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Tag: workforce

  • Singapore Rolls Out over 200 Workplace AI Courses as Worker Demand Surges

    Singapore Rolls Out over 200 Workplace AI Courses as Worker Demand Surges

    Singapore rolled out more than 200 AI courses on Sept 16 to build workplace skills, responding to a surge in demand from mid-career workers seeking to boost productivity and protect their careers.

    Private training providers are seeing record participation. Vertical Institute reported that enrolment in its AI courses more than doubled over the past year, while Tribe Academy noted its three-month flagship programmes have been consistently oversubscribed across 10 intakes since January 2025.

    The push comes as professionals across various sectors use artificial intelligence tools to finish tasks that once took hours or days in minutes. At media solution company Sky Vision Media, general manager Kok Yokelee saw clients turning to AI apps that subtitle an hour of TV content for less than US$20 (S$25), far below the cost of human translators.

    Workflow Compression in Media and Localization

    Price disruption is hitting specialized commercial services directly. Clients purchasing media transcription and translation now use automated platforms to subtitle an hour of video content for under US$20, undercutting legacy agency fees and forcing service vendors to restructure production pipelines.

    At media solution provider Sky Vision Media, general manager Kok Yokelee adopted speech-to-text platform Whisper and Claude following introductory training at Vertical Institute. The tools compressed the transcription and translation of a one-hour Indonesian broadcast into Bahasa Malaysia from eight hours across two translators down to 30 minutes, accompanied by automated audio-anomaly reporting.

    To handle corporate confidentiality constraints, Kok completed advanced training to configure local large-language models that run on internal hardware. Operating models locally ensures proprietary enterprise files remain within closed corporate networks rather than passing through public cloud infrastructure.

    Agency Marketing and Commercial Property Shifts

    Commercial brokerages are applying similar technical workflows to client generation. Jason Sim, an associate district director at real estate agency Huttons Asia, completed a five-month generative marketing course in May run by Singapore Management University and Tribe Academy, tapping state subsidies that covered up to 95 percent of fees alongside SkillsFuture credits.

    Sim cut the development cycle for functional marketing websites from one week down to a single afternoon. His commercial operation now runs automated client messaging channels, automated appointment scheduling, and custom applications built for real estate buyers.

    Digital performance marketing firms face direct operational restructuring as search architectures change. Brennan Lee, senior AI search strategist at digital marketing agency Heroes of Digital, completed an advanced certificate in generative AI for digital marketing in June after previously facing unemployment, repositioning his eight years of search engine optimization experience around automated workflows.

    Enterprise Realities and Internal Resistance

    Production cycles inside digital agencies are shrinking fast. Lee cut agency client reporting routines from nine hours to 40 minutes, while automated competitive research briefs now take 20 minutes instead of multi-hour manual reviews.

    Regional service providers face a sharp divide between firms automating their balance sheets and staff resisting workflow overhauls. Human oversight remains mandatory for expenditure approvals, brand compliance, and direct enterprise sales, but repetitive digital production no longer supports historical billing models.

    AI is not just about the skills. It’s also about the willingness to accept change.

    National Skills Programmes and Service Margins

    The push follows Singapore’s national mandate to prevent displacement across mid-tier technical roles through subsidised continuing education. By targeting professionals in their 40s with fee rebates up to 95 percent, policymakers aim to preserve employment figures across trade, real estate, and digital services.

    Service agencies across Southeast Asia must now decide whether to pass software productivity gains back to corporate clients through lower billable hours or maintain price books by bundling proprietary workflow integrations. Enrolment numbers across training institutes indicate that operational staff are retooling ahead of corporate procurement reviews scheduled for the coming budget cycles.

  • Malaysia Faces Calls to Raise Retirement Age to 65 as Pension Deficits Grow

    Malaysia Faces Calls to Raise Retirement Age to 65 as Pension Deficits Grow

    Pension advisers and economists in Kuala Lumpur are pushing the government to raise Malaysia’s mandatory retirement age from 60 to 65 through phased adjustments. The current statutory threshold leaves millions of workers exiting the formal labor force with inadequate savings to cover longer lifespans.

    Official data from the Department of Statistics Malaysia released on September 30 shows life expectancy for a newborn in 2026 reached 75.5 years, while residents reaching age 60 are projected to live an additional 20.2 years to 80.2. A retirement age set at 60 requires workers to fund more than two decades of living expenses on savings accumulated over short careers.

    The Proposed Timeline for Phased Retirement

    William Price, chief executive of consultancy D3P Global Pension Consulting, presented a transition framework at the Employees Provident Fund International Social Wellbeing Conference 2026 in Kuala Lumpur. Under his proposal, authorities would add three months of working life for every calendar year, reaching a statutory retirement age of 65 by 2040 without forcing abrupt extensions on staff near departure.

    A worker aged 40 today would retire at 65 under the schedule, while a 50-year-old would work until 62 and a half. Employees aged 59 would take on an additional three months, retiring at 60 years and three months. Price suggested exemptions for manual laborers and low-income staff who entered the formal workforce at age 16, allowing early exit after completing 40 to 45 contribution years.

