Yes Madam: India start-up’s mass ‘firing’ sparks debate on viral marketing

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For a promotion campaign aimed at highlighting work stress, an Indian charm support start-up has found itself in the spotlight.

People were informed that Yes Madam had decided to “part methods” with those who reported experience stressed at work a few days ago when an internal email from the business went viral on social media.

The start-up, however, clarified on Tuesday that it had not fired anyone and that the social media posts were a “planned effort to highlight the major topic of office anxiety.”

The strategy has sparked mixed emotions online, with some applauding it for bringing attention to a crucial subject and others criticizing the organization for deceiving persons and” toying” with their feelings.

In addition, some people claimed that the plan had succeeded in bringing a nearly unthinkable brand into the fame in a matter of hours.

” Free advertising done correctly, huh? Who needs a advertising budget when you have anger as your social media manager? one users posted on Linked In.

This is not the first time a start-up has drawn criticism for engaging in a dubious promotion strategy.

The leader of an Indian food delivery service system received bouquets and brickbats last month after posting a job starting for the position of” chief of staff” but stated that the candidate would have to dedicate two million pounds to the non-profit organization’s non-profit organization’s goal of providing food to the bad.

He later claimed that more than 10,000 persons had applied for the position, but he hadn’t specified if anyone had really been hired for it.

A famous person faced a significant reaction online in February after she faked her death to raise awareness of cervical cancers. Some users claimed that those who had actually lost friends and loved ones to the disease found the publicity stunt to be extremely traumatizing.

Eventually, the campaign’s marketing team apologized, but these conflicts haven’t stopped companies from pushing the limits of advertising to ridiculous heights.

Brand experts contend that while using these marketing gimmicks may enable a manufacturer become famous, they do not always improve the company’s longevity or success.

On the contrary, it might do it more harm than good.

According to Karthik Srinivasan, a brand and communications expert, manufacturers need to understand the distinction between telling a blatant lie and exaggeration.

Understatement is a recognized and effective marketing tactic whereby a company presses the boundaries of reality to prove a point, he claims. However, he adds,” The understatement is but obvious or overt that a buyer isn’t possible or expected to believe it.”

He gives an example of the Blade fragrance ads, which frequently feature a scrawny-looking man becoming a magnetism for women as soon as he spritzes himself with the deodorant.

Then there was rapper Snoop Dogg, who made headlines last year for announcing that he would be “giving up smoke”, only to reveal that he was actually talking about using a smokeless fire pit of a particular brand.

In both situations, the misrepresentations are so severe that they are about awkwardly impossible.

” But telling a blatant lay has no place in social advertising”, Mr Srinivasan says.

Brands participate in such extreme efforts because they can get a lot of attention with little to no money. According to Mr. Srinivasan, the goal is to find subjects that are likely to sputter out strong opinions, ensuring that people will continue to participate in the campaign regardless of whether they like it or not.

In the case of the viral campaign by the beauty start-up, the company’s email touched a chord with many professionals, who then shared it on their LinkedIn or X ( formerly Twitter ) profiles, criticising the company for its insensitivity and lack of care towards its employees.

” Firing someone for being stressed at work is a serious problem and was undoubtedly going to elicit strong reactions,” says Mr. Srinivasan.

But such efforts can damage a product or a bank’s reputation in the eyes of its personnel and customers, he adds. A brand may struggle to shake off the damaging publicity associated with an indifferent ad campaign, according to the statement,” Credibility and trust take time to develop.”

Mayank Sehgal, a marketing expert, echoes a similar watch.

” It’s important for companies to prioritise ethical marketing techniques and prevent using person’s thoughts as a tool for self-promotion”, he says.

” While attention-grabbing strategies does work in the short term, they inevitably erode confidence and damage brand popularity”.

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CNA’s Walk The Line wins Best Documentary Series at Asian Academy Creative Awards

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One of the most ambitious and difficult films produced by CNA is” Walk the Line.” This nine-month initiative from idea to broadcast is testament to the imagination, resilience and professionalism of the CNA team which had to work under ambiguous and usually dangerous conditions”, said Walter Fernandez, Editor-in-Chief of Mediacorp.

They also had to develop trust and rapport with the individuals who were putting their lives on the line to make this journey.” No only did they have to adjust to continually changing ground conditions. This medal is appropriate identification”.

CNA’s second prize came from Resilience Quest, which took house Best Game Show or Quiz Programme. In the four-part time-travel activity show, teams of younger people discover futuristic futures facing Singapore- war, terrorism, shortages, cyberattacks, inequality- and return to the present to consider strategies for resilience and preparedness.

The Capitol Theatre hosted the honors on Tuesday and Wednesday. The occasion celebrates runs from India, Japan, Australia, China, Taiwan, New Zealand, Singapore and Thailand.

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‘Italian’ purees likely to contain Chinese forced-labour tomatoes

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Getty Images Hands picking a bright red tomato off a vineGetty Images

“Italian” tomato purees sold by several UK supermarkets appear to contain tomatoes grown and picked in China using forced labour, the BBC has found.

Some have “Italian” in their name such as Tesco’s “Italian Tomato Purée”. Others have “Italian” in their description, such as Asda’s double concentrate which says it contains “Puréed Italian grown tomatoes” – and Waitrose’s “Essential Tomato Purée”, describing itself as “Italian tomato puree”.

A total of 17 products, most of them own-brands sold in UK and German retailers, are likely to contain Chinese tomatoes – testing commissioned by the BBC World Service shows.

