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Publication: Heineken Asia Pacific Sustainability Report 2013
For: Heineken Asia Pacific (HAP)
 
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Section 1
 
THE BIG PICTURE
 
 
About HEINEKEN Asia Pacific
Headquartered in Singapore, Heineken Asia Pacific Pte. Ltd. (HEINEKEN Asia Pacific) is the regional office for Heineken N.V. (HEINEKEN) in Asia Pacific. In November 2012, HEINEKEN acquired Fraser and Neave Limited’s stake in Asia Pacific Breweries Limited (APB). At the time, APB was listed on the Stock Exchange of Singapore. In February 2013, APB was delisted when HEINEKEN acquired all of its remaining shares owned by the public. The regional office, together with the newly acquired APB, was renamed HEINEKEN Asia Pacific (HAP) in October 2013.
 
Today, we are proud to be part of the global HEINEKEN family. HAP has a presence in over 20 countries across Asia Pacific, with 25 operating breweries and approximately 8,000 employees under our care. We have a winning portfolio of over 50 acclaimed beer brands and variants including Heineken, Tiger, Anchor, ABC Extra Stout and Baron’s Strong Brew. This is in addition to leading local brands in the region such as Bintang in Indonesia, Gold Crown in Cambodia, SP Lager in Papua New Guinea, Tui in New Zealand and Larue in Vietnam. Our wide portfolio satisfies the diverse needs of our customers.
 
We are committed to the sustainable use of resources, investment in communities and responsible consumption. With more than a century’s experience in brewing beers, our Tiger, Heineken® and regional brands meet European standards of brewing excellence following the same principles of success – quality ingredients and a perfectly controlled brewing process.
 
In December 2013, HEINEKEN in the Asia Pacific region had a Group Revenue of €2,394 million and a Group Beer Volume of 22.7 million hectolitres. Our Group Operating Profit (beia) was €580 million. More information on financial performance and corporate governance practices can be found in the HEINEKEN Annual Report 2013, available on our website.
 
 
Brewing a Better Future
 
Our approach, focus and commitments
Brewing a Better Future is HEINEKEN’s long term approach to creating shared, sustainable value. It forms the basis of the sustainability priority within HAP’s regional strategy.
 
Asia Pacific is a dynamic and diverse region. In order to operate successfully, we must contribute to the economic and social well-being of the people in the markets that we work in, in order to preserve and protect the physical environment that our communities depend on.
 
Brewing a Better Future focuses on four key areas where we can make the biggest difference. Each focus area is underpinned by clear commitments that state our ambitions for 2020 with three-year milestones to be achieved by 2015. 
 
Our values and behaviours are fundamental to how we do business and contribute to society. Our three core values are passion for quality, bringing enjoyment to life and respect for individuals, society and planet. They guide us to achieve our targets.
 
Link with business strategy 
Sustainability is one of our six key priorities in our Strategy to Win. Our focus is to further integrate sustainability within HAP, creating real sustainable value for all our stakeholders. This enables HAP to achieve its five other business objectives, which can be found in detail in the Heineken N.V. sustainability report 2013.
 
 
Value chain
The HEINEKEN approach to sustainability covers the entire value chain ‘from barley to bar’. It means that from the point at which the barley and hops are planted through to the point at which the consumer has enjoyed their beverage and disposed of the packaging, we have considered how to improve the sustainability of each step. HAP is aligned with the definitions and actions at each stage as outlined in the Heineken N.V. sustainability report 2013.
 
 
Stakeholder dialogue
Our stakeholders are part of our journey to sustainability. These are people who are interested in or affected by our activities and the way we do business. In Asia Pacific, we have a wide range of stakeholders who have diverse backgrounds. This requires us to engage each stakeholder differently in order to build better relationships. In this way, we can stay focused in our core business of brewing beer.
 
In 2013, our Regional Sustainability Steering Committee led engagement with multiple stakeholders across our Asia Pacific operations. External stakeholders were engaged via a global reputation survey that was conducted in New Zealand and Singapore. We engaged Ernst & Young to conduct internal surveys with senior leaders in our Regional Office. Throughout 2013, our employees were also engaged in surveys and other activities to encourage dialogue.
 
Stakeholder engagement is always ongoing as part of our business activities. The objective is to obtain feedback from partners such as NGOs, industry players and governments, on emerging issues and concerns. This allows us to assess business risks and opportunities so that we can make better business judgements. Because stakeholders help us to stay focused, we communicate and engage with stakeholders through reputation research and ongoing stakeholder dialogue.
 
a.     Reputation research
The research surveys are both qualitative and quantitative, covering government, media, suppliers, customers, NGOs and trade associations. It focuses on seven key dimensions, one of which is ‘responsibility and sustainability’. It represents our operations across Asia Pacific. Moving forward, we will work with other Operating Companies (OpCos) in the region for wider participation.
 
b.     Ongoing stakeholder dialogue
Throughout 2013, we had regular conversation with other stakeholders such as trade associations, road safety authorities, non-governmental organizations (NGOs) and international think tanks on alcohol policy, such as the International Centre for Alcohol Policy and the Global Alcohol Producers Group (GAPG). Our dialogue covered social issues and responsibility towards alcohol through a variety of methods at both the Group and local levels in 2013.
 
