During these unprecedented times, we acknowledge the additional pressure and stress on our employees and the need to place greater emphasis on people engagement. This helps build and strengthen the resilience and the wellbeing of our workforce. Internal and external people engagement activities were rolled out throughout the year and focused on key areas such as physical, emotional and social wellbeing of our people. On top of periodic employee engagement surveys conducted to hear from our employees, we continuously engage our people to ensure that our workforce aligns with our purpose and core values as a Group. This is facilitated through regular town halls and staff focus group sessions with our Group P&CEO and respective business leaders across different employee and business groups. The staff communication channels provide a platform for updates and dialogue on strategy, market developments and business, as well as people and policy matters. 3. Health and Wellbeing We recognise that employees increasingly seek to integrate work and personal life commitments. We identified three focus areas that directly impact and strengthen the wellbeing of our employees. Strong Bodies - Having good health and energy for enhanced productivity and efficiency. The ST Engineering MOVEment is both a charity drive and a healthy lifestyle campaign encouraging our employees throughout the Group to stay fit and healthy. Across our business areas, there were also other healthy lifestyle events organised such as participation in the Corporate National Steps Challenge. Strong Minds - Positive emotions and strengthened resilience to overcome life challenges. The Group organised several activities relating to mental wellness and resilience. They include the Brown Bag talk on “5 Aspects of Resilience”, a virtual talk on mental wellness and Skillsfuture Advice by our inhouse union, ST Engineering Staff Union (STESU), and a series of mental wellness lunchtime talks and the latest virtual event by the Women@ST Engineering on“Managing Pandemic Fatigue”. Strong Ties - Strong team spirit promotes cohesion and collaboration. The team category of the ST Engineering MOVEment was an effective way to encourage team building and bonding. The 323 employee teams cycled/walked/ran a total of over 236,000 km. Team activities were also organised throughout the year across our global business units. The Group has a Flexible Work Arrangement policy that provides flexibility in work hours and work arrangements. Notwithstanding the pandemic, the Group constantly reviews these policies -- ensuring they evolve with business needs, market trends and compliance with in compliance with national or local mandated requirements. We adopt a holistic approach to workplace wellness encompassing our employees’ physical, social, and emotional well-being. Our workplace wellness plans are supported by • Regular reviews of the wellness initiatives and activities • Setting aside a budget for activities that encourage employee wellbeing and team bonding • Medical and health screenings for employees 4. Recruitment Our talent attraction and management efforts focus on engaging, assessing and hiring qualified candidates based on the specific skills, knowledge, and experience they can bring to the job. We ensure our recruitment efforts generate a diverse candidate pipeline. Other than online job postings, outreach and referrals, we widened our search via social media posts or through the various networking groups. Our detailed job descriptions and specifications define goals, accountability, and success measures of the role. New employees are provided a head start with an overview of the Group's goals and philosophies through our comprehensive onboarding programme. We continually strive to engage, access and hire diverse talent with the right skills and characteristics that drive business success. 5. People Development & Learning We strive to increase performance, upskill and build a motivated workforce that drive towards the organisation’s success. We do so by putting in place structured Learning Programs and an integrated system of people development practices to achieve the full potential of our workforce. Succession Planning We manage our leadership succession by identifying key roles critical to the business as well as talent who can potentially fill these roles. Developmental actions are put in place to ensure that potential talent build their business and leadership capabilities to take on these key roles. SOCIAL → People Excellence 32 ST ENGINEERING SUSTAINABILITY REPORT 2021 OVERVIEW OUR SUSTAINABILITY APPROACH ENVIRONMENTAL SOCIAL GOVERNANCE AWARDS INDEX
RkJQdWJsaXNoZXIy NjMyNDM=