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Cricket Has A New King

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From the time he was a very young man, a fire has raged within Virat Kohli. An angry flame that licked at the surface and occasionally shot through in a violent burst. When word of his ability spread, so did word of his temper. In India, we have a word for it. Attitude. He’s got “attitude” they said, not in the admiring way we would now when we say “Wow, Kohli’s got a great attitude”. It was a destructive flame, some thought it would burn him.

There is still a fire within Virat Kohli. But it is a fire that drives him forward, fuels his aspirations. You can see it in his eyes, narrowed to slits and looking to infinity; you can see it in the cry for two when a ball travels into an open area and powers him back. It cannot go to his head anymore for there, it encounters ice. That is now a cold, calculating chamber, taking in data, setting off alarm points, deciding when a two is right and when the ball needs to go over cover. Or when the rare sweep needs to be pulled out.

Fire and Ice. Such a cliche. Like the name of a downmarket disco or the headline of a cheesy ad for bad liquor. But it defines Virat Kohli today.

The ice is a relatively recent acquisition. It wasn’t there when he was a young Under-19 team captain. And even as late as that dramatic series in Australia where he peeled off four centuries and played some breathtaking shots, he sometimes, and only sometimes, let the fire loose. Every ball then became a war to be won and the Aussies realised they could needle him and get him to play a rash shot. To his credit, he snapped out of that zone quickly.

On that tour, in the second innings at Adelaide, with India needing 364 to win on a last day track where 250 looked tough, he played the innings I will always remember him for. He made 141 and if there was any doubt about his temperament, it was dispelled.

It was also proof that he relishes tough situations. It is often the sign of a champion. It is also pretty rare. There are many bone china batsmen around, pretty and stylish but who crumble at the first sign of pressure. Kohli seems to become twice the player, buoyed up and ready to wade into battle. It is a quality we saw in Dhaka, in Kolkata and so dramatically in Mohali.

Some years ago Rahul Dravid, who had admitted to raising an eyebrow when the young man walked in to the RCB team back in 2008, said what struck him about young Kohli was that every time he met him, he seemed a better player than at the previous meeting. Dravid was right in his assessment, as he often is. Just under two years ago, Kohli encountered problems outside his off stump in England.

To play or not to play is a simple question that has befuddled many. If he played, he edged; if he left, it hit his stumps. Word spread. Even on a flat deck in Bangladesh, they bowled a fifth or sixth stump line to him so he would reach out.

Watch him now. The bat close to the body, the feet decisive. And his response to the outside-off line is to play one of the most thrilling cover drives in the game. In the last few weeks, I have lost count of the number of times I have gasped at the Kohli cover drive. Only a few days ago, on television we showed his scoring areas. The weak zone outside off had produced a strong zone through cover.

The flick through mid-wicket is still a favourite shot and it hasn’t had to give way to the scoop over fine leg or the upper cut or the switch hit; those modern shots that bamboozle bowlers and purists. In the modern game that could become as much a limitation as a qualification but he doesn’t need to worry about it yet. In fact, quite to the contrary, I believe he stays away from those shots for fear that it could become a habit; a go-to shot that infects his technique. For someone who is very much a man of his times, he is still a fairly old-fashioned, orthodox batsman.

That innings in Mohali, coming on the heels of two match-winning efforts against Pakistan, is Kohli’s version of Tendulkar’s sandstorm special in Sharjah in 1998. Deep down, it must tickle him enormously that the comparison is even sought to be made for there is a reverence in his voice when he talks of his idol. It has been said that when he wants to discuss technique and batting, he seeks an appointment with the man he talks about in such respectful tones.

He came across to talk to us on Star Sports after his amazing innings in Kolkata where we were hardly aware that another masterpiece was to surface so soon. He was very happy, he said, that his blood pressure hadn’t gone up in the run chase. It was a revealing statement. He wanted the fire to power him, not singe him.

