In part three of our four-part series on Reductions in Force in Asia Pacific, we looked at severance costs and benefits, key timing challenges and consultation with employees or employee representatives.
In this final instalment of our series, we’ll cover the last three things that we recommend multinational employers consider: (#8) consideration of expats, (#9)
In part two of our series on reductions in force in the Asia Pacific, we addressed the importance of restructuring rationale, employee selection and redeployment, and consultation with employees or employee representatives. In part three, we’ll cover the next three issues we recommend multinational employers consider: (#5) severance costs and benefits, (#6) timing challenges, and
In Part 1 of our series on reductions in force (RIFs) in the Asia Pacific, we addressed the importance of planning and strategy timing. In Part 2, we consider the next three things that we recommend multinational employers look out for: (#2) restructuring rationale; (#3) employee selection and redeployment, and (#4) employee/employee representative consultation.
Seyfarth recently hosted a webinar entitled Asia-Pacific Reductions in Force: Ten Things to Look Out for, addressing the practical issues employers should be aware of when restructuring in APAC. We shared examples across a variety of countries in the region, including Australia, Hong Kong, India, Indonesia, Japan, Korea, Malaysia, the People’s Republic of China
Global reductions in force (RIFs) continue to be a hot topic on multinational employers’ minds in 2023. In February, Seyfarth’s specialist International Employment Law team covered the top ten things to look out for when doing RIFs in Europe. Next up in our series, our team of experts will tackle the Asia Pacific region, where
This year, the campaign theme for International Women’s Day is #EmbraceEquity. This theme encourages people to acknowledge and understand that providing equal opportunities is not enough to achieve inclusivity. This is because equality-based solutions assume a level playing field––the same resources are allocated to all, disregarding the fact that those at a disadvantage will remain
We have seen a market driven push for companies to embrace diversity and inclusion (D&I) policies over the last few years, which reflects a key shift in social and cultural norms for many organisations. Increasingly, consumers, staff and senior business leaders expect proactive steps to be taken for D&I objectives. Research demonstrates a strong business
In our fourth and final part of our Modern Slavery Reporting Series, we provide our practical recommendations for moving into the third reporting season to ensure your organisation has a compliant and robust modern slavery Statement and reporting framework.
Organisations should now have established frameworks for how they aim to combat modern slavery within their
In Part 2 of our series, we set out our insights on what differentiates the few organisations who are noticeably leading the pack in their disclosure obligations under the Modern Slavery Act 2018 (Cth) (Act) – how they are going above and beyond the minimum requirements of the Act to understand their supply chains and
The Modern Slavery Act 2018 (Cth) (Act) was developed with the intention to drive a ‘race to the top’ by organisations to properly identify, address and report modern slavery risks in global supply chains.
However, our review of the modern slavery Statements submitted to date and consideration of various reports commentating on these issues (including