Singapore at 50 - 50 Sikhs And Their Contributions

Singapore At
Sikhs And Their
Contributions

In Celebration of
Singapore’s 50th Birthday
SINGAPORE AT 50 –
50 SIKHS AND THEIR CONTRIBUTIONS
was officially launched by
Mr Lee Hsien Loong
Prime Minister
Republic of Singapore
on 28 November 2015

PUBLISHER
Young Sikh Association (Singapore)
EDITORS
Mr Malminderjit Singh
President
Young Sikh Association (Singapore)
Mr Sarabjeet Singh
Vice President (Corporate Relations)
Young Sikh Association (Singapore)
Ms Harsimar Kaur
Committee Member (Corporate Communications)
Young Sikh Association (Singapore)
Mr Hernaikh Singh
Associate Director
South Asia and Southeast Asia
International Office
Singapore Management University
SECRETARIAT TEAM
Ms Sheena Gill
Secretary
Young Sikh Association (Singapore)
Ms Sukvinderpal Kaur
Assistant Secretary
Young Sikh Association (Singapore)
RESEARCH AND CONTRIBUTIONS
Mr Angad Singh, Ms Dilshaad Kaur Lonj, Mr Gurpal Singh, Ms Harkirat Kaur, Mr Pavandeep Singh Dhaliwal, Ms Ramandeep Kaur,
Mr Rashminder Singh Chohan, Mr Ravinderpal Singh, Ms Ravinjeet Kaur Khosa, Ms Roopinder Kaur, Ms Sharanjeet Kaur Dhaliwal,
Ms Shinderjeet Kaur Masson and Ms Tarandip Kaur
PHOTOGRAPHY
Mr Angad Singh, Mr Baldev Singh, Mr Manoaj Mohan and Mr Navin Chandra
DESIGN CONSULTANT AND PRINTER
Khalsa Printers Pte Ltd
First Published in November 2015 by Young Sikh Association (Singapore), c/o Sikh Centre, 8 Jalan Bukit Merah, Singapore 169543
SINGAPORE AT 50
50 SIKHS AND THEIR CONTRIBUTIONS
All rights reserved. No part of this publication may be reproduced, stored in a retrieval system or transmitted in any form or by any means,
electronic or mechanical, including photocopying, recording or otherwise, without the prior permission in writing from Young Sikh Association
(Singapore).
For enquiries and requests, please contact Ms Harsimar Kaur at simar28@hotmail.com.
Printed and bound in Singapore.

Contents
5
Preface
7 Message from Mr Lee Hsien Loong
Prime Minister, Republic of Singapore
8 Message from Professor Tan Tai Yong
Chairman, Panel of Reviewers,
Executive Vice President (Academic Affairs), Yale-NUS College, and
Former Nominated Member of Parliament, Singapore
9 Message from Mr Malminderjit Singh
President, Young Sikh Association (Singapore)
10 Panel of Reviewers
13 The Sikhs in Singapore
The 50 Sikhs
18 Ajit Singh
22 Amarjit Kaur
26 Avtar Singh
30 Balbeer Singh Mangat
34 Balbir Singh
38 Berinderjeet Kaur
42 Bhajan Singh
46 Bhopinder Singh
50 Bilveer Singh
54 Choor Singh
58 Daljeet Singh
62 Davinder Singh
66 Gurcharan Singh Sekhon
70 Gurcharanjit Singh
74 Gurdip Singh Usma
78 Gurinder Singh Shahi

82 Harbans Singh
86 Harbhajan Singh
90 Harbhajan Singh Loomba
94 Harjeet Singh
98 Harnek Singh
102 Harpajan Singh Dhillon
106 Hernaikh Singh
110 Inderjit Singh
114 Jagjit Singh
118 Jagjit Singh Sekhon
122 Jagrup Singh
126 Jarmal Singh
130 Jaswant Singh Gill
134 Jeswant Singh Bandal
138 Kanwaljit Soin
142 Karan Singh Thakral
146 Kartar Singh Dalamnangal
150 Kartar Singh Thakral
154 Kernial Singh Sandhu
158 Kirpal Singh
162 Mancharan Singh Gill
166 Manmohan Singh
170 Mehervan Singh
174 Pakir Singh
178 Param Ajeet Singh Bal
182 Ravinder Singh
186 Sarbjit Singh
190 Sarjit Singh
194 Sarjit Singh
198 Sarvindar Singh Chopra
202 Satwant Singh
206 Sukhvinder Singh Chopra
210 Surjan Singh
214 Vear Singh Gill
218 Young Sikh Association (Singapore)
220 In Appreciation

Preface
S
ingapore’s leaders have often and aptly described the Sikh community as one that punches well
above its weight. Although a minority community, the Sikhs in Singapore have been integral to
the island state’s development and progress through representation and significant contributions
in many sectors. This coffee-table book highlights 50 Sikhs who have contributed to Singapore at
the national level or to nation-building. While it recognises and celebrates their contributions, it
is also a testament to the values and ethos of a society. It will not be lost on a reader that, only in
the meritocratic and pluralistic environment into which Singapore has developed, was it possible
for these individuals to be able and want to contribute to the nation. In this way, this book also
celebrates a defining aspect of the Singapore story in this momentous year that marks our 50th
independence.
The task at hand – to arrive at 50 Sikhs from the more than 250 nominations submitted by
members of the public and mainly from within the community – quite expectedly entailed a
year-long effort on the part of several groups of individuals. This included an independent Panel
of Reviewers to assess nominations and make the final decision on the 50 Sikhs to be featured;
an extensive team of researchers whose work is presented in the following pages and which
truly brings to life the stories of the selected individuals; and a secretariat team comprising
representatives of Young Sikh Association Singapore (Singapore) [YSA] that coordinated all
efforts to bring this project to fruition. The community as a whole reflected and felt it timely to
undertake a project to showcase the contributions of Sikhs in Singapore. It was a delight for the
YSA team and served as an added impetus to embark on the project when it received national
endorsement and funding through the SG50 Celebrations Fund – the first and only initiative from
the Sikh community to receive such support from the SG50 Committee.
An independent Panel of Reviewers was convened, given the imperative of ensuring objectivity
and adding professionalism to the process of assessing all nominations received. Additionally,
members on the panel were chosen on the basis that they represented different segments of
Singapore society and had knowledge, familiarity and understanding of the Sikh community.
The critical role and importance of the panel cannot be overstated as the numerous nominations
received included Sikhs who are represented in business, academia, politics, media, arts and
culture, uniformed groups, government and non-government organisations, civil society and
sports, among others. Nominations were also received from Singapore Sikhs living overseas.
5

In total, readers will appreciate that the panel spent
more than six months deliberating each and every
nomination. This also alludes to the careful and thorough
selection process based on an agreed selection criteria
proposed by the YSA Secretariat for the purposes of fair
consideration.
The panel agreed on the three selection criteria for
nominations in order to judiciously determine the 50
Sikhs to be featured in this book. First, these Sikhs’
contributions have made an impact at the national-level
or to nation-building. Second, they have contributed in
this regard for at least five years. Third and finally, since it
marks 50 years of Singapore's independence, the focus
will be on the contributions of Sikhs in the post-1965 era.
These criteria put into context the level of contributions
made by all the nominees considered as well as the
impact of their contributions on the national landscape.
The most utility from such an exercise in retrospection is
intended for and derived by posterity. For this reason, the
YSA Secretariat consciously and deliberately decided to
engage youth as researchers for the project. The research
team consists of a diverse mix of Sikh undergraduates
and young working adults. It was especially heartening
that these young researchers readily came forward to
contribute to the project, fully realising the challenges
of research and the expectations of academic rigour
in the work they were expected to produce. Each of
them, in turn, hopefully, found the experience extremely
rewarding as they went on several journeys down
memory lane. The researchers conducted interviews
with the selected nominees, or arranged for meetings
with family and friends of nominees who are deceased
to gain as much information as possible on their lives.
In addition to referring to archival materials, personal
meetings and interactions with as many of the 50
Sikhs as possible were sought in order to glean insights
that are more nuanced, making the accounts of their
lives captured here more real, authentic and personal.
On the note of stylistic (re)presentation in this collection
of profiles of the 50 Sikhs, the researchers were given
considerable autonomy to construct these profiles in
the form of ‘narrative histories’. A typical chronology of
events would belie and obscure emotions, critical events
and even turning points in their lives – it would not be a
true reflection of their contributions and achievements.
The researchers’ diverse backgrounds are also reflected
in their respective approaches and styles adopted in
writing each of the profiles of the 50 Sikhs. As such,
readers can expect an eclectic mix of narratives that
capture the stories of these 50 Sikhs in interesting and
unique ways. These are also accompanied by citations
for each of these 50 Sikhs from individuals they have
worked closely or interacted with and, in all cases, from
Singaporeans who are non-Sikhs. In its totality, this book
will also bring to bear that many of the 50 Sikhs had
humble beginnings and for the most part, very ordinary
life experiences. In fact, their personal profiles reveal
experiences that are common to an entire generation of
post-independence Singaporeans. What makes these 50
Sikhs extraordinary are some common threads in each
of their life stories – tremendous resolve in the face
of adversity, the tenacity and drive to succeed and the
earnest desire to make contributions to the nation and
community.
Finally, it is hoped that this book will be a useful record
of the role the Sikhs, as a community, have played in
nation-building. In showcasing the Sikh community’s
involvement in Singapore’s nation-building, an aim is
also to further enhance bonds between the Sikhs and
the rest of Singapore. Such documentation is necessary
so that current and future generations of Singaporeans,
not just Sikhs, continue to be inspired and play their part
at the wider level. We hope that the stories of these
50 Sikhs will serve to further strengthen Singapore’s
social fabric by underscoring the important roles each
community has, to ensure the continued success and
progress of our nation.
6

Message
The year 2015 is a special one for Singapore. We celebrate 50 years of
independence and achievements as one united people. Our society comprises
many races and religions. Multi-racialism and meritocracy are key principles
that underpin Singapore and have enabled us to build a strong nation.
Every ethnic group in Singapore has progressed with the nation, including
the Sikhs. Because the Sikh numbers are small, they have particularly benefitted from our multiracialism
and meritocracy. Sikhs have distinguished themselves and made important contributions
in many fields – academia, business, education, law, medicine, politics, uniformed services and
other professions. This is a testament both to the Sikh community and the Singapore system that
has enabled them to succeed through their own efforts and talents, without being oppressed or
discriminated against.
The Sikh culture and religion emphasise values shared by Singaporeans of other races and religions
– mutual help, community service, equality, tolerance and respect for others. These values have kept
our society united and remain fundamental to Singapore’s survival and progress.
I am glad that Young Sikh Association (Singapore) and the Sikh community have put together
this publication. It helps readers to appreciate Singapore’s past and present through the lives and
contributions of the Sikhs. May the stories in the book inspire a younger generation of Sikhs to
chase its aspirations and serve the wider community at the same time.
MR LEE HSIEN LOONG
Prime Minister
Republic of Singapore
7

Message
I am pleased to write this message for the Sikh community’s publication on
Singapore at 50 – 50 Sikhs and their Contributions.
The year 2015 marks an important and significant occasion in Singapore’s history
– our 50 years of independence. Without any natural resources, Singapore has
pulled off a dramatic transformation to rise from a Southeast Asian backwater after
independence from Malaysia in 1965 to become one of the world’s most
developed countries. Today, Singapore stands proudly as a global commerce, transportation and
financial hub.
While the Singapore government has taken the lead to celebrate this momentous event in a number
of ways, members of the public have also been contributing their ideas on community initiatives.
The effort by Young Sikh Association (Singapore) [YSA] and the Sikh community to celebrate this
major milestone in our nation’s history through this publication is highly laudable.
I am honoured to be invited to chair the Panel of Reviewers for the publication. I have been a
friend of the Sikh community in Singapore for the last 30 years. The Sikhs are an important part
of Singapore’s multi-religious and multi-cultural fabric. A dynamic, hardworking, enterprising and
vibrant community, it has made significant contributions to the socio-economic and political arenas
over the last 50 years, despite being a minority within a minority.
The process for the identification, deliberation and selection of the 50 Sikhs for the publication
was detailed and comprehensive. The panel went through each and every nomination carefully
and thoroughly. We spent many hours deliberating on all nominations as we wanted to give every
nominee fair and careful consideration based on the criteria for selection. I am confident that we
have selected the most deserving 50 Sikhs based on the nominations received by the YSA Secretariat.
I commend YSA and the Sikh community on this important and meaningful effort. The contributions
of these 50 Sikhs are indeed representative of the significant roles played by the Singapore Sikh
community in the country’s overall development and progress.
PROFESSOR TAN TAI YONG
Chairman, Panel of Reviewers,
Executive Vice President (Academic Affairs), Yale-NUS College, and
Former Nominated Member of Parliament, Singapore
8

Message
On behalf of Young Sikh Association (Singapore [YSA], I am pleased to present to
you an important publication, Singapore at 50 – 50 Sikhs and their Contributions.
YSA launched this project in July 2014 to put wheels into motion to celebrate
the marriage of two abstract and, seemingly separate, ideas – to commemorate
Singapore’s jubilee year and to document the Sikh community’s contributions to
the nation. We believed that Singapore’s 50th anniversary celebrations would
see many ground-breaking initiatives spanning across different aspects of the nation’s history and
development. And indeed, by the time I pen this message into the third quarter of 2015, we witnessed
a plethora of activities during the course of the year, marking a truly remarkable year for the social
fabric of the nation.
Amidst such festivities, YSA felt that if we were to embark on any celebratory project, it had to be
truly meaningful and reflective of our sentiments and beliefs – the ethos that shaped us collectively
as Singaporeans. We cannot celebrate the notion of Singapore without recognising the values of
meritocracy and multi-racialism, both of which have become synonymous with the core of the island
state. As representatives of a minority group, these are the virtues of Singapore that we would like to
highlight and, in so doing, celebrate.
We felt that there would be no better way to do this than to highlight the contributions of members of
the Sikh community, a visible minority in the country’s diverse social make-up, to Singapore’s nationbuilding.
Undoubtedly, the Sikh community has benefited from both the policies of meritocracy and
multi-racialism and the individuals featured in this book reflect that. For a small community to be able
to produce leading and notable members of the government, uniformed services, judiciary, academia,
sports, and business and professional communities, among other sectors, is as much a reflection of the
strength and success of Sikhs here as it is of the openness and willingness of a system that recognises
their capabilities and allows them to thrive in it, regardless of race, language or religion.
We hope the publication will not only serve as a celebration of the past but also a catalyst for the
future. We believe that the publication will be an inspiration for future generations of Singaporeans –
for Sikhs and other minorities to know that their aspirations need not know any bounds and for the
wider society to recognise and continuously preserve the virtues of meritocracy and multi-racialism in
our beloved nation.
MR MALMINDERJIT SINGH
President
Young Sikh Association (Singapore)
9

Panel of
Reviewers
F
ive individuals were invited by Young Sikh Association (Singapore) to be on the Panel of Reviewers.
These members represented the different segments of Singapore society and with knowledge and
understanding of the Sikh community.
The Chairman of the panel was Professor Tan Tai Yong, Executive Vice President (Academic Affairs),
Yale-NUS College, and Former Nominated Member of Parliament, Singapore.
The key role and responsibility of the panel members was to identify, deliberate and decide on
the final list of 50 Sikhs for the publication. They also advised the YSA Secretariat on the research
and preparation of the publication.
Professor Tan Tai Yong
Professor Tan Tai Yong is a historian and currently Executive Vice President
(Academic Affairs) of Yale-NUS College. Prior to this, he was Vice Provost
(Student Life) at the National University of Singapore (NUS) from 2010 to
2014. He is also a former Nominated Member of Parliament.
Professor Tan has written extensively on South Asian history as well as on Southeast Asia and
Singapore. His recent books include Singapore – A 700 Year History (2009), Creating ‘Greater
Malaysia’: Decolonisation and the Politics of Merger (2008); Partition and Post-Colonial South
Asia: A Reader (co-edited, 2007); The Garrison State (2005), The Aftermath of Partition in South
Asia (co-authored, 2000) and The Transformation of Southeast Asia: International Perspectives
on De-colonisation (co-edited, 2003).
10

Mr Surjit Singh s/o Wazir Singh
Mr Surjit Singh retired from the National Library Board, Singapore, as Director, Properties Division,
in 2006. He continued to work as a consultant at the Board until 2011, having by then served some
40 years in the Singapore civil service.
His involvement in the Sikh community in Singapore began as a member of the Sikh Advisory Board (SAB) in 1993. He
was appointed SAB’s Secretary from 1993 to 1995 and from 1997 to 2001. He was then appointed Chairman of the
SAB from 2005 to 2014.
Mr Surjit has been a member of the National Steering Committee on Racial and Religious Harmony since its inception
in 2006. He actively garnered support from the Sikh community to contribute towards national community engagement
efforts such as participating in the Inter-Racial and Religious Confidence Circles and organising the Harmony Games in
2013. He also represented Singapore and profiled her story in a number of international interfaith dialogues.
Mr Surjit was appointed to the Presidential Council for Religious Harmony in Singapore for a three-year term in
September 2014 and to the Presidential Council for Minority Rights also for a three-year term in April 2015. He also
serves on the Pioneer Package Appeals Panel, having been appointed for a two-year term in May 2014. More recently,
he was appointed Justice of the Peace for a five-year term on 2 September 2015.
Dr Narinder Kaur
Dr Narinder Kaur is currently working at the National Library Board (NLB), Singapore. During her
eight years at NLB, she has chalked up experience in diverse areas and currently oversees the
Quality Service Management and Organisational Excellence portfolios.
Prior to joining the public service, Dr Kaur worked in the private sector for more than 15 years,
specifically in the areas of Corporate Planning, Human Capability Development and Corporate Governance. She has
always been interested in the dynamics of human relationships and has been able to pursue her lifelong interest in this
area through her various career paths.
Dr Kaur, who has a Doctor of Philosophy in Corporate Governance, also lectures part-time on Ethics and Corporate
Governance at the Singapore Institute of Management.
In spite of her active work schedule, Dr Kaur is a firm believer in giving back to society. She is actively engaged in
community work and is a founding board member of the 'I Love Children' movement as well as a member of the Sikh
Advisory Board since 2008.
Outside of work, her hobbies include walking and trekking – being with nature clears her mind and recharges her
energy levels so that she can better deal with the rigours of life.
11

Mr T Raja Segar
An Economics and Finance teacher by training, Mr T Raja Segar has spent 16 years in the education
sector teaching and as a management staff. In that period, he has been with both government and
private institutions. He also spent three years with MediaCorp as head of a channel and six years
in the social services sector, namely, with Singapore Indian Development Association (SINDA). His
last appointment at SINDA was that of Chief Executive Officer.
Currently Director of Academic Analysis and Planning at Singapore Institute of Technology, Mr Raja Segar has a deep
understanding of the Indian community in Singapore. He volunteers with youth programmes at a community club. He
is a Management Committee member with Singapore Indian Education Trust.
His current interests are in the areas of educational technology and new ways of teaching and learning.
Mr Navin Pal Singh
Mr Navin Pal Singh is a Quality Control Engineer at Solstar International, a leading home appliances
and consumer electronics brand based in Singapore and with global operations. As part of the
engineering team, he designs and monitors the quality of products which are manufactured in
factories in different parts of the world.
Mr Navin has been actively involved in various Sikh youth activities through Sikh Sewaks Singapore since 1996. He
started as Treasurer of the Sewaks in 2001 before going on to hold the position of President from 2004 to 2007. Even
today, he enjoys working with the youth to promote personal development through Sikhi-based activities and he is
actively involved in samelans and camps in Singapore, Malaysia and, more recently, Brisbane.
Mr Navin is keenly interested in photography and engages in it during his leisure time. He is also an avid football fan
and a loyal supporter of Liverpool Football Club.
Mr Navin is husband to a wonderful wife and father of two beautiful children.
12

The Sikhs
in Singapore
Professor Tan Tai Yong 1
I
n 1881, following a recommendation by a Commission of Enquiry of the Straits Settlement
Police Force in Singapore, 165 Sikhs arrived on the island from the British Indian province of
the Punjab to form the backbone of a new police contingent. 2 This was the first recorded
case of an influx of Sikhs, in any significant number, into Singapore. Prior to this date, there
was little evidence to indicate the presence of a sizeable local Sikh community in the island,
although it was likely that soon after the establishment of a British settlement in Singapore
in the early nineteenth century, some Sikhs had come as sepoys (`native’ soldiers of the
British Indian Army), domestic servants and convicts. 3
Sikh emigration out of their traditional homeland in the Punjab gathered momentum not
long after the region was annexed to the British Indian empire in 1849. This outward move
was motivated primarily by economic conditions following the imposition of British rule in the
Punjab. British annexation had brought order and stability to the Punjab, which hitherto had
been plagued by internecine conflicts. Political annexation was followed quickly by economic
reforms – mainly the systemisation of land ownership and taxation – which in turn ushered
in a period of prosperity to the new British province. 4 The economic fortunes of the Punjabis
were further enhanced when many of them, particularly the Jat Sikhs, were recruited into the
British Indian Army in the wake of the Mutiny and Revolt of 1857.
In the 1870s, the effects of economic changes brought about by British rule began to be
felt, and ironically, one of the results of political stability and a settled economy was peasant
indebtedness. With the increased profitability of agricultural output, cultivable land, especially
in the densely populated Manjha area of central Punjab, became a valued commodity, and
peasants began using land as collateral to borrow cash from moneylenders. The money
13

obtained was then used to purchase more land, pay off
land revenue due to the state or to support ostentatious
lifestyles. Thus indebted, with the risk of eventually losing
their land if loans were not repaid, Sikh agriculturists had
to turn to non-agricultural activities for supplementary
income. Military service became a very popular vocation
among the Sikhs, as military pay and pension provided
a steady source of additional income. However, not all
who were interested could get into the Indian Army, as
the military authorities in India were very selective in
their recruitment and showing a marked, and almost
exclusive, preference for Jat Sikhs from certain districts
in the Manjha region. Those who could not find places
in the regiments but were determined to earn added
income resorted to migration. Some started by moving
into the newly opened canal-colony lands in western
Punjab. Others, as opportunities presented themselves,
went further afield. By the later half of the nineteenth
century, there was a steady flow of Sikhs migrating out
of the Punjab in search of employment in different parts
of the world. Many went as far away as Canada and
America while others travelled eastwards to Thailand,
Malaya and the Straits Settlements.
Most of the Sikhs who came to Singapore in the later
half of the nineteenth century served in the local police
and security forces. These pioneers paved the way for
the subsequent influx of more Sikhs to Singapore.
Several of the early émigrés who returned to their native
Punjab while on vacation spoke enthusiastically about
the opportunities available in Singapore. They were
thus able to attract several of their fellow villagers who
subsequently followed them back to Singapore.
Not all who came to Singapore managed to get enlisted
into the police force. Many aspirants were rejected
due to filled quotas or the failure to meet stringent
physical requirements laid down by the police force.
The police force stipulated, for example, that recruits
should be below 25 years old with a minimum height
of five feet six inches and a measurement of at least 33
inches for the chest. They were also expected to pass
a rigorous medical examination. 5 Those who made the
trip to Singapore but failed to find employment with
the government security service, nevertheless, found it
relatively easy to secure jobs with private employers.
The `tall and sturdy’ Sikhs, with their martial reputation,
were eagerly sought after by private employers as
security guards and watchmen. 6
By the turn of the century, there was a more or less
settled, albeit very small Sikh community in Singapore.
The majority of them were employed as policemen,
security guards or caretakers. There were also some Sikh
dairy farmers and bullock drivers who kept a few heads
of cattle on the outskirts of town. 7
Driven by the need to send regular remittances home,
as well as the dream of eventually returning rich and
successful to their homeland in the Punjab, the lives of
these early Sikh migrants were characterised by hard work
and thriftiness. It was not uncommon for these migrants
to take on two or three jobs simultaneously. Watchmen,
who found their duties fairly sedentary, were often able
to carry out secondary activities. This often took the form
of moneylending which subsequently became such a
popular and lucrative activity that many policemen took
early retirement to become watchmen-cum-moneylenders
to supplement their pensions and savings. 8
This employment pattern meant that the early Sikh
community was concentrated in the town areas. Those
employed by the Straits Settlements Police Force were
housed in barracks at Pearl’s Hill. The watchmen
or security guards had to live near their places of
employment – go-downs, banks, offices – which were
all within the municipal area. The 1931 Census of
Singapore indicated that, of the 2,988 Sikhs living in
Singapore, 2,666 were living within the municipal area,
while only 322 were living outside the town areas. 9
14

At the turn of the century, the Sikh community
in Singapore was predominantly male; its female
population was very small and comprised mainly
wives of Sikh policemen. The kinds of work available in
Singapore, living conditions and the uncertainty of life in
an alien environment restricted the migration of females
in any significant numbers. Most importantly, however,
the early Sikh migrants were of the transitory type who
had no intention of settling permanently in Singapore.
It was a common practice for those who came in search
of work to leave their wives behind, and for the single
ones, once they had earned enough money, to return to
India to get married.
Although many of the Sikh migrants who came to
Singapore were Jat Sikhs from the peasant classes,
Sikhs from the business community also made their way
here in the 1920s and 1930s as petty traders, pedlars,
shopkeepers and merchants. Sikh commercial migrants
successfully established themselves as wholesalers
and retailers in the textile trade by catering mainly to
the Indian and European communities in Singapore. 10
The post-war period also saw a significant increase in
the number of Sikh commercial migrants coming to
Singapore and Malaya. This was due to several factors:
the partition of the Punjab in 1947, which led to the
displacement of many Sikhs from their homes and
businesses in the urban centres of west Punjab; and the
trade boom generated by the Korean War in the early
1950s. 11 Many Sikh families affected by the partition
chose to migrate overseas to Singapore, Malaya and
Thailand where they had family and friends already
settled there. 12
As the community settled in Singapore, gurdwaras (Sikh
temples) began appearing. The early gurdwaras were
set up in areas where the community was concentrated.
These temples performed a very important social and
religious function for the early community. In addition
to serving as places of religious worship, these
gurdwaras functioned as community centres where
social, educational and other charitable activities were
carried out. Neighbourhood gurdwaras were popular
rendezvous points, where Sikhs would converge to
discuss events in the Punjab or the affairs of their
community. There, they would also gather to meet new
arrivals and assist them with settling into their new
environment. 13 This latter function was easily provided
for as the gurdwara has, as part of its set-up, a langar
(communal meal) hall, which provided free food and
shelter to travellers.
The earliest known gurdwara in Singapore was
established by the Sikh Police contingent at Pearl’s Hill.
Religious services were initially held at the barracks as
the gurdwara’s congregation was originally limited to
the Sikh policemen and their families. 15 However, as
the community grew, the temple facilities in the police
barracks became increasingly inadequate. The civilian
section of the community wanted their own gurdwara
and a decision was subsequently taken to establish
another temple outside the police premises. In 1912,
a committee of Sikhs, led by a Mr Wassiamull, a Sindhi
merchant, bought a small bungalow with a large
compound on Queen Street. 2 Within a few months, the
bungalow was converted into a gurdwara and named
the Central Sikh Temple. By the middle of the decade,
nearly all Sikhs in Singapore had begun congregating
at this temple.
Meanwhile, Sikhs from the Tanjong Pagar Dock Police
Contingent decided to establish another gurdwara,
partly with the intention of using its premises to provide
assistance to newly arrived Sikhs or those in transit
through Singapore. In the past, it was customary for
Sikh migrants already here – these were mainly Sikh
policemen – to house their relatives or friends who
had newly arrived from India until they could find
alternative accommodation or a permanent job. As
the volume of migrants increased, Sikh policemen,
15

themselves housed in government barracks, found this
arrangement increasingly inconvenient, as there were
several restraints with regard to having visitors in the
barracks. 16 The need was thus expressed for a new
`half-way house’. The Sikh contingent finally decided to
establish this half-way house at Silat Road, a site chosen
in view of its proximity to the harbour and railway
station. The project was financed by donations from the
Sikh policemen – many of whom pledged a month’s
pay to the establishment of this institution – as well
as from Sikh communities from Hong Kong, Shanghai,
Thailand and Malaya. A temple was later incorporated
into the premises for worship. Initially called the Police
Gurdwara, the Silat Road temple was subsequently
renamed Gurdwara Sahib Silat Road. 17
During the first two decades of the twentieth century,
the gurdwaras at Queen Street and Silat Road featured
prominently in the lives of the local Sikh community. They
fulfilled most of the social and religious roles discussed
earlier: free food and shelter for travellers and the
unemployed were always provided at the Central Sikh
Temple; even non-Sikhs benefitted from such services.
As an elderly member of the community recalls, “In the
early years, anybody who came from India would visit
the temple at Queen Street first. There, he would get
assistance in terms of food, shelter until he was selfsufficient.”
18
Besides serving as places of worship and fraternity for
the local Sikh community, these gurdwaras also doubled
as centres of learning for the young and old. The Punjabi
language, particularly its written form, Gurumukhi, was
taught at these gurdwaras. Knowledge of Gurumukhi
was considered imperative for all Sikhs as it enabled
them to read and understand the contents of the
holy scriptures of Sikhism – the Granth Sahib. It was
little wonder that priests or scriptures readers at the
gurdwaras often doubled as teachers to provide Punjabi
lessons for the community.
The primacy of these two gurdwaras was soon
undermined by `temple politics’ which stemmed from
factional differences in the local Sikh community. 19
These differences, which had their origins in regional
rivalries in central Punjab, had been further reinforced
by British colonial recruitment policies that saw Sikh
regiments grouped according to region and caste. There
was intense rivalry between the Malwa Jats and Manjha
Jats in the security forces as the two groups competed
against each other for privileges, promotions and
military honours. This regional rivalry extended beyond
the security forces as rival factions started to contest for
the control of key institutions, particularly the Central
Sikh Temple. This rivalry came to a head in 1925, when
each group broke away to form its own gurdwara with
their separate congregations. 20
In Singapore, the Sri Guru Singh Sabha at Wilkie Road had
a Manjha-dominated following while the Malwa group
built its own gurdwara, the Malwa Khalsa Dharmak
Sabha, at Niven Road. The numerically smaller Doaba
group formed the Pardesi Khalsa Dharmak Sabha at
Kirk Terrace. 21 This factional split notwithstanding, the
Central Sikh Temple remained the institutional centre of
the whole Sikh community and continued to function as
the symbolic focal point of the early Sikh community in
Singapore.
Sikh migration to Singapore and Malaya petered out in
the 1950s as a result of post-war political developments
in Southeast Asia. Strict immigration laws passed by the
Malayan government in 1953 and again in 1959 led to
a marked reduction in immigrant numbers. The post-war
years also saw the rise of nationalist movements and the
creation of new nation-states in Asia. Sikhs who were
based in Singapore had to choose between returning
home to India and making Singapore their country
of domicile. Those who decided to stay on eventually
became citizens of an independent Singapore. For the
earlier generation of Singapore-domiciled Sikhs, regional
16

loyalties formed a key aspect of their identities and this
was manifested in the establishment of gurdwaras based
on historically rooted regional and caste affiliations.
However, with the coming of age of the Sikh community
in Singapore in the later half of the twentieth century,
efforts have been made to steer the community away
from regional and caste-based divisions. The younger
generation of Singapore Sikhs who have assumed
leadership positions in the community have turned
their attention to building a progressive and unified
Sikh identity. The community has also focused on the
transmission of the Punjabi-Sikh tradition and the
revival of Sikhism among Sikh youth since the 1990s.
The image of the turbaned Sikh policeman has been
and continues to be a prominent feature in historical
narratives on Singapore and its colonial past. After
Singapore’s independence, Sikhs remained closely
associated with the military service in Singapore and this
has often been highlighted as an important contribution
made by the community to the country. Sikhs have also
established their presence in politics and the professional
services in Singapore. With Singapore celebrating 50
years of its independence this year, it is timely that the
Singapore Sikh community too is commemorating the
achievements made by its members.
Endnotes
1
Professor Tan is Executive Vice President (Academic Affairs), Yale-NUS
College. He works on South and Southeast Asian history. A graduate of
the National University of Singapore and Cambridge University, he has
researched and written on the Sikh diaspora, civil-military relations, the
social and political history of colonial Punjab, the partition of South Asia,
and the history of Singapore.
2
Walter Makepeace, Gilbert E Brooke and Roland St J Braddell (eds.), One
Hundred Years of Singapore, Vol. 1 (London, 1921), pp 250-51.
3
K S Sandhu, Indians in Malaya: Some Aspects of their Immigration and
Settlement 1786-1957, Cambridge, 1969, pp 40-5.
4
During the first three years of British rule, the Punjab produced an
annual surplus budget of Rs. 400,000. See Khushwant Singh, The Sikhs,
London, 1953, p 83.
5
Amarjit Kaur, `North Indians in Malaya: 1870-1947’, unpublished MA
thesis, University of Malaya, 1974, p.112.
6
K S Sandhu, Indians in Malaya, p 124.
7
Interviews with Choor Singh, June 26, 1985, and Seva Singh, October
23, 1985).
8
Amarjit Kaur, `North Indians in Malaya’, pp.66-71. This information is
also based on an interview with Seva Singh (October 23, 1985).
9
C A Vlieland, British Malaya: A Report on the 1931 Census and Certain
Problems of Vital Statistics, London, 1932, p 208.
10
K S Sandhu, Indians in Malaya, p 121.
11
K S Sandhu, “Sikh Immigration into Malaya during the period of British
rule”, in Jerome Ch’en and Nicholas Tarling, eds., Studies in the Social
History of China and Southeast Asia (Great Britain: Cambridge University
Press, 1970, p. 345.
12
Khushwant Singh, A History of the Sikhs, Vol. 2: 1839 – 1988, Delhi:
Oxford University Press, 1991, pp 270 – 287.
13
Amarjit Kaur, `North Indians in Malaya’, p 226.
14
H S Tan, `The Cultural Landscape of Singapore: A Study of the Growth
and Distribution of Religious Institutions in Singapore’, unpublished
Academic Exercise, University of Malaya, 1962, p 35.
15
Interview with Choor Singh, October 22, 1985.
16
Datt Soam, `A Sikh Community in Singapore’ , unpublished Academic
Exercise, University of Singapore, 1964, p 16.
17
Mehervan Singh, Sikhism East and West, Singapore, 1979, p 45; Datt
Soam, `A Sikh Community in Singapore’, p 16.
18
Interview with Seva Singh, October 23, 1985.
19
The Sikh migrants in Singapore came mostly from three different
localities in Central Punjab – the Manjha (the lower plains tract of the
Beas and Ravi Rivers), Malwa (roughly the areas south and east of the
Sutlej River) and Doaba (the plains tract of Beas and Sutlej Rivers). Sikhs
from these three different localities, divided by caste and geographical
cleavages, had traditionally been antagonistic to each other. It has been
said that Malwa Jats have tended to look down on the Manjha Jats, and
both in turn tended to look down on the Doabis. See W. H. Mcleod, The
Evolution of the Sikh Community, Delhi, 1975), p 97.
20
Bibijan Ibrahim, `A Study of a Sikh Community’, unpublished M.Soc.Sci
thesis, National University of Singapore, 1982, p 36.
21
H S Tan, `The Cultural Landscapes of Singapore’, p 35.
17

Ajit
Singh
"
T
ry your best, be a good person and the rest will sort itself out.” 1 This is indeed sound advice,
especially coming from a man who rose from humble beginnings to become Singapore’s
longest-serving Sikh diplomat. Today, Mr Ajit Singh is Singapore’s Consul-General in Mumbai,
with jurisdiction over the Indian states of Maharashtra, Gujarat, Madhya Pradesh, Odisha,
Chhattisgarh and Goa.
Born in 1949, Ajit spent all of his childhood and teenage years at the former British Naval
Base in Sembawang. His father was a policeman. Like any other military cantonment, Ajit
remembers the family’s quarters to be clean and orderly. The government compound comprised
accommodation for several hundred Asian workers. Ajit stated: “Although life was basic and
simple, and money was scarce, like so many others in the compound, my family made the best
of whatever was available and the experience was fun.” 2 During this time, his family moved
several times – from a large one-bedroom with a section marked out as ‘kitchen’ to a small
two-bedroom flat with a balcony which, for him was a luxury.
The government compound was more of a village and the whole community was closely knit. As
a student, Ajit walked to school with his friends from the compound and played games whenever
and wherever the opportunities allowed. There was genuine warmth. Like many others, he knew
the parents, brothers and sisters of friends and could walk into a friend’s home unannounced. It
was normal back then. Those personal bonds of friendship have continued to this day. For him,
childhood brings forth many happy memories. Most of those memories revolve around Naval
Base School, where he forged some of the most enduring life-long friendships with schoolmates
from different races, religious and social backgrounds.
18

for Malaysia and Brunei, and Deputy Director in the
Policy Planning and Analysis Directorate IV (South Asia,
Middle East, Africa, Latin America and International
Organisation). Ajit served in Singapore missions in
Moscow, Washington, Kuala Lumpur, Jakarta, New
Delhi, Pekan Baru and Chennai. He also held the post
of Deputy High Commissioner in the Singapore High
Commission in New Delhi and Consul General of
Singapore in Chennai. Ajit also participated in various
regional and international meetings. These included
various Association of Southeast Asian Nations
ministerial meetings, the Non-Aligned Movement
Summit in Jakarta in 1991, the Commonwealth Heads
of Government Meeting in 1982 and the Indian Ocean
Rim Ministerial Meeting in 1997.
The schooling system did not have the same pressures
and stress frequently alluded to by most Singaporeans
nowadays. However, Ajit remembers the students being
extremely competitive and determined to succeed.
There was a spirit of competition in the classroom and
school, not to mention the pressure of staying in the
same compound as many other students from the same
school. Naval Base School produced several students
who attained national recognition over the years. In
fact, many Sikh boys and girls from the school went
on to pursue tertiary education and became doctors,
lawyers, teachers and senior professional staff. Ajit
was one such individual. He did well in his studies and
graduated with a Bachelor of Arts from the University
of Singapore in 1971. Twelve years later, Ajit obtained a
Master of International Public Policy from Johns Hopkins
University in the United States.
In 1974, Ajit joined the Ministry of Foreign Affairs. He
has held various posts, including Assistant Director
Ajit stated: “I have been fortunate to serve my career as
a diplomat and representative of Singapore. Living away
from Singapore for so many years does lead to fresh
perspectives.” 3 The regular postings also meant having
to uproot his family every few years and starting all over
again in a new country or city and a new environment. His
wife and three children probably felt it far more than he
did since his posting did have an impact on his children’s
education. However, he accepts such disruptions in the
life of a diplomat and in the service of the nation.
In the last four decades in Singapore’s foreign service, Ajit
has played an important role in promoting Singapore’s
political and economic interests abroad. He expressed
particular delight and contentment that his work has led
to many other governments, business and community
officials developing positive attitudes towards, and
building stronger relationships with Singapore.
The role and life of a diplomat is no stroll in the park – it is
in fact quite far from it. However, Ajit’s work ethics have
played a key role in ensuring that he has succeeded in
whatever he has set out to do. During his student days,
and in his professional career as a diplomat, Ajit has
adopted the mantra of doing his best and never giving
19

“
Ajit has been a good friend and a good colleague of mine for more than three
decades. I have always known him as someone who is trustworthy and can be relied
on to do his best whatever the task. At the Ministry of Foreign Affairs, he has served
in a wide variety of postings from Moscow to India, none easy. However, he has never
faltered or given up no matter how difficult the situation.
As a friend, Ajit is great company and a great raconteur with an inexhaustible fund
of stories. I suspect that these qualities of steadfastness, determination and joie de
vivre have something to do with Ajit’s deep commitment to Sikhism. No matter where
he is posted, he always keeps his links with the Singapore Sikh community. I am
very happy that Ajit’s contributions to his community and his country have been
recognised. There is no more deserving person.
Mr Bilahari Kausikan
Ambassador-At-Large and
Former Permanent Secretary
Ministry of Foreign Affairs, Singapore
“
up. He sees setbacks as challenges and as opportunities
to make a comeback. He has revolved his life around
patience and humility in order to remain grounded in
his lifestyle and interactions with friends. He also places
significant stress on the importance of family values
and orientation and believes that our daily lives must
be based on strong personal values and principles. In
this regard, he sees his faith in Sikhism as a pillar of
strength. He is able to turn to this pillar of strength in
times of need.
It may surprise many that despite being out of the country
for much of his career, Ajit has been able to make a
telling contribution to the Sikh community in Singapore.
It boils down to desire. Ajit was actively involved in
the Sikh Naujawan Sabha based in Sembawang. He
spearheaded the organising of many activities that
created religious, social and cultural awareness for all. He
was also Chairman of the Organising Committee when
the Sikh Naujawan Sabha organised a Vesakhi concert
in Sembawang as a national event. Singaporeans saw
the event as an important marker in the promotion of
the Sikh community in Singapore. While in university, Ajit
was Chairman of the committee of Sikh undergraduates
that organised a seminar on issues relating to the
Sikh community. This allowed Sikh undergraduates to
debate on the challenges for and responses by the Sikh
community in Singapore. The purpose of this event was
to create a spark in the undergraduates so that they
would further contribute positively to the issues once
they graduated.
When Ajit became the Vice President of the Singapore
Khalsa Association (SKA), he saw the unfulfilled
potential that Sikh youth and women had in contributing
culturally, socially and religiously to the community.
He spearheaded the initiative to set up the youth and
women wings at SKA. These two wings continue to
be an important part of the Association. Despite being
in India, Ajit continues his relationship with the Sikh
20

community in Singapore. He is a member of the Trustee
Boards at SKA and Yishun Sikh Temple.
Ajit strongly believes that while there will be challenges
for the Sikh community in Singapore, there will continue
to be new opportunities as well for them to strive and
excel. The Sikhs are hardworking and entrepreneurial
people. His posting to India provided a chance for him
to witness the Sikhs in India punching well above their
weight in many fields despite the fact that they account
for less than two per cent of India’s population. For him,
Singaporean Sikhs should look beyond the traditional
professions and move into new areas linked with the
new economy. The Sikh community can and should
remain progressive and relevant.
An important factor in the Sikh community’s and
Singapore’s success is the youth. As a Singaporean
who witnessed the tumultuous years of the 1950s and
1960s, and the uncertain 1970s, Ajit fully appreciates
the need for young Sikhs and young Singaporeans not
to take our vibrancy and harmony or even our survival
as a nation for granted. He has every faith that the
younger generation will not do so. As long as the next
generation stays true to and builds on the core values as
a society and nation, the future of Singapore will indeed
be a bright one. However, he cautions the youth against
the consequences of being too complacent and insists
that a right blend of confidence and humility is the
ingredient for success. Ajit spent much time in his youth
contributing to the betterment of the Sikh community
and is therefore well-placed to provide such advice.
Despite being on the road for much of his life, Ajit has
no plans to slow down just yet. He has many plans
for the future. When he returns to Singapore from his
overseas assignment, he plans to participate in social
and community work with a national body. He also
sees himself contributing further to the Sikh community
by joining hands with his long-standing friends in the
Sikh institutions. Finally, post-retirement, he hopes to
make use of his extensive knowledge and experience
in Malaysia, Indonesia and, particularly, India to assist
and advise Singapore businesses in making inroads into
these countries.
It is a fallacy to assume that one must remain in Singapore
to contribute to one’s community and society. Ajit spent
much of his working life on overseas postings and
travelling on the job. Yet, he has been able to contribute
to the national and international arenas as well as the
Sikh community. Ajit is indeed a true personification of
the saying: ‘Where there is a will, there is a way’.
Endnotes
1
Interview with Mr Ajit Singh, August 6, 2015.
2
Ibid.
3
Ibid.
21

Amarjit
Kaur
M
adam Amarjit Kaur’s life did not follow any conventional educational or professional route. Her
achievements – as a student, a teacher and an educational administrator – have been multi-fold
and obtained not through the standard or established manner. In spite of taking the path less
travelled, she succeeded, at the end of the day, in building a successful leadership career in the
education sector that culminated in a 15-year stint as a Senior Quality Assessor in the School
Appraisal Branch at Singapore’s Ministry of Education (MOE). She was one of the pioneers
in the office at a time when Singapore decided to focus on a comprehensive review of the
assessment process in local schools.
Born in India in 1949, Amarjit hailed from an English-educated Delhi family of professionals and
business persons. She moved to Singapore with her parents at the tender age of three years. Her
father, a former Indian army officer, found work in a textile company while her mother busied
herself as a homemaker bringing up four children in their newly-adopted country. She credits
her parents for always emphasising the importance of education to their children. Amarjit has
two sisters and a brother. She went to Raffles Girls’ Primary School and Saint Margaret’s Primary
School, and then to Saint Margaret’s Secondary School. She was a playful and sporty child. It
was her Primary Six teacher who was one of the biggest role models in her life and helped her
understand the importance of working hard and doing well in school.
Amarjit considers herself to be blessed to have been given the unique opportunities in her life.
She started teaching with just an ‘O’ Level certificate after her mother encouraged her to go
into the profession, which she had been brought up to believe was a highly honourable one.
She then went on to the Teacher Training College, where she began learning how to teach
while teaching at the same time. Her chance to obtain an ‘A’ Level certificate only presented
22

her a good grounding for developing teaching content,
pedagogy and methodology.
Amarjit went on to serve three years at MOE’s
Curriculum Planning and Development Division as a
writer. She came up with materials for students labelled
as ‘slow learners’ as part of the monolingual curriculum
programme, which is now defunct. According to her, it
was a challenging assignment as she had to prepare
interesting and stimulating content that would be
tailored to their specific needs and capabilities. 1 She
then attended a one-year leadership training course,
following which she fulfilled a two-year stint as Vice
Principal of Yu Neng Primary School, before being
appointed Principal of Haig Girls’ School, renowned
in the eastern part of Singapore as one of the top
primary schools in the vicinity. Amarjit stated that her
greatest moment was stepping into the school as it was
an honour being chosen to lead a prestigious all-girls
premier government school. 2 She had done her family
and friends proud. She would be the stalwart head of
the school for the next eight years.
itself much later. She studied privately for the national
examinations only after she had gotten married and had
two children. She was also well-settled in her career by
then. However, she had the desire and motivation to
further develop herself personally and professionally.
Amarjit’s teaching career began at the then-Raymond
Primary School and she later went on to spend several
years teaching at various schools which included Opera
Estate Primary School, Raffles Girls’ Primary School
and Telok Kurau East Primary School. During that time,
there was no specialisation for primary school teachers.
As such, she taught all subjects, ranging from English,
Maths and Science to Arts and Craft. This broad-based
experience as a generalist held her in good stead during
her later years in curriculum development in that it gave
In 1996, Amarjit was invited by the then-Director of
MOE to become an Inspector of Schools. She held that
position for three years before moving to England to
further her studies. Upon her return three years later,
she joined the School Appraisal Branch at MOE as a
Senior Quality Assessor. Her primary task was to validate
the schools’ processes based on their self-assessment
reports and assess the quality of their systems and
processes. Her responsibilities also involved training the
school leaders and Heads of Departments on the use of
the School Excellence Model, training assessors for the
validation process, providing consultancy to schools and
the writing of materials for the assessment process.
After 15 years as a Senior Quality Assessor, Amarjit
retired in December 2014. However, as a result of
23

“
As the leader of a team of assessors and school leaders, Amarjit contributed
significantly to the development and subsequent refinements of the model used by schools
for their self-assessment to check on their progress. Through the process, Amarjit played
an important role in helping schools to analyse their areas for improvements and build on
their strengths for continued growth.
Amarjit demonstrated a high level of professionalism through her commitment and
high standards. She has always been generous in sharing her knowledge and her time
to support others. Schools and officers will share of how they had benefitted as a result
of being validated by Amarjit or being part of her validation team. It was indeed a joy
to work with Amarjit and we will always value her as a colleague and friend.
Mr Tham Kine Thong
Director/School Appraisal and Director
Programme Coordination Office, Schools Division
Ministry of Education
“
new areas. Having previously conducted assessments of
primary and secondary schools, junior colleges, as well
as companies, she is now gaining familiarity with early
childhood education by learning to assess pre-schools.
her passion for and commitment to education, she
continues to engage in consultancy work for the
ministry, conducting training sessions to pass on her vast
knowledge and experience to the education fraternity.
Even post retirement, she continues to venture into
When most people look towards winding down as they
reach the 50-year mark in their lives, Amarjit decided
to pursue a degree. She was 48 years old when she
opted for an Honours degree in English Literature, with
a specialisation in Theatre Studies, at the University of
Nottingham in the United Kingdom. Although she had
a slew of professional development course certificates
behind her, it had continued to irk her that she did not
complete her education. This motivated her to apply
for professional development leave and seek out a
degree qualification in England. Despite her initial
apprehensions about being a mature student among
the 18- and 19-year-olds in her cohort, her experience
of university as an adult learner was pleasant and
rewarding. Other than the learning that occurred in
24

greatly to her desire to succeed. 4 She is proud of all
her achievements, especially in her roles in curriculum
development, as a leader at Haig Girls’ School and as
an assessor in the education system.
As one of the rare Punjabi-Sikh working women of her
generation in Singapore, Amarjit acknowledged that
there were challenges in juggling the dual roles of both
a homemaker and carving out a career. She considers
herself fortunate for the amount of support she has
always received from her family. Amarjit divided the
household responsibilities into shifts with her husband,
where they both played their parts. Her late father-inlaw,
also a former Inspector of Schools, always supported
her in her work choices. Amarjit’s husband is a retired
teacher and her personal legacy includes two children
and four grandchildren.
Amarjit continues to place her faith in the intrinsic
worth of Singapore’s education system, as evidenced by
the fact that educators from many other countries, such
as the United States and China, are keen to learn from
us. She believes our finished products – our students –
are also well-respected internationally. “When you go
abroad, it is there that you value our education system.” 5
classes, she developed fulfilling reciprocal relationships
with other students of all ages and considers those
“the best three years of my life”. 3 Taking advantage of
course flexibility at Nottingham, she was able to sit in
and contribute to some Master’s courses in Education
as well, which added value to her time there. Amarjit
stated that those around her had high expectations of
her and that motivated her to deliver and contributed
Amarjit is indeed proud to have benefitted from
Singapore’s education system. Perhaps even more
pleasing for her is the fact that she has played an
important role, as one of the pioneer assessors, in the
development of the education landscape in Singapore.
Endnotes
1
Interview with Madam Amarjit Kaur, August 6, 2015.
2
Ibid.
3
Ibid.
4
Ibid.
5
Ibid.
25

Avtar
Singh
H
e ran and broke records. He ran and won many medals. In the process, he received several
accolades. However, for 72-year old Mr Avtar Singh, his glittering track record in athletics was
not about the fanfare, glory or honour. He took up running for a purely rudimentary reason – to
keep fit!
Avtar’s medal haul for long-distance running is indeed impressive – one silver medal at the
1967 Southeast Asian Peninsular (SEAP) Games (1,500 metres) and another silver medal at
the 1969 SEAP Games (5,000 metres). 1 He also broke several national records during his time,
most notably in the 800-metre, 1,500-metre and 5,000-metre events.
Ironically, it was Avtar’s humble childhood that prepared him for his illustrious life of achievements
on the running track. He was born in 1943 in Ipoh, where his grandfather worked as a priest in
the Sikh temple and so young Avtar stayed with his family at the temple premises. From there,
his family moved to the Johor town of Pekan Nanas, where his father worked as a Special
Constabulary Officer for the Lee Pineapple factory. However, in 1953, his family sent Avtar to
Singapore due to his desire to get a good education and learn English. He attended Canberra
School and eventually Naval Base Secondary School. 2
Avtar fondly remembers this period for it gave him the foundation for his running career, albeit
unknowingly. Ever since his move to Singapore, he lived at Her Majesty's naval base, where
his grandfather had by then moved to in order to become a priest at the Sembawang Sikh
temple. He also had three uncles who lived at the base and two who lived outside it. Part of his
daily routine saw him cycling to deliver food from his home to his grandfather and uncles, two
26

