July

enabling ENTERPRISE

SPRINGnews2012

Focusing on growthsecured, tracked and deliveredSupported by investments from SPRING SEEDS Capital, Ascent Solutions is now looking towards further expansion into international markets.

Early-stage funding from SPRING SEEDS enabled KAI Square to develop its technological capabilities and expand into new sectors.

Find out how SPRING Singapore works with partners such as business angel investors and venture accelerators to invest in innovative startups.

InvestingStartups

in

in thIS issue

EDITORIAL TEAM > HO Chow Pheng (ho_chow_pheng@spring.gov.sg) & Geraldine TAN (geraldine_tan@spring.gov.sg)

DESIGN & LAYOUT > Kevin LOO (kevin_loo@spring.gov.sg) PHOTOGRAPHY > OOI Cheong (ooi_cheong@spring.gov.sg)

PUBLISHING CONSULTANT > Outlook Editorial & Research

Please email your comments / feedback to: springnews@spring.gov.sg • www.spring.gov.sg/springnews

SPRING Singapore is the enterprise development agency for growing innovative companies and fostering a competitive SME sector. We work with partners to help enterprises in financing, capa-bilities and management development, technology and innovation, and access to markets. As the national standards and accreditation body, SPRING also develops and promotes internationally-recognised standards and quality assurance to enhance competitiveness and facilitate trade.

EDITORIAL TEAM > HO Chow Pheng (ho_chow_pheng@spring.gov.sg) & NG Cuili (ng_cuili@spring.gov.sg)

DESIGN & LAYOUT > Kevin LOO (kevin_loo@spring.gov.sg) PHOTOGRAPHY > OOI Cheong (ooi_cheong@spring.gov.sg)

PUBLISHING CONSULTANT > Outlook Editorial & Research

Please email your comments / feedback to: springnews@spring.gov.sg • Visit us at www.spring.gov.sg/springnews

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 in 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.

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SPRING Singapore works with partners such as business angel investors and venture accelerators to invest in innovative startups.

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Feature story

investing in startups

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Mentor and Be Mentored – 11 A Win-Win Solution

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Learning from Mentors 10

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Innovating for Productivity 12

Coffee Done Right 14

Programmes 17

ACE launched its first Overseas Chapter in Beijing (ACE Beijing Chapter) on 15 June. the Guest-of-honour was Mr teo Ser Luck. he urged startups to “start local but think global” and to seize opportunities to internationalise and make this part of their growth strategy right from the early stages, to sustain growth in the longer term.

the launch was led by the ACE Overseas Chapter Sub-Committee, which aims to build networks to help Singapore startups access opportunities in overseas markets. the Sub-Committee Chairman, Mr James tan, said the ACE Beijing Chapter will be a “by Singaporeans,

for Singaporeans” soft-landing platform where mentors and entrepreneurs can sharpen their ideas and execution and improve their chances of success. Mr tan is the co-founder of one of China’s largest group buying sites, 55tuan.com, which has a presence in more than 100 Chinese cities.

Launch of First ACE Overseas Chapter in Beijing – 15 Jun

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ACE and Exploit technologies, A*StAR’s commercialisation arm, organised the inaugural ACE-Exploit technologies Investor Forum on 1 June. this was the first of a series of event collaborations between ACE and Exploit technologies to help technology firms connect with potential partners and investors.

Minister of State for trade and Industry and ACE Chairman, Mr teo Ser Luck, was Guest-of-honour at the event which saw 12 startups pitching their ideas to an audience of some 200. More than 20 investors from both local and foreign angel investors and venture capitalists were present, including Walden International and Innosight.

Endomaster, a SPRING technology Enterprise Commercialisation Scheme (tECS) grant recipient, won the “Best Pitch” award for its robotic-assisted technology to perform endoscopic surgery.

Inaugural ACE-Exploit Technologies Investor Forum – 1 Jun

First ACE Networking Event – 21 Jun

Going from meeting room to bowling alley, members of the ACE steering committee gathered for the first ACE Networking event organised by Canon Singapore and Singapore Bowling at the Singapore Island Country Club. the event brought together key ACE members, who represent senior management in over 20 public and private sector organisations, through sports for the first time. Mr teo Ser Luck was Guest-of-honour at the event.

Mr Clinton Ang, Managing Director of hock tong Bee Pte Ltd and ACE Networking Sub-Committee Chairman said it is crucial for startups to be plugged into the business community to become a sustainable business. the Sub-Committee will be organising regular networking events for startups to build up their contacts locally and overseas.

Mr teo Ser Luck (right) in conversation with Mr tan Kai hoe, SPRING Deputy Chief Executive (left).

Mr James tan (left), Chairman of the ACE Beijing Chapter and Mr teo Ser Luck, ACE Chairman.

ACE marked another milestone to provide China-bound Singapore entrepreneurs better access to resources and opportunities in Beijing and China with its collaborations with hD Capital Co Ltd (hDC), a member company under tsinghua University, and Coway International techtrans Co Ltd (Coway), its technology partner.

On 4 July, Mr James tan, Chairman of the ACE Beijing Chapter, signed Letters of Intent with the Managing Director of hDC, Mr Du Peng, and the Director President of Coway, Dr tan hongxin. Minister for Education heng Swee Keat graced the occasion as Guest-of-honour. he was accompanied by Mr teo Ser Luck.

Mr teo said, “Singapore startups will get a head start in the China markets with hDC and Coway to mentor and guide them. this is the first step towards greater collaboration and there will be opportunities for closer partnerships to be forged between the Chinese and Singapore communities in entrepreneurship.”

the signing ceremony was attended by representatives from ACE, tsinghua University, hDC and Coway, as well as the China and Singapore business communities.

ACE-Tsinghua Collaboration to Support China-bound Singapore Entrepreneurs – 4 Jul

Mr James tan, Chairman of the ACE Beijing Chapter and Mr Du Peng, Managing Director, hD Capital.

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SPRING and tan tock Seng hospital announced on 27 June their partnership to set up the first Co-innovation Programme Office (CPO) in Singapore. the CPO is expected to catalyse more collaborative projects between healthcare clinicians and local medical technology enterprises. the target is 10 to 15 projects in the first year.

this is part of SPRING’s S$10 million Clinician-Driven Innovation initiative, which seeks to foster industry collaboration among clinicians, innovators and academia and to support SMEs to upgrade their capabilities.

