Mercer Short Duration Fixed Income Fund Class Y-3 · NASDAQ:MSDYX

Mercer Short Duration Fixed Income Fund Class Y-3 — Mercer — Navigating Total Rewards Through COVID-19 – Financial Services Forum webinar (April 2020)

48 slides from Mercer Short Duration Fixed Income Fund Class Y-3's conference presentation, Apr 30, 2020

  1. Slide 1: Navigating Total Rewards Through COVID-19 for Financial Services

    >> and Financial Services igating Rewards Bill Johnston Isdar Andre Marwan Astrid Suryapranata Sidhant Thakur Thursday, 30 April 2020 welcome to brighter COVID-19

  2. Slide 2: Today's speakers

    Today‘s speakers Bill Johnston Isdar Andre Marwan Astrid Suryapranata Sidhant Thakur President Director Director, Career Services Director, Career Product Director, Career Services Mercer Indonesia Mercer Indonesia Mercer Indonesia Mercer Indonesia © 2020 Mercer (US) Inc. All rights reserved.

  3. Slide 3: Agenda

    Agenda Navigating the COVID-19 challenge: The economic impact and managing the response Exploring different compensation practices under current circumstances: How financial services industry and Indonesian companies are reacting 5 Managing people practices in these difficult times The Three R’s: A

  4. Slide 4: Welcoming speech

    Welcoming speech HC fi Human Capita PERBANKAN INDONESIA IrvandiFerizal Chairman of FHCPI er (US) Inc. All rights reserved.

  5. Slide 5: Navigating the COVID-19 challenge

    Navigating the COVID-19 challenge The economic impact and managing the response

  6. Slide 6: Audience poll — Question

    Audience poll — Question 1 Q. In terms of your company’s response to the COVID-19 crisis, how long are you anticipating the current situation to last? * 0-3 months * 3-6months * 6-12 months * 12-18+ months @@ MERCER Copyright © 2020 Mercer (US) inc. All rights reserved,

  7. Slide 7: Business back to usual, bump in the road

    Business back to usual, bump in the road No growth to brief recessions Deep global recession

  8. Slide 8: Economic implications of the crisis are still not fully known

    Economic implications of the crisis are still not fully known Markets across the region would be impacted GDP real growth % : : =o 3 q 3 Yo re o : No 7 re ” 3 Ps i Ne 5 o = Ni oi so ~ mn oF o£ + “4 my a so 2 yh im aa q ; cio cis 2 q : 2 g i i is 5 Le et al : : | | a a cd = 4 ot be + ' + + N + ' , :

  9. Slide 9: The crisis will have far-reaching impact on the world of work

    The crisis will have far-reaching impact on the world of work Unemployment is set to increase across the region Unemployment rate, % 15.0. 0000 gtnentessses : 40 5.0 4.0 3.5 5.1 74 5S) i 5.2 3.6 3h3) AES) 3.8 3.7 2.0 2.4 1.0 23 Philippines — India donesia# Australia China Malaysia Hong South Taiwan

  10. Slide 10: Leading your business through the COVID-19 crisis

    Leading your business through the COVID-19 crisis Measures taken by organizations are changing with time Comparing the risk management measures taken by companies from early Marchto mid April wy Limit More companies have cancelled all International travel oO I (32% D> 87%); 62% of the companies have

  11. Slide 11: Audience poll — Question

    Audience poll — Question 2 Q. In view of the COVID-19 situation, is your organization reviewing the workforce plans for this year? * Nochange * Planning to hire even more employees * Cautious hiring but will not be cutting jobs during this period * Considering laying off employees * Have already lai

  12. Slide 12: Hiring is cautious in the current scenario

    Hiring is cautious in the current scenario Around half of the organizations have implemented a hiring freeze % of companies implementing a hiring freeze as a result of COVID-19 APAC AU CN HK IN Overall JP MY PH Financial Services ™ No, but we have changed recruitment practices to conduct virtual int

  13. Slide 13: Wage subsidy programs and employee support schemes

    Wage subsidy programs Supporting new work arrangements Employee support schemes Tax / financial relief

  14. Slide 14: Move from reaction to action on COVID-19

    ~ “MERCER Move from reaction to action on COVID-19 mployee mal ‘being (Individual)

  15. Slide 15: Exploring different compensation practices under current circumstances

    Exploring different compensation practices under current circumstances: How financial services industry and Indonesian companies are reacting

