The global energy transition represents one of the most significant economic transformations of our time. As organisations navigate this complex landscape, the integration of technical expertise with investment acumen is emerging as a critical success factor, particularly in Hong Kong's rapidly evolving market. Hong Kong's Approach to Energy Transition Outside of its own net zero goals, Hong Kong is positioning itself as a hub for green and sustainable finance. In 2023, Hong Kong experienced a significant increase in green, social and sustainability debt issuance. GSS+ debt originating from Hong Kong reached USD18.2 billion, representing a year-on-year growth of 236%. With US IPOs for mainland and local organisations hampered by US/China relations, Hong Kong offers a strong alternative. Combining its proven financial infrastructure with an ongoing commitment to investing in the energy transition ecosystem should see it excel in tis field, as long as the talent supply can align. Talent Pool Structure What we see is that there are converging routes for talent into this sector. Renewables cannot be considered a ‘new’ sector, but it is evolving rapidly. Solar and Wind were the mainstay assets, but the big focus is now on battery energy storage systems (BESS) and the hybrid opportunities this creates, with CATL making a splash with their upcoming IPO in Hong Kong. Other sectors such as hydrogen and biofuels are also gaining traction, the latter evidenced in is Bain Capital's $400 million investment in EcoCeres, a biofuels company based in Hong Kong. The sources of talent to support the investment sector in these fields are varied: Traditional equity/debt market professionals from buy and sell side with existing experience in renewables or, transferable skills from the wider energy/infrastructure space Technical experts within operators/utilities who have transitioned to M&A or venture investment related roles within their organisations Strategy/corporate development/M&A experts from corporate, government or state-owned enterprises In terms of deal geography exposure, it depends on the sector. A lot of Chinese government backed investment in solar and wind has been aggressive in South America and Europe, but new deal flow has slowed. Europe and the UK tend to be a key focus in the BESS sector with Japan and Australia seen as the most likely APAC markets. With geopolitical tensions where they are, it is unlikely that we’ll see any US focused investment from Hong Kong/China in the short to medium term. Talent with European deal experience tends to be based out of the UK with a number of key funds/institutions having specialised teams in each of the renewable sub-sectors. The Talent Integration Imperative Energy transition investments require a unique blend of technical understanding and financial expertise. When investment decisions are informed by deep technical understanding, risk assessment becomes more robust and the potential for successful outcomes increases. The presence of specialists with a technical background within investment teams gives investors confidence. This is not only confidence in the initial investment decision, but that the appropriate skills are in place to ensure problems can be resolved before they escalate in the operational context. As the market matures and competition increases, the ability for those advising the deal process to deliver genuine insights and value creation will be a positive differentiator. The Path Forward For Hong Kong and other financial centres, the opportunity to lead in energy transition finance will depend on attracting, nurturing and retaining key talent. Organisations that successfully integrate technical, and investment talent will be best positioned to capitalise on emerging opportunities. Our recent market interactions indicate there is no shortage of talent willing to consider roles in Hong Kong in this sector and, for the well-funded, there is a limited window of opportunity to secure key people before things heat up and we move into another cycle. For more information on recruiting in the energy transition space (investment and operational/technical) and the wider ESG & sustainability sector, contact Mathew Gollop at mat@connectedgroup.com .

