华商 Chinese Entrepreneur Issue 7 2020

ISSUE 7

04 专访黄志恒 Interview with Wong Chee Herng

CHI NESE E N TREPRENEUR

16 疫情之下企业转型升级 Business Transformation Amid COVID-19

SME FINANCE FORUM

Global SME Finance Awards 2019

World’s Best Bank for SMEs 2019

Global SME Bank of the Year 2018 & 2019

World’s Best Bank for SMEs 2018

“DBS treats the smallest businesses as if they were corporate giants, knowing they very well may become just that in the future.”

“DBS is clearly a leading bank by international standards. The bank is an SME powerhouse and ranks without doubt among the leading SME banks in the world.”

“As with everything else at DBS, a world leader in digital innovation, automation is at the heart of the SME offering.”

More

DBS: The world’s first bank to hold all three global SME honours at the same time.

In addition to the concurrent global best bank wins, DBS has now been recognised as the ‘World’s Best Bank for SMEs’ by Global Finance and Euromoney, as well as ‘Global SME Bank of the Year’ by SME Finance Forum.

To all our partners past, present, and future, thank you for inspiring us and believing in our vision to create a better global business community.

Oct 2019

It is with your support that DBS has achieved yet another world first.

World’s Best Bank 2019

Best Bank in the World 2018

Bank of the Year 2018

卷首语 PRESIDENT’S NOTE

同心抗疫 义不容辞 突如其来的冠病疫情给商界带来严重冲击。新加坡中华

Our collective duty to battle the pandemic

总商会作为新加坡华商的代表，号召商界同心抗疫，义

The coronavirus pandemic has severely impacted the business

不容辞。

community. SCCCI, as the representative of Singapore’s Chinese

疫情阻碍不了我们继续为商界服务的节奏。相反， 我们更积极地协助会员商家应对挑战。阻断措施实

businesses, calls on the community to work together to combat the outbreak.

施以来，我们继续通过网络座谈会（webinar）的形

During the Circuit Breaker, Chamber continues to help our

式，与会员分享如何有效应对疫情，妥善管理现金流

members address challenges, such as by sharing, via webinars,

和布局疫后重振发展等重要议题。

on key topics relating to managing cash flows and business

本期《华商》特意采访了多名企业老板和高管，分享 他们如何应对疫情冲击。海峡建筑首席执行官黄志恒所

transformation in a new business landscape.

This issue of Chinese Entrepreneur interviewed many

在的建筑业，面临客工聚集性感染的严峻挑战，但相信

businesses to find out how they have been coping. The

只要步步为营，必能排除万难，实现复工。

construction industry, the sector of Straits Construction CEO

疫情期间，除了持续捐赠物资给前线医务人员外，

Wong Chee Herng, faces the issue of cluster infection among

多位董事和会员也以个人名义，投身抗疫行动。在本期

foreign workers. But with cautious steps, difficulties would

《华商》，董事黃亦巧医生就分享了她到客工宿舍当义

certainly be eliminated for work to resume.

工，为客工进行病毒拭子检测的经验。

Many SCCCI members are also involved in anti-pandemic

冠病疫情虽然严峻，但它却给商家敲响了警钟，促使

activities in their individual capacity. Council Member Dr Hwang

企业加快转型步伐，掌握数码化所带来的契机，从而排

Yee Cheau shares her experience as a volunteer in conducting

除万难，展翅高飞。

swab tests for foreign workers in their dormitories.

Although the pandemic situation is grave, it has driven businesses to transform quickly and seize the opportunities opened up by digitalisation so that they could overcome their challenges and soar high.

会长

Roland Ng, SCCCI President

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

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ISSUE 7 / JUL 2020

目录

编辑顾问 EDITORIAL ADVISORS

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CONTENTS

出版监督 PUBLICATIONS SUPERVISION 吕正扬 Lu

Cheng Yang

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主编 CHIEF EDITOR 梁廷昭 Leong

Teng Chau

Wing Cheong

英文审稿 ENGLISH REVIEWER 胡爱兰 Fiona

Building with New Solutions and Time-tested Values - Interview with Wong Chee Herng, Group Managing Director of Straits Construction

Hu

撰稿 STAFF WRITERS

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薪火相传

Passing the Torch 效忠为国 国民服役 纪念章的故事 To Serve the Country with Utmost Loyalty – The Story of the National Service Medallion

中华脉搏

China Beat Can China Assume Control of the World Order?

38

Recollections

70 Years of Sweet Tradition - Lim Cheng Eng’s Encounter with the White Rabbit Creamy Candy

Focus

中国能接管世界秩序吗？

Chinese Entrepreneur is produced and designed by Media Group Pte Ltd (Registration No. 200105565G) for Singapore Chinese Chamber of Commerce & Industry (Registration No. S61550014E). Copyright of the materials contained in this publication belongs to SCCCI. Nothing in here shall be reproduced in whole or in part without prior written consent of SCCCI and/or Media Group Pte Ltd. The views expressed in Chinese Entrepreneur by authors and contributors are not necessarily those of SCCCI and no liabilities shall be attached thereto. All rights reserved. Editorial enquiries should be directed to the Editor, Chinese Entrepreneur, Singapore Chinese Chamber of Commerce & Industry, 9 Jurong Town Hall Road, #04-01, Trade Association Hub, Jurong Town Hall, Singapore 609431. Tel: (65) 6337 8381 Fax: (65) 6339 0605 E-mail: research@ sccci.org.sg. Unsolicited material will not be returned unless accompanied by a self-addressed envelope and sufficient return postage. While every reasonable care will be taken by the Editor, no responsibility is assumed for the return of unsolicited material. MCI (P) 025/09/2019. Printed by KHL Printing Co Pte Ltd (Registration No. 197801823M).

商海记忆

甜蜜滋味70载 ——林清荣与大白兔奶糖 邂逅的故事

Business Transformation Amid COVID-19 - The Stories of Q&M Dental, ERA, YSNC Production & Bluebell Singapore

出版 PUBLISHER

View Chinese Entrepreneur online www.sccci.org.sg

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热点专题 疫情之下企业转型升级 ——全民牙科、ERA、 YSNC Production和 Bluebell Singapore的故事

Wong

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Up Close

坚守价值 追求创新 筑造光明未来 —专访海峡建筑首席 执行官黄志恒

助理编辑 ASSISTANT EDITOR 明永昌 Ming

华商人物

商团动态

Industry Dynamics

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商会时讯

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欢迎新会员

Moments

Welcome Aboard

善用金融科技 革新汇款业务模式 ——专访新加坡汇款协会 会长Barakath Ali Leveraging Fintech for Remittance Services - Interview with Barakath Ali, Chairman of the Remittance Association of Singapore FOLLOW US ON

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Chinese Entrepreneur (华商) is a bilingual publication. While the publication carries only selected articles in English, we can provide an English translation of the Chinese articles for our readers upon request.

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华商人物 | U p C l o s e

BUILDING WITH NEW SOLUTIONS AND TIME-TESTED VALUES Interview with Wong Chee Herng, Group Managing Director of Straits Construction

专 访 海 峡 建 筑 首 席 执 行 官 黄 志 恒

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020年6月12日，海峡建筑首席执行官黄 志恒接受《华商》专访，分享公司如何 通过技术创新改变建筑行业的工作方式。他 还透露了公司如何应对冠状病毒疫情，以及 工程暂停对公司的巨大挑战。

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n an interview with Chinese Entrepreneur on 12th June 2020, Wong Chee Herng, Group Managing Director of Straits Construction, speaks about the technological innovation and new functions that his company must undertake as a builder. He also reveals how it is coping with COVID-19, which has put to a stop all its construction projects.

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

U p C l o s e | 华商人物

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

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华商人物 | U p C l o s e

海峡建筑首席 执行官黄志恒 是家族企业的 第二代。

2017年，我们竞标建设第二个综合建设预制 枢纽（Integrated and Construction PreFabrication Hub, ICPH）的方案获得新加坡建设 局的青睐，之后就顺理成章地往下游发展，开始生 产预制材料。 为提高生产力，政府提倡“制造和装配设计” DfMA）概念，并呼吁业界多采用预制材料。所

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海峡建筑刚开始是分包商，而我父亲是这家公司的

以，我们也响应号召，进一步整合供应链，成为一

合伙人之一，后来在1970年代才接管了公司。我

个更全面的解决方案提供商。

们第一次参与建屋发展局的项目是1982年，在实

至于未来，我们会深入了解如何提升生产力。

龙岗北。多年来，我们接过多个建屋局的发展项

我曾被问到会否进入土木工程这一领域，我的答案

目，至今兴建组屋依然是我们公司的支柱。

是“目前不会”。毕竟这不是我们的专长，而在建

1983年，我们开始多元化发展，以“海峡”的

筑领域，我们还有提升能力和和效率的空间。因

粤语拼音Ho i H u p为名，进军房地产开发的业

此，除了住宅项目外，我们有意识地承建其他类型

务。但我们不但没有放弃建筑业，反而是越做

建筑，将建房经验用于其他项目。我们也致力于从

越多。

经验中不断调整完善，以提供优质产品。

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

U p C l o s e | 华商人物

Straits Construction was established in 1969 by your father Mr Wong Swee Chun. How has the business evolved and grown over the years? Can you share with us some of the plans of Straits Construction in its next lap?

We were a subcontractor then and my father was in a partnership. We took over the company in the 1970s. The first time we got involved with HDB was in 1982. It was for a project somewhere in Serangoon North. Over the years we had a fair amount of jobs from HDB. Even today public housing is still considered our mainstay.

We started to diversify in 1983, slightly off-track, into real estate development under the name Hoi Hup, which means “straits” in Cantonese. We did not abandon construction and probably did a lot more of it than previously.

In 2017 we were one of the tenderers whose price-cum-concept proposal was accepted by the Building and Construction Authority for the project to build the second Integrated and Construction Pre-Fabrication Hub (ICPH). We thus went into pre-fabrication manufacturing with this project of downward integration.

As part of its push for higher productivity, the government has implemented the concept of Design for Manufacturing and Assembly (DfMA). It feels that a builder should be more involved in the pre-fabrication process. That was how we came to further integrate ourselves into a supply chain to become a more complete solution provider.

As for the next lap, I think we should first go deeper into some of the productivity enhancing changes. We have been asked whether we would go into civil engineering. The answer is no at this moment. First, this is not our area of expertise.

Secondly, we can still enhance our capabilities and productivity as a building agency. That is why we have consciously diversified beyond the residential segment. As what we deliver to homeowners are big-ticket items, our experience in residential building can be used in other sectors. We will continue to refine our experience in providing quality products.