  16. Slide 16: Implications on employee compensation

    Implications on employee compensation Majority are not planning any changes to 2020 merit salary increase % of companies implementing 2020 merit increase APAC AU CN HK IN : i JP MY PH SG TW TH Overall 5 - ™ Merit increase is effective or in progress, no change ™ Merit increase is upcoming, no change

  17. Slide 17: Implications on employee compensation

    Implications on employee compensation Implementation of 2020 merit salary increase varies by industry % of companies implementing 2020 merit increase Financial services? Lifesciences Healthcare Foodand Consumergoods Miningand Chemicals High tech Retail & Durables Services Energy Logistics Automotive

  18. Slide 18: Implications on employee compensation

    Implications on employee compensation Changes to 2020 incentive compensation plans % of companies implementing changes to 2020 incentive plans 18% 16% 18% 15% 17% $ 17% + 19% Bab 13% 20% 23% 38% HK IN - ID EP MY PH Have postponed setting of their performance goals @ Have made changes to their incent

  19. Slide 19: Implications on employee compensation

    Implications on employee compensation Industries vary in execution of 2020 incentive compensation plans % of companies implementing changes to 2020 incentive plans ., 10% 10% We 24% 20% 20% 17% 21% 19% o8%, 19% Financial Services ife sciences Services Food and Durables Retail & Logistics High tech C

  20. Slide 20: Implications on employee compensation

    Implications on employee compensation Most companies are not planning any changes in their executive compensation, but impact can be seen in directly affected sectors % of companies with no plans to make changes to executive compensation Global avg: 82% APAC avg: 79% 63% Food and beverage @@ MERCER

  21. Slide 21: Implications on employee compensation

    Implications on employee compensation Essential employees who are required to work on-site O of the employees are being oO paid at regular rates Other companies are paying a premium in the form of: ad Source: Mercer COVID-19 Global Survey, APAC results 21

  22. Slide 22: Increasing number of companies are providing special compensation to frontline employees

    Increasing number of companies are providing special compensation to their frontline employees 4 1 % companies in APAC have provided monetary supportto their frontline employees (e.g,, field/retail sales, customer service, call centers, bank representatives) 9% Providing additional allowance for tho

  23. Slide 23: Audience poll — Question

    Audience poll — Question 3 Q. What option(s) is your organization considering to save workforce related costs in view of the COVID-19 situation? * Hiring freezes * Pay reduction * — Reduction in work hours * Incentive payment deferrals * Benefit cuts * Unpaid leave * None of the above @ MERCER Copyr

  24. Slide 24: Managing people practices in these difficult times

    Managing people practices in these difficult times

  25. Slide 25: The coronavirus pandemic will be a defining moment

    i fy bhi 17 i The coronavirus pandemic will be a yw defining mo a in employee’s career s and life journeys How businesses respond will have lasting impact on employee behavior - engagement, productivity and commitment

  26. Slide 26: The need to connect and be real

    The need to connect and be real Do you know what your employees are concerned about? 4” only 14% employers have conducted internal survey, interview or focus groups to understand what employees are thinking and feeling Now is a critical time to listen to your workforce. Taking an empathic approach—o

  27. Slide 27: Listening, learning and connecting approaches are rising to the fore

    Listening, learning and connecting approaches are rising to the fore ®| 4 Digital Focus Manager and Pulse Groups Team Dialogue Survey Provides an opportunity for An open dialogue, such as an Assess employee experiences, organizations to crowdsource “Ask me anything” session can perceptions and senti

  28. Slide 28: What are the employees saying?

    What are the employees saying? Organizations are responding effectively to the outbreak so far A Digital Focus Group was conducted by Mercer Employee Voice Experts, powered by Remesh technology 96% of participants felt their company has responded effectively to this outbreak 67% of participants said

  29. Slide 29: Proactive communication is essential

    Proactive communication is essential Consistent communication can convey leadership, oO avoid confusion and reduce anxiety oO 1. Make sure to work cross-functionally 2. Make key decisions now a 3. Prepare a “normal business” communication plan of the organizations developed a regular cadence for com

  30. Slide 30: Supporting employees dealing with health issues

    Supporting employees dealing with health issues Assess digital health resources 1) + Inventory available digital health services, including telemedicine, 50 % meditation & resiliency, sleep support, well-being, remote monitoring for chronic conditions and digital coaching / therapy Fill the gaps by

  31. Slide 31: Flexible working arrangements

    Flexible working arrangements Continuing business when business continuity is interrupted With the spread of the virus and country lockdowns, majority of the companies are implementing remote, flexible and adaptive work arrangements For more than 75% companies, less than a quarter of their employees

