www.tafep.sg

Produced by:

About the Tripartite Alliance for Fair and Progressive Employment Practices (TAFEP)

Tripartite Alliance for Fair and Progressive Employment Practices (TAFEP) promotes the adoption of fair, responsible and progressive employment practices among employers, employees and the general public. Leveraging its unique tripartite identity, TAFEP works in partnership with employer organisations, unions and the government to create awareness and facilitate the adoption of fair, responsible and progressive employment practices. TAFEP provides tools and resources, including training workshops, advisory services, and educational materials, to help organisations implement these employment practices.

For more information on fair, responsible and progressive employment practices, please refer to www.tafep.sg. Alternatively, employers may contact TAFEP at 6838 0969.

Printed in March 2015.

All rights reserved. No part of this book may be reproduced in any form or by any electronic or mechanical means, including information storage and retrieval systems without permission in writing from the publisher.

FOREWORD

Employees who have greater Work-Life harmony are more engaged and productive as they can contribute to their organisations. Progressive employers should understand the value of Work-Life strategies in bringing out the best in their employees.

At the national level, effective Work-Life strategies have benefitted many Singaporeans by enabling them to re-enter or remain in the workforce. These progressive workplace practices have allowed a wider pool of our citizens to contribute economically to Singapore, and at the same time fulfilling their caregiving and family responsibilities.

As Singapore celebrates 50 years of independence and progress this year, we also celebrate organisations’ success in adopting Work-Life strategies, especially Flexible Work Arrangements (FWAs). The proportion of establishments which have provided at least one form of formal FWA increased from 38% in 2011 to 47% in 2014. It is encouraging that more organisations have taken steps towards implementing FWAs. I applaud employers’ efforts in empowering employees to find the work arrangement that suits their personal needs.

All these would not have been possible without employers, HR practitioners, supervisors and employees having joined us on our Work-Life journey. Your efforts have made a real difference toward helping Singaporeans manage their Work-Life needs.

For organisations that are new to Work-Life strategies, this publication will provide an insight into how 50 organisations in Singapore achieved positive outcomes for their businesses and employees by adopting Work-Life strategies. I hope you will be inspired by some of the practices mentioned in this book and take action to adopt some of them in your organisations.

Hawazi DaipiChairman,Tripartite Committee on Work-Life Strategy

Senior Parliamentary Secretary,Ministry of Manpower & Ministry of Education

Claire ChiangChairperson,Employer Alliance

Senior Vice President, Banyan Tree Holdings

I applaud the forward-looking employers and business leaders who have shaped the workplaces of today and who have paved the way for the future, in which flexibility and Work-Life strategies are the norm and many employees have control and choice over how they manage their careers, families and personal aspirations. It is your conviction, commitment and influence that have made the difference to your businesses, your employees and our nation.

INSIDE

Introduction 8

WORK PLAY

Acknowledgements 65

LIVE 36 56

64Conclusion

Progressive employers today understand the importance of keeping their workforce engaged through an effective Work-Life strategy.

Whether it’s flexible hours or telecommuting, the initiatives put in place by employers give their staff more options to manage their work and life commitments. On their part, employees who take personal responsibility to fulfil their work commitments are able to build a mutually beneficial relationship with their employers, based on trust and reciprocity.

This book celebrates 50 companies that champion creative Work-Life solutions to benefit employees, and also to improve business results. From simple gestures of goodwill to global programmes ingrained in an organisation’s culture, a little consideration goes a long way in creating

Appreciative employees are not only more productive, but far more loyal, willing to go the extra mile, and likelier to boost morale among their colleagues… as well as the company’s bottom line.

INTRODUCTION

a work-happy environment.

WORKHAPPY

A little support goes a long way in improving both the workplace and the bottom line. Here are

some companies that demonstrate different aspects of their Work-Life strategies, enabling employees

to work more effectively and contribute to better business performance.

I am quite conscious of what I eat but I do eat ‘unhealthy’ food occasionally. Attending cooking classes at work allows me to learn how to cook tasty and healthy food for my family.

With the recipes I’ve learnt, I can now enjoy ‘unhealthy’ food that is prepared in a healthy way and tastes just as good.”

‘‘TAN SOO THIANSENIOR NURSE MANAGER

Alexandra Health System

As a public healthcare institution, Alexandra Health System encourages healthier living in the community through activities and education. It manages the 591-bed Khoo Teck Puat hospital, and will build and oversee upcoming healthcare institutions in the north.

Planning a Work-Life strategy at a busy, 24/7 hospital is an achievement in itself. Staff can keep fit together, creating a shared sense of well-being. Activities are also scheduled for colleagues to enjoy together, improving morale and fostering teamwork.

To ensure that all employees are engaged by Work-Life programmes, Alexandra Health System uses many communication channels, including intranet, email, posters and forum briefings. For ease, event and interest group registration is done online. Employees without computers can access terminals in the staff library to register.

Promoting health, supporting employees

How does a calendar of more than 300 Work-Life events a year benefit Alexandra Health System? In two years, its organisation-wide Fitness Challenge has seen a fourfold increase in staff achieving a perfect score. Together with other initiatives, this has a very healthy effect on staff retention, with resignation rates dropping by almost half since March 2011 to just 12.8%.

Healthy cooking workshops are conducted by staff for the benefit of their fellow colleagues.

In 2014, Alexandra Health System’s staff set a record for the longest Zumba session in the Singapore Book of Records.

Alexandra Health System’s ‘Healthy, Tasty, Easy Cookbook’ features recipes by its chefs and dietitians, and is free for all staff.

1312

Jacqueline GweeFounder & Director

‘‘Professional and personal development contributes to individual productivity, which is critical to achieving effective Work-Life harmony.”

aAdvantage’s Company Director (middle) giving advice to junior executives at work.

Guided by its founder, this progressive company sees Work-Life integration as a collaborative effort. While management identifies competency gaps and implements skills-based training, employees are encouraged to take ownership of their personal Work-Life strategy and work with their bosses to find solutions.

A comprehensive HR framework helps aAdvantage Consulting to manage flexible work options and ensure continual engagement with employees. In a culture of trust and empowerment, productivity has grown significantly.

aAdvantage’s employee engagement and satisfaction levels are far higher than the Singapore Workforce Employee Engagement Study in 2014 – many questions were rated greater than 5 out of a possible 6.

Finding solutions, boosting productivity

aAdvantage Consulting Group Pte Ltd

To manage Work-Life harmony during peak periods, AWWA provides a contingent work force that is dedicated to supporting specific programmes. Relief staff are contracted to ease the workload for regular staff. This initiative allows teachers from the AWWA School or Early Years Centre to have peace of mind when they need to take personal time-off on short notice.

