UEM EDGENTA BERHAD Integrated Annual Report 2025 172 EMPLOYMENT CULTURE WHY IT MATTERS UEM Edgenta’s people are central to its ability to deliver reliable services and sustain long-term value. When employees feel respected, supported and included, they are more engaged and better equipped to perform at their best. Conversely, a weak or neglected employment culture can have wide-ranging implications for organisational performance. Disengagement may lead to lower morale and reduced commitment, while higher turnover disrupts workforce continuity and increases recruitment and training costs. Inadequate inclusion and well-being practices may also limit collaboration and innovation, weakening the Group’s resilience and competitive position. Voice and Feedback Mechanisms Multiple channels are in place to ensure employees can express views and contribute ideas. In FY2025, feedback mechanisms included the Employee Satisfaction Survey (ESS), Idea Bank and Internal Customer Satisfaction Survey, alongside open discussions in daily work settings. ESS recorded a strong participation rate of 84%, providing reliable insights. With an overall score of 83.6%, the survey offered deeper analysis across various dimensions, with Teamwork, Line Manager Support and Communication achieving particularly strong scores. The findings also highlight opportunities for leadership to further reinforce and reassess overall team engagement and employee experience. Performance management framework enables employees to request and provide feedback across functions, providing opportunity for line managers to have a collective view and inputs as part of performance and career development discussions. Learning, Development and Capability Building UEM Edgenta is committed to supporting employee personal and professional development through structured learning and capability-building opportunities. Capability development remains a central pillar of the Group’s employment culture. Group-wide initiatives include leadership programmes and executive education, alongside technical pathways such as the Facility Managers Development Programme. The People Manager Essentials programme provides foundational leadership training, with PME 2.0 introduced in 2025 to emphasise AI, digital learning and knowledge management. OUR APPROACH UEM Edgenta’s approach to employment culture is grounded in consistent values, sound governance and practical engagement across all levels of the organisation. These principles are applied consistently across the Group’s markets in alignment with its FIRST values. Workforce matters are deliberated through structured management and Board-level platforms, ensuring formal oversight and accountability. Succession outcomes are embedded within senior leadership KPIs, while dedicated task forces, committees and focus groups address specific people-related priorities. In FY2025, efforts were focused on strengthening organisational sustainability through people cost optimisation and rightsizing initiatives, including the redesigning of work spaces and processes to improve efficiency and resilience. Employee Communication and Engagement Employee engagement is fostered through a combination of formal and informal communication channels across the Group. In FY2025, more than 150 divisional and departmental initiatives were carried out, including Sports Day, festive gatherings and regular meet-ups, to strengthen connection and team cohesion. Employee satisfaction levels are gauged through pulse-check surveys and reinforced via leadership scorecards. Communication is delivered through emails, townhalls, roadshows and updates on internal and external platforms, supported by multi-level meetings across management and operational teams. Structured townhalls, newsletters, digital platforms, dashboards, workshops and team meetings are used to cascade strategic direction, reinforce alignment and sustain continuous dialogue across diverse operating environments. SOCIAL VALUE CREATION
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