119 SECTION 4 SUSTAINABILITY JOURNEY INTEGRATED ANNUAL REPORT 2025 • Fair and Inclusive Recruitment: We are committed to equal opportunity in our hiring process, assessing candidates solely on their qualifications and suitability. We adhere to local labour laws with a strong preference for hiring from local communities, which enhances our operational capabilities and supports local economies. While we had no employees with disabilities at the end of 2025, we are actively exploring partnerships with specialised organisations to enhance accessibility and create more opportunities in the future. • Speak Up Culture and Grievance: We have a formal, robust grievance mechanism that is essential for protecting our people and stakeholders. Our whistleblowing channel is available to all internal and external stakeholders, guarantees anonymity, and allows employee representatives to engage with management. This channel is the primary mechanism for employees to confidentially report any concerns, including potential instances of bullying, harassment, or discrimination, without fear of reprisal. We take all reports seriously and investigate each one rigorously. In 2025, there were no reported instances of human rights violations through these channels. Path Forward In 2026, our key priority will be the formal launch of our Human Rights Due Diligence process, starting with the postponed pilot project. We will also focus on expanding the STEP programme to a wider group of key suppliers, further embedding our commitment to ethical practices throughout our value chain. Learning and Development We believe that investing in our people’s growth is a direct investment in the future of our Group. We are committed to providing continuous learning and development opportunities that empower our employees to enhance their skills, advance their careers, and adapt to the evolving demands of the energy industry. Our Approach and Performance in 2025 Our learning and development strategy is designed to be comprehensive, accessible, and aligned with both individual career aspirations and our Group’s strategic objectives. We provide a blended learning environment that includes on-the-job training, structured workshops, and digital learning platforms. As a testament to our efforts in creating a positive work environment, our Group-wide voluntary turnover rate for the year was 7%. In 2025, we more than doubled our annual training target. Our employees completed an average of 24.9 training hours per person, a significant achievement against our goal of 12 hours. This reflects our employees’ strong engagement with the new development programmes and digital learning modules rolled out during the year. Key Development Focus Areas Our commitment is brought to life through a dual focus on upskilling our current workforce and nurturing the next generation of professionals. • Continuous Upskilling: We provide ongoing training for our workforce across technical, functional, and leadership competencies. This ensures our teams remain at the forefront of industry best practices and technological advancements, driving operational excellence and innovation. • Fostering Young Talent: We understand that investing in young talent is essential to shaping a sustainable and innovative future. Our dedication to fostering the next generation is demonstrated through comprehensive talent development programmes, valuable internship opportunities, and mentorship initiatives designed to equip young individuals with the skills, knowledge, and hands-on experience they need to succeed and excel in the industry. By investing in our talent pipeline, from new graduates to seasoned professionals, we are building a skilled, agile, and motivated workforce capable of driving Wasco’s success for years to come. Employee Engagement and Culture Beyond formal systems and policies, we believe that fostering a vibrant and engaging culture is essential for boosting employee motivation, morale, and team cohesion. We are committed to maintaining open, transparent communication and creating a supportive environment where our employees feel connected to our mission and to each other. Our Engagement Platforms We prioritise open communication through regular dialogues, both physically and virtually, to keep employees informed of Group developments. We leverage a variety of platforms to ensure our communication is transparent and accessible, including: • Departmental employee briefings and tea talks • Regular updates via our intranet and company bulletins • Professional networking and updates via LinkedIn Through these channels, we regularly address key topics such as equal opportunities, diversity, career progression, and rewards. SUSTAINABILITY JOURNEY
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