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ISSUE 22

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03 专访姚丽真 Interview with Yeah Lee Ching

C H IN ES E E NTREP R EN EUR

16 专访泰国中华总商会主席林楚钦 Interview with Thai-Chinese Chamber of Commerce President Narongsak Putthapornmongkol

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Employees work on wind turbine blades at a wind power company in Nantong in eastern China’s Jiangsu province on 26 October 2025. (AFP)

FROM LENDER TO PARTNER: CHINA’s BRI 2.0 IS HARDER CHINA’ FOR THE WEST TO CONTAIN China’s Belt and Road has evolved. No longer just a lender, Beijing now co-builds green and digital industrial ecosystems with host countries and private firms, creating influence that is subtler, more durable, and harder for the West to challenge. US academic John Calabrese highlights examples from the Middle East & North Africa region, including Morocco, Saudi Arabia, the UAE and Egypt.

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China Beat

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hina’s Belt and Road Initiative (BRI) hit a record US$124 billion in construction contracts and investment contracts in the first half of this year, surpassing the total for 2024. Paired with the Global Development Initiative (GDI), Beijing’s sustainability-focused rebranding of its global outreach, the BRI has evolved into a market-led framework advancing green industrialisation and technological integration. Nowhere is this transformation clearer than in the Middle East and North Africa (MENA) region, where countries such as Morocco, Saudi Arabia, the United Arab Emirates (UAE) and Egypt have emerged as pivotal “connector economies” linking China to Africa, Europe and the broader Global South.

BRI 2.0: FROM MEGAPROJECTS TO GREEN CORRIDORS When Chinese President Xi Jinping launched the BRI in 2013, it was conceived as an ambitious infrastructure strategy linking Asia, Europe and Africa through a lattice of ports, railways, pipelines and industrial zones. By the end of 2023, the initiative had expanded to more than 150 countries and exceeded US$1 trillion in cumulative engagement. Mounting debt distress in partner countries, criticism over environmental degradation and China’s own domestic slowdown prompted a recalibration. The Covid-19 pandemic, coupled with intensifying US-China trade tensions, exposed the fragility of overreliance on sovereign lending and statedriven projects.

JOHN CALABRESE Assistant Professor, School of Public Affairs, American University

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The new Westbahn operated train (made by CRRC in China) is leaving from the Westbahnhof (West Train Station) in Vienna, Austria, 13 November 2025. (Joe Klamar/AFP)

... while overall BRI engagement surged, the average project size shrank from US$500 million to US$400 million. Over the past several years, this shift has crystallised into what many analysts describe as “BRI 2.0”. Reports by HSBC Global Research and Fudan University’s Green Finance & Development Centre show that while overall BRI engagement surged, the average project size shrank from US$500 million to US$400 million. At the same time, the share of private sector

capital rose dramatically, from 15% in 2015 to nearly 60% in 2025. The focus had pivoted from building roads and ports to constructing solar farms, battery plants and digital corridors, aligning China’s global investments with its domestic green industrial strategy. This marks the inflection point of the BRI, transforming it from a vehicle of physical connectivity into a platform for green industrial globalisation.

TURNING OVERCAPACITY INTO INFLUENCE: THE GDI PLAY If the BRI’s metamorphosis represents a material reorientation, the GDI embodies its rhetorical and diplomatic counterpart. Introduced by Xi Jinping during his 2021 UN General Assembly address, the GDI articulated

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a vision of global cooperation grounded in sustainable growth and multilateral inclusivity. The GDI signalled a deliberate soft power recalibration. By foregrounding sustainability, digital inclusion and the UN Sustainable Development Goals, China sought to reposition itself not as a creditor superpower, but as a partner in development. This rhetorical turn also served a strategic purpose. It countered Western narratives of “debt-trap diplomacy”, while legitimising China’s green industrial expansion as a contribution to the global public good. Domestically, the GDI dovetails with structural imperatives. Confronted with industrial overcapacity in solar panels, electric vehicles and batteries, China has a strong incentive to export its green industries. Framing this outward push in the language of global partnership allows Beijing to pursue its economic interests under the banner of shared

中华脉搏

sustainability. In effect, the GDI is the normative architecture of BRI 2.0 — turning necessity into virtue and strategy into principle.

