Issue #2 2016
The Magazine of the French Chamber of Commerce in Singapore
Sustainable Investment COP21: Lessons and Actions Less Food Waste, More Quality of Life
French Chamber Singapore
Issue #2 2016
GUEST EDITOR’S NOTE
New Airbus Asia Training Centre Opens in Singapore
JCDecaux Renews and Expands Advertising Concession with Changi Airport until 2022
Singapore Selects Gemalto for Mobile NFC Ticketing Solution
Bolloré Logistics Signs Agreement with The Green Airliner Singapore
S4M Launches in Asia, Expands International
EDHEC Spearheads Infrastructure Research
So Chic Goes Lifestyle for Third Edition
SPOTLIGHTS Patron Member Spotlight - International SOS
COVER STORY - GREEN POWER
COP21: Lessons and Actions
Sustainable and Affordable Energy Access-for-all in Southeast Asia
Focus on Sustainability with Planet 21
Building Green and Sustainable
Repurposing CO2 Emissions
Committed to Sustainable Water and Waste Management
The Rise of Mobile Solutions for Industrial Waste Water Treatment
Sustainable Water Management
Less Food Waste, More Quality of Life
Paper and Sustainability
Newly Set-Up Companies
They Rely on Us... and Testify to Our Services
French Pavilion at IDEM’s 5th Edition
COMMITTEES & EVENTS
36, 37 Asia 36
French Maritime Cluster
38, 39 Banking & Finance 38, 52 French Gourmet 40, 41 Energy & Infrastructure 42
Business Women / Digital Innovations and Marketing
Sourcing & Supply Chain
46, 47 Legal & Tax 47
48, 49 Luxury & Premium Retail 49, 50 Platform for SMEs & Entrepreneurs 51
Research & Innovation / Healthcare
FCCS PATRON MEMBERS
Issue #2 2016
The French Chamber of Commerce in Singapore would like to thank its Patron Members for their continuous support.
French Chamber Singapore Focus is published by the French Chamber of Commerce in Singapore (FCCS). The views and opinions expressed in its columns do not necessarily reflect those of the Chamberâ€™s members and management.
director of publication Carine Lespayandel chief editor Nicolas Avril editorial assistant Diane Decante design & layout Jonathan Meur advertising Nicolas Avril Jonathan Meur colour separation & printing Toppan Security Printing Pte. Ltd. cover image Jonathan Meur Issue #2 2016 4,000 copies MCI (P) 200/07/2015 French Chamber of Commerce in Singapore 541 Orchard Road #09-01 Liat Towers Singapore 238881 Tel: +65 6933 1350 Fax: +65 6933 1398 www.fccsingapore.com firstname.lastname@example.org This issue is printed on Satimat Green 250g and Cocoon Preprint 100g from Antalis Singapore
GUEST EDITOR’S NOTE
Issue #2 2016
Sustainability in Singapore and Beyond The climate deal negotiated during the COP21 (Conference of Parties) and signed by participating countries in New York in April 2016 forces signatory bodies to share a dynamic, lasting and commonly shared roadmap for reducing their domestic greenhouse gas emissions. As a signatory and leading country in the region, Singapore intends to reduce its emissions’ intensity by 36% from 2005 levels by the year 2030 and stabilise its emissions by this horizon. The scope of the commitment applies to many industry sectors, including energy, industrial processes, land use and waste, promising new investments in low-emitting technologies and adjustments in regulations to respond to new developments – and yet the development of clean transportation still lacks incentives as of today. With this in mind, Singapore’s early actions to reduce emissions have allowed it to achieve one of the lowest emission intensities globally while maintaining economic growth. Singapore’s mitigation efforts include a green growth strategy, promoting low carbon trajectories and pursuing energy efﬁciency. The current development of new port terminals in Pasir Panjang and Tuas, which will integrate best practices in environmental performance as well as air and water pollution controls, demonstrates this policy voluntarily engaged by local authorities. For the ﬁrst time, COP21 highlighted the constructive leadership of business in decarbonisation. In the past, the companies taking part were perceived more as external observers at climate change conferences. When it comes to energy, waste, mobility, hospitality and other industry segments,
French companies enjoy best-inclass status in terms of environmental sustainability. Led by the French Chamber of Commerce in Singapore, the recent Urban Innovations portfolio showcases over 150 turnkey solutions and highlights our capabilities, creativity and expertise in driving the change and supporting Singapore’s reafﬁrmed ambition towards low-carbon economy. Pioneering low-emitting hybrid trucking in the city state last year, Bolloré Logistics, a global player in transport and logistics, pursues its commitment to designing innovative and cleaner supply chain solutions. New developments are expected to ﬂourish in response to increased demand from our partners in the region. In addition to already existing environmental markers, new ones related to last-mile delivery such as particle matters will be implemented for a complete environmental footprint of the supply chain. The FCCS is a dynamic platform promoting business relations and giving access to individuals with valuable business information. The Sustainability Committee hosted by the Chamber is evolving as something more than just a sharing and learning platform for and by sustainability professionals. We are looking to develop more collaboration with other business committees and propose multi-proﬁle talks in the future. The big idea? To plant sustainability within the business environment in the framework of Singapore’s long-term plan.
Mr Thibault LECUYER CSR Regional Manager, Bolloré Logistics and Co-President of the French Chamber’s Sustainability Committee
French Companies in Singapore
Issue #2 2016
New Airbus Asia Training Centre Opens in Singapore The new Airbus Asia Training Centre (AATC), a joint venture owned by Airbus and Singapore Airlines (SIA), was ofﬁcially opened in Singapore in April 2016. The 9,250m2 facility in Singapore is the fourth Airbus ﬂight crew training centre worldwide after Toulouse, Miami and Beijing. The new centre offers type rating and recurrent training courses for all inproduction Airbus types and, when fully operational, will be Airbus’ largest ﬂight crew training facility, with eight full-ﬂight simulators, comprising three A350 XWBs, one A380, two A330s and two A320s. The centre will also have six ﬁxed cockpit training devices and extensive classroom facilities, with the capacity to offer courses for more than 10,000 trainees per year. Airbus predicts that the Asia-Paciﬁc region will lead demand for new aircraft in
the coming years, with the in-service ﬂeet growing from around 5,600 aircraft today to 14,000 over the next two decades. This will see the active ﬂight crew population employed by airlines in the region increase from over 65,000 to almost 170,000, generating signiﬁcant demand for ﬂight crew training services. F
The opening ceremony for the Airbus Asia Training Centre (AATC) was hosted by Airbus President & CEO Fabrice Brégier (second from left) and Singapore Airlines CEO Goh Choon Phong (third from left), in the presence of S Iswaran, Minister of Trade and Industry (Industry) for the Republic of Singapore (left).
JCDecaux Renews and Expands Advertising Concession with Changi Airport until 2022 passenger capacity will increase to 82 million per year, further strengthening its position as a leading air hub. Continuing its “Broadcast, Target & Impact” strategy, JCDecaux will introduce new landmark media at more strategic locations across all four terminals while enhancing key media in the existing terminals.
JCDecaux digital billboard at Changi Airport’s T3 check-in area
JCDecaux SA, the number one outdoor advertising company worldwide, has renewed its advertising concession with Singapore Changi Airport for ﬁve years, from 2018 until 2022. The current concession ends in December 2017.
With this renewal, JCDecaux will expand its footprint in Changi Airport with an enhanced advertising inventory, offering more of its signature innovative digital media and large-format displays. It will also extend its coverage to the new Terminal 4, which is scheduled to open in the second half of 2017. With the addition of Terminal 4, Changi Airport’s
JCDecaux will further strengthen its digital media offer at Changi Airport with the introduction of digital engagement solutions leveraging the latest technologies. This will provide advertisers with the opportunity to engage passengers through various digital platforms, including on their mobile devices. Advertisers will be able to deliver their marketing communications more effectively through the new JCDecaux multi-channel media platform. F
FOCUS MAGAZINE Issue #2 2016
French Companies in Singapore
Singapore Selects Gemalto for Mobile NFC Ticketing Solution
Gemalto, the world leader in digital security, is for the ﬁrst time making it possible for Singapore public transit commuters to pay their fare using their mobile phone. Gemalto’s UpTeq Multi-Tenant NFC SIMallows commuters to enjoy greater convenience through the embedded EZLink application, taking public transport with just a simple tap of their phone.
Mobile network operators (MNOs) and banks can use this platform to provide new value-added services too. The project is spearheaded by a consortium Gemalto is part of, and partners including EZ-Link, governing bodies and MNOs. EZ-Link runs the country’s largest e-payment system. Exceptionally well-connected by buses and trains, Singapore’s mass transit network boasts a high daily ridership
of 6.65 million trips. The island, with its population of 5.4 million, also has one of the highest smartphone penetration rates in the world with 8.1 million users. Besides transport usage, the new mobile payment service is compatible with an existing contactless infrastructure featuring over 30,000 ez-link terminals from retail stores to F&B outlets and a ﬂeet of taxis. F
Bolloré Logistics Signs Agreement with The Green Airliner Singapore In February 2016, Bolloré Logistics signed a contract with asset management company The Green Airliner Singapore at the Bolloré Logistics’ Chalet on the grounds of the Singapore Airshow 2016. This contract signed in front of the aviation community by François Dubrulle, President at The Green Airliner Singapore, and Fabien Giordano, Bolloré
Logistics Singapore’s Managing Director, covers a scope of operations for inventory management services, including freight forwarding and logistics. Founded in 2007 in Geneva, Switzerland, The Green Airliner recently expanded its network to Asia, with a new local entity in Singapore for more visibility. F
S4M Expands International Growth via Asia S4M (Success for Mobile), a fast-growing international mobile ad tech company, has launched in APAC with operations starting in Singapore and the rest of the region.After raising US$8 million in funding last year, the company has accelerated their international expansion following rapid success in ﬁve other markets. It has now grown to over 85 employees, with ofﬁces in the US, UK, France, Germany, Brazil and Singapore. Their mobile-native proprietary technology provides advertisers and media agencies with a transparent evaluation and optimisation of mobile campaigns in real-time. S4M’s APAC ofﬁce is based in Singapore with operations headed by Gavin Buxton, Vice President of Sales APAC. F
French Companies in Singapore / French Chamber
Issue #2 2016
EDHEC Spearheads Infrastructure Research vestments in their portfolios. EDHECinfra director Dr Frederic Blanc-Brude said the research will cost an estimated S$14 million over ﬁve years.
EDHEC Business School has launched a new research unit in Singapore to develop the world’s largest database on infrastructure investments. Partly funded with a grant from the Monetary Authority
of Singapore (MAS), EDHEC Infrastructure Institute-Singapore aims to create debt and equity investment benchmarks to help asset owners and investors better understand the role of infrastructure in-
Based on EDHECinfra literature, the research will address today’s “profound knowledge gap” by collecting and standardising private investment and cash ﬂow data, and using asset pricing and risk models to create benchmarks that are needed for asset allocation, prudential regulation and the design of infrastructure investment solutions. The ﬁrst set of benchmarks is expected to be issued by the end of this year. To date, the group has 500 projects on its database. “At 500 projects going back 25 years, it is already the largest database in the world, but it is not enough,” said Dr Blanc-Brude. F
So Chic Goes Lifestyle for Third Edition Launched at the Soﬁtel Singapore Sentosa Resort & Spa, the third edition of So Chic gives even more insights into the things that deﬁne French creativity and savoir faire, and ways to incorporate them into your everyday life. You will also ﬁnd plenty to feast your eyes on in the newest version of the guide to French shopping and dining in Singapore. Whether you are looking for a high-end restaurant or a perfect spot to get a ﬂavour of French art de vivre, So Chic has something for everyone. And because food is not only about products but about the passion and inspiration it is driven by, we also bring to you mouth-watering recipes and other fun food trivia. This free guide is available multiple locations including the various outlets presented in the guide, the French Chamber at Liat Towers, and at the Alliance Française library. Also do not miss the So Chic French Guide Facebook page (So Chic French Guide), which highlights all updates and special deals from French brands in Singapore, as well as the newly launched Instagram page (@sochic_frenchguide). F
ESSEC & MANNHEIM EXECUTIVE MBA ASIA-PACIFIC SHAPE YOUR CAREER, EMPOWER YOUR FUTURE
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With Asia playing such a large role in the world economy, I found the program’s strong pan-Asian focus to be really complementary to my work experience and felt that it would really aid me in my career growth and progression.
