A NEXT GENERATION Ornamental Fish Company Powered by TECHNOLOGY and INNOVATION - Enterprise Singapore
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A NEXT GENERATION
Ornamental Fish Company
Powered by
TECHNOLOGY and INNOVATION
Qian Hu is a fish farm that thinks and acts like a
technology company, taking the responsibility of
keeping our fish alive through technology and not
relying too much on people. With innovation already
an integral part of the Qian Hu culture, for us not to
think out of the box is like being fish out of water!
KEY HIGHLIGHTS
Since early 2000, Qian Hu has undergone Innovative ideas are openly discussed and
major transformation in its quest for constructively challenged and early failures
excellence. It has grown from an ornamental in the innovation process are accepted as a
distribution business into an integrated learning experience. The entire organisation
service provider. Innovation and quality are embraces a culture of “creating values from
enshrined by the senior management as mistakes”. To ensure a constant flow of new
the most crucial factors for value creation ideas from all levels of employees across
and survival as well as sustainability in this the organisation, senior management takes
increasingly competitive industry. a strategic stance by having a high tolerance
for errors which encourages employees to
try out new ideas and in the process discover
new innovations.
The importance of innovation and quality There are excellent examples of innovations
is embraced with uncompromising in the last three years with numerous
commitment across the organisation. flourishing in the pipeline that have potential
There is a great sense of cohesiveness in for creating value for the entire industry 1
working relationships across all levels in and can possibly replace the current market
w w w. q i a n h u . c o m
the organisation. This cohesive relationship standard to become the new standard. This
forms the fabric of the innovation culture in will bring about breakthroughs and value,
Qian Hu. not just for the organisation but also for the
industry.
Qian Hu’s leadership team is committed to transform Qian Hu
from a traditional fish farm into a technology and knowledge-driven
enterprise. A strategically integrated Research & Development
(R&D) division was set up in 2009 to holistically spearhead research
and development. The management had the foresight and agility
to respond such that despite the downtrend in the past three
years, Qian Hu continued with its investment in improvement
and development works, culminating in an upmarket, designer
“LUMI’Q” fish tank, advanced Arowana tank, and a patented
filtration technology, “Hydra”. On the fish breeding front, new
natural-bred Arowana were launched in the local and overseas
markets. All these outcomes enhanced Qian Hu‘s market leadership
position as an integrated service provider. This vindicates Qian Hu
as a progressive organisation with a strong spirit to take on any
challenge that comes its way, emerging even stronger to harness
the next uptrend.
Q I A N H U C O R P O R AT I O N L I M I T E D
OUR FOCUS FROM
“Hello,
Qian Hu family, NOW SHOULD BE ON QUALITY
we have a problem” AND INNOVATION. LEVERAGE
Kenny Yap, July 2009 ON TECHNOLOGY TO IMPROVE
PRODUCTIVITY!
Changes taking place that affect competition with a
growing global competition, encompassing:
• Increasing regional competitors that are adopting
modern farm technology and investing more in Research
&Development;
• Neighbouring countries wanting to export ornamental fish
globally with the government backing;
• With a more connected world, introduction of new fish or
accessories becomes much faster;
• Introduction of cheap fish from close neighbouring countries
2 affecting the local scene;
• Increased emphasis on delivery time and quality by
w w w. q i a n h u . c o m
customers
“WE NEED TO
CONTINUE TO
DIFFERENTIATE
We embrace and confront challenges with
OURSELVES AND WE speed and aggressiveness in seeking out
improvements in our operations and seizing
NEED TO REMAIN related business opportunities. We recognized
training of our staff as a long-term investment
and will fully support as long as it adds value
RELEVANT TO THE to the staff and ultimately to the operation. We
profess to our staff that the only way to have
MARKET” a better life for all is when new value-adding
ideas and contributions occurred, resulting
in better products and services that sells. An
emerging challenge is getting staff to work
on a global framework and mindset where
opportunities abound, only then can we become
a notable global player.
Q I A N H U C O R P O R AT I O N L I M I T E D
LEADERSHIP
We want to be the world’s most value adding
and productive Ornamental Fish and Aquarium
& Pet Accessories provider by our focus on
Innovation and Quality.
TOP DOWN: LEADERSHIP
• Top down Operational improvement projects
• Annual Problem Solving/ Creativity training sessions
• Learning visits to organisation
3
w w w. q i a n h u . c o m
INNOVATE
AWARD
1) To become the world’s Number 1 ornamental
fish exporter.