我们多管齐下，打头阵的是数码化。政府一直鼓 励业界在作业过程中纳入虚拟环境技术。利用虚 拟环境，我们可以大胆尝试并且犯错，从而找出 起因，以避免在真实情况中重蹈覆辙。迈对第一 步可以节省大量时间和金钱。响应政府的呼吁， 我们投入大量精力和资源推动数码化。 七年前刚投入数码化时，无论软件或硬件， 条件都不如现在。然而，即使今天，我们依然缺 乏这方面的专才。此外，要适应利用这项技术也 不容易。 虚拟环境技术尚未标准化，也带来挑战。虽 然建设局在统一标准方面做了很多工作，但市场 上仍有太多选择，十分混乱，而不是每一款都符 合我们的需求。加上这个行业牵涉客户、顾问、 建筑商、分包商、供应商等不同当事方，很难就 采用哪一款技术达成共识。而且，不同客户需求 不同，例如建校舍、工厂或私人公寓等。作为建

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

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华商人物 | U p C l o s e

筑商，我们只能选择那些比较符合主流市场的技 术。此外，无论采用哪一款技术，使用者都需 要接受培训。因此，虽然这项技术的好处显而易 见，但实际运用时也充满挑战。 目前，我们在每一个项目都运用虚拟环境 技术，但运用程度不同，会根据当事方的意见 而调整。

The government has been actively promoting and driving transformation of the construction industry in Singapore. Can you share with us some of the key initiatives that Straits Construction has undertaken in leveraging technology and to foster innovation and raise productivity?

We are approaching innovation in a multi-pronged way, starting with digitalisation. The government has been pushing the construction sector to incorporate virtual environment in its work process. Virtual environment allows builders to commit potential mistakes and discover pitfalls in a digital setting. They could then avoid these in actual construction works. Getting things right from the start means saving plenty of time and money.

Straits Construction heeded the government’s call from day one and has been putting a lot of effort and investment in this tool.

This journey started seven years ago. Of course, the conditions were not conducive then as hardware and software were both lacking. Even today we still face a shortage of expertise. Besides, we have been doing our job in a physical manner

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but not in a virtual way. It is not easy to adjust.

There is another concern – the programmes for virtual environment are not standardised.

BCA has done much to align standards, but there are still too many options resulting in confusion.

Some might not meet our needs. In addition, the industry is made up of many parties, namely, the clients, the consultants, builders like us, sub-contractors, and suppliers. It is difficult to get consensus. Requirements also vary from client to client as we might be building a school, a factory, or a condo. As a builder, we can only pick and choose some of the more mainstream technologies. Furthermore, adopting any kind of technology involves training and re-training people. The reason for introducing virtual environment is easy to understand but the challenges might be different in actual situations.

We have used virtual environment in all our projects right from the start. But the percentage of use differs in each as the parties involved might agree on this area but not that. Therefore, we must vary our effort according to situations.

刚才我提到了“制造和装配设计” （DfMA） 。很多 人以为“设计”是指成品，其实是改良生产和组装 过程，或提高生产力。目前，每年建造的1万5000 至2万个组屋单位，内部组件基本相同，因为是采 用标准化作业生产，不过住户未必察觉得到。 以汽车制造业为例，一辆奥迪轿车和一辆马赛地奔驰轿车虽然外形不同，但内部组件基本相同。我 们将这种生产概念运用到建筑业上。 组件标准化还意味着我们不再需要依赖单一供 应链。一些行业受冠病疫情的影响较轻，是因为它

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

U p C l o s e | 华商人物

Royal Square是海峡建筑 承建的第一个综合商用项 目，包括有零售空间、医 疗套房和酒店。 Royal Square is Straits Construction’s first mixed commercial project which comprises retail spaces, medical suites and a hotel.

们所需要用的原料，供应源很多。但建筑业往往依 赖单一来源，所以受影响较严重。这就是为什么部 长一直在强调要开拓供应源。

Other innovations besides virtual environment?

I have earlier mentioned DfMA. The word “design” in the term is usually wrongly taken to refer to the end-product, not the improvement of the manufacturing and assembly process or productivity. Now, the internal parts in the design of the 15,000 to

20,000 public housing units produced each year are standardised to be largely similar.

This is not evident to the end-users.

The car industry would be a good analogy.

An Audi and a Mercedes look different on the outside, but their insides are largely the same.

This concept of production is what we are trying to bring into the building industry.

Standardisation of components also means no longer having to depend on one supply chain.

Some industries are not affected by COVID-19 because they receive supplies from a number of sources. But Singapore’s construction industry, with its reliance on just one or a few suppliers, is heavily affected. That is why our ministers have been talking about diversifying supply source.

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

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华商人物 | U p C l o s e

一些行业受冠病疫情的影响较轻，是 因为它们所需要用的原料，供应源很 多。但建筑业往往依赖单一来源，所 以受影响较严重。这就是为什么部长 我们显然需要外劳，毕竟新加坡生育率低，对人口更

一直在强调要开拓供应源。

替和未来发展不利。现在的父母大多不希望孩子当建 筑工人，即使中国也一样。这一趋势难以扭转。 这又回到了供应链的问题。由于生产成本高 昂，许多美国汽车制造商在经济衰退期间无法幸 存。相比之下，日本和德国的汽车制造商比美国更 早采用通用组件，因此能够继续生存。 我希望建筑行业可以复制他们的经验。显然， 我们不能照单全收，毕竟建筑不是汽车或飞机，但 标准化也许是节省人力的唯一方法。 以建筑业而言，我相信科技还没先进到机器人 可以完全取代人力。与此同时，我们也严重缺乏本 地工程系毕业生。这一代年轻人喜欢在舒适的办公 室环境工作，不喜欢在工地上日晒雨淋。政府正力

Some industries are not affected

by COVID-19 because they receive supplies from a number of sources.

But Singapore’s construction industry, with its reliance on just one or a few suppliers, is heavily affected.

That is why our ministers have been talking about diversifying supply source.

图每年培养更多工程师。在我的公司里有不少工程 师来自马来西亚，有些已成为永久居民，并有可能 申请成为公民。 总而言之，减少依赖外劳很困难。新加坡在20 多年前就开始出现本地劳动力逐渐减少的趋势，现 在要挽回几乎不可能。

Singapore depends heavily on foreign labour, an issue alarmingly highlighted by COVID-19. As you are in the business of construction, which is a labour intensive industry, what do you reckon can be done to alleviate the problem?

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We clearly need foreign labour, not least because the demographics are stacked against us with our low reproduction rate. Also, parents nowadays would not want their offspring, likely their only one, to be a labourer. The same trends are happening in China. I do not think we can reverse them.

This brings me back to the point of supply chain. The US car manufacturers provide a perfect example. Many of them could not survive during the recession because of high production costs. In contrast, the Japanese and German car manufacturers, which had adopted what is called a common component or in this case common chassis platform earlier than their US counterparts, have continued to prosper. I hope our construction

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

U p C l o s e | 华商人物

industry can replicate their experience. Obviously, we cannot absorb the concept lock, stock, and barrel. Buildings are not generic as a car or an airplane. But standardisation is probably the only way we can reduce labour content in our industries.

I also believe technology is not so advanced yet that robots can replace human in the construction industry. Meanwhile, we face a seriously worrying trend of having fewer and fewer local engineering graduates. We have lost a generation of engineers as the preference now is to work in a comfortable office environment and not under the sun such as in the job of construction. The government is now making an effort to produce more engineers on an annual basis. We have also improved the numbers by hiring foreign engineers. In my company there are many engineers from Malaysia, some of whom are permanent residents and potential citizens.

To sum up, it is very difficult to reduce our reliance on foreign labour. We lost our local labour force some 20 years ago and to re-start one is almost impossible.

1990年代，我大学毕业后就加入家族企业。这是 使命的召唤，我在家族企业的环境中长大，这个选 择最自然不过。当时没有所谓的“继承规划”，不 会像现在这样详尽地规划接班事宜。 毕竟每一代人在不同环境下成长，抱有不同理 想，代沟是无可避免的。我当然希望第三代也能接过

生意。我的孩子还小，我姐姐的孩子已经加入公司。 相比之下，我的父亲没有很高的学历，他的成 功很大程度上是因为刻苦耐劳和坚韧不拔的意志。 在他那个年代，即建国初期，面对的问题也大不相 同。作为第二代的守业者，我关心的问题和处理问 题的方法自然不一样。我是商科毕业，不是工程或 建筑。我有我的专长，但我会让专业人士处理技术 层面的问题。全公司是靠一支具备专业知识的团队 在运作，这跟我父亲的年代不同。公司现在负责的 项目，规模和复杂程度也很不一样。 我父亲还是集团主席。我在12年前接过了公司 的建筑业务。虽然已把生意交给我和其他家庭成 员，但父亲还是会参与公司的日常运作。即使在疫 情期间，他还是会每天到公司。虽然他现在花较多 精力在房地产业务，但他每周六还是会到一个项目 工地去视察，毕竟他是靠建筑起家。 除了坚韧勤奋，诚信是我欣赏父亲的另一品 质。做生意诚信很重要。

What motivates you to join your family business? What are the challenges you faced and how did you overcome them? Any key insights to share with fellow next-gen family business leaders?

Back in the 1990s, joining the family business after I graduated from university was a duty call and natural progression. The choice was simple as I had grown up in a family business.

In those days there was no such thing called succession planning. There were successions but the process of succession planning was not so detailed as now.

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华商人物 | U p C l o s e

海峡建筑是新加坡Nexus国际学校校舍的承建商。 Straits Construction is the contractor for the Nexus International School Singapore campus.

Generation gap is unavoidable as every new generation grows up with different backgrounds and aspirations. Hopefully our third generation would take over the business.

My sister’s children are in the company, but mine are still young.

I am myself different from my father, whose generation was generally not highly educated.

His success was largely due to hard work and resilience. The times he faced were also very different. For example, the company had ridden on the wave of nation-building. As someone from the second generation whose job is to maintain the business, I am naturally different in my concerns and approach. Not being an engineering or architectural but business graduate, I have my own focus. But we ensure those technical aspects, on which we place

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great emphasis, are taken care of by trained professionals. The whole organisation is in fact run by professionals including myself, unlike in my father’s time. The projects we are dealing with are also different in size and complexity.

My father is still the chairman of the Group.

I assumed control of the construction side 12 years ago. My father is still highly involved in the company but not on an everyday basis, leaving its day-to-day running to me and my kin. However, even in this time of COVID-19, he would come to office every day. He is more focused on the real estate side. He would visit a construction site every Saturday as construction is his roots.

Besides hard work, I would rank integrity as a quality that I admire in my dad. It is important to enjoy trust in doing business.