The fire was doing its job, the ice was doing its job. That, in essence, was Mohali 2016.

tabla@sph.com.sg


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Singapore c.bank asks banks to provide details of 1MDB-linked dealings

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SINGAPORE/SYDNEY, April 1 – Singapore’s central
bank has asked financial institutions to provide details of any
transactions linked to Malaysian state investor 1Malaysia
Development Berhad (1MDB) as part of its probe into possible
money-laundering in the city…

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840,000 HDB households to receive GST U-Save vouchers in April

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Eligible Singaporean households will each receive a GST Voucher-Utilities-Save rebate of up to S$65, depending on their flat type, says the Ministry of Finance.

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Touch Of Singapore In India's Sports History

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On March 23, the chairman of the Institute of South Asian Studies (ISAS) Gopinath Pillai and CEO of Sports Hub Singapore Manu Sawhney launched a book titled Nation At Play: A History Of Sport In India.

The book, authored by senior research fellow at ISAS Ronojoy Sen and published by Columbia University Press, was launched at the Singapore Cricket Club. The book launch was followed by a panel discussion involving head of department at the National University of Singapore’s South Asian Studies programme Professor Vineeta Sinha, senior correspondent of The Straits Times Rohit Brijnath, Mr Sawhney and the author.

In his opening remarks Mr Pillai spoke about the need for chronicling the history of sport in Singapore. He also raised India’s lack of success in international sports events and its contrast with China.

Mr Sawhney, the former managing director of ESPN STAR Sports, spoke about how television broadcasting had revolutionised cricket in India.

He also noted that the success of tournaments like cricket’s Indian Premier League (IPL) has had an effect on other sports. He singled out kabaddi, a traditional Indian sport, which now has its own IPL-style tournament that is watched by millions.

Mr Sen, in the introduction to his book, dwelt on two sportspersons, mentioned in it, who have relevance to Singapore. The first was a hockey player called Sadhu Singh. When the Indian hockey team was in Singapore on its way to Los Angeles for the 1932 Olympic Games, they were asked to consider including Sadhu Singh, a Malayan-born Sikh, in the team.

There was a precedent since Lall Singh, an Indian born in Malaya had been selected to play for India in its first cricket Test match in 1932 against England. Lall Singh, however, had been sponsored by a Kuala Lumpur businessman to participate in the trials in Calcutta. He went on to play in the only Test of the series at Lord’s in London.

Sadhu Singh did not have such luck and he was not included in the Indian squad. However, as a token gesture he played for the Indians when they played against an All-Malaya team.

The other sportsperson in the book, with a connection to Singapore was the famous Dara Singh, who in the 1950s was known as the Champion of Malaya. His bouts in the Happy World venue in Singapore found regular mention in the Singapore Free Press newspaper.

Dara would go on to become, in the words of a commentator, the “first Indian superhero”, whose bouts were watched regularly by crowds in excess of 50,000 in India.

Later Dara would also act in Bollywood films becoming one of the first to bring the sporting and film industry together in India, which is now fairly commonplace.

The panel discussion focused on several topics, including the place of women in sport, India-Pakistan sporting contests and the role of the Indian state in promoting sports.


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Bringing Fresh Content To Small Screens

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One was in Singapore, the other in Mumbai but brothers Sudhanshu and Saurabh Tewari were facing the same dilemma – their careers had reached a plateau, they were no longer excited about their corporate jobs and they wanted to strike out on their own.

Mr Sudhanshu, 34, came to Singapore from Lucknow in 2000 to do a degree in computer engineering at the National University of Singapore (NUS). He then worked as a technology programme manager at Credit Suisse before moving to JP Morgan, retaining the same position.

His elder brother Mr Saurabh, 40, who has a bachelor of arts from Lucknow University, has worked with a variety of TV channels in Mumbai, including Zee TV and Colors. As associate vice-president and head of content for fiction programming, he played a key role in the launch of the channel Colors and was involved in creating the full line-up of fiction shows for it.