Along with flexible working practices and a focus on employee health and well-being, AWWA’s Work-Life strategy has made a real difference to people’s lives. In a climate survey conducted in 2013, 97.5% of employees expressed positive sentiments about AWWA as a workplace. In 2013, AWWA’s turnover rate was only 10.28%, low compared to the year’s average of 31.2% in the social service sector.

Asian Women’s Welfare

Association

Supporting staff, supporting others

ENCE Marketing Group Pte Ltd

The social media manager, managing a work-from-home team of content developers, primarily works from home.

AWWA emphasises family-friendly practices to ensure that staff have sufficient time for their own families.

As a marketing consultancy, ENCE Marketing knows all about the power of branding. To stay true to ENCE’s identity as a ‘Work-Life friendly’ company, the Managing Director actively recruited employees who desire a flexible work arrangement. This led ENCE to find many well-qualified candidates who were also independent, responsible and dedicated – personal qualities needed to make flexi-work a success.

Adding value to work and life

With a strong reciprocal relationship between employer and employee, and clearly defined key performance indicators for employees, ENCE Marketing has been able to make its Work-Life strategy an unqualified success.

1514

We view strong employee engagement as a key growth accelerator. Our Work-Life programmes help us retain our best talent and establish Avanade as an employer of choice.”

‘‘KEVIN WOSENIOR VICE-PRESIDENT &GENERAL MANAGER ASEAN

Avanade Asia Pte Ltd

To succeed, even the best Work-Life ideas must be championed. As such, the importance of the role played by strong business leaders in effecting change cannot be overstated.

Mr Kevin Wo, the Senior Vice-President and General Manager ASEAN at Avanade, adopted a hands-on approach to transform the company’s Singapore business. Upon joining in 2010, he and his senior leadership team personally activated the Orange Life programme, comprising three broad Work-Life categories: flexible work arrangements, recognition and support.

Regularly seeking employee input on policies remains a priority for Mr Wo and his leadership team. Their annual Workplace Initiative Program Survey generates ideas for improving programmes and initiatives. A Global Pulse Survey also measures and tracks staff engagement. Local working groups, driven by senior leaders, translate these survey findings into actionable insights.

Top-down support, coupled with a bottom-up approach, has yielded impressive results. In Singapore, the attrition rate decreased 64% from FY 2010-2014, while employee engagement rose 73%. Positive word-of-mouth resulted in a 71% rise in employee referrals from FY 2011-2014. Avanade’s positive work environment has contributed to its business growth, with an 11-fold increase in operating profits from FY 2012-2013.

Driving change, at every level

Townhall sessions are held quarterly to facilitate employee engagement.

To drive the company’s Work-Life strategy, Mr Wo personally gathers feedback from employees.

1716

The Ministry of Manpower (MOM) plays a prominent role in promoting Work-Life harmony and good employment practices in Singapore.

Setting an exemplary example to both public and private sectors, the ministry has a Work-Life Harmony Framework that takes care of employees’ holistic needs. The framework consists of three pillars – Work Policies, Staff Welfare and Staff Well-Being –

that include flexible work options, career development, recreational and sports activities, health and wellness programmes, and more.

By treating employees as assets to the organisation, MOM benefits from a Great Workforce and Great Workplace. Besides being the first ministry to receive the Singapore Quality Award, MOM also ranks among the top performers in the Civil Service in terms of having great Work-Life and organisational support for Work-Life balance.

Ministry of Manpower

Empowering employees, strengthening performance

Ministry of Social and Family

Development

Managers learning how to implement Work-Life strategies at a training session.

The annual Appreciation Day is just one of many Work-Life initiatives put in place to appreciate and motivate the staff.

The Ministry of Social and Family Development (MSF) adopts both a top-down and bottom-up approach in implementing Work-Life strategies. Senior management leaders take on official roles, such as Work-Life Advocate and Work-Life Ambassador, to effectively drive Work-Life strategy throughout the organisation. Employees from all levels in MSF are also consulted regularly for their feedback and suggestions.

Enhancing capabilities in Work-Life implementation

Recognising the important role middle management plays in facilitating Work-Life outcomes, the ministry includes Work-Life training as part of managers’ professional development. By equipping managers with knowledge and skills to implement Work-Life strategies effectively, MSF benefits from a positive work environment built on trust, with every employee playing a meaningful role as part of a larger family at work.

A senior teacher introducing her new colleague to class scheduling duty.

Staff at Ahmad Ibrahim Primary School (AIPS) learn the 3Cs: Care, Connect and Cherish, which underpin the ‘One AIPS Family’ culture. New teachers are assigned an induction buddy who is familiar with their role, as well as a Work-Life champion who can cover their duties to manage workload. This positive experience stays with teachers and sustains the school’s culture.

In a supportive environment that instils a sense of belonging, AIPS staff go the extra mile for students. As a result, the school’s teaching staff engagement levels and Quality of School Experience (QSE) scores amongst students have been consistently higher than the national average.

Engaging teachers, improving results

Ahmad Ibrahim Primary School

J uliana Bte ManisTeacher

Chairman of Staff Well-Being Committee

‘‘We are able to harmonise work and personal commitments at AIPS through an environment that encourages a holistic approach to life.”

18 19

The Public Service Division (PSD) plays the broader role of championing the Work-Life agenda and promoting Flexible Work Arrangements (FWAs) across the public sector.

Within the organisation, PSD’s senior management team drives Work-Life harmony by putting internal structures and policies in place to facilitate flexible work. This includes building infrastructure that enables telecommuting and flexible hours, creating awareness of

Work-Life issues, communicating clear organisational guidelines for FWAs, and obtaining staff feedback. PSD’s Work-Life framework enables employees to be more effective and motivated at work.

According to the latest Public Service Work-Life Harmony Survey, 75% of officers felt PSD is supportive of their FWAs, and 74% of supervisors felt telecommuting enhances their staff’s productivity.

A global leader in video and voice conferencing technology solutions, Polycom has harnessed its IT expertise effectively to create a flexible work environment. With the Singapore office serving as the Asia Pacific Headquarters, employees are required to work across different time zones on a regular basis. To help them work from any location, at any hour, Polycom provides employees with video collaboration solutions so they can tailor their individual Work-Life schedule.

A key factor in the success of Polycom’s Work-Life strategy is its objective performance appraisal system that measures deliverables and results, which motivates employees to focus on work outcomes. The company has also fostered a positive culture of trust.

Polycom’s flexible work arrangements have enabled it to attract and retain high-performing employees, who further drive the company’s growth.

Polycom Asia Pacific

Pte Ltd

Using Polycom’s technology, employees can work flexibly and efficiently from any location.

Connecting a mobile workforce to success

Public Service Division, Prime Minister’s Office

The PSD team discussing the annual Public Service Work-Life Harmony Survey results across public agencies to understand the state of adoption of Work-Life initiatives.

