French Chamber in GB INFO magazine on Defence& Security

I N F O the magazine for anglo-french business french chamber of commerce in great britain

march / april 2014 www.ccfgb.co.uk

DEFENCE & SECURITY

Reflections on the UK-France Summit – HE Mr Bernard Emié, French Ambassador to the UK

FRoM ScRAtcH to SUccESS: the business stories of Arnaud Vaissié and Nathalie Gaveau

5 minutes with... Kenneth Ramirez, Managing Director, Renault UK

Patrice de Viviès on Total’s investment in UK shale gas exploration

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- info - march / april

Arnaud Bamberger

editorial

President, French Chamber of Commerce in Great Britain, and Executive Chairman of Cartier

F

ranco-British relations have made headlines since the start of 2014 and not always for the right reasons: critical articles in the British press have led, in the view of many French people, to an open season on ‘French bashing’. Much was also made in the press of differences over European Union reform at the Anglo-French Summit on 31 January, rather than the impetus for further collaboration in defence and nuclear power projects.

But all this should not be allowed to overshadow what is, on the whole, a positive and cooperative relationship between our two countries, exemplified in many ways by the Franco-British Defence & Security Cooperation Treaty, which is under scrutiny in this issue of INFO, three years on from its signing at Lancaster House in 2010. Timed to coincide with the Franco-British Council’s fourth Defence Conference, the focus on Defence & Security takes both political and industry perspectives on bilateral partnerships in this area, looking back on what has happened and forward on what is still to be done.

We are grateful to Claire Chick, Head of Defence at the Franco-British Council for her involvement and input.

We at the Chamber are seeking positive ways to develop our bilateral business relations, one of which will be the first ever Franco-British Business Forum (FBBF) on 28 November this year. Focused on selected sectors of activity, the FBBF will provide a platform for directors and decision makers of around 100 French and British mid-sized and blue chip companies, as well as start-ups, to meet for topical roundtable discussions as well as tailored B-to-B meetings with potential clients, partners or suppliers, selected by means of a professional matchmaking software. The format will also include an ‘expert village’, where accountants, lawyers, banks, real estate experts, transporters, marketing service providers and public institutions will be able to provide practical advice from their own booths. There will be opportunities for companies to be involved in this unprecedented event, from sponsorship and partnership to participating in the expert village and sharing expertise at the roundtables.

In the more immediate future, the Chamber has an amazing line-up of events in March and April, among them the Cross-Cultural Debate at the Residence between Sir Ian Cheshire, Group Chief Executive of Kingfisher Plc and Nicolas Petrovic, CEO of Eurostar International; the ‘Women, Inspiration and Leadership’ interactive debate between Dame Helen Alexander, former President of the CBI and Laurence Parisot, former president of MEDEF; an HSBC-sponsored Business Club Cocktail on the theme of property purchasing in both the UK and France; and close to my heart, our first ever Luxury Dinner at Claridge’s at which Nicholas Coleridge CBE, President of Condé Nast International and Managing Director of Condé Nast in Britain will speak. We are also looking forward to welcoming Lionel Barber, Editor of the Financial Times, as our guest speaker at the Annual Gala Dinner in May. All promise to be evenings of inspiration, discovery and networking of the highest calibre, and I hope to see you there. I

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Contents issue 211 / March - April 2014

10

9

Patrice de Viviès on Total’s UK shale gas exploration

9 A word with Patrice de Viviès on Total’s UK shale gas exploration

5 minutes with...

10 Kenneth Ramirez, Managing Director, Renault UK

News in the City

34

the end of the tunnel Colas Rail signs freight haulage contract with Network Rail

Reflections on the UK-France Summit 2014

Success Story

Regions & Cities

32

Reflections on the UK-France Summit 2014

Declaration on security and defence The Lancaster House treaties: an overview Inter-parliamentary coordination: monitoring treaty implementation

38 The Lancaster House treaties: a practical perspective

15 Airbus Group takes off into 2014 with

39 The Franco-British partnership, a driver for

40 The FBC Annual Defence Conference 41 The Lancaster House treaties: highlights on

joint brand GDF SUEZ partners with Toshiba for UK nuclear programme

16 Brittany Ferries orders giant gas-powered cruise-ferry

17 Expansion plans for SGPB Hambros

AXA & Thales supporting UK flood victims

European defence?

equipment and industry

42 Defence industry perspectives 44 Industrial consolidation and strategic thinking

18 EDF Energy launches new ‘Climate &

46 The UK defence industry – taking a

19 Schools news

47 A400M – bridging the English Channel 48 MBDA, a test case for Anglo-French

Us’ website

SMEs startups

22 SME briefs 25 Profiles

Managing Director: Florence Gomez Editor-in-Chief: Keri Fuller Corporate Communication Executive: Marielle Fraize Graphic Designer: Prima Hevawitharane Advertising & Sales: Suzanne Lycett Publications Assistant: Justine Kroll Subscription: INFO is published every 2 months Printed by: Headley Brothers Ltd

partnership approach to growth

cooperation in defence

49 WATCHKEEPER – supporting the

burgeoning relationships between the UK and French armies

Contributors: The Rt Hon James Arbuthnot MP, Peter Armstrong, Andrew Beckett, John Berriman, Antoine Bouvier, Malcom Carrie, Eric Charriaux, Victor Chavez, Claire Chick, Dave Clemente, Kieran Daly, HE Mr Bernard Emié, Paul Everitt, Dean Gilmore, Avril Jolliffe, Ann Kenrick, Nick Miller, Thibault Lavergne, Mark Phillips, Tony Raper, Catherine Rawlinson, Robert Regan, Claire Reid, Rear Admiral Henri Schricke, Robin Southwell Cover photograph: © Shutterstock/John Gomez Cover artwork: © ccfgb/Prima Hevawitharane

From Scratch to Success

67

Galettes, crowns and glorious food

Culture

30 Northern Ireland: Titanic for technology

Focus

68

50 Cyber security 52 Securing the edges of cyberspace

28 Rustin

34 12 Forward guidance mark 2: back to the future?

35 36 News 37 14 VINCI Construction Grands Projets gets to

5 mins with...

Kenneth Ramirez

53 What’s on: a selection of exhibitions 56 Book reviews

eat, drink, stay

57 Sofitel St James goes low cal!

58 Fouquet’s: legend in the heart of Paris 59 Lalique owner expands his wine empire 60 Cheese and Wine Press

News @ the Chamber

63 New members 65 Hello / Goodbye 66 Hats off to...

61

Chamber shorties

67 Galettes, crowns and glorious food

PAs enjoy an evening at Aubaine

68 From Scratch to Success: Business Stories 71 Say Cheese... and Wine 72 Preventing the harm we cannot see: stress management and well-being at work

73 Building green cities 74 Forthcoming events 76 Forthcoming forums & clubs Distribution: French Chamber members, FrancoBritish decision makers, Business Class lounges of Eurostar, Eurotunnel and Air France in London, Paris and Manchester Editorial and Publishing Office: French Chamber of Commerce in Great Britain Lincoln House, 300 High Holborn London WC1V 7JH Tel: (020) 7092 6600; Fax: (020) 7092 6601 www.ccfgb.co.uk

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A word with Patrice de Viviès on Total’s UK shale gas exploration Total has become the first oil and gas major in the UK to invest in shale gas exploration with the acquisition of a 40% interest in two exploration licences in the Gainsborough Trough area of the East Midlands region of the UK, covering an area of 240 km2. INFO spoke to Patrice de Viviès, Total’s Senior Vice President for Northern Europe, about it

Why has Total decided to invest in shale gas exploration in the UK?

Hydraulic fracturing is controversial – banned in France and opposed by environmental campaigners in the UK. What is Total’s position with regard to safety and environmental concerns?

It is part of Total’s strategy to be involved in the shale gas play worldwide. We are already active in many countries, such as the We bring a guarantee in terms of US, Argentina, Poland, Denmark, environmental responsibilities beAustralia and China, and we view cause this is something Total takes the UK as one of the most promising very seriously. We will ensure that countries in Europe for successful all necessary measures are taken shale gas development. This is not to minimise any environmental only because of the geological impact, and will support the evaluation, but also the context operating company in deploying of government support, the tax best practice. In addition, we have Patrice de Viviès regime, the existing infrastructure put in a lot of R&D into shale gas of gas pipelines in the UK and a generally favourable to reduce the environmental impact, especially in environment. Moreover, we have an historical terms of water and chemical use, and of course, we presence in the UK oil and gas industry. will reinstate all landscapes after the completion of Our entry into the shale gas industry in the UK work as we will do in Shetland where we are currently has generated much comment even though it is a building a gas treatment plant. relatively low investment for Total. This is a sign that it is viewed positively by UK stakeholders. Currently How do you view the future for shale gas in the UK? most of the operators are small companies so Total’s It could take 10 years from exploration to full move emphasises that there is real potential that we development, and we have to be cautious as we are still are prepared to explore and develop, bringing all our in the exploratory phase, but the British geological survey expertise and the necessary guarantees in terms of estimates there may be 1,300 trillion cubic feet of shale gas environment and respect of regulations. present in the north of England. Of course, the challenge will be to turn this gas within underground rocks into What will Total’s role in the project be? reserves. Total has been in the UK for 50 years and will We have agreed that Island Gas Ltd (IGas), one of become the largest oil and gas producer in the country the partners, will be the operator during the initial by 2015, which shows that the UK is important for us. exploration phase with Total taking over operatorship We have a long-term commitment and approach. In the as we move towards development. In terms of timing, long run, we see shale gas development as contributing we will start the first well this year, fracking later on in to improve energy security and economic growth, as 2015-16, and we should reach a pilot phase in 2016-2017. well as job creation and tax revenues. Of course there is a We play an important role as a partner because of our need for robust regulation but we trust the authorities to experience in the exploration and production of gas put that in place, as is the case for offshore exploration, shale around the world. We are therefore technical which has one of the strongest regulatory frameworks in advisor to the operator and will also contribute to the world. It is very important for us to engage early with facilitating relationships with the authorities and local communities and we want to be fully transparent local stakeholders. through the whole process. I Interview by KF info - march / april -

5 m i n u te s w ith ...

Kenneth Ramirez

Managing Director, Renault UK Renault has been in the UK for 110 years, and over that time has seen some highs and lows. How important is the UK market to the company?

Very important. Renault is actually 116 years old and the UK was one of its first export markets. We’ve even built cars here in past at our site in Acton. In 2013, the UK became our second-largest European market, after Germany, so Renault’s strength here will always be central to the Group’s continued international expansion.

What does Renault UK do?

The Renault Group in the UK is responsible for the sales of Renault and Dacia vehicles, parts and services.

Renault UK employs 135 people and, last year, turned over almost £1 billion, selling just over 76,000 vehicles.

But that’s only really the tip of the iceberg. Our operations are closely linked with our financial arm, Renault Credit International (RCI), which employs 188 people, and our network of 133 dealers.

Where are Renault’s cars for the UK market manufactured and would it ever consider building cars here again?

The Renault group has a global network of plants, depending on the model and target markets. Right-hand

drive cars and vans are built in France, Spain, Turkey, Slovenia, Romania and India. Our Alliance partner Nissan builds cars very successfully in the UK and UK production of Renault products could be considered.

After some years in the doldrums, 2013 saw a record 55.3% increase in your UK car sales. To what do you attribute this?

The right products at the right time. In 2013, we launched a wave of new models that stole a march on the competition with the stylish Clio supermini, Captur crossover and refreshed Mégane and Scenic ranges.

We’re all particularly proud of the launch of the Dacia brand to the UK where it was the fastest-growing new car brand reaching a retail market share of 1.4%.

Is Renault seeing this kind of growth in other markets and is it doing anything differently from other marques to spur it?

Not to the level we’ve achieved here, but our global sales increased in 2013 over 2012 and, in Europe alone, where the market fell last year, our sales also increased. Today, Renault Group boasts a compelling product portfolio which gives a real competitive advantage: our smartpriced Dacia brand offers unrivalled value-for-money, whilst Renault’s three model range of 100% electric, Zero Emission vehicles puts us at the forefront of nextgeneration mobility.

Renault has ambitions to increase its 3% market share in the UK. What is the strategy for achieving this?

Kenneth Ramirez, Renault UK 10 - info - march / april

Our new product launch offensive continues unabated. This year we will launch the all-new Trafic van – a momentous occasion for us, replacing a model that has been going for 11 years. The Twingo, meanwhile, is our foray into the growing small car segment with a penchant for personalisation. But I’m also excited about showing what the Renault Group can achieve here with a full year’s sales of the new products and, of course, our unique Dacia brand. With New Clio, Captur and 100% electric ZOE, Renault has

5 min u t es w i t h Kenneth R a mirez

the freshest small car range in the market. We’re also committed to ensuring that our customers enjoy a quality experience in our dealerships and work closely with our dealer partners to ensure we’re equipped to meet consumers’ growing expectations.

What is Renault’s appeal to the British consumer?

You joined Renault UK in February 2013, having been Managing Director of Nissan Latin America and the Caribbean, responsible for 37 countries. What attracted you to the UK and a job focused on one country?

It’s not just one country as I’m also responsible for Ireland, Cyprus and Malta. What attracted me was latent desire, potential and restoring a brand: the challenge to turn around and set the foundations for a sustainable future.

Renault customers can enjoy design which is both beautiful and useful, and have a minimum impact on the environment. Take our allelectric ZOE supermini for example – a beautifully designed supermini In 2013, the UK became our with connected services through its R-Link system that produces zero second-largest European market, after Germany, tailpipe emissions in use.

For our Dacia brand, our customers so Renault’s strength here value its simple ‘smart buy’ approach, will always be central to which triumphs ‘function over the Group’s continued frivolity’. With a Dacia, you can have international expansion all the car you want, without paying a premium for the things you don’t.

Innovation and technology are catchphrases used by many car manufacturers – what is Renault’s approach to these and what innovations is it bringing to the market?

For Renault, our innovations should make life easier.

For example, our R-Link system that provides on-board connectivity through a large touch screen, removable washable seat upholstery in the Captur crossover and the highly convenient hands-free keycard system that automatically locks the car as you walk away from it.

Dacia customers can enjoy a touch screen integrated satellite navigation system for just £300. Whether it’s ‘plip’ remote central locking (introduced on the Fuego in 1982), the first people carrier (Espace in 1984) or the first MPV (Scenic in 1997), Renault has a proven track record of industry firsts, which we’re immensely proud of and always looking to add to.

Renault is one of the leading electric cars makers, but with slow take-up and issues with speed, range and lack of recharging points, is there really an electric future?

Certainly! Today, the global automotive industry stands on the brink of one of the most exciting periods of change since the invention of the internal combustion engine. Around the world, governments are looking simultaneously to cut reliance on their energy imports, clean the air in their towns and cities, and reduce the carbon emissions from their societies. We’ve just partnered with the UK Government launching an awareness campaign to address perceived barriers to purchase. In the case of Renault ZOE, we already answer the issues of speed, range and price. Once you’ve tried one, you’ll never go back!

You are Puerto-Rican born, American by nationality, multilingual, have worked all over the world from Japan to Mexico, and now work for a French company in the UK. What does this international perspective bring to your career and outlook?

There’s always something new to learn from every situation and a global career further widens that opportunity. I’ve been fortunate to have been able to experience different political, economic, cultural and commercial challenges throughout my career, and I’ve brought those learnings with me to Renault UK. Ultimately, though, the role of a business leader remains consistent throughout the world: to motivate people to strive for better and generate profit.

The car industry has been through some tough times recently.

How do you see the future?

The UK market bucked the wider European trend of decline in 2013, being the only market, with the exception of Spain, to have grown over the previous year. With three consecutive quarters of GDP growth now achieved, we can be optimistic that the economy is on a steady path to recovery. We anticipate growth to continue for at least the next five years, as pent-up demand from the crisis period is gradually fulfilled against improving economic conditions.

Your connections to the French Chamber began the day you landed in the UK when Managing Director Florence Gomez was one of the first people you met, and you subsequently became an advisory councillor. Now you are the spokesperson for the ‘Discover the Chamber’ committee. What is this and what are its plans?

I will never forget my first meeting with Florence.

Clearly, her passion and energy for the Chamber is evident. I’m looking forward to sharing my commercial experience with her and the Chamber team to improve the added value of its services to our members. Our goal is to grow both in membership size and quality of service so that more businesses ‘think of the Chamber first’ for expertise and services. I Interview by KF info - march / april - 11

n e ws i n t h e ci t y

Forward guidance mark 2: back to the future?

The bank of England’s forward guidance was supposed to give certainty and clarity to interest rate policy so that business could get on with growth, but its second iteration is much more complex and not really forward guidance at all

n August’s version of the Bank of England’s ‘forward guidance’ (the term used by central banks to communicate what their future monetary policy will be), the governor Mark Carney said they would not consider raising interest rates until the UK unemployment rate fell to 7%. At the time, it stood at 7.6% and was not expected to reach this threshold for three years. In the ensuing six months, the unemployment rate has plummeted to 7.1%, leaving markets, businesses and mortgage payers jittery about an imminent rate rise.

So phase two of forward guidance was announced in February. This time, Mark Carney indicated that future policy decisions would no longer be tied to particular economic indicators, and instead gave more information about its thinking on interest rates without giving a precise forecast. ‘The message to business is that we’re going to set an appropriate path for monetary policy so that the economy continues to grow,’ he said. On interest rates he put forward that any adjustments would be ‘gradual and limited’ when the point comes, arguing that there is still scope to use up spare capacity – the output gap – estimated to be up to 1.5% of GDP. To gauge this, the Bank will look at a range of indicators such as productivity and company’s estimates of potential output, although the output gap is notoriously hard to measure. So interest rates won’t rise this side of the general election in 2015, and even when the economy has returned to normal levels of capacity and inflation is close to the 2% target, Mark Carney has hinted they would not return to pre-recession levels for five years.

The recovery as it stands is fragile, with Mark Carney warning it is neither balanced nor sustainable, despite the upgrade in the Bank’s UK growth forecast for this year from 2.8% to 3.4%. While business investment is expected to surge 11.5% and investment 12 - info - march / april

© flickr/Simon Dawson, Bloomberg

I

Mark Carney, Governor of the Bank of England

in house building 23%, export performance will be lackluster.

The problem is that forward guidance was intended to give confidence and certainty to businesses and households so that the economic recovery could take hold. But with the new range of economic variables that clarity has been lost; forward guidance mark 2 has been described as ‘hazy’, unhelpful and confusing.

Some economists see it as a return to the old way of doing things, namely inflation targeting, considered by some to be an inadequate form of monetary policy that fuels boom and bust. The Bank, however, wants it to be seen as a signal that it is ‘on side’, remaining committed to supporting employment and improvements in living standards. Nothing has quite gone to plan in the past few months, so how it will all pan out is anyone’s guess! I KF

news in the cit y

||| A partnership between the City of London police and UK banks is estimated to have prevented the theft of £174 million since April 2013. The police have been targeting cyber criminals using techniques originally developed to track down terrorists such as identifying suspect bank accounts and working with lenders to shut them down – at least 20,000 have so far been singled out. Banks have historically been reluctant to share information on cyber attacks but the partnership has brought improved co-ordination and will be extended with a programme to train bank employees on combating cyber crime. ‘We want to create a virtual ring of steel around the City of London to make it even more difficult for cyber criminals to

© Simon Dawson, Bloomberg

Ring of steel to tackle cyber crime in the City

The ‘square mile’

operate here,’ Antony Brown, Chief Executive of the British Bankers’ Association said. I KF

Economic silver lining to PPI mis-selling scandal ||| The £20 billion that banks have so far handed back to British people in compensation for missold payment protection insurance (PPI) has had a considerable impact on UK economic recovery.

Representing more than 1% of GDP, it has been called ‘a proper economic stimulus’ by Robert Peston, the BBC’s business editor, who also points out that it is likely to endure for some time yet as banks continue to set aside ‘staggering, economically significant sums’ to recompense claimants. As an example, Lloyds has so far agreed to make payments in respect of 2.6 million complaints and recently announced it would be setting aside an extra £1.8 billion to address a further 550,000 complaints. That works out at an average payment of £2,800 per claim.

An estimated £50 billion worth of PPI policies were sold over the last 10 to 15 years by hundreds of

different financial businesses. This single financial product has generated a record number of complaints about mis-selling. The Financial Ombudsman Service is dealing with the largest number of cases it has ever received, and 2,000 complaints continue to come in every working day. It is expected to take years to sort out all the issues involved.

With interest rates low, people are choosing to spend rather than save these cash windfalls. Many are finding themselves in a position to put money down on large purchases such as new cars. Despite the squeeze on household incomes there has been a notable rise in car sales since 2011, something the Office for National Statistics attributes to the PPI compensation effect. So in the process of righting past wrongs, banks have inadvertently provided a boost to the economy! I KF

A yes means no pound ||| A currency union with an independent Scotland has been ruled out by Chancellor George Osborne and backed by Labour and the Liberal Democrats in a rare show of party unity. The stance is bolstered by a Treasury analysis which lays out the risks for the UK if the Bank of England

became the lender of last resort for the Scottish financial system. Earlier Mark Carney had said that a shared currency would require ‘some ceding of national sovereignty’ on the part of Scotland, which brings the very notion of independence into question.

Scotland has considered four currency options: joining the Euro; having an independent currency; ‘sterlingisation’ or unilateral use of sterling; and a formal currency union with the UK – or whatever it would be called sans Scotland. With the latter now off the table, what will be Scotland’s Plan B? I KF info - march / april - 13

news Compiled by Marielle Fraize

Companies

VINCI Construction Grands Projets gets to the end of the tunnel ||| A joint venture of three leading civil engineering contractors, namely Morgan Sindall, VINCI Construction Grands Projets and Bachy Soletanche, completed the Thames Water’s Lee Tunnel construction on time and on budget on 26 January 2014. At 75 metres below ground, the fourmile long Lee Tunnel is London’s deepest and the width of three buses. The giant sewer will collect waste water currently discharging from London’s overwhelmed Victorian sewers into the River Lee. Already the deepest tunnel in the capital, this award-winning project has used innovative engineering to set new records, including the deepest diaphragm walls for a shaft at 98m, and the longest concrete pour for the pump shaft lining wall. ‘We’re

The Lee Tunnellers celebrate their achievement

incredibly proud of the Lee Tunnel project. As well as being on time and on budget, the project showcases the very best in world-class engineering,’ commented Lawrence Gosden, Asset Director at Thames Water. I www.vinci-construction-projects.com

Colas Rail signs freight haulage contract with Network Rail ||| Rail infrastructure services provider Colas Rail has signed a freight haulage contract with Network Rail with a value of approximately £90 million, the largest freight contract in the UK. Colas Rail Freight will provide haulage for daily Network Services and Possession Services mainly for the Western and Southern regions.

