The smart HR professional’s blueprint for workforce strategy
GLOBAL EXPANSION FROM TO LOCAL ROOTS
Group Chief People Officer Derek Wu reveals how to energise the HR team and empower employees to take Tam Jai’s spirit onto the world stage.
Page 12
Q&A
DEREK WU, GROUP CHIEF PEOPLE OFFICER, TAM JAI INTERNATIONAL
How TJI’s people leader is reshaping HR from an admin function into a strategic engine that is powering the company’s regional expansion.
FEATURE
As 2026 approaches, what resolutions are six HR leaders from diverse industries in Hong Kong setting for the new year?
This one-day conference gathered over 200 HR professionals to explore the future of HR – and how leaders can thrive in it.
PURPOSE, PEOPLE, AND PLENTY TO LOOK FORWARD TO
Dear readers,
I’m excited to share an edition packed with stories that capture the heart, hustle, and the evolving spirit of our HR community in Hong Kong.
On the cover, we feature an interview with Derek Wu, Group Chief People Officer at Hong Kong’s iconic fast casual restaurant chain, Tam Jai International (TJI).
A leader who has been on quite the transformation journey for TJI’s people function, Wu walked HRO’s Tracy Chan through how he’s reshaping HR into a true strategic partner. Powered by a mission to ‘Spice Up our People, Business, and Community’, and a team supporting more than 3,000 employees across Asia, and beyond, he gives us a masterclass in how HR can lead with purpose and impact. Make sure to read the interview on page 12.
Since we’re on the cusp of a new year, we also asked six HR leaders to share their 2026 resolutions – and their responses were refreshingly honest and human.
From building psychologically safe workplaces to strengthening employer branding, or simply remembering to smile more, their reflections remind us that growth can take various forms, as long as we are invested in it. Head to page 26 to find out their resolutions – and remember to set your own!
A milestone for us at HRO this past quarter was the debut of our very first HR Mixer in Hong Kong. With the sun setting over Victoria Harbour, over 100 HR leaders joined us for an evening of drinks, dialogue, and discovery. My favourite moment of the evening was the lively panel discussion on the future role of human talent in an AI-enabled world.
Thank you to everyone who came out to support this event’s launch –we can’t wait to bring you more events like this.
On the topic of gratitude, we would like to give thanks to all the leading corporations, charitable foundations, and members of society who have come forward to support the relief and recovery efforts in Hong Kong after the Tai Po fire tragedy. Each contribution makes a big difference, and this outpouring of support is what makes a community truly resilient.
As we wrap up this edition, we at HRO would also like to say a heartfelt thank you to our dear readers – for reading, for sharing, and for shaping the HR community with us. Wishing you a warm, joyful festive season, and a well-deserved break.
Enjoy the read.
Aditi Sharma Kalra Editor-in-Chief
BEHIND THE WIN: HOW AIA IS REDEFINING EMPLOYEE WELLBEING AND RETIREMENT PROTECTION IN HONG KONG
Going beyond traditional insurances, AIA offers tailor-made solutions that integrate wellness, protection, and retirement planning, empowering organisations to build resilient workforces and support employees at every life stage.
AIA Hong Kong’s Corporate Solutions continues to lead the way in employee wellbeing, protection, and financial security, serving nearly half of Hong Kong’s working population and their dependents through group insurance and pension. Its bold, innovative, and holistic approach transforms traditional employee benefits into strategic enablers for workforce engagement and business resilience with the pioneering ‘Group Insurance – Pension - Employee Voluntary Solutions’ model, taking care of the ever-evolving needs of employees and their families to ensure they are well protected during their employment and retirement.
AIA’s recent triple win at the HR Vendors of the Year Awards 2025 in Hong Kong across Best Corporate Health & Wellness Provider, Best Corporate Insurance Provider, and Best MPF Provider categories reaffirm its market-leading position in providing the total solution for companies and their employees.
Retirement planning beyond the basics
In the MPF space, AIA remains at the forefront of delivering excellent employer and member services. From streamlined administration and digital tools to personalised advisory support, AIA ensures a hassle-free experience for both employers and employees. Its proactive approach to the eMPF transition also demonstrates its unwavering commitment to transparency, convenience, and customer-centricity.
The MPF Smart Advisor* is another standout innovation that further added to the strength of our member engagement to support them to plan for retirement with confidence. It delivers personalised fund portfolio recommendations, DIY simulation tools, and retirement gap analysis, empowering members to make informed MPF investment decisions and take greater control of their long-term financial planning.
Employee benefits beyond protection
AIA’s modular product offerings allow companies to customise benefits based on evolving workforce needs, from basic inpatient and outpatient care to advanced mental health and fertility support.
Recognising that both flexibility and a people-first approach are key, AIA has introduced portable, group insurance members exclusive products such as ‘Shield Up Cancer Protection Plan’ and ‘StepUp Medical Protection Plan 2’. These plans complement group policies and fill protection gaps for employee
members and their families, offering lifetime coverage during job switch and retirement through simplified application processes.
To deliver a smarter, more accessible, and responsive group insurance enquiries service, AIA has recently launched the ‘Employee Benefits Concierge’, a market-first innovation in Hong Kong’s group insurance landscape. Rolled out in phases on the AIA+ mobile app, this solution combines Generative AI with human-centric design to deliver instant, multilingual conversations and multiquery handling, setting a new benchmark for employee service.
What also sets AIA apart is its integration of wellness into core benefits. Its strategic wellbeing programme ‘WorkWell with AIA’ is designed to support employees across four key dimensions: ‘Live Well’, ‘Think Well’, ‘Plan Well’, and ‘Feel Well’. From physical health programmes and mental wellbeing support to financial literacy webinars and community engagement activities, WorkWell empowers employees to thrive both professionally and personally, and helps employers create a workplace culture that values holistic wellbeing to help people live ‘Healthier, Longer, Better Lives’.
Note:
* MPF Smart Advisor and the Services are independently operated and provided by Magnum Research Limited (AQUMON). Magnum Research Limited holds licenses issued by Mandatory Provident Fund Schemes Authority and is authorised by the Securities and Futures Commission of Hong Kong (SFC) for regulated activities of Type 1 (dealing in securities), Type 4 (advising on securities), and Type 9 (asset management). The investment recommendations are solely provided by Magnum Research Limited. AIA Company (Trustee) Limited, AIA International Limited (“AIA”) and its affiliated intermediaries do not provide any investment advice.
The above information is for reference only. It does not constitute an offer, solicitation and/ or recommendation of insurance product. The product information in this material does not contain the full terms of the insurance products. For the details of the product features, terms and conditions, exclusions and key product risks, please refer to the product brochure and policy contract of the relevant products. In case you want to review the policy contract before making an application, you can obtain a copy from AIA.
Andy Chiang
Senior Vice President and Managing Director
DHL Express
Hong Kong and Macau
Ageing populations, shifting skill requirements, and the rise of automation and AI are reshaping the logistics sector. To stay ahead, DHL Express is doubling down on attracting and retaining diverse, tech-savvy talent, to drive innovation and resilience, while creating an environment where these employees feel valued, motivated, and empowered.
“We are committed to creating a safe, inclusive, and high-performance culture that empowers our employees to thrive in a rapidly changing environment,” says Andy Chiang, Senior Vice President and Managing Director, DHL Express Hong Kong and Macau, in an interview with HRO’s Tracy Chan.
This commitment is reflected in continuous learning opportunities designed to equip teams with the digital and technical skills of the future, alongside initiatives that foster diversity and inclusion.
“By investing in our people today, we’re building a workforce ready to meet tomorrow’s challenges and drive sustainable growth for the industry,” Chiang adds.
Read the full interview below.
With a stint in the Chinese Mainland and now leading operations in Hong Kong and Macau, how would you compare the challenges and opportunities across these markets?
At DHL Express, we embrace our values of ‘respect’ and ‘result’ no matter where we are. ‘Respect’ means appreciating diverse perspectives and cultural nuances, fostering collaboration and trust across teams, while ‘result’ keeps us focused on delivering excellence together for our customers.
Our commitment to diversity, equity, inclusion, and belonging (DEIB) ensures every voice matters. We celebrate differences as strengths, creating an inclusive culture that sparks innovation and makes working at DHL rewarding. By living these values everywhere, we are well-positioned to meet evolving customer needs and strengthen DHL’s leadership in the region.
DHL Express has been named one of Hong Kong’s Best Workplaces (Great Place to Work®) for 10 consecutive years and ranked number one for the past two. What core values have been key to sustaining this achievement?
DHL emphasises on building a culture of trust, respect, and genuine appreciation for every individual’s contribution. By fostering a supportive work environment, DHL creates a sense of belonging that empowers employees to thrive.
Transparent communication is fundamental to our workplace culture. Initiatives like the annual ‘employee opinion survey’ (EOS) allow for anonymous feedback while regular small group meetings promote direct engagement between supervisors and their teams.
DHL Express Hong Kong has consistently boasted a high EOS score, reflecting the effectiveness of our initiatives in fostering an engaging environment. Investment in ‘Certified International Specialist’ training, reward and recognition programmes, and wellbeing initiatives have further strengthened our employees’ sense of belonging and pride, helping to maintain their high levels of engagement and motivation even amidst changing business landscapes.
This approach has solidified DHL’s legacy of excellence, ensuring high standards of service for both employees and customers.
Logistics has traditionally been seen as a male-dominated industry. How is DHL Express fostering a diverse and inclusive workplace? By actively promoting DEIB, we bring together people with diverse backgrounds, skills, experiences, and perspectives across all levels. We provide growth opportunities aligned with employees’ skills and experiences, enabling everyone to make a meaningful contribution.
To nurture this inclusive culture, we host global celebrations such as International Women’s Day and International Men’s Day, alongside year-round DEIB activities that embrace diverse perspectives. We also organise events like ‘Customer Service Week’, ‘I Love IT Day’, and ‘Finance Count’ to recognise the values of different functions and their contributions to the company.
Recognition is a cornerstone of our culture. From ‘Annual Appreciation Week’ to recognition programmes like ‘Employee of the Year’, ‘Long Service Awards’, and the ‘Sales Champions Club’, we ensure contributions are valued.
Our ‘DHL’s Got Heart’ programme honours employees who exemplify compassion and community spirit. Also, our participation and success in external awards enables us to celebrate our achievements with every employee who has contributed to creating a fantastic workplace.
We also have the ‘Career Marketplace’, which serves as DHL’s internal hub for career development. The portal offers personalised job and learning recommendations based on the employee’s skills and aspirations indicated by them. This shows our commitment to finding a candidate best suited for the role based on aptitude and attitude and not gender.
Through volunteering and community programmes, employees live our purpose beyond the workplace, fostering a sense of belonging and shared impact. These initiatives strengthen our culture of care and empower employees to make a difference in society.
How would you describe your leadership style, and how has it evolved over the years?
My leadership approach is rooted in the principles of respect and results – creating a trustworthy work environment while sustaining a highperformance mindset.
I believe in being open to feedback and maintaining transparency. I regularly initiate faceto-face conversations to listen to our people and gather their insights for improvement.
This year, I initiated a regular forum –‘Management Dialogue’ – among functional heads and senior managers to drive cross-functional collaboration and spark innovative ideas. These practices help us to adapt quickly to market changes and deliver exceptional results for our customers.
Equally important is celebrating success. I believe success without celebration is not complete. Beyond our ‘Annual Appreciation Week’ and ‘Employee of the Year’ ceremony, we also organise milestone celebrations to honour the vital contributions of our people.
By combining clear communication, trust, and a people-first mindset, we aim to build strong teams that drive sustainable growth and reinforce DHL’s leadership in the region.
How has your financial background shaped your approach to balancing operational excellence with employee engagement?
Transitioning from CFO to SVP and managing director has given me a unique perspective on leadership. My financial background instilled a strong focus on discipline, transparency, and data-driven decision-making, which remains central to how I balance operational excellence with employee engagement. It has also deepened my understanding of market dynamics and profitability drivers, enabling me to make informed strategic decisions.
I believe these two priorities go hand in hand. Financial rigour enables us to allocate resources effectively, invest in the right tools, and maintain efficiency, while a people-first approach ensures those strategies are embraced and executed with passion. By combining financial discipline with a human connection, we create an environment where employees feel valued and empowered to succeed.
How do you see technology shaping the future of logistics, and what is your advice to other leaders on leveraging tech better?
At DHL Express, we see technology as a powerful enabler of both operational excellence and the employee experience.
While digital tools are becoming more prevalent, the key is to leverage technology not just for efficiency and productivity, but also to provide the right training and resources so employees can
adapt with confidence. For example, we’ve invested in advanced technology platforms to enhance the quality and productivity of our sales and customer service functions. In our ground facilities, employees work alongside automated systems and AI to reduce repetitive tasks, increase efficiency, and minimise workplace injuries.
Our approach also includes best-in-class HR processes, harmonising people systems, and automating workflows to simplify tasks and free up time for value-added work.
Beyond operations, we use internal communications platforms like the ‘Smart Connect’ mobile app to engage with frontliners and the Career Marketplace to support professional growth and development – ensuring employees have clear pathways to advance their careers.
We’ve also accelerated the adoption of collaboration tools such as cloud services, file sharing, and communication portals, and introduced hybrid town halls to connect with frontline teams more effectively.
My advice: Invest in technology with a people-first mindset. Tools and automation should not only drive business performance, but also make work easier, more meaningful, and more connected for employees. When technology and human engagement go hand in hand, innovation thrives.
Concluding the interview on a wellness note, how do you maintain a healthy work-life balance amidst your demanding role?
I prioritise staying active because physical wellness fuels mental resilience. I practise yoga regularly and I’m also turning to golf. Sports help to clear my mind while keeping a sense of healthy competition in a relaxed setting.
