ENABLING ENTERPRISEDECEMBER 2016

SHOWCASEGROOMING THE NEXT GENERATION OF LEADERS: HWA CHONG INSTITUTION

SHOWCASEBECOMING THE WORLD’S BEST DIGITAL BANK: DBS

PROFILESTRIVING FOR EXCELLENCE IN THE SERVICE INDUSTRY: EU HOLIDAYS

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ON A JOURNEY OF EXCELLENCE CELEBRATING BUSINESS EXCELLENCE

2 DECEMBER 2016

CONTENTS

EDITORIAL TEAM Marion ABRAHAM (marion_abraham@spring.gov.sg)Amelia AW (amelia_aw@spring.gov.sg)CHOW Zhi Ting (chow_zhi_ting@spring.gov.sg)Fazilah LATIF (fazilah_latif@spring.gov.sg)Felicia LEE (felicia_lee@spring.gov.sg)Fizzah RAHMAN (fizzah_rahman@spring.gov.sg) Kathleen TAN (kathleen_tan@spring.gov.sg)Mark TAN (mark_tan@spring.gov.sg)

EDITORIAL & DESIGNPublicitas Content publicitascontent.com

DECEMBER 2016

SHOWCASE GROOMING THE NEXT GENERATION OF LEADERS

BECOMING THE WORLD’S BEST DIGITAL BANK

CHARTING A PATH FOR GROWTH AND SUCCESS

THRIVING IN THE DIGITAL AGE BY BUILDING LIBRARIES OF THE FUTURE

BUILDING A NATION OF LIFESAVERS THROUGH INNOVATION

POWERED BY PEOPLE PROFILE REFINING INTERNAL PROCESSES TO ACHIEVE NEW HIGHS

STRIVING FOR EXCELLENCE IN THE SERVICE INDUSTRY

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SPRING SINGAPORE’S BUSINESS EXCELLENCE FRAMEWORK PROVIDES A STRONG FOUNDATION FOR ORGANISATIONS TO PERFORM BETTER AND ADAPT TO THE RAPIDLY EVOLVING BUSINESS LANDSCAPE

FEATURE STORY

SUSTAINING ORGANISATIONAL EXCELLENCE

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DECEMBER 2016 3

BUZZ

SHOWCASE GROOMING THE NEXT GENERATION OF LEADERS

BECOMING THE WORLD’S BEST DIGITAL BANK

CHARTING A PATH FOR GROWTH AND SUCCESS

THRIVING IN THE DIGITAL AGE BY BUILDING LIBRARIES OF THE FUTURE

BUILDING A NATION OF LIFESAVERS THROUGH INNOVATION

POWERED BY PEOPLE PROFILE REFINING INTERNAL PROCESSES TO ACHIEVE NEW HIGHS

STRIVING FOR EXCELLENCE IN THE SERVICE INDUSTRY

There is still room for optimism despite the low turnover growth for Singapore SMEs in 2016, according to the annual SME Development Survey released on 2 November by DP Information Group. The survey highlighted that despite the current

economic headwinds, SMEs are investing in the development of their products and services, undertaking business process innovation and developing their brands to break into new overseas markets. ¢

Singapore SMEs remain resilient despite challenges

Keeping it lean with LEDSince the Lean Enterprise Development (LED) Scheme was rolled out in October 2015, more than 1,400 SMEs have transformed their workplace and grown their businesses by adopting manpower-lean solutions. According to Mr Lim Swee Say (pic), Minister for Manpower, SME response to the scheme has been encouraging. “They (SMEs) need to transform today if they want to grow tomorrow,” Mr Lim said at the inaugural LED Symposium on 3 November. The symposium was organised by the LED Taskforce comprising various agencies, such as SPRING Singapore and Workforce Singapore. ¢

SPRING Singapore and the Agency for Science, Technology and Research (A*STAR) hosted the 19th ISO/TC 229 Nanotechnologies Plenary Meeting from 7 to 11 November. Some 162 international and local experts from the nanotechnology sector, institutes of higher learning, academia and regulatory bodies participated in the event. It provided a platform for them to exchange information on the applications of nanotechnology and nanomaterials, their impact on

health and the environment, and how standards can support nanotechnology-based innovation. This is especially important as by 2020, it is expected that approximately 20% of all goods manufactured around the world will be based to some extent on the use of nanotechnology. A new Products and Applications Working Group was also formed at the meeting to develop performance-based standards for nano-enabled or nano-enhanced products and applications. ¢

Putting nanotechnology to workDelegates at the 19th ISO/TC 229 Nanotechnologies Plenary Meeting.

4 DECEMBER 2016

BUZZ

We’re on YouTube!

On 16 November, Mr S Iswaran, Minister for Trade and Industry (Industry), launched the Logistics Industry Transformation Map (ITM) at the groundbreaking ceremony of JTC Logistics Hub @ Gul. Aimed at reinforcing Singapore’s position as a global logistics hub, it details plans for skills development, innovation, productivity and internationalisation. Led by the Singapore Economic Development Board, the ITM also aims to boost the industry’s operational excellence and create 2,000 jobs for professionals, managers, executives and technicians by 2020. As part of the ITM, SPRING will support logistics enterprises in their efforts to innovate, develop new capabilities and improve productivity. SPRING will also enhance talent development in SMEs, and strengthen the capabilities of trade associations and chambers in rendering assistance to SMEs in the logistics industry. ¢

Boosting Singapore’s role as a global logistics hub

(From left): Mr Kay Kong Swan, 1st Deputy Chairman, Singapore Logistics Association; Mr Sharafdeen Abdul Rasak, President, Container Depot Association (Singapore); Mr S Iswaran, Minister for Trade & Industry (Industry); Mr Png Cheong Boon, CEO, JTC; Mr Steven Lee, Chairman, SAAA@Singapore; Mr Dave Ng, Chairman, Singapore Transport Association.

Recipe for strengthening local food manufacturing industryOn 18 November, Ms Sim Ann (photo, left), Senior Minister of State for Culture, Community and Youth, and Trade and Industry, unveiled the Food Manufacturing Industry Transformation Map (ITM) at the inaugural Food Innovation Product Award Ceremony. The ITM aims to develop Singapore into Asia’s leading food and nutrition hub, and create some 2,000 new jobs for professionals, managers, executives and technicians in the industry by 2020.

Led by SPRING Singapore, it will focus on strengthening food innovation and research and development; building globally competitive Singapore food companies; driving productivity through automation; and creating quality jobs and reskilling the workforce. ¢

DECEMBER 2016 5

SPRING Singapore’s Business Excellence framework provides a strong foundation for organisations to perform better and adapt to the rapidly evolving business landscape

SUSTAINING ORGANISATIONAL EXCELLENCE

D isruptive technologies and innovation are just some of the key trends that are transforming the

global business landscape. To maintain a competitive advantage,

businesses must be able to cope with the triple challenge of creating more value for customers, reacting quickly to new demands, and improving productivity. These can be achieved through streamlining work processes, building innovation capabilities and ensuring continuous people development.

In 1994, SPRING Singapore introduced the Business Excellence (BE) initiative to help businesses strengthen their management practices and achieve sustainable improvements in productivity and performance.

