2020 Brunei Compensation Survey Launch

Willis Towers Watson
2020 Compensation Survey Launch

Brunei
18 May 2020
willistowerswatson.com
© 2020 Willis Towers Watson. All rights reserved. Proprietary and Confidential. For Willis Towers Watson and Willis Towers Watson client use only.
AGENDA
1 Opening
2 Driving Solutions Through Data
3 Seamless Survey Participation Enabled with Tech
4 APAC COVID-19 HR Actions Update
5 Closing
© 2020 Willis Towers Watson. All rights reserved. Proprietary and Confidential. For Willis Towers Watson and Willis Towers Watson client use only. 2
Housekeeping
All dial-in participants will be muted to enable the speakers to speak without
1 interruption.
Please note that the audio for this event will be streamed via the webinar platform
2 and you need to have your speakers on or headphones plugged in to hear the
content.
willistowerswatson.com 3
Poll #1 – What are the steps you’ve done personally to ensure
productivity level while working from home? You can select more
than one answer
❑ Structure your day like you would in the office
❑ Keep work time and personal time separate
❑ Dress up like you are at work
❑ Home office or having a dedicated work space
❑ Drink more coffee than usual
❑ Attend virtual exercise (i.e.. Zumba, Yoga etc.) classes
❑ Taking periodic naps
Willis Towers Watson Human Capital and Benefits
Talent & Rewards Health & Benefits Retirement
▪ Global compensation, ▪ Program strategy, ▪ Strategy and plan design

benefit and employment design and pricing ▪ Cost and risk
practice data ▪ Employee health and management
▪ Executive compensation productivity ▪ Actuarial, compliance,
▪ Rewards ▪ Pharmacy, life and governance,
▪ Leadership and talent disability, and other administration
▪ Employee benefits ▪ De-risking
surveys/insights ▪ Vendor evaluation, ▪ Master trust products
▪ Communication and selection and ▪ Defined contribution
change management management solutions
▪ Digital engagement ▪ Insurance placement ▪ Financial well-being
▪ HR software products ▪ Retiree health
We design comprehensive solutions to cater to your human capital needs
Rewards Data and Software as an integrated solution provider
1 Data and Consulting 2 Global Compensation Studies
▪ Collaborating with technical experts from ▪ Published compensation and benefit

Rewards Data & other parts of Willis Towers Watson to reports
provide integrated human capital and risk ▪ Web-based data access, reporting and
Software management solutions analytics tools
▪ Sophisticated custom client analysis helps ▪ Total Rewards surveys
companies understand more than just the ▪ Extensive policies and practices
numbers. We spell out the implications information, including benefits
We provide an extensive and identify potential solutions.
global network of regional
survey experts and local
consulting offices to 3 Compensation, benefit and
4 Customized surveys
employment research
ensure that each country’s
surveys provide decision ▪ Dedicated research function ▪ Custom surveys to address all
quality data and ▪ Published reports/studies on benefits and components of rewards
employment terms and conditions based ▪ Individual client- or association-sponsored
interpretation that reflect on HR-relevant research surveys
its local governing laws ▪ Partnering with internal and external ▪ Trend reports around current reward
and cultural practices. sources (for example, EBIC, International issues and pay movements
Consulting Group, EIU, ECA)
Expertise, methodology, tools and technology are the backbone of Rewards Data and Software
AGENDA
1 Opening
5 Closing
DRIVING SOLUTIONS THROUGH DATA
Our Global Presence

Our market data covers more than 110 countries globally across 40 industries
Asia Pacific GB and Western Europe North America

