Nominations for 7th edition of Goh Chok Tong Enable Awards open till Jun 25

Nominations for an awards programme that recognises persons with disabilities with significant achievements or have shown great promise are closing in less than a week. The Goh Chok Tong Enable Awards is a joint initiative by Mediacorp and SG Enable. It is held every year and it is in its seventh run. Michael Ngu, Chairman of the Goh Chok Tong Enable Awards Evaluation Panel and Board Member of SG Enable, discusses his award-winning journey and how he became a judge. He also talks about how the selection process works and what the judges are looking out for.

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Business Times

an hour ago

• Business Times

Singapore private club 1880's staff in bid to revive club with landlord RB Corp's support

[SINGAPORE] Following the abrupt closure of Singapore private members' club 1880 this week, The Business Times (BT) understands that its staff have banded together in an attempt to revive the business. A source told BT that they have made an offer to buy the club's assets, with support and backing from its landlord, RB Corp – a member of Singapore-based and privately-held property investment and development firm RB Capital Group. The group's flagship development at Robertson Quay includes the InterContinental Singapore Robertson Quay hotel where 1880 is located on the third level. The 22,000 square foot club has a restaurant, bar, spa and co-working space. Speaking to BT on condition of anonymity, a staff member confirmed that the 60-plus strong team that ran 1880 have come together to ask RB Corp for help after they were suddenly left jobless. 'We are 100 per cent ready to move forward together, with the same purpose and ethos that made the club possible,' said the employee. 'Most of us have been working there for a long time, with a handful right from when the club started.' The move came after staff were told by liquidators that they can expect to wait some six to 12 months before wages owed can be paid. 'Many people's livelihoods are on the line,' added the employee. 'Some are foreigners who have signed leases here. They are struggling and have taken personal loans.' The club was founded in 2017 by Canadian entrepreneur Marc Nicholson and has since established itself as a hub for discussions on topics ranging from global conflicts to social justice. A NEWSLETTER FOR YOU Friday, 2 pm Lifestyle Our picks of the latest dining, travel and leisure options to treat yourself. Sign Up Sign Up On Tuesday (Jun 17), Nicholson announced to members and staff via e-mail and WhatsApp messages that the club was closing permanently, and that both its holding company 38 Degrees and operating company 1880 Pte Ltd have been placed into provisional liquidation. BT understands that 1880's local business here was profitable, but that it got into debt after aggressively expanding to Hong Kong and Bali. Its abrupt closure here follows that of its Hong Kong branch on May 30, just seven months after opening in the territory. The club was also building a six-storey beachside hotel in Bali that never opened. A source told BT that the staff's bid to revive 1880 will exclude any involvement from its three co-founders – Nicholson, his wife and club CEO Jean Low, and chairman Luke Jones. A check showed that the trio together own just under 80 per cent of 38 Degrees. The minority shareholders comprise many individuals and entities, including the landlord with a 5 to 6 per cent stake. BT understands that RB Corp is owed rent and has terminated the club's lease. When contacted, a representative from the company told BT: 'As 1880's landlord, we sympathise with the employees who have lost their jobs and the members who made 1880 their second home.' Meanwhile, the staff member said that 1880 was not just any club. 'The culture at 1880 is completely different. We've had events and conversations here that you can't get anywhere else in Singapore.' This was echoed by one of 1880's 2,000-plus members, lawyer Lada Shelkovnikova, who has been an active member since she joined in 2019. 'It was more like a home than an F&B (food and beverage) establishment,' she said. 'I've done an event there myself and had all my client meetings there. Its closure is devastating, and we all feel extremely sorry for the employees because the team is absolutely stellar.' She also had high praise for 1880's programming, which she said was only possible thanks to the staff. 'We've had CEOs, wellness gurus, bestselling authors and C-suites who have come to speak at the club and exchange ideas. No one else can replicate this.'

CNA

an hour ago

• CNA

Why are vending machines popping up all over Singapore?

