AmCham HK (Mar/Apr)

MAGAZINE OF THE AMERICAN CHAMBER OF COMMERCE IN HONG KONG

Magazine of The American Chamber of Commerce in Hong Kong

Hong Kong’s Talent Challenge: Can the city bounce back from crisis?

Anxiety in the Workplace Hong Kong works on fine-tuning its role in keeping employees and businesses safe and sound www.amcham.org.hk

Maternity Return Policies Retaining hard-to-find, high performing female talent

March/April 2020

March/April 2020 • VOLUME 52 NUMBER 3-4

Contents

MARCH/APRIL 2020 | VOL. 52 NO. 3-4 Editor Paul Davis

AMCHAM NEWS AND VIEWS

EMPLOYEE WELL-BEING

02 President’s Memo

18 Anxiety in the Workplace

Contributors Chris Davis Michael Gazeley Sarah Graham Gina Miller Dr Simon Ogus Advertising Sales Manager Jennifer Luk jennifer@ninehillsmedia.com Frank Paul frank@ninehillsmedia.com Design & Production Portia Le Cover Image: nexusplexus

COVER STORY

SECURITY 22 VIRUS PROTECTION

Published by:

06 HONG KONG’S TALENT CHALLENGE: CAN THE CITY BOUNCE BACK FROM CRISIS?

COVID-19 SURVEY/WEBINAR 26 Key Takeaways from COVID-19 Briefing Series Webinar

The American Chamber of Commerce in Hong Kong 1904 Bank of America Tower 12 Harcourt Road, Central Hong Kong Tel: (852) 2530 6900 Email: amcham@amcham.org.hk Website: www.amcham.org.hk

CHAMBER NEWS 30 AmCham 2020 Key Priorities Luncheon 32 China’s Economic Outlook in the New Decade

Ninehills Media Limited Level 12, Infinitus Plaza, 199 Des Voeux Road, Sheung Wan, Hong Kong Tel: (852) 3796 3060 Fax: (852) 3020 7442 Email: enquiries@ninehillsmedia.com Website: www.ninehillsmedia.com © The American Chamber of Commerce in Hong Kong.

Library of Congress LC 98-645652.

AmChamHK is the official journal of The American Chamber of Commerce in Hong Kong (the Chamber). Views expressed do not necessarily reflect the views of off icers, governors or members of the Chamber or the publisher. Any views or comments are for reference only and do not constitute investment or legal advice. No part of this magazine may be reproduced without the permission of the Chamber.

We welcome your letters, comments & feedback. Email: amcham@amcham.org.hk Single copy price HK$50 Annual subscription HK$600/US$90

Hong Kong: What’s Next?

DIVERSITY 10 MATERNITY RETURN POLICIES ARE VITAL FOR RETAINING A DIVERSE WORKFORCE

SPECIAL SUPPLEMENTS 33 Guide To International Schools 50 Who’s Who in Marketing,

FINANCE

Advertising & Communication Services

14 Indispensable Hong Kong

01

President’s Memo a severe impact on tourism, hotels, retail and consumer confidence. Now, Hong Kong is in recession and this dynamic hub is fighting to rebuild its reputation as a premier business center.

Some families have moved home to the US while the schools have been shut, and some top talent has moved to Singapore or left town for good.

I’m proud to say that despite the challenges, the American business community has largely held steadfast during these turbulent times and most corporates are staying the Looking back to the start of 2019, it would have been very hard to imagine that Hong Kong would shortly have to endure both a punch and then a kick to its economy.

Sure, most business experts have long understood that there were developing pressures in the economy based around sky-high housing prices and a blistering wealth gap. But the combination of a US-China trade war, violent protests and the now long enduring coronavirus has had

course.

Hong Kong may be throwing out more challenges than opportunities right now, but the city also maintains and nurtures some important benefits that still make it an excellent hub for business. I think that this is a good time to remind ourselves of some of the benefits that Hong Kong provides, such as: a low tax regime, excellent infrastructure, connectivity to the rest of the world, and a highly respected gigantic financial system and stock

market. Let us also not forget the very advantageous pillars of rule of law and free flow of information – both of which are hard to find in many parts of Asia.

It’s easy to lose focus when times get tough. But for AmCham we are looking ahead to revving our programs back up as soon as the virus dissipates. We also intend to take an active role in helping to restore Hong Kong’s economy and in developing a vision for the future, here in this city many of us call home.

Stick with us during these tough times because we will definitely be sticking with our members and with Hong Kong. We look forward to seeing you at the chamber and let’s also stay in touch online!

Regards, Tara Joseph AmCham President

BOARD OF GOVERNORS CHAIRMAN

TREASURER

GOVERNORS

Robert Grieves

Anne O’Riordan

Joseph Armas Jessica Bartlett Owen Belman George Chen Mark Green Matthew Hosford Christopher Laskowski

VICE CHAIRMAN Diana David

EXECUTIVE COMMITTEE David Cruikshank Seth Peterson

PRESIDENT Sabrina Lin Simon Ogus Tatman Savio Geoffrey C. Siebengartner Ben Simpfendorfer Anna-Marie Slot Kevin Tranbarger

Rick Truscott Leonie Valentine Jenny Wong Pat-Nie Woo Patrick Wu Lennard Yong

Tara Joseph EX-OFFICIO GOVERNOR Jack Lange

CHAMBER COMMITTEES FinTech Working Group Jean-Remi Lopez Daniel Warelis

Law Chiann Bao Nicholas Turner

China Business John Siu Ben Simpfendorfer

Taxation Working Group Peter Guang Chen Wade Wagatsuma

Intellectual Property Working Group Gabriela Kennedy Victor Tse

Jasper MacSlarrow

Ling Jin

Corporate Social Responsibility Genevieve Hilton Hans Leung

Janice Lao

Innovation & Technology Jen Flowers Infrastructure & Real Estate Ian Chung Chi Sum Li Robert Johnston Matt Belecanech

Creativity & Arts Anita Cheung David Andrews

02

Sports Loron Orris

Apparel, Footwear & Supply Chain Gareth Brooks Lynne Sprugel Sally Peng

Energy, Environment & Sustainability Jim Taylor Thomas Lui Joseph Jacobelli

Healthcare & Pharmaceuticals

Hanif Kanji

Stephen Leung

Financial Services Rebecca Terner Lentchner Michael Frank

Food & Beverage Working Group Veronica Sze

AmChamHK

3-4 • 2020

Future of Work Peter Liu Wei Jie

Helen Colquhoun

Trade & Investment Barrett Bingley David Chao Trade & Investment ­– Shadow Economy WorkingGroup Ming Lai Cheung Michael Wong

Amita Haylock

Jeremy Birch

Transportation & Logistics Steven Suh Women of Influence Mary McHale Anne LeBourgeois

Members Directory MEMBERS DIRECTORY

AMCHAM Means Business

www.amcham.org.hk

2020

www.amcham.org.hk

Over 500 pages in three major sections, including a complete guide to chamber services, corporate sponsors, and AmCham Charitable Foundation. This directory lists about 1,350 members from about 660 companies and organizations.

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COVER STORY

Hong Kong’s Talent Challenge: Can the City Bounce Back from Crisis?

Sarah Graham

M

onths of violent anti-government protests, and now coronavirus, have significantly dented Hong Kong’s reputation as a safe and easy place to live and do business.

Where once Hong Kong was an attractive prospect for foreign professionals seeking a change of scenery and greater economic opportunities, now it is in danger of slipping down global competitiveness rankings.

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COVER STORY

“I think those who know Hong Kong are more comfortable with the expectation that Hong Kong will come through this.”

However, Hong Kong’s resilience in the face of past troubles, including the SARS outbreak in 2003 and the Asia financial crisis of 1997, would suggest it’s not time to write the city off just yet.

While the effect of the ongoing protests led to Fitch, one of the world’s biggest credit-rating agencies, downgrading Hong Kong’s sovereign rating from AA+ to AA, and the city’s outlook from stable to negative, last September, there are initiatives afoot to preserve the image of Hong Kong as Asia’s world city.

For the city’s recruiters, the negative impact that the protests and coronavirus has unleashed brings obvious challenges in attracting overseas talent to Hong Kong.

