HR PLANNING ITL 2017 BECOMING PROFESSIONAL 1112022 ITL

HR PLANNING ITL 2017 ‘BECOMING PROFESSIONAL’ 1/11/2022 ITL - HR Plan 2017 Original By Simon THUC (MSc. ) HR Director 1

OUR FUTURE 2018 OUR FUTURE Top 1 Airline GSA in Indochina Air network cover both Int’l & domestic Top 2 biggest Trucking company in VN with over 250 prime movers Top 2 Rail operator in VN and to connect with China rail network Top 3 biggest 3 PL in VN with - > US$ 30 Mil top line - 3 x size of total w/h > 250, 000 m 2 - 3 x size of distribution fleet > 300 trucks Top 5 biggest Last mile operator in VN Most integrated Logistics company in VN & Indochina with ecommerce

TRANSFORMATION ROADMAP 2016 EXTRA – ORDINARY 2017 BECOMING PROFESSIONAL 2018 People Operation Quality HR team § Training & development. Customer services mind set (customer satisfaction – extreme goodwill). § Internal Brand fully aware of Company Vision/ Core value. E- mind set / E-thinking § HR Management system § Talent, Succession, Rotation § Inter-companies connection program Technique Customer Centric

OUR PEOPLE Over 1, 500 members Young and Aggressive: over 70% at 30 years old Working in a multi-cultural and international environment: Vietnam – Singapore - Korea - Taiwan… Team members with vast experience from local companies and Multinational Corporations (MNCs) sharing the same belief of success here at ITL. Our valuable people serve as the engine of ITL towards our success.

HR RESOURCE 2017 KEY FOCUS 1 KEY FOCUS 2 KEY FOCUS 3 1. TALENTS RECRUITMENT & DEVELOPMENT (ready for Growth) 2. BUILD PROFESSIONAL HR MANAGEMENT & SYSTEM 3. HR RESOURCE MANAGEMENT AT BUS LEVEL 2. 1 Salary Range - Job Grade 1. 1 Focus on Talent Recruitment at al BU through various channels 2. 2 JD & core competencies - Career Path for each position 1. 2 Internal Talents trained and be ready for development with ITL growth 3. 1 Build up and develop strong HR resource is one of the responsibility of BUs Head besides the responsibility of HR Dept & HRBP 2. 3 Training & Development Plan 1. 3 HR recruitment team & HRD must be strong to resource the best talents for ITL and have a proper development and training plan for Talents 2. 5 Effective HRM System 1. 4 HR Resource at Regional must be strong to take lead of each country level 2. 4 Succession Program / Management Trainees Program 2. 6 IPA 3. 2 HRBP must be strong to support & advise Head BUs how to develop HR resource in each BU. Develop the HRBP Team strong & valuable to BUs 3. 3 BUs Head must take KPI on HR management / responsible 3. 4 BUs Head must be trained of effective HR management & HR control 1. 5 BU Head must be well - trained & coaching at oversea to capture the new trend and the best practice of industry ready for development ITL Bus 4. SUCCESSION 4. 1 Clear Succession plan for ITL Group and BUs / Division 5. INTEGRATION TEAM 1/11/2022 ITL - HR Plan 2017 Original 5. 1 Establish Integration Team for 5 integration with external JV and Associate

HR STRUCTURE & ACTIVITIES 2017

HRM STRUCTURE HEAD HR OPERATION SUPPORTING (HRBP TEAM) 1. 2. 3. 4. 5. OM – Operation Managing SP – Strategic Partner ER – Emergency Response EM – Employees Mediator Coordinating Head BU ORGANIZATION CAPABILITY DEVELOPMENT 1. 2. 3. 4. 5. Competency Model JD – JL – Ranks – JS Corp. Culture, Em. Handbook Attracting Talents Employees Branding 1. 2. 3. 4. 5. EMPLOYEES CAPABILITY DEVELOPMENT EMPLOYEES SERVICE CENTER TNA & Training, coaching Developing Internal Potential Successor Plan Career Development Learning 1. 2. 3. 4. 5. Performance Appraisal System (IPA) Policy, Procedures C&B, Salary Range SI – HI – UI & PIT i. HRP (HR software) for database -Activities for Staff – Communication C. O. D. S. E. F. HR FOUNDATION Capability TEAM Organization Development TEAM Sustaining Key Persons Effectiveness Foundation HR

