le compte-rendu de la précédente AG.



le compte-rendu de la précédente AG.
Annual General Meeting of
Lycée Français de Singapour LTD
Thursday 12th June 2014 at 6.30pm
The company « Lycée Français de Singapour Ltd » (“LFS”) is composed of 91 corporate members
(corresponding to 394 “corporate” votes) and 1 320 individual members (1 320 “parent” votes).
18 corporate members, representing 231 votes, and 405 individual members (405 votes) were present or
represented by proxy.
The quorum being reached, the President, Axel Foucault commences the meeting at 6:50pm.
The President welcomes the assembly to the Annual General Meeting 2014 of the LFS. On behalf of the
Executive Committee and all Members of the school, he sincerely thanks Mr Laurent Huc and Mr Gilles
Demptos who brilliantly and professionally coordinated the organisation of the school’s fair. The fair has
been a great success with nearly 5 000 attendees. The President also thanks all those who participated
in any form whatsoever in this fair, notably by looking after a stand, the cafeteria, or the security. He
reminds the assembly that he ended his previous speech on an optimistic note about the future of the
school where everyone would belong and find a way to contribute: the fair has been a perfect example of
what he had in mind.
The President thanks Corrine Petit, General Secretary and Elodie Gouttefangeas, assistant to the
administrative management and legal assistant to the Executive Committee for organizing successfully
the General Meeting.
The President gives the floor to the Ambassador of France to Singapore whose speech is attached in
Appendix I.
The President gives an address, attached in Appendix II.
Then, on behalf of the Executive Committee, the President thanks the members of LFS management,
the employees and the members of the Executive Committee who will be leaving the school at the end of
the school year.
LFS teachers:
Emily Garwood
Floriane Maligner
Ingrid Cabuy
Catherine Turpin
Sofia Armand
Gao Ruibin
Stéphanie Chamaly
Bertrand Bago
Marylène Dubois
Dominique Giboni
Administration – Tel : (65) 6488 1 160, Fax : (65) 6487 2821
Ecole primaire – Tel : 6488 1 109/192 • Vie scolaire – Tel : 6488 1 168
Service comptable – Tel : 6488 1 173
Site internet : www.lfs.edu.sg • E-mail : [email protected]
Laurence Lecart
Mireille Souche
Discipline masters and executive assistants:
o Carole Aldrich
o Emmanuelle Feufeu
o Habiba Sievert
o Eve Arsonneau
o Maud Donatucci
o Sau Chi Di perna
o Andréa Gauvin
Stéphanie Isenbrandt
Administrative staff:
o Bouchra Guerrab
o Matthieu Liabeuf
o Sophie Gierski
Executive staff:
o Sophie Jancourt
Members of the Educational Committee:
The President thanks Gwenaelle Cortyl who has been an important member of the community for the
past 13 years and Claudia Conan.
LFS Management:
The President thanks Ms François Herry, who has made a dynamic contribution to the LFS over the past
5 years as Director of the Elementary School.
1- Approval of the minutes of the General Meeting held on the 3rd of December 2013
The minutes are unanimously approved.
2. Activity report for the academic year 2013-2014
The Principal, Bernard Pujol, greets the Ambassador of France to Singapore, the President of the
Executive Committee, the Councellor for Culture, Science and Education, the members of the Executive
Committee, the Executive Director as well as all those attending the annual meeting.
The Principal thanks Mr Laurent Huc and Mr Gilles Demptos for the organisation of the school’s fair. He
thanks all the volunteers of the Humanitarian Group, which he is honoured to preside, and the group’s
Vice President Ms Charlotte de la Tullaye for their remarkable work conducted in close coordination with
the teachers. He underlines the goals - education to solidarity and empowerment - of the Humanitarian
Group that are very important from an educational perspective.
The Principal thanks his closest collaborators for their achievements during the year:
- Sébastien Gibert, Director of Kindergarten
- Claude Morbelli, Coordinator of Lower Elementary School
- Françoise Herry, Director of Elementary School
- Cyril Ouacham, Vice Principal
He then presents the activity report for the academic year 2013-2014.
2-1. Number of pupils and structure
The number of students for the academic year 2013-2014 was 2 411 in June 2014 compared to 2 380 in
September 2013.
The structure is as follows:
- Kindergarten: 419 pupils
- Elementary : 1 067
- Secondary : 925
The number of teachers for the academic year 2013-2014 was 189:
- 132 teachers on a local contract
- 52 teachers on a resident contract
- 1 expatriate teacher
- 4 expatriate members of the educational management.
School year 2013-2014 main achievements / events
The Principal presents the main achievements / events during the school year 2013-2014.
The projects and events have been organised around the following themes:
- Education about protecting the environment
o Paper recycling
o Green waves
o Green award won by the school
- Discovery of local cultures
o Indian week
o Chinese New Year
o Patchwork of cultures
- Discovery of digital tools
o Introduction to tablets
o Digital workshops
o Digital dictaphones
- Working in collaboration with Schools and other organisations in Singapore
o Green waves and the previously mentioned Green award
o Visit of Kovan School
o Initiation to road safety with the Singaporean authorities
o Partnership with La Petite Ecole
- Language curriculum
o Training of English teachers
o Implementation of sports lessons conducted in English
o Theatre plays in English
- Main projects
o “Semaine du goût” [The taste week]
o Week about chocolate
o Carnival
o Humanitarian projects
The projects for the year 2014/2015 are as follow:
- Creation of 1 additional class in the “Grande Section”
- Creation of a new canteen for all kindergarten pupils
- Reorganisation of the daily timetable to regroup language lessons in coherent time periods
- Implementation of workshops about tablets and digital tools
- Discovery of Malaysian culture
The Principal explains that the kindergarten’s curriculum will be the same as the previous school year.
Regarding the “Petite Section” (PS), English lessons in small groups will be organised, and some
lessons and sport will be conducted in English (Enseignement de Matière Intégrée à une Langue
Etrangère (EMILE). Some support groups in French will be at disposal of pupils, if required.
Starting from “Moyenne Section” (MS) to Lower primary, two curriculum will be available during the
school year 2014-2015: Classic Section or Bilingual Section (English+). The admission to the bilingual
section will be subject to an evaluation of the French and English language skills and of the pupil’s
maturity of mind and behaviour. An interview with the family will be conducted to understand their project
and assess their level of involvement.
Lower Elementary (Cycle 2):
The projects and events have been organised around the following themes:
- Education about protecting the environment
o Visit to Bukit Timah
o Visit to the Jacob Ballas Children’s garden
- Science: Animal kingdom
o Visit to the Aquarium
o Visit to the Zoo
- Artistic projects
o Christmas concert
o Discovery of the Opera
o Work on the Pinacothèque exhibition
- Language curriculum
o Theatre play in English
o Story teller in English
- Discovery of local cultures
The projects for the year 2014/2015 are as follows:
- Reorganisation of the school day to create longer periods of teaching in French and teaching in
- Every pupil will have 1 hour lunch break
Elementary School (Cycle 3):
The projects and events have been organised around the following themes:
- Education about protecting the environment
o Discovery of Singapore (e.g. the mangrove)
o Trip to Bali
- Language curriculum
o English language: Theatre play and reading contest in English
o Mandarin language: Gongfu and meetings with local schools
o French language: Reading contest, poetry, theatre
- Science:
o Numerous projects and creations assisted by computer or tablet
o Maths contest
- Art projects
o Printing techniques
o Art exhibitions
o Concerts
- Sport
o Aquathlon
o Rugby championship
The projects for the year 2014/2015 are as follows:
- Creation of periods of English lessons or lessons in English of 1h30
- Every pupil will have 1 hour lunch break
Language curriculum for Lower Elementary and Elementary School:
The Principal explains that there will be no change in the language curriculum which will consist in a
Classic Section and a Bilingual Section (English+).
English teaching will be organised as follows for the Lower Elementary Classic Section:
- 3 x 1h of English lessons
- 2 x 45min of lessons conducted in English (“EMILE”)
- Students organised in 4 different groups according to their level
- 2 x 45 min of Sport lessons conducted in English
Foreign languages teaching will be organised as follows for the Elementary School’s classic section:
- 3 x 1h of English lessons
1 x 45min of lessons conducted in English (“EMILE”)
Students organised in 5 different groups according to their level
2 x 45 min of sport lessons conducted in English
2 x 45 min of Mandarin lessons
Secondary School:
The projects and events have been organised around the following themes:
- Cultural projects
o Christmas concerts
o Balinese day
o Concert
o Theatre play “Mad Maths”
o Medieval show
- Language curriculum
o British week and Chinese week
o Literary prizes (Segalen and Azimut)
- School trips
o Surabaya
o Krabi
o Cambodia
- Curriculum and career advisories
o Meeting with professionals
o Meetings with French schools and universities
- Discovery of local culture
o Screening of the movie “Ilo Ilo”
o 10th SIMUN
- Sport
o Rugby tournament in Hong Kong
o Swimming competition in Shanghai
o ACSIS tournaments (Athletic Conference of Singapore International Schools)
The Principal mentions numerous projects and events such as an exhibition about planes, as well as
2.3. Perspectives for the academic year 2014-2015
The number of students for the academic year 2014-2015 will be around 2 600.
