Talent Accelerator

This category aims to award the technology program or project which has enabled discernible and measurable excellence in the organization’s ability to achieve business objectives by effective sourcing, deployment, and integration of internal (full-time and part-time employees) and external (contract, freelance, partner) resources. These organizations often adopt strategies that leverage digital interactions and collaboration, connections, relationships, and tools, including machine intelligence. They focus on optimizing the productivity and flexibility of the internal and external employees, and drive business outcomes by creating a modular, agile structure. A key KPI is the Best place to work index. There are 4 major areas where organizations can excel:

  • Managing talent
  • Sourcing talent
  • Optimizing work
  • Facilitating a digital transformation mindset

 

To adapt to the evolving nature of the digital economy, this category is now known as Best in Future of Work.

Want to read up on the other categories? Head over to our Awards Categories page.

WINNERS' CIRCLE

CompanyCathay Life Insurance
CountryTaiwan
Year2020
Since 1962, Cathay Life Insurance has upheld its core values of "integrity, accountability, and innovation" in providing its customers with diversified insurance services. It started its digital transformation (DX) journey in 2018 by adopting a vision of "insurance + technology, happiness is closer" to offer its 8 million policyholders an improved insurance service experience. Agile, digital, and diversity (ADD) are the guiding principles of Cathay Life Insurance's transformation strategy. Under agile, the company introduced agile thinking and methodologies from top to bottom. As for digital, it deepened its digital capabilities by investing in user interface (UI)/user experience (UX), data analysis, and modeling, among others. Finally, for diversity, it built cross-border functions that allowed its employees to explore new technologies and innovations through the Cathay Financial Innovation Lab, work on human–machine collaboration projects, and integrate with talents from different backgrounds. With ADD, the learning atmosphere within the organization has improved, and digital understanding has increased. The average monthly users of the Cathay Learning Network now exceed 450,000, and employees are more accepting of transformational thinking and cross-field work challenges. In terms of attracting and retaining personnel, ADD allows the active introduction of outstanding digital talents through multiple channels, such as HackNTU, Cathay Big Data Competition, and Cathay Agile Program (CAP) internship program.
CompanyUnited Overseas Bank
CountrySingapore
Year2020
United Overseas Bank (UOB), one of the most recognizable financial institutions in Asia, has a global network of more than 500 offices and a 26,000-strong workforce. UOB's Enterprise Data and Analytics Transformation strategy is accelerating the adoption and usage of data and analytics to drive its business transformation, ultimately aiming to drive data monetization though better revenues, higher productivity, and lower risk. Its holistic approach, which focuses on enhancing people and data capabilities, processes, and technology, underpins the bank's strategy. In 2019, UOB'data management office and human resources (HR) function created Better U, a groupwide learning and development programto help its over 26,000 employees deepen their digital and data skills. Better U is the first in-housedesigned digital, data, and soft skills training program to receive accreditation from the Institute of Banking and Finance Singapore. UOB is also a leader in nurturing a future talent pipeline in data analytics through traineeships and scholarships, such as the Master of Science in Accounting (Data and Analytics) scholarship at the Singapore Management University. 
CompanyUnion Bank of the Philippines
CountryPhilippines
Year2020
Union Bank of the Philippines (UnionBank) has always been among the first financial institutions in the Philippines that embraced technological innovations to empower its customers. By holding on to its purpose of co-creating innovations, UnionBank forged a strategy that could accelerate talent at any point of interaction within the organization. This talent acceleration strategy, People Tech, holds "people at the core, technology at the fore." People Tech advocates digital delivery to build capabilities and bring them to hyperspeed, allowing accelerated talent development and capability building internally and externally. Through People Tech's UBP Xcellerator Program, UnionBank employees can learn about emerging technologies and can work on innovative projects in an agile environment. Participants receive firsthand coaching from experts and the opportunity to work on use cases related to the field they intend to learn. Externally, the program also trains individuals through a learning portal in which they can receive structured mentoring via online channels. Around 30% of the program's top performers are hired by the company, whereas the rest have been recruited by UnionBank's partners and subsidiaries. To date, the program offers free and paid learning courses and has partnered with schools and organizations in the Philippines and Asia/Pacific, creating a community of emerging Filipino tech talents.
