Lena Lin

Learning & Talent Framework: Designed and implemented a comprehensive Learning & Talent Framework across 11 operating countries and 4 headquarter entities in APAC, impacting ~6,000 employees. Leadership Competency Models: Developed both regional and global leadership competency models to align talent capabilities with strategic business goals. Ricoh Global Leadership Program – MIRAI: Co-designed the second iteration of MIRAI, Ricoh’s flagship global leadership development program, in collaboration with global counterparts. Talent Development & Succession Planning: Led the implementation of regional talent and succession processes, including senior-level talent reviews/talent councils and ongoing stakeholder engagement. Develop female and mid-level managerial talent pools, and co-design individual development plans with business units and management. HiPo Development: Launched the region’s first high-potential leadership program to build a future-ready leadership pipeline driving organisational transformation. Managerial Development: Designed from scratch, Ricoh Asia Pacific's inaugural Managerial Development Program that incorporates Ricoh's core values and corporate philosophy to align and standardise managerial capability across the region. Future-Ready Skills: Championed AI and digital capability building to support Ricoh’s transformation from a traditional manufacturing company to a digital services organisation - drove AI e-learning completion, AI adoption and use of AI through AI Labs and AI coaching. Deployed a global mentoring program for the regions top talent with a mentoring platform, engagement and communication as well as relevant training for stakeholders. Learning Management System (LMS): Institutionalised the regional LMS and established L&D governance through standardised policies, SOPs, and compliance structures.

Key Achievements & Responsibilities: Strategic L&D Leadership: Designed, developed, and deployed impactful learning solutions to support business priorities and major organisational transformation initiatives across AIA Group. Enterprise Transformation Enablement: Delivered end-to-end capability-building learning journeys for diverse employee groups—from senior leaders to entry-level employees—as part of AIA's large-scale transformation programmes. Future Skills Development: Led initiatives to strengthen Technology, Digital, and Analytics (TDA) capabilities through learning campaigns and engagement activities, including: AIA Malaysia’s first student Hackathon The inaugural Agile Week 2022 (forums, panels, demos) Agile Ways of Working: Partnered with the Enterprise Agile team to design and roll out Agile Leadership and Capability development programmes. Compliance & Quality Governance: Developed governance mechanisms to ensure L&D initiatives comply with industry regulations and deliver a consistent, high-quality employee learning experience. HRD Corp Readiness: Spearheaded the development and implementation of internal processes to meet HRD Corp (formerly HRDF) requirements after it became mandatory across all industries in 2022. Digital Learning Infrastructure: Conceptualised and launched the AIA Malaysia Training Centre, a state-of-the-art hybrid learning facility equipped with green screen technology and digital tools for future-ready learning. Career Pathway Innovation: Established structured development opportunities for dual career tracks, enabling progression for both technical experts and people managers. E-learning Development: Led the design and implementation of various e-learning programmes to drive scalability and on-demand access to knowledge. Budget Ownership: Managed the annual L&D and OD budget lifecycle—including planning, tracking, and optimisation—to ensure strategic and cost-effective investment in people development.

Pengerang Refining And Petrochemical (PRefChem) is a strategic alliance of two of the world’s largest and most successful national oil companies - Petroliam Nasional Berhad (PETRONAS), the national oil company of Malaysia, and Saudi Aramco, the national oil company of Saudi Arabia. - Develop and align Leadership & Capability programs with the organization's strategic goals - Develop a transformation roadmap for international JV Company pertaining to leadership and capabilities training programs. - Lead and drive Leadership & Capability transformation roadmap by structuring implementation activity, from setting budgets to identifying resources - Develop and implement training programs that make the best use of available resources - Review and select training materials from a variety of local and international vendors - Evaluate the effectiveness of the existing training programs - Enhance the existing training systems and management tools.

Pengerang Refining And Petrochemical (PRefChem) is a strategic alliance of two of the world’s largest and most successful national oil companies - Petroliam Nasional Berhad (PETRONAS), the national oil company of Malaysia, and Saudi Aramco, the national oil company of Saudi Arabia.

- Establish the foundation and roadmap for APAC Talent Development for the organisation - Lead a regional talent development team - Design and pilot the APAC Talent Development Framework to build leadership pipeline into Director- level positions -Conduct Talent Review Meetings with senior stakeholders - Design and deploy development interventions for Talent – 360 Assessments and feedback, coaching circles, job rotation programs and accelerated leadership programs -Certified 360 feedback provider, trained as a leadership coach -Customize development paths for Talents -Design and institute a customer-centric employee service portal for Learning, Talent and HR to reduce HR administrative effort to address general enquiries and to encourage self service.

