FOR security company Apro Asian Protection, gearing for the long term does not merely mean a structural pivot, but also staff and culture development.
The company conducted a restructuring exercise in November last year in a bid to better tap on the strengths of its business components, but it has also brought about non-tangible benefits to the company in the longer run, said Apro’s deputy managing director Li Xiaowen.
Apro’s business comprises three arms: manpower, technology and training. After the restructuring, the company consolidated its manpower and technology arms – which tend to having more business-to-business customers than its training business – to serve customers in a more...
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