BookTalk: History content creator Dhevarajan Devadas recommends S'pore history and literature
Who: Mr Dhevarajan Devadas, 34, has a knack for making doomscrollers on social media sit up to learn about Singapore history. The public policy analyst by day also creates history content on his TikTok account (@historyogi), which has over 120,000 followers. He hosts the Historyogi podcast series, where he interviews historians, scholars and writers.
'For someone who wants to learn more about Singapore history, I would begin with Thomas Stamford Raffles: Schemer Or Reformer by Syed Hussein Alatas. It gets one thinking about Raffles' role beyond the founding of modern Singapore and interrogates his troubling colonial legacy.
Join ST's Telegram channel and get the latest breaking news delivered to you.
Try Our AI Features
Explore what Daily8 AI can do for you:
Comments
No comments yet...
Related Articles
Straits Times
27 minutes ago
- Straits Times
Securing the next digital leap
Sign up now: Get ST's newsletters delivered to your inbox With 30 years in Singapore, Cisco is expanding its role from Internet pioneer to trusted partner in artificial intelligence, cybersecurity and digital resilience 'Our purpose of powering an inclusive future for all drives everything we do, from shaping strategy and governance to fostering trust, security, ethics, and a workplace where everyone can thrive,' says Bee Kheng Tay, President of Cisco ASEAN. IN 1984, a simple desire to connect two networks sparked what would become one of the most transformative companies in modern technology. Cisco began with a vision to make communication easier, but four decades on, it is helping the world adapt to the complexities of digital transformation, artificial intelligence (AI), and cybersecurity. This year marks Cisco's 30th anniversary in Singapore. Over the past three decades, the company has evolved from its networking roots to become a key technology partner helping organisations modernise infrastructure, secure their operations, and make AI adoption more accessible. 'As the role of the network evolved, so has Cisco. Modern, resilient infrastructure is critical – not just to connect but also to protect against today's threats and harness the power of AI. With every increasing digital touchpoint comes the need for security. There is no one else in the industry that can deliver a secure networking proposition like us,' says Bee Kheng Tay, President of Cisco ASEAN. Cisco's core belief that a more inclusive and secure future can be enabled through technology now drives every aspect of its operations in Singapore. From enterprise clients to national infrastructure, the company is investing in platforms, partnerships, and people to prepare the country for what comes next. Connecting and protecting everything While Cisco remains synonymous with networking, its offerings today span far beyond. The company has been leveraging its platform advantage across networking, security, observability, and collaboration to enable businesses to operate more efficiently, gain visibility into potential threats, and adopt AI at scale. In Singapore, demand for such solutions is growing fast. According to Cisco's 2025 Global Networking Research, 97 per cent of organisations here believe a modernised network is essential for rolling out AI, Internet of Things (IoT), and cloud solutions. However, many are still playing catch-up. Cisco's AI Readiness Index revealed that just 13 per cent of organisations in Singapore are fully prepared to deploy and leverage AI. The biggest hurdle is infrastructure. Only 22 per cent had the graphics processing units (GPUs) needed to meet current and future AI demands. And just 25 per cent had full capabilities to protect AI models using end-to-end encryption and continuous threat monitoring. Top stories Swipe. Select. Stay informed. Singapore Luxury items seized in $3b money laundering case handed over to Deloitte for liquidation Singapore MyRepublic customers air concerns over broadband speed after sale to StarHub Singapore Power switchboard failure led to disruption in NEL, Sengkang-Punggol LRT services: SBS Transit Singapore NEL and Sengkang-Punggol LRT resume service after hours-long power fault Business Ninja Van cuts 12% of Singapore workforce after 2 rounds of layoffs in 2024 Singapore Hyflux investigator 'took advantage' of Olivia Lum's inability to recall events: Davinder Singh Singapore Man who stabbed son-in-law to death in Boon Tat Street in 2017 dies of heart attack, says daughter Singapore Man who stalked woman blasted by judge on appeal for asking scandalous questions in court 'AI demands architectural shifts. For Cisco, we are powering AI at scale by building the AI 'superhighway', robust infrastructure built for