EMBRACE CONSTANTLY
2) To be the most innovative and profitable FAILURES COMMUNICATE
Dragon Fish breeder.
3) To establish “Ocean Free” brand as one of
the most recognizable brand of innovative INNOVATION
aquarium accessories in Asia.
CULTURE
4) To develop the widest distribution network
in Asia for our aquarium and pet accessories
business. CONSTANTLY
IMAGINATION IMPROVE
5) To achieve and maintain a minimum net
profit margin of 10%.
6) To be a debt free and high dividend payout WITS
company REWARDS
7) To be the most efficient and productive
ornamental fish company in the region.
8) To build the pet accessories business
to a level that is equivalent to aquarium BOTTOM UP: STAFF PARTICIPATION
• Suggestion scheme, with minimum recognition of $60;
accessories. more where there is cost savings
• Creating Value from Mistakes, CVM
9) To export our aquarium accessories to more • Productivity WITs process, simplified SME framework
than 65 countries by 2015.
Q I A N H U C O R P O R AT I O N L I M I T E D
“…….by doing the
right things, the market will reward
you more than you think.”
Kenny Yap, Executive Chairman and
Managing Director, October 2007
4
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Q I A N H U C O R P O R AT I O N L I M I T E D
PLANNING
TRANSFORMATION FROM A TRADITIONAL FISH INTO A
TECHNOLOGY AND KNOWLEDGE-BASED ENTERPRISE
Fuzzy-
logic Smart
Technology
Arowana Fish Tank
International Innovative
Scientific Marketing Hydra-
Publication Design & strategy Pure Water
(1st Fish Farm in DEvelop Fish Sterilization
the World) Tank Products Technology
Lumi’Q Smart
Technology (1st Portable Auto
Integrated in the World) Fish Count
R&D Mission & Fish Packing Technology
Culture and Automation
WITS & Technology AR-G1 Nutrition DNA-based
Productivity Technology Fish Nutrition
Processes (Pellet Feed) Technology
Kick-off
Hydra-Pure Portable
Arowana DNA Integrated R&D Filtration Hydra Filtration All-Season
Technology Dept Technology (1st and Adapter Breeding
(1st in World) Set up in the World) Products Technology
5
2005 2006 2007 2008 2009 2010 2011 2012 2013 2014-2020
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Q I A N H U C O R P O R AT I O N L I M I T E D
INFORMATION
SHARING LEARNING INNOVATING
6
w w w. q i a n h u . c o m
OUR 4 VALUES:
I: Integrity, E: Entrepreneurship,
V: Value Creation, T: Teamwork
[forming the 4 DNA base pairs]
Q I A N H U C O R P O R AT I O N L I M I T E D
PEOPLE
We need to up-skill our ground staff to be creative and consistently
urge them to seek continuous improvement. Reward them when
they achieved higher skill level and recognize their contribution.
Engaged staff constantly through dialogues, keep channels open,
get them involved in project teams, emphasis hygiene factors,
challenge them, value them, help them in job satisfaction, built a
career with us, and you will get back many times in return.
WE BRING
FUN TO YOU 7
w w w. q i a n h u . c o m
Q I A N H U C O R P O R AT I O N L I M I T E D
PROCESS
We need to harvest, manage creative ideas, and implementing
them to create Value for our organisation
Given the difficulty in hiring operational staff, we must continue to
push for productivity increase. We should find ways to
make our processes more efficient. Staff skill set can
also be upgraded with the use of technology.
Maintained and optimised
manpower by reducing cleaning of
filters per tank basis to a centralized
process; use of our patented hydro-
8 pure technology to provide optimum
healthy water for the fish, thereby
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reducing daily losses.
LEVERAGE ON
INFORMATION TECHNOLOGY
FOR GREATER EFFICIENCY IN
PACKING PROCESS FOR SHIPMENT,
RESULTING IN ZERO ERROR AS
COMPARED TO PAPER-BASED
SYSTEM.
Genetic marker studies of Arowana, and selective breeding
resulted in new varieties, meeting market needs for exotic fish.
