3 HOW WE CREATE VALUE 45 Board of Directors • Workforce readiness • Talent management and development • Succession planning • Governance and regulatory compliance • Business performance amid economic challenges • Business resilience and continuity • Training and capability development • ESG risks and matters related to material matters, sustainability reporting, net zero targets, carbon budget, carbon tax, supply chain matters, sustainability policy and sustainability risk Key Topics and Concerns Raised Our Response Board of Directors • Mechanising and automating processes to reduce dependence on manual labour and improve cost discipline. • Investing in structured talent development programmes across operational, technical and leadership roles. • Strengthening succession planning through targeted leadership training, performance KPIs and graduate programmes. • Upholding a robust corporate governance framework that embeds ethics, integrity and regulatory compliance across the Group. • Overseeing Sustainability Roadmap 2.0 to guide deeper integration of sustainability across operations. • Maintaining a Board-led sustainability governance structure to strengthen accountability across ESG matters. • Enhancing margins and driving sustainable growth through technology-enabled and sustainability-led solutions. • Supporting business resilience through investments in sustainability initiatives, technology enablement and supply chain preparedness. • Providing ongoing training for Board members aligned with emerging skill requirements and regulatory developments. • Initiation of a carbon tax pilot scheme to assess potential financial exposure from emerging carbon pricing regulations. Employees • Investing in training across future-focused competencies, including ESG and digital capabilities. • Reinforcing managerial capability through structured learning road maps and certification-focused development programmes. • Adhering to applicable labour law, including updated minimum wage regulations and other changes to the employment act. • Prioritising employee well-being programmes, including mental health consultations and expanded health screenings. • Maintaining competitive benefits including healthcare benefits and merit-based bonus and increments. • Edgenta Care Society continued to support individuals in need through the provision of monetary assistance. • Implementing over 150 specific engagement initiatives at the divisional and departmental levels to connect with grassroots-level employees. • Expanding the People Essentials for Managers training programme to equip people managers with the skill sets to lead, engage and develop talents effectively beyond just hiring skills. • Carrying out Employee Satisfaction Survey (ESS) pulse-check surveys and using findings to assess overall employee satisfaction and work experience. • Publishing Human Right Policy in March 2025, with accompanying awareness sessions on human rights for both employees and suppliers. • Establishing a grievance mechanism channel through the Whistleblowing Policy to provide employees with a safe and confidential avenue to raise concerns. • Reinforcing a safety-first culture through structured HSSE campaigns and recognition programmes, supported by established safety management practices. Employees • Capability building and skills development • Remuneration and benefits in response to rising living costs • Employee welfare and support for Edgenta Stars in need • Leadership openness and responsiveness • Engagement quality of people managers • Employee satisfaction and engagement assessment • Awareness on human rights and labour practices • Grievances mechanism
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