Orient Issue 85

THE OFFICIAL MAGAZINE OF THE BRITISH CHAMBER OF COMMERCE SINGAPORE ISSUE 85 | FEB 2022

BUILDING NETWORKS | CONNECTING BUSINESSES | CREATING OPPORTUNITIES

FUTURE-PROOFING YOUR BUSINESS Putting Research at the Heart of your Future Strategy

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The Future of Work is all about Trust

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Vin-demic: How Wine went Online

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Tracking Digital Transformation Differently

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CONTENTS

Discover the Difference

DE T U

DO R P UN ONS M

LEARNING BEYOND THE CLASSROOM

Our outdoor and adventurous learning programme helps students develop creativity through exploration, build resilience through challenge and foster environmental, individual and social responsibility.

With over 300 CCAs on offer, there is a wealth of opportunity to extend and challenge students’ learning and development with a diverse range of sports, performing arts and academic enrichment activities on offer.

An extensive range of Student Leadership opportunities throughout the College helps nurture students to ‘Live Worldwise’ with the skills, leadership experience and values to make a positive contribution to the world.

The House system at Dulwich offers all students a sense of belonging and provides the opportunity to work together to make a positive difference within the school and wider community.

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President's Message

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Executive Director's Message

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News

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Welcoming New Members

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Recent Webinars

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Upcoming Events & Webinars

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Latest from the BritCham Singapore Podcast

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In Focus: James Puddle, CEO & Founder, One Global Group

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Putting Research at the Heart of your Future Strategy

36

The Future of Work is all about Trust

38

Vin-demic: How Wine went Online

40

The Net-Zero COP: COP26 - Trade Opportunities on the Journey to Decarbonising ASEAN

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Tracking Digital Transformation Differently

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Member Discounts

Editor: Lucy Haydon lucy@britcham.org.sg

ISSN (digital edition): 2810-904X

Co-Editor: Khairil Faisal khairil@britcham.org.sg

Advertising and contribution enquiries to be directed to the Editor

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

singapore.dulwich.org admissions.singapore@dulwich.org (65) 6890 1003

LIVE

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

The 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.

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OUR PARTNERS PLATINUM PARTNER

GOLD PARTNERS

SILVER PARTNERS

BRONZE PARTNERS

D ET U R

P O N S M UN

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OUR BOARD

COMMITTEE CHAIRPERSONS

MANAGEMENT TEAM

PRESIDENT:

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

Executive Director: David Kelly

DIVERSITY & INCLUSION: Andrew Ashman (Chairperson), Anna Liddell (Co-Chair)

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

Richard Warburton, Arcadis

VICE-PRESIDENTS:

Fiona Carney, Microsoft Damian Adams, Watson Farley & Williams

SECRETARY:

Haslam Preeston, Jardine Matheson

TREASURER:

Christina Mason, PricewaterhouseCoopers LLP

BOARD MEMBERS:

Angel Cheung-Horenfeldt, Barclays James Nesbitt, Standard Chartered Bank Joe Tofield, IBO Luciana Vichino, Barclays Nick Magnus, Dulwich College (Singapore) Shivkumar Seerapu, Lloyds Bank Corporate Markets Plc Simon Bennett, Swire Pacific Offshore Steve Firstbrook, Department for International Trade Lucy Watkins, British Council

ENERGY & UTILITIES: Tim Rockell (Chairperson), Allard Nooy (Co-Chair), Mark Florance (Co-Chair) FINANCIAL & FINTECH: Mike Rourke (Co-Chair), Francesca McKee (Co-Chair) HEALTHCARE & LIFE SCIENCES: Sigal Atzmon (Chairperson) ICT: Derek Murray (Chairperson), Penny Murphy (Co-Chair), James Price (Co-Chair) LEADERSHIP, TALENT & PROFESSIONAL DEVELOPMENT: Don Rapley (Chairperson), Janelle Gavin (Co-Chair) MARKETING & COMMUNICATIONS: Suzy Goulding (Chairperson), Andrew Clark (Co-Chair) STARTUP, ENTREPRENEUR & SMALL BUSINESS: Vanessa Errington (Chairperson), Mary Barrett (Co-Chair) SUSTAINABILITY: Lorena Paglia (Chairperson), Mark Florance (Co-Chair) TRANSPORT, LOGISTICS & SUPPLY CHAIN: Simon Middlebrough (Chairperson), Nicholas Potter (Co-Chair) WOMEN IN BUSINESS: Bee Ling Lua (Chairperson), Liana Attard (Co-Chair)

Member Relations Administrator: Melissa Ng Head of Events: Helen Starr Events Executive: Caitrin Moh Marketing & Communications Executive: Khairil Faisal Trade Services Advisor: Sitti Mariyah Abu Finance Manager: Radhika Chauhan Office Manager: Anna C Garciso

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Message from the President

COMPASSION

Dear Members,

IS WHAT GUIDES US AT STAMFORD We are an inclusive school, home to 75 different nationalities where every student is accepted and feels they belong. Our teachers and counsellors care for our students social and emotional wellbeing and go out of their way to make them succeed, academically and non-academically. Our caring and collaborative community is a unique place where all students find their greatness and thrive.

Since our last issue of the Orient Magazine, the UK has successfully hosted the COP26 summit, countries around the world have been managing the latest Covid variant, and we have all started the new year hopefully refreshed and re-energised!

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

As I write this message, the UK and Singapore have recently signed the Digital Economy Agreement, the first of its kind for the UK, and we look forward to hosting relevant events with our members to ensure everyone can benefit from the opportunities it generates. The UK is also entering the final steps of joining the CPTPP and has appointed a Trade Envoy to Singapore, making 2022 another significant year for the country.

The Chamber Executive Team have been planning for the year ahead and continuing to engage in Government dialogues, notably in the past two months with the Ministry of Manpower, the Covid Multi-Ministry Taskforce and the Economic Development Board. I am looking forward to our upcoming AGM in April, which will be the first time we have been able to hold this significant event in person since 2019. We will be featuring more on the AGM, including the confirmation of our new Committee and office bearers for 2022/23, in our next issue.

I would like to take a moment to thank the members of the Chamber team who have moved on to new roles over the holiday period and earlier this year - Nicole Wharfe, Safreen Anwardeen, Sabeena Nayyar, and Samantha Nelson – and to welcome our new starters.

Scan here to experience the magic of Stamford American International School

Along with the team, I hope to see you soon as we introduce more opportunities for in-person meetings and events, with the upcoming positive changes to Singapore’s Safe Management Measures and event protocols.

Best Regards,

21/2/2020 – 20/2/2024

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

MESSAGE FROM THE PRESIDENT

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Message from the Executive Director Dear Members, It has been a busy start to 2022 but one that sets the Chamber up well for the rest of the year. Our business committees have some truly excellent plans and there is a huge amount of crosscommittee collaboration on aligned themes such as the digital economy, sustainability and energy.

Seeds of ideas and attitudes, once taken root, can last a lifetime.

The Chamber team have been engaging on behalf of members with sessions with both the Ministry of Manpower and the Ministry of Finance. All feedback that we receive from you via our pulse-check surveys are vital to ensuring that we represent the British and international business eco-system, so thank you for helping us by spending time to send through your views.

In particular, it was interesting to see a confidence increase with 78% of members feeling more positive with the upcoming measures including regional and international travel.

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

Starting from Nursery, Tanglin creates an environment where children’s natural curiosity can grow and flourish into a lifelong love of learning.

