Leadership Development Leaders are paramount in driving organisational growth and success. Our leadership competency framework is anchored on the following Leadership Dimensions – Think Global, Drive Performance, Drive Innovation and Engage & Inspire. The attributes embedded in the Leadership Dimensions reflect the competencies needed to drive and accelerate ST Engineering’s strategic business priorities. Our manager development roadmap and learning programmes are curated to shape and build leaders who will enable our people and organisation to achieve our aspiration to be a global technology, defence and engineering powerhouse. People Development We are committed to investing in the development of our people. Our focus is on growing the capabilities of a future ready workforce that is equipped with new economy skills and empowered for success. We do this in partnership with local education institutions and approved Continuing Education and Training centres to upskill our engineers and technicians in technical (e.g. data analytics, robotics & automation, design thinking) and soft skills (e.g. leadership, negotiation, management). We also adopt the 70:20:10 learning and development model that blends experiential, collaborative and formal elements of learning. Growing and maintaining a critical mass of qualified and experienced personnel is essential to achieving the Group’s strategic objectives. Our training development plans and performance management systems work in tandem to support the career progression of our employees. Our efforts include: • Carry out Learning Needs Analysis and develop an annual training plan (including on-the-job training) • Offer a Global Leaders Development Programme to develop globally-oriented management via postings to our business units across geographies • Provide flexible career tracks where employees can move between management or technical tracks to gain exposure • Create a pool of potential successors for key positions through our talent management programmes a. Group Company Training Committee We built on our experience with the long-standing and successful Company Training Committee at our Aerospace business areas, to set up a Group Company Training Committee in partnership with STESU, our union in Singapore to better prepare employees of the Group's companies to meet the current and future needs of their respective industries through skills upgrading and retraining programmes. In doing so we hope to maintain and grow the capability and professionalism of all employees so that the businesses continue to be competitive as they transform and digitalise. b. Group Engineering Competency Framework As part of the 2021 reorganisation, ST Engineering established the GEC. Alongside this, a group-wide engineering competency framework was also developed to benchmark our engineers’ technical capability, assess their competency and identify areas for further development. The framework also highlights which human capital competencies are required, as well as how we will systematically develop those capabilities to facilitate vertical and lateral career growth opportunities for our employees in engineering and technical roles. Retirement and Lifelong Learning The Group complies with applicable local laws, regulations and guidelines for retirement and re-employment. For example, in Singapore, an employee who retires on attaining the statutory retirement age, may be re-employed on an offer and acceptance basis for special skills and/or project work. In keeping with our lifelong learning culture, relevant training will be provided to upgrade the skills of employees who are re-employed in different positions after their retirement age. 6. Performance Management and Rewards Performance Management A key driver of success is reinforcing a strong performance culture underpinned by our core values. In the short and medium-term, sustained contributions are rewarded through a pay-forperformance principle where goals are linked to Group, business area and individual levels. We adopt a performance based approach with direct linkages between performance and rewards. Annual performance appraisal sessions serve as a platform for employees to discuss their work progress SOCIAL → People Excellence 33 ST ENGINEERING SUSTAINABILITY REPORT 2021 OVERVIEW OUR SUSTAINABILITY APPROACH ENVIRONMENTAL SOCIAL GOVERNANCE AWARDS INDEX
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