Framing this outward push in the language of global partnership allows Beijing to pursue its economic interests under the banner of shared sustainability.

BUILDING GLOBAL INDUSTRIAL NETWORKS At its core, the reimagined BRI reflects a shift from sovereign lending to foreign direct investment (FDI), from state-led construction

Employees work on photovoltaic cell modules, used in solar panels, at a factory which produces the modules for export to the US and Europe, in Lianyungang, in China’s eastern Jiangsu province on 26 September 2025. (AFP)

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to private-sector industrial co-production. The sectors now driving engagement illustrate the depth of the transformation. According to joint data from Fudan University and the Griffith Asia Institute, 64% of BRI energy projects in the first half of 2025 were renewable, the highest share since the initiative’s inception. Chinese construction and investment contracts reached US$124 billion in that period, with green energy projects alone totalling US$9.7 billion, and more than 11.9 gigawatts of renewable capacity installed. This evolution reflects both push and pull factors. Domestically, China’s renewable manufacturing juggernaut — led by firms like Longi Green Energy, Gotion High-Tech, and Huayou Cobalt — is producing far beyond domestic demand. Internationally, Western tariffs and supply chain diversification policies have made it advantageous for Chinese firms to relocate production to countries with preferential trade access to Western markets.

The BRI’s second decade is therefore less about lending and more about building ecosystems that integrate supply chains, digital networks and industrial clusters to entrench Chinese standards and know-how globally.

The result is the emergence of a low-carbon industrial ecosystem that fuses Chinese technology and finance with host-country resources and geography. The BRI’s second decade is therefore less about lending and more about building ecosystems that integrate supply chains, digital networks and industrial clusters to entrench Chinese standards and know-how globally.

CONNECTOR COUNTRIES AS LABORATORIES OF THE NEW BRI In this reconfigured landscape, “connector countries” occupy a pivotal role, linking markets across continents and facilitating the flow of capital, goods and technology. The MENA region serves as a laboratory for observing how China’s pursuit of green industrialisation and logistical connectivity is reshaping traditional North–South and East– West linkages. Morocco: a green gateway between Africa and Europe Morocco epitomises the new face of BRI engagement, driven by industrial collaboration, renewable energy and strategic geography. Ranked among the top ten BRI destinations by project count and the second-largest by investment in 2025, Morocco leverages exceptional solar and wind resources to position itself as a “middle energy power”. Morocco’s industrial ascent partly rests on green manufacturing partnerships with China. The Tangier Tech City, a US$10 billion smartindustrial hub, anchors Chinese investment in automotive and battery production. Batterymaterial manufacturing has become the leading sector for Chinese green-tech investment, exemplified by Gotion High-Tech’s planned

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A view of the Oued Rmel dam where a photovoltaic solar installation floats, as part of a solar panel farm near the Tanger Med port in the province of Fahs-Anjra, west of the city of Tangiers, Morocco, on 7 August 2025. (Abdel Majid Bziouat/AFP)

gigafactory in Kenitra, Africa’s first large-scale EV battery plant. Beyond batteries, Chinese firms are expanding into solar, wind and green-hydrogen projects, including six government-approved hydrogen initiatives and a UEG-China Three Gorges consortium planning to produce ammonia.

Morocco offers a platform from which Chinese green technologies could, over time, reach European markets through localised production and joint ventures operating under Moroccan trade privileges.

These projects are not merely about export diversification. Morocco’s free trade agreements with both the EU and the US position it as a potential manufacturing and re-export base for Chinese firms aiming to navigate Western trade barriers. In this sense, Morocco offers a platform from which Chinese green technologies could, over time, reach European markets through localised production and joint ventures operating under Moroccan trade privileges. Through such collaborations, China strengthens its industrial presence and technology diffusion abroad, while Morocco gains infrastructure, capital and technological capacity. This evolving partnership underscores the pragmatic logic of the BRI-GDI nexus, positioning Morocco as an

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emerging — though not yet assured — greenindustrial bridge between Africa and Europe. Saudi Arabia: from petrostate to clean-tech powerhouse Saudi Arabia’s transformation within China’s BRI framework illustrates the geopolitical sophistication of BRI 2.0. Once defined by oil-forinfrastructure trade, Sino-Saudi relations now extend into hydrogen production, renewable energy and digital ecosystems. In the first half of 2025, Saudi Arabia was the largest BRI recipient in the Middle East, drawing US$7.2 billion in new Chinese construction projects. Chinese involvement spans both project development and industrial localisation. Chint Solar (Zhejiang), in partnership with Mahindra Susten, delivered the Sakaka Solar PV Park, while Huawei supplied its advanced

PV equipment. Jinko Solar, TCL Zhonghuan and Envision Energy joined forces with the Saudi Private Investment Fund (PIF) to localise the manufacturing and assembly of solar and wind power equipment and components, while LONGi Solar partnered with King Abdullah University of Science and Technology to improve the efficiency and reliability of photovoltaic technologies.