The Principal announces that the curriculum for the 6th grade will be reorganised starting from September
2014. Two sections will be created: British International Section and Bi-langue Section. The curriculum
will be as follows:
- International Section:
o 7h of language, literature and British culture, taught by a native speaker
o 2h of history and geography lessons conducted in English
o 2h of sport taught in English
o 1.5h of technology taught in English
o 1h of art taught in English
The students will benefit from 13.5h of English lessons or lessons in English per week plus 1
optional hour of Mandarin.
Bi-langue Section:
o 4h of English lessons
o 2h of sports lesson conducted in English
o 1h of art taught in English
o 1.5h of technology taught in English
o 3h of Mandarin lessons
The students will receive 8.5h of English lessons or lessons in English per week plus 3
mandatory hours of Mandarin lesson
The total amount of lessons per week will be 30.5 for the Bi-langue Section and 30.5 to 31.5 for the
British International Section. The Principal adds that 3 classes of the British International Section will be
created for the 6th grade, which currently only has 2 classes in the Bilingual Section.
The Principal announces that in the future the other grades of Middle School (“collège” from 7th grade to
9th grade) will undergo changes. It is still a work in progress but the main idea would be to create 3
sections in the 8th grade: British International Section, Oriental Section and European Section.
In 7th grade, they will have the possibility to learn Latin. The students in 8th grade Classic Section will
have to learn a second foreign language (Spanish or German).
Regarding the High School (“Lycée”), the students will be able to choose between 3 sections in 10th
grade (“seconde”): International Section, European Section and Classic Section. They will be allowed to
learn a third foreign language (Mandarin, Spanish or German), which will not be compatible with Latin.
The Principal underlines that students choosing to follow the International Section of 11th grade
(“première”) will have to stay in this section until their graduation at the end of 12th grade (“terminale”).
The Principal explains that the students currently in 6th grade will keep following their current curriculum
throughout Middle School.
2.4. Certifications
At the end of Cycle 3, students will have to take an examination to obtain the following certifications:
- KET in English
- DELF in French
For the 7th grade, the certifications are for Mandarin: HSK1 or HSK2.
For the 9th grade, the certifications will be optional and as follows:
- APTIS in English
- FIT IN DEUTSCH in German
- DELE in Spanish
For the 10th grade, the certifications will be as follows:
- IGCSE or L&L in English (mandatory)
- FIT IN DEUTSCH in German (optional)
- DELE in Spanish (optional)
- HSK2 or HSK3 in Mandarin (optional)
The mandatory certifications for the 11th grade will concern English language: IELTS or CPE.
2.5. Continuous Education
The Principal explains that the regional continuous education plan is organised under the responsibility
of the Lycee Français de Pekin in partnership with the AEFE.
During the year 2013-2014, the LFS organised 36 training sessions for 93 trainees: 14 trainees from the
administrative team, 45 trainees from Elementary School and Kindergarten and 34 trainees for
Secondary School.
Internal trainings have been organised as well, about various topics such as language, new
technologies, dealing with conflicts, and first aid.
2.6. Educational Plan (“Projet d’Etablissement”)
The Principal explains that the new Educational Plan is not finalised yet. The main goal is to allow all the
stakeholders to reflect on the different topics, and not to rush to a conclusion.
The Principal reminds the assembly of the different topics:
1. The path of languages of the students from Kindergarten to Terminale
2. How to support student diversity (difficulty, excellence, or harassment)
3. How to teach using digital tools
4. The place of the pupil in the school and in the learning process (empowerment, autonomy,
citizenship, health education, sustainable development)
5. Career guidance and further education. The question of the creation of a “Classe préparatoire” at
the LFS
6. Openness to Singapore and Asia
7. Arts, cultural and sporting activities
8. Communication
9. Human Resources
10. Growth of the School and feeling of belonging
11. School timetables
12. The role and place of the School Committees
Two steering committees have been organised in January and in May. The brainstorming will continue
during the first semester of the school year 2014-2015 and the Educational Plan should be finalised
around the end of the year 2014.
2.7. Examinations 2013-2014
The Principal reminds the assembly the dates of the examinations:
- Baccalaureate: from 16th to 27th June 2014 (written and oral tests)
- Early tests: from 19th to 20th June 2014
- Brevet des collèges: 23rd and 24th June 2014
The Graduation ceremony will be the 27th June 2014.
To conclude his speech, the Principal wishes to thanks all the persons discreetly working within the
school for the students and the employees’ wellbeing: the cafeteria staff and cleaning teams. He also
extends his thanks to the Discipline Masters, the secretaries and the assistants who all perform
important work towards the goal of educating the children.
3. Approval of audited financial statements for 2013
The Treasurer, Jamal Goual, presents an overview of the financial situation of the LFS:
- The sustained growth in enrolment saw an increase in the revenue of 15% compared to 2012
- Expenses increased at a comparable rate by 15,6% compared to 2012, mainly impacted by the
strengthening of the management structure. The Treasurer also reminds the breakdown of every
100 SGD spent at LFS :
o RH: 63%
o Maintenance: 9%
o Real estate: 9%
o AEFE’s invoice: 6%
o Catering: 4%
o Teaching expenses: 4%
o IT: 2%
o Others: 2%
- Results and operating cash flow are sufficient to ensure the growth of the LFS with a net result of
5.9 MSGD (excluding LFS Development fund)
- Total of assets amounts to 75.6 MSGD (+13,5% versus 2012)
Bank balance amounts to 29.1 MSGD (-22,2% versus 2012): it has been impacted by the launch of the
extension project. Of this, 46% represents deposits/school fees advanced received and owed by the LFS
to the families/companies
The balance sheet structure is very strong with a 54.7 MSGD total equity (over a 75.6 MSGD total
assets) as of 31 December 2013.
The Treasurer then goes through the slides presenting in detail the financial statements for the 2013
fiscal year.
The assembly unanimously approves the financial statements for the year ended December 31st 2013.
4. Examination of the 2014 budget and approval of 2015 budget estimates
The Executive Director comments the revised budget for 2014.
The Executive Director presents the new assumptions for 2014 and the assumptions for the 2015
- opening of 7 additional classes from September 2014 and 4 from September 2015
- 2 600 students on September 2014 and 2 738 students on September 2015
- 190 teachers on September 2014 (versus 178 on September 2013) and 199 on September 2015
- an increase by 5% of the school fees from both September 2014 and September 2015
- increase of teaching expenses based on an analysis of the needs and on the increase of the
number of students for 2014. For 2015, the same ratio per student has been used, plus 5%
- increase of employee related costs to support this growth and strengthen the structure for 2014.
The same ratio of teacher per class has been used for 2015, plus 5%
- maintenance and service costs have been determined for 2014 based on a precise analysis of
the needs. For 2015, the same ratio per square meter will be used, plus 5%
- CAPEX (Capital Expenditure) and amortization is expected to be impacted for 2014 by the lease
of Serangoon. It will be further impacted in 2015
The Executive Director explains that the budget for the building of the phase 1 of the extension of the
School amounts to 90.3 MSGD:
- Lease and building: 81.3 MSGD
- Conversion Ang Mo Kio Campus: 4.0 MSGD
- Fitting out and equipment: 5.0 MSGD
In addition to this budget, the renewal of the lease in 2023 is expected to be in the range of 20 MSGD.
The Executive Director explains that the increase in school fees will average 5% from September 2014.
School fees from September 2014:
- Kindergarten: 15 000 SGD for French and 19 100 SGD for other nationalities
- Elementary School : 15 750 SGD for French and 19 950 SGD for other nationalities
- Middle School (“collège”): 18 250 SGD for French and 22 350 SGD for other nationalities
- High School (“lycée”): 24 450 SGD for French and 27 500 SGD for other nationalities
The additional cost for bilingual class and Middle school International Section will also be increased on
average by 5% from September 2014:
- Kindergarten and Elementary: 1 240 SGD
- Middle School (“collège”): 1 360 SGD
The Executive Director announces that the canteen fees will increase on average by 3.7% from
September 2014:
- Kindergarten: 1 170 SGD
- Elementary (CP-CE1): 1 070 SGD
- Elementary (CE2-CM2): 860 SGD
- Middle School (“collège”): 1 390 SGD
The first time and annual registration fees will remain at the same level as September 2013 for
September 2014.
Based on the above tarification, the revenue for 2014 is expected at 46 827 KSGD versus 42 224 KSGD
for 2013. The estimated revenue for 2015 is 52 932 KSGD.
In terms of operating expenses, the increase in employee benefit expenses is expected around 16% for
2014 (as a result of the consolidation of the structure) and 8.1% for 2015. An increase of the
maintenance costs is forecast for 2015 due to the new campus.
Based on these assumptions, the results for 2014 are expected to decrease compared to 2013: 4 901
KSGD in 2014 versus 6 764 KSGD in 2014. The result for 2015 should be slightly higher at 5 255 KSGD.