I also embrace the ‘Fit to Lead’ philosophy, which means leading by example when it comes to health and wellbeing. Regular exercise, mindful breaks, and quality time with family keep me grounded and energised to perform at my best. Beyond yoga and golf, I enjoy hiking and travelling with my family – activities that help me recharge, gain fresh perspectives, and truly unwind.
BEHIND THE WIN: KLN CHAMPIONS SUSTAINABILITY THROUGH
PEOPLE-ORIENTED HR INNOVATION AND COMMUNITY IMPACT
By creating value for employees and serving the communities around them, KLN is shaping a resilient workforce and fostering a culture of collaboration, recognition, and purpose that extends beyond the workplace.
KLN Logistics Group (KLN) believes that its people and sustainability are twin engines driving the organisation’s long-term success.
“We are not only integrating people strategies into the core of business operations by creating value for our employees, but also caring for our environment and serving our community by leveraging our talents, resources, and networks,” emphasises Ivy Wong, Group Director of Human Resources & Administration, KLN (pictured top right)
This belief was reaffirmed when KLN clinched multiple accolades at the HR Excellence Awards 2025 in Hong Kong, recognising its unwavering dedication to people-oriented innovation and strategic HR transformation.
“The recognition validates our efforts in fostering a culture of collaboration, inclusion, and continuous improvement across key areas such as talent acquisition, total rewards, training & development, and volunteerism,” adds Wong.
“These honours reinforce our position as an employer of choice in the logistics industry and energise our teams to keep driving impactful initiatives that align with our business goals and ESG values.”
Empowering talent to thrive and grow KLN’s HR strategy is anchored in fostering a thriving, engaged workplace where employees feel secure, motivated, and empowered to grow. From recruitment to recognition, every initiative is designed to support the sustainable development of both employees and the organisation.
The ‘Connecting You to Your Future at KLN – 3 Steps Onboarding Programme’ offers a structured, caring, and welcoming onboarding experience for new hires, helping them to adapt smoothly to KLN’s culture and way of working. Diversity is also a key focus, with KLN partnering with educational institutions, government departments, and recruitment fair organisers to attract talent from varied backgrounds, religious beliefs, and ethnicities.
Post-onboarding, KLN offers a full spectrum of learning and talent management programmes to support the continuous growth of employees at every career stage. Programmes like ‘Leadership Excellence Acceleration Development Programme’ (LEAD) and ‘IL High-Potentials Programme’ (HIPO) are tailored to accelerate leadership competencies and identify future-ready leaders through psychometric assessments, mentorship, and hands-on development.
To further boost engagement, KLN has implemented a comprehensive total rewards strategy. Beyond the holistic salary and benefits package, the ‘Non-financial Target Programme Award’ (NTPA) encourages cross-functional collaboration and operational innovation through a project-based team
competition. Impactful projects are recognised, ensuring contributions are acknowledged and valued. Winning teams are recognised with monetary rewards and showcased during departmental meetings, reinforcing a culture of excellence and peer-to-peer learning.
Scaling impact through community care
KLN’s ‘WE KARE – Community Care’ initiatives reflect its strong commitment to social responsibility. Flagship programmes such as ‘Be a Volunteer Hairdresser – Serve the Elder Day’ and the ‘Diversity Marketplace’ engage employees in meaningful service while fostering intergenerational connection and cultural awareness.
KLN also organises regular community activities in collaboration with social partners, including UNICEF WONDERUN, Green Power Hike, Standard Chartered Hong Kong Marathon, and more. In 2024 alone, KLN volunteers dedicated over 450 hours across over 10 community organisations.
Leadership that inspires
Leadership plays a pivotal role in driving HR innovation and employee engagement at KLN. Senior management prioritises continuous training, actively participates in diverse employee initiatives, and champions digitalisation to enhance skills and streamline processes – demonstrating a strong commitment to a people-oriented culture.
“Our management invests in employee resources, promoting teamwork, and upholding integrity,” says Wong. “They align HR innovations with corporate goals, empowering employees through transparent communication and robust recognition programmes.”
Going forward, KLN will continue prioritising talent acquisition, employee wellbeing, diversity initiatives, total rewards, and professional development, while strengthening cross-regional collaboration and integrating ESG goals into every facet of HR strategy.
“By cultivating a resilient, diverse, and people-oriented workforce, we position KLN as a frontrunner in HR excellence, while empowering our workforce to thrive in a dynamic, purpose-driven environment,” concludes Wong.
BEHIND THE WIN: MSIG HONG KONG’S PEOPLE-FIRST CULTURE FUELS HR TRANSFORMATION, FROM WELLNESS TO ENGAGEMENT AND INNOVATION
With initiatives like ‘Autobahn’ and ‘Wellness Oasis’, the insurer takes an integrated approach to build a future-ready workforce and foster a culture of care and continuous improvement.
At MSIG, there is a firm belief that sustainable success is built on the strength of its people. As a trusted general insurer for over 170 years, the team prioritises employee engagement and wellbeing at the heart of its transformation journey, fully embracing the evolving needs of today’s workforce.
This year, MSIG Hong Kong’s integrated HR strategy has been recognised by multiple accolades at the HR Excellence Awards 2025 in Hong Kong. The team proudly accepted two gold awards for Excellence in Employee Care & Wellbeing and Excellence in HR Digital Innovation, along with a silver for Excellence in Employee Engagement.
“These recognitions validate the significant impact of our HR transformation – encompassing wellness to digital innovation and engagement – demonstrating that these initiatives are not just HR projects, but strategic enablers of success,” says Crystal Chan, Senior Vice President, Human Resources & Business Excellence, MSIG Hong Kong (pictured above right)
“They inspire us to continue evolving and delivering exceptional services, which in turn, drive customer loyalty and long-term sustainable success. For MSIG Hong Kong, this achievement is not just a win for HR – it’s a celebration of our entire workforce and the vibrant culture we’ve built together.”
A culture of empowerment and innovation
MSIG’s HR vision is to cultivate a future-ready, people-first organisation where employees feel empowered, supported, and inspired to grow. This vision is realised through a holistic strategy that integrates digital empowerment, wellness, leadership development, and inclusive engagement.
One standout initiative is ‘Autobahn’, a grassroots digital transformation movement that reimagines employee interaction with technology. It encourages ownership, collaboration, and innovation. Every Tuesdays, cross-functional teams from IT, HR, and various business units convene to identify operational pain points, exchange ideas, and co-create automation solutions using Power Automate. Autobahn has evolved into a permanent forum for collaborative problem-solving, transforming digital transformation into a shared, employee-led journey.
Taking charge of holistic wellness
MSIG’s ‘Wellness Oasis’ campaign is another cornerstone of its people-first approach. Designed to support employees’ physical, mental, and emotional wellbeing, the programme offers multi-sensory experiences such as terrarium building and mosaic art, along with fitness-focused activities like yoga and massage relief. Tailored to accommodate diverse workstyles and age groups, these initiatives are flexibly scheduled to promote work-life harmony and ensure inclusive engagement across the workforce.
The impact is clear: wellness participation has surged by 250%, with employees reporting feelings of greater relaxation, connection, and energy –demonstrating that wellbeing initiatives can significantly enhance both morale and performance.
Leadership commitment
Leadership plays a pivotal role in MSIG’s HR success. Senior executives not only endorse initiatives but also actively participate. From leading quarterly townhalls to attending Autobahn sessions and wellness events, as well as recognising employee-led automation projects, top management sets the tone for a culture rooted in transparency, appreciation, ownership, and continuous improvement.
This culture is further reinforced by the active involvement of people managers. To sustain this commitment, MSIG has introduced the ‘Managing for Success’ leadership curriculum, equipping people managers with coaching skills, emotional intelligence, and behavioral insights. With 70% of managers having graduated from the programme, MSIG has cultivated a leadership pipeline that is empathetic, adaptable, and future-ready.
Looking
ahead
Continuing to champion HR innovation and employee engagement, MSIG’s future initiatives include expanding digital automation training, embedding continuous learning, broadening leadership development to individual contributors, launching family-focused wellness programmes, and leveraging analytics and employee feedback to personalise benefits.
“As a strategic business partner, HR plays a pivotal role in shaping a culture that fosters innovation, engagement, and continuous development,” affirms Chan.
“We are committed to empowering our people to grow alongside the organisation, ensuring that talent and capability evolve in tandem with business needs. Our aspiration is to build a future-ready workforce – one that drives sustainable growth and positions the organisation for long-term success.”
HEAD OF PEOPLE & TECHNOLOGY SILVERHORN INVESTMENT ADVISORS 15
NAOMI SHEN
As a leader who has taken on the dual responsibility of overseeing both the people and technology portfolios, Naomi Shen believes this hybrid role will become increasingly common –not just within HR, but across the broader areas of business.
“Technology is constantly evolving and will continue to do so. In the future, transparency and accessible resources will reshape how businesses operate, and traditional business models will no longer suffice,” she explains.
“Leaders will need to be more agile and develop skills beyond their core expertise. For HR leaders especially, this hybrid role will increasingly require aligning people strategies with digital transformation initiatives.”
In this exclusive with HRO, she gives Aditi Sharma Kalra a glimpse into how she harmonises tech and talent, along with her insights on how HR can thrive amidst this wave of innovation.
As Head of People & Technology, how do you ensure that the company’s IT infrastructure and digital transformation efforts support both your talent strategy and broader business goals?
The key lies in achieving stakeholder buy-in, maintaining alignment, and fostering clear communication. We ensure that everyone understands the objectives behind implementing new tools and technologies. Our focus is on driving changes that streamline workflows, improve efficiencies, and align closely with our talent strategies to support overall growth.
Continuous feedback from employees is also critical. It allows us to refine our approach, ensuring our digital transformation efforts meet their needs while driving both individual and organisational success.
Digital transformation often brings cultural shifts. How do you manage change while keeping people engaged, supported, and empowered to thrive?
Fortunately, this hasn’t been a significant challenge at Silverhorn, as we have a relatively young team of professionals who are open to adopting new technology. Our senior management is also quite flexible with transformation efforts, especially when they see tangible results.
Throughout the process, we actively engage the whole team by involving them in testing, gathering feedback, and even incorporating small challenges or gamified elements to make the experience more enjoyable and collaborative. This approach keeps everyone motivated, supported, and aligned with the transformation journey.
What has been your toughest challenge in balancing the deployment of technology with the human side of work, and how did you overcome it?
One of the toughest challenges is that people often overestimate how differently humans and AI operate. AI is incredible, but without the human element – such as critical thinking, creativity, and empathy – it wouldn’t work as effectively. For example, even with advanced systems, we’ve encountered situations where human oversight and judgment were crucial to course-correct deployments.
At Silverhorn, we’ve prioritised maintaining this balance. While technology can streamline processes, every step still requires a human touch to ensure it aligns with our values and goals. Ultimately, people should drive the process, (but) utilising AI as a powerful support tool.
What is the one thing you’ve learned or piece of advice you’ve received coming up the ranks that you try to pass on to your team?
Take ownership of everything you’re responsible for and always strive to go the extra mile to help others whenever needed. Focus on people – support them, show empathy, and make them feel valued.
One practical tip I’ve learned is to master the art of effective small talk. Building genuine connections through small, yet meaningful conversations, can make people feel cared for and appreciated, which goes a long way in fostering trust and collaboration.
With AI and automation evolving rapidly, how do you see the role of HR evolving in the next three to five years, and what can HR leaders do to prepare for that?
The role of HR is evolving into that of a strategic partner – one that can see the bigger picture and leverage AI-driven insights to build stronger, more effective teams. HR leaders will need to embrace data and automation to make informed decisions quickly and accurately.
In this new era, continuous learning is no longer a luxury, but a necessity. While AI can provide information, critical thinking and problemsolving skills will be essential for HR leaders to interpret data, navigate complexities, and provide a human touch where it matters most.
Concluding the interview on a funny note – if AI could take over one task in your life completely, what would it be and why?
On the professional side, definitely email management! Sorting through emails and managing a busy calendar can be overwhelming. If AI could help respond to routine queries and remind me of what to prioritise for the day, that would be a game-changer.
It would be even better if AI could make coffee tailored to everyone’s preferences – imagine starting the day with the perfect cup of coffee that fits your needs! .
BEHIND THE WIN: A ‘PUT PEOPLE FIRST’ CULTURE POWERS W MACAU - STUDIO CITY’S PURSUIT OF EXCELLENCE
With holistic talent development and inclusive leadership, the hotel is redefining how hospitality brands invest in their people to drive business success, foster innovation, and build a deeply engaged workforce.
Nestled in Macau’s vibrant Cotai Strip, W Macau – Studio City, part of Marriott International’s global portfolio, is more than a luxury destination – it is also a trailblazer in human capital excellence.
Built on a ‘put people first’ philosophy, the hotel has earned industry acclaim for its human-centric HR strategy across workplace culture, talent development, and inclusive leadership at the recent HR Excellence Awards (HREA) in Hong Kong.
“This is a significant achievement for W Macau - Studio City, showcasing the passion and dedication of every talent,” says Adrian Chan, General Manager, W Macau - Studio City.
“This recognition motivates us to continue innovating and investing in our people and striving for excellence. It also reinforces our position as an employer of choice in the hospitality industry, while celebrating the dedication of our HR team. Further, it strengthens our brand reputation, enabling us to attract top talent and maintain high standards in service delivery.”
A culture built on empowerment and engagement
At the heart of W Macau - Studio City’s success is a workplace culture where talents feel valued, empowered, and inspired to grow. “Our people are our greatest asset. We understand that treating our talents well leads to exceptional customer service,” asserts Chan.