Seth Peterson, Senior Client Partner at management consulting firm, Korn Ferry, is an executive search consultant specializing in multinational clients in the APAC region for the industrial sectors. He says the protests had made it more difficult not only to attract talent, but to retain it.

Seth Peterson Senior Client Partner Korn Ferry

“In terms of attracting overseas talent, and retaining talent in general, we’re seeing some departures of foreign families that are based here and local talent too. I have not seen a widespread exodus myself yet,” he says. “I’ve had a couple of cases of executives in the last five to six months with families that have relocated from Singapore and Melbourne and they both certainly had some reservations about moving their families here – and that was precoronavirus. They had safety and disruption concerns having seen what was happening here from news coverage.”

The global television coverage of the protests, Peterson concedes, conveys an image of a city in the grip of extreme violence that would be offputting to anyone considering accepting a job offer here. However, he says some businesses have been pragmatic in their approach to the issue.

“What I’ve seen companies doing to relieve concerns is to have those hires come earlier in the process, fly them in with their spouse and family members to see for themselves that even though the images on TV look pretty severe, it was fairly business as usual for the most part in Hong Kong,” he says.

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07

COVER STORY

“A workplace will only be attractive to talent if it invests in upskilling people and embraces individuals with the right skills for the future.”

Bruce Lee Partner PwC Global Mobility Services (Hong Kong)

With the limitations on global travel that have come with coronavirus – the International Air Transport Association (IATA) in February warned that falling demand for air travel would cost the airline industry USD29.3bn this year – the drive to attract foreign talent is even more challenging for Hong Kong, given its proximity to China where the outbreak is most severe.

Visas Issued Under the General Employment Policy

“The situation with the virus has changed very rapidly in the last few weeks. But I think those who know Hong Kong are more comfortable with the expectation that Hong Kong will come through this,” Peterson adds.

More pressing, however, than the current bleak outlook for Hong Kong are the long-term prospects for the city in terms of attracting talent, according to Bruce Lee, a partner at PwC Global Mobility Services (Hong Kong).

Lee argues that while the current crisis is not to be taken lightly, business leaders in the city must prioritize addressing an existing skills gap in order to give Hong Kong a competitive advantage in the coming years.

Industry/Sector

2018

2019

Academic Research and Education

4,961

4,670

Arts/Culture

3,439

5,417

Commerce and Trade

7,511

5,834

Engineering and Construction

1,187

1,567

Financial Services

5,057

4,719

Information Technology

1,381

1,655

Legal Services

464

486

Recreation and Sports

5,180

6,534

Others

12,412

10,407

Total

41,592

41,289

Source: Immigration Department of the Hong Kong Special Administrative Region

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COVER STORY

Talent List Hong Kong was created to attract high quality talent to Hong Kong across 11 professions: Waste Treatment, Asset Management, Marine Insurance, Actuaries, Fintech, Data Science & Cyber Security, Innovation & Technology, Naval On the protests, Lee points to 2019 immigration figures that show that, despite six months of social unrest, the number of visas issued for overseas professionals was only around 300 less than 2018.

“With companies and enterprises not operating in normal circumstances, that will have an impact on their hiring plans,” says Lee. But, he adds, Hong Kong still has a competitive advantage because of its low tax regime and its efficient immigration process – he cites that in 2018 “99% of all employment visa applications were processed in four weeks”.

The major challenge, Lee says, is how to address the skills gap and the effect of automation. PwC recently launched a global initiative, New world.

New skills., to help businesses transform their business and workforce.

“Upskilling the workforce for the digital future is key to address. A workplace will only be attractive to talent if it invests in upskilling people and embraces individuals with the right skills for the future. I was in Hong Kong during SARS - this will be over one day. How Hong Kong companies can create a future workplace to attract talent is key.”

Additionally, the Hong Kong Government has launched several initiatives to try to attract overseas talent to the city, including Talent List Hong Kong, which identifies 11 professions that the government deems important to the immediate and medium-term development of the economy.

Within this sits the Quality Migrant Admission Scheme (QMAS), which allows 1,000 skilled workers to enter the territory without a job offer to allow them to explore business or startup opportunities.

Architecture, Marine Engineering, Creative Industries, and Dispute Resolution & Transactional Law. Among its other schemes designed to attract talent to the city, the government has introduced the Technology Talent Admission Scheme (TechTAS), which provides a fast-track arrangement for companies to admit non-local technology talent to undertake Research & Development; and the Admission Scheme for Mainland Talents and Professionals (ASMTP), which is quota-free and non-sector specific.

Whether such initiatives will allay concerns about the safety of Hong Kong remains to be seen. But as we know, the city has bounced back from crises before.

“I’m an optimist and I do believe Hong Kong is a resilient place and it can recover very quickly,” says Peterson.

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DIVERSITY

Maternity Return Policies Are Vital for Retaining a Diverse Workforce Chris Davis

T

he arrival of new baby is an exciting time for any parent. For many new mothers, as the primary caregiver, balancing the joys of motherhood with the transition back to work can however be a challenging experience. Many mums want to do it all. They want to be the world's best mother and at the same time resume their careers and work responsibilities where they left off. The unfortunate outcome for many maternity returners is that they struggle in both areas. However, with organizations increasingly focusing on the value of diversity and inclusion in the workplace, employers that offer flexible return-to-work options can reduce the pressure on new mums returning to the workplace and, in the process, reduce the risk of losing a skilled employee.

“Attrition for almost any reason is a business cost, so why should one cause of attrition be treated any differently than another?” asks Jennifer Van Dale, Partner and Head of Asia Pacific Employment at Eversheds Sutherland who cites not only the cost of hiring and

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settling in of a new staff member, but also the loss of skills, and knowledge of company culture and processes.

While compliance with legal obligations can help organizations to structure maternity leave policies, Van Dale believes by initiating conversations between employer and employees before, during and after maternity leave can alleviate some of the challenges women returning from maternity leave face, while helping organizations to retain talent. For example, by discussing preferences for keeping new mums up to speed on what’s happening while they are on maternity leave, employers can demonstrate they are serious about offering a workplace culture that new mothers want to return to. Although it is not possible to anticipate everything in advance of a baby’s arrival, Van Dale believes that proactive conversations can help to remove the misconception that motherhood and career are in direct conflict with each other.

“Being a mother does not mean being any less competent or committed than fathers in the workplace,” says Van Dale.

DIVERSITY

Once they return to work, according to Van Dale, one of the most common challenges new mums traversing the maternity phase face is requesting flexible working arrangements. This could mean a parttime, phased return to work, but for others it maybe a change to start and finish times, or the ability to work from home.

Whatever the solution, Van Dale says, the mother should not be made to feel she is neglecting her career or work commitments. The request for flexible work is a sign that the employee is committed to her work and wants to ensure she can do it. “With a flexible return-to-work plan in place, the question of “how do I do a good job at work and still find the time to meet the needs of my child”, can be taken off the table,” says Van Dale, who gave birth to her three children in the space of three years and knows first-hand what it feels like to feel “stretched” between work and parental commitments.

“Being a mother does not mean being any less competent or committed than fathers in the workplace.”

Jennifer Van Dale Eversheds Sutherland

If employers choose to do one thing to help new mums and primary caregivers readjust when they return to work after maternity leave, Anita Davis, Principal - Public Affairs, at global investment firm KKR Asia says, it would be to offer the flexibility to manage work routines in a way that suits their schedules. For example, being able to leave the office before 6pm and spend a few hours of quality time with her son, before logging on remotely or taking work-related calls from home in the evenings has helped her to balance work and parenting commitments.

“Ultimately, the ability to work from home or duck out of the office when needed – and without penalty – can really help a new parent enhance efficiency and minimize stress," says Davis who explains that a lot of her work is event-driven and there are times when she needs to work late or on weekends. She says managing those moments has helped her to put into perspective, cherish and take advantage of the times that are more relaxed. “I’ve adopted the approach of trying to do my best both at home and at work, and to be kinder to myself when I don’t meet my own expectations – which is inevitable as a sleep-deprived new parent!”