SPRING Partners Tan Tock Seng Hospital to Set Up Co-Innovation Programme Office – 27 Jun

SPRING announced the launch of the Innovation and Capability Voucher (ICV) on 1 June. the ICV is an expanded version of the Innovation Voucher Scheme (IVS). In addition to innovation, the voucher will cover three more areas – productivity, human resources development and financial management. the $5,000 voucher is redeemable at 120 participating service providers and will allow more SMEs to take the first step to upgrade their capabilities in these key areas.

More SMEs Can Upgrade with New Innovation and Capability Voucher – 1 Jun

Singapore played host to the biennial German-Singapore Business Forum (GSBF) this year. With Singapore as the gateway, GSBF 2012 tapped the knowledge and expertise of Singapore enterprises to explore new market opportunities in ASEAN.

For the first time, a delegation of German and Singaporean enterprises travelled to Indonesia, where home-grown enterprises like YCh Logistics, Sanwa Group, CEI Contract Manufacturing and Racer technology opened their manufacturing, warehousing and distribution facilities to the visitors.

German-Singapore Business Forum Opens New Gateway into ASEAN – 3 Jul the Singapore Accreditation Council (SAC) launched the Accreditation

Programme for Energy Management System (ISO 50001) Certification at the Accreditation & Conformance 2012 conference on 3 July. the accreditation programme is aimed at increasing industry’s confidence in ISO 50001 certifications by accredited certification bodies and by providing third-party assurance of their competencies.

Singapore is one of the first countries in the world, following the likes of Japan and the United States, to have in place such an accreditation programme. ISO 50001 requires an organisation to follow a systematic approach towards achieving continual improvement in energy performance. this will, in turn, minimise energy wastage and enable companies to achieve significant cost savings.

Singapore Accreditation Council Helps Firms Save on Energy Costs – 3 Jul

GSBF2012 Co-Chairs: Dr Axel Stepken (left) and Mr Philip Yeo

Prof Philip Choo, CEO, tan tock Seng hospital (left) and Mr ted tan, Deputy Chief Executive, SPRING.

Mr tan Kai hoe, SPRING Deputy Chief Executive, speaking at the Accreditation & Conformance 2012 conference.

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s the lifeblood of Singapore’s economy, startups play a key role in job creation and fostering an entrepreneurial culture. SPRING

recognises the challenges that startups face and constantly strives to strengthen the startup ecosystem by ensuring that both financial and non-financial support are available.

As a startup will face different needs and challenges on its journey from ideation to commercialisation, SPRING works with partners to provide tailored support at each stage of the entrepreneurial journey.

Financial support is provided directly by SPRING through a number of programmes, while non-financial support is ensured through SPRING’s collaboration with partners.

An entrepreneurial culture has its roots in education and an entrepreneurial mindset can be seeded from young. SPRING provides funding to promote entrepreneurship learning in schools through the Young Entrepreneurs Scheme for Schools (YES! Schools), and supports entrepreneurial events and activities, which include business competitions such as the National University of Singapore’s Startup@Singapore and Nanyang technological University’s ideas.inc.

SPRING works with partners such as the Action Community for Entrepreneurship (ACE) to provide early-stage funding. Support comes in the form of grants such as the ACE Startups scheme and the Technology Enterprise Commercialisation Scheme (TECS), and through partnering full-suite incubators under the Incubator Development Programme (IDP).

While grant schemes like ACE Startups and tECS help address early-stage funding gaps, the IDP partners provide resources such as incubation, mentoring, technology advice, shared business services and even equipment, and are a crucial bridge between the ideation and commercialisation phases.

seeding Future successesWith bank financing out of reach for many startups without any track record, SPRING Singapore has put in place a number of funding schemes to groom innovative startups. For example, startups with a commercially viable business and strong growth potential can turn to SPRING SEEDS Capital, a wholly-owned subsidiary of SPRING Singapore, for equity funding

SPRING Singapore works with partners such as business angel investors and venture accelerators to invest in innovative startups.

Investing inStartupsA

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under the SPRING Start-up Enterprise Development Scheme (SPRING SEEDS).

SPRING SEEDS helps to launch innovative startups into the market by pumping in equity of up to $1 million. this is done through co-investing with third-party investors. Both SEEDS and the private investor will then take equity stakes in the firm. SPRING SEEDS Capital recognises that, beyond financing, startups need non-financial support such as mentoring and access to networks and markets. to date, SPRING SEEDS has invested in over 190 startups.

“the objective of SPRING SEEDS is to catalyse private sector investments. As many startups lack access to capital due to their limited track record, angel and early-stage investors have a vital part to play in seeding young companies,” says Ms Chew Mok Lee, Chief Executive of SPRING SEEDS Capital.

In addition to direct funding, SPRING SEEDS works closely with pre-approved business angels through the Business Angel Scheme (BAS) to co-invest in startups for up to $1.5 million. Beyond funding, the business angels have helped their investees with the establishment of corporate governance structures, business development, and access to financing and market. Early this year, the BAS was enhanced to include four more angel investors, enlarging not just the pool of funds available, but also the range of expertise that the angel investors bring with them.

More importantly, angel investors also provide a source of entrepreneurial expertise to help nurture new businesses.

“Business angels are best positioned to guide startups through the highs and lows

of starting a business,” says Mr Amit Anand, Managing Partner of Jungle Ventures, which is a participating business angel investor under SPRING’s BAS.

Private angel investor Lawrence Seah agrees. “Angels can add tremendous value by providing key contacts, such as potential investors, and guidance related to all aspects of the business, especially in financial and human resource matters,” says Mr Seah.

incentivising angel investors Recognising the value that angel investors bring to startups, SPRING introduced the Angel Investors tax Deduction Scheme (AItD) to encourage individual angel investors to not only invest for potential capital gain, but to take a keen interest in the startups and guide them, so as to accelerate their growth.

the AItD allows individuals who make equity investments in fledgling firms to get a 50 per cent tax deduction on the amount after two years.

“AItD is an added incentive for investors to consider investing in an early stage company,” says Mr Seah. “While the scheme is not the sole reason for investing in a startup, I believe every prudent investor should do some research to understand how they can enhance their investment returns.”

