As Sunway celebrates its 50^th anniversary, the Group has set its eyes on becoming Asia’s model corporation for sustainable leadership, management and people practices – and is walking the talk to get there.

 From technology-enabled virtual learning and flexible work arrangements to greater workplace diversity and increased priority on staff well-being, Sunway has successfully adapted to the ever-changing workforce landscape over the past five decades since its inception, with its strong sense of purpose and innovation cascaded across its 18,000-strong workforce today.

Striking the balance between what today’s talent want and what the company needs to drive business forward, Sunway continues to put people first by investing into leadership development, learning and staff welfare – a strategy that has proven pivotal for its past and will be equally critical for the conglomerate’s success for the next 50 years and beyond.

“With the aim of becoming the leading example of sustainable leadership, management and people practices in Asia, Sunway has spared no effort in developing employee capabilities, reinforcing the organisation’s bench strength, enhancing employee engagement as well as cultivating a respectful and healthy work environment for our people – in line with our core values of Integrity, Humility and Excellence. We firmly believe that our people are the foundation of our success and this belief has yielded outcomes,” said Foo Shiang Wyne, Sunway Group chief human resources officer.

The evolution of talent

Attracting and retaining talent over five decades is no mean feat, considering that the workforce landscape has changed tremendously with time.

“Job security and company loyalty are no longer priorities for talent today, they seek a greater purpose in their work and are driven to achieving that purpose,” said Foo.

The COVID-19 pandemic, coupled with advancements in technology and improved access to knowledge, have catalysed this shift in approach to work, she added.

“With workforce trends moving towards a more skill-based market, the workforce can build their own portfolio without relying on an employer.  They can choose where and when they want to work, having discovered alternative environments for increased productivity during the pandemic, and they have more conviction about both their career and life aspirations. There is a greater emphasis on personal health in today’s talent – ‘I live for me, not my work’,” she said.

Having a diverse multi-generational workforce, Sunway is well-aware that our people are anything but homogenous; what drives and motivates people varies greatly by generation, with each having a different perspective on what matters in livelihood, survival, work approach and work life.

Further compounding the challenge of attracting and retaining talent are shifts in the current global and local economy – the growth of new industries, older industries being revived in new ways, different skills required by automation and technology, as well as a global workforce that can operate from anywhere.

“These have skewed talent equity in the market and created an unpredictable playing field. The war for talent is fierce, now that we are not only competing with local and regional employers, but global entities as well,” said Foo.

To stay competitive in the global demand for talent, Sunway has been proactively strengthening its employer branding at top-tier schools to attract prominent all-rounders locally and abroad since 2013.

Through partnerships with academic institutions such as Sunway University, Universiti Malaya, University of Technology Malaysia and University Kebangsaan Malaysia; alongside international entities such as the International Council of Malaysian Scholars and Associates (ICMS), United Kingdom and Eire Council (UKEC) and Imperial College Union Malaysian Society (ICUMS), Sunway actively engages with young talent through business challenges, networking opportunities, panel discussions and career talks.

Furthermore, Sunway has solidified its commitment to workforce development by formalising a Memorandum of Agreement (MoA) with the Ministry of Human Resources Malaysia. This collaborative effort is designed to focus on key areas such as hospitality, culinary arts, facilities and equipment maintenance, automotive, and healthcare. The MoA encompasses various Technical and Vocational Education and Training (TVET) institutions nationwide.

Through this strategic partnership, Sunway aims to leverage the nation’s talent pool by co-developing and providing curriculum support, facilitating knowledge and expertise sharing, in an effort towards improving the skills of ILKA (Institute Latihan Kemahiran Awam or Public Training Institute) teachers of selected TVETs, ensuring that students are equipped with the most up-to-date industry-relevant skills that align with the demands of the industry. Additionally, the agreement will foster internship placements and other mutually beneficial collaborations between the parties involved. This initiative underscores Sunway’s dedication to contributing to the nation’s skilled workforce and promoting sustained growth in key sectors.

In addition, Sunway has established a partnership with the National Youth Advance Skills Training Institute (IKTBN) in Dusun Tua, a public vocational school under the Ministry of Youth and Sports, to foster closer collaboration on Technical and Vocational Educational and Training (TVET) in the fields of electrical and mechanical, and automotive technology.

These initiatives enable a consistent flow of talent into the Group while exposing the larger Malaysian undergraduate community to Sunway’s leaders and a potential meaningful career across its 13 businesses.

In a sea of talent with different expectations and needs, Sunway focuses on how individuals’ aspirations align with the company’s purpose and core values when deciding on a hire as well as the talent’s personalised development path.

“Admittedly, we are still working on the shift in mindset where increased productivity should not mean that we get the most out of our people at the expense of their health and well-being. Instead, increased productivity should mean that our people can deliver their best because of their improved health and well-being, and basic needs taken care of,” said Foo.

Among the ways Sunway supports its people include flexible working hours; family-focused employment policies such as maternity and paternity leave, hospitalisation, medical leave, special leave; as well as subsidised childcare for young children at the award-winning Sunway Little Sunshine Childcare Centre.