  32. Slide 32: Ensuring employees stay engaged and productive while working remotely

    Ensuring your employees stay engaged and productive while working remotely Resources, collaboration and technology Support holistic needs Equip employees with the tools they need to get their job done: Recognize the unique circumstances of the work environment + Ensure access to tools, technology an

  33. Slide 33: Mental and financial wellbeing needs of your employees

    Its important to not overlook the mental and financial wellbeing needs of your employees 1in 3 employees feel that their Keeping employees mentally resilient +> Epidemics are historically associated with a rise in depression and anxiety. Companies can support their employees by: * Keeping team conne

  34. Slide 34: Examples of better practices by employers

    Examples of better practices (globally) by employers to support their employees in these unprecedented times Microsoft will continue to pay normal wages to non-employees (e.g. bus driver, cafeteria workers) Amazon raised its even with reduced work hours hourly pay rate by $2 per hour through April S

  35. Slide 35: Companies need to think and plan ahead

    Its imperative that companies are thinking and planning ahead A balance of empathy and economics will ultimately win During these uncertain times, some companies might need measures to manage current costs; but businesses should not be short-sighted as they will need employees when business starts p

  36. Slide 36: The Three R's: A framework for recovery

    The Three R’s: A framework for recovery

  37. Slide 37: How organizations are reacting to the COVID-19 pandemic

    How organizations are reacting to the COVID-19 pandemic Respond Taking action to meet the unprecedented challenges of the pandemic Implementing change on many fronts to ensure business continuity — from adaptive working, to restructuring benefits, to providing virtual support for employee health and

  38. Slide 38: Audience poll — Question

    Audience poll — Question 4 Q. Where would you say your organization currently resides on the pandemic planning and strategy spectrum? * Respond ¢ Return * Reinvent @@ MERCER Copyright © 2020 Mercer (US) inc. All rights reserved, 38

  39. Slide 39: The Three R's: A framework for recovery

    The Three R’s: A framework for recovery The COVID-19 pandemic has changed the way we work and these changes are permeating far beyond the peak of the contagion. As we navigate these unchartered waters we find ourselves dealing simultaneously with a health crises, a digital crises and an economic cri

  40. Slide 40: What to think about at the respond stage

    What do you need to think about at the “respond” stage? Respond * Colleague health and safety * Business continuity plans + Emergency response * Governance of retirement plans * Cost containment and cash flow protection * Communication and welfare @% MERCER Copyright © 2020 Mercer (US) Inc. All

  41. Slide 41: What to think about at the return stage

    What do you need to think about at the “return” stage? Return * Scenario plans and triggers and how this * Digitize work practices impacts people strategies * Continued financial management * Return-to-work protocols, safety policies and " an * Employee experience revisions business continuity plans

  42. Slide 42: What to think about at the reinvent stage

    What do you need to think about at the “reinvent” stage? Reinvent * Investment and governance strategy * Redesign of incentives programs to align * Business and organisational redesign with new growth drivers + Health & benefits supply chains that can * Talent acquisition and EVP alignment an an del

  43. Slide 43: What are the tough challenges you are facing?

    What are the tough challenges you are facing? How can you win with empathy? @@ MERCER Copyright © 2020 Mercer (US) Inc. All rights reserved.

  44. Slide 44: What CHROs are telling us they're concerned about

    What CHROs are telling us they’re concerned about * Ensuring health and safety of employees, enabling employee wellness, and ensuring mental health during social distancing * Containing costs and curtailing/prioritizing investments * Managing and communicating unpaid leaves, their extension, expecta

  45. Slide 45: More insights and updates on the impact of COVID-19

    For more insights and updates on the impact of COVID-19 and industry best practices, we recommend our POVs and surveys Surveys Workforce implications Webinars 9 MERCER PS MERCER siderations to support your workforce ‘eomencer COVID-19 resources g a pandemic Kindly visit the below link to stay update

  46. Slide 46: Copyright © 2020 Mercer (US) Inc. All rights reserved.

    Copyright © 2020 Mercer (US) Inc. All rights reserved.

  47. Slide 47: Feedback

    Feedback Please scan the QR Code or go to the link to fill ina 2-minute short feedback for our webinar! THANK YOU! ~* MERCER https://www.surveymonkey.com/r/FHCPI

  48. Slide 48: welcome to brighter

    welcome to brighter

Mercer — Navigating Total Rewards Through COVID-19 – Financial Services Forum webinar (April 2020) on 6ix