HRBP Team 1. OM – Operation Managing 2. SP – Strategic Partner 3. ER – Emergency Response 4. EM – Employees Mediator Supporting Head BU in all OPS 2. 1 Salary Range - Job Grade 2. 5 Effective HRM System RECRUITING Recruitment Plan Source of Candidates (IN&EX) Orientation process JD - JL - Ranking - Org. chart Employees Handbook Competency Model HR Database (i. HRP) Employer Branding/ Web/PR Budget & Report TRAINING & DEVELOPING TNA Training Plan & Budget Training Assessment Training Materials (Hard&Soft) Talents/ Potential Development Plan Succession Plan & Budget Competency Model & Dictionary Career Path Corporate Cultures Budget & Report PERFORMANCE APPRAISAL SYSTEM KPI setting & Alignment Appraisal Process/ Procedures KPI & scheme of bonus Utilizing results of Appraisal PDP - Personal Development Plan 1. 1 Focus on Talent Recruitment at al BU through various channels 1. 2 Internal Talents trained and be ready for development with ITL growth 3. 3 BUs Head must take KPI on HR management / responsible 2. 4 Succession Program / Management Trainees Program 2. 2 JD & core competencies - Career Path for each position 1. 3 HR recruitment team & HRD must be strong to resource the best talents for ITL and have a proper development and training plan for Talents 3. 2 HRBP must be strong to support & advise Head BUs how to develop HR resource in each BU. Develop the HRBP Team strong & valuable to BUs 1. 4 HR Resource at Regional (Recruit & HRBP) must be strong to take lead of each country level Budget & Report 2. 4 Succession Program / Management Trainees Program 2. 6 IPA (KPI setting & PDP) 3. 1 Build up and develop strong HR resource is one of the responsibility of BUs Head besides the responsibility of HR Dept & HRBP C&B - POLICY HR Policy & Procedures Salary Range & Benefits Insurance (SI/HI/UI) - PIT - Tax (updating new Government Policy) Ranking- Competency Model Analyse Cost of Operation Report EXPAT Oversea Business (Policy&Package) HR Database (i. HRS) Budget & Report 2. 1 Salary Range - Job Grade 2. 5 Effective HRM System INTERNAL COMM. & RELATIONS Key channels for internal comm. Labor Relations Outing Activities, company trip. . . Trade Union Websites PR of HR Division CSR EVENTS E-learning for staff Budget & Report ** Do internal survey to measure SATISFACTION ** Activities for EB (Employer Branding) 5. 1 Establish Integration Team for integration with external JV and Associate (Policy & Procedures standardizing for implementing) 3. 4 BUs Head must be trained of effective HR management & HR control 4. 1 Clear Succession plan for ITL Group and BUs / Division 2. 2 JD & core competencies - Career Path for each position 1. 5 BU Head must be well - trained & coaching at oversea to capture the new trend and the best practice of industry ready for development ITL BUs ** Website ITL with HR activities EB 3. 2 HRBP must be strong to support & advise Head BUs how to develop HR resource in each BU. Develop the HRBP Team strong & valuable to BUs 2. 2 JD & core competencies - Career Path for each position ** E-Learning for staff HRM MAIN TASKS & ACTIVITIES 2017

