华商 Chinese Entrepreneur Issue 18 2024

专访陈炜耀

Interview with Chin Wei Yao

探索人类与AI的合作

AI: The Trusted Ally

WILL BETTER ‘MADE IN CHINA’ PRODUCTS SOLVE CHINA’S ECONOMIC PROBLEMS?

China looks set to drive its economy by focusing on boosting production, industrial upgrade and promoting “new quality productive forces”. However, there are concerns that a move in this direction could lead to overproduction, impacting global markets. Lianhe Zaobao correspondent Yang Danxu looks into the matter.

YANG DANXU

Beijing Correspondent, Lianhe Zaobao

Translated by Grace Chong, Candice Chan

After the term “new quality productive forces” became popular in China, a friend sent a message about the boss of baijiu merchant Wuliangye ( 五粮液) saying that the baijiu industry is an important vehicle for the development of new quality productive forces.

I found online that in January this year, the town of Maotai in Guizhou had already claimed that it was developing new quality productive forces through science and technology innovation. My friend joked, “Is baijiu also turning into a tech product?”

RISK OF EXPLOITING CONCEPTS

Tracing back, the term “new quality productive forces” was first mentioned by Chinese officials in September last year. The Chinese media had reported that during Chinese Communist Party General Secretary Xi Jinping’s visit to Heilongjiang, he called for resources for science and technology innovation to be integrated in order to guide the development of strategic emerging industries and future industries, and form new productive forces.

During the Two Sessions in March, the term “new quality productive forces” was written into the government work report for the first

Employees work on an assembly line producing wheel loaders at a factory in Qingzhou, Shandong province, China, on 17 January 2024. (AFP)

... the generalisation and exploitation of concepts, as well as the waste and misallocation of resources, could become new problems.

time. “Striving to modernise the industrial system and developing new quality productive forces at a faster pace” was also listed as a top priority for the Chinese government this year.

Like the many slogans proposed by Chinese officials, “new quality productive forces” also sounds very abstract, but this did not hinder it from becoming a new buzzword. During the Two Sessions, National People’s Congress deputies and Chinese People’s Political Consultative Conference members would mention the term from time to time. Subsequently, local government officials and state media outlets also actively promoted this new concept.

Chinese President Xi Jinping (front, right) and Premier Li Qiang (front, left) arrive for the opening session of the National People’s Congress (NPC) at the Great Hall of the People in Beijing, China, on 5 March 2024. (Pedro Pardo/AFP)

Emerging industries that officials hope to advance include artificial intelligence, quantum technology and life sciences.

But just as the phrase “new quality productive forces” is creating a buzz, it is also raising some concerns in the country.

Recently, Chinese state media Economic Daily twice sounded the alarm in commentaries, urging the people to remain calm about the

development of new quality productive forces, as well as to remain highly vigilant against “rushing into it but having it all eventually fall apart”. It also warned against “dressing up every idea or measure under the guise of developing new quality productive forces”.

Previously, in a show of loyalty or for the sake of political achievements, officials from across the country have occasionally disregarded the laws of industrial development and blindly followed trends as soon as the higher-ups waved their baton.

Some enterprises would also make use of policy dividends to make money in hopes of becoming a “flying pig” (in reference to the Chinese saying that with a favourable wind, even pigs can fly). Hence, the generalisation

People walk on a pedestrian bridge at the central business district in Beijing, China, on 29 February 2024. (Florence Lo/Reuters)

and exploitation of concepts, as well as the waste and misallocation of resources, could become new problems.

China’s development of new quality productive forces has also raised fresh concerns outside the country. In the face of a complex and severe external environment, such as decoupling and supply chain disruptions, as well as domestic economic pressures such as insufficient domestic demand and weak expectations, Chinese officials have prescribed developing new quality productive forces as the new treatment for China’s economy.

CONCERNS OF EXCESS PRODUCTION

According to the government work report, developing new quality productive forces entails giving full rein to the leading

role of innovation, spurring industrial innovation through innovations in science and technology, and pressing ahead with new industrialisation, so as to “raise total factor productivity, steadily foster new growth drivers and strengths, and promote a new leap forward in the productive forces”.

Emerging industries that officials hope to advance include artificial intelligence, quantum technology and life sciences.

The concept of “new quality productivity forces” sounds novel, but the intentions shown by the authorities are rather familiar. First, to boost China’s manufacturing industry and accelerate the process of industrial modernisation, which is similar to the previously proposed “Made in China 2025”; second, to overcome the dilemma of being “choked” in core technologies, so that China does not lose out in its competition with the US.