By partnering with China, Riyadh not only hedges against Western policy volatility but also localises clean-energy production at scale.

A large banner shows Saudi Vision for 2030 as a soldier stands guard before the arrival of Saudi King Salman at the inauguration of several energy projects in Ras Al Khair, Saudi Arabia, 29 November 2016. (Zuhair Al-Traifi/Reuters)

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A general view of Dubai, UAE, on 6 November 2025. (Giuseppe Cacace/AFP)

This alignment is not coincidental. It dovetails seamlessly with Vision 2030, Saudi Arabia’s blueprint for economic diversification and technological modernisation. By partnering with China, Riyadh not only hedges against Western policy volatility but also localises clean-energy production at scale. For Beijing, the partnership serves multiple ends: it deepens China’s foothold in a region critical to its energy security, embeds its technology in the Gulf’s post-oil transition and demonstrates how the BRI’s new greenindustrial logic can coexist with traditional energy geopolitics. The Sino-Saudi relationship has thus evolved into a two-way energy compact — oil for technology, hydrocarbons for hydrogen — binding the world’s largest oil exporter with its most ambitious energy transition architect.

United Arab Emirates: digital and financial connector If Morocco is the industrial bridge and Saudi Arabia the energy co-producer, the UAE is the digital and financial hinge of China’s MENA engagement. With its advanced infrastructure, business-friendly regulations and global trade linkages, the UAE functions as the connective tissue of the emerging China-MENA network. Under the BRI, the UAE hosts two of the most important maritime and logistics hubs for Chinese trade — Jebel Ali Port and Khalifa Port — both integrated into China’s Maritime Silk Road. Yet Beijing’s engagement has increasingly moved beyond ports to platforms, with Emirati partnerships in artificial intelligence, cloud computing and digital logistics.

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... the UAE’s growing role as a renminbi clearing hub, supported by bilateral currency swap agreements and RMB-settled energy trade, has cemented its place as China’s financial gateway to the Middle East and Africa. Chinese firms such as Huawei Cloud and ByteDance have expanded operations in the UAE, positioning Dubai and Abu Dhabi as regional data and technology centres. The UAE’s proactive

regulatory environment and fintechfriendly policies have helped nurture these developments, fostering a vibrant ecosystem for AI, e-commerce and digital payment innovations. At the same time, the UAE’s growing role as a renminbi clearing hub, supported by bilateral currency swap agreements and RMB-settled energy trade, has cemented its place as China’s financial gateway to the Middle East and Africa. This financial cooperation includes landmark initiatives such as the partnership between China’s Cross-Border Interbank Payment System (CIPS) and the UAE Central Bank to enable direct RMB settlements, reducing transaction costs and enhancing financial

Egyptian dredging ship, Mashhour, is pictured at Egypt’s Suez Canal in Ismalia, Egypt, 16 April 2025. (Amr Abdallah Dalsh/ Reuters)

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resilience between the two markets. By blending digital connectivity with financial intermediation, the UAE anchors the Digital Silk Road, complementing China’s physical and industrial corridors and securing Beijing a strategic stake in the region’s digital transformation. Egypt: maritime bridge and industrial gateway Egypt occupies a unique position at the confluence of China’s logistics ambitions and regional industrial strategy. The country’s pivotal geography, straddling Asia, Africa and Europe, makes it indispensable to Beijing’s vision of integrated connectivity. The Suez Canal Economic Zone (SCZone) lies at the heart of this partnership. Chinese investments in the SCZone, including a US$100 million deal signed in mid-2025 to expand it, have turned the area into a flourishing hub for light manufacturing, electronics, and green energy components. Construction of a US$1 billion tire manufacturing facility by China’s Sailun Group began this year.

