As part of our initiative to enhance our approach to training and development, the Group has continued to leverage on digital learning solutions. Solution such as our LEARN-on-the-GO (“LOTG”) approach which was implemented within our Healthcare Support and Infrastructure Services divisions in 2021 has continued to gain traction and achieve its intended objective of providing our employees with convenient access to learning. Aiding this, we continue to leverage on our learning management system, Learn on Edge, which uses a self-paced learning approach to deliver knowledge to Edgenta Stars. Beyond employee specific training programmes, we also run programmes for succession planning to ensure a strong leadership bench strength for the future of UEM Edgenta as an organisation. Through our Succession Plan framework, we have delivered various development initiatives such as our Executive Leadership programme, certifications and seminars, as well as coaching and mentoring sessions to further develop our identified talent pool as future leaders. Ultimately, we will continue our emphasis on continuous and further development of these identified talent as we view them as a key component for the Group to grow and prosper in the longterm. Besides, our transition assistance programme aims to assist employees with their pre-retirement planning, including by way of acquiring essential soft skills. By equipping them with additional skillsets and knowledge, their employability is enhanced, better enabling them to seek employment beyond their time with the Group. Moreover, in supporting continuous learning amongst our employees, we also provide study leave, exam leave and long unpaid leave for any Edgenta Stars who are pursuing studies outside their employment. In 2022, we recorded a total of 313,898.5 hours of employee development training, with 99.1% of our employees fulfilling their training requirements, comparing well to our target of achieving between 85% to 89% completion. Lastly, the Group also acknowledges that career development is a crucial component of an employee’s growth and experience with us. Hence, our established Performance Management framework ensure that a performance appraisal exercise is carried out on an annual basis with its main component segregated between a formal development discussion held at the beginning of the year and performance follow-up session held at the mid-year and year-end point. All managers are trained and expected to follow up with employees under their supervision in order to give constructive opinions, provide coaching and support as well as to receive feedbacks from the employees. This approach allows for an effective two-way communication, beneficial for the development of the employee and the people manager. 2021 2022 20.78 17.50 Male Female 21.12 31.77 Male Female a) Average hours of training that the organisation’s employees have undergone during the reporting period, by: i. Average Training Hours per Employee (by Gender) ii. Average Training Hours per Employee (by Employee Category) iii. Total Training Hours of Employee (by Gender) iv. Total Training Hours by Employee Category FY2022 FY2021 FY2022 Top Management 49.99 46.35 48.13 19.73 Senior Management 48.79 Middle Management Junior Management Non-executive FY2021 52.57 44.92 36.23 14.17 53.94 Top Management Senior Management Middle Management Junior Management Non-executive FY2022 Top Management 8,398 13,324 56,387 39,894 Senior Management 829 Middle Management Junior Management Non-executive FY2021 8,376 11,487 43,918 30,693 741 Top Management Senior Management Middle Management Junior Management Non-executive Female 151,948.5 hours Male 161,950 hour Female 34,253 hours Male 60,963 hours Data only for Edgenta Malaysia Data for the group including international offices Figures disclosed last year for each of these categories were top management (34 hours), senior management (41 hours) and middle management (38 hours), junior management (31 hours) and non-executive (39 hours). The numbers have been restated this year to take into consideration the actual learning hours accumulated by employees in each category. SOCIAL VALUE CREATION SOCIAL VALUE CREATION p.164 p.165 UEM EDGENTA BERHAD INTEGRATED ANNUAL REPORT 2022 1 2 3 4 5 6 7 8 9 SUSTAINABILITY STATEMENT
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