DOCSLIB.ORG

NEWSLETTER NEWSLETTER June 2014 Issue 2

Total Page：16

File Type：pdf, Size：1020Kb

Download full-text PDF Read full-text
NEWSLETTER NEWSLETTER June 2014 Issue 2 ANTICORROSION PROTECTIVE SYSTEMS Coatings & Linings Pipeline Rehabilitation Division Division NEWSLETTER www.aps-corporate.com NEWSLETTER June 2014 Issue 2 Sneak Peek in this Issue: Message from the Chairman Message from the Chairman This month, I find myself penning the Chairman’s letter from the News and Events comfort of the lounge in the Intercon Hotel in Kuala Lumpur, having just checked in early this morning. It’s a good location to do Marketing News so. From where I am sat right now, I can look out of the window, across the road and see into the windows of our 21st story office in HSE Updates JalanBinjai. I’m looking forward to what I know will be a busy two weeks in town, filled with meetings with Petronas, the Subsea Asia APS Corporate Identity Exhibition, staff interviews and side trips to Labuan and possibly – APS Strapline even China. I am being joined on this trip by Terry Galvin, who will be leading HR Corner the interview process for a new Chief Operating Officer here in KL, necessitated by the new contracts that have recently been flowing Employee Spotlight in to APS Malaysia. We currently have 4 kms. of IFL pipeline rehabilitation, split over 4 pipelines that must be completed before the end of this year, the materials APS Corporate Identity for which are under manufacture as we speak. Next year, we anticipate the quantity will increase to – APS Website as much as 10 kms, representative of very respectable growth. New Faces in APS Malaysia Joining me also, are Jim Dymock and Saeed, here to tackle issues relative to the finalization of project documentation and software development. A busy period indeed for all concerned. Upcoming Events One of the principal aspects we have to consider during the employment of any senior manager is how the individual candidates may fit in with the core values of the company. Many of you will have Offshore Northern Seas Stavanger, Norway, August 25-28 heard that we shall also soon be beginning the search for Graham Young’s ultimate successor, with the plan established to bring in somebody to work alongside him for an extended period whilst they Oil & Gas Thailand 2014 learn the ropes. During the course of formulating an idea of what it is we are looking for in such Bangkok, Thailand, September 2-4 candidates, it has been an interesting and useful exercise in terms of remembering the Values and No Dig Live 2014 Visions that have historically made APS a success. These values run through the core of all that we Coventry, UK, September 16-18 do. They are more than just guidelines, they represent a true belief in what the company stands for in terms of excellence and service to the customer. They must be understood, appreciated and ADIPEC 2014 Abu Dhabi, UAE, November 3-6 remembered by every company employee. OSEA 2014 This year represents our 36th year as an entity here in the United Arab Emirates. For 36 years we have Marine Bay Sands, Singapore claimed to be the best at all that we do. It’s all well good to make those claims, but can we and do we December 2-5 still truly deliver? Can we and do we still have justification to be able to take pride in all that we do in a way we once did? I am a huge believer in leading by example and I can assure you all that from the top down, the enthusiasm toward the deliverance of excellence is no less burning bright now, than it was 36 years ago. I do however have a sense that we all occasionally need reminding of our values and for that reason, shall be making a determined effort over the weeks ahead to reinforce the beliefs that I feel are most important to the business and to each and every one of us. I hope that you will enjoy this, the second of our monthly publications and my thanks again to those who contribute and those also, who work so hard in the preparation of the edition. Specialized in Quality – Since 1978 Specialized in Quality – Since 1978 ANTICORROSION PROTECTIVE SYSTEMS Coatings & Linings Pipeline Rehabilitation Division Division www.aps-corporate.com NEWSLETTER June 2014 Issue 2 NEWSLETTER News and Events MARKETING NEWS - EVENTS AND EXHIBITIONS Major Projects • IFL: Sarawak Operation - PETRONAS SKO: 4 pipelines of 6” with IFL to be completed before the end of 2014 • Pipeline Rehabilitation: Occidental of Oman 4-year call out contract; HDPE Compression Fit Lining (CFL); first work-order worth over 2 million USD • Coatings & Linings: Gorica – Baker Hughes – Lining of 40 frac- tanks and 6 road transporters • Coatings & Linings: Shell Nigeria – External coating & Neoprene cladding of 236 bends, 24” APS Contract Signing with Al Ghalbi Our Pipeline Rehabilitation Division Head, Steven Latimer, secured a 4-year call-out contract for HDPE Compression