CompanyCIMB Bank
CountryMalaysia
Year2020
As a mobile-first, digital bank, CIMB Bank emphasizes cultivating talent to improve competitive advantage. In September 2019, the bank's Transforming Customer Journeys (TCJ) team rolled out the Individual Development Plana process that helps employees with setting goals and building personal plans to improve knowledge and competencies through self-assessments and counter-assessments. Under this plan, each employee creates targeted goals and developmental plans from identified capability needs and skill gaps. Incorporating agile fundamentals, each team member is required to work in real time with the immediate supervisorAt the end of every quarter, employee capabilities are baselined against role-specific capability maturity matrix, with the overall progress reported to organization leadersMoreover, talks and workshops, such as the CIMB Catalyst — Digital Talk Series, were organized to share and learn new ways of thinking within the organization. Besides offering formal trainingthe TCJ promotes employee lifelong learning by introducing brown bag lunches, or "lunchtime learning," which runs fortnightly. CIMB Bank's heavy investment in talent growth and development has produced engaged, satisfied, and high-performing employees 
CompanySK Hynix
CountryKorea
Year2020
SK Hynix strives to lead the global semiconductor market by securing technology and cost competitiveness through continuous research and development (R&D) and investments. The company aims to find solutions improving collaboration by assessing how employees work through onsite interviews, figuring out their modes of communication when they are without working tools, and securing required technologies for mobile adoption. To accelerate digital transformation (DX) within the organization, it established CUBE, a real-time interactive collaboration platform that enables communication and collaboration by providing access to wide array of devices and maximizing information distribution efficiency through an open ecosystem. It connects employees, equipment, data, and IT with each other in real time, provides active notifications, and enables distribution of personal assistants via AI, chatbots, and chat operations for interactive services. CUBE's deployment allowed the company to automate daily tasksreduce emails by 63%, and save millions from work automation. Since its creationCUBE's utilization rate has also increased by 116%. With the platformSK Hynix's 35,000-strong workforce can seamlessly work together in an easy-to-use and secure platform, leading to improved business transparency, enhanced intelligence dissemination, and elevated knowledge capitalization. 
CompanyPetrosea
CountryIndonesia
Year2020
Petrosea is a multidisciplinary contract mining, engineering and construction, and oil and gas services company with a track record of achievement in Indonesia for over 48 years. Petrosea offers complete pit-to-port mining solutions, integrated engineering and construction capabilities, as well as logistics support while demonstrating a commitment to safety, health and environment, quality management, and business integrity. Project Minerva, which stands for "Mining Engineering and Construction Advanced Analytics," is one of the most significant initiatives launched by Petrosea as a strategic step to carry out the digital transformation (DX) of its mining operations. Petrosea recognized at the very beginning that employee engagement was critical to the success of the program, which required the implementation of a strong and effective change management strategy across the organization. With an evolving working culture that has become more dynamic and innovative, Petrosea employees were fully engaged with the transformation efforts through technical trainings, leadership and character-building programs, and digital boot camps. Petrosea also launched its electronic Petrosea Academy (e-PetA), an education platform for independent learning. To further embed the transformational mindset across the organization, Petrosea has applied shared key performance indicators (KPIs), such as organization culture and mindset and innovation culture, leading to benefits such as agility, alignment and cross-functional cooperation, clear communications, autonomy and accountability, and bolder goals for the organization.
CompanyAmara Raja Group
CountryIndia
Year2020
Headquartered in Tirupati, India, Amara Raja Group is one of the fastest-growing conglomerates in India, with a revenue exceeding US$1.3 billion. Anchored by a workforce of over 16,000 people throughout seven companies in 15 industries, the conglomerate's digital journey includes transforming human capital management (HCM) through a unified and integrated human resource management system (HRMS) platform. This solution has automated 85% of human resource (HR) processes throughout Amara Raja Group, including recruitment, employee onboarding, leave and attendance, payroll, learning and development, collaboration work management, and exit management. As part of its HR transformation journey, the company has also implemented Zippi, a secure work management platform driving collaboration and productivity. To increase employee engagement and efficiency, Zippi features functionalities in collaboration, task management, polls, surveys, and file sharing, among others. The platform also supports Jinie, a built-in AI chatbot acting as a virtual HR assistant answering all employee queries and easing the HR team's burden. Using these conversational interfaces, the company's HR team quickly disseminated information about process changes the COVID-19 pandemic brought. Through these platforms, Amara Raja Group engaged with all its employees and provide support as needed.
