APRW demonstrates a strong commitment to lifelong learning through APRW+, a structured five-level development programme that supports employees from foundational skills to leadership roles. Employees gain access to certification programmes, hands-on training, management development and global learning opportunities, enabling them to stay relevant as technology reshapes the communications industry. At the highest level, its Director Mentorship Programme prepares high-potential employees for leadership and business ownership by exposing them to functions such as finance, human resources and business management. APRW also worked with NTUC U SME on an Operation & Technology Roadmap, aligning workforce development with the agency’s longer-term transformation and growth.

DSV places skills development at the heart of its workforce transformation strategy, preparing employees for a more digital, automated and sustainable logistics sector. Guided by the Skills Framework for Logistics, Future Ready competencies and Individual Development Plans, the company aligns skills development with career growth and business needs. Employees are equipped with capabilities in process improvement, automation, and emerging technologies, while Career Conversion Programmes (JRR) have successfully reskilled 95 employees (2025). Through Work-Study pathways, Management Associate Programme, education sponsorships, and partnerships with educational institutions, DSV strengthens its local talent pipeline and fosters a culture of continuous learning and innovation.

EY Singapore invests systematically in skills to keep its workforce relevant as professional services and client demands evolve. Its learning ecosystem combines digital courses, sponsored professional qualifications, EY Badges across different skills areas and accredited EY Degrees, giving employees multiple pathways to build mastery and progression in their careers. Practical programmes such as AI Now and AI Bootcamp prepare staff for emerging technologies, while milestone programmes and structured career conversations support transitions into new roles and leadership levels. Backed by a multi-year talent commitment plan, EY Singapore also strengthens Singapore’s talent pipeline through career conversion, apprenticeship, attachment and sector capability-building programmes.

ISS Singapore makes workplace learning practical and accessible across diverse facilities-management roles and worksites. Its Competency Management framework links recruitment, onboarding, development, performance management and progression to demonstrated skills, while employees build capabilities through structured on-the-job training, coaching, qualifications and leadership programmes. Leaders act as coaches, helping to sustain learning within daily operations. As an Approved Training Organisation and ITE Certified On-the-Job Training Centre, ISS Singapore also develops talent beyond its own workforce. Partnerships with BCA, IHLs and government agencies support Work-Study, conversion and Digital and Smart Facilities Management pathways, strengthening sector-wide workforce readiness.

Landscape Engineering advocates lifelong learning, creating opportunities for people at every stage of their careers to learn, upskill and grow. New hires receive structured guidance through a six-month buddy system, while employees are supported with training and industry certifications. The company supports career switchers in developing new skills and building meaningful careers in landscaping and construction, while enabling seniors to remain active in the workforce through continued training and upskilling. Landscape Engineering also sponsors students under Work-Study Programmes and welcomes interns, providing practical experience and pathways into the industry.

Marina Bay Sands champions lifelong learning as a core business strategy, embedding skills development across service excellence, digital transformation and career progression for its over 12,000-strong workforce. Through development roadmaps and Individual Development Plans, Team Members are empowered to build capabilities in leadership as well as digital and industry-related disciplines. More than 375 in-house trainers and subject matter experts support workplace learning, while competency frameworks guide hiring, mobility and advancement. Marina Bay Sands also strengthens Singapore’s tourism talent pipeline through internships, scholarships and Work-Study pathways, while collaborating with industry partners to align skills standards with global benchmarks to support sector-wide workforce development.

NHG Health leverages workforce development as a strategic driver of healthcare transformation. Through sustained investments in learning needs analysis, competency-based development, learning plans and targeted upskilling initiatives, staff are equipped with clinical, leadership, digital and emerging capabilities. These investments have translated into improved care delivery, productivity gains and staff-led innovation, including digital and AI-enabled solutions that streamline work processes and enhance care delivery. Beyond developing its own people, NHG Health contributes to Singapore’s healthcare sector through education partnerships, professional development pathways and sector-wide capability-building initiatives.