In terms of future advocacy, you will see a post-budget poll, interaction around the Committee of Supply, further engagement with the Singapore Ministries, our updated Sustainability report.

We have run our first in-person events of 2022 and we have more planned as the restrictions in Singapore ease. We are also looking forward to hosting Minister Tan See Leng from the Ministry of Manpower for a member-only dialogue following the Committee of Supply announcements prior to our AGM on 28th April. We will also be launching the 2022 Annual Business Awards shortly.

As we see COVID restrictions easing, one key area for us is to reconnect with all members. I will be inviting members in small batches to meet with me and a Board member to explain in more detail what we have been doing behind the scenes to support your business, what we have coming up in more detail, and seek feedback on what more we can do to help.

Children thrive in our exciting learning landscape – one that has been cultivated through years of careful planning and the dedication of Tanglin’s exceptional Nursery team. Classrooms, outdoor areas and the inspirational curriculum are designed to capture children’s imagination, nurture their inquisitive minds and create a magical hive of activity.

Finally, a fond farewell to members of our executive team who have all gone onto take up new amazing opportunities but who have all made a significant impact to the Chamber; Sabeena Nayyar for being the glue across our business committees and events, Samantha Nelson drove our digital transformation throughout COVID, Safreen Anwardeen who supported our events and trade teams and Nicole Wharfe for leading on our trade programme and membership – I look forward to introducing you to our new BritCham joiners in due course.

High levels of engagement lead to high levels of attainment as our children embark on their extraordinary journey through one of Singapore’s most established international schools.

I very much look forward to seeing all of you soon,

Tanglin is the first school in Asia to achieve the Curiosity Approach™ Accreditation.

My best,

Visit www.tts.edu.sg to find out more.

CPE Reg. No. 196100114C (7/6/2017 - 6/6/2023)

MESSAGE FROM THE EXECUTIVE DIRECTOR

STERLING MEMBERS

D ET U R

P O N S M UN

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STERLING MEMBERS

GET IN TOUCH

GET IN TOUCH

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137 Telok Ayer Street, #06-03, Singapore 068602 Tel: +65 6222-3552

INFORMATION HUBS In-depth content hubs on our key themes. Includes news, events, thought leadership, explainers, digital content and more.

Email: info@britcham.org.sg Website: www.britcham.org.sg

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BritCham Singapore Spotify | Apple Podcasts

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Supporting businesses and the community through the pandemic

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Supporting talent and the enhancement of people to support business growth

Focusing on quality education and future skills that businesses will require

Hit subscribe or click here to get your regular copy of the Orient Creating jobs and boosting economic growth in Singapore

Encouraging businesses to do their part for a world that we all want to live in in the future

NEWS - AT THE CHAMBER

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Save the date for our upcoming AGM and member dialogue with the Minister of Manpower Members are invited to save the date on April 28, 2022 from 4.00 PM - 6.30 PM for a special in-person flagship event in our calendar. In the first half, we welcome our special guest, Minister for Manpower Dr. Tan See Leng, who will engage in a moderated dialogue with members following the Government's Committee of Supply announcements for 2022.

In the second half, during our formal AGM proceedings, members will hear from the President of the Chamber, Richard Warburton, Treasurer Christina Mason and Executive Director David Kelly on the Chamber's achievements and activities during the past 12 months, as well as the plans and initiatives for 2022. This event will also mark the official term end for the Committee members of 2021/22 and the commencement of the new term for 2022/23.

BritCham joins private member wine club 67 Pall Mall for their official opening previews

Women hold just 19.7% of board seats globally: Deloitte Global's Women in the Boardroom report

The latest edition of the report finds that women hold just 19.7% of board seats globally, a 2.8% increase from the report’s last edition, published in 2019. At this pace, the world could expect to reach near-parity in 2045 as compared to 2052 as predicted in the previous edition. The latest edition reveals that all eight major regions (North America, Latin and South America, the Caribbean, Africa, Europe, Middle East and North Africa, Asia, and Australasia) have at least 10% of board seats occupied by women.

This year, Deloitte Global collaborated with The 30% Club, whose mission is to achieve at least 30% representation of women in board seats and executive leadership among all listed companies. The latest edition of the report includes updates from 72 countries on representation of women in the boardroom, exploring insights on the political, social, and legislative trends behind these numbers.

While global female board representation increased slightly in 2021, progress at the chair and CEO levels is less apparent, underscoring the notion that placing more women on corporate boards does not necessarily equate to progress across leadership positions. The latest research found that only 6.7% of board chairs are women, representing just a 1.4% increase from 2018. Even fewer women – 5%– hold the CEO role, representing only a 0.6% increase from 2018.

However, Deloitte Global’s research revealed a positive correlation between female CEO leadership and board diversity. Companies with women CEOs have significantly more women on their boards than those run by men— 33.5% vs. 19.4%, respectively. The statistics are similar for companies with female chairs (30.8% women on boards vs. 19.4%, respectively). The inverse is true as well, with gender-diverse boards more likely to appoint a female CEO and board chair.

Read the full report including regional outcomes on our Diversity & Inclusion Hub.

Media and members of the new wine club 67 Pall mall were welcomed to the newly-refurbished space this month in the 15,000 sq ft penthouse of the Shaw Centre. The club, founded by Grant Ashton, is located in the former private residence of Tan Sri Dr Runme Shaw, with the penthouse space spanning the entire 27th and 28th floors of Shaw Centre, offering 270-degree views of the Orchard cityscape.

In the former ballroom now stands the Clubroom and the Restaurant, with a staggering six-metre floorto-ceiling wine tower. This houses the biggest wine list in Southeast Asia, storing thousands of bottles of the Club’s collection of premium wines, in perfect conditions.

The British Council has announced the recipients of the Study UK Alumni Awards 2021-22 in Singapore at an awards ceremony held on 25 February. Four Singaporeans who graduated from UK universities were recognised for their outstanding achievements as business professionals, entrepreneurs and community leaders, and for their contribution to strengthening ties between the UK and Singapore.

With the club becoming a Chamber member during their Singapore launch preparations, our Deputy Executive Director, Lucy Haydon, joined club members in celebrating the launch, ably hosted by the London site's General Manager, Mark Watts.

Set to become a marquee attraction for lovers of fine wine and food across Asia, membership to the Club allows access to a collection of 5,000 wines, of which 1,000 are available by the glass – the biggest and most diverse wine list in Southeast Asia.

British Council announces winners of inaugural Study UK Alumni Awards

The Study UK Alumni Awards were developed by the British Council and UK universities, to recognise outstanding alumni of UK universities. They are open to alumni currently residing outside the UK, who have been awarded a full degree-level qualification (or higher) by a UK university. For the first time, Singapore has joined 22 other countries this year in holding national-level award ceremonies.

For more on the Club read our article with Richard Hemming, Head of Wine for Asia, on page 38.

The outstanding Singaporean recipients of the four awards come from the categories of Business and Innovation, Culture and Creativity, Science and Sustainability, and Social Action. They were presented their awards by Ms Lucy Watkins, Director of British Council Singapore at the ceremony. Discover the winners' stories on our Education & Learning Hub.

NEWS - MEMBER UPDATES

NEWS - FROM THE UK

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UK and Singapore sign new innovative digital trade deal, the Digital Economy Agreement (DEA)

The Minister of Finance announces Singapore's budget statement for 2022

The International Trade Secretary on 25 February joined her counterpart in Singapore to sign a trade deal that will help businesses seize new opportunities and lay the ground rules for modern global trade.