Additional services to Eastern and Northern regions including Scotland could also be provided.

Stephen Haynes, Managing Director of Colas Rail Services said ‘We are delighted that Network Rail has awarded us with a significant part of the locomotive haulage contract, providing the vital engineering trains for rail infrastructure maintenance and enhancements.

We are committed to providing a high quality service to Network Rail in an alliance approach given that we benefit from being a major Infrastructure contractor for rail maintenance, track renewals and enhancements.’

14 - info - march / april

The requirements of the new contract and the growing demand on its rail freight business will be satisfied by the acquisition of 10 new Class 70 locomotives announced earlier in the year. I www.colasrail.co.uk

news

Airbus Group takes off into 2014 with joint brand ||| The EADS group has been rebranded as ‘Airbus Group’.

Uniting all its activities under a single and strong brand, Airbus Group has also renamed two of its three divisions.

Airbus, focusing on commercial aircraft activities; Airbus Defence and Space, integrating the Group’s defence and space activities from Cassidian, Astrium and Airbus Military; and Airbus Helicopters, comprising all commercial and military helicopter activities. ‘For many years, Airbus has been a globally renowned synonym for technology breakthrough as well as aeronautic passion and pride,’ said Airbus Group CEO Tom Enders. ‘Joining forces under the strong Airbus brand gives all our operations and employees the thrust and lift to capture global markets.’ I www.airbus-group.com

Tom Enders, CEO of Airbus Group unveils the new branding

Keolis-Eurostar partnership shortlisted for UK East Coast mainline ||| The Department for Transport announced on 17 January that a joint venture led by integrated transport operator Keolis has been shortlisted to bid for the East Coast Mainline franchise. Keolis, which has joined with international rail operator, Eurostar, will draw on its global experience of operating long distance inter-city services to submit a final bid to the Department for Transport later this year.

The partners’ bid is set to focus on the combination of Keolis’ proven franchise management skills and Eurostar’s record of customer service delivery and product innovation. The bid is being led by Elaine Holt, a highly experienced senior executive with more than 10 years’ experience in the transport sector. Elaine has previously held roles as Chairman of East Coast and Chief Executive of Directly Operated Railways. I www.eurostar.com

The East Coast mainline from London to Edinburgh

EDINBURGH

NEWCASTLE

YORK

PETERBOROUGH

LONDON

© Electrabel / DE BARSE Rudy

GDF SUEZ partners with Toshiba for UK nuclear programme

Doel nuclear power plant in Belgium, operated by GDF SUEZ

||| GDF Suez has signed a partnership agreement with Toshiba for development of its nuclear programme in the UK. This solid industrial partnership gives new impetus to NuGeneration Ltd (NuGen), which was created to develop a new nuclear power plant on the West Cumbria coast in northwest England. The plant will be built utilising Westinghouse AP1000 technology and will achieve a capacity of 3,400MW. The terms of the agreement provide for Toshiba to own 60% of NuGen along with GDF SUEZ, a shareholder with a 40% stake which will bring its extensive nuclear plant operatorship experience. The choice of the AP1000 technology aligns with the UK Government’s ambition to see a diversity of technologies in the new nuclear programme. I www.gdfsuez.com info - march / april - 15

news

Alstom ships gas turbine by canal ||| Alstom has taken advantage of the nearby Manchester Ship Canal to bring the first gas turbine for the Carrington power station to the site. The GT26 turbine, which weighs around 400 tonnes (roughly the same as 74 male African elephants or two Boeing 777300 jets), was brought to site by barge in order to help keep local roads as clear as possible.

Wolfgang Puschitz, Project Director at Alstom, said: ‘Given the size of the turbines and the complexity of the operation it was clear that using the canal was the best way to both get it to site and also to ensure we didn’t cause any traffic issues. It was also, of course, the most environmentally friendly way.’ I www.alstom.com/uk

Loading the turbine on to the barge

Brittany Ferries orders giant gas-powered cruise-ferry

The gas-powered ferry

||| Brittany Ferries has ordered a new cruise-ferry that will be its largest yet, and one of the biggest such vessels in the world.

It will also be the cleanest, most environmentally-friendly ship to operate in UK waters because liquified natural gas (LNG) emits about 25% less carbon dioxide during combustion than marine fuel oil and burns with no smoke.

It is entirely free of sulphur and is very low in nitrogen oxide emissions. Brittany Ferries and STX France have been cooperating for two years on a study regarding the feasibility of powering a

cruise-ferry by LNG. The ship, costing some €270 million (£225 million) will be built by STX France in St Nazaire and she will enter service in late spring 2017.

Brittany Ferries is also launching a new no-frills service, ‘Brittany Ferries économie’, from Portsmouth to Le Havre and Santander in March. It offers reasonable fares without the ‘cruise-style experience’. I www. brittany-ferries.co.uk

French Institute Médiathèque begins its makeover ||| The Médiathèque transformation began in late January with renovations of the listed Art Deco reading room getting under way. The first of three successive and distinct stages, this will be followed by an enlargement of the children’s library and the creation of a multimedia hub.

The aims of this ambitious project are to preserve a unique architectural heritage and install innovative tools and resources to meet the contemporary needs of users. Both companies and individuals can be involved in supporting the project. I www.institut-francais.org.uk 16 - info - march / april

Computer image of the renovated reading room

news

Expansion plans for SGPB Hambros ||| Société Générale Private Banking Hambros (SGPB Hambros), the UK wealth management arm of Société Générale is strengthening and expanding its business through a dynamic recruitment plan. Demonstrating SGPB Hambros’ strong continued commitment to the wealth management markets in the UK, the Channel Islands and Gibraltar, the new strategy will involve the recruitment of new private bankers, a wider range of services and products for the benefit of existing and prospective clients and greater synergies with the Société Générale Group, notably by increasing access to its investment banking expertise. The recruitment drive is already underway, with 16 new client relationship managers recently hired. I www.privatebanking.societegenerale. com/hambros

AXA & Thales: member companies supporting UK flood victims ||| Paul Evans, Group Chief Executive of AXA UK has pledged to support all customers impacted by the floods affecting regions across the UK. The company, which has already implemented its contingency plans, provides emergency payments to home insurance customers affected by the floods, alternative accommodation and a 24-hour helpline to support customers.

AXA also proactively contacts and advises customers at risk.

Paul Evans said, ‘We are here for our customers. We always have been and we always will be. Handling the aftermath of dreadful events such as these floods is exactly what we do and it is what our customers rely on us for. We have the experience and are ready to manage the claims as and when they are notified, but the priority now is to get people out of the affected areas, into alternative accommodation with the emergency cash they need to

deal with the immediate necessities. As soon as the flood waters retreat, we will be there to help our customers rebuild their lives by offering every ounce of support we can and by processing their claims as quickly and as sympathetically as we can.’

Meanwhile, Thales UK will be providing volunteers from among their employees. Victor Chavez, CEO of Thales UK, said, ‘On behalf of Thales, I would like to express our sympathy for the families affected by the flooding. A number of our sites around the country, while not directly affected by flooding, are in areas which have been seriously impacted. We will be calling for volunteers from among our employees to work with the local emergency services, government agencies and voluntary groups to help the relief efforts.’ I

Flooding in Blackpool info - march / april - 17

news

EDF Energy launches new ‘Climate & Us’ website

||| EDF Energy is working in collaboration with the Met Office and the University of Exeter to launch a new website to engage and educate individuals, businesses and communities on climate change and how it

could affect where they live. The website will host a range of up-todate content from both a national and regional level with a view to working more in-depth with each region on an ongoing basis, starting with the South West.

Peter Thorn, Community and Education Lead Manager at EDF Energy said: ‘Climate change is a subject which affects everyone in the UK. Together, we hope we can help people to better understand specific issues affecting them at a national and regional level.’ I www.edfenergy.com

L’Oréal commits to ‘0 deforestation’ by 2020

© flickr/crustmania

||| Within the scope of its Sharing Beauty With All Sustainability Commitment, L’Oréal has committed to source 100% renewable raw materials from sustainable sources by 2020 and has confirmed its ambition for ‘Zero Deforestation’. To make sure that none of its products are linked to deforestation, and conscious that some agricultural commodities may lead to deforestation, L’Oréal has been implementing specific action plans as regards to the sustainable sourcing of palm oil, soya oil and wood-fibre based products since 2007. L’Oréal will provide publicly available information annually about its progress. I www.loreal.com Deforestation Delahaye_Ad_82_62

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Worldwide and local removals, relocations & storage.

Serving the French community in London for over 30 years. +44 20 8687 0400 info@delahayemoving.com

18 - info - march / april

BearingPoint buys Trinity Horne ||| Management & technology consultancy BearingPoint has accelerated its UK and Ireland growth through the acquisition of UK-based Trinity Horne, a consultancy firm specialising in operational performance improvement.

Its practice is well recognised across industries for its operational transformation, predictive analytics and management development capabilities. Among Trinity Horne’s clients are leading British and Irish utility companies, global financial services organisations as well as media and communication companies. With this acquisition, BearingPoint will expand its offerings in the key markets of the UK and Ireland. The group has 3,350 consultants worldwide and had a turnover of €550 million (£453 million) in 2013. I www.bearingpoint.com

news

Schools

GROUPE INSEEC builds relationship with the French Chamber

Catherine Lespine, Managing Director of Group INSEEC

||| Groupe INSEEC’s UK Campus is set to strengthen its relationship with the French Chamber of Commerce by entering an agreement with its recruitment arm.

Located in Marylebone High Street in London, the campus comprises predominantly post graduate students in their last six

months of study. For these students a full time job is a viable way of completing a student’s final internship and then go on to extend their work contract with a company, providing both sides are willing. With 12 schools* in the group, student specialisms are broad, ranging from Business Management and Finance subjects through to Brand Strategy and Digital Marketing. According to Group INSEEC’s UK Director, Ron Morris, the multilingual students have the advantage of considerable work experience, having completed numerous internships through their five years of higher education. They also can boast practical experience gained from invaluable briefs and projects led by practising professionals whilst on the UK campus, Morris explains. From February, French Chamber members simply need to contact Véronique Revington on vrevington@ccfgb.co.uk to access Groupe INSEEC candidates.

The benefit to Chamber members is that its recruitment department offers a full job placement service, charging a far lower fee than normal agencies. I international.inseec.com * The INSEEC Group is composed of 12 schools with approximately 14,500 students across seven cities (Paris, Bordeaux, Lyon, Chambéry, London, Monaco and Chicago). The schools are: INSEEC Business School of Bordeaux; INSEEC Business School of Paris; INSEEC Business School of Chambéry; International University of Monaco (UIM); l’École de Commerce Européenne (ECE) in Bordeaux; l’École de Commerce Européenne (ECE) in Lyon; SupCareer in Paris; Paris Business College (PBC); Bordeaux International Wine Institute; Sup de Pub: Grande Ecole de Communication: ESMI Paris: Ecole Supérieure des Métiers de l’Image, Atout Sup: Prépa Bac; Prépa HEC; Prépa Sciences-Po.

New brand of serious games created at Grenoble Ecole de Management ||| For several years, Grenoble Ecole de Management (GEM) has used serious games, which serve both a vocational and an educational purpose, as part of its initial and continuing education programmes. These simulation games allow students to master various soft skills like how to detect and adapt to different types of customer behaviour, present an argument, manage a crisis, and detect psycho-social risks...

Recently, GEM has transitioned from being a serious game user to a serious game designer. Drawing on the expertise of its faculty and researchers, notably in technology and innovation management, the school has created its own collection of games under the GEM In Game brand. To be able to develop virtual games featuring avatars in 3D environments, GEM is offering teachers training on how to use ITycom’s Itystudio development software for creating their own serious games.

The ‘GEM In Game’ room

GEM is also helping to create board games, and a serious game room is under development for this very purpose. Baptised ‘My GEM In Game’, the room will let users leverage GEM’s expertise in this field to design and customise games targeting innovation issues. The room will be divided into two areas: one for game design and the other for game playing. I www.grenoble-em.com info - march / april - 19

news Schools

HEC London conference: ‘Can we fix the banking system?’ ||| That is the question that Professor David Thesmar from HEC Paris will discuss at a conference in London on Wednesday 12 March, sharing insights from his research on Bottom-Up Corporate Governance which was recently awarded Best paper by the European Finance Association.

More than five years into the crisis, the case for financial regulation has never been stronger.

Reviewing the latest academic research on the effect of banks on the real economy, Professor Thesmar will demonstrate the fragility of financial intermediary networks – banks, in particular. His talk will be introduced by Pierre Dussauge, Dean for Faculty and

Research at HEC Paris.

David Thesmar holds a Ph.D in Economics from Ecole des Hautes Etudes en Sciences Sociales (EHESS). Before joining HEC Paris, he was Eurozone forecast manager for the Ministry of Finance and researcher at INSEE, the French statistical office. He has taught corporate finance at ENSAE, Ecole Normale, Ecole Polytechnique and the London School of Economics. I www.hec.edu The conference starts at 7pm on 12 March at Exane, 1 Hanover Street, London. Places are available on invitation only. For information, please contact gallant@hec.fr

‘Achieving excellence, the role of leadership’: NEOMA Business School holds London conference ||| The challenge that NEOMA Business School, the school born out of the merger of Rouen Business School and Reims Management School, has set itself, is to rethink management and imagine a new, humane attitude.

Transformational leadership is thus at the heart of the School’s positioning: to train responsible, innovative leaders who are capable of going beyond dominant models and of developing overall corporate performance.

This was the theme of the conference held on 28 January at the Pullman St Pancras in London by Patrick Baudry, astronaut and UNESCO ambassador. The man

who spent seven days between heaven and earth was able to give some valuable advice gleaned during his exceptional professional career. Decide on your mission and commit to it fully; know how to make very varied teams work together; direct individual effort towards a common purpose; have an absolute sense of responsibility and delegation; constantly adapt to perpetually changing environments; use your imagination; create; offer a vision… All these principles, shared with the audience, perfectly echo the strategic positioning of NEOMA Business School. I www.neoma-bs.fr

EISTI welcomes international students in two Master programmes ||| In January, EISTI (Ecole Internationale des Sciences du Traitement de l’Information) welcomed the international students enrolled in its Master programmes for Quantitative Finance and Risk Management and Business Analytics. These two Master’s degrees are taught in English and accredited by the French Ministry of Higher Education. Twenty English-speaking students from various backgrounds (Taiwan, Ukraine, Iceland, Russia, Morocco, India, Turkey and Nigeria) were warmly welcomed by the International Relations Office, faculty and international student support team (BDI). Marie-Josée Lamerre, the head of EISTI’s International Relations Office, explains: ‘The need for trained engineering specialists in these two domains is growing constantly and the job prospects are very positive. Having international students in our classrooms helps them to gain cross-cultural competencies which will better prepare them for working in the new global economy.’ Founded in 1983, EISTI is an engineering school specialising in computer science and mathematics, with campuses in Cergy and Pau. It has an agreement with 20 - info - march / april

the French Chamber’s Recruitment Service to provide access to its talent pool of graduates and alumni. I www.eisti-bs.fr

news

Lectra & ESCP Europe Business School establish a Fashion & Technology Chair ||| Over a period of three years, the Chair will operate at the crossroads of innovation and research. Its goal will be to develop and disseminate knowledge and understanding on the theme of innovation, in all its forms, in the sectors of fashion and luxury. It will focus on the application of new, cutting-edge technologies linked to design and supply chain management. A further theme for the Chair will be the challenges from the development of digital industries and new business models from emerging markets, particularly China.

The Chair was launched on the 6 February 2014 with a round table discussion on ‘Fashion and

Technology: a paradoxical driver of innovation?’ organised by Lectra and ESCP Europe in Paris, bringing together several fashion industry leaders and well-known personalities, including John Palacin, advisor to the Minister of Industrial Renewal; Didier Grumbach, Chairman of the Fédération Française de la Couture, du Prêt-à-Porter des Couturiers et des Créateurs de Mode; Christian Blanckaert, Chairman of Petit Bateau; and Jacques Bungert, Chairman of Courrèges. I www.escpeurope.eu

EUROPEAN IDENTITY GLOBAL PERSPECTIVE ACCELERATE YOUR CAREER WITH OUR EXECUTIVE MBA The Executive MBA at ESCP Europe provides a transformational experience for high potential, ambitious professionals with international career aspirations.

Incorporating five campuses across Europe (Paris, London, Berlin, Madrid and Torino), the ESCP Europe EMBA is a flexible programme which focuses on leadership and innovation. Capitalising on our unique pan-European structure, it offers a truly multicultural qualification.

• Programme tracks available at five European campuses • Five international seminars • €15k scholarships available • Participants from 27 countries • Peer learning and networking • Ranked 2nd worldwide for International Course Experience*

Contact: Crochenka McCarthy Tel: +44 (0)20 7443 8823 Email: cmccarthy@escpeurope.eu T h e Wo r l d ’s F i r s t B u s i n e s s S c h o o l ( e s t . 1 8 1 9 ) PA R I S LO N D O N B E R L I N M A D R I D TO R I N O

info - march / april - 21 *Financial Times EMBA rankings, 2013.

spotlight on s m e s & s ta r t u p s

Briefs

Caudalie opens first UK boutique spa in London ||| Caudalie, the French skincare brand made from grape and vine extracts, has opened its first Vinotherapie boutique spa in Covent Garden, London. Previously only available online in the UK, Caudalie has long had plans to open a boutique spa but had been waiting for the perfect spot in Monmouth Street, a prime location for specialist high-end beauty brands. Combining high-tech with its vineyard-themed oak fittings, the boutique offers a glimpse into the history and science of the brand alongside all the products. Customers can create their own fresh body scrub from a selection of natural ingredients at the Barrel Beauty Bar, with the services of a ‘vinotherapist’ on hand for consultations and treatments. I uk.caudalie.com

Crefovi wins award

Victor beats target in series A fundraise

||| Crefovi has won the 2014 Fashion Industry Law Firm of the Year Award from CorporateINTL, a prominent legal industry magazine, in recognition of its pioneering work and proprietary research in the growing legal field of the law of luxury goods and fashion. Since 2003, Crefovi’s founding partner Annabelle Gauberti has acquired extensive knowledge and experience in the fashion and luxury industries in litigation related as well as non-litigation related matters, and the award is an acknowledgement of the firm’s outstanding legal and sectorial expertise in this area.

To share its expertise, Crefovi has planned an ambitious programme of seminars called ‘The Law of Fashion and Luxury Goods Series’ in 2014 and 2015, in partnership with the International Association of Lawyers for the Creative Industries (IALCI), which it sponsors. The seminars will take place in London and Paris. I www.crefovi.com

||| Victor, the leading online marketplace for private jet charters and per seat bookings has successfully raised in excess of £5 million in an over-subscribed, series A fundraise. The funds will help Victor to invest in the supporting technology behind its online market place and grow the business beyond its traditional territories of the UK and Continental Europe into Russia and the US. Clive Jackson, Victor’s Founder and CEO, said: ‘We are delighted by the results of our recent fundraise which positions us well for the international expansion of what is a truly unique business model in the world of private aviation... Cutting out the middle man in private jet travel, our online market place gives customers access to a high-tech, user-friendly platform where they can quickly compare quotes and choose suppliers before committing to their private jet journeys.’ I www.flyvictor.com

Lalique opens shop in Harrods and launches new collections ||| Lalique London has opened a new showroom in Harrods, which is the largest Lalique shop-in-shop in the world, and complements its flagship store at 47 Conduit Street, Mayfair.

Making its debut in 2014 is Lalique’s new Art Déco-inspired furniture collection, Lalique Maison, which has been developed in collaboration with internationally renowned designers Lady Tina Green and Pietro Mingarelli. Lalique is also partnering with the world famous architect and designer Zaha Hadid for two new crystal creations, Vase Manifesto and Vase Visio. I www.lalique.com 22 - info - march / april

spotlight on s m e s & s ta r t u p s

Briefs

Voulez vous Parler partners with Handicap International

Yseop automates sales cycle at FinovateEurope

||| Voulez-vous Parler (VVP) has started a partnership for French language training with the charity Handicap International, whose staff have to work with the French language on a daily basis. VVP was also present at the France show in January to promote its faceto-face and Skype tuition services and to present a conference on how to improve your French with tips from Sophie Marette, who has been teaching French for 16 years in the UK. I www.voulezvousparler.com

||| This February in London, Yseop unveiled its Yseop Salesforce Productivity Suite (YSF) at Finovate, a conference devoted to innovation in the financial industry. YSF is designed to automate or semiautomate the entire sales cycle and even includes an automatic personalised email-generating tool called YseMail.

At Finovate, Yseop demonstrated how Artificial Intelligence and Natural Language Generation (NLG) can be used to generate and capture highly qualified leads, dialogue intelligently with the consumer and act as an intelligent coach for a salesperson or banker, advising them how to sell the right product to the right customer at the right time. Yseop is part of the next generation of artificial intelligence NLG software, and has offices in France, the US and the UK, and works with clients around the world. I www. yseop.com

KMH Gestion Privée acquires Fern Hill and develops partnerships provide French clients with a proper and continuous service as well as advice when they return to France from the UK. Another partnership has been signed with Epargne-enFrance, which is a very well built and very popular French wealth management information website (www.epargneen-france.com). With the help of KMH resources, the site is being translated into English to help British expatriates in France understand how the French tax system works and develop topics specific for foreigners. I www.kmh.fr

Pearl Linguistics wins Innovation Award

GYS marks its 50th anniversary

||| Pearl Linguistics was the winner of the Innovation Award from Northwest Procurement Development Awards for its unique online translation and interpreting services portal, ORBIT. Held in November 2013, the Awards recognised the contribution of key suppliers to the NHS, where reducing costs whilst maintaining quality are of paramount importance. Pearl’s ORBIT portal allows clients to securely place translations and book interpreters online, allowing greater efficiency whilst retaining full confidentiality throughout the translation process. I www.pearllinguistics.com

||| GYS is a French family-owned manufacturer of arc welding, collision repair and automotive battery service equipment. Its Warwick-based subsidiary, GYS UK, was set up in 2008 to support sales in the UK. The company is marking its 50th anniversary in 2014 with the publication of a book in French, English and German, which celebrates the achievements and values of the family business. I www.gys.fr © wikipedia/William M. Plate Jr

||| International financial advisors KMH Gestion Privée have expanded with the acquisition last October of Fern Hill S.A.R.L. client bank, after the passing of its owner Mr Howard Borsden in late 2012. The company has subsequently set up a service dedicated to international clientele, with the creation of a structure in Switzerland called KMH Gestion International.