Since they were not keen on continuing with their jobs, the brothers decided to start a company focusing on television, where Mr Saurabh’s expertise lies. Said Mr Sudhanshu, who is now a Singapore citizen: “I wanted to explore something other than the banking technology sector because I was getting bored with it. Furthermore, we saw room for improvement in television. There are many similar shows focusing on family melodrama catering to the female audience. We wanted to introduce new content.” He also roped in Mr Deepak Gurnani, 55, who he met through a mutual friend at NUS, for the start-up.

In 2014, Mr Sudhanshu, who is married with a 2½-year-old daughter, set up Tequila Shot Entertainment (TSE) in Singapore while his brother started Parin Multimedia in Mumbai at the same time. Mr Saurabh is in charge of the drama content shot and produced at Parin Multimedia, while Mr Sudhanshu and Mr Gurnani helm operations at TSE and raise funds for the start-up’s productions.

Mr Saurabh leads a team of 10 employees in the operations, finance and creative departments in Mumbai. Every alternate month, Mr Sudhanshu and Mr Gurnani take turns to fly to Mumbai to keep track of the finances and discuss the progress of dramas with Mr Saurabh and the team. For every drama, the team hires about 150 people in roles such as creative artists, directors, actors and production staff.

Their first drama Rangrasiya was aired on Colors in January to November 2014 and their second drama Phir Bhi Na Maane… Badtameez Dil was shown on Star Plus from July to December last year.

But it wasn’t a smooth ride for them initially as investors were apprehensive. “We were starting a company, so creating the credibility to raise funding here was a challenge,” shared Mr Sudhanshu.

Still, they have managed to overcome that, raising close to $1 million from investors in Singapore for the first two dramas. They’re expecting about $500,000 to $800,000 in funding for their upcoming productions this year.

The start-up’s most recent production is a web drama series that was launched on March 29 on a platform called Voot by Viacom 18 Digital Ventures. The platform enables viewers to watch the drama via the Internet on their smart gadgets, without requiring them to subscribe to a traditional cable or satellite pay-TV service.

The drama titled Chinese Bhasad is an Indian-Chinese love story shot in Lucknow and Mumbai. It will be aired on Voot around the first week of this month. Initially, the team wanted to hire a Chinese actress from Singapore to play the lead female character but they managed to find one in Mumbai who has had roles in dramas in India. The Chinese character’s family members are also played by Chinese actors from India.

Now, the start-up is facing another challenge, said Mr Sudhanshu, and that is “transitioning from TV to digital content on-the-go where people can easily access web dramas from their smart gadgets while waiting for the bus or train”.

He added: “We want to offer drama content for viewers on the go. We shouldn’t just be known as a TV show producer. If Netflix is coming to India and is looking for original Indian content, it should look for us.”

Currently there are many online channels in India such as TVF and AIB, which focus on making dramas on-the-go for audiences. But Mr Sudhanshu shared that their content is targeted at the 20 to 30-year-old age group. “The shows might not cater to someone who lives in rural India. So there’s a huge demand to cater to a different audience. We want to get onto online channels and produce shows that will appeal to a person living in a small town – something different and unique.”

What’s next Aside from breaking into that market, the team is also continually working on their next TV drama, which will start shooting in mid-April. It revolves around a girl who thinks she can solve problems by cooking. It will be launched in June and aired on one of the global Indian channels.

The start-up earns its revenue through each TV contract with the channels that air its dramas.

Mr Sudhanshu feels that seeing the content come alive on the TV screen is the most rewarding experience. “From thinking of the idea, getting the show approved, delivering it and then seeing it on the TV screen – it’s a big achievement.”

