EDB Issu

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2 Broader Perspectives EDB Issue | The Future Demands We Go Beta

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The Economic Development Board (EDB) is the lead govern-ment agency that plans and executes economic strategies that enhance Singapore’s position as a global hub for business, investment and talent. EDB’s mission is to create a sustain-able GDP growth for Singapore with good job business opportunities for its people.

EDB HISTORY

FORmED In 1961, EDB SET aBOuT THE cHallEnGE OF GEnERaTInG jOBS FOR THE POPulaTIOn. To build up labour-intensive industries, EDB attracted foreign investors to base their businesses in Singapore. By the 1970s, unemployment was no longer a problem and the manufacturing industry dominated the economy. Singapore was mar-keted as a quick operations startup location and more industrial projects were pushed for by EDB. The 80s saw Singapore embark on knowledge-intensive activities. EDB set up the Small Enterprise Bureau in 1986 and shaped schemes to help small local enterprises grow.

In the technologically-intensive 90s, when services were identified as a second pillar of the economy, EDB strengthened its focus on key industries, namely chemicals, electronics and engineering, diversifying Singapore’s economy. The new millennium saw Singapore increase its focus on knowledge and innovation-intensive activities. In 2006, $13 billion was set aside by the government to promote R&D over the next 5 years. Singapore has also put in place strong Intellectual Property protection and enforce-ment practices and today, ranks first in Asia for IP protection.

History

EDB’S VISION AND MISSION

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EDB HISTORY

“Host to Home” articulates how EDB is shaping its economic development strategies to distinguish Singapore for the future.

EDB plans to build on our current strengths and add three new layers of capabilities to enable Singapore to become a “Home for Business”, a “Home for Innovation” and a “Home for Talent”. These three dimensions are mutually reinforcing: businesses leverage talent and innovation, creat-ing job opportunities; while innovation attracts talent and businesses; in return, talent fuels both business and innovation.

EDB aims to build Singapore as a dynamic, top-class global city to work, live and play, pro-viding the best business environment in Asia, especially for the creative and knowledge-driven industries.

Host to Home: Sharpening Singapore’s Economic Development Strategy

As part of the Future Singapore initiative, EDB has identified three business growth themes. These are areas in which Singapore faces challenges, offers opportunities and has the potential to serve as a working model and test-bed for new ideas. The three growth themes are:

• Urban solutions • Lifestyle • Ageing, healthcare and wellness

Future Challenges

A 2010 World Bank report ranked Singapore as the no.2 logistics hub in the world. Over the past decades, we have built a sizeable environmental industry, gaining recognition as a ‘Global Hydrohub’. Singapore identified the Clean Energy industry as a strategic growth area in 2007, with the government contributing S$350 million as funding support. By 2015, this industry is expected to contribute S$1.7 billion to Singapore’s GDP.

Urbanisation & sUstainability

Through a unique co-payment system, use of market-based mechanisms, transparency and the adoption of technology to improve healthcare delivery, Singapore has achieved the world’s fourth best healthcare infrastructure while keeping healthcare expenditure below 4% of GDP. EDB’s vision now is to establish Singapore as a leader for pharmaceutical and medical technology R&D activities, while maintaining an integrated healthcare system which addresses the full continuum of care and wellness for its citizens.

HEaltH & WEllnEss

Singapore’s cosmopolitan population is a barometer for global lifestyle needs. Centrally located in a region of growing affluence, Singapore is a unique gateway to consumers seeking diverse lifestyle products and services. From 2004 to 2008, the operating receipts of lifestyle businesses registered a high growth rate of 30%. The perform-ing arts scene in Singapore is also vibrant with 7,500 performances a year and a continual stream of festivals. With a credible base of art institutions, Singapore is garnering international recognition as a platform for the development of arts and culture in Asia.

liFEstylE & EntErtainMEnt

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edb director note

EDB DIREcTOR’S nOTE

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EDB OFFIcER

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edb officer

EDB OFFIcER


edb officer

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feature writing

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World’s Most live-able Cities What must cities achieve to be considered “liveable” in this urban age?www.en.wikipedia.org/wiki/World’s_most_livable_cities

URBANISATION AND SUSTAINABILITY

Cities are the homes of the future. With a projected 6 billion people living in cities by 2030, city life will become the norm. Singapore’s eco-nomic success will be closely intertwined with how successfully we distinguish ourselves as the city of choice. Already, we have made a name for ourselves as a desirable place to live and work in as seen when Singapore topped the Gallup’s Potential Net Migration Index as the country with the highest potential net adult population gain at a whopping +219%, based on surveys conducted through 2007-2010. Our continued success in attracting and retaining talented people as well as creating the best home for Singaporeans depends on meeting the challenges of the future.

Against a backdrop of soaring global population numbers, Sin-gapore faces her own challenge of accommodating a growing popu-lation within a small land area. Since the onset of independence, Singapore’s populace of 1.6 million has leapt to 5 million in 2010. Its population density, at 7,022 per km2, is one of the highest in the world. This trend is ex-pected to continue upward, with the government already planning for a population of 6.5 million. How we innovate and ensure that the limited land we have is effectively and efficiently used for our growing population will have major implica-tions for our ability to attract and retain highly-talented people. Thus far, with the government’s planning initiatives to develop high-rise housing,

satellite towns, and areas for commercial and rec-reational activities, Singapore remains a condu-cive place to live in, with housing and amenities for all. From offering waterfront residences, to environmentally-friendly builds, and homes with spectacular views, higher population density has resulted in varied, distinctive, high-quality devel-opments like Sentosa Cove and The Pinnacle@Duxton. Commercial, community, educational, medical and recreational amenities are made

available in the different districts and regional centres to reduce the need to travel and to benefit the most number of people. Spaces and built environments have be-gun to serve multiple purposes: reservoirs double up as water ac-tivity centres and jogging tracks; parks and MRT stations house eateries, shops and performance spaces. As our population grows, we need ideas and creative solu-tions for maximising the space

we have to meet a variety of needs. Adopting technological solutions like land reclamation and buildings above and underground, planning to create smart growth and urban rejuvenation, and collaborating between private and public sec-tors to manage public spaces and facilities have borne satisfying results. In the future, Singapore will face continued challenges of creating better homes for more people.

“ Against a backdrop of soaring global

population numbers, Singapore faces her own challenge of accommodating a

growing population within a small land

area.”

Rediscovering Tokyo through the eyes of a flâneur (modern city dweller) www.goethe.de/kue/arc/dos/dos/sls/sfo/en1566336.htm

READ THIS!

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IMAGE CREDITS Augapfel Creative Commons

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World in balance: Population paradox (2004)

Learn about the demographic divide reshaping the world

quickly become unliveable. Singapore has taken a proactive approach to ensuring mobility and accessibility island-wide with the regula-tion of private vehicle ownership, electronic road pricing schemes that manage traffic and an expanding public transportation and road network. New railroad lines are being built, bus routes added and changed in response to travel patterns, traffic regulations changed to prioritise public transport, and roads widened or built to keep pace with the traffic. All these involve careful planning and integrated design of the infrastructure and built environment. More significantly, coordination of various modes of public transportation and empowering of commuters and road-users with information on traffic conditions, public transport arrival times and the best routes have been made possible with technological solutions developed by the Land Transport Authority, Steria and IBM. Our success thus far must be built upon if we are to avoid the massive jams that have plagued other cities. Besides the issue of reducing the time spent on the road, we also need to reduce the pollution caused by traffic and the consumption of non-renewable fuels. Currently, research into and trials of electric vehicles and those powered by hydrogen or natural gas are underway, with 10 percent of vehicles here electric. In the forthcom-ing year, Singapore must continue to rise to the challenge, creating better solutions

As the city-state nation marches on towards the future, effective resource management be-comes pivotal in ensuring sustainable modes of living and progressing. Though not naturally endowed with bountiful natural resources, Sin-gapore has done surprisingly well in meeting the needs of her people more than sufficiently through innovative methods. Singapore’s success with water solutions like the Marina Barrage, Deep Tunnel Sewerage System and NEWater plants have earned us a global reputation and the ability to help other countries with similar problems. This can be seen in how Hyflux has grown to become a global environmental solu-

tions provider. Furthermore, the inauguration of Singapore International Water Week in 2008 has reached over 14,000 attendees from 112 countries in 2010. Putting money where our mouth is, Singapore has pledged S$350 million for clean energy research and development with the aim of the energy sector adding S$34 billion to the econ-omy by 2015 and employing 15,000 people. In the push for improvements, Pulau Ubin became a pilot in 2008 for green energy generated by solar, wind, tidal and biomass resources. Smart grids that facilitate two-way communication and control electricity production, distribution and consumption were also piloted in 2009. Al-ready, we have the first Zero-Energy Building in Singapore and Southeast Asia, retro-fitted at the cost of S$11 million, with an expected S$84,000 in annual energy savings. As a further sign of progress, the Green Mark Scheme for buildings launched in 2005 has grown from 17 buildings to over 500. These new initiatives and successes signal the way forward and niche areas in which Singapore can contribute in making our world a better place. With climate change taking centre stage, sustainable living has become a priority and it is important that Singapore innovates more efficient use of electricity and generates more sources of clean energy.

Our city has much to be proud of, and the challenge is now to continue thriving as the popu-lation grows, transportation needs increase, and resource management becomes crucial. So as to ensure a sustainable, urban Singapore in the future.

.......................................... ..................

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top 5 incredible Eco-Hotels and Hostels of the World

From high-flying airplane hostels to tranquil eco-lodges to stunning hotels made from reclaimed industrial materials, there’s a world of incredible eco-accommodations out therewww.inhabitat.com/top-5-incredible-eco-hotels-and-hostels-of-the-world

the Pritzker ar-chitecture Prize Every year a winner is picked for the world’s most prestigious archi-tecture award www.pritzkerprize.com/laureates/year.html

COMPETITION

IMAGE CREDITS

High Density

vijay_chennupati

Creative Commons

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Copenhagen may not be as bustling as the streets of New York city. But the Danish settle-ment has garnered other more impressive accolades. Voted the number one most liveable city in 2008, it has one of the world’s best-designed urban floor plan, is home to a people with the best quality of life, and has gained international recognition as Europe’s eco-hub.