Hazel Seow Alumna, ESSEC & Mannheim Executive MBA Asia-Paciﬁc 2014-2015
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Visit our Singapore campus at 5 Nepal Park, Singapore 139408
ESSEC | CPE Registration number 200511927D | Period of registration: 30 June 2011 - 29 June 2017
The pioneering spirit
PATRON MEMBER SPOTLIGHT
Issue #2 2016
Establishing a New Standard of Duty of Care in Asia Interview with Arnaud Vaissié, Chairman, CEO, International SOS International SOS is the world’s leading medical and travel security risk services company, pioneering a range of preventive programmes and delivering unrivalled emergency assistance during critical illness, accident or civil unrest. It has more than 30 years of experience advising multinational corporate clients, governments and NGO clients on occupational health, safety, and travel health, including more than 60% of Fortune 500 companies. Every year, International SOS publishes a Travel Risk Map to help organisations better understand the risks in the markets where they operate and travel. Traveller education is an integral part of an organisation’s overall risk mitigation efforts and the duty of care they provide their employees.
CAN YOU TELL US ABOUT YOUR CAREER AT INTERNATIONAL SOS? The International SOS adventure started when I was 30 years old. My childhood friend, Pascal Rey-Herme, a doctor who had recently completed a stint as a medical attaché to the French embassy in Jakarta, came up with the idea to provide multinationals in South East Asia with top-notch medical services for their employees travelling or based overseas. We realised that while these expatriates had insurance coverage, they were not getting the local medical advice and assistance they needed from a preventive perspective. International SOS is very much the child of internationalisation of business, which started in the 1980s. Since day one, we have had a clear business objective: to deliver medical and other assistance services to the increasing number of expats and business travellers working for companies in the region who wanted international standards of healthcare. It is incredibly rewarding to provide assistance when people need it most and to help protect people from medical and travel security risks. COULD YOU BRIEFLY DESCRIBE INTERNATIONAL SOS’ STRATEGY IN ASIA, SPECIFICALLY IN SINGAPORE? International SOS started small with 15 people, in Singapore and Indonesia. It was in these markets that we pioneered a new industry, set new standards for duty of care and developed innovative integrated
More than 11,000 employees work night and day to protect our clients.
solutions with prevention and response capabilities. As our clients went global, we expanded beyond Asia to provide them with global support. Singapore, however, remains a critical and strategic location for thousands of our clients and is one of the leading operational centres within International SOS’ network of 27 Assistance Centres around the world.
Over the years, a number of major social and natural events in Asia have shaped the services we offer. This has led to the addition of travel security services to our portfolio. International SOS is constantly evolving to meet the needs of clients and support their risk mitigation efforts, developing products and capabilities such as TravelTracker.
Today, we have dual headquarters in London and Singapore, operations in more than 90 countries worldwide and more than 11,000 employees who work night and day to protect our clients. Our global reach and resources are imperative to our ability to react quickly when an international emergency occurs. Our experts are located around the world – they are the eyes and ears of the organisation. Our physical presence in different countries is critical to our ability to quickly react and provide support during emergencies.
Today, organisations rely on TravelTracker to locate and communicate with more than 2.5 million travellers during and in the aftermath of crises. The International SOS Assistance App and platform also received an Honourable Mention at the 2015 Forum for Expatriate Management for “Most Innovative Use of Technology in Global Mobility” in the Asia Paciﬁc region.
WHAT ARE THE MAIN CHALLENGES AND OPPORTUNITIES FOR INTERNATIONAL SOS IN ASIA? According to a report released by the United Nations, four of the world’s most disaster-prone nations are in Asia. Typhoon Pam and the recent earthquakes in Nepal and Sabah remind us why it is so important that businesses do not wait until the next crisis and have a support plan and network in place, especially in this part of the world.
WHAT INNOVATIONS HAVE THERE BEEN IN TRAVEL RISK MANAGEMENT OVER THE PAST COUPLE OF YEARS? International SOS has expanded our services to support travellers and organisations, from improvements to itinerary-based pre-travel advice to alerting travellers on events that could affect their safety or well-being when abroad. We continue to innovate in the ﬁeld of medical and travel security services to help organisations achieve their goals and operate globally. At the same time, we need to be agile and respond immediately to the risks of today.
PATRON MEMBER SPOTLIGHT
Issue #2 2016
Technology-based services have become a major part of our offering to clients. We need to be at the forefront of the digitalisation process, as it is fundamental to our ability to provide a truly global service. We are creating new ways for our customers to communicate with us, so they can access our assistance and support quickly, in a manner convenient for them. Just this month, International SOS was named a 2016 CIO Asia Award Honouree organisation for its technology excellence, speciﬁcally for the MedTrack mobile application, which provides employees access to personal health records even in remote locations. AS THIS ISSUE FOCUSES ON SUSTAINABILITY, COULD YOU SHARE WITH US THE LATEST INITIATIVES UNDERTAKEN BY INTERNATIONAL SOS IN SINGAPORE AND IN ASIA?
It is also for this reason that International SOS Foundation was started in 2011. An independent, not-for-proﬁt organisation, it aims to improve the health, safety, security and well-being of people working away from home, internationally and on assignment. A recent “Return on Prevention” study commissioned by the Foundation revealed that organisations that implement pre-travel health checks for business travellers and international assignees are not only meeting their moral and legal responsibilities, they are also making a wise commercial investment. This research received an EMMA Award (Expatriate Management and Mobility Awards) for “Best Thought Leadership – Research or Survey” in the Asia Paciﬁc region.
Today, we have the means to locate more than 2.5 million travellers thanks to the TravelTracker application.
HOW DOES INTERNATIONAL SOS WORK IN PARTNERSHIP WITH HEALTHCARE, INSURANCE AND LEGAL INDUSTRY PLAYERS TO FURTHER ITS CAUSE? While insurance is necessary for a business, it is insufﬁcient to fulﬁl an employer’s duty of care responsibilities when sending their people abroad. Beyond purchasing travel or international private health insurance, there are signiﬁcant cost savings when organisations invest in additional medical and travel security assistance services. This coordinated and integrated case-management approach creates a win-win-win solution for organisations, assistance providers and insurance companies. Direct membership with International SOS also helps organisations understand potential risks at destination, thereby mitigating their exposure to health and safety-related risks and the costs that could be incurred. In addition, we partner leading law ﬁrms, occupational health agencies and national employers’ federations around the world to develop whitepapers on legal considerations and requirements by country – invaluable tools for helping global organisations understand risk mit-
Our approach to sustainability is to enable organisations to understand their duty of care responsibility, implement appropriate policies and educate travellers about the resources available to support them. This year, International SOS commissioned BSI (British Standards Institution) to develop PAS 3001:2016, a code of practice to provide global organisations with a formal standard that describes best practices to mitigate risks and provide duty of care to their international assignees and travellers. The PAS (Publicly Available Speciﬁcation) will provide best practices on assessing risks to employees abroad and developing policies to prevent those risks.
igation requirements as they expand their operations. In Asia, we have whitepapers already published in Singapore, Malaysia, the Philippines, India and Myanmar, and more under development in Korea, Thailand, and Hong Kong. AS A STRONG SUPPORTER OF THE FRENCH CHAMBER, HOW WOULD YOU DESCRIBE ITS ROLE TODAY FOR FRENCH COMPANIES IN SINGAPORE? According to PricewaterhouseCoopers, a 50% growth is estimated in mobile workers by 2020. Representing a dynamic business platform of more than 650 companies and individual members, the French Chamber is perfectly positioned to do its part to encourage this growing mobile workforce to build a travel risk management programme to deal with the risks of today and tomorrow. International SOS’ broad experience in the provision of travel security training, preventive travel assessment and the development of travel security risk policies and evacuation plans can support organisations under the French Chamber’s extensive partner network in understanding their duty of care responsibilities towards their employees. F
Tackling the Challenges of the New Advertising Landscape with Havas Villages Interview with Levent Guenes, CEO Southeast Asia, Havas Worldwide
Issue #2 2016
and development in the region and, as such, for our group globally. With some of the most talented people across the region and a proven track record of being in business successfully for the past 15 years across this vibrant region, Riverorchid was the ideal strategic partner for Havas, to finally partner up and get a strong foothold in these important markets. Working in an integrated way, combining Creative and Media under one roof, and with this being a part of their DNA for many years, Riverorchid remains to be the ideal partner for Havas and the Village concept, which perfectly blends creativity and performance driven marketing strategies. This makes us the global network with the largest footprint in South East Asia as we are now present in a total of 17 markets across Asia Pacific. There has been a lot of talk about these Havas Villages - can you tell us more about the objective behind creating these Villages?
Can you tell us about the history and background of Havas’ operations in Asia Pacific? LEVENT GUENES We have been active in Asia Pacific for over 40 years and currently have about 2,100 full time employees in 17 markets. Havas Singapore is the hub for the South East Asia and APAC region. We partner with important clients in the region such as Pernod Ricard, Air France, Total, Reckitt Benckiser, Tokio Marine, Danone, PSA, Coca Cola, LG, AXA, Sanofi, Google, UD Trucks, PayPal, and Pizza Hut. Is your French heritage a strength when it comes to advertising in Asia? LG Being French is certainly one of our main differentiators globally and in the market. With an incomparably rich and proud cultural heritage, France has had and continues to have a crucial influence on creativity in all aspects of life and in our industry. Through Havas in Asia Pacific, we actively live, breathe and foster our “Frenchness” by placing it at the heart of many of our activities. In a creative group like ours, with a history going back almost 200 years since being first incorporated as press agency by our founding father Charles-Louis Havas in 1835, celebrating and expressing our cultural identity and heritage in our work and blending it with global and local elements from all over the world is what makes working for Havas an extraordinary experience for those who have the chance to live and breathe it. 3. Tell us more about the Riverorchid group, your latest acquisition in Indochina. What was the rationale behind this acquisition and why is this region so important? LG We believe that Indochina – Myanmar, Cambodia, Laos, Thailand and Vietnam – has an enormous potential for growth
LG Simply put, we are in the business of storytelling and creativity with platforms that are getting ever more innovative and diversified. This brings certain challenges for our clients and their agencies. Over the years, most agencies have become lookalikes, not really differentiating themselves and coming up with the urgently required changes in the overall strategic process, making collaboration between agencies almost impossible. The current situation in the advertising industry is such that most agencies still work in these silos, separating creative, media and a large part of digital expertise into categories. Even if some of them now say that they want to break down these silos, it remains to be seen whether this is really possible. A wise man once said that there is a solution to every problem, which is neat, simple and wrong. In an ever more complex world, nothing is more important than to approach every marketing problem with behavioural insights, considering performance-driven data and analytics in order to come up with meaningful and creative solutions that will set a brand apart from its competitors and translate into concrete results in the most effective way. We believe that the Havas Village is a solution to this problem, as it combines all industry expertise across creative, media and digital as well as top talent, right from the start, instead of trying to fill potholes along the way. In other words, the Havas Village offers clients a holistic marketing approach by blending creative content, media, digital, social media, mobile, PR and data-driven solutions within the same strategic process. If you asked me why Havas has chosen this approach, the answer is simple: because we can. The digital revolution is transforming the advertising industry. Can you tell us how the industry is changing and what marketers can do stay in sync with the changing times?
FOCUS MAGAZINE Issue #2 2016
LG Everyone is aware of the latest developments but nobody knows exactly what might happen tomorrow. We have to change faster, stay more relevant and remain flexible and innovative to be able to accommodate the challenges of the future. The real shift happens to be in the combination of data and analytics in most aspects of the creative and strategic process, which is not always an easy task – imagine “creative” people dealing with numbers! It wasn’t part of our industry’s DNA for the longest time and, in the past, marketers had to rely on intuition and insights to create big ideas and strong narratives. We obviously still do that today, but with an added layer of data to mill more insights and create meaningful and effective ideas for our clients. But let’s always remember: every great campaign has a great creative idea at its heart. What are some key advertising trends coming from Asia and how differently are they evolving in the region’s developed and developing markets? LG In developed markets, sound Internet infrastructure allows consumers to consume more online content than in other parts of the world. This obviously means that we are able to use target consumers, using digital means, creative ideas, and current and future trends as a way to engage them, while mobile use is fast outpacing desktop usage elsewhere. In emerging Asia, on the other hand, while still largely struggling with digital infrastructure, we’re starting to see a smartphone boom, which will naturally translate to more opportunities in the near future. Take Myanmar, for example, an emerging country par excellence, which has gone from no-G to 3G overnight with some telecommunication conglomerates signing up huge numbers of smartphone users every single day. While some sources claim that social engagement is declining in certain parts of the world, the trend remains an interesting one for Asia and certainly South East Asia.