The company has also entered into a partnership with another French Chamber member Leprêtre & Partners to

info - march / april - 23

news

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spotlight on s m e s & s ta r t u p s

Profile

Consult4expat.com ||| A business idea that offers a revolutionary approach to e-medicine is established as a company in the UK with the help of the French Chamber’s Business Set-up and Services Department Every business starts with an idea, and that of Dr Pascale Mathelier-Fusade is no exception. A dermatologist practising in Paris, she had been born abroad to expatriate parents and her own children live and study abroad so she knows only too well the value of communication across vast distances. Some of her own patients moved overseas to work in places such as Hong Kong and Singapore but continued to contact her for advice. It occurred to Pascale that she could make a business of this, and so the idea of Consult4Expat was born – a simple service of dermatology diagnosis via Internet for French-speaking expatriates, which would give them, in less than 24 hours and in their mother tongue, a medical opinion about an outbreak or a lesion, and advice on whether to treat it with over-the-counter medicine or seek further treatment. ‘Dermatologists are taught to make a diagnosis through clinical cases and photographs.

We are a ‘visual’ specialisation,’ she explains.

To find out how to set up and run her own business, Pascale enrolled for a 5-day training course conducted by the Chambre de Commerce de Paris, and then approached the Ordre des Médecins (French Medical Board) to obtain approval for her e-dermatology concept, but her innovative approach was not supported.

‘Strictly speaking, the medical board does not prohibit telemedicine,’ Pascale comments, ‘but the absence of legal controls in France does not easily enable its development. Telemedicine is booming in other countries, but still in its early stages in France, and subject to heavy administrative mysteries under the control of regional health agencies.’

So Pascale had to make a Plan B and find another country in which to set up her business. She initially considered Hong Kong as her own patients living in Asia had made her aware of the strong demand there.

However, setting up a business so far away from her Paris base was offputting. London, on the other hand, not only had a large French population, but was also much closer.

A friend then introduced her to the French Chamber: ‘Only two and a quarter hours away by Eurostar and the support of the French Chamber meant my preference quickly turned towards the UK,’ says Pascale. ‘When the

The innovative website is launching soon

French Chamber invited me in to talk about my project and offered me a Business Set-Up Programme (Journée Implantation), I immediately said yes.’

Pascale continues: ‘12 June really was the implementation of my project on British soil and what a delight because I felt straight away that I had the support to move forward. In France, when I started presenting my project, given the fact that it was pioneering and also in a legal and administrative blur, I immediately felt the brakes and ties that were going to be imposed on me. When I presented the same project in London, the reception was completely different. I met a lawyer, a chartered accountant, a banker and an insurance advisor who guided me through the steps to come, with Irène Régnier from the French Chamber as a privileged interlocutor who gave me support throughout the process. I was a bit overwhelmed with the amount of information given to me but was happy and confident about the future.’

The Journée Implantation revealed a need to obtain an insurance policy to cover Pascale’s activity, and this was done through a French Chamber member. Pascale also hired another member of the Chamber, Frank Sidon of Tax Assist, whom she had met during her Business Set-Up Programme, to be her accountant. Consult4Expat Ltd was then incorporated, and domiciled at the French Chamber.

Pascale is now making the last tweaks to the website before officially launching her service, but patients are already queuing up: ‘My daughters in Scotland and Asia have started sending via their smart phones or tablets the first spots and rashes of their friends. They were welltrained…’ I KF and Irène Régnier info - march / april - 25

Ici Londres lance son nouveau site internet www.ici-londres.com Un nouveau design

Une interface bilingue de petites annonces

Votre agenda complet

Des interviews, articles, jeux concours…

www.ici-londres.com – +44(0)20 7581 1666 – 26 - info - march / april

henry@ici-londres.com

spotlight on s m e s & s ta r t u p s

Ekimetrics for example, Ekimetrics can predict the return on investment and advise on the best strategy. ‘In a perfect world the market share would always be predictable,’ says Quentin, ‘but in the real world, it changes every week and The digitalisation of commerce has transformed the is affected by things such as competitors’ promotions and campaigns, new products, fluctuations in different retail landscape, and allowed businesses to capture media and macro-economical factors. Our modelling an unprecedented amount of information about their customers, but how to analyse this ‘big data’ and what to takes all these different dimensions into account to make business decisions easier for c-executives.’ do with it is unchartered territory for many companies.

The other way is through customer relationship This is where young, clever start-ups like Ekimetrics management (CRM) projects, which help companies have come into their own. The company was founded by to understand the different client profiles they have four mathematicians and statisticians in 2007. Graduates from Ecole Polytechnique, they had been employed by a in order to engage and retain them. This is particularly applicable in the luxury sector, where Ekimetrics lists media agency to develop mathematical modelling that amongst its clients Louis Vuitton, Cartier and Yves would help explain to clients what impact the media had Saint Laurent. Historical data on clients’ purchases is on sales and how much money to spend on it. However, gathered from points of sale worldwide realising that there was a conflict of interest in being part of a media agency, and analysed. ‘We try to understand the Ekimetrics opened its different pathways; how new clients are and with other ideas on how to develop the business they decided to spin off recruited to the brand, how to increase London branch in 2013, buy-in and loyalty, and how to improve on their own and become independent which services its UK retention for cross-selling and up-selling,’ consultants in marketing and media clients such as L’Oreal, says Quentin. ‘It is all about how to performance. Their first big client was Eurostar and De Beers. optimise your business performance Renault, which gave them a contract with worldwide scope. Needing help client-wise.’

Segmenting or clustering clients into high, medium they called on fellow graduate Quentin Michard, who and low potential is not an unusual strategy, but joined as a partner in 2008. From the initial five, the Ekimetrics takes it further with the level of their profiling, company has now grown to 50 consultants, and opened and the additional consultancy they provide with its London branch in 2013, which services its UK clients such as L’Oreal, Eurostar and De Beers. options and recommendations. ‘We don’t just offer tools,’ says Quentin, ‘we are very strong in the human element, Ekimetrics uses its analytical and statistical methods which has the skills to converge past, present and future in principally two ways. One is advising on marketing mix through econometric modelling, which measures behaviours.’ One client wanted a handle on its customers’ ‘silhouettes’ – whether classical, trendy or extravagant the impact of different marketing media on sales. So for – based on the products they bought. Ekimetrics analysed every £1 of a company’s proposed marketing spend on three years of purchase data, right down to the materials, television, radio, print advertising or special promotions, colour and function of the products. This information was then quantified geographically and ethnographically, allowing different boutiques around the world to focus on particular collections or new products in their visual merchandising or promotions, and giving the client an idea of the future potential of different types of customers.

In the UK, as well as looking after its existing clients closer to home, Ekimetrics plans to leverage on its French experience and develop its methodology for the local market to attract new business. ‘At the end of the day we are helping clients to leverage on all the data available to Silhouettes of different types of customer drawn using the statistical approach make better decisions.’ I KF ||| With its customised approach to making business sense of big data, Ekimetrics gives companies valuable intelligence about their marketing spend and customer profiles

info - march / april - 27

s u cc e s s s to ry

Rustin Family-run rubber seals business Rustin has come a long way since the revolutionary tyre patches its founder Louis Rustin invented and patented, but its present day Managing Director, also Louis Rustin, is keeping the spirit of innovation and enterprise alive

F

or cyclists the world over, punctures are par for the course, but easily fixed thanks to those little repair patches – or ‘rustines’ as they are known in France. Joining the list of brand names that have become common nouns, ‘la rustine’ derives from the name of its inventor, Louis Rustin, who ran a pneumatic tyre repair shop in Paris in the early 1900s. In those days, bicycle tyres were fragile and vulnerable to punctures. Louis Rustin, himself a cyclist, knew only too well the hassle and complication a repair entailed. If a sharp object penetrated both the tyre and the inner tube, a patch would have to be cut from a discarded air tube, scraped with a file, cleaned

Rustines are still sold in the original packaging

28 - info - march / april

with petrol and then both patch and tube coated with a rubber solution that had to be heated over a flame to reach the correct temperature and softness to adhere permanently, with very poor results. Rustin’s idea was to develop a patch that would instantly adhere to the tube through cold vulcanisation, and so he began working on his invention, registering a preliminary patent in 1908.

After the First World War, Louis set up shop in Clichy in the northwestern suburbs of Paris, where, together with chemist Paul Doumenjou, he came up with the first modern puncture patch - a thin, round piece of flexible rubber precoated with a gum that did not need to be heated. Rustin registered a patent in 1921 covering the patch, the gum coating and the protective band that kept the patch clean until use.

It was a revolutionary invention, but Louis Rustin’s real success was down to his ingenious marketing, which was completely ahead of its time. He bought tickets for the six-day race at the Vélodrome d’Hiver in Paris and gave them to people who positioned themselves around the track. Whenever a cyclist got a puncture, those on one side made a hissing noise, like air escaping from a tyre while those on the other chanted ‘Rustine! Rustine!

Rustine!’, implanting the brand name and product into public consciousness and ultimately the language.

Rustin continued to promote his patch in the highest cycling circles, advertising at the Tour de France in the 1920s-1930s, and even sponsoring cyclists such as Nicolas Frantz and André Leducq to enhance its reputation. With its distinctive and enduring blue, white and red logo, packaging and marketing slogan ‘Joined for life’, Rustin became one of the iconic brands in the golden age of French cycling.

In 1933, the company relocated to a factory in the Loire Valley between Tours and Le Mans, and streamlined the manufacture of nearly 28 million patches a month. A hiatus during the German occupation of France between 1940 and 1944 was followed by a period of accelerated growth, when Rustin added new lines to customise bicycles, such as pedals and brake pads. But by 1950, the age of cars had arrived and Rustin had to diversify, becoming a general

s u cc e s s s to ry

Above: the Rustin factory today with rubber curing apparatus (right); Top right: early sponsorship of cycling events

manufacturer of rubber products, such as seals for the Rustin has created special compounds and profiles for building industry, roofs, trains, trucks and cars. window seals in a number of luxury brand shops too, and is currently involved in an undisclosed building in Paris, A second metamorphosis took place in the mid 1980s, when, says his great grandson, also called Louis Rustin and under wraps due to confidentiality clauses.

As far as seals go, the sky is the limit as Rustin is now Managing Director of the company today, ‘we decided to transform Rustin into a technical manufacturer’. Rustin exploring the aeronautical industry. ‘We have just started today is a totally integrated company, making its own working with Airbus for components in engines and the sealing systems on wing flaps,’ says Louis. ‘It’s a good rubber compounds, tooling, processing, designing and manufacturing. ‘We could have outsourced some of these, opportunity for Rustin to move into this area.’

Rustin today employs 80 people, a much leaner but we decided to keep all the specialities in-house,’ Louis explains. ‘It is how things used to be done and part of our operation than the 350-strong workforce in the 1960s, but heritage.’ Rustin is still in the business of seals, but these its turnover has doubled to €7 million a year. Being a family serve ever more sophisticated purposes to protect people company has many advantages, according to Louis. ‘For a and equipment against smoke, fire, contamination, noise, start we don’t have to do any reporting!’ he jokes. ‘We are dust and leakage. ‘Rubber is really integrated into modern self-sufficient and we want to keep our independence.

Nowadays it is something of a luxury to be able to do life,’ says Louis, ‘but it is becoming more and more what we want, when we want. It allows us to have a really technical with higher safety requirements.’

Rustin makes customised products long-term view. You may be wrong mainly for the railway industry, such today but if you are persistent one day as seals for train windows, doors and you will get it right.’ On the question of keeping the balance between carriage interconnections. The UK is ...working with architects to tradition and modernity, Louis is an important market for this: Rustin create bespoke profiles for has the contract for the door sealing designed windows in large unequivocal, ‘We are no different systems of the trains of the London glazed building projects from any other business, except that Underground’s Sub-Surface Lines (SSL) – Charles de Gaulle Airport is we have a continuous history with as well as all the Thames Link trains, one example, and the cabins of no rupture in it, so we know exactly which are being manufactured by where we are coming from. For us, the London Eye is another. as for any business, adaptation is the Siemens, and is the main provider of key.’ rubber sealing for many of London’s overground train lines. Rustin partners with Faiveley And what of the rustines? They are still made in France – Rustin was the first and is now the last European Transport, a major manufacturer and supplier of equipment to the railway industry, which does all the access doors company to manufacture bicycle tyre patches, still sold in their original packaging, and now available in London: for trains in the UK. It also produces non-standard seals one of Rustin’s biggest customers is classic, retro and for the building industry, working with architects to create bespoke profiles for designed windows in large vintage bicycle specialist There Cycling, which sells them glazed building projects – Charles de Gaulle Airport is one online and in its bike shop in Boston Road, West London.

It is a heritage still going strong. I KF example, and the cabins of the London Eye is another. info - march / april - 29

regions & cities

Northern Ireland: Titanic for technology N orthern Ireland’s knowledge economy is growing nearly three times faster than the UK average and the city that launched Titanic is again an innovation hotspot. Belfast has been named Europe’s leading destination for software development and technical support investment and is also top-ranked internationally for financial services technologies investments. That’s some achievement for a region with a population of under two million. Among the many global investors that have already opened operations are SAP, NYSE Euronext, Citi, Intel and Chicago Mercantile Exchange.

Queen’s Island in Belfast Harbour was once home to a vibrant and innovative ship-building industry employing 25,000 people. Now with a £7 billion investment plan underway – one of the world’s largest urban waterfront regenerations – the area known as Titanic Quarter is home to the landmark Titanic Belfast tourist centre, a large further education college, a science park and more than 100 companies that are revitalising the area’s reputation for ingenuity.

Fast Facts

» Northern Ireland is an integral part of the UK with its own devolved administration

» The region has the same fiscal and regulatory structure as the rest of the UK

» French-owned companies with operations in Northern Ireland include: Michelin, Thales, Teleperformance, Axa, Sopra Group and Montupet.

Clockwise from top left: Londonderry, the second largest city; thriving Belfast; the Titanic Belfast visitor attraction

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Aerospace and defence Close by is one of Northern Ireland’s key investors and cornerstone of the region’s long-established aerospace industry, Bombardier Aerospace. The company came to the region in 1989 when it took over Short Brothers, the world’s oldest aircraft manufacturer. Since then Bombardier has invested more than £2.1 billion in its plants there. In Northern Ireland the company specialises in major aircraft structures including fuselages, wings, engine nacelles and flight control surfaces in metal and advanced composites.

French-owned Thales acquired Northern Ireland-based Short Missile Systems in 2001 and it designs, develops and manufactures short-range, precision defence systems.

Late last year European Space Propulsion (ESP) opened in Northern Ireland where it will be working in partnership with Thales. ESP is a subsidiary of Aerojet Rocketdyne, a worldrecognised aerospace and defence leader, and ESP has been formed to service the needs of its European customers.

Abundance of talent Firms attracted to Northern Ireland can benefit from the resources of established knowledge hubs and can quickly recruit talent. The region’s two universities are not only providing skilled graduates, but are also commercialising academic research output. The universities have fostered scores of successful spin-out technology companies and assisted businesses to secure venture capital investments.

Testament to the strength of the start-up scene in Northern Ireland is the acquisition of local tech companies by blue-chip firms including Intel and HP. Across Northern Ireland, research centres of excellence and technology incubators nurture clusters in telecoms, cybersecurity, financial services, aerospace, data analytics, cloud computing, mobile, healthcare technology and nanotechnology.

A complete package Northern Ireland offers a great package to inward investors.

It has all the advantages of being part of the United Kingdom with the same fiscal and regulatory system; investors have access to excellent R&D tax incentives and a superb quality of life. Above all it offers a workforce that is a product of the region’s outstanding education system – well educated, skilled and loyal. Its other advantages include: competitive costs, advanced telecommunications, ready access to government, support packages and a vibrant pro-business attitude. Taken together, Northern Ireland offers a compelling package for investors and is an ideal location to support London operations. I

Carrick-a-Rede Rope Bridge, Northern Ireland

regions & cities

beauty & brains

Belfast is the world’s top destination city for financial technology investment.

You know Northern Ireland has a spectacular landscape, but did you know our workforce is behind some of the world’s most sophisticated banking system?

Belfast beats cities like Dublin, Glasgow and Beijing, and even major IT centres such as Bangalore and Singapore, which speaks volumes about the quality of our software specialists.

www.investni.com/invest

Northern Ireland offers competitive operating costs, an advanced business infrastructure, and generous financial assistance and support.

To learn more about what makes Northern Ireland the smart choice, visit www.investni.com/invest E: London@investni.com T: 0207 2220599

info - march / april - 31

focus dEFENCE & sECURITY Defence appears to be a domain of expertise with which the wider public has little opportunity to connect and in which information is not easily circulated.

D

efence has always been a delicate affair to deal with; a sensitive area where the sovereignty of the State makes it difficult for policy makers to be transparent when providing information, surrounded by high level diplomatic and industrial stakes, interconnected to the secret world of national and international intelligence and security.

Such an environment makes clear communication difficult, and this is certainly the case with the Lancaster House treaties signed between France and Britain in November 2010 for a period of 50 years.

Who is aware of this? Not many people on either side of the Channel, and certainly only a few analysts if we extend the question to the transatlantic dimension. There, as in Brussels, think-tankers are curious about the rapprochement between the descendants of Napoleon and Wellington, but remain prudent observers.

Defence appears to be a domain of expertise with which the wider public has little opportunity to connect and in which information is not easily circulated.

Certainly, the debate is not given equal consideration in France and the UK. British citizens seem to be more

aware of security issues raised by Parliament and Government, but in Europe the challenge to get the public interested and involved remains.

Today, the Franco-British defence partnership has to be explained and clarified. Firstly because what was launched in 2010 between the two countries provides an unprecedented challenge of cooperation to a wide spectrum of military and industrial matters with a direct impact on EU and NATO schemes for our future global security. Secondly because the cultural gap – the one everybody fears – always threatens to separate the ‘natural partners’ with damaging stereotypes inspired by a mutually volatile past. In this context it is important to demonstrate that the defence partnership, built as it is upon strong political will, can resist the stormy episodes of the bilateral relationship.

This dossier provides a broad summary of the bilateral initiative. Three years on, it aims to help the reader understand how and why the French and British decided to work together in defence, what has been achieved and what is yet to come. I Dr Claire Chick, Head of Defence, Franco-British Council

focus contents The politics of bilateral defence and security

The Defence Industry

34 Reflections on the UK-France Summit 2014

41 The Lancaster House treaties: highlights on equipment and industry

35 Declaration on security and defence

42 Defence industry perspectives

36 The Lancaster House treaties: an overview

44 Industrial consolidation and strategic thinking

37 Inter-parliamentary coordination: monitoring treaty

46 The UK defence industry – taking a partnership approach to growth

implementation

38 The Lancaster House treaties: a practical perspective 39 The Franco-British partnership, a driver for European defence?

40 The FBC Annual Defence Conference

47 A400M – bridging the English Channel 48 MBDA, a test case for Anglo-French cooperation in defence 49 WATCHKEEPER – supporting the burgeoning relationships between the UK and French armies

50 Cyber security 52 Securing the edges of cyberspace

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Dave Rose © MoD Crown Copyright 2014

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© Crown copyright 2014

French President François Hollande and Prime Minister David Cameron at the 2014 summit

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focus part one: The politics of bilateral defence and security

Reflections on the UK-France Summit 2014

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t was a delightful Cotswold village in the heart of David Cameron’s constituency that played host to the closing stages of the 2014 Franco-British summit on 31 January 2014. It may well have been the UK’s wettest January since records began but the atmosphere was warm and convivial inside the Swan Inn in Swinbrook when François Hollande and David Cameron stopped there for lunch.

The outside world had questioned Mr Cameron’s choice of venue, and there was no small amount of media speculation over what the two leaders would have to drink. However the reality – for those privileged enough to be inside the Swan Inn – was that this friendly country pub served as a perfect place to conclude a historic day for Franco-British cooperation. It is safe to say that they both enjoyed the beer too!

President Hollande and Prime Minister Cameron had spent the morning at nearby RAF Brize Norton, a setting very different from the cosy charm of the Swan Inn but equally symbolic of the relationship between our two countries. During the Second World War, RAF Brize Norton was used as a base for successful D-Day operations, as well as for operations engaged in dropping personnel and supplies to the resistance movements in Europe. Today, the airbase showcases the strength and depth of FrancoBritish cooperation on defence, from British logistical support of the French mission in the Central African Republic and in Mali previously, to the joint development of new aircraft for the future.

So it was fitting that Brize Norton played host to the signing of some major new defence agreements, which built on the close ties established with the signing of the Lancaster House treaties in 2010. As two countries of a similar size and global standing, which today face the same security threats, it makes perfect strategic and commercial sense for France and the UK to work together in order to ensure the safety of their own citizens and protect peace and security around the world. Very few countries share the trust needed to collaborate on something as important and sensitive as defence, so it is a testimony to the relationship between France and the UK that we are able to do so. In the same spirit of partnership, Foreign Ministers Laurent Fabius and William Hague discussed the most pressing foreign affairs issues, from the crisis in Syria and the nuclear deal

HE Mr Bernard Emié, French Ambassador to the UK

with Iran, to the situation in Ukraine and peacekeeping efforts in the Central African Republic.

It wasn’t just Defence Ministers Jean-Yves Le Drian and Philip Hammond who were busy concluding agreements.

A joint declaration on nuclear power was also issued by French Energy and Climate Change Minister Philippe Martin and his UK counterpart Edward Davey. It will help develop a nuclear supply chain, facilitate the involvement of SMEs, and contribute to the joint development of world class nuclear skills in France and the UK. This will be all the more important as the huge investment EDF is making at Hinkley Point in Somerset materialises. FrancoBritish cooperation is not only about defence: it is also about powering homes and our economy.

Thirdly, the summit saw the signing, under the auspices of Geneviève Fioraso and David Willetts, of Britain and France’s first entente spatiale. This agreement will see the French Centre National d’Etudes Spatiales and the UK Space Agency collaborate on a broad range of activities including earth observation, telecommunications satellites and space technology. Together, France and the UK are delving deeper into the realms of space in order to enhance our understanding of the Earth – and, with our combined expertise and vision, I look forward to seeing what we will be able to achieve in the future.