▪ Australia ▪ Austria ▪ Ireland ▪ Spain ▪ Canada
▪ Bangladesh* ▪ Belgium ▪ Italy ▪ Sweden ▪ United States
▪ Brunei* ▪ Denmark ▪ Luxembourg ▪ Switzerland
▪
▪
Cambodia*
China
▪
▪
Finland
France
▪
▪
Netherlands
Norway
▪ UK Latin America 10,000+
▪ ▪ ▪ ▪
▪
Hong Kong
India
Germany Portugal
▪
Argentina
Brazil
Participations
▪ Indonesia ▪ Chile
Central and Eastern Europe, Middle East
▪ Japan ▪ Colombia
and Africa
▪ Laos ▪ Costa Rica
▪ Macau ▪ Albania* ▪ Kenya* ▪ Slovakia ▪ Dominican Republic
▪ Malaysia ▪ Algeria ▪ Kuwait ▪ Slovenia ▪ Ecuador
▪ ▪ ▪ ▪
▪
▪
Myanmar*
New Zealand* ▪
Angola*
Armenia* ▪
Latvia*
Lebanon* ▪
South Africa
Tanzania* ▪
El Salvador
Guatemala Over 45,000
▪ Philippines ▪ Azerbaijan* ▪ Lesotho* ▪ Togo ▪ Honduras
▪ Malaysia ▪ Bahrain* ▪ Libya* ▪ Tunisia ▪ Mexico Jobs Reported
▪ South Korea ▪ Belarus* ▪ Lithuania* ▪ Turkey ▪ Nicaragua
▪ Sri Lanka* ▪ Bosnia- ▪ Oman ▪ Uganda* ▪ Panama
▪ Taiwan Herzegovina* ▪ Pakistan* ▪ Ukraine ▪ Paraguay*
▪ Thailand ▪ Botswana* ▪ Poland ▪ UAE ▪ Peru
▪ Vietnam* ▪ Bulgaria ▪ Qatar ▪ Uzbekistan* ▪ Puerto Rico
▪ Cameroon ▪ Romania ▪ Zambia* ▪ Uruguay
▪
▪
Iraq*
Israel
▪
▪
Russia
Saudi Arabia
▪ Zimbabwe* 31 million+
▪
▪
Jordan*
Kazakhstan
▪
▪
Senegal*
Serbia
Incumbents
*General Industry Plus Report available (an all-inclusive report that includes all available general industry roles PLUS industry jobs)
Rewards Data and Software (RDS)

Our Industry Approach
Our specific industry approach will capture industry specific jobs which leads to overall data robustness
There are 24 participants in 2019 which can be further breakdown to the following..
25% 8% 38% 13% 17%

Banking & Insurance Services Manufacturing Energy & Natural
Finance Resources
3 options for users to choose from to get the most of the

compensation data
Standard Custom Premium
View, download and print presentation-ready reports ✓ ✓ ✓

Export data in a variety of formats in one click ✓ ✓ ✓
Customise currencies, data elements and percentiles ✓ ✓ ✓
Design your unique group of peer companies by name or company
characteristics i.e. industry sector/geographic location ✓ ✓
Combine jobs to mirror your internal job classifications ✓ ✓
Show your company's competitive position relative to all companies, or
unique peer group of companies ✓ ✓
Apply a best match algorithm of your data to the closest market equivalent ✓ ✓
Auto-refresh of matches from new survey year data ✓
Develop and manage your salary structures and consider cost
implications, bring to minimum, compa-ratio, etc. ✓
Bring-to-target and Merit Matrix analytics enable modelling of key
compensation actions ✓
Speed up salary survey participation ✓
Ability to market price jobs using data from multiple vendors ✓
Standard: browse and download WTW survey data

View and download the published market surveys for all participants
The Standard licence gives you access to our first-in-class compensation surveys in static reports. Data can be consulted online,
downloaded, aged and converted in various currencies.
Custom: tailor the WTW survey data

Create data cuts based on company name, industry and geography
The Custom licence allows you to customise the data to focus on specific talent segments and assess your competitive position
against the general market or unlimited peer groups. You can also combine survey jobs to create bespoke job matches and
conduct compa-ratio analyses.
1 Combine Jobs
Compa-ratio Analysis of Your

3 Organization’s Average or Individual
Combine
Job Codes Incumbent
Your data Compa ratio vs.

market
2 Select Peer Groups
Select
Peer Groups
Premium: multiple exciting capabilities