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DIVERSITY

While she enjoys her fast-paced job, the regional scope of the work and the level of responsibility and working with colleagues, like many working mums returning to the workplace, Davis found the experience a little bit bumpy. “I wanted to return to work fulltime, but I also wanted to make that fulltime role work for me and my family,” she says. Currently expecting her second child this summer, for both her pregnancies, Davis informed her boss, HR team and global team early on what to expect. “A big part of taking maternity leave in peace is knowing that your role is covered by a colleague, a secondee or through another solution.”

Davis says she is fortunately to work for an organization that has implemented a number of initiatives to support working mothers and primary caregivers. In addition to increasing paid leave for new mothers and primary caregivers from 12 to 16 weeks, KKR has established a transition support program for primary and nonprimary caregivers who are expecting a child.

The Hong Kong office also has a dedicated space for pumping and storing breast milk. Another incentive designed to help mothers of newborn’s return to the workplace is a firm-paid Childcare Travel Program that gives primary caregivers the option of taking their baby and childcare provider on essential business-related travel until the baby’s first birthday.

Sharing similar sentiments about the value of flexibility, Jingyi Li Blank, Managing Director and Head of Hong Kong at security and corporate investigations firm Mintz Group, says working for an organization that values performance and deliverables over presenteeism enables her to integrate her work with her parenting responsibilities. “Fortunately, I work for an organization that looks at business metrics and is open-minded to different work arrangements for all employees,” says Blank, a mother of a two-and-half year-old son and a six-month-old daughter.

Promoted to head of the Hong Kong office when her son was about a year old and then to Partner a year later with two young children, Blank explains she has had two slightly different maternity leave and return-to-work experiences as a case manager and as an office head. “When my son was born I planned to return to work full time in the office within three months, but I was a little too optimistic,” says Blank, who requested a further three months of working from home.

“Working from home gave me the autonomy and flexibility to juggle work and family. My company agreed to evaluate my performance based the quality of my investigations and client response, and it worked out well,” says Blank.

During her second maternity leave, as head of the Hong Kong office with team oversight and client responsibility, she opted to work from home over a longer period of five months. This flexibility still allowed ample time for Blank to conduct important meetings and oversee the team. “Fulfilling work responsibilities is so much easier these days with technology,” says Blank.

Blank is proud that she has integrated working moms into her close-knit team. “We are very efficient and cover for each other, and we perform at the top of our industry.

And we all live full lives. I strive to create an office environment that’s supportive of working moms both day-to-day and in their career advancement.”

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DIVERSITY

“The ability of the line manager to discuss back-to-work transitions is often pivotal to the make or break success of an employee returning from maternity leave.”

Nerice Gietel The Career Lounge

Nerice Gietel, certified executive coach and founder of The Career Lounge, which offers coaching programmes that support individuals to better navigate their careers at various stages in life — including after becoming a parent — advises that training line managers how to manage employees returning from maternity leave can be a positive step for organizations that not only want to be more inclusive, but retain their hard-to-find, high-performing female talent.

“It’s a familiar story,” Gietel says. “The ability of the line manager to discuss back-to-work transitions is often pivotal to the make or break success of an employee returning from maternity leave,” says Gietel who adds that she is continually surprised by how few companies pay attention to this area.

isn’t expected or allowed in terms of flexible working arrangements from a company policy and legal perspective. “Providing managers with training to ensure they are comfortable having conversations that support new mums through a major life transition can help to avoid a breakdown in the working relationship,” Gietel says. Furthermore, a smooth transition that works for both the employee and the organization can strengthen maternity returner retention rates.

Gietel points out how it is common for line managers to shy away from conversations for fear of being inappropriate or simply because they are unaware of the range of challenges new mums encounter when they return to the workplace. Lack of awareness can also include an absence of knowledge around what is and

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13

FINANCE

Indispensable Hong Kong Dr Simon Ogus CEO of DSG Asia Limited

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FINANCE

Dr Simon Ogus is the CEO of DSG Asia Limited, a macroeconomic and political analysis consultancy, and a member of the Board of Governors of AmCham Hong Kong.

D

espite Hong Kong’s well-documented troubles, at this juncture, the SAR remains indispensable to Beijing as a controlled funnel for financial flows both in and out of the Mainland. The SAR also remains overwhelmingly the principal gateway for both RMB trade settlement and offshore RMB deposit taking (90% and 80% of the 2019 totals respectively). And it also dominates bond and equity trading in and issuance for Mainland companies. Only Hong Kong combines an internationally top-notch financial and legal architecture with an un-replicable pool of talent with deep Chinese knowledge, connections and expertise.

Hong Kong will continue to play a pre-eminent role in Beijing’s RMB internationalization project. One can fairly expect the Yuan’s role as a transactional, trade finance and internationally investible currency to be carefully and steadily expanded, though not without the potential for periodic episodes of retrenchment. However, full currency convertibility seems far from imminent, if indeed it can ever be tolerated. The RMB may rise over time

to become a secondary reserve currency on a par with say the Yen or the old Deutschmark, but as things stand currently, it is unlikely to grow into a principal reserve currency that replaces or even operates at a similar level to the US dollar. According to the 2019 BIS triennial survey on foreign exchange and derivatives turnover, the RMB remained a pygmy in the rankings of international trade (and investment) currencies involved in only 4% of transactions compared to the 88% share for the dollar.

Beijing should have some success over time in raising this share as increasing numbers of overseas merchants begin to accept and use Chinese digital payments platforms.

Nevertheless, overseas adoption of Chinese payments systems only applies, at this stage, to current transactions which remain merely a tiny subset of total investment flows. The broader challenge for Beijing remains to create a large enough pool of investible RMB assets and hence sufficient trade and investment flows in its own currency to be able to insulate itself from the US-dominated financial system.

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15

FINANCE

International investor purchases of onshore Chinese assets are, from a very low base, on the rise. Increased purchases in the sovereign bond markets have been seen thanks to the RMB’s inclusion in the SDR basket. Foreigners are also allocating greater amounts to the local Chinese bourses, almost all of which remains funneled through Hong Kong.

Nevertheless, many remain leery about Mainland accountancy, legal and convertibility issues and continue to prefer to invest in offshore securities where they perceive their investment protections are somewhat more robust. At this stage, foreign investors hold less than 3% of Chinese onshore bonds and only 4% of onshore equities by market capitalization.

The PRC could, in theory, help kill two birds with one stone by encouraging its firms to issue far greater quantities of bonds and shares overseas denominated in RMB. Hong Kong would seem to be the logical place to start and the process could be turbocharged by switching the currency of new or even existing Chinese domesticallyfocused business listings into RMB while simultaneously encouraging the deepening of local currency hedging markets.

Chinese offshore stock market listings already total around USD3 trillion equivalent to about 40% of the domestic markets’ capitalization.

Prior to 2014 the HKEX was overwhelmingly dominant but because of its unwillingness to embrace dual-class share structures, which allow companies to issue shares with different voting rights, Chinese tech companies tended to gravitate towards the NYSE and NASDAQ. In April 2018, the HKEX relented and changed its rules to permit “innovative” companies to list with dual-class structures.

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The timing seems to have been apposite if last year’s Alibaba listing is anything to go by. Although the company might have been prompted by the rule change to pursue its secondary listing, not to mention the chance for China-Hong Kong Stock Connect inclusion, the proposed US Equitable Act seems to be focusing minds. Were this Act to come into force, then the importance of Hong Kong’s stock exchange as a source for China listings will only increase further.

There are a number of ways that the SAR could lose its privileged perch of course. Great financial centers and city states have come and gone over the centuries and historians a century hence could be writing about Hong Kong’s descent into irrelevance. However, for this process to accelerate alarmingly, some or all of at least three things would need to happen.

First, and most optimistically, the Mainland could move rapidly towards developing a fully functional rule of law, transparent and free financial markets and fully open capital accounts. This does not appear to be imminent.

FINANCE

Second, and more destructively, Mainland practices could be increasingly allowed to seep into the local commercial legal system. Were the courts start to be perceived to be ruling in a systematically biased manner in favor of Mainland entities, Hong Kong’s unique attractions could be rapidly eroded. To date, there is little evidence that this has occurred, but it is an issue that bears close monitoring. The final threat comes from an ungovernable Hong Kong that provokes a harsher, direct intervention from Beijing. It ultimately remains incumbent on the SAR’s leadership to promote policies that can assuage local unhappiness in order to head off such a tragic scenario.