What do a fresh bouquet of flowers, a serving of durian and a pack of pimple patches have in common? In Singapore, you can get these items at any time of day – in the event of a looming anniversary, an insatiable craving or an acne breakout – courtesy of a vending machine. Once seen as nothing more than an emergency pit stop for a cool beverage on a sunny day, these machines have become a legitimate and increasingly sophisticated way of doing business across a variety of industries. Take the success of locally-founded orange juice brand iJooz for example. While growth was somewhat slow in its initial years, the business has since expanded to around 1,500 machines in Singapore alone. Its chief executive Bruce Zhang told CNA in January this year that his company was not a juice retailer but a technology company, powered by in-house software with data-crunching abilities and hardware that squeezes oranges to a perfect pulp. Likewise, Aikit Pte Ltd – a company that provides cook-to-order meals through more than 90 of its InstaChef vending machines islandwide – sees itself less as a vending machine player and more of an automated kitchen. This is because the technology within its machines allows for various methods of cooking food upon receiving an order. For instance, when making claypot rice, the machine is able to create a charred and crispy rice texture that is similar to what you would get from a traditional kitchen, said Aikit's vice-president for business and operations Sky Goh. This is opposed to the more common machine that uses an internal microwave to heat up pre-prepared dishes. But food and beverage is not the only product group where the use of vending machines is gaining traction. For instance, tastefully assembled roses and tulips have made their way out of the florist and into portable glass displays. Mr Perry Peng, the founder of White Dew Flower, told CNA TODAY that all four of his vending machines in Singapore have built-in refrigerators set at 5°C that keep the flowers fresh for a week — though he replaces them every three days to make sure they are in top condition for sale. The popularity of these vending machines as a new avenue for business is in line with changing consumer behaviour, with a stronger than ever emphasis on convenience. Statistics from data analytics firm Euromonitor International show that vending machine sales in Singapore increased for four consecutive years from 2020 to 2024. In 2019, sales stood at S$100.6 million (US$78.5 million), before the Covid-19 pandemic dipped that figure to S$85.7 million in 2020. Last year saw S$116.8 million in recorded vending machine sales – and that figure is projected to reach S$124.3 million by end-2025. What's behind the increasing ubiquity of these automated machines, and will this trend last? LOWER COSTS, HIGHER GAINS For brands like Kaki Kaki, a local durian seller that operates seven durian vending machines in Singapore, these machines offer a compelling alternative to traditional brick-and-mortar setups because the price of rent is 'significantly' more affordable. 'Singapore is quite a unique place, where even a clinic can pay S$52,000 in rent,' a spokesperson for the company told CNA TODAY. 'I can't sell S$52,000 worth of durians in a month.' He was referring to the price that a healthcare firm bid for a unit in a Tampines Housing and Development Board (HDB) estate earlier in June. In contrast, the monthly cost of renting the far smaller space needed for a vending machine can range anywhere from S$300 to S$800 in shopping centres, and between S$600 to S$1,100 at bus and train stations, according to some operators. 'At the end of the day, it's about how we lower the cost and provide the same kind of quality and convenience,' said the Kaki Kaki spokesperson. 'The more we save, the more we are able to purchase better quality durians and pass on the savings to the consumer.' Businesses that spoke to CNA TODAY declined to share specific figures, but most reported that demand for their vending machine products has been good. Ms Magdalene Lim, country head for acne-care brand Dododots Singapore, said that its vending machines that sell coloured hydrocolloid pimple patches typically turn a profit after anywhere between three and six months. 'It provides our customers a more convenient and instant way to get our products, while being able to save on costs involved like renovation, interior design and manpower,' said Ms Lim. OPENNESS OF CONSUMERS, LANDLORDS At the same time, vending machine operators note that landlords are increasingly open to leasing space to them – a trend perhaps exemplified by Kaki Kaki's durian vending machine obtaining permission to operate at Tampines MRT station. Netizens were initially intrigued, considering commuters are not allowed to bring durians into carriages. But its spokesperson said that its landlord, SMRT, was very supportive of the idea. Mr Justin Cai, an entrepreneur who tried his hand at running a fresh orange-juice vending machine back in 2018, said that setting up a vending machine operation was not that easy just a few years ago. 