Mei Lynn Chan

I oversee all Group organizational Development activities, focused on structural effectiveness and efficiencies, and productivity improvements, with the added portfolio of being HR Business Partner to Group Technology

I oversee all Organizational Development initiatives, focused on structural effectiveness and efficiencies, and productivity improvements, as well as overseeing Maybank group's People Policies, and associated risk areas

I oversee both short & long term Human Capital Strategy & initiatives for Maybank Group, Human capital budgeting & monitoring, as well as performance monitoring (financials and outcome based metrics) including performance management.

I oversee the Business HR function for Maybank Group's Global Wholesale Bank including the overseas operations (ex Singapore and Indonesia) and Maybank Investment Banking Group. It is a generalist role, covering approximately 7,000 people in more than 12 countries

Responsible for all organizational development initiatives in the organization which includes: Develop and implement a competency based strategy linking all HR applications and processes, from Recruitment & Selection, to Performance Management, Development, Talent Management and Promotions Design, develop and implement a total company development plan Performance Management Strategy Design, develop and implement Income's management trainee program Implemented PeopleSoft modules: Profile Management, Training Administration, Career & Succession Planning, Performance Management. Inclusive of developing training material for UAT platform and briefing to whole company Support the Company's cultural transformation on the training & communication perspective for: Customer Service Programs, company wide Culture & Values at induction I lead a team of 5 and manage a development budget of approx $ 2.4 million. As part of the senior HR team, I have a major contribution towards helping develop HR's short term and long term strategies and annual plans.

Managed a team of 12, covering all aspects of the retail business for DBS Bank, Singapore and in total, a staff population of approximately 2,500. Projects and achievements: Focused on strategic staffing and a career development framework for Relationship Managers (RM) across the DBS and POSB franchises. Job analysis and evaluation for anchor positions across CBG May 2006 - May 2007 SSEA and Overseas Branches This portfolio comprised of DBS Branches in 10 countries. The branches were mainly focused on investment banking, with the exception of India and Indonesia which inclued priority banking. Projects and achievements: Set up the HR structure for the Dubai office in 2006 Worked in partnership with the London branch to review and implement regulatory changes as well as improve the retirement contributions, taking advantage of government taxation relief Provided advise and guidance in employment and industrial relations and disciplinary issues for London, Seoul, Mumbai and Jakarta Conducted a Rank Rationalization review for the India Branch to re-align the rank level of positions and individuals to Head office Worked with the project team from Hwang DBS to set up a JV Hwang DBS Investment Bank. Coached the CEO and the senior management team in the Balance Scorecard and setting of corporate KPIs. Set up and managed HR for The Islamic Bank of Asia, JV subsidiary of DBS, with 22 other Middle Eastern Investors. This entity was launched and incorporated on the 8th of May 2007.

I began consulting for SRG Asia Pacific Sdn Bhd at the end of March 2004 with a conversion to permanent employment in August 2004. SRG Asia Pacific is a BPO company with its core business in operating 3rd party call centers. The scope of work covered all areas of HR, from Recruitment and selection to compensation and benefits. Some of the achievements in the short space of time are as follows: Reviewed and changed the selection process and the staffing mix, to meet staffing requirements. Closed an 80 person deficit gap within 2 months that enabled the call center to meet service levels in the 3rd month. Reduced monthly turnover rates from double digits to single digits. Targeted sourcing of new hires, which enabled SRG to reduce its reliance on agencies and enable quick recruitment of individuals. Turn-around time for recruitment was reduced to 4 days for simple projects Restructured HR to provide for stability, growth and development for the development of call center agents which resulted in overall improved efficiencies and productivity for the Company Managed the risk for the company with minimizing complaints to the IR and labour court in 2004 through proper disciplinary and performance documentation. Detection of payroll fraud through the changes made to processes and accountability within HR

Oversee, manage and develop the Human Resource and Organizational Development Division for Wilh. Wilhelmsen Asia, with specific responsibilities for Barber International, a wholly owned subsidiary of Wilh.Wilhelmsen AS., headquartered in Kuala Lumpur. Responsibilities included: Developing and implementing HR, Organizational Development and communication policies for Barber International, in all its regional locations. Responsible for short and long term HR strategy, plans and budgets for Barber International. Was a member of the Senior Management team for Barber International and involved in strategic level planning of company directions Worked with the different business unit heads (in various locations) to implement appropriate HR strategies and policies Liaised with the regional director of Barwil International (a different whole owned subsidiary of wilh. Wilhelmsen AS.) located in Singapore to provide advisory HR services Special Projects: Improvement of the local intranet to host a variety of HR & company wide information Was part of world-wide team in implementing a company-wide intranet Was key team member in conducting a feasibility study and planning to incorporate e-learning facilities and programs for the sea-men recruits Implemented a development process using competency based structure, incorporated into the performance management system Implemented several company wide telecommunication projects: Feasibility study and implementation of satellite communication on vessels - worldwide Reduction of telecommunication costs in the Kuala Lumpur location using a 3rd party provider from feasibility to implementation

Set up and managed the Towers Perrin office in Kuala Lumpur. This involved the following responsibilities: Recruitment of key and critical staff as per business projections. Marketing and Business development in all areas of services that Towers Perrin offers e.g.: Compensation and benefits, Organizational development consulting work, Compensation and data surveys, performance management and competency based selection and development. Project management and consulting of all Malaysian projects: The projects have ranged from small RM5,000 to RM500,000 projects, including compensation and benefits reviews, designing and developing competency based performance management systems, restructuring human resources to support the business. Consulting and technical support to regional project teams, in the areas of competency development and its various applications. Responsible for the P&L of the office: 1998 was a re-valuation of targets and business objectives due to the financial crisis, 1999 we broke even and in 2000, we surpassed the budget

Involved in the area of competency development and organizational development projects such as performance management and career development and succession planning, also including the delivery of leadership and management development programs. Broadened area of expertise to provide human resource strategy and general HR advice in all areas of Human resources Team member for some of the worldwide projects originating from the US and UK.

Joined as Practice Leader to the McBer practice of Hay, involved in the development of competency frameworks and applications. Involved in the delivery of a proprietary leadership development program using Hay's competency framework and McClelland's Achievement motivation framework. Project Lead for competency based projects, from selection to performance management systems. Left Hay Management to join previous boss who had joined Towers Perrin - 1995 Cellular Communications Network Sdn Bhd This was a local telecommunications firm where I joined as senior executive as a member of an internal consulting unit to the main business. My responsibilities were to mainly assess and adopt appropriate assessment instruments in a variety of areas, eg. personality tests for selection and recruitment, climate surveys, as well as to provide internal assessments on organizational structure, amongst other things.

I joined as a consultant, involved in a variety of projects ranging from human resource and organizational issues to financial and business issues. Projects included privatization projects, corporate restructuring and organization restructuring projects. I was also responsible for starting the executive search business.