Willis Towers Watson Public Limited Company · NASDAQ:WTW
Willis Towers Watson Public — Willis Towers Watson — Investor Presentation (July 2020)
27 slides from Willis Towers Watson Public's investor presentation, Jul 2, 2020
Slide 1: Restoring stability in Asia Pacific
Restoring stability in Asia Pacific A sustainable reset to the world of work after COVID-19 Thursday, 2 July 2020 willistowerswatson.com © 2020 Willis Towers Watson. All rights reserved. Proprietary and Confidential. For Willis Towers Watson and Willis Towers Watson client use only.
Slide 2: Just a few reminders
Just a few reminders The audio will stream through your computer speakers. Please make sure your computer speakers are on and your console is unmuted. Use the sound button found on the lower right-hand corner of your screen to adjust your volume. Questions can be asked through the green Q&A button o
Slide 3: Today’s presenters
Today’s presenters Queenie Chan Vidisha Mehta Clare Muhiudeen Associate Director, Managing Director, Head of Human Capital Talent & Rewards, France Talent & Rewards, Singapore and Benefits, International [email protected] [email protected] Clare.Muhiudeen@willist
Slide 4: In 2019, less than 10% of business leaders considered infectious diseases a global risk
In 2019, less than 10% of business leaders from G20 and OECD countries considered the spread of infectious diseases as a looming global risk* Today, only 11% expect no impact or a positive impact on their business performance over the next six months** Source: *World Economic Forum Executive Opinion
Slide 5: Snapshot of actions taken in the immediate term
Snapshot of actions taken in the immediate term Providing stipends to support work-from- home arrangements for Grocery and banking companies Paying hourly workers impacted staff. providing stipends or allowances to that cannot work due to employees supporting critical office closures or operations;
Slide 6: The journey
The journey Key stages of action Today’s focus 1 2 3 Managing through Restoring Operating the crisis stability post-crisis Reaction and Reopening Operating in uncertain New Growth Survival workspaces environment As the virus spread and most countries restricted As economies reopen, A period of opera
Slide 7: Poll #1: Has your organisation moved into the ‘restoring stability’ phase?
Poll #1: Has your organisation moved into the ‘restoring stability’ phase? (Select one only) No, and unsure when we will 7.3% No, but we expect to in H1 2021 6.3% No, but we expect to in H2 2020 22.9% Starting to now 49.0% Yes, we are fully there 14.6% willistowerswatson.com © 2019 Willis Towers Wat
Slide 8: Crisis has accelerated the change in how we work
Insights As countries come back online and businesses adjust to the new normal, we see that the crisis has accelerated the change in how we work today and beyond Percent of organisations that have taken action, planning to or are considering 1 Responding with agility 63% redeploy (and potentially re
Slide 9: Work from home and split team policies are widely used
Insights Work from home and split team policies are widely used, meaning that work needs to be redesigned to ensure productivity does not suffer Please indicate what actions your company has already taken in response to COVID-19, and what your company may be planning or considering going forward for
Slide 10: Five key principles for an ethical and responsible course of action
Five key principles for shaping an ethical and responsible course of action for the workforce Understand the See this crisis as a Adopt an agile and perspectives of and defining leadership continuous engage all moment — and learning mindset stakeholders in continue delivering the to ensure your deci
Slide 11: A sustainable reset: Work design will change through three key stages
A sustainable reset: Work design will change through three key stages 1. Managing through the crisis 2. Restoring stability 3. Operating post-crisis Protect and preserve human capital value Regenerate human capital value Sustain human capital value Balance cost and performance Plan for and define ne
Slide 12: Examples of how work has been redesigned as a response to COVID-19
Insights Examples of how work has been redesigned as a response to the COVID-19 crisis Automate Use non-traditional talent Make work portable Insurance company redesign Energy distribution company Financial services company customer service job to identified 8% of advisor work re-deploy reporting ac
Slide 13: Deconstruct and reconfigure tasks for a more sustainable future of work