The Principal announces that for the beginning of the School year September 2014, ten prefabricated
classrooms will be set up on the site located next to the path of the Serangoon campus. These buildings
will be used by the CM1 or CM2. These prefabricated classrooms are of high quality and the children will
benefit from the same working conditions as those in the current classrooms. Pupils will continue to
benefit from all of the school’s facilities.
The setting-up of prefabricated classrooms was necessary to enable the creation of two science labs for
secondary students and to be able to welcome the 200 additional kids expected for the next academic
year. These labs and all the work for September 2014 with the exception of the prefabricated classrooms
is permanent meaning it will remain after the opening of the new building.
The Executive Director underlines that these prefabricated classrooms will be of excellent quality. The
renting will amount to 37 000 SGD per month (approx. 200 000 SGD for 2014). These buildings will be
leased for a period of 15 months until December 2015 as a backup solution in case the new building is
not ready for September 2015.
The self-financing capacity of the School (operating cash flow before change in working capital) are
expected at 8 544 KSGD in 2014 and 10 519 KSGD in 2015, slightly above the target of 8 MGSD
necessary to reimburse the loan + interest and provision for the AMK lease to be renewed in 2013.
The assembly unanimously approves the 2014 revised budget.
The assembly unanimously approves the 2015 budget estimates.
6. Nomination of the auditors for the year 2014
The assembly approves unanimously the nomination of J.K. Medora & Co. LLP as LFS’ auditors for the
year 2014.
7. Miscellaneous Questions / other matters
Extension project
The Executive Director introduces the Project Manager for the building of the extension, Laurence Bigot,
and thanks her for her remarkable work.
The 3 phases of the project on Serangoon Campus are:
- Phase 1: opening of the Elementary School in September 2015
- Phase 2: extension of the Elementary School around 2020
- Phase 3: opening of the new Kindergarten around 2025
The final capacity of both campuses will be 4400 students (1900 on AMK and 2500 on SRG). The
Executive Director explains that Phases 2 and 3 may be swapped in the future depending on the
School’s needs.
Project Actions:
- Submission of tenders on 25th October 2013
- Selection of the Building Contractor on 7th December 2013
- Mobilisation on 5th February 2014
- Delivery of the Written Permit by Singaporean Authorities on 30th April 2014
The Executive Director explains that the delivery of the Written Permit is conditional on the following:
- The LFS will have to conduct road works in the School’s area (notably for the U-turn on Ang
Mo Kion avenue 3)
- The School will have to organise staggered timing between the two campuses
The Executive Director explains that, due to the difficulties met in obtaining the delivery of the Work
Permit, the works for the extension phase 1 should be completed end of August 2015. The team is
working on alternative solutions in case the opening on September 2015 is not possible.
The financing of the project is as follows:
- Self-financing: 15,4 MSGD
- Loan: 60,0 MSGD
- Companies (through ODF and/or donations): 6,4 MSGD
- French government with the AEFE: 8,5 MSGD
The Treasurer thanks the companies that support the LFS and especially the major contributors, by
means of ODF or with the children of the employees attending the LFS.
The assembly gives unanimously in-principle approval for the mortgage of the two campuses.
Miscellaneous questions
a/ Transport
The Executive Director announces that, for the third year in a row, there will be no increase in fees for
the transport.
A survey has been conducted and received 29% participation, which is good turnout knowing that no
reminder was sent. The general feedback is excellent with 80% of persons satisfied or very satisfied. The
School is currently working on the implementation of modifications further to comments received from the
users. In particular, the team is working on the creation of transport solutions for students after the AES
for the school year 2015-2016.
The Executive Director explains a change to the transport agreement with Woodlands. The Executive
Director states that with the growth in the number of French families living on Sentosa, the increased
number of children and collection points, and the slow traffic it is difficult for Woodlands to meet the
terms of their agreement with the school. The agreement signed with Woodlands provides that the pickup can’t be before 7.15am and that the commute cannot be longer than 50 minutes. It has become
difficult for Woodlands to ensure safety and to meet these criteria.
Therefore, a waiver has been granted to the agreement to allow a first pick-up from 7.05am and a
maximum travel time of 1 hour from September 2014 and exclusively for Sentosa.
b/ Miscellaneous questions
The President and the Executive Director read out the questions received before the Annual General
Meeting and answer them assisted by the Principal for the educational aspects and the Treasurer for the
financial points:
Evolutivité/économies d’échelle (scalability) : Scalability/economies of scale
Le chiffre d’affaires (revenue) a augmenté de 15% entre 2012 et 2013 (resp. 42,118,784 SGD et
36,723,920 SGD). Compte tenu que les tarifs d’écolage ont augmenté d’environ 5%+, cela signifie que la
progression de l’activité (% d’augmentation du nombre d’enfants fréquentant l’école) est inférieure à
15%. Cependant les dépenses d’exploitation (other items of expenses) ont augmenté de 16% (resp.
37,408,092 et 32,160,339). Or les économies d’échelle sont courantes pour ce type d’activité (école). Le
lycée a-t-il un tel plan d’évolutivité (scalability) et si oui, lequel ?
Revenue has increased by 15% between 2012 and 2013 (resp. SGD 42,118,784 and SGD 36,723,920).
Taking account of the increase in school fees of around 5%+, this means that the increase in activity (%
of increase of the number of children attending the school) is below 15%. However other items of
expense have increased by 16% (resp. 37,408,092 and 32,160,339). The scalability is actually standard
for this type of activity (school). Does the Lycée have such a scalability plan, and if so, what is it?
The LFS does not have enough perspective to answer this question with certainty. The largest areas of
expenditure are linear and proportional to the number of students. The other items are fixed costs such
as land and real estate. Some flexibility is possible but on a small portion of the budget: LFS is
negotiating on some large contracts and recently hired a purchasing manager.
The new management team is currently working on reports which would allow budget allocations to be
examined from three perspectives:
• Run the School: Fixed expenses
• Change the School: Investment and maintenance
• Build the School: Building of the extension
Each item will be subdivided in “Nice to Have” and “Must be done”.
In addition, thanks to the recruitment of a cost controller, the team is also working on the P&L (Profit and
Loss) by the school to ensure that the school fees remain appropriate by school (this is expected to be
completed before the academic year 2015/2016).
The expenses are currently increasing more than the revenue. This is mainly due to the strengthening of
the management structure: 35 new positions have been created, including 7 for the administrative team
(such as an assistant to engineers for the extension). Staff costs represent 62% of total expenses. The
Executive Director emphasizes the role of the purchasing manager. Economies of scale are possible on
the volume of service delivery and purchases such as printing paper.
Dépenses d’enseignement (Teaching Expenses) : Ces dépenses s’élèvent à 1,432,566 SGD, en
progression de 27% par rapport à l’exercice précédent. Ces dépenses sont la somme des dépenses
pédagogiques (class expenses) et des dépenses liées aux activités de « projets et voyages scolaires »
(school projects and excursions), telle que résumé dans le tableau ci-dessous (note 8 des comptes
These expenses have risen to SGD 1,432,566, a 27% increase in comparison with the previous year.
These expenses are the sum of the class expenses and expenses connected to school projects and
excursions, as summarised in the table below (note 8 in the audited accounts).
Teaching expenses
Class expenses
School project and excursions
% increase/decrease
38% note 8 des comptes audités
a/ Les dépenses pédagogiques (class expenses) ne représentent que 2.1% du total des dépenses
d’exploitation (other items of expenses) (1.9% en 2012). Ce % est-il conforme à ce qui est observé
dans d’autres lycées français en France, à l’international ?
a/ Class expenses only represent 2.1% of the total of other items of expense (1.9% in 2012). Is this %
consistent with findings in other French Schools in France and abroad?
The LFS does not have access to any benchmark on this topic. The AEFE has not come back to us
The Principal emphasises the variety in types of French schools abroad. He believes that the
important thing is not to compare but to determine the best set-up to allow our teachers to deliver the
best pedagogical experience to your kids
b/ les dépenses pédagogiques augmentent de 27%, supérieures à l’augmentation de l’activité (c’està-dire du nombre d’enfants au Lycée, inférieure à 15%). Que recouvrent exactement ces dépenses ?
Comment expliquer cette hausse ?
b/ Class expenses have increased by 27%, greater than the increase in activity (that is, of the number
of children at the Lycée, under 15%). What do these expenses cover, exactly? How can this increase
be explained?
The increase in teaching expenses is mainly due to higher expenses related to AES (external coach
services, purchase of small equipment). For the first time this year, as indicated in note 27, the
income and expenses relating to extra-curriculum activities and school trips have been presented in
their respective income and expenses categories. Previously the income net of the expenses was
presented under “other income”. The expenses relating to AES amounted to 230 KSGD and
increased by 35% compared to 2012.
