EngageTalent,ImproveProductivityHewitt2023CPRDSResultsSharing

|Sept.21th

2023第1頁(yè)OverviewofHewittR&DCenterStudy第2頁(yè)Hewitt2023CPRDSParticipantList–Totaling31AstrazenecaPharmaceutical-DevelopmentPfizer(China)ResearchandDevelopmentCo.,LtdAstrazenecaPharmaceuticalInnovationCenter,ChinaRochePharmaDevelopmentCenterinChinaBasileaPharmaceuticaChinaLtd.RocheR&DCenter(China)Ltd.-ResearchBayerHealthcareCo.,Ltd.Rundo-CronovaInternationalPharmaceuticalsR&DCo,.Ltd.BiogenIdecSROIncShanghaiSanofi-AventisChinaR&DCenterCharlesRiverLaboratoriesGreatedChinaPreclinicalServicesShanghaiServier(Tianjin)PharmaceuticalCo.,Ltd.ChinaNovartisInstitutesforBioMedicalResearchCo.,Ltd.ShanghaiBoehringer-ingelheimPharmaceuticalCo.,Ltd.ChinaOtsukaPharmaceuticalCo.,Ltd.ShanghaiPharmaceuticalHoldingCo.,Ltd.CentralResearchInstituteCovancePharmaR&D(Beijing)Co.,Ltd.ShanghaiZerunBiotechnologyCo.,LtdEgretPharma(Shanghai)Ltd.ShenzhenSanofiPasteurBiologicalProductsCo.,Ltd.EliLillyTrading(Shanghai)Co.,Ltd.South-ChinaCenterforInnovativeParmaceuticalsExcelPhamaStudiesInc.SuzhouNovartisPharmaTechnologyCo.,Ltd.GlaxoSmithKline(China)InvestmentCo.,Ltd.Syngenta(China)InvestmentCo.,Ltd.HutchisonMediPharmaLtd.WuxiAppTecCo.,Ltd.Johnson&JohnsonPharmaceuticalResearch&Development.LLC.Xian-JanssenPhamaceuticalLtd.NovoNordisk(China)PharmaceuticalsCo.,Ltd.第3頁(yè)Today’sContentOverallMarketUpdatePharmaIndustryandR&DSectorOverviewEngageEmployeetoImproveProductivityBasedonHewittEngagementModelAppendixEngagementDriverDefinitionAboutHewitt第4頁(yè)Marco-economicSituationintheWorldUSACanada

UK

France

Germany

Italy

SpainDatasources:1.InternationalMonetaryFundDatabase2.ChinaCPIfromNationalBureauofStatistics,PRC3.EconomistIntelligenceUnitAustralia

