Annual Report
2017/2018

PASSIONATE

HEARTBEATS

WHO WE ARE

THE STB'S

MANAGEMENT

A DISCUSSION WITH THE CHAIRMAN, MR CHALY MAH

Thank you. 2017 was very busy but rewarding, not least of all because Singapore tourism was able to deliver record-breaking results for the second consecutive year. International visitor arrivals hit a historic high of 17.4 million (+6%) while tourism receipts reached S$26.8 billion (+4%).  

On behalf of the Board and management team, I would like to acknowledge and thank everyone who has contributed in one way or another. This outstanding performance was the result of all the hard work, energy and creativity that was put in to inspire the world to visit and experience Singapore.

Three things stood out when I look back on the past 12 months. The first was STB’s vision of Quality Tourism. It helped to align the efforts of STB and our tourism industry stakeholders by focusing on what really mattered to drive sustainable growth, be it new ideas to raise destination attractiveness or promote local engagement.

The second was the diverse base of strategic partners that STB has collaborated with in the past year. In the face of ever-intensifying global competition, having committed partners helps Singapore stay ahead of the curve. We must continue to collaborate not only to promote Singapore and its experiences, but also to secure new opportunities, counter challenges, and develop strategies that can bring significant benefits to the whole industry.    

The third was the impressive pool of tourism talent and wealth of experience that we have in our industry. Looking back at our achievements – whether it is in being able to attract more visitors from our top markets or the introduction of innovative technology solutions and marketing ideas – it would not have been possible if not for the professionalism and passion of our tourism workforce. We must continue to nurture a pipeline of talents to position ourselves for the future.
In the face of a rapidly evolving and increasingly competitive global tourism landscape, Singapore must remain relevant at the forefront of consumer, travel and tourism trends. To do this well, we need to focus on three key areas.

First, we need to continue attracting a broad base of quality visitors from different markets. This means not only deepening our engagement in existing primary markets, but also identifying new visitor segments in secondary cities and emerging markets. In 2017, these included the fast-growing Southeast Asian and Asia Pacific economies, as well as affluent markets in Europe and America.

Secondly, we must challenge ourselves to constantly differentiate Singapore by telling compelling and authentic stories that resonate. We have taken a bold step with the launch of the Passion Made Possible brand, which goes beyond the usual destination descriptors to capture the Singapore spirit.  There has been good traction thus far but we must sustain the momentum and use effective outreach channels to forge personal and emotional connections with our target audiences.

Lastly, we need to engage closely with our ecosystem of industry partners and local talents to strengthen our tourism portfolio. Over the years, Singapore has invested carefully to build up unique events and attractions that appeal to our potential visitors. We must continue to develop more of such attractions and world-class experiences while keeping an eye on authenticity through fostering home-grown talents in genres such as food, arts, culture, fashion and design.
As always, we remain mindful of geopolitical tensions, economic uncertainties or natural disasters as these affect global consumer travel sentiments. Tourism as a global industry is also constantly evolving and competition is intensifying for the tourism pie as more economies step up their destination marketing and product development efforts.

That said, the outlook appears to be favourable. In 2020, the global economy is projected to grow at 3.7 per cent1. Southeast Asia is expected to achieve average GDP growth of 5.2 per cent between 2018 and 20222. Such robust economic growth forecasts augur well for tourism. According to the UN World Tourism Organisation (UNWTO), international visitor arrivals to Asia and the Pacific are projected to nearly double from 279 million in 2015 to 535 million in 2030. As income levels rise, people tend to travel more. Singapore’s connectivity to the rest of the world, which is already one of the best in the region, is also expected to improve further with the increasing number of connecting flight routes.

We are thus generally optimistic about Singapore’s tourism prospects in 2018. We are forecasting tourism receipts to be in the range of S$27.1 to $27.6 billion, a 1 to 3 per cent year-on-year growth, while international visitor arrivals are expected to come in at 17.6 to 18.1 million, up 1 to 4 per cent year-on-year.

