华商 Chinese Enterprise - 2014 issue 3 by Singapore Chinese Chamber of Commerce & Industry

20 借力新川旗舰项目共拓东盟各国商机

Chinese enterprise MCI (P) 190/03/2014

第三期 . ISSUE 3/2014

$5.00 (incl. GST)

Dancing to the tune of “Innovation & Growth”: The 3rd Trade Association Congress

并且对工作充满热忱。1 面对一个极需留住人才的劳动市场，这个调查结果值得令雇主关注。

为员工提供理想的工作、丰厚的报酬、良好的福利并不意味着就能满足他们的需求。 “从员工所投入的精神专注和勤奋指数，就能略知他对工作的态度”。这句话不论对中小型企业或大型机构而言，都是真理。当一名员工能和同事们相处愉快时，工作效率往往会提升，工作表现也会更好。因此，雇主最关注的课题之一，便是如何提高员工对工作的投入感，以及不断地激励他们，以达到更好的工作表现。 Jonathan（*化名）在一家公司担任经理的要职。和他的同辈相比，公司给予他的薪金和待遇略高，福利丰厚，也不需要常常加班。尽管如此，Jonathan 每天早晨对上班仍然意兴阑珊。在公司，Jonathan很少和他人接触，尤其是那些他认为不友善，且拒人于千里之外的同事们。这间接使到Jonathan 带领的小组缺乏互动，整体的工作氛围变得很不融洽。最近这几个月，老板也注意到他的工作表现欠佳。

为了提高员工敬业的态度，近年来越来越多公司把重心放在员工福利上。盖洛普进行的另一项“福利所带来的经济效应，2010”2 调查便指出，劳动队伍的福利直接影响了一个机构的盈亏。调查结果显示， “职业福利”、 “社交福利、 “社区福利”、 “身心福利”、 “财务福利”五个方面环环相扣。其中，员工的职业、社交和社区福利直接影响一个机构的生产力。从调查中的1479位受访人士表示，员工的职业福利指数越高，他对工作的兴趣不仅相对的越高，同时也能保持身体健康，并减轻压力。享有较高社交福利的员工，在公司里也比较容易和其他人建立良好的关系和友谊。盖洛普以一道简单的问题： “您在职场上是否有任何好朋友？”向公众进行调查时便发现，职场中与同事建立起深厚友谊的员工，在工作上比其他员工更加

投入（高达7倍）。其实，社交福利和职业福利是息息相关的。与同事工作关系融洽、并与他们有深厚友谊的员工当中，49%在职场上如鱼得水。同事的福利也直接影响个人的福利；如果同事、朋友，甚至朋友的朋友在职场上发展得不错时，该名员工的福利发展也将可能增加一倍。对“ 经济与心理健康 ”课题钻研的华威商学院经济学家指出，他在 2012年所进行的“快乐和生产力”的实验结果显示，人类的工作表现有固定的模式：快乐的员工的生产力多出 12%，而不快乐的员工的生产力则少了 10%，与盖洛普的调查结果一致。雇主和管理层的确在打造融洽的工作环境上扮演一定的角色。关注员工在职场的社交福利和心情愉快与否虽然看似微不足道，但却可以转换成商场的长期生产效益与竞争优势。当员工的福利得不到应有的照顾时，公司为保留员工所需的成本，可能受较低生产力、工作素质，旷工与士气低落等问题影响而增加。那么，公司应该如何营造一个融洽的工作环境呢？

Jonathan的情况在本地并不罕见。根据盖洛普咨询公司在2012年所进行的调查显示，在新加坡，每四名员工当中，便有三名认为自己在职场上如行尸走肉一般，缺乏工作动力。相比之下，少过一成的受访者认为自己积极进取，

劳动队伍所关注的五项福利职业福利

社交福利

财务福利

身心福利

社区福利

对于工作感到满足且充满热忱

拥有亲情、友情、爱情和其他融洽、稳定的人际关系

有效地管理钱财，减轻因财务问题而带来的压力和焦虑

拥有健康的体魄和充足的能量来完成每日的事务

对你所生活的社区拥有归属感

“S’pore staff ‘not engaged’ at work”, 海峡时报，2013年12月6日

Tom Rath & Jim Harter. “The Economics of Wellbeing”, Gallup, Inc.2010. (http://www.gallup.com/strategicconsulting/126908/Economics-Wellbeing.aspx)

具有包容性的职场能让员工积极投入工作公司对员工福利的关切，可以通过打造具包容性的企业文化来体现。而这么一来也可以提高他们对工作的满足感。为了达成这个目标，公司必须把这些良好的工作习惯制度化，并加以推广和执行。例如：建立核心价值观、领导层给予支持、个人责任感、在组织结构中建立有效的沟通管道。这些制度可以与公司的政策和程序一致，并朝建立一个具包容性与和谐的文化氛围迈进。

1 建立核心价值观

核心价值观能为公司的政策、程序和方案提供一个框架，也能被采纳为员工理想行为的指导原则。核心价值观，如员工对彼此的尊重、信任、包容心、谅解、同理心、关怀和关心，和合作中所体现的韧性、团结和公平的态度都能纳入公司的使命或员工的行为守则中。

2 领导层的支持雇主和管理层在带领和确保人力资源政策与举措一致，扮演着举足轻重的角色。当员工知道雇主和上司真心关心和尊重他们的利益时，他们也会受到鼓舞，继续为公司贡献己力。

3 个人责任感在工作上采纳和应用公司的核心价值观是每个员工的责任。每一位员工都应该尝试了解其他同事的文化和工作习惯，才能互相尊重和接受对方，并建立一个和谐的工作环境。

建立固定的沟通管道拥有一个固定的沟通管道，能给予员工们一个提出所关注课题的平台，并有效地防止冲突和紧张的情绪升级。这种开放的沟通机制有助于保持职场的整体和谐、良好的工作关系与员工高昂的士气。最有效的改革，便是在现有的举措和组织平台上进行，并得到雇主和管理层支持的改革。公司可以通过以下活动，提高员工的参与感、并建立具包容性和开放的职场: 一起用餐设定一天和员工一起用餐。通过这种非正式、轻松的环境，了解并分享公司里所发生的事情与员工的生活点滴。在小组研讨中打破隔阂破冰游戏不但可以缓解公司内的紧张气氛，也可以促进合作精神。 “寻找十个共同之处”就是一个简单的破冰游戏。这个游戏的宗旨是要在同事间找出十个共同点（但不涉及身体部位、衣着和工作性质）。这种广泛分享个人兴趣的游戏能让他们更深入地了解彼此。进行对话雇主和员工可以通过特定的分享时段沟通（以直接或通过经理协调的方式进行）。这些特定时段可以为雇主和人事部提供与员工建立联系的机会，有助于引导他们事业的发展，也鼓励他们继续在工作上有骄人的表现。团体活动有时候，员工需要暂时抛开繁重的工作需求。公司可以考虑举办一些可以联系情感、促进交流与分享共同体验的团体活动，如室内室外的挑战游戏、参观大自然和观赏舞蹈表演等。

此文章由人力部社区参与计划提供。欲知更多详情，请浏览我们的网站：www.mom.gov.sg/cep 或与我们联系：mom_cep@mom.gov.sg/ 6692 5464

编辑人语 E D I T O R ’S N O T E 衡量挑战艰巨与否的一个很好的方法，便是追本溯源，从根本问题上着手。总商会的联络网广泛，拥有 3000家商号会员，以及151个代表了新加坡4万家各行业的商团会员。早在今年初，我们便决定探讨商团面对的根本问题，深入了解问题的症结所在，以期进一步协助商团发展。总商会调查了151家商团会员中46家在新加坡经济领域具广泛代表性的商团行业，包括制造业、建筑业和服务业。商团秘书处的规模也在调查范围内。有关调查结果在总商会5月24 日举办的第3届商团大会上公布。调查所披露的本地商团发展现况与数据令人关注，必定也将发人省思。65 家商团400名代表汇聚在总商会建构的平台上，各就所知，交换心得，海外商团代表也首次应邀前来分享自身的发展经验。 “无巧不成书”，6月份举办的新中商务论坛正好昂然迈入第3个年头，并邀请海外主讲嘉宾分享最新发展契机。新加坡在中国的六大旗舰项目负责机构的高管现身说法，介绍最早启动的中新苏州工业园区，乃至最新开发的中新南京生态科技岛等六大园区的优势。我们希望本地中小企业在各园区铺垫的扎实根基上，把自身的服务与产品推向广大的中国市场。 “重振根本，方能致远”。白连源深谙这个道理，因此从企业运作的根本着手，勇于突破传统，为企业注入新活力。他为新加坡建造的新建筑地标因此成为了一道道独具韵味的风景线。

Surveying the fundamentals is always a good way to size up formidable challenges. The Chamber has a robust network of 3,000 corporate members and 151 trade association members representing over 40,000 companies from a wide spectrum of trades and industries. Early this year, we decided to delve into the root issues encountered by trade associations and identified a sampling of 46 from amongst the 151 for an in-depth survey. These trade associations were selected to represent a mix of various sectors across the Singapore economy – namely, manufacturing, construction and services sectors. Likewise, trade associations with varying Secretariat staff strengths were addressed in the survey. The findings uncovered an interesting crop of facts and figures on the local trade association scene and assuredly provoke further thought. These findings were also presented during the 3rd Trade Association Congress held on May 24, which gathered altogether 400 participants from among 65 trade associations coming together on a common platform to exchange views and share experiences particular to their industries. It was also the first time the Trade Association Congress had invited speakers from overseas trade associations to make reference to operations outside of the local context. Coincidentally, in the very next month, the Singapore-China Business Forum organised the event for the 3rd year running. Yet another common denominator was the presence of speakers from overseas, albeit from Singapore’s six flagship projects in China, from the very first China-Suzhou Industrial Park up to the very latest SinoSingapore Nanjing Eco Hi-tech Island. All six speakers took turns to make presentations based on their project and geographical enclave within China and highlighted the differentiation between their individual projects and the others. And even as we speak about fundamentals, it is interesting that this issue actually looks at the story of Pek Lian Guan who believes in making fundamental changes and re-examining the company’s foundations through dismantling traditional ways of doing things and creating new architectural icons for Singapore.

华文翻译：陈星伊请到总商会网站 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

目录 CONTENTS 出版 Publisher

新加坡中华总商会 Singapore Chinese Chamber of Commerce & Industry 47 Hill Street #09-00 Singapore 179365 Tel: (65) 6337 8381 Fax: (65) 6339 0605 E-mail: corporate@sccci.org.sg Website: www.sccci.org.sg

一根筷子容易断十根筷子折不断第三届商团大会在5月24日举行，大会主题为：互助合作共同创新。

借力旗舰项目扬帆中国市场 2014年的新中商务论坛希望本地中小企业得到启发，以期“借力旗舰项目扬帆中国市场”

与香港特区政府财政司曾俊华司长餐叙曾俊华财政司司长到访新加坡时，与总商会领导等进行餐叙。

编辑顾问 Editorial Advisors Thomas Chua Kee Seng Teo Siong Seng Seow Choke Meng Chan Hian Siang

蔡其生张松声萧作鸣曾宪相

In the Lead

华商焦点

Dancing to the tune of “Innovation & Growth”: The 3rd Trade Association Congress The Chamber’s 3rd Trade Association Congress saw a gathering of 400 representatives from 65 trade association members.

Recommendations to tackle challenges faced by trade associations An in-depth survey on issues relating to TA Secretariat operations and development.

Riding on Singapore’s flagship projects for a smoother sail into the China market The 3rd Singapore-China Business Forum focused on Singapore’s six flagship projects in China.

出版统筹 Publications Supervision

加强联系巩固合作总商会张松声前任会长甫出任新加坡工商联合总会主席一职，即带领该会秘书处到访总商会，加强与总商会的联系与合作

谭宝锠 Tham Poh Cheong 主编 Editor

胡爱兰 Fiona Hu 副编辑 Assistant Editor 陈星伊 Chin Sin Yee

撰稿 Staff WriterS 李依玲 Samantha Lee 黄义芳 Huang Yifang

国会里的企业心声

特约撰稿 Contributors

张宝诚 Chang Bao-Cheng 粱廷昭 Leong Teng Chau 黄兆荣 Leonardo Wong 邓素娟 Tang Soh Kuen

行销 Marketing

陈星伊 Chin Sin Yee 林秀忆 Priscilla Lin 设计 Design Egg Creatives 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, 47 Hill Street #09-00 Singapore 179365. 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) 190/03/2014. Printed by Innotech Communication Pte Ltd (Registration No. 199604880H).

吾会之光总商会恭贺蔡其生会长受委新一届官委议员暨8位董事会成员荣获2014 国庆奖章。

向国会反映工商心声总商会前任会长、官委议员张松声在国会复会时，向副总理兼财政部长、交通部和教育部等提出询问，反映商界心声。一起打造更有竞争力的新加坡总商会前任会长、官委议员张松声在 5月份国会复会时针对陈庆炎总统发布的政府施政方针发表看法。

区域经济

Business Maxims

Regional Files

Investment opportunities in Taiwan brought about by ASTEP A 50-member business mission to Taipei and Kinmen on May 4-9 explored investment opportunities.