    Rajen Devadason, a licensed financial planner speaking at the same conference, proposed an accelerated track to lift the threshold by one year every two years. His plan targets a retirement age of 65 by 2035 and 70 by 2050 to keep pace with demographic shifts.

    Depleted Balances at the State Pension Fund

    The push to extend working careers coincides with severe savings shortfalls inside the Employees Provident Fund, which covers more than 18 million members. Figures submitted to parliament reveal that as of May 31, only 38.3 percent of active formal-sector members aged 18 to 60 had accumulated the basic savings benchmark of RM390,000. That baseline is designed to yield a monthly drawdown of RM1,625 over a 20-year retirement.

    Former EPF chief executive Shahril Ridza Ridzuan noted at the conference that low baseline wages prevent households from building assets even when statutory contribution rates remain elevated. Beyond the basic benchmark, the EPF defines adequate savings at RM650,000 and enhanced savings at RM1.3 million, levels out of reach for the vast majority of private sector staff.

    Retaining older staff alters payroll dynamics across retail and service chains that rely on entry-level wages. Companies facing persistent labor shortages in store operations, logistics, and customer support stand to gain experienced personnel, provided contracts offer flexible scheduling such as three-day work weeks.

    Operating Adjustments for Employers and Retailers

    Consumer spending patterns will shift as older cohorts continue earning regular paychecks into their mid-sixties rather than cutting household budgets at 60. Keeping older workers economically active protects discretionary demand across urban retail centers, dining, and healthcare services that depend on steady domestic consumption.

    The structural risk sits in commercial staffing models and medical insurance costs. Retailers and hospitality groups must restructure compensation from seniority-based pay scales to productivity metrics, ensuring higher minimum ages do not compress hiring budgets for younger entry-level workers.

    Previous statutory changes in Malaysia established the Minimum Retirement Age Act in 2012, which lifted the private-sector retirement baseline from 55 to 60 when it took effect in 2013. The public sector matched that 60-year ceiling, but demographic pressures have intensified as Malaysia transitions toward an aged society status projected by the World Bank.

    Policymakers must now weigh draft amendments to employment statutes against public resistance to delayed access to pension funds. The primary metric to track is whether the human resources ministry tables formal legislation to decouple EPF withdrawal windows from mandatory retirement milestones ahead of the next parliamentary sitting.

  • Foreign Staff Exceed 110,000 Across Japan Top Three Convenience Chains

    Foreign Staff Exceed 110,000 Across Japan Top Three Convenience Chains

    Japan’s three largest convenience store chains employed more than 110,000 foreign workers in 2025, leaning on overseas labor to staff cash registers and stock shelves.

    The cohort represents nearly 14 percent of the 800,000 part-time workers operating networks run by Seven & i Holdings’ 7-Eleven, Lawson, and FamilyMart across the country.

    Hiring managers report that recruits from abroad show strong Japanese language capability and high operational competency, helping operators keep stores open around the clock. The influx has become a structural necessity for a network spanning more than 56,000 convenience stores nationwide, where round-the-clock operating models depend on steady frontline staffing.

    Pressure on the 24-hour retail model

    Convenience operators across East Asia face diverging labor realities, but Japan’s demographic contraction presents the sharpest operational test. While regional peers in South Korea and Taiwan have experimented with automated night shifts and unstaffed outlets to trim payroll costs, Japanese chains continue to anchor their customer proposition on high-touch service, bill payments, parcel handoffs, and freshly prepared hot food.

    That service density requires labor that the domestic population cannot supply. FamilyMart alone faced roughly 10,500 vacancies across its 16,400 stores, forcing corporate headquarters and independent franchise owners to widen recruitment pipelines or risk trimming operating hours.

    Sourcing labor across Asia

    Recruits arrive predominantly from Vietnam, Nepal, China, and Myanmar, drawn initially on student and training visas before taking up part-time retail shifts. In Tokyo hubs such as Shinagawa Ward, overseas employees now anchor entire shift rotations, handling everything from inventory deliveries to food service counters.

    Store managers confirm that language training and structured onboarding have kept register errors low despite complex point-of-sale systems that handle utility billing and administrative tasks. The operational reliance on foreign workers shifts supply risk directly onto immigration policy and cross-border recruitment pipelines, leaving franchisees vulnerable if visa quotas tighten or regional currency shifts erode Japanese wage competitiveness.

    Friction at the checkout counter

    Frontline pressure has surfaced in customer interactions across the retail sector. Service surveys show roughly 80 percent of staff report instances of customer harassment, prompting store managers to rethink standard operating procedures.

    Some franchised locations have adjusted staff name badges, substituting generic tags reading STAFF or using alternate names to protect clerks from customer disputes. The friction reflects broader social adjustments as local neighborhoods adapt to a rapidly diversifying frontline service workforce.

    Automation versus headcounts

    The staffing shift follows years of rapid demographic change across Japan. The country’s registered foreign resident population expanded from 2.76 million in 2021 to 3.77 million in 2024, providing the retail and food sectors with vital replacement labor during a period of record-low domestic unemployment.

