Tuesday, February 24, 2026

五年前为爱冲火海严重烧伤 空姐歌手胡秀惠复出歌台

五年前为爱冲火海严重烧伤 空姐歌手胡秀惠复出歌台

https://www.zaobao.com.sg/news/singapore/story20260223-8624877?utm_source=android-share&utm_medium=app

2026-02-23

“空姐歌手”胡秀惠当年为爱冲火海,全身烧伤80%,一度靠插管呼吸。热爱唱歌的她,出院后一直默默为复出这天做准备,如今阔别舞台近五年后,将在来临星期五(2月27日)复出登台,自信直呼“我准备好了!”

2021年的大年初二清晨,一辆白色宝马超速失控撞入丹戎巴葛路第37号店屋后起火狂烧,车上五人丧命。胡秀惠为救当时开车的男友龙俊伟,冲入火海遭严重烧伤,住院四个月,也因这起车祸毁容,留下永久性伤痕。


当年的车祸发生在农历新年期间,巧合的是,她这次复出之日,也正好落在农历正月十一。


由正华民众俱乐部主办的歌台表演,将在来临星期五傍晚6时30分在武吉班让翠绿岗购物中心隔壁的社区空间举办,胡秀惠将会是特别表演嘉宾,司仪是奇贤和李国珍。

这也是胡秀惠(32岁)自丹戎巴葛路致命车祸后,首次复出的表演。她接受《新明日报》访问时说,当时呼吸道受伤,一度还需要靠插管来呼吸,下巴、颈项也烧伤,痊愈后皮肤变得较硬,唱歌变得很困难。

“一开始连最普通的音都会唱破,而且气也不足,但经过这些年的锻炼,现在能够唱好,只是高音还是比较难唱上去。”

她坦言,过去几年都没有其他台主来找她,只有好友钱伟杰(26岁)这些年一直给予鼓励之余,也说会等她回来唱歌台。钱伟杰是奇贤的儿子,也是这场歌台的策划人。

不过,胡秀惠之前觉得还未恢复到自己要求的水准,就一直不敢想,但她也没有放弃,等收拾好心情和不断锻炼,去年11月联系伟杰表达想唱歌台的想法,她也没想过会在农历新年复出。

她笑说,很久没站在舞台上面对这么多人,有点担心,不过她也知道很多人会支持和祝福她,因为至今还有公众会私信她,为她打气,让她感动不已,所以很期待与大家见面。

虽然胡秀惠戴着口罩受访,但当被问及今年农历七月是否准备跑歌台时,口罩也遮不住她眉眼间流露出的自信光芒。“台主快来找我,我准备好了!”

跑步练肺活量 从“浴室歌手”做起

每周跑步三次练肺活量,从“浴室歌手”做起,慢慢找回感觉。

胡秀惠说,对自己的歌声要求很高,准备了快一年才决定重返舞台。

她说,从一年前她就开始跑步练肺活量,如今慢慢重拾状态,才愿意拿起麦克风,复出与观众见面。

“我现在每周跑三次,每次跑半小时,平均能跑五公里,然后每天在家当‘浴室歌手’练唱20分钟。”

还是会自卑 学会爱自己

谈及事故后的感情状态,胡秀惠说,目前依旧和已故男友龙俊伟的父母保持联络,对方甚至把自己当“女儿”看待,也会结伴出游。

“他们也是我的家人,我现在平均每周都会回去过夜一两天,也和他们一起过年,他们真的对我很好。”

胡秀惠在访谈中直言不讳,指内心深处还是会自卑,对于邂逅新恋情,她抱持顺其自然的心态。“我得先爱自己,才有能力去爱别人!”

