Local F&B group grows its team by creating space for diverse abilities
Mr Cowen See, who has mild autism, has been working as a service staff at Astons Group since July 2024. PHOTO: THARM SOOK WAI
BRANDED CONTENT Local F&B group grows its team by creating space for diverse abilities It's helping more differently-abled employees thrive at work, with support from one bank's inclusive employment initiative
It's lunch time. A queue of hungry diners stretches outside homegrown steakhouse Astons Specialities at Punggol Coast Mall.
In the kitchen, chefs race to plate up meals. Service staff weave through the packed dining area to deliver the orders.
Every table needs something. And still, the orders keep coming.
For most food and beverage (F&B) staff, this is just another busy shift. But for Mr Cowen See, who is 22 and has mild autism, it can feel like a sensory overload.
People with autism may have heightened sensitivities to noise, stress and other stimuli.
Mr See started working as a service staff at Astons Group in July 2024. His responsibilities include making drinks and getting food from the kitchen onto diners' tables.
This is his first job after graduating from APSN Delta Senior School in April 2024.
His manager, Mr Charles Liong, 51, has learnt to watch Mr See's expression for signs of feeling overwhelmed.
When that happens, Mr Liong and the team would offer support, by helping him handle some of the customer requests. They would leave about 10 orders for Mr See to complete on his own, Mr Liong explains.
With support and encouragement from his colleagues, Mr See says he is able to focus on completing each order with accuracy and care.
PHOTO: THARM SOOK WAI
Mr See is one of nine new differently-abled hires at Astons after the company joined UOB's inclusive employment initiative, called The Unlimited, in 2022.
Astons Group is one of the companies participating in The Unlimited.
Jointly launched by UOB, SG Enable, Autism Resource Centre (ARC), Movement for the Intellectually Disabled of Singapore (Minds) and SPD, the initiative aims to promote inclusive employment as a sustainable business solution.
The Unlimited is the first inclusive employment collaboration among the public, private and people sectors in Singapore. Since 2019, it has created 77 jobs for persons with disabilities across various industries.
The catalyst
In Singapore, the employment rate among persons with disabilities aged 15 to 64 years has increased from 28.2 per cent in 2019 to 33.6 per cent in 2024, according to data from the Ministry of Manpower.
Under the Enabling Masterplan, Singapore aims to increase the figure to 40 per cent by 2030.
But challenges remain, says Mr Edward Chew, director of Employment and Employability at SG Enable, the focal agency for disability and inclusion in Singapore.
He points to two major barriers: lingering misconceptions about the abilities of differently-abled individuals, and a lack of knowledge among employers on how to support differently-abled staff in the workplace.
UOB is one organisation working to bridge these gaps through The Unlimited.
Drawing from its own experience, UOB launched the initiative in 2019 to introduce small and medium-sized enterprises (SMEs) to the benefits of inclusive employment.
The bank's journey with inclusive employment began in 2013, when it started hiring persons with autism at UOB Scan Hub – its nerve centre for checking, digitising and archiving customer documents.
Ms Gan Ai Im, who heads UOB's The Unlimited, explains that the move was initially a response to a shortage of workers with specific skillsets. These include attention to detail, high levels of focus and a commitment to accuracy.
Today, differently-abled employees make up 36 per cent of the workforce at UOB Scan Hub.
'(We've seen) productivity increase by over 100 per cent, and 50 per cent lower attrition rate within 1.5 years of onboarding differently abled colleagues to the department,' says Ms Gan.
Building on this success, UOB created The Unlimited in an effort to become a 'private sector catalyst' in inclusive employment. The bank's main role is to connect SMEs to the broader ecosystem of support and resources available for inclusive employment.
For SMEs grappling with manpower shortages, inclusive employment offers a win-win opportunity: alleviating labour pressures while making a positive social impact, Ms Gan points out.
Since piloting the programme in 2019, the bank has engaged over 220 corporate clients through networking and sharing sessions, spotlighting the tangible benefits of forming an inclusive workforce.
'(We also) partnered clients across various industries to (help them) become successful inclusive employers,' Ms Gan says.
The spark
Astons' inclusive hiring journey began after an introductory session organised by UOB's The Unlimited in June 2022.
It was here that Mr Aston Soon, chief executive officer of Astons Group, heard firsthand about the experiences of Thong Siek Food Industry, one of The Unlimited's pilot clients.
Thong Siek employs persons with disabilities at its seafood product manufacturing facilities.