CompanyTingyi (Cayman Islands) Holding Corporation (Master Kong)
CountryChina
Year2020
The Tingyi (Cayman Islands) Holding Corporation (Master Kong) is the largest producer of instant noodles in China and is also engaged in the production and sales of other instant food items and beverages. As of 2019, the Tingyi Group is composed of 371 business offices and 182 warehouses, serving 36,186 dealers and 185,789 direct retailers. As part of its overall strategy, the Tingyi Group has focused on digitally transforming its workforce through the establishment of its human resources shared services center (HR SSC) in 2019. To achieve this, it collaborated with a human capital service provider. Within six months, this initiative has promoted the transformation of HR processes through contactless employee entry, 24 x 7 artificial intelligence (AI) customer service, digital service portal for increased transparency and visibility of HR transactions, robotic process automation (RPA) for enhanced HR workflow efficiency, and HR business intelligence (BI) platforms for improved workforce management. Because of the Tingyi Group's efforts in revamping its HR function, 72 processes were optimized, an intelligent consulting platform that answers employee queries 24 x 7 was built, and an RPA-powered automatic review of attendance and checking of pre-renumeration data was implemented, among others.
CompanyNew South Wales Police Force
CountryAustralia
Year2020
The mission of the New South Wales Police Force (NSWPF), as set out in the Police Act 1990, is to work with the community to reduce violence, crime, and fear. The NSWPF aims to protect the community and property by preventing, detecting, and investigating crime; monitoring and promoting road safety; maintaining social order; and performing and coordinating emergency and rescue operations. The Blue Portal program is the cornerstone of NSWPF’s digital transformation (DX) for both frontline operational and corporate services. The technology solutions delivered have made significant improvements to efficiency, but more importantly, to officer and community safety. With the digitization of workflow and the reduction of manual processes, officers now spend less time administering and coordinating operations and engagement of specialist commands. To date, the program has digitized over 150 processes and has consolidated 200 odd disparate requests. Moreover, digital risk assessments can now be carried out prior to operations and events to ensure due diligence, and officers are best prepared for any circumstance that may arise in the line of duty. The Blue Portal program has resulted to a large shift in the cultural mindset of employees, with further investments and initiatives lined up in the NSWPF DX road map to cater to employee needs.
CompanyKrungsri Finnovate
CountryThailand
Year2019
Krungsri Finnovate is the corporate venture arm of the Krungsri Group, which aims to be a fully strategic investor to support and promote startups in Thailand and Southeast Asian countries through accelerator and academic collaboration, startup partnership, and corporate venture capital (CVC). Krungsri Finnovate has partnered with corporate innovation accelerator RISE Academy to launch its accelerator program, Krungsri RISE. Krungsri RISE is Thailand’s first corporate synergy-driven accelerator, seeking to enhance the capacity and accelerate the growth of local fintechs and other startups to the regional level. Since its launch in 2017, selected startups have been working closely with Krungsri business units and other industry veterans to boost the potential of their initiatives throughout the 12-week program. Through Krungsri RISE, Krungsri also intends to work with fintechs, which can provide further innovations to the bank, so that it can continue to meet and exceed customer demand. Krungsri Finnovate has run three batches of this program, where all participants received the opportunity to present their financial innovations to possible investors. It has also set an investment capital of US$30 million for startups over three years, while it targets building Thailand's fintech unicorns.