When “People” is the key to success: CEO Productivity Mission to Japan 34 C-suite members embarked on a mission to Japan to gain more insights on productivity.

让新加坡商家受惠的新台经济伙伴协议总商会5月份组织的台湾商业代表团皆在探讨协议带来的商机。

Business Voice in Parliament

中国事务

借力新川旗舰项目共拓东盟各国商机总商会和四川省外事侨务办公室签署友好合作协议，进一步加强新川在经贸、投资等各领域的交流合作。

运筹帷幄

变革最大阻力是自己 “改变”过程最大的阻力，不是钱、形象、名誉、人情，而是“自己”。

Re-examining foundations, building a business of excellence An exclusive interview with Tiong Seng’s Chief Executive Officer Pek Lian Guan, on his business journey.

Working towards a MediShield Life that is win-win for both employees and businesses SCCCI’s Immediate Past President and NMP Teo Siong Seng’s speech at the debate of recommendations of MediShield Life Review Committee in Parliament on July 8.

Big landscapes Inspire big thinking

THERE’S NOTHING LIKE AUSTRALIA FOR YOUR NEXT BUSINESS EVENT. This year we chose Australia for our global congress. It was an easy choice, as Australia’s proximity to Asia gave us the opportunity to attract many new delegates. The program was one of the best in years. New Australian developments in our field attracted a lot of interest and strong international research partnerships were established. Australia is on everyone’s list to visit, and it lured our highest number of delegates yet. There’s no doubt they’ll be talking about this convention for years to come. Dr Louise Wong, International Board Member

visit businessevents.australia.com/associations for everything you need to plan your australian event.

华商焦点

In the Lead

一根筷子容易断十根筷子折不断总商会第三届商团大会文：邓素娟

政府需要行业协会的支持，从各个行业领域着手，集思广益，协助达成提高生产力的目标。总商会举办的第三届商团大会便是体现了政府与商团同心协力，凝聚商家朝共同目标迈进，实现经济转型的决心。

贸工部林勋强部长（左）、蔡其生会长与出席的商团代表就商团面对的挑战进行讨论。

华商焦点

新加坡不产石油，却是当今世界三大炼油中心之一；新加坡土地有限，国内生产总值的迅速增长在很大程度上是归功于制造业。不过，贸工部长林勋强在总商会于5月24日举行的第三届商团大会的对话会上强调，新加坡明年的经济增长将减少一半，即下降到2％至4％。新加坡必须保持持续发展，为达到这个目标，提高生产力势在必行。政府需要行业协会的支持，从各个行业领域着手，集思广益，协助达成目标。与时并进迈向未来总商会蔡其生会长在致词时表示，总商会举办商团大会旨在凝聚商团的力量，推动行业的整体发展，开阔视野，借鉴海内外成功商团的经验，聆听他们扩大产业链，采用新科技，团结一心共渡难关，共同开拓海外市场等方面的理念和做法。他呼吁各商团会员善用总商会的平台加强彼此的联系。新加坡自建国以来，历经多次经济转型，最重要的两轮经济转型分别在1965年至80年之间，以及目前政府正在不遗余力为应对全球经济调整而推进的转型。每一个经济转型，每一个经济危机，我国中小企业都受到重大的影响，也有许多企业因为各方面资源不足而结束营业，尤其是微型企业，在改革大环境中被淘汰的为数不少，为使这个牺牲降低到最低程度，政府努力的推出各类支援计划，商团、行业协会、总商会积极的通过各类活动协助中小企业改革创新，采用科技实现自动化，减低成本，提高生产力，以便渡过难关。时代在变，潮流在变，经商环境也一直在改变。60、70年代，政府大力招商引资，吸引大量外资涌入，通过劳工密集经济模式提高就业率，改善人民的生活；70、80年代，政府强调人才开发，着重培养科技人才，提升员工的技能，新加坡走进工业化时代。80年代我国中小型企业如雨后春笋，蓬勃生长；今天，我国有17万中小企业，占全国企业的99%，70％的中小企业是属于微型企业，这包括邻里组屋区的家庭式商店。中小企业对我国的经济成长作出了巨大的贡献。

In the Lead

早在80年后，我国就已出现劳动力短缺的问题，再加上1997年、2008 年两次经济危机，中小企业遭受冲击重大，要赶上大趋势通过科技创新进行企业转型，除了政府提供的资助，中小企业也需要其他外力的支持。第三届商团大会就在这个大前提下而举办。提高商团效率善用政府资源此届商团大会讨论课题不仅围绕在行业面对的挑战，讨论范围也扩大到探讨从根本上协助解决协会／商会的问题，加强秘书处的实力，提高秘书处的效率，从而使政府为中小企业推动的各项资援计划发挥到极尽。为此，总商会于今年1月至3月间，进行一项“商团意见调查”，针对有关商团秘书处运作与发展的课题，访问了总商会151家商团会员中46家具备广泛代表性的商团。受访商团行业包括制造业、建筑业与服务业，其秘书处规模各异，人数各不相同。总商会秘书处经济研究部梁廷昭主管在商团大会下半场部长对话会正式开始之前，汇报并分析调查结果。受访商团总体概况如下： •

85％商团拥有自己的秘书处和职员，其中60％的商团职员人数在2 人或以下；

•

70％受访商团的会员人数在200 名或以下，33%商团的会员人数介于200名至1000名，只有6％商团的会员人数是超过1000名；

•

一些有意积极推动行业发展的商团，在资源不足和缺乏运作经费的情况下，无法提升行业发展实力，让商家会员受惠。

对话会上，蔡其生会长亲自把有关调查报告和总商会提出的反馈建议提交给贸工部林勋强部长，供政府部门参考。商团、行业代表表示，他们都能够理解我国目前经济非转型不可，不过，

由于缺乏资金和人力资源，经济转型对中小企业尤其微型企业带来了压力。他们在与部长的对话会上反映，商团会所、秘书处运作、人员培训、租金成本过高、行业人手不足等等都是他们所面对的问题，希望有关部门帮助他们渡过难关。林勋强部长对现场代表提出的诉求一一回应，一些需要跟进的项目也直接在现场指派有关政府部门的高管负责。

总商会将为本地商团提供四大协助 • 总商会将与政府探讨为商团提供办公场地，让各个商团聚在一起办公。总商会愿意以非营利模式管理，租金优惠，商团会员负担得起。 • 总商会基金愿意资助各个商团培训秘书处派员工参加商会管理学院举办的商团管理证书课程。 • 与商团合作扩展行业能力，提高行业素质。在这方面，总商会属下的工商业发展部、经济研究部、中小企业中心、中小企业资信资源中心，以及设在上海的新加坡企业中心，都可以提供协助。 • 推出全新的网站“总商会在线”，通过网络平台加强与商团的沟通与联系，促进商团之间的分享与合作。这个全新的网络平台将在八月份启用，希望各个商团能够善加利用。

华商焦点

In the Lead

（左起）新加坡航空货运代理协会姚荣佳副主席、新加坡餐饮业协会周家萌会长、维多利亚街批发中心商联会蔡为明会长、新加坡家具工业理事会潘文发名誉秘书长分享如何协助属下会员善用政府援助计划。论坛主持是工商业委员会白毅柏副主席（中）。

向海外企业学习与本地政府进行对话张思乐政务部长在会上肯定了总商会举办商团大会所发挥的功能，更肯定了商团和行业协会在支持商家会员方面的重要角色。他引用多家商团的例子，鼓励商团善用政府推出的多项发展计划，引领行业成长，促进企业会员发展，推动创新与生产力，协助商家提升产业链，鼓励更多的商团通过政府计划实现“同心协力，其利断金” 的愿望，希望商团与时并进为企业会员增值。第三届商团大会邀请了两位海外主讲嘉宾台湾中小企业协会张大为副理事长及香港珠宝玉石厂商会李景熹荣誉会长，分享海外商团的成功经验；总商会工商业委员会白毅柏副主席主持的论坛则邀请了新加坡餐饮业协会周家萌会长、航空货运代理协会姚荣佳副主席、家具工业理事会潘文发名

誉秘书长、维多利亚街批发中心商联会蔡为明会长分别介绍了各自商团的经验，就如何协助属下会员善用政府援助计划展开热烈讨论。总商会31名董事、政府部门官员、以及65家商团派出的代表近400人出席了大会。从出席此届商团大会的有关部门高管名单，可见政府对该届商团大会的重视。第三届商团大会体现了政府与商团同心协力，凝聚商家朝向共同目标迈进，实现经济转型的决心。其实，此前多名内阁成员也曾表态，要坚决实现经济重组，把科技创新与提高生产力相结合。总商会秉持推动我国工商业发展与经济繁荣为宗旨，第三届商团大会的主题互助合作共同创新，蔡其生会长在大会结束前说，这将是未来总商会与商团会员一起努力的目标。

总商会积极通过各类活动协助中小企业改革创新，采用科技实现自动化，减低成本，提高生产力。

华商焦点

In the Lead

借力旗舰项目扬帆中国市场文：李依玲

“到海外发展，不能只靠自己的力量，要学会借力！”总商会也在这前提下召开了 2014 新中商务论坛，希望本地中小企业能得到启发， “借力旗舰项目扬帆中国市场”。

华商焦点

In the Lead

蔡其生会长在致词时鼓励中小企业以团队的方式到中国发展。

总商会于6月5日举办了“ 2 014 新中商务论坛 - 借力旗舰项目扬帆中国市场”，吸引了近3 5 0 位商家出席。除了让商家一起分享经验，总商会主办论坛的目的也希望能借此平台，让中国企业和本地企业进行更多的互动，把本地中小型企业推向环球化。蔡其生会长在致词时就表示20 年前新中两国启动第一个里程碑式的项目 — — 苏州工业园以来，双方在合作过程中累积了丰富的经验。此后，天津生态城、广州知识城、中新吉林食品区、新川创新科技园、中新南京生态科技岛也相继启动。两国的合作项目从东到西，从北到南遍布中国各地，行业分布各具特色，项目之间优势互补，不仅减少了彼此间的竞争，也为新加坡企业到中国发展，提供了多样化的园区选择。蔡

会长认为，这六个项目就像六艘巨型轮船，行驶在中国市场的汪洋大海中。通过善用这些巨轮的优势和条件，可以减少新加坡中小企业到中国发展遇到的水土不服问题。整合资源拓展海外中国幅员辽阔，人口众多，一直是外资青睐的重点市场。但近年来，中国市场的竞争日益激烈，经商成本逐渐上升，因此，蔡会长认为:“到海外发展，不能只靠自己的力量，要学会借力！”。他呼吁正准备扩张海外的中小企业以团队的方式到中国发展，大家互相扶持，增强实力以此克服中小企业在资金、人才方面的局限性。同时，中小企业在开拓海外市场时应该善用大型企业和政联公司在中国已经建立起来的平台，整合资源，而总商会和国际企业发展局联合在上海设立了新

加坡企业中心，可以随时为会员商家提供这方面的协助。通过园区平台面向广大中国市场论坛共分为两个时段。第一时段, 总商会特邀新加坡在中国的六大旗舰项目负责机构的高管：中新苏州工业园区开发集团股份有限公司张永福总经理、中新天津生态城投资开发有限公司蔡启川副总裁、中新吉林食品区管委会张锡文副主任、中新广州知识城陈培进总裁、新川创新科技园胡伟雄总经理、中新南京生态科技岛陆斌市场总监，现身说法，介绍各自的优势，帮助本地中小企业抓住机遇，借助各个园区现有的商业平台，将自身的产品及服务推向广大的中国市场。论坛主席由新加坡国际企业发展局环境与基础设施方案司高源祥司长担任。

华商焦点

这六个项目（苏州工业园、天津生态城、广州知识城、中新吉林食品区、新川创新科技园、中新南京生态科技岛）就像六艘巨型轮船，行驶在中国市场的汪洋大海中。要想减少到中国发展的水土不服，可以善用这些巨轮的优势和条件…这些项目也得到两国政府的支持，每一个项目都是集天时、地利、人和为一体。

In the Lead

第二时段，则分别邀请了三位不同背景的企业家：总商会傅国华董事、道益国际有限公司苏益华董事经理、NanoRad Pte Ltd 陈伟然总裁分享在到中国各省市（园区）内经商的经验，探讨新加坡企业到中国发展，所面临的投资决策、进入市场、运作与管理的真实情况。论坛主席由总商会高泉庆副主席担任。在谈到新中合作项目的发展情况和挑战时，他们都强调新中大型合作项目需要长期发展，间中除了涉及软件、硬件和产业生态环境的设立，更需要配合市场步伐。中新广州知识城陈培进总裁更以新加坡的纬壹科技城(one -nor th)为例，说明在审视新中大型合作项目的实际效益时，大家必须把目光放远，而不能只关注短期的经济利益，忽略项目所能带来的长远及宏观影响。我们虽然在近期才逐渐了解纬壹科技城的功能和看到它所带来的巨大