Inspired by Thong Siek's vision and long-term commitment to inclusive employment, Mr Soon's takeaway was that businesses keen to hire persons with disabilities can rely on a variety of support.
Motivated, Astons signed up for The Unlimited. With the programme's help, it identified roles across production, administration and service that could be suitable for differently-abled workers.
The company's management team attended a training course at SG Enable to learn how to integrate differently-abled persons into the workplace.
By early 2023, says Mr Soon, Astons had onboarded nine differently-abled employees across roles like service staff member, admin assistants and a production floor worker.
'The Unlimited helped us to identify and match suitable talents that will complement our business needs, and provided step-by-step guidance on the inclusive employment journey,' he adds.
'We were also given advisory support on financial grants and schemes, and information on how to simplify our workplace and processes where required, benefitting both employees with and without disabilities.'
Astons' decision to formalise its inclusive hiring strategy through The Unlimited enhanced a culture that was already taking root within the company, which runs 14 outlets under the Astons Specialities brand.
Even before this, Astons had been hiring differently-abled over the years. Currently, it employs around 20 differently-abled staff, mostly in service, production and administrative roles.
Beyond serving food, Mr See also prepares drinks at Astons Specialities at Punggol Coast Mall.
PHOTO: THARM SOOK WAI
The ecosystem
Through The Unlimited, UOB connects their corporate clients with SG Enable, the charity and focal agency for disability and inclusion in Singapore. It was set up by the Ministry of Social and Family Development (MSF) in 2013.
Together, UOB and SG Enable then work with ARC, Minds and SPD to identify suitable candidates for the job roles.
SG Enable also provides employer advisory, training and funding support for companies hiring persons with disabilities, says Mr Edward Chew, director of Employment and Employability, SG Enable.
One key initiative is the Open Door Programme (ODP) that encourages employers to hire, train and integrate persons with disabilities.
ODP was launched in 2007 by MSF and Workforce Singapore, a statutory board under the Ministry of Manpower.
Under ODP, employers can apply for course fee support and grants to redesign job roles, buy equipment and modify their workplace to accommodate persons with disabilities. People with disabilities can receive up to one year of job matching and employment support from trained job coaches.
Another scheme, the Enabling Employment Credit, launched in 2020, provides wage offsets to companies that employ those with disabilities.
'These efforts help employers build more inclusive workplaces while unlocking a broader talent pool,' Mr Chew says.
For employees like Mr See, the impact goes beyond securing a job. He has found a sense of belonging.
'I feel happy working at Astons as my manager and staff support me very closely, and I am able to ask for help when I need it,' he shares.
Even during busy periods, the encouragement and trust he receives keep him motivated.
'My manager said that I complete orders very well,' says Mr See. 'I do this at my own pace but more importantly, always accurately.'
This is the fifth of a six-part series titled 'Right by you', in partnership with
'Right by you' is a series that explores how organisations drive meaningful impact for communities, customers and employees.
Join ST's WhatsApp Channel and get the latest news and must-reads.

Try Our AI Features
Explore what Daily8 AI can do for you:
Comments
No comments yet...
Related Articles


CNA
2 days ago
- CNA
From awareness to action: Creating workplaces where neurodivergent talent can thrive
Despite Singapore ranking among the top 10 countries globally for search terms like 'neurodiversity', 'do I have ADHD' and 'do I have autism', there is still room to improve in moving from awareness to action. Only 49 per cent of neurodivergent individuals feel safe disclosing their condition at work, while 64 per cent are unaware of measures that promote inclusivity. These findings come from a recent report by Boston Consulting Group (BCG), supported by SG Enable, Singapore's focal agency for disability and inclusion. Titled Neurodiversity and the Workplace in Singapore: Unlocking Potential, the report outlines how neurodivergent talent can help shape a more dynamic and inclusive business landscape, and how organisations stand to benefit from their unique contributions. Mr Sunil Chandrasekhar, managing director and partner at BCG, noted that with the right support structures, organisations can tap into the full potential of neurodiverse talent. 'Neurodivergent individuals bring strengths such as creative problem-solving and empathetic collaboration – qualities that are highly regarded in a fast-paced, purpose-driven corporate setting like BCG,' he said. Singapore is making steady progress towards its national goal of a 40 per cent employment rate for persons with disabilities by 2030, shared Mr Edward Chew, director of employment and employability at SG Enable. 'More employers are recognising the importance of inclusive hiring,' he said. 