CLA Global TS’s Henry Tan: Leadership, governance quality amongst most critical competencies in company sustainability

He explores key issues shaping business sustainability and governance in Singapore and the region.

Singapore has firmly established itself as one of the world’s most dynamic markets, backed by forward-looking policies and regulations. Its thriving startup landscape, deep capital markets, and strong financial sectors make it an attractive business hub for multinational corporations and high-growth enterprises seeking stability and connectivity.

Within this vibrant business environment, leaders who combine regional expertise with strategic foresight play a pivotal role in shaping corporate success. Amongst these leaders is CLA Global TS Group CEO & Chief Innovation Officer Henry Tan, who has been serving as an advisor to clients in Singapore and the broader Asia Pacific region. As Group CEO, he manages the firm and grows its footprint to be a major player in the market.

He has also assisted companies, especially entrepreneurs, since 1993 to grow their business in Asia through initial public offerings, mergers and acquisitions, accounting, and other advisory services. He brings with him his extensive experience in the China market and his capacity as a board member of several listed companies.

Tan has also served in leadership and advisory roles within the Institute of Singapore Chartered Accountants and other professional bodies. An ASEAN CPA and Fellow of multiple institutes, he holds credentials in insolvency, valuation, tax, and financial forensics.

Speaking as one of the esteemed judges for the Singapore Business Review International Business Awards and Singapore Business Review National Business Awards 2026, he shares his insights on key differences between operating in Singapore and China, common compliance gaps amongst growing small and medium enterprises (SMEs), and the need to integrate ESG meaningfully beyond compliance. He also highlights the competencies and governance practices critical for long-term business sustainability in Singapore.

Having advised companies operating in both Singapore and China, what key structural differences should business leaders be aware of?

Having advised companies operating in both Singapore and China, business leaders should recognise that the two markets operate on fundamentally different structural models. Singapore offers a highly transparent, rules-based regulatory environment, whilst China’s framework is more policy-driven, with interpretation and enforcement varying by region and industry. Corporate governance and decision-making in Singapore tend to follow international norms, whereas in China, they are often more centralised and influenced by senior management. Market entry and operating structures also differ significantly, with China imposing sector-specific restrictions, approval regimes, and capital controls that require careful entity and tax structuring. Ultimately, success depends on designing governance, compliance, and leadership models that respect these structural differences rather than assuming a one-size-fits-all approach.

What compliance gaps do you most frequently observe in fast-growing SMEs in Singapore?

In fast‑growing SMEs in Singapore, the most common compliance gaps typically arise from growth outpacing internal controls and governance structures. We frequently see weaknesses in statutory and financial compliance, such as late filings, inadequate documentation, or insufficient segregation of duties as teams scale. Tax and regulatory obligations are often managed reactively rather than through a structured compliance framework. Another recurring gap is data protection and cybersecurity readiness, where SMEs underestimate their obligations under PDPA and broader technology risk expectations as they digitise operations. Ultimately, many of these issues stem from a lack of formalised processes, highlighting the need for SMEs to embed compliance early as a core part of sustainable growth, rather than treating it as an afterthought.

With increasing emphasis on sustainability reporting in Singapore, how should businesses integrate ESG meaningfully rather than treating it as a compliance exercise?

To integrate ESG meaningfully, businesses must start by treating sustainability as a strategic business issue rather than a reporting obligation. This means identifying the ESG factors that are truly material to their operations, stakeholders, and long-term value creation, instead of adopting generic frameworks for the sake of compliance. ESG goals should be embedded into core decision-making — such as strategy, risk management, capital allocation, and performance metrics — so that they influence how the business operates day to day. Companies should also focus on credible data, governance, and accountability, ensuring that ESG disclosures reflect real actions and measurable progress rather than aspirational statements. Ultimately, meaningful ESG integration allows businesses to move from “box-ticking” to building trust, resilience, and competitive advantage over the long term.

With your extensive experience across IPOs, M&A, and insolvency, which competencies do you consider most critical when evaluating a company’s long-term sustainability?

Across IPOs, M&A, and insolvency situations, the most critical competency we assess is the quality of leadership and governance, because it shapes how a company makes decisions under both growth and stress. Closely linked to this is financial discipline and transparency — companies that understand their cash flows, risks, and economics tend to adapt far better across market cycles. We also look closely at strategic clarity and adaptability, particularly whether the business model can evolve in response to regulatory, technological, or market shifts rather than relying on past success. Risk management and internal controls are another key indicator, as weak control environments often surface only when a company is scaling, transacting, or facing distress. Ultimately, long-term sustainability depends on whether these competencies are embedded as part of day-to-day operations, not just activated for transactions.

What governance practices do you believe will become non-negotiable for companies operating in Singapore in the near future?

In the near future, companies in Singapore will be expected to demonstrate active and informed board oversight, particularly over risk management, sustainability, and technology-related risks. Strong internal controls and data governance will become non-negotiable as regulators and stakeholders place greater reliance on the quality and credibility of both financial and non-financial disclosures. Clear accountability at the board and senior management level — especially for ESG, compliance, and cybersecurity — will be essential rather than optional. Overall, governance is shifting from box-ticking to a baseline expectation of transparency, resilience, and long-term value creation.

As a judge for the Singapore Business Review International Business Awards and Singapore Business Review National Business Awards 2026, what are your thoughts on the impact and scalability of this year’s entries?

This year's submissions are of exceptional quality, emphasising themes of artificial intelligence, innovation, and education. Alongside prominent blue-chip companies, we are also witnessing the emergence of new entrants. This diversity bodes well for the future of Singapore's business landscape and ecosystem. Looking forward to celebrating together at the award ceremony.