In addition, a growth in teaching expenses of schools has occurred (kindergarten / elementary and
secondary) consistent with the increased activity.
c/ les dépenses de « projets et voyages scolaires », quant à elles, augmentent de 54%. Est-ce que
l’augmentation des « projets et voyages scolaires » est la priorité du Lycée, avant celle des dépenses
pédagogiques (class expenses) ; autrement dit ce type de hausse va-t-il perdurer dans l’avenir ou le
LFS envisage-t-il de réduire ce poste (en valeur absolue et en valeur relative) ? si oui de combien ?
c/ As for « school project and excursion» expenses, they have increased by 54%. Is the increase for
“projects and excursions” a priority for the Lycée, over class expenses; in other words is this type of
increase going to continue in the future or does the LFS intend to reduce this item (in absolute value
and in relative value)? If so, by how much?
d/ les dépenses de « projets et voyages scolaires », représentent désormais 44% du total des
dépenses d’enseignement (contre 40% l’année dernière), les dépenses pédagogiques représentant
56% (contre 60% en 2012). Ce ratio est-il conforme à ce qui est courant dans les établissements
français en France ? à l’étranger ?
d/ The « project and excursion” expenses, now represent 44% of the total teaching expenses (against
40% last year), the class expenses represent 56% (against 60% in 2012). Is this ratio consistent with
what is commonly seen in French schools in France and abroad?
e/ Une partie du coût des projets et voyages scolaires est assuré par les familles : quelle est la
proportion restante pour les familles ? Avez-vous une politique de ne pas dépasser un certain
montant/pourcentage dans le but de ne pas alourdir la charge restante pour les familles, pour des
activités qui ne sont pas prioritaires ? si oui lequel ?
e/ A part of the cost of projects and excursions is covered by the families: what is the remaining
proportion for the families? Is there a policy of not exceeding a certain amount/percentage in order
not to add to the remaining charge for the families, for activities that are not regarded as priority? If
so, what is it?
The Principal answers c/ d/ and e/ by reminding the assembly that trips do represent educational
projects. The number of trips organised reveals how dynamic the teachers are and offers great
opportunities to the pupils. Pedagogical work are organised with the children before and after each
trips. Trips empower children by allowing them to learn how to live with others and to become more
autonomous. There was an increase of trips in 2013 compared to 2012 (11 versus 6).
Cantine (Canteen meals) : Il existe une différence entre les frais de cantine facturés aux parents
(Canteen Meals fees) et les dépenses liées à la cantine (canteen meals expenses), qui représente près
de 300, 000 SGD en 2013 et 545,000 SGD sur les deux années 2012 et 2013 (voir tableau ci-dessous).
Canteen meals: There is a difference between the Canteen Meal fees and the Canteen Meal expenses,
which is nearly SGD 300,000 in 2013 and SGD 545,000 over the two years 2012 and 2013 (see the
table below).
Source: Financial Statements for FY 13 -consolidated
Canteen Meal Fees
Canteen Meal Expenses
Cumulative (last 2 FY)
Source: Financial Statements for FY 13 -consolidated
Canteen Meal Fees
Canteen Meal Expenses
Cumulative (last 2 FY)
a/ A quoi sont consacrés les 300 000 SGD qui sont facturés aux parents pour la cantine et qui ne
sont pas consacrés aux frais de cantine ?
a/ How is the SGD 300 000 spent, which is invoiced to parents for the canteen meal fees and not
used for the canteen expenses?
b/ S’agit-il, au sens de la loi des sociétés et de la réglementation comptable en vigueur en
Singapour, d’une surfacturation (over invoicing) ?
b/ Is this a case of, as defined in company law and accounting regulations in effect in Singapore,
c/ si oui, cela signifie que les bénéficiaires (les enfants, et a fortiori les parents propriétaires de parts
du LFS) n’ont pas reçu en termes de qualité et/ou de quantité des repas ce pour quoi ils ont été
facturés. Une telle pratique serait-elle conforme légalement à l’objet social du Lycée, ainsi qu’à son
statut de « charity » ?
c/ If so, this signifies that the beneficiaries (the children, and especially the parent shareholders in
the LFS) have not received the meals, in terms of quality/and or quantity, for which they have been
invoiced. Does such a practice comply legally with the Lycée’s company purpose, as well as its
“charity” status?
d/ si oui, n’y aurait-il pas risque de demande de réparation en justice par un propriétaire des parts ?
Dans ce cas, quels sont vos critères d’estimation de ce risque (y compris du montant dont le LFS
pourrait être jugé redevable ?)
d/ In this case, is there not a risk of a demand for legal redress by a shareholder? In this case, what
are your criteria for this risk estimation (including the amount for which the LFS could be deemed
e/ s’il y a eu surfacturation, le LFS a-t-il prévu un plan de remboursement des parents ?
e/ If there has been over-invoicing, has the LFS a reimbursement plan in place for the parents?
The aim of the school is obviously not to over-invoice parents. All profits have to be reinvested: there
cannot be any distribution of dividends since the school is a charity and its Executive Committee
members are volunteers.
The financial statements show the direct cost of the canteen (the meals) and how much has been
invoiced to the parents.
There is always a difference between the invoiced amount and the cost of meal. This difference aims
to cover the purchase of equipment, and structural costs (including amortization of land), as in any
business. Purchases of equipment can vary significantly from one year to another (eg 280 KSGD
budgeted for 2014 corresponding mainly to the work / facilities for kindergarten / school cafeteria).
The school tries to perform an average of those variations and to avoid impacting the invoicing with
it. Indeed, it happened in the past that the difference highlighted in the question was not positive but
negative, that is to say a cost for the school.
f/ Y a-t-il d’autres postes du compte de résultat ou du bilan qui feraient l’objet d’une éventuelle
surfacturation, tels que, par exemple : frais de scolarité, autres dépenses de gestion (IT, etc.),
dépenses liées aux investissements d’agrandissement du lycée ?
f/ Are there other income or balance sheet items which could be subject to possible over-invoicing,
such as, for example: the school fees, other management expenses (IT, etc.,) expenses connected
to the Lycée’s extension investments?
The Treasurer explains to the assembly that there is no over-invoicing at the French School. All
profits have to be and are reinvested in the School.
This said question of pricing is legitimate and important to all: employees, parents, companies and
public partners such as the AEFE or EDB.
As explained during the OGM held on December 3rd, the LFS is the least expensive international
school in Singapore covering grades for children from 3 years old to 18 years old (Kindergarten,
Elementary School and Secondary School). LFS is a private company of which you are the
The LFS received a mandate to support growth and build a new school. LFS ensures its growth
primarily through self-financing. Whenever the School pays for land, it pays upfront 30 years of rent.
Currently, the LFS is committed to a loan of 15 years for Phase 1 of the extension project.
The Phase 2 will have to be funded if the growth continues. The responsibility of the Members of the
School is to maintain the capacity to accompany the French and Francophone people and
companies setting up in Singapore, with an adequate level of equipment, and also to be able to deal
with any situation.
The Members and the Executive Committee can always review the pricing and how prices evolve
over time but they have to look at it on the long term. It is a good thing to have a transparent and
open debate on these questions, but everybody has to bear in mind the future of the School and of
the community.
The Executive Committee is open to the idea of introducing in the future new pricing scenarios,
based on economic parameters, the building project and a review of the costs of School
(Kindergarten, Elementary and Secondary School).
Frais de personnel (Employee benefit expenses) : quelle est la composition de cet agrégat et
notamment la proportion entre personnel d’éducation (y compris les surveillants) et autres personnels
(de gestion, d’administration, etc.)? Pourquoi ce poste augmente-t-il de 20% alors que le chiffre
d’affaires n’augmente que de 15% ?
Employee benefit expenses: What is the composition of this aggregate and particularly the proportion
between educational personnel (including the supervisory staff) and other personnel (management,
administration, etc.)? Why has this item increased by 20% while the revenue has only increased by
As mentioned above, 2013 saw a strengthening of the management structure (Executive team,
operational manager, financial service). This strengthening has continued and is expected to stabilise in
The Pedagogical team has also been strengthened with the creation of an additional CPE position and of
an assistant position in career and studies counselling. Teachers represent 64% of the staff in
September 2013 (172 teachers out of 269) and approximately 75% of staff costs.
Rémunérations : Les trois rémunérations les plus élevées enregistrent une hausse de 15%, aussi
importante que la hausse du chiffre d’affaires, par rapport à l’exercice précédent (note 7 - 552,325 SGD
et 481,673 SGD pour (resp.) 2013 et 2012). Cet agrégat concerne-t-il que la rémunération de base
(basic wages) ou intégre-t-il d’autres avantages ? si oui à combien se monte l’agrégat de ces avantages
(e.g. rémunération réelle) ?
Remuneration: The three highest remunerations record an increase of 15%, as high as that of the
revenue, in comparison with the previous year (note 7 – SGD 552,325 et SGD 481,673 for (resp.) 2013
and 2012). Does this aggregate concern only the basic wage or does it include other benefits? If so,
what is the aggregate cost of these benefits (e.g. real remuneration)?
This question touches on confidentiality and the response made was given within this limit.
The LFS is committed to an extension project approved in Annual General Meeting.
Enrolment growth - both pupils and employees - led the School’s management to strengthen the
management structure. Thus, professionals have been recruited to fill positions and internalize number
of functions. This is accompanied, with the support of the AEFE, by the growth of the number of
Educational Directors allocated to the school. The need to strengthening the LFS’ HR structure is
confirmed with the building of a new school.