His big break came when Avtar took part in the Khalsa
Sports Meet to mark the opening of the Singapore
Khalsa Association (SKA) in 1962. The Association
had then moved from its premises at Whampoa to
Jalan Bahagia. 4 He came in first in the race and was
approached to ascertain if he would be willing to
train with the national coach, Mr Tan Eng Yoon. As he
explained this episode during the interview, the glint in
his eyes reflected that he relished the opportunity to
be groomed by the very best in Singapore. Avtar never
looked back as he grabbed the proverbial bull by its
horns and went on to ace the local tracks. His love for
running became a national pursuit.
of whom had a shop outside the base. He also walked
to school in the mornings. For a young boy, running
errands and playing with friends was a common thing.
However, all of these activities, explained Avtar, helped
build his stamina. 3
Avtar did not, however, begin running competitively until
he was in secondary school. When he did, he was quick
to make his mark, coming in second in the combined
schools cross-country race in 1961 and also winning a
track race at the combined schools level. After his ‘O’
level examinations, Avtar joined the Customs and Excise
Department as a clerk to seek an income. However, he
did not give up his athletic pursuits and ran at the Farrer
Park football fields in the evenings after work. He was
committed to and passionate about running.
During this time, Avtar also made a more permanent
career decision as he applied for the teaching service in
1962 and underwent training to be posted to Towner
Primary School. This move was a boon for Avtar for two
reasons. Firstly, primary schools operated two sessions
and this allowed Avtar to tend to teaching during the
day and focus on his athletic training sessions in the
evening. Secondly, Avtar explained, during those times,
all teachers were also assigned Physical Education classes
in schools. Being a national runner, this responsibility
was a walk in the park for him and allowed him to also
keep fit while at work. 5
Throughout his track career, Avtar’s biggest motivation
was to continue to do better and break records, both of
which he amply did. He quipped: “The running also kept
me fitter and it was not about winning medals. They
were an added bonus but they were not my primary
motivation for running.” 6
In 1963, Avtar surprised the athletics fraternity in
Singapore when he clocked a time of 11 minutes and
39 seconds to beat a field of 64 runners to win the Swift
Athletics Association’s two-and-a-quarter mile race. The
27

ace included seasoned runners from the Singapore
Police Force, Royal Air Force Changi, Gurkhas and
Singapore Armed Forces. Together with Major Singh,
who finished second in the race, Avtar helped his team,
Swifts, win the team relay race at the event. 7 It was a
remarkable feat for someone who had only decided to
take running seriously less than two years earlier.
Avtar continued to train hard and he was soon rewarded
when he represented Singapore at the SEAP Games in
Malaysia in 1965. He went on to wear the Singapore
badge in two more SEAP Games in 1967 and 1969. At
his first regional competition in 1965, Avtar came back
home without a medal. He was naturally disappointed
as he wanted to do well for his newly-independent
country. However, he pointed out that at that point in
time, he had only been training with the national squad
for two years and so, “it was perhaps too soon” 8 for
him to excel regionally. Avtar intensified his training
routine and pushed himself extremely hard. He worked
on his weaknesses and overcame his running flaws. His
fortunes changed significantly in the next SEAP Games
in Thailand. He brought home the silver medal for
Singapore in the 1,500-metre race with a time of four
minutes, which was a national record at that time. 9 Two
years later, he repeated his silver medal feat in Burma
(now Myanmar) when he clocked an impressive personal
time of 15 minutes 20.2 seconds in the 5,000-metre
event. 10 While Avtar participated in and won numerous
local events, he treasured his participation in the SEAP
Games – it allowed him to pit his running skills against
the very best from the region.
After the 1969 SEAP Games, Avtar decided to hang up
his spikes. It was a difficult decision for him as he was,
at 26 years of age, at the peak of his running career. He
would have loved to continue running and bring more
medals for and glory to Singapore. However, he realised
that he needed to focus on several priorities in his life.
He decided to settle down and got married in 1971. He
“
I have known Avtar since 1963
when I started running. His running
ability was discovered by his teachers
in Naval Base Secondary School where
he excelled in the 1,500-metre event.
After leaving school, he was invited
to join Swift Athletes Association and
went on to shine at the SEAP Games
in 1967 and 1969.
Avtar is a straightforward, down to
earth and humble human being as
well as a man of integrity. He is a
credit to the Sikh community and the
athletics fraternity of Singapore.
Mr Mirza Namazie
Ex-National Record Holder and
Double SEAP Games Medalist
“
also decided to place greater emphasis on his career in
teaching.
Avtar has seen the changing athletics scene in
Singapore in the last forty years or so. Back then, one of
the challenges he faced in his national athletic pursuits
was that the training regimes in Singapore were not
up to world standards. Since overseas training stints
were rare, it was difficult for local runners to excel
beyond a point. Today, the scenario is totally different.
Athletes have the best equipment for training and
are sent overseas for regular training stints. However,
Avtar admitted that he does have a tinge of regret in
not pursuing his running career a little longer. He could
have won a few more medals and broken more records.
Perhaps, due to this, he went back to run with the
28

veteran runners at international tournaments for a few
more years thereafter.
Today, Avtar and his wife are proud grandparents with
both their sons in successful careers in the United
States. Avtar and his wife, both retired teachers, now
spend their time between Singapore and their sons’
families in the United States, and running a successful
website, which was set up to help parents worldwide in
the learning of Singapore Mathematics methods.Avtar
also keeps himself preoccupied with his other passion
in robotics and creativity – he spends time working on
Lego-based compressed air-motors and other creations.
It started as an effort to keep fit but it soon developed
into a passion. Avtar competed hard and became
Singapore’s best middle-distance runner in the 1960s.
He stood tall among the region’s great middle-distance
runners and brought glory to Singapore. His trailblazing
pursuits have found their right place in the annals of
Singapore’s athletics history.
Endnotes
1
www.singaporeolympics.com.
2
Interview with Mr Avtar Singh, October 7, 2015.
3
Ibid.
4
SKA was set up in 1931. It was the brainchild of a few boys from Raffles
Institution who wanted to have sports and cultural activities for the
Sikh community. It was forced to relocate on several occasions due to
land acquisition by the government. It finally moved to its current site
along Tessensohn Road in 1969. See http://www.singaporekhalsa.org.
sg.
5
Interview with Mr Avtar Singh, op. cit.
6
Ibid.
7
Avtar beats 64 runners, The Straits Times, January 14, 1963.
8
Interview with Mr Avtar Singh, op. cit.
9
http://www.singaporeathletics.org.sg/.
10
Ibid.
29

Balbeer
Singh Mangat
W
here does one begin to talk about Mr Balbeer Singh Mangat? Should one discuss his professional
foresight and business acumen, which has seen him take his Chartered Accountancy qualification
and turn it into a multi-million dollar education and training business? Or should one start with
his civic consciousness that has seen him do more than his fair share of society and community
work? Yet still one could talk about how this man walks the talk by not just being a raving
football fanatic but actually investing time and money to manage a local football team in the
S-League. These are just some of the things that make Balbeer the highly respected member of
society that he is today.
This self-made man is a long way from the little Malaysian town that he once called home.
Balbeer grew up on a farm in Kluang where his parents reared cows and sold fresh milk for a
living. As such, his early education right up to the GCE ‘O’ Levels were completed there, followed
by the GCE ‘A’ Levels in English College in Johor Bahru. Life changed in a big way when his
parents decided to send him abroad to complete his GCE ‘A’ Levels in Newcastle Upon Tyne, in
North England, instead. University, of course, followed shortly after and here is where we begin
to see this captain of industry take the helm and steer himself towards a path that sets the
course for the rest of his life. After a false start doing one year of mechanical engineering at the
University of Newcastle Upon Tyne, Balbeer decided that it just was not his cup of tea. Rather
than languishing quietly in that department or dropping out abjectly, young Balbeer went to the
Economics Department and made an impassioned plea to the Dean on being allowed to change
courses. It worked. The Bachelor’s degree in Economics and Accounting was followed with a
Chartered Accountant accreditation from the Institute of Chartered Accountants in England and
Wales and the rest, as they say, is history.
30

singled out by the the late Justice Choor Singh for being
a “very successful medium-sized local practice”. 3
Professionally, Balbeer has had a long and thriving
career, the heights of which are still being charted. As
a freshly qualified Chartered Accountant in 1982, he
joined Arthur Young & Co. 1 In addition to being good
at his principal job, Balbeer explained that he always
had an interest in training and research. Whenever he
could, he would be involved in imparting knowledge
to colleagues in his team. For instance, whenever there
was an audit or accounting problem, he would be the
one to conduct the research to find a solution to the
problem, and then conduct a seminar for the rest of
the team. However, three-and-a-half years later, upon
being promoted to the position of principal of training, 2
Balbeer decided to strike out on his own and become
the sole proprietor of an accounting firm in Singapore.
The firm which bore his name, B S Mangat & Co, was
Around that time as well, the entrepreneurial Balbeer
realised that there was a “big gap in accountancy training
in Singapore and in the region” and as he explained in
an earlier interview: “People used to go to the United
Kingdom to study accountancy. It was expensive. The
training available in this part of the world was of lowquality.
We thought we could fill the gap.” 4 FTMS was
thus born in 1986, the brainchild of Balbeer and three of
his friends and fellow Chartered Accountants. However,
after a restructuring, his three partners left the business.
The accolades that FTMS has chalked up since then speak
of one man’s determination to succeed. Some of the
highlights included FTMS being awarded the Singapore
Quality Class for Private Education Organisations first
in 2003 which has been renewed repeatedly, and most
recently in 2014. A Business Times article 5 counts FTMS
as being one of the world’s top four providers of the
popular Associated of Chartered Certified Accountants
(ACCA) courses. In addition, in the spirit of innovation
and in pursuit of their vision to be a World-Wide
Premier Education and Training Provider, FTMS was the
first in the world to introduce e-learning for the ACCA
courses 6 in 1999. Going from strength to strength,
FTMS has expanded from its initial outfit in Singapore
to 13 campuses in 10 countries in Asia and Africa 7 with
15,000 students annually. 8
The role of a Chief Executive Officer of a dynamic,
fast-growing organisation such as FTMS may have
preoccupied a lesser man to such a degree that he may
have been unable or unwilling to spend time on other
worthy pursuits. It was certainly not the case for Balbeer
who has been a key member of the Sikh community for
the last three decades. In addition to being President of
the Singapore Khalsa Association for nearly six years,
Balbeer was part of a committee of like-minded Sikh
31

“
I have known and worked with Balbeer for about 30 years. He broke the
mould some 30 years ago, when he saw a pioneering opportunity to provide private
sector higher education services at a time when the public sector, even in Singapore,
had a virtual monopoly. Now his organisation has 13 campuses in 10 countries from
Uganda to Hong Kong. His oversight of this empire remains unabated.
It is a matter of some curiosity that many, but by no means all, business leaders find
the time to play an active role in society. Balbeer certainly does. He is the Chairman
of a successful Singaporean football club. He has chaired the Singaporean association
of British Alumni and remains active in that organisation which has required him to
liaise closely with the British High Commission in Singapore. He is a well-known
figure within the Singapore Sikh community. His adult life has coincided with
Singapore’s society building and he continues to be an effective contributor to this
determined drive.
“
Professor Andrew Chambers
Former Dean
Cass Business School, London
professionals who were drawn together to take charge
of the need for Punjabi education in Singapore and
volunteer their skills for the good of the community. He
recalls the team meeting regularly to formulate plans to
institutionalise the teaching of Punjabi. 9 This was the
genesis of the Singapore Sikh Education Foundation.
Another major local institution that Balbeer helped to
spearhead is the Sikh Welfare Council. According to
Balbeer, the beauty of the Sikh community in Singapore
is that whenever there is a need, everyone focuses his
or her energies and pitches in to help. He saw this first
hand when the pioneering team started raising funds to
set up the two aforementioned organisations. Balbeer
was struck by individuals in the community whom the
team had never met before coming forward with not
just encouragement, but also resources to contribute to
the worthy cause. This civic-mindedness and eagerness
to involve and be involved in the community is a trait
that is deeply ingrained in Balbeer and stems from the
days of his youth back in Kluang. A very important part
of his family’s visits to the temple was sewa (service)
which would commence at two in the morning. One
moment he remembers very vividly was being asked
by the president of the Kluang temple to set up the
Sikh Naujwan Sabha of Kluang. Balbeer gladly took
on the responsibility and proceeded to raise funds for
its purpose. Balbeer hopes to ignite the same spark of
volunteerism in the Sikh youth of today and is constantly
thinking of ways to encourage participation.
The other thing that has followed him from youth
through to adulthood is his love for the game of football.
Although he never played football himself, Balbeer said
that being in the United Kingdom for 10 years brought
32

him to enjoy the game. The Co-Chairman for Balestier
Khalsa in the S-League shares his position with two
other men and they rotate the chairmanship. To Balbeer,
the football fraternity is a big family. During his time as
team manager, he recalls being in the thick of things
encouraging team spirit by fostering strong working
relationships through post-match meetings, gatherings
and providing motivation and support for the players
and their families. Balbeer enjoys the whole experience
of camaraderie and human interaction and explains
that this is why he continues to be involved in the local
football scene.
Balbeer is undoubtedly an upright member of society
and, as he pointed out, his greatest contribution to
society may well be his attitude to life. Indeed, there
is a lot to be learned from this go-getter who seems to
have cracked the code on having a work-life balance
and giving back to society and his community.
Endnotes
1
J Singh, The Sikh Community’s Contribution to the Development of
Singapore (Khalsa Printers Pte Ltd, 2007).
2
G Ramesh, FTMSGlobal has 13 campuses in 10 countries located in the
city centre, Tabla!, September 12, 2014.
3
Supra note 1 at 147.
4
P M Chuang, Making the grade, The Business Times, October 28, 2003.
5
Ibid.
6
Ibid.
7
Ibid.
8
FTMSGlobal Academy family of website, Corporate Profile, 2015.
9
Interview with Mr Balbeer Singh Mangat, June 24, 2015.
33

Balbir
Singh
T
he two most distressing words from an Obstetrician to parents of a new-born child would possibly
be ‘Down Syndrome’, coloured with the bleakest of information about the condition. Even after
years of research, advances in treatment options and improvements to public education, Down
Syndrome remains one of those chromosomal accidents of genetics that continues to occur in
about 0.1 per cent of the population. Singapore has come a long way in recognising and treating
this condition, due in large part to the work of Dr Balbir Singh, his family and peers.
Balbir has devoted much of the past 33 years advocating for a better quality of life for the
intellectually challenged, particularly people with Down Syndrome. In 1980, his daughter,
Jaspreet Kaur, was born with Down Syndrome. Although his wife, Rabinder, their younger
daughter, Parveen, and him consider themselves lucky to have had the full support and
understanding of their extended families right from the time of Jaspreet’s birth, they faced many
challenges at a time when not many resources were available in Singapore on finding strategies
and information for bringing up a child with an intellectual disability, in an environment where
damaging myths and misconceptions about the condition abounded. This propelled Balbir to
educate himself and gather resources by attending conferences abroad, where he was able
to meet educators, researchers, therapists and clinicians, many of whom would later help him
enrich the lives of Singaporeans living with intellectual disabilities beyond the personal sphere
of his immediate family.
Balbir went to medical school in Amritsar, in India, as an Indian government nominee, and has
worked as a corporate physician at the aviation gateway services and food solutions provider,
Singapore Airport Terminal Services, for decades. He credits the travel benefits of his job for having
allowed him the leeway to make valuable overseas contacts who have greatly aided his work.
34

over by the National Council for Social Service (NCSS)
and developed into the Rainbow Centre of today. Balbir
was also the founding Chairperson of Down Syndrome
Association, established in 1995 with the guidance of one
of his overseas contacts – Mrs Penny Robertson, President
of the Australian Down Syndrome Society at that time.
Balbir joined a parents’ group at the Singapore
Association for Retarded Children (SARC) [now known
as the Movement for the Intellectually Disabled of
Singapore] when Jaspreet was growing up and started a
new support group called Helping Our Parents Emerge.
These groups served as a valuable starting point from
which parents and caregivers of children with intellectual
disabilities could come together for not just support,
but also to begin serving as lobby groups to convince
Singapore society that better services and programmes
were needed for persons with Down Syndrome and
other intellectual disabilities.
Balbir eventually became an Executive Committee
member of SARC and played a key role in helping SARC
launch the ‘Early Intervention Programme for Infants
and Young Children’ in 1990, which was later taken
Some of the initiatives Balbir has lobbied and advocated
for, and achieved include the formation of a national
social service agency dedicated to enabling persons
with disabilities called SG Enable, the implementation
of special education training courses for teachers and
the setting up of the Special Needs Trust Company. His
efforts at getting recognition for people with intellectual
disabilities at the national level have resulted in
Singapore now being a signatory to the United Nations
Convention on the Rights of Persons with Disabilities
(UNCRPD). Among his greatest accomplishments is the
introduction of the World Down Syndrome Day, which
he and other international disability advocates had
been proposing since 2005, and which was ratified at
a United Nations (UN) conference in 2011. World Down
Syndrome Day is now marked on 21 March every year.
“This has really made a difference in other countries,”
Balbir says. “For instance in Myanmar, it has really helped
disability advocates there in gaining recognition and
resources from the government.” 1 On 21 March 2014,
Balbir represented Down Syndrome International and as
a champion of the UNCRPD at the UN on World Down
Syndrome Day and made a presentation on ‘Health and
Well-being of Persons with Down Syndrome’. It was a
milestone event, with support from such organisations as
the UN and the World Health Organization.
As a third generation Singaporean Sikh hailing from a
family of cattle traders, Balbir draws much inspiration
from his family which has been involved in the community
and ingrained in him a certain kind of stubbornness or
refusal to be held back by a few minor failures. One of
35

“
Balbir is passionate in advocating a better life for persons with disabilities.
This is evidenced in his dedication and contribution as President of Down Syndrome
Association and with MSF. Since 2012, Balbir has been a member of the Enabling
Masterplan Implementation Committee 2012-16, which was set up by MSF to monitor
the progress of the recommendations of the Masterplan. He provided good ideas such
as the use of technology in early intervention and the need to improve support for
parents and caregivers through better access to information and training. He also
co-chairs a workgroup with MSF on improving healthcare access for persons with
disabilities. Balbir helped steer the work group with fresh perspectives and initiated a
course on improving the awareness of healthcare for persons with disabilities with the
College of Family Physicians Singapore.
Balbir is a keen supporter of the United Nations Convention on the Rights of Persons
with Disabilities which Singapore ratified in 2013. He has been an active advocate
for persons with Down Syndrome for around 25 years. He has helped to make a
difference both locally and internationally through his leadership and foresight.
Ms Wong Kuan Ying
Director, Disability Division
Ministry of Social and Family Development, Singapore
“
the biggest challenges he faced in the early advocacy years
was hearing a constant stream of “no” answers from the
government every time it was approached for assistance,
funding or suggestions on disability-related programmes.
Despite initial resistance, Balbir’s commitment to
empiricism, his willingness to share and preparedness
to sometimes be laughed at and yet persevere was what
helped eventually change the government’s thinking and
approach towards the disability sector.
The government is not the only entity that has required
a mindset change. When asked about the stereotyping
people with Down Syndrome face, Balbir was candid
about the fact that, culturally, Singapore's society
continues to hold negative views. He remembers making
a conscious effort to bring Jaspreet out with the family
when she was a child as he believes exposure outside
the home contributes significantly to development but
recalls that Jaspreet and others like her often bear the
brunt of stares and gaping on the streets. However,
Balbir was more taken aback by negative reactions
from the medical community. He remembers hearing
a lot of negativity and ‘doom and gloom’ messages
from medical practitioners in the past about caring for
children with Down Syndrome. He believes the medical
community has come a long way in its receptiveness to
new treatment options, especially with the increasing
focus on early intervention.
In 2009, Balbir received the Pingkat Bakti Masyarakat
(Public Service Medal) 2 from the President of Singapore
in recognition of his service in the disability field and
36

social service sector. In 2011, United Kingdom-based
charity Down Syndrome International awarded Balbir the
President’s Special Recognition Award in recognition of
his lifetime contributions in strengthening and enriching
the lives of people with Down Syndrome. This year,
Balbir was presented with the Ministry of Social and
Family Development (MSF) Volunteer Award (Friend of
MSF) for his valued contributions to the disability sector.
He is a past President and existing Board member of
Down Syndrome International. He has also served as a
Board member of NCSS.
Balbir often quips that with Singapore’s propensity for
constantly wanting to be on the top of ‘best of’ lists and
a ‘hub’ for lots of things, it is surely reasonable for it to
also be a top player in the disability sector. Although many
challenges remain, such as funding and lengthy waiting
lists for accessing early intervention programmes, Balbir
feels that these are being addressed and is thankful that
outcomes are now measurable in the sector. In addition,
he acknowledges that labelling and stereotyping do still
exist but he is hopeful that there will be much more
space for that to be overcome in the future.
For Balbir, it started as a personal matter some 30 years
ago but he has made it his mission to put the issue
of Down Syndrome on the national and international
agendas. He overcame adversity and succeeded. With
disability advocates like him at the forefront of this
movement, we are bound to see more positive changes
in this area over the next 50 years.
Endnotes
1
Interview with Dr Balbir Singh, March 29, 2015.
2
The Pingat Bakti Masyarakat was instituted in 1973. It is awarded to
any person who has rendered commendable public service in Singapore
or for his or her achievement in the field of arts and letters, sports,
the sciences, business, the professions and the labour movement. See
http://www.pmo.gov.sg/nationaldayawards.
37

Berinderjeet
Kaur
A
bright and responsible child from the very beginning, her parents held the strong belief that
children, even girls, should focus on their studies and be given every opportunity to succeed
in life. Her father was one of the Sikh pioneers of post-World War Two Singapore. Through
interactions with colleagues and friends, her father picked up what he believed were best values
– these were values that he wanted his children to inherit. It comes, therefore, as little surprise
that Professor Berinderjeet Kaur emerged to become a successful academician.
Born in the 1950s, Berinderjeet was schooled at Cedar Girls' Secondary School. Here, she
developed a strong liking for Mathematics, which would eventually become her calling in life.
She was an active student, taking part in several school activities. She performed exceptionally
well and gained entry into National Junior College (NJC) in 1972. By the time she completed
her college education, Berinderjeet fell further in love with Mathematics and was determined to
read the subject at university. Before enrolling into the University of Singapore, Berinderjeet did
a stint as a relief teacher and thoroughly enjoyed the experience. She made up her mind that
she would become a teacher when she graduated. In a sense, her career path was set for her.
When she graduated from university, she joined the Ministry of Education (MOE) as a teacher
and trained at the Institute of Education to be a secondary school Mathematics teacher.
In 1980, Berinderjeet was posted as a trained teacher to Macpherson Secondary School.
She faithfully and earnestly taught in the school till 1985. During that time, she met many
colleagues who had returned to school after having completed their Master’s degree. She too
felt that she would be able to better help mould the future of the nation if she furthered her
own education. Her school principal was supportive of her decision and helped her significantly
with the application process. Though of marriageable age, her father was very clear that she
38

her to leave her young family behind. With the support
of her parents and husband, she managed to pursue
her passion and complete her doctoral studies in less
than three years at Monash University in Australia. In
1995, Berinderjeet was back at the National Institute
of Education and resumed her mission of moulding the
future of Singapore by training quality Mathematics
teachers. She credits her development and success to
Singapore being a meritocratic society, where hard
work and excellence are recognised, celebrated and
rewarded. In addition, she is very proud of Singapore’s
achievements in the field of Mathematics and credits
it to the hard work and dedication of the people at all
levels of the system.
should pursue her passions. With the blessings of her
parents, she left for the United Kingdom where she
specialised in Mathematics education at the University
of Nottingham. During her time at the university, she
did her dissertation on the achievement of Singapore
students in Mathematics. She received a distinction for
her thesis and was offered an opportunity to pursue her
doctorate on a University of Nottingham scholarship.
However, she reluctantly turned it down due to her
commitments back home with MOE.
Soon after her return to Singapore, Berinderjeet met her
husband and they got married. In 1989, Berinderjeet
joined the Institute of Education as a lecturer in the
Mathematics department and, three years later, she
was awarded a scholarship to pursue her Doctorate
in Mathematics education. It was a tough decision for
Apart from playing the critical role of training Mathematics
teachers for Singapore schools, Berinderjeet continues
to find ways to improve the quality of instruction. In
this respect, she helped establish the Association of
Mathematics Educators (AME). She is the founding
Chairperson of the annual Conference for Mathematics
Teachers in Singapore which has been going on for
the last decade. Numerous renowned international
academics and researchers are invited annually to speak
on a range of topics at the conference. Berinderjeet is
also the founding editor of the AME Yearbook published
by the World Scientific press, an annual publication since
2009, focusing on research for practitioners.
Berinderjeet’s work has also seen her building
Singapore’s and her reputation beyond the island
state’s shore. Internationally, she has been working
with various Mathematics educators. Among others,
she was appointed as Mathematics consultant for the
Trends in International Mathematics and Science Study
(TIMSS) 2011. TIMSS is an international benchmark
study for countries to evaluate the outcomes of their
schooling systems. Here, she played a significant role
in the design of Mathematics tests for the participating
39

countries in TIMSS 2011. In addition, she was
appointed a Mathematics Expert for the Programme
for International Student Assessment in 2015, a
study conducted by the Organization for Economic
Co-operation and Development on Mathematics
Literacy. She is also Singapore’s representative to the
International Commission for Mathematics Instruction
(ICMI). Devoted to the development of mathematical
education at all levels, the ICMI is a commission
of the International Mathematical Union (IMU), an
international non-governmental and non-profit scientific
organisation whose purpose is to promote international
cooperation in Mathematics. 1
Berinderjeet is also a much sought-after speaker at
local and international conferences on Mathematics
education. She has delivered some 40 keynote lectures
at conferences in countries such as Singapore, Malaysia,
Cambodia, Indonesia, Philippines, China, South Korea,
Denmark, Australia and the United States. In July 2016,
she will deliver a plenary lecture at the International
Congress for Mathematics Education (ICME) 2 in
Hamburg, Germany. This conference will witness a
gathering of a diverse group of global participants such
as teachers and researchers in Mathematics education,
teacher trainers and mathematicians, among others.
Berinderjeet is the first Singaporean to be invited to
deliver one of the four plenary lectures at the conference.
In addition to being involved in these events, Berinderjeet
has spent time as a visiting professor at Boston College
in the United States.
In 2006, Berinderjeet was recognised nationally for her
contributions to the field of Mathematics education
and awarded the Pingkat Bakti Masyarakat (Public
Administration Medal) 3 by Singapore’s President, Mr S
R Nathan, on Singapore’s 41st National Day. In 2010,
Berinderjeet was appointed a full professor in the field
of Mathematics education. She is the first full professor
“
Berinderjeet is best described as a
doyenne of Mathematics education in
Singapore. Many students in the schools
have benefited and will continue to
benefit from her work which motivates
them to learn Mathematics in the most
engaging ways. In addition, her work
is internationally recognised and has
brought many honours to Singapore.
The Sikh community can be proud
that it has a member in Berinderjeet,
who has contributed significantly to
Mathematics education in Singapore,
as the community celebrates the
nation’s 50th birthday.
“
Professor Lee Sing Kong
Managing Director
National Institute of Education International
to be appointed in Singapore for Mathematics education
and remains to be the only one so far.
While Berinderjeet has made many sacrifices to achieve
success nationally and globally, she immediately credits
much of her success to her husband, parents and
siblings, without whom she would not have made it as
far. They provided much-needed support to her in all
her academic endeavours. She is also pleased that she
adopted her father’s thinking and pushed her daughter
to excel in school and life as well. Her daughter has
blossomed into a fine young doctor in Singapore.
In addition to being actively involved in the field of
Mathematics education, Berinderjeet is a strong
40

eliever in giving back to society, a value she inherited
from her parents who were always willing to help
anyone who came knocking on their door. Having
achieved her goal in life, Berinderjeet decided to
spend more of her time giving back to the community
and society. She is actively involved in the grassroots
organisations in Kebun Baru, the constituency in
which she lives.
Within the Sikh community, she is currently the
Chairperson of the Singapore Khalsa Association
Ladies Wing. The group organises regular social,
cultural and health-related activities for ladies of
the Sikh community. It also works with external
organisations on initiatives that benefit the larger
community.
Berinderjeet’s national and international success
owed much to her father’s enlightened and forwardthinking
approach at a time when girls were generally
given lesser opportunities to educate themselves and
excel in life. Coupled with her family’s support and her
hard work and sacrifices, Berinderjeet is today one of
the most respected and prominent women in the field
of Mathematics education locally and globally.
Endnotes
1
The ICMI offers a forum to promote reflection, collaboration and the
exchange and dissemination of ideas on the teaching and learning
of Mathematics from primary to university level. The ICMI works to
stimulate the creation, improvement and dissemination of recent
research findings and of the available resources for instruction, for
example, curricular materials, pedagogical methods, the appropriate
use of technology, etc. See http://www.mathunion.org/icmi.
2
The ICME is held every four years under the auspices of the ICMI of the
IMU. The ICME presents the current states and trends in mathematics
education research and in the practice of mathematics teaching at all
levels. See http://www.icme13.org/.
3
The Pingat Bakti Masyayakat was instituted in 1973. The medal is
awarded to any person who has rendered commendable public service
in Singapore or for his or her achievement in the field of arts and letters,
sports, the sciences, business, the profession and the labour movement.
See http://www.pmo.gov.sg/nationaldayawards.
41

Bhajan
Singh
I
n its advances to join the ranks of developed countries around the world, Singapore selected
English language as one of the main languages of the state. Due to the multitude of cultures
present in the various industries, English was emphasised as being the primary language that
business would be conducted in. However, in the cultural melting pot that is Singapore, on
top of the four main languages, there were many different languages and dialects spoken
throughout the city state on a daily basis. Recognising the need for future generations to
be able to appreciate their culture and language, several Sikhs rose up to the challenge of
promoting the Punjabi language and giving it greater prominence in the Sikh community
and within the nation as well. One of the most prominent Sikhs to champion this cause is
Mr Bhajan Singh.
Born in Punjab in India in 1944, Bhajan lived with his mother and three siblings while his
father was in Singapore working as a watchman. In 1953, due to the unfortunate passing of
his mother, Bhajan and his siblings joined their father in Singapore. Although Bhajan topped
his exams and was eligible to attend the top Singapore schools at that time, he decided to
join Gan Eng Seng School so that he could work as a night watchman for a go-down just
across the school. Despite the many hardships during this period, Bhajan worked hard and
completed his GCE ‘A’ Level examinations. It was during this time that Bhajan started his
involvement with the Sikh community. He helped out at the old Central Sikh Temple along
Queen Street during his free time. 1
After qualifying as a teacher from the Teacher’s Training College while concurrently teaching
part time in Raffles Institution (1966-1968) and completing his national service (1969-1971),
Bhajan taught at Raffles Institution for another year. He eventually obtained a Bachelor of Arts
42

four years, he had gotten rid of most of the problems
and restored a sense of pride in the school. Where
once it was regarded as a backwater school, it was
now a better-than-average neighbourhood school. 2
Using this same approach, Bhajan moved on to helping
the many Sikh students in Si Ling Secondary School.
Some students came from broken homes while others
had parents addicted to alcohol or narcotics. Bhajan
assisted as many as he could. During this time, he
noticed that many Sikh youth could no longer identify
with their Sikh culture. They were staying away from
the gurdwaras (Sikh temples), and consuming alcohol
and drugs. Bhajan decided to bring together a group
of Sikh professionals to look into this issue.
(Honours) in History and a Master in Education from
the University of Singapore. Following this, he was
promoted to Principal of Ahmad Ibrahim Secondary
School in 1981 and later of Si Ling Secondary School
in 1984.
Prior to Bhajan’s arrival, Si Ling Secondary School
was notorious for its many gangsters and absentee
students. Many of the students with problems came
from broken homes or were abused. Bhajan realised
that imposing harsh treatment would further alienate
these students. As such, he placed emphasis on
rewarding good behaviour and positive change. He
realised that these students just needed someone to
care for them and have faith in them. Bhajan’s different
approach towards the students was successful. Within
In 1989, Bhajan was approached to take up the position
of Chairman of the Sikh Advisory Board (SAB). He was
encouraged by his colleagues to take this appointment
as an opportunity to connect the younger Sikhs with
the older Sikhs and to see them work together. Bhajan
had the honour of being Chairman of the SAB twice
from 1989 to 1995 and 1997 to 2003. After taking
up the appointment, Bhajan embarked on a large
scale campaign to educate Sikh youth on Sikh values
through Punjabi education.
Bhajan pioneered two Sikh organisations, the
Singapore Sikh Education Foundation (SSEF) and
Sikh Welfare Council (SIWEC) during his tenure as
Chairman of the SAB. The SSEF was established to
organise the teaching of Punjabi as a mother tongue
on a large scale as well as helping to standardise
the content of what these students studied so as to
improve grades amongst the students. As the SSEF
was being set up, Bhajan approached and persuaded
the various gurdwaras to move the Punjabi education
from their premises and set up a professional school.
Four schools were planned – North, East, West and
Centre. In March 1990, the Punjabi school system
43

was established and the Singapore Khalsa Association
eventually moved the management of its Punjabi
school to the SSEF in 1995. 3
In 1995, Bhajan was instrumental in setting up SIWEC
to look after the welfare needs of the Sikh community.
In this respect, he relied on his experience as a member
of the task force which set up the Singapore Indian
Development Association (SINDA). 4 This Council
provides financial help to the needy and aids Sikh
families with problems. It was through these measures
that Bhajan was able to improve and strengthen the
ties that bind the Sikh community together. As his
primary focus was to aid and improve the immersion
of the Sikh youth into their culture, Bhajan personally
oversaw the SSEF as Chairman from 1989 until 2013
and served as Vice Chairman of SIWEC from 1995 to
2014.
Bhajan also understood the importance of working
closely with the Singapore government so as to bolster
both the Sikh image and the image of the nation. The
first Prime Minister, Mr Lee Kuan Yew, did not want
Singapore to go the way of other countries, where
racial lines were drawn. He wanted the different races
and religions to work together in harmony. In 1990,
the government assembled the various leaders of the
religious communities to legislate religious harmony
in order to safeguard the many faiths of Singapore.
Mr Lee was impressed by the Sikh doctrine and decided
to include Sikhism as one of the five main religions
of Singapore when the Religious Harmony Bill was
enacted in 1992.
In the post-September 11 era, the government was
alarmed that religion could fan fanaticism and lead to
terror attacks in Singapore. A conference was called
and all the grassroots and religious leaders were
assembled along with the Cabinet. As Chairman of
the SAB, Bhajan addressed the attendees and stressed
“
I would like to convey my personal
and the government’s appreciation
to Bhajan for his dedication and
commitment as well as his invaluable
contributions which he rendered as a
member and Chairman of the SAB.
Under his leadership, the SAB has
done a fabulous job and achieved
the following – establishment of the
Sikh Resource Panel, setting up of the
SSEF, running of Punjabi language
centres and formation of the SIWEC.
Under Bhajan’s chairmanship, the
SAB has also managed to mobilise the
various institutions and organisations
to work together for the common
good of the Sikh community and to
contribute to national interests.
“
Mr Abdullah Tarmugi
Minister for Community Development, Youth and
Sports (1994-2000)
Singapore
that Singapore could not link faith to terrorism. Any
terrorist or fanatic followed no faith and his or her acts
could not be linked to any racial group. His statement
was so well-received that then Prime Minister,
Mr Goh Chok Tong, requested that he repeat those
same words during an interview with the Prime
Minister’s Office. He managed to convince the
government that the Sikh lifestyle was beneficial to the
well-being of the nation due to the concept of service
and sharing. 5 Bhajan also served on the Presidential
Council for Religious Harmony for a period of 22 years
from 1992 to 2014.
44

Bhajan is a man of relentless determination. His latest
accomplishment of introducing a common syllabus with
the same textbooks for the various Indian minorities
under the umbrella of the Board for the Teaching and
Testing of South Asian Languages (BTTSAL) 6 is the first
of its kind in the world and paves the way for further
excellence in the education field. 7 Bhajan set up the
BTTSAL and serves as its founding President.
Bhajan knew from the start that if he wanted to serve
the community and nation, he had to prepare for
challenges. When asked about this, he said: “When
you are doing it for the nation and the community,
nothing is too hard. I believe that the harder the
challenge, the greater the accomplishment.” 8 With
this motto, Bhajan continues to seek ways to further
the interests of the Sikh community in Singapore.
Endnotes
1
C Singh, The Sikh Community’s Contribution to the Development of
Singapore: A Collection of Essays and Personal Reminisces (1st ed.,
Vol. 1). Singapore, Singapore: Justice Choor Singh, 2005.
2
R Veloo, Si Ling’s Miracle Worker, The Sunday Times, June 13, 1993.
3
C Singh, op cit.
4
Set up in 1991, SINDA is a self-help group that works to uplift the
Singapore Indian community. Its key thrusts are in Education, Family
Services and Active Collaboration. See http://www.sinda.org.sg.
5
B Singh, Sikhs here are puzzled by US abuse reports. The New Paper,
September 23, 2001.
6
BTTSAL was set up in 2002 to handle the teaching and testing of
five languages that are not official languages in Singapore: Bengali,
Gujarati, Hindi, Punjabi and Urdu. See http://bttsal.com.
7
C S Narayanan, One More Language Barrier Comes Down. Tabla,
January 9, 2009.
8
Interviews with Mr Bhajan Singh, March 5, 2015 and April 11, 2015.
45

Bhopinder
Singh
A
s Singaporeans go about their daily lives, they find comfort that their homes are kept safe by
members of the Home Team. Part of this protection includes the tireless work done by the
unsung heroes of the Immigration & Checkpoints Authority (ICA) who keep our borders safe.
ICA’s vision is to ‘Inspire Confidence in All’. Its mission is to ensure that the movement of people,
goods and conveyances though its checkpoints is legitimate and lawful and to administer and
uphold its laws on immigration, citizenship and national registration fairly and effectively. 1
The ICA has boasted of many bright, capable and outstanding officers in the course of its
history. One such officer is Mr Bhopinder Singh, who is ICA’s current Director of Operations.
Bhopinder was born in Singapore in 1954. Following his graduation from the then-University of
Singapore with a Bachelor of Arts in Economics and Sociology, he began his career in the Ministry
of Home Affairs in 1982. He started off with the Singapore Police Force (SPF) where he served
for 18 years until he was appointed Assistant Director of Operations (Operations Management)
at the police headquarters in 2000. During his tenure there, he was responsible for coordinating
the island-wide police operations against illegal immigrants and criminal syndicates. It was not
an easy task as he had to ensure proper and adequate measures were in place so that necessary
action could be taken, depending on the situation.
In 2003, Singapore Immigration & Registration and the checkpoints operations of Customs &
Excise Department merged to form the ICA. After serving as Assistant Director of Operations in
the SPF, Bhopinder moved to the newly established ICA where he was appointed Deputy Director
(Operations). With his sharp analytical skills, coupled with his deep sense of responsibility,
Bhopinder rose to the rank of Senior Assistant Commissioner as well as Director (Operations) of
46

improvements can be made. He encourages officers to
always stay ahead and pre-empt issues through the use
of the latest technology and methods available to the
ICA as well as trusting their instincts when it comes to
making decisions.
Bhopinder’s leadership style, to be among his officers
instead of simply directing them, ensured that his officers
overcame one of Singapore’s most challenging moments
in the ICA history. In February 2003, Singapore was
faced with the outbreak of the Severe Acute Respiratory
Syndrome (SARS). A total of 238 people were infected
by the disease which claimed the lives of 33 individuals
in Singapore. Many of these casualties were healthcare
providers and other frontline staff who had come into
direct contact with those infected by the disease.
the ICA. His position as Director of Operations increased
his responsibilities significantly as he had to supervise
the daily operations of the various departments to
ensure that they were efficient while meeting their
key performance indicators. He stated: “There was
tremendous pressure on the job. We had to consistently
deliver.” 2 However, with his affable personality as well
as his resourcefulness and dedication, Bhopinder and
his team of dedicated ICA officers took it in their stride
to confront and successfully overcome all challenges.
Bhopinder is a leader who firmly believes that to get
the best from his officers, he has to set an example by
walking the talk and being at the frontlines. It is not
uncommon for one to see Bhopinder interacting with his
team of officers and keeping an eye out for areas where
As a regional hub and a responsible member of the
international community, Singapore had to put in place
effective measures to isolate and curb any uncontrolled
spread of SARS. This meant that the ICA had a key role
in putting into place measures to manage the entry
of infected persons in Singapore and to prevent the
spread of the virus. 3 Bhopinder was a member of the
Whole-of-Government Integrated Risk Management
put into place to fight SARS. His task was to lead the
planning and preparation of all needed measures to
be carried out at all checkpoints. The challenges faced
by Bhopinder and his team were extreme and varied.
Singapore’s globalised status meant it was a very
popular holiday and business destination. It was critical
that Singapore had to remain open to welcome visitors
and businessmen to her shores while ensuring that the
outbreak was controlled. The task was a tall order, but
with the able guidance of Bhopinder, the ICA teams
were able to implement the most efficient methods
to ensure that the SARS outbreak was monitored. This
also prevented more cases from entering Singapore
and ensured that there were no infected patients
47

leaving the country, thereby controlling the spread of
the virus to other countries. 4
Bhopinder’s planning and execution highlighted
his capabilities and resourcefulness in not only
formulating ICA’s crisis management plans, but
also in enhancing its level of emergency response
and preparedness. His stellar leadership was also a
much-needed morale boost for a team which was
fearful that it could become infected as well since it
was at the frontlines. Looking back at the incident,
Bhopinder thoughtfully shared, “The technical and
operational know-how in managing the crisis was
important. However, the personal experiences and
shared sentiments have remained deeply etched over
the years since SARS.” 5
With 33 years of experience, Bhopinder’s span of
leadership and area of responsibilities now covers
the development of plans, policies, strategies and
procedures to deal with all operational matters in the
ICA. He oversees the Operations Division, which guides
ICA’s frontline units on matters pertaining to checkpoint
operations, investigation and repatriation of immigration
offenders. In spite of his busy schedule, Bhopinder also
makes service a priority. As such, he has been part of the
Sikh Advisory Board since 2011 and actively contributes
to its role as an advisor to the Singapore government on
matters concerning Sikhism, as well as on the customs
and general welfare of the Sikh community.
As he completes his service to the nation, it is
Bhopinder’s fervent hope that the younger generations
48

“
I have known Bhopinder for
more than 30 years. We were university
classmates and have been close friends
since then. Bhopinder’s soft-spoken
and unassuming manner has enabled
him to negotiate challenges both in
his career and personal life. He has
excelled in his job and his current
position as Director of Operations at
ICA is a recognition of his dedication
and professionalism in the service.
In his personal life, he is a loving
husband, a caring parent and a filial
son to his elderly parents. He has made
the right decisions in life because
he has a strong moral compass and,
more importantly, is supported by a
wonderful and loving wife.
Mr R Raj Kumar
Director, Public Affairs
Asia-Europe Foundation
“
of Singaporeans will augment and improve on the
foundation already set in place by members of his
generation of ICA officers in the areas of border security.
Through avid societal involvement and a general sense
of community pride, the younger generation of ICA
officers will be able to spearhead newer initiatives aimed
at further strengthening Singapore’s security landscape
that is continuously evolving.
The ICA will continue to face new challenges in
the context of Singapore’s position as a global and
cosmopolitan island state. It has been successful in
meeting these challenges in the last 50 years, thanks
to the officers at the checkpoints. Singaporeans have
been able to take comfort and will continue to do so,
knowing that our borders are being protected by brave
men and women, led by inspiring and capable leaders
like Bhopinder.
Endnotes
1
Immigration and Checkpoints Authority. See http://www.ica.gov.sg/
page.aspx?pageid=64.
2
Interview with Mr Bhopinder Singh, October 3, 2015.
3
Severe acute respiratory syndrome (SARS) outbreak, 2003. See http://
eresources.nlb.gov.sg.
4
Press Statement on the Stepped-up Checks to Prevent the “Export” of
SARS.
5
Interview with Mr Bhopinder Singh, op. cit.
49

Bilveer
Singh
"
I
think if you have done something well and it is worthwhile remembering, that is naturally great.
In my case, I am basically a teacher. So I think it may not be history that will remember or judge
me, I think my students will.” 1 These were the first words of Associate Professor Bilveer Singh
when he was interviewed for this piece.
An immediate interpretation one can draw from the above view is the importance Bilveer places
on the type of knowledge, values and character that he wants to imbibe in his students. Bilveer
is extremely dedicated and focused on nurturing and developing generations of people trained
in statecraft and politics. His impact has been huge and his influence has been immense. Many
of Singapore’s statesmen and political thinkers have been moulded either through his tutelage
or by reading his publications.
The Department of Political Science at National University of Singapore (NUS) takes pride in
Bilveer's career which spans three decades. He has also won 10 teaching excellence awards
in NUS. “I think this year would be my 31st year in the academia and the 35th time that I am
teaching this module on Singapore politics because I sometimes teach the same module twice a
year. So just imagine the thousands of students who have gone through my hands and I actually
have influenced them to think about Singapore’s politics passionately.” 2
Bilveer was on his way to a potential career in the military where he was an instructor for the
Officer Cadet School. However, he decided to continue his studies in the hope that a university
education would then improve his chances of attaining a higher rank with the military. After his
studies, he was headhunted by the Singapore foreign service and the intelligence agencies due
to his multilingual proficiencies, especially Malay, and they already had jobs lined up for him.
50

Bilveer’s belief in the value of education and the impact
of a teacher on his or her students, mirror his life where
his teachers from secondary school onwards constantly
pushed him to excel despite his slow beginning. He
has adopted this practice by constantly pushing his
students to explore and confront their comfort levels.
“My job is to produce good students, sharp minds. That
is all. I produce good students, thinking students, good
citizens, loyal citizens, people who, in time of crisis, will
not run away but stand up to be counted and make the
difference.” 4
A chance encounter with a professor while collecting his
certificate changed his life forever. As the top student in
the Honours class in 1981, he was offered a scholarship
to do a Master and Doctor of Philosophy (PhD)
programme, as well as eventual employment as a senior
tutor. This, in essence, sealed his life as an academic in
political science.
The same professor also had a specific topic for him
to specialise in – the Soviet Union. Bilveer eventually
completed his Master and PhD on the Soviet Union. He
quipped: “That is how I got my job. I became Singapore’s
first Soviet specialist.” 3 However, the eventual collapse
of the Soviet Union changed everything. Bilveer then
focused specifically on Indonesia, which he also studied
while working on Soviet-Asian relations. He has been an
Indonesian specialist since 1990.
One of Bilveer’s boldest moves in his academic career
was to make the decision to teach ‘Government and
Politics of Singapore’. At that point in time, it was a
sensitive topic for discussion. However, he felt that it
was an important module for young Singaporeans to
understand Singapore’s politics in a more intimate and
informed manner. He managed to pull it off, largely
due to his own deep understanding of the topic and
his knowledge of governance. Bilveer now also teaches
such topics as foreign policy and citizenship education.
He has also been involved in changes in NUS on modules
on nation building and governance, not just relating to
Singapore but the wider Southeast Asian region as well.
His rationale for doing so is that society has become
highly complex and Singaporeans need to know the
world better so that they can really make a difference.
Despite not choosing a career in intelligence, Bilveer was
appointed Head of the Centre of Excellence for National
Security at the S Rajaratnam School of International
Studies at Nanyang Technological University in 2010.
He reported directly to the Prime Minister’s Office on
security issues such as terrorism and radicalisation. One
key reason for his appointment was his deep knowledge
and understanding of the region, particularly Indonesia.
This knowledge, arising from decades of work and
research, and resulting in numerous publications and
51

papers, provided the opportunity to Bilveer to serve his
country. It is an opportunity which he aptly stated as a
“great honour for a scholar.” He continues to remain an
Adjunct Senior Fellow at the Centre.
Bilveer’s work and contributions, particularly relating
to Indonesia and Singapore, are highly regarded locally
and internationally. Equally impressive is the fact that
he is highly proficient in Bahasa Melayu and Bahasa
Indonesia. Apart from being called upon to share his
views at various local and international forums and by
the media, this proficiency has allowed him to contribute
literature in these languages as well. He regularly teaches
in Bahasa in different Indonesian universities, including
the National Defence University, where he is currently
an Eminent Professor. He has 10 books in Bahasa
Indonesia – all dealing with security issues. This quality
has naturally made him a much sought-after personality
since he deals with the important issues of politics,
regional security issues, Islamist terrorism, role of great
powers in Southeast Asia and the domestic and foreign
policies of Singapore. Describing his most important
publication, Politics and Governance in Singapore,
Bilveer stated: “…this is the handbook on Singapore
politics. It is on politics and governance in Singapore; it
is an introduction that anybody can read.” 5 The book
has become a key textbook in Singapore schools.
Bilveer is not just contended with writing for the purpose
of education. That is important but he has also made it
his mission “…to put books by Asians on the global
academic shelves. At the moment, books in the academic
world are dominated by the West.” 6 He tries to restore
a balance in this respect in the world academic order.
He exposes his students to diverse readings of different
writers from different cultural backgrounds. “I think it
is important to bring out books from our region and by
Asian authors and make them available to our students.
I write about stuff that should be part and parcel of the
“
I have known Bilveer for about
30 years. He was my lecturer at NUS
when I was an undergraduate in
Political Science. He was one of the
key lecturers who enthralled me
with his fast-paced, informative and
entertaining lectures. Frankly, he had
a big influence on my own decision to
subsequently become an academic in
national security studies.
Bilveer has certainly inspired
succeeding generations of students
with his infectious passion for research
that influences national debates on
security issues affecting Singapore. He
remains an inspiration to me!
“
Associate Professor Kumar Ramakrishna
Head of Policy Studies
S Rajaratnam School of International Studies
Nanyang Technological University
students’ normal intake. That is why I work and write
like there is no tomorrow.” 7
Academic knowledge aside, Bilveer strongly believes
in the virtues of honesty and integrity. These apply
to his work, students and in direct dealings with the
government. Quite naturally, this has resulted in
him courting controversy with his views as he firmly
believes that ‘shading’ history is wrong for if you do,
“…somebody will ‘unshade’ and bring out the truth
tomorrow. Historians will.” 8 His belief also stems from
the fact that he directly influences and impacts the
lives of future leaders who will hold key positions.
It is vital for him to maintain a high level of integrity
52

When asked once more on how he would like to be
remembered by his students, if nothing else, Bilveer
remarked: “That I told the truth, that I drove them
onto a highway of passion, daring them to ask difficult
questions and never shunning away from adversity. In
short, I want them to become highly responsible yet
caring individuals.” 9 And the truth be told – Bilveer has
indeed left an indelible imprint on his students and the
academic world in the last three decades. And he will
certainly continue to do so in the many decades to come.
Endnotes
and openness. Students are highly impressionable and
susceptible to various influences and the people who
have that influence need to influence in a proper and
positive manner. At the same time, they need to practice
what they preach.
1
Interview with Professor Bilveer Singh, July 21, 2015.
2
Ibid.
3
Ibid.
4
Ibid.
5
Ibid.
6
Ibid.
7
Ibid.
8
Ibid.
9
Ibid.
53

Choor
Singh
D
espite his stern and uncompromising exterior, everyone knew that, deep down, here was a
judge, meticulously fair and firm, with a deep sense of justice and his responsibilities. 1 This
is the opinion of District Judge Sowaran Singh, then a Deputy Public Prosecutor, who had the
privilege of appearing in court before the late Justice Choor Singh.
Former Chief Justice Chan Sek Keong also shares the same verdict on the man. 2 The latter even
had a real-life example to illustrate this principled character of Choor. In a letter written to
Choor’s family, the former Chief Justice recounted an old case involving an appeal from the late
Harry Lee Wee, arising from his conviction for certain penal code offences (obtaining restitution
in consideration of the concealment of the offence of a criminal breach of trust). Although his
application of the law, as it was written led him to “reluctantly dismiss” the appeal, Choor still
made known his somewhat contrary opinion of what justice in this case should have meant. The
closing of the judgment he penned included his personal estimation of how “it is not dishonest
for a person to try and recover his own property from one who has committed criminal breach
of trust in respect of it.” Indeed, former Appeal Judge Chao Hick Tin was quoted in an article in
The Straits Times as saying how he “always sought to do justice in a case, even to the extent of
departing from precedents.” 3
Indeed, that example was apposite as multiple sources indicate how it was as a criminal
judge that Choor seemed to find his true vocation. 4 However, one need not just take their
word for it, his work speaks for itself. During the time when Choor was on the Bench as a
judge, the Privy Council in England still had jurisdiction over appeals arising from the local
Court of Criminal Appeal. According to the former Chief Justice, one of Choor’s “proudest
moments” was when, “as a civil judge,…the Privy Council restored his decision on a landlord
54

that he wrote his orders in a timely fashion, Choor
dedicated long hours to ensuring that his judgments
were not only well-researched but weighing every
word to make sure it was the right fit. Daljeet recalls
waking up in the morning during the years of his youth
to see the evidence of his father’s judgment writing
efforts – heaps of crumpled blue foolscap papers used
by the courts in those days strewn all over the table
and floor. Verdicts were written and re-written by hand
till he had satisfied his own high personal standards.
and tenant case…which the Court of Appeal had
reversed.” It must also then have been a point of pride
for Choor that none of the five decisions written by
him while he was a member of the Criminal Court of
Appeal were overturned by the Privy Council when
they were sent there to be appealed against. Notably
as well, Mr T P B Menon of Wee Swee Teow & Co
writes that, during his 17 years on the Supreme Court
Bench, Choor wrote “countless judgments in criminal
law cases…as a judge of first instance.” 5 Of these, a
prolific 105 judgments were reported. 6 The quantity of
Choor’s judgments, by no means, resulted in any want
of quality in them. Former Chief Justice Chan noted
how Choor’s “judgments pervade of common sense
and practical wisdom.” 7 Choor’s son, Dr Daljeet Singh
Sidhu, attests that writing judgments was a task that
his father took very seriously. 8 In addition to ensuring
Apart from the respected judgments passed by Choor,
one other occasion also deserves mention as it stands out
for being a manifestation of the esteem with which he
was perceived by his peers and superiors. This occasion
is none other than the time that Choor presided over
the memorable “Body in the Box” murder, which has
accurately been described as “a catalyst in the abolition
of the jury system” 9 for criminal cases in Singapore.
After judgment was passed in this case to sentence the
suspected murderer to life imprisonment as punishment
for a lower charge instead of the death penalty for
conviction on murder, it came to Choor’s attention that
there had been a fracas amongst members of the jury.
There was a clear implication that, instead of basing its
decision purely on the merits of the case, the decision
was actually the result of the fracas that the majority
of the jury had decided to sentence the suspect on a
lower charge. In the words of Choor himself: “Lee Kuan
Yew sent for me… I told him about the jury. He asked:
“Well what do you think? Shall I abolish the jury?” I
said if I tried the man alone, I would have convicted
without any hesitation…Then he (Lee Kuan Yew) took
steps. And he held an inquiry; questioned the jurors.” 10
Jury trials were subsequently abolished in 1969. 11
Personality wise, Choor has been described numerous
times as being “strict”, “much feared” 12 and one who
“would brook no nonsense from defence counsel.” 13
55

