Orient Issue 42

BRITCHAM ORIENT MAGAZINE

Orient

Building Networks Connecting Business Creating Opportunities WWW.BRITCHAM.ORG.SG

T H E O F F I C I A L M A G A Z I N E O F T H E B R I T I S H C H A M B E R O F C O M M E R C E - S I N G A P O R E ISSUE 42 / APR–MAY 2013

SPECIAL FEATURES

ISSUE 42

ISSN 0219-1245

9 770219 124002

42

14

Customer Service?

We’ve Got an App for That!

19

In Focus: Robert Williams

24

COMMANDING CUSTOMER LOYALTY

26

Customer Service 101

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Contents

PRESIDENT’S MESSAGE SPECIAL FEATURES

14

Customer Service? We’ve Got an App for That!

19

In Focus: Robert Williams

24

Commanding Customer Loyalty

26

Customer Service 101

FEATURE 28

Expats Not Exempt

30

Asia Strategy—Game Plan for Success

33

Relocation Woes and Transfer Troubles

36

The European Union–Singapore Free Trade Agreement

38

Helping SMEs Transit to New Economic Reality

British High Commission 42

The UK’s Plan for Growth

AT THE CHAMBER 47

Executive Director’s Message

48

BritCham New Members

50

Business Group News

55

Sterling News

59

Corporate News

64

Members’ Offers

68

Events

78

Events Calendar

CULTURE & LIFESTYLE 80 84

Best of British Bringing Shakespeare to New Audiences

W W W. B R I T C H A M . O R G . S G

British Chamber of Commerce, Singapore Sponsors PLATINUM SPONSOR

GOLD SPONSOR

SILVER AND BREAKFAST CLUB SPONSOR

SILVER SPONSORS

BRONZE SPONSORS

BRITCHAM BOARD: PRESIDENT: Steve Puckett: Tri-Zen International VICE-PRESIDENTS: Hugo Walkinshaw: Deloitte Consulting SE Asia Andrew Vine: The Insight Bureau TREASURER: David Macdonald HONORARY SECRETARY: Damian Adams: Watson, Farley & Williams LLP EX-OFFICIO: Judith Slater: British High Commission Mark Howard: British Council BOARD MEMBERS: Andrew Thomas: Ogilvy & Mather Singapore Pte Ltd Brendan Malone: The Royal Bank of Scotland Clive Christison: BP Singapore David Pugh: The Fry Group Derek Masser: Barclays Bank PLC Dominic Nixon: PricewaterHouseCoopers Ian Williams: HSBC Bank Paul O'Neil: Rolls-Royce Singapore Pte Ltd Peter Allen: Pacific Century Regional Development Peter Hatt: Standard Chartered Bank Richard Burn: Diageo Singapore Pte Ltd Robert Williams: British Airways

Editor: Vipanchi vipanchi@britcham.org.sg Assistant Editor: Yong En yongen@britcham.org.sg 138 Cecil Street, #13-03 Cecil Court, Singapore 069538 Tel: +65 6222-3552 Fax: +65 6222-3556 Email: info@britcham.org.sg www.britcham.org.sg

COMMITTEE CHAIRPERSONS: Corporate Social Responsibility: Richard Burn Events & Sponsorship: Hugo Walkinshaw External Affairs: Steve Puckett Membership: Andrew Vine BUSINESS GROUP CHAIRPERSONS: Energy & Utilities: Damian Adams Entrepreneur & Small Business: Peter Seligman Financial Services: Patrick Donaldson IT and Communications Technology: Henry Farahar Leadership: TBA Media & Marketing: TBA Professional Services: Carolyn Lints Property & Construction: Richard Warburton Shipping Transport & Logistics: Neil Johnson Young Professionals: Miles Gooseman MANAGEMENT TEAM: Executive Director: Brigitte Holtschneider Accounts Manager: Sabitha Munnangi Marketing & Communications Manager: Vipanchi Marketing & Communications Assistant: Loong Yong En Events Manager: Tiffeny Kua Membership Manager: Katie Hudson Membership & Events Assistant Manager: Emi Hosono Office Administration Executive: Anna C Garciso

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

The views and opinions expressed or implied in Orient are those of the authors or contributors and do not reflect those of the British Chamber of Commerce, its officers or editorial staff.

No reproduction of articles without the prior permission of the Chamber.

Unsolicited transparencies and articles are sent at owner’s own risk and the

Chamber accepts no liability for loss or damage.

Design: Kevin Ong kevinong@novusasia.com

Sub-edited, designed and printed by:

Khairunnisa khai@novusasia.com

www.novusasia.com Contact: Simon Cholmeley simonc@novusasia.com

Sub Editors: Chua Kim Beng kimbeng@novusasia.com Iliyas Ong iliyas@novusasia.com Creative Services: Kwan Gek Lian gek@novusasia.com

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President’s Message

W W W. B R I T C H A M . O R G . S G

Dear Members, This will be my final message as President of the Chamber. The past eight years of working with the board, particularly the past three as President, have been inspiring and it has been a pleasure leading such a talented and enthusiastic group of people.

The leadership team extends beyond the board, including those who are actively guiding our committees and business groups—and, of course, including our exceptional executive management team. We have also benefitted from a loyal group of sponsors and from the efforts of those many members who regularly contribute to the vibrant core of our existence as a centre for business, without which the Chamber might not have climbed the heights it has achieved.

Steve Puckett

President, British Chamber of Commerce

This edition of Orient magazine has a theme of services and strategy. It includes a discussion of elements of Britain’s aims for future export growth. As a Chamber, we now have an opportunity to work closer than ever with UKTI to facilitate new British business looking to enter Asia. This presents us with opportunities that have the potential for growing an even broader membership base. In addition, this new opportunity will act as a potential catalyst to progress one of our longer term aims, which is to build a strong and useful knowledge bank for members within the Chamber.

Our Annual General Meeting will soon be upon us, so please mark your diaries for 16 May at Eden Hall where once again we are grateful to High Commissioner Antony Phillipson for opening up his home for this annual event and where I’ll look forward to reviewing the highlights of the past year. Our calendar of events has been as full as ever this year, and an upcoming date for your diaries is 5 June when we have the Rugby Gala Dinner, a not-to-be-missed event for which tables are being quickly taken up.

I step down from the board with the firm belief that, while there remain avenues to pursue, we are on the right path. We have continued to grow stronger and more engaged than ever and have built on the achievements of past years to become a leader among Britain’s international Chambers of Commerce. I am proud to have been part of such a dedicated group and pleased to have been part of the Chamber’s growth. It is in good hands with strong leadership and a vibrant membership, and, as we move forward, I wish you all continued success.

Thank you,

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Sterling Members

W W W. B R I T C H A M . O R G . S G

SINGAPORE

Singapore

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Special Feature

Customer Service?

We’ve Got an App for That!

Rapid smartphone adoption has given consumers access to powerful multimedia devices with extremely sophisticated capabilities. We carry these devices with us all the time, and we use them to manage and organise all aspects of our social lives— as well as to control interactions with the different organisations with which we engage. Indeed, a significant proportion of the calls into your contact centre today are already coming from these devices.

By Julian Corden

W W W. B R I T C H A M . O R G . S G

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Special Feature: Customer Service?

Special Feature We’ve Got an App for That!

W W W. B R I T C H A M . O R G . S G

I

s the customer calling simply because they are out and about without web access? Even if the customer does need to call, do we really need to put them through an Interactive Voice Response (IVR) system? Finally, if our agents are busy, should we really be wasting the customer’s time by making them queue to speak to us? Such calls wouldn’t have to be made if the customer had access to an appropriate mobile app.

There’s a much smarter and more efficient way of delivering customer service to today’s smartphone users. By creating mobile apps, organisations could potentially avoid the need for call-in customers in the first place. The benefits of this approach aren’t just felt by the customer: by avoiding unnecessary calls through mobile fulfilment and by

reducing average handling times through automated customer ID and verification, contact centres can reduce staffing costs and boost customer loyalty.

Customer recognition is key

Contact centres have long struggled with understanding exactly who their customers are and why they are calling.

Having this information at the outset not only greatly assists with trying to route the caller to the agent that’s best suited to helping them, but can also reduce average handling times by up to 60 seconds per call. These days, the customer is normally asked to input a series of responses via an IVR platform in order to gather such information.

Recent speech technology advances have dramatically improved the ease of use of this process, essentially replicating the

traditional receptionist function before selecting the appropriate resource to handle the contact. Customers, however, would still much rather have their call answered within a couple of rings by an expert. But what if our contact centres could know exactly who is calling them and why—even before the customer places the call? The customer experience would change dramatically. First, we could completely remove IVR from the customer experience. Using our knowledge of the customer’s identity and the reason for his/her call, we can ensure that interactions are routed directly to the appropriate agent.

And here’s where smartphones enter the picture: They carry the potential to store all of the identification and verification data. Today’s consumers already have to remember a multitude of different

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identification and verification tokens such as usernames, membership numbers, card numbers, account numbers, passwords and “out of wallet” questions. Mobile apps can serve as a secure “locker” for this data; hence, users will only need to input required security data into an application once and have a single password to access their data in the future.

Taking this concept one step further, the location awareness of mobile devices can also be used to support different security profiles, depending on where the device is being used. If the user is at home, for example, a password would not be required for the utility company’s metre-reading app. However, when away from the home, the password is reactivated. This approach would require the user to establish “safe

Sabio Solutions is a specialist contact centre and unified communications systems integrator focused on delivering exceptional customer contact strategies and solutions based on best-of-breed technologies from leading organisations such as Avaya, Nuance and Verint, as well as a range of market

Special Feature: Customer Service?

We’ve Got an App for That!

zones,” with security profiles recognising your location via GPS. The ultimate goal is to greatly enhance the ease with which your organisation does business, while still maintaining the right security levels for each task. For applications that require a higher level of security—such as large fund transfers or financial trades— the multi-modal capabilities of mobile devices can once again be leveraged. A trade, for example, could be set up using a smartphone, but only confirmed when the user authorises it with his/her voice biometric. This would simply require the user to speak their “passphrase” into the smartphone to authorise the transaction.

Alternatively, an even more convenient biometric could be achieved by accessing

leading, in-house developed solutions. Sabio Solutions is part of the Sabio group of companies that comprises Sabio Limited in London and Glasgow, and Sabio Solutions Pty in Singapore.

The Sabio group offers business consulting, systems integration and managed services.

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the front-facing camera that is increasingly integrated into smartphones.

Biometric face recognition provides an incredibly convenient and secure way of passing security on a smartphone in a non-intrusive manner. The smartphone does this by using the camera to plot the key characteristics of the customer’s face. Once the faceprint is registered, users will only have to look at their device to pass security. Using these wellestablished biometrics will offer new and unprecedented levels of security and convenience to smartphones users.

Clearly, businesses have yet to fully exploit the potential of the app phenomenon, particularly in industries where customer service is key.

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In Focus

In Focus: Robert Williams With the recent British Airways (BA) and Qantas split making headlines, what’s in store for the UK carrier? We turn to Robert Williams, Regional Commercial Manager for British Airways, to find out.

W W W. B R I T C H A M . O R G . S G

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In Focus: Robert Williams The BA–Qantas split. What’s on the cards for BA, going forward?

The end of the relationship we had with Qantas, which we referred to as the Joint Services Agreement, is something we had mutually decided upon as they were wishing to pursue other opportunities.

Their international business needed looking at. We wish them well with that. We’ve also spent a lot of time looking at what we might like to do in this part of the world. Talking to other partners: absolutely. We are part of a big oneworld alliance, so we’re looking at possibilities there.

The future’s very exciting for us here.

Going forward, nothing changes for the time being, so we’re still going to be flying twice daily from here to London, and then also once daily down to Sydney, because one of our services goes from London to Singapore to Australia.

Singapore stays for us as the key hub between Europe and Australasia, which is exciting for the Singapore and the Southeast Asian market.

I’m very excited that from 1 April we’ll be putting our Singapore flights into Terminal 5, so that will be our new home in Heathrow. Previously, because of the relationship we had with Qantas, we’ve had to keep those flights in Terminal 3, which is one of the older terminals.

