Sustainability Statement Sustainability Statement We place utmost priority on embedding fair employment practices and treatment of our employees. We are dedicated to adhering to local minimum wages and compensating employees competitively relative to the market and industry standards. We ensure all our employees are compensated and paid above the minimum wage as established by the local labour law. Additionally, in ensuring a competitive remuneration package for our employees, we also introduced the implementation of productivity-linked incentives. The productivitylinked incentives aimed at enhancing workers’ incomes, in tandem with increased productivity thus facilitating improvements in their overall wellbeing. We prioritise the health and well-being of our employees. As such, we emphasise on strict adherence to labour laws regarding compliance with regulations on work hours limit and mandatory rest days. All overtime work is strictly voluntary and compensated in accordance with the respective regulations. We have mandated all business units to submit a quarterly report to Group HR declaring any occurrence of non-compliance and to put in place corrective actions to reduce excessive working hours. The reports are shared with higher management to ensure that appropriate actions are taken to comply with the respective overtime and work hours legislation. Governing Our Labour Practices for the Well-Being of Our Workforce Observations made during the human rights’ due diligence audits, along with findings and recommendations, were conveyed to the respective sites for necessary action. The audit observations enabled each respective business unit to better identify and mitigate potential risks associated with human rights violations. With the proactive approach of assessing these risks, the business units have been able to put in place preventive and mitigating measures to ensure compliance with applicable legal requirements. Freedom from discrimination in employment and occupation Labour rights relating to wages, working hours, leaves and benefits, safe work conditions, protection from forced and child labour, and freedom of association Rights of migrants and contract workers Gender equality relating to equal pay for equal work 1 2 3 4 The human rights due diligence audit focus on the following salient human rights issues identified as relevant to all business units in QL: We value the importance of ensuring that our internal and external stakeholders have access to report any actual or potential wrongdoing concerning business-related human rights abuse, labour standards infringement, and any violation of the Human Rights and Labour Standards Policy. Within all our business units, we value a two-way communication with our employees. We strive to inculcate a workplace culture that is open, transparent and consultative for our employees. We encourage all employees to speak up and approach their immediate superior and manager to report any workplace grievances pertaining to their rights as employees and any violation of labour standards that directly or indirectly affects them. However, in any event that any employee should need to escalate any grievances beyond their immediate superior, an internal company workplace grievance management policy is in place. We commit to investigating all reported grievances, and to take appropriate action at our respective business units. Additionally, any grievances raised are also reported up to the group level to ensure that the business unit concerned has taken remedial actions to address the grievances. In FY2024, through our internal grievance management channel, we received six reported grievance cases, of which four cases have been classified under work-related dissatisfaction and two grievance cases are related to sexual harassment. These reported grievances have been resolved according to the workplace grievance management policy. Reinforcement of sexual harassment policy has also been conducted by rebriefing the employees concerned. Additionally, this year, we have taken steps to create a workplace environment that is free from bullying and harassment by launching training sessions for our people managers. So far, 35 managers have completed this training. Looking ahead to the next financial year, we aim to extend this initiative by training an additional 70 people managers. Grievance Handling Mechanisms and Communication Among the actions taken by business units to manage overtime are: • Collaborating with the operations team to evaluate work shift patterns, with the aim of scheduling worker overtime shifts in a manner that mitigates the risk of exceeding 104 (1.5 rate) hours per month. • Engaging in discussions with the operations team to assess and optimise manpower allocation, including the initiation of hiring temporary workers to address shortages. • Enhancing the approval process for overtime, ensuring greater oversight and adherence to established guidelines. • Introducing incentive programmes and Management Trainee Programme aimed at providing additional support and manpower to operations. In addition to our internal workplace grievance management policy, QL has also established a Whistleblower Policy that provides a mechanism for individuals, both internally and externally, to report any actual or potential wrongdoing concerning business-related human rights abuse, labour standards infringement, and any violation of the Human Rights and Labour Standards Policy. A copy of the Whistleblower Policy outlining the contact information and the protection of the confidentiality of the whistleblower’s identity is available on QL corporate website. In FY2024, there were no reports of human rights violations received through QL’s Whistleblower channel. We continue to focus on training, education, and communication with both internal and external stakeholders. We emphasise building the awareness and knowledge of human rights, including labour rights, by familiarising employees with our workplace grievance management policy. Talent Management • Onboarded a total of 5,718 new hires across all business pillars • An increase of 17.3% in training hours which exceeded the average training hours targets for executives and non-executives across all business pillars • FamilyMart achieved a 93% engagement score with an employee participation rate of 81.1% in the FY2024 employee pulse survey • 195 internships were offered, with 9.2% of interns converted to permanent employees At QL, we recognise that our employees are the cornerstone of our business growth and success. Our talent management practices revolve around creating and promoting a positive employee experience. We are dedicated to nurturing a workplace culture that prioritises employee well-being, satisfaction, and productivity. Our primary peoplecentric focus is to attract, develop, and retain a diverse, talented, and empowered workforce. We consistently invest in honing both individual and leadership skills. We strive to enhance employee engagement and foster meaningful interactions, ensuring our employees feel valued and supported. Performance Our Approach TM Diversity, Inclusivity, and Equality in Our Workplace Our diverse and inclusive workforce demographics demonstrate our commitment to promoting and espousing diversity, non-discrimination, and equal opportunity within our workforce. We value the contributions of every employee, irrespective of their age, gender, nationality, employment type, or level. We believe in recognising and leveraging the unique perspectives and talents of each employee to drive innovation, creativity, and organisational success within our company. As of 31 March 2024, QL had a total of 9,721 employees. Our female employees represent 39.8% (3,874) of our total workforce. Regarding age distribution, 5.1% (496) are aged 50 and above, while 53.3% (5,184) are under 30 years old. Workforce by Gender and Employment Type (%) Male Female Permanent Contract 34.5 28.3 25.7 11.5 Workforce by Gender and Local & Foreign Employees (%) Workforce by Gender and Job Category (%) Workforce by Gender and Age (%) Among the total workforce, 62.8% (6,108) are permanent employees and 72.2% (7,024) are local. 0.03% of our workforce consist of staff with disabilities. Around 8.9% of our workforce occupies management and executive positions, predominantly falling within the age range of 30 to 50 years. Conversely, approximately 49.4% of non-executive roles are filled by employees under the age of 30. Foreign 21.4 6.4 Local 38.7 33.5 Under 30 years old Non-Executive 32.0 21.4 30 to 50 years old Executive 24.8 16.7 Over 50 years old Management 3.4 1.7 33.0 53.0 4.8 5.0 2.0 2.2 Male Female QL RESOURCES BERHAD INTEGRATED ANNUAL REPORT 2024 52 53 SUSTAINABILITY STATEMENT 5 SEC.
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