IndiaJapan

Singapore

ThailandUAEChina第5頁(yè)ChinaMarketMovement*Datasources:1.NationalBureauofStatistics,PRC2.HewittChinaSalaryIncreaseSurvey1995-20233.InternationalMonetaryFundDatabase4.OECDStatistics第6頁(yè)China’sSourceofGrowthisShiftingChinahighgrowthinthepastyearshasbeenmainlydrivenbyimprovementinallocativeefficiency,particularlyreallocationofhumancapitalRuralvs.Urban;Central&Westernvs.CoastalEasternOverseasvs.DomesticallyBeststudentstogovernmentvs.tobusinessThepotentialofallocativeefficiencyisdiminishing;probablyforanother10-15yearsSustainabilityofgrowthinfuturemuchdependsonimprovementinproductiveefficiency,thatis,technologicalinnovationAllocativeEfficiency-productionfactorsmovefromlowproductivity-lowvaluesectorstohighproductivity-highvaluesectors;pricemustberight;ProductiveEfficiency-Increaseinproductivitythroughtechnologicalinnovation;incentiveforinnovationmustberight.DataSource:ProfessorWeiyingZhang,PekingUniversity第7頁(yè)ChinaBeatingJapanintermofShareofTotalGlobalR&DSpendingDataSource:Battelle,R&DMagazine第8頁(yè)TheGovernmentistheMainSourceofChinaR&DInvestmentDomestic%ofTotalGlobal%ofTotalChemicals27829.3%1749.9%Computers879.2%26014.8%Drugs13514.2%1649.3%Electrical17318.2%63436.1%Mechanical15015.8%21512.3%Others12713.4%30817.6%Total9501,755DataSource:OrganizationofEconomicCooperationandDevelopment2023BreakdownofChineseR&DInvestmentDistributionofChinesePatentsDataSource:QueenMaryUniversityofLondon，2023第9頁(yè)EmergingEconomicsDrivingGlobalR&DGrowthDataSource:R&DMagazine,Battelle,OECD,IMF,CIA,2023ScientistsandEngineers/MillionPeopleR&Das%GDP第10頁(yè)Today’sContentOverallMarketUpdatePharmaIndustryandR&DSectorOverviewEngageEmployeetoImproveProductivityBasedonHewittEngagementModelAppendixEngagementDriverDefinitionAboutHewitt第11頁(yè)SlowingGlobalPharmaGrowthwithParmergingGrowthOutpacingtheRestArea2023SalesRevenue(0.1Billion)2023IncreaseRate(%)2023-2023CAGR(%)2023-2023ProjectedCAGR(%)NorthAmerica31181.45.7-1-2Europe24755.86.43-6Asia/Africa/Australia90815.313.711-14Japan7662.12.71-4LatinAmerica46512.612.711-14Global77314.86.63-6DataSource:MinistryofHealth,IMS,CITICSMarketSales(BillionUSD)IncreaseRate(%)PharmaMarketGrowthintheWorldPharmaMarketGrowthintheWorld第12頁(yè)40%AmongGlobalInnovationTop20CompaniesarefromPharmaIndustry第13頁(yè)IncreasingExpenseinPharmaR&DbutDecreasingOutputStrongneedstoimprove:1)CapitalEfficiency;2)R&DproductivityDataSource:PhRMA,2023,FDA第14頁(yè)TheRoadtoPositiveR&DReturnsImproveProductivity(IncreaseROI)ScientificinnovationisnottheonlyroutetohigherR&Dproductivity.Attentiontothefamiliarmanagementareasofcost,speed,anddecisionmakingcanstillreaprewards.DataSource:MicKinseyQuarterly,Feb.,2023CostOrganizationalandProcurementIssuesMoreAggressiveoutsourceselectednoncoreactivitiestolow-costlocationsReducethecostsassociatedwithdrugfailuresbyFocusingontheactivitiestrulyreducingriskoffailureSharingriskwithothersSpeedClinicaldevelopmentplanning(goodvs.poor)PatientRecruiting(quickvs.slow)Siteandinvestigatormanagement(optimalvs.suboptimal)DecisionMakingShiftcompoundattritiontoearlierstagesChoiceofcompoundsforInvestment第15頁(yè)AllMajorBigPharmasHaveSteppeduptheirInvestmentsinChinainthePastOneorTwoYearsQ1,2023Q2,2023Q3,2023Q4,2023Q1,2023Bayer-Scheringwillinvest100milEurotoestablishitsR&DcenterinBeijingtoenhanceitsglobalR&DcapabilityJohnson&JohnsonannouncedthattheywillbuildupitsAPACR&DcenterinShanghaitoconsolidateitsR&DcapabilityinBeijing,MumbaiandBangaloreandwillhavewidecooperationwithuniversitiesinChinaAstraZenecainvesttoestablishitsnewChinaoperationcenterandpartofitsAPACfunctioninShanghaiItsnewR&Dcenterwillstarttousein2023inShanghaiZhangJiangHigh-TechParkNovartisinvested$1BinR&DinChinaoverthenext5yearsandwillpay$125milliontobuyan85%stakeinChinesevaccinemakerZheijangTianyuanBio-PharmaceuticalRocheannouncedthatitsAsiaoperationscenterisbeingestablishedinShanghaiandthatChinawillserveasacoredevelopmentregion-atthesamelevelastheUSandGermanyPfizerPfizerEMPresidentannouncedinteresttopursueacquisitionsinChinatoaccelerategrowthPfizerexpanditsmanufacturerplantandR&DcapabilityinChinaMerckSeronoplanstoestablishitsglobalR&DcenterinBeijingandwillkeepinvestabout150milEuroforthisnewcenterNovoNordiskplanstodoubleinvestmentinChinaR&Din3yearstobethe2ndlargestglobalR&DcenterBIToinvest$240MinR&DandmanufacturinginChinaGSKShanghaiR&DcenterconsolidatedasthesoleglobalneuroscienceR&DsiteQ2,2023…Sanofi-AventisDecidedtoestablishitsAPR&DcenterinShanghai第16頁(yè)CROBenefitsfromPharmaMovingUptheValueChainCROinChinaTodayataglace298registeredChinese-basedclinicaltrialsin2023,ayear-on-yeargrowthof41%RapiddevelopmentinbiotechcapabilityMovementtowardsgenomicsandgenetherapyIncreasingabilitytomeetwesternstandardsindrugqualityandsafetyTheChallengesThelackofenforcementofIPlawsThedifficultiesinrecruitingexperiencedtalentforprojectmanagementaswellasinretainingthemLargelyfragmentedAnoutsourceddestinationDespitetheproportionallysmallbaseof1%ofthetotalglobalCROrevenue,China’sattractivenessattributableto:-Costandtimesavings,suggestively50%-Talentpool-Patientpool-Animalresources-RapideconomicdevelopmentTheTrendsEmergenceofone-stopserviceprovider,fromdrugdiscoverytoregistrationandmarketingExpansionviamergers,acquisitionsorstrategicpartnershipswithotherdomesticpeersandinternationalplayersGrowingnumberofIPOsEstablishmentoffootholdinChinabymultinationalsDataSource:PwCReport第17頁(yè)MoreTalentDemandsfromClinicalDevelopmentwithOverallBigTargetHeadcountIncreaseDatasource:Hewitt2023CPRDSStudyFindingsTheaverageoverallheadcountIncreaseratefor2023fiscalyearisover20%Generallyspeaking,thetalentdemandfromdevelopmentfunctionsisbiggerwithaveragetargetheadcountincreaseof28%,whilethatforresearchfunctionis12%第18頁(yè)R&DEmployeeHeadcountKeepingIncreasingDatasource:Hewitt2023-2023CPRDSStudyFindings第19頁(yè)ChinaYear-on-YearEmployeeTurnoverDataSource:HewittTCMStudy2023-2023(PRC)OverallFindings第20頁(yè)R&DTalentTurnoverKeepingHigh,Similarto2023Note:GeneralR&DincludesChemical,ConsumerGoodsNon-foodandPharma.DataSource:HewittChinaR&DStudy2023-2023OverallFindingsHewittChinaPharmaR&DStudy2023-2023FindingsForR&DCentersfocusingondevelopment,turnoverrateismuchhigher,around25%-30%Forthosefocusingonresearch,turnoverrateislower,around8%ataverage第21頁(yè)R&DTalentTurnoverReasonAnalysisTurnoverReason2023Ranking1.Limitedgrowthopportunities2.Externalinequityofcompensation3.Underutilizationofskills4.Lackofrecognition5.Worklifebalance6.Rolestagnation7.Performanceassessment8.Peoplemanagers9.Internalinequityofcompensation10.BusinessinstabilityMoreImportantLessImportantDatasource:Hewitt2023CPRDSStudyFindings第22頁(yè)Today’sContentOverallMarketUpdatePharmaIndustryandR&DSectorOverviewEngageEmployeetoImproveProductivityBasedonHewittEngagementModelAppendixEngagementDriverDefinitionAboutHewitt第23頁(yè)EmployeeEngagementcanImproveOrganizationPerformance+33%+62%Source:HewittBestEmployersinChinaSurvey-45%-67%第24頁(yè)SixCategoriesDriveEmployeeEngagementOpportunitiesCareerOpportunitiesLearningandDevelopmentWorkWorkTasksSenseofAccomplishmentResourcesWorkProcessesCompanyPracticesPeople/HRPracticesManagingPerformanceBrandAlignmentOrganizationalReputationQualityofLifeWork/LifeBalancePhysicalWorkEnvironmentTotalRewardsPayBenefitsRecognitionPeopleSeniorLeadershipManagerCoworkersPeopleFocusCustomersSayStriveStayEngagement第25頁(yè)EngageEmployeeThroughTotalRewardsPayBenefitsRecognition第26頁(yè)ExternalCompetitiveness:SalaryIncrease