Key to this initiative is the BE framework, which is aligned with excellence frameworks adopted by the United States Malcolm Baldrige National Quality Award, European Foundation for Quality Management Excellence Award, Japan Quality Award and the Australian Business Excellence Awards.

The BE framework covers seven key criteria – leadership, planning, information, people, processes, customers and results – enabling businesses to analyse their performance, set clear objectives and effectively implement improvement initiatives.

At the 22nd BE Awards on 27 October, six local organisations were honoured

FEATURE

for their superior performance and commitment to excellence. Hwa Chong Institution was awarded the highest accolade – the Singapore Quality Award with Special Commendation.

The Maritime and Port Authority of Singapore and DBS Bank were awarded the Singapore Quality Award (SQA) while the National Library Board and the Singapore Civil Defence Force received the Innovation Excellence Award. The Defence Science and Technology Agency bagged the People Excellence Award. These organisations will join the ranks of 106 past BE Award winners.

“All of the award winners this year have been on the BE journey in

(Industry), said that these organisations’ pursuit of and commitment to business excellence takes on an added importance as Singapore gears up for its next phase of economic development. “Our companies are at the heart of our economic transformation and they must equip themselves with strong business fundamentals to tap on growth opportunities.”

A framework for excellenceTo date, the BE initiative has helped more than 1,700 organisations assess and improve their current performance and achieve excellence.

Encouragingly in the past three years, the number of SMEs certified for BE has increased by 60%.

The BE initiative is supported by an overall excellence standard – the Singapore Quality Class (SQC) – and three niche standards for People, Innovation and Service. Based on their needs and strategies, businesses can use any of the BE standards to enhance their capabilities and achieve milestones in business excellence.

Park Hotel Group is as an example of a local company that has achieved excellence in people practices.

In 2011, Park Hotel Group set up an in-house training academy and implemented a job redesign scheme to groom multi-skilled staff for primary hotel functions.

Since then, close to 80 staff have benefitted from the 18-month programme, and the hotel has seen improvement in staff productivity and business performance.

Our companies are at the heart of our economic transformation and they must

equip themselves with strong business fundamentals to tap on growth opportunities.Mr S Iswaran, Minister for Trade and Industry (Industry)

previous years,” said Professor Cham Tao Soon, Chairman of the Singapore Quality Award Governing Council. “This is a testament to the longevity and relevance of the initiative in today’s business environment.”

At the awards ceremony, Mr S Iswaran, Minister for Trade and Industry

In October this year, Park Hotel Group went a step further by launching a two-year fast track Managerial Leadership Programme, which aims to groom high-performing supervisors into future leaders through customised development plans.

The BE initiative is also about

6 DECEMBER 2016

FEATURE

“The BE initiative allows organisations to understand and build management fundamentals and guide them towards achieving higher performance,” she said. “To benefit from the initiative, organisations should continuously refer the BE framework to review their internal systems and processes.”

As the business landscape evolves, so too must the framework to ensure its continued relevance to Singapore firms. Earlier this year, a review of the framework was conducted to reflect the fast-changing business landscape and trends.

“The BE framework is undergoing a review to reflect evolving market, customer and technological trends to ensure that organisations

remain robust and future-oriented,” Professor Cham explained.

This has resulted in an enhanced framework with greater focus on people development and innovation capabilities. Another key change is the repositioning of the BE recognition, with Singapore Quality Class (SQC) as a single mark of excellence.

Repositioning of BE recognitionUnder the current system, companies can apply for BE recognition in the holistic SQC standard or pursue any of the three niche standards – People Developer, Singapore Innovation Class and Singapore Service Class.

Following the review, these four frameworks will be streamlined into one. From 2017, businesses will need to be SQC-certified before choosing to deepen their capabilities in the niche areas of People, Innovation and Service. Correspondingly, the BE recognition would also be consolidated under the SQC branding. “With this change, the SQC will serve as a trust factor for Singapore enterprises, allowing them to

building local and international trust and confidence in organisations. KinderWorld, a Pre-school to Tertiary education service provider, has benefitted from BE recognition. Business excellence provided KinderWorld with the knowledge to build and transfer its management practices to its overseas businesses.

The SQC mark helped KinderWorld win the trust of its business counterparts in Myanmar and expand overseas.

According to Ms Choy Sauw Kook, SPRING’s Assistant Chief Executive (Quality & Excellence), the value of the initiative rests on the commitment of the organisation pursuing the business excellence journey.

The Business Excellence initiative allows organisations to understand and build

management fundamentals and guide them towards achieving higher performance.Ms Choy Sauw Kook, Assistant Chief Executive (Quality & Excellence), SPRING Singapore

DECEMBER 2016 7

instil confidence in their stakeholders and customers, and distinguish themselves from their competitors,” said Ms Choy.

New logos for the SQC have been unveiled to build a common identity for BE certifications and awards. The single mark presents a better and more consistent brand for organisations, and represents their sustainable performance and achievements in business excellence.

In addition, the enhanced framework incorporates key management and business trends such as leveraging disruptive business models and technologies; driving innovation values and mindsets across an organisation; and nurturing talent to master relevant skills and capabilities, to help companies keep up with the rapidly-changing business landscape.

“These capabilities will enable organisations to attract and retain talent, and remain nimble,” Minister Iswaran said.

The enhanced framework and repositioning of the SQC will take effect for BE assessments conducted from 1 April 2017 and the BE Awards cycle in 2017.

SPRING also recognises the importance of the services sector as one of the cornerstones of the BE initiative.

In 2017, the Service Excellence Award

will be brought back under the umbrella of the BE Awards to recognise businesses that have developed outstanding management capabilities in driving and sustaining service excellence.

Strategy for the futureGiven today’s uncertain global economic environment, it is crucial for Singapore enterprises to strengthen their business fundamentals to be able to take on any challenges that come their way and maintain long-term business viability.

“Our economic environment is being reshaped by new industry and technology trends, which are disrupting business models and fundamentally changing jobs,” Minister Iswaran said.

In this regard, the BE framework will continue to be a key enabler for organisations looking to gain a competitive edge and transform themselves for the future.

“As our organisations seek new growth opportunities in both local and international markets, the single SQC mark will set them apart from their competitors,” Minister Iswaran explained. “Along with the revised BE framework, the SQC will represent a unified pathway to business excellence and recognition.”

Building a common identityThe SQC recognition serves as a trust factor for Singapore enterprises allowing them to distinguish themselves from industry peers and instil confidence in their stakeholders.

The single mark of excellence will enable better and consistent branding for organisations to their customers and key partners, representing their achievement of business excellence and sustainable performance.

The Business Excellence Initiativeenhanced

Building a common identityThe SQC recognition serves as a trust factor for Singapore enterprises allowing them to distinguish themselves from industry peers and instil confidence in their stakeholders.

The SQC recognition serves as a trust factor for The SQC recognition serves as a trust factor for The single mark of excellence will enable better and consistent branding for organisations to their customers Singapore enterprises allowing them to distinguish consistent branding for organisations to their customers Singapore enterprises allowing them to distinguish and key partners, representing their achievement of business excellence and sustainable performance.

