Lorraine Fagan, Director, Developing Global Leaders Asia


Do we want to go back to a Singapore where daughters stayed at home and sons went to school? Where men could legally take several wives? Where married women could not own and control personal property?


Let me hear a resounding NO!


Singapore has made huge leaps when it comes to gender equality, predominantly thanks to the Women’s Charter. The Women’s Charter was passed in 1961 to advocate girl’s and women’s rights in Singapore and promote equality in marriage. An event described as momentous in Singapore’s history because it significantly protected and advanced women’s rights.


Should we be happy with the status quo? Singapore has achieved more progress towards gender parity than Asia Pacific as a whole, but lags behind other advanced economies. New research from McKinsey Global Institute (MGI) calculates a country’s Gender Parity Score (GPS) using 15 indicators of gender equality at work and in society. Singapore has a GPS of 0.68 on gender equality in work, well above Asia Pacific overall (0.44) but somewhat behind the best in region (0.73). In 3 of the 15 indicators, Singapore has high or extremely high gender inequality: leadership positions, legal protection and political representation.


Hardly surprising when you look at the facts. 52% of Singapore’s companies have less than 20% of women in leadership roles. The World Bank Women Business and Law database noted that Singapore currently does not have laws mandating non-discrimination based on gender in hiring, or laws stipulating equal pay for work of equal value. Singaporean women account for only 24% of members of parliament and 9% of ministerial or cabinet roles.


The sad fact is that despite 76% of Singaporean women of prime working age (25-54 years) in paid employment, subconscious bias and gender gaps in terms of senior management representation still exist. Only 13% of board seats of the top 100 listed companies in Singapore are held by women. Directors promoted to Singapore boards over the past 3 years were predominantly men; more than 80% for all SGX listed companies.


Looking further afield, after reaching an all-time high in 2017 with 32 women CEOs on the Fortune 500, so far in 2018, we have already seen a decline of 25%, leaving female CEOs on the Fortune 500 at a mere 5%.


And it’s not just our boards that have a diversity shortage. LeanIn and MGI research shows that the percentage of roles held by women steadily decreases at every seniority level. Men and women enter the workforce at relatively the same levels. But between entry level and the C suite, the percentage of female employees more than halves, while male representation jumps by 27%. This trend is consistent across every industry; even those that are female dominated in the early stages of the career path see a steady drop off of female representation towards the C suite.

Today, worldwide, women are paid an average of 23% less than men. Taking Singapore specifically, men are still earning 18% more than women, and this gap hasn’t changed much in the last decade. At current rates of progress, the World Economic Forum’s Global Gender Gap Report 2017 reveals that it will take 217 years globally to close the gender gaps around economic opportunity, participation and pay.


Why is this? Why do we still see that glass ceiling when 73% of global firms allegedly have equal opportunity policies in place? And when so much research points to the competitive advantages of gender diverse companies?


MGI research actually proved that gender diverse companies in the top quartile financially outperform those in the bottom quartile by 15%. MGI also estimates that S$20 billion could be added to Singapore’s annual GDP by 2025 by advancing women’s equality.


So, what are we missing? Why is progress towards gender equality so slow? One of the most powerful reasons for this is a simple one; we have blind spots when it comes to diversity. How can we solve problems that we don’t see or understand? Nearly 50% of men think women are well represented in leadership roles when 1 in 10 leaders is a woman. 30% of women feel the same way.


Another reason? The simple fact that organizational policies and practices have not caught up to the enormous changes that have transformed Singapore society since 1961. A simple illustration; only 47% of firms in Singapore offer flexible work arrangements. More change is yet to come as Singapore’s population ages, adding elderly care to the list of barriers keeping Singaporean women from participating fully in the workforce.


“Those days when the average family was a dad who went to work every day and a mom who stayed at home and did all the unpaid labor – that’s not what our economy looks like anymore. Household and work arrangements come in all shapes and all combinations, and yet, our workplace policies still look like they’re straight out of Mad Men”.

– Barrack Obama


To speed up progress and see gender equality in our lifetimes, we need YOU.