加入烧伤支持群体 当病患家属“引路人”

每隔六周仍须做疤痕治疗,现加入烧伤支持群体,当病患家属“引路人”。

胡秀惠之前被大面积烧伤,导致植皮疤痕变成“疤痕体质”,有较明显的硬块,甚至形成疤痕挛缩,皮肤会拉紧且影响活动。

她说,现在每六周都要回去做疤痕治疗,通过注射类固醇和激光疗法,让原本变硬的疤痕软化。

询及复出时的打扮,她说既然要上台演唱,也不想把不好看的一面呈现给大家,所以会遮起疤痕。

但她也强调,这么做并非还没走出来,只是为了演出。而她也已加入烧伤支持群体(burn support group),愿意公开自身经历和心得,为同样遭受烧伤的病患及家属提供精神支援。

胡秀惠想跟他们说:“如果我可以,你也可以。”

好友不离弃:等你回来

“我在等你回来,准备好了随时跟我说!”好友不离不弃,成就胡秀惠复出。

这场歌台的策划人钱伟杰告诉《新明日报》记者,他从小跟爸爸奇贤跑歌台的时候就认识秀惠,但两人在前两年才熟络起来。“我之前有问秀惠是否准备回来,但她说中气不够,还没准备好,所以我就跟她说,等她准备好了随时跟我说。”

钱伟杰说,听秀惠说她准备好重返歌台时,他当下非常兴奋,也很感动,因此也要为对方准备一个好舞台,这场歌台会由威乐斯乐队伴奏。

“这些年来,我觉得她改变也很大,这次有勇气站出来,我想她应该算是走出来了。”

2021年2月13日大年初二清晨约5时40分,白色宝马超速失控撞入丹戎巴葛店屋后,车上五人包括驾驶者龙俊伟(29岁)、叶振铭(29岁)、陈永豪(28岁)、黄竑杰(29岁),以及张企翔(26岁)当场丧命。

Can I install and use a Starhub broadband and a Simba 10Gbps broadband in my 5 room HDB flat at the same time?

Google search answer on 2026-02-24

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Google search answer on 2026-02-24

Can I install and use a Starhub broadband and a Simba 10Gbps broadband in my 5 room HDB flat at the same time?
Yes, you can absolutely install and use both 
Starhub and Simba 10Gbps broadband services in your 5-room HDB flat at the same time
.
It is a common practice in Singapore to have dual internet service providers (ISPs) for redundancy or to separate, for example, gaming traffic from family streaming traffic.
Here is what you need to know about setting this up:
How it Works (Technical Details)
  • Dual-Port Termination Point (TP): Most HDB flats in Singapore are equipped with a NetLink Trust (NLT) fibre Termination Point, which is the white box on your wall. This box usually has two ports.
  • Parallel Setup: You can keep your Starhub connection on Port 1 and activate the second service (Simba) on Port 2.
  • Independent Services: Each service will have its own Optical Network Terminal (ONT) and router, meaning they run independently.
Considerations for 10Gbps Setup
  • 10Gbps Requirements: To fully experience 10Gbps, you need compatible hardware, such as a router with 10Gbps WAN/LAN ports (e.g., Wi-Fi 7) and devices that support 10Gbps Ethernet.
  • Coverage: In a 5-room HDB flat, placing the router centrally is crucial. With two 10Gbps services, you will have two high-performance routers, which may help cover dead spots, but a mesh system is still recommended for full, high-speed coverage.
  • Installation Fees: You may need to pay an NLT service activation charge (approx. $61.04) for activating a new port.
Steps to Take
  1. Check your TP Box: Ensure your Fiber Termination Point has an available second port.
  2. Order Second Service: When signing up with Simba, inform them you already have an existing provider (Starhub) and require activation of a second, separate port.
  3. Arrange Installation: A technician will likely need to come to activate the second port on the NLT box.
  4. Wire Management: You will have two separate ONT boxes and two routers, so ensure you have enough space for the hardware.
Having two providers allows for, for example, using Simba for its 10Gbps speed/low cost, while keeping Starhub as a backup if one service has downtime.
5 Apr 2025 — 12 Sep - Signed up Simba 10gbps online 13 Sep - Rcvd email to collect 10gbps ONT n NLT appt to activate NLT port 2 (free port) on 20 Sep. My port 1 is still wit...