This philosophy is translated into strategic HR initiatives grounded in five core values: putting people first, pursuing excellence, embracing change, acting with integrity, and serving the world. From the ‘30 Days Luxury Onboarding’ experience that immerses new hires in the brand’s culture to flexible work arrangements and a comprehensive wellness programme, every stage of the employee journey at W Macau - Studio City is designed to be meaningful and supportive.
To create a dynamic and empowering environment, the hotel takes a holistic approach to talent development. Its structured internship programme identifies and nurtures future leaders; ‘Individual Development Plans’ (IDPs) empower employees to set personalised growth goals; and a mentorship network connects staff with senior leaders for guidance and knowledge sharing. The ‘Digital Learning Zone’ (DLZ) offers a wide range of online training courses, complemented by AI-driven platforms that personalise learning and track progress, ensuring learning is both accessible and impactful.
With a workforce of 500 talents, representing 12 nationalities and a near-equal gender balance (55% male, 45% female), the hotel celebrates individuality and champions diversity and inclusion. Initiatives such as Pride Month celebrations, International Women’s Day events, and inclusive grooming policies reflect its commitment to authenticity and respect. All talents also undergo training on harassment and human trafficking during onboarding, reinforcing a safe and equitable environment from day one.
Leadership that listens and leads
A defining feature of the hotel’s HR success is the active involvement of its leadership. Senior executives regularly participate in feedback initiatives, ensuring that voices are heard and valued. They also promote a learning mindset, encouraging team members to pursue continuous development and innovation. This authentic leadership fosters a culture of transparency and open communication, inspiring talents to engage fully and contribute to shared success.
One standout leader is Dennif Lai, Director of Human Resources (pictured left), whose strategic approach to talent management, recruitment, and training earned him the gold award for the HR Leader of the Year category at the HREA.
Sustaining excellence
Looking ahead, W Macau – Studio City remains focused on adaptability, resilience, and cultivating an engaged, purpose-driven workforce. Key priorities include advancing data-driven decision-making, expanding talent mobility, deepening DEI efforts, strengthening talent pipeline, and broadening wellness initiatives.
By embedding a culture of inclusion, innovation, and continuous development, W Macau – Studio City is not only shaping the future of hospitality – it is setting a new benchmark for balancing operational excellence while staying responsive to the evolving needs and aspirations of today’s talent.
NEARLY HALF OF SENIOR LEADERSHIP ROLES IN HONG KONG’S FINANCIAL SECTOR NOW HELD BY WOMEN
Hong Kong – Women in Hong Kong’s financial sector are making strides in breaking the glass ceiling, with 45% now holding senior leadership positions and 37% serving as board directors, marking double-digit increases since 2018.
Seventy per cent of women feel encouraged to lead, while only 15% reported gender bias from male colleagues. Additionally, 76% cited Hong Kong’s safety as a key factor supporting career progression, which is a foundation for the psychological safety needed to speak up, take risks, and lead.
These findings come from a joint report by the Women Chief Executives Hong Kong, KPMG, and The Women’s Foundation. Titled Tipping the Scale –Hong Kong’s Leading Role in Advancing Gender Leadership Opportunities in Financial Services, the report surveyed over 530 financial services professionals.
Among the female respondents with international experiences, Hong Kong ranked first among global financial centres for visible societal acceptance of women in leadership, citing strong societal infrastructure as a key enabler for career continuity.
Despite the progress, the report flagged several important areas for continued advancement. Emerging technologies such as artificial intelligence, machine learning, advanced data analytics, and virtual assets, are reshaping the financial services industry globally. Women must be well equipped and encouraged to participate in these fields to sustain leadership momentum.
Another key challenge is supporting returnees and mid-career women. To support them better, solutions could include:
• Normalising and championing flexibility for caregivers of all genders.
• Regularly evaluating leave policies such as parental and carers’ leave, as well as supplemental services like mental health support to ensure they meet the diverse needs of employees.
• Implementing structured re-entry programmes for career returnees.
Male allyship remains critical. Effective allyship requires intentional culture shifts such as:
• Creating safe spaces for open dialogue on gender issues.
• Supporting men being active parents and caregivers.
• Enabling women to advance in their careers without gender stigma.
BEHIND THE WIN: URBAN RENEWAL AUTHORITY’S STRATEGIC HR APPROACH: BUILDING A FUTURE-READY WORKFORCE FOR AN EVOLVING CITY
Through strategic change, HR innovation, and purpose-driven youth development, URA is building an organisation equipped to meet the future needs of urban renewal.
As Hong Kong’s statutory body for urban renewal, Urban Renewal Authority (URA) is transforming more than just the city’s physical landscape – it is also reimagining how HR can drive strategic impact, foster innovation, and build a future-ready workforce.
URA’s multiple accolades at the recent HR Excellence Awards (HREA) underscore its leadership in change management, HR innovation, and nextgeneration talent development.
“Receiving these awards is a welcome affirmation of our strategic direction. It validates the organisation’s focus on cultivating an environment where our people can thrive and contribute effectively to our public mission,” says Patricia Yeung, Director, Human Resources, Urban Renewal Authority (pictured above)
“This recognition is a credit to the collective effort and professionalism of our teams across the Authority, who are instrumental in driving our work forward. It reinforces our employer brand, which is essential for attracting and retaining the right talent to serve the community.”
Driving change through innovation
Guided by its “people first, district-based, public participatory” approach, URA’s HR strategy centres on three key areas: empowering employees through change, leveraging technology for efficiency, and cultivating future talent through immersive development.
In URA’s largest business unit, the Building Rehabilitation Division, HR expertise was embedded to co-lead a strategic transformation involving a large workforce. By focusing on process streamlining, job redesign, and large-scale workflow digitalisation, URA enhanced operational efficiency, strengthened workforce agility, and aligned its people with long-term urban renewal and social impact goals.
But change at URA is not just structural – it’s cultural. Understanding that transformation can be disruptive, URA prioritised psychological safety and engagement. Through proactive communication, sentiment tracking, and targeted programmes to reward early adopters, the HR team ensured employees felt heard, supported, and empowered throughout the journey.
Nurturing the next generation
A core part of URA’s HR vision is the cultivation of skilled, innovative, and dedicated professionals to tackle ongoing urban development challenges. To attract and engage Gen Z talent, URA reimagined its internship recruitment process with the ‘Optimise Digital Requisition with GenAI’ project. Using ‘Kotter’s 8-Step Change Model’, the initiative ensured stakeholder buy-in and smooth implementation across divisions. By integrating Generative AI for CV screening and video interviews, URA streamlined operations, reduced bias, and improved candidate fit while maintaining transparency and fairness.
These innovations support URA’s summer internship programme, ‘Ignite Your Passion for Urban Renewal – Unleash Your Potential’, which offers Gen Z interns immersive, real-world experiences. From participating in a freezing survey and supporting townhall meetings to engaging in professional development and presenting ESG proposals to the management, the programme connects young talent with URA’s mission to build a better Hong Kong.
Leadership at the helm
At the heart of URA’s HR success is strong leadership support. By championing a culture of openness, trust, and continuous improvement, URA’s management empowers HR to adopt new technologies, implement forward-thinking policies, and respond proactively to workforce needs. Through authentic communication and recognition, leadership builds a supportive environment where people feel valued and motivated to perform at their best.
This is exemplified by Yeung herself – who earned silver in the HR Leader of the Year category at the HREA. Under her leadership, URA’s HR has evolved from a process-driven function into a strategic powerhouse.
Looking ahead, URA remains focused on three strategic priorities for sustaining HR excellence: developing organisational capabilities, enhancing productivity through technology, and deepening employee engagement.
“Our forward focus is on embedding these capabilities to build a resilient and agile organisation. The goal is not simply to respond to the future of work, but to ensure URA is well-positioned to meet its long-term objectives for the city,” affirms Yeung.
VITAL STATS
Derek Wu joined Tam Jai international (TJI) as Group Chief People Officer in May 2023 to lead the people and organisational strategy to support the group’s visionary global expansion. With more than 30 years of global and regional HR leadership experience across FMCG, manufacturing, logistics, and supply chains, he has driven transformative initiatives that align talent strategies with business growth.
Beyond his corporate role, Wu actively contributes to the HR community and social sector. He serves as chairman of the HR committee at Fu Hong Society, and has been a council member for 14 consecutive years, advocating for inclusive services for people with disabilities. He also sits on the people management committee at the Hong Kong Management Association.
Derek Wu Group Chief People Officer Tam Jai International
BY TRACY CHAN
Since joining Tam Jai International Group (TJI), Derek Wu has spearheaded a bold transformation of the HR function from being an administrative contributor into a strategic business partner – focusing on establishing HR infrastructure and strategies aligned with the business goals.
Overseeing a team that supports more than 3,000 employees across markets that include Mainland China, Singapore, Japan, Australia, and Malaysia, Wu champions a people-first approach rooted in Tam Jai’s DNA of ‘Will to Win’ and ‘Passion to Serve’.
Guided by the mission ‘Spice Up our People, Business, and Community’, he and his team have developed a comprehensive HR mission and framework to enhance the group’s people management and development initiatives, focusing on five priorities to position TJI as an employer of choice.
The five strategic priorities are:
Leadership and succession: Fostering sustainable organisational growth through targeted leadership development and robust succession planning, ensuring continuity and stability in the leadership pipeline.
Talent capability: Equipping the organisation with a skilled and knowledgeable workforce through talent acquisition and development.
Rewards and recognition: Revamping the performance management system to reinforce the linkage of performance-driven compensation frameworks and strategically designed incentive programmes that align with corporate objectives, ensuring that the rewards system motivates and retains top talent.
Culture and engagement: Developing structured programmes aimed at enhancing organisational culture and fostering employee engagement through targeted initiatives that resonate with the group’s values.
Operating excellence: Streamlining HR processes to maximise efficiency, ensuring HR operations provide essential support for broader business objectives.
“By embedding these strategic priorities, we are committed to advancing the people agenda, and positioning ourselves as an enabler in talent management and organisational excellence,” he says.
“Due to this transformation journey, all HR team members view themselves as integral parts of a unified strategy. This cultivates a culture of collaboration where every HR function contributes to the organisation’s overarching goals. As a result, we have energised the HR team with a high employee engagement score and a low staff turnover rate.”
In this exclusive interview with HRO, Wu shares with Tracy Chan an inside look at Tam Jai’s unique culture and its journey from local roots to global expansion.
Q How would you describe the company culture at Tam Jai International?
Our corporate culture is anchored in a distinctive framework of organisational DNA and core values that drive our success. Our brand DNA captures the spirit that unites our people and shapes everything we do.
‘Will to Win’ encapsulates our culture of striving for success in every endeavour. It is the motivational force that propels us to innovate, challenge the status quo, and emerge victorious in a competitive marketplace. This tenacity ensures we are constantly pushing the boundaries to deliver exceptional products and services.
Our ‘Passion to Serve’ goes beyond mere customer service; it is a heartfelt commitment to creating meaningful connections with every individual we encounter. It drives us to understand the unique preferences of our customers, allowing us to cater to them with personal care and attention. This passion is the essence of our hospitality, ensuring each guest feels valued and appreciated.
Our culture is further reinforced by our core values, encapsulated in the ‘ACE IT’ framework – accountability, creativity, empathy, integrity, and teamwork. These values serve as guiding principles for our daily operations and decision-making processes across all levels of the organisation, fostering an environment where employees feel empowered to take initiatives, collaborate, and innovate.
Additionally, our DNA and core values also influence how we develop products, uphold quality, and serve customers. By instilling these principles in our processes, we ensure that every single food item reflects our commitment to excellence and customer satisfaction. Our dedicated frontline staff – ‘Jeh Jeh’ – brings this
to life by delivering exceptional experiences that create ‘KANDO’ ( 感動 in Japanese) moments for our customers. They are more than servers: they are culture ambassadors, proudly recognised as ‘KANDO Creators’, who make every interaction memorable.
By fostering a culture that prioritises engagement, service excellence, and continuous improvement, we ensure that we not only meet, but exceed customer expectations, ultimately fulfilling our brand promise to ‘Spice up Your Day’. This enduring commitment positions us as a trendsetting F&B leader in Hong Kong and empowers our people to march towards the long-term vision of taking the ‘Tam Jai Taste’ all over the world.
Q Tam Jai’s culture is deeply rooted in the iconic Jeh Jeh spirit. How do you ensure the unique culture scales across international markets while staying authentic?
The Jeh Jeh spirit embodies our brand DNA of ‘Passion to Serve’. To sustain this Jeh Jeh spirit globally, we invite overseas staff to Hong Kong for immersive training experiences. This first-hand exposure enables them to learn our restaurant operations, as well as our service philosophy and standards directly from our most experienced Jeh Jeh mentors, helping new teams internalise our service mindset effectively.
In turn, seasoned Jeh Jeh team members travel from Hong Kong to new markets to train local employees, remaining on-site during key phases of store openings and operations for weeks or even months. Through their guidance and example, they ensure the essence of our culture is faithfully passed on and adapted with local sensitivity.
This approach not only ensures cultural consistency, but also enriches our people. Many of our Hong Kong-based Jeh Jeh gain valuable international exposure – an opportunity that broadens their horizons and brings fresh insights back to our home base, strengthening our Hong Kong operations.
Q You’ve led a transformation of the HR function from administrative to strategic. What were the biggest mindset shifts required within the team? The transformation of the HR function demanded a proactive, growthoriented mindset, shifting from compliance to business drivers. Key frameworks included a growth mindset – ‘TEAM+’ (trust, energy, adversity, moment) – and integrated transformational/coaching leadership for resilience, innovation, and alignment.