The regional aspect is an important one in an increasingly globalised world. It represents both an opportunity and a risk: a risk for those who can’t or simply don’t want to adapt, and an opportunity for those who are flexible enough to change. When it comes to breaking down borders between agencies in the region and making the borderless collaboration a fundamental part of our DNA, it’s not about cost-saving initiatives by consolidating departments across geographies. It’s actually pretty much the opposite, as today’s reality requires the cultural and analytical look beyond borders and making sure that cross-border collaboration addresses the needs of clients and their brands by deploying the best talent where needed, rather than where located. The new advertising landscape needs talent with a new set of skills. How are ad agencies like Havas finding and grooming such talent? LG That’s indeed true. The Village provides part of the solution by simply making it possible to access a much wider range of talent across the industry. But it would be too easy, if it were just this. Compared with other agency networks, the Havas Village itself is a fabulous training ground for such employees, who want to be exposed to more than just their area of responsibility. For the Village to work as a concept, we need our people to understand each other’s capabilities and work with each other on specific projects. That said, the development and training and further diversification of future and existing talent remains a major task for the group across all markets and the region: we are constantly looking for new ways of addressing the talent mandate via mentorship programmes, specific trainings and employee exchange initiatives. With regards to the latter, we feel that there’s no better experience than facing other cultures in a different business environment, which has led us to develop our Havas Lofts programme, where promising talent is deployed into an exchange initiative with other markets for a one- to two-month period.
Issue #2 2016
Issue #2 2016
COP21: Lessons and Actions By H.E. Benjamin Dubertret, Ambassador of France to Singapore
The unprecedented success of the Paris Climate Conference 2015 relied on a number of key factors: the acceleration of climate change, the global mobilisation of stakeholders, and the thorough preparatory work led by the French diplomacy, with four roving ambassadors and more than 900 events organised worldwide, were elements that strengthened the momentum ahead of the event. The conference itself relied on the use of an informal discussion format early on, guaranteeing all participants maximum transparency. Beyond these factors, the role of private actors in the transition was essential: the Lima-Paris Action Plan (LPAA) was instrumental in bringing in those actors to step up the pressure on states and
In December 2015, the participants of the COP21 Climate Change Conference reached an agreement that outlines a global action plan based on major commitments by its stakeholders to put the world on track to avoid dangerous climate change by limiting the rise of global temperatures to 2°C or below. This agreement constitutes a turning point in the fight against climate change, in that it is the first-ever universal, legally binding global climate deal.
It is the first-ever universal, legally binding global climate deal.
their negotiators, thus creating further momentum for the COP negotiations. The LPAA is a spontaneous, bottom-up and creative process gathering a total of 10,000 actors from 180 countries. Thanks to the NAZCA platform, which gathers commitments from non-state actors in the field of climate change, 11,000 pledges by 2,255 local authorities and cities, 2,000 companies and 450 investors were registered. Two high-level champions for the French presidency of COP21 and the Moroccan presidency of COP22 have been appointed to make sure LPAA initiatives are fully and effectively implemented. Initiatives announced during the conference, such as the Carbon Breakthrough Coalition led by Bill Gates, and its institutional counterpart, the Mission Innovation, which gathers several heads of states among which François Hollande, Barack Obama, Narendra Modi and Xi Jinping, will help encourage and shape the transition to a low-carbon economy. The signing of the agreement on April 22nd in New York was an important moment, but much remains to be done, and all stakeholders need to remain mobilised to
further amplify the momentum after the Paris Climate Conference. The goals set in the national climate pledges (Intended Nationally Determined ContributionsINDCs) will come into force in 2020. Until then, it is crucial to do our best to try and facilitate the transition to a low-carbon economy. As a hub for many companies to conduct their activities throughout the region, Singapore is a major decisional and financial centre for ASEAN and the role that it can play in the current transformation of the economic model to a green, low-carbon economy. Not only will the city state’s dedication to making this transition as early as possible help reduce the carbon intensity of its activities as expressed in its INDC, but it will also reinforce Singapore’s position as a regional role model as well as a major actor in today’s globalised economy for the years to come. F
LEFT Plenary session RIGHT Heads of delegations
Issue #2 2016
Sustainable and Affordable Energy Access-for-all in Southeast Asia By Hans B. (Teddy) Püttgen, Professor and Sr. Director, Energy Research Institute at Nanyang Technological University, Principal Investigator and Director, REIDS, and Roch Drozdowski-Strehl, Deputy Director, REIDS
During the next few decades, we will witness a bifurcation of the energy transition challenges to be faced worldwide: • In developed countries, the challenge clearly needs to be the reduction of the carbon footprint. This can be achieved through the increased penetration of renewable energies supported by suitable energy storage, on one hand, and through the pursuit of a more rational end-use of energy, on the other. Since the vast majority of the renewable energies to be relied upon use electricity as the preferred energy vector, a resolute move toward an electric world needs to be pursued. The overriding societal challenge is to maintain an overall positive outlook for future generations as to their quality of life; it is no longer acceptable that present generations plunder natural resources at the expense of future generations; • In developing regions, the challenge is to meet growing aspirations for a better quality of life. The ubiquitous availability of worldwide information continues to drive these ambitions. It is well recognised that improved quality of life is tightly connected with better and more affordable access to energy. So the challenge is to meet these fully justified aspirations while avoiding irreparable damage to the environment we all share.
TAKING ON THE SOUTH EAST ASIAN CHALLENGE The two major regions of the world where the challenges to better and more affordable access to energy are most acute are Africa and South East Asia. The Renewable Energy Integration Demonstrator Singapore (REIDS) seeks to first address the South East Asian challenge while remaining aware of the African challenge.
Improved quality of life is tightly connected with better and more affordable access to energy.
The population of the 10 countries generally grouped under South East Asia – Brunei, Cambodia, Indonesia, Laos, Malaysia, Myanmar, the Philippines, Singapore, Thailand and Vietnam – presently stands at 625 million. Some 100 million people live in 11 large metropolitan agglomerations. Another 125 million have either no access at all or very sporadic, unsatisfactory access to energy.
regions in some countries and a very high number of islands in others – over 17,000 in Indonesia and 7,000 in the Philippines alone.
Clearly better serving the energy needs of this ladder group is a both a societal necessity but also the formidable economic and market development opportunity that REIDS and its industrial partners seek to address.
Instead, the key energy infrastructure required to address the need for better and more affordable energy access in the region relies on microgrids.
Another characteristic of South East Asia is that it is geographically quite spread out, with large sparsely populated
As a result, it is technically and financially unrealistic to cover South East Asia with large and integrated electrical transmission systems like the ones now in operation in North America and Europe.
Therefore, the REIDS technology path is focused on the planning, deployment and operation of physical microgrids as suited for islands and isolated villages in rural South East Asia.
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VISION REIDS is a Singapore-based R&D platform dedicated to designing, demonstrating and testing solutions for sustainable and affordable energy access-for-all in South East Asia. Paving the way towards sustainable multi-activity off-grid communities, REIDS fosters systemic R&D in the broad energy arena in support of Singapore-based corporate and public stakeholders, thereby strengthening their position on the rapidly growing renewable energy and microgrid markets.
OBJECTIVES We aim to test and demonstrate, on a large-scale level, the proper integration of a broad range of renewable energy production options (both onshore and offshore), energy storage, and rational energy end-use technologies to supply of a wide palette of industrial, commercial and residential loads. Our R&D platform is a neutral setting that benefits private and public sector entities in support of their on-going efforts, as required for prototyping, testing, largescale demonstration and, eventually, showcasing activities along the complex energy technology and product development cycle.
now operated as Singapore’s main landfill where the inorganic waste from the four waste incineration plants in Singapore are barged in from the mainland and are then distributed on the island. The symbolic image of demonstrating the vast potential of renewable energies for South East Asia, starting from what is the end point of the emblematic Singapore waste management programme, is also at the core of the REIDS value proposition. Semakau is not just any island, it is an emblematic site to be emulated by other countries in the region.
The microgrid application pursued by REIDS is quite different: off-grid microgrids. Three separate microgrids will be built on Semakau on a 64,000-m2 plot of land set aside for this purpose. The intent is to be able to operate each microgrid separately and also to interconnect them to demonstrate how different systems can operate together – interoperability.
TIMELINE PURSUING OFF-GRID MICROGRIDS
IMPLEMENTATION REIDS is being implemented on Semakau Island, located 8km South of Singapore’s mainland. Semakau was planned and is
a very large existing transmission / distribution network.
The deployment of renewable energies is being massively pursued in North America, Europe and China. For all of these applications, the electricity is injected in
Major funding for REIDS is provided by the Economic Development Board of Singapore. Proactive support from other Singapore public agencies and the National Environmental Agency is also acknowledged. REIDS is built as a consortium with several large industrial partners from Asia, Europe and North America such as ENGIE, Schneider Electric and GE-Alstom, with ERI@N as the responsible party. It was formally launched in October 2014. The physical deployment planning and early implementation of the three microgrids is underway since Spring 2016. F
LEFT PAGE REIDS is being implemented on Semakau Island located 8km South of Singapore’s mainland RIGHT PAGE Artist rendition showcasing the transfer station, solar panels, control centre, AC/DC hybrid grid and energy storage capabilities
Issue #2 2016
Focus on Sustainability with Planet 21 By Michael Issenberg, Chairman and CEO of AccorHotels Asia Pacific AccorHotels is a group united by a shared passion for hospitality and driven by a shared promise to make everyone feel welcome. In Asia Pacific, it is the market leader, with 659 operating hotels and 126,593 rooms in 17 countries: Australia, New Zealand, Fiji, French Polynesia, Cambodia, Greater China, India, Indonesia, Japan, Korea, Laos, Malaysia, Myanmar, the Philippines, Singapore, Thailand and Vietnam. AccorHotels’ brands cover the full spectrum of the accommodation market, thereby offering travellers the industry’s most comprehensive selection of hotel styles and locations. Since its creation 45 years ago, AccorHotels has made innovation and sustainable hospitality the focus of its strategic vision as well as of its customer-centric approach in the development and innovation process.
AccorHotels recently released the results of its 2015 goals which show a clear track record in implementing real change. In Asia Pacific the results are as below:
UNITED AROUND PLANET 21
of hotels purchase and promote locally-sourced products 99% of hotels ban endangered seafood from restaurant menus
of hotels recycle their waste
98% of hotels promote balanced dishes
Planet 21 allows the group to unite its teams and engage its guests and partners in a structured approach.
Planet 21 allows the group to unite its teams and engage its guests and partners in a structured approach that is recognised by several ethical stock market indices. It has made significant progress, in particular with regards to well-being in the workplace, child protection, biodiversity, and water and energy consumption management. Here’s what happened in just five years:
Carbon emissions have been cut by 6.2%
of hotels plan disease prevention training for employees
97% of hotels use eco-labelled products
of hotels have at least three eco-friendly room components
In April 2016, the group announced the next iteration of its Planet 21 CSR programme, which includes a commitment to cut food waste across by 30% by 2020, to use low-carbon new buildings and renovations for its owned and leased properties, and to plant 1,000 urban vegetable gardens in its hotels in addition to a host of other commitments around health, nature, diversity and the protection of ecosystems.
Water consumption has been cut by nearly 9%
consumption has been cut by 5.3%
At the end of 2015, all its hotels were committed to protecting children from abuse (in-house awareness programme WATCH) and more than 4.5 million trees had been planted worldwide since 2009.
THE NEXT FIVE YEARS For the next five years, the programme has been structured into four areas of action enlisting its employees, customers, partners and local communities, and two priorities, namely F&B and buildings. As part of a policy of progress and transpar-
ency, the group asked its customers for their views on these issues, which provided us with the following key lessons: • Globally, eight out of 10 hotel guests declare that they are sensitive to sustainable development; • Guests want hotels to show commitment to concrete, daily aspects of sustainable development such as water, energy, waste and child protection; • One out of three guests consider that citizens have a role to play in sustainable development and they seem aware of their impact in terms of social, corporate and environmental responsibility; • Hotel guests declare that they are ready to act and change their behaviour. Sustainable development is now often taken into consideration by one in two guests when choosing a hotel and this criterion should progress considerably.