Speed up salary survey participation, market price with various vendors,
manage salary structures, conduct advanced analyses
Speed up salary survey Develop and manage your salary structures and
participation consider cost implications, bring to minimum, compa-ratio
Market price jobs using data from Bring-to-target and Merit Matrix analytics enable
multiple vendors modeling of key compensation actions
Users will be able to access WTW HR Policies & Benefits data via
Benefits Online
Advantages of these features to users Standard Custom
• Search HR Policies and Practices and Benefits Design market data by

topics, sections and provisions and view prevalence results
• View, export to Excel and print formatted report output
• Allow access to multiple users
• Create custom groups based on selected criteria (e.g., number of
employees, industry, revenue, etc.);
• Compare company’s data against market prevalence
Digital Products Framework

Our comprehensive offerings support organisations in re-inventing your digital strategy
DIGITAL STRATEGY
Position-based
Skill-based Pay Job Reinvention
Pay
Products & Advantages
General Industry SkillsVue WorkVue

Compensation Survey
Break down job through reskilling and

upskilling, redeploy and repurpose
Understand market pay for corporate,
Visualize digital skills prevalence and existing roles
industry-specific, jobs within and
premiums
across industries
Identify future skills to support
development of workforce
EXECUTIVE COMPENSATION
Executive Compensation Data Offering

Quality data for sound executives compensation decisions
Key Features
Global Executive Data Borderless data Disclosed Data Flexibility to

Membership - companies available - blend data available in select purchase data
that submit data globally across countries based markets through any time during
enjoy exclusive benefits on unique peer group Custom access the year end
Additional Benefits of Executive Surveys
Unique scope factors that impact More data reported for most
executive pay are collected and market senior executive roles (Global
data can be viewed by Incumbent Grade 18 and above)
Revenue Responsibility, Corporate compared to all-employees
Reporting Level, Board Membership survey
Customize result to include Board or Combine jobs and/or levels

Executive Committee members only, and to reflect the unique job roles
to include disclosed data for non-
participants in select markets
PUBLICATIONS
Rewards Data and Software (RDS) – Publications

Off-the-shelf products available.
Country Overview Employer Obligations Market Competitiveness
Economic,
Employment Mandatory Supplementary
HR HR Policies, Compensation
Law Benefits, Benefits
environment
Broad scope Global 50 Remuneration Planning Report
Benefits Profile /
Benchmark Select
Core essentials Employment Terms Company Benefits and Practices
Compensation Report
and Conditions
Severance Pay Performance Car Salary Geographic

Deep diver Policies and Market Pay & Sales Benefits Budget Starting Salaries Salary
Practices Incentives Policy Planning Differentials
Strategic planner Workforce Analytics Report
Top pick >> Learn more about data available on WTW Publications here.
Poll #2 – Which product you’ve seen above interests you the most?
You can select more than one answer
❑ Premium access (advanced analytics on the survey platform)
❑ SkillsVue
❑ WorkVue
❑ Executive Compensation
❑ Publications (e.g: Severance Pay Policies and Market Practices)
AGENDA
1 Opening
5 Closing
SURVEY OFFERING
Compensation Survey Offering

Covering all employee levels and sector-specific roles, our surveys capture comprehensive
market compensation, benefits and HR policies data
HR Policies and Benefit Design

Survey Elements Compensation
Practices Practices
Scope Factors: ▪ Salary review and budget Retirement:

▪ Employee location practices ▪ Defined benefit, defined
Components and ▪ Geographic responsibility ▪ Compensation policies and contribution or hybrid
practices schemes
Value Proposition Salary information:
▪ Base pay ▪ Starting salaries Health care:
▪ Guaranteed bonus ▪ Variable pay ▪ Medical, dental and vision
▪ Allowances ▪ Company cars
▪ Variable pay (actual and Wellness:
▪ Guaranteed payments, cash
target) ▪ Medical check up, employee
allowances and perquisites
▪ Long-term incentives assistance program
▪ Education, training and
Methodology: professional development Risk benefit plans:
▪ Career bands/levels and ▪ Attraction, retention and ▪ Death, accident, disability,
global grades grouped by termination critical illness
job functions and disciplines ▪ Length of service awards
(areas of specialization) Flexible benefits
Mode of Delivery WTW Compensation