CompanyCathay United Bank
CountryTaiwan
Year2019
Cathay United Bank firmly believes that to bring added data-driven value to customers, it must prioritize creating and honing its own data-driven culture first. The Data Talent Incubator Program was then launched by the bank, combining data analysis with professional knowledge through education and training as well as a cross-unit rotation program. This practice ensures that analysis results can be applied in actual business scenarios and can offer customers innovative experiences in every channel and service item they access. This data-driven strategy is part of the bank's overall digital transformation initiative and aims to create a data-oriented culture across the company. The data transformation project introduces the "Data Talent Training Plan" (job rotation between talents in each unit and the data team members) and the "Transformation Situation Room Project" (adopting the operation mode of a project-based organization) to ensure the exchange of business expertise and data analysis knowledge. The project aims at not only ensuring the accurate link of data analysis with the business but also empowering talents in all business units by providing an independent analysis capability, facilitating a digital transformation mindset, and democratizing data for every employee.
CompanyCiti
CountrySingapore
Year2019
Citibank Singapore is aware that it must transform its operating model to one that is simpler, dramatically faster, and far more digital and essentially mobile to better attract, engage with, and serve customers. The resulting operating model has required a holistic approach of transformation from within Citibank Singapore and enables open banking for customers. This calls for an enhancement of the bank’s DNA and culture of innovation by adopting new ways of working in small teams of employees with specialized expertise and equipping them with forward compatible skills and mindset. Citibank Singapore’s Next-Gen Technology Talent Initiative was first introduced in 2016 by its Global Consumer Technology Leadership and Human Resources teams in Asia with these specific objectives: reskilling high potential talent in the areas of knowledge, skills, and attitude; retaining high-performing talent in a tight job market in which tech and fintech talents are in high demand. This reboots the skill set and mindset of the wider workforce as Citibank Singapore pivots toward an agile and mobile-first digital strategy. Since the launch of this initiative, Citibank Singapore has observed a reduction of high-performer attrition rate, an increase in its employee engagement index scores, and consistently high performance from its talent pool.
CompanyAI Singapore
CountrySingapore
Year2019
AI Singapore was launched by the National Research Foundation and is tasked to develop deep national capabilities in artificial intelligence (AI), creating social and economic impact by building the country's AI talent pool. The AI Apprenticeship Programme (AIAP) is a full-time nine-month program to train and groom local Singaporean AI talent, in line with the nation’s focus in deepening national capabilities in AI not only in terms of technology but also skill sets and talents. The AIAP is a deep skilling program, and successful applicants to the AIAP are expected to have prior knowledge in AI and machine learning. The program is fully subsidized by the Singapore government, and apprentices are paid a monthly stipend. Apprentices deepen their skills not only in AI, machine learning, and deep learning but also in software engineering for model deployment into production in the first two months of the program. From the third month onwards, apprentices will complete sprints of 10 x 3 weeks or 15 x 3 weeks on a real-world AI project from AI Singapore's 100 Experiments (100E) program. Each 100E program is co-funded by the industry to up to SGD500,000 and is expected to solve real-world business problems. This leads to significant productivity gains, costs savings, and new products and solutions for the industry.
CompanyPhilippine Airlines
CountryPhilippines
Year2019
Philippine Airlines (PAL) marks another first in the Philippines by implementing a virtual reality (VR) training program for its cabin crew. In collaboration with a local tech startup and the local aviation authority, an immersive VR training program was developed to improve the standards of learning and service while cutting training costs. The solution has provided cabin crew members an enhanced and immersive learning experience that not only resulted in higher retention rates but also more interactive and fun training. The VR-enhanced training has also helped PAL cabin crew members acquire stronger skills to respond more effectively to real-world challenges and when under pressure, while productively cutting logistical requirements and dependency to aircraft availability. This solution has also prevented the wear-and-tear of high value assets, such as the aircraft, ground power units, and other equipment needed for cabin training. Cabin crew training metrics, such as response time, test scores, and behavioral tendencies, are recorded, measured, and reviewed to ensure that standards are met. Currently, a VR training module for the Bombardier Q400 NG (Next Generation) is in the pipeline. PAL's VR training solution is a testament to the airline's commitment in providing five-star customer service and safety to its passengers.
