Copyright © 2013 Singtel (CRN: 199201624D). All Rights Reserved
6.1 BUILD A WINNING TEAM
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Gender distribution of Singapore workforce by employee category FY2013
 
 
The ethnic distribution profile of our employees is well balanced and broadly in line with the national average in Singapore[1].
 
Ethnic distribution of Singapore workforce FY2013
 
 
[1] Source: Singapore Department of Statistics, June 2012.
 
[2] The national average under ‘Others’ does not include foreign workers while Singtel
recognises foreigners under this category.
 
Re-employment of employees reaching statutory retirement age
As part of a Memorandum of Understanding between Singtel and the Union of Telecoms Employees of Singapore (UTES) in 2011, we have refined our policy on the re-employment of older workers. This agreement also reflects the expectations set out in the Retirement and Re-employment Act (RRA), which became law in January 2012.
 
Our re-employment policy states that eligible employees, who satisfy certain criteria, will be offered re-employment when they reach the current statutory retirement age of 62.
 
Satisfactory levels of performance must be maintained over a continuous period of three years prior to reaching statutory retirement age. In FY2013 the take-up rate for re-employment was 85%.
 
Re-employment of employees who reached 62 years old in FY2013
Job Level
No. of Employee who Reached 62
No. of Employee Re-employed
No. of Employee Retired
Junior Officers
73
60
13
Senior Officers
8
8
0
Middle Management
3
3
0
Top Management
1
1
0
Total
85
72
72
 
Driving and Rewarding Performance
Singtel remuneration policies are regularly reviewed to ensure competitiveness and alignment with the marketplace and our internal reward strategies. The basic pay structure is based on the job role and function and we believe we provide a competitive salary and overall remuneration package. With performance-based incentives designed to motivate and promote continued excellence, our people can be further rewarded based on their own and their team’s success. By engaging them constantly, we ensure that they understand the reward structure, know where the company is heading and the role they play in helping to achieve Singtel’s goals.
 
Besides providing equal opportunities for all of our people, it is important that we provide the same level of rewards if the job level and performance are the same between men and women. At the end of FY2013, we analysed salary data for the three main grades of employees and have presented a ratio of gender based pay between our female and male employees[3]. Our basic pay structure is based on job role and function, therefore our female and male employees on average receive equivalent basic pay.
 
Job Level
Salary Ratio
Female : Male
Junior Officers
0.91 : 1
Senior Officers
0.96 : 1
Middle Management
1 : 1
 
[3] This ratio is based on the lowest monthly basic salary as of March 2013 for each category of
employee only. It does not include bonus payments or any other performance related remuneration.
 
In addition to performance-based incentives to motivate and promote continued performance and excellence, we reward breakthrough business performance and exemplary people management practices in our annual prestigious Singtel Excellence Award. NCS has also developed business unit level awards such as the Difference In Quality Awards, Making IT Happen Awards and ACE Awards.
 
‘ESPRESSO’ staff portal and social media
Singtel's enterprise social network, ESPRESSO, has proven to be a great success and a useful platform for management communication, employee collaboration, innovation and empowerment. Launched in late 2011, ESPRESSO acts like an internal Facebook and users can post blogs, ‘like’ each other’s posts and discuss issues relating to the company and their work in a secure digital environment. Various topics and network creation are part of the mix, and issues such as sports, health, CSR and events are discussed at a more personal level. ESPRESSO attracts over one million monthly page views, hosts over 1,300 community sites and handles more than 700,000 searches mainly for staff directory.
 
There have also been some new additions to the internal social media offering. A mobile app called Starfish Online was launched which provides employees with a channel to escalate an unresolved case for a friend or family member who has made prior contact with our customer service. Another mobile learning initiative LearnTube was launched to provide an on-demand video streaming service, hosting learning content produced by our Learning & Development department.
 
As part of our efforts to engage our people in different ways and get them to embrace new technology and digital media, we developed a mobile event app internally for our learning events such as the Singtel Learning Fiesta and the Human Resources Summit which was held in Thailand in 2012. The mobile application allows our people on the move to view course synopses, register and receive course confirmation, post questions and comments during courses and give feedback and evaluation after the courses. Since then, the tool has been a great success and is quickly becoming embedded into our day-to-day practice at Singtel.
 
Positive trade union relationships
We have more than 3,300 bargainable employees in Singapore, or 26% of our workforce. In all matters concerning this group of employees, we actively involve UTES.
In the previous financial year, Singtel and UTES successfully concluded the Collective Agreement 2012. This agreement covers the period from 1 January 2012 and is valid for three years ending on 31 December 2014.
 
In the event of any significant organisational change, we make every effort to engage UTES as early as possible and inform all affected staff in advance. This is usually exceeding the one-month notice as provided in the Collective Agreement.
 
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