the most demanding environments. We're here to support customers with our AI infrastructure solutions,' says Tay. To support this shift, Cisco has launched a series of initiatives and products. For instance, its Secure AI Factory, developed with NVIDIA, provides end-to-end protection for AI workloads, while Cisco AI PODs offer plug-and-play infrastructure for AI inferencing. Cisco and NVIDIA are working together to deliver a unified architecture for building AI-ready data centre networks. Partnerships with purpose Cisco's work in Singapore extends to the public sector. Through its Country Digital Acceleration (CDA) programme, Cisco collaborates with government agencies in Singapore and around the world to realise their digital agendas. The company runs this programme globally in 50 countries, with over 1,600 active, completed, or upcoming projects. In the area of emerging technologies, Cisco has signed a Memorandum of Intent with the Infocomm Media Development Authority (IMDA) to build a testbed under CDA. Cisco will also conduct workshops and dialogues to explore AI's role in 5G cybersecurity, while providing regular updates to the industry. Cisco has also collaborated with the Cyber Security Agency of Singapore (CSA), where both parties signed a Memorandum of Collaboration to enhance the nation's security and digital resilience. The partnership focuses on areas such as threat intelligence sharing, talent development and capacity building. Cisco signed a Memorandum of Collaboration with the Cyber Security Agency of Singapore to enhance the nation's cyber and digital resilience. Beyond CDA, Cisco also supports innovation through academia. In 2021, Cisco partnered with the National University of Singapore (NUS), with support from the National Research Foundation (NRF), and launched a S$54 million corporate lab focused on advancing critical areas like AI, cybersecurity, urban infrastructure, and healthcare. Furthermore, Cisco actively engages the startup ecosystem to drive Singapore's innovation journey. To this end, the company has launched a global US$1 billion investment fund aimed at accelerating the development of secure, trustworthy AI solutions. Singapore-based startups are eligible for funding, creating new pathways for local innovators to co-develop cutting-edge technologies alongside Cisco. These investments reflect Cisco's goal to co-develop innovative products with world-class start-ups, building upon its strategy to connect and protect enterprises in the AI era. Driving inclusion through digital skills At the heart of Cisco's strategy is a long-term commitment to inclusion. Through various initiatives, the company has reached over 24 million learners across 191 countries since 1997, and has a goal to train 25 million more people in digital and cybersecurity by 2032. In Singapore alone, Cisco has trained more than 110,000 students through 24 local academies under the Cisco Networking Academy, a global skills-to-jobs programme. The programme not only targets students and jobseekers, but also serves vulnerable communities. In 2021, Cisco began working with Jesuit Refugee Service in Singapore to provide professional IT training to displaced individuals. Despite limited access to technology, four refugees went on to become certified Cisco instructors and secured internships with IT consulting firms. Beyond Singapore, the CDA programme has supported crisis response and smart city development in ASEAN. When Typhoon Odette struck the Philippines in 2021, Cisco deployed emergency response vehicles equipped with satellite and Wi-Fi technology to restore communication for residents and relief workers. In Baguio City, Cisco helped set up a Smart City Command Centre, enabling real-time monitoring of urban infrastructure, traffic, and safety systems. 'Our purpose of powering an inclusive future for all drives everything we do, from shaping strategy and governance to fostering trust, security, ethics, and a workplace where everyone can thrive,' Tay says. This commitment to inclusion is also reflected in the way it supports and empowers its own people. The company has cultivated a workplace culture that prioritises inclusion, flexibility and trust. Monthly check-ins between leadership and staff, flexible work options and mentoring networks such as Women of Cisco are just some of the initiatives that foster a connected and resilient workforce. For its efforts, Cisco Singapore has ranked among the top places to work on the 'Best Workplaces in Singapore' list from 2020 to 2024. In 2024, it took the top spot for the third consecutive year in both the technology sector and the overall medium-sized business category. Preparing for the next wave Looking ahead, Cisco sees new challenges emerging from the