The Business Excellence Initiativeenhancedenhanced

Organisations that wishto deepen capabilities in areas of Service, Peopleand Innovation canpursue nicherecognition.

The BE Awards recogniseorganisations for theiroutstanding managementcapabilities andachievement of world-classstandards of performance.

The Business Excellence (BE) initiative managed by SPRING Singapore providesorganisations with a roadmap for excellence and helps them understand how they canimprove their performance. This is done through a thorough assessment of theirorganisational performance based on the internationally benchmarked BE framework.

With the dynamic business landscape and changing management trends, it is importantfor organisations to strengthen their business fundamentals to keeppace with economic developments and technologicaltrends and seize new market opportunities.

The existing four BE frameworks will be streamlinedinto one single framework. All organisationswill pursue the Singapore Quality Class (SQC)as a required foundation beforedeepening niche capabilitiesof People, Service and Innovation. Organisations with outstandingperformance can apply forthe BE Awards.

SQC serves asthe foundation forrobust businessand managementfundamentals.

Organisations that wishOrganisations that wishto deepen capabilities in to deepen capabilities in areas of Service, Peopleareas of Service, Peopleand Innovation canand Innovation canpursue nichepursue nicherecognition.recognition.

SQC serves asSQC serves asthe foundation forthe foundation forrobust businessand management

SQC Star recognisesorganisations thathave made furtherimprovement in theirbusiness excellencejourney.

Source: The Business Times © Singapore Press Holdings Limited. Permission required for reproduction.

SHOWCASE

GROOMING THE NEXT GENERATION OF LEADERS

tudents as young as 15 are developing solutions – ranging from smart home applications to new water treatment methods – to

solve real-world problems. Teachers are encouraged to become researchers and use innovative teaching methods.

This strong research and innovation culture is entrenched in Hwa Chong Institution (HCI), winner of the 2016 Singapore Quality Award with Special Commendation (SQA SC).

Principal Dr Hon Chiew Weng (pictured right) attributes HCI’s success to four key factors. In addition to its strong research and innovation culture, which provides a conducive environment for teachers and students to conduct scientific and social science research, HCI focuses on empowering its teachers to go beyond the boundaries of innovation in education.

HCI’s global network of partners and alumni also give students easy access to invaluable expertise and resources for a holistic education experience. The final success factor is HCI’s bold and visionary leaders. “They have played a key role in ensuring excellence in HCI’s management systems and processes,” says Dr Hon.

The SQA SC award – the highest accolade of the Business Excellence (BE) Awards – recognises past SQA winners that have achieved the pinnacle of business excellence.

An innovative curriculum What makes HCI stand out from its competitors is its curriculum, which focuses on problem solving and critical thinking. “We want to develop students

S

Dr Hon Chiew Weng Principal, Hwa Chong Institution

The BE framework is our self-help

guide to future success.

capable of applying theoretical knowledge to practical challenges and creating new innovative solutions,” he explains.

A testament to the success of HCI’s approach of exposing students to advanced research pedagogies and real-world problem-solving is the 48 world championship awards that it has won spanning various domains, such as science and mathematics, humanities, arts, sports, and community service.

HCI is a Special Assistance Plan school and one of the top independent schools in Singapore that offers the GCE A-Level Integrated Programme.

This enables it to play a key role in widening the local Chinese language talent pool, and preserving and promoting Chinese values and culture. It also actively participates in cross-border collaborations with some of the world’s top schools, such as Columbia University and Scardsdale Public Schools, to develop international benchmarks for innovation in education.

People-centric cultureSPRING Singapore’s BE framework guides HCI in its pursuit of business excellence. The framework comprises seven criteria for business excellence – three of which HCI finds to be most useful. “People, leadership and strategy – these are the three key factors that make a successful school,” says Dr Hon.

HCI’s school leaders and academic consultants use a people-centric approach to drive the school forward. It values its teachers and recognises that they are at the heart of educational

Singapore Quality Award with Special Commendation

8 DECEMBER 2016

Hwa Chong Institution enhances its people, partner and innovative learning strategies to nurture leaders of tomorrow

HCI students came out tops in the junior college category of the 2016 Senoko Sustainability Challenge organised by Senoko Energy Pte Ltd and Singapore’s Ministry of Education.

DECEMBER 2016 9

keytakeaways¢ Striving for innovation and excellence in education is key to an effective teaching-learning process. ¢ Visit www.spring.gov.sg/BE to find out how you can embark on a business excellence journey with SPRING to strengthen your business fundamentals, remain agile and seize growth opportunities.

excellence. “We encourage our teachers to become researchers and education innovators,” he adds. This level of support from top management has led HCI teachers to carry out more than 100 doctoral- and master-level

research projects. Over 80% of HCI teachers now hold advanced degrees from leading universities, such as Harvard University and

Peking University. “Research promotes innovation in teaching as it enables our teachers to discover innovations, and new ways of thinking.”

Wide network of partnersBesides teachers, HCI collaborates regularly with

its global network of partners and alumni to develop and inspire

students, and improve the overall student and staff experience. “We see our partners, including parents and alumni, as invaluable resources for ideas, inspiration and solutions,” Dr Hon adds. HCI has forged partnerships with more than 100 schools and universities in over 20 countries.

For instance, it is a founding member of the Global Learning Alliance (GLA), which brings together leaders from high-performing innovative schools and scholars from top universities to develop world-class assessment systems, curriculum and pedagogy.

These partnerships give HCI school leaders and teachers an opportunity to participate in global discussions, learn from expert educators and thought leaders, and continuously improve and apply best practices in teaching and student learning. “It also gives our students access to renowned scientists and Nobel laureates, who

visit HCI regularly to conduct talks and seminars,” Dr Hon says.

For example, in August 2016, teachers and school leaders participated in the GLA Singapore Summit; in 2013, they attended the Schools with Innovative Future Technologies Teacher’s Roundtable in New Zealand. This continuous focus on teacher development has led to a series of national awards and honours, including the 2016 Best Literature Teacher of the Year Award, 2016 Outstanding Economics Teacher Award and 2015 MOE Outstanding Youth in Education Award.

On the right trackAs Singapore continues to evolve and advance its technological and innovation efforts, HCI aims to build a strong pipeline of leaders, critical thinkers and problem solvers. Some of its plans include integrating big data and analytics into its curriculum and nurturing entrepreneurship development.

But more importantly, HCI wants to build a culture of giving. “We want to develop leaders focused on creating opportunities for others, rather than building their own wealth,” he explains.

Through its teachers, HCI aims to create a community of teacher-innovators to instil a spirit of innovation among students and pave a path for them to be young inventors of Singapore’s future.

“We’re confident of achieving these goals as the BE framework has set us on a path of continuous improvement and excellence,” Dr Hon adds. “Put simply, the BE framework is our self-help guide to future success.”

SHOWCASE

SPRING Singapore’s Business Excellence framework is one of the driving factors behind DBS Bank’s successful digital transformation

he days of queuing up in a bank to pay a bill or check your account balance will soon be over. The digital banking revolution is poised

to sweep the world of personal finance, bringing a whole new meaning to the phrase “banking on the go”.