Monday, February 23, 2026

I spoke up for my mother in hospital. Now I’d like a champion for me

I spoke up for my mother in hospital. Now I’d like a champion for me

For subscribers 

https://www.straitstimes.com/opinion/i-spoke-up-for-my-mother-in-hospital-now-id-like-a-champion-for-me

2026-02-22

By--- Lim Ai Leen was formerly associate foreign editor at The Straits Times.

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A couple of months ago, my 87-year-old mother fell and fractured her hip.

Being rendered immobile came as a shock to her, a fiercely independent Hakka woman who had always prided herself on being able to stand on her own two feet, literally and figuratively.

Her subsequent hospitalisation was also a shock to my system, as I found myself thrust into the roles of nurse, bodyguard, researcher, coach and banker. And I realised with growing alarm that I was a childless, ageing adult who may not have someone to play those roles for me when I’m the one lying drugged and helpless in a ward.

At this point, you might think I’m a self-centred, narcissistic daughter for making my mum’s ailment about me. But this article is not just about me. It’s about what we can all learn from her ordeal.

My mother had been living alone in Kuala Lumpur for the last few years, sustained by Grab deliveries, helpful friends and relatives, and a cleaner who popped by three times a week. My brother and I would call regularly, and visit a few times a year; in his case, spending weeks at a time working his London job from her house.

This was how she wanted to live, she told us. She didn’t want anyone to cramp her style, be it a live-in helper, my husband in Singapore or other seniors in a retirement community. In hindsight, perhaps we should have overridden her on this, but that’s another story.

Thankfully, I was at her house when she fell. The ensuing days were an exhausting, emotional whirlwind of doctors, tests, and medical information overload.

A cascade of complications

I learnt that falls often spark a downward spiral for the elderly because of complications from being unable to get up from their beds – they become sitting ducks for chest infections, muscle atrophy and blood clots. I discovered that the speech therapist was there to rate not my mum’s elocution but her ability to swallow food properly and prevent aspiration pneumonia – caused by inhaling food into the lungs.

But the one lesson that stuck with me was the importance of having someone there to fight your corner. What do I mean by that?

It means having someone who can fend off a well-intentioned but overzealous geriatrician, who wanted to sedate and force-feed my mother via a tube through her nose. She was eating fine on her own, but too little and too slowly for a doctor intent on bulking her up in time for surgery a week later. Even sumo wrestlers would struggle with that deadline.

It means saying no to the pricey daily rental of a warming blanket inflated by a machine pumping hot air. “Turn off the air-con, bring us another fleece blanket,” I told the nurse. My mum was toasty in minutes.

It could also mean saying yes. We agreed when the anaesthesiologist suggested a spinal block plus sedative for her hip operation, to minimise the risk of my mum not waking up from general anaesthesia. After surgery, my still oblivious mother asked the surgeon: “So when are you going to start? I’ve been here a long time already.”

After I regaled a fellow childless friend with these encounters, she asked: “Who’s going to make those decisions for us when we’re lying there? And how do we make sure they choose what we’d prefer?”

Our immediate thought was each other, or family and friends of similar age and tastes. But that idea was promptly ditched. What’s the point of having an advocate who may be just as frail and confused as us? Not to mention equally toothless, both figuratively and literally?

A tall order

In 30 years, we’ll need someone who runs a crew of AI agents and can restart the robot. Not call us a Grab or “PayLah” the pharmacy.

So, it has to be someone youngish and feisty. Preferably someone with some medical background who prioritises patient comfort and dignity. Plus is a foodie who knows what will get our gastric juices going when we need to fatten up for the scalpel or reach the pleasure-feeding stage in our end days. Who can double up as a gatekeeper during visiting hours. And be a coach who knows when to push us and when to take the smallest win. Not to mention a financial controller familiar with what we’re happy to splurge on – single ward, Ben & Jerry’s, Netflix and The New Yorker subscriptions, and nice soap.