'But misconceptions about the capabilities of persons with disabilities, including those with autism, continue to pose barriers.' A common myth is that persons with autism are only suited for simple, repetitive tasks. In truth, many excel at pattern recognition and attention to detail, making them strong candidates for analytical roles. On top of technical strengths, persons with autism can lend a fresh, strategic lens to challenges. 'Their ability to listen objectively and think without bias can enhance collaboration and lead to clearer decision-making,' Mr Chew observed. Similarly, persons with attention deficit hyperactivity disorder (ADHD) demonstrate unique strengths, including hyper-focus, adaptability and multitasking abilities – qualities that help them thrive in fast-paced settings. In client-facing roles, persons with dyslexia can leverage their strong emotional empathy to connect with others. Their unconventional problem-solving skills and mechanical aptitude also enable them to excel in technical, hands-on work. To harness these qualities, employers should create environments where neurodivergent staff can thrive – starting with flexible work arrangements to reduce overstimulation and boost focus. Equally important is cultivating disability awareness in the workplace to challenge biases and build a culture of inclusion. According to the BCG report, 62 per cent of surveyed neurodivergent employees in Singapore said they had been misjudged as having a poor attitude – a perception that can stall careers and affect mental well-being. This creates a vicious cycle: Fear of judgment or rejection keeps many from speaking up. 'Without disclosure, employers don't act, and without action, stigma persists,' said Mr Chandrasekhar. To advance the inclusion and development of neurodiverse employees, the BCG report recommends a structured approach centred around four core elements: Leadership commitment, structured offerings and policies, community affiliation and career pathways. Driving lasting change starts at the top. Leaders must actively champion inclusive practices, noted Mr Chandrasekhar, who heads the AccessAbility team at BCG Southeast Asia – a community that drives initiatives related to neurodiversity, physical disability, chronic illness and mental health across all six offices in the region. Initiatives include awareness campaigns, professional counselling, peer communities for neurodivergent individuals and caregivers, and one-to-one mentorship programmes. Mr Chandrasekhar added that leaders should intentionally weave inclusion into everyday interactions, such as asking team members how they work best, rethinking team routines and creating space for different working styles. Amplifying lived experiences is crucial, too. Leaders can spotlight the stories of neurodivergent employees through company talks and articles, or involve them in shaping support structures that build workplace inclusivity. This not only cultivates an environment of understanding but also deepens the sense of community and belonging. Structured offerings and policies are another core element. These include fair and inclusive recruitment, progressive employment practices, disclosure channels for neurodivergent employees to seek help and practical workplace adjustments such as accessible environments featuring designated quiet spaces or sensory-friendly zones. Beyond internal efforts, organisational leaders in Singapore can harness the country's robust network of agencies, advocacy groups and institutional partners to develop integrated career pathways that enable neurodivergent individuals to advance and achieve long-term success. For instance, SG Enable administers the Open Door Programme, which offers grants for job redesign, training, recruitment and job support – all aimed at helping businesses foster inclusive workplaces. Companies that have successfully integrated neurodiverse employees into their workplaces can receive the Enabling Mark, a national accreditation framework developed by SG Enable that has recognised over 200 companies for demonstrating strong outcomes in disability-inclusive employment. UNLOCKING THE NEXT STAGE OF WORKPLACE INCLUSIVITY Citing developments like the Enabling Masterplan 2030 and support from agencies such as SG Enable, Mr Chandrasekhar expressed confidence that Singapore could become a regional leader in neurodiversity inclusion within five years. To realise this vision, he stressed the need for deeper cross-sector collaboration – uniting the Government, employers, educators and social service agencies to create a truly inclusive ecosystem. SG Enable, for instance, has introduced community-based initiatives like Enabling Service Hubs, which bring resources closer to the homes of persons with disabilities, as well as the Enabling Village, Singapore's first inclusive community space. 'Partnerships with social service agencies help promote disability inclusion and raise awareness in the broader community,' said Mr Chew. In addition to collaboration, Mr Chandrasekhar added that enabling more neurodivergent individuals to rise to leadership roles could help redefine inclusive leadership. Mr Chew also offered a powerful reminder that inclusion isn't just about policies – it's about perspective. 'What is needed most is a shift from sympathy to empathy,' he said. 'With the right roles, environments and mindsets, individuals from diverse backgrounds don't just fit in – they flourish, contributing meaningfully and enriching the workplace.'