Q I A N H U C O R P O R AT I O N L I M I T E DPROCESS
BRAIN
STORMING
Idea/ Pre-concept Conceptualisation Feasibility/ Experimental
of R&D initiatives of R&D projects Preliminary studies Design
Application of findings Discussion Documentation and Execution of
to current methodology and Conclusion modification of experiments Experimentation
VERIFICATION REVIEW OF
DOCUMENTATION EXPERIMENTATION
OF BENEFITS
9
RISK ASSESSMENT WILL BE BASED ON:
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Market Needs Cost-Benefits analysis Our Capability and Resources availability
PACKING
WAREHOUSING
AROWANA
BREEDING
QUARANTINE
(Ornamental Fish)
SALES /
CUSTOMERS PURCHASE
PRODUCTION CUSTOMERS
DELIVERY
(Accessories,
Pet Food)
MARKETING
Finance/ Admin. Human Resource P.R. & Design Research & Development
Publication Maintenance Information System
Q I A N H U C O R P O R AT I O N L I M I T E DPROCESS
10
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Q I A N H U C O R P O R AT I O N L I M I T E DRESULTS
CUSTOMERS
CUSTOMER SATISFACTION INDEX REPEAT CUSTOMERS
4.3 90
4.2 84.46
Level 1 to 5 pointers
85
Percentage %
4.1 82.9
3.97 82.45
4 3.91
3.87 80
3.9 3.85
3.8
75.05
75
3.7
3.6 70
2009 2010 2011 2012 2009 2010 2011 2012
INDEX TARGET REPEEAT TARGET
ON-TIME DELIVERY
100.02
100
100 11
Percentage %
99.98
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99.98 99.97
99.96 99.95 LUMI’Q
Projected
99.94
Sales, 2013
99.92 $295,000
2009 2010 2011 2012
ON-TIME TARGET
HYDRA
PROJECTED
SALES, 2013
$70,000
Q I A N H U C O R P O R AT I O N L I M I T E DRESULTS
FINANCIAL
SPECIFIC DATA FOR SECTOR PERFORMANCE CANNOT BE SHARED DUE TO CONFIDENTIALITY.
BUSINESS SECTORS SALES TURNOVER 2012 VS 2009 REMARKS
ACCESSORIES Improved, 34.7% Our innovative, patented products had contributed to
improved sales
FISH Declined, 11.6% Due to Euro crisis, led to the drop in exports; but
process innovation and improvements had resulted in
increased productivity
AROWANA Declined, 21.3% Due to oversupply, led to price dropped over 50% in
the past 3 years; new Arowana varieties from gene
pool selection breeding had led to higher price, with
much better profit margin from year 2013
Likewise, for product financial performance data linked to our innovative product, fish and accessories cannot be shared
due to market competition reason and being a public listed company. Relevant data had been shared with assessors on
site for verification.
12
PEOPLE
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SUGGESTION IMPLEMENTATION RATE
(Implemented over shortlisted ones) QUALITY OF SUGGESTIONS (SHORTLISTED ONES)
08 09 10 11 12 08 09 10 11 12
Total 14 8 6 5 4 % 14.3 11.4 29.0 26.9 50
Rate% 87.5% 80% 66.7 71.4 80% Target% 25 25 20 25 25
Target 70% 70% 70% 70% 70%
TRAINING PLACES UTILISATION RATE
AVERAGE LEARNING HOURS PER STAFF
09 10 11 12
09 10 11 12 Actual 90.9% 83.6% 66.32% 60%
Manager 4.16 3.68 3.09 2.76 Target 100 90 80 80
Exec 125 42.35 105.3 69.5
Non-Exec 50.6 42.79 45.59 51.6 LEARNING PLACES FOR INNOVATION RELATED
Overall 56.95 39.85 50.71 47.34
09 10 11 12
Target 70 60 60 60
Innovation 48 64 42 38
UK-CIPD 34.16 40. n.a. n.a. Learning [50] [50] [50] [50]
Learning 297.3 450.5 156.5 463.5
hours [300] [300] [300] [300]
Targets in brackets
Q I A N H U C O R P O R AT I O N L I M I T E DRESULTS
PEOPLE
STAFF SATISFACTION MEAN SCORE 2008 TO 2012
The tasks are challenging,
08 09 10 11 12
good camaraderie, new ideas
and improvements, ...