These are a lot to ask of any one person. Let alone someone who is not obliged to act for you. And it’ll be hard to find one person who ticks all the boxes.

One friend has a cherished nephew in mind to handle her affairs when she’s incapacitated. He’s smart, honest, responsible and caring. But she doubts he can bring himself to switch off the lights for good. “I don’t think he’ll be able to let me go,” she said. “If I’m on life support or in a coma, I don’t really want to hang around.”

It turns out that the Government is way ahead of us on this. In 2020, it set up the My Legacy portal to guide people with end-of-life planning. 

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Additional Note (1)

*My Legacy@LifeSG* portal (a Singapore Government website)

My Legacy helps you to explore, store and share your end-of-life plans. Protect what matters to you

https://mylegacy.life.gov.sg/

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Additional Note (2)

*Who decides when you can’t? A guide on planning for end-of-life care*   

https://www.straitstimes.com/singapore/health/who-decides-when-you-cant-a-guide-on-planning-for-end-of-life-care


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Not only can you execute a lasting power of attorney, and specify medical care preferences in advance, but you can also enlist a professional deputy to carry out your wishes if you don’t land on a suitable nephew or niece.

I’m not sure a stranger will entertain my requests for premium ice-cream and toiletries, even if I put them in writing. But at the very least, I can be assured they will sign off on my DNR (do not resuscitate) and DNI (do not intubate) orders. These were the same instructions I gave on my mother’s behalf when she caught another chest infection after her successful hip surgery.

Despite everyone’s best efforts, my mother succumbed to pneumonia three weeks later. In our grief, I’m comforted knowing that we channelled her wishes, right to the end.

Lim Ai Leen was formerly associate foreign editor at The Straits Times.

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AI: Enhancing Leadership Capabilities in the Artificial Intelligence Economy

Enhancing Leadership Capabilities in the Artificial Intelligence Economy

For subscribers

Translated by ChatGPT (with minor editing)

https://www.zaobao.com.sg/forum/views/story20260223-8619550?utm_source=android-share&utm_medium=app

2026-02-23

Author: Karen Tay 郑智月 is the founder and Chief Executive Officer of local consulting firm Inherent Pte. Ltd.

Author: Stephanie Sy 薛芬妮 is the founder and Chief Executive Officer of artificial intelligence and data company Thinking Machines

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In his recent Budget speech, Prime Minister Lawrence Wong stated that the government will further step up investments in artificial intelligence (AI) — from infrastructure and enterprise applications to talent development. The direction is clear: AI will shape Singapore’s next phase of economic competitiveness. Standing still is no longer an option.

However, as companies accelerate AI deployment, a less noticed question is emerging: why, despite sustained investment and significant productivity gains, does adoption within organizations often appear hesitant?

A product manager working in Silicon Valley told me that AI now enables him to complete work that previously required collaboration among three to five people. Research integration is faster, first drafts are clearer, and iteration cycles are significantly compressed. Then he added, “If I keep working at this level of efficiency, my role might not exist next year.”

This remark captures the current tension. When AI is primarily defined as an efficiency tool — faster output, leaner teams, more quantifiable performance — individuals find it difficult to see how their long-term value within the system is enhanced. If better performance seems to imply a diminished role, hesitation toward AI becomes understandable.

Productivity is undoubtedly important. AI can compress writing cycles, accelerate research, and reduce routine tasks. These gains are real. But productivity is only the baseline, not the end point. The more critical question is: as AI is introduced, is it also simultaneously elevating higher-order cognition and decision-making within organizations? The capability referred to here is not about hierarchical position, but about clearly defining problems, examining assumptions, integrating complex information, and taking responsibility for judging the next course of action. AI can either strengthen this capability or leave it unchanged.

