Our People
- Better SocietyBetter Society
- Our PeopleOur People
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- Human RightsHuman Rights
Our people differentiate F&NHB from peers and are central to determining how well we perform. We strive to create a stimulating work environment, where talent is nurtured and rewarded, and employees are engaged, challenged and empowered to perform to their highest potential. We constantly look to hire and retain talent who will enable us to maintain our competitive edge. F&NHB contributes to the United Nations Sustainable Development Goal 8 target to achieve full and productive employment and decent work for all.
Our labour practices commitment is grounded in fairness, equity, and full compliance with applicable regulations. We uphold the right to a minimum or living wage, in line with country-specific requirements, and ensure that all employees receive their entitled paid annual leave. To safeguard employee well-being, we address the elimination of excessive working hours by adhering strictly to maximum limits prescribed under national labour laws and by discouraging unnecessary overtime. We are committed to equal remuneration and fair treatment for all employees—regardless of gender—across recruitment, promotions, job assignments, training, wages, benefits, and termination. In Malaysia, all benefits provided are aligned with the Employment Act 1955 for executives and the Collective Agreement for unionised employees. In addition, we maintain clear guidelines on consultation and notice periods in the event of mass terminations, in accordance with the Employment (Termination and Lay-Off Benefits) Regulations 1980. This commitment applies not only to our own operations but also extends to contractors throughout our value chain.
To put these commitments into practice, we implement robust measures to safeguard fair and equitable labour practices across our workforce. Adequate wages are ensured through regular salary benchmarking against cost-of-living estimates and industry standards, while employees are rightfully compensated for overtime in line with respective countries’ labour laws. Working hours, including overtime, are closely monitored using systems such as BIPO and facial recognition to ensure compliance and to protect employee well-being. We actively engage with workers’ representatives, including unions, to strengthen social dialogue on working conditions, and we continuously monitor the gender pay gap to uphold our commitment to equal remuneration. Beyond statutory requirements, we provide expanded social protection through flexi-benefits allowances and comprehensive insurance coverage, while also encouraging employees to utilise their annual leave entitlements for rest and recovery. Furthermore, we invest in training and reskilling opportunities to prepare our workforce for industrial transformation and climate transition challenges, ensuring their long-term employability, adaptability, and resilience.
Human Capital Development- Provide an average of at least 18 hours of training to Executives and 11 hours of training to Non-Executives
- 100% of employees are trained on ESG and digitalisation by 2025
We seek to create a diverse and engaged workforce who feel a deep connection to F&NHB and are motivated to excel in everything they do.
Our dedication to diversity and inclusion includes strict compliance with employment rights legislation in our operating countries, such as prohibiting the hiring of minors. In recent years, we have made significant progress in promoting gender equality within the F&N workforce, with women comprising 28% of our total employee population, and occupying 46% of leadership positions.
*Data as of September 2024
*Data as of September 2024
F&NHB’s strategic plan to be a preferred employer is guided by our seven ‘Modules for Strategic Human Capital Transformation’:
To encourage excellence, we provide limitless opportunities supporting the individual development of each employee based on the 70:20:10 plan of on-the-job training, mentoring/coaching and formal training. To further incentivise performance, we strive to promote from within and only recruit external talent when necessary.
Various development programmes are conducted to build the capacity of employees. Two key manufacturing development programmes are highlighted as below:
| Manufacturing development programme through annual innovation convention To promote continuous improvement in productivity, quality, cost, delivery, safety, ethics and environment, we organised annual innovation conventions – Excel as One Convention in Thailand and Winning as One Convention in Malaysia since 2007, which aims to develop manufacturing teams. |
Soft Skill Training Programme – Problem Solving and Task Achieving
This is an employee development programme to develop manufacturing employees in Thailand in solving problems effectively and achieving tasks more efficiently. The key objectives of this programme are create awareness among employees to participate in solving problems and improving their work, solve problems and improve work systematically and able to use tools to assist in carrying out activities effectively. |
| This development programme is targeting at manufacturing employees, which aims to cultivate the culture of continuous improvement in productivity, quality, cost, delivery, safety, ethics and environment. Through the conventions, they are encouraged to propose and implement innovative and cost-saving initiatives, with the guidance of mentors (respective superior). Participants work in groups and are empowered to implement their ideas. The innovative ideas initiated through the convention have already successfully achieved an average saving/avoidance of about RM4 million per annum. | This development programme is targeting at manufacturing employees, which provides on-the-job training to solve problems effectively and achieve tasks efficiently. Upon the completion of the programme, the employees have been tasked to propose and implement projects that improve the manufacturing work processes, utilising the skills learned during the development programme. One of the innovative ideas implemented was developing a digital platform to support the milk collecting centres and farmers to improve milk quality and to encourage traceability from farm to factory. After implementation, the receiving time of the raw milk was reduced significantly by 70%. The second solution is to develop a new method of milk transportation to simplify running routes, reduce environmental impact and monitor raw milk data by real time. This new milk transportation method can reduce more than 200,000 kg CO2 emission per year. |
At F&N, we provide a comprehensive suite of coaching, mentoring and leadership development programmes to strengthen leadership capabilities across different levels of the organisation (Junior, Middle and Senior Management Team). For Senior Management Team, a one-year Coaching & Mentoring Programme with our parent company, comprising 12 sessions which aim to give an exposure to leaders on how to apply the coaching style with their team members. facilitates the sharing of best practices. Middle Management Team will experience an individual coaching session which aim to translate the insights from the leadership program named, High Performance Leadership Development Programme (HPLD) into real workplace actions and sustainable behavioral change, and the Junior Leaders will benefit from group coaching through the Essential Management Leadership Development Programme (EMDP), which fosters collective learning, reflection, and peer feedback.
