BACK in 1989, when the economy had recovered from the mid-80s recession, we started our company as an air-conditoning services company as a sole proprietorship. Along with air-con servicing, we also provided labour for the installation of air-con systems for contractors.

The first crisis we ever faced, therefore, was the Asian Financial Crisis in the late 90s.

Being relatively new and small at the time, we had to grapple with limited cash reserves and a small clientele. Thankfully, however, we had by then gained a good reputation for our workmanship and service. With strong support from our loyal customers, we managed to persevere and rode out the crisis.

What we did to help survive the bad times was to diversify our business, entering the commercial projects sector. This is timely as this diversification coincided with the boom in the construction industry. Meanwhile, we also set up our trading department to serve fellow contractors. This diversification strategy, which boosted customers' confidence, has helped us to sail through the crisis. Management was convinced of our winning strategy and giving up never even crossed our minds.

Now, we have an healthy order book of S$70million as at January 31, 2009. So it's business as usual for us in the next 12 to 18 months. Our local operations may benefit from the proposed increase in public construction projects announced in the Singapore Budget 2009, but the extent will only be known when these projects are eventually rolled out.

At Natural Cool, we believes in staff training is the key to our success. That is why we have tap on various government initiatives to promote training. For us, training will help to achieve two primary objectives. Training equips our staff with relevant and updated skill sets so that they will be ready to face oncoming challenges and tap on new opportunities. We want our staff to be ready and to be able to contribute effectively once the economy recovers, helping to bring the company to greater heights.

Secondly, training also motivates and enhances our staff morales. Through our training programmes, we hope to send signals to our staff that we care. We hope to retain valuable staff especially in good times.

Of course, in times of downturn, 'cash is king'. In addition to providing adequate training for our staff, we are also vigilant in credit control.

With great efforts taken to emphasis on staff training and vigilant practice of credit control, I believe we will be able to 'turn-up' the downturn.