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U p C l o s e | 华商人物

我们过去以来一直坚守新加坡市场。去年疫情

疫情爆发后，外劳宿舍成为众人关注的焦点，本地外劳中

发生前，我们曾计划将业务拓展到邻国如马来

有一大部分是建筑工人。

西亚。但要在新加坡以外复制我们在这里建立

应对疫情。自阻断措施实施以来，我们一直为复工作准

的供应链并不容易。不过，我们正努力尝试。

备。但情况时刻在变化。为确保我们实施的防控措施符合

我们有客户正在马来西亚寻找商机，并找我们

政府要求，我们请专人来处理。这段期间应付疫情使我们

合伙。我想这是很好的开始。

压力很大，甚至有些沮丧。

我们的挑战是如何安全有序地

我们本来计划在阻断措施进入第二阶段后复工，却未 能如愿。原因是每一名工人都必须经过两次检测，之间间 隔7至14天，而至今这项程序仍未结束。

What is Straits Construction’s plan in tapping opportunities in overseas markets? What are the challenges in looking beyond Singapore for the next level of growth?

第二个瓶颈是我们需要为康复/检测呈阴性的工人提 供安全、卫生的住宿。这意味着，有尚未检测，或检测呈 阳性的工人住过的宿舍，都不能让工人住。试想我们要重 新安置近3万名已康复/检测呈阴性的工人。此外，我们也 不可以将来自不同公司或负责不同项目的工人，安置在同 一间房。一般而言，一间房最多可容纳15人。因此，我们 面临巨大挑战。 到目前为止，只有大约5500名工人获“绿色通行

We have not ventured out of Singapore in years past. However, some time last year before COVID-19, we planned to extend our service to our neighbouring countries, especially Malaysia. But there are difficulties in moving beyond Singapore shores, such as replicating the supply chain we have built up here.

Despite this, we are making an effort. We have clients looking at opportunities in Malaysia who want us to go with them. That would serve as a good start.

码”，即确定没有感染或已康复，获准入住安全宿舍。 这只占我国28万名建筑业劳动人口的2%而已。由此可 见，只有少数工地有可能复工。比如，预计在六月中重 新开幕的ABC砖厂巴刹和熟食中心，翻新工程近日复 工。为尽快安置健康外劳而建的快速建造宿舍（Quick Build Dormitories，简称QBD），也已开始兴建。 至于公司是否应付得来，我只能说我很庆幸公司一 向有累积储备，以防不时之需。但这不是长远之计，我 们还是要争取尽快复工。同时，我们也要面对现实，明 白不可能马上复工，复工后情况也不会跟往常一样。因 为社交距离和变更土地用途等措施生效，我们也只能够 走一步看一步。生产力和产量必然会大幅度下降。如果 复工后三个月内，产出可以恢复六至七成，就已经很不 错。但我不认为会百分百恢复正常。

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华商人物 | U p C l o s e

Like other sectors, construction is affected by COVID-19. How has Straits Construction managed the challenges? What are some of the measures taken? What are some of the

COVID-19 has put foreign worker dormitories, many of which are occupied by construction workers, in the limelight. Our challenge is to emerge from the outbreak safely and in an orderly manner. Since the circuit breaker measures began, we have been preparing to resume work. But the situation has kept changing, sometimes on an hourly basis. We have engaged agencies to help us meet the latest requirements. It has been stressful and even frustrating in trying to satisfy all the official criteria.

Our company was supposed to restart some construction work in Phase Two. But that was not to be. Instead we are still in the midst of having

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every one of our workers undergo two virus tests, which are taken seven to 14 days apart.

The second bottleneck is that we need to ensure safe and clean housing for workers who have recovered. That means providing them dormitories that are currently not housing untested workers or “positive” cases. Imagine trying to house possibly up to 30,000 workers who have recovered. In addition, we are prohibited from putting workers from different companies and on different projects in a dormitory room, which usually accommodates up to 15 workers. We thus face great challenges.

At this point only about 5,500 workers are classified as green – a colour code marking them as recovered and eligible for clean housing.

This number works out to only 2 per cent of the construction workforce of 280,000. It is obvious from this percentage that only a small number of work sites could resume their projects. One of those was the ABC Market, where workers had returned to complete renovation for its reopening in mid-June. Another is the Quick-Build Dorms, which are urgently needed to house recovered workers.

As for how my company is coping, I must say we are very blessed that we have a policy of building up reserves. But these cannot last forever. We must be able to re-start as soon as possible. At the same time, we must be realistic that this would not happen next week or so, and things would not be the same as before, With social distancing and the plan of re-zoning, we can only have one trade working at one time in the beginning after re-start. Productivity and output will drop drastically. It would be great for output to reach 60 to 70 per cent in three months’ time. I do not think we can attain 100 per cent in the next few months.

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U p C l o s e | 华商人物

我在2017年加入了新加坡中华总商会的青年商务 委员会。我在此前就听说过这个组织，但当时跟很 多人一样，我不太清楚它的具体作用是什么，直至 我很幸运地被选入了董事会。虽然还在熟悉商会的 运作，但我知道商会相当重视回馈社会。 我是受华文教育的，在一所华校念中学。中华 文化对我来说很重要，它指引着我如何经商。例 如，中华文化里强调的团结互助，帮助远渡重洋来 到新加坡的先辈们克服种种困难。这种守望相助、 同舟共济的精神，是我们应该继承的。 商会弘扬中华文化价值观，是我加入商会的重 要原因之一。这些价值观在我们公司也受到高度重 视，例如勤奋、正直等华族优良品德，如今被概括 为“华商精神”，值得发扬光大。

As a successful businessman, what are your thoughts on the business community contributing back to the society, especially as part of SCCCI? Do you think elements of Chinese culture are important to you in the running of your business?

I joined the Executive Committee of Chamber’s Youth Business Affairs Committee in 2017.

Before that I had heard of SCCCI, a longstanding trade organisation. But like many people I did not know exactly what it does.

With my background in YBAC, I was lucky to be elected later into the SCCCI Council. I am still learning the mechanism of Chamber and how it operates. One thing I can see is that Chamber is definitely giving back to society.

I was Chinese educated as I studied in a Chinese secondary school. I recognise the importance of Chinese culture as it could helpfully guide our business approach. For example, the spirit of togetherness in the Chinese culture had benefited our forefathers when they first came to Singapore.

It is about helping each other, something we should inherit.

SCCCI promotes many good Chinese cultural values. This is one strong reason for me to join the organisation. The attributes we highly value in my company such as hard work and integrity are part of the Chinese culture. They are now what we call the Chinese Entrepreneurial Spirit that should be carried forward and passed down to future generations.

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热点专题 | Fo c u s

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

Fo c u s | 热点专题

“BUSINESS TRANSFORMATION AMID COVID-19

- THE STORIES OF Q&M DENTAL, ERA, YSNC PRODUCTION & BLUEBELL SINGAPORE

The ongoing COVID-19 pandemic is having a serious impact on local businesses. Faced with challenges such as declining sales revenue, disruption of cash flow, and damage of supply chains, how can companies get through this rough patch? Chinese Entrepreneur interviewed business owners and executives who shared how they steer their companies out of a crisis by embracing flexibility, adopting technology and injecting creativity.

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热点专题 | Fo c u s

在冠病疫情发展初期的二月份，全民牙科集团总 裁黄震霄医生就为前线员工采购外科手術口罩伤 透脑筋。 “农历新年期间，许多中国人在世界各地采购 口罩，新加坡也不例外。一盒50片的N95口罩， 市价竟然从5元被炒高到50元。但为了确保员工安 全，我不得不买，否则诊所就要关门了。” 考虑到公司长期需要用到医疗口罩，黄震霄萌 生自己生产口罩的念头。通过在中国做医疗用品出 口生意的朋友牵线，他认识了在湖北生产口罩的厂 商，三方决定合作生产口罩。

将所有呈阳性患者隔离，那么健康者才可以安心出

3月11日，全民牙科宣布同湖北艾舒宝生活用 品公司和医疗用品公司Guangzhou Pharmasen

门。当前的问题是检测不足，你不知道周围谁是阳 性，所以出门还是要戴口罩，并保持安全距离。”

联合开公司，出资占比分别为20％、70%和10%。

目前，公司的实验室里有20台检测仪，一天可

之后，新公司迅速投入口罩生产，3月底就将首批

以检测出20万份报告。然而，过程需要有受过训

口罩运往新加坡。除了自家诊所使用，公司也将部

练的医护人员为检测者进行拭子测试。因此，他

分口罩分给其他前线医护人员。因为公司生产的是

发动公司旗下员工，义务为检测者擦拭口腔提取样

正规医用外科口罩，许多诊所和医院也向他购买。

本，以加快检测速度。

黄震霄说，以中国生产的口罩为例，医用外 科口罩都必须用滤效99%的熔喷布，型号是0469； 而普通医用口罩则是用滤效95%的熔喷布，型号 是0969。然而，一般在市面上买到的民用防护口 罩，用滤效50%的熔喷布，只能防尘、防灰，隔离 不了病毒。他希望公众对不同口罩有充分认识，以 更好地保护自己和家人。他也坦言，目前公司生产 的口罩还不能应付公司旗下员工的需求，但他希望 能尽快扩充产能，让一般民众也能买到。 除了生产口罩，黄震霄也投资约300万新元， 与本地细胞生物学家翁锡华博士合资开展冠病检 测业务。 他说： “疫情期间，新加坡实施阻断措施，要 求人们留在家中。如何判断措施几时结束？如果可 以快速地检测出冠病病例，就可以实现全民检测，

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PRODUCING MASKS AND TEST KITS TO MEET URGENT NEEDS Q&M Dental In February, when the coronavirus outbreak was at its initial stage, CEO of Q&M Dental Dr Ng Chin Siau was hard-pressed in acquiring surgical masks for his front-line employees.

“During the Lunar New Year, many Chinese nationals bought up face masks everywhere, including Singapore. The market price of a box of 50 N95 masks was inflated to $50 from $5. But to ensure the safety of our employees, I had to buy or else the clinics would be closed for business.”

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Fo c u s | 热点专题

In view of the company’s long-running need for medical masks, Dr Ng hit on the idea of ​​ producing them himself. With a friend in China as go-between who exports medical supplies, Dr Ng came to know a face mask manufacturer in Hubei, and the three parties decided to collaborate to produce masks.

On March 11, Q&M Dental announced the launch of a joint venture with Hubei Aishubao Living Supplies and medical supplies company Guangzhou Pharmasen, the respective capital contributions being 20 per cent, 70 per cent and 10 per cent. The new enterprise then quickly entered into mask production, with the first batch being shipped to Singapore at the end of March. Besides Q&M Dental clinics, the company also distributes some of its masks to other frontline healthcare workers. Many clinics and hospitals also purchase from Dr Ng because his surgical masks complied with the standards for medical use.

For the masks made in China, Dr Ng said only those made with meltblown cloth of 99 per cent filtration efficiency are for surgical use, and its model number is 0469, while the normal medical mask, made with meltblown cloth of 95 per cent filtration efficiency, is numbered 0969. However, the protective masks commonly available here are made with meltblown cloth of 50 per cent filtration efficiency. They can only keep off dust particles but cannot shield against viruses. He hopes that the public can distinguish the different types of face masks so as to better protect themselves and their families. He also revealed that the company is currently not producing enough masks to cover the demand of all its staff. However, he hopes to expand the production capacity so that the public could also acquire them.

