To unlock and empower our talent of today and the future, we must invest in attracting and retaining them. This means that our talent management efforts, while focused on our current employees, necessarily extend to potential employees within our communities.
We have revised our talent management policy and are in the process of structuring a group-wide, global talent management process to guide recruitment, career development and management efforts. We have introduced a new organisational management review (OMR) process to support succession planning, performance improvement planning, and for identifying high potential performers. We have also designed a new leadership training programme for all managers.
Group-wide, we have executed two, six-month internship programmes providing opportunities for recent graduates whose career prospects were hampered by the COVID pandemic. While interns gained vital work experience, they in turn injected new energy and fresh ideas into the businesses. In addition, some of our employees got the opportunity to develop core leadership skills as mentors and managers.
As our contribution to the community, and to develop future talent for our industries, we have partnered with universities and institutions of learning in various capacities. For example, through our partnership with Engineering UTC Northern Lincolnshire, an England-based university technical college for 14- to 19-year-olds, we created a ‘sponsored classroom’ where budding engineers are taught the importance of engineering in the renewable energy industry. We also have a business partnership with Meldrum Academy, a secondary school in Scotland.