Other investments include Xinyi Glass Holding’s US$700 million PV glass plant, announced last April, which will integrate local production into China’s renewable value chains. Likewise, JA Solar, TBEA and China National Chemical Engineering Corporation (CNCEC) — all private Chinese companies — are engaged in broadening Egypt’s renewable energy capabilities and supporting factory localisation. The accelerating pace of Chinese investment in Egypt reflects the government’s April opening of a direct RMB investment channel and new preferential policies, providing highly favourable conditions for Chinese companies. For Egypt, these partnerships advance the national goal of becoming a regional industrial hub and logistics platform; for China, they ensure control over one of the world’s most critical maritime arteries. In a broader sense, Egypt illustrates how BRI 2.0 intertwines economic and geopolitical logics — translating geography into influence through a blend of investment, infrastructure and institutional presence.

... JA Solar, TBEA and China National Chemical Engineering Corporation (CNCEC) — all private Chinese companies — are engaged in broadening Egypt’s renewable energy capabilities and supporting factory localisation.

POWER, PARTNERSHIP AND THE POLITICS OF CONNECTIVITY The experiences of Morocco, Saudi Arabia, the UAE and Egypt reveal the contours of a new Chinese globalisation — one that is networked rather than hierarchical, privatesector-led rather than state-financed, and green rather than carbon-intensive. Through these partnerships, Beijing embeds itself in host economies not primarily as a lender, but as a co-developer of industries

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This aerial photo shows solar panels on the roof of a railway station in Hangzhou, eastern China’s Zhejiang province on 29 October 2025. (AFP)

and technologies. The result is a subtler, more enduring form of influence — an embedded interdependence that fuses economic pragmatism with strategic foresight. This approach carries multiple advantages. For China, it sustains outward investment despite domestic headwinds and Western trade barriers, while ensuring that Chinese standards, technologies and supply chains remain integral to the global economy. For host countries, it delivers capital, expertise and new industrial capacities, though it

also generates asymmetries of technological control. In solar, batteries and digital infrastructure, Chinese firms dominate the upstream and midstream, making partners dependent on their inputs and systems. For Western powers, this new iteration of the BRI presents a harder target. It is no longer a state-driven, loan-heavy enterprise that can be criticised as coercive, predatory or unsustainable. Instead, it operates through market mechanisms and green goals, making it politically palatable even in pro-Western

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economies. By embedding itself in open, tradeoriented environments such as Morocco and the UAE, Beijing effectively sidesteps Western containment while expanding its global technological footprint. Still, challenges persist. Environmental and labour standards vary widely; cyber vulnerabilities in digital infrastructure raise security risks; and political instability in several MENA states could disrupt long-term projects. Yet the flexibility of the BRI-GDI complex — its ability to adjust, rebrand and realign — gives it resilience that few Western alternatives can match.

For Western powers, this new iteration of the BRI presents a harder target. It is no longer a state-driven, loan-heavy enterprise that can be criticised as coercive, predatory or unsustainable.

中华脉搏

ARCHITECTURE OF A REBRANDED GLOBALISATION The BRI has matured into something more complex, networked and adaptive than its originators could have imagined. Through the GDI, Beijing has recast its global role from that of a builder of roads to a broker of green and digital growth. What began as a state-centric enterprise of physical infrastructure has evolved into a multi-tiered system of industrial ecosystems, financial integration and strategic co-development. In the MENA region, Morocco, Saudi Arabia, the UAE and Egypt exemplify the full spectrum of this transformation. Each connects China’s technological capacity with regional modernisation agendas: Morocco as a green manufacturing base, Saudi Arabia as a clean energy producer, the UAE as a digital financial hub and Egypt as a maritime-industrial bridge. Together, they demonstrate how the BRI’s second phase leverages connectivity not as a means of control, but as a mechanism of mutual embedding where China and its partners become structurally interlinked in energy, industry and data.

www.thinkchina.sg This article was first published in ThinkChina on 16 Dec 2025. ThinkChina is an English language e-magazine by Lianhe Zaobao. SCCCI collaborates with ThinkChina to cross-share content.