China may order less from European and US companies, while Chinese companies may also take away a share of the cake from European and US companies in the international market...

Some in the West have recently begun to be wary of the potential problem of excess production capacity due to China’s efforts to boost manufacturing. Some analyses have it that China’s approach to the current economic difficulties is highly focused on the supply side and has not put enough effort into the demand side, which means that other countries may have to bear the negative spillover effects of China’s economic boost.

In an online discussion last week, US ambassador to China R. Nicholas Burns expressed concern about China’s potential overcapacity. He stated that Chinese officials allow enterprises to export products such as solar panels and electric vehicles (EVs) at artificially low or even dumping prices through various subsidies, which would lead to unfair competition and disrupt the global trade system.

FROM ‘ASSEMBLED IN CHINA’ TO ‘MADE IN CHINA’

Traditionally, high-end manufacturing has been the strength of Europe and the US; while China, although a major exporter, has mostly concentrated its exports on the lower end of the industrial chain. When it comes to advanced manufacturing products, China has long been a “buyer”.

Now that China is vigorously boosting its manufacturing industry, and the government has yet to take active measures to stimulate domestic demand, this means that China may order less from European and US companies, while Chinese companies may also take away a share of the cake from European and US companies in the international market.

An employee works at a textile factory in Hangzhou, in eastern China’s Zhejiang province on 17 March 2024. (AFP)

The rapid development of China’s EV industry in recent years is an example. Even Tesla founder Elon Musk, who once mocked Chinese EVs, has begun to worry that Chinese automakers will “demolish” most of the world’s car companies if there are no trade barriers.

The solutions China has proposed for its economic difficulties are now seen as new threats by the West, especially given the criticism of China’s industrial subsidies and heavily state-led system. China is even more likely to face trade investigations and tariff barriers in the future. In addition, China’s influence and discourse power as a major global market is also expected to weaken as a result of weak domestic demand.

However, from China’s perspective, developing new quality productive forces

and boosting manufacturing are a way out of the traditional economic development path that is highly dependent on real estate and infrastructure investment. China also hopes to climb up the industrial chain with higher value-add, shifting from “Assembled in China” to being truly “Made in China”. Indeed, the debates between China and the West on new quality productivity forces will just be the beginning.

www.thinkchina.sg

This article was first published in ThinkChina on 21 Mar 2024. ThinkChina is an English language e-magazine by Lianhe Zaobao. SCCCI collaborates with ThinkChina to cross-share content.

BYD cars displayed at the BYD Experience Centre in Darlinghurst, Sydney, Australia, on 19 February 2024. (Stella Qiu/Reuters)

CONTAINERS AND LOGISTICS: KEEPING THE WORLD MOVING AROUND THE CLOCK

Interview with Ricky Loo, President of Container Depot and Logistics Association (Singapore)

新加坡货柜储存商会成立于1991年，后来于2017

年拓展其功能、支持运输行业，更名为新加坡 集装箱堆场和物流商会。

32年来，该商会一直致力于提升行业技能，采纳 新技术，并在数字化方面取得了巨大进展。

会长吕耀顺在本期《华商》专访中，带领读者认 识新加坡的货柜和物流运营情况，阐述物流行业所 发挥的深广影响，以及数字化及全球首个完全自动 化货柜中转站如何改变了这个传统行业。

The Container Depot Association (Singapore) was incorporated in 1991 and was later renamed Container Depot and Logistics Association (Singapore) (CDAS)

in 2017 as it expanded its reach to support the transportation industry.

For more than 32 years, CDAS has consistently paced the skills uplifting of the industry to embrace new technology and has made great strides in digitalisation efforts.

Ricky Loo, President of CDAS, shares with us in this issue of Chinese Entrepreneur insights into the container and logistics operations in Singapore, the all-encompassing role of the logistics industry, and how digitalization, including the world’s first fully-automated container depot, has transformed the nature of this brick-and-mortar work.