Besides mask production, Dr Ng has invested about S$3 million in a joint venture on COVID-19 testing with local cell biologist Dr Ong Siew Hua. He said: “Amid the pandemic, Singapore implemented the circuit breaker measures, which require people to stay at home. How to determine when to terminate the measures? If testing for coronavirus infection can be done quickly, universal testing would be feasible, and therefore able to quarantine all who are tested positive. In that case, healthy people can go outdoors with ease of mind.

The problem before us is insufficient testing. You don’t know who are positive out there, so you still have to wear a mask and keep a safe distance.”

There are now 20 diagnostic devices in the company’s laboratory, which can scan 200,000 tests a day. However, the process requires trained medical personnel to perform swab tests on people. To speed up the pace, he is mobilising his staff as volunteers to do swab tests.

全民牙科开展冠病检测服务 Q&M is venturing into COVID-19 testing business.

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

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热点专题 | Fo c u s

许多中小企业都面临生存危机，陈源胜对于 前景也感到忧虑。然而，与其坐以待毙，他选择 在这段期间推动公司业务数码化。 这段期间，许多活动被迫取消或展延，对于活动 策划与公关公司而言，无疑是一次沉重打击。 活动策划公司YSNC Production总裁陈源胜 指出，冠病疫情以来，公司收入减少超过95%。 整个四月份更是零收入。

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“我们经常需要跟不同供应商和合作伙伴紧 密联系，通过手机、电邮等不同渠道，在过程中 很容易会出现沟通失误。因此，我们决定开发一 个自动化平台，以利联系。” 陈源胜指出，活动策划经常遇到的挑战是要

会展旅游（MICE）在2018年为我国经济创

在短时间内完成策划，执行细节却要一丝不苟，

造约38亿元的价值，这个行业为超过1500家中小

否则很可能会犯错，甚至超出预算，因而蒙受损

企业提供3万4000个就业机会，从策划，舞台音

失。新平台系统清楚列明各项交付工作和价目，

响、制作、后勤到活动执行等。二月以来，整个

客户的要求一目了然。报价自动生成系统提升工

行业几乎处于停业状态，各类型的发布会、演唱

作效率，使更多潜在客户成功转为客户。

会、展览等室内活动全部取消。不少公司不得不

陈源胜期望，在生活逐渐恢复正常后，公司

裁员，或要求员工请无薪假。未来几个月，更多

在疫情期间进行的数码化准备，能够帮助公司解

公司会倒闭。”

围，使业务尽快重现生机。

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Fo c u s | 热点专题

RAISING COMPETITIVENESS THROUGH DIGITALISATION YSNC Production During this period, many activities have to be cancelled or postponed – a decidedly huge blow to event planning and public relations companies.

Chen Yuan Sheng, managing director of event planning company YSNC Production, revealed that since the pandemic began, his company’s revenue has dropped by more than 95 per cent, and no income in the whole of April.

“MICE (Meetings, incentives, conferences and exhibitions) tourism created value worth approximately S$3.8 billion for Singapore’s economy in 2018. The industry provides 34,000 jobs for more than 1,500 SMEs, ranging from planning, stage sound effects, production, logistics to event execution. Since February, the whole industry has been in a state of freeze, with all the indoor events including every kind of press conference, concert, and exhibition cancelled.

Many companies have to lay off employees or require them to take unpaid leave. In the coming months, more companies will close down.”

Many SMEs are facing a survival crisis, and Mr Chen too is worried about his company’s prospects. But instead of resignedly sitting on his hands, he chose to help his company embark on digitalisation.

“We need to coordinate with different suppliers and partners regularly, largely via mobile phones and e-mails, and often prone to communication breakdowns. Therefore, we decided to develop an automated platform that would aid communication.”

Mr Chen pointed out that event planning can be challenging because of the need to

complete a job in a short period of time, yet with the details meticulously executed lest mistakes occur or, worse, the budget is overshot, resulting in losses. The new platform would clearly list out all client requirements and costings. The automated quotation generation system improves efficiency and lead conversions, therefore bring more clients.

Mr Chen hopes the digital preparations made by his company during the pandemic would help it overcome difficulties and revive its business in the quickest time possible after life has gradually returned to normal.

疫情对我们无疑是一次沉重打 击。但期望公司在这间进行的数 码化准备，能够使业务尽快重 现生机。 ——YSNC Production总裁陈源胜

COVID-19 is a huge blow to us, but we are hopeful that the digital preparations we made during this period would help to revive our business in the quickest time possible.

——Chen Yuan Sheng, managing director of YSNC Production

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热点专题 | Fo c u s

度。各大品牌也利用线上渠道与客户互动，例如迪 奥（Dior）在网上直播了在巴黎举行的2020年秋 冬时装发布秀。 Bluebell Singapore市场与公关主管高浚杰指 出，奢侈品牌一向讲究服务品质和个性化服务，过 去不太愿意接触新媒体和网购平台，但疫情持续迫 使各大品牌加速“电商化” ，并尝试寻找新的方式 推销商品、与客户互动。 高浚杰说： “除了帮助品牌在网上推销商品 外，我们公司也积极跟电商和信用卡公司合作，通 过他们的用户库，争取高净值客户。” 他表示，除了拓展电商业务，各大品牌利用社 交媒体与客户交流也更加普及。随着需求增加，可 预见市场上将出现更具创意的个性化电子信息发送 方式。线上沟通将更方便，而且变得不那么“冰 冷”，即使不能面对面交流，也觉得轻松愉悦。

LUXURY BRANDS RACING TO EMBRACE E-COMMERCE Bluebell Singapore Pte Ltd

疫情促使人们减少出门购物，旅客也大减，全球 奢侈品市场深受打击。贝恩公司预计，个人奢侈 品市场全年将收缩20%至35%，预计2020年销售 额为1800亿欧元到2200亿欧元（约2800亿新元 到3400亿新元）。 面对严峻挑战，旗下客户有包括Moschino, Jimmy Choo, Owndays, Paul Smith, Victoria’s Secret等多个国际名牌的奢侈品代理商Bluebell Singapore，除了积极为客户另谋销路外，也通过 社交平台与潜在消费者建立更紧密的联系。 以前奢侈品牌在电商出现寥寥无几，如今 Cartier、Prada、Kenzo、Miu Miu等品牌都在天 猫等网购平台开店。路易威登（Louis Vuitton）推 出手机应用程序，让顾客直接通过app下单。为保 证服务质量，公司把售前咨询和售后客服转移到网 上，并与速递公司合作以确保顺利交付以及配送速

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The pandemic is a heavy blow to the global luxury market, as people stay indoors, cutting down on shopping and travelling. Bain & Company forecasts that the personal luxury goods market will shrink overall by 20 to 35 per cent this year, with sales volume expected to be between 180 billion euros and 220 billion euros (about S$280 billion to S$340 billion).

In face of the tough challenges, besides actively exploring other sales avenues for its clients, luxury brand agent Bluebell Singapore, whose franchisors include Moschino, Jimmy Choo, Owndays, Paul Smith, Victoria’s Secret and other international brands, is building closer ties with potential consumers via social media platforms.“We need to coordinate with different suppliers and partners regularly, largely via mobile

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Fo c u s | 热点专题

phones and e-mails, and often prone to communication breakdowns. Therefore, we decided to develop an automated platform that would aid communication.”

In the past, few luxury brands were found in e-commerce. But now brands such as Cartier, Prada, Kenzo and Miu Miu have opened stores on e-shopping platforms such as Tmall. Louis Vuitton launched a mobile app through which customers can place their orders directly.

To maintain the quality of its service, it has introduced online customer service, and collaborates with courier companies to ensure smooth delivery and quickness in dispatch. Various major brands also interact with customers via online channels. For example, Dior broadcast live its Fall and Winter 2020 Fashion Show held in Paris on the internet.

Kien Koh, head of marketing and public relations at Bluebell Singapore, pointed out that luxury brands have always been insistent on service quality and personalised service. In the past, they were reluctant to use new media and e-commerce platforms. But the persistence of the pandemic has forced them to speed up e-commerce and find new ways to promote their products and interact with customers.

Said Mr Koh: “In addition to helping the brands sell their products online, our company is working with ecommerce partners and leveraging on credit card brands to reach out to

their HNW database.”

He said besides expanding e-commerce operation, the use of social media to interact with customers has become more widespread among the major brands. He foresees these new digital demands might lead to even more innovative ways of crafting personalised digital messaging. Online communication would become even more convenient, and less “cold”. Even if it is not a face-to-face interaction, one can still feel relaxed and pleasant.

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热点专题 | Fo c u s

合观察，有越来越多买家看到虚拟看房的好处，也 愿意尝试，作为第一轮的初步筛选，之后再参观实 体空间，以作最后决定。 实施阻断措施期间，私宅示范单位必须关闭，房

“虚拟看房为客户带来更多便利，他们随时随

地产经纪不能带买家参观示范单位，销售大受影

地都可以看房，海外客户更是不必专程飞来新加

响。以ERA产业为例，在今年四月和五月，转售

坡。以前客户看房得四处奔走，经纪也得配合客户

组屋和私宅的销售额下降超过50%。

的时间赶往不同地方，但如今他们足不出户就能参

作为新加坡最大的房地产中介公司，ERA 早在今年4月阻断措施刚开始时就推出了虚拟看

客户采用虚拟看房服务对经纪来说也是一大挑

房服务。ERA产业总裁蔡奇合说，这个名为ERA

战，因为他们无法察言观色，根据客户的表情判断

Projects 360的服务，将超过68个房地产项目的示

他们的购买意向。对此蔡奇合表示，除了为旗下经

范单位，通过虚拟现实技术呈献，让买家如身临其

纪提供培训，传授在线服务客户的技巧外，公司还

境一般，参观室内情况。

推出了应用程序，包含平面图3D模型制作、谷歌

对许多人来说，购买房产是一件大事，他们还 是不太愿意单靠虚拟影像作出买房决定。但据蔡奇

24

观不同单位，以及找到与房产相关的资料。”

地图应用、房产资讯查询等不同功能。这样一来， 不但使得工作更便利，也更有效率。

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

Fo c u s | 热点专题

VIRTUAL REALITY DRIVES REVOLUTION IN PROPERTY VIEWING ERA Realty Network While the Circuit Breaker is in force, private housing show units must be closed off and property agents could not bring buyers to visit them, resulting in a great impact on sales. Take ERA Realty Network as an example. In April and May this year, its sales volume for resale flats and private property fell by more than 50 per cent.

ERA, Singapore’s largest real estate agency, has rolled out its virtual show unit service as early as April when the CB measures were first implemented. Jack Chua, CEO of ERA, said this service, called ERA Projects 360, presents show units of more than 68 property development projects through VR technology, allowing buyers to survey their interiors as if they are physically experiencing them.

