18
JANUARY 2017
EPOCH TIMES
BUSINESS & PROPERTY
A Glimpse Into the Success of Union Energy:
WHAT’S NEXT? COURTESY OF DR TEO HARK PIANG
By Seah Loi Shun | Epoch Times Staff
T
he familiar household liquefied petroleum gas (LPG) brand, Union Energy, has made headway in the electricity retail market. This came after the Energy Market Authority’s announcement to fully liberalise the electricity retail market by the second half of 2018. Consumers will have the option to switch from being on regulated tariffs to buying electricity from retailers like Union Energy at market prices. “This is going to be very exciting,” said Dr Teo Hark Piang, executive director of Union Energy Group. Union Energy, founded by Dr Teo’s father, Mr Teo Kiang Ang, is the market leader in the distribution of liquid petroleum gas (LPG) in Singapore. Other than LPG, it also supplies compressed natural gas (CNG), diesel and piped natural gas. In an exclusive interview with Epoch Times, Dr Teo reflected on his father’s legacy and the secret to Union Energy’s success, while sharing his vision to take his company to the next level. An Extraordinary Childhood As the son of a gas tycoon, Dr Teo’s childhood was an unconventional one marked by hard work and sweat. He began helping in his father’s LPG cylinder distribution business from a young age. By the time he enrolled for National Service, he was already skilled in the tricks of the trade, such as welding, pipe-laying and stove-repair – uncommon skills for a youth even in the ‘80s and ‘90s. He even worked as a gas delivery man, driving a truck to deliver gas cylinders to customers. Humble and industrious, he worked his way up from the bottom, learning the trade from his father’s subordinates. Along the way, he established strong rapport with many of his co-workers. As a result, when he was finally placed in charge, he received the support of many long-serving employees.
Dr Teo Hark Piang, executive director of Union Energy Group.
His Key to Success When quizzed about his secret to success, Dr Teo attributes it to his employees. He said, “Having only a pair of hands and 24 hours a day, there’s always a limit to what one can do. There needs to be teamwork.” How does he manage a workforce of nearly 500 employees? Care and concern, he replied simply. “Regardless of how advanced technology has become, we still need to rely on people to do the work. As we are dealing with humans, it all boils down to being humane,” he stressed. “Management and staff – we’re just like one big family. There’s always room for discussion,” he said. Many of his long-serving employees “started working with us when they were still bachelors and now many of them have become grandfathers”. Personally, he has a lot of respect for the elderly employees who have been serving in the company for many years. One of them, an elderly worker in his 70s, refuses to retire and comes to work daily despite having walking difficulties. Due to his