Notes

Future Targets

In FY 2021 and onward, we will launch the Company’s 4th employee engagement survey and the results will be used to develop a corresponding action plan. We will also conduct a review of benefits and enhance the Employee Value Proposition. We will also continue to offer employment opportunities beyond the legislated retirement age. With all the staff welfare and development initiatives in place, , we aim to achieve the following: • To improve our Sustainable Employee Engagement Index at least 3% to 5% points previous Employee Engagement Score as a stretch target [10] • To have 30% of our employees moved up once in the career ladder and/or job rotation between 2021 and 2025; and • For our junior professionals to achieve improvement in at least two competencies. TRAINING & EDUCATION / SKILLS FOR THE FUTURE

[GRI 404: Training and Education 2016]

To deliver on SLNG’s energy security mandate and its 5- year strategic plan, building up the capabilities of our employees for current and future roles is key. Adopting a structured competency-based training approach will further ensure that our staff are armed with the right knowledge and skill sets to take on future roles; securing their employability.

We implemented the Learning and Development Policy to facilitate the training and knowledge transfer process for our employees. Additionally, the Learning Request Procedure is in place to ensure that our employees’ learning needs are managed and reviewed. We are also currently in the process of reviewing these policies and procedures to incorporate changes in the new Success Factors Learning Management System.

A formal talent development programme has been established for all our employees. This programme saw active participation from Senior Management Team, Reporting Managers, and employees themselves; highlighting the eagerness to support and upskill one another. Additionally, an annual review of SLNG’s talent and skills inventory was conducted against future capabilities needed, to develop an up-skilling plan that would address any current gaps in our employees’ skill sets. An assessment of the learning needs is also conducted annually to ensure that SLNG is keeping up with business needs and market developments. This forward-looking stance maintains SLNG’s competitiveness and ensures that the organisation is future ready.

We will continue to use Individual Development Plans to engage in annual career and development conversations with our employees. This open dialogue helps us to understand our employees’ career interests and goals and is an opportunity for us to provide timely guidance and support. Every year, we aim to develop new learning programmes and training opportunities for our employees. These programmes address the behavioural competency gaps and meet their developmental needs. For both the Production and Maintenance teams, we have established a training curriculum and assessment plan that is in line with our internal competency matrix framework.

In FY 2020, all employees clocked at least 40 training hours (average training hours per employee is 97.4 hours hours) and every one used the Individual Development Plan to map out their developmental plans and carry out career conversations with their Reporting Managers. The Senior Management Team (SMT) coaching program was implemented, and the key talent leadership assessment and development programme was established as well. As our employees’ learning and development form one of our top priorities, we are committed to investing in the training of our people. In FY 2020, the total training expenditure for our employees are as follows: Table 11. Average expenditure per employee in FY 2020 by Category

[11]

Future Targets

In FY2021, we aim for each employee to clock at least 30 hours of training, and have all employees review and update their Individual Development Plan. Furthermore, we pledge to set aside 3% of our total payroll for the learning and development of our employees. Additionally, we are working towards ensuring that 50% of leadership positions have a ready pipeline of talents by 2025. Pipelines for leadership positions are tracked through the Annual SLNG Talent Review session with SMT. During this session, succession pipelines are discussed and development plans for identified talents are put in place and monitored on a regular basis.

UNION RELATIONS

LOCAL COMMUNITIES

[Non-GRI Factor]

At SLNG, we view the Union as a vital partner, as they are the bridge between the Management and the employees. By establishing strong union relations, the employeremployee relations can in turn be strengthened.

The strong management-union relationship is evident in the timely conclusion of SLNG’s Collective Agreements. The conclusion has never been escalated for mediation by external parties and has been concluded bi-parte including frequent consultation with the union representation on the ground. We have recently concluded the Agreement, which came into effect on 1 April 2021, for a period of three years. In FY2020, SLNG partnered UPAGE through an inaugural Company Training Committee set-up, with the aim to identify the skills and training that employees need to support SLNG’s strategic vision and direction, and to keep up with industry transformation.

