Orient Issue 82

THE OFFICIAL MAGAZINE OF THE BRITISH CHAMBER OF COMMERCE SINGAPORE ISSUE 82 | JUN 2021

BUILDING NETWORKS | CONNECTING BUSINESSES | CREATING OPPORTUNITIES

MAKING A POSITIVE IMPACT In Focus: Alexander Harrison, Country CEO, Singapore & Head of Corporate Banking, Asia Pacific and Middle East, Barclays

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Effective CSR Programmes That Makes Sense for Business

What Makes a Purposeful Business?

MCI (P) 067/04/2019

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INGENUITY IS WHAT DRIVES US AT STAMFORD

Our Our future future relies relies on on ingenuity; ingenuity; the the ability ability to to solve solve problems problems and and take take on on challenges challenges in in clever clever and and inventive inventive ways. ways. At At Stamford, Stamford, every every student student is is ingenious ingenious in in their their own own way. way. We We instill instill aa growth growth mindset mindset in in our our students students by by building building their their resilience, resilience, resourcefulness resourcefulness and and creativity. creativity. We We are are Stamford Stamford –– A A unique unique community community where where our our students students discover discover their their greatness greatness and and thrive. thrive.

Speak Speak with with our our Admissions Admissions team team today today

21/2/2020 21/2/2020––20/2/2024 20/2/2024

Stamford Stamford American American International International School School CPE CPE Registration Registration Number: Number: 200823594D 200823594D Period Period of of registration: registration: August August 10, 10, 2018 2018 to to August August 9, 9, 2022 2022

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President’s Message

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Executive Director’s Message

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News

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New Members

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Recent Webinars

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Upcoming Events & Webinars

28

Special Feature: Annual General Meeting 2021

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Making A Positive Impact:

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In Focus:

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5 Ways to Develop Effective CSR Programmes That Makes Sense for Business

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What Makes a Purposeful Business?

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Diversity, Equity and Inclusion at Dulwich College (Singapore)

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BT’s Purposeful Business Invests in a Better Tomorrow

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Let's Discuss: Run and Transform — Emerging Stronger from the Pandemic

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Member Discounts

Alexander Harrison, Country CEO, Singapore & Head of Corporate Banking, Asia Pacific and Middle East, Barclays

Editor: Lucy Haydon lucy@britcham.org.sg Co-Editor & Designer: Nicole Alison Lim alison@britcham.org.sg

137 Telok Ayer Street, #06-03, Singapore 068602 Tel: +65 6222-3552 Fax: +65 6222-3556 Email: info@britcham.org.sg www.britcham.org.sg

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

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

Advertising Inquiries Lucy Haydon lucy@britcham.org.sg +65 6718-0535

CONTENTS

A legacy of learning.

Reinvented for today.

In changing times, our values define us. When young people are empowered to be kind, they can change the world.

Limited places available for August 2021.

Contact us today.

Scan to find out more

Brighton College (Singapore). One of a Kind.

www.brightoncollege.edu.sg +65 6505 9790

Brighton College (Singapore) Pte Ltd is registered by the Committee for Private Education (CPE), part of SkillsFuture (SFSG) Registration Number: 201904884D Period of Registration : 14 October 2019 to 13 October 2023

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OUR PARTNERS PLATINUM PARTNER GOLD PARTNERS

BRONZE PARTNER

D ET U R

P O N S M UN

SILVER PARTNERS

SUPPORTING PARTNERS

DO

OUR BOARD

COMMITTEE CHAIRPERSONS

MANAGEMENT TEAM

PRESIDENT:

BUILT ENVIRONMENT: Alisdair Gillies (Chairperson), Wendy McEwan (Co-Chair), Andy Marr (Co-Chair)

Executive Director: David Kelly

Richard Warburton, Arcadis Asia

VICE-PRESIDENTS:

Fiona Carney, Microsoft Damian Adams, Watson Farley & Williams

SECRETARY:

Haslam Preeston, Jardine Matheson

TREASURER:

Christina Mason, PricewaterhouseCoopers LLP

BOARD MEMBERS:

DIVERSITY & INCLUSION: Andrew Ashman (Chairperson), Toby Horner (Co-Chair) ENERGY & UTILITIES: Tim Rockell (Chairperson), Allard Nooy (Co-Chair), Mark Florance (Co-Chair)

Angel Cheung-Horenfeldt, Barclays

FINANCIAL & FINTECH: Jeremy Leong (Co-Chair), Francesca McKee (Co-Chair)

James Nesbitt, Standard Chartered Bank

HEALTHCARE & LIFE SCIENCES: Thalia Georgiou (Chairperson)

Joe Tofield, Ibo

ICT: Derek Murray (Chairperson), Penny Murphy (Co-Chair), James Price (Co-Chair)

Luciana Vichino, Barclays Nick Magnus, Dulwich College (Singapore) Shivkumar Seerapu, Lloyds Bank Corporate Markets Plc Simon Bennett, Swirespo Steve Firstbrook, Department for International Trade Lucy Watkins, British Council

LEADERSHIP, TALENT & PROFESSIONAL DEVELOPMENT: Joe Tofield (Chairperson), Don Rapley (Co-Chair), Ellie Rich-Poole (Co-Chair) MARKETING & COMMUNICATIONS: Suzy Goulding (Chairperson), Andrew Clark (Co-Chair) STARTUP, ENTREPRENEUR & SMALL BUSINESS: Lara Quie (Chairperson), Mary Barrett (Co-Chair) SUSTAINABILITY: Lorena Paglia (Chairperson), Mark Florance (Co-Chair) TRANSPORT, LOGISTICS & SUPPLY CHAIN: Simon Petch (Chairperson), Nicholas Potter (Co-Chair)

Head of Marketing & Communications and Partnerships; Deputy Executive Director: Lucy Haydon Business Services Director: Nicole Wharfe Member Relations Administrator: Melissa Ng Head of Events: Helen Starr Events Executive: Safreen Anwardeen Events Executive: Sabeena Nayyar Senior Marketing & Communications Executive: Nicole Alison Lim Marketing & Communications and Events Executive: Samantha Nelson Trade Services Advisor: Aisyah Ariffin Finance Manager: Radhika Chauhan Office Manager: Anna C Garciso

WOMEN IN BUSINESS: Luciana Vichino (Chairperson), Wanying Lim (Co-Chair)

CHAMBER INFORMATION

LIVE LEARNING LEARNING HAPPENS HAPPENS EVERYWHERE. EVERYWHERE.

Dulwich's unique Forest School provides real world learning and problem-solving opportunities for young children in a natural environment. Forest School allows children to develop and apply academic skills, build emotional resilience and learn to manage risk through self-initiated interactions with nature. To learn more about the Dulwich Difference, and to book a private tour, please visit singapore.dulwich.org or email admissions@dulwich-singapore.edu.sg singapore.dulwich.org/admissions

admissions@dulwich-singapore.edu.sg

(65) 6890 1003

Dulwich College (Singapore) CPE Registration Number: 201027137D. Period of Registration: 09 January 2020 to 08 January 2024. School Location: 71 Bukit Batok West Avenue 8, Singapore, 658966.

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Message from the President

Dear Members,

Richard Warburton President, British Chamber Of Commerce, Singapore richard@britcham.org.sg

I would like to start this message with a thank you to those who joined our virtual Annual General Meeting last month.

While it was a shame to once again miss out on seeing our members in person at this important event in our calendar, I am incredibly proud of all that the Chamber has achieved over the past 12 months, recognised in the video message of support from the Rt Hon Greg Hands MP, accessible here.

Members can access the summary information from the AGM here. I would like to personally thank our departing Board members and welcome the incoming Board of 2021/22 and look forward to working with you in the year ahead.

High on the agenda for our members at the moment is the wellbeing of their employees and the communities in which they operate. In this issue of the Orient magazine we focus on giving back to the community through CSR activities, expanding on the topic to include purpose and diversity.

It is heartening to read the stories of our members in the pages of this issue, and I encourage companies of all sizes to consider how they may have a bigger role to play.

Recognising that once again this is not a typical summer, where our members would be travelling to visit family and friends, we will continue to provide opportunities to engage and network within our community, hopefully through larger in-person events as restrictions begin to ease, and virtually in the meantime. We will also share the video updates for the community recorded by H.E. Kara Owen, British High Commissioner to Singapore, in our communication channels.

Best Regards,

MESSAGE FROM THE PRESIDENT

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Message from the Executive Director

Dear Members, Please click on this video or scan the QR code to watch David’s full update.

David Kelly Executive Director, British Chamber Of Commerce, Singapore david@britcham.org.sg

Best regards,

MESSAGE FROM THE EXECUTIVE DIRECTOR

STERLING MEMBERS

D ET U R

P O N S M UN

DO

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STERLING MEMBERS

GET IN TOUCH

GET IN TOUCH

137 Telok Ayer Street, #06-03, Singapore 068602 Tel: +65 6222-3552 Email: info@britcham.org.sg Website: www.britcham.org.sg

@british-chamber-of-commerce-singapore

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@bccsingapore

/britchamsg

@britchamsg

/britchamsingapore

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Official Partner:

COVID-19 Information Hub As relationships for the UK enter a new beginning, our ongoing Future of Trade campaign reflects our goal to strengthen our agenda and the support we can provide to the business community.

Get official updates, all the latest member pulse checks, our latest related Chamber news and digital content in a new one-stop resource.

The theme focuses on collaboration within trade, exploring the UK's trade relationships, supporting UK exporters, and the regional opportunities.

Check back regularly for the latest and quick access to services you need, whether you are here or considering future market expansion from the UK.

Learn about: • • • •

The UK-Singapore Free Trade Agreement (UKSFTA) The UK-EU Trade and Cooperation Agreement The opportunities for UK companies in Southeast Asia How we can help UK exporters

The COVID-19 Information Hub can be accessed at covid.britcham.org.sg, from the button below, or from the Talking Points menu on our website.