经济效益，但这个高科技产业区并不是近几年才开始发展的，而是新加坡政府花了足足2 0 年的时间规划、发展的。另外，中新南京生态科技岛陆斌市场总监也认为，新中合作不仅具有巨大经济效益，也能充分展现新中合作的紧密合作，具有更深远的意义。午餐过后，中新吉林食品区、用友新加坡也分别举办分会场，介绍吉林食品投资环境与亲商政策；用友新加坡也在企业财务以及人力成本控制等方面进行了课题研讨。总商会希望中小企业能从这次的论坛得到启发，了解团结就是力量，并利用新、中两国共同开发的现有项目，到中国投资或经商，走出国门开拓新市场。

新加坡在中国的六大旗舰项目负责机构的高管：(左起)张永福、蔡启川、张锡文、高源祥、陈培进、胡伟雄、陆斌，与大会分享在中国发展的机会与心得。

华商焦点

In the Lead

与香港特区政府财政司曾俊华司长餐叙香港特区政府财政司曾俊华司长于7月30日到新加坡访问。此行旨在巩固香港特别行政区与新加坡的经贸联系。曾俊华到访期间，除了拜会新加坡政府官员，也与本地商界及银行界的主要代表进行交流。曾俊华财政司司长、总商会蔡其生会长，黄山忠副会长与总务委员会何乃全主席等人于7月31 日进行了餐叙。曾俊华司长（前排右三）、总商会蔡其生会长（前排右二）、张松声前任会长兼新加坡工商业联合会主席（前排左三）、黄山忠副会长（前排左一）、总务委员会何乃全主席（后排左二）与本地工商界代表合影。

Photo: Hong Kong Economic & Trade Office in Singapore

前排（左起）：总商会总务委员会何乃全主席、钟声坚副会长、蔡其生会长、张松声前任会长兼新加坡工商联合总会主席、新加坡工商联合总会何鸣杰执行总裁、总商会黄山忠副会长、刘泰山副会长。后排（左起）：新加坡工商联合总会会员关系部助理秘书长江美凤、中国与东北亚事务助理秘书长张采虹、总商会谭宝锠秘书长。

加强联系, 巩固合作总商会张松声前任会长甫出任新加坡工商联合总会主席一职，即带领该会秘书处到访总商会，加强与总商会的联系与合作。总商会与新加坡工商联合总会有密切的联系；总商会和其他两家本地种族商会，即新加坡马来商会与新加坡印度商会在新加坡工商联合总会的理事会里，拥有永久代表席位。 7月1日，总商会蔡其生会长，钟声坚副会长，黄山忠副会长，刘泰山副会长，总务委员会何乃全主席和谭宝锠秘书长负责接待了代表团。陪同张松声前任会长到访的是新加坡工商联合总会何鸣杰执行总裁、中国与东北亚事务助理秘书长张采虹、会员关系部助理秘书长江美凤。

华商焦点

总商会会长

蔡其生 PBM 受委官委议员

总商会名誉董事

张齐娥 JP, PBM,BOVJ 荣膺公共服务星章 BBM

In the Lead

总商会名誉会长

蔡天宝 JP, BBM 荣膺殊功勋章 DUBC

总商会名誉董事魏成辉 BBM 荣膺公共服务星章（勋条）BBM (L)

总商会名誉董事

柯毓麟荣膺公共服务奖章 PBM

商团与会员事务委员会副主席

文教与社会事务委员会副主席

林福星PBM

庞琳PBM

邬顺山

白南泉

荣膺公共服务星章 BBM

荣膺公共服务奖章 PBM

总商会董事

总商会热烈祝贺以上董事成员荣获殊荣。

国会里的企业心声

Business Voice in Parliament

向国会反映工商界心声 Questions Raised in Parliament 4月14日，总商会前任会长、官委议员张松声在国会复会时提出三项询问：

Q. 就给予本地企业更多机会参与政府项目，向副总理兼财政部长尚达曼提出询问：

Q. 就校园内推广华文华语的课题，向教育部王瑞杰部长提出询问：

政府在发出主要基础建设项目的招标书时，能否把 “与本地公司合作”列为遴选标准之一，来增强本地公司的专项能力及项目业绩，以便日后更有实力争取海外项目？

教育部是否计划进一步加强华文教学，并联同合作机构一起激发学生的兴趣，特别是让学习过程更有趣，以便推广华文华语在学生群中的广泛使用，同时让他们在日常生活中有效应用华语。

Q. 就增聘司机改善公共巴士服务，向交通部吕德耀部长提出询问：在改善巴士服务计划下，政府将为公共巴士服务业者添购450新巴士，增强现有车队规模。那么，业者计划从本地，或是海外增聘所需的巴士司机？ Q. 就开放学校停车场供私人巴士停放，向教育部王瑞杰部长提出询问：教育部能否考虑让更多学校开放校区停车场，供私人学校巴士在非繁忙时段及傍晚停放？

7月7日，总商会前任会长、官委议员张松声在国会复会时，就“公共巴士路线外包经营模式”、提出两项询问：

Q. 就推展全新的“公共巴士路线外包经营模式” 向交通部长吕德耀提出询问：

8月4日-5日，总商会前任会长、官委议员张松声在国会复会时提出三项询问：

Q. 就中小企业融资课题，向贸工部林勋强部长出提出询问：评级机构穆迪在2014年7月发布的报告中指出，新加坡的银行预计需要增加贷款损失准备金，这可能会导致银行在发放贷款，特别是借贷给中小企业时，采取更谨慎保守的态度。有鉴于此，财政部可否为商家提供融资方面的协助？ Q. 就本地企业的竞争实力，向贸工部林勋强部长提出询问：以下的情况是否反映出本地企业正面临竞争力下滑的严峻挑战？ (i)

2014年6月，我国非石油出口年比下滑4.6%，个人电脑产品出口更是大幅下挫32%；

(ii)

尽管2014年第一季的旅游收益同比增长5%，旅客在购物与餐饮方面的消费却分别下滑了6% 和1%。

政府是否已经拨出预算来推展全新的“公共巴士路线外包经营模式”？如果是，当局会否公布相关的预算？

At the session on April 14, Chamber’s Immediate Past President Teo Siong Seng, in his capacity as Nominated Member of Parliament, raised three questions in Parliament

Q. 就公共巴士服务转型为外包经营模式向副总理兼财政部长尚达曼提出询问：

Q. Mr Teo Siong Seng posed a question to the Deputy Prime Minister and Minister for Finance on partnership with local companies for government projects. He asked if the Government can include partnership with local companies as a condition in the tender specifications of key infrastructure projects so that these local companies can build up necessary expertise and track records to help them secure a foothold in overseas projects.

自2014下半年起，公共巴士服务将转型为外包经营模式。接下来，政府会否考虑也在其他公共服务领域的外包项目中（如：地铁与医疗保健）也采用这类新经营模式，即：政府承担基础建设的费用及拥有权，营运商则专注于提升效率及服务水平？

国会里的企业心声

Business Voice in Parliament

Q. Mr Teo Siong Seng posed a question for the Minister for Transport on the recruitment of bus drivers for the Bus Services Enhancement Programme. He asked if the public transport operators intend to recruit bus drivers locally or from foreign sources for the 450 buses that will be added to the existing bus fleet under the Bus Service Enhancement Programme. Q. Mr Teo Siong Seng posed a question for the Minister for Education on coach bays at schools at private buses. He asked if more schools in Singapore can consider opening up their coach bays for private school buses to park during non-peak hours and in the evenings.

At the session on July 7, Chamber’s Immediate Past President Teo Siong Seng, in his capacity as Nominated Member of Parliament, raised two questions in Parliament Q. Mr Teo Siong Seng posed a question for the Minister for Transport on the new bus contracting model: He asked if the Government has made a provision in the budget for the new bus contracting model and, if so, whether the budget will be made transparent to the public. Q. Mr Teo Siong Seng asked the Deputy Prime Minister and Minister for Finance on the restructured bus contracting model. He asked if the restructured bus contracting model starting from the second half of 2014 will be the new business model going forward for Government outsourcing projects in other public services such as the MRT and healthcare sectors where the Government is to own and pay for the infrastructure while the operators will focus on improving efficiency and service levels.

At the session on August 4-5, Chamber’s Immediate Past President Teo Siong Seng, in his capacity as Nominated Member of Parliament, raised three questions in Parliament Q. Mr Teo Siong Seng posed a question for the Minister for Education on improvements to teaching of Chinese Language in schools. He asked if the Ministry plans to further improve on the teaching of the Chinese language in schools and work with partners to motivate students’ interest especially in making learning fun, so as to promote its widespread usage among students and their use of Mandarin effectively in their daily lives.

Q. Mr Teo Siong Seng posed a question for the Minister for Trade and Industry on help for Singapore companies as banks’ loan-loss provisions rise. He asked in light of rating agency Moody’s reports in early July 2014 indicating that Singapore banks are expected to have higher loan-loss provisions which may lead to a more conservative approach in loans being given to companies especially SMEs, whether the Ministry can look into helping businesses in the area of financing. Q. Mr Teo Siong Seng posed a question for the Minister for Trade and Industry on competitive edge of local enterprises. He asked if our local enterprises face a serious challenge in loss of competitiveness due to (i) the year-on-year decline of 4.6% in June 2014 for non-oil domestic exports especially the sharpest decline of 32% witnessed in personal computer exports; and (ii) the 6% and 1% drops in shopping and food/beverage spending respectively notwithstanding the 5% increase in tourism receipts in the first quarter 2014.

国会里的企业心声

Business Voice in Parliament

一起打造更有竞争力的新加坡 5月26日，总商会前任会长、官委议员张松声在5月份的国会复会时，针对陈庆炎总统发布的政府施政方针发表看法。《华商》刊登其发言全文，以嗣读者。

议长、各位议员，大家下午好！首先申明，我目前担任新加坡中华总商会前任会长，太平船务公司董事总经理。陈庆炎总统在5月16日发布了政府施政方针，我感到倍受鼓舞。作为商家代表，我今天的发言题目是“一起打造更有竞争力的新加坡”。我的发言有两个重点。第一，以公正、客观的立场反应民意，参政、议政以国为先，协助政府制定和推广亲商政策。第二，以开放包容的心态鼓励中小企业和员工提升，接纳外国人和新移民，一起追求美好的生活。首先谈第一点，公正、客观的立场。到目前为止，我当官委议员已经 5 年了。官委议员这个角色，看别人当是一种感受，亲自担任之后是另外一种感受。之前，看别人的发言，有时难免用局外人的眼光，或者希望听到更加劲爆的言论；但是，当我自己成为官委议员，参加国会辩论，深感这个角色的责任与重要。我一直坚持以公正、客观的立场，不涉及任何政治纷争，真实地反应社会大众，特别是商家的心声，为政府决策提供更加全面、多元化的参考。这样做的目的，就是希望社会各界一起努力，打造更有竞争力的新加坡，一起追求更加美好的生活。 “官委议员”这四个字，代表的不是一个人，是一个群体，是特定背景的公众。官委议员的责任是从实际、有效、专业的角度提供建设性意见。为了扮演好官委议员的角色，我通过各

种渠道，包括中华总商会，广泛收集商家反馈和诉求，一些商家也主动向我求助。在频繁接触商家的同时，我们也积极与有关政府部门联系、沟通，促进政商之间的合作效率。新加坡正处在经济转型期，许多企业面临转型的压力。过去5年，商家反映的问题大多集中在租金成本上涨、人力资源短缺、提高生产力的困难、政策执行效率等方面，凸显出环境转变带来的种种压力。实际上，这不仅是新加坡企业要面临的问题，整个世界经济环境也一直在改变。一方面新技术不断涌现，传统的经营模式受到冲击；另一方面，新机会、新理念、新行业也在层出不穷。我们要感谢政府一直在推出各种援助计划，协助本地企业应对经济转型。因为有政府的资助，许多中小企业才有能力更新设备，提高生产力，调整工作流程。不过，一些中小企业，特别是微小企业，资源和能力有限，需要更长的时间适应新的环境。接下来，我要谈的第二个重点是包容与提升。陈庆炎总统的施政演讲当中，有一段话我非常赞同。 “新加坡必须是个能为所有人提供机会的国家，那些无法第一次成功的人，必须有第二次，应该说永远有再次尝试的机会。”一些中小企业，特别是微小企业和传统行业，因大环境的转变必须转型，他们自身也意识到转型的必要，正在不断努力。因此，我希望，政府在制定商业政策时，能够更多考虑中小企业、微小企