rapid rise of agentic AI. Unlike traditional AI models, agentic AI involves multi-agent systems working across multiple clouds and data centres. These systems require high-speed communication and secure collaboration. Cisco is responding with purpose-built, secure infrastructure and native AI tools. For instance, its Smart Switches solution is designed to handle AI workloads at speed, while Cisco Cloud Control, provides centralised management of cross-product workflows. Complementing these solutions are tools focused on security and risk management. Cisco Hypershield automates security policy updates across distributed systems, while AI Defense addresses threats from shadow AI deployments. Tay believes the future belongs to those who can secure and scale innovation responsibly. 'We are committed to innovating responsibly, ethically, and sustainably to shape this future and support enterprises as they embark on and scale their AI journeys,' she says. That future is already being built in Singapore, where Cisco continues to invest in partnerships, technology and people. From powering national security to expanding access to education, Cisco's story in Singapore is one of growth through connection. 30 years of digital partnership in Singapore From national infrastructure to community programmes, Cisco's impact in Singapore has been both deep and wide. Here are some key initiatives: Cybersecurity collaboration: Cisco signed a Memorandum of Collaboration with the Cyber Security Agency of Singapore to enhance the nation's cyber and digital resilience. Smart nation enabler: A 5G testbed developed with IMDA, alongside other pilot projects with industry players, are supporting Singapore's ambitions in connectivity and public safety. S$54 million corporate lab: Cisco-NUS Corporate Lab, supported by the National Research Foundation, is focused on advancing critical areas like AI, cybersecurity, urban infrastructure, and healthcare. AI startup investment: Singapore innovators can tap into Cisco's global US$1 billion AI investment fund to co-develop secure, next-generation solutions. Upskilling for inclusion: Over 110,000 learners have trained through Cisco Networking Academy in Singapore, including displaced individuals supported by Jesuit Refugee Service.
Straits Times
an hour ago
- Straits Times
Humanising finance: Maybank's Singapore story
Sign up now: Get ST's newsletters delivered to your inbox AS SINGAPORE celebrates its 60th National Day, Maybank Singapore reflects on its deeply intertwined legacy with the nation's journey of transformation and progress. Since establishing its presence here in 1960, Maybank has evolved to meet the needs of Singaporeans – leading and shaping through innovation, inclusivity, and resilience. Beyond financial services, Maybank has consistently supported Singapore's sustainable development and community welfare, through initiatives that promote financial literacy, green finance and social impact. As one of Singapore's domestic systematically important banks and a leading Qualifying Full Bank, Maybank combines its deep local knowledge with regional reach to support individuals, families, and businesses of all sizes in achieving their goals. With the largest physical footprint of any foreign bank, Maybank is an important part of the Singapore community. Everything it does is underpinned by its core philosophy of 'Humanising Financial Services', putting customers at the heart of every decision and enabling them to thrive in this fast-paced and ever-changing world. To gain deeper insights into Maybank's operations and future plans in Singapore, we had the privilege of interviewing the Country CEO Alvin Lee, who shared valuable perspectives on the bank's role in driving financial innovation and community impact. Question: What role does Maybank play in supporting Singapore's financial stability and economic growth? Since 1960, we have partnered and served multiple generations of entrepreneurs, corporates and families. As Singapore celebrates its 60th year, we too are proud to have been part of this journey, contributing to its stability and growth. Top stories Swipe. Select. Stay informed. Singapore Luxury items seized in $3b money laundering case handed over to Deloitte for liquidation Singapore MyRepublic customers air concerns over broadband speed after sale to StarHub Singapore Power switchboard failure led to disruption in NEL, Sengkang-Punggol LRT services: SBS Transit Singapore NEL and Sengkang-Punggol LRT resume service after hours-long power fault Business Ninja Van cuts 12% of Singapore workforce after 2 rounds of layoffs in 2024 Singapore Hyflux investigator 'took advantage' of Olivia Lum's inability to recall events: Davinder Singh Singapore Man who stabbed son-in-law