Creating a High Performance Culture among RGE’s Global Workforce to Drive Growth

In today’s dynamic business landscape, agility is important, and this requires an employee-first approach. As RGE pushes ahead with its expansion – venturing into new markets and integrating global acquisitions – building greater agility and connecting with its 60,000-strong workforce will be key to driving a high-performance culture for sustainable growth.

Amid the evolving talent demands of an increasingly digital landscape, RGE has invested in a unified digital HR system to enhance the employee experience and develop its workforce more effectively. Talent management and career development have now been streamlined through the Workday Human Capital Management system – an agile HR process that lets staff reskill and upskill themselves to be equipped with future-ready capabilities.

“As we continue to accelerate our digitalisation journey, we will be looking to further optimise our people development capabilities through better data analytics. With the rapid pace of change in today’s workforce, RGE as a company needs to harness digital transformation across all areas of the business to adapt to changes quicker and more effectively,” said Bey Soo Khiang, Vice Chairman, RGE.

RGE strives to be innovative in an industry known to be conservative and traditional in its processes. Its purpose-driven approach and adoption of new technology for digital transformation has served its growth well. Over the last three to five years, the company has almost doubled its global production capacity.

Employees in one of the Bracell R&D labs

For a multinational and multicultural organisation like RGE, a single unified HR system reduces silos and improves workflows across the entire organisation. The system’s data-driven planning capabilities allows RGE to make smarter, data-backed decisions that translate to real business value and drive sustainable growth.

A site supervisor at Woodfibre LNG

“Two of our core values are ‘ownership’ and ‘complementary team.’ These are in line with our move towards a people self-service model that allows us to respond to demand in a more agile way — our businesses can get the skills that they need, and our employees get the career growth that they want,” said Cassandra Cheng, Head of Talent Management, Palm Business, RGE.