Spearheading Work-Life harmony with effective policies The Human Capital Development Department (HCDD) takes the lead in driving Work-Life harmony at BCA.

Work-Life Harmony is a core organisational value at BCA, whose mantra is “We Care, We Dare, We Can”. A bottom-up communication process gathers employee views before any policy is implemented. BCA also has a taskforce, led by their Human Capital Development Department (HCDD), comprising representatives from all clusters, including the union, to benchmark and further improve practices.

BCA has earned numerous awards for its Work-Life approach, which includes staggered work hours and a Family Care Leave policy. Its overall staff turnover rate has gradually decreased over the years, from a turnover of 8.8% in FY2010 to just 5.9% in FY2013 – lower than the average across all Statutory Boards.

Building on strong foundationsBuilding and Construction Authority

Susan NgSenior Assistant Executive

Procurement Policies Department‘‘I’m able to support my child by fetching my grandchild from the childcare centre. This has enhanced our family life.”

20 21

The introduction of a five-day work week has given me more time to be with my family, especially my four-year-old daughter.

By allowing my wife and I to work in the same retail outlet, we have the flexibility to spend more time with our kid, without compromising our service standards to customers.”

‘‘RICKY SOORETAIL MANAGER

Home-Fix D.I.Y. Pte Ltd

A strong Work-Life philosophy gives Home-Fix D.I.Y. staff ‘a reason to smile’, essential in a customer-facing business. Management appreciates the value of its full-time staff through little, meaningful gestures and key policies, such as a five-day work-week, still rare in retail. So how does the company look after the part-time staff that make these initiatives possible?

Programmes have been developed to help part-timers feel a sense of belonging. These include eligibility for merit allowances, as well as individual and store-level sales incentive schemes. Management also recognises effort and performance through its

One big successful family‘Part-Timer’ and ‘Gold Collar’ awards. A key benefit of these schemes is that part-timers often convert to full-time staff – ideal in such a competitive hiring market.

Home-Fix D.I.Y. believes that its staff are the essence of its success – and recent sales support this theory. Engaged staff are more motivated to serve customers, which has helped increase the average customer spend in a single receipt by over 16% in the last two years. In November 2014, 60% of staff enjoyed various types of flexible work arrangements, while 12 part-timers have received five-year Long Service Awards.

The company organises creative training sessions to improve staff’s product knowledge and build teamwork among participants.

2322

Helen LimFounding Partner & Chief Executive Officer‘‘When staff know that their needs are fairly considered,

they will strive to support and back each other up.”

Recognising the value of mature workers has proven to be a winning strategy for Chatters Café. Established in 2009 to give mature workers the opportunity to be financially independent whilst interacting socially, the adoption of flexible work arrangements has brought many seniors back into the workforce. Staff are given the autonomy to choose rotating shifts. Arrangements can also be made to accommodate their other roles, such as caregiving. In addition to a strong work ethic and willingness to share their experience, older workers are known to take fewer days of sick leave. Through its sound Work-Life strategy, Chatters Café has brought greater fulfilment to its 100% mature workforce, which translates to a more heart-warming experience for customers too.

Chatters Café

Serving up success

Chatters staff taking a break, with their management’s blessing, during the off-peak period.

Persons with disabilities and mature employees performing administrative duties at Bizlink’s Data Management Centre.

At Bizlink Centre, identifying the diverse needs of employees is key to its successful Work-Life strategy. Consultant hot-desking is just one example of how the company helps older employees to gradually phase out during their transition to full retirement.

For staff with disabilities, management tailors flexible solutions to accommodate the specific physical, mental and emotional health needs of each individual, enabling them to perform at their best. Based on revenue generated, length of service and employee integration and contentment, Bizlink Centre’s approach is a success – in the workplace and the wider community.

Catering to individual needsBizlink Centre Singapore Ltd

Lim Puay TiakManager

‘‘I feel empowered to continue my productivity at work and at the same time be able to attend to my family and other interests in life.”

24 25

My daughter is sitting for her PSLE examinations this year. Being on a flexible work arrangement, I’m able to reach home earlier and have more time to coach her in her exam preparation. Without this, I won’t be able to achieve Work-Life harmony.”

‘‘MAXINE SOHLEGAL SECRETARY

Rajah & Tann Singapore LLP

Keeping mothers in the profession has often been a challenge for the legal industry. How does a law firm provide career opportunities for mothers so that they can also fulfil their duties as a wife and mother? Through a progressive approach, Rajah & Tann introduced part-time work and reduced work hours, concepts that are still uncommon in the industry.

As the first law firm in Singapore to win a Work-Life Award, as well as receive the ‘Asian Legal Business-Employer of Choice Award’ for three consecutive years, Rajah & Tann has always championed family values. It believes that employees are happiest and most productive when family obligations are being fulfilled, allowing them to focus on their work. By being open to employing flexible working arrangements the firm has been successful in providing good career opportunities for women and attract mothers to return to the workforce.

Innovative HR initiatives also include quarter-day leave that enable parents to accommodate school commitments or health appointments for their elderly relatives. The firm also has an in-house ombudsman (aka “The Bud”) who provides a confidential channel for honest feedback to management.

The verdict? Average turnover is now just 1.62%, absenteeism is lower than the national average by almost a day, and more than half of the firm’s employees have stayed for five years or more.

Successfully breaking with tradition

Posters of employees’ personal Work-Life stories are displayed in the firm.

The firm serves complimentary breakfast to ensure that their staff get off to a great start each day.

2726

It’s the company policies and culture that give employees Work-Life harmony. As a full time work-from-home employee, I can complete my work, and at the same time watch my two wonderful kids grow up.”

Bryan Niccolo AdriaticoHR Compensation Manager

‘‘At Cisco’s fully connected workplace, employees can strategise at any location in the office.

Cisco has driven workplace transformation by developing its own technology. Flexible work arrangements are a key component of Cisco’s global culture, with a 100% mobile workforce in Singapore equipped to work from anywhere, anytime. In their physical workspace, sections of the office can be easily re-purposed depending on staff needs.

Cisco eschews the ‘longer hours culture’ in favour of an effective performance management system, which values and rewards staff for their performance, efficiency and effectiveness.

These measures have proven to be effective retention strategies. They enable Cisco to attract top employees and help them realise their potential, especially IT-savvy millennials looking for innovative ways to achieve their personal and career ambitions. The company received the HRM award for Best Use of Technology in 2013.

100% innovation, complete freedom

Cisco Systems Singapore

The Singapore Workforce Development Agency (WDA) adopts a comprehensive framework to ensure the physical and mental well-being of its staff. Its Work-Life strategy is built on three key pillars: gaining satisfaction in the workplace; spending quality time with loved ones; and maintaining good health.

