Resorts World Sentosa (RWS) has allegedly let go of 400 employees – “about 150 croupiers, 200 supervisors and 25 pit managers have been let go in recent weeks, either via voluntary retrenchment or termination of services,” according to TODAY.
When contacted by Human Resources, the Attractions, Resorts & Entertainment Union (AREU) and RWS said in a joint statement that the latter is currently “reviewing its operational resources” to remain competitive in the market.
“With the current business environment, it is necessary for RWS to review the headcount in its gaming business so that it can achieve the right size to meet its business needs,” noted the parties.
The AREU was informed of this review process in early May.
“AREU has advised RWS to consider alternative ways of managing its manpower where possible. These could include upskilling employees and redesigning jobs, as well as redeploying affected workers to work in other functions within the company,” Desmond Choo, executive secretary, AREU said.
“RWS and AREU have been working together to ensure fair compensation and treatment for the affected employees,” he added.
A RWS spokesperson Human Resources reached out to revealed details of the separation package.
“We understand it is a difficult time for our affected employees and we have been working closely with the Ministry of Manpower and the Attractions, Resorts & Entertainment Union (AREU) to ensure that we extend fair terms to all affected employees. We have adopted the Tripartite Guidelines on Managing Excess Manpower in carrying out this decision,” the spokesperson said.
The spokesperson added that adoption of these guidelines entails:
- Close consultation with AREU to ensure the retrenchment is carried out in a responsible, transparent and sensitive manner
- Offering retrenchment benefit payment to all affected employees even though the Tripartite Guidelines recommended only for employees with two or more years of service
- Offering an upfront S$1,500 training grant payout for local employees as well as paying their union membership fee for another 12 months.
- Working with AREU to engage NTUC’s e2i (Employment and Employability Institute) to provide training and job placement assistance for affected employees.
Added the spokesperson: “This will enable them to continue to enjoy membership benefits, including support for job searches, training and social benefits.”
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In a move similar to that of RWS’, Royal Dutch Shell is cutting at least 5,000 jobs as it exits oil and gas operations in up to 10 countries to drive costs down following its acquisition of BG Group.
CEO Ben van Beurden hopes the new cuts will help boost Shell’s shares, which have underperformed rivals since the BG deal was announced in April 2015, TODAY reported in an article.
According to the article, in an email to employees, projects and technology (P&T) director Harry Brekelmans said the group anticipates likely job reductions of approximately 2,000 globally across the combined P&T/BG Technical organisations.
“Each P&T technical division will contribute to these proposed reductions, although the magnitude will vary across each.”
Human Resources reached out to a Shell spokesperson who commented: “The reductions are part of a global programme of job reductions in Shell.
“Last year, in response to the oil-price downturn, we made the tough but necessary decision to remove 7,500 Shell staff and direct contractor roles and this has now been completed. Separately, as previously announced, a further 2,800 global staff reductions were initially identified as part of the BG integration, which is now well underway.”
“These are tough times for our industry and we have to take further difficult decisions to ensure Shell remains competitive through the current, prolonged downturn. In 2016, the number of job reductions in response to low prices and as a result of the BG integration is expected to total at least 5,000 globally. This number includes the 2,800 integration-related roles previously announced.”
However, the spokesperson declined to comment on the country exits.
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This article was first published in Human Resources Online Bulletin and is reproduced with permission. Original article can be found at http://www.humanresourcesonline.net
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