If we really want organisational policies and practices that work for everybody, that account for the realities of how people live today, we need more women in decision-making structures; in politics, in education, in the C-suite. We don’t have to wait for laws to change – we can make progress without them. We need ordinary women helping to remove barriers that prevent women from participating fully in their societies or workplaces.


We need everyday role models that create more opportunities and show the rest of us how to do it. After all, how can we strive to be what we can’t see?


We can all be that everyday hero. We can all do something to get us closer to our greatest ideal. Let’s start with our own subconscious bias. We are still boxed in by stereotypes about how men and women should behave. We all have the power to change this – for ourselves and for our children.

  • Change the attitude that criticises our daughters for being bossy and our sons for being sensitive.
  • Change the attitude that stigmatises full-time fathers and penalises working mothers.
  • Change the attitude that sees gender equality as a women only issue. Invite men to the discussion.
  • Change the attitude that sees advances in female leadership as a threat to men.
  • Change the attitude that assumes women are less competent or committed to their careers because they have children.
  • Change the attitude that undervalues women, giving them less credit than men for successful outcomes and more blame for failure.
  • Change the attitude that stops women from applying for roles until they meet 100% of the hiring criteria. (Research shows that men typically apply when they meet 60%).
  • Change the attitude that believes leadership competencies require typically ‘male’ characteristics.

So come on Singapore! Why wait 217 years?




This article was written by Developing Global Leaders Asia (DGL). We believe responsible leadership combined with the ability to lead across borders and cultures has the power to transform individuals, organizations and societies – when it’s done right.


DGL has decades of research and practical experience, with clients around the globe, and a proven track record of measurable long-lasting results. DGL consulting and training services focus on developing globally competent and socially responsible leaders, cohesive multicultural teams, and sustainable corporate culture that respects the organization’s social and environmental impact.




Gender Equality in Singapore Article References:

  1. Singapore Women’s Charter: http://www.scwo.org.sg/resources/womens-charter/
  2. MGI The Power of Parity – Advancing Women’s Equality in Asia Pacific: https://www.mckinsey.com/~/media/mckinsey/featured insights/Asia Pacific/The power of parity Advancing womens equality in Singapore/The-power-of-parity-Advancing-womens-equality-in-Singapore.ashx
  3. The World Bank Women Business & Law Database: http://pubdocs.worldbank.org/en/102741522965756861/WBL-Key-Findings-Web-FINAL.pdf
  4. Singapore labor force statistics: http://stats.mom.gov.sg/iMAS_PdfLibrary/mrsd_2017LabourForce_survey_findings.pdf
  5. Diversity Action Singapore: http://www.diversityaction.sg
  6. Fortune 500 CEOs: http://fortune.com/2018/05/21/women-fortune-500-2018/
  7. LeanIn & MGI Women in the Workplace study: https://womenintheworkplace.com/
  8. World Economic Forum Global Gender Gap Report 2017: https://www.weforum.org/reports/the-global-gender-gap-report-2017
  9. Value Penguin Singapore Wage Gap: https://www.valuepenguin.sg/2017/08/how-bad-gender-wage-gap-singapore
  10. International Labor Relations global report – Gaining Momentum: http://www.ilo.org/wcmsp5/groups/public/—dgreports/—dcomm/—publ/documents/publication/wcms_316450.pdf
  11. MGI Why Diversity Matters article: https://www.mckinsey.com/business-functions/organization/our-insights/why-diversity-matters
  12. Harvard Business Review article: https://hbr.org/2014/08/why-women-dont-apply-for-jobs-unless-theyre-100-qualified


Following a successful appearance as Guest Chef at Ginett Restaurant and Wine Bar, Chef Hervé Frerard has been announced as the venue’s new Executive Chef. Overwhelmed by the positive feedback and rave reviews, the celebrity chef and cookbook author says he felt compelled to stay in what he refers to as one of most exciting venues he has ever cooked in.