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17

EMPLOYEE WELL-BEING

Anxiety in the Workplace Gina Miller

I

t would be difficult to find a news forum today that is not dominated by headlines about the latest news on the 2019 novel coronavirus (COVID-19). But while Europe and North America are struggling to come to grips with quarantine measures and government emergency measures, Hongkongers are rapidly – and sadly – becoming old hands at dealing with emergencies.

This does not mean Hong Kong’s reaction to the COVID-19 outbreak has been an easy ride.

Employers and employees have suffered fears of layoffs, of contracting the disease, of putting food on the table and of taking care of their children and their elder’s health in a crowded environment where mass transit – a jewel in Hong Kong’s metropolitan crown – suddenly has all the charms of a spittoon.

If that sounds like the overblown reaction of hysterics, think again. Many Hongkongers have been deeply frightened by the COVID-19 threat.

Dr Hui Lung Kit, a psychiatric specialist with offices in Central, has found that many of the patients he

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has seen who were dealing with COVID-19 fears were under significant stress that had led (in some cases) to obsessive-compulsive type behaviours.

“This was especially the case after Chinese New Year, when many local people went to Mainland China and came back to greater fears of infection and pandemic,” he said. “They suffered physical symptoms such as sleep loss from worrying at night-time, and by day, they started suffering avoidance behaviour. They were scared to touch things, they were scared of going out.”

“Their emotions override their thinking,” said Dr Hui, and the effects on their home and work lives are devastating.

What’s a business to do?

Felicity McRobb, the founder of McRobb Consulting, a Hong Kong-based company specializing in individual and team performance at the executive level, says that as a result of the city’s efforts to manage the COVID-19 emergency, and to protect the people, Hong Kong will likely make meaningful changes to the way it does business.

EMPLOYEE WELL-BEING

“This is a time when organizations can demonstrate what they stand for; are their values attractive wall decorations, or are the values at the basis of decision making? Is the company leadership solely focussed on profit (recognizing that profit is a fundamental for sustainability), or are they investing in their people for the long haul, betting on the power of people and culture to drive competitive advantage in the long term.”

And what kind of action is required to achieve this?

Dr Hui says that employee fears need to be addressed at all levels: from the most basic concerns about personal safety on up. Employee worries are not their fault: and their worry and anxiety in understandable.

“The first thing a company should do is make certain that the overall environment is clean and safe, and be transparent and tell staff that cleaning will take place ‘x’ times a day. Cleaning washrooms, codes on wearing face masks, all efforts made to ensure contagion is low risk need to be transparent, adequate, and resourceful. And you have to tell staff what is happening.”

As evidence shows that good mental health improves the immune system Dr Hui also suggests that employers “…allow and sponsor support teams

within staff. Provide communications channels to allow mutual social and emotional support to help improve staff well being.”

For now, Hongkongers need to move through the current crisis with their senses intact. Too much fear and anxiety can push people into an exhausted state of apathy, says Dr Hui. “The hysterical panic that the COVID-19 outbreak has caused for many has another drawback: you become exhausted. In the first week, you are very anxious, but the other extreme makes you desensitised and then your awareness is reduced and you no longer take appropriate measures for safety and you ignore the news and go about your normal life and no longer take appropriate care,” says Dr Hui. Fact-based communications are vital to supporting employees during the COVID-19 disruption, agrees McRobb. Communicating changes people can expect to see and clear timeframes are critical. For example, saying “On x date, we will move to smart working from home. The offices will be closed to all non-essential staff”, is a coherent message.

Frequent and clear communication in these times of unpredictability is essential to reducing employee stress and helping them focus on their work.

DECEMBER

JANUARY

China alerts WHO to unusual pneumonia in Wuhan.

31

Wuhan and three other cities put on lockdown.

23 HK medical workers go on strike to demand border closure.

3

New virus identified as belonging to the coronavirus family.

7

Hong Kong government declares the viral outbreak as an “emergency”.

FEBRUARY

A 39-yearold patient becomes Hong Kong’s first fatal case.

4

25

First coronavirus case outside China reported in Thailand.

13

First coronavirus case in the United States confirmed

by The CDC.

First two coronavirus cases confirmed in HK.

Civil servants, bank staff, lawyers, and other private sector employees asked to work from home.

Carrie Lam announces closure of Man Kam To and Sha Tau Kok border checkpoints.

21

JANUARY

HK closes all kindergartens, primary schools, secondary schools and special schools.

27

Mandatory 14day quarantine on everyone entering HK from the mainland is announced.

6

28

23

28

MARCH

WHO declares Most of Hong Kong’s 180,000 pandemic. civil servants return to their offices.

2

One quarter of the world’s population on lock-down.

11

25

Sources: HK Government, WHO, CDC, SCMP.

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EMPLOYEE WELL-BEING

“In times of crisis, hearsay draws inflammatory conclusions and in the absence of facts and clear direction from senior leadership, people act in accordance with their often mis-guided conclusions. Communications should come from the senior-most level to demonstrate the importance to the organization and the seriousness with which it is being taken. Given the rate of change and the spread of the virus throughout the world, there can be no let-up of the regular cadence of communicating and disseminating information,” says McRobb.

Positive response As COVID-19 continues to impact the globe, Hong Kong is currently in the pole position to take the lead on dealing with managing work under emergency conditions. At present, both Hong Kong and Singapore are being praised for their ability to manage the outbreak, particularly in comparison to Western countries that are now reeling under quarantine conditions. In the West, dealing with the outbreak is paramount; in Hong Kong, establishing the maintenance of a healthy society and continuity of services is the highest priority and is already underway.

“What I’ve noticed,” says McRobb, “is that in Hong Kong – on my WhatsApp chat groups for instance – people are reaching out to each other to see what other companies are doing with regards to working from home, travel policies, quarantine, wearing of masks, new hygiene practices and the myriad of questions arising from a situation no company has 20

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dealt with before. It has been deeply heartening to witness how everyone has been helping each other, even from competing firms. There is a real sense of all being in this together.”

“The first thing that employees want to know is ‘Am I going to be ok? Can I pay my bills? Am I safe in the office? How do I work while my children are out of school?’ Companies have put in place measures that allow staff to work in a fashion that supports the changing needs of their families, allowing people to work from home and not making demands that people come back to the office if they do not feel safe or comfortable to do so. Businesses have taken an enormous hit to revenue, in some cases, more than 50%-90% down on last year’s performance but wherever they can, company leaders have been committed to keeping people employed to alleviate fears about their own and their colleagues’ personal circumstances. Unfortunately, there are many small businesses in Hong Kong have not been able to stay afloat and have closed their doors.”

The future at work “Globally, this is the most expansive experiment in working from home ever undertaken, or endured! Every company will have its own case study, and time will tell if these new work practices will result in us being more or less productive.” says McRobb.

“If the future trajectory of work is people being mobile and device connected then this is certainly an opportunity to measure its efficacy. We are witnessing people having the chance to choose when to get their work done, often outside of ‘regular’ work hours. If this is the direction we are heading this is an opportunity to accelerate that change. As we learn more about what people need in order to be productive – devices, architectures that reliably build communication and relationships while allowing for autonomy and innovation – we are better prepared for change. In this regard, the future of work is happening now.”

Vi

Pr ot ec tio n

SECURITY

ru

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Michael Gazeley

s

Managing Director Network Box Corporation

SECURITY

W

hen SARS hit Hong Kong in February 2003, many organizations urgently started to look for ways to, temporally, allow their staff to work safely using their computers from home. At that point in time we were still over 4 years away from the launch of the Apple iPhone, so the primary issue was how to safely connect and operate desktops and laptops from home, connecting back to the office via secure Virtual Private Networks.

Virtual Private Networks (VPNs) are used to create mathematical tunnels from point to point, in this case, from a member of staff’s home computer to the employer’s office network. This allows authentication to take place, so only authorized computers (devices) can be connected. It also makes sure that any data traveling through the VPN can be encrypted, ensuring data confidentiality. If one thinks of the Internet as the sea, then a VPN is like a cross harbor tunnel, securely connecting one side of the shore with the other.

