Farah Dina Zulkifli

• Leading PETRONAS shift toward a skills-based organisation, establishing skills taxonomies, competency-aligned
governance frameworks, and structured pilots across selected business units.
• Redesigned the PETRONAS EPM Check-In process, embedding behavioural science and DE&I principles into
performance conversation guides to strengthen leadership dialogue quality across the organisation.
• Deployed Microsoft Copilot agents to convert competency frameworks into role-specific behavioural goals for 2, 000
staff, built AI solutions to extract competency evidence from performance reviews, and defined RLHF-style evaluation
rubrics to ensure AI output quality and governance.

• Designed and led the G&P 3-Year Leadership Development Implementation Plan, co-creating tailored development
solutions for frontline leaders, mid-level managers, and senior leaders aligned to the PETRONAS Leadership
Framework and strategic business priorities.
• Led end-to-end succession planning and HiPo identification across 10 Talent Councils, integrating Korn Ferry
psychometric assessments, structured talent reviews, and Individual Development Plans, endorsing 48 Talent Reviews
with a 23.6% top talent identification success rate surpassing PETRONAS Group benchmark.
• Designed and coordinated seven blended learning interventions under the Nurturing Young Leaders Programme
(NYLP) using the 70-20-10 model, including Mentoring, Leadership Masterclass, Coaching for Action, Thought
Structuring, and Conscious Inclusion, achieving RM41.8k in cost savings through deliberate design and vendor
optimisation.
• Administered DISC assessments for Gas Pipeline high-potential talent as a discovery tool to accelerate leadership
readiness, deepening self-awareness of individual strengths and behavioural inclinations and enabling leaders to better
understand and develop their teams.
• Managed end-to-end Employee Performance Management (EPM) cycle for 900+ staff, covering goal setting, mid-year
check-ins, year-end evaluations, and calibration sessions, advising managers on performance intervention cases and
PIP documentation.
• Built Power BI dashboards integrating Korn Ferry results, HiPo movement, succession bench strength, and leadership
readiness metrics, providing executive-ready insights to senior leadership.
• Curated and organised the Leading with Empathy programme for 100+ middle managers as a targeted intervention
responding to Culture Survey findings, translating employee listening data into a structured, action-oriented
development response.
• Managed external learning vendors, facilitators, and consultants, evaluating programme effectiveness through pre and
post assessments and stakeholder feedback, and overseeing the L&D budget for all Gas & Power leadership
development initiatives.

• Produced the 3-Year G&P Organisational People Development (OPD) analysis, translating workforce capability and
performance data into strategic talent priorities used as the authoritative basis for PETRONAS Group submissions for
FY2023 and FY2024.
• Owned annual manpower budget for approximately 1, 900 staff, with monthly variance analysis and Year-End Projection
reporting to Gas CFO, and led HR Annual Assurance Masterplan directing 2nd Line and Internal Audit activities across
HR functions.

• Applied agile and design thinking methodologies as part of a multi-disciplinary squad to reimagine enterprise-wide talent
management, performance management, and career development processes for 50, 000+ employees.
• Led change management for five major HR product rollouts across multiple business units, and developed the business
case for Auto-Approved Annual Leave now adopted group-wide through ORACLE HCM.

• Led HRCS submission to SSON Asia Awards 2018, resulting in PETRONAS winning Gold for Excellence in Customer
Service for the first time. Revised HRCS Service Catalogue and client subscription processes to improve operational
efficiency.

• Designed the Techno-Commercial Leadership Development (TCLD) Framework, a 70-20-10 skills development and
experiential learning blueprint for high-potential technical staff targeted for growth into business development and
commercial roles. The framework ran for 9 years, developing 270 staff with a 19% career pivot rate from plant operations
into techno-commercial functions.
• Co-developed the PGB Technical Career Path (TCP) framework for 800+ technical executives, providing structured
competency development and career progression pathways for critical technical roles.
• Conducted annual leadership needs assessments using ACD Heatmaps, Leadership Behaviour Analysis, and
Functional Assessments, translating findings into targeted development intervention plans for each skill group.
• Managed annual Training Needs Analysis, HRDC levy utilisation, and external learning partner relationships including
international consultants (Hans & Witt), designing and delivering leadership, technical, and soft skills programmes
across all Divisions.
• Managed the annual EPM cycle for 1, 200 staff and facilitated the 2016 large-scale workforce restructuring, supporting
redeployment of 200 employees through People Development Committee facilitation, candidate screening, and
upskilling of notifying leaders.
• Served as Secretariat for People Development Committee (PDC) and Capability Development Working Committee
(CDWC), facilitating 13 PDCs in one transformation year and advancing 23 promotion and mobility proposals.

• Managed development, performance tracking, and welfare for 3, 000+ PETRONAS-sponsored students across local
and international locations, achieving a 70% absorption rate into PETRONAS upon graduation. Conducted cross-border
talent selection in Uzbekistan, Sudan, and the Philippines, selecting 50+ high-potential candidates in coordination with
host country governments.