Conducting a benchmark with other schools is difficult as there are a very limited number of schools
equivalent to the LFS. However, a benchmark has been conducted and it has confirmed the need to
strengthen the school’s staff.
The Treasurer underlines that a growth in size does not necessary means scalability. He reminds the
assembly that the largest areas of expenditure are proportional to the number of students.
The Treasurer confirms that the School has spent significant HR costs in the last two years to support
the LFS in its growth. However, he explains that he can’t go into details due to privacy constraints. He
adds that LFS does not provide direct benefits under "expat package".
To conclude, he reminds the assembly that the LFS remains within its budget.
For clarity, the Treasurer confirms a general need of review of the salary scales and HR costs of the
A working group has been created for this purpose, and any expertise is welcome if an expert wishes to
apply as candidate to the election to be held in October or November for the Executive Committee.
Dépenses de recrutement/immigration (Other expenses – recruitment/immigration expenses
(Note 10 des comptes audités) : Ce poste est en augmentation de 128,380 SGD entre 2013 et 2012 (il
passe à 174,774 SGD contre 46,394 SGD). Cela représente combien de personnes recrutées ? Y a-t-il
eu appel d’offres concernant les cabinets de recrutement ?
Other expenses – recruitment/immigration expenses (Note 10 of the audited accounts): This item
has increased by SGD 128,380 between 2013 and 2012 (it has gone up to
SGD 174,774 against SGD 46,394). How many personnel recruited does this represent? Were there
calls to tender in respect of the recruitment agencies?
This topic has already been discussed during the AGM held on December 3rd 2013. As mentioned
earlier, the School’s growth lead to staff recruitment and to recruitment costs.
The recruitment process is as follows: the job advertisement is published internally and on the LFS’
website. The Schools occasionally works with headhunters. In that case, the School usually works with 2
to 3 agencies to obtain the best service at the best price.
Autres revenus : Les « autres revenus » (« Other income ») comprennent un poste « others » (note 4
des comptes audités), qui s’élève à 663,164 SGD en 2013 contre 267,401 SGD en 2012. Que recouvre
ce poste ? pourquoi une telle augmentation de 148%) ?
Other income: The “Other income” includes an item “others” (note 4 in the audited accounts) which has
risen to SGD 663,164 in 2013 against SGD 267,401 in 2012. What does this item cover? Why is there
an increase of 148%?
Other revenue include:
- contributions to school trips: increasing because of a higher number of trips (11 in 2013 versus 6
in 2012)
- revenues related to certain educational projects such as the SIMUN
- administrative costs are retained in the case of a cancellation of registration. As there have been
more registrations during the school year 2013-2014 there have been more cancellations so the
School retained a larger amount of administrative costs.
Couverture des risques : On constate une perte de change de 163,657 SGD en 2013 (contre un gain
de 164,988 SGD en 2012). Compte tenu que le lycée travaille de façon récurrente avec au moins deux
monnaies, le SGD et l’EUR, a-t-il une politique de gestion de ses risques de change ? (si oui laquelle).
Le lycée a-t-il également une politique de couverture d’autres risques ?. Si oui lesquels et comment ?
Risk Coverage: There is a foreign exchange loss of SGD 163,657 in 2013 (against a gain of SGD
164,988 in 2012). Taking account of the fact that the Lycée works on an on-going basis with at least two
currencies, the SGD and the EURO, is there a foreign exchange risk management policy in place? If so,
what is it? Does the Lycée have other risk coverage policies? If so what are they and how do they
Foreign currency exchange loss in 2013 versus a gain in 2012 is related directly to variations in the Euro
against the Singapore dollar.
The LFS pays invoices in Euro to the AEFE for staff and for the contribution to the AEFE (note 9). The
LFS explicitly does not wishes to create a policy of covering these risks: their impact on the income
statement is low and the LFS doesn’t want to put the money of the families registering their children to
the School at risk.
The other financial risk for the LFS is linked to the interest rate including the new loan of 2014. Interest
rates remain low at present. It is not in the interest of LFS to take rate risks hedging at this stage. The
School will follow this topic closely.
Actifs incorporels (intangibles) : 203,673 SGD concernant un software, inscrits au bilan en 2013 au
titre de « reclassification from prepayments » (note 13). Quelle est l’opération que ce libellé recouvre ?
Intangibles: SGD 203,673 concerning software, included in the balance sheet in 2013 under
“reclassification from prepayments” (note 13). What does this refer to?
“Reclassification from payments” corresponds to the implementation of the ERP (management software)
- the Students database
- a Microsoft accounting software
- a software managing HR and payroll.
These amounts have been classified as “intangible assets” on January 1st 2013 when the ERP became
Autres créances d’exploitation (other receivables) (note 14b) : Cet agrégat s’élève à 862,188 SGD,
et représente presque le double de l’aggrégat « trades recevables » : que recouvrent les postes de
l’aggrégat « autres créances d’exploitation (other receivables) » , résumé dans le tableau ci-dessous, et
en particulier les poste « autres effets à recevoir des tiers » (other receivables from 3rd parties) ?
pourquoi une variation de 148,181 SGD sur ce poste ? que recouvre-t-il ?
Other receivables (note 14b): This aggregate has risen to SGD 862,188, and is almost double the
trade receivable aggregate: what do the “other receivables” items cover, summarized in the table below,
and in particular the item “other receivables from 3rd parties”? Why is there a variation of SGD 148,181
on this item ? What does it cover?
Other receivables
staff advances
from trust
from third parties
As mentioned in the note, this item includes advances paid to employees (including installation
assistance for recruitment abroad, absorbed over 3 years), deposits paid (mainly for the lease of existing
buildings in Serangoon), the prepaid expenses and other receivables.
Other receivables consist in:
-pending bills other than tuition fees (invoiced between Schools of the zone, invoices sent to other
schools for educational projects such as SIMUN or sponsorship)
-GST net receivable from the State (difference between output GST and input GST). This post is
related to the rise of these other receivables as a result of higher payments for the extension
Autres dettes d’exploitation (other payables and accruals) (note 19) : cet agrégat augmente de 1 M
SGD environ, dont 721,531 SGD sur le poste « divers » (sundry) (+60%) et 105,800 sur le poste
« charges à payer pour dépenses d’exploitation » (accruals for operating expenses) (+17%) : que
recouvre ces postes et pourquoi une telle hausse ?
Other payables and accruals (note 19): this aggregate has risen by around SGD 1 M, including SGD
721,531 SGD for the item « sundry » (+60%) and 105,800 for the item “accruals for operating expenses”
(+17%) : What do these items cover and why is there such an increase?
This line includes expenditure remaining to pay as remuneration remaining due (mainly invoices for
AEFE’s residents) and AEFE remaining contribution payable in respect of 2013.
It also includes other liabilities (1.9MSGD), including trade payables and deferred income. The increase
of trade payables is due in particular to the extension project (piling), and to the timing of payment of
certain major suppliers (Sodexo).
Changements du (besoin en) Fonds de roulement (changes in Working capital) :
a/ pourquoi une telle diminution des « trade receivables », dans un contexte d’augmentation de l’activité
(nombre d’élèves en croissance) ?
a/ Why is there such a reduction in « trade receivables », within the context of increased activity
(number of students increasing)?
b/ Pourquoi n’observe-t-on que peu de variation sur le poste « avances et frais de scolarité perçus
d’avance » (students deposits and fees received in advance), alors que le nombre d’élèves est en
croissance ?
b/ Why is only a little variation seen in the item “students deposits and fees received in advance”, when
the number of students is rising?
There is no decrease of the trade receivables: this is actually an increase of 184KSGD, in line with the
increase in activity. The small increase appearing on note 14 is mainly due to the increase in late
payments for tuition. It is fortunately low and is followed closely by the School Management.
The amount of student’s deposits and fees received in advance are increasing of 1 MSGD, in line with
the activity.
Options de fondateur : de nouvelles options de fondateur ont été souscrites (ou renouvelées) pour
556,000 SGD en 2013, contre 1,065,000 SGD en 2012. Pourquoi cette variation ? quelle est la tendance
anticipée par le lycée pour l’exercice 2014 et les suivants ?
Founding Shareholders (ODF): new Founding Shareholder Options have been taken out (or renewed)
of SGD 556,000 in 2013, against SGD 1,065,000 SGD in 2012. What is the reason for this variation?
What does the Lycée see as the trend for the 2014-year and following ones?
The Treasurer explains that 2012 has been an exceptional year. The increase of ODF bought in 2012 is
partially linked to the anticipated increase in the price of ODF (from September 2012). Some companies
bought ODF before the increase.
In 2012, 77 ODF were sold versus 39 in 2013. 2014 should be around the same amount as 2013.
Prêts d’entreprises (loans from corporate members) (note 17). Selon la note 17, des entreprises
prêtent de l’argent au lycée, sans intérêt, et ont un droit d’admission prioritaire à l’école pour les enfants
de leurs employés + d’autres privilèges.
