UEM EDGENTA BERHAD Integrated Annual Report 2025 192 SOCIAL VALUE CREATION MEEM (Kingdom of Saudi Arabia) MEEM sustained compliance with applicable labour and employment regulations. Human rights principles were reinforced through standard onboarding processes that highlight employee rights and responsibilities. Clear employment contracts were maintained, supported by accessible and non-retaliatory channels for raising concerns, contributing to transparent and orderly workforce management. UEMS Singapore UEMS Singapore implemented the Group Human Rights Policy at local level and reviewed internal people management processes to strengthen consistency in fair employment practices. Practical guidelines and checklists were introduced to support people managers in applying recruitment, conduct and grievance procedures in line with human rights principles. These efforts form part of the contributing factors that led to the successful accreditation of “Champion of Good” in 2025. Kaizen (United Arab Emirates) Strengthened antiharassment culture through policy, procedures and manager guidance. Operon Middle East (OME) (United Arab Emirates) Operon Middle East maintained accessible grievance mechanisms and reinforced fair, transparent employment practices. EdgentaUEMS Taiwan EdgentaUEMS Taiwan focused on pay equity and legal compliance. The business unit ensured adherence to minimum wage requirements and implemented salary adjustments for approximately 82% of employees during the year. These adjustments supported improved fairness and equity in remuneration outcomes. • Non-discriminatory hiring and equal opportunity: UEMS Singapore and EdgentaUEMS Taiwan advanced merit-based recruitment and equal opportunity practices aligned with international expectations, supported by Kaizen’s Equal Employment Opportunity framework. • In Malaysia, further progress has been made to embed the Human Rights Policy within the supply chain through supplier engagement initiatives and the integration of human rights into procurement practices. These actions contributed to more consistent protection of employee rights, reduced exposure to conduct-related risks and improved confidence in internal governance structures. Data and Measurement 2025 represents the baseline year for formal human rights governance under the new policy framework. Quantitative performance indicators, such as training coverage, grievance resolution timeframes and reported case rates, will be strengthened to support stronger monitoring and continuous improvement. Business Unit Outcomes OUTLOOK Looking ahead, the Group will continue strengthening its human rights framework through a phased and progressive approach focused on awareness, accountability and continuous improvement. In the near-term, efforts will centre on enhancing human rights awareness through targeted training and knowledge-sharing sessions, improving the visibility and accessibility of relevant policies and grievance channels, and maintaining consistent zerotolerance enforcement supported by corrective action where required. Selected measurable commitments across business units will continue to support this direction. In the coming years, we will develop a guiding principle to assess human rights across our supply chain, followed by the establishment of a structured framework and due‑diligence methodology. This will enable a more systematically more systematically assess working conditions, including those of contractors and supplier‑managed workers. Over the medium to longer term, the Group will review and strengthen existing practices by addressing gaps in training coverage, case handling processes, response timelines and supplier alignment, while the Supply Chain Engagement Plan will guide structured engagement and screening of suppliers against human rights criteria. Through deeper integration into operational practices, supported by clearer internal reporting and increased transparency, the Group aims to reinforce workforce protection, inclusion and responsible business conduct across all operations. Combined and Cross-Business Unit Outcomes Across the Group, several outcomes were achieved through aligned practices: • Grievance mechanisms: MEEM and OME maintained accessible and formal grievance channels, reinforcing fair and transparent employment practices and enabling early resolution of concerns. • Anti-harassment culture: UEMS Singapore and Kaizen strengthened standards and procedures on harassment and bullying through updated policies, management guidance and clearer escalation pathways.
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