In an age of rapid transformation, Chin Hin Group Berhad (Chin Hin) is redefining what it means to be future-ready by investing in people, embracing diversity, and balancing technology with empathy. We spoke to Abel Saw, Group Chief Transformation Officer, who believes HR’s true role is not just to support change but to lead it.
A workforce across generations
Chin Hin is an integrated builder conglomerate offering end-to-end solutions - from building materials and construction engineering to property development, and home and living brands. Its workforce spans four generations, from young professionals in their 20s and 30s to experienced leaders in their 60s. For this firm, which began nearly 50 years ago as a small hardware store in Alor Setar, this diversity isn’t a challenge - it’s a strength.
“Multi-generational diversity has driven innovation, agility, and workforce resilience,” said Saw. “It helps us stay competitive.”
The company’s ecosystem - encompassing building materials, construction, property, and consumer (home and living) brands like Signature, Elba, Rubine and Faber - mirrors this collaborative spirit. Each business complements the next, forming a value chain that’s both functional and future-oriented.
Designing spaces for collaboration
To support its evolving workforce, Chin Hin partnered with Microsoft to co-create a hybrid workplace model. Their new headquarters in Bandar Baru Seri Petaling, Kuala Lumpur, embodies flexibility: open-concept spaces, collaboration zones, flexi-desks, flexi-purpose rooms and various specs of phone booths.
“Different generations prefer different ways of working,” Saw noted. “So we designed a space that supports collaboration anywhere, anytime, in any way.”
The transformation began with inclusive focus groups, where employees across age groups shared what an ideal workplace looks like. Chin Hin then used insights - both internal and from leading organizations abroad - to shape a multigenerational workplace strategy rooted in experience and engagement.
Rethinking leadership and fulfilment
At Chin Hin, leadership principles are grounded in three core values: integrity, embracing change, and drive for results. Leaders are empowered to adapt their styles - whether managing seasoned professionals or next-gen talent - as long as they remain aligned with these principles.
“The flexibility works,” Saw explained. “Our engagement surveys show that ‘embrace change’ consistently ranks among the top attributes valued by employees.”
Career growth, too, is personalised. “Success means different things at different life stages,” Saw said. For senior leaders, this might mean career legacy, with planned transition into mentoring or advisory roles. For younger employees, it’s about meaningful work, autonomy and ownership. “One of our youngest leaders is just 29,” he added. “We encourage innovation through mini-projects that let them lead and grow.”
Embracing a new HR mindset
The company sees HR evolving in three fundamental ways:
AI-driven strategy: Agentic AI is here. Tools like Microsoft Copilot Studio are reshaping decision-making and operations. “AI is no longer optional - it’s essential,” Saw said.
Skills over jobs: The future belongs to agile, cross-functional teams. “Beyond vertical technical skills, we need to prioritise digital fluency and critical thinking - horizontal skills that connect the dots.”
Empathy-centered leadership: As tech accelerates, the human touch becomes even more important. “Empathetic leadership will define future-ready companies.”
To prepare, Saw urged HR professionals to adopt a business mindset: “Break silos. Collaborate across departments. Embrace growth mindset. HR needs a cross-functional view that includes sales, marketing, and operations.”
He also stresses the importance of data and digital literacy. “HR leaders should be fluent in analytics. Even a simple regression model can reveal the drivers of engagement or attrition.”
From low profile to employer of choice
While Chin Hin has grown rapidly - from a humble hardware shop to becoming an industry leader listed on the main market of Bursa Malaysia - it has remained relatively under the radar. That’s starting to change. “We didn’t even have branding people,” Saw laughed. “Now, we’re investing in employer branding and aiming to be known beyond our industry.”
Winning the HR Asia Diversity, Equity and Inclusion Awards 2024 was a turning point. “It affirmed that our efforts were resonating with employees - not just in policy, but in practice. That internal pride is more powerful than any external endorsement.”
Leading with empathy - and action
Empathy at Chin Hin isn’t just a buzzword - it’s backed by action. In the past two years, the company has increased its employee benefit spend by over 200 percent, adding coverage for critical illness and life insurance - even for non-executive staff.
“People don’t always say it, but they feel it,” Saw said. “These things matter, especially to our frontline teams.”
He also acknowledged that empathetic leadership is not necessarily innate but it’s coachable. “We can’t assume empathy just exists. We coach for it - through workshops, career conversations, and performance feedback.”
HR as a strategic driver
Saw’s transformative role brings technology, people and data and AI together; allowing him to align people strategy with business goals. “Transformation often fails because it lacks legs. You need both tech and people to succeed.”
Looking ahead, he believes HR will move from a support function to a growth enabler. “AI will enhance efficiency, but people will remain at the centre. Emotional intelligence and trust will be the real differentiators.”
Chin Hin’s mission is clear: “We’re not just building a company - we’re building a future. If you truly care, people feel it. That’s how culture shifts.”
Learn more about Chin Hin Group at https://www.chinhingroup.com/.
This series of Corporate Pioneers is in collaboration with HR Asia Best Companies To Work For In Asia.
The views expressed here are those of the author/contributor and do not necessarily represent the views of Malaysiakini.