To turn in another good performance, we must be agile in managing our strategies and responding to market shifts. To this end, we will leverage our network of regional offices to keep our finger on the pulse of current and future market developments. It is also critical for us to invest in technologies and innovations that will enable us to enhance our value proposition, our competitive position, and operational excellence to support our business goals.
1
International Monetary Fund
2
OECD (2018), Economic Outlook for Southeast Asia, China and India 2018: Fostering Growth Through Digitalisation
This is an important transitional year for STB. We are grateful to ex-Chief Executive Lionel Yeo for his leadership and contributions over the last six years. During his tenure, Lionel worked closely with industry leaders on many initiatives to strengthen Singapore’s tourism value proposition and product offerings. He also spearheaded the tourism industry’s transformation in areas such as data analytics, digitalisation and technology adoption, and productivity, innovation and skills improvement. These have enabled Singapore to achieve a consistently strong tourism performance.  We will continue to leverage technology and analytics to support our tourism offerings and stakeholders.

We will also focus on attracting and hosting world-class events in Singapore and to continue to develop our cruise industry, which is one of our fastest growing segments in the past few years. In terms of target markets, we will continue to focus on our top three markets, China, Indonesia and India.

I would like to take this opportunity to thank our current Board and management team members for their continued passion and commitment.  I welcome our new Board member Mr Lim Eng Hwee and thank former Board members, Mr Ng Lang and Mr Aaron Boey, both of whom stepped down in December 2017, for their valuable contributions.

While the Board is pleased with STB’s accomplishments in the past year, we must continue to stay the course in order to reach new heights and achieve our Quality Tourism aspirations.
Thank you. 2017 was very busy but rewarding, not least of all because Singapore tourism was able to deliver record-breaking results for the second consecutive year. International visitor arrivals hit a historic high of 17.4 million (+6%) while tourism receipts reached S$26.8 billion (+4%).  

On behalf of the Board and management team, I would like to acknowledge and thank everyone who has contributed in one way or another. This outstanding performance was the result of all the hard work, energy and creativity that was put in to inspire the world to visit and experience Singapore.

Three things stood out when I look back on the past 12 months. The first was STB’s vision of Quality Tourism. It helped to align the efforts of STB and our tourism industry stakeholders by focusing on what really mattered to drive sustainable growth, be it new ideas to raise destination attractiveness or promote local engagement.

The second was the diverse base of strategic partners that STB has collaborated with in the past year. In the face of ever-intensifying global competition, having committed partners helps Singapore stay ahead of the curve. We must continue to collaborate not only to promote Singapore and its experiences, but also to secure new opportunities, counter challenges, and develop strategies that can bring significant benefits to the whole industry.    

The third was the impressive pool of tourism talent and wealth of experience that we have in our industry. Looking back at our achievements – whether it is in being able to attract more visitors from our top markets or the introduction of innovative technology solutions and marketing ideas – it would not have been possible if not for the professionalism and passion of our tourism workforce. We must continue to nurture a pipeline of talents to position ourselves for the future.
In the face of a rapidly evolving and increasingly competitive global tourism landscape, Singapore must remain relevant at the forefront of consumer, travel and tourism trends. To do this well, we need to focus on three key areas.

First, we need to continue attracting a broad base of quality visitors from different markets. This means not only deepening our engagement in existing primary markets, but also identifying new visitor segments in secondary cities and emerging markets. In 2017, these included the fast-growing Southeast Asian and Asia Pacific economies, as well as affluent markets in Europe and America.

Secondly, we must challenge ourselves to constantly differentiate Singapore by telling compelling and authentic stories that resonate. We have taken a bold step with the launch of the Passion Made Possible brand, which goes beyond the usual destination descriptors to capture the Singapore spirit.  There has been good traction thus far but we must sustain the momentum and use effective outreach channels to forge personal and emotional connections with our target audiences.