The Minister for Finance Lawrence Wong delivered the Singapore Government’s Budget Statement for FY2022 in Parliament on the 18th February.

Secretary of State Anne-Marie Trevelyan signed the UK-Singapore Digital Economy Agreement (DEA) alongside Singapore’s Minister-in-charge of Trade Relations, S. Iswaran, on the final day of her Asia-Pacific tour, following visits to Indonesia and Japan.

The DEA is the most innovative trade agreement ever signed, and the first by a European nation. It will strengthen our trading relationship with Singapore – worth £16 billion in 2020 – by ending outdated rules that affect both goods and services exporters, making it easier for UK business to target new opportunities in both Singapore and the wider region.

The deal links two of the world’s most dynamic hi-tech and services hubs and will capitalise on the UK’s strength as the world’s second-largest services exporter. A third of our exports to Singapore are already digitally delivered, including in finance, advertising and engineering, and this deal will create new opportunities to expand modern services and help level up the country.

The digital sector alone adds £151 billion to the economy and lifts wages, with workers earning around 50% more than the UK average. UK services companies already operating in Singapore are well placed to take advantage of the deal, including financial giants, telecoms firms or software companies.

The deal will also cut red tape for goods exporters, streamlining cumbersome border processes and replacing time-consuming and costly paperwork with e-signatures and e-contracts.

For more information on how the DEA will benefit UK businesses, click to read the summary below.

What is the UK-Singapore Digital Economy Agreement?

The UK-Singapore Digital Economy Agreement (the ‘DEA’) is an arrangement between the UK and Singapore, establishing rules and collaboration on digital trade and the digital

economy. It includes obligations on key aspects of the digital economy such as data, artificial intelligence, financial services, digital identities, and legal technology.

The UKSDEA will:

01 Facilitate seamless end-to-end digital trade

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03 Enable trusted data flows

Build trust in digital systems between the UK and Singapore

This year's budget sets out Singapore's priorities to: a. Invest in new capabilities; b. Advance our green transition; c. Renew and strengthen our social compact; and d. Develop a fairer and more resilient revenue structure.

The Jobs and Business Support Package was extended, along with a Household Support Package to manage the immediate needs of Singapore Citizens during the pandemic.

Singapore aims to strengthen the economy’s digital capabilities by upgrading the broadband infrastructure and investing in future technologies.

Alongside infrastructure improvements, an additional $200 million is set aside over the next few years to enhance schemes that build digital capabilities in businesses and workers. More support has been promised for local firms to undertake R&D activities by increasing the capacity of centres in the Polytechnics and ITE to provide research and innovation support to more SMEs. The Government will also set aside around $600 million to scale up adoption of the Productivity Solutions Grant and launch a new initiative, Singapore Global Enterprises, to provide customised assistance to larger local enterprises to help them grow and expand to overseas markets.

Addressing skills gaps, the eligibility criteria of the SkillsFuture Enterprise Credit scheme is being expanded to better support smaller and micro enterprises, along with additional training and company attachment programmes to upgrade skills and improve employability.

To this end, the carbon tax will be raised to $25 per tonne of greenhouse gas emissions in 2024 and 2025, and $45 per tonne in 2026 and 2027, with a view to reaching $50 to $80 per tonne by 2030.

To support firms in emissions-intensive and tradeexposed sectors, the Government has put in place a transition framework to provide existing companies with allowances for a share of their emissions. On Green Finance, Singapore aims to issue up to $35 billion of public sector green bonds by 2030 and to build more EV charging points in residential areas.

An extension to the Progressive Wage Model was announced to support lower-wage workers, with support for older workers through an increase in employer and employee CPF contribution rates for workers aged 55 to 70. The Government will also raise the Basic Retirement Sum by 3.5% per year for the next five cohorts turning 55 over 2023 to 2027.

The top marginal personal income tax will be increased, with effect from the Year of Assessment 2024, with changes also to property taxes and luxury car taxes.

The previously announced GST increase has been delayed to 2023 and staggered over two steps. The first increase will take place on 1 January 2023, from 7% to 8%, and the second increase on 1 January 2024, from 8% to 9%.

More details of Budget 2022 are available at www. singaporebudget.gov.sg.

The budget also referred to adjustments in foreign worker policies to improve local-foreign complementarity. Further details are expected in the Committee of Supply announcements on this point.

Singapore’s ambition to achieve net zero emissions has been brought forward to at or around mid-century.

NEWS - IN SINGAPORE

WELCOMING NEW MEMBERS

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STERLING MEMBERS HAYS SPECIALIST RECRUITMENT PTE LTD

ETON BRIDGE PARTNERS

Hays Specialist Recruitment Pte Ltd, Singapore ("Hays Singapore") is one of Singapore's leading recruitment companies in recruiting qualified, professional and skilled people across a wide range of industries and professions.

Eton Bridge Partners is a leading Executive Search, Interim Management and Consulting firm. We partner with global clients to deliver a bespoke solution to help them achieve their goals. Our specialist practices cover the breadth of corporate leadership; Board, CFO & Finance, Human Resources, Business Transformation, Digital & Technology, Operations, Procurement & Supply Chain, Sales & Marketing and General Counsel, Legal & Company Secretariat

We operate across the private and public sector, dealing in permanent, temporary and contracting positions in more than 15 different specialisms, including Accountancy & Finance, Banking & Financial Services, Engineering, Human Resources, Legal, Life Sciences, Marketing & Digital, Office Professionals, Procurement, Supply Chain, Sales and Technology.

Representative Member: Jonny Whatley-Smith

Representative Member: Ryan Kealey

YONDER SINGAPORE PTE LTD

NORSTAR SHIPPING

Yondr is a global developer, owner operator and service provider of data centers.

We deliver complex data center capacity needs for the world’s largest tech companies. Offering stability, clarity and confidence, we operate with global consistency, flexibility and speed.

With offices in Europe, Americas and APAC, we develop viable and future-proof infrastructure models for 21st century business, helping clients meet tomorrow’s needs, today.

Norstar is a privately owned international shipping Group of companies established in 1998 in the UK. As a ship owning, ship management and operating Group, we provide fully integrated competencies comprising of commercial, technical, crewing and accounting. All activities are in-house and under our control. The Group are presently undergoing a major transformation into a Green Shipping, Energy and Infrastructure Company. ESG is very much at the core with a triple bottom line approach being Planet, People and Profit. Being privately owned Norstar are able to be agile and innovative working with likeminded partners who are focused on making a positive “Impact”. We are the small fish that can make a big splash in the shipping industry which represents about 90 % of global trade.

Representative Member: David Eames

Representative Member: Tom Bonehill

Our mission: Global capacity responsible delivery.

CORPORATE MEMBERS EPSOM COLLEGE MALAYSIA SDN BHD

REDHILL

Epsom College in Malaysia is a top international boarding school, and sister school to Epsom College UK. Our private 50-acre campus is located a 15-minute drive from KL International Airport and is resplendent with world-class sports facilities.

Students learn the English National Curriculum and prepare for IGCSE and A-Levels, but leave the school fluent in English and Mandarin and as independent young adults. Spectacular academic results arise with 73% obtaining A* or A grades at IGCSE and A-level and are admitted to top global universities such as Cambridge, Stanford, Imperial and the LSE.

Redhill is a responsive, agile and full-service PR and communications firm.

