2019 UEM Edgenta Annual Report

72 73 UEM Edgenta Berhad UEM EDGENTA AT A GLANCE MESSAGE FROM OUR LEADERSHIP STRATEGIC FOCUS OPERATIONAL REVIEW SUSTAINABILITY EFFORTS CORPORATE GOVERNANCE INTRODUCTION FINANCIAL REVIEW ADDITIONAL INFORMATION Annual Report 2019 Edgenta Academy The Edgenta Academy underscores our commitment and continuous efforts to improve the capabilities, skills and knowledge of our employees. We conceptualised Edgenta Academy in 2017 with the aim of: • Making us the leading centre of excellence in Asset Management and Infrastructure Solutions and champion industry thought leadership • Institutionalising standards, develop competencies and programmes relevant for today’s business and expectations of the industry During the year, we launched our Edgenta Academy website as the first step in our journey as described above and differentiate our offerings in the industry. A standard module was also created for the Cleansing Services (“CLS”) unit from the Healthcare Support division. The CLS Standards includes the establishment of the Competency Model and Description, Train-the-Trainer guidelines, training collateral such as booklets, posters and infographic cards, as well as delivering structured development CLS training modules to the division. With the Academy serving as the overarching body to design standards, competencies, certification and training modules to transform our organisational capabilities, we have also set up the UEM Edgenta Learning Centre (“UELC”) as the physical space for the delivery of programmes from the Academy and any others. The Edgenta UEMS Center of Excellence is also housed within UELC, showcasing a state-of-the-art learning centre with healthcare services simulation zones, tools and equipment. BETTER BUSINESS – WORKPLACE (CONT’D) • UEM Edgenta’s engagement score improved from 68% in 2017 to 74% in 2019 indicating that 3 out of 4 employees surveyed are engaged. • The 6% improvement in Employee Engagement puts UEM Edgenta as one of the top-quartile companies within the Government-Linked Company (“GLC”) and Malaysian Norm 2017 / 2018 companies. Employee Engagement We strive to continuously engage with our employees to understand how our programmes and initiatives impact their experience with the organisation. This is measured through an Employee Engagement Survey which helps us measure employees’ response and address results through strategic and productive ways. • This is particularly encouraging as the increase is coming from an increase in the Highly Engaged population – i.e. people who have answered largely in the ‘Strongly Agree’ ratings The following five dimensions created the highest employee engagement impact: • Talent & Staffing • Supervision • Rewards & Recognition • Collaboration • Career Opportunities The improvement in employee engagement follows the implementation of numerous employee engagement programmes, consistent internal communications and employees’ volunteering and participation in CSR initiates. We continuously engaged employees through events such as ‘The Forum’ townhalls which were organised across three regions: Central, Northern and Southern regions in Malaysia, as well as visits by senior leadership members to other parts of our operations. Employee Engagement Index 2017 2019 68% 74% Governance Our initiatives on Governance are disclosed in the Corporate Governance Overview Statement on pages 102 - 117; Audit and Risk Committee Report on pages 111 - 113 and Statement on Risk Management and Internal Control on pages 119 - 129 of this Report. UEM Edgenta Learning Centre Strategically located in Petaling Jaya, the 29,000 sq. ft. UEM Edgenta Learning Centre (“UELC”) was established in May 2019 to host training programmes for our employees from across our business. The centre’s wide array of facilities include 6 large training rooms, 4 meeting rooms and a modern discussion and dining area, which creates a conducive environment for collaboration, active learning and employee engagement. UELC houses our signature training programmes, such as Supervisor 2.0, DR-related workshops, safety workshops, company-wide inductions, as well as leadership programmes that are conducted in rotation with other locations in the region. Talent Acquisition and Organisation Design To empower our employees and strengthen their talents, the Organisation Design Toolkit was created through the Organisation Design Business Process Reengineering (“OD BPR”) framework. The toolkit introduced the ‘7S Model’ guide (Strategy, Structure, Systems, Shared Values, Skills, Staff and Style) to enhance the Company’s organisation design, established a process flow to improve our governance and revamped tools and templates for easier access of information. The Organisation Design Toolkit is expected to create a robust, business-centric organisation design approach and process that will increase our operational efficiency and effectiveness at work. The toolkit will also enable business leaders to make decisions on talent movement and organisation design, while empowering them to manage organisation design transitions and create evidence-based discussions. Sustainability Statement Sustainability Statement