Most Chinese tomatoes come from Xinjiang province, where their production is linked to forced labour by Uyghur and other largely Muslim minorities. The UN accuses the Chinese state – which views these minorities as a security risk – of torture and abuse. China denies it forces people to work in the tomato industry and says workers’ rights are protected by law. It says the UN report is based on “disinformation and lies”.

All the supermarkets whose products we tested dispute our findings.

Alamy Aerial photo taken on 5 Aug 2020 shows trucks carrying tomatoes waiting in line for sale outside a tomato processing plant in Bohu County, northwest China s Xinjiang Uygur Autonomous Region. The red of the tomatoes contrasts with the brightly coloured blue and turquoise cabs of the trucks. Alamy

China grows about a third of the world’s tomatoes. The north-western province of Xinjiang has the perfect climate for growing the fruit.

It is also where China began a programme of mass detentions in 2017. Human rights groups allege more than a million Uyghurs have been detained in hundreds of facilities, which China has termed “re-education camps”.

The BBC has spoken to 14 people who say they endured or witnessed forced labour in Xinjiang’s tomato fields over the past 16 years. “[The prison authorities] told us the tomatoes would be exported overseas,” Ahmed (not his real name) said, adding that if the workers did not meet the quotas – as much as 650kg a day – they would be shocked with electric prods.

Mamutjan, a Uyghur teacher who was imprisoned in 2015 for an irregularity in his travel documentation, says he was beaten for failing to meet the high tomato quotas expected of him.

“In a dark prison cell, there were chains hanging from the ceiling. They hung me up there and said ‘Why can’t you finish the job?’ They beat my buttocks really hard, hit me in the ribs. I still have marks.”

Mamutjan, who has dark hair and eyes, looks into the middle distance with tears in his eyes.

It is hard to verify these accounts, but they are consistent, and echo evidence in a 2022 UN report which reported torture and forced labour in detention centres in Xinjiang.

By piecing together shipping data from around the world, the BBC discovered how most Xinjiang tomatoes are transported into Europe – by train through Kazakhstan, Azerbaijan and into Georgia, from where they are shipped onwards to Italy.

Map showing the route most Xinjiang tomatoes take to Italy - beginning in Urumqi and ending in Salerno

One company name repeatedly appeared as a recipient in the data. This was Antonio Petti, part of a group of major tomato-processing firms in Italy. It received more than 36 million kg of tomato paste from the company Xinjiang Guannong and its subsidiaries between 2020 and 2023, the data showed.

The Petti group produces tomato goods under its own name, but also supplies others to supermarkets across Europe who sell them as their own branded products.

Our investigation tested 64 different tomato purees sold in the UK, Germany and the US – comparing them in a lab to samples from China and Italy. They included top Italian brands and supermarket own-brands, and many were produced by Petti.

We asked Source Certain, a world-renowned origin verification firm based in Australia, to investigate whether the origin claims on the purees’ labels were accurate. The company began by building what its CEO Cameron Scadding calls a “fingerprint” which is unique to a country of origin – analysing the trace elements which the tomatoes absorb from local water and rocks.

“The first objective for us was to establish what the underlying trace element profile would look like for China, and [what] a likely profile would look like for Italy. We found they were very distinct,” he said.

Source Certain then compared those country profiles with the 64 tomato purees we wanted to test – the majority of which claimed to contain Italian tomatoes or gave the impression they did – and a few which did not make any origin claim.

The lab results suggested many of these products did indeed contain Italian tomatoes – including all those sold in the US, top Italian brands including Mutti and Napolina, and some German and UK supermarket own-brands, including those sold by Sainsbury’s and Marks & Spencer.

But 17 appeared to contain Chinese tomatoes, 10 of which are made by Petti – the Italian company we found listed repeatedly in international shipping records.

Of those 10 made by Petti, these were for sale in UK supermarkets at the time of testing from April-August 2024:

Graphic showing purees sold by: Asda (Asda Organic Tomato Purée” & Tomato Purée Double Concentrate), Morrisons (Morrisons Tomato Puree), Tesco (The Grower’s Harvest” & Italian Tomato Purée) and Waitrose (Essential Waitrose Tomato Purée)

These were for sale in German supermarkets, during our testing period:

Graphic showing purees sold by: Edeka (Tomatenmark), Lidl (Baresa Tomatenmark), Penny (Bio Tomatenmark), and Rewe (Bio Tomatenmark)

In response, all the supermarkets said they took these allegations very seriously and have carried out internal investigations which found no evidence of Chinese tomatoes. Many have also disputed the testing methodology used by our experts. Tesco suspended supply and Rewe immediately withdrew the products. Waitrose, Morrisons, Edeka and Rewe said they had run their own tests, and that the results contradicted ours and did not show the presence of Chinese tomatoes in the products.

But one major retailer has admitted to using Chinese tomatoes. Lidl told us they were in another version of its Baresa Tomatenmark – made by the Italian supplier Giaguaro – sold in Germany last year “for a short time” because of supply problems and that they are investigating this. Giaguaro said all its suppliers respected workers’ rights and it is currently not using Chinese tomatoes in Lidl products. The BBC understands the tomatoes were supplied by the Xinjiang company Cofco Tunhe, which the US sanctioned in December last year for forced labour.

In 2021, one of the Petti group’s factories was raided by the Italian military police on suspicion of fraud – it was reported by the Italian press that Chinese and other foreign tomatoes were passed off as Italian.