“The atmosphere is electric, the guests are happy and I am ready for my next adventure!” It’s the first time, R&B Lab says, they have appointed a chef due to popular demand, but explain that it’s the perfect timing; “We’ve entered our second year of operation, so it’s critical that we keep the menu fresh and exciting for our patrons, and Hervé has certainly proven he can do this tenfold”, says Chef de Cuisine and R&B Lab Group General Manager Chef Sylvain Royer.


Serving a menu of his most-loved signature dishes during his tenure as Guest Chef, Chef Hervé garnered praise from the restaurant’s regular guests and attracted attention from Singapore’s foodies scene. It was enough for Ginett to snatch him up for their own and convince Frerard to leave behind his adopted home in Bangkok for a new city.


The Michelin-star chef says that he’s never been more excited; “Chef Sylvain and I hold the same cooking philosophies and have similar backgrounds having both grown-up in the French countryside, so I’m thrilled to work hand-in-hand with him on Ginett’s menu.”


With both French chefs having a firm commitment to season and insatiable passion for farm-to-table eating, local produce will undoubtedly play a starring role in the menu’s French-inspired dishes. Guests can expect to delight in elegantly prepared dishes that shine with the colours of harvest; heirloom carrots alongside Magret de canard, beautifully rosy and crispy-skinned duck breast for example.


The new appointment is an exciting sign of things to come for Ginett, “I came here with an open mind and no menu. True dedication to farm-to-table means respecting provenance so for the coming weeks my priority will be meeting with suppliers, growers and local artisans. Then the fun of menu-testing begins.”


Chef Hervé will start his position as Executive Chef on Monday July 9.


Reservations are recommended. Please call +65 6809 7989 or visit www.randblab.com/ginett-sg.

In recognition of our NSmen’s contributions to the country’s peace and stability, AmCham members may wish to encourage their employees who were or still are NSmen, to wear their military uniforms to work on July 2. This will showcase their company’s support for National Service as well as encourage the public to express their appreciation to our NSmen, who tirelessly safeguard our nation. AmCham members are also encouraged to tag their photos with NSmen colleagues with the hashtags #SAFDay and #WeSupportYOUinNS .


NSmen in their military uniform can also enjoy promotions from a variety of merchants and retailers during the SAF Day Recognition Campaign period from 1st July to 31st July. Click here for more details on SAF Day promotions.

Karen Reddington, Regional President, Asia Pacific, FedEx Express


Connectivity is changing the face of business in Asia Pacific and the world. Today, the globe is more connected than ever, by way of advanced technology that was unfathomable a decade ago. The momentum of connectivity will continue and play its part in all aspects of our daily lives even if we are unaware of their existence. Think about the sensors that monitor urban conditions such as traffic, air quality and noise, the technology is almost invisible but is bringing us critical information to improve sustainability, efficiency and quality of life.


The rapid advancement of technology that boosts global connectivity is a powerful trend set to impact individuals and businesses of all kinds, and the logistics industry is no exception. While it is difficult to predict what exactly will happen next, there are four key trends that we believe are important to the business world, especially in Asia.


1. Small businesses will flourish in the online marketplace

Online commerce has revolutionized how the world conducts businesses. In particular, Asia Pacific, home to four of the world’s top 10 e-commerce markets[1], is leading the charge.


Traditionally, small businesses have fewer resources and budgets. However, nowadays, a business idea can be realized with as little as a mobile device, allowing business to happen anywhere. Businesses, from a new start-up to a long-established medium-sized business, can now ride on opportunities provided by our hyper-connected world and be part of international e-commerce.


2. The digital and physical world must co-exist

While the digital economy is experiencing high growth in Asia[2], its growth cannot be standalone; a strong physical support is required for all e-commerce activities to flourish. A good example would be the global transportation network. It is a fundamental ingredient in the magical formula to make the two worlds – the digital and physical – work.


With a strong global transportation network that is making trade easier, more affordable and faster[3], companies of all sizes now have access to global markets that were once unreachable. This is a key factor contributing to a global trade market worth in excess of US$15 trillion.