Click here to visit the Future of Trade Hub

Click here to visit the COVID-19 Information Hub

Education & Learning Hub

Since Earth Day 2020, we have been focusing on the progress industry is making towards carbon neutrality, holding sector-specific sustainability conversations, and building towards the 26th session of the Conference of the Parties (COP26), to be held in Glasgow in November 2021.

The British Chamber is proud to have achieved Carbon Neutrality for 2019 and offset our emissions for the year.

Click here to visit the Road to Net Zero Hub

The launch of our Education & Learning Hub, the only platform of its kind within the regional British Chamber network, offers options for members in the learning provider space a platform to share, promote and inspire.

Explore the following offerings: • • • • • • •

Excellence of British Education Alumni Ambassador Scheme Our Members in the Education and Learning Sector Content Library Recommended Courses Upcoming Education Events Trade Support for the British Education Ecosystem in Singapore

Official Partners:

NEWS: FROM THE CHAMBER

Board Members Joined Newly Appointed Minister for Manpower and Minister of State for Roundtable Discussion

Our Board members and Annual Partners were invited to join a virtual roundtable discussion with Singapore's newly appointed Minister for Manpower, Dr Tan See Leng, Senior Minister of State Dr Poh-Koon Koh, Minister of State Siow Huang Gan and Workplace Division Director Penny Han, with colleagues from the Enterprise Singapore and MOM teams also present.

Chaired by Chamber President Richard Warburton, the 90-minute closed-door discussion on 24th May covered issues important to our members such as skills development for the future, COVID-19 impacts and restrictions, work-life balance, and helping businesses to thrive with an adaptive and agile mindset.

We thanked Minister Tan and the Ministry of Manpower team on behalf of our members for their valuable time and support of the Chamber.

Thank you to our Platinum Partner, Prudential Singapore, represented in the discussion by Ping Ping Tan, for their continued support of our Future of Work activities.

Listening to our Members We recently concluded our annual membership survey to understand the challenges members face and how we can continue to support you. We'd like to thank all those who shared their views and our colleagues at Kadence International for working with us on this project.

Over 3/4 of you told us we are a prestigious Chamber to join, feel proud to be a member, and see membership as integral to your business. Our members are key to everything that we do, and we're equally proud of the opportunities we provide.

During the survey, we ran a Prize Draw with the support of members Fairmont Singapore & Swissôtel The Stamford, who generously awarded a one night stay at the Fairmont Singapore to our randomly selected winner — congratulations Steven Blanchard!

In the video below we illustrate how we are continuing to meet your goals and expectations throughout your current challenges and beyond.

If you'd like to know more about how the Chamber delivers our programme of services, head over to page 28.

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The Rt Hon Greg Hands MP, Minister of State for Trade Policy Sends a Message of Support to the Chamber and its Members

The British Chamber of Commerce Singapore has received a message of support for our activities and those of our members from the Rt Hon Greg Hands MP, Minister of State for Trade Policy.

In the six-minute video, delivered to coincide with the Chamber's Annual General Meeting, the Minister described the relationship between the UK and Singapore as one of "friends, allies and trading partners", pointing to the GBP15.5bn total trade between the two countries last year and more than 10,000 UK firms exporting goods to Singapore. The UK-Singapore Free Trade Agreement, signed late last year in a visit to the country by Liz Truss, Secretary of State for International Trade, is one of the UK's largest trade deals to be signed in the region, second only to the country's agreement with Japan, and is followed by negotiations for a Digital Economic Agreement (DEA) with Singapore and continued discussions on the multi-lateral CPTPP. Minister Hands thanked the British Chamber for our work to support UK exporters, delivered by our Trade Services team, who helped over a quarter of all businesses who received export support in the region1, worth over GBP25mn in the past 12 months.

Addressing the needs of British individuals and

businesses in Singapore during the pandemic, the Minister congratulated the Chamber on our delivery of extensive support, content and advocacy on behalf of the community2, working in parallel with the British High Commission and the Department for International Trade, and noted the difficulties experienced worldwide of managing businesses under heightened restrictions.

With the UK hosting COP26 later this year, Minister Hands pointed to the Chamber's continuous efforts to raise awareness of sustainability issues within the business community, delivered through our ongoing Road to Net Zero campaign3.

In closing, Minister Hands said:

"We value your support in flying the flag for British business in Singapore very highly. You are a pivotal part of the wider British family in this key market, and my team and I look forward to working with you ever more closely in the coming year and beyond, as we help businesses of all kinds and sizes embrace the opportunities for trade and investment between Britain and Singapore that lie ahead; driving growth and fostering innovation, as we enter a new age for this special bilateral partnership and for Britain's trade ties across the Asia Pacific region."

NEWS: FROM THE CHAMBER

NEWS: AROUND THE CHAMBER

Great British Sunday Roast Arrives in Singapore The Great British Sunday roast will be served up on dinner tables in Singapore over this coming month with the launch of an AHDB competition targeting the Far East.

Consumers and individuals within the foodservice sector are being challenged to try their hand at the famous national dish and sample the flavour, versatility, and quality of beef from Britain.

With Singapore spending more time in the comforts of home, the competition will offer an opportunity for friends and family to come together, with those taking part submitting photographs of their culinary creations.

A guest chef will judge the entrants and choose one lucky winner, who will receive a prime cut of British beef to recreate your winning dish.

The competition, which sees AHDB team up with the British Chamber of Commerce in Singapore, is being launched to showcase the high quality of beef from Britain to this allimportant export market.

Event organiser and AHDB Export Manager Susan Stewart said: “this competition is a fantastic opportunity for individuals to try their hand at the world-famous Sunday roast at home and see for themselves the exceptional versatility and flavour of British beef.

“AHDB recognises the importance of the Singapore market for our red meat exports and this competition allows us to continue showcasing our beef, despite the challenges of Covid, in a bid to maximise opportunities for our levy payers.”

The competition launches very soon so keep a look out for further information coming from Britcham

If you do wish to reach out to the Trade Services team at any point, please feel free to email our Business Services Director, Nicole Wharfe, at nicole@britcham.org.sg

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Researchers in Singapore Join the UK’s COP26 Universities Network to Develop ASEAN Policy Recommendations on Climate Change

The UK’s COP26 Universities Network and leading research centres in Singapore have announced a partnership to develop four reports that provide policy recommendations for climate action in the ASEAN region. This collaboration echoes COP26 President Designate Alok Sharma’s call to the global academic community to help deliver the strategic aims for COP26.

Minister Sharma noted this in his opening address at the COP26 Universities Network’s Climate Exp0 on 17th May 2021.

The COP26 Universities Network is a growing group of more than 70 UK-based universities and research institutes working together to raise ambition for tangible outcomes at the UN Climate Summit in Glasgow and beyond. The collaboration – the first of its kind for the COP26 Universities Network – will bring together leading researchers in the UK and Singapore, as well as other international academic partners, to address opportunities and innovation challenges related to achieving a shift towards a lower carbon and sustainable economy in ASEAN countries.

The four reports are aimed at supporting policy development and the UK’s international COP26 objectives in Singapore and across Southeast Asia, focusing on the following areas: •

Adaptation and resilience: Led by University of Glasgow (UK) and the Earth Observatory of Singapore • Energy transition: Led by Newcastle University (UK) and the National University of Singapore (NUS) Energy Studies Institute and Institute of Southeast Asian Studies (ISEAS) Yusof Ishak Institute • Green finance: Led by Imperial College London (UK) and the Singapore Green Finance Centre • Nature-based solutions: Led by the University of Nottingham (UK) and National University Singapore (NUS) Centre for Nature-based Climate Solutions The reports will be published ahead of COP26 – the UN Climate Change Conference that will be hosted by the UK, in partnership with Italy, in November 2021. As COP26 President, the UK is committed to working closely with like-minded partners across the world and though multilateral groupings such as the G7 to accelerate climate leadership in the form of more ambitious NDCs and long-term strategies, and real-world climate action.

H.E. Kara Owen, British High Commissioner to Singapore, said,

“We all know we will get nowhere on climate change without the most effective international collaboration.

This is at the heart of the UK’s COP Presidency. Our desire to accelerate the transition to a more sustainable future is also driving our science and research partnerships. The SG-UK Partnership for the Future rests on our two countries tackling priority issues in a way that makes a broader difference. I am pleased to see researchers in Singapore join the growing family of COP26 Universities Network.”

H.E. Lim Thuan Kuan, Singaporean High Commissioner to the UK, said,

“We are delighted that researchers in Singapore and the UK are teaming up to contribute to this important and groundbreaking project. The joint reports will not only enhance our science and innovation collaboration under the Singapore-UK Partnership for the Future, but also our understanding of the challenges and opportunities arising from climate science and policy-making in the ASEAN region as we seek to transition to a greener economy.”

Alyssa Gilbert, Chair of the COP26 Universities Network said,

“It is really exciting to see UK and Singapore university experts pool their skills to provide solution-focussed evidence to our respective governments at this key moment for climate action.”

This UK-Singapore partnership comes at a time when Southeast Asia is recognised as one of the most vulnerable regions to climate change globally, with four ASEAN countries among the top 10 in the world adversely impacted by the effects of climate change.

The project is jointly commissioned by the UK Science and Innovation Network and the Climate Change and Energy Network, based at the British High Commission in Singapore.

NEWS: AROUND THE CHAMBER

NEWS: MEMBER NEWS

Supply chain pioneers, CORE (UK) Ltd, win The Queen’s Award for Enterprise for International Trade

CORE (UK) Ltd, leaders in digital supply chain management software have been awarded the prestigious Queen’s Award for Enterprise for International Trade for outstanding growth and commercial success in international trade.

The London-based software firm which counts EU, UK and US as its biggest sales markets, was recognised as an exemplary model in international exporting in what has been an exceptionally challenging year for the global economy.