Lastly, we need to engage closely with our ecosystem of industry partners and local talents to strengthen our tourism portfolio. Over the years, Singapore has invested carefully to build up unique events and attractions that appeal to our potential visitors. We must continue to develop more of such attractions and world-class experiences while keeping an eye on authenticity through fostering home-grown talents in genres such as food, arts, culture, fashion and design.
As always, we remain mindful of geopolitical tensions, economic uncertainties or natural disasters as these affect global consumer travel sentiments. Tourism as a global industry is also constantly evolving and competition is intensifying for the tourism pie as more economies step up their destination marketing and product development efforts.

That said, the outlook appears to be favourable. In 2020, the global economy is projected to grow at 3.7 per cent1. Southeast Asia is expected to achieve average GDP growth of 5.2 per cent between 2018 and 20222. Such robust economic growth forecasts augur well for tourism. According to the UN World Tourism Organisation (UNWTO), international visitor arrivals to Asia and the Pacific are projected to nearly double from 279 million in 2015 to 535 million in 2030. As income levels rise, people tend to travel more. Singapore’s connectivity to the rest of the world, which is already one of the best in the region, is also expected to improve further with the increasing number of connecting flight routes.

We are thus generally optimistic about Singapore’s tourism prospects in 2018. We are forecasting tourism receipts to be in the range of S$27.1 to $27.6 billion, a 1 to 3 per cent year-on-year growth, while international visitor arrivals are expected to come in at 17.6 to 18.1 million, up 1 to 4 per cent year-on-year.

To turn in another good performance, we must be agile in managing our strategies and responding to market shifts. To this end, we will leverage our network of regional offices to keep our finger on the pulse of current and future market developments. It is also critical for us to invest in technologies and innovations that will enable us to enhance our value proposition, our competitive position, and operational excellence to support our business goals.

1 International Monetary Fund
2 OECD (2018), Economic Outlook for Southeast Asia, China and India 2018: Fostering Growth Through Digitalisation
1
International Monetary Fund
2
OECD (2018), Economic Outlook for Southeast Asia, China and India 2018: Fostering Growth Through Digitalisation
This is an important transitional year for STB. We are grateful to ex-Chief Executive Lionel Yeo for his leadership and contributions over the last six years. During his tenure, Lionel worked closely with industry leaders on many initiatives to strengthen Singapore’s tourism value proposition and product offerings. He also spearheaded the tourism industry’s transformation in areas such as data analytics, digitalisation and technology adoption, and productivity, innovation and skills improvement. These have enabled Singapore to achieve a consistently strong tourism performance.  We will continue to leverage technology and analytics to support our tourism offerings and stakeholders.

We will also focus on attracting and hosting world-class events in Singapore and to continue to develop our cruise industry, which is one of our fastest growing segments in the past few years. In terms of target markets, we will continue to focus on our top three markets, China, Indonesia and India.

I would like to take this opportunity to thank our current Board and management team members for their continued passion and commitment.  I welcome our new Board member Mr Lim Eng Hwee and thank former Board members, Mr Ng Lang and Mr Aaron Boey, both of whom stepped down in December 2017, for their valuable contributions.

While the Board is pleased with STB’s accomplishments in the past year, we must continue to stay the course in order to reach new heights and achieve our Quality Tourism aspirations.

THE STB'S

MANAGEMENT

A DIALOGUE WITH OUR
ACTING CHIEF EXECUTIVE,
MS MELISSA OW

It was indeed a very good year for Singapore tourism. There were several factors that accounted for the record performance in both International Visitor Arrivals (IVA) and Tourism Receipts (TR).

One key factor was the global economic recovery seen across the world last year. Another was the robust outbound travel demand that came on the back of improved consumer sentiments, resulting in growth from our top 10 markets. While our record TR was largely due to the strong IVA performance, more arrivals from higher-spending markets like China, South Korea, United States and the United Kingdom provided an extra boost.  

On STB’s front, we are seeing our efforts in expanding and deepening our marketing and trade cultivation across more cities and markets bearing fruit. In the last few years, we have penetrated more secondary cities in the key markets of China, Indonesia and India. As a result, growth from these secondary cities has generally outpaced overall market growth and helped move our numbers into record territory.