to death in Boon Tat Street in 2017 dies of heart attack, says daughter Singapore Man who stalked woman blasted by judge on appeal for asking scandalous questions in court As one of the country's domestic systemically important banks, we play a crucial role in safeguarding financial resilience and supporting the broader economy. Our strong capital base, prudent risk management, and robust liquidity ensure we remain a reliable institution through the different economic cycles. We actively finance individuals, SMEs, and corporates, helping to drive business expansion, job creation and innovation. Our commitment to responsible banking and sustainable finance further supports Singapore's ambition to be a leading global financial centre, while our ongoing investments in digital transformation and customer-centric solutions enable us to meet the evolving needs of the nation and contribute meaningfully to its continued prosperity. Maybank's role will continue to evolve in tandem with Singapore's growth story, as we continue deepening our roots here. Question: What does Maybank's mission of Humanising Financial Services mean for your customers and the broader Singapore community? Can you share specific examples of how HFS is implemented in your day-to-day operations? 'Humanising Financial Services' means putting people at the heart of everything we do. We listen actively to our customers, seek honest feedback, and are committed to fair and transparent practices. Internally, we have reinforced our service culture with an 'Own Your Stripes' programme, a call to action to make excellent service our way of life. There is a whole playbook around it for every function, jointly created by employees, at all levels all the way to the top. Everyone ultimately serves a customer, whether an actual customer of our business or an internal 'customer'. We want every staff to own the customer service, the issue and the experience. All of this must stem from seeing our customers as human beings, not numbers. Question: Maybank has actively engaged in community partnerships, such as the Maybank Family Fund and the Maybank Momentum Grant. What motivates these efforts, and what impact have they had on the lives of Singaporeans? Our community partnerships are also driven by our mission of 'Humanising Financial Services' – the belief that banking should create positive and lasting impact for the communities we serve. Through the Maybank Family Fund, we have empowered vulnerable families with financial literacy, matched savings, and essential insurance coverage, while also supporting employability through skills training and ambassador programmes. Apart from involvement at the grassroots levels, we also champion sustainable development through capacity building for the benefit of communities. One such initiative is the Maybank Momentum Grant, in partnership with The Majurity Trust, which provides flexible, interest-free funding to help smaller charities transform and scale their impact, benefiting tens of thousands of Singaporeans and strengthening the social sector's resilience. The Majurity Trust is a philanthropic organisation that seeks to work with donors, social impact partners and communities to build a thriving Singapore for all. We also recently launched The Maybank Community Leaders Roundtable to provide a dynamic platform for knowledge sharing, dialogue and networking, aligning with Maybank's vision to support and empower the non-profit sector. Additionally, our PaPaZao movement encourages active ageing and intergenerational bonding by bringing together seniors and youth in meaningful activities, further promoting social inclusion and community spirit. These initiatives reflect our deep commitment to inclusivity and social mobility, ensuring that as Singapore progresses, no one is left behind. At the end of the day, we believe our legacy will be defined not just by financial performance, but by the lives we uplift and the communities we help to thrive. Question: How does Maybank Singapore leverage its regional connectivity, especially in the Malaysia-Singapore corridor, to benefit customers and businesses on both sides? Maybank's deep national affinity with both Singapore and Malaysia uniquely positions us as a bridge between these two dynamic economies. Our extensive ASEAN footprint – covering all 10 ASEAN countries – means we offer clients unrivalled access to regional opportunities, leveraging our networks and local expertise across South-east Asia. In the Malaysia-Singapore corridor, we play a pivotal role in supporting businesses and individuals as economic activity accelerates, especially with initiatives like the Johor-Singapore Special Economic Zone. Our dedicated teams provide seamless cross-border