Fit Lining with the end-user Occidental Of Oman and the main contractor Al Ghalbi. Dale Fisk, APS Commercial Manager, is seen here in the picture shaking hands with Al Ghalbi’s Projects Director, Eng. Salim Yaarubi during the contract signing ceremony on the 19th of May. “We are now in full swing to prepare for execution of the first work-order, worth over 2 million USD, starting in the month of July. This 4-year call-out contract is marking the return of APS to Oman with With the 2014 the CFL technology and is a first step in realizing the ambitious targets set for our Pipeline Rehabilitation Division over the coming years”; according to Steven Latimer. World Cup in Brazil opening, footie fever is about to grip the “Offshore visit in China for China Oil Company” country. Get involved Dean Wilson and Saeed Mohammed Wazed recently went on a site visit and be a winner with offshore China for an IFL project for China National Oil Company. The site visit our very own World was conducted to assess the practical conditions on the basis of which an official proposal will be submitted to CNOC for IFL lining a 2.7 KM – 12” flow line. cup sweepstakes. A similar site visit is planned in the month of June with Dean Wilson and Steven 32 nations gunning Latimer, offshore Abu-Dhabi for the operating company ZADCO for IFL lining for glory at the 2014 of a 3.6KM - 8” flow line. It is expected that both projects will be executed World Cup. For APS somewhere in the first quarter of 2015. staff who joined, each will be allowed IFL Video goes live in youtube! to have one team. Names of all participants in one hat and names of the teams in another hat. In this way draw APS Headquarters Relocation: Progression is On will be as random New video for IFL Installation has been A design review of the existing Zetas facility was under- taken and considerable modifications to as possible. APS uploaded in youtube and is already the layout & impro-vements were planned. shared to different groups in LinkedIn. Winners with their The facility upgrade is overseen by Robert Walters, Group Chairman and Dr Terry Galvin, Group HR Check this out! winning team will be Director. We’ll keep you updated, so stay tuned. officially announced on July Newsletter. MARKETING NEWS - EVENTS AND EXHIBITIONS “All in One Rhythm” SPE Asset Integrity Management - “Changing the Culture, Raising the Bar” The SPE Asset Integrity Management was held on 13th to 14th of May 2014 at Park Hyatt Abu Dhabi Hotel and Villas, Saadiyat Island Abu Dhabi, UAE. The workshop aimed to explore asset integrity management taking a wider view “In any given beyond inspection, maintenance, and repair moment we have activities and consider the wider asset two options: integrity risks and concerns sometimes to step forward highlighted as a root cause of substandard into growth or equipment integrity. to step back The two day workshop has maximized into safety” the exchange of ideas among attendees and presenters through brief technical - Abraham Maslow presentations followed by extended Q&A periods. This event was attended by Dennis Snijders and Jim Dymock, who was one of the presenters. Specialized in Quality – Since 1978 ANTICORROSION PROTECTIVE SYSTEMS Coatings & Linings Pipeline Rehabilitation Division Division NEWSLETTER www.aps-corporate.com NEWSLETTER June 2014 Issue 2 MARKETING NEWS - EVENTS AND EXHIBITIONS 1st Annual International Pipeline Coating Conference 2014 SUBSEA Asia 2014 June Celebrants The SUBSEA Asia 2014 Conference took place on the 11th of June 2014 while the SUBSEA Asia 2014 Exhibition opened its doors to Exhibitors and Trade Visitors from 12-13 of June. This event 2nd - Mohd Salleh Awang took place at Kuala Lumpur Convention Centre. This event 8th - Romeo Carpio was Asia’s most specialised 11th - Veron Lim The 1st Annual International Pipeline Coating Conference subsea engineering and leading sales platform for technology was launched on 28-29 May 2014 in Sofitel Abu Dhabi, 18th - Jim Morse UAE. This is the first event of its kind to be held in the suppliers looking to capitalise in Middle East. This has been attended by Graham Young this expanding sector. 26th - Steven Latimer and Dennis Snijders. HSE Updates-Incentives and Rewards for Health & Safety APS has introduced the “Monthly Incentive and Rewards for Health & Safety” last May 2014. The launching of this HSE Incentive Scheme is to promote motivation for employees by modifying employee behavior through awareness and awards which helps to become more proactive in correcting potential hazards, unsafe conditions and behaviors resulting in strengthening our company safety culture. This implementation has been initiated by our HSE Manager, Afroz Aga. HSE Award Committee consists of: Safety Manager l HSE Officerl Yard Supervisor l Yard Coordinator Below are the May HSE Awardees presented by Dean Wilson and Roger Pitt.