答：我的专业是机械工程的设计工程师，也学过 化学工程和商务。当我入行并在接受管理培训 时，有机会接触不同部门，了解它们各自运作 方式。我开始构思如何更有效完成工作，尝试 研发可以简化手动操作的解决方案。

比如如今我担任CWT Integrated的总裁， 我们涉足多元的物流领域，例如我们的货柜中 转站、仓库和运输卡车车队都是新加坡最大型 之一。其中有一座自动化的货柜中转站，是我 们设计并有专利权的。这是个多层建筑，八到 九成的货柜都能在建筑物内自动移动，是全球 首创的设计。

在这个行业经营了几十年后，我先是以会 员代表身份加入新加坡货柜储存和物流商会 (CDAS)，之后参与理事会。在任职期间，我利 用CDAS这个平台分享各种最佳实践和想法， 比如通过数字化和转型项目，促进这个行业现 代化。

我参与新加坡标准理事会和工作场所安全与 卫生理事会工作，从制定标准、管理公司到领 导CDAS，我的经验范围很大程度上相互关联。

作为一个岛国，新加坡需要外来资源，而 货柜及船运是运输货物最基本的模式。但我们 也需要认识到，这一个关键行业的运作是一板 一眼的，属于高度的实体经济。物流一直会存 在，不过新的资源并不足够。我们需要简化并 提升工作流程，让年轻一代更能接受并入行。

由于物流业的流程及工作群体环环相扣，我 设计和推出的许多解决方案不止是为了自己的 公司能够使用，也适用于广大社群，好让整个 行业的水平一起进步。我们的中转站设施也对

外服务其他卡车，因此独自采用某个方案是不 可行的，而任何智能建筑也需要有智能卡车系 统才能彼此对接。因此，我们推出的各种倡议 都供所有业者和会员使用，让整个行业的大家 庭一起发展转型。

Q: How was your experience like leading CDAS and steering the logistics industry?

A: I am a design engineer from mechanical engineering. I also trained and studied chemical engineering and business. As a management trainee, I had exposure to different departments. While understanding how each of them work, I started to formulate ideas about how to do things better and tried developing solutions to clean up manual work.

As the CEO of CWT Integrated, we manage a large area of logistics; container depot, warehousing, and transportation truck fleets –these are the three things we have which are one of the largest in Singapore. CWT Integrated has an automated depot which we had patented and designed ourselves. It is multi-storey, with 80 to 90 percent of the containers able to move by themselves in the building and the first of its kind in the world.

Having been in this industry for several decades now, I was brought in along the way as a member representative to become involved in steering Container Depot and Logistics Association (Singapore) (CDAS) as a council member. Throughout my time, I have made use of the opportunity to use CDAS as an avenue to share my knowledge of best practices and ideas to help modernise and improve the industry, through various digitalization and transformation initiatives.

I am also in the Singapore Standards Council and the Workplace Safety and Health Council. From writing standards and managing a company to helming CDAS, the scope of my experiences is very much interlinked with each other.

Undoubtedly, Singapore as an island need external resources and shipping containers

and shipping logistics is the most basic form of logistics for moving goods around. But we also need to agree that this essential industry is very brickand-mortar. Logistics is here to stay, but resources are not coming in. We need to make the work processes more advanced and more acceptable for younger generations.

As logistics is a community that needs to interoperate and cooperate among each other, many solutions that I have designed and rolled out are not only for my own company but also for the masses so that I can improve and uplift the whole industry at the same time. We serve other trucks that are coming into our facility as well, thus adopting a solution alone is not feasible. Any smart building requires a smart truck system or they would not integrate. Hence, initiatives are pushed out for all industry players and our members to use so that we transform together as a family and an industry as a whole.

答：过去十多年里，CDAS专注于为货柜中转站和 运输领域中繁琐乏味和手动的流程找替代方案。我 们在数字化方面取得了巨大进展，包括从卡车到达 前、进站、装卸货柜和出站等环节，都有所进展。

我们摆脱了常见的沟通问题。由于现在的沟通 都已经数字化，听错地址和货柜号码等职务细节的 混乱情况会减少。

近几年，CDAS也成功推行了数字化支付系 统。这个行业传统上依赖现金支付，而市场上 无现金支付的替代方案无法满足行业需求。如 今，CDAS Pay是行业首创并且在中转站最常用的 无现金支付平台。

进入2024年，我们还进一步提升了货柜卡车 追踪系统（CTR）。该系统提供一套全方面的车队 管理系统，使承运商能够节约资源，减少浪费，并 通过这行业首个拖车斗共享平台实现资产共享。

在2007年，为了满足追踪货柜卡车的需求，我

们推出了当时的CTS，在卡车上放置了类似寻呼机 的设备与办公室和港口通信；随后我们升级为电子 平板，提供一站式信息，如路线图、工作安排和任 务所需准备的文件等。

为了解决中转站排队的低效问题，我们则推出了 正规的预约系统，管理中转站的排队情况，使承运 商能够提前预测中转站拥挤时段，更好地安排人力 配置，提高运营效率，减少等待时间和燃料浪费。

货柜物流业基本上就是从港口到中转站的来回行 驶。我希望这个行业能够继续积极采纳数字化转 型，让工作变轻松的当儿，效率更获得提高。

Q: What are some highlights of the digital transformation journey in the container logistics industry in the last few years?

