So what happened was we had a new chairman of Temasek Holdings, a gentleman called Mr. Dhanabalan, who formerly was the Deputy Prime Minister. So quite a hot shot. And when he came into Temasek, quite some time before the merger, I mean many, many years before that, he looked down the stable of companies and he started at the top, Singapore Airlines, Singtel, Development Bank of Singapore, DBS, huge companies and capital shipyards, symbolic ship and moved down to the bottom in the bottom three companies, which were all underperforming was Singapore Zoo, Jurong Bird Park and Temasek Holdings, Temasek Consultancy. So he got Temasek Consultancy, which is a management consultancy to do a study on the Singapore Zoo and the Bird Park and see why they can’t merge. And at that point in time, my chairman, Dr. Ong, was still alive and the chairman of the Jurong Bird Park was a permanent secretary called Dr. Kwa Soon Bee. He was perm sec of health and he was related to Lee Yu, the founding prime minister of Singapore. So they did a study with the idea to merge the two companies. And they came back, and quite rightly, they said, “We do not advise a merger because the two corporate cultures are totally different.
