华商 Chinese Enterprise - 2017 Issue 6

04 商团展活力 行业创未来

18 Preparing Family Businesses for the New Era

CHINESE ENTERPRISE MCI (P) 098/02/2017

第六期 . ISSUE 6/2017

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卷首语 PRESIDENT’S NOTE 激发商团活力 开创行业未来

经过三年的辛勤筹备，位于裕廊镇大会堂的商团中心终于正式开幕。今后，包括总商会在内的20多家商团、 商会将在这里共聚一堂，积极互助提升各自的实力，引领各行业转型升级，驱动国家经济的新发展。

商团中心是由总商会倡议成立，获得裕廊集团、标新局鼎力支持。其宗旨是让参与的商团、商会汇聚于同一屋 檐下，展开合作，共享资源，结合彼此优势，发挥协同效应，并协助本地企业转型、创新和进军海外市场。

李显龙总理为商团中心主持开幕时指出，商团与商会在商业生态系统中扮演“聚合器”(aggregator)和“增效 器”(multiplier) 的角色。他补充说，商团和企业的关系紧密，能了解行业需求，并支持中小企业通过合作跨越它们在 规模上的局限，从而进行它们独力难做到的事。

为了推动商团中心的宏伟愿景，总商会和众商团合作拟定了一个商团转型蓝图，致力在四个大方向提升实力： 建立精干高效的秘书处团队、加强商团的领导能力、提高商团的运作效率 ，和促进商团之间的协作。

我期待更多商团踊跃加入商团中心的大家庭，在商团、政府机构和合作伙伴们的携手同心下不断前进。我们将 一起促成中心的成功，激发商团的活力，开创各行各业的新未来！

Spurring Dynamic Trade Associations, Pioneering Future-Ready Industries After three years of intensive preparations, the Trade Association Hub (TA Hub) took off with its official opening ceremony at Jurong Town Hall. Henceforth, more than 20 trade associations and the Chamber are housed together, so they could actively help enhance each other’s strengths, and lead better in transforming their respective industries, thereby helping to propel new economic growth.

The setting up of the TA Hub, an initiative of the Chamber, has received tremendous support from the JTC Corporation and SPRING Singapore. The hub’s mission is to promote collaboration by bringing the participating TACs together under one roof where they could share resources, consolidate mutual strengths and cultivate synergies. It would also assist local enterprises transform, innovate and expand into overseas markets.

At the hub’s opening, Prime Minister Lee Hsien Loong pointed out that trade associations and chambers are aggregators and multipliers in any business eco-system. He added that such organisations, being close to the various industries, understand their needs well, and can also support SMEs to overcome the limitations of their size by working together so that they could do things otherwise difficult to do alone.

To achieve our grand visions, the Chamber and other TACs have worked out a TAC Transformation Map for improving strengths in four key areas: develop high capabilities in trade association secretariats, strengthen their leadership, raise their operational productivity, and forge collaboration between them.

I look forward to seeing even more trade associations join our extended family, where they will advance together by leveraging on the joint effort of the TACs, government agencies and industry partners. We shall together make the TA Hub a success by energising the trade associations and launching our industries into a new economic future!

会长 Roland Ng, SCCCI President 请到总商会网站 www.sccci.org.sg 阅读电子版《华商》。 Chinese Enterprise can be viewed online through the Chamber’s corporate website www.sccci.org.sg

编辑顾问 EDITORIAL ADVISORS

黄山忠 Roland Ng San Tiong 蔡其生 Thomas Chua Kee Seng 吴绍均 Ng Siew Quan 林玉勤 Lim Geok Khoon

CONTENTS

出版统筹 PUBLICATIONS SUPERVISION

主编 CHIEF EDITOR 梁廷昭 Leong Teng Chau

IIN THE LEAD

华商焦点

谭宝锠 Tham Poh Cheong

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英文编辑 ENGLISH EDITOR

商团展活力 行业创未来 商团中心在裕廊镇大会堂正式成立，各 行业商团共聚一堂，将展开合作，共享资 源，结合彼此优势，发挥协同效应，引领 行业转型升级。

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Preparing Family Businesses for the New Era With intensifying competition and accelerating changes in the market, many family businesses are facing challenges of growing their business and ensuring continuity in the market. The sharing session focused on how family business can maximise their values, options to access capital funding as well as other business succession issues.

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New Scholars Network for SCCCI A new Scholars Network would be started to enhance Chamber’s educational mission.

胡爱兰 Fiona Hu 助理编辑 ASSISTANT EDITOR

李胜保 Lee Sin Poh

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撰稿 STAFF WRITERS 李胜保 Lee Sin Poh 胡爱兰 Fiona Hu

行销 MARKETING

黄兆荣 Leonardo Wong 设计 DESIGN Egg Creatives

出版 PUBLISHER

以创业心态守业，以集体力量发展—— 专访大华食品工业董事经理、新加坡食 品厂商联合会会长白毅柏 随着商团中心开幕，本期《华商》与大 华食品工业有限公司董事经理、新加坡 食品厂商联合会会长白毅柏进行专访， 与他探讨多年来引领大华和本地食品 制造业发展的理念与看法。在经营企业 上，作为第三代的他坚持“以创业的精 神来继续守业”，深耕酱油酿制的基本 功，同时在生产模式、产品质量上与时 并进，精益求精，成功打响品牌，进军 海外；在领导商团时，他以服务会员为 宗旨，强调领导层的务实与奉献精神、 成员的向心力和可持续发展能力，将食 品厂商联合会打造为新加坡最具行业 凝聚力的商团之一。

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新加坡中华总商会 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: corporate@sccci.org.sg Website: www.sccci.org.sg FOLLOW US ON SCCCI SME ICC

华商交流站 Chinese Enterprise is produced and designed by Egg Creatives Pte Ltd (Registration No. 200504905G) 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 Egg Creatives Pte Ltd. The views expressed in Chinese Enterprise 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 Enterprise, 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 selfaddressed 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) 098/02/2017.

Printed by Hock Cheong Printing Pte Ltd (Registration No. 197600590C).

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企业马拉松 总商会所提呈的预算案期许及建议包 括：呼吁政府加大对中小企业善用数码 化提升实力和业务的资助；通过津贴方 式，鼓励政联、大型企业开创更多海外 项目，让中小企业有机会参与，推动“大 带小”的模式，结群进军海外市场。

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SCCCI’s Recommendations for Budget 2018 Prior to Budget 2018, the Chamber completed its Annual Business Survey 2017 and provided several key recommendations to the Government on how to tackle the major business challenges, including rising costs, stiff competition and manpower shortage.