Led by CEO and co-founder Benjamin Puncher, CORE was applauded for growing an impressively steep 67 per cent increase in international sales over three consecutive years, up from just 6 per cent in 2017. Overseas turnover also increased by 1,695 per cent in the three year period.

Product innovation is at the heart of the business and is the contributing factor to their impressive growth.

The continual innovation of their industry-renowned platforms, Suppliview and TariffTel, has meant their software has been the solution to the challenges facing supply chains as a result of complexities of Brexit. Their platforms help retailers gain competitive advantage and save costs in their supply chains. By providing access to key data and optimising crucial insights, they support a business’ supply chain in running more efficiently and cost effectively. Their newest innovation, Leaf, is a platform to support organisations in their pursuit to be more sustainably accountable.

The Queen’s Awards for Enterprise is an awards programme for British businesses and other organizations who excel at international trade, innovation, sustainable development or promoting opportunity. They are the highest official UK awards for British businesses and have been running since 1966.

This year’s winners are revealed here and representatives from all winning companies will be invited to attend a Royal reception this summer.

Sea Sunday, 11th July 2021

The second Sunday in July is when we come together across the globe to celebrate the role seafarers play in our daily lives and to raise funds for their continued support.

In the unlikely event that many of us will be walking down the aisle of a plane any time soon, we ask that you donate any foreign bank notes that you may have lurking in a bottom drawer somewhere, along with whatever Singapore loose change you can spare.

Please drop off your foreign notes / Singapore coins to Chris Jones at the offices of HFW, 10 Collyer Quay, 1801 Ocean Financial Centre, 049315 (during office hours), marked ‘Mission to Seafarers’ or liaise with Chris on 9616-2877 for an alternative. All funds raised go to the Mission to Seafarers Singapore and this collection runs from Monday, 14th June to Friday, 9th July 2021.

Whether you give individually, or collectively with friends, colleagues and associates, we thank you!

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Marlborough College Malaysia wins The Boarding Innovation Award of 2021

Further to their excitement of becoming finalists for the Boarding School Association, Marlborough College Malaysia are proud to announce they have won The Boarding Innovation Award of 2021.

The Boarding Innovation Award celebrates an outstanding example of innovation to deliver better boarding. MCM’s Barton Farm is the focus of this category.

Since the project began, thanks to the Friends of MCM the organic, sustainable farm has gone from strength to strength, allowing College pupils to experience growing

produce from seed to harvest and ecology in action.

All pupils now get to enjoy the fruits of their own and other pupils’ labour during meals created by MCM's fantastic catering department using produce directly from the farm.

MCM also received Highly Commended for both The Wellbeing & Mental Health Initiative Award and The Boarding Research Award, both of which demonstrate their commitment to boarding now and going forward.

UWCSEA-based Sustainable Living Lab (SL2) seeks feedback from Singapore-based SMEs

Sustainable Living Lab (SL2) is conducting a survey with Singapore-based SMEs to better understand their engagement with sustainability and how SL2 can better support them to achieve their sustainability goals. With the acceleration of plans and initiatives by the Singapore government towards creating a green recovery, SL2 is inviting SMEs to share their work to date, barriers and needs as they seek to become a sustainable part of Singapore's future. SL2's Community Lab@ UWCSEA East uses its expertise in innovative thinking toolkits and disruptive technologies to design sustainable solutions to situational, social, and environmental challenges and the survey findings will inform their future work.

If you are a Singapore-based SME, complete the survey here and find out more about Community Lab@UWCSEA.

NEWS: MEMBER NEWS

NEWS: MEMBER NEWS

Swire Shipping Announces Their Commitment to Reduce GHG Footprint Before 2050

Swire Shipping serves the many communities in the Pacific which are directly impacted by global warming.

in mid-2021. However ultimately these emissions will have to be paid for by the customer on a mandatory basis.

“With many communities at risk of disappearing, we must take action to drive change. We are committed to reducing our GHG footprint, ultimately to net zero by, and preferably well before, 2050,” said James Woodrow, Managing Director, The China Navigation Company; parent of Swire Shipping.

2. Engaging as an active partner with leading decarbonisation centres globally, and like-minded organisations including The Sustainable Shipping Initiative and The Getting to Zero Coalition, both at the knowledge-partner level and also to cooperate as a provider of commercial shipping test-beds where viable.

“Whilst we have already invested USD 650 million over the last seven years to renew our fleet to be more carbon efficient, further reductions in our GHG footprint will require more Technical and Operational (T&O) measures to be adopted. Ultimately though we will not be able to reduce sufficiently our contribution to global warming until a sustainable alternative - low or zero carbon fuel - becomes technically and financially viable,” added Mr Woodrow.

We believe that the upstream development of the necessary global delivery infrastructure for sustainable low or zero carbon fuels will be expedited if Market Based Measures are introduced that more realistically price our sector’s GHG emissions.

Accordingly, Swire Shipping: 1.

Supports the earliest global adoption and implementation of the “Proposal for IMO to Establish a Universal Mandatory Greenhouse Gas Levy” submitted by the Republic of the Marshall Islands and The Solomon Islands to IMO MEPC 76.

2.

Will Reduce our environmental footprint, ultimately to net zero by, and preferably well before, 2050 by; 1. Implementing T&O measures and offsetting any outstanding Scope 1 and 2 emissions. We will be offering to offset these emissions for our Swire Shipping clients on a voluntary basis through our new “Sail Greener” programme that we will be launching

3. Delivering in the longer term a low or zero carbon fleet, starting by at least 2030, using sustainable, alternate fuels, for which current science points to one or more of green Ammonia, Biofuel, Hydrogen and Methanol, once the safety, scalability, technological and training issues have been mitigated.

3.

Will Finance initiatives that promote low carbon shipping, such as our Project Cerulean. This project seeks to build the first low-carbon, low-cost sailassisted inter-island cargo vessel (see attached photo) to serve communities in the Pacific that lack cargo handling infrastructure. We plan to sign the building contract for the pilot vessel of this class by the end of June 2021, for delivery 12 months later.

“The real and urgent change that is necessary now will be driven by the earliest adoption of a mandatory highambition levy on all greenhouse gas (GHG) emissions from international shipping. This is an immediate priority measure and must run alongside a revised, heightened level of ambition in the Revised IMO Strategy on the reduction of GHG emissions from ships.

The Pacific Islands’ Communities are relying on organisations such as ours to provide leadership and to take positive action now.” said Jeremy Sutton, General Manager, Swire Shipping.

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STERLING MEMBERS BERKELEY GROUP SINGAPORE Berkeley Group builds beautiful, successful places, blending homes, parks and public realm with great facilities to create fantastic communities where people love to live. We work together with trusted partners to tackle the shortage of good quality homes. And we make a lasting contribution to the landscape and to the communities we help create. We have built more than 19,200 homes in the last five years, across London, Birmingham and the South of England.

Visit www.berkeleygroup.co.uk/ for more information.

Representative Member: Karen Chia, Head of Singpaore

ELDAN LAW LLP When Edwin, Lawrence and Daniel decided to do what they do best – in a brand new way – Eldan Law LLP was born. Founded in January 2010 as a boutique litigation firm with specialist emphasis on construction & engineering and intellectual property disputes, Eldan Law has fast grown into a full-service firm with compelling, creative partners and associates at the cutting-edge of their various specialist areas. Find out more at www.eldanlaw.com Representative Member: Siew Hong Hong, Partner

UNIVERSITY OF NOTTINGHAM Nottingham University Business School (NUBS) is part of the University of Nottingham, a public research, Russell Group university consistently ranked among the world’s Top 100. The University has three campuses located in Nottingham (UK), Ningbo (China) and Kuala Lumpur (Malaysia) and the Business School has a significant presence at each of the campuses offering over 60 degree programmes to nearly 7,000 students. There are also currently two Nottingham MBA programmes available to take in Singapore (General MBA & MBA in Finance) and the School is looking to actively expand its activities in the country. Visit us at www.nottingham.ac.uk/business Representative Member: David Park, Associate Dean (External Engagement)

CORPORATE PLUS MEMBERS CMS HOLBORN ASIA With more than 70 offices in over 40 countries and 4,800+ lawyers worldwide, CMS offers deep local market understanding with a global perspective. We are focused on building strong relationships with our clients, our people, our industry sectors and wider communities. As a Future Facing firm we take a bold, dynamic and agile approach to help clients of every size face the future with confidence. Visit us at cms.law Representative Member: Babita Ambekar, Partner, Corporate

NEW MEMBERS

NEW MEMBERS

CORPORATE MEMBERS 67 PALL MALL SINGAPORE PTE LTD 67 Pall Mall stands against those musty, neglected cellars where forlorn bottles are forever locked away to gather dust. 67’s aim is to entice Members to pull the cork and discover a new wine. Central to what we offer our Members is our diverse wine list, showcasing the lesser-known to the most iconic. This list has been crafted to excite, challenge and captivate our Members. 67 Pall Mall offers over 6,000 wines from 50 countries, with more than 800 available by-the-glass; the most in the world. Visit www.67pallmall.com for more information.

Representative Member: Alan Chan Director, Head of Business Development

CITY FACILITIES MANAGEMENT City Facilities Management embraces a distinctly different approach to FM, replacing traditional client-contractor relationships with genuine lasting partnerships based on commitment, collaboration and transparency. Under this innovative model, each partner receives a unique strategy, shaped by the needs of their business and implemented by a bespoke, self-delivered model. Find out more at www.cityfm.asia Representative Member: Rob Hatfield, General Manager - Business Development

JACOBS At Jacobs, we’re challenging today to reinvent tomorrow by solving the world’s most critical problems for thriving cities, resilient environments, mission-critical outcomes, operational advancement, scientific discovery and cutting-edge manufacturing. With $14 billion in revenue and a talent force of approximately 55,000, Jacobs provides a full spectrum of professional services including consulting, technical, scientific and project delivery for the government and private sector. Visit www.jacobs.com for more information.