3. Global supply chains: the match point of business success
Digitalization has lowered the barriers for small businesses to enter global markets, but this also means that the competition is intensifying. To achieve long-term business success, a global supply chain that run smoothly and meet growing customer needs is critical.


Especially nowadays, customers expect businesses to be accountable for the entire customer journey, even the parts they are not directly responsible for. If a business can ensure end-to-end experiences from order to return, it’s one step ahead of the game to inspire loyalty and drive repeat business. This ecosystem must encompass global reach and the power to reach millions of consumers, but also secure payment, fulfilment, tracking, returns, even shopping cart management – but also the right intelligence to expand choice, flexibility, and to customize the overall service experience.


4. The influx of high-tech businesses and high-value added goods

In Asia, one of the most prominent challenges faced by many is the aging population. As such, demand for high-tech and high-value added goods for the healthcare industry is on a rise, fuelling remarkable growth across the region. The transportation of such packages comes with unique requirements like temperature-control.


With the proliferation of Internet of Things, high-tech and high-value added goods can be transported with near real-time visibility in a way that you couldn’t before, ensuring the goods remain viable and safe.


While connectivity is impacting businesses of all kinds, it’s important to know that it’s the underlying trends like the rise of small businesses that are fundamentally reshaping the business landscape today. All in all, the above trends are just the beginning to the hyper-connected world. We expect businesses in Asia will continue to grow and evolve as the contents of our planes and vehicles keep changing.


[1] China, South Korea, Japan and Australia, e-Commerce Foundation 2016 https://www.ecommercewiki.org/wikis/www.ecommercewiki.org/images/5/56/Global_B2C_Ecommerce_Report_2016.pdf

[2] Digital economy distorts true size of Asian economies, Nikkei, December 7, 2017

[3] FedEx 2016 Annual Report & FedEx 2017 GCR for this and following source points

Education has the Power to Change Lives.

Education has the power to change lives. It is fundamental to personal development and societal growth. Yet many children and young adults in poor communities lack resources to seek a proper education. The charity AkarakA helps underprivileged children and young adults get a formal education, through the financial support of individuals and corporations. They also help match students with mentors from the corporate world:


“100 of our scholars have already graduated and have moved on to paid employment or further education. In just four years we have provided 726 years of education.”


We at Consilium Law Corporation like AkarakA believe an education can pull entire generations out of poverty, and that when we provide a scholarship to one student the trickle down effect is life-changing for their family and direct community.


How it works?


AkarakA aim to assist under-privileged children and young adults who wish to pursue their studies at the tertiary level. These are often students aged 18 and above who have completed primary and secondary school. These individuals usually do not continue to the tertiary phase of their education as they lack the financial means, or need to start work to support their families.


How can you help?


Make a donation. Every donation big of small makes a difference.


Organise a fundraising initiative


Become a mentor.


Pass it on: run a training/skills seminar for our scholars


Spread the word: post a link to AkarakA on your Facebook page or include it in your email-signature.


AkarakA believes that pure academics are just not enough. These young students who often hail from tiny villages, require guidance on the requirements of a working world. Their academics and technical studies equip them with an education and a chance for employability. However, of equal importance, is the need for a guide, an advisor, a mentor who can take them through the maze of personality development, social communication and media, work ethics and many other elements that are crucial to the workplace.


Each scholarship AkarakA covers is an average investment of $1000/per year or $89/month per student. For donors who provide funding of more than $1000/per year they can create a named scholarship in your honor.


In return for your generous donation you will receive:

  • Regular performance reports of your sponsored student including updates on academic progress, extracurricular activities, special achievements and the social impact of your scholarship.


  • Your own named scholarship  –  for example the “ John Doe Scholarship”. Many people are interested in naming a Scholarship, either in memory of a special person, as a project for a professional or social group, or just as something they can do to provide assistance to a bright and deserving student.


  • A high quality professionally designed scholarship certificate bearing your scholarship name printed on archival quality cotton rag paper, perfect to frame and display.


  • Invitation to AkarakA events and networking opportunities.