With the current outbreak of the (seemingly even more dangerous than SARS) Coronavirus some 17 years later, a similar rush to have staff work from home has been called for by many organizations in Hong Kong. This time however, most organizations understandably want to add mobile devices (such as smartphones and tablets) to the mix, but that hasn’t been the only change.

Network Box is a managed cyber-security provider so, unlike do-it-yourself systems, our engineers talk directly with our clients. As part of these conversations, the biggest and most obvious change we are seeing between SARS and the current Coronavirus outbreak is the dropping of the word “temporary.” Many organizations seem to be looking to a future where working from home is the new normal.

Perhaps it is the triple impact of the ongoing social unrest added to the ongoing global trade wars, on top of the Coronavirus outbreak, but certainly, many technical conversations have been distinctly gloomy in nature and have revolved around setting up permanent VPN networks, with a view to allowing staff to work from home for the long term.

At the same time, many companies are cutting staff, branch offices are being closed, and in some extreme cases, organizations are moving out of Hong Kong altogether.

Obviously, once an organization allows its staff to work remotely, it soon becomes apparent that high rents and ancillary costs can be significantly mitigated.

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23

Creative marketing Advertisement design Event signage Marketing collateral Sales brochures Website development Content marketing

T: +852 3796 3060 E: enquiries@ninehillsmedia.com W: www.ninehillsmedia.com 24

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SECURITY

For the people that are being asked to work from home however, there are significant challenges.

First of all, there are the cyber-security aspects that Network Box specializes in. But it isn’t just about cyber-security, working from home can present a serious challenge to trying to achieve a healthy work-life balance.

With the omnipresent smartphone, also securely hooked into organizational networks, and the rapid growth of cloud system usage; rather than working from home being a perk, we could soon see working around the clock, from wherever you happen to be, become the new organizational standard, regardless of an organization being large or small. Not just the casual use of WhatsApp allowing colleagues to text each other regarding work, but a widespectrum of cloud platforms bringing each aspect of the office to each individual user.

As online usage continues to grow, on both a personal and professional front, the challenge to keep digital assets secure will only become harder.

Human nature has typically leaned towards convenience as opposed to security whenever there has been a choice between the two.

It is also critical to remember — regardless of connecting with physical servers owned by an employer, virtual systems on private networks, or major platforms on the public cloud — in the end, it is all still a computer system owned by someone.

All data is stored on hard disks or solid state drives, somewhere.

to connect only to trusted service platforms, and you need to ensure that the connectivity between the two is secure as well. If you work in a particularly sensitive job, it may be prudent to have different devices for personal and professional usage. But if that isn’t possible, make absolutely sure you do not use your work credentials for any personal accounts.

For example, don’t use your work credentials for your gym’s login page, or for your church’s website, or for your social media accounts. To give you some idea, there are 7.7 billion people alive on Earth right now, yet there are already 9.5 billion hacked and posted sets of credentials on the Dark Web. If you use a third-party computer desktop, say in a hotel’s business center; or you use public Wi-Fi without a VPN in place, say while sitting in a coffee shop one afternoon; then there is every chance you will get hacked, and your private and company data will be compromised.

Use your own secure laptops, tablets and smartphones.

Connect only to secure trusted platforms. And always connect using properly implemented VPNs. None of this is impossible to do. Far from it. But a proactive stance needs to be taken. You cannot just “hope for the best.”

In the rush to secure yourself against the physical Coronavirus, the last thing you want to do is fall victim to a cyber-virus which either allows a hacker to steal all of your confidential data, or to encrypt and lock down your entire office network so your organization can no longer function at all.

Working from home, also frequently means working from “somewhere which isn’t the office.” To be safe, you first need to physically and digitally secure your device itself (this is an ongoing process), you need

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COVID-19 SURVEY/WEBINAR

Key Takeaways from COVID-19 Briefing Series Webinar Coronavirus and the short to long-term implications for business On February 27, AmCham hosted a webinar with Control Risks on Zoom. This was our second online and complimentary event under our COVID-19 series. Below are some of our key takeaways if you missed it. Stay tuned for the next webinar!

Our Speakers

Punch-in-the-face challenge for businesses with the biggest concerns in: • Disruption of the entire supply chain • Difficulty to get shipment through ground transportation Getting the right information on shipment • schedules, suppliers on reopening and latest status • Getting production workers back to work (only 30-50% resume work while others are nervous to get back) • Shipping and ground transportation, and increased costs • Potential liabilities

Summary • Following the survey conducted

Michael Hickman

Principal Integrity Risk and Crisis Management Consulting Practices in for the Greater China and North Asia at Control Risks Pacific Limited

on Jan 31, AmCham conducted a second round of survey on business coping with COVID-19.

• This is an internal membership survey with 116 members responded between the period of

Kent Kedl

Senior Partner of Greater China and North Asia at Control Risks Pacific Limited

Feb 17 and Feb 19, 2020.

• Further breakdown of data is unavailable, while selective comments are extracted for members’ reference.

Ling Jin

Director of Control Risks Pacific Limited (Moderator)

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COVID-19 SURVEY/WEBINAR

Getting back on your feet: crisis management & recovery teams • Companies should manage the crisis by setting up a recovery team alongside a crisis management team to devise a recovery plan for short to long term.

• Crisis management team solves shortterm issues day by day, minute by minute.

• Recovery team looks out on the horizon: P&L, setting the objectives, duty of care, CSR initiatives, ESG requirements, compliance, corporate reputation, community outreach, restructuring / shifting supply chains to be less reliant on a single market…etc.

• Who should be in the recovery team?

Marketing, sales, HR who can collectively rebuild the business’ value propositions to customers, employees, and suppliers • Make short-term decisions based on long-term views and your company’s objectives • Ask yourself: How will my business look like 6-9 months from now? How will my business be affected? What does this mean for my staff, customers and suppliers? What products/ services can I provide, compare to my competitors?

Q1

No one is pain-free: how to deal with the situation?

Proactively and effectively communicate with • employees, suppliers and customers.

• Have a business continuity plan · Have a crisis management plan • Ensure resilience of your employees: keep the needs of your staff the top priority; provide and address their concerns with innovative solutions (flexible working hours, work from home); robust communications with employees.

There are much more unknowns about COVID-19 than the knowns • Be mindful of sources of information • Hear from more perspectives and analyze the information with a solution and conclusion yourself Opportunities are possible: “Think about it, work around it, and plan for it” • Crises always happen suddenly. Companies should look beyond solving a crisis and turning it into an opportunity.

• Opportunities arise from the COVID-19 crisis including but not limited to: online e-commerce, innovative travel, personal protective equipment, healthcare, “nutriceuticals”, and food safety.

How much has the coronavirus affected your business in Hong Kong or beyond?

Answered: 116 Skipped: 0

a great extent

ANSWER CHOICES

RESPONSES

a great extent

50.00%

58

a medium extent

45.69%

53

a low extent

4.31%

5

a medium extent

TOTAL

116

a low extent

0

50%

100%

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27

COVID-19 SURVEY/WEBINAR

Q2

Have you adopted different work options for your employees? If yes, have they been effective in helping businesses carry on?

Answered: 116 Skipped: 0 0

0

50% 50%

100%100%

Q3

Have you made back-up or contingency plans to respond to the situation and ensure business viability going forward? If so in what way?

Answered: 116 Skipped: 0

No, business as usual No, we have not made plans

Yes, but it’s been ineffective

Yes, and it’s been effective, this is what is working for us

0

Yes, we have made plans as below

0

50% 50%

ANSWER CHOICES

RESPONSES

No, business as usual

11.21%

Yes, but it’s been ineffective Yes, and it’s been effective, this is what is working for us

AmChamHK

0

50% 50%

100%100%

ANSWER CHOICES

RESPONSES

13

No, we have not made plans

27.59%

32

15.52%

18

Yes, we have made plans as below

72.41%

84

73.28%

85

TOTAL

28

0

100%100%

TOTAL

116

116

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0

0

50% 50%

100%100%

0

0

50% 50%

100%100%

COVID-19 SURVEY/WEBINAR

Q4

Have the increased travel restrictions affected your 50% business 100% 0 0 50% 100% in particular? If yes, in what way?