Bringing these flights into our new flagship home offers us such a good customer proposition: It offers transfers within an hour to all of our European, North American, South American and African routes—a much more robust proposition for our customers, not to mention the great shopping and dining experience in Terminal 5. I know Singaporean customers are going to love it. Skytrax has voted us the number-one terminal, which is fantastic.

International Airlines Group’s focus on Asia has been in the news lately.

But what about the pre-existing ones?

Will you try to implement initiatives globally?

I think it is certainly not to say that we are focusing on Asia and therefore we are losing focus elsewhere—that would be the wrong way of putting it. It is

W W W. B R I T C H A M . O R G . S G

see that in our merger with Iberia. Forming strong, strategic business partnerships with other airlines (Iberia and American Airlines) allows us to coordinate schedules and offer a more robust proposition between Europe and North America. We are still a member of the oneworld alliance, and all of the benefits we can offer customers come from being part of this larger network of airlines.

Last year, I was working on starting a joint business between Europe and Japan, with Japan Airlines. It is really about recognising that the landscape has changed. Using such partnerships, alliances and joint businesses to consolidate and strengthen one’s position in the market is working for us.

Groups of airlines are merging, and I think the future is perhaps having a few, larger groups of airlines.

Customer service plays a major role in this industry. What initiatives are you rolling out?

about BA maintaining and increasing its status as a global network carrier. We’ve always had a very big presence in the North Atlantic. If you look at the traditional links between Europe and North America, that’s a given. We’ve certainly not stopped our focus there; if anything, over the recent years we’ve only increased the number of flights we’re doing between those routes.

Together with our partners at Iberia and American Airlines, we again increased the amount of flights between Europe and North America. Within Europe, we’ve increased the number of flights, and we focus there.

Last year, we bought BMI [British Midland International], which is another British carrier. That’s enabled us to increase the number of slots we have at Heathrow, which is the world’s busiest international airport. It’s allowed us to fly to places we weren’t able to previously, simply because we wouldn’t have had the slots to do so.

Therefore, we’ve opened up some of the UK domestic market. We’re flying to Leeds Bradford in the north of the country, we’re flying back to Belfast in Northern Ireland, and we’ve resumed our own flights to

Dublin in Ireland, where previously we did that on a co-shared basis. We’ve grown our domestic network; we’ve gone to some new exciting places in Europe—Zagreb in Croatia, for one—and several other places in the Eurozone as well. And all that is complementing this idea that we’re going to have a strategic focus in Asia.

The Asia partners really allowed us to fly to brand-new places like Seoul and Chengdu.

Tie that into the fact that we’ve got new aircraft coming and it’s a really exciting year for us. We’re going to be receiving the Airbus A380, as well as the Boeing 787 Dreamliner, and we’ve also got some of our latest aircraft, the Boeing 777-300, being delivered as well. All in all, we’ve got quite a lot of aircraft coming this year and the couple of years that follow.

Increasing competition between regular and budget airlines has had a significant impact. How is BA coping?

The fundamental fact is that people need to fly. The competitive landscape has changed over the last few years. One of the things we have concentrated on is playing our part in consolidation in the industry. You can

Customer service has always been a key focus of ours, but in recent years we have really taken a look at it and thought, “What can we do to really be the experts in terms of customer service, to make sure customers choose us and get value for money? How can we get them to keep coming back to us?” We looked at customer service as being from A to Z, from the time the customer books with us, right until we deliver their bags at the end of their flights.

We have five key brand behaviours: It’s about treating everyone as an individual, keeping promises, doing things properly, finding solutions and looking the part.

These are some ways we’ve responded to that: • We’ve equipped a lot of our customer service staff with iPads that deliver more accurate data about our customers. For example, our special services teams at the airports, customer service directors and senior cabin crew on board are able to know whether a customer is travelling in a particular cabin for the first time or whether it is a customer’s birthday.

• We’ve just announced that we’re going to be doing trials of auto check-in and presenting customers with their seats to avoid long waiting periods at the check-

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in counter.

• Throughout 2012, we invested heavily in a lot of food trials. We worked very closely with the Michelin-starred British chef Heston Blumenthal. He discovered that people’s senses in terms of taste are very different when you are 35,000 feet in the air; certain foods actually work better. One of the findings is that using seaweed as an ingredient helps dishes retain their natural flavour.

We’ve moved away from the traditional “salty, sweet and sour” concept. That’s had some hugely fantastic results, and it’s encouraged us to completely change our menus in all our premium cabins, with a view on what we can do throughout the aircraft in the future.

• Recently, we’ve also announced that we’re going to give some customers who are travelling from our Gatwick Airport on European flights the opportunity to buy a ticket that doesn’t include a check-in bag. We’re saying if you don’t wish to check in a bag, you

In Focus: Robert Williams

can buy a ticket that allows you not to, which saves you money.

• This spring, we will complete the rollout of our new first-class cabins. That’s been a $100 million investment going on for the last 12 to 18 months to equip all of our aircraft with the latest, contemporary, high-end British Airways first-class experience.

Well, it’s in the name and the company, isn’t it? British Airways: you think Britain, and then you often think of tea. It’s a very, very good link for us to have. Together with Twinnings, we’ve developed a blend that is far more suitable for flying—and we look forward to our customers enjoying that.

You’ve talked about the crisis in these times. We’ve really looked at our business and thought, “Let’s get back to basics and get things right.” It’s being customer-focused all the way through.

And, of course, investing in our people: providing the right training and the right development for all of our staff to make sure they are fully equipped with the tools to deliver excellent customer service.

Customer satisfaction is measured daily, through a variety of different channels, the chief one being the scores customers give when they are travelling. We can talk about awards, but it is really about what the customers are saying. We capture that feedback and we report those figures every week. What we’re looking for is a constant increase in the scores people give us. One of the key issues for us is the likelihood that a customer would recommend BA to somebody else. That’s really what you want: people out there talking positively

Excitement has been brewing about the BA–Twinnings collaboration. Tell us more about that.

How often do you measure customer satisfaction to maintain your service?

W W W. B R I T C H A M . O R G . S G

about you. And we find the scores in that area are going up, so that’s very encouraging. Linked with customer service scores, we naturally tie in our operational performance, and that then leads to improvements in customer service. Since we’ve had Terminal 5, we’ve completely broken the records in terms of baggage performance— not losing people’s bags—and flights departing on time, and all of that contributes towards offering a great overall customer service proposition.

But customer feedback is direct now—it hits straight away. If someone is not having a great experience, the world can know about it within a tweet. And the key there is all of the things we talked about: constantly getting your customer service right so people won’t have bad things to write about. The two are very, very closely linked. You don’t have to do something special to make sure people aren’t writing unfavourable reports about you; you just need to consistently make sure your customer service is outstanding.

Today, there are many online channels that allow customers to review airlines. How do you intend to address this market? What is your social media strategy?

I think this platform affects many businesses in both good and bad ways.

Do you agree?

The question is kind of twofold. There’s us engaging in social media, which we do through developing apps and our Facebook page. Last year, we had a campaign that was generated through Facebook for people to interact with us.

Yes, and it works for us as well. It is a great tool to know what customers want.

It’s the best way we can listen and get a sense of what various demographics are looking for when they are travelling, allowing us to address the issues quickly before we plan what we want to do in the months and years to come.

Feedback used to come via paper and not all information reached the right managers; now everyone has access to everything. Do you agree?

Absolutely, and it’s about speed. It was always about paperwork going to the right people, and now we know it is going to the right people—that’s linked to things like the iPads we give our crew.

Previously, when our crew had an issue on board, they would need to log that and it would go on paper somewhere.

It was the way things worked. But now that feedback goes into the iPad and is electronically sent, they can respond to it by the time they get to their destination.

And they can then respond to the customer and offer solutions that go back to one of the brand behaviours.

It is all about embracing the fact that everything is so much more immediate now and you need to have the right people and tools.

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Special Special Feature Feature

Commanding Customer Loyalty The high street may have been hit the hardest in the recession, but there’s a lot that any business can learn from its customer service triumphs.

By David Watling

F

ive years into the rollercoaster ride of the recession and there’s still no end in sight. The furrowed brows spotted in the wood-panelled boardrooms across Europe and America reveal the nervousness that still abounds. And Asia is feeling the pressure to maintain the success story printed in the annual shareholder reports.

Though Asia has undoubtedly been successful while the other continents have suffered, it is subject to the century-old 80–20 Pareto principle as everywhere else, namely, that 80% of their revenue is still coming from 20% of their client base. This can be a precarious position to be in as the market tightens—and even that 20% still isn’t safe, as one managing partner of a global professional services firm recently put it, “In the current market, our key customer is our main competitor’s key target.”

Having a solid customer service strategy for your key accounts is vital. Not only do you want this client base to stay with you, but you want them to spend more. And no one has learnt to implement a customer service strategy more effectively than high street stores.

Show your customers some love

Although retailers, airlines and your favourite coffee shop use loyalty programmes to understand, reward and provide better service for their committed customers, most businesses rarely spend the right amount of time, energy and effort on their key clients. We consulted for an FTSE 100 company in the UK that had 80% of its business coming in from five key clients. They had five account managers looking after 80% of their income, and 47 people managing the remaining 20%.

We suggested a reallocation of team members to create key-client teams. As a result of the dedicated focus and increased understanding of client needs there was an almost immediate lift in business from those key clients (and ultimately a lift in the bottom line).

Communicate with your clients on their terms

Anyone who has queued in line at the bank for 45 minutes during lunch hour would have, at some point, said to himself/ herself, “There must be a better way to open an account.” Even if you have created customer service processes to build

the relationship with your key clients, is that how they want to be managed? You may want to have multiple face-to-face meetings with them (to show how much you care), but what if they don’t always need the monthly meetings, and instead would like instant access to your clientservice team 24/7 whenever they run into an issue? A more marketing-led remote approach from your sales team can still be “high touch,” though a customer-driven style would be more appropriate.

Bring value, not products

Last year, Tesco—Britain’s largest retailer— made $320 million of profit from selling financial services products to its loyal customers, and that’s without even worrying about how to shift one tin of beans! A few years ago, we did some research for one of our financial services clients in the US—we’d wanted to know how well their key clients understood the company’s full range of services.

Amazingly, even the most loyal customers only knew about two of their five practice areas. Clients create a paradigm of what a business can offer based on past history.

If your repertoire of services and products

W W W. B R I T C H A M . O R G . S G

Having a solid customer service strategy for your key accounts is vital. Not only do you want this client base to stay with you, but you want them to spend more.

rogenSi is the global consultancy for exceptional performance and provides a bridge between the vision of leaders and the behaviour of the people within the organisation.

David Watling Client Director, rogenSi Asia david.watling@rogensi.com

expand, it’s important to communicate the new paradigm in a way that doesn’t come across as, “…and we can also do fries with that, sir.” Simply put, bringing value means adding insight, rather than yet more product.

Managing your team

Love it or hate it, fast food is a multi-billion dollar industry, and the best business leaders can learn a lot from watching the burger restaurant manager as he/she leads the team on a busy Saturday afternoon.

You may be surprised to find that the duty manager at your local fried chicken outlet has probably received far more people management training than all of your customer service managers put together.

In fact, one major chain is so committed to great customer service, it has invested in training over 80,000 leaders at their

management university during the last 50 years. Rather than just being taught how to flip burgers all day, they learn how to speak passionately to their team and make it clear to everyone what needs to be achieved that day. They then work hard throughout their shift to make sure the team is engaged and excited to work with the customer.

Finally, the team is also made aware that it is accountable and is able to deliver. These managers coordinate the right approaches, create an energy and a visibility on what is being done, such that your children’s happy meals are perfect every time.

There is a lot that can be learnt from modelling the proven successes of others, and the great news is that some of these back-to-basics approaches can be implemented tomorrow without requiring millions of dollars of investment.

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Special Special Feature Feature

Customer Service 101

“It’s urgent”—“Is there an alternative?”

—“I’ve got a problem?”

By Ray Bigger

C

ustomer service is probably one topic that gets more comment than the weather—and we all know how unpredictable the latter is. But the good thing is, the quality of customer service isn’t left to the caprices of nature; rather, it is fully within your control.

passengers stranded at sea, with deplorable sanitary conditions and lack of food and clean water—the third incident to hit the world’s biggest cruise company within a year. Amid the furore, Carnival chairman Micky Arison again went AWOL, further eroding the brand’s already-faltering image.