ChinaNationalSalaryIncrease(excludingpromotion)DataSource:HewittTCMStudy2023-2023(PRC)OverallFindings第27頁(yè)HigherR&DSalaryIncreaseNote:GeneralR&DincludesChemical,ConsumerGoodsNon-foodandPharma.DataSource:HewittChinaGeneralR&DStudy2023-2023OverallFindingsHewitt2023–2023CPRDSFindingsForLocal&Returnee第28頁(yè)P(yáng)harmaR&DSalaryIncrease

ForLocalandReturneeDataSource:HewittChina2023CPRDSOverallFindings第29頁(yè)P(yáng)harmaR&DSalaryIncrease

ForChinaHiredForeignerDataSource:HewittChina2023CPRDSOverallFindings36%companiesdon’tdifferentiatethesalaryincreasebetweenChinahiredforeignersandLocal/Returnee.AmongthosewithdifferentsalaryincreasebudgetforChinahiredforeigners,the2023actualsalaryincreaseis5.5%ataverageand4.5%formedian.第30頁(yè)P(yáng)harmaR&DPayLevelAnalysis–MarketMedianDataSource:HewittCPRDS2023OverallFindingsRMB/AnnualGP2023/20231.7%3.5%6.2%8.8%-0.6%TTC2023/20230.8%2.6%7.3%10.2%0.8%第31頁(yè)P(yáng)harmaR&DPayLevelAnalysis–MarketMedianDataSource:HewittCPRDS2023OverallFindingsRMB/AnnualGP2023/20231.2%-2.9%-9.5%TTC2023/20230.8%-3.4%-9.8%第32頁(yè)CashComparisonbyEmployeeCategoryGPCHF/Local59.0%75.2%39.4%TTCCHF/Local57.0%73.5%36.2%RMB/AnnualDataSource:HewittCPRDS2023OverallFindings第33頁(yè)CashComparisonbyR&DCategoryDataSource:HewittCPRDS2023OverallFindings第34頁(yè)FreshGraduate

StartingSalaryAnalysisDataSource:HewittCPRDS2023OverallFindings第35頁(yè)SupplementalBenefitsMarketPrevalenceDataSource:HewittCPRDS2023-2023OverallFindingsStill,over85%participantsprovideSupplementalMedicalandGroupInsurancetoemployeesTheprevalenceofSupplementalHousingandSupplementalPensionincreased第36頁(yè)SupplementalBenefits

ReturneeandLocalHiredForeignerIfthereisnosocialsecuritiesprovided,what’sthesubstitutes?Morethanhalf(67%)ofcompanieswillnotprovidesocialsecuritiestoReturneeorLocalhiredforeigner;Mostcommonsubstitutesofsocialsecuritiesare:commercialinsurance–medical,cashallowance,etc.DataSource:HewittChinaR&DStudy2023–2023OverallFindings第37頁(yè)RecognitionBestPractices

HewittPOVGetbuy-infromseniormanagementandleadershipMarkettheinitiativeInvolveemployeesintestinganddevelopingtheideaofamorerigorousapproachtorecognition.TailoryourrecognitionandrewardstotheneedsofthepeopleinvolvedTimingiscrucialDeliverrecognitionawardsinanopenandpublicwayDeliverrecognitioninapersonalandhonestmannerStriveforclear,unambiguous,andwell-communicatedconnectionbetweenaccomplishmentsandrewardsRecognizerecognition第38頁(yè)EngageEmployeeThroughCompanyPracticesPeople/HRPracticesManagingPerformanceBrandAlignmentOrganizationalReputation第39頁(yè)HewittFrameworkonPerformanceManagementHighPerformingCultureCapabilitybuiltthroughfeedbackandlearningCommitmentbasedonmeaningfulworkandrewardsClear

ExpectationsforindividualandgroupcontributionsCommon

Understandingoftheorganization’s

prioritiesandobjectivesPerformance

PlanningCoachingand

FeedbackPerformance

ReviewRewards第40頁(yè)KPIsSettingNearly40%participantsset5-9KPIsforemployeesandabout32%choseothers,partofwhichhaveKPIsvariedbyfunctionsorpositions;MostcompanieshaveonlyResultsKPIsandBehaviorsKPIs,andthetypicalweightingisabout70%and30%or75%and25%.AndifthecompanyhaveOtherKPIs,usuallytheyarerelatedto360degreeevaluationorcooperationevaluationorglobalperformanceManagementKPIstypicallyincludebudgetcontrol,projectprogress,compliance,competencyNon-managementKPIsmainlyincludenumberofcompound,deliveryefficiency,quality,sciencecompetencyDataSource:HewittCPRDS2023OverallFindings第41頁(yè)AboutKPI-HewittPOV