Load more

Recommended publications
  • Annual Report 2019
    www.robertwaltersgroup.com Strategic Report Introduction Powering people and organisations to fulfil their unique potential. The Robert Walters Group With a reputation for in-depth is a world-leading specialist sector knowledge and outstanding professional recruitment business. service, we build long-term, high-quality, strategic relationships With over 4,000 staff in 31 countries, with start-ups, SMEs and the we deliver specialist recruitment world’s largest multinational consultancy, staffing, recruitment corporates. process outsourcing and managed services across the globe. Our commitment to teamwork, integrity, passion, innovation and We match highly skilled quality means that we are always professionals to permanent, striving to set the standard for the contract and interim roles across industry. We deliver engaging the disciplines of accountancy candidate experiences and power & finance, banking, engineering, rewarding careers, giving talented HR, IT, legal, sales, marketing, individuals the freedom to choose secretarial & support and supply and the opportunity to grow. chain & procurement. Strategic Report Directors’ Report Financial Statements Contents 2019 Highlights Strategic Report Statutory reporting Adjusted reporting, excluding 1 2019 Highlights the impact of IFRS 16 Leases 2 Robert Walters Group at a Glance 4 Chairman’s Statement 1% 6 Chief Executive’s Statement 9 Market Opportunities and Key Trends 12 Strategy in Action 22 People and Culture £1.22bn 31 Innovation Revenue 34 Corporate Social Responsibility 2018: £1.23bn
    [Show full text]
  • Capital Markets Presentation 2019
    ・ ・ ・ ・ ・ ・ ・ ・ ・ ・ ・ ・ ・ ・ ・ ・ ・ ・ ・ ・ ・ ・ ・ ・ ・ ・ ・ ・ ASIA PACIFIC Toby Fowlston, CEO Asia Pacific EMEA and AMERICAS Antoine Morgaut, CEO EMEA and Americas RESOURCE SOLUTIONS Oliver Harris, CEO Resource Solutions INNOVATION Faye Walshe, Group Innovation Director 2 © Robert Walters plc Mission: to be the leading global specialist professional recruitment group Specialist professional Clerical recruitment Recruitment process recruitment Europe outsourcing 3 © Robert Walters plc Purpose Powering people and organisations to fulfil their unique potential Principles Innovation, teamwork, integrity and passion – these principles Robert are the foundation stones of the activity of all staff worldwide Walters Strategy Group The Group’s strategy for growth is centred on organic international expansion and discipline diversification; ensuring a balanced footprint covering mature and developing markets: ▪ International expansion – driving growth through expansion into new geographic locations ▪ Discipline diversification – driving growth through the building of scale in existing disciplines and the launch of new disciplines 4 © Robert Walters plc ROBERT WALTERS ALAN BANNATYNE Chief Executive Chief Financial Officer Officer 34 * 17 * TOBY FOWLSTON ANTOINE MORGAUT OLIVER HARRIS CEO CEO CEO Asia Pacific EMEA and Americas Resource Solutions 20 * 20 * 21 * *denotes length of tenure 5 © Robert Walters plc UK – 28% of Group NFI APAC – 37% of Group NFI 23% 22% 31% London 2014: 84% Japan 2014: 26% Regions 2014: 16% Australia 2014: 29% Hong Kong 2014: 12%
    [Show full text]
  • A DEFINITIVE GUIDE to OUTSOURCING VOLUME 3: TOTAL TALENT ACQUISITION (TTA) Welcome 2 | Introduction INTRODUCTION
