38 WASCO BERHAD SECTION 3 VALUE CREATION VALUE CREATION MODEL HUMAN CAPITAL Our people are the ‘engine of the energy transition’. As we scale globally, we prioritise on Strategic Talent Acceleration, ensuring our workforce is technically proficient, culturally diverse, and leadership-ready. We will continue to build and strengthen our human capital to drive long-term, sustainable value for all stakeholders. Expanding workforce vs. maintaining productivity: As we scale our workforce to support business expansion, we balance cost efficiency with productivity through targeted upskilling and capability development, ensuring our people grow alongside the business. Retaining experienced talent vs. attracting new skills: Retaining seasoned talent while attracting nextgeneration expertise in digital, bioenergy, and EPC disciplines requires a competitive and sustainable compensation strategy, supported by structured leadership succession planning and cross-border mobility programmes. Our Approach Trade-Offs H • Advance leadership succession planning to ensure business continuity as the Group expands into new markets. • Develop next-generation capabilities in digital, EPC, and bioenergy disciplines to support Wasco Greenergy’s growth trajectory and the Group’s increasing involvement in energy transition projects. • Strengthen cross-border mobility programmes to enable knowledge transfer across our growing global footprint, spanning 14 countries across Southeast Asia, the Middle East, and beyond. 2025 Focus • Employee Development: Delivered an average of 24.9 training hours per employee, with programmes spanning pipeline coating, EPC, bioenergy, and digital disciplines, reinforcing our commitment to building a workforce equipped for the demands of an evolving energy landscape. • Employee Retention: Voluntary turnover improved to 7% in FY2025, reflecting the tangible impact of our investment in people development, engagement, and career progression across the Group. • Health and Safety: Achieved zero fatalities and a Lost Time Incident Rate (“LTIR”) of zero across our global operations, significantly outperforming the industry average of 0.24, reaffirming our unwavering commitment to employee safety and well-being. • Succession Planning & Global Mobility: Proactively identified key leadership positions and potential successors, strengthening business continuity as the Group scales into new markets. Global mobility programmes were expanded, enabling employees to gain cross-border exposure across Southeast Asia, the Middle East, and beyond. • Women in Leadership (“WiL”) Series: WiL was launched on 7 May 2025 with 58 nominated female employees participated. The series, co-created with LeadWomen is designed to build self-aware and confident leaders, foster cross-border collaboration, and advance women’s growth within Wasco’s global workforce, aligning with the launch of WWAN. The programme comprises up to 18.5 hours of structured learning per participant and aims to empower women in Wasco to lead with impact and create lasting personal and professional growth in their leadership journey. Achievements
RkJQdWJsaXNoZXIy NDgzMzc=