90 WASCO BERHAD SECTION 4 SUSTAINABILITY JOURNEY Associated Opportunities By investing in our people, we position Wasco as an employer of choice in the energy sector. Our commitment to learning and development, alongside our DEI initiatives such as WWAN, help us attract and retain top talent. A diverse, skilled, and motivated workforce strengthens our competitive advantage, fostering greater innovation, agility, and problem-solving capabilities that drive our long-term business success. Talent Attraction, Development, and Retention Our ability to execute complex, large-scale projects depends on attracting and retaining highly skilled engineering, technical, and management talent. In an increasingly competitive global energy industry, any shortfall in talent could hinder our growth, innovation, and operational excellence. Risk Description We manage this risk through a multi-pronged investment in our people (as detailed pages 117 to 120): • Learning and Development: We invest in our talent pipeline through structured training programmes, providing an average of 24.9 training hours per employee in 2025. • Diversity, Equity, and Inclusion (“DEI”): Our WWAN and its Women in Leadership (“WiL”) Series are designed to develop a diverse pool of future leaders. • Competitive Benefits and Culture: We offer comprehensive benefits and a range of engagement initiatives to foster a supportive and motivating work environment, reflected in our 7% voluntary turnover rate in 2025. Mitigation Strategies and Actions This could lead to increased recruitment costs, project delays due to skill shortages, loss of institutional knowledge, and a reduced ability to compete for new and complex projects. Impact Assessment Associated Opportunities Our proactive approach creates a more resilient, efficient, and collaborative value chain that becomes a distinct competitive advantage. Through STEP, we build stronger, more enduring partnerships with our key suppliers. By investing in their capacity in climate and human rights, we de-risk our supply chain and drive joint innovation in areas like lower-carbon materials. A transparent and responsible supply chain enhances our brand reputation, positioning us to meet growing customer expectations for ethical and sustainable sourcing. Supply Chain Resilience and Responsibility Our global operations rely on a complex supply chain of thousands of vendors and contractors. Disruptions caused by geopolitical events or social and ethical lapses within our supply chain could lead to significant operational and reputational damage. Risk Description Our primary mitigation approach focuses on proactive supplier engagement: • Supplier Code of Conduct: This sets the baseline ethical and performance standards required of all our partners. • Wasco STEP Programme: Our flagship engagement initiative is designed to build our suppliers’ capacity in both human rights and climate action, creating a more resilient and responsible value chain. • Stakeholder Engagement: We actively engage our suppliers through platforms like our Sustainability Day to align suppliers with our strategic priorities and expectations. Mitigation Strategies and Actions This could result in project delays, cost overruns, reputational harm from association with unethical practices, and loss of customer trust. Impact Assessment SUSTAINABILITY JOURNEY
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