Benefits Online
Software
Standard / Custom /
Survey options Standard / Custom
Premium
PARTICIPATION STEPS
Steps and timeline to participate
Step 1 Step 2 Step 3 Step 4
Confirm Prepare to Complete Access

Participation Participate Submission Reports
▪ Schedule a conversation ▪ Wait for “Time to ▪ Submit, validate, and ▪ Access your
with WTW Consultants Participate” email finalize data for 3 Compensation reports
components via WTW online via WTW
▪ Decide on your ▪ Login to Data Services online data collection Compensation Software –
participation options and Participation Portal portal in respective Data Interactive
countries formats:
▪ Download helpful ▪ Access your Benefits
▪ Submit Order Form resources ➢ Compensation on WTW Design Practices (BDP)
Data Submission and HR Policies &
▪ Watch Job-Matching video Workbook Practices (HRP) reports
or schedule a session with via Benefits Online
WTW ➢ Benefits Design
Practices (BDP) on
▪ Download Data WTW online
Submission Workbook questionnaire
or Turnaround File
➢ HR Policies & Practices
(HRP) on WTW online
questionnaires
Before May April to July Aug to Oct*
*Report delivery timeline varies by industry

PARTICIPATION STEPS
A New Participation Portal

Login at Data Services Website
❑ Click on link to go to Data Services Participation Portal

❑ Log In / Register
PARTICIPATION STEPS
Submit Your Cash Data

Submitting into Compensation Section
Step 1: Step 2: Step 3:

Download the DSW Attach the DSW Submit the DSW
PARTICIPATION STEPS
Submit Your HR Policies & Benefits Design Policies Data

Submitting HRP & BDP data in the same platform
Step 1: Step 2: Step 3:

Complete the Submit the Review the
Sections Component Responses
AGENDA
1 Opening
5 Closing
Poll #3 – Has working from home increased productivity?
What is your personal view on this?
❑ Yes, I’m working longer hours now
❑ No, there are too many distractions at home
APAC COVID-19
34% of employers expect a moderate or large negative impact on

business in next six months globally
Moderate or large
negative impact
Six months 34% 1%11% 23% 26% 8% 31%
12 months 20% 1%12% 16% 15% 5% 51%
Two years 6% 0% 21% 9% 4%2% 64%
Positive Impact
No Impact
Small Negative Impact
Moderate Negative Impact
Large Negative Impact
Not Sure
Source: 2020 COVID-19 Survey – Variable Compensation Implications – survey fielded 24-28 Feb 2020
APAC COVID-19
More than 50% of employers are not planning to adjust their

approved salary budgets after the outbreak of COVID-19
Percentage of employers to make adjustments to approved salary budgets for 2020:
China Hong Kong Singapore Taiwan
25 16
44 39 % %
% 56 % 61
% % 75
% 84
%
No and Unknown Yes
For employers planning to reduce salary budgets, below are the most prevalent reductions expected from
survey participants:
China Hong Kong Singapore
Salary budget reduction

1-3% 0-1% 0-0.5%
expected (%)
Source: Pulse survey in response to COVID-19, China, Hong Kong, Singapore, Taiwan, survey fielded 19-27 Feb 2020
Survey Participants: Covers all industries with China - 170, Hong Kong – 135, Singapore - 136, Taiwan – 170 participants
Poll #4 – Have HR budgets been reduced this year?
❑ Yes
❑ No
❑ Reallocated to other critical departments
APAC COVID-19
Attrition rates reduce in the scene of global economic uncertainty
Attrition rates (Asia Pacific average1 )
14.8 14.3
13.8
12.1 12.1 11.8
4.3 4.1
3.3 3.4 3.6
2.6
2016 Q1 2016 Q3 2017 Q1 2017 Q3 2018 2019