Our campaign messages are also a part of our ongoing stakeholder dialogue in fostering consumer responsibility towards alcohol and in cultivating a positive attitude towards alcohol through the HEINEKEN brand. One such campaign at the regional level is “Have a Good Night Out”, which featured a series of six tongue-in-cheek animated lessons with tips on how to drink responsibly. It was easy for consumers to relate to and helped to encourage consumers to cultivate a positive attitude towards drinking alcohol.
 
 
[Copy extracted from full report] 
 
 
Publication: P@SSPORT 
For: Singapore Tourism Board (STB) 
Issue: 4, May/Jun 2014
Section: Market Watch 
 
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ADVENTUROUS AUSTRALIA
 
With a population of approximately 23 million, Australia is the 12th largest economy in the world and boasted the world’s fifth highest income per capita in 2012. This has increased the appetite for travel among Australians, as reflected by the increasing outbound travel numbers, from 7.8 million (2011) to 8.2 million (2012). This is expected to grow to 10.5 million by 2017. Other factors leading for growth are the strong Australian dollar, the increasing number of empty nesters (people whose children have grown up and no longer live with them) and the growing network of low-cost carriers.
 
Singapore is ranked eighth as a travel destination for Australians, with a six per cent year-on-year growth rate. The peak period for travel is from December to January during school holidays and Christmas break and a majority (87 per cent) travel for leisure.
 
However, since the Australian dollar weakened in 2013, value has remained a key consideration for outbound travellers while visiting friends and relatives overseas come in second. Top hindrances to travel include currency exchange differences and cost considerations, but these are unlikely to stop Australians from travelling.
 
 
TWO QUALITIES OF THE AUSTRALIAN TRAVELLER
 
1. Satisfying Wanderlust
·       Travel is associated with freedom and self-improvement
·       A need to escape from routine and stress of everyday life
·       Opportunity to spend quality time with a partner or family and friends
·       To explore the unknown and enjoy new experiences
·       Australians are seasoned laid-back adventurers who seek rich, immersive travel experiences that allow them to experience another culture on a deeper level.
 
2. Super Social Information Seekers
·       Spend more time on the Internet than traditional media
·       Decisions are influenced by social media
·       Active content generators
 
[Infographic]
The Social Age
Internet penetration: 82% (only non-European country in the top five)
Desktop: 76%
Laptop: 75%
Mobile: 55%
“Liked” brand or organisation: 57%
“Shared” content: 46%
Read opinions on blogs and forums: 70%
Use rich media to inform purchase decisions: 60%
Post reviews of brands, products and services: 39%
Make flight and accommodation bookings online: 55% (2011/12)
 
Information sources before travel
Online: 59%
Travel Agent: 44%
Recommendation from past visitors: 33%
Travel Guide: 26%
Recommendation from friends/relatives who live at destination: 18%
 
After-trip advocacy
Talk to friends or family: 61%
Email friends or family: 50%
Share photos or videos face-to-face: 36%
 
Travel review sites such as TripAdvisor are often used. Because of this massive shift to the virtual space, traditional brick-and-mortar agents such as Jetset Travelworld Group have adapted accordingly using a “clicks-and-mortar” model, which enhances customer experiences through the seamless switch from online to offline in instances of booking or research.
 
Interestingly, travel agents remain the second go-to source of information because they provide greater insight on a destination and their expertise gives them an edge over their online counterparts. Australians also rely on more traditional sources such as brochures or maps picked up at the destination or the visitor information centre. This is probably due to exorbitant roaming fees charged by Australian telcos, but this is expected to change, as new regulations requiring transparency in overseas roaming charges was implemented in September 2013.
 
One in three leisure travellers plan four to six months ahead of their holiday. However, most plan one to three months in advance, while almost half book their trips in that period. This contrasts with other markets such as China and Japan, and could be because Australians take time to plan for a unique travel experience. In addition, they have higher expectations of longer-haul or international trips; hence they cater bigger budgets and naturally have to spend more time planning.
 
The Australian Leisure Traveller
Singapore is perceived as no different from other city destinations such as Melbourne. Strong stereotypes persist among those who have not been here or have not visited recently, that Singapore is sterile and boring, with strict rules and laws. There is also an impression that everything is “hidden” in Singapore, making it difficult to find out more about the country.
 
All is not lost — it helps that it is now easier for Singapore to position herself as a destination as opposed to a stopover. Flights from Sydney to Europe no longer transit in Singapore as of March 2013 due to the Qantas-Emirates alliance. And in June 2013, Qantas added new direct flights daily between Singapore and Sydney, helping to establish the authenticity of Singapore as bona fide destination. In addition, 45 per cent of previous visitors are “very likely” to recommend Singapore as a leisure destination. Also, a third of repeat visitors perceive Singapore as a “must-see” destination. Findings show that Australians visit us for iconic factors: Raffles Hotel, chilli crab, Singapore sling, the chewing gum ban and our cityscapes. The bustling nightlife is also an incentive to visit.
 