Endeavouring to become a friction-free city in its design has enabled an ease of mobility for Co-penhagen’s people. From the teak-floored Kastrup airport (no carpets means you cover more ground in less time) to downtown Copenhagen, a 15-minute trip time via metro is all that is required - no fuss, no frills, simply guaranteed, easy accessibility. In addition to three existing rail stations, a fourth is in the process of being developed, rendering public transport an effective option for getting around. Centralising housing and jobs around transit hubs has also increased the competitiveness of public transportation.

Personal mobility is enhanced further by its unique bicycle culture. In the city, up to 55% of the population choose to embark on this form of two-wheeled transport. This movement is backed by the government’s commitment to innovate bicycle-

Year 2025. Masdar City, Abu Dhabi, UAE. 60, 000 commuters, 1,500 businesses, 50 000 residents. Spearheaded by Abu Dhabi Future Energy Company, Masdar city has been blueprinted as the world’s first 100% carbon-neutral city with zero-waste ecology. Judging by the number of foreign investors keen to have a stake in this ambitious proj-ect, it seems that Masdar City will endure a different fate from its failed predecessor grandiose schemes. Credit Suisse, a Swiss bank, has invested $100 million in the initia-tive’s clean tech fund (equal to Masdar itself) while BP and mining giant Rio Tinto, are collaborating on carbon-capture and stor-age schemes. Relying entirely on renewable energy sources, the city plans to cover 6 km2 on the east of Abu Dhabi.

With solar energy as the main source of power, Masdar city will consist of energy-ef-ficient buildings lined with solar photovoltaic modules best suited for desert conditions. To achieve 0% waste production, biological waste will be incinerated, purposed as an additional power source or used to create nutrient-rich fertilisers. Industrial waste and up to 80% of water will be recycled, whilst rainwater will be collected in dew-catchers and harvested. Green spaces too will exist, with drought-resistant plants, instead of water-guzzling flowers.

a greener future

The environmental debate has traditionally been char-acterized as a conflict be-tween economic progress and preservation of the planet. most TED speakers, however, insist that we can have both -- provided we’re

smart about it.www.ted.com/themes/a_

greener_future.html

Seamless Urban Planning Copenhagen DENMARK

World’s first carbon - neutral city Masdar ABU DHABI

Public transport or walking will be the only way to move around the city, as Masdar aims to be absolutely free of automobiles. Along with Mass Rapid Transit systems, automated small pods generated by electricity zooming around the city on tracks - also known as the Personal Rapid Transit - will be the main mode of transport. Goods will be moved in a similar fashion.

To keep out the hot desert wind, the city will be walled, and the absence of cars will allow for shaded streets that will funnel breezes from one side of the city to the other. The whole city is being built on a raised platform so that pipes and wir-ing buried underground can be easily accessed; transport pods can also zip around unfettered.

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friendly road infrastructure, such as ‘green routes’ for bicycles and plans for car-free zones in the city. This yields dual benefits. Not only does bicycling play a valuable role in improving quality of life through minimising air pollution and car congestions, it also achieves sustainable traffic patterns that lessen energy consumption, while keeping personal mobil-ity intact.

Copenhagen has transformed itself into an eco-hub to boot. Apartment blocks boast communal gardens at their rear, and green spaces are a common sight. It has gone from cleaning up its sewage system to a swimmable harbour, to hosting the inaugural UN Climate Conference 2009. According to an official municipal policy, all citizens must be able to reach a park or beach on foot in less than 15 minutes by 2015.

As of 2010, Copenhagen is Scandinavia’s most desirable city of the 21st century.

WATCH THISEco Biz: Ben&jerry’s

The Greenest ice-cream around

www.youtube.com/watch?v=yQykGinvnrw


The world’s first Personal Rapid Transit (PRT) system was debuted by Urban Light Transport (UL-Tra) at the London Heathrow Airport. Also known as pod cars, PRT consists of automated, battery-powered vehicles zooming on elevated tracks oper-ated within a central control system. Passengers key in their destinations at the central console platform, and the pod car selects the most economical route for a specific destination (think “driverless” taxi) without having to stop at intermediate stations. Fitted with LCDs and air-conditioning, the 800-kg pod car can seat between 4-6 persons.

ULTra has made the implementation of PRTs possible with its innovative and low-cost system. Efficient, reliable and quick charging battery systems which the old systems lacked (because they ran on electricity fed from conductors on the track) were developed so that the vehicles could recharge at sta-tions. ULTra’s pod cars are designed to be intuitive in steering around curves based on an internal map. As such, the guideway consists of as little as two parallel rows of concrete barriers (think bumpers in a parking lot) instead of track-mounted guiderails. Vehicles powered by batteries mean that trackways need not be electrified like in the past, allowing for light-duty designs akin to that of conventional road surfaces. With these developments in place, ULTra’s capital costs are reduced dramatically. The simpli-fied infrastructure also enables pod cars to easily stop at any kerb and even permeate through spaces that traditional vehicles could never, like inside office spaces.

Revitalising West EndCentral Saint Giles, UK

Electric Pod cars Urban Light Transport Pte. Ltd, UK

West End, London 2010: No longer the dead space remembered for a history littered with crime and overcrowding. St Giles is revital-ised by the presence of a new iconic building known as Central Saint Giles. Designed by internationally acclaimed architect Renzo Piano, the complex offers 25, 000 ft2 for restaurant and retail, 109 residen-tial apartments, and an outdoor public piazza in addition to 408, 000 square feet of office space. This multi-functional characteristic of Central Saint Giles is an appealing approach for property developers looking to accommodate the explod-ing urban population growth while sustaining an illusion of space.

Additionally, mix-use spaces facilitate face-to-face interaction for its occupants. Meetings can be held over a cup of coffee in the recep-tion, which, alternatively could be utilised as a lounge area simply for basking in the sunlight that filters through the 6m-high glass walls; the permeable piazza, which also func-tions as a walkway, becomes a con-venient contact point for colleagues

and friends alike with its array of cosy restaurants and cafes. With opportunities for “get-togethers” created in almost every nook and cranny of Central Saint Giles, the inclusive sense of community eas-ily disperses the usually tense and impersonal atmosphere exuded in corporate places. Existing winter gardens in between floors present further opportunity for its occu-pants to meet and work in green havens, while doubling as outdoor spaces within an enclosed building.

Sustainable living is incorpo-rated as part of everyday life in Cen-tral Saint Giles. Water is collected, treated and re-used so as to reduce water consumption. On the other hand, carbon footprint is reduced by a Biomass Boiler system which generates 80% of the heat used for heating and boiling water in the building.

Rejuvenated St Giles presents a clear exemplar for lacklustre city ar-eas seeking new life through urban regeneration welcome the future spaces of working and living.

FUTURE TECH

www.time.com/time/specials/packages/article/0,28804,1852747_1854195_1854114,00.html

www.teslamotors.com/goelectric

smart and sexy electric cars: tesla’s roadsters Combining speed with energy-efficient engines for (an electrifying) ride

In addition to increased convenience provided by PRTs (less traffic congestion, more car trips saved), ULTra pod cars are the most environmentally friendly form of transit ever invented. It is 50% more energy-efficient than buses or trains and 70% more energy-efficient than private cars.

Typically, a mile of ULTra PRT costs between £5 million - £10 million. BAA Ltd., owner of six British airports, deployed the ULTra’s PRT over 2.4 miles between the new terminal to Terminal 5’s business car park in Heathrow Airport. If all goes well, PRT will be adopted by the entire airport.

The age of the pod cars may finally dawn upon us.

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Foster + Partners’ stockholm redevelopment: the british architects reveal their winning vision for regenerating slussen’s waterfront in stockholmwww.architectsjournal.co.uk/news/daily-news/first-look-at-foster-partners-stockholm-development/5213361.article

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$34.6$18.6

$10.8$11.2

$10.4

(in Billions of USD)

$7.4

Top 6 countries in Clean Energy Investment 2009

EU-27*includes: Austria, Belgium, Bulgaria, Cyprus, Czech Republic, Denmark, Estonia, Finland, Greece, Hungary, Ireland, Latvia, Lithuania, Luxembourg, Malta, the Netherlands, Poland, Portugal, Romania, Slovakia, Slovenia and Sweden.

2008

2007

2006

2005

2004

2009

$134.3 $121.9

$121.3 $78

$17.7 $39.2

China

US

UK

Rest of EU-27*

Spain

Brazil

Global Trends for Annual Financial Invest-ments in Clean Energy (in billions of USD)

71.1%

Win

d

Oth

er r

enew

able

s

Sola

r

Biof

uels

17.1% $5.9 b

8%

3.6%

Chinaʼs distribution of Investment by sector

$21,469,306

$24.6 b

$2.8 b

$1.2 b

(USD)

Leading solar company Suntech Power Holdings Co. Ltd.

Suntech Power is the biggest photovoltaic (PV) module manufacturer and the 3rd largest solar com-pany in the world. Since going public in 2005 with a listing on the New York Stock Exchange market, it has doubled its revenue and output to achieve a market capitalisation of $6.3 billion in 2007.

The company’s milestone successes are largely accounted for by its strong R&D arm. The develop-ment of cutting edge designs and new-generation so-lar cells, such as “Pluto” technology – that improves conversion efficiencies with low cost materials - has allowed Suntech to differentiate its products in the market, and yet maintain a low-cost manufactur-ing model. With 130 PV scientists and technical experts, it has one of the largest R&D departments in solar development space. Additionally, with ma-ture business processes in place, Suntech commer-cialises technology faster than its competitors. A chief example is the utilisation of commercial scale production equipment to pilot new technologies.

Notable solar installations include Beijing’s National Stadium, Shanghai Expo 2010, Google’s 1.6-megawatt solar installation, Masdar City Solar Farm and the 50-kilowatt roof of Israel’s largest solar power station.

To date, Suntech has delivered over 2.2-giga-watts of solar power capacity to over 1,400 custom-ers in more than 80 countries around the world. With a 7% stake in the global market share for solar energy supplies, Suntech Power is surely a force to be reckoned with.