If I had to describe the summit in three words, it would be these: professional, substantial and convivial.

Professional, because the eight ministers and two leaders who assembled at RAF Brize Norton on 31 January quite simply got the job done, signing major agreements that were the culmination of many months of behind-thescenes planning and negotiations. And, despite nuances of opinion and vision between President Hollande and Prime Minister Cameron on Europe, the two leaders had a meaningful conversation on the future of the EU and agreed on the need for a more efficient, more competitive European Union. Substantial, because France and the UK consolidated their cooperation across a range of fields, with commitments that will affect the lives of millions of citizens and bind our two countries for many years to come. And last, but by no means least, convivial, because this was after all a meeting between the leaders of two countries that are friends, allies and neighbours, two leaders therefore with an awful lot to talk about. I www.ambafrance-uk.org/Blog-The-Franco-British-Summit

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Declaration on security and defence The declaration signed by Prime Minister David Cameron and President François Hollande on 31 January highlights what has been achieved during the past three years and the leading role France and Britain have in Europe. Excerpts below provide a broad overview of progress made so far

Defence policy (…) Since our last summit, France has launched military operations in Mali and the Central African Republic aimed at supporting the governments of those countries, and UN and African peacekeeping forces, in countering terrorism and insurgency and maintaining stability in their regions. The UK has provided operational support to the French armed forces in the shape of strategic airlift and surveillance and reconnaissance capabilities. (…) there remains more to be done to improve Europe’s responsiveness to meet such challenges. Based on our experience of leadership in foreign policy and defence, the UK and France believe it is essential to take a comprehensive approach to safeguarding European and trans-Atlantic security. This means tackling instability where it arises, preventing conflict, building the capacity of local forces and encouraging long-term economic development as the most effective means to guarantee both the stability of our neighbourhood, the safety of our citizens and the security of our wider interests.

Combined Joint Expeditionary Force (…) We are making good progress towards establishing a Combined Joint Expeditionary Force (CJEF) capable of carrying out co-ordinated and coherent expeditionary military operations. (…) Our ultimate objective to be able to conduct combined joint operations will be reached in 2016. (…) We will establish a robust framework that will allow forces assigned in a crisis to deploy more quickly, with greater capability and in a wider range of scenarios.

Philip Hammond, Secretary of State for Defence and JeanYves Le Drian, Ministre de la Défense

This framework will be suitable to operate bilaterally and with additional allies.

Defence equipment (…) Cooperation in the acquisition and support of equipment and between defence industries is a key objective of the Lancaster House Treaty. We want to see more effective, deployable, and interoperable military capabilities in Europe and greater willingness to use them to export security. (…) We believe future Combat Air capabilities and the defence aerospace sectors of the UK and France will be founded on a successful Future Combat Air System (FCAS) Programme. This is why we have agreed to launch a two-year £120 million Feasibility Phase, building on Preparation Phase studies conducted since the last Summit by six industry partners (Dassault Aviation, BAE Systems, Thales France, Selex, Rolls Royce and Safran).

The Feasibility Phase that we have announced today will develop the concepts and technologies to provide an Unmanned Combat Air Vehicle for our Armed Forces. It will also sustain and enhance vital teams and skills within the relevant industries. (…) Both nations have decided to order a naval helicopter borne anti-ship missile known as Future Anti Surface Guided Weapon (Heavy) in the UK and Anti Navire Léger in France. A MoU was signed today by the two Ministers of Defence and we will sign the contract with MBDA for the development and manufacture of the FASGW(H)/ANL missile. (…) The FR/UK Maritime Mine Counter Measures project will deliver unmanned underwater vehicles capable of finding and neutralising seabed mines. We have agreed to commit to a design stage and empowered OCCAR (Organisation Cojointe de Cooperation en matiere d’Armement / Organisation for Joint Armament Cooperation) to place by the end of 2014 a two-year contract.

Defence nuclear cooperation (…) We are making excellent progress with the development of world class scientific facility Epure in Valduc to underwrite the safe and assured performance of our respective nuclear weapon stockpiles. (…) I www.gov.uk/government/uploads/system/uploads/attachment_data/file/277167/FranceUK_Summit-Declaration_on_Security_and_Defence.pdf

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The Lancaster House treaties: an overview Rear Admiral Henri Schricke, Defence Attaché at the French Embassy in the United Kingdom explains the context and meaning of the defence treaties signed by Britain and France

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n 2004, we celebrated the centenary of the Entente Cordiale. Only eight years before, 1996 had seen the British and French inject a new dynamic into the bilateral defence relationship and our shared responsibility within Europe in defence matters. So, what did this ‘Lancaster House Treaty’ bring us? The 2 November 2010 summit gave practical effect to a new impetus in Franco-British relations. More specifically, it is a new political drive, essential now that we seem to be living in a more unstable world and up against even greater budgetary constraints.

Two treaties were signed by the Heads of State and Government at Lancaster House in November 2010: • A bilateral defence cooperation treaty • A specific agreement to initiate cooperation on nuclear deterrence, relating to joint radiographic/ hydrodynamics facilities.

Concrete areas of cooperation Seven areas of cooperation, excluding the nuclear sphere, were identified at the time of the bilateral treaty’s signature: forces operations and training; capabilities (A400M transport aircraft, maritime mine countermeasures, military communications satellites etc.); R&D; unmanned aerial vehicles (UAVs); FrancoBritish defence industry rationalisation in the missiles sector; industrial cooperation; and cyber security.

While the bilateral summit on 31 January 2014 highlighted, above all, cooperation on industrial projects, it should be remembered that a main objective of the operational cooperation is the availability by 2016 of a non-standing, Combined (i.e. involving more than one service) Joint Expeditionary Force (CJEF), with its associated command capabilities. This stepping up of cooperation is underpinned not only by large-scale combined exercises conducted every year, but also by a growing number of personnel exchanges between the staff on either side of the Channel and a strengthening of the ties between the two countries’ military academies. I © flickr/Crown copyright

The package was the subject of a joint declaration on defence and security cooperation.

This ‘new’ bilateral defence cooperation is governed at politico-military level by the Senior Level Group,

responsible for developing and regularly updating the cooperation roadmap, which is also sent to the ad hoc parliamentary committees.

This cooperation is incorporated in the conclusions of the British Strategic Defence and Security Review (SDSR), which identifies France’s special place as key partner. ‘Reciprocally’, our White Paper stresses the importance of our bilateral defence cooperation and restates our common ambitions for arms programmes and industrial cooperation.

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Inter-parliamentary coordination: monitoring treaty implementation The Right Honourable James Arbuthnot MP, Chair of the Defence Select Committee, House of Commons, gives an overview of progress made and yet to be made under the Franco-British Defence & Security Cooperation Treaty

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he signing of the Lancaster House treaties in 2010 signalled a renewed commitment to defence cooperation between the UK and France. It also heralded a new era of inter-parliamentary working.

Since December 2010 members of the House of Commons Defence Committee and the House of Lords EU Sub-Committee on External Affairs have met biannually with our counterparts in the French Assemblée Nationale and Sénat. The purpose is to coordinate parliamentary scrutiny of the work of the High Level Working Group of French and UK Ministers, and to monitor the implementation of the treaties.

The Houses of Parliament, London It was envisaged that the Defence Cooperation together to achieve greater coherence. Given the Treaty would enable the strengthening of operational links between the French and UK Armed Forces, pooling financial constraints both countries are operating and sharing of materials and equipment, building of under at present, it makes sense for allies as close joint facilities, mutual access to defence markets, and geographically and strategically as the UK and France increased industrial and technological cooperation. to consider opportunities for pooling and sharing Progress in some areas, I think it of equipment and combining is fair to say, has been better than maintenance and training Given the financial others. where it makes sense to do, for constraints... it makes The treaties paved the way for example in relation to the A400M the kind of cooperation between transport aircraft. This is about sense for allies as close France and the UK that was seen interoperability – allowing France geographically and in Libya, allowing a greater degree and the UK to work together more strategically as the UK effectively. of focused coordination of military and France to consider effort than has been seen before.

Finally, it is absolutely vital opportunities for And the UK was also able to react that our two nations engage at pooling and sharing of rapidly in support of the French the highest strategic level if the equipment and combining ‘Operation Serval’ in Mali last treaties are to have practical effect. maintenance and training year, providing air transport and In our recent report, Towards the surveillance support. This realNext Defence and Security Review, world experience, combined with initiatives such as an the Defence Select Committee applauded the French Government for seeking a wide range of input into Officer Exchange programme and regular exercises like Joint Warrior and its air component, Capable Eagle, are the reformulation of its Livre Blanc, including the undoubtedly helping to pave the way towards a fully involvement of the British Ambassador to France. formed Combined Joint Expeditionary Force (CJEF), Given the importance of allies to the implementation but it will be 2016 until we know whether the vision of both the current Strategic Defence and Security for the CJEF will be realised.

Review and the next, from 2015, it is essential that the In terms of defence procurement, intra-European UK’s key strategic allies are fully engaged in the process competition between defence industries needs to be from an early stage. I anticipate a positive response from the UK Government to our proposition. I avoided if possible and governments need to work info - march / april - 37

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The Lancaster House treaties: a practical perspective Robert Regan, Head of International Policy France in the UK Ministry of Defence describes how high level agreements are put into practice at the working level

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© flickr/Crown copyright

e have now had over three years’ experience of implementing the ambitious agenda of Franco-British defence cooperation set out in the Lancaster House Treaties. The latest Summit at RAF Brize Norton saw the fruition of some of that ambition, with the signature of arrangements that will see a two-year feasibility phase in support of both nations’ requirement for a future combat air system; the development and production of a future anti-surface guided weapon for naval helicopters; and to underpin the development of a new unmanned naval mine countermeasures system. None of these President Hollande and Prime Minister Cameron speak at achievements have been easy. We are both working in RAF Brize Norton an environment where defence budgets across Europe are under intense pressure and scrutiny, if not reduced. we work towards delivering the concept of a Combined Joint Expeditionary Force in 2016. Beneath these very But it is just this pressure that creates the logic that in order to deliver full spectrum military capability senior meetings there is a wide range of groups each in the long term, we should cooperate where we can. charged with particular aspects of the Treaties and The obstacles to delivering this cooperation are that their implementation. These in turn deliver the third we work with different structures, laws, cultures, and perhaps most important advantage in sustaining momentum, the growing array of relationships policies and processes. As cooperation draws us closer together, it becomes easier to see where these between the people and their organisations that are differences exist – and what to do about them. charged with delivery. With each round of discussion It is unlikely that in the short term and negotiation we grow more familiar with each other, our culture and our we will be able systemically to align ... we work with these factors. There are, however, three national viewpoints; and with that different structures, things in our favour. First, Francocomes an increasing ability to find laws, cultures, policies British Summits which, as we saw at solutions to the issues that our national systems present. the end of January, give a high profile to and processes. As defence and security issues, bring with One way that we have addressed this cooperation draws them the opportunity to discuss our in the UK is to gather together all of our us closer together, it Lancaster House agenda at the highest France-facing policy resources in one becomes easier to see place, International Policy France. It is a level. These meetings are the engine where these differences that drives the Treaties. The second small team, but one that is able to cover exist – and what to do factor is the range of governance put the entire spectrum of the defence about them in place by the Treaties, principally the relationship, from exchange officers Senior Level Group (SLG), co-chaired to nuclear technology. We make the by the respective National Security Advisers with relationship work through excellent connections with membership that includes the Chiefs of Defence Staff the French Embassy in London, our Defence Staff in Paris and National Armaments Directors. The SLG is in turn and directly with government officials on both sides of supported by the High Level Working Group addressing the Channel and with industry. It is a complex challenge, but the potential rewards in capability development and equipment cooperation; and the Letter of Intent Steering Group which overseas military cooperation as cost savings are certainly worth the effort. I 38 - info - march / april

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The Franco-British partnership, a driver for European defence?

Dr Claire Chick, Head of Defence, Franco-British Council considers the missed opportunities and prospects for France and the UK to take the lead in Europe

“T

he relationship between France and Britain is now part of the furniture”. This comment made by a diplomat back at the 2012 Franco-British Council Annual Defence Conference is symbolic of the strong rapprochement initiated by London and Paris in November 2010. And the joint military operation in Libya, a few months later, was certainly a decisive starter of the Lancaster House treaties. The two Heads of State and Government had agreed upon the politics with strong diplomatic leadership, strengthening mutual confidence arising from the experience of command sharing and the unprecedented operational transition to NATO.

argue strongly that their mutual dependence must take place on a bilateral basis in order for it to be pragmatic, while others consider that Franco-British confidence should benefit the European dimension with a key multiplier effect to serve multilateral cooperation.

And it should not be denied that the Lancaster House treaties also inspired more fear than support when Germany showed signs of disapproval towards an initiative which it did not necessarily appreciate.

But as the EU Council in December 2013 was designed to kick-start European defence, an opportunity emerged for both partners to initiate concrete decisions. Did they? Their joint preparatory work rather turned into a missed opportunity in Brussels, and expectations were certainly too high Europe was absent from the whole process that the European meeting could remedy in two The European Union (EU) could have linked military days the chronically broken EU defence action with political, economic and social objectives, but did not take responsibility policy. Regrettably the Franco-British The option of a assets inherited from the 2010 treaties for tackling the crisis in Libya. In defence, European civil– political will, pragmatism and military Europe is not turning the corner. Out military crisis leadership – urgently needed in Europe, of two million soldiers in the EU, only 20% are thought to be deployable and management policy did not filter through effectively. British barely 3% – about 54,000 – are effectively advocacy for autonomous military on the African capabilities in the EU confronted the engaged in operations in the framework continent is taken French policy towards an ambitious of the EU, NATO, the UN, the Organisation seriously for Security and Cooperation in Europe European strategic autonomy.

(OSCE) or ad hoc coalitions. Out of the What next for 2014? €193 billion which Europe devotes each year to defence, Obviously, France’s return to the fold of NATO’s less than 15% is invested in modern equipment. integrated military command lifted the latch to the Could France and the UK be the key defence players in a renewed Europe? True, the bilateral episode of St development of a joint specific EU comprehensive approach, and the option of a European civil-military Malo is remembered for its lack of achievements. Signed crisis management policy on the African continent,

by Tony Blair and Jacques Chirac before the Kosovo war, led by the French and the British, is taken seriously, the 1998 agreements did not take up the challenge in especially with the prospect of the NATO summit next European defence. In the 12 years up to the Lancaster September in the UK. As for industry – the sensitive House treaties, objectives of an autonomous crisis part of the bilateral cooperation – British policy makers management capability were not fulfilled, nor were any military operations launched. The Headline Goals went wish silently that the ‘E’ in any European item could be removed from irritating acronyms: the European unheeded and the Battle Groups were never deployed.

Defence Agency (EDA), the European Air Transport Command (EATC), the European Defence technological From 2010, the narrative changes and Industrial Base (EDTIB)... And this, certainly, is plus There is controversy over the debate introducing France and Britain as potential defence leaders in the EU. Some facile à dire qu’à faire. I info - march / april - 39

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The FBC Annual Defence Conference As the Franco-British Council holds its fourth annual Defence Conference in 2014, its contribution to bilateral defence cooperation is gaining momentum

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he Franco-British Council (FBC) was created in 1972 on the joint initiative of President Georges Pompidou and Prime Minister Edward Heath, when Britain joined the European Community. The Council’s purpose is to promote better understanding between Britain and France in the context of a developing Europe and of an increasingly globalised community.

There are two sections, one based in London and one in Paris. Core funding comes from the Foreign & Commonwealth Office (FCO) and the Quai d’Orsay and additional sponsorship is sought from the private sector on a project-by-project basis. The main work of the Council is its programme of high profile meetings designed to bring together experts from both sides of the Channel, to discuss topical questions of common interest. After the meetings, reports are written with recommendations and these are distributed to key policy makers in the two countries.

The FBC and defence The subject of defence has been a key theme debated throughout the history of the FBC. Former Prime Minister Tony Blair responded to the report of a 2006 Defence Seminar by expressing his ‘appreciation for the valuable contribution of the FBC to Anglo-French relations’. Speaking at the 2011 Biennial FBC Lecture, Foreign Secretary William Hague thanked the Council for its ‘very timely and growing work programme

The FBC Defence Conference 2013 at La Résidence de France 40 - info - march / april

on bilateral defence cooperation’.

Seminars in 2008 and 2009 discussed the weak state of the Entente Cordiale in defence. In 2010, amidst gathering momentum, the FBC organised with the Royal United Services Institute (RUSI) a roundtable ahead of the UK general election where participants agreed that patience was going to be necessary. But optimism was not absent from the new narrative on the Franco-British dimension where it was estimated that industry had to play a leading role in an innovative ‘bottom-up’ process based on pragmatism.

A follow-up event hosted at the British embassy in October 2010 in Paris underlined that only a determined political will from the two leaders would launch cooperation in the right direction.

Watching the Lancaster House treaties This political will was arguably made plain with the signing of the Lancaster House treaties on 2 November 2010. With broad agreement on the best approach to the unfolding crisis in North Africa, the case for closer defence cooperation continued to be compelling and the first Annual Franco-British Defence Conference was launched in March 2011 with the support of the FCO and French Embassy in London. In June 2011 the FBC went one step further by launching a new website www. francobritishdefence.org to support and promote the bilateral defence community. Interviews with key players, reports by the FBC and other organisations and defence news all contribute to the growing success of this site.

The FBC is now bringing together the key players in an annual conference designed to deliver concrete progress in the bilateral relationship. ‘It is a great honour and a true pleasure for me to open the Franco-British Annual Defence Conference, which has become one of the traditional meetings of our bilateral relations,’ French Secretary of State for Defence, Jean-Yves Le Drian said at the 2013 event in London.

We are delighted that the British Ambassador HE Sir Peter Ricketts is hosting the 2014 Annual Defence Conference at his Residence, and thank the French Ministry of Defence and MBDA for their support. I Ann Kenrick OBE, SecretaryGeneral, Franco-British Council

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The Lancaster House treaties: highlights on equipment and industry Rear Admiral Henri Schricke, Defence Attaché at the French Embassy in the United Kingdom offers a user’s guide to the defence treaty in terms of military equipment

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ogether, we – France and the UK – invest almost half of the defence budget of European nations and 60% of the research and technology spending. Together we face new challenges such as the proliferation of weapons of mass destruction and ballistic missiles, terrorism, cyber attacks, maritime and space security. We must therefore be ready to prevent, deter, defend against and counter those threats despite tight budgetary constraints on each side of the Channel.

The Lancaster House Defence & Security Cooperation Treaty signed in 2010 stresses our common intent to maximise efficiency in delivering military capability, harness technologies more effectively, permit increasing interdependence, and consolidate the defence industrial base. French and British governments are both willing to develop together new equipment, especially in the fields of Unmanned Air Systems and Missiles – also called Complex Weapons in the UK. As Unmanned Air Systems (UAS) are deemed crucial to future success in the battlefield, it has been agreed to take forward the cooperation on UAS within a comprehensive long-term strategy, covering three main headers: Tactical UAS, Medium Altitude Long Endurance UAS, and Unmanned Combat Air Vehicles. The last is definitely the most challenging and ambitious, which is why the January 2014 Summit put a special emphasis on it. As laid out in the Summit Declaration, we believe future Combat Air capabilities and the defence aerospace sectors of the UK and France will be founded on a successful Future Combat Air System (FCAS) Programme. Thus we have agreed to launch a two-year/€140 million Feasibility Phase, building on Preparation Phase studies conducted since 2012 by six industry partners: Dassault Aviation, BAE Systems, Thales, Selex, Rolls Royce and Safran.

This FCAS Feasibility Phase will develop the concepts and technologies to provide an Unmanned Combat Air Vehicle for our Armed Forces. It will also sustain and enhance vital teams and skills within the relevant industries. As a result, we will be ideally placed to decide by 2016 whether to collaborate on demonstration and manufacturing phases for a UCAS demonstrator based

on technologies and capabilities wholly developed and matured in France and the UK. This would allow sovereign decisions over industrial partnership, deriving future operational versions and future export policy.

In the field of Complex Weapons, the two governments, with MBDA leading for industry, have agreed a strategy to work towards rationalising Complex Weapons capabilities in Europe to secure significant efficiencies on future programmes by 2020. Significant steps to implement ‘One Complex Weapons’ will be achieved in 2014. The key element of this work is a coordinated development and acquisition approach that eliminates duplication in the industrial base. The first step has been to start implementing balanced Centres of Excellence within MBDA; this marks the start of managed inter-dependence for certain missile sub-systems. Both nations have also decided to order a naval helicopter borne anti-ship missile known as Future Anti Surface Guided Weapon (Heavy) in the UK and Anti Navire Léger in France. A 20-year/€500 million Arrangement was signed during the Summit by the two Ministers of Defence for the development and manufacture of the FASGW(H)/ANL missile.

To be fair, it must be mentioned that lots of other cooperative equipment projects are also moving forward as an implementation of Lancaster House Treaty. For instance, France is considering the WATCHKEEPER Tactical UAS as a promising candidate for the replacement of the present interim system; likewise, the UK needs a highly manoeuvrable armoured infantry vehicle and the combat proven French VBCI is potentially a promising candidate; the UK/FR Maritime Mine Counter Measures (MMCM) project will deliver unmanned underwater vehicles capable of finding and neutralising seabed mines.

Beneficial cooperation on equipment projects needs strong political leverage, commitment and continuity because obstacles are numerous and returns on investment take years. However, the FR/UK cooperative track record is not too bad (e.g. Jaguar combat aircraft, Puma and Gazelle helicopters, Storm Shadow/SCALP cruise missile) and the Lancaster House Treaty sets the perfect frame for this long-term vision. I info - march / april - 41

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Defence industry perspectives Two heads of defence industry companies, Victor Chavez, CEO of Thales UK and Robin Southwell, President of Airbus Group UK, share their views on the impact of the Franco-British Treaty, bilateral relationships and the future of the defence industry

and pooling resources to fund research – research that would be out of reach financially for one country alone. It is this R&D that will sustain our industries into the future.

There is still much to be done. Maximising the potential industrial benefits will not be possible unless both sides are willing to consider greater coherence in future programmes to allow for increased cooperation. I believe that consideration of the bilateral opportunities against each and every major acquisition programme must form part of the overall value-for-money debate. At the other end of the scale, outsourcing is one way of further stretching defence expenditure. There is still much for industry to offer here. We look forward to being able to deliver Victor Chavez, CEO Thales UK more services to both countries through shared contracts and bilateral agreements. ithout doubt, the single greatest strength that the UK and French defence industries But the financial drivers for change in defence can draw on is the immense professionalism and acquisition go wider than just the UK and France.

