We aim to foster a people-centric, performance-driven organisation that empowers progress. Our focus is to be agile and continue enhancing our people’s experiences.
Technology is continuously becoming more and more prevalent in the world at large. Human
Resources is thriving to utilise available technology to operate efficiently, make informed
decisions, and provide the best employee experience. A significant component (88%) of the
HR Transformation has been implemented since the initiation of the project back in 2020
with the introduction of the Oracle Human Capital Management system (HCM).
When fully implemented, all stakeholders will benefit from improved service turnaround
time and efficiency through an integrated learning and development platform, people
analytics, end-to-end employee experience, and chatbots that are available 24/7. Once
in place, a diverse, sustainable culture that is people-centric and performance-driven
will be within reach.
A High Council for Training and Development has been established by the Company’s
Executive Management in response to the increased drive to develop our personnel to
meet the challenges of the “Bapco of Tomorrow.” The Bapco Modernization Programme
(BMP) training to secure the necessary functional skill sets and the development of
talents and successors is set by the Council as part of its strategic vision and direction
for the Training and Development Department to undertake.
With the release of the “Resid Hydrocracking Unit (RHCU) Rounds Simulator”, a
3D-modelled virtualisation tool for navigating, identifying, operating equipment and
assessing environmental conditions within the virtual plant, efforts to develop and
use technology for training purposes to enhance understanding and recollection were
realised. This tool makes it possible to train the RHCU workforce before BMP construction
is finished, greatly benefiting Bapco by ensuring that employees are familiar with rounds
and aspects of their jobs which would normally only be possible after a physical working
plant is available. This enhances the Operator Training Simulation (OTS) models that
Company employees will have access to in 2023, effectively enabling them to receive
training in specific worst-case scenarios on the simulators (emulating the actual plant
operation), similar to how an airline pilot would train on a flight simulator
The rounds simulator for the RHCU and crude and vacuum distillation units (7CDU and
VDU), as well as Working at Heights, are also being upgraded with virtual reality (VR)
systems. These initiatives are aligned with Bapco’s ongoing internal e-learning and
microlearning module development, which promotes information retention and meets
the needs of knowledge seekers.
Bapco recognises that although technical competencies are essential for operations,
reliability, and maintenance, all employees are a part of the collective organisation.
As a result, the Company has placed a strong emphasis on staff development through
the introduction of functional academies (focusing on the competency requirements
of each functional area), knowledge management for knowledge sharing (24 sessions
held), knowledge exchange, and knowledge transfer, as well as the identification and
development of talent. To familiarise all employees with BMP’s functionality, a “Discover
BMP” programme for engineers and a “BMP Familiarisation” programme for all other
employees were introduced
A leadership framework is being proposed for adoption in 2023, and leadership development
has expanded in tandem with the growth of talent pools and successors. With 4 distinct
mentoring levels (from scholar to graduate to HiPo to successor) and the introduction
of mentoring as a development tool, there are presently 325 active mentees and 292
mentors registered on the mentoring platform. With the help of specific initiatives like
“Women of Tomorrow,” which has 379 Bapco women enrolled in the “PlayBook” platform
and enjoying master workshops by women for women, a greater emphasis has been
placed on the development of Bapco women.