Recruiting Talents for Industries For the first time, SCCCI partnered trade associations to organise the Industry Career Fair, with the objective of recruiting talents for various industries.

CHAMBER COMMUNITY

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Enhancing Ties, Facilitating Communication The Chamber continued to receive overseas delegations and signed MOUs with potential partners.

华商焦点

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商团展活力 行业创未来 商团中心正式成立，各行业商团共聚一堂，展开合作， 共享资源，结合彼此优势，发挥协同效应，引领行业 转型升级。 李显龙总理（左二）为商团中心主持揭幕仪式，中华总商会黄山忠会长（右二）、总理公署部长陈振声（右一）与裕廊集团主席吕俊旸医生（左一） 一同见证。

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11月22日，总商会举办商团中心开 幕典礼暨第五届商团大会。商团中心坐 落于裕廊镇大会堂，由总商会倡议成立 并已获得25家商团踊跃入驻。主宾李 显龙总理主持商团中心揭幕仪式。

商团转型蓝图：向四大方向提升实力

黄山忠会长在致词中表示，商团 中心是总商会和政府合作，有效地提 升行业实力与壮大商团的例证。有了商 团中心的硬体设施，今后的工作是在其 中注入更多元素和生命力，让商团展现 朝气和活力，带领商家同步转型。他鼓 励商团以身作则，提升内部实力，以更 有效地协助本身的行业和会员商家。

为此，总商会也主动与相关商团接 洽，集思广益，共同制定了一个商团与 行业协会的转型蓝图，并向李显龙总理 提呈蓝图。 “我们的目标是协助建立专 业、有效、可持续发展的商团与行业协 会，从而引领行业发展，带动商家转型。 商团转型蓝图的四大方向是: 建立高效 的秘书处、加强商团领导的能力、提高 商团运作效率、促进商团间协作。”

“我们的目标是协助建立专业、有效、可持续发展的商 团与行业协会，从而引领行业发展，带动商家转型。”

他表示，商团中心会根据以上四 大方向，推出相关的活动和项目，包括 通过数码化来提升商团的管理效率和 生产力，加强会员和活动管理系统，以 及促进会员之间的互动。

“OUR OBJECTIVE IS TO DEVELOP EFFECTIVE, PROFESSIONAL AND SUSTAINABLE TACs, SO THAT THEY CAN IN TURN HELP TO DRIVE THE TRANSFORMATION OF OUR INDUSTRIES AND COMPANIES.”

李显龙总理：商团扮演聚合器与增效 器角色

李显龙总理在致词中，感谢总商 会、裕廊集团和标新局等致力落实商团 中心计划。他说： “面对日新月异、竞争 激烈的商业环境，商团中心这样的合作 平台能让各行业的中小企业共享知识 和资源，从中受惠。”

他指出，商团与商会在商业生态 系统中扮演“聚合器”(aggregator) 和 “增效器”(multiplier) 的角色——商团 与企业关系紧密，了解行业需求，并支 持中小企业通过合作来跨越规模的局 限。他希望各商团之间能够紧密合作， 帮助旗下的中小型企业和会员商家提 升实力，进行转型；也希望各商家能结 合彼此的专长，联手开拓新商机，进军 新市场。

——黄山忠会长 SCCCI President Roland Ng

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“我期待商团中心成为一个富有活力的社群，各个商团、商会在此建立和深化伙伴 关系，谋取新机遇，像早期的实业家那样，为新加坡下一段经济发展开拓新里程！” “I LOOK FORWARD TO THE TA HUB BECOMING A DYNAMIC COMMUNITY, WHERE TACs FORGE AND DEEPEN PARTNERSHIPS TO SEIZE NEW OPPORTUNITIES. AND, JUST LIKE THE EARLY INDUSTRIALISTS, BLAZE THE TRAIL FOR THE NEXT PHASE OF SINGAPORE’S ECONOMIC DEVELOPMENT.” ——李显龙总理 Prime Minister Lee Hsien Loong

第五届商团大会： “商团展活力 行业 创未来”

同日上午，总商会举办第五届商 团大会，主题为“商团展活力 行业创未 来”，贸工部高级政务部长沈颖为大会 主宾。她在致词中表示： “商团和商会 是行业的领头羊，凭着对全球经济趋 势、其行业和会员的深厚了解，商团可 以归纳出行业面对的问题，制定合适的 解决方案，帮助会员适应商业环境的变 化，与时并进和进军海外市场。”

在座谈会上，沈颖与新加坡餐饮 业协会会长陈祖坤、新加坡货柜储存 和物流商会会长何志坤、新加坡汽车 维修业公会会长林委德、新加坡家具工 业理事会前任会长许志恩担任分享嘉 宾，针对商团中心和商团管理课题分享 意见。何志坤表示，商团中心拥有更好 的设施，如更大的会议室和培训室， 正符合物流业联盟会的空间需求。许 志恩则强调商团领导层素质的重要性。 他指出，政治斗争和内讧的问题甚至比 资金和人手问题更棘手，有的人参加商

团并不是真心为行业服务，而是谋取私 利，如果在领导交棒过程中发生内讧， 会影响商团的生产力。会议主持、总商 会副会长柯文伟认为，商团成员都是志 愿性质的，能做的有限，因此需要有更 好的结构、团队和蓝图。

共有500人出席本活动，包括总理 公署部长陈振声、裕廊集团主席吕俊旸 医生、各商团领导和总商会董事。

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商团转型蓝图 愿景 建立高效、专业和可持续发展的商团 成为新加坡企业转型的关键推动者 建立高效的秘书处团队

1. 深化商团领导层的商团 管理知识与技能

1. 提升现有秘书处执行员 的技能 •

提高商团的运作效率

加强商团领导的能力

为商团行政人员提供商团 管理课程 (基础与高级)