A: Over the past decade, CDAS has been focusing on replacing the tedious and manual processes at the container depot and transportation side of things. We had made great strides in the digitalization of the depot processes, from before a truck arrives, to gatein, loading and unloading the container, and gating out.

We have also done away with the common issue of miscommunication as jobs are now dispatched digitally, so there will be little confusion in mishearing the details of the job such as address and container number.

More recently in the last few years, CDAS had also successfully digitized the payment for the industry, which has traditionally been reliant on cash, where the alternatives for cashless payment were insufficient to meet the needs of the industry. CDAS Pay is the industry’s first and mostly used cashless payment platform for payments at the depots.

In 2024, we have also been working to further

uplift the container trucking industry through the Container Tracking System (CTR), which helps provide a comprehensive suite of fleet management system that enables hauliers to optimize their resource usage, reducing wastage and allowing asset-sharing through an industryfirst chassis sharing platform.

Back in 2007, to help tackle the need for tracking container trucks, we rolled out the then CTS, where pager-like devices were placed in trucks for communicating with the offices and ports. This was subsequently upgraded to

“If the whole logistics industry work correctly, goods arrive just in time and not in surplus. Then, warehouse space needed can be reduced and so can rental costs.”

electronic tablet interface that provides one-stop information such as on routing, tasks assignments and documentation required for every job.

To tackle the issue of long queues at the depot, we rolled out a formal digital booking system to manage queues at the depots, so hauliers can see ahead of time when depots will be congested and allow both depots and hauliers to better manage their manpower deployment and improve operation efficiency and reduce time and fuel wastage while waiting.

Container logistics on end to end is basically either a port, or a depot. I hope the industry continues to embrace digitization and transformative initiatives to make workers’ jobs easier and the overall industry more efficient.

Q: What are common challenges faced by your members and how are they mitigated?

A: The main challenge has always been manpower. It is a brick-and-mortar industry and it is difficult to fill positions. Foreign workers are still needed to fill our positions for truck drivers, that is why we embark on many digital transformation initiatives and upgrades to try and simplify work and make it more acceptable for the younger generations.

In my automated depot, operators can sit in an air-conditioned control room and perform minimal supervision on the movement of containers, instead of being out in the sun. I have employed a few younger people that were in administrative clerk positions. Today, they are taking on operator roles. This tells me that my design is working and we are going in the right direction.

With the digitalisation initiatives pushed out for the industry, not only are drivers more productive, less resources are wasted and less

carbon footprints are produced. Jobs are now scheduled with the routes drawn out, creating a more sustainable business altogether.

The health and safety risks of drivers are also being eliminated with the digital interface. The number one cause of workplace injuries had been slips, trips, and falls according to the Workplace Safety and Health Council. Drivers are now able to see by geofence when and where the vehicle is approaching while seated right in their cabins. They are less susceptible to risks without the need to walk around the depots or climb up and down the cabin.

In another perspective, the digitalised platform also provides transparency and common understanding on the work tasks, which eliminates uncertainty and rushed emotions for both the customers and vendors. We aim to reduce manpower shortages with the enhanced health, safety, and simplified job procedures, and that is really all we can do until the time when autonomous trucks become available.

答: 在货柜物流和货柜中转站领域，我认为新加坡 在全球处于领先地位。全球有许多公司纷纷来新加 坡参观全自动中转站。

但是物流也涉及仓储，在这方面我们仍有进步 空间。我们的设施相对比较旧，更先进的设备需要 一定的基础设施来容纳。随着未来新型仓库的建 设，我们将更有发展实力。

在疫情前，CDAS曾带领考察团到国外访问， 了解海外使用的最佳实践并探索新设备。我们去到 英国学习自动化方案，以及考察芬兰等国家。

我总是说，转型和创新是一个漫长的过程。如

果二十年前你告诉某个人，地上的一个小圆盘可以 完成他用扫把做的工作，他会同意并跟随你发展 吗？答案是不会。特别是在像货柜物流这样的传统 行业中，使用最新技术既不切实际也不经济。我们 所能做的是根据各个时期的有限资源来升级系统， 可能随着时间推出2.0、3.0版本。当某种产品或技 术变得可负担时，才积极采用，并在使用过程中进 行改进。

我们也在计划使用视频分析技术，将货柜的检 查任务自动化。我也在探索使用机械手臂进行货柜 的维护和修理。这是未来的愿景，但在一切被自动 化之前，我们将优化使用当前的资源，保持关键业 务的顺利运营。

Q: On top of the digitalisation efforts, how can the local logistics industry advance even further, when compared to global counterparts?

