Winners at SC Awards 2008

Market Capitalisation of $500m or more

Mr Ho Kwon Ping

Banyan Tree Holdings Ltd

Market Capitalisation of less than $500m

Mr Tay Liam Wee

Sincere Watch Ltd

Objectives

To recognise CEOs who have led an organisation to scale new heights in its respective industry segment
The winners of the Award are able to envision newer and better ways of doing business as well as enthuse and inspire employees to achieve excellence beyond their dreams in the products and services they provide. They are passionate in building a compelling Asian brand in the region and globally. Their goal is to drive the growth of not just their respective business but also the industry

Categories of Awards

Awards will be presented for the following categories of companies:

Main Board or Catalist listed companies with market capitalisation of S$500 million and above
Main Board or Catalist listed companies with market capitalisation below S$500 million

Nomination and Award Study Process

Invitations will be sent to all listed companies and calls for nomination will be extended to others. A Judging Panel will then review, evaluate, interview and assess the nominations and decide on the winners.

Criteria

As nominees may come from any industry segment, which states of the market as well as measuring yardsticks differ, the criteria for evaluation will focus more on qualitative and behavioral traits. Specifically, the CEO of the Year nominees will be evaluated by competencies listed below.

Performance Orientation
The CEO must have delivered best in class performance, evidenced by having broken new ground in the way business is done with a view to radically improving delivery. Large-scale improvement of results is achieved by substantial changes to the operating process of the company, such as implementing world-class standards. In some instances, it is not just about improving the business, but transforming it or creating a new standard.

Vision and Strategic Capability
The CEO has the ability to look into the future and seeing things that are invisible to others. Based on the vision, the CEO must be able to develop high impact corporate strategy by integrating market, competition, trends and other factors to create significant impacts on the whole corporation.

Leadership
Perhaps even before coming up with a vision or strategy, the great CEOs always put the right people in place. We will look for the ability and track record of having built and sustained a high-performance team, whose members are encouraged to identify initiatives beyond original mandate and act as thought partners. The exceptional CEO can inspire his/her teams across geographical boundaries and build a high-performance team culture.

Collaboration and Partnering
The CEO must be able to build long-term profitable partnership both internally and externally. He/she does this with a broad base of different parties, exemplified by openness, sharing of information and joint responsibility for taking action. In some instances, the CEO overcomes significant cultural, historical or industry barriers to create teamwork amongst groups that are actively in opposition, leading to groundbreaking business practices.

Change Management
The CEO is able to build group momentum for change or embed culture of change. He/she introduces high-impact actions such as redesigning organisation structures, processes, systems to drive and reinforce the desired change. At the higher level of this competency, the CEO creates a culture of relentless renewal that ensures the organisation remains at the forefront.

Talent Management
The CEO is the key driver of talent management. He/she is systematic about building team capability, in terms of understanding the capabilities of all team members, assessing them rigorously, and setting customized goals to get them there as well as systematic approaches to retention and development. He/she institutionalizes and cascades Talent Management mindset through the entire organisation.

Corporate Governance
The CEO is passionate in ensuring good corporate governance. He/she constantly finds ways to enhance relationship between the board and the management. We will look at how the CEO works with the board to improve the effectiveness of he board and how he acts as a true advocate of best-in-class board practice.