HRM ORGANIZATION CHART No 1 2 3 4 5 6 7 8 HR DIRECTOR Team Talents Acquisition T&D C&B Hanoi HRBP General HRM & Sr. HRM Director Officer Leader 4 1 1 3 1 2 1 20 TOTAL HR BUSINESS PARTNERS AVIATION, WWA, VTL MODERN LIFE ORGANIZATION CAPABILITY EMPLOYEES CAPABILITY TALENT ACQUISITION TEAM TALENT DEVELOPMENT TEAM F/FORWARDING – ITL Corp REGIONAL DIVISION EMPLOYEES SHARED SERVICE CENTER PERFORMANCE APPRAISAL COMPENSATION & BENEFIT TEAM 1 TRAINING TEAM 2 DEVELOPMENT DASH, RAILs, FTL SPEEDLINK TEAM 2 HAN Region MLC TEAM 3 INTERNAL COMM. & RELATION

APPENDIX

COMPETENCY MODEL & CORE MEET ECONOMY & SOCIAL CHANGE AND DEVELOPMENT 1. BUSINESS ACUMEN 2. INTEGRATION 3. LEADING OTHERS CORE COMPETENCY REFLECT VALUES, BELIEFS & CORPORATE CULTURE For COMPETITION & DEVELOPMENT Talents, Top Performers when developing potentials, Successors. 1. CUSTOMER CENTRIC 2. INTEGRITY MEET JD REQUIREMENT MEET MANAGEMENT REQUIREMENT 1. 2. 3. 4. 5. 6. Team work Adaptability Communication Initiative Customer – Oriented Planning, Organizing, Supervising TECHNICAL EXPERTISE WORK PLACE ENTRY REQUIREMENT INDIVIDUAL (Basic Traits) 1. Interpersonal 2. Reliability 3. Self – learning 4. Responsibility For managing Team, Achieving Goals, KPIs, coaching, Training TEAM to fulfill tasks (IPA annually) 1/11/2022 ITL - HR Plan 2017 Original 11

JOB GRADE ITL 2017 JG 8 A CEO 8 B Deputy CEO, COO 8 C CHRO, CFO 7 A 7 B 7 C Sr. Director, GM Associated Director, Head BU (small size), Deputy GM 6 A Senior Manager 6 B Manager 6 C Deputy Manager, Assistant to Head BU, Head Dept. 5 4 Supervisor, Sr. Specialist Coordinator, Specialist Team Leader, Sr. Officer High Skill Worker (Sr Operator, Officer , Executive, Admin, …) 3 1/11/2022 Titles 2 Skill Worker (Operator, Group Leader, Driver, Technician, . . . ) 1 Unskill Worker (Helper, Packer, Messenger…) ITL - HR Plan 2017 Original 12

INTERNAL POTENTIAL DEVELOPMENT PROGRAM MAY 17 §SUGGESTION FROM HEAD BUS §HR OBSERVATION AUGUST 17 § HR WILL INTERVIEW, TEST, EVALUATE AS COMPETENCIES REQUIRED §PERFORMANCE APPRAISAL KPI 2015 § SUGGESTION FROM OTHER DEPT. § PRIORITY : KEY PERSON FOR “HOT” POSITIONS Heads & HR prepare Heads & HR (Panel) work together OCT 17 § POTENTIAL LIST §GET APPROVAL FROM CEO §PREPARE TRAINING PLAN & COACHING team by team 1. Solf skills Training 2. Assign more JOB 3. Coach 4. Professional Course HR report to get approval from CEO As Training Plan § Personal Characters § Skills for better Working results § Win Others skills § Win competitors skills § HR execution as Plan

REINFORCING KEY TEAM – 2 nd LAYER Top focuses *** • Speed up to develop MM Team for business growth (replacement, fill – up, promotion) • Head BU must coach 1 – 1 his/her potential by real situations & practices • Coach, train IPDP Team – Internal Potential Development Program, then selected short list • Upgrade Head BU in HR skills and Management skills • Upgrade HRBP team by coaching & training • Build up Future Managers & Successors Deputy Head Candidates (Ext) Head Managers MM/ Sup Team IPTP Team (Int. ) Candidates (Ext) MT (University) Successors Top Management