Another criminal lawyer, the late Mr Subhas Anandan
also spoke of how “he suffered no fools and thought
little about berating those who wasted his time as
idiots.” 14 Even Queen’s Counsels were apparently not
spared from this matter-of-fact way in which Choor
ran his courtroom. Former Chief Justice Chan recalled
how he was not “awed” by Queen’s Counsels and on
one occasion “…(which became the talk of the legal
circuit) reputedly told the Queen’s Counsel that there
was nothing in the facts and the law in that case that
the Queen’s Counsel could tell him which he did not
already know.” 15 Another more sombre moniker that
Choor came to be known by was the ‘Hanging Judge’. 16
This title came about as a result of his reputation for
meting out capital sentences. 17 A statement he made to
The Straits Times in 1996 speaks of how this title did not
weigh on his conscience at all when he reflected that he
was “satisfied that [he had] made no mistake and that
[he had] done [his] duty according to the law.” Daljeet
recalls asking his father about these ‘sobriquets’ the
media had bestowed upon him and whether he had any
doubts about what he had done. He too heard a similar
response from his father who assured him that he sleeps
peacefully at night, content with the knowledge that he
has applied diligently the law to the facts presented
before him. These somewhat sensationalised titles were
unfortunate as they belied the wonderful father and
family man that Choor was. Daljeet describes him as
a soft-hearted man with an unimpeachable character. 18
After 47 years in public service, Choor retired in 1980
at the age of 69. This steadfast man, who without a
doubt remains “one of Singapore’s most prominent
Supreme Court judges”, had not always held such a
lofty station in life. In his autobiography, Choor wrote
how he “had no table or chair to do [his] homework.
[He] did some reading under the street light.” In this
context, his meteoric rise from his first job as a solicitor’s
“
Few men have had a longer
career marked with a record of
diligent and distinguished service
than Justice Choor Singh. In his 17
years on the Supreme Court Bench,
his comprehensive knowledge of the
criminal law and procedure and his
wide experience in the administration
of justice has been of immense help to
my colleagues and me.
Mr Wee Chong Jin
Chief Justice (1963-1990)
Singapore
“
clerk at the law firm, Mallal and Namazie, to becoming
the “first Indian in Colonial Malaya to be appointed
magistrate” and then his subsequent appointment as a
Supreme Court Judge speak of perseverance, a tenacity
to succeed and an uncanny ability to seize opportunities
and make the most of them.
In addition to his judicial responsibilities, Choor
was actively involved in the Sikh community. He was
particularly concerned that youth in an Englishspeaking
world might be susceptible to losing touch
with Sikhism. This was the impetus for one of his most
major contributions to Sikh society – the penning of
a number of books on the Sikh faith. Well researched
and encompassing a wide range of themes, some of the
titles included Bhai Maharaj Singh: Saint-soldier of the
Sikh Faith, Understanding Sikhism: The Gospel of the
Gurus and Who is a Sikh and other Essays. Although
he only turned to writing after retirement, Choor had
already been a fully participating and involved member
of the local Sikh community from very early on. In fact,
56

within the Sikh community. His role in the community
was cemented on 14 August 1994 when the community
conferred on him the highest honour by inviting him to
lay the foundation stone for the then new building for
Khalsa Dharmak Sabha Temple. 21
Choor passed away on 31 March 2009. He composed an
epitaph for himself: “I have done my duty to the state,
my community and faith. I leave now as ordained by my
fate.” This pithy and characteristically pragmatic epitaph
perhaps best encompassed the measure of this great
man who made a lasting contribution to Singapore and
the Sikh community.
he is one of the founding members of Singapore Khalsa
Association (SKA). He was part of a group of Sikh
schoolboys from Raffles Institution 19 who in the mid-
1920s thought there was a gap that could to be filled.
As is explained on the SKA website, the Sikh temples
discharged and continue to discharge their role as
places of worship and to some degree social functions
as well. The establishment of SKA saw to it that there
was a centre for sports for the community as well. An
additional point to note is that SKA was one of the
first places, apart from the Sikh temples, to teach the
Punjabi language. Choor did not want Punjabi youth
to lose touch with their roots and fought very hard for
Punjabi to be recognised as a second language. He also
made a number of generous charitable contributions
to related causes. 20 He was also a great sportsman. He
played hockey and cricket till he was 55 years old and
he continued to golf till 86 years of age.
In retirement, Choor continued to be active notably in
a number of community service endeavours as well as
Endnotes
1
Judge Choor Singh Dies, Singapore Khalsa Association, 2009.
2
Jesley Chua, In Memory of Justice Choor Singh, National Archives of
Singapore, 2009.
3
Khushwant Singh, Retired judge Choor Singh dies at 98, The Straits
Times. April 2, 2009.
4
S K Chan, CJ’s letter to retired Justice Choor Singh’s family, Supreme
Court Note, 2009; G H Tan, 100 Inspiring Rafflesians, 1823 – 2003,
(Singapore: World Scientific Publishing Co Pte Ltd); T P B, Menon,
Justice Choor Singh. The Law Gazette, 2009.
5
Ibid note 4, citation 3.
6
Supra note 4, citation 1.
7
Supra note 4, citation 1.
8
Interview with Dr Daljeet Singh Sidhu, March 20, 2015.
9
Supra note 2.
10
Supra note 2.
11
Andrew Phang Boon Leong, Jury Trial in Singapore and Malaysia: The
Unmaking of a Legal Institution, Malaya Law Review 25, 1990: 50-86.
12
Supra note 3.
13
Supra note 4, citation 1.
14
Supra note 3.
15
Supra note 4, citation 1.
16
During that period, the death penalty was mandatory for those
convicted of drug trafficking or murder. It was revised in November
2012 which meant that the death penalty was lifted under certain
specific conditions. See www.lawgazette.com.sg.
17
Supra note 3.
18
Supra note 8.
19
http://www.singaporekhalsa.org.sg/cms/about-ska/evolution-of-ska
20
Interview with Dr Daljeet Singh Sidhu, op cit.
21
Supra note 4, citation.
57

Daljeet
Singh
I
n the current stable climate, one can be easily forgiven for forgetting the moments in history
when Singapore was a victim of terrorist attacks and race riots. For Singapore to be able to
establish itself as a sovereign state, it had to develop, among others, a formidable defence
force. Lieutenant Colonel (Retired) Daljeet Singh was one of the men responsible for laying the
foundation of the armed forces of an independent Singapore. 1
When Daljeet was growing up, Singapore was beginning to gain autonomy from the British
in home affairs, education, and law and order. It was in the time of pre-independent and premerger
Singapore and a young Daljeet was in the process of realising his true calling. Even
when he was in school, his leadership qualities began to show. With the support of his teachers,
a friend and he helped set up the National Cadet Corp Club in Gan Eng Seng Secondary School.
After completing his secondary studies, and before the merger took place, Daljeet joined the
armed forces, forgoing plans to pursue further studies in India or Australia. This decision was
significant as it marked the start of an illustrious career in the armed forces for Daljeet.
In 1963, when Singapore joined the Malaysian Federation, the armed forces of Malaya
and Singapore merged to become the Armed Forces of Malaysia. Malaysia consisted of the
Malaysian Peninsula, Singapore, Sabah and Sarawak. With respect to defending the now
expanded boundaries, the four battalions from Singapore were divided between Singapore and
Johor, with two each for Johor and Singapore. Each battalion was 800-men strong. The troops
were a mix of both Malaysians and Singaporeans. A lieutenant now at a young age of 23 years,
Daljeet was a Platoon Commander in the 2nd Singapore Infantry Regiment (2S1R) and he was
responsible for southern Johor and part of Singapore.
58

platoons, was sent to the jungles to hunt for an estimated
60 saboteurs in a mission that lasted three months.
Daljeet's platoon killed six to seven men on its own.
According to Daljeet: “We had taken an oath to defend
our nation. We had an obligation to fulfill. Moreover, we
were angry that we had lost our own men. When you
spend night and day with them, the regiment becomes
your family.” 2 This incident reflected a clear example of
a man who not only carried out his responsibilities as
a leader but also showed loyalty and determination in
protecting the dignity of his fallen soldiers.
The regional expansion of Malaysia caused ripples in
Indonesia. President Sukarno was keen on expanding
Indonesia’s border to include Sabah and Sarawak.
He waged an undeclared war along the border of
Sarawak and sent infiltrators into various states of
Malaysia to cause chaos through rallies and terrorist
attacks. Unfortunately, tragedy struck in February 1965.
Indonesian infiltrators entered the east coast of Johor
and the 2SIR responsible for that jurisdiction despatched
a company of soldiers to confront the infiltrators. During
a rest period for the soldiers, the tailing infiltrators
launched an attack on them, causing the death and
mutilation of nine soldiers. Angered and humiliated at
the failure of its first mission and the horrific mutilation,
a platoon from 2SIR, led by Daljeet, along with other
On 9 August 1965, Singapore was left to fend for itself as
a sovereign nation following separation from Malaysia.
The government decided that Singapore needed
to implement mandatory national service to make
defending the small country the business and interest of
all citizens. 3 Daljeet was one of the few men handpicked
to help develop methods of training for the Singapore
Armed Forces. For that, the Israeli Armed Forces, one of
the most elite and sophisticated forces of the world, was
invited to train these handpicked men in an Instructors’
Preparatory Course 4 that lasted three months and ended
with the establishment of the Pasir Laba Camp, where
Daljeet was appointed Alpha Company’s Second-in-
Command. 5 Being a specialist in jungle warfare and
weaponry, Daljeet set up a unit specialising in weaponry
called the School of Infantry Support Weapons in the SAF
Training Institute. 6 He helped design the jungle training
course and established an overseas training facility for
the SAF in Brunei. 7 He also went on to head five out of
the seven infantry schools in SAFTI. 8
It would not be an overstatement to say that Daljeet
played a key role in shaping and developing the SAF to
what it is today. Daljeet justifies his efforts by saying that
anyone in his position would have done the same: “We
had taken an oath and we had to honour it.” 9 A humble
man by all measures, the inspiration for his national
59

“
Daljeet and I have been friends for more than 50 years. I met him in 1963
when I was posted to 2SIR.
Daljeet was a major contributor to 2SIR’s excellent record of success in military
operations, a fact that is known throughout the Singapore Armed Forces (SAF). In
1965, we were involved in military operations in the jungle in Johor and Sabah.
Daljeet has been known to have several encounters with the enemy, during which
he led his men to victory in each and every one of the battles. When he posted to
Infantry headquarters, his expertise in military matters was openly acknowledged by
several senior foreign military advisers of the SAF and they wasted no time in taxing
his knowledge and experience. That speaks volumes of him as a professional and a
experienced military officer.
My friendship with Daljeet blossomed over the decades and it has remained strong
till today.
“
Lieutenant Colonel (Retired) James P K Chia
Singapore Armed Forces
contribution was also due to the fact that he wanted
to build something for the country and society that has
provided the opportunity to his ethnic community and
him to attain a better life.
Growing up in Cairnhill with three sisters and studying
at Khalsa English School, Daljeet was not alien to the
struggles faced by his fellow Sikh immigrants in coming
to Singapore in search of a better life. He stated: “Our
grandfathers were very poor people but they worked
hard and made sure their children studied hard to
get somewhere in life… Singapore’s Prime Minister,
Mr Lee Kuan Yew, also made sure our society allowed
hardworking people to succeed and it was fair and
equal with all races in Singapore.” 10 Combining the
experience of witnessing the humble beginnings of
many Sikh immigrants with the success stories of highly
revered and recognised men such as the late Justice
Choor Singh, it only made Daljeet more determined to
succeed and contribute to society. He was and still is
dedicated to paying his respects to efforts made by his
Sikh forefathers. He contributes as best as he can to the
country that established a meritocratic system to allow
his ethnic community equal opportunity to succeed in life.
Daljeet retired as a Lieutenant Colonel. Today,
his charges are his grandchildren. However, he
constantly reminds young Singaporeans of the tough
times Singapore faced to get to this stage of stability
and security. He may no longer be leading a group
of soldiers but he is more than happy to provide
important words of wisdom to anyone who comes
forward to learn about his success story. After all,
he has always lived by these words that “To get
anywhere in life or to accomplish anything at all, you
need dedication.” 11
60

citizens and country. Daljeet was one such special officer
who was instrumental in laying the foundation for a
strong defence force for Singapore and, in doing so,
has occupied his rightful place in Singapore’s national
military history.
Endnotes
This year, Singapore celebrates its 50th anniversary as an
independent nation. The protection of the sovereignty
of a small and vulnerable nation surrounded by much
larger nations, particularly in the post-independent
period, was a daunting task. It took a special breed of
men to dedicate their lives to defending their fellow
1
Leaders are simply men who choose to bear the weight of others. (ND).
Retrieved on August 25, 2015.
2
Interview with Lieutenant Colonel (Retired) Daljeet Singh, June 2,
2015.
3
Koh Boon Pin and Lee Gok Boi, Shoulder to Shoulder: Our National
Service Journal: commemorating 35 years of National Service,
Singapore: Ministry of Defence, 2002.
4
Leaders are simply men who choose to bear the weight of others, op. cit.
5
Ibid.
6
Ibid.
7
Ibid.
8
Ibid.
9
Interview with Lieutenant Colonel (Retired) Daljeet Singh, op. cit.
10
Ibid.
11
Leaders are simply men who choose to bear the weight of others, op. cit.
61

Davinder
Singh
I
n 1972, the former head of the United Negro College Fund, Mr Arthur Fletcher, said: “A mind
is a terrible thing to waste.” 1 Adopted as one of the most successful public service marketing
slogans of all time, it was geared at driving home the point of the necessity of education. A
member of Singapore’s legal fraternity provided an equally compelling perspective on the value
of intellectual power when he stated that: “If you want to train your mind, I would advise you to
study law.” 2 Well, when this advice comes from legal eagle Senior Counsel, Mr Davinder Singh,
one would pay serious attention to it.
Born in Singapore in 1957, Davinder is the youngest of five children. He grew up in humble
surroundings along Race Course Road. He came from a relatively structured household where
his father, born in Baluchistan, modern-day Pakistan, was the bread winner. He was strict while
his mother, born in Malaysia, was the complete opposite and she loved to dote on her children.
Davinder lived in a neighbourhood of different races and religions. He was, thus, fortunate to
be exposed to the different festivals and celebrations in Singapore early on in life. According
to him, mingling with everyone without prejudice and judgment helped him learn much about
people and life. This played an important role in shaping his outlook. His parents promoted
understanding and appreciation of others among their five children – they had an ‘open door’
policy where anyone from the neighbourhood was free to visit. They were generous, as was
everyone else in his neighbourhood. This is a memory that Davinder holds dear to his heart till
today.
Davinder was a quiet child at home. His demeanor was, however, quite different in school where
he was an active and a more outspoken student. He attended Saint Joseph’s Institution and
62

is acknowledged internationally at the highest levels
of government and industry. 3 He joined the Litigation
Department of the firm immediately upon graduation in
1982 and rose through the ranks. He considers himself
extremely fortunate to have an unending stream of
good work and to be able to work with the best people
while serving important clients.
later enrolled into National Junior College. Recalling
fondly, he described his schools as places of complete
freedom with an all-rounded education. It was also here
that he met school mates who are his closest friends till
today.
Following college, Davinder felt that it was time to choose
his direction in life. He opted for law, for the simple
reason that it would consistently and continuously train
his mind. He felt that learning law would give him the
mental frame to analyse issues differently – a useful skill
in everyday life. He went to the National University of
Singapore to pursue a degree in Law.
Today, Davinder is the Chief Executive Officer of
Drew and Napier LLC, one of the largest law firms in
Singapore. Setup in 1889, the firm’s calibre of work
Over the last 33 years, Davinder has litigated cases in
almost every area of the law, including landmark cases.
Each case is different in its own way and a few have
generated some public interest. These included the
National Kidney Foundation scandal and the Roy Ngerng
defamation case. Davinder finds it difficult to pick a
particular case that he found particularly compelling
or challenging. Each case impacted his thoughts
and emotions uniquely. Davinder also has an active
international arbitration practice involving complex
commercial disputes and multiple jurisdictions. Among
others, he has advised and/or acted in the International
Court of Arbitration, Singapore International Arbitration
Centre and the United Nations Commission on
International Trade Law. 4
Prominent legal directory Chambers Asia-Pacific said:
“The ‘Davinder Factor’ puts this [law] practice in a
different league”. He is also described as “a formidable
advocate with a long-standing and excellent reputation
in the market”, and as “a standout figure in arbitration
as well as litigation, his advocacy is smooth as silk.” 5
It is, therefore, unsurprising that he has been regularly
acknowledged locally and internally as a top litigator
and arbitration counsel.
Most recently, he was recognised as the ‘Disputes Star
of the Year – Singapore’ at the inaugural Asialaw Asia-
Pacific Dispute Resolution Awards 2015. 6 Last year, he
received the prestigious ‘Outstanding Contribution to
the Legal Profession’ award from Chambers & Partners
63

for his exceptional achievements and significant impact
on the regional and international market. Chambers &
Partners also named him a standalone Star Individual,
a category above Band 1, for five consecutive years.
He was also named ‘Disputes Lawyer of the Year’ for
Southeast Asia and India at the inaugural The Asian
Lawyer Emerging Markets Awards in 2014. He was the
only litigator in Singapore to be named External Counsel
of the Year by Asian-MENA Counsel in 2012 and 2013. 7
In spite of these numerous accolades, Davinder remains
humble and believes that each award is recognition for
his entire team. He feels that his team members are the
bedrock behind every case he fights. Without them, the
accolades and recognition would not be possible. He
also chooses to take such moments to remind his two
sons that there is recognition for honest work and, if
one works hard and passionately, the opportunities will
present themselves.
In spite of his busy legal career, Davinder answered the
call to serve the country. In 1988, he was elected as a
Member of Parliament (MP) under the People’s Action
Party ticket, making him the first Sikh parliamentarian in
Singapore’s post-independence history. There were two
reasons he took on this challenge.
Firstly, he saw his MP role as an opportunity to widen his
horizon and assist the less fortunate. Davinder felt his
perspective of life was being shaped by his experience
as a professional working in the city every day. He did
not wish to lose sight of the fact that there were people
who were not as fortunate and who needed help.
On a more personal level, he decided to join politics
because his mother wished it, and he knew it would
have made his father proud as well. His family had the
highest regard for Singapore’s first Prime Minister, Mr
Lee Kuan Yew, and this was Davinder’s opportunity to
“
I have known Mr Singh for at
least 20 years, since the days when
he was a MP serving the residents of
Toa Payoh Central branch. We still
keep in touch and meet up with other
branch members for meals. He is a
kind man who is always willing to
help the poor and needy. Despite his
heavy work schedule, he looked after
the residents who queued, sometimes
late into the night, to meet him. He
earned the trust of the various clan
and merchant associations because
he was always humble. He never took
credit, always praising others for their
good work.
“
Mr Chia Ah Sah JP, BBM(L), PBM, PB
Vice Chairman
Toa Payoh Central Branch
work with him. Following Mr Lee’s passing in March
2015, Davinder explained the greatness of the man
in a Straits Times interview: “I sat with and talked to
this genius who, more than anyone, understood human
nature and societies, who had the third eye and could see
trends and dangers, which we mere mortals were blind
or oblivious to, and who knew with complete confidence
what was best for his people and Singapore.” 8
While Davinder served as MP for the Bishan-Toa Payoh
Group Representation Constituency for 18 years and
did his utmost to address the concerns of the residents,
his political journey was not without challenges. As an
MP, he faced the never-ending task of striking a balance
between his professional commitments and the needs
64

of his constituency while, at the same time, ensuring
that he had ample time for his sons.
The famous American author, poet and philosopher, Mr
Henry David Thoreau, once said: “As a single footstep
will not make a path on the earth, so a single thought
will not make a pathway in the mind. To make a deep
physical path, we walk again and again. To make a deep
mental path, we must think over and over the kind of
thoughts we wish to dominate our lives.” 9 In a similar
vein, Davinder has unendingly trained his legal mind to
emerge as one of the brightest, if not the brightest, legal
minds in Singapore, marking his life with exceptional
professional accomplishments and selfless service to the
nation and community.
When Davinder was elected into Parliament, the idea
of a Sikh MP was new to the Sikh community. There
was naturally much jubilance within the community on
his election. As much as he chooses not to take credit,
Davinder played an important role as a link between
the Sikh community and the government. In 1996, he
was joined in Parliament by Mr Inderjit Singh. Together,
they were highly successful in presenting the Sikh
community as one that punches well above its weight.
Endnotes
1
See http://www.npr.org/templates/story/story.php?storyId=4757704.
2
Interview with Mr Davinder Singh, September 26, 2015.
3
See http://www.drewnapier.com.
4
See http://www.drewnapier.com/Lawyers/Davinder-Singh.
5
See http://www.chambersandpartners.com/asia/person/50695.
6
K Vijayan, Legal eagle Davinder Singh named best dispute lawyer, The
Straits Times, September 26, 2015.
7
See http://www.drewnapier.com/Lawyers/Davinder-Singh.
8
Rachel Chang, Mr Lee Kuan Yew’s lawyer, Davinder Singh, remembers
the man, The Straits Times, March 23, 2015.
9
See http://thoreau.library.ucsb.edu/thoreau_life.html.
65

Gurcharan
Singh Sekhon
C
olonel (Retired) Gurcharan Singh Sekhon was literally born in the cowsheds in 1937. His father
was the owner of cows and buffaloes, and had a huge farm near Aljunied Road. Growing up
in pre-Second World War years, life for this little young boy was rather enjoyable and relaxed.
“Before the Japanese came, we were living very comfortably. I was running around and not
doing much. However, when the Japanese came, my entire life changed.” 1 The tranquility that
existed immediately disappeared and the whole country went into turmoil.
Gurcharan’s life took a further turn for the worse during the Japanese occupation when he
ended up going to a Japanese school. The teachers were strict, uncaring and unfriendly, and
they mercilessly caned the students. For Gurcharan, life at home was not any different. The
Japanese raided homes as they wished and took whatever they wanted and the locals were
helpless to do anything about it. However, unlike the Indians and Sikhs, life was even more
traumatic for the Chinese. The Japanese were extremely brutal towards them. 2
The turning point in Gurcharan’s life came when the Japanese left Singapore in 1945. A year
later, he joined Saint Andrew’s School. He felt extremely privileged to receive an education
from the school. The school’s principal and teachers left such a significant impression on him.
He fondly talked about his former principal and mentor, Mr Canon R K Adams. “He became
an excellent friend for every family in the school.” 3 He gave Gurcharan multiple leadership
positions in the school, something of a rarity for non-Christians in the school at that time.
While the principal and teachers played a key role in Gurcharan’s life in school, his father made
a significant impact on his life at home. He father was a disciplinarian and this, Gurcharan
acknowledged, made him the man he is today. His childhood experiences during the pre-
66

did not want to disappoint his father. Like many Sikh
families, Gurcharan’s family viewed the job as one that
provided stability, recognition and respect. In March
1966, Gurcharan returned to Singapore from Kuala
Lumpur and went for a series of recruitment tests. Three
months later, he joined the Singapore Armed Forces
(SAF) and it signalled the start of his contributions to
the nation and the Sikh community.
occupation period, during the war in Singapore and
post-Japanese occupation era laid the foundations for
who he was going to become when he grew older.
In 1959, Gurcharan succeeded in securing a place in the
university in Kuala Lumpur. Following his graduation with
an engineering degree, he found a job and remained in
the Malayan capital. Working with Gammons Hawaiian
Dredging Pomeroy, life for Gurcharan was, once
again, comfortable. He had a stable job and had little
complaints about life. However, life was to change again
for him.
Gurcharan's father and then-Assistant Commissioner
of Police Gurdial Singh rang and asked him to enter
the uniformed services. He was reluctant at first but he
At 29 years of age, Gurcharan was one of the most
senior recruits when he joined the SAF while the
majority of the recruits were only 18 or 19 years old.
His seniority and educational background made him
the most obvious choice for group leader. He was a
senior officer cadet. He eventually became a platoon
commander. One of his key roles was getting meals for
his platoon since he had access to his brother’s car from
time to time. One meal contribution, he recalled, as a
leader, was to buy 20 packets of char kway teow (fried
flat rice noodles) for his men. Such gestures helped him
to gain the confidence of the men around him. It also
marked the beginning of his contributions to the soldier
fraternity and he saw them as an integral part of him. 4
Gurcharan’s progress in the armed forces was nothing
short of remarkable. When the Singapore Armed Forces
Training Institute was set up in 1967 as the first military
institute to train officers and and non-commissioned
officers, an Engineer Training Wing was incorporated
into the plan. Together with another officer, Gurcharan,
then a Second Lieutenant, was selected to attend a
basic engineer officer’s course in Fort Belvoir in Virginia,
United States. Upon completion of the course, the two
officers and the Commanding Officer, Major George
Mitchell, conducted the first Engineer Commanders’
Course in Singapore from April to August 1968. 5 These
officers then formed the nucleus of the Singapore
Combat Engineers. Gurcharan was instrumental in the
birth of combat engineering in the armed forces in
67

“
Gurcharan is a remarkable individual who distinguished himself in school,
university and the SAF. In Saint Andrew’s School, he excelled in academic studies,
sports and student leadership. He represented the school in various sports and was
selected for the combined schools team. He was even appointed as the School Captain.
He continued to display his leadership qualities in university and was elected President
of the Student’s Union.
Gurcharan had a distinguished career in the SAF and was fondly referred to as the
‘Father of the Engineers’. Outside of the SAF, he excelled in sports, especially hockey,
rugby and cricket. At the same time, he took on several leadership roles in the Sikh
community. I am sure the Sikh community, Saint Andrew’s alumni, the SAF and the
sports fraternity are proud of his achievements.
Lieutenant Colonel (Retired) Eric Lim Teck Hock
Former Chief Engineer Officer
Singapore Armed Forces
“
Singapore. He was a pioneer of the combat engineers
and he was a part of it until he left in 1984. He was
also the first man from the first batch to command
the Command Staff College as well as the first man to
command the First Division from his batch. Gurcharan
was one of three Sikh colonels in a group of only seven
colonels in the armed forces – there were no generals at
that point in time. Gurcharan was indeed able to make
his mark in the uniformed group.
Gurcharan’s contributions, however, were not just
limited to the SAF. Having played cricket, rugby and
hockey at the highest level, he took it upon himself to
give back in a meaningful way to these sports. Realising
that these organisations were facing challenges since
they were new, he felt that he could best make a
difference by taking on leadership positions in these
sports. Gurcharan held the appointment of President
of Singapore Rugby Association and Singapore Cricket
Club. He was also the Vice President of the Singapore
Hockey Association. His involvement in the sporting
arena saw Gurcharan becoming a member of the
Singapore Sports Council, an achievement which he
is extremely proud of. Gurcharan’s leadership traits,
honed in the armed forces, played an important role in
rejuvenating these organisations.
Gurcharan also played a pivotal role in the progress
of the Sikh community. As the President of Singapore
Khalsa Association (SKA), he was instrumental in raising
its standard and range of activities for its members. Being
a senior and respected member of the Sikh community,
Gurcharan was asked to take charge of building the
Central Sikh Temple. It was no easy task for several
reasons. Firstly, it was earmarked to be built in a new
location and, therefore, required significant funding.
Furthermore, as the location was in a residential area
and on a small plot of land, Gurcharan and his team
had to overcome many obstacles to build this temple.
They succeeded admirably. With the experience and
68

knowledge gained from building the Central Sikh
Temple, Gurcharan assisted in the building of the Silat
Road Sikh Temple in Jalan Bukit Merah. He remarked: “I
did whatever I could for the building of our temples. This
was my national service to the community and society.” 6
Although Gurcharan is almost 80 years old today, he
continues to lend his support to the Sikh community.
He is currently a member of the SKA Board of Trustees.
For Gurcharan, the Sikhs in Singapore are a dynamic,
hardworking and reliable group. He feels that they have
excelled in everything they have set out to do. In the
recent past, Sikhs have held many important positions
in the fields of defence, medicine, academia, sports and
education, among others. Sikh parents should continue
to encourage their children to pursue careers in these
fields. As such, parents need to support them in making
life’s important decisions. At the same time, Gurcharan
feels that we need to ensure that young Sikhs pick up
the baton from the senior members and they continue to
serve the community. Only when we serve can we fully
appreciate the challenges we face and devise relevant
platforms to address them so that the Sikh community
continues to remain a progressive, cohesive and united
group.
Gurcharan’s career path was, in a way, chosen for him
by his father some 50 years ago. However, it turned
out to be a life-changing one for him. That single most
important decision has allowed him to make important
leadership contributions to the Sikh community and
Singapore at the national level. It has also allowed him
to leave a permanent mark in the armed forces and on
Singapore’s nationhood.
Endnotes
1
Interview with Colonel (Retired) Gurcharan Singh Sekhon, August 1,
2015.
2
Ibid.
3
Ibid.
4
Ibid.
5
Singapore Combat Engineers, December 10, 2007.
6
Interview with Colonel (Retired) Gurcharan Singh Sekhon, op cit.
69

Gurcharanjit
Singh
"
T
he brightest stars are those who shine for the benefit of others" – these words aptly describe
the late Mr Gurcharanjit Singh. He was the star among his family and friends – a star that shone
bright!
Gurcharanjit grew up in a multi-racial Housing Development Board estate at Outram Park in the
1970s. At that time, the Singapore government’s promotion of racial harmony was in its infancy
stage and had yet to make an impression on the people. However, to this child, the campaign
was irrelevant as race and religion mattered little to him in his daily interactions. He had friends
from all creeds and cultures because, to him, everyone was equal, regardless of ethnicity or
class. It was this belief that ultimately fashioned the thinking and life of Gurcharanjit and
which led him to spend much of his time in public and community service despite working in
an extremely challenging legal profession and fulfilling his responsibilities to his beloved family.
Gurcharanjit possessed wisdom far beyond his age, unlike young Singaporeans of his age. He
actively participated in many conversations focusing on socio-economic and political issues. This
exposure to real world issues affecting Singaporeans expanded his knowledge and awareness,
something that would be extremely relevant later in his life. Significantly, it was these early
conversations which planted the desire in Gurcharanjit to want to make a difference to the
Singapore Sikh community and all Singaporeans.
Gurcharanjit graduated from the University of London and was called to the Singapore Bar as
an Advocate and Solicitor in 1998. Viewed as an all-rounded lawyer, he was a consummate
advocate with particular strengths in litigation and negotiations. He encapsulated the highest
virtues of integrity and honesty expected of members of the Bar. In a tribute to the memory of
70

Teik Soon, stated, Gurcharanjit was “his closest legal
colleague and a dependable lawyer” 2 and one who was
highly committed to the legal profession.
Despite his hectic professional career, Gurcharanjit also
found time to serve the Sikh community and the larger
Singapore community. To him, time was relative to desire
– if one had the desire to serve, one would find the time.
Gurcharanjit was an extremely dedicated, committed
and passionate volunteer. What distinguished him from
those around him was his sociable and approachable
nature, and his ability to relate to those around him.
His best friend and fellow lawyer, Mr Jagjit Singh Gill,
remarked that Gurcharanjit “had the uncanny ability to
connect with all kinds of people whatever their status,
race, creed or background and it, therefore, came as no
surprise that he excelled in community work.” 3
Gurcharanjit, his wife, Rajvant wrote: “He was always
eager to share his ideas and plans and dispense words
of advice. He was also not one to hold any punches. He
was always frank, forthright and true to his beliefs. His
presence was always felt when he was around and he
invariably left his mark in everything he embarked on.” 1
To Gurcharanjit, the well-being and interests of his
clients were of paramount importance. He fought the
cases of his clients with a great degree of passion and
confidence. He respected every person whose case he
advocated. Although not every outcome was in his
client’s favour, he derived great personal satisfaction in
doing his best for every case he undertook. The legal
fraternity saw in Gurcharanjit all the great qualities
of a gentleman and a lawyer. As his fellow partner in
Lau & Gur, the law firm in which he practiced, Dr Lau
Gurcharanjit’s involvement in grassroots activities saw
him manage a range of portfolios over the years. These
included being the Chairman of sub-committees under
the Holland-Bukit Panjang Town Council and the South
West Community Development Council, Vice-Chairman
of the Bukit Timah Community Club Management
Committee, Chairman of the Community Emergency and
Engagement Committee and Inter-Racial and Religious
Confidence Circle, and Immediate Past Chairman of the
Bukit Timah Zone 3 Residents’ Committee.
As a grassroots volunteer, Gurcharanjit’s compassion
and accommodating nature were readily apparent.
Although he ended up with many people’s burdens on
his shoulders, Gurcharanjit’s calming nature never failed
to provide assurances and resolution to his constituents.
Notwithstanding his heavy involvement in grassroots
activities, Gurcharanjit always had the Sikh community’s
welfare at heart. He envisioned Sikh youth contributing
to the cohesion of the community and, consequently, to
71

the fabric of Singapore. His engagement with the Sikh
community saw him spending countless hours outside
the office addressing the challenges and concerns of
the Sikh community. His genuine desire to promote
the welfare of the Sikh community led to his active
involvement in the Sikh Advisory Board, the Singapore
Sikh Education Foundation, the Sikh Welfare Council
and Sri Guru Singh Sabha Youth Wing. As his wife aptly
stated, Gurcharanjit just wanted to make life better for
his community and the people around him. 4
Gurcharanjit’s contribution to the Sikh youth of
Singapore is best epitomised by his role as Advisor to
Sri Guru Singh Sabha Youth Wing. He took particular
pride in the success of the youth. He encouraged them
to do their part for the community because he felt that
the youth would benefit professionally and personally
through such involvement. He believed that they would
become more enlightened, compassionate and caring.
With his active guidance and encouragement, the youth
wing became a vibrant body which organised a range of
activities to meet the needs of Sikh youth.
Gurcharanjit’s relentless drive to fulfill his responsibilities
in the different facets of his life was truly inspiring and
outstanding. His selfless service and contributions to
society were recognised when he became the youngestever
recipient of the Bintang Bakti Masyarakat (the
Public Service Star). 5 He had earlier received the Pingat
Bakti Masyarakat (the Public Service Medal). 6 Quite
apart from the medals, the praiseworthy comments of
his fellow grassroots members attested to Gurcharanjit’s
high level of rapport, harmony and fellowship with his
fellow Singaporeans.
Of all his achievements, Gurcharanjit’s greatest pride
and joy were his wife, his three children (Roshan, Livraaj
and Jasreen) and his mother. He cared deeply about his
mother who single-handedly raised his two brothers
“
Gurcharanjit was an active,
enthusiastic and aspiring lawyer who
would have achieved prominence in
the legal profession. He was diligent
and confident in the conduct of the
cases and some judges knew him well
– they conveyed to me commendable
remarks about him.
Aside from his professional
occupation, Gurcharanjit contributed
unselfishly to the welfare and wellbeing
of Singaporeans and his
exemplary role was recognised by
the state. The legal professional has
lost a valuable, balanced and stable
member.
“
Dr Lau Teik Soon
Former Partner
Lau & Gur
and him after his father passed away when he was just
seven years old. His mother’s sacrifices in raising him
motivated him to excel in all he did. His wife was the
pillar of strength in his life. Gurcharanjit courted Rajvant
during their days in England when they were both
law students. He relied heavily on Rajvant’s support in
managing the home and raising the children because his
involvement in grassroots activities saw him spending
many hours away from the family. Notwithstanding his
punishing schedule, Gurcharanjit always endeavoured
to make time for his wife and his three children. They
completed him.
Gurcharanjit always possessed a desire to deepen
his legal knowledge, resulting in his acceptance into
72

the Master of Laws programme at the University of
London. Gurcharanjit was to have commenced the
course in October 2010. Perhaps fate had other plans.
On 3 October 2010, Gurcharanjit suddenly passed away
from a heart attack. The unanticipated demise of this
committed, caring and loving husband, father and son,
honest, helpful and hardworking lawyer, and passionate
and dedicated grassroots volunteer left everyone in a
state of shock and sadness.
Gurcharanjit may no longer be with us physically but
his spirit and ideals continue to live in us. He taught
everyone whose life he impacted that the highest virtue
was how one lead one’s life. Although his life may have
been short, Gurcharanjit’s life was rich, full, respectable
and impactful. 8 If Gurcharanjit were around us today,
he would most likely say that it was not the length
of time he spent on Earth that mattered; rather, it
was how he lived that counted. In the words of his
family and friends: “His legacy [has been] defined by
his actions that will last for an eternity, where even
words engraved in stone will fade away with time.” 8
Gurcharanjit indeed left us a legacy – one that will
forever keep his memory alive.
Endnotes
1
Rajvant Kaur, In Memory of Gurcharanjit Singh s/o Dewan Singh (PBM)
(BBM) 4 February 1969 – 3 October 2010, Singapore Law Gazette,
February 23, 2011.
2
Ibid.
3
Ibid.
4
Interview with Ms Rajvant Kaur, August 12, 2015.
5
The Bintang Bakti Masyarakat was instituted in 1963. It is awarded to
any person who has rendered valuable public service to the people of
Singapore; or who has distinguished himself or herself in the field of
arts and letters, sports, the sciences, business, the professions and the
labour movement. See http://www.pmo.gov.sg/nationaldayawards.
6
The Pingat Bakti Masyarakat was instituted in 1973. The medal is
awarded to any person who has rendered commendable public service
in Singapore or for his or her achievement in the field of arts and
letters, sports, the sciences, business, the professions and the labour
movement. Ibid.
7
Rajvant Kaur, In Memory of Gurcharanjit Singh s/o Dewan Singh (PBM)
(BBM), op. cit.
8
Ibid.
73

Gurdip
Singh Usma
I
magine navigating an entire 40-year career through Singapore’s developing business world
without undergoing a job interview even once. Mr Gurdip Singh Usma has done just that and
this is perhaps one of the most compelling hints at his success as an accounting professional
who made the switch to corporate management early in his career. This culminated in a
19-year stint as President and Chief Executive Officer (CEO) of Singapore-based manufacturing
business, Crescendas MEC Group.
One of five children of Punjabi migrants from Usma village close to Tarn Taran in Amritsar district,
Gurdip arrived in Singapore in 1955 at the young age of six years. His father, Mr Boor Singh
Usma, had become dissatisfied with the farming life after returning to India from Singapore
following the Second World War and the end of the Japanese occupation, and decided to make
a home for his family in Singapore. He started a retail textile business serving primarily the
Sikh community while holding down a night watchman job at the Indian High Commission in
Singapore.
Educated at the Anglo Chinese School, Gurdip obtained his Bachelor of Accountancy (Honours)
from the University of Singapore in 1975. As luck would have it, he was among the first batch
of GCE ‘A’ Level students to attend national service the year the rule on doing national service
before university education was implemented, which caused him to give up an Indian government
medical scholarship in order to fulfill his obligations to his country. While the opportunity to
pursue a medical career was lost, the door to the professions in Singapore’s corporate world
opened. Gurdip was handpicked by Arthur Andersen & Co while he was still in university and he
worked with the global accounting firm for five years before being enticed away by his client,
Molex Singapore, one of the largest connector companies in the world.
74

in Illinois. He gained recognition for the successful
implementation of this project through two special
awards from the company before returning to Singapore
as Regional Finance Director for the Far East region. In
1990, he moved to Bangkok to head the company’s
Thailand operations for two years, bagging three
company-wide ‘Best in Class’ awards for highest sales,
profitability growth and entity of the year.
When Molex partnered a local company to set up
a cable assembly manufacturing business in 1992,
Gurdip seized the offer to become a partner and head
the joint venture. Over the next 19 years, he steered
Crescendas MEC Group (previously MEC International
Group) through periods of growth as well as a couple
of financial crises until the successful business was
sold to a Singapore Exchange-listed company for an
undisclosed sum in 2011.
After just a year at Molex as financial controller, Gurdip
was promoted to Assistant General Manager and Head
of Manufacturing Operations in 1981. For the first time,
he found himself in a challenging position – a newlyminted
senior manager in his early thirties in charge of
subordinates who were highly-trained engineers much
older than him. Earning their respect and learning
how to lead them required perseverance, confidence
and fortitude. A six-month operations training stint in
Japan also provided a good foundational ‘crash course’
to equip Gurdip with the necessary know-how on the
internal workings of the industry and the company.
International travel became a mainstay of Gurdip’s work
life. In 1986, he was posted to the United States for
two years to develop and install a worldwide standard
costing system for Molex, whose head office is situated
As a producer of wire harnesses, cables and other valueadded
assemblies, Crescendas MEC Group served a
clientele that consisted mainly of well-known American,
Japanese, European and regional multinational
consumer electronic end-product manufacturers of
televisions, radios, computers, video recorders, printers
and disk drives, among others. Under his leadership,
Crescendas MEC Group won the Enterprise 50 Award
for five consecutive years from 1998 to 2002. The Award
recognises the 50 most successful private companies
based in Singapore. Gurdip later served as Vice President
of the E-50 Club from 2005 to 2007 and 2009 to 2013.
At its peak in the late 1990s to early 2000s, Crescendas
MEC Group had a total workforce of 1,400 employees
and sub-contractors across Singapore, Malaysia,
Indonesia and China, and was considered one of the
largest harness and cable manufacturers in the country.
As labour costs in Singapore escalated and Crescendas
MEC Group’s customers began migrating to lower cost
75

“
I have known Gurdip since 1991.
Through the years, he has been a
good colleague and close friend. A
very knowledgeable person, Gurdip
is analytical and resourceful and
can always be counted on to come
up with good solutions to almost
every problem. He is like a walking
encyclopaedia that can add value to
any organisation.
Mr Lawrence Leow
Executive Chairman
Crescendas Group
“
countries in the region, the company also made the
decision to venture into these previously-unexplored
markets and set up operations there under Gurdip’s
leadership, thus ensuring its survival. Gurdip says that,
although it was a tough decision to shut down the
company’s plant in China just prior to the 2008 global
financial crisis, he believes it was the right decision as it
helped the company stay on track to continue delivering
profits and improving efficiencies.
He believes that having the ability to be nimble, knowing
one’s customers well and being able to respond to
their needs are important values that have served him
well as a business leader. In addition, he places great
emphasis on using automation and computerisation to
provide accuracy, reduce manpower and to ultimately
help make good business decisions. For instance, as
one of the first small-to-medium-sized companies
in Singapore to install the Systems Applications and
Products in Data Processing (SAP), a fully integrated
enterprise resource planning system, Crescendas MEC
Group was recognised on SAP’s website as a model
case study in successful implementation and was also
the subject of a Channel NewsAsia feature on the topic.
Since his retirement from full-time work in 2011, Gurdip
has served as an adjunct faculty member at the School
of Accountancy in Singapore Management University.
He teaches Corporate Financial Management to finalyear
students using case studies from his real-life
corporate exposure. His course is popular with students
and is almost full every semester.
If he has any regrets, it is that he missed out on a lot
of time with his wife and three children during his busy
years. The travel demands of his job and his reticence to
uproot and disrupt his children’s education meant that
he could only make fortnightly or monthly trips home
from the United States and Thailand. He says: “I am
indebted to my wife, Amreet, for taking care of the kids
alone during all these periods.” 1
In addition to his corporate roles, Gurdip is active in
the community. He is currently Chairman of the Board
76

of Trustees at Singapore Khalsa Association and Vice
President of the Central Sikh Gurdwara Board. In mid-
2015, Gurdip was elected as Chairman of the Sikh
Welfare Council. He chaired the World Schools Debating
Championship in Singapore in 2002, when it was held
in Asia for the first time. He was the founding Chairman
of S-League team, Clementi Khalsa Football Club. He
is a former Vice President of the Malaysia Singapore
Sikhs Sports Council and started the Asia Pacific Sikh
Golf Championship in 1998, which continues to run
biennially. He was Chairman of Silat Road Sikh Temple
from 2005 to 2011 and Chairman of the Sikh Centre
from 2011 to 2015.
Gurdip is heartened by the increasing number of
Sikhs entering the commercial sector in Singapore
today. “There were very few locally-trained accounting
professionals in Singapore at that time. I was probably
one of the first Sikhs to be the CEO of a multinational
in Singapore. Now you see a number of Sikhs in top
positions and they have started to shine.” 2 He hopes
they too will make a strong imprint on Singapore’s
national landscape.
Endnotes
1
Interview with Mr Gurdip Singh Usma, June 17, 2015.
2
Ibid.
77

Gurinder
Singh Shahi
A "
re you a rebel rouser? Are you one who wants to change the world and make it a better place?
If you are, then this fellowship is for you.” That poster of the Warren Weaver Fellowship at the
Rockefeller Foundation caught the attention of Dr Gurinder Singh Shahi as he strolled down
the hallway of Harvard University. This was during an academic year for his Master’s degree
in Public Health, International Health Policy and Management. The Rockefeller Foundation is
a scientific community that promotes the well being of humanity around the world and the
Warren Weaver Fellows Program comprises extremely talented individuals who have contributed
fresh perspectives on the Foundations’ work in specific programme areas and they are given full
support to carry out any scientific project of their choice, which would be a service to mankind
and the environment.
Gurinder is the eldest child in the family, with a younger brother and sister. Having spent the first
10 years of his life in Orchard Road, where his paternal grandfather had a shop-house, Gurinder
and his younger brother would get up to mischief with the neighborhood children, running
around rampant through the flood prone streets. “We were basically street urchins”, described
Gurinder, with a slightly mischievous glint in his eyes, of him and his brother, Maninder. 1
Having graduated as a medical doctor from the National University of Singapore (NUS) in 1984,
Gurinder joined the teaching faculty there. Three years later, he embarked on his part-time
Doctorate in Molecular Biochemistry and Biotechnology, which he completed impressively in
two years. It was about this time that he had the honorable opportunity to work with the
former Dean of the School of Law in NUS, international lawyer and Ambassador-at-Large at
the Ministry of Foreign Affairs, Professor Tommy Koh. Professor Koh was the President of the
Third United Nations Conference of the Law of the Sea and his work in studying the peaceful
78

including the impact of human encroachment on the
local flaura and fauna in the Himalayas. “We used to
pretend that our actions were so insignificant that no
matter how badly we mismanaged things, the earth was
strong enough to recover from the damage we created.
However, evidence now suggests that is not true and
we have been destroying the environment and, in some
instances, irreversibly.” 2
use of the seabed and the ocean floor piqued Gurinder’s
interest in environmental issues.
Gurinder decided to undertake his Master in Public
Health at Harvard University – a decision his peers could
not fathom as it was, by and large, an uncommon area
of study. After successfully completing his Masters in
Public Health, Gurinder applied for the Warren Weaver
Fellowship at the Rockefeller Foundation. In spite of
being among 500 applicants, Gurinder was one of the
chosen five. All of them had different backgrounds and
experiences ranging from finance to public health. With
his experience as a medical doctor and a background in
public health, Gurinder was placed in the global health
division as well as the global environment division
where he worked on a myriad of research projects,
The global health division at the Rockefeller Foundation
was keen on tackling healthcare challenges in
developing countries. The initiative it had was
developing public health schools without walls. The
idea was to train medical personnel working in the
field on the principles of public health and to provide
them with the necessary skills and education needed
to address challenges in their respective countries that
were largely less developed. Despite being at a tender
young age of 30, Gurinder was instrumental in creating
a curriculum and game plans for this initiative. “There
was a lot of fun doing that as I had the opportunity
to share my knowledge and exchange valuable ideas
with these bright people who would, in the future, bring
about change for the welfare of their environment. In
a way we were grooming classes of activists for social
and environmental change.” 3 He then embarked on this
long road to apply his in-depth scientific knowledge to
the service of all.
In 1993, after successfully completing his fellowship at
the Rockefeller Foundation, with exemplary standards,
Gurinder was invited to join the Division for Global
and Inter-Regional Programmes at the United Nations
Development Programme (UNDP). He spent two years in
New York, where he ran various projects in partnership
with the World Bank and the World Health Organization
(WHO). He worked with consultative groups to produce
solutions for pressing issues occurring in underdeveloped
countries, ranging from global agricultural challenges,
79

“
Gurinder always had a deep interest in international developments and health.
He decided to travel on the public health terrain at a time when there was relatively
little interest in the area. He was indeed a rebel rouser who wanted the world to be a
better place. In doing so, Gurinder’s labour of love proved to a massive success and
enabled Singapore to become a leading regional and global player in the public health,
molecular biology and biological sciences arenas.
Gurinder has played a key role in the development of several major international
initiatives, and served as advisor and consultant to leading international organisations,
governments, corporations and foundations in such areas as healthcare, life science
technology innovation and commercialisation management, and biotech industry
development. He has also been actively involved in operationalising and providing
strategic and management inputs to a range of entrepreneurial enterprises.
Amongst other portfolios, Gurinder is an extraordinary teacher who brings a special
passion and unique insight into his classroom. He has changed the way many view the
world and global health.
“
Associate Professor Shabbir M Moochhala
Distinguish Member of the Technical Staff
Defence Medical & Environmental Research Institute & DSO National Laboratories
and water and sanitation issues to children survival and
development. His face beaming with delight, Gurinder
remarked: “There would normally not be opportunities
to do something like this and I was extremely excited to
be given the chance to work on these projects.” 4
While working with the United Nations, a portfolio
was created for him to spearhead the Sustainable
Health Development Division. He was tasked to join
a group that was setting up a new global institution
in South Korea called the International Vaccine
Institute (IVI). It is dedicated to the development
of vaccines for diseases in developing countries.
Gurinder spent three years in South Korea playing
a key development role for the institution. He was
responsible for overseeing the build up of overseas
partnership links between the IVI and leading centres
of excellence in Asia. Today, the IVI has grown to
become a 200-person strong non-profit organisation.
Gurinder was then invited by several Japanese and
Korean scientists to assist them in setting up another
medical organisation in Singapore, the International
Molecular Biology Network of Asia and the Pacific
Rim. It is an organisation dedicated to promoting the
development of molecular biology and biotechnology
in Asia and the Pacific region. It comprises Asian and
Asian-Pacific member countries, with Singapore being
one of them. The initiative allowed for the exploration
of Singapore’s growth potential in the molecular biology
80

marketplace. Although Singapore was fast becoming
the leading light in the medical arena, Gurinder insisted
that it was crucial, at the same time, to be aware of
relevant developments regionally and globally. At
A-IMBN, Gurinder worked very closely with regional
countries in developing their biotechnology industry
and this has shown significant results, with countries
like India, South Korea and Japan currently being the
leading Asian players in this field, and China being the
leading manufacturer of biotechnology.
and biotechnology arena. Gurinder was appointed as
Executive Director of the Asia Pacific International
Molecular Biology Network (A-IMBN). He worked closely
with the European Molecular Biology Organization and
with regional scientists, governments and private-sector
partners. This paved the way to further develop the
molecular biology and biotechnology infrastructure in
Singapore. A priority needs assessment committee was
established to identify top concerns of each country
and areas of weakness that needed to be resolved.
Singapore was part of this committee and Gurinder was
the representative in developing the best strategies in
improving the biotechnology industry in Singapore and
around Asia and Pacific region.
Concurrently, Gurinder worked as a principal consultant
with Coopers & Lybrand (now PriceWaterhouseCoopers),
a multi-professional organisation, in coordinating new
vaccine introduction in Singapore and Asian countries
as well as assisting local and regional companies
to launch their technologies and products into the
marketplace. This allowed Singapore based companies
to attain a significant standing in the biotechnological
As a result of Gurinder being the Singapore
representative, the substantial growth of these countries
proved to be beneficial to Singapore with considerable
resources being available to the tiny nation through
transnational collaborations in research conducted in
this field. These collaborative efforts further catapulted
Singapore onto the global map.
Locally, Gurinder has been an adjunct faculty at
Singapore Management University since 2004. He was
part of a committee that developed the curriculum and
subsequently taught the course on 'Technology and
World Change' at the university.
Gurinder always had a deep interest in international
developments and health. He decided to travel on the
public health terrain at a time when there was relatively
little interest in the area. He was indeed a rebel rouser
who wanted the world to be a better place. In doing so,
Gurinder's labour of love proved to be a massive success
and enabled Singapore to become a leading regional
and global player in the public health, molecular biology
and biological sciences arenas.
Endnotes
1
Interview with Dr Gurinder Singh Shahi, August 29, 2015.
2
Ibid.
3
Ibid.
4
Ibid.
81

Harbans
Singh
I
t is very difficult to get Mr Harbans Singh PS to say much about his personal contributions to the
Inter-Religious Organisation (IRO). This is largely due to the fact that he prefers to speak about
the organisation and its values and significance. Immediately, one can begin to see that this man
lives and breathes the IRO. Ultimately, it does not really matter that he does not say much about
his own efforts and achievements because they are slowly revealed without him having to do so.
When Harbans was approached for an interview for this article, he suggested that it take place
at Ba-Alwie Mosque on Lewis Road. One would immediately be puzzled with this suggestion
since the interview is with a Sikh representative for a book about the Sikh community. The
second surprise came when he proposed that it take place over lunch at the mosque. The reason
became quite apparent soon after. The Imam of the mosque, Imam Habib Syed Hassan Alatttas,
is Harbans’ dear friend. This was to be the first inkling that the presidency of the IRO was much
more than just a post for this man. It actually is a way of life. The interview was peppered
with anecdotes from the Imam on Harbans’ invaluable contributions to the organisation and
Singapore.
The 86-year old, who has stepped down as President of the IRO, is still very much an indispensable
member of the organisation. The veteran member of the non-government organisation is still held
in high regard by his colleagues. As the Imam alluded to, Harbans has the ability to bring people
together. In an organisation such as the IRO, where there are representatives from so many
different groups, much of their undertakings are based on consensus, which does not always
automatically occur. Harbans’ biggest contribution to the IRO is his patience and his ability to
be a unifying factor. There are “many different groups with different thinking. If someone goes
astray, he puts that person straight. Other people are afraid to speak but he is direct.” 1
82

fanfare. According to the Imam, “Harbans just does
work quietly…but the results speak for themselves.” 2
Apart from conducting prayers and blessings, one of
the main activities Harbans is involved in is giving talks
on the Sikh faith as well as religion in general. The
motivation for this is based on his personal ambition to
ensure that people understand Sikhism.
Even today, Harbans continues to be active in the
IRO. He is the Chairman of the Prayer and Blessing
Committee. It comprises a team of religious leaders
that conducts prayers and gives blessings at important
events. These prayers are requested by various
organisations for a variety of purposes, ranging from
the exhumations at Bukit Brown to the F1 Grand Prix
races. The religious leaders pray for safety, humanity and
concerns of individuals who work in these places. These
sessions are not directly for religious concerns or for any
commercial purpose. Harbans is easily recognisable from
photographs of inter-faith leaders conducting prayers
at significant events that occasionally appear in the
newspaper. However, there is also an equal chance that
you will not recognise him because this prolific religious
leader is so humble and self-deprecating that he seems
to prefer working behind the scenes without much
During the interview, Harbans showed a photograph
of him smartly dressed and seated on a train with an
'Assisi 2002' pin smartly pinned to his blazer. He then
excitedly explained that this photograph was taken on
the train in the Vatican City and the Pope was on board
as well. What he failed to mention until further prodding
was that representatives from the Vatican had actually
reached out to the IRO and sent a personal invitation
in Harbans’ name. When prompted, he revealed that a
representative from the Vatican had heard him speak
at another interfaith event in Taiwan some time earlier.
Impressed and in agreement with the values and ideas
that Harbans expressed while conducting his seminar, a
personal invitation was sent to him to be part of the Day
of Prayer for Peace in the World held in Assisi in 2002.
Such is the extent of the recognition he has received in
his field of work. 3
The foundation for Harbans’ attitude towards religion
and how one’s faith in his own religion could be
strengthened by respecting and co-existing with the faith
of other religions was laid early in his childhood through
people with “strong characters” who had a significant
influence on him. Harbans was born in Perak in 1930
and spent his early years in Malaysia. At the Tatt Khalsa
School in Kuala Lumpur, he had a teacher who created
a lasting impression on him and whom he says made
him the person that he is today – humble but spirited.
He would have continued to have a Punjabi medium
education if not for the disruption to his education by the
Japanese occupation. After the war, Harbans restarted
83

