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High-profile Chinese dealmaker Bao Fan released from detention after two years, source says

High-profile Chinese dealmaker Bao Fan released from detention after two years, source says

CNA2 days ago
BEIJING: Bao Fan, the star dealmaker and founder of boutique investment bank China Renaissance Holdings 1911.HK, has been released more than two years after being detained by Chinese authorities, a person with knowledge of the matter said on Friday (Aug 8).
China Renaissance shook the country's financial sector in 2023 when it announced it was unable to contact Bao, who founded the bank in 2005 with two other partners and still owns nearly 49 per cent of its issued shares.
Bao was among several high-profile executives in China, mostly from the finance industry, who went missing in recent years with little explanation during a sweeping anti-corruption campaign spearheaded by President Xi Jinping.
His disappearance unsettled professionals in the financial industry of the world's second-largest economy, as Beijing pressed its campaign to rein in what it described as the lavish lifestyle of the financial elite.
BOOSTING BUSINESS CONFIDENCE
Bao's release comes as Beijing seeks to bolster business confidence, particularly among the country's tech entrepreneurs, whose companies have been hit by a years-long crackdown.
China is looking to restore confidence in the private sector, which has been struggling with weak domestic consumption and a prolonged debt crisis in the property sector, set against a backdrop of heightened trade tensions with the United States.
"This is certainly a positive signal, as Bao was the most high-profile financier detained in recent years," said Christopher Beddor, deputy China research director at Gavekal Dragonomics.
"Still, it will not change the fact that the anti-corruption campaign continues to churn through the financial sector, and the common prosperity campaign has led to sweeping pay caps and even clawbacks," Beddor said. "China's financial sector remains a long way from its heyday only a few years ago."
HIGH-PROFILE DEALS
Bao, widely regarded as one of China's best-connected bankers, was released from detention earlier this week, the person said, declining to be identified because the information was not public.
He had been involved in major deals including the mergers of ride-hailing firms Didi and Kuaidi, food delivery companies Meituan and Dianping, and travel platforms Ctrip and Qunar.
Neither China Renaissance nor Bao immediately responded to Reuters' requests for comment. Chinese media outlet Caixin first reported Bao's release, citing unidentified sources.
China Renaissance's shares jumped 17 per cent on Friday to close at HK$6.87 (US$0.8752) before the news of his release became public.
DETAINED IN 2023
Bao, who previously worked at Credit Suisse and Morgan Stanley, went missing in February 2023.
Trade in China Renaissance shares was suspended in April 2023 after the bank delayed publication of its audited annual results due to mainland Chinese authorities detaining Bao as part of an investigation.
A Chinese financial publication reported in May 2023 that he was detained by disciplinary and supervision officials. Authorities have not provided any explanation. China Renaissance shares plunged 72 per cent on the day trading resumed last September.
Sources previously told Reuters that Bao was taken away to assist in an investigation into a former colleague.
Xie Yi Jing, who co-founded China Renaissance, replaced Bao as chairman in February last year.
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Commentary: Is the line between passion and overwork blurred in F&B?
Commentary: Is the line between passion and overwork blurred in F&B?

CNA

time36 minutes ago

  • CNA

Commentary: Is the line between passion and overwork blurred in F&B?

