2020 UEM Edgenta Annual Report

EMPLOYEE ENGAGEMENT SURVEY UEM Edgenta conducts an Employee Engagement Survey every two years to gauge how effective we are in connecting with employees. Feedback from the survey is analysed to understand key areas that need to be addressed, guiding the development of action plans to further improve the employee experience. Based on the last survey conducted in 2019, several activities were planned and carried out in 2020. Highlights are presented in the table below. ENTERPRISE-WIDE ACTION PLANS DIVISION SPECIFIC ACTION PLANS Talent & Staffing • Vacancies to be published internally • Promotion criteria to be made available Brand, Culture & Values • Develop new Core Values & Culture Transformation Programme Career Opportunities • Succession Management for Mission Critical Positions and Identification of Operational Critical roles Performance Management • Performance Management System framework to be revised and communicated across the whole organisation • Guide on key performance indicator cascading further down the organisation • Townhall sessions & leadership roadshows – where leadership shared the division’s performance with all employees • Continuous engagement between MD/CEO and employees from across business divisions through sessions, programmes and site visits • Launch of Buddy Programme – under the Facility Manager’s Leadership Programme • Distributed new lanyards and ID tags, as well as face masks with the UEM Edgenta logo and flag in conjunction with the Malaysian National Day • Launch of Rewards Programme to recognise performance • Facility Manager/Skip Level Meetings – where senior management hold smaller engagement sessions with employees • Hari Raya Aidilfitri greeting video from top management to all employees & to thank front line employees working during the MCO • Distribution of PETRONAS fuel cards to participants of the “Cost Saving Initiative” • Engagement Sessions with all employees on Return-to-Work initiatives after the MCO • Online farewell for employees whose contracts had ended, as well as those who had retired or resigned COVID-19 CARELINE While the management engages regularly with employees via sessions such as townhalls, the need to demonstrate the Company’s appreciation and care inspired a new channel of communication. In June 2020, in the thick of pandemic containment efforts, we set up the Prihatin Line , an open platform for our front liners to communicate directly with the management on any issues related to work or their well-being. INTERNAL STAKEHOLDER MANAGEMENT We realise that engaged employees are more invested in a company, more productive and generally more motivated to contribute towards the achievement of the company’s goals. We therefore seek to create a culture at UEM Edgenta in which everyone feels valued and their contributions recognised. This is achieved not only through formal performance evaluations, but in the day-to-day interactions between employees at all levels, including the leadership and senior management teams. Because of the unusual circumstances in 2020, with most employees working from home for most of the year, there has been added emphasis on keeping everyone connected. The management, in particular, have made an extra effort to engage with their teams on various virtual platforms and, where possible, in real-life activities. These have ranged from small group sessions across departments so that voices are heard, to large-scale townhalls and events to ensure proper cascading of important organisational updates. UEM EDGENTA BERHAD 162 Sustainability Report SUSTAINABILITY STATEMENT