123 SUSTAINABILITY STATEMENT 5P EFDJEF XIJDI FNQMPZFFT BSF JOWPMWFE JO PVS TVDDFTTJPO QMBOOJOH QSPDFTT .:&( MPPLT BU UIF TDPSFT PG JOEJWJEVBMT in the annual performance. The HOD will evaluate and review these scores and from this will identify the top performers of the respective departments. There are 14 positions identified as Critical Positions and required to be part of the SPP which are shown below (this list may be subject to change and will be reviewed annually): Job Position Number of Positions FY2022 FY2023 FY2024 Divisional Heads and Above 4 4 4 Project Heads 2 2 2 Business Unit Heads 2 1 1 Function Heads and Regional Heads 6 6 6 The potential successors for SPP are to be selected from the following pool of talent in the Group: r /BUVSBM TVDDFTTPS J F JNNFEJBUF TVCPSEJOBUF PG B DSJUJDBM QPTJUJPO PS r 5PQ QFSGPSNFST XJUIJO UIF UFBN CBTFE PO UIF QFSGPSNBODF BQQSBJTBM PS r 5FBN NFNCFST JEFOUJàFE CZ UPQ NBOBHFNFOU XJUI UIF SJHIU USBJUT BOE DIBSBDUFSJTUJDT GPS $SJUJDBM 1PTJUJPOT 5P NPOJUPS UIF FGGFDUJWFOFTT PG UIF 411 UIF GPMMPXJOH XJMM CF DPOEVDUFE r )BMG :FBSMZ 4FMG "TTFTTNFOU 3FQPSUT CZ UIF QPUFOUJBM TVDDFTTPST BOE r 5IF JODVNCFOUT BSF UP QSPWJEF ZFBSMZ BTTFTTNFOUT PO UIF SFBEJOFTT PG UIF QPUFOUJBM TVDDFTTPST 5IFSF XJMM CF OP UJNFMJOF PS UBSHFU DPNQMFUJPO EBUF PG UIF 411 GPS UIF $SJUJDBM 1PTJUJPOT )PXFWFS JO UIF FWFOU UIBU UIF NBOBHFNFOU àOET UIF QSPHSFTT UP CF VOTBUJTGBDUPSZ )3 XJMM CF SFRVJSFE UP TUFQ JO UP FOTVSF UIF TNPPUI SVOOJOH PG 411 With this opportunity comes specific leadership training programmes that ensure our leaders have the necessary skills. Leadership roles require a high amount of responsibility at MYEG as these are the people that guide many decisions within the organisation. The whole process of placing people in management positions shows how the Group maintains a high level of performers in important roles within the Group. Whilst most of MYEG’s Senior Management BSF MPDBM BMM PG UIFN QPTTFTT FYDFQUJPOBM UBMFOU UIBU FOTVSFT TVTUBJOBCJMJUZ GPS .:&( T GVUVSF EMPLOYEE ENGAGEMENT Employee engagement remains an important communication and interaction tool for MYEG to constantly enhance the relationship between employees and managers. The following employee engagement activities were carried out in FY2024: r OJHIUT PG "OOVBM %JOOFS m .PWJF /JHIU r TFTTJPOT GPS .:&( #MPPE %POBUJPO $BNQBJHO JO "VHVTU BOE %FDFNCFS r 5FBNCVJMEJOH m &YUSBPSEJOBSZ 5FBN &GGFDUJWFOFTT WORKFORCE INCLUSIVITY AND DIVERSITY Diversity and equal opportunity form the foundation of MYEG’s approach to talent management. The Group supports BOE GPTUFST NFBOJOHGVM EJWFSTJUZ BOE JODMVTJPO JO JUT XPSLQMBDF SFDPHOJTJOH UIBU B UISJWJOH PSHBOJTBUJPO SFRVJSFT B NVMUJUVEF PG EJWFSTF QFSTQFDUJWFT BOE FYQFSJFODFT XIJDI DBO JODSFBTF QSPEVDUJWJUZ TUSFOHUIFO TUSBUFHJD UIJOLJOH BOE enhance reputation. Advocating for diversity also guarantees that marginalised and underrepresented groups have equal access to employment opportunities. *O PVS SFDSVJUNFOU QSPDFTT XF TUSJDUMZ BEIFSF UP B /PO %JTDSJNJOBUJPO BOE &RVBM &NQMPZNFOU 0QQPSUVOJUZ 1PMJDZ .:&( T HPBM JT UP FODPNQBTT BMM WBMVFT BOE DVMUVSFT XJUIJO UIF (SPVQ VQIPMEJOH DPSF IJSJOH QSJODJQMFT UIBU TUSJDUMZ prohibit any forms of discrimination or bias during the recruitment process. MATERIALITY MATTERS (cont’d)
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