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SBF launches Future Ready Business Index to help businesses identify gaps and accelerate transformation. The Singapore Business Federation (SBF) today launched the Future Ready Business Index (FRBI), a diagnostic tool that helps Singapore enterprises assess their future readiness, identify capability gaps and prioritise transformation efforts. The FRBI launch was officiated by Senior Minister of State Low Yen Ling, Ministry of Trade and Industry (MTI) and the Ministry of Culture, Community and Youth (MCCY), at the inaugural Future Ready Business in Action 2026. The event brought together over 200 business leaders, ecosystem partners and government stakeholders to discuss how enterprises can strengthen resilience, build future-ready capabilities and remain competitive in an increasingly complex global economy. Businesses today must contend with geoeconomic uncertainty, rising costs, decarbonisation pressures, and rapid technological and workforce changes. SBF's National Business Surveys point to a cautious outlook for the business climate - with some improved sentiments in Q2 - while its latest Manpower and Wages survey highlighted just over half of companies have changed their work processes through automation, digitalisation and AI. On the sustainability front, six in 10 companies pursuing decarbonisation are not yet tracking emissions, citing capability and manpower constraints. These findings reinforce the need for tools that help businesses identify capability gaps, prioritise transformation needs and turn priorities into action. One Front Door for Business Transformation The FRBI sits at the heart of SBF's broader Future Ready Business (FRB) platform, which provides businesses with a single front door to move from diagnoses to action. The platform helps businesses: * Diagnose their readiness and identify priority gaps through the FRBI; * Engage with business leaders, policy makers and peers to gain insights and learn from their real transformation journeys; and * Transform through targeted solutions, programmes and ecosystem partnerships. Its four complementary offerings are: * FRB Dialogue - closed-room conversations between senior business leaders and policymakers on the issues shaping organisational resilience * FRB Spotlight - behind-the-scenes visits to companies that have built genuine future-ready capabilities, offering peer-to-peer access to real strategies and lessons * FRB Solutions - targeted clinics, workshops and thematic tracks designed to close specific capability gaps * FRB Marketplace - a curated platform connecting businesses to innovations, solutions and ecosystem partners Together, these offerings connect businesses with the expertise, programmes and partners needed to move from insight to implementation. Refer to Annex A for details on the FRB ecosystem. From Diagnosis to Action Developed by SBF with Boston Consulting Group (BCG), in partnership with DBS Bank, Enterprise Singapore (EnterpriseSG) and RSM Singapore, the FRBI assesses business readiness across six dimensions: * Success Driven - Business Performance * Scaled Internationally - International Growth * Smart Enabled - Technology * Skills Empowered - Talent * Sustainability Centric - Sustainability * Socially Impactful - Social Impact Businesses receive a personalised assessment highlighting priority capability gaps and recommended areas for action. They are then connected with relevant advisors, programmes and ecosystem partners to address those gaps. Through the wider FRB ecosystem, enterprises can access support in areas including business transformation, finance, internationalisation, enterprise development and professional services. This includes programmes offered through: * Cost and Carbon Reduction Programme (CCRP) * Centre for Enterprise Financing (CEFA) * Centre for Future of Trade & Investment (CFOTI) * Enterprise Workforce Transformation Programme (EWTP) * GlobalConnect * DBS Bridging Business Horizons Programme * DBS ESG Ready Programme * DBS Spark GenAI Programme * DBS SME Skills Booster Programme * SME Sustainability Reporting Programme * Cyber2SME(TM) Programme * Business Adaptation Grant Programme By bringing together complementary capabilities across the ecosystem, the platform helps businesses move more quickly from identifying challenges to implementing practical solutions. Insights From The First 100 Companies BCG also shared early insights from the first 100 companies across different sectors to complete the FRBI. The findings show that transformation outcomes depend not only on ambition, but also how well business strategy, workforce capabilities and financial readiness are aligned. By assessing these interconnected areas, the FRBI helps businesses identify what may be holding them back and focus on the gaps that matter most. Mr Mark Lee, Chairman, SBF, said, "Businesses today need to be both resilient and ready to seize new opportunities. The Future Ready Business ecosystem helps businesses make clearer decisions on where to invest and which capabilities to build across technology, workforce transformation, productivity and growth. Future-readiness is ultimately about having the clarity and capabilities to act decisively, even amid uncertainty." Mr Kok