A: In the area of container logistics and container depots, I think we are top notch in the world. Global companies are coming to Singapore to view the fully automated depot.

But logistics encompass warehousing as well, and for that we still have room to grow. Our facilities are older and more advanced equipment require certain infrastructure to accommodate. Overtime, as newer warehouses are built, all these things will be put in place.

CDAS have conducted mission trips before the pandemic to understand the best practices from overseas and explore new potential equipment that we can adopt and use. We went to the United Kingdom to understand automation, Finland, and many other places.

I always like to say, transformation and innovation takes a journey. If you had told someone 20 years ago that a small round disc on the floor can do the job of a human with a broom, would they have agreed and followed you? The answer is no. Especially in a brick-and-mortar industry like container logistics, it is not practical nor economical to use the latest technology.

What we can do is upgrade the system to what is feasible at each period, possibly coming up with a 2.0 and then 3.0 overtime. Gradually, when things become affordable, we will adopt that technology and improve as we go.

We have plans to automate container inspection using video analytics. I am also exploring using robotic arms to do the maintenance and repair of the container. This is the vision of the future of the industry, but in the meantime before everything gets automated, we are optimising current resources to keep this essential trade running.

答:CDAS扮演的角色是帮助我 们的会员提前规划，帮助他们 进行转型，提供他们教育与培 训并推动他们一起提升改进。 当会员没有时间操心时，我们 会替他们操心，并间接帮助他 们改善业务。

物流行业里有许多中小企 业，其中许多没有聘请技术官员 或IT负责人。数字化转型工作通常被 视为次要任务，改天再处理。我们对 这些公司的情况非常理解，每天已有做不 完的事，就算要抽出时间进行升级，也没有制定 好的计划。

就在2020年阻断措施开始的前两个月，CDAS 推出了电子支付系统。随后进入阻断措施管制，电 子支付系统的采用率急速飙升。人们开始发现无法 实际交流和处理现金成为问题，也开始意识到本会 一直在做的工作是必要的。

几乎每隔一两年，我们就会推出一个新的举 措。当系统推出时，我们会进行展示，并教导业者 如何使用。

我们长期与其他行业协会合作，共同探讨如何 解决某些问题，这是因为物流行业是为所有人服务 的。这也是为什么我们很乐意与总商会这样的大社 群合作，参与商团委员会。总商会的平台让我们可 以更好的了解用户的需求。

与各种行业团体交流，听取他们的意见与观 点，了解不同行业的发展状况，对我们的服务很重 要。我们可以根据相关资料，判断何时应该开始准 备转型，并按照需求塑造我们的方案，为了更好的 支持这些群体。

现在我们也与新加坡土地管理局合作，我们正 在设计并改善本地地图路线系统，让我们大卡车的 司机能够更准确地取得路况消息，包括加入道路限

制、路面高度、宽度和重量等信息。政府多年来 非常支持我们的举措，也提供不少资助。

从调查中我了解到一些司机遇上的难题，并 与许多政府机构讨论如何改善。例如，因为货柜 卡车占空间大，司机无法将车辆停放在邻里停车 场。我们因此推行了拖车斗的共享平台，这样拖 车斗可以与卡车头分开，只留下与休旅车一样大 小的卡车头。我与相关部门进行讨论，探讨是否 可以将这些卡车头停在社区停车场，那么就有更 多人愿意考虑这份工作。

作为CDAS的领导，我们长期与政府机构联 系，因为我们最清楚市场上的最新趋势，也能向 政府机构传达行业的需求和人民的需要。要改变 行业的工作性质，其中涉及政策、文化、以及思 维多方面的改变。

如果整个物流行业以最理想的效率运作，货 物可以准时到达，不迟不早，那么企业所需的仓 储空间就可以减少，因而降低租金成本。现在有 一种连锁效应，就是客户因为预计货物不会按时 到达，而要求更多的库存。整个物流链需要转型 和数字化，才能高度优化空间和资源的使用，这 是一个长期过程。

Q: Could you share more of your valuable experience in pushing the industry and members forward, as well as working together with SCCCI and government agencies in the journey?