REFORESTATION AND FOREST CONSERVATION Globally, AccorHotels plants one tree every minute to help protect ecosystems worldwide and provide sustainable farming practices that allow local communities to feed themselves and their families. These initiatives encourage the regeneration and preservation of ecosystems and go beyond tackling carbon issues to enriching communities with new forms of livelihoods and economic opportunities. As part of its sustainable development strategy, AccorHotels has forged a part-
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nership with Pur Projet, an organisation dedicated to combatting climate change through reforestation and forest conservation projects carried out by local communities. In Thailand, the insetting relationship starts from the donation of 50% of the group’s laundry savings to plant trees and agro-crops and then buy them back, enabling a sustainable community agroeconomy. In the Pacific, AccorHotels has partnered with Greening Australia to plant over 50,000 trees over five years. This partnership will support several of Greening Australia’s large-scale restoration projects.
SUPPORTING AND ENABLING COMMUNITIES In Asia Pacific, the group has several local projects to benefit the communities in which it operates. For example, in Indonesia, A Tree for A Child (ATFAC) is a community investment programme
that focuses on poverty alleviation through education, health, and nutrition and environment protection. Through this programme, AccorHotels opened an education centre in Jakarta in 2001, which has since benefited more than 200 children and their families. This year, the group opened a second education centre
I N T E R N A T I O N A L
M O V E R S
in Bedugul, Bali, continuing the groups’ commitment to bringing a brighter future to underprivileged Indonesian children. F
THIS PAGE Accor supports an agroforestry project called Dhamma Raksha in northern Thailand, through its Plant for the Tree initiative
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Building Green and Sustainable By Pedro Teixeira, General Manager at Singapore-based CKM Consultants, part of the Bureau Veritas Group Since 1828, the Bureau Veritas Group has consistently built recognised expertise, helping clients comply with standards and regulations relating to quality, health and safety, environment and social responsibility. The group’s network of regional and local offices manages client relationship and delivers a comprehensive range of services including inspection, testing, auditing, certification, ship classification and related technical assistance, training and outsourcing. Bureau Veritas deploys multidisciplinary skills from over 66,000 employees in 1,330 offices and laboratories worldwide. It proposes the most appropriate solutions, for specific or general concerns: voluntary or mandatory certifications based on national, international, sector-based or business-specific standards; conformity assessment of all products, services, processes, equipment or organisations (testing, inspections, audits); training courses tailored to clients’ needs; technical studies and consulting to help companies improve their performance and reduce risk.
Awareness of the need to protect the environment has never been greater than it is today. This subject cuts across all societies and businesses. The real estate sector is no different because designing, building and operating buildings reflect how natural resources are consumed. Ultimately, all developments have an impact on the natural environment. It is important to understand that the building and construction sector is responsible for 40% of global greenhouse gas emissions, and it becomes essential for all stakeholders to overcome this.
The building and construction sector is responsible for 40% of global greenhouse gas emissions.
Bureau Veritas now uses this expertise in Singapore and further in the region, leading the way in providing green building conformity services in countries like China, India and SEA nations. Bureau Veritas sees its “Green Building” approach as one comprising four building practices:
Driven by the goal to help organisations meet more stringent regulations while meeting the higher performance expectations from end users, Bureau Veritas today provides clients with a comprehensive range of services on green building issues, project management assistance, accredited checking, site supervision, periodic site inspections, condition assessments, etc.
WHAT MAKES BUILDINGS GREEN The development of green buildings – the result of sustainable design and construction methodologies – has grown in importance, especially as a professional practice. It is about increasing the efficiency within buildings improving the use of energy, water, and materials, and reducing the building’s impact on human health and the environment. Over decades, Bureau Veritas has accumulated experience in applying rigorous processes and in-house expertise in design review, inspection and testing to deliver tailored solutions for clients. As a result, it has become the foremost global leader in testing, inspection and certification for the construction industry.
At the highest levels, Bureau Veritas provides Green Business Certification and
Using energy, water and other resources efficiently Protecting the health of occupants and improving their well-being Ensuring the sustainability of the building Reducing waste, pollution, and environmental degradation
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GLOBAL GREEN BUILDING CERTIFICATION Through its alliance with Green Business Certification, the certification body for the US Green Building Council’s LEED (Leadership in Energy and Environmental Design) programme, Bureau Veritas teams now review projects for conformity to strict standards for certification. With LEED already seen as the foremost programme for the certification of design, construction, maintenance and operations of green buildings, the alliance enables Bureau Veritas to entrench itself as the leading conformity assessment service provider in the building and infrastructure industry in the region.
and methodology on sustainability performance of existing buildings: the Green Rating Alliance is critical because it focuses on how existing buildings are operated and maintained. While the various green building certifications ensure and certify the sustainability of a construction during its “CAPEX” phase (cost of acquiring or upgrading physical assets), the Green Rating approach applies to the “OPEX” stage (ongoing operating costs) and addresses how its “green sustainability” can be improved by working on certain variables of the building lifecycle.
Bureau Veritas is well placed to provide verification of conformity services in the ecologically sensitive construction industry and considers Singapore an optimal playground to consolidate its sustainable footprint in Asia. Indeed, the country’s public and private sectors have demonstrated high sensitivity towards sustainable development. F
Green Ratings, which put our clients in the top league in terms of testing, inspection and certification around the world.
Bureau Veritas approaches Green Rating with a specifically designed audit methodology that involves the use of tangible and measurable indicators like energy, carbon, transport, water, waste, and wellbeing. The building is assessed on four levels:
Performance evaluated on building envelope and installations, as built, under a conventional use
Estimated performance against actual value, taking into account recommended behavioural improvement and equipment adjustment
Performance assessed with current occupiers and operations
Estimated performance against intrinsic
In 2011, Bureau Veritas – alongside 10 other real estate global leaders – launched a cross-border measurement
An equally important part of Bureau Veritas’ “Green Building” strategy is to deliver on the highest sustainability practices for the construction industry. We have done this by being a founding participant in the Green Rating Alliance (www.green-rating.com).
THE GREEN RATING ALLIANCE
IN T RI N S
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Repurposing CO2 Emissions By B. Stroïazzo-Mougin, Founder and CEO, BASM Group
BASM Group has developed a unique, patented industrial-scale technology (C3N) based on the capture and accelerated conversion of CO2 using features such as solar energy, photosynthesis, seawater and autotroph microorganisms. CO2 emissions are converted into products that can be used in a wide range of applications (including energy, nutritional, cosmetic, pharmaceutical and biotech) for which the markets are in constant growth.
CARBON DIOXIDE EMISSIONS Because of the human cycles of production and consumption, our food, energy and environment are interconnected. According to the projected growth of the world population (9.1 billion people by 2050) and consistent global development, it is increasingly difficult to satisfy our world with sufficient food and energy without severe impacts on our environment. Human activity is moving dangerously towards the Earth’s natural cycle boundaries: the CO2 absorbed during
BASM technology turns 430 tonnes of CO2 into 100 tonnes of organic biomass per year per hectare of land.
photosynthesis (reduction) is later reintroduced into the atmosphere through the process of combustion (oxidation). With the industrial revolution, humans have destroyed this natural balance by drastically increasing CO2 concentrations with additional oxidation. According to the global scientific and environmental community, if current
CO2 emissions rates continue, a point of no return of the cumulative CO2 concentration in the atmosphere will be reached before 2040. This will lead to irreparable damage with a lack of potable water, changes in food production conditions and increased mortality rates from natural disasters such as floods, storms, and droughts. Climate change is not only an environmental issue: it has
m fo r
a ti o n
ha pp en s
BASM Blue Nutritive
To produce 1 million tonnes of organic carbon, BASM technology neutralises 4.3 million tonnes of CO2
BASM Blue Petroleum
BASM Blue Colorant and Fragrance
io n a n n e utral d
BASM Blue Biotech
THIS PAGE Value chain of CO2 conversion into organic carbon and processing into crude oil and high-value products sold in pharmaceutical, nutrient and cosmetic industries
Issue #2 2016
deep economic and social consequences in the context of an ever-growing world population.
ACCELERATING CO2 REDUCTION BASED ON C3N To contribute to reversing this situation, BASM developed a unique technology (third cycle of CO2) to accelerate CO2 reduction based on Carbon, Capture, Conversion and Neutralisation (C3N). The company has focused its efforts on R&D, patents on processes and systems, characterisation of strain cultures, and the set-up of a first working production plant in Spain. Scalable, flexible, certified, patented and profitable, BASM technology allows a real chemical reduction of 430 tonnes of CO2 into 100 tonnes of organic biomass per year per hectare of land, 60 times faster than the averge CO2 absorption capacity of a forest.
Using seawater, sunlight and CO2 as main ingredients within the closed environment of vertical photo bioreactors, singlecell autotrophic microorganisms – the “building blocks of life” – break CO2 molecules to generate carbon molecules (such as carbohydrates, lipids, minerals and proteins) and dioxygen during the photosynthesis process.
MAKING USE OF BIOMASS High-value products such as omega 3, sitosterols, antioxidants, carotenoids, amino acids, polysaccharides, carbohydrates, phycobiliproteins and natural colorants are extracted from the biomass. The remaining biomass is then transformed into nutritive products for human and animal feed, or can be processed into a bio crude oil with properties similar to the conventional crude oil but without heavy metals. Independently tested and certified products are now being sold to fast-growing and profitable markets: nutrition, cosmetics, pharmaceuticals and biotech.
RAMPING UP THE CO2 COUNTER-ATTACK To satisfy fast-growing demands, BASM is now deploying its technology by increasing its production capacities in different parts of the world. In South East Asia, the first plants will be constructed at identified locations close to CO2-polluting factories. Additional plant developments will emerge in other Asia Pacific countries, where climate conditions are optimal for BASM’s production process. After the recent agreement at COP21 in Paris in December 2015, actions are now expected from political leaders. The lowcarbon model is on its way and BASM is looking forward to participating actively to the development of sustainability by providing natural products and developing green economies while acting on the neutralisation of greenhouse gases. F
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Committed to Sustainable Water and Waste Management By Jean de Montal, Operations Director, SUEZ Singapore SUEZ is a French industrial services and solutions company specialised in securing and recovering resources. Previously known as SUEZ ENVIRONNEMENT, the group unified its numerous trademarks under the brand SUEZ in 2015. Now organised around four main activities – Water, Recycling & recovery, Treatment solutions, and Consulting – SUEZ helps its clients meet the challenges of the resource revolution.
Climate deregulation and growth in the world’s population (an estimated 9 billion by 2030) are set to challenge the future of our planet and its people, because its resources are not inexhaustible. By 2035, 40% of the world’s population will live in regions experiencing water stress. At the same time, we are producing 4 billion tonnes of waste every year. We are at the dawn of a revolution that will have to be industrial and ecological, local and global, individual and collaborative. It is what we call the resource revolution. It means that we have to abandon the traditional linear model (which consists of extraction, production, consumption and disposal) and invent a circular model that will enable us to preserve and recover resources and ensure their long-term viability.
© SUEZ ENVIRONNEMENT / Schwebel
The whole purpose of our sustainable development policy is to make ourselves a powerful driver in the transformation of our businesses, so that, on the one hand, we can secure water supplies, treat wastewater and recover the resulting
In 2035, 40% of the world’s population will live in regions experiencing water stress.
sludge, and, on the other hand, manufacture new products from waste or produce renewable energy.
COMMITTED TO WATER SUSTAINABILITY Launched in June 2015 in the context of a partnership with PUB, Singapore’s national water agency, the SUEZ Innovation Center brings together three innovative projects: a Storm water management project, an Automated Meter Reading project and a Wastewater treatwment with energy recovery project (E-AB). The Storm project involves developing an operational, real-time decision support system to provide optimal strategies to manage the Marina Reservoir level during impending storms, anticipate floods in the city, and ensure a faster response to water quality issues on the catchment. The Automated Meter Reading project contributes to Singapore’s global effort in water conservation through the provi-
© SUEZ ENVIRONNEMENT / William Daniels
COMMITTED TO THE RESOURCE REVOLUTION
sion of real-time feedback to consumers, and engagement of customers through gamification. This innovative approach will help improve PUB’s understanding of Singaporeans’ water consumption habits, thereby allowing PUB to provide residents with customised advice to induce watersaving behaviours. The “E-AB” project is a partnership between SUEZ, PUB and DHI. Its goal is to develop the next generation of wastewater treatment plants specifically adapted to warm climate, with the objective of maximising biogas production and minimising energy consumption while ensuring high effluent quality. Through its Innovation Center, SUEZ is committed to providing concrete solutions to address global water sustainability issues. F
LEFT Smart Operation Centre, Le Pecq (France) RIGHT Wastewater Treatment Plant, Dole (France)
FOCUS MAGAZINE Issue #2 2016
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The Rise of Mobile Solutions for Industrial Waste Water Treatment By Stéphane Oziol, General Manager, CTP environment Asia Pacific A subsidiary of French group CTP environnement group, CTP environment Asia Pacific specialises in highadded-value industrial chemical cleaning of industrial heat exchanger (furnaces, boilers, air coolers.). CTP environment’s services cover all types of industries, including refineries, petrochemical plants and power plants. CTP environment Asia Pacific also offers innovative solutions to treat on-site problematic effluents. Modular, compact and automated, the mobile treatment units developed by the engineering department of CTP environnement group bring on-site cost-effective waste water treatment solutions for problematic effluents incompatible with discharge standards.