I believe the investments we have ploughed into enhancing our destination attractiveness also made a difference. With more than 900 world-class events and experiences and a plethora of new and rejuvenated attractions in the past few years, Singapore is now more widely perceived as a fresh and exciting destination, which helps to attract repeat and new visitors across different nationalities and age groups.
Passion Made Possible is a bold move for us. Instead of a conventional tourism-centric tagline, we now have a much broader branding that encapsulates the collective Singapore spirit and the promise that Singapore holds for our citizens, partners, investors and visitors. With its aspirational message that shifts the focus from what visitors can “do” in Singapore to what they can “be”, the brand connects better with like-minded visitors through their passions.

Following the Singapore launch on 24 August 2017, we rolled out the Passion Made Possible brand across 20 markets to reach more than half a billion people through a global marketing campaign, trade events, consumer activations and a raft of industry partnerships. STB’s marketing efforts have accumulated a global audience reach of over 555 million, and the various brand films have garnered close to 300 million views to date3.

We are also pleased that the new brand has resonated with trade partners both in Singapore and abroad. More importantly, Singaporeans have also taken to the brand with good feedback and engagement on what Passion Made Possible means to them. As the brand goes beyond tourism, it’s heartening to see quite a few other government agencies adopting or supporting the brand in various ways.

The strong momentum built up since the launch is thus encouraging. A second-wave global campaign in the second half of 2018 also features Singaporeans who embody the essence of the brand.
3
As of August 2018
STB has recognised for a number of years now the critical and sometimes disruptive role that technology plays in tourism. In response, we created in 2015 the Technology Transformation Group within STB to seize opportunities and enable both STB and the tourism industry to exploit the power of technology to sustain growth. Since then, we have embarked on two major projects.  

The first involves the harnessing of digital opportunities and data analytics by the tourism industry to drive meaningful engagement with visitors. To this end, STB launched the Tourism Information and Services Hub (TIH) – the world’s first integrated B2B2C platform – to empower tourism businesses by enabling them to contribute to and access Singapore’s travel-related offerings and services in real-time. This brings significant benefits to our tourism partners as their created content can be uploaded and syndicated to millions of potential consumers instantly. Users can also populate their own apps or websites with the latest content and services from TIH.

The second is the Singapore Tourism Analytics Network (STAN), which is a data-analytics tool that will enable us to gain insights into visitor behaviour and preferences by combining traditional information with new data.  For example, visitor arrival data can be combined with geo-location data to derive insights about visitor behaviour patterns when they are in Singapore. When fully implemented, STAN will enable businesses to conduct customised analysis and make data-driven decisions that meet visitors’ needs and preferences.

Along with this project, STB has published our Data Trust Charter to underline our commitment to responsible data sharing and usage between STB and our stakeholders.  

On a wider scale, STB is also pushing the adoption of innovative technologies to achieve continuous improvements in operational performance across the industry. Efforts in the hotel industry in particular have started to show results. The adoption of RFID technology to manage linens and assets, and the use of robotics for managing front- and back-of-house operations are good examples of how hotels are enabled to operate with less manpower.

Under the Innovation Challenges organised last year, STB introduced hotels and travel agents to technology players to co-create solutions that can address their business challenges. 23 projects have been selected to be test-bedded. Riding on this initial success, we are extending the Innovation Challenge to the MICE industry.  

In terms of visitor experience, we are continuing to incorporate technology into Singapore’s tourism offerings. Two examples last year were the 'Chinatown Comes Alive' interactive installations and the 'Trishaw 360' immersive virtual trishaw ride, both of which were well received by tourists.
We are generally positive about the tourism prospects. Singapore in particular will benefit from the strong outbound travel forecasted for the Asia-Pacific region. Visitors and Singaporeans can expect new experiences as well, including the exciting Design Orchard, which will feature more than 60 local designers through a wide range of products housed under one roof. Building the capabilities of the industry is another critical area, and we are stepping up our efforts to equip our industry partners for long-term success with specialised programmes such as the STB Marketing College, Marketing Innovation Programme and Business Transformation Through-Train Programme. We look forward to another exciting year as we continue on our journey towards Quality Tourism.