The EMDP is a flagship leadership programme for executives, designed to build self-awareness, emotional intelligence, communication, resilience, innovation, and execution excellence, with 36 graduates to-date. The HPLD further supports the experience leaders in translating insights into workplace actions, driving sustainable behavioural change and adopting a coaching approach with their teams.
To build stronger collaboration and trust, F&N also runs a structured six-year Teambuilding Journey, attended by over 950 employees to-date, which progresses from self-awareness and team synergy to managing feedback, entrepreneurship mindset, agility and creative thinking.
In parallel, the Digital Transition Programme attended by hundreds employees is aim to raises awareness on Gen-AI and digital tools such as SharePoint Agent to equip employees for the future of work. Importantly, these programmes extend to contractual employees through initiatives such as the co-pilot programme, ensuring inclusivity and equal opportunities for growth across F&N’s workforce.
Other than through coaching/mentoring, senior management engage with all other employees through town hall meetings and briefings, CEO roadshows, Fraserians Connect mobile app, intranet updates, and monthly employee email newsletters. Meanwhile, employees are encouraged to share feedback, ideas and suggestions with senior management via F&N Voice, a WhatsApp platform.
We conduct an annual Employee Engagement Survey to track key employee metrics such as job satisfaction, purpose, happiness, and stress. In 2024, the survey achieved a 99.96% participation rate with an overall engagement score of 73%, derived from three core engagement drivers – Stay, Say, and Strive.
The survey assessed six engagement drivers: leadership, performance, the work, the basics, company practices, and brand. Results highlighted three top-scoring areas:
- Work Tasks – Employees reported that their tasks are clear and well-defined, directly supporting job satisfaction by giving clarity on expectations and enabling them to deliver quality work.
- Work Environment – A positive workplace culture was emphasised as enhancing both happiness and reducing stress, as employees feel supported and motivated in their day-to-day work.
- Collaboration – Strong teamwork and open communication foster a sense of purpose and belonging, as employees see their contributions aligned with collective goals.
Through these insights, the company not only measures engagement but also gains visibility into critical aspects of employee well-being and motivation, ensuring that strategies and practices remain people-focused and sustainable.
F&NHB does not restrict freedom of association and the management engages actively with our seven formal employee-unions for balanced collective agreements. In FY2024, 35.4% of our employees were covered by collective bargaining agreements
| Unit | FY2021 | FY2022 | FY2023 | FY2024 | |
| Total Employee New Hires | No. | 236 | 329 | 696 | 382 |
| Total New Employee Hires Rate | % | 10 | 14 | 18 | 10 |
| Total Employee Turnover | No. | 201 | 380 | 555 | 582 |
| Total Employee Turnover Rate | % | 9 | 16 | 15 | 16 |
| Volunteer Employee Turnover | No. | 182 | 265 | 486 | 379 |
| Volunteer Employee Turnover Rate | % | 8 | 11 | 13 | 99 |
Employees collaborate with their supervisors to set SMART goals and Key Performance Indicators (KPIs) to the year. A Performance Assessment Review takes place twice a year for our employees to appraise their outcomes and identify development opportunities together with their supervisors, through various methods – management by objectives, multidimensional performance appraisal and formal comparative ranking of employees within the employee category.
| PERFORMANCE APPRAISAL (FY2024) | % |
| Management by Objectives | 52 |
| Multidimensional Performance Appraisal | 12 |
| Formal Comparative Ranking of Employees within One Employee Category | 55 |
| Agile Conversations | 20 |