As an ESG recruiter, a common question I hear is: “Do I really need a sustainability certification—and if so, which one?” The answer isn’t one-size-fits-all. While experience remains paramount, the right certification can accelerate your career, bridge knowledge gaps, and signal expertise in this rapidly evolving field. In this edition, we break down the why, who, and how of ESG certifications—from globally recognised credentials to specialised courses—to help you navigate the options and invest in the right one for your goals. Why Take an ESG Course and Certification? In today’s business world, ESG expertise isn’t just valuable—it’s becoming essential. Whether you’re looking to deepen your impact in your current role or transition into sustainability-focused work, an ESG certification offers more than knowledge: it provides tangible proof of your commitment and skills. These programmes help you master the frameworks, tools, and language needed to turn principles into action—from analysing ESG risks to designing strategies that align profit with purpose. For career changers, certifications provide a structured way to build credibility in the field. They signal to employers that you’re not just interested in sustainability, but serious about applying it in real-world business decisions. For seasoned professionals, certifications offer a way to validate experience, stay ahead of regulations, and lead initiatives with confidence. Ultimately, ESG training is about more than adding a credential—it’s about equipping yourself with the mindset and tools to drive meaningful change in an evolving corporate landscape. That said, ESG certification and knowledge are not a substitute for work experience within the industry; they are a supplement, not a replacement. Who Should Consider ESG Certification? ESG certifications are ideal for professionals across various sectors who want to lead sustainability initiatives and make informed investment decisions. This includes business leaders, investors, and anyone looking to enhance their professional reputation and career prospects by demonstrating a commitment to responsible practices. Whether you aim to meet stakeholder expectations or position yourself as a leader, an ESG certification provides a structured and recognised pathway to achieve these goals. How Should You Choose the Right Certification and Course for You? Choosing the right ESG (Environmental, Social, and Governance) certification is a crucial step that can greatly impact your career in sustainable development and ethical business practices. Personal and Professional Goals Before diving into the various ESG certifications, reflect on your personal and professional goals. Are you aiming to enhance company performance through sustainable practices, or do you want to integrate ESG risks and opportunities into investment portfolios? Knowing your objectives will help you choose the certification that aligns with your career path and interests. Additionally, consider your current level of ESG knowledge and skills. Are you looking to learn the basics, deepen your expertise in a specific area, or update your knowledge while networking with peers? Having a clear idea of what you want to achieve will guide you in selecting the right ESG training programme. Relevance to Each Industry When choosing an ESG certification, consider how it fits with your current industry or the one you aim to enter. For finance professionals, certifications focusing on ESG risks and investment strategies are often more relevant. In contrast, those in corporate roles may benefit more from certifications centred on sustainable development and social responsibility. For example, a financial analyst might find the CFA Institute's ESG Investing Certificate useful, while a corporate sustainability manager might prefer the Global Reporting Initiative (GRI) Standards Certification. Selecting a certification that aligns with your industry ensures that the skills and knowledge you gain are directly applicable to your professional context. Continuous Learning Resources The ESG field is dynamic and constantly evolving. Therefore, it's important to choose a certification that offers ongoing educational opportunities and resources. Look for programmes that provide access to updated materials, discussion forums, and networking opportunities with other professionals in the field. For instance, some certifications include memberships to professional organisations that offer continuous education and networking events. This can help you stay informed about the latest trends and best practices in ESG, ensuring that your knowledge remains current and relevant. Evaluating Cost, Time, and Mode of Instruction When choosing an ESG certification, consider both the cost and the time commitment involved. Ensure that the investment fits within your personal and professional circumstances. Some certifications may offer flexible learning paths or part-time options, which can be particularly advantageous for working professionals. Additionally, consider your preferred learning style—do you prefer pre-recorded modules, live instruction, or exam-based certifications?