Sunway staff are also eligible for education assistance, as well as scholarships for their dependents, encouraging them to pursue further education at institutions under the Sunway Education Group, Malaysian public universities as well as endorsed universities overseas.

While Sunway works towards implementing inclusive HR policies across all 13 businesses, the conglomerate also leaves room for autonomy, empowering each business to adapt policies to their unique needs and to stay competitive in their respective industries.

“We balance our short, medium, and long-term talent strategies as well as circle back to the purpose of why we do what we do, our core values, and the communities that we want to serve. In holding true to these, we find that we attract talent who share our vision and common purpose. The ones who possess the Sunway DNA continue our journey with us to deliver on that vision,” said Foo.

Empowering every talent to succeed

What does Sunway look for in talent these days?

Besides a strong work ethic, consistency in achieving high performance, competencies and leadership potential; traits such as passion, agility and empathy rank highly among potential talent these days, said Foo, who works closely with Sunway Group president Tan Sri Dato’ Dr. Chew Chee Kin and senior business leaders to identify talent.

“Naturally, a talent must first be driven towards achieving their desired career goals. Passion allows them to strive for excellence in all that they do, while agility allows them to continually adapt to new and changing environments in the future. Achieving goals always involves influencing others to bring them with you to the finish line, so without empathy, this would surmount to repeated friction, struggles and frustration,” she said.

Recognising that talent development goals are unique to every individual, Sunway has shifted its focus away from solely grooming our staff to succeed key leadership roles, to including expanded talent categories who prefer non-managerial positions – such as senior specialists who are field experts; and core contributors, who are strong, consistent performers in key roles within the organisation.

Committing to meritocracy and diversity in operating its businesses, Sunway is honoured and will continue to encourage, inspire, and respect one of its most important stakeholders – its own people.

Sunway now curates structured development journeys for talent classes by leadership levels that are aligned with the Group’s leadership competencies, to provide greater clarity to both talent and leaders.

Besides mobilising talent across business divisions and boosting internal capabilities, structured development journeys allow leaders to gain a well-rounded, broader perspective of the Group.

First introduced two decades ago, the Sunway Management Associate Programme (MAP) has consistently produced young leaders who currently lead functions and departments within Sunway, as well as their own businesses.

“Empowered to decide and lead, they have taken accelerated strides, stepped up, and are now nurturing the next generation of young leaders,” said Clayton Tan, Sunway Group deputy chief human resource officer, who actively contributes to the initiatives.

While MAP focuses on leadership development among fresh graduates, the Sunway Leadership Development Programme covers tailored programmes at all leadership levels, ensuring that every staff – from non-executives to group management – is given the opportunity to grow within the company.

Under the programme, Sunway’s staff who are identified as potential leaders undergo targeted training, assignments and opportunities for cross-functional mobility to accelerate their growth for future leadership roles.

“Sunway’s Management Associate Programme, which has seen multiple iterations since it was introduced 20 years ago, has produced notable young leaders who, today, lead functions or departments within Sunway. Empowered to decide and lead, they have taken accelerated strides, stepped up, and are now nurturing the next generation of young leaders,” said Tan.

Looking ahead for the next 50 years and beyond

Moving forward, Sunway is developing career pathways that chart out alternatives beyond a linear pathway to the top, which leverages the various businesses across the organisation.

Grouping unique talent needs by job families or commonalities between adjacent businesses, Sunway’s talent develop skills outside of specific roles or jobs – ultimately building a more agile and well-rounded leadership, Foo said.

Walking the talk that learning never stops, a top-down coaching ecosystem within Sunway is currently underway. The Group is committed

Harnessing the power of technology, Sunway inculcates self-directed learning among staff through its e-learning portal, and listens to staff more intently via Microsoft Viva Glint, an innovative online platform that gathers staff feedback and behavioural data to produce actionable insights in staff engagement.

Integrating sustainable business practices with the United Nations Sustainable Development Goals into leadership development, the Group has collaborated with Sunway University to create the Sunway Executive Development Programme for Sustainable Leadership (Sunway EDP).

While Sunway has clearly cemented its status as an employer of choice through numerous accolades – Gold for Employer of the Year at the HR Excellence Awards, Kincentric Best Employers Malaysia Award, Talentbank’s Graduates’ Choice Awards, Malaysia’s 100 Leading Graduate Employers Awards, to name a few – Foo believes that Sunway cannot rest on its laurels, or risks becoming irrelevant with time.

Instead, Sunway must hold true to its internal compass – the core values and commitment to sustainable growth and development – while continuing to evolve with the needs of both business and economy, if it is to continue as a respected corporate leader in the next 50 years.

“We must continue to engage with talent of today and tomorrow, to listen to their aspirations and needs in both personal and professional capacities, as well as adapt our leadership approach to lead with more empathy and embrace diversity. Sunway leaders will need to walk our mantra of continuous and lifelong learning, and be cognisant that while profitability and productivity may be top of mind for any business leader, the incoming workforce takes a more holistic approach to life, where work is not the main component but one that supports their pursuit of a meaningful life purpose,” she said.