•Lead, plan and organise regional human resources development initiatives across Asia Pacific Region in order to build a high performing workforce, improve organizational performance and support FedEx as an Employer of Choice •Develop the APAC Learning & Development Blueprint and Roadmap moving forward for FedEx APAC from a traditional training department •Lead and manage team of almost 18 learning & development specialists across APAC to oversee the development and delivery of learning solutions, effectiveness of training programmes; as well compliance •Lead the initiative to upgrade the training function in FedEx APAC to a learning & development function, together with building internal capability within FedEx. •Lead initiative to design learning solutions to ensure closer alignment to the business, beyond new hire training, including elements of video learning, gamification, mobile learning, and artificial intelligence. •Planned and directed successful rollout of learning and development programmes with operations and line management

•Designed, developed and managed Organisational Development interventions across Sime Darby Groups including right-sizing and reorganising the various HR functions and teams, and aligning positions titles and job grades globally. •Customized Sime Darby Group Employment Value Propositions for Business Units. •Developed Annual Strategic HR Plan for Sime Darby, with input and consultation from various HR Functions and Business Units. Includes manpower planning and forecasting, and aligning corporate HR initiatives with business units globally. •Managed end-to-end process of employee engagement survey implementation as well as action plan monitoring. Developed mechanism to evaluate Business Units on the effectiveness of action plans. •Develop, customise and implement a Sime Darby-specific Job Family Framework to enable accurate reporting and as a platform for future HR initiatives. •Developed and implemented Diversity and Inclusion Framework, initiated Diversity and Inclusion activities for Sime Darby globally. Established governance, awareness and communication on D&I. •Designed, planned and implemented a series of leadership forums for women to increase participation of women in leadership positions, the first for the organisation. •Involved in identifying/evaluating high potential talent for the organisation as an Assessor in Development Centres. •Facilitated and organized Annual Strategic HR Planning Retreats with senior HR stakeholders, as a lead up to the Annual Strategic HR Plan. •Developed Organisational Development learning module for internal HR Continuous Development Upskilling Program.

•Developed and implemented change management plans for transformation projects in large multi-national organizations •Provided specialist advice and guidance on Change Management to project/program managers and team members •Ensured all change activities are completed in accordance with project plans and time. •Developed and implemented survey frameworks to measure change readiness (questions, rating scales, survey distribution, analysis and reporting) •Planned, developed and delivered all communication material for the change programs in consultation with the clients •Engaged major stakeholders from the clients to gain buy-in and gather input to change and transformation projects via workshops, interviews and regular communications •Conducted an evaluation of an eLearning program for a client in East Africa to identify areas of strengths and areas of improvement via focus groups and stakeholder interviews •Designed and developed an implementation guide for eLearning programs in developing countries •Created multiple publications demonstrating the value and lessons learnt from the e-Learning program

•Managed projects jointly with Senior Consultants in selection, change management, talent management and succession planning projects with positive feedback from clients. •Successfully managed major projects as Project Lead in end to end selection and recruitment projects for multi-national clients with positive feedback from clients and candidates. •Experienced in selecting, administering and interpreting psychometric tests (ability tests, personality tests). •Experienced in administering and interpreting a wide range of work simulation exercises (in-trays, role plays, group discussion exercises, analysis presentations). •Created training presentation slides and materials for workshops and seminars on psychometric testing, work-simulation assessments and competency-based talent management. •Provided training for beginner's courses, designed and customized training materials that achieved above average reviews from delegates. •Created corporate website from start up as project lead with a small team in less than 3 months, by dealing with programmers, writing and researching materials and gaining buy-in from management

• Introduced change to the employee movement and recruitment processes by reengineering inefficient processes, and redesigning forms & documentation to accommodate updated and standardized processes and practices. • Actively involved in administering the pilot run of the "Front Line Manager (FLM)" training targeted at front line executives on the factory shop floor. Designed pilot run evaluation methodology and the relevant documentation, and was also responsible for analyzing the evaluation of the pilot. •Standardized all employee movement and recruitment processes by creating procedure manual consisting of standard operating procedures, human resource policies, and relevant documentation to be used as a guide by the entire Human Resources division. •Standardized all HR-related letters in the division by introducing letter templates with updated clauses and information and standardized formatting across letters. Ensured consistency across implementation by creating a user-friendly centralized storage system for the templates to be used by the entire Human Resources division. •Played an active role in Nestlé’s employer branding initiatives by evaluating applicant tracking systems, liaising with multiple creative houses to develop career booklets and print advertisements, and also involved in the design and development of Nestlé’s career website.