Answered: 116 Skipped: 0

Q5

What practical measures or policies would you hope the near 100% 50% 100% 0 0 to see in 50% term as advice to governments?

Answered: 116 Skipped: 0 Increased government communication and feedback mechanisms

No Shipping disruption

Even further border controls

Manufacturing delays

Inter-government cooperation

HR and staff availability

Financial relief and subsidies

Unable to meet clients

Address supply shortages (face masks, sanitary goods, etc.)

General slowdown in business/ customers/inquiries

More strict quarantines and enforcement

Other

Any other suggestions

0 0

50% 50%

ANSWER CHOICES

RESPONSES

No

3.45%

Shipping disruption

25.86%

30

Manufacturing delays

21.55%

25

HR and staff availability

30.17%

35

Unable to meet clients

66.38%

77

General slowdown in business/customers/inquiries

66.38%

77

Other TOTAL

27.59%

0 0

100% 100%

4

32 116

50% 50%

100% 100%

ANSWER CHOICES

RESPONSES

Increased government communication and feedback mechanisms

68.10%

79

Even further border controls

31.03%

36

Inter-government cooperation

56.03%

65

Financial relief and subsidies

47.41%

55

Address supply shortages (face masks, sanitary goods, etc.)

86.21%

100

More strict quarantines and enforcement

43.97%

51

Any other suggestions

28.45%

33

TOTAL

116

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CHAMBER NEWS

AmCham 2020 Key Priorities Luncheon January 20, 2020 Following from a difficult year of protests and political crisis, AmCham hopes to take a lead in refocusing Hong Kong for a new era, including building a workforce for the future, private public partnership with the government and dialogue with officials in the United States.

Chairman Robert Grieves and the AmCham board presented the Chamber’s priorities for 2020 at the American Club to a sold-out audience.

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CHAMBER NEWS

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31

CHAMBER NEWS

China’s Economic Outlook in the New Decade January 14, 2020 Sitao Xu, Chief Economist and Partner at Deloitte China, shares his predictions on China’s economic outlook and policy responses

Hong Kong: What’s Next?

January 16, 2020 2019 was a tough year for Hong Kong and with everyone bracing for a rough start to 2020, we asked the question: “What’s next for Hong Kong?”. Ming Wai Lau, GBS, Director of MWYO and Chairman Of Chinese Estates Holdings Limited; and Yok-sing Jasper Tsang, GBM, GBS, JP, Former Chairman at the political party Democratic Alliance for the Betterment of Hong Kong; helped us provide some insight.

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GUIDE TO

INTERNATIONAL SCHOOLS

GUIDE TO INTERNATIONAL SCHOOLS

American International School 125 Waterloo Road, Kowloon Tong, Hong Kong W: www.ais.edu.hk | E: admissions@ais.edu.hk | Social Media: @aishongkong T: (852) 2336-3812 | C: Maggie Choy, Admission Director

University Destinations Every year, the majority of Grade 11 and 12 students receive AP Scholars recognition f rom the US College Board.

AIS graduates earn admission to the most prestigious universities and colleges in the United States and internationally, including Cornell University, University of Pennsylvania, University of Chicago, Johns Hopkins University, University of California Berkeley, UCLA, Imperial College of London, Royal College of Surgeons (Ireland), University of Michigan, Rice University, Parsons the New School for Design, University of Toronto, University of Melbourne, Les Roches International School of Hotel Management, HKU and many more worldwide. (ais.edu.hk/graduation-beyond/) School Profile Serving Hong Kong’s local and expatriate families since 1986, the American International School (AIS) is a fully accredited, independent, co-educational, international day school for approximately 885 students f rom Early Childhood through Grade 12 for children aged 3 to 18 years old. AIS offers a rigorous college-preparatory academic program based on US educational standards supported through international best-practices in teaching.

The academic program is enriched by a broad and diverse extra-curricular program, vibrant visual and performing arts, an extensive sports program at both intra-mural and varsity levels, unique experiential learning opportunities, challenging leadership programs, dedicated community service, and a schoolwide commitment to supporting student success.

American Curriculum Ea rl y Chi ldho o d to Gra de 12: U S St an da rds-ba se d Curriculum High School: US Advanced Placement Courses and AP CapstoneTM Program

Hours Early Childhood 1 (half-day): 8 – 11am & 12 – 3pm Early Childhood 2 to Grade 12 (full-day): 8am – 3pm Facilities Swimming pool, Makerspace for student exhibitions, basketball and outdoor sportsgrounds, EngineeringDesign-Innovation (EDI), fine arts, music technology and science labs. AIS is a full Wi-Fi campus which supports a Bring Your Own Technology (BYOT) policy from Grade 5 to 12.

Our core values of justice, knowledge, and love, foster the development of global citizens, empowered thinkers, effective communicators, and well-rounded i n d i v i d u a l s w h o a re p re p a re d f o r success and a bright future.

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GUIDE TO INTERNATIONAL SCHOOLS

American School Hong Kong 6 Ma Chung Road, Tai Po, New Territories, Hong Kong W: www.ashk.edu.hk | E: admissions@ashk.edu.hk T: (852) 3919 4111

School Profile American School Hong Kong (ASHK) is a kindergarten (KG2) to Grade 12, non-profit, college preparatory program located in the Tai Po community. With a rigorous American and international program, our inquiry and concept-based approach to teaching and learning promotes the development of 21st century skills to prepare our students for their future. The US Common Core, Next Generation Science Standards (NGSS), and American Education Reaches Out (AERO) Social Studies Standards provide the f ramework for learning with English serving as the language of instruction and communication. Through our STEAM focus, students experience a culture of creativity and innovation. While intellectual development is of paramount importance, signif icant emphasis is placed on the social, physical, emotional, and creative domains to provide a holistic supportive experience for the development of the whole child.

Fully Accredited by the Western Association of Schools and Colleges and the Middle States Association of Schools and Colleges, American School Hong Kong is owned and operated by Esol Education, the world’s largest operator of international American schools. Esol Education currently operates 10 high quality international schools across three continents with more than 10,000 students registered.

Graduates from Esol schools are now attending leading universities worldwide, including Stanford University, Massachusetts Institute of Technology (MIT), Yale University, Columbia University, University of Toronto, and the London School of Economics.

Our scholarship program allows students an equal opportunity to enjoy this amazing educational experience with financial assistance available.

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GUIDE TO INTERNATIONAL SCHOOLS

Discovery Bay International School Discovery Bay Road, Discovery Bay, Lantau Island W: www.dbis.edu.hk | E: admissions@dbis.edu.hk T: (852) 2987 7331

School Profile Located in the community of Discovery Bay on the beautiful island of Lantau, the school derives much strength f rom its tranquil location and its surrounding active community. Establishing and maintaining strong, caring, respectful, and supportive personal relationships is key to the DBIS ethos. Our approach allows DBIS’ outstanding teachers to work in tandem with supportive and aspirational parents in focusing upon the individual.

It also allows students to concentrate on the challenging task of learning, growing and developing as individuals.

different nationalities, 1190 students and 220 staff located on three very well resourced campuses.

As illustrated by our school’s aims and mission we are incredibly ambitious for our students. We are intent on ensuring that every student is supported and encouraged to reach their individual potential. We are an international community school committed to the constant pursuit of excellence to achieve the best possible outcomes for all our students.

Our students enjoy a broad international curriculum with British characteristics and a unique learning journey that begins in Early Years (age 3-7), progresses to the Primary School (age 7-11) and culminates in the Secondary School (age 12-18). The DBIS student experience is characterised by a highly personalised learning environment, small class sizes, creative approaches to teaching and learning, and a broad range of extracurricular activities.