“
Harbans is an amazing gentleman who is truly likeable, patient and yet
firm. A natural leader who leads from the back, he is never wasteful with words or
emotions. His vast array of life exposure and experience, along with his conviction and
commitment to social causes, has benefitted both the Sikh community in particular
and society in general. He has travelled widely to participate in international
conferences and present on Sikhism and inter-faith activities in Singapore, Asia,
Europe and the United States.
Despite his age, Harbans still serves society actively and tirelessly, and with great
spirit, including the Inter-Religious Organisation. He is highly respected by the
Muslim community and the other faiths in Singapore. His values and qualities are
admirable, and he is clearly a unique role model for the next generation in more ways
than one.
“
Mr Syed Hassan Alattas
Imam and Head
Ba’alwie Mosque, Singapore
his education at a Methodist institution, which was the
equivalent of the Anglo Chinese School in Singapore.
Harbans was an over-aged pupil and, despite winning
the science prize at school, his form teacher decreed that
he should read Bible studies. Although, at the time, he
may not have fully appreciated what he was doing, this
was an unintentional boon for him. Now, as a member
of the IRO, he is able to not only discourse on Sikhism,
but also see parallels between Sikhism and Christianity.
According to him, the Maryada, which is the Code
of Conduct for the Sikhs, states that one must know
enough about other religions before one can critique or
appraise them. 4
Harbans is well grounded in the principles he preaches
and constantly uses his own life as an example of how
learning about other religions only brings good things.
Having studied in Methodist schools in his youth, he
came to see that religion is only about one thing – being
good generally. He explained time and time again that
the IRO and the activities it carries out are one way of
allowing people to understand the values and teachings
of each religion so that “we can understand them and
they can understand us.” 5
On a basic level, Harbans’ embodiment of mutual
understanding, trust and friendship between two
different religious factions is apparent from the
sentiments and anecdotes that the Imam and Harbans
express about each other. With utter sincerity, Harbans
highlighted the recognition received by the Imam at the
National Day awards this year. However, he did not even
once bother to draw a parallel of any kind and state that
the PBM at the end of his name on his name card stood
for Pingat Bakti Masyarakat (Public Service Star). 6 On the
other hand, the Imam continued to stress on Harbans’
important contributions to society and the IRO. Despite
the immense hospitality and helpfulness of the Imam
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throughout the duration of my visit to the mosque, the
extent of Harbans’ relationship with the Imam became
most apparent only after lunch when Harbans, in his
typical understated fashion, casually mentioned to me
that I was probably the first woman who has ever had
lunch in the Imam’s private room where he lunches with
a carefully curated set of his friends. Only then did the
extent of their friendship hit home for me. It also was
perhaps a reflection of the ease with which Harbans
is able to relate to the different groups of people in
Singapore. He treats everyone equally.
Harbans has truly found his calling with the IRO. It
gave him the opportunity to speak about Sikh values
on a national and international platform and share the
beauty and peace of Sikhism. This year, the 66th IRO
Day was held in the Istana for the very first time, in
conjunction with Singapore’s 50th birthday. Singapore’s
Prime Minister, Mr Lee Hsien Loong, attended the event.
During his address, the Prime Minister stated: “The IRO
symbolises the ideal of religious harmony”. 7 The same
certainly applies to Harbans.
Endnotes
1
Interview with Imam Habib Syed Hassan Alattas, August 19, 2015.
2
Ibid.
3
Interview with Mr Harbans Singh, August 19, 2015.
4
Ibid.
5
Ibid.
6
The Pingat Bakti Masyarakat was instituted in 1973. It is awarded to
any person who has rendered valuable public service to the people of
Singapore; or who has distinguished himself or herself in the field of
arts and letters, sports, the sciences, business, the professions and the
labour movement. See http://www.pmo.gov.sg/nationaldayawards.
7
Transcript of Speech by Prime Minister Lee Hsien Loong at the 66th
Anniversary of Inter-Religious Organisation on 12 May 2015 at the
Istana. See http://www.pmo.gov.sg/mediacentre/.
85

Harbhajan
Singh
W
hat will you do when you are suddenly faced with the scary unknown – a faceless fiend that
seems to be devouring all in its path? Will you stay and fight or flee? Well, if you are Mr
Harbhajan Singh, you will dig in deep, systematically fend off and tackle the onslaught as it
comes to pass minute-by-minute, hour-by-hour and day-by-day. You will emerge a hero and find
your rightful place as an important contributor to Singapore’s national cause.
Nearly all of Singapore will remember the scourge of the Severe Acute Respiratory Syndrome
(SARS) that befell it in 2003. However, not many were placed in the position that Harbhajan
found himself in – right on the frontlines of the battle against the deadly disease. As the unit
nurse manager at the Communicable Diseases Centre (CDC), Harbhajan suddenly found the
small old building crowded with patients. As the CDC did not have the facilities of a major
hospital, one considerable difficulty was creating as many isolation beds as possible. Despite the
fact that patients were flowing in at alarming rates, 1 at the height of the epidemic “within two
hours 100 patients [could] come in,” the staff had to ensure that they kept the probable cases
separate from those merely suspected of having the disease. To this end, Harbhajan recalls how
his team methodically created more wards by quickly refurbishing disused wards, converting
facility rooms into wards, emptying existing wards of patients who were ill but could afford
to go home and then finally bringing in container wards – the latter adding approximately 90
additional rooms.
To discuss those days now with the benefit of hindsight and the comfort of knowing that
that storm has been weathered belies the arduous times those actually were. Recounting how
challenging that period was, Harbhajan explains that, as the unit manager, he had to play
a dual role of nursing manager (looking after the welfare of the nurses under his authority)
86

written about him and several accolades to his name. As
Harbhajan started telling his story, it became evident that
he takes much pride in his job and is very appreciative
of all the recognition he has received. Yet ironically,
Harbhajan initially seemed reluctant to talk about the
SARS period because, as far as he is concerned, he was
just doing his job. This response is not too puzzling when
one realises that it is characteristic of the man who does
not dwell on the past but rather looks forward to the
future. He is always hungry for a challenge.
and an operations manager (being responsible for
the facilities in the hospital). Apart from handling the
burgeoning number of patients, there were also issues
to be dealt with amongst the healthcare professionals.
In addition to this battle on the inside, Harbhajan recalls
how, in the early days, public bus drivers did not want
to take those in hospital uniforms on board and how
taxi drivers refused to go to the hospital. The danger
was real – 33 individuals, including two doctors and
a nurse, 2 contracted the disease and died. Naturally,
Harbhajan was highly concerned and the psychological
stresses weighed on his mind. However, this stalwart
realized that he was a manager and he had a job to do.
Harbhajan has indeed been widely recognised and
lauded as a Singaporean hero for his service during
the epidemic. He has had numerous newspaper articles
This is currently most evident in his attitude towards
ageing and retirement. Despite having officially
retired in 2002, Harbhajan shares that, in actuality, he
“retired on paper but physically he has not left the
hospital.” 3 He now works on an annually renewed
contract basis, and his contract has been renewed
every year for the last 13 years. Far from being
disgruntled at the shift in the focus of his job, from
being on the ground taking care of patients to now
taking on a more administrative role of ensuring the
welfare of the nurses, Harbhajan finds his current job
to be meaningful as well. He feels that, in any line of
work, including his own, the important thing is that
one must feel happy about coming to work and, to
this end, he explains that the social interaction and,
more specifically, the exchange of learning from
others and also teaching others is important. The
veteran nurse is something of a father figure to other
nurses in his department. In fact, in a 2011 interview,
the Director of Nursing at Tan Tock Seng Hospital
described how Harbhajan “is like a mentor [to us]. He
watches over us and is a role model.” 4 Gratifyingly,
the remarkable work that he does continues to be
given its due recognition. Harbhajan received yet
another award just as this article was being written.
He became the first nurse to be awarded the Tan Tock
Seng Emeritus Fellow Award. The Emeritus conferment
is the hospital’s highest distinction reserved for those
87

“
An inspiring mentor, an exemplary staff and a humble man with a big heart
are few of the many commendable qualities that Harbhajan is well-known for. He
has dedicated more than half a century to Tan Tock Seng Hospital as one of our
longest serving nurses. With his unwavering spirit, professionalism and commitment,
Harbhajan has brought the hospital and nursing to greater heights.
Harbhajan’s tenacity is evident in his fervent appetite to develop himself, and acquire
experience and knowledge in such clinical domains as thoracic, orthopaedic and
emergency nursing. He remains an astute leader with his charming ways of managing
and developing people. He is an icon in his own right, not only for his wisdom but
also for his unrelenting energy and passion in wanting to serve. Though officially
retired in 2002, Harbhajan continues to serve in Tan Tock Seng Hospital and helps to
guide our next generation of nurses.
171st Founder’s Day Message
Tan Tock Seng Hospital
“
who have made a lifetime impactful contribution and
serve as an inspiration for the staff. The new ‘Emeritus
Fellow’ category recognises staff who are non-doctors
and it is open to all family groups. 5 This throws into the
spotlight yet another facet of Harbhajan’s outlook on
life – he extols the virtues of life-long learning.
Although he has been in the profession longer than all
those he currently works with, Harbhajan remains more
than receptive to learning new things on the job and
excited about all the technological changes and medical
advances that keep occurring. In his own words, the
system is evolving and he wishes to remain a part of
it for as long as possible. 6 In an interview earlier this
year, Harbhajan explained how, although he initially
had “zero experience and knowledge of computers”,
he is today “just as well versed as the younger
ones in Microsoft Word, Excel and other software
programmes.” 7 Far from competing with the “younger
ones” however, Harbhajan firmly believes that both
groups of workers have useful knowledge to offer each
other. He is of the view that, while the younger workers
are technologically more adept and are doubtlessly very
knowledgeable about the work that they do, the older
worker has the experience and wisdom to complement
those traits. And Harbhajan does walk the talk – he is
a cherished member of the nursing team at Tan Tock
Seng Hospital. He has managed to remain relevant to
all those around him regardless of whether they rank
above or below him. This is made clear through the
interesting quirk of how many of his seniors were once
junior nurses whom he supervised then became his
“partners in rank” and went on to become his bosses –
they continue to hold him in high regard.
Harbhajan is a fantastic example of the success and
fulfillment that hard work can bring. Reflecting on his
early years, the septuagenarian explained that when
88

he left school in 1959 after completing his Cambridge
school certificate (equivalent of today’s O Levels), job
opportunities were scarce and most parents did not have
the means to enroll their children in higher education
courses. Rather, older children were expected to quickly
find employment and support the family. Under the
employment scheme conducted by the Public Services
Commission, Harbhajan selected teaching as his first
choice and hospital technician/nursing as a second
choice. During the interview, Harbhajan was offered his
second option. He took it up. His rise through the ranks
from a student of nursing to a senior nurse manager
with the rare honour of being the longest serving nurse
in the National Healthcare Group suggests that he has
not looked back since.
When asked to name a high point in his career,
Harbhajan’s quick response was that it has to be the
entire journey of reaching the pinnacle of the nursing
profession through sheer hard work (and without a
degree). With his admirable work ethic and zest for
self-betterment, Harbhajan truly epitomises the saying
that “work hard in silence and let success make all the
noise.” His success has certainly placed him and the
Sikh community proudly in the annals of Singapore’s
nursing history.
Endnotes
1
Interview with Mr Harbhajan Singh, June 24, 2015.
2
Dynamic Defence Display: Everyday Heroes. August 2014. See https://
apps.facebook.com/dynamicdefence
3
Supra note 1.
4
X Y Chin, It showed S’pore spirit. The New Paper, July 28, 2011.
5
Tan Tock Seng Hospital family of websites. Teaching Awards. Web. See
https://www.ttsh.com.sg/medical-professionals/page.aspx?id=2240.
6
Supra note 1.
7
R Chan, Learning Every Day. NTUC this week, June 14, 2015.
89

Harbhajan
Singh Loomba
D
ubbed the unbeatable hockey player, Mr Harbhajan Singh Loomba, even till today, is nostalgic
about the moment when his last-gasped short-corner goal enabled Singapore to beat Negri
Sembilan 1-0 and become the proud winner of the first-ever Tun Razak Cup in Kuala Lumpur in
1963. 1 The victory was one of the many high points in the career of Harbhajan that made him
a household name as a hockey player, national coach and international umpire.
The sports enthusiast was born on a land 4,620 kilometres away from Singapore – Sialkot
District in modern-day Pakistan. There, the young Harbhajan witnessed the manufacturing of
hockey sticks in a factory located just a few kilometres from his hometown. He fell in love with
the sport and almost every hockey game in Sialkot had Harbhajan as part of the crowd.
Harbhajan moved to Singapore with his family in 1949 and spent most of his childhood at
his home at Race Course Road, where he played in the veranda, 2 regularly hitting the hockey
ball against the wall to hone his skills. His inherent love for sports, whether hockey, football or
cricket, developed during his schools days at Victoria School where he played enthusiastically in
several school tournaments.
Upon completion of his GCE ‘O’ Levels, Harbhajan was at a crossroad. He had to decide if
he wanted to further his studies or hop onto the career bandwagon. Persuaded by a close
friend who was a school principal at that time, Harbhajan joined the education sector as a
private school teacher for five years. As his passion for teaching intensified, Harbhajan joined
the Teachers’ Training College in 1960 and completed the Certificate in Education Programme 3
in 1962. Thereafter, Harbhajan was posted to several schools, including Whitley Secondary
School where his teaching career spanned over 40 long years. The dynamic individual took on
90

Harbhajan was an active member of the Young Men Sikh
Association which was set up for young men wanting
to pursue the sport and the team played against multiracial
teams across all divisions. Additionally, Harbhajan
played for the Singapore Khalsa Association hockey team
and received the Uttom Singh Memorial Cup from Mrs E
W Barker in 1966. 5 Harbhajan also played for the Indian
Association and in tournaments such as the Nav Bharat
Cup in Hong Kong, clinching the title on several occasions.
unique and challenging roles as a Mathematics teacher,
National Police Cadet Corps in-charge, hockey instructor
and discipline master. Harbhajan brought immense joy
to the classroom and field, forging inseparable bonds
with every student – he attends birthdays and weddings
of former students even till today.
When he was a student, Harbhajan would pack his
school materials as soon as the school bell rang and put
on his sports gear, excited as ever to hit the field. His
exceptional hockey skills and dedication soon saw him
being selected for the national hockey team when he
was only in Secondary Four. He represented the national
team at left-half position for 10 years. 4 He made his
international debut at the Asian Games in Jakarta in
1962. This was followed by international tournaments
in Malaysia, Australia and New Zealand, including the
unforgettable inaugural Tun Razak Cup.
Harbhajan always had a strong determination to
continually improve himself. When he was nearing the
end of his playing career, he decided to attend a hockey
coaching course in Karachi under the United Nations
Educational, Scientific and Cultural Organization
(UNESCO) 6 scheme so that he could make a move into
coaching. Following an intense two-month coaching
course, Harbhajan was well on his way to becoming a
first class coach. He was soon appointed as the national
coach for both the men and women hockey teams. He
also served as a coach of the hockey teams of several
schools and military organisations.
In 1973, Harbhajan, together with Mr Hardial Singh
from India, coached the Singapore national team
during the Southeast Asian Peninsular Games in
Singapore. Even before the team played its first
match in the tournament, it was beset with several
challenges. Firstly, those working in the private sector
were not granted paid leave by their employers to
play at the Games. The drinking habits of some of
the player also hampered the team’s performance,
compelling Harbhajan to put in place strict disciplinary
measures at the expense of compromising the team’s
overall strength. However, the coaches and the team
performed admirably in the Games. The Jalan Besar
Stadium erupted when as Singapore created history
by beating Malaysia 1-0 to bag the gold medal in the
hockey tournament.
91

“
Harbhajan was often deemed one of the most skilful left-half players in
Singapore’s hockey. We won the Tun Abdul Razak Cup in the 1960s when his steely
wrist slammed home the winning goal through a penalty corner. He brought national
glory to Singapore. When Harbhajan became the national hockey coach, he achieved
another milestone when he guided Singapore to the grand finals of the Junior World
Cup when it held Asian champion, India, to a draw. It is a feat that has never been
repeated. He is also a highly respected international umpire.
Away from hockey, Harbhajan still continues to serve the community in spite of being
in retirement. I have known him to help the needy financially without expecting any
thing in return.
“
Mr Kesavan Kupusamy
Managing Director
Kesavan Engineering & Construction Pte Ltd
Soon after, Harbhajan was entrusted with the mammoth
task of preparing the national junior team for the Junior
World Cup. In the qualifying rounds held in 1977, the
Singapore team faced intense competition from stronger
rival teams. In the final match of the qualifying round,
the Singapore team faced the mighty Indian team. It
needed a draw to qualify for the grand finals in France.
Guided by Harbhajan on the side lines, the team shocked
India by holding it to a draw, thereby emerging as one of
the top four Asian teams to qualify for the grand finals.
History was again created. Singapore has not been able
to replicate the momentous achievement till today.
Apart from the men’s team, Harbhajan also coached the
national women’s team, preparing it for several major
tournaments, including the Women’s Regional Hockey
Tournament in Hong Kong in 1984. 7
Harbhajan’s progress did not end with him moving from
being a national hockey player to a national hockey
coach. He wanted to do more with the sport he loved
so much. He decided to become an umpire. His real
test came during the Asia Cup in Karachi in 1982. The
President of the International Hockey Federation (IHF)
and several renowned technical delegates critically
assessed Harbhajan’s capabilities and skills on the
hockey field in not one but three matches. Although the
pressure was intense, Harbhajan did exceptionally well.
He passed the test to attain the highest international
coaching qualification, reaching another milestone in
his hockey career. He was appointed an international
Grade One umpire by the IHF. He umpired numerous
international matches. Thereafter, Harbhajan served as a
technical delegate at top matches in New Zealand and
Malaysia, observing and assessing other umpires.
Passionate to promote his favourite sport in the local
community, Harbhajan organised courses under the
aegis of Singapore Sports Council for both men and
women interested in taking on coaching responsibilities.
His undying spirit inspired several individuals to pursue
their dreams and perform at the national stage.
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Today, Harbhajan is retired. However, his passion for
hockey remains unabated. He has been representing
Singapore in several veteran tournaments in Australia,
Malaysia and Hong Kong as well as playing locally from
time to time.
Harbhajan’s passion often took him away from Singapore.
However, he still found time to serve the community. For
several years, Harbhajan served in the National Police
Cadet Corps, conducted tuition classes at Singapore
Indian Development Association and performed the role
of a liaison officer in the Neighbourhood Watch Zone.
He was recently presented with the Grand Award for
Community Service, in appreciation of his 25 years of
dedicated voluntary service to the community. Currently,
Harbhajan sits on the Marine Parade Residents
Committee and is actively involved in community
development events and activities. He has also served
on the Sikh Advisory Board, which oversees Sikh related
issues, acting as a bridge between the government and
the Sikh community.
Harbhajan attributes his success to his wife, daughter
and God who lent him tremendous support and
encouragement in achieving his dreams. His philosophy
in life is simple: “Pursue your dreams, regardless of how
unattainable they may seem at first glance. Do not be
paralysed by fear. Do what you love best and where your
heart lies.” 8 Harbhajan did exactly that and he brought
glory to country and self in international hockey.
Endnotes
1
H S Loomba (left-half) 1957-1966, The Straits Times, February 10,
1980.
2
It is a a roofed platform along the outside of a house and it normally
level with the ground floor
3
National Institute of Education (N D). Retrieved from http://eresources.
nlb.gov.sg/infopedia
4
H S Loomba (left-half) 1957-1966, op.cit.
5
Tan, Tai-yong, Singapore Khalsa Association, The Association by Times
Books International, 1988.
6
UNESCO is a specialised agency of the United Nations system. It was
created more than a half century ago is to build the defences of peace
in the minds of men. See www.unesco.org/education.
7
Women’s Regional Hockey Tournament (18th-22nd December 1984),
Hong Kong Hockey Association and Urban Council, 1984.
8
Interview with Mr Harbhajan Singh Loomba, March 8, 2015.
93

Harjeet
Singh
A
s soon as one starts listening to Mr Harjeet Singh’s life story, the movie, Speedy Singh, 1
immediately comes to mind. Like the lead character in the movie, Harjeet is passionate about
sports. And as in the movie, this passion unfortunately has not been equally shared by his parents,
especially in his early years. However, unlike the reel, the real is much more monumental than a
film could offer. A list of accolades is tagged to Harjeet’s name and he has become synonymous
with hockey in Singapore.
Born to a welder and a housewife, and the younger of two children, Harjeet was subjected
to a firm upbringing. This also meant tough love especially when his passion for hockey
was not shared by his parents as he first began playing sports. Once in primary school, he
injured his wrist while playing football with his friends under the void deck. The firm father
threw out his only pair of football boots and the only pair of running shorts. However, the
determined son continued playing football whether in slippers or barefoot. Resilience runs
deep in Harjeet.
When in secondary school, Harjeet tried his hand at badminton before he had his first
shot at hockey when he was 14 years old, upon the encouragement of a teacher and
classmate. The rest it is said is history. It did not take long for Harjeet to be recognised for
his finesse and prowess in hockey. Less than two years later, he began his sports journey
as a national player. He secured a place at the National Under-16 trials and was selected
for the national junior squad. Having succeeded here, Harjeet then had to convince his
parents who viewed hockey as a dangerous sport.
94

Karnataka State Hockey Academy in Bangalore and play
in several other overseas competitive hockey leagues in
such places as Malaysia, Hong Kong and England.
Harjeet, who at this time was captain of Singapore’s
Asian Games squad, also played the role of Hockey
Ambassador for Singapore, representing the island
state in Malaysia, Thailand, Hong Kong, India and
Australia. At the international arena, Harjeet made
a name for himself as being an accomplished and
versatile athlete.
Harjeet also served Singapore by grooming the nation’s
next generation of athletes. As captain of the national
team, he ensured excellence on the field even if it meant
he had to be hard on the players. The rationale behind it
was simple as he said: “My objective was to push each
player to play at his level best. I made it a point to get
to know all the players and understand their personal
characteristics so I knew which buttons to push. Each
time I trained or played with the national team, I did
my best to apply the learning I gained from my seniors.
I took training sessions and matches very seriously.” 2
Harjeet did very well with the junior side and soon, he
found himself training with the national senior team
and playing for Singapore Recreation Club (SRC) in the
Premier League. For the next few years, a typical day
for Harjeet started at five in the morning. He would
shoot off to school, then attend training and he would
only return home late into the night. Members of the
national senior team attest to his dedication and grit
that, even on days when he was unwell, he would still
turn up to watch them train and play. Harjeet realised
early on that he had to make sacrifices if he wanted to
succeed in the sport.
Harjeet’s talent in hockey, coupled with his hard work,
also opened up opportunities for him to train in the
Apart from his commitment to the national team,
Harjeet also gave his time to popularise hockey with
the youth in Singapore. For instance, SRC started the
practice of adopting local secondary schools with its
coaches leading the schools’ hockey teams. Harjeet
took the lead in coaching the students although this
added to his already gruelling schedule. Despite the
supposed disciplinarian style adopted by Harjeet, he
was clear, whether with his team or students, that they
were equals on the field. Off the pitch, he was a friend
to all the players.
SRC's coach, Mr Jude Felix, 3 who had been on some
of the world's greatest stages such as the World Cup,
Olympics and Commonwealth Games, approached
95

“
When Harjeet joined SRC’s hockey team in 1997, he showed enormous potential
and was immediately drafted into the Premier League team. His contributions as a
player and eventually SRC’s captain were exemplary. The SRC team won the Premier
League title for 11 consecutive years from 2001 to 2012 and Harjeet was instrumental
in this successful run. Along the way, he won numerous ‘Best Player’ awards.
Off the field, Harjeet is a well-liked person and he is humble and jovial. He is quick
to help anyone in need and his leadership qualities have gained the respect of his
peers. His passion shines in all his undertakings and it is with the same passion that
he excelled in his beloved sport.
Mr Lawrence Lim
Convenor, Men’s Hockey Section
Singapore Recreation Club
“
Harjeet for a stint in England. The six-month stint
made him the first Singapore national player to play in
England.
The experience was extremely valuable. Harjeet stated:
"It was an eye-opener as European hockey is played
very differently compared to Asian hockey. Athletes
in the former are more agile and aggressive." 4 This
however did not keep Harjeet from shining. In his first
match, he scored two goals for the team and, needless
to say, many more during the league. In England,
Harjeet also met his future wife – another victory for
him albeit off the hockey field. Since then, they have
settled in Australia.
The rather shy Harjeet chooses to be humble when
describing the types of qualities he personifies. Rather
than providing a laundry list of attributes which made
him a household name in Singapore and overseas, he
earnestly divulged: “Nothing will be presented to you
on a silver platter. If you want something badly, you
96

have got to make it happen for yourself.” 5 He further
stated that “I do not think I am good at what I do,
because if you think you are good, there will always
be someone better than you.” 6 Needless to say, these
views highlighted the virtues of a true leader.
Fortunately, back then, Harjeet’s determination, coupled
with some degree of persuasion, ensured that Singapore
eventually benefitted from a Sikh hockey star who helped
to raise Singapore’s hockey profile internationally.
Harjeet started playing hockey in spite of reservations
from his parents who were worried about him getting
hurt. He shared: “The funny thing is that, till today,
even after I am married; my parents still ask me when I
am going stop playing hockey.” 7 As such, his advice to
parents is that they should support the passion of their
children. In fact, they should learn the sport themselves
so as to engage with their children more directly and
meaningfully.
Endnotes
1
Directed by Robert Lieberman, it is about a young man who is torn
between his traditional Indo-Canadian family expectations and his
dreams of playing hockey. See http://www.imdb.com/title/tt1736552/.
2
Interview with Mr Harjeet Singh, August 25, 2015.
3
Mr Jude Felix started his national hockey career with the Indian national
team in 1983 and eventually led the squad in the 1994 World Cup. He
then shifted to Singapore in 1995 as a player and coach and took
charge of youth development at SRC. See http://post.jagran.com
4
Interview with Mr Harjeet Singh, op. cit.
5
Ibid.
6
Ibid.
7
Ibid.
97

Harnek
Singh
H
ow do business units build on their strengths and ensure sustainable growth for the business
as a whole? “The business excellence framework is the answer because the business excellence
categories address everything – leadership, customers, strategy, people, processes, knowledge
and results”, Mr Harnek Singh, Vice President and Director of Business Excellence at Singapore
Technologies Engineering Ltd., pointed out.
Harnek’s outstanding career in promoting business excellence has been anything but planned.
He came to Singapore from Malaysia with an ‘O’ Level certificate in hand. He joined the Republic
of Singapore Air Force (RSAF) in 1973 as an aircraft mechanic. The industrious young man
took the initiative to study simultaneously, obtaining a Diploma in Aeronautical Engineering
(Operational Technology) and Personnel Management, pursuant to which he was made an Air
Maintenance Officer. While working in the RSAF, he also actively promoted productivity and
teamwork. He fondly recollected that his 140 Squadron was always ranked highly in the RSAF.
This was due to the critical role that “taking good care” of team members and colleagues
played in ensuring peak levels of performance.
As a result of his work ethic and good performance at the RSAF, Harnek was headhunted to
lead the Productivity Development Unit at the Ministry of Defence (MINDEF). Not only did he
successfully push for the adoption of programmes to enhance productivity during this stint,
he also concurrently served as the Secretary for MINDEF’s Productivity Committee and several
other productivity related committees. At MINDEF, Harnek oversaw the implementation of
programmes to engage the full-time national servicemen and regular servicemen on a deeper
level and strengthen their sense of belonging to the Singapore Armed Forces. He was the
Secretary of the inaugural PS21 ExCEL (Excellence through Continuous Enterprise and Learning)
98

In 1995, Singapore Technologies (ST), with its stable of
companies, was keen to embrace the PS21 ExCEL initiative
that Harnek had facilitated as well as other programmes
that MINDEF had successfully implemented. Harnek was,
once again, headhunted for the job and he joined ST
in 1995. He has been instrumental in introducing and
sustaining the relevancy of business excellence standards
in ST such as by the QUEST (Quality and Excellence in
Singapore Technologies) programme. As a result of these
efforts, all the business units within ST embarked on the
business excellence journey in 1997. Devoted to learning
and personal development, Harnek obtained a Master in
Business Administration during his time at ST.
Committee. The PS21 proposal, which was initiated by
the Prime Minister’s Office, was aimed at positioning
Singapore’s public service for the 21st century.
Throughout his career, Harnek espoused the philosophy
that no job is difficult if one sets his or her heart and
mind to it. He proved this personal philosophy time
and again to the extent that no one harboured second
thoughts about the quality of his work. Accordingly,
he proceeded to earn both national and international
acclaim for it. He very candidly acknowledged that,
right from the beginning, he was not trained for all the
productivity promotion and business excellence jobs
that he undertook. 1 This, however, was no hurdle for
him. He acquired the necessary skills along the way as
he continued to put his best foot forward and went from
developing one capability after another.
In 2001, Harnek joined ST Engineering Corporate
headquarters as Head of Department facilitating
the process of all business units embracing business
excellence and working synergistically as an integrated
engineering group. This yielded better coordination
within the ST group and enhanced its business
performance. The initiatives that Harnek spearheaded
facilitated ST Engineering’s attainment of numerous
awards including the Singapore Quality Award in 2002,
Singapore Innovation Excellence Award in 2003, the
first public listed company to be bestowed this pinnacle
award, the Inaugural Singapore Quality Award with
Special Commendation in 2007, and the Asia Pacific
Quality Organisation Global Performance Excellence
Award (World Class) 2011. 2 Today, ST Engineering is
an integrated group with a global presence in 46 cities
across 24 countries and is one of the largest companies
listed on Singapore Exchange by market capitalisation.
Productivity and innovation have been the key enablers
of its success and Harnek has had a key role in it.
In addition to working at ST Engineering, Harnek works
closely with SPRING Singapore at the national level
to promote the business excellence initiative among
Singapore companies and the public sector. In addition
99

“
Harnek has been a great pillar of support to SPRING’s business excellence
initiative since 1998. He has made significant contributions to ST Engineering’s
business excellence journey, notably facilitating the organisation’s successful attainment
of the Singapore Quality Award in 2002, the Singapore Innovation Excellence Award
in 2003, and the SQA with Special Commendation in 2007.
In addition, he participates actively as a business excellence assessor in both certificate
and award level assessments. The quality of his work has been highly commended by
fellow assessors and the organisations he assessed.
His invaluable contributions, high competence, and knowledge are well regarded
by the business excellence fraternity. He is truly an inspiration for other business
excellence assessors and the community.
Mr Sauw Kook Choy
SQA Administrator
SPRING Singapore
“
to helping companies assess their performance and
identify opportunities for improvement, the programmes
also help companies align their operations to their
mission and vision, and meet customer requirements.
He has played a significant role in facilitating numerous
public and private sector organisations towards
attaining and maintaining various certifications, such
as the Singapore Quality Award (SQA), 3 and Singapore
Quality Class (SQC). 4
As a result of his unparalleled experience, Harnek
regularly represents Singapore’s interests at multiple
international fora. He has led many certification
assessment teams locally and overseas for awards such
as the SQA, SQC, Business Excellence Niche Awards
(namely Innovation, People and Service Excellence), and
the Singapore Service Excellence Medallion. He has also
represented Singapore at the Global Human Resources
Forum in 2006 and as member of the Strategic Advisory
Group for ISO9001. 5 He was also was invited to join the
International Academy for Quality (IAQ) as an Associate
Academician. He is recognised as a Technical Expert by
Asia Productivity Organisation and Asia Pacific Quality
Organisation and has been invited to provide advice and
training to various Asian government bodies, including
Iran and Fiji on business and service excellence. He
represents Singapore on the ISO TC 176 6 and has
contributed to the introduction of the revised ISO 9001
2015 version. In this process of Harnek’s international
engagement, Singapore’s efforts and achievements
in business excellence are evidenced by the fact that
SPRING Singapore was designated as a Centre for
Excellence (COE) for business excellence by the Asian
Productivity Organisation (APO) 7 in 2009, this being the
first time that the APO has appointed a COE.
Within the Sikh community, Harnek was part of the
pioneer team that facilitated the registration of Sikh
Sewaks Singapore as the first Sikh youth group in
Singapore. Harnek served in the Public Relations
100

function as and Secretary for Sikh Sewaks Singapore
from mid-1978 to early 1984. The groups adopted
various innovative approaches to reach out to Sikhs
youths. These included evening to dawn prayers with
the use of projection screens to project hymns, public
highlighting of Sikh festivals and celebrations, debates,
camps, sports events and blood donations drives. These
efforts inspired many to take time to better understand
the Sikh beliefs and way of life. Sikh Sewaks Singapore
can also be credited with organising the Veskahi Di
Raat at the National Theatre in 1983. It included an
all-Singaporean performance by volunteers comprising
students, teachers and youth. The event was graced
by then-Minister for National Development, Mr S
Dhanabalan.
In the early 1980s, Singapore schools began teaching
Religious Studies. Sikh Sewaks Singapore started the
process of having Sikhism included in the curriculum.
It reached out to various learned sources, including in
the United Kingdom, to develop a quality curriculum
benchmarked against similar programmes to ensure
quality and consistency. The group then organised a
Sikh Studies Forum and invited various stakeholders
to discuss the proposed curriculum. The proposed
curriculum was presented to the Ministry of Education
and Sikh Studies was introduced in schools in 1983.
The sincerity with which Harnek has always approached
his commitments is truly inspiring. It is this sincerity
that has allowed him to become a leader in business
excellence and make his mark at the national and
international levels.
Endnotes
1
Interview with Mr Harnek Singh, June 26, 2015.
2
The GPEA is administered by the APQO. It is a non-profit organisation
that serves as an umbrella group that brings together all of the leading
quality professional societies from countries that border on the Pacific
Ocean or are considered Asian/Pacific Rim nations. See http://www.apqo.
org/gpea_profile_cycle2016.htm.
3
The SQA is the highest national award given to organisations which have
achieved all-round business excellence. See http://www.spring.gov.sg/
Building-Trust/Business-Excellence/.
4
The SQC is national recognition for organisations with management
systems and processes in place to achieve all-round business excellence.
See https://www.enterpriseone.gov.sg/.
5
The International Organisation for Standardisation (ISO) 9001 is the title
of a document (standard) that outlines the requirements an organisation
must maintain in their quality system for ISO 9001 certification. There are
several different documents in the ISO 9000 family of standards, but ISO
9001-2008 is the only ISO standard that requires certification. See www.
iso9001.com/.
6
The ISO/TC 176 is Technical Committee 176 of the ISO responsible for
quality management and quality assurance – the ISO 9000 family of
standards. See www.iso.org/iso/iso_technical_committee.
7
The APO was established on 11 May 1961 as a regional intergovernmental
organisation which promotes productivity for sustainable
socio-economic development. See http://www.apo-tokyo.org.
101

Harpajan
Singh Dhillon
S
ingapore has always been a football loving nation. Be it a match between Manchester United
and Liverpool or a match between Singapore and Malaysia, thousands of Singaporeans will
watch these matches with avid and undivided attention. Often times, they remain oblivious
to the unsung hero of any match – the referee. These are the men who are responsible for
presiding over the game from a neutral point of view and making on-the-fly decisions that
enforce the rules of the sport. Singapore had its fair share of great referees throughout its short
sports history. Mr Harpajan Singh Dhillon, Singapore’s first turbaned Sikh referee, counts among
one of them.
Harpajan was born in Singapore in 1934. He began his education at McNair Primary School.
However, his studies were disrupted by the Second World War. Following the war, he resumed
his education at Rangoon Road Primary School. He then enrolled at Victoria School.
After his GCE ‘O’ Level examinations, Harpajan wanted to further his studies. However,
faced with pressure from his parents to find a job, he decided to join the police force. As
the interview for that job was some months away, he took up teaching instead at Bartley
Primary School in 1954. Besides teaching, he was also in charge of the football extracurricular
activity (ECA). After eight years, he was transferred to Telok Kurau West Primary.
Again, he was put in charge of the football ECA. While at Telok Kurau, he had his first taste
of success when his team won the ‘A’ Division and post-primary titles. During this period,
Harpajan was encouraged to go for upgrading courses so that he could better manage the
team. One of these courses was a referee course and, in 1962, Harpajan received his Class
102

the governing world body for all national football
associations, which also manages and sets guidelines
for international referees. In 1969, Harpajan reached
the pinnacle when he was appointed a FIFA referee. This
was a huge accomplishment for Singapore as Harpajan
was one of Singapore’s youngest FIFA referees. To him,
it was also a personal accomplishment as he became
the only turbaned Sikh referee in the world then, and
would go on to be so for several years more.
3 Referee Certificate. His subsequent school posting
was to Serangoon Garden Technical School where he
continued to play a big part in managing the school
football team while refereeing matches in that area.
One of the star players in his school was his captain,
Mr Samad Allapitchay, who went on to captain the
Singapore national football team for many years.
While refereeing for the schools, he also refereed
the Football Association of Singapore (FAS) matches.
The experience was extremely useful. Between 1962
and 1967, Harpajan was upgraded several times and
reached the rank of Class 1 Referee. However, Harpajan
wanted more and decided to become an international
referee. This accreditation could only come from the
Federation Internationale de Football Association (FIFA),
Harpajan was the Honorary Secretary of the Football
Referees’ Association of Singapore (FRAS) for about 10
years. While FAS chose the referees for all the matches,
FRAS ensured that all referees had equal opportunity
to officiate a match. In 1975, Harpajan became
President of FRAS. During his tenure, he implemented
several measures to improve the quality and standard
of referees as well as to enable them to have greater
representation in FAS. One of the key initiatives was
ensuring the referees had sufficient referee assignments.
During that time, the bigger teams only preferred a
selected few referees. As a result, some referees hardly
had any assignments in a month while some had as
many as three or more assignments. 1 Harpajan and
his committee members addressed the imbalance and
ensured that all registered referees had at least two
assignments a month.
On top of that, Harpajan strongly believed that the
referees needed to be well trained and they had to
know the rule book from cover to cover. He organised
frequent courses and quizzes for the referees within the
organisation. FRAS also competed with other national
referee associations to see how the Singapore referees
fared against their counterparts from neighbouring
countries such as Malaysia and Thailand. 2 His leadership
raised the standard and profile of FRAS as it became a
more professional and well respected outfit.
103

During the 1960s and 1970s, it was not uncommon
for players or fans to assault the referees due to their
unhappiness over their decisions. Harpajan himself
was assaulted or confronted by unhappy players. One
significant incident happened during his refereeing
of the match between Malacca and Selangor in the
Malaysia Cup 1976. The latter side was led Malaysian’s
football captain, Soh Chin Ann. His unhappiness with
a decision by Harpajan resulted in him deliberately
kicking the ball at the referee. Although he regretted his
decision afterwards, Chin Ann was banned from football
for a year. Harpajan felt that the decision, though harsh,
was necessary as it showed the players that they could
not accost the referees and expect to get off lightly,
regardless of whoever they were. 3
During his presidency, FRAS worked closely with FAS and
other football associations to ensure that the referees
could do their job in a safe environment and supported
the idea of firm but fair punishments for infringements.
On his part, Harpajan took the effort to conduct lectures
for the players on the laws of the game so that they
could better understand the referee’s decisions during
matches. Such efforts helped to drastically reduce the
assaults on referees.
In 1984, Harpajan decided to retire from refereeing
after years of outstanding service. He was 50 years old
then. As a result of FIFA’s age restriction of 50 years
for international referees, Harpajan could not referee
any international tournament. However, he could have
continued refereeing locally but he chose to hang up
his boots. By then, Harpajan had created a national and
international reputation for himself. He had refereed
in major tournaments such as the Olympics qualifiers,
World Cup qualifiers and the Asian Cup in 1974.
One of Harpajan’s most unfortunate moments as a
referee was when he was excluded from the referees’
“
Regarded as one of the finest
pioneer FIFA referees during his era,
H S Dhillon, as he is affectionately
called, refereed numerous international
games in Singapore and
abroad. As an international referee,
he was strict but firm and fair. Being
an elite referee, he was bestowed with
numerous awards and accolades,
which he truly deserved.
He was elected president of FRAS
which he led for almost three decades.
Under his able leadership, FRAS
flourished to even greater heights.
His distinctive, eloquent personality
and historical role created a legacy
that endures till the present time.
Mr K S Maniam
Former Class 1 Referee and
Former Secretary, FRAS
“
list for the Asian Games in 1982. He had high hopes
as he had been performing admirably at the point
in time. However, while he was refereeing a match
during the Southeast Asian Games in the Philippines,
he badly injured his ankle. In an effort to recover as
soon as possible, Harpajan pushed himself hard during
rehabilitation. Unfortunately, in spite of his best efforts,
he was not able to recover in time and had to miss the
Asian Games and with that, the opportunity to put
another tournament in his already impressive list.
Today, Harpajan finds the game of football and
refereeing a totally different proposition. The array of
104

technology available as well as the updated FIFA and
FAS guidelines put a lot more pressure on the men in
the middle but these have also enabled them to have
greater support in making the correct decisions. At
the same time, the football field has become a safer
environment for referees since there are cameras all
over the stadium. The introduction of additional referee
assistants and goal-line technology has only made
the task of the referee more efficient. However, at the
end of the day, the referee must ensure that he is the
right man to officiate the match. In this respect, a good
referee must have the 3 ‘Fs’ – Fit, Fair and Firm. He
or she should always be fit and healthy so that he or
she is always abreast of the play. The decision should
always be unbiased and there should be no personal
affiliations during a match. Lastly, the referee should
always anticipate the fouls and mete out firm but fair
punishment.
Harpajan took the path less travelled by most Sikh
sportsmen then when he decided to focus on football
instead of hockey. As a referee, he was extremely
dedicated and hardworking, and he was always ready
to represent Singapore when duty called. He not only
created history as the first turbaned Sikh referee from
Singapore on the world stage but he also changed the
face of refereeing in Singapore. Well, hockey’s loss was
football’s gain – and it certainly gained immensely from
this man in black!
Endnotes
1
Percy Seneviratne, There’s only one word for this situation: Shambles.
The Straits Times, August 22, 1978.
2
Bernard Pereira, Referees in Bangkok Contest, The Straits Times,
December 6, 1979.
3
Chin Ann Banned, Sunday Nation, March 25, 1976.
105

Hernaikh
Singh
A
filial son, a supportive husband, a doting father, an affable uncle, a caring brother, Head of the
South Asia and Southeast Asia Desks at Singapore Management University (SMU), a pioneer
member of Young Sikh Association (Singapore) [YSA] – these are just a few of the many roles
that Mr Hernaikh Singh currently has on his personal and professional resumè.
The youngest son amongst four children, Hernaikh grew up in a humble household – a village
in the vicinity of Kampung Glam. Having lost his father at a young age, his siblings and he had
a difficult childhood. Despite the challenges, he vividly remembers that some of his fondest
memories were from his early years.
Contrary to his achievements in life, Hernaikh was a late starter. In his early years, he was more
athletically inclined and actively participated in his schools’ hockey and football teams. However, he
seriously began to focus on his studies when he had to contend with a Sikh teacher in secondary
school – Mr Harbhajan Singh Loomba. Not only was Mr Loomba his form teacher, he was also the
school’s disciplinary teacher. He was strict and ensured that Hernaikh did not slip behind in his
studies. Today, they are good friends and often joke about the good old days. Upon completing his ‘A’
Levels in Jurong Junior College, Hernaikh went on to pursue his Bachelor of Arts and, subsequently,
his Master of Arts (Southeast Asian Studies) from the National University of Singapore, where he
received the Dr Benjamin Batson gold medal for being the top student in his cohort.
Hernaikh started his career with the then-Trade Development Board (TDB) in 1989 and moved
on to fulfilling various roles at the Singapore International Foundation (SIF) from 1994 to 2004. 1
106

Ishtiaq Ahmed, probably best sums up Hernaikh’s role in
ISAS’ growth when he said in his book that he is “greatly
indebted to Hernaikh Singh. He was the bedrock of the
ISAS Administration.” 2
Thereafter, he started his stint with the Institute of South
Asian Studies (ISAS), an experience that he considers
the most wonderful of his working life.
ISAS was set up in July 2004 and Hernaikh was effectively
its first employee. Being new, ISAS had to measure up
fast with the other established institutes. Less than six
months after its formation, the Institute had a new
logo, corporate literature, website and newsletter. It
then held its inaugural signature conference where it
was also officially launched. Hernaikh vividly remembers
burning the midnight oil to ensure that the Institute
started on the most promising footing. It has come a
long way since its beginning and is now a known brand
in the academic fraternity locally and in South Asia.
Hernaikh played a key role in its development in the five
years that he was there. His former colleague, Professor
In 2010, Hernaikh bid adieu to ISAS and took on the role
of the Chief Executive Officer (CEO) of the Singapore
Indian Chamber of Commerce and Industry (SICCI)
– the first Sikh CEO of the 86-year old institution. At
SICCI, he set about revamping its corporate image to
make it more relevant to its members. He came up with
a newly-designed newsletter, revamped the website,
refined the corporate logo, designed the logos for each
of the subsidiaries and re-presented the Annual Report.
Almost immediately, the corporate image of SICCI
underwent a transformational change. Hernaikh also
had to shift his attention to internal policies. He spent
much time focusing on improving employee welfare.
He introduced a number of staff benefits, including a
comprehensive employee booklet, organised events and
trips to encourage team bonding and, played a handson
role at SICCI’s events. His outlook on staff welfare:
“Once you succeed winning over the staff, it becomes
easy meeting the needs of clients and constituents”
proved to be his winning formula and SICCI witnessed a
sea change under his tenure.
Hernaikh left SICCI to join SMU in late 2012 and he
is currently Head of the South Asia and Southeast Asia
Desks at the International Office. Here, he is instrumental
in developing SMU’s brand name in the two regions
through partnerships with academic institutions and
corporates.
There is little doubt that his professional stints at TDB,
SIF, ISAS, SICCI and SMU played a significant part in
Hernaikh’s contributions to the country – locally and
internationally. However, his greatest contribution to
the national landscape was perhaps borne out of his
107

“
I have known Hernaikh for around two decades now. We worked closely when
he was with SIF, promoting Singapore’s internationalisation efforts. We continued
our working relationship when I became Chairman of Mercy Relief. Hernaikh has a
strong sense of service to his community and Singapore society. He has been actively
participating in various national-level initiatives.
When he decided to set up YSA, it came as no surprise to me really! He strongly
believed that young Sikhs needed to plug into national discourse so that they not
only contribute actively to Singapore society but also benefit professionally and
personally from their participation. He has been able to make a telling contribution
to the national landscape through YSA as well as in his professional capacity over the
years.
“
Mr Zulkifli Baharudin
Singapore’s Non-Resident Ambassador to Uzbekistan and Kazakhstan, and
Former Nominated Member of Parliament, Singapore
passion in wanting to serve the community and the less
fortunate. It was this passion that propelled his group
of committed friends and him to launch YSA, a nonprofit
organisation dedicated to fulfilling the aspirations
of young Singaporeans. He was elected the founding
president and remained in this position till 2012.
He was instrumental for what YSA has become today
– an integral part of the Sikh community and youth
landscape in Singapore.
Over the last decade, YSA planned, executed and
delivered a myriad of events and activities to get youth
involved in the Sikh community and on the national
stage. Under his term, YSA initiated, or was directly
involved in, more than 120 activities or programmes.
This amounted to approximately one event per month,
a phenomenal feat given that the activities and
programmes were spearheaded by YSA’s Executive
Committee, comprising entirely of volunteers.
Under Hernaikh’s leadership, YSA can be credited
with many firsts. It initiated the Ministerial Dialogue
to provide the opportunity for young Singaporeans
to engage Singapore ministers in frank and open
discussions. It also launched the Khwaish Lecture
series in which eminent local and international
personalities are invited to share their views on local
and international developments. YSA is the only
Sikh organisation in Singapore that has undertaken
community service projects in India annually. The
much-lauded Khwaish projects are in their 15th
year. The Khwaish projects have not only received
tremendous support and recognition from the Sikh
community and youth organisations but also from
Singapore’s Prime Minister. 3 Through the annual
Sikh Graduates Tea Reception, YSA initiated the
practice of celebrating the educational achievements
of young Sikhs. It also started the ‘Racial Harmony’
football tournament to foster better understanding
across the ethnic groups through fun and sport.
108

Singapore played host to a Regional Bhangra
Competition for the first time when YSA organised a
major multi-ethnic regional competition involving six
top bhangra dance teams from across Australia, India,
Malaysia and Singapore. YSA also took bhangra to the
heartlands of Singapore through Bhangra Bonanza to
showcase the rich, vibrant and colourful Punjabi culture
and tradition to the wider Singapore society. The less
fortunate has always been a key pre-occupation of YSA
under Hernaikh’s tenure. It organised charity events such
as visits to children and aged homes, fund-raising for
needy Singaporeans as well as for victims of disasters
overseas, and refurbishing and painting the homes of
low-income families.
Apart from YSA, Hernaikh has also contributed to
community and public service in several other notable
ways. Unknown to many, he was Aide-de-camp to both
President S R Nathan and President Ong Teng Cheong
– a special honour he holds dear. He was also a member
of the Feedback Groups on Community Development
and Political Development; the Programme Quality
Resource Panel of OLI 96.8 FM of the Radio Corporation
of Singapore; and the Economic Planning Committee
(Ministry of Trade and Industry). At the same time,
he was a member of the Taxpayer Feedback Panel
of the Inland Revenue Authority of Singapore; the
Youth Network Committee (National Youth Council);
and the Singapore Youth Award Selection Panel on
Entrepreneurship). Currently, he keeps his association
with ISAS through his appointment as an Associate
Member.
Hernaikh’s passion and drive to never stop learning
and to continually give back to his community and
society have created a sweet recipe for success for
him. A down-to-earth individual, his humility comes
as a breath of fresh air, as he explains animatedly
how his favourite thing is to “spend time with my
stress relievers (my children).” However, on a more
serious note, his rationale for contribution to the Sikh
community and Singapore society is that he wants
to leave the world a better place for his children’s
generation and beyond.
Endnotes
1
SMU Provost team, http://provost.smu.edu.sg/about-office-provost/team.
2
Ishtiaq Amed, Politics of Religion in South and Southeast Asia, Routledge,
United Kingdom, 2011.
3
Mr Zainul Abidin graces certificate presentation ceremony for Project
Khwaish VII, Khwaish, Young Sikh Association’s newsletter, April 2008.
109