DBS Bank, one of this year’s Singapore Quality Award winners, has successfully adopted digital innovation to redesign and improve customer experiences, and make banking simpler and more seamless.

DBS’s success with digitisation did not happen overnight. In 2013, DBS embarked on a mission to understand its strengths and areas for improvement, before ramping up digitisation efforts.

“That’s when our journey to achieve business excellence really started – when our Group Chief Executive Officer, Mr Piyush Gupta, embarked on digitising the bank and rethinking the customer journey,” says Mr Sim S Lim (pictured right), Singapore Country Head, DBS Bank.

Using SPRING Singapore’s Business Excellence (BE) framework as a guide, DBS set about achieving excellence in all areas of the organisation and implementing a mindset and culture of digitisation.

The BE framework is benchmarked globally against frameworks used in the United States, Europe, Japan and Australia. With comprehensive criteria covering seven areas – leadership, strategy, knowledge, customers, people, processes and results – companies can use the BE framework to assess their management systems and processes.

T

10 DECEMBER 2016

Singapore Quality Award

“It provides a way for us to achieve our digital goals and targets as it communicates and emphasises excellence in all aspects of our business – from leadership to customer service. In a way, it helped lay the foundation for DBS’s shift to digital banking and innovation,” he adds.

Innovative people strategiesWhen DBS embarked on its business excellence and digitisation journey, the most challenging task was aligning staff with the bank’s vision, mission, values and strategies.

“We realised that to become a great company, we must have a great culture. But a great culture starts with good leaders – and a good leader is someone who cares about his people,” explains Mr Sim.

Applying the principles of the BE framework in areas such as leadership, people and processes, the bank set about ensuring that leaders and managers listen to staff and treat them like customers.

The bank also wanted to make sure that every aspect of the organisation – from managers to loan officers – is integrated with its digital objectives and effectively contributes to achieving those objectives.

This led DBS to a comprehensive and holistic mission to change

10 DECEMBER 2016

BECOMING THE WORLD’S BEST DIGITAL BANK

DECEMBER 2016 11

the culture and mindset of staff. “Leaders and managers were told to communicate clearly the bank’s vision and mission, and personally demonstrate the bank’s values in their daily work to create a culture of shared values and motivate staff to contribute to our digital goals and culture,” explains Mr Sim.

That is not all. It recently launched an innovation facility, DBS Asia X, in Singapore to encourage staff from all over the region to come together to design and develop iconic customer journeys, and work alongside Singapore start-ups and the larger fintech community. Essentially, DBS aims to shift from a traditional workforce to a “fintech start-up” team by encouraging staff to develop entrepreneurial ideas and customer solutions.

In addition, the bank incorporated hackathons (also known as events in which a large number of people meet to engage in intensive software collaborations) into its

talent development programme to further encourage staff to work with local start-ups to create prototypes. “We see these initiatives as a way to keep innovation in-house, and keep pace with the wave of digital disruption sweeping the industry,” Mr Sim explains.

DBS takes the same innovative approach with its customers. It uses a human-centred design methodology to design its customer journey map. “First, we identify the different touchpoints in our service and product experience. Then, we map and analyse our customers’ feelings at these touchpoints, and identify business and service solutions that match their needs and expectations.”

This strategy, says Mr Sim, allows DBS to learn from every interaction and constantly improve the customer experience.

DBS’s efforts have paid off. Euromoney, a monthly publication which focuses on the international finance industry and has a worldwide readership, named DBS the

in Indonesia and China over the next 12 to 18 months, as part of efforts to expand its presence in strategic growth markets.

The road ahead These successes aside, DBS hopes to take its technology infrastructure to the next level. “Over the next two to three years, we plan to move our technology infrastructure to the cloud to reduce complexity and costs, and improve agility,” says Mr Sim.

Adopting a cloud model will allow DBS to scale up IT infrastructure on demand to manage the influx of data and constant flow of information across diverse environments, and accommodate its fast growth.

From a technical viewpoint, the cloud will automatically assemble, integrate and configure technology resources to meet business goals. In business terms, it will eliminate the need for a physical infrastructure to be present at each location from where a business operates, thus making it easier to deploy services rapidly and at a lesser cost.

On how the BE framework will continue to play a role in DBS’s future plans, Mr Sim says: “We will use it as a benchmark to assess the effectiveness of our digital initiatives and performance, and sustain our commitment to excellence.”

keytakeaways¢ A focus on innovation and digitisation can help enterprises stay competitive and relevant. ¢ Visit www.spring.gov.sg/BE to find out how you can embark on a business excellence journey with SPRING to strengthen your business fundamentals, remain agile and seize new growth opportunities.

Mr Sim S Lim Singapore Country Head, DBS Bank

We will use it (BE framework) as a benchmark to assess the effectiveness of our digital

initiatives and performance, and sustain our commitment to excellence.

“World’s Best Digital Bank” in July 2016, a testament to the strides that the bank has made in reimagining banking.

Technology pushMr Sim believes that in order to remain competitive, banks must commit to transforming themselves into fully digitised businesses and examine all aspects, from back-office systems to processes.

DBS has restructured its technology infrastructure, leveraging big data, biometrics and artificial intelligence, which has enabled it to be nimbler and develop new products and services faster than before. Having these technologies on hand has also further encouraged the bank to reimagine banking.

One example is Digibank, India’s first mobile-only bank launched in April 2016. Digibank, which was developed in Singapore, is branchless and paperless,

and requires only a one-time biometric authentication process to become a customer. It incorporates technologies, such as biometrics, artificial intelligence and dynamic security, to provide a seamless and secure mobile digital banking experience. DBS plans to roll out Digibank

DBS’s hackathons encourage staff to work with local start-ups to create prototypes.

Senior maritime officials at the 6th Maritime Public Leaders’ Programme - MPA Academy’s flagship programme - on 3 October 2016.

SHOWCASE

The Maritime and Port Authority of Singapore is on a journey towards sustaining agility as it manages one of the world’s busiest ports

magine lifting more than 45 million tonnes of bunker for ship refuelling (enough to fill more than 17,000 Olympic-sized pools) or even

handling a total of 30.9 million twenty-foot equivalent units (TEUs) containers a year. Those are just some of the many activities that take place at the Singapore port, one of the busiest in the world.

Playing a key role in these activities is the Maritime and Port Authority (MPA) of Singapore, one of this year’s Singapore Quality Award (SQA) winners. The agency leverages the Business Excellence (BE) framework – in the areas of leadership and people development – to effectively carry out its role as the authority, regulator, planner and promoter of the country’s maritime industry, as well as to remain agile and seize growth opportunities.

Strategic approach to growthAccording to Chief Executive Officer, Mr Andrew Tan, one key way in which

I as services – from arbitration to maritime research and development – across the entire maritime value chain. These have further helped develop a pro-business environment and grow a pool of international shipping groups.

MPA also believes that innovation will boost Singapore’s continued growth as an international maritime centre. In April this year, the maritime regulator expanded its support for research and testing of maritime technologies, committing an additional S$50 million to the Maritime Innovation and Technology Fund, bringing its total to S$200 million. The fund aims to promote the local development of products and solutions for the industry, encourage higher quality projects and expand research to include areas such as data analytics.

