CODE 18-77
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Reference
11. On the positive side the speed with which things are done in Singapore he expects to remain an advantage. As also the ability of government and statutory boards to attract the
highest quality people. He is optimistic that Singapore will continue to be able to implement projects more quickly than its neighbours.
12. Mr Philip Cushing, CEO Inchcape Berhard. said that as a trading house Inchcape distribute other people's products throughout the region. Singapore is a very open market for the company compared with the explicit/implicit import barriers of Indonesia and Malaysia. Mr Cushing is not hopeful that the latter situation will change.
13. Singapore's centralised industrial policy does not sometimes take into consideration the fact that warehousing has an equal claim to land allocation as for example the electronics industry.
14. As a relative newcomer (May 1990) he was impressed by the region's growth, but concerned that British companies over- preoccupied with Eastern Europe might miss out on opportunities. He was not that optimistic that Singapore could stay out in front of its immediate neighbours.
15. Mr Hale noted Singapore's emphasis on "excellence" considered that the country's drive for everyone to be better educated posed a long term threat. It was increasingly difficult to get clerical staff. Government took the cream of the available employees. Bright 28-year olds with no business experience held senior positions. This led to problems. Singapore was a vindictive society and officials were only given one chance which led to a lack of flexibility at lower levels.
16. Lord Caithness had found Singapore more controlled than he had expected and asked about:
(a)
how companies influenced government
(b) racial tensions
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