•

2. 建立商团招揽人才的渠道 •

有组织性地推行实习生计划

•

为专业人士、经理 、执行人 员与技师 (PMET) 提供再培训

3. 制定技能框架与规划职 发展道路

1. 运用科技推动商团数 码化

商团领导管理课程

•

2. 设立资源共享平台

2. 编制商团管理手册 3. 为商团提供分享资讯的 平台 •

商团大会

•

商团分享论坛

共享会员与活动管理系统

• •

促进商团之间的协作

1. 促进商团跨领域的合作 •

跨领域的合作项目

2. 加强商团与政府机构的 协作关系

共用秘书处服务 商团协作电子平台

•

商团分享论坛

•

协助行业商团制定行业转 型蓝图

成功要素 • 商团应建立从举办活动获取稳定持续收入的能力，以达到可持续运营 主要推动者 • 商团中心、商团委员会 • 政府机构以及行业伙伴的支持

Trade Associations & Chambers Transformation Map VISION Effective, Professional & Sustainable Trade Associations and Chambers As key enabler for the transformation of Singapore enterprises Building Strong Secretariat Capabilities 1. Upskill existing

secretariat workforce

• Trade Association Managment

Course for Association Executives (Basic and Advance)

2. Build TAC talent pipeline

Strengthen Trade Association Leadership 1. Equip TAC Leaders with

Forge Partnership & Collaboration

1. Leverage technology for

1. Facilitate cross-industry

TA management skills and knowledge Course for TAC Leaders

• Structured Internship Programme • Reskilling of PMETs

3. Create TAC sharing platforms

• TA Congress • TA-to-TA Sharing Sessions

Sustainability of TACs through revenue stream generated from activities

Key Enablers • •

Trade Association Hub, Trade Association Committee (TACOM) Support from Government Agencies and Industry Partners

collaboration

• Shared Membership and Event

• Cross-industry collaborative

2. Establish shared platforms for resource and expertise sharing

Critical Success Factor •

TAC digitalisation Management System

• Trade Association Management 2. Develop Governance & Management Handbook

3. Develop skills framework and career progression pathway

Enhance Productivity of TAC Operations

• Shared Secretariat Services • TAC portal

projects

2. Strengthen TACs and Government Agencies partnerships

• TAC Outreach Seminars • Develop Industry

Transformation Map for identified sectors

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1. 李显龙总理参观新加坡货柜储存商会 (CDAS)，了解该商会如何运用数码解决方 案，优化行业生产力。 The Container Depot Association (Singapore) (CDAS) showing PM Lee how it helps to optimise the industry’s productivity by adopting digital solutions.

2. 李显龙总理参观新加坡食品厂商公会， 了解其会员的创新产品。 Innovative food products being shown to PM Lee during his visit to Singapore Food Manufacturers’ Association.

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3. 李显龙总理参观总商会管理学院。管理 学院选择在商团中心落户，发挥地理优 势，为西部的企业提供员工培训，同时也 在市中心继续经营另一家培训中心，面向 那些在中央商业区上班的的学员，提供 便利服务。 PM Lee visiting Singapore Chinese Chamber Institute of Business. The SCCIOB training centre located in this Trade Association Hub has a strategic location to serve the training needs of enterprises in the western region of Singapore more effectively. Besides having its presence within this hub, it also maintains a training centre in the city to serve the students working within the Central Business District.

4. 李显龙总理参观裕廊镇大会堂的历史 展览。裕廊镇大会堂于1974年建成， 见证了新加坡的工业化时代发展历程。 PM Lee viewing an exhibition documenting the history of Jurong Town Hall. The building, completed in 1974, had witnessed the industrial development of Singapore.

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李显龙总理与总理公署部长陈振声参观总商会位于商团中心的新办公室 。 Prime Minister Lee Hsien Loong and Minister for Prime Minister’s Office Chan Chun Sing visiting Chamber’s new office located in Trade Association Hub.

贸工部高级政务部长沈颖（左二）与新加坡餐饮业协会会长陈祖坤（左三）、新加坡货柜储存和物流商会会长何志坤（右三）、新加坡汽车维 修业公会会长林委德（右二）、新加坡家具工业理事会前任会长许志恩（右一）担任第五届商团大会分享嘉宾。大会主持为总商会副会长柯文 伟（左一）。 (From right) Ernie Koh, Presidential Advisor, Singapore Furniture Industries Council; Francis Lim, President of Singapore Motor Workshop Association; Peter Ho, President of Container Depot and Logistics Association (Singapore); Vincent Tan, President of Restaurant Association of Singapore; Sim Ann, Senior Minister of State, Ministry of Trade & Industry were the panellists of the 5th Trade Association Congress. Moderator of the session was Kuah Boon Wee, Vice-President of SCCCI.

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以创业心态守业， 以集体力量发展 ——专访大华食品工业董事经 理、新加坡食品厂商联合会会长 白毅柏 随着商团中心开幕，本期《华商》与大华食品 工业有限公司董事经理、新加坡食品厂商联合 会会长白毅柏进行专访，与他探讨多年来引领 大华和本地食品制造业发展的理念与看法。 在经营企业上，作为第三代的他坚持“以创业 的精神来继续守业”，深耕酱油酿制的基本 功，同时在生产模式、产品质量上与时并进， 精益求精，成功打响品牌，进军海外；在领导 商团时，他以服务会员为宗旨，强调领导层 的务实与奉献精神、成员的向心力和可持续 发展能力，将食品厂商联合会打造为新加坡 最具行业凝聚力的商团之一。

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您是怎样进入大华，以至领导大华的？

我读中学时就加入大华，学校 假期时在工厂里从基层做起。我祖父 说过一句话： “功夫学在手是不论早 晚。”从酱油基本的酿造、蒸煮、压榨、 化验、包装，从头到尾我都摸熟摸透。 过后，我们才到台湾引进新酿造技术，

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把酱油的原始人工做法，改为机械化、 大量化、标准化生产，就有条件开始 做外销。同时，我们坚持以传统酿造 方法做百分百纯酿造的酱油，从处理 原料开始到推出市场，整个生产过程 至少要六个月，坚持“品质就是生命” 的原则。且从十几年前，大华也开始建

立ISO体系认证，取得ISO 9001(HACCP) FSSC 22000食品安全体系认证，成功巩 固品牌信誉。例如，我们从1994年开始 荣获“A级工厂”，到现在持续获颁要 求最严格的“食品安全伙伴奖”共六 次，目前全新加坡只有12家公司拿这 个奖。

SUSTAINING BUSINESS WITH A PIONEERING MINDSET INTERVIEW WITH PEK EE PERH THOMAS, MANAGING DIRECTOR OF TAI HUA FOOD INDUSTRIES AND PRESIDENT OF THE SINGAPORE FOOD MANUFACTURERS’ ASSOCIATION

Following the official opening of the Trade Association Hub (TA Hub), this issue of Chinese Enterprise conducted

an interview with Pek Ee Perh Thomas, President of the Singapore Food Manufacturers’ Association, to ask for his views on his many years of leading Tai Hua and the development of the local food manufacturing industry.