“We need to leverage technology to drive productivity and efficiency. That’s why it is important to strengthen our collaboration with different industry players and local institutes of higher learning, to promote Singapore as a one-stop hub.”

Building a pipeline of skilled workforceToday, the maritime industry is facing cyclical and structural changes. MPA believes that one way to counter these changes is through investing in manpower development and future capabilities.

“We need to ensure that we have a strong pipeline of talent to support Singapore’s growth as a global maritime hub,” says

12 DECEMBER 2016

Singapore Quality Award

MPA drives the maritime industry towards excellence and global recognition is through forging partnerships with industry players and associations, unions and institutes of higher learning.

For instance, in 2015, MPA partnered with M1 Limited to implement fourth generation mobile telecommunications technology (4G) broadband on vessels operating within Singapore port waters. The two are also test-bedding technologies to enhance network coverage in Singapore port waters.

“By listening to our customers, forming effective partnerships and creating a pro-business environment, MPA has held the top spot in the annual Pro-Enterprise Ranking survey for the past five years,” says Mr Tan. The survey is commissioned by Singapore’s Ministry of Trade and Industry.

In addition, the organisation adopts a consultative approach to developing a range of programmes and policies, as well

12 DECEMBER 2016

CHARTING A PATH FOR GROWTH AND SUCCESS

DECEMBER 2016 13

TEUs – double the current capacity. It will also incorporate new features such as automated yard cranes to boost productivity and reduce labour costs. The NGP 2030 initiative was conceived to intensify the use of Singapore’s limited port land; enhance the safety and security of port waters; boost efficiency and productivity of port operations; develop Singapore into a “smart” port by leveraging advanced technologies; and increase community engagement to improve port operations and sustainability.

Overall, Mr Tan believes that the BE framework complements and bolsters MPA’s competitiveness. “Winning the SQA, on our 20th anniversary, demonstrates our confidence in the BE framework as a guide for improving our strategies, initiatives and

keytakeaways¢ Developing staff and maximising their capabilities and potential can help drive innovation in your business. ¢ Visit www.spring.gov.sg/BE to find out how find out how you can embark on a business excellence journey with SPRING to strengthen your business fundamentals, remain agile and seize new growth opportunities

Mr Andrew Tan Chief Executive Officer, Maritime and Port Authority of Singapore

The Business Excellence framework has provided us with a useful roadmap for achieving

excellence in areas such as leadership and people development.

Mr Tan. “In this regard, the BE framework has provided us with a useful roadmap for achieving excellence in areas such as leadership and people development.”

MPA has also put in place the Maritime Cluster Fund for Manpower Development, aimed at supporting the industry’s manpower and training efforts. Funding for manpower development has grown to S$115 million since 2007.

In 2015, MPA Academy – the training arm of MPA – launched a new facility for maritime leadership training. Located at the PSA Building, the facility houses training sessions for maritime officials in areas such as port management, shipping economics, and governance. Through the MPA Academy, MPA aims to train

senior maritime officials at the deputy and CEO level to strengthen global maritime leadership development. To date, it has trained more than 1,300 personnel.

The same year, MPA set up tripartite maritime taskforces to encourage more Singaporeans to join the maritime industry and build a pipeline of skilled workforce. This includes increasing publicity and outreach efforts to profile job opportunities available, improving workplace learning and training, and facilitating upgrading opportunities.

Long-term visionMr Tan’s vision is for Singapore to continue playing a key role in the global trading network. Central to Mr Tan’s vision is the need to stay ahead of the game.

Work has started on a Next-Generation Port (NGP) 2030 in Tuas. Once completed, it will be able to handle up to 65 million

processes, and our commitment to driving MPA and the maritime industry towards greater excellence.”

He is also confident that MPA will be able to develop a strong pipeline of maritime manpower to cater to future growth. “We aim to transform Singapore into a premier global hub and international maritime centre, and advance and safeguard Singapore’s strategic maritime interests. The BE framework helps ensure that we’re on the right track.”

SHOWCASE

National Library Board integrates innovation and technology into processes to promote self-directed learning and discovery in the community

n today’s digital age, libraries are at a crossroads. The way people access and consume information and content has changed dramatically.

This presents challenges as well as opportunities for public library systems across the world.

“Innovation is key to providing better content and services to users in an effective and sustainable manner,” says Mrs Elaine Ng, Chief Executive Officer of National Library Board (NLB), one of the Innovation Excellence Award winners at this year’s Business Excellence Awards.

Established in 1995, NLB oversees Singapore’s National Library, 26 other public libraries and the National Archives of Singapore. It promotes reading, learning and information literacy by providing a trusted, accessible and globally-connected library and information service.

With a clear strategic focus on its vision for the future of libraries, improving its digital capabilities, and innovation, NLB has embraced new technologies while creating dynamic community centres filled with life. “We leverage data analytics and work in cross-functional teams to improve our processes and services. We design content and services to enable seamless access, personalised experiences and opportunities for learning and collaboration,” says Mrs Ng.

Over time, this passion for innovation

I reading and learning needs. Applying a design-thinking approach,

they conducted studies, data analysis and experiential prototyping to test user reactions to various services and offerings.

From this exercise, one of the things NLB discovered was that library users want access to a broader selection of magazines. This led to the implementation of a wall storage system to create more space for displaying magazines, in an orderly and upright fashion, so that users will be able to easily find their favourite magazines.

The overall result? A space that provides calm and respite from the buzz and energy

14 DECEMBER 2016

Innovation Excellence Award

and continuous improvement has inspired NLB’s culture, prompting staff, volunteers and partners to strive for excellence in social and digital innovation.

Citizen-centric innovationMrs Ng believes that the 21st century public library service will be one that involves greater participation and involvement of the community in the design and delivery of library services. She cites library@orchard as an example.

In 2014, NLB collaborated with Singapore Polytechnic and 1,000 members of the public to co-create a space that meets their

14 DECEMBER 2016

THRIVING IN THE DIGITAL AGE BY BUILDING LIBRARIES OF THE FUTURE

NLB’s mobile app allows customers to make self-service reservations and borrow items.

DECEMBER 2016 15

Sembawang Public Library, for instance, users can borrow e-materials by using their smartphones to scan Quick Response (QR) codes on downloadable items such as books.

Other digital services include a mobile app, which allows customers to make

self-service reservations and borrow items, and automated lockers, where users can collect reserved items after library hours.

Set for the futureMrs Ng believes that SPRING Singapore’s Business Excellence (BE) framework will continue to

guide NLB in its efforts to deepen user interaction with its resources,

and build libraries of the future. “The framework helps us adopt a

more holistic approach to examining our processes, and uncovering areas for improvement and innovation.”

As for other plans in the pipeline, NLB will be rolling out more innovative features to encourage and support the use of self-access services, and make its resources more

discoverable and accessible through digital channels. “We will continue to work with

our customers, volunteers and staff to enhance our services to meet the community’s needs,” Mrs Ng adds.

keytakeaways¢ Innovating traditional service delivery models can help businesses remain relevant to customers.¢ Find out how SPRING can help you achieve excellence in innovation by visiting www.spring.gov.sg/BE

Mrs Elaine Ng Chief Executive Officer, National Library Board

The [BE] framework helps us adopt a more holistic approach to examining our

processes, and uncovering areas for improvement and innovation.

of Orchard Road. In addition, cosy reading pods, or cocoons, have been put in place to give users deeper comfort and a sense of privacy.