Ping Soon, CEO, SBF, said, "Many companies want to transform but are unsure where to begin. The FRBI cuts through the noise by showing businesses where they stand, what gaps matter cost and what actions to prioritise. It then connects them to the right programmes and partners to turn insight into future-ready capabilities." Mr Lim Him Chuan, Singapore Country Head, DBS Bank, said "From our roots as the Development Bank of Singapore, helping businesses build future-ready capabilities is in our DNA. Over the years, we have worked alongside businesses and ecosystem partners through programmes and partnerships that strengthen resilience and unlock new growth opportunities. We are encouraged to see this ecosystem continue to mature, creating greater breadth and depth of support for businesses. The Future Ready Business Index builds on that momentum by helping businesses bridge the gap between diagnosis and execution, drawing on expertise across the ecosystem to turn future-ready ambitions into tangible outcomes." Mr Terence Ang, Head of Advisory, RSM Singapore, said, "Successful transformation requires businesses to look beyond technology and consider how people, processes and governance work together to support change. The FRBI offers a structured approach that helps businesses gain a more holistic view of their capabilities and identify where they can strengthen their readiness for the future." Ms Mariam Jaafar, Managing Director and Senior Partner, Boston Consulting Group, said, "The FRBI looks at the capabilities that enable businesses to perform today and be future ready and adapt as their markets, customers and operating environments change. Its six dimensions were developed from research, industry insights and our experience working with businesses on transformation. Together, they provide a practical way for businesses across industries and stages of development to assess their current capabilities, identify gaps and focus their transformation efforts where they can have the greatest impact." Voices from Businesses - Future-Readiness in Practice The event featured a Keynote Address by Mr Hanno Kirner, Chief Executive Officer, Dyson, who shared how their organisation approached transformation in practice - from the strategic choices made in response to shifting market and operational conditions, to the capabilities they had to prioritise to sustain growth over the longer term. A closing panel moderated by Musa Fazal, Chief Policy and Operating Officer of SBF, brought together Ms Mariam Jaafar, Managing Director and Partner of BCG, Ms Chin Wei Jia, Executive Director and Group CEO of HMI Medical, and Mr Jerald Tew, Founder of SPIN Fans. The discussion examined how businesses can balance immediate pressures with longer-term investments in technology, talent, resilience and new growth opportunities. Monday, 21 September 2026

Consultancy firm snares Forvis Mazars tax expert. RSM Switzerland has recruited Deborah Joye-Ebener as a partner for tax & legal in Lausanne. She previously spent a good 14 years in senior positions at Forvis Mazars. Joins RSM Switzerland as partner for tax & legal and member of the management team: Deborah Joye-Ebener. (Photo: LinkedIn) Tuesday, 15 September 2026 16:06 The consultancy RSM Switzerland has appointed Deborah Joye-Ebener as a partner in tax & legal. She will be based in Lausanne but serve clients throughout Switzerland and will also join the management team, according to a statement on Tuesday. Before joining RSM Switzerland in August 2026, Joye-Ebener was responsible for Forvis Mazars as a tax partner for its activities in French-speaking Switzerland and was a member of the Swiss executive committee. Earlier professional stops were Beckman Coulter and PwC. She thus has more than 20 years of experience in Swiss and international tax law, according to the statement. Supports major strategic projects Joye-Ebener has advised entrepreneurs, families, investors and international corporations on complex mandates in a constantly changing environment. For large and strategically important projects in the areas of business succession, cross-border transactions and group restructurings, she has the legal, financial and operational expertise required to implement coherent and pragmatic solutions. The new addition is fully in line with RSM Switzerland's development and growth strategy. Audit, tax, consulting Daniel Spitz, managing partner and head of tax for Switzerland at RSM Switzerland, comments: "Deborah is widely recognized in the industry for her professional expertise, her extensive network and her entrepreneurial spirit. Her career at Mazars is an outstanding example of commitment and success. It is rare to find a person who combines all these qualities with untiring energy and motivation. We are very much looking forward to the fresh wind and the new ideas she will bring to our teams." With over 140 employees, RSM Switzerland supports SMEs, medium-sized companies and international organizations with services in audit, tax consulting and management consulting. Besides Lausanne, the company also has locations in Geneva, Zurich and Sion. RSM International is represented in over 120 countries. On the topic. So that you don't miss anything: the most important news daily and free of charge.