Individuals will be required to commit a minimum amount of $100,000 within 12 months in a startup and take up a board seat or advisory role at the firm in order to qualify as angel investors under the scheme. they must also have at least three years of experience in early-stage investments or be entrepreneurs with a minimum five-year track record or senior management professionals with at least eight years of corporate experience.

supporting Biomedical startupsOne of the areas that SPRING sees strong growth potential in is the biomedical sciences sector. however, due to the knowledge- and capital-intensive nature of the sector as well as the longer gestation period required, it can be difficult for medical technology (medtech) startups to succeed.

to encourage the formation and growth of medtech startups, the government launched a $40 million fund as part of its Research, Innovation and Enterprise 2015 (RIE 2015)

plan. the fund is managed by SPRING SEEDS Capital under its Biomedical Sciences Accelerator (BSA) Programme.

Besides supporting the growth of more innovative startups, the programme also aims to better commercialise the intellectual property developed in the sector. As such, technology incubators ClearBridge BSA (CBSA) and Singapore Medtech Accelerator have been engaged to identify, finance and manage promising medtech startups. SPRING SEEDS Capital will then co-invest in the startups on a one-for-one basis.

CBSA’s Managing Partner, Mr Johnson Chen, believes that accelerators play a crucial role in helping medtech startups take their idea from the lab to the market.

“Besides funding support, we help startups in areas such as distribution channels, pricing models, cost expenditures, collaborations, back-end corporate functions, quality control and regulations compliance. We also help startups to develop and manage their intellectual property,” says Mr Chen.

Mr Amit Anand, Managing Partner, Jungle Ventures

“Business angels are best positioned to guide startups through the highs and lows of starting a business.”

“The objective of SPRING SEEDS is to catalyse private sector investments. As many startups lack access to capital due to their limited track record, angel and early-stage investors have a vital part to play in seeding young companies.”

Ms Chew Mok Lee, Chief Executive, SPRING SEEDS Capital

he added: “We believe these capabilities are key to the success of startups, and are critical to helping them commercialise their technologies.”

Read on to find out how companies such as Ascent Solutions and KAI Square have turned to SPRING SEEDS Capital for equity financing and support to grow their business. For more information on SPRING’s assistance schemes for startups, please visit www.spring.gov.sg/entrepreneurship/fs.

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█ Find out how you can expand your business with equity funding from SPRING SEEDS Capital at www.spring.gov.sg/seeds.Identifying the right channels and partners and developing a strong brand are critical for international expansion.

ith millions of tonnes of cargo moving between nations every day,

asset security and tracking has grown in importance due to the risks associated with the transportation of goods. however, most of the tracking products currently in the market do not come with any mechanism or data about security breaches that can alert the owners take quick and decisive action.

Recognising the need to integrate both security and tracking into a single device, Ascent Solutions developed iSPOt (Integrated Security Portal), an electronic cargo security tracking system that provides better control over shipments.

the iSPOt integrates Global Positioning System (GPS), General Packet Radio Service (GPRS) and Radio Frequency Identification (RFID) technologies to provide users with information on the location of a consignment, thus allowing any unauthorised access to be quickly investigated.

Supported by investments from

SPRING SEEDS Capital,

Ascent Solutions is now looking

towards further expansion into

international markets.

From left: Mr Chew Kia Boon (Director of technology) & Mr Lim Chee Kean (CEO) of Ascent Solutions

ASCENt’s iSPOt – an electronic cargo security tracking system that provides better control over shipments.

“We aim to eliminate all blind spots with iSPOt. this is a full-fledged solution that businesses will find useful because it covers the security of cargo from all aspects,” explains Mr Lim Chee Kean, Chief Executive of Ascent Solutions.

Besides providing location tracking and intrusion detection services, iSPOt minimises the need for physical escorts for high-value cargo and facilitates the movement of goods through designated customs corridors. It achieves this by working with customs and revenue authorities, defence and homeland security agencies, and chemical and hazmat companies to ensure the safe and efficient transportation of freight.

“SPRING supported the R&D of iSPOt through the Technology Innovation Programme (TIP). We are continuously developing our product to ensure that our market-ready solution meets current customer needs. We will be launching a new platform that includes Iridium failover, a satellite-based backup system to ensure continuous monitoring connectivity,” says Mr Lim.

expansion into new MarketsAscent Solutions has also secured funding support from SPRING’s Startup Enterprise

Secured, Tracked and Delivered

Development Scheme (SPRING SEEDS), which will support the company’s foray into overseas markets. “the funding will support our business development, especially in building a network of international channels,” adds Mr Lim.

Although the company was only established in 2010, it has made its mark in the regional logistics industry, winning business contracts in China, Indonesia, thailand, and countries in East Africa. “We are very happy that we managed to close multi-million dollar contracts and stay profitable, even in our first year,” shares Mr Lim.

a clear roadmap to growth Despite the success, Mr Lim shows no signs of slowing down. One of his priorities is to find the right partners to take the company to the next level.

“We are starting to enter the second phase of the business, which is focused on expansion. the key is to look for the right partners and channels to sell our solution. there will be different strategies required for different markets, so a strong brand strategy is key to overcoming this challenge,” explains Mr Lim.

he adds: “We will focus on strengthening our brand this year, so that when people want to secure and track their cargo, Ascent Solutions comes to mind.”

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█ While funding can support expansion, startups need to first develop a strong, differentiated product that is scalable from the outset. Find out how you can grow your business to the next level with support from SPRING SEEDS at www.spring.gov.sg/seeds.

Focusing on Growth

ith surveillance cameras popping up everywhere these days, there is a growing need to make sense of

what is being recorded. Recognising the increasing demand to process surveillance data, computer science graduates Dr Neo Shi Yong (above) and Mr Victor Goh saw a business opportunity and set up KAI Square in 2006.

KAI Square eventually developed a central management system, the KAI Square Unified Platform, to help organisations manage the data recorded by surveillance devices such as cameras and sensors. the system provides instant alerts based on real-time information and tracks and identifies objects. It can also estimate the number of people in an area and detect any potentially dangerous or disruptive situations.

KAI Square’s state-of-the-art surveillance systems, called KAI Square Surveillance, were developed with support from SPRING grants like the Technology Enterprise Commercialisation Scheme (TECS) and Technology Innovation Programme (TIP).

“SPRING’s funding support was crucial as we needed the money to develop our products. It also enabled us to take our technology to the market,” says Dr Neo.

Poised for strong growth What started off as a four-man operation has grown to today’s team of 50. KAI Square

Early-stage funding from SPRING SEEDS enabled KAI Square to

develop its technological capabilities and expand into new sectors.

has established a strong foothold in the security industry and has started branching out into new markets such as the expanding healthcare sector.