OCBC has built a skills-first career ecosystem that empowers employees to develop capabilities, navigate change and pursue meaningful career growth. At the heart of this ecosystem is OCBC's enterprise AI-powered Career Hub, which helps employees identify their skills, map development opportunities and explore career pathways across the organisation. This is supported by a strong culture of continuous learning, internal mobility, coaching and mentoring. Robust ecosystem partnerships with education and industry partners further future-proof its workforce through schemes like the Career Conversion Programmes, broadening access to financial-sector careers and strengthening Singapore's talent pipeline.

At Resorts World Sentosa (RWS), every employee is empowered to learn, grow and shape the future of hospitality. Through on-the-job training, mentoring, job rotations and structured development programmes, employees gain in-demand capabilities and pursue meaningful career progression. RWS’ Pay-for-Skills approach rewards proficiency in critical roles and encourages continuous learning. As RWS advances its RWS 2.0 transformation journey into an innovative, experience-driven destination, employees are developing expertise in digital fluency, generative AI and sustainability. RWS also supports Work-Study and Career Conversion pathways and is an ITE Certified On-the-Job Training Centre.

Seatrium places skills development at the core of its transformation towards a digital and sustainable marine, offshore and energy industry. Through AI Acceleration Hub, the company drives AI adoption from Sandbox Proof-of-concept to AI Ops across the business. To support workforce transformation, the AI and Digital Skills Nexus will build digital and AI capabilities, including embodied AI, automation, AI-assisted digital twins and agentic AI. Seatrium Academy identifies emerging skills gaps and supports targeted reskilling into future-ready roles. The company also partners with industry leaders to build expertise in offshore renewables, decarbonisation and next generation energy solutions, advancing global energy transition.

SAESL builds workforce capabilities through structured skills development and competency-based progression. Across the organisation, employees are supported to build the skills and capabilities needed for their roles and future development. This includes building technical capabilities through the Competency and Stamp Management framework, alongside capabilities in artificial intelligence, automation, advanced repair, and continuous improvement. Individual Learning Plans support employees’ growth and career progression, while partnerships with A*STAR, ITE and polytechnics advance applied learning and technology development. Through the Training Academy and industry partnerships, SAESL continues to develop future-ready talent and strengthen Singapore’s aerospace workforce.

STMicroelectronics champions skills development to ensure that automation opens new doors for growth. Through its Job Redesign and Reskilling programme, six roles were redesigned and more than 100 employees were upskilled in robotics, troubleshooting, and higher-value responsibilities. Structured 12-week on-the-job training blueprints build capabilities in digital literacy, data analytics, artificial intelligence, and predictive maintenance, while AI literacy is extended to shopfloor employees. These efforts have helped more than 100 local operators and technicians advance into higher-value roles. Beyond its workforce, STMicroelectronics partners with education, union, and industry stakeholders to shape Work-Study pathways and prepare talent for emerging semiconductor roles in Singapore.

BMDP exemplifies skills-first hiring by looking beyond traditional qualifications and healthcare experience to recognise transferable skills and potential. Its workforce includes mid-career switchers, mature workers and workforce re-entrants, creating new career pathways while building a resilient local workforce. BMDP complements this with investment in future-ready skills, equipping employees in automation, data analytics and AI. Employees have applied these capabilities to digitalise over 90% of HR workflows, improving productivity by at least 75%. AI adoption and digitalisation have also enabled employees to move beyond transactional tasks towards higher-value work in talent engagement, career development and workforce capability-building.

UOB is committed to building a future-ready workforce through continuous upskilling, reskilling and career mobility. Through Better U, employees develop skills in generative AI, data analytics, sustainability and project management, while the Better U Pivot programme supports transitions into growth roles through structured reskilling and on-the-job training. Since 2019, Better U has supported more than 26,000 employees across the region in developing future-ready skills and adapting to evolving business needs. In 2025, around nine in 10 employees were upskilled to support the responsible adoption of generative AI. As a SkillsFuture Queen Bee, UOB also extends capability-building in AI, digitalisation and sustainability to SMEs.