KeyResultAreasPerformanceGoalsthattheemployeeisexpectedtoachieveIndividualtargetsthatsupporttheorganization’s/Unit’s/TeamgoalsRoleResponsibilitiesResponsibilitieswhichareintegraltoanemployeesjobListedintheemployee’sJobDescriptionCompetenciesSkillsandabilitiesdescribedinbehavioraltermsthatareobservableandmeasurableCriticaltosuccessfulindividualorcompanyperformanceCompetenciesarelistedbrieflyintheJobDescriptionE.g.,DevelopingPeople第42頁(yè)P(yáng)urposeofEachTypeofKPIs-HewittPOV

KRAsRoleResponsibilitiesCompetenciesRRarewhattheemployeeisexpectedto“do”.KeepsfocusonthepurposeofthejobEasytodefineMaybetoofundamental,toomicrototrack;PerformedanywayDifficulttomeasureKRAsarewhattheemployeeisexpectedto“deliver”Identify&emphasize“priorities”Clearlineofsightbetweenbusinessobjectives&individualgoals.MaybedifficulttocascadebroadbusinessgoalstoindividualsMaybedifficulttotrackresultstoindividualcontributionsMaybedifficulttoidentifytherightKeyPerformanceIndicatorCompetenciesarewhattheemployeeisexpectedto“display”Focuson“how”inadditionto“what”ofperformanceRaisethebaronperformance,futurefocusedandusedfordevelopmentpurposeMaynothavethechancetoobservebehavioursandcanbesubjectiveCompetenciesneedtobeverytightlydefined第43頁(yè)P(yáng)erformanceReviewandCommunicationOver50%companiesconductperformancerevieweveryhalfyear.Andabout40%willconductitannually100%respondentsreportedtohaveformalperformanceconversationswithemployeesDuringsuchconversations,typicallyKPIgoals,KPIratingandsalaryadjustmentareconveyed.Astoothers,mainlyrefertocareerdevelopment,competencyreviewandactionplanAmongthosecommunicatingKPIratings,50%willcommunicateKPIscoresatthesametimeDataSource:HewittCPRDS2023OverallFindings第44頁(yè)KPIRatingMostcompanieshave5or6andmoreperformanceratingAndabout40%participantsuseforcedrankingtoensuretheperformancerating;while61%reporttohaveasuggesteddistribution(recommendadistributionbutdonotstrictlyenforceitbyadjustingratings;usedasabarometer)Amongthosewith5performanceratings,frombadtogood,thetypicaldistributionisabout10%forlevel1,20%~25%forlevel2,60%~70%forlevel3,10%~15%forlevel4and5%forlevel5.Currently,mostcompaniesreporttoappraiseemployeeperformancebasedonprojectprogressnotjustthefinalresults.HencetherewillnoobviousinfluenceonemployeeperformancewhentheirprojectsarecancelledorsuspendedbecauseofbusinessdecisionDataSource:HewittCPRDS2023OverallFindings第45頁(yè)CharacteristicsofDifferentRatingScales3-PointScaleSimpleLesslabelingofemployeesLessdifferentiationamongemployeesCentralTendencyWiderangeofemployeesfallinthemiddlecategoryBeinginthemiddlecanbede-motivatingMoremanagercontext/feedbackneeded4-PointScaleEliminatesamiddlescoreForcesmanagerstoplaceemployeesinabove-orbelow-averageratingDiminishesemployeeperceptionofbeingaverage5-PointScaleHighperformancedifferentiationHelpswithclassificationofemployeesforpay,promotion,etc.CentralTendencyDifficulttogetrightandensuremanagerconsistency第46頁(yè)HighPerformance

(Someemployees)StrongPerformance

(Manyemployees)InconsistentPerformance(Fewemployees)Madeabreakawaycontribution;Deliveredtheresultsneeded,andmore,andlivedourcorevalues;

ORExemplarydemonstrationofcorevalueswhiledeliveringthe

resultsneededMadeasolidcontribution;Deliveredresultsneededandlivedourcorevalues;

ORExemplarydemonstrationofcorevaluesbutdeliveredpartialresultsShowedpotentialtocontributemore;Deliveredpartialresultsandlivedourcorevalues;

ORDidnotdemonstrateourcorevalueseventhoughdeliveredresultsneededDidnotdeliverresultsneeded;

