Michael Low Email & Phone Number

Global HR Leader for one of the largest strategic business units with revenue of more than US$ 3 billion. A member of the Global Business Leadership Team responsible for the human capital and talent agenda of the business. Work as an integral part of the global business leadership team to identify, plan for and address all organizational and talent implications in enablement of and alignment with the business direction and strategies.Key Experiences:Improved succession planning in the current business unit at the top 2nd-3rd tiers of the organization through the identification of candidates at different degrees of readiness.Developed retention strategy and worked closely with the business leadership team to implement and execute as the organization goes through changes.Design, build and staff the Asia Pacific HR organization to enable the business to stand and operate independently.

Head of HR with operations in Shanghai, Beijing, Shenzhen, Guangzhou, Dongguang, Chengdu, Wuxi, Changshu, Changchun, Kunshan, covering Compensation & Benefits, Talent Management, HR Business Partnering, Integrated Health Services.Key Experiences:1. Instituted structured and formalized process for movement of talents across autonomous business units / functions, accelerating development of local leaders – increasing localization of country business unit heads by more than 30%.2. Raise professionalism and upgraded/ improved the:- Annual salary planning process across multiple sites in China to address external competitiveness, business affordability and internal equity, with consistent use of well-defined internal & external data and common set of decision-making criteria- Development, implementation and documentation of HR policies across China, raising the quality of thinking, consistency and clarity concerning the intent, principles, scope and managing processes behind each policy.3. Raised the talent acquisition capabilities to compete effectively in the tight and highly competitive talent market in China:- Upgraded the team from “traditional recruiters” to “talent scouts” with critical skill-sets,- Implemented an end-to-end integrated and well-tracked talent acquisition process to shorten hiring cycle time, the time for assimilation and proficiency of new hires.4. Managed the global divestiture of one business units within China and transfer of several hundred employees into the new company in a highly volatile environment with a 92% sign-up-rate and zero labor incidences.5. Built up the HR organization and raised the next-tier of local China HR leaders at an aggressive rate – accelerating the development of at least 3 local leaders internally, hiring another 3 externally.6. Resolved legacy expatriate benefits that are no longer cost-competitive versus benchmarked companies and market practices.

Supported different strategic business units as the HR Business Partner for Asia Pacific from 2001 to 2009. Widely recognized by business leaders as a strong HR business partner and a full-fledged member of the business teams, who understand and support the businesses effectively with professional HR capabilities.Key Experiences:1. Led the implementation of Sales Incentive Compensation plan for the sales force in two business units across all the Asia Pacific countries – instituting the managing processes in determining metrics, targets, payout and appeals, etc.2. Worked closely with regional business leaders to redesign and restructure the organization and managing changes and transitions through the implementation:• Separation of segments from different business units to form new business units• Consolidation of two business units into one business unit on two separate occasions• Led a global team to develop the framework and tools, enabling businesses going through major organization changes to do organizational redesign work in an effective and managed way.3. Led a project team to design, develop and implement a top talent identification, assessment and development process – completing the design and development in 2007, piloting it in Asia Pacific in 2008 and 2009 and subsequently adopted and adapted as a corporate process and practice.4. Led a significant step-change in the visibility and quality of performance objectives setting and performance evaluation discussion, by instituting an easy-to-use approach consistently in the business units that addressed the need for objectives to be clear, specific and aligned, enabling improvements in business results.

Led and manage Talent Development. Designed, developed and sourced relevant training and development programs, organization diagnosis, delivered and facilitated organization developmental interventions, action-learning workshops, skills-based workshops, career management workshops and other training programs for employees.Key Experiences:1. Led and managed the 2-weeks intensive residential leadership development program for high potential middle managers – utilizing a combination of external thought leaders, internal senior business leaders; real business projects using an action-learning approach.2. Led an organization diagnosis which subsequently enabled a major plant site to resolve a chronic organization ineffectiveness issue, resulting in a significant reduction in excessive meetings and significant increase in productivity of meetings and team interaction.3. Led career development workshops to address both immediate and longer term development needs of employees using the targeted development approach.4. Designed, developed, led and facilitated supervisory skills workshops for new managers to transition from independent contributors to people leaders.5. Led workshops using personality assessment tools (MBTI, etc.) for self awareness as well as situational and practical application for personal and team effectiveness.6. Designed, developed and implemented simple, practical and effective objective setting approach that raised employees' performance and contribution.

As a result of involvement in projects on working capital improvement, sales & operations planning process improvement in the previous role at the manufacturing plant; was selected and seconded to a DuPont global joint-venture with more than US$1 billion revenue, to lead and manage the Supply Chain function for Asia Pacific.Responsible for a team of 6 direct reports covering demand planning, inventory and distribution management, order fulfillment and customer services - working closely with manufacturing sites in North America, Europe and Japan for supply and production planning. Participated as a key stakeholder and process owner in the global implementation of SAP (R3), an enterprise resource planning system.

Led and manage the Information Systems (IS) function with a team of 4 IS professionals and 6 IS operators and leveraging a centralized IS team of more than 40 to support one of the strategic business units across Asia Pacific. Located at the manufacturing site where an integrated business team (sales, marketing, technical, supply chain, operations) is located. Responsible for automated business and manufacturing applications systems and supporting improvement projects in the business and site, with opportunities of working in cross-functional areas and projects, such as working capital improvement, first-pass yield improvement, sales & operations planning process improvement, etc.Appointed as IS Project Leader, working closely with a project team to start up a manufacturing plant in QingPu, the west of Shanghai. Responsible for the specification, development, acquisition and installation, implementation of IS solutions for the new site.

Led and manage a team of 6 persons, responsible for the company's computers and telecommunication voice and data operations, local and wide area networks, as well as operating a hotline problem resolution system to ensure uninterrupted support and services for the business operations in Singapore, covering both offices and manufacturing sites. Supported mainframe computers, network devices, personal computers, all sorts of software as well as training for all computer users in the company.

Responsible for the study, design, development, implementation and maintenance of business applications systems in the company, such as commercial, financial, management decision systems, electronic data interchange as well as the streamlining and simplification of business processes, procedures and work flow. Provide ongoing education, training and communication to the business users community.

Provide pre-sales and post-sales support to customers of Hewlett-Packard (HP) computer systems and customized suite of business application systems, Responsible for study, design, development, implementation of business applications software. Worked closely with customers departments to develop new or improve existing business processes, procedures and work flow. Provide education and training to users in the customers' companies.

Provide pre-sales and post-sales support to customers of NEC computer systems and customized suite of business application systems, Responsible for study, design, development, implementation of business applications software. Worked closely with customers departments to develop new or improve existing business processes, procedures and work flow. Provide education and training to users in the customers' companies.