5 ENHANCING VALUE THROUGH SUSTAINABILITY 175 VALUE CREATED In 2025, UEM Edgenta’s continued focus on employee engagement delivered positive outcomes for productivity, collaboration, leadership effectiveness and workforce well-being across the Group. At Group level, engagement and communication platforms such as the Annual Management Dialogue, townhalls, leadership engagement programmes, site visits and divisional sessions strengthened connection between employees and management. Over 150 engagement initiatives were implemented at divisional and departmental levels to reach employees at the grassroots, including Sports Day, festive gatherings and regular team meet-ups. These initiatives enhanced participation, strengthened morale and improved alignment with organisational priorities. Family-oriented initiatives such as “Bring Your Children to Work Day” reinforced support for work-life integration, while participation in the UEM Olympic events encouraged teamwork, collaboration and healthy lifestyles. Monthly breakfast sessions with senior leaders further supported open dialogue and familiarity across organisational levels. Employee engagement also strengthened team collaboration and communication. Divisional and departmental activities created informal settings for bonding and knowledge sharing, while structured programmes for people managers enabled discussion of workforce challenges and more effective issue resolution. Additional feedback mechanism under the enhanced performance management framework allowed employees to give and request feedback across functions, with visibility to line managers supporting performance reviews and career development discussions. Workforce well-being was supported through access to mental health services, including psychologist and physician consultations, health and well-being seminars and targeted mental health assessments with follow-up support. These measures contributed to a more supportive work environment and reinforced attention to mental health awareness. While absenteeism and turnover are influenced by multiple factors, unplanned leave and sick leave continue to be monitored centrally. Although no direct causal link can be established, turnover rates have shown steady trend over time, and engagement activities continue to generate insights that inform retention strategies. Findings from the Employee Satisfaction Survey (ESS) show that while overall employee sentiment remains positive, there are opportunities to further strengthen team engagement and communication, highlighting the importance of continued engagement initiatives across the organisation. Engagement initiatives also enhanced leadership effectiveness by increasing interaction between employees and senior leaders through site visits, leadership programmes and structured dialogues, enabling leaders to make more informed, people-focused decisions. The Group also demonstrated commitment to strengthening employer branding through participation in external people-related initiatives, including involvement in Graduan ASPIRE 2025 and receiving Bronze recognition in two categories at the Graduan Brand Awards 2025. During the year, training and development opportunities were created for 82 trainees through structured programmes including the Graduate Employability Training (GeT), Technical Graduate Trainee (TGT) and Internship programmes. These initiatives support the Government’s young talent development agenda, including the Protege programme, while also fulfilling relevant contractual requirements. Where suitable opportunities are available, trainees may be considered for employment with Edgenta.
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