Business Times
3 days ago
- Business Times
Singapore's STI, Asia markets rise after US court blocks Trump's reciprocal tariffs
[SINGAPORE] Singapore stocks rose on Thursday (May 29) morning, after a US trade court on Wednesday (May 28) blocked US President Donald Trump's 'Liberation Day' tariffs from going into effect. As at 9.12 am, the Straits Times Index (STI) opened 0.2 per cent or 7.56 points higher at 3,919.48. Across the broader market, gainers outnumbered losers 106 to 56 after 102.5 million securities worth S$161 million changed hands. On Wednesday, a US trade court had blocked US President Donald Trump's 'Liberation Day' tariffs from going into effect, ruling that the president overstepped his authority by imposing across-the-board duties on imports from nations that sell more to the United States than they buy. Among Singapore stocks, the trio of local banks were mixed at the open. DBS shed 0.7 per cent or S$0.30 to S$44.85. UOB declined 0.4 per cent or S$0.15 to S$35.80. OCBC was up 0.3 per cent or S$0.05 at S$16.38. The most actively traded counters volume included energy and oil company Rex International, opening 3.2 per cent or S$0.004 higher at S$0.13, with 8.1 million securities transacted. Golden Agri-Resources was the most actively traded counter by volume, rose 2.1 per cent or S$0.005 to S$0.245, after 11.5 million shares changed hands. Other actively traded counters included Genting Singapore , which opened flat at S$0.70, and taxi operator ComfortDelGro , which opened flat at S$1.42. BT in your inbox Start and end each day with the latest news stories and analyses delivered straight to your inbox. Sign Up Sign Up Other Asia markets also rose in response in early morning trade, with Japan's Nikkei jumping 1.25 per cent and South Korea's Kospi rising 1.35 per cent. Australia's ASX 200 edged marginally up 0.12 per cent. US futures jumped, with Dow futures soaring more than 500 points, and futures tied to the S&P 500 rising 1.5 per cent. The Manhattan-based Court of International Trade said the US Constitution gives Congress exclusive authority to regulate commerce with other countries that is not overridden by the president's emergency powers to safeguard the US economy, according to Reuters. 'The court does not pass upon the wisdom or likely effectiveness of the president's use of tariffs as leverage. That use is impermissible not because it is unwise or ineffective, but because [federal law] does not allow it,' a three-judge panel said in the decision, according to the Reuters report.

Straits Times
3 days ago
- Straits Times
Changing gears: The mid-career workers finding purpose through new skills
Singapore's mid-career professionals are reinventing their careers, but the transition often involves trade-offs. PHOTO: GETTY BRANDED CONTENT Changing gears: The mid-career workers finding purpose through new skills Meet the professionals who are reinventing their careers amid a shifting landscape, driven by their personal goals Would you trade job security for passion, just as you're figuring out sleepless nights and toddler tantrums? Mr Darren Yong, 35, did exactly that. When his son turned two in 2023, the first-time parent quit his job as a general manager in a healthcare technology company. He was earning a five-figure monthly salary. '(I decided to) drop everything to do what I loved,' Mr Yong shares. He packed up his life in Singapore and moved to Wellington, New Zealand, with his homemaker wife and toddler in tow. The goal: To pursue a master's degree in climate science and policy. This huge leap of faith was far from easy. He funded his own tuition, which cost $50,000 over 18 months, while the family went without income for the duration of Mr Yong's studies. 'We consciously set aside savings for up to an 18-month stay abroad, knowing that neither of us would have paid work during the entire period,' says Mr Yong. Despite careful planning, financial stress crept in. The family encountered unexpected rental hurdles, forcing them to move thrice during their stay in New Zealand. 'It would have been better if we had increased our budget buffer by another 20 per cent,' Mr Yong admits. Both short- and longer-term cost pressures make changing careers as a young parent 'mentally exhausting at times', says Mr Yong. 'Especially with the worry of getting paid work that resonates with my passions.' Making the leap easier For individuals like Mr Yong, who left a stable job and funded his own career switch, job transitions can be daunting and costly. But there is support available. One example is the SkillsFuture Level-Up Programme, announced in Budget 2024. Under this scheme, all Singaporeans aged 40 and above will be eligible for up to $3,000 in monthly training allowance for selected full-time courses, capped at $72,000 a year. Prime Minister Lawrence Wong announced in Budget 2025 that the scheme would be extended to include part-time training. Those who work and learn part-time can receive a training allowance of $300 per month, starting in early 2026. It's crucial to upskill to stay relevant and adaptable, says Mr Dean Tong, head of Group Human Resources at UOB, especially as technologies like artificial intelligence rapidly reshape industries and displace traditional roles. Some companies are also stepping up to ease this transition. UOB, for one, is helping its employees adapt to new workplace demands and achieve their long-term career goals. In 