Orient Issue 68

Orient

THE OFFICIAL MAGAZINE OF THE BRITISH CHAMBER OF COMMERCE SINGAPORE ISSUE 68 | SEPT 2018

BUILDING NETWORKS | CONNECTING BUSINESSES | CREATING OPPORTUNITIES

SPECIAL FEATURE:

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A Message from the Department for International Trade (DIT): The UK's Trade Agenda in ASEAN

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SPECIAL FEATURE:

What Tech Firms are Doing to Overcome the Talent Crunch

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SPECIAL FEATURE:

ASEAN at 50 – Fulfilling the Region’s Potential

MCI (P) 136/04/2018

Our relationships help shape our future.

Together, we can create change.

At Prudential, we believe in the power of connections. From supporting cutting-edge, new technologies to fostering community partnerships, we work with like-minded individuals and organisations that share our vision of a better tomorrow. www.prudential.com.sg

Always Listening. Always Understanding.

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President's Message Executive Director's Message News Matters of Opinion: Following Up on the Cyber Security Challenge A Message from the Department for International Trade (DIT): The UK's Trade Agenda in ASEAN New Members Upcoming Events Recent Events Feature: Save Time and Cost in Trade Operations with the National Trade Platform Feature: Developing a New Kind of Leader for the 21st Century Special Feature: What Tech Firms are Doing to Overcome the Talent Crunch Feature: Beyond Learning on the Go Feature: It Is Time to Go Beyond Straws Feature: Is There a Better Way to Manage Your Projects?

Special Feature: ASEAN at 50 – Fulfilling the Region’s Potential Feature: An Update on Rental & Property Investment in London Let's Discuss... Destination Automation: Measuring the Impacts to Commercial Shipping Member Offers

Editor: Lucy Haydon lucy@britcham.org.sg

Orient is a bi-monthly magazine published by the British Chamber of Commerce, Singapore.

Editor & Designer: Nicole Alison Lim alison@britcham.org.sg

© All rights reserved.

Co-Editor: Samantha Nelson samantha@britcham.org.sg 39 Robinson Road #11-03 Robinson Point Singapore 068911 Tel: +65 6222-3552 Fax: +65 6222-3556 Email: info@britcham.org.sg www.britcham.org.sg

The views and opinions expressed or implied in Orient are those of the authors or contributors and do not reflect those of the British Chamber of Commerce, its officers or editorial staff. No reproduction of articles without the prior permission of the Chamber.

Unsolicited transparencies and articles are sent at owner’s risk and the Chamber accepts no liability for loss or damage. Copy is not for sale and images belong to their respective owners. They are for illustrative purposes only, and no copyright infringement is intended.

@britchamsg @bccsingapore @british-chamber-ofcommerce-singapore

CONTENTS

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OUR SPONSORS PLATINUM SPONSOR

GOLD & DIVERSITY SPONSOR

GOLD SPONSORS

SILVER SPONSORS

SUPPORTING PARTNER

BRITCHAM BOARD

BUSINESS GROUP CHAIRPERSONS

MANAGEMENT TEAM

PRESIDENT:

BUILT ENVIRONMENT:

Executive Director: Olivia Widen

Bicky Bhangu, Rolls-Royce Singapore

VICE-PRESIDENTS:

Marius Toime (Chairperson), David Mackerness (Co-Chair)

Damian Adams, Simmons & Simmons Sian Brown, Barclays Bank PLC

DIVERSITY & INCLUSION:

SECRETARY:

ENERGY & UTILITIES:

Andrew Vine, The Insight Bureau

TREASURER:

David Fowler, PricewaterhouseCoopers

BOARD MEMBERS:

James Nesbitt, Standard Chartered Bank Richard Warburton, Arcadis Paul Kelleher, Diageo Singapore Pte Ltd Haslam Preeston, Jardine Cycle & Carriage Ltd Mark Chowdhry, Baxters International Andrew Pickup, Microsoft Asia Damian Hills, The British Club Rosie Danyluk, BP Singapore Pte Ltd Christopher Pook, Department for International Trade (Ex-Officio) Roland Davies, British Council (Ex-Officio)

COMMITTEE CHAIRS BUSINESS GROUPS: Richard Warburton

EVENTS:

Nella Goodarzi (Chairperson)

Tim Rockell (Chairperson), Bree Miechel (Co-Chair)

Head of Member Relations: Nicole Wharfe

ENTREPRENEUR & SMALL BUSINESS:

Head of Events: Zoe Fazan

Miles Gooseman (Chairperson), Mark Florance (Co-Chair)

FINANCIAL & FINTECH:

Ashley Jones (Chairperson), Francesca McKee (Co-Chair), Kalai Natarajan (Co-Chair)

INFOCOMM TECHNOLOGY: Andrew Pickup (Chairperson), Magda Chelly (Co-Chair), Hitan Mehta (Co-Chair)

LEADERSHIP, TALENT & PROFESSIONAL DEVELOPMENT: Joe Tofield (Chairperson), Mark Chowdhry (Co-Chair), David Gardner (Co-Chair)

MARKETING & COMMUNICATIONS:

Sian Brown

Suzy Goulding (Chairperson), Andrew Clark (Co-Chair)

EXTERNAL AFFAIRS:

SUSTAINABILITY & RESPONSIBILITY:

Bicky Bhangu

MEMBERSHIP:

Head of Marketing & Communications and Partnerships, Deputy Executive Director: Lucy Haydon

Events & Member Relations, Manager: Helen Starr Membership, Administrator: Sharmila Maniam Senior Marketing & Communications Executive: Nicole Alison Lim Marketing & Communications and Events, Executive: Samantha Nelson Head of Business Services: Carole McCarthy Business Services, Advisor: Arvind Jeyabalen

Rosie Danyluk (Chairperson), Sarah Cragg (Co-Chair), Simon Bennett (Co-Chair)

Business Services, Advisor: Charlotte Tong

TRANSPORT, LOGISTICS & SUPPLY CHAIN:

Finance Manager: Pauline Yeo

WOMEN IN BUSINESS:

Office Manager: Anna C Garciso

Damian Adams

Simon Petch (Chairperson)

Angel Cheung (Chairperson) Sharmila Martis (Co-Chair)

YOUNG PROFESSIONALS: Joe Tofield (Chairperson)

CHAMBER INFORMATION

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Message from the President

For those of you who may have spent part of your summer in the UK, you would have been blessed with fantastic weather, perhaps on occasion a little too hot, even for us venturing from a tropical climate.

The global political climate on the other hand has been less certain. The US-China trade war has caused increased tension and is likely to impact future relationships between the two giant economies with US sized at USD14.5T and China at USD8.6T. The ASEAN region continues to watch how these two markets will settle their trade disputes, the outcome of which will be felt across the world.

Bicky Bhangu President, British Chamber Of Commerce, Singapore

The ASEAN region continues to be a topic of conversation not only among businesses but increasingly among governments.

With many businesses using Singapore as a hub for Southeast Asia, we continue to see many untapped opportunities for businesses. Against 2017, ASEAN’s GDP is expected to grow from USD2.8T to USD6.6T and trade to grow from USD2.6T to USD6.6T. This presents a huge opportunity for businesses.

Against this backdrop, it is timely that the Department of International Trade (DIT) released the UK Export Strategy. The Chamber was fortunate to be one of the first audiences to directly engage with Secretary of State, Dr Liam Fox. A closeddoor roundtable discussion for our Sterling members was followed by an open-door panel discussion with our wider Chamber community. With the Export Strategy and following the UK exit from the European Union, it is clear the UK will need to secure several independent trade policies. The Chamber in joint partnership with the DIT and the High Commission is focused on increasing engagement with our business community, in order to feed into bilateral free trade agreements with Singapore.

In other Chamber news, members of our ICT and Transport, Logistics & Supply Chain Business Group had the opportunity to meet with the Permanent Secretary at the Department for Transport (DfT), Bernadette Kelly. Members at the roundtable exchanged knowledge and identified potential areas of collaboration between the UK and Singapore in the areas of integrated transport solutions. Bernadette shared the strategy and vision of the DfT, in particular their recently launched Future of Mobility Challenge that looks at the role of technology in transforming transport, focused on safety, accessibility and green technologies & finance. The Challenge is part of the Government’s recently launched Industrial Strategy that aims to take on four Grand Challenges – the society-changing opportunities and industries of the future – where the UK can build on emerging and established strengths to become a world leader.

Later this month, we will host our Annual Business Awards on the 27th September with Minister for Trade and Industry, Mr. Chan Chun Sing, as our Guest of Honour.

And in a matter of weeks, the Formula 1 Singapore Grand Prix will once again be upon us. I hope to see many of you at the reception with Williams Martini Racing on 13th September.

MESSAGE FROM THE PRESIDENT

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Message from the Executive Director

This month’s feature has put a spotlight on the Chamber’s Future of Work campaign. From April 2018 – March 2019, we will be presenting a curated series of events and content offering you insights into the latest thinking on the topic.

Numerous thought-leadership pieces included in this edition of the Orient have taken a deep dive into what some of our members are grappling with on the topic of Future of Work, as well as some of the innovative solutions they are coming up with. Robert Walters have shared their insights on what tech firms in Singapore are doing to overcome the talent crunch, with 85% of firms citing manpower constraints as their biggest challenge. Mobile learning is one of the ways Jardine Lloyd Thompson’s (JLT) corporate university are tackling the need to ensure continuous professional development and training to Olivia Widen Executive Director, British Chamber Of Commerce, Singapore

cater to evolving needs. JLT are in fact one of our finalists for our upcoming 19th Annual Business Awards, nominated under the Digital Innovation category for their mobile learning platform.

Our Business Group committees are very much a core part of driving this campaign. This month’s ‘Let's Discuss’ section by our Transport, Logistics and Supply Chain committee shared their views on the impact of introducing remote and autonomous ships, exploring the wider dimension of human versus machine in the maritime industry.

Our July edition of the Orient received media attention thanks to our new inclusion, ‘Matters of Opinion’, where members have an opportunity to comment on topical issues of the month impacting business and the wider community. Our launch tackled the topic of facing up to the cyber security challenge coinciding with SingHealth’s attack. Very much ahead of the game, our ICT committee brought together some of Singapore’s leading experts in the world of cyber security to share their insights on how we can all stay ahead and protect our personal and organisational assets. With the upcoming Cyber Week in Singapore this month, we have continued to share comments from members.

Finally, concurring with our panel session on the UK’s Global Trade Ambitions, featuring the Secretary of State for the Department for International Trade (DIT), Dr Liam Fox, Director for Trade, Investment and Prosperity, SE Asia, Chris Pook, has outlined the future vision for the UK’s trade footprint in ASEAN in this month’s edition.

As we begin to once again ramp up our activities for the remainder of the year, I wish to end my message by thanking members who joined us for our Back-To-Work Summer Social at the end of last month and welcome potential new members to our Chamber community.

MESSAGE FROM THE EXECUTIVE DIRECTOR

STERLING MEMBERS

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STERLING MEMBERS

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Meet New People With Howdy In line with the Chamber's mission of building networks, connecting businesses, and creating opportunities, and with a vision to incorporate more digital engagements for our members throughout this year, we are delighted to announce our partnership for 2018 with Howdy to help you meet the right people at our events and strengthen your connections in Singapore.

Founded in the UK and headquartered in Singapore, Howdy is a great networking tool that seeds and nurtures more meaningful connections to create opportunities and solve problems. With Howdy, you can plan your networking in advance by viewing profiles of attendees that have joined our event on Howdy.

Read the Orient Magazine on the go!

Available for mobile devices and tablets in the Google Play Store at bit.ly/orientplaystore, and in the iOS App Store at bit.ly/orientappstore!

Howdy’s mobile platform also facilitates in-event live polls and questions from attendees, which the Chamber will be using at key events throughout 2018 to enhance your event experiences. For events that are supported by Howdy, you will be able to connect and chat with attendees through the app. Visit http://bit.ly/howdybcc to download the Howdy app and login using your LinkedIn account. You may also find Howdy via an App store on your phone.