Representative Member: James Prothero, Director - Water Resources

TRACTUS ASIA CONSULTING PTE. LTD. Tractus Asia is a business strategy consulting and operations management firm dedicated to helping clients invest and thrive in Asia. For private sector clients, our consulting solutions include initial market research and corporate strategy execution; distributor and partner search assistance; merger and acquisition support; fund raising; site location advisory; and regulator and private-party negotiations assistance. We also provide public sector support, including government advocacy, trade and investment promotion, and economic development program advisory services. Visit www.tractus-asia.com for more information.

Representative Member: Udai Panicker, Country Manager - Singapore

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CORPORATE SME MEMBERS 8SQUARE 8SQUARE is a boutique advisory specialising in consulting on commercial issues. We enjoy supporting businesses who are facing new challenges with international expansion, brand, organisation, transformation, business operations and sustainability. Proposals from 8SQUARE are born from experience and great thinking, it's a combination that makes our recommendations actionable and effective. Reach out to us at www.8-square.org Representative Member: Stuart Farrell, Founder & Managing Director

ALUMNI SERVICES Alumni Services delivers digital transformation: providing high-end expertise, disruptive technologies, and proprietary products to drive real business improvement. As a start-up, we have had great success over the last 18 months across a number of industries such as Telecommunications, Hospitality, Logistics, and Insurance. Visit www.alumniserv.com for more information.

Representative Member: Seb Hills, Managing Director

DIFFERENTIATE PTE LTD Mentoring is at the core of Protégé’s DNA. The power to positively change individuals and organisations has inspired us to create a powerful mentoring experience which goes beyond a typical one-to-one approach. We specialize in curating diverse communities across businesses and industries, fostering trust and support to break down internal silos, and challenge traditional ways of thinking. Visit us at www.protege-mentoring.com Representative Member: Louise Tagliante, Managing Director

PRMA CONSULTING PRMA Consulting is the go-to consulting partner, using insight-based strategic consultancy and transformative digital applications to deliver smarter market access solutions. Our international team provides tailored services, including strategic market access, landscape assessments, payer and KOL engagement, value propositions, GVDs, evidence generation, real-world evidence, and pricing and reimbursement strategy. Find out more at www.prmaconsulting.com Representative Member: Jeff Weisel, Senior Advisor, APAC

NEW MEMBERS

NEW MEMBERS

CORPORATE START-UP MEMBERS FINTRAIL We’re a consultancy that is passionate about combating financial crime. We have deep hands-on experience of using financial and regulatory technology to help companies manage their exposure to financial crime risk. Our approach is data and technology driven, and focused on providing excellent customer outcomes ensuring our clients can thrive, free from the negative impacts of financial crime.

Visit www.fintrail.com for more information.

Representative Member: Martin Wallis, Chief Operating Officer and APAC Lead

HOLLAND & MARIE Holland & Marie is a boutique consulting firm, which in addition to compliance consulting offers outsourced in-house counsel, risk management and C-Suite advisory to executive management and boards of directors. We work with a broad range of clients in the region and across the globe particularly in the digital assets, FinTech and funds space. Find out more at www.hmcompliance.com Representative Member: Claire Wilson, Partner

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RECENT WEBINARS

Discover more webinars at britcham.org.sg/webinars

13 April 2021: Future Cities: Ensuring Inclusion of Invisible Disabilities

Official D&I Partner:

Our Built Environment, Diversity and Sustainability Committees hosted a webinar on 13th April, focusing on creating inclusive cities and resilient communities that work.

15 April 2021: Economic Briefing 2021 OMFIF ​and BritCham reflect on a tumultuous year for the United Kingdom, with the dual impact of Brexit and COVID-19 in 2020 setting the opening scene for 2021.

22 April 2021: The Health of Asia

Co-organiser:

Event Partner:

Co-organiser:

BritCham and Prudential Singapore hosted a webinar on 22nd April, discussing the challenges and opportunities that abound in improving health and wellbeing across Asia, with a focus on Singapore.

28 April 2021: Learn & Invest in UK Residential Property Post COVID-19

Event Partner:

Together with Macgregor Property, watch on demand as we bring you the latest trends and updates as they navigate how the UK residential property market has performed over the past year and will make recommendations on hotspots to invest in the coming year.

RECENT WEBINARS

RECENT WEBINARS

4 May 2021: Tackling Biases in Artificial Intelligence (AI)

Official D&I Partner:

Our Diversity & Inclusion and ICT Committees are delighted to bring you a webinar on biases in Artificial Intelligence and if AI can correct or exacerbate the existing biases in our day-to-day decision-making.

11 May 2021: Company Registration and Key Information for New Business Owners Organised by our Start Up, Entrepreneur & Small Business Committee, watch our on demand webinar to find out more on registering a business and learn the process and key areas of good business practice, compliance and top tips.

19 May 2021: Avoiding Greenwash: How to tell your Sustainability Story with Credibility On 19th May, our Marketing & Communications and Sustainability Committees brought together a webinar on how to avoid greenwash as you learn to communicate your sustainability success accurately and effectively.

25 May 2021: Shaping the Hybrid Work Future There has been much discussion about the Future of Work — in the office, at home, near to home or a hybrid of all the above. Watch this video on demand to hear from your peers on how they have moved the debate forward and are currently executing a hybrid strategy within their business.

Discover more webinars at britcham.org.sg/webinars

Future of Work Partner:

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UPCOMING EVENTS & WEBINARS Visit our Upcoming Events page at www.britcham.org.sg/events to find out more about the following events, or contact the events team at events@britcham.org.sg

DATE

NAME

TIME

VENUE

EVENT PARTNERS

29 June 2021

Updates on the 9:00 AM Singapore Personal Data Protection Act (PDPA) 10:00 AM

Webinar

01 July 2021

A UK Outlook : Essential Tax Planning for UK Inheritance Tax and Domicile

10:00 AM 11:00 AM

Webinar

07 July 2021

Healthcare & HealthTech Trade Webinar

4:00 PM 5:30 PM

Webinar

13 July 2021

Green Bonds, Carbon Offsetting & the Challenges with Data & Transparency

4:00 PM 5:30 PM

Webinar

15 July 2021

Life After Rugby Webinar 7:00 PM Series: Bryan Habana and David Pocock 8:30 PM

Webinar

UPCOMING EVENTS & WEBINARS

SPECIAL FEATURE: ANNUAL GENERAL MEETING 2021

INCOMING BOARD MEMBERS FOR 2021/22

We welcome the following board members who were elected at our Annual General Meeting on 20th May 2021

Richard Warburton Growth Director, Rest of Asia, Arcadis

Fiona Carney Asia Pacific & Japan Business Operations Senior Director, Microsoft

Damian Adams Partner, Watson, Farley & Williams

PRESIDENT

VICE PRESIDENT

VICE PRESIDENT

Haslam Preeston Head of Digital Business, Jardine Matheson

Christina Mason Pricewaterhouse Coopers LLP

SECRETARY

TREASURER

Angel CheungHorenfeldt Director Client Coverage & Business Development (MNC Portfolio), Barclays

James Nesbitt Managing Director, Corporate, Commercial & Institutional Banking, Standard Chartered Bank

Joe Tofield Senior Regional Manager, Ibo

Luciana Vichino Head of Human Resources, Asia Pacific, Barclays Bank Plc

Nick Magnus Headmaster, Dulwich College (Singapore)

Shivkumar Seerapu CEO, Asia Pacific & Regional Head of Commercial Banking, Lloyds Bank Corporate Markets Plc

Simon Bennett GM - Sustainable Development, Swirespo

Steve Firstbrook Country Director, Department for International Trade

Lucy Watkins Deputy Regional Director East Asia & Country Director Singapore, British Council

EX-OFFICIO

EX-OFFICIO

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Annual General Meeting (AGM) 2021 Report & On-demand Video On 20th May 2021 the British Chamber of Commerce Singapore held its official Annual General Meeting (AGM), where we reported on the past 12 months and welcomed our newly elected Board for the year ahead.

Due to the ongoing COVID-19 restrictions, our AGM was held virtually. The Committee (also referred to as the Board) is satisfied that a virtual meeting meets the requirements of both our Constitution and the Registry of Societies in Singapore. In the event, members heard from the President of the Chamber, Richard Warburton, Treasurer David Fowler and Executive Director David Kelly on our achievements and activities during the past 12 months, as well as the plans and initiatives in the second half of 2021.

In addition, the Constitution of the British Chamber of Commerce Singapore was last reviewed in 2014, following which it has proved sufficient for normal governance purposes. However, given the challenges highlighted by the COVID-19 pandemic, the Committee believed was timely to review the Constitution to ensure it is sufficiently robust and forward-looking to meet both current and future challenges. A Review Team was created to make the necessary updates, consisting of the Secretary, Haslam Preeston alongside Committee Members Michael Shearer, Damian Adams and Damian Hills. We have also had the kind assistance of Mr Wong Siew Hong of Eldan Law, as our independent external legal advisor. The objective was not a complete or wholesale rewriting of the current Constitution, which has proved largely fit for purpose over the years, but to bring the Constitution up to date and address any gaps or deficiencies that have been highlighted during COVID such as remote meetings, and any other governance issues identified.

The key changes to highlight: 1.

2.

3.

4.

5.

6.

7.

8.

9.

At present, the entire Committee is required to retire and stand for re-election at the same time. In order to give greater stability to the Committee, we propose this is changed to a rotational basis whereby only half the committee will retire on any one year Only Nominees who have been Members for at least 12 months are eligible for election to the Committee The President shall have been a member of the Committee for at least one year prior to the time of his/her election Allowing remote general meetings & remote voting Elimination of dormant membership categories and clarification of voting rights Clarification of the roles of the Secretary and Treasurer Disciplinary measures Removal of references to the European Union Other updates and clarifications

The Audited Accounts for the financial year ended 31st December 2020 are available for members to review here.