From a reactive administration to a strategic value driver: The core shift repositioned HR to a strategic value driver, not just as paperwork support. Team members now see HR’s direct impact on outcomes such as talent development and employee engagement. By linking HR to metrics, we empowered them as business contributors, adding purpose and supporting strategic executions.
Embracing a growth mindset to drive high performance: We adopted a growth mindset for learning and adaptability, and the TEAM+ framework to energise and multiply the positive mindset of the team:
• Trust: Trust builds the foundation of collaboration and effective teamwork.
• Energy: The power of positive energy transforms team interactions and outcomes, counteracting negative forces that can drain motivation.
• Adversity: The adversity quotient converts challenges into opportunities, thus teams that embrace adversity develop stronger resilience.
• Moment: Cultivating positive moments builds a reservoir of shared experiences that strengthen team bonds.
In addition, we integrated transformational and coaching leadership to drive visionary changes and nurture individual success, while fostering psychological safety for open communication, feedback, and challenges. This empowered the team to embrace change which boosted engagement and relationships.
As a result, our team has become a high-performing unit where development drives collective achievements – team members are freely selected for cross-functional projects such as an HR officer from compensation and benefits joining talent development initiatives, while a
talent development officer can participate in the employee engagement survey project team, etc. By linking individual success to team and overall company triumphs, these mindset shifts have elevated the HR team from a backend function to a strategic value partner. This evolution isn’t just about HR – it’s about winning together.
Q What leadership traits do you believe are most critical in today’s HR landscape, especially in a multicultural, fast-paced F&B environment?
In today’s dynamic F&B environment, I believe the most critical leadership traits for HR leaders are market orientation, flexibility, and a deep human touch – especially in multicultural, high-velocity settings, like Hong Kong’s bustling scene.
First, maintaining a market-oriented perspective is essential. We must always remember that our ultimate customers are the consumers savouring our products. This mindset shift aligns HR initiatives directly with business objectives and market demands, ensuring we’re not siloed, but strategically driving growth, talent strategies, and customer experiences.
Second, given the F&B industry’s rapid changes, flexibility and empathy are nonnegotiable. HR can’t be a rigid, conventional function, it needs to blend proactive agility with genuine human connection. Our leadership emphasises understanding employees, customers, and market dynamics on a deep level.
By fostering teams that are market-sensitive and forward-thinking, we uphold our commitment to both internal teams and end consumers.
Ultimately, these traits turn HR into a resilient partner which fuels innovation and loyalty in a fast-paced world.
Q How would you describe your leadership style?
My leadership style is a combination of Eastern wisdom and Western management frameworks. As a leader, I believe in the importance of selfleadership before guiding others, influenced by the five attributes outlined in Sun Tzu’s The Art of War ( 孫子兵法 ): wisdom, credibility, benevolence, courage, and discipline. These qualities are essential for commanding respect and leading effectively, enabling sound strategic decisions and maintaining discipline within the team.
1. Wisdom ( 智 ): A leader must possess foresight and critical thinking abilities. This involves understanding their own strengths and weaknesses, as well as anticipating challenges.
2. Credibility (信 ): Trustworthiness is fundamental. A leader must be a person of integrity, aligning their actions with their words. This fosters loyalty and inspires confidence within the team, ensuring that everyone is united in pursuing common goals.
3. Benevolence (仁 ): Compassion and concern for team members are vital. A leader should treat individuals with respect and kindness, creating an environment where followers feel valued and motivated.
4. Courage (勇): Effective leaders must be brave and willing to make quick and sometimes difficult decisions. Courage inspires the team and uplifts morale. A leader’s determination can galvanise the entire team towards success.
5. Discipline (嚴 ): Maintaining high standards and a clear chain of command is crucial. A disciplined approach ensures that rules and methods are consistently followed, which can be the decisive factor in achieving success.
My leadership philosophy centres on being an integral part of the team rather than maintaining hierarchical distance. I see myself as a coach and facilitator of growth and development, focusing on understanding each team member’s strengths and aligning their interests with the broader objectives of our organisation.
I foster an environment of open communication where all team members, regardless of their position, feel comfortable sharing their thoughts and ideas. This collaborative atmosphere nurtures a cohesive team dynamic, ensuring that everyone recognises their value and contribution to our shared success.
Q How closely do you work with the CEO, and what are the specific projects that both of you work closely on?
I work very closely with our CEO Daren Lau in shaping the people strategy that supports TJI’s long-term growth. We collaborate frequently on strategic initiatives that bridge our business goals with our people priorities, particularly in the areas of company culture, leadership development, and employee engagement.
Together, we have spearheaded a cultural transformation initiative to strengthen the Tam Jai DNA and its core values. Recognising that corporate culture starts at the top, we have organised workshops with active participation from our CEO, other executive committee members, and department heads to revamp our organisational DNA and redefine our core values. This initiative ensures that our culture scales effectively across markets while staying authentic to Tam Jai’s brand spirit.
We also work side by side on developing the company’s ‘Competency Framework’, a cornerstone of our HR transformation. This framework defines the skills and behaviours required for success, empowering employees to align their growth with the company’s strategic objectives. By integrating culture and competencies, our CEO and I ensure that Tam Jai attracts, develops, and retains passionate talent ready to drive sustainable growth.
Q With women making up over 80% of the workforce, how do you ensure they’re not just represented, but empowered at every level of leadership? Firmly believing that leadership excellence transcends gender boundaries, we have implemented initiatives for women’s leadership development.
One significant initiative is the ‘District Manager Leadership Programme’ (DMLP), launched in partnership with HKU SPACE. This programme focuses on personal effectiveness, team management, and task management, equipping our district managers with essential managerial skills tailored to meet the evolving needs of our business. Graduates of the DMLP receive the Qualifications Framework Level 3, reflecting our commitment to continuous learning and professional growth.
We have also introduced the ‘Situational Leadership II Programme’ and the ‘Mastering Multi-Site Leadership Programme’ (MMU). These programmes are designed to provide our operations management, most of whom are female, with both theoretical frameworks and practical skills necessary for effective leadership.
They focus on establishing new benchmarks in operational leadership, developing comprehensive leadership capabilities, and creating a common language across functions. Participants gain robust leadership mindsets while enhancing their practical management skills, ensuring they are well-equipped to handle the complexities of their roles.
At TJI, our Jeh Jeh, who manage the day-today operations, including operations management, people management, and customer service, exemplify how women can lead effectively at every level. Our district managers oversee multiple units, demonstrating that women’s leadership is integral to our success. Programmes such as the DMLP and MMU initiatives enhance their leadership and career development, and prepare them to take on more significant roles within the organisation.
Q It is time to shift the focus to the future – how do you see the role of HR evolving in the next three to five years, especially in the F&B sector?
Hong Kong’s F&B sector is fast-paced and demanding, propelled by acute labour shortages and intense competition. High staff turnover makes talent acquisition and retention top priorities. Diversity, inclusion, and sustainability are rising imperatives, as consumers increasingly favour eco-brands. HR can respond by integrating ESG principles into recruitment, training, and performance metrics to attract purpose-driven talent and enhance brand loyalty.
To alleviate high stress from long working hours, HR can foster engagement through mental wellbeing workshops and recognition programmes that build supportive environments – emphasising mental and physical wellbeing, ultimately boosting employee loyalty.
Digital transformation is accelerating in traditional outlets, heightening upskilling demands for tools such as POS systems, kitchen automation, and CRM analytics. HR can address this with brief digital workshops and predictive staffing tools to streamline operations and improve efficiencies.
Overall, F&B HR must embrace agile, people-first tactics to tackle shortages, trends, and tech shifts.
BEHIND THE WIN: AXA HONG KONG AND MACAU’S HOLISTIC APPROACH TO ELEVATE WORKFORCE WELLNESS THROUGH INNOVATION AND INSIGHT
From prevention to recovery, the insurer is redefining employee wellbeing with a connected healthcare ecosystem and data-driven insights, empowering HR teams to build healthier, happier, and more resilient workforces.
In today’s dynamic workplace, rising healthcare costs, employee stress, and evolving expectations challenge HR leaders daily. As such, AXA Hong Kong and Macau believes the key to safeguarding employee wellbeing while maintaining business agility and competitiveness lies in a holistic, data-driven approach – one that goes beyond traditional insurance to deliver seamless, personalised support across every stage of the health journey.
From prevention to recovery, the insurer empowers HR teams to build healthier, happier, and more resilient workforces through innovation, empathy, and strategic insight. This commitment was recently recognised at the HR Vendors of the Year Awards 2025 in Hong Kong, where AXA Hong Kong and Macau earned gold for Best Corporate Insurance Provider and silver for Best Corporate Health & Wellness Provider.
“Winning the awards is a great honour for both our company and team,” says Emily Li, Chief Employee Benefits and Wellness Officer, AXA Hong Kong and Macau (pictured left)
“It reflects the trust and recognition we have earned from HR professionals. This acknowledgement validates our efforts and motivates us to further innovate in designing and launching employee benefits products and wellness initiatives that meet the evolving needs of corporates.”
A seamless, connected healthcare experience
AXA has built a robust healthcare ecosystem across Hong Kong, Macau, and Mainland China, protecting over 540,000 Employee Benefits members through a network of 7,000+ medical service providers and three dedicated medical centres as of June 2025. This ensures employees enjoy boundless and cost-effective access to quality care wherever they are.
Complementing this extensive network is the ‘Emma by AXA’ app, a digital gateway that streamlines access to care and wellness services. Through this platform, employees can search for doctors, book consultations, receive same-
day medication delivery, and access mental health tools all in one place. This digital experience is seamlessly connected to AXA Hong Kong and Macau’s holistic wellness framework, ‘BetterMe’, which supports physical, mental, social, and financial wellbeing through tailored programmes that meet diverse workforce needs.
To further enhance care accessibility and emotional support, AXA Hong Kong and Macau offers the ‘Cancer Medical Concierge Service’, providing personalised, cross-boundary cancer care across Hong Kong and the Greater Bay Area. Employees benefit from one-on-one support, direct referrals, and transportation assistance, which helps in reducing treatment delays as well as alleviating the burden of travel and the stress of navigating complex medical systems.
Mental wellness is another pillar of AXA Hong Kong and Macau’s strategy. Digital tools like the ‘Mind Health Self-Check’ offer instant assessments and expert-backed recommendations, encouraging proactive care. Meanwhile, the ‘Better She’ programme delivers a 12-month journey focused on women’s health, combining checkups and treatments to support both mind and body.
AXA Hong Kong and Macau has also introduced the ‘AXA BeOnTrack Club’, the industry’s first insurer-led sports community, which offers guided fitness classes that promote active lifestyles and foster employee engagement.
Strategic insights for smarter HR decisions
Recognising the pressure HR teams face in balancing care quality with cost control, AXA Hong Kong and Macau offers data-driven wellness consultancy powered by ‘Power BI’ dashboards. These analytics provide granular insights into claim trends, benefit usage, and cost drivers, enabling HR leaders to optimise benefits and ensure employees receive the care they truly need.
AXA Hong Kong and Macau’s case management service further strengthens its role as a strategic HR partner. By reviewing hospital bills, offering medical advice, and supporting early return-to-work planning, the insurer helps HR teams manage complex cases with confidence and compassion.
Whether through innovative platforms or thought leadership in healthcare strategy, AXA Hong Kong and Macau continues to redefine the HR industry with solutions that are both forward-thinking and human centric.
“By supporting HR in nurturing a healthy and productive workforce, and continuously innovating through strategic partnerships, AXA delivers impactful solutions that stand out in a competitive market,” asserts Li.
“Moving forward, we will continue to harness data-driven innovation to cocreate sustainable and impactful solutions with our HR clients.”
BEHIND THE WIN: ST8GE TRANSFORMS TEAM BUILDING AND LEADERSHIP DEVELOPMENT WITH PURPOSE, INNOVATION, AND LASTING IMPACT
By blending psychology, creativity, and strategy, the company empowers organisations and individuals to grow with trust, resilience, and conscious leadership.
From boutique beginnings to becoming a pioneering force in experiential learning and organisational development, ST8GE Group is rewriting the playbook for team building and corporate training, helping organisations transform not just how their teams work, but how they grow together.
As ST8GE celebrates its 11th anniversary, the company continues its commitment to delivering transformative, innovative, and inspiring bespoke services by blending psychology, creativity, and strategy, empowering clients to evolve and thrive. And this decade-long effort has been recognised with definitive accolades.
“Winning the HR Vendors of the Year awards is a deeply meaningful milestone for ST8GE,” affirms Claire Luk, Chief Transformation Officer, ST8GE.
“This recognition reflects the passion, creativity, and dedication of our team, who brings heart and excellence to every programme we deliver. Beyond an award, it is a celebration of trust, partnership, and impact that reminds us of our intention to inspire purposeful transformation and help individuals, leaders, and teams to perform, lead, and live with greater meaning.”
A long-lasting, impactful journey of growth
At the heart of ST8GE’s success is a clear philosophy: training and team building should be a transformative experience – serving as catalysts for genuine connection, deeper dialogue, and stronger collaboration that unlock potential and create sustainable impact long after the session ends.
In that sense, ST8GE’s approach goes far beyond fun activities or one-off events. It’s a curated journey that integrates psychology, expressive arts, and strategic thinking. Using tools like LEGO ® SERIOUS PLAY®, Playmobil Pro ®, Points of You®, and psychometric frameworks, every programme is designed as a live experience, blending immersive themes, professional production, and powerful dialogue. These elements help teams explore communication styles, strengths, and blind spots, while cultivating mindful, conscious, and values-driven growth that aligns people development with ESG and organisational purpose.