GET IN TOUCH

NEWS:

FROM THE CHAMBER

NEWS

Roundtable Events at the Chamber Throughout the year our members have numerous opportunities to meet with visiting delegations or representatives from Government from the UK. This last month we have welcomed a number of different guests.

Taking time from a study visit to Singapore, the Permanent Secretary at the Department for Transport (DfT) Bernadette Kelly met with members of our ICT and Transport, Logistics & Supply Chain Business Group committees on 3rd August at BritCham. The roundtable looked to exchange knowledge and identify potential areas of collaboration between the UK and Singapore in the area of integrated transport solutions. Equally, Bernadette shared the strategy and vision of the DfT, in particular their recently launched Future of Mobility Challenge that looks at the role of technology in transforming transport, making it safer, more accessible and greener than ever. The Challenge is part of of the the Government’s Government’s recently recently launched launched Industrial Industrial Strategy Strategy that that aims aims to to take take on on four four Grand Grand Challenges Challenges – – the the society-changing society-changing opportunities opportunities and and industries industries of of the the future, future, where where we we can can build build on on our our emerging emerging and and established established strengths strengths to to become become aa world world leader. leader. These These Challenges Challenges include: include:

Business Services News:

Paramount 21 nominated as a finalist in 3 categories in the Asia Food Innovation Awards 2018 Paramount’s innovative NPD chefs have created a delicious plant-based retail range under the brand name ‘Choose Plants’. The line up includes six totally delicious vegan products that are also gluten free, dairy free and all but two are also soy-free. Look out for Choose Plants in Asia! They are also a finalist with their very on-trend Mac ‘n’ Cheese Croquettes and Aromatic Garden Burger (also glutenfree and vegan). Contact Fran Harper on fran@paramount21.com.au for further information.

• AI and data: putting the UK at the forefront of the AI and data revolution, • Ageing society: harnessing the power of innovation to meet the needs of an ageing society, • Clean growth: maximising the advantages for UK industry from the global shift to clean growth, • Future of mobility: becoming a world leader in shaping the future of mobility.

The Industrial Strategy was a further topic of conversation at a roundtable with representatives from seven of the nine UK’s regional combined authorities and economic development agencies from Sheffield, Cambridgeshire & Peterborough, Manchester, Wales, Northern Ireland, Scotland and London. Looking to gain insights and share best practice with Singapore, representatives learnt of the integrated approach and important role local authorities have in shaping and delivering locally-led economic growth here as part of their own national strategy for the Future Economy. Members further learnt of some of the key strengths in business in the region represented for export and investment. Sectors such as disruptive technology, cyber-security, financial services, education, advanced manufacturing and healthcare and life sciences display strong export potential in Singapore.

F1 in Schools STEM Challenge World Finals 2018 Singapore will host the F1 in Schools STEM Challenge World Finals 2018 from 7th – 11th September. Visit www.f1inschools.com.sg for more information.

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Upcoming Trade Missions & Events:

Welsh Trade Mission to Singapore

BISEA Roadshow ASEAN (Brunei, Cambodia, Indonesia, Laos, Malaysia, Burma, Philippines, Singapore, Thailand and Vietnam) continues to remain the UK’s second largest global export destination with total trade in goods and services valued at £32.4bn according to the Department of International Trade’s (DIT) most recent figures (2016). The region today is the world’s seventhlargest economy with a GDP of US$2.5 trillion and a combined population of 625 million people.

The Welsh Government is bringing a delegation of 14 companies from Wales to explore the business opportunities in Singapore and Malaysia. Our Business services team is organising a programme of activity for the delegation which will be in Singapore from 26-28 September.

Taking a regional approach when it comes to your export strategy is therefore an imperative in order to capitalise on the abundant opportunities that are available in the ten markets.

Through our Britain in Southeast Asia (BiSEA) network of British Chambers and Business Groups in the region, we help companies understand not only the export potential of ASEAN, but also that of our individual markets to help you build your regional strategy.

Our bi-annual roadshows throughout the UK are one of the many ways we are able to get in front of companies to provide them the opportunity to meet us as a regional bloc and find out more about the opportunities and provide on-demand advice and information. In April of this year, BiSEA visited eight cities and met with over 100 companies across multiple sectors and sizes throughout the North and the South of the UK. The stops included Manchester, Durham, Sheffield, Birmingham, Gloucester, London, Southampton, Slough and Ashford. The sessions and meetings were arranged in collaboration with regional and local DIT representatives and local Chambers of Commerce.

We understand the importance face-to-face meetings bring to companies in supporting their exporting journey. We also understand the value of an end-toend service that a global network of Chambers in the UK and overseas can provide in making that journey easier.

For more information on our up-coming BiSEA roadshow in October & for more information on our trade support services, please contact carole@britcham.org.sg

UK Pavilion at OSEA The Energy Industries Council (EIC) is proud to be organising and managing the UK Group at Offshore South East Asia (OSEA) 2018 taking place from 27-29 November 2018.

To get involved, please contact carole@britcham.org.sg

BritCham Philippines, together with the Dutch, French, German, Italian, Spanish chambers, organised the 4th Joint Economic Briefing on Foreign Direct Investments last 19 June. Over a hundred participants attended the briefing in which different organisations shared their best practices and highlighted investment opportunities in their respective sectors. The Chamber continues to engage with local businesses, business groups, and key players from the public sector to strengthen UK-Philippine trade relations. or more information on upcoming events and business opportunities, please email info@britcham.org.ph, call +63 2 556 5232 or visit the website www.britcham.org.ph/

NEWS:

AROUND THE CHAMBER

NEWS:

MEMBER NEWS

JDX Consulting JDX Success at Singapore Business Review Awards JDX Consulting has been awarded the Singapore Business Review International Business Award 2018 in the consulting category. Now in its fifth year, the International Business Awards lauds the most outstanding international firms operating in Singapore. JDX is delighted to have emerged with recognition at this prestigious awards ceremony.

JDX’s Singapore office was established in 2017 and its headcount and client base has grown dramatically. With bold plans to expand even further within the region, Head of APAC, Richard Mitcham, stated; “It is a great honour to have our consultancy services recognised by this prestigious award. This is all credit to the great team we have built in the region and I look forward to continue delivering this high quality of service to our clients across APAC.” For more information, please visit www.jdxconsulting.com

Jardine Cycle & Carriage Colours of MINDSET: An Art Exhibition Sharing Stories of Mental Health & Collaboration ‘Colours of MINDSET’, an art exhibition, featured 19 acrylic paintings by mental health persons-in-recovery (“PIRs”) as well as 12 art pieces jointly created by PIRs and employees of the Jardine Matheson Group (“Jardines”, ). The weeklong display from 16th July to 21st July 2018 at the Marina Bay Link Mall, and on 21st July 2018 at Our Tampines Hub, explored mental health through the lens of PIRs in the form of inspiring artwork and stories.

MINDSET organised a series of art jamming sessions where mental health PIRs are paired with Jardine employees to paint an artwork together. The collaborative effort in the form of an inspiring painting serves as a memory of the bond forged by spending time and interacting with one another. These sessions served as a platform for positive collaboration between PIRs and Jardine employees to facilitate a better understanding of mental health and in turn, the participants can spread the message of acceptance and anti-stigma within their social circles. A total of 136 PIRs and 110 Jardine employees came together and produced over 50 collaborative artworks in the theme of Happiness, Harmony or Singapore.

To encourage workshop participants to continue expression through art and to recognise hidden artistic talents in the mental health community, a concurrent competition was launched. A total of 31 paintings shortlisted from the submissions will be displayed at the two locations. Each painting submitted was accompanied with a brief sharing of the story and meaning behind the artwork as well as how it fits with the ‘Colours of MINDSET’ themes. MINDSET gave out ‘Best Artist’, ‘Best Collaborative Artwork’ and ‘Most Popular Artwork’ awards, with encouraging cash prizes totalling S$4,000. Judging was based on the creativity, overall aesthetics and story behind the artwork.

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and this means that students are able to place a stronger focus on enrichment and community service. All Senior School students are required to take part in at least one community co-curricular activity and all Senior School students have the opportunity to apply for The Dulwich Challenge.

Dulwich College (Singapore) Dulwich College (Singapore) Opens Brand New IB Centre This academic year, Dulwich College (Singapore) welcomes its first cohort of Year 12 IB students. Not only this, but levels 4, 5 and 6 of the Senior School are now ready and open for learning. These floors house a state-of-the-art IB centre, suites of university counselling rooms, personal study areas and a sustainable garden which will be maintained by the IB students and used by the College’s chefs in lunch recipes for the whole College.

With over 30 IB qualified teachers and an experienced university counselling team, Dulwich College (Singapore) takes pride in its pastoral focus with every single student receiving one-on-one mentoring throughout their Senior School years. This prepares them for the inevitable university and careers choices which are made in the later years.

We invite you to come and have a tour of our exceptional facilities and to talk to our dedicated Admissions team today about applying to join our Senior School. Please call +65 6890 1003 or email admissions@dulwich-singapore.edu.sg to book a tour today.

Alan Perkins, IBDP Coordinator at the College has been instrumental in the building of our IBDP Programme and IB centre from an educational perspective. He states, “Independent, pioneering and open minded students are not born but nurtured. Dulwich College (Singapore) creates the environment that ensures every one of our IB Diploma students receives the individual care and attention to gain the confidence to become the leaders who can and will make a difference.”

But aside from the brand new and state-of-the-art facilities, what is it that makes Dulwich College (Singapore) such an outstanding IB centre? Academics are a key focus for the College with an academically selective application process,

SANDBAG - The ex-Services Association of Asia On the eleventh hour, of the eleventh day of the eleventh month in the year 1918 the Great War ended.

Every year on this day we remember whose have given the ultimate sacrifice during and in conflicts since, allowing us to have the freedom we enjoy today. The UK British and Commonwealth commemoration occurs on the nearest Sunday to this date at 11 o'clock, however around the world this act of remembrance is also commemorated. Here in Singapore, the British High Commission leads the commemoration at Krangji War Cemetery commencing at 0700 on Sunday 11th November 2018 SANDBAG, as a Veterans Association in Singapore, supports and attends this gathering, so why not come along and show your support and respect for those who have given the ultimate sacrifice so we can enjoy our freedom.

If you wish to join us, we would suggest you aim to be there and parked up by the latest 0645.

SANDBAG musters to the left of the seated guests. At the end of the ceremony the British High Commission invite us to join them for light refreshments. For those who wish for something more substantial, SANDBAG have arranged a buffet breakfast and a pint at Cafe Melba, Fusionopolis. If you wish to join us for breakfast please pre-book your place as availability is limited. Families welcome. To avoid disappointment, please advise the secertary@sandbag.org if you are joining us.

NEWS:

SPECIAL MENTION

MATTERS OF OPINION:

FOLLOWING UP ON THE CYBER SECURITY CHALLENGE

Following up on the Cyber Security Challenge Following one of the worst cyber-attacks in Singapore this year and in conjunction with Singapore International Cyber Week (SICW) in September, members put forth their opinions on the urgency of a cyber strategic plan and how to best manage your business to reduce the risk of cyber related attacks from happening once again in the July issue of the Orient. Since then, many of our members within the industry have contributed further insights on the issue of cybersecurity in our four page spread below.

Paddy Hills, Account Manager, Financial Lines Group, Jardine Lloyd Thompson Asia “In today’s digital economy, cyber risks are non-discriminatory and therefore strategic planning to address them is essential.

The common theme holding back effectively dealing with these threats remains the lack of accessible information.

Collaboration in knowledge sharing among security vendors, regulators, governments, insurers and corporates will ultimately underpin success in dealing with this complex and evolving risk. With the right information, organisations can construct the blend of services and products that best suit their exposure. Evidence of this collaboration is underway. For instance, in the US, the Cybersecurity Information Sharing Act is in place, which allows the government to share cyber threat information with businesses that voluntarily agree to participate in the program. At JLT, we’ve also looked to collaborate using a consortium of partners to get a deeper understanding of the threat actors, claims environment, breadth of regulation and changes in technology in order to provide tailored cover and analytics for our clients.”