Fish 3.95 3.77 3.78 3.62 4.40 better not... leave
Accessory 3.40 3.50 3.38 3.39 3.91
Arowana 4.20 3.91 4.03 3.91 4.52
Overall 3.67 3.70 3.60 3.54 4.14
Target 3.5 3.5 3.8 3.8 4.5
STAFF INNOVATION INDEX IN 2012, THE EOS FORMAT WAS REVIEWED AND
(started year 2007) QUESTIONS WERE STREAMLINED. MORE STAFF
ENGAGEMENT QUESTIONS ARE INCLUDED.
08 09 10 11 12
ALSO, IT IS NOW ON A 6-POINT SCALE. PRIOR
Fish 4.24 4.01 3.91 3.74 4.51 YEARS WERE ON A 5-POINT SCALE. 13
Accessory 3.58 3.65 3.68 3.48 4.03
w w w. q i a n h u . c o m
Arowana 4.28 4.0 4.22 4.09 4.61
Overall 4.01 3.82 3.82 3.65 4.26 FROM 2012, LIKEWISE BASED ON A SCALE OF
1 TO 6. THE INNOVATION INDEX HAS BEEN
STAFF RESIGNATION RATE
THE TOP 2 HIGHEST SCORING CATEGORIES
(Average monthly) IN PAST YEARS, INDICATING VERY
POSITIVELY ON THE COMPANY’S DRIVE FOR
09 10 11 12 INNOVATION AND IMPROVEMENTS.
% % % %
Manager 0.46 0 0.46 0
AVERAGE LENGTH OF SERVICE
Exec 1.52 0.35 1.54 1.85
Non-Exec 1.40 1.55 1.74 1.74 2010 2011 2012
Overall 1.29 1.27 1.53 1.53 Fish 6.91 7.25 7.68
Target 1 1 1 1 Accessories 6.0 6.10 6.32
Services 2.2 2.4 2.3 2.3 Arowana 7.36 7.20 9.48
(MOM*)
UK-CIPD# 0.7 n.a. n.a. n.a.
Managers 11.94 13.86 14.87
* MOM: Ministry of Manpower, Services sector
Executives 5.48 5.10 6.57
# UK-CIPD: Chartered Institute of Personnel & Development
Non-Exec 5.27 5.53 5.73
Overall 6.21 6.61 7.17
SNEF median 7.0 n.a. n.a.
Q I A N H U C O R P O R AT I O N L I M I T E DRESULTS
PEOPLE
STAFF TURNOVER RATE
3
2.3 2.3 2.4 2.3 2.3
2.5 2.2 2.2
2
Percentage %
1,54 1.53 1.53
2.5 1.29 1.27
1.01
1
0.5 0.62
0
2006 2007 2008 2009 2010 2011 2012
MOM QIAN HU TARGET
MEDICAL LEAVE, DAYS PER STAFF;
14
target 2.5 days
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09 10 11 12
Fish 2.76 2.06 1.79 1.53
Accessory 3.24 4.11 3.87 3.57
Arowana 2.5 1.79 3.2 3.46
Total 2.99 3.05 2.93 2.70
U.K.-CIPD 6.4 6.4 7.1 n.a.
Q I A N H U C O R P O R AT I O N L I M I T E DRESULTS
OPERATIONAL
DAILY LOSSES AROWANA OFF-SPRINGS PRODUCTION
7 2500
6 2113
6 5.13
4.89 4.68 4.99 2000
5
Percentage %
1500
Numbers
4 4.87 1316
1105 1200
3 4.44 957
1000
3.33
2
500
1
0.84 1.02
0 0
2008 2009 2010 2011 2012 2008 2009 2010 2011 2012
FISH AWORANA TARGET TARGET : 1,800 FRY
EXPORT D.O.A. FRY SURVIVAL RATE, AROWANA
3.5 3.25 92.2 92.05 15
2.88 2.78 92
3 91.85
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2.5 2.54 91.8
2.5 91.62 91.64
91.6
Percentage %
Percentage %
2 91.4
1.5 91,2
91.07
91
1
90.8
0.5 90.6
0 90.4
2008 2009 2010 2011 2012 2008 2009 2010 2011 2012
FISH TARGET TARGET : 92%
Q I A N H U C O R P O R AT I O N L I M I T E DRESULTS
OPERATIONAL
NUMBER OF TRADEMARKS BY COUNTRIES,
AS OF 2012
Country Registered Pending
Singapore 77 5
China 47 1
Malaysia 30 3
Taiwan 29 0
Thailand 28 4
Indonesia 22 11
Vietnam 11 0
Philippines 6 0
Brunei 5 0
16
Europe 4 0
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Australia 3 0
USA 3 0 COMPARISION AVERAGE PAST 3 YEARS
India 2 0 ST ENGINEERING 4.8%
New Zealand 2 0 TOYOTA R&D 3.96%
[T: 293] 269 24 HITACHI R&D 4.3%
R & D INVESTMENT VS SALES, %
18.00
15.71
16.00
14.00
12.00
Percentage %
10.00
8.00
8.70
6.11
6.00 5.02
4.35
4.00
1.85 1.49
2.00 0.80
0.48
0.13
0
0.10 0.003 0.35 0.54 0.37
2008 2009 2010 2011 2012
FISH ACCESSORY AWORANA
Q I A N H U C O R P O R AT I O N L I M I T E DRESULTS
OPERATIONAL
EXCESS
A CREATIVE
WATER
SPOON
DISPOSAL
DISPENSER
STRAINER
MEDICINE
LOBSTER
DISPENSER
QUARANTINE
CONTAINER
17
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RECORD
NETTING TO
SHEET FIXTURE,
PREVENT
WATER-
FISH LOSSES
PROOFING
SELF-MADE
CAN FLIPPER
Q I A N H U C O R P O R AT I O N L I M I T E DQIAN HU: Q&A
2. What were the major changes put in
place?
Since 2000, we had a major re-organization
of manpower internally so as to optimize