MS MELLISA OW

ACTING CHIEF EXECUTIVE

It was indeed a very good year for Singapore tourism. There were several factors that accounted for the record performance in both International Visitor Arrivals (IVA) and Tourism Receipts (TR).

One key factor was the global economic recovery seen across the world last year. Another was the robust outbound travel demand that came on the back of improved consumer sentiments, resulting in growth from our top 10 markets. While our record TR was largely due to the strong IVA performance, more arrivals from higher-spending markets like China, South Korea, United States and the United Kingdom provided an extra boost.  

On STB’s front, we are seeing our efforts in expanding and deepening our marketing and trade cultivation across more cities and markets bearing fruit. In the last few years, we have penetrated more secondary cities in the key markets of China, Indonesia and India. As a result, growth from these secondary cities has generally outpaced overall market growth and helped move our numbers into record territory.

I believe the investments we have ploughed into enhancing our destination attractiveness also made a difference. With more than 900 world-class events and experiences and a plethora of new and rejuvenated attractions in the past few years, Singapore is now more widely perceived as a fresh and exciting destination, which helps to attract repeat and new visitors across different nationalities and age groups.
Passion Made Possible is a bold move for us. Instead of a conventional tourism-centric tagline, we now have a much broader branding that encapsulates the collective Singapore spirit and the promise that Singapore holds for our citizens, partners, investors and visitors. With its aspirational message that shifts the focus from what visitors can “do” in Singapore to what they can “be”, the brand connects better with like-minded visitors through their passions.

Following the Singapore launch on 24 August 2017, we rolled out the Passion Made Possible brand across 20 markets to reach more than half a billion people through a global marketing campaign, trade events, consumer activations and a raft of industry partnerships. STB’s marketing efforts have accumulated a global audience reach of over 555 million, and the various brand films have garnered close to 300 million views to date3.

We are also pleased that the new brand has resonated with trade partners both in Singapore and abroad. More importantly, Singaporeans have also taken to the brand with good feedback and engagement on what Passion Made Possible means to them. As the brand goes beyond tourism, it’s heartening to see quite a few other government agencies adopting or supporting the brand in various ways.

The strong momentum built up since the launch is thus encouraging. A second-wave global campaign in the second half of 2018 also features Singaporeans who embody the essence of the brand.
3
As of August 2018
STB has recognised for a number of years now the critical and sometimes disruptive role that technology plays in tourism. In response, we created in 2015 the Technology Transformation Group within STB to seize opportunities and enable both STB and the tourism industry to exploit the power of technology to sustain growth. Since then, we have embarked on two major projects.  

The first involves the harnessing of digital opportunities and data analytics by the tourism industry to drive meaningful engagement with visitors. To this end, STB launched the Tourism Information and Services Hub (TIH) – the world’s first integrated B2B2C platform – to empower tourism businesses by enabling them to contribute to and access Singapore’s travel-related offerings and services in real-time. This brings significant benefits to our tourism partners as their created content can be uploaded and syndicated to millions of potential consumers instantly. Users can also populate their own apps or websites with the latest content and services from TIH.

The second is the Singapore Tourism Analytics Network (STAN), which is a data-analytics tool that will enable us to gain insights into visitor behaviour and preferences by combining traditional information with new data.  For example, visitor arrival data can be combined with geo-location data to derive insights about visitor behaviour patterns when they are in Singapore. When fully implemented, STAN will enable businesses to conduct customised analysis and make data-driven decisions that meet visitors’ needs and preferences.

Along with this project, STB has published our Data Trust Charter to underline our commitment to responsible data sharing and usage between STB and our stakeholders.  

On a wider scale, STB is also pushing the adoption of innovative technologies to achieve continuous improvements in operational performance across the industry. Efforts in the hotel industry in particular have started to show results. The adoption of RFID technology to manage linens and assets, and the use of robotics for managing front- and back-of-house operations are good examples of how hotels are enabled to operate with less manpower.