Hong Kong is witnessing significant regulatory changes and evolving trends in ESG, sustainability and green finance. These shifts not only influence corporate practices but also reshape the dynamics of talent supply and demand within the region. In our last article we talked about future talent demands which we still see as likely, although the general economic backdrop has meant that progress is still slow. The shift in tone from the current US administration has also injected a level of uncertainty. Although it seems China will remain committed to its aggressive renewable energy growth and Hong Kong’s Financial Secretary, Paul Chan committed to “strengthen cooperation with other economies to bridge the ‘significant funding gap’ in global climate change responses” (SCMP 2025) at the World Economic Forum in Davos. Regulatory Landscape Recent developments indicate a robust commitment from Hong Kong's regulatory bodies to enhance the quality and scope of ESG disclosures. The Hong Kong Exchanges and Clearing Limited (HKEX) has mandated more detailed climate-related disclosures from listed companies, effective from January 2025. This move aims to align local practices with international standards, particularly the International Sustainability Standards Board (ISSB) guidelines. As a result, companies will need to provide comprehensive reports on their sustainability strategies, risk management, and climate-related metrics. The Accounting and Financial Reporting Council of Hong Kong has also emphasized the need for expertise in sustainability practices, noting that a significant portion of Hang Seng Index members received limited ratings in their sustainability reports (SCMP, 2025). This gap highlights the ongoing need for skilled professionals who can navigate the complexities of ESG reporting. Emerging Trends in ESG and Green Finance Several key trends are shaping the ESG landscape in Hong Kong and the broader Asia-Pacific region: 1. Increased Integration of ESG Metrics in Executive Incentives: According to a report by WTW, approximately 74% of APAC firms are linking ESG metrics to executive incentives. This trend is expected to drive accountability and enhance corporate governance, making sustainability a core component of business strategies (HRD Asia, 2025). 2. Focus on Climate Adaptation: With climate change posing significant risks, there is a growing emphasis on adaptation strategies alongside mitigation efforts. Hong Kong is set to introduce adaptation criteria for its taxonomy, ensuring that financial flows are directed towards projects that enhance resilience against climate risks (Responsible Investor, 2025). 3. Rise of Transition Finance: The concept of transition finance, which supports companies in moving towards greener practices, is gaining traction. This includes funding for industries that are not fully green yet but are making substantial efforts to reduce their carbon footprint. As China's national carbon market expands to include more sectors, Hong Kong's financial institutions are likely to follow suit, promoting investments in transitional projects (Eco-Business, 2025). 4. Standardization and Assurance in ESG Reporting: The recent push for standardization in ESG disclosures, driven by new regulations, will likely increase the credibility of sustainability reports. Companies that adopt these standards early may gain a competitive edge in attracting investors who prioritize transparency and accountability (Eco-Business, 2025). 5. Publicly Accountable Entities – 2028 Deadline: Hong Kong’s public institutions will need to meet mandatory reporting requirements by 2028. These organisations cover a significant portion of the local real estate footprint and employment base and their role in both driving the conversation a developing talent will be influential. Impact on Talent Supply and Demand As we outlined in the introduction, the slow economy is not yet driving a high volume of hiring but, we are confident that we will see increasing demand as the year continues. Key skills areas are likely to be; Carbon Accounting and Emission Reporting: As businesses are required to disclose not just Scope 1 and 2 emissions but also Scope 3 emissions, the need for professionals skilled in carbon accounting is critical. Companies will seek individuals who can manage complex data and develop credible transition plans. Those who can bridge between technical data, reporting skills, and ESG knowledge will be particularly in demand. Sustainability Reporting and Compliance: With new regulations mandating detailed ESG disclosures, there will be ongoing demand for compliance experts who understand the intricacies of local and international reporting standards. This trend is echoed in the call for more expertise in sustainability practices among Hong Kong’s accounting bodies (South China Morning Post, 2025). Consulting and Advisory Roles: As firms navigate the regulatory landscape, the need for consultants who specialize in ESG strategies and compliance will rise. These roles will involve advising companies on best practices for sustainability integration and helping them develop effective transition plans, both at board and leadership team level. Green Finance Specialists: The expansion of green finance initiatives will create opportunities for finance professionals who can assess and manage investments in sustainable projects. Understanding the nuances of green bonds and sustainable financing will be essential. Conclusion  Hong Kong is at the cusp of a significant transformation in its approach to ESG, sustainability, and green finance. The regulatory changes and emerging trends indicate a clear shift towards increased accountability and transparency, creating a robust demand for skilled professionals in the field. As companies adapt to these changes, the talent supply in Hong Kong will need to evolve, ensuring that the workforce is equipped to meet the challenges and opportunities of a sustainable future. With the right investments in talent development and training, and an agile view on hiring international talent, Hong Kong can position itself as a leader in the sustainable finance landscape in Asia.