业和传统行业的需求，为他们留出空间，让他们有机会多次尝试，希望他们不要轻易放弃，也希望政府不要轻易放弃他们。经济转型期间，员工们和老板一起在承受压力。目前许多行业出现人力短缺，许多老板反应，这个时候人都不够了，哪里还有时间送员工去参加培训。经营企业多年，我深知员工培训的重要性。即使是在公司人力资源有限的背景下，也要坚持培训员工。员工只有与时并进，才能在职场上有更大的价值。转行转型不可怕，怕的是畏惧转变的心态。现在，网络技术发达，到处可以看到人们随时随地看手机，上网浏览，互通信息，甚至在地铁上还在看电视剧。如果员工能把这种精神用在自我提升上，公司培训善用互联网技术，便能缓解人力短缺的压力。当然，这样的做法能否成功，取决于员工对自我提升的渴望。渴望有多大，效果就有多大。我期待政府打造智慧国的努力，能够让企业在员工培训方面获得更多便利。要想提高生产力，关键还是理念。如果在青少年时期就能灌输生产力的基本知识，将来走入社会，生产力素质将会充分体现。我对强化国民服役委员会有个建议。每一个男性青年都要服兵役，这是他们踏入职场或进入高等学府之前最重要的两年，也是在体能、情商、团队精神方面突飞猛进的关键时期。近几年，新加坡的人口出生率一直低迷，武装部队也需要转变管理模式，以更

国会里的企业心声

加有效的方式训练，保家卫国。我认为，军中也有提高生产力的需求，希望国民服役委员会在强化制度时，能够考虑如何普及生产力概念，把规划、设计、流程控制等基本知识灌输到军队训练当中。以往，这些概念可能军官们都很了解，今后，我们希望这些概念不仅每一位士兵都能了解，也能累积亲身感受的经验。国民服役期间，是最好的集中训练时期，这些训练有素的年轻人完成国民服役之后，将充实到各行各业的工作队伍中，带动整个劳工队伍的生产力。最近，中华总商会正在积极协助标新局推广“中小企业人才培育计划”，帮助中小企业招聘理工学院和工艺教育学院的毕业生。目前的情况是，中小企业提供的工作机会多，愿意应征申请的人少。我想，是否可以通过与军队的合作，让服役进入尾声的士兵，利用最后几个月的时间到中小企业实习，了解工作环境，增加互相认同的机会。商家们聘请员工时，遴选标准是根据员工能否胜任工作，能否为公司作出贡献。限于人力短缺，我们的工作团队中一定会有新移民和外国人，这是移民国家的特性，也是移民国家的优势。我的公司就是员工背景非常多元化的企业，因此，我想谈谈这方面的感受。我的公司业务遍布世界各地，外来人才能够帮助公司有效地开拓和管理海外业务，多元化的团队一直是我们的优势。在新加坡总部，我们也是以工作表现来衡量员工价值，公司内部从未刻

Business Voice in Parliament

意区分谁是本地人，谁是外国人，大家一起为共同的目标努力。在移民国家，互相理解，求同存异，才能和睦相处。本地人要以包容的心态对待新移民，新移民也应当入乡随俗，了解新环境的游戏规则。就像总统说的： “尽管我们希望他们能尊重我们的价值观和我们的生活方式，我们应友善及优雅地对待他们。”毕竟，当初离乡背井的目标就是为了更好地发挥所长，追求更好的生活。这一目标，和本地员工是一致的。明年是新加坡建国五十周年，政府制定了许多政策感谢建国一代为国家的付出。而我们对建国一代最大的尊重，就是象他们一样同心协力，打造更有竞争力的新加坡。和五十年前相比，今天的商业环境更加多变，更加复杂，人们的期望也相应提高。只有政府了解商家需求，推广亲商政策，各行各业蓬勃发展，员工和雇主一起努力，创造更多财富，政府才有更大的能力照顾弱势群体，保持社会的和谐。新加坡是个小国，周边环境一直不平静。看看最近区域国家发生的种种事件，我们必须反思，是什么因素成就了新加坡的今天。我们拥有的一切来之不易，如果为了争论而争论，让一些不和谐的声音无限放大，破坏了辛辛苦苦建立起来的凝聚力，我们将失去竞争力。所以，我很庆幸能够担任官委议员，在遇到问题时，从解决问题的角度去思考，集思广益。只要各方都是为了解决问题而做出调整和努力，任何问题都可

以解决。新加坡不是第一次进入经济转型，劳资政三方曾经多次携手度过转型期，这其中虽然有磨合，有挫折，但最终都能顺利度过，相信这一次也不例外。现在，全国对话会已经结束，总统也发布了施政方针，接下来，就是社会各界一起合作，努力提高我国的核心竞争力，为下一个五十年，创造更加美好的新加坡！

和五十年前相比，今天的商业环境更加多变，更加复杂，人们的期望也相应提高。只有政府了解商家需求，推广亲商政策，各行各业蓬勃发展，员工和雇主一起努力，创造更多财富，政府才有更大的能力照顾弱势群体，保持社会的和谐。

区域经济

Regional Files

让新加坡商家受惠的新台经济伙伴协议文：李依玲

蔡其生会长在5月4日率领了总商会50人代表团到台北与金门进行为期六天的实地考察。总商会代表团是《新台经济伙伴协议》(ASTEP)生效后，第一个前往该地区考察的商业代表团。 5月4日至9日，在蔡其生会长的率领下，由总商会组织的3 8家公司共50名成员的商业代表团到台北与金门进行实地考察。新加坡与台湾在2013年11月7日签署《新台经济伙伴协议》，并在2014年4月19日起正式生效，而总商会代表团是协议生效后，第一个前往该地区考察的商业代表团。这次的出访除了协助新加坡企业掌握协议带来的机遇、了解拥有230 0万人口的台湾如何能成为本地企业的重要市场，也希望能借此机会建立新台企业的合作伙伴关系。蔡其生会长表示： “台湾拥有许多值得新加坡商家进一步开拓的领域，随着《新台经济伙伴协议》的实施，两地的商品与服务领域也将开放。此行有助新加坡商界了解如何凭借ASTEP制造的契机，到台湾拓展业务，并与当地企业进行广泛合作”。考察台北期间，总商会代表团与经济部和对外贸易发展协会会面，并向中国生产力中心和工业技术研究院的专才学习提高企业生产力、创新能力和科技水平的新思维。此外，代表团也拜访当地工业与科技园，包括内湖科技园区、松山文化创意

蔡其生会长与台湾对外贸易发展协会董事长王志刚。

园以及桃园幼狮工业区，了解其运作模式。结束了台北的考察活动，在蔡其生会长的带领下，27名团员乘搭内陆航班续程到金门县访问，了解当地的最新经济发展情况和经贸发展计划。

此次的考察活动，让团员们都受益良多。相信有了对台湾的实地了解，新台企业今后有望通过“新台经济伙伴协议”(ASTEP) 进行更多经贸投资活动，让两地商家互惠互利，从中获益。

区域经济区域经济

Regional RegionalFiles Files

ASTEP为新加坡企业带来哪些商机？

新加坡企业将更容易在台湾投资，并可以参与更多台湾政府项目的竞标。开放的服务业包括了： • • • • • •

电信业渔业能源生产的附带服务、海运和公路运输娱乐服务体育服务休闲服务

新加坡公司以后在台湾五都 —高雄、台中、台北、新北和台南五市，将可跟台企同等竞标政府项目，潜在政府项目包括： • • • •

废水处理城市解决方案基础设施建设云计算

ASTEP除了降低贸易关税外，也去除了许多非关税贸易壁垒。大约97%前往台湾的新加坡出口将即刻免除关税，其余的3%将在ASTEP生效后的五、十或十五年内享受免关税的待遇。海关程序也将进一步简化，使货品更快通关并减少通关成本。资料来源: 联合早报《新加坡签署经济伙伴协议》， 2013年11月8日。

新台经贸合作

台湾

新加坡

截至2011年

新加坡第八大贸易伙伴

台湾的第五大贸易伙伴

新加坡的第六大亚洲投资来源地

台湾的第六大外来投资来源地

在新加坡的直接投资额共为 73亿新元

在台湾的投资额共达 59亿元

2012 年

新加坡

台湾

双边贸易额达到497亿新元，年比增长了8.7%

资料来源: 联合早报《新加坡签署经济伙伴协议》， 2013年11月8日 • 新加坡贸工部网站： www.mti.gov.sg， 2013年11月7日驻新加坡台北代表处网站： www.singaporetradeoffice.gov.sg， 2013年11月7日

中国事务

China Affairs

借力新川旗舰项目共拓东盟各国商机文：陈星伊

总商会、四川省外事侨务办公室全力协助和支持本地商家借力新川旗舰项目，把握中国西部发展重大机遇之际，也与四川的商家共同开拓东盟6亿人口庞大市场的合作契机。

总商会近来一直积极鼓励本地商家借力旗舰项目，扬帆中国市场，善用已经搭建起来的合作平台。

总商会蔡其生先生在四川省与新加坡华商商务早餐会上呼吁新中两国商家借力新川旗舰项目，探讨共同开拓东盟市场的可能性。

7月22日，总商会和四川省外事侨务办公室签署友好合作协议，在新加坡和四川政府建构的合作平台上，巩固和扩大第12届世界华商大会成果，进一步加强新川在经贸、投资等各领域的交流合作。 2 013年9月，总商会组织127人代表团赴四川成都参加第12届世界华商大会，藉由成都的窗口，开拓中国西部发展机遇。签署上述合作协议是总商会组团赴川考察后取得的实质成果之一。

魏宏在致辞中感谢总商会等社团和广大华商长期以来为中新友好与合作和两国经济发展做出的重要贡献，尤其在“5·12 ”汶川特大地震和“4·2 0 ”芦山强烈地震后对四川省灾区提供的大力援助。他表示，四川省欢迎并支持新加坡企业来川投资兴业，分享四川跨越发展所带来的新机遇、新商机。总商会蔡其生会长在合作备忘录签署仪式上表示：“总商会近来一直积极鼓励本地商家借力旗舰项

目，扬帆中国市场，善用已经搭建起来的合作平台。总商会与新川创新科技园签署了合作意向书，共同推动园区的发展。在合作协议之下，总商会将向会员公司推介创新科技园，鼓励新加坡企业积极参与园区的建设，把握投资机会。同时，科技园也将向总商会及时通报园区的最新发展情况，为会员商家提供亲商服务。另一方面，我们也呼吁四川商家加快到新加坡投资的步伐，以新加坡作为区域中心，辐射整个东盟市场。”

中国事务

China Affairs

后排：四川省人民政府省长魏宏（中）、中国驻新加坡大使馆经济商务处郑超公参（右二）、总商会蔡其生会长（左二）、四川省人民政府副秘书长薛康（左一）、总商会副会长钟声坚（右一）见证总商会副会长黄山忠（前排左）与四川省人民政府外事侨务办公室主任慕新海签署友好合作协议书。

四川省魏宏省长、中国驻新加坡大使馆经济商务处郑超公参、总商会蔡其生会长、四川省人民政府副秘书长薛康、总商会副会长钟声坚等在总商会主办的四川省与新加坡华商商务早餐会上，见证了总商会和四川省外事侨务办公室签署协议。双方的合作将以五大方面为导向：以中国西部国际博览会等四川省重大涉外活动为平台，总商会推动会员企业参会及考察四川投资环境，洽谈经贸投资合作。

双方共同建立高层互访机制，不定期组织双方负责人互访，增进了解，深化交流。

四川外事侨务办公室配合四川省有关部门，积极为总商会会员企业提供在川投资咨询服务。

双方共同建立信息交流机制，及时交换相关信息资料，相互进行宣传和推介，及时向对方提供有益于新加坡华商企业事业发展的相关信息，实现信息共享。

双方将在加强交流与合作的基础上，进一步探讨共同举办活动的可行性，不断拓展实质性的合作内容，努力使双方友好的合作在促进两地经贸发展中发挥更大作用。

运筹帷幄

Corporate Strategies

变革最大阻力是自己文：张宝诚

“改变”过程最大的阻力，不是钱、形象、名誉、人情，而是“自己”。

运筹帷幄

全球排名第一名的白色家电海尔集团张瑞敏首席执行长是当代令人佩服的经营者。日前，他应邀至美国华顿商学院 (The Wharton School)全球论坛发表演讲，在谈到海尔在互联网时代，遭受到很大的挑战：因传统制造是以企业为中心，属于卖方市场，但在互联网时代，企业与用户零距离，必须以用户为中心，必须是买方市场。所以，经营方式从大规模的制造转变成大规模的量身订做，直接冲击到海尔的营运模式。他曾经犹豫不决，不知该如何两全？也许诸位读者会问，经营者一呼百诺有何困难？然而，根据数据显示，2013年海尔集团全球员工人数为 86,000人，年营业额达1,803亿人民币，占全球零售9.7％的市占率。当变革会影响8万多名员工的生活以及背后的家庭，这就是一个会让领导人半夜睡不着的问题。人单合一双赢理论突破经营格局当时，张瑞敏不断反问自己几个问题。包括，海尔如何在互联网时代踏准经营的节拍？海尔要为顾客创造的价值是什么？最后他义无反顾地推动组织变革。张瑞敏的策略是改变传统上窄下宽的金字塔型的科层制度，鼓励有创意的员工，不要受限组织部门的约束，只要找到顾客就可自行创业，然后藉由海尔的品牌、通路为顾客提供各种增值的服务，实现利润中心并自主经营。除此之外，海尔也定期在组织内召开“创客大会”并引进创投专业顾问来协助员工评估创业风险。这项名为“人单合一双赢理论”策略让原本封闭性的组织系统，变成开放性组织系统，让众多的员工直接接触用户提供感动服务，再透过优化管理阶层，促使海尔减少7000名员工，但人均劳动率与所创造利润都显著地增长。张瑞敏在谈到这一段时，举《易经》“倾否，先否后喜”的卦象说，每个人都会自我封闭，封闭的最后就是