CompanySunway Medical Centre
CountryMalaysia
Year2019
In a time-sensitive environment like a healthcare institution, the delivery and accuracy of information play a pivotal role in saving a patient’s life. Sunway Medical Center deployed a technology that uses wireless networks and real-time location tracking. An Internet of Things (IoT) device in the form of tags, it sends signals that captures the position of its wearer. Through this, nearby available resources are automatically assigned to waiting patients with a single push of a button. Because of the tag’s simple design, user participation is high and only 15 minutes of training is needed for the hospital staff. Meanwhile, data captured by the system is used to analyze staff efficiency, customer movement, and service requirements. Supplemented by a dashboard, managers have access to individual staff performance, peak hours, and resource allocation. Since its launch in 2018, waiting and service time have been cut from 30 minutes to five minutes. As a result of this digital transformation initiative, employee engagement and patient satisfaction have improved.
CompanyCoca-Cola Amatil Indonesia
CountryIndonesia
Year2019
With rapid and massive transformations happening in the food and beverage industry, Coca-Cola Amatil Indonesia (CCAI) understands the need to upgrade its current systems. However, its shop floor’s knowledge and experience are lacking, thus it experienced difficulties in implementing these changes. To build technical expertise around people, process, and technology, CCAI initiated the Supply Chain Academy. Inside its curriculum, employees are not just taught how to operate machines, but are also provided with an overview of system troubleshooting. Recognizing its strength as a multinational organization, it rolled out the One Amatil IT framework with integrated IT teams across the group. This enabled agile capabilities across IT teams and accelerated the competencies of its IT professionals. In terms of securing the buy-in of affected parties, CCAI has enjoyed a 100% participation rate from shop floor teams and IT employees. With its enhanced talent mapping and capacity building processes, CCAI can identify top talent and skill gaps immediately. Through these digital transformation efforts, employees are actively engaged and given equal opportunity for career development and promotions.
CompanyFederal Bank Ltd.
CountryIndia
Year2019
A pioneer in the Indian banking sector as the first bank to digitalize all its branches, Federal Bank took its digital transformation initiatives a step further by kick-starting the FedRecruit project. With the goal of disrupting its hiring process, its 360-degree approach has generated meaningful candidate experiences. Through AI-backed situation-based assessments of its candidates, Federal Bank derives better insights from the profile of each applicant and assists recruiters with on-the-fly interview questions based on standard industry frameworks. By leveraging natural language processing, artificial intelligence, and machine learning, the bank developed key components such as NLP-based chatbot, robotic interviews, integrated video interview, live broadcasting, document uploading feature, customizable workflows, and real-time notifications, to name a few. Encompassing enhanced multiple touch points equipped by digital technologies, candidates are continuously engaged at every stage of their recruitment journey. Beyond saving up to 75% recruitment costs, the FedRecruit project has resulted in improving hiring quality by 72% and higher recruitment satisfaction. Overall, it transformed the recruitment process with its in-built intelligence and seamless feedback mechanisms.
CompanyHong Kong Disneyland
CountryHong Kong
Year2019
In 2018, the resort’s technology team created CastApp, a staff engagement application that allows over 7,500 Hong Kong Disneyland staff more efficient access to work-related information and tools. CastApp was created out of a need to provide staff a way to stay connected, anytime, anywhere, and offer a better solution to traditional internal communication channels such as emails, notice boards, and paper forms. Since the resort operates 24 x 7, the need for faster direct communication was important, especially during emergency situations such as typhoons. Since its launch, CastApp has proven to be an effective and impactful technology tool for Hong Kong Disneyland's business, greatly reducing the workload of Human Resources and the IT Helpdesk, replacing the need for various paper forms and reducing inquiry response time. Analytical data is also being collected for future system upgrades.
CompanyBayer Greater China
CountryChina
Year2019
Bayer Greater China recognizes the importance of employee recognition through proper channels as an integral component to boost employee morale and create a positive and productive working environment. However, the organization has realized that there is a significant lack of available employee recognition platforms in the market. In response to this, Bayer Greater China has developed an Employee Recognition Plan that aims to establish a comprehensive digital employee incentive and recognition platform to fully extend the digital experience of employees. This platform has allowed Bayer Greater China to establish a digital analysis mechanism for workforce management. With data gathered from this platform, Bayer Greater China benefits from informed decision making when it comes to effectively executing employee engagement and organizational communication, with hopes to develop an industry benchmark in workforce management. Through this platform, Bayer Greater China employees can receive recognition for their projects through the form of digital thank-you cards, medals, and other online recognition assets. The platform has increased communication among employees and between management and employees, while Bayer's corporate culture has been further promoted. Through phones or tablets, the employee recognition requirements are completed in real time, and the employee experience has been improved.