Within Europe as a whole we will have to consider competence of our armed forces, and the Lancaster House Treaties will allow industry to enhance the what, if any, demand side industrial consolidation level of military capability each defence pound or is required, especially in areas needing major state euro brings. Interoperability will be key and closer investment in defence specific technologies. In cooperation will come from sharing operational best addition, nations will need to make greater use of collaborative buying, and – where practice. One good example is the burgeoning relationship between possible – harmonise requirements the British and French Artillery to create economies of scale. ... maximising the potential regiments over the past two years – Industry must help governments industrial benefits will built on shared concepts and skills, to use their available resources and hopefully to be cemented by efficiently to deal with threats. In not be possible unless shared equipment. the context of the Treaty this means both sides are willing to Industry in the UK and France consider greater coherence playing an active role in discussions and being prepared to provide novel has already engaged in a number in future programmes of bilateral R&D programmes. solutions to complex problems. to allow for increased This represents the second key Nevertheless, political vision is cooperation strength: our joint heritage irreplaceable: interdependency in and expertise in developing defence goes to the heart of national sovereignty and the use of military ground-breaking and innovative solutions to technical and military problems. Using force is arguably wholly discretionary. Only by the Treaties to break down traditional barriers of forging deeper relationships at the political, military national secrecy and to bring together the currently and industrial levels will the UK and France be able disconnected research streams, the UK and France to maximise the potential benefits of the Lancaster are in a much better position to cooperate on House Treaties to meet the defence challenges of analysing future threats, leveraging joint expertise today and tomorrow. I

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we all seek. The great thing about these sorts of partnerships is that the benefits are multifaceted. The French and the British both have similar challenges that we approach in different ways – what the French do might be better than what the Brits do, or vice versa. By sharing knowledge and experience you do a better job, plus there will be areas where you can share equipment and save money.

What are your views on defence industry consolidation?

Robin Southwell, President Airbus Group, UK

Has the Franco-British Defence & Cooperation Treaty had an impact on industry over the last three years?

Consolidation is not defence specific, it is a statement of economic reality. Wherever the market has flatlined or is in decline, there is a drive for consolidation.

As you know, we tried to merge with BAE Systems, and I think universally there was, and still is, disappointment that it didn’t happen. That’s now history, but in what is effectively a declining market place, I think we will see a phase of consolidation or acquisition in the mid-tier category of small to medium entities.

Not in terms of scale but in terms of quality, in as much as it is a very real attempt to converge the two nations’ capabilities in important areas of sovereign How can defence industry companies align strategic interest – such as nuclear, missiles and space – for thinking with political considerations? mutual benefit. Maintaining those sort of capabilities We are lucky here in the UK that we have the is very expensive and if we are able to share best Aerospace Growth Partnership and the Defence practice – what’s gone right, what’s gone wrong – as Growth Partnership (DGP) which are mechanisms well as research and development, it makes the whole and models that allow industries to work coherently thing more effective, more cost-efficient and more in the UK, closely with government, and in the DGP capable. Specifically, Airbus is involved in the Francomodel, also with the customer. It would be worth British missile industry with its 37.5% share of MBDA; looking at how industries can work collectively we are the custodian of the A400M programme from the French side so that we can work in a more involving both France and the UK, in which our two structured manner between ourselves and France. nations are seeking to work together more closely, Over the medium term if we are able to get in place typically in terms of supportability and logistics; effective forums for French and British industry and, of course, space: my company to talk bilaterally and also with is the core pillar of French and governments then we may have British space industry and we are great opportunities to match our ... if we are able to get in looking at ways to share not only requirements to mutual benefit. military satellite technology but I’m a great believer in talking and I place effective forums for the whole breadth of space-based French and British industry think that we can do better. technologies.

Over the last couple of years we to talk bilaterally and have seen the tremendous benefits also with governments Where does industry fit into bilateral which come from France and the then we may have great partnerships?

UK working together. There have opportunities to match our been times in the last decade where These activities can only be done requirements to mutual by government with the support our two nations have not been benefit of industry, as that is where the working to a common approach skills and much of intellectual and that’s been to the detriment property is deployed. So, for example, on the A400M of each of us, and also to the global scene. But I’m or the simulators which involve other Anglo-French much encouraged by the work that has been done to companies like Thales, if the two governments did develop Anglo-French cooperation and certainly we, not work closely together then we would not be in Airbus Group, and the broader UK defence industry able to use the infrastructure both in the UK and in welcome that, and want to do all we can to imbed it France, or deliver on the ground the synergies that and allow it to prosper. I info - march / april - 43

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Industrial consolidation and strategic thinking Dean Gilmore, PwC’s UK Head of Aerospace, Defence and Security and Tony Raper, Senior Defence and Security Advisor at PwC, look into the prospects for industrial consolidation

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lthough global defence spending will rise slightly to over $1.5 trillion in 2014, the budgets of UK, France, Germany and other Western European nations will continue to fall in real terms. This will have a consequent impact on the leading European defence companies as they fight to bolster their revenues nationally and through international growth and diversification. It places the onus firmly on both governments and industry to think innovatively about the preservation of key capabilities for the future and greater co-operation and collaboration. Industry will also need to explore opportunities for further efficiencies and potentially consolidation. These need to be set within both national and international contexts, the recently launched Defence Growth Partnership (DGP), as well as such initiatives as the 2010 Anglo-French treaty.

Š wikipedia/Chris

Cooperation and collaboration The defence industry’s track record in cooperation and collaboration has been best in combat and strategic air, but other sectors have fared less well. Governments are realising that given shrinking national resources, international cooperation will be key to maintaining domestic capability,

The A400M

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industrially and militarily. This is arguably being emphasised by the difficulties in closing major export deals. However opportunities remain for further cooperation in such areas as autonomous systems, particularly the acquisition of advanced UAS (unmanned aerial systems), complex weapons and the support of major equipment common to several nations, for example Eurofighter / Typhoon combat aircraft and A400M, provided that requirements can be harmonised. The Anglo French declaration of 31 January 2014 served to demonstrate this again.

It is disappointing that it did not extend to include support aspects, in particular in either strategic airlift or air-to-air refuelling, given both rely on Airbus platforms. Significant savings from cooperation and improved availability based contracting would benefit nations and increase prospects for international sales.

Structural change and consolidation The European defence industry still faces structural challenges, several of which the merger of EADS and BAE Systems would have addressed. However, the European industrial base, particularly in the UK, France and Germany, remains fragmented, chasing fewer orders with resources dissipated over too many systems. A better and more realistic balance is required

Š Chris Ryding / BAE Systems

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‘Taranis’ is an unmanned combat aircraft system advanced technology demonstrator programme, developed primarily by BAE Systems

between sovereignty and industrial capability with further consolidation seemingly inevitable. The political dimension is omnipresent and increases the onus on governments, given their shareholding in a number of large companies, to set the enabling framework and to direct greater commonality in military requirements. This might be easier to achieve initially nationally but it is unlikely that national solutions alone will resolve the situation. The uncertainty in defence undermines the strength of its human talent pool as companies diversify and defence expertise shrinks.

Prognosis On the positive side, UK and European defence industrial capability is still in demand globally, in particular from the higher spending emerging markets that require alternate providers of defence systems. But in order to compete, given the pressure on domestic resources, change will be required. It will be driven by pragmatism and ultimately financial and commercial realities. Pragmatism will drive changes in government, commonality in requirement, removal of parallel programmes and greater utility in multinational entities, for example NETMA (NATO Eurofighter and Tornado Management Agency) to increase relevance to an international market. Large consolidations and collaborations remain unlikely but cooperation will become far more evident as it offers opportunities to make more efficient use of capabilities and to drive greater value. Such cooperation is required nationally as well as between nations. Initiatives such as the Defence Growth Partnership and the Anglo-French treaty can provide the necessary catalyst and can lead to savings in domestic budgets.

However the real test will come in the ability to translate such cooperation

On the positive side, UK and European defence industrial capability is still in demand globally, in particular from the higher spending emerging markets that require alternate providers of defence systems. But in order to compete, given the pressure on domestic resources, change will be required. It will be driven by pragmatism and ultimately financial and commercial realities. into genuine international success in the main emerging markets if UK and Europe are to compete and win against the other global players. I info - march / april - 45

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The UK defence industry – taking a partnership approach to growth Paul Everitt, chief executive of UK defence trade organisation ADS discusses the innovative approach that the UK is taking to secure a strong defence industry and competitiveness in international markets

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t is no secret that the UK defence industry is currently facing some significant challenges: defence budgets are under pressure in the UK, Europe and the USA, there are major reforms to defence acquisition underway and defence export markets are intensely competitive. The UK Government recognises the value of the defence industry in generating military capability, developing new technology and creating jobs and prosperity for the long-term.

The UK is the second largest defence exporter in the world and Government and industry have joined together to create a unique partnership to help meet the challenges of the domestic customer and give industry the best opportunity to secure success in tough international markets. The Defence Growth Partnership (DGP) is developing a shared strategy to tackle the challenges posed by the current environment, and ensure the right measures are in place to support industry’s investment in R&D, exports and our critical capabilities. The DGP is also investigating ways to support and strengthen supply chains, improve the skills pipeline into the sector and better exploit links between civil and military technologies.

In September 2013, the DGP completed its initial research phase and published its strategic vision report entitled ‘Securing Prosperity’. The vision revealed the ambition of the Partnership and marked a shift for the group as it moves into a new phase, scoping out the specific areas and developing an implementation plan to deliver the vision document. The DGP acknowledges the importance of the air sector, as an area of UK expertise and excellence and as the most successful of our defence exports. It also recognises the long-term importance of retaining leadership in developing intelligent systems, particularly as platform upgrades become more frequent and the driver for innovation. Underpinning all the work of the DGP is an understanding of the importance of delivering customer satisfaction and continuous through life support.

The DGP is now working to investigate each of these areas and will conclude with the release 46 - info - march / april

of a full implementation plan at the Farnborough International Airshow 2014 in July. This plan will offer associated evidence and a schedule of focused activity between 2014 and 2017.

The defence industrial landscape is considerably more complex than some other business sectors and as such, support from Government, as a critical customer and partner, is important to its growth. In addition to the Department for Business, Innovation and Skills and UK Trade and Investment, the Ministry of Defence also works hard to assist in the export of defence products. This support means that industry will be able to continue to respond to the requirements of their customers, and that our armed services will continue to receive the world-leading capability they need, now and in the future.

Despite the challenges, by working together with Government, UK industry is in a good position to achieve future growth. The key for the future will be in adapting and utilising our technical know-how to offer new markets systems and secure more long term through-life support contracts to strengthen order books and offer greater stability. I

ADS ADS is the premier trade organisation advancing the UK Aerospace, Defence, Security and Space industries.

Farnborough International Limited (FIL), which runs the Farnborough International Airshow, is a wholly-owned subsidiary.

ADS has offices in England, Scotland, Northern Ireland, France and India with new offices planned in China and the Middle East. ADS was formed from the merger of the Association of Police and Public Security Suppliers (APPSS), the Defence Manufacturers Association (DMA) and the Society of British Aerospace Companies (SBAC), and now also encompasses the British Aviation Group (BAG).

Together with its regional partners, ADS represents over 2,600 companies.

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A400M – bridging the English Channel Kieran Daly of Airbus Defence & Space holds up the Airbus A400M military transport aircraft as exemplifiying bilateral cooperation at its best

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first A400M entered service with the French Air Force, the event emphasised the continuing relationship between the nations over this unique machine as it moves from development to full-scale production.

The two governments confirmed that they will continue to work with industry to deliver a common and affordable support plan for their respective fleets, addressing longterm requirements and creating a shared spares holding in particular. In a mutually advantageous, but nevertheless unprecedented move, they agreed to swap delivery slots of two aircraft to allow the A400M to enter service with the Royal Air Force earlier than planned.

Perhaps more importantly in the long run, the respective air forces will tackle the perennial issue of administering the process of inducting the aircraft into service by working together on overall aircraft type acceptance and the delivery of individual airframes.

And they are addressing the complex challenge of regulating military aircraft internationally by agreeing mutual processes for airworthiness approvals and cargo handling approvals.

All of this is a continuing phenomenon. Airbus Defence and Space, manufacturer of the A400M, and Thales UK, part of the Thales Group, have signed an 18-year contract with the UK Ministry of Defence to supply training services for the A400M through the A400M Training Services Ltd joint venture based at RAF Brize Norton. And at the same time the two companies have partnered to provide simulators and training services for the French Air Force. Just as radically, British pilots are already in France learning from the French Air Force´s early experience in operating the A400M. This intimate collaboration is like nothing seen before, but in the A400M community, such relationships are becoming the norm. Truly this is an aircraft for which the ‘English The epitome of collaboration: A400M is the backdrop to the UK-France summit at RAF Brize Norton, 31 January 2014 Channel’ is no barrier at all. I ©Crown Copyright 2014

rom the moment it was conceived to the present day, the Airbus A400M new generation military transport aircraft has been emblematic of the best of Anglo-French, and indeed pan-European, collaboration. As it enters service, that link will be further strengthened through a series of operational arrangements that will take mutual support between the two nations’ air forces to new levels.

The aircraft´s design represents the distillation of the combined requirements of eight nations, and it is assembled in Spain from major modules including the wings from the UK, nose and cockpit from France, and fuselage from Germany. Even its four turboprop engines, the most powerful of their kind in production, are the product of a consortium comprising of the cream of Europe’s propulsion expertise in the UK, France, Germany and Spain.

When Prime Minister David Cameron and President François Hollande met at RAF Brize Norton in January 2014 to forge a bilateral defence agreement, an A400M was chosen as the backdrop and could hardly have sent a clearer message of cooperation. Timed shortly after the

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MBDA, a test case for Anglo-French cooperation in defence A new cooperative missile programme will kick-start a specialisation of MBDA French and British technological capabilities, which is unprecedented in the defence industry, as Antoine Bouvier, CEO of MBDA explains

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©MBDA

n 31 January 2014, France and the UK committed to the joint development of a new missile, FASGW(H)/ANL (Future Anti Surface Guided Weapon (Heavy)/ Anti Navire Léger), for their respective navies.

This commitment also marked the launch of a new type of partnership based on mutual dependence between the two countries.

Missiles are not everyday products. They provide a military user with a clear advantage over their opponents. Both nations have clearly stated that they need sovereignty over their missiles but also the freedom of access to the technologies involved. Likewise, how do you maintain the necessary technology skills when budget pressures are so high? The answer lies in a process of specialisation within ‘centres of excellence’ freed from national constraints.

Such an approach is atypical in the field of defence. Governments place restrictions on the exchange of defence-related products to preserve both sovereignty of use and their investments in them. Overcoming these restrictions has been a challenge and has only been possible due to the

The Future Anti Surface Guided Weapon (Heavy)/Anti Navire Léger 48 - info - march / april

integrated nature of MBDA, which is unique in defence.

As Europe’s leading missile systems company, MBDA has effectively set up an integrated business model where its directorates (Sales, Programme Management, Engineering, etc.) are no longer confined within national boundaries. MBDA has also secured a combined portfolio approach with the British and the French MoDs. This introduces flexibility and efficiencies in the overall management of technologies and capabilities across the full range of programmes instead of doing so programme by programme.

These two steps (integration and a similar working partnership with both customers) are a prerequisite to establishing centres of excellence that, regardless of location, are capable of serving the needs of both governments.

The development work on FASGW/ANL will kick-start these centres of excellence. To maintain the benefits of specialisation beyond this first programme, an Intergovernmental Agreement is to be expected between the two countries that will ensure mutual long-term commitment to security of supply and exportability.

Expectations are high and both governments have clearly stated that this new type of cooperation will serve as a test case for the rest of the European defence industry. I

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Nick Miller, Business Director KAM C4ISR and Avril Jolliffe, Director Anglo-French Relations at Thales UK describe the significance of the ground-breaking Unmanned Aircraft System being developed and its potential role in Franco-British military cooperation

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ATCHKEEPER is an Unmanned Aircraft System (UAS) that delivers a robust unarmed air surveillance capability, providing real-time intelligence in support of military forces on the ground. Significantly, with its all weather capability, it can provide continuous surveillance, providing protection and battle-winning intelligence.

Under the auspices of the Lancaster House Treaty, WATCHKEEPER may potentially support UK and French aspirations for a Combined Joint Expeditionary Force – the CJEF – a tri-service FrancoBritish jointly deployable force.

Since the signing of the Treaty in 2010, the British Army 32nd UAS Regiment Royal Artillery and the French Army 61st UAS regiment have worked closely to develop better understanding of mutual capabilities and learn lessons from operations. This has already led to UAS collaboration through the sharing of concept of operations, training and joint mission rehearsals for future UAS deployments. At the heart of discussions is of course the WATCHKEEPER system, the first unmanned air vehicle to be designed to meet the standards for safe flights in global airspace.

Cooperation between the UK and France opens opportunities for joint investment into future tactical UAS capability, offering innovative unmanned

technologies as well as reduced operational costs.

There are also real opportunities for short-term financial savings, from a joint approach to the management of WATCHKEEPER equipments and facilities.

WATCHKEEPER is a ground-breaking system. It is a highly mobile and expeditionary system, globally moved by transport aircraft like C17 and A400M. A high performance multi-sensor system, providing 24/7 Intelligence, Surveillance, Target Acquisition and Reconnaissance (ISTAR) capability, WATCHKEEPER consists of air vehicles (equipped with cameras and allweather radars able to detect night and day activities), ground control stations and mobile exploitation and communications capability. It is adaptable to meet a wide range of military ISTAR missions and is designed as a flexible and modular system.

The system, in its final build standard, will be optimised to operate from both prepared and semiprepared take-off and landing strips, allowing flexible deployment options with no dependencies on fixed infrastructure. This allows reactive and rapid external deployment of the system and as such would create conditions for improved defence capabilities and ensuring defence readiness in National and Allied structures. I info - march / april - 49

© Thales/Richard Seymour Photography

WATCHKEEPER – supporting the burgeoning relationships between the UK and French armies

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Cyber security Giving the defence community confidence in cyberspace is about more than preventing military drones from being hacked; it’s a challenge that underpins Franco-British cooperation and European defence, writes John Berriman, chairman of the UK cyber security practice at PwC

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yberspace is fundamental to our societies and businesses, and the seemingly limitless benefits of the digital age come with risks that need to be managed.

Cyber security is crucial to every organisation, especially those in the defence sector. Defence companies are attractive targets for many reasons: they hold highly sensitive information and are potential routes into national defence infrastructures.

Collaboration to address a tier 1 threat The UK Government has categorised cyber attacks as a tier 1 threat to national security. It says our ‘increasing dependence on cyberspace has brought new risks, risks that key data and systems on which we now rely can be compromised or damaged, in ways that are hard to detect or defend against.’1 The French government agrees; its 2013 white paper on defence, the ‘Livre Blanc’2, outlines measures planned to tackle cyber threats.

Both governments wish to collaborate in technology and information sharing, as detailed in the 2010 Franco-British defence treaty. Given the scale and spread of threats, it’s important that they do, yet it’s more challenging in a post-Snowden world, where relationships between other governments and how they share information with each other can complicate matters. ‘There is a need for high degree of trust,’ said Mark Phillips of ADS. ‘Collaboration on the surveillance aspects of cyber will require higher degrees of trust than on some aspects of network defence. This is especially true between governments.’

Many motives, many means Motivations for cyber attacks on defence companies are diverse. The efforts of certain states to steal other states’ R&D are well documented, and non-state-sponsored industrial espionage is also a concern. As in any sector, defence companies can be vulnerable to hacktivists and to ideologically motivated insiders. Some attacks are aimed at disruption rather than the theft of data.

The attribution of cyber attacks matters more in The UK Cyber Security Strategy: Protecting and promoting the UK in a digital world, Cabinet Office, Nov 2011, https://www.gov.uk/government/uploads/system/uploads/ attachment_data/file/60961/uk-cyber-security-strategy-final.pdf 2 Livre Blanc: Défense et la Sécurité Nationale, Ministère de la Défense, April 2013, http://defense-update.com/wp-content/uploads/2013/05/livre-blanc-sur-la-defense-etla-securite-nationale_2013.pdf 1

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the defence sector, since some governments have said they may view a cyber attack as an act of war. This puts immense importance on the correct identification of perpetrators and the strength of related evidence.

When these diverse motivations are combined with ubiquitous cyber-attack tools – available globally to everyone from lone hackers to nation states – it creates a significant threat that is difficult to evaluate and safeguard against.

Risk from the supply chain The risks are magnified because defence companies need to share information, and the 13 major defence suppliers to the UK collectively have over 40,000 suppliers. These huge supply chains can provide many more entry points for attackers.

‘Once you start sharing information, you introduce risk,’ says Andrew Beckett of Airbus Defence and Space.

‘You either have to audit, or impose strict requirements on, the supply chain; both are difficult and costly.’

Pressure on the bottom line increasingly forces organisations to outsource more, and to a wider variety of suppliers. This expands their perimeters and vastly increases vulnerabilities. Auditing and monitoring tens of thousands of organisations is impossible, so what can be done?

Help is at hand Using an information-led, risk-based approach can help organisations determine how best to spend finite time and money, says PwC’s Claire Reid. ‘You need to protect an organisation’s crown jewels and to do that you need to know who has access to your critical data and how cyber savvy they are. This helps you to protect what really matters to you. We’re doing a lot of work with senior management and boards to help them understand the risk/reward balance and make better decisions.’

Peter Armstrong of Thales described ongoing efforts to help secure the supply chain by raising standards across industry. ‘The Defence Cyber Protection Partnership (DCPP), a joint Ministry of Defence and industry body, is working with the UK Department of Business, Innovation and Skills (BIS), other government departments, and the Information Security Forum (ISF), to create new guidelines

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aligned and focused on specific actions, can provide frameworks that enable collaboration, encourage compliance and aid sharing. BAE Systems’s Malcolm Carrie suggests a focused approach by rule makers.

‘There must be consistency and interoperability. If we narrow the focus on cyber security to specific actions to mitigate risks, then regulations can help.’

Source: The Global State of Information Security® Survey 2014, PwC

for basic cyber security hygiene that will be applied across the UK’. These will be augmented by additional and more rigorous layers of security for those in the defence supply chain.