The team plans to scale new heights and produce content for the silver screen next year, releasing one Hindi film each year. It also plans to set up an acting school in the near future. This will not exclusively be for actors with Parin Multimedia but also for other production houses in India. “In five to 10 years, we see ourselves as a premium content-making production house,” said Mr Sudhanshu.

amritak@sph.com.sg


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New measures riding on SkillsFuture credits to be introduced

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New programmes to help workers and employers make better use of the SkillsFuture credit scheme will be announced this month, said labour chief Chan Chun Sing.

They will cover two areas.

One involves working with academia to introduce courses for bosses of small and medium-sized enterprises (SMEs) as well as professionals, managers and executives (PMEs).

The other will have the National Trades Union Congress (NTUC) stepping in to help employers boost their human resource capabilities.

Mr Chan, NTUC’s secretary-general, disclosed this yesterday at a dinner to recognise 25 progressive SMEs, but he did not give details.

He also urged companies not to look at the Budget in isolation.

The new measures in it are a continuation of efforts started several years ago to retrain workers and help companies restructure, said Mr Chan, who is also Minister in the Prime Minister’s Office.

The SkillsFuture scheme was also raised with the Government feedback unit Reach.

Reach said on Wednesday that some people wanted greater clarity on the scheme’s purpose.

They felt the recreational courses on the list of eligible courses would not help workers gain skills relevant for the future economy.

Getting workers ready for the future was also a main issue at a closed-door Budget dialogue held by the People’s Action Party Seniors Group on Wednesday.

It wants the Government to do more to help older Singaporeans get jobs and remain employable, its statement said yesterday.

Participants raised concerns about prejudice against older workers and the plight of middle-aged PMEs who are laid off.

It suggested, among other things, making it mandatory for employers to extend the re-employment age from 65 to 67, and that companies redesign jobs to make them more suitable for elderly employees.

Some practices make it hard for older workers to take on a job, the group said. One example is the security industry, with workers having to do 12-hour shifts, six days a week. Such conditions are too onerous for the elderly, they added.

Participants also urged the Government to do more to help PMEs acquire new skills. Skills mismatch, they said, is a major issue for middle-aged PMEs who cannot find jobs after they are retrenched.

This group will be hit the hardest with layoffs rising, they added.

At three separate Budget dialogues last night, issues discussed included job security and help for the lower-income group.

The new Silver Support scheme, which will give quarterly payouts from July 1 to the elderly poor, was discussed at a dialogue attended by 200 Indian grassroots leaders.

Sales director Giriesh Gopal Krishnan, 28, asked whether payouts can be made more frequently.

Minister of State for Education, and Communications and Information Janil Puthucheary, who chaired the meeting, said the scheme is just one of several programmes to help those in need.

“The different pieces mean that different people get different things because there are different needs,” he added.

Separately, Senior Minister of State (Defence and Foreign Affairs) Mohamad Maliki Osman said housewives at the dialogue he chaired were glad they qualified for Silver Support.

They saw it as the Government acknowledging their work in raising a family, he told reporters after the meeting with residents of East Coast GRC and Fengshan.

There were queries over the First Step grant that gives $3,000 to a child’s Child Development Account without requiring parents to first deposit a matching amount.

At the Reach Facebook session, several people asked why the grant is only for babies born on or after March 24 this year. They wanted it to be backdated to Jan 1.

Pasir Ris-Punggol GRC MP Sun Xueling said: “As I understand it, policies have to start on a specific date and this typically starts from when the announcement is made.”

tohyc@sph.com.sg

ziliang@sph.com.sg


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Paving The Way For Singapore's Future

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Professor Vijay Govindarajan is one of five Indians featured in a ranking of the world’s top 50 management thinkers. He speaks to tabla! about reverse innovation, his grandfather’s influence and his forthcoming book

His books have made it to the New York Times’ and Wall Street Journal’s bestseller lists. Well known for his work in the areas of strategy and innovation, Professor Vijay Govindarajan was the First Professor in Residence and chief innovation consultant at General Electric.

