Mr David Conner
Chief Executive Officer and Director
Oversea-Chinese Banking Corporation Limited
Monday, 22 May 2006

Leadership – A Practical Perspective
Mr Conner provided a practical perspective on leadership through his journey with OCBC. He suggested an approach that includes a need to define reality, and to discover and disseminate widely the purpose and values of the organisation. Strategy development, which Mr Conner defined as value proposition and what it entailed to create value for various business segments, should be the key to driving performance. Mr Conner believed in creating sustainable value by focusing on customers. And he urged that succession issues needed to be look at carefully as they are an important aspect of the organisation.

Mrs Cheong Koon Hean
Chief Executive Officer
Urban Redevelopment Authority
Wednesday, 1 March 2006

Leadership In Meeting Planning Challenges
Mrs Cheong gave a multi-layer perspective on leadership focusing on both her professional role in leading the URA, an “idea organisation” with its “huge constituents of stakeholders with very different interests”, and her personal journey working with young talent. She shared her insights on the leadership it took to meet planning challenges as well as to nurture and guide her team at URA to achieve greater heights of excellence. Mrs Cheong also imparted the qualities she valued in leadership, some of which are Vision, Passion, Perseverance, Personal Integrity and Respect.

Mr Stephen Lee
Chairman
Singapore Airlines Limited
Tuesday, 3 October 2006

PSA’s Experience with Wage Restructuring
Mr Lee shared his experience in leading the PSA through one of the most difficult periods in its history. By following Mr Lee's journey through the PSA's wage restructuring exercise, we learned valuable insights and perspectives on his views and style of leadership. He gave many examples of what it took to be a leader during this challenging phase to bring the PSA back onto a competitive footing. Some of these leadership factors include clear business objectives and targets, leadership by example, excellent union management relations, open and frequent communications, implementing the foundation for a flexi-wage system, and measures to soften the impact of retrenchment.