Another example of NLB’s community engagement effort is the library@chinatown – Singapore’s first and only library fully run by volunteers, a majority of whom are senior citizens. The strategy has encouraged more people from the community to come forward and volunteer their time. For instance, the number of volunteers has doubled since it was set up in 2013.

This has motivated NLB to expand the concept of working with volunteers to other library branches. An example is the volunteer-run Taxi Shifu Reading Club at the Ang Mo Kio Public Library, which brings together taxi drivers who love reading to bond over books and engage in discussions.

Digitising servicesAs most of the volunteers at library@chinatown are above 50, NLB has put in place unique digital solutions to help them with their daily tasks.

One of the most successful initiatives is the auto sorter – a conveyor belt which scans Radio Frequency Identification (RFID) tags on titles left at the book-drop counter and detects materials that are borrowed often.

Those titles are then placed on the “just returned” shelves. Essentially, the library uses data analytics to identify popular picks and make it easier for users to find them.

In August 2015, NLB implemented the technology at the Sembawang Public Library. There, the machine sorts more than 3,000 items a day – including books and audio-visual materials – into six categories, doing away with the need for staff to manually perform the tasks.

NLB also provides access to more than four million eBooks to cater to the shift in customer preferences towards digital content. At the

SHOWCASE

The Singapore Civil Defence Force uses various technology solutions to protect and save lives

eeping Singapore safe and secure is no easy feat. The city can no longer rely on just the human element to

ensure the safety and security of its citizens. That’s why virtual reality, data analytics and robotics are fast becoming essential to improving emergency response capabilities and operational efficiency.

Singapore Civil Defence Force (SCDF) – one of this year’s Innovation Excellence Award winners – understands the importance of innovation and technology in ensuring frontline operational preparedness, readiness and emergency response, and achieving its vision to transform Singapore into a nation of lifesavers by 2025.

As one of the world’s leanest emergency organisations, SCDF employs only about 6,000 officers – more than half of which comprises full-time National Servicemen – to serve Singapore’s population of 5.6 million.

It is also one of the few emergency organisations worldwide that provides the full spectrum of emergency services of firefighting, rescue, hazardous material mitigation and pre-hospital emergency medical services (EMS). When asked how SCDF has been able to successfully achieve these tasks, Commissioner Eric Yap says: “Through innovation, technology and promoting a culture of ideas.”

K

16 DECEMBER 2016

Innovation Excellence Award

A continuous focus on innovationCommissioner Yap believes that everyone has the potential to innovate. “At SCDF, we encourage new ideas and innovations to drive the organisation forward,” he adds. This has resulted in a range of innovative solutions to boost SCDF’s emergency preparedness and response.

In the field of firefighting, the agency launched the world’s first compact urban firefighting vehicle in 2014 – an improved version of its Light Fire Attack Vehicle (LFAV), also known as the Red Rhino – which features a fully integrated Compressed Air Foam (CAF) pump system. The system, which uses compressed air foam technology and 70% less water, allows firefighters to extinguish fires four times faster. In November 2015, it rolled out a new version of the vehicle. The fifth-generation LFAV is equipped with CAF, and fire-rescue and EMS capabilities to provide enhanced support during emergencies.

“The evolution of the LFAV has given rise to a new concept of ‘innovation of forward deployment’ of assets, or the strategic location of

16 DECEMBER 2016

BUILDING A NATION OF LIFESAVERS THROUGH INNOVATION

DECEMBER 2016 17

firefighting services and EMS assets in Singapore’s heartlands. This has enabled SCDF to maintain prompt delivery of emergency response services throughout the island,” Commissioner Yap explains.

Another innovative breakthrough is the Fire and Smoke Tele-Camera (FAST) system. The system uses image processing technology and video analytics software to automatically detect, verify and confirm the presence of fire and smoke within a short period of time.

To further bolster community emergency preparedness, SCDF introduced the myResponder mobile application to build a network of trained community responders and alert them to cardiac arrest cases in their vicinity so that they can respond and initiate cardiopulmonary resuscitation.

The app leverages crowdsourcing by mobilising and activating community responders, and notifying them of the location of a cardiac arrest victim. “Since its launch, the app has enabled the shift from community preparedness to response, and has been key to our officers’ rescue efforts,” says Commissioner Yap.

A culture of ideas Innovation is not limited to technology; it

further by setting up a dedicated innovation space, Innoventure Land, at its headquarters. Innoventure Land aims to provide a conducive environment for developing new ideas, experimenting and developing innovative solutions. These and other initiatives have contributed to the agency’s stellar reputation as an innovator. So far, more than 6,000 participants from 135 countries have been trained at SCDF’s Civil Defence Academy. Its fire code, fire safety and first aid procedures have been adopted as far as the Middle East.

On the right trackSCDF will continue to use innovation as a key enabler in its transformation journey, and to achieve its 2025 vision. “We believe that a focus on innovation and exploring new ideas will help us maintain our competitive edge when faced with various challenges, and sustain our position as one of the world’s leading emergency organisations,” says Commissioner Yap.

On why SCDF decided to pursue the Innovation Excellence Award, Commissioner Yap says: “We saw winning the Innovation Excellence Award as a form of validation of our innovation framework, efforts and practices.” Adds Deputy Comissioner Chong Hoi Hung, “The spirit of innovation runs deep and permeates all levels of the organisation. We firmly believe that this innovative culture is something special and unique to the SCDF.”

The business excellence journey with SPRING Singapore has been key to SCDF’s success with innovation as it helped the agency – whose mission is crucial and compelling – understand how to continually improve its performance and remain professional, efficient and forward-looking.

As for future challenges, Commissioner Yap has this to say: “With SPRING’s Business Excellence framework, we’re confident that we would be able to effectively handle any challenges that come our way and meet the changing needs of the people we serve.”

keytakeaways¢ A continuous focus on innovation can help companies stay relevant and meet future challenges effectively. ¢ Visit www.spring.gov.sg/BE to find out how find out how you can embark on a business excellence journey with SPRING to strengthen your business fundamentals, remain agile and seize new growth opportunities.

Eric Yap Commissioner, Singapore Civil Defence Force (pictured left)

With SPRING’s Business Excellence framework, we’re confident that we would be able

to effectively handle any challenges that come our way.

permeates every aspect of SCDF through its staff and stakeholders. In 2001, SCDF put in place an innovation management process to collect, evaluate and implement ideas from staff, customers and suppliers. In 2009, it set up a portal, PiCube, to collate problems and ideas, and an Innovation Office to evaluate them.

Common problems are surfaced to a special committee headed by SCDF’s senior management for review. Interesting ideas are shared with the rest of the organisation to gather further feedback, thus creating a rippling effect. “The portal encourages mass participation in generating ideas, which has led to the setting up of focus groups, brainstorming activities and polling for consensus,” explains Commissioner Yap. This later led to the establishment of a project bidding system, where staff can form teams to bid for innovative ideas. “Once an idea is approved, it moves to the implementation stage, where it is then conceptualised, developed, piloted and launched.”