Based on this strategy, the organisation has rolled out many initiatives focused on creating a supportive and friendly work environment, such as ‘Quarterly Eat With Your Family Day’, telecommuting and staggered working hours. With a comprehensive Work-Life strategy, WDA has been able to better attract, retain and engage staff.

Singapore Workforce

Development Agency

WDA staff learning about better Work-Life integration during one of their Learn Over Lunch (LOL) sessions.

Developing people, facilitating success

State Courts

The State Courts emphasise the importance of staff cohesion and organise an annual Cohesion Day for all employees.

At the State Courts, developing and maximising human capital is a key strategy. Their mission to serve society with efficiency and expediency is supported by Work-Life programmes that balance employee needs with operational requirements.

To this end, a job-sharing scheme enables two officers with part-time working arrangements to ‘share’ one full-time position.

Sharing the weight of justice

All employees are also invited to the annual Cohesion Day, held on a weekday to underpin management’s recognition that weekends are precious.

By constantly refining their Work-Life plan, the State Courts aim to cultivate a motivated workforce that serves the public well.

28 29

Ng EngPacker‘‘Starting work an hour later enables me to avoid the

traffic jams. I live further but I am still punctual.”

To manage their work and personal commitments, employees have the option of working from home.

Focus on the Family began its Work-Life strategy early, with just six staff. A voluntary welfare organisation, it has successfully used Work-Life strategies to differentiate itself in the employment marketplace. Focus has also adopted a measurable performance-based appraisal system based on achievement, not just ‘presenteeism’.

Grooming middle managers to be future Work-Life advocates is also a priority. A Work-Life team comprising personnel from various life stages, each representing particular workforce needs, was set up to ensure seamless toggling between work and life.

These initiatives have clearly paid off. In a recent Employee Engagement Survey, more than 91% either strongly agreed or agreed that they were ‘satisfied with Focus as a place of work’. The charity has received national recognition of Work-Life Excellence too, having won the Work-Life Sustained Excellence Award in 2014.

One big happy familyFocus on the Family Singapore Ltd

‘‘When we don’t draw lines between performance at work and at home, our staff have the liberty and take initiative to perform well at both.”

Joanna Koh-HoeChief Executive Officer

Kleen-Pak reviews its Work-Life programmes’ efficacy through regular discussions with its supervisors and workers.

As a growing company, Kleen-Pak first introduced flexible work arrangements as a strategic response to its operational and staff welfare needs. The flexi-work options proved to be hugely popular among staff, as they could manage their professional and personal responsibilities more effectively.

The success of the scheme encouraged Kleen-Pak to create a fully flexible workplace that is also more conducive for workers. Part-time work is offered to attract and retain mature staff. Through Kleen-Pak’s job redesign efforts, key positions suitable for task-sharing were identified so staff can cover each other’s duties when their colleague is on annual or medical leave. This helps to reduce staff’s work stress, which contributes to greater Work-Life harmony. The result is a flexible and positive work culture that enables Kleen-Pak to attract and retain talent.

Refreshing the workplace with greater flexibility

Kleen-Pak Products Pte Ltd

3130

As the Hotel takes great interest in my well-being, I am able to dedicate sufficient time to my two young children while building my career.”

‘‘TRACY CHAISENIOR PÂTISSIER

Sheraton Towers Singapore Hotel

A multiple Work-Life Excellence award winner, Sheraton Towers Singapore maintains a culture of making employees feel valued. Management goes out of its way to understand individual needs on a personal level, often through small things, such as casual chats, that make big differences to people’s lives.

‘Everyone looking after each other’ is the foundation of the hotel’s Work-Life strategy, known as the “Chain of Care”. Crucially, senior management takes personal ownership of staff needs, actively participating in activities alongside them. These include mini-parties in the Staff Cafeteria, which are also open to family members, sports activities and movie screenings.

Sheraton Towers knows that its Work-Life strategy commitment is its competitive edge in attracting and retaining talent. Staff at the hotel are happy to work in such a caring environment, as reflected by a labour turnover figure of just 30.7% in 2013, despite shift work being a requirement in the industry. This is far below the 51.6% industry average. There has also been a sustained decrease in medical leave taken and more than 40% of the workforce holds a Perfect Attendance Award, which demonstrates how engaged and committed it is.

A culture of caring

The Director of Sales and Marketing working alongside an associate for an event to have first-hand knowledge about realities on the ground.

The General Manager having one of his casual catch-up sessions with a hotel employee. 3332

Wu Wai TuckSchool Staff Developer

‘‘Our Work-Life policies and strategies have resulted in building a team of high performing, motivated staff who are able to contribute positively to the school community.”

Innovative measures introduced to improve staff productivity include the usage of biometric technology to take pupils’ daily attendance.

In line with the school motto ‘From Each His Finest Effort’, Yangzheng Primary School (YZPS) goes the extra mile to improve Work-Life harmony for its staff; the school is known for its innovative use of technology to help reduce the administrative workload of teachers.

Biometric stations are set up in the school to take pupils’ attendance, instead of teachers doing so manually in class. Meet-the-Parents sessions are integrated into the school’s e-Learning Day on a weekday so teachers can meet parents in YZPS while pupils stay home to complete their home-based learning module.

In the nationwide School Climate Survey 2013 administered by MOE, YZPS achieved an overall Band A for its Education Officers and Executive and Administrative Staff – a marked improvement from previous years. In 2014, the school achieved a mean PSLE score above national benchmarks, indicating how pupils have benefitted from a more positive learning environment.

Inspiring staff to give their bestYangzheng Primary School

SP Services’ flexible work arrangements have been effective in attracting talents, especially stay-at-home mums.

As one of the first companies to set up home-based work for call centres in Singapore, SP Services has transformed its call centre and back-room operations by leveraging technology and redesigning jobs for greater job flexibility. This enables it to keep pace with a changing business environment and meet evolving workforce needs.

Under this Work-From-Home scheme, employees can choose to work remotely and return to office only once a week or fortnightly. The company benefits from more focused and motivated employees, who provide better service to customers in turn. By minimising the need for office space, lower overhead costs are incurred.

The company’s effective Work-Life strategy complements its business objectives, and overall productivity has increased by up to 20% since the scheme was implemented. SP Services also achieved the highest customer satisfaction rating among benchmarked organisations in 2013, with a score of 85%.

Dialling up service standards with a mobile workforce

SP Services Ltd

Alison TanCustomer Care Officer

‘‘With the implementation of the work-from-home scheme, I am able to have more quality time with my family. It has also helped me to better balance my work and family commitments.”

3534

LIVEHAPPY

There’s more to life than work. Employees with fulfilling lives enjoy a greater

sense of well-being and are more focused and effective in the workplace. The following supportive

organisations make individuals feel valued - resulting in more engaged staff and

exceptional business results.