We are delighted to share with members a summary of our past 12 months' below, and the full video recording of the AGM event. These materials are made available exclusively to members of the Chamber. Sharing outside of the Chamber's member network is not permitted, nor is re-publication.

Log in and view the report and full video recording at britcham.org.sg/news/annual-general-meetingagm-2021

SPECIAL FEATURE: ANNUAL GENERAL MEETING 2021

SPECIAL FEATURE: MAKING A POSITIVE IMPACT

Making A Positive Impact In our special feature this month, we review how companies are becoming increasingly conscious of the impacts they have on all aspects of society, including economic, social, and environmental.

CSR activities can help forge a stronger bond between employees and corporations, boost morale and help both employees and employers feel more connected with the world around them. Thank you to our contributors, who share in the pages ahead how they approach different elements of CSR, providing insights and tips for businesses of all sizes.

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SPECIAL FEATURE: MAKING A POSITIVE IMPACT

In Focus:

Alexander Harrison, Country CEO, Singapore & Head of Corporate Banking, Asia Pacific and Middle East, Barclays

By Lucy Haydon In this edition our Editor discusses all things diversity with Barclays’ Singapore leader, Alexander Harrison. As a former Co-Chair of the Chamber’s D&I committee, Alexander understands the business case for promoting diversity of people and thinking, and shares highlights and the latest thinking in the Barclays journey during their conversation.

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IN FOCUS INTERVIEW WITH THE EDITOR: ALEXANDER HARRISON, COUNTRY CEO, SINGAPORE & HEAD OF CORPORATE BANKING, ASIA PACIFIC AND MIDDLE EAST, BARCLAYS

IN FOCUS INTERVIEW WITH THE EDITOR: ALEXANDER HARRISON, COUNTRY CEO, SINGAPORE & HEAD OF CORPORATE BANKING, ASIA PACIFIC AND MIDDLE EAST, BARCLAYS

Since 2014, Barclays have supported our diversity and inclusion efforts through sponsorship, content, best practice expertise and a stream of senior professionals who have volunteered their time to drive important discussions in the leadership of our Women in Business and D&I committees. Being a keen advocate for diversity myself and overseeing the D&I committee for many years at the Chamber, during June’s Pride awareness month I enjoyed a discussion with Alexander on Barclays’ progress in the D&I space through a year of heightened emotions, and why it continues to shape the company’s key values.

understanding of our people, how the employee landscape is evolving and developing, what people want and expect from their employers. That's really rapidly changing as we focus on talent attraction and retention, creating an environment where people can bring all of themselves into their workplace. I also think it's critical because it enables us to really understand our clients, our customers, and the global communities within which we operate in, enabling us to try and do the best that we can to serve those communities.

Lucy: Barclays has always led the way in D&I within the banking industry, being the first bank in the UK to employ a female branch manager and, some years later, the first to feature same sex couples in your advertising. How did the company achieve that whole-company cultural acceptance of D&I as one of your key values?

By building a culture of D&I within Barclays, it simply enables us to make better choices for us and our people, and a stronger business for our stakeholders.

Ultimately, it’s just the right thing to do.

At Barclays, we believe that creating an inclusive and supporting culture is just the right thing to do, and we also recognise that it's the right thing to do for business. It gives us a far better

Cultural development isn't something that you do overnight, it’s a long journey. For Barclays, building a D&I strategy and implementation started many years back and in 2014-15, we became the official D&I partner of the Chamber. We've been a hugely open advocate for LGBT+ support, timely as we speak because it's Pride Month. We recognise that D&I is a journey, and we will continue to evolve our understanding around D&I and the importance of it, and educating ourselves along the way with areas around unconscious bias and removing bias from our thinking.

I think the other key point to reference is intersectionality; how people's individual identities can overlap. I think that's really at the forefront of where D&I is moving towards; really recognising that intersectionality around how people identify themselves needs to be fully understood to be a better employer and support our communities. Because when these issues become compounded, it means that some people can be hugely disadvantaged in society and in the workplace environment. I think that’s important, through our pillars we underpin our support to understand and appreciate that context.

35 By building a culture of D&I within Barclays, it simply enables us to make better choices for us and our people, and a stronger business for our stakeholders. Ultimately, it’s just the right thing to do.

Last year, Barclays announced ‘inclusion in race’ champions to be embedded in all business units, along with mandatory race and ethnicity training. Thinking of the raciallycharged past 12 months, how has this project developed this year?

And how has it been received by your employees?

Wasn’t last year a wake-up call for many in a hugely challenging way?

Supporting our Black and ethnically diverse colleagues is hugely important to Barclays. What it enabled was a real catalyst for change, for us, really accelerating our activity around understanding what our Black colleagues want and need, particularly in the UK and US. We do have already a very embedded network focusing on cultural ethnicity which is called Embrace, which is Barclays’ multicultural network. But it really enabled us to provide some genuine push and charge behind building a Race at Work action plan that was launched in October 2020.

The plan comprises of a set of action points that enables new opportunities for us to attract, grow, develop and create an environment for Black and ethnically diverse colleagues. An opportunity to develop and grow, and an appreciation of what they want to see from an employer. So there's been lots of work around education across the platforms and we’ve hired individuals to help engage around what our Black and ethnically diverse colleagues want and need. And we'll look to push and expand that. In 2021, this was particularly focused on our Black colleagues, but now it's been developed, rightly so, across all of our ethnically diverse colleagues. We're now thinking about how we branch our approach out to our customers, our clients and communities as well, and really connecting.

Absolutely, it's not just how you deal with these issues in silo, it's everybody that's around you, who you work with, even your suppliers.

I guess it's very similar to the

intersectionality comments – identifying and understanding a diverse and inclusive society. We have very mature strategies around gender and around our LGBT+ network, Spectrum. We brought that energy to ethnic diversity, which we've been pursuing for the past 12 months.

There has been some fantastic work that's already been done there previously. But again, last year, for Barclays it was a real wake-up call that we have to stand tall across our global communities and stand up for something that's right.

Fantastic to hear that progress. So you've been with Barclays for over two decades, spanning multiple roles and geographies. And having been in the Singapore country management role for just over a year already, what have been some of the highlights in your journey for leading D&I at the workplace?

Singapore already, as a country, is a hugely diverse community, with different ages, genders, physical abilities, ethnicities, cultures and religions. As well as the work that we do with the Chamber, there's an opportunity to work within the Singaporean community to raise awareness around how inclusivity and diversity is a critical component for what the country can achieve in the future. I think the key angle around all of that for me is the employees.

People want and need to identify with what their employer is doing more so than their contractual obligations, I think they need to identify with the firm’s values, because that's where you get connectivity. People look for the prospect of having an employer that enables you to be who you are, without having to hide anything. And it’s great for business, because it increases productivity and retention.

But equally as well, it's good for the employee because they know that they can be themselves without fear or recriminations in their career development and opportunities. That's something that we continue to strive for in our global strategy.

From a Singapore perspective, the highlights for us include the work we do with the Chamber and the committees. I had the privilege, as you know, of sitting on that leadership chair for a couple of years alongside Andrew Ashman (current chair of the

Chamber’s D&I committee). Just seeing the development of that committee and how Singapore is developing its D&I approach is fantastic. How it’s thinking around gender, unconscious bias, LGBT+ rights is absolutely fantastic. But still, there’s such a long way to go. I think that's why it's imperative that companies like Barclays, in Singapore, and wherever we are globally, continues to be active in its support for D&I by supporting communities, helping to educate and helping other companies appreciate the importance of having an inclusive environment. That’s something that I'm committed to doing as Country CEO. I'm very keen that we continue the path of having internally a very strong D&I culture, which we have, supporting the networks where possible, but that we also continue to support the communities in which we operate in.

We've also done a lot of work externally, supporting the community but really engendering an environment that is supportive in Singapore, and that’s something we'll continue to do. We were recently voted 6th in the Straits Times Singapore’s Best Employers Award; the only bank in the top 10. That ranking is voted for by employees, former employees and recommendations, so the external marketplace has recognised Barclays as a good employer. And I think it's primarily driven by our culture, that we've developed a very supportive and inclusive framework that makes it a good place for employees to be.

We’ve discussed this in the committee… the purpose of a D&I committee should ultimately be to make sure it's no longer needed.

IN FOCUS INTERVIEW WITH THE EDITOR: ALEXANDER HARRISON, COUNTRY CEO, SINGAPORE & HEAD OF CORPORATE BANKING, ASIA PACIFIC AND MIDDLE EAST, BARCLAYS

IN FOCUS INTERVIEW WITH THE EDITOR: ALEXANDER HARRISON, COUNTRY CEO, SINGAPORE & HEAD OF CORPORATE BANKING, ASIA PACIFIC AND MIDDLE EAST, BARCLAYS

That's fantastic news. Have you found any D&I challenges unique to the Southeast Asia region in terms of rolling out some of the global policies and initiatives that come from HQ? There are always going to be regional and country-specific complexities, but I don't think there's particularly anything across this region that we've not been able to front up and manage.

The key thing for us is to always be aware of th¬e different maturity levels in different markets, so far as they accept D&I agendas. There are certain challenges that exist around attracting, retaining and developing diverse talent that's universal to all markets. But our global D&I strategy is a cornerstone of our values framework. That is enabled whichever market we're in, so I don't think this particular challenge for Barclays is there. For example, we launched a gender neutral non-primary caregiver strategy in 2017, which previously wasn't in place in Asia. The primary caregiver gets a number of weeks, but the non-primary caregiver gets a number of weeks as well which has not been historically the case.

That's just a case of removing that bias around who is and isn’t the primary caregiver, and removing the labels.

It’s also about unravelling those wrinkles that we have in global policies, which are there for historical reasons.