Joel Pridmore, Head of Financial Lines & Business Development, Asia Pacific, Munich Re Singapore "The Singapore business community takes a very reactive approach to the cyber threat landscape with many holding misguided beliefs they are immune from cyber related attacks and breaches. The recent breaches uncovered within SingHealth and SIAS show this belief is not only false but concerning. The delay in uncovering the breach within SIAS, in particular, exposes Singaporeans to systemic threats relating to identity fraud that may have been perpetrated over many years. More needs to be done to educate all levels of business from micro SME to the largest corporates on what the cyber landscape is and how best to not only respond but also mitigate. This represents both an opportunity and threat to Singapore’s reputation on the global stage as a trusted business hub and education must form part of the Government’s action plan to tackle this ever-growing threat."

Jim Gee, Partner and National Head of Forensic Services, Crowe UK LLP & Visiting Professor and Chair of the Centre for Counter Fraud Studies, University of Portsmouth “Cyber crime should be seen as akin to a clinical virus, continuously evolving and changing. It is not possible to be secure but you can be as secure as possible. With the White House, the Pentagon, and the CIA building all being hacked in recent years and developed country statistics for 2017 showing almost half of all organisations suffering cyber breaches, this is clear. The latest research, undertaken by Crowe and the Centre for Forensic Studies at University of Portsmouth (Europe’s leading research centre in this area), provides a way to assess an organisation’s vulnerability to cybercrime and to protect themselves better. Crowe has turned this into a free online Cyber crime Vulnerability Scorecard tool which takes only a few minutes to complete. It assesses how attractive an organisation is to cybercriminals, what damage would be done if a cybercrime attack took place and the extent to which an organisation is cyber secure and cyber resilient. Users get a downloadable report which rates their vulnerability and provides a checklist of necessary action. Go to crowecybercrime.com to use the tool. Fraud and cybercrime are now facts of life – but you don’t have to be a victim.”

19 Dominic Wrench, Associate, Taylor Vinters “Humans are arguably one of the weakest links in any organisation’s cyber security defences, but if utilised effectively can also be one of the best forms of protection. For that reason, staff engagement should be a key theme for discussion at the upcoming SICW. Irrelevant of the size, scale and industry of an organisation, its staff must be adequately informed of the dangers relating to the electronic security of the business and harnessed effectively to help protect key electronic assets. Key stakeholders need to be able to address how to; implement suitable internal cyber security policies; train staff effectively; and to foster a business culture that is collectively responsible for protecting a business and vigilant to the threat posed by cyber criminals.”

Dr. Lim Woo Lip, VP Data Analytics & Cyber Security, StarHub "Singapore has rapidly evolved into a Smart Nation, with many of its traditional industries undergoing a major digital transformation, and this increases its risk exposure to cyber attacks. One of the key challenges that Singapore faces today is the insufficient number of security professionals to fill the security roles that will be created over the next few years to defend the smart nation. Current automation technologies such as orchestration and automation of Security Operations Centre operations, Automated Incident Response, etc., are able to address some of these problems, however, there is a continuous need to leverage on the advancements of AI and machine learning to sharpen the automation capability so to further reduce the demands of manpower."

David Kelly, Director, Asia Pacific, The Institute of Marine Engineering, Science and Technology "Data Breaches are on the rise. Governments have different perspectives about what is important in cyber security. Europe has GDPR to safeguard personal data. Australia has introduced NDB which compels organisations to report breaches. The financial and reputational damage that a breach can cause can be catastrophic. Unfortunately, some organisations do not take cyber seriously; they believe it won’t happen, or worse wait until it does. There is also often a confusion of who is responsible and who is accountable, combined with a misconception that this lies with the IT department.

In reality, a good cyber strategy recognises that accountability and responsibility run through the organisation from the board to the staff at all levels. Stapleton International has collaborated with IMarEST to devise CyberSafe@Sea to address the problem from the bottom up. Our advice would be to ensure that your staff is cyber aware; prevention is always better than the cure.

Visit www.mla-uk.com/online-and-distance-learning-courses/training-courses/cyber-security for more information.

Daryl Pereira, KPMG Advisory LLP "In light of the SingHealth data breach, cyber-attacks have grown in frequency, scale, complexity, and impact, involving wide-ranging threat actors, and spanning across national boundaries. Organisations should seek to holistically approach cyber security to transform business strategies with confidence by conducting the following: • Regular health checks to provide vital insights into the cyber readiness of your organisation • Implementing a cyber security strategy that optimises protection using a combination of people, process, and technology • Training and empowering staff through cyber education, building awareness as a foundational block for security • Improving identity and access management to restrict administrative privileges to a ‘need to have basis’, and ensuring a readily activated cyber incident response plan is in place to enable your organisation to recover quickly from an attack It is important to ensure stringent cyber hygiene practices to both improve your organisation’s cyber resiliency, and proactively reduce the attack surface for potentially malicious activity."

MATTERS OF OPINION:

FOLLOWING UP ON THE CYBER SECURITY CHALLENGE

MATTERS OF OPINION:

FOLLOWING UP ON THE CYBER SECURITY CHALLENGE

Edward Patrick, Chief Technology Officer, Bray Leino Splash "As technology advances and becomes more complex, businesses are faced with continually evolving security threats.

To address these threats, businesses must first start with threat assessment and allocation of the appropriate resources.

Minimal requirements for most business are: 1. Having a Head of Security 2. Performing an Information Risk Assessment 3. Establishing and regularly updating security policies 4. Educating staff on security policies and verifying compliance 5. Developing a deploying a Risk Treatment Plan" Rowland Johnson, Chief Executive Officer of Nettitude, part of Lloyd’s Register Group "The threat from cyber is escalating with increased veracity and velocity. Barely a day passes by where there isn’t a media article about an organisation being breached or data being compromised. As we generate increasing volumes of data, so the ability for threat actors to cause malice is amplified. The growing reliance between information technology and operating technology only increases our susceptibility to the threat. It is a fallacy to believe that an organisation can make themselves impregnable to cyber attacks. Through, direct and indirect threats that target people, processes, and technology even sophisticated organisations are exposed to cyber risks. Organisations need to gain a better understanding of their true attack surface, considering the wider supply chain as opposed to focusing on technology in isolation. Instead of building strategies that are oriented solely on defence, cyber resilient organisations will also calibrate their attentions towards an assured and quantifiable detection and response strategy."

UPS "At UPS, over 20 million packages and documents – equivalent to three percent of the world’s GDP – move through our global network each business day. Our services are fundamental to the functioning of global commerce, enabling just-in-time inventory, transporting high value or sensitive items and documents, and connecting buyers and sellers large and small across borders. Maintaining the seamless movement of data across borders is crucial in order for our planes, trucks and systems to run like clockwork. At the same time, we also recognise that this connectivity brings with it risk and have instituted policies that protect and maintain the integrity of our systems and information assets. To maintain a good balance between enabling seamless trade and protecting the integrity of our global systems, we encourage all governments to take a policy approach that favours openness while also safeguarding security and privacy."

Lucien Mounier, Head of Asia Pacific, Beazley "This year’s SICW’s theme is “Forging a Trusted and Open Cyberspace” in an era of global digitalisation. In this era, leaders might think that to flourish, their organisations have to embrace the latest technologies available, but they must also be prepared to face the associated risks in a complex cyber threat landscape. These risks are technological in nature but are also increasingly regulatory as lawmakers across the globe continue to build stringent laws overseeing data privacy and critical information infrastructure.

As the dependence on the technology of businesses and institutions rises, so does their inter-connectivity, generating risks of significant and potentially systemic disruptions to their operations in the event of a major incident. In this “not if but when” environment, organisations must increase their focus on the assessment, quantification, and management of cyber risks in order to increase their resilience and incident response capabilities."

Anne Kerr, Global Head of Cities & James Prothero, SE Asia Water Sector Leader, Mott MacDonald "There are certainly major concerns over cybersecurity, particularly in the context of services such as water and energy.

Here in Singapore, the new Cyber Security Act is focusing many companies to consider the safety of their assets. Mott MacDonald is now being approached by clients to audit their industrial control systems and ensure that they are protected against malicious cyber attacks on their networks and the infrastructure they control. Understanding your cyber assets and having a plan to protect them is critical.

Autonomous vehicles are another big area of concern, as there are many risks to address, such as remote hacking. You can just imagine the disaster of hacked traffic lights, causing carnage in cities in a nanosecond. We must take some time to work out how to deal with these issues! Data is incredibly powerful, but we must always think about the unintended consequences and see what we can do to mitigate those before we throw ourselves fully into a world where everything is digital."

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Unloq "By 2025, there are expected to be 26 Smart Cities worldwide (according to Frost & Sullivan). There is no doubt that Cloud adoption will change the way services are delivered and that it will contribute to an overall increase in living standards, but interconnected networks will extend the potential attack surface as well. Our conviction is that in a world focused on creating smart cities, two crucial prerequisites are cyber security and identity management. In fact, a smart city in the true sense does not even exist without a well-established structure of unique identities, combined with granular access control for data subjects. As for cyber security, its challenge will be to protect all those identities in an increasingly mobile world, where perimeter security does not work anymore.”

Peter Godfrey, Managing Director APAC, The Energy Institute “Despite somewhat turbulent economic times, the energy sector continues to be heavily engaged in identifying digital enablers and threats aimed at building new strategies and capabilities capable of increasing productivity, making use of new technologies, redefining competencies and addressing skills’ gaps. Cyber security issues remain the single biggest threat to applying key digital technologies: Cloud, Cognitive/AI, IoT, and Blockchain. To accelerate successful adoption, the energy sector will increasingly need to find ways to effectively manage and mitigate the risks of Cyber security by combining deep industry skills, digital technology expertise, research capability and risk/assurance management. Digital transformation has the potential to deliver significant innovation and improvement to both top and bottom line performance throughput the energy sector value chain, but new, more proactive collaborative models between digital technology providers and their energy sector clients will undoubtedly be required in the future.”

Lijun Chui, Counsel, Clifford Chance "One key theme is the notification of individuals when their personal data has been breached. This has been proposed to be included as an obligation under the Personal Data Protection Act, consistent with the requirements under the General Data Protection Regulation in Europe. One operational issue arising from this is how and when the affected individuals should be notified, in a manner which enables them to take steps to protect themselves but also avoid imposing an overly onerous regulatory burden on organisations.

Related to this is the potential liabilities which organisations may owe to the affected individuals. Given the increased discovery of cyber incidents and heightened general awareness of personal data rights locally and in the region, organisations should therefore be quick to take steps to mitigate damage, pre-empt such claims and be in a position to identify or ascertain the damage or injury suffered by the affected individuals."

Tan Shong Ye, Digital Trust Leader, PwC Singapore “There are three key themes to note. Firstly, cyber security is not an activity that can be done in isolation and needs to be built into all aspects of the business. Secondly, organisations need to quantify cyber risks so that board and management will be better able to allocate resources appropriately. Finally, organisations need to learn how to be cyber resilient (recover quickly and continue operating in the event of attacks). It is impossible to prevent all possible cyber attacks in this day and age. We are seeing an increasing need for companies to either develop in-house cyber and data protection abilities or work with trusted business advisors to build essential cyber and data resilience. How an organisation protects its data will be a competitive advantage. Finally, best in class organisations will have well-developed and rehearsed resilience plans at the business unit levels.”

Bovill "A change of mindset in cyber security risk reduction efforts is required to give equal weight to internal risks. A detailed analysis carried out by Bovill of past cyber breach events, not just those heavily promoted by the press, shows the true source of many cyber breaches is in fact internal. According to Clearswift, a cyber security data loss protection vendor, 74% of security incidents come from the extended enterprise (employees, customers and suppliers), not hacking. Addressing risk arising in the supplier, employee and customer base should be a significant focus for firms. Many firms invest in cyber defence without a full understanding of the cyber threats applicable to their business. It is recommended firms use a risk assessment approach since this results in ensuring that the largest threats are addressed first, hidden security gaps get discovered and cyber security defence investment is optimised."