Corporate Strategies

每个人都会自我封闭，封闭的最后就是死亡。要改变自我封闭，就是自我颠覆，势必会经过一段很艰苦的过程，最后达到欣喜的局面。

死亡。要改变自我封闭，就是自我颠覆，势必会经过一段很艰苦的过程，最后达到欣喜的局面。

谦卑则是能够自省，从困难中学习，扩大自我的格局，从反省中获得新的启发与新的价值。

成功与卓越都是对与对的抉择张瑞敏执行长的说法，我心有戚戚焉。 “改变”过程最大的阻力，不是钱、形象、名誉、人情，而是“自己” 。人的本能都是喜欢逃避压力的，在每个人说长不短的人生旅程、职场生涯，维持现状、漠视危机，假装一切无事其实是最简单的选择。但领导者却注定不能闪躲、逃避，甚至能在风雨来之前，就要能明辨慎思、处变而有所变。第一个技巧是“专注做好一件事”。想成功的领导人，每天容易被各种小事纠缠，没时间思考、计划、沟通大事。这样拼命是自己很辛苦，部属也没有责任感，但个人与组织的资源有限，结果就是每件事都做了，但都是半调子。以我的经验，要专注在能带动企业未来成长的动力的人、事、物，以严格的标准做筛选，让组织的新知识、新技术、新思维，落实为具体的发展计划及创新行动。

正因为境随心转，在面对同仁心存疑虑、行动胆怯时，我一方面倾听与化解同仁的忧虑，一方面也从各种机会、场合来应证顾客的需求。在过程中，我们不断做，不断改，不断试，藉由 learning by doing 达到我们要的成果跟目标。

另一方面，中心多年为了提供顾客感动服务，让员工有更容易发挥的舞台，陆续推动许多流程制度的改变，每一次的改变，都有它的逻辑思考。有的是对业务做出取舍，有的是让同仁离开舒适圈，或多或少也造成一些伙伴的离开。当然，改变对同仁会形成一种压力，对我而言也是一个会让自己晚上睡不着的问题。所以，第二个技巧是保持“正向乐观”与“ 谦卑”的态度。因为，乐观是对未来永远抱持希望，不轻易被挫折击倒；

我认为，成功与卓越不是对与错的选择，而是对与对的抉择。每个领导人都是海上航行的船长，心中都挂着一张地图，知道要去那个港口，知道哪里能够停靠、补给，更知道要怎么闪躲暴风雨。但我深信卓越企业的领导人，他们更洞悉要达到目的地，就一定要冒着船倾梁倒的危险，穿越风暴巨浪，所以毅然决然校准船头、横跨海浪，向着内心的目标航行过去，一步一步地接近目标。

作者是中国生产力中心 (CPC) 总经理。总商会于2012年7月12日与台湾中国生产力中心 (CPC) 签署合作框架协议，充分发挥双方各自的优势，通过培训与交流，为两地企业开阔思路，提升技能，提高运作效率，搭建新加坡企业与台湾企业互动平台和桥梁。总商会与 CPC 在培训与研讨会、咨询服务、产品创新与开发和资讯共享等领域展开精诚合作，并互为对方在以上四个领域的当地唯一合作伙伴。

华商焦点

In the Lead

Dancing to the tune of “Innovation & Growth” : The 3rd Trade Association Congress By: Leonardo Wong

SCCCI held its 3rd Trade Association Congress on May 24 under the theme of “Partnership for Innovation & Growth”. The Singapore Chinese Chamber of Commerce and Industry (SCCCI) organised its 3rd Trade Association Congress on May 24 which was graced by Lim Hng Kiang, Minister for Trade and Industry; Teo Ser Luck, Minister of State for Trade and Industry; and representatives from the various Trade Associations. Building Relationships, Building Opportunities After a 4-year hiatus, the Trade Association Congress returns amidst a background of innovation and growth. This year’s congress saw an overwhelming response of support from 65 trade associations with 400 representatives in attendance.

Minister Lim Hng Kiang mingling with the crowd after a fruitful dialogue.

In SCCCI President Thomas Chua’s opening speech, he highlighted the importance of establishing and maintaining a healthy relationship with Trade Associations, the challenges they face in today’s dynamic business arena, the Chamber’s initiatives in educating SMEs on the benefits in automating their work processes, and the role it plays in bridging communications between the government and trade associations.

from two overseas Trade Associations - David Chang, Vice President of the National Association of Small and Medium Enterprises Taiwan, and Li King Hi, Honorary Chairman of the Hong Kong Jewellery and Jade Manufacturers Association. In particular, Mr Chang declared that a mindset change, embracing innovation and an enlightened service attitude, could help SMEs not only to overcome their challenges, but to triumph.

Embracing Innovation to Triumph The first half of the event featured a sharing session from invited speakers

The next panel discussion involved four local Trade Association representatives: Dr Andrew Tjioe, President of the Restaurant Association of Singapore;

Michael Yew, Deputy Chairman of SAAA@ Singapore; Phua Boon Huat, Honorary Secretary of the Singapore Furniture Industries Council, and Chua Wui Meng, President of the Victoria Street Wholesale Centre Merchants’ Association. Thomas Pek, Vice-Chairman of the Chamber’s Commerce and Industry Committee, moderated the lively discussion with the panelists and all participants. Stressing on the Importance of Communication, with the Government Leading by Example In MOS Teo Ser Luck’s opening address; he stated that in the midst of an economic restructuring, communication

华商焦点

In the Lead

Thomas Chua, SCCCI President (middle) and Lee Sze Leong, Chairman of Trade Association & Membership Affairs Committee (far right) sharing a picture moment with invited speakers after the congress. (From left): Chua Wui Meng, President of the Victoria Street Wholesale Centre Merchants’ Association; Michael Yew, Deputy Chairman from SAAA@ Singapore; Dr Andrew Tjioe, President from the Restaurant Association of Singapore; Thomas Pek, SCCCI Vice Chairman of Commerce and Industry Committee; Li King Hi, Honorary Chairman of the Hong Kong Jewellery and Jade Manufacturers Association; Phua Boon Huat, Honorary Secretary from the Singapore Furniture Industries Council; David Chang, Vice President of the National Association of Small and Medium Enterprises Taiwan

is key. He felt that the Trade Association Congress provides the perfect platform for the government to better understand the issues faced by the different Trade Associations. MOS Teo also complimented SCCCI’s efforts in helping SMEs improve their capabilities and increase their productivity through the many workshops and dialogue sessions organised. In tandem with government schemes like LEAD and IMAP, and a united and cohesive Trade Association community, he believed that the SMEs and Micro SMEs would scale greater heights in the coming future, especially in innovation and productivity. The second half of the congress featured a close-door dialogue session with Minister Lim Hng Kiang. As he addressed the crowd, he said that Singapore is expected to grow at a modest pace in the coming months due to strong competition and limited resources. He believed that only

by promoting innovation and increasing productivity could businesses triumph against the backdrop of any slowdown in the economy. Minister Lim further shared that the government has initiated many programmes like LEAD and IMAP; he felt that meetings like the TA Congress provided a great opportunity for the government to gather feedback from the ground on how relevant these programmes are. This would also allow the policy makers to better refine existing policies. Ultimately, the government wishes to work more closely with Trade Associations in identifying and managing the various issues faced by the different industries today. In the free flowing repartee that followed, issues like rental, insufficient manpower, high foreign worker levy, unfamiliarity with government policies, and the lack

of funding were raised by the different industry representatives. It was a productive hour which resulted in the Minister getting a better understanding of the many issues faced by Trade Associations, and which provided industry representatives with a better knowledge of the various government schemes available.

华商焦点

In the Lead

SCCCI’s 4 Recommendations to Tackle Challenges Faced by Trade Associations By: Leong Teng Chau

Prior to the 3rd Trade Association Congress on May 24 2014, SCCCI Economic Research Department conducted a survey of SCCCI’s Trade Association (TA) members to obtain relevant feedback on issues relating to TA Secretariat operations and development.

Overview of the 46 Trade Associations surveyed

46 2,800 15 2,800 15 46

TA members surveyed

0 22 22 0 Largest membership size

Largest secretariat staff strength

During the January-March 2014 period, a total of 46 TAs from amongst SCCCI’s 151 TA members were identified for an in-depth survey, to obtain feedback relating to TA Secretariat operations and development. The 46 TA members were selected to represent a mix of various sectors across the Singapore economy comprising manufacturing, construction and services sectors,

Smallest membership size

Smallest secretariat staff strength (outsourced secretariat)

and to represent TAs with varying Secretariat staff strengths. The survey findings and the associated recommendations were officially handed over to the Trade and Industry Minister Lim Hng Kiang, who is the Guest-of-Honour at the Trade Association Congress on May 24 2014.

华商焦点

Of the 46 TA members surveyed, the largest TA member had a membership size of 2,800 while the smallest had a membership size of 15. Among the 46 TA members, 39 (85 per cent) of them have their own secretariat staff with the largest secretariat numbering 22 staff. Seven (15 per cent) of the surveyed TAs had chosen to outsource their secretariat function.

In the Lead

The scope of the interview was based on the following:

Secretariat Structure & Staff

Government Support Schemes Secretariat Premises

Secretariat Finances Membership Size Secretariat Activities

Suggestions To Government

Scope For Outsourcing

Summary of survey findings Overall, while TA members acknowledged the government’s support in helping with the development of their respective industries and secretariat capabilities, through the Local Enterprise and Association Development Programme (LEAD) and the International Marketing Activities Programme (iMAP), the survey also surfaced several challenges faced by the TAs. As a response, SCCCI put forward the following recommendations for government’s consideration.

High cost of TA premises

Challenges in secretariat staffing

• Smaller TAs do not own premises • High rental environment deters the smaller TAs to get permanent premises • Under-utilised premises posed a financial burden for the TA

• Narrow/limited work scope poses a challenge to recruit good permanent staff • Continuous staff development is a key factor that can help TAs to recruit and retain staff

Recommendations Government can consider: • providing shared premises for the smaller TAs The bigger TAs can consider: • providing shared premises for the smaller TAs with government support

Overlapping Initiatives by Government Agencies • Government agencies should consider working through TAs to provide training that leads to skills certification • Government agencies at times undertake the same industry initiatives that TAs are doing (e.g. missions, industry conferences and industry awards) • Undermining TAs’ effort to build up their industry standing • Affected activities could be income generator for TAs

Recommendations Government can consider: • providing resources and funding support to help TAs develop their capabilities in industry development The bigger TAs can consider: • assisting the smaller TAs in their training and industry development initiatives

Recommendations Government can consider: • providing shared secretariat staff, and affordable and relevant training courses for TAs’ secretariat staff The bigger TAs can consider: • providing shared secretariat staff, and affordable and relevant training courses for TAs’ secretariat staff

Challenges in TA finances and lack of working capital Constrained by limited financing sources: • Most rely on membership fees, members’ voluntary contribution and sponsorships • Very few have other sustainable financing sources, e.g. from training, exhibitions, and rental income

Recommendations Government can consider: • extending PIC Cash Payout Option to TAs • providing 100% funding support to TAs to execute government-led initiatives (e.g. industry outreach initiatives and promoting government schemes) • providing 100% funding to support TA Secretariat expenses in executing industry development initiatives

华商焦点

In the Lead

Riding on Flagship Projects for a Smoother Sail into the China Market By: Samantha Lee

Running into its 3rd year, the Singapore-China Business Forum was organised by the Singapore Chinese Chamber of Commerce & Industry (SCCCI) with the hope of encouraging local businesses to leverage on Singapore’s six flagship projects in China in their China market ventures. “Riding on Flagship Projects” was the theme for the 3rd Singapore-China Business Forum held on June 5 at the SCCCI Auditorium. Besides providing a platform for businesses to share their experiences, the Forum also hopes to encourage interaction between the enterprises of both countries, and help SMEs to venture overseas. Addressing a crowd of 350 participants, President Thomas Chua said that since Singapore and China initiated the very first milestone project in the Suzhou