Representative Member: Mark Lankester

Headquartered in Singapore and embedded in Southeast Asia, with a reach that extends to Northern Asia, Europe, and the Middle East, our close-knit, multinational team works to support our clients across the globe.

Driven by a team of passionate communications specialists and public relations consultants, we craft campaigns that impact a brand’s positioning and market share. We provide strategic counsel for public relations, digital narratives, crisis management, internal communications, and branding across many industries and sectors.

Representative Member: Tavy Cussinel MCIPR

WELCOMING NEW MEMBERS

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WELCOMING NEW MEMBERS

CORPORATE STARTUP MEMBERS UNHCR UNHCR, the UN refugee agency, is a global humanitarian organisation that offers allround direct support to refugees and displaced people.There are currently more that 82.4 million people around the world, of whom 80% are women and children. When families run away from their homes due to war or persecution, we provide critical life-saving assistance in the form of shelter, food, healthcare, sanitation, etc. We also remain on the ground with them for as long as they need our protection and support, and provide livelihood training, education and empowerment.

Representative Member: Malik Vickland

BORN MAVERICK FOOD INNOVATION LTD Born Maverick is a highly innovative bio-engineering group which designs and formulates unique futuristic healthy plant-based projects, which are delivered in a caring and sustainable way that is good for the earth and it’s inhabitants. It has partnered with leading research organisations to bring sustainable food, health and ethics under one roof.

Representative Member: Azhar Murtuza

CORPORATE PLUS MEMBER CHARTERED MANAGEMENT INSTITUTE (CMI)

EAGLE GENOMICS

The Chartered Management Institute (CMI) is the Chartered Body for Management and Leadership. For over 70 years, we have worked with business and education to inspire people to unleash their potential, and become skilled, confident and successful managers and leaders.

Eagle Genomics is accelerating the generative economy through the digital reinvention of science.

Backed by a unique Royal Charter, CMI is the only organisation authorised to award Chartered Manager status – the ultimate management accolade, and Chartered Management Consultant status which sets and maintains the highest standards for the management consulting profession.

Representative Member: Woon Teck Tay

Eagle Genomics’ network life sciences platform, the e[datascientist], creates a trusted data fabric for life science research to support the entire innovation workflow, from hypothesis through insight to microbiome-based product claims. It empowers scientists to exploit constellations of data, from multi-omics to realworld data, placing it in context to formulate, select and test the most promising hypotheses reliably and repeatably Representative Member: Neerupma Bhardwaj

CORPORATE SME MEMBERS SBI DIGITAL MARKETS PTE LTD

LETTUS GROW LTD

SBI Digital Markets Pte Ltd (SBIDM) is a Singapore based subsidiary of SBI Digital Asset Holdings (SBIDAH), a trusted digital asset solutions provider to institutional clients.

LettUs Grow are experts in the design and implmentation of aeroponic irrigation systems and farm control software within vertical farms and glasshouses. Their first products, the DROP & GROW aeroponic container farm and Ostara farm software, are leading within the UK market.

SBIDM will help to shape the digital asset ecosystem and contribute towards making Singapore one of the world's leading digital asset hubs.

Subject to regulatory approval, SBIDM will offer investment banking solutions, focusing exclusively on digital assets through advisory, issuance, distribution and custody in fixed income, equities, and alternatives.

Representative Member: Jack Farmer

Representative Member: Russel Toop

WELCOMING NEW MEMBERS

WELCOMING NEW MEMBERS

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MULTUS

SIBELIUS NATURAL PRODUCTS

We're developing the key ingredients to enable cultivated meat production to be affordable and scalable.

Oxford University Technology Spin-out Developing Branded Scientifically Evidenced and Clinically Validated Natural Ingredients for Health

The current meat production is unsustainable, and the demand for meat is only growing. But one of the key challenges preventing the cell-based meat (a.k.a cultivated meat) industry from commercialising is the expensive nutrients required to grow cells that take up > 80% of production costs and are currently sourced from fetal bovine blood.

Representative Member: Peter Leyland

Our growth media uses specialised ingredients and optimised formulation to allow cultivated meat companies to sell their product affordably and profitably.

Representative Member: Reka Tron

NEITIV LTD The Chartered Management Institute (CMI) is the Chartered Body for Management and Leadership. For over 70 years, we have worked with business and education to inspire people to unleash their potential, and become skilled, confident and successful managers and leaders.

Backed by a unique Royal Charter, CMI is the only organisation authorised to award Chartered Manager status – the ultimate management accolade, and Chartered Management Consultant status which sets and maintains the highest standards for the management consulting profession.

OVERSEAS CORPORATE MEMBERS PROGRESS ASIA CONSULTING CO., LTD. Progress Asia Consulting creates intelligent strategy for businesses to better work with governments in Asia. We also help government agencies cooperate more successfully with the private sector. We offer a wide range of research and strategic services that cover everything from political and economic analysis to strategic philanthropy and hands-on business development plus much more.

Representative Member: Felix Haas

Representative Member: Nakkeeran VetriKo

UPGRAD TECH PTE. LTD. upGrad is a pioneer in the online education revolution, focused on powering career success for a global workforce of over 1.3 billion. It is one of the few Integrated Life Long Learning Tech Companies in the world - spanning the college learner to the working professional and across Undergrad courses, Campus & Job Linked Programs, Studying Abroad, short form to executive programs to Degrees, Masters and Doctoral with a learner base of over 2 million across 50 countries and over 300 Univ partners & a robust enterprise business with a client base of 1000 companies worldwide.

Representative Member: Marveric Goh

MEMBERSHIP OF THE BRITISH CHAMBER OF COMMERCE SINGAPORE The Chamber offers membership types to suit companies at all stages of your business growth journey.

For those looking to investigate the market opportunities and retain connections with the British business community in Singapore while based overseas, we offer an Overseas Corporate membership and additional support options from our Trade Services team.

Small businesses benefit from our Corporate SME membership option, as you look to build brand awareness and a network of connections.

Larger companies may opt for a Corporate, Corporate Plus or Sterling membership type depending on the level of engagement and number of employees you intend to embed within the Chamber. Sterling members also receive exclusive benefits and brand awareness not available to other membership types.

We'd love to hear your business story, your goals and your plans for growth, and we're certain we can help to play a part.

Reach out to us via the enquiry form on our website at www.britcham.org.sg/how-can-the-chamber-help-me.

RECENT WEBINARS

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Recent Webinars

Discover more webinars at britcham.org.sg/webinars

02 Nov 2021: Legacy Giving in Singapore

Series Partner:

In this session, with Prudential Singapore, we explore philanthropy's role in wealth planning and preservation.

Recent Webinars

Discover more webinars at britcham.org.sg/webinars

18 Nov 2021: BritCham Presents with Crown Relocations - How Global Mobility Promotes Fair & Diverse Talent Management

Event Partner:

A look at 5 trends that global mobility and immigration experts are working towards.

09 Nov 2021: The World of Formula One ft. Paula Malai Ali, Alex Yoong & Matthew Marsh

07 Dec 2021: BritCham Presents: Brexit. Where are we now?

In this session, hear from HFW's Anthony Woolich and Nicola Gare for an overview of the UK's trading relationships and legal landscape after Brexit.

In this session, BritCham Singapore is excited to bring you an exclusive one on one chat with FOX Sports Asia's F1 Presenters Paula Malai Ali, Alex Yoong & Matthew Marsh!

