UEM EDGENTA BERHAD Integrated Annual Report 2025 176 SOCIAL VALUE CREATION MEEM Facilities Management Stable employment practices supported operational continuity and consistent team performance. Regular team meetings facilitated coordination, while leadership maintained direct communication on priorities. A dedicated training room established in Riyadh in 2025 enhanced training delivery and learning conditions. UEMS Singapore A Diversity and Inclusivity Committee was formed to promote awareness and guide inclusion efforts. Initiatives included disability awareness programmes, peer support workshops and community participation activities. Feedback on inclusion initiatives was collected through post-programme surveys, while training covered leadership, technical skills and soft skills. Kaizen Asset Management Quarterly surveys, townhalls and training programmes strengthened alignment with organisational goals. Engagement initiatives encouraged transparency, collaboration and innovation. Feedback reflected improved sentiment and the highest Net Promoter Score recorded in Kaizen’s history. Training focused on project management, AI tools, sales capability and property value optimisation. EdgentaUEMS Taiwan Team-building activities and structured meetings supported productivity and collaboration. Digital tools improved communication efficiency, while open communication channels contributed to workforce well-being. Feedback mechanisms included suggestion boxes and online platforms. Training covered operational, management and occupational health topics. Operon Middle East Employee engagement supported productivity and performance through open communication and collaborative practices. Well-being programmes, flexible work arrangements and mental health focus contributed to lower absenteeism. Feedback mechanisms and employee networks fostered belonging and inclusion, supporting a healthier workplace culture. Business Unit Highlights Employee Training Overview The Group continues to adopt a disciplined and purpose‑driven approach to learning investments, ensuring that training remains targeted, cost‑effective and aligned with business priorities. In FY2025, total learning hours decreased from 332,644.36 in FY2024 to 277,620.25, representing a 16.5% reduction that reflects the overall prioritisation of learning spend and the higher adoption of alternative learning approaches. This includes broader modalities under the comprehensive Individual Development Programme (IDP), such as project‑based activities, knowledge‑sharing sessions, reading materials and job‑based assignments — which strengthen capability development but are not recorded as formal training hours. The reduction in formal learning hours is also consistent with the Group’s overall expenditure trend, which emphasises optimised use of learning resources and prioritisation of essential development needs, such as prioritising public soft‑skill programmes while maintaining essential technical training required for regulatory compliance and project delivery. Average Training Hours per Employee 2022 20.78 17.50 2024 15.24 24.01 2025 15.63 16.63 2023 16.45 18.13 Male Female (Hours)
RkJQdWJsaXNoZXIy NDgzMzc=