$34.6$18.6

$10.8$11.2

$10.4


$7.4



2008

2007

2006

2005

2004

2009

$134.3 $121.9

$121.3 $78

$17.7 $39.2

China

US

UK

Rest of EU-27*

Spain

Brazil


71.1%

Win

d

Oth

er r

enew

able

s

Sola

r

Biof

uels

17.1% $5.9 b

8%

3.6%


$21,469,306

$24.6 b

$2.8 b

$1.2 b

(USD)

Source: Who’s Winning the clean Energy Race? G20 Report, PEW Environmental

Group

SURF THISSingapore sets up national

solar repositorywww.eco-business.

com/news/2010/nov/30/singapore-sets-national-

solar-repository/

$34.6$18.6

$10.8$11.2

$10.4


$7.4



2008

2007

2006

2005

2004

2009

$134.3 $121.9

$121.3 $78

$17.7 $39.2

China

US

UK

Rest of EU-27*

Spain

Brazil


71.1%

Win

d

Oth

er r

enew

able

s

Sola

r

Biof

uels

17.1% $5.9 b

8%

3.6%


$21,469,306

$24.6 b

$2.8 b

$1.2 b

(USD)

Singapore’s Investments in CleanTech Manufacturingin 2008

Net Fixed Assets Investments

Source: EDB

$34.6$18.6

$10.8$11.2

$10.4


$7.4



2008

2007

2006

2005

2004

2009

$134.3 $121.9

$121.3 $78

$17.7 $39.2China

US

UK

Rest of EU-27*

Spain

Brazil


71.1%

Win

d

Oth

er r

enew

able

s

Sola

r

Biof

uels

17.1% $5.9 b

8%

3.6%


$21,469,306

$24.6 b

$2.8 b

$1.2 b

(USD)

Clean energy has experienced invest-ment growth of 230 percent since 2005. It declined only 6.6 percent in 2009 despite the worst financial downturn in over half a cen-tury. In 2009, $162 billion was invested in clean energy around the world.

Efficiency and low carbon technology & services

0.4% $0.1 b


Urban Agglomeration Rates ( POPULATION IN MILLIONS )

Top 10 cities with the highest rates 20

00

34.5

35.3

12.4

22.2

20.320.0

19.5

19.0

18.0

19.4

16.6 15.6

14.3

13.1

14.6

12.6

10.2

13.1

11.8

10.0

13.6

10.7

10.1

12.7

12.9

18.5

17.8

18.3

16.1

18.3

17.1

15.3

36.7

2010

2005

Tokyo, Japan

Delhi, India

Sao Paulo, Brazil

Mumbai, India

Mexico City, M

exico

New York City, U

SA

Shanghai, China

Calcutta, In

dia

Dhaka, Bangladesh

Karachi, Pakist

an

Moscow, Russi

a

Source: United Nations Economic and Social Affairs - World Urbanisation Prospects: The 2007 and 2009 Revision highlights

Source: Developing Living Cities From Analysis to Action

Source: Burdett and Sudjic (2008, pp. 6 - 10, 54-62)

1900 2007 2050

1 billion people

100 cities with population greater than 1 Million

10 cities with population greater than 1 Million

1 city with popula-tion greater than 1 Million

10% of people living in cities

1% of people living in cities

0.1 billion people

Movement to an Urban Age

Movement to an Urban Age

23

Ecological Footprint ( GLOBAL HECTARES/PERSON)

Private vs. Public transport CROSS COUNTRY COMPARISONS

2005

2007

2000

2000

2005

2007

1997

1997

USAUKJapan

KoreaChina

Singapore

IndiaBrazil

Russia

6.0

4.4

2.2

0.8

1.5

3.44.3

5.4

9.5

9.4

7.99

4.9

4.71

4.875.34

2.210.91

2.9

4.4

5.3

4.93.74.2

*

2.10.9

2.4

3.7

3.1

0.8

1.2

6.93.4 4.3

10.3

5.2

Source : WWF Living Planet Report 2004

* Note : Data Unavailable

Source : LTA statistics in Brief 2006, 2010. Singapore Statistics , Department for Tran-port: Transport Statis-tics for Great Britain 2009 Edition

NOTE : Figures are estimates. The MRT system is compared with MRT in Hong Kong, London Tube, Subways in New York CIty and Tokyo. The public bus fleet in Hong Kong include Public Light Buses

Public Transport Trips per person

10

1

0.1

0.1

0.01

0.01

0.1

Private TransportCars per 100 people

London

Singapore

Tokyo

New York

Hong Kong

2005 2009 2005 2009 2005 2009

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249.6

28.5

55

4.65

4829.3

UKUSA JAP SIN

239.1

82.9

69.4

9.4

2.7

9.88.3

3.51.9

300

250

200

150

100

50

0= Waste generated

year 2000

= Waste generatedyear 2008

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.= Waste recycledyear 2000

= Waste recycledyear 2008

5.97

Municipal Waste Generation and Recycling Rates ( MILLIONS OF TONNES )

Source : US Environmental Protection Agency: Municipal Solic Waste Genereation, Recycling and Disposal in the United States: Facts and Figures for 2008

Department for Environment, Food and Rural Affairs Waste Management Statistics2000 - 2010

Ministry of the Environment and Water Resources

Zero Waste SG

2010 Establishing a sound material-cycle Society Report

Ministry of Environment Japan.

State of Discharge and Treatment of Municipal Solid Waste in FY2008, Ministry of Environment, Japan.

The founder and group CEO of Hyflux, she is the driving force behind Hyflux’s growth and busi-ness expansion as well as policy and strategy formulation for corporate direction. Hyflux has grown from a Singapore-based water treatment company to a global environmental solutions company that has built numerous award-winning projects in Sin-gapore, China, Southeast Asia, Algeria and Middle East.www.hyflux.com

Olivia LumAn accomplished architect and

director of William McDonough + Partners, an internationally recognized design firm practicing ecologically, socially, and economi-cally intelligent architecture and planning in the U.S. and abroad, David’s portfolio spans planning, interiors, sustainability consult-ing and architectural design for large-scale international urban planning projects and commercial and institutional buildings. Often categorised as sustainable archi-tecture, William McDonough + Partners’ has worked for the cur-rent YouTube headquarters, Nike European Headquarters and NASA Sustainability Base to name a few. www.mcdonough.com

David Johnson

Steve is the founder and princi-pal of Counterpoint, a consultancy firm providing support services on sustainability for the Corporate, Government and Non-profit sec-tors. Counterpoint believes that challenges that confront the world today offer a broad canvas of oppor-tunity to secure a better tomorrow. He is also a member of Green Drink International, a self-organising net-work in the environment field. www.greendrinks.org

Steve McCoy and Olivia Choong

Learning Fest Speakers

Green-minded architect and designer William McDonough asks what our buildings and products would look like if designers took into account “all children, all species, for all time.” www.ted.com/talks/william_mc-donough_on_cradle_to_cra-dle_design.html

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25

SEcTIOn aRTIclE

HEALTH AND WELLNESSby lorraine chng

a choice home and thriving economy, and thus healthcare will remain a priority in the years to come.

Our progress in the field of medicine in training medical personnel, developing medi-cal infrastructure and attracting talent and expertise has put Singapore on the world map. We are ranked as the world’s 4th best healthcare infrastructure (IMD World Com-petitiveness Yearbook 2009) with impressive results in terms of the world’s 3rd lowest in-fant mortality rate and 7th highest life expec-tancy (WEF Global Competitiveness Report 2009-2010). We have made available good, affordable basic healthcare for all Singapor-eans through 18 outpatient polyclinics, some 2,000 private clinics, 7 public hospitals and 6 national specialty centres for cancer, cardiac, eye, skin, neuroscience and dental care. Add-ing to this, there are 16 private hospitals that provide diversity in the industry, as well as homes, hospices and rehabilitation centres to meet longer term healthcare needs. Many have come from all around the world to seek

A country is only as strong as its people are, a principle Singapore has upheld through the years knowing that our population is our best resource. From dealing with basic sani-tary, nutrition and health issues in the 1960s and 70s, Singapore has progressed to having an excellent healthcare system with the lat-est research and medical practices. This has allowed us to deal effectively with epidem-ics like SARS and H1N1 and to provide our citizens with world-class medical services for everything from dental health to complex brain surgery. Our reputation and the ease of international travel have also made medical tourism one of Singapore’s key economic thrusts. Health has also come to mean more than physical health, extending to mental health and emotional well-being. As such, a whole range of lifestyle and wellness ser-vices and products are now offered here, with room for more creative and novel ways to help people live better. Keeping our workforce and population healthy will make Singapore

secrets of the happiest places on earth www.blogs.nationalgeographic.com/blogs/news/chiefeditor/2010/11/dan-buettner-shares-secrets-of.html

SURF THIS William Hawkins on medical gadgets www.economist.com/blogs/multimedia/2010/09/william_hawkins_medical_gadgets The head of medtronic on chronic diseases, the miniaturisation of medical devices and mobile technology as a critical platform.

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ImaGE cREDIT (top-left) National University Hospital (top) National Dental Centre, (above) Tan Tock Seng Hospital Lobby WIKImEDIa cOmmOnS


medical treatment here, drawn by the world–class facilities, high standards of care, medical expertise, lower costs and high efficiency. Singapore was con-ferred “Best Medical/Wellness Tour-ism Destination” at the TravelWeekly (Asia) Industry Awards in 2007 and 2008, and targets to grow the number of foreign patients to 1 million by 2012. If Singapore envisions being the best provider of world-class healthcare, we must continue to build upon the healthcare platforms we have.