Loans from corporate members (note 17). According to note 17, corporate members lend money to
the Lycée, interest free, and have priority of admission to the school for the children of their employees
and other privileges.
a/ compte tenu de l’existence du système des options de fondateur, pourquoi un tel système de prêt
existe-t-il ?
a/ in view of the existence of the Founding Shareholder system, why does such a loan system exist?
b/ est-il inscrit dans les statuts du LFS ? (sinon, fait-il l’objet d’une décision du Conseil
d’Administration (Board) ?
b/ is it provided for in the LFS Articles? (if not, was this a decision made by the Board?)
c/ quel est l’ordre de priorité des enfants concernés dans l’admission au lycée, au regard des autres
ordres de priorité communiqués aux parents ? avant, après les détenteurs d’ODF ?
c/ what is the order of priority of children concerned in admission to the Lycée, in respect of other
orders of priority communicated to the parents? Before or after the Founding Shareholders?
d/ ce système existait-il déjà pendant les années où le lycée a été amené à refuser l’admission
d’enfants par manque de place ?
d/ did this system already exist during the years when the Lycée had to refuse children entry due to
lack of places?
e/ quels sont les « autres privilèges » ?
e/ what are the “other privileges”?
The Loans from corporate members correspond to a system that existed prior to the implementation of
ODF. Most loans were converted to ODF. The remaining loans date from 1980 to 1985. Loans provide
the same priority in registration as ODF. The other benefit linked to the loan is 1 000 SGD of annual
reduction of tuition fees for every 10 000 SGD.
The Loans from corporate members are not mentioned in the MAA.
Investissements et Trésorerie immédiate en fin d’exercice (cash end of the year): Le LFS dispose
en fin d’exercice 2013 d’une trésorerie de 29 M SGD. 55 M SGD et 5 M SGD de lignes d’emprunt ont été
acquis pour financer les investissements d’extension. Sur 2013 21 M SGD d’immobilisations ont été
acquis en utilisant en partie la trésorerie du LFS (variation de 8 M SGD de la trésorerie en fin d’exercice
par rapport à 2012). Des engagements hors bilan figurent pour 56 M SGD pour la première phase d’un
coût total de 90 M SGD (note 25).
Investment and cash at the end of the year: The LFS holds at the end of the 2013 year cash of SGD
29 M. SGD 55 M and SGD 5 M in loans have been acquired to fund extension investment. In 2013,
SGD 21 M of assets were acquired by using in part the cash held by the LFS (a variation of SGD 8 M in
cash at the end of the year compared to 2012). Off balance sheet liabilities are shown at SGD 56 for the
first phase for a total cost of SGD 90 M (note 25).
a/ Pourrait-on avoir communication d’un tableau mis à jour du financement de la 1ere phase, au 30
Juin 2014 et un prévisionnel sur 2015?
a/ Could an updated table be provided for the financing of the 1st phase, at 30 June 2014 and a
provisional one for 2015?
The latest financing plan of the first phase is as follows:
Projet d'extension
incl. Bail de SRG
19 185
23 119
37 373
campus AMK
1 508
81 185
5 000
5 000
3 000
1 000
45 373
1 000
4 000
Total - Phase 1
19 185
de AMK
Total Besoins de
23 119
1 508
90 185
19 185
23 119
45 373
1 000
1 508
20 000
20 000
20 000
110 185
The timing of payments is currently being reviewed as a result of the delay encountered in the start of
the construction.
b/Par ailleurs pourrait-on avoir communication d’un tableau analytique du financement du projet,
mettant en évidence 1/ la contribution des parents (via le « surplus » d’augmentation des frais
d’écolage, au-delà de l’inflation, depuis les 5 dernières années) , 2/ celle des entreprises (options de
fondateur, fondation, donations), 3/ celle du lycée (par sa gestion, traduite par la diminution de ses
coûts d’exploitation ou par l’amélioration de son fonds de roulement, etc.)
b/ In addition, could an analytical table for the project’s financing be provided, detailing 1/ the parents’
contribution (via the « surplus » of the increase in school fees, beyond inflation, for the last 5 years),
2/ the corporate contribution (founding shareholders, foundation, donations), 3/ that of the Lycée
(through its management, translated by the reduction of its other items of expense or by the
improvement in its working capital, etc.)
The financing of the project is as follows:
- Self-financing: 15,4 MSGD
- Loan: 60,0 MSGD
- Companies (through ODF and/or donations): 6,4 MSGD
- French government with the AEFE: 8,5 MSGD
c/ peut-on avoir également communication d’un tableau des effectifs prévisionnels (élèves) sur les
prochaines années et le détail des critères sur lesquels ces prévisions à long terme ont été faites lors
de la décision de l’investissement ?
c/ Could a table of the provisional numbers be provided also (students) for the coming years and
details of the criteria on which these long-term provisions were made for the investment decisions?
The forecasted number of students has been based on the evolution of the number of students over
the past ten years.
September 2000
September 2005
September 2010
June 2014
The School also used statistics from the French Embassy and the French Chamber of Commerce
relating to the evolution of the French Community in Singapore. In addition, the LFS used statistics
from the Economic Development Board (EDB).
The forecasted number of students is as follows:
Number of students
at the beginning of
the School Year
a/ les parents seront-ils consultés par enquête annuelle, y compris en 2014, comme c’était le cas chaque
année auparavant, pour ce qui concerne la décision de l’uniforme ? sinon, pourquoi ?
a/ will the parents be consulted annually by survey, including in 2014, as was the case each year
previously, for decisions on the uniform? If not, why not?
b/ fournisseurs de l’uniforme : est-ce que le choix du fournisseur actuel a été fait sur appel d’offres ?
sinon pourquoi ? si oui, quelle est la fréquence des appels d’offres ? qui décide du choix du fournisseur ?
selon quels critères ?
b/ uniform suppliers: was the choice of supplier subject to an invitation to tender? If not, why not? If so,
what is the frequency of the invitations to tender? Who decides on the supplier? What criteria are used?
No survey relating to the uniform for the school year 2014-2015 will be carried out. The school does not
intend to consult the parents every year on this matter.
The provider of the school uniform was designated in a tendering process: 10 companies were
approached, of which 6 answered. The current agreement signed with the provider is a 3 year contract.
In the selection process of the provider, 4 uniform committees were held and the Executive Committee
For the next academic year, the school uniform will concern only the Kindergarten and the Elementary
school students like the current year. The opportunity will also be given next year for the parents to
purchase a school uniform cardigan for their children. The Students of Secondary level will still have a
uniform for their visits out of the School.
As regards to the Secondary School, a survey will be carried out among the Students’ delegates and the
CVL (Conseil de Vie Lycéenne). This will allow the School to work together with them to find an outfit for
the School outings. The Executive Committee as well as the Parents Committee will also be associated
in this process.
Appels d’offres : pour quels achats, services, le lycée a-t-il recours à des appels d’offres ? quels sont
les fréquences ?
Invitations to tender: for which purchases, services, does the Lycée call for tenders? How often?
Calls for tenders are carried out for all major contracts (cleaning services, maintenance, insurance,
transport, security) as well as for important investments such as the current replacement of all the
copiers. The frequency will depend on the contract agreement and the School needs.
Représentation des parents : existe-t-il une représentation des parents comparable à ce qui existe en
France (différente de la « commission parents ») ? si oui, quel est son statut (appartenance à une
fédération ?) et comment s’articule son fonctionnement dans le cas du lycée ? Notamment, si elle existe,
fait-elle partie des commissions de passage des élèves dans la classe supérieure, de l’admission en
section anglais+, etc. Si elle n’existe pas, est-il envisageable, d’avoir une telle représentation ?
Parent representation: is there parent representation as in France (different from the “Parents’
Committee”)? If so, what is its status (does it belong to a federation?) and how does this operate within
the school? In particular, if it exists, is it involved with the committee deciding on admission to the next
class, admission to the English+ class, etc. If this does not exist, could this type of representation be
Under the agreement concluded with the AEFE, the Executive Committee represents the community of
parents and is responsible for the management of the school. This Executive Committee has been a
member of FAPEE (Fédération des Associations de Parents d’Elèves des Etablissements
d’enseignement français à l’Etranger) since 2010 and of its board since July 2013.
The representation of parents is identical to that of any institution accredited by the French National
Education. Parents participate, as in France, at Class Councils, School Council, Educational Committee,
Secondary level council, Disciplinary Board and Appeal Board.
Parents will not participate to the meeting aiming to study pupils’ admission in English+ section as it is
exclusively a pedagogical matter.
Disponibilité des statuts, des comptes, et autres documents réglementaires : où se trouvent
matériellement les documents que les parents peuvent consulter, en vertu de la loi sur les sociétés
commerciales à Singapour ? quels sont les horaires d’ouverture ? compte-tenu du fait que la structure
juridique et de fonctionnement du LFS est différente de celle d’un lycée en France et de nombre de
lycées français à l’étranger, et que les parents nouveaux arrivés sont peu familiers avec son
fonctionnement (notamment la sollicitation de leur participation aux AG), peut-on envisager que chaque
famille lors de l’admission de son/ses enfant(s) au LFS, reçoive au moins les statuts et les comptes du
dernier exercice fiscal ?
