ENRA Group Berhad Annual Report 2020

ENRA Group Berhad - Annual Report 2020 43 H. How we Manage our Material Sustainability Matters (Cont’d) 2. Material Social Sustainability Matters (Cont’d) 2.2 Staff Engagement (Cont’d) iv. Group-wide email alerts Group-wide email alerts have been fast and sure way of sending notices, memos, safety alerts and cautions across the Group. These include alerts from Group Legal on legal related matters including changes to applicable law and focused points of law, from Group IT particularly on virus intrusions, and services related alerts and from Group QHSE on general health, safety and environment matters. Our Group Human Capital Department as well as Group Finance send out Group wide notices to inform and raise the attention of all employees on human resources and finance related matters. These include introduction of new hiring, promotion, transfers, and other service-related matters and notice to project leaders for project related finances. v. Informal staff engagement A number of informal engagements were also held throughout the financial year under review, which included festive celebrations at the Group’s various offices. SUSTAINABILITY REPORT ILLUSTRATION 16 2.3 Workplace efficiency A number of initiatives to enhance workplace efficiency have been established: i. Cost Saving Initiatives The Group’s Cost Saving Initiatives have been an effective and popular cost savings tool instituted by the Group and encourages employees to work on achieving either cost avoidance or cost reductions or a combination of both, whilst meeting work deadlines and operational requirements. At the end of a predetermined period, a percentage of the savings earned by the Group is shared amongst employees as a reward for efforts carried out. ii. Decentralisation of certain functions In January 2020 and with the approval of EXCO, our procurement function was decentralised and active companies were allowed to now have a dedicated employee in charge of all procurement matters for such company, to cater for their specific procurement and operational needs. The objectives of this decentralisation is to provide better operational and strategic support to individual subsidiaries, to manage the procurement process more efficiently and effectively with lower risk of bottleneck at our corporate headquarters, and to facilitate a faster procurement cycle for each company, where the head of the company can prioritise procurement items. As a result of the decentralisation exercise, there is more focus on procurement specific to each company’s needs and requirements and an increase in efficiency.