89 ANNUAL REPORT 2022 STRATEGY & OUTLOOK Our Ghana office has welcomed young graduates to serve placements with us as part of the Government of Ghana’s mandatory national service since 2015. In 2021, 16 young people from various academic backgrounds joined the Yinson family as interns. Through this partnership, Yinson has groomed some great talents, some of which who have been retained as permanent employees. As part of our efforts to contribute to Singapore’s energy industry, we have collaborated with Singapore Institute of Technology to offer industrial attachment and internship opportunities to its students through the Integrated Work Study Programme (IWSP). The goal of the programme is to equip trainees with practical industry experience and expose them to real-time operations and project handling at our Singapore office. Our maiden 2020-2021 intake had two students – one of them graduated with a First Class Honours and joined our team permanently as Junior Structural Engineer. We enrolled another two students for the current 2021-2022 intake and they successfully completed the programme in January 2022. We are currently working on our third IWSP intake for 2022-2023 and hope to extend our faculty beyond Marine Engineering to include other disciplines and faculties such as IT roles in Yinson GreenTech. After each intake, we will gather feedback from the relevant departments to enhance, strengthen and improve the overall internship programme. Our commitment through these programmes is to find new and agile methods with the best practices approach in learning and development for our employees and contribute vastly towards the socio-economic development in the communities where we operate. Reward & recognition Yinson believes in the importance of rewarding and recognising our people as a way of acknowledging their contribution towards the growth of the organisation. We believe it will also lead to increase in productivity, organisational culture, better teamwork and higher employee morale. In FYE 2022, we revised our Group Travel & Expenses Policy to have a consistent approach across the Group and provided Remote Working Allowance for office-based employees to facilitate their working conditions during the pandemic. Total Rewards Strategy Project We commenced our Total Rewards Strategy Project as one of the key pillars of our HR Transformation Plan in mid-2020 following feedback received from the employee engagement survey. Since then, we have defined and agreed with the Board and Management Committee (“MC”) on our Reward Principles. Based on this, we have been developing our Future Reward Framework, which includes the development of a Job Family/Job Role Framework, determining our approach to job evaluation, collating, and analysing benchmark data. PEOPLE REVIEW
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