As we've already alluded to, over time as we educate ourselves and become more aware on that journey, we can look to iron these weaknesses in how we approach our employees. The next level of that, once we've done that work internally, is to ensure that we vocalise that externally, through channels like the Chamber and other various support networks which we have with our communities. When a global brand like ours does something good, identifies an area that needs developing, does something about it, and comes up with a plan that implements that to the benefit of all of its employees, then we should be more vocal around that and push it out into our communities to help others on that education journey.

I find with diversity, companies are willing to share what is working, to get the best practice out there, because it's in everyone's best interest.

But that's an interesting point, isn't

it? Because I think definitely over my time in this industry, and working over various locations, that maturity of understanding is different. That's where I think more work needs to be done to get the global framework across countries to a level there where that appreciation of what a good D&I framework looks like is homogenous.

We’ve discussed this in the committee in the past – the purpose of a D&I committee should ultimately be to make sure it's no longer needed. It just shows you the journey that we that we're all on, but equally we should always look back, because the journey we've been on is hugely successful.

The appreciation and awareness of a diverse and inclusive workforce is now understood, and I'm not sure it was five years ago. The business case conversation has really moved on. I think we're at the stage now, depending on the maturity of the company and diversity within the sector, where people are ready to have those difficult conversations and how you react when one particular trigger, like racism last year, suddenly comes to the forefront. Are you ready? Do you have the resources in place for your staff? Or have you got to move quickly and suddenly roll something out?

I think [intersectionality] is really at the forefront of where D&I is moving towards; really recognising that intersectionality around how people identify themselves needs to be fully understood to be a better employer and support our communities. Because when these issues become compounded, it means that some people can be hugely disadvantaged in society and in the workplace environment.

I think bias underpins all of this. The D&I agenda is not standing still. So if you think about how historically firms approach this, you would in essence have a network and that vertical would just cover that network. Gender is a prime example of this. But actually, you then start thinking, what about if your employees identify as LGBT+ but also female and Black? That’s when you go into that intersectionality conversation. I think it’s the next level of awareness and appreciation around how we approach talent development, and it will be the next evolution of D&I. Lastly, could you elaborate on how you work with the broader community in different markets to drive the D&I agenda?

Within Barclays, we have six broad networks, with regional and country representation.

Bridge, the multigenerational network; Embrace, the multicultural network; Reach: the disability, mental health and neurodiversity network; Spectrum, the LGBT+ network; Win, the gender network; and the Working Families Network. We build country-specific frameworks, depending on the ask, the awareness and the educational need, and connect globally to make sure we share best practice, and that collaboration happens across the networks. They're really a framework for us in understanding our people and our communities. They raise awareness around some of the challenges that they're having, whether that's across policy changes, education, or just raising profile.

We have a citizenship framework that exists across Asia Pacific, where we look to support various charities and businesses. One of the key components of that is how they approach diversity and inclusion, so we make sure that they're connecting with our brand values, and what we're seeking to do from a D&I perspective.

A perfect example of that is a social venture we’re supporting called Agape Connecting People. Their mission is to empower disadvantaged and marginalised people. We've supported them in helping to set up a training and job placement centre in Singapore where they're looking to train and place people from vulnerable communities into entry level jobs.

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When a global brand like ours does something good, identifies an area that needs developing, does something about it, and comes up with a plan that implements that to the benefit of all of its employees, then we should be more vocal around that and push it out into our communities to help others on that education journey.

They particularly focus on empowering the disadvantaged and marginalised, helping them integrate back into society, giving them roles, educating them, training them, giving them jobs and helping to place them out into the Singapore community, which I just think is incredible. I'm genuinely really proud that we've supported them and we'll continue to do so.

Singapore is home for many people that work for Barclays. That identity that Barclays can bring, by not just being business here, but by being a business here that recognises the

community, is something we can support. Making a positive impact on the community that houses you is one of the cornerstones whilst I am Country CEO and it's one of the three pillars I've identified that we will continue to drive and develop.

Click here to view the Barclays Diversity & Inclusion Report 2020

ABOUT THE COMPANY Barclays is a transatlantic consumer and wholesale bank offering products and services across personal, Barclays isand a British universal bank.

We are diversified by management, business, by different types of customer corporate investment banking, credit cards and wealth with a strong presence in ourand client, andmarkets geography. include consumer and payments the two home of theOur UK businesses and the US. With over 325 yearsbanking of history and expertiseoperations in banking,around Barclays world, asinwell as40 a top-tier, global corporate83,500 and investment bank, all of which areinvests supported operates over countriesfull andservice, employs approximately people. Barclays moves, lends, by our service company which provides technology, operations services across the Group. and protects money for customers and clients worldwide.

Find out and morefunctional at www.barclays.com.

IN FOCUS INTERVIEW WITH THE EDITOR: ALEXANDER HARRISON, COUNTRY CEO, SINGAPORE & HEAD OF CORPORATE BANKING, ASIA PACIFIC AND MIDDLE EAST, BARCLAYS

MAKING A POSITIVE IMPACT: 5 WAYS TO DEVELOP EFFECTIVE CSR PROGRAMMES THAT MAKES SENSE FOR BUSINESS

5 Ways to Develop Effective CSR Programmes That Makes Sense for Business

By Valerie Teo, Senior Marketing & Communication Executive, Nexia TS CSR strategies are more effective when companies build them around causes that matters to their customers while utilising the company’s core competencies. A sustainable CSR program means evaluating and adjusting CSR programs according to the resources that is available while keeping in-line with key social trends.

Gone are the days where companies acted solely for its own benefit.

Instead, companies are increasingly called upon to play their role as a responsible corporate citizen, one that plays their part for the community and environment. When CSR is done right, companies are rewarded and when it is done wrong, companies find themselves with bad reputation and possibly even bad business. It is therefore important for companies either big or small to carry out their responsibilities as a corporate citizen, but the question is how should companies go about implementing, enhancing, or re-inventing their CSR strategy?

One, building your CSR strategies around the company’s core competencies. If a company has strengths, research or knowledge in a specific area then supporting a cause that aligns with that will be a win-win for both the company and

community. For example, a legal firm may partner charities to provide pro bono legal advice and representation to local communities or individuals giving those in need access to justice.

Restaurants and cafes may consider donating perishable food to elderly homes instead of throwing them out.

Restaurants may benefit by enhancing its reputation and reducing food waste while the beneficiary benefits from having more food on the table at mealtimes.

Two, adopting causes that matter to the company’s one or more consumers group. Studies have proven that customers are loyal to companies who support social or environmental causes that they care about and reward them through purchases. International skincare and cosmetic brand Estée Lauder Cos. whose main customers are women have lent their support for breast cancer awareness since breast cancer is a common disease amongst

women. It is easier for their main customer to empathise with the cause as it is an issue that is significant to them.

Companies who accumulate social capital at the firm level, industry and societal level over the long-term, benefit from a better brand recognition, positive business reputation and operational cost savings.

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Three, embracing innovative CSR tactics that makes sense economically.

Traditional CSR was defined as annual giving programs, cause marketing campaigns and efforts were directed at reducing environmental resources.

When the economy takes a turn for the worse, management may cut back on CSR programs because it is a cost item on the balance sheet. However, CSR can add to a company’s bottom line when it is skilfully woven into a company’s business fabric. This include taking the right business actions such as creating products or services that protects and benefits the environment or society and ensuring individual well-being. A good case study is Nike new shoe line, Move To Zero Shoes.

Four, consistently carrying out CSR programs over the long term. A company that consistently helps its communities shows that they genuinely care. One example is

Singapore-based international accounting firm, Nexia TS which continued to give back to the BoysBrigade Share-A-Gift Project. Henry Tan, Group CEO & Chief Innovation Officer, Nexia TS who is concurrently the Chairman of Boys’ Brigade, said, “For CSR to be successful, consistency is key! This means that we must be committed to the causes that we believe in even during difficult times.”

The company has been giving back to the local charity for the last 13 years.

In general, the media and public tend to look more favourably on companies who sincerely carry out their CSR commitments and reward them accordingly.

Finally, being flexible with resources and social movements. Good CSR plans need to be flexible! For companies with limited budgets, this could mean revising budgets allocated to CSR programs, identifying non-profit partners to collaborate on a

Henry Tan, Group CEO & Chief Innovation Officer, Nexia TS who is also the Chairman of Boys’ Brigade, said, “For CSR to be successful, consistency is key!

This means that we must be committed to the causes that we believe in even during difficult times.”

MAKING A POSITIVE IMPACT:

5 WAYS TO DEVELOP EFFECTIVE CSR PROGRAMMES THAT MAKES SENSE FOR BUSINESS

MAKING A POSITIVE IMPACT: 5 WAYS TO DEVELOP EFFECTIVE CSR PROGRAMMES THAT MAKES SENSE FOR BUSINESS

new program or enhance an existing programme. It is also important to pay attention to key social movements because what may not be important previously may start to become important and failing to notice such trends may cause the company to fall behind its competitors or even worse, find their business plateau. Fossil

fuel companies are in a bind because consumers and governments are moving away from fossil fuels due to environmental concerns.

As companies carry out CSR program and accumulating social capital at the firm level, industry and societal level over the long-term, it benefits from

ABOUT THE AUTHOR Valerie graduated with a Bachelor of Business Management (Honours) from the Singapore Management University.

She has over seven years of experience in traditional marketing and digital marketing, spanning the areas of branding, social media marketing, website management, search engine optimisation, search engine marketing and events. Valerie has worked for Fortune 500 companies and SMEs, and has had experience in the automotive, financial services and information technology industry.

a better brand recognition, positive business reputation and operational cost savings. Employees are more satisfied and there is greater level of trust amongst stakeholders of the firm.

Essentially, when CSR strategies are put together effectively, it can become a key component of a companies’ competitiveness.

ABOUT THE COMPANY Nexia TS offers a full suite of professional services ranging from assurance, tax advisory, corporate governance, internal audit, valuation advisory, M&A advisory to corporate recovery, forensic investigation, data governance, forensic & litigation support services, and data analytics. Over the last 28 years, the firm has established good track records in key sectors such as marine and shipping, electronics and F&B. Visit www.nexiats.com.sg for more information.