SINGAPORE: In a recent CNA interview, Dennis Lim, owner of The Emerald Bakery, reflects on his life's work. The 55-year-old baker endures "pain in every joint" throughout 15- or 16-hour shifts. Though he says baking is about perseverance and endurance, he is clearly passionate about his craft. We see it in his hands, deformed by severe arthritis yet still shaping each loaf of bread. We hear it in his cheery optimism – despite losing mobility in two fingers on one hand, he quips that he can still use the other three. His grit is undeniably moving, yet a quiet brutality underpins the clip. An employee describes how Mr Lim pushes through arthritis flare-ups; his wife recalls managing pregnancy alone while he was consumed by work. It raises a difficult question: Have we normalised – and even glorified – extreme sacrifice in Singapore's food and beverage (F&B) industry? And at what cost? THE CULT OF OVERWORK There's no doubt that resilience is essential in a professional kitchen. However, when enduring hardship becomes the main measure of passion, it breeds a culture where overwork is expected and valorised. When I worked as a cook in Singapore, a common refrain I heard was: 'Unless you physically can't get out of bed, you have to show up.' Anything less was seen as lacking commitment to the craft and your team. Toxic work culture in F&B often becomes self-perpetuating. Victims of punishing conditions come to see hardship as essential and sometimes become enforcers – expecting newcomers to 'pay their dues' in the same gruelling way. This normalises overwork and discourages challenges to the status quo, turning passion into not just something that is admired, but actively exploited. Marilyn Lee, owner of Wheathead Bakery, shared an encounter with a local restaurateur a few years ago, while she was interviewing for a job: 'When we got to discussing pay, he joked with me about how I 'don't need much because [I'm] passionate, right?'' In Australia, where I've also worked as a cook, stronger labour protections help curb overwork by limiting work hours to 38 hours per week, with mandatory breaks and paid overtime. Robust unions support these standards, promoting healthier work-life balance. This is in contrast to Singapore where many small food businesses lack similar legal protections or union support, leaving workers to navigate unfair conditions alone. Labour laws, however, are only part of the picture. Even with protections in Australia, toxic attitudes can persist. While applying for jobs in Melbourne, I was once invited for a trial shift. When I clarified the expected hours and asked if it would be paid, the chef told me not to come in at all, claiming I lacked passion – despite the fact that unpaid trials are illegal in Australia. It was as though I had somehow sullied the craft by advocating for fair treatment. HOW CONSUMER EXPECTATIONS FUEL OVERWORK F&B workers generally operate under immense pressure, but this is especially acute in Singapore, with sky-high rents and fierce competition. Consumers can also be complicit by expecting convenience, lightning-fast service, and rock-bottom prices – often without understanding what it takes to meet those expectations. These expectations force owners and workers to work longer hours with fewer resources just to keep up, perpetuating a cycle of overwork. Ms Lee said, 'Admittedly, it's difficult because there are almost no margins in F&B … Rent and food costs are at an all-time high and these overheads would seem to F&B owners to be fixed costs. So one variable cost that owners would consider cutting would be labour cost, which puts employees at a disadvantage.' While not all consumers can afford to pay more, the broader culture of undervaluing labour and having impossibly high standards remains a significant problem. LONG-TERM IMPLICATIONS AND A WAY FORWARD Romanticising overwork echoes the Japanese shokunin ethos – the craftsman who might spend a year sweeping the floor before being allowed to touch the rice. There is beauty in such devotion. For previous generations, long hours, perseverance and sacrifice were prized as signs of loyalty and character. But today, this mindset risks driving away new talent in Singapore's F&B scene, as many young workers refuse to burn out early. Gen Z, especially, with its stronger emphasis on mental health and work-life balance, is increasingly unwilling to accept the grind mentality endemic in F&B. Recent reports show a trend of Gen Z workers avoiding F&B roles – a warning that the old virtue of 'chi ku', or 'swallowing bitterness', is losing its grip. Without reform, the industry faces a growing talent shortage as this generation rejects sacrificing well-being for their careers. As a counter to overwork culture, some businesses are showing that change is possible. Take Candlenut, run by my former boss, Malcolm Lee. When he opened the restaurant in 2010, he endured long hours, sometimes even sleeping on-site just to keep things running. By 2016, the restaurant broke even and earned a Michelin star, but the success came at a steep personal cost, including the strain on his personal relationships. Troubled by the emotional toll, Mr Lee restructured operations: Candlenut now offers a four-day workweek and guarantees staff a daily, uninterrupted meal break. His mindset shift reflects an emerging industry trend: Mental health matters, and productivity should not come at the expense of well-being. At Wheathead, Ms Lee protects her employees from unfair expectations, emphasising that the bakery is a 'second home' for her team. On Wheathead's Instagram account, she wrote, 'We will not stand for rude or entitled behavior when anyone steps into our space.' In my interview with her, she explained that despite industry pressures, 'it is ultimately up to F&B businesses to do better by their employees.' Meaningful change demands healthier work schedules, more realistic consumer expectations, and industry-wide support for mental health and fair labour standards. But equally important is reshaping the narrative around passion and reimagining what a good life looks like: One defined not solely by work – not even passionate work – but also by the other good things in life. Since moving to the Netherlands, I've noticed a stark contrast in how people approach work, even when they deeply enjoy what they do. Many intentionally work fewer hours, often 30 a week, to preserve time for their families, hobbies and rest. This cultural norm of balance stands in sharp contrast to the Singaporean mindset, where work often defines identity and worth. It shows that another way is possible: one where passion can coexist with well-being, and where fulfillment is found not just in what we do – but in how we live.