The importance of customer service is hardly even up for contention—poor service, over time, will surely make a dent on the brand. Let’s take the recent debacle surrounding the Carnival Triumph. A fire on board left over 4,000

In comparison, how do brands famous for excellent customer service—such as IKEA, Apple, WL Gore, Singapore Airlines, Morning Star (a tomato-processing company) and FedEx, just to name a few— get to where they are today?

Customer service is commonly perceived to be the delivery of a product, service, process or system we provide to external customers—it’s treated as though it’s a linear process with a clear beginning and end. When looked at this way, three very large gaps open up that undermine the concept of customer service: • no thought to internal customer service—yes, our colleagues • no customer culture in the company • no crafted process that runs throughout and is embedded in the company

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With that in mind, the following are some steps you can take to circumvent these pitfalls and start towards boosting your level of customer service: • commitment is necessary from the CEO and senior management • embrace all of your people in an internal customer culture, as everyone in the company is serving at least one other colleague • ask (a) how you can make someone else’s life/work a little easier, and (b) how you would like someone to help you • redefine or establish your company’s purpose—a purposeless strategy is meaningless • remind your employees that profit is an outcome, not a purpose • bring together cross-functional teams to map out a “culture framework” • understand your weaknesses and strengths by mapping out all conceivable touchpoints that customers have with

About the Author Ray Bigger, a former CEO of the British Chamber of Commerce Singapore, a former Premier League / Football League Referee, is Managing Director of Think 8, a group of Productivity Architects helping companies

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•

your company (a) before they engage/ talk with you, (b) while they are engaged with you, and (c) after they have engaged with you—be reminded that the process of customer service should not be defined with a start or an end find out who your best customeroriented employees are—there are various psychometrics available for this, in addition to people you know from experience and track record make sure the right people are in the right roles—there are different processes involved in delivering different types of customer service directly involve everyone who deals with customer service in creating the customer service standards, which should be driven towards nothing less than excellent as a minimum gather feedback by talking to a representative cross-section of your customers, preferably through an

in Sales Force Development, Making Conferences & Meetings Effective and Developing Critical and Creative Thinking skills. He is a master practitioner in Neuro Linguistic Programming, and has an MBA from Edinburgh Business School.

objective third party • make sure your complaints process is the best there is—handling complaints require specific traits from an employee.

The payoff is substantial when complaints are dealt with professionally and quickly—it removes the sting from any issue and will likely leave the customer with a higher regard for you after the incident is resolved • Far from being an overnight fix, raising the quality of customer service is a process that requires ongoing commitment from the top—it rests on the CEO or senior management to drive an imperative like this. While it will take time to design, create, execute and consistently deliver a customer service culture, a successful implementation will rid the perception that your brand is merely a commodity brand—and your company would be set apart from the rest.

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Feature

Expats Not Exempt

By Gloria James

W

ith the lowest crime rates in Asia, low tax rates and excellent living standards, it is of little wonder that British expats have made Singapore a favoured professional platform in Southeast Asia.

However, expats are confronted with harsh penalties should they land on the wrong side of the law. It is important to keep in mind that Singapore is a conservative country with relatively strict rules. It is not uncommon to be arrested and detained for what expats may view as minor offences in their home country.

The following are some questions an expat could face: • What are the consequences of being charged?

• Will it affect my working visa?

• Will I be allowed to travel if my passport is detained?

• When should I inform my employer of my circumstances?

• Am I in breach of any terms and conditions in my employment contract?

• When do I engage a lawyer?

W W W. B R I T C H A M . O R G . S G

It is important to keep in mind that Singapore is a conservative country with relatively strict rules.

When one is charged by the police, time is spent taking urgent leave to attend interviews at the police station. The first arrest can also lead to a 48-hour detention at the police station, without access to counsel or to make a phone call, thus putting their job at risk as a result of his “mysterious disappearance.” When one is released on bail, the expat has to find a Singapore citizen to sign the police bail bond. Your passport will be retained by the police pending the outcome of the investigations.

The moment one is charged, the visa can be affected if the employment pass is due to expire. What happens then is a “white pass” can be issued, which has to renewed on a weekly or fortnightly basis.

One may also face frequent visits to the police station and the Immigration and Checkpoints Authority of Singapore (ICA) to have the visa renewed.

Though you can travel overseas, the police has to release the passport to you with

About the Author Gloria James is a UK law graduate who’s been in practice for 17 years. She is a lawyer, barrister and accredited mediator of the courts.

In the course of her legal career, she has gained considerable experience

bail conditions being imposed, such as having a Singapore and PR standing as a bailor for you, an increase in the current police bail that can amount to at least twice the amount and supplying your travel details.

There’s no need to inform your employers of your circumstances, until and unless you are going to be charged in court and you are likely to plead guilty to the offence. Should that happen, you can ask your employer to provide a testimonial letter to be attached to the plea of mitigation—though this will depend on your employment contract. Generally, most employment contracts include a section on misconduct, and if you commit a serious crime, this can result in an instant dismissal and your work visa will be affected.

It is good practice to engage a lawyer as soon as possible, as you ought to know your rights. Besides, a letter of representation written (by the lawyer)

and knowledge in diverse areas of the law and has been involved in various types of litigation matters at all court levels.

to the police/prosecutors can likely result in the police considering to give a stern warning rather than charging you in court.

So, how do expats get into trouble with the law in Singapore? We look at the most common crimes involving expats in Singapore: • submitting false qualifications to the ICA; • theft—shoplifting; • drink-driving; • disorderly behaviour; • outrage of modesty; • road rage, assault, affray; • white-collar crime—criminal breach of trust, cheating, computer crimes, theft of intellectual property; and • sexual harassment at workplace.

Lastly, expats need to be aware that court cases involving expats tend to be widely covered in the local newspapers, so stay out of trouble!

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Special Feature Feature

Asia Strategy— Game Plan for Success

By Pete Read

UK companies tackle Asia

The UK has always been an open economy and has enjoyed long traditions in global trade. In the midst of the European crisis and slow growth in American markets, and now with increasing levels of government support for exports and overseas venturing, UK companies are actively looking to growth opportunities in Asia and other emerging markets. Four out of 10 UK companies expect at least 30% of their global revenues to come from emerging markets by 2017, a big jump from only one in 10 earning 30% or more of their revenue in emerging markets in 2012, according to the “Business Perspectives on Emerging Markets 2012–2017” report by Global Intelligence Alliance.

Sectors that stand out as particularly strong for the UK in emerging markets include financial services, consumer products and retail, as well as the more specialised areas of aerospace and defence.

Almost 80% of the UK companies surveyed for the aforementioned report say their primary motivation is to gain a foothold in the large markets of the future, so as to be well prepared to benefit when the anticipated high volumes kick in. There is also a push factor, with 58% of companies saying lack of growth or profit in the West is

forcing them to seek out new markets.

India is the number-one emerging market of interest for UK companies, with 82% of companies in the survey naming it as a top-five market, followed

by China and Brazil at 73%. In the second tier of interest, Asia also ranks highly, with Indonesia, Thailand and Malaysia attracting the most attention.

Pitfalls await the unwary

Despite this enthusiasm, most companies that have already ventured into Asian markets admit to having made strategic errors along the way. In fact, fewer than one in 10 companies say they were completely satisfied with their strategy on emerging markets.

Of those who, with hindsight, would have liked to have done things differently, about a third regret not entering Asia sooner. That, of course, is something that cannot be addressed now, though other strategic mistakes can be corrected and lessons learnt for future market entries. And companies approaching Asian markets for the first time can also learn from the mistakes of others.

Following timing—the number-one pitfall reported by a quarter of all companies entering Asia—is failure to adapt better to local market conditions

W W W. B R I T C H A M . O R G . S G

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Feature: Asia Strategy—Game Plan for Success

and local pricing. A good example here can be seen in the contrasting successes of two British retailers—Marks & Spencer (M&S) and B&Q—in Asia. M&S entered Hong Kong in the 1990s positioned as a premium brand—very different from its successful UK model of affordable quality—and this positioning has served well in Asia. B&Q later entered China in the late 1990s, attempting to replicate its successful DIYwarehouse proposition from the UK. After unsustainable losses it was forced in 2009 to close a third of its stores and reduce the floor space of half the remainder.

What B&Q failed to understand was that consumers in China do not (yet) appreciate the quality or service promise that comes with a branded DIY chain store, and will not pay a premium for it. In fact, the DIY concept hardly exists in China at all—most people hire a cheap contractor, rather than do repairs and renovations themselves.

Not conducting the right intelligence and market due diligence in advance is another common snare, and UK companies appear to lack this intelligence more than their global peers. Seventy-one percent say that information on emerging markets is not readily available in their organizations, compared with the global average of 53%.

After these most common problems, a host of other potential pitfalls awaits the unwary. Not seeking a local partner, inefficient decision-making, failing to cultivate local talent, not anticipating supply-chain issues, not building sufficient government relationships and rushing into a new market unprepared, all feature as potential traps for companies entering Asian markets.

Ten tips for a successful Asia strategy

• Don’t delay! Act now to explore opportunities and identify the best-fit markets and strategy for your company in Asia—but don’t rush in unprepared.

• Expect to adjust your business model and your pricing to suit local conditions.

• Do your research. The available addressable market for many foreign companies entering Asia is much smaller than the total market, and it is essential to define that market segment, understand your potential customers and competitors, and target it thoughtfully.

• Consider teaming up with a local partner, but do your due diligence before signing any contracts, and don’t be afraid to do it alone if that really looks to be the best course of action.

• Put together a specific decision-making team and/or process for Asian market entry to ensure there is sufficient focus on the opportunity and the potential risks.

About the Author Pete Read is SVP global strategic analysis and advisory at consultancy Global Intelligence Alliance, and managing director of its Singapore office. www.globalintelligence.com For a free copy of the “Business Perspectives on Emerging Markets” report, email singapore@globalintelligence.com

• Use local talent and transfer UK best practices, training and standards to your team in Asia.

• Remember to consider and address supplychain and procurement issues in advance.

Materials, transport and logistics costs can destroy your margin in markets where your prices will almost inevitably be lower than in the UK. • Develop government relations in your target market.

• Be selective about which markets to enter.

Don’t just follow the herd—use market intelligence to specifically identify the best opportunities for your company.

• Be prepared to commit resources to Asia. The payoff may not be immediate, but the long-term prospects are very promising if the strategy is right.

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Feature

W W W. B R I T C H A M . O R G . S G

Relocation Woes and Transfer Troubles C

ompanies confront their stiffest challenges in Greater China, Africa, Central and South America

Country-specific challenges—such as cost control, compliance with local laws, and complex housing issues—loom large for relocation managers at multinational corporations, according to the “2012 Trends in Global Relocation: Biggest Challenges Survey” from Cartus Corporation.

The survey, which focused on geographic challenges in 11 regions around the globe, found that many of the issues impact not only the company’s relocation managers, but also the daily lives and job success of their employees on the ground. The Cartus survey garnered responses from 193 international mobility managers from around the world. All major industry groups were represented and the respondent companies had an average global relocation volume of approximately 400 annual moves.

The greatest challenges

Respondents ranked control of relocation/assignment costs and compliance with laws and regulations first (61%) and second (51%), respectively, as the greatest challenges to managing their overall global relocation programmes.

The need for companies to control costs puts direct pressure on benefit levels, which can impact assignees in their daily and work lives. Compliance with laws and regulations, such as visa and immigration timeframes and requirements, may have an immediate negative effect on employees’ ability to begin productive work and to undertake the basic elements of daily life.

Housing ranked third, with 41% of respondents considering it a significant challenge. As one of the issues most important to assignees and their

families, housing challenges can have a disproportionate impact on assignee and family satisfaction as well as assignment success. In more developed areas, housing may be acceptable but costly and in high demand. In less developed areas, housing often fails to meet standards acceptable to assignees, and fewer choices can often mean that options are surprisingly expensive.

The challenges associated with these locations—limited schooling options, the need for security precautions, and often the cost and scarcity of housing—are leading many companies to consider “split-family” solutions. In these situations, a family may reside in a more developed city in the host country, with the assignee travelling to the office or plant location; or in some cases, the family may not make the move at all, but they remain in the home location for the duration of the assignment.