Industrial Park, both countries have accumulated a wealth of experience and established mutual rapport over the years. Thereafter, other similar projects have been established in Tianjin Eco-City, Guangzhou Knowledge City, ChinaSingapore Jilin Food Zone, SingaporeSichuan Hi-Tech Innovation Park and Sino-Singapore Nanjing Eco Hi-Tech Island. The collaborative projects between our two countries now exist across the whole of China, from the East to the West and North to the South. Besides reducing competition, each project with its unique

characteristics attracts different types of industries, providing a greater variety of industrial parks for Singapore enterprises keen on expanding into China. President Chua also likened these six projects to six mega cruise ships sailing in the vast oceans of the China market. If SMEs wish to reduce problems of navigating the China market, they can certainly utilise the advantages and conducive conditions of these huge liners. Since China’s emergence as a strong market economy, it has captured the

华商焦点

In the Lead

attention of many overseas businesses. However, as the competition stiffened, the cost of doing business has also increased in recent years. On this note, President Chua encouraged SMEs keen on breaking into the China market to work together as a team, supporting each other, pooling resources to overcome their limitations on resources. SMEs should also leverage on the platforms and resources created by the Singapore-China flagship projects. He added that the one-stop centre in Shanghai jointly initiated by International Enterprise (IE) Singapore and the SCCCI would also provide a full suite of advisory services to the SMEs. The forum consisted of two panel sessions. Representatives from Singapore’s six flagship projects in China – Bernard Teo Eng Hock, General Manager (Singapore Office) of China-Singapore Suzhou Industrial Park Development Group Co Ltd; Chua Kay Chuan, Deputy Chief Executive Officer, Business & Strategic Planning of Sino-Singapore Tianjin Eco-City Investment and Development Co Ltd; Chin Phei Chen, Chief Executive Officer of Sino-Singapore Guangzhou Knowledge City Investment and Development Co Ltd; Zhang Xiwen, Deputy Director of China-Singapore Jilin Food Zone; Federick Hu, General Manager of Sino-Singapore (Chengdu) Innovation Park Co Ltd; and Victor Lu Bin, Marketing Director of Sino-Singapore Nanjing Eco Hitech Island Development Co Ltd –were the distinguished panelists for the first panel. The moderator for the panel was Kow Juan Tiang, Group Director, Environmental & Infrastructure Solutions Group of IE Singapore. Their experiences in the diverse projects throughout China were insightful and useful to all present. The second panel, moderated by Kho Choon Keng, Group Executive Chairman of Lian Huat Group, consisted of three entrepreneurs from different backgrounds. Participants gained insights from Victor Foo, Chief Executive Officer of Digistore Solutions (S) Pte Ltd, Soo Ye Wah, Managing Director of Dou Yee International Pte Ltd, and Chan Wai Yin, Chief Executive Officer of NanoRad Pte Ltd. They spoke about their investment

Panelists from the second session were (left to right): Kho Choon Keng (moderator), Soo Ye Wah, Victor Foo and Chan Wai Yin.

experiences in China and discussed the various strategies, marketing, operations and management issues and situations faced by Singaporean businesses. With regard to the Singapore-China flagship projects and ventures, it was stressed that such mega projects need to take a long-term view. Besides acquiring the software and hardware needed, it was crucial to keep pace with market demands. As such, businesses should look further ahead and consider the significant impact of the projects in the long run, instead of being overly concerned and focused on short-term gains. Mr Chin cited the example of one-north, a business park in Singapore that houses research facilities and supports the growth of Biomedical Sciences, Infocomm Technology, Media, Physical Sciences and Engineering. While some may only notice the economic benefits brought by one-north in recent years, this 200-hectare development has been developing progressively in several phases, over a period of 20 years. In addition, Mr Lu also stated that the significance of Singapore-China flagship projects is not just about generating great economic benefits but more importantly, about building the strong ties of cooperation between Singapore and China.

In the later part of the programme, participants broke up into two groups and attended the seminar discussions conducted by Yonyou (Singapore) Pte Ltd and China-Singapore Jilin Food Zone respectively. The former discussed two topics, namely on managing the cash flow between Singapore and China, and Supply Chain Management and HR costing control, while China-Singapore Jilin Food Zone gave an introduction on its business model and strategies. It is hoped that the Singapore-China Business Forum would enable local SMEs to understand that unity is strength when venturing into China and that they should work as a team to leverage on each other’s advantages. With this in mind, hopefully more business would also be able to walk out of their comfort zone and gain confidence of bringing their businesses to a whole new level.

管理提示

Business Maxims

Re-examining Foundations, Building a Business of Excellence By: Huang Yifang

Re-examining Tiong Seng’s business foundations and processes led CEO Pek Lian Guan on a business excellence journey which catapulted the business to be at the top of its game.

Tiong Seng Contractors has come a long way from its early beginnings as an earthwork contractor to become a leading home-grown construction and civil engineering contractor harnessing cutting-edge construction technology. In 2013, the company received the Singapore Quality Award, making Tiong Seng the first construction company to receive the most prestigious award presented to organisations in recognition of world-class standards of performance excellence. Ground up Pek Lian Guan, CEO of Tiong Seng Contractors and the Chamber’s Council Member, armed with a passion for engineering coupled with a can-do attitude, joined Tiong Seng right after his graduation from university. Founded in 1959, the company was established by Mr Pek’s father together with three partners. “The company was established just before Singapore’s independence. Tiong Seng started off as an earthwork contractor; and over the years we moved from earthwork to civil engineering, and also into building construction. The company has grown and benefited from the development of Singapore,” said Mr Pek.

A fresh graduate with a degree in civil engineering in 1989, Mr Pek joined Tiong Seng upon graduation and served as a supervisor during his first project in the company. As a young employee, his father advised him to be humble, to listen, observe and seek advice from those on the ground. From his start in Tiong Seng, Mr Pek grew in experience and rose through the ranks in the company. The passion for engineering started early for Mr Pek. Since young, he had always been fascinated by earthwork equipment comprising big machinery. “As a child, I was very excited about machines – the excavators, the bulldozers. I thought to myself then that I wanted to be an engineer,” says Mr Pek with a smile. This passion followed through to his youth, leading him to pursue a degree at Loughborough University of Technology where he graduated with a Bachelor of Civil Engineering with First Class Honours. Receiving the Singapore Quality Award Today, Tiong Seng is renowned for its niche capabilities in technologies such as pre-cast and advanced formwork, and this has proven to be a winning strategy

to position the company ahead of its competition. Mr Pek’s vision during a trying time for the construction industry during the Asian Financial Crisis in 1997 was crucial to breathing new life into the business processes of the organisation. “When I started work in 1990, the construction industry was starting to pick up. However, in 1997 the Asian Currency Crisis affected the construction industry and it went back into the doldrums. In 2000-2001, many construction companies had to fold because there were simply no job opportunities around. It was not easy to secure projects at that time. “ “We were looking out for what we could do to reinvent ourselves and we came across the Singapore Quality Class (SQC) Framework. It is a good framework that addresses many fronts of business excellence in companies including leadership and process management. We decided to adopt the framework to see if it could give us some new inspiration. We started adopting the framework in 2001 and received the SQC certification in 2002. The framework helped to change the mindset and behaviour of our organisation,” said Mr Pek.

管理提示

Business Maxims

In the past, we have been relying on a low-cost workforce and this is not going to be the case going forward as labour cost will continue to increase. There are a lot of technologies today which can help improve productivity.

Embarking on the quest for quality made the company re-examine its foundations and discover innovative and effective methods to elevate Tiong Seng to a different playing field from its competitors. Apart from providing competitive pricing, Tiong Seng wanted to differentiate their production processes and quality from their peers. “We started to look at how we could do construction in more innovative ways so that we could move away from the traditional methods, and also analysed how we could gain more knowledge. We began to evaluate and identify people with the best practices in the industry and looked at the means in which we could work with them. Since then, we have forged a number of partnerships. We currently have partnerships with top companies such as Kajima from Japan, Samsung from Korea, and Peri, a top formwork company from Germany. We started to execute construction projects differently from our competitors and began to adopt pre-cast and advanced formwork technologies, and use Building Information Management (BIM). The adoption of these various forms of construction technologies allow us to compete on a different cost structure within a tight economy.” The company’s business excellence journey has led Tiong Seng to establish their niche pre-casting and advanced formwork capabilities. Since discovering the Singapore Quality Class framework, the company has garnered the Singapore Quality Class certification in 2002, Singapore Quality Star and Innovation Class in 2012, and the highly prestigious Singapore Quality Award in 2013. Dismantling tradition to be at the forefront of innovation One important development for Tiong Seng was the completion of the S$36 million Tiong Seng Prefab Hub in May 2012. The company was the first in Singapore to establish an automated pre-cast facility for manufacturing pre-cast components. The hub houses the company’s pre-cast and advanced formwork technologies, and is also used as a learning centre for the company to

管理提示

Business Maxims

conduct training. In addition, the workers’ quarters and facilities are also located in the hub. The two unique aspects of this first-ofits-kind facility was the effective use of land space and the automated pre-cast production capabilities. “Traditionally in the past when we did pre-casting, we have always said that we needed a big piece of land as a lot of concrete is needed. As contractors, our need for land is usually quite extensive, be it for pre-casting or logistics or advance formwork system. Rather than having a large piece of flat land in space constraint Singapore, we decided that we can better optimise the efficiency of the site by stacking up the production vertically,” shares Mr Pek. “We intensified the use of the land by dismantling the traditional idea that pre-casting could only be done on the ground floor as we now do our pre-casting on the second floor.” The efficient use of land by Tiong Seng has been lauded by the government, especially in light of the prevailing land scarcity issue in Singapore.

labour requirements by 30 to 40 per cent. The quality of the product is also better than those created manually. In addition, workers are able to work under a sheltered area which not only ensures their safety but enhances their productivity.” Every project a memorable one Mr Pek says that every project is significant and memorable to him as the team prides itself in finding new accomplishments for every project. He, however, shares that the first project upon joining Tiong Seng as a supervisor would remain one that is close to his heart. “If I were to look back, the most memorable project to me would be my first project when I was working as a supervisor. Those were the days when I learnt a lot from the people at the site, including the sub-contractors. When you get down to the ground, the people are very willing to share their knowledge with you, and you also get to understand the rationale behind their methods. There are many lessons I learnt which helped me to understand our previous problems and ensure that we do not repeat our mistakes.”

Secondly, pre-cast automation is an integral aspect of the hub. Most of the projects executed by Tiong Seng are achieved through the use of pre-cast technology. One of Tiong Seng’s noteworthy construction projects is the PARKROYAL on Pickering hotel – an architectural icon with sophisticated curves and elegant design. The complex building design was successfully constructed with pre-cast technology. “It would be extremely difficult if done in-situ. There is a circular staircase in the hotel which was done with pre-cast rings. A lot of technology was used in the project and we are very happy with the results,” adds Mr Pek.

Drawing inspiration to make fundamental changes With the increasing need for productivity and efficiency in the current economy, Mr Pek has this advice to give fellow businesses looking to strengthen their business strategies. “I really like the SQC and SQA framework, and if any company wants to make fundamental changes they should look at the framework and adopt it. On the productivity front, there are many ways to do things in a productive manner. In the past, we have been relying on a low-cost workforce and this is not going to be the case going forward as labour cost will continue to increase. There are a lot of technologies today which can help improve productivity,” he shares.

Pre-cast technology has been highly beneficial to Tiong Seng’s business process. “In the past, everything was done manually, hence highly labour-intensive. However, we brought in an automation plant from Germany and integrated it with Building Information Management software. The design is done on computers which are fed into the production plant which plots out the profile of the pre-cast panel. The automated process allows us to reduce

Mr Pek says that drawing inspiration and learning from others is key to improving business processes. “My advice is to look outward. I attend a lot of trade exhibitions and join many learning trips to see what people are doing, especially outside of Singapore. If there are people out there who have already walked through what we are going through, we can learn from their experiences to make our own learning process effective.”

区域经济

Regional Files

Investment Opportunities in Taiwan brought about by ASTEP By: Huang Yifang, Samantha Lee

ASTEP, the economic partnership agreement between Singapore and Taiwan, was signed on November 2013 and came into effect on April 19 2014. Not long after ASTEP came into effect, SCCCI President Thomas Chua led a business mission to Taipei and Kinmen on May 4-9 to explore the investment potential in Taiwan for Singapore companies. The SCCCI organised a 50-member business mission represented by 38 companies to Taipei and Kinmen on May 4-9 2014. This mission is the first business mission after the ASTEP (Agreement between Singapore and the Separate Customs Territory of Taiwan, Penghu, Kinmen and Matsu on Economic Partnership), the economic partnership agreement between Singapore and Taiwan that was signed in November 2013, came into effect on April 19 2014. The business mission was organised in view of the immense potential for Singapore companies either doing business in this important market of 23 million, or exploring partnership with Taiwanese companies. Leading the business mission, SCCCI President Thomas Chua said, “We envisage much untapped territory worth exploring in this vast market. ASTEP will liberalise trade in goods and services, and this business mission will provide more insight into how our private sector from Singapore can effectively use ASTEP to enter the Taiwanese market. We could also explore partnering Taiwanese companies.” While in Taipei, the delegation met with the Ministry of Economic Affairs and visited the Taiwan External Trade Development Council (TAITRA).Visits to renowned institutions such as the China Productivity

Delegates learning about the developments at the Industrial Technology Research Institute.