[GRI 413: Local Communities 2016]

We are committed to understanding and supporting the needs of our local communities and strive to create social value within sectors that our employees have chosen to partner with. We have been reaching out to marginalised children, youths and families with the aim to meet their needs. We constantly keep a look out for Volunteer Organisations that are aligned with our objectives and can offer potential volunteer opportunities for our employees.

Since 2014, we have been partnering with Life Community Services Society (LCSS) - a social organisation that seeks to empower children from low-income and vulnerable backgrounds through early intervention care and mentoring. They have been rolling out programmes to help children build a strong foundation in their growing years, to achieve their fullest potential despite their circumstances. Our collaboration with LCSS have included regular annual donations in support of their activities, organised outings for the children, and staff sponsorship of lunar new year care packages.

Education has always been high on SLNG’s agenda and annually, we have been supporting the UPAGE bursary awards. In FY 2020, we joined hands with NTU to create the SLNG Catalyst award to confer two awards to the deserving NTU students in the International Trading Programme.

Despite the challenges brought about by COVID-19, we are glad that we have been able to extend our outreach efforts to support environmental causes – an area in which we will expand our involvement- more details can be found below:

Case Study -Greening Jurong Island

On 26 October 2020, SLNG joined our Jurong Island neighbours to take part in the tree planting event organised by JTC, where a total of 100 trees were planted. This is part of the one million tree movement where one million trees will be planted in Singapore over the next 10 years. By 2022, a total of 170,000 trees will be planted on Jurong Island. SLNG is glad to be able to play a part in greening up the industrial belt but also help to cool down the western part of Singapore which is one of the warmest areas in Singapore. SLNG contributed a total of $15,000 towards this Greening Jurong Island Initiative, of which over $3,000 was contributed by staff.

SLNG is a member of the Jurong Island Circular Economy (JICE) Council that was initiated by JTC Corporation (“JTC”). As part of this initiative, companies come together to share data on waste, water and energy on Jurong Island, while exploring collective synergies to improve the environment.

Additionally, SLNG participates in the Tembusu cluster Health Safety and Environment committee, which comprises neighbouring companies in the Tembusu area on Jurong Island. The committee meets every quarter and seeks to engage the community in raising awareness for workplace health and safety. In this regard, SLNG is actively involved in maintaining the health and safety of the community we operate in.

Future Targets

As we deeply value community service and contributing to society, in FY 2021, we will allow all employees to take the equivalent of a day off work to engage in volunteer work. We also aim to have all of our employees volunteering in a volunteer organisation by FY 2023. Employees can apply for volunteer leave via the Company's leave system. We will also be organising large-scale volunteer activities to encourage greater participation from our employees.

Since the start of our operations, we regularly engaged with stakeholders to deepen our understanding on the needs of the local communities, in order to serve them better. In FY 2021, we will develop a more holistic stakeholder engagement plan to maximise the positive impact among the local communities that we serve.

NOTES

[1] Under the Carbon Pricing Act and the Energy Conservation Act, SLNG is required to submit energy usage and greenhouse gas emissions information to NEA annually.

[2] Energy consumption is calculated using a conversion factor of 1kWh to 3.6×10-6 Terajoule [TJ]

[3] To note that the energy consumption are computed on a financial year basis (from 1st April 2020 to 31st March 2021)

[4] The renewable energy is generated on site in SLNG Terminal

[5]Total electricity purchased and solar PV energy is the summation of electricity consumption from SLNG's electricity and solar PV supplier's invoices respectively.

[6] Emissions are rounded for Reporting purposes

[7]To note that the greenhouse gas emissions are computed on a financial year basis (from 1st April 2020 to 31st March 2021)

[8] Intergovernmental Panel on Climate Change (IPCC) factors were used in the calculation of Scope 1 emissions

[9] Grid emission factor (0.4085 kg CO2/kWh), published by the Energy Market Authority for 2019 was used in the calculation of Scope 2 emissions.

[10] This is only applicable for employees who have been in the organization from FY 2021 to FY 2025.

[11]In FY 2020, our male employees spent more hours than females on training as the trainings were largely tailored for Operations; a large group of our male employees attended programs such as INSTEP Train-the-trainer, Root Cause Analysis, Internal Auditor, Confined Space, Fire & Hazmat, amongst others.