    Franchise groups must now balance further investments in automated self-checkout kiosks against the ongoing cost of recruiting and training overseas staff. The next operational test comes as major chains review their overnight roster requirements ahead of the 2027 fiscal planning cycle, where store-level wage inflation will determine whether 24-hour operating mandates remain viable across suburban and rural locations.

  • FamilyMart Hires Lady Gaga for Nationwide Japan Recruitment Drive

    FamilyMart Hires Lady Gaga for Nationwide Japan Recruitment Drive

    FamilyMart launched a nationwide recruitment campaign featuring Lady Gaga across Japan on September 25, marking the convenience store chain’s 45th anniversary. The promotional push runs across approximately 11,600 stores equipped with the chain’s in-store digital network, FamilyMart TV.

    The television commercial features the American pop singer styled in an outfit inspired by the retailer’s store uniform and signature striped socks, demonstrating daily store duties in a monochrome setting. FamilyMart is pairing the broadcast spot with exclusive interview segments on its internal digital signage network, where Gaga discusses convenience store work and workplace individuality.

    Screen network and store reach

    FamilyMart is utilizing its proprietary FamilyMart TV network to deliver the recruitment messaging directly to shoppers and prospective store employees at the point of sale. Deploying the video content across 11,600 outlets gives the chain immediate nationwide reach inside high-footfall metropolitan hubs and regional locations alike.

    Using in-store retail media for human resources and brand positioning turns standard customer checkouts into direct recruitment channels. Convenience chains throughout East Asia increasingly use digital signage networks to promote private-label merchandise, app downloads and staffing needs to the same foot-traffic base.

    Changing the convenience store workforce

    Convenience store operators across Japan face severe labor shortages caused by demographic contraction, forcing chains to rethink shift structures, store automation and recruitment appeals. FamilyMart has framed this campaign around attracting workers who want a flexible workplace where staff can embrace individuality.

    Rival operators Seven-Eleven Japan and Lawson have responded to the same demographic headwind by expanding self-checkout kiosks, testing automated night operations and loosening traditional dress codes. For franchisees, staffing stability remains the single largest operational expense and risk to maintaining 24-hour schedules.

    Design push follows Azabudai Hills flagship

    The campaign follows a string of design-oriented branding projects by FamilyMart. In July, the operator opened a flagship store directed by fashion designer Nigo at Tokyo’s Azabudai Hills complex, showing updated apparel lines and experimental retail layouts.

    Pairing high-profile cultural partnerships with core convenience operations shows FamilyMart attempting to elevate its brand equity above routine neighborhood commerce. That strategy supports its Convenience Wear private-label apparel business, which has turned everyday items like socks and basic garments into high-margin revenue drivers across its domestic estate.

    What to watch in Japanese retail labor

    Japan’s convenience store sector continues to measure recruitment yield against rising minimum wage adjustments across prefectures. Operator disclosures in upcoming quarterly earnings will show whether digital recruitment pushes translate into lower franchisee turnover or reduced store operating costs as competition for frontline staff intensifies.

  • Indonesia Passes Labor Law as Unions Hail Victory

    Indonesia Passes Labor Law as Unions Hail Victory

    Indonesia’s parliament passed a new labor law on Oct. 6, 2025. The legislation gives trade unions key statutory protections while raising fresh cost concerns across Southeast Asia’s largest consumer market.

    Union leaders celebrated the vote after years of contentious debate over contract terms and compensation standards.

    Tension Between Payroll Costs and Labor Demands

    The revised statute tightens baseline employment terms across domestic industries. It introduces stronger safeguards around working conditions and job security.

    Corporate employers take a different view. Business groups warn the provisions will elevate direct hiring expenses, reduce workforce flexibility, and complicate compliance during a period of cautious consumer spending.

    Platform Operators and Gig Workers in Focus

    Ride-hailing operators and delivery networks face particular scrutiny under the shifting rules. Jakarta saw street rallies by app-based drivers ahead of the vote. Protesters pushed lawmakers to secure protections for transport and delivery personnel.

    Mandatory increases in driver compensation or formal benefits will alter unit economics for retail logistics networks. Fleet operators must now decide whether to absorb the added expenses. The alternative is passing them to consumers through higher delivery fees.

    Investment Climate Faces Fresh Scrutiny

    Multinational investors view regulatory uncertainty as a persistent headwind in Indonesia. Commercial operators need predictable labor codes when budgeting store expansions, distribution hubs, and fulfillment centres.

    Operational planning poses the immediate challenge for regional enterprises. Human resource divisions across retail, manufacturing, and transport services must recalculate wage structures and contract tenures to align with the statute.

    Next Steps for Implementing Regulations

    Lawmakers continue their push to balance foreign direct investment incentives with domestic labor demands. Previous overhauls sought to streamline hiring rules, sparking sustained pushback from organized labor across industrial zones.

    Attention now shifts to the executive branch. Government ministries must draft implementing regulations to define enforcement dates and specific compliance thresholds across commercial sectors.

  • Singapore Artificial Intelligence Talent Base Expands 565% Since 2016

    Singapore Artificial Intelligence Talent Base Expands 565% Since 2016

    Singapore expanded its share of artificial intelligence talent by 565 per cent between 2016 and 2022, recording the fastest growth rate across the Asia-Pacific region. Hiring for artificial intelligence roles in the city-state outpaced overall domestic employment growth by 14 per cent in 2022.

