Commentary

Businesses around the world have taken a major hit in the wake of the COVID-19 pandemic and Singapore is not an exception. Fortunately though, as many news outlets all over the world have pointed out, the city-state was able to quickly curb the spread of the virus, and is somewhat better off in fighting it compared to other countries.

When the full magnitude of the Covid-19 pandemic took hold, trading firms across the Asia-Pacific had to deploy their pre-existing business continuity plans (BCPs) - It has been an eye-opening experience. Firms have discovered that BCPs are much more than a box-ticking exercise. The planning that goes into one can determine the success–or even the survival–of a firm.

Singapore, like the rest of the world, has their hands full in dealing with the COVID-19 pandemic. We have seen a torrent of change, and adjustments to our way of life happen in quick succession. From the announcement of “Circuit Breaker” measures on the 3rd of April which led to closure and suspensions of businesses, to the announcement of its extension along with greater business restrictions.

Even before the coronavirus crisis struck, the way businesses are run had begun to change. A growing focus on sustainability, diversity and inclusion was already bringing about a new era of conscious leadership. Now, with flexible, remote-working arrangements becoming a necessity whilst social distancing measures are in place, the structure of work is being changed forever. Senior executives’ leadership style must evolve along with it.

As the commercial rollout of 5G begins in earnest this year, connectivity will undoubtedly increase, with more than 80% of residents owning a smartphone, and internet users spending more than three hours per day on mobile devices. The volume of data produced will also continue to escalate. These devices continually generate masses of transactional, demographic and behavioural data, which – if gathered and used correctly – can be harnessed by businesses to generate insight, get to know consumers, and deliver an enhanced customer experience.

Brand safety in digital advertising tends to be driven by big businesses, with 80% of agencies reporting that global brands prioritise brand safety more than their regional or local counterparts, according to IAB SEA+India research.

As 5G moves from concept to commercial reality for Singapore in 2020, a new world of possibilities will open up. Thanks to this next generation of mobile connectivity, artificial intelligence (AI) will soon be able to permeate more broadly than ever before and bring visions of truly smart critical infrastructure, connected cars and more to life.

New global links are needed in the food supply chain of the future.

UBI (Universal Basic Income) in Singapore has its advantages and viabilities. In this post, we will look at the challenges in implementing UBI, and our conclusion - is UBI viable, or is it just a pipe dream?

Universal Basic Income (UBI) or a "universal wage". This programme is essentially an unconditional payment made to all citizens (or residents) of a state or region or perhaps even a single city. Would this be a good time to implement a policy such as this? The intent behind a UBI programme would be to guarantee basic dignities with a sum above a territory’s poverty line. In this article, I’ll share why UBI is viable in Singapore, and how it provides many benefits that go beyond the monetary value.

The five new virtual banking licenses that the Monetary Authority of Singapore (MAS) intends to award this year promise to contribute significant enhancements to customers’ experiences with the country’s financial institutions. The companies that secure the licenses will likely introduce new services to spur fintech innovation from traditional banks and help small and medium sized enterprises (SMEs) reach previously unbanked consumers across Southeast Asia.

The coronavirus pandemic has proved a bitter pill for the world’s business leaders to swallow and one unlikely to digest any time soon.

Fintech flourished in the decade after the 2008 financial crisis, but how will the industry fare in the face of the COVID-19 outbreak?

Food, besides being the main source of energy for humans, is one of the best ways to propagate one’s culture to the rest of the world and unify people. Yet, with the ongoing Covid-19 pandemic, we’re witnessing instead, how food can drive fear and disunity among people. In recent weeks, food security and the Food Value Chain have come under the spotlight following the ‘panic-buying’ and stockpiling of food and amenities in supermarkets in Singapore and globally.

Earlier this month, the World Health Organization (WHO) declared Covid-19 a global pandemic. This news has sent shock waves across the world and has forced governments to implement swiftly several measures to contain the virus. For example, in Singapore, the Ministry of Health (MOH) has advised employers to use videoconferencing wherever possible, allowing employees to commute at off-peak hours and other social distancing measures. The Ministry of Manpower (MOM) has advised special work-from-home arrangements to be made for older and pregnant employees, and those with underlying medical conditions. As a result, many Singaporean companies now face challenges in managing their workforces remotely and stay productive at the same time.

Sentosa Cove was launched with much fanfare in 2005. Back then it was positioned as a destination for the rich and famous, and property prices were mind-blowingly high. To give you an idea of how high prices were, the most expensive landed unit in Sentosa was transacted at $39m in February 2012 for a 148sqm detached house along Cove Drive. In terms of highest $psf, the highest that was transacted was at $3,214psf in Oct 2012 for a 939sqm detached house along Ocean Drive. Clearly, the days of such astronomical prices are far behind us.