Under the Innovation Challenges organised last year, STB introduced hotels and travel agents to technology players to co-create solutions that can address their business challenges. 23 projects have been selected to be test-bedded. Riding on this initial success, we are extending the Innovation Challenge to the MICE industry.  

In terms of visitor experience, we are continuing to incorporate technology into Singapore’s tourism offerings. Two examples last year were the 'Chinatown Comes Alive' interactive installations and the 'Trishaw 360' immersive virtual trishaw ride, both of which were well received by tourists.
We are generally positive about the tourism prospects. Singapore in particular will benefit from the strong outbound travel forecasted for the Asia-Pacific region. Visitors and Singaporeans can expect new experiences as well, including the exciting Design Orchard, which will feature more than 60 local designers through a wide range of products housed under one roof. Building the capabilities of the industry is another critical area, and we are stepping up our efforts to equip our industry partners for long-term success with specialised programmes such as the STB Marketing College, Marketing Innovation Programme and Business Transformation Through-Train Programme. We look forward to another exciting year as we continue on our journey towards Quality Tourism.
Mr Lionel yeo stepped down on 31 May 2018 after six years as STB’s Chief Executive.

BOARD
OF DIRECTORS

MR CHALY MAH

CHAIRMAN

MR MOHAMAD SAIFUL SARONI

BOARD MEMBER

MR ALLEN LAW

BOARD MEMBER

MR ALVIN LIM

BOARD MEMBER

MS CHRISTINA ONG

BOARD MEMBER

MS JOANNA FLINT

BOARD MEMBER

MR LIM ENG HWEE

BOARD MEMBER

MR LIM MING YAN

BOARD MEMBER

MR PRASAD MENON

BOARD MEMBER

MR QUEK SWEE KUAN

BOARD MEMBER

PASSION TRIBES

STB has grouped potential visitors together into Passion Tribes based on their lifestyles, interests, and what they travel for. There are seven such “Passion Tribes”:

FOODIES

delight in food, cooking and dining and want to experience flavours in new ways

EXPLORERS

enjoy exploring and discovering different places and spaces, enabling them to create new stories

COLLECTORS

enjoy shopping and collecting items that showcase their unique identities

SOCIALISERS

enjoy the energy of the nightlife and entertainment scene and how music enables them to blend these experiences together

ACTION SEEKERS

seek action and excitement, always chasing the next adrenaline rush

CULTURE SHAPERS

enjoy immersing themselves in arts and culture to gain new perspectives

PROGRESSORS

are business travellers seeking to connect, collaborate and innovate

SENIOR
MANAGEMENT

FOODIE
EXPLORER
COLLECTOR
SOCIALISER
ACTION SEEKER
CULTURE SHAPER
PROGRESSOR
* The items showcased in the photo are representative of each individual’s passion or interest
* Cushion courtesy of The Farm Store

SENIOR
MANAGEMENT

FOODIE
EXPLORER
COLLECTOR
SOCIALISER
ACTION SEEKER
CULTURE SHAPER
PROGRESSOR

MS LYNETTE PANG

ASSISTANT CHIEF EXECUTIVE,

Marketing Group

MR YAP CHIN SIANG

ASSISTANT CHIEF EXECUTIVE,

Policy & Planning Group

MS MELISSA OW

ACTING CHIEF EXECUTIVE

MR QUEK CHOON YANG

CHIEF TECHNOLOGY

OFFICER & QSM,

Technology

Transformation Group

MR CHANG CHEE PEY

ASSISTANT CHIEF EXECUTIVE,

International Group

* The items showcased in the photo are representative of each individual’s passion or interest
* Cushion courtesy of The Farm Store