Hong Kong is in a difficult phase of its development as a talent hub. The political unrest of 2019 followed by the COVID pandemic saw a well-documented talent outflow. This has compounded a process of localisation that have often left organisations overly dependent on Cantonese language skills. This then restricts the future talent pipeline, leaving companies fighting over a small supply. Whilst ‘diversity, equity & inclusion’ (DEI) is often viewed more about positive PR than real impact, it goes much deeper than this, particularly in a market like Hong Kong. With declining birthrates and an ageing population, the local supply will only shrink. As a result, if Hong Kong is to remain competitive, it needs to embrace DEI as a business risk issue. DEI should be a key driver to sustainability and is core within the ‘S’ of the ESG framework. In ConnectedGroup’s latest Talent Insights Report , this wider issue is discussed and a guide to best practices is provided. At ConnectedSolutions , we look at this through the technology transformation lens to identify how transformation projects can both embrace diverse talent sources and enable effective longer-term integration. Change projects often fail because they operate in a vacuum which is something our model seeks to address, both for the sake of the deliverables as well as the longer-term cultural impact. Our model takes a proven transformation framework and looks at 3 common shortfalls: Poor cultural integration of transformation team members into the client whilst they also feel detached as employees of the consultancy. Lack of investment in pre-program and ongoing training which feeds an over-reliance on senior onsite professionals or offshore resources. As a result of the above, a lack of diversity and suitability for the conversion of talent into permanent employment, post project completion. These issues are resolved via: Strong community partnerships to source from a diverse talent pool Integration of industry recognised training programs that commence pre-project NGO expertise assigned to support and educate on the integration of talent with additional needs HR & Wellbeing expertise assigned to; o Support and engage transformation teams as ConnectedSolutions employees o Work with clients to ensure effective integration, retention and potential for conversion to permanent employment on project completion

Talent now transcends the industry barriers in the ESG & Sustainability [ESGS] space, and the meaning of ‘sustainability’ has become more diverse and complex. As a result, we have extracted this function as a dedicated specialism and have spent much of 2024 speaking with a wide range of professionals ranging from Heads of Sustainability down to graduates entering the sector. These conversations and our wider research have given us insights into the trends, challenges and attitudes shaping the space which we have outlined here. Moving forwards, we will continue to share our findings and will launch a quarterly newsletter in November ( follow us on LinkedIn to get the notification). The Last 12-18 months Overview If you have been blissfully ignorant of the employment market situation in Hong Kong (in which case, we envy you!) then you can review our quarterly Talent Insight Reports to get the low down. In short, it has been a difficult period with a much lower volume of employment opportunities in Hong Kong. Economic challenges, such as high inflation and slower growth, along with geopolitical tensions, have impacted the pace of the green transition and the associated job market dynamics. Hong Kong Headcount ESGS has seemingly weathered this period without any significant headcount loss, other than the trimming of a smaller number of senior positions in some larger corporates. Team structures supporting data and reporting seem more mature and embedded, and hence have survived any downsizing. However, investment in wider training exercises or earlier stage projects have more commonly been put on hold. Cost-cutting and fiscal conservatism have proved to be the norm across most sectors. This restraint on new projects and the ability for individuals to make an impact is becoming a leading cause of frustration amongst sustainability professionals. This is one of the biggest reasons for talent to look outward into the market. However, new roles have been extremely limited with a small uptick in hiring only beginning to be seen in the current quarter. Leading by Example One of the key organisations pushing forwards this year has been the Hong Kong Jockey Club, solidifying a core team and outlining the beginning of a journey to pull together disparate projects and articulate their sustainability goals in a more cohesive way. When a major institution such as this sets out a clear vision, it can only be a positive message to the rest of the market. We see that their efforts will likely set the standard for other Hong Kong institutions to follow. The Next 12-18 months Reporting Talent In the short term, we are likely to see a rise in demand for individuals with reporting experience to help organisations transition to HKFRS 1 and HKFRS 2 / IFRS S1 & S2 and the new HKEX standards. Whether this talent is hired on a permanent, contract or consulting basis will depend on the current maturity of the relevant reporting function. Currently we