Inderjit
Singh
H
e is the son of a watchman and lived in simple and sparsely decorated quarters in the factory
where his father worked. However, his determination to succeed in life saw him overcome all
odds to become one the most successful Sikh entrepreneurs in Singapore and the country’s
longest-serving Sikh parliamentarian.
Mr Inderjit Singh grew up in a Malay village near Jalan Eunos. Like most families then, the choice
of his primary school was determined by its proximity to home. Being a predominantly Malay
school, it was no surprise that Inderjit was the only non-Malay in his class in Kaki Bukit Primary
School. He had much fun then. He recounted: “Every time Hari Raya Puasa came, I spent the
whole day visiting my friends’ homes and collecting ‘ang pows’ 1 from each household. It was
a very fun thing to do". 2 To him, the village was one big happy family.
Following his education in Broadrick Secondary School, Inderjit entered Temasek Junior College.
He then went on to pursue his Bachelors in Electrical and Electronics Engineering at Nanyang
Technological University (NTU). He graduated with honours from the university in 1985. After
earning his bachelor’s degree, Inderjit enrolled in the University of Strathclyde in Scotland where
he received his Master in Business Administration in 1991.
Inderjit started his career as an Engineer with Texas Instruments in 1985. He climbed the
corporate ladder to become the Director of Operations of the Singapore plant from 1996 to
1998. After 13 years, he left the company and began a career of entrepreneurship. He founded
the United Test and Assembly Center (UTAC), a semi-conductor firm, in 1998, with his Taiwanese
friends. UTAC was a S$2 billion company with more than 1,000 employees when he left in 2001.
In 1997, together with his brothers, Inderjit started Tri-Star, a consumer electronics distribution
110

the university’s Enterprise Committee, which is tasked
to oversee entrepreneurship education and enterprise
development in the university.
In 1984, Inderjit became an active grassroots leader
at the age of 24 years. Less than three years later, he
was appointed the Residents’ Community Chairman.
In the mid-1990s, Mr Abdullah Tarmugi, Minister
for Community Development, Youth and Sports,
and a Member of Parliament (MP) for Bedok Group
Representation Constituency (GRC), persuaded Inderjit
to take his service to the next level by considering politics
and becoming an MP. Adopting the belief that politics
is national service at a different level, Inderjit decided
to enter politics in 1996 under the banner of the ruling
People’s Action Party (PAP) at Ang Mo Kio GRC, which
is helmed by Prime Minister Lee Hsien Loong. 3 Inderjit
served four terms in Parliament and stepped down in
2015.
and services company, by pouring in much of their
family's savings. Today, the company can be counted as
one of the largest distributors of electronic products in
Africa, with presence in more than 39 countries. It has
its own offices in 12 countries and continues to grow
its local presence in Africa. In 2001, Inderjit started his
second high-technology company, Infiniti Solutions,
based in the Silicon Valley, which he still currently runs.
Inderjit and his brothers attribute their entrepreneurial
spirit to their mother, who was the first entrepreneur
in the house when she ran her own small business to
supplement their family income.
The desire to be involved in community service started
early for Inderjit. While in NTU, he founded the Electrical
and Electronics Engineering Club and was the first
chair of the Students Union Council. Today, Inderjit is
a member of NTU’s Board of Trustees. He also chairs
During his term in parliament, Inderjit was known to be
a frank and vocal MP. He questioned and challenged
policy proposals in the strong belief that only through
rigorous discussions and debate can the best policies be
developed. He was also not afraid to make suggestions
that were not always in tandem with the general
consensus among his fellow parliamentarians. He stated
that: “I had to present my arguments to our Ministers
and that was not always an easy thing to do. At times,
their unhappiness with me was quite visible” 4 . While the
welfare and well-being of his constituents was foremost
on his mind, he also spoke passionately on issues that
had broader implications for the Singapore society. The
two debates that he will probably be most remembered
for in Parliament are on the ‘Population White Paper’ 5
during which he argued against the target population
size and contended that the government’s approach
towards it needed to change, and his opposition to
‘Early Streaming’ in schools where he also proposed
111

emoving it altogether from primary school. For the
former, Inderjit won many admirers for speaking openly
and passionately on a highly sensitive issue. In the case
of the latter, he faced many hurdles, including battling
several Ministers. Despite the slow progress initially,
Inderjit noted proudly that things have since changed
significantly.
Inderjit also actively pursued policy changes to create
a more conducive business environment for small and
medium enterprises (SMEs) and entrepreneurship in
Singapore. He felt that many of the pro-business policies
focused on the multinationals and government-linked
companies. There was a strong need to nurture home
grown enterprises for long-term economic sustainability.
He took the lead in driving the transformation of the
entrepreneurship landscape in Singapore to better
support SMEs and start-ups. His efforts bore fruits
with the creation of numerous financing schemes by
government agencies such as SPRING Singapore. He,
in fact, chaired the Investment Committee of SPRING
Startup Enterprise Development Scheme, a government
fund which invests in early-stage start-ups. He was
the Deputy Chairman of the Action Community for
Entrepreneurship, a national movement responsible for
spearheading entrepreneurship development, for seven
years. He also served as President of the Singapore
Chapter of The Indus Entrepreneurs, a network of
entrepreneurs and professionals founded in 1992
in Silicon Valley, California. At the moment, he is the
co-President of the World Entrepreneurship Forum, a
world organisation dedicated to the development of
entrepreneurship around the world. Inderjit is also an
inventor with three patents to his name.
Staying true to his passion of helping the community,
Inderjit has contributed significantly to the Sikh
community in a myriad of ways. Unknown to many,
behind closed doors, he debated with then-Singapore’s
“
Inderjit has been extremely
successful because he wears his heart
on his sleeve. He is honest, committed
and dedicated to his work. He always
has the welfare of his constituents
in particular and Singaporeans in
general in his mind. The ready stream
of people during the meet-the-people
sessions, many more meetings in the
office with persons and groups and
greetings from people on the street is
a strong endorsement of the people’s
tremendous respect and trust in him
to make life better.
“
Mr Tan Tau Chang
Long-term working colleague
Education Minister on providing recognition to the five
non-Tamil languages, namely, Hindi, Punjabi, Gujarati,
Bengali and Urdu, and extending financial support to
each of these languages. His attempts were met such
replies as “How do you expect us to recognise the
languages when uncles and aunties are teaching nieces
and nephews?” 6 As such, there was a need to raise
standards and ensure conformity of the five languages.
This led to the tough process of communicating with
community leaders from each of these language groups.
Eventually, a group comprising members of the five
communities was formed and it paved the way for the
establishment of the Board for the Teaching and Testing
of South Asian Languages. It was made responsible for
standardising the curriculum and examination model
for all five languages. The next step was to secure full
government funding for these languages. Inderjit wrote
to Prime Minister Lee on the plight of the Board, arguing
the case for government recognition and funding. This
112

led to the government announcing in 2007 that it will
fully recognise and fund the five languages. It was an
important victory for the five communities.
Apart from Punjabi language education, Inderjit has
also been active in various Sikh institutions. He provides
guidance and support to the leaders of the institutions
and acts as an important link between the Sikh community
and the Singapore government. He is also currently
an Advisor to Young Sikh Association (Singapore). In
addition, his family and he have contributed financially
to various community causes over the years.
While juggling his entrepreneurial ventures,
parliamentary duties and community engagements,
Inderjit has still managed to find time to write which
is one of his passions. He is the author of The Art and
Science of Entrepreneurship, a popular book capturing
his entrepreneurial experiences. It was sold out when it
was published and has become an important read for
budding and experienced entrepreneurs alike.
Born in India and raised a village boy in Singapore when
he was only 10 months old, Inderjit’s success story is
nothing short of phenomenal. He had the desire to want
to excel and contribute to society. This resulted in him
making significant contributions in the areas of national
discourse, business and entrepreneurial promotion,
and community development. He has, indeed, made a
lasting impression on Singapore’s socio-economic and
political landscapes.
Endnotes
1
In Chinese and other Asian societies, a red envelope, red packet or
hongbao (ang pow) is a monetary gift which is given during holidays or
special occasions such as weddings, the birth of a baby or graduation.
See www.fengshuiweb.co.uk/advice/redenvelope.htm.
2
Interview with Mr Inderjit Singh, April 9, 2015.
3
Parliament of Singapore. See http://www.parliament.gov.sg/mp/inderjitsingh?viewcv=Inderjit%20Singh.
4
Interview with Mr Inderjit Singh, op. cit.
5
MP Inderjit Singh confronts Singapore’s hard truths. See https://sg.news.
yahoo.com/pap-mp-inderjit-singh-confronts-singapore-s-hard-truths-inwide-ranging-facebook-post-090404111.html.
6
Interview with Mr Inderjit Singh, op. cit.
113

Jagjit
Singh
F
rom the outset, he was attracted to the complex world of law enforcement and criminal
investigation. Therefore, it came as little surprise when Mr Jagjit Singh decided to join the
Singapore Police Force (SPF) in 1967 as an Assistant Superintendent of Police. He rose rapidly
through the ranks and held such posts as Director (Planning), Commander Areas, Director
of Criminal Investigation Department (CID) and Deputy Commissioner (Operations) before
retiring in 2000. He is the only Sikh officer to have held these posts and was the second
most senior Sikh officer in the Force, second only to the Commissioner of Police.
Jagjit was born in 1940 in the town of Batu Gajah in Perak in Malaysia, where he received
his early primary education. After his family moved to Singapore in 1952, Jagjit continued his
education at Outram Primary School. He then joined Raffles Institution where he completed
his GCE ‘O’ and GCE ‘A’ Levels, emerging as the top GCE ‘A’ Level student in the Arts stream
in 1959. The bright young man, who devoured readings beyond the prescribed curriculum
during his GCE ‘A’ Level years, graduated with a Bachelor of Laws (Honours) from the
University of Singapore. Upon graduation, his family and friends encouraged him to pursue
a career practicing law. However, he followed his heart and instead joined the SPF.
Jagjit elaborated: “The job was extremely taxing and the pressures to deliver quick and
good results were intense. The hours of work were long, stretching into several days in the
office with little rest on many occasions.” 1 These included the communal riots in May 1969
when Jagjit was with the Internal Security Department. As Director of CID, he handled high
profile murders, kidnappings and firearm robberies that demanded fast results. He also
led investigations into the Hotel New World collapse in 1986. 2 He made many personal
sacrifices throughout his years of service because of his single-minded determination to
114

of whether the case occurred during the day or
night. I wanted to know the facts first hand so that
I could better direct my officers during the fortnightly
meetings to review the progress of major cases.” 3 Out
of such back-breaking effort came enormous rewards
that not only included effective national crime control
but also a strong bond and team spirit among his
officers.
deliver in his various roles and capacities during his
years in the SPF.
As Director CID from early 1984 to late 1987, Jagjit was
in charge of policies pertaining to criminal and crime
investigations. He supervised and directed the CID’s
specialist units dealing with major crime, organised
crime, secret societies, gambling, commercial crime
and criminal intelligence. Crime at that time was
relatively high, with Singapore witnessing around 70
murders per year. Yet, the CID was able to maintain
a clearance rate of 80 percent, which was high by
international standards. To produce the best results,
Jagjit was unflinching in his resolve and, in doing so,
place tremendous pressure on himself. He stated that,
“I made it a point to personally go to the scene of
every murder and firearm robbery case, regardless
In the area of gambling, several major problems in
the mid-1980s were brought under control through
the operations of the CID, helmed by Jagjit. One such
operation was against the Mini Turf Clubs (MTCs). The
MTCs were operated by illegal bookies mainly at the
void decks of Housing and Development Board (HDB)
blocks during weekends when horse races were in
progress. They operated at more than 400 locations
and were attended by large crowds of punters. Their
presence irked the residents and prompted public
complaints to the government. The first step taken
by the SPF was to make illegal betting laws more
stringent so that the police could deal more effectively
with the MTCs. Then, as Director CID, Jagjit planned
an eight-weekend police operation involving the CID
and other police units to crack down on the MTCs.
At the end of the operation, the MTCs practically
disappeared. Jagjit was also instrumental in another
six-week operation to clear the Singapore Turf Club
(STC) 4 of illegal activities by bookies and their runners
who were arrested or chose to cease operations at
the Club. The results were remarkable – the quantum
of legal betting at the STC, which stood at S$6 million
per race day prior to the operation, increased threefold
after the operation.
Whilst Deputy Commissioner (Operations), Jagjit
shouldered additional important responsibilities as the
Head of the Command and Control Group (CCG) in a
wide range of operation plans dealing with sensitive
115

“
I have known Jagjit since 1958 in school, university and in the course of
our working lives in the uniformed services. Jagjit’s rise through the officers’ ranks
to Deputy Commissioner of Police was due to his exceptional grasp of the law, in
which he has a degree, and his strong leadership traits.
He was consistently able to focus on essentials when dealing with the complex
dynamics of law enforcement in Singapore’s multi-racial and multi-cultural
environment. He effortlessly commanded the respect of his civilian and uniformed
colleagues and subordinates.
“
Colonel (Retired) Ramachandran Menon
Director
Public Affairs and MINDEF Spokesman (1991-1995)
security operations such as aircraft hijacking. As Head
of the CCG, he worked directly under the Executive
Group made up largely of Permanent Secretaries.
The Executive Group made the policy decisions while
the CCG translated these decisions into action. In
the Singapore Airlines flight SQ117 hijacking in
1991, 5 Jagjit was in command of operations from the
outset until the culmination of the incident when the
Executive Group decided on storming into the plane.
Through a coded message, Jagjit then conveyed the
storming in instructions to his ground commander
who immediately activated the Singapore Armed
Forces (SAF) commandos. The operation was highly
successful – the four terrorists were killed and there
were no other fatalities among the passengers and
crew of the flight.
As Deputy Commissioner (Operations), Jagjit also
had command and control responsibilities in a
number of other major and security sensitive events
such as the National Day parades and the General
Elections. He also chaired the Airport Bomb Warning
Committee and was in control of air crash operations.
For some 10 years, Jagjit was also the Co-Chairman
of the Explosives Safety Committee of Singapore. His
Co-Chairman was the then-Chief Defence Scientist,
Professor Lui Pao Chuen. 6
Over the years, Jagjit represented the SPF at multiple
international forums as well. These included the annual
Interpol General Assembly meetings in Nice, Lyon and
Rome, and the Interpol Asia Regional Conference in
Seoul. He also led SPF delegations to 12 Singapore-
Malaysia CID liaison meetings. At the same time,
he led an SPF team to Tokyo to study the Japanese
system of community policing which was subsequently
implemented, with modifications, in Singapore
as the Neighbourhood Police Post (NPP) system. 7
Jagjit retired from the SPF in 2000. Not one to
remain idle, the very next day, he started working
with CISCO. 8 He led a project to enable CISCO
to undertake a new area of work, namely, law
enforcement and investigation on behalf of statutory
boards and government departments. This effort was
accomplished in three years. Jagjit then worked with
116

In recognition of his outstanding service to Singapore,
Jagjit has received several medals from the SPF.
He was also honoured with national awards on
three occasions. These awards were the Pingat
Berkebolehan (Efficiency Medal), 9 the Pingat Bakti
Setia (Long Service Award) 10 and the Bintang Bakti
Masyarakat (Public Service Star). 11 He is thankful for
the excellent teams of officers with whom he worked
in the SPF. Above all, he values the unwavering support
and understanding of his wife – without her, success
would not have been possible.
the Public Utilities Board (PUB) in 2003. He headed the
security unit responsible for planning the protective
security of PUB’s water supply infrastructure in
Singapore and in Johor. He continued to work in PUB
until 2013 before retiring at 73 years of age.
It has been some two years since Jagjit finally
stopped full-time work. In his thirty-three year
service with the SPF, he enjoyed a rewarding and
enriching career. At the same time, he overcame
numerous challenges and trying occasions to
contribute significantly and successfully to effective
crime control in Singapore.
Endnotes
1
Interview with Mr Jagjit Singh, June 13, 2015.
2
The Hotel New World collapsed due to structural faults and poor-quality
construction. The collapse left 33 people dead and was considered
one of the worst disasters in post-war Singapore. A rescue operation
involving more than 500 personnel from the SPF, the Civil Defence
Force, the Fire Service, the SAF and foreign experts lasted for four days,
and the rescuers pulled out 17 survivors from the rubble. See http://
eresources.nlb.gov.sg/infopedia.
3
Interview with Mr Jagjit Singh, op. cit.
4
The STC was founded in 1842 as the Singapore Sporting Club. It is
now one of the premier racecourses in the world that provides worldclass
quality horse racing. It is also an efficient, effective and socially
responsible organisation. See http://www.turfclub.com.sg/Corporate/
AboutUs.
5
SQ117 was hijacked on 26 March 1991 shortly after it took off from
Kuala Lumpur. The hijackers were four passengers who claimed to be
members of the Pakistan People’s Party. The plane landed at Changi
Airport at 10.24pm. SAF commandos mounted a rescue operation at
6.50am on 27 March 1991. See http://eresources.nlb.gov.sg/infopedia.
6
Professor Lui was appointed to the newly-created post of Chief Defence
Scientist, Ministry of Defence (MINDEF) in 1986. He retired in 2008 after
serving 41 years in MINDEF and 22 years in the appointment as Chief
Defence Scientist.See http://www.sutd.edu.sg/board_of_trustees.
7
The NPP was introduced in 1983 to allow police officers on the ground
to perform community policing. It helped to reduce crime rates and
perceived positively by the general public. It was replaced by the
Neighbourhood Police Centre, a mid-sized police station, in 1997.
See www.police.gov.sg.
8
CISCO Security Private Limited has its roots as a department of the
SPF which branched out as the Commercial and Industrial Security
Corporation, a statutory board with a monopoly over most areas of the
local private armed security industry. It is now called Certis CISCO. See
www.cisco.com.
9
The Pingat Berkebolehan was instituted in 1969. It is awarded to any of
the following persons for exceptional efficiency or exceptional devotion
to duty or for work of special significance: public officer; officer
employed by any statutory authority; any person who in the service of
any organisation, association or body rendering services in the field of
education; or any person employed in any company which is whollyowned
by the government and which is carrying on business mainly as
an agent or instrumentality of the government. See http://www.pmo.
gov.sg/nationaldayawards.
10
The Pingat Bakti Setia was instituted in 1962. It is awarded to any
person who has completed 25 years of continuous service in the service
of the government; any statutory board; any organisation; association
or body rendering service in the field of education or any company
which is wholly owned by the government and which is carrying on
business mainly as an agent or instrumentally of the government. Ibid.
11
The Bintang Bakti Masyarakat was instituted in 1963. It is awarded to
any person who has rendered valuable public service to the people of
Singapore; or who has distinguished himself or herself in the field of
arts and letters, sports, the sciences, business, the professions and the
labour movement. Ibid.
117

Jagjit
Singh Sekhon
O"
kay dear, where shall I send my ambulance?” These are the oft-spoken first words of Mr Jagjit
Singh Sekhon when he receives a phone call either at his office or on his mobile phone. Founder,
Director and Chairman of Nightingale Nursing Home, Jagjit is a man larger than life and a man
who has given so much to life – to the lives of many others, to be more precise!
Known endearingly to community members as JJ, Jagjit grew up in Potong Pasir. Born into a
family which owned cattle, he too helped in grazing and cleaning them. What took up most of
his time, however, was walking around the village, especially during floods, to see how what he
could do to help his neighbours. His commitment to this cause landed him the opportunity to
serve as Chairman of the Welfare Clinic in his neighbourhood. Service towards others featured
very early in Jagjit’s life and it was here that he decided to embark on a career of a care-giver.
Recalling his school days, Jagjit candidly stated: “After Secondary Four, my father certified me
unfit for higher education.” 1 However, he did pursue his higher education in a field of his choice
and emerged with impressive results. First, he attended a course as a Hospital Assistant at the
Singapore General Hospital (SGH), which earned him recognition as a State Registered Nurse.
He then trained in Psychiatric Nursing at Woodbridge Hospital (now, Institute of Mental Health)
and went to Tan Tock Seng Hospital for training in Tuberculosis Nursing. Finally, he returned
to SGH to complete a Ward Administration Course. This marked the beginning of 17 years of
service as a nurse and earned him the title of Singapore’s home-grown nurse leader.
However, life as a nurse was no lap of luxury. Jagjit was assigned to the operation theatre where
working hours were excruciating and 20-hour shifts were the norm. Jagjit added that the public
kept the operating theatres so busy that he and his colleagues spent nights sleeping on the
118

e a happy resolution for the nurses who received pay
revisions and clearer definitions of their responsibilities.
Jagjit also helped win arbitration for recognition of nurses
who continued to develop themselves professionally
with courses so that better services could be rendered
to patients. Monetary incentives were given to nurses
who adopted life-long learning through professional
upgrading. Looking back at the whole episode, Jagjit
categorically stated: “I think the strike could have
finished me off. The media was quite ruthless and the
government could have put me behind bars. ‘Home’
could have been Changi or St John’s Island. However,
I am glad that the government engaged us fairly.” 3
Jagjit’s role as the champion for nurses then witnessed
a sea change in the way the nursing profession was
viewed in Singapore.
hospital grounds in their on-duty uniforms. Analysing
the situation before him, with the welfare of his
colleagues in mind, Jagjit, together with other nurses,
issued a notice of a pending strike to the Ministry of
Health. It was only on the third day of the strike that
then-Prime Minister, Mr Lee Kuan Yew, engaged the
striking nurses. Jagjit came forward and asked the
nurses to quieten down so that discussions could
proceed and signalled to them to stop their agitation.
Thereafter, Jagjit passed the floor to Mr Lee who told
the nurses to prepare for arbitration.
Thus began six months of preparation of documents
consisting of duty rosters, responsibilities, incidents and
dissatisfactions of the nurses. Jagjit added: “We piled
up all the papers and they were stacked higher than
our tallest nurse who was six feet.” 2 It turned out to
While working as a nurse, Jagjit’s father fell ill and
slipped into a coma. A day before passing on, his father
told him: “I can hear all that you and the nurses are
doing for me. When I go, do something useful.” 4 It
was then that Jagjit decided to run his own nursing
home. The entrepreneur in him established Nightingale
Nursing Home in 1980 as Singapore’s first professionally
operated nursing home with emphasis on care of the
aged, chronic sick and convalescing. Two years later,
Jagjit introduced Singapore’s first ambulance service
operated by nurses, which has now grown to a fleet
of 20 ambulances in Singapore and three in Malaysia.
Not surprisingly, Jagjit has also extended his ambulance
services for medical evacuation abroad in places such
as Malaysia, Thailand and Indonesia for Singaporeans
who meet with unfortunate incidents and need to be
brought back to Singapore. This service is also extended
to other nationalities who would like to seek medical
treatment in Singapore.
On many occasion, Jagjit has provided his medical
services free of charge. Apart from offering
119

“
I have known Jagjit for almost 30 years. He has always come across as a colourful,
generous and warm-hearted person. He has devoted most of his life to the community
at large and the Sikh community in particular. He is a firm believer in helping the sick
and less fortunate. He has always put service to the community before self.
Jagjit’s calling to the field of nursing saw him single-handedly establish Nightingale
Nursing Home from a humble single-level home to a multi-storey complex offering
residential care for the sick and aged. He has been the lamp who brought light with
dedicated care to the lives of countless aged, aged-sick and disabled individuals whom
he served with total compassion so that they could lead lives of dignity. In this respect,
he ranks among the pioneers to offer holistic nursing care to the sick and aged. His
has indeed been a life of inspiration that many young Singaporeans should strive to
emulate.
“
Mr S Thavaneson
Chairman, Balestier Khalsa Football Club, and
Chief Executive Officer, Sports Equipment Holdings Pte Ltd
complimentary ambulance service to the needy as well
as accommodation at his nursing home to the destitute
and those without families, Jagjit has also allowed
the use of his ambulance for national, community and
charitable causes at no cost. At the same time, he makes
generous donations to the Down Syndrome Association
(Singapore) as well as other related organisations.
Jagjit has also been active in serving the Sikh community.
In his capacity as Chairman of the Sikh Welfare Council
(SIWEC), 5 he made it his personal mission to visit every
needy family supported by SIWEC so as to ensure
that help rendered was congruent with the needs
of the families. This groundwork also revealed that
funding was grossly lacking. Jagjit decided to harness
the resourcefulness of those within and outside the
community to raise funds. One such instance was Jagjit
engaging Singapore’s ex-President, Mr S R Nathan,
to raise funds for the community. Mr Nathan’s book,
Winning Against the Odds, was sold at S$10,000 a copy.
A total of S$170,000 was raised to support needy Sikh
families under the SIWEC banner. His other initiatives
included the Welfare Day at the Sikh temples and Flag
Days as well as supporting events such as the annual
Ride-for-Charity cycling from Malacca to Singapore,
which raises funds for SIWEC.
Jagjit is currently President of Khalsa Dharmak Sabha
temple. One aspect of his leadership that is particularly
striking is in how he galvanises every member of the
congregation to do his or her part. For instance, he
succeeded in achieving a win-win situation with the
youth in the Sikh community by getting them to do
their part with kitchen chores and cleanliness of the
temple’s premises. It is now a common sight to see
these youth at the temple doing sewa (service). As in
120

the case with his service to the larger society via his
professional portfolio, Jagjit also lends his support to
various socio-educational and charitable causes within
the Sikh community.
When Jagjit was the President of the Singapore Khalsa
Association, he reached out to the other communities
by opening up sporting events to non-Sikhs. In his effort
to project the Sikh community’s name in the sporting
arena, Jagjit has been lending his support to Balestier
Khalsa Football Club since its entry into the S-League. He
is the current Vice-Chairman and Treasurer of the club.
Jagjit’s message of service is so simple yet so profound:
“Everyone can help everyone.” 6 Jagjit started his service
to the community and nation almost half a century ago.
His father’s final words of being of service to others
spurred him to do even more. Even today, his father’s
last words continue to ring loud in his ears and he
continues to do useful things for those in need.
Endnotes
1
Interview with Mr Jagjit Singh Sekhon, August 9, 2015.
2
Ibid.
3
Ibid.
4
Ibid.
5
SIWEC was set up in 1995 to formulate the overall community policies
in respect of Sikh welfare services in Singapore. See http://www.siwec.
org/.
6
Ibid.
121

Jagrup
Singh
O
ne fine morning, a military land rover drove up to the front of his house. He boarded it and soon
after, together with two other persons, he was sworn into service in the Singapore Armed Forces
(SAF) at Port Dickson in Malaya. Colonel (Retired) Jagrup Singh’s application to join the army
was approved and it marked the beginning of his long and fulfilling military career, one which
enabled him to make telling contributions to the nation.
Jagrup was born in 1938. At that time, his father was attached to the police force and the
young Jagrup spent most of his childhood at the police training school at Thompson Road.
When he was four years old, he vividly recalled seeing the Japanese marching in from
the MacRitchie Reservoir area and life drastically changing for him during the Japanese
occupation. 1 Back at the police training school barracks, Jagrup’s father had a small plot
of land where he planted rambutans and beans for his family. Jagrup’s family was later
transferred to the Hill Street Police Station. They made a home for themselves there on a
vacant plot of land at the premises. With his knowledge of farming, Jagrup’s father planted
vegetables on the land.
Around that point of time, tragedy befell the family. One of his brothers was taken gravely
ill. The doctor could do little beyond providing vitamins to his ailing brother. Given the
limited resources, there was little his family could do to help his brother. Jagrup recounted,
“Food was scarce and difficult to come by during the years of the occupation. My mother
would cook rice when available and if possible but this was extremely rare. However, what
we really needed was milk for my brother in order for him to recover.” 2 His family prayers
were somewhat answered when his father managed to rear a cow with the help of some
Indian commissioned officers. The plan was to provide the commissioned officers with
122

When Jagrup neared the completion of his education
at Raffles Institution, his parents wanted him to enter
the university. However, he was apprehensive, especially
given his family’s constraints. He knew that if he went
to university, his siblings would likely lose out. Instead,
he wanted to become a planter in a rubber estate in
Malaya. As his parents had shown him early in life their
capacity for sacrifice, he wanted to become a planter so
that he could earn an income and support his family.
He completed his GCE ‘A’ Levels, which in itself was an
achievement at that time.
milk in exchange for their help. At the same time,
the family was very grateful to the Tamil community
for providing space to keep the cow at no cost. To
his family’s joy, his brother recovered, though not fully.
This episode was just part of the travails endured by
the family which made many sacrifices to ensure its
collective well-being. Such travails were also important
lessons of life for Jagrup.
During the years of the Japanese occupation, Jagrup
enrolled in a Japanese school. All the subjects were
taught in Japanese. It was difficult for the local students
to adapt to these changes as many, if not all, could not
understand Japanese. Jagrup recalled: “I learnt nothing
there.” 3 Fortunately, life eventually improved when the
Japanese left Singapore in 1945.
When Jagrup was in the first year in the GCE ‘A’
Level programme, national service was introduced in
Singapore. While attending part-time national service
in a camp at Beach Road, a military officer approached
him to consider joining the SAF. Jagrup confessed:
“I did not know anything about the SAF. (The Major)
explained it to me and passed me an application
form. My parents left the decision to me and assured
me that they would support my decision. Despite
the uncertainties, I chose the SAF.” 4 That marked the
turning point in Jagrup’s life.
Jagrup’s first posting in the SAF was to the 1st
Singapore Infantry Regiment. He was briefed on his
reporting details upon his arrival at the then-Tanjong
Pagar railway station. However, he would soon return to
Port Dickson to be trained as an officer in the SAF. After
undergoing training for two years, he passed out as a
commissioned officer.
In the course of his duty, Jagrup was posted as
an instructor to Command and Staff College. He
ensured that his unit was efficient in its training. More
importantly, he ensured that his soldiers were always
operationally-ready. On various occasions, his unit
emerged victorious in these competitions. He recalled:
“During one exercise, a top Israeli General was invited
123

“
I have known Jag, as he is fondly known, since our primary school days.
We were in the same standard. We separated during our secondary school days but
met again when I reported at the Federation Military College for my military officer
training. He was then in his second year. Jag went on to have a distinguished career in
the SAF. During his service, he had a high degree of perseverance and discipline, and
he expected that as well from his soldiers and those who worked with him. Although
a senior officer, he never abused his authority.
Jag came from a humble family. His compassionate and caring nature is reflective of
his family’s environment. He is a good friend and is full of humour. We have a round
of golf on Sundays when we are free. I bring along my son, Andrew, and we have a
wonderful breakfast at his house before setting out to the golf course.
All in all, Jag and I have been friends for about 65 years and the friendship is still
going strong.
“
Lieutenant Colonel (Retired) Kesavan Soon
Singapore Armed Forces
124
to inspect my unit. The General left impressed with
the work of my team, especially the high standards
expected of and delivered by the personnel in the
unit.” 5
During his time in the SAF, Jagrup was also deployed
on several overseas posts and tours in various
significant capacities. He was also sent to represent
Singapore and the SAF on various occasions. Some
notable examples of such postings and his experiences
included the 62nd Regimental Signal Officers Course
in the United Kingdom; the Jungle Warfare Course
in Kota Tinggi (Malaysia) and Australia, the Military
Accounts Course in Perak (Malaysia) and the
Command and Staff College Course in Australia. An
important highlight in Jagrup’s military career was
the privilege of being sent to England in 1963 to
represent Singapore at the Queen’s birthday. Jagrup

was additionally also Singapore's Military Attaché in
Manila in the Philippines and attended the United
States Army Familiarisation Course in the United States.
When he retired, it was no surprise that Jagrup was
well suited, with his vast experience, to continue to be
involved in military work undertaken by the Singapore
Ministry of Defence. This included the sale of military
equipment to overseas partners. He then started his
own enterprise dealing in military equipment. Finally
calling it a day, Jagrup decided to look after his family
full time.
Jagrup’s motto in life is “One should persevere and also
be a keen learner. This applies to many, if not all aspects,
of life. Only then will one realise one’s dreams”. He
made sacrifices for the family, persevered in the face
of adversity and took a leap of faith to join the SAF.
He eventually went on to realise his dreams and in the
process, made significant contributions to the nation.
As Jagrup laps up his retirement years, he recapitulates
that the Japanese occupation was the one event which
left an indelible impression on him. “I watched, saw and
learnt lessons from the Japanese occupation. The same
Japanese who were masters suddenly became prisoners
of war. My father used to say that this is life. Today, you
may be the top man but tomorrow you may go down.
My circumstances were what made me different.” 6
Having gone through some trying times, his advice to
young Sikhs is simple, “Work hard! Chardi kala! 7 Look
forward to the future. If you are a Sikh, you are special.
We are now much better off. Maintain your faith. This
is very important. Maintain your beliefs. Work hard.
Success is only a stone’s throw away.” 8
Endnotes
1
Interview with Colonel (Retired) Jagrup Singh, October 6, 2015.
2
Ibid.
3
Ibid.
4
Ibid.
5
Ibid.
6
Ibid.
7
Chardi Kala is a concept in Sikhism that refers to a mental state of
optimism and joy. Sikhs are ideally expected to be in this positive state
of mind as a sign of their contentment with the will of God, even during
the times of adversity. See http://searchsikhism.com.
8
Interview with Colonel (Retired) Jagrup Singh, op. cit.
125

Jarmal
Singh
A "
nything and everything can be managed. If others can do it, so can you!” 1 ‘Difficult’ is a word
that is non-existent in the vocabulary of Assistant Commissioner of Police (Retired) Jarmal
Singh. Whether it was defending against a stronger opponent on the rugby pitch, dealing
with convicts, managing two jobs in a day or communicating the needs of the community to
officialdom, Jarmal has not even once held the view that these were unachievable. This is the
mantra adopted by Jarmal throughout his life.
Born in India in 1948, Jarmal landed in Singapore as an eight-year old in 1956. His early life
was shrouded by challenges. Jarmal’s traits of working hard and never giving up were inherited
from his father who played a major role in shaping his character. Growing in a zinc structure
called home and situated just behind the warehouse his father guarded as a watchman, Jarmal
witnessed his father holding two jobs to make ends meet. On his part, Jarmal tried his best
to help. He paddled daily on a bicycle to school instead of taking the bus so as to save a few
cents. While other watched movies in the cinema, he would stare intently at the entrance of
the cinema with vague imaginations of the interiors of a cinema. He took up a part-time day
job to earn a few dollars while studying the night away for crucial examinations. And he settled
for handmade spiked running shoes instead of those that were commercially produced due to
the latter’s hefty price of S$20. The many hardships that Jarmal witnessed his father and family
having to deal with constantly reminded him to work hard.
Jarmal’s perseverance and determination saw him surpassing all expectations and entering
the University of Singapore. He graduated with a Bachelor in Science degree in 1971. He then
applied for employment in the Singapore Police Force (SPF). Little did he know then that he
would spend the next 40 years of his life with the police force! During his time with the SPF,
126

with the police. He was an exemplary officer who rose
through the senior police officer ranks through hard
work, self-belief and commitment.
While at the Police Academy, Jarmal received the
prestigious Public Service Commission scholarship to
do his Master of Business Administration degree at
the National University of Singapore. In spite of having
to manage work and studies at the same time, Jarmal
completed his degree and graduated in 1984.
When Jarmal was the Director of Special Projects
(NPC Redesign), he was tasked with building the
Neighbourhood Police Centres throughout Singapore
so as to strengthen crime prevention efforts across
the island. As the Commander of the Volunteer Special
Constabulary, Jarmal spent his evenings administering
and managing a team of volunteers from all walks of life
who selflessly worked after office hours and weekends
to assist the police officers in discharging their duties.
During the day, Jarmal performed his duties as the
Commander of the CISCO Auxiliary Police Force.
he held numerous important positions. These included
Director at the Police Academy, Officer-in-Charge at
Jurong Police Division, Head of the Commercial Crime
Division at the Criminal Investigation Department,
Director at the Police Academy (for a second time) and
concurrent Director of Training at Police Headquarters,
Commander of the Airport Police Division, Deputy
Director of Operations at the Police Headquarters,
Director of Special Projects (NPC [Neighbourhood
Police Centre] Redesign), Deputy Director of Operations
and concurrent Commander of the Volunteer Special
Constabulary (VSC), Commander of the CISCO Auxiliary
Police Force and concurrent Commander of VSC, Director
of the Police Custodial Department, and Director of
Sustaining Cost Optimisation and Policing Efficiency,
among others. Jarmal has had a distinguished career
Jarmal’s hard work, contributions and dedication did not
go unnoticed. He received numerous awards during his
career with the SPF. These included the Pingat Pentadbiran
Awam (Public Administration Medal) (Bronze) (Bar), 2
Pingat Bakti Setia (Long Service Award), 3 Minister’s Award
for Home Team Achievement and Singapore Police Long
Service and Good Conduct Medal. Jarmal also received the
Commissioner of Police’s commendation for his impressive
investigation work on the Robinson’s Department Store
fire that occurred in 1972. 4
Jarmal’s contributions were not limited to Singapore.
In 1993, he was handpicked to represent Singapore
on a Commonwealth Observer Mission to South
Africa during the tension-stricken period just prior
to the end of apartheid. He was part of a team that
127

“
Jarmal was elected by the players as national captain in 1978. His election
was amazing as he was from a non-traditional rugby playing secondary school and he
started to play rugby as a senior police officer and late into his adulthood. Under his
captaincy, Singapore won the Malaysian Rugby Union Cup after 44 years and we were
awarded three of the four top awards during the Singapore National Olympic Council
annual ceremony in 1978.
Jarmal was a highly respected utility player – small in size but strong in discipline,
teamwork and role modeling. He was known as the ‘flying Sikh’ for his sprinting
and tackling prowess. He was the only Singaporean to score a try against the mighty
Western Samoa during the quarterfinals of the Main Cup at the Hong Kong Sevens in
1979. We are proud of Jarmal’s contributions to our national cause.
Mr Natahar Bava
Former National Coach
Singapore Rugby Union
“
comprised representatives from Australia, Botswana,
Britain, Canada, New Zealand, Nigeria and Zimbabwe.
Jarmal was awarded the Overseas Service Medal in
recognition of his international service.
Jarmal’s national and international contributions
extended beyond his employment with the SPF. He had
a keen interest in sports and was actively involved in
athletics, football and hockey since his school days. It is
perhaps interesting to note Jarmal only picked up rugby
in 1971, the year he graduated from the university and
on joining the SPF. However, this sporting activity was
to give him fame and glory far beyond his imagination.
Jarmal played rugby for the next 10 years. He was a
fast learner and was able to muster the sport so well
that, in 1973, he was selected for Singapore’s national
rugby team where he played in various tournaments
with Malaysian states. Jarmal’s impressive rugby skills
were clearly evident and, soon after, he was elected
the captain of the national team. Under his captaincy,
Singapore experienced its best years in rugby history. In
the Asian Rugby Championship, Singapore beat Thailand
to emerge third in the intense tournament. One of the
key contributors to the team’s success was Jarmal who
received loud cheers from the crowd when he outran
several Thai players for a try, bringing Singapore 7-3
up at halftime. 5 Likewise, the strong fighting spirit in
Jarmal and his fellow players led the Singapore rugby
team clinching the silver medal at the Southeast Asian
Peninsular Games in 1977. 6
However, the best was yet to come for Jarmal in the
rugby arena. In the Malaysian Rugby Union Cup against
Malaysia, Australian Air Force Royal and the New Zealand
and Infantry Regiment in 1978, Singapore emerged
champions, winning the title for the first time after 44
years of competition. As a result of the triumph, Jarmal’s
rugby team bagged three out of four top trophies on
hand at Singapore sports award ceremony that year
128

to his wife for his success. She took good care of his
three sons while he was away on his career pursuits
and sporting tournaments as well as encouraged him
to pursue his dreams. Despite retirement, Jarmal still
has the passion to serve. Recently, he authored a paper
titled Crime Prevention: The Singapore Approach 8
to
share his valuable insights and knowledge from his long
years of experience in the police force. He also provides
consultancy services with the Ministry of Home Affairs.
– the Team of the Year, the Coach of the Year and the
Player of the Year under the Singapore National Olympic
Council (SNOC) umbrella. 7 Humbly, Jarmal attributed
the victory of his team to the ability and competency of
the players instead of his captaincy brilliance. In 2014,
Jarmal added another accolade to his glittering sporting
career when he was recognised by the government as a
National Sports Pioneer.
Beyond his career and sporting passion, Jarmal has
also contributed to the community and society. An
example of this service is his 26-year commitment
on the School Advisory Committee of Gan Eng Seng
Secondary School. Jarmal has also been active in the
Sikh community. About 20 years ago, he became part
of the first resource panel to consider issues relating
to the Sikh community. He currently serves as the
Chairman of the Sikh Advisory Board, which acts as an
intermediary between government bodies and the Sikh
community.
Today, the retired Jarmal smiles to himself as he speaks
fondly about his two grandchildren. He remains indebted
He lived through tough times but those challenges made
him what he is today. Jarmal’s philosophy of humility,
hard work, commitment, honesty and determination
has stood him well over the last 40 years or so. These
attributes have also enabled him to leave an indelible
mark at the national and international levels through a
glittering police and sporting career.
Endnotes
1
Interview with Mr Jarmal Singh, February 28, 2015.
2
The Pingat Pentadbiran Awam was instituted in 1963. There are three
grades of the medal, namely, gold, silver and bronze. The medal may
be awarded to any of the following persons for outstanding efficiency,
competence and industry – any person who is or has been a public
officer; any person who is or has been an officer employed by any
statutory authority (other than a Town Council); any person who is
or has been in the service of any organisation, association or body
rendering services in the field of education; or any person who is or
has been employed in any company which is wholly-owned by the
government and which is carrying on business mainly as an agent
or instrumentality of the government. See http://www.pmo.gov.sg/
nationaldayawards.
3
The Pingat Bakti Setia was instituted in 1962. The medal may be
awarded to any person who has completed 25 years continuous
service in the service of the government, any statutory authority, any
organisation, association or body rendering services in the field of
education, or any company which is wholly owned by the government
and which is carrying on business mainly as an agent or instrumentality
of the government, and whi is of irreproachable character. Ibid.
4
Robinson’s Department Store fire at Raffles Place (n.d.). Singapore
Infopedia. Retrieved from http://eresources.nlb.gov.sg/infopedia/
articles/SIP_797_2004-12-30.html.
5
They unwrap their guts to beat the Thais, The STAR, November 25,
1978.
6
Stars of the year, New Nation, December 25, 1977.
7
Atmosphere filled with nostalgia, The Straits Times, May 12, 1979.
8
Jarmal S, Crime Prevention: The Singapore Approach. National Criminal
Justice Reference Service Abstracts Database, 2000. Retrieved from
https://www.ncjrs.gov/App/Publications/abstract.aspx?ID=191486.
129

Jaswant
Singh Gill
O
ne could easily mistake Lieutenant Colonel (Retired) Jaswant Singh Gill for a man in his early
eighties instead of his actual young age of ninety two. He still carries the stern authority and
proud bearing from his Singapore Navy and teaching days. When he speaks, one realises that
here is a man who has witnessed not only the many turbulences and challenges faced by
Singapore in its fight for independence, but also contributed greatly to the position in which
Singapore is today.
Jaswant was born in Punjab, in India, in 1923 to a farmer. He began his education at Khalsa
School in Moga, which was one of the few schools that taught English language at that time.
At the tender age of six, Jaswant relocated to Singapore with his uncle who was then working
as a clerk in the Singapore Police Force.
Jaswant started his formal education shortly after arriving in Singapore. Being knowledgeable
in English beforehand, he was able to do well in his examinations to obtain a place in the
prestigious Raffles Institution.
To secure a proper job, Jaswant pursued a two-year course in commercial studies where he
picked up valuable skills such as book-keeping and typing. He eventually joined the government
clerical service where he met Justice (Late) Choor Singh and struck up a long lasting friendship
with him despite the latter being 15 years his senior. 1
One of the first Sikh institutions that Jaswant was affiliated to was Singapore Khalsa Association
(SKA). The Association was started in the 1920s as a means for Sikh boys to meet for friendly
sport games, with cricket and hockey being the two most popular sports among Sikhs at that
130

Building Committee to collect donations. As President,
he also went around raising funds. He emphasises that,
without the support of the gurdwaras (Sikh temples) and
the sangat (congregation) who donated willingly, the
donations would have been harder to secure. 3
After purchasing the building, there were some funds
leftover. Jaswant and some of the more foresighted
members created the SKA Trust Fund. This was used to
make some very wise investments and the initial sum
of S$25,000 has now become about S$15 million. This
sum is kept by a group of Trustees, including Jaswant.
time. 2 He first became interested in SKA during his time
as a student in Raffles Institution. Once he started
working in 1941, he joined the Association where he
helped collect donations for its various events as well as
for the building fund.
During the Second World War, the Japanese took over
the SKA premises at Jalan Bahagia. At the end of the war,
the building had been looted and needed much repair.
However, when the government requisitioned the land in
the 1960s, SKA had to scramble to acquire another piece
of land for a new building. This land was at Balestier
Road, where the current SKA building stands. As Jaswant
was elected as the President of SKA continuously from
1966 to 1981, the burden of the new building fell on
him. The new building would cost S$750,000 which, at
that time, was a very big sum. The Association set up a
From very early on, Jaswant had a passion for teaching.
After the war, he went back to his old job in the clerical
service but he did not stay there for long. In 1948, he
was transferred to the Ministry of Education (MOE) as a
teacher. He first taught at Outram Primary School and
moved on to various other schools, including Raffles
Institution. His passion for the job soon led him to
being promoted to school principal. In this position, he
oversaw several schools such as Sungei Kadut Primary
School and Dunearn Secondary School. He took great
pride knowing that many of his former students went
on to become successful. Some of his brightest minds
eventually entered politics and have served or are
serving as ministers. After retiring from MOE in 1973
at the age of 50, Jaswant went on to teach commercial
subjects at the United World College.
While teaching, Jaswant took an interest in the Teachers
Union. He was the General Secretary from 1959 to 1963
and eventually Vice President from 1963 to 1964. During
this period, the communists were trying to capture as
much political power as they could in Singapore. They
attempted to take over the Teachers Union. However,
Jaswant, along with other colleagues, prevented the
Teachers Union from falling into their hands. He recalls
being heckled by members of the Barisan Socialis, the
131

“
The words of Andrew Carnegie that “No man will make a great leader
who wants to do it all himself or get all the credit for doing it” exemplifies Jaswant’s
effort in mobilising the Sikh community behind his vision and leadership. Despite
his countless achievements, he has always remained humble, accepted collective
leadership and stayed resolute in ensuring that Singaporean Sikhs do not forget their
roots.
I have known him for more than 30 years. A lasting legacy of Jaswant’s leadership is
the significant role that SKA plays in the lives of the Sikhs. As a founding member, he
remains synonymous with the building which has provided the Sikh community with
an important place to celebrate its rich and vibrant culture, tradition and language in
cosmopolitan Singapore.
Mr Philip Tan Kee Seng
Director
Former SKA Billiard Saloon
“
communist inspired party as they tried to subvert the
authority of the Teachers Union and win its members to
their side.
As an educator, he recognised the importance of
knowing one’s own culture and language. Jaswant
placed an emphasis on the Punjabi education. The first
Punjabi school, Khalsa Punjabi School was set up in the
new SKA building. This allowed for the centralisation
of the classes. With the introduction of the Singapore
Sikh Education Foundation, SKA handed over its Punjabi
school to the Foundation.
Another important milestone achieved by Jaswant is
his service in the Singapore navy. From a young age, he
had acquired a love for history and freedom struggles.
Reading up on the Indian Freedom movement as well
as Sikh history, he became so riled up. After the Second
World War, when the British came back in 1945, he felt
that he had to do something to prepare himself to serve
an independent Singapore. While teaching, he met a
senior colleague who was serving as an officer in the
Royal Naval Volunteer Reserve (RNVR) Singapore. He
approached his colleague and asked him about the RNVR.
On the promise that he would become a naval officer,
Jaswant joined the RNVR. After a year of scrubbing the
decks and cleaning latrines, he was commissioned Acting
Sub Lieutenant in 1951. At that time, he was the first
and only Sikh officer and only the second Asian officer
among a force of 100 British officers and 900 sailors.
When Singapore abruptly gained full independence in
1965, the Royal Navy pulled out of Singapore leaving
a small group of local officers and sailors. Jaswant was
then the highest ranking officer and he was made the
Commanding Officer of the Singapore Naval Volunteer
Force (SNVF). The SNVF was the pioneer of the modern
day Republic of Singapore Navy. The SNVF had two old
ships, RSS Panglima and RSS Bedok. Jaswant and the
pioneers of the SNVF utilised them proudly during the
132

Indonesian Konfrontasi. Commanding from the Panglima,
Jaswant led the SNVF to Sarawak where his team and
the Indonesians exchanged fire from their territory.
As the British began pulling out of Singapore, important
bases were being handed over to local senior officers.
When Tengah Air Base was handed over to Singapore
in February 1971, as one of the highest ranking officers
at that time, Jaswant was made its Commander. In
December that year, Changi Air Base was handed over to
Singapore. This was the biggest RAF base outside of the
United Kingdom at that time and was very important to
the British. Jaswant was made Commander of the base.
In 1972, he retired from the Armed Forces. 4
When asked how the youth of today can serve Singapore
and continue the hard work of the pioneers, Jaswant
said: “Stay loyal to the nation and always train in what
you are good at – be it sports, military or education.
By upgrading yourself and always learning, you do
not only benefit yourself, you also benefit your nation
as you contribute in ensuring Singapore’s excellence.”
Jaswant followed this mantra throughout his life and
succeeded in everything he set out to. He is indeed an
officer and a gentleman – one the Sikh community and
Singapore can be proud to call their own!
Endnotes
1
C Singh, The Sikh Community’s Contribution to the Development of
Singapore: A Collection of Essays and Personal Reminisces (1st ed., Vol.
1). Singapore, Singapore: Justice Choor Singh, 2005.
2
Singaporekhalsa.org.sg. ‘About Singapore Khalsa Association’. N P,
2015. Web.
3
Singaporekhalsa.org.sg, ‘Building History’. N P, 2015. Web. August 12,
2015.
4
Mindef.gov.sg, ‘MINDEF-History-1966-The Early Years of the RSN
(Volume 10 Issue 1)’. N P, 2015. Web.
5
Interview with Lieutenant Colonel (Retired) Jaswant Singh, August 5,
2015.
133

Jeswant
Singh Bandal
B
orn in December 1929, Mr Jeswant Singh Bandal lost his mother when he was just four years
old. His early childhood was also rather unsettling as he spent his early years living in different
parts of the region. When he finally settled in Singapore, he embarked on a life journey that saw
him carving a name for himself in Singapore society and the Sikh community.
As an infant, Jeswant was raised in Tronoh in Perak, Malaya. His grandfather, Mr Ran Singh,
was brought from India to Taiping in Malaya as part of the British military police to control the
communists operating in that area. He finally retired in Tronoh and soon after, settled in India.
Jeswant recalled his early years, “My father, Mr Assa Singh, served as a priest first in Sumatra
and then in Kuala Lumpur. We moved with him.” 1 When Jeswant lost his mother, the family
decided to move to India. After a year, Jeswant and his family returned to Malaya.
In 1935, Jeswant started his education in Sentul in Kuala Lumpur where he attended the Loyola
Institute. Subsequently, he moved to Kedah and enrolled into Sultan Abdul Hamid College for
another two years before finally moving to Singapore and enrolling in Rangoon Primary School
to complete his primary education.
The Japanese occupation of Singapore took place in 1942 when Jeswant was only 13 years
old. For all Singaporeans, the arrival of the Japanese was a time of pain and suffering. However,
Jeswant took advantage of the situation and started learning the Japanese language and over
time, honed his knowledge of the language and culture. This led to a recommendation for him
to be a language interpreter initially for the municipal office and then with the Inspector General
of the Japanese Police Commissioner. Jeswant continued to further study the language and was
among one of only two Singaporeans who passed the ‘Tokkyu’ – the Highest Special Grade
134

Jeswant decided to enter the teaching profession. By
the age of 23 years, he was a qualified teacher and he
started his teaching stint as a teacher demonstrator
for two years before becoming a Mathematics teacher
at Outram Secondary School. Jeswant was appointed
principal of a primary school when he was 30 years old.
Thereafter, he was seconded to the Singapore Police
Force as a Police Education Officer for three years. Such
career progressions were the first of many for him and
he took each and every posting professionally, believing
that it was an opportunity to further enrich himself. He
went on to serve as the principal of Charlton Primary
School and finally took on the task of guiding senior
students who were dispassionate when it came to
their studies in his role as the principal of Baharuddin
Vocational Institute. 3
Examination. The other individual is Singapore’s former
President, Mr S R Nathan.
With the help of his uncle, then a senior teacher at
Victoria Institution in Kuala Lumpur, Jeswant was able
to secure a place at Raffles Institution. He realised
that he was performing rather poorly in Mathematics
and needed help if he were to pass his examinations.
He approached his Mathematics teacher, Mr K M R
Menon, for additional help. Through his guidance,
Jeswant graduated with a credit average in the
Cambridge Examinations. Unfortunately, his desire to
study further was cut short when he could not pay the
tuition fee. He stated that, “I was superannuated to
the effect that I was suspended from classes for not
paying my tuition fees.” 2
Taking a break from his teaching and leadership stints,
Jeswant took up a Public Service Commission scholarship
and pursued a training course in the United Kingdom.
During the two years, he trained to be a specialist
Mathematics teacher at the Institute of Education in the
University of Kingston Upon Hull, Yorkshire. Upon his
return to Singapore, he was appointed as an Assistant
Inspector of Schools (Mathematics). He was eventually
promoted to the post of Inspector of Schools at the
Ministry of Education (MOE). This would be Jeswant’s
longest serving post – it lasted 22 years. In 1989, at
the age of 60 years, Jeswant retired from the education
service. Not one to sit idle, he continued to lecture parttime
at the Singapore Productivity and Standards Board 4
for another eight years before finally deciding to devote
most of his time to his family.
Throughout his life, while Jeswant advanced in his
professional career, he was also committed to giving
back to the nation and community. In 1987, he formed
the Board of Visitors (Drug Rehabilitation Centres)
under the Ministry of Home Affairs (MHA). Through this
135

initiative, he carried out inspection visits at various Drug
Rehabilitation Centres to assess their conditions. He
stated: “I had the strong desire to continue serving on
the Board of Visitors for as long as possible. It was a
noble effort.” 5
At the same time, he was part of the Management
Committee of Ashram, a half-way house for drug
offenders under the Hindu Endowments Board (HEB). 6
He also held the position of Chairman of the Sikh
Advisory Board and was actively involved in fundraising
efforts for community projects, including for the Central
Sikh Temple. He is currently a Member of the Council of
Elders in the Singapore Sikh Education Foundation.
Jeswant's social and community contributions have
not gone unnoticed. He is the recipient of various
medals. In 1989, he received the Pingat Berkebolehan
(Efficiency Medal) 6 for his service in MOE, the Pingat
Bakti Masyarakat (Public Service Medal) 7 in 2006 and
the Bintang Bakti Masyarakat (Public Service Star) 8 in
2013 for long and outstanding service on the Board
of Visitors, and the Pingkat Bakti Setia (Long Service
Award) 9 in 2009 for his service to the Ministry of
Community Development, Youth and Sports.
“
I am blessed to have been associated
with Jeswant for more than 30 years.
Both of us have been active volunteers
in our nation's fight against drug abuse
through SANA and on the Board of
Visitors (Drug Rehabilitation Centres)
under MHA. We have also been in the
Management Committee of Ashram, a
half-way house for drug offenders under
the HEB, for many years.
The nation-building role Jeswant played
as an eminent personality in Singapore's
education service is remarkable. He is an
honest and straight forward gentleman
with an analytical mind. He mixes well
with people and has a golden heart, ever
ready to help others irrespective of their
race or religion.
“
Dr Ramasamy Karunanithy PBM
Former Professor of Pharmacy
National University of Singapore
136

In spite of his achievements, Jeswant remains a humble
and unassuming person. Today, he is 86 years old and
he still lives by the belief that “you must keep on trying
persistently and you are likely to succeed.” 10 Such a
belief system cannot possibly be wrong – Jeswant
kept on trying with determination and persistency and
despite hurdles along the way, he achieved success in
the education and social services sectors in Singapore.
Endnotes
1
Interview with Mr Jeswant Singh Bandal, August 13, 2015.
2
Ibid.
3
Baharuddin Vocational Institute was part of the Vocational and
Industrial Training Board which was the predecessor to the Institute
of Technical Education, a post-secondary institution that provides
pre-employment training to secondary school leavers and continuing
education and training to working adults. See www.moe.gov.sg.
Baharuddin Vocational Institute was the first tertiary school dedicated
to manual and applied arts in Singapore. See http://www.queenstown.
org.sg/heritage-2.
4
The PSB was formed from the merger of the National Productivity
Board and the Singapore Institute of Standards and Industrial Research
in 1996. It was the national agency for productivity and standards. See
http://eresources.nlb.gov.sg/infopedia/articles/SIP_26_2005-01-09.
html. Today, it is called SPRING Singapore, an agency under the Ministry
of Trade and Industry responsible for helping Singapore enterprises
grow and building trust in Singapore products and services. See https://
www.mti.gov.sg.
5
Interview with Mr Jeswant Singh Bandal, op. cit.
6
The HEB is a statutory body set up under the Hindu Endowments Act in
1968. Its role, as set out in the Act, is to administer those endowments
placed under its administration. See http://heb.gov.sg.
7
The Pingat Berkebolehan was instituted in 1969. It is awarded to any of
the following persons for exceptional efficiency or exceptional devotion
to duty or for work of special significance: public officer; officer
employed by any statutory authority; any person who in the service of
any organisation, association or body rendering services in the field of
education; or any person employed in any company which is whollyowned
by the government and which is carrying on business mainly as
an agent or instrumentality of the government. See http://www.pmo.
gov.sg/nationaldayawards.
8
The Pingat Bakti Masyarakat was instituted in 1973. The medal is
awarded to any person who has rendered commendable public service
in Singapore or for his or her achievement in the field of arts and
letters, sports, the sciences, business, the professions and the labour
movement. See http://www.pmo.gov.sg/nationaldayawards.
9
The Bintang Bakti Masyarakat was instituted in 1963. It is awarded to
any person who has rendered valuable public service to the people of
Singapore; or who has distinguished himself or herself in the field of
arts and letters, sports, the sciences, business, the professions and the
labour movement. Ibid.
10
The Pingat Bakti Setia was instituted in 1962. The medal may be
awarded to any person who has completed 25 years continuous
service in the service of the government, any statutory authority, any
organisation, association or body rendering services in the field of
education, or any company which is wholly owned by the government
and which is carrying on business mainly as an agent or instrumentality
of the Government, and who is of irreproachable character. Ibid.
11
Interview with Mr Jeswant Singh Bandal, op. cit.
137