Besides our healthcare infrastruc-ture, our increased focus on research and development of medical technol-ogies will give us a valuable edge in providing the best healthcare for our population and in our development as a medical hub and destination. The building of Biopolis to house research institutes and encourage collaboration, as well as our government’s allocations of S$3.3billion from 2006-2010 for translational and clinical research have yielded positive returns. We are now home to more than 2000 researchers from across the globe, including sci-entific leaders. Already our foray into medical technology has seen encourag-ing results with homegrown companies developing the first blood pressure monitoring device that allows remote monitoring, plastic microneedles for painless injections, and testing devices and kits for cancer, avian flu and other infectious diseases. Research is also being translated through platforms such as “Hospital-of-the-Future” and “Homecare-of-the-Future” where healthcare players work with other in-dustries to test and develop new prod-ucts ranging from micro-electronics, to medical robotics, and online health monitoring. Medical technology is defi-nitely shaping up to be a key economic growth driver for Singapore. To date, 30 global medical technology com-panies have set up commercial-scale manufacturing plants in Singapore and in 2009, the medical technology sector contributed S$3billion in output and over 8,000 jobs. Thus, Singaporeans can look forward to ever improving healthcare, innovative products and cutting-edge treatments resulting from these efforts in the future.

Besides what the government, research institutes and healthcare providers are doing, employers and individuals need to do their part in improving people’s health. With more people working sedentary jobs and spending time on the computer, work-ing long hours at times or eating out more often, healthcare involves preventative steps and not just treatment. Stress man-agement, good work habits, proper office environments, exercise and balanced meals have become part of public education since the launch of the National Healthy Life-style Campaign 17 years ago, and also part of corporate strategy. In fact, the overall trend in Singapore is the burgeoning of eco-nomic sectors that relate to healthy lifestyle options, whether gyms, spa treatments, organic foods, nutritional supplements or weight-loss programmes. Alternative treatments like Traditional Chinese Medi-cine, acupuncture, meditation, reflexology, and homeopathy are also gaining ground. In marrying tradition and science, local companies like Eu Yan Sang and Osim

have gone international with their health and wellness products and found success. People are also increasingly aware of their psychological and emotional well-being, with religion and psychiatry or counselling helping to support this aspect. Related to this, work-life balance is becoming more of a concern, with many engaging in rec-reational activities and holidays abroad leading to the growth in entertainment and travel industries in Singapore. As life expectancy rises in Singapore, there can only be even more creative and novel health & wellness solutions.

Singapore has accomplished much but cannot afford to rest on her laurels. Health and wellness determines our quality of life and we need to constantly find new ways of improving it. The broadening understand-ing of health being more than a physical condition, and healthcare being more than science suggest that a lot can still be done in this area. How will you contribute?

ImaGE cREDIT (top) Singapore National Healthy Lifestyle Campaign by WhyOhGee, FlIcKR cREaTIVE cOmmOnS (left)) Eu Yan Sang Headquarters, WIKI-mEDIa cOmmOnS

HEalTH anD WEllnESS

READ THIS

Prevalence of obesity among adults aged 18 to 69 years (%)

Singapore

10.8%

6.9%

6.0%

5.1%

Source: ministry of Health Singapore (http://www.moh.gov.sg/mohcorp/statistics.aspx?id=23712)

2010200419981992

the Decision tree: taking Control of your Health in the new Era of Person-alised Medicine by thomas Goetz

In The Decision Tree, Thomas Goetz proposes a new strategy for thinking about health, one that applies cutting-edge technology and sound science to put us at the center of the equation.

27

8

Boston Consulting

Group

SAS

1

Edward Jones

2

3

Wegmans Food

Markets

1

Google

4

5

Nugget Market

6

Dreamworks

Animation SKG

NetApp

7

9

Qualcomm

Camden PropertyTrust

10

USA UK SINGAPORE JAPAN PERU FRANCE GERMANY SWEDEN DENMARK

WorKinG HoUrs average weekly hours worked per employee in non-agricultural activities for the year 2008

33.6 hours

39.5 hours

46.3 hours

40.7 hours

47.9 hours

35.6 hours

38.5 hours

39.9 hours

39.3 hours

Topping Fortune Magazine’s 100 Best Companies to Work for consecutively in 2007 and 2008, it’s not hard to see why working at Google has become so desirable. Crafting an employee-centred working culture, Google has built its success by paying keen atten-tion to the health and wellness of its employees.

A healthy employee is a happy - and more importantly, produc-tive – employee, and Google is well aware of this. On top of a com-prehensive healthcare plan with perks such as on-site medical staff and unlimited sick leave, Google goes one step further to promote and incorporate enhanced, healthy living. The sprawling Googleplex boasts a wide variety of food, fitness and lifestyle amenities, which include 11 gourmet cafes and restaurants providing free meals for all staff, a gym (with subsidised exercise courses), basketball and volleyball courts, swimming pools, massage parlours, hair salons, free dry-cleaning and laundry, shuttle buses with wireless internet, children’s day care and even a concierge service! Catering to employ-ees’ personal needs with such ease and convenience, this ensures employees can then focus on giving their 100% at work. Google’s supportive and all encompassing work environment strikes the right work-life balance, which explains its high appeal.

Furthermore, beyond just looking after the physical health of its employees, Google also considers their mental and emotional well-ness. Google welcomes and encourages all employees to contribute business ideas, providing employees with opportunity to innovate. For instance, the company’s engineers are given 20 percent of their time off to pursue their own ideas instead of company assignments. By actively engaging and involving employees, Google creates im-mense job satisfaction for its staff. They have room to grow, learn and develop, so they do not feel stagnant or stuck in routine. More importantly, they feel valued and important, which makes for happy and healthy workers. This increased productivity serves Google very well too, ensuring economic health and wellness for the company.

Corporate health Google, u.S.a

ImaGE cREDIT (top right & below) by Kevin Krejci FlIcKR cREaTIVE cOmmOnS

Top 10 Best Companies to Work For (according to Fortune’s 100 Best Companies to work for)

stefan sagmeister: the Power of time off www.ted.com/talks/stefan_sagmeis-ter_the_power_of_time_off.html He explains the often overlooked value of time off and shows the innovative projects inspired by his time off in Bali.

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Source: LABORSTA, an International Labour Office database on labour statistics oper-ated by the IlO Department of Statistics http://laborsta.ilo.org/STP/guest#list

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genetic testing, the right dosage of warfarin to administer - which is notoriously difficult to get right - for each person was determined, and women who could not metabolise tamoxi-fen into its active form were identified so that they could be put on a different drug to reduce the cancer’s recurrence. Integrating DNA Direct’s strong network of physician-client-patient support tools with Medco’s research capabilities and broad consumer base will allow the company to yield more comprehensive pharmacogenetic test pro-cedures, better decision-making tools for consumers and more rigorous analysis of the consequent results.

Matching the right drugs to their patients has obvious clinical benefits but also makes good economic sense. By reducing the occur-rence of misdiagnosis, long hospitalisation periods and the need for follow-up treatment, personalised medicine can generate signifi-cant cost savings. With rising life expectancies and insurance premiums across industrialised nations, demand for Medco’s personalised genomic treatment is likely to keep growing.

HEalTH anD WEllnESS

With the rise of genomics, which studies the functions of and interactions among all the body’s genetic and non-genetic factors, the way we diagnose and provide healthcare might change drastically. Research has shown that an individual’s specific genetic makeup affects how each person responds to medicine and treatment. Thus, the concept of personalised medicine is slowly being introduced as a more effec-tive clinical method, as both a preventive and prescriptive measure.

Medco, one of America’s largest phar-macy benefit managers, is leading the way in making the provision of personal genom-ics services to the masses a reality. Recently acquiring DNA Direct, a leader in providing guidance and decision support for genomic medicine to patients, Medco will be able to bridge the gap between the laboratory and the market, transforming research into actionable services for patients. Medco has already achieved successes with per-sonalised drug treatment of warfarin, a widely used blood thinner to prevent clots, and tamoxifen for breast cancer. Utilising

By the year 2015, 1 in 4 Japanese is expected to be 65 years or older. Faced with a greying population that continues to grow at an acceler-ating rate, Japan has been consciously revising and improving its healthcare infrastructure to specifically cater to the needs of the older demo-graphic. Beyond just lowering consultation costs, extending insurance premiums and building more nursing homes, Japan has instead boldly moved towards assimilating technology to pave a new way for healthcare in the future.

A world leader in electronics and informa-tion technology, Japanese companies have been quick to tap upon the wide base of knowledge and expertise already available to develop fu-turistic healthcare products and services. In particular, Japan’s foray into robotic technolo-gies has proven the most successful thus far. The slew of recent emergent innovations span a broad range; from gadgets like a kitchen arm, an automated feeding device, a bed that turns into a wheelchair which make the simple, menial daily tasks easier to carry out, to replicating the hospital care experience at home with appliances such as robotic pill dispensers, clothing with sensors and personalised health monitors that regulate the patient’s condition, allowing for medical information to be wired constantly and conveniently to doctors - all these are aimed at providing premium care for the aged.

The most exciting development thus far is Japan’s push towards the use of actual human-oid robots to provide personal elderly medical services. They range from robo-nurses and reha-bilitation robots which monitor physical health and medical conditions, to service robots which serve to take care of general household chores, and even leisure robots which act as a companion to social activities such as ballroom dancing! Not only will robotics help to overcome the shortage of caretakers and healthcare workers, it will also allow the elderly to direct their own care to some extent, empowering them with a greater sense of freedom and self-reliance, truly heralding a breakthrough for elderly healthcare. As life ex-pectancy in the developed world continues to rise, other industrialised nations may inevitably follow in Japan’s trail, too embracing and incorporating robots into our human society.

Robotics in healthcarejapan

Genomics: personalised medco, u.S.a

applying science to alternative Medicine http://query.nytimes.com/gst/fullpage.html?res=9F02E0D8133CF933A0575AC0A96E9C8B63&ref=alternative_and_complementary_medicine Dr josephine P Briggs, national center for complementary and alternative medicine director, discusses improvements in testing alternative forms of medical treatment, but acknowledges that more research needs to be done to protect and inform consumers who use such medicines.

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robots will aid in healthcare as population ages www.network-world.com/news/2009/041609-robots-will-aid-in-health.html

SURF THIS Medical revolution – the Future http://www.youtube.com/watch?v=xnj8wVxhB8s This video tells us all about the human body being a vulnerable miracle and how researchers discover bit by bit the secrets it keeps inside, by exploring our Dna / genetic structure. It talks about full body scans, Dna arrays and how personalised medicines will be developed, giving hope to many of us, for a better future.