MOBILE WASTE WATER TREATMENT UNIT SOLUTIONS Industrial ready-to-plug mobile waste water treatment unit solutions first appeared in the European and North American markets a few decades ago. However, they have just started showing up in Asia as most of Asian countries strengthen compliance with discharge standards across all industries. In Asia, there is increasing market demand for modular and mobile treatment units that can be mobilised within hours to avoid a very costly shutdown of production lines further to an equipment breakdown, accidental pollution or even a scheduled maintenance. There is also demand for more specific solutions where industries generate spot or recurring complex effluents that cannot be treated on site by the current fixed waste water treatment system. For this kind of situation, the goal is to implement a specific treatment process for which the construction of a fixed treatment unit does not make economic sense.
THE TECHNOLOGY ELEMENT The technology used for these mobile and packaged industrial waste water treatment units is already well developed and used in fixed treatment units. However, the innovative concept of mobile units makes them highly compact, well automated and easily controlled from a distance. Their benefit lies mainly in economic, financial
In Asia, there is increasing market demand for modular and mobile treatment units.
and operational performance of an industrial waste water treatment that can handle the rise of discharge standards.
sation for calibration and in some cases must be adjusted for a good integration into the operator’s waste water treatment process system.
SETUP AND WORKINGS These units are characterised by their high standardisation level, which can significantly reduce development, assembly and commissioning costs. However, each unit must be tested prior to site mobili-
Commissioned in hours or days at most, these units on skids or in containers are easily transportable and rapidly connected. In most cases, they only require the construction of a concrete slab, water and energy connection, and a discharge outlet. One such unit is Aeromobil®, one of the most advanced mobile treatment unit engineered by CTP environnement group and the result of two years of engineering efforts. Fully automated with remote control access, this physico-chemical treatment unit with dissolved air flotation (DAF) can treat flows of up to 1,000m3/h of all types of pollutants. All these mobile treatment units have brought about an unconventional financing model for waste water treatment (shortor long-term rental, leasing, invoicing per cubic metre of waste water treated, etc) and enabled industries to preserve their investment capabilities by focusing on their core activities. F
THIS PAGE Aeromobil® DAF (Dissolved Air Flotation) unit, part of the mobile waste water treatment unit
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Issue #2 2016
Sustainable Water Management By Frédéric Théry, Chief Executive Officer, Veolia Water Technologies, Asia Pacific Veolia group is the global leader in optimised resource management. With over 174 000 employees worldwide, the group designs and provides water, waste and energy management solutions that contribute to the sustainable development of communities and industries. Through its three complementary business activities, Veolia helps to develop access to resources, preserve available resources, and to replenish them. In 2015, the Veolia group supplied 100 million people with drinking water and 63 million people with wastewater service, produced 63 million megawatt hours of energy, and converted 42.9 million metric tonnes of waste into new materials and energy.
INCREASING DEMAND FOR WATER Water is a valuable commodity used by billions of people every day and its usage has intensified over the years. This has increased water demand, resulting in added pressure on the world’s water supply systems. With a growing global population and escalating consumption from businesses, the competition for water resources is straining the environment, leading to an increase in water stress regions. This can result in several concerns including a negative impact on ecosystems, an overdraft on groundwater that can affect the environment, and disruptions to business activities across sectors. Already today, 700 million people in 43 countries are living in water-scarce regions and it is expected that 1.8 billion people will be living in regions with absolute water scarcity by 2025 .
Manufacturers have to be more mindful and responsible of their water footprint.
and growing water demand has imposed an urgent need on global businesses to implement better water management techniques. It is imperative that water should be viewed as a critical resource. As large consumers of water resources, manufacturers have to be more mindful and responsible of their water footprint by practicing sustainable water management. Governments and authorities can also help to reform water governance by implementing tighter water management protocols, and by making waterrelated information and statistics easily accessible to businesses. Through these initiatives, manufacturers will then be empowered to better manage their water consumption.
INDUSTRY-SPECIFIC MEASURES In anticipation of a future where water becomes a protected resource, manufacturers across industries are already actively devising various strategies to reduce their water consumption.
TAKING RESPONSIBILITY The use of water is essential to businesses and individuals worldwide. However, the combined threat of water scarcity
Companies in the cosmetics and personal care industry are influencing consumers to increase water conservation efforts by formulating water-saving products, such as dry shampoos and non-rinse body washes that require little to no extra water to use. In addition, F&B manufacturers are reusing treated wastewater for nonpotable purposes, the Oil & Gas industry is recycling produced water, pulp and paper businesses are engaging in white
water and condensate recycling, and the metal recovery industry is recycling its rinse water for rinsing baths.
LEADING THE WAY Companies that implement water sustainability campaigns to ensure continued water supply have definitely undergone a paradigm shift, as they understand how a water-related disruption can hamper their business activities. In choosing to actively manage their water footprint now, global industry leaders are one step closer to achieving sustainable growth. Although the public at large is aware of water shortages in different parts of the world, few realise the severity of the resulting consequences until it is too late. Water-saving campaigns driven by world governments and authorities are critical to promote water scarcity awareness and water-saving initiatives at the individual level. However, the potential for water savings are significantly greater in the industrial setting, where water usage is much more extensive including freshwater use. But as it becomes increasingly stretched, better water management is needed to support the long-term viability of businesses, and to ensure that water remains accessible to all. F THIS PAGE Monitoring water quality in the semiconductor industry in Singapore
Issue #2 2016
Less Food Waste, More Quality of Life By Roshith Rajan, Corporate Responsibility Lead, Asia Pacific, Sodexo Services Asia
Food waste fills up landfills and produces greenhouse gases, contributing to climate change and impacting our quality of life. One third of the food produced for human consumption is wasted while 800 million people suffer from hunger and malnutrition. Singapore wasted 681,400 tonnes of food in 2015, representing a missed opportunity to improve food security and mitigate environmental impact. As a global service provider impacting 75 million consumers daily and given its position in the food value chain, Sodexo plays a vital role in contributing to a food-waste-free world. A key part of its commitment to reduce carbon emissions by 34% by 2020 is to reduce food waste from production to consumption.
A SODEXO INITIATIVE FOR FOOD WASTE OPTIMISATION
empower consumers to make informed decisions around food.
Sodexo’s Waste Watch programme focuses on reducing food waste in the sites where we operate both within the kitchen (kitchen waste) and by the consumer (plate waste). It is behaviourdriven, where all types of food waste is collected, measured, and highlighted. In sites in Singapore, up to 50% reduction in food waste has been observed. This programme has been launched in countries in the region and we plan to roll it out to even more locations in the coming months.
Sodexo launched the food waste consumer engagement programme at the United World College South East Asia (UWCSEA) East Campus. Special waste bins with positive messaging are placed prominently in the cafeteria. Students are encouraged to sort their waste. Food waste goes into a transparent box, allowing students to visualise. Creativity is encouraged, where student groups take ownership, set waste reduction targets, create works of art, making the whole process fun and engaging.
With less waste, we contribute to a better quality of life.
About this initiative, UWCSEA Director of Sustainability Mr Nathan Hunt says, “This is an example of how students can partner with our teams on campus to genuinely educate for a sustainable future. Sodexo’s own ambitions for sustainability are actually helping us live our UWC mission.”
STUDENTS ENGAGED ON FOOD WASTE The consumers that we serve are our critical allies in the fight against food waste. Working closely with our clients, we
Grade 5 student volunteers guide their juniors and peers. UWCSEA teacher Ms Andrea McDonald says, “Working with Sodexo is a fantastic opportunity for my students to engage with the food waste issue. They feel they aren’t just learning but actually becoming part of the solution.”
Sodexo UWCSEA Account Manager Mr Shoeb Syed says, “The campaign has gotten off to a good start, and the response from the entire school community has been amazing. We will be able to extend its success to other Sodexo sites.”
A FARM-TO-FORK APPROACH TO TACKLING FOOD WASTE Recognising the pressing need to reduce food waste in a comprehensive manner, Sodexo founded the International Food Waste Coalition (IFWC) together with several industry leaders by addressing wastage at every stage of the food value chain. Sodexo is exploring further innovative solutions to eliminate food waste. With less waste, we contribute to a better quality of life. F
TOP Sodexo’s food waste consumer engagement programme at the tray return area in United World College South East Asia East Campus, which was developed in partnership with the school, creating an engaging atmosphere for students to take action BOTTOM Messaging specially designed to appeal to students
Issue #2 2016
Paper and Sustainability By Olivier Guichardon, Corporate Social Responsibility Director, Sequana (holding company of Antalis International)
As a leader in paper distribution, Antalis has adopted a set of CSR guidelines that aims to make profitable business in a responsible way. Working on initiatives grouped under the four main pillars of Governance, Natural Resources, People and Product Offer, the company’s goal is to implement our CSR tasks in our dayto-day business, making sure that they are consistent with our values.
The Antalis team constantly shares news and issues on the environment and products to educate and inform consumers.
while developing alternative sources, and the improvement of water management in manufacturing and distribution are equally critical.
initiative, the group constantly looks into the development of new eco-responsible products and services.
CONCRETE ACTIONS DEDICATED CSR REPRESENTATIVES
FOCUS ON PEOPLE
Under the first pillar of Governance, Antalis has a designated CSR representative in each region acting as the bridge to share best practices around the world and within the company. This also involves the development of a CSR policy with reporting processes and networks, as well as the communication of clear ethical policies.
Antalis’ third CSR pillar covers a key asset of the company: its People. Our policies ensure a safe and healthy working environment for all employees. On top of that, the group is developing a policy to increase skills and knowledge, and to attract and retain talented employees. Diversity inside the group is also highly emphasised.
USING RESOURCES IN A SUSTAINABLE WAY
The Natural Resources pillar aims to manage and use resources in a sustainable way. This includes increasing product traceability, ensuring responsibility in raw material consumption, and optimising the waste supply chain. Efficient use of energy
Lastly, the pillar of Product Offer aims to drive our customers towards responsible products. The Antalis team constantly shares news and issues on the environment and products to educate and inform consumers. Alongside this
Displaying a page for 3 minutes on a screen consumes more energy than producing a printed version
Paper can be recycled 7 times
20 emails per day over 1 year emit as much CO2 as 1,000km by car
Each year, spam emails emit as much CO2 as 3.1 million cars
With the Antalis CSR policies based on the ISO 26000 framework, the group has carried out several actions. A new online platform collects information from our supply chain to help ensure 100% of our wood-based supply is legally sourced. We continuously seek to increase the share of certified materials. Each of our 5,585 employees in 44 countries has the right to a safe working environment. We have initiated a major action plan including training and protection measures to be implemented in our warehouses. New online tools will allow our employees to access training that will develop their skills, allow ease of communication and information sharing to secure a better future for themselves, our company, and the world we live in. It is our responsibility to encourage our customers to choose eco-responsible products. Our Green Star System™ is a clear, simple grid that gives people the information that they need to choose the paper that reflects their company’s environmental position. Together, these initiatives are the basis of the Antalis group’s CSR strategy. Implementing them locally is the key to putting them right at the heart of our business, helping us ensure our business is responsible every day, at every site, everywhere. F
Issue #2 2016
Sustainable Investment By Pierre Finas, Senior Country Officer, Singapore, Malaysia & Indonesia, Crédit Agricole Corporate & Investment Bank (CIB)
Crédit Agricole CIB is a founding member of the Green Bond Principles.
PIONEERING ROLE IN SUSTAINABILITY The entire group is committed to tackling climate change, and developing new products in that respect is a priority. For instance, Amundi was the first asset manager to offer low-carbon index funds. Furthermore, we are determined to assist major clients on projects with a strong social or environmental dimension. In early 2010, a Sustainable Banking team was set up, specialised in advisory and capital-raising in the sphere of responsible finance.
For many years, Crédit Agricole CIB has been committed to sustainable development, in setting up either best practices or sector policies for financing granted to economic players like corporate or financial institutions.