Kenya moves to establish first National Lottery Operator. August 20, 2026 Discover more Subscribing To International News Magazines Streaming Historical War Documentaries Businesses National Lottery Board Chairperson Dr Farida Karoney said that the National Lottery will fund charitable and humanitarian work, uplifting communities across the country. The National Lottery Board has set the ball rolling for the establishment of Kenya's first National Lottery Operator whose proceeds will go towards uplifting communities across the country. Speaking during a media briefing in Nairobi, National Lottery Board Chairperson Dr. Farida Karoney said a consortium led by RSM Eastern Africa in partnership with QLOT Consulting of Sweden had been appointed to guide the process. She said that the consortium will work closely with the Board from transaction structuring through to operator onboarding and launch readiness adding that the appointment was a culmination of an open international tender conducted under the Public Procurement and Asset Disposal Act, 2015. Dr. Karoney said that the tendering process was evaluated using the Quality and Cost Based Selection methodology. "The consortium emerged as the highest-ranked and most responsive bidder," she said. Discover more Tracking Executive Branch Policy Changes businesses "RSM Eastern Africa brings depth in transaction advisory and institutional strengthening across Kenya's public sector," said Dr. Karoney, adding: "QLOT Consulting, an Associate Member of the World Lottery Association, brings internationally benchmarked experience from the world's most sophisticated lottery procurements." The assignment includes a structured knowledge-transfer programme, so that expertise is retained within the Board, she pointed out. "The appointment of a credible, multidisciplinary Transaction Advisor is a defining step in building a National Lottery that Kenyans can trust. It is a statement of intent that our National Lottery will be structured transparently, governed responsibly, and built to international best practice, with every shilling raised channelled toward good causes that uplift communities across the country," she affirmed. The Board is established under the National Lottery Act, No. 20 of 2023 with a dedicated mandate: to establish, oversee and safeguard Kenya's National Lottery, to procure and contract its Operator, and to administer the National Lottery Fund. The licensing and regulation of gaming in Kenya more broadly rests with the Gambling Regulatory Authority established under the Gambling Control Act, No. 14 of 2025. The Operator will be licensed within that framework while remaining contractually accountable to the Board two mandates that are distinct and complementary. Discover more Subscribing To Online Reference Libraries Exploring Guided Local City Tours Streamlining Operations Software For Business At the centre of the National Lottery is not the games but what it funds. After prizes and the cost of running the lottery, proceeds are paid into the National Lottery Fund and dedicated by law to good causes: charitable and humanitarian work, economic empowerment for young people and women, sports, the arts and creative economy, national heritage, health and education, emergency response, and transformative national projects. In practice, that means backing grassroots sporting talent, helping young people earn from their skills and their creativity, and investing in community projects countrywide. Funds will be disbursed from the National Lottery Fund in accordance with published rules, shared fairly across the country, audited independently, and reported openly. Responsible gaming will be designed into the National Lottery rather than added to it, with age verification, play and spend controls, self-exclusion, disciplined advertising and clear disclosure of odds embedded in the Operator's obligations. The Board's attention now turns to structuring a transparent, competitive process to attract a credible Operator. Timelines will be published in due course; the Board will not trade rigour for speed.