The school has developed in tandem with the community it serves. Established in 1983 with an initial cohort of 3 students and 3 staff, the school now comprises 53

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DBIS’ Features Include: • Forest and Beach Schools provision from Nursery to Year 6 • A Reggio Emilia inspired approach in the Early Years • A concept based approach to learning used strategically through the school’s bespoke Discovery curriculum in Primary and Secondary • (I)GCSE examinations in Years 10 and 11 • AS and A-level examinations in Years 12 and 13 • Extensive learning support provision • An extensive extracurricular activities programme • A l e a r n i n g t e c h n o l o g y r i c h environment with a purpose built S T E A M ( S c i e n c e , Te c h n o l o g y , Engineering, Arts and Mathematics) hub at the heart of the school

GUIDE TO INTERNATIONAL SCHOOLS

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GUIDE TO INTERNATIONAL SCHOOLS

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GUIDE TO INTERNATIONAL SCHOOLS

Hong Kong International School Lower Primary & Upper Primary School: 23 South Bay Close, Repulse Bay Middle School & High School: 1 Red Hill Road, Tai Tam W: www.hkis.edu.hk | E: admissions@hkis.edu.hk T: (852) 3149 7000

School Profile Hong Kong International School (HKIS) is a private coeducational day school serving students from Reception One (pre-kindergarten) to Grade 12 in the international community who seek and American-style preparatory education in a Christian setting. Students come f rom business, government and professional families. HKIS serves over 2,800 students of which 49% are f rom the United States, 15% f rom Hong Kong and 37% f rom 43 other countries.

Learning and Student Life Our programs reflect the rich multicultural and international character of our student body with an emphasis on Chinese language and culture. Providing educational excellence with an emphasis on inquiry, compassion and community service across all grades. We offer courses that challenge and inspire students and our graduates attend the top universities around the world.

Our High School offers 27 Advanced Placement (AP) courses. Education outside the classroom allows students to deepen their educational experience through cultural immersion and service learning. HKIS offers a multitude of co-curricular activities, dozens of clubs, and has a competitive athletics program with teams competing in local and international conferences.

Admissions HKIS seeks students who will not only benefit from the educational experiences we provide but will also actively contribute to our school community. Applicants are assessed for their potential to meet HKIS’s high academic standards and expectations of self-motivated and collaborative learning. Applications are accepted year-

round, with priority deadlines on October 31 for Reception 1 ­– Grade 5, and February 1 for Grades 6-12. Tuition fees: R1 – Grade 5: $200,600, Grade 6-8: $206,450, Grade 9-11: $230,050, Grade 12: $232,200. Annual capital levy: $20,000.

Applicants can apply up to 2 years in advance.

Facilities HKIS redeveloped its elementary schools in Repulse Bay, creating a purpose-built facility to support early childhood learning through play. Middle and High Schools in Tai Tam boast world-class facilities including robotics labs and makerspaces, classrooms equipped with modern learning technology, science labs, music and art studios, performance spaces, a swimming pool, tennis courts, and a large track and sports field.

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GUIDE TO INTERNATIONAL SCHOOLS

Kellett School The British International School in Hong Kong Pok Fu Lam Campus: 2 Wah Lok Path, Wah Fu, Pok Fu Lam, Hong Kong Kowloon Bay Campus: 7 Lam Hing Street, Kowloon Bay, Hong Kong W: www.kellettschool.com | E: admissions@kellettschool.com T: (852) 3120 0700 | F: (852) 2305 2292 Kellett is a through train school with campuses in Pok Fu Lam on Hong Kong Island and in Kowloon Bay. The Pok Fu Lam campus is a Preparatory School (for ages 4-11 years old) in Wah Fu at the foot of Mount Kellett and overlooking Kellett Bay, while the Kowloon Bay campus houses a Preparatory and Senior School for students from 4 -18 years old.

We follow the Early Years Foundation Stage and English National Curriculum, which includes GCSEs, IGCSEs and A levels. As our children progress through the school, they are encouraged to learn with growing independence in a challenging and stimulating environment. As a result, our students achieve consistently strong academic results with many going on to study at the world’s leading institutions.

In conjunction with our rigorous academic programme, our students enjoy access to a rich and varied programme of extra-curricular activities and a wide repertoire of performing arts, sports and volunteer opportunities.

Kellett School is a Not-For-Prof it parent-governed association with highly skilled teaching and support staff, all of whom strive to provide an environment that enables our students to develop their own passions, broaden their outlook and achieve their full potential.

School Profile Kellett School, the British International School in Hong Kong, established in 1976, offers an exceptional education comparable to prominent independent schools in the UK. We are proud to be one of Hong Kong’s leading international schools, a reputation built on our global outlook and unwavering aim to nurture a love of learning and confidence for life in every one of our students.

Throughout Kellett’s more than 40 years of history, the School has been known for its superb education, both in the classroom and beyond. We offer a challenging and stimulating environment where high academic achievement is realised within a broad English curriculum embracing creativity, the arts and sport, all the while taking advantage of our unique position in Hong Kong.

The world does not stand still so we continually evolve our educational offering to ensure we are equipping our students with the right mind and skill set to enable them to thrive - today and tomorrow.

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Our fees are now: Prep – HKD172,600 Senior – HKD214,500 Sixth Form – HKD220,800

GUIDE TO INTERNATIONAL SCHOOLS

Renaissance College Hong Kong Hong Kong

5 Hang Ming Street, Ma On Shan, New Territories, Hong Kong W: www.rchk.edu.hk | E: info@rchk.edu.hk T: (852) 3556 3556 | F: (852) 3585 3880

School Profile Renaissance College of Hong Kong (RCHK) is a member of the English Schools Foundation (ESF); which is the largest provider of English medium international education in Hong Kong. Our vision is for every student to be the best that they can be. Our mission is to inspire creativity and nurture global citizens and leaders of the future. We do this by creating joyful learning environments, led by a community of exceptional teachers who bring out the best in every child through a personalised approach to learning and by inspiring curious minds.

RCHK is a world-class co-educational independent school and an IB World School. It was one of the first schools in Asia to offer all four of the IB programmes: PYP, MYP, DP and CP. Students are educated from Year 1 to Year 13 on one site, guided and encouraged by a team of experienced international educators. Our student body comprises 39 nationalities, with 20 languages represented. English is the medium of instruction, with Mandarin taught at every level. Technology is integrated College-wide throughout the curriculum. Creativity, activity, service (CAS) are also integral to campus life. Students participate in a myriad of artistic, musical, sporting and service activities conducted on-site and off-campus, and our scholarship and financial aid programme enables students f rom all walks of life to enjoy this equal education opportunity without any f inancial constraints. Come see what RCHK can do for your child’s future!

Transport: Heng On MTR, Exit A / School Bus IB Curriculum: PYP, MYP, DP, CP Hours: 8:30-15:00 (Primary), 8:25-15:10 (Secondary) Fees: $124,000 (Years 1-6), $166,000 (Years 7-11), $167,900 (Years 12-13) Facilities: Performing Arts Centre, ICT Centre, Black Box Theatre, 25-metre indoor swimming pool, music rooms, library, science laboratories, gymnasiums, climbing wall, outdoor basketball courts, and outdoor sports f ield and multiple cafeterias with inhouse catering provided

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WHO’S WHO IN MARKETING, ADVERTISING & COMMUNICATION SERVICES

WHO’S WHO IN MARKETING, ADVERTISING & COMMUNICATION SERVICES

FleishmanHillard Hong Kong Suite 1501, 12 Taikoo Wan Road, Taikoo Shing, Hong Kong Tel: (852) 2530 0228 Fax: (852) 2845 0363 Email: fhhk@fleishman.com Website: www.fleishmanhillard.com.hk Key Contacts: Rachel Catanach, President & Sr Partner, Greater China Patrick Yu, General Manager, SVP & Partner, HK Kitty Lee, Deputy General Manager & SVP, HK Year Established: 1946 (1997 in Hong Kong) Major Business: Public relations, reputation, public affairs, brand and consumer marketing, media relations, crisis management, social engagement, content strategy and more. Based on the 2018 Fortune 500 report, we support 22 percent of the organizations included in this report.

Major Awards / Projects: • Outstanding Large Agency 2019 | PRWeek U.S. • Large Agency of the Year 2019 | The Holmes Report • Best Acquisition/Retention Agency of the Year 2019 | Marketing Magazine Hong Kong • PR Agency of the Year 2018 |

Marketing Magazine Hong Kong • Best Places to Work for LGBTQ Equality 2018-2020 |

Human Rights Campaign • Top Companies for Executive Women 2010-2020 |

National Association for Female Executives • CSR A-List 2013-2020 | PR News • Best Places to Work in PR 2016-2018 | PR News Professional Associations: Member of the PRHK

Company Profile: FleishmanHillard is part of Omnicom Public Relations Group, and has more than 80 offices in 30 countries, plus affiliates in 43 countries. In Asia Pacific, the firm is headquartered in Hong Kong, and has operations in Beijing, Shanghai, Tokyo, Seoul, Singapore, Bangkok, Manila, Jakarta, Bangalore, Mumbai, New Delhi, and Sydney. Concentrating on the capabilities, offerings and industry expertise, we compel key audiences, transform behaviors and help to build, maintain and protect our clients’ brands and reputations through a full spectrum of communications services.