    Algorithm engineers and data science specialists represent the fastest-climbing job categories across the island. Recruitment demand outstrips candidate supply across data analysis, programming, visual analytics, web development, and digital marketing.

    Employers increasingly hire against demonstrated technical proficiencies rather than formal academic degrees. Globally, 45 per cent of recruiters on LinkedIn used direct skill assessments to fill open vacancies as of April 2023, while professional members added 446 million skills to individual profiles over a twelve-month period.

    Data Science Shortages in Regional Hubs

    Enterprise teams face persistent recruitment friction when staffing advanced predictive modeling and analytics desks. While candidate pools report machine learning exposure at scale, deep specialization in core engineering disciplines lags immediate corporate demand across regional headquarters.

    Singapore outpaced major regional economies including Australia, India, and Japan in the proportional expansion of its technical workforce. Retaining these specialists requires employers to restructure compensation and ongoing education budgets, particularly as non-tech multinationals establish regional data hubs in the Republic.

    Economic Stakes for Consumer and Enterprise Operators

    Retail groups, logistics operators, and financial institutions depend on algorithmic infrastructure to optimize inventory pipelines, pricing models, and supply routes. Without adequate in-house technical talent, enterprises face inflated consultancy fees or delayed deployment schedules for automated operations.

    Regional corporate headquarters situated in Singapore must choose between retraining existing staff or importing senior technical leadership at elevated salary bands. Operations that rely solely on external software vendors risk building fragile data architectures that fail to adapt to rapid market changes across Southeast Asian consumer markets.

    National Upskilling Programs and Policy Baselines

    Public agencies established AI Singapore in 2017 to anchor computational research and practical deployment across domestic industries. The government updated its policy framework through the National AI Strategy 2.0 in 2023, shifting emphasis toward expanding domestic talent pipelines and deploying machine learning applications across public and private sectors.

    International assessments rank the Republic first among 109 economies in artificial intelligence maturity, positioning the city ahead of Denmark and Switzerland based on research output, public preparedness, and learning participation. An economic impact forecast by Google and Access Partnership estimated that artificial intelligence technologies could generate nearly US$150 billion in economic value for Singapore by 2030.

    Targets for the Domestic Labor Pool

    Adult training initiatives continue to integrate commercial coursework into national subsidy frameworks, adding specialized digital training providers to SkillsFuture programs. Course enrollments in generative artificial intelligence exceeded 107,000 participants in Singapore, with working professionals aged 25 to 43 accounting for 62 per cent of total course registrations.

    Corporate hiring managers now track the progress of state targets aimed at tripling the domestic workforce equipped with artificial intelligence proficiencies over a five-year horizon. Recruitment teams enter the next fiscal budgeting cycle balancing tight talent pools against rising enterprise automation requirements.

  • Dassault Systèmes Targets India’s Semiconductor Sector to Build Workforce

    Dassault Systèmes Targets India’s Semiconductor Sector to Build Workforce

    Dassault Systèmes is expanding operations in India’s semiconductor sector this week, focusing its investment on technical workforce training and specialized engineering capabilities across the country.

    The initiative directs the French group’s 3D design and simulation tools toward local chip designers, packaging units, and planned fabrication facilities.

    Software role in chip manufacturing

    Industrial software plays a critical role in modern semiconductor development, from electronic design automation to cleanroom facility modeling and equipment maintenance simulation. Dassault Systèmes provides virtual twin technology that lets manufacturers simulate production lines, chemical flows, and thermal dynamics before pouring concrete or installing lithography tools.

    By introducing these systems early to engineering institutions and local design houses, the company aims to embed its platforms into the foundational workflow of domestic chip projects. Training engineers on proprietary software creates long-term commercial lock-in across production pipelines.

    Tackling the talent bottleneck

    India offers an enormous pool of front-end chip design talent but faces a sharp deficit in specialized fabrication and operational manufacturing engineers. Cleanrooms require precise execution, where minor procedural errors result in ruined silicon wafers and millions of dollars in yield loss.

    Workforce training initiatives close this operational gap by exposing technicians and graduate engineers to simulated cleanroom environments. Virtual training reduces the cost of onboarding while cutting the time required to bring new facilities up to global yield standards.

    Competing for engineering capacity

    Global design and automation vendors are competing aggressively for technical talent across Bengaluru, Hyderabad, and the National Capital Region. Established software players have already expanded their Indian technical centers to support worldwide product development and customer deployments.

    For Dassault Systèmes, positioning its toolsets directly inside university curricula and specialized trade centers defends its market presence against established semiconductor software rivals. Suppliers and fab operators that standardize on identical simulation platforms can coordinate buildouts faster with fewer engineering mismatches.

    The road to operational fabs

    India has approved multiple commercial semiconductor projects, including assembly and testing units and commercial fabrication plants backed by international joint ventures. The success of these facilities depends directly on having thousands of certified engineers ready on day one.