To many people, buying a property is something momentous, and they are still reluctant to rely solely on virtual images to arrive at purchase decision. However, according to Mr Chua’s observation, more and more

buyers see the virtues of virtual show units and are willing to try it in the preliminary round of property selection. They would then visit the physical site to make the final decision.

“Virtual show units bring greater convenience to customers. They can look at properties any time and from anywhere. Overseas customers even need not fly specially to Singapore. In the past, customers had to run around to look at properties, and agents, suiting the time of their clients, also had to rush to different places. But now they can visit different units and obtain information related to property without leaving home.”

However, to property agents, the use of the virtual show unit service by customers poses a huge challenge as they are not able to judge the purchase intention of the buyers by reading their oral and facial expressions. To cope with this, Mr Chua said besides training its agents in the techniques of serving customers online, the company has launched apps covering various functions such as construction of 3D floor plan model, Google map, and inquiry for property information. With these apps, work is not only made more convenient but also more efficient.

虚拟看房服务，利用虚拟现实技术，让买家如身临其境一般，参观示范单位的室内情况 Virtual show unit service allows buyers to survey the interiors of show units through VR technology.

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

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热点专题 | Fo c u s

冠状病毒疫情发 生后，商界人士 积极投身抗疫行 动，在捐款捐 物、参加志愿服 务、帮助生活面 临困难的人、传 播正能量等方面 发挥积极作用， 体现了发挥守望 相助、共克时难 的精神。

BUSINESS SECTOR ACTIVELY PARTICIPATES IN ANTI-PANDEMIC WORK Following the coronavirus outbreak, the business community has participated actively in the work of curbing the pandemic, producing a positive impact on many fronts, such as raising funds and donating medical supplies, involvement in voluntary service and helping people who face difficulties in livelihood. These actions all demonstrate the spirit of rendering mutual help and having each other’s back to jointly overcome a prevailing crisis.

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

Fo c u s | 热点专题

情对企业造成巨大影响，许 多公司陷入困境，甚至破 产。新加坡房地产大亨林惠璋家族

疫

的JL家族企业集团、亚腾资产管理 公司和海峡贸易，在今年二月设立 了500万新元基金，向本地企业提供 短期贷款。 从2月15日开始，本地中小型企 业可以通过在线众筹平台Minterest 申请最多5万新元的贷款，为期六个 月。利率将固定在每月0.5％，比一 般贷款利率的7％至18％优惠许多。 林惠璋表示，这样做是为了帮助 那些因为疫情而面临短期现金流问 题的公司。

Helping businesses on cash flow needs

T

he pandemic has brought huge repercussions upon companies, many of which are in trouble or have gone bankrupt. A S$5 million fund was set up

by Singaporean property tycoon John Lim’s family office, JL Family Office, ARA Asset Management and Straits Trading Company in February this year to extend short-term loans to local businesses.

Starting from February 15, local small and medium-sized enterprises can apply for a loan of up to S$50,000, repayable in six months, through the online crowdfunding platform Minterest. The monthly interest rate would be fixed at 0.5 per cent, much more favourable than the usual ones of 7 to 18 per cent.

Mr Lim said this move is made to help companies facing short-term cash flow problems arising from the pandemic.

3月5日，林惠璋出席由新加坡中华总商 会举办的讲座，分享企业面对疫情冲击， 如何解决短期现金流的问题。 On 5 March, John Lim shared his views on how companies can tackle short-term cash flow problems as COVID-19 continues to spread globally.

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

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热点专题 | Fo c u s

冠病疫情在工人宿舍爆发后，黄亦巧医生（右一）挺身而出，为外劳提供拭子检测 Following COVID-19 outbreak in worker dormitories, Dr Hwang (1st from the right) volunteered to carry out swab tests for foreign workers.

身为一名牙科医生，牙科诊所TP Dental Surgeons

她说，参加这项义务工作让她在阻断措施实

行政总裁黃亦巧发挥她的专业知识，义务为外劳进

行期间过得很充实，也与并肩作战的同僚建立起

行病毒拭子检测。

深厚的友谊。

今年4月上旬，外籍劳工宿舍出现新感染群， 让原本似乎已遏制住病毒传播的形势，突然变得 急转直下。 也是新加坡中华总商会董事会成员的黃亦巧 受访时说： “疫情发生后，总商会出钱出力支援抗 疫的举动让我深受启发。所以，当得知工人宿舍 爆发疫情时，我觉得自己必须挺身而出。” 她表示，作为一名受过专业训练的牙科医生， 采集拭子时动作比较利落，也懂得如何保护自己避 免感染，执行这项任务最适合不过，应当仁不让。 TP Dental Surgeons的母公司全民牙科集团，由 集团总裁黄震霄医生领导，带领旗下125名牙医和牙 医助理当义工，到外劳宿舍为工人提供拭子检测。 黃亦巧坦承自己起初曾感到不安： “说不害怕 是骗人的，毕竟我们是在面对一种全新、未知的 病毒，也会担心自己被感染。但因为黄震霄医生 处处为前线人员的安全着想，并提供全副武装的 个人防护设备，消除了我的顾虑。”

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

Fo c u s | 热点专题

Providing free swab testing on foreign workers As a dentist, Dr Hwang Yee Cheau, CEO of dental clinic TP Dental Surgeons, made full use of her professional knowledge to conduct free coronavirus swab testings on foreign workers.

In early April this year, new infection clusters surfaced in the dormitories of foreign workers, reversing precipitously a situation where the virus transmission had ostensibly been contained.

Said Dr Hwang, who is also a council member of SCCCI, during the interview: “After the pandemic erupted, I was deeply inspired by Chamber’s contribution of funds and efforts to support the fight against it. Therefore, when I learned of the outbreak in the workers’ dormitories, I felt I must step forward myself.”

She pointed out that being a professionally trained dentist, she can collect swabs are more deftly, and she is also better able to protect herself from infections. As she is best positioned to perform this task, she felt obliged not to give it a miss.

Led by their Group CEO Dr Ng Chin Siau, 125 dentists and dentist assistants of Q&M Dental Group, the parent company of TP Dental Surgeons, went as volunteers to the foreign workers’ dormitories to provide swab tests to the workers.

Dr Hwang admitted she felt nervous at first: “It would be a lie to say we were not scared.

After all, we were facing a completely new and unknown virus and were worried about being infected too. But because Dr Ng was concerned about the safety of the frontline

personnel in every respect and provided us complete sets of personal protective equipment, our worries were removed.”

She said participating in this voluntary work allowed her to have a very fruitful time during the enforcement of the Circuit Breaker. She also developed deep friendships with the colleagues who fought the battle alongside her.

Enhance adaptability with the aid of technologies Dr Hwang notes that the pandemic has highlighted the critical efficiencies of technology.

In this era of complex myriad changes, companies that can quickly leverage innovative technologies to cope with disruptions often have an edge for survival. Entrepreneurs should also remain flexible so as to be prepared for any eventuality.

Therefore, she believes that Chamber is on the right path in complementing the government’s policy of assisting enterprises to enhance their mettle through digitalisation.

She said: “Shortly after the implementation of the Circuit Breaker, Chamber continued its service to its members through webinars. The Career Women’s Group held webinars on how companies leverage technologies and how the food and beverage industry has responded to the pandemic. The participants said the takeaways were very helpful.”

Dr Hwang believes once a vaccine is successfully developed, the coronavirus will become like any other ordinary flu, and people’s lives will gradually return to normal. But given what they have gone through, companies will put even greater emphasis on technologies and will more avidly tap them to upgrade their own strength and ability to adapt to changes.

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

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中华脉搏 | C h i n a B e a t

CAN CHINA ASSUME CONTROL OF THE WORLD ORDER? China does not have the capability nor desire to dominate the world order as the US relinquishes its global leadership, nor a tradition for such an ambition, according to Professor Zheng Yongnian of East Asian Institute. China’s interests are best served by multipolarity, commented the expert on China in refuting suggestions that Beijing is enlarging its clout to be the umpire of the world.

RESEARCH PROFESSOR ZHENG YONGNIAN

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

C h i n a B e a t | 中华脉搏

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

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中华脉搏 | C h i n a B e a t

Vijay Gokhale, former ambassador of India to China

CAN CHINA ASSUME CONTROL OF THE WORLD ORDER? Vijay Gokhale, a former ambassador of India to China, published an article on June 4 in the New York Times titled “China doesn’t want a new world order. It wants this one”. The article clearly advances the view of “China intending to assume control of the world order”.

According to Mr Gokhale, as the US falters and the world spins into crisis, China attempts to take over international institutions such as the World Health Organisation (WHO) and the United Nations. In his view, China’s logic of doing so is self-evident. It is the biggest beneficiary of globalisation. It has systematically used Western-led multilateral institutions to advance its own interests and influence.

Mr Gokhale warns, if the West cannot recover its faith in the universal power of democracy, China will realise its wish to rule the world.

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Although this theory sprang from the fertile imagination of the author, it presents China with a critical question that it must ponder. That is, how to deal with the current world order.

China went through a few stages in its relationship with the global system. First, China joined the one existing instead of constructing another like what the Soviet Union did, despite its being set up and unvaryingly led by Western nations. The second stage was “integration” into it. Prior to and after joining the World Trade Organisation, China made great efforts to revise and adjust its domestic laws, regulations, and policies so that they are “aligned” with worldwide norm.

In fact, the journeys of China’s rise and its globalisation were one and the same. It can be said that contemporary China and the current global order are an integrated whole. It is

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

C h i n a B e a t | 中华脉搏

China’s Belt-Road Initiative which aims to fill “infrastructure gaps” abroad stemmed from excessive production capacity at home, but some Western countries see it as Beijing’s plan to dominate the world.

difficult for China to withdraw from the order, and similarly it is hard for the West to exclude China. As things stand now, if China and the West forcibly decouple, both parties will feel great pains and pay a huge price.

The third stage is “reform” the existing order. Although the international set-up centred on the UN faces many problems and severe challenges, China has become effectively its most important supporter and upholder. This constitutes the premise in China’s advocacy of improving the system’s operational efficiency through reforms. But it is very clear that reforms are also desired by most countries.

It is obvious that the interests of some Western countries are over-represented in this system, while the huge bloc of

The Asian Infrastructure Investment Bank, a multilateral development bank, is one of China’s additions to the panoply of international organisations which helps to meet otherwise neglected needs.

developing countries, including China, are far from getting theirs aired. This unbalanced power structure is also the reason why the system functions poorly.

Therefore, one can say reforms are badly required by the system itself.

The fourth is “supplement” the existing order. China’s ability to “reinforce” the international system is reflected in its founding of several regional organisations in recent years. These include the ones under the Belt-Road Initiative (BRI), the Asian Infrastructure Investment Bank, and the BRICS Bank. It must be noted that these bodies have the following characteristics.