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What Makes a Purposeful Business?

By Company of Good As the pandemic continues to threaten the survival of communities and companies alike, there is greater urgency for companies to redefine their place within society, moving from a cold, transaction-based relationship to one that creates true value for all parties — a purposeful business for modern times.

MAKING A POSITIVE IMPACT: WHAT MAKES A PURPOSEFUL BUSINESS?

MAKING A POSITIVE IMPACT: WHAT MAKES A PURPOSEFUL BUSINESS?

In the blink of an eye, COVID-19 has turned the world on its head. With many aspects of our lives significantly altered, there has been much talk about taking advantage of this shakeup to “build back better” — towards a more caring society, one that is othercentred.

While playing a critical role in our economy, companies are a part of civil society, just as the people under their employment are.

We have come to believe that the primary objective of the firm is to maximise its profit, when in reality, the single most important output of enterprise should be creating value for all stakeholders—including the domains of the environment, society and governance (ESG). When companies seek sustainable value creation, they realise their true purpose.

In truth, the two are not mutually exclusive: companies that pursue purpose often see profit rolling in too.

According to the Kantar Purpose 2020 study, brands recognised for high

commitment to purpose have grown at more than twice the rate of others over a period of 12 years. They are also more resilient and adaptive to crises — critical qualities in an increasingly volatile world.

But what makes a business purposeful?

Firms must realise that it is their commitment to corporate purpose, and to those who contribute to creating the common purpose, that will shape their success.

- Colin Mayer, Peter Moores Professor of Management Studies, Saïd Business School at the University of Oxford

Placing purpose alongside profit Let’s not put up any pretence — profits are the lifeblood of business.

Companies need to make money to sustain and grow. But myopic focus on profit maximisation is losing sight of the forest for the trees. Companies have to recentre themselves with purpose at the core.

Leading communications services company British Telecom (BT) recognised the interconnectedness of small businesses and larger ones and stayed true to its purpose: “we connect for good”. In its corporate social responsibility (CSR) efforts, BT asked small firms to find out their biggest worries during COVID-19 and launched their Small Business Support Scheme in response, providing assistance in: • •

connectivity — funding highspeed business lines and payments solutions, cash flow — offering flexibility in customer bill payments while accelerating its own to suppliers, and

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•

confidence — delivering digital skills training.

By leveraging your business’s unique expertise and resources, you can do well and do good at the same time, unlocking true value and creating social impact as part of your usual business operations.

Innovating to create solutions, not problems As experts Colin Mayer and Bruno Roche puts forth in their book Putting Purpose into Practice: The Economics of Mutuality, “the purpose of business is to create profitable solutions to the problems of people and planet. It is not to profit by creating problems for people and planet.”

So far, we have seen too many cases of the latter: manufacturers dumping toxic wastewater into rivers and oceans, factory workers clocking long hours in unsanitary and unsafe conditions. The list goes on. Planned obsolescence and hyper consumerism have also pushed us towards a “buy, buy, buy” throwaway lifestyle that is

wasteful and unsustainable.

Unilever, a top proponent of corporate purpose, is challenging these practices. Guided by its purpose to “make sustainable living commonplace”, the consumer goods giant launched the Unilever Sustainable Living Plan ten years ago.

It has since improved the health and well-being of 1.3 billion people, as well as significantly reduced the carbon emissions, water abstraction and waste through its products’ life cycles.

It has also enhanced the livelihoods of women, smallholder farmers and retailers all around the world.

Driving inclusivity in the business ecosystem Taking a step back, how did the misconception that businesses exist solely to make profit even begin?

50 years ago, economist Milton Friedman proclaimed that a firm’s sole responsibility is to serve the interests of its masters: maximising shareholder returns.

What the Friedman doctrine failed

to account for is that shareholders are not the only stakeholders of the company. Companies are staffed by employees, procure resources from suppliers and the environment, provide goods and services to customers, establish ties with governments and other businesses, as well as operate within communities.

Similar to natural ecosystems, the actions of each member have an impact on the rest, which ultimately affects the health and value of the whole. And so, 181 CEOs declared in the 2019 Business Roundtable Statement that “the purpose of a company is to serve all its stakeholders”.

Ernst & Young (EY) has started to embrace this notion, through its CSR programme EY Ripples. From empowering marginalised youth to inviting the other Big Four firms to collaborate, the professional services company is driving social impact and delivering its promise of “building a better working world” to all its stakeholders. EY is also taking part in the Singapore Together Alliance for Action on Corporate Purpose, a people-

MAKING A POSITIVE IMPACT: WHAT MAKES A PURPOSEFUL BUSINESS?

MAKING A POSITIVE IMPACT: WHAT MAKES A PURPOSEFUL BUSINESS?

public-private partnership led by the National Volunteer and Philanthropy Centre’s Company of Good, to design a national framework and blueprint that enables companies to effectively align purpose and profit to become a force for good in Singapore.

The road to recovery from COVID-19 may seem long and winding, but companies regardless of size and stature can take the first steps towards a better future and a better world. And as with any journey, heading in the right direction requires a well-defined purpose.

ABOUT THE COMPANY Company of Good connects organisations to do good strategically, sustainably and impactfully. Through its initiatives, like-minded organisations can learn, network and collaborate for good. Company of Good is a part of the National Volunteer & Philanthropy Centre (NVPC), which is the steward of the City of Good vision for Singapore. The City of Good is a vision of Singapore where People, Organisations and Leaders come together to give their best for others. Visit www.companyofgood.sg to join the Company of Good network of companies.

If your organisation would like to take the next step on its journey of pursuing purpose in business, write in to contact@companyofgood.sg.

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Diversity, Equity and Inclusion at Dulwich College (Singapore)

By Dulwich College (Singapore) Every year, the staff, students and parents at Dulwich College (Singapore) choose a theme to bind and unite us. This year, we settled on ‘Better Together’, which seemed entirely apt in a global pandemic.

MAKING A POSITIVE IMPACT: DIVERSITY, EQUITY AND INCLUSION AT DULWICH COLLEGE (SINGAPORE)

MAKING A POSITIVE IMPACT: DIVERSITY, EQUITY AND INCLUSION AT DULWICH COLLEGE (SINGAPORE)

Every year, the staff, students and parents at Dulwich College (Singapore) choose a theme to bind and unite us.

In previous years, we have been the change and celebrated our heritage, our home. We have also paid it forward, reached for the moon and focused upon kindness. This year, we settled on ‘Better Together’, which seemed entirely apt in a global pandemic.

Better Together also lent itself well to another dimension: diversity and inclusion. Few would argue with the notion that a diverse and inclusive society is the way forward so we felt that a starting point for realising this should be an examination of where we were at as a College within our own context. We needed to ask the questions: how diverse and inclusive are we as a community? What are the subliminal messages that this sends out? Are we perpetrators and victims of unconscious bias and what effect is this having on our children as we nurture and guide them to adulthood?

How are we going to help them to make tomorrow's world a better one for all?

To help us ask these questions, and more importantly to support us in coming up with honest answers, we worked with a Diversity, Equity and Inclusion (DEI) consultancy Include Consulting (referred to us by the

British Chamber of Commerce – a constant source of information), who have particular expertise in supporting organisations in this area. We felt it was important to bring on board an objective external entity who would hold us to account and wouldn’t shy away from the challenging conversations.

In the first six months, they have helped us to set a framework and budget, set up an initial steering group, audit policies and procedures, run parent, student and staff focus groups, interview a number of leaders and subject matter experts, conduct a staff survey, compare ourselves against the Global Diversity, Equity & Inclusion Benchmark (which sets out standards based on organisations around the world) and draw up a clear action plan.

So what did we find out? As always, our wonderful students are one step ahead of us in their passion for this topic and their foresight in setting up student-led action groups. Parents are supportive and keen to see progress and staff are very clear in where they see inequity: whether that’s for international teachers, local teachers, assistant teachers or business support staff.

We felt it was important to bring on board an objective external entity who would hold us to account and wouldn’t shy away from the challenging conversations.

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It also became clear that we couldn’t actually deliver on our vison, mission and motto without it. If we wish to ‘Live and Graduate Worldwise’ then our students need to value, respect and engage with diversity. They also need to know how to behave in an intentionally inclusive way if they are to ‘build bridges to the world’. We achieve this not only through what we teach, but by modelling diversity and inclusive behaviours within our workplaces and our community.

We also recognised that the education we provide is a privilege that only a few have access to, and as such we need to steer our students to use it as a force for good to make a positive difference in the world. Edward Alleyn founded Dulwich College in London in 1619 with the purpose of educating children from disadvantaged backgrounds starting with just 12 poor scholars.

This vision of extending educational opportunity to those who showed potential, regardless of background, has now been carried forward to Dulwich College (Singapore). Starting this year, 12 scholarships are offered each year to students entering Year 12 (IB Diploma). The scholarships are means-tested and open to applicants

of all backgrounds and nationalities who meet the requirements for entry into the College. Students are selected on promise and potential based on both academic and extracurricular achievement. A socially diverse student population is a key component of an international and balanced education and the provision of scholarships enables students, who wouldn’t otherwise be able to benefit from a Dulwich education, to join the school.

We needed to ask the questions: how diverse and inclusive are we as a community?

What are the subliminal messages that this sends out?

MAKING A POSITIVE IMPACT: DIVERSITY, EQUITY AND INCLUSION AT DULWICH COLLEGE (SINGAPORE)

MAKING A POSITIVE IMPACT: DIVERSITY, EQUITY AND INCLUSION AT DULWICH COLLEGE (SINGAPORE)

There are also some quick wins that we have put in place straightaway, such as a budget for DEI training, more varied options in the Dining Hall including an expanded vegetarian/vegan menu and a review of books in the school libraries with a number of new books purchased. In addition, all policies and procedures are now being reviewed with a DEI lens and we are trialling some recruitment software aimed at eliminating bias from the hiring

process, courtesy of Diversely (another timely referral from the British Chamber of Commerce).

