It’s been about 40 years since Meidensha started manufacturing in Singapore. With its roots having sunk deeply, and the company provides employment at its factories and construction sites (train station construction site).Meidensha has provided Singapore, which has depended on imported water from its neighbors, with some of the technology needed to boost its capability to reuse water.Important figures from the Singapore government attended the 40th anniversary of local subsidiary Meiden Singapore Pte. Ltd.’s founding, symbolic of the long-standing cooperative relationship between the country and campany.31it set down roots in the country; founding a subsidiary in 1975, and just four years later, started making transformers there for the expanding electric power utility. Then in 1987, Meidensha started working on the power distribution system for the north-south and east-west railway lines of Singapore’s first Mass Rapid Transit (MRT) subway. These lines became the blueprint for establishing Singapore’s extensive rail network that exists today. The Singapore government is currently focusing on the reuse of water. As a small country, Singapore has limited water storage capabilities, and the securing of water resources is a major challenge. Up until now, Singapore has relied heavily on importing water from Malaysia, but the authorities have set a target to raise its ratio of domestically recycled water in the water supply to 50% by 2030. Having built a track record in establishing electric power infrastructure, Meidensha is now demonstrating capabilities in water recycling. So far, two demonstration plants that filtrate and reuse industrial wastewater using ceramic flatsheet membranes have been put into operation. The Singaporean government has been constantly developing infrastructure highly visionary plans. “The level of technology required is also high, its under and delivering it is not easy,” says Nobuaki Tamaki, director & senior managing executive officer of Meidensha. At the same time, there is the continual pressure of cost reduction. However, Tamaki the strengths of believes Japanese companies are their willingness to respond flexibly to requests to customize, the careful attentiveness in their responses when troubles arise, and their technology to integrate systems. Meidensha is one of such companies, responding to the strict, dualistic demands of technology and cost through intensive communication and the exhaustive utilization of technological capability. Through these infrastructural projects, Singapore has become one of the main pillars of business for Meidensha in the important Association of Southeast Asian that Nations (ASEAN) market. Singapore is valuable to Meidensha, not only as one of its production bases, but also for the experience and products developed there that can be used in other countries. Conversely, Meidensha can offer Singapore its expertise gained in other countries. On the significance of creating infrastructure, Tamaki says, “Being involved the construction of cities by contributing to the provision of electricity and a rail network brings me tremendous joy.” Regarding Singapore’s perspective, he says, “I think we are thought of as partners who have created something together.” In the Japanese style of business, all ears are on what the other parties have to say, and solutions are conceived based on close-knit cooperation. This brings happy outcomes for both parties. in
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