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Feature: Relocation Woes and Transfer Troubles

Ten greatest challenges for companies managing global relocation programmes

Challenges vary by country

Challenges differ tremendously among countries, making the relocation process more complicated for companies that need solutions when they move employees to different locations and to locations that are less developed.

The challenges are especially daunting when companies are moving employees into any of these top-three most challenging regions:

Cartus provides trusted guidance to organisations of all types and sizes that require global relocation solutions. We provide services in more than 165 countries, applying our decades-long experience to help our clients with their mobility, outsourcing, consulting, and language and intercultural training needs.

1.

Controlling relocation/ assignment costs

61%

2.

Complying with laws and regulations

51%

3.

Housing

41%

4.

Moving employees into areas with limited infrastructure

29%

5.

Structuring compensation packages

28%

6.

Finding suitable candidates in the local market

27%

7.

Attracting qualified candidates to go on international assignments

24%

8.

Payroll and currency issues

24%

9.

Safety and security

24%

10.

Schooling

24%

• Greater China led all regions in language and cost-control issues; • Africa ranked first among global regions in 12 out of 15 potential relocation challenges, many with personal and family implications, whether the relocation destination is urban or rural; and • Central and South America led all regions with challenges in structuring compensation packages and payroll and currency issues, which can embroil

companies and employees in complex bureaucratic issues.

India, North and Central Asia, and the Middle East rounded out the top-six most challenging regions.

To download a copy of the survey, please visit www.cartusmoves.com/ docs/2012GlobalTrendsSurvey Report.pdf

Dulwich College has been inspiring students to go beyond what they believe possible for almost four centuries. Now we’re proud to continue that tradition in Singapore with the launch of Dulwich College (Singapore), opening in August 2014. We are now taking applications to join the newest member of our global family of schools.

To find out more or attend one of our Parent Information Sessions, please call our Admissions Officer, Victoria Hope on +65 8455 2198, email admissions@dulwich-singapore.sg or visit www.dulwich-singapore.sg

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Feature

The European Union–Singapore Free Trade Agreement

By David Gardner

T

he European Union (EU) and Singapore have now successfully completed talks on a free trade agreement (FTA)—an exciting opportunity for European companies based in Singapore. The deal between the islandstate and the 27 countries that make up the EU will make it much easier for European exporters and financial institutions to do business with Singapore, encourage trade, and eliminate or simplify barriers to entry that may have previously existed.

FTAs can be described as a super highway between major economies, potentially providing access to new markets for the parties involved; other benefits can include tariff concessions and a quicker entry into markets. Countries around the world are increasingly seeking to lower barriers with

their trade partners, in an attempt to boost their economies amid subdued global demand. Earlier this year, China, Japan and South Korea agreed to formally launch trade negotiations, and an FTA between the EU and Korea came into force in July 2011.

In the past, the EU has been keen to develop an FTA with the Association of Southeast Asian Nations (ASEAN), but coming to an agreement has proved to be rather challenging in the region. And this may be because ASEAN is made up of different countries, hence there are differing ideas on the advantages or disadvantages of an FTA. In April 2007, the European Council adopted a mandate for the European Commission to start FTA negotiations with ASEAN

countries—Myanmar, Brunei, Cambodia, Indonesia, Laos, Malaysia, the Philippines, Singapore, Thailand and Vietnam— following a decision to adopt a regional approach on the negotiations. In May 2007, the EU–ASEAN economic ministers met in Brunei and agreed to enter into negotiations for an FTA. Seven negotiation rounds were held with ASEAN. At the final round in March 2009, both sides agreed to pause the negotiations so that all parties can reflect on the appropriate format for future negotiations.

Shortly after, the Commission presented a report on the EU–ASEAN negotiations. In this report, the EU underlined its intention to remain engaged with the region, and

W W W. B R I T C H A M . O R G . S G

it was announced that the EU should be ready to engage in bilateral FTA negotiations with individual ASEAN countries. Such bilateral FTAs could pave the way for a region-to-region agreement in due time.

Negotiations for an FTA between the EU and Singapore were launched in March 2010. The EU considers the FTA with Singapore as a stepping stone to achieving one with ASEAN, which is their aim in the long term. The reason why the European Union–Singapore Free Trade Agreement (EUSFTA) is such a positive move in the region is because Singapore is already the EU’s largest trading partner within ASEAN. The trade in goods and services between the EU and ASEAN in 2011 was well over €200 billion—€74 billion of which comprised trade between Singapore and the EU. To understand ASEAN’s importance to the EU as a trading partner, you need only to look at the statistics: Currently, ASEAN is the EU’s third-largest trading partner, only behind the US and China. Therefore, by signing the EUSFTA, Singapore would stand to benefit greatly from it. Further, it would also help to promote the country, while Singapore sets the standard in the region once again.

So does this mean we will all soon be enjoying fine Rioja wines and champagne at a fraction of the price we are currently paying? I’m afraid not. The agreement will have no impact on local alcohol taxes in Singapore, though I would imagine the retailers might enjoy an increase in profit while prices for us remain the same.

What makes this all the more interesting from a British expat living here is the impact this will have between the UK and Singapore, given that British Prime Minister David Cameron has promised that the UK will hold an in-or-out referendum on EU membership before 2018.

About the Author David Gardner graduated in 2002 with an honours degree in business economics. Having spent over six years as a financial planner in the UK, David now specialises in assisting international investors—particularly

professionals, highernet-worth individuals, senior management and executives—in their financial planning while living and working in Singapore.

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Feature

Helping SMEs Transit to New Economic Reality

By Tay Hong Beng

W W W. B R I T C H A M . O R G . S G

F

or the small and medium-sized enterprises (SMEs) that are the lifeblood of Singapore’s economy, the message in this year’s Budget announcement couldn’t have been clearer—there will be no U-turn on its foreign labour policy.

The thrust for Singapore, going forward, is to generate growth by upping productivity and focusing on innovation. And most of the measures announced this year are a continuation of the journey that the Government started in 2010 to help businesses make the transition to this new economic reality.

As they say, the devil is always in the details, so where this year’s Budget departs from previous years’ is, of course, in the nitty-gritty.

This year’s measures are more targeted than the broad-based measures of before, in the way they attempt to wean businesses off cheap foreign labour and to pay greater attention to boosting productivity.

For example, the restrictions on foreign labour are seemingly calibrated to the circumstances of particular sectors and different categories of workers.

For sectors that continue to see significant growth in foreign worker numbers and which still lag behind the productivity levels

of international productivity leaders, their Dependency Ratio Ceiling (DRC) will be selectively cut further. One sector that will see a reduction in the DRC is the service industry.

And even though there will be an increase in foreign worker levies for all sectors, the increases will be sharper for firms that are most dependent on foreign workers, for instance, in the construction and process sectors.

Some of the measures announced this year indicate that the Government has listened to and has taken into account the concerns raised by various businesses. It is giving SMEs help and time to restructure the way they conduct their business.

So, SMEs will be able to tap on the $5.9 billion Quality Growth Programme aimed at helping them to upgrade, create better jobs and raise wages over a span of three years.

Part of the restructuring package includes the $3.6 billion Wage Credit Scheme, which encourages companies to share their productivity gains with their workers through higher wages over three years.

It will go some way in helping businesses manage the new reality of higher manpower costs, as the Government will co-fund 40% of the wage increases of Singaporean employees (earning a gross

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40

monthly salary of up to $4,000) for the next three years.

The Productivity and Innovative Credit (PIC) Bonus scheme is targeted at micro-SMEs to encourage meaningful productivity investments. Enterprises that invest a minimum of $5,000 per Year of Assessment (YA) in the PIC qualifying expenditure will receive a dollar-for-dollar matching cash bonus, with a claim up to $15,000 over three YAs. There is also the Corporate Income Tax Rebate of 30%, payable up to $30,000 per YA, from 2013 to 2015. This will help companies cope with other cost pressures, such as higher rentals, although this help

About the Author As the current Head of Tax at KPMG in Singapore, Hong Beng is responsible for the various areas of KPMG’s Tax Practice including Corporate Tax, Indirect Taxes, Transfer Pricing and International

Feature: Helping SMEs Transit to New Economic Reality

would be more comprehensive if it were to be extended to small businesses operating as sole proprietorships or partnerships.

These, as well as a slew of other productivity measures, are geared at helping local SMEs make the transition to a higher-quality economy.

Surprising, though, is the fact that despite the emphasis on productivity and innovation, there are few measures aimed at promoting value-creation activities in companies, for example, through innovation and branding.

Nevertheless, at the end of the day, taken in its entirety, Budget 2013 is one that is

Executive Services units.

He also sits on the KPMG Asia-Pacific Tax Board.

geared at aiding Singapore’s SMEs transition to the new economic reality. As Finance Minister and Deputy Prime Minister Mr Tharman Shanmugaratnam summed up in his Budget speech: “Restructuring will unfortunately lead to some businesses being winnowed out, but the end result must be a vibrant and sustainable local SME sector.”

Although some businesses will feel the pinch as the foreign worker tap is further tightened, those that bite the bullet and restructure may find themselves stronger and more competitive at the end of the day.

This article first appeared in The Business Times on 26 February 2013.

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Open House on Friday, May 10th Register at www.sais.edu.sg

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British High Commission

W W W. B R I T C H A M . O R G . S G

The UK’s Plan for Growth

S

ince the Coalition Government came to office in 2010, you will have heard much from us at the High Commission about the focus on driving up our export performance and continuing to attract high-quality inward investment.

The aim of developing this strategy is to set out a long-term, forward-looking, “whole of Government” approach to fostering a climate for business that encourages investment and delivers the conditions for growth.

A big part of that is, of course, what we do here in terms of identifying commercial opportunities in Singapore and, increasingly, in the wider region. But an equally important part, if not more important, is the work that is underway in the UK to set out a new industrial strategy.

For me, the key aspects are not only the content in terms of the specific policies and activities but also the fundamental shift in the Government’s approach to partnership with business.

Put simply, while we recognise that it is Britain’s companies and businesses that are going to deliver the success we all want to see, we do not believe that the only thing Government can do is to get out of the way. At an international level, we have a role to play in terms of setting the rules of trade, using our political relationships to open up markets and to help trade and investment flow freely. At a national level, Government actions send messages to and affect business and market behaviour. We can, therefore, have an industrial strategy by default or design, and this Government has decided on the latter.

Business Secretary Vince Cable in Singapore for the signing of the Economic & Business Partnership

The need for such a partnership has been a constant theme in the Government’s economic policy since it came to office.

From the Prime Minister down, Ministers have stressed that we must understand what business needs, and then deliver it by working with, and identifying actions which benefit, businesses across the whole supply chain whether they are large, medium or small.

It’s not just the traditional economic departments that need to focus on this but the whole of Government. That’s why the Foreign Secretary has been clear that supporting the prosperity agenda is one of his top three priorities for the

>

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British High Commission: The UK’s Plan for Growth

>

Foreign Secretary William Hague speaking to members of staff working on Prosperity objectives meeting in London, 11 December 2012

While we recognise that it is Britain’s companies and businesses that are going to deliver the success we all want to see, we do not believe that the only thing Government can do is to get out of the way.

Foreign & Commonwealth Office (FCO); and why we have seen a wholesale shift in resources within the FCO to the emerging powers and particularly those in Asia.

As for the content of the industrial strategy, the Government has started to map this out in recent months, starting with a speech from Business Secretary Vince Cable last September. The key themes are that we will: • develop partnership strategies with specific sectors such as aerospace, energy, life sciences, education, construction and professional services.

• support long-term plans for technology investment and identify and develop new, potentially disruptive technologies. Supporting the technologies of the future requires us to address some of the market

failures involved, especially during the development phase, and to ensure there is a pipeline of skilled people to work in them. We will invest in emerging technologies, where the UK has the depth of research expertise and the business capability to develop, exploit and protect these. It is essential that UK scientists and innovators are able to work with the best in the world to maintain their strong reputation for excellence and attract inward investment. Here and around the world the UK Science & Innovation Network will continue to promote UK science and innovation and help UK practitioners to build strategic science collaborations and technology partnerships with their international counterparts.