In managing his business as a thirdgeneration family member, he applies

the “pioneering spirit to maintain his business”, deepening the fundamental mastery of manufacturing soya sauce.

At the same time, he has succeeded in building up the brand for the overseas market, having kept abreast of current trends in manufacturing methods or product quality. In leading

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在没有技术、有问题时就找老师 帮忙，每个环节都亲力亲为；听不如 看，看不如做，做久了就自然熟能生 巧。我们是这样来提升自己，获得消费 者信任，一步一脚印把大华的产品推 到40多个国家。

作为一家历史悠久的家族企业。您接管 大华后，对于守业、创新有什么想法？

我祖父常说企业怕“三老”，那就 是老字号、老经验、老市场。 “三老”就 是一个企业开始走向没落的时候，必 须要有一新，那就是求新、求变、求突 破，才能重新定位和重新出发。求新， 就是能够接受新思路；求变，是在产品 上增值；求突破，就是走出去。以“求 突破”来说，新加坡市场很小，所以我 们当年决定走向外销，从 “以市场推 量” 走向“以量推市场” 。从前是市场 好但产能不够，后来开始以量推市场， 市场很大，但量可以更大，就开拓出更 大的发展空间。总的来说，一个公司是 从无到有，路是要越走越远、越走越

the trade association, his mission is to serve members, with an emphasis on the pragmatic and self-sacrificial spirit among the management, cohesiveness and sustainable development ability of committee members, to build SFMA into one of Singapore’s most cohesive trade associations.

HOW DID YOU JOIN TAI HUA AND END UP HEADING TAI HUA?

I joined Tai Hua when I was in secondary school, as I used to work on the factory floor during school holidays. My grandfather once said this: “It’s never too early or late to acquire a skill.” I mastered all the steps of making soya sauce – from the basic manufacturing process, brewing, fermentation, examination and packaging. Later I went to Taiwan to learn new manufacturing skills, replacing the manual processes with automation so that we could step up and standardise production in preparation for overseas sales. At the same time, we insisted on using the traditional brewing method to manufacture purely brewed soya sauce, starting from the raw ingredients to marketing. The entire manufacturing

90年代，大华到台湾引进新酿造技术，把酱油的原始人工做法，改为机械化、大量化、标 准化生产，同时坚持以传统酿造方法生产百分百纯酿造的酱油。

宽、越走越久，而非走小路、走捷径，那 会越走越没路。

所谓“柴米油盐酱醋茶”，酱油是 必需品，好好地做可以是个百年企业。 我祖父说，守业的人成功是因为“知难 行易”，因为已经有一个品牌和平台。

process takes six months, based on the principle of adherence to quality.

More than 10 years ago, Tai Hua had started to obtain ISO certification, and subsequently acquired ISO 9001, HACCP, FSSC 22000 food quality certification to secure brand reputation. For instance, from 1994 onwards we acquired Grade A Factory status, and won the Food Safety Partner Awards six times in a row. Only 12 companies in Singapore have achieved this award.

When we lack skills or face problems we would enlist the help of field experts, and look personally into every detail.

Mastery of the skills comes with long-term practice. This is what we do to upgrade ourselves and win our customers’ trust; slowly but steadily we have promoted Tai Hua’s products to 40 countries worldwide.

AS A FAMILY BUSINESS WITH A VERY LONG HISTORY, WHAT ARE YOUR VIEWS ON SUSTAINING TAI HUA AND ON INNOVATION?

My grandfather used to say that there are three things businesses fear: being an “old” household name, having “old” experiences, and having “old” markets.

但是现在的环境不如以前，竞争激烈， 守业是“知难行不易”，必须用创业的 精神来守业。至于往后能不能持续发 展，也要看传承是否顺利。目前大华已 经传到第三代，最重要是家庭成员和 谐，把各自的岗位做好。

When these three “old” come together, it means that the business is starting to flounder. This is when we need to pursue something new, pursue change and pursue a breakthrough, so that we could reposition ourselves and start afresh.

Pursuing something new is being able to accept new ideas; pursuing change is adding value to the product; pursuing a breakthrough is to venture out. Speaking about breakthroughs, the Singapore domestic market is very small, prompting our decision to distribute our products abroad, progressing from “distributing products into the market” to “using quantity to capture the market”. In the past, while we realised there was a good market for our products, we did not have sufficient production to capture its potential. Later we managed to step up on production to clinch the market. Since the market is big, increased capacity enabled us to conquer an even larger market space.

Summing up, for a company to expand from zero base, we need to travel far and wide and over a long distance. But if you only travel on small roads and take short cuts, then you would quickly reach a cul de sac.

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食品业的挑战是成本高。虽然我 们有品质和品牌优势，但是周边国家 也在进步中，制造成本的加重会直接 削弱我们的竞争力，尤其是必须大量 使用的水资源、高汇率以及各种合规 成本。同时，保护主义抬头，一些国家 以变相的保护主义来保护当地产品， 使我们更难进入当地市场。新加坡是 高度开放的经济体，本地市场竞争激 烈，如今走出去也面对许多阻扰。如 果在成本上无法竞争，会有越来越多 业者将工厂移到海外，这是我个人最 大的隐忧，毕竟很多新加坡人还是需 要制造业提供的就业机会。

随着商团中心的正式成立，商团在国家 经济转型和发展中将发挥更大作用。您 认为食品厂商联合会在推动行业发展 上，扮演什么角色？

大华生产的酱油、酱青以品质挂帅，是新加坡家喻户晓的品牌。

除了经营大华，您也同时担任了四年的 新加坡食品厂商公会的会长。以您的丰 富经验来看，今天要做好食品制造业的 要素和挑战是什么？

食品安全是第一重点，也是新加 坡的品牌优势。所以我常常呼吁公会 的会员，如果要做出口，首先一定要把 Soya sauce is one of the essential food flavouring ingredients like cooking oil, salt and vinegar. If we produce it well, this can become a hundred-year enterprise. My grandfather once said that successors could keep the business going because they already have a brand and platform, hence the situation then was “to understand is difficult but getting it done is easy”. However, due to an increasingly competitive business environment, sustaining a business is now different, as “understanding and getting it done have become equally difficult”.

We have to use the business pioneering spirit to keep the business going. Whether development can be sustained going forward, is also contingent on having a smooth succession plan. Tai Hua has already been passed on to the third generation.

Most importantly, there must be harmony among all family members, and each must perform respective roles well.

