HR Planning Transformation Roadmap

HR PLANNING ITL 2017 BECOMING PROFESSIONAL By Simon THUC (MSc.) HR Director 3/13/2025 ITL - HR Plan 2017 Original 1

OUR FUTURE 2018 OUR FUTURE 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 3PL in VN with - > US$ 30 Mil top line - 3 x size of total w/h > 250,000 m2 - 3 x size of distribution fleet > 300 trucks Top 5 biggest Last mile operator in VN Most integrated Logistics company in VN & Indochina with e- commerce

TRANSFORMATION ROADMAP http://t3.gstatic.com/images?q=tbn:ANd9GcTjGwJNdu5ynC7YdMADfMnzn5L2yL0rZuzXllzuNgEy92Z2Uhd8 2018 2017 BECOMING PROFESSIONAL 2016 EXTRA ORDINARY People Technique Operation Customer Centric 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

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 3.1 Build up and develop strong HR resource is one of the responsibility of BUs Head besides the responsibility of HR Dept & HRBP 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 2.3 Training & Development Plan 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 2.4 Succession Program / Management Trainees Program 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 3.3 BUs Head must take KPI on HR management / responsible 2.6 IPA 1.4 HR Resource at Regional must be strong to take lead of each country level 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 5.1 Establish Integration Team for integration with external JV and Associate 3/13/2025 ITL - HR Plan 2017 Original 5

HR STRUCTURE & ACTIVITIES 2017

HRM STRUCTURE HEAD HR OPERATION SUPPORTING (HRBP TEAM) ORGANIZATION CAPABILITY DEVELOPMENT EMPLOYEES CAPABILITY DEVELOPMENT EMPLOYEES SERVICE CENTER 1. 2. 3. 4. 5. OM Operation Managing SP Strategic Partner ER Emergency Response EM Employees Mediator Coordinating Head BU 1. 2. 3. 4. 5. 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 iHRP (HR software) for database Activities for Staff Communication 1. 2. 3. 4. 5. Competency Model JD JL Ranks JS Corp. Culture, Em.Handbook Attracting Talents Employees Branding - C.O.D.S.E.F. HR FOUNDATION Sustaining Key Persons Effectiveness Foundation HR Capability TEAM Organization Development TEAM

HRBP Team 1.OM Operation Managing 2.SP Strategic Partner 3.ER Emergency Response 4.EM Employees Mediator Supporting Head BU in all OPS RECRUITING TRAINING & DEVELOPING PERFORMANCE APPRAISAL SYSTEM KPI setting & Alignment Appraisal Process/ Procedures KPI & scheme of bonus Utilizing results of Appraisal PDP - Personal Development Plan C&B - POLICY 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 Recruitment Plan Source of Candidates (IN&EX) Orientation process 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 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 (iHRS) Budget & Report JD - JL - Ranking - Org. chart Employees Handbook Competency Model HR Database (iHRP) Employer Branding/ Web/PR Budget & Report Budget & Report Budget & Report ** Do internal survey to measure SATISFACTION ** Activities for EB (Employer Branding) 2.1 Salary Range - Job Grade 2.1 Salary Range - Job Grade 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 2.5 Effective HRM System 2.5 Effective HRM System 5.1 Establish Integration Team for integration with external JV and Associate (Policy & Procedures standardizing for implementing) 2.4 Succession Program / Management Trainees Program 2.4 Succession Program / Management Trainees Program 2.6 IPA (KPI setting & PDP) 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 3.1 Build up and develop strong HR resource is one of the responsibility of BUs Head besides the responsibility of HR Dept & HRBP 3.1 Build up and develop strong HR resource is one of the responsibility of BUs Head besides the responsibility of HR Dept & HRBP 2.2 JD & core competencies - Career Path for each position 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 3.4 BUs Head must be trained of effective HR management & HR control 1.4 HR Resource at Regional (Recruit & HRBP) must be strong to take lead of each country level 4.1 Clear Succession plan for ITL Group and BUs / Division 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 2.2 JD & core competencies - Career Path for each position 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 HRM MAIN TASKS & ACTIVITIES 2017 ** Website ITL with HR activities EB 2.2 JD & core competencies - Career Path for each position ** E-Learning for staff

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

APPENDIX

COMPETENCY MODEL & CORE For COMPETITION & DEVELOPMENT MEET ECONOMY & SOCIAL CHANGE AND DEVELOPMENT Talents, Top Performers when developing potentials, Successors. 1. BUSINESS ACUMEN 2. INTEGRATION 3. LEADING OTHERS CORE COMPETENCY REFLECT VALUES, BELIEFS & CORPORATE CULTURE 1. 2. CUSTOMER CENTRIC INTEGRITY MEET JD REQUIREMENT MEET MANAGEMENT REQUIREMENT TECHNICAL EXPERTISE WORK PLACE ENTRY REQUIREMENT 1. 2. 3. 4. 5. 6. Team work Adaptability Communication Initiative Customer Oriented Planning, Organizing, Supervising 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) 3/13/2025 ITL - HR Plan 2017 Original 11

JOB GRADE ITL 2017 JG Titles 8A CEO 8B Deputy CEO, COO 8C CHRO, CFO 7A 7B 7C Sr. Director Director, GM Associated Director, Head BU (small size), Deputy GM 6A Senior Manager 6B Manager 6C 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 2 Skill Worker (Operator, Group Leader, Driver, Technician,...) 1 Unskill Worker (Helper, Packer, Messenger ) 3/13/2025 ITL - HR Plan 2017 Original 12