Top 5 activities in Singapore
1. Shopping
2. Local tours
3. Visit a well-known landmark or tourist icon
4. Visit friends or relatives
5. Visit a place or district with cultural or historical significance
 
Local tours, guided or self-guided, resonate well with Australian leisure travellers, because they allow travellers to explore every nook and cranny of Singapore, so they feel immersed in local culture. The Australian travellers’ thirst for new experiences is reflected in their dining choices as well — 59 per cent will choose to dine at a local ethnic restaurant followed by 51 per cent at a hawker centre, food court or coffee shop. To the adventurous Australian, it is not just the food as they appreciate the atmosphere at local dining spots.
 
The Australian Business Traveller
Around 46 per cent of Australian business travellers to Singapore are likely or very likely to revisit our city-state for leisure within the next two years. Reasons include coming with different travelling companions, revisiting a particular attraction, store or dining spot, or having always had the intention to visit Singapore for holiday or leisure. Their perception of Singapore as a business destination is positive: A reputation for safety, good infrastructure and a stable business environment. Shopping for the Australian business traveller is not as important as for other traveller markets, but they do buy gifts for their friends and family back home and spend on fashion-related merchandise or genuine jewellery. When they are not working, Australian business travellers usually unwind at a bar or club with live music, especially those located conveniently around their hotel. They are also more likely to dine al fresco.
 
[Infographic]
The Australian Business Traveller
Average stay: 3-4 days
Repeat visitors to Singapore: 95%
Multi-destination trip: 70%
Average expenditure: S$1,200
Proportion of expenditure: Accommodation 56%, Shopping 13%, Food + Travel + Miscellaneous 31%
 
Attracting the Visitor from Down Under
Exposing the “soul” of Singapore 
Australian travellers are fascinated by the unique or quirky aspects of local living and it takes more than the physical aspects of a destination to draw them in. To change dated mindsets of Singapore, it is important to communicate the tangible local elements such as our people and food, as well as intangible aspects of our culture — beyond shiny new skyscrapers and typical attractions.
 
Providing immersive experiences
Australian travellers expect experiences that take them on a deeper learning journey because they see travel as part of life. Therefore, it is important to develop quality, in-depth content for storytelling to engage the Australian traveller. This could include curated experiences that allow visitors to go behind the scenes, such as wet market tours, audio guides that tell stories behind precincts or hands-on experiences such as local cooking classes. 
 
Walk the talk
Recommendations from friends, family and key opinion leaders do influence travel considerations for the Australian traveller. There is space for greater engagement with key influencers — past visitors and Australians living here — who can spread the good word, in order to spark fresh conversations about Singapore that can change and bring new perspectives to our island. And that is one way to hear more of that Aussie “G’day, mate!"
 
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Publication: Sunburst Alpha 
For: ST Engineering 
Issue: 2, Q2 2014
 
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A MARINE CHALLENGE LIKE NO OTHER
 
On 8 May 2014, the inaugural ST Marine Challenge took place at the swimming pool in ITE College Central. Initiated and led by ST Marine Human Resources and jointly organised by ITE College Central, the event was attended by over 200 staff and students from ITE, as well as our colleagues from ST Marine.
 
President of ST Marine Mr Ng Sing Chan graced the highly anticipated event while Senior Vice President of Benoi Yard Mr Twoon gave the opening address, aimed at encouraging the students, who were second year Higher NITEC students from Marine Engineering, Marine & Offshore Engineering and Offshore & Marine Engineering Design programmes.
 
The event comprised two races, the Load Race and Speed Race, both of which challenged the creativity and knowledge application skills of students, based on their marine-related courses. Eight teams of 48 students participated in the races, which required teams to apply their skills and knowledge to re-design and modify the remote controlled vessels using the materials provided. The vessels had to be sturdy and robust to carry loads yet remain fast and responsive in order to win the race.
 
Students picked up valuable skills from the Challenge. Vickneswaran said, “After attending the Challenge, I feel that I have a better understanding of ship building and modification. Through making us do research on our own to modify the ships provided, we were given a practical understanding of buoyancy and the centre of gravity of a ship.”
 
It was an exciting race for all who were present with classmates and teachers supporting the various teams from the sidelines. From the roaring cheers, it was clear that everyone had an excellent time, despite the heavy showers towards the end of the challenge.
 
Course Manager of Marine Engineering Mr Sangaran Gopal expressed his gratitude to ST Marine for offering such an activity, “Thank you to you and your team for putting together an event that was both educational and engaging. It is not often that we are able to come up with an activity that is a good mix of learning and fun.” Mr Gopal added, “We have started this collaborative event on the right note and hope to see it grow from strength-to-strength in the future.”
 
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