113 SUSTAINABILITY STATEMENT 700 400 100 200 300 500 600 0 800 Attrition by Employee Category Non-Executive Executive Management Senior Management Total FY2022 FY2023 FY2024 121.5 200 679 525 348 334 311 279 220 179 159 26 8 26 2 8 TALENT TRAINING AND DEVELOPMENT .:&( JT DPNNJUUFE UP QSPWJEJOH FNQMPZFFT XJUI USBJOJOH UIBU FOIBODFT UIFJS TLJMMT BOE BCJMJUJFT BMMPXJOH UIFN UP UBLF PO OFX SPMFT BOE SFTQPOTJCJMJUJFT XJUIJO UIF PSHBOJTBUJPO BT XFMM BT QSPWJEF FNQMPZFFT XJUI DBSFFS EFWFMPQNFOU PQQPSUVOJUJFT TVDI BT MFBEFSTIJQ USBJOJOH UIBU XJMM IFMQ UIFN HSPX BOE BEWBODF XJUIJO UIF PSHBOJTBUJPO 5SBJOJOH TFSWFT BT BO FGGFDUJWF UPPM UP FOIBODF FNQMPZFF DPNQFUFODJFT TVQQPSU TVDDFTTJPO QMBOOJOH BOE CPMTUFS employee morale and satisfaction. It underscores MYEG’s acknowledgment of its employees and reflects the Group’s commitment to fostering its workforce’s career progression. Training objectives mainly focus on addressing competency gaps in employees’ skill sets through training opportunities. Training and career development are the responsibility of both employees and Head of Department. A Head of Department shall assess their subordinates’ training needs and recommend employees for training to the Management so as to improve their job performance and develop their career. Employees may also initiate training requests to the )FBE PG %FQBSUNFOU XIJDI XPVME CF SFWJFXFE CZ UIF )FBE PG %FQBSUNFOU BOE UIF *OEVTUSJBM 3FMBUJPOT 5SBJOJOH BOE Welfare Department on its suitability. The Group has implemented a slew of important strategies for learning and development initiatives at the organisation: Increasing employee engagement and wellbeing Improving business productivity Improving employee retention Attracting the best talent for businesses Increasing profitability Improving the customer experience Creating a stronger company culture MATERIALITY MATTERS (cont’d)
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