WANG WEI SHYUANMANAGER CENTRE FOR ENTERPRISE AND COMMUNICATION

Republic Polytechnic

As an educator, Republic Polytechnic (RP) takes pride in its problem-based learning approach that nurtures more confident students. As an employer, it is a proud advocate of effective Work-Life initiatives that give staff greater confidence and flexibility in managing their work responsibilities alongside family commitments. RP is the only educational institution to have been conferred the Work-Life Sustained Excellence Award 2014.

Under RP’s ‘Back to School’ scheme, employees can take half a day off to accompany their children to school on the first day of the academic year. The polytechnic also provides a supportive environment for employees with infants and toddlers, with an

Educating generations, enriching lives

on-campus childcare centre as well as nursing rooms. To facilitate personal bill payments, AXN and SAM machines are also located conveniently within the campus. RP also makes it easier for its employees to keep fit and stay in shape, with its state-of-the art indoor and outdoor sports facilities.

Such Work-Life friendly initiatives have yielded positive results by enabling RP employees to focus on their work which, in turn, leads to a more enriching learning experience for students. In a tight labour market, RP’s Work-Life strategies have also given it a competitive edge in attracting and retaining talent.

As part of its childcare arrangements for employees, there is an on-campus childcare centre available in RP.

Employees can take one half-day off-in-lieu to accompany their young children (childcare up to Primary 6), and help them to settle into their new school year.

RP’s Work-Life Excellence Committee organises various Work-Life activities such as mass exercise sessions, wellness talks and Family Day, which allow me to maintain a healthy lifestyle and at the same time, foster stronger bonds with my family and colleagues.”

‘‘

3938

Ong Tian HuaAnalyst

Technology & Operations‘‘I love how I can make personal choices on how I want

to utilise flexible benefits – be it for myself or my family.”

iFlex@DBS programme allows staff to claim reimbursements for health, lifestyle and family expenses.

As one of Asia’s largest financial services groups, DBS bank knows the value of an engaged workforce. To achieve this, the bank partners staff to promote Work-Life integration through flexible work arrangements, a state-of-the-art workplace and an infrastructure that facilitates mobile working.

Other initiatives include the iFlex@DBS programme, which reimburses employees for expenses related to health, lifestyle and vacations etc. By caring about individual welfare and allowing employees to choose the benefits that best meet their needs, DBS makes staff feel more valued at work, resulting in greater commitment and productivity.

DBS maintains a level of employee engagement that puts it in the top 10% of all companies surveyed by Gallup globally. It was awarded the 2014 Great Workplace Award by Gallup. And at the 2015 HRM Awards, it won recognition as Employer of Choice and for having the Best Work-Life Balance Strategies.

World-class engagement and recognition

DBS Bank Ltd

Mr Leong enjoys interacting with the family members as it allows him to better understand his employees’ needs.

361 Degree Consultancy Pte Ltd relies on flexible work arrangements to attract talent and maximise the productivity of its workforce. Employees can choose to telecommute, work staggered hours or work part-time.

The company’s director enthuses, “When you work from home, your performance is better because there are fewer distractions than at the office, such as handling customer phone calls or administrative tasks. Our staff are assessed based on results and not the amount of time put in at the office.”

The personal well-being of employees is also important to the company, as it believes happier employees work more productively. In the Director’s words, “Everyone who works in the company feels happy.”

Adopting a holistic approach to work and life

361 Degree Consultancy Pte Ltd

Ken LeongFounder & Director

‘‘By offering more flexibility, we are able to attract and retain great talents! Human capital is our strongest competitive advantage.”

Loca

tion

and

prop

s co

urte

sy o

f YES

eye

wea

r at M

arin

a Ba

y Li

nk M

all.

4140

As a global technology company that helps clients optimise their operational performance and profitability, Invensys Singapore, now part of Schneider Electric, knows all about driving business productivity. At the same time, it understands that to grow a company, ‘heartware’ is perhaps as important as the software solutions it provides. This is why Invensys believes in catering to the different needs of their employees, to create a happy work environment that contributes to greater business efficiency.

One of the company’s Work-Life initiatives is the Total Reward Model that allows employees to be reimbursed for a comprehensive list of benefits, including self-enrichment classes, childcare services and more. The company also has a dedicated iCare committee, made up largely of directors and managers, to drive Work-Life strategy. Employee engagement and productivity levels have improved as a result, contributing to better business performance.

Invensys Process Systems (S)

Pte Ltd

Invensys’ comprehensive health and wellness programmes include weekly yoga, running and badminton sessions.

Optimising success at work and in life

IBM Singapore Pte Ltd

At IBM Singapore, Work-Life strategy has been ingrained in the company’s values for over 15 years. From IBM’s Global Work-Life Survey, it harnesses new insights about Work-Life needs and challenges faced by employees.

Learning that today’s employees in Singapore greatly value flexibility in managing their work and family commitments, IBM customises

Flexibility driven by innovation

Work-Life solutions to individual needs. Employees can choose when their day starts and finishes, or opt for a four-day week.

IBM’s Work-Life strategy is personally championed by the Managing Director. Its commitment to making employee welfare the cornerstone of its business is why talent flocks to IBM – one of only four companies to have received the Work-Life Sustained Excellence Award in 2014.

Chua Kuan SeahDeputy Director

Information Division

‘‘DSO actively promotes a healthy Work-Life environment. I have been running marathons, cycling, and dragon boating with fellow colleagues. We serve healthy food in the canteen too!”

Employees enjoy tasty and nutritious meals at the in-house cafeteria.

As Singapore’s national defence R&D organisation, DSO transforms ideas into innovative solutions that give the nation’s defence capability a technological edge. To maximise employees’ potential to innovate, it offers Flexi Working Hours and also a Flexible Sports Hour during which employees can spend an hour to exercise anytime during the work week. The company cafeteria also provides healthy food choices in line with national dietary guidelines.

As a result of these initiatives, the percentage of DSO employees with high blood cholesterol reduced from 61% in 2009 to just 13% in 2013. By leading a healthy lifestyle, employees find they can cope better with stress and work more productively. According to DSO’s annual Staff Satisfaction Survey, employee satisfaction levels have increased from 2010 to 2013, indicating the success of DSO’s Work-Life strategy.

A healthy approach to Work-Life success

DSO National Laboratories

The Managing Director of IBM Singapore, Ms Janet Ang, sharing about the importance of innovation for the business, and how it also helps to meet IBM employees’ Work-Life needs.

42 43

The hotel believes happy employees provide better service to guests.

At Holiday Inn Singapore Orchard City Centre, employees are given plenty of L.O.V.E. (Leave Office, Vanish Early). Each month, they can take an hour off for their personal commitments, or to spend more time with their loved ones.

This family-oriented hotel is shown lots of affection in return, with a highly motivated workforce giving it an engagement score of 93.2% in 2014. Also, the average staff turnover last year was only 1.9%, which is significantly lower than the industry average of 3.1%. With such a committed group of employees, the hotel is able to share the love and offer better quality service to hotel guests.

