OVERVIEW PERFORMANCE SUSTAINABILITY FINANCIALS APPENDIX 135 134 PERENNIAL HOLDINGS PRIVATE LIMITED ANNUAL REPORT 2025 Sustainability Report Figure 16: Breakdown of Employee Turnover and New Employee Hires by Age Employee Turnover by Age <30 30-50 >50 0 100 200 500 300 400 Singapore China 56 306 24 9 75 5 New Employee Hires by Age <30 30-50 >50 0 100 200 300 500 400 Singapore China 58 279 35 19 83 10 Figure 18: Breakdown of Average Employee Training Hours by Gender and Employee Category Average Training Hours by Employee Category Middle Management and above Professional, Operations and Support 0 10.0 20.0 30.0 40.0 60.0 50.0 Singapore China 24.5 25.8 14.3 20.1 Average Training Hours by Gender Male Female Singapore China 0 5.0 10.0 20.0 30.0 15.0 25.0 13.9 12.7 5.7 2.3 Employee Turnover and New Hires in Singapore and China Across all assets in the reporting scope in Singapore and China, total employee turnover for FY2025 was 475, while total new hires were 484. About 66% of total turnover is among employees aged 50 or older, due to the higher concentration of older workers in the healthcare and eldercare sectors in China. Similarly, 62% of total new hires were aged 50 or older, while 14% were aged 30 or younger. Employee Training Hours in Singapore and China Perennial Holdings continues to strengthen its Performance Management framework, first introduced in FY2021, to better support employee growth and organisational excellence. The framework adopts a holistic and forward-looking approach that evaluates not only individual performance but also identifies opportunities to enhance both personal and team productivity. Through structured feedback discussions and targeted coaching, employees receive the guidance needed to refine their capabilities, develop new competencies and align more closely with the Company’s strategic objectives. These ongoing performance conversations foster open communication between managers and employees, enabling more effective development planning and clearer alignment of expectations. By ensuring that all employees have equitable access to learning, training and skills development opportunities, the Company supports SDG 4 on Quality Education and reinforces its commitment to consistent capability building and long‑term human capital development. In FY2025, 16,094 hours have been invested in training employees in Singapore and China. The average training hours by employee type and gender are shown in Figure 18: Figure 17: Breakdown of Employee Turnover and New Employee Hires by Gender Male Female New Employee Hires by Gender 0 100 200 300 500 400 Singapore China 92 40 328 24 Male Female Employee Turnover by Gender 0 100 200 500 300 400 Singapore China 99 28 338 10 TCM talk as part of the Company’s Townhall Fostering Meaningful Employees’ Engagement & Well-being Perennial Holdings is committed to cultivating a workplace where sustainable performance is underpinned by employee well-being, ensuring that every individual feels supported, valued and empowered to thrive. The Company prioritises a holistic approach to well-being through initiatives that address three key pillars: physical health, mental wellness and financial resilience, while fostering a culture of open engagement and support. To support employees’ physical and mental well-being, the Company organised weekly fitness sessions that encourage employees to stay active, relieve stress and adopt healthier lifestyle habits. In FY2025, the Company raised awareness of spinal health through a health talk and spinal screening, providing practical insights into preventive care, ergonomic practices and simple exercises to reduce strain, helping employees understand their spinal condition and identify potential issues early. Such initiatives contribute to building a healthier and more resilient workforce. Beyond physical and mental health initiatives, Perennial Holdings also introduced financial wellness programmes to equip employees with practical knowledge to manage personal finances and plan for long-term financial security. A lunch talk on maximising the benefits of the Supplementary Retirement Scheme (“SRS”) was organised to provide employees with a deeper understanding of the scheme, including its features, tax advantages and strategies for optimising retirement savings. By addressing physical health, mental wellness and financial preparedness, the Company seeks to support employees’ well-being in a comprehensive and balanced manner. Strengthening Collective Engagement to Drive Growth Perennial Holdings continues to strengthen employee engagement by fostering meaningful connections and collaboration through a range of inclusive team-building initiatives and activities. These programmes not only enhance workplace relationships but also cultivate resilience, teamwork and a strong sense of unity across the organisation. In China, employees from Perennial Qingyang Mall in Chengdu participated in Team Building Day activities, which strengthened camaraderie and boosted team spirit. Key activities included an outdoor hike for reconnecting with nature and interactive games that fostered friendly competition and encouraged communication and problem-solving. Overall, these experiences helped create a positive and collaborative culture among colleagues. Similarly, in Singapore, employees took part in a bowling competition that introduced an element of friendly rivalry while promoting camaraderie and cross-departmental interaction. Teams comprising employees from various departments competed in the event, cheering each other on and celebrating small wins together, thereby strengthening relationships beyond the workplace and building a stronger sense of community. Perennial Holdings reinforced its commitment to transparency and open communication by holding regular Employee Townhall sessions, which serve as a platform for Management to share updates on the Company’s performance, business milestones, and strategic priorities. These sessions are not only informational but also provide opportunities for direct dialogue, as employees can submit their questions and feedback in advance. This approach fosters an open environment where a wider range of perspectives can be addressed, allowing employees to feel comfortable sharing their views. In line with the Company’s commitment to recognising employee contributions and promoting well-being, the Townhall also incorporated a health talk on Traditional Chinese Medicine (“TCM”) wellness, alongside the presentation of Long Service Awards to recognise employees’ dedication and contributions to the Company’s growth. To further support knowledge sharing and capability development across the organisation, study trips were organised for small groups of employees from Singapore to visit Perennial Holdings’ healthcare developments in China. During these visits, employees engaged with their counterparts across different markets, exchanged best practices and gained deeper insights into the Company’s healthcare operations and integrated developments. Through these diverse initiatives, Perennial Holdings continues to foster a dynamic and engaged workplace where employees feel connected, supported and motivated to contribute to the Company’s long-term success.
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