CompanyMcCarthyFinch
CountryAustralia
Year2019
McCarthyFinch was launched as a joint venture between law firm MinterEllisonRuddWatts and tech VC, Goat Ventures, to explore the impacts of artificial intelligence (AI) on the legal industry. The idea of AI lawyers is controversial, and law remains a highly regulated area of practice. AI is going to disrupt the industry, so the role of a lawyer is going to change, and McCarthyFinch is addressing this head on. The organization has introduced the role of Legal Engineer, which helps to bridge the gap between the worlds of law, technology, and design. Talent is a considered a critical factor behind the success of its transformation portfolio and as a result McCarthyFinch has introduced a talent development program and is working with universities, interning students, and other mentoring programs, with the aim of creating the largest legal engineering talent pool in the world in the next two years. The results of its culture of cultivating talent are evident in its success in producing ICT leaders of the future.
CompanyAIS
CountryThailand
Year2018
With its goal to become a data-driven organization within a year, AIS established its Analytics Center of Excellence (COE), collaborating with technology partners and universities to develop an intensive training program to groom data engineers, data analysts, and data scientists for employees at the AIS headquarters and its regional offices. Traditional BI tools were replaced by modern analytics software, while the adoption of big data analytics and machine learning was accelerated through workshops and boot camps, which tackled real-life business cases including mobile and fixed broadband churn prediction, upselling and cross-selling different products, and customer acquisition. AIS now has data scientist teams supporting the core business with advanced machine learning and big data analytics, with an initial 50 users of analytics tools to over 1,000 AIS staff across the company, making the technologies essential in the growth of the AIS business.  
CompanyUnited Overseas Bank (UOB)
CountrySingapore
Year2018
United Overseas Bank (UOB) uses technology to have a richer understanding of its customers’ preferences and to make their banking experience simple, safer and reliable. It also harnesses emerging technologies such as Artificial Intelligence (AI) to enhance its operational performance. The Bank also continually develops its AI and Machine Learning capabilities to meet the various needs of its businesses. UOB has worked with its Hadoop to develop a big data solution that would enable various functions in the Bank to have quick access to relevant and quality data for analyses. These functions, such as compliance and retail banking, are then able to draw on the insights generated to optimize their business processes and to design distinctive customer experiences.
CompanyManila Electric Company (MERALCO)
CountryPhilippines
Year2018
After discovering a growing talent pool on social media, MERALCO launched its chatbot TRACI to support the Talent Resourcing team's initiative to optimize and streamline the job application process and establish an additional medium for engagement. TRACI enables users view job vacancies and submit applications via Facebook Messenger. TRACI is integrated with Google's artificial intelligence platform, which serves as the foundation for the chatbot’s Natural Language Processing, allowing MERALCO to provide timely feedback on job inquiries and application status.   All backend services are hosted and supported on the cloud with a document management system that holds all applicant submissions. Data about job vacancies posted are populated using Robotic Process Automation, which runs daily to support the process. With TRACI, MERALCO leverages digital technology to efficiently communicate to a younger generation of talent, positively impacting brand equity and recruitment capabilities.
CompanyAstro Malaysia Holdings Berhad
CountryMalaysia
Year2018
Astro launched its enterprise-wide Digital Culture Accelerator Programme, which is focused on empowering its talent to respond to the changing technology landscape and customer demand. The Programme's efforts include revamping employer branding identity and recruitment of digital talent, reskilling talent for new ways of working, changing fundamental team structures to deliver trendsetting products and services, and augmenting and growing talent within the broader ecosystem. Key initiatives include experimentations and building Minimum Viable Products (MVPs) as part of the efforts to embed a digital mindset in ideation and project execution and its Certified Innovator Programme (CIP) and Certified Technology Professional (CTP) programme to develop internal capabilities in product and service innovation, software development, artificial intelligence, data analytics, video delivery, ad technologies, and e-commerce, including adoption of Agile and the Service Teams concept. Since the launch of the Digital Culture Accelerator Programme, over 850 staff have completed its CIP programme and teams can now create, share, and collaborate on projects.