Immediate attention is on workplace safety and virtual solutions, but work design needs to be reconsidered – deconstruct and reconfigure tasks for a more sustainable future of work Deconstruct the work Optimise the work Step 1: Automation compatibility Step 2: Return on improved ▪ RPA substitutes fo
Slide 14: Client email on retail automation
Replay To: [email protected] Queenie, Our new CTO wants to increase automation in our retail stores to refocus and enhance our customer service efforts, boost productivity and save costs. The CTO wants to use technology to do this, but I’m not sure where to start. I’m getting a lot
Slide 15: 1. Search / Upload job
1. Search / Upload job Find out more at: willistowerswatson.com/WorkVue willistowerswatson.com © 2020 Willis Towers Watson. All rights reserved. Proprietary and Confidential. For Willis Towers Watson and Willis Towers Watson client use only. 15
Slide 16: 2. Task selection
2. Task selection Then review the prepopulated tasks of the job and add or delete tasks as necessary willistowerswatson.com © 2020 Willis Towers Watson. All rights reserved. Proprietary and Confidential. For Willis Towers Watson and Willis Towers Watson client use only. 16
Slide 17: 2. Task selection
2. Task selection Then review the prepopulated tasks of the job and add or delete tasks as necessary willistowerswatson.com © 2020 Willis Towers Watson. All rights reserved. Proprietary and Confidential. For Willis Towers Watson and Willis Towers Watson client use only. 17
Slide 18: 2. Task selection
2. Task selection Then review the prepopulated tasks of the job and add or delete tasks as necessary willistowerswatson.com © 2020 Willis Towers Watson. All rights reserved. Proprietary and Confidential. For Willis Towers Watson and Willis Towers Watson client use only. 18
Slide 19: 3. Job deconstruction
3. Job deconstruction willistowerswatson.com © 2020 Willis Towers Watson. All rights reserved. Proprietary and Confidential. For Willis Towers Watson and Willis Towers Watson client use only. 19
Slide 20: 3. Job deconstruction
3. Job Summary of the Current Job deconstruction Retail Salespersons Repetitive vs. Variable Independent vs. Interactive Physical vs. Mental 60% 60% 80% Repetitive Interactive Mental Repetitive 60% Independent 40% Physical 20% Variable 40% Interactive 60% Mental 80% Task Statements Classifications 1
Slide 21: 4. Job reinvention
? ? ? Task Statements & Suggestions 50% Cost Distribution Changes Reinvention Goal Alternatives Time Allocation 4. Job Improve Greet customers and ascertain what each customer wants or needs. 30% USD 10,500 reinvention Performance None Recommend, select, and help locate or obtain USD 10,500
Slide 22: 5. Visualise your reinvented job
5. Visualise your reinvented job Job Reinvention Summary Report Job Reinvention Reduce Variance Retail Salespersons Alternatives Task Statements & Suggestions Time Cost Distribution Changes Variable Independent Mental USD 3,500 ↓50% Increased Employee Capacity USD 1,750 Total Cost Total Saved Cost W
Slide 23: Reconsider work design – making work sustainable
Reconsider work design – making how, where, and the way work is done sustainable Rewards and Leadership reskilling policy mindset and programs and culture Enabling Work processes technology willistowerswatson.com © 2020 Willis Towers Watson. All rights reserved. Proprietary and Confidential. For Wil
Slide 24: Reconsider work design – potential action areas
Reconsider work design – potential action areas Ad-hoc/informal Formal flexible Rethink work Cross industry Reskilling and flexible work work arrangements strategy and talent exchange upskilling arrangements design A selection of ongoing Redeploy select talent Identify skills that are Discretionary
Slide 25: Q&A
Q&A Queenie Chan Vidisha Mehta Clare Muhiudeen Associate Director, Managing Director, Head of Human Capital Talent & Rewards, France Talent & Rewards, Singapore and Benefits, International [email protected] [email protected] [email protected]
Slide 26: “Never let a good crisis go to waste!”
“Never let a good crisis go to waste!” Winston Churchill willistowerswatson.com © 2020 Willis Towers Watson. All rights reserved. Proprietary and Confidential. For Willis Towers Watson and Willis Towers Watson client use only.
Slide 27: Join us for our next sessions
Join us for our next sessions willistowerswatson.com/RestoringStability July 9 | Restoring stability: A deeper dive into health and wellbeing Register July 16 | Restoring stability: A deeper dive into financial wellbeing and retirement Register willistowerswatson.com © 2020 Willis Towers Watson. All
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