ORDidnotdemonstrateourcorevalueseventhoughdeliveredpartialresultsAssumesallaimhighreachtargetsNeedtoImprovePerformanceNowTheperformanceofemployeesineachratingcategorywillbeclearlydifferentiatedThecharacteristicsofemployeesincategoryisasfollows:Hewitt’sPOV:AchievementofObjectives/Targets第47頁(yè)P(yáng)erformanceResultsApplicationPerformanceresultsmainlystronglydrivevariablebonusandmeritincrease,andinfluencepromotionandT&DForthosebadperformers,companiesusuallygivethemanotheropportunityandenterPIPprogramDataSource:HewittCPRDS2023OverallFindings第48頁(yè)AnnualPerformanceReviewDisplayofcompetencies+AchievementofKRAsAchieveofKRAsMeritIncreaseDeterminationBonus

DeterminationImpactonRewardsLinkingPerformancetoRewardsItisimportanttoestablishaclearlineofsightbetweenperformanceandrewards(meritincreaseandperformancebonus)andopportunitiestoreinforcethedesiredbehavioursandperformance.DevelopmentOpportunitiesDisplayofbehavioralcompetenciesSAMPLE第49頁(yè)P(yáng)harmaR&DPayMixAnalysisDataSource:HewittCPRDS2023OverallFindings第50頁(yè)Short-termIncentivePlanPrevalenceVariablePayTypePrevalenceIndividualPerformancePlan,ComprehensiveIncentivePlanandSpecialRecognitionAwardsarestillthemostcommonmethodsforVariableBonusPlan;Itseemsthatmorecompanieswouldliketouseteamperformanceplanandprojectbasedincentiveplaninsteadofcomprehensiveincentiveplan.DataSource:HewittCPRDS2023-2023OverallFindings第51頁(yè)ComprehensiveIncentivePlanMarketPracticesPerformanceCombinationPercentageCompanyPerformanceAverage34.7%TeamPerformanceAverage14.5%IndividualPerformanceAverage50.8%BonusPayoutCalculationFormula(Median)Prevalenceofapplyingthresholdforbonuscalculation54.5%Percentoftargetbonuspayoutatthreshold

55.0%Prevalenceofapplyingcapforbonuscalculation95.5%Percentoftargetbonuspayoutatcap175.0%Targetbonuspayoutas%ofBaseSalarybylevel(Median)TopManagement21.5%Sr.Management20.0%MiddleManagement18.0%Supervisor/SeniorProfessional17.0%Professional16.0%GeneralStaff/Technician16.0%ManualWorker17.5%Comprehensiveperformanceplansaredeterminedbyadefinedevaluationformulawherethecompany,team,andindividual’sperformancesareweightedandspecified.IndividualPerformanceisthemainfactorforperformanceevaluation.Intermsoftargetbonuspayout,thehigherthepositionlevel,thehigherthepercentageofbasesalaryorguaranteedpay.Typicallytargetbonuspayoutsarebasedonbasesalary.DataSource:Hewitt2023PharmaAssociationMini-surveyFindings第52頁(yè)P(yáng)rojectBasedIncentiveMarketPracticesSTIPlanMarketPracticeSummaryProjectBasedIncentivePlan1.Projectbasedincentiveplanmainlyrecognizeindividualorteamthataccomplishspecificprojectsintermsofprojectresults,size,budget,qualityandindividualcontribution.2.Typically,theincentivewillbearound10%-25%ofemployeesbasesalary3.ThepayoutfrequencymightbeannualwhilesomecompanieswillpaythebonusaccordingtothephaseofprojectDataSource:HewittChinaR&DStudy2023OverallFindingsDirectlinkageanddirectmotivationProsPotientialConsShort-termorientedandlessattentiontolong-termworkStrengthentheatmosphereofeagerforquicksuccessandinstantbenefitwhiledamagethesenseofachievementfromR&DactivitiesInfringeproperattentiontomarketandqualityInfringeinternalcooperation,especiallycrossfunctioncooperationLimittheupgradingofR&Dmanagementsystem第53頁(yè)Long-termIncentivePlanMarketPrevalenceDataSource:HewittChinaR&DStudy2023–2023OverallFindings第54頁(yè)AspectsofPerformanceManagementtobeImprovedDataSource:HewittCPRDS2023OverallFindings第55頁(yè)EngageEmployeeThroughQualityofLifeWork/LifeBalancePhysicalWorkEnvironment第56頁(yè)R&DTalentHeadcountDistributionbyAgeDatasource:Hewitt2023CPRDSStudyFindings第57頁(yè)NewGeneration’sAttitudestowardsWork–ChangingLandscapeBalance-theyshuntheworkaholiclifestylesoftheirparentsChallenge-willingtotrynewandchallengingengagementsTransient-morethan50%expecttoshiftjobswithin2yearsSelf-directed-activelyseekopportunitiestolearnandgrowoutsideofthecurrentjobUnconventional-willingtoworkpart-timeanda“portfolio”approachtoworkIndependent-notreliantonothersfordirection,theycandealwithambiguityatworkSource:AustralianGraduateSchoolofManagement,AustralianLeadershipFoundation,HumanSynergistics,AustraliaTobediscussed第58頁(yè)Work-LifeInitiatives…APartnershipforSuccessEmployershopeto:Attract,MotivateandRetainEmployeesthrough...EnhancedcompetitivenessinrecruitingRemovingbarriersforemployeestobemoreproductiveReducedcoststhroughdecreasedabsenteeismReducehealth-carecostswithreducedstressrelatedtoworkandwork-lifeconflictsImproveretentionEmployeesinturnaremorelikelytothanotherworkerstohave:Greaterengagementintheirjobs;Strongerintentionstoremainwiththeircompanies;Lessnegativeandstressfulspilloverfromjobtohome;Lessnegativespilloverfromhometojob;andGreatthingstosayaboutthesupportfromtheorganizationWork-LifeStrategyreferstowhatanemployerdoestoenableanemployeetomanagehis/herworkresponsibilitiesalongsidepersonalandfamilyneeds.Itisabusinessstrategythatcontributestomaximizingemployeeproductivityatworkandhelpstomakeorganizationsmorecompetitive.第59頁(yè)CaseSharing-UBS