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中华脉搏 | C h i n a B e a t

China’s attempts to reform existing international organisations and create new ones to complement them have met with disapproval from the West.

First, they “supplement” rather than “substitute” the ones existing. There is no overlap in specialty. Second, they are open to any country that is eligible. Third, they are multilateral with no sign of a high degree of hierarchy within them. The countries involved have the right to participate in the making of decisions and the execution.

While China’s actions in the first two stages were welcomed by the West, its deeds in the third and fourth are rejected and opposed.

During the first two, the West believed

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China would transform into a Western-style democracy with its integration into the system.

In fact, that was the expectation underlying their admission of China.

But there came a snag. Not only did China not evolve as expected, it even took the initiative to set up multilateral bodies with regional and even global significance. Some Western countries, especially the US, have always regarded China’s BRI and other “Go Out” moves as acts of neo-colonialism, neoimperialism, or neo-expansionism.

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

C h i n a B e a t | 中华脉搏

Meanwhile, the US itself has set about re-adjusting its relationship with the global system after President Trump took office. Over the past few years, the Trump administration has chosen to reduce the US commitments by leaving international bodies.

Trump is not wrong in his assessment that the US has “over-extended” itself and is “over-burdened”, but he erred in his choice of policies. In fact, the US can pick a better option. That is, to enable the global system it dominates to become more open through international cooperation. Like how it has shared its global clout with other Western countries, the US could share it with emerging powers including China. On this basis, international obligations would be jointly shouldered.

Should this be the case, international politics would be a game of “win-win”. Not only would the global stature of the US be perpetuated and even consolidated but the interests

China must and can become a new type of major power. If China engages in hegemonism like the previous world powers, that will eventually be a fiasco.

A multipolar, pluralistic and open international order is not only a more democratic and egalitarian one, but also one that is more sustainable.

of China would be met. China has neither sufficient muscles nor a strong urge to fight for supremacy against other countries, nor a tradition of doing so.

A bipolar world where China and the US are the twin centres will lead to a cold war like the one between the US and the Soviet Union.

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

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中华脉搏 | C h i n a B e a t

China’s interests are best served by multipolarity, particularly if Western Europe is a firmly neutral camp between Beijing and Washington, following conclusion that China truly does not want to dominate the world order and would not halt its economic reforms.

Today the coronavirus pandemic has quickened the disintegration of the global order established after World War II. Many realised that this old order is not sustainable. How would it break up? How would the new one look? How to institute it? Who will lead in holding it up?

As the second largest economy and being highly enmeshed in world affairs, China no doubt has to think about these questions. For China, some of the options are clear-cut. First, it could not “assume control of the world order”, unlike what Mr Gokhale has mentioned. This is not only due to the reasons cited above but also because the US will not voluntarily pull out from the world order.

Second, although many international bodies are in effect moribund with their low efficiency, they are still some distance away from demise as many Western countries, minus the US, do not want them to die. In this regard, China and these countries share a common interest.

European countries and China are supporting WHO as they have always been.

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Third, basing on its own interests, capabilities, and concepts on international relations, China would do its utmost to promote multi-polarisation of international influence. A bipolarised world or market with the US and China as the twin centres does not fit the longterm interests of China. Should this happen, the Sino-US relationship will most likely mutate into a cold war a la the US-Soviet one.

In fact, in the backdrop of bipolarisation, a multi-polarisation of international influence is materialising. The US is still powerful, China continues to rise, Russia would not concede defeat, Germany has restored its position in Europe and is expanding its global influence, and India is catching up. Among all these big powers, not one of them could make any other succumb.

Hence, as long as China can effectively manage its fervent nationalist sentiment, continue to implement the reforms on its drawing board and the open-door policy, and switch to a pragmatic foreign policy approach,

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

C h i n a B e a t | 中华脉搏

it would be hard to see the emergence of a “West” that is antagonistic towards China. Even if a cold war between China and the US fails to ease, or even continues to worsen, most Western countries would drift between them and would not irrationally choose to side either.

China must and can become a new type of major power. If China engages in hegemonism like the previous world powers, that will

eventually be a fiasco. A multipolar, pluralistic and open international order is not only a more democratic and egalitarian one, but also one that is more sustainable.

This is an excerpted and translated version of an article

by Professor Zheng first published in Chinese in Lianhe Zaobao on June 16. East Asian Institute is an affiliate of the National University of Singapore.

Although China is the world’s second largest economy, it does not have sufficient muscles nor the desire to take over control of the world order from the US.

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

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商团动态

| Industry Dynamics

专访新加坡汇款协会会长Barakath

Ali

加坡发展蓬勃、机遇处处，吸引了大 量外国人来此工作、生活。无论是寄 钱回家或跨境生意往来，他们都需要向海外 转移资金，造就了汇款业的发展。新加坡汇 款协会会长Barakath Ali认为，多年来，有 增无减的汇款需求给业者带来无限机遇, 但随 着金融技术创新，传统的业务形式也正面临转 型的压力。惟有拥抱科技，取先机，才能与 时并进。

新

BARAKATH ALI President of Singapore Remittance Association

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

I n d u s t r y D y n a m i c s | 商团动态

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

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商团动态

40

| Industry Dynamics

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

I n d u s t r y D y n a m i c s | 商团动态

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

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商团动态

| Industry Dynamics

随着技术发展，开发数 码产品的成本降低，许 多新兴金融科技公司纷 纷开发平台，满足不同 客户群的需要。

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

I n d u s t r y D y n a m i c s | 商团动态

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

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商海记忆 | R e c o l l e c t i o n s

林 清 荣 与 大 白 兔 奶 糖 邂 逅 的 故 事

新

加坡中华总商会和 国家图书馆管理局 携手合作，推出全新文 教合作项目，通过口述历 史，记录为新加坡经济 社会作出特殊贡献的企业 家，他们的创业历程和卓 越成就。我们希望通过详 尽记录他们的事迹，留给 后辈学习借鉴，成为华商 的精神典范。 本期介绍福南（1998） 私人有限公司董事经理林 清荣先生。

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

R e c o l l e c t i o n s | 商海记忆

1947

入了福南公司。当时公司经过四位创办人20多年

年，六岁

来的用心经营，已小有规模。公司以批发零售和进

的林清荣

口贸易为主要业务，商品主要从香港进口。林清荣

面临他人

负责货运协调和库存管理的工作，有父亲和几位前

生中第一

辈悉心指导，他很快便能独当一面。

次重大的转

早在1968年，福南公司就已经派代表到广

折。这一年，

州参加广交会（全称“中国进出口商品交易会”

他与母亲和妹妹

并且开始向中国厂商订货，把当地的一些糖果、蜜

从福建安溪南渡新加

饯产品引进新加坡。当时“文化大革命”还没有结

坡。他的父亲林文赤年轻时离开家乡到南洋打

束，广交会可说是中国对外贸易的唯一窗口。林清

拼，如今终于可以把家人接过来团聚，一家人开

荣第一次代表公司到广州参加广交会是在1973年。

始新的生活。 此时，随着第二次世界大战结束，正值中国 爆发国共内战，新加坡在经历过被日军占领的三 年半苦难岁月后，又回归英国殖民地政府管理， 经济逐渐恢复生机。 林文赤来到新加坡谋生，起初是替福建相亲 打工，在老巴刹卖杂货。他努力工作，省吃俭 用，终于存到了一笔钱。除了让家人下南洋外， 他在同一年还作出另一重大人生决定，就是拿 着辛苦存下来的钱，和丁幸福、丁文露、姚庆烧 三位乡亲，在大坡二马路（今芳林大厦附近）开 公司，经销糖果、蜜饯和玩具。他们将公司取名 福南” ，结合“福建”及“南洋”的首字，代表 四个福建人在南洋共同创业的意思。 随着战后经济复苏，民众消费力提高，福南 公司的生意也蒸蒸日上，之后在梧槽路一带的店 屋也开了店。凡事亲力亲为的林文赤虽然工作忙 碌，但也十分重视家庭，尤其是子女的教育。林 清荣在新加坡完成学业，先是在南洋工商补习学 校上学，之后在华侨中学念书，毕业于南洋大学 化学系。 虽然从小就看着父亲做生意，但林清荣毕业后 没有选择进入父亲的公司，而是在华义中学教书， 之后也在塑料厂工作了一段时间。直到1970年， 林清荣才因为父亲希望他帮忙打理生意的缘故，加

上世纪70年代，林清荣第一次访问上海冠生园食品厂商， 商谈大白兔奶糖的代理权。

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商海记忆 | R e c o l l e c t i o n s

林清荣和上海食品公司代表合照。

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琳琅满目的中国商品不但让林清荣大开眼界，也促

进出口公司及冠生园食品厂共同商议的结果。当

使他日后加深与中国厂商的合作。

时中国尚未改革开放，但和新加坡维持了商贸往

林清荣指出，当时中国生产的商品迫切需要

来，许多中国货品都是经新加坡转口到马来西亚

推向海外市场以赚取外汇，而早期许多新加坡华

和印尼。大白兔奶糖在当时也是通过福南公司运

人都通过经销中国商品谋生，做点儿小买卖。广

往这两个国家。到了80年代的高峰时期，通过福

交会是满足双方需要的一个重要平台。但对福南

南公司经销的大白兔奶糖，一年销量可高达500

公司而言，广交会的意义不仅如此，它还给了公

吨。直到1992年后，中国开始实行市场经济体制

司邂逅大白兔奶糖的机会，让原本只是做小本生

改革，开放让更多国家直接向中国厂商订货，福

意的福南公司，业务一飞冲天。

南公司进货才有所减少。

来自上海的大白兔奶糖1959年问世，由冠

林清荣说，在70年代后期，在新加坡市面上

生园食品有限公司出产，不但是许多中国人童

可以买到的糖果种类已经不少，大白兔奶糖不是

年记忆的一部分，也深受新加坡消费者的欢迎。

没有强劲的对手。取得大白兔奶糖的经销权后，

福南公司早在上世纪60年就开始引进大白兔奶

福南公司积极打广告，以打开销路。农历新年期

糖，1978年后取得大白兔奶糖在新加坡与马来

间，更是在报章上刊登彩色广告，刺激销量。广

西亚的独家经销权，就是林清荣当年与上海食品

告强调大白兔奶糖是“甄选上乘的原料经现代科

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R e c o l l e c t i o n s | 商海记忆

技精制而成，奶味纯正、奶香浓郁、口感醇厚、 弹性十足且营养丰富”。奶糖包着一层可以食用 的糯米纸，也是独特卖点之一。成功的宣传策略 使大白兔奶糖很快地便成为家喻户晓的品牌，在 全岛各大小商铺必卖的商品。 公司原本是股东合股制，但在1997年改为有 限公司，并更名为福南（1998）私人有限公司。 公司在上世纪90年代曾拓展业务，到福建泉州设 厂，收购水果加工腌渍成蜜饯，包装再运到新加 坡。不过，后来由于成本不断高涨，生产业务在 12年后结束，公司专注经销业务，生产则交给当