品质和品牌做好，以免影响其他同行 的信誉。公会一年也做16到18次的海 外展销会，谋求全球的机遇，推广新加 坡品牌。为了发展，大家必须持续提高 品质和概念，坚持不懈地把认证系统 做好，即使偶然出状况，农粮局也会为 我们发声，维护信誉。

BESIDES MANAGING TAI HUA, YOU HAVE ALSO BEEN PRESIDENT OF THE SINGAPORE FOOD MANUFACTURERS’ ASSOCIATION FOR THE PAST FOUR YEARS. BASED ON YOUR VAST EXPERIENCE, WHAT IS THE KEY FACTOR IN SUCCEEDING IN THE FOOD MANUFACTURING BUSINESS AND WHAT ARE ITS CHALLENGES?

Food safety is the most important factor, and this is also the excellent trademark of the Singapore brand. Hence I always urge our association members that if they wish to export, first and foremost they must excel in food quality and branding, to avoid tarnishing the reputation of others in the same business. Every year the association also organises 16-18 overseas promotional activities, to explore global business opportunities and to market the Singapore brand. In order to expand,

公会的核心宗旨就是为会员服 务，包括配合国家经济转型的步伐，引 领会员国际化和创新，谋求新机遇，以 及通过和政府协商，达到政商的良好 沟通，争取政策上的支持。

公会的发展定位是，在本地这个 小市场，同行之间的关系是伙伴而不 是竞争者，真正的竞争者是以更低成 本走进来的外国公司，和我们走出去 遇到的海外公司，所以公会要集结大

everyone ought to continue improving product quality and concepts, and persevere in completing the certification systems. With this certification and assurance, AVA would vouch for us and uphold our reputation even if untoward incidents should occur.

The challenge of food manufacturing is in having high overheads. Although we have an edge in quality and branding, our neighbouring countries are also improving. Higher manufacturing overheads will directly weaken our competitiveness, especially as we require large quantities of water, and are affected by high exchange rate and all kinds of compliance costs. At the same time, protectionism is on the rise. Some countries are using these protectionist practices to protect their local products, making it very difficult to enter their

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食品厂商联合会在2015年和新加坡国际企业发展局合作，在中国的阿里巴巴电子商务平台推出 “食尚新加坡”网络商店，由贸工部高 级政务部长沈颖主持开幕。联合会后来也陆续进军七个中国电商网站。

家的力量共谋发展。国际化方面，我 们做的是带领本地商家到国外做展销 会、进军中国的各个电商平台等等；创 新方面，我们以“卓越食品礼盒红心大 奖”鼓励厂商采用创意包装，将更多食 品推向礼品市场，也开始在樟宜机场 销售食品伴手礼。此外，食品公会这几 年能够稳健发展，也要感谢政府给我 们很多帮助，其中企发局、标新局给我 们很多支持，农粮局、保健促进局等也 向我们提供良好的建议。

从1967年成立到今天，我们的会 员已经从20几家增加到430多家，占了 约一半的新加坡食品产商，很有凝聚 力，足以显示公会是为行业贡献良 多的。 markets. Singapore is a very open economy. Domestic market competition is very intense, and currently we face all kinds of impediments in venturing overseas. If we are unable to compete owing to high overheads, more and more industry players may relocate their factories overseas. This is my greatest personal worry, as at the end of the day, manufacturing operations still provide many Singaporeans with employment opportunities.

WITH THE OFFICIAL OPENING OF THE TRADE ASSOCIATION HUB, TRADE ASSOCIATIONS WILL ASSUME AN EVEN MORE IMPORTANT POSITION IN THE TRANSFORMATION OF THE SINGAPORE ECONOMY. WHAT ROLE DO YOU EXPECT SFMA TO MAKE IN PROMOTING INDUSTRY DEVELOPMENT?

您担任了四年的食品厂商联合会会 长，有哪些管理经验是能让其它商团 借鉴的？

年轻和有能力的会务委员担任要职， 为公会做实在的贡献。如果参加公会 只是挂名，那就没有意义。

商团是非盈利机构，管理商团和 企业，心态是不一样的，要做商团领 导，必须付出许多时间、精神、物力。 食品公会的原则是为会员服务，最重 要是建立起成员的向心力和认同感， 执委要有奉献精神、肯做出牺牲。我 必须感谢执委、各位前任会长的付出， 把公会做得有声有色，吸引很多企业 的第二、第三代加入，目前除了23位委 员外，还有十多位年轻的会务委员，也 就是企业的第二、第三代，愿意加入我 们。在选举前，也有董事自愿退位，让

食品公会很有向心力和认同感。 除了办海外展，公会每年办两次本地 展，从中赚取经费，大家开完会吃饭、 做大庆也自己掏腰包，不花公会的钱。 所以说食品产业也是个有文化底蕴、有 愿景、有口味的，能走很长远的行业， 绝对不是一个夕阳工业。

The association’s core mission is to serve its members, including complementing the process of national economic restructuring, guiding and leading members to internationalise and innovate, pursue new business opportunities, as well as to provide effective communication with the government and achieve support in government policies.

The association’s development positioning is that within this small local market, the relationship among industry players is that of partners rather than competitors. The real competitors are foreign companies in Singapore which have lower barriers of entry, as well as companies we come across overseas.

Thus the association has to consolidate everyone’s strength in pursuit of development. As for internationalisation,

您对新成立的商团中心有什么期望?

商团中心是一个很好的平台，大 家聚集在一起，可以共同做一些互补 互惠的工作。搬入商团中心后，食品公

our role is to lead local businesses abroad to promote their products, and help them leverage on all e-commerce platforms to enter the China market; in the area of innovation, we organise the “Great Singapore Food Gifts Award” to encourage food manufacturers to apply creative packaging ideas to promote even more food items into the gift market, and we also began to sell food items as souvenirs in Changi Airport.

Besides, SFMA owes its steady growth in the past few years to the support of the government, including IE Singapore and SPRING Singapore; AVA and Health Promotion Board also provided many good suggestions.

Since SFMA was set up in 1967, our membership base has increased from 20 members to 430, constituting for around half of Singapore’s food manufacturers.