banking, advisory, and financing solutions, helping clients expand, invest, and operate efficiently on both sides of the Causeway. Question: What strategies and initiatives is Maybank undertaking to ensure it remains future-ready and continues to meet the evolving needs of Singaporean customers and businesses? We have been focusing on intensifying customer centricity, accelerating digital innovation, and building regional connectivity. We have invested heavily in digital platforms, launching enhancements to our banking apps and creating seamless cross-border solutions to deliver a more intuitive, secure, and convenient banking experience. For businesses, especially SMEs, we offer integrated digital onboarding, financing, and advisory services, including sustainability-linked loans and the myimpact SME programme to help them grow and transition sustainably. A key initiative is our myimpact SME Hub, a one-stop, holistic ecosystem that provides SMEs with tailored financial solutions, business advisory, and access to a collaborative network of partners. This hub is designed to support SMEs at every stage of their growth journey, empowering them to adopt sustainable practices and remain competitive in an evolving, eco-conscious marketplace. Internally, we are upskilling our workforce to ensure we are equipped for the digital economy. By embracing agile ways of working and continually innovating, we are well-positioned to anticipate market shifts, deliver value to our customers, and support Singapore's Smart Nation vision. Question: What are your priorities and growth trajectory in Singapore? Singapore is an essential hub for the Maybank Group and remains at the heart of our regional ambitions. The city-state's standing as a leading global financial centre, with its robust regulatory environment and economic stability, makes it a magnet for wealth creation and management. We see tremendous opportunities here, especially with the rapid growth of family offices and an increasingly affluent population. This positions Singapore as not just a gateway to Asia, but as a destination for global wealth flows. Our priorities are clear. We are intensifying our focus on delivering an exceptional customer experience, driving operational excellence, and accelerating digital innovation. These pillars are central to helping us deliver strong results in wealth management, investments, and digital banking. By leveraging our regional network and deep expertise, our customers, whether high net worth individuals or family offices, can rely on a good financial partner to help them grow and preserve wealth across generations. Ultimately, we believe Maybank has a lot of value to add in Singapore. Our commitment is to continue investing in talent, technology, and holistic financial solutions that support the ambitions of our clients and reinforce Singapore's role as a premier wealth and financial hub for the region and beyond. Maybank milestones 1960 Licensed to operate as a commercial bank in Singapore 1965 Official opening of Malayan Bank Chambers Malayan Chambers Building as seen in 1965. 1982 One of the first banks to introduce credit cards with no service fee 1993 Name change to Maybank 2001 Official opening of 33-storey Maybank Tower Awarded Qualifying Full Banking Status 2005 First bank in Singapore to offer instant fund transfer service to Malaysia 2011 Acquisition of Kim Eng Securities, now known as Maybank Securities, which added an investment banking and equities platform to Maybank 2013 New Shariah-compliant financing of cars, marking an industry first Launch of Maybank Private Wealth 2014 Launch of Maybank's insurance arm Etiqa Insurance in Singapore, marking its entry into the life insurance market 2015 Designated as a Domestic Systemically Important Bank 2018 Local incorporation of Maybank Singapore Limited Set up of the Maybank Family Fund with Singapore's 5 Community Development Councils 2021 Launched Maybank Momentum Grant, first interest-free and recyclable grant for charities 2023 Launch of Regional Islamic Wealth Hub in Singapore Launch of PayNow Overseas, an instant cross border funds transfer service 2024 Opening of MSpace@Maybank Tower, a lifestyle-centric branch and café Launch of myimpact SME, to support SMEs on their sustainability journeys 2025 Launch of Singapore's First Takaful Investment-Linked Product
Straits Times
an hour ago
- Straits Times
Building a ‘can do' spirit within the MC Packaging family