Sharing threat intelligence The only way to stay ahead of the attack community, which has its own cooperative networks, is by working together. By understanding threats, attempted attacks, and successful defences, governments and industry will become better informed, prepared and able to respond. But it can be a challenge to work together – sovereignty issues complicate government relations and defence companies are commercial competitors. Networks such as the Cyber Security Information Sharing Partnership (CISP) are helping; they encourage governments and competing companies to provide sanitised threat data so it can be shared safely, without giving away sensitive information.

Malcolm Carrie of BAE Systems cites the need for international collaboration.

‘Governments feel cyber security is something nations have to address, which is laudable, but it’s difficult because electrons have no passports; they don’t respect political boundaries. Solving the cyber security problem requires – and will also enable – collaboration in this and other industries.’

Regulation: standard?

Collaborative and unified approaches to cyber security can be supported by regulation, but only if it is clear, considered and works across borders. Otherwise, regulation creates confusion and additional cost. ‘Some governments want legislation requiring companies to declare when a significant attack has occurred, although the fluffy definitions of “significant” just create confusion,’ said one person we talked to. ‘EU article 29 is proposing that we’d have 48 hours to report data loss to national authorities,’ said another. ‘We’ve already seen examples where legal departments are telling security teams not to look for breaches because then they don’t have to report them.’

This confusion is unnecessary. Regulation and industry standards, if they’re

The way forward The collaboration of industry and government, practical standards that secure organisations and their supply chains, shared threat intelligence, and sensible regulation will help our companies and our countries build confidence in cyberspace and exploit opportunities that the digital age brings.

Defence companies are making good progress in dealing with the cyber threat and it is important they continue to do so; by protecting themselves they are in turn strengthening national security.

Organisations in other sectors can begin to follow this lead by asking themselves some challenging questions. Do they have the right culture, learning and tools in place?

Do they know what their key data is, who has access to it and who wants it? Would they know what to do if they were compromised? Are they investing in the right places?

Is their business structured for the future?

Despite the risks, there are great opportunities for growth. Leading organisations that confidently deal with cyber attacks will thrive. I Thanks to everyone who contributed to this article, including: Peter Armstrong, Director of Cyber Security Sector, Thales UK; Andrew Beckett, Head of Cyber Defence Services (UK), Airbus Defence and Space; Malcolm Carrie, Head of Global IM&T Strategy and Architecture, BAE Systems plc; Mark Phillips, Policy Adviser, Security and Resilience, ADS; Claire Reid, Cyber Security Partner, PwC. info - march / april - 51

focus

Securing the edges of cyberspace Satellites do more than provide GPS and TV: the world’s financial transactions are also dependent on secure outer space communication, writes Dave Clemente, a PwC researcher formerly with Chatham House

pace is becoming more accessible than ever before, and is back on the policy agenda for governments and the private sector. Instead of gazing out at the heavens, the focus now is on satellites that look downwards and interact with their users and with each other. Space capabilities are becoming a commodity within the reach of universities, small companies and even individuals. Satellites the size of a microwave oven and smaller are being launched into orbit by private investors to provide inexpensive communications, conduct medical and environmental tests, and monitor natural disasters.

As this trend continues and more people rely on satellite services, cyber security is becoming a priority. Both government and independent hackers will inevitably take a closer interest in exploiting unencrypted or poorly secured signals to disrupt or undermine the integrity of valuable communications.

This is a concern for new and niche satellites applications in addition to well-established ones like the Global Positioning System (GPS).

Turn left at the next street Most people associate GPS with its position and navigation functions, that is where is X and how do I get there? But there is significant and lesser-known dependence on GPS for its ultra-precise timing function, which is essential for electronic banking, stock transactions and power grid synchronisation.

GPS timing is also part of the Network Timing Protocol, which is used by internet-connected machines to synchronise their clocks. A vulnerability in this protocol was used recently to launch a large distributed denial of service (DDoS) attack.

A successful cyber attack on the GPS system could significantly disrupt the global financial network and call into question the resilience of a fundamental pillar of modern life. The signal broadcast from these satellites is low-powered and easy to jam with inexpensive devices. Since 2010 North Korea has regularly jammed GPS signals across South Korea, disrupting commercial aviation and shipping.

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© NASA

S

The final frontier

Alternatively, a spoofing device can override the signal and broadcast a false location to a car, ship or plane, a technique reportedly used to bring down a US drone in Iran in 2011.

Team race for space Cyber security risks in space are growing, but so are opportunities, and both governments and the private sector are heavily involved. For example Galileo, the European Union’s global satellite navigation system, will provide Europe with a reliable civilian alternative to the US military-owned GPS. It is undergoing initial testing and is expected to be fully deployed by 2019.

Bilateral cooperation is an increasingly attractive option for governments. In January 2014 the UK Space Agency and its French counterpart, Centre National d’Études Spatiales, agreed to work together on a range of activities. Initial collaboration will focus on improving European weather measurement and helping to create a global map of water resources, and may open the door to defence and security collaboration in space.

The edge of space is the edge of cyberspace, and communication networks extend further than ever before. Securing these networks will be critical to realising their benefits and opportunities for everyone. I

Compiled by Justine Kroll

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4. First collection Women’s prêt-à-porter spring/summer 1977, 30th anniversary retrospective runway show, October 2006 © Patrice Stable/Jean Paul Gaultier.

3. Body corset worn by Madonna, Blond Ambition World Tour, 1990Dazed & Confused, April 2008 © Emil Larsson

Jean Paul Gaultier, 1990, Designed specially to illustrate the cover of the autobiographical photonove À Nous Deux la mode. Painted photograph, framed by the artists, Private collection, Paris © Pierre et Giles/Rainer Torrado.

1. The Raw and the Refined collection, Men’s prêt-à-porter spring/summer 1994, 30th anniversary retrospective runway show, October 2006 © Patrice Stable/Jean Paul Gaultier.

||| Born on 24 April, 1952, the French Haute-Couture designer has been a mainstay in the world of fashion for more than three decades. As he never received proper fashion training, Jean Paul Gaultier dared and overturned prejudices by combining both old and modern styles, and redefining all classics.

For the first time, Jean Paul Gaultier, is exhibiting in London – the city that first accepted his avant-garde fashion – 140 of his cutting-edge pieces from the early 1970s to the present day. The Barbican exhibition is designed as an installation rather than a conventional fashion retrospective. His works of arts recount working with the best – Pierre Cardin, Jacques Esterel and Jean Patou – and working for the best – Kylie Minogue, Luc Besson and Pedro Almodóvar. His cone bra, tailored especially for Madonna’s 1990 ‘Blond Ambition Tour’, made fashion history.

Jean Paul Gaultier disclosed: ‘I am super excited that the show is coming to London for two reasons. The first reason is that I always want to go to London, because London, for me, is a special place. In England I’ve got so many souvenirs and I’ve had so many experiences and I must say that the English were the first ones to come to my shows and appreciate my fashion. If there is one place other than Paris that I should like to live in, it is London.

I’ve got so many connections with London and feel at home there, even sometimes more than Paris. I like the spirit, the humour and little adventures that were funny, like Eurotrash. The second thing is the Barbican. It’s an honour for me because it’s a wonderful gallery and a wonderful place with extraordinary architecture and I think that showing my work there will be beautiful.’

Having been a fairly controversial figure in the fashion world, Gaultier has conceived a new kind of fashion in both the way it is made and worn. Through twists, transformations, transgressions and reinterpretations, he not only erases the boundaries between cultures but also the sexes, redefining the idea of androgyny or playing with subverting hyper-sexualised fashion codes. This exhibition was initiated and produced by the Montreal Museum of Fine Arts (MMFA), under the direction of Nathalie Bondil, Director and Chief Curator and Thierry-Maxime Loriot, Curator at the MMFA in collaboration with Maison Jean Paul Gaultier – Paris. I 9 April 2014 – 25 August 2014 / Open daily, 10am-6pm and 10am-9pm on Thursdays and Fridays / Full price: £14.50

2. The Virgin with the Serpents (Kylie Minogue), 2008 Virgins (or Madonnas) collection. ‘Auréole’ gown © Pierre and Giles. Courtesy Gallery Jérome de Noimont, Paris.

The Fashion World of Jean Paul Gaultier: From the Sidewalk to the Catwalk

w h at ’ s o n : a s e l e c t i o n o f e x h i b i t i o n s garde n m u s eu m , london

Fashion and Gardens with Nicola Shulman

Alexander McQueen, Autumn-Winter 2012, Courtesy of Chris Moore, Catwalking.com

Lambeth’s Garden Museum hosts the first exhibition to explore the relationship between fashion and garden design, from the age of Queen Elizabeth I to the catwalks of London Fashion Week 2014. Both in fashion and gardening, trends follow a seasonal cycle. The display, curated

by Nicola Shulman, features designers from Valentino and Alexander McQueen to Philip Treacy and Christopher Bailey who continue to be inspired by the garden.

‘Fashion and gardens are an irresistible mix. So many designers have been inspired by gardens through the centuries and this exhibition is a fascinating illustration of how nature has influenced both how our clothes have looked and how they have been worn over the years,’ commented Alexandra Shulman, Editor, British Vogue. I Garden Museum, Lambeth / 7 February 2014 to 27 April 2014 / Open daily, Sunday to Friday 10.30am to 5pm, 10.30am to 4pm on Saturdays, closed the first Monday of each month / Full price: £7.50

n at i o n a l p o r t r a i t g a l l e ry , l o n d o n

Mick Jagger by David Bailey, 1964

Bailey’s Stardust

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Over five decades, David Bailey has made an impressive contribution to photography, creating imaginative and thought-provoking portraits. Bailey’s Stardust displays more than 250 images, personally selected and printed by Bailey, both landmarks of his career or lesser-known travel images and new work.

The exhibition is presented thematically across a series of contrasting rooms and illustrates the range of subjects that Bailey has captured: actors, writers, musicians, filmmakers, designers, models, artists and people encountered on his travels; many of them famous, some anonymous, all of them unforgettable.

One of the gallery’s largest scale photography exhibitions offers an opportunity to experience the work of one of the world’s greatest image-makers. I 6 February 2014 – 1 June 2014 / Open daily 10am to 5pm / until 8pm on Thursdays and Fridays / Full price: £16.00

b riti s h m u s eu m , london

Copyright of the National Museum of Denmark

Vikings Life and Legend The exhibition focuses on the core period of the Viking Age from the late 8th to the early 11th century. The Viking expansion from the Scandinavian homelands during this era created a cultural network over four continents. The centrepiece of the first exhibition about the Vikings in the British Museum since 30 years will be the surviving timbers of a 37-metre-long Viking warship, the longest ever found and never seen before in the UK. Found in 1997, and dating to around 1025, the ship fortifies the myth of the maritime character of Viking society and their extraordinary shipbuilding skills. I 6 March to 22 June 2014 / Opening hours 10am to 5.30pm Saturday to Thursday and 10am to 8.30pm on Fridays / Full price: £16.50

s a i n s b u ry s c e n t r e a r t g a l l e ry , n o rw i c h

This exhibition of mainly French Art Nouveau will explore the drama and spectacle of contemporary life at the turn of the 20th century. The majority of the 70 works, in various media, are loans from the legendary collection of Victor and Gretha Arwas.

The period of 1890 to 1914, which saw the rise and fall of Art Nouveau, was a turbulent time: millions of people migrated to rapidly growing cities, becoming urban dwellers in a modernised environment. ‘Sense and Sensuality’ delves into the intense emotional maelstrom of the period. Art Nouveau could be interpreted as a style of liberation and a widespread questioning of values. I Sainsbury Centre Art Gallery, Norwich / 14 February 2014 – 14 December 2014 / Tuesday to Friday, 10am-6pm / 10am-5pm on Saturday and Sunday / Full price: £8.00

Photo credit: Pete Huggins

‘Sense and Sensuality’: Art Nouveau 1890-1914

François-Raoul Larche (1860-1912) Loïe Fuller lamp, 1900; gilded bronze

t h e q u e e n ’ s g a l l e ry , e d i n b u r g h

Royal Collection Trust / © Her Majesty Queen Elizabeth II 2014

In Fine Style: The Art of Tudor and Stuart Fashion ‘In Fine Style: The Art of Tudor and Stuart Fashion’ relates the changing tastes in fashion in Great Britain in the 16th and 17th centuries. For the Tudor and Stuart elite, elegant and extravagant clothing was an essential component of court life. Garments and accessories – and the way in which they were worn – conveyed important messages about wealth, gender, age, social position, marital status and religion. Using paintings, drawings and miniatures from the Royal Collection, and a number of rare examples of clothing and accessories, the exhibition explores the style of the rich and famous of the Tudor and Stuart periods. I The Queen’s Gallery, Palace of Holyroodhouse, Edinburgh / 14 March 2014 – 20 July 2014 Open daily, November to March 9.30am-4.30pm / April to October 9.30am-6pm / Full price: £15.50

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book reviews These books, recently translated into English, were selected by the French Institute

Dog Will Have His Day

Terra Australis

by Fred Vargas Published by Harvill Secker Translated by Sian Reynolds

by LF Bollée & Philippe Nicloux Published by SelfMadeHero Translated by Edward Gauvin

||| Keeping watch under the windows of the Paris flat belonging to a politician’s nephew, ex-special investigator Louis Kehlweiler catches sight of something odd on the pavement. A tiny piece of bone. Human bone, in fact.

When Kehlweiler takes his find to the nearest police station, he faces ridicule. Obsessed by the fragment, he follows the trail to the tiny Breton fishing village of Port-Nicolas – in search of a dog. But when he recruits ‘evangelists’ Marc and Mathias to help, they find themselves facing even bigger game.

Fred Vargas is the pseudonym of Frédérique Audoin-Rouzeau, who was born in Paris in 1957. A historian and archaeologist by profession, she is now a bestselling novelist. Her books have sold over 10 million copies worldwide and have been translated into 45 languages. I

Zenith Hotel

by Oscar Coop-Phane Published by Arcadia Books Translated by Ros Schwartz

||| ‘I’m a street prostitute. Not a call girl or anything, no, a real street whore, with stiletto heels and menthol cigarettes.’

Narrator Nanou gives a detailed account of her day, from the moment she wakes up with a foul taste in her mouth, in her sordid rented room, until the minute she crawls back into her bed at night to sleep. Interwoven with her story are portraits of her clients. Oscar CoopPhane invents an astonishing cast of original and deeply human characters – losers, defeated by the world around them – who seek solace in Nanou’s arms. Original and moving, this novel deftly paints a world of solitude and sadness, illuminated by precious moments of tenderness and acts of kindness.

Born in 1988, Oscar Coop-Phane left home at 16 with dreams of becoming a painter and at 20 moved to Berlin where he spent a year writing and reading classics. There he wrote Zenith Hotel and then Tomorrow, Berlin (Arcadia, 2015). He returned to Paris where he works nights as a bartender at Zelda, Paris’ foremost underground bar. I 56 - info - march / april

||| Over two centuries ago, a fleet of ships, led by Admiral Arthur Phillip, set sail from England. Of the thousand men and women on board, most were convicts, sentenced to transportation for crimes against the crown, and banished to exile. They were bound for Botany Bay, on the other side of the world, in the freshly charted territory of New South Wales. The journey to their new home would take them across three oceans, cover 15,000 miles, and leave them on the shores of a vast and virgin continent.

Five years in the making, LF Bollée and Philippe Nicloux present Terra Australis, the vivid and sweeping tale of an epic journey and an unflinching account of the founding of modern Australia. I in French

LES FRANçAIS A LONDRES

by Isabelle Janvrin and Catherine Rawlinson Published by Bibliomane

||| When walking through London, visitors will come across many reminders of the capital’s French connections that go back as far as 1066, when William the Conqueror who, claiming his right to the English throne, invaded England.

Since then, London has been home to many French people from all walks of life and their contribution to the city has been very important. History reveals how generously England welcomed these so-called enemies who were in search of refuge or exiled here: from the Huguenots to the Émigrés during the French Revolution or from the political exiles in the 19th century to the Free French during the Second World War. Apart from these political refugees, many French artists, writers, and intellectuals also came to London over the centuries.

This well-researched but accessible book brings these forgotten French people to life in a lively way.

At the end of the book, a list of all the sites in London where they are remembered entices the curious reader to explore the French corners of London. I

eat Welcome to Eat, Drink, Stay, a new section in the magazine to showcase the wonderful products, places and talents of our food, drink and hospitality members, and tell the stories behind the names and brands. A good 12% of the Chamber’s members are companies from this sector, and many have interesting histories, unique characteristics and special qualities that we hope to bring to light in these pages. Enjoy!

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Sofitel St James goes low cal! ||| Low calorie menus are a growing trend on London’s dining scene, partly due to the phenomenon of the 5:2 diet, which advocates adhering to two ‘fast’ days a week when only 500-600 calories are consumed. At the Balcon restaurant at Sofitel St James, Executive Chef Vincent Menager has created a menu that caters for gourmands keeping an eye on their calories.

The De-Light menu was initially launched at Sofitel Quiberon Thalassa, renowned in France as nutrition and wellness experts for over 40 years.

Chef Vincent Menager was trained in this style of cooking by Sofitel Quiberon Thalassa’s Head Chef Patrick Jarno before bringing it to London.

We asked him about it: What are the principles behind your low calorie menu?

The idea is to be able to offer our guest a full meal for under 500 calories; to still have the pleasure of eating and sharing a meal with people who are not watching what they eat.

What is your favourite dish and why?

One of my favourite dishes is the baked tomato filled with tuna mousse on cucumber tartar. It is a very tasty and elegant dish, and only 65 calories.

The flavours of the cucumber, tomato and tuna work very well together.

We use a 0% fresh cheese in the tuna to bring moisture.

How many different dishes do you offer for each course, and are these changed?

The menu offers 2 starters, 2 main courses and 2 desserts. I change the dishes randomly every week or two, to keep the menu interesting and alive.

What ingredients do you avoid?

We avoid butter, cream, oil, sugar and any starch, instead focusing on spices, strong flavours and using different cooking techniques such as roasting, steaming and poaching.

Are the dishes you have created different from those offered by the original De-Light menu at Sofitel Quiberon Thalassa?

When I change a dish or propose a new idea, I need to send the recipe to the dietician in Quiberon who calculates the calorie content. He then gives me the green light for the dish or not. As long as you avoid certain ingredients and keep the right amount of lean protein per portion, the calorie count is usually good. I KF info - march / april - 57

Fouquet’s: legend in the heart of Paris ||| There are few Parisian cafés as iconic as Fouquet’s with its distinctive red awnings a landmark in the Champs-Elysées and its reputation of almost mythical proportions. It is named after Louis Fouquet who bought it as the Criterion café in 1899, when it was the only commercial venture on the avenue. In the ensuing 115 years, many personalities from the worlds of politics, cinema, music, art and high society have frequented it, from Jean Gabin to Edith Piaf. Long associated with celebrations, Fouquet’s was where Alberto SantosDumant toasted his feat when he landed his aircraft on the Champs-Elysee in 1903 (the bar was thereafter known as Bar de l’Escadrille).

It was also where François André sat daily in 1906, dreaming of building a luxury hotel. A visionary of modern tourism he came up with the concept of

‘resorts’ and established a small empire of luxury hotels and casinos that his nephew Lucien Barrière would take on and develop. However, their ambition of having a luxury Paris hotel was never realised in their lifetimes, and it was left to Lucien’s daughter Diane to set the ball in motion when she took over the company in 1990. Diane had a soft spot for Fouquet’s and as soon as she heard it was for sale, she bought it in 1998. The idea to extend it into a full luxury hotel was conceived not long after. Diane had been in a serious airplane accident in 1997, which left her severely disabled, so her husband Dominique Desseigne became joint president of the company, and when she died in 2001 he made it a priority to bring the project to fruition. Exactly 100 years after François André first sat at Fouquet’s, a 5-star luxury hotel was opened on the very spot he imagined.

INFO spoke to Fouquet’s General Manager, Fabrice Moizan, about the legendary café and its hotel: What do you do to keep the mystique and heritage of Fouquet’s alive?

Fouquet’s restaurant is legendary both through its amazing history linked to the arts industry and due to the fact that it is officially registered as being part of the French Historical Monuments. It is a true symbol of the French art de vivre and we do our upmost every day to respect this status by offering our guests top notch service and the finest French cuisine created by talented Chef Jean-Yves Leuranguer (Meilleur Ouvrier de France). At the Fouquet’s, luxury is not made to be apparent but rather true and attentive.

the legacy of the past, in one of the most prestigious areas of Paris. The interior decorating, trusted to Jacques Garcia, illustrates a reinterpretation of French tradition in an extraordinarily luxurious setting.

Hôtel Fouquet’s Barrière is a juxtaposition of worlds and trends: baroque, surrealism, classicism. Strong style contrasts between the traditional Fouquet’s and the contemporary hotel are nevertheless intimately linked by the golden laurel leaf directly inspired by Jean Royère’s wall light creations for the Fouquet’s. A discreet reference to the world of motion pictures.

How has this been translated into the hotel?

Describe one of the hotel’s most unique or special features

Created in 2006, the hotel is the natural extension of the restaurant and bears the same values of luxury, French refinement, elegance and premium service.

Architect Edouard François successfully took up the challenge of further sublimating the capital’s aesthetic beauty by looking towards the future whilst preserving

Of course the most unique thing is its location: at the corner of the Champs-Elysées and George V Avenue, steps away from the Arc de Triomphe. Another unique feature would be our fabulous U Spa and its large swimming pool, one of the biggest in a Parisian luxury hotel, and its one-of-a-kind aqua-trail. I KF

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Accor’s new Novotel in London ||| The new Novotel London Wembley hotel will be operated under a management contract and is due to open by April 2014. With 235 rooms it is strategically positioned close to Wembley Stadium, the sporting and concert venue, which hosts a variety of world-class events all year round.

The hotel is also located just minutes Novotel London Blackfriars from Wembley Park Underground, allowing guests easy access to central London and its attractions via the Jubilee and Metropolitan tube lines. In addition, the hotel will offer 12 longstay apartments, two meeting rooms and an In Balance Fitness studio. I

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Lalique owner expands his wine empire Silvio Denz, owner of Lalique, has added Château Lafaurie Peyraguey to his winery portfolio, joining others in investing in sweet wine production in the Bordeaux region ||| In February, Silvio Denz confirmed his position as a major investor in Bordeaux with the purchase of Château Lafaurie Peyraguey first Grand Cru Classé Sauternes 1855. The vineyard comprises 36 hectares of vines in production and a rich historical heritage.