A: CDAS’ role is to help our members plan ahead, to help them transform, educate them, train them, and pull them along to improve together. When they have no time to worry, we worry for them, and indirectly help them to improve their business.

There are many SMEs in the industry and many of them do not have the capacity to have a CTO, tech officer, or even someone in charge of IT. Digitalisation is often put at the back of minds as work for another day. But we understand, as many a times more crucial work are on hand and there is no time nor plan drawn out for these upgrades.

Just 2 months before the circuit breaker in 2020, CDAS launched the e-payment system. As we enter into circuit breaker, the adoption rate for the e-payment skyrocketed. People started to realise the problems of not being able to communicate and handle cash physically and that what the association has been doing is necessary.

Almost every other year, we launch a new initiative and when we do, we showcase them and teach stakeholders how to use.

We have been working with other TACs such as the SAAA, SLA, STA and SCA, coming together to mitigate certain issues. Logistics industry serves everyone. And that is why we are also eager to work with the bigger community at SCCCI and be in the TACOM. It is a great platform to understand end users better, what their wants and needs are.

We are able to hear from the community’s

perspectives, which is critical to understand how the different industries are evolving and helps us decide when to start preparing for transformation while moulding our initiatives to support them better.

Right now, we have designed and are working with Singapore Land Authority to enhance the maps routing system to include Singapore road restrictions, road height, width, and weight to be more accurate for our trucks. Our government have been supportive and funded many of our initiatives.

I have also talked to many agencies after understanding drivers’ issues from the surveys we conducted. The large size of the container truck means that they could not park the vehicles near their home. With this feedback, we started the chassis pooling initiative, to do away with the chassis and leaving only the truck which is only as big as an MPV. I have been engaging agencies about parking these trucks at neighbourhood carparks, so that we can increase the acceptability of their jobs.

As the leadership in CDAS, we always engage agencies because we know best on what has been developed out there, and we can communicate what the industry needs and what the people wants. To transform the industry’s job nature, it involves policy changes, cultural changes, and mindset changes as well.

If the whole logistics industry work correctly, goods arrive just in time and not in surplus. Then, warehouse space needed can be reduced and so can rental costs. There is a chain effect now where more stock will be requested due to the expectation that deliveries will not be made on time. This whole logistics chain need to transform and digitalise, so that we optimize the space and resource altogether. It’s all a journey.

大家都知道，1964年中华总商会大厦落成后，其大 礼堂被命名为“嘉庚堂”一事。提到“嘉庚堂”， 许多人会联想到该空间的共同使用记忆，如新春团拜、 婚宴、书画展、演讲等大型活动，但“嘉庚堂”命名的由 来却鲜为人知。

本文将透过总商会的董事会议记录，跟大家分 享“嘉庚堂”命名的经过及其背后的意义。

It is commonly known to everyone that following the completion of the Singapore Chinese Chamber of Commerce Building in 1964, its auditorium was conferred the name of

“Tan Kah Kee Auditorium” (Jia Geng Tang). Upon mention, this name evokes shared memories of the space, such as mass greetings during Lunar New Year, wedding banquets, calligraphy exhibitions, public talks and other large-scale events. However, not many are familiar with its origin.

This article will delve into the process behind naming the auditorium and its underlying significance through studying the meeting minutes of the Singapore Chinese Chamber of Commerce (hereinafter referred to as the “Chamber”).

1959年，总商会为准备禧街47号会所重建项目， 在第31届董事会中成立了“筹建新会所工作小 组委员会”。为鼓励会员及社会人士慷慨解囊， 踊跃捐赠，董事会决议设立大厦筹建基金奖励办 法，其中第一条提及：“凡捐五万元以上者，依 其数目之高低，以本会之大礼堂、议事厅、图书 馆、陈列所、会议厅名之，拜悬廿四寸瓷像于议 事厅，永留纪念。”

当董事会发动筹款，李光前先生率先承诺他 将捐赠所筹集款项总额百分之十之数。最终，总 商会成功筹得超过两百万余，而李氏基金依诺捐 出21万元巨额，拔得头筹。

1964年5月29日的董事会议记录了有关总商会 大礼堂命名的经过。总商会按其奖励办法，委董 事代表前去拜会李光前先生并建议将大礼堂命名 为“光前堂”，惟李先生有不同的意见：

