Leading the Charge: How Electronics Firm RF360 Energised its Workforce

Business Case

In the highly competitive and fast-evolving semiconductor industry, attracting and retaining skilled talent is a common challenge. RF360 Singapore recognised this early and aligned its practices with international standards such as those in the electronics consortium Responsible Business Alliance’s Code of Conduct, while strengthening its collaboration with the United Workers of Electronics & Electrical Industries (UWEEI). The company also introduced greater transparency around rewards and career progression, in addition to safe channels for employees to speak up.

Together, these efforts have enabled RF360 to build a clearer value proposition for both current and prospective employees, even as its workforce needs continue to change.

Featured Fair and Progressive Employment Practices

• Transparent compensation practices benchmarked to industry standards
• Structured performance management and career progression pathways
• Workforce transformation and skills upgrading through a Company Training Committee (CTC)
• Clear grievance handling and whistleblowing channels with a non-retaliation stance

Implementation

Greater Transparency in Rewards, Performance, and Career Development

RF360 uses formal processes to ensure clarity and consistency in how staff are evaluated, rewarded, and developed.

To support fair compensation, wages are benchmarked against industry compensation surveys, with salary ranges for each role aligned with market medians. Through annual reviews, employees’ contributions are assessed using set criteria. High performers are recognised through increments, bonuses, and other rewards.

The company provides “levelling guides” that outline expectations and competencies required at each job level. These give staff a practical reference for what progression looks like and which competencies they need to develop for career progression.

To maintain consistency across the organisation, managers receive training to apply evaluation criteria fairly. Supervisors complete yearly refresher courses that cover fair assessment practices. A single HR system standardises processes and provides clear visibility on performance and progression data. Company-wide policies on performance, development, and related topics are kept up to date, regularly reviewed, and made accessible to all employees via SharePoint.

Workforce Transformation through Union Collaboration

The company works closely with UWEEI under a collective agreement to help the workforce remain relevant as business needs evolve. This partnership includes regular dialogue, enabling both management and employee representatives to respond proactively to industry changes.

In 2022, the company established a CTC, bringing union representatives and management together to identify future skills needs and develop training programmes. This ensures that transformation efforts are aligned with operational priorities while supporting workforce development. To date, 40 employees have gone through CTC-supported training.

When some backend processes were relocated overseas beginning in 2023, affecting around 120 production operators and section leaders, the CTC helped to manage the transition. About 100 of these staff members were retrained in front-end manufacturing processes and new machinery skills, enabling them to take on new and better-paying roles within the organisation. Through this process, employees were able to transition into alternative roles, supporting both business continuity and staff employability.

Lifelong Learning for All

Since 2022, RF360 has been a champion of continuous learning and career development, recognising that skills upgrading is essential in a fast-moving industry.

Through its tuition reimbursement scheme, staff can receive up to $12,000 in financial support to pursue approved courses, ranging from associate degrees to postgraduate qualifications. Courses are approved based on relevance to the employee’s role and the company’s operational needs. Employees across functions have benefitted from the scheme, supporting both individual progression and organisational capability building.

Additionally, job rotations within the organisation help to support employees’ development, allowing them to gain experience across different functions.

Safe Channels for Employees to Speak Up

At the same time, RF360 maintains multiple channels for staff to raise concerns safely.

Anonymous options include a whistleblowing or ethics hotline, physical suggestion boxes placed away from CCTV cameras, and the annual Q Voice survey. Non-anonymous channels include direct engagement with supervisors, HR walk-ins under an open-door policy, and regular communication sessions. Union representatives are also available as an additional avenue for employees to seek support or raise concerns.

A non-retaliation policy applies across all channels. RF360 also ensures that concerns will be properly investigated, making clear that the company will not tolerate any form of retaliation against anyone for raising concerns in good faith and cooperating with any investigation for a legitimate cause.

The organisation also runs regular awareness and refresher training to ensure that staff - including those who are less digitally savvy - know how to access these channels. Common issues raised include perceived gaps in fairness, communication, or expectations. Reporting trends and feedback are reviewed regularly, allowing the company to refine policies and address concerns proactively.

Outcomes

Through these initiatives, RF360 has strengthened its organisational resilience.

Investments in training and education have supported capability building. In the last fiscal year, more than 150 employees were upskilled. Among engineers, 75 per cent are now Six Sigma Green Belt-certified (trained in methodologies for making processes more efficient), with a target of reaching 100 per cent within two years.

The close partnership between management and union representatives has also enabled RF360 to manage workforce transformation effectively, helping staff remain employable as business needs evolve. Staff also have greater clarity on how compensation and career progression decisions are made, contributing to stronger trust in organisational processes.

From 2023 to 2025, employee turnover showed an overall declining trend, dropping from about 1 per cent in 2023 to a low of 0.49 per cent in 2024. In 2025, it increased marginally to 0.54 per cent, but was still below 2023 levels, suggesting that RF360’s employee retention continues to be relatively stable and strong. Participation in the company’s annual pulse survey remains at about 80 per cent, providing company leaders with insights into employee concerns.

“When employees feel respected and valued, they are naturally more motivated and productive.” - Ms Stephanie Pan, Senior HR Representative, RF360 Singapore Pte. Ltd

RF360 Singapore Pte. Ltd won the Tripartite Alliance Award for Fair and Progressive Employment Practices in 2025.