• leverage business investment to support skills. Developing the skills that business and the wider economy

W W W. B R I T C H A M . O R G . S G

need is fundamental to supporting growth. Government funds must support and encourage investment by the private sector. And we want to give employers greater control of how Government funding of vocational skills is spent.

• ensure we get the most out of procurement. The Government is a major contributor to growth through what it buys. In April 2012 we published details of £70 billion of future contracts that are planned across 13 sectors. We updated this in November and added new sectors such as financial services

About the Author HE Antony Phillipson British High Commissioner

and professional services. The pipeline now stands at £84 billion of potential opportunities. We are working with business to use this information to assess the strategic capabilities required in the supply chain.

• create a Government-backed business bank which will receive £1 billion of new Government funding. The business bank will aim to address long standing, structural gaps in the supply of finance to businesses, facilitate the development of non-bank finance, and bring together the Government’s business finance and support interventions.

This agenda will take time to deliver, but it is essential if we are to create a business climate that will support sustainable economic recovery and allow us to achieve our export targets and attract the investment we need for future growth. The benefit will be felt by all UK businesses, and those looking for a high quality investment location. Those that we deal with through the Chamber here certainly fit into those categories and we welcome both your views, and your partnership as we go forward.

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At the Chamber

W W W. B R I T C H A M . O R G . S G

Dear members, Deputy Prime Minister Tharman Shanmugaratnam presented the Singapore Budget 2013 on 24 February. As Singapore’s economy continues to struggle with sluggish growth and high inflation, the main pillars for the year continue to be quality growth and an inclusive society.

The Budget 2013 foresees robust support measures to increase productivity and reduce dependency on foreign labour, particularly in the construction and the hospitality sectors. As a consequence, further curbs on foreign workers will be implemented. For a detailed report, please go to www.britcham.org.sg/orient42 or log on to www.britcham.org.sg.

Pre-Budget, the Chamber had supported an initiative that comprised direct dialogue with the Ministry of Manpower (MOM) to address issues that some of our members face with the tightening foreign labour policies. Following this, Acting Minister of Manpower Tan Chuan-Jin conducted a closed-door discussion with all international Chamber presidents to touch on members’ concerns. We plan to host a dialogue session with MOM, which will be open to all members, sometime in Q2.

We also collaborated with the Singapore German Chamber in taking a delegation of members on a one-day visit to the Iskandar industrial park just across the causeway, in Malaysia. Our hosts included the Iskandar Regional Development Authority. You can read more about this on www.britcham.org.sg/orient42.

Brigitte Holschneider Executive Director, British Chamber of Commerce

At at the end of February, UKTI welcomed a multi-sector trade mission from North Staffordshire led by Steve Morrison. Tapping on the close UKTI–Chamber collaboration on the Headstart initiative, all eight companies were very interested in finding out how the Chamber network could potentially assist their business expansion into this market and the region.

Preparations for the Annual General Meeting, which will take place on the 16 May, are underway. You should have received notice of the meeting by now, and I look forward to seeing many of you at our traditional venue, Eden Hall.

Best wishes,

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At the Chamber

BritCham New Members Sterling

Corporate SME

Berry Bros & Rudd Singapore Pte Ltd Nicholas Pegna Director - SE Asia

Acuutech Pte Ltd Hitan Mehta Director

Concur Andrew Mark Foster Consultant

CHBC Asia Pte Ltd Philip Marshall Director

Corporate Plus

Flying Dragon Adventures PTE Ltd Alex Blyth Managing Director

Control Risks Elvis Chiu Marketing Executive (South East Asia & Australia) Dyson Operations Pte Ltd James Rowan Chief Operating Officer London Offshore Consultants Pte Ltd Nicolas White Director Taurus Wealth Advisors Pte Ltd Mandeep Nalwa Director

Corporate ChangeFlow Consulting Denise Morris Kipnis Founder and Principal Kaer Pte Ltd David Mackerness Group Marketing Director Lockton Companies (Singapore) Pte Ltd Peter Jackson Head of Sales

Presto Expat Motoring Consultancy Pte Ltd Belinda Mellis Marketing Manager The Event Company Staging Connections Pte Ltd Ian Terry Managing Director

Overseas Corporate International Association of Amusement Parks and Attractions Andrew Lee Vice President – Asia Pacific Karma Royal Group Silke Teubener Group Director of Sales & Marketing

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At the Chamber: Business Group News

The Entrepreneur & Small Business Group Chairperson: Peter Seligman —Assistant Branch Manager, Meyado Pte Ltd

T

he Entrepreneur & Small Business Group (ESBG) saw rapid expansion in membership in 2012, with some great presentations on IT (one of which was centred on how to execute IT strategies on a shoestring) as well as how SMEs can obtain a better service from their bank. In addition, there was an insightful presentation on streamlining and reducing the costs of payroll. The Chamber also helped organise some excellent networking events—all of which were very relevant for anyone owning and running a small business here in Singapore.

With some departures and new arrivals from/to the Chamber, the committee has been revamped with an exciting 2013 in prospect. First, there will be a presentation by Loyal Reliance (an SME consultancy) on financial tools for your business. Following that, the longawaited property presentation will be staged. Future plans for the year include firmly establishing our Inspiring Speaker lectures on the calendar, with several interesting names to be lined up— confirmation of the lineup and dates should come shortly, so do keep an eye on the BritCham website.

The committee has agreed to revisit the area of funding, with two presentations planned: first, from the conventional source (banks); then, a follow-up from the unconventional area of private equity and crowdfunding.

Exploring the opportunities for costeffective recruitment is also high on the agenda. Furthermore, there are plans to survey the now-expanded membership to ensure we are providing as many benefits to them as possible.

I look forward to meeting more of you at the next event.

W W W. B R I T C H A M . O R G . S G

IT and Communications Technology Group Chairperson: Henry Farahar —Sales Director, Unified Communications Group, Logicalis Asia

S

ince the dawn of time, the very simple concept of scheduling and forward planning has sufficed to facilitate human engagement and interaction. Is it still so easy today?

When was the last time you managed a meeting based on such an simple prearranged agreement?

Be it social or business, today, every meeting is coupled with calendar invites, text messages, calls and emails—not forgetting confirmations, re-confirmations and rescheduling.

On top of these, we can now update our wider social or business network of our plans just in case they are interested, or even if they aren’t.

Has all this really made it easier to communicate and interact?

Since phones became mobile, they have become a necessity, not an option.

Smartphones connect us throughout the day to our email, and today, smartphones and tablets have become our lifeblood. This dependence has led Apple to propose further attaching the iPhone to us in the form of the Apple iWatch; Google wants us to see the world through the Google Glass. At this rate, will our devices actually become another part of our body? I suppose that would make it easier not to lose them down the sofa…

However pervasive, fast-paced and increasingly complicated all of these applications are becoming, it is possible to unify these communication channels.

The use of collaboration tools, smart networking devices and an intelligent base infrastructure—either premiseor cloud-based—can offer us the genuine efficiencies these applications promised at the outset and a good deal of ROI. The ability to work smarter,

faster, longer and wherever we want has undoubtedly transformed the world. Sensible prioritisation of our communication channels based on our personal and business needs means we can truly make the most

of the continually evolving world of communications technology. We need to sensibly address how technology can work for us—not how we work for technology.

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At the Chamber: Business Group News

Professional Services Group Chairperson: Carolyn Lints —Legal Director, Commercial and Intellectual Property, Hill & Dickinson LLP

U

K SMEs looking to build a business in Singapore and elsewhere in Southeast Asia are faced with a number of issues: the cost of getting a business up and running in this market; finding suitable business partners; knowing how to help UK managers build relevant business networks; finding business premises, and so on.

Overseas members of the BritCham can get practical help with some of these issues. By joining the Chamber, they will get to know members of the Professional Services Group (PSG) with diverse interests and significant practical experience of doing business in Singapore and the rest of Southeast Asia.

Overseas members can also, as part of their membership fee, make use of the Chamber’s meeting rooms and a hotdesk facility in the Chamber’s offices in the Central Business District. A desk is available for up to four hours a day and 20 hours per month. Also included in the fee are additional support services and facilities such as making local calls, receiving incoming international calls, conference-call facilities in the meeting rooms, access to the internet, a scanner and a fax machine, and the use of a projector and glass board in the main boardroom. Printing, copying and meeting packages are available (with stationery and refreshments) at additional costs.

This is a good starting point for UK SMEs prior to setting up an office in Singapore, and it offers real value-for-money benefits. Overseas members will also have access to offers from fellow Chamber members, including Regus, the world’s largest provider of flexible workspaces.

The PSG is the Chamber’s largest

business group, representing a diversity of business sectors, including accountancy, business and management consultancies, PR and communications specialists, engineers, industrial services, lawyers, tax specialists and travel consultants, among others.

more about Singapore or Asia, UK companies that are already here and are looking to expand into other parts of Southeast Asia and Singaporean organisations that are interested to find out more about the UK or Europe via the Chamber.

The main focus of the PSG is to be a hub of information and support for UK organisations that wish to learn

For more information about the Professional Services Group, visit www.britcham.org.sg/psg

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Property and Construction Group Chairperson: Richard Warburton —Area Leader, Southeast Asia, EC Harris

S

ince the Government announced further restrictions on the number of foreign workers in Singapore, questions have been raised on whether the industry can still deliver large-scale development programmes on time and to budget.

There’s no doubt the construction industry is facing a serious challenge— labour supply is decreasing at a time when workload is slowly growing, which, coupled with increases in worker levies, will inevitably result in higher construction costs. However, by identifying areas where improvements can be made, the industry can and must adapt to these new market dynamics.

Efforts will be needed to to attract new talent into construction; however, in the short term, the biggest opportunities

will be centred on identifying ways in which to improve the productivity of the existing workforce.

In Singapore, productivity on construction projects is about 30% less than that in Japan and almost half as efficient as in the US. As such, it’s no surprise to see that driving greater efficiency in overall performance levels is a key focus of the Government and, in particular, the Building and Construction Authority (BCA).

Creating multi-skilled tradesmen, rather than having labourers that specialise in one area, is one option that would offer firms greater flexibility and reduce the numbers of labourers required on projects. Equally, by training existing workers, rather than opting for new resource, the trainees can become the trainers for the next generation. The BCA

has set up a Multi-skilling Scheme as part of their overall Construction Productivity Roadmap, and indications are that this is proving to be a positive initiative.

Prefabrication and new technology solutions will also have an important role to play. The former can help deliver a better quality finish, offer more pleasant working conditions and eliminate waste and abortive works, while standardised design, employment of new materials and innovative temporary support solutions are other areas where the industry can look to drive much-needed efficiency savings.

As ever, the key to success will be to adopt and implement these measures early enough, so that our industry can play its part in helping to secure Singapore’s continued status as a global business centre.

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At the Chamber: Business Group News

Young Professionals Chairperson: Miles Gooseman —Consultant, The Fry Group

H

indsight is 20/20. As someone who dislikes surprises and the unknown, I am terrified of these catchphrases. I want to know the best practice for success in order to reduce mistakes. In school, you have teachers to tell you how to make good marks—it was a simple equation: listen, study and

succeed. But who is there to help you in your professional life?

Mentors are your life teachers. The biggest reason people fail in business is because they make catastrophic mistakes, and often these mistakes have already been made before—mentors

are there to prevent you from doing exactly that. They have already made or seen others make the mistakes, thus providing them with valuable insight that can only come from experience.

By having access to their 20/20 vision, your mistakes will be reduced.

Mentors are in the unique position to share years of unbiased wisdom. You can ask them anything; they have no hidden agenda, no other intention than to make you better. As they know where you are going and the challenges you will face, they can dispense not only encouragement, but also warning.

YBC offers a series of mentoring events throughout the year. US Navy Commanding Officer, Captain Paul J Foster, has already shared his wealth of knowledge amassed during the span of his successful career. In the cosy setting of Host at Clarke Quay, Captain Foster spoke about his international experiences, focusing on leadership skills. Attendees then had a chance to talk with Captain Foster during the networking session. On 5 March, words of wisdom were also shared from IndoChine Founder and Group CEO Michael Ma. Written by

Katherine Baker, Committee Member of the Young Professionals Business Group

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At the Chamber: Sterling News

W W W. B R I T C H A M . O R G . S G

Dulwich College International (DCI) announced on 21 February 2013 its plans to set up a college in Singapore. Dulwich College (Singapore)—DCI’s seventh college in Asia—will be situated on a five-hectare site at Bukit Batok West and is slated to open in August 2014. The school will be academically selective, co‑educational and will cater to students from two to 18 years old. The total investment is expected to exceed $200 million, with the total expenditure to exceed $400 million for the same period, as the school is completed to its 2,500-student capacity.