WATCH THIS

ImaGE cREDIT (top) by marshall astor, (left) by Roswell Park, (bottom) by GE Healthcare FlIcKR cREaTIVE cOmmOnS

29

Sharply juxtaposing the continual breakthroughs in medical science and technology, there has been a quiet revolu-tion in healthcare at the other end of the spectrum – an embracing of alternative medicine or treatment techniques. With an increase in public access to worldwide health information, escalating costs of conventional healthcare, a growing de-sire for an enhanced quality of life, and consequently, a heightened interest in holistic living and spiritualism, alternative medicine has gained a following. Despite having no scientific validation, people have been turning to alternative medicine, perhaps more so to seek out the therapeu-tical, emotional effects they tend to induce during treatment.

In the US alone, 38% of adults and al-most 12% of children use alternative medi-cine, according to a 2007 study carried out by the National Institutes of Health’s National Center for Complementary and Alternative Medicine (NCCAM). First established in 1998, the NCCAM was set up by the Federal Government precisely to deal with this phenomenon. The NC-CAM funds and conducts research on CAM using scientific methods, not just in the US but around the world. It also functions as the authoritative institute de facto, providing the most up-to-date infor-mation for all practitioners to adhere to, training, and more importantly, support to integrate and develop CAM practices in conventional healthcare systems.

Currently, CAM is gradually becoming mainstream, as it is already widely prac-ticed in academic hospitals, which include elite names like the Mayo Clinic, Duke University Medical Center, University of Maryland and even the Children’s Memo-rial Hospital in Chicago. These practices vary from the typical conservative ones such as acupuncture, yoga, massages, Reiki therapy to the more controversial such as homeopathy, naturopathy, chela-tion therapy etc. While the jury is out on the effectiveness of these methods, they are undoubtedly growing in prominence, challenging us to rethink our concepts of healthcare treatment. There may be a need for tighter regulatory guidelines from NCCAM to ensure that this ambiguous area of healthcare is not exploited.

Alternative medicine in the healthcare mainstreamnational center for complemen-tary & alternative medicine

With a global market share of $2 trillion dollars today, the spa and wellness industry has been expe-riencing a boom. Providing some respite away from the hustle and bustle of urban living, it is no surprise that spa holidays have found favour among weary city-dwellers. However, it is not all rest and relaxation. A new breed of ‘health retreat’ has emerged, which involves committing to rigorous exercise regimes and strict diets during the entire period. People are looking to ‘cleanse’ their bodies inside out, to truly cultivate a lifestyle of holistic wellness.

These wellness resorts have sprung up all over the world, but one that really stands out is the California Health & Longevity Institute (CHLI). The institute houses a multitude of facilities which incorporate a blend of East and West practices, aligning with its distinctive ‘science-based lifestyle rejuvenation’ meth-odology. State-of-the-art technology is used along-side traditional Asian therapies, thus ensuring an all-rounded, balanced diagnosis, steeped in not just conscientious scientific analysis but also a spiritual/emotional evaluation.

Co-founded by a geneticist, CHLI is most renowned for its personalised medical consultations for clients; taking into account the individual’s medical history and conducting various tests, experts in fitness, nutrition and lifestyle management then analyse this data to tailor make a comprehensive health package, which specify exercise routines, diet plans, etc. for said per-son. Patients can also receive fitness training or lessons in cooking from the trainers and dieticians, to ensure they can easily complete these on their own. As its name suggests, CHLI is all about promoting long-term health, and aims for its clients to form healthy lifestyle habits long after their stay.

Truly, CHLI’s all-encompassing wellness approach – integrating the five disciplines of ‘Medical, Nutrition, Fitness, Life Balance and Spa’ – is carving a new direc-tion for the healthcare industry.

Health & Wellness Retreats

california Health & longevity Institute, u.S.a

Beauty & Anti-A

ging

Fitness & Mind-Body Exercise

Healthy Eating/N

utrition & Weight Loss

Preventive/Personalized Health

Complem

entary & Alternative M

edicine

Wellness Tourism

Spa

Medical Tourism

Workplace W

ellness

$679

.1

$390.1$276.5

$243

$113$106

$60.3

$50

$30.7

ESTIMATED GLOBAL MARKET SIZE OF THE WELLNESS INDUSTRY CLUSTER (US$ BILLIONS)Source: The Global Spa Summit, Spas and the Global Wellness market: Synergies and Oppor-tunities Report, prepared by SRI International, may 2010

Dean ornish: your genes are not your fate www.ted.com/talks/dean_ornish_says_your_genes_are_not_your_fate.html Dean Ornish shares new research that shows how adopting healthy lifestyle habits can affect a person at a genetic level.

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the new Wellness revolution: How to Make a Fortune in the next trillion Dollar industry by Paul Zane Pilzer

Five years ago, Paul Zane Pilzer outlined the future of an industry he called “well-ness” and showed readers how they could get in on the profitable bottom floor. The new Wellness Revolution, Second Edition includes more guidance and busi-ness advice for entrepreneurs, product distributors, physicians, and other wellness professionals.

ImaGE cREDIT (left) by familymwr, (right) by Roswell Park, (bottom) by GE Healthcare FlIcKR cREaTIVE cOmmOnS

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HEalTH anD WEllnESS

AFRICA AMERICA ASIA OCEANIA EUROPE

NUMBER OF

HOSPITALS (2010)

325

6,907

2,826261

7,035

NUMBER OF HEALTH cLUB

MEMBERS (AS A % OF POPU-

LATION) (2008)

ESTIMATED TOTAL NO. OF SPAS (2007)

ESTIMATED TOTAL SPA REVENUES

(2007) (US$ BILLIONS)

NORTH SOUTH AUSTRALIA OTHERS

=0.1 =1

NA

Africa Middle-East North Africa

North Latin America-Caribbean Asia-Pacific

389 5,435 21,56620,6621,014 22,607

=0.1

=1

=10

Africa Middle-East North Africa

North Latin America-Caribbean Asia-Pacific

Investment into Healthcare

Total Expenditure on Health as a % of GDP


HEALTH AND WELLNESS INFOSTATS

20032005

2007

USA

15.7%

15.2%

15.1%

Singapore

3.1%

3.5%

4.2%

UK

8.4%

8.2%

7.7%

Brazil

8.4%

7.9%

7.5%

Japan

8.0%

8.2%

8.1%

France

11.0%

11.2%

10.9%

Germany

10.4%

10.7%

10.8%

Sweden

9.1%

9.2%

9.1%

Denmark

9.8%

9.4%

9.3%

NUMBER OF HOSPITALS Source: Ranking Web of World Hospitals http://hospitals.webometrics.info/hospital_by_country_select.asp

NUMBER OF HEALTH CLUB MEMBERS Source: IHRSA, Global Report 2009: The State of the Health Club Industry, p. 26; calculations by SRI using population data from World Bank World Development Indicators.

ESTIMATED TOTAL SPA REVENUES Source: The Global Spa Summit, Global Spa Economy 2007 Report, prepared by SRI International, May 2008

Source: World Health Organ-isation Statistical information System (http://www.photius.com/rankings/total_health_expenditure_as_pecent_of_gdp_2000_to_2005.html); World Health Statistics 2010

3131

Source: The Happy Planet In-dex 2.0: Why good lives don’t have to cost the Earth, first pubished in July 2009

0 5000 10,000 15,000 20000 25,000 30,000 35,000 40,000 45,000

30

40

50

60

2005HPI: 56.7GDP: 11,387

1995HPI: 50.8GDP: 9,038

1995HPI: 39.5GDP: 27,551

1995HPI: 30.5GDP: 33,760

2005HPI: 28.8GDP: 41,813

2005HPI: 43.6GDP: 30,290

1995HPI: 49.4GDP: 24,843

2005HPI: 51.3GDP: 32,016

2005HPI: 40.1GDP: 37,887

1995HPI: 41.6GDP: 21,329

Mexico Ireland Sweden Japan USA

HPI

GDP

Happy Planet Index vs GDP (per capita)

Life expectancy vs retirement ages

the Medical Design Excel-lence awards (MDEa) www.canontradeshows.com/expo/awards/home/ The medical Design Excellence awards (mDEa) competition is the premier awards program for the medical technology community, recognising groundbreaking products

that are changing the face of health-care. as such, it is also a tribute to the many people behind the scenes — the engineers, scientists, designers, and clinicians — who are responsible for these innovations. The program is open worldwide to companies and individuals involved in the design, engineering, manufacture, or distribu-tion of finished medical devices or medical packaging.

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USA

78 66 66

UK

80 65 60

SINGAPORE

81 62 62

JAPAN

83 60 60

GERMANY

80 65 65

DENMARK

79 65 65

FRANCE

81 60 60

SWEDEN

81 61 61

Life expectancy at birth (years) 2008 Official retirement ages (years, male and female) 2010

Sources: WHO World Health Statistics 2010; http://www.guardian.co.uk/news/datablog/2010/jun/24/retirement-ages-oecd-countries#data (OECD);

Singapore – http://www.mom.gov.sg/employment-practices/employment-rights-conditions/retirement/Pages/retirement.aspx#ra (Ministry of Manpower)

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HEalTH anD WEllnESS

aubrey de Grey says we can avoid aging www.ted.com/talks/aubrey_de_grey_says_we_can_avoid_aging.html He argues that aging is merely a disease -- and a curable one at that. Humans age in seven basic ways, he says, all of which can be averted.

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Dr lee Wei lingDr. Lee is the senior consultant at the Department of Neu-rology, National Neuroscience Institute (NNI) in Tan Tock Seng Hospital(TTSH). As the keynote speaker at the launch of the Learning Festival, Dr Lee is expected to address how Singapore is readying herself for an aging population, in par-ticular how our resources and infrastructure need to change to cater to our evolving lifestyle and habits.

sPEaKEr

1

Mr yam Keng MunA clinical psychologist, member of the Singapore Psychologi-cal Society and Association for Group & Individual Psycho-therapy, and currently serving in the Asia Pacific Employee Assistance Roundtable (APEAR) Executive Board, Mr Yam’s expertise lies in assisting organisations to develop Employee Assistance Programs (EAP) and Work-Life initiatives. With MM Lee’s recent statement that there should be no retire-ment age and more Singaporeans working longer, it would be important for companies to learn how to strike a work-life blanace.