ACTIVE ACTOR IN SETTING UP BEST PRACTICES Overall, COP21 in Paris was an opportunity for Crédit Agricole CIB to reassert its commitment to financing the energy transition. Crédit Agricole CIB was the first bank to adhere to the Equator Principles when they were launched in 2003. In just a few years, it has become the benchmark for responsibility in project finance. Nowadays, our group is involved in the “Mainstreaming Climate Action within Financial Institutions” initiative to promote climate finance alongside development banks. All these principles have placed Crédit Agricole Group at the forefront of renewable energy financing in France, one of the few French banks to have backed the World Bank’s call to “put a price on carbon” and, in 2015, the first bank to decide to no longer finance coal mine projects and new coal-fired plants in high-income countries.
To go further in developing responsible finance for structured transactions, the group has implemented specific due diligences and relevant sector-based policies such as forestry and palm oil, with a focus on climate and carbon risks. As the haze is a reality in Singapore every year, we are focused on continuing the assessment of climate risks to revise policies as necessary.
GREEN BUILDINGS IN SINGAPORE In Singapore, Crédit Agricole offices are located in Capital Tower, an eco-friendly skyscraper, and in the green complex of Mapletree Business City (MBC). Capital Tower is constantly looking into ways to achieve energy savings, using famous NEWater for many of its non-domestic purposes for example. Crédit Agricole CIB has centralised its internal IT development centre in Singapore within ISAP (Information Systems Asia Pacific). More than 600 staff are working for ISAP in MBC, built to achieve sustainability through electricity savings, carbon emissions reductions or using cooling plants. In the future, Crédit Agricole CIB will continue to be a major player in financing the fight against global warming and has the ambitious goal to arrange at least USD 60 billion in new climate financings by end of 2018. F
Nº1 SUSTAINABILITY AND GREEN BONDS ARRANGER Crédit Agricole CIB is a founding member of the Green Bond Principles and the clear leader in this segment since 2012. A green bond offers the same financial characteristics as a normal bond, but the difference is that the investment must finance projects and businesses with a strong environmental and/or social dimension. An early mover in this market, Crédit Agricole CIB is the Nº1 bookrunner in green and sustainability bonds issued up to now, for all years and in all currencies*. The Monetary Authority of Singapore and local authorities are sensitive to the recent COP21 debate and we trust that there are opportunities for green bonds issuance in Singapore.
* Source, July 2015: Market data, CACIB
FOCUS MAGAZINE Issue #2 2016
Newly Set-Up Companies
Issue #2 2016
Newly Set-Up Companies Over the last few months, various French companies have benefited from the FCCS’ Business Support services for their setup process in Singapore. Let’s welcome, among others:
CoachieveCoaching is a learning and development company that helps organisations cultivate diversity, leverage employee’s strengths and manage change. Its mission is to design and deliver high quality blended coaching and training leadership programmes to help leaders engage a multi-generational workforce.
LINKBYNET is a major player in outsourcing and cloud services, web e-business and information systems.
By working closely with HR professionals and leaders, we develop training experiences that are directly related to the company’s culture and the workplace challenges. As an IT watchmaker, LINKBYNET assists companies in their digital transformation, including their migration to the cloud with value-added services of cloud service brokerage.
CoachieveCoaching aims help employees grow and contribute to their company’s results by: • providing one-on-one executive coaching to assist and empower new managers to successfully navigate their ﬁrst leadership role and to help leaders to develop their leadership skills; • designing and delivering team coaching to help leaders engage their team with a focus on team dynamics, diversity and efﬁciency; • developing workshops for organisations and communities on coaching topics such as building self-conﬁdence, leadership across generations, values and purpose at work, building accountability, unconscious bias. F Contact: Marie LENAIL-CHOUTEAU, Director Email: firstname.lastname@example.org Website: www.coachievecoaching.com
Founded in 2010 by Pierre-Yves Martinez and headquartered in Paris, MisterChrono provides high-quality luxury services and products relating to luxury watches. Our spirit is: watches deserve beautiful and unique accessories. The company carry over 20 brands that include SwissKubik, Buben & Zorweg, Elie Bleu, Jurali, Lumisidus, Rubber B, and the in-house brand KronoKeeper.
They build architectures and orchestrate applications with precision, reliability and quality. F MisterChrono is one of the leaders in handcrafted watch straps, with a large range of watch straps from the likes of Camille Fournet, Gunny, HIRSCH, isofrane, NATO, and Rubber B. MisterChrono has operations in Asia and Europe, carrying out work with manufactures and workshops, like Buben & Zorweg, and Doettling. F
Contact: Benjamin DETROYE, CEO APAC Email: email@example.com Website: www.linkbynet.com/en
Contact: Mounia NASSER, Associate Director Email: firstname.lastname@example.org Website: www.misterchrono.com/en
Issue #2 2016
They Rely on Us
They Rely on Us... and Testify to Our Services EURIS offers modern digital solutions for representatives and managers of pharmaceutical companies. Solutions are available with the same user interface, on any device/OS (PC, tablets, smartphones), with online and ofﬂine capacities. EURIS develops and markets two solutions. NetReps®, a CRM solution, gives reps and managers a simple and intuitive tool for managing daily activities. Smart Content®, a Closed-Loop Marketing solution, gathers all the necessary daily marketing functionalities for reps (detailing, eLearning, planograms, picture taking, etc) for better interaction and better understanding of the stakeholders. Both software
come with an administration interface and an integrated business intelligence engine to give strategic information to all. Together, NetReps® and Smart Content® form SmartReps®, leading the way to personalised marketing. EURIS also offers global cloud hosting services of personal/health data. This cloud structure is secure, has high availability, and is compliant with local regulations on health data. WHY DID EURIS DECIDE TO APPROACH THE SOUTH EAST ASIAN MARKET? We set up an ofﬁce in Shanghai in 2015 to cover all our China activities and in Asia. The prospection mission with the French Chamber in Singapore enabled us to keep expanding through targeted meetings.
HOW WAS THE PREPARATION OF THE PROSPECTION MISSION ? The person from the FCCS in charge of the mission organised the meetings, which simpliﬁed the logistics part on site. She also facilitated meetings. WAS THIS MISSION FRUITFUL? It was. We managed to meet most of the targeted contacts where our solutions were well-received and there was concrete demand after the meetings. We had very fast feedback from the meetings. F Contact: Vincent LE MAGOARIEC Email: email@example.com Website: www.euris.com
Issue #2 2016
French Pavilion at IDEM’s 5th Edition IDEM (International Dental Exhibition and Meeting Singapore) is the foremost dental trade and knowledgesharing platform in Asia-Pacific. For the 5th time, the French Chamber of Commerce in Singapore put together the French pavilion at IDEM with an entirely new stand design. The nine participating exhibitors presented their world-class products and services at this regional trade show, highlighting France’s excellence in dental equipment and services. Once again, French exhibitors selected IDEM as a platform for Asian or sometimes worldwide launches of new products. The diversity of activities represented under the pavilion clearly illustrates the dynamism in the ﬁeld of innovation and technologies of companies from France. More than 8,100 professional visitors passed through the doors of this great three-day trade shows, held from April 8 to 10. During this 5th edition, they were able to discover over 512 exhibitors, establish connections, obtain information or identify business opportunity. F
Testimony: Medventiv Participating Exhibitors THE PERFECT MATCH: INDIVIDUAL PROSPECTION MISSION & TRADESHOW Ms. Hanh Mounier International Sales Assistant firstname.lastname@example.org 0033 2 99 87 22 02 “For us, IDEM was a good opportunity to learn about new dental technology and to present our innovative products to distributors, local importers and other Asian country representatives. We were also able to approach regional professionals directly. Regarding the prospection mission, we received full support from the FCCS team. The comprehensive speciﬁcations we requested enabled the FCCS to better understand our company proﬁle and our exploration objectives, which clearly facilitated the work throughout the mission. A list of prospects was sent to us with a short description. We then identiﬁed the ones to contact as a priority. In less than three weeks after handing our speciﬁcations, we had conﬁrmed meetings. The meetings planned with Singaporean companies all went very well. We have potential contacts and are now entering the negotiation phase to reach a ﬁnal agreement. We also got contacts with other Asian distributors such as Korea, Japan, Hong Kong, the Philippines and Malaysia. They were very interested in our products and services.” F
| Asia / French Maritime Cluster
Issue #2 2016
Breakfast Talk with Mr Henri de Castries, Chairman and CEO of AXA Following the adoption of the Paris Agreement on climate change, AXA Chairman and CEO Mr Henri de Castries presented his analysis and discussed the importance of the involvement of the private sector,
the dialogue between the developed and emerging world, and the role of large cities in keeping the momentum of the agreement. This presentation was followed by a roundtable with H.E.
Sharing Session with Mr Philippe Louis-Dreyfus For this meeting of the French Maritime Cluster Committee, the French Chamber was delighted to welcome Mr Philippe LouisDreyfus, â€œPresident du Conseil de surveillanceâ€? at LouisDreyfus Armateurs, who talked about the place that LouisDreyfus Armateurs occupies in the region and his vision of the maritime economy in Asia. F
Benjamin Dubertret, Ambassador of France to Singapore. It was moderated by Mr Pierre Veyres, Chief Executive Officer, Singapore & Regional Head, South East Asia, BNP Paribas. F
Issue #2 2016
Doing Business in Indonesia Four distinguished speakers shared their insights during this session. Mr Philippe Courrouyan, CEO of PT CLS Argos Indonesia & President CCE Indonesia; Mr Philippe Augier, Founder Museum Pasifika, President
Myanmar Elections: Looking Ahead A Senior Director in the Global Risk and Investigations practice of FTI Consulting, Mr Romain Caillaud spent seven years in Myanmar, where he provided strategic advice to investors entering this promising market. For this committee meeting, he analysed the results of the last Myanmar elections, provided insights into next steps including the selection of the President and the formation of the cabinet, and assessed the impact of these events on the business environment. F
IFCCI (Indonesian French Chamber of Commerce and Industry) and VP CCE; Mr Steve Wilford, Senior Managing Director, Asia-Pacific, of Control Risks; and Mrs Vanessa Capdevielle, Senior Consultant, Corporate Investigations, South East Asia, Control Risks.
They gave a practical overview on how to do business in Indonesia, provided business tips, shared their experiences, went through a series of case studies and suggested key elements that investors should address to mitigate their exposure to risks. F
| French Gourmet / Banking & Finance
Issue #2 2016
Voilah! 2016: Ready for the French Food Festival? Ahead of this year’s VOILAH! French Food Festival, many companies specialised in French gastronomy and F&B products have conﬁrmed their participation.