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SINGAPORE-CHINA BUSINESS FORUM 2025

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YAW SHYY YUAN

Partner

Professional, Business & Technical Services

FLEXM PTE LTD

HO CHEE WAI

Country Head, Singapore

Finance & Insurance

GAN KHEE ENG SILING

Founding Partner

Professional, Business & Technical Services

GAN YONG ANN

Board Director

Manufacturing

GMC PROPERTY PTE LTD

MDM

DAWN TAN WOON WOON

Director

Real Estate

GOLDEN COMPASS SCHOOL PTE LTD

MDM

CLAIRE CHNG CHIAW HEE

Founder

Education

GR HEALTH PTE LTD

DAVID WANG

Chief Executive Officer

Health & Social Services

HLB ATREDE STRB PAC

ANDREW LIM ANN LU

Director

Professional, Business & Technical Services

HO CHEE KIT

Senior Director

Professional, Business & Technical Services

HUANG MIN HUA

Director

Finance & Insurance

HUANG SHUXIAN BERNICE

BERNICE HUANG SHUXIAN

Financial Consultant

Finance & Insurance

IN.CORP GLOBAL PTE LTD

TAN KHOON GUAN

Chief Executive Officer

Finance & Insurance

INTERCORP SOLUTIONS PTE LTD

KELVIN KOH KWENG SWEE

Chief Executive Officer

Information & Communications

KEYLARGO INTERNATIONAL PTE LTD

CRIS GAMBOA

Director

Wholesale & Retail Trade

KH2 SOLUTIONS PTE LTD

SEAH CHEE HEAN

Director

Professional, Business & Technical Services

KHOO KIAN LOO VICTOR

VICTOR KHOO KIAN LOO

Director

Wholesale & Retail Trade

KIMDOLI INTERNATIONAL TRADING PTE LTD

ZHONG SHUNLI

Shareholder

Manufacturing and packaging of skincare products

LEADING PUBLISHING PTE LTD

MDM

BETSY WANG BIN

Director

Others

LER WEE MENG

Founder & Chief Executive Officer

Construction

LIM LIPING SERENE

SERENE LIM LIPING

Chief Executive Officer

Agriculture

LIU SHUNXING

Chairman

Others

LUKE REN JIE JONATHAN

JONATHAN LUKE REN JIE

Project Manager

Information & Communications

MANDAI RESORTS PTE LTD

PENG JIE

Director, Sales and Marketing

Tourism & Hotels

NEXIA SINGAPORE PAC

PAUL TAN LYE HENG

Director

Professional, Business & Technical Services

NG HWEE TEEN WILLYNN

WILLYNN NG HWEE TEEN

Regional Head (International Markets)

Others

NG LI HUI

Finance and Human Resources Director

Others

NXCLOUD ASIA PTE LTD

WANG QI

Marketing Director

Information & Communications

ONE SUEZ PTE LTD

MDM

LILY LIANG LILI

General Manager

Information & Communications

PRIME ACCOUNTANTS LLP

LAWRENCE CHEN TSE CHAU

Managing Partner

Professional, Business & Technical Services

SANDS BOSUM BUSINESS PTE LTD

MILLY WANG

Chief Executive Officer

Education

SEOCIETY PTE LTD

QUEK JING YAN

Director

Information & Communications

SHUO AI INTERNATIONAL PTE LTD

MDM

WANG HAIYAN

Chief Executive Officer

Information & Communications

SIEW TING FUNG

Management Associate (Sales)

Information & Communications

SINGAPORE FLOOR CURLING FEDERATION PTE LTD

SHERRY TEO

Director

Others

SOL THERAPEUTICS PTE LTD

LUCAS L WOO

Co-founder, Director of Business Development

Health & Social Services

SUNTEC SINGAPORE INT'L CONVENTION & EXHIBITION

RENA WONG TECK LUAN

Assistant Director, Sales

Tourism & Hotels

SUPERWORLD ELECTRONICS (S) PTE LTD

WONG KIT PING

General Manager

Manufacturing

TAN THIAM KIAT KELVIN

KELVIN TAN THIAM KIAT

Director

Construction

TGS C&T PARTNERS PAC

CHEW CHANG CHING

Director

Professional, Business & Technical Services

THE YOUNG SEAKERS (LIMITED)