10 Nov 2021: The UK as an ASEAN Dialogue Partner ft. H.E. Kara Owen and H.E. Jon Lambe, Ambassador, UK Mission to ASEAN

20 Jan 2022: BritCham Presents: Year Ahead 2022

In this session, the question of how to generate taxefficient incomes in the UK has become more apposite in light of the recent announcement of a rise in dividend tax rates from 6th April 2022. Martin and Anil will also discuss how the Budget impacts those looking to relocate to the UK either for work or for retirement.

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In this session, the speakers will be explaining the main drivers of potential market moves and how markets might react to key events to help attendees navigate the markets over the next 12 months.

In this session, the UK officially became a Dialogue Partner of the Association of Southeast Asian Nations (ASEAN) on 5 August 2021, leading to closer cooperation between the UK and the region on a range of issues such as trade, investment, climate change, the environment, science and technology.

15 Nov 2021: UK Outlook: UK Autumn Budget

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08 Feb 2022: Creating a Culture of Learning within your Organisation In this session, learn how to set up Masterclasses, Knowledge Cafes and Digital Labs to facilitate peer to peer learning, coaching and collaboration between staff. Build and sustain action learning groups to develop a learning culture in your organisation.

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IN FOCUS INTERVIEW: JAMES PUDDLE, CEO & FOUNDER, ONE GLOBAL GROUP

In Focus:

James Puddle, CEO & Founder, One Global Group Interview by Lucy Haydon A leader in the residential property and investment sector for over 15 years, James founded the One Global Group in Singapore after identifying a gap in the market for a boutique real estate agency specialising in International project marketing.

31 Thanks for sharing your story with us today.

Let’s start with some background – how did the company start, and what led you to Singapore?

Before moving out here in early 2017, my career was in the UK and London real estate market, where I worked for some of the bigger corporates.

For a decade, my job involved travelling out to Asia and the Middle East to build a network of partners to sell our UK residential products. As I was travelling back and forth, I saw an opportunity. We were raising our children in the UK, and after Brexit, we decided to bite the bullet and move out here to set up One Global.

Whilst I was back and forth looking at exactly how I was going to do that, the Singapore real estate market was very regulated, so I needed to find the right person to partner up with who had the real estate license and experience. Through mutual connections, I was introduced to a partner who met those needs for the local market, and we spent time discussing and building trust in my vision. We wanted to create a business where we could sell UK real estate into Asian markets and use Singapore as a place to start from.

I quit my comfortable job in London, moved the family out here, and it’s been quite a journey. I came looking to build a team and brought in people I knew who were working for the big players, and who bought into the vision of doing something more boutique. We were looking to do something a bit different and have a bit more of a flexible structure, and that's what we've become known for. In the first 12 months, we became the go-to agency to sell UK residential developments into the Singapore market during what was quite a challenging time, and then it snowballed from there. We’ve since built a team of 20+ people in Singapore and under the group globally we now have over 50 staff.

How are your existing products and services adapted to consumers in this region? Do you see different kinds of interests at a country level?

There are nuances and differences, but the underlying theme is the same. We position ourselves as selling a UK product with that quality pedigree and undertake due diligence to ensure we provide consumers with excellent quality products. We have been strategic about our partners; for example, here in Singapore, we share an office with another company that provides ancillary services that complement our services. We do that in Hong Kong as well. This allows us to focus on our core business, with partnerships to help with the financing, mortgages and ancillary support. Having everything under one roof isn’t necessarily best for the customer if the expertise in each area isn’t there.

This is why we’ve chosen to partner with experts for our business model, with each focusing on their core products.

We have a partnership in place with St. James’s Place Wealth Management, allowing us to expand further and create our One Global Expat service to specifically service expatriate property investment needs. It’s another point of differentiation for us that we have local teams that service local buyers, and an expat team to service expat requirements.

What are your expansion plans?

Before the pandemic, we decided to open an office in Hong Kong and opened a small office in Malaysia, but then, of course, the pandemic became very challenging. Hong Kong started to take off around the middle of last year, and we’ve since doubled the size of the team. We’ve been able to expand into the Middle East and Africa and have more than doubled the size of the business since January last year.

What would you say you have learned from your experiences over the last few years, which could be valuable advice to companies considering this market? What would you do differently?

The biggest thing is not to underestimate the value of trust and creating connections with the local network for talent and potential partnerships.

Trusting in your people ultimately will work. That's undoubtedly what's enabled us to grow quite

IN FOCUS INTERVIEW

IN FOCUS INTERVIEW

33

Putting Research at the Heart of your Future Strategy

Third.i's Graphite Square, located in Zone 1, London. Officially launched on February 26th 2022

quickly; we've been fortunate in terms of the people that we've found and brought into the business.

As businesses seek to understand and respond to changes in consumer behaviour brought about by the pandemic, market research is more important than ever before. Putting data, insight, and the voice of the customer at the heart of a business will be vital for future growth in an uncertain world.

In the past 18 months, when we couldn’t travel as much, we’ve focused our time on strengthening the foundations of the business, putting the different departments in place and aligning the company’s verticals. We have just rebranded from One Global Property Services to One Global Group.

Coming from a corporate background and now having my business, I enjoy the agility of making decisions quite quickly if we see an opportunity in the market.

What’s next for the company?

We’ll shortly be launching a commercial and auctions team in Singapore and growing the private office team.

And then we're going to be setting up appropriate offices in London and elsewhere in the UK; it feels like the right time to do so after five years or so of business.

Now we've started to build the local business here in Singapore; we’ve got some exciting stuff going on this year, including setting up a commercial team and setting up a private office team that focuses on high net worth and joint venture projects. We set up both a PropTech and a research team, and, at the end of last year, an Australian team to focus on the appetite for Asia from that location.

Our specialist focus is still the UK, followed closely by Australia.

We have an ample event presentation space that we haven't been able to use now for two years and are looking forward to returning to this, mixed with virtual presentations.

Philip Steggals, Head of Global Research, Kadence International

Click on the image above to download the One Global Group Corporate Brochure

ABOUT THE COMPANY As our name suggests, at One Global Group, our aim is to be an international ‘one-stop-shop’ for all property needs. However, we offer a lot more than just the convenience of a wealth of services under one roof.

The real advantage of our business is our commitment to service. As well as providing a boutique individualised approach on a global scale, we’re committed to demystifying property investment to ensure complete transparency. Our technological innovations, such as the One Global Connect™ system, provide total visibility of the purchasing process 24/7. While our Data Hub gives investors an unrivalled level of confidence in their investments by providing real-time insights into local markets. Find out more at www.ogpsglobal.com.

With local expertise, we deliver global possibilities. Our far-reaching network enables us to provide access to the world’s finest properties, which when coupled with innovative PropTech solutions, maximises our clients' investment returns. Stay up to date with our latest news and opportunities at https://www.linkedin.com/company/ogpsglobal or email us at enquirySG@ogpsglobal. com.

Marketers and insight professionals have always had access to data – but ‘gut instinct’ and ‘our way of working’ can get in the way of a data driven strategy.

However, research can provide a “wide-angle lens” on a market and, if patterns are identified can unlock new ideas and greater confidence to take action.

Understanding the broader context of a market enables companies to: • Gain insights into how customers use their products or services • Differentiate their offerings from competitors • Lay the groundwork for successful product upgrades or launches • Identify new opportunities for growth These insights can set the tone and messaging for a brand’s marketing efforts both now and into

an uncertain future. The framework below outlines 5 key steps for how to start (or improve) the process of your company adopting data driven decisions making.

