakoff leadership ideology across all departments. We also initiated Lunch & Learn sessions in which short and concise equipping sessions were conducted during selected lunch hours. These sessions covered a range of topics such as spirituality, health, parenting, and wealth planning to show employees how to adopt a more holistic approach to work as well as how to inculcate a good work-life balance.


Driving a High Performance Culture

As part of our efforts to drive a high performance culture and empower our employees, we restructured the Group’s performance management system in 2015. The revamped system today places an emphasis on clear goal setting while an appropriate KPIs-related measurement has been rolled out that aligns with our evolving business strategy and operational goals.  

Attracting and Retaining Talent 

The year saw us introducing the Malakoff Graduates Development Programme (“MGDP”) under the umbrella of our Executive Development Programme that was founded in 2007. The MGDP serves as a platform for our Young Graduates to build a solid foundation of knowledge and to gain mastery of management techniques so that they might move up and succeed in leadership roles within the Company.  

Supported by experienced mentors, our Young Graduates were given the opportunity to work across different power plants within the Group. They also experienced cross-sharing of information while working in dynamic teams to tackle exciting and varied projects.

Bolstering Employee Engagement Efforts

Malakoff is committed to developing and improving its employee engagement efforts to build a unified and dynamic workforce. To this end, we employed Human Resource Business Partners (“HRBPs”) to work closely with our management and employees to improve work relationships, build morale as well as increase productivity and retention. 

Assigned to the specific Operation and Maintenance (O&M) and Corporate Services business divisions respectively, the HRBPs acted as change agents by promoting and providing advice and support for organisational change. They also provided guidance and input on organisational restructures, workforce planning, and succession planning. One of the key benefits that has come out of the HRBP approach is that our workforce now has access to strategic coaching where key employees are coached on topics such as succession planning, career path development and performance management.

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