But a year after the raid, the case was settled out of court. Petti denied the allegations about Chinese tomatoes and the issue was dropped.

As part of our investigation into Petti, a BBC undercover reporter posed as a businessman wanting to place a large order with the firm. Invited to tour a company factory in Tuscany by Pasquale Petti, the General Manager of Italian Food, part of the Petti group, our reporter asked him if Petti used Chinese tomatoes.

“Yes… In Europe no-one wants Chinese tomatoes. But if for you it’s OK, we will find a way to produce the best price possible, even using Chinese tomatoes,” he said.

A graphic showing: On the left - what Petti told us was its last invoice from Xinjiang Guannong dated October 2020, and on the right - a label on a barrel spotted by our undercover reporter sent from XG to Petti dated August 2023

The reporter’s undercover camera also captured a crucial detail – a dozen blue barrels of tomato paste lined up inside the factory. A label visible on one of them read: “Xinjiang Guannong Tomato Products Co Ltd, prod date 2023-08-20.”

In its response to our investigation, the Petti group told us it had not bought from Xinjiang Guannong since that company was sanctioned by the US for using forced labour in 2020, but did say that it had regularly purchased tomato paste from a Chinese company called Bazhou Red Fruit.

This firm “did not engage in forced labour”, Petti told us. However our investigation has found that Bazhou Red Fruit shares a phone number with Xinjiang Guannong, and other evidence, including shipping data analysis, suggests that Bazhou is its shell company.

Petti added that: “In future we will not import tomato products from China and will enhance our monitoring of suppliers to ensure compliance with human and workers’ rights.”

While the US has introduced strict legislation to ban all Xinjiang exports, Europe and the UK take a softer approach, allowing companies simply to self-regulate to ensure forced labour is not used in supply chains.

This is now set to change in the EU, which has committed to stronger laws, says Chloe Cranston, from the NGO Anti-Slavery International. But she warns this will make it even more likely that the UK will become “a dumping ground” for forced labour products.

“The UK Modern Slavery Act, sadly, is utterly not fit for purpose,” she says.

A spokesperson for the UK Department for Business and Trade told us: “We are clear that no company in the UK should have forced labour in its supply chain… We keep our approach to how the UK can best tackle forced labour and environmental harms in supply chains under continual review and work internationally to enhance global labour standards.”

Dario Dongo, journalist and food lawyer, says the findings expose a wider problem – “the true cost of food”.

“So when we see [a] low price we have to question ourselves. What is behind that? What is the true cost of this product? Who is paying for that?”

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Cult Creative launches Creator Platform to enable modern storytellers to enjoy better cashflow 

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  • Since brands pay upfront for the services, creators are paid within 30 days
  • Aims to simplify campaign management, performance tracking and payments

Shermaine Wong, co-founder and CEO of Cult Creative (Left) and Lina Esa, co-founder and chief marketing officer of Cult Creative

“Content creators are now the modern storytellers as they resonate with Gen Zs and millennials especially,” said Shermaine Wong, co-founder and CEO of Cult Creative. Consumers are always searching for experiences with different creators and types of content, she adds. 

According to a 2022 report by Cube Asia Research, Southeast Asia’s social commerce is estimated to be worth US$42 billion (RM186.65 billion)

In tandem, a report ‘E-commerce influencer marketing in Southeast Asia’ was published in Oct by Impact.com in collaboration with Cube Asia, revealing that by 2027, social commerce in the region could reach an impressive US$125 billion (RM555.49 billion)

Moreover, within the report, results of a survey consisting of 400 Malaysian adult respondents (above 18 years) indicate that celebrity and mega influencers hold significant sway over Malaysian consumers’ purchasing decisions by 62% and 61% respectively.

To address the rising demand of UCG, Cult Creative has beta launched its Creator Platform, – an all-in-one solution designed to streamline and optimise UGC marketing campaigns for content creators.

“Cult Creative’s efforts aim to position Malaysia as a regional hub for the creator economy with the launch of Creator Platform to tap into the growing trend of influencer-driven storytelling,” Shermaine said.

Lina Esa, co-founder and chief marketing officer of Cult Creative said that the creator economy is about building genuine connections. “Through the platform, we help brands grow their audiences, get the quality UGC that we can provide them, while ensuring creators have an easy way to manage their campaigns and scale their earnings.” 

In the last 12 months, Cult Creative has paid over US$157,514 (RM700,000) to 2,800 creators, with brand partnerships such as Grab, Hotlink, Astro, Farm Fresh and Marriot Bonvoy Group.

Emphasising its commitment to serve creators and assist them on the business side of matters, Cult Creative has emerged as one of the quickest paymasters in its space. “We are one of the only companies that pay creators within 30 days, whereas most of our competitors pay within three to six months, which is an industry standard,” said Shermaine. It is able to do this as brands pay upfront for the work they wish creators to deliver for them.

Furthermore, depending on a creator’s reliability and quality of work, creators can also obtain a form of certification known as “Cult Certified”, which allows them to obtain their earnings within 24 hours.

The platform operates on a pay-per-use model, charging brands for UGC campaigns based on creator engagement with additional services like activation fees, platform margins and support. 

Brands can also opt for annual agreements with continued platform use or tailored campaign management for more customised solutions.

