Amongst the key principles of Sabic's corporate policy is a strategy promoting the transfer of skills in its workforce.

This ensures that future employees are equipped with the knowledge and expertise needed to ensure the maintenance of a streamlined work place.

As part of this effort, about 140 Sabic executives successfully completed an in depth assessment process that included individual executive coaching sessions with experienced consultants.

The assessment drew from feedback on management and leadership practices and discussions on individual executives' development needs.

This was followed up with the first annual Executive Development Seminar, titled 'Leading Business Change', offered in multiple presentations in Riyadh and Jubail.

The research and technology division was the first beneficiaries of compensation and benefits studies undertaken last year.

New career ladders have been created for three technical groups of employees - scientists/researchers, engineers and technicians.

The purpose of the new career ladders, says Sabic, is to ensure that technical careers are appropriately rewarded, allowing for increases in compensation based upon the achievement of welldefined competencies.

During the course of the year, new standardised job evaluations have been put in place and completed for executives throughout Sabic and its affiliates, including Sabic Americas and all employees at Sabic headquarters.

Similar job evaluations are being conducted at affiliate companies by a specially trained team from corporate human resources.

The focus of activities last year, says Sabic, has been a continued drive toward creating a comprehensive human resources function for itself.

The development of unified human resources policies throughout all Sabic units within Saudi Arabia has already benefited employee recruitment, retention and transfer, reports the company.

Employees from Sabic's affiliates participate in major human resource initiatives such as the implementation of systems, applications and products in data processing (SAP), the executive development program and Sabic's business transformation project (FANAR).

The unification of human resource practices and the elimination of differences among affiliates has facilitated employee development through job rotation, Sabic claims.

Evidence indicates that it had a positive effect on employee loyalty throughout the group.

Meanwhile, Saudisation continues to be an important objective for the company, with Saudis now forming 77 percent of its workforce.

The achievement is perhaps a testament to the effectiveness of coordinated recruitment, training and development efforts.

Saudis play a full part in the continuous personal and professional development programmes undertaken by all staff at Sabic and its affiliates.