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2

Dr aubrey de GreyAs a computer scientist, self-taught biogerontologist, re-searcher, chairman and Chief Science Officer of the Me-thuselah Foundation, (a nonprofit organization dedicated to promoting the near-term development of science-based interventions into aging) Dr Aubrey de Grey is considered a type of maverick in the science world. Listen to him as he explains how we can all live not just longer, but healthier, with the help of science.

sPEaKEr

3

lEarninG FEst

sPEaKErs

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the innovator’s Prescrip-tion: a Disruptive solution for Health Care by Clayton M. Christensen, Jerome Grossman, Jason Hwang

Harvard Business School’s clay-ton m. christensen applies the principles of disruptive innovation to the broken health care system with two pioneers in the field—Dr. jerome Grossman and Dr. jason Hwang, providing a comprehensive analysis of the strategies that will improve health care and make it affordable.

33

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Lifestyle and Entertainment

In our pursuit of economic growth and development to become a member of the First World club, Singapore has undertaken a rather pragmatic outlook on the arts and culture. Bread-and-butter issues were foremost on our minds, rather than food for the soul. The term “culture” has always been referred to Singapore’s multi-ethnic cultures and values since independence. It later came to signify “Asian values” in the 1980s to the mid-1990s, the bedrock of our ‘East-Asian Miracle’ status. Policy that nurtured the arts and high culture was not a priority. However economic growth soon pushed us into developed nation status, and an educated populace began to ponder larger questions of national culture and identity. This prompted the 1989 Report of the Advisory Council for Culture and the Arts (ACCA), widely regarded as a watershed in the development of the arts, heritage and cultural scene in Singapore. In it, the importance of culture in enriching its citizens, giving a nation its unique character and its potential contributions to an economy were asserted.

Following recommendations from the ACCA Report, the Govern-ment reviewed the progress of the arts scene over three phases to prepare Singapore for the leap from an industrial to a knowledge economy. The Renaissance City Project (RCP I) was started in 2000 to strengthen the development of Singapore’s cultural “software” – capabilities, audiences and vibrancy – in order to turn Singapore into a Distinctive Global City for Culture and the Arts. The long-term aim was to make Singapore’s cultural offerings akin to New York and London, where people congregate to partake in their non-stop buzz. In 2005, RCP II was introduced with increased funding as part of a broader Creative Industries Development Strategy, an industry approach for developing arts and culture through business partnerships as well as to bring Singapore arts to the global stage.

The success of both phases can be seen with greater international recognition for Singapore arts and culture, a more vibrant cultural scene and a corresponding increase in appreciation for the arts among Singapor-eans. The arts and cultural sector grew by an average of 5.2% a year from 1996 to 2006, creating employment for more than 20,000 professionals yearly. Total nominal value-added of the sector also increased steadily from S$557 million in 1996 to S$1.1billion in 2008. These rising trends made it possible for the establishment of specialised arts training facilities such as the NTU School of Art, Media and Design, the Asian campus of New York University’s Tisch School of the Arts, and the School of the Arts (SOTA). All these point to a greater sense of pride and ownership of the local arts scene where the private sector is involved in supporting the arts. In national marketing, museums and performing arts institutions such as the Esplanade take pride of place as a sign of a culturally vibrant city.

However, there has been increasing competition among cities world-wide for talent, investment and wealth in recent years. Emerging cities in Asia like Hong Kong and Seoul have articulated their unique cultural content in developing viable creative economies amidst stepped up gov-ernment support. As more countries move up the value chain into the knowledge-and innovation-based economy, more competitors will emerge to attract and retain the services of a limited number of talents. To stay competitive, RCP III was rolled out in 2008 to achieve Singapore’s vision as a global city. It aims to see Singapore in 2015 as a “vibrant magnet for international talent, consistently ranking highly in liveability indices due to its winning combination of first-world infrastructure, as well as its dis-tinctive multi-cultural and forward-looking identity”, and a “best home” to a cohesive population.

ImaGE cREDITS:Boat Quay @ Singapore by inocBoat Quay by dgkram

FlIcKR cREaTIVE cOmmOnS


The way forward is to tap the opportunities presented to us with the burgeoning Asian arts and entertainment sectors. The growing presence of Asian celebrities in Hollywood and the soaring prices of Asian contem-porary arts at auctions demonstrate our growing influence on the world’s consumption of culture. In repositioning Singapore as the lifestyle destina-tion in Asia, we must soar as a test bed and international hub for lifestyle businesses. Our current primary economic boosters come in the form of two Integrated Resorts, which are expected to contribute S$2 billion or 0.7% to our full-year GDP growth. The opening of fine-dining establishments at the Marina Bay Sands Resort, building of luxury properties at Sentosa Cove, and our hosting of international events like the world’s first Formula One night race have generated economic spin-offs which benefits retail, hospitality and the food & beverage industries, making these fine models for growth.

We are however constrained by limitations in expertise, and collabo-ration with established partners is necessary for development. Singapore has succeeded in embedding herself in the global knowledge economy network and must continue to look beyond her urban territoriality. More than just refining the internal attributes of a global city or attracting the inflow of talent and wealth with a pro-foreign business environment, we need to be the origin of innovative ideas to sustain our participation in the global economy. Developing Singapore as an innovative cluster will allow us to reap the benefits of economic synergies and enhance our knowledge-intensive economy for the future.

While these state-driven initiatives have succeeded, the “managed” nature of the government’s vision is arguably stifling the potential of what Singapore Inc. could become. Although cosmopolitanism conventionally evokes a sense of spontaneous identity, Singapore – despite having similari-ties to New York’s access to a variety of cultural experiences – has turned it into a government policy, with a quantifiable checklist of characteristics necessary for success. Similarly, the deliberate “branding” of Singapore as a place that would attract global capital and cosmopolitan elites has made the difference between “a cultural desert and an oasis of creative endeavours”. The government may now need to yield more autonomy to non-state actors in order to harness their creative power into an innovative synergy, so as to make the next quantum leap to the forefront of the race for global talent and economic development.

ImaGE cREDITS:(Top)Marina Bay,Singapore by rmlowe

FlIcKR cREaTIVE cOmmOnS

Singapore Helix Bridge 2010 by l_ynch

FI Track by -ratamahatta-

35

Building Museums to Forge National Identity Abu Dhabi, UAE and Qatar

Over the past century, Vienna has been renowned for its cultural heft - from the Hofburg theatre to the Opera Ball, the MuseumsQuartier to the Vienna Boys’ Choir, this city was essentially established as one imbued with high culture. However, these days, clubs churning out electronic beats and pop-up galleries are as much a part of Vienna as the State Opera House, pointing to a growing amalgamation of the old and new, where fine art and popular culture can overlap and coexist.

In Vienna, 3 to 4 million Euros is spent annually by the government as

seed money to assist start-up fashion and music labels as well as digital video artists. These efforts are paying off, as Vienna’s burgeoning electronic scene hints at a rising cultural wave. The Pratersauna, one of the most prominent clubs in the city, pulsates with electronica by night. But by day, it plays host to flea markets and galleries of Vienna’s creative commune. A former sauna, the club is not marred by its original architecture. Instead, its redesigned facade fuses modern elements of construction with the charm of the 1960s. Indeed, recent developments in this city have suggested the synthesis of old spaces with modern facets. Pop-up galleries are breathing new life into ancient places; the Georg Kargl Fine Arts gallery, a leader in the contemporary art scene, was birthed from an old printing shop 12 years ago, while Das Weisse Haus accommodates novel media exhibitions in a mid-century building. These galleries also function as platforms where artists can interact with spaces, attract publicity and assimilate into networks.

The “new-old” Vienna of today serves as a convention for artists of dis-parate genres to meet, learn and work together. Furthermore, developing a vibrant cultural hub will encourage an increase in consumer spending, result-ing in the generation of national income and added employment, certainly providing good enough reason for Vienna to keep up with the times. Perhaps the most viable way to move forward in the 21st century is by harmonising the elegance of tradition with the panache of modernism.

The Fusion of Old and NewAustria, Vienna

Two countries have taken a bold stride. In a bid to re-establish their national identities and alter prejudiced perceptions following September 11, Abu Dhabi and Qatar are building up several colossal museums – and fast.

At the periphery of Abu Dhabi, on Saadiyat Island, groundwork has been

laid for an $800 million branch of the Guggenheim museum. Designed by Frank Gehry, the museum will be 12 times the size of its New York flagship. Adding to that list is a half-billion dollar wing of the Louvre by Jean Nouvel. That is not all. Blueprints for the Zayed National Museum were unveiled re-cently and plans for a maritime museum as well as a performing arts centre are underway. Additionally, a campus of New York University and expansions for media corporations will provide job training and prospects for young Emiratis. The purpose of these developments? To instill in the next genera-tion national pride and to equip them with the cognitive abilities required to thrive in a globalised world. However, the fact that both the collections of the Guggeheim and the National Museum will be compiled predominantly by Western foreigners raises the controversy of whether what is being deemed as an embrace of global culture might result in cultural colonialism.

In contrast, Doha, the capital of Qatar, seems to embark on a more systematic and meticulous approach to maintain the equilibrium between modernisation and its Islamic roots. Doha’s architectural line-up includes the Museum of Islamic Art by I. M. Pei, the Mathaf: Arab Museum of Modern Art, the Orientalist museum and the Qatar National Museum. Doha’s deci-sion to build up its cultural scene is also part of a greater plan to modify its demographics. By 2032, Doha’s population is expected to reach 2.3 million and the Qatar government hopes that majority of its 700,000 labourers will be substituted by erudite professionals when the time comes.

Ultimately, the ambitions of both nations are to create a better impression

of the region at a time when anti-Islamic sentiment continues to breed across the world, and to bridge that gap between themselves, the West and the rising Asian superpowers in order to boost their economies.