As part of efforts to ensure continuous improvement, SCDF set up a Service Excellence Department to manage and review all innovation strategies and initiatives, and take stock of their effectiveness. In 2002, SCDF took its efforts one step

SCDF’s fifth-generation Light Fire Attack vehicle, rolled out in November this year, and Singapore Civil Defence Force’s Deputy Commissioner, Chong Hoi Hung (pictured left with trophy), at the 2016 Business Excellence Awards Ceremony on 27 October.

SHOWCASE

The Defence Science and Technology Agency wins the People Excellence Award for its people initiatives and focus on innovation

r Roy Chan Hsiung Wei joined the Defence Science and Technology

Agency (DSTA) when it was formed in 2000. Over the years, he acquired multidisciplinary expertise through his work on various defence systems for the Singapore Armed Forces (SAF).

In 2003, Mr Chan was awarded the DSTA Postgraduate Scholarship to study at the US Naval Postgraduate School. To further develop his competencies, he was seconded to the Ministry of Defence and subsequently posted to DSTA’s human resource (HR) department, where he built his skills in defence and HR policy work.

Today, he’s a Programme Director at DSTA’s Land Systems Programme Centre, where he leads a team to harness technology and develop innovative defence solutions for the Singapore Army.

Mr Chan is an example of a staff who has benefitted from DSTA’s strong focus on people development. According to Mr Chan, DSTA’s people culture breeds collaboration and innovation.

“It’s a conducive environment for exchanging ideas, building bonds and learning from one another – all of which help each and every one of us become better at our jobs.”

Faced with challenges such as increasing complexity of defence systems and rapid technology

M

18 DECEMBER 2016

People Excellence Award

advancement, DSTA relies on its people to innovate and drive the organisation’s goals and objectives effectively. Attracting, developing and retaining talent is a necessary foundation for the organisation.

In 2003, DSTA decided to adopt SPRING Singapore’s Business Excellence (BE) framework as a holistic guide for developing and improving its systems and processes.

The BE framework’s comprehensive set of management standards – especially those for managing people and innovation – pushed DSTA to embark on a series of initiatives to create more value for its partners and staff.

DSTA, this year’s People Excellence Award winner, implements defence technology plans, acquires defence equipment and supplies, and develops defence infrastructure for the Ministry of Defence to meet the defence and national security needs of Singapore.

A people-centric approachIn 2011, DSTA launched a new vision and set of values centred on people and innovation. Its new vision, “inspired people, bringing innovation to all we connect”, reflects its commitment to nurture and motivate staff to embrace innovation in every facet of their work.

It has since put in place two in-house frameworks – the DSTA Staff Development Framework (SDF) and

18 DECEMBER 2016

POWERED BY PEOPLE

DSTA staff at the new DSTA Integrated Complex, which was launched in March 2016 to encourage collaboration and innovation.

DECEMBER 2016 19

iLEAP (Imagination, Leadership, Environment, Appreciation and Process) Innovation Framework – to further motivate staff to innovate and excel within the organisation.

“Our strategy of developing and retaining talent is anchored on providing meaningful and rewarding careers,” explains Mr Tan Peng Yam, Chief Executive of DSTA.

The SDF empowers staff to align their aspirations with organisational goals. It is anchored on five pillars of people development: providing multiple career advancement opportunities; inclusive leadership development; in-house foundation and milestone courses; competency development; and personalised career development plans, to develop in-depth technical expertise and encourage staff to chart their own career paths.

“We encourage our staff to have open dialogues with their supervisors about their personal career aspirations. By empowering our staff, they are, in turn, invigorated to contribute to the larger organisational goals,” says Mr Tan.

Push for innovationThe iLEAP Innovation Framework weaves innovation into DSTA’s culture. Through the framework, DSTA

organisational culture,” explains Mr Tan. Ready for the futureDSTA’s policies empower its people to chart their future, challenge norms and come up with new ideas and solutions to drive the organisation forward.

“The SDF has been effective and we will continue to leverage it to develop our people. We will also enhance its five clusters of initiatives with a view of ensuring that our people stay relevant and future-ready,” says Mr Tan.

keytakeaways¢ Developing staff and maximising their capabilities and potential can help drive innovation in your business. ¢ Visit www.spring.gov.sg/BE to find out how find out how you can embark on a business excellence journey with SPRING to strengthen your business fundamentals, remain agile and seize new growth opportunities

Mr Tan Peng Yam Chief Executive, Defence Science and Technology Agency

We encourage our staff to have open dialogues with their supervisors about their personal career

aspirations. By empowering our staff, they are, in turn, invigorated to contribute to the larger organisational goals.

encourages staff to challenge norms, giving them the time and space to come up with new ideas.

To achieve the objectives of the framework, a DSTA Innovation Fund has been set up to encourage bottom-up innovation from staff and enable them to explore and carry out innovative ideas. DSTA has also put in place a Reducing Red Tape Task Force to identify and eliminate obstacles that could potentially hinder innovation and productivity within the organisation.

In March 2016, the organisation launched a new DSTA Integrated Complex, which will bring all DSTA staff under one roof. It features training areas, laboratories and breakout areas to increase interactions.

“This new facility has been designed for collaboration, to provide a space that will foster teamwork, promote mutual learning and nurture a strong

20 DECEMBER 2016

PROFILE

Why did PSE decide to embark on the business excellence journey? Julia (photo, right): We read about companies established decades ago that find it difficult to survive in today’s business environment because they’re stuck in their old norms and have not embraced new ways of doing things. We did not want to be one of those companies and were determined to ensure that PSE is sustainable in the long run.

In 2014, as we were preparing for our 20th anniversary in 2015, we thought that it would be a good time to also embark on a few changes to ensure that our company continues to grow in this new business environment. That same year, we decided to adopt SPRING Singapore’s BE framework and applied for the Singapore Quality Class to improve and achieve excellence in our work processes, customer service quality and delivery, and strategy.

What were the challenges faced prior to adopting the BE framework?Julia: As we grew and took on bigger projects, we needed more people to manage those projects. However, hiring more staff meant that we needed to have a proper system to manage people and performance, which we lacked. This resulted in some staff working in silos, a lack of coordination between departments, and missed project opportunities.

Another challenge we faced was with customers. Previously, we treated all our customers the same. We tended to use the

REFINING INTERNAL PROCESSES TO ACHIEVE NEW HIGHS

same marketing strategy for all customers, resulting in missed opportunities and the company losing tenders.

How did the framework help PSE overcome its human resource challenges? Sonny (photo, left): Since applying the principles of the BE framework, we have implemented a new process called ‘review and refine’. Every quarter, our senior leaders, managers and staff from every department gather to review and discuss ways that we can improve our current processes. Julia: We also discuss and review new project opportunities, including how we should go about securing them. We’ve established a process to ensure that our staff communicate effectively with each other and work as a team to actively seek

Prime Structures Engineering (PSE)’s Managing Director, Mr Sonny Bensily, and Associate Director, Ms Julia Bensily, share how the Business Excellence (BE) framework has helped improve the local construction company’s customer-driven approaches

and win new business opportunities. When a new project opportunity arises

now, the first step is to get staff from our sales and marketing departments to evaluate and determine the project’s potential in terms of value and return on investment. They are then required to prepare a detailed report and present it to the rest of the company before a decision is made.