    A DEFINITIVE GUIDE TO OUTSOURCING VOLUME 3: TOTAL TALENT ACQUISITION (TTA) Welcome 2 | Introduction INTRODUCTION In this short, three-volume series we’re going to help you decide which model of outsourced recruitment might be best for your business by exploring the three models in detail: 1) Managed Service Provider (MSP) Think about all the administration and compliance involved in recruiting top talent. The invoicing 2) Recruitment Process Outsourcing (RPO) of multiple agency vendors. The (online) timesheets for contractors. The exorbitant costs of 3) Total Talent Acquisition (TTA) advertising your vacancies. A lack of suitably qualified candidates. The list goes on… Whatever you may be doing now, or planning to do Wouldn’t it simplify your life if you could hand all that over to an expert? A provider who can in the future, we believe there is something relevant generate cost efficiencies, mitigate recruitment risk and above all find you the talent you need, for your organisation, no matter what stage of the when you need it most – minimum fuss and maximum impact. And all while having an industry process you’re at. expert on-site with your team, 100% dedicated to you. Throughout the series we reference results from At Resource Solutions, we know only too well that there is no ‘one size fits all’ solution. a survey of 500 HR professionals, conducted by The recruitment landscape is changing at a rapid pace and there have been notable Resource Solutions for their 2018 Recruitment developments in the industry. We’re excited to be shaping this ground-breaking journey.
    [Show full text]
  • Corporate Social Responsibility
    Strategic Report Corporate Social Responsibility Corporate Social Responsibility Corporate social responsibility (CSR) 2019 at a glance flows from our purpose, defining £167,300 donated to the way we engage with our employees, charity in 2019. candidates and clients, as well as the Continued inclusion in the local communities where we work. FTSE4Good Index for the 11th consecutive year. From environmental stewardship Once again carbon-balanced to philanthropic initiatives, our CSR for the year and already strategy ensures we operate in a exceeding our 2023 carbon reduction target. socially responsible way and strive to be a force for good in society. 34 Robert Walters Group plc Annual Report and Accounts 2019 Strategic Report Directors’ Report Financial Statements How our purpose defines our CSR strategy Establish policies and initiatives Our Purpose Explore areas Powering people and Measure and for development organisations to fulfil monitor performance their unique potential. Communicate to stakeholders Our areas of impact Environment and climate change long-term careers of purpose to our The Group acknowledges the global employees. This, in turn, promotes and opportunity threat posed by climate change and a loyal client and candidate base Since 2008, we’ve been is taking positive steps to reduce for our business, ensuring lasting, our environmental impact and offset sustainable growth. a constituent member of our carbon emissions. Since 2015, our We’re also committed to powering the FTSE4Good Index, which global operations have been certified people and communities around the recognises the measures we’ve as carbon-balanced by the UK’s world to fulfil their own unique potential taken to reduce the impact of Woodland Trust and the World Land through innovative sponsorships and Trust’s Carbon Balanced programme.
