SUSTAINABILITY STATEMENT MATERIALITY MATTERS (cont’d) SUSTAINABILITY STATEMENT To decide which employees are involved with our succession planning process, Zetrix AI looks at the scores of individuals 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 FY2023 FY2024 FY2025 Divisional Heads and Above 4 4 4 Project Heads 2 2 2 Business Unit Heads 1 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: • Natural successor, i.e. immediate subordinate of a critical position; or • Top 5% performers within the team, based on the performance appraisal; or • Team members identified by top management with the right traits and characteristics for Critical Positions. To monitor the effectiveness of the SPP, the following will be conducted: • Half-Yearly Self-Assessment Reports by the potential successors; and • The incumbents are to provide yearly assessments on the readiness of the potential successors. There will be no timeline or target completion date of the SPP for the Critical Positions. However, in the event that the management finds the progress to be unsatisfactory, HR will be required to step in to ensure the smooth running of SPP. 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 Zetrix AI 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 Zetrix AI’s Senior Management are local, all of them possess exceptional talent that ensures sustainability for Zetrix AI’s future. EMPLOYEE ENGAGEMENT Employee engagement remains an important communication and interaction tool for Zetrix AI to constantly enhance the relationship between employees and managers. In FY2025, Zetrix AI organised two blood donation drives at Zetrix Tower as part of its employee engagement initiatives, encouraging employees to contribute to the community through voluntary participation. Held in April and August 2025, the two drives recorded a combined total of 178 donors, reflecting strong employee involvement and the Group’s commitment to promoting a caring and socially responsible workplace culture. The company hosted its Annual Dinner, bringing together the Board of Directors, Senior Management, and employees from HQ and regional offices nationwide. Under the vibrant ‘70s Retro Night theme, the event featured a series of live performances, interactive games and a diverse spread of culinary delights. This nationwide gathering served as a key platform for team bonding, allowing staff to connect under one event and strengthening the spirit of togetherness across the organisation. WORKFORCE INCLUSIVITY AND DIVERSITY Diversity and equal opportunity form the foundation of Zetrix AI’s approach to talent management. The Group supports and fosters meaningful diversity and inclusion in its workplace, recognising that a thriving organisation requires a multitude of diverse perspectives and experiences, which can increase productivity, strengthen strategic thinking and enhance reputation. Advocating for diversity also guarantees that marginalised and underrepresented groups have equal access to employment opportunities. 133
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