the efficiency of the staff and re-deployed
many key personnel to relevant post. We
started our innovation journey as early as
2002 when we embarked on the Arowana
DNA genotyping project with Temasek Life
Sciences Laboratory and during phase 2, we
got a EDB grant for the continuation of this
state-of-the-art- technology based project.
18
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Around 2008, we expanded our R&D
department to a team of 4 persons
1. Why did Qian Hu undergo on a major and rename it, Group Integrated R &D
transformation starting from 2009? department, purpose to emphasize the
need to integrate the 3 divisions’ need
Qian Hu was listed in 2000 at the Singapore and technology together. This is important
Stock Exchange. This formalised the journey because of the unique and advantageous
of transformation from a family run business organizational structure of Qian Hu. We are
to a corporate organisation. There was a probably one of the few companies that
need to transform in order to cater to the have fish farming, fish import/export and
changing and competitive ornamental fish also aquarium accessories manufacturing
industry but more importantly, is for Qian Hu and development. We invested heavily on
to meta-morphosize into a technology and innovative filtration systems, contemporary
knowledge-based company. tanks and continued in our DNA research on
Arowana. The latter had resulted in natural
We sensed the greater competition and the inter-breed varieties of vibrant Albino Silver
need to differentiate our products on the Arowana (dragon fish) and thereby command
global stage. a higher price.
The notion of moving towards quality
products, both accessories and fish that are We also continued to leverage on technology
innovative is ever so critical. We need to build and I.T. to be more productive and efficient
a strong innovation culture to drive next level on our operations, example in the use of
of growth. Back then, the Arowana market PDA for inventory control and integrated
had also gotten saturated with new breeders export packing system. This had led to
coming in to meet the demand which had more accurate inventory, zero error in export
ultimately led to oversupply and subsequent processing and equally important upgrading
price drop. the skill set and competency of our staff.
Q I A N H U C O R P O R AT I O N L I M I T E DQIAN HU: Q&A
3. Can you explain briefly how new products 5. How has your organisation used the
like Lumi-Q fish tank, and filtration system Business Excellence framework to achieve
Hydra (as well as any others) came about success?
and what makes them different from
what is available in the market? The BE framework has helped us to be more
resilient and ensured alignment in achieving
All the products you have mentioned our business objectives.
came about because of the transformation
that I have mentioned above. The whole As you might have observed that we had
organization top-down, bottom-up is gone through several economic cycles,
embracing innovation and research. The each time we came out stronger and more
process for innovation development was put prepared for the future. Our management’s
in place 4 years ago and all the innovations good foresight in turning these necessary
you see now is based a series of criteria plans into reality has given us confidence to
that was setup , for example, innovation advance further into the global markets. We
technology, market demand and ergonomic are moving from a knowledge business into
design. LUMI-Q is a contemporary designer Next-Gen Ornamental Fish Business driven
tank, with variable LED lighting and iPhone by Innovation and Technology.