Voluntary Attrition Involuntary Attrition
1 Average of 14 countries – Australia, China, Hong Kong, India, Indonesia, Japan, Malaysia, New Zealand, Philippines, Singapore, South Korea, Taiwan, Thailand, Vietnam
Source: 2017 - 2019 Willis Towers Watson Salary Budget Planning Survey – Asia Pacific Report
Poll #5 – Is attrition rate during this crisis lower / higher /no change
compared to previous years?
❑ Higher
❑ Lower
❑ No change
❑ Not sure
APAC COVID-19
Use of non-employee talent is expected to grow dramatically over

the next three years.
This trend fits alongside the actions employers may take following
the COVID-19 outbreak.
Global Technology
Free agent +28% Consultant or +22% Free agent +54% Consultant or -3%
workers outside workers outside agencies
agencies
Part-time +13% Worker on loan +31% Part-time +15% Worker on loan -8%
reduced hour from other reduced hour from other
organisation organisation
Free agents on +168% Free agents on +80%

a talent platform a talent platform
Full time employees’ share of the total workforce is expected to

drop 4 percentage points over the next three years
(Technology – 3.4 percentage points)
Source: 2019 Willis Towers Watson, Pathways to Digital Enablement Survey
APAC COVID-19
In the meantime, digital transformation will be accelerated.

Nearly all organisations will be using automation in three years
100% 92%
90%
81%
80%
70%
60%
51%
50%
40%
30%
30%
20% 17%
10%
8%
0%
3 years ago Currently In 3 years
average % of work done by automation % of orgs that had some work done by automation
Source: 2019 Willis Towers Watson, Pathways to Digital Enablement Survey
Challenges in deploying work from home arrangements
1 | PEOPLE 2 | POLICIES & 3 | TECHNOLOGY &

MANAGEMENT & PROCESSES ENABLERS
ENGAGEMENT
Lack of work clarity and ‘Everyone’ is on Compliance to regulations Insufficient work tools and
direction on expected WFH and SFH* and eligibility of employee peripherals for effective WFH
deliverables (e.g. mode – coverage (e.g. SOCSO, (e.g. laptop, Wi-Fi, virtual platform,
reworks, confusion, needing to letter to travel to office) cloud resources)
misalignment) juggle work and
home
responsibilities Work policies not in place Not all employees are familiar
Limited team visibility, (e.g. space to support WFH with digital and technology tools
interaction and sharing, home arrangements (e.g. OSHE, (e.g. insufficient time to on-board
engagement (out-of- schooling for social media, BYOD) employees for WFH)
sight, out-of-mind) children)
Higher need to actively Home set-up may not be a

manage employee conducive work environment
wellbeing (e.g. personal *SFH: Study from home (e.g. desk, chair, lighting,
stress and concerns) ventilation)
Potential scenarios to inform immediate, short-term and long-term workforce
management and planning
React and Resolve Return and Reorganize Reimagine and Reinvent Reform for HR 4.0
Initiate Crisis-mode Setting the Foundation Designing the Future Building Sustainability for Future
Scenario
MCO Implemented MCO Extended / Lifted Going into a New Future Way of Work
Normal
Immediate Short-Term Mid-Term Long-Term
Immediate and reactive crisis- Structured planning for the Forward planning to rethink Anticipatory planning by
planning for Covid-19 pandemic reorganization of teams to workforce strategy aimed at having flexible business and
Priority
situation with implementation of manage workforce returning having a workforce workforce model, supported by
MCO on-site, while maintaining configuration that is an optimal work-tech integration that allows
productivity, performance and combination of FTEs and for swift reaction to specific crisis
engagement levels of workforce automation and risk events
▪ Set-up of command & control ▪ Segmentation of workforce ▪ Accelerate digital transformation ▪ Work structured around skills and
center and WFH initiated for according to priorities (critical, to support optimization of work capabilities of an organisation to
employees, with quick core, enablers and non-core) to through reinventing of jobs and support agile way of working
measures taken to provide inform different measures that automation (e.g. automation of ▪ Contingent workforce made up of
Action Considered
digital and technology tools must be taken for each group highly repetitive tasks) outer circle providing ability to
▪ Provide guidelines and checklist (e.g. performance, rewards, ▪ Reinventing work and rewards to scale up or scale down
to facilitate transition to WFH leave management, workforce support workforce model that is ▪ Enhance the employee
return) able to work from anywhere experience & excellence, D&I and
▪ New rules of engagement: ▪ Look at overall health, safety and building a personalized lifelong
Implementation of guidelines, wellbeing programme for learning culture
policies and briefing to facilitate employees – different coverage ▪ Manage integration of work-tech
the returning workforce, with and policies applied integration (virtual work enablers)
certain workforce segments
continuing to WFH
React and Resolve: Guide and action items to focus on
React and Resolve Move to remote work Overcommunicate

