117 SUSTAINABILITY STATEMENT Integrated Annual Report 2025 SUSTAINABILITY STATEMENT LABOUR PRACTICES, DIVERSITY & INCLUSION (CONT’D) Employee Engagement Survey (Cont’d) Qualitative insights further indicate that employees value opportunities for meaningful interaction, knowledge sharing, and collaboration across teams. At the same time, there is a clear preference for more interactive and practical engagement approaches, suggesting the importance of evolving engagement methods to remain relevant and effective. Overall, the findings provide a clearer understanding of workforce priorities and engagement drivers, enabling the REIT to strengthen its human capital strategies in a more targeted and responsive manner. Training and Development The REIT is committed to developing a competent and professional workforce to support effective REIT management, regulatory compliance, and the specialised requirements of healthcare-related properties. Total hours of training by employee category FY2023 FY2024 FY2025 Management Executive Non-Executive Senior Management 115 203 410 375 315 589 309 355 500 121 61 42 Total (hours) 920 FY2023 934 FY2024 1,541 FY2025 For FY2025, the REIT recorded a total of 1,541 training hours, reflecting a significant increase in capacity-building efforts across all employee categories. The highest contribution came from the executive level, which accounted for 589 hours, followed by management and above at 500 hours, and senior management and C-suite at 410 hours, indicating strong engagement from leadership in continuous learning. Across the three-year period, the REIT’s training efforts demonstrate a steady strengthening of its learning and development approach, with a clear emphasis on building capabilities at the leadership and management levels. Over time, there has been consistent engagement from senior management, C-suite, and management personnel, reflecting Al-`Aqar’s focus on embedding strategic, decision-making, and governance-related competencies. At the same time, the executive level continues to form a significant portion of training participation, supporting the development of midlevel talent as a key pipeline for future leadership. The overall trend indicates a structured and increasingly targeted approach to workforce development, with opportunities to further broaden participation and enhance inclusivity across all employee categories.
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