He is also a Coxe Distinguished Professor at Tuck at Dartmouth and a Marvin Bower Fellow at Harvard Business School. He has been featured on the Thinkers 50 ranking in 2011, 2013 and 2015.

In this interview, he shares with tabla! his insights on “innovating in a poor country like India and selling those products in a rich country like the US”, and a strategy for leading innovation where the company has to manage the present, while inventing the future.

He says: “Creating a successful future for Singapore is not about what you have to do in the future. It is about what you have to do today. For the Singapore Government, too, the future is now.”

In your blog post you mentioned that your grandfather had a great influence on you. Tell us how he influenced you in your younger years and continues to inspire you.

My grandfather literally spent millions of hours educating me. For him, I was a project! I remember every day coming home from school, the first question he’d ask: “VG, What did you get in Math test today?” If I got 100 out of 100, I was OK. Otherwise, he’d make me do more work! He had such tremendous ambition for me, I couldn’t let him down.

I never once heard my grandfather say: “You’ve done a great job.” For him, I can always do better and I need to set my sights higher. I never minded my grandfather’s discipline since I knew he was always acting in my best interest. He’d make me work even during summer holidays on the coursework for the next academic year. He used to jokingly say: “I am an old man and may pass away. I want to give you at least 12 months advantage!”

The enduring legacy of my grandfather is that I should always set the bar higher and go for the moon. I feel his spirit is with me even now. He keeps me going.

You were the First Professor in Residence and chief innovation consultant at General Electric (GE). Share with us GE’s experience in bringing the cost of an ECG machine (from US$3,000 to US$10,000) all the way down to US$500 by innovating specially for India in India. I believe they even developed a low-cost model for the US based on the Indian model.

Historically, multinationals innovated in a rich country like the US and sold those products in a poor country like India. Reverse innovation is about doing exactly the opposite. It is about innovating in a poor country like India and selling those products in a rich country like the US. When you think about it, this is a counterintuitive idea. Why? Because it is perfectly logical to see why a poor man would want a rich man’s product. But it is not that logical to see why a rich man would want a poor man’s product. That is the essence of reverse innovation. It has the potential to create huge growth for multinationals as well as local companies in the future.

Take the case of GE Healthcare’s high-end ECG machine that they innovated for the US customer. It costs about US$20,000 (S$26,967), weighs 500lb (226.8kg) works on home electricity, and is a sophisticated machine that only trained doctors can operate. In India, GE does sell this high-end machine to the top 10 per cent of the economic pyramid. After all there will be rich folks in poor countries, just like the way there will be poor folks in rich countries.

But what about the remaining 90 per cent of Indians? There are many reasons as to why the 90 per cent of Indians are non-consumers of the US$20,000 ECG machine. The first and the most obvious reason is affordability. Second, there are no hospitals in rural India with sophisticated imaging centres. That means, patients can’t go to hospitals but the hospitals have to come to the patients. It is difficult to take the 500lb machine door-to-door. Besides there is no reliable source of electricity to operate the US$20,000 ECG machine in rural India.

Book cover: The Three Box Solution: A Strategy For Leading Innovation by Vijay Govindarajan.

Finally, trained doctors are absent in rural India. However, the 90 per cent of non-consumers in India also suffer from heart attacks. That is my point. Non-consumers have exactly the same problem as consumers. If you can do breakthrough innovation, you can convert non-consumers into consumers. The bonus is that those highly-affordable products can transform the lives of consumers. That is the reverse innovation opportunity.

In 2008, GE Healthcare India innovated a US$100 ECG machine – highly affordable, extremely lightweight (can be carried in a backpack), battery-operated, and extremely simple to use. GE has converted a whole lot of non-consumers into consumers with this US$100 ECG machine. Here is the real payoff: The US$100 ECG machine is sold in over 100 countries including the US where it generates exciting new growth for GE.