Add a distinctly Asian footprint to your Corporate Social Responsibility plan.


AkarakA can act as your outsource partner in the allocation and management of academic scholarships.


Encourage employees to volunteer and act as mentors to our sponsored students to amplify the impact your company can make. Mentors actively use their existing skill set and build upon their natural leadership capabilities. By stepping outside the office environment and connecting with the greater community they network and develop stronger team relationships.


AkarakA are proud to work with the following Corporate Partners. If you would like to arrange a meeting with a member of the AkarakA team to discuss sponsorship or mentoring please contact them via: info@akaraka.org.sg


We at Consilium Law Corporation would like to invite you to our fundraising event in support of AkarakA this coming Wednesday 30th May at Kult Kafe, Mount Emily Hill. An evening of live music alongside an art auction will provide a great evening’s entertainment for a good cause and we invite you to register your admission donation here.


The on line art auction is being regularly updated and will continue post event for those who are unable to make it on the night.

SGG Group, a leading global investor services firm, providing trust, corporate and fund services, has acquired Iyer Practice, a family-run business, offering a number of advisory and compliance solutions to corporates and private clients in Singapore and Hong Kong. SGG Group has over 1,700 professionals globally.


Iyer Practice management team will, following the acquisition, maintain leadership roles within SGG Asia. Shanker Iyer, the founder of Iyer Practice has become the Executive Chairman for SGG Asia.

ASEAN Summits are not always the most productive affairs. Marshalling alignment across the bloc’s 10 member states presents some challenges, especially on thornier issues requiring tangible collaboration. This is why the 32nd ASEAN Summit that concluded on April 28 should be lauded in its brokering of an ASEAN Leaders Statement on Cybersecurity Cooperation.


ASEAN has previously tread into the domain of cybersecurity. In 2016, Singapore helped forge an ASEAN Cyber Capacity Program (ACCP) to raise technical capacity of ASEAN countries to address the evolving array of cyber threats. Last year, the group witnessed the adoption of a new ASEAN Cybersecurity Cooperation Strategy. The region is also spearheading initiatives with third-party countries, with the Japan-ASEAN Cyber Center slated to launch in Thailand in June.


The recent Leaders Statement represents an important evolution because it for the first time recognizes the need for and tasks relevant ministers “to identify a concrete list of voluntary, practical norms of State behavior in cyberspace that ASEAN can work towards adopting and implementing.” The statement suggests ASEAN member states take reference from the voluntary norms recommended in the 2015 Report of the United Nations Group of Governmental Experts (UNGGE). Given that the UNGGE process broke down last June among disagreements at the global level, the movement towards a regional set of cyber norms presents an opportunity for Southeast Asia to lead the way in contextualizing the existing set of global norms and implementing them in ways that work for ASEAN.


Why cyber norms matter to business


While voluntary cyber norms are not a panacea to addressing cybersecurity threats, broad adoption of cybersecurity norms will lend stability and security, and help promote social and economic development. Norms have a long history of reducing conflict between states, and if transposed to cyberspace, they can create flexible and shared behaviors. It’s these shared behaviors that build predictable and stable environments for businesses and citizens alike, as well as encouraging international cooperation on cybersecurity.


The 2015 UNGGE Report outlined 11 norms for responsible state behavior in cyberspace. They can be grouped into two broad categories: norms that limit what states should do in cyberspace (such as not supporting attacks on critical infrastructure), and those that speak to the positive duties of states in cyberspace (such as responding to requests for assistance in managing attacks).


As a leader on cybersecurity, Singapore has been a vocal proponent for regional cyber norms, which is why they are being addressed under its ASEAN chairmanship. We can expect ASEAN governments to take the Leaders Statement into account in preparing for the 3rd ASEAN Ministerial Conference on Cybersecurity to be hosted in Singapore from 18-20 September 2018, where a regional framework may be unveiled and discussed.