Center and the Industrial Technology Research Institute saw delegates pursue new ideas pertaining to productivity, innovation and technology. In addition, the delegation visited several Industrial and technology parks to view and understand the operations of Taiwanese enterprises. These included Nankang Software Park, Songshan Cultural and Creative Park, and Taoyuan Youth Industrial Park. After Taipei, part of the delegation moved on to Kinmen County, in a separate sector

and last leg of the itinerary, where they gained insights of the economic conditions and development plans in Kinmen. Prior to the trip, the Chamber also conducted a CEO Breakfast Talk on April 15. The breakfast talk featured Jason Lin, Partner, Cross-Border Listing in Taiwan Project, KPMG; and Nelson Lim, Managing Director, JP Nelson; who shared their insights on ASTEP and investment experience in Taiwan respectively. The talk was moderated by SCCCI Vice-President Lau Tai San.

区域经济

Regional Files

WHAT IS ASTEP? ASTEP is a high quality comprehensive agreement that covers the following key areas: Elimination of import duties and taxes improved market access for trade in services and establishment

robust disciplines on competition policy Protection of intellectural property rights

recognition of importance of electronic commerce

more government procurement opportunities

ASTEP

tackling technical and non-tariff barriers to trade

Enhanced cooperation in customs and trade facilitation matters

Business Opportunities Brought by ASTEP Singapore businesses will benefit from improved commitments from Chinese Taipei in services such as

Telecommunications Energy production

Singapore suppliers will also be treated on an equal footing with local suppliers and granted access to local procurment contracts of all the five Special Municipalities, as well as government projects in the following areas:

Waste water Management urban solutions

Maritime and road transport Entertainment SportS and recreation

infrastructure development computing services

区域经济

Regional Files

When “People” is the key to success: CEO Productivity Mission to Japan By: Samantha Lee

The CEO Productivity Mission to Japan was organised by SCCCI to allow C-suite representatives to learn from leading and unique Japanese organisations, strengthening their competitive edge and improving productivity of local businesses.

Like Singapore, Japan faces an ageing population, shortage of manpower and high labour cost, but the Japanese enterprises are taking all these challenges in their stride. In fact, through innovation and the right mindset, Japan emerged with the second biggest presence in the 2013 Forbes Global 2000 list, with a total of 251 companies topping the charts as the biggest, most powerful listed companies in the world. With the aim of strengthening the competitive edge and improving the productivity of local businesses, 34 C-suite members embarked on a business mission to Japan led by council member Tay Khiam Back on April 21-24 2014. Through this trip organised by SCCCI and supported by SPRING Singapore, delegates were intent on gaining insights from Japanese companies on their innovation and productivity concepts and management practices. The programme was kick-started with a lecture by Kazuteru Kuroda, General Manager of Japan Productivity Centre, who explained the background of the Japanese business landscape ranging from micro-business, SMEs to large conglomerates by providing a general overview of the Japanese consumers.

Delegates also attended a lecture by Masanobu Baba, Representative Director of Business In Asia Association (BIAA), who shared about “Hot Ventures in Japan: New business cases now in progress”. The delegates then went on to visit Maeda Corporation – a comprehensive building and civil engineering international contractor which was established since 1919 – to learn about their Fantasy Marketing department. Not only were the delegates awed by how the introduction of innovative activities related to the company’s core business could bring out the innate talent of an individual and trigger interest in potential talents to join a “difficult” industry amongst other benefits, they were also inspired by the powerful effect of having a shared value (that is not profit making) amongst people– bringing unity and motivation to work. The visit to All Nippon Airways (ANA) was an eye-opener for the delegates who realised the secret behind the success of Japanese companies – employee satisfaction. Satoshi Unagami, manager of Planning and Administration, CS promotion, shared that ANA is a customer-oriented airline and all operations within the airline centred on

区域经济

Regional Files

A 34-member delegation led by council member Tay Khiam Back embarked on a business mission to learn from Japanese organisations.

creating the highest value possible for customers who are vital in building a strong brand and cultivating customers’ loyalty. However, they believe that maximum customer satisfaction can only be achieved when employees are happy and satisfied. Thus, ANA is committed in creating a happy working environment for their employees through educating and looking into their wellness and welfare. This would in turn create a happy environment for the customers. This sentiment was also echoed by many Japanese companies, including Kohoen Social Community Service – a nongovernment healthcare organisation that provides eldercare and childcare to the community and Negishi Food Service. “A business will eventually hit a stalemate if it remains solely profit–oriented,” and with this in mind, Eiji Negishi, Chief Executive Officer of Negishi Food Service, changed his business strategy, transforming it into a people-oriented business, ensuring satisfaction for everyone from his customers, employees, suppliers and the community which was key to the growth of his business. Besides being well-known for its staffing services, Pasona Group Inc., a global professional recruitment consultancy, the management’s effort to establish an all-rounded support structure that

encompasses work, employee welfare benefits, healthcare, lifestyle advice and consulting services for every employee was also worth learning from. However, being welcomed by Pasona’s own office farm was what surprised the delegates the most. From the reception area to the meeting rooms and even the staff cafeteria, different types of plants, fruits or vegetables were being cultivated, maintained and harvested by their employees. The reason behind it? To encourage social interaction among employees leading to better teamwork on the job and to provide them with a sense of responsibility and accomplishment in growing and maintaining the crops which would be prepared and served at the cafeteria. The delegates were definitely fascinated by this interesting and fresh concept. The highlight of the productivity mission was the presentations by different groups of delegates at the end of the trip when they discussed and exchanged pointers gained. It proved to be an eye-opening experience for the delegates who felt that the Japanese spirit of overcoming challenges was admirable and something worth learning from. The Japanese had also showed them innovative ways to improve customer and employee satisfaction by creating a happy and productive environment through careful

planning. In addition, the delegates learnt ways to introduce the spirit of innovation back into their organisations. The mission generated much positive feedback from the delegates. Stemming from the valuable ideas and inspirations gained through the trip, we hope that delegates would be inspired to become visionary leaders who could not only lead local businesses in overcoming challenges and scaling greater heights, but also attract fresh talent to their respective industries.

It is important to recognise and value employees however small the role they may play. Constant engagement and various incentives, not necessarily monetary incentives, are tips to having happy employees and retaining talent.

国会里的企业心声

Business Voice in Parliament

Working towards a Medishield life that is win-win for both employees and businesses SCCCI’S Immediate Past President and NMP Teo Siong Seng represented the interests of the business community at the debate of recommendations of MediShield Life Review Committee in Parliament on July 8. Mr Teo’s full speech is reproduced in this issue for our readers.

国会里的企业心声

Business Voice in Parliament

The business community supports MediShield Life, as the objective is to address rising healthcare costs in the longer term in the midst of an ageing workforce. However, at the same time, our business environment needs to remain conducive, and businesses need to grow and be profitable so that they can contribute to our tax revenue.

In the light of an ageing population and rising healthcare costs, the business community is supportive of MediShield Life, especially in helping the lower income and ageing workforce to enjoy a national health insurance scheme that comes with better benefits and coverage than the current MediShield, and at an affordable cost.

Today, businesses are already struggling with rising operating costs, including manpower, rental and various compliance costs. We must also bear in mind that any social scheme, once implemented, is very hard to reverse!

Surely, businesses competing for talent must meet the rising expectations of employees. However, the Government must also take into account the ever-rising cost of doing business in Singapore. Last Friday, the Government announced that, from January next year, most civil servants will get an extra 1 percent of monthly salary paid into their Medisave accounts, with those earning less getting more. This is over and above the additional 1 percent employers’ contribution to workers’ Medisave accounts announced in this year’s Budget. This will invariably put more pressure on employers!

The Government has accepted the recommendations of the MediShield Life Review Committee and will spend $4 billion over five years, to go towards subsidies and financial assistance of this new scheme. MediShield Life will be introduced by the end of next year. All Singaporeans will receive transitional subsidies for the first four years. Lower to middle income households will also receive premium subsidies.

We should also take note that many businesses, especially the SMEs, are

currently undergoing economic restructuring, and having to manage increase in wages and rentals. As it is, manpower cost is already a top cost component for many SMEs. MediShield Life will result in higher premiums which will be borne by individuals. In the first four to five years after it is launched, the Government has committed to provide subsidies so that premiums will remain affordable. This, therefore, reduces the need for workers to look towards their employers to bear the costs. However, what happens after these four to five years and when the subsidies end? Will workers start to look at their employers to bear the cost instead? On a related note, the Government has been encouraging employers to re-hire older and mature workforce past their retirement age. But with older workers, healthcare costs would rise. This would be an additional cost on employers, especially the SMEs. How could the Government help to cushion this cost, if businesses are urged to re-hire older workers?

国会里的企业心声

Business Voice in Parliament

Businesses may prefer to have the flexibility of deciding whether they wish to adopt the proposed Portable Medical Benefits Scheme. Meanwhile, the business community would welcome any government financial assistance to help incentivise and facilitate them to make the switch, if they are interested to do so.

Following the acceptance of the Committee’s recommendations, the Government said it would now study how best to implement MediShield Life. As it is, it is not easy for many people to thoroughly understand this scheme. I am one of them! In this regard, I am happy to note that MOH has indicated that over the coming year, the Government will step up efforts to reach out to Singaporeans to help them understand this scheme, and that there are many other avenues to seek help. I am sure the Singapore Business Federation, the many Chambers and other trade associations can also help to reach out to the employers. Next, the Committee is also advocating the Portable Medical Benefits Scheme. Under a portable scheme, a company makes contributions to an employee’s Medisave account. The employee then uses the funds to buy MediShield Life or an Integrated Shield Plan offered by a private insurer, if he wishes to have further enhanced coverage and even better benefits. As the insurance coverage is not company-centric, employees can continue to be insured and have the same benefits, even if they change jobs. With more companies and workforce joining such a proposed scheme, it may bring down the premium rates over time. This remains to be seen. In addition, in view of the new MediShield Life, I understand that MOH has indicated that it will work with private insurers to review their existing plans. This

is important, so that the two can better complement, and we can optimise our spending on healthcare insurance. With more enhanced benefits provided under MediShield Life, businesses might now be driven to review their employerprovided medical benefits to minimise duplication in coverage and benefits. Businesses may still regard their own group medical benefits as more tailored to their staff profile, relatively cheaper, and as part of a complete package to attract and retain talent. Therefore, businesses may prefer to have the flexibility of deciding whether they wish to adopt the proposed Portable Medical Benefits Scheme. Meanwhile, the business community would welcome any government financial assistance to help incentivise and facilitate them to make the switch, if they are interested to do so. With better coverage and benefits, there is, however, the tendency for people to overconsume healthcare services, which are becoming more costly over time. Everyone should take personal responsibility of their own health, and reduce over-consumption of healthcare services, so that overall healthcare cost can be controlled. On this front, businesses can help to ease rising healthcare costs by promoting a healthier lifestyle. Businesses can help to further promote and embrace worklife balance at the workplace, including

planning for healthy activities for their workers. Another practical activity businesses can consider is to organise health screenings for their workers. Early detection of health issues can keep healthcare costs in check. In this way, the Government, businesses and individuals can all play their part to moderate the demand for healthcare services, which in turn can keep the healthcare costs from spiralling upwards. In conclusion, I hope introducing MediShield Life would not add on to even more business costs. I hope that going forward, it would still be a key government priority to maintain a pro-business environment for businesses to survive and thrive. With that, I support the motion.

总商会为您加油、助力！ Seize Opportunities Increase Business Mileage 商会时讯

Chamber Community

总商会各项目专才为您提供以下协助： Tap on SCCCI’s expertise: 政府援助计划

培训

进军海外

商业咨询服务 • 中小企业中心

海外培训团 • 工商业发展部

中国市场 • 新加坡企业中心

86-21-5208 2710  weekhee@sccci.org.sg

6337 8381

资讯科技方案 • 中小企业资信资源中心

语言、商业培训 • 总商会管理学院

6337 8381

6334 1080

国际市场 • 工商业发展部

6337 8381

投资海外专业培训 • 总商会管理学院

Government Assistance Schemes Business advisory • SME Centre@SCCCI 6337 8381 ICT adoption • SIRC@SCCCI 6337 8381

更多资讯 Find out more: 6337 8381

Training Overseas productivity training • Commerce & Industry Development Department 6337 8381 Language and business training • Singapore Chinese Chamber Institute of Business 6334 1080

加入我们 Join us: member@sccci.org.sg

6334 1080

Venture Abroad China ventures • IE-SCCCI Singapore Enterprise Centre 86-21-5208 2710  weekhee@sccci.org.sg Global ventures • Commerce & Industry Development Department 6337 8381 Training to venture abroad • Singapore Chinese Chamber Institute of Business 6334 1080

一键之间、商机涌现那些日理万机、忙忙碌碌、飞不停的…，都在看我们的《华商》。一个键、三秒内，电子版《华商》让忙碌的您随时随地，把握总商会的动态、总商会的人脉。

Scan to access Chinese Enterprise online or visit www.sccci.org.sg

For Those on the Go. CEOs, managing directors, key management staff and decision-makers are all reading Chinese Enterprise. Stay in the know on how SCCCI can help you scale greater heights – any time, anywhere.