2019, the bank launched its flagship 12-week Better U learning programme to equip its workers with future-ready skills. Better U comprises short, bite-sized modules lasting two to three hours each. Nearly all of these courses are conducted online, allowing employees to learn at their own pace and convenience, Mr Tong says. The modules focus on soft skills such as having a growth mindset, digital innovation and data storytelling. These are taught through gamification or interactive team-based formats to make the learning experience engaging, he adds. It's crucial to upskill to stay relevant and adaptable, says Mr Dean Tong, head of Group Human Resources at UOB. UOB offers support programmes to ease career transitions for its staff. PHOTO: UOB Building a future-ready workforce A key challenge that UOB faced was supporting its employees amid constant change. 'It was unclear what skills would be most needed in the future,' says Mr Dean Tong, UOB's head of Group Human Resources. The bank decided to focus on developing core competencies: Soft skills that provide a strong foundation for continuous learning. UOB's flagship learning and development initiative Better U, launched in 2019, focuses on skills like growth mindset, problem-solving and digital innovation. 'These soft skills are particularly suited for adult learners, as they are practical, accessible, and help ease the return to structured learning,' Mr Tong explains. 'They are (also) transferable across roles, equipping employees to navigate uncertainty with confidence, regardless of how the future of work evolves.' In 2024, the bank launched the 12-month Better U Pivot Programme to help selected employees reskill into new or evolving roles within UOB. Employees are paid a full-time salary while undergoing this place-and-train programme. They also receive ongoing support through regular check-ins and guidance from trained coaches. 'Reskilling cannot be a one-size-fits-all approach,' says Mr Tong. Rather than generic training, the Better U Pivot Programme starts with 'identifying high-demand roles, pinpointing individual skill gaps, and then providing customised training to bridge those gaps', he explains. UOB expects to create up to 500 opportunities over two years for employees in operations and administrative roles. These reflect changing business needs, including growing demand in areas such as financial crime prevention. Mr Tong adds that the bank is evolving its training and development programmes to help employees build critical thinking, problem framing and digital fluency. The aim: To ensure employees can use tools like generative AI effectively and responsibly. 'We've already begun rolling out training programmes that empower our people to experiment with generative AI, understand its potential, and apply it meaningfully in their work,' says Mr Tong. UOB employee Ms Rebecca Yip, 46, spent 18 years in largely customer-facing jobs before pivoting to her new role at the bank's Corporate Sustainability Office. PHOTO: UOB Path to purpose So far, close to 12,000 UOB employees across the region have gone through Better U, with many using it as a springboard to chart new career paths within the bank. One of them is Ms Rebecca Yip, 46, who's currently a vice-president at UOB's Corporate Sustainability Office. She joined UOB as a branch officer in 2004, accumulating diverse experiences across departments including operations, training and employee development. After spending 18 years in largely customer-facing roles, Ms Yip found herself yearning for deeper purpose and a chance to make a positive impact. Her opportunity came in 2022, when she was chosen to be part of UOB's talent development initiative, Leadership Acceleration Programme (LAP). The programme provides mentorship, leadership development courses, and the opportunity to take part in strategic projects. Mentors would also help participants craft customised career journeys and identify goals to work towards. Reflecting on her experience, Ms Yip says she appreciated the personalised approach. '(LAP) allowed us to participate and grow at our own pace.' With the guidance and support from LAP, Ms Yip successfully transitioned into a new role in UOB's Corporate Sustainability Office in 2023. She was responsible for launching and leading the bank's in-house Sustainability Academy, a training programme designed to deepen employees' sustainability knowledge. To help her transition into her new role, UOB also sponsored Ms Yip's year-long Advanced Certificate in Sustainability & Sustainable Businesses course at Singapore Management University in 2023. 'Sustainability is definitely an area where I can make a more positive and meaningful impact through my work,' she says. For those intimidated by the idea of upskilling mid-career, Ms Yip offers a simple piece of advice: Take it one step at a time. She practises what she calls 'micromastery' by breaking big goals into small, manageable steps. '(It's) like learning (to play the) piano,' she says. 'If your goal is to play a Beethoven piece, start with just three notes a day.' 'This will help to build confidence, keep you motivated and ensure steady progress.' This is the last of a six-part series titled 'Right by you', in partnership with 'Right by you' is a series that explores how organisations drive meaningful impact for communities, customers and employees. Join ST's WhatsApp Channel and get the latest news and must-reads.