docking station. It was designed to fit into a
living room setting, to add life and dynamism
to living space. 6. How have your various stakeholders,
such as employees, customers, suppliers 19
The Hydra filtration system is our proprietary and partners have benefitted from this
w w w. q i a n h u . c o m
system (our patent) that ensures long term, journey?
optimum water quality for fishes that other
filtration system cannot deliver. We also As a result of our transformation, confidence
have recently developed and tested special level has risen at all levels, from the
arowana feed, not only providing for more stakeholders, employees, customers,
balanced nutritional value to the fish, but suppliers and corporate partners. The
helped hobbyist to save on live feed cost and employees have gained much relevant
offered convenience. knowledge and were able to take up more
tasks and suppliers and partners have seen
the enthusiasm of a young company and
4. What were the key benefits to the were willing to take more calculated risks in
company as a result of these changes? terms of Research and Development of novel
technologies. Our employees have become
Having driven improvement through more competent and acquired higher value
technology and innovation, the organisation with the introduction of technology and the
has become even more resilient in preparing sale of high value products. Our customers
us to reap the fruits of our labour in the get better value in quality and more
next upturn. Our new Arowana varieties enjoyment as a hobbyist. Our suppliers and
command a high price, demand is there and partners also moved with us up the value
our good value and quality products will bring chain.
us to the next level of growth. One of the
milestones that we have achieved is that we
inculcated the innovation culture in Qian Hu
and that is important because it will keep us
abreast of our competitors and at the same
time, allow us to expand our horizon into
many other new customers and possibly into
other related industry.
Q I A N H U C O R P O R AT I O N L I M I T E DQIAN HU: Q&A
7. What were some of the challenges along 9. How important is creating sustainable
the way and how were they overcome? growth to your company and how do you
ensure that you can achieve this?
As an SME, we do have limited resources,
but this had made us more focus, determined It is very important to create a sustainable
and more relevant. We do take in and retain growth in our company as we believe in the
good staff that supports our vision and Chinese proverb “不进则退”. You will need
mission. Over the years we develop them to achieve not just growth, but sustainable
to know our business well and we worked growth, in order to maintain and increase
together to resolve brickbats that were the Qian Hu business. We are building a
thrown to us along the way. Teamwork is committed group of employees and challenge
one of our core values. We managed our cost them and value them, thereby becoming
well and by being prudent but necessary. We more competent, the whole organization
learned from our mistakes and build on it. will benefit. Plan for succession, lay out
Which company will share with you, if not opportunities for advancement, encourage
the whole world, a mistake every month in change. Stay customer centric, and you will
2012? We did in our 2012 annual calendar. grow.
8. Can you give a specific example of how 10. What are other major innovations or plans
“creating value from mistakes” has for growth are in the works?
20 worked?
We already have a 5-year product and
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“Creating Value from Mistakes” or CVM process innovation plan in place and we will
was an initiative introduced to support the put in necessary resources to work the plan
innovation culture. We want to build an to keep ourselves relevant to the market.
environment that is tolerant of mistakes (of Nothing is perfect. We will tweak the plan
course, honest mistakes) which is linked to along the way given the dynamic global
experimentation and risk taking. The most environment.
important aspect is from the mistake, what
steps can be taken to prevent re-occurrence. We have more innovative aquarium products
that will be rolled out that will probably
To drive this initiative, we encourage staff change and revolutionized many traditional
to write up even simple careless, ordinary aquaculture practices and we will be
mistakes, example, in not making a job plan introducing range of products in particular
for payment to supplier to overstocking aquaculture areas that we have not entered.
of snails per basket which led to losses. These products will be developed based on
The positive outcomes were a formalized our patented technologies and processes.
job schedule and guideline on maximum
stocking limit for snails. There will definitely be more innovations in
the pipeline, we have started the journey
and continue to water the trees and reap the
fruits, but we are not stopping here, more
trees are planted for the future.
Kenny Yap
Executive Chairman & Managing Director
Q I A N H U C O R P O R AT I O N L I M I T E DQIAN HU CORPORATION LIMITED
COMPANY REGISTRATION NO.: 199806124N
No. 71 Jalan Lekar Singapore 698950 • Tel: (65) 6766 7087 Fax: (65) 6766 3995 • www.qianhu.comYou can also read