The property had belonged to the energy group GDF Suez since 1984 (following the acquisition of Maison Cordier). Although the market for sweet wines such as Sauternes is traditionally tough, Silvio Denz, sensing that the tide would eventually turn, sped to join numerous other entrepreneurs and investors such as Bernard Arnaud (Château d’Yquem), Robert Peugeot, Bernard Magrez, and AXA, who have also invested in sweet wine production in the region.

In addition to improving quality and increasing

production of dry whites, Denz also plans to develop a wine tourism site.

A German-speaking Swiss national from Basel, Silvio Denz made his fortune in the perfume sector (he now chairs the company Art & Fragrance). He was a great collector of works by René Lalique, and eventually bought the jewellery and glass Lalique group in 2008, a member of the French Chamber.

Also a collector of great wines, Silvio Denz made his first investment in the wine industry in 1999 with the creation of the Zurich holding company Hermitage which owns a few wineries in Italy, Spain and France, such as the Châteaux Faugères and Faugères Péby (both Saint- Emilion Grands Crus). Imagine tasting these wines in Lalique glassware! I by Thibault Lavergne

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Poitou goat’s cheese by La Cave à Fromage ||| Agriculture and farming are experiencing massive changes in the attempt to find a balance between traditional values and future necessities. I take pride in knowing cheese producers who are also remarkable people, upholding values that make cheese taste even more delicious. Among them is an artist, who resembles the great Jean Ferrat.

Paul Georgelet owns a 500strong goat herd, which grazes in the quiet and comforting region of Poitou-Charentes, where he produces simple, genuine and natural goat cheese. Paul’s aspiration is to deliver wonderful, aromatic and authentic flavours in his cheese. Depending on your tastes, try a fresh goat’s cheese, up

to three weeks old with creamy aromas like Mothais, Tricorne or Carré du Poitou; or you could opt for a matured, semi to dry goat’s cheese with its woodland-infused scents, such as Chabichou, Rond de Lusignan and Tome de Chèvre. As Paul would say: ‘Consumers create their own flight in a world of dreams’. I by Eric Charriaux E: eric@cheese.biz T: +44 (0)845 108 8222 W: www.la-cave.co.uk

Your wines with Poitou goat’s cheese by Wine Story ||| The local tradition in Poitou-Charentes is to claim that the breeding of goats for meat and cheese production is a legacy of the Saracen invasion in this part of France before they were stopped and defeated by Charles Martel in 732 AC in Poitiers, the local capital. A few local names remain from this period, such as the little river Coran in Saint-Sauvant next to Saintes where Gilles Merlet produces the best French fruit liqueurs and the Pineau des Charentes Chevessac. A few centuries after this famous battle, history repeated itself in reverse as the Frank crusaders led by the head of the Poitou family de Lusignan (in the Levant they were kings of Jerusalem and Cyprus) were halted by the armies of Saladin who grew up in the Marsyas Valley, better known as the Bekaa Valley in Lebanon.

So to commemorate these visitors from the Orient why not try the fresh Chabichou with the Château Marsyas white from Lebanon, a dry and floral Sauvignon blanc and Chardonnay blend. If you visit the Poitou region during your holidays you may find locally a Sauvignon blanc IGP Haut Poitou. Next to this region in Vendée the dry and crisp Chardonnay Cuvée Aurore from the Château du Coing de Saint-Fiacre is also an ideal match. Finally with an older and dryer cheese, to stay local I would recommend a Pineau des Charentes. This blend of fresh grape must and Cognac is very similar to a Port and will bring a nice sweetness to balance the acidity of the cheese. I by Thibault Lavergne E: thibault@winestory.co.uk T: +44 (0)7921 770 691 W: www.winestory.co.uk

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News @ the Chamber 2

014 has started in the way we mean to go on. We’ve already welcomed 16 new members, including two new Patrons, Longchamp and MI-GSO, five Corporate members and six Active members. We’ve held the first, very successful edition of ‘From Scratch to Success: Business Stories’ with Arnaud Vaissié and Nathalie Gaveau giving frank and insightful testimonies of their business journeys, and answering questions from a rapt audience.

Two networking events, centred around the best French fare – Rendez-vous Chez Aubaine and Say Cheese… and Wine – drew a wide range of members.

And we’ve had initial sessions of the Human Resources and Climate Change Forums with fascinating presentations and thought-provoking roundtable discussions, as well as fruitful brainstorming sessions for the Cross Cultural Forum and SME & Entrepreneurs Club. The Recruitment Service has found positions for two candidates with Chamber member companies and our Business Consultancy is laying plans for the first ever Franco British Business Forum, which the President detailed in the Edito.

There is much to look forward to in the lead-up to Easter with reprisals of some of the Chamber’s long-established events as well as some exciting new ones. First up is a Cross-Cultural Debate between Sir Ian Cheshire of Kingfisher Plc and Nicolas Petrovic of Eurostar International at the Résidence; then the ever-popular Member to Member Cocktail and Exhibition takes place this year at the Pullman St Pancras; following that is the Women, Inspiration and Leadership debate between Dame Helen Alexander and Laurence Parisot. Our latest edition of the Business Club Cocktail, sponsored by HSBC, will offer a guide to successful home purchase, comparing the UK and France, and the inaugural Luxury Dinner at Claridge’s will be addressed by Nicholas Coleridge CBE of Condé Nast. Our Annual Gala Dinner takes place in May this year with Lionel Barber, Editor of the Financial Times as guest speaker. We look forward to seeing you at many of these events!

Last but by no means least, congratulations go to our Managing Director, Florence Gomez, who received her Insignes de Chevalier dans l’Ordre National du Mérite on 10 January. I KF

Discover the Chamber Did you know that the French Chamber is also a Business centre?

7 min from St Pancras International 2 meeting rooms for hire for up to 20 people 15 desks to rent for 1 day, 1 week or 1 year

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Patron Members of the French Chamber of Commerce in Great Britain

LOGO Nยบ dossier : 20110049E Date : 31/05/11 Validation DA/DC : Validation Client

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new members 2 New patron members

Longchamp | International luxury brand Represented by Paul Lorraine, General Manager UK | www.longchamp.com French Luxury House Longchamp was founded in Paris in 1948 by Jean Cassegrain, and is still owned and run by the Cassegrain family today. Longchamp’s luggage, handbags and accessories have a worldwide reputation for craftsmanship, quality which now extends to shoes and ready-to-wear collections.

Longchamp is an international brand that epitomises French flair and creativity as well as sharing the active lives of women across the world who enjoy a touch of luxury every day. Refreshing advertising campaigns and exciting collaborations with artists underline the contemporary and sometimes playful spirit of Longchamp, which owns more than 252 exclusive boutiques worldwide.

Its 500m2 boutique in Regent Street, London, which opened in September 2013, is the biggest in Europe, and its Bond Street boutique reopens in August 2014.

Mi-GSO | European project management consultancy Represented by Alexis Farfaro, Director | www.mi-gso.com Mi-GSO is a leading European Project Management consultancy, delivering major projects in Aerospace, Defence, Automotive, Rail, Telecoms, Energy and Financial Services.

Our 700 consultants have supported industry leaders on thousands of engagements since 1991, to deploy management systems and tools, achieve time, cost and performance targets and deliver successful projects.

With an average growth of 15% per annum, our goal is to strengthen our leading position and expand globally. We place the development of project management skills and career paths at the heart of our growth strategy in order to deliver outstanding services and solutions.

5 new corporate members

AllianceBernstein | Asset management Represented by Timothy Ryan, CEO & Chairman of AB London | www.alliancebernstein.com

AllianceBernstein is one of the world’s largest investment management firms, with approximately $445 billion in assets under management (as of 30 September 2013). The company has been serving its global client base for over 40 years and from its earliest

days has embraced a deep commitment to superior and innovative research. Today, the firm has nearly 200 in-house analysts and maintains an unwavering focus on delivering strong performance and developing investment solutions that meet clients’ needs.

AyacheSalama | Law firm Represented by Alain Levy, Partner | www.ayachesalama.com

A leading independent French law firm with a recognised and prominent expertise in corporate finance. Our clients are mostly companies operating

in the industrial sector, investment banks, financial institutions and private equity funds. We provide ‘tailor-made’ services to our clients. info - march / april - 63

new members Chappuis Halder & Cie | International consulting firm specialised in financial services Represented by Stéphane Eyraud, CEO | www.chappuishalder.com

Chappuis Halder is an international management consultancy delivering pragmatic, measurable results to some of the world’s largest financial services companies.

With specific expertise in investment banking, private

banking, retail finance and insurance, Chappuis Halder advises senior executives on a wide variety of strategic areas including risk and finance, operations and IT, and marketing, including mobile and digital channels.

Eurotunnel Group | Transport business Represented by Ken Morrison, Legal Director | www.eurotunnelgroup.com

Eurotunnel Group, a world leader in piggyback transport, manages the infrastructure of the Channel Tunnel and operates accompanied Truck Shuttle and Passenger Shuttle (car and coach) services between Folkestone, UK and Calais, France. Eurotunnel holds the concession until 2086 to operate the Channel Tunnel, the fastest, most reliable, easiest and most environmentally friendly way to cross the Channel.

Since 1994, more than 320 million people have travelled through the Channel Tunnel. Eurotunnel Group also runs a European rail freight business through its subsidiary Europorte, which offers a wide range of integrated rail freight services and infrastructure management. Eurotunnel Group is a company listed on the NYSE Euronext Paris and London.

Solocal | Local digital media and marketing solutions Represented by Victor Cuquemelle, Business Development Manager | www.solocalgroup.com/en

Solocal Group is a £1 billion revenue listed company comprising 17 unique brands focused on providing local digital media and marketing solutions for retailers and service providers, both large and small.

Horyzon Media is a leading European display sales

house with international coverage. Leadformance is a cross channel solution with a state-of-the-art store locator. Timendo is the European leader in Online Appointment Booking Software.

9 new Active members

La Maison Maille

Royal Holloway University of London

Refined mustards and condiments Represented by Harry Lalousis, Boutique Manager www.maille.com

Higher education institution Represented by Anne Delauzun, Deputy Head of Careers Service www.rhul.ac.uk

Legrand Electric

Faegre Baker Daniels

Electrical wiring accessory manufacturer Represented by Tony Greig, CEO www.legrand.co.uk

International law firm Represented by Mary Shields, Associate www.faegrebd.com

Mossessian & Partners

Lopa Removals Ltd

Architecture Represented by Michel Mossessian, CEO www.mossessian.com

NextBanquers Limited Financial services (crowd funding) Represented by Grégoire Schöller, CEO and Co-founder www.nextbankers.com

OISE English Language Coaching Intensive programmes in academic and professional English Represented by Angela Radford, Head of Admissions www.oise.com 64 - info - march / april

International removals and storage Represented by Jaroslaw Wolak, Director www.loparemovals.com

Sophie Nguyen Architects Ltd Architecture, new built and refurbishment Represented by Sophie Nguyen, Director www.sophienguyenarchitects.com

For more information about member companies (including email, address, phone number, etc.), please consult the online directory at www.ccfgb.co.uk/membership/searchfor-members.

hello

Dominique Huth

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g o o d by e

Dominique Huth appointed General Manager of Bongrain ULN (UK) LTD, taking over from René Briquetti Dominique Huth has been appointed General Manager of Bongrain ULN (UK), taking over from René Briquetti who is now a member of the Executive Committee of Bongrain Group in charge of sales. He joined the Group Bongrain Soparin in 2006, and had been General Manager in France in charge of sales and category management since 2009. He had previously held various positions in marketing and sales in fast moving consumer goods (FMCG) companies. I

Dimitri Hovine

Dimitri Hovine appointed Resourcing, Talent and Leadership Director at EDF Energy, replacing Eve Mathieu Dimitri Hovine has been appointed Resourcing, Talent and Leadership Director at EDF Energy, effective 1 January 2014. He succeeds Eve Mathieu, who has returned to EDF Group to take up a new role in France. In 2007 he joined EDF Luminus, EDF’s entity in Belgium, as Corporate Human Resources Director. After a successful appointment as Director Program Infrastructure, he furthered his career within Human Resources, firstly as Director Compensation & Benefits and then as Vice President HR Operations. He started his career in 1991 as a Senior Auditor at Arthur Andersen. I

Claire Porter

Claire Porter, Head of Strategy, Ground Transportation Systems, Thales UK, replacing Trevor Lampen Claire Porter is Head of Strategy for Thales UK’s ground transportation systems business covering rail signalling and integrated transport management systems. Claire joined Thales in 1999 and has spent over 25 years in the transportation industry, having started her career as a British Rail Engineering sponsored student. She is a Chartered Electrical Engineer and a Fellow of the Institute of Engineering and Technology and the IRSE. Claire was President of the Institution of Railway Signal Engineers (IRSE) in 2011/12. She takes over from Trevor Lampen, who has retired. I

Adam Grant

Adam Grant, Managing Director of Danone UK Ltd, takes over from Nicolas Riom Adam was appointed as Managing Director of Danone Dairy Division UK in November 2013.

Adam Grant joined the consumer division at L’Oreal in 1998, and was appointed Commercial Director of the Garnier-Maybelline business in 2001. In 2004 he moved to Danone UK as Commercial Director, a position he was in for six years during which time the company grew from eighth to second in the UK market. In January 2010, he became Managing Director of Danone’s UK water business. Adam succeeds Nicolas Riom who is taking over new responsibilities for Danone on a European level, but remaining an Advisory Councillor of the Chamber. I

info - march / april - 65

h at s o f f t o Honours for Florence Gomez, the French Chamber’s Managing Director Florence Gomez was conferred with the Les Insignes de Chevalier dans l’Ordre National du Mérite at the French Ambassador’s Residence on 10 January.

Presenting the medal to her in front of a large gathering of family, friends and colleagues past and present, the Ambassador, HE Mr Bernard Emié acknowledged her commitment, energy and talent in a career dedicated to serving French economic interests in the world as Managing Director of two French Chambers of Commerce in China and Great Britain. ‘You have played a major role in the intensification, expansion and professionalisation of the activities of the Chamber and in doing so have contributed to its brilliance,’ he said.

‘Thus you have become one of the essential cogs of the French business community in the United Kingdom.’

Florence gave a heartfelt response, paying tribute to all the people who had been strong influences in her

Florence Gomez and HE Mr Bernard Emié

life, many of whom had played significant parts in her career and life journey. I

chamber shorties

Chambre de CommerCe Française de Grande-BretaGne Lincoln house, 300 high holborn, London WC1V 7Jh

L’e-commerce au royaume-uni noTe secTorieLLe

ecommercev2.indd 1

2/17/2014 4:39:19 PM

Business Consultancy publishes mini-report on E-commerce in the UK Available in French, this sectoral report provides key market information (figures, graphs, regulations, etc.) and lists the relevant trade associations and trade fairs.

The UK has the strongest e-commerce market in Europe, with a 30% online retail market share, and ranks second after the US in the global market. In 2013, the total revenue generated by e-commerce in the UK was £91 billion, a 17% increase on 2012 figures. E-commerce comprises 21% of the British retail market with around 70% of the population buying online. In 2012 the average annual spend of a British online buyer was £1,083. Read the complete ‘Note Sectorielle’ on our website in the Business Consultancy/S’informer section. I For more information please contact Sabrina Mimid, smimid@ccfgb.co.uk

Design export mission planned The UK’s innovative and ground breaking Design sector is attracting interest! The business Consultancy team is organising an exclusive collective export mission in the Design and Decoration sectors in partnership with CCI International Alsace.

From 18 to 20 June, French businesses from the

Alsace region will have the opportunity to meet with British experts and potential clients in London in order to showcase their products, solutions and expertise. I If you are interested in participating or meeting with the French suppliers, please contact Sabrina Mimid, smimid@ccfgb.co.uk

@FrenchChamber: more than 500 followers We tweet about the latest Chamber news, events, guest speakers confirmed, publications, new members, bilateral news, etc. We also put out live tweets during our conferences and debates.

Thanks to all our followers who have interacted with us on Twitter over the last year, and for those who are not yet following us, it’s time to join the flock @FrenchChamber! I 66 - info - march / april

recent events r e n d e z- v o u s c h e z

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Galettes, crowns and glorious food Aubaine, a Chamber member with eight london restaurants, welcomed fellow members for an evening of French delights and traditions in the latest edition of Rendez-vous Chez...

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he new year started French style at Aubaine’s Mayfair restaurant, where Chamber members gathered to partake of ‘La Galette des Rois’. These traditional almond pastry cakes are eaten to celebrate the Epiphany, each one containing a porcelain charm that bestows the honour of King or Queen of the day on its finder. On the night two kings were crowned, each receiving a voucher for a dinner for two at Aubaine.

But there were other bounties besides: an abundance of canapés, amongst them the highly popular goat’s cheese éclairs and quail’s egg royal, a charcuterie and a tiered table of sweet treats including passion fruit tarts and peanut butter éclairs – all testament to Aubaine’s accomplished kitchen and refined gastronomy. Wine and cocktails flowed, the service was attentive and the ambiance warm and welcoming as people mingled and networked in the elegant, Provençal-style restaurant that had been bedecked with flowers and candles. For those who had never before encountered Aubaine’s French charms and superb fare, it was evidently going to be the beginning of a new relationship! Guests all left a mini galette so the memory of the evening’s delights could be prolonged. I KF

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Personal Assistants enjoy an evening at Aubaine

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PAs indulging at Aubaine

ubaine also played host to the personal assistants of Chamber members’ main representatives for an evening when they could be spoiled. Around 20 PAs, including two gentlemen, from a wide range of sectors partook of Aubaine’s wonderful food and enjoyed the relaxed atmosphere. They were also shown round the restaurant and given an overview of Aubaine’s menu served at its eight London restaurants and services including catering and private bookings.

Many vowed to return themselves, or book tables for their bosses! I KF info - march / april - 67

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From Scratch to Success: Business Stories The ‘live’, interactive version of INFO’s long-running Success Story feature, in which entrepreneurs tell their stories and answer questions about their business journeys, came to fruition as the Chamber’s first event of the year, with a captive audience of over 150 people

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rnaud Vaissié, co-founder, Chairman & CEO of International SOS together with Nathalie Gaveau, founder & CEO of Shopcade and co-founder of PriceMinister gave inspiring yet personal accounts of their successes, failures and lessons learned, responding frankly and insightfully to questions posed by moderator Marc Roche, London Bureau Chief of Le Monde, and members of the audience.

In the beginning….

‘Business stories start with people,’ said Nathalie Gaveau.

Her own story started with a supportive and hardworking family. She recalls in particular her grandfather, a Second World War fighter pilot, telling her that if you don’t jump on the trains that pass you in life they might not stop.

Imbued with a strong work ethic, Nathalie attended one of France’s leading business schools, HEC, where she not only ‘discovered entrepreneurship’ but also met the people who were to become her friends, future business partners and even husband. Only a year into her first job at Lazard, aged just 24, she left to join her friend Pierre Kosciusko-Morizet and three others in a new venture.

Their start-up was PriceMinister, an early e-commerce website buying and selling in the cultural goods market.

After a successful exit in 2010 when the company sold for €200 million, and having in the meantime developed her own digital business story in Singapore, building websites for companies across Asia, Nathalie came to London to launch the social commerce site Shopcade, which has grown rapidly to close to 1 million users.

Arnaud Vaissié’s business story began with his childhood friend Pascal Rey-Herme, a doctor who had been the medical attaché at the French Embassy in Jakarta, Indonesia and had seen a need for a medical service for expatriates in Southeast Asia. ‘When Pascal mentioned this to me I was having the best time of my life as an expatriate in the US, leading a complex business turnaround,’ Arnaud recalled. ‘But I liked what he was proposing. He is an absolutely unique individual and I believed it was going to happen.’ Arnaud brought the business brain to complement Pascal’s medical expertise, and together they worked on a plan to 68 - info - march / april

establish the business that would become International SOS. From one room in a Jakarta hospital it has grown into the world’s leading medical and travel security services company with an annual turnover of $1.5 billion, employing over 11,000 people in 700 locations across 76 countries, with services as diverse as clinics to crisis and emergency evacuations, and in-flight medical emergency assistance to managing on-site healthcare for oil and mining companies.

People In the experience of both Nathalie and Arnaud, people have not only been the catalysts but also the mainstays of their businesses. ‘Entrepreneurship is about building a team and reacting quickly,’ Arnaud opined, admitting that finding the right people is the difficult part – even more so than finding the money. ‘You attract great people in the beginning because it is an adventure, they get to work on exciting projects and they feel they are pioneers. But then the problem is keeping them.’

Nathalie described it as ‘keeping that sense of mission alive’, and recommended developing option plans for the best employees so that those who were there from the start have an incentive to stay.

For Nathalie it is all about finding people with complementary skills and a shared vision. The PriceMinister start-up team were young, idealistic and worked together well through both good and difficult times. And when it came to Shopcade, she gathered ‘a team of the smartest people I could imagine working on this project with complementary backgrounds in design, technology and commerce’. For Arnaud and Pascal it was the coming together of completely different skill sets. ‘The advantage of this is that you don’t second guess the other person,’ he said, ‘and this reduces the potential for conflict.’

Nathalie concurred: ‘One thing that can kill business is when partners disagree.’ ‘They have to share the vision and be on the same page in terms of execution so that people don’t dilute the mission and work on things that are not necessary.’ Teamwork and light hierarchies are key. But so is reactivity. ‘Some will stay, some will want to exit. You have to react to what happens in your business,

If you are afraid to make mistakes there is no risk taken and no progress

Arnaud VaissiĂŠ

One thing that can kill business is when partners disagree. They have to share the vision and be on the same page in terms of execution so that people don’t dilute the mission and work on things that are not necessary

Nathalie Gaveau

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and have good balance of long and short term views, but create a culture where people want to stay.’ Arnaud put it another way: ‘Psychology is critical. Businesses are successful if the founders are able to create a specific mindset and environment.’

Mindset Although they started very different businesses in different eras, both Nathalie and Arnaud have been through similar creation processes and share common traits as entrepreneurs.

One is determination. For Nathalie it was a difficult decision to abandon a conventional career and start her business journey but ‘You miss 100% of the shots you don’t take’, she said, quoting Canadian ice hockey player Wayne Gretzky. With her drive and self-confessed ‘obsession’ for all things digital she was given the nickname ‘Relentless’. Arnaud’s own entrepreneurial instinct came to the fore when he and Pascal discussed their plans with a French expatriate who told them it was folly and bound to fail. ‘We left the room and I said to Pascal, “let’s do it”. When entrepreneurs are told it is impossible they have some kind of built-in reflex to prove them wrong.’