    Suppliers, construction partners, and software providers now face the task of synchronizing equipment delivery and digital systems with operational launch schedules across targeted industrial corridors.

  • Indonesia Middle Class Shrinks to 7.1 Percent as Graduate Joblessness Rises

    Indonesia Middle Class Shrinks to 7.1 Percent as Graduate Joblessness Rises

    Indonesia’s pool of middle-class earners shrank to 7.1 percent of the workforce last year, down from 14.5 percent in 2018, as hiring across major corporate sectors stalled.

    The contraction leaves approximately one million university graduates without employment as commercial enterprises halt capital expenditure and delay operational expansion in Jakarta and regional hubs.

    Corporate Expansion Freezes

    Companies across key commercial sectors have postponed new investments, responding directly to elevated regulatory uncertainty. The freeze has hit white-collar hiring tracks that previously absorbed waves of university leavers entering the formal economy.

    High-skill employment opportunities have contracted sharply across metropolitan centers. Even experienced media and tech staff face extended redundancy periods following broadcast and enterprise budget cuts.

    Middle-Class Purchasing Power Drops

    For consumer brands and retailers, the collapse in middle-class workforce participation reshapes demand across discretionary categories. When salaried positions vanish, household spending pivots immediately toward basic necessities and value formats.

    Operators in apparel, electronics, and specialty food and beverage face thinner margins as middle-income traffic recedes. The risk sits squarely with mid-tier retail chains that expanded footprints on assumptions of steady purchasing power growth.

    Labor Realities Pressure Targets

    Official economic growth ambitions confront deteriorating employment fundamentals across Java and outer provinces. Public job fairs in Jakarta continue to draw thousands of applicants competing for a shrinking roster of entry-level openings.

    The earlier economic trajectory that lifted millions into formal salaried roles during the mid-2010s has reversed. Rising living costs and corporate headcount rationalization now drive skilled workers toward the informal economy or overseas labor markets.

    Regulatory Revisions to Watch

    Enterprise operators are tracking upcoming government policy adjustments on investment rules and labor compliance schedules. Market recovery hinges on whether policy clarity can unlock stalled private sector capital before the next annual graduation cycle adds hundreds of thousands more job seekers to the registry.

  • Doris Magsaysay Ho Becomes First Woman to Win RVR Nation Building Award

    Doris Magsaysay Ho Becomes First Woman to Win RVR Nation Building Award

    Doris Magsaysay Ho has received the Ramon V. Del Rosario Nation Building award in Manila, making her the first woman to win the business honour since its creation in 2010.

    Ho leads the Magsaysay Group of Companies, a Philippine shipping, human resources, and logistics group operating in a sector where Filipino seafarers account for more than 25 percent of the global maritime workforce.

    Workforce Equity in Transport and Logistics

    Women represent only 6 percent of the Philippine seafaring workforce, according to data from UP-CIFAL Philippines, with most concentrated in passenger catering and hospitality rather than technical posts. Under Ho, Magsaysay secured EDGE Assess certification for gender equity after lifting female representation in junior management roles to 45 percent.

    Her group also set up internal support systems for crew members. The company operates Fundamayan for family emergency aid and MATTERS, a dedicated program handling healthcare, financial literacy, and career planning for Filipino crews deployed globally.

    Training Capacity and Regional Board Leadership

    To secure skilled labour for international routes, Magsaysay partnered with Japan’s Mitsui O.S.K. Lines in 2018 to establish the MOL Magsaysay Maritime Academy, a facility built to train up to 1,000 cadets annually.

    For supply chain operators across Southeast Asia, crewing and vessel management remain critical bottlenecks as global fleets push for higher compliance and skilled technical crews. Previous recipients of the award include SM Group founder Henry Sy Sr., Jollibee Foods founder Tony Tan-Caktiong, and Ayala Corporation chairman Jaime Augusto Zobel de Ayala.

    The award is administered by the PHINMA Group, De La Salle University, the Asian Institute of Management, and Junior Chamber International Manila, with candidate evaluations conducted annually.

  • KPMG Australia Cuts Almost 400 Jobs as Consulting Revenue Plunges 17 per Cent

    KPMG Australia Cuts Almost 400 Jobs as Consulting Revenue Plunges 17 per Cent

    KPMG Australia is eliminating 387 jobs across its consulting and business operations following steep declines in advisory demand and an ethics scandal. The reduction removes 360 employees and 27 partners, representing roughly 5 per cent of the firm’s national headcount.

    Annual revenue at the partnership fell 1 per cent in the twelve months through June, dragged down by a 17 per cent drop in consulting income. The retrenchments reflect both broader corporate spending pullbacks and internal turmoil surrounding allegations that staff misused confidential client information to win commercial contracts.

    Advisory Slowdown and Restructuring

    The firm confirmed on August 24 that it reviewed workforce requirements against persistent economic weakness and the fallout from conduct and whistleblower investigations. Management plans to consolidate several operational units to align local practices with KPMG’s global advisory structure.

    Demand for corporate advisory across Australia has cooled sharply over the past year as private enterprises and government departments curb discretionary spending. For major accounting partnerships, that pullback has exposed high overhead costs built during the post-pandemic consulting boom.

