In 2022, Average Training per Employee 22.5 hours We Invest in Their Development We strive to improve performance, upskill and build a motivated workforce that drives the organisation’s success. Cultivating Leaders Leaders are paramount in promoting organisational growth and success. Our leadership development framework is anchored on the following leadership dimensions: • Think global • Drive performance • Drive innovation • Engage and inspire We manage our leadership succession by identifying key roles critical to the business as well as potential talents. Additionally, we provide flexible career tracks where employees can move between management or technical roles to gain exposure. Our manager development roadmap and learning programmes are curated to shape and build leaders. In 2022, we introduced an enhanced manager development framework with new training content and programmes. All these serve to build up our current and future leaders’ repertoire of experiences, skills and knowledge. Training, Development and Lifelong Learning Our focus is on growing the capabilities of a future ready workforce that is equipped with new economy skills and empowered for success. 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. We regularly carry out Learning Needs Analysis for our employees and develop annual training plans to meet their development needs. We built on our experience with the long-standing and successful Company Training Committee at our Aerospace business. We continued to work closely with STESU, our Union in Singapore, through the Group Company Training Committee, to provide skills upgrading and retraining programmes for our employees. This enables them to meet the current and future needs of their respective industries. In doing so we hope to maintain and grow the capability and professionalism of all our employees so that our businesses continue to be competitive as we transform and digitalise. We continue to offer personalised, bite-sized and on-demand learning opportunities to employees group-wide. More than 10,000 employees have been actively utilising these digital learning opportunities for topics such as design thinking, leading change and developing business acumen. To make it more engaging for learners, we introduced a year-long themed campaign, called Skill-up@ST Engineering, via LinkedIn Learning to share specially curated content on topics such as leadership and innovation. Lifelong learning is a key tenet of our people development approach. We partner with local education institutions and approved Continuing Education and Training centres to upskill our engineers and technicians. We train them in technical skills, such as data analytics, digitalisation, robotics and automation, and soft skills such as leadership, negotiation and personal effectiveness. We also adopt the 70:20:10 learning and development model that blends experiential, collaborative and formal elements of learning. Retirement We comply with applicable local laws, regulations and guidelines for retirement and re-employment. For example, in Singapore, an employee who retires upon reaching 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 reemployed in different positions after their retirement age. SOCIAL PEOPLE EXCELLENCE 50 ST ENGINEERING SUSTAINABILITY REPORT 2022
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