AUDIT – Review and maximise your existing data Many businesses are sitting on a treasure trove of data. Look back at the work your organisation has done to date, identify the gaps, and use this to sharpen the focus of your next project.

Conduct a strategic review of the research you have commissioned to date or the customer analysis that is sitting in your business intelligence tools. This, combined with ideation workshops, can bring new opportunities to light and align your team around an action plan to realise them.

ALIGN – Ensure that as a team you have identified the objectives that matter most right now Before embarking on any new strategic directions, take a step back and consider what’s critical for your organisation to under-

SPECIAL FEATURE: KADENCE INTERNATIONAL

stand right now versus what’s nice to have. This may sound like an obvious starting point but too many businesses can get lost in “norms” which whilst reassuring, does not provide strategically important, insightful data.

One way of thinking about this is to consider what change you’re looking to affect in your organisation. Have you got any data that shows that this is a suitable direction? If not, focus on the projects and data points required that will really make a difference and consider deferring anything that falls outside of this.

Stakeholder engagement can provide useful input here. By speaking to senior stakeholders up front, you can build a rich understanding of the challenges

PUTTING RESEARCH AT THE HEART OF YOUR FUTURE STRATEGY

that need to be faced. These sessions also help to generate interest and engagement in any data related projects so by the time more data arrives your colleagues are already bought in and ready to take action.

CRAFT – Embrace an agile approach to research Right now, brands are having to adapt to fast changing consumer behaviours and expectations. In this context, it’s worth rethinking how and when you approach research. Little and often is a good mantra to adopt at this time. This approach can create real value for organisations, as it allows you to test, learn and iterate as you go, capitalising on emerging trends and insights that you can use to steer your organisation in the right direction.

EXECUTE - Understand what work you can take in-house without comprising on quality and which projects are best left to specialist agency partners As budget cuts hit, more and more companies are taking research projects in-house. Before doing this, it’s vital to consider the skillsets of both your internal team and your agencies to understand how to best allocate the work.

Conducting the fieldwork yourself, designing the research tools or undertaking the analysis on the data collected can all be really effective ways of reducing the cost of research but there’s obviously a tradeoff involved. You’ll need to spend more time in the weeds of a project, and you’ll forego the experience and expertise of an external partner.

SOCIALISE – Empower your teams to take action Whilst you might have collected great data - how can you make the most of the research you are investing in, ensuring that it lives on, permeates throughout the business and inspires action in your stakeholders?

Make data points and summaries easy to understand through videos or infographics and sharing these with multiple departments to ensure that insight is put at the heart of decision-making, resulting in better products, services and marketing campaigns.

Another important tool to consider is workshop.

These are an invaluable way of bringing your team together to plan next steps, ensuring the insights go on to create change and deliver growth for your business In 2022, brands are encouraged to take a fresh look at their mission and values and how these are communicated to a target audience. Monitoring social media conversations around these values can illuminate the process of refining a company’s mission statement. It’s also an excellent opportunity to look into making a fresh commitment to support the causes and initiatives that a brand’s audience considers most valuable in their own lives.

Market research & data analytics support the need for brands to maintain agility in an ever-shifting marketplace. Customer needs never remain static. If a brand meets current needs—and, better yet, anticipates future customer needs—its place in the global market will be stronger and more durable than that of its competitors.

ABOUT THE AUTHOR

ABOUT THE COMPANY

Philip is a research professional with 15 years’ experience having worked in Europe and Asia. Currently he heads up the regional Asian hub for Kadence. Equally experienced with quantitative and qualitative research methods, he has worked with some of the biggest brands in the world, on some of their toughest and most strategic questions. Philip has spoken at multiple conferences, was instrumental in Kadence winning Agency of the Year in 2020 and 2021 & has co-authored a book on the effective use of workshops in business.

Kadence International is an award winning, global market research agency. With offices spanning Asia, Europe and the US, we combine the international reach of a large research company with the agility and personalised service of a small boutique. Kadence has a focus on Consumer research but maintains a heritage of working across a variety of B2B industries. From market landscaping and entry strategies, NPD and customer loyalty and equity – Kadence are passionate about uncovering new trends and raising the impact of research in the region. Find out more at https://kadence. com.

PUTTING RESEARCH AT THE HEART OF YOUR FUTURE STRATEGY

The Future of Work is all About Trust Don Rapley

Hybrid working is here to stay and we have had to rapidly adapt to the challenges of the pandemic in ways

now starting to meet and collaborate in person again -

thought that the slow-moving trend towards working from home could be adopted practically overnight across the globe?

the regular meetings and social gatherings across the region that were customary for many.

This shift has put enormous pressure on the companies I collaborate with to adapt to the changing needs of their people and evolve their organisational culture.

The transition has been complex, and is still underway - whilst technology has enabled virtual meetings and remote collaboration to become the norm, it has also put a huge strain on teams who often struggle to reconcile work and personal commitments. The boundaries have been blurred, and, as many have pointed out, the realities of “working from home” are often more So how have leaders and people managers adapted their leadership style to contend with these new things we know are worth investing in to future-proof your organisation:

Building trust by fostering a culture of listening and curiosity build relationships in a virtual world. Teams are only

This means leaders having to double down on getting to know each other and every team member virtually, and ensure they nurture that sense of belonging.

Employees need to understand the broader mission of the organisation, and have a strong sense of purpose.

Leaders must create an environment of psychological safety where employees feel they have a voice and are The onus is on leaders to create opportunities for these conversations to happen, so they can interact with their teams on a deeper level. How are they doHow can I help? Not only do they need to be genuinely curious, but they also must be totally present and undistracted, listening more than they talk to gain the trust and respect of their employees (not easy when having a conversation behind your screen).

Building trust in teams is critical so people feel safe, respected, engaged and empowered to do their best leadership.

37 ees to problem solve Daniel Goleman pioneered the concept of emotional intelligence and suggests that of the Six Leadership Styles, coaching is the one which has the most positive impact on performance, culture and the bottom line. Surprisingly, it is still the leadership style we complex itation!) which requires serious, long-term commitment.

Michael Bungay Stanier, author of “The Coaching Habit”, one of the best books ever written on the topic, describes how the magic of leadership can be found in daily conversations. Based on a few very powerful open questions, these conversations leave space for people to think for themselves – they are empowered to innovate and problem solve, rather than simply Developing coaching skills, especially in remote conversations, has always been a fundamental building know how transformational these coaching conversations are – these have become all the more critical in the post pandemic era.

The coaching mindset is a belief that everyone has ideas that matter, but leaders need to take a step back and enable their teams to do the searching. they might not have all the answers and that some-

safe, supportive, and encouraging environment which allows for experimentation and innovation.

Adapting face to face norms in the virtual world I recently coached a leader of an MNC, on the complexities of managing time and priorities across time zones and cultures. I heard the familiar tales of exhausting, and at times pointless, back-to-back virtual meetings lasting all day and well in to the night. to address this, many seem to be stuck in a vicious al and physical resilience.

By forcing themselves to ask three simple questions of the organiser of every one of their meetings, the teams I worked with transformed their working culture: • come? (sharing information, aligning on a decision • •

what are the discussion points (never go into a meeting without an agenda) based on these two points, do I need to be there? (virtual meetings cannot be a replacement for being in “cc” of an email!)