In the last two years, KAI Square has test-bedded its new technology application, KAI Square health, in a local hospital. It was installed to monitor patients and their vital signs through cameras so healthcare professionals can monitor patients even when they are not in the vicinity. the technology incorporates patient tags fitted with WiFi location trackers and an emergency distress button, so patients can signal when they need assistance.

Dr Neo believes the new technology application, which he is planning to commercialise towards the end of the year, holds huge potential for the company. Over the next two years, he expects KAI Square health to contribute some $400,000 in revenue to the company from the Singapore healthcare industry alone.

regional ambitionsWith a strong presence in Singapore, KAI Square has now set its sights on overseas markets for further growth. While it already has offices in taipei and Beijing, Dr Neo plans to expand into the Middle East and to capture a larger slice of the Chinese market by setting up another office in Suzhou. to facilitate its overseas expansion, KAI Square recently secured funding from SPRING

W SEEDS (Startup Enterprise Development Scheme) Capital.

Evidence of the company’s success is clear – its revenue grew almost eight times in the past three years, and it recently clinched the top spot on the Deloitte technology Fast track 500 Asia Pacific List, which ranks the region’s 500 fastest-growing companies. KAI Square’s list of clients is also growing fast, and includes transport operators, law enforcement agencies, healthcare providers and security agencies.

Besides geographical expansion, the company also plans to invest in R&D and human resources to support its growth. “If we want to grow the business, we will need to find the talent with the experience and knowledge to position the product well in overseas markets. We will need to continue building our capabilities so we are able to sustain growth and compete globally,” says Dr Neo.

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we turned to angel investors. We also took advice wherever we could get it, but there wasn’t anything formal in terms of having a mentor. Looking back, I realise it would have been great to have a mentor’s experience and insights to learn from. that is one of the main reasons why I am now part of ACE.

SPRINGnews: What excites you about ACE?

Dr Fang: For me, one of the biggest draws of ACE is the opportunity to translate some of the great, forward-looking policies on entrepreneurship and business support into concrete actions and results. ACE’s

chairman, Minister of State teo Ser Luck, had the fore-sight to get people from the industry involved in realising ACE’s vision, and it’s exciting to be a part of that. I see our efforts in the short and medium term to have a significant impact on the development of new companies. In the longer term, it will have a real impact on Singapore’s economic performance and job creation.

SPRINGnews: Where is the value in the mentor-mentee relationship?

Dr Fang: Mentors help startups lower or mitigate risks when they share their own experience and insights, especially those gained from making

mistakes and learning from them. to be able to tap into such experience

SPRINGnews: What were some of the challenges you faced as a startup?

Dr Fang: there were many challenges when I started the company in 2001. One set of challenges can be categorised as surviving the “valley of death” – the initial phase of commercialising ideas and getting the business from start-up mode to sustainability. Common problems include cash flow management, building the right team and getting the product right. the second set of challenges centred around learning from my mistakes – I had to learn and accept that mistakes were inevitable, and then find the best way to respond and learn from them.

SPRINGnews: ACE was set up two years after you started Cordlife. What kind of resources were you able to tap when you were starting your company?

Dr Fang: I mostly turned to industry friends and domain experts. We were in a tricky position because what we were doing was so groundbreaking that there was no reference to turn to! In the medical and technical areas, we worked closely with universities and research institutes. For financial support,

Learning from Mentors

Dr Steven Fang speaks to SPRINGnews in this first instalment of a seven-part Q&A series with the Action Community for Entrepreneurship

Following several years of informal involvement in supporting the local startup community, dr steven Fang (below) – founder of Cordlife, a leading provider of stem cell banking from cord blood and umbilical cord – was appointed as Co-Chairperson of the Action Community for Entrepreneurship (ACE) and the Chairperson of its Mentoring Sub-Committee earlier this year. SPRINGnews caught up with Dr Fang to hear his views on building a business and the value of mentors.

without having to pay the “price” – making the mistakes themselves – is a huge advantage for mentees. For mentors, such a relationship is an opportunity to give back by helping the next generation of entrepreneurs find their way.

SPRINGnews: What are the plans for ACE’s Mentoring Sub-Committee in the coming year?

Dr Fang: Our efforts are focused on building up a pool of mentors and helping to make the right matches with mentees. For the mentors, we are looking at strengthening three broad categories – the first consists of survivalists, people who can help a startup survive the “valley of death”. the second category consists of functional mentors who have specific skill sets in various domains such as legal, finance and technical. the last category consists of mentors who can help a company internationalise by providing insights on entry strategies, funding and partnerships. For the mentees, we are looking for businesses with potential and scalability as well as a management team with the right approach and attitude to succeed.

SPRINGnews: What advice do you have for entrepreneurs when it comes to working with mentors?

Dr Fang: the key is to understand that a mentor is not there to run the business for you – they cannot tell you what to do; rather, they are there to provide advice and suggestions. Mentors offer mentees a tremendous opportunity to tap their experiences as well as learn from the mistakes that the mentors have made and how they overcame those challenges.

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Dr Fang speaking at the launch of the new direction for ACE in January this year.

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Valley of Death

Success as a business

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One of many challenges startups face is surviving the “valley of death” – the initial phase of commercialising ideas and getting the business from start-up mode to sustainability.

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SPRINGnews: How did Windphony get started?

Mr Tan: Many people often turn to reality television series and social media websites as a platform to showcase their talents to the world. Likewise, composers are also seeking that ‘one minute of fame’ to jumpstart their career. Windphony aims to breach the current convention by allowing composers to self-publish and share their music scores via our digital music score distribution platform.

SPRINGnews: How did you benefit from the ACE Startups Programme?

Mr Tan: Besides funding support, the programme also provides one important ingredient which is often overlooked by startups – mentorship. Although getting mentoring assistance can be a challenge for first-time entrepreneurs, ACE connected us to experienced consultants and entrepreneurs such as Mr Charlie Sim.

SPRINGnews: How were you paired with Mr Charlie Sim?

Mr Tan: We were given a list of proposed mentors who could work with us. We thought Mr Sim’s experience would be useful to our business. his expertise in the management of intellectual property (IP) rights helped us improve our approach in handling and managing the IP rights of the composers,

the Action Community for Entrepreneurship (ACE) provides funding support and access to networks and mentors to help promising startups. SPRINGnews spoke to ACE Startups grant recipient Mr tan siow wee (below), founder of online digital music score distribution platform, Windphony, and Mr charlie sim, his mentor, a co-founder of Renovell, Allied Intuit Pte Ltd and Axis Intellectual Capital Pte Ltd.