CALVIN WEE JIAN YONG

Co-Founder

Education

TITO ISAAC & CO LLP

FERRIS YU JING

Of Counsel / Head, Corporate & Commercial Practice

Professional, Business & Technical Services

WARCHEST PTE LTD

MATTHEW NG KOK WEE

Founder

Finance & Insurance

WONG CHEW PEI APPLE

APPLE WONG CHEW PEI

Managing Partner

Food & Beverage Services

WONG ERINA

ERINA WONG

General Manager

Others

ZHENGHE LOGISTICS PTE LTD

MDM

LIEW SIEW FOONG

Director

Transport, Storage & Logistics

ZHOU JING

Director

Transport, Storage & Logistics

华商 | C H I N E S E E N T R E P R E N E U R

W E L C O M E A B OA R D ( O c t o b e r ’ 2 5 - N o v e m b e r ’ 2 5 ) Member Company ANG SOO HUA TRACY APAC GLOBAL ADVISORY PTE LTD ATTIVOX GROUP HOLDINGS PTE LTD BYTEBOX TECHNOLOGIES PTE LTD C&W SERVICES (S) PTE LTD CARBON1010 PTE LTD CHEN XIAO JUN CHERN CHAO QUN MIGUEL CHONG HUNG PO CONSTANTIN PAC DECLARATION NEXUS DSC INDUSTRIAL PTE LTD EVERGREEN INDUSTRIES PTE LTD GO-GENIE PTE LTD GRACE POOL MANAGEMENT & ENGINEERING PTE LTD HO MUN CHOONG HOPU (SINGAPORE) SERVICES PTE LTD IRWIC PTE LTD JIA YUE (S) LLP K.S. CHEW & CO KAIDI CO PTE LTD KOK SHU FEN YVONNEA LAN HIGH SHIPPING PTE LTD LEE HONG THYE HARRY LIM KIAN KHENG JASON LIM SHEK LI SHIRLEY LIU XIAO ALBERT LIU YINSHENG LOO GUAN TEE DESMOND LOY GUO XIN LAWRENCE MORNINGSTAR CPA PAC MR BUTLER HOLIDAY PTE LTD MURSUN PTE LTD NAM EARN MUN ONE WORLD INTERNATIONAL SCHOOL PTE LTD PINNACLE TAX SERVICES PTE LTD PKF-CAP LLP POSS CAPITAL PTE LTD SEALICO GAS ENERGY PTE LTD SENG FOO BUILDING CONSTRUCTION PTE LTD SIMPLY DREAMS PTE LTD SING TATT CONSTRUCTION PTE LTD SINGAPORE CORPORATE SERVICES PTE LTD SINGAPORE-BEIJING GENERAL CHAMBER OF COMMERCE LIMITED SOH YI ROU ARIEL ST ENGINEERING INFO-SECURITY PTE LTD STELLAR LIFESTYLE PTE LTD STRATOGEM PTE LTD SZETOH KOK SIONG TAN KWAN CHUEN MARCUS TAN PEI TING JENIFER TEOCHEW CHAMBER OF COMMERCE (SINGAPORE) THE CLARITY PRACTICE PTE LTD TPLAYS PTE LTD UNID STUDIO PTE LTD UNITED LOGISTICS & DISTRIBUTION (SINGAPORE) PTE LTD VISIONTECH PTE LTD VOLCANO ENTERTAINMENT PTE LTD WANG FANG YIN WANG HENGYUE WANG ZHONG YI RAYMOND WINLYKAH TRADING WONG SOK WA XIN LONGXING WBN PTE LTD XUE XIAOGUO YAP LIH HUEY KAREN YEO CHUN LI FELICIA YEO RENATUS YEO YEOW HWEE JANUS YEOW AI LING AILEEN YIP HUI ZHEN JANICE ZENG YONG HUI JESSLYN ZHANG MINYAN ZHANG XIAOLUO SUMMER ZHENG WEIQI JOEL