At the same time, DCI has also established a regional head office in Singapore to support the development of the school and to achieve Dulwich College’s goal of creating a truly global network of excellent schools.

Visit www.dulwich-singapore.sg for more information.

Aviva Investors says prospects for the global commercial real-estate asset class are improving on a global basis, with Asia Pacific (APAC) offering the highest potential returns and other attractive opportunities to be found selectively elsewhere.

Aviva Investors forecasts an average annual return of 9% to 11% for the five years of 2013–2017 for the APAC region, excluding Japan.

Selective strategies in high-yielding sectors and markets—such as industrials in China and Australia—are likely to drive performance in the region. APAC returns are expected to pick up this year, driven by stronger occupier demand and growing investor interest.

Most central banks in the region are likely to maintain accommodative monetary policies in line with the US and Europe. Australia, with relatively stable and high yields, looks attractive over the long term, although weakness is possible in the short term.

And even though the medium- to long-term outlook in Japan is threatened by weak demographics, cyclical factors provide an opportune entry point for Tokyo offices.

AngloINFO Singapore represents the crossroads of Asia and the cosmopolitan global city, as we are home to the most international community imaginable. Share in our news, views and reviews.

The following is a list of blogs we currently run: • What’s new: What we rate, love and hate; • Trenchergirl Eats Out; SINGAPORE

• The Socialite Housewife; • Expat Adventures in Singapore; • The Chinese Angmoh; and • Singapore Fitness Spotlight.

Interested in becoming an AngloINFO blogger? You could write about your town, local news or any aspect of living that’s close to your heart. And you don’t have to write alone — go ahead and gather a bunch of friends to do this together! Write in to us with your ideas at singapore@angloinfo.com.

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At the Chamber: Sterling News RICS conducts regular surveys of members operating in certain fields within property—for example, the construction sector, commercial property market, etc. The RICS Q4 2012 Asia Commercial Property Survey results are now available, and a summary of the key outcomes are as follows:

As a result, capital value expectations indicator remains positive in China, HK, Japan and Singapore % net balance

Capital Value Expectations

100 80 60 40 20 0 -20 -40 -60 -80 -100

Singapore

Japan

HK

China

-120 2011 Q1

2011 Q2

2011 Q3

2011 Q4

2012 Q1

2012 Q2

• occupier demand continues to rise in China,

2012 Q3

2012 Q4 Source: RICS

6 February, 2013

HK and Japan, while tenant demand falls further in Singapore; • space for occupation continues to rise in key Asian markets, particularly Singapore and China; • rental values are expected to rise in China, HK and Japan, while rental value expectations in Singapore deteriorate further into negative territory; and • investors still view key Asian markets as attractive investment destinations, and as a result, capital value expectations indicator remains positive in China, HK, Japan and Singapore.

For further information, please contact ASEAN director Bill Jones at +65 6692 9163.

Stamford American International School is a world-class school for children two years of age through secondary school, featuring: •

Best of International and American Learning Students get the best of international and American education with Stamford’s two rigorous programmes of learning: the IB Program integrated with the most rigorous US state standards (AERO).

•

Daily Foreign Language Programme Daily Mandarin and Spanish begins from age two and increases fluency, fosters international understanding, and encourages students to embrace their role as global citizens.

•

Integrated Technology Students build comfort with technology through the one-to-one iPad and MacBook Programmes.

Join our Open House to experience Stamford’s new state-of-the-art campus. Tour the enhanced campus facilities, observe classroom activities and meet leadership and faculty.

Stamford Open House, 10 May, 9am 279 Upper Serangoon Road Register at www.sais.edu.sg to attend. For more information, call +65 6602 7247 or e-mail us at admissions@sais.edu.sg

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As well as being one of the largest and most well-respected providers of moving services in the world, Allied Pickfords are the experts in time-sensitive business and office moves.

We understand the intricate details that go into the success of an office move, therefore we approach the move holistically to include all the requirements of your office migration—not just the physical move.

Allied Pickfords consolidate necessities—such as IT consultancy, server/network/data centre relocation, minor fit-out work, security of document destruction, and move/ project management, to name just a few—into our move process, giving you the peace of mind of dealing with just one company.

Let Allied Pickfords facilitate your office move from conception to completion. Relax, we carry the load.

Contact Allied Pickfords at +65 6862 4700 or visit us at www.alliedpickfords.com.sg

Over the last few months, BT has continued to strengthen its presence in Asia Pacific (APAC). We opened new offices in Singapore, Indonesia and Malaysia to grow our business, demonstrating our desire to nurture local skills and expertise that will serve customers worldwide. As part of our APAC investment programme, we have recruited 300 new people in the region and developed 20 new products.

Kevin Taylor, President of BT Global Services, Asia Pacific, Middle East and Africa, and Global Logistics, said, “Our expansion in Asia Pacific allows us to better serve our customers by leveraging local talent globally, and it further cements our commitment to the region. High-growth markets such as Malaysia and Indonesia are becoming increasingly important to our existing customers’ growth plans as they look to address the growing populations and rapidly developing economies.”

For more information on how BT can help your business grow in Asia, please visit www.bt.com/globalservices

DHL Express Singapore launched a new range of temperature-controlled packaging as part of its DHL MEDICAL EXPRESS services. The Singapore office is the first within the Asia Pacific network to offer the full range of Thermo Packaging - available in 11 sizes and suited for ambient, chilled and frozen temperature zones, for its Life sciences and Health care customers here. Labeling for these packaging is compliant with IATA’s (International Air Transport Association) regulations.

DHL MEDICAL EXPRESS is offered in over 70 countries and regions across Europe, North America, Asia and Oceania, and now supplies packaging materials which have uniform specifications to pharmaceutical companies and CROs (Contract Research Organizations).

Advanced tracking technologies are used to ensure that the specific requirements of time and temperature sensitive Life Sciences shipments are met during transition.

Visit www.dhl.com for more information

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At the Chamber: Sterling News Concur (Nasdaq: CNQR), a global leader in integrated travel-and-expense (T&E) management, recently announced its acquisition of privately held conTgo, a leading cloud-based mobile communications and messaging platform for the global travel industry. conTgo adds comprehensive location-based services with advanced mobile communications and messaging capabilities to Concur’s offerings, extending the value of the Concur T&E Cloud for partners, suppliers and clients alike.

“We continue to seek out game-changing technologies that enhance the business travel experience and advance our vision for the perfect trip,” said Michael Hilton, executive vice-president of product strategy at Concur. “The conTgo team developed an awardwinning solution for companies to track, locate and communicate with employees regardless of their location. Working together with the Concur ecosystem of app developers, customers, and suppliers, we plan to deliver a variety of new location-based apps that benefit companies and their travellers alike.” www.concur.com/en-us/connect-platform

Turn-key office moving solutions for you...

Allied Pickfords is one of the largest and most respected providers of time sensitive business and office moves.

At Allied Pickfords, we understand the intricate details that go into the success of an office move. We approach your move holistically, looking beyond the physical relocation to include (but not limited to) services such as  IT consultancy  Server/network/data centre relocation  Minor fit-out work  Secure document destruction  Move/project management Let Allied Pickfords facilitate your office move from conception to completion.

Call Allied Pickfords at (+65) 6862 4700 or visit

www.alliedpickfords.com.sg

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At the Chamber: Corporate News

W W W. B R I T C H A M . O R G . S G

Responding to increasing infrastructure advisory demand from countries in the Asia Pacific region, KPMG has appointed senior infrastructure banker Roddy Adams to lead a new regional infrastructure team based in Singapore.

“We have an extensive infrastructure advisory business in the Asia Pacific region, and the team led by Roddy will add further firepower as we continue to pursue significant growth to our business in this region,” said Julian Vella, KPMG’s Asia Pacific Head of Infrastructure.

Adams relocated from Australia to Singapore in mid-February. He will build and lead a team of experienced market-facing infrastructure professionals to generate new business across the region. www.kpmg.com.sg

The opening of a new Regus business centre in Singapore has resulted in a twofold increase to the existing network in the country over the past six months. The rise from six to 12 centres reflects the demand for Regus’ flexible workspaces in Singapore.

The latest centre at Tampines Junction (NTUC Income Building) is conveniently located for easy commuting and is close to Changi Business Park and Changi Airport. It joins a network of workplaces that spans across the CBD while providing you some of the best business addresses in Singapore, such as the Marina Bay Financial Centre. www.regus.com.sg

From April 2013, some non-natural owners of homes valued at more than £2 million will have to pay a new annual charge: the annual residential property tax.

These non-naturals who sell a residential property for more than £2 million could be liable for capital gains tax at 28%.

The Finance Bill 2013, published in December 2012, introduced a series of reliefs and exceptions to these new taxes. The bill, which is set to become law around July 2013, simplifies and clarifies the tax position for non-natural owners of British residential property.

For more information visit www.hwfisher.co.uk

Slower economic growth affected Asia as prime rents rose by 3% over the year, according to our recent “Office Space Across the World 2013” report. Hong Kong and Tokyo ranked second and fifth, respectively, in the world’s most expensive office locations, highlighting their importance as global business centres.

In Singapore, despite the decrease in prime rents in the Central Business District (CBD), the overall market remained active. The Government has plans to decentralise business activities to other commercial centres outside the CBD. The promotion and development of these new centres will offer more affordable office space for tenants. www.cushwake.com

OGO Stacked our 4C

CKGROUND

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At the Chamber: Corporate News Icon Gallery is celebrating its first anniversary in April with a second exhibition of British artist Tim Wakefield’s unique soundwaves artworks. Tim’s works—originally signed by the music legends—have been in great demand.

Meet Tim at the exhibition launch on Friday, 26 April, at the Gallery. The recording artists represented by the soundwaves include Coldplay, Pink Floyd, The Clash, ABBA, Eric Clapton, Kings of Leon and more.

The Icon Gallery located at River Valley Road showcases music and icon-inspired artworks by up-and-coming British artists such as Paul Oz, Colin Brown, Horace Panter and Wakefield. Visit us at www.icongallery.sg

The International Baccalaureate (IB) has published a new comparative research study that examined differences between the IB Middle Years Programme (MYP) and two popular national qualifications in the UK, and surveyed students, their teachers and parents at six schools offering the MYP in the UK. The findings demonstrate a clear distinction between MYP students and those who are not enrolled in the MYP. The researchers found that MYP students (11 to 16 years old) exhibit positive attitudes and behaviours, particularly in civic and cultural contexts uncommon in their non-IB peers.

For more information, please visit www.ibo.org/ibap

Employers across Singapore’s professional sectors are expecting skills shortage over 2013, according to findings in our “2013 Salary & Employment Forecast.” The report reveals that over half of the employers surveyed (56%) expect their staff to change roles and companies in the next year. This is likely to lead to a limited supply of talent in the white-collar job market, with 42% of surveyed employers expecting a skills shortage. Turnover is expected to be highest in the procurement, supply chain, sales, marketing and insurance areas, as organisations continue to establish headquarters in Singapore, increasing job opportunities.

For full report, visit www.michaelpage.com.sg/newsandresearchcentre

The world’s largest oceanarium opened at Resorts World Sentosa—Singapore’s first integrated resort (IR)—last November. Besides creating a whole new underwater attraction for tourists, it has also chartered a new course for meetings, conferencing and exhibitions (MICE) events in Singapore.

The IR first changed the MICE industry in 2010 when it opened Universal Studios Singapore, unleashing a world of event opportunities based on movie themes and street parties amid landscapes in different times and spaces. The opening of the Marine Life Park, likewise, has greatly expanded the horizon for events, bringing together business and leisure within one destination. www.rwsentosa.com

W W W. B R I T C H A M . O R G . S G

The Santa Fe Group has 122 offices globally in 52 countries, and it operates under the brand Santa Fe in Asia and the Middle East, Interdean in Europe, and Wridgways in Australia. Last year alone, Santa Fe Group helped 110,000 families, expatriates and international assignees to relocate overseas. Santa Fe offers holistic relocation solutions to support businesses and relocating employees. Locally, Santa Fe provides other business solutions as well, such as records management and fine arts management. Find out how Santa Fe can make life— professional or otherwise—easy for you today.

