A Labour and HR Overview of the ASEAN Region! People. Performance. Profits.

A Presentation by: Manju Vijayan l Regional Executive Search Consultant

Thailand Vietnam Malaysia Indonesia Singapore Phillipines

Population Size - 2014 (in Million)

No. Of Employed Persons(in thousands)

Unemployment Rate (%)

Labor Force Participation Rate (2014) GDP in USD (in Billions) 2014

COUNTRIES Singapore Malaysia Thailand Indonesia Philippines Vietnam

5.5 30.4 67.01 249.9 100.1 90.7

3,622.80 13,768 37,530.02 120,846.82 39,159 52,210

1.81% 3% 0.93% 5.81 % 6.40% 2.44%

67% 67.60% not available 69.17% 64.60% not available

Copyright 307.87 © Free Vector Maps.com

326.93 373.8 888.54 284.58 186.2

Singapore Landscape

Different types of work pass regulations in Singapore

•  Employment Pass – For foreign professionals, managers and executives. Salary of at least S$3,300 a month with acceptable qualifications.

•  S Pass - For mid-level skilled staff. Salary of at least S$2,200 a month and must meet the assessment criteria.

•  Work Permit – For foreign unskilled and semi-skilled workers. The duration of a Work Permit is generally 2 years.

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Singapore Landscape (continued)

Different types of work pass regulations in Singapore

•  Personalized Employment Pass - The PEP offers greater flexibility than an Employment Pass. Last drawn fixed monthly salary overseas should be at least S$18,000 or an EP holder earning a fixed monthly salary of at least S$12,000

•  Entre Pass - For eligible foreign entrepreneurs wanting to start and operate a new business in Singapore. The company has at least $50,000 in paid-up-capital and applicant holds at least 30% of the shares.

•  Letter of Consent (LOC) - Dependant's Pass holders who want to work in Singapore (DP is issued for spouses and children of eligible Employment Pass or S-Pass holders).

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Singapore Landscape (continued)

Different types of work pass regulations in Singapore

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While Singapore has a high resident labour force participation rate of 66%, there is room to increase this further. We can do more to help potential entrants join the workforce and remain economically active.

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This includes providing flexible working arrangements for those with care-giving responsibilities but would like to work, and for older persons who prefer shorter and more flexible hours.

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The number of elderly citizens will triple to 900,000 by 2030, and they will be supported by a smaller base of working-age citizens.

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There are currently about 6.3 citizens in the working-ages of 20 to 64 years, for each citizen aged 65 and above. By 2030, there will only be 2.1 working-age citizens for each citizen aged 65 and above.

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Corporate Advisory l Executive Search l Logistics Academy

HR Beyond a Business Partner •  HR always been thought of as a Transactional administrator of core people services •  With businesses evolving and adapting, HR needs to also evolve as a Reflective partner

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Corporate Advisory l Executive Search l Logistics Academy

HR Beyond a Business Partner (continued) •  This will eventually give rise to the phenomenon of the CHRO – Chief Human Resources Officer which is a culmination of this 4-part evolution. •  Who is a CHRO? - a CHRO is a Reflective Partner who seeks to strategically add value through the provision of high quality services and specialist functions but also seeks to make a significant contribution to the Business in alignment with the needs of the CEO to facilitate transformation. •  In order to do this, the CHRO must have a presence with the Board and have an understanding of the Board Dynamics as well as a continuous and visible presence within and across the business.

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Actively encourage future leaders.

Building global champions extending their functional responsibilities to gain broader experience.

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Knowledge can empower a workforce.

Invest in global training programs, higher education and manage careers carefully.

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Attracting, recruiting and retaining individual leadership talent is imperative for success, so make this a key agenda item.

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Get smart with your compensation and benefits offering 2015 Wage Increase Forecast

•  Be market competitive •  Reward for professional growth and performance •  Creative approach to compete with the so called ‘more appealing’ sectors

12.0%

10.8% 11.0% 9.5%

10.0% 8.3%

8.0% 6.0% 4.0% 2.0% 0.0%

•  Introduce non-financial incentives

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5.7% 4.5%

Attracting a diversity of talent and managing their future skills development is critical to right shaping your leadership team

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Engage early and Engage often for tomorrows future leaders •  Understand the generation target – what ticks… •  Early and consistent engagement is critical •  Adopt humanized technology – get savvy •  Creative brand energy •  Inspire – promote the potential advancement

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The Leadership Commitment and Vision will win talent battle • 

Lead in Diversity Management

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Attract Younger Talent & Encourage Elders to Stay

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Invest in your future stars whilst Educating for the future

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Blended work force with International Talent and Energize the Graduates

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Build The Employer Brand

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Refine Recruitment & Retention Practices

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Smarter Compensation & Incentives

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Logistics Executive Group!

3 Church Street #25-00 Samsung Hub Singapore 049483

Manju Vijayan l Regional Executive Search Consultant [email protected] www.LogisticsExecutive.com

Logistics Executive has studied workplace behavior and team dynamics in the Supply Chain and Logistics industry cross-culturally. For 15 years we have assisted multinational companies to develop people strategies, led talent attraction programs, defined and implemented business processes and provided expert consulting that has impacted organizations with positive business outcomes.

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