In some organizations, AI is mainly used for retrieval and polishing. Input a prompt, receive an output, and if the text is acceptable, pass it along. Efficiency improves, but the level of thinking does not change. In other teams, AI is treated as a second brain — an extension of human thinking and judgment. Before submitting reports, they use it to examine arguments, generate counterpoints, compare different frameworks, and simulate potential consequences. In this mode of use, AI does not replace judgment; it expands the depth and scope of judgment, forcing people to define problems more precisely.

We worked with a team that initially adopted AI simply to speed up document drafting. Later, before circulating documents, they began using AI to help organize strategic logic and identify blind spots. When entering meetings, everyone had greater clarity and accountability regarding their own arguments. Productivity gains remained, but at the same time, cognitive capability also improved. This compounding effect of “efficiency layered with capability” is the true transformative significance of AI.

If AI can enhance higher-order capabilities, training and evaluation systems must reinforce this direction. If emphasis is placed solely on tool proficiency, organizations will produce more efficient executors. If training revolves around problem definition, contextual understanding, and rigorous judgment, organizations will cultivate more mature decision-makers. Evaluation frameworks are equally critical. If outcomes are measured only by time saved or costs reduced, these metrics will naturally drive behavior, yet they cannot show whether people’s capabilities are actually improving.

We may need to ask further: Has decision quality improved? Are more people taking responsibility for structured thinking? When employees leave their roles, are they more capable of defining and shaping work than when they entered? These questions relate to long-term resilience.

SkillsFuture has long emphasized maintaining employability relevance amid industrial change. This system has given Singapore adaptability. But AI alters the basis of relevance. When routine analysis and integration can be scaled and automated, value will increasingly concentrate on those who can define problems, identify opportunities, and shape direction.

In such an environment, merely aligning with the next job is no longer sufficient. More importantly, one must possess the capability to shape work. This does not mean everyone must become an entrepreneur; rather, it means being able to recognize unmet needs, integrate resources, and conduct responsible experimentation within and beyond existing structures.

If AI is introduced with such expectations, it will become an accelerator of capability leaps. Even if roles change, those with higher-order cognitive and decision-making abilities will be better positioned to define their contributions in the next phase.

Singapore has no natural resources. Our long-standing advantage lies in the capabilities of our people. When we invest in AI infrastructure, we are not only making technological choices; we are also setting societal expectations about capability. We can view AI as an engine of efficiency, or we can see it as a mechanism to elevate higher-order capabilities across society.

In the AI era, competitiveness depends not only on the speed of technological deployment, but also on whether such capabilities are broadly enhanced, and whether institutions provide people the space to exercise them. This is the deeper design question behind AI investment. It will determine not only efficiency, but also resilience and innovative capacity.

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Author: Karen Tay 郑智月 is the founder and Chief Executive Officer of local consulting firm Inherent Pte. Ltd.

Author: Stephanie Sy 薛芬妮 is the founder and Chief Executive Officer of artificial intelligence and data company Thinking Machines

人工智能:在人工智能经济中提升领导能力

在人工智能经济中提升领导能力

For subscribers 

https://www.zaobao.com.sg/forum/views/story20260223-8619550?utm_source=android-share&utm_medium=app

2026-02-23

作者:郑智月是本地咨询公司 Inherent Pte. Ltd. 的创始人兼首席执行官

作者:薛芬妮是人工智能与数据公司 Thinking Machines 的创始人兼首席执行官

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在最近的财政预算案演讲中,黄循财总理表明,政府将进一步加大对人工智能(AI)的投入——从基础设施、企业应用到人才发展。方向已经明确,AI将塑造新加坡下一阶段的经济竞争力,原地踏步已经不是选择。

然而,当企业加速部署AI时,一个更少人留意的问题正在浮现:为什么在投资持续增加、生产力显著提升的情况下,组织内部的采纳却常常显得迟疑?