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食品厂商联合会举办一年一度的“家庭日”，凝聚会员商家，加强行业交流。

会就和新加坡固废管理及循环协会签 署了合作备忘录，在处理废料上可以合 作。我们也可能和运输业、钢铁业等也 可以探索合作机会，帮助公会省略 一

些事务。如今在同一个屋檐下，我们也 探讨和中华总商会在“技能创前程”计 划上合作，借助总商会的咨询顾问培 训会员。商团中心很有愿景的一个计

划，关键是如何好好地利用这个平台， 招揽更多商会进驻，大家协作共赢， 发挥出平台的潜力。

We are very cohesive, and it shows that our association has provided the industry with benefits aplenty.

generation members from the industry to join us. Apart from 23 committee members, we have more than 10 young committee members, representing the second and third generations, who are willing to serve. Prior to the elections, some council members voluntarily give up their positions to make way for young and capable committee members to take over, making a practical contribution for the association. It is pointless to join an association in name only.

WHAT ARE YOUR ASPIRATIONS FOR THE NEWLY ESTABLISHED TRADE ASSOCIATION HUB?

YOU HAVE BEEN PRESIDENT OF THE SFMA FOR FOUR YEARS. WHICH KINDS OF MANAGEMENT EXPERIENCE CAN BE EMULATED BY OTHER TRADE ASSOCIATIONS?

Trade associations are non-profit organisations. One needs to have a different mindset in managing a trade association and an enterprise. In heading a trade association, you need to devote much time, energy and resources. The principle of SFMA is to serve its members, and most importantly we believe in building up the cohesion and sense of belonging amongst members. Members of the Executive Committee need to possess the spirit of contribution and be willing to sacrifice. I wish to express my thanks to the Executive Committee, and each previous President for their efforts in making the SFMA a success and attracting many second- and third-

SFMA is very cohesive and has a great sense of belonging. Besides overseas promotional activities, we organise two exhibitions in Singapore every year to accrue some revenue. When we have meals after meetings, or have big celebrations, we foot the bills ourselves and do not touch the association’s funds.

That is why the food manufacturing industry has deep cultural roots; it has vision, good taste, and is an industry that can go very far. It is definitely not a sunset industry.

The Trade Association Hub is a very good platform for everyone to band together and share certain complementary services for mutual benefit. After moving into the TA Hub, SFMA signed an MOU with the Waste Management and Recycling Association of Singapore (WMRAS) to collaborate in the area of waste management. We can also explore collaboration opportunities with the logistics and metals industries to lighten some of the association’s workload.

Now that we are under one roof, we can also explore working with the SCCCI on SkillsFuture programmes, and tap on the Chamber’s consulting and training members. The TA Hub is a very forwardlooking initiative, but the crux is how to make the best use of this platform and bring in even more trade associations to collaborate on a win-win basis and optimise its potential.

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企业马拉松 总商会向政府提呈的预算案期许及建议包括：加大对中小企业善用数码化提升实力 和业务的资助；通过津贴方式，鼓励政联、大型企业开创更多海外项目，让中小企业 有机会参与，推动“大带小”的模式，结群进军海外市场。

岁末将近，趁这个时候总结今年 的经验和收获，希望能帮助商界调整心 态和策略，在新的一年接受新的挑战。 我在今年3月中旬接过担任中华总商会 会长的棒子后，对各行业的商团与商家 有了更深入的了解。我们经常听到老板 们口口声声说生意难做，所涉及的基本 难题主要是经营成本上涨、人手短缺， 以及市场竞争加剧所带来的挑战。

所谓“境随心转”，改变心态和创 造新思维，往往是企业家克服经营挑 战的关键。总商会今年的工作重点之 一，就是协助商家“以数码化实现国际 化”，开创业务新格局，突破市场规模 的局限，把商品和服务推向国际市场。 当营业额和盈利取得增长后，企业就有 更充裕的资本与条件，缓解国内负面因 素及环境所造成的营运挑战。

当企业进军海外市场后，也同样会 面对各种突如其来的变数。许多外国的 大型企业在出国发展或竞标项目时，都 会带着一批长期磨合、拥有一致信念的 中小企业一起冲锋陷阵。反观本地的 大型企业和政联公司在进军海外市场 时，带着中小企业联手合作的情况是极 为罕见。

企业家的韬略与国家有效政策的 相互结合是推动企业发展和茁壮成长 的关键因素。因此，政府每年出台的一 系列财政预算案措施，自然成为了企业 发展过程中的指南针。

商界对来年预算案期望

总商会一向来代表商界向政府反 映心声，并在年底收集、整理和分析商 界对来年财政预算案的期望，然后提交

给财政部，以便让政府在制定预算案时 能考虑商界所提呈的建议。

总商会今年以协助企业应对内外 环境的商业挑战作为考量，所提呈的预 算案期许及建议包括：呼吁政府加大对 中小企业善用数码化提升实力和业务 的资助；通过津贴方式，鼓励政联、大 型企业开创更多海外项目，让中小企业 有机会参与，推动“大带小”的模式，结 群进军海外市场。

企业提高生产力和进行创新的过 程，就好比一场马拉松竞赛，政府津贴 计划就是沿途的补水站。深受企业欢 迎的PIC（生产力及创新优惠计划）即 将在明年“功成身退”，但企业不应就 此放慢步伐。我们希望政府能再把另 一项援助计划，即创新与能力赠券计 (Innovation & Capability Voucher ) (ICV) 延长和加强多三年，让企业继续提高生 产力和进行创新。

作为各自行业组别的统领，商团 可以在这场马拉松赛事中发挥更大的 作用，引领商家采纳业界认可的方案和 策略，加强团队（行业）的整体实力， 以达到事半功倍的成效。总商会敦请 政府，通过强而有力的政府援助计

划，协助商团落实行业转型蓝图。我们 希望政府能够认定商团能发挥“众志 成城”的力量，伸出援手来为那些不在 行业转型蓝图行列内的业界提供适当 的协助，让商团展现活力，为业界、商 家及国人开创更美好的未来！

作者为新加坡中华总商会会长黄山忠。本文 于2017年12月21日首次刊登于《联合早报》 SME版专栏《老板生意经》， 《华商》经许可 转载。

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PREPARING FAMILY BUSINESSES FOR THE NEW ERA With intensifying competition and accelerating changes in the market, many family businesses are facing challenges of growing their business and ensuring continuity in the market. The sharing session focused on how family business can maximise their values, options to access capital funding as well as other business succession issues.