福南公司早在上世纪60 年就开始引进大白兔奶 糖，1978年后取得大白 兔奶糖在新加坡与马来 西亚的独家经销权。

地的厂家代工。公司也发展房地产，早期在里峇 峇利路和直落布兰雅路一带建小型公寓，在马丁 路一带建多层货仓，而万礼的六层楼工业大厦则 是在80年代中期建成。

林清荣在上世纪80年代参观上海巧克力厂时留影。

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商海记忆 | R e c o l l e c t i o n s

随着科技日新月异，公司也不能墨守 成规。公司在两年前开始设立网购平 台，以拓展销路，是公司寻求数码化 转型的一次尝试。公司接下来如何组 织，下一代接班人如何接手，这需 要一个过程。不过，当第三代接手， 经营方式肯定会有大改变。

除了大白兔奶糖，福南公司经销的其他商品还包 括蜜枣、陈皮梅、加应子等蜜饯，花生糖、椰子糖、 蛋花酥、生仁糕、花生酥、山楂饼、金币巧克力等。 每年农历新年期间，市场对糖果零食的需求增加，也 是公司争取冲高销量的时候。金币巧克力因为象征财 富，在过年期间特别热销。其他商品销量也很好。 随着经济迅速发展，在市场上来自世界各地的商 品种类日益多样化，糖果零食类也不例外，国人的口 味喜好也随着消费潮流不断改变。面对竞争，福南公 司也改变策略，引进的商品从过去的多而广，改为现 在的少而精，更注重质量和特色，以满足现今消费者 农历新年期间，福南公司在报章刊登彩色广告，以刺激销 量。这是1986年1月24日，刊登在《联合晚报》的广告。

的需求。不变的是，公司始终以引进中国产品为主。 林清荣表示，这一方面是因为多年来跟中国厂商打交 道，对中国事务比较熟悉，另一方面也是因为自己受 华文教育，对中华文化有深厚的情结。 除了带领企业披荆斩棘、迈向成功外，林清荣也 积极参与社区活动，以尽一份力回馈社会。他在多个 社区组织担任职务，包括新加坡中华总商会名誉董 事、新加坡中国商会前任会长、新加坡玩具糖果商公 会主席、国际文化艺术交流协会主席、新加坡林氏大 宗祠会长、圣约翰救伤队第七区主席团委员、武吉知 马民众俱乐部管委会名誉主席、武吉知马民众俱乐部

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R e c o l l e c t i o n s | 商海记忆

林清荣和中国粮油食品进出口总公司（福州代理）商谈水仙花牌蜜钱的代理权。

草堂岭书画会主席、武吉知马民众俱乐部乐龄执行 委员会副主席、中华中学咨询委员会委员、华侨中 学董事会董事等。他倾力支持华社弘扬华族传统文 化和价值观。 对于公司的未来发展，林清荣意识到，随着科技 日新月异，公司也不能墨守成规。公司在两年前开 始设立网购平台，以拓展销路，是公司寻求数码化 转型的一次尝试。他透露，目前公司业务由包括自 己在内三位创办人的第二代打理，尚未交棒给第三 代。但如果一切顺利，应该可以在未来一两年内交 棒。他含蓄地表示： “公司接下来如何组织，下一代 接班人如何接手，这需要一个过程。”不过他相信， 当第三代接手，经营方式肯定会大有改变，“不会像 现在这样经营下去”。

林清荣在2019年参观上海冠生园食品厂的新工厂。

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薪 火 相 传 | P a s s i n g t h e To r c h

TO SERVE THE COUNTRY WITH UTMOST LOYALTY THE STORY OF THE NATIONAL SERVICE MEDALLION

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

P a s s i n g t h e To r c h | 薪 火 相 传

显龙总理在2019年国庆群众大会的演 讲，提及新加坡开埠200年的历史演变 时，特别展示了1967年新加坡中华总商会为了鼓 励国人支持政府推行国民服役政策所订制的“国 民服役纪念章”。 总理说: （这枚）奖章的正面，有五颗星星、一弯新月、 新加坡中华总商会’和‘1967年’的字样。奖

李

章的背面显示的是 ‘National Service’（国民 服役）的英文字，和四个华文字‘尽忠报国’ 。 这个奖章是限量版的，很有纪念价值。 ”

W

上：国民服役纪念章（正面） Top: National Service Medallion (Front View) 下：国民服役纪念章（背面） Bottom: National Service Medallion (Back View) 新加坡中华总商会珍藏） (SCCCI Collection)

hen touching on the historical evolution of Singapore since its founding as a trading post 200 years ago in his National Day Rally speech of 2019, Prime Minister Lee Hsien Loong specially displayed the “National Service Medallion”.

The Singapore Chinese Chamber of Commerce (known as Singapore Chinese Chamber of Commerce & Industry since 1977, hereinafter referred to as “the Chamber”) minted this medallion in 1967 to motivate Singaporeans to support the government in the implementation of the national service policy. The Prime Minister said: “On the front of this medallion, there are five stars, a crescent moon, and the inscriptions ‘Singapore Chinese Chamber of Commerce’ and ‘1967’. The back of it bears the English term, ‘National Service’ (guo min fu yi) and the four Chinese characters for ‘jin zhong bao guo’ (To Serve the Country with Utmost Loyalty). This is a limited-edition medallion with great commemorative value.”

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薪 火 相 传 | P a s s i n g t h e To r c h

国民服役纪念章”是什么？我们必须回到二战 后新加坡制订国民服役法案和建国之初的情境，才 能理解其时代意义和价值。

What is this “National Service Medallion”? To understand its epochal significance and value, we must trace back to the circumstance of Singapore when it formulated the National Service Ordinance after World War II as well as in the first years of its independence.

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NATIONAL SERVICE ORDINANCE OF 1954 The British government first tabled a bill on national service in the Singapore Legislative Council in 1952. With the declaration of the “state of emergency” in British Malaya in 1948 and the outbreak of the Korean War in 1950, Singapore was situated in the matrix of the international Cold War. To prevent the communists from expanding their powers, the government proposed the National Service Ordinance for strengthening local defence capability.

The National Service Ordinance came into force on March 1, 1954, which required males between 18 and 20 years old who were citizens of the United Kingdom and its colonies to undergo registration. Those selected would be conscripted and assigned to the military or the civil defence corps. The first wave of national service registration took place between April 5 and May 12. After an estimated number of 24,000 young men went through the registration, 1,000 of them were chosen to be drafted for training to become reservist manpower for defence.

Many students were overage in postwar Singapore and were thus affected by the law. Students of secondary schools initiated a petition on May 13 to request the government to let those still in school be exempted from conscription. However,

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

P a s s i n g t h e To r c h | 薪 火 相 传

in the process they clashed with the police, leading to the arrest of 48 secondary school students. This matter was settled when the Chamber came forward to post bail and play mediator. Having experienced this setback and being pressured by the society and public opinion to boot, the government decided to suspend the implementation of the National Service Ordinance. However, the incident had prompted people to start thinking about selfgoverning Singapore in future and questions on the rights and duties of citizens.

没有比参与国防和成为武装部队的 一员，更能快速和更彻底的建立忠 诚和国家意识。 内政及国防部长吴庆瑞， 1967年

Nothing creates loyalty and national consciousness more speedily and more thoroughly than participation in defence and membership of the armed forces.

Minister for the Interior and Defence Goh Keng Swee, 1967

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薪 火 相 传 | P a s s i n g t h e To r c h

THE NATIONAL SERVICE ACT (AMENDMENT) OF 1967 Singapore separated from Malaysia and became independent on August 9, 1965. The foremost task of the government in building the nation was to build our defence force. In 1967, Britain announced it would withdraw its troops from Singapore, which forced the government to speed up building the military. On March 13, Minister for the Interior and Defence Goh Keng Swee, in explaining to the Parliament the formulation of the National Service Act, said: “Nothing creates loyalty and national consciousness more speedily

and more thoroughly than participation in defence and membership of the armed forces.” In the same year, the Parliament formally passed the National Service Act (Amendment), which made national service compulsory for 18-year-old male citizens.

The Chamber also discussed the National Service Amendment Act at its council members meeting on March 31. Then-President of the Chamber Soon Peng Yam emphasised that Singapore was now an independent republic and its people had turned into nationals of this republic. He said, “For the future of the whole nation, for the protection of everyone’s property

1967年，总商会协助国民 服役登记，以期通过义务 兵役制，建立新加坡人的 认同感。 (新加坡国家档案馆珍藏) In 1967, the Chamber assisted in the registration for National Service, which was introduced to build up Singapore’s national defence and instil a sense of belonging among Singapore.

(Collection of National Archives of Singapore)

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P a s s i n g t h e To r c h | 薪 火 相 传

and wealth, and at the same time for the honour of every youth to serve the country, we hope all the young people of pertinent age would respond to this call and avidly go and register.” The outcome of the discussion on that day was that all council members unanimously supported the National Service Act and urged all youths of the country of relevant age to comply with the law and go register at the registration stations on the scheduled dates.

After passing the National Service Amendment Act, the government began the process of national service registration, which lasted from March 28 to April 18. All young men born between January and June 1949, numbering about 9,000, matched the criteria for the first batch of enlistees. Although at that point there were still voices opposing the mandatory conscription by the government, more than 90 per cent of youths went through registration in accordance with the law and the first batch of recruits entering national service was officially inducted in July.

To encourage Singaporeans to support the national service policy, the Chamber ordered the minting of 5,000 national service commemorative medals, which were handed out by the government to the first batch of enlisted youths.

Due to favourable feedback, another 2,500 pieces were given out the following year to convey to the national service personnel the utmost affirmation for their defence of the country.

1972年黄祖耀会长（右三）和商会代表陪同时任国防部长吴庆瑞 右一）参访兵营。(新加坡中华总商会珍藏) President of the Chamber Wee Cho Yaw (3rd from the right) and representatives accompanying then-Minister for Defence Dr Goh Keng Swee (1st from the right) on a visit to the army in 1972.

(SCCCI Collection)

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薪 火 相 传 | P a s s i n g t h e To r c h

总商会史料征集

THE SPIRIT AND SIGNIFICANCE OF NATIONAL SERVICE This year marks the 55th anniversary of the independence of Singapore. This commemorative medal could serve to take us back to its historical context to reflect on the backdrop to the National Service Act and policy, which consisted of internal and external factors. These factors included the post-war Malayan Emergency, the international Cold War, the independence of Singapore, and the announcement of the withdrawal of troops by the British Empire from the Far East.

For Singapore, a newly independent country, the biggest consideration necessitating national service was national security. After Singapore became a nation, its national defence must be shouldered by its citizens. This is a national duty and the most effective way to build national consciousness. In addition, national service is a mechanism to weld the Singapore society, providing the male citizens of all ethnic groups with a platform to rise above race, religion, language and class and by shaping national consciousness via military training and the collective experience of army life, so that they strive as one to protect Singapore’s sovereignty, independence and national security.