Singapore's projected data centre capacity growth lowest among Asia-Pacific: PwC report
Singapore's projected data centre capacity growth lowest among Asia-Pacific: PwC report

Business Times

time9 hours ago

  • Business Times

Singapore's projected data centre capacity growth lowest among Asia-Pacific: PwC report

[SINGAPORE] Land limitations, as well as policies that support green data centres in Singapore, have constrained the city-state's data centre capacity growth, indicated a recent PwC report. Singapore's data centre capacity is projected to have an compound annual growth rate (CAGR) of 8 per cent between 2024 and 2028, the lowest rate out of 14 Asia-Pacific markets analysed in the report. However, it highlighted that the Johor-Singapore Special Economic Zone (SEZ) could potentially be a model for data centre operators looking to set up their assets in dual locations. While Singapore has limited land and sources of renewable energy, Johor presents a compelling value proposition with more affordable land, lower construction costs and reduced operating expenses. This sets the stage for a dual-location strategy in which low-latency artificial intelligence (AI) applications can be hosted in Singapore, where robust digital infrastructure supports real-time responsiveness and minimises downtime, stated the report. Meanwhile, high-latency training workloads can be located in Johor, where energy and space constraints are less severe. A NEWSLETTER FOR YOU Friday, 12.30 pm ESG Insights An exclusive weekly report on the latest environmental, social and governance issues. Sign Up Sign Up 'This allows corporations to conduct high-latency AI training with scale in these neighbouring regions while situating critical, last-mile, low-latency AI inference workloads in Singapore,' stated the report. Low-latency computing supports AI applications that require near-instantaneous processing and response. Hence, it would be more beneficial for data centres that support these applications to be located closer to data sources for reduced response times and improved performance. High-latency computing involves teaching a model to identify patterns or perform tasks by processing vast datasets. It is highly computer-intensive, hence, scale and power access become the primary considerations. With strong subsea cable connectivity linking both markets to global hubs, as well as tax incentives and access to upgraded infrastructure being offered for companies establishing data centres in the region, the report noted that 'the SEZ has the potential to serve as a model for regional data centre integration – enabling workload specialisation and shared benefits across neighbouring territories'. Data centres in Asia-Pacific Across Asia-Pacific, data centre capacity is expected to more than double from 12.2 gigawatts (GW) of live capacity at the end of 2024 to 26.1 GW by 2028, said the report. The region's AI-related data centre capacity is expected to grow at a CAGR of 21 per cent from 2.2 GW in 2024 to 4.8 GW in 2028. Indonesia, Malaysia, India and Japan have emerged as the frontrunners in the report, with a forecasted CAGR of at least 30 per cent over the same period. However, the report noted that access to energy continues to pose a growing concern for many territories. 'The energy demands of AI workloads are pushing data centre operators to seek locations with stable, high-capacity electricity supply and low risk of disruption. Energy costs and sustainability targets are also front of mind – prompting operators to favour areas with affordable electricity and access to renewable sources,' stated the report. It also added that a more fundamental issue is access to the energy grid itself, as grid readiness will determine whether operators can reliably tap into imported energy easily. Renewable energy alone is may not be enough sufficient to power the energy consumption demands of data centres. The electricity consumption of the top six Asia-Pacific territories by data centre capacity – China, Japan, Australia, India, Singapore and South Korea – is expected to grow by 16 per cent annually until 2030, reaching between 750 and 800 terawatt-hour (TWh). Renewable energy generation capacity, however, is expected to increase at a lower pace of 13 per cent annually. PwC analysis showed that the current renewable energy gap of between 200 and 300 TWh may widen to more than 500 TWh. 'So, while renewable energy remains central to powering data centres more sustainably, it's unlikely to be enough to meet the region's fast-growing energy demands alone. To close the widening gap, data centre operators are exploring alternative energy sources – including hydrogen, ammonia and nuclear power – while also investing in efficiency improvements and carbon offset strategies,' said the report. Currently, data centre operators are purchasing carbon offsets or renewable energy certificates (REC) to meet sustainability goals. However, the report said that operators are under growing pressure to contribute directly to emissions reduction, and not just offset them. 'While they may serve as a quick solution, they cannot be a permanent solution if data centres are to truly decarbonise,' said the report. While having access to renewable energy is increasingly important for data centre operators, South-east Asia still lags in renewable energy adoption. The shift from fossil fuel dependency to renewables in South-east Asia will require substantial investment in infrastructure. However, there is hesitation among governments in the region to increase public debt for infrastructure development, which often limits the speed of transition. 'Private investors must carefully navigate regulatory policies, political dynamics and licensing requirements when investing in or establishing renewable energy facilities. Players must adopt a localised perspective when evaluating the feasibility of renewable energy investments in different territories,' added the report.

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