Not only were the number of meetings people attended greatly reduced, but the team radically improved their meeting discipline by ‘starting with the end in interaction.

mode), is not helping their team members grow! uals to achieve greater professional success – in turn, this upward spiral has a hugely positive impact on engagement and trust within teams.

The leaders of the future provide their people with

there is a sense of purpose and alignment from leaders and their teams to change, it will happen. building trust, empowering people to experiment and problem solve, and leading by example is a great place to start.

ABOUT THE AUTHOR

ABOUT THE COMPANY

Don is an experienced business leader who has worked for over 40 years as a senior leader, executive coach and leadership development specialist. He has a broad perspective of business challenges in international environments, having worked in 6 continents and 30 countries across Asia, Europe, the Americas, Middle East, Africa and Australasia. Don comes ty. He has lived in the UK, France, Belgium and in Singapore since starting his business here in 2013.

TYC Transform Your Conversations is a boutique training company based in Singapore which develops leaders to transform their conversations and drive business performance. Through their Leadership Conversation and other programmes, TYC delivers in person and virtual training and coaching to help leaders and their teams to have more inspiring and engaging conversations, improve their collaboration and energise their daily interactions. Find out more at www. conversations.com.sg.

VIN-DEMIC: HOW WINE WENT ONLINE

39 Soon enough, wine was connecting people all ar ound the world in virtual form. And what felt like a novelty at first soon became a serious business model.

Pouring out profits In London, 67 Pall Mall was one of the first to offer a comprehensive programme of online tastings during the lockdown. With 5,000 bottles on the wine list and the capital’s largest team of sommeliers, it wasn’t long before five or six tastings were being run every day, with sample bottles prepared in house and delivered across Europe in bespoke packaging.

Vin-demic: How Wine went Online The wine industry is built on socialising – how did it not only survive but thrive during the lockdown?

With a fixed cash margin applied to each pack, regardless of the cost price, the Club was able to offer some of the world’s finest wines at great value prices. The tastings were streamed live online, hosted by acclaimed experts and winemakers from all corners of the vine-growing world, with the Singapore team covering an entirely different time zone.

an entire community – the ultimate experience for the devoted wine drinker.

Here in Singapore, the new flagship Club of 67 Pall Mall is opening in the Penthouse of Shaw Centre in February. Originally slated to open in October 2020, construction was suspended throughout Covid and as anticipation grew, memberships continued to sell and are now reaching capacity. Over in London, the original Club – which opened in 2015 – retained consistent membership numbers, despite the premises being closed for much of the year. This is a testament to the dedication that wine inspires among its devotees.

Around the world, pandemic measures continue to restrict travel and social gatherings – yet the appreciation of wine, in all its glorious diversity, has found a way to bring people together, whether online or in person.

Just don’t forget your hand sanitiser.

Many other companies around the world were following suit, of course, as it became apparent that wine webinars offered a vital source of revenue while restaurants and bars remained closed. Zoom was an affordable and efficient platform through which to deliver the content, and the thirsty public soon became accustomed to clinking their wine glass against a laptop screen.

Uncorking new platforms

Richard Hemming MW Head of Wine, Asia 67 Pall Mall Singapore

Two types of alcohol experienced high demand throughout the pandemic - both of which are lifesavers, in their own way. The first was hand sanitiser, the second was wine.

For millions of people around the world, a glass of wine became one of the few remaining pleasures in a year of lockdowns and interminable virtual meetings.

You could even have a sneaky glass off-camera during those late afternoon calls. In fact, that’s practically mandatory in my industry.

As the resident Master of Wine at 67 Pall Mall Singapore, I’ve seen first-hand how the world of wine kept its glass half-full during the COVID-19 era. While there

have been many hardships, there have also been many opportunities – several of which are taking wine into a new era.

Fine wine online Until 2020, wine’s natural habitat was at the table, surrounded by groups of people. Sharing a glass via remote connections seemed completely abnormal.

Yet within weeks of the first lockdowns, wine tastings became a fixture of our new online realities.

A key innovation was the provision of tasting packs: individual servings of wine, usually a tasting sample of around 50 ml, that could be reliably shipped long distances. Wine lovers were now able to taste several different wines from the comfort of their own homes, with a video feed coming directly from the winemaker.

Ensuring the quality of these wine samples, especially at scale, required specialist techniques. Argon is used to protect the wine from oxidation - it’s an inert gas that is heavier than air, so it forms a protective layer on the surface of the liquid. Insulated packaging helps to mitigate extremes of temperature in transit.

However, it wasn’t long before virtual event fatigue started setting in. With everyone offering essentially the same format of webinar, and with occasionally glitchy audio and video performance, there was a golden opportunity to upgrade the experience. For us, this led to the creation of the world’s first wine TV channel in 4K resolution. With studios in London, Singapore and more planned around the world, the ambition was to create a comprehensive programme of wine content, available to stream for free.

This opens up three revenue streams: wine kit sales, advertisements and memberships. The wine kits are key, allowing wine lovers to taste wines as they watch, either live or on-demand. For many advertisers, engaged wine drinkers are the perfect demographic for their brands. And memberships are a fundamental part of how clubs operate.

Joining wine lovers together Paying a regular fee for goods and services has become routine in today’s subscription economy. Wine lovers can subscribe to dozens of websites offering news and reviews, retailers offer regular deliveries of mixed cases at various monthly prices, and Clubs offer

ABOUT THE AUTHOR Writer, educator, Master of Wine and occasional pianist, Richard has worked in wine since 2001, first in London and since 2019 in Singapore. He is one of fewer than 500 Masters of Wine worldwide and is currently Head of Wine, Asia at 67 Pall Mall Singapore, the private Club for wine lovers. Richard also writes regularly for JancisRobinson.com, as well as judging, presenting, tweeting, and sometimes singing about all things vinous.

ABOUT THE COMPANY 67 Pall Mall is a private Members’ Club for wine lovers, by wine lovers. Founded in London in 2015, the Singapore branch opens in February 2022, occupying the entire Penthouse of the Shaw Centre. Serving 5,000 wines by the bottle and 1,000 by the glass, plus a wine-friendly menu all day, the Club is the ultimate destination for all wine lovers. Find out more at 67pallmall.sg.

VIN-DEMIC: HOW WINE WENT ONLINE

COMMITTEE CONTENT: THE NET-ZERO COP: COP26 - TRADE OPPORTUNITIES ON THE JOURNEY TO DECARBONISING ASEAN

The Net-Zero COP: COP26 - Trade Opportunities on the Journey to Decarbonising ASEAN

In this article, the BritCham Energy & Utilities committee summarise the outcomes of our official Singapore International Energy Week 2021 (SIEW) event.