    [Show full text]
  • Interim Results Presentation 2019
    ・ ・ ・ ・ ・ ・ ・ ・ ・ ・ ・ ・ ・ ・ ・ ・ ・ ・ ・ ・ ・ ・ ・ ・ ・ ・ ・ ・ Mission: to be the leading global specialist professional recruitment group Specialist professional Clerical recruitment Recruitment process recruitment Europe outsourcing 2 © Robert Walters plc Purpose Powering people and organisations to fulfil their unique potential. Principles Innovation, teamwork, integrity and passion – these principles Robert are the foundation stones of the activity of all staff worldwide. Walters Strategy Group The Group’s strategy for growth is centred on organic international expansion and discipline diversification; ensuring a balanced footprint covering mature and developing markets: ▪ International expansion – driving growth through expansion into new geographic locations ▪ Discipline diversification – driving growth through the building of scale in existing disciplines and the launch of new disciplines © Robert Walters plc © Robert Walters plc Record half-year performance ▪ Net fee income up 9% (7%*) to £204.9m (2018: £188.6m) ▪ Operating profit up 6%** (4%*) to £21.9m** (2018: £20.7m) ▪ Profit before taxation up 5%** (4%*) to £21.7m** (2018: £20.6m) ▪ 74% (2018: 72%) of net fee income generated from international businesses ▪ Japan and France, the Group’s two largest businesses, both delivered double digit growth in net fee income ▪ Continued investment in growing Group’s international footprint – new country (Mexico) and four new offices (Cologne, Nantes, Thailand Eastern Seaboard, Utrecht) in existing markets ▪ Group headcount now stands at 4,323 (2018: 3,996) Regional analysis ▪ Asia Pacific – net fee income up 10% (8%*), operating profit up 6%** (2%*) ▪ Europe – net fee income up 10% (11%*), operating profit up 5%** (6%*) ▪ UK – net fee income up 1%, operating profit down 1%** ▪ Other International – net fee income up 25% (20%*), operating profit up 172%** (146%*) * Constant currency is calculated by applying prior year exchange rates to local currency results for the current and prior years.
    [Show full text]
  • Women Who Inspire: 20 Stories from Across Asia
    WOMEN WHO INSPIRE 20 STORIES FROM ACROSS ASIA A Robert Walters group company MESSAGE FROM THE CHAIRMAN Learning from others and their experiences is the fastest way to grow and I wish I had a mentor to give me this advice. Carol Hui, Chairman, Robert Walters For over 30 years, Robert Walters has been committed to helping businesses around the globe find the very best talent, and professionals build their careers. In our role, we get to open doors to opportunities, powering people and organisations to fulfil their unique potential. Encouraging greater diversity and inclusion is one way we achieve our purpose and on this International Women’s Day, we hope to further this conversation by celebrating women. When I look back on my own career, I’m proud of putting in the hard work to get to where I am today. However, if I were to do things differently, I would tell my younger self to build my network and find myself role models, mentors and coaches. Learning from others and their experiences is the fastest way to grow and I wish I had a mentor to give me this advice. That is why we’ve compiled stories of 20 women across Greater China and South East Asia who have taken brave and bold steps in their journey towards their own version of success. For some, they define success as dreaming big and overcoming the odds to achieve the seemingly impossible; for others, it is about creating positive impact and finding balance within their myriad roles as a professional, manager, daughter or mother.
    [Show full text]
  • Robert Walters | Salary Survey 2020
    SALARY SURVEY 2020 CANADA WE ARE POWERING PEOPLE AND ORGANISATIONS TO “ FULFIL THEIR UNIQUE POTENTIAL. ” WELCOME TO ROBERT WALTERS SPECIALIST PROFESSIONAL RECRUITMENT Since opening our doors over 30 years ago, people have been at the heart of everything we do, from the jobseeker to the hiring manager and those who bring them together. As a market-leading global recruitment group, we see our role as that of a trusted advisor – helping our candidates and clients to build fulfilling careers and grow effective teams both now and into the future. As we continue to grow internationally, we remain committed to our founding principles: a strong team-based culture that puts clients and candidates first, a passion for quality in all that we do, a commitment to treating people with integrity, and an innovative spirit that propels us to constantly improve. These values lead us to prioritise building long-term relationships – we advise and consult but never force people into making decisions that aren’t right for their business or career goals. We believe that our consultative approach sets us apart from the competition and continues to cement our reputation as a recruiter of choice, trusted by the world’s leading organisations and professionals. In addition, we are experts in the disciplines we recruit for, enabling us to provide our clients and candidates with quality insights into hiring and salary trends. Our regional Salary Surveys are designed to help you make informed hiring decisions ROBERT WALTERS, and salary negotiations. If you would like to discuss these topics further, please CHIEF EXECUTIVE OFFICER don’t hesitate to contact your local Robert Walters office listed in the back of this book.