Initiate Crisis-mode ▪ Implement work from home arrangement ▪ Ensure on-going communication to all
Scenario
and provide necessary digital and technology stakeholders on preventive measures (e.g.
MCO Implemented tools & enablers (e.g. laptop pool, BYOD, BODs, leadership team, managers,
Immediate video conference facilities, file sharing etc.) employees, customers, vendors etc.)
▪ Establish guidelines for tracking and ▪ Provide FAQs for employees to refer to that
Immediate and reactive crisis- monitoring employees’ performance and is updated on regular basis (e.g. do’s and
planning for Covid-19 pandemic productivity (e.g. templates for managers /
Priority
don'ts, emergency response protocols, health

situation with implementation of individuals) & safety awareness, WFH tips)
MCO
Revise critical SOPs ▪ Establish an ‘open line’ for employees to
reach out on any concerns they may have
▪ Review and revise SOPs that are (e.g. weekly chat session with leadership
▪ Set-up of command & control important and impacted (e.g. WFH policy, team)
center and WFH initiated for leave management, sick leave, health &
Action Considered
employees, with quick safety SOPs, performance management,

temporary pay and benefits) Protect physical health
measures taken to provide
digital and technology tools ▪ Eliminate ‘hierarchical layers of ▪ Identify high-risk population (on-site and
▪ Provide guidelines and checklist approval’ to focus on critical approvals older employees) and implement health,
to facilitate transition to WFH only safety and well-being protocols. Exclude
workers or visitors at high risk (e.g.
Shift benefits / assistance allowances workplace cleaning, temp. checks)
▪ Shift portion of benefits / allowances to ▪ Distribute and provide health, safety and
cover critical items that are work and crisis well-being guidelines that covers home
related (e.g. laptop, Wi-Fi, headsets etc.) situations
▪ Review claims management to support ▪ Provide access for ‘telemedicine’ and ease
employees making own purchases to have restriction for sick management (e.g. MCs
work capabilities at home required)
Return and Reorganize: Guide and action items to focus on
Return and Reorganize

Setting the Foundation
Plan for return to work Review implications to HR programmes
▪ Segment workforce to determine priority ▪ Rethink the way performance, employee
Scenario
MCO Extended / Lifted groups to return to work – what roles are experience and total rewards are managed
truly pivotal? ▪ Go beyond respect (dignity at work) to
Short-Term
▪ Reset and reorganize the workforce finding meaning and purpose in work (dignity
under new assumptions, protocols, focus in work)
Structured planning for the area and pace to help bring people back to ▪ Protect key elements of Total Rewards
reorganization of teams to
Priority
work (e.g. moving part of variable and/or senior