CompanyTokopedia
CountryIndonesia
Year2018
Driving innovation and acceleration in the organization are small, agile teams consisting of talent from areas of technology, product, and business development. Tokopedia has fast-tracked worksource transformation by incentivizing efficient use of manpower to increase speed and ownership for the entire project. By instilling a digital transformation mindset as part of Tokopedia’s mission in product development, Tokopedia successfully launched its Digital Products and Payments Platform within weeks. The demand for digital products and payments Indonesia has led to growth of the Tokopedia team by over 12 times within 30 months of launch.
CompanyLiberty General Insurance
CountryIndia
Year2018
Lean Front Office (LFO) mobile app helped reduce the time to market of the organization by approximately 90%. Traditionally, it takes anywhere between three to four months to operationalize a branch. Now its customers can access services by downloading the App from the Play Store. The solution empowers the frontend employees to focus on their core job and utilize their on-field time efficiently. LFO is a complete end to end solution which integrates frontend and back-office seamlessly.
CompanyLane Crawford
CountryHong Kong
Year2018
Lane Crawford is increasing its commitment to formal internal Learning & Development, particularly around training on data analytics and digital software, which was two of the most requested areas by employees. It has also embarked on a massive internal cultural transformation initiative to actively promote learning and collaboration, as well as setting up the Innovation Team to use “test & learn” and agile methodologies to better engage and motivate employees. Furthermore, progressive and experimental programmes are being used as ecosystems for sourcing and nurturing external specialist talent – the Creative Callout for emerging designers; and “The Cage”, an accelerator for retail technology start-ups. The intent is to create unique business advantages – ultimately to offer Lane Crawford’s customers access to newness and innovative shopping experiences.
CompanyHanergy Group
CountryChina
Year2018
The Hanergy Group, a multinational clean energy company with presence in the Americas, Europe and the Middle East, Asia/Pacific, Africa, and other regions, launched its Worldwide Human Resource Management Integrated Platform to oversee the life-cycle management of the Group's workforce. The platform promotes the continuous optimization of its business processes, including recruitment, objective and performance management, education and training, and so on. The platform comprehensively executes strategic talent capital management and deepens collaborative sharing, with analysis for timely decision-making supported by big data analytics (BDA) and cloud computing technologies. Upgrading its human resource business and system has guaranteed stable operations for the Hanergy Group during periods of transition, with three SaaS platforms and three local information systems supporting global data exchange.
CompanyUrban Redevelopment Authority
CountrySingapore
Year2017
URA has developed a three-year Digitalization Plan to digitalize planning processes, using advanced digital technologies and big data analytics. The plan facilitates integrated planning at the Whole-of-Government level, giving URA better planning insights and driving productivity gains. The Digitalization Plan uses six strategies including Data Digitization; Data Integration; Systems Integration; Work Process Redesign; Visualization and Analytics; and Modelling and Simulation. This includes building digital planning tools, collaboration platforms and analytics skill that transform planning processes. It involves and empowers staff at all levels to contribute ideas and find solutions. It also allows URA to engage their stakeholders including agencies and customers to share data, and integrate business processes and systems. The three-year plan actively feeds into URA’s organizational development and HR initiatives, ranging from comprehensive planning tools and analytics skills training, and capability building. This equips staff with skills for the new digital economy and allows the organization to be future-ready.
CompanySOHO China Limited
CountryChina
Year2017
SOHO China, China’s largest prime office real-estate developer, has implemented an HR Cloud Services System in Greater China’s businesses, which consolidates business process and shared service centers, as well as a unified organization structure management. The project has achieved internationalized and standardized payroll and attendance processes and realized digital transformation in HR management. SOHO China has successfully mass integrated multiple business resources, promoted talent resource transformation in management progress, and increased business operation efficiency.
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