Call +65 6398 8588 or visit www.santaferelo.com

In response to the demand, Karma has now launched a stunning new development of twoand three-bedroom villas, incorporating the option of one-bedroom designer suites presented at extremely affordable prices. Integrated into the award-winning five-star Karma Kandara Resort, phase five is already selling fast.

Owners who invested in Karma Kandara Resort have seen capital appreciation of up to 30% per annum. Phase five is the final phase for Karma Kandara Resort—a stunning luxury boutique resort nestled in a spectacular cliff-top location in Uluwatu, Bali. www.karmaresorts.com

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At the Chamber: Corporate News MSIG Singapore has partnered with global underwriting agency, DUAL, to provide specialised insurance solutions for financial lines products, including directors and officers, professional indemnity, investment managers, management liability and association liability covers. This allows us to address the growing needs of our private and corporate networks.

CEO Paul Faulkner said, “With this, our clients will now have a wider range of solutions to choose from. These products are specifically designed with local laws and regulations in mind. We will continue to invest and grow this new capability, and look forward to working with DUAL to deliver the high-quality solutions.” www.msig.com.sg

When you plan to buy a car in Singapore, insist on a thorough inspection of the car prior to purchase. It is a must to see the log card or vehicle acknowledgement slip—this shows the original COE and other important information. Assess the value of the vehicle and be cautious of vehicles that have a significantly lower value than that of others in the market. Get a letter from your insurance company to confirm your no-claim bonus percentage. This can greatly assist in reducing your premium cost.

For more information on motoring, visit www.prestoexpatmotoring.com

The Windsor Leadership Trust returns to Singapore with two leadership development programmes for 2013. Following the two successful programmes in 2012, the Trust is delighted to confirm it will be holding events in July and October.

The programmes bring together leaders from all sectors of society to talk about their individual leadership challenges. The four-day Windsor Leadership Programme is aimed at those who are taking on a more strategic role and looking to build on their experience.

For more information about the programmes, or to nominate yourself or a colleague, please contact Matt Davenport at matt.davenport@windsorleadershiptrust.org.uk

The latest “FPI Investor Attitudes Report” unveiled that many affluent Singaporeans believe they need at least $800,000 for retirement, and they ranked “Saving for retirement” as their top priority.

Key findings: • 41% of affluent Singaporeans think they need to have a nest egg of between $800,000 and $1.6 million to provide an income for their retirement; 24% believe that they need $1.7 million to $2.4 million • 40% of Singaporeans surveyed say they are not saving enough for retirement • Gold remains the most preferred asset class • Investors are taking steps to diversify their portfolio

W W W. B R I T C H A M . O R G . S G

Issue 2 • March and April 2013

Scan this QR code with your smartphone to visit:

www.asiabriefing.com Available in multiple languages

Asia Briefing is dedicated to providing individuals and enterprises with the latest business and regulatory news as well as expert commentary relating to conducting

From Dezan Shira & Associates

business in emerging Asia. Knowledge, expertise and commentary are provided by Dezan Shira & Associates, a specialty foreign direct investment consulting firm with offices in China, Hong Kong, India, Vietnam and Singapore, and liaison offices in Italy Expanding Your China Business to India and Vietnam • The Emergence of Vietnam and India as China Alternatives • Setting Up a Foreign-Invested Enterprise in Vietnam • Setting Up a Foreign-Invested Enterprise in India • Hong Kong or Singapore for Holding Asian Investments?March and April 2013 | ASIA BRIEFING - 1 AB mag 2013 03_20130220.indd 1

and the United States.

To download our latest issue, please visit www.asiabriefing.com.

2/25/13 4:59 PM

In recent months, the regional legal services market has been a busy place. The eyes of the world continue to focus on Singapore and Southeast Asia as engines of growth. With the announcement of four new QFLP firms able to practice Singapore law, and the growing political and economic liberalisation elsewhere in Southeast Asia, Singapore remains a destination of interest for major law firms from around the world. With over 14 years of experience, ATR Associates works very closely with regional legal leaders in a consultative and strategic manner to ensure successful legal talent management. www.atr-associates.com

Since 1949, we have advised leading companies on the legal issues of doing business around the world. We combine an instinctively global perspective with the nuanced local insights of more than 4,000 locally qualified lawyers in 72 offices across 45 countries.

We are uniquely positioned to counsel and help you combine best practices and practical judgment to navigate multi-disciplinary areas of law around the world with ease.

Baker & McKenzie has been global from our inception. It’s part of our DNA.

Baker & McKenzie.Wong & Leow is a member of Baker & McKenzie International, a Swiss Verein with member law firms around the world. In accordance with the common terminology used in professional service organizations, reference to a “partner” means a person who is a partner, or equivalent, in such a law firm. Similarly, reference to an “office” means an office of any such law firm.

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At the Chamber: Members’ Offers

Members’ Offers

To find out more about our members’ offers, visit our website under Membership -> Members Offers.

British Airways — 10% off airfare With the latest British Airways sale, you can now save even more with your exclusive 10% BritCham discount. The offer is available on all airfares from Singapore in Business Class, Premium Economy and Economy to UK, Europe, Australia and North America.

British Club — 15% discount British Club now offers a 15% discount (savings of more than $1,200) on any of their lifetime memberships to BritCham members who have yet to sign up with the Club.

For enquiries, please contact us at membership@britishclub.org.sg

City Serviced Offices — 10% discount BritCham members enjoy a 10% discount on virtual offices, meeting rooms, video conferencing facilities and secretarial services (subject to availability).

For enquiries, please contact Annie Abraham at +65 6823 1388 or email cityservicedoffices@cdl.com.sg We are located at 9 Raffles Place, Levels 57–58 Republic Plaza and Levels 17–18 Republic Plaza II.

15% discount rate for Chamber members when you present your membership card

W W W. B R I T C H A M . O R G . S G

Courts — 5% off electrical items and 10% off furniture Receive 5% off electrical items and 10% off furniture at Courts today.

Please show your BritCham membership card to enjoy discount. Conditions apply; please visit stores for more details.

Damai Spa and Fitness Centre — special rate for Damai gym membership Retreat into an urban oasis in the heart of Orchard Road at Damai Spa and Fitness Centre at the Grand Hyatt Singapore.

As a BritCham member, you can purchase the Damai gym membership at a special rate of $280+ (exclusive of GST) per month, on an annual basis (usual membership fee: $325+ per month). Enjoy all the benefits of being a Damai member for less than $10 a day!

As a Damai gym member, you stand to gain access to complimentary classes, 20% discount on all spa treatments, 20% dining discount at the Oasis restaurant and other special privileges.

For more details, please contact us at +65 6416 7156 or damai.sg@hyatt.com

ECO Gourmet Café — 15% off menu Enjoy 15% off menu for ECO Gourmet Café (Monday–Friday).

Foodies can now partake in an alternative “green” dining experience with delicious global cuisine while nestled in the lush foliage of Labrador Nature Reserve.

Perfect for semi-outdoor parties. Offer valid till 31 July 2013.

Tamarind Hill — 15% off menu Enjoy 15% off your bill at Tamarind Hill (Monday–Friday).

Nestled atop the forested Labrador Nature Reserve, the restaurant is perfectly reminiscent of the original Tamarind Hill Kuala Lumpur with its stand-alone historic colonial bungalow set amid a vast, green surrounding.

Offer valid till 31 July 2013.

Expat Insurance — 10% off medical insurance BritCham members enjoy special rates for any international medical insurance plan (existing and new policies).

For enquiries, please call +65 6401 9201.

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At the Chamber: Members’ Offers

eVantage HR — 15% discount on full-service payroll outsourcing Come on board our professional full outsourcing of payroll service and enjoy a 15% discount off regular rates.

Our full-service team not only does all calculations, processing and bank administration for you, but we will also actively monitor and undertake all changes to the rules and regulations of CPF, IRAS, etc, within the grace period to ensure that you do not incur late penalties and fines. Implementation and migration to our system are complimentary, and we can go live in one to five working days. Experience this state-of-the-art service system for 30 days at no cost. At a flat rate of $30 per headcount, per month (with no other administrative charges), you will only be paying $15 or less after claiming your business grants under the IRAS Productivity and Innovation Credit scheme.

Visit www.evantage-hr.com or call +65 6592 5425 for details.

Raffles Singapore — discounts for dining, and meeting and banquet packages Valid till end of April 2013: Get 30% off your bill at food and beverage outlets of the Raffles Singapore (excluding Sunday brunch).

Enjoy 20% discount off the full-day seminar package.

Valid till end of 2013: Enjoy 20% discount off all food and beverage outlets of the Raffles Singapore.

Enjoy 10% discount off meeting and banquet packages at the Raffles Singapore Please present your BritCham membership card to receive the discount.

Terms and conditions: •

subject to availability at restaurants, bars and function rooms; and

•

offers are not valid during public holidays and Formula One season (20–22 September 2013).

Tower Club — six-week complimentary trial membership BritCham members may now enjoy a complimentary six-week trial membership at the Tower Club, Singapore’s premier private business club, subject to a maximum of 50 trial memberships at any one time.

Trial membership covers access to all facilities at the Tower Club, except the fitness centre.

Payment for food and beverage purchases (where applicable) is to be made via credit card.

For enquiries, please contact Stephanie Lim at +65 6725 7014/stephanie@tower-club.com. sg or Siti Norani at +65 6725 7004/siti@tower-club.com.sg Visit our website at www.tower-club.com.sg

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Computer Forensic Investigations—Real Life Corporate CSI March 1, 2013 Rob Phillips of RP Digital Security introduced the capabilities of computer forensics through the presentation of real life investigations in Singapore and throughout Asia. They also learnt about how to use such techniques to combat and investigate corporate fraud and track down “data thieves” aka hackers.

A Camera in Every Hand? The Power of the Visual Image: Challenge and Opportunity February 27, 2013 Members and guests went away with a deeper understanding of the ability to create powerful video imagery that now lies in the hands of just about anyone—their critics (pressure groups), their customers, the competitors, and their own staff. The talk was presented by Jeremy Humphries of Skills2Film.

At the Chamber: Breakfast Clubs

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Introduction to Large/ Complex Project Implementation and Transition Management February 20, 2013 Patrick Laredo of XPM and Philippe Collin Delavaud of the Singapore SportsHub explored the exciting but challenging projects, such as the Singapore Sports Hub, which can greatly benefit from an innovative approach like transition management.

2013 Salary and Employment Forecast in Singapore February 6, 2013 Andrew Norton of Page Group shared useful insights into hiring expectations, recruitment challenges and wage forecasts. He covered 10 key areas of specialisation such as Finance, Financial Services, Healthcare & life Sciences, Human Resources, Legal, Oil & Gas, Procurement & Supply Chain, property & Construction, Sales & Marketing and Technology.

The BritCham Breakfast Club is proudly sponsored by:

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At the Chamber: Breakfast Clubs

Conflict Resolution in Business January 29, 2013 Greg Spiro of SpiroNicholson explored the kinds of conflict that can beset businesses and organisations, and how to resolve these conflicts.

Disrupt or be Disrupted: Creating Value in the Consumer Products Brand New Order January 22, 2013 The Brand New Order is an environment of continuous, accelerating change and spiraling complexity. It is transforming and disrupting the business landscape for consumer products companies and presents them with huge opportunities and risks. Anthony Lucas of Ernst & Young also presented a survey on various brand strategies.

The BritCham Breakfast Club is proudly sponsored by:

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The Resilience of Great Leaders— Surviving Leadership in Today’s Business Climate January 18, 2013 James McCalman, Chief Executive of Windsor Leadership Trust, highlighted the need for leaders to find avenues that provide continuous learning and inspiration to remain ahead of the curve. He shared the Trust’s programme features and how leaders are increasingly benefitting from them.

At the Chamber: Breakfast Clubs

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Business Tour of the GSK Global Manufacturing and Supply (GMS) Plant February 5, 2013 Attendees were given a tour of the facility where medical ingredients, such as asthma and cancer drugs, are produced. While on the tour, they were also briefed on the excellent quality management process established for employees who man the machines in this 24-hour facility.

