48 MATTERS IMPACTING VALUE CREATION (cont’d) TALENT RECRUITMENT AND RETENTION Talent acquisition and retention remain a significant challenge given that Malaysia continues to face a talent TDBSDJUZ JTTVF FYBDFSCBUFE CZ DPOUJOVPVT UBMFOU QPBDIJOH BOE CSBJO ESBJO EVF UP MPDBM UBMFOUT QSFGFSSJOH UP XPSL PWFSTFBT GPS B WBSJFUZ PG SFBTPOT JODMVEJOH FDPOPNJD GBDUPST TVDI BT DVSSFODZ TUBOEBSE PG MJWJOH FUD 1BSUJDVMBSMZ JO UIF UFDIOPMPHZ TFDUPS UIF MBDL PG UFDIOPMPHJTUT JO LFZ OJDIF àFMET GVSUIFS QPTFT QSPCMFNT GPS DPNQBOJFT UIBU SFRVJSF IJHIMZ TLJMMFE QSPGFTTJPOBMT XIP DBO ESJWF SFTFBSDI BOE EFWFMPQNFOU QSPEVDU EFWFMPQNFOU BOE JOOPWBUJPO XJUIJO UIF EFFQ UFDI TQBDF 5IJT JT JNQFSBUJWF GPS UIF EFWFMPQNFOU PG OFX QSPEVDUT FOIBODJOH FYJTUJOH PGGFSJOHT BOE BMTP JO LFZ BSFBT TVDI BT DZCFSTFDVSJUZ CMPDLDIBJO BSUJàDJBM JOUFMMJHFODF CJH EBUB analytics and more. RISK OPPORTUNITY Inability to maintain a sufficient and competent talent pool would undermine the development of technological BOE JOUFMMFDUVBM DBQJUBM QPUFOUJBMMZ BGGFDUJOH TQFFE UP NBSLFU DPNQFUJUJWF BCJMJUZ BOE BMTP PWFSBMM PQFSBUJPOBM effectiveness and business ability. Talent scarcity could also impact non-technical aspects of the business NPEFM J F UIF QSPWJTJPO BOE EFMJWFSZ PG TVQQPSU TFSWJDFT such as customer service and last-mile fulfilment services. The latter are significant in completing the service loop in ensuring a satisfying and seamless user experience. Constant talent attrition impacts the collective knowledge body within the Group and may impact operational productivity. Business and operational challenges pertaining to talent retention and acquisition drive a rethink of present talent management approaches. The focus on talent has enabled a more peopleGPDVTTFE PSHBOJTBUJPOBM DVMUVSF UP FNFSHF XIFSFCZ JO BEESFTTJOH UBMFOU JTTVFT UIF DPOTJEFSBUJPOT of employees as a key stakeholder continues to CF WJFXFE BT JOUFHSBM UP UIF PSHBOJTBUJPO )FODF MYEG’s management approach is to focus on QSPWJEJOH DPOEVDJWF XPSLJOH FOWJSPONFOUT ensuring competitive remuneration and benefits and continued staff engagement towards realising the aspiration of becoming a preferred employer or choice brand name for talent. STAKEHOLDERS LIKELY IMPACTED LINKAGE TO MATERIALITY & CAPITALS INVOLVED STRATEGIC RESPONSE Employees Customers Investors Economic Values Generated Talent Management 1SPEVDU 4FSWJDF 2VBMJUZ CAPITALS INVOLVED: Rethinking talent management approaches includes complementing present dependence on the existing talent market through the development of talent pipelines. This essentially entails working with universities and local academia to produce marketready technology professionals who meet MYEG’s requirements. *O BEEJUJPO UIF (SPVQ MPPLT BU EFWFMPQJOH JO IPVTF training programmes that would enable the upskilling of existing or incoming professionals with the skills and expertise that the Group requires to support its business growth plans. This would ultimately reduce costs associated with attrition and rehiring PG UBMFOUT BT XFMM BT USBJOJOH DPTUT TZTUFNT BOE QSPDFTTFT F H BEPQUJPO PG CMPDLDIBJO 3FGFS UP UIF Strategies to Sustain Value Creation section for more information.
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