One standout initiative is ‘Mindful Leadership’, where ST8GE became the first in Hong Kong to integrate mindfulness with LEGO ®, expressive arts, and psychodrama. This reimagines mindfulness as dynamic and inclusive, helping participants cultivate presence, emotional intelligence, and stronger collaboration through play, deep thinking, and conscious engagement.
“The outcomes have been exceptional,” shares Luk. “Leaders report greater trust, deeper communication, and significant improvements in engagement and wellbeing. Beyond enhancing teamwork, this initiative advances ESG and employee wellbeing goals, making mindfulness practical, inclusive, and transformative in today’s corporate world.”
People-powered innovation
ST8GE’s strength lies in its people. With a 100% staff retention rate and a multidisciplinary team of trainers, facilitators, artists, and psychologists, the company delivers programmes that resonate across cultures, industries, and learning styles. From frontline staff to C-suite executives, ST8GE empowers individuals to lead with confidence and clarity.
In response to evolving HR trends, ST8GE is embracing AI-driven learning design and analytics, hybrid engagement models, and ESG-focused consultancy. Strategic partnerships – such as with Roma Green Finance – enable ST8GE to deliver sustainability-aligned training that supports DEI, unconscious bias reduction, and cultural competence.
“Our team embraces ESG, DEI, and conscious leadership principles, ensuring that training aligns with global sustainability and social impact priorities,” says Luk.
As ST8GE moves into the next stage of its journey, the company remains committed to driving greater transformation for clients, nurturing futureready leaders, and creating sustainable impact across industries – solidifying its role as a trusted partner in shaping the future of corporate learning and development in Asia.
“By combining human insight, AI innovation, and ESG strategy, ST8GE continues to redefine the future of transformative learning and organisational development, sustaining our leadership as a transformational learning partner in Asia,” emphasises Luk.
Redefining the future of work: Key takeaways from Inspire HR 2025
In an era where AI is accelerating, talent markets are evolving, and employee expectations are rising, HR leaders face a pivotal question: Where should HR go next?
Addressing this, more than 200 HR professionals and 16 expert speakers gathered at The Ritz-Carlton, Hong Kong on 16 September 2025 for a full day of insights and inspiration at the Inspire HR 2025 conference.
From AI-driven transformation and employee wellbeing, to benefits design and total rewards strategies, each session delved into the future of HR – and how leaders can prepare to thrive in it. Event report by Tracy Chan
Transforming HR with technology
Opening the conference, Philip Wixon, Head of HR Transformation at The Hong Kong Jockey Club (HKJC), shared a real-life case of using technology to enhance the employee experience – from within his own organisation.
To address the challenges of managing a diverse workforce across geographies and job families, HKJC introduced a single cloud-based platform, unifying 20-plus fragmented HR systems, including modules for recruitment, onboarding, compensation, learning, and performance management.
Wixon emphasised that strong branding, thoughtful change management, comprehensive training, continuous measurement, and real-time support were key to navigating the complexities of the implementation.
“HR is about to get simpler. I think we have,” he said. “In the future, it is going to get even more simpler – and that was our journey over the last couple of years.”
Employee wellbeing and organisational resilience go hand-in-hand
At the first panel discussion of the day, Theresa Sham, Human Resources Director at Aqua Restaurant Group; Kris Lui, Vice President, Human Resources, APAC at Dr. Martens; and Fanny Lau, Head of HR and Administration at New World Development Company, explored how to design wellbeing strategies that go beyond surface-level perks to truly strengthen organisational resilience.
Moderated by Joey Chung, Group Head of Human Resources at Haitong International Securities Group, the panel agreed the key to effective wellbeing strategies lies in understanding your employees, rather than treating wellbeing as a set of rigid policies.
Leadership buy-in is also essential – not just through approval, but through active participation, role modelling, and leading with transparency and empathy, especially during times of restructuring.
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Leveraging AI to ensure payroll compliance
Moving on to the next session, Vivian Hu, Regional Director at ADP, gave a quick, yet impactful glimpse, into how AI is transforming global payroll operations, strengthening compliance, and enhancing the employee experience.
Through a demo of ADP Global Payroll’s AI features – including pre-processing checks, error detection during processing, and post-processing employee support – Hu highlighted how AI empowers organisations with real-time insights, predictive analytics, and seamless integration, helping them meet evolving workforce demands and streamlining daily tasks through automation and personalisation.
“Now with AI, we may hand over some ‘thinking’, but it doesn’t mean we stop thinking. It means new kinds of work will emerge – built on creativity and intelligence,” she stressed.
Flexible benefits are more than a gimmick
After a refreshing networking break, Victoria Yow, General Manager of Pacific Prime Hong Kong, explored the strategic role of flexible benefits in attracting and retaining a diverse workforce while managing costs.
She emphasised that flexible benefits are a long-term investment, not just a perk. When designed thoughtfully and smartly, they help control costs, improve employee engagement, and support long-term sustainability. The key lies in designing flexible benefits programmes that cater to the evolving needs and expectations of employees in different generations.
“And personalisation doesn’t mean unlimited options – it means offering meaningful choices that actually matter to employees at different life stages,” she said.
Building more resilient teams with experiential and social learning
Exploring how learning must evolve beyond traditional content delivery in the age of AI, Adeline Looi, Senior Director of Talent, APAC at Estée Lauder Companies, delivered a vivid and thought-provoking session by illustrating the power of experiential, emotional, and applied learning to drive behaviour change and business impact.
“Social learning is not just about getting observations, but also about retention and learning from one another,” she shared.
From immersive simulations to AI-powered coaching, Looi emphasised the focus of designing development journeys that are human-centred and strategically aligned. “It is all about translating behaviour change into real development, and growing HR as a strategic partner.”
Embedding mental health into business strategies
In a heartfelt fireside chat, Sharlene Song, Vice President of Human Resources at Meiyume, and Shirley Xu, Senior Director of HR for APAC at Under Armour, discussed the importance of empathy, leadership role modelling, and co-creation with employees when embedding mental health into business strategies.
“One thing that is small, simple, but powerful, is empowering managers to create a culture of trust and care through micro connections such as asking team members about their weekends,” Song said.
Xu agreed, encouraging leaders to play the roles of listener, observer, and supporter to normalise mental health conversations. “Wellbeing is a journey for everyone. Everyone benefits when leaders make mental health a true priority,” she said.
Navigating workforce emotions during a restructure
Emily Tang, Director and Cluster Lead for Hong Kong and Macau, People Capability at Standard Chartered, opened her session about the bank’s enterprise-wide transformation programme, normalising the emotional impact of change and the importance of wellbeing as a strategic imperative.
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Through interactive exercises and personal storytelling, the audience reflected on the fear, uncertainty, and the power of perspective.
The session closed with a call to action: embrace change, support others, and recognise HR’s role as invisible change navigators.
“You can take two approaches for everything happened: get paralysed or tell yourself this is my defining moment,” Tang said. “Let’s balance ourselves first, and then go help people out. Then the whole organisation will change.”
Aligning total rewards with workforce values
The session before lunch was led by Ravi Nippani, Partner, Regional Industries and Solutions Leader, Mercer Asia. Shifting the focus to total rewards, Nippani highlighted that today’s employees prioritise purpose, personalised careers, and transparent, fair pay. Total rewards, therefore, are evolving from fixed structures to flexible, tech-enabled models, tailored to diverse workforce needs.
Through case studies, he demonstrated how clear communication and personalisation across compensation or benefits can enhance engagement and trust. Employers must rethink traditional approaches and position rewards as a strategic differentiator to attract and retain talent.
“Through strategic design and the customisation of compensation, benefits, and recognition programmes, organisations can optimise employees’ satisfaction, productivity, engagement, and retention,” he concluded.
The conference was complimented by an exclusive PowerLunch, proudly supported by Diamond Sponsor, ADP. Through engaging conversations and peerto-peer exchange, 19 senior HR leaders explored strategies and best practices to unleash the power of Gen AI – rethinking workflows, processes, and priorities to make HR leaner, smarter, and more human.
Digital-first workplaces, human-first mindsets
Returning from lunch, a dynamic panel explored how technology can enhance – not replace – the human connection at work.
The panellists included Joseph Ng, Director of Talent and Culture at Accor Hotels Group; Klennis Lau, Regional HR Director – APAC at L’OCCITANE; and Kelvin Lam, Director, Business Development, Career Consulting at Mercer Hong Kong. The key, they pointed out, was starting
with an employee-first mindset, embedding empathy and inclusion into digital tools, and cobuilding solutions with diverse teams.
“Digital tools must align with company culture – it is not just about systems, it is about creating an emotional connection,” Ng said.
Added Lau: “Not every feedback is adopted, but every voice is heard – that’s how we bridge the gap between tech and human touch.”
While Lam highlighted: “Whether you use it or not, it is going to be here for a long time. Just learn it.”
Navigating legal risks with confidence
Closing the day with a practical and insightful session, Adam Hugill, Partner at Hugill & Ip, guided delegates on how HR can future-proof itself amidst Hong Kong’s evolving landscape.
He unpacked key developments, including the abolition of the MPF offsetting mechanism, updates to continuous contract rules, expanded talent schemes, and recent case law on restrictive covenants, termination, and discretionary bonuses.
Hugill also addressed the growing role of AI in HR, cautioning against risks related to bias, transparency, and data confidentiality – especially when using external tools.
“The law never moves as quickly as technology or as far as any AI process that an employer chooses to adopt,” he reminded everyone.
“For any AI process an employer chooses to adopt, there must always be a human in the decisionmaking process somewhere. You can’t rely on AI to make the final decisions for you.”
BEHIND THE WIN: PACIFIC PRIME EMPOWERS
HR TO WORK SMARTER AND FASTER THROUGH HUMAN-CENTRIC BENEFITS MANAGEMENT
With its proprietary platform ‘Prime Care Portal’ and a people-first service model, the company supports HR teams in simplifying complex processes, enhancing employee engagement, and driving strategic outcomes across global workforces.
With over 25 years of experience, a team of over 1,000 professionals, and a presence in 15 global cities, Pacific Prime supports more than 7,000 companies in navigating the complexities of insurance and employee benefits. The company’s approach combines technological innovation with deep industry expertise and human insight to help HR teams manage benefits more efficiently and effectively.
From being a one-stop corporate insurance solutions provider to developing tailored technology for multinational clients across industries and company sizes, Pacific Prime continues to raise the bar in digital benefits management, whilst supporting HR teams with smarter tools and delivering meaningful impact to employers and employees across Hong Kong and globally. Its efforts have been recognised with industry accolades, including AXCO’s Servicing Broker of the Year Award, UK Health & Protection’s Best International Individual Advice Firm, and at the recent HR Vendors of the Year Awards.
“Winning this award is an incredible honour for Pacific Prime,” says Victoria Yow, General Manager of Pacific Prime Hong Kong. “For our team, it represents years of dedication towards transforming how organisations manage, communicate, and optimise benefits.”
Transforming complexity into clarity
At the core of Pacific Prime’s offering is the ‘Prime Care Portal’ (PCP), a proprietary platform built entirely in-house to address the operational challenges faced by HR teams.
Designed to offer a simple, centralised experience, PCP consolidates policies, enrollments, census data, premiums, and reports management across insurers and regions into one secure, intuitive interface. Built for adaptability, the platform is tailored to each client’s structure and needs, supporting automated premium calculations, real-time mobility transfers, and custom reporting. Complemented by Pacific Prime’s ‘Flexible Benefits Portal’, PCP enables HR leaders to manage complex, multi-regional plans with flexibility and precision, thus reducing reliance on spreadsheets, fragmented insurer portals, and manual processes.
Pacific Prime also works with organisations to develop wellness strategies that align with their culture and workforce needs. These initiatives span physical, mental, and financial wellbeing, and include benefits education, targeted
communication campaigns, and comprehensive wellness frameworks. The goal is to help employees better understand and engage with available resources, while supporting organisations in fostering a healthier, more engaged workplace.
People-first service model
Pacific Prime’s service model is underpinned by a strong internal culture. Operating under a single global P&L, the company promotes collaboration and internal mobility. Many senior leaders and team members have been with Pacific Prime for over a decade across various job functions, which contributes to their in-depth understanding of needs of clients.
In Hong Kong, the team’s expertise and responsiveness are key to delivering consistent service and faster resolution for clients. The team also excels at analysing plans and claim utilisation data to drive meaningful changes and impact for their clients’ benefits programmes.
Training is a core part of Pacific Prime’s talent strategy. All team members receive hands-on education in policy structures, platform features, and global account servicing. This investment in people translates into high retention – 80% in Hong Kong in 2025 – and a service model where clients are supported by corporate insurance specialists who understand their unique setups.
Looking ahead, Pacific Prime will continue to invest in innovation. A new mobile app is set to launch next year, offering employees seamless access to benefits, policy details, wellness resources, and claims on the go – all within a multilingual, role-based platform.
“This upcoming launch reflects our focus on innovation and our dedication to helping clients and partners build a more connected, data-driven, and employeecentric benefits experience across global workforces,” emphasises Yow.
“Combined with deep industry expertise and regional experience, Pacific Prime will remain a trusted partner, helping HR teams navigate change confidently and maintain long-term leadership.”
Drinks, dialogue, and discovery: The HR Mixer Hong Kong 2025
Thought-provoking discussions while socialising was on the agenda for HRO’s debut social networking event for HR leaders in Hong Kong. Report by Tracy Chan.
Over fantastic drinks, delicious refreshments, and an electrifying atmosphere set against the sunset over the iconic Victoria Harbour, Human Resources Online was thrilled to debut its first-ever The HR Mixer event in Hong Kong on 22 August 2025.
More than 100 HR leaders gathered on a relaxed Friday afternoon at the office of gold sponsor PERSOL to dive into the latest industry buzz while connecting and reconnecting with new and familiar faces.