INTERNAL POTENTIAL DEVELOPMENT PROGRAM MAY 17 AUGUST 17 OCT 17 As Training Plan SUGGESTION FROM HEAD BUS HR WILL INTERVIEW, TEST, EVALUATE AS COMPETENCIES REQUIRED POTENTIAL LIST Personal Characters Skills for better Working results Win Others skills Win competitors skills GET APPROVAL FROM CEO PREPARE TRAINING PLAN & COACHING team by team HR OBSERVATION PERFORMANCE APPRAISAL KPI 2015 SUGGESTION FROM OTHER DEPT. 1. Solf skills Training Assign more JOB Coach Professional Course HR report to get approval from CEO 2. PRIORITY : KEY PERSON FOR HOT POSITIONS 3. 4. Heads & HR (Panel) work together HR execution as Plan Heads & HR prepare http://www.tackcan.com/wp-content/uploads/2012/05/Stand_Out_231.jpg http://www.tackcan.com/wp-content/uploads/2012/05/Stand_Out_231.jpg http://www.tackcan.com/wp-content/uploads/2012/05/Stand_Out_231.jpg http://www.tackcan.com/wp-content/uploads/2012/05/Stand_Out_231.jpg http://www.tackcan.com/wp-content/uploads/2012/05/Stand_Out_231.jpg

REINFORCING KEY TEAM 2nd LAYER Top focuses *** 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 Speed up to develop MM Team for business growth (replacement, fill up, promotion) Top Management Head Deputy Head Candidates (Ext) Managers MM/ Sup Team IPTP Team (Int.) Candidates (Ext) MT (University) Successors

MATRIX P P POTENTIAL & PERFORMANCE Successors MATRIX P P Box 7 : ENIGMA Role Mismatch / New to Role Box 8: GROWTH EMPLOYEE Box 9: NEXT GENERATION LEADER No/Limit Growth Potential Seek new challenge HiPro HiPro HiPer COMPETENCY / POTENTIAL HiPos HiPos Box 4 : DILEMMA Role Dilemma Box 5: CORE EMPLOYEE Box 6: HIGH IMPACT PERFORMER HiPos HiPos HiPro HiPro HiPer Box1: UNDER PERFORM Box 2: EFFECTIVE Box 3: TRUSTED PROFESSIONAL HiPro HiPer Do not meet/partial meet Meet Exceed Expectation 3/13/2025 ITL - HR Plan 2017 Original 15 PERFORMANCE

HR TEAM CAREER DEVELOPMENT Sample Staff can be developed in 2 ways (directions) 1. Focus at Professional : from P1 P8 2. Focus at Management : CHANGE FROM PROFESSIONAL (P) TO MANAGEMENT (M), from M1 M7 (M8 will be CEO) ITL - HR Plan 2017 Original 3/13/2025 16

1. OVERVIEW HEADCOUNT & TURNOVER RATE RATE (YTD 2016 - 54.30%) Total Resigner s 11 Compan y/ BU Ave HC YTD 2016 YTD 2015 No Jan Feb Mar Apr May Jun Jul Aug Sep Oct Nov Dec 1 2 1 2 1 2 1 1 1 AVS 72 15% 21% 1 2 3 4 7 2 5 4 1 5 34 2 VAC 83 41% 57% 2 1 1 2 1 7 3 ITL CAM 14 63% NA 1 1 1 3 4 ITL MYR 14 22% 12% 0 5 ITL LAO 2 0% 2 1 2 1 4 3 3 5 5 1 27 6 ITL CORP 103 26% 43% 1 4 4 3 1 1 1 15 7 FM SGN 70 21% NA 1 1 1 1 4 8 ITL DAD 11 39% 22% 5 2 1 1 3 5 3 2 2 24 9 VTL 50 51% NA 58 3 9 4 4 3 5 1 6 4 1 98 10 ITL HAN 78 129% 48% 1 1 1 2 2 3 5 2 3 3 23 11 MLC 99 23% 27% 6 4 3 16 14 2 3 6 4 5 2 4 69 12 RAIL 19 26% 77% 1 1 1 1 1 5 13 DASH 50 42% 152% 2 3 1 1 3 2 1 3 2 2 20 14 FTL 121 60% NA 9 8 15 17 26 12 16 27 14 15 9 12 180 15 SPL 197 91% 122% 1 3 8 5 4 3 2 2 2 3 2 35 16 ML 41 85% 66% ITL GROUP 89 26 45 53 65 43 46 50 49 40 23 26 555 60.20% 54.30% 1022

HEADCOUNT TURNOVER RATE JAN 17 Jan 2017 Company Name Reason for leaving No Other Notes Qty HC % Including all AVS in VN, CAM, MYR & LAOS 1 AVS 3 90 3.23% Including VAC in SGN, HAN & DAD 2 VAC 0 92 0.00% Including VTL, FM & BO 3 ITL CAM 3 16 15.79% Including FM & BO 4 ITL MYR 0 8 0.00% Excluding AVS & FM Including Air, Sea, OPS & BD SGN 6 ITL CORP 2 116 1.69% 7 FM SGN 0 79 0.00% 8 ITL DAD 0 10 0.00% 9 10 VTL ITL HAN 1 1 56 90 1.75% 1.10% Including FM HAN, WH HAN & YV 11 MLC 1 97 1.02% 12 RAIL 1 19 5.00% 13 DASH 1 69 1.43% 14 FTL 1 136 0.73% 15 SPL 5 230 2.13% 16 ML 1 39 2.50% 1.68% ITL GROUP 20 1,167 2016 TURN OVER RATE YTD 54.3% Jan17 YTD 1.68%