BUSINESS GROUPS
CORPORATE
GROUP

FOODIE
EXPLORER
ACTION SEEKER
CULTURE SHAPER
PROGRESSOR
• Ms Melissa Ow was appointed Corporate Group Head on 1 September 2018.
• Ms Chiang Hai Yin was appointed Chief Corporate Officer, Corporate Advisory & HROD on 1 September 2018.
• Ms Dong Limin was appointed Acting Director, Finance on 1 September 2018.
• The Internal Audit reports functionally to the Chairman of the Audit and Risk Committee (ARC) and administratively to the Acting Chief Executive.
• Mr Derek Tan, Executive Director, Human Resources & Organisation Development, is no longer in service effective 1 June 2018.
* The items showcased in the photo are representative of each individual’s passion or interest

BUSINESS GROUPS
CORPORATE
GROUP

FOODIE
EXPLORER
ACTION SEEKER
CULTURE SHAPER
PROGRESSOR

MS PAULINE LOW

HEAD,

Compliance & Corporate Services

MR EVAN KOH

HEAD,

Legal

MS MELISSA OW

ACTING CHIEF EXECUTIVE

AND COVERING DIRECTOR,

Human Resources &

Organisation Development

MS CHIANG HAI YIN

CHIEF FINANCIAL OFFICER,

Finance & Corporate Advisory

MS DONG LIMIN

HEAD,

Financial Management & Operations

MR ALFRED CHIAM

HEAD,

Internal Audit

• Ms Melissa Ow was appointed Corporate Group Head on 1 September 2018.
• Ms Chiang Hai Yin was appointed Chief Corporate Officer, Corporate Advisory & HROD on 1 September 2018.
• Ms Dong Limin was appointed Acting Director, Finance on 1 September 2018.
• The Internal Audit reports functionally to the Chairman of the Audit and Risk Committee (ARC) and administratively to the Acting Chief Executive.
• Mr Derek Tan, Executive Director, Human Resources & Organisation Development, is no longer in service effective 1 June 2018.
* The items showcased in the photo are representative of each individual’s passion or interest

BUSINESS GROUPS
MARKETING
GROUP

FOODIE
EXPLORER
COLLECTOR
SOCIALISER
ACTION SEEKER
CULTURE SHAPER
* The items showcased in the photo are representative of each individual’s passion or interest
* Cushions courtesy of The Farm Store

BUSINESS GROUPS
MARKETING
GROUP

FOODIE
EXPLORER
COLLECTOR
SOCIALISER
ACTION SEEKER
CULTURE SHAPER

MS LIM SHOO LING

DIRECTOR,

Brand

MS GERALDINE YEO

DIRECTOR,

Industry Marketing

MR OLIVER CHONG

EXECUTIVE DIRECTOR,

Communications &

Marketing Capability

MS LYNETTE PANG

ASSISTANT CHIEF EXECUTIVE

MS TERRENCE VOON

DIRECTOR,

Digital & Content

MS JACQUELINE NG

DIRECTOR,

Marketing Partnerships

& Planning

* The items showcased in the photo are representative of each individual’s passion or interest
* Cushions courtesy of The Farm Store

BUSINESS GROUPS
EXPERIENCE
DEVELOPMENT GROUP

FOODIE
EXPLORER
COLLECTOR
SOCIALISER
ACTION SEEKER
CULTURE SHAPER
* The items showcased in the photo are representative of each individual’s passion or interest

BUSINESS GROUPS
EXPERIENCE
DEVELOPMENT GROUP

FOODIE
EXPLORER
COLLECTOR
SOCIALISER
ACTION SEEKER
CULTURE SHAPER

MR ANDREW PHUA

DIRECTOR,

Exhibitions & Conferences

MS JEAN NG

DIRECTOR,

Sports

MS RANITA SUNDRAMOORTHY

DIRECTOR,

Retail & Dining

MS MELISSA OW

ACTING CHIEF EXECUTIVE

MS CARRIE KWIK

EXECUTIVE DIRECTOR,

Attractions, Entertainment &

Tourism Concept Development

MS JEANNIE LIM

EXECUTIVE DIRECTOR,

Conventions, Meetings

& Incentive Travel

MS SERENE TAN

DIRECTOR,

Arts & Cultural Precincts

* The items showcased in the photo are representative of each individual’s passion or interest