SeniorLeadershipCommitment…Organizationmakesitclearthatitsupportswork-lifebalance.ManagementreiteratesthisintheirmessagesatstaffeventsandinstaffcommunicationsCompanyHomePagecarriesstoriesandarticlesfromtimetotimewheresuchmessagesarereinforcedKeypointinyearendmessagefromCEOSeniorLeadershipensurepolicyisformulatedwithclearguidelinesonconsiderationsandprocessbywhicheachrequestforFlexibleWorkingArrangementswillbehandled.HRClientRelationshipManagersconductedone-to-onemeetingstoequiplinemanagersofthepolicydetailsandaddressanyconcernsthattheymayhave.ObtainandSolidifySeniorLeadershipCommitmentLinefromUBS’employeehandbook:TheultimatesuccessofUBSliesinourpeople.Werecognizethatourpeopleareabletogivetheirbestwhentheyareabletobalancethevariousaspectsoftheirlives.Asacaringemployer,wearecommittedtoprovidingandenvironmentinwhichouremployeescanexcel,bygivingthemsupportandassistancetomeetthediverseneedsintheirpersonalandprofessionallives.第60頁(yè) “Asacaringemployer,wearecommittedtoprovidinganenvironmentinwhichouremployeescanexcel,bygivingthemsupportandassistancetomeettheirpersonalandprofessionallives...Butthisisnotjustaboutgivingtoouremployees–throughourCommunityAffairsinitiatives,wearealsooffering(ouremployees)theopportunitytopartnerthefirmtogivesomethingbacktothecommunity”Work-LifeStrategycoversvariousaspectsofemployee’slife:HealthandWell-beingCelebrationoflifemomentouseventsFamiliesandParentsFlexibleWorklifeUpgradingandDevelopmentGivingbacktoothers(community)CaseSharing-UBS

StrongAlignmentRuthlesslyAlignyour

PeoplePracticestosupportUBSCoreValuesClientFocus,Partnership,EntrepreneurialLeadership,CorporateResponsibilityDiversity第61頁(yè)CaseSharing-UBS

StrongAlignment(Cont.)Highlightsofwork-lifepracticesinvariousaspectsHealthandWell-beingComprehensivemedicaloutpatientandhospitalizationcoverage;criticalillnesscoverageSportingevents;exerciseprograms;healthandlifestyletalks;weeklyfreshfruitsNursingRoomfornursingmothersEmployeeAssistanceProgram(EAP):ananonymouscounselingandassistanceservicewhichemployeesandtheirimmediatefamilymemberscanavailthemselvesforanyissuesincludingpersonal,relationship,legal,financialetc.CelebrationoflifemomentouseventsMarriage/Newborngif