1. 首先，李先生婉拒了总商会根据早前所订 定之奖励办法，拟以其名讳命名新礼堂之 建议。

2. 依据奖励办法，捐款最巨者应得大礼堂之 命名权，李先生表示愿交由董事会秉公意 处理。

3. 大礼堂如何命名，李先生婉谢作硬性规定， 惟指出倘董事会公意拟以嘉庚先生尊讳命 名，则彼将以会员资格表示十分赞成。

THE NAMING PROCESS OF “TAN KAH KEE AUDITORIUM”

In 1959, the 31st Council of the Chamber established a Building Fund Appeal Committee to prepare for the rebuilding of the Chamber premises on 47 Hill Street. The Council implemented a reward guideline as a means of encouragement for the Chamber Members and the public to donate generously and proactively. Article one of the reward guideline states that: “Individuals who donate

more than $50,000 will be rewarded by having the building’s auditorium, board room, library, exhibition room or meeting room named after them as well as acknowledged through the display of 24-inch porcelain portraits in the board room, according to the sum donated.”

When the Council officially initiated the fundraising, Mr Lee Kong Chian took the lead and committed to donating 10% of the total amount raised. At the end of the fundraising period, the Chamber successfully raised over $2 million. The Lee Foundation donated a huge sum of $210,000 as promised, emerging as the highest donor.

The Chamber meeting minutes of 29 May 1964 recorded the process behind naming the auditorium. Following the terms laid out in the reward guideline, a representative of the Council paid a visit to Mr Lee Kong Chian and put forth the suggestion of naming the auditorium after him. However, Mr Lee had different views:

1. Firstly, Mr Lee politely declined the suggestion to name the new auditorium after him based on the reward guideline.

2. The highest donor would be given the right to name the new auditorium. Mr Lee expressed his wish to entrust this right to the Council to handle it based on public opinion.

3. Mr Lee politely declined setting any mandatory guideline in naming the auditorium. He pointed out that if the Council intends to name the auditorium after Mr Tan Kah Kee, he would strongly support it in his capacity as a Chamber Member.

其后，董事会议记录也誊抄了李光前先生的 来函，内容特别提及他辞谢以其名命名大礼堂之 建议，以及他支持改以“嘉庚堂”命名之理由 摘要如下）：

1. 弟历来所有捐献虽有甚多，类此建议弟均辞 谢，是以对于诸位美意，亦祈原谅。”

2. 南洋星洲诸报登载，曾有将大礼堂名曰 嘉庚堂’之提议，以纪念前辈华商领袖。”

3. 陈先生在商界具有悠长历史，其生平对商 界之贡献为大家熟悉，他开办的巨型工厂更 为同时代工业化之首创。若以陈先生之名而 名大礼堂，既可纪念商界先贤，亦足以鼓励 工商后起之秀，有助于目前工业之发展。故 嘉庚堂’似为众望所归。”

出于尊重李光前先生的个人意愿，并接受社 会普遍期待之“公意”，最后总商会正式将大礼堂 命名为“嘉庚堂”。

Following this, the meeting minutes included a transcript of a letter from Mr Lee Kong Chian, which detailed his withdrawal from the suggestion to name the auditorium after him, as well as the reasons for his support in naming it “Tan Kah Kee Auditorium” (excerpt):

1. “I have made numerous donations in the past and consistently declined proposals to

name venues after me. I am very thankful for everyone’s goodwill, but I seek your understanding in declining the proposal.”

2. “The proposal to name the auditorium after Mr Tan Kah Kee in remembrance of the pioneering leaders of the Chinese business community has been published in the Nanyang Siang Pau, Sin Chew Jit Poh and other newspapers.”

3. “Mr Tan’s involvement in the business world has a long history and his contributions across his lifetime are well-known. The large-scale factory he established was regarded as the pioneer of industrialisation among his contemporaries. If the auditorium is named after Mr Tan, not only would it serve to commemorate the pioneers of the business community but also encourage younger talents in the fields of commerce and industry. This will further contribute to the development of the industry. Therefore, naming the auditorium after Mr Tan Kah Kee will receive the support of the masses.”

The Chamber officially named the Auditorium “Jia Geng Tang ” (Tan Kah Kee Auditorium), in accordance with Mr Lee Kong Chian’s personal wish and in response to the public opinion.