In the new academic year (August 2021), we will be launching a number of working groups to look at specific areas: Recruitment, Training, Staff Terms and Conditions, Teaching & Learning, Students and Parents and Community Engagement as well as inviting the formation of

some Employee Resource Groups to represent the views of staff.

Above all, we will make sure that our curriculum and teaching do prepare students to Live Worldwise, with the skills and motivation to make a positive difference in the world. We all need to show respect and empathy for each other, regardless of background, so that every child feels they belong.

ABOUT THE COMPANY Dulwich College (Singapore) is a leading international school with a British independent school ethos, drawing upon the proud 400-year heritage, excellence, innovation, and values of the founding school in London. Part of the Dulwich College International network of schools, Dulwich College (Singapore) has a global outlook and contemporary approach, reflecting the diversity of the students from 2 to 18 years. Visit singapore.dulwich.org for more information.

D ET U R

P O N S M UN

DO

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BT’s Purposeful Business Invests in a Better Tomorrow

By BT Singapore From partnering local schools to boost students’ cyber security skills to collaborating with social enterprises for good, BT steps up leadership in digital impact and social welfare to empower Singapore’s communities.

MAKING A POSITIVE IMPACT: BT’S PURPOSEFUL BUSINESS INVESTS IN A BETTER TOMORROW

MAKING A POSITIVE IMPACT: BT’S PURPOSEFUL BUSINESS INVESTS IN A BETTER TOMORROW

As a leading provider of global communications and security solutions, BT prioritises support for impactful communities at a grassroots level, building strong foundations to deliver lasting positive impact for Singapore and the world.

Launching the Schools Cyber Security Challenges In line with Singapore’s continued efforts to boost cyber skills and guide youths throughout their cybersecurity journey, BT and Standard Chartered, a leading international banking group, recently launched a new cyber security educational programme in Singapore in December 2020. The Schools Cyber Security Challenges (SCSC) is a pilot initiative organised by the Tanglin Trust School (TTS), aimed at students between ages ten to eighteen. The programme aims to shape the future generation of digitally savvy young people to develop and refine their cyber security skills and encourage them to explore a career in the rapidly growing industry.

The SCSC programme, designed to support in-class teaching, provides teachers with resources and an online platform that can be used as part of the existing information and communications technology (ICT) curriculum.

Increased connectivity has raised awareness of the risks associated with online activity; it is now a critical time to teach our students more about safe online navigation and the benefits of cyber security knowledge. The

programme allows us to better equip our students to face real world issues and solve relevant cyber challenges, - David Fourie, Assistant Head of Maths & Computer Science Faculty, TTS BT and Standard Chartered have been working with TTS since July 2020 to integrate the SCSC into its existing E-Safety curriculum. The programme has been met with positive and supportive responses from both parents and students, with over 150 students participating in the courses to date.

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We are excited to bring our exciting, awardwinning programme to Singapore. With its strong education system and digital infrastructure, Singapore provides the perfect environment for the SCSC to thrive.

Promoting careers in cyber security among youngsters should help us address the skills shortages and help keep companies,

governments, and individuals safe and secure online. We are committed to continue expanding the programme with strong, localised modules and bringing more local and international partners and schools on board.

- Kevin Brown, Managing Director, BT Security The programme currently offers five challenges on the topics of information privacy and security, web

application security, data encryption and transmission, and wired and wireless network security. Designed on an engaging online platform and in a format that mirrors real social media networks, the courses appeal to young students, incentivising them to try out the various exercises.

The Challenges were first launched by BT in February 2019 with the Australian Computing Academy and several other partners in Australia. Within nine months, the programme had exceeded its two-year enrolment target and was introduced in Singapore in 2020.

BT and Standard Chartered Bank are working together to scale this pilot initiative and expand the programme to more schools in Singapore.

The programme is aligned to BT’s wider Skills for Tomorrow initiative, geared at helping people make the most of life in the digital world, and Standard Chartered’s global initiative, Futuremakers, to help young people in our communities to learn, earn and grow.

MAKING A POSITIVE IMPACT: BT’S PURPOSEFUL BUSINESS INVESTS IN A BETTER TOMORROW

MAKING A POSITIVE IMPACT: BT’S PURPOSEFUL BUSINESS INVESTS IN A BETTER TOMORROW

Helping communities grow Beyond building better digital lives for the next generation, BT also lends a helping hand by collaborating with charities, social enterprises, and service organisations dedicated to doing good for those in need. In 2019, BT hosted an inaugural Asia Middle East & Africa (AMEA) bake sale and raised funds for the Tabitha Foundation Singapore, a volunteer-driven nonprofit organisation established to help the people of Cambodia restore and rebuild their lives after decades of war, displacement, and inhumanity, through raising awareness of its

transformational programmes and selling handcrafted silk merchandise produced by Tabitha’s silk cottage industry. BT also partnered with massage therapists from the Singapore Association for the Visually Handicapped (SAVH) and invited physiotherapists from Core Concepts to host a wellness day dedicated to strengthening health and wellness for the mind and body.

Last year, BT also made a contribution to non-profit organisation, Children’s Wishing Well, which provides a broad range of services for children and youth in Singapore from disadvantaged

ABOUT THE COMPANY BT operates in 170 countries and is one of the world's leading providers of commucations solutions and services.It's principal activities include the provision of networked IT services globally. BT consists principally of four lines of business: BT Global Services, Openreach, BT Retail and BT Wholesale. BT acquired Frontline Technologies, a leading regional IT services company, in March 2008.

Visit www.globalservices.bt.com for more information.

backgrounds. In addition to donating stationery and foldable umbrellas to its new learning centre, BT also sponsored seventy children for the FRESH programme, teaching them about nutrition, budgeting, and decisionmaking skills.

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Let's Discuss...

Run and Transform — Emerging Stronger from the Pandemic Contributed by Stephen McNulty of the Information & Communications Technology Committee Amid the ongoing upheaval as the world settles into a ‘new normal’, organisations in Asia are on the precipice of unprecedented change.

This article continues the ongoing series of informative pieces provided by the ICT Committee.

LET'S DISCUSS: RUN AND TRANSFORM — EMERGING STRONGER FROM THE PANDEMIC

EXPERT OPINION FROM OUR COMMITTEES

2020 will be remembered as the year the world stood still. Amid the ongoing upheaval as the world settles into a ‘new normal’, organisations in Asia are on the precipice of unprecedented change. Facing the need to advance digital transformation plans by five years just to survive in a postpandemic world, businesses must look ahead—beyond recovery—to gear up, transform and emerge even stronger.

For instance, Singapore has shifted its economic strategy in 2021 from “from containment to restructuring.”

The country is dedicating S$24 billion to accelerate structural adaptation to the changing competitive landscape, which involves helping businesses innovate, transform and scale up.

Likewise, emerging Asia Pacific markets are expected to see a 4.7 per

cent surge in IT spending in 2021.

Despite the uphill task of navigating tighter budget constraints, the opportunity lies in maximising the return on IT investments in the longer run.

This means deploying emerging technologies to augment existing digital systems and applications while they continue running, prioritising smart processes to optimise resources, and ensuring network security to protect businesses from additional disruptions.

Present meets future With the dramatically increased digital demand triggered by the pandemic, there is no time like the present for undertaking new modernisation projects. Instead of continuing to

defer IT maintenance on core business systems, IT leaders need to look to strategic modernisation. The ideal approach involves bridging existing core business applications and inhouse skills sets to new solutions rather than rip-and-replace.

Plenty of solutions come equipped with built-in data lake and associated analytic capabilities — think AIOps and SecOps. Connecting these data lakes makes it possible to automate and optimise organisations with the next generation of data analytics, business intelligence, and machine learning solutions. For instance, correlating the Identity Management and Enterprise Service Management data lakes will help to identify misuse or governance issues.

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Many businesses will continue to use the mainframe for business-critical applications and data in the current economic climate, but this creates challenges around circumventing mounting digital risks and complying with the ever-evolving regulatory requirements. Having the relevant security controls in place is not enough—organisations will need to ensure that enterprise-level security is extended to the mainframe to protect access control, data privacy, and endpoint hardening.

A winning formula A case in point — Jaguar Racing recently welcomed Micro Focus as its official digital transformation, business resiliency and analytics partner to support the push for greater success on the racetrack.

Under this strategic partnership, Micro Focus will deliver advanced analytics and machine learning to ensure top performance among the Jaguar Racing team. In addition, Micro Focus will conduct a cyber resilience assessment workshop to help Jaguar Racing identify potential gaps in their cyber

security posture and deliver tools and support to accelerate software development.

Similar to Jaguar Racing, many APAC organisations have approached a critical juncture where they can no longer settle for the status quo. To stay ahead of the rapidly intensifying competition in the digital space, it is imperative to look beyond the immediate horizon and pursue smart digital transformation to make the most of present and future opportunities.

This article was contributed by Stephen McNulty, President of Asia Pacific and Japan, Micro Focus and member of BritCham’s Information & Communications Technology Committee.

ABOUT THE COMMITTEE The ICT committee’s mission is to inspire, educate and engage Chamber members and non-members on the transformative capabilities of Information Technology to their business. The goal of the committee is to add value to the Chamber and its members through activities that demonstrate the value of ICT solutions to their business; educate them on future ICT trends that will impact their business; offer member networking opportunities to better enable business across the region; share knowledge and insights, and attract new members to the Chamber. Visit britcham.org.sg/committees/ict for more information.

LET'S DISCUSS: RUN AND TRANSFORM — EMERGING STRONGER FROM THE PANDEMIC

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HOW DOES YOUR BUSINESS LEAD THE WAY? We are looking for Singapore-registered companies to showcase their accomplishments & innovations in our 22nd Annual Business Awards.

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