Sharing the love, spreading the smiles

Holiday Inn Singapore Orchard City Centre

A proud moment for a staff member as she watches her child receive a bursary award from the Managing Director.

Lucky Joint may be one of Singapore’s largest telecommunication network contractors, but it certainly appreciates the power of small gestures to make staff feel valued. To demonstrate empathy for staff working overtime, the Managing Director is known to prepare or buy dinner for them. Site workers also enjoy subsidised meals, and office staff are treated to free lunch occasionally.

The same care is extended to employees’ families – bursary awards are given to employees’ children every year to help support their education, while family members are welcome to participate in company events such as the cross-country run and company cruise. This Work-Life strategy has contributed to higher staff satisfaction levels and greater productivity; from 2013 to 2014, the company enjoyed an 11.5% increase in sales.

Lucky Joint Construction Pte Ltd

Building a happy workforce

Yeow Kian SengManaging Director

‘‘Work-Life Harmony is one of the pillars of success for the organisation as we believe that happiness in work will create a more positive experience for all.”

‘‘Every colleague in our Hotel appreciates the L.O.V.E. hour, usually taken before the end of the day. I personally use it to run errands such as banking and getting groceries. L.O.V.E. is a simple initiative that shows that the Hotel cares about Work-Life harmony.”

James LeeDirector

Human Resources

4544

Wong Keng FyeHead

Human Capital

‘‘When our employees lead a balanced lifestyle, they will feel happy and give their best. Naturally, this will enable the organisation to perform well.”

Maybank’s corporate mission is ‘Humanising Financial Services’. With the belief that happy employees equate with happy customers, the bank makes Human Capital Development a top priority in driving its business success.

To cater to the different needs of its multi-generational workforce, Maybank adopts a holistic Work-Life framework that focuses on the mental, emotional and physical wellness of its employees. Regular lunchtime talks on a wide variety of topics are organised for employees, such as ‘Beating Burnout’ and ‘Raising Financially Savvy Kids’. Social activities like ‘Art-Jamming’ at Arteastiq, movie nights, and festive activities such as visits to Sentosa ‘Spooktacular’ are also organised for singles to make new friends.

As a result of Maybank’s comprehensive Work-Life initiatives, employee engagement and productivity indicators showed significant improvements in the last few years.

Maybank Singapore

Serving the best interests of staff

Maybank employees bonding at a wakeboarding session held during the weekend.

Wak

eboa

rdin

g ge

ar a

nd e

quip

men

t cou

rtes

y of

WAK

E TI

ME

Wak

eboa

rdin

g.

NYP conducts a part-time day-release diploma course to help staff upgrade their academic qualifications.

Nanyang Polytechnic (NYP) is dedicated to educating its students and staff. With an inclusive policy, NYP customises a part-time day-release diploma programme around the commitments of working mothers with young children, and singles with aged parents, offering everyone the opportunity to upgrade their qualifications.

Another popular policy is the granting of study leave for all staff pursuing formal courses with exams, whether they are sponsored by NYP or not.

By supporting an open and all-encompassing culture, with flexi-work arrangements available to all staff regardless of their level or role, NYP has achieved remarkable results. More than 70% of its employees have more than five years of service, and engagement scores for 2012/13 were 85%, significantly higher than benchmark norms.

Inspiring students and staffNanyang Polytechnic

Serene LongHuman Resource

‘‘The day-release diploma programme enabled me to realise my academic pursuits while fulfilling my commitments at home and at work.”

4746

As one of the world’s leading companies dedicated to industrial automation, Rockwell Automation helps its customers achieve greater work productivity. As an industry leader in Work-Life practices, the company benefits from a highly engaged workforce that creates exceptional customer experiences to set Rockwell apart from the competition.

Under the company’s employee engagement programme, staff

Rockwell Automation Singapore,

Asia Pacific Business Centre

Engaging employees, engineering success

ROHEI Corporation

Pte Ltd

ROHEI’s family-friendly culture gives rise to regular family visitors, especially little ones when there are childcare arrangement gaps.

The Advance Affinity group regularly organises diversity and culture learning programmes for employees.

One of the key mantras at ROHEI is putting ‘people over process’. This is achieved with a seamless infrastructure that keeps everyone connected through telecommuting and shared systems. ROHEI’s understanding of issues facing working parents has ensured that many key personnel have returned to work after starting a family.

Putting people first, always

The management adapts its Work-Life strategy for individuals on a case-by-case basis. Such flexibility has boosted productivity and created a happy workforce, which includes husband and wife, sibling and mother and son teams. 100% of the staff are on staggered hours and 10% of annual revenue is invested in staff development to help people grow. As a result of its strong values, ROHEI is a worthy recipient of the Work-Life Excellence Award.

Norashikin Binte Abdul WahabPrincipal Enrolled Nurse

Cardiac Clinics

‘‘Work-Life initiatives, such as Family Care Leave, allow me to focus on a job that I love, without neglecting my loved ones.”

NHCS’ family care leave scheme is especially appreciated by employees with sick or elderly parents.

As a healthcare provider in cardiovascular medicine, National Heart Centre Singapore (NHCS) is highly dependent on a dedicated workforce to provide outstanding care to patients. With the organisation operating around the clock, more than half of its employees work on shifts. Hence NHCS’ Work-Life strategy is particularly important in helping staff manage their work and personal commitments effectively.

Recognising the fact that its patient-facing staff do not have the option of working from home, NHCS allows them to take Family Care Leave to look after their spouse, parents, parents-in-law, and children below the age of 18. This helps reduce the stress faced by staff, and allows them to enjoy more quality time with their family. By keeping staff engaged, NHCS is able to attract and retain a more caring workforce, which contributes to excellent patient service.

Getting to the heart of patient care

National Heart Centre Singapore

are encouraged to form interest groups such as the Rockwell Toastmasters club, Advance–Young Professionals network, Professional Women’s Council and more. By forming or joining such interest groups, staff can develop their interests and improve their professional skills. Rockwell’s Work-Life strategy has certainly proven effective – about 50% of new hires are based on referrals from existing employees, and its staff turnover of 7.6% is significantly lower than the industry average of 12.1%.

48 49

Network Courier provides an in-house tuition service on Saturdays to help staff better focus on work.

During the day, Network Courier wins the trust of customers with its reliable delivery service. On Saturdays, the organisation earns the appreciation of staff by providing an in-house tuition service for their school-going children, so staff can focus on work while fulfilling their parental responsibilities at the same time. This thoughtful gesture, along with other pro-family initiatives, is the brainchild of the company’s Managing Director, Mr VS Kumar, who also serves as its Work-Life Ambassador.