'As a small company, it was very difficult to get into malls and ask them for space. They felt we would be fighting (for business) against their existing fruit stalls, and end up with a lose-lose situation. 'Even the malls who agreed would offer certain rental rates that are just not viable for a vending machine business,' he added. Mr Vernon Tan, director of full service vending operator Allied Vending, said shopping malls typically have two considerations when it comes to vending machine receptivity: price and optics. 'If people are willing to pay more (for rent), I think they're more open,' he said. 'Space owners right now would also be more ready to think of where they can park machines and place them in aesthetically pleasing areas. Whereas before, it was more of an afterthought.' It also helps that customers like 25-year-old public relations executive Brenda Chan are coming around to the idea of purchasing machine-dispensed products too. 'For orange juice machines, for example, I used to be slightly apprehensive as fruits can go bad quite easily,' said Ms Chan. 'But once I witnessed the staff changing out oranges and maintaining the machines, it made me trust that the products are kept in an ideal condition.' GENERATING INTEREST FOR BRANDS AND CAUSES Sometimes, the appeal of the vending-style model goes beyond just sales or an immediate impact on the bottom line. Homegrown startup Ecoworks, for instance, has installed around 16 automated refill stations around Singapore. Instead of dispensing items in single-use packaging, its machines dispense laundry detergent or dishwashing liquid alone, allowing customers to bring used bottles to the machine to be filled up. Its founder Sean Lam said that its goal is to eliminate single-use plastic through what he termed 'reverse vending' – where each transaction saves a bottle instead of dispensing one. 'A lot of green initiatives here revolve around 'recycling', but the 'reuse' component is lacking. We are part of that solution. The bottle you have is still good enough for a second, third life,' he said. Mr Lam said demand and interest in his machines have been strong especially among the Build-to-Order estates, home to many young families. Apparel brand Ultifresh, which specialises in anti-odour and anti-bacterial sustainable clothing, also launched its first vending machine at AMK Hub two weeks ago. Touting itself as a mission-driven company, its founder Frank Yap said the vending machine model was a 'much faster' way than opening a storefront to achieve their objective of consumer education – wearing shirts more than once helps to reduce carbon dioxide emissions and save water. Over in the fintech world, the finance app and neobank Revolut launched a debit card vending machine in 2024 at the National University of Singapore (NUS), where one could collect and activate the card on the spot. Though it has recently relocated the machine to Galaxis in one-north, its novelty succeeded in drawing eyeballs from the NUS student population and ultimately downloads of their app – which aims to improve financial education in young adults. In these cases, the machine itself served as a touchpoint, not just a transaction. WILL THE TREND LAST? The Singapore government has for several years been encouraging businesses to adopt automation and other productivity-enhancing technologies. And if rent and manpower costs continue to be a major hurdle for businesses setting up shop, industry players said the vending machine boom may well continue. Euromonitor International forecasts predict total vending machine sales in Singapore to be on a consistent upwards trajectory and that they would reach S$140.1 million in 2029. But operators warn against the misconception that starting and operating a vending machine is a bed of roses. Despite the comparative amenability of landlords towards these machines today, Mr Tan of Allied Vending noted that finding a spot for them in the first place can be difficult. 'It's not always easy to secure locations. Singapore land is very scarce … As more people get into the space, location fees may start going up, and that eats into your business case.' Mr Peng of White Dew Flower said this was the main challenge he faced in growing his business – where sales performance differs from location to location. 'There is a lack of available space for flower vending machines in shopping malls. Most malls already have a flower shop, and those without one do not have designated spaces for vending machines,' he said. Ms Rohini Wahi, Asia Pacific senior strategist at consumer trend forecasting firm WGSN said vending machines had key advantages. Ultimately, as affordability remains a priority for shoppers amid socioeconomic instability, these machines will bring time-poor and cost-conscious consumers retail offerings that help them save time and money, she said. In order to counter the oversaturation that comes with the growing number of vending machines offering similar products, brands need to go beyond convenience by embracing playful, creative designs and customising their offerings to each location in order to stay relevant, she added.