《华商》为您的商业资讯创造更大价值！ Advertise with Chinese Enterprise and reach key business community representatives: 6337 8381 cnp@sccci.org.sg

孟繁秋中国｜新加坡中国航油(新加坡)股份有限公司 CEO APEX-C 第十八班，2009

谷中强台湾联发科技新加坡私人有限公司总经理 APEX-C 第十九班，2010

左海滨中国｜新加坡青建地产有限公司董事总经理 APEX-C 第十九班，2010

林培熙台湾曜越科技董事长 APEX-C 第十九班，2010

亚太高层企业主管硕士学位课程亚太EMBA硕士学位课程亚太高层企业主管硕士学位课程亚太高层企业主管硕士学位课程新加坡国立大学管理学院中文授课 EMBA 新加坡国立大学管理学院中文授课 EMBA

中国航油(新加坡)股份有限公司 CEO CEO 中国航油(新加坡)股份有限公司 CEO APEX-C 第十八班，2009 APEX-C CEO 第十八班，2009 亚太EMBA 第十八班, 2009 APEX-C 第十八班，2009

孟繁秋中国中国｜｜新加坡新加坡孟繁秋孟繁秋中国｜新加坡

孟繁秋中国 I 新加坡中国航油(新加坡)股份有限公司中国航油(新加坡)股份有限公司

谷中强台湾台湾谷中强联发科技新加坡私人有限公司谷中强台湾联发科技新加坡私人有限公司总经理中国张栩总经理联发科技新加坡私人有限公司总经理《中外管理》杂志社有限责任公司 APEX-C 第十九班，2010 APEX-C 总经理第十九班，2010 亚太EMBA 第十九班, 2010 中外名家讲习堂副社长兼总经理 APEX-C 第十九班，2010 APEX-C 第十九班，2010 谷中强台湾联发科技新加坡私人有限公司执行董事中国航油(新加坡)股份有限公司 APEX-C第十九班，2010 第十九班，2010 APEX-C 董事总经理亚太EMBA 第十九班, 2010 CEO APEX-C 第十九班，2010 APEX-C 第十八班，2009

左海滨中国中国｜｜新加坡新加坡左海滨左海滨中国｜新加坡青建国际(南洋)集团发展有限公司董事总经理孟繁秋中国｜新加坡董事总经理青建地产有限公司

左海滨中国 I 新加坡青建地产有限公司青建地产有限公司懂事长联发科技新加坡私人有限公司 APEX-C第十九班，2010 第十九班，2010 APEX-C 董事长亚太EMBA 第十九班, 2010 总经理 APEX-C 第十九班，2010 APEX-C 第十九班，2010

林培熙台湾台湾林培熙曜越科技林培熙台湾曜越科技董事长谷中强台湾董事长曜越科技

林培熙曜越科技台湾

集团懂事长曜越科技 APEX-C第十九班，2010 第十九班，2010 APEX-C 集团董事长董事长亚太EMBA 第十九班, 2010 APEX-C 第十九班，2010 APEX-C 第十九班，2010

陈美雄新加坡新加坡陈美雄力业女佣集团陈美雄新加坡力业女佣集团集团董事长林培熙台湾集团董事长力业女佣集团

陈美雄新加坡力业女佣集团

黄国芬台第一化妆品副总经理 APEX-C 第十

陈美雄新加坡力业女佣集团集团董事长 APEX-C 第十九班，2010

2013年课程开学日期 : 7月2日

副总经理青建地产有限公司 APEX-C第十八班，2009 第十八班，2009 APEX-C 副总经理亚太EMBA 第十八班, 2009 董事总经理 APEX-C 第十八班，2009 APEX-C 第十九班，2010

黄国芬台湾台湾黄国芬第一化妆品厂股份有限公司黄国芬台湾第一化妆品厂股份有限公司副总经理左海滨中国｜新加坡副总经理第一化妆品厂股份有限公司

黄国芬台湾第一化妆品厂股份有限公司

黄国芬台湾第一化妆品厂股份有限公司副总经理 APEX-C 第十八班，2009

中文EMBA课程办公室。中文EMBA课程办公室。奖学金发放的规定，同时遵循大学对参加AMP课程学习的安排

* 校方有权在没有预先通知的情况下调整课程安排

奖学金发放的规定，同时遵循大学对参加AMP课程学习的安排

件可申请SPRING Singapore学费赞助* ，详情请咨询学习安排在最大程度上减少对工作的影响, 是繁忙高管的最佳学习选择学习安排在最大程度上减少对工作的影响, 是繁忙高管的最佳学习选择 * 校方有权在没有预先通知的情况下调整课程安排 *申请者须符合NUS亚太EMBA录取要求和SPRINGSingapore对其 Singapore对其 n 学习安排在最大程度上减少对工作的影响, 是繁忙高管的最佳学习选择学制17个月，在六个学段中采取密集型上课方式，每三个月上课二周， *申请者须符合NUS亚太EMBA录取要求和SPRING 中文EMBA课程办公室。奖学金发放的规定，同时遵循大学对参加AMP课程学习的安排 * 校方有权在没有预先通知的情况下调整课程安排奖学金发放的规定，同时遵循大学对参加AMP课程学习的安排校方有权在没有预先通知的情况下调整课程安排学习安排在最大程度上减少对工作的影响, 是繁忙高管的最佳学习选择 *申请者须符合NUS亚太EMBA录取要求和SPRING Singapore对其 **校方有权在没有预先通知的情况下调整课程安排

网站 *申请者须符合NUS亚太EMBA录取要求和SPRING Singapore对其电邮电话电邮 ::: : 奖学金发放的规定，同时遵循大学对参加AMP课程学习的安排

: ape apexc.nus.edu apexc@nus.edu.sg +65 6516 8656 | 6516 电邮 8496 apexc@nus.edu.sg 电话 : +6 电邮::: +65 apexc@nus.edu.sg 电话 +65 6516 8656 8656 || 6516 6516 8496 8496 电话 6516 电话 : +65 6516 8656 | 6516 8496

Proud to be a member of

Proud to be a member of Proud to be a member of

Proud to be a member of

NUS亚太EMBA课程荣获《金融时报》程设置，内容聚焦亚太区经济发展和管理主题，培养企业领导 2011年全球EMBA排行榜第19名济环境下的“国际观” 课程特色课程特色课程特色 2013年课程开学日期 : 7月2日 2013 2013年课程开学日期 : 7月2日学院所获得的专业认证资格： NUS亚太EMBA课程荣获《金融时报》 NUS亚太EMBA课程荣获《金融时报》 NUS亚太EMBA课程荣获《金融时报》 n 国际化课程设置，内容聚焦亚太区经济发展和管理主题，培养企业领导大陆、港澳台及东南亚不同地区和商业领域的业界精英面对面课程特色 n 国际化课程设置，内容聚焦亚太区经济发展和管理主题，培养企业领导 n 国际化课程设置，内容聚焦亚太区经济发展和管理主题，培养企业领导 2013年课程开学日期 : 7月2日 NUS亚太EMBA课程荣获《金融时报》 2011年全球EMBA排行榜第19名 2011年全球EMBA排行榜第19名人在新经济环境下的“国际观” 2011年全球EMBA排行榜第19名人在新经济环境下的“国际观” n 人在新经济环境下的“国际观” 国际化课程设置，内容聚焦亚太区经济发展和管理主题，培养企业领导磋；丰富的学员经验分享和互动学习体验，创造EMBA课堂学学院所获得的专业认证资格：学院所获得的专业学院所获得的专业认证资格：支持NUS EMBA项目！ 2011年全球EMBA排行榜第19名 n 来自中国大陆、港澳台及东南亚不同地区和商业领域的业界精英面对面 n 来自中国大陆、港澳台及东南亚不同地区和商业领域的业界精英面对面人在新经济环境下的“国际观” n 来自中国大陆、港澳台及东南亚不同地区和商业领域的业界精英面对面价值，建立强劲的国际人脉网络欢迎咨询: 学院所获得的专业认证资格：课程学费赞助高达70%* 交流、切磋；丰富的学员经验分享和互动学习体验，创造EMBA课堂学交流、切磋；丰富的学员经验分享和互动学习体验，创造EMBA课堂学 n 交流、切磋；丰富的学员经验分享和互动学习体验，创造EMBA课堂学来自中国大陆、港澳台及东南亚不同地区和商业领域的业界精英面对面五个地点采取移动课堂的方式教学，配合专题性参访行程，使支持NUS EMBA项目！支持NUSEMBA项目！ EMBA项目！支持NUS 亚太高层企业主管硕士学位课程办公室习的附加价值，建立强劲的国际人脉网络习的附加价值，建立强劲的国际人脉网络交流、切磋；丰富的学员经验分享和互动学习体验，创造EMBA课堂学习的附加价值，建立强劲的国际人脉网络新加坡中小企业(SMEs)高管报名亚太EMBA，如符合条欢迎咨询: 欢迎咨询: 课程学费赞助高达70%* 员在分享中学习、见识和比较，从而反思和提升欢迎咨询: 欢迎咨询: 课程学费赞助高达70%* 课程学费赞助高达70%* 支持NUS EMBA项目！ n 在亚太区五个地点采取移动课堂的方式教学，配合专题性参访行程，使 n 在在亚太区五个地点采取移动课堂的方式教学，配合专题性参访行程，使亚太区五个地点采取移动课堂的方式教学，配合专题性参访行程，使习的附加价值，建立强劲的国际人脉网络件可申请SPRING Singapore学费赞助* ，详情请咨询 n 网站 : apexc.nus.edu 亚太高层亚太高层企业主管硕士学位课程办公室欢迎咨询: 亚太EMBA硕士学位课程办公室如符合条亚太高层企业主管硕士学位课程办公室个月，在六个学段中采取密集型上课方式，每三个月上课二周，课程学费赞助高达70%* 新加坡中小企业(SMEs)高管报名亚太EMBA，如符合条新加坡中小企业(SMEs)高管报名亚太EMBA，企业家学员在分享中学习、见识和比较，从而反思和提升新加坡中小企业(SMEs)高管报名亚太EMBA，如符合条企业家学员在分享中学习、见识和比较，从而反思和提升中文EMBA课程办公室。 n 企业家学员在分享中学习、见识和比较，从而反思和提升在亚太区五个地点采取移动课堂的方式教学，配合专题性参访行程，使件可申请SPRING Singapore学费赞助* ，详情请咨询网站 : ape 件可申请SPRING Singapore学费赞助*，详情请咨询，详情请咨询电邮 : apexc@nus.edu.sg 亚太高层企业主管硕士学位课程办公室网站 apexc.nus.edu 件可申请SPRING Singapore学费赞助* 在最大程度上减少对工作的影响, 是繁忙高管的最佳学习选择 n 学制17个月，在六个学段中采取密集型上课方式，每三个月上课二周，网站 :: apexc.nus.edu *申请者须符合NUS亚太EMBA录取要求和SPRING Singapore对其新加坡中小企业(SMEs)高管报名亚太EMBA，如符合条 n 学学制17个月，在六个学段中采取密集型上课方式，每三个月上课二周，制17个月，在六个学段中采取密集型上课方式，每三个月上课二周，中文EMBA课程办公室。企业家学员在分享中学习、见识和比较，从而反思和提升 n

《中外管理》杂志社有限责任公司中外名家讲习堂副社长兼总经理中外名家讲习堂副社长兼总经理《中外管理》杂志社有限责任公司中外名家讲习堂副社长兼总经理 APEX-C第十九班，2010 第十九班，2010 APEX-C 中外名家讲习堂副社长兼总经理亚太EMBA 第十九班, 2010 APEX-C 第十九班，2010

张栩中国《中外管理》杂志社有限责任公司

张栩中国中国张栩《中外管理》杂志社有限责任公司张栩中国

新加坡国立大学商学院中文授课新加坡国立大学管理学院中文授课 EMBA 新加坡国立大学管理学院中文授课 EMBA

中国外管理》杂志社有限责任公司名家讲习堂副社长兼总经理 X-C 第十九班，2010

NUS AD