Business can engage in the process, and the Leaders Statement recognizes the value of enhanced dialogue and cooperation with external parties. A recent paper developed by Access Partnership and industry partners will serve as an input; the paper assesses cybersecurity policy and issues in Southeast Asia, outlines the existing efforts around cybersecurity norms and related activities in a variety of forums, and charts their development processes. It explains the benefits of collaborative cybersecurity for the region, and suggests some areas for the region’s stakeholders to continue work on norms development. Additionally, a recent paper by AT Kearney outlines cyber risks in ASEAN and suggests steps to address them.


Towards a peaceful, secure and resilient regional cyberspace

Producing strategic outcomes in ASEAN takes time, effort, and resolve. Yet progress is possible, and because the group convenes one of the most eclectic and important economic regions in the world, engagement can bear fruit. Working together, ASEAN governments, industry players, technical experts, academia, and civil society groups should all step up their engagement to improve cybersecurity resilience in the coming months, both on norms and other areas of cyber policymaking. The recent Leaders Statement offers a vision for a better regional cyberspace. It will be up to ASEAN stakeholders to make it happen.


If you are interested in cybersecurity issues in the region, Access Partnership invites AmCham members to join a workshop on “Cyber Security in Retail and Consumer Goods Industry” on 10 May 2018, at FTSE Room Level 9 Capital Tower, 168 Robinson Road. The event will feature Singapore’s Cyber Security Agency, Lazada, JurisAsia and Access Partnership. Register at rsvp@accesspartnership.com.


Christopher Martin – christopher.martin@accesspartnership.com. Chris leads Access Partnership’s operations in the Asia Pacific that focus on technology policy and regulation.  He works with global companies and organizations to develop strategies, shape policy discussions, and access new markets.

By Karen Reddington, President, FedEx Express Asia Pacific


E-commerce is exploding in Asia, with e sales for Asia-Pacific expected to total US$1.37 trillion in 2017 according to e-Marketer1, and hitting the US$3 trillion by 2021. China took the lion’s share with 53.4% of total e-commerce sales in the region and 494 million buyers2. While numbers for Asia Pacific can be skewed by China, it’s too simplistic to put this growth down to merely the China factor and its huge domestic market. Interestingly cross-border transactions are surging with Forrester Research projecting that cross-border sales will constitute 20% of e-commerce sales globally by 2022 with Asia Pacific the largest region3.


Two key considerations have emerged in the last two years in light of this phenomenal e-commerce growth in Asia. One is the challenge of planning and optimizing operations to deal with these mega-event peak demands in addition to the traditional holidays. Secondly there is the prospect of a year of multiple peak periods as opposed to just a handful of mega sales days and the Christmas rush. We see heightened sales peaks recurring through the year with the emergence of brand-dedicated events such as Dell’s Black Friday in July sale or eBay’s long-running Green Monday sale. While these are US-centric, it would be no surprise to see others in Asia drive similar major promotions.


Planning for these one-off events must now become part of ongoing operational planning and not a one-off project. Business operations must be ready for these spikes as they become part of daily business. To best prepare for this dynamic shift in business operations, here are some key considerations to help prime your business to prepare your next peak period and drive growth and expansion.


Global e-commerce requires a highly complex ecosystem:


Whether it is peak season or not, we believe that global e-commerce must be supported by a highly integrated, scalable and complex global ecosystem which few partners can genuinely provide. This ecosystem must encompass global reach and the power to reach millions of consumers, but also secure payment, fulfillment, tracking, returns, even shopping cart management – but also the right intelligence to expand choice, flexibility, and to customize the overall service experience.


Dynamic and customized experiences:


When demand hits peak loads, then flexibility and convenience are key to ensuring an optimal experience for both the end-consumer but also for merchants.


For instance, expand alternative delivery options.  As more and more consumers shop online, having a package shipped directly to their doorstep is not always an option. So look to service providers who invest in more self-collection solutions like 7/11, locker boxes, as well as more flexible and convenient delivery options like FedEx Delivery Manager, which allows recipients to customize home deliveries.