Mentor and Be Mentored – A Win-Win Solution

as well as protecting Windphony from IP infringement.

SPRINGnews: What were some of the challenges in starting a business and how did the support and guidance provided by Mr Sim help you to overcome them?

Mr Tan: Some of the challenges we faced include creating and executing a winning plan for the market, financing our venture, and managing the local and international IP rights of the composers.

Mr Sim helped us to identify our priorities and gave us advice on how we can maximise our market penetration strategies. he also provided guidance on IP rights management and how they are being exercised in other countries.

SPRINGnews: Why do you think entrepreneurs should consider having a mentor?

Mr Tan: Starting a business without the advice of experienced people is like driving without any rear or side mirrors. Like the mirrors, a mentor helps the driver to see whether it is safe to turn left or right. Entrepreneurs will save a lot of time and effort by learning from the experiences of their mentors.

SPRINGnews: Why did you join the ACE Mentoring Programme?

Mr Sim: Over the years, I have benefited from the advice of fellow entrepreneurs. I also

find satisfaction in sharing my experience with budding entrepreneurs. When I was introduced to ACE and its framework for mentoring, I was sold. ACE’s ability to attract and select budding entrepreneurs with great ideas and business sensibility was also a huge draw.

SPRINGnews: What does it take to become a business mentor?

Mr Sim: A mentor must be able to appreciate the value of a mentee’s business and empathise with their concerns and uncertainties. A mentor must also have the ability to challenge ideas, plans and strategies, as well as stimulate thinking beyond the norm. Most importantly, a mentor must have the willingness to share ideas, and when necessary, contacts.

SPRINGnews: As a mentor, what is your role in helping Windphony grow, and what is the duration of the mentoring? Mr Sim: My role in Windphony varied depending on the stage of growth. At this point, my role is to act as a check and balance for their growth plans and strategies, to identify opportunities beyond their current market, and reassess their planned revenue models. I am currently helping Windphony to address the issue of managing IP rights on their platform. I am also assisting them in re-assessing their business model and exploring avenues for early collaboration with overseas partners. Although the duration of the mentoring is only a year, I believe our relationship will go beyond that.

SPRINGnews: What do you hope to achieve from this?

Mr Sim:the ACE Mentoring programme provides me with the opportunity to be exposed to new business ideas and to interact with like-minded mentors. I am also excited by the possibility of building meaningful relationships with my mentees. Every entrepreneurial journey is unique and by growing with the mentee, the mentor will get to develop him or herself too.

“Starting a business without the advice of experienced people is like driving without any rear or side mirrors. Like the mirrors, a mentor helps the driver to see whether it is safe to turn left or right.”

InterviewInterview

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Mr tan Siow Wee

12 insights

Faced with increasing competition from low-cost competitors across Asia and

a tight labour market at home, Singapore companies must find innovative ways to increase their productivity to stay ahead.

While productivity is often thought of as finding more efficient ways to produce a product or deliver a service, it is equally important for companies to understand that there is another side to the productivity equation.

“Productivity is not just about being efficient. higher productivity can also be achieved through value innovation by creating an output that allows you to expand your market or charge a higher price, thereby increasing your profit margin,” says Dr Lee Eng Wah, Director of A*StAR’s Manufacturing Productivity technology Centre (MPtC).

Dr Lee added: “If you look at the productivity equation, you have output divided by input. the input part is about how to do things better and faster, or how to make use of fewer resources to make the same output. however, productivity will also rise if you increase the value of the output, as long as input does not increase by a larger amount.”

he cites a number of companies in the United States as an example of this kind of output-focused productivity. “they create products that commands a high market value which allows them to have a very high productivity. An example would be products like the iPhone and airplanes.”

however, Dr Lee points out that this does not mean that innovation can only be applied to the output part of the productivity equation. Indeed, innovation remains key to developing new input techniques – production or delivery processes that can cut costs and reduce the input necessary to create an end product or service.

Manufacturing innovationOne of MPtC’s aims is to help manufacturing companies innovate across both inputs and

outputs. to achieve this, it runs a number of programmes that give Singapore companies access to the research & development (R&D) expertise of some 340 researchers at the Singapore Institute of Manufacturing technology (SIMtech).

One of these programmes is the Production Planning and Shopfloor tracking in high-Mix Low-Volume Manufacturing Initiative. It addresses the challenge of more frequent changes to production configurations as companies move towards higher-value manufacturing – where orders are often smaller, more complex and have shorter lead times.

followed by two months of mentoring and hands-on training and application of the theories. Since its launch in August 2011, a total of 65 participants from 36 companies have completed the programme.

“What OMNI does is develop ‘productivity champions’ who can then go back to their companies and lead innovative productivity initiatives,” explains Dr Lee. “By having our experts work with them for two months, we are able to ensure that what was learned in the classroom is applied in the company. It also allows the experts to identify areas where the company may benefit from technological innovations developed by SIMtech.”

hItECh heat treatment Services, a company providing heat treatment services to a wide range of manufacturing industries, decided to participate in the OMNI Programme in order to tackle some of the productivity challenges it faced. these included rising costs for hydrogen gas, a key input for its operations, and a lack of automation in its business processes.

Working together with SIMtech experts, hItECh introduced a gas generator to replace cylinder gas, automated key heat treatment process equipment, and implemented an Enterprise Resource Planning system. these initiatives resulted in a 200 per cent reduction in the consumable cost of hydrogen gas, a 30 per cent increase in labour productivity and an 80 per cent rise in total productivity.

innovating By designWhile technology and process-driven innovation are two of the more obvious avenues to higher productivity, there are many other ways to develop new business models that increase efficiency and support value creation. One such area that is gaining increasing awareness is design thinking.

Design thinking is a human-centric approach to overcoming challenges by putting the end-users at the centre of the innovation

Innovating for Productivity

Developing new products and processes can help companies raise their productivity and gain a competitive edge.

“Productivity will rise if you increase the value of the output, as long as input does not increase by a larger amount.”

Dr Lee Eng Wah, Director, A*StAR’s Manufacturing Productivity technology Centre (MPtC)

For precision engineering firm Riso Seiki, the programme has proved invaluable. they were able to improve operational efficiency on the shop floor by streamlining production planning and practices, as well as developing an integrated production planning and tracking system that raises delivery performance and shop floor visibility.

As a result, Riso Seiki was able to slash its daily planning time from four hours to 30 minutes, and now has the flexibility to react quickly to unexpected events. the changes have also helped Riso Seiki to venture into new business areas such as the aerospace sector.