manage workforce returning ▪ Invest in the infrastructure required for the compensation to cover base salaries and
on-site, while maintaining “new normal” with a focus on healthy, safety benefits)
productivity, performance and and wellbeing (e.g. separate lunch time /
engagement levels of workforce ▪ Develop retention programs or special
site, providing masks etc.) pay premiums for select workers (e.g.
▪ Segmentation of workforce ▪ Leaders to establish and lead the way in frontline)
according to priorities (critical, new ‘rules of engagement’ (e.g. work
Action Considered
core, enablers and non-core) to protocols, maintaining safety distance, close Provide financial security
inform different measures that contact etc.) ▪ Focus on the financial wellbeing of your
must be taken for each group ▪ Seize opportunity to redeploy talent to most vulnerable employees (e.g. employees
(e.g. performance, rewards, leave support business priorities (e.g. parts of below min. wage, OT reliance, combined
management, workforce return) business with higher impact) household income)
▪ New rules of engagement:
▪ Support employee access to available
Implementation of guidelines, Train & empower leaders
government programs
policies and briefing to facilitate ▪ Empower leaders, managers and
the returning workforce, with supervisors to manage their team for areas
certain workforce segments within their control Protect emotional health
continuing to WFH
▪ Provide supervisor training on preventing ▪ Review benefits programs to extend and
spread of Covid-19, exclusion of workers cover emotional health
with symptoms, avoiding stigma, managing ▪ Provide access to telemedicine for
out-of-sight out-of-mind biasness, showing employees to reach out for support, including
empathy etc. family wellbeing support
Framework towards supporting WFH to maintain productivity and performance
Approach to managing a dispersed workforce in an uncertain and complex environment
1 | Work Process 2 | Structuring Teams 3 | Leadership & People 4 | Technology & Enablers
What is the team structure What is the role of leaders to What technology infrastructure and
What is the nature of work and
required to support delivery of achieve business outcomes and platform is needed to support a
expected outcomes?
work process? manage employee well-being? flexible and remote work
arrangement?
1. Nature of Work and Tasks 1. Organization of Teams 1. Communication & Engagement
▪ Review the nature of work, ▪ Determine the segmentation of ▪ Communicate proactively about 1. Technology Infrastructure &
tasks and expected outcomes teams delivering on work all aspects of the business and Tools
(i.e. BAU, project basis, outcomes, including efforts undertaken ▪ Equip teams with necessary
operational, deliverables etc.) categorizing by static vs. agile ▪ Balance between projecting technology and tools for
teams (Leadership Team, Bus. confidence and painting a ‘true’ remote work and collaboration
2. Measures and Targets Enablers, Operations, Support picture (e.g. home setup, remote
▪ Determine appropriate type of Functions, COVID-Response ▪ Find ways to motivate and access, team discussion
measures and targets (e.g. Team, Org. Projects, engage employees, reinforcing facilities, file share)
mix of KPIs and OKR) and Employee Levels etc.) purpose and values ▪ Implement strong and
frequency (i.e. daily / weekly) practical security standards
2. Clarity of Roles and 2. Decision-Making
3. Level of ‘Work Cadence’ and practices
Responsibility ▪ Establish clear decision and
▪ Establish the ‘work cadence’ ▪ Ensure each team is clear of 2. Reporting & Dashboard
escalation paths
required to set the pace and respective roles and ▪ Set-up targeted reporting &
put in place sequence of team 3. Empowerment & Enabled Teams
responsibility, the priorities and dashboard covering key areas
events with clear agenda (i.e. ▪ Provide empowerment and
deliverables, milestones and that should be monitored and
check-ins, briefings, progress discretionary authority to teams
reporting mechanisms tracked
updates) to make decisions for specific
3. Degree of Interdependencies priorities / deliverables 3. Data Security & Management
▪ Review the degree of ▪ Establish clear data
interdependencies and the key governance protocol to
touch points (i.e. Interaction vs. ensure no data leak or breach
Collaboration)
Poll #6 – Which of the following would be the greatest positive
impact on businesses other than digitalization? You can select
more than one answer
❑ Better cost management awareness
❑ More conscious about business critical functions
❑ Better communication, trust levels, and teamwork across all employee

levels
❑ A more future-proof business continuity plan
Making workforce transformation a reality
Business Strategy and Value Drivers
Current-State Reinventing jobs for Strategic workforce panning