    Tighter Oversight for Big Four Firms

    Corporate clients across the region have tightened governance audits on external advisors following repeated conduct disclosures across the sector. Macquarie Group recently sought formal guarantees from KPMG that confidential banking data had not been compromised during tender processes.

    Canberra is drafting legislation to expand statutory oversight across the consulting sector, introducing steeper fines and enhanced investigatory powers. Australian lawmakers will review the proposed regulatory framework in upcoming parliamentary sessions.

  • Shein Shrinks Vietnam Operations Amid US Trade Policy Shifts and Local Workforce Challenges

    Shein Shrinks Vietnam Operations Amid US Trade Policy Shifts and Local Workforce Challenges

    Over a year ago, Chinese fast-fashion retailer Shein embarked on an ambitious plan to make Vietnam its main export base. Shein started leasing 15 hectares of warehouse facilities near Ho Chi Minh City, which is approximately the size of 21 football pitches. The strategy seemed to be a high-risk, high-reward approach during its conception in late 2024.

    At that time, the US seemed likely to scrap its duty exemptions for small parcels from China, which formed the backbone of Shein’s business model. Simultaneously, the newly re-elected US President Donald Trump was fueling apprehensions about an intensified trade war. By April 2025, US tariffs on numerous Chinese commodities had soared to an astounding 145%. This environment prompted Shein to encourage its major Chinese suppliers to establish manufacturing bases in Vietnam.

    A Sudden Change of Plans

    However, this ambitious plan has not unfolded as Shein had hoped. Presently, Shein, which is preparing for its Initial Public Offering (IPO), has significantly scaled back its operations in Vietnam. The company, popular for its affordable range of apparel, has reduced its leased area to 6 hectares from the original 15, according to insiders familiar with the matter. One individual with direct knowledge of the situation even suggests that only one-third of the initially planned site is currently operational.

    Since April, the company has started massive layoffs, with more expected to follow. Warehouse workers have reported significant downsizing, with some teams retaining only a quarter of their workforce, while others have experienced even more layoffs. During a recent site visit, only a few employees and a handful of trucks were observed, indicating a sharp contrast to the bustling activities in adjacent warehouses.

    Scalability and Speed Over Tariffs

    Contributing factors to Shein’s decision to scale back include abrupt shifts in US trade policies, the company’s heavy reliance on Chinese suppliers, and the realization that manufacturers in other countries may not accept the same supplier conditions. Moreover, Vietnamese workers have shown reluctance to work the long hours for low wages, a business model Shein’s Chinese network of suppliers complied with.

    Shein’s business model depends on speed and flexibility, producing millions of styles in small batches at very low margins. However, manufacturers who moved their operations to Vietnam have found it less viable due to lower efficiency and have subsequently returned to China.

    As a result, Shein is now focusing more on its operations in Guangzhou and the broader Guangdong province. CEO Sky Xu announced a plan to invest 10 billion yuan (US$1.5 billion) in a smart supply-chain system in the region.

    Despite Shein’s recommitment to China, some domestic suppliers are hesitant to reciprocate, as they have experienced stagnation or minimal growth in orders from Shein. Some have begun supplementing their income by opening stores on other e-commerce platforms.

    Questions & Answers

    Why did Shein scale back its operations in Vietnam?
    Shein’s move was influenced by abrupt shifts in US trade policies, the company’s heavy reliance on Chinese suppliers, and Vietnamese workers’ reluctance to work long hours for low wages.

    How was Shein’s business model affected by these changes?
    The company’s business model, which depended on speed, flexibility, and low margins, was disrupted as manufacturers found operations in Vietnam less viable due to lower efficiency.

    What is Shein’s current strategy following this setback?
    Shein has chosen to refocus on its operations in Guangzhou and the broader Guangdong province in China, with plans to invest 10 billion yuan in a smart supply-chain system in the region.

  • Revolut Set to Triple Singapore Workforce: Spearheading Fintech Innovation and Regional Expansion

    Revolut Set to Triple Singapore Workforce: Spearheading Fintech Innovation and Regional Expansion

    Revolut, a leading fintech company based in London, has announced its intention to triple the size of its workforce in Singapore over the next few years. This decision is primarily aimed at bolstering product innovation and facilitating regional expansion.

    The fintech giant is collaborating closely with the Singapore Economic Development Board (EDB) and its investment division, EDBI. This partnership has been instrumental in the company’s growth, with the number of employees in Singapore having doubled between 2024 and 2025.

    Revolut’s expansion initiatives extend beyond Singapore. The firm recently established its global tech hub in Manila, and it is currently studying the possibility of venturing into several other markets across Asia.

    Revolut is highly optimistic about its long-term prospects in Asia, viewing Singapore as a pivotal point for its regional activities. Victor Stinga, Revolut’s Chief Financial Officer, lauded the strategic investment from EDBI. According to Stinga, this investment validates Revolut’s ambitious plans in Asia and emphasizes Singapore’s crucial role in these plans.

    Furthermore, the backing from EDBI enhances Revolut’s ability to invest with both ambition and discipline. By doing so, the company aims to escalate its product capabilities, deepen its regional presence, and build robust operations to support its steady growth.