    [Show full text]
  • Is Your Workplace Culturally Fit? Foreword
    SPECIALIST PROFESSIONAL RECRUITMENT IS YOUR WORKPLACE CULTURALLY FIT? FOREWORD Increasingly, employers say that they place a high priority on ensuring their people are a good cultural fit for their organisation. However, the thorny issue is that “cultural fit” is a subjective term and it’s not always defined in the minds of business leaders, let alone their employees. Cultural fit is not simply finding out whether candidates are likely to “get along” with their colleagues. There’s more to it than that. Hiring managers need to be crystal clear about what their culture is today and what they want their culture to be in the future. Only then can they clarify the values and behaviours they need within their workforce. At Robert Walters we talk to a vast number of hiring managers and candidates every day. Speaking to staff when they join and exit, we see how cultures compare across employers in numerous industries. This whitepaper is an extension of that. We’ve surveyed hiring managers and professionals across Australia and New Zealand to get a snapshot of how well employers are currently assessing cultural fit, and the factors that lead to cultural success or failure. I hope you find it valuable. James Nicholson Managing Director – ANZ, Robert Walters METHODOLOGY This whitepaper is based on the findings of research undertaken in September 2016 by Robert Walters, surveying more than 950 hiring managers and more than 1,800 professionals across Australia and New Zealand. For the purpose of this whitepaper: n Workplace culture is a system identified and implemented by organisations, based upon shared assumptions, values, and beliefs, which governs how people behave in organisations.
    [Show full text]
  • Burning the Candle: Strategies to Prevent Workplace Burnout
    BURNING THE CANDLE: STRATEGIES TO COMBAT WORKPLACE BURNOUT A Robert Walters Group Company BURNING THE CANDLE: STRATEGIES TO COMBAT WORKPLACE BURNOUT The “hustle” is glorified everywhere we look in the United States, from “rise and grind” slogan coffee mugs to LinkedIn life coaches who brag about their 4AM wake-up and subsequent power gym session in the name of productivity. According to this lifestyle, the more suffering you can endure, the more success you will achieve. What these life coaches don’t tell you is that often, this kind of sacrifice and unrealistic demands often leads to workplace burnout, now an official medical diagnosis. With the state of the world in pandemic, the risk for workplace burnout has risen significantly. Concerns about health, job security, childcare, and isolation aggravate the already existing issue of burnout at work. We surveyed employees and managers and interviewed leaders within the tech space to bring you our best strategies for preventing and combatting workplace burnout. ABOUT ROBERT WALTERS We partner with market leading enterprises, high-growth startups and dynamic financial services firms to help them hire the very best executives, functional leaders and emerging talent across the following sectors: ■ Accounting, Finance & Operations ■ Marketing, Business Development & Sales ■ Product Management & Data Science ■ Legal & Compliance ■ Design ■ Software Engineering ■ HR & Talent ■ Risk Management BURNING THE CANDLE: STRATEGIES TO COMBAT WORKPLACE BURNOUT 2 CONTENTS ■ Key statistics ■ Introduction
    [Show full text]
  • Diverse Hiring: Practice Beyond Theory a Robert Walters Recruitment Guide
    DIVERSE HIRING: PRACTICE BEYOND THEORY A ROBERT WALTERS RECRUITMENT GUIDE A Robert Walters Group Company A Robert Walters Guide | 1 Introduction Diversity and inclusion are not interchangeable terms. Diversity within an organization without inclusion is just many different people in the same place at the same time with no engagement or connection. Most of us will know that diverse hiring is hiring with special care to ensure procedures (like hiring) are free from biases related to a candidate’s culture, ethnicity, gender, religion, age, physical cognitive ability, veteran status, or any other difference seen or unseen that makes each of us unique. A diverse organization that is also inclusive is continually seeking ways to ensure all team members’ opinions are heard, that their unique perspectives are valued, and that they belong to one cohesive unit. Everyone has unique characteristics that set them apart from the crowd, but not everyone has to deal with exclusion or discrimination. Furthermore, individuals themselves are not “diverse”. By labeling an individual “diverse”, you are, as a result, implying that a “default” or “norm” exists as a dominant identity. Diversity instead must be looked at as something that can only exist relationally within a group. A diverse group will be composed of people from many different backgrounds. A diverse and inclusive group can achieve equity by recognizing that some underrepresented groups have to overcome more barriers and have less access to opportunities than more dominant groups. A company must actively seek out ways to reduce barriers in order to create an even playing field for all potential candidates or current team members.