They met at the Chamber at the invitation of the French Embassy, the Chamber, Sopexa and Business France to receive the latest updates on the festival
(participating companies, planned offers and happenings, communication plan) and on new features for 2016 (partnerships, opening night, etc). F
Trends in Asia for 2016: Economic, Financial & Political This exceptional breakfast talk brought together two leading experts of economic and ﬁnancial forecasting. Mr Manu Bhaskaran, Adjunct Senior Research Fellow at the Institute of Policy Studies, LKY School of Public Policies, NUS, and Mr Antoine Chery, Head of Economic Service for ASEAN Countries, French Embassy in Singapore. F
Actualités Fiscales pour les Français Résidant à Singapour This event saw Mr Bertrand Cosson, “Directeur de l’ingénierie patrimoniale” at Banque Transatlantique in Paris, touch on different questions, namely: the latest ﬁscal developments in France, from the Macron law to the late 2015 ﬁnance laws; income and real estate taxes, main tax rates for residents and non-residents; a comparison between France, Singapore and other nearby countries such as Indonesia; ﬁscal considerations in the ﬁelds of art and philanthropy; and the ﬁscal implications of a return to France. F
Issue #2 2016
Banking & Finance|
Optimising your Financial Situation in Singapore Mr Jeremy Grey, Associate Vice President and Financial Adviser at Globaleye, and Mr Sébastien Gravière, Director and Associate at Camelot Group, discussed old and new ﬁnancial concepts to help participants enhance and optimise their family’s ﬁnancial situation. F
Financial Services M&As in Asia: 2015 Review and 2016 Outlook For this committee meeting, our Banking & Finance Committee welcomed Mr Jackrit Watanatada, Head of Public Sector Consulting, Asia Pacific, who also supports M&A Services for Chappuis Halder & Co. He addressed ASEAN integration and what it means for banking and capital markets, the nature of the deals and buyer proﬁles, ways to invest in ﬁntech, Singapore-Hong Kong differences, and private equity players in ﬁnancial services M&As. F
China’s Largest Corporates: Credit Proﬁles under Increasing Pressure The credit quality of Chinese corporates is now a major theme for the global economy: it has emerged as a top concern for global investors and any further rapid, prolonged deterioration will likely have signiﬁcant impact on the world economy, the commodities markets and international trade. To discuss this topic, the French Chamber welcomed Mr Guy Deslondes, MD and GM Corporate Ratings Asia-Pacific at Standard & Poor’s Ratings Services’ Corporate Ratings in Asia-Pacific, and Mr Christopher Lee, Chief Ratings Officer, Greater China for Standard & Poor’s. F
CFO Business Lunch With the launch of a CFO Club and CFO Business Lunches, the French Chamber allows CFOs to meet with their peers to discuss challenges/issues, experiences and best practices in the region. F
| Energy & Infrastructure
Issue #2 2016
Visit of the “Bourbon Evolution 807” Vessel For its second visit in Singapore, members discovered the “Bourbon Evolution 807”
vessel. The Bourbon Evolution 800 Series is designed to operate safely and meet
the challenges of offshore oil and gas production. F
Site Visit: ExxonMobil Petrochemical Complex The Chamber’s Energy & Infrastructure committee invited members to visit the petrochemical complex of ExxonMobil
Asia Paciﬁc Pte Ltd, the single-largest foreign manufacturing investor in Singapore. It was presented together with
ExxonMobil’s petrochemical business by Mr Georges Grosliere, Venture Director / Manufacturing Director. F
Issue #2 2016
Energy & Infrastructure|
Site Visit: SportsHub’s Solar Power Plant Solar photovoltaic energy is taking off in Singapore with companies and institutions looking to satisfy their power
needs through clean and green energy. In that context, the French Chamber and the Singapore-based solar Independent
Power Producer LYS Energy co-organised an exceptional visit of the SportsHub’s solar PV system. F
Key Global Outcome of COP21 & Future Energy Mix in ASEAN This talk saw Mr Philippe Joubert discuss the key outcomes of the climate change agreement signed during COP21 in Paris, the changes to expect, and their impact on and resulting opportunities for businesses. Mr Joubert is Chair of the Prince of Wales’s EU Corporate Leaders
Group on Climate Change, Advisory Board of the Cambridge Institute for Sustainability Leadership. He is also Executive Chairman of the Global Electricity Initiative at the World Energy Council and Senior Advisor Climate & Energy, WBCSD.
Dr Pierre Noël, Sultan Hassanal Bolkiah Senior Fellow in Economic and Energy Security at the International Institute for Strategic Studies, Singapore, then touched on the future of energy in ASEAN, speciﬁcally for coal, natural gas and renewables. F
Business | Women / Digital Innovations & Marketing
Issue #2 2016
Can Communication Skills Cross Genders? A certified coach of the International Coaching Federation, Mr Quentin Bernard tackled the topic of gender differences in communication. Speciﬁcally, he looked into the need to understand the motivation behind the behaviour, recognise one’s own communication style and bias, be respectful and open to others’ communication styles and values, and work on compromise to bring out the strengths of the communication style. F
Simpliﬁcation as a Communication Strategy The growing complexity of the workplace, coupled with 24/7 connectedness, makes it harder than ever to cut through the noise and deliver important messages to internal or external audiences – with direct consequences if you do not get it right. Ms Juliana Bernard-Brunel, Regional Director of Simpleshow Asia, discussed why it is increasingly necessary to simplify communications, tips for addressing complex subjects quickly and explaining the facts with creative ideas in a straightforward and memorable way, and basic principles to make messages stick and create trust. F
Why Public Relations and Traditional Media Are Still Relevant Today In the age of blogging and social media, one can wonder if exposure in traditional
media is still relevant. The answer is yes! If any effective PR campaign must include
an online component, it is as essential to count traditional media in. Why is it so important? Because the traditional media have built brands that carry weight, inﬂuence and credibility. A story featured in the New York Times, the Wall Street Journal or on CNN will be more impressive to the average consumer than if it were featured even in the top online blogs. Mrs Marion Zipfel, a journalist, was invited to share some tips on strengthening relationships with traditional media. F
FOCUS MAGAZINE Issue #2 2016
New Deal of Employee Engagement Mr Bernard Coulaty is VP HR at Pernod Ricard Asia and the author of “New Deal of Employee Engagement”. During this committee meeting, he shared his view that a sustainable body-and-mind employee engagement model can reconcile individuals and organisations by adopting a “whole self” vision and acknowledging the diversity of human drivers through eight engagement proﬁles covering the full scope from disengagement to over-engagement. F
Exclusive Drink for HR Corporates Our HR committee organised a Welcome Drink at Café & Bar Gavroche to celebrate the start of 2016 and present the full range of HR events and services planned for this year. Participants also got to make new contacts and discuss industry topics. F
Improving your Well-Being and Efﬁciency at Work During this committee meeting, Mr François Bouyer, President and Founder of BeThe1, highlighted various ways in which to improve one’s level of consciousness and achieve personal development at work. He mentioned the link between wellbeing and performance at work and the importance of personal relationship during any type of group activities. F
Issue #2 2016
Harnessing the Power of Big Data During this ICT committee meeting, Ms Tracey Figurelli, Senior Vice President, Integrated Solutions at Resources
Global Professionals discussed ways to assess a companyâ€™s ability to implement, sustain and maximise a data
strategy by leveraging data analytics and governance. F
Building New Business Models of Internet of Things This talk focused on creating new IoT concepts by working with the ecosystem (ng Connect) and building new business
models. The speaker, Mr Zhenjun Zhu, who currently leads Internet of Things Market Development in Asia for Nokia,
CIO Lunch The CIO lunches are a new series of events dedicated speciďŹ cally to CIOs. The purpose of these intimate and casual lunches
is to allow participants to exchange with their counterparts in Singapore. F
also ran through a couple of successful examples / case study of business models. F
FOCUS MAGAZINE Issue #2 2016
Sourcing & Supply Chain|
Preparing Supply Chains for Robust Growth Ms Roxane Desmicht, Senior Director Corporate Supply Chain Asia Pacific at Infineon, detailed the various types of risks and challenges affecting supply chains in the electronic industry and examined 10 relevant megatrends. She then explained how to use these trends and risk mitigation to make supply chains a competitive advantage in the electronic industry. She closed by suggesting how supply chains can support business growth. F
DDMRP: A Supply Chain Revolution to Dampen Demand Variability Supply chains globally are becoming more complex with companies struggling with the increased difﬁculty to manage market dynamics. The legacy of traditional material planning and control system rules (ERP/MRP and DRP) are causing enormous amounts of friction within and between manufacturers in today’s more complex and volatile supply chains, such as poor inventory performance, material shortages, low customer service level and longer lead times.
Actionable Intelligence for Smart Cities, Smart Nations, and Smart Companies
For these challenges, DDMRP is expected to create a major revolution, as presented by Mr John Paul, Managing Director and Founder of iCognitive. F
The promise of smart cities is to deliver a better standard of living to citizens. What this means to companies is more data to reduce demand and supply volatility. Mr Keith B. Carter, Actionable Intelligence Expert and Visiting Senior Fellow, Business School, National University of Singapore, discussed the feasibility of low inventory and high customer service through data storytelling, ethics to manage data, and the right policies to deliver on the promises of smart cities. F
Sourcing and Supply Chain Club Lunch The FCCS Sourcing and Supply Chain committee launched a “SSC Club” with a networking lunch. This new initiative gives participants the opportunity to discuss with peers about their challenges/issues, experience and best practices in the region. F
Legal | & Tax
Issue #2 2016
Best Practices in Internal Investigations In this session, Ms Tan Weiyi, Partner at Baker & McKenzie. Wong & Leow, covered best practices on conducting internal investigations and considering relevant aspects of employment, data privacy, anti-bribery and anti-money laundering laws in the context of such investigations. F
Legal Context of FDIs in India: Changes since Narendra Modi Came to Power This presentation by Mrs Lisbeth Lanvers-Shah, Attorney at Law at DS Avocats India, offered an assessment of Modi’s achievements and initiatives, of their impact on how foreign companies are doing or will be able to do business in India and of the entry strategies available to foreign companies. F
Launching and Expanding your e-Commerce Business in SEA For this committee meeting, the French Chamber welcomed Ms Bénédicte Deleporte, Managing Partner at Deleporte Wentz Avocat and Mr Dhruv Mehrotra, Director Business Development at SingPost. They discussed the most common questions to raise prior to launching an e-commerce business in the region: prerequisites, sales channel to select, web site development, managing e-commerce activity across the region, and logistics. F
New European Succession Law and Implication for Singapore Residents Ms Cécile Acolas, Partner and Director at Rosemont Consulting SARL, discussed new EU succession rules that entered into force in August 2015 as well as their implications for expatriates in Singapore who own assets in Europe whether real estate or movable properties. F
FOCUS MAGAZINE Issue #2 2016
Legal & Tax / Sustainability|
Alternative Dispute Resolution in Asia Paciﬁc For this presentation, Ms Els Van Poucke and Mr Thomas Lieby, both Attorneys at Law at Luther LLP, introduced the strategic considerations to bear in mind when undertaking to resolve a dispute. Speciﬁcally, they shared how to best protect a company’s interest before a dispute arises, deciding whether or not to bring a claim and the appropriate forum to do so, attempting mediation instead of arbitration or litigation, the costs of ADR and amounts that can be recovered, and enforcement issues. F
Best Practice Sharing with Cosﬁbel and Antalis During this sharing session, participants learned about sustainability and CSR practices of two French companies. Mr Eric Tollemer, MD of Cosfibel Singapore, explained how his company selects its partners on fair and ethical grounds. He also talked about the “Cosﬁbel Actions for Responsible and Ethical Sourcing” programme, which builds socially inclusive projects from the ground up. Ms Sharon Low, Head of Marketing of Antalis Asia Pacific, discussed paper as a key element of CSR policies and, speciﬁcally, how to access paper and how organisations can integrate paper into a sustainable development policy. F
Business Risks and Opportunities in Procurement Relationships Mr Xuan Sheng Ou Yong, Analyst with EcoVadis, discussed the ﬁndings of a study commissioned by EcoVadis and Médiation Inter-Entreprises France on the CSR performance of French companies against companies from OECD countries and the BRICS. A Senior Agronomist at SMPT Singapore, Mr Edouard de Rostolan talked about Michelin’s experiences and lessons learnt in managing its supply chain sustainability risks. F
Luxury | & Premium Retail
Issue #2 2016
Singapore as a Shopping Destination: Trends & Opportunities During this seminar, Ms Gan Hui Cheng, Assistant Director, Retail with the Singapore Tourism Board, covered yearto-date tourism performance, including major initiatives undertaken by STB to attract visitors to Singapore in 2015 and strategies moving forward. Mr Jan Moller from Global Blue shared the latest global/regional/local trends in shopping behaviour of tourists and discussed strategies to attract and increase spend of international travellers. Our third speaker, Mr Prasad Shinde, Director at Ipsos Connect, covered key trends that have inﬂuenced shopper behaviour over the last two years. F
Digital for Luxury: Common Pitfalls & Best Practices For this committee meeting, Founder and Director of mOOnshot digital Mrs Florine Eppe Beauloye explored the complex nature of online marketing and the perceived threat that digital could represent to the concept of exclusivity, traditionally associated with luxury. She stressed the importance of understanding the new tools and platforms, processes and consumer behaviours associated with digital and mobile opportunities. F
Asia’s Era of Young Millionaires Ms Amrita Banta, Managing Director of Agility Research and Strategy, shared ﬁndings from the company’s 2015 Afﬂuent Insights report: HNWIs in the US are past mid-life, while those in China have yet to hit 40; for all HNWIs, luxury is deﬁned by the quality of their experience, but the Chinese also require it to drive status; China’s HNWIs demand exclusivity much more than those in the USA, Singapore or Hong Kong; Chinese HNWIs are most likely going to drive the luxury market in the years to come. F
Issue #2 2016
Luxury & Premium Retail / Platform for SMEs & Entrepreneurs|
Luxury & Premium Retail Lunch This by-invitation-only lunch at Odette Restaurant allowed participants to meet in an intimate and relaxed setting to exchange with their counterparts in charge of luxury retail in Singapore and the region. F
Opportunities in Asia’s Retail Scene During this committee meeting, Ms Sigrid Zialcita, MD at Cushman & Wakefield Research, Asia Paciﬁc, shared her views on new opportunities in Asia, a region at the forefront of the global economy since the global ﬁnancial crisis. F
Singapore’s Tech-Enabled Start-Up Ecosystem In recent years, Singapore has grown into a hot spot for technology start-ups across South East Asia. The city-state has created an ecosystem that encourages start-up development thanks to access to funding, market reach and a conducive working environment.