    Questions & Answers

    What are Revolut’s plans for its Singapore workforce?
    Revolut intends to triple its workforce in Singapore within the next few years to support product innovation and regional expansion.

    How has the partnership with the Singapore Economic Development Board (EDB) and EDBI impacted Revolut’s growth?
    The partnership has been instrumental in Revolut’s growth, helping it to double its headcount in Singapore between 2024 and 2025.

    What are Revolut’s expansion plans in Asia?
    In addition to tripling its workforce in Singapore, Revolut has recently launched a global tech hub in Manila and is evaluating the possibility of expanding into several other markets across Asia.

  • Singapore Injects $466,000 Lifeline Into Workforce: Relief for Workers Stranded by Company Liquidations

    Singapore Injects $466,000 Lifeline Into Workforce: Relief for Workers Stranded by Company Liquidations

    Between 2023 and 2025, the Singapore government allocated SGD600,000 (US$466,000) from its short-term relief fund to provide financial aid to 260 employees who were left without pay when their companies went into liquidation. The relief fund aims to support employers who genuinely cannot meet their salary obligations due to business failure, according to Manpower Minister Tan See Leng.

    Regulations and Protections

    Companies that intentionally refrain from paying wages despite having the resources to do so will potentially face legal consequences for violating employment laws when their businesses are liquidated, Minister Tan pointed out. While his ministry does not actively monitor the total count of workers left unpaid as a result of corporate liquidations, he highlighted the government’s understanding of the crucial nature of employees’ salary claims during such circumstances.

    Support Beyond Financial Aid

    Apart from offering aid via the short-term relief fund, the government also assists impacted workers in finding and securing new opportunities with promising long-term prospects through career-matching services and training programs.

    The SkillsFuture Jobseeker Support scheme provides eligible workers who lose their jobs involuntarily with up to SGD6,000 over a six-month period. For lower-income households that require assistance with basic expenses, they can seek financial support from their local social service office.

    Minister Tan emphasized the government’s encouragement and support for Singaporeans to maintain their career health and remain relevant in their professional roles.

    Labour Market Outlook

    Minister Tan also shared insights about the labour market. The financial and insurance services, professional services, and information and communications sectors have been actively hiring and seeing wage growth for professionals, managers, executives and technicians.

    As of September 2025, these sectors had 14,200 job openings, a rise from 12,600 in the previous year. The roles within these sectors are suitable for fresh graduates, according to Tan. He further noted that real median incomes in these sectors in 2025 grew at a rate that exceeded the overall median income increase of 4.3%.

    Questions & Answers

    What is the purpose of the Singapore government’s short-term relief fund?
    The fund is designed to assist employers who genuinely cannot pay their employees’ salaries due to business failure.

    What kind of support does the government provide for workers affected by corporate liquidations, apart from financial aid?
    The government offers career-matching services and training programs to help these workers find and secure new jobs with promising long-term prospects.

    What are the job prospects in Singapore’s labour market according to Manpower Minister Tan See Leng?
    According to Minister Tan, the financial and insurance services, professional services, and information and communications sectors are actively hiring and seeing wage growth, making them promising sectors for job seekers.

  • Japan Bolsters Benefits to Retain Vietnamese Workforce Amid Economic Shifts

    Japan Bolsters Benefits to Retain Vietnamese Workforce Amid Economic Shifts

    Yoshihisa Tawara, a Japanese business owner, is taking measures to improve benefits for his Vietnamese employees in order to secure their continued employment. Tawara’s concerns arise from the fear that rapid economic development in Vietnam, combined with an increasing yen, may discourage Vietnamese workers from seeking employment in Japan.

    On the Frontline of Japan’s Canning Industry

    At the Choshi fishing port in Chiba Prefecture, Ho Thi Thuy Nhung begins her shift at eight in the morning. In a display of raw skill and concentration, she deftly cuts off fish heads and tails and sends them down the grill line. Initially, she found the intricacy of the process overwhelming but has since fully adapted.

    Nhung is one of 16 Vietnamese employees who work alongside 64 others at the canning factory. Tawara, the factory’s general director, asserts the indispensable role of migrant workers in the functioning of leading industries in Chiba – particularly within the canning sector. They tackle a vast range of tasks, from fishing to unloading and processing.

    The Complexity of Migrant Work

    Nonetheless, Tawara is increasingly concerned about whether employees like Nhung will choose to continue working in Japan. His worries are not baseless. Japan’s population is aging, and Southeast Asian nations, notably Vietnam, are making leaps in economic advancement and offering increasingly competitive salaries.

    Nhung moved to Japan for work last summer, leaving behind her family in Vietnam. Despite working strenuously for 14 hours each day in Vietnam, she was only earning US$500 a month, barely managing to cover her family’s living expenses. Her husband was also struggling financially.

    The decision to take a $3,800 loan and relocate to Japan for work was a significant risk for Nhung. Despite the challenges, she felt compelled to secure a better future for her son. Today, she earns approximately $830 a month (after taxes and other deductions) and sends $510 back home.