Kanwaljit
Soin
M
ost people would be proud to have been recognised for their accomplishments in just one
major field in their lives. However, it takes an exceptional person to be recognised for his or
her achievements in several fields. One such exceptional person is Dr Kanwaljit Soin. She is
Singapore’s first female orthopaedic surgeon, first female Nominated Member of Parliament
(NMP) and, as a founder member of gender equality organisation, Association of Women for
Action and Research (AWARE), is one of the most well-known feminists in the country. To date,
she remains the only Sikh woman in Singapore’s history to have entered parliamentary politics.
The eldest of four siblings born into a relatively well-to-do family in Gujranwala in present-day
Pakistan, Kanwaljit’s birth in 1942 led her straight into the violence and conflict of the partition
of India and Pakistan, of which she retains some horrific memories. Her family initially fled
Gujranwala as refugees to Delhi, following which her father decided to move them to Jakarta,
Indonesia, where he started a sports goods business to sustain the family. Kanwaljit started
her education late because of all the upheavals of history she lived through in her formative
years. She only began her formal education in school at the age of eight or nine, and was sent
to Singapore in 1952 for better quality education. She attended St Margaret’s Boarding School,
then Tanjong Katong Girls School and Victoria School, before obtaining her MBBS (Honours) in
1966 and a Master of Medicine (Surgery) in 1970 from the University of Singapore. In 1972, she
was the recipient of a Colombo Plan scholarship to train in hand surgery in Australia.
The 73-year-old Kanwaljit says that she decided to be a doctor when she was 10 years old –
she met a very kind and humane doctor in Indonesia who inspired her to want to heal people.
According to her, at that point in time, many did not believe that women were up to the task
of becoming specialist doctors. She cites marriage pressure and the Singapore government’s
138

that she feels she has imbibed subconsciously and
regrets that this aspect of Sikhism is never emphasised
enough.
Feminism to Kanwaljit means equal respect and
consideration for both sexes and she is unashamed
about calling herself a feminist. In 1984, she was invited
to speak at a forum on women’s issues called ‘Women’s
Choices, Women’s Lives’ organised by the National
University of Singapore Society. She then began hosting
follow-up meetings at her clinic that eventually led to
the formation of AWARE a year later. Kanwaljit was
AWARE president from 1991 to 1993 and remains a life
member of the organisation.
previous one-third cap on female medical students
(abolished in 2003) as additional obstacles for women
wanting to pursue a medical career. However, female
doctors rarely give up their careers even when they
train as specialists where the demands are higher –
this is evident in her pursuits and life experiences.
Kanwaljit is married to prominent lawyer and judge, Mr
Amarjeet Singh Bhatia, and they have three children.
She says maintaining a balance between her career,
social activism and family has required a lifetime of
negotiation and cheekily adds that combating a “head
of the household” mentality with constant reminders
that, “we have a roundtable in this home” helps. This
is where the old feminist adage that “the personal is
political” comes in. 1 She believes Sikhism is unique in
its egalitarianism and focus on gender equality, values
After some initial attempts to convince a few women
she knew to stand for the NMP post, Kanwaljit decided
she should apply for it, and this paved the way for her
foray into the political realm from 1992 to 1996. She
entered parliament with very little preparation at a time
when civil society was not so vocal and describes it as
“plunging into the deep end of an icy cold pool.” Even
so, she stood up to ask a question (on childcare centres)
on her very first day in parliament and never looked
back. To this day, she has the reputation for being the
NMP who has asked the most number of questions in
parliament. However, a cap has now been placed on the
number of questions one can ask.
Kanwaljit did not ask questions for the sake of it. Her
constant questioning was a valuable way to obtain
information and statistics on important issues –
knowledge that individuals and civil society could
then use to help enact social change. She refuses to
be pigeonholed by critics who felt she was dabbling
in too many different issues and feels that all citizens
should have the right to be interested in all aspects of
their country’s governance and socio-economic policies.
139

“
My wife and I have known
Kanwaljit for many years. She was
my wife’s contemporary at Medical
School. My wife recalled that
Kanwaljit topped her class and won
all the prizes. Her husband, Amarjeet,
and I were classmates at the Law
School. I have had the privilege of
seeing her function in her many roles
– as a medical practitioner, NMP and
President of AWARE, as well as the
founding Chairman of WINGS.
Although the Family Violence Bill she tabled in parliament
in 1995 was defeated, many of its provisions dealing
with the problem of violence against women were
later incorporated into the government’s review of the
Women’s Charter, including the introduction of Personal
Protection Orders for survivors of domestic abuse. In
addition, two of her parliamentary suggestions – an
educational account for every adult Singaporean and a
medical savings account for each elderly Singaporean
– have now been implemented in the form of the
SkillsFuture Credit scheme and the Pioneer Generation
Package. These measures give her immense satisfaction.
Kanwaljit has won recognition in various spheres
for her achievements. She won the Woman of the
Year award Singapore in 1992, Women Who Make
a Difference award presented by the International
Women’s Forum in Washington DC in 2000, Lifetime
Achievement award presented by the United Nations
Development Fund for Women (UNIFEM) Singapore in
2006 and Singapore Good Samaritan award presented
by the Rotary Club in 2008. She is currently a council
member of the Washington University International
Advisory Council for Asia, a global ambassador of
Kanwaljit is a brilliant doctor and an
important leader of Singapore’s civil
society. She was an outstanding NMP.
One of her legacies is the amendments
to our Women’s Charter to protect
women from domestic violence.
Kanwaljit is an outstanding human
being. The Sikh community should be
very proud of her.
“
Professor Tommy Koh
Ambassador-at-Large
Ministry of Foreign Affairs, Singapore
HelpAge International, and immediate past president
of the Singapore Orthopaedic Association. She was
also a founder member of UNIFEM Singapore and the
Association of Women Doctors.
Not content to retire quietly, Kanwaljit continues to
practice at her clinic in Mount Elizabeth hospital and,
in 2007, set up and became the founding President
of women’s active ageing non-profit organisation,
140

Women’s Initiative for Ageing Successfully (WINGS).
Her book, Our Lives to Live: Putting a Woman’s Face to
Change in Singapore, which was co-edited with fellow
AWARE founder Margaret Thomas was published in
early 2015. 2
Kanwaljit balks at having to choose her greatest
accomplishment, suggesting that she may not have
achieved her best work yet. She draws enormous
gratification from the synthesis of ways in which she has
been able to make her contributions on an individual
level through her medical work, at the systemic level
through her activism and political work and on a
personal level through her familial, friendship and social
networks.
Kanwaljit is an optimistic person and believes that
there is no insurmountable difficulty in today’s context.
She states: “There is strength in numbers. If you put
your heart and mind to it, and if you have a group of
people to brainstorm and network, you come up with
great ideas, great strategy, and there should be no
reason why you cannot get ahead. If you really want to
achieve something, you just have to find the route to
do it.” 3 It seems that this lady is all geared up for more
achievements in her life.
Endnotes
1
Interview with Dr Kanwaljit Soin, June 24, 2015.
2
Our Lives to Live: Putting a Woman’s Face to Change in Singapore. World
Scientific, 2015, Soin & Thomas
2
Ibid.
141

Karan
Singh Thakral
I"
should have gotten a doctoral degree. That is a regret that I have in my life. I feel if I had
university education, my thinking and perspectives would have been different.” These words
would evoke some degree of regret and a feeling of lost hope for any other person but, in this
case, the person is none other than Mr Karan Singh Thakral – successful entrepreneur, respected
diplomat and a well-regarded member of the Sikh community in Singapore. It may come as a
surprise to many that someone like Karan has regrets. Well, that just goes to show the man’s
desire to aim as high as possible in life and be the complete man.
Born in Singapore and raised in Thailand, Karan joined the business started by his grandfather
that was eventually transformed by his father into the massive enterprise of the Thakral Group
today. It used to deal mainly in the export and import of textiles and electronic appliances.
Now, it has grown into a diversified business conglomerate with numerous business activities,
including life-style products, information technology products and services, manufacturing
and export of yarn and branded readymade garments, luxury watches, hospitality, real estate
development and management and infrastructure services, among others.
Karan represents Thakral Group as an Executive Director. Recollecting the massive strides
Singapore has made over the last five decades, Karan said: “Singapore has changed from a
small village to a global city. Business wise, it is one of the most attractive places for people to
do business and invest. As a business concept, Singapore has done very well. We did not have
malls then; we had small shops. High Street was one of the main places to shop at. Now, 50
years later, there are no more such shops left on High Street. It is more of a tourist attraction.
The Thakral Group has been able to remain viable because we evolved with the changing times
and adapted accordingly.” 1
142

Under Karan’s tenure, TiE Singapore also became more
prominent worldwide. The parent chapter in the Silicon
Valley was quick to acknowledge the tremendous
progress made by TiE Singapore under Karan’s
leadership. The fact that Karan is an internationallyknown
businessman and that he had strong business
ties with many global personalities at a personal level
certainly provided the fillip in transforming TiE Singapore
into an entity far greater than its size and status could
justify. Also, apart from reaching out and serving the
needs of local businesses, Karan also worked with
academic institutions such as the National University
of Singapore (NUS) and SP Jain School of Management
to promote entrepreneurship among students. “When
I took over as Chairman, we decided to have a booth
at the annual meet of TiE in the Silicon Valley and NUS
participated in the booth. It showed the level of interest
and trust our local university had in TiE Singapore.” 3
While the activities of the Thakral Group occupy a
considerable amount of Karan’s time, he has still
managed to find time to contribute to various national
and community initiatives. One of his key contributions
is the revival of the Singapore chapter of The Indus
Entrepreneurs (TiE). 2 Karan took over the leadership of
TiE Singapore in 2008 and totally revamped the once
exclusive organisation. He opened its membership to
individuals of non-Indian origin based in Singapore. He
strongly believed that this would allow the organisation
and its members to gain from the wider and more
diverse networking possibilities.
The ambitious overhaul of TiE Singapore, with its diverse
membership base and global emphasis spearheaded
by Karan made the organisation an important partner
of the Singapore government in its efforts to promote
entrepreneurship here. At the same time, it provided far
greater avenues for TiE Singapore members to explore
business opportunities through regular networking
sessions, events, business trips and meetings with
international business personalities. Karan stated: “I
wanted to develop TiE Singapore into a grouping that
was more representational and heavily focused on
entrepreneurship education. The key goal was to nurture
a whole new generation of potential entrepreneurs and
grant them access to business opportunities previously
unavailable.” 4 Today, Karan is Chairman Emeritus of TiE
Singapore and Member Emeritus of TiE’s Global Board
of Trustees.
In his efforts to further promote entrepreneurship locally
and regionally, Karan served as one of the judges on the
reality TV series Angel’s Gate, which began broadcasting
on Channel NewsAsia in February 2012. The show
provided the opportunity for budding entrepreneurs in
Asia to pitch business ideas to investors. Karan’s desire
to share his entrepreneurial acumen led him to mentor
143

“
Karan is a dynamic, eclectic, energetic and astute leader who is well known for
being successful in both the private business sector and for his invaluable contributions
to public service.
He has played key roles in the Thakral Group, the South Asian Business Group of the
Singapore Business Federation and TiE Singapore. He currently serves as Singapore’s
NRA to Denmark, and previously as the NRA to Sri Lanka. He has served with distinction
in all his posts and we owe him a debt of gratitude.
Dr Vivian Balakrishnan
Minister for Foreign Affairs
Singapore
“
young entrepreneurs. He soon established Singapore
Angels Network Pte Ltd to invest in start-up enterprises.
Karan’s son works full time with him on this venture.
To-date, the company has invested in about 80 start-up
enterprises.
When Karan took over the helm of the South Asian
Business Group (SABG), 5 a unit under the Singapore
Business Federation (SBF), 6 in 2010, he was involved
in ensuring the organisation, which already boasted
of a firm and solid foundation, continued its growth.
Particularly, he helped to boost the SABG’s ties with the
South Asian nations through business trips and missions
that opened business possibilities for SBF members. His
understanding and knowledge of the South Asian and
Singaporean markets, and socio-economic and politics
landscapes have been extremely relevant to the SABG.
However, the national role that gives Karan most pride
is that of being Singapore’s Non-Resident Ambassador
(NRA), first to Sri Lanka during a period when the country
hosted the Commonwealth Games and currently to
Denmark. He said proudly: “It is indeed a great honour.
In my life, I could not imagine taking this on. When the
Singapore government asked me to become Singapore’s
Ambassador to Sri Lanka, I could not say no. I felt it is
my duty to serve the country. The government now has
appointed me Ambassador to Denmark. It has been an
enriching experience for me.” 7
Karan is a firm believer in God and his philosophy of life,
as well as that of his family, is to extend assistance to the
needy and less fortunate in society. He said: “I grew up
in a ‘giving’ family so this was my natural path. Giving
back is a part of my family’s tradition. My grandfather,
father and brothers – all of us have served or are serving
in different roles in different countries.” 8
Among his many community roles is serving in the
committees of Tanjong Katong Girls School and St
Hilda’s Primary School. In addition, Karan has served or
is serving as Chairman and/or Trustee of a number of
charitable/not-for-profit organisations in India.
Whether it is focusing on the wider national economic
landscapes, serving the country, fostering a conducive
144

usiness environment to nurture entrepreneurial minds
or just helping his community, Karan has proven that
the lack of educational qualifications is no impediment
at all. At the end of the day, one must have the desire
to want to serve. One must be determined and most
importantly, one must want to give back to society and
do one’s best.
In Karan’s words: “The person who knows how to
give is a happy person when compared to a person
who takes.” 9 Looking at his accomplishments, Karan is
certainly a happy and contented man.
Endnotes
1
Interview with Mr Karan Singh Thakral, June 15, 2015.
2
TiE was founded in 1992 in Silicon Valley by a group of successful
entrepreneurs, corporate executives, and senior professionals with roots
in the Indus region. There are currently 13,000 members, including over
2,500 charter members in 61 chapters across 18 countries. TiE’s mission
is to foster entrepreneurship globally through mentoring, networking,
education, incubating, and funding. Dedicated to the virtuous cycle of
wealth creation and giving back to the community, TiE’s focus is on
generating and nurturing the next generation of entrepreneurs. See
http://tie.org/about-us/ for details.
3
Interview with Mr Karan Singh Thakral, op cit.
4
Ibid.
5
The SABG is part of the Global Business Groups at SBF. It is a platform
for the Singapore business community and their counterparts in South
Asia to share business-related information. See http://www.sbf.org.sg/
about-us/business-groups-committees for details.
6
SBF is the apex business chamber championing the interests of the
Singapore business community in the areas of trade, investment and
industrial relations. It represents 21,500 companies, as well as key local
and foreign business chambers. See http://www.sbf.org.sg/about-us/
overview-about-us for details.
7
Interview with Mr Karan Singh Thakral, op cit.
8
Ibid.
9
Ibid.
145

Kartar Singh
Dalamnangal
T
he story of the late Mr Kartar Singh Dalamnangal is fraught with a number of perilous occasions.
Like any outstanding individual worth his or her salt, Kartar always prevailed in the end.
Moreover, it seemed that the compassionate man undoubtedly had superhuman powers, given
his proclivity for making the most of his circumstances.
Hard work and the spirit of enterprise featured prominently in Kartar’s life story. At the young
age of just eight years, his mother made the difficult decision of sending him to Singapore with
his uncle in the hope that he would get an education and make a better life for himself. She bet
on his prospects and future being better in Singapore than if he stayed on to become a farmer
in Dalamnangal, a small village in north-western Punjab. His hopes of attending school were
quickly dashed when, shortly after arriving in Singapore, his aunt fell ill and was incapacitated
until the time of her death. As his uncle had to work full time to support the family, Kartar took
over the responsibility of caring for his two younger cousins. The lack of a formal education did
little to dampen the spirits of the young Kartar, as his later life would attest.
In 1942, Kartar was only 17 years old when the Japanese occupied Singapore during World War
Two. His wife, Bibi Mendro recalled that her bold and bright husband started serving the tea
her mother made to the Japanese. Eventually, he found favour with them and got a permanent
position as a ‘coffee boy’ for a Japanese trading firm. 1 The street smart young man quickly
realised that if he was going to make any progress, he would have to learn to speak the
language of the Japanese and that was precisely what he did. Before long, he had impressed his
bosses with not just his linguistic abilities, but also his trustworthiness and work ethic. He was
then given a promotion with an assignment to start providing labourers for the construction
of the Jurong shipyard. It was here that Kartar first displayed his business acumen – while the
146

1957, he had saved up enough money to make a down
payment on his first house. On one account, this is how
his real estate business started. Despite now owning
his own house, Kartar continued to live in the British
quarters, choosing instead to rent out his house to earn
some additional income. On another account, his real
estate business started after he lost everything he had
for the second time when an earlier family home, with
all his hard-earned savings and belongings, was razed
to the ground on Diwali day and the family was left with
nothing but the clothes on their back.
other suppliers were only paying labourers on a monthly
basis, Kartar paid them on a daily basis. It is no surprise
then that he became the agent of choice for many of
the labourers and this just at the fresh young age of 20
years. In a short period of time, he became responsible
for a few hundred workers.
Unfortunately, after the surrender of the Japanese, all
the money he had prudently acquired during the war
was worth nothing. However, this did not get him down
at all. His keen sense for creating opportunities meant
that he would rise again through determination and
self-belief. Just after the war, Kartar decided that he
wanted a job that would sustain him beyond peace time
just in case war broke out again. He became a mechanic
with the British Army and slowly built up his savings. In
Before long, however, Kartar bounced back from this
tragedy and never look back. Bibi Mendro shared that
when the house burned down, they met a Mr Raju who
ran a junk store. In order to furnish their new house, they
bought furniture from him cheaply and then cleaned,
varnished and restored the furniture till it looked good
as new. 2 In typical fashion, this crystallised into another
business plan for the savvy entrepreneur. He and his
wife began to repeat this process en masse and started
a small concern furnishing houses in the Fu Yong Estate.
Eventually, from just looking to him to help furnish their
houses, the owners entrusted him with finding tenants
to rent and then sell their properties. And these were
the humble beginnings of Kartar Singh Realty Pte Ltd.
At the height of his success, Kartar owned more than 10
properties and held a portfolio of over 200 properties all
over Singapore. In 1985, he built the now iconic Kartar
Apartments (or Kartar Ghar) which still stands proud
along Thomson Road.
Another important facet of Kartar’s personality was
his insight into the notion that education was a key to
bettering one’s self so that one would be able to achieve
the maximum out of life. It was this that led Kartar to
finally enroll in adult education classes in his twenties.
Bibi Mendro recounted that her husband would go to
class, learn new English words and then diligently come
147

home and teach her all those new words. 3 She admitted
though that she was not always as patient as him when
it came to understanding the more difficult ones. Beyond
that, he also ensured that each of his four children
acquired tertiary education. In fact, the forward-thinking
man ensured that all his children studied Mandarin. On
their part, his children understood his belief in the value
of education and the insistence that everyone should
strive to better themselves. Mr Jagjit Singh, one of his
sons, shared an account of a time after Kartar had
passed away: “A Malay man came to the house to pay
his respects. The family did not know who he was at all.
On speaking to him, they found out that in his younger
days, the visitor had been lost in life but had crossed
paths with Kartar, who had motivated him to go back
to school. The man then went on to make something of
himself.” 4
Throughout all the ups and downs in Kartar’s life, the
one unshakeable constant would undoubtedly be his
staunch faith in God. His favourite verse from the Sri
Guri Granth Sahib, the Sikh Holy Book, is ‘If God is
above you, who can harm you?’ This manifested itself
in a number of ways, including the immense amount of
sewa (service) he did throughout his life. In the words
of the late Justice Dr Choor Singh, “Since the end of
“
I met Mr Kartar in the early
1980s through one of his daughters.
I am a paraplegic and wheelchair
bound. Right from the start, he
welcomed me into the family and
treated me like his own. He felt that
it was very important for me to be
independent and, as such, supported
me in my business venture. When
I went into insurance, he bought
insurance from me for his family as
well as introduced his friends to me.
He did not just serve those in his
community, but also those outside his
community.
Mr Kartar was also a generous
donor to the Society for Aid to the
Paralysed (now known as Society for
the Physically Disabled). Like me, he
inspired many of my disabled friends
through his support and his ability to
relate to them.
“
Englebert Eagle Alan Ho
Society for the Physically Disabled
the Second World War, he put his heart and soul in
sewa at this [Silat Road] gurdwara (temple).” 5 The Silat
Road Temple held a special place in the heart of Kartar
because he personally supervised the reconstruction and
renovation of the temple. In fact, the conceptualisation
and construction of the Bhai Maharaj Singh 6 shrine,
containing his samadh (tombstone), was Kartar’s idea. 7
According to the late Justice Choor Singh, he was politely
addressed as jathedar (leader of the community). Far
148

eyond the sizeable donations he made to the building
fund for the temple, he volunteered much of his time
to serve the community. However, his community work
was just not confined to his later days when he was
comfortable in his own life and enjoying the fruits of
his hard work. Bibi Mendro attested that, from the
onset, for every S$100 they made selling refurbished
furniture, S$25 would be set aside to be donated to
needy individuals. 8
In an article written on the Silat Road Temple, the late
Justice Choor Singh concluded: “Men like him [Kartar]
serve to inspire.” 10 He forsook his studies to look
after his young cousins, exercised ingenuity to survive
the Japanese occupation, built and then rebuilt his
business and contributed selflessly in the service of his
fellow beings. Long after his passing, the jarabanwala
continues to remain an inspiration in and outside the
Sikh community.
Kartar was truly a selfless man who lived his life in
the service of others. There are stories abound of the
numerous times that he benevolently gave freely so
that others would have a roof over their heads. The
moniker he earned of jarabanwala (the stocking man)
immediately conjures the image of his humble all-white
attire, complete of course with the knee-high socks,
which was essentially the uniform of a British Admiral.
His family shared that the success in the form of wealth
he had achieved personally “was never as important to
him as the good that he could do with it.” 9
Endnotes
1
Interview with Bibi Mendro, June 16, 2015.
2
Ibid.
3
Ibid.
4
Interview with Mr Jagjit Singh, June 16, 2015.
5
History of Silat Road Sikh Temple. See http://www.sikhs.org.sg.
6
Bhai Maharaj Singh was a Sikh saint-solder and hero of the
Sikhresistance to the British occupation of Punjab. He was tortured by
the British and exiled to Singapore where he died in captivity in 1856.
See http://eresources.nlb.gov.sg/infopedia.
7
Interview with Bibi Mendro, op. cit.
8
Ibid.
9
Interview with Mr Jagjit Singh, op. cit.
10
http://www.allaboutsikhs.com/world-gurudwaras/gurdwara-sahibsilat-road-singapore.
149

Kartar
Singh Thakral
T
enacity, humility and great foresight, built upon immense faith and divinity – these ingredients
have been key to the recipe of success for Mr Kartar Singh Thakral, Chairman of Thakral Group
of Companies and Executive Director of its Singapore-listed Thakral Corporation.
One of the most distinguished and recognisable personalities in the Singapore business fraternity
and the global Sikh diaspora, Kartar’s list of achievements in the field of business are illustrious
and inspiring. The genesis of a multi-million dollar and worldwide group of companies started
from humble beginnings and steeped in divinity.
Kartar’s father, the late Mr Sohan Singh, became an orphan at the age of nine years when the
family was wiped out by an epidemic that hit the Sialkot district in modern-day Pakistan, leaving
behind his younger brother and him. Having no relatives to fend for them, the young Sohan
worked in a sweets shop in a nearby village serving tea. There, a man by the name of Mr Kirpa
Singh used to frequent the shop for almost a year and noticing the young hardworking boy,
asked him to work for him in his textile shop in Bangkok. Starting from there, Sohan did his
own textile peddling and worked hard enough to open his own shop in Bangkok in 1905 – the
Punjab Store – which gradually expanded into Japan and India and laid the foundation for the
international Thakral Group.
Born in Bangkok in 1933, Kartar was sent by his father to Singapore in 1952 when he was
19 years old to help his brother expand the fourth branch of the family’s textile business. 1
After a year, his brother returned to Thailand and Kartar was left facing several challenges. His
command of English was limited, while he had no knowledge of Mandarin or Malay. However,
starting out afresh in a foreign and alien land did not deter Kartar. He had learnt business
150

Many in Asia had shunned doing business in China and
Russia in the 1960s due to their political regimes. But not
Kartar! He saw opportunity where others did not as he
developed a strong partnership with Chinese Resources
Ltd while also securing non-exclusive distribution rights
for Russian textiles, realising the growing demand for
these goods. The company became a leading distributor
of Chinese textiles in the region during the 1960s.
Kartar’s knack for identifying business trends made
him realise that the textile trade would soon become
overcrowded and he diversified the company into the
consumer electronics business, as Thakral Brothers
started an electronics division in Singapore in 1975,
while also opening up an office in Hong Kong at the
same time. 3 Through successful partnerships with Casio
and Panasonic, among other electronics companies, over
the next 20 years, the Thakral brand grew to become a
household name in the region.
principles from his father and brothers (Mr Harbans
Singh Thakral and Mr Kuldip Singh Thakral), which
Kartar applied effectively and strategically. Starting
with a small wholesale textile shop under the Thakral
Brothers’ name, at the corner of High Street and Hill
Street, where the Treasury Building currently stands,
he succeeded in building, over time, a conglomerate
of offices in 25 countries, including several emerging
markets such as Ukraine, Serbia and Romania, as
well as those in Asia such as Laos and Myanmar. 2
A pro-business environment and a strategic port
location in Singapore helped build the momentum
of trade through the island as Kartar captured these
opportunities, remaining ahead of the curve.
Under the guidance of Kartar, the group decided to
invest significantly into selected real estate projects, for
which he has a personal passion. Kartar and his capable
management team saw opportunity in Australia and
Japan, both of which he was familiar with. He started
another public-listed entity known as Thakral Holdings
Group, focused on Australian hospitality real estate assets.
For a considerable period of time, the Thakral Holdings
Group was one of the largest foreign owners and
operators of hotels in Australia, following its acquisition
of a distressed portfolio of seven major hotels there in
1994, as well as its acquisition of the management rights
of the All Seasons Hotel Group. When it was delisted in
2012, the Thakral Holdings Group’s total assets were
valued at AUD$1.064 billion.
Today, the family-run business is a hallmark of the spirit
of enterprise, spanning across five sectors. These are in
151

“
An exemplary man in more ways than one, Mr Kartar Thakral built an extremely
successful commercial empire with his business acumen but never allowed it to change
his modest and unassuming personality.
A true visionary, he identified China as an area of growth and commenced trading
operations and built lasting relationships with its leaders several decades before the
international community realised its full potential. A leading member of the Singapore
business community, his advice was sought for and tapped by many government and
private organisations, which he served faithfully for many years.
A compassionate humanitarian and a dedicated philanthropist, he helped many causes
connected with the welfare of the disadvantaged by contributing generously by way of
time and money for the building and maintaining of schools, hospitals and religious
institutions in Singapore, China and India.
A natural leader and mentor, he has passed on his values to his family, friends and
employees which will ensure that he and his business empire will have a permanent
place in the history of Singapore.
“
Mr Natarajan Subramaniam
Independent Non-Executive Chairman and Director
Thakral Corporation Ltd
property investment and development, built on Kartar’s
own passion and expertise, in the textile industry as
the group is a majority shareholder in a yarn spinning
mill in Indonesia and hires about 4,000 people there
and the distribution and retail of consumer lifestyle
products across emerging markets in Asia, including
authorised Apple retail stores. In addition, it represents
major timepiece and luxury brands in emerging
markets across Indochina, including Myanmar. The
group distributes technology products across Asia, and
provides technology consulting services to major public
and private enterprises. Kartar still remains a key part
of the decision-making process of the group’s ventures,
especially when it comes to investments.
The group and Kartar have both been recognised for
their achievements. He was awarded the Businessman
of the Year award in 1995 while Thakral Brothers was
ranked the top private company in Singapore in the
same year in the first ever Enterprise 50 list compiled
then by Andersen Consulting and The Business Times.
Kartar’s achievements did not go unnoticed by the
Singapore government. During an era when Singapore
was developing its own economy and building the
Singapore Inc. brand name globally, the Thakral group’s
success in evolving into a diversified company, with its
own innovation and manufactured products, as well as
its track record of gaining large presence in markets
152

around the world, proved relevant. The government
tapped onto Kartar’s expertise and wisdom as he
was appointed a Director of the then-Singapore Trade
Development Board by the Minister for Trade and
Industry for a period of four years until 31 December
1998. 4 He was also a member of the Committee to
Promote Enterprise Overseas and a member of the
Regional Business Forum, both appointments made by
the government. 5
Besides his economic and business contributions to
Singapore, Kartar has also played a key role in the Sikh
community and wider society through his philanthropic
and community service work. His selfless contributions
have helped realise many key projects and initiatives in
the Sikh community in Singapore and overseas.
Kartar has also been helpful to community organisations
which seek his advice and guidance in other strategic
matters. He has served as a Trustee of the Singapore
Indian Development Association from 1991 to 2006. In
the Sikh community, he continues to serve as a Trustee
to the Singapore Sikh Education Foundation and the Sri
Guru Nanak Satsang Sabha 6 and as a Patron to the Sikh
Welfare Council and Singapore Khalsa Association.
His principles of integrity, resilience and humility, and
community service can be traced back to his focus on
developing his spirituality and living a Sikh way of life. In
2008, he was Singapore’s 30th richest person, according
to Forbes, but despite all these achievements, Kartar
remains humble as he attributes all of this success to
divine blessings rather than personal traits. Prayers, he
added, have helped him gain a lot of blessings from
God and these are the very values he has instilled in his
family which keeps them and their enterprise grounded.
This focus on faith and spirituality also helped him
overcome a very difficult period in his life. In 1986, he
was diagnosed with stomach cancer and, in February
that year, he had a major surgery to remove 80 per cent
of his stomach. “With perseverance and prayers, I was
healed and able to live till now. I remain to have strong
faith in God,” he shared. 7
In spite of being a successful businessman and leading
figure in Singapore’s economic landscape, particularly
during its developing years, Kartar stated: “It is faith and
prayer that have gotten me through to here as I have
no education or talent.” 8 This is indeed a hallmark of a
remarkably humble, grounded and selfless man.
Endnotes
1
The Next Leap Forward, The Business Times, April 28, 2015.
2
Ibid.
3
Thakral Brothers: From trading to manufacturing, The Business Times,
February 10, 1996.
4
www.thakralcorp.com.
5
Ibid.
6
Ibid.
7
Interview with Mr Kartar Singh Thakral, October 16, 2015.
8
Ibid.
153

Kernial
Singh Sandhu
U
pon finishing his Doctor of Philosophy at the University of British Columbia, the late Professor
Kernial Singh Sandhu, a rising academic from Southeast Asia, was appointed Director of the
Institute of Southeast Asian Studies (ISEAS) in 1972. The institute was set up in 1968 by
Dr Goh Keng Swee, then-Singapore’s Minister for Defence, to become the leading hub for
interdisciplinary research for the region. 1 Many found the move wasteful of crucial monetary
resources. 2 Singapore had then just acquired independence and was a third world country
that needed all the resources it had. Furthermore, Southeast Asia was a poor region and the
western world was at its peak. All in all, there appeared to be little reason to study the region
extensively. Given this, Kernial had two key challenges. The first was for ISEAS to produce highly
prized and relevant literature on the region. Secondly, and more importantly, he had to spark
interest and help others realise the underlying potential of Southeast Asia. In his 20 years at the
institute, Kernial transformed it.
An interview with Dr Sharon Siddique, then-Deputy Director of ISEAS, offered an integral insight
into the world of the institute under Kernial’s leadership. First and foremost, Kernial ensured
that ISEAS operated with a regional mindset and not just a national one. 3 He implemented
a regional culture through nurturing and retaining Southeast Asian talent at the institute. He
fully appreciated the concerns of many regional scholars who faced financial constraints in
completing their research and extended ISEAS’ funds to help them complete their work.
Putting financial support aside, Kernial was also a man who had time for everyone. He saw equal
importance in the work of prominent senior scholars and newly-graduated researchers. “He
gave everyone the benefit of doubt for producing good pieces of work. He would continuously
allow extension of deadlines. I was amazed by his patience and honestly," 4 Sharon noted.
154

the library stood in its own glory and was known to be a
regional information centre, hosting more than 300,000
materials. It had increased its usership by 5,330 people
in the same year, whereby usership was not exclusive to
just researchers of the institute. 7
Courtesy of ISEAS - Yusof Ishak Institute, Singapore
Kernial’s effort to make ISEAS a regional body with an
international appeal was highly successful. By 1992, it
had researchers from all over the world, with 40 per
cent of them comimg from Southeast Asia. 5 Also, by
1992, ISEAS had published over 640 titles and was
the region’s largest publisher of scholarly material on
the Asia Pacific region 6 . It is clear, this was a man who
believed in anyone who walked through his door and
it was a quality that is still remembered and deeply
appreciated by researchers and ISEAS alike.
Kernial was also behind the movement to develop a
world-class library at ISEAS. He believed in equipping
the library with excellent updated material and filling
it with relevant material. He worked very closely with
the librarian to make sure that researchers could get
whatever they needed from the library itself. By 1992,
Under Kernial’s guidance, ISEAS grew tremendously.
However, he had even greater ambitions for the
institute and the region. He foresaw a great potential
in Southeast Asia and understood the role ISEAS had
to play in helping everyone realise the same. To do this,
the institute needed to expand much more rapidly in
size and reputability. He used his high stature with the
government and international scholars to help acquire
funds and academic freedom that would further hone
ISEAS’ legitimacy as a reputed source of information on
Southeast Asia. Kernial succeeded in acquiring funding
from renowned organisations like Volkswagen and
Ford Foundation. 8 In fact, by the late 1980s, Konrad
Adenauer Foundation was one of ISEAS’ main financial
supporters, contributing more than S$400,000 in 1989-
90, second only to America’s Ford Foundation. 9 In
addition, Australia contributed S$917,633 towards 21
ISEAS research fellowships. 10
Kernial also saw the value of dialogue in plugging the
institute into issues that mattered to the government
and the public. Numerous conferences, seminars, public
lectures and workshops were conducted throughout the
year. He invited former congressmen, ministers and even
ex-presidents like Mr George W Bush to deliver public
lectures on various topics. 11
Kernial also sought to make ISEAS a “public education
tool” through journals. 12 Some of these journals included
The ASEAN Economic Bulletin and Contemporary
South East Asia and Trends. 13 These journals comprised
materials contributed by scholars at the institute as well
as ministers, policy-makers and senior research fellows
155

“
Professor Sandhu was one of the brightest minds of his time. He had an astute
understanding of regional and global affairs. A wonderful intellectual, he was muchsought
after by local and international institutions for his views on geo-political issues
confronting Singapore and the region at that time. Above all, he was generous with
funding, advice and time – he was always willing to help fellow colleagues and young
academics who wanted to understand his thoughts and perspectives.
Professor Sandhu spent much of his life at ISEAS and transformed it into one
of the most, if not the most, respected institutions in Southeast Asia. When I
took over as Director of ISEAS in 2002, some 10 years after Professor Sandhu,
I inherited an organisation that owed so much of its progress to him. His
unfortunate demise in 1992 shocked all of us who knew him. He left a huge void
in the academic arena.
“
Mr K Kesavapany
Adjunct Professor, Lee Kuan Yew School of Public Policy
National University of Singapore, and
Former Director, ISEAS
from all over the world. The willingness of so many big
names to contribute to the journals published by ISEAS
again demonstrated the institute’s growing reputability
and its positive reputation amongst an international
crowd. These publications were distributed in 73
countries, 53 per cent of them in Asia. 14
Despite having so much on his plate, Kernial also
continued with his own research and authored seven
books centred mainly on migration of Indians to
Southeast Asia and the rise of Melaka in the 18th
century. 15 According to Sharon, Kernial’s books are
still highly regarded and known as classics till today.
In particular, his book, Management of Success: The
Molding of Modern Singapore even caught the attention
of Singapore’s first Prime Minister, Mr Lee Kuan Yew.
A joint effort by Kernial and Professor Paul Wheatley,
Sharon explained that no one has been able to beat the
1,134-page reference material till today, some 26 years
later. 16
The professor’s most prominent contribution to
Singapore and Southeast Asia, however, lies in building
economic cooperation which eventually led to the
establishment of the Association of Southeast Asian
Nations (ASEAN) Free Trade Agreement 17 in 1992. He
led the way by organising annual ASEAN roundtables
and invited officials and ministers from ASEAN to
discuss economic potential of and possible challenges
to ASEAN cooperation. By 1992, a new chapter was
opened by the region with the free trade agreement.
Not surprisingly, towards the end of his tenure at ISEAS
in 1992, Kernial showed no signs of slowing down. He
was preparing the launch of another compilation called
the ASEAN Reader 18 when he suddenly passed away of
156

he was taking his wife to see the Christmas lights in
Orchard Road.” 24
Kernial was a man who dedicated his life to service,
believed in breaking scholarly boundaries and lived for
the unification of ASEAN countries for economic success.
He was also one of the most respected academics of his
time. His legacy lives on.
Courtesy of ISEAS - Yusof Ishak Institute, Singapore
a heart attack on 2 December 1992. Suggestions were
made to put the book launch on hold. Instead, Sharon
explained that the book launch was used as a platform to
celebrate the legendary professor’s magnificent career.
She stated: “It is, to-date, one of the most moving book
launches I have ever been to.” 19 Guests flew down
from all parts of the world for the launch and memorial
service for Kernial. Among the guests were former Senior
Minister, Mr S Rajaratnam, Distinguished Senior Fellow
at ISEAS, 20 and Justice Punch Coomaraswamy, Chairman
of the ISEAS Board of Trustees. His Excellency Dato’ Ajit
Singh, ASEAN Secretary General-designate, delivered a
moving speech where he said: “It is a tragedy that the
one man to whom we owe it all is not with us today. This
would have been one of Kernial’s proudest moments for
I know how much it meant to him.” 21
An active member in public service, Kernial was
awarded the Pingat Pentadbiran Awam (Public
Administration Medal) (Gold) 22 in 1985. 23 Sharon also
revealed that Kernial was one of the most respected
members of the Sikh community, taking part in many
Sikh committees to lend support to members of the
community. However, she added that he was, first and
foremost, a devoted husband, stating: “In fact, on the
evening of the 2 December 1992, he left office early as
Endnotes
1
A Chen, What other Singapore think tanks do, The Straits Times,
February 19, 1991, Factiva.
2
K James, Research Institute Worth Backing, The Straits Times, November
19, 1989, Factiva.
3
Ibid.
4
Interview with Dr Sharon Siddique, May 6, 2015.
5
ISEAS Annual Report (1992-1993), 1993, 1-73.
6
Ibid.
7
Ibid.
8
Ibid.
9
Dr Seet awarded fellowship to do research at Iseas, The Straits Times,
September 28, 1991, Factiva.
10
Australian government gives fellowship grant, The Business Times, July
3, 1991, Factiva.
11
Bush to give Singapore Lecture in January, The Business Times,
December 17, 1991, Factiva.
12
P Daniel, Returned émigré pays tribute to human spirit, The Straits
Times, November 14, 1989, Factiva.
13
ISEAS Annual Report, op cit.
14
Ibid.
15
K James, The Business Times, December 4, 1992, Factiva.
16
James, The Straits Times, op cit.
17
P Imada, In AFTA, the way ahead, Singapore: ASEAN Economic Research
Unit, Institute of Southeast Asian Studies, 1992.
18
Iseas book in memory of Sandhu, The Straits Times, December 11,
1992, Factiva.
19
Interview with Dr Sharon Siddique, op cit.
20
Daniel, op cit.
21
Iseas book in memory of Sandhu, op cit.
22
The Pingat Pentadbiran Awam was instituted in 1963. There are three
grades of the medal, namely, gold, silver and bronze. The medal may
be awarded to any of the following persons for outstanding efficiency,
competence and industry – any person who is or has been a public
officer; any person who is or has been an officer employed by any statutory
authority (other than a Town Council); any person who is or has
been in the service of any organisation, association or body rendering
services in the field of education; or any person who is or has been
employed in any company which is wholly-owned by the government
and which is carrying on business mainly as an agent or instrumentality
of the government.
23
K James, The Business Times, op cit.
24
Interview with Dr Sharon Siddique, op cit.
157

Kirpal
Singh
A "
literature defines its people, a literature defines a nation.” 1 For this reason and more, poet,
writer, cultural critic and academic Associate Professor Kirpal Singh remains one of Singapore
literature’s foremost proponents.
Kirpal has published four books of poetry, two collections of stories and several scholarly
books. He has more than 200 articles, academic papers and a miscellany of essays and reviews.
His research focuses on post-colonial literature, Singapore and Southeast Asia, literature and
technology, and creative thinking. He is currently an Associate Professor of English Literature
and Director of the Wee Kim Wee Centre at Singapore Management University (SMU). Around
the world, he is well-known as a creativity guru and a futurist.
Kirpal is the child of a Punjabi father and a Scottish-Jewish mother. His cross-cultural
background, rare at the time of his birth, has made him keenly aware of how ethnicity and
religion are powerful drivers in human beings. The impact of this on his work is evident, with
multiculturalism and diversity being recurring themes he grapples with. Kirpal is convinced that
deep-seated biases need to be discussed and actively engaged with if we are to live in harmony
and peace in a world that is increasingly becoming conflict-ridden.
Kirpal’s paternal grandfather was a burly policeman, brought to Singapore (along with his
pregnant wife) by the British in the late 19th century to help deal with Chinese gangsters. His
father, born in 1921 as one of 18 children in the family, became well-known throughout Malaya
as an athlete, a marathoner and, later, a champion boxer in the bantamweight category. His
parents met ringside while his 16-year-old mother, fresh out of high school in Glasgow, was
on a trip to Singapore to visit her property agent brothers, who were fans of his boxer father.
158

Kirpal and used his cane to tickle his nose and tease
him while all the other villagers stood quietly by and
watched. The resentment at that unquestioned power
relationship, in part due to a language barrier, made an
impact on his decision to pursue the English language
and post-colonial psyche. It is Kirpal’s long-standing
conviction that colonialism has to be analysed and
understood fully if we are to liberate ourselves from its
long-term tyranny. In this respect, mastering the colonial
language, English, plays a crucial role.
The couple legitimised their marriage shortly after at the
gurdwara (Sikh temple) in Queen Street. Kirpal was born
a year later in 1949.
Following his mother’s return to Scotland, Kirpal was
sent to live with his grandmother from the age of
six months to six years in Batu Gajah and Ipoh. He
acknowledges that the absence of his mother has been
significant in his life. Still, Kirpal recalls the cow-herding
and river-wading Malay village part of his childhood
with fondness and many of his poems about Malaya
express warmth and nostalgia for that period.
During his childhood, an Orwellian incident in which
his friends and him were made to dress up and greet a
young British district officer on a village inspection made
an indelible impression on him. The officer stopped at
Kirpal was brought back to Singapore by his uncle
once his schooling years began. He attended the
experimental Jalan Daud School in Eunos, then Tanjong
Katong Technical Secondary School (now Tanjong
Katong Secondary School) and Raffles Institution. He
received his Bachelor of Arts (Honours) and Master
of Arts (English) from the University of Singapore. In
1976, he was awarded a Colombo Plan scholarship
to complete his Doctor of Philosophy (PhD) at the
University of Adelaide in Australia. Kirpal could have
gone to Cambridge (United Kingdom) or to Cornell
(United States of America) for his PhD but chose
Adelaide because he wanted to be close to his sick
uncle. Looking back, he muses that perhaps if he had
gone to Cambridge, his life’s journey might have been
very different but he has no regrets. Kirpal was the first
Asian to receive a PhD in English from the University of
Adelaide. While in Adelaide, he took the opportunity to
immerse himself in the city’s rich literary and cultural life
while writing his thesis on Aldous Huxley, an intellectual
who remains one of his greatest inspirations today.
Kirpal was also conferred the Distinguished Alumni
Award by the University of Adelaide – an honour given
to only a handful from around the world.
Upon graduation, Kirpal was faced with a choice of
entering the administrative, foreign or academic services.
He heeded the advice of much-admired Professor
159

“
Kirpal always has an eye for capturing the vagaries of life beautifully in the
written word. His respect for literature is evident in his repertoire of writings which
have contributed significantly to the diversity and flourishing of the Singapore
literature scene. Alongside his literary peers, his dedication to the craft has inspired
many aspiring writers to scale greater heights and bring Singapore literature to the
forefront of our society. As an academic, his wisdom and sharp insights on Singapore’s
culture and the arts has been influential in nurturing generations of Singaporean
literary and critical thinkers.
I have known Kirpal for many years. What comes out clearly in all my interactions
with him is his ability to convey the subtleties and nuances of everyday life in the most
comprehensible manner for all to enjoy.
Associate Professor Yaacob Ibrahim
Minister for Communications and Information
Singapore
“
Maurice Baker and chose academia because of his
enormous love of books and his passion for writing.
After lecturing at National University of Singapore from
1978 to 1991, he moved to Nanyang Technological
University (NTU) as founder of its Literature and Drama
department, which he then headed for seven years. In
1999, he was asked by the founding team of SMU to
join it in creating a different, bold, new university. In
2000, he left NTU to become Associate Professor of
Communication Skills and Creative Thinking at SMU,
where he still teaches. 2
Many of Singapore’s/Malaysia’s early writers, such as
Edwin Thumboo, Lee Tzu Pheng, Ee Tiang Hong, Wong
Phui Nam and K S Maniam, have been influential in
Kirpal’s literary growth. Professor Thumboo, in particular,
played a significant role as a mentor in shaping his
development as a writer, and he readily acknowledges
this despite them having grown distant and divergent
in their views over the years. Likewise, on his own time,
Kirpal has influenced many of the younger writers in
Singapore and continues to act both as a mentor and
an inspiration.
Although Kirpal explained that he was approached twice
to see if he would be keen to enter politics, once when
he was 25 or 26 years old and again after his return
from Adelaide when he was asked to be the first Sikh
Member of Parliament, he declined both offers, stating
that he values his privacy and feels he may be better
able to serve Singapore, even in political matters, from
outside the political realm. This has, indeed, been true
as Kirpal’s views have been regularly sought by policy
makers on a diverse range of issues but more commonly
on Singapore’s arts, cultural and literary priorities. He
has also been featured in the world’s major media such
as CNN, CNBC, ESPN, BBC, Times, Wall Street Journal
and New York Times, among others.
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Kirpal is an internationally acclaimed academic. He was
a founding member of the Centre for Research in New
Literatures, Flinders University, in 1977, the first Asian
Director for the Commonwealth Writers’ Prize in 1993
and 1994, and Chairman of the Singapore Writers Festival
in the 1990s. He attended the prestigious University of
Iowa International Writing Programme in 1997. In 2004,
he became the first Asian and non-American to be
made Director on the Board of the American Creativity
Association (ACA), of which he is now Vice President.
He is also Chairperson of ACA International. Kirpal has
conducted seminars, workshops and classes at a host
of universities, including leading institutions such as
Massachusetts Institute of Technology, Yale, Columbia,
New York University, Oxford and Cambridge. His works
are taught in various university courses, nationally and
internationally. He has been invited to perform and
speak at some of the world’s most highly-valued arts
and literary festivals such as the Edinburgh, Adelaide,
York and Toronto.
As an educator, Kirpal believes the hallmark of the
strength of his teaching is when a student outshines
him in his achievements. He is cognisant of the power
dynamics between him and his students, staff, colleagues
and administrators, and power is another very present
theme in his literary work. Kirpal believes that, by and
large, if a society functions on fear as the basis for
respect, it can only be pushed to a certain extent before
the human spirit becomes resistant and rebels against it.
Kirpal states: “Literature gives human beings the
capacity to think in alternate ways. In Singapore, we
tend to be overemphatic about the hard sciences and
our post-colonial condition has caused us to respect
the literature of other countries more.” 3 However, he
firmly believes that literature makes and defines its
people. He is concerned that ever since it was dropped
as a compulsory subject in schools, the level of English
language ability in Singapore has been deteriorating. He
has advocated for the mandatory teaching of Singapore
literature and believes that we should study it first
because it will give us a stronger sense of identity.
Literature talks about joy and sorrow, it makes you laugh
and makes you cry. Writers often venture into domains
that are between the knowing and the unaccepting.
Kirpal is one Singapore’s writers who has, indeed,
ventured in virtually all domains in his lifetime – in
Singapore and around the world. He remains true to the
undaunted spirit of his forefathers – voyaging beyond
the known, in both reality and imagination.
Endnotes
1
Interview with Associate Professor Kirpal Singh, August 3, 2105.
2
SMU website, http://www.smu.edu.sg/faculty/profile/56571.
3
Interview with Associate Professor Kirpal Singh, op cit.
161

Mancharan
Singh Gill
O
ne of the oldest military formations in Singapore is the Singapore Artillery. With a rich history
since its conception in 1888, the Singapore Artillery has played a crucial role as a deterrent
against any threat to Singapore’s sovereignty. Although command of the unit has changed
countless times since its formation, one commander particularly stands out from all these great
leaders. He is the late Colonel (Retired) Mancharan Singh Gill. Living true to the motto of the
Artillery formation, ‘In Oriente Primus’, which means ‘First in the East’, 1 Mancharan was the
first Chief of the Singapore Artillery and he played a critical role in the rise of modern-day
Singapore Artillery.
One of 11 children, Mancharan was born in Muar in Malaya in 1934. He completed his early
education in Malaya. Despite the Japanese invasion of Malaya during the Second World War,
which led to a disruption of his studies, Mancharan persevered and continued studying after
the war, graduating from Saint Xavier’s College in Penang. Following the completion of his early
education, Mancharan came to Singapore in 1952 and enrolled in the University of Malaya.
In 1955, Mancharan graduated from the university and became a teacher before joining
Singapore’s Metrological Service. During his stint at the metrological service, the Indonesian
Konfrontasi broke out and Mancharan joined the Singapore Volunteer Artillery where he served
to protect Singapore and Malaysia which had merged at that time. In 1965, when Singapore
separated from Malaysia, Mancharan was in Sabah. Along with the other officers in the army,
he was given the option to choose between the Singapore and Malaysian armies. Although
most of his family members were in Malaysia, Mancharan chose to remain in Singapore. His
time spent here, his interactions at university (where he was housemate with Singapore’s former
President, Mr S R Nathan, and others) and thereafter imbued in him a sense of commitment
162

sophistication needed by the troops. His men were also
not trained well and many did not know how to handle
the artillery pieces properly. His first tenure as the Chief
of the Artillery formation was from the end of 1969 till
May 1971. In this short time, Mancharan built up the
Artillery formation from scratch. He utilised many of his
old comrades from the volunteer artillery as instructors
in the Singapore Artillery units and they trained the
pioneer batches of soldiers in handling the various types
of artillery pieces effectively and confidently. Mancharan
also knew that, on top of his men being well-trained, to
defend Singapore effectively, they needed modern guns.
As such, he approached several countries to discuss the
sales of artillery to Singapore. 2
to the newly-independent country and he wanted
to contribute to its development. As the Singapore
Armed Forces (SAF) had not been formed at that point
in time, Mancharan served in the precursor of the SAF,
the Singapore Military Force, where he held the rank
of Captain. When the SAF was formally set up and the
various units were formed, Mancharan was appointed
Singapore’s first Chief of the Singapore Artillery in 1969.
He was a committed, experienced and highly capable
ground officer.
When Mancharan became the Chief of the Artillery
formation, he was faced with many challenges. The British
had left Singapore in a hurry and did not leave any proper
equipment for use by the Artillery. The Singapore Artillery
consisted of simple mortars, which lacked the range and
At the end of his first tour, Mancharan was sent to
Fort Leavenworth in the United States for training at
the Command and Staff College where he excelled in
his batch and was promoted to the rank of Colonel.
Upon his return to Singapore in 1973, Mancharan was
appointed the Chief of the Artillery formation for the
second time. He had the opportunity to further carry on
his work in developing Singapore’s artillery capability.
During his two tours as the Singapore Artillery Chief,
Mancharan set in place plans, policies and processes
for the modernisation of the Singapore Artillery. 3 At
that point in time, the Singapore Artillery used a simple
‘aim the mortar tube and fire’ system. Having personally
experienced the Second World War, Mancharan was fully
aware that for Singapore to avoid such a catastrophic
scenario again, the SAF needed to be a top-notch entity
with modern equipment and well-trained men.
When it came to his men, Mancharan was extremely
disciplined but fair. It was very common to see him
mingling with his men as often as he could so that he
could build rapport with them, and motivate and push
them to their limits. To his officers, Mancharan was a hard
taskmaster who was always demanding the maximum
163

from them at all times. Mancharan was convinced that
the Singapore Artillery officers’ leadership was crucial
to the effectiveness of the formation and he expected
much more from them. His officers acknowledged that
his methods were highly effective and those under his
charge were willing to go that extra mile to ensure that
the formation excelled in the quickest time possible.
It was due to his dedication, efforts and contributions
that he became famously known as the ‘Father of the
Singapore Artillery’.
After completing his second tour, Mancharan took up
various positions in the SAF. From 1976 to 1979, he
served as the Assistant Chief of General Staff (Logistics)
and the Assistant Chief of General Staff (Training). From
1979 to 1982, he was Commander of the 3rd Singapore
Infantry Division. During his tour here, alongside other
officers from the various SAF formations, Mancharan was
a core member of the Combined Arms Division planning
team. This Division housed the various units of the SAF
which worked together to achieve full effectiveness on
and off the battlefield. His last command was Deputy
Chief of General Staff from 1982 until his retirement in
1986.
After leaving the SAF, Mancharan joined the Chartered
Industries of Singapore (CIS), known today as ST
Kinetics. He focused on the artillery aspect within CIS
and was heavily involved with artillery equipment
development for the SAF. One particular weapon
system that Mancharan helped developed was the
FH-2000 gun system. This was an advancement of
the existing FH-88 system, which was fast becoming
outdated. Mancharan saw the FH-2000 system as a
critical factor in the defence of Singapore as it was one
of the most modern gun systems at that time. He was
aware that one of the reasons Singapore fell to the
Japanese was due to its ineffective or outdated guns so
he strongly believed that the FH-2000 would change
that. In addition to helping with production of the
164