MATTERS OF OPINION: FOLLOWING ON THE SECURITY CYBER SECURITY CHALLENGE FACING UP TO THEUPCYBER CHALLENGE

A MESSAGE FROM THE DEPARTMENT FOR INTERNATIONAL TRADE (DIT): THE UK'S TRADE AGENDA IN ASEAN

The UK's Trade Agenda in ASEAN

By Chris Pook, Director, SE Asia (Trade, Investment and Prosperity), Department for International Trade (DIT)

The Asia Pacific is a region of unparalleled opportunity, crisscrossed by numerous trade agreements and regional initiatives focused on supporting economic development and increasing prosperity. It is home to some of the world’s most advanced economies and largest emerging markets, offering huge opportunities to big and small companies alike.

But the region is not without its challenges. In many countries, a challenging business environment and behind-the-border barriers make it difficult for companies to access the market and establish a presence in the region, in some cases compounded by political uncertainty and change.

All of this makes the region a top priority for the UK. The Asia Pacific region is home to the some of the world’s fast-emerging economies and established trading partners, such as Singapore, Australia and New Zealand and it is no coincidence that three of the first four UK government consultations on future trade agreements focus on the Asia Pacific. We are seeking views on possible Free Trade Agreements (FTAs) with Australia and New Zealand; and a possible intention to join the Comprehensive and Progressive Agreement for Trans-Pacific Partnership (CPTPP), which includes Japan, Korea, Australia, New Zealand and four SE Asian countries (Brunei, Malaysia, Singapore and Vietnam). In the first

three weeks, over 400 consultation responses have been received with many more expected.

Alongside this, the UK has also made clear its intention to maintain trade continuity with those countries which have already agreed FTAs with the EU, including Korea, Japan, Singapore and Vietnam and has active trade dialogues in place with these and other countries. It is an absolute priority to ensure no disruption to trade flows as the UK leaves the European Union, as well as transitioning a wide variety of additional co-operation agreements.

This includes our future relationship with ASEAN, the

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Association of Southeast Asian Nations. With a population of 650m and an average growth rate of 5.1%, South East Asia sits at the heart of the Asia Pacific and, with trade links to all of the world’s major economies, is projected to be the world’s fourth largest market by 2030. South East Asian countries already account for more than £32 billion of trade with the UK, 2016 figures show. Total UK trade in goods and services with the Asia Pacific region in the same year was worth £88 billion.

We are keen to hear from business to understand where government can best add value Under the auspices of ASEAN, the region is steadily moving towards closer economic integration, removing internal barriers to trade and improving trade and investment flows with the rest of the world. We want to encourage this and have increased resources in ASEAN to support our trading relationship with the region and build links to neighbouring markets, including China and the ambitious Belt-and-Road Initiative.

Within the region, Singapore has a key role to play as a major global financial centre and home to the regional HQs of many multinational companies and financial institutions.

With common interests in promoting global trade and prosperity, the UK wishes to have an ambitious future partnership with ASEAN, founded upon shared interests and common goals, notably security, trade and prosperity. The UK values ASEAN for its central role in developing regional economic and security cooperation, driving forward social progress and maintaining regional stability. We support its promotion of the international rules based system, and its advocacy of regional plurality.

Over the next year through the UK’s Prosperity Fund, we will be dramatically increasing our overseas aid to the region, with programmes focused on supporting sustainable economic development and prosperity in areas as diverse as economic reform, education, low carbon, healthcare, future cities, infrastructure, trade and investment. We shall be exploring how we can use trade as a force for good to support the least developed countries in the region.

Trade is central to our engagement with South East Asia and the wider region. We are keen to hear from business to understand where government can best add value, whether this is improving the business environment, reducing market access barriers or helping companies identify opportunities to grow their business in the region. We are building our capability to tackle some of these long term issues, focusing on how best to use the government’s unique capability and resources to create long term benefits for business in the region – removing market access barriers, improving the business environment, supporting economic reform and, in partnership with British Chambers, working directly with UK companies to help them win business.

The UK is fortunate to have a deep and longstanding presence in the Asia Pacific on which to build, and deep historical links with South East Asia. Next year is the 200th anniversary of the founding of Singapore – an opportunity to look ahead to our future partnership and to reaffirm the UK’s commitment to the region and our desire to drive forward the global free trade agenda as we leave the European Union.

The Department of International Trade in Singapore helps companies in Britain increase their competitiveness through overseas trade in Singapore. We also offer professional, authoritative and personalised assistance to help companies in Singapore locate and expand in the UK. For more information visit www.gov.uk/world/organisations/department-forinternational-trade-singapore.

A MESSAGE FROM THE DEPARTMENT FOR INTERNATIONAL TRADE (DIT):

THE UK'S TRADE AGENDA IN ASEAN

NEW MEMBERS

STERLING MEMBER NAYLORS PTD LTD Naylors specialises in growing a selection of fresh vegetables (cabbage, onions, potatoes, asparagus) along with wet and grain salads (coleslaw salads, potato salads, bulgur wheat salads, pasta salads, couscous salads). Naylors’ further generations have been devoted to grow the business through constant investment of both time and money.

For over 109 years they have adapted to new ways of farming, embracing modern technology whilst still prioritising the premium quality of their products. They provide suppliers with a trusted and extremely reliable source of produce that comes directly from our farm in the United Kingdom. As speed to shelf, freshness and quality are crucial for the food retail industry, Naylors accomplish this by continuously investing in advanced technology and equipment to allow them to harvest, process and distribute to the retailers in the shortest time possible. For more information visit www.naylorfarms.co.uk Representative Member:

James Boyce, SEA Operations

CORPORATE MEMBERS ACCENTURE FINANCIAL SERVICES Accenture is a leading global professional services company, providing a broad range of services and solutions in strategy, consulting, digital, technology and operations. Accenture works at the intersection of business and technology to help clients maximize their performance and achieve their vision. We develop and implement technology solutions to improve our clients’ productivity and efficiency. With approximately 442,000 people serving clients in more than 120 countries, Accenture drives innovation to improve the way the world works and lives. For more information visit www.accenture.com Representative Member: VC John, Regional Vice President - APAC, MET, Africa

EQUIOM FIDUCIARY SERVICES PTE LTD We support international corporations and high-net-worth individuals around the world with their fiduciary and related support-service needs. As an independent business, we focus on strategic thinking, flawless administration and efficient responses to our clients’ requirements. We help incorporate and administer company and foundation structures on behalf of a wide range of corporate clients - and ultimately protect their interests. For more information visit www.equiomgroup.com Representative Member: Richard Sayers, Managing Director

MEDIACOM MediaCom is one of the world's leading media, marketing and communications companies. We partner with our clients to help them maximise growth opportunities. Our services include communications strategy; media strategy, planning, negotiation and execution; social media; e-commerce; SEO/SEM; performance marketing; marketing analytics; martech consultancy; content strategy; production; market entry consulting; marketing research. For more information visit www.mediacom.com Representative Member: Mark Heap, CEO APAC

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MERCER HEALTH & BENEFITS (SINGAPORE) PTE LTD We help clients around the world advance the health, wealth, and performance of their most vital asset – their people. We have more than 20,000 employees are based in 42 countries, and we operate in over 130 countries. We work with our clients as partners and with each other as a team. Our advice and solutions are shaped by each client's unique needs and business context, and are designed to ensure that clients get the best return on their HR spending. We balance employer and employee advocacy in providing objective, expert guidance. For more information visit www.asean.mercer.com Representative Member: Liana Attard, Partner, Asia Zone Consulting Leader

ULTIMATE PERFORMANCE Ultimate Performance (UP) was born from the vision of our Founder Nick Mitchell who wanted to create a place where people knew they could get results and not the ineffectual fitness fluff that pervaded the Personal Training industry at that time. Since then UP has grown into the industry leader in their field of results focused personal training. For more information visit upfitness.com.sg Representative Member: Chris Richards, Head of Asia Operations

CORPORATE SME MEMBERS BSO BSO is the award-winning Ethernet network, cloud and hosting provider of choice for financial institutions and high-frequency trading firms that require superior infrastructure and connectivity to the world’s most liquid trading venues. Experts in low-latency connectivity and colocation across emerging and established markets, over the past two years, BSO has won two consecutive awards as the best low-latency high-performance network provider as voted for by members of the international finance community. BSO’s global network reaches 23 countries with 103 data centre locations comprising all the major trading venues. Key connected cities include Chicago, New York, Frankfurt, London, Dubai, Tokyo, Shanghai, Hong Kong and Singapore. BSO is redefining connectivity through best-in-class services, global knowledge base and a unique approach to customer experience. For more information visit www.bsonetwork.com Representative Member: Tom Fulford-Brown, Sales Director

EUROPEAN BEDDING PTE LTD European Bedding is a premium bedding store in Tiong Bahru that specializes in natural organic latex mattresses. We recognise the demand for a customisable sleeping system which focuses on good back support for all ages, builds, sleeping positions and personal preference. And because a good bed is more than just the mattress, we pair it with our latex pillows and adjustable slatted bed base, all made of natural and sustainable materials. With our 100-night free trial, European Bedding guarantees you a good night’s sleep. Visit www.europeanbedding.sg for more information.

Representative Member: Thijs Veyfeyken, General Manager

NEW MEMBERS

NEW MEMBERS

MC CONSULTANT Dr. Marwan Maurizio Chedid has over twenty years of multi-faceted Aerospace experience working with Military Civil, and OEM manufacturers. His body of work includes Certification and Structural Integrity Programs with Switerland’s Pilatus (PC-21 ESG and PC-24), Italy’s Partenavia (P-68 Observer, Vulcanair VA300 and VF600W), USA’s Lockheed Martin (C-130J) and Boeing (E3D Sentry),Czech Republic’s Evektor (EV-55 and LSA) and U.K.’s BAE System (UAV Demon and CIRA USV Dropped Transonic Flight Test). Other activities include collaborations with Aerospace Research Centres, CIRA (Italian Aerospace Centre), IVHM Cranfield/Boeing (Integrated Vehicle Health Monitoring Centre, UK) and NSIRC (National Structural Integrity Research Centre, UK), and Light Sport Aircraft manufacturers.

Representative Member:

Marwan Maurizio Chedid, Technical Director

STTS TRAINING PTE LTD STTS is a corporate training company based in Singapore. STTS provides training programmes for clients throughout Southeast Asia and beyond. We offer training in communication skills, presentation skills, collaboration, speaking with confidence, email writing, business writing, report-writing, minuteswriting, policy and procedure writing, and many other personal development topics. All in-house training can be customised to meet your requirements. We work personally with a team of professional, licensed trainers who consistently receive great results and feedback. For shorter, quick fixes of motivation and learning, we also offer a variety of learn at lunch sessions, bite-size sessions, as well as online webinars. For more information visit www.sttstraining.com Representative Member:

Shirley Anne Taylor, CEO/Founder

OVERSEAS CORPORATE MEMBERS EXECUTIVE EDUCATION, SURREY BUSINESS SCHOOL The Executive Education team at Surrey Business School is a small team operating as an SME set up to help support businesses in the local, national and international markets. Education functions has grown very rapidly and we cover support for businesses around management, leadership, technology and other key areas for business growth. The Executive Education team have focused on developing tailored programmes that are both client driven and strategically positioned to fit market trends. For more information visit www.surrey.ac.uk/business-school/study/executive-education Representative Member:

Michelle Nsanzumuco, Executive Education Manager

SAFEGUARD ELECTRONIC SYSTEMS LTD T/A THERMATEK Thermatek® manufactures products for the cold store industry. We have been an innovator in frost heave and condensation protection for over 20 years and lead the way in optimising the set-up and controls of these products to achieve the minimum environmental impact and maximum cost savings.

We provide full bespoke electrical drawings for every contract and go on to create products of the highest quality, which are all manufactured at our Hungerford UK facility, and backed up by outstanding support and warranty. Thermatek has an enviable customer base in the UK, Ireland, and around the world. We are proud to be protecting cold stores in some of the world’s most important establishments.