observe that while there are companies who have well-established in-house reporting structures, there is another set of organisations who are lagging, and have been managing by outsourcing their reporting to third parties. With the increasing complexity of mandatory requirements, it is likely that these organisations will need more in-house capacity and resources. The mid-level reporting talent currently sitting in more mature teams/departments are likely to become a prime target for these companies. Salary increases and bigger titles will be an attraction which will likely mean an increased demand in a relatively tight talent pool. One defence against attrition in these functions will be the increased use of automation for ESG reporting and data systems. As these platforms become more sophisticated, it will enable teams to keep up with the ever-evolving HKEX & ISSB/IFRS standards without the need for increased headcount. However, we don’t see this being effective to the degree where these efficiencies will balance the increased talent demand in the shorter term. Strategy & Integration The general sense from professionals in the sector (across all industries) is that there will still be a strong future demand for talent in Hong Kong. This growth is likely to come from the integration end of the spectrum as the need to pull the ESGS goals into the wider business strategy is becoming critical to ensure positive impact is embedded and measured. In this area, we already see major gaps in expectations versus reality. Hong Kong lacks depth in its senior pool (most senior leadership in sustainability are not home grown). At one layer down, outside of data/reporting/compliance, the same problem exists. Organisations are often expecting to find a perfect combination of technical sustainability knowledge, relevant business exposure, plus the change management skills. However, this mix of skills is in very short supply The two solutions to this are either to cast the net wider and recruit globally or, pull talent with the business knowledge and soft skills across and cross-train them. The challenge with the latter is that not everyone in a functional specialism wants to make this shift but, candidates from transformation/change backgrounds could be a key target. Hong Kong’s Role For Hong Kong, whilst it has had a slower start in terms of development in this space, there is an opportunity to play a pivotal role in the regional and global ESGS ecosystem. With both Hong Kong and Beijing governments framing HK as the key place for Chinese firms to IPO in the coming years, the complexity of cross-border and global requirements will lead to increased need for harmonisation of regulations. HKFRS S1 and S2, are designed to fully align with the IFRS S1 and S2 standards and this alignment will help to better integrate Hong Kong businesses with global and Mainland Chinese capital markets. This is an area in which Hong Kong can play a leading role, particularly if the government’s efforts to strengthen its position as a global talent and green financing hub continue to gain traction. With the HKMA’s latest net zero targets for the banking sector, the flow of capital looks like it will continue to advance against a more sustainable agenda. One thing is for certain, corporate sustainability is here to stay and this is not just a listed company issue. The Sandpiper Global Reputation Capital Index report highlights what we see on that ground - that even some larger private organisations are seeing the sense in ensuring their ESG reporting meets the market standards. Key Observations Reporting and data talent will likely be in demand once again as we head into 2025 Experienced strategy and integration talent is in very short supply. Global talent sourcing or cross-functional training are the key solutions. Our Core Services We can support organisations with their ESGS talent agendas in a number of ways: Executive recruitment Retained executive search Contract resources (individuals sub-contracted for specific periods on yours or our payroll) Statement of work driven projects (you have a goal to achieve, and we deliver the team and run the program) Talent management, leadership and wellbeing consultancy Our Value Adds We are happy to assist our clients with additional data, insights and opportunities such as: Salary surveys Case study sharing and strategy benchmarking Webinar and events support/co-creation Industry roundtables Written by Mathew Gollop & Aadya Kapur . For more information, please reach out to Mathew at mat@connectedgroup.com