In the family business sharing session organised by SCCCI in partnership with PwC and UBS, the speakers shared their insights on how family business could adapt to the changing business environment. Panelists included Alun Braniga, Head of Corporate Finance APAC, UBS Wealth Management; Ng Siew Quan, Asia Pacific Entrepreneurial & Private Clients Leader, PwC Singapore, and Chairman of SCCCI’s Research & Publications Committee, SCCCI; Kuah Boon Wee, Chairman of MTQ Corporation and SCCCI Vice-President; and Ng Aik Ping, Director of Family Advisory Asia Pacific, UBS. SCCCI Vice-President Charles Ho delivered his opening remarks and encouraged family businesses to promote succession. He said that family businesses are highly relevant to the Chamber, as many members of the Chamber are family businesses which are undergoing transition from the second generation to the third. Many are also from traditional industries that need to transform, to adapt to economic restructuring and rapid changes in the business environment.

FORMULATING THE IDEAL STRATEGY FOR FUTURE OWNERSHIP

In his presentation titled “Facing the Future: Working with External Capital to Ensure Multi-Generational Continuity”, Alun Braniga from UBS Wealth Management shared that the major challenges for family businesses today are growth, disruption and succession, reasons including harder access to talent, reshoring trends, disruptive technology, more transparent pricing, rapid changes of consumer taste, amongst others. To ensure sustainability, he suggested that the key leaders of family businesses could reflect on the following:

“THERE IS NO RIGHT AND WRONG ANSWER IN USING EXTERNAL CAPITAL, THE BUSINESS OWNER MUST DECIDE WHAT IS RIGHT FOR THE BUSINESS.”

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Do you make all the key decisions?

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Are most of the sales through your relationships with customers?

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Do you negotiate personally with your key suppliers?

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Who understands the operational processes of the business better than you?

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If you stopped tomorrow do you know who would take over? Do they know?

Alun continued to share with the audiences three strategic options of family business on future ownership

Alun Braniga Head of Corporate Finance APAC, UBS Wealth Management

How long a holiday could you take away from the company?

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(From left) Alun Braniga, Head of Corporate Finance APAC, UBS Wealth Management; Ng Siew Quan, Asia Pacific Entrepreneurial & Private Clients Leader, PwC Singapore, and Chairman of SCCCI’s Research & Publications Committee; Kuah Boon Wee, Chairman of MTQ Corporation and SCCCI Vice-President; and Ng Aik Ping, Director of Family Advisory Asia Pacific, UBS.

planning, which are “focus”, “diversify” and “sell”. According to their specific situations and objectives such as maximisation of value, exposure to future value, transparency of business, and keeping future flexibility, businesses can choose their own strategy. And with the direction in mind, businesses can move to more concrete steps on ownership management such as making minority growth capital investment, initial public offering (IPO), strategic partnership, sale of majority stake, or complete sale of the business. The business will also be able to choose wisely the type of investors that they need, among strategic partners, financial sponsors and stock market investors.

business. In his business, while he enjoyed the fact that he no longer needed to attend meetings that were not worthwhile, he conceded that running the family business is also much more pressurising than the corporate world, especially when the oil industry went into a low period – MTQ is an engineering solution provider of the industry.

“A CORPORATE MAN TURNS HIS IN-TRAY TO OUT-TRAY. RUNNING A FAMILY BUSINESS MEANS I HAVE TO GENERATE MY OWN OUT-TRAY, AND TAKE A LONG-TERM VIEW.”

“There is no right and wrong answer in using external capital, the business owner must decide what is right for the business.”

Kuah Boon Wee Chairman of MTQ Corporation and SCCCI Vice-President

FROM PROCESSING IN-TRAY TO GENERATING OUT-TRAY

Kuah Boon Wee, Chairman of MTQ Corporation shared how he felt after leaving his position as the Chief Executive Officer of Middle East South Asia at PSA International Pte Ltd (Port of Singapore Authority) and taking over the family

“A corporate man turns his in-tray to out-tray. Running a family business means I have to generate my own out-tray, and take a long-term view.”

Despite the pressure, he also appreciates the beauty of the family perspective, which is that one has to take a long-term view. “If you are taking a short-term view, you can exit the sector and come back later on, but with family perspective you can’t do that.”

Closing the session, Ng Siew Quan, equipped with 25 years of experience in business consultancy, reminded us that family businesses often fail for family reasons instead of business reasons, and that family businesses can actually be professionalised.

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IN THE LEAD

NEW SCHOLARS NETWORK FOR THE SCCCI Apart from providing financial support to undergraduates, the Chamber is determined to help develop their qualities and nurture them with the right values, through the Scholars Network.

“I BELIEVE THAT, APART FROM PROVIDING FINANCIAL SUPPORT TO UNDERGRADUATES, WE NEED TO DELVE DEEPER TO HELP DEVELOP THEIR QUALITIES, TO NURTURE A NEW GENERATION OF TALENTS IMBUED WITH THE RIGHT VALUES.” SCCCI President Roland Ng Past SCCCI Scholars having an exchange with the Chamber’s council members on how to contribute to educating the next generation.

The Chamber held its Mid-Autumn Festival gathering at the grounds of the Sun Yat Sen Nanyang Memorial Hall on September 29. It was attended by some 300 guests, including members of the diplomatic corps, officials from government agencies, representatives from business, culture and education, community leaders, council members, members and many other friends and associates. During the evening, President Roland Ng presented Chamber Foundation scholarships to 19 recipients, and announced that the Chamber would be setting up an SCCCI Scholars Network in early 2018.

All past SCCCI scholars would be invited to join the new network and help to guide and encourage the younger scholars to pursue their dreams, adopt fine values, contribute back to society, and build successful careers as well as meaningful lives.

“Looking forward, as our economy continues to develop and educational opportunities become more easily available, the Chamber’s mission in supporting educational development also needs to keep up with the times.

I believe that, apart from providing financial support to undergraduates,

we need to delve deeper to help develop their qualities, to nurture a new generation of talents imbued with the right values,” said SCCCI President Roland Ng. Minister for Home Affairs and Law, K. Shanmugam, was the guest of honour for the evening. Minister Shanmugam affirmed the Chamber’s abiding role in upholding business interests. He also commended the Chamber’s move of extending the business scholarships to other communities, a positive effort which helps to promote community integration.

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RECRUITING TALENTS FOR INDUSTRIES For the first time, SCCCI partnered trade associations to organise an Industry Career Fair, with the objective to recruit talents for various industries.

In partnership with e2i, the Chamber jointly organised an Industry Career Fair by SCCCI and Trade Association members on November 3 at the TA Hub Auditorium. This was the first career fair organised by the Chamber, as well as the first time it organised one together with trade assocations from different industries. It was also the first major event held after the TA Hub had completed renovations.

