- European Commission · 2019. 8. 14. · Harikumar S P, DD(LE); 9 September 2014 . Presentation...
Transcript of - European Commission · 2019. 8. 14. · Harikumar S P, DD(LE); 9 September 2014 . Presentation...
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www.ccs.gov.sg
CCS’ Enforcement Framework Intelligence, Prioritisation & Strategies
Harikumar S P, DD(LE); 9 September 2014
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Presentation Outline
www.ccs.gov.sg
Strategy Formulation Analytics, Surveillance & Intelligence
Ex-Officio Enforcement Ex-Officio: Market Intelligence & Business Analytics
Prioritisation-Setting High-risk Industries: Priority Matrix & Enforcement Strategies
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Ex-Officio Enforcement Work
Intelligence Unit
• Cartel Detection Framework
• Business Analytics Unit
• Intelligence and Enforcement tie-ups with ASEAN counterparts
Ex-Officio Enforcement
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Ex-Officio Enforcement Work
Phase
1. Develop cartel detection framework/roadmap to identify
and prioritise high-risk sectors
2. Set up priority matrix and select 5 priority sectors for CCS’
detection focus
3. Prepare sector programs/strategies for the top priority
sector
Ex-Officio Enforcement
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Expanded Enforcement Work
Six main sector
categories
Sector
structure
Sector
organisation
Conduct
indicators
Food & Consumer
Services
- Turnover - Local trade
organisation
- Complaints
Science & Technology - Nr of parties
- Internat. trade
organisations
- Notifications
Construction & Real
Estate
- C1
- Procurement
level
- Prelim,
Enquiries &
Investigations
Transport & Logistics - C3
- Level of sector
regulation
- Market
Studies
Information & Business
Services
- HHI
- Cartel cases
elsewhere
Financial Services - Entries/exits
Cartel Detection Framework – Sector Roadmap
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Ex-Officio Enforcement Work Section 34 Conduct Indicators
Investigations, Preliminary enquiries &
market studies
Total: 65
Complaints & Notifications
Total: 71
9
8
8
20
14
6
0 5 10 15 20 25
Food & Consumer Services
Science & Technology
Construction & Real Estate
Transport & Logistics
Information & Business services
Financial Services
15
4
13
15
10
14
0 5 10 15 20
Food & Consumer Services
Science & Technology
Construction & Real Estate
Transport & Logistics
Information & Business services
Financial Services
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Prioritisation Setting
• Cartel cases in other jurisdictions impacting Singapore
• Sector expertise, complaints & past engagements
• Sector organisation and level of procurement
• Economic size, consumer interest, strategic importance
• Current initiatives/focus of other competition authorities
• Involvement of international or Asian players in cartels overseas
Priority Setting Factors
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Prioritisation Setting: Matrix
Explore Grow
Maintain Harvest
• Sectors to focus on and invest resources in. It is
expected that this will increase the chances of
success
• Potential future ‘grow’ or ‘maintain’ sectors
(depending on level of success)
• Sectors with the expectation of short term
success (< 1 year)
• Sectors that have been prioritised upfront and
been given sufficient pre-investigation
resources
• Potential future ‘harvest’ or ‘maintain’ sectors
(depending on level of success)
• Sectors that receive little active upfront
investment
• Includes sectors that have been analysed
previously and where the chances of
success are considered to be low
• Potential future ‘explore’ sectors
• Sectors where success has been realised
• Includes sectors that require responsive
internal and external communication
• Only little pre-investigation resources
required
• Potential future ‘maintain’ sectors
Chances of success
Inv
es
tme
nt
in p
re-i
nv
es
tig
ati
on
ca
pa
cit
y
Hig
h
Low
Low High
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Strategies: Business Analytics
• Size and market dynamics (growth, entries/exits, profitability)
• Type of product & services
• Position in the value chain - suppliers & customers
• Barriers to entry & exit
• Direct (potential) substitutes
• List of players & market shares
Sector structure & dynamics
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Strategies: Intelligence Unit
Cartels in other jurisdictions
• Jurisdiction
• Type of infringement
• Parties involved/fined
• Evidence found
• Any other relevant information
• Impact on Singapore markets
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Strategies: Intelligence Unit
Potential contacts
• Sector mavericks, newcomers & players leaving the industry
• Large customers (potentially government bodies)
• Government authorities
• Previous employees
• (Previous) Supervisory Board members
• Past complainants
• People active on social/internet fora
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Thank you
9 September 2014