    [Show full text]
  • A Smart Workplace for the Workforce of the Future (2019)
    A SMART WORKPLACE FOR THE WORKFORCE OF THE FUTURE WHAT COMPANIES CAN DO TO BRIDGE THE GAP BETWEEN EMPLOYER AND EMPLOYEE EXPECTATIONS 1 | A Smart Workplace for the Workforce of the Future FOR OVER 30 YEARS, BUSINESSES ACROSS THE GLOBE HAVE RELIED ON US TO FIND THE VERY BEST SPECIALIST PROFESSIONALS. ROBERT WALTERS Our story begins in 1985, when the Group opened its first office in central London. Since then we have developed into a global business, and now operate in a diverse range of markets worldwide. For over 30 years, businesses across the globe have relied on us to find the very best specialist professionals and we are trusted to help build the careers of the world’s leading executives, job move after job move. It’s a success story we’re proud of and one that’s built on the strength and passion of our people. As the business continues to expand, we operate with the same commitment to service and quality. INTRODUCTION The work environment is changing. Advances in technology, a shift in generation and changes in the way companies do business have driven the need and demand for a new kind of workplace. These factors have led to the rise of the “smart workplace”. Many companies have redesigned and digitalised their workplace, but this is only a part of the journey. Have they created a total solution that has successfully enhanced employee productivity, engagement and performance? Companies are also having to manage the expectations of a more diverse workforce, while at the same time clearly communicating their culture and values.
    [Show full text]
  • Salary Survey 2020 Salary Survey 2020 Greater China & South East Asia
    SALARY SURVEY 2020 SURVEY SALARY GREATER CHINA & SOUTH EAST ASIA GREATER SALARY SURVEY 2020 GREATER CHINA & SOUTH EAST ASIA WE ARE POWERING PEOPLE AND ORGANISATIONS TO “ FULFIL THEIR UNIQUE POTENTIAL. ” WELCOME TO ROBERT WALTERS SPECIALIST PROFESSIONAL RECRUITMENT Since opening our doors over 30 years ago, people have been at the heart of everything we do, from the jobseeker to the hiring manager and those who bring them together. As a market-leading global recruitment group, we see our role as that of a trusted advisor – helping our candidates and clients to build fulfilling careers and grow effective teams both now and into the future. As we continue to grow internationally, we remain committed to our founding principles: a strong team-based culture that puts clients and candidates first, a passion for quality in all that we do, a commitment to treating people with integrity, and an innovative spirit that propels us to constantly improve. These values lead us to prioritise building long-term relationships – we advise and consult but never force people into making decisions that aren’t right for their business or career goals. We believe that our consultative approach sets us apart from the competition and continues to cement our reputation as a recruiter of choice, trusted by the world’s leading organisations and professionals. In addition, we are experts in the disciplines we recruit for, enabling us to provide our clients and candidates with quality insights into hiring and salary trends. Our regional Salary Surveys are designed to help you make informed hiring decisions ROBERT WALTERS, and salary negotiations.
    [Show full text]