WATCH THIS!

bbC Middle East busi-ness report: abu Dhabi’s ‘cultural’ push www.youtube.com/watch?v=4yYWgbZ_s0E

ImaGE cREDITS:Saadiyat Island Saadiyat Island Model Pict 1

WIKImEDIa cOmmOnS

SURF THIS!

World Design Capital Competitionwww.worlddesigncapital.com/what-is-the-wdc

a documentary regarding the transformative power of artwww.wastelandmovie.com

caSE STuDY


Once blighted by terrorism and violence from extreme Basque separatists, Bilbao is now home to the Guggenheim Museum Bilbao (GMB), a museum esteemed as one of the most avant-garde architecture to have emerged in our time. But GMB was not forged merely as an iconic building; it was constructed as a futuristic art museum with the intent to revitalise Bilbao’s frail economy and hence, improve the quality of life for its citizens. In fact, GMB provided the solution to a slew of problems Bilbao was beleaguered with. Traditional industries had be-come obsolete and many were job-less - the unemployment rate hit an all-time high of 25 percent.

GMB generated 907 new full-time jobs and now contributes around $39.9 million annually to the Basque coffers. Since its inaugu-ration in 1997, Bilbao has received an average of 779,028 new yearly overnight stays, a significant leap from the 25,000 tourists it had in 1995. Evidently, GMB was a funda-mental requisite for packaging Bil-bao into a tourist attraction, a mag-net for investment and an emblem for the city. All these came with a hefty price tag though. The project totalled $228.3 million, which in-

cluded $100.8 million to construct the building and its surroundings, and a remuneration of $12.1 mil-lion to architect Frank Gehry for its stunning design.

GMB’s capacity to promote art and cultural tourism as an engine of growth and a means of diversify-ing the economy has exacerbated optimism among other countries about the role of state-of-the-art architecture in urban renewal. GMB spearheaded an economic, social and cultural revival of the Basque region. As Pulitzer Prize-winning architect critic Paul Goldberger puts it, “Bilbao was one of those rare moments when critics, academ-ics, and the general public were all completely united.” The Bilbao ef-fect is a force to be reckoned with and many have sought to emulate this model, albeit with less success. The idea has also been exported to the Middle East - currently under development, the Guggenheim Abu Dhabi will offer the unprecedented experience of viewing contempo-rary art within a desert landscape. Bilbao’s gargantuan transformation has shown the world that creative industries can mean business.

Cultural Buildings as Economic CatalystBilbao, Spain

Anne Hathaway, Whoopi Goldberg and the producer of ‘The Matrix’ all have one thing in com-mon- they used to attend New York University’s Tisch School of the Arts. Other notable alumni include Jeffrey Katzenburg, CEO of Dream-Works Animation, Lady Gaga, who recently won two Grammys and Morgan Spurlock, best known for his documentary film ‘Super Size Me’, and voted as one of the ‘Top 10 Best Journalists in the World’ by Time magazine.

The remarkable achievements of Tisch’s alumni is proof that insti-tutions for the Arts help to lay the foundation for its students and are paramount in the grooming of an eclectic pool of artists that will form the creative commune of tomorrow. Such schools facilitate the artistic environment in which students can experiment and learn from each other. Internships with reputable professionals also mean that stu-dents will be able to interact with veterans of the creative industry and build up networks that will eventu-ally shape the intellectual scene and their future endeavours.

Tisch’s courses have been so highly sought after all over the world, including Asia, that in 2007, Tisch brought its graduate film pro-duction program to Singapore. A three-year course, the Master of Fine Arts degree seeks to educate students about operational aspects of the entertainment industry. As a community service project, Tisch School of the Arts Asia will host the ‘Future Filmmakers’ workshop in Singapore in 2011. The compli-mentary course is catered to elite adolescents from underprivileged backgrounds and will allow students to grasp the art of filmmaking. Un-doubtedly, one way to drive an art centre is to foster an interest in the Arts through education and in the process, nurture talents who will dare to challenge the status quo.

Schools as Artistic NetworksTsch School of the Arts, U.S.A

Singapore Government Funding in the Arts

2005 2006 2007 2008 2009

160

140

120

100

80

60

40

20

0

55.1

60.8

67.8

110.398.9

47.1

58.6

69.0

79.8

94.2

128.0

140.8147.6

149.5

162.1

million

YearsNumber of Vistors to

Guggenheim Museum Bilbao

1997

1998

1999

2000

2001

2002

2003

2004

2005

2006

Total

Number of months open

Non-Basque Country Vistors

Average monthly

259,234

1,307,065

1,109,495

948,875

930,000

851,628

869,022

909,144

950,000

1,008,774

9,143,237

11

65,897

82,372

Source: Guggenheim Museum Bilbao

Source: Ministry of Information, Communications and the Arts

SURF THIS!

Funding london’s arts: a Delicate balancing acthttp://www.newsweek.com/2010/10/07/funding-london-s-arts-a-delicate-balancing-act.html

37

The advent of the Internet has radically ex-panded the myriad of channels through which com-panies relate to their audience, catalysing media fragmentation. As such, tech savvy consumers now not only have to be informed; they need to be en-gaged, intrigued even. This changing advertising landscape requires innovative agencies that deliver efficiency and AKQA is in the vanguard of doing so, providing integrated marketing solutions that allow clients to build brand equity across various mediums.

A UK corporation which grew to more than 800 employees last year, AKQA has offices in New York, Amsterdam and Shanghai amidst others. With industry giants like Nike and Ferrari in its clientele, revenue increased by 17% in 2009 to $166 million. Being a digital behemoth also has its advantages; AKQA managed to reduce operating costs by 3 mil-lion pounds last year in part due to economies of scale. What makes AKQA exclusive is its interesting amalgamation of technological muscle and creative direction. With software engineers and graphic de-signers housed together, expertise can be combined and productivity enhanced.

Leveraging on viral marketing, AKQA created an augmented reality game as a prequel to Guy Ritchie’s idiosyncratic Sherlock Holmes interpretation. So successful was this integration that it generated threads and tweets in the millions, culminating in Sherlock Holmes being the biggest Boxing Day opening of all time. In the future, it appears that clients will flock to companies that can cater to all their needs with a one-stop solution, especially as demarcations between the digital and creative in-dustries become increasingly, irrevocably nebulous.

The Future of Advertising AKQA, London

With over 9,500 screens contracted and 4,800 screens installed across 48 countries, RealD now accounts for 90% of the 3-D systems in the U.S. market, establishing itself as a global leader in 3-D technology. While trying to gain a foothold in the movie industry, RealD released an array of titles like Chicken Little and Up in 3-D, and the former sold twice the number of tickets of its 2-D version. In 2008, the 3-D movie chronicling Hannah Mon-tana’s concert tour booked US$29 million with premium ticket prices. By 2011, the 3-D screen count is expected to take up 20% of the screens in the United States.

It won’t be too long before consumers will be able to enjoy the 3-D experience in the comfort of their homes via DVD or Blu-ray and electronic manufacturers are getting ready for it. Samsung, Toshiba, Sony and Panasonic have all revealed plans to collaborate with RealD to deliver HD quality 3-D content to households worldwide. It looks like this lucrative niche industry is here to stay and might be worth the consideration of countries seeking to expand their creative sectors.

Leading 3D technology RealD, U.S.A

The mail Virtual Box Simulator designed by aKQa uses augmented reality to help uS Postal Services pri-ority mail customers choose the right sized container.

Real D demonstrating the polarization effec

SURF THIS!

art Gets Unmasked in the Palm of your Handwww.nytimes.com/2010/12/02/arts/02iht-rartsmart.html?_r=2&ref=arts

singapore art Fair to Dis-play asia’s best www.nytimes.com/2010/12/02/arts/02iht-rartsingapore.html?ref=arts

TED THIS!

Fabian Hemmert on the shape-shifting future of the mobile phonewww.ted.com/talks/fabian_hem mert_the_shape_shifting_future_of_the_mobile_phone.html

Fabian Hemmert on the shape-shifting future of the mobile phonewww.ted.com/talks/johanna_blak ley_lessons_from_fashion_s_free_cul ture.htm

ajaz ahmed, Founder of aKQa

Green Screen Filming

use of augemented Reality

ImaGE cREDITS:3D set with green screen by cvanderHome Made Augmented Realityby moisturizing TranquilizersFlIcKR cREaTIVE cOmmOnSRealD glassesWIKImEDIa cOmmOnS

ImaGE cREDITS:Ajaz Ahmed by GulltaggenFlIcKR cREaTIVE cOmmOnS

USPS virtual box applicationWIKImEDIa cOmmOnS


LIFESTYLE AND ENTERTAINMENTInfostats

Attractive Cities List

Paris

101341

Total : 64

119

83 Cinemas376 Screens

34

Gucci - 2

Prada - 7

Tokyo

1452174

Total : 240


217

Gucci - 3

Prada - 9

Many of Tokyo's bars and Izakayas stay open till

dawn, no problem

getting a drink at 0100 (or

03.00)

Copenhagen

0111

Total : 12


2

Gucci - 2

Prada -

Alcohol laws are liberal, with

bars staying open as late as their patrons

demand

Zurich

005

Total : 5

50 Museums100 Galleries


4

Gucci - 2

Prada - 2

Bars are open until 0200, nightclubs open until

0400 earliest.

82 Museums102 Historical

Museum

Vienna

013

Total : 4

More Than 100 Museums


10

Gucci - 1

Prada - 1

There are great late-night

places such as Café Drechsler,

recently revamped and open virtually

24 hours.

Munich

026

Total : 8


10

Gucci - 2

Prada - 2

Many bars and clubs are open

until 03.00; some don't

really get going until then. The beer gardens

tend to be open between 13.00

and 01.00.

Melbourne

Ovr 20 Public Galleries


5

Gucci - 1

Prada - 3

2008: a trial programme is

being run where patrons cannot enter

premises after 02.00, in an

effort to curb binge drinking.