Sharing their experiences were Mr Greg Unsworth, Digital Business Leader, and Mr Maxime Blein, Senior Manager Strategy, both from PwC Singapore; Mr Arnaud Bonzom, Director of Corporate Innovation, 500 Startups; and Mr Olivier Carnohan, co-Founder & CEO, NESSA.
The session was moderated by Mr Eric Saint André, Founder of ASA Advisory Services Pte Ltd and co-president of the French Chamber’s Platform for SMEs & Entrepreneurs. F
Platform | for SMEs & Entrepreneurs
Issue #2 2016
Time Management: Work Smarter Not Harder Both representing Timeo-Performance, Mr Fabien Mailhe, Managing Director, Business Performance and Management
Consulting, and Mr Alex Lanjri, Head of Learning & Development APAC, discussed getting the right work done and
accomplishing more to improve individual and team productivity. F
Women Entrepreneurs Round Table With a special focus on successful networking, breaking the ice and approaching potential clients, the Platform for StartUps & Entrepreneurs organised its third round table for women entrepreneurs. Mr Julien Metayer, Group Manager, Business Development at Pan Asia
Logisticis International, shared tips to network and follow up after a ďŹ rst meeting with a prospect. He also showed tools that he uses to collect business cards without being overwhelmed. Participants also got to meet other women entrepreneurs with similar challenges, and share their experiences, challenges and tips. F
Entrepreneur Drinks The FCCS regularly organises drink events at its Business Centre. These networking evenings are dedicated to entrepreneur members, and offer them the opportunity to share information about their businesses, discuss best practises and exchange tips and contacts. F
Issue #2 2016
Research & Innovation / Healthcare|
Singapore’s Science and Technology Research Ambitions Singapore recently unveiled the Research, Innovation and Enterprise Plan 2020 (RIE 2020), a S$19-billion plan to support Singapore’s R&D efforts over the next ﬁve years. Mr George Loh, Director of the National Research Foundation’s Programmes Directorate, discussed this plan and Singapore’s science and technology research ambitions for the next four years. F
Resarch & Innovation Committee: 2016 Roadmap The Research & Innovation committee kicked off 2016 with an opportunity for
R&D professionals to meet and discuss this year’s agenda and future actions/
events to be organised. F
Healthcare Committee Meeting: 2016 Roadmap This ﬁrst Healthcare Committee meeting of the year was the perfect opportunity for Healthcare professionals to get to know each other and to discuss the 2016 agenda and future actions/events. F
| Events / French Gourmet
Issue #2 2016
Galette des Rois Set amidst lush greenery in tranquil surroundings, the Grand Hyatt Singapore poolside restaurant Oasis offered a great atmosphere for this year’s Galette des Rois networking evening. F
Business + Gastronomy = FCCS Monthly Luncheons On every ﬁrst Friday of each month, the French Chamber organises a business luncheon at a different French restaurant. The constant change in venue and menu creates a refreshing ambience for conversations to ﬂow between our members. These informal networking sessions are always excellent opportunities to develop new contacts and exchange opinions on business issues while enjoying some great French food. Our last luncheons took place at BarA-Thym (top), Le Frenchie (centre) and Angelina (bottom). These events are open to everyone; feel free to invite your friends or colleagues to join us. Visit our website www.fccsingapore.com to see our next business luncheons and broaden your network! F
Issue #2 2016
New Members PATRON MEMBER
The French Chamber is pleased to welcome a new patron member!
CMA CGM ASIA Contact: Mr Nicolas SARTINI, Group Senior Vice President
CORPORATE MEMBERS A-MUNITION
Contact: Mr Christophe MEGEL, Founder CEO Website: www.a-munition.com Sector: F&B
Contact: Mr Xavier ETIENNE, MD Website: www.lyreco.com.sg Sector: Workplace Solutions
ACCURACY SINGAPORE CORPORATE ADVISORY Contact: Mr David THORNES, Director Website: www.accuracy.com Sector: Consulting
NES GLOBAL TALENT Contact: Mr Julien OLIVEIRA, Senior Recruitment Consultant Website: www.nesglobaltalent.com Sector: Manpower Specialist
AMADEUS GDS SINGAPORE
PSA PEUGEOT CITROEN
Contact: Mr Frederic SAUNIER, Head of Corporate IT. APAC Website: www.amadeus.com Sector: ICT
Contact: Mr Gregory BLOKKEEL, Head of Innovation Cell @ Singapore Sector: Vehicle Manufacturing
ETHNICRAFT ONLINE SINGAPORE
Contact: Mr Darren GANNON, MD Website: www.safetynetasia.com Sector: ICT
SAFETYNET ASIA Contact: Mr Jonathan ROELANDTS, MD Website: www.ethnicraft-online.com.sg Sector: Furniture
SIGFOX HOLCIM (SINGAPORE) Contact: Mr Antoine ZENONE, CEO Website: www.holcim.sg Sector: Building Materials
Contact: Mr Henri BONG, Director Asia Business Development and Sales Website: www.sigfox.com Sector: ICT
Contact: Mr Emmanuel MONTET, Chief Representative & South Asia Operations Director Website: www.ipsen.com/en Sector: Pharmaceuticals
Contact: Mr Nicolas CHESNIER, Regional MD Website: www.sisley-paris.com Sector: Cosmetics & Perfume
SODIAAL DAIRY TRADING SINGAPORE
Contact: Mr Romain WERYK, Sales Representative Website: www.kerlink.com Sector: ICT
Contact: Mr Francois CANOVAS, GM Southern Asia and Oceania B2B Website: www.sodiaal.fr Sector: Dairy Cooperative
ST. JAMESâ€™S PLACE WEALTH MANAGEMENT
Contact: Ms Mollie JEAN DE DIEU, GM Website: www.longchamp.com Sector: Luxury Goods
Contact: Mr Dominick GUIHOT, Associate Partner Website: www.sjp.asia Sector: Wealth Management
Issue #2 2016
MORE CORPORATE MEMBERS STORIES DESIGN
VINCI AIRPORTS SINGAPORE
Contact: Mr Xavier LAFORGE, CEO Website: www.stories-design.com Sector: Media / Communication
Contact: Mr Alain BRUN, Business Development Director Asia-Paciﬁc Website: www.vinci-airports.com Sector: Airport Operator
SWAROVSKI SINGAPORE TRADING VINCI CONCESSIONS
Contact: Mr Aymeric LACROIX, MD, Southeast Asia For Consumer Goods Business Website: www.swarovski.com Sector: Luxury Goods
Contact: Mr Thomas BIGUEURE, CEO Website: www.vinci-concessions.com Sector: Infrastructure
ASSOCIATE MEMBERS BANYAN TREE & ANGSANA LAGUNA PHUKET
JOËL ROBUCHON RESTAURANT Contact: Mr Ravi MUTHIAH, Director, F&B Website: www.rwsentosa.com Sector: Restaurants
Contact: Mr Francis PARK, Sales Manager, MICE & Corporate Website: www.banyantree.com Sector: Hotels
LITMUS GROUP Contact: Mr Chintan GANATRA, Singapore Lead Partner Website: www.litmusgroup.com Sector: Consultants
CAMELLIA YINGCHA Contact: Ms Jennifer LI, Director Website: www.camellia-yingcha.com Sector: Exclusive Culture & Business Club
PLANITSWISS ASIA COMPLETE HEALTHCARE INTERNATIONAL
Contact: Mr Arthur BONTEMPS, MD Website: www.planitswiss.com Sector: Events
Contact: Dr. Kim HAYES, Director and Principal Doctor Website: www.chi-health.com.sg Sector: Clinical Practice
TENANT CS SINGAPORE Contact: Mr Romain SAUSSEY, Associate Account Director Website: www.tenantcs.com Sector: Real Estate Consulting
GEORGE HWANG Contact: Mr George HWANG, Director Website: www.georgehwangllc.com Sector: Legal / Audit / Consultants
VERSPIEREN - CM HOULDER INSURANCE BROKERS
Contact: Mr Grégoire RASTOUL, Community Partnership Ofﬁcer Website: www.international.verspieren.com Sector: Insurance
Contact: Mr Remy FURNON, Head of IT APAC Website: www.givaudan.com Sector: Fragrances and Flavours
INDIVIDUAL MEMBERS Ms Valerie Beaulieu, GM, MICROSOFT
Mr Olivier Gergele, Principal, A.T. KEARNEY
Mrs Sabrine Cazorla Reverre, Avocat/Registered Foreign Lawyer, SINGAPOUR / RAJAN CHETTIAR Sector: Law
VIRTUSA Sector: IT Consulting
Mr Charles Regnier, VP, Head of Business Consulting APAC,
Mr Patrick Trombert, Business Development Director,
Mrs Sarah Stokoe, Attorney At Law, GIDE LOYRETTE NOUEL
VOLVO EAST ASIA Sector: ICT
Mr Hugo Virag, Director, ASTRIS FINANCE Sector: Advisory Firm
Issue #2 2016
ENTREPRENEUR MEMBERS APICIUS CONSULTING
Contact: Ms Isabelle LE MAUFF, MD Website: www.apiciusconsulting.com Sector: Hospitality Consultancy
Contact: Mr Alexandre KEBABTCHIEFF, Director Website: www.myselection.sg Sector: Online Retail
ART AND ABODE Contact: Mrs France RUDGE, Owner and Founder Website: www.artandabode.com Sector: Gallery
OUVERTURE Contact: Mr Pierre Francois SCHAUNER, MD Sector: Consumer Goods
RESTOLOGIA BRAND BUILDING ASSOCIATES Contact: Mr Ludovic AYMEN DE LAGEARD, CEO & Founder Website: www.connexiondart.com Sector: Luxury Goods
CITES GESTION Contact: Mrs AGNES HUGOT, Founder Sector: Financial Advisory Services
Contact: Mr Fouad I. M. HASSANI, CEO Website: www.restologia.com Sector: Software / Information Services
SALAMANDER LIFESTYLE Contact: Mrs Farida CHETTAB BROUWER, Founder & MD Website: www.salamanderspa.net Sector: Boutique Spa Consultancy
Contact: Mrs Céline DE ROBILLARD, Digital Marketing Director Website: www.concentre-asia.com Sector: Digital Marketing Consulting
Contact: Mr Thomas BROCHIER, Founder Website: www.seechic.com Sector: Contact Lenses and Sunglasses
Contact: Mr Philippe DAMAS, Director Website: asianrugby-businessclub.com Sector: Sports / Events
SPORT SEVENS Contact: Mrs Julie TARDIEU, Director Website: www.editionlimitee.com.sg Sector: Consumer Goods
TERRANOVA CONSULTING FLYSPACES Contact: Mr Guillaume MARTIN Website: www.ﬂyspaces.com Sector: Ofﬁce Rental
Contact: Mr Rod LAMEYSE, Managing Partner Website: www.terranova-consulting.com Sector: Consulting
THEMYS LTS GB-PERFORMANCE Contact: Mr Gilles BONAVITA, MD Sector: Maritime Consulting
Contact: Mrs Marjorie CONDERANNE, Founder / Manager Website: www.themyslts.com Sector: Legal Translations
GC LEASE SINGAPORE Contact: Mr Guillaume CUNY, MD Website: www.grenke.sg Sector: IT Services
INSTAROID Contact: Mr Nicolas BRUNET, Founder Website: www.instaroid.sg Sector: Media / Communication
LES PETITS GAULOIS Contact: Mrs Laura MESSIER, Founder and School Director Website: www.lespetitsgaulois.com Sector: Education
TOPOTOGO - 多宝多国 Contact: Mrs Carrie NOOTEN, Founder, Ux and Narrative Designer Website: www.topotogo.com Sector: City Discovery Apps
WINE SELECTION Contact: Mr Ghislain MORET, Manager Sector: French Wines
Issue #2 2016
FCCS Privilege Card
RETAIL & LEISURE
ABOUT THE CARD The Privilege Card is personal and is exclusively reserved to members of the network of the French Chamber of Commerce in Singapore. It gives access to many beneďŹ ts in Singapore and in France, with more than 50 participating member brands.
WINE & DINE
AT YOUR FINGERTIPS
TRAVEL & HOSPITALITY
Download the FCCS app on your iPhone or Android phone and gain access to up-to-date information on all your member privileges, including new deals added along the year.
EDUCATION Terms & Conditions apply. Visit www.fccsingapore.com for more details.
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