    Improving Conditions for Migrant Workers

    Recognizing the importance of migrant workers such as Nhung, Tawara has initiated significant changes to his business. He transformed a three-story townhouse into a fully furnished dormitory for his employees and furnished it with all necessary amenities, including cooking appliances. Over the past three years, he has prioritized hiring women over 30, valuing their resilience and professional dedication.

    In light of the current situation, Japanese authorities are planning to overhaul the existing technical internship program, criticized for labor exploitation, with a new scheme in 2027 that will offer more benefits to workers.

    Nhung hopes to achieve financial stability and return to Vietnam within the next three years. In contrast, her colleague, Nguyen Thi Kim Thuan, has decided to stay longer to support her two children through college.

    According to Tawara, migrant workers don’t just come to Japan for work – they have lives and the right to make their own decisions. If they elect to stay, he believes employers have a duty to offer support and companionship on their journey.

    Questions & Answers

    What does Yoshihisa Tawara attribute the success of his canning factory to?
    Tawara believes that the significant contribution of migrant workers is fundamental to the smooth functioning of his canning factory.

    What are the main factors causing concern about Vietnamese migrant labor in Japan?
    The rapid economic growth in Vietnam and the weakening yen in Japan are the main factors causing concern about the future of Vietnamese migrant labor in Japan.

    What steps has Yoshihisa Tawara taken to improve the conditions for his Vietnamese workers?
    Tawara has provided a fully furnished dormitory for his workers, equipped with all necessary amenities. Additionally, he has prioritized hiring women over 30, recognizing their perseverance and professional commitment.

  • Singapore Workforce Trends 2026: Job Hugging, Emotional Salaries and the Death of 9-to-5

    Singapore Workforce Trends 2026: Job Hugging, Emotional Salaries and the Death of 9-to-5

    Recent data from the international payroll and HR platform, Deel, has highlighted five emerging trends that are set to significantly influence Singapore’s work culture and employee decision-making processes by 2026. These findings present a significant shift in the current landscape, challenging employers to rethink strategies surrounding talent retention, workspace design, and compensation.

    Decrease in Job Switching

    Singapore’s workforce has recently observed a notable decline in the frequency of job switching. This rising preference for maintaining a steady career, termed “job hugging,” is not fueled by employee loyalty but rather by a careful approach to career stability. Given the current state of economic unpredictability, workers are beginning to prioritize job security over swift career progression.

    Increasing Importance of Emotional Salary

    With the growing strain on standard pay packages due to inflation and budget constraints, employers are starting to focus on “emotional salary” to attract and retain talent. This concept encompasses various aspects such as recognition, flexibility, autonomy, purpose, and opportunities for personal development. Statistics highlight this trend, showing that only 13% of employees believe their salary has maintained pace with inflation, while 79% desire more flexible payment schedules, and 54% seek greater control over their compensation structure. This data indicates a workforce that values emotional and financial well-being as much as monetary compensation.

    Adoption of Microshifting

    Traditional 9-to-5 workdays are evolving into a more adaptable model through the concept of “microshifting.” This model allows employees to segment their workday into shorter, concentrated periods of work that align with their energy levels and personal needs, ranging from rest to exercise to caregiving. The outcome is a more flexible, productivity-centered work rhythm.

    Shift Towards Conscious Unbossing

    “Conscious unbossing” is a new trend where employees, particularly Gen Z, are consciously moving away from managerial roles to prioritize balance, autonomy, and wellness. This gradual shift is leading employers to reconsider their leadership succession plans as fewer employees express interest in climbing the corporate ladder.

    Rising Career Pressures

    The surge of polished success narratives on professional networks is amplifying what is known as “LinkedIn envy,” a phenomenon where employees grapple with feelings of inadequacy by constantly comparing themselves to others. As career achievements become more public, the emotional pressure escalates, reminding employers of the increasing correlation between psychological well-being and career contentment.

    Forecast for Singapore’s Talent Landscape in 2026

    These emerging trends suggest that employees are reshaping their definition of success and adjusting their expectations of employers. Organizations can seize this opportunity by accommodating these changing priorities through enhancing emotional and financial support, modernizing payroll systems, and overhauling the employee experience from its very foundation.

    Karen Ng, the Regional Head of Expansion, Enterprise, North and South Asia at Deel, explains, “In Singapore, the traditional career path is undergoing a transformation process as employees navigate not only economic turbulence but also evolving personal priorities. The trend of employees ‘hugging’ their current roles due to a yearning for stability is on the rise. When employees feel financially stable and emotionally supported, they are not only more likely to stay but also more likely to positively contribute to organizational growth.”

    Questions & Answers

    What is “job hugging”?
    Job hugging refers to the trend of employees opting to remain in their current roles rather than seeking new opportunities. This trend is driven by a desire for stability and predictability in uncertain economic times.

    What is “emotional salary”?
    Emotional salary refers to non-monetary benefits used to attract and retain talent. This can include recognition, autonomy, purpose, flexibility, and personal development opportunities.

    What is “conscious unbossing”?
    Conscious unbossing is a trend where employees, particularly from Gen Z, are intentionally stepping away from management tracks in pursuit of balance, autonomy, and well-being.