“
Mancharan was the first Chief
of the Artillery in the SAF. Armed
with little knowledge, he built up
Singapore Artillery, together with the
Artillery formation pioneers. This
marked the development of modernday
Singapore Artillery.
He worked very hard, never seemed
to rest and was a real hard taskmaster.
He strove for excellence and always
demanded the best from those under
his command. As his officer, I learned
greatly from him. He remained dedicated
and committed to his job
and his position till he retired. He
was a great officer.
“
Colonel (Retired) Chan Jwee Kay
Former Chief of Artillery
FH-2000 system, Mancharan acted as a representative
of CIS to other governments and arranged for the sales
of Singapore manufactured arms and equipment to
them. 4
Mancharan finally called it a day in the late 1990s.
He felt that he had contributed immensely to the SAF
and Singapore, and that it was time for the younger
generations to carry the torch forward. After years of
working constantly and always on the go, he finally
could sit back and enjoy his free time doing activities
that interested him, such as reading.
Over a period of 40 years, Mancharan was instrumental
in transforming the Singapore Artillery both when he
was in charge of it and as part of the CIS establishment.
When some of the systems he implemented were
replaced with more modern ones, rather than feeling
aggrieved, Mancharan was extremely proud that the
Singapore Artillery was always upgrading itself based
on the principles of the early years of its formation.
Importantly, to continue to remain a potent force, it must
have the best equipment to bring out the best in the
soldiers. In spite of being out of the army, Mancharan
kept abreast of developments in the Artillery formation.
Sadly, Mancharan passed away in 2008. However,
his legacy lives on in the Singapore Artillery. He firmly
believed in a strong sense of principle, discipline and
pride, and he infused these values into the Singapore
Artillery. For Mancharan, failure was not an option
in matters concerning the defence of the nation. He
practiced what he preached and led from the front. Today,
the Singapore Artillery plays a crucial part in the defence
of Singapore. It is highly indebted to the ‘Father of the
Singapore Artillery’ for its development and success.
Endnotes
1
www.mindef.gov.sg/imindef/resourcelibrary.
2
Evan Teo, In Oriente Primus B – First in the Orient, 2005. See http://
www.mindef.gov.sg.
3
Tan Chong Lee, Army News Special Supplement #7, 2011. See http://
www.mindef.gov.sg.
4
ST Engineering, FH2000 155mm 52 Calibre Field Howitzer, 2015. See
http://www.stengg.com.
165

Manmohan
Singh
T
all, strong, sturdy, confident, friendly and sociable, he was endearingly called the ‘Gentle Giant’
by those who knew him. Always wearing a smile, the late Captain Manmohan Singh was ever
ready to provide a helping hand to anyone in need. However, when he wore his black belt
and took to the judo mat, he became an unbeatable fighting machine who had few equals in
Singapore and the region.
Manmohan was born in Ipoh in Malaysia in 1951. His father, Mr Sardool Singh, was a
Superintendent of Prisons while his mother, Madam Narindar Kaur, was born and raised in
India. Along with his siblings, Manmohan grew up in a close knit and supportive family. A keen
interest in sports characterised all members of the family. An active participation in sporting
events defined the household, with Sardool leading the way for the young Manmohan and
his brother. The family offered active encouragement by attending the many sporting events in
which the father and sons trio participated.
Manmohan, or Mohni as he was affectionately known to family and friends, attended Anglo
Chinese School right from primary education. According to his sister, Mrs Rajpal Kaur: “As a
boy, although Manmohan was endearingly playful and at times, even mischievous around his
family and friends, he was in fact well behaved and obedient in school. He was never a bully.” 1
Manmohan's discipline could be attributed to the considerable time he spent participating
in sports meets in school and at the national level throughout his youth. The sportsman
matured to become a responsible young man who was extremely protective of his parents and
siblings and who continued to be anchored by the nurturing environment and close bonds of
his family.
166

his fellow officers and soldiers as a man of impressive
qualities.
It was this outlook, attitude and the desire to excel
that enabled Manmohan to hone his skills and become
an all-rounded sportsman. He dabbled and proved to
be a successful athlete at track and field events, race
walking, hockey and rugby, winning many awards and
medals in these sports. However, it was in judo that he
would go on to truly excel and carve a niche for himself.
He took up the sport in his early teens and trained
extremely hard every day. His efforts and determination
paid off. At the age of 18 years, Manmohan became the
youngest champion on record to win the National Light
Heavyweight Judo Championship in 1969. Thereafter,
he qualified first for the Black Belt (1st Dan), rising later
to the coveted 4th Dan, both awarded by the Kodokan
Judo Institute of Japan. 2 The 4th Dan 3 is rare among
Singaporeans even till today.
When it was time to choose a career, Manmohan decided
to join the SAF. He was commissioned as an officer in
1972 and rose to the rank of Captain in 20 Singapore
Artillery (20SA). He held a number of appointments
in the formation, including that of Manpower Officer,
Training and Operation Officer (S3) and Logistics Officer
(S4). During his service with the SAF, Manmohan won
numerous awards. This included the ‘Top Trainee’ award
in several of the courses that he attended. He was also
very popular in the SAF, given his friendly disposition
and his unhesitant willingness to help those around
him. His dedication, determination, loyalty, honesty and
sincerity were qualities that stood out. He always had
an extremely positive outlook of life and was viewed by
While in the SAF, Manmohan was able to combine
his passion for the green uniform and the judogi. 4
He made the effort to promote judo in the SAF and
organised several judo competitions. He also became
the undisputed judo champion in the SAF, winning the
Heavyweight title for an extended period of time.
Manmohan’s favourite sport soon took him to the
national and international stages, where he carved
out a name for himself and, in the process, brought
glory to Singapore. In 1973, Singapore hosted the
Southeast Asian Peninsular (SEAP) Games. Manmohan
represented his country in the Heavyweight category.
Not one to disappoint, Manmohan worked extremely
hard to prepare for the Games. His toil and sweat were
aptly rewarded when he won the silver medal at the
Games. He continued to impress and won silver and
bronze medals at the Southeast Asian Games (formerly
called the SEAP Games) in Malaysia in 1977 and in
167

1983 in Singapore respectively. It was a remarkable
achievement for Singapore, a nation then not known
in the region for its martial arts prowess. Together with
other judokas like Mr Low Chee Kiong, Mr Stephen Loh
and Mr Low Sai Gek, Manmohan helped change that
perception.
In 1976, Manmohan competed in the first ASEAN
Judo Championship in Penang in Malaysia. He did
remarkably well and improved on his 1973 SEAP
Games showing by clinching the gold medal and, in
the process, becoming the region’s Heavyweight judo
champion. He repeated the feat in Jakarta in 1981. At
that point in time, he was the top judoka in Singapore
and it was no surprise that he was Singapore’s sole
representative at the Asian Judo Championship in
Kuwait in 1985.
Manmohan’s love for judo saw him making contributions
in other areas of the sport as well. He became a qualified
judo judge, in addition to being a race walking judge.
He took the lead in promoting judo in schools as well
as volunteering to organise sports and judo events in
schools, at athletic associations, at the Singapore Judo
Federation and at other judo associations in the region.
He also held committee positions, including Honorary
Secretary in the Singapore Judo Federation for many
years.
Manmohan displayed great compassion to his friends
and fellow beings. According to his brother, Professor
Kulwant Singh: “He was always willing to go out of his
way to assist many of his current and former soldiers.
He usually did this informally as he did not seek any
rewards or limelight for doing so.” 5 A further example of
his empathy was when he was on an overseas posting.
Realising the plight of the poor in the area, Manmohan
organised the provision of food for poor children in the
village bordering his camp.
By the mid-1980s, Manmohan was riding high in both
his professional and sporting careers. However, he was
diagnosed with cancer at an advanced stage in 1986.
Any lesser being would have had difficulty overcoming
such a setback. However, Manmohan remained resolute
and continued to live a normal personal and working
168

“
Manmohan was truly a 20SA
thoroughbred who held numerous
appointments in the formation.
Through his career in the SAF, he
was well remembered as a man of
remarkable qualities. He was also one
of the most likeable persons, both as
an officer and a gentleman.
Manmohan’s keenness in sports
did not go unnoticed – he brought
numerous honours to his unit and
the Artillery Formation as well as
Singapore. His extreme love for judo
was a fact well known beyond the
Artillery formation.
The Legend
SAF Publication (1989)
“
life. He also continued to contribute to the community
whenever possible. He remained active in his advocacy
for sports events, organising and volunteering at events
in schools and at several other platforms. He refused to
be held down by what was not within his control.
since the passing of Manmohan. Even today, the ‘Gentle
Giant’ continues to remain an inspiration to those who
are close to him, the judo fraternity, the Sikh community
and the wider Singapore society.
In 1989, despite his strength and determination,
Manmohan succumbed to his illness and passed on
when he was only 38 years old. He is survived by his
wife, Madam Samrita Kaur and son, Mr Arvind Singh,
who now reside in Perth in Australia.
Hailing from a family of sports persons and sports
enthusiasts, Manmohan was able to excel in a number of
sports. Eventually, he decided to take up judo, a decision
which resulted in him attaining glory for Singapore on
the international stage. It has been more than 25 years
Endnotes
1
Interview with Mrs Raspal Kaur, October 9, 2015.
2
The Kodokan Judo Institute of Japan is the headquarters of the
worldwide judo community. See http://kodokanjudoinstitute.org.
3
There are ordinarily 10 Dan ranks, which are ranked in ascending
numerical order, though in principle, there is no limit to the number of
Dan ranks. Ibid.
4
The judogi is a loose-fitting judo uniform worn by the judoka. It consists
of pants, a jacket and a belt tied at the waist. See www.olympic.org.
5
Interview with Professor Kulwant Singh, October 9, 2015.
169

Mehervan
Singh
H
e had a difficult start to his educational life and professional career. He faced many hurdles in
then-tumultuous Singapore. However, the late Dr Mehervan Singh doggedly overcame each
one of them to emerge a stalwart in the Singapore accountancy sector as well as in the interreligious
circles nationally and internationally, and the Sikh community.
Born in Patiala in Punjab, Mehervan moved to Singapore with his father, Mr Nand Singh, the first
priest of the Silat Road Temple. Mehervan was just 10 years old then. He studied in Radin Mas
Primary School before gaining entry into Raffles Institution where he emerged as the top student
in his class. He was awarded a scholarship by the Indian government but it was withdrawn as
he could not prove that he was a British subject, being born in the princely state of Patiala. 1 It
was for the same reason he was denied a job at the Government Clerical Services. Naturally
disappointed but undeterred, he eventually secured employment as a clerk at the British Air
Ministry in Singapore. He then went to work with the Inland Revenue Department in 1948, after
excelling in Accountancy in the Higher London Chamber of Commerce Examination. 2 There, he
decided he wanted to be an accountant and persevered for six years through a correspondence
course to pass the Association of Chartered Certified Accountants examination. He became the
first Sikh accountant in Singapore and started his firm, Mehervan Singh & Co. It eventually grew
from its humble beginnings to a highly successful venture. It also became a household name in
the Sikh community, with many Sikh institutions, companies and individuals using its services.
Apart from his professional affiliation to the Sikh community, Mehervan was socially and
religiously connected to it as well. He cared for it and was always keen on being involved
in community-based projects. He was particularly interested in educational development and
wanted to create greater awareness of Sikhism among non-Sikhs. He strongly believed that
170

oard the Bahais and the Taoists. He felt that, for the IRO
to be successful, it must involve all the religious groups
in Singapore.
with awareness came appreciation and with that,
greater camaraderie and brotherhood. His extensive
involvement in community service eventually resulted
in him becoming a founding member of the Inter-
Religious Organisation (IRO) – it was formed in 1949.
He was also its Honorary Secretary from 1963 to 1983.
According to his son, Mr Gurmit Singh: “He was very
passionate about the IRO. I think that was the one and
only passion he had so he really immersed himself in
it.” 3 For the IRO, in general, and Mehervan, personally,
it was imperative that the different religious groups in
Singapore came together to promote greater awareness
and understanding of one another so as to avoid any
recurrence of racial conflicts in Singapore. When the IRO
first started out, it did not have all the major religions as
part of its landscape. Mehervan succeeded in bringing on
The racial riots in 1964 tested Mehervan’s resolve
as well as the significance of the IRO. As he was in
the IRO, he was issued a permit to go out during the
curfew to mediate between the groups. His family
worried for him as there were cases of murder and
bashing. However, Mehervan knew that he could not
succumb to fear as it would mean the failure of the
IRO. Eventually, peace was restored and it was a major
achievement for the IRO and him. Gurmit attested
to the fact that his father never saw any issue as an
obstacle. “It is very difficult to say when he had a
challenge. The interesting thing about him was that
he breathed and lived his religion – Sikhism. He would
always say it is not a challenge, it is always chardi
kala’. 4 He always strived forward. So if anybody were
to ask what some of the challenges are, he would say
there are none. There was no such thing as it cannot
be done. You simply strive to do it.” 5
The race riots further convinced Mehervan of the
importance of harmony among all the diverse religious
groups in Singapore. He used speaking opportunities
at various events to further push the good work of the
IRO. He also attended numerous conferences worldwide
that focused on issues of religious tolerance and ways
to bridge the gap between different faiths. One such
conference was the four-yearly World Conference on
Religion and Peace (WCRP), which he attended in 1970,
1974, 1979, 1984, 1989 and 1994. The WCRP led to
the Asian Conference on Religion and Peace, which held
its first assembly in Singapore in 1976. Mehervan was
appointed its Secretary-General, re-appointed in 1981
and then again from 1986 to 1991. 6
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Apart from the IRO, Mehervan was also active in a number
of charitable and voluntary organisations. They included
the Singapore Anti-Tuberculosis Association, the Leprosy
Relief Organisation, the Aftercare Association, the
Ramakrishna Mission, the Singapore Indian Educational
Trust, the Singapore Anti-Narcotics Association and the
National Kidney Foundation. 7 His selfless service was
recognised by the Singapore government when he was
awarded the Bintang Bakti Masyarakat (Public Service
Star) 8 in 1966.
Mehervan’s resolve and whole-hearted commitment
to the Sikh community’s cause earned him the title of
‘Roving Ambassador of the Sikh Faith’. 9 He took every
opportunity to represent the Sikhs and speak about
Sikhism. He had an audience with a number of world
political and religious leaders, including Dr Michael
Ramsay, Archbishop of Canterbury, Pope Paul VI, United
States’ President Jimmy Carter, Cardinal Cooke at St
Paul’s Cathedral and Pope John Paul II at the Vatican. He
also had a meeting with Pakistan’s President, General
Zia Ul Haq, in 1979 to discuss the maintenance of
Nankana Sahib, the birthplace of the first Sikh Guru, Sri
Guru Nanak Dev Ji.
“
It was my privilege to be
acquainted with Dr Mehervan Singh
when I became a member of the IRO.
When working with him, I found
him to be an extremely open-minded
individual. His thoughts and interfaith
activities were an inspiration to
me and many others.
For his selfless inter-faith and social
work, he was given the Public Service
Star at the National Day Awards
ceremony in 1966. With regard to
his role as the roving Ambassador
of the Sikh faith and his inter-faith
work, Mehervan will be missed by
not only the Sikh community but
also by non-Sikhs.
Mr Noor Marican
Advocate and Solicitor
Marican & Associates
“
On top of his work and travels, Mehervan found time
to write books on the Sikh faith and his trips. A tireless
writer, he even wrote a book after suffering a heart attack
and while convalescing in hospital. His books included
Religious and Cultural Heritage of Singapore, Whither
Singapore Sikhs? and Daedal Decades: Autobiographical
Essays. He recorded his memories and thoughts as he
wanted young Sikhs and young Singaporeans to know
their history. He strongly believed that they must have a
stake in the country and never take things for granted,
especially since they now enjoy peace and did not live
through the tumult and troubles faced by the previous
generations.
Mehervan was also known to be a revolutionary in the
Sikh community and was ahead of his time. He was not
afraid to be unorthodox, particularly on his views on the
engagement of the youth. For instance, he wanted to
introduce joint youth camps for Sikh boys and girls so that
they could meet and learn about their faith and community.
While such an idea was initially shunned, such camps have
now become regular events in the Sikh community. In fact,
they cater not just to the youth but also to anyone keen to
have a better understanding of Sikhism.
Mehervan also stressed on the importance of providing
more direct opportunities for other faiths to better
172

appreciate the Sikh community. He allayed fears that
progressive thinking would lead to forsaking one’s
beliefs. Such forward thinking resulted in the opening
up of the gurdwaras (Sikh temples) and the langar
(communal meal) halls to people of other faiths. In
doing so, it enabled people of all faiths to meet and
interact, thereby encouraging a greater understanding
of the Sikh community and its beliefs and practices.
Mehervan passed away on 2 January 1999. According to
Gurmit, his father’s open-minded nature shone through
in every stage of his life. He gave serious consideration
to ideas that may not conform to the norms when he
saw the ultimate good that could be derived by the
country and the Sikh community. It was this openness
that resulted in Mehervan overcoming all challenges
with his chardi kala attitude to become synonymous
with inter-religious harmony and the progress of the
Sikh community in Singapore.
Endnotes
1
http://fateh.sikhnet.com//sikhnet/discussion.nsf/
2
Ibid.
3
Interview with Mr Gurmit Singh, August 15, 2015.
4
Chardi Kala is a concept in Sikhism that refers to a mental state of
optimism and joy. Sikhs are ideally expected to be in this positive state
of mind as a sign of their contentment with the will of God, even during
the times of adversity. See http://searchsikhism.com.
5
Interview with Mr Gurmit Singh, op. cit.
6
http://fateh.sikhnet.com//sikhnet/discussion.nsf/
7
Ibid.
8
The Bintang Bakti Masyarakat was instituted in 1963. It is awarded to
any person who has rendered valuable public service to the people of
Singapore; or who has distinguished himself or herself in the field of
arts and letters, sports, the sciences, business, the professions and the
labour movement. See http://www.pmo.gov.sg/nationaldayawards.
9
This was started by the late Justice Choor Singh – Interview with Mr
Gurmit Singh, op. cit.
173

Pakir
Singh
H
e is fondly known as the father of Singapore’s hospitality training and a leading driver of tourism
cooperation in the region. An intelligent and articulate visionary, the late Mr Pakir Singh was
the man behind the setting up of the Singapore Hotel Association Training & Education Centre
(SHATEC), 1 which has emerged to become the primary educational institution for individuals
keen on a career in the hotel industry and the food and beverages sector.
Pakir was the Chief Executive Officer (CEO) of Singapore Hotel Association (SHA) 2 and the CEO
of SHATEC for a combined period of 26 years from 1979 to 2005.
Pakir set up SHATEC in 1983, making it the region’s first dedicated hotel school. In an earlier
interview, he explained, “There was an urgent need in the 1980s for Singapore to develop skilled
manpower for the hotel trade and industry. Singapore needed workers for the many hotels that
were being built and I wanted to help solve the problem.” 3 SHA contracted the world-renowned
Swiss Ecole hôtelière de Lausanne (Lausanne Hotel School) to develop its courses. 4
In a book to commemorate SHATEC’s 30th anniversary in 2013, well-known hotelier Jennie
Chua, said: “Pakir was unique in his passion to grow SHATEC… and he did it not to make a
name for himself but to fulfill the needs of the industry. He could have done other things in life
but SHA and SHATEC were his whole life.” 5
Ms Chua described Pakir as a “visionary with killer persuasive powers and the gift of the gab”
in her tribute chapter on him in the commemorative book. She stated that she knew Pakir from
her time as Director at the Singapore Tourism Promotion Board (now Singapore Tourism Board
[STB]) and at a time when he was looking to start SHATEC, recalling his commitment that
174

to teach its students, despite his busy schedule, but
he also personally trained the trainers at the school. 8
He strongly believed that in order for SHATEC to train
good and capable services sector staff, it needed to
have highly-qualified people who totally imbibed in
the values and philosophy of SHATEC and focused on
service excellence.
Pakir’s vision on the needs of the services sector was
far-sighted. Back in the early 1980s, he already saw
the need for trained manpower, not only in terms of
quantity but also in quality. In most of his speeches and
presentations, he made an impassioned call for greater
productivity in the sector – a good 30 years before
training and productivity would become buzzwords for
the hotel and tourism industry in Singapore today. 9
“SHATEC will be to Singapore what the Lausanne Hotel
School is to Switzerland… within the decade.” 6
Indeed, Pakir led SHATEC to transform the hoteling
sector in Singapore within years as the institute began
plugging the manpower for the sector here at a critical
time when the country positioned itself as a key tourist
destination in the region. “[He] dreamed big with
SHATEC. A good hotel school that churned out welltrained
staff was not good enough for him; it had to be
the best hotel school in Asia-Pacific and recognised as
the centre for regional training in hospitality and service
excellence.” 7
Pakir's commitment to building SHATEC as a centre for
excellence was such that he not only found the time
Pakir was also ahead of his time in envisioning a critical
and prominent role for the Asian hoteling industry as he
firmly believed that Asians could rise to top positions
in the sector. Perhaps he recognised, much before most
people that Asia would soon become the centre for
global economic and business activity and therefore
needed to be ready for this role. The key player in this
role would be the services sector.
In his role as Secretary General of the ASEAN Tourism
Association for many years, Pakir advocated closer
cooperation among the countries in the region to push
for tourism collaboration. He personally also led the
development of the industry in countries around the
region as a consultant and project leader of systematic
human resource development efforts in Thailand (Dusit
Thani College), the Philippines (Hotel and Tourism
Institute of the Philippines), Malaysia (Malaysian
Association of Hotels Training and Education Centre),
Indonesia (Puriwisata Academy), Nepal (Department
of Tourism, Government of Nepal), Mauritius (Hotel
School of Mauritius) and China (Poly Property Hotel
175

“
I have been very fortunate to have worked with Mr Pakir. He was an excellent
and inspiring boss – the kind of boss whom everyone would love to have. A fantastic
mentor with a keen sense of humour, he was highly respected by the industry for his
knowledge and insights. In the local and international arena, he was much sought
after as a speaker and a thought leader for his views.
Mr Pakir was a staunch proponent of human resource development. A visionary who
was ahead of his time, he was already into ‘Skillsfuture’ for the hospitality industry
way back in the early 1980s. His foresight and commitment in this area led him to
successfully set up SHATEC in 1983, a pioneer school in hospitality training and
development. It was his strong belief in learning and outstanding leadership that
helped to propel SHATEC to the forefront as an industry school in Singapore as well
as in the region.
“
Ms Margaret Heng
Chief Executive
Singapore Hotel Association Training & Education Centre
Management). 10 According to Mr Chanin Donavanik,
CEO of Dusit Hotels & Resorts Thailand, whose Dusit
Thani College was set up with SHATEC’s expertise,
“Pakir believed in training and education. He believed
in the future of the Asian travel industry. He believed in
the young people of Asia.” 11
Pakir’s keen interest and ability to engage human
resources can perhaps be traced to his humble
beginnings. Born in 1945 to a watchman father who
migrated from Punjab, Pakir was the second of three
sons as he studied under streetlights and corridor lamps
to work his way to university. He received his Bachelor
of Arts (Honours) and Master of Arts (History) from
the University of Singapore. He also graduated with a
Bachelor of Law from the University of London and a
Master of Human Resource Development from George
Washington University. Pakir worked as the Assistant
Editor to the New Nation newspaper in Singapore in
the 1970s. In an article in Travel Weekly Asia in July
2015, Ms Yeoh Siew Hoon wrote, “He had a sharp,
analytical mind that could cut through any clutter
and he could synthesise the most complex issues into
simple, succinct ideas. He gave as good as he got. If
you asked him a tough question, which he thought was
taking journalistic licence, he would challenge you.” 12
His nature and character made him a household name
and laid the foundation for an illustrious career.
His efforts in helping to build a key pillar of Singapore’s
economy did not go unnoticed as he served on several
government committees, including the National
Crime Prevention Council, and won several awards.
These accolades included STB’s Special Recognition
Award (2005 Tourism Awards), the UBF Foodsolutions
Lifetime Achievement Award, 13 (World Gourmet
176

Summit Award of Excellence – 2004), the TTG Travel
Personality of the Year Award (Pakir was the first
to win the award when it started in 1989) and he
was also bestowed with an Honorary Doctorate in
Business Administration in Hotel Management from
Dusit Thani College.
Pakir was a luminary who was blessed with the guts and
gumption to turn vision into reality. His passing away
in July 2015 leaves a void in the thought leadership in
the hoteling sector here, even though he had been less
active for several years due to medical reasons. He leaves
behind a lasting and continuing legacy for the hotel and
services sector not only in Singapore, but also in parts
of Asia, especially Southeast Asia. His loving wife and
three children are proud of his accomplishments and
contributions. They are not alone as the Sikh community
and certainly many in the hotel and services sector
continue to benefit from Pakir’s vision, tenacity and
contributions.
Endnotes
1
On 2 July 1983, a milestone was set in the history of the Singapore
hotel industry when SHA launched its very own industry school,
SHATEC. A not-for-profit hospitality school, it aims to provide training
and education to fresh school leavers and career switchers for the hotel
and food and beverages sectors, as well as to up-skill and upgrade the
existing talents in the hospitality industry. See http://www.shatec.sg.
2
SHA is the umbrella body for hotels in Singapore. Its membership is
made up of hotel entities which are represented by proprietors of hotels
or appointed representatives. Its current membership comprises 143
hotels which accounts for more than 90 per cent of total gazetted room
count. See https://sha.org.sg.
3
www.ttgasia.com.
4
Ibid.
5
1983-2013: Developing Hospitality Talent, Raini Hamdi, 2013.
6
Ibid.
7
Ibid.
8
50 Years of Singapore Hotels: Pakir’s Legacy, Margaret Heng, TTG Asia,
June 2011.
9
A Tribute to Pakir Singh”, Margaret Heng, SHA Update, July 2011.
10
www.wgsawards.com.
11
www.ttgasia.com.
12
Pakir Singh, a man of few words and great deeds, Travel Weekly Asia,
Yeoh Siew Hoon, July 3, 2015. See http://www.travelweekly-asia.com/
Travel-News/Hotel-News.
13
This award seeks to recognise an individual whose significant
contributions, over a minimum span of 15 years, have led to the
promotion and growth of excellence within the food and beverage
industry. See www.wgsawards.com.
177

Param Ajeet
Singh Bal
B
orn in 1936 to a father who was a military contractor, Mr Param Ajeet Singh Bal grew up
helping his father in his trade. Like many other Singaporeans, life for his family was simple and
the standard of living was not very high. He fondly remembers visits to places like the Botanic
Gardens as a key form of entertainment for the family.
However, Param Ajeet did not spend too much of his childhood in Singapore. Before the
outbreak of the Second World War, his family left for India where it lived off a piece of land.
It was perhaps a blessing in disguise for this young Sikh and his family. He stated: “During
the Japanese Occupation, we were extremely lucky not to be in Singapore. We managed to
escape the atrocities and deprivation which other people suffered then.” 1 While Singaporeans
in Singapore suffered under Japanese reign, Param Ajeet and his family lived comfortably in
India. 2
As soon as the Japanese left Singapore, Param Ajeet and his family decided to return to
Singapore. It was another blessing in disguise for him as he narrowly avoided becoming a victim
of the partition of India and Pakistan in 1947. An estimated hundreds of thousands of people
died, as Hindus and Sikhs fled to India, Muslims to Pakistan, and many others were caught up
in a chaotic transition. 3 Although back in Singapore, Param Ajeet still had a strong attachment
to India in his early days and clearly remembers the pride he felt when he sang India’s national
anthem at the Indian High Commission in Singapore once India announced its Independence.
Fortune soon changed for Param Ajeet as he started his life back in Singapore. With the
help of the Sikh community, Param Ajeet succeeded in enrolling into Khalsa English School.
He did extremely well in his studies and joined Raffles Institution. There, he was an all-
178

challenging and where I could make a contribution at
the highest level possible.” 4 For him, the experiences
in the civil service significantly shaped him as a person
and created anchors for him to hold on to in times of
hardships.
In 1963, Param Ajeet was offered a job in the
Singapore Administrative Service. For the next 11 years,
he worked judiciously with the Ministry of Finance to
devise multiple forward-looking policies relating to
Singapore’s fiscal and revenue structure that helped
to shape its economy. A year earlier, Singapore had
held its first general election that marked the first step
towards self-government. This made Param Ajeet’s role
and that of his colleagues at the ministry even more
relevant as Singapore needed to ensure that it had
sound fiscal and revenue policies in an effort build its
economy. His work was considered a pioneer in its area
and led to him receiving the Pingat Pentadbiran Awam
(Public Administration Medal) 5 in 1969.
rounded individual – he played hockey and joined
the sea-cadet core. He was also an outstanding
student at Raffles Institution and performed admirably
to secure a place in University of Malaya where he
received a Bachelor of Arts (Honours) in History. He
then went on to obtain a Master of Arts (Honours)
in Economics from Australian National University in
Canberra. For his academic excellence, Param Ajeet
received the prestigious Commonwealth Scholarship
and Fellowship award.
Param Ajeet was an assured, focused and ambitious
young man. He was clear about the purpose of his
education – he wanted to join the highly regarded
Singapore Administrative Service – and he put all
his effort in ensuring that he succeeded in his quest.
“I wanted to be in a position where I found the job
Param Ajeet’s career then took him to the newly
formed Ministry of Environment. Again, this was an
important appointment since Singapore faced acute
environmental challenges, particularly relating to the
slums and the Singapore River. It was indeed challenging
times for Param Ajeet as he astutely used his social and
communications skills to tackle the many complains and
issues faced by the Ministry. As Param Ajeet looks at
the clean and green landscape of Singapore today, he
cannot but help appreciate the work his Ministry did to
start Singapore onto this path by taking hard decisions
in the 1970s.
Param Ajeet’s achievements at the Ministry of
Environment brought him into the spotlight and he was
approached by the Singapore Broadcasting Corporation
to be one of the heads of the Department of Broadcasting.
Due to his strong economic background, Param Ajeet
179

“
Param Ajeet and I belong to the pioneer generation which was given many
opportunities in the then newly-independent Singapore. I like to believe think that
we did make some contributions under the radar towards SG50! I got to know Param
Ajeet well in the early 1960s when we were fellow students in Canberra, Australia.
Thereafter, Param Ajeet joined the Singapore civil service where his Economics
training was put to good use in the Economic Planning Unit of the Ministry of
Finance, Ministry of the Environment and Singapore Broadcasting Corporation.
We saw each other more frequently after we had retired. I became more aware of his
involvement in community affairs such as in my former Ulu Pandan constituency
as well as in Indian and Sikh matters. I hope that younger Singaporeans, who enjoy
opportunities to contribute towards SG100, will also enjoy the kind of friendship
that Param and I, and those of our generation, have had for over half a century.
Dr Chiang Hai Ding
Former Member of Parliament for Ulu Pandan and
Singapore's Ambassador (1971-73 & 1978-94)
“
was also placed in charge of creating sound financial
policies and welfare schemes for the corporation.
Param Ajeet rose to become Senior Vice President of
the Television Corporation of Singapore (the successor
of the Singapore Broadcasting Corporation) where he
oversaw various divisions.
In spite of his highly challenging job with the Singapore
government, Param Ajeet also found time to contribute
to the Sikh community. In fact, even before he joined the
workforce, he had been active in the Sikh community
and he was credited with bringing culture to the
community. Together with a few Sikh undergraduates
and young educated Singapore Sikhs, Param Ajeet
established the Singapore Sikh Cultural Group (SSCG)
during his time at the university. His team organised
the Vesakhi Mela in the 1960s and it turned out to a
massive success. However, Param Ajeet faced several
challenges during his time as a Secretary of the SSCG
as some members of the Sikh community were not in
favour using the SSCG’s funds for cultural activities.
However, being a visionary, Param Ajeet saw great
value in promoting the Sikh culture and in it becoming
the bedrock of the identity of Singapore Sikhs in the
future. He was indeed right!
At the same time, Param Ajeet was also involved in
the construction of the Singapore Khalsa Association
(SKA) building through his efforts on the Fundraising
Committee. “Funds were not easy to come by but we
had to do our best and to construct the building”, 6 he
explained. Eventually, this effort, too, became a success.
He proudly exclaimed: “We made SKA into a cultural
organisation, not just a sporting organisation. For me,
that was an important achievement.” 7 In addition to
SKA, Param Ajeet was a member of the Sikh Council of
180

Elders, the Sikh Gurdwara Board and the Sikh Welfare
Council. For him, being involved in the Sikh community,
despite his hectic work schedule, was never an issue.
He belonged to the Sikh community and had a duty to
ensure that it progressed with the rest of Singapore
society. For him, it has always been country and
community before self.
Today, Param Ajeet is retired but still keeps abreast
of developments in the various Sikh institutions. He
expressed great confidence in the future of the Sikh
society in Singapore. Sikhs now have a better standard
of living and this provided them with an opportunity
to advance themselves in life and to make more telling
contributions to the community in particular and society
in general. He expressed the hope that Singapore Sikhs
today, like their ancestors who came to Singapore
with very little in their pockets, will continue to make
important financial contributions and create time to be
involved in the Sikh institutions. He also believes that
Sikhs can start their communal and societal contributions
on a small scale such as helping at the Sikh temple or
community clubs. This will help them gain the value of
service. He feels that, only with the combination of value
of service, time and money will the Sikh community in
Singapore fulfill its full potential as part of the larger
society.
Param Ajeet has great hope for young Sikhs as
they are the vanguard of the Sikh community. He
stressed the need for them to capitalise on the
opportunities Singapore provides to educate and
upgrade themselves. He expressed his delight at the
establishment of Young Sikh Association (Singapore),
stating that it is a great initiative by Mr Hernaikh
Singh, Mr Satwant Singh and several other likeminded
and forward-thinking young Sikhs. It is
an important platform to connect young Sikhs to
developments around them.
Param Ajeet’s early life journey took him from Singapore
to India and back as he avoided two major catastrophes
in the process. He personifies the true values of
perseverance, hard work and determination – traits
that saw him taking advantage of the opportunities
that came his way as he went on to make significant
contributions to Singapore’s national landscape and the
Sikh community.
Endnotes
1
Interview with Mr Param Ajeet Singh Bal, August 6, 2015.
2
V Kor, Simple Living and High Thinking, The Vine, 1(5), 1997, p 20.
3
See http://www.globalsecurity.org/military/world/war/indo-pakpartition2.htm.
4
Interview with Mr Param Ajeet Singh, op. cit.
5
The Pingat Pentadbiran Awam was instituted in 1963. There are three
grades of the Medal, namely, gold, silver and bronze. The Medal
may be awarded to the following persons for outstanding efficiency,
competence and industry – a public officer; officer employed by any
statutory authority; any person who is or has been in the service of any
organisation rendering services in education; or any person employed
in any company which is wholly-owned by the government and which
is carrying on business mainly as an agent or instrumentality of the
government. See http://www.pmo.gov.sg/nationaldayawards.
6
Interview with Mr Param Ajeet Singh Bal, op cit.
7
Ibid.
181

Ravinder
Singh
H
e lost his father at the tender age of four years and was raised and supported by his mother and
sisters. His biggest influence, his mother, taught him to be resilient and strong, and ride through
life’s ups and downs. Major General [MG] (Retired) Ravinder Singh took his mother’s sound
advice and eventually went on to become the highest-ranking Sikh officer in the history of the
Singapore Armed Forces (SAF).
Ravinder’s entry into the SAF was the exception rather than the norm. While many young
Singaporean males look towards serving their SAF obligations when they are enlisted, Ravinder
decided to apply for a scholarship from the SAF even before he enlisted and he eventually
decided to sign on permanently in the SAF. This was not his first experience with a uniformed
group as he was a member of the National Cadet Corps while in school. He enjoyed the
experience of wearing the green uniform.
In the SAF, Ravinder’s stellar display provided the opportunity for him to study abroad through
the SAF Overseas Training Award. He received his Bachelor and Master of Arts in Engineering
from Oxford in the United Kingdom. He went on another post-graduate scholarship later on
in his career and graduated with a Master of Science in Management from the Massachusetts
Institute of Technology in the United States. 1
Ravinder’s career in the SAF has seen him stationed overseas. This included being deployed
as a United Nations military observer in Kuwait in 1991 during the Gulf War. The experience
allowed him to appreciate the value of his service to his nation and the notion of always being
prepared and ready when trouble comes about. 2 In a testimony given to the Public Service
Commission, Ravinder said, “When we flew into Kuwait City, it had just been liberated from
182

force, it was about protecting absolutely and capably
a way of life Singapore and Singaporeans have built.
He said: “The most important lesson for all of us that
we can learn from Kuwait is that whatever we can’t or
are not prepared to defend is not ours even if we have
all the financial resources. It takes will and sacrifice to
defend ourselves, our families and our country. Nobody
will do it for us.” 4
In 2011, Ravinder became the Chief of the Singapore
Army, holding the rank of Major General. He was the
first non-Chinese in nearly 30 years of the SAF history
and the first Sikh to hold this leadership position. His
duties allowed him to further improve the SAF in its
efforts to confront modern challenges. At the same time,
he built relationships with regional countries, making
trips to India, amongst other countries, to cement ties
and develop peaceful partnerships. 5
Iraq. I vividly remember landing at the airport, which
had been destroyed by the war. The city was destroyed,
homes were pillaged and many lives lost. Even though
they wanted to protect their families and friends, young
Kuwaiti men could do nothing because they were not
trained, not equipped and not organised. That was
a poignant reminder for me. If I don’t do my part for
Singapore now, there would be no second chance. I
realised then that serving in the Army was not just a job
but it was a sacred duty, to protect our country and our
way of life.” 3
The experience formed one of Ravinder’s core beliefs on
the military that, much more than being an offensive
Ravinder’s experience in the SAF imbued in him a
lifelong yearning for challenges, as only through
challenges is one able to solve problems. As a
result, he was instrumental in implementing new
technologies and developments to constantly upgrade
the SAF’s capabilities. He played a key role in the
implementation of the Integrated Knowledge-based
Command and Control capabilities for the SAF. This
initiative allows for the seamless integration across the
board for the SAF despite the complexities of different
systems. 6 At the same time, Ravinder oversaw the
development and implementation of third generation
army capabilities and, in continuance with the SAF’s
commitment to peacekeeping, orchestrated the peace
support operations in Afghanistan, which included the
deployment of Imagery Analyst Teams, Medical Teams
as well as Military Institutional Trainers. 7 His experience
in Kuwait aided him in this task as it allowed for the
growth of experience, operational readiness and being
constantly vigilant to all threats.
183

“
I have had the honour to serve alongside MG (Retired) Ravinder Singh as a
friend and colleague for many years. MG (Retired) Singh, who served the SAF
with distinction for 27 years, and who led the Army as its Chief for three years,
maintained the Army in a high state of operational readiness. He orchestrated the
Army’s peace support operations in Afghanistan, which included the deployment
of Imagery Analyst Teams, Medical Teams as well as Military Institutional Trainers,
which contributed to the reconstruction effort in Afghanistan. He also oversaw the
operationalisation of significant Army capabilities such as the Motorised Infantry
Battalion and the High Mobility Artillery Rocket System, which brought the Army
closer to its 3rd Generation transformation goals. He strongly supported efforts to
strengthen National Service and enhance recognition for National Servicemen. A firm
believer in public engagement, MG (Ret) Singh implemented numerous initiatives to
strengthen the public’s commitment to and appreciation of defence.
It is because of strong leaders like MG (Ret) Singh who have served with a strong
sense of duty, honour and country that the SAF continues to be operationally ready at
all times so that Singapore can remain stable and secure.
Dr Mohamad Maliki bin Osman
Senior Minister of State for Defence and Foreign Affairs
Singapore
“
The concept of duty to a cause beyond one’s own
personal desires has had significant influence on
Ravinder’s beliefs and leadership in the SAF. His
determination and desire to serve his country are best
summed up in a testimony by him on what he does and
why he does it, “Being in the SAF and the public service
is really about serving the nation, and putting country
and community before self. Being in the SAF requires
you to be committed and prepared to sacrifice for an
ideal greater than yourself. This ideal is to protect and
defend our nation.” 8
Ravinder also strongly believes that the defence of the
country should be every Singaporean’s responsibility. His
stint in Kuwait taught him that ordinary Singaporeans
need to understand the importance of national defence
and nation-building so that they too are able to defend
the country when the need arises. He implemented
several initiatives to expose ordinary Singaporeans
to the military. These included having the Army Open
House at the F1 Pit Building and bringing the SAF to the
heartlands by holding exhibitions and events in various
parts of Singapore. Among others, the military was able
to share its experiences and operations in Afghanistan
at these platforms. 9
Ravinder’s years and knowledge in technology and
infrastructure in the SAF enabled him to take on the role
of President of ST Kinetics, following his military stint.
The organisation is, amongst other businesses, in the
184

development and production of military hardware and
technology for the SAF. He mentioned: “Technology is
a significant combat multiplier. For a small nation like
Singapore, this is very important, as we will always be
limited by the people that we have. The SAF has been
proactive in introducing and exploiting technology to
strengthen our defence.” 10 ST Kinetics currently has
an international profile and customer base although
its main client remains the SAF, for which it is heavily
involved with the Third Generation forces and upgrading
of its present arsenal. 11
Looking at the youth of today, Ravinder commented:
“With more opportunities and more options, there
is always the challenge of too much choice for young
people, and this can be confusing and distracting.
The challenge is to find a clear consistent direction
that resonates with your interest, talents and skills,
and pursue it vigorously. It is also important to be
well anchored in values. Values define character and
character will always shine through in the long run.” 12
Ravinder’s values have certainly defined his character
well, thereby allowing him to shine throughout his life.
Ravinder’s recipe for success in life is simple: “Always do
the right thing and do it as well as you can.” 13 He took
his mother’s advice years ago and did the right thing
by joining the military service. He served the nation to
the best of his abilities for nearly three decades and
eventually succeeded in embedding his name in the
SAF’s record books.
Endnotes
1
Change in Chief of Army, MINDEF, February 20, 2014. See

Sarbjit
Singh
P
lanes cannot take off or land if the runway is hit by mortars and rockets. A damaged runway that
is not repaired in time can single-handedly curtail an air force’s operations. A seemingly minor
hygiene lapse in the kitchen can similarly jeopardise the entire mission if pilots, technicians,
security forces, are down with food poisoning. Issues like these were starkly clear to Brigadier
General (Retired) Sarbjit Singh during his tenure as the Commander of the Air Power Generation
Command (APGC), the position with which he culminated an illustrious career of almost 32
years of service in the Republic of Singapore Air Force (RSAF).
Having clearly recognised the breadth of such issues, Sarbjit set out to address them with an
equal measure of clear-headedness. For a long time, the general view harboured by many across
the various APGC communities was that only the aircrew conducted operations while the rest
merely played supporting roles. Naturally, this yielded lackadaisical attitudes on the part of
those who believed themselves to be such. Together with his commanders, Sarbjit set out to
change this mindset. He made the different communities across APGC realise how they too
were “doing operations in their own right” and that should Singapore ever face hostilities, they
too would be “at the frontline of operations, fighting the war.” 1
While the officers in his headquarters were regularly blazed with doctrines and concepts,
Sarbjit’s efforts were targeted at energising all the communities in APGC and getting them on
the bandwagon of an operational mindset. He went the whole nine yards, from visiting units to
better understand ground realities to renaming squadron names to better reflect the operational
roles that they undertake, and even initiating a “tribal dance” that unified all vocations of the
APGC. As a consequence of his efforts, he has been highly commended for shaping APGC into
a command that truly is capable of generating and sustaining effective and robust air power.
186

years, (he) knew that (he) wanted to be a pilot”. 2 He
vividly recollects an incident that is etched into his
memory from days even before primary school. He was
so taken by chasing planes in the sky that he did not
even notice a drain and fell into it. It cost him a broken
nose.
With full support from his parents to pursue his passion,
Sarbjit started applying to the then-Singapore Junior
Flying Club to obtain a private pilot’s licence while he
was still studying at Catholic Junior College. He did
this in order to “get a leg up to enter the air force.” 3
However, his applications were rejected because he
could not get past the medical examinations. What held
him back was his heart rate, which refused to come
down, due to the sheer thrill he felt of being so close to
realising his dream of flying during these medical tests.
Despite this enduring legacy that Sarbjit leaves the RSAF
with, his colleagues attest to how he always redirected
the credit to his people. He was driven not by the promise
of self-acclaim but by the sincere desire to reduce
Singapore’s vulnerability by ensuring that the people at
APGC understand their operations and have the capability
and confidence to do what it takes if they are ever called
into action. His ability to get things done is matched by
his abiding humility. While good-natured about it, Sarbjit
gently avoided discussion of his strengths.
As much as he is respected as a leader, Sarbjit also
occupied an enviable position as an ace fighter pilot. His
superb flying skills eearned him respect and admiration.
Sarbjit recalls how as a young boy, he “was very
interested in planes” and that “somewhere along the
Unfazed by the rejections, Sarbjit then applied directly to
the RSAF. This time, however, he went for the selection
process equipped with the breathing tips that his father
had shared with him to calm down and control his
heartbeat. Sarbjit was duly accepted into the RSAF well
before finishing the first year of junior college. Soon
after completing junior college, he joined the force on
17 January 1983, which marked the first date of his
long-standing romance with the RSAF. Sarbjit emerged
as the top trainee graduating from the 48th Fixed Wing
Course, which had a success rate of only 13 percent for
fighter pilots. He went on to emerge as the top trainee –
and the only graduate – in yet another course, the 15th
Tiger Conversion Unit Course.
Sarbjit went on to serve as an operational pilot on
the F-5 and later the F-16 aircraft. He progressed on
to become a Pilot Attack Instructor and an Officer
Commanding before attending the Air Command &
Staff College in Maxwell AFB, Montgomery, Alabama, in
1996. On his return, he took over command of the 144
187

“
Throughout his illustrious
career in the Republic of Singapore
Air Force, Sarbjit has proven himself
to be a strong commander, with
excellent leadership abilities. He
is meticulous, sharp and possesses
strong interpersonal skills. His
drive and resilience can be relied
on in challenging situations. While
being strict and firm, Sarbjit is
caring and nurturing. He is highly
respected by his superiors, peers and
subordinates.
“
Major General Hoo Cher Mou
Chief of Air Force
Republic of Singapore Air Force
Squadron in Paya Lebar Air Base and, thereafter, became
a Branch Head of the Operations Planning Group in
Air Operations Department. He attended the Air War
College in the United States in 2002 and returned to
assume the appointment of Deputy Head Air Operations
(Operations Planning) in 2004. Subsequently, he
assumed the appointment of Deputy Commander of the
Tengah Airbase before becoming the first Commander
of the UAV Command when it was stood-up in February
2007. Sarbjit played an instrumental role in the
standing up of this brand new command within the
RSAF, an unprecedented command which had surprised
and bemused many, and has even stirred international
interest.
Sarbjit graduated with a Bachelor of Science (Political
Science), summa cum laude, from Auburn University
Montgomery, Alabama, United States. In recognition
of his outstanding contributions and dedicated
service, Sarbjit has been awarded several military
medals throughout his career, including the Public
Administration Medal (Bronze) (Military) in 2008.
Sarbjit’s deep passion for people under his command
was reflected in the length of his debrief sessions. His
penchant for lengthy debrief sessions, which were, at
times, dreaded, but on the whole appreciated, showed
how his fighter-pilot sharpness did not leave him when
he left the cockpit. His constructive dissatisfaction during
meetings ensured that he upheld the most stringent
standards, expecting nothing short of the best from his
teams. Not only did he hold others to high standards,
188

ut also did he lead by example: it is in Sarbjit that
meticulousness and clarity of expression, so prized in
most jobs, find their fully expressed potential. He took
pains to undertake detailed reviews of mundane things
which were important to his people, ranging from
ensuring high standards in both the work and the rest
environments to reviewing individual posting plans. As
part of the effort to forge the Air Force tribe, Sarbjit led
his team in the successful organisation of the SAF Day
Parade 2009 and 2013, the RSAF Open House 2011,
the National Service 45th Anniversary Dinner, the RSAF
45th Anniversary Parade, the RSAF45@Singapore
Airshow and the RSAF45@Heartlands events.
As the leader that he was, who always had his people
close to heart, Sarbjit introduced multiple initiatives to
nurture individuals into competent airmen. He instituted
an engagement framework to raise the commitment
and competency of national servicemen through
meaningful employment, dedicated training roadmap,
and empowerment of the individual. He also initiated
a Family-at-Work programme, which allowed family
members to witness what their loved ones do while at
work. The initiative also sought to express gratitude for
the families’ love and support – the love and support
that Sarbjit is only too familiar with in the form of his
wife, Bhupinder Kaur, their two daughters, Namjot Kaur
and Anand Kaur, and son, Mohkam Singh.
Sarbjit retired from the RSAF on 29 October 2014. He
has made history as the first Sikh in the world to have
become an operational pilot on the F5 and F16 aircraft,
the first Sikh in Singapore to have commanded a fighter
squadron initially and later two commands, and the first
Sikh in the RSAF to have attained the rank of a Brigadier
General.
Endnotes
1
Interview with Brigadier General (Retired) Sarbjit Singh, August 28,
2015.
2
Ibid.
3
Ibid.
189

Sarjit
Singh
M
r Sarjit Singh’s first introduction to community service was as a little boy. His father, the late Mr
Sarmukh Singh, was the Citizens’ Consultative Committee Chairman of their neighbourhood.
When his father suffered a stroke on the right side of his body, Sarjit accompanied him on his
walks through the neighbourhood and helped him write down issues that needed to be resolved
for the residents. The following day, he would listen to his father calling the relevant authorities
to resolve these issues. Subsequently, when Sarjit followed him through the neighbourhood, the
residents would come up to thank him for his help. Sarjit would see the happiness on their faces
and this was the start of his interest and sense of fulfilment in serving the community.
Sarjit credits these formative years to his father where he learnt to solve problems effectively,
connect with people and care about their issues. He carried these lessons through his early
years to the man he is today.
Sarjit graduated with an Accountancy degree from the National University of Singapore. Thereafter,
he was fortunate to receive an overseas graduate scholarship from PricewaterhouseCoopers
(PwC), one of the largest professional services firms in the world. Sarjit spent 16 years with the
firm. At PwC, he played a strategic role in developing the firm’s thought leadership and business
development initiatives for the Asia Pacific financial services sector. His work in Asia Pacific led
PwC winning the Asia Insurance Service Provider of the Year award in 2007. 1
The long association with PwC led to Sarjit being headhunted to join AIA Singapore. He was
attached to the Global Chief Financial Officer (CFO) in New York through the CFO leadership
programme. He became the youngest CFO for AIA in Singapore where he was responsible for
a business that generated over S$4 billion in annual revenues. He was also responsible for
190

for what you do. If you have the passion, you will enjoy it
and you will surely do well.” 3
Sarjit is the Executive Chairman of Ardent Associates
LLP, a firm of Chartered Accountants and a member of
Kreston International. Ardent was honoured with two
business excellence awards at the recent inaugural
Singapore Accountancy Awards. Ardent was the
‘Winner for Practice of the Year’ award in recognition
of the firm’s high quality service standards, healthy
growth and engagement in meaningful corporate social
responsibility. Ardent was also the ‘Winner for Excellence
in People Development’ for championing human capital
development and creating the infrastructure that
supports the professional development of their staff.
While his professional pursuits placed him amongst
the leading CFOs in Singapore, Sarjit has also made
significant contributions to the nation through
community service.
formulating and implementing financial, investment and
commercial strategies for AIG’s diverse businesses in
Singapore, including AIG Global Investment Corporation,
AIG Global Real Estate and AIG Private Bank. 2 Sarjit was
appointed the Designated Officer of AIA Singapore by
the regulators during the global financial crisis in 2008,
and tasked with safeguarding AIA Singapore assets and
policyholders’ interests.
Sarjit later went on to serve as the CFO of Aviva Asia.
His key responsibilities included formulating and
implementing financial, investment and commercial
strategies for Aviva's diverse businesses in Singapore,
Hong Kong and the Middle East. His long association with
the global financial sector can be best summed up by one
word – passion. He remarked: “You must have a passion
At the Central Singapore Community Development
Council, Sarjit was appointed the Chairman of both the
Finance and Capability Building Committees where he
led a team to raise over S$1 million with the help of
corporate partners to support various causes towards
helping the poor and vulnerable in the community.
According to him: “I find a sense of fulfillment when
I see a smile on someone’s face. I know I have done
the right thing.” 4 At the Singapore Indian Development
Association (SINDA), following his stint on the Resource
Panel and Audit Committee, Sarjit was appointed as
Honorary Secretary on the Executive Committee of
SINDA. He helped strengthen procurement, processes
and policies at SINDA. This led to SINDA becoming
the first recipient of the Special Commendation
Award for Corporate Governance Policies and Strong
Management in 2013, which was conferred by the
Charity Council. 5
191