Read more about our customers. For more information visit www.thermatek.co.uk Representative Member: Derek Edward Albert Lawrence, MD

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UPCOMING EVENTS Visit our Upcoming Events page at http://bit.ly/showmeevents to find out more about the following events, or contact the events team at events@britcham.org.sg

NAME

TIME

VENUE

13 Sept 2018

F1 Networking Reception with Williams Martini Racing

6:30 PM 9:30 PM

Hogan Lovells Lee & Lee, 50 Collyer Quay, #10-01 OUE Bayfront, S 049321

19 Sept 2018

A UK Outlook: Planning for your Inheritance

6:30 PM 8:30 PM

British Chamber of Commerce, 39 Robinson Road, #11-03 Robinson Point, S 068911

27 Sept 2018

19th Annual Business Awards: Future of Work Awards Presentation & Gala Dinner

7:00 PM 10:30 PM

Tower Ballroom, Shangri-La Hotel, Singapore, 22 Orange Grove Road, S 258350

02 Oct 2018

Networking Conversations: Transform Your Networking Skills

6:30 PM 8:30 PM

Skyscanner, #07-04, 39 Robinson Road, Robinson Point, S 068911

31 Oct 2018

Built Environment Networking Evening

6:30 PM 8:30 PM

140 Robinson Road, 4th Floor, S 068907

DATE

EVENT SPONSOR

UPCOMING EVENTS

RECENT EVENTS

RECENT EVENTS BREAKFAST CLUB EVENT: E-commerce Trends in China: How to Drive Online Sales 16 August 2018 Visit www.britcham.org.sg/events/past-events/2736 to find out more about this event.

Event Sponsor

SPECIAL EVENT: UK's Global Trade Ambitions ft. Rt. Hon. Liam Fox MP, Secretary of State for the Department for International Trade 28 August 2018 Visit www.britcham.org.sg/events/past-events/2741 to find out more about this event.

Event Sponsor

ANNUAL EVENT: Back to Work: Summer Social 30 August 2018 Visit www.britcham.org.sg/events/past-events/2728 Event Sponsor

Supporting Sponsor

Supporting Organisation

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UK Geospatial Seminar with Ordnance Survey at Eden Hall 22 May 2018 Ordnance Survey with the support of our Business Services team and DIT Singapore organised a Geospatial seminar on improving geospatial capability, smart cities benefiting from integrating complex data, and geospatial frameworks managing risks and improving customer service.

Women Leadership in Business Event with Odgers Berndtson at Eden Hall 11 June 2018 Rt Hon Baroness Virginia Bottomley of Nettlestone, Chair of Odgers Berndtson’s Board Practice, led a Panel discussion on diversity, gender pay gap, and women leadership at a Women Leadership in Business with Odgers Berndtson & supported by our Business Services team.

Law Society of England and Wales Roundtable 14 August 2018 Law Society of England and Wales President Ms. Christina Blacklaws hosted a roundtable with their members at Eden Hall. Ms. Alexandra McKenzie, Deputy British High Commissioner also joined the roundtable.

BUSINESS SERVICES EVENTS

FEATURE:

SAVE TIME AND COST IN TRADE OPERATIONS WITH THE NATIONAL TRADE PLATFORM

Save Time and Cost in Trade Operations with the National Trade Platform

By Corporate Communications Branch, Singapore Customs The National Trade Platform (NTP) is a one-stop trade information management platform that enables end-to-end data sharing and workflow integration among businesses and the government.

Businesses can now declare customs, finance trade, prepare trade documents and track their shipments, among other trade-related services, on the NTP

As a one-stop trade information management platform that enables end-to-end data sharing and workflow integration among businesses and the government, businesses who are looking to digitalise their trade processes will be able to maximise their limited resources to achieve greater benefits. The NTP will replace TradeNet and TradeXchange.

Businesses who register for an account on the NTP will enjoy a free trial period (till 31st December 2018) of the NTP’s services such as data repository and document exchange.

This account allows businesses to experience a range of tools and services available on the NTP, which will eventually include the full range of trade-related services that enable end-to-end digital trade.

A variety of trade-related VAS such as trade research and insights, supply chain financing, and freight invoice reconciliation (see list of available services in Table 1), are available on the NTP, and more will come on board in the coming months.

Selected Customs e-services now integrated in the NTP

Businesses can also use a secured digital data repository on the NTP to store and share structured data intended for trade-related transactions, eliminating the need for repeated data entry.

Permit return, along with four other Singapore Customs e-services have been introduced on the NTP.

The online cloud-based tool offers digitalisation, uploading, and storage services for documents. It allows businesses to easily manage the access to information and the sharing of data with their business partners or government agencies.

Business-to-Government (B2G) services are being progressively released on the NTP, in line with the platform’s vision to be the one-stop national trade info-ecosystem.

Since 20th June 2018, businesses applying for certain certificates are now required to submit their applications via the NTP to Singapore Customs. These include the Certificate of NonManipulation, Certificate of Free Sale, Import Certificate and Delivery Verification, and Landing Certificate.

31 from the business’ data repository. There is no longer a need to make a trip to the Singapore Customs office to collect the certificates or manually share the certificates.

The permit return feature is also available on the NTP, and importers and exporters who subscribe to this feature will enjoy immediate access to their permits once these are approved by Singapore Customs. Not only will this allow businesses to have timely access to their approved permits; they will also be able to share the trade data with their authorised business partners in good time, and reuse specific permit information for verification or compliance purposes.

An upcoming single sign-on function will allow businesses to access the various VAS portals without having to log in multiple times. With no need to remember multiple user names and passwords, businesses will get a more seamless experience when they are on the NTP.

Join us – be a part of the collaboration!

The NTP went live in December 2017 and Singapore Customs has been on-boarding businesses and VAS providers onto the platform. the Certificate of Non-Manipulation, Certificate of Free Sale, Import Certificate and Delivery Verification, and Landing Certificate.

Once the application is successful, Singapore Customs will deposit the certificates in the business’ data repository on NTP, upon which the business will receive a notification via the NTP notification inbox. The certificates can then be easily downloaded from the NTP or shared with business partners through the NTP

We remain open to exploring opportunities with interested VAS providers. If you have any feedback or suggestions, such as datasets or Application Programming Interfaces (APIs) that you would like to be available on the NTP, contact the project team at enquiry_NTP@customs.gov.sg.

Visit us at www.ntp.gov.sg to find out more!

Singapore Customs is the lead agency for trade facilitation and revenue enforcement.

We facilitate Singapore’s external trade through collaboration with government agencies and businesses, robust regulations and effective enforcement.

We play a proactive role in balancing the intricate requirements of trade facilitation, security, and regulatory compliance to strengthen Singapore’s position as a global trade hub trusted by foreign trading partners and businesses operating in Singapore. Visit www.customs.gov.sg for more information.

FEATURE:

SAVE TIME AND COST IN TRADE OPERATIONS WITH THE NATIONAL TRADE PLATFORM

FINALISTS UK & SINGAPORE IN ASEAN

START-UP EXCELLENCE

FUTURE LEADERS

JOSHUA CHAMBERS

SHERYLL CHAN

MONICA DOLAN

GILES KREMPELS

CHARLOTTE PRINCE

CUSTOMER EXPERIENCE

DIVERSITY & INCLUSION

DIGITAL INNOVATION

TITLE SPONSOR

CATEGORY SPONSORS

VIDEO PARTNER

EVENT APP

SUPPORTING ORGANISATIONS

For more information on the Awards, visit www.britcham.org.sg/aba Book your tables for the Gala Presentation Dinner at www.britcham.org.sg/events/upcoming-events/2720

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Developing a New Kind of Leader for the 21st Century

By John Knights, Author Today and in the future, we need leaders who lead beyond the ego who are radical, ethical and authentic while emotionally intelligent and caring. They create performance-enhancing and sustainable cultures and proactively continue personal development and learning throughout their careers. We call them Transpersonal Leaders.

FEATURE:

DEVELOPING A NEW KIND OF LEADER FOR THE 21ST CENTURY

FEATURE:

DEVELOPING A NEW KIND OF LEADER FOR THE 21ST CENTURY

If we date back to the mid-1990s or earlier, when most of today’s senior leaders were educated, the internet was not generally available. Few people had mobile phones, cheap global travel had not arrived, very little was known about how the brain works, many of today’s key technologies were science-fiction, and we were in a different diversity paradigm. In those days, prior to the current information age, leaders could still succeed using instinctive, primal behaviours.

These include the human default leadership style of knowing everything and telling people what to do whilst being aggressive, controlling and uncaring of others – to name a few. This instinctive leadership was further fuelled by the surge of individualism; something the Eastern cultures have not escaped from. Though this type of leadership was never the best, it prospered in an age when knowledge was powerful.

The difference today is that knowledge no longer equates to power because information and communication tools are now readily available to everyone.

Change is rapidly occurring and there is an influx of information that cannot be managed alone. We also know the brain does not function well for long periods of time. However, it does so very effectively in an environment where it can get insights.

What kind of leader do we need in the 21st century?

How do we develop them?

The answer is simple. The best leader is no different than how it was before. The big difference is that in the past the position of the “boss” exuded sufficient power, loyalty and respect to overcome poor leadership. Today’s society has altered the balance. To be effective, leaders need to earn respect, loyalty and trust their people. This cannot happen without them caring about their people, being ethical, and having an eye for the greater good. Many global studies show that those born after 1980, where they would have greater education, have very different expectations of life than previous generations. Of course, they expect a decent standard of

living but they have a greater awareness and care for the planet, ethical behaviour and desire that the organisation they work for will make a positive impact. That means that many of the types of people who succeeded as leaders in the past will not prosper in this new world that we are transitioning to.

... many people have good core values but don’t bring them to full consciousness in the work place The first order of action is to input core values and care for others before qualifications and experience as the primary criteria ahead of being considered for a leadership role.

Secondly, individuals need to understand and accept that their personal development as a leader is a battle between instinct and conscious behaviour, which needs to be continuously worked on.

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For example, many people have good core values but don’t bring them to full consciousness in the work place. Most do care about people but are not good at communicating it. At the same time, there are others who want to do a really good job in serving the organisation but they might be side-tracked by an instinctive need to please or follow others. What is wonderful about this is that all these behavioural issues can be worked on by proactively rewiring our neural circuits.

Though it may sound complicated and even dangerous but in reality, it is no different than learning to drive a car. The first time we sit in the driver’s seat it feels we have to do many things at a time. With a bit of practice, we are soon driving down the motorway without thinking. In the same way, all we need to do is identify those granular behaviours that we need to improve (which can be done with the right assessment tools and the support of a coach), focusing on one or two at a time, and practicing in the work place in small but regular doses. Our experience is

that improving just two or three key behaviours will have a major impact on the performance of most leaders.

Fundamentally, this is about becoming more aware of ourselves, the people around us and learning to manage our emotions. Once we have mastered these behavioural limitations we are in an excellent position to learn which leadership style to use in which situation and how to implement it successfully. It is only with competence in a full set of leadership styles that we can effect cultural change in our organisations to meet the changing needs of today and tomorrow.

Improving just two or three key behaviours will have a major impact on the performance of most leaders

With this increased awareness and emotional intelligence, we can embark on the most advanced part of the leadership development journey to become a Transpersonal Leader. We must learn to really understand what our core values are and which values we aspire to.

We must also learn to separate those that belong to our Personalonscience (who I am) compared to those that are part of our Selfetermination (what I am going to do with who I am) This increased consciousness then allows us to work on and understand how to “lead beyond our ego”. It requires the leaders to consider the organisation and all it stakeholders before themselves when making decisions. Where there is a potential conflict (e.g. personal career vs servicing a supplier), leaders should get advice from a trusted colleague, or even better, a coach. Integrated with this is the need to improve one’s udgement by bringing the five decision-making processes to full consciousness to remove bias and prejudice.