Another MPtC initiative is the Operations Management Innovation (OMNI) Programme, a unique three-month programme that includes one month of classroom sessions

insights 13

process. By understanding its customers better, a company can use these new- found insights to drive innovation and build value.

SPRING Singapore’s Design Engage programme helps companies understand and apply design methods and mindsets to identify new areas for growth and accelerate innovation in their products, services and customer experiences. Companies are matched with a Design Facilitator who guides them through the process and works closely with them to develop a plan for implementation.

At-Sunrice GlobalChef Academy is an example of a company that has participated in the Design Engage programme. Working with a Design Facilitator, At-Sunrice identified untapped opportunities by going beyond what it had considered the limits of the business. In doing so, it moved beyond traditional culinary arts training to offer new courses in Food and Beverage (F&B) services and Restaurant Management. this has resulted in significant business growth and brighter prospects.

getting started For many companies, taking the first step towards innovation and improved productivity can be daunting. however, many support options are available to those willing to move up the value chain.

SPRING Singapore’s Innovation & Capability Voucher (ICV) offers companies a $5,000 voucher that can be used for key business areas such as innovation, productivity, human resources development and financial management. the ICV supports companies by funding a range of services including feasibility studies and product or services development. (See box for more details)

For companies that want to tap technology for higher productivity, SPRING offers the Technology Innovation Programme (TIP) to develop new products or processes by funding up to 70 per cent of qualifying costs of technology innovation projects for SMEs.

the Productivity and Innovation Credit (PIC) scheme offers tax credits of up to 400 per cent and/or a cash payout of up to $60,000 for spending across a range of productivity and innovation-related activities. Qualifying activities include staff training, investments in automation equipment, design, registration and purchase of intellectual property rights, and R&D.

these are just a few of the assistance programmes available to companies in Singapore. For information on the full range of support available, please visit www.enterpriseone.gov.sg

More areas covered under the new Innovation & Capability Voucher

WhAt It OFFERSthe new Innovation & Capability Voucher (ICV) replaces the Innovation Voucher Scheme (IVS) for small and medium-sized enterprises (SMEs) to undertake technology-related innovation activities. the new ICV is pegged at the same amount as IVS ($5,000) but extends its coverage to three new areas – productivity, human resources development and financial management. It has been available since 1 June 2012.

ACtIVItIES COVEREDthe ICV aims to encourage SMEs to take their first steps towards capability upgrading. this will allow them to strengthen their core business operations and enhance efficiency in the four key areas supported.

the voucher can be redeemed at 120 participating service providers for services such as diagnoses, feasibility studies, process upgrading, customised training, product or services development, and the adoption of quality and standards.

ELIGIBILItYSMEs applying for the ICV must meet the following requirements:

• At least 30% local shareholding• Group annual sales of not more than S$100 million, or group employment size of not more than 200 employees• Physically present and registered in Singapore

Companies that have received IVS funding can also apply for the ICV. however, they must complete the projects supported under the IVS before their application for the ICV can be considered.

hOW tO APPLYthe ICV application form can be downloaded from SPRING Singapore’s website (www.spring.gov.sg/icv). Companies are advised to discuss their project with the participating service providers before submitting the application.

KAIzEN, CONTINUOUS IMPROVEMENT & THE 7 WASTES WORKSHOPDate: 26 July Venue: 2 Bukit Merah Central #04-01, SPRING Singapore Building, Singapore 159835Organiser: Singapore Productivity Association (SPA)

VISUAL CONTROL TECHNIqUES FOR WORKPLACE IMPROVEMENTDate/time: 26 – 27 July, 9 am – 5 pmVenue: 2 Bukit Merah Central, SPRING Singapore Building, Singapore 159835Organiser: Singapore Manufacturers’ Federation (SMa)

WSq APPLY FAILURE MODE EFFECT AND ANALYSIS (FMEA) TECHNIqUESDate/time: 26 – 27 July, 9 am – 6 pmVenue: 2 Bukit Merah Central, SPRING Singapore Building, Singapore 159835Organiser: Singapore Manufacturers’ Federation (SMa)

SERVICE & SALES PRODUCTIVITY WORKSHOP – FOOD SERVICESDate: 30 – 31 July Venue: 2 Bukit Merah Central #04-01, SPRING Singapore Building, Singapore 159835Organiser: Singapore Productivity Association (SPA)

PRODUCtIVItY hAPPENINGS

14 insights

Harry Grover takes his coffee seriously. this is evident by the way his eyes light up as he talks of the sweet spot for coffee

beans – about five to 14 days after roasting – and the effect that a few degrees temperature difference can have on the flavour of an espresso.

As the founder and head barista at 40 hands Coffee, Mr Grover (in striped tee) has turned this passion into a mission to introduce Singapore to third Wave Coffee – the movement that advocates the production and appreciation of coffee as an artisanal product. Judging by the explosion of the coffee scene in Singapore since he opened 40 hands in partnership with the Spa Esprit Group in October 2010, Mr Grover has come a long way in his mission.

Singaporeans about coffee and the innovativeness of the concept,” recalls Ms Cynthia Chua (second from right in photo), Manager Director of the Spa Esprit Group.

these efforts paid off, as SPRING eventually provided support to set up 40 hands on Yong Siak Street, in tiong Bahru.

“A lot of people were surprised that we chose this area,” says Mr Grover.

he added, “At the time the area was very quiet, in particular Yong Siak Street, but we felt the unique history and the vibe of the area was just right for 40 hands.”

With support from the Spa Esprit Group, 40 hands was able to get significant media exposure.

“People were eager to write about it because our bar was in a very unusual location and it was, at that time, a unique business concept in Singapore. So, we weren’t a hidden find for too long,” explains Mr Grover.

long-term successFinding success in the local food and beverage (F&B) industry is notoriously difficult, particularly in the longer term. Challenges abound – from customers being lured away by the next trendy offering to weak operating procedures affecting profitability or a short-term approach to team-building, there are numerous obstacles that can potentially derail an initially successful F&B venture.

“We wanted to do something with a lot of depth to it, not just a passing fad. that means we have to deliver day in, day out, which requires a strong commitment to quality, process improvement and training,” says Mr Grover.

A focus on productivity, quality and training ensures 40 hands serves up the perfect cup of third Wave Coffee every time.

Coffee Done Right

a novel conceptAccording to Mr Grover, it was a very different picture two years ago.