Availability of Articles, accounts, and other regulatory documents: where are the documents
physically located for parents to consult, in respect of the Business Corporations Act in Singapore?
What are the opening hours? In view of the fact that the legal structure and operation of the LFS is
different from Lycées in France and the number of French Lycées abroad, and that newly arriving
parents are unfamiliar with its mode of operation (particularly being asked to participate in the General
Assemblies) might each family on their child/children’s admission to the LFS, be able to have at least the
Articles and accounts of the last fiscal year?
LFS’ MAA and last financial statements can be found on request by a parent in the administration office
from 9am to 5pm. Giving out explanatory documents regarding the School’s mode of operation to new
parents is currently under discussion. As a reminder, these documents are available to parents at
general meetings.
Activité en 2013 : Au titre de la présentation de l’activité de la société en 2013, ainsi que les
perspectives en 2014/2015, le Conseil peut-il donner des informations telles que : quel est le ratio entre
le nombre d’élèves provenant de familles qui sont sous contrat de type « mission » d’une entreprise
française (et donc repartiront au bout de quelques années) et le nombre d’élèves des autres familles ?
Progression de l’activité en 2014 (nombre d’élèves), ainsi que de ce ratio ? Répartition des professeurs
par statut ? etc.
Activity in 2013: For the report on the company’s activity in 2013, as well as perspectives for
2014/2015, could the Committee provide information such as: the ratio between the number of students
from families who are on assignment-type contracts for a French company (and will therefore leave after
Appendix 1: Discours de l’Ambassadeur
Monsieur le Président, cher Axel, Mesdames Messieurs,
Je suis très heureux de me trouver pour la seconde fois avec vous à l’occasion d’une Assemblée
Générale du Lycée Français de Singapour.
Si un mot vient à l’esprit lorsque l’on parle du LFS, il s’agit du dynamisme. Le récent succès, salué par
le Président, de la fête de l’Ecole en est la plus parfaite expression. Une telle mobilisation quelques
semaines à peine après un Walkathon qui a également été un grand succès est remarquable.
Ce dynamisme, c’est celui de tous, c’est aussi naturellement celui des équipes du Lycée et c’est une
capacité à mener de front une multiplicité de projets, que ce soit le projet d’établissement, le projet
d’extension etc…
L’Ambassade félicite le Lycée, encourage son dynamisme et remercie l’ensemble des parties
prenantes. Elle est aussi attentive aux côtés du LFS et l’accompagne dans le suivi de ses projets.
L’Ambassade veille également à ce que la concertation soit la plus inclusive possible, comme c’est le
cas actuellement. Il est important que chacun puisse faire valoir son point de vue.
Le Dynamisme du LFS est d’abord au service de l’efficacité de l’institution pédagogique, mais aussi au
service de cet outil de rayonnement que peut être – qu’est déjà – que doit être encore plus demain –
le Lycée Français de Singapour. Ce rayonnement repose en partie sur l’ouverture à la société
singapourienne, sujet déjà évoqué lors de la dernière Assemblée Générale. Il serait prématuré de
parler dès à présent d’une possibilité d’ouverture du Lycée à des étudiants singapouriens. Je pense
cependant que c’est un objectif à long terme, qui pourrait avoir un grand intérêt pour le Lycée et pour
le rayonnement de l’institution.
Le rayonnement, c’est également, d’ici là, des liens à développer – et qui se sont déjà développés
sensiblement ces derniers mois – avec des établissements singapouriens. Il existe un enjeu collectif
autour de l’attractivité de la France pour les étudiants singapouriens au moment de leurs études
supérieures. Aujourd’hui, la France reçoit environ 450 étudiants singapouriens par an pour des études
de plus de 2 ou 3 mois. C’est à la fois bien et trop peu puisque l’objectif est de doubler ce chiffre. Il
convient de prendre les choses à la racine et la question de l’ouverture et du contact avec la France à
travers la langue et dès le plus jeune âge est important.
Le rayonnement du LFS apparait aussi de manière plus ponctuelle mais très emblématique lorsque des
personnalités françaises viennent en visite, comme cela a été le cas ces derniers mois. Je pense à Eric
Orsenna, qui a donné une conférence appréciée par les professeurs et les élèves mais aussi à Jack Lang
ou à Jean-Pierre Bel, Président du Sénat. Chacun a été impressionné par ce que représente le Lycée :
sa taille, sa performance etc… Ces éléments marquants font que l’on continuera à bénéficier de cette
attention des personnalités françaises pour ce qui est conduit à Singapour. Des visites de sportifs très
connus sont également prévues au mois de septembre.
Evoquer le rayonnement du Lycée Français c’est aussi souligner le fait que, de notre point de vue, le
LFS est partie intégrante de l’équipe France ici à Singapour. Pour en donner un exemple concret, le
Proviseur Bernard Pujol était il y a moins de deux demains avec nous dans une réunion du conseil
d’influence, qui travaille sur les questions d’éducation, de culture et d’attractivité afin de rechercher
les moyens d’augmenter l’impact de la France à Singapour. Lors de cette réunion a été acté le principe
de relancer un festival culturel français à Singapour qui aurait vocation à être annuel, pérenne et à
l’image de ce qui est réussi depuis une vingtaine d’années maintenant à Hong Kong.
Nous avons ici l’avantage de bénéficier d’une coopération culturelle très forte avec les institutions
culturelles singapouriennes. Ce beau projet a été lancé, Bernard nous a accompagné dans cette
réflexion et ces travaux. Je suis convaincu que le LFS pourra prendre toute sa place dans ce qui sera,
au printemps prochain, une échéance majeure.
Encore bravo et un grand merci à toutes les équipes. Ce fut une année scolaire particulièrement riche
qui j’espère se terminera bien pour tous les étudiants qui ont encore des échéances studieuses.
Je vous redis mon plaisir d’être avec vous et l’attention que l’Ambassade porte à tous vos projets.
Appendix 2: Discours du Président
M. l’Ambassadeur, je vous remercie pour votre intervention et l’attachement et l’intérêt tout
particuliers que vous avez témoigné au LFS depuis la prise de vos fonctions il y a un an. Je tiens
également à remercier M. Bertrand Pous, Conseiller Culturel de l’Ambassade de France, votre
représentant au sein du Conseil Exécutif, pour son engagement continu et toujours constructif tout
au long de cette année.
Le Conseil Exécutif salue également, les énergies conjointes et complémentaires de Messieurs
Bernard Pujol, proviseur du LFS, et Fréderic Regottaz, Directeur Exécutif du LFS, qui ont réussi à
mobiliser avec succès leurs Directions respectives. Vous avez surement tous remarqué les actions
déjà fort efficaces de Bernard, mais il ne faut pas oublier celles moins visibles mais fort appréciées de
Fréderic. Je ne doute pas que leur tandem, leur travail et leur passion continuent de conduire et
porter le Lycée dans sa transformation et sa croissance actuelles. J’ai grand plaisir à travailler avec
Pour mémoire, le Conseil Exécutif, que je préside, est constitué de membres BÉNÉVOLES élus: 12
Administrateurs et 2 suppléants. Notre motivation principale est de servir et d'apporter notre
expertise et notre contribution au LFS et par conséquent à tous nos enfants. Cette année, encore, ils
n’ont pas ménagé leur peine et je tiens à saluer le travail qu’ils ont accompli.
Afin que vous puissiez les reconnaitre, pour ceux qui sont dans l’assistance, je vais leur demander de
se lever lorsque je vais les nommer :
- M. Jamal GOUAL - trésorier, soucieux de la bonne utilisation de chacun de vos deniers. Jamal
nous rappelle sans cesse que chaque centime qu’on dépense est un centime qui vous
appartient à vous, les membres du LFS.
- Mme Corrine PETIT - Secrétaire Générale et membre du Conseil d’Administration de la FAPEE
(Fédération des associations de parents d’élèves des établissements d’enseignement français
à l’étranger).
- Mme Frédérique EMPEIGNE
- Mme Stéphanie INSERRA
- Mme Rania SOPPELSA
- Mme Laure VEYRES
- M. Grégoire BARRY DELONGCHAMPS qui est absent ce soir
- M. Jean-Marc DEROMEDI
- M. Philippe LABROUSSE
- M. Thierry LAROCHE
- M. Pascal de PETRINI qui est également absent ce soir
Avant de vous présenter brièvement les commissions du Conseil Exécutif et ses membres, je tenais à
remercier tout particulièrement nos épouses et époux, mais aussi nos enfants. Sans leur soutien et
compréhension au quotidien, nous n’aurions pas pu et nous ne pourrions pas nous engager dans
cette si belle aventure humaine! A la demande de Fréderic et Bernard, je remercie également leurs
familles respectives.
Afin d’accompagner au mieux la gestion du LFS, le Conseil Exécutif est organisé autour de 4
- La Commission Finance, Entreprises et Fundraising
- La Commission Gouvernance & Fonctionnement
- La Commission Audit & Compliance et
- La Commission Infrastructure
Ces différentes commissions travaillent en très étroite collaboration avec les Directions respectives
du LFS, ainsi qu’avec le Proviseur et le Directeur Exécutif.