There were 25 exhibition booths altogether, with the participation of

18 trade associations and 68 member companies. This one-day event publicised 1,100 vacancies, and attracted more than 330 job-seekers. More than half of the vacancies were for PMETs (professionals, managers, executives and technicians).

On the same day the Chamber signed an MOU with e2i, to strengthen collaboration in helping SMEs upgrade their employees’ skillsets, and implement each industry’s transformation plans within the

overall Industry Transformation Maps directive. e2i was represented by its CEO Gilbert Tan in the MOU signing ceremony and in attendance were leaders of trade associations and statutory boards.

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IN THE LEAD

SCCCI’S RECOMMENDATIONS FOR

BUDGET 2018

RECOMMENDATION 1

RECOMMENDATION 2

RECOMMENDATION 3

Extend and enhance ICV for 3 years to continue the innovation and productivity improvement momentum of businesses

Provide strong funding support to trade associations in the implementation of Industry Transformation Map initiatives

Tackle the concerns of cost and resource constraint to speed up SMEs’ adoption of e-commerce in the digital economy

Provide funding support to trade associations to help member companies get workers with the right skills

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Our SMEs cannot be left behind as Singapore progresses to be a Smart Nation. The digital economy and e-commerce has impacted the businesses of SMEs, especially those from the traditional sectors.

Participating in the digital economy can help them to transform their businesses and find new growth opportunities.

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Singapore is facing a demographic trend of shrinking local labour force that is older and more educated. While government has maintained its firm position on curbing foreign workers inflow, more local workers are also being made redundant due to the ongoing economic restructuring.

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The “SME Go Digital” programme should directly tackle our SMEs’ concerns of costs, lack of expertise and resource constraint so that we can speed up the process of them leveraging on the digital economy and e-commerce to benefit their businesses.

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Traditional sectors of the economy that are still looking to hire continue to face manpower shortages, notwithstanding their ongoing efforts to transform.

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Armed with the latest workforce statistics, MOM and its agencies know where workers are made redundant that can be potentially channelled to sectors with hiring needs. MOM and WSG should use these workforce statistics to help trade associations and businesses improve their recruitment effort to access these workers.

Where worker re-training is required, MOM and SSG should work with trade associations and businesses, and financially support them in such initiatives.

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The Productivity & Innovation Scheme (PIC) has remained the most popular government scheme over the last 3 years for businesses in their productivity improvement efforts. PIC will lapse in 2018.

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While the Industry Transformation Maps (ITMs) is a major strategy of the CFE, very few businesses found the ITMs to be of priority to them.

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For the relevant trade associations that fall within the 23 ITMs, and wanted to be involved in the ITM implementation, they should proactively engage the relevant implementing government agencies to discuss specific roles and ways in which they would like to be involved, and government should support them with funding support of 80% in the ITM industry projects.

For the industry sectors without ITMs: - Trade associations that wanted to develop their own equivalent industry development initiatives should proactively approach the relevant government agencies to seek guidance, support and assistance in the specific areas they would like to drive/implement.

- Government should be flexible to provide funding support to these associations at the project level, without the need to apply for support through the LEAD programme.

The Innovation & Capability Voucher (ICV) is another government scheme that has been popular and easy to apply and use by businesses.

As businesses started to witness results in their productivity improvement effort, government should extend and enhance the ICV for another 3 years.

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Solutions supported by the programme should be costeffective, easy to use to reduce the difficulties and complexities involved for SMEs to readily participate in e-commerce and the digital economy.

Government should set aside more funding beyond the initial $80 million so that more SMEs can benefit from this programme.

RECOMMENDATION 4

RECOMMENDATION 5 Incentivise government-linked companies and large businesses to help SMEs in going overseas •

A key challenge faced by SMEs in going overseas is finding the right partner. There is a critical need for SMEs to go overseas due to the dual challenge of a small domestic Singapore market and as they face increasing local workforce constraints.

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In the ongoing restructuring process as SMEs upgrade, they have additional capacity to do more and need to find larger markets overseas to scale up and grow their business.

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Government-linked companies and local large businesses are viewed as trusted partners which can give SMEs a head-start to earn track record overseas through participating in their overseas projects. “Hunting in a pack” will also promote the combined strengths and capabilities of a Singapore cluster in overseas markets.

Prior to Budget 2018, the Chamber completed its Annual Business Survey 2017 and provided several key recommendations to the Government on how to tackle the major business challenges, including rising costs, stiff competition and manpower shortage.

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联系情谊 促进沟通 ENHANCING TIES, FACILITATING COMMUNICATION 11月

与零售业商团会员午餐 交流会

Lunch Meeting with Trade Association Members from the 2日 Retail Sector

11月2日，总商会与零售业的商团 会员进行午餐交流会，针对行业走势 进行交流。共有来自10家商团的20位 代表出席。 On November 2, the Chamber engaged in a lunch meeting with trade association members from the retail sector, focusing on industry-specific issues. Twenty representatives from ten trade associations attended the meeting.

11月

与中国国际贸易促进委 员会签署战略合作协议

Signing of a Strategic Cooperation 11日 Agreement with CCPIT

11月11日，总商会与中国国际贸易 促进委员会在中新经贸与投资合作论 坛上签署战略合作协议，旨在加强本 会与贸促会的交流与合作。该协议由 总商会黄山忠会长与贸促会姜增伟会 长代表签署。 On November 11, the Chamber signed a strategic cooperation agreement with the China Council for the Promotion of International Trade (CCPIT) during the SingaporeChina Trade & Investment Forum, to strengthen networking and cooperation between the Chamber and CCPIT. The agreement was signed

by SCCCI President Roland Ng and CCPIT President Jiang Zengwei.

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CHAMBER COMMUNIT Y

11月

21日

澳门工商联会礼貌拜访

Courtesy visit

by The Industry and Commerce Association of Macau

11月21日，澳门工商联会会长何 敬麟率领29人代表团到本会进行礼貌 拜访，深入交流与探索合作机会。 The Chamber received a 29-member delegation from The Industry and Commerce of Association of Macau led by its President, Kevin Ho King Lun. The courtesy visit on November 21 was arranged to deepen ties and explore opportunities of collaboration.

11月

24日

与人力部长林瑞生对话会

Dialogue with Minister for Manpower Lim Swee Say 11月24日，本会举办与人力部长林瑞生对话会，针对人力政策深入交流。 The Chamber held a dialogue on November 24 with Minister for Manpower Lim Swee Say, for a discussion of manpower policies.