41

Tim Rockell

Managing Director & Founder, EnergyStrat Asia, Consultant for KPMG, and Chair, BritCham Energy & Utilities Committee

Mark Florance

Investment Committee, Climate Investor One, and Co-Chair, BritCham Energy & Utilities and Sustainability Committees

Keynotes and panels were convened around the following: • Policy development and diplomacy • Asia’s role in the energy transition and scaling up of sustainable infrastructure • Developing a hydrogen economy alongside carbon, capture, utilisation, and storage • Finance and risk revolution • Bringing it all together, summary and collaboration

Keynote: Simon Wilde, OFGEM; Tim Rockell, British Chamber of Commerce; Tom Moody, British High Commission

Panel 3: Ben Arnott, Société Générale; Nick Dingemans, Penningtons Manches Cooper; Kaho Yu, Verisk Maplecroft; Dominic Gregory, Bryan Cave Leighton Paisner; Alison Young Connected Places Catapult

Panel 4: Mark Florance, Climate Investor One; Allard Nooy, InfraCo Asia Development; Tom Moody, British High Commission; Tim Rockell, British Chamber of Commerce; Peter Godfrey, Energy Institute; Nick Dingemans, Pennington Manches Cooper Panel 1: Allard Nooy, InfraCo Asia Development; Nikki Kemp, Sustainable Development Investment Partnership, World Economic Forum; Paul Jordan, Energy Catapult; Prannoy Chowdhury, The Carbon Trust

We partnered with the UK’s Catapult Network throughout the panels. The Catapults, formed under Innovate UK, bring together the public and private sector to accelerate business growth and stimulate markets. These physical centres bring together nine leading technology and innovation centres in 40 locations across the UK. Our panels were joined by leaders from the Energy, Connected Places and High-Value Manufacturing Catapults.

Two keynotes set the scene on the challenges and opportunities in ASEAN from the Regional Director

Click on the image above to watch the event moderators discussing the event outcomes Panel 2: Thomas Briault, Arup; Henry Tse, Connected Places Catapult; Michael Jenner, Sembcorp UK; Gareth Williams, High Value Manufacturing Catapult

CEO, InfraCo Asia Development and Co-Chair, BritCham Energy & Utilities Committee

Southeast Asia, Climate and Energy at the British High Commission in Singapore and the lessons learnt – what might apply to the region and lessons from the UK experience, including what may or may not work in the region - from the Director, Analysis and Assurance at the UK energy regulator OFGEM. The first panel covered Asia’s role in the Energy Transition and Scaling up investments in Southeast Asia’s Sustainable infrastructure and covered the policy development decisions needed to create efficient energy systems. Covering several energy transition focused technologies, the panel sought policy examples applicable to this region. The conversation followed both the supply driven proposition, to examining the problem from the demand side; managing demand in a disaggregated way, to reduce waste and use smart technology.

With 18 panellists from the public and private sector, convened by BritCham Singapore’s Energy & Utilities (E&U) Business Committee, this bumper session dived into the commercial and trade opportunities on a journey to decarbonising ASEAN. BritCham is delighted to have partnered with SIEW to arrange this knowledge sharing session.

Four sessions, over two hours, covered net zero policy development and innovation, technology and systems development, finance, and collaboration with the United Kingdom. Our E&U committee focussed its 2021 events calendar on global insights, best practices, learnings, and outcomes from UK-based testbeds, and building business models to enable the energy transition to be financed. This SIEW ThinkTank Roundtable brought it all together.

Allard Nooy

Panel two unpicked the emerging hydrogen economy in the region alongside carbon capture, utilisation, and storage. With Singapore’s hydrogen study and the UK’s hydrogen roadmap now published the panel focussed on the realities including technology integration including into the transportation sector, and the collaboration needed to establish a carbon services hub in Singapore.

Panel three was on finance and risk and the revolution required in the investment and finance community to realign to support regional economies in the transition goals. The panel examined the vital aid, community support and development finance post-COVID and the rapid growth in green and sustainability-linked products and investment criteria amin financial institutions.

The concluding session helped bring together key insights from all the sessions together with the moderators. In this ThinkTank and throughout the year the BritCham E&U committee has included policy development, technology, and finance aspects of energy transition as part of its events to apply a techno-economic and commercial lens that is not often included in studies and activities. This summarising panel also looked ahead to post-COP26 and what can be done to spur energy transition development in ASEAN and in collaboration with the UK. BritCham would like to extend its thanks to all the speakers and panellists, and our friends at the Energy Market Authority and the Singapore International Energy Week team for their constant support and encouragement for this ThinkTank Roundtable session.

COMMITTEE CONTENT: TRACKING DIGITAL TRANSFORMATION DIFFERENTLY

43

Tracking Digital Transformation Differently In this article, the ICT Committee pose an important question: your business is transforming – why is tracking that change not changing?

It is hard to find an organisation now who is not already incorporating a transformation strategy into their business planning or aware of the need to do so.

One cannot avoid hearing about the impact that digital advancements such as machine learning, IoT, artificial intelligence, mobile and cloud platforms will bring to a business.

With an economic outlook that will see the Asia -Pacific region remain the world’s fastest growing major region, contributing more than two-thirds to global growth- we are seeing businesses of all sizes and sectors realise the need to adopt technology and digital innovation to ride the economic boom.

One of the common features of a digital transformation strategy is often a large scale, well thought out and articulate program. This program will speak your corporate language and more than often than not, becomes a regular meeting agenda item where progress is tracked by what’s been ticked off the program execution list and ‘finished’ tasks or products are showcased.

Whilst necessary to manage the ‘to-dos’, it is important to understand and challenge whether the completion truly has bought about a transformation shift. One of the most common pitfalls that organisations do to demonstrate success and progress, is to use the same tried and tested reporting and feedback loops methodologies. Traditional project management approaches are often used; such as tracking lagging and leading indicators, post product launch surveys, benchmarking against past data and so forth. All these methods tends to take a ‘snapshot’ of time rather than a progressive view of the pace and rate of change.

Leaders and managers must start embracing a certain level of ambiguity when tracking what success looks like during the change phase. The importance of taking an iterative approach when reviewing progress is key, as change often takes a long time to reach a stage before it become business as usual. Therefore, taking a snapshot view doesn’t always tell the whole

Penny Murphy Global Director, Workstyle Transformation, Arcadis and Co-Chair, BritCham ICT Committee

ABOUT THE AUTHOR Penny is the Global Director for Workstyle transformation program at Arcadis, leading full change management globally across multidisciplinary workstreams for a positive client and employee experience. With over 15 years of experience in strategy, digital transformation and product management- in 2020 she was awarded 'Digital Transformation, Female Leader of the Year'. Penny is a certified Scrum Master, Product Owner, Design Thinking facilitator, PROSCi Practitioner and Co-Chair for the chamber’s ICT Committee.

benefits. Whether your organisation is adopting a new system, launching a new product or automating a process- tracking full benefits can only be managed and achieved with some form of iterative process or repeated cycle.

Interestingly, for many businesses the concept of iterative is not new and is used regularly by development teams through SCRUM, Kanban etc. But strangely enough this iterative lens seems to rarely be adopted at management level to track progress and provide a holistic view.

One additional benefit from adopting a more agile way of tracking and managing success is that risks, opportunities and optimisation come to light quicker amongst the decision makers and owners.

Organisations who adopt the principles of agile (scrum and sprints) into the way they report back to stakeholders create a regular feedback loop and establish a communication pathway for non-technical colleagues to understand how this particular product, software etc is actually going to impact and benefit the organisation. This understanding then allows them to then consider and communicate the impact relevant to their teams which all leads to a transformative culture and ownership from the top.

Measuring success is vital for any business to manage performance and motivate others. My favourite quote when explaining the importance of why track change is ‘what you measure- gets done’.

There are many new ways that a business can explore how to track digital transformation, for me I have seen success in tracking three indicators repeatedly over the period of launching change. These are; Speed of adoption (how quickly), Rate of utilization (how many) and Proficiency and adaptability (how well). All these allows a focus to better understand on a repeated basis how people, processes and technology are responding.

COMMITTEE CONTENT: TRACKING DIGITAL TRANSFORMATION DIFFERENTLY

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