Hong Kong's Board & Advisory space is changing, with regulatory developments impacting the likely structure and strategy of future board composition. At ConnectedGroup we see that the future supply of talent will need to come from a more diverse range of backgrounds and experience to meet the needs of an evolving regulatory framework and rapidly changing economic landscape. To clarify, there are 3 main types of formal board role categories in listed companies: Executive Directors – employees of the organisation in the senior leadership team, some of whom may sit in the board, usually the CEO or equivalent on the main board. Non-Executive Directors – board members who are not employees but who represent significant shareholding interests. Independent Non-Executive Directors – board members who are not employees and who have no other connection to the business. It is the 3 rd role of INED on which the regulatory changes focus. A very useful ‘Snapshot of INED’s Roles and Responsibilities’ produced by HKEX can be found here . There are 2 key regulatory pressures: 1. Trimming the Seats: HKEX’s Push to Reduce Over-boarding Recently, the Hong Kong Exchanges and Clearing (HKEX) has announced a proposal to limit the number of board roles an individual can hold across listed companies. While this number was not restricted in the past, the proposal is that an individual can only hold maximum of six board roles. This is an effort to ensure that the directors can devote sufficient time to each company. These changes will be implemented from 1st January 2025 with a proposed three-year transition period for the changes relating to INEDs. As reported by the South China Morning Post, the "over-boarding" proposal has sparked significant debate among company directors because the proposal would force them relinquish some of their roles. At the end of 2023, 23 over-boarded INEDs served on the boards of 181 companies listed on the HKEX (approximately 7% of all HKEX-listed companies), and five INEDs held 10 or more listed company directorships. HKEX firmly believes that it will lead to positive outcomes as INEDs will demonstrate better performance for their board roles. At the end of the day, “Independent non-executive directors and other non-executive directors should make a positive contribution to the development of the issuer’s strategy and policies through independent, constructive and informed comments.” (HKEX, Rules en Guidance C.1.7). 2. Board Composition and Gender Diversity Gender diversity remains a persistent challenge in Hong Kong’s board composition. Nearly 57% of students enrolled in business and management courses are female and women hold over half of entry-level positions. However, their representation decreases as they progress up the corporate ladder. In the financial sector, women occupy only a third of senior management roles. More concerning is their presence in board composition, where women currently hold just 18.8% of directorships among Hong Kong-listed companies as shown in Figure 1. This disparity highlights the urgency of addressing gender diversity on boards. This is why another key regulatory change is the HKEX's mandate requiring all-male boards to appoint at least one female director by December 2024. It is a part of the broader efforts to improve gender diversity in corporate governance. By December 2024, Hong Kong’s firms are expected to show substantial progress in enhancing gender diversity on their boards. This shift aims to create a more balanced and inclusive corporate environment, offering equal opportunities for aspiring leaders of all genders. As companies work to meet these targets, the hope is that boards will reflect a fairer and more equitable landscape, ensuring that leadership roles are accessible to talent from diverse backgrounds, ultimately contributing to stronger governance and decision-making processes.

Hong Kong, August 29, 2024 – Great Place To Work®, the global authority on workplace culture, has selected ConnectedGroup for the 2024 Best Workplaces in Asia™ List . This year’s list features 200 organizations that were chosen after surveying over 2.7 million employees in Asia and the Middle East about their experience in the workplace. In total, the survey results represent the work experiences of over 6.9 million employees across the region. Companies were considered for the list after being selected for local honors on national Best Workplaces™ Lists (ConnectedGroup was selected for the Best WorkplacesTM in Hong Kong 2024 & Best Workplaces in Greater China 2024). This recognition is based on confidential survey data assessing employee experiences of trust, innovation, company values, and leadership. Companies are also evaluated on how well they are creating a For All TM workplace experience, where all employees are welcomed and celebrated no matter who they are or what they do. Companies on the list in 2024 have higher numbers of employees who report a positive experience at work compared to the typical workplace in Asia. When companies build high levels of trust with employees, they are more likely to be prepared for disruption At the Best Workplaces, 89% of employees report that their company celebrates people who try new ways of doing things — 27 points higher than the 62% of employees who said the same at typical workplaces in Asia. When employees say their company celebrates people who try new things, they are 69% more likely to adapt quickly to change and 18% more likely to give extra effort on the job. “Congratulations to the Best Workplaces in Asia,” says Michael C. Bush, CEO of Great Place To Work. “These companies prove that investing in people can lead to better outcomes for business and better outcomes for the planet.” The Best Workplaces in Asia List is published here. About ConnectedGroup Established in 1997 In Hong Kong, ConnectedGroup is a regional executive recruitment, search, and talent consultancy with broad coverage across a range of functional and industry specialisms. Our core services include; Retained Executive Search, Exclusive Contingent Search, Contingent Recruitment, Contract