Solutions
Analysis of capability the future (Baseline and Scenario)
Improved Business
Identify jobs for redesign
Business Demand Performance
Organizational
Alignment Planning
Gap/Surplus
Work
Deconstruct jobs into tasks
Strategy
Linking Business
and Workforce Internal Supply
Re-evaluate tasks
Talent Availability
Performance Planning
Action
Outcomes
prioritization
Optimise Work and
Reconstruct Jobs
Workforce External Supply
Capabilities Identify Talent Planning
Impact and ROI
Requirement
Ongoing Monitoring of RoI + Technology + Change Management and Communication
Assessing Talent risk
Business Impact Talent Pipeline Talent Inelasticity

Immediate Long-Term
Business Future Talent Internal External Location Work/ Output Time to Full
Business Business
Volatility Need Pipeline Pipeline Dependence Adjacency Productivity
Impact Impact
Without the Without the Depending on Based on our Without an Without the These roles These roles How long does
right people in right people in what happens current existing labor right people are needed in require it take to
these roles, these roles, in the expectations, pool in the available in the a specific significant and become fully
business longer-term business, what is our organization, market, hiring location, and frequent proficient in
targets will be strategic external future need for there won’t be and/or there are few interaction with this role? As a
missed—goes priorities will market or with talent in this sufficient contracting opportunities to other roles for rule of thumb,
beyond those not be regulators, our role? As a rule movement to options will be leverage cross- work to be H = more than
who are core to achieved— need for the of thumb, H = fill these roles limited (e.g., geography completed— 1 year, M = 6
how we get goes beyond number of more than a internally— risk is higher if talent (H = e.g., higher months to 1
work done to those who are people in this 10% or 10 e.g., risk is it takes a lot must be in a score is based year, L = less
those roles core to how we role and/or its person ease higher if we longer to find set location on the than 6 months
with greater get work done key over current don’t have an people to fill where work is frequency,
impact on to those roles competencies needs existing labor these roles) done onsite, M duration and
current with greater changes (H = (whichever is pool in key (H,M,L) = must be in a consequence
business impact on 3- significantly, M larger), M = feeder roles, or broader area of interaction
results (H,M,L) year business = moderately, more than what if we have around a with other roles
goals (H,M,L) L = not at all to we have today significant location but not (H,M,L)
slightly) and L = what turnover and site dependent,
we have today retirement risk L = can be
or fewer in these roles located
(H,M,L) anywhere)
Wrap-up：Employers are minimizing business impact and optimising costs
1 Reviewing of business priorities
• With the evolving situation, business priorities will be reviewed. Resources will be re-
allocated according to the changing business objectives.
• Some employers are saving part of their salary budgets to incentivise key talent that may
positively impact their business during an uncertain environment.
2 Implementation of dynamic workforces
• Workforces will be optimised from a dynamic business environment and cost optimisation
perspective.
• Companies are considering automation, free agents and contingent workers to accomplish
work, and linking workforce performance outcomes with their evolving business needs.
3 Acceleration of digital transformation
• Due to the recent changes in working arrangements and restriction of non-essential travel,
digital transformation will be accelerated.
• Most organisations will embed digital functions into their business and chief digital officers
will open up the pathway to successful digital transformation.
Contact Details
Industry Lead
Michael Ng
Associate Director ▪ Energy & Natural Resources
Michael.Ng@willistowerswatson.com
Aaron Yap ▪ Financial Services – Banking

Senior Consultant, ▪ Shared Service Outsourcing
Aaron.Yap@willistowerswatson.com ▪ Executive Compensation
Aiman Rosman ▪ Financial Services – Asset Management,

Senior Analyst, Insurance
Aiman.Rosman@willistowerswatson.com ▪ General Industry – Brunei
THANK YOU!
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you. It was not prepared for use by any other party and may not address their needs,
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party other than as agreed with you in writing. We do not assume any responsibility, or
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This material/advice/opinion has been prepared for general purposes only and does not
purport to be and is not a substitute for specific professional advice. While the matters
identified are believed to be generally correct, before any specific action is taken,
specific advice on the circumstances in question should be obtained.

2020 Brunei Compensation Survey Launch

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2020 Compensation Survey Launch

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4 APAC COVID-19 HR Actions Update

❑ Structure your day like you would in the office

❑ Keep work time and personal time separate

❑ Dress up like you are at work

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