CNA

4 hours ago

• CNA

Mount Elizabeth hospitals not always most expensive among private providers, CNA finds

SINGAPORE: Despite its reputation for premium pricing, Mount Elizabeth hospitals do not consistently charge the highest fees among private healthcare providers in Singapore, a CNA review of medical billing data has found. Based on typical bills for 10 common medical procedures listed on the Ministry of Health's (MOH) cost comparison portal, Mount Elizabeth topped the list in only three cases. The "typical bill" refers to the median cost paid by patients in 2023. While Mount Alvernia Hospital was found to be cheaper in some instances, it was excluded from CNA's comparison as it operates as a not-for-profit institution. In the three cases where Mount Elizabeth was most expensive, Mount Elizabeth Novena charged 5.1 per cent more for a knee arthroscopy, 11.3 per cent more for hernia repair and 38.2 per cent more for an appendicectomy compared with the next-most expensive private hospital option. However, the same data showed that Mount Elizabeth is not always the costliest option. For example, fibreoptic colonoscopy day surgery and iridectomy at Mount Elizabeth Orchard and Novena were cheaper than at other private hospitals. Insurer Great Eastern announced on Tuesday (Jun 17) that it has stopped issuing pre-authorisation certificates for policyholders admitted to the two Mount Elizabeth hospitals. Such certificates are still available for other hospitals and day surgery centres, it said. Pre-authorisation refers to the insurer's approval of coverage for medical costs before treatment. 'In the last few years, we have observed that certain private hospitals have been charging significantly more than others for the same treatment, same clinical outcome, similar level of complexity, as well as for procedures that are less complex," the insurer said on Thursday in response to CNA's queries. "The cost difference in total bill size typically ranges between 20 and 30 per cent but can sometimes go higher in some cases.' Based on MOH data, the typical inpatient bill for a knee arthroscopy – a surgical procedure to diagnose problems within the knee joint – at Mount Elizabeth Novena was S$22,559 (US$17,560) and S$22,208 at Mount Elizabeth Orchard. It was cheaper at Gleneagles Hospital, which charged S$21,456. For an appendicectomy – removal of the appendix – Mount Elizabeth Novena charged S$30,808, compared with S$22,297 at Raffles Hospital, while for hernia repair, Mount Elizabeth Novena charged S$35,944, higher than the S$32,288 charged by Gleneagles. In contrast, iridectomy, a surgical procedure primarily to treat glaucoma, was cheaper at Mount Elizabeth Orchard (S$2,367) and Mount Elizabeth Novena (S$2,602) compared with Farrer Park (S$3,874). Beyond MOH's data, CNA reviewed itemised hospital bills from Mount Elizabeth Orchard, Parkway East and Gleneagles over the past two years. While Mount Elizabeth charged marginally more for common items such as hygiene sheets and lignocaine injections (1.7 to 7.7 per cent higher), it charged less for other items, such as ECG electrodes. Mount Elizabeth Orchard and Novena are operated by IHH Healthcare Singapore, the country's largest private healthcare provider. Other hospitals under its umbrella – including Gleneagles and Parkway East – are not affected by Great Eastern's pre-authorisation suspension. CNA contacted IHH and Great Eastern for comment on the pricing differences. In response, IHH said that comparing the typical bill sizes across hospitals and interpreting them at 'face value' is 'overly simplistic' and 'misleading' in reflecting each hospital's value and affordability. 'The Table of Surgical Procedures is a ranked listing of procedures that focuses on the intent and outcome of the surgical procedure. It does not reflect the surgical access route or the technologies, facilities and equipment used. Neither does it reflect the expertise and skill of the healthcare practitioners involved,' an IHH spokesperson said. The spokesperson also said that the two Mount Elizabeth hospitals, due to their level of 'equipping and capabilities', tend to take in more complex cases across all specialties, as doctors also make 'active choices' on where to admit patients based on the patient's best clinical interests. 'It is therefore natural that the average bill sizes seen at these two hospitals be higher compared to other facilities,' the spokesperson added. Great Eastern referred CNA to its previous statement. Great Eastern said earlier that the move is part of its efforts to manage rising healthcare costs and ensure affordability for its policyholders. "We want to assure our policyholders that there is no change to their coverage, and they can still receive treatment and submit claims as usual with no impact to their benefits," a spokesperson added. The IHH spokesperson said that their analysis of publicly available data from MOH does not correspond to Great Eastern's claims that bills at Mount Elizabeth hospitals are 20 to 30 per cent higher. They added that they have formally written to the insurer and are 'awaiting their response'. IHH previously expressed "surprise" at Great Eastern's move, saying it has been in active discussion with the insurer over the past few months. 'We do not agree with GE's claim about higher prices at two of our hospitals for similar procedures and case profiles," its group COO and Mount Elizabeth CEO Yong Yih Ming said on Wednesday. "Each of our hospitals has different focus and areas of excellence - Mount Elizabeth Hospital and Mount Elizabeth Novena Hospital house facilities and equipment that allow specialists to manage patients and perform surgeries that are not available at other hospitals.' This is also why some of the more complex cases are managed at these two hospitals, he said. In response to media queries, MOH said on Thursday it is engaging Great Eastern to better understand the implications of its decision. Integrated shield plans (IPs) are commercial products, the ministry said. While MOH regulates the key parameters of these products for financial sustainability, insurers retain discretion over administrative processes like pre-authorisation. "However, IP insurers would have to ensure that policyholders continue to be able to access the full benefits of their policies in accordance with the terms and conditions for claims, as stated in their policy contracts," it added. MARKET DYNAMICS, COST STRUCTURE DRIVE PRICING VARIATION Experts told CNA that pricing differences across private hospitals are influenced by a range of factors, including the time and resources required and the hospital facilities used. 'Public hospital fees are subsidised by the government and are structured to ensure patient affordability. In contrast, private hospitals operate independently and need to factor in staffing, overheads, service-level costs and profitability when setting prices,' said Mr Joshua Siow, who is a partner at Simon-Kucher and its head of healthcare and life sciences in Singapore. For example, in the case of different drug prices, public hospitals rely on a centralised procurement system, which helps standardise prices across institutions, said Ms Verlene Law of The Reg Consultants, a regulatory service provider specialising in pharmaceutical and medical companies. Private hospitals procure drugs independently and prices can differ based on their supplier agreements and business models, she said. Private hospitals may also serve different patient segments or offer specialised clinical services that justify higher fees, said Mr Siow. "Patient experience, hospital infrastructure and differing target customer segments can contribute to variation," he said. "Importantly, some institutions may be equipped with specialised equipment or specialist capabilities that may not be routinely available at other centres.' He added: 'As for-profit institutions, private hospitals in Singapore operate independently and serve varied patient segments. In this context, pricing is shaped less by regulation and more by consumer choice – patients can select their providers, and hospitals must remain reasonably price-competitive to sustain demand.'