Annual Report 2024 2025

Our Talent and Workplace Culture Over the last two years, the Forum has redesigned its people and culture priorities, sharpening its focus on leadership, talent development, inclusivity and well-being, as well as alumni engagement. This commitment came to life through a series of multi-year initiatives, including the rollout of a new leadership model, expanded learning opportunities and enhanced well-being resources for staff. Building a positive and inclusive culture, upgrading leadership capabilities and supporting employees with the skills, tools and confidence to lead through change has never been more essential. By strengthening self-awareness, encouraging honest dialogue with employees, and supporting continuous learning and listening, the Forum is investing in the individual and collective resilience and agility needed. A milestone of the reporting period was the creation of the Inclusion, Well-being and Engagement team, which marked the latest phase in the evolution of the people and culture function. This four-person team brings together internal communications with an expanded focus on belonging and engagement, ensuring that inclusion remains a core value in every aspect of the employee experience. It also plays a central role in the Forum’s employee listening strategy, organizing dialogues and focus groups and supporting employee resource groups through clearer governance, coordination and dedicated resources. In the lead-up to the Annual Meeting 2025, the Forum introduced training on “Managing Difficult Conversations” for all 530 participating employees, providing practical tools to navigate conflict and promote respectful dialogue. This was followed by a workplace conduct training aimed at reinforcing a values-driven culture by clarifying expectations around behaviour and equipping staff to engage in essential conversations within a safe, inclusive environment.Leadership culture assessments were also introduced, inviting all employees to contribute feedback on the organization’s senior leaders. Coaching was provided to all participating leaders, and by the end of the reporting period, 140 had completed a review. The Global Learning Award underpins the Forum’s commitment to learning at all levels, empowering staff to pursue opportunities that support their professional advancement. Over the past year, 528 employees took part in the scheme. Overall, employees invested a total of 33,744 hours in the learning award and various Forum learning programmes. The Forum also strengthened its connection with former employees through Forum Circle, its alumni network, which rapidly grew to more than 700 members, while internally, a more transparent and data-informed approach to people management took hold. The launch of an employee demographics dashboard gave staff access to real-time, aggregated data on information like headcount and gender representation. This tool, accessed by 31% of employees since its launch, demonstrates the Forum’s ongoing commitment to openness, inclusivity and informed decision-making. Well-being remained a priority. As part of the Forum’s Employee Assistance Programme, all employees and their families gained access to a new digital platform, Headspace, with 43.3% of employees signing up within the first four months. Annual Report 2024-2025 Our Organization56