Key features

While still in its beta stage, the platform’s key features include:

  • Professional Media Kits: Creators can automatically generate “media kits” that link their social media profiles and display relevant audience insights, such as engagement rate.
  • Discover New Campaigns: The Discovery page is where creators find their brand deals. To opt in for a campaign, creators can submit a text or video ‘pitch’ to get noticed. 
  • Personalised Campaign Matching: A data-matching algorithm connects creators with brands that align with their content and audience.
  • Automated Workflows: Admin such as creator agreements and creator invoices are done for them. Tasks are automatically generated to give time back to creators to stay creative.
  • Streamlined Communication: An integrated chat feature keeps all campaign-related conversations organised, which eliminates the need for multiple messaging platforms and switching between different chat groups.
  • Feedback Management: Creators can track changes and confirm drafts in one place to ensure efficient feedback processing.

The platform aims to simplify campaign management, performance tracking and payments that is aligned with Cult Creative’s mission to empower creators with tools to elevate content creation and brand partnerships.

Down the pipeline

It had taken ten months to build the platform with the tech support venture firm Nexea Ventures, which served as Cult Creative’s tech consultant. Nexea is an investor in Cult Creative.

Shermaine declined to disclose how much it has cost to build the platform.

However, when the tech collaboration with Nexea ends by January, Shermaine will grow Cult Creative’s in-house tech team.

Cult Creative expects its 2024 revenue to hit US$405,026 (RM1.8 million), a fivefold increase over 2023. 

Creators can sign up and try their hand at pitching for brand deals and earning through their content via www.cultcreativeasia.com.

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Drones alone won’t solve US Navy’s China problem – Asia Times

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A senior US naval commander has warned that robots may not be sufficient to end a potential conflict with China while the US looks to build out its Pacific fleet.

US Indo-Pacific Command ( INDOPACOM), the commander of Admiral Sam Paparo, recently stated in a presentation to the Brookings Institution that despite drones being useful in tight spaces, US forces will still need air and sea superiority in comparison to China.

He pointed out that little robots, though effective in areas like the Taiwan Strait, require considerable assistance from foundations such as Okinawa, Japan, which is 436 nautical miles ahead.

Paparo criticized the exaggerated contrast between Ukraine’s use of robots against Russia and a possible conflict with China over Taiwan, noting that China’s military features, including 2, 100 soldiers and three plane ships, far exceed those of Russia.

Despite advancements in autonomous technology, Paparo emphasized that human decision-making is still essential in conflict situations. The US Department of Defense’s ( DOD ) Replicator initiative aims to deploy thousands of unmanned platforms, underscoring the value of a comprehensive military strategy and readiness.

Unmanned surface vessels ( USV ) in naval operations have previously been discussed in detail by Asia Times.

USVs provide strategic advantages and essential risks, transforming the nature of modern naval war. Due to their low cost-effectiveness, cash-strapped or smaller warships can create flocks of these robots that overwhelm more sophisticated adversaries with sheer numbers.

The US Navy is not only modest and cash-strapped, but it is facing significant obstacles to expanding its maritime manufacturing capacity. China now has the country’s largest navy in ships numbers. The US DOD’s 2023 China Military Power Report mentions that the Army Navy ( PLA-N) has 370 boats and boats, with over 140 floor soldiers.

According to reports from Asia Times, US marine shipping is confronted by China’s rapid marine expansion, which is a result of deeper shipbuilding and industrial capacity issues. China’s 13 marine factories underscore this gap, each outpacing the combined production of all seven US marine shipyards.

While the US grapples with resources cuts, skilled labour shortages and governmental constraints, China has leveraged civil-military fusion to increase productivity, combine cutting-edge human technologies and sustain cost efficiency.

Given that maritime warfare’s outcomes are frequently determined by fleet size, China’s numerical advantage may outweigh the US’s quantitative advantage. Additionally, the US Navy’s rely on cheap, high-capability ships like airplane carriers raises concerns about risk to China’s increasingly complex missile arsenal, including fast systems.

While USVs cannot totally replace conventional warships, they may do complex, unpredictable maneuvers, escape detection with small profiles and achieve powerful strikes on high-value targets. This technology is crucial for asymmetrical war because it strengthens smaller forces ‘ ability to defeat larger, more sophisticated fleets.

Nonetheless, their potential as a “wonder weapons” is tempered by major limitations. For one, the terrible sea environment often accelerates the degeneration of their techniques, and as they grow more intelligent, they become attractive targets for cyberattacks.

Communication vulnerabilities, such as reliance on external antennas and encryption keys, expose USVs to jamming and interception. Supply chain dependencies, notably for advanced microchips, further complicate their deployment.

These limitations suggest that USVs should complement other defensive measures, like naval mines and anti-ship missiles, rather than serve as standalone solutions.

USVs may be unable to sustain operations in prolonged, large-scale conflicts, where traditional warships ‘ endurance and magazine depth are vital in defeating enemy drone and missile attacks.

In a piece for Warrior Maven earlier this month, Kris Osborn cited Carrier Strike Group-2 commander Rear Admiral Javon” Hak” Hakimsadeh’s emphasis on the crucial role of “magazine depth” in preventing drone swarm attacks on US ships in the Red Sea.

Hakimsadeh argued that the operation’s effectiveness depends in large part on maintaining ongoing engagements with large numbers of drones. As a result of US Navy warships ‘ successful intercepts of numerous Houthi anti-ship cruise missiles and drones using a combination of interceptors, deck-mounted guns, and air-to-air missiles, the recent deployment in the Red Sea underscored the need for adequate ammunition reserves.

Significant technical difficulties are also present when coordinating large USV fleets in real-time during contested operations.