Another is optimism. As Arnaud puts it: ‘To be an entrepreneur is to be cautious but fundamentally optimistic.’ He recounts ‘moments of tremendous tension’, particularly in the 18 months after buying their main US competitor in 1998, but the drive to push through stems from a deep-seated belief in what you are doing.

Nathalie too was motivated by a vision of what could be.

‘We had to wait a bit for first customers. E-commerce was just starting, there were fears of a bubble and people were concerned that buying on the Internet was not secure enough. But I knew it was going to happen.’

Setbacks and failures Failures are part and parcel of the business journey, but both stressed the importance of learning and moving on. Arnaud and Pascal started with $100,000, a room in a hospital and the notion of creating a type of SOS Médecins – emergency doctor on call. The problem was that not enough people called. To survive, they changed the business model, and instead set up a centre where patients could go and be treated. This new model was the business they launched and it worked well. ‘If you are afraid to make mistakes there is no risk taken and no progress,’ he said, but cautioned that ‘making the same mistake twice is unacceptable.’ He admitted that the biggest failures had been with people – in a complex, people-based business, employing the wrong people can be detrimental.

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The captivated audience

For Nathalie failures in her business have been mainly technological bugs, but she is conscious of the spectre of big names in the industry that have crashed and burned. Her approach is positive and forward-looking: ‘focus on what is working and get rid of the rest.’

Luck and timing Both admitted that luck does come into it. For Nathalie it was a big partnership deal with M6 television channel in France that gave PriceMinister a lot of credibility in the market as well as business angels that were prepared to invest when other funders wouldn’t. PriceMinister also benefited from being a first mover in France, and by introducing some disruptive elements such as guarantees, it was able to hold its own against eBay and Amazon that had entered the French market at the same time.

Arnaud agreed that timing is a significant factor: they founded the company in 1985 at the start of a long boom in Southeast Asia that would power their business. ‘Luck is critical, but the more I practice the luckier I get,’ he said, quoting golfer Gary Player. With practice has come strategic thinking and execution – ‘having Plans A, B and C, and adjusting.’

Success and the future With Shopcade showing 360% sales growth since September 2013, as well as a rapidly growing user base, particularly on mobile, and International SOS an unrivalled global specialist that has been financially independent since 2000, ‘successful’ is an adjective that easily applies. However, both Nathalie and Arnaud are wary of sitting on their laurels. ‘No company should say that it feels safe,’ Arnaud warned, adding that he maintains a ‘strategic paranoia’. Nathalie sees it as just the beginning of the story rather than an arrival at success: ‘Creating a company is not a sprint, it is a long distance run.’ In their own words, success means ‘survival through innovation’, and that is an ongoing story. I KF

recent event s ay c h e e s e a n d w i n e

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11 FEBRUARY

Say Cheese... and Wine

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he third edition of the Say Cheese & Wine event was hosted in La Cave à Fromage’s new shop which opened last December in Notting Hill. Cheese and wine lovers came together for another tasting of four wines paired with four cheeses in an atmosphere of relaxed networking.

Our INFO partners, Wine Story and La Cave à Fromage, matched the Sainte-Maure de Touraine cheese with a Chardonnay 2011, Cuvée Aurore Château du Coing Saint-Fiacre. Saint-Marcellin, a soft French cheese made from cow’s milk, was savoured with a red wine – Beaujolais 2010, Claude Bernardin, Gamay.

Guests also relished La Cave à Fromage’s own cheese creation – English Corner Stone – with another red: Les Vignerons d’Estézargues, Côtes du Rhône ‘Les Grandes Vignes’. To finish, Thibault Lavergne from Wine Story selected Domaine La Grange Tiphaine Les Grenouillères Montlouis sur Loire 2009 to go with the Bleu de Gex (also Bleu du Haut-Jura).

Matching the popularity of the previous two editions, the tasting was packed with bon vivants, who enjoyed the chance to educate their palates while expanding their business connections. I KF

Guests gather in Wine Story’s Notting Hill shop

MORE THAN 100 OFFERS COMPLIMENTARY GLASS OF CHAMPAGNE

FREE LEGAL OR FINANCIAL ADVICE

MEMBER 2 MEMBER Offers 2014 www.ccfgb.co.uk

DISCOUNT ON LANGUAGE COURSES OR TRANSLATION SERVICES

reduced rates at top hotels and restaurants

SPECIAL RATES AT TOP HOTELS special discounts at marketing and communication agencies

in store and online discounts

Free legal and Financial advice

FREE CONSULTATION ON YOUR SOCIAL MEDIA STRATEGY

WELCOME GIFTS IN YOUR FAVOURITE SHOP

The Member 2 Member Offers Booklet 2014 Features exclusive offers to member companies of the French Chamber Pick your copy up at the Member to Member Cocktail on 13 March or go to www.frenchchamber.co.uk

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forums

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recent hr forum

clubs

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Preventing the harm we cannot see: stress management and well-being at work Following an overview of the legal issues by Emmanuelle Ries, Partner at Miller Rosenfalck LLP, Claire Sallis, Occupational Health and Wellbeing Manager at Alstom (UK), gave a presentation on the programme she has initiated to deal with and prevent work-related stress

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tress is a word much bandied about today, but work-related stress is a serious issue that should not be lightly dismissed for legal, moral and business reasons. The Health and Safety Executive (HSE) defines stress as ‘the adverse reaction people have to excessive pressures or other types of demand placed on them at work’, and its effects are far-reaching – it is a significant cause of illness and is known to be linked with high levels of sickness absence, staff turnover and issues such as increased errors.

The legal imperative Under the current legal framework, employees have duties to undertake risk assessments and manage activities to reduce the incidence of stress at work under the Health and Safety at Work Act 1974 and the Management of Health and Safety at Work Regulations, while anxiety, stress and depression that has a substantial and long-term adverse effect on an employee’s day-to-day activities may amount to a disability under the Equality Act 2010. For employers it is a potential minefield: employees can bring actions on different grounds from claims of excessive working hours under the Working Time Regulations that impose a 48-hour per week limit, to bullying under the Protection from Harassment Act 1997, unfair dismissal under the Employment Rights Act 1996. personal injury and disability discrimination. Even if an employee’s stress stems from problems outside of the workplace, because these can be compounded by work pressures, employers are not absolved from their responsibility. Employers need to bear in mind at all times their duties under the Equality Act 2010 to make reasonable adjustments to enable their employees to return to work.

The moral and business case Aside from the obvious moral case for helping employees suffering from stress and its consequences, there is a strong business case. At optimal levels, performance pressure produces engagement, commitment and productivity. However, when elements such as excessive 72 - info - march / april

pressure, unfairness, harassment, lack of trust, conflict, poor working practices and even presenteeism come into the picture, the resulting stress can escalate into illness, exhaustion and personal problems, affecting performance and morale. Ultimately employees will look for an escape – absence or resignation.

Alstom UK’s approach Although Alstom UK has a good record in protecting the physical health and safety of its employees, it had tended to concentrate on protecting employees from harm that can be seen and understood. Alstom’s ‘Wellbeing and Performance’ project, launched in May 2013, was in response to an increase in number of referrals to Occupational Health for work-related stress and mental ill-health. In one business unit, three senior managers were absent at one time with massive implications for cost and productivity. With the aim of developing and maintaining a culture that would promote and support the psychological well-being of each individual within the business, the programme set out to support and train managers, identify and address problems, break taboos and develop resilience. Managers were trained to understand policies to support wellbeing and how to use the HSE Management Competencies and Standards (www.hse. gov.uk/stress/standards/index.htm) as well as influence events affecting the resilience of their employees.

Communication was cascaded via managers, avoiding the use of email. Working with Management Advisory Service (MAS), internal champions were trained to enable Alstom to deliver its own resilience training courses. And in order to find and deal with problems, a survey was undertaken at the outset to identify stress risk factors and gather data, people were encouraged to speak up, an organisational stress risk assessment was undertaken and focus groups were formed to deal with particular problems ahead of the roll-out of a new set of well-being and performance policies that will promote the understanding of and prevent the harm to our psychological wellbeing that cannot be so easily seen and understood. I KF

forums

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Building green cities World-class designer and architect, Michel Mossessian, Design Principal and Founder of Mossessian & Partners and Aleksandra Njagulj, Sustainability Manager at Bouygues UK gave two different perspectives of what sustainable habitats can and should be

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ustainability vs durability Michel Mossessian proffered a slight shift in the understanding of sustainability by introducing the notion of durability. Sustainability is about maintaining life in a hostile environment with the use of technology, while durability is living responsively – and enduringly - within the local environment. ‘I do like the idea that you can live within a natural setting, but at the same time you have to move on from caves because we are in an urban age and cities are the only chance for civilisation.’

Michel espouses synching with nature as an ecosystem and using transparent technology rather than having technology dictate design and regulate the ecosystem. ‘Sustainable buildings are those that will last,’ he said, giving Frank Lloyd Wright’s Larkin Building (1906) and David Chipperfield’s BBC Scotland (2006) as examples of a durable building type.

‘The shell is what is most important, whereas the mechanical systems and interior can be changed every 15 years,’ he said. In that sense, the most durable buildings are those that achieve synergy between design, builders and users, often long before anything is built. Michel’s own projects show a contemporary interpretation of what has been working for millennia, incorporating the principles of responsive architecture and invisible technology.

So for the main square of Msheireb Downtown in Doha, a retractable shade coveringprovidesshelterfrom extreme heat while allowing air circulation, reducing the temperature of the space

Courtyard, Place Lalla Yeddouna

to below 30 degrees Celsius to allow for all-year-round use. And for Place Lalla Yeddouna in the Medina of Fez, traditional clustered building styles have been respected, incorporating natural ventilation and materials such as ceramic tiles, long valued for their cooling properties.

Self-sufficiency and autonomy Aleksandra Njagulj outlined the certification framework that can shape sustainable neighbourhoods, noting that certification systems are not pushed by government in the UK as they are in France, US or Canada.

A sustainable neighbourhood can be achieved through the right balance of elements, namely water, energy, recycling and waste disposal, transport, buildings, biodiversity and economy.

Fort d’Issy development project

This was implemented in Bouygues first ‘Eco Quartier’-certified project at Fort d’Issy – a conversion of a former military fort into a self-contained econeighbourhood with 1,620 homes, shops, schools, nursery, swimming pool, museum as well as walkways, squares, parks and playgrounds, with 40% of the surface area being green. A bioclimatic approach was taken, using passive measures such as orientation and natural ventilation for buildings to reduce energy and water consumption, supplying needs from renewable sources, namely wells, geothermal energy and solar power, and waste collection via a pneumatic underground system. More control is given to users to adapt their homes to their own needs and monitor their consumption. A smart grid – the first district one in France – will manage energy production, consumption, storage and optimisation.

Moving from neighbourhoods to buildings, Aleksandra presented the Autonomous Building for Citizens (ABC) concept, which brings together self sufficiency in energy, water and waste management, innovative construction processes and residents’ engagement. It is currently a research project, exploring levels of consumption, optimisation, resources and technology required as well as cost. A 90-unit demonstration building is to be built in Grenoble, and one of the issues it will address is how flats can be made adaptable to people’s different needs at different stages of their lives, in other words sustainable as well as durable. I KF info - march / april - 73

f o rt h co m i n g e v e n t s

13 Mar

Member to Member Cocktail and Exhibition 2014 At: Pullman London St Pancras, 100-110 Euston Road, London NW1 2AJ Partner: Powervote Cost: £40+VAT per person; £60+VAT for two people

18.00 - 20.30

MEMBER TO MEMBER

The 15th edition of the Chamber’s largest cocktail gives companies the opportunity to promote their products and/or services in person to other members from the Franco-British business community. It also provides extensive networking opportunities with representatives of very varied sectors, from SMEs to blue-chip companies.

A special M2M app, created by Powervote, will be used for the interactive quiz, with great prizes to be won, as well as a lucky draw. All participants will receive a Member 2 Member Booklet containing over 100 exclusive offers from fellow member companies.

To book a stand or for more information, contact Suzanne Lycett on slycett@ccfgb.co.uk or call 020 7092 6651

18 Mar

18.30 - 21.00

Women, Inspiration and Leadership At: Institute of Directors, 116 Pall Mall, London SW1Y 5ED Guest speakers: Dame Helen Alexander, former President of the CBI and Laurence Parisot, former President of MEDEF (French equivalent of the CBI) Cost: £40+VAT per person;

£60+VAT for two people Two women with incredible career paths share their experiences and inspirational insights in an interactive debate, moderated by Simon Walker, Director of the Institute of Directors. In addition, a cocktail reception will provide the opportunity to network and build relationships with other like-minded professionals.

Dame Helen Alexander is chairman of UBM plc, the Port of London Authority and Incisive Media. She is also deputy chairman of Esure Group Holdings, a non-executive director of Rolls-Royce Group plc, and senior adviser to Bain Capital. Dame Helen was President of the Confederation of British Industry (CBI) until June 2011. She is Chancellor of the University of Southampton and currently involved with other not-forprofit organisations in media, the internet, the arts and education. Dame Helen was Chief Executive of the Economist Group till 2008, having joined the company in 1985 and been managing director of the Economist Intelligence Unit from 1993 to 1997.

Laurence Parisot has a Masters in Public Law from Nancy University, a Diploma from the Paris Institute of Political Studies and a DEA in Political Studies.

Assistant to the President of Cevipof (Centre d’Etudes de la Vie Politique Française) in Science Po from 1983 to 1985, she then joined Louis Harris and Associates, becoming General Director in 1986. She went on to become shareholder and CEO of l’IFOP (Institut Français d’Opinion Publique) in 1990. From 2005 to 2013, she was President of MEDEF (Mouvement des Entreprises de France). She is a member of the Economic, Social and Environmental Council, and a Board member for BNP Paribas, Michelin, Coface and Fives-Lille.

contact: Kim Darragon on kdarragon@ccfgb.co.uk or call 020 7092 6643

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f o rt h co m i n g e v e n t s

3 Apr

18.30 - 21.00

Business Club Cocktail - HSBC At: HSBC, 78 St James’s Street, London SW1A 1JB Cost: £35+VAT per person; Early bird tickets: £25+VAT until 10/03 A short guide to successful home purchase: UK vs France The Business Club Cocktail sponsored by HSBC offers drinks, canapés and an opportunity to find about the residential property market in both the UK and France. Expert speakers will talk through the steps of a successful home purchase on both sides of the Channel, provide advice and answer questions. contact: Sonia Olsen on solsen@ccfgb.co.uk or call 020 07092 6642

15 Apr

19.00 - 23.00

Luxury Dinner Guest speaker: Nicholas Coleridge CBE, President of Condé Nast International & Managing Director of Condé Nast UK At: Claridge’s Sponsor: SGPB Hambros Partner: Crus Classés de Graves Cost: £1,800+VAT for a table of 10; £2,100+VAT for a table of 12 This prestigious black-tie event promises high-level networking with 200 top players from the luxury sector and beyond. Expand your network of contacts, strengthen existing business relations and entertain key clients and colleagues in a sumptious setting.

Nicholas Coleridge is President of Condé Nast International and Managing Director of Condé Nast Britain. Condé Nast International, the overseas division of Condé Nast Inc., publishes 139 magazines, close to 100 websites and over 200 tablet and smartphone applications in 27 international markets.

Coleridge has been Chairman of the British Fashion Council and Chairman of the Professional Publishers Association. In 2003 he was awarded the Mark Boxer Lifetime Achievement Award for Magazine Journalism. He received a CBE for services to publishing in 2010 and the 2013 recipient of the Marcus Morris Award, the magazine industry’s highest accolade. He has also written 12 books, which have been published in 14 languages. contact: Cécilia Gonzalez at cgonzalez@ccfgb.co.uk or 0207 092 6642

29 Apr

18.30 - 20.30

Rendez-vous chez L’Occitane At: L’Occitane, 9 The Market Covent Garden, London WC2E 8RB Cost: £20+VAT per person L’Occitane takes its inspiration from the captivating colours, scents and traditions of Provence. At this exclusive event you’ll have the chance to indulge in pampering treatments and discover L’Occitane’s amazing products whilst enjoying wine and canapés. Beauty experts will be on hand to offer complimentary mini-treatments and beauty advice, so do take advantage of this expertise and prepare to network with up to 40 new business contacts. contact: Kim Darragon on kdarragon@ccfgb.co.uk or call 020 7092 6643

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f o rt h co m i n g e v e n t s

28 May

19.00 - 23.00

Annual Gala Dinner Guest speaker: Lionel Barber, Editor of the Financial Times At: The Landmark London Hotel Gold sponsor: HSBC Silver sponsors: Accor, Colas Rail, EDF Energy, Safran Cost: £186+VAT per person; £1,700+VAT for a table of 10; £2,000+VAT for a table of 12 Lionel Barber is the editor of the Financial Times, appointed in November 2005. Previously, he was the newspaper’s US managing editor, based in New York, responsible for the US edition and all US news on FT.com. Joining the FT in 1985, he was the editor of the continental European edition between 2000 and 2002 and from 1998 until 2000 he was the news editor. He has also been the Brussels bureau chief. contact: Kim Darragon on kdarragon@ccfgb.co.uk or 0207 092 6643 The charity we are supporting this year is

LOGO Nº dossier : 20110049E

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Date : 31/05/11 Validation DA/DC : Validation Client

f o rt h co m i n g f o ru m s & c lu b s

HR Forum sessions

Chaired by Rose Gledhill, HR Director - Northern Europe International SOS When: Wednesday 5 March, 8.30-10.00am Theme: Learning and training methods When: Wednesday 30 April, 8.30-10.00am Theme: Social Media Open to HR directors and managers

SME & Entrepreneurs Club session

Finance Forum sessions

Co-chaired by Patrick Gougeon, UK Director ESCP Europe and John Peachey, Managing Director, CFO, Global Markets, HSBC Bank Plc When: Friday 7 March, 8.00-9.30am Theme: Financing a sustainable digital economy When: Thursday 17 April, 8.00-9.30am Theme: Focus on Latam: Brazil and Mexico By application only

Co-chaired by Sébastien Delecour, Managing Director, Doublet UK Ltd. and Frédéric Larquetoux, Senior Manager, EY LLP

Climate Change Forum session

When: Monday 10 March, 8.30-10.00am Theme: How to define and implement a successful marketing strategy for your business Open to all SMEs and entrepreneurs

When: 18 March, 10.00am-12.00pm Theme: Mobility and Smart Transport By application only

Our next Club @ the Pub

When: Tuesday 11 March, from 6.30pm Where: Baranis

Co-chaired by Michael Butcher and Olivier Morel, Partner and Head of International Corporate Investment, Cripps Harries Hall LLP

All forum and club sessions take place at the Chamber.

For more information, please contact Karim Mijal at kmijal@ccfgb.co.uk or 0207 092 6638

When: Thursday 20 March, 9.00-10.30am Working session By application only

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Chaired by Richard Brown, Chairman, Department for Transport Franchising Advisory Panel

Legal Forum session

Š photo credits: VINCI, Crossrail, BBMV and MVB photo libraries

CONSTRUCTING A SUSTAINABLE FUTURE At VINCI Construction Grands Projets, we engineer solutions that are not only financially competitive, but also work in a way that is sustainable for the planet.

Sustainability goes beyond the care we take in protecting our people and our environment.

It’s also a commitment to offer new solutions to our clients and stakeholders.

We nurture Innovation.

Every two years, the VINCI Innovation Awards get increased entries, reaching 2,075 in 2013. These awards reflect the core values of the group and we are proud at VINCI Construction Grands Projets that the Lee Tunnel project (Thames Water) was awarded the Grand Prize in the UK & Ireland.

To learn more please visit www.vinci-construction-projects.com/british-isles

Discover more...

info - march / april -

renault.co.uk

ALL-NEW RENAULT CAPTUR CROSSOVER

Wet dog, meet removable seat covers.

Designed for life with all its possibilities and permutations. Renault Captur comes with removable, washable seat covers. Ideal for the life that takes the dog to the beach and watches on hopelessly as he takes his favourite new toy for a swim.

All-new Renault Captur Dynamique MediaNav from £179 per month* with £1,000 deposit contribution** from Renault.

Visit renault.co.uk to book a test drive or call 08000 28 28 14

Model shown is the Captur Dynamique S MediaNav from £199 per month. The official consumption figures in mpg (I/100km) for the Renault Captur core range are: Urban 42.8 (6.6) – 67.26 (4.2); Extra Urban 60.1 (4.7) – 83.1 (3.4); Combined 52.3 (5.4) – 76.4 (3.7). The official C02 emissions for the range are 115-95g/km. EU Directive and Regulation 692/2008 test environment figures. Fuel consumption and C02 may vary according to driving styles, road conditions and other factors.

Terms and exclusions apply. New 4 + package applicable to new retail cars when ordered from 1 January 2014. Warranty 4 years/100,000 miles and routine servicing 4 years/48,000 miles (whichever comes first); servicing package available to Renault Selections finance customers only, can alternatively be purchased for just £299 (price shown valid when purchased by 31 July 2014). Visit renault.co.uk/4plus for full details. Finance provided by RCI Financial Services Limited, PO Box 149, Watford WD17 1FJ. For finance, conditions apply. Guarantees and indemnities may be required. You must be at least 18 and a UK resident (excluding the Isle of Man and Channel Islands) to apply for finance. Terms and conditions apply. *Rental stated is for Renault Lease. If you choose Renault Lease then you will not own the car. When you have paid the final rental at the end of the contract you can keep using the car and pay an annual rental equivalent to one monthly rental. A finance facility of £149 is payable with the advance rental. Typical example: Renault Captur Dynamique MediaNav TCe 90 Stop and Start, advance rental £1849 inc VAT (after £1000 deposit contribution) followed by 48 monthly rentals of £179 inc VAT, final rental £5855 inc VAT. **£1000 deposit contribution is available to new Renault Finance customers only on a New Renault Captur Dynamique. Offers cannot be used in conjunction with other schemes or finance offers and are available on new vehicles when ordered and registered before 31 March 2014. Available at participating dealers only. Car shown may have optional metallic paint, available at an additional £495 (or £595 for i.d. paint), plus £300 for painted roof. Renault Call Centre opening hours: 9am - 5.30pm II - info - march weekdays, except Wednesdays 10am/- april 5.30pm. The Call Centre is closed Saturday, Sunday and Bank Holidays.