By creating a sense of belonging and togetherness at the workplace, Network Courier benefits from a loyal and committed workforce that contributes to greater productivity and provides better customer service. 35% of its staff have been with the company for more than 10 years, and Network Courier also won the Work-Life Achiever Award in 2012 and 2014.

Winning hearts, delivering results

Network Express Courier Services Pte Ltd

Erni bte WarasSenior Customer Service Supervisor‘‘I’ve been with Network Courier for over 23 years. Not only

does the company look after me, but it genuinely cares for the well-being of my family too.”

OCBC’s Work-Life initiatives include a childcare centre for employees.

OCBC understands there is more to its employees than their careers; outside the office, they have family and friends, personal responsibilities and interests. With the belief that work and personal lives are complementary rather than conflicting priorities, the bank creates a work environment that helps employees succeed professionally and personally.

To better engage employees, OCBC makes it a priority to listen to their feedback and introduces Work-Life programmes relevant to their needs and evolving lifestyles. An in-house childcare centre caters to employees with young children, to help them focus better at work. For employees with children sitting for the PSLE examination, OCBC allows them to carry forward 15 days of leave from the previous year.

The positive impact of such initiatives is evident from OCBC’s improved employee satisfaction ratings, engagement scores and lower turnover rate. The bank was also nominated for the national ‘Best Companies for Mums Award 2014’ by grateful employees, and was ultimately recognised with the accolade.

Growing value, enriching livesOCBC Bank

Evon LeeVice President

Consumer Financial Services Finance

‘‘It gives me peace of mind knowing that my children are in the care of professional caregivers located within the office premises, and it also allows me to concentrate on my work better.”

5150

Josephine ChuaDirector

Human Resources and Quality

‘‘We believe that Work-Life harmony is a core success factor of associate retention. We ensure this through an integrated calendar of activities throughout the year.”

A ‘Count On Me Championship’ programme winner using her prize, which is a stay at a sister property, to spend quality time with her family.

As relatively new entrants to Singapore’s hospitality industry, Ramada and Days Hotels (RDH) made a strategic decision to cultivate a flexible and conducive work environment, to better attract and retain talent in a competitive labour market. Employees at both hotels can choose to work flexible hours and telecommute for non-customer facing work. To show their appreciation for employees’ dedication, senior management voluntarily reduced their annual leave to redistribute it among them.

As a result of RDH’s Work-Life initiatives, a more motivated and engaged workforce helped the hotels raise productivity by 4% year-on-year. The average monthly turnover for associates was 30%-40% lower than industry benchmarks in 2014, enabling the company to save costs on training replacement hires and to reduce overheads.

Making every day countRamada and Days Hotels

Singapore At Zhongshan Park

An employee taking time-off to accompany his daughter to the clinic.

To Providend, Work-Life harmony is a lifestyle, not a policy. Embracing its tagline ‘A Family Serving Families’, Providend has cultivated a caring family environment at work. As specialists in retirement planning, the company places emphasis on ‘Finishing Well’, constantly reminding employees about the need to rest and go home to be with their families.

As an example of the company’s understanding and empathy, employees are given three hours’ time-off for their medical and dental appointments, so that they do not have to apply for leave. This policy covers their family members’ appointments too. Providend’s family-friendly culture and range of Work-Life initiatives, including flexible work arrangements and ‘Eat with Your Family Day’, have enabled the company to attract and retain talent in a tight labour market.

Serving families better with a pro-family workplace

Providend Ltd

Moon SharyFinance Manager

‘‘Providend’s family-friendly culture, which emphasises Work-Life harmony, has helped me to balance the demands of work and family life.”

52 53

MENDAKI believes having happy and engaged employees will naturally lead them to be more productive and responsive at work. Thinking creatively, it allows employees who volunteer at the organisation’s community outreach platforms to take time-off during office hours, so they can attend to their personal commitments.

To offer employees greater convenience, MENDAKI allows them to work from any six satellite offices island-wide. Employee morale has increased by 17.9% over the period of one year, according to a 2013 climate survey, with 94.8% of employees agreeing there was good teamwork in their department.

Experienced employees at Royal Plaza on Scotts readily take the younger ones under their wings to provide training and guidance.

‘What Can We Do For You’ reflects the service culture at Royal Plaza on Scotts. Not only does the hotel create memorable stays for guests, it also goes out of its way to make staff feel valued.

As an early adopter of a five-day work-week, Royal Plaza on Scotts believes that happy staff with good Work-Life harmony will provide better service to guests. Special staff requests are accommodated whenever possible; some mature staff have opted for a permanent afternoon shift to look after their grandchildren in the morning.

The hotel trusts staff to manage their time effectively, and does not require them to clock in and clock out. This inspires them to go the extra mile to validate their employer’s trust. As a result, the hotel’s turnover rate is lower than the industry average, while staff satisfaction and engagement ratings have soared by 30% since 2009.

Creating a five-star work environment

Royal Plaza on Scotts

Tan Kim HingHousekeeping Attendant

‘‘I work on permanent afternoon shift as I need to send my grandchildren to school every morning. My colleagues and supervisors have been very understanding and accommodating, and I’m extremely thankful for that.”

Since introducing its Work-Life strategy a decade ago, SP Consulting has fostered a caring culture based on mutual respect. Senior management trusts employees to deliver quota-based results without constantly looking over their shoulders. Staff are also able to integrate family chores into office hours. This saves them time and results in greater productivity and focus at work.

With 100% of its staff on flexi-time and many telecommuting, the Work-Life strategy at SP Consulting really works, as reflected in the steadily increasing revenue. In the words of the Managing Director, “Work-Life integration is a major tool for us to keep ourselves in the game and be relevant.”

SP Consulting (International)

Pte Ltd

Benefits such as matrimonial leave and wedding anniversary leave allow employees to spend more time with their loved ones.

Creating a caring community at work

Yayasan MENDAKI

Employees’ performance is monitored by their outcomes, and not by the number of hours they clock at the office.

Successfully integrating work and family

54 55

PLAYHAPPY

Employees who play together also work better as a team. Have a peek

at some organisations that encourage their staff to participate in recreational activities or volunteer

work with colleagues. By boosting morale, this greatly benefits the organisation and,

potentially, our community as a whole.

Training in the national team and having a career as an auditor at the same time can be pressurising, especially when deadlines are near. But I’ve never felt lost or helpless, because I know I always have the support of my colleagues and bosses thanks to the Programme for Elite Athletes in KPMG (PEAK).”

‘‘MARCUS PHUASENIOR ASSOCIATE, AUDITSINGAPORE NATIONAL SQUASH TEAM

KPMG

At KPMG, people are at the heart of all HR policies. Purpose-built facilities, such as KPMG Clubhouse, encourage employees to relax, bond or enjoy refreshments with colleagues and friends. This recreational aspect of work appeals to Generation Y, which makes up a large proportion of the workforce.