In 2007, Sarjit was invited to be a member of the
Singapore government-appointed National Longevity
Insurance Committee which aimed to strengthen the
Central Provident Fund (CPF). The committee was
responsible for introducing the landmark CPF Lifelong
Income for the Elderly (LIFE) 6 in 2008. In a letter from Dr
Ng Eng Hen, then-Minister for Manpower, the minister
commended the Committee: “As a result of your efforts,
the CPF system has been significantly strengthened with
the CPF LIFE Scheme. Your proposals in the report have
enjoyed widespread support from the public.” 7
In 2011, Sarjit was appointed by the Minister of Culture,
Community and Youth to the Football Association of
Singapore (FAS) as an Honorary Treasurer, Executive
Committee and Council Member. At FAS, he succeeded
in improving its financial governance and accountability,
which led to an improvement in FAS financial results
in the past four years and the creation of the Football
Development Fund.
Sarjit’s contributions to the nation did not go unnoticed.
In 2007, he was awarded the Pingat Bakti Masyarakat
(Public Service Medal). Four years later, he was awarded
the Bintang Bakti Masyarakat (Public Service Star). 8
Sarjit is also the elected President of the Nanyang
Business School Alumni Association, comprising over
38,000 members. His passion for education came from
his paternal grandfather. A watchman in Singapore, his
grandfather worked very hard and even sold his house
in Singapore to start an English medium school in his
village in India. His grandfather’s selflessness is a great
inspiration to him. Taking a page from his grandfather’s
book, Sarjit decided to make a contribution to the
education field. Sarjit and his wife, Kiran, have set up
a named Endowment Fund in Nanyang Technological
University (NTU) to inspire final-year outstanding
students in NTU Business School.
“
There are at least two things
about Sarjit that have impressed me.
First, he has a thoroughly multiracial
outlook. He is deeply involved in
Indian and Sikh community issues,
but also volunteers in various nonethnic
based initiatives and has close
friends of all races. Second, Sarjit
has passion. He puts much personal
effort and thought into communitybuilding.
In the Singapore Indian
Development Association, this was
clear in his work with youth and in
our focus groups with community
partners, religious organisations
and professional groups as we
worked on our strategies for the
decade ahead.
“
Mr Tharman Shanmugarathnam
Deputy Prime Minister, Singapore, and
Chairman, Board of Trustees
Singapore Indian Development Association
Sarjit was appointed as an Adjunct Associate Professor
by NTU in 2010 for his expertise in the Corporate
Governance, Risk Management and Auditing realms. He
is regularly invited to speak at NTU’s Master of Business
Administration programmes as well as at the Institute
of Singapore Chartered Accountants and Singapore
Exchange.
Sarjit was awarded the Nanyang Alumni Achievement
Award in 2012 in recognition of his professional
achievements as a CFO, and his outstanding contributions
to the community and his alma mater. Sarjit is regarded
192

y NTU as a ‘Financial Industry Talent and Outstanding
Community Leader’.
Within the Sikh community, Sarjit served on the Central
Sikh Gurdwara Board for nine years. He also helped set
up the IT Literacy Programme at the Sikh Centre for
senior citizens and homemakers. It was the joy of seeing
senior citizens making electronic ‘Thank You’ cards for
their teacher that drove him to work even harder for the
community. It was through his selfless service that he
got the opportunity to serve on the Sikh Advisory Board
for five years.
Sarjit attributes his success to his family as it was always
a source of strength and support for him. Coupled with
hard work, passion and love for his community, Sarjit
was able to make great strides in his professional
career as well as significant contributions to the Sikh
community and society.
Endnotes
1
http://www.nbs.ntu.edu.sg/SiteCollectionDocuments/Alumni/EX-
CO20092011MrSarjitSingh.pdf.
2
Ibid.
3
Interview with Mr Sarjit Singh, March 27, 2015.
4
Ibid.
5
http://issuu.com/mysinda/docs/sinda_july2014_web
6
The CPF LIFE is an annuity scheme that provides them with a monthly
payout for as long as they live. They can receive their monthly payout
from their payout eligibility age, which is currently at age 65. See
https://mycpf.cpf.gov.sg/members/faq/schemes/retirement/cpf-life.
7
Letter of Commendation for CPF Longevity Committee.
8
The Bintang Bakti Masyarakat was instituted in 1963. It is awarded to
any person who has rendered valuable public service to the people of
Singapore; or who has distinguished himself or herself in the field of
arts and letters, sports, the sciences, business, the professions and the
labour movement. The Pingat Bakti Masyarakat was instituted in 1973.
The medal is awarded to any person who has rendered commendable
public service in Singapore or for his or her achievement in the field of
arts and letters, sports, the sciences, business, the professions and the
labour movement. See http://www.pmo.gov.sg/nationaldayawards.
193

Sarjit
Singh
I
n an article written for the Straits Times in January 2014, Singapore’s then-Minister for Culture,
Community and Youth, Mr Lawrence Wong, referred to the vision of Singapore’s former Foreign
Minister and one of the nation’s pioneer leaders, the late Mr S Rajaratnam, which called for
Singapore to be a “democracy of deeds and not words”. 1 One Singaporean who has truly
embodied that vision is Mr Sarjit Singh, who inspires many through his multiple roles in
strengthening the nation’s social fabric.
An engineering consultant, Sarjit currently serves as the Chairman of the Inter-Racial and Religious
Confidence Circle (IRCC) at Radin Mas, a position he has been holding since 2008. His efforts to
promote racial harmony have also seen him serve as a Member of the OnePeople.sg 2 Management
Committee from 2011 to 2014, where he also served on its community engagement subcommittee
over the same period.
Sarjit explained that his motivation to promote racial harmony comes from his personal experience
during a troubled time in Singapore’s history. “The racial riots and tension in Singapore when
I was still young showed me the importance of strong inter-racial relations in Singapore.” 3
Moreover, his exposure to different races and cultures when he was younger is another factor
behind his efforts in promoting racial harmony. He added: “I was born into a village where all
my neighbours were Malay but I studied at Christian schools like Saint Joseph’s Institution. I
grew up with people who had different beliefs.” 4
Deservingly, Sarjit was recognised as a champion by the Ministry for Culture, Community and
Youth in inter-racial and religious harmony at the inaugural IRCC Awards Night earlier this year
when he received two honours – the Colours Award for being an outstanding IRCC Chairman,
194

2012, Secretary of the Community Arts and Culture
Committee since 2012 and, currently, the Vice Chairman
of the Community Sports Club. An active sportsman,
Sarjit also assists in organising the ‘Harmony’ bowling
tournament every year. He has also, in the past, played
in inter-constituency hockey and other tournaments. He
was previously a Management Committee member of
Singapore Khalsa Association and helped to organise
overseas hockey tours.
Sarjit has, incredibly, been able to still find time to be
a Trainer for the Community Engagement Programme
(a Ministry of Home Affairs programme), a registered
Mediator with Central Community Mediation Centre
since 2007, a Family Life Champion for Radin Mas from
2005 to 2008 and a licensed Solemniser for marriages
since 2004. He also served on the advisory committees
of two Institute of Technical Education (ITE) campuses
from 1990 to 2001.
along with the Harmony Award for Radin Mas IRCC for
the Best Project, ‘Race with Faith 2015’. 5
However, Sarjit’s contributions do not just end there.
He has also been actively involved in several grassroots
organisations and committees. He was the Chairman
of the Bukit Merah Central Residents’ Committee (RC)
from 1987 to 2003 and, presently, the Vice Chairman
of the Bukit Merah Community Club Management
Committee. At Radin Mas, he serves in multiple
roles. These include being a Member of and Silver
Ambassador for the Radin Mas Community Emergency
and Engagement Committee, Member of the Town
Council Neighbourhood Standing Committee for 2011-
With such an incredible list of contributions under his
belt, two questions come to mind – how does Sarjit find
the time to do this amount of public service work and
what motivates him to contribute so much time and
resources in this regard?
The 69-year old grandfather explained that his entry into
grassroots work was the result of a chance meeting. He
was working for the General Electric Company (GEC) in
1977 when he ran into former Singapore minister, Mr Lim
Chee Onn, who was then Member of Parliament for Bukit
Merah and worked for Keppel Corporation. The express
lifts in Keppel Corporation’s then-Ocean Towers Building
were installed and maintained by GEC. Recognising Sarjit
as one of his residents, Mr Lim approached him to come
forward and serve in the grassroots. This chance invitation
turned into a lifetime of public service. He was appointed
to the advisory committee of the Bukit Merah ITE and
started off as a Secretary at the RC.
195

“
Sarjit has been an active and dedicated grassroots leader with Radin Mas
constituency for 29 years. A man who wears many hats, he currently holds four
grassroots appointments in Radin Mas constituency. He is also a licensed solemniser,
a registered mediator and a Silver Ambassador among the many portfolios that he is
currently holding.
He has been the Chairman of Radin Mas IRCC since 2008 and plays an important
role to roll out activities and programmes to build and establish deeper understanding
and trust among the various religious communities in Radin Mas.
It is not an overnight success for him, as it all started with a single step to contribute
something back to the community 29 years ago. Just as every little drop contributes
to an ocean, every effort goes a long way in making a difference to the community one
lives in. I am glad to see his involvement receiving recognition and look forward to his
continued contributions toward the community.
Mr Sam Tan
Minister of State
Prime Minister’s Office and Ministry of Manpower
Singapore
“
Tragedy struck Sarjit a few years later though as his first
wife unexpectedly passed away. However, that episode
also taught him an important lesson – the value of the
social circles that he had made through his grassroots
involvement. “The support of my grassroots colleagues
during that difficult time inspired me to want to come
out and contribute more as I realised how important it
was to do things for others.” 6
Sarjit admitted that the biggest challenge he faced in his
public service involvement was time management as he
had to juggle his work, family and multiple community
roles. “As a result, family time was sacrificed as I missed
many family functions. However, it was well worth it!” 7
To help him address this issue, Sarjit often brought
his family along for many of his grassroots activities.
He explained with pride that his two children then
and, more recently, his second wife, have been party
to his community service involvement. For his public
service contributions, Sarjit was awarded the Pingat
Bakti Masyarakat (the Public Service Medal) 8 in 1994,
the Rotary International Paul Harris Fellow Award for
Community Service in 2000 (for ITE Alumni) and the
Outstanding Community Award by Radin Mas Citizens
Consultative Committee in 2009.
Besides his contributions, Sarjit also inspires others in
continuously upgrading themselves through his own
actions. He started his education at the Vocational
and Industrial Training Board (VITB) 9 at its Balestier
Road campus. Upon graduation, he joined the Public
Utilities Board (PUB) as an In-Plant-Trainee, which
196

Sarjit described as somewhat of “an apprenticeship
scheme”. At the same time, he attended night classes
to complete an Advance Craft Certificate and sat
for exams conducted by the City & Guilds (United
Kingdom) through distance learning. 10 After two years
at PUB, Sarjit joined GEC, where he again upgraded his
qualifications through a four-year diploma course at
the Management Development Institute of Singapore,
completing it in 1986. His desire to further upgrade
himself saw Sarjit completing a Master in Business
Administration programme at the Victoria University
of Technology in 2001 and also being awarded a
Certificate in Academic Excellence in International
Logistics and Business Strategy. After he was retrenched
in 2000 when GEC was acquired by General Electric,
Sarjit did not give up and used his qualifications and
experience to start his own consulting firm, Engineering
and Management Services. 11
In his article, Mr Wong further commented that Mr
Rajaratnam’s vision is a “…high goal worth striving
for, which gets to the heart of what makes for a
healthy democracy – an active citizenry, engaged
in the community, working together for the public
good.” 12 Well, through his never-say-die attitude and
determined spirit, Sarjit has certainly contributed
significantly towards a healthy democracy of deeds in
Singapore.
Endnotes
1
Towards a ‘democracy of deeds’ for Singapore, Lawrence Wong, The
Straits Times, June 3, 2014.
2
OnePeople.sg was established in 1997 to promote racial harmony and
spearhead programmes and initiatives to bring the different ethnic
communities together. It was launched by Prime Minister Lee Hsien
Loong as an organisation that champions racial harmony initiatives in
Singapore. See http://www.onepeople.sg.
3
Interview with Mr Sarjit Singh, October 7, 2015.
4
Racial Harmony Champion wins Award, The New Paper, August 1, 2015.
5
As part of its efforts to expand its outreach to engage the youth, Radin
Mas IRCC has been organising youth-centric events annually since
2013. In 2015, it organised the ‘Race with Faith 2015’ which was
modelled after The Amazing Race concept where participants had to
complete tasks at designated stopover stations which were the various
religious organisations in Radin Mas division. Ibid. See also https://
www.ircc.sg/en/Programmes/2015/Jan/Radin.
6
Interview with Mr Sarjit Singh, op. cit.
7
Ibid.
8
The Pingat Bakti Masyarakat was instituted in 1973. The medal is
awarded to any person who has rendered commendable public service
in Singapore or for his or her achievement in the field of arts and
letters, sports, the sciences, business, the professions and the labour
movement. See http://www.pmo.gov.sg/nationaldayawards.
9
The VITB was the predecessor to the Institute of Technical Education,
a post-secondary institution that provides pre-employment training
to secondary school leavers and continuing education and training to
working adults. See www.moe.gov.sg.
10
It boils down to passion, time management, The New Paper, September
8, 2014.
11
Ibid.
12
Towards a ‘democracy of deeds’ for Singapore, op. cit.
197

Sarvindar
Singh Chopra
"I
t is a funny little story, really! I was bored of class and it just so happened that the athletics
heats were going on that day. I skipped class and decided to take part in the heats.” 1 And this
marked the beginning of an illustrious sporting career that seemed to be made up of a number
of these funny little stories.
Mr Sarvindar Singh Chopra grew up in a village in Kim Keat Avenue in Singapore during what
he describes as some of the “best parts of [his] life”. The second of three boys, he was the son
of a businessman and a volunteer social worker mother. Although Sarvindar’s father was an
avid sportsman, none of his children inherited his interest in cricket or hockey. Amongst the
three boys, only Sarvindar expressed an interest and seemed to possess a prowess in sports.
The funny little story he describes above resulted in Sarvindar, who had never thrown a javelin
or hurled a discus in his life finishing third in the javelin heats and qualifying for the discus
finals to be held on Sports Day. With some guidance from his father, Sarvindar went on to win
discus medals at the district level first and then nationally. He was not only a national schools
champion for three consecutive years but also clinched a gold medal at an invitational event
in Ipoh.
The real highlights of Sarvindar’s career were however yet to come. To get to that, there is
another funny little story that must be told. Although he equalled the national record for
discus in 1971, Sarvindar’s achievements in this event began to plateau after that. Around
then, a friend he knew from the printing press gave him a lead. This friend turned out to be
Mr Michael Koay, Secretary of the Singapore Amateur Weightlifting Federation and this lead
was an introduction to none other than Mr Tan Howe Liang, Singapore’s weightlifting silver
medalist at the Rome Olympics in 1960. He then began to train with weights under Howe Liang
198

At the Southeast Asian (SEA) Games in Kuala Lumpur
in 1977, Sarvindar was granted leave to compete in
two distinct events – his pet event of discus and the
new one, weightlifting. By a twist of fate, another funny
little thing happened. In his first outing as a weightlifter,
Sarvindar clinched two silver medals and a bronze
medal while finishing fifth and without a medal in the
discus event. When asked which of the two sports is
his favourite, Sarvindar grins teasingly and answers: “It
is obviously the one in which I excelled.” 4 This line of
thought led Sarvindar to discard his discus and focus his
efforts on competitive weightlifting.
at the Evergreen Body-Building Centre. At this point,
weightlifting training, as Sarvindar put to The Straits
Times in 1981, was purely “for a selfish motive” 2 – he
wanted to build up strength and flexibility for discus and
shot put, which at that time were the events in athletics
that he was actively pursuing. Sarvindar explains: “The
classic weightlifting events of snatch and jerk, for
instance, build up co-ordination and involve very similar
motions and lifts that you would do when training for
discus.” 3 Additionally, the elements of speed and power
were the other commonalities shared by both sports.
Through his hard work at training, Sarvindar was soon
doing respectably enough at weightlifting for Michael
to decide to enter him for competitions in that event.
Before long, he was good enough to be selected to
represent Singapore.
Juggling a full-time day job with his family business and
training as a professional sportsman at the same time
were certainly not easy but there was no turning back
now. Sarvindar was enthralled. He recalls: “In those
days, sportsmen were never paid for their sport. We did
it out of love and passion for our sport – and to win.” 5
Although love and passion alone do not equate to
winning, it surely helped Sarvindar be committed to and
be disciplined about the grueling training sessions he
had to endure in order to be competition ready. These
sessions were held almost daily, and generally in the
evenings as a result of having a day job. Still, Sarvindar
recalls that he would try to fit some light callisthenic
exercises into his day schedule. Actual lifting practice
was reserved for the evenings. Although each of these
sessions was demanding, Sarvindar estimates that, on
average, he lifted over 10,000 or 12,000 kilogrammes
daily or 250,000 kilogrammes of weights per month, 6
it came to a point where “the day I did not train, it felt
like something was missing in my life.” 7 On account
of the success he had seen in the local and regional
weightlifting competitions, Sarvindar was invited by the
then-President of the Indonesian Federation to train in
Tawangmangu in Central Java. He fondly recalls this
three-week training camp in the cool weather up in the
hills, which was conducted by a former weightlifting
199

world champion from Poland. Again Sarvindar explains
that athletes like him in those days were likely to
spend more of their own money on training than from
sponsorships or award monies of any kind. Although
some supplementary money was granted to the
weightlifters for the trip to Indonesia, they had to raise
their own money for overseas trips.
The first culmination of Sarvindar’s intensified training
efforts with weightlifting was at the SEA Games in
Jakarta in 1979. Although he performed well, walking
away with silver medals, Sarvindar still recalls these
Games as something of an unexpected setback in his
plan. He explains that weightlifting is one sport where
you know who your competition is and you know what
you are up against. At the 1979 Games, Sarvindar
knew that his competitor from the Philippines was
more powerful than him. As such, Sarvindar sought
to raise his personal body weight at the last minute
in order to compete in a different category from him
– to move from the Heavyweight category (over 105
kilogrammes) to the Super Heavyweight category (over
110 kilogrammes). Alas, despite gorging himself on
food, Sarvindar was unable to do so and wound up
coming in second to the Filipino. This close brush with
glory spurred him on to work even harder as he “knew
then that a gold medal was within [his] reach.” 8 It is
at this point where Sarvindar made one of the biggest
sacrifices for the sake of his sport.
Given the fixed number of hours in a day, Sarvindar’s
job, and the number of hours he had to put into
practice, something had to give. This unfortunately was
the amount of time he could spend with his wife and
son. An articles in The Straits Times article in 1981,
chronicling Sarvindar’s preparation efforts, tells a story
of how there were fierce quarrels over the time he was
spending with the weightlifting team. A decision was
made and he sent his wife and only son to her family in
“
Sarvindar was a great sportsman
who received many accolades
during his sporting career which span
from 1973 to 1983.
As a close family friend, I remember
Sarvindar as a young lad determined
to make Singapore proud of his
contributions. Once he set eyes
on something, he would go all out
to achieve that goal, regardless of
obstacles in his way. Determination
was his mantra and that carried him
to greater heights in his life.
Mr S A Nathanji
Former Managing Editor/Columnist
Indian Movie News Magazine
“
India for two months. This was, of course, by no means,
an easy decision to make and once they were gone,
Sarvindar found himself wondering if he had made a big
mistake. Ultimately, he sought solace in the knowledge
that what he was doing was for his country, and, after
all “it was only for two months.” As the 1981 article
proclaimed in its headline, this is without a doubt a fine
exemplification of the notion “Nation Before Self”.
All of Sarvindar’s efforts and sacrifices came to fruition
in Manila in 1981 when he became Singapore’s “twogold
hero” 9 at the SEA Games. Sarvindar’s gold medals
were the first that any Singaporean competitor had
won during the SEA Games. It was also during these
games where he made it into the Singapore record
books 10 for lifting a combined 252.5 kilogrammes in
the Super Heavyweight event. He managed to repeat
his feat on home soil again in 1983 when the SEA
200

Games were held here. Sarvindar won his third gold
medal in two SEA Games competitions. These wins were
undoubtedly the zenith of his career. Tears came to his
eyes as he described how he felt, standing at the top of
the podium, hearing the notes of ‘Majulah Singapura’
resonate around him. Finally, all the “blood, sweat and
tears and more blood” had paid off.
All this came to a swift end in 1983 itself when Sarvindar
was hit by a bus while riding his motorcycle and broke
his arm. He was just 31 and his weightlifting career
came to a screeching halt. Raising his arm to show the
long white scar that is still visible on the underside of
his arm, this sanguine man declares that the accident
was a blessing in disguise. It allowed him to leave his
beloved sport on a high. However, he continued to be
involved with the local sporting scene. He was a referee
at the Asian Games in New Delhi in 1982 and at the
Second South Asian Federation Games in Dhaka in
1985. He also sits on the boards of a number of athletic
associations.
Sarvindar’s parting message to aspiring sportsmen
and women is simple – dare to dream and chase your
dreams. Sarvindar should know best for he dreamt big
and he chased his dream to become a national sporting
icon.
Endnotes
1
Interview with Mr Sarvindar Singh Chopra, March 11, 2015.
2
High and Mighty, The Straits Times, December 1981.
3
Interview with Mr Sarvindar Singh Chopra, op cit.
4
Ibid.
5
Ibid.
6
H Rai, Nation before Self, The Straits Times, December 1981.
7
Supra note 2.
8
Ibid.
9
D Singh, P Siow and H Rai, Lifter Sarvindar is our two-gold hero, The
Straits Times, December 10, 1981.
10
P Goh, Weight-lifting: Leg-up for S’pore weightlifters, TODAY, August,
10, 2011.
201

Satwant
Singh
"
T
he minute you are down, you pick yourself up and continue.” He said this in reference to his
Mercy Relief 1 mission to Nepal following the earthquake in May 2015. However, this is a motto
Mr Satwant Singh has embodied from the age of 16 years.
Satwant is the eldest son in a family of eight children. He could not continue his education after
his GCE ‘O’ Levels due to financial constraints. Despite the disappointment and initial setback,
Satwant took it in his stride and landed a job first as an office boy and then as a clerk. Having
impressed his superiors, he became a Manager in retail in the span of only two years. Just as he
tasted success in the corporate world, Satwant had to enlist for national service, where with the
encouragement of his parents, he signed on with the Singapore Armed Forces (SAF) to become
a Physical Training Instructor (PTI), known endearingly as “PTI Singh” by many of his recruits.
Asked to recount some memories of his days at SAF, Satwant burst into laughter when he said,
“Many of my classmates were my recruits...even my cousins were my recruits!” and “I had a
great time in the SAF but I wanted to get a degree like all my other friends.” 2
It was not long before Satwant picked up where he left off in his studies and began studying
law. It was a challenging time as Satwant still had to support his family. However, he made a
promise to himself that he was going to get that law degree. Satwant said that it was with
God’s grace that he was able to manage both. During that period, he got married and soon
had to juggle work, post-graduate law and welcoming his two children in 1992 and 1994.
During this time, Satwant’s daily routine was to go for classes in the day and then worked as a
security guard through the night at Methodist Girls’ School. Sleep was scarce but Satwant was
determined to succeed. He recalls that his lecturers were very concerned about his lack of sleep
but he assured them that even physical constraints would not deter him from his goal. In 1997,
202

triggered the desire to reach out to the underprivileged,
Satwant was quite emotional when he said: “It was
perhaps the experience of being denied an education.
I loved studying but I had to stop. I remember I cried
the whole night when my father told me he could not
afford to educate me anymore. Therefore, I will go all
out to help others.” 4 And go all out he has. Satwant was
one of the founding members of Youth Sikh Association
(Singapore) [YSA] and had become synonymous
with Project Khwaish – an annual community service
expedition which Satwant has been leading since YSA’s
inception in 2003. In December every year, Satwant
closes his firm and heads off to Punjab. Together with
between 15 and 20 Singaporean youth, he develops
libraries and refurbishes village school infrastructure to
improve the studying conditions for the school children.
This YSA project has gained significant recognition at
the community and national levels.
Satwant’s hard work came to fruition as he was called
to the Singapore Bar. Today, Satwant runs his own law
firm, Satwant and Associates, where apart from civil,
criminal and commercial litigation, he also fights cases
pro bono. One such instance was when some members
of the Sikh community were facing discrimination in
their organisations for donning turbans. “I will not think
twice if I need to help someone and if I know that I
can. I will just do it.” 3 Satwant is also a member of the
Law Society of Singapore and member of the Singapore
Academy of Law.
It is not only his personal struggles and achievements
that make Satwant so intriguing and inspirational. He
has a big heart for the underprivileged and engages
them whenever he gets the chance. When asked what
In addition, Satwant is Secretary of the Board of Directors
in Mercy Relief. His missions have brought him to Aceh,
the Gaza border, Sri Lanka, China, Philippines and
most recently, Nepal. During such missions, he provides
assistance and caters to the needs of the people in the
wake of disasters. He is not exempt from experiencing
disasters himself. Satwant experienced an earthquake
at the airport in Nepal just as he was about to depart.
Knowing that he still had colleagues in Nepal, he
chose to stay on to ensure that they were safe as well.
Satwant is firm in his belief that overwhelming as these
experiences may be, they make him a better person and
are a constant reminder that there is so much more to
which he can contribute. Satwant is quick to add that
this work would not be possible without the love and
encouragement from his wife and two children. “I really
salute my family,” he said, affirming his appreciation for
the support they give him. Their support has also seen
him contributing at the national level where he was
Vice-Chairman at the People’s Action Party Policy Forum
203

“
Apart from being a busy lawyer, Satwant is also busy serving the community,
both here and abroad. Since 2001, he has been active in grassroots work, serving the
constituents of Kolam Ayer. As a young, active and successful member of the Sikh
community, he has led YSA on its community projects to Punjab since 2003. As a
Director on the Board of Mercy Relief, Singapore’s home-grown disaster relief nongovernment
organisation, since 2003, Satwant has participated in Mercy Relief’s
relief and rehabilitative operations in places as far as Cairo and Jerusalem, and nearer
to home in Aceh, during the tsunami, and in the recent Nepal earthquakes.
Satwant believes in living life to the fullest and he adds meaning to it by serving
and contributing to not only his own Sikh community, but also to his fellowmen no
matter who they are or where they live. The Sikh community should be proud of him
and this country is enriched by having citizens like him.
Mr Abdullah Tarmugi
Minister for Community Development, Youth and Sports (1994-2000)
Singapore
“
204
from 2006 to 2008 and then Chairman from 2008 to
2012. He has also been actively involved in Kolam Ayer
Community Club.
Satwant is also of the view that the Sikh community
has contributed much to the national progress that
Singapore has made in the last 50 years. “The Sikhs in
Singapore are close-knitted in that they will go out of
their way to help you and, at the same time, are a very
open community. We invite one and all to our gurdwaras
(Sikh temples) and will not stand for criticisms of other
communities.” 5 Satwant feels that it is this characteristic
of the Sikh community in Singapore that has allowed it
to make its presence felt but also blend in harmoniously
with the multi-racial fabric of Singapore. He said the Sikh
community is very forthcoming in rendering support,
both financially and emotionally. Satwant was very
proud when the community raised a total of S$50,000
for victims of the Nepal earthquake, which further

attests to their charitable nature. The Sikh community
had previously taken part in other national fund-raising
efforts for disaster relief in several other countries.
While Satwant has deep admiration for the pioneers in
the Sikh community, he says that there is always more
that can be done by the Sikhs in Singapore. His hope
for the Sikh community in the next 50 years is that
community leaders engage the youth more intensely and
directly so that Sikhs can contribute to nation building
on a larger scale. One way he suggests this can be
done is by engaging them through community projects
or seminars with a focus on national and international
developments, akin to what he has been doing in the
last decade of so. Satwant's advice to the youth in
Singapore is: “Believe in yourself! Come forward and
make a difference. I hope that more Sikhs will step up
to join organisations such as YSA. We will go very far
when we stand together as a community and society.” 6
Certainly, there is no better time than now to “pick up
and go.”
Endnotes
1
Mercy Relief is Singapore’s only home-grown independent non-governmental
humanitarian charity, established to respond to human
tragedies in Asia. Its aid programmes include providing timely and
effective assistance to disaster-stricken communities; and longer-term
development projects to uplift the lives of the impoverished and disadvantaged,
focusing on water and sanitation, shelter, sustainable livelihoods,
healthcare and education. Mercy Relief serves the less fortunate
and needy regardless of country, culture or creed. Officially launched
by then-Deputy Prime Minister Lee Hsien Loong in September 2003, it
also seeks to promote a civic life of compassion, care and volunteerism.
It is an Institution of Public Character since 2003. Please see http://
mercyrelief.org/.
2
Interview with Mr Satwant Singh, June 27, 2015.
3
Ibid.
4
Ibid.
5
Ibid.
6
Ibid.
205

Sukhvinder
Singh Chopra
A
ttending school, playing football barefoot on the streets and scraping toe nails and catching
fish in drains with the children in the neighbourhood is how Colonel (Retired) Sukhvinder Singh
Chopra remembers his early childhood years.
Growing up in his early years in Jalan Setia off Macpherson Road, Sukhvinder spent most of his
childhood in a carefree village-like lifestyle. Apart from roaming around his estate, Sukhvinder
was an avid reader. This was probably due to his exposure to a wide range of books as his father
was a publisher. One of his favourite collections was the Enid Blyton series. Fortunately for
Sukhvinder, in his formative years, he was guided by his parents, particularly his father, whose
clear thinking and no-nonsense attitude shaped Sukhvinder’s outlook on life.
At the age of 18 years, Sukhvinder decided to sign a pensionable service/life-long contract
with the Republic of Singapore Navy (RSN). Although it was then rare for the eldest son from a
business class family to make such a move, his father was very proud of his decision and said:
“You will go through many ups and downs but stick to it and see it through with conviction”. 1
Sukhvinder can still visualise his father giving him this important advice.
When he was 24 years old, Sukhvinder was given the honour and challenge of being the
Commanding Officer of a warship even though he had only served six years in the RSN and
was the most junior of all the Captain-ranked officers on similar ships. This was an important
recognition of his capability and leadership. Although humbled by the experience, it was only
the first of many milestones in his career as a naval officer. A combined international Task
Force, led by the United States invaded Iraq to overthrow President Saddam Hussein’s regime.
The aftermath of the 21-day war witnessed the highlight of Sukhvinder’s naval career and one
206

The mission was fraught with dangers. Following the fall
of the Iraqi president, the country went into turmoil and
the sea lanes and oil refineries had become targets of
sabotage by those loyal to the deposed president.
Sukhvinder's Task Group, working closely with the
Task Force, was steadfast in its mission, which was
extremely successful and paved the way for subsequent
deployments by the RSN in the Gulf. Sukhvinder’s
leadership was recognised by the SAF and the United
States navy which led the multinational force. For his
role in the Gulf, Sukhvinder was awarded the SAF
Overseas Service Medal. 2
that put Singapore’s navy on the global map. Singapore
was invited to contribute to the reconstruction efforts in
Iraq. Sukhvinder was chosen to command a Task Group
as part of a multinational force in the Arabian Gulf in
2003. The mission was unprecedented for the RSN and
the Singapore Armed Forces (SAF).
Sukhvinder commanded the Task Group on Singapore’s
RSS Endurance, a multi-purpose ship which was the
largest in the RSN fleet. Sukhvinder and his team were
responsible for providing security and protection to
Iraq’s sea-borne assets and provide logistics support to
the many assets operating in the Northern Arabian Gulf.
The Al-Basrah Oil Terminal, a deep-sea offshore crude
oil terminal, was one of these key assets as it was a lifeline
for Iraq. Their other operational activities included
managing anti-smuggling operations.
Sukhvinder continued to play an active role in the RSN
and rose through the ranks. He went on to discharge
other principal duties in the RSN. By the time he retired
in 2006, he had attained the rank of Colonel and
commanded a squadron of ships. In recognition of his
exemplary skill in leadership and management during
his military career, Sukhvinder was awarded the Pingat
Pentadbiran Awam (Public Administration Medal) 3
for distinguished and meritorious service in military
command and staff work.
Although Sukhvinder witnessed many successes in his
naval life, he experienced tragedy early in his personal
life. He became a widower at a young age of 33
when he lost his sweetheart to cancer. His one and
only child, his son Karan, was just short of two years
old then. His son is one of the most important people
in his life. And just like his father did decades ago,
Sukhvinder beamed with pride when his son became
an SAF officer.
Following his military service, Sukhvinder was appointed
as the Director of Administration and member of
the leadership team at the Lee Kuan Yew School of
Public Policy (LKYSPP) at the National University of
207

Singapore. The school was only two years old, and
for five years thereafter, he helped to strengthen the
administrative foundation of the School in a variety of
functions, ranging from human resource management
to finance and donor relations. Whilst the environment
and scope of work was quite different from the RSN,
he adapted and contributed – the School gained
global recognition as a leading school of public policy.
After leaving LKYSPP, he went to work with the
Temasek Management Services Group, a whollyowned
subsidiary of Temasek Holdings. He now
collaborates with international development advisory
and implementation firms. He has worked in
Afghanistan on a World Bank project to spearhead the
development of a roadmap to build the country’s civil
service capacity and he oversaw its implementation in
phases.
Sukhvinder has been busy on many fronts. He has
become a qualified Executive Coach and an Associate
Leadership and Change Management Trainer at
various Institutes in Singapore and abroad, and
collaborates with international development advisory
and implementation firms. He believes deeply that
“
Sukhvinder’s significant
contributions in commanding
naval operations in the Gulf laid
the foundations for further such
deployments by Singapore. United
States Admiral James Stavridis, the
Force Commander in the Gulf then,
described Sukhvinder as a highly
capable commander and a super star.
Sukhvinder served the SAF with
distinction over a span of 28 years
and he personified the Sikh virtues
of truth, compassion, contentment,
discipline and contemplation.
“
Rear Admiral (Retired) Sim Gim Guan
Former Chief of Staff – Naval Staff
Republic of Singapore Navy
mind-set change, a never ending process, is at the core
of change management. Deep conviction, more than
knowledge or skills, is needed to bring about change.
When all is said and done, Sukhvinder's view is that
one has to accept the current realities, not be-labour
the past, learn earnestly and forge ahead together.
Sukhvinder has been an active volunteer for over 20
years. He is a member of grassroots organisations and
holds leadership positions. He has also served with
the Singapore Anti-Narcotics Association, a Ministry
of Education's School Advisory Committee and various
fund raisers.
He is also committed to reducing poverty through
his work as a board member of a non-government
organisation called Solutions to End Poverty (STEP)
208

which focuses on community development of the very
poor in Asia through customised systemic change
programmes that empower the community to sustain
the developments. As part of the initiative, Sukhvinder
supports the Change Makers Pathway (ChaMPs) for
youth which aims to develop enterprising community
leaders. ChaMPs participants immerse in the
‘Smile Village’, STEP’s ‘ground-zero’ pilot project in
Cambodia and they return to Singapore impassioned
and equipped to serve the community here. The final
outcome is to nurture life-long learners and volunteers
in Singapore.
Sukhvinder grew from a young boy scrapping his
toenails on the road whilst playing football to become
a commander of a warship. Although he has gone
through his share of ups and downs, he went on and
about to do his best and serve. Professionally through
his tour in the Singapore Navy, Sukhvinder's name is
etched in the annals of the SAF as the first officer and
first Sikh to assume a significant command role in the
conduct of naval operations in the Gulf.
Endnotes
1
Interview with Colonel (Retired) Sukhvinder Singh Chopra, June 3,
2015.
2
This award is given to a member of the SAF who has served in an area
outside Singapore after 9 August 1970 when engaged in operations
involving the keeping of peace, restoring of law and order, provision
of humanitarian aid or rescue, or relief operations in support of any
foreign government. See www.mindef.gov.sg.
3
The Pingat Pentadbiran Awam was instituted in 1963. There are three
grades of the Medal, namely, gold, silver and bronze. The Medal
may be awarded to the following persons for outstanding efficiency,
competence and industry – a public officer; officer employed by any
statutory authority; any person who is or has been in the service of any
organisation rendering services in education; or any person employed
in any company which is wholly-owned by the government and which
is carrying on business mainly as an agent or instrumentality of the
government. See http://www.pmo.gov.sg/nationaldayawards.
209

Surjan
Singh
A
lthough Mr Surjan Singh was born in Amritsar in India in 1931, he spent most of his growing
up years in Raub in Pahang, Malaysia. There, he lived a fun and happy childhood in his village
until the Japanese Occupation in 1942. Schools were forced to teach Japanese, which the local
teachers were incapable of doing so. Surjan subsequently did not go to school and his education
was interrupted for about five years. He took his GCE 'O' Level examinations in 1952 and
obtained a Grade 1 Certificate.
Surjan’s father was an ambulance driver in Raub. Surjan took the initiative to come to Singapore
to join the Teachers' Training College in April 1953 and graduated in August 1955. He took
his GCE 'A' Level examinations in 1956 and Standard Three Malay in 1964. He then enrolled
as an external student with the University of London and graduated with a Bachelor of Arts
(Economics and Geography) in 1971.
Surjan held various significant positions throughout his teaching career. These included Senior
Subject teacher for Geography at Queenstown Secondary School, Senior Subject teacher for
Economics at Raffles Institution and Senior Head of Student Affairs at Raffles Junior College.
Surjan left the teaching profession in 1986 when he 55 years old.
Surjan’s innate desire to contribute to society extends well beyond the years he devoted to his
teaching career. He became involved with probationary work as he wanted to help those at
risk and wayward youth. There were not many probationary officers during that time. Surjan
joined the ranks of the second batch. In fact, while he was still teaching, he became a Volunteer
Probation Officer (VPO) in 1972 and was put on the job placement committee where he would
find and match jobs for delinquents placed under his care. He juggled probationary work and
210

to work in a Japanese retail store. The effort by Surjan
helped turned their fortunes around and they are doing
well in life now.
teaching – a testament to his desire want to contribute
to society.
One of the cases he handled as a VPO and which
remains etched in his mind is that of a young Indian
boy on whom he also wrote a case study. Caught for
committing a petty crime, the boy was placed under
Surjan’s care and he had to counsel the boy and help
him find a job. He spent a considerable amount of
time with the boy and forged a bond with him. Surjan
managed to find him a job as a ship electrician. Surjan
did not stop there. He learnt that the boy’s older sisters
were unemployed and clearly not the best of role models
while their father had a drinking problem. Despite it not
being his responsibility, he found employment for the
oldest siblings in Yaohan. She became the first Indian
The second memorable case that Surjan handled was
when he joined the Singapore Anti-Narcotics Association
(SANA) as a counselor and Volunteer Aftercare Officer
(VAO) in the Sikh Aftercare (Counselling) Services. He
eventually became the Secretary of the organisation. The
case involved a young Sikh boy who had just finished
his national service and was served a drug consumption
conviction by the courts. He was placed in the SANA
Sikh Aftercare (Counselling) Services under the care
and guidance of Surjan. He counselled the young Sikh
and found him a job as a relief teacher as the young
Sikh had academic credentials. However, his job stint
did not last long when another Sikh VAO breached
confidentiality and leaked that the young Sikh was a
former drug user. Surjan was terribly upset. In Surjan’s
words: “Confidentiality is something every probation
officer needs to respect. It is crucial because it allows
for trust to be built”. 1 After investigation, the VAO was
dismissed by the SANA Sikh Aftercare (Counselling)
Services. Surjan continued counselling the young Sikh
who had found employment as a food inspector by
then. Surjan found out that the boy’s elder sister was
unemployed despite being educated. Surjan helped to
secure a job for her. She worked hard and eventually
settled down in Australia where she got a job as an
education officer. She then brought her younger brother
to Australia and he completed his Bachelor degree
there. From what seemed to be a dark and destructive
path into the life of drugs, Surjan managed to help the
young Sikh turn over a new leaf. For his voluntary work
in the area of probation, Surjan was awarded the Pingat
Bakti Masyarakat (the Public Service Medal) 2 in 1994.
Surjan’s exemplary work in community service saw
him receiving a Certificate of Honour for Outstanding
211

“
I first met Surjan in 1978 when he was a Volunteer Aftercare Officer at SANA where
I was working as the Senior Volunteer Programme Coordinator managing aftercare
programmes for ex-drug addicts placed on probation following their release from
the drug rehabilitation centres. Surjan provided aftercare counselling and practical
assistance to ex-drug addicts assigned to him and ensured that they completed their
probation successfully.
He was well regarded by his charges, their families and fellow volunteers. He
also helped SANA in training new volunteers and spoke at public events to
help SANA spread the anti-drug message to the public. He was one of the most
outstanding volunteers that I worked with in SANA. His contributions are highly
commendable.
“
Mr Shaik Aziz BBM and PBM
Former Deputy Executive Secretary
Singapore Anti-Narcotics Association
Services to the Singapore Anti-Narcotics Association and,
thereafter, becoming the Chairman of the SANA Sikh
Aftercare (Counselling) Services as well as a member on
the SANA Board of Management till 1997. His dedication
as one of the longest serving VPO was recognised at a
Ministry of Social and Family Development Volunteer
Awards ceremony in 2014 where Surjan was lauded for
42 years of outstanding volunteer service. 3
Surjan also offered his services to the Singapore Indian
Development Association (SINDA) as a member initially
and then Vice Chairman of the Case Review Panel –
a role he held for five years. In 2013, he received a
platinum award from SINDA for 20 years of service.
Surjan also joined Woody Lodge, a home for destitute
persons, as counsellor in 1990 to counsel and help
Indian lodgers. At the request of the Superintendent
of the Lodge, he organised conversational English
classes for interested lodgers. In appreciation of his
work there, Surjan was awarded a certificate for being
an Outstanding Volunteer in 1996 by the Ministry of
Community Development, Youth and Sports.
Surjan believes that giving back to society has enabled
him to lead a happy life. “People must aim for peace
and happiness, especially in today’s world where society
has shifted towards materialism.” 4 On his definition of
happiness, Surjan shared his wisdom: “It is a state of
mind and that of managing expectations”. 5
Apart from community work, Surjan takes great joy in
writing books and articles, several of which have gained
national attention and review. He has written about 50
articles as well as authored five books. He is a regular
contributor, since 1991, to the monthly magazine
publication, The Sikh Review, which is based in the city
of Calcutta, India. One of the his publications, They Died
For All Free Men, 6 was supported by Singapore’s National
212

Heritage Board and Professor Tommy Koh, Singapore’s
Ambassador-at-Large, launched it in April 2003. Surjan’s
love for imparting and sharing knowledge with others
is exemplified in his book, Mythological and Other
References in Gurbani. It is a pursuit to arouse one’s
interest into understanding the mystical references and
genuine words of wisdom found in the Sri Guru Granth
Sahib, the Sikh Holy Book. Being an educationist, Surjan
has an in-depth capacity for research and the ability to
convey abstract concepts through expression in simple
language. This is indicated in his book, Saluting Sikh
Soldiers of World Wars I & II, where he has meticulously,
and with intense dedication, compiled a comprehensive
list of Sikh Soldiers who died during the two wars.
Surjan turned 84 years old in this jubilee year and
currently spends his retirement years continuously
reading and writing. He and his devoted wife spend
a considerable amount of time with their children and
grandchildren. On how he would like to be remembered:
“I do not think about that. Everyone is here in life for a
different purpose and I try to fulfill mine by giving back
to society.” 7 And he has indeed given so much back to
Singapore society in the last four decades.
Endnotes
1
Interview with Mr Surjan Singh, July 12, 2015.
2
The Pingat Bakti Masyarakat was instituted in 1973. The medal is
awarded to any person who has rendered commendable public service
in Singapore or for his or her achievement in the field of arts and
letters, sports, the sciences, business, the professions and the labour
movement. See http://www.pmo.gov.sg/nationaldayawards.
3
David Ee, MSF Volunteer Awards – Volunteer lauded for 42 years of
service, The Straits Times, February 22, 2014.
4
Interview with Mr Surjan Singh, op. cit.
5
Ibid.
6
This book is a dedication to the memory of the brave Sikh soldiers who
died during World War II defending Malaya. See http://eresources.nlb.
gov.sg.
7
Interview with Mr Surjan Singh, op. cit.
213

Vear
Singh Gill
S
tanding six feet tall and overlooking the turf pitches at Hockey Village in Boon Lay, it is quite
impossible to miss this towering figure that was once lauded as the pillar of Singapore’s hockey
team. Mr Vear Singh Gill, who is currently a Director of Hockey One Pte Ltd, spends most of
his time supervising the operations of the facility that houses several football and hockey turf
pitches.
The venue, famously known as the Hockey Village, is a popular training ground for school
hockey teams across Singapore. In the afternoons, it is usually bustling with secondary school
children training intensely with their coaches, leaving the late evenings for friendly football
matches among white-collar workers. The Hockey Village is also home to a leased unit, where
a Thai martial arts instructor runs a Muay Thai gymnasium. One can often find Vear engaged
in a hearty conversation with regular patrons at the Hockey Village, exchanging life stories
and talking about sports-related events held in Singapore. It is a reflection of the warm and
welcoming personality that he carries around. Dressed in a casual blue t-shirt, white Bermuda
shorts and a hip silver goatee, the 70-year old offered a strong handshake and a soft drink
before sitting down all eager to answer questions about his professional hockey career for
Singapore, which spanned 18 years.
Vear was born in Singapore in 1945 but spent the first 14 years of his life in Punjab in India. In
1959, just as Singapore gained self-governance, he returned with his family to Singapore not
knowing how to speak a word of English. Many would find the language barrier a handicap in
assimilating with school mates but that did not deter Vear from being social. He played football
extremely well and learnt the local lingo through the many football games played at his village in
Dorset Road and at Christ Church Secondary School, where he studied. It was not too long before
214

ADP for the next five years. It was here at the ADP that
Vear started to train professionally with the national
squad. He began travelling overseas, playing against
international teams and fully living and breathing
hockey. It was during this time that he was given his
first permanent position to play on the field and that
was of a ‘right wing’. He explained that this spot was
chosen for him by Singapore’s hockey pioneer, Mr Kartar
Singh, who was 10 years his senior. “We used to play
in gurdwara (Sikh temple) tournaments and he saw
my speed." 1 Kartar was impressed with his extremely
nimble feet and impeccable skills.
Vear progressed to taste his first international
competition with the ADP in 1965. He flourished as
a right winger and quickly gained a reputation as an
artful hockey aficionado. He attributes his footwork and
endless stamina to his strong background in playing
football.
Vear could converse not just in English but also a little
of each of Singapore’s ethnic languages. Surprisingly, his
favourite sport was football. He often played it back in
Punjab during his childhood. He had a strong passion
for the game and, being extremely fast and skillful,
was quickly favoured among the Dorset soccer boys.
However, his stint in football did not last long.
It was still during the colonial rule, and after completing
his GCE ‘O’ Levels, Vear was persuaded by his uncle to
play hockey for the Army Depot Police (ADP). He was
a complete natural at running. He had the stamina of
a horse, lightning speed and incredibly quick twisting
hands, the hallmark of what was to become hockey
elite. Vear, then only 16 years old, young blooded and
full of drive, trained intensely and passionately with the
Vear joined his first local hockey club when he began
playing for Ceylon Sports Club’s Under-23 team.
Thereafter, as he grew older, he went on to play in the local
hockey league with the Singapore Khalsa Association
and finally Singapore Indian Association. While
representing Singapore, he recalls with enthusiasm the
international tournaments in which he took part. Those
tournaments were namely the Tun Razak Cup organised
by the Malaysian Hockey Federation, Southeast Asian
Peninsular (SEAP) Games and the most prominent
of all, the Pre-Olympic Games in Lahore in Pakistan.
Vear was noticeably proud to discuss his experience
in the Pre-Olympics Games in Lahore. After all, it was
this tournament that gained international recognition
for the tiny island. The Singapore team entered the
tournament facing tough opponents in their first round
– Ceylon (now Sri Lanka), Malaysia and Pakistan. The
Singapore team however did not waiver and went on to
beat Ceylon and Malaysia and drew with heavyweights,
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Pakistan. He described all the games as “shock results”.
The team gained five out of a maximum six points and
stood at the top of the table – a feat never achieved
before. Pakistani sports journalists covering the event
had the headlines “Small Island leads the world”
splashed on the front page of the local newspaper. It
was a very surreal and proud moment for Vear. Never
did he think that he would be part of a team to put
Singapore on the map. As he states: “It was a hell of a
write-up.” 2 However, their run did not last long. However,
despite stubborn resistance, the team was knocked out
of the competition. Although the Singapore team failed
to make it to the Olympics Games in 1968, it achieved
a feat that made Singaporeans back home proud and
made the world take notice of Singapore.
Upon its return to Singapore, the team started preparing
for several other international competitions, namely the
SEAP Games and the Tun Razak Cup. He recollects the
moment he was chosen to play ‘right half’ on the field.
However, he did not baulk at being given the toughest
job on the field – it required incredible stamina which
meant running from one semi-circle to the other (or D
to D) and it involved attacking as well defending. With
Vear’s seniority, impeccable accuracy in passing the ball
across the field, his colossal stamina and electric speed,
he was certainly the right man for the job. He held that
influential position till he retired.
Vear’s greatest accomplishment would perhaps come in
1973 when he captained the Singapore national team
to win the gold medal in the SEAP Games, the one and
only time the Republic would do so.
When asked which tournament the national squad
found the most challenging, Vear promptly replied that
it was the Razak Cup. He had captained the team on
numerous occasions in this tournament. He explained:
“The state teams were really strong, with Selangor
“
I came to know Vear sometime
in the mid-1960s. As a schoolboy
with the passion for hockey, I had
immense pleasure watching him
play at the Balestier Plains. He
struck immediately as a skillful and
naturally-talented player. It was no
surprise that he went on to don the
national colours. He even captained
the national team and the icing on the
cake was winning the SEAP Games
gold medal. This feat is unmatched
till today.
Vear’s selfless devotion to the game,
discipline, determination and commitment
are qualities that any
sportsman would like to possess. He
was one of the finest hockey players I
have seen and played with.
Mr M Neethianathan
Former Chairman of Board of Games
Singapore Indian Association
“
being the toughest opponent. It was the most affluent
urban city in the country and attracted the top hockey
players from across Malaysia. Singapore would always
find a way to edge out the rest of the state teams to
reach the final.” 3 While the matches against Selangor
were tough, he was quick to admit that “they were
stronger than us”. The runner-up position was still
a momentous feat for the captain and his team. Vear
retired from international hockey in 1979. Looking back
at his colorful professional career he said: “I played with
full passion. Hockey took me places. I am happy my team
and I were able to make our country proud whenever
216

we could”, 4 his eyes lighting up as he spoke. Vear did
not hang up his hockey stick as yet. He continued to
play as a veteran in friendly matches against younger
opponents. He retired completely in 2006, just as his
baby project Hockey One was born. He has been looking
after it since.
Vear stated: “Hockey has always been my life. It still is
today. It provided me with a meaningful life back then
and now my life revolves around this place.” 5 When
asked the type of advice he would like to give to youth
who want to pursue a career in hockey, he said that they
must be disciplined, in his voice deep with conviction.
He added: “They should stay away from vices and focus
on their goals. They should work hard and they will
surely be part of some incredible experiences.” 6 Vear
lived by this motto during his professional stint as an
athlete. This is indeed golden advice from a man who
put his heart and soul into the game and helped to
place Singapore on the global hockey map.
Endnotes
1
Interview with Mr Vear Singh Gill, March 17, 2015.
2
Ibid.
3
Ibid.
4
Ibid.
5
Ibid.
6
Ibid.
217

Fulfilling Aspirations...
Young Sikh
Association
(Singapore)
O
ne of the more recent institutions to be established in the Sikh community is Young Sikh
Association (Singapore) [YSA]. It was launched by Associate Professor Yaacob Ibrahim, then-
Singapore’s Minister for Community Development and Sports, in 2004.
YSA’s mission is to fulfill the aspirations of young Sikhs. It reaches out to young Singaporeans
with the aims of understanding, appreciating and fulfilling their aspirations. It supports the
development of the youth sector in Singapore by enabling youth to realise their aspirations and
make valuable contributions to broader society.
Additionally, YSA seeks to enhance mutual understanding on issues of common concern and
foster friendships across ethnic groups in Singapore, the region and the world.
Objectives
• To enhance understanding of national issues among young Sikhs and to encourage them to
contribute to the betterment of our society as thoughtful and responsible citizens.
• To provide platforms for young Sikhs to strive for intellectual and professional development.
• To strengthen inter-racial friendship and harmony by organising and actively participating in
inter-community activities.
218

• To foster community spirit among young Sikhs through community service at home and abroad.
• To build networks with local and international youth groups so as to foster national identity and a global mindset
among young Sikhs.
Programmes
As a totally independent Sikh organisation, YSA’s programmes are initiated by young Sikhs for young Sikhs, in particular,
and the Sikh community and Singapore society, in general. YSA’s programmes are designed to allow young Sikhs to
meet their aspirations and to enable them to contribute to the betterment of the Sikh community and Singapore.
• Arts and Culture
• Community Service
• Conferences and Seminars
• Professional and Intellectual Development
• Sports
From lectures, dialogue sessions, seminars and professional development workshops to dhol competitions, cultural
shows and sports activities, young Sikhs and young Singaporeans choose their avenues of aspiration and integration.
For more information on YSA, please visit www.ysas.org.
219

In Appreciation
Y
oung Sikh Association (Singapore) [YSA] extends its gratitude to the following organisations and
individuals for their invaluable contributions and support for this publication:
• Mr Lee Hsien Loong, Prime Minister of Singapore, for accepting YSA’s and the Sikh community’s
invitation to grace the launch ceremony.
• The Panel of Reviewers for its involvement in the project. The reviewers spent more than six
months and many hours deliberating and deciding on the final list of nominees for the book.
• The Ministry of Culture, Community and Youth for providing the funding through the SG50
Celebration Fund and including this publication as part of the SG50 celebratory project.
• The nominees, their family members and friends who took time off from their busy schedules to
share interesting and unique perspectives of their life stories and contributions to Singapore’s
nation-building, and providing for an eclectic mix of narratives for the publication.
• The YSA Secretariat, comprising Mr Malminderjit Singh, Mr Sarabjeet Singh, Ms Harsimar Kaur,
Ms Sukvinderpal Kaur, Ms Sheena Gill and Mr Hernaikh Singh, for overseeing the project.
• The researchers for readily coming forward to contribute to the project, fully realising the
challenges of research and the expectations of rigour in the work they were expected to
undertake and deliver. They delivered admirably.
• The photographers for managing the photography sessions.
• The Singapore Sikh Education Foundation and Sikh Sewaks Singapore for jointly organising the
launch ceremony.
• The Sikh institutions, especially the Central Sikh Gurdwara Board, Central Sikh Temple and
Singapore Khalsa Association, and non-Sikh organisations, particularly the ISEAS-Yusof Ishak
Institute, Singapore Hotel Association Training & Education Centre and Tan Tock Seng Hospital,
for lending their support to the YSA Secretariat for the project.
• Khalsa Printers Pte Ltd and its team of designers for their conceptualisation, design and
publication of this book.
• Each and every one who has contributed in one way or another to this initiative either through
giving his or her time and views or by simply being part of this publication.
• All of you for taking time to read this publication and, in doing so, showing your support and
appreciation to the 50 Sikhs for their contributions to Singapore’s nation-building.
220

ISBN: 978-981-09-7748-1