FEATURE:

DEVELOPING A NEW KIND OF LEADER FOR THE 21ST CENTURY

FEATURE:

DEVELOPING A NEW KIND OF LEADER FOR THE 21ST CENTURY

The last part of the journey of development requires a true understanding of our purpose and then establishing a personal touchstone of values and transpersonal characteristics that must be adhered to for all our decisions. Although this journey is lifelong and iterative, we can now at least aspire to the “greater good” being aligned with the sustainable, enhanced performance of our organisation.

Exclusive Discount for Orient Magazine readers: Receive 20% off Leading Beyond the Ego plus free shipping when ordering from Routledge.com To apply your discount, enter code LBE18 in your shopping cart. This offer expires on 1st November 2018.

ABOUT THE AUTHOR John Knights is the lead author of “Leading Beyond the Ego: How to Become a Transpersonal Leader” published in March 2018 by Routledge - part of Taylor & Francis Group. John authored and edited the book together with several colleagues at LeaderShape Global where he serves as Chairman. John is an experienced senior international corporate leader who amongst other roles was Corporate Vice President Asia-Pacific, based in Singapore, for a Fortune 100 Company. He also has a reputation as a serial entrepreneur, chairing several voluntary organisations and lecturing at the University of Oxford.

ABOUT THE COMPANY Taylor & Francis partners with worldclass authors, from leading scientists and researchers, to scholars and professionals operating at the top of their fields. Together, we publish in all areas of the Humanities, Social Sciences, Behavioural Sciences, Science, Technology and Medicine sectors. We are one of the world’s leading publishers of scholarly journals, books, eBooks, text books and reference works. Visit taylorandfrancis.com for more information.

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What Tech Firms are Doing to Overcome the Talent Crunch

By Rob Bryson, Managing Director, Singapore, Robert Walters plc Recruiting the right talent is the main concern for technology firms in Singapore. How are growing tech companies in the country overcoming this challenge to grow and expand their teams?

SPECIAL FEATURE:

WHAT TECH FIRMS ARE DOING TO OVERCOME THE TALENT CRUNCH

SPECIAL FEATURE:

WHAT TECH FIRMS ARE DOING TO OVERCOME THE TALENT CRUNCH

85 per cent of firms cited manpower constraints as their greatest challenge in SGTech’s Annual Business Survey 2017/2018 and the demand for tech talent shows no sign of letting up. Tech firms in Singapore are rapidly growing their teams and non-tech companies are similarly hiring more IT talent to ramp up their digital transformations. Further intensifying the crunch is the recent wave of overseas tech giants entering the Singapore market, such as Alibaba, Amazon and Facebook.

While making the pay package more attractive is one way to recruit more people, raising salary offers can only go so far. Instead, growing tech companies with operations in Singapore are adopting other methods to secure the talent they need – from highlighting the upskilling opportunities to expanding their sources and channels of hiring.

1. Showcasing the tech and possibilities Technology is constantly evolving and the best tech talents know that unless they continually upskill and improve themselves, they will quickly be left behind. As such,

remuneration, while certainly an important consideration, is often not the final deciding factor – the learning opportunities are.

Companies such as Razer, Ubisoft and Grab highlight their great work culture, the cutting-edge technology available and the opportunities to create and innovate. Razer’s career page, for example, not only emphasises the company being at the forefront of the gaming industry, but also highlights the challenging nature of its job. While the latter may deter some jobseekers, it is likely to appeal to the very best tech talent who are always looking for new relevant exposure to help them stay ahead.

2. Tapping on interim hires There is an increasing number of tech jobseekers who prefer to take on contract roles as they provide opportunities to learn about and use the latest technology, while offering comparable remuneration packages.

For employers, hiring project managers or leads on an interim basis enables them to implement projects that may be outside of their current team capabilities -

without having to worry about increasing their headcount. At the same time, the interim hire is also able to provide training and expertise for the existing team, allowing them to develop their capabilities for the future.

Contract hiring can also allow companies to ensure fit before making a permanent offer. In the past few years, we’ve seen quite a few companies we work with make the shift from permanent to interim hires for management roles, particularly for projects.

3. Starting early More tech firms here are also starting their recruitment efforts from as early as internships. While internships may require more from a company in terms of guidance and nurturing, it helps build loyalty and contributes to the overall talent pool available in Singapore.

Sea (previously Garena) offers an attractive internship programme with its research and development (R&D) department, with a potential full-time offer for interns who perform well. This ensures the R&D department has a continuous flow of fresh ideas while training young

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Remuneration, while certainly an important consideration, is often not the final deciding factor – the learning opportunities are.

software engineers. It also allows Sea to check for compatibility before inviting interns back for a permanent role.

We are also seeing companies target fresh talent, sending candidate managers to local universities and polytechnics, such as the Singapore University of Technology and Design, to ensure that they secure talent as early as possible through job fairs and presentations.

4. Expanding their search beyond Singapore Bringing in talent from outside Singapore not only helps fill the resource gap, but also allows companies to inject experience and perspectives from outside of the country. Just last year, we saw ridehailing company Grab bring in Theo

Vassilakis, a previous Google and Microsoft employee who was based in the United States (US) as Chief Technology Officer, to head and grow its tech teams.

Given the Fair Consideration Framework (FCF) Singapore has in place, companies should also consider extending their search to Singaporeans working outside of the country. There is a large group of Singaporean tech talents working overseas in countries such as Australia, the United Kingdom, the US to name a few. Their international experience, along with their understanding of the local culture, makes them an invaluable asset, particularly to tech companies.

However, reaching out to this group of people can be challenging

ABOUT THE AUTHOR Rob Bryson is the Managing Director of Robert Walters Singapore. Prior to this, Rob was Director of Robert Walters Indonesia for four years, spearheading the Jakarta business.

He has over 17 years’ experience in recruitment and previously spent time working in the United Kingdom and Australia. During his time in Indonesia, Rob oversaw a period of significant growth in the business.

Before his move to Jakarta, he worked in the Melbourne office as a Director, responsible for the Group’s Accounting & Finance, Sales & Marketing and Human Resources recruitment businesses.

without the right contacts and networks. To help companies gain access to Singaporean talent pools overseas, we have a program that connects with Singaporeans working or residing overseas, inviting them to “Balik Kampung” or return home to work here.

Staying on top of the market to keep ahead of competitors For companies looking to hire tech talent within the tight Singapore market, it’s important to keep in mind that the best people are continually looking to learn and stay on top. To ensure you get the talent you need, make sure to showcase to potential candidates the opportunities to explore cutting-edge technologies and upskill, while expanding your reach further to previously untapped pools of talent.

ABOUT THE COMPANY Robert Walters plc is an awardwinning business and one of the world’s leading global specialist recruitment and recruitment outsourcing businesses. The Group specialises in permanent and contract recruitment across all industry sectors, and count FORTUNE 500 companies, investment banks and multinational blue-chip commercial organisations as clients.

Visit www.robertwalters.com.sg for more information.

THE FUTURE OF WORK CAMPAIGN Visit www.britcham.org.sg/future-ofwork to see more of our activities.

SPECIAL FEATURE:

WHAT TECH FIRMS ARE DOING TO OVERCOME THE TALENT CRUNCH

FEATURE:

BEYOND LEARNING ON THE GO

Beyond Learning on the Go Vincent Lok, Content Developer, Jardine Lloyd Thompson Asia Mobile learning is more than just a platform to deliver training on the go — it is reshaping how companies are engaging with employees.

In this article, we will take a look at the potential of mobile learning and how it is catering to evolving needs

Flexibility is no longer just a work perk. The modern employee has come to expect it in their work environments, and organisations wishing to attract and retain top talents are eager to cater to such evolving needs. Underpinning that, employees also need growth and development to feel engaged and motivated in their roles.

It is little wonder that mobile learning is trending among businesses, given that it is an adaptable and fast-evolving platform that provides more than just training content.

“For most people who have been in the insurance industry for a while, they probably had to learn on the job and pick things up along the way,” said CEO of JLT Asia, Dominic Samengo-Turner, “I’m deeply conscious that business models need to evolve to stay relevant in a world where many great businesses have been left behind, and mobile learning is a huge step forward in how we invest in our development.”

Companies with mobile learning platforms quickly see that it is more than just a nifty tool to develop their employees’ skills. The key characteristic of mobile learning is that it is not confined to a particular context — a powerful advantage over traditional forms of instruction.

“Make learning relevant, fun and engaging, and people will do it even in the weekends and evenings,” said SmartUp’s Head of Asia, Laurence

Smith. Content should also be produced in-house by people in the business, for the business.

“Real value is created by how companies develop and promote their own content on their mobile learning platforms,” Smith added.

For example, the foundational knowledge required of a broker at JLT is delivered through bite-sized lessons called “modules”. It takes less than five minutes to complete one of these modules, which are often sprinkled with polls that can enable content creators in JLT to get a sense of opinions on topics and find out if readers want more depth or breadth on a subject.

Providing flexibility is where mobile learning shines. For JLTU, Jardine Lloyd Thompson’s corporate university, modules are classified under broad categories like

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Real value is created by how companies develop and promote their own content on their mobile learning platforms

“Technical” and “Management and Leadership”. Mobile learners have the choice of selecting modules they want to complete or read a series of modules under a course.

This facilitates their overall learning experience because they are in charge of their learning paces and preferred sequence of reading modules. When readers scroll through a module, they will accumulate points for simple actions like reading a piece of content or responding to a poll. But answering questions correctly is the biggest point-gainer. This point-based system allows for gamification, which provides JLT with the option of holding competitions and events like “Quiz Weeks”. “Keeping the platform and content alive, interesting and relevant is a key priority for us,” said Kelly Crouch, Head of JLT University Asia. “Engagement has been pretty good to date, but of course we’re always striving to reach those last few people.”

Mobile learning platforms should also do more than just engage through its modules and events — it should also be a powerful communication tool. Industry and company news can be transformed into modules that informs readers while giving them a platform to air their opinions through polls; communication becomes two-way a lot more often than through the typical email blasts.

A workforce accustomed to instant information should have mobile learning applications become a mobile repository of knowledge as well. At JLT, brokers can whip out their smartphones, go into the app and refer to modules to refresh their memories on facts and figures before a meeting. This easy access to reference materials outside the training environment leads to higher retention, confidence and job satisfaction because learners no longer focus on memorising information, but instead shift their

attention to capturing and sharing key insights.

For all of these shiny features, the question remains: has JLTU made learning engaging and relevant?

We found out that JLTU’s mobile learning application is most often opened before and after work hours, even on weekends. That means JLT employees are actively learning in their free time.

In light of such results, Dominic Samengo-Turner commented: “I am confident that if we can keep engaging our specialists and future leaders with relevant content, JLT Asia will be transformed into a learning organisation that develops and invests in our people so that we can deliver more to our clients.”

ABOUT THE AUTHOR Vincent Lok is a Content Developer at JLT Asia. After learning the ropes as a journalist for Singapore’s national broadsheet, The Straits Times, Vincent now produces, develops and edits content with a focus on collaborative projects in Sales, Marketing and Communications and JLT Asia’s corporate university, JLTU.

1,800 employees in fourteen major countries and territories across Asia. JLT Group is quoted on the London Stock Exchange. They have over 10,000 colleagues and own offices in 40 territories. They are specialists who focus in areas of risk complexity, where deep knowledge, expertise and experience add material and differentiated value. Visit www.asia.jlt.com for more information.

ABOUT THE COMPANY Jardine Lloyd Thompson (JLT) Asia, a subsidiary of JLT Group, is a market leader in insurance and reinsurance broking, risk consultancy and employee benefits services. They have more than

THE FUTURE OF WORK CAMPAIGN Visit www.britcham.org.sg/future-ofwork to see more of our activities.

FEATURE:

BEYOND LEARNING ON THE GO

FEATURE:

IT IS TIME TO GO BEYOND STRAWS

It Is Time to Go Beyond Straws Sarah Cragg, Account Director, MullenLowe salt Campaigners across Singapore have brought the issue of single-use plastic, including straws, to Singapore’s attention. In this article, Sarah discusses the topic of single-use plastics, solutions that we can implement and alternative products we can use to make a difference

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FEATURE:

IT IS TIME TO GO BEYOND STRAWS

FEATURE:

IT IS TIME TO GO BEYOND STRAWS

It’s official - straws suck.