The firm’s Pro-Family policy also encourages Work-Life harmony and greater productivity through flexible work arrangements and employee support programmes. The Programme for Elite Athletes in KPMG (PEAK) grants paid leave and sponsorship to employees who are national athletes, to enable them to pursue their professional and sporting goals.

As well as branding for recruitment and retention purposes, the People, Performance and Culture (PPC) group is another important part of KPMG’s talent strategy. Every year, it formulates a strategic business plan to address the development of initiatives, each designed to recruit and develop the very best talent. The head of PPC is on KPMG’s executive management team, ensuring that Work-Life strategy is driven at the highest level.

Such a comprehensive investment has paid dividends. In just a few years, staff retention has jumped to 77% – and the company enjoys a far greater share of the labour market too.

Investing in people first

KPMG heavily subsidises sports classes and sponsors staff in various sporting events such as marathons and tournaments.

The KPMG Clubhouse is built exclusively for staff to rest, relax and bond over a game or two, as well as grab a bite or drink with their colleagues. 5958

Employees can learn a new skill and bond with colleagues at the F.U.N. and Learn Fiesta.

As the manager of ‘State of Fun’, Sentosa Development Corporation (SDC) takes the well-being of its employees seriously. Believing that ‘a happy workforce will translate to happy guests’, SDC implements a strategic business framework to engage its workforce.

To cater to the different needs of SDC’s diverse workforce, the management team adopts a targeted approach to Work-Life activities. For instance, under the Sentosa Staff Volunteer Policy, employees

involved in social services are entitled to one day of paid leave. They can also apply for complimentary admission into Sentosa and Sentosa-owned attractions for their selected beneficiary group.

Such initiatives have helped SDC score an impressive 97% in their guest satisfaction rating, which reflects the high levels of employee commitment and engagement. By delivering outstanding service, employees truly bring the Sentosa Experience to life for visitors.

Sentosa Development

Corporation

As part of Sentosa’s corporate social responsibility efforts, SDC gives paid time-off for staff to bring their selected welfare organisation on a tour of the island.

Attracting talent, sharing joy

Fuji Xerox Singapore

Pte Ltd

As an innovative company, Fuji Xerox Singapore (FXS) appreciates the importance of self-improvement and lifelong learning. To create a platform for employees from various departments to bond, learn and have fun, FXS introduced the F.U.N. (Fun, Unity and eNergy) and Learn Fiesta, where employees can register for workshops or seminars on a variety of topics, such as achieving Work-Life success.

Innovating the future through F.U.N.

By encouraging employees to learn in an informal setting, FXS hopes they will continue to acquire new knowledge and skills to keep pace with an evolving business world. This approach helped facilitate greater synergy across FXS’s multi-generational workforce, resulting in better cohesion and greater efficiency at work.

Cerebos employees keeping fit at the company’s in-house gym.

Cerebos has a unique corporate social responsibility initiative. The company encourages employees to exercise in their own time (during lunch, after work or on weekends), and donates $5 to The Straits Times School Pocket Money Fund for each exercise session. By doing so, Cerebos promotes a healthy lifestyle to employees, helps improve their Work-Life harmony, and benefits the community too, with more than $2 million raised so far. To employees, such initiatives are not just a corporate programme, but also an expression of care. With the support of a passionate workforce, Cerebos has grown into a billion-dollar company today.

Healthy employees, healthy margins

Cerebos Pacific Limited

Gen SaitoGroup Chief Executive Officer

‘‘We believe Work-Life harmony helps to grow our employees as well as our company. We employ policies that empower our people to deliver innovative solutions.”

61

Foo Chui MuiPresident of City Sunshine Club,

CDL’s employee volunteer platform

Beyond building strong bonds within the organisation, the volunteering activities also allow us to make a positive and sustained impact on the community.”‘‘Serrano Holdings fosters teamwork through play so that employees

work better together. It organises a variety of leisure activities such as regular football matches to help them relax and interact with their colleagues outside the work environment. Senior management and supervisors also participate in these activities, which allow employees to bond and integrate better as a team.

Such initiatives – together with a caring management team, five-day work-week and other Work-Life programmes – has enabled Serrano Holdings to attract talent. With its cohesive workforce pulling in the same direction, the company’s number of new projects has more than doubled in just two years.

Serrano Holdings Pte Ltd

Football unites the employees, supervisors and managers at Serrano, helping to build tremendous rapport between the various levels of staff.

The company’s ‘Fun Fridays’ provide a platform for staff to bond.

Winning as a team

Tate Anzur At communications firm Tate Anzur, taking the initiative to bond and relax together outside office hours is just one example of a healthy ‘work to live’ philosophy.

The directors at Tate Anzur actively champion Work-Life strategies in and out of the office. Flexi-time and Flexi-place working are both popular, along with quarterly staff activities such as kite-flying and team sports.

Playing together, staying together

With 100% staff (and client) retention since its inception and 250% year-on-year profit (and staff) growth, progressive strategies are really paying off. At PR Awards 2015 Southeast Asia, it won recognition as Overall Agency Champion.

With most new recruits joining Tate Anzur after hearing testimonials about workplace culture through existing team members, the message is definitely getting through.

‘Care’ is one of City Developments Limited’s (CDL) core values. Their employee volunteer arm, City Sunshine Club, creates opportunities for employees to befriend the elderly, mentor children and youths, and share their expertise – which in turn enriches employees’ lives too.

By building strong organisational bonds and cultivating a familial culture amongst employees, CDL has benefitted from this strategy, with higher employee engagement and retention rates. One-third of CDL’s workforce have been with them for 10 years or more, helping the company achieve greater heights with a loyal and committed workforce.

Shaping skylines, building commitment

City Developments Limited

CDL volunteers distributing food to a beneficiary.

6362

ACKNOWLEDGEMENTS CONCLUSIONTAFEP would like to thank our featured organisations that have generously contributed their time and insights to make this publication possible. This publication also celebrates the many other companies with work-happy environments. It is your commitment to the success of every individual that has made a real difference to the lives of many. Last but not least, we would like to thank our advocates, the Chairperson and members of the Employer Alliance Committee whose exemplary commitment to Work-Life harmony is an inspiration to us all.

Human capital is at the heart and soul of any organisation, and the key differentiator in driving business performance today. A work-happy environment helps employers to stay competitive and boost productivity in our fast-evolving business world. The many organisations in this publication – big and small across all industries – show that thoughtful practices that make employees feel valued will lead to higher engagement and better business outcomes. For Work-Life strategies to succeed, both employers and employees play an important role. As the 50 organisations demonstrate, focusing on both performance and employee well-being can lead to mutually beneficial and lasting relationships built on flexibility, trust and accountability. We encourage employers to join these 50 organisations and many others like them to foster a work-happy workplace.