BUSINESS GROUPS
POLICY &
PLANNING GROUP

FOODIE
EXPLORER
COLLECTOR
ACTION SEEKER
PROGRESSOR
* The items showcased in the photo are representative of each individual’s passion or interest
* Cushions courtesy of The Farm Store

BUSINESS GROUPS
POLICY &
PLANNING GROUP

FOODIE
EXPLORER
COLLECTOR
ACTION SEEKER
PROGRESSOR

MS ONG HEUY HONG

DIRECTOR,

Hotel & Sector Manpower

MS ONG LING LEE

DIRECTOR,

Travel Agents & Tourist Guides

MR CHEW TIONG HENG

EXECUTIVE DIRECTOR,

Infrastructure Planning

& Management

MR YAP CHIN SIANG

ASSISTANT CHIEF EXECUTIVE

MS RACHEL LOH

DIRECTOR,

Strategic Planning

& Incentive Policy

MS ANNIE CHANG

DIRECTOR,

Cruise

* The items showcased in the photo are representative of each individual’s passion or interest
* Cushions courtesy of The Farm Store

BUSINESS GROUPS
TECHNOLOGY
TRANSFORMATION
GROUP

FOODIE
EXPLORER
COLLECTOR
SOCIALISER
ACTION SEEKER
CULTURE SHAPER
PROGRESSOR
* The items showcased in the photo are representative of each individual’s passion or interest
* Cushions courtesy of The Farm Store

BUSINESS GROUPS
TECHNOLOGY
TRANSFORMATION
GROUP

FOODIE
EXPLORER
COLLECTOR
SOCIALISER
ACTION SEEKER
CULTURE SHAPER
PROGRESSOR

MS KAREN ANN LEONG

DIRECTOR,

The Collaboratory

MS CHOO HUEI MIIN

DIRECTOR,

Visitor Experience

MR QUEK CHOON YANG

CHIEF TECHNOLOGY OFFICER

& QSM

MR POH CHI CHUAN

DIRECTOR,

Digital Transformation

MS SHAMEEM MUSTAFFA

CHIEF DATA OFFICER,

Data Governance & System

MS CONNIE POH

HEAD,

Organisation Enablement

* The items showcased in the photo are representative of each individual’s passion or interest
* Cushions courtesy of The Farm Store

BUSINESS GROUPS
INTERNATIONAL GROUP

FOODIE
EXPLORER
COLLECTOR
CULTURE SHAPER
• Ms Low See Peng, Regional Director, Eastern & Southern China, Hong Kong, Macau and Taiwan, is no longer in service effective 13 May 2018.
* The items showcased in the photo are representative of each individual’s passion or interest

BUSINESS GROUPS
INTERNATIONAL GROUP

FOODIE
EXPLORER
COLLECTOR
CULTURE SHAPER

MR G B SRITHAR

REGIONAL DIRECTOR,

South Asia, Middle East & Africa

MS TAN YEN NEE

REGIONAL DIRECTOR,

Europe

MR CHANG CHEE PEY

ASSISTANT CHIEF EXECUTIVE

MR JOHN CONCEICAO

EXECUTIVE DIRECTOR,

International Relations &

Market Planning and Oceania

MS GOH KERSHING

REGIONAL DIRECTOR,

Americas

MR MARKUS TAN

REGIONAL DIRECTOR,

North Asia

MR EDWARD KOH

EXECUTIVE DIRECTOR,

Southeast Asia

MR SOO SIEW KEONG

DIRECTOR,

TRADE ENGAGEMENT &

MARKET ACCESS

MS JULIANA KUA

CHIEF REPRESENTATIVE &

REGIONAL DIRECTOR,

Greater China

• Ms Low See Peng, Regional Director, Eastern & Southern China, Hong Kong, Macau and Taiwan, is no longer in service effective 13 May 2018.

* The items showcased in the photo are representative of each individual’s passion or interest
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