Jingchen Wang and other authors make reference to the difficult task of coordinating large USV fleets in a peer-reviewed Journal of Marine Science and Engineering article from February 2024, especially when ensuring that they move together safely and without colliding.

Wang and others suggest a dual-layered control system: one system plans the fleet’s movement while the other manages the real-time actions of each vehicle. They point out, however, that the most difficult part is finding a balance between avoiding obstacles and other vehicles.

The authors claim that the system uses a more flexible and effective method than older ones to calculate safe distances based on the speed and direction of each USV in order to prevent crashes.

Additionally, real-time adjustments and constant communication between vehicles are required, which becomes more challenging as the fleet expands.

Wang and others claim that the system has a duty to prioritize safety over following formation plans. They point out that managing a large fleet is challenging because it must constantly balance the need for quick calculations with safety.

LUA-T becomes crucial to ensuring their effective use in naval operations as Paparo warned against relying solely on unmanned systems to maintain an edge over China.

However, Jaquelyn Banas and other authors make reference to improved collision avoidance systems for shipboard operations in a conference paper from October 2020. Effective MUM-T requires more autonomy to reduce crew workload, robust designs to withstand saltwater and turbulence, and improved collision avoidance systems for shipboard operations.

Banas and others make the point that the current lack of unmanned capabilities is frequently compounded by the lack of line-of-sight data links and endurance. For safe and effective maritime MUM-T operations, according to them, sophisticated control interfaces, task-based autonomy, and reliable communication systems like Link 16 are essential.

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Ex-DBS employee jailed for accessing customer data, passing details to moneylender and bookie

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A former DBS contract worker was jailed on Friday ( Nov 22 ) for allegedly unauthorized access to the bank’s customer information.

On five events, Huang Pin Wen, 27, made an illegal lender or bookmakers request to do so. Other times, he did so to” show off” to others that he could get the information, the prosecutor said.

Huang faced 122 fees. He pleaded innocent to 13 crimes, with the remaining taken into consideration for punishment.

Huang’s employment opportunity covered the POSB Everyday credit cards. His responsibilities included checking if customers ‘ spending allowed them to receive subsidies and verifying when DBS buyers purchased the card.

To do this, he was issued a computer and granted entry to DBS ‘ customer relationship management structure, which held user data.

He was educated on the Personal Data Protection Act and the confidentiality of bank customer information, and he was aware of the limitations on accessing or disclosing consumer data for non-work-related purposes.

A buyer who provided screenshots of a conversation with an improper moneylender, Kenneth Tan, was the subject of a court hearing in February 2021.

In the talk dated Dec 7, 2020, Tan claimed it had cost S$ 450 to give a DBS personnel to perform a search on the consumer, who owed Tan income. Huang had allegedly accessed the company’s data that day, according to DBS.

DBS suspended Huang and started examinations, which revealed that Huang had accessed the information of 78 banks customers without power from Apr 7, 2020, to Feb 15, 2021.

When DBS questioned Huang about this, he denied any wrongdoing. In March of that year, the banks reported him to the authorities and fired him from his position.

According to Deputy Public Prosecutor Eunice Chew, Huang began illegally accessing client information on his computer when he began working from home at the” loop breaker” period of the COVID-19 pandemic.

He accessed his son’s friend’s data out of curiosity, and after boasting to his son’s companion that he could.

In order to perform a trick on a friend’s sister and mother, he even accessed their information.

Similar incidents, according to the prosecutor, were “less malignant” than the ones where Huang retrieved information from Tan and a bookmaker who had been a member of their illegal football team.

Through this common companion, Huang and Tan first connected with one another in the months of August and September of this year. At a meeting, Tan complained that he was unable to retrieve money from some consumers.

Huang informed Tan that he was employed by DBS and may assist in the investigation of owed income donors.

Tan contacted Huang via common friend on October 16, 2020, asking for assistance in obtaining a debtor’s tackle and bank account information.

Huang emailed their mutual friend who forwarded the photos to Tan after looking up their client profile on his cellphone.

Tan then gave the woman’s address to debt lovers, who went to the house to demand payment.

Within a month, Tan passed Huang S$ 100 to thank him for the details. For this, Huang was given a S$ 100 charges that he paid after his conviction on Friday.

Huang remained with Tan for three more times in this capacity. Additionally, he assisted their mutual friend, the unlawful bookmakers, in obtaining a bank customer’s account details.

With this knowledge, the bookmakers knew that the buyer had money in his bank accounts, and he asked people to demand payment.

Ms Chew, the counsel, sought a prison term of eight weeks and seven months to 10 weeks and two days for Huang.

She said Huang had abused his status as a DBS staff and was “extremely frequent” in his crimes, which were very difficult to detect.

Mumtaj Banu, the defense attorney, requested the prosecution’s most extreme statement possible.

She said Huang committed the crimes “out of folly” and to please people, and did not use the customer information for individual gain.

Additionally, Ms. Banu claimed that Huang only benefited from the$ 100 that would be exchanged for money.

In imprisonment, District Judge Ow Yong Tuck Leong said that Huang’s steps had damaged Singapore’s status as an internationally respected financial center.

Tan also admitted guilt in 2023 and was imprisoned for three months for gratifying Huang with$ 100.

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Are you managing your diabetes as well as you think you are? Probably not, according to this new survey

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Dr. Lim Su Lin, the main nutritionist and director of therapeutics at National University Hospital, said that “diabetes management requires more than just lowering sugar intake.” ” Glycaemic information can be significantly improved with portions and a balanced diet that includes fewer carbs and processed food.”