On Singapore’s road of nation-building, the Chamber supported the government’s National Service Act with actions as it urged youths of relevant age to be enlisted to take up the duty of national defence required of citizens and dedicate themselves to their country. This National Service Medallion is a witness to those times, bearing the footprints and historical memory of Singapore since it embarked on nation-building.

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新加坡中华总商会欢迎大家捐赠史料， 一起与我们保存和传承总商会的历史。 您可以透过以下途径提供有关总商会的 的文物资料(如旧照片、证件、佩章) 给我们，我们会尽快与您联系。

CALL FOR HISTORICAL ITEMS Singapore Chinese Chamber of Commerce & Industry warmly invites you to donate historical documents to help preserve and perpetuate the historical heritage of SCCCI. You may wish to provide us with more information about the Historical Documents (e.g. old photographs, certificates and badges) through the following contact:

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

Email: history@sccci.org.sg Contact: (65) 6430 8304 Address: Singapore Chinese Chamber of Commerce & Industry (Historical Items) 9 Jurong Town Hall Road, #04-01, Trade Association Hub, Jurong Town Hall, Singapore 609431

M o m e n t s | 商会时讯

新加坡中华总商会全力支持防疫工作，以捐款捐物等 多种方式奉献爱心，用实际行动彰显社会责任担当。

STANDING STRONG TOGETHER SCCCI is committed to social responsibility, and has lent a helping hand in raising funds and donating medical supplies through various channels, in support of the combat against COVID-19.

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

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商会时讯 | M o m e n t s

总商会发动商界为受

17/2 2020

冠病疫情影响的中国 社群筹款。黄山忠会 长将筹集所得交给新 加坡红十字会。

HELPING CHINA FIGHT THE PANDEMIC SCCCI mobilised the business sector of Singapore to raise funds to help the communities in China affected by the coronavirus pandemic. SCCCI President Roland Ng handed the proceeds to the Singapore Red Cross.

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

M o m e n t s | 商会时讯

13/3 2020

总商会向新加坡红 十字会捐款，以支 援新加坡抗疫。副 会长何乃全代表总 商会将捐款交给新 加坡红十字会。

DONATING FUNDS TO THE SINGAPORE RED CROSS SCCCI donated funds to the Singapore Red Cross in support of Singapore’s battle against the pandemic. SCCCI Vice-President Charles Ho Nai Chuen handed over the donation to SRC on behalf of the Chamber.

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商会时讯 | M o m e n t s

16/3 2020 新加坡中华总商 会董事胡进胜代 表总商会，将1万 个外科口罩交给 卫生部，给前线 医护人员使用。

DONATING MASKS TO FRONTLINE HEALTHCARE PERSONNEL Council member James Ow, on behalf of SCCCI, handed over 10,000 surgical face masks to the Ministry of Health for the use of frontline healthcare personnel.

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

M o m e n t s | 商会时讯

17/4 2020

总商会通过贸工部 向政府捐赠50万 个外科口罩，协助 政府部门抗疫。

DONATING MASKS TO GOVERNMENT DEPARTMENTS SCCCI donated 500,000 surgical face masks, via the Ministry of Trade and Industry, to the government to assist its agencies combat the pandemic.

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

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商会时讯 | M o m e n t s

27/5 2020 总商会连同数个 赞助合作伙伴， 与内政团队志工 联系网合作，准 备2万多份“日常守

护者”（Everyday

GIVING OUT CARE PACKS

礼包，向抗疫前线

Together with several sponsoring partners, SCCCI collaborated with the Home Team Volunteer Network to prepare more than 20,000 “Everyday Guardians” care packs as our tributes to the frontline healthcare personnel.

Guardians）关怀 人员致意。

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

M o m e n t s | 商会时讯

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

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欢迎新会员 W E L C O M E A B OA R D ( M a r c h ’ 2 0 - J u n e ’ 2 0 ) Member Company

Business Representative

Designation

Business Nature

ACCESSTECH ENGINEERING PTE LTD

MR

YIM KOH

Deputy Director of Operations

Construction

AGROEGG PTE LTD

MS

OLENA SUKHINA

Chief Executive Officer

Wholesale & Retail Trade

APS ASSET MANAGEMENT PTE LTD

MR

CAI HAOXIANG

Vice President, Investments

Finance & Insurance

ARGILE PARTNERS PTE LTD

MR

ANG CHIANG MENG

Managing Partners

Professional, Business & Technical Services

ASIA AGRO PHARMA (T) PTE LTD

MS

SK NASHATAR

Director

Wholesale & Retail Trade

BEAUTY ONE INTERNATIONAL PTE LTD

MR

WOO KIAN LIP

Group Chief Executive Officer

Professional, Business & Technical Services

BEE SIM FOODS PTE LTD

MR

LEE DAI HAN

Director

Manufacturing

CHNG HAK-PENG

MR

CHNG HAK-PENG

Chief Executive Officer

Others

CHONG WENG TENG, ZANE

MR

ZANE CHONG WENG TENG

Student

Student

CHOW ZHENG SHUAN

MR

CHOW ZHENG SHUAN

Student

Student

CITRIX SYSTEMS SINGAPORE PTE LTD

MR

PREM PAVAN VUTHANDAM

Asia Vice President

Information & Communications

DISCOVER SAILING ASIA

MR

VICTOR CHONG

Chief Executive Officer

Tourism & Hotels

ER HONG WEI,DONAVAN

MR

DONAVAN ER

Student

Student

F&F FINTECH PTE. LIMITED

MR

TEO GUO LIANG

Founder

Finance & Insurance

FANG ZIQI

MS

FANG ZIQI

Marketing Manager

Professional, Business & Technical Services

FULCO AUTO EXPORT PTE LTD

MR

PHUA JIAHAN

Director

Wholesale & Retail Trade

HE SHENG VEGETABLE SUPPLIES PTE LTD

MR

NICK NEO

Director

Wholesale & Retail Trade

HS INTERNATIONAL PTE LTD

MDM

WANG JUE

Director

Business & Technical services

I.R.B. LAW LLP

MR

JEREMY CHEONG

Partner

Professional, Business & Technical Services

INFANTINO ENTERPRISE PTE LTD

MR

STEVEN ANG

Managing Director

Wholesale & Retail Trade

ITHOS CONSULTING PTE LTD

MS

JOANNE HO

Director & Principal Consultant

Professional, Business & Technical Services

JMD HOLDINGS PTE LTD

MR

DESMOND WANG

Director

Real Estate

L&L SUPPLIES PTE LTD

MR

RON LIM

Director

Construction

LAI WAI TAT

MR

LAI WAI TAT

Manager

Professional, Business & Technical Services

LAM CHI YIN, GENE

MR

GENE LAM

Student

Student

LEE YIN APPAREL INTERNATIONAL PTE LTD

MR

CLARENCE LEE

Chief Operating Officer

Manufacturing

MA LIE

MR

MA LIE

Senior IT Manager

Health & Social Services

PEACH BLOSSOM INTERNATIONAL PTE LTD

MR

KANG ZHUO

Shareholder

Wholesale & Retail Trade

SEE SHUNWEI

MR

SEE SHUNWEI

Senior Treaty Underwriter, Reinsurance

Finance & Insurance

SETTINGIT UNICORN PTE LTD

MS

CHANG ZI TING

Chief Executive Officer

Information & Communications

SIANTAN FRENZIES SNACKS LLP

MR

KENNY NG

PARTNERS

Manufacturing

SPRING PROFESSIONAL (SINGAPORE) PTE LTD

MR

RANDY CHEN

Senior Manager

Professional, Business & Technical Services

THE WELLNESS FELLOWS PTE LTD

MS

MOK LAI KIN

Finance Director

Manufacturing

TONG GARDEN FOOD (S) PTE LTD

MS

ONG HUIQI

Business Development Manager

Manufacturing

TOTAL SWISS (ASIA PACIFIC) PTE LTD

MS

LEE LING TUAN

Manager

Wholesale & Retail Trade

TRAVEL MINISTRY PTE LTD

MR

WILLIAM LIM

Managing Director

Tourism & Hotels

TSL LOGISTICS PTE LTD

MR

TAY SOON LAI

Director

Transport, Storage & Logistics

VERITY PARTNERS

MR

TAN MUI SANG

Partners

Finance & Insurance

VIHARBOUR (SINGAPORE) ENTERPRISE PTE LTD

MR

ERIC LI

General Manager

Wholesale & Retail Trade

WANG JIA YING, IONA

MS

IONA WANG

Financial Consultant

Finance & Insurance

WOOD JIN KIAT

MR

WOOD JIN KIAT

Manager

Wholesale & Retail Trade

YI SHI YUAN PTE LTD

MR

TEO CHOON KIAT

General Manager

Manufacturing

YUGEN TRAVEL PTE LTD

MR

RAYMOND CHIN

Head of Operations

Tourism & Hotels

64

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22/7/20 7:53 PM

招募合作伙伴！ 携手联合国难民署， 在新冠肺炎疫情持续期间， 帮助难民儿童继续接受教育 新冠肺炎疫情期间，在肯尼亚的达达布难民营，来自索马里 的难民教师Amina Hassan正通过广播给5年级学生上英语课 © UNHCR/Jimale Abdullahi

随着新冠肺炎疫情在全球不断蔓延，学校 不得不选择暂时关闭，约有16亿儿童和青 少年无法正常到教室中学习。高等教育机 构也暂停线下授课。 联合国难民署正在采取积极行动，确保难 民和被迫流离失所者能够继续接受教育。 疫情可能加剧现有教育的不平等，因此我 们需要与更多其他合作伙伴一起尽早采取 行动，最大程度地减少难民儿童和青少年 在教育上面临的风险。

新冠肺炎疫情期间，来自伊朗的难民Afsaneh在贝尔格莱德 的家中通过视频电话教塞尔维亚学生她的母语。 © UNHCR/A.Bergazar

在您的支持下，我们可以：

1

支持各国政府启动在线学习平台，

2

支持儿童和青少年获得在线教育课程和资源

并提升其开展线上教育的能力

3

分配教材和资源，以支持居家学习

4

运用广播和电视节目以支持居家学习

加入我们，一起帮助流离失所的儿童和青 少年继续接受教育。更多信息，请您联系 partnershipssg@unhcr.org

新冠肺炎疫情期间，由于学校关闭，在亚美尼亚的叙利亚孩 子使用老师借给他们的电脑，正在Zoom上面上课。 © UNHCR/Anahit Hayrapetyan

新冠肺炎疫情以来，约旦的学校被迫关闭。生活在这里的难 民学生一直依赖电视上的线上教育节目继续学习。来自叙利 亚的Ghazal，她更喜欢她的老师通过WhatsApp小组，为全班 同学进行课程讲解。© UNHCR/Lilly Carlisle