This has significantly increased our productivity as our staff now have a better understanding of the importance of project management and value, which in turn have increased their awareness of customer needs and expectations in relation to new projects. They are also more involved in key processes and contribute more to our bottom line in terms of maximising new business opportunities and results.

Have you also seen an increase in customers?Julia: Most of our customers now are repeat customers and referrals. We achieved this by arranging our potential customers into segments based on their demand when it comes to, for instance, time, cost and level of quality. It’s a way of ensuring that we maximise value and give every customer a unique quote and tailored experience.

What are PSE’s future plans? Sonny: We will continue to use the BE framework and apply its principles in areas like customer, processes, people and strategy, to further grow our business. By 2020, we aim to grow into a multinational corporation; and by 2026, we want to achieve a turnover of $250 million. With the framework, we’re confident of achieving these goals – and maybe even exceeding them. ¢

DECEMBER 2016 21

PROFILE

Why did EU Holidays apply for the Singapore Service Class (S-Class) certification? In a short five years, we grew from a 10-man company to more than 100 staff. With this rapid growth came the need to standardise processes to establish a set way forward. The S-Class certification provides a framework for continuous improvement and sets the benchmark for good service practices. To our customers, it demonstrates our commitment to excellence in service.

What were some of the challenges faced by EU Holidays?Working in a big team like ours meant that each staff had different ways of performing their tasks and serving customers, which resulted in a lack of service consistency. We found ourselves having to constantly remind our staff to have a positive and professional customer-service attitude.

How did EU Holidays go about adopting the S-Class framework? We first conducted a pre-assessment exercise to identify our strengths and areas for improvement. We then developed action plans and implemented several service quality improvement initiatives to meet the requirements of the certification in the seven categories of the Business Excellence (BE) framework – leadership, customers, strategy, people, processes, knowledge and results – which is the foundation of the S-Class framework.

For instance, we shortened our refund process time from one month to 10 days by refining internal approval processes. As a result, customers can now receive their refunds faster and staff can process applications more efficiently, without unnecessary delays.

Additionally, we put in place a systematic standard operating procedure for our customer service processes, from enquiry and booking to final payment and

obtaining feedback, to ensure consistent customer service delivery.

What are some benefits that you’ve seen since obtaining the S-Class certification?We received the S-Class certification in February this year. Since then, we have seen a 20% increase in sales.

Based on an in-house survey conducted in 2016, the increase in sales is brought about by a 40% rise in repeat customers and referrals. Our customers have high confidence in our services, and are happy to keep coming back.

These results have motivated our staff to provide better service and offer each customer the best possible experience. Overall, the certification process has transformed the culture of the company to be more customer-oriented.

In your opinion, how important is the S-Class certification in the service industry today?The S-Class certification provides a benchmarking tool against industry best practices and competitors. Not only does it give a competitive edge, it also encourages new ways of approaching service challenges and opportunities to help brands stay relevant to their customers.

What are some of the company’s future plans? We aim to take our key learnings and best practices from the S-Class certification to the next level by attaining the Singapore Quality Class (SQC) certification next year. With the SQC certification, we’re hoping to put in place a holistic model for overall business excellence.

What is your advice for other SMEs looking to obtain the S-Class certification? It’s important to set clear objectives from the start and determine what you want to achieve from the certification. Companies should aim to improve their service standards and culture, and not just use the certification to gain a marketing or sales advantage. If implemented for the right reasons, SMEs will benefit in the long run from a culture of service excellence, customer satisfaction and retention, and, ultimately sustained profits and growth. ¢

STRIVING FOR EXCELLENCE IN THE SERVICE INDUSTRYSPRINGnews caught up with Mr Wong Yew Hoong, Director of EU Holidays, to talk about the travel agency’s service excellence journey

Whichever stage of growth your business is at, having the right set of business capabilities will make you more competitive. SPRING Singapore’s Capability Development Grant (CDG) helps defray up to 70% of qualifying project costs when you enhance your capabilities to grow your business.

For more information, visit www.spring.gov.sg/CDG today!

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SME InfolineTel: (65) 6898 1800Email: smeinfoline@spring.gov.sgWebsite: www.smeportal.sg

SME CentresSME Centre@ASMEAssociation of Small and Medium Enterprises (ASME) 167 Jalan Bukit MerahTower 4, #03-13Singapore 150167Tel: (65) 6513 0388Email: enquiries@smecentre-asme.sgWebsite: www.smecentre-asme.sg

SME Centre@SCCCISingapore Chinese Chamber of Commerce and Industry (SCCCI) 47 Hill Street, #09-00Singapore 179365Tel: (65) 6337 8381Fax: (65) 6339 0605Email: enquiry@smecentre-sccci.sgWebsite: www.smecentre-sccci.sg

SME Centre@SICCISingapore Indian Chamber of Commerce and Industry (SICCI) SICCI Building31 Stanley StreetSingapore 068740Tel: (65) 6508 0147Email: sme@smecentre-sicci.sgWebsite: www.smecentre-sicci.sg

CONTACTS

SPRING Singapore is an agency under the Ministry of Trade and Industry, responsible for helping Singapore enterprises grow and building trust in Singapore products and services. As the enterprise development agency, SPRING works with partners to help enterprises with financing, capability and management development, technology and innovation, and access to markets. As the national standards and accreditation body, SPRING develops and promotes an internationally recognised standards and quality assurance infrastructure. SPRING also oversees the safety of general consumer goods in Singapore.

SME Centre@SMCCI Singapore Malay Chamber of Commerce and Industry (SMCCI) 15 Jalan PinangSingapore 199147Tel: (65) 6293 3822Fax: (65) 6293 3905Email: gadvisory@smecentre-smcci.sgWebsite: www.smecentre-smcci.sg

SME Centre@SMF Singapore Manufacturing Federation (SMF) 2985 Jalan Bukit Merah Singapore 159457Tel: (65) 6826 3020Fax: (65) 6826 3021Email: query@smecentre-smf.sgWebsite: www.smecentre-smf.sg

For assistance, you can visit satellite SME Centres located at the Community Development Councils (CDCs), Changi Simei Community Club and Ang Mo Kio Community Centre.

Sales of StandardsToppan Leefung Pte LtdGreat World City East Tower 1 Kim Seng Promenade, #18-01Singapore 237994Tel: (65) 6826 9691Fax: (65) 6820 3341Email: singaporestandardseshop@toppanleefung.comWebsite: www.singaporestandardseshop.sg

Standards CollectionNational Library BoardLee Kong Chian Reference Library 100 Victoria StreetLevel 7Singapore 188064Tel: (65) 6332 3255Email: ref@library.nlb.gov.sgWebsite: eresources.nlb.gov.sg/standards

SPRING Singapore1 Fusionopolis Walk, #01-02 South Tower, Solaris, Singapore 138628

Tel: +65 6278 6666, Fax: +65 6278 6667www.spring.gov.sg