A key highlight of this casual networking event was a dynamic and thought-provoking panel discussion featuring four industry leaders:
• Saurav Atri, Group Head of Leadership Development, DFI Retail Group.
• Brian Wong, Chief People & Culture Officer, Hong Kong Productivity Council.
• Kingson Kwan, Managing Director Hong Kong, PERSOL.
• Philip Wixon, Head of HR Transformation, The Hong Kong Jockey Club.
Moderated by HRO’s Tracy Chan, the panel tackled one of the most pressing questions of our time: In an AI-enabled future, what role will human talent truly play?
“If AI is getting better at being human, shouldn’t we become even more deeply human?” Atri asked.
“What AI can’t replicate is culture, only humans can create culture. It can’t make mistakes the way humans do, and it can’t replicate human connection and memories.”
Wong emphasised that AI is not about taking away people’s jobs, but about making life happier and easier.
“It’s about where and what scenario to apply the tools to. It’s always the people who can help maximise the return and the value of all the tools.”
Sharing from a pan-industry perspective, Kwan believes human-to-human interaction will not change, and HR’s role is to equip people with a suit – the superpower to do things better.
“In Marvel, Nick Fury’s superpower is the human touch, and he managed a bunch of supermen.”
Wrapping up the discussion, Wixon acknowledged that: “It ain’t going to go away, right? The productivity, I think, is almost boundless. But we need some due care and attention, of course. We all need to chase, but not to the detriment of going completely automated.”
Following the panel discussion, the energy was further elevated by a lively lucky draw and trivia game sessions, where lucky winners walked away with exciting prizes, and all delegates left with unforgettable memories.
A heartfelt gratitude to all our wonderful sponsors and partners for making the event such a success!
BEHIND THE WIN: HOW GREEN VOYAGE CHAMPIONS CROSS-INDUSTRY COLLABORATION FOR FUTURE-READY LEADERSHIP
This groundbreaking collaboration among AXA, Schneider Electric, and Veolia is redefining how sustainability and talent development intersect to deliver measurable impact across industries.
In a bold move to redefine leadership development, AXA Hong Kong and Macau, Schneider Electric Hong Kong, and Veolia Hong Kong and Macau have joined forces to launch Green Voyage – an eight-month, cross-industry learning journey that is reshaping how sustainability and talent development intersect. This pioneering initiative was honoured with a gold award in Learning & Development at the recent HR Excellence Awards 2025 in Hong Kong, affirming the power of cross-industry collaboration in shaping the future of leadership and reinforcing Green Voyage’s position as a benchmark for transformative talent initiatives that deliver measurable impact.
“This recognition would strengthen our appeal to purpose-driven talent, reinforce partner credibility, and accelerate the scaling of effective HR practices. Above all, it would confirm that our Green Voyage collaboration generates measurable ROI, stronger employer brands, and enduring cultural change across three industries,” the three companies jointly share.
A tri-party vision for sustainable growth
More than a learning programme, Green Voyage is a strategic alliance that unites the strengths of three industry leaders. By pooling resources and insights, the initiative fosters collaboration, innovation, and a shared purpose to sustainable progress.
Through a dynamic blend of site visits, skill-building workshops, and actionlearning projects, participants explore how to embed ESG principles into everyday business practices. Tackling real-world challenges in areas such as green buildings, waste management, and energy efficiency, they are guided by senior leaders who serve as project sponsors and mentors.
The results speak for themselves: 86% of participants who have undergone the tri-party Green Voyage programme now apply an ESG lens to both professional and personal decisions, while over 50% report sustained behavioural shifts. The initiative has also driven a 35% uplift in core leadership capabilities, including ESG awareness, cross-industry collaboration, and creative thinking, at a 36% lower cost than comparable leadership offerings, and 100% participant recommendation.
Leadership-driven, purpose-led
The success of Green Voyage is rooted in visible leadership commitment. Executives from AXA, Schneider Electric, and Veolia not only championed the initiative but played an active role in shaping its direction – ensuring strategic alignment and inspiring deeper employee engagement.
Isabel Lam, Chief People and Corporate Management Officer, AXA Hong Kong and Macau, says: “We place great effort into creating a unique learning environment where participants develop a deep understanding of environmental and social impacts, as well as the business implications of sustainable practices. It is essential to equip them with the holistic skillset and mindset that are increasingly valuable in today’s business landscape.”
Kira Li, Human Resources Director, Schneider Electric Hong Kong, adds: “Through Green Voyage, we have created an enriching journey that brings together diverse industry insights and sustainable business approaches. This partnership equips our talent not only with the skills to navigate ESG challenges, but also with the mindset to make meaningful societal and environmental contributions while driving long-term business success. It’s a testament to what HR can achieve when we co-create with purpose and scale learning beyond boundaries.”
Alexandre Moreau, Chief People & Safety Officer, Veolia Asia-Pacific, aptly summarises: “Green Voyage empowers our people to weave sustainability into daily decisions, amplifying innovation and resilience across industries. By tackling live ESG challenges alongside peers from AXA and Schneider Electric, participants sharpen their commercial acumen and collaborative problem-solving skills while deepening their commitment to ecological transformation. The result is a stronger talent pipeline and broader progress toward a sustainable Hong Kong.”
Scaling impact, shaping the future
Green Voyage has already seeded a culture of shared innovation and a growing network of ESG champions. The initiative has also delivered significant employer branding value with exceptional LinkedIn engagement and positive external coverage at zero media cost.
To sustain impact, the trio plans to scale the tri-party model, deepen crosssector collaboration, and embed continuous learning as a core organisational muscle. Future enhancements include advanced technology integration, postprogramme support, and mentorship opportunities, all underpinned by a robust feedback loop.
By championing responsible growth and purpose-driven leadership, AXA, Schneider Electric, and Veolia are setting a new standard for agile, future-focused HR practices.
Mental health is a shared responsibility: Six key takeaways from NCPC Hong Kong 2025
An annual platform for meaningful dialogue, collaboration, and learning about mental health. Here are some highlights captured by HRO’s Tracy Chan.
Mental health is not an isolated concern – it affects everyone. That’s why Human Resources Online (HRO) proudly supports the National Counselling & Psychotherapy Conference (NCPC) annually across Asia to foster learning and collaboration around mental wellbeing, in the role of a media partner.
This vision was reflected in the choice of venue. This year’s NCPC Hong Kong took place at Eaton HK, a Langham Hospitality Group managed property renowned as a progressive hotel and cultural sanctuary that blends hospitality with social impact, culture, and wellness.
Through its luxury loyalty and experience platform, Brilliant by Langham, the Group elevates guest journeys with curated privileges and exclusive rewards, creating spaces to experience a sense of belonging, connection, and community.
Held on 16 October, the conference saw more than 100 experts, practitioners, and advocates gather for a full day of keynotes, panels, and interactive sessions.
Discussions spanned therapy ethics, workplace resilience, sport psychology, narcissism, neurodevelopment, and bereavement – critical issues shaping mental wellbeing today. Here are the key takeaways from the event:
1. Never lose hope
Hope is a critical element in therapy and recovery. Balancing optimism with realistic expectations helps build trust and resilience.
2. Adopt holistic and inclusive approaches
Mental health strategies must consider life stages, gender-specific needs, neurodiversity, and cultural factors. Personalised care remains essential for sustainable wellbeing.
3. Resilience and adaptability matter
In workplaces and personal lives, resilience is a skill that can be cultivated. Practical techniques and supportive environments enable individuals and organisations to thrive under pressure.
4. A digital balance for a healthy development Technology impacts attention, socialemotional health, and identity formation. Encouraging balanced screen time, parental involvement, and positive digital habits are key to supporting children and families.
5. Growth through adversity
Even in the face of trauma and loss, post-traumatic growth is possible. Support systems – both professional and peers – play a vital role in transforming challenges into opportunities for healing and purpose.
6. Community and collaboration drive change
Reducing stigma, improving education, and ensuring accessible resources – all of these require a collective effort from professionals, families, and society.
The event concluded with a strong message: mental health is a shared responsibility that requires empathy, education, and empowerment.
A huge thank you to all the speakers, moderators, panellists, delegates, and partners for supporting the event and working together to create environments that foster resilience, understanding, and hope.
BEHIND THE WIN: HOP LUN’S PEOPLEFIRST CULTURE TURNS WELLBEING INTO BUSINESS PERFORMANCE
Workplace safety, employee wellbeing, and inclusion – Hop Lun is setting a new standard for employee care in manufacturing.
With resilient growth across 13 factories in Asia, Hop Lun has demonstrated that care is not just a corporate value – it is a vital component of its business strategy. By prioritising wellbeing, safety, and inclusion in its daily operations – not merely as perks but as essential elements – Hop Lun has created a people-first environment that leads to meaningful results: safer workplaces, reduced turnover, empowered women, and stronger business performance.
Its recent win at the HR Excellence Awards in Hong Kong for Employee Care & Wellbeing is a powerful validation of this approach. “This recognition is a true reflection of our belief that the wellbeing of our people is the foundation of our business,” said Nadine Hall, Chief Executive Officer of Hop Lun.
“The recognition affirms that our inclusive and human-centered approach creates stronger business outcomes. It also motivates us to keep raising the bar and sharing our learnings across regions.”
Scaling with care
In the last two years, Hop Lun has welcomed large cohorts of new joiners – with some sites where many of the headcount was new. To support this scale-up, the HR team anchored its priorities on a clear vision: create safe, healthy, and inclusive workplaces where every colleague can thrive.
To achieve this, Hop Lun has refreshed its Group Health & Safety Policy, as well as mandated 100% participation in safety training via a train-the-trainer model. The company has also embedded third-party assessments like RSC (Accord), Better Work, and Higg FSLM across markets, creating a trifecta of policy, people, and external validation. Structured onboarding through a ‘90 -day New Joiner Orientation Programme’ also ensures that new hires quickly align with culture and safety expectations.
Wellness at the doorstep
In an industry defined by precision and pace, Hop Lun’s wellbeing initiatives meet employees where they are.
The ‘Light & Life Vision Health Programme’ has delivered over 5,100 eye checks and 2,000 pairs of free spectacles, improving comfort and quality in visually intensive roles. The ‘Better Standing’ ergonomics initiative has seen the deployment of 660+ anti-fatigue mats and posture training to reduce strain and injury risk.
As one factory manager put it: “If a colleague cannot see clearly or stand comfortably, how can we expect perfect stitches? Wellbeing is how we make quality.”
Preventive health measures have also been expanded with free on-site diabetes screenings, medical check-ups, partnerships with local hospitals, alongside HIV and dengue education programmes.
With 81% of the workforce being women and 70% of factory supervisors being female leaders, Hop Lun has built a comprehensive ecosystem for women’s wellbeing: maternity support through ‘Mom Class’ and nutrition sessions, award-standard lactation rooms, and Pink October breast cancer education reaching 12,000 employees.
Belonging that goes beyond work
Beyond wellness, Hop Lun fosters belonging through initiatives like ‘Appreciation Week’, which engaged 29,000 employees in peer-led recognition. Community events have amplified inclusion: an ‘Annual Picnic’ for 20,000+ colleagues and families, ‘International Language Day’ with 7,000 participants, and Men’s Day reaching more than 5,000 colleagues.
These initiatives are powered by a leadership team that walks the talk. Executives endorse external verifications, join the ‘on-floor thank-you’ campaign, modelling appreciation behaviour, and empower local HR teams to adapt global frameworks to local cultures and shift schedules.
Hop Lun’s next chapter focuses on ‘#SHECAN’, a global programme designed to help employees achieve balance, growth, and fulfilment – both personally and professionally. The programme addresses social, physical, intellectual, financial, and occupational wellness, supported by initiatives like digital safety monitoring toward zero injuries, expanded health screenings, confidential helplines, and standardised verification.
“#SHECAN will continue to strengthen our culture of empowerment –ensuring every employee feels valued, supported, and inspired to perform at their best”, affirms Hall.
“Caring for our teams through preventative initiatives and meaningful support doesn’t just build resilience – it fuels the long-term success of our people, our culture, and our community.”
THE RESOLUTIONS HR LEADERS ARE SETTING FOR 2026
As 2026 approaches, six HR leaders from Hong Kong share with HRO’s Tracy Chan their resolutions, strategies, and personal commitments for the year ahead.
Kennis Liu
People & Culture Director, HK and Taiwan
Carlsberg Group
Every year brings new challenges and opportunities – and 2026 will be no exception. With the disruptive power of AI, shifting employee expectations, and a renewed focus on both professional and personal growth, the coming year promises transformation and possibilities..
As HR evolves into a more strategic role as the centre of driving inclusion, innovation, and cultural change, how are leaders preparing themselves – and their teams – for what lies ahead? In this feature, we speak to six HR leaders from diverse industries in Hong Kong to uncover their visions for 2026.
From harmonising technology with humanity, cultivating empathetic, thriving workplaces, to prioritising wellbeing and embracing happiness, their insights demonstrate how HR can lead with purpose, confidence, and clarity in an era of disruption.
Kennis Liu
In 2026, my resolution is to lead with unwavering intentionality and create a lasting impact.
Professionally, I am devoted to shaping a workplace where every individual feels profoundly connected to their purpose, their growth, and one another. This coming year, I will:
• Champion leadership development: Empower today’s leaders and tomorrow’s visionaries with the tools, confidence, and support they need to excel and inspire.
Joan Lee Head of Human Resources Wallem Group
Paul
van Rotterdam
Human Resources Director Pirata Group
Kaman Lo
Regional Human Resources Director
USANA Hong Kong
Winnie Lee
Talent Development
Lead, APAC
Mattel Asia Pacific Sourcing
Debbie Lieu
People Director, Asia Bonhams
• Cultivate true psychological safety: Foster a culture where every voice is not only heard, but genuinely valued, allowing bold ideas to flourish free from fear.