The silver lining is that almost all of the interviewees (97 per cent ) took their drugs regularly.

What other studies have shown a disconnect between how well the disorder is actually managed and what is perceived?

DIET AT INFLUENCING BLOOD GLUCOSE LEVELS IS THE MOST IMPACTFUL.

Nine out of ten people thought that controlling blood sugar levels can be attributed to diet and nutrition. In reality, 74 per share have cut back on pastries and drink after being diagnosed.

However, just four in 10 related another products ‘ effect on their blood sugar levels. For example, 46 per cent decreased their calorie intake, and 43 per share, their processed food intake. Just 30 per share decided to eat more protein.

More people need to be aware of the impact of part power on blood sugar levels. After being diagnosed with diabetes, only one in ten people said they focused on section power.

MORE PERIOD NEEDS TO BE SET FOR EXERCISE.

Nearly eight out of ten people acknowledged not getting the recommended 150 hours of moderate-intensity exercise per week. On average, they exercised for 95 days a year, and about one in two did but over three weeks or less per month.

Elderly above age 60 tended to be doing better literally. Compared to 17 % of those under the age of 60, almost 30 % of them reported putting in 150 minutes of physical activity each week.

MANY PERSONS USE HEALTHCARE Experts FOR ADVICE- IMPORTANTLY.

Seventy-eight per share relied on medical experts such as dietitians and nurses, various than doctors, for details.

Bloggers, including life instructors, fitness gurus and chefs, are less likely to be utilized, with about 20 per share depending on them for details on diabetes.

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CEO of the Year 2024

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The ‘Bangkok Post’ is today running the third of its ‘Bangkok Post CEO of the Year 2024’ series with the profiles of three more CEOs who received awards.

We honour Disathat Panyarachun, Chief Executive Officer of PTT Oil and Retail Business Public Company Limited (OR), as the CEO of the Year in Sustainable Business Leadership; Woraphot Thavornwan, General Manager of Lenovo Thailand and Rest of Indochina, as the CEO of the Year in Transformational Tech Leadership; and Natira Boonsri, Chief Executive Officer of Central Department Store Group, under Central Retail, as the CEO of the Year in Retail Transformation Excellence.

Natira Boonsri Chief Executive Officer of Central Department Store Group, under Central Retail

Natira Boonsri Chief Executive Officer of Central Department Store Group, under Central Retail

Keeping Thailand’s top retailer front, right and Central

Central Dept Store Group CEO Natira Boonsri creates iconic stores to give customers a world-class experience

Natira Boonsri, Chief Executive Officer of Central Department Store Group (CDG) under Central Retail, leads one of the most prominent department store groups in Thailand and Southeast Asia, overseeing the iconic Central and Robinson Department Stores.

With nearly 20 years of experience in the retail industry, Natira has successfully driven the transformation of several key retail spaces to meet modern consumer demands.

One of her most notable projects includes the complete transformation to elevate Central Chidlom which opened its doors in 1973 to become a truly iconic constant of Thailand’s luxury shopping destination, positioning it as “The Store of Bangkok”. This ambitious project reflects her visionary approach to retail and her ability to navigate the evolving market landscape.

Ms Natira’s journey in retail began after earning a bachelor’s degree in Economics from Boston College and an MBA from Harvard Business School. She started her career as a consultant at Boston Consulting Group (BCG) before joining Central Retail in 2005 as project development director.

By 2014, she had become president of Zen Department Store and senior vice president of Central Department Store, where she demonstrated her leadership skills by spearheading major renovations at CentralWorld and Central Ladprao. In 2018, she was appointed president of Central Department Store, and in 2021, she transitioned to Chief Commercial Officer of Central Retail Corporation Plc (CRC). She returned to CDG as CEO shortly thereafter.

Ms Natira, a third-generation member of the Chirathivat family, which owns and operates Central Group, is the eldest daughter of Boonbunlue and Ratana (Chirathivat) Norpanlob. She is married to Nathavud Boonsri and has two children, Napat and Narisa.

Among her accomplishments is the transformation of Zen Department Store into CENTRAL@centralwOrld, a key project that revitalised one of Bangkok’s busiest shopping districts. Ms Natira invested over 1 billion baht in this renovation, transforming the 50,000-square-metre space into a hub that integrates shopping, dining, and leisure experiences for customers. The move also introduced more than 3,000 brands, creating a blend of retail and lifestyle offerings. Ms Natira emphasised this transformation was not just about shopping — it was about enhancing the overall customer experience.

Under her leadership, CENTRAL@centralwOrld has become a model for integrating omni-channel strategies, allowing for a seamless, personalised shopping experience both online and offline. She plans to extend this model across an additional 20 out of 23 Central locations in five years.

Ms Natira’s commitment to retail transformation goes beyond physical renovations. Her focus is on understanding changing consumer preferences and driving innovation. She remains dedicated to enhancing the customer experience by offering new brands and services that align with modern lifestyles.

Ms Natira says every renovation is a team effort. It needs to work closely with marketing, communications, and brand teams to ensure the firm offers the best products and services for customers. Seeing customers happy and enjoying the new spaces is the greatest source of pride.

Beyond business, Ms Natira is committed to corporate social responsibility (CSR) and creating shared value (CSV). She is focused on not only driving profitability but also contributing to the environment and society. By placing customers at the heart of the business and leveraging innovation and development, she is ensuring Central Department Stores remain a leader in the retail industry. Through her leadership, Natira Boonsri is shaping the future of retail in Thailand, embodying a commitment to excellence and transformation.