At the Chamber: Business Tour GSK

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Professional Services Business Group Networking February 21, 2013 Committee members Carolyn Lints and Duncan Merrin shared the activities of the PSG Group at the Chamber while Judi Leon and Phil Hickson of UKTI introduced HEADSTART, an initiative launched by Lord Green in October 2012 that aims to help SMEs in the UK expand into Asia. Members of BritCham in Singapore can explore more business opportunities with this initiative.

BritCham Financial Services Network After Work January 31, 2013

At the Chamber: Other Events

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Property and Construction Back to Work Networking Evening January 17, 2013

At the Chamber: Other Events

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YBC Mentor Series: Captain Paul J Foster, US Navy Commanding Officer February 28, 2013 Captain Paul J Foster discussed his career and international experience, with a focus on his leadership skills and how he applies them to his team and his daily life.

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Michael Ma— Founder & Group CEO (IndoChine Group), Entrepreneur, Conservationist March 5, 2013 Michael Ma shared his experience in nature conservation as well as building the IndoChine Group. He also answered questions on foreign manpower policy affecting the hospitality industry.

At the Chamber: Other Events

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The Future of Growth: New Global Economic Dynamics of Prosperity in 2013 January 25, 2013 BritCham members were welcomed to 2013 with an Economic Outlook meeting with The Insight Bureau. Our guest speaker Dr Yuwa Hedrick-Wong, a global economist and emerging markets specialist, joined a panel of CEOs comprising Tim Hill of BT, Ashutosh Srivastava of Mindshare, and Peter Bertschinger of Polysius Asia. Andrew Vine moderated the discussion around the subject of “The Future of Growth,” which was notably more optimistic than last year’s edition—despite the ongoing Eurozone crisis—with relatively strong prospects in Asia and other emerging markets.

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2013 BritCham Events: Mark Your Diary

At the Chamber: Events Calendar

CSR Panel Wednesday April 17, 2013 Corporates for Social Enterprise

BritCham Breakfast Club Jan–Dec Wednesday April 23, 2013 Neuroscience in Business: How neuromarketing is providing groundbreaking new consumer insight Wednesday April 24, 2013 Debt Financing and Restructuring Wednesday May 8, 2013 Boosting Business with Digital Marketing: Understanding how lowcost digital marketing techniques can drive business growth for SMEs Thursday May 9, 2013 Employee Mobility and Travel Risk Management: Challenges and best practices in mitigating key business travel risks in Asia Friday May 10, 2013 Making Properties Sustainable Tuesday May 14, 2013 How to Establish and Grow Your Business in Emerging Markets: Lessons learnt from 20 years of doing business in Vietnam

Business Group Networking Thursday April 18, 2013 IT and Communications Technology Networking Evening

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Business Group Working Lunch Tuesday May 7, 2013 The Challenges and Opportunities of Expatriate Assignments: Expatriates on assignment in Singapore and those Singaporeans desirous of working elsewhere

Evening Presentation/Networking Wednesday April 24, 2013 Getting Physical—Office Space Options for SMEs: A round-up of the three options of leasing office space in Singapore

Annual General Meeting Thursday May 16, 2013 Eden Hall

Rugby Dinner Wednesday June 5, 2013 Shangri-La Hotel, Singapore

F1 Networking Thursday September 19, 2013 Tower Club, Republic Plaza, Singapore

BritCham Business Awards Thursday October 3, 2013 Shangri-La Hotel, Singapore

The BritCham Ball Saturday December 7, 2013 Shangri-La Hotel, Singapore

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Culture & Lifestyle

Best of British

Held from 7 to 16 June 2013 at The British Club Singapore, the Best of British event promises good food, roaring laughter, and fashion fit for royalty.

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year ago in June 2012, the whole of the United Kingdom celebrated a very special milestone when Her Majesty marked her Diamond Jubilee on the throne. This was followed a month later by the biggest sporting event, the London 2012 Summer Olympics.

Celebration was not only confined to the UK during this period—indeed, toasts were heard wherever British citizens were around the world. Singapore was no different, with various British groups here organising dinners and parties. And then, of course, the Royal visit of the Duke and Duchess of Cambridge to Singapore in September seemed to have capped a very special year for Britons here, especially so if they’d managed to procure an invitation to meet the couple.

This year seems like there will more celebrations of all things British: the British Club Singapore will play host to a 10-day celebration, aptly titled “Best of British”.

With Michelin-starred Chef Paul Bates of InterContinental London Park Lane, wellknown sports personalities from the UK and Liverpool entertainers Pete Price and Pauline Daniels making an appearance, the whole of the British community here can enjoy all the good things from home, as events will be opened to non-members as well. The lineup of festivities include a wine gourmet dinner prepared by Chef Bates himself, a gentlemen’s black-tie dinner, a ladies’ cooking demonstration and lunch, a British comedy night and a grand-finale

dinner and show to be held at the ShangriLa—the first time the Club has hosted an event outside its own premises. The ladies’ luncheon and finale dinner will also have a showcase of the works of award-winning British headwear designer, Vivien Sheriff.

British guests in Singapore

Pete Price is a Welsh-born British media personality and radio presenter based in Merseyside, England. Famous for his talkradio show Pete Price: Unzipped on Radio City 96.7, Price is also a comedian, author and columnist (for Liverpool Echo). Shortly after landing a job as a DJ for BBC Radio Merseyside at the age of 21, Price made his first appearance on the comedy scene at a Liverpool pub, and has since worked for The Independent, The Times and BBC Radio One. Price was conferred the title of Honorary Scouser in 2009.

Pauline Daniels is known to most as Britain’s number-one stand-up comedienne. Naturally, Daniels has toured all over the world, including performances in the world-famous London Palladium.

Daniels’ numerous television appearances include The Comedians, Saturday Royal and Wogan. Pauline has been hailed as one of Merseyside’s favourite theatrical daughters and one of the country’s finest actresses.

Vivien Sheriff is a multi-award-winning, luxury headwear designer at the forefront of British millinery. Vivien’s bespoke designs

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have been worn by the most celebrated personalities, including the Duchess of Cambridge Kate Middleton and her sister Pippa Middleton. The brand catapulted into the spotlight after many famous guests were spotted in Vivien Sheriff’s designs at the 2011 Royal Wedding of Prince William and Kate Middleton.

Chef Paul Bates’ passion for ingredients and culinary talent have been rewarded with an extensive career spanning Claridge’s, The Ritz Club, Millennium Hotel Mayfair, and now the prestigious InterContinental London Park Lane. The Michelin-starred chef was nominated for

The British Club combines the best of British with the best of Singapore. Enjoy a great British ambience (food, types of events and sports, and a sense of humour) located on the edge of a rainforest. With a truly international membership, this is a home away from home in

Culture & Lifestyle: Best of British

Chef of the Year at the 2012 Hotel Catey Awards held in Lancaster, London. Clearly not a stranger in the competition arena, Bates has won numerous “Chef of the Year” competitions in the UK, as well as having been nominated as one of the Top Ten Chefs of the Decade by the AA Restaurant Guide. Bates currently holds over 50 gold, silver and bronze medals under his belt.

explains Club general manager Sean Boyle. In doing so, the Club has invited several partners, such as the British Association, the British Chamber, the British High Commission and various loyal societies, to sit on its planning committee.

British companies here were invited to be a part of this major event in order to also showcase the commercial and business aspect of the UK.

“The events will showcase all things British and we felt it was a great opportunity to share this beyond the Club, as there will be something for everyone during the 10-day promotion,”

A press conference was held on 21 March 2013 at Eden Hall for both local and international press. For more information on Best of British and how to get involved, please visit www.britishclub.org.sg

the tropics. Registered in January 1983, the clubhouse officially opened in 1987 by HRH Princess Anne. In 2008, we celebrated our 25th anniversary. For more information about the Club, do call us at +65 6467 4311

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Culture & Lifestyle

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Bringing Shakespeare to New Audiences “I

grew up completely disliking Shakespeare,” says Singapore Repertory Theatre’s (SRT) artistic director Gaurav Kripalani. “I had an uninspiring teacher who made us study the plays like novels, and made us watch these old black-and-white TV recordings of Shakespeare plays that put me to sleep in the first 15 minutes.”

Inspired—you could say, by the uninspiring—Gaurav seeks to change the experience of Shakespeare for students in Singapore by bringing the plays to life. Since 2007, SRT has been staging Shakespeare in the Park, an annual event that brings to the public a magical evening of Shakespeare—but with picnic baskets and soliloquies underneath the stars.

“I want every young person to have that epiphany I had. These are plays that need to be performed and watched, not just read,” explains Gaurav.

will run from 24 April to 19 May at Fort Canning Park.

The tale of Othello revolves around Moorish general Othello, his wife Desdemona, his lieutenant Cassio and officer Iago. Othello, under the plotting of Iago, is led to believe that Desdemona is having an affair with Cassio, driving him mad with jealousy and rage.

Othello, long regarded as one of Shakespeare’s greatest tragedies, plunges deep into the depths of the human heart in a tightly paced and riveting plot of power play. The creative team from London’s West End led by director Bruce Guthrie (Richard III starring Kevin Spacey, and SRT’s Twelfth Night) has visualised a stunning production—bold, contemporary and influenced by Singapore’s history and culture. References to modern warfare and current affairs play out alongside a dramatic and vivid retelling of this classic play.

Every year, up to 10,000 students flock to Shakespeare in the Park, an event that aims to inspire, educate and entertain not only students but audiences of all ages to engage more with the written word in this time of digital entertainment.

Shakespeare in the Park has become one of the most highly anticipated events in the arts calendar, with hugely popular turnout at previous years’ A Midsummer Night’s Dream, Macbeth and Twelfth Night.

This year, SRT breathes new life into the Shakespearian tragedy, Othello, which

To help teachers work with their students through the layered, complex world of

Shakespeare, SRT is ramping up their arts education activities. Just in time for their 20th anniversary, SRT has launched a brand-new arts education arm, rolling out several fresh initiatives for teacher, students and the industry. One of the international content partners is the highly revered Royal Shakespeare Company (RSC) and the University of Warwick, which will provide teacher-training workshops.

With the support of JP Morgan, the arts education initiatives in connection with

“It reaffirmed what I believe to be the importance of Shakespeare in literature, drama and [the] English [language], and using these tools, I hope to create a more creative, positive and energetic learning culture, getting my students more comfortable with open-ended questions and the beauty of a variety of perspectives.”

— Faith Nah

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Culture & Lifestyle: Bringing Shakespeare to New Audiences

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From the Teaching Shakespeare in the Classroom Workshop in Singapore, facilitated by the Royal Shakespeare Company and the University of Warwick

Othello will include a weeklong workshop for teachers, based on RSC’s online portal featuring lesson plans and interviews with leading RSC directors and scholars from the University of Warwick. Schools can look forward to 40 master classes for students and a professionally developed Teacher’s Inspiration Pack.

part in bringing literature back in the schools. We could not have done this without the amazing partnership with JP Morgan, who supports our SRT belief that arts education is a necessary step in cultivating a mature and sophisticated society,” says Charlotte Nors, executive director of SRT.

“Our humble ambition is to transform how Shakespeare is taught across the world,” says Professor Jonothan Neelands, chair of creative education at Warwick Business School.

Shakespeare fans will remember the staging of King Lear in Singapore six years ago, when SRT first brought in Sir Trevor Nunn’s highly acclaimed production starring Sir Ian McKellen, much to the delight of Singaporean audiences.

He continues, “We are taking the play back to being a play.”

“We are thrilled to be able to launch this partnership in Singapore and play our

About the Author Come April, let the magic happen beneath the stars with Othello. Wander into its dark and treacherous world as you enjoy a glass of wine under the velvet night sky. It promises to be an unforgettable evening for all.

Gaurav says, “SRT is celebrating its 20th anniversary this year, and we want to make sure that for the next 20 years and beyond, we give back to

Shakespeare in the Park— Othello is on from 24 April 2013 at Fort Canning Park.

Tickets are available from www.sistic.com.sg. For group bookings and corporate entertainment, call Frank at the Singapore Repertory Theatre at 67338166.

the community by making everyone young and old fall in love with the magic of theatre.”

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