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TRACY ANG SOO HUA WONG MEI WAI CHEN MINGJIN LIM KERK WEI TEO CHANG SHENG LORRAINE TEO HWEE LING CHEN XIAO JUN MIGUEL CHERN CHAO QUN CHONG HUNG PO LIN YONGMENG HAZEL ONG HUI KEE CHENG SOO YIN CHEN JIANHUI ANG MING CONG YEW YEE CHURN HO MUN CHOONG YANG HUANAN LUO CHENXI LI HONGJIE CHEW KAM SWEE NG FOOK YEE YVONNEA KOK SHU FEN ZHUANG XIAOJING HARRY LEE HONG THYE JASON LIM KIAN KHENG SHIRLEY LIM SHEK LI ALBERT LIU XIAO LIU YINSHENG DESMOND LOO GUAN TEE LAWRENCE LOY GUO XIN CAI ZHIYING SHAWN CHIN SHI SHENG LEONG KUM WAH NAM EARN MUN SUI XINYING AN CHEE SIN LEE ENG KIAN SUSANNA WEE SEO PEI GRACE WONG SHIU CHIN MALCOLM ONG MING CHONG RUSSELL KOH BENG LEE NG KEA HOCK ALAN CHANG CHI HSUNG FAN YURONG ARIEL SOH YI ROU KOH SZE LIAT TONY HENG YEW TECK VINCENT LO WING KWONG SZETOH KOK SIONG MARCUS TAN KWAN CHUEN JENIFER TAN PEI TING SIAW KIN YEOW MCRAE GARY REN SIYI LEE PEI SHENG BENSON SEE WEE MING LIM HUI JIE SHENG XIANG WANG FANG YIN WANG HENGYUE RAYMOND WANG ZHONG YI NG QI TANG WONG SOK WA TING BOON KAI XUE XIAOGUO KAREN YAP LIH HUEY FELICIA YEO CHUN LI RENATUS YEO JANUS YEO YEOW HWEE AILEEN YEOW AI LING JANICE YIP HUI ZHEN JESSLYN ZENG YONG HUI ZHANG MINYAN SUMMER ZHANG XIAOLUO JOEL ZHENG | WEIQI

华商

Designation Founder and Director Chief Executive Officer Chief Technology Officer Managing Director Deputy Director Director (Commercial Lead) Vice President Not Applicable Business Partner Partner Business Manager General Manager Chief Executive Officer Chief Executive Officer Director Chief Executive Officer Partner & Chief Financial Officer Director Partner Partner Managing Director Head of Membership Sales Director Managing Director Founder Private Client Advisor Director Principal Managing Director Head of Sales Chief Executive Officer Director Of Operations Chief Executive Officer Deputy Director, Advancement Assistant Manager, Business Development Executive Director Managing Partner Director Director Director Director Director Chief Executive Officer Director Manager General Manager President Founder and Director General Secretary Director Senior Relationship Development Manager Managing Director Founder Founder & Chief Executive Officer Director Managing Director Chief Executive Officer & Founder Chief Executive Officer Director of Sales Not Applicable Senior Financial Consultant Managing Director Director Director Director Director Client Partner Not Applicable Group Chief Executive Officer Finance Director Branch Manager Chief Executive Officer Director Director Assistant Relationship Manager

CHINESE ENTREPRENEUR

Industry Sector Professional, Business & Technical Services Professional, Business & Technical Services Wholesale & Retail Trade Information & Communications Professional, Business & Technical Services Professional, Business & Technical Services Finance & Insurance Others Professional, Business & Technical Services Professional, Business & Technical Services Professional, Business & Technical Services Manufacturing Wholesale & Retail Trade Transport, Storage & Logistics Others Information & Communications Professional, Business & Technical Services Information & Communications Professional, Business & Technical Services Professional, Business & Technical Services Wholesale & Retail Trade Others Transport, Storage & Logistics Tourism & Hotels Education Finance & Insurance Transport, Storage & Logistics Construction Health & Social Services Others Professional, Business & Technical Services Tourism & Hotels Others Education Education Professional, Business & Technical Services Professional, Business & Technical Services Finance & Insurance Others Construction Wholesale & Retail Trade Construction Professional, Business & Technical Services Others Finance & Insurance Professional, Business & Technical Services Information & Communications Education Others Food & Beverage Services Finance & Insurance Others Education Food & Beverage Services Professional, Business & Technical Services Transport, Storage & Logistics Professional, Business & Technical Services Professional, Business & Technical Services Finance & Insurance Others Finance & Insurance Wholesale & Retail Trade Transport, Storage & Logistics Food & Beverage Services Transport, Storage & Logistics Professional, Business & Technical Services Others Others Finance & Insurance Education Finance & Insurance Professional, Business & Technical Services Transport, Storage & Logistics Professional, Business & Technical Services Finance & Insurance