Sign up now: Get ST's newsletters delivered to your inbox Its success rests on the dedication of its past and present employees, many steadfast in their long tenure 'We overcame the stringent requirements that large multinationals placed on us and proved that Singaporean companies could meet and exceed the quality standards of such companies, and have been partnering with them ever since,' says executive director Remus Whang. THE key element in shaping a 'can do' spirit in home-grown metal can manufacturer MC Packaging lies in its people, shares its executive director and third-generation business leader Remus Whang. The 35-year-old had joined the firm, which was founded by his grandfather Whang Tar Choung, in the Covid-19 pandemic years after a five-year stint in finance. He attributes the firm's success to its strong team over the years. A core member of this team is its managing director Loy Chee Wee. 'We are very particular about having our staff acquire new skills, especially the technical ones. So, those who stay with the company longer will acquire more skills and have loyalty to the company,' says managing director Loy Chee Wee. It is not very common that one can say they have lasted over 50 years in a company, even fewer can say they made it to the top, but Mr Loy has achieved on both counts and gets to wear them like a badge of honour. Now 76 years old, Mr Loy was 20 when he got out of vocational school. At the interview, Mr Loy's interest was instantly piqued when asked to set up a new metal packaging firm, and that marked the start of his long career in the manufacturing world. Top stories Swipe. Select. Stay informed. Singapore Luxury items seized in $3b money laundering case handed over to Deloitte for liquidation Singapore MyRepublic customers air concerns over broadband speed after sale to StarHub Singapore Power switchboard failure led to disruption in NEL, Sengkang-Punggol LRT services: SBS Transit Singapore NEL and Sengkang-Punggol LRT resume service after hours-long power fault Business Ninja Van cuts 12% of Singapore workforce after 2 rounds of layoffs in 2024 Singapore Hyflux investigator 'took advantage' of Olivia Lum's inability to recall events: Davinder Singh Singapore Man who stabbed son-in-law to death in Boon Tat Street in 2017 dies of heart attack, says daughter Singapore Man who stalked woman blasted by judge on appeal for asking scandalous questions in court 'Immediately I accepted the post because it was something new, it was interesting and a chance to start a new company that would make me a pioneer member of the team. 'After that, I never looked back,' Mr Loy recounts with a smile. At that time, MC Packaging was the metal packaging supplier to the Lam Soon group and soon after other reputable local brands like Malaysia Dairy Industries, Yeo Hiap Seng and F&N. Subsequently, it started to also serve foreign brands like Nestle's Milo, Kiwi shoe polish, Pokka's oolong tea and juice, Brand's essence of chicken to name but a few. What kept it fresh for Mr Loy, and dozens of long-serving employees like him, was the massive transformation of the industry over the years. In the 1970s, Singapore's metal packaging industry was starting to evolve. The range of manufactured products widened to include aerosol cans, talcum powder cans, crown corks and many others. The Republic's manufacturing sector experienced significant growth due to rapid industrialisation, and the nation shifted from focusing on import substitution to becoming an export-oriented model. Companies like MC Packaging played a vital role in laying foundations for the industry in those days. At the start, it was the production of simple metal containers, such as round and rectangular cans for the food and edible oil sectors. Mr Loy says the type of metal can used for packaging was 'a bit primitive' when he first started, but new developments emerged as new machines were developed, and so the industry went from soldered cans to welded cans, from low speeds to high ones. The offset printing and lid pressing technologies also made tremendous advancement in the field of can making. The progress of Singapore's booming manufacturing sector can be traced in MC Packaging's expansion. From the mid-1970s, the firm quickly grew its local operations. A decade later, it grew its business outside of Singapore to places like Malaysia, Hong Kong and Mainland China. It even developed successful turnkey projects in Indonesia and India. In the 1980s, growth was significant, especially in manufacturing. Singapore's metal packaging manufacturing industry was then a key part of the country's broader manufacturing sector, and contributed to the production of food, cosmetics, machinery, and other goods. It was during the start of this period that another long-serving employee Choong Kean Min joined. 'The company trusted me and put me through various departments where I learned quite a lot. I like the job and the company, and the reason I stayed with it for so long is because the company is very fair to employees,' says technical sales director Choong Kean Min. The 72-year-old, who has risen through the ranks to the current role of a technical sales director, started as a production supervisor 45 years ago after a classmate recommended him to MC Packaging. 