Stockholm

024

Total : 6


1

Gucci - 1

Prada - 0

Quite a few bars are open until 0200 or 0300 at the

weekends, but during the week most

close at 0100

Museums

Cinemas / Screens

Cafes(Starbucks)

FashionFlagship

Stores

Closing Time

of Bars

7739 ~100 Museums10 Art Galleries

Most bars close at 0200 but some stay

open as late as 0500-0600

#1 #2 #3 #4 #6 #7 #8 #9Ranking

Country

#

Economic Weight of the Core Creative Industries in EU(2008)

UK

2.7mil

6.2%

175

France

1.7mil

4.9%

142

Germany

2.7mil

4.2%

162

Italy

1.4mil

3.8%

93

Spain

1.2mil

3.6%

62Creative GDP (billion)

€

% of Value- added to

GDP

Creative Employment

Participation in the Arts in the US20022008

27%

29%26%

23%

23%

17%

10%

8%

Pla

ys

Vis

ua

l A

rt

Mu

sic

Da

nce

Cinema Admissions

Singapore Australia USA & Canada UK Japan

200020052009

13.4 mil15.1 mil

22.0 mil

82.2 mil82.8 mil

90.7mil

1.38 bil

1.37 bil

1.41 bil

142.5 mil

164.7 mil

173.5mil

13.5mil16.0 mil

16.3mil

Box Office Gross Receipts200020052009

127.3 mil

675.9 mil801.1mil

1.1bil

7.5bil

8.8 bil

10.6 bil

915.8 mil

1.2 bil1.5 bil

2.0bil

2.4 bil

2.5 bil

Not included in the Michelin

Guide

Michelin Starred

Restaurants

Australia: http://www.screenaustralia.gov.au/gtp/wcboadmission.html Japan: http://www.eiren.org/statistics_e/index.html , Source: Motion Pictures Producers Association of Japan, Inc. Singapore: http://www.singstat.gov.sg/pubn/reference/yos10/statsT-culture.pdf , Source: Singapore Film Commission UK: http://sy10.uk�lmcouncil.ry.com/1.1.asp, Source: CAA, Rentrak EDI.USA & Canada: http://www.natoonline.org/statisticsadmissions.htm (National Association of Theatre Owners), Source: Rentrak Corporation`

National Endowment for the Arts, 2002 & 2008 Surveys of Public Participation in the Arts

Various sources including Monocle and www.viamichelin.com

Building a Digital Economy: The Importance of Saving Jobs in the EU’s Creative Industries, Source: the study was conducted by TERA Consultants

39

LIFESTYLE AND ENTERTAINMENTInfostats

Attractive Cities List

Paris

101341

Total : 64

119


34

Gucci - 2

Prada - 7

Tokyo

1452174

Total : 240


217

Gucci - 3

Prada - 9

Many of Tokyo's bars and Izakayas stay open till

dawn, no problem

getting a drink at 0100 (or

03.00)

Copenhagen

0111

Total : 12


2

Gucci - 2

Prada -

Alcohol laws are liberal, with

bars staying open as late as their patrons

demand

Zurich

005

Total : 5

50 Museums100 Galleries


4

Gucci - 2

Prada - 2

Bars are open until 0200, nightclubs open until

0400 earliest.

82 Museums102 Historical

Museum

Vienna

013

Total : 4

More Than 100 Museums


10

Gucci - 1

Prada - 1

There are great late-night

places such as Café Drechsler,

recently revamped and open virtually

24 hours.

Munich

026

Total : 8


10

Gucci - 2

Prada - 2

Many bars and clubs are open

until 03.00; some don't

really get going until then. The beer gardens

tend to be open between 13.00

and 01.00.

Melbourne

Ovr 20 Public Galleries


5

Gucci - 1

Prada - 3

2008: a trial programme is

being run where patrons cannot enter

premises after 02.00, in an

effort to curb binge drinking.

Stockholm

024

Total : 6


1

Gucci - 1

Prada - 0

Quite a few bars are open until 0200 or 0300 at the

weekends, but during the week most

close at 0100

Museums

Cinemas / Screens

Cafes(Starbucks)

FashionFlagship

Stores

Closing Time

of Bars

7739 ~100 Museums10 Art Galleries

Most bars close at 0200 but some stay

open as late as 0500-0600

#1 #2 #3 #4 #6 #7 #8 #9Ranking

Country

#

Economic Weight of the Core Creative Industries in EU(2008)

UK

2.7mil

6.2%

175

France

1.7mil

4.9%

142

Germany

2.7mil

4.2%

162

Italy

1.4mil

3.8%

93

Spain

1.2mil

3.6%

62Creative GDP (billion)

€

% of Value- added to

GDP

Creative Employment

Participation in the Arts in the US20022008

27%

29%26%

23%

23%

17%

10%

8%

Pla

ys

Vis

ua

l A

rt

Mu

sic

Da

nce

Cinema Admissions

Singapore Australia USA & Canada UK Japan

200020052009

13.4 mil15.1 mil

22.0 mil

82.2 mil82.8 mil

90.7mil

1.38 bil

1.37 bil

1.41 bil

142.5 mil

164.7 mil

173.5mil

13.5mil16.0 mil

16.3mil

Box Office Gross Receipts200020052009

127.3 mil

675.9 mil801.1mil

1.1bil

7.5bil

8.8 bil

10.6 bil

915.8 mil

1.2 bil1.5 bil

2.0bil

2.4 bil

2.5 bil

Not included in the Michelin

Guide

Michelin Starred

Restaurants

Australia: http://www.screenaustralia.gov.au/gtp/wcboadmission.html Japan: http://www.eiren.org/statistics_e/index.html , Source: Motion Pictures Producers Association of Japan, Inc. Singapore: http://www.singstat.gov.sg/pubn/reference/yos10/statsT-culture.pdf , Source: Singapore Film Commission UK: http://sy10.uk�lmcouncil.ry.com/1.1.asp, Source: CAA, Rentrak EDI.USA & Canada: http://www.natoonline.org/statisticsadmissions.htm (National Association of Theatre Owners), Source: Rentrak Corporation`

National Endowment for the Arts, 2002 & 2008 Surveys of Public Participation in the Arts

Various sources including Monocle and www.viamichelin.com

Building a Digital Economy: The Importance of Saving Jobs in the EU’s Creative Industries, Source: the study was conducted by TERA Consultants


Collaborating with a community of local designers and manufacturers, Apostrophe S supplies a range of products that transforms our national ethos into everyday com-modities. With designs inspired by the National Museum of Singapore, these products weave in a subtle touch of the Singapore identity and may go a long way in preserving our national culture and heritage

www.farm.sg

FARM

1

2

3

1 - Merlion Shopper, by Hans Tan2 - Traditional Game: Five Stones, National Museum of Singapore3 - Kueh Tutu Eraser, by Yong Jieyu & Winston Chai

a leading light in the local art scene, Ivan Heng founded W!ld Rice, one of Singapore’s most well known professional theatre companies in 2000. Involved in almost every aspect of the indus-try, his internationally acclaimed productions negotiate contem-porary issues from migration to racial stereotyping. Singapore could certainly use more of such talents and thought- provoking plays to bolster our arts industry.

Mr ivan Heng

Dr Winston ang is a practising artist and educator who has taught and exhibited both in Singapore and the united States. His research interest lies in the advocacy of art education within society and revolves around the uncovering of potential connec-tions between meaningful art education and the enhancement of human resilience. Particular attention is also given to the correlation between art engage-ments and effective policymaking in his study.

Dr Winston ang

a professional musician and entrepreneur, Derek Sivers is best known as the founder of cD Baby, an online indepen-dent store for musicians. What started off as a favour to his friends generated over $100 million in sales for over 150,000 musician clients. as Singapore develops gradually into a cul-tural hub, there is a need to look at how our businesses can benefit from increased cul-tural capital and to explore the risk-taking attitudes amongst Singaporeans.

Mr Derek sivers

learning Fest speakers Festivals Around the World

January

Febuary

March

April

May

June

July

August

September

October

November

December

Patras CarnivalBig Day Out

Berlin International Film Festival Berlinale

Madi GrasBudapest Spring Festival

Cheltenham Jazz FestivalThe Seville Spring Fair

Sanja MatsuriThe White Nights Festival

DonauinselfestRoskilde FestivalThe Glastonbury Festival of Contemporary Performing Arts

Galway Arts Festival

Edinburgh Festival FringeBurning Man

BumbershootAloha Festivals

Takayama Festival

San Diego Bay Wine & Food Festival

Sunburn Festival

Patras, GreeceAll over Australia/ Auckland, New Zealand

Berlin, Germany

New Orleans, USABudapest, Hungary

Gloucestershire, UKSeville, Spain

Tokyo, JapanSt. Petersburg, Russia

Vienna, AustriaRoskilde, DenmarkPilton, Somerset, UK

Galway, Ireland

Edinburgh , ScotlandNorthern Nevada, USA

Seattle, USAHawaii, USA

Takayama, Japan

San Diego, USA

Goa, India

41

competition brief


competition brief

43

competition brief


competition brief

49

A 2010 World Bank report ranked Singapore as

the no.2 logistics hub in the world. Over the past

decades, we have built a sizeable environmental industry, gaining recogni-tion as a ‘Global Hydro-

hub’. Singapore identified the Clean Energy industry as a strategic growth area

in 2007, with the govern-ment contributing S$350

million as funding support. By 2015, this industry is ex-pected to contribute S$1.7 billion to Singapore’s GDP.

Urbanisation and sustainability

Through a unique co-payment system, use of market-based

mechanisms, transparency and the adoption of technology to improve

healthcare delivery, Singapore has achieved the world’s fourth

best healthcare infrastructure while keeping healthcare expenditure below 4% of GDP. EDB’s vision

now is to establish Singapore as a leader for pharmaceutical and

medical technology R&D activities, while maintaining an integrated

healthcare system which addresses the full continuum of care and well-

ness for its citizens.

HEaltH anD WEllnEss

Singapore’s cosmopolitan population is a barometer for global lifestyle needs.

From 2004 to 2008, the operating receipts

of lifestyle businesses in Singapore registered a

high growth rate of 30%. The performing arts scene

in Singapore is vibrant with 7,500 performances a year

and a continual stream of festivals. Additionally,

Singapore is garnering international recognition as a platform for the develop-ment of arts and culture in Asia with a credible base

of arts institutions.

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Transcript of EDB Issu