MATERIALITY MATTERS (cont’d) In order to decide which employees are involved in our succession planning process, MYEG looks at the scores of individuals in the annual performance review. The Head of Department will evaluate and review these scores and 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: Job Position Number of Positions Divisional Heads and Above 4 Project Heads 2 Business Unit Heads 2 Function Heads and Regional Heads 6 This list is subject to change and will be reviewed annually. The potential successors for SPP are to be selected from the following pool of talent in the Group: r Natural successor, i.e. immediate subordinate of a critical position; or r Top 5% performers within the team, based on the performance appraisal; or r 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: r Half yearly Self-Assessment reports by the potential successors; and r The incumbents are also to provide yearly assessments on the readiness of the potential successors There will be no set timeline or target completion date for the SPP for the Critical Positions. However, if the management finds the progress to be unsatisfactory, HR will be required to step in to ensure the smooth running of the SPP. With this opportunity comes specific leadership training programmes that ensure our leaders have the necessary required skills. Leadership roles require a high level of responsibility at MYEG, as these are the people who guide many decisions within the organisation. Our 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 Senior Management are local, all of them possess exceptional talent that ensures the sustainability of MYEG’s future. EMPLOYEE ENGAGEMENT Employee engagement remains an important communication and interaction tool for MYEG to constantly enhance the relationship between employees and managers. The easing of movement restrictions and reopening of economic sectors in FY2022 allowed MYEG’s employee engagement efforts to be carried out more frequently and smoothly than before. The following employee engagement activities were carried out in FY2022: r Scheduled monthly onboarding / orientation r Scheduled monthly training for employees r Blood donation campaign r Visitation to employees that are under prolonged illness and warded r Visitation to family members (in the case of a deceased employee) 104
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