Natira BoonsriChief Executive Officer ofCentral Department Store Group,under Central Retail

While it would be a challenge for OR to enter the healthcare and beauty business sector, the move is expected to generate revenue fir the company, Mr Disathat said.

While it would be a challenge for OR to enter the healthcare and beauty business sector, the move is expected to generate revenue fir the company, Mr Disathat said.

OR banking on diversification strategy

CEO Disathat Panyarachun oversees expansion from oil retail to healthcare and beauty products

The transformation of a business to ensure its survival in response to technological disruption requires a varied approach, according to Disathat Panyarachun.

The chief executive officer of PTT Oil and Retail Business Plc (OR) is not opposed to making changes within a business in response to disruption, but in his opinion such steps are often carried out when it’s already “a bit too late”.

Rather, Mr Disathat is a proponent of individuals trying to “disrupt themselves” first, before the emergence of any tech disruption. This approach has enabled him to prove that he has guided and directed OR on the right track, ensuring the company is able to further grow from the expansion of its non-oil businesses.

From developing electric vehicle (EV) charging facilities to selling healthcare and beauty products, OR’s business diversification has provided opportunities to fuel the company’s growth amid technological upheaval and the emergence of new societal and lifestyle trends.

Mr Disathat continues to get behind OR’s plan to roll out more EV charging stations at PTT petrol stations to serve EV motorists, a move that aligns with the global trend of promoting greater EV usage.

Like other oil retailers, OR saw the impact of increasing numbers of battery-powered vehicles on the country’s roads had on oil sales. This led the company to rapidly roll out charging services for EV motorists at its petrol stations. Indeed, it was one of the first to do so.

Mr Disathat says OR needs to rapidly become part of the EV ecosystem before electric-powered vehicles make an even bigger dent on the demand for oil in the future. Global demand for oil is expected to rise by 5% to a peak of 50 million barrels per day by 2032, with oil use per vehicle likely to fall sharply as EVs are expected to account for more than half of all auto sales by 2040, according to a report released in June 2024 by Goldman Sachs Research, a division of Goldman Sachs Group, a global investment banking, securities and wealth management firm.

The development of EV charging stations is part of OR’s “Beyond Fuel” concept, which also includes the company’s food and beverage business. This prioritises matching OR’s product and service offerings with the demands of consumers amid new societal and lifestyle trends.

OR has long been working towards realising the Beyond Fuel goal by embarking on non-oil ventures rather than remaining in the comfort zone by enjoying its long-established status as a major oil retailer, said Mr Disathat. “We don’t care what new energies there will be in the future. What we have to do is to maintain our leadership position as we do in the oil retail sector,” he said.

The company wants EV charging stations to provide another alternative service for motorists, which will also provide OR with a new business opportunity. OR earlier announced it plans to increase its investment in the battery charging business through its EV Station PluZ plan. The company expects to have 600 EV charging outlets nationwide within this year, up from 400 outlets as of July 2023. The longer-term aim is to raise the number of outlets to 7,000 by 2030.

Another non-oil business OR is keen on promoting is the sale of healthcare and beauty products, representing another aspect of the company’s shift away from its decades-long role as an oil retailer.

While visiting a petrol station, consumers can now experience a one-stop shop by selecting a tasty dish, sipping some refreshing coffee and purchasing from a range of alluring cosmetics and skincare products. Thailand is now the second largest healthcare and beauty market in Southeast Asia and OR is keen to tap into this significant business opportunity.

Through its subsidiary OR Health and Wellness, OR took the step of venturing into the health and beauty business by partnering with Sugi Holdings, a Japanese drugstore chain and nanotech platform operator.

OR plans to open up to 10 shops named “found & found” by year end to increase sales of these products. Mr Disathat said while it would be a challenge for OR to enter the healthcare and beauty business sector, which has a local market value estimated at 1 trillion baht, the step is expected to generate revenue for the company.

Disathat Panyarachun Chief Executive Officer of PTT Oiland Retail Business Public Company Limited (OR)

Woraphot ThavornwanGeneral Manager of Lenovo Thailand and Rest of Indochina

Woraphot ThavornwanGeneral Manager of Lenovo Thailand and Rest of Indochina

Ensuring Lenovo’s sustainable future

Woraphot Thavornwan, General Manager of Lenovo Thailand and Rest of Indochina, is on a mission to drive Thailand towards intelligent transformation

Lenovo Thailand, under the leadership of general manager Woraphot Thavornwan, has successfully transformed from a computer hardware-centric organisation to a comprehensive AI-powered services and solutions provider as the market matures, ensuring a sustainable future.

Thailand is one of the top markets for Lenovo in Asia-Pacific. Mr Woraphot’s mission is to drive Thailand towards intelligent transformation.

In 2020 he was appointed Lenovo’s director of the consumer business division in Thailand, where he played a crucial role in driving the consumer and retail business forward. After that, Mr Woraphot was promoted to general manager for Myanmar, Laos and Cambodia, overseeing diverse markets and demonstrating his adaptability.

In his current role, he has positioned Lenovo Thailand as the market leader in the computer segment, showcasing his ability to excel in a competitive environment.

Mr Woraphot said Lenovo has been a leading company in the PC industry for many years and has continued to hold the No.1 position globally. In the latest quarterly report by IT research house IDC, the company remains in the top position. “Over the past few years, we’ve transformed our organisation into three business groups. First is the Intelligent Device Group (IDG), which encompasses a range of products, including tablets, desktops, notebooks and workstations,” he said.