“there were maybe one or two places doing third Wave Coffee, and there was very limited awareness in the community. I saw this as an opportunity – and once I met the people at Spa Esprit and got their buy-in, I knew I wanted to have a go at making it work,” says Mr Grover.

Mr Grover and Spa Esprit Group then approached SPRING Singapore early in 2010, to seek support for their new concept.

“It was tough trying to convince SPRING that the idea wasn’t just another coffee shop. We stressed the opportunity to educate

insights 15

According to Mr Grover, the nature of the café business – and one of its biggest challenges – is that a shop will be empty one moment, and then full the next. Many F&B businesses fail to provide service that can deal with these fluctuations, says Mr Grover. however, he also adds that, from the outset, 40 hands has worked to ensure it could cater to such surges in demand.

“Spa Esprit helped me hand-pick the people and build up the team so that we could live up to our commitment to serve a good coffee in five to ten minutes.”

Finding an edge with ProductivityMr Grover also noted that another challenge for a café is that the dollar spend per customer is often quite low – hence even though 40 hands is packed on weekends, there’s a limited upside to revenues.

Despite this, 40 hands still works on the standard model – where labour costs are about 30 per cent of total operating costs.

“to make it work, we focus on increasing staff productivity by making them multi-talented. Most of our staff are barista, cashier and server all in one – and they can roll up their sleeves in the kitchen too,” says Mr Grover.

Serving up cups of coffee as efficiently as possible is also critical. Mr Grover shares that 40 hands’ coffee bar is set up like a factory line with the production flow properly laid out to optimise efficiency.

“A lot of people don’t think about their physical setup when they open a café, they just put the coffee machine and cashier wherever they fit. But you really need to work out your flow.”

In addition to optimising the workflow, technology also plays an important role in 40 hands’ ability to serve up a whopping 600 cups of coffee a day. the workhorse behind its counter is a Synesso coffee machine, which Mr Grover says is the best in the business – made by ex-baristas in Seattle using advanced steel and ultra-stable temperature controls. the machine’s consistency ensures a quality cup of coffee every time.

40 hands also enhanced its productivity by leveraging on the Spa Esprit Group’s infrastructure and technology, many aspects of which have been developed with support from SPRING’s programmes. these include tapping the Group’s central kitchen and integrated human resources and accounting systems. 40 hands also invested in a good Point of Sale (POS) system for the store – something that many small businesses are reluctant to spend on, according to Ms Chua.

this investment has proven its worth. It allows Mr Grover to analyse sales data and understand which items are selling better than

others, and what sells well at different times of the day. the system is also an important motivational tool as it allows the tracking of sales by individual staff, who are duly rewarded when they meet sales targets.

the value of trainingFinding and retaining motivated employees has been critical to 40 hands’ success, but that is also a constant challenge, says Mr Grover.

“training plays an important part not just in ensuring product quality, but also in building employee loyalty. Once we get an employee confirmed and know that they’re good and hardworking, we’ll get them fully trained up to brew specialty coffee – a process which usually takes six months. A lot of places randomly hire students and give them two weeks of training before throwing them behind the machine.”

“We focus on increasing staff productivity by making them multi-talented. Most of our staff are barista, cashier and server all in one – and they can roll up their sleeves in the kitchen too.”

Mr harry Grover

he further explains: “You may be a great company, have fantastic machinery, and the best beans, but the coffee can be incredibly fickle – it changes with the level of humidity and temperature, so baristas must really know their stuff.”

Mr Grover also notes that customers are becoming more knowledgeable, which makes staff training even more important.

“Singaporeans are now more discerning. they are starting to understand the nuances single origin coffee, micro-lots and roasting dates,” says Mr Grover.

he added: “they are more aware of the flavour profiles of the beans. that is why I train our baristas on the theoretical side of coffee so they can explain to the customers why the coffee they are drinking is so much better.”

Growing customer awareness of third Wave Coffee, combined with the company’s strong focus on productivity, quality and training, has worked to the advantage of 40 hands. Business is booming at its café on Yong Siak Street. It has opened two new coffee bars at tiong Bahru Bakery, a traditional favourite, and Open Door Policy, one of the latest F&B additions to the neighbourhood.

40 Hands’ baristas are trained on the theoretical side of coffee so they can explain to the customers why the coffee they are drinking is so much better.

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programmes 17

angel investors taX deduction scheMe

WHAT IS IT?this is a tax incentive which aims to stimulate business angel investments into Singapore-based startups and encourage more angel investors to add value to these startups.

WHAT LEVEL OF SUPPORT?An individual should apply for the scheme before committing a minimum of S$100,000 of qualifying investment in a qualifying startup. An approved angel investor can enjoy a tax deduction equal to 50% of their investment amount at the end of a two-year investment holding period. the tax deduction will be subjected to a cap of S$250,000 for each Year of Assessment (YA), and will be offset against the total taxable income.

HOW TO qUALIFY?Individual investors must fulfill the following: • Make the investment at the individual level• Demonstrate the ability to nurture investee

BioMedical sciences accelerator

WHAT IS IT?the objective of the Biomedical Sciences Accelerator (BSA) is to accelerate the growth of Singapore-based biomedical sciences startups with an initial focus on the medical technology (Medtech) subsector. SPRING SEEDS Capital works closely with two pre-approved accelerator operators to co-invest in and nurture growth-oriented, innovative Medtech startups.

If the startup is able to attract investment interest and commitment from any of the two BSA Operators, SPRING SEEDS Capital could match the intended investment dollar-for-dollar, up to a maximum of S$4 million. Both SPRING SEEDS Capital and the BSA Operator will take

equity stakes in the company in proportion to their investments.

HOW TO qUALIFY?Applicants should:• Be raising their first round of institutional funding• Be a Singapore-based company, with core activities carried out in Singapore• Not be a subsidiary company• Show evidence of substantial innovative and intellectual content for their product, service or application, including rights to the Intellectual Property to commercialise • Demonstrate a business model with high growth potential and scalability for the global market

HOW TO APPLY?Contact any of the accelerator managers below to find out more.

Clearbridge BSA Pte LtdMr Johnson Chentel: +65 6873 0778Email: johnson@clearbridgeaccelerator.comWebsite: www.clearbridgeaccelerator.com

Singapore Medtech Accelerator Pte LtdDr Foo Fatt Kahtel: +65 6223 9628Email: kah@luminorcapital.com.sg Website: www.smta.com.sg

Business angel scheMe

WHAT IS IT?this is an equity-based co-financing opt ion for S ingapore-based early-stage companies, similar to the Startup Enterprise Development Scheme (SEEDS). to encourage experienced angel investing, SPRING SEEDS Capital works closely with pre-approved private business angel funds to co-invest in and nurture growth-oriented, innovative startups.