In the world of IoT, connected sensors and smart devices, the ability to provide near real-time monitoring from inside the shipping package itself will be critical to businesses in healthcare, but also to shippers of food and other perishables, while also ensuring consumers receive their goods in prime condition


Global and robust infrastructure:


When businesses are stretched to the limit you need your people focused on the business and leave the fulfillment and delivery process to capable and trusted partners to worry about. Small and medium-sized businesses need access to a logistics network that helps them achieve profitable, scalable, global growth. That’s what services like FedEx Web Services – which recognises that businesses need help to ship seamlessly to international locations – are all about.


The hot buzz-fueled areas of AI, IoT, big data and others are all being touted by players in the industry but no apps  or innovations can replace the aircraft, trucks or other infrastructure that underpin the physical transportation and delivery of goods. For your small and medium business to be successful, you need to be supported by providers who have a global and robust infrastructure that ensures the physical process of fulfillment and delivery is executed flawlessly. So ensure your providers have the right infrastructure to help deliver a truly global e-commerce experience.


1, 2 Asia Pacific Retail and e-Commerce Sales 2016-2021”, eMarketer, August 9, 2017

3Forrester Data: Online Cross-Border Retail Forecast, 2017 To 2022 (Global)”, Forrester, April 20, 2017.


Stamford American International School is excited to announce the launch of its new Infant Care Program for children 2 months to 18 months, beginning April 2018 at the Early Learning Village. The service is open to all and is available as a 5 or 3 day option (a 2 day option is possible, upon availability).


The Infant Care Pod is an intimate space that is located within a secure floor of the purpose-built, world-class Early Learning Village which opened in 2017. The Early Learning Village is a dedicated preschool for children up to 6 years of age. This new additional service, designed for babies and toddlers, provides a stimulating safe space for children to learn, explore and grow.


Each baby and infant in their care is unique, with their own developing and changing needs, preferences and routines. At the Early Learning Village, Infant Care adapts to each child, through the creation of Individual Care Programs. These are developed in partnership with each family, ensuring the care given is as similar to that they would get at home as possible.


Each family has a regularly updated electronic portfolio using the celebrated StoryPark platform, which follows each child’s personal development and shares these moments through photos, videos and text with the family.

Here are more details on the Program and the Special Opening Offer for fees https://www.sais.edu.sg/curriculum/early-years-learning/infant-care-program


For a friendly chat on their Infant Care Program and tour of the Pod, please contact their admission’s team admissions@sais.edu.sg


Stamford American Early Learning Village

3 Chuan Lane

Singapore 554350


My relationship to International Women’s Day (IWD) is bittersweet. I believe there are serious, overarching, and global issues that bind us all by gender; IWD is a declaration that we want a different future. But as an agent for change and inclusion, I take issue with the way people and organizations tend to approach IWD: reducing gender to a binary conversation, ignoring intersectionality, and placing far too much emphasis on raising awareness rather than building capacity.


IWD is an opportunity for transformation within our communities and workplaces. IWD events and activities can be uplifting, galvanizing. We need the energy created on this day to keep us going, because the road to gender equality is all uphill. But the year-on-year arms race between and among organizations to get ever-higher doses of “inspiration” is not the way to go. Progress on gender equality will continue to stagnate unless and until we take on systemic and cultural change.


We can go further.


To that end, I propose:


Three challenges for organizations planning celebrations for #IWD2018


  1. Live your strategy. Link IWD to organizational strategy and business objectives. Integrate IWD as just one aspect of the Diversity & inclusion (D&I) portfolio, and invest in IWD proportionately. (Or, if the organization doesn’t have a D&I portfolio, leverage IWD as the flashpoint to build one.)
  2. Make it a do, not listen, moment. Select critical behaviors, and set some outcomes and indicators: make it clear what you expect people in your organization to do differently as a result of their IWD experience and hold your IWD speakers and organizers to it.
  3. Embrace intersectionality. Make space for a spectrum of voices and experiences to be shared. Even within our commonality we are unique; ignoring our differences denies our identity and prevents the cohesion we say we want.


Originally published on the ChangeFlow Consulting Blog. All rights reserved.




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