95 INTEGRATED ANNUAL REPORT 2025 SUSTAINABILITY REVIEW | EMPOWERING PEOPLE AND COMMUNITIES WHY IS THIS TOPIC MATERIAL TO US? We recognise that our employees value meaningful work, workplace flexibility, comprehensive benefits, a positive environment, a strong culture and sustainability. In the face of global skilled labour shortages and heightened competition for talent, particularly within the energy sector, we remain committed to positioning ourselves as an employer of choice. To attract and retain top talent, we implement a comprehensive Human Capital strategy that encompasses Reward & Recognition, Resourcing, Talent & Performance Management and Learning & Development. Our talent development initiatives are designed to strengthen succession planning, ensuring a pipeline of skilled professionals ready to step into key roles as they become available. MANAGEMENT APPROACH Our approach to human capital development is shaped by several key policies, including: • COBE Policy. • DEI Policy & Procedures. • Group Learning and Development Policy & Procedure. • HLR Policy. • Employee Rewards Policy. • Job Framework Policy. Since 2020, we have been transforming our Group HR services to create more consistent, fair and efficient talent management practices. This includes improvements in performance management, recruitment, onboarding, rewards and employee engagement, ultimately enriching the overall employee experience. To further support Yinson’s business needs, the Global HR function has identified and committed to four key focus areas. • Leadership development: Continuing to develop leaders who can effectively guide themselves, their teams and the business while embracing Yinson’s Reliable, Open, Adaptable, Decisive and Sustainable (“R.O.A.D.S.”) values. • Functional competency: Implementing functional competency frameworks to support career growth, meet skill needs and attract and retain top talent. • Process improvement: Refining HR services, solutions, and governance through agile, scalable technology to drive efficiency, continuous improvement and data-driven decision-making. • Embed rewards practices and solutions: Ensuring fair, transparent and performance-based rewards that align with company and individual success. These focus areas will play a critical role in building a strong, agile and future-ready HR function that supports Yinson’s long-term growth and success. Risks • Mismatch in core competencies may hinder the ability to maximise business value. • Loss of skilled employees results in higher costs to hire replacements, cultural misalignments and loss of critical knowledge and competencies. • Poor reputation in human capital development and inadequate succession planning can compromise talent attraction, retention and business performance. • Widespread competency gaps and a shortage of skilled employees may undermine operational effectiveness. Poor succession planning may lead to vacancies in critical roles. Opportunities • Investing in employee talent development ensures the workforce acquires new skills and capabilities to meet evolving business demands. • New business opportunities may be unlocked from the development and empowerment of employees. • A strong company reputation prioritises human capital development as a competitive edge. • Regular engagement assessments, market surveys and a clear global job framework enhance employee satisfaction, clarify role responsibilities, support talent management, performance management and career progression. MS3 Human Capital Development S3 S4 Concerned stakeholders S9 Key achievements • Average training hours per employee: 148.6 hours • Total training hours: 285,083 hours • Overall engagement score: 7.5/10 • Introduced Generative AI in the Global HRIS • Implemented Global Job Framework Maintain our standing as an employer of choice through utilising competitive programmes that attract, retain and reward employees. C4
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