If the startup is able to attract investment interest and commitment from any of the business angel funds, SPRING SEEDS Capital could match the intended investment dollar-for-dollar, up to a maximum of S$1.5 million. Both SPRING SEEDS Capital and the business angel funds will take equity stakes in the company in proportion to their investments.

HOW TO qUALIFY?Applicants should:• Be a Singapore-based company, with core activities carried out in Singapore

• Be incorporated as a private limited company for less than five years• have paid-up capital of at least S$50,000 • Show evidence of substantial innovative and intellectual content for their product, service or application• have high growth potential with clear scalability for the global market

HOW TO APPLY?Contact any of the fund managers below to find out more.

BAF Spectrum Pte LtdMs Jenny Law tel: +65 6777 7139 Email: jennylaw@bafspectrum.com Website: www.bafspectrum.com Sectors: Will consider startups from any sector EXCEPt Retail, F&B, Automotive, Aviation, Recruitment/talent Agencies, FMCG, Logistics, Education and Property Development

Accel-X Pte LtdMr Edmund Yong tel: +65 6516 5451 Email: admin@accel-x.com Website: www.nus.edu.sg/enterprise/accelx.html Sectors: Will consider startups from any sector which are potentially scalable

Small World Group AngelsMs Chong Chiet Ping Email: chietping@smallworldgroup.com Website: www.smallworldgroup.com Sectors: Clean tech, Optical Systems, Advanced Materials, Web, ICt Mr Choun Chee Kong Email: cheekong@hotmail.com Sectors: It, Mobile technology, Education

Jungle VenturesMr Amit Anand Email: amit@jungle-ventures.com Sectors: New Media, ICt, Web, Mobile, Design, Consumer Products, hospitality, Social Impact

companies by possessing at least one of the following characteristics: - Experienced angel investor with experience in early-stage investments - Experienced/serial entrepreneur with an entrepreneurial track record - Senior management professional/executive with corporate senior management experience

Investee companies must fulfill the following:• Be a Private Limited Company incorporated in Singapore for no more than 3 years from the date of first investment

Example:

Investment Amount $100,000

AItD tax Deduction 50% x Investment of $100,000 = $50,000

taxable Income $600,000

taxable Income after AItD tax Deduction at the end of two-year investment holding period

$600,000 – $50,000 = $550,000

• have at least 50% of its total issued share capital beneficially held by no more than 20 individual shareholders• Does not hold more than 25% of the issued share capital or 25% of the debt capital within a period of 2 years prior to the date of first investment• have business operations in Singapore and be a Singapore tax resident for the entire holding period of the investment

HOW TO APPLY?For more information on AItD, visit www.spring.gov.sg/aitd

1 18 upcomingevents

sMe Financial Management toolkit launch and seminar

Date: 15 August 2012Venue: Marina Mandarin Singaporetime: 8.45am – 2pm

the SME Financial Management toolkit commissioned by the Association of Banks In Singapore (ABS), developed with the expertise of Stone Forest, supported by SPRING Singapore, is a self-help platform that allows SMEs to enhance their knowledge and capabilities in Financial Management. the seminar will showcase the importance of sound Financial Management and provide a demonstration of the toolkit.

For registration, please go to: www.abs.org.sg/em/public_event.php

Enterprise Development Centres (EDCs)

association of small and Medium enterprises (asMe) EDC@ASME167 Jalan Bukit Merahtower 4 #03-13Singapore 150167tel: (65) 6513 0388Email: enquiries@edc-asme.sgWebsite: http://www.edc-asme.sg/

singapore chinese chamber of commerce and industry (sccci) EDC@SCCCI47 hill Street#09-00Singapore 179365tel: (65) 6337 8381Fax: (65) 6339 0605Email: edc@edc-sccci.sgWebsite: http://www.edc-sccci.sg/

singapore indian chamber of commerce and industry (sicci) EDC@SICCISICCI Building31 Stanley StreetSingapore 068740tel: (65) 6508 0147Email: edc@edc-sicci.sgWebsite: http://www.edc-sicci.sg/

singapore Manufacturers’ Federation (sMa) EDC@SMaSPRING Singapore Building2 Bukit Merah Central#08-00Singapore 159835tel: (65) 6826 3020Fax: (65) 6826 3021Email: edc@edc-sma.sgWebsite: http://www.edc-sma.sg/

singapore Malay chamber of commerce and industry (sMcci) EDC@SMCCI15 Jalan PinangSingapore 199147tel: (65) 6293 3822Fax: (65) 6293 3905Email: gadvisory@edc-smcci.sgWebsite: http://www.edc-smcci.sg/

singapore accreditation council1 Fusionopolis Walk, #01-02South tower, SolarisSingapore 138628tel: (65) 6279 1855Fax: (65) 6659 0640Email: sac@spring.gov.sgWebsite: http://www.sac-accreditation.gov.sg

sales of standardstoppan Leefung Pte. Ltd.1 Kim Seng Promenade, #18-01Great World City East towerSingapore 237994tel: (65) 6826 9691Fax: (65) 6820 3341Email: singaporestandardseshop@toppanleefung.comWebsite: http://www.singaporestandardseshop.sg

standards collectionNational Library Board100 Victoria StreetLee Kong Chian Reference Library, Level 7Singapore 188064hotline: (65) 6332 3255Email: ref@nlb.gov.sgWebsite: http://libguides.nl.sg/standards

Standards Development Organisations

singapore Manufacturers’ Federationstandards development organisation2 Bukit Merah Central, #03-00SPRING Singapore BuildingSingapore 159835tel: (65) 6826 3088Fax: (65) 6826 3113Email: tan_jinsoon@sma-sdo.org.sgWebsite: http://www.sma.sg

singapore chemical industry councilstandards development organisation8 Jurong town hall Road#25-04, the JtC SummitSingapore 609434tel: (65) 6267 8930Fax: (65) 6267 8893Email: terencekoh@scic.sgWebsite: http://www.scic.sg

Useful Contacts

enterpriseonetel: (65) 6898 1800Email: enterpriseone@spring.gov.sgWebsite: http://www.enterpriseone.gov.sg

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

Main: +65 6278 6666 • Fax: +65 6278 6667www.spring.gov.sg