MATRIX P – P POTENTIAL & PERFORMANCE Successors Box 7 : ENIGMA – Role Mismatch / New to Role Box 9: NEXT GENERATION LEADER Hi. Pro Hi. Pos Box 4 : DILEMMA – Role Dilemma Box 5: CORE EMPLOYEE Hi. Pos Hi. Pro Hi. Per Hi. Pos Box 6: HIGH IMPACT PERFORMER Hi. Pos Hi. Pro Hi. Per Box 1: UNDER PERFORM Box 2: EFFECTIVE Box 3: TRUSTED PROFESSIONAL Hi. Pro Hi. Per Do not meet/partial meet 1/11/2022 Box 8: GROWTH EMPLOYEE Hi. Pro COMPETENCY / POTENTIAL No/Limit Growth Potential Seek new challenge MATRIX P–P Meet ITL - HR Plan 2017 Original PERFORMANCE Exceed Expectation 15

HR TEAM – CAREER DEVELOPMENT Sample Staff can be developed in 2 ways (directions) 1. Focus at Professional : from P 1 …P 8 2. Focus at Management : CHANGE FROM PROFESSIONAL (P) TO MANAGEMENT (M), from M 1…M 7 (M 8 will be CEO) 1/11/2022 ITL - HR Plan 2017 Original 16

1. OVERVIEW HEADCOUNT & TURNOVER RATE (YTD 2016 - 54. 30%) Compan No y/ BU Jan Feb Mar Apr 2 1 2 3 1 AVS 1 2 VAC 1 2 3 ITL CAM 2 1 4 ITL MYR 5 ITL LAO 6 ITL CORP May Jun 1 4 7 1 2 Jul 1 4 4 1 1 2 Aug Sep Oct 2 1 1 5 4 1 2 1 1 3 3 3 1 8 ITL DAD 1 9 VTL 5 2 1 1 3 10 ITL HAN 58 3 9 4 4 3 5 1 11 MLC 1 1 1 2 2 3 5 2 12 RAIL 6 4 3 16 14 2 3 6 13 DASH 1 1 14 FTL 2 3 1 1 3 2 1 3 15 SPL 9 8 15 17 26 12 16 27 14 16 ML 1 3 8 5 4 3 2 2 89 26 45 53 65 43 46 50 Ave HC 11 72 15% 21% 34 83 41% 57% 7 14 63% NA 3 14 22% 12% 0 2 0% 1 27 103 26% 43% 1 15 70 21% NA 4 11 39% 22% 24 50 51% NA 98 78 129% 48% 23 99 23% 27% 69 19 26% 77% 5 50 42% 152% Dec 5 1 5 FM SGN ITL GROUP 1 5 7 Nov Total Resigner s 1 1 5 3 2 6 4 4 2 1 3 3 5 2 4 1 YTD 2016 YTD 2015 2 2 20 121 60% NA 15 9 12 180 197 91% 122% 2 35 41 85% 66% 49 40 23 555 1022 54. 30% 60. 20% 26

HEADCOUNT TURNOVER RATE JAN 17 No Company Name Jan 2017 Qty HC % 1 2 3 4 6 AVS VAC ITL CAM ITL MYR ITL CORP 3 0 2 90 92 16 8 116 3. 23% 0. 00% 15. 79% 0. 00% 1. 69% 7 8 9 10 11 12 13 FM SGN ITL DAD VTL ITL HAN MLC RAIL DASH 0 0 1 1 1 79 10 56 90 97 19 69 0. 00% 1. 75% 1. 10% 1. 02% 5. 00% 1. 43% 14 15 16 FTL SPL ML 1 5 1 136 230 39 0. 73% 2. 13% 2. 50% 20 1, 167 1. 68% ITL GROUP Other Notes Reason for leaving Including all AVS in VN, CAM, MYR & LAOS Including VAC in SGN, HAN & DAD Including VTL, FM & BO Including FM & BO Excluding AVS & FM Including Air, Sea, OPS & BD SGN Including FM HAN, WH HAN & YV 2016 TURN – OVER RATE YTD 54. 3% Jan 17 YTD 1. 68%