• Nurture emerging talent: Establish clear pathways for learning, mentorship, and high-impact contributions that ignite passion and energise our entire team.
• Spearhead transformative people and culture strategies: Embed equity, belonging, and innovation into every policy and interaction, ensuring that inclusion is not merely an initiative, but our core identity.
On a personal level, I am reclaiming my balance – committing to be fully present, prioritising my wellbeing, and evolving into a leader who listens deeply, learns continuously, and leads with authentic empathy. I firmly believe that when we care for ourselves with intention, we bring greater clarity, compassion, and courage to everyone we serve.
Joan Lee
As I look towards 2026 at Wallem Group, a company steeped in a century of maritime heritage, my resolution is to ensure our legacy is not just built on the ships we manage, but on the people who power them, and that they can be truly heard, valued, and empowered.
We will launch an integrated strategy built on a foundation of continuous listening, using regular pulse surveys and focus groups not merely to collect feedback, but to spark tangible actions that directly enhance engagement and retention. This proactive approach will enable us to fully embrace the diversity of our global maritime team, ensuring that a wealth of perspectives is not just included, but actively leveraged as our core strength.
Ultimately, we will solidify this cultural shift by directly linking performance to a measurable and equitable rewards framework. Through a rigorous pay equity analysis and meaningful recognition, we will demonstrate that a contribution at Wallem will always be met with fair and commensurate value, cementing a culture where everyone can thrive.
Paul van Rotterdam
In 2026, we will face new exciting projects and challenges. The key for us in the people team is to keep strengthening our employer branding and create awareness amongst new and current talent. Putting our core values in the spotlight and continuing to lead by example with our culture of unconditional hospitality will be our priorities. Our culture should always be visible to our teams and guests.
Both in work and my private life, my main new year’s resolution is to smile more, and enjoy what we create and achieve!
Kaman Lo
As we approach 2026, my theme for the upcoming year is ‘be happy’. One of our HR team’s objectives is to build strong partnerships with both our employees and leaders. I believe that creating a happy workplace is crucial in achieving this goal.
Real happiness encompasses good health and engaging in meaningful activities in our lives. At USANA, we are committed to taking care of our employees through a variety of programmes, including distributing free company supplements and skincare products, offering a wide range of health-related activities, and providing an ‘employee assistance programme’.
In 2026, we aim to be even more proactive in pursuing employees’ career development. We are planning to hold more employee listening sessions, where employees’ voices are heard, and where we can gather constructive feedback to create an even happier workplace.
On a personal note, I am striving to implement a better collaboration between work, family, and physical health. I hope that my lifestyle can inspire not only my family, but also my colleagues. I believe this will also positively impact how employees and candidates perceive our company.
Winnie Lee
My 2026 resolution is to harmonise professional growth with inner wellbeing. Professionally, I will master practical AI applications while developing key soft skills such as cultivating leadership.
Personally, I will continue my dedicated mindfulness practice to preserve my inner peace and maintain a calm and focused mind. This conscious commitment to mental clarity is essential as it provides the foundation from which all effective and meaningful professional action springs, allowing me to contribute with purpose and resilience.
Debbie Lieu
Working in human resources has given me the chance to support colleagues facing emotional challenges. This has motivated me to learn more and seek advice from mental health experts. I’ve realised how important empathy is – not just for those affected, but also for their teams. Balancing privacy and fairness is delicate, but support can make a real difference.
Personally, I deal with daily stress too, so I focus on staying calm, talking to experienced friends, exercising, and enjoying hobbies. HR is often seen as a space that absorbs negative energy, so it’s essential we take care of ourselves first so we can better support others without burning out.
A NEW CHAPTER OF HR EXCELLENCE IN HONG KONG
Rebranded as the HR Excellence Awards, this year’s prestigious event celebrated transformative HR strategies that are shaping the future of human capital management.
As cutting-edge technologies emerge, workforce expectations evolve, and employee wellbeing takes centre stage, in-house HR teams are being called to step up and embrace change and play a more strategic role in shaping the future of work.
One standout example of an employer dedicated to this mission was MGM China, whose commitment to innovation and excellence was on full display at the HR Excellence Awards 2025, held at Hotel ICON on 23 October.
Shining under the spotlight, MGM China took home four gold, four silver, and two bronze awards, and was ultimately honoured with the prestigious title of HR Grand Winner for 2025.
The gold awards were earned in the categories of Excellence in Employee Volunteerism, Excellence in Employer Branding, Excellence in Talent Acquisition, and Excellence in Total Rewards Strategy.
The team also secured four silvers for Excellence in Employee Engagement, Excellence in Learning & Development, Excellence in Use of HR Technology, and Excellence in Workplace Culture, along with bronze trophies for Excellence in ESG Strategy and Excellence in Talent Management.
Formerly known as the HR Distinction Awards, this rebranded event organised since 2015 by Human Resources Online (HRO), marks a bold new chapter in our journey to spotlight HR excellence, as well as aligning the event’s identity with HRO’s regional awards series spanning Hong Kong, Singapore, Malaysia, Thailand, Indonesia, and the Philippines.
To reflect the evolving landscape of HR in Hong Kong, several new categories were introduced this year, including Excellence in Employee Volunteerism, Excellence in HR Change Management, Excellence in Internship Recruitment/Development, Excellence in Talent Management, and Excellence in Total Rewards Strategy.
A new individual accolade was also unveiled – HR Leader of the Year – recognising exceptional HR leaders whose leadership and management have driven meaningful organisational success.
Congratulations to all the winners and finalists, and a heartfelt thank you to our esteemed panel of judges for their thoughtful evaluations of an outstanding pool of entries.
Flip through the pages to relive the highlights and enjoy photos from the glittering gala.
PANEL OF JUDGES 2025
Queena Pun
General Manager, People Planning and Solutions Airport Authority Hong Kong
Debbie Lieu
People Director, Asia Bonhams
Kennis Liu
People & Culture Director, HK & Taiwan Carlsberg Group
Rosa Ling
Vice President Human Resources Asia Centric Brands
Lisa Yeow
Regional Director, People & Organisation Chanel North Asia
Kanny Ho
VP, Group Human Resources Contempo
Tina Au-Yeung
Group Chief Human Resources Officer Emperor Group
Anna Rydell
Head of Human Resources, Supply Chain H&M
Ernest Cheung
Director, Career Development & Training HKU Business School
Winnie Lee
Talent Development Lead, APAC
Mattel Asia Pacific Sourcing
Woonyee Koh
Director of Integrated Talent Management Philip Morris International
Paul van Rotterdam
Human Resources Director Pirata Group
Thomas Yu
Chief People Officer PrimeCredit
Bonny Yip
Head of Human Resources SKECHERS HONG KONG
Michelle Ng
Talent and Engagement, Director Swire Coca-Cola
Kristy Lam
Head of HR APAC
The Cookware Company
Sonny Ng
Rewards Director
Toys”R”Us (Asia)
Edmond Wong
Human Resources Director
UCP Group
Jolie Chui
Head of Human Resources Asia
Walgreens Boots Alliance
EXCELLENCE IN CHANGE LEADERSHIP STRATEGY
Urban Renewal Authority
Shun Tak Holdings
EXCELLENCE IN DIVERSITY, EQUITY & INCLUSION
Artyzen Hospitality Group
Shun Tak Holdings
EXCELLENCE IN EMPLOYEE DEVELOPMENT
W Macau - Studio City
Artyzen Hospitality Group
EXCELLENCE IN EMPLOYEE VOLUNTEERISM
China
John Swire & Sons (H.K.)
EXCELLENCE IN ESG STRATEGY
Shun Tak Holdings
JCDecaux Transport
EXCELLENCE IN COMPENSATION & BENEFITS
KLN Logistics Group
Macau - Studio City
EXCELLENCE IN EMPLOYEE CARE & WELLBEING
Insurance (Hong Kong)
EXCELLENCE IN EMPLOYEE ENGAGEMENT
EXCELLENCE IN EMPLOYER BRANDING
Logistics Group
Shun Tak Holdings
EXCELLENCE IN HR CHANGE MANAGEMENT
Corporation
Taikang Asset Management (Hong Kong) Co.
EXCELLENCE IN HR DIGITAL INNOVATION
MSIG Insurance (Hong Kong)
EXCELLENCE IN LEARNING & DEVELOPMENT
Green Voyage (AXA, Schneider Electric, Veolia)
China
EXCELLENCE IN TALENT MANAGEMENT
Bupa International
EXCELLENCE IN USE OF
HR LEADER OF
Dennif Lai
EXCELLENCE IN INTERNSHIP RECRUITMENT/DEVELOPMENT
John Swire & Sons (H.K.)
EXCELLENCE IN TALENT ACQUISITION
Shun Tak Holdings
EXCELLENCE IN TOTAL REWARDS STRATEGY
EXCELLENCE IN WORKPLACE CULTURE
Macau - Studio City
Lenovo Hong Kong
SILVER KLN Logistics Group
Sun Hung Kai & Co.
BEHIND THE WIN: HOW BUPA’S BLEND OF CAPABILITY UPLIFT AND CARE UNLOCKS WORKFORCE POTENTIAL
By adopting a future-back talent strategy – one that envisions the healthcare landscape of 2030 and works backward to shape today’s workforce – Bupa is building a future-ready talent pipeline today.
At Bupa Hong Kong, the journey to becoming one of the region’s most admired employers is anchored in a powerful belief: “Our people are the heart of everything we do.” This guiding principle has shaped the company’s talent strategy and recently earned Bupa a gold award at the HR Excellence Awards in Hong Kong.
“As a caring employer, Bupa is committed to fostering an environment where our people can thrive,” says Margaret Eccleton, People Director, Bupa Hong Kong (pictured top left). “This award is a testament to our dedication to employee growth and the strength of our talent programmes. It fuels our passion for continuous innovation and reinforces our connected, caring culture.”
From frontline to future leaders
To build a resilient leadership pipeline, Bupa has designed a comprehensive development journey for both frontline and back-office employees. The focus: nurturing creativity, collaboration, and a deep commitment to Bupa’s values –brave, caring, and responsible.
At the heart of this effort is the award-winning ‘People First’ programme, tailored for high-potential frontline talent. This nine-month journey includes crossfunctional exposure, personalised development plans, and multi-dimensional career pathways. The programme supports both vertical and lateral growth, fostering internal mobility. Since its inception in 2018, five cohorts have completed the programme, with over half of the participants stepping into managerial roles.
Building on this success, Bupa launched ‘People First 2.0’ to further develop alumni capabilities. This next phase sharpens agility, customer-
centric leadership, and integrated care delivery, ensuring frontline leaders are equipped to navigate the evolving healthcare landscape.
Inspired by the frontline programme’s impact, Bupa extended its development efforts to back-office talent. The ‘Essential Management Series’ equips first-time and team leaders with foundational people management skills, while the ‘Senior Leadership for Senior Management’ workshop prepares leaders to drive cross-functional collaboration and align with strategic priorities. To date, over 80 leaders – from senior managers to directors – have been identified in the leadership pipeline.
Future-ready talent for a changing world
To stay ahead of industry transformation, Bupa has embraced a future-back talent approach – envisioning the healthcare environment of 2030 and working backward to build the workforce of today.
Strategic partnerships, such as with the School of Accounting and Finance at The Hong Kong Polytechnic University, are helping to drive healthcare innovation and develop future talent. Meanwhile, the ‘Recruiting for Tomorrow’ initiative empowers hiring managers to identify candidates who not only fit the culture but also bring future-ready capabilities, ensuring every hire strengthens the organisation’s long-term vision.
Bupa also fosters innovation through internal hackathons, connecting backoffice talent with global Bupa leaders. These events promote cross-functional collaboration and empower employees to co-create solutions that enhance customer experience, health outcomes, and sustainability.
Enterprise-wide engagement
Leadership engagement is central to Bupa’s talent strategy. From senior executives to line managers, leaders actively mentor and coach emerging talent, reinforcing a culture of growth and support.
Equally vital is employee feedback. Bupa’s biannual ‘People Pulse’ survey –boasting a participation rate of over 95% – provides valuable insights that drive improvements in connection, collaboration, and personal development. The results validate the impact of Bupa’s talent initiatives and affirm a workplace where employees feel heard, valued, and empowered.
With a bold vision, a caring culture, and a strategic focus on talent, Bupa is shaping a future-ready healthcare ecosystem – one where people always come first.
BEHIND THE WIN: HOW MGM CHINA MAKES GREAT MOMENTS FOR ITS PEOPLE THROUGH HR EXCELLENCE
From community-wide outreach to holistic development and community impact, MGM China continues to elevate its HR practices to be a shining role model and employer of choice.
At MGM China, greatness isn’t just a vision – it’s a way of life. With over 13,500 employees powering two award-winning integrated resorts in Macau, MGM has redefined what it means to be a world-class employer brand in the hospitality industry.
This year, the company’s commitment to people-centric excellence and innovation earned it 11 accolades at the recent HR Excellence Awards 2025 in Hong Kong, including the coveted HR Grand Winner’s title.
“These accolades set a new milestone for us and are a testament to our world-class HR practices in fostering a caring and growth-oriented work environment where team members thrive, innovate, and grow,” shares Wendy Yu, Executive Vice President of Human Resources, MGM China.
“We are grateful for the unwavering support provided by the company and our dedicated leaders. These awards validate our strategic HR vision and reinforce our brand promise of ‘Making Great Moments’ – not only for guests but especially for our employees.”
A culture of greatness
MGM’s workplace culture is built on three pillars:
• ‘Great People’ – To build capabilities that enhance individual and organisational competitiveness.