Why? Imagine there is an accident on a highway in the US. You can’t put a piece of equipment the size of a US$20,000 ECG machine inside an ambulance. But you can put the US$100 ECG machine in the ambulance. This is an example of reverse innovation: The innovation is first adopted in a poor country, then it transforms the lives of people in rich countries.

Tell us about your forthcoming book The Three Box Solution. At first glance, the idea proposed in it – simultaneously manage the present, let go of the past and invent the future – sounds like Indian Trimurthi rearranged with Vishnu in the beginning. (Vishnu, the Preserver, Siva, the Destroyer, and Brahma, the Creator). Is it applicable to societies? How should city states like Singapore manage such competing demands?

I have been working with the Three Box Framework for strategy and innovation with CEOs and senior executives for the past 35 years. But I have never really written a book about it. Finally I decided to write the book on three boxes. The book is almost like the Star Wars prequel, go back to where it all started. Harvard Business Review Press will publish the book The Three Box Solution: A Strategy For Leading Innovation next month. The book describes how to meet the performance requirements of the current business – one that is still thriving – while dramatically reinventing it (two fundamentally different management challenges that are hard to do simultaneously). You can get more details on the book from the book website (www.3boxsolution.com) or watch the book trailer on YouTube.

For more than 35 years I have taught, written, and consulted about the challenges of building a sustainable business by establishing disciplines that enable a continuously revitalised future. I have learned that the main impediment to achieving such a future is that the demands of the present core business often become all-consuming. The work of the present thus drains energy, organisational attention and investment away from the kinds of nonlinear innovation that fuel new business opportunities. This is a common ailment that greatly endangers many, if not most, enterprises.

Over these three-plus decades, I have studied numerous strategy failures and a smaller number of inspiring recoveries and outright successes. From my observations, I have distilled a framework that shows how businesses – and their people – can take concerted action in three time horizons at once: Executing the present core business at peak efficiency (Box 1); avoiding the inhibiting traps of past success (Box 2); and building a future, day by day, through a process of strategic innovation (Box 3).

I have written about my framework in the book The Three Box Solution. In it, I describe how foresightful, disciplined businesses have mastered each of the Three Boxes and built a balanced portfolio of solutions that answer the challenges of ongoing self-renewal. The fundamental principle of The Three Box Solution is that the future is now. The future is not about what you have to do in the future. The reason this is hard is that today, you have two jobs to do. One job is in Box 1 and the other is in Box2/3 inventing the future. Yet, there are inherent conflicts between the two. This is the central leadership challenge that the book addresses.

The notion of preservation-destruction-recreation as a continuous process originates from the Hindu scriptures. The Three Box Solution parallels what Hindu scriptures recognised almost 3,500 years ago – the three Hindu gods. Lord Vishnu is the God of Preservation (Box 1, Manage the Present). Lord Shiva is the God of Destruction (Box 2, Destroy the Past), and Lord Brahma is the God of Creation (Box 3, Create the Future).

It can just easily apply to the Government of Singapore as it can apply to a corporation. The prime minister has to have projects in the year 2016 across the Three Boxes. Creating a successful future for Singapore is not about what you have to do in the future. It is about what you have to do today. For the Singapore Government too, the future is now.

In fact, the Three Box Solution can be applied at the individual level to drive personal strategy. I use the Three Box Framework to guide my own life.

S.N. Venkat is a senior associate director at Singapore Management University


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Strengthen inter-faith understanding at people-level, says Yaacob

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Understanding and getting to know one another is how Muslims and non-Muslims can live in harmony, Minister-in-charge of Muslim Affairs Yaacob Ibrahim said yesterday.

“We need to strengthen the inter-faith understanding, not just at the leadership level, but right down to the common folks,” he told reporters after a closed-door dialogue with 25 religious teachers, or asatizahs.

The dialogue, held at the Islamic Religious Council (Muis) Academy, was part of a programme for the group, who have just completed their Advanced Asatizah Executive Development Programme.