La Commission Finance, Entreprises et Fundraising est présidée par Jamal Goual et ses
membres sont Jean-Marc Deromedi, Marc Lansonneur, Thierry Laroche, Caroline PinhasPaumier et Rania Soppelsa.
Sa mission est de s’assurer de la bonne gestion du LFS, ce que Jamal appelle en « bon père de
famille » et qui nous permet d’envisager avec sérénité l’avenir. Vous pourrez en effet vous en
rendre compte lors de la présentation financière ultérieure. Par ailleurs, lors de la mise à
disposition de tous, des comptes du LFS, un certain nombre de questions écrites, sur les états
financiers, a été posé et nous y répondrons au cours de la présentation financière afin que le
vote de l’Assemblée puisse se faire sur la base des éléments de réponse apportés.
Une des autres missions de cette commission est la levée de fonds. A ce titre je vous rappelle
que le LFS est une Charity et que le trust « Lycée Français Development Fund » a le statut
d’IPC (« Institution of Public Character »). L’objet du trust est de recueillir des fonds pour
soutenir les travaux d’extension du LFS ainsi que tous les investissements immobiliers et
travaux de maintenance à venir. Le statut d’IPC permet à tout donateur au trust, que cela soit
une personne physique ou une entreprise, de déduire 2 fois et demie le montant donné, de
ses revenus imposables, sous réserve que le don ne donne lieu à aucune contrepartie. Alors
n’hésitez pas à donner afin de soutenir le projet d’extension du LFS, projet qui nous
appartient à tous! Vous pouvez entrer en contact avec Frédéric Baudin, notre Directeur
Financier pour en connaitre les modalités.
La deuxième Commission est la Commission Gouvernance & Fonctionnement dont la
Présidente est Corrine Petit.
Les Membres sont Pascal de Petrini, Stéphanie Inserra, Philippe Labrousse, Laure Veyres et
Cette année, sa mission principale a été la revue des statuts du LFS qui sera soumise au vote
lors de la prochaine Assemblée Générale.
Au sein de cette commission, une sous-commission RH a été créée et est présidée par
Stephanie Inserra. Cette année, la mission principale de cette commission a été de favoriser
la cohésion sociale au sein du LFS et de le préparer aux enjeux de sa croissance.
La troisième Commission est la Commission Audit & Compliance dont le Président est
Grégoire Barry Delongchamps.
Les Membres sont Frédérique Empeigne et Laure Veyres
La mission principale de cette Commission est de s’assurer de la mise en place de la
cartographie des risques et de leur couverture adéquate.
La quatrième et dernière Commission est la commission Infrastructure dont j’assure la
Ses Membres sont Jean-Marc Deromedi, Jamal Goual et Thierry Laroche.
Sa mission principale est de suivre le projet d’extension du LFS sur le site de Serangoon.
Par ailleurs, suite à la séparation des rôles entre parents élus au Conseil Exécutif et au Conseil
d’Etablissement, avec la mise en place du non-cumul des mandats, nous avons aussi créé une
fonction appelée « Lien Parents » au sein du Conseil Exécutif qui permet de faire le lien entre les élus
Parents du Conseil d’Etablissement et le Conseil Exécutif. Cette fonction est assurée par Frédérique
Empeigne et Laure Veyres.
Comme vous pouvez le constater, notre engagement est permanent, intense et prend différentes
formes. Nous le faisons avec plaisir et sérieux, car, nous avons, à cœur, de prendre les meilleures
décisions, sur propositions de la Direction du LFS, pour le bien de nos enfants et garantir une
éducation de qualité pour les années à venir.
N'hésitez pas à nous approcher si vous souhaitez nous rejoindre ou apporter votre contribution par
quelque moyen que ce soit.
Lors de ma prise de fonction, je vous avais indiqué que la Stratégie du Conseil Exécutif était de
poursuivre la transformation du LFS pour le préparer aux enjeux de sa croissance. Cette
transformation du LFS s’articule autour de trois axes stratégiques majeurs:
1. Le développement et l'enrichissement des contenus pédagogiques
2. L'accompagnement de la croissance
3. Le renforcement de l'ouverture du lycée
Sans rentrer dans le détail des réalisations 2013-2014 qui supportent ces trois axes stratégiques, car
elles vont être présentées par la suite, voici une liste des points que je souhaiterais que vous gardiez
en mémoire:
• Au niveau du développement et de l'enrichissement des contenus pédagogiques,
a. Tout d’abord, la mise en place d’un parcours en langue pour tous les enfants.
Bernard Pujol vous en fera une présentation dans quelques instants.
b. Mais aussi le maintien d’un excellent partenariat avec l'AEFE qui met à notre
disposition un corps professoral et une direction de haute qualité et qui finance
en partie la construction du nouveau site
Au niveau de l’accompagnement de la croissance
o Nous pouvons dire, après 9 mois de travail collectif, que la gouvernance mise en
place par le Conseil Exécutif, avec le trinôme Direction Pédagogique, Direction
Exécutive et Conseil Exécutif, est une réussite. Je rappelle que la Direction
Exécutive est au service de la Direction Pédagogique, Frédéric dirait qu’il est
responsable du Back Office (à savoir en charge de tous les aspects nonpédagogiques) tandis que Bernard est responsable du Front Office (à savoir en
charge de la pédagogie, la sécurité et la conformité aux règles AEFE),
o Nous avons, par ailleurs, continué à renforcer les équipes de la Direction
Executive afin d’en poursuivre leur professionnalisation, notamment avec la
création d’un poste de contrôleur de gestion et un poste d’acheteur,
o Nous remarquons également avec satisfaction un développement du sentiment
d’appartenance de l’ensemble des salariés issus des corps pédagogique et
administratif, et même plus généralement de toute la communauté LFS, en
témoigne les succès et les forts taux de participation, entre autres, au
Walkathon, à la fete de l’ecole et au gala du LFS,
o Enfin, après des discussions un peu plus longues que prévues avec les autorités
singapouriennes, nous avons obtenu toutes les autorisations nécessaires pour
démarrer l’extension du site de Serangoon avec une ouverture toujours prévue
pour Septembre 2015, mais nous n’avons plus de marge de sécurité en cas de
retard supplémentaire… Le Directeur Exécutif vous donnera de plus amples
détails ce soir.
Au niveau du dernier axe stratégique « Le renforcement de l'ouverture du lycée »
o Tout d’abord l’ouverture du LFS vers la communauté Singapourienne s’est
traduite par l’arrivée de SAC (Student Advisory Centre) au sein du Groupe
Humanitaire. C’est une association Singapourienne à destination d’enfants en
difficultés. A ce titre, j’en profite pour remercier tous les bénévoles du Groupe
Humanitaire qui accompagnent les nombreux projets pédagogiques à
composante humanitaire du LFS.
Ensuite l’ouverture du LFS vers le monde professionnel grâce à l’orientation qui
s’est également professionnalisée sous la responsabilité de Didier Delcassé avec
de nombreuses conférences métiers, le forum étudiants et le forum métiers.
Enfin je rends hommage à la qualité, au professionnalisme et au dévouement de tous les professeurs.
A ce titre, je tiens à souligner la qualité des réalisations des projets pédagogiques menés au sein de
l’école. Je me suis même amusé à compter le nombre de projets que Bernard a mis dans ses
diapositives et qu’il vous présentera par la suite et on s’approche d’une centaine et dire que ceci
n’est qu’une sélection. C’est pour cela que nous avons tous le sentiment à chaque fois que nous
passons à l’école que c’est une école qui vit et qui bouillonne d’énergie. Sans l’énergie des
professeurs, cela ne serait pas possible, et le LFS ne serait pas ce qu’il est. Je rends hommage
également à la qualité, au professionnalisme et au dévouement de l’ensemble du personnel
administratif, qu’ils relèvent de la Direction Pédagogique ou Exécutive, des bénévoles du LFS que ce
soit les Administrateurs du Conseil Exécutif, les parents élus du Conseil d’Etablissement, les parent
délégués ainsi que tous les autres bénévoles, et bien évidemment vos enfants, nos élèves qui sont
plein d’enthousiasme et sans lesquels le LFS n’aurait pas de raison d’être.
En conclusion vous aurez compris que le LFS fonctionne bien, et comme tout, peut toujours être
améliore, aussi, nous continuerons tous, collectivement, à œuvrer dans cet esprit afin que le LFS
reste un lycée d’excellence avec le présent et l'avenir de nos enfants au cœur de ses préoccupations.
En effet, le LFS est un lycée d’excellence, et cette excellence est surtout une excellence des moyens
mis à la disposition de la Direction Pédagogique afin d’optimiser les contenus pédagogiques et la
transmission des savoirs afin de favoriser l’ouverture de nos enfants, leur développement personnel
et leur champ des possibles pour les préparer au mieux à leur avenir
Je vous remercie pour votre attention et vous souhaite une excellente Assemblée Générale.