总商会将大礼堂命名为“嘉庚堂”至少有两重意义。

首先，是纪念陈嘉庚先生对新加坡华社的贡 献。陈嘉庚先生是本地知名的企业家、教育家、 慈善家及社会领袖，他也曾担任过总商会的董 事。1961年8月12日，当他在中国逝世的消息传 回新加坡震动华社，各界随即举办追悼大会，感 念其于本地华文教育的巨大贡献，以及他长期服 务与回馈社会所留下的精神遗产。其后适逢总商 会大厦落成并有大礼堂命名的讨论，遂有人在报 章提出以“嘉庚堂”命名的建议。

其次，是彰显李光前先生的品格与用心。

李光前先生作为捐款最巨者，大礼堂原准备以其名 讳命名，他却有谦谦君子的美德，选择婉拒总商会 的提议，并且顺应社会的建议，肯定陈嘉庚先生对 华社的贡献，鼓励商界以陈嘉庚先生为榜样，投入 本地工业的发展。这也说明李光前先生高瞻远瞩， 很早就看到工业化对新加坡经济发展的重要性。

THE SIGNIFICANCE BEHIND THE NAMING OF “TAN KAH KEE AUDITORIUM”

The Chamber’s decision to name the auditorium after Mr Tan Kah Kee had at least two types of significance.

Firstly, it was a commemoration of Mr Tan Kah Kee’s contributions to the Chinese community in Singapore. A well-known

educator, philanthropist, and community leader in Singapore, he also served as a Council Member of the Chamber. On 12 August 1961, the news of his passing in China had shaken the Singapore Chinese community. Various sectors promptly held a memorial service to honour his significant contributions to local Chinese education, as well as the legacy left behind by his dedication to serve and his spirit of giving back to society.

Subsequently, as discussions unfolded about the naming of the new auditorium in the Chamber building, suggestions emerged in the newspapers to name it “Tan Kah Kee Auditorium”.

Secondly, it reflected Mr Lee Kong Chian’s character and values. As the highest donor, the Chamber had originally planned to name the auditorium after him. Mr Lee, embodying the virtue of a humble gentleman, politely rejected. He proposed to follow the public’s opinion, affirming Mr Tan’s contributions to the Chinese community and encouraging the business community to emulate Mr Tan’s footsteps by investing in the development of local industries. This also indicated Mr Lee’s great foresight in recognising the importance of industrialisation to the economic development of Singapore.

1964年9月20日，李光耀总理受邀在 “嘉庚堂”

主持总商会大厦落成的开幕典礼。此后“嘉庚堂” 也成为本地重要公共议题的讨论空间，从1960年 代船运工会垄断、国防基金筹募，到推广华语运动

等，无论是商务、国防、文教，“嘉庚堂”都未 缺席。“嘉庚堂”也是历届总商会董事就职的地 点，是新加坡华商汇聚的重要场所。2023年建国 总理李光耀先生的百年冥诞纪念活动也在“嘉庚 堂”举办。

THE LEGACY OF THE "TAN KAH KEE AUDITORIUM"

On 20 September 1964, Prime Minister Lee Kuan Yew officiated the opening ceremony of the new Chamber building. In the years that follow, the "Tan Kah Kee Auditorium" became a space for the discussion of important topics of national significance. From blocking freight monopolies and fundraising for the National Defence Fund in the 1960s to hosting the Speak Mandarin

Campaign in latter years, the "Tan Kah Kee Auditorium" has always played a role in the areas of business, national defence, culture and education. It is also the site where successive Councils for the Chamber are appointed, serving as an important gathering place for the Chinese business community. In 2023, the auditorium also hosted the commemorative event for the 100th Anniversary of the birth of founding Prime Minister Lee Kuan Yew.

“嘉庚堂”的命名具有前瞻性的意义。为延续“嘉 庚堂”所传承的精神，2022年总商会完成大厦翻新的 工程后，第61届董事会决议保留“嘉庚堂”之名，邀 请本地著名书法家林子平老先生为“嘉庚堂”润笔， 并制匾悬挂堂前。

今年适逢总商会大厦落成60周年，我们于此刻重新 认识“嘉庚堂”命名的故事，及其精神传承的历史， 意义非凡，格外珍贵。

The naming of “Tan Kah Kee Auditorium” is one with great foresight. To continue to preserve its spirit and legacy, the 61st Council made the

decision to retain its name after the completion of the building refurbishment project in 2022. The Chamber invited local renowned calligrapher, Mr Lim Tze Peng, to write the calligraphy of “Jia Geng Tang”, which has been engraved onto a plaque hung at the entrance of the auditorium. This year marks the 60th anniversary of the completion of the Chamber building. We reacquaint ourselves with the story behind the naming of "Tan Kah Kee Auditorium" and its historical significance, which adds profound meaning to it.

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