Staffing, Interim Management, Payroll Services and HR/Wellbeing Consultancy. This holistic approach to talent advisory enables an end-to-end view of the key issues and challenges that our clients face and how we can help resolve them. Our strategy is to continue to develop our offering as a 'big boutique' where we combine high levels of engagement and accountability with a comprehensive scope of delivery capability. Our vision is to ‘use recruitment as a lever to improve lives', supported by a mission of 'raising the recruitment industry standard by consistently delivering on our ’ConnectedPledge '. We recruit and measure our employees against the values of being Candid, Creative, Connected and Caring which influences our open and transparent culture whilst encouraging new ideas and focuses us on internal communications that leverage greater benefits for our clients. Beyond our mission and values, we have developed a strong social purpose of 'amplifying goodwill through the connection of talent with great causes' which has led us beyond just considering our professional impact, to focusing on how we can positively influence our communities. We are the founder of www.recruit4good.com - a not-for-profit initiative that aims to provide a job board and career portal at zero cost to the charitable sector. About the 2024 Best Workplaces in Asia List Great Place To Work selected the 2024 Best Workplaces in Asia List by analyzing companies’ workplace programs and surveying over 2.7 million employees across multiple countries in Asia and the Middle East. The responses represent the experience of nearly 6.9 million employees across the region. To be considered, companies must first be identified as outstanding in their local region by appearing on one or more of our Best Workplaces™ Lists in Bahrain, Greater China (including China, Hong Kong, and Taiwan), India, Indonesia, Japan, Kuwait, Oman, Philippines, Qatar, Saudi Arabia, Singapore, South Korea, Sri Lanka, UAE, or Vietnam during 2023 or early 2024. Companies rank in three size categories: small and medium (50–499 employees), large (500+ employees), and multinational. Multinational organizations are also assessed on their efforts to create great workplaces across multiple countries in the region. Multinationals must appear on at least two national lists in Asia and the Middle East and have at least 1,000 employees worldwide with either 40% of its total workforce, or more than 5,000 employees located outside their headquarters country. About Great Place To Work As the global authority on workplace culture, Great Place To Work brings 30 years of groundbreaking research and data to help every workplace become a great place to work for all. Their proprietary platform and For All Model help companies evaluate the experience of every employee, with exemplary workplaces becoming Great Place To Work Certified™ or receiving recognition on a coveted Best Workplaces List.  Media enquiries: Mathew Gollop Managing Director ConnectedGroup +852 3972 5874 mat@connectedgroup.com

In the wake of the pandemic, the job market was thrown into chaos, leading to what we now call the ‘Great Resignation’. Here we explore this mass exodus, the reasons behind it, the subsequent ‘Great Reshuffle’, and the current trend of the ‘Big Stay’, shedding light on the evolving dynamics between employers and employees. The Great Resignation - 2020 & 2021 During the pandemic, the job market was full of uncertainty and mass layoffs; millions lost their jobs, and those who remained employed clung to their roles. However, as soon as life started to return to normal, unexpected shifts occurred that shocked the employment market. Millions of people around the globe started to voluntarily resign from their jobs, leading to the phenomenon known as the Great Resignation - a term coined by organizational psychologist Anthony Klotz. It really began with a socio-phenomenon – grief, anxiety and the realisation that life was short which made people re-evaluate their personal and professional lives. Professionally, the reasons behind this mass exodus were varied. The Personio study highlighted that more than half of those planning to quit cited a reduction in benefits, worsening work-life balance, or toxic workplace culture. Additionally, a Pew Research Center survey found that low pay (63%), lack of advancement opportunities (63%), and feeling disrespected at work (57%) were significant factors. Childcare issues (48%), lack of flexibility in work hours (45%), and inadequate benefits (43%) were also notable reasons. A Microsoft survey of over 30,000 global workers revealed that 41% were considering quitting or changing professions within 2021. In the US, April 2021 saw a record-breaking four million resignations, according to the Department of Labor. These rates were particularly high among mid-career employees and were most pronounced in the technology and healthcare industries. In Hong Kong, the Great Resignation was similarly impactful, with a significant portion of the workforce reevaluating their life priorities and career choices. A survey by Cigna revealed that 37% of employees in Hong Kong had changed jobs in that past year, driven by a desire for better work-life balance and more meaningful work. Additionally, nearly 90% of respondents in Hong Kong reported feeling stressed, with 