一位在硅谷工作的产品经理告诉我,如今AI让他能完成过去需要三到五人协作的工作。研究整合更快,初稿更清晰,迭代周期大幅压缩。随后他补了一句:“如果我持续以这样的效率工作,明年我的岗位可能就没有了。”

这句话点出当下的张力。当AI被主要界定为效率工具——更快的产出、更精简的团队、更可量化的绩效——个人很难看到自己在系统中的长期价值如何提升。若更好的表现似乎意味着角色的削弱,对AI的犹豫则是可理解的。

生产力无疑重要,AI可以压缩写作周期、加速研究、减少例行工作。这些收益真实存在,但生产力只是基线,不是终点。更关键的问题在于:AI的引入,是否也在同步提升组织内部的高阶认知与决策能力?这里所指的能力并非职位高低,而是清晰界定问题、检视假设、整合复杂信息,并判断下一步行动的责任,AI既可以强化这种能力,也可能让它保持不变。

在一些组织中,AI主要被用来检索与润色。输入提示,输出结果,若文字尚可便直接流转。效率提高了,但思考层级并未改变。在另一些团队里,人们将AI视为第二大脑——对人类思考与判断能力的延伸。在提交报告前,他们用它检视论点、生成反驳、比较不同框架、推演潜在后果。在这种使用方式下,AI不是替代判断,而是扩展判断的深度与范围,迫使人更精确地定义问题。

我们曾与一个团队合作,最初,他们采用AI只是为了加快起草文件的速度;后来,他们开始在文件流转前,让AI帮助梳理战略逻辑、识别盲点,进入会议时,每个人对自身论证更清楚,也更负责。生产力提升仍在,但与此同时,认知能力也在提高。这种“效率叠加能力”的复利效应,才是AI真正的转型意义。

如果AI能够提升高阶能力,培训与评估体系也必须强化这一方向。只强调工具熟练度,组织会得到更高效的执行者。若培训围绕问题定义、情境理解与严谨判断展开,组织则会培养更成熟的决策者。评估框架同样关键,若成效仅以节省时间或降低成本衡量,这些指标自然会主导行为,却无法显示人的能力是否在提升。

我们或许须要进一步追问:决策质量是否改善?是否有更多人开始承担结构化思考的责任?员工离开岗位时,是否比进入时更具定义与塑造工作的能力?这些问题,关系到长期韧性。

技能创前程(SkillsFuture)长期强调在产业变化中保持就业相关性,这种制度为新加坡带来适应力,但AI改变相关性的基础,当例行分析与整合可以被规模化、自动化时,价值将更多集中在那些能够定义问题、发现机会并塑造方向的人身上。

在这样的环境中,仅仅对齐下一个岗位已不足够,更重要的是,具备塑造工作的能力。这并不意味着人人都要创业,而是意味着能够识别未被满足的需求,整合资源,在既有结构内外进行负责任的实验。

若以这样的预期引入AI,它将成为能力跃迁的加速器,即使岗位发生变化,具备高阶认知与决策能力的人,也更有能力定义下一阶段的贡献。

新加坡没有自然资源,我们长期的优势在于人的能力,当我们投资AI基础设施时,不仅是在做技术选择,也是在设定社会对能力的期望。我们可以把AI视为效率引擎,也可以把它视为提升全社会高阶能力的机制。

在AI时代,竞争力不仅取决于技术部署的速度,更取决于这种能力是否被广泛提升,以及制度是否给予人们承担这种能力的空间。这才是AI投入背后的深层设计问题,它将决定的不只是效率,而是韧性和创新能力。

作者郑智月是本地咨询公司 Inherent Pte. Ltd. 的创始人兼首席执行官

薛芬妮是人工智能与数据公司 Thinking Machines 的创始人兼首席执行官

新加坡预算2026 - 为国人提供援助

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