'The company trusted me and put me through various departments where I learned quite a lot. I like the job and the company, and the reason I stayed with it for so long is because the company is very fair to employees,' says Mr Choong. The pickup in manufacturing in the earlier years meant that compensation in the 1980s was attractive, so he moved into MC Packaging where he was given the opportunities to try various roles. From production, he was asked to join the human resources department, then the quality control division, before moving on to set up a factory in Johor, Malaysia. Later, the firm transferred Mr Choong to Guangzhou in China for four years before getting him back to Singapore to help set up a joint venture. He made sure the production line ran smoothly and was asked to join the sales and marketing team, where he has stayed until now. In the 1990s, the metal packaging industry continued its upward trend, contributing to manufacturing output, job creation and trade balance. During this period, a sizeable portion of the metal packaging produced in Singapore was exported to other countries, in turn boosting the country's economic growth. The early 2000s brought the arrival of large infant milk powder players like Wyeth and Abbott, who set up their plants in Singapore with the help of the Economic Development Board. It meant the firm was able to serve the large multinational corporations (MNCs), says Mr Whang. 'We overcame the stringent requirements that these large multinationals placed on us and proved that Singaporean companies could meet and exceed the quality standards of such companies, and have been partnering with them ever since,' he says. In particular, the peel off end, which is a type of end that one will see on milk powder cans these days, is a product that MC Packaging introduced about 15 years ago. The firm invested in the capabilities to produce such ends, and now, this product has become dominant in the infant milk powder can sector globally. Looking forward, Mr Whang's experience in a disrupted and chaotic supply chain during the pandemic years will come in handy. He says what pulled the firm through the pandemic was a very flexible team that was understanding. Now, the company is steeling itself for uncertainties in the macro environment and bracing for possible impact from United States policies on tariffs. As part of its strategy, the firm wants to grow its overseas sales and is exploring the option of exporting products to the American market. To stay ahead, Mr Whang says it is crucial to keep an open mind and improve continually. This is why investments in new technology and looking at how artificial intelligence can be applied are areas to watch. Mr Whang adds that the best people now tend to go for the tech industries, unlike in the 1970s and 1980s when manufacturing companies had an edge. So, he says it is vital to think about how the company can stay relevant and attractive to young talent as the industry continues to develop. For both Mr Loy and Mr Choong, the growth in the industry has kept them busy with constant learning. The two men are among the more than 20 employees who have been with the firm for 40 years or more. A good 20 to 30 others who have been with the firm for decades, retired in the last few years, says Mr Whang. 'It speaks to how we have nurtured and fostered a generation of employees who have seen the company as an extension of their families.' Mr Loy says one of the key reasons staff stay for a long period is because of the training opportunities given. 'We are very particular about having our staff acquire new skills, especially the technical ones. Every time we get new equipment, we make it a point to send this group of staff on rotation for overseas training. So, those who stay with the company longer will acquire more skills and have loyalty to the company,' he notes. In fact, he says in the late 1970s, the Ministry of Education gave approval for the company to institute an in-house training centre that was authorised to award National Trade Certificates to staff. Full-time instructors were hired and workshop equipment was specially set up within the firm to facilitate training. Mr Choong echoes a similar sentiment, adding that the company is generous when it comes to chances to advance and learn more things. The culture at MC Packaging, he says, mirrors that of its founders. And to encapsulate such culture, the company's relatively new slogan, 'Because we can', is bound to serve them well in the years ahead. Timeline