• ‘Great Brand’ – To enrich internal and external communities through meaningful, branded experiences.
• ‘Great Organisation’ – To foster a strong, inclusive culture that benefits all.
Starting with talent acquisition, MGM has developed a flexible, worldclass recruitment model to support its diversified business. From AI-powered recruitment platforms to global career roadshows, the company casts a wide net to find top-tier talent both locally and internationally. Highlights include celebrityled auditions for the Macau 2049 residency show directed by Zhang Yimou, and government partnerships for POLY MGM Museum recruitment including collaborations with local universities to kick-start hospitality careers through internships and fresh-graduates’ careers programmes.
Once on board, every team member embarks on a robust employee journey:
• Learning & development: The core training programmes instill values, while MGM Academy and MGM eAcademy offer thousands of learning opportunities exceeding over 80 hours of training per staff per year. Signature career development programmes fast-track career growth through mentorship, cross-functional exposure, and global learning trips.
• Total rewards: MGM’s comprehensive rewards system supports both financial and physical wellbeing, ranging from salary surveys and incentives to 24/7 shuttle services, nutritious meals, in-house clinics, and exclusive discounts at over 200 local SMEs.
• Wellbeing & safety: Initiatives like the ‘MGM Wellness and Safety’ campaigns and family-friendly policies promote holistic wellbeing, work safety, and work-life balance.
• Volunteerism & green initiatives: In 2024, MGM employees dedicated over 41,000 hours to community service and sustainability initiatives, and participated in hundreds of events, all of which benefitted the local community.
• HR transformation: Secure and efficient platforms are preferred to streamline recruitment, scheduling, and communication. Gamified e-learning and real-time analytics empower employees to learn, grow, and connect anytime and anywhere.
Leadership that listens and leads
MGM’s culture of HR innovation and engagement are powered by strong leadership and cross-functional collaboration. With the support of senior executives, including President and Executive Director Kenneth Feng, and Executive Vice President of HR Wendy Yu, MGM has championed a talent-driven culture that prioritises inclusivity, growth, and wellbeing, cultivating a workplace where team members feel valued and inspired.
Looking ahead, MGM’s HR priorities include deepening employee engagement, expanding learning ecosystems, enhancing wellbeing, and integrating world class technologies and green practices.
“We aim to evolve our digital learning platforms, strengthen career mobility, and foster a culture of continuous feedback and recognition. Sustainability and community enrichment will remain central, with initiatives supporting youth development, vocational training, and inclusive workplace practices,” illustrates Wendy.
“We will continue to invest in leadership development and data-driven HR strategies to anticipate workforce needs. By aligning our HR roadmap with our brand philosophy, we strive to remain an employer of choice and a benchmark for excellence in hospitality.”
A GOLDEN LEGACY: HONOURING HONG KONG’S TOP-TIER HR SERVICE PROVIDERS
Celebrating its 10th anniversary, the HR Vendors of the Year Awards 2025 continued to serve as the industry benchmark for recognising the most trusted HR partners in the city.
Held at Hotel ICON on 23 October 2025, this year’s HR Vendors of the Year Awards ceremony marked a decade of honouring top-tier HR service providers who empower the HR community and shape the future of work.
What began as a special magazine feature in 2005 has grown into one of the most prestigious events in the HR industry.
Officially launched as an awards ceremony in 2015, the HR Vendors of the Year Awards has since cemented its position as the definitive platform for celebrating excellence in HR solutions.
Taking home the coveted overall title for 2025 was BIPO Service North Asia. Securing its top spot for the second consecutive year, the payroll and people solutions provider clinched three gold trophies in the categories of Best HR Analytics & Insights Platform, Best HR Management System, and Best Payroll Software. Adding to its accolades, BIPO also earned a bronze in the Best Innovative HR Service Provider category.
More than just recognition, these awards serve as a vital guidebook for HR professionals seeking strategic partners who can help their organisations turn technology, insights, and creativity into useful products and solutions that make HR’s life easier.
Human Resources Online congratulates all winners and finalists for their outstanding achievements, and we extend our thanks and appreciation to our esteemed panel of judges for their invaluable contributions and unwavering support.
A big kudos to everyone who helps make this event an annual highlight in Hong Kong’s HR calendar!
PANEL OF JUDGES 2025
Queena Pun General Manager, People Planning and Solutions Airport Authority Hong Kong
Debbie Lieu People Director, Asia Bonhams
Kennis Liu
People & Culture Director, HK & Taiwan Carlsberg Group
Rosa Ling Vice President Human Resources Asia Centric Brands
Lisa Yeow
Regional Director, People & Organisation Chanel North Asia
Tina Au-Yeung
Group Chief Human Resources Officer Emperor Group
Anna Rydell
Head of Human Resources, Supply Chain H&M
Winnie Lee
Talent Development Lead, APAC Mattel Asia Pacific Sourcing
Woonyee Koh Director of Integrated Talent Management Philip Morris International
Paul van Rotterdam
Human Resources Director Pirata Group
Thomas Yu Chief People Officer PrimeCredit
Bonny Yip Head of Human Resources SKECHERS HONG KONG
Michelle Ng
Talent and Engagement, Director Swire Coca-Cola
Kristy Lam
Head of HR APAC The Cookware Company
Sonny Ng Rewards Director Toys”R”Us (Asia)
Edmond Wong
Human Resources Director UCP Group
Jolie Chui
Head of Human Resources Asia Walgreens Boots Alliance
BEHIND THE WIN: HOW WTW IS TRANSFORMING THE C&B LANDSCAPE IN HONG KONG
From proprietary platforms like ‘Embark’ to AI-powered analytics, the firm delivers tailored, tech-enabled, and scalable solutions that help clients stay ahead in a fastchanging talent landscape.
In a rapidly evolving talent landscape, WTW has emerged as a trusted partner for organisations navigating the complexities of compensation and benefits.
Winning a gold award at the recent HR Vendors of the Year Awards 2025 Hong Kong is not just a milestone, but also a testament to WTW’s commitment to innovation, client-centricity, and excellence.
“Winning this award is a tremendous recognition of our team’s dedication to ‘transform tomorrows’ for our clients and communities in Hong Kong,” says Eric Lam, Head of Health & Benefits, Hong Kong and Macau, WTW.
“This recognition inspires us to continue raising the bar for HR consulting and benefits broking, and to help our clients unlock their full potential to motivate and strengthen their workforce.”
Empowering clients through data and technology
Having celebrated WTW’s 50 th anniversary in Hong Kong in 2024, the 98-strong locally-based team supports 620 clients in the compensation business, thus covering 10% of the city’s total workforce population through their employees, and over 800 clients on the benefits side.
Its integrated approach that combines deep industry expertise, robust proprietary data, and cutting-edge technology, has helped organisations in Hong Kong build long-term sustainable total rewards strategies that drive performance and engagement.
WTW’s strength lies in its ability to turn data into actionable insights. Its inhouse big-data analytics capabilities power quarterly ‘Talent Intelligence Reports’ and ‘Talent Perception Dashboards’, enabling clients to benchmark compensation and employee sentiment against market peers.
The firm’s AI-driven automated job levelling analysis has also transformed efficiency for HR teams, delivering speed and accuracy in compensation reviews.
The ‘Embark’ platform, WTW’s proprietary benefits administration system, offers a seamless digital experience for employees – from selecting benefits to submitting claims. Unlike other providers who rely on third-party systems, WTW’s full control over Embark ensures customisation and scalability tailored to each client’s needs.
“Our solutions are tailored, insight-led, and supported by a global network with strong local understanding,” emphasises Brooke Liu, Senior Director, Work & Rewards, Hong Kong, WTW.
“These initiatives have enabled our clients to respond proactively to market shifts and talent challenges.”
Client relationships built on trust and impact
WTW’s client retention rate exceeds 90%, with over half of partnerships spanning more than five years. Clients consistently cite the firm’s professionalism, technical expertise, and ability to deliver bespoke solutions, even in niche areas often overlooked by competitors. From executive compensation and board advisory to flexible benefits design, WTW’s end-to-end services are engineered to meet evolving business needs. Regular engagement through seminars, forums, and surveys, such as the annual ‘WTW Benefits Forum’, keeps clients informed of market trends and regulatory changes. These platforms also showcase insights from global studies like the Benefits Trends Survey and Global Benefits Attitude Survey, helping employers align strategies with employee expectations.
A culture that drives excellence
WTW’s purpose to ‘transform tomorrows’ is also reflected in its people-first culture. Internal initiatives like the ‘Young Professional Network’, ‘Wellbeing Committee’, and ‘Corporate Responsibility Committee’ foster connection, inclusion, and community impact. The firm’s mentorship and ‘Asia Hall of Fame’ recognition programmes further empower its employees to grow and thrive. It is the people’s experience, culture, and commitment that drive the excellence WTW delivers to its clients.
Looking ahead, as Hong Kong employers continue to face rising benefit costs and talent retention challenges, WTW is committed to further enhancing its digital capabilities and expanding its analytics offerings to deliver even more actionable insights.
“We plan to expand the functionalities of our Embark platform, making benefits administration and employee engagement even more seamless,” shares Eric.
“We are also developing new market studies and dashboards to address emerging topics such as workforce wellbeing, flexible benefits, and talent mobility. Our focus remains on delivering flexible, scalable, and sustainable solutions that help clients turn risks into growth opportunities.”
BEHIND THE WIN: BIPO’S INNOVATIVE HR SOLUTIONS
ARE DESIGNED FOR GLOBAL SCALABILITY AND LOCAL ADAPTATION
Platforms like ‘Athena BI’ give organisations advanced data analytics and predictive insights, enabling informed decisions while ensuring compliance across multiple jurisdictions.
As businesses expand across borders and navigate the complexities of workforce agility and regulatory compliance, the demand for reliable, efficient, scalable, and locally adaptable HR solutions has never been greater.
BIPO, winner of multiple accolades at the HR Vendors of the Year Awards 2025 – including the coveted Grand Award and gold awards for Best HR Analytics & Insights Platform, Best HR Management System, and Best Payroll Software – is answering that call with innovative platforms that combine automation, analytics, and regional expertise. These solutions help organisations turn operational challenges into strategic opportunities, enabling simplified operations and agile, compliant, high-performing teams.
“First, I would like to acknowledge all the participants and winners of this year’s awards. Together, we strengthen Hong Kong’s HR community and drive continued business growth across the region,” says Florence Mok, Managing Director – North Asia & Oceania, BIPO.
“More than recognition, these accolades inspire our team and reaffirm our commitment to service excellence. They remind us of the trust our clients place in us, and the role we play in leading HR transformation across Hong Kong, APAC, and beyond.”
A unified global platform with local expertise
Central to BIPO’s success is its ability to deliver a unified global HR platform that remains deeply attuned to local market needs. With 25 proprietary payroll engines and a presence in over 170 markets, BIPO’s HRMS and payroll solutions are built to scale with businesses, offering seamless integration with enterprise systems like Workday, Oracle NetSuite, Cornerstone OnDemand, and SAP SuccessFactors.
What sets BIPO apart is its consultative approach. Rather than offering one-size-fits-all technology, BIPO co-creates solutions with clients, ensuring compliance with local regulations while addressing specific business needs.
“At the core, we are committed to building partnerships that enable organisations to grow with confidence in every market they operate in,” emphasises Mok.
Turning data into decisions
One of BIPO’s most transformative innovations is ‘Athena BI’, a proprietary business intelligence platform designed to elevate HR analytics. By consolidating
workforce and payroll data into a single dashboard, Athena BI enables predictive insights on attrition, productivity, and compliance risks.
“This initiative has transformed payroll from a transactional process into a strategic business tool, enabling HR teams to focus on talent, growth, and strategic priorities,” adds Mok.
Clients have reported significant improvements, including a boost in retention and an increase in productivity, thanks to Athena’s early warning systems and automated reporting capabilities. These insights empower HR leaders to make proactive, data-backed decisions that enhance business performance and workforce planning.
People-first culture, powered by innovation BIPO’s commitment to innovation is matched by its dedication to people. Under Mok’s leadership, the company has cultivated a high-performance, peoplefirst culture. With staff retention rates exceeding 92%, BIPO invests heavily in continuous learning, cross-market collaboration, and community engagement. Initiatives like capability-building workshops, regional project rotations, and participation in industry expos ensure that BIPO’s teams stay informed on emerging technologies, global workforce trends, and evolving compliance frameworks.
But BIPO is not resting on its laurels. The company is focused on advancing AI-driven automation and analytics, enhancing employee experience tools across its ecosystem, and expanding regional cloud infrastructure to deliver faster, more secure, and scalable services for global clients.
“Our upcoming platform enhancements will offer deeper workforce intelligence, enabling smarter decision-making and stronger compliance oversight,” shares Mok.
“Looking ahead, our goal is to help organisations use HR technology more effectively – streamlining complex workflows, delivering actionable insights, and enabling teams to make faster, smarter decisions that improve performance and drive growth.”
PHYSICAL HEALTH THE TOP WELLBEING
PRIORITY FOR HONG KONG PEOPLE
Having surveyed more than 11,000 respondents worldwide, including 1,000 individuals in Hong Kong in May 2025, the Cigna Healthcare International Health Global Study 2025 found that Hong Kong respondents were among the most proactive in the world when it comes to valuing and managing their physical health.
54% of Hong Kong respondents ranked physical health as their number one priority, far above the 35% global average.
48% Regular exercise (63%)
43% of Hong Kong respondents identified ‘maintaining weight’ as their top goal, only 36% prioritised ‘losing weight’. of the Hong Kong respondents expressed optimism about the role of AI in improving healthcare delivery and efficiency. is the most common method for managing weight.