19% finding this stress unmanageable, highlighting the intense pressure facing the workforce. The Great Reshuffle - 2022 ‘ The Great Resignation’ created a high volume of job openings and staff shortages in some industries and functions. Now people sought “a greater ability for people to fit work into their lives, instead of having lives that squeeze into their work.” – Anthony Klotz . During this period, it became incredibly difficult to retain top talent, and the ‘war for talent’ resurfaced in earnest. As a frantic response, companies started to (in retrospect) over-hire and lure employees with premium packages. Later it became clearer that rather than quitting the workforce altogether, many employees had left to find something more fulfilling that aligned better with their values and lifestyle choices. They carefully chose opportunities that gave them the right pay, benefits and work arrangements in the longer term. Some people completely switched their professions, and some set up their own businesses. Thus, this reshuffling of the workforce led Anthony Klotz to coin “ The Great Reshuffle.” The Big Stay - 2023 Until Today The coming of 2023 brought the era of the ‘Big Stay’. It says something about the way that we have all perceived the passing of time since the pandemic that we so easily call these trends ‘Eras’! Contrasting what was going on 2021-22 where around 4 million workers globally were quitting their jobs, the ‘Big Stay’ denotes the intention of workers to remain in their current jobs for an extended period. The chief architect of this trend is the grim blend of geopolitical tensions along with unfavourable economic conditions. Shift in Power dynamics The current economic circumstances have pushed companies towards cost-cutting measures including mass layoffs. They are essentially “rightsizing” the organisation after the over-hiring of 2022 as we highlighted in our 2024 Q1 Talent Insights Report . Hence, with low demand, the labour supply in the market has been on the increase. This puts employers in a leveraged position where current employees are fighting to keep their jobs. Moreover, switching jobs (which previously came with a promise of a significant pay bump) is now a less attractive and risker option. As expected, given the decline in opportunities, wage increases are notably modest. This shifting power dynamic is well represented in this graphic by EY:

In mid-2005, ConnectedGroup established an office in Dubai, and, by the end of 2007, there was an emerging sense that the dual growth in the UAE and China was driving economic connectivity. The ‘New Silk Road’ was a common refrain and the property development sector, in particular, saw emerging cross-geography strategies. The ‘Great Financial Crisis’ put a swift end to this burgeoning potential in 2008 but, we are now seeing economic flows in a different form. Family office money At a government level, Chief Executive John Lee Ka-chiu's plan to attract over 200 family offices by 2025 reflects an ambition to ensure Hong Kong remains firmly on the map in this sector, despite Singapore’s progress. This goal is backed by the city's robust initiatives, like the Capital Investment Entrant Scheme, offering residency for investments above HK$30 million. Additionally, the presence of over 2,700 family offices, as recently indicated by Deloitte, showcases the city’s ongoing appeal. Besides, Hong Kong's prominence as the world's largest offshore Renminbi trading hub and its initiatives in green financing uniquely position it in the global financial ecosystem. Singapore's strategy contrasts Hong Kong's by focusing on only attracting established, ultra-high-net-worth individuals and family offices. The Global Investor Program, targeting individuals with at least SG$200 million in investable assets, is central to this approach. Singapore's stable, well-regulated financial environment, combined with incentives like pathways to permanent residency, strengthens its own appeal as a destination for high-calibre wealth management professionals. The Middle East's growing interest in Asian markets significantly impacts both Hong Kong and Singapore. Hong Kong has attracted notable investments from the Middle East in sectors like biotech and technology. Singapore, with its strategic maritime location, continues to draw diverse international investments, including those from Middle Eastern sovereign wealth funds and family offices. Middle Eastern investors are increasingly looking to diversify their portfolios beyond traditional investments and away from oil-based revenues. Asia, with its dynamic economies and emerging markets, presents lucrative opportunities. The rapid growth in sectors like technology, renewable energy, and fintech in Asia is particularly attractive whilst still offering access to infrastructure and real estate investments that offer stable and long-term returns, aligning well with the traditional investment philosophy of many family offices. With Hong Kong’s strategic location near mainland China's tech hubs, and itself focusing on investments in AI, fintech, biotech and alternative energy, it is well aligned. There is also a growing interest among Middle Eastern investors in sustainable and ethical investing. Hong Kong and Singapore's focus on sustainable finance and green investment products appeals to this trend.