Campaigners across Singapore like the Final Straw and Straw Wars have done an incredible job of bringing the issue of single-use plastic, including straws, to Singapore’s attention. They are encouraging people and F&B outlets to consider if they really need straws. For most of us, straws are a luxury, something to make the experience of drinking juice or a cocktail that little bit better.

However, for some communities, such as the elderly, very young and disabled, a straw may be a lifeline.

For these people and those who don’t want to give up the joys of a straw is where the second phase of their campaign comes in - use a reusable straw, made of materials such as bamboo and metal.

It is estimated that in Singapore, we use 2.2 million straws every day.

Every day! Reducing this number is important - a brief walk along East Coast Park will show you that straws are a common item of rubbish washing up on our beautiful island. Lots of people will also not be able to forget the viral

video of the poor turtle with a straw lodged in its nose. It is a no-brainer – next time you are in a restaurant or bar with plastic single-use straws, tell them you do not want it.

Encourage the bar to move away from using plastic straws and if you feel you need one, bring your own bamboo or metal one with you.

There is no shortage of places to find alternatives, from specialist ustainability shops to Redmart – there is even a foldable one with its own special carry case!

So, you have your reusable straw – now what? Good question. The straw campaigns have managed to engage the public in thinking about their plastic-use waste. This is a giant step forward but it is vital that we don’t stop here. If all the world’s straws were suddenly washed into the sea, they would only account for about 0.03% of the 8 million metric tons of plastics estimated to enter the oceans in a given year.

Clearly, straws are an important step, but only a first step in a very long journey if we are going to make a difference to plastic pollution.

If we all make changes to our behaviour, we can make an impact.

If you want to consume more consciously and with less plastic, there is a long list of alternative products you can try – beeswax wraps (instead of cling film), bamboo toothbrushes, Lush’s shampoo and conditioner bars, reusable shopping bags, reusable food containers to take to your local hawker centre, the list goes on. There is even Unpackt, a packaging-free store in Singapore that sells daily necessities without packaging – just don’t forget to bring your own containers.

It is estimated that in Singapore, we use 2.2 million straws every day We can all make changes and it is important that we do this. However, behavioural change is slow and not always successful – the conversation regarding plastic bags in Singapore has been going on for years and with little impact.

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It is also important to think about how you can have a more systemic or greater impact. What does this mean? It means going to the heart of the problem. Consumers alone cannot fix this. Businesses also have a role to play. And it is encouraging that we have seen the swift move away from plastic straws from Starbucks, McDonald’s, KFC and other companies.

Look within your own business – what changes can you make to help reduce plastic waste? It may be asking questions about the products you are selling and ensuring that there are plans to make these more-environmentally friendly. Or look at the behaviour of the employees, do they take reusable containers to lunch with them if they are getting take-out? If not, how can this be encouraged?

ABOUT THE AUTHOR Sarah is the Account Director at MullenLowe salt Singapore Pte Ltd. She is a social purpose communications expert working with multinationals and global brands, combining strong project management experience with a deep understanding and passion for sustainability. salt drives positive change inside and outside organisations by making the complex simple and the simple compelling. Sarah has worked with a number of Unilever brands including Clear, Lifebuoy and Ben & Jerry’s, Essilor, and Virgin Unite (Richard Branson’s foundation). She is also a qualified lawyer.

ABOUT THE COMPANY MullenLowe salt is a strategic communications agency with offices in London and Singapore that drives

As a consumer, if you see another business that you think could do better, don’t be shy and drop them an email or Facebook message to show them you have noticed and expect better from them. Research shows that there will be more plastics waste in the sea than fish by 2050. It is time for all of us, as individuals and businesses, to clean up our act.

positive change through communications. We specialise in simplifying complex business challenges and creating clear and compelling communications that deliver positive change. We are proud to be a B Corporation – a high profile accreditation given exclusively to companies committed to transforming society for good through their business. salt’s work addresses two of the most important issues facing business today – external reputation and internal alignment – through social missions; thought leadership and influencer programmes; brand story-telling; and employee engagement. Visit mullenlowesalt.com for more information.

FEATURE:

IT IS TIME TO GO BEYOND STRAWS

FEATURE:

ARE YOU STILL USING EXCEL TO MANAGE YOUR PROJECTS?

Is There a Better Way to Manage Your Projects?

By James Price, Director, Premier Group In this article, James discusses how you can better manage your projects with the use of a simpler tool

Would it not be amazing if all your projects came in on time and followed your budget just by using MS Excel or something similar? If only it were that simple. In my experience this seldom happens and the old days of throwing more people at the problem are long gone because this merely increases costs.

Now we all know that talking about projects and project management is as dull as dishwater. The problem is that these projects are vital as they represent changes within an organisation. If these are late or cost more than anticipated, then the cost to the company is that resources and/or money are taken away for starting new projects, elivering a new product to the customer on time (and the

consequential loss of revenue), or to take away money that could have been used for other things.

Last month, for the first time ever, I heard of a ‘zombie’ project that a new customer had; which basically means something that is barely alive and sucks up valuable money and people which should be used for other projects. It started some five years ago and after some unfortunate staff turnovers and lack of understanding from senior management (as they didn’t have the correct reports), this meant that the project was delayed by an astonishing four years and was not even close to finishing. Somehow it had been allowed to drag on and cost the company $40,000 per year in support costs but delivered zero value.

What else could you use?

A good scheduling tool such as MS Project. The key things to note about MS Project are: • It can tell you early in the project if it is running late or going to cost more.

• You can check to see if you are overworking your team • It includes bucket loads of helpful features such as showing you the critical path (those tasks that have to be done because if they don’t they will have a direct effect on the whole project) • There will be more commonality in the way projects are implemented meaning that reports about the project’s health are more useful and consistent

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It can also incorporate Agile methodologies (Scrum and Kanban), which is very popular at the moment, and a mix of both Agile and the commonly used Waterfall methodology.

But all of this is worthless unless a

good training programme is put in place and followed up to ensure adoption. At least one person from the highest level of the organisation must be interested in this and want to see change. If not, then why should the troops be interested or enthused?

ABOUT THE AUTHOR James is a director for Premier Group which is based in Singapore.

Previously, he spend six and a half years working part time at Microsoft as the sales specialist for Project and Visio for SE Asia and Australia. He has over 15 years’ experience as a director of Premier Computer Solutions, an IT solutions and learning company based in London.

Will a good scheduling tool ensure that all your projects come in on time and within budget? Not entirely. But it will be a big improvement on using MS Excel, and it may even make your projects a little less dull.

ABOUT THE COMPANY As an established consultancy and solutions house, Premier is an accredited and trusted provider of future-proof technology and learning solutions. Premier is small enough to care about your business but big enough to deliver what we promise, on time and on budget. We will help you identify, design and implement flexible solutions that will transform your business performance and improve the quality, productivity and value of your investments.

FEATURE:

ARE YOU STILL USING EXCEL TO MANAGE YOUR PROJECTS?

SPECIAL FEATURE:

ASEAN AT 50 – FULFILLING THE REGION’S POTENTIAL

ASEAN at 50 – Fulfilling the Region’s Potential

By David Wijeratne, Partner and Growth Markets Centre Leader, PwC Continuing on from their golden anniversary, David highlights the economy growth among the countries in ASEAN and the importance of trade within the region including the challenge of the 4th Industrial Revolution and the future of UK-ASEAN trade relations.

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SPECIAL FEATURE:

ASEAN AT 50 – FULFILLING THE REGION’S POTENTIAL

SPECIAL FEATURE:

ASEAN AT 50 – FULFILLING THE REGION’S POTENTIAL

2017 marked the 50th anniversary of the Association of Southeast Asian Nations (ASEAN), a unique achievement considering the regional conflicts and poverty which characterised the region in the first half of the 20th century.

Since the inception of the ASEAN 5 (Indonesia, Malaysia, the Philippines, Singapore and Thailand) in 1967, the association has not only doubled in size to include Brunei, Vietnam, Laos, Myanmar and Cambodia, but it has also successfully weathered both the Asian financial crisis in 1997 and the global economic crisis of 2008/09, to make it the sixth-largest economy globally.

Along this journey, ASEAN has managed to balance economic growth with human development to lift millions of people out of poverty across the region.

This has been powered by ASEAN’s people, the establishment of a formidable labour force (ASEAN will have the third largest workforce globally by 2030) and the subsequent creation of a wealthier middle class which has driven domestic consumption. A growing and more advanced workforce, together with increasing local consumption, has enabled ASEAN to record eight times growth between 1990 and 2016. This results in the region becoming the 4th most popular investment destination globally; the second largest in Asia.

Regional variation Although ASEAN as a collective group of nations has made some impressive progress in the past 50 years, regional variations remain in the economic and social status of the individual markets.

The regional economy remains highly concentrated in its three leading markets – Indonesia, Thailand, and the Philippines – which collectively accounted for 64% of the regional gross domestic product (GDP).

In terms of GDP per capita, Singapore and Brunei led the group with figures at 13 times and seven times the regional average respectively in 2016. On the other hand, the markets of Cambodia, Laos, Myanmar and Vietnam remain among the least developed (by GDP per capita) in the region. They are, however, well poised for growth, recording some of the strongest GDP growth rates – more than six per cent – in 2016.

Time to act However, against this backdrop of growth potential, a number of external and internal challenges have raised questions about the sustainability of ASEAN’s growth story going forward.

From an external perspective, global economic growth has slowed in recent years and this has affected all ASEAN markets. GDP growth in Singapore (or developed ASEAN) dropped below the

global average to a low 2.0% in 2016 and in emerging ASEAN, (Indonesia, Malaysia, Philippines, Thailand and Vietnam) growth fell to 4.9%, post a high of 6.9% in 2010. Whilst these markets are expected to regain some momentum in the coming years – thanks in part to a revival in Chinese and European demand – growth is projected to level off at 5.3% per year until 2022.

The 4th Industrial Revolution is another external challenge to ASEAN, which may affect employment and reduce disposable incomes in the short term if its adoption is not managed responsibly by governments and companies working closely in partnership. This is a real challenge to all the countries in ASEAN, some of which, such as Thailand, are acting on in earnest. Its’ 4.0 Initiative across multiple sectors is evaluating the impacts of the 4th Industrial Revolution and how to mitigate these with reskilling, new job creation and social welfare schemes.

Within ASEAN, stagnating productivity growth is becoming more of a concern highlighting an opportunity for improvement through interventions such as investments in human capital, infrastructure development, institutional improvements and digital technology adoption. Developed ASEAN

51 markets such as Singapore and Brunei, which have more advanced institutions and infrastructure, combined with ageing populations, will need to focus more on increasing technology adoption to counter declining productivity growth. On the other hand, emerging economies with weaker institutions and business environments have more levers to draw upon to improve productivity.

Nevertheless, fast rising wage levels will increasingly dilute the low-cost advantage enjoyed by many emerging ASEAN markets, increasing the need to improve worker productivity to balance growing labour costs.

The importance of trade to ASEAN’s economy has increased significantly since 1967, with ASEAN’s share of global exports rising from only 2% in 1967 to 7% by 2016, indicating the rising importance of trade to ASEAN’s economic prospects. However, global trade growth has been on a downward trajectory since 2012, and yet extraSEAN trade continues to dominate ASEAN exports, accounting for a significant 75% of all exports in 2016.

This raises significant risks associated with a high dependence on external partners, especially China and the US. Therefore, going forward ASEAN will need to take more measures to increase its intra-ASEAN trade flows – to not only serve its fast growing domestic consumer base, but also to counterbalance risks from its significant dependence on external trade partners.

Infrastructure is the other obvious internal challenge for the region which increases the cost of doing business for companies. For example, driven by infrastructure issues, logistics costs

represented about 9% of GDP in Germany in 2016, whilst they stood at a high 21% of GDP in Vietnam and 26% in Indonesia. USD2.8tn is needed between 2016 and 2030 to cover these infrastructure gaps.