Dr Yaacob said religious teachers have a role in ensuring that younger generations of Muslims understand the social context of Singapore and how they can live together “side by side in harmony” with non-Muslims.

One way of ensuring this harmony, he suggested, was to keep young Muslims curious about various non-Muslim groups.

He also noted that religious teachers can contribute by helping to formulate policies that can move “both nation and community forward”.

Dr Yaacob’s comments came after Law and Home Affairs Minister K. Shanmugam warned that non-Muslims could start developing negative attitudes towards Muslims as a recent string of terror attacks threatens to fray the trust among communities here.

Dialogue participant Liyana Musfirah Anwar, 23, who designs curriculum for Islamic school Safinah Holdings, has heard about students being harassed and called names for being Muslim.

In those instances, she advised her students to “be the bigger person”, and show by example what Islam is about, and told them that the negativity will stop.

Another participant, Mr Muhammad Zahid Zain, 32, head of the charity Bapa Relief, was concerned about the role of younger religious teachers. “Nowadays, the challenges are real, the questions are getting more intellectual,” he said.

“People read more, and they ask for clarifications. It’s a healthy thing to be challenged, so we can live up to the needs of the society.”

Ms Hanna Taufiq Siraj, head of the Muis Academy, said there are programmes to develop religious teachers into inter-faith leaders.

Dr Yaacob also noted that there are inter-faith programmes in place.

She also said madrasahs, or Islamic religious schools, are becoming more open. “There is collaboration between madrasahs and secular schools initiated by religious teachers who understand the need for integration,” she said.

jalmsab@sph.com.sg


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Priority queues for platforms and lifts in all MRT stations

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In a first here, priority queues will be rolled out at the platform screen doors and passenger lifts of all MRT stations.

The initiative, aimed at encouraging gracious behaviour among commuters, will cater to wheelchair users, pregnant women, the elderly and parents with strollers – by allowing them to board the train or enter the lift first.

Announcing this yesterday, the Land Transport Authority (LTA) said the priority queues will be implemented at six stations first, with feedback gathered from commuters over the next two months.

Based on this, LTA said it may modify the design of the priority queue stickers before calling a tender to roll out the programme across the MRT and LRT network.

LTA chief executive Chew Men Leong said: “As Singapore becomes more car-lite, it is important that we have initiatives in place to make public transportation user-friendly for commuters with various needs.”

The pilot stations are the North-South Line’s Novena station; the North-East Line’s Chinatown, Outram Park and Sengkang stations; the East-West Line’s Outram Park station; and the Circle Line’s Kent Ridge station.

They were chosen for their proximity to hospitals and high usage by seniors, the LTA said.

The programme builds on an earlier scheme by SMRT, which put in priority queues at its MRT station lift entrances starting from 2014.

Almost all the more than 250 trains running across the entire MRT network have spaces allocated for wheelchairs, and the location of priority queues at the platforms will correspond to these spaces – allowing commuters with such needs to reach them easily once they get on board.

An LTA spokesman said 19 older trains are being refurbished to provide for these wheelchair-designated spaces.

Where possible, priority queues at the platforms will also be closer to the lifts and away from the escalators where passenger traffic is heaviest, the LTA said.

These priority queues will complement the existing queue markings at the platform, which are meant to let passengers on the train alight first.

Dr William Wan, general secretary of the Singapore Kindness Movement, said the signs are just a reminder, and it is up to Singaporeans to “own” them.

“Signs create the norms, but people have to act according to them. Sometimes, people also have to speak up and remind others who are not gracious,” he said.

Commuter Alan Santhana, 41, a general manager, said: “The priority stickers help to define a system where people give way. But more station ambassadors can also be deployed to help those with the need too.”

adrianl@sph.com.sg


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Private home prices continue to slide, down 0.7% in Q1

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The private residential property index fell to 140.6 points in the first quarter, down 1 point from the previous quarter, according to flash estimates released by the Urban Redevelopment Authority.

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