The second is the Infrastructure Solutions Group (ISG), which covers servers, storage, cloud solutions and security products, providing end-to-end solutions.

The third is the Solutions and Services Group (SSG), dedicated to delivering comprehensive, tailored solutions across various industries, including manufacturing, food and beverage, hospitality and finance.

“Our clear strategy and strong execution, as well as our persistent focus on innovation and operational excellence resulted in revenue improvement across all business groups in the recent quarter, with 47% of revenue coming from non-PC sources,” said Mr Woraphot.

Lenovo is implementing its One Lenovo strategy, where a single account executive or sales representative will be able to provide comprehensive end-to-end solutions — from edge to cloud to customers, which reduces working redundancies, he said.

This approach allows Lenovo to tailor its offerings to meet the specific needs of end-users across various industries in Thailand and the Indochina region. “We’ve invested time and resources in upskilling our sales team to ensure we retain the necessary skills to stay ahead of the curve,” said Mr Woraphot.

He said understanding this structural shift is crucial. The company has also leveraged artificial intelligence (AI) to enhance its organisational capabilities and help customers adapt to the changes. “The key is our ability to adjust our methodologies to deliver a seamless value chain, from our products, ranging from edge devices to cloud infrastructure equipment, ensuring fluency in serving our customers. I believe we’re on the right path and will win in the market,” said Mr Woraphot.

He said every success stems from a deep understanding of the customers. “Delivering smarter technology for all is not an easy task, but we’ve made significant investments in research and development — standing at US$476 million in the last fiscal year. Remarkably, one in every four employees is dedicated to R&D, with more than 18 locations delivering products across 180 markets,” said Mr Woraphot.

“Our success is largely due to our commitment to listening to the market. In the consumer segment, we offer a wide range of AI PCs and devices, while in the commercial sector, we provide a comprehensive suite of solutions — from edge to cloud, including client technology, networking and intelligent infrastructure.”

He said Lenovo is well-prepared to serve various markets with the right talent. In Thailand, for example, the company has a full range of training programmes to develop the workforce. This enables the company to respond to changes, serve customers and partners better, and ensure the best products from its R&D efforts reach end-users through business partners. “This holistic approach is how we achieve success in the market,” said Mr Woraphot.

“Listening is just as important as speaking; we need to empathise and put ourselves in others’ shoes. This requires flexibility and resilience to adapt to change. At Lenovo, we think globally but act locally, empowering our teams with diverse skills,” he said.

“Understanding timing and behavioural differences of different markets is crucial. We also need to empower our people and foster teamwork based on trust. When we delegate responsibilities, we do so collectively, supporting each other through challenges and celebrating successes together,” said Mr Woraphot.

This approach has led to high employee satisfaction in Thailand, resulting in the company’s recent recognition as a “Great Place to Work in 2024”, he said.

“Ultimately, our success stems from winning in the market, serving our customers and partners, and valuing our employees. At Lenovo, we believe that teamwork is essential, and we are prepared to win together,” said Mr Woraphot.

Woraphot ThavornwanGeneral Manager of Lenovo Thailandand Rest of Indochina

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MOH rolling out updated COVID-19 vaccines, closing joint testing and vaccination centres

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In: South-East Asia

SINGAPORE: The Ministry of Health (MOH) will be rolling out updated COVID-19 vaccines from Pfizer and Moderna and closing Singapore’s joint testing and vaccination centres (JTVCs).

The two vaccines are the updated JN.1 PfizerBioNTech/Comirnaty and JN.1 Moderna/Spikevax jabs. 

Both have been approved by the Health Sciences Authority, said MOH in a press release on Friday (Oct 25).

Updated vaccines were also approved by the United States Food and Drug Administration in August. 

The decision to administer the updated vaccines was based on the 2024-2025 recommendations of the Expert Committee for Immunisation (ECI), said MOH. 

“The updated COVID-19 vaccines provide a stronger immune response against current and emerging strains compared to previous versions of the vaccines, and therefore confer better protection against COVID-19,” the ministry said.

“The safety profiles of the updated vaccines are comparable to that of previous versions.” 

All vaccination locations offering the PfizerBioNTech/Comirnaty and Moderna/Spikevax vaccines will begin administering the updated JN.1 versions of the jabs from Oct 28.

For Singapore’s healthy general population, the severity of COVID-19 infections is low since most people in the country have “either taken the vaccine and/or been infected with COVID-19 and recovered safely”, said MOH. 

However, the ECI has recommended that individuals with an increased risk of severe COVID-19 receive both the initial, if they are unvaccinated, and additional doses of the vaccination. 

These include individuals aged 60 and above, medically vulnerable individuals aged six months and above as well as residents of aged care facilities. 

“Healthcare workers and persons living or working with medically vulnerable individuals are encouraged to consider receiving the vaccine,” said the Health Ministry. 

“Other individuals aged six months and above who wish to receive the COVID-19 vaccine can continue to do so.”

Unvaccinated individuals who are six months to four years old should receive two doses, eight weeks apart. If they are five and older, only one dose is recommended since most of Singapore’s population has some level of protection from past COVID-19 infections. 

Individuals who are six months old and above who are receiving an additional dose should receive it around one year or at least five months from their last vaccine dose.

COVID-19 vaccination is free for all eligible individuals under the National Vaccination Programme.

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