As global trade and consumer markets are evolving, there has never been a better time for the UK and ASEAN to act The path ahead Despite the variations in growth across ASEAN and the challenges it faces, we see significant growth opportunities for the private sector across a number of industries in ASEAN. However, given the dynamics and challenges of ASEAN, along with the ever-evolving and escalating demands of consumers in the region, companies will need to adapt innovation strategies to succeed.

Crucially, businesses have to stay relevant and competitive and meet consumers’ expectations in a profitable manner.

There are a number of common themes to these new strategies, such as localised production and the development of regional hubs to serve ASEAN consumers. The adoption of digital capabilities to produce,

ABOUT THE AUTHOR David Wijeratne is a Partner with PwC Singapore where he leads PwC’s Growth Markets Centre, a global team focused on supporting both companies and government agencies with their emerging markets' expansion strategies. He is also member of the World Economic Forum’s ASEAN Business Council, and supports the analysis of key issues such as China’s Belt & Road Initiative and the impacts of Industry 4.0 on ASEAN growth. He has co-authored recent reports including The Future of ASEAN- Time to Act and PwC’s Belt & Road report, Repaving the Ancient Silk Routes.

transport goods, improve service and communication with consumers is also vital. Partnerships and alliances together with vertical integration (or merging of business processes) will also play a more significant role, particularly across sectors and industries.

ASEAN and Britain With over 4,000 British companies already present in Singapore, and numerous existing relationships across the economy, security, defence, education and research sectors throughout ASEAN, there is already a strong foundation for British companies to grow successfully by adopting proactive strategies focused on localization, alliances and enhanced digitalization. In 2016, UK-ASEAN trade increased by an impressive 9.1%, with key investment areas comprising of financial services and insurance, manufacturing, wholesale and retail trade, amongst other services. The UK’s commitment to expanding this growth is clearly seen in the recent appointment of Natalie Black as Her Majesty’s Trade Commissioner for Asia Pacific and as well as the FTA between the UK and ASEAN post Brexit would be a valuable next step in recalibrating and deepening economic relations.

As global trade and consumer markets are evolving, there has never been a better time for the UK and ASEAN to act, and whilst the UK and ASEAN governments will have a key role to play in developing closer ties. The business sector must be proactive and innovation by creating fruitful new partnerships, increasing collaboration and developing and executing strategies which will fulfil the potential of the ASEAN-UK relationship.

ABOUT THE COMPANY At PwC our purpose is to build trust in society and solve important problems.

We’re a network of firms in 158 countries with more than 236,000 people who are committed to delivering quality in assurance, advisory and tax services. PwC’s Growth Markets Centre is a global team which supports companies and government agencies expanding to and from emerging markets. With our global presence and sector experts we are dedicated to ensuring that companies receive the full benefit of PwC’s global expertise to assist them in growing profitably in developing economies. Visit pwc.com/sg for more information.

SPECIAL FEATURE:

ASEAN AT 50 – FULFILLING THE REGION’S POTENTIAL

FEATURE:

AN UPDATE ON RENTAL & PROPERTY INVESTMENT IN LONDON

An Update on Rental & Property Investment in London

By Lynne Geeves, Director, Benham and Reeves Residential Lettings Summer brought an extremely positive response to the rental market in London. In this article, Lynne shares an update on London’s rental market in and its upcoming trends

The season between May and October is known as the ‘Golden Period’ in the London property rentals industry – the busiest time of year when demand really peaks.

This summer was no exception and rental demand has been high, with properties letting quickly and showing no slow down. Rents have now plateaued after a brief correction in quarter one with moderate increases in some postcodes on the fringes of central London. Rents in prime central London remain unchanged with many landlords happy not to impose increases and face possible voids.

Tenants are actively looking for new homes and we are receiving steady numbers of enquiries from all types of renters – students, young professionals, graduates moving to London to take up their first job and a good number of new families

moving in to new properties in good time for the September school term. Many of these renters are already living or working in London but we have also had a healthy stream of professionals relocating from overseas, particularly Chinese students and corporates from Asia.

All sizes and types of property have been letting quickly, as long as they are accurately priced reflecting local market conditions which can differ across the many different locations dotted across the capital.

An interesting trend we’re seeing increasingly is that tenants are now signing much longer tenancies – often two or even three years – keen not just to avoid the hassle and expense of moving but also to be certain of their accommodation budget for the foreseeable future.

There are a lot of new property developments launching such as the much-anticipated One

Blackfriars scheme, a strikingly handsome new build launching now and with many more to follow this autumn, particularly in East London. Stock levels have been good generally across our sixteen London branches but we now to replenish stock to meet continuing demand. We have waiting lists of applicants in some areas where demand is outstripping supply and some are very specific as to which development they wish to live in.

Hammersmith’s Fulham Reach scheme is a good example as we don’t have enough smaller units to fulfil demand here. Some applicants are asking to pay a deposit or sign a tenancy while they remain on a waiting list. We’ve also been doing brisk rentals in the Nine Elms location. Rents here have remained stable and demand is picking up as more tenants discover the zone 1 location, which

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affords a short, cheaper commute into the West End or city.

If you are a landlord reading this, remember to do your research before buying a rental property.

Ensure it is in a good location and ticks as many of tenants’ boxes as possible. For example, Crossrail is starting to have a real impact on where tenants are looking to rent a home, while renters are increasingly recognising the

monetary value of a property development’s facilities. A residents’ gym could save them £100 a month compared to a separate gym membership. At Beaufort Park in Colindale (a Berkeley owned scheme in zone 4), if you rent in a brand new building, you get 1 year free WiFi and these incentives are great for students.

We always emphasise to landlords that if they own a rental property

ABOUT THE AUTHOR Lynne has lived in Singapore since 1998 and is a qualified property agent and estate agency manager with Singapore Council of Estate Agents qualifications.

As Director of the Singapore operations, she liaises between Singaporean clients and our 16 London branches to provide a professional and efficient property management service. As a London property owner herself, Lynne understands the needs of landlords and her wealth of experience is invaluable in helping investors achieve their long-term investment goals.

that is coming on-stream at the same time as many others in a new development, they must ensure their apartment stands out from the crowd. So make sure the interior appeals to tenants’ aspirations for a sophisticated, comfortable lifestyle, which is key to letting a brand new property quickly. If you’d like to find out more on how to achieve this, talk to us as we can advise on every aspect of the rental investment process.

ABOUT THE COMPANY Benham and Reeves Residential Lettings have been operating in Singapore since 1999 and their team of multi-lingual staff work closely with their London branches to provide a seamless property letting and management service to Singaporebased investors who own London properties. The service ranges from organising snagging and handover for new-build properties to arranging furnishing packages, sourcing top quality referenced tenants and ongoing property management. All queries can be addressed locally in Singapore via singapore@brlets.com, making it convenient for clients. Visit www.brlets.com for more information.

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Destination Automation Measuring the Impacts to Commercial Shipping

Contributed by the Transport, Logistics & Supply Chain Committee

The shipping industry has a history of both triumph and tragedy in its adoption of technology. However, appetite remains strong regardless of failures, as the competitive advantage which can be gained from the adoption of technology can be significant. Systems which will offer guaranteed availability of the asset, new systems less prone to failure and with more predictable failure are being sought out with rigor. As a result, attention has turned to the remote and autonomous ship – or has it?

The era of the remote and autonomous ship?

The impacts of introducing this new technological concept to the shipping industry are yet unknown.

Therefore, the Transport, Logistics and Supply Chain Business Group, held a roundtable on the remote and autonomous ship in partnership with the Institute of Marine Engineering, Science and Technology (IMarEST) as part of the Chamber’s “Future of Work” campaign. Held on Tuesday, 24th April 2018 during Singapore Maritime Week, it explored 600 responses to a survey examining

the likely impacts at the outset of this new voyage to destination autonomy. The objectives for the roundtable were clear; to highlight the strengths, weaknesses, opportunities and threats from the industry’s perspective.

What is driving automation and what are the challenges?

Whilst more than 60% of those surveyed believed it was the technology provider championing the drive towards the remote and autonomous ship, less than 20% said that providers of remote and autonomous technology fully understood the requirements of the shipping industry. In response, the roundtable participants highlighted that they were not against the adoption of this technology, but suggested that the technology as yet is not sufficiently advanced to support substantial adoption. For the shipping industry, there are still a significant number of challenges.

Barriers to adoption Regulation was identified as the biggest challenge; likely to hold back substantial advances in the

adoption of technology.

International agreements need to be modified and agreed at a regulatory level via the International Maritime Organization (IMO). For our roundtable, barriers to adoption were not situated in the adoption of satisfactory regulation.

Rather, willingness to adopt was on the basis that the technology would demonstrate increases in safety, efficiency and a proven reduction in operating costs. The roundtable also cautioned the testing of unproven technology in the open sea where there could be significant risk to existing conventional vessel operators.

What could we learn from others?

Shipping can perhaps benefit by understanding the impacts of similar technology in other industries. Naturally, interest turned towards the aviation industry. Different schools of thought remain in aviation between human on the loop and human in the loop integration, and the shipping industry faces the same challenges. For example, the adoption of technology between Airbus (who try to automate everything where pilot error could occur) and Boeing (who will warn a pilot about an error but leave the final decision to the pilot) differs. In the context of shipping, the same

55 to deliver a competitive advantage.

The shipping industry requires this should the remote and autonomous ship be widely adopted. In response, the IMarEST via it’s Marine Autonomous Surface Ships Special Interest Group will be considering this area.

The overall view of the panel recommended that pairing the human and machine effectively to augment human intelligence and performance, rather than replacing the human, was an area that should not be overlooked as the next steps towards remote and autonomous operation.

Man and/or Machine?

integration of such technologies will be more complicated to apply due to varying types of existing vessels, the different operational requirements and different types of technology already built into ships.

The business case Our survey agreed that the adoption of remote and autonomous technology could likely create a competitive advantage. Our roundtable participants also supported this view but highlighted that a business case would be required, which demonstrates an improvement in safety, operational efficiency and financial efficiency 1

It is frequently quoted that between 80% to 90% of maritime accidents are caused by human error1, consequentially reducing the availability of the asset. The roundtable challenged this view and further questioned the legitimacy of using human error as the only real cause of accidents in order to create a blame culture towards the workforce. The panel concluded this as a grey area and that human errors are also the result of poor implementation for new technologies.

Our survey identified a mixed view on whether replacing human operators on-board ships with machines would actually create a more efficient industry. Perhaps unexpectedly, few of our respondents agreed that based on present day, it would not necessarily create a safer shipping industry either. It was also agreed that this view would be much better understood on a sector-specific basis, as the number of physical functions still performed by humans still makes this challenging.

In the medium to longer term, the general opinion consisted of the future maritime work-force requiring different training and in time, future talent can be relocated from seafaring roles to shorebased roles as the shipping sector moves more functions in favour of remote and autonomous operation.

85% of those surveyed agreed that seafarer skills will remain an essential component in the long term future of the shipping sector but that new skills sets were also as crucially important to future success.

Roles of the sea and shore-based staff are going to change. This must and will be looked at in more detail, and to understand the impending and presumed knowledge gap of removing people from seafaring roles. It must firstly be understood, which functions should be machine mimicked and to what extent, and on what basis.

The skills of a seafarer and the knowledge and importance of their on-board roles will be captured.

The IMarEST and the Transport, Logistics and Supply Chain Business Group have taken up this challenge.

Next Steps and Future skills?

Scientific Journal of Maritime Research 31 (2017) 33-37 © Faculty of Maritime Studies Rijeka, 2017

The purpose of the Transport, Logistics & Supply Chain Business Group is: • To provide British Chamber of Commerce members and the wider Singapore business community with a forum in the transportation, logistics and supply chain sectors • To meet and develop contacts • To share information and know-how • To create a channel of communication to the Singapore Government • To share and highlight key trends and • To provide relevant insights for businesses to benefit and learn For more information visit www.britcham.org.sg/business-group-details/transport--logistics

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