C a pa b i l i t i e s : B ra n d a n d Co n s u m e r M a rke t i n g | C ri s i s Management | Media Relations | Public Affairs | Reputation | TRUE Global Intelligence | Social and Innovation | Talent and Transformation Experience: Consumer Products and Services | Energy and Utilities | Financial and Professional Services | Food, Agriculture and Beverage | Healthcare | Manufacturing and Industrials | Public Sector | Technology We have a range of proprietary products helping to build, maintain and protect our clients’ brands and reputations through a full spectrum of communications services, such as Authenticity Gap and A .R.C. Proving Grounds. We are also proud to present industry thought-leadership reports including The Future of Asset Management in China (2019), Tech Trends Report 2019: The Fads. The Fears. The Future (2019) and Creating True Shared Value (2016/17).

Ruder Finn Asia Ltd 24/F Neich Tower, 128 Gloucester Road, Hong Kong Tel: (852) 2521 0800 Fax: (852) 2521 7088 Email: hkoffice@ruderfinnasia.com Website: www.ruderfinnasia.com Key Contacts: Elan Shou, Regional Director of Asia | Winnie Lai, General Manager and Vice President, Ruder Finn Hong Kong

Charles Lankester, Executive Vice President, Global Reputation & Risk Management Year Established: 1989

Staff Size: 550

Professional Associations: CPRF, American Chamber, British Chamber Major Business: Integrated communications, reputation management, luxury sector communications, digital and social media marketing strategy & services, corporate, brand and crisis communications Company Activities: Ruder Finn Asia – The Art and Science of Engagement Founded in 1989, Ruder Finn Asia (www.ruderfinnasia.com) is the Asia-Pacific subsidiary of New York-based Ruder Finn (www. ruderfinn.com), a global communications consulting firm, producing award-winning work at the intersection of content, creative and digital. Ruder Finn Asia today employs close to 550 consultants in Asia-Pacific and has offices in Beijing, Shanghai, Guangzhou, Shenzhen, Hong Kong, Kuala Lumpur, Singapore, Mumbai, New Delhi and Bangalore. The firm is represented across all other regional markets through a network of high quality partners. Ruder Finn Asia’s business centers on four strategic pillars: Corporate & Public Trust, Global Connectivity, Health & Wellness and Life+Style. As an integrated communication consultancy, we help our clients engage with those vital to their success, delivering meaningful, measurable, business results through inspirational, data-driven, communications counsel and solutions. Our expertise encompasses reputation management, digital and social marketing strategy, employee engagement, branding and executive skills training. Our research and analysis team provides insights and counsel in market trends, producing annual research reports including the China Luxury Forecast and other publications. Ruder Finn Asia’s key clients include Almond Board of California, Bang & Olufsen, BMS, Emirates, GSK, Hermès, Jumeirah, L’Oréal, Michelin, Omron, Sanofi, VISA, Volkswagen Group and leading brands from the Kering, LVMH and Richemont Groups.

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Sinclair 7/F, 299 QRC, Queen’s Road Central, Sheung Wan, Hong Kong Tel: (852) 2915 1234 Email: talk@sinclaircomms.com Website: www.sinclaircomms.com Key Contacts: Kiri Sinclair, Founder & CEO

Stephen Millikin, COO Year Established: 2009

Staff Size: 50

Background: Sinclair is a multi award-winning independent PR, digital, and experiential marketing communications agency with hubs in Hong Kong, Shanghai, Beijing and Singapore. We take a multichannel approach to storytelling for brands across greater China and throughout the APAC region, with services that include brand strategy, marketing campaigns, media relations, social media analysis and management, digital strategy and content creation.

Major Clients: Diageo, Genting Group, Haagen-Dazs, ifc Mall Hong Kong, JERDE, New World Development, Plaza Premium Group, Savanah College of Art and Design (SCAD), Singapore Tourism Board, SmileDirectClub, Tourism Australia, V&A Museum, and more…

Professional Association: PRHK, PRPA, PRCA, DMA, IABHK Company Activities: Sinclair works across industry and sector with one goal in mind – to create business impact for our clients through persuasive storytelling. Our ability to embrace new technologies and our bold approach to brand communications builds value,

inspires action, changes opinion and grows reputation. Our expert team of strategists deliver seamlessly integrated PR programmes that ensure brands are shaping the conversations that matter. We influence.

Whether you’re launching a new brand, product or service, opening into new markets or making a major announcement, we are here to help. We bring research, insight and experience together to build impactful strategy that ensures your brand is strong and understood. It’s about crafting the right content for the right people and being consistent across every touch point. This is why we listen closely to our clients, working in partnership to cohesively bring together digital, social, marketing and media.

Why? Because an integrated strategy delivers a consistent message across all of your marketing communications channels.

Sinclair Communications has been accredited with the following recognition: • Greater China PR Consultancy of the Year, Winner-PR Awards Asia 2018, Campaign Asia • Independent Agency of the Year, Winner-Mumbrella Awards Asia 2018 • PR Agency of the Year, Local Hero Award-Agency of the Year Awards 2018, Marketing Magazine • The Most Influential Award, Brand Image for City, Top 5 Golden Flag Awards 2019 • Experiential Practice Area, Winner-The Sabre Awards Asia Pacific 2019

Strategic Public Relations Group 24/F, Admiralty Centre I, 18 Harcourt Road, Hong Kong Tel: (852) 2527 0490 Fax: (852) 2114 4948 Email: enquiry@sprg.asia Website: www.sprg.com.hk / www.sprg.asia Key Contacts: Richard Tsang, Chairman of SPRG

Eveline Wan, Senior Director – Asia Year Established: 1995

Staff Size: 320

Major Business: Integrated PR group provides IPO, investor relations, corporate marketing communications, public affairs, government relations and digital solutions in Asia Pacific.

Major Clients: 3D Gold, AEON Stores, Asia Paper Pulp, China Mengniu Dairy, Deloitte Touche Tohmatsu, Fairwood, Google, Lenovo, LianHwa Foods, Lufthansa, Merck, Nissan, Puma, Zespri.

Professional Association: Partner of PROI Worldwide Company Activities: Established in 1995, Strategic Public Relations Group (SPRG) is one of the largest public relations networks in Asia Pacific and Hong Kong’s largest public relations consultancy.

It has 320 professionals working f rom 15 wholly-owned offices in Hong Kong, Beijing, Shanghai, Guangzhou, Taiwan, Singapore and Malaysia, as well as an associate company in Australia, providing clients with integrated communication services. It is an IPO/IR and financial communications specialist in Hong Kong.

SPRG has won to date 387 esteemed industry, client project and CSR/non industry awards: • Asia Pacific Network of the Year – Campaign • Public Relations Agency of the Year in Asia – the Stevie Awards • Public Relations Agency of the Year in Asia Pacific – the Stevie Awards • Grand Stevie Award Winner– the Stevie Awards

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Asia Pacific Agency of the Year – Communication Director Asia Pacif ic Corporate Consultancy of the Year – the Holmes Report Asia Pacific Financial Consultancy of the Year – the Holmes Report Greater China Independent Agency of the Year – Campaign Local Hero – Public Relations Agency of the Year – Marketing Magazine Hong Kong Consultancy of the Year – the Holmes Report Best of Show – Agency – Marketing Magazine Best Crisis Management Team – Marketing Magazine Innovation in Community Relations or Public Service Communications – the Stevie Awards Corporate Social Responsibility Programme in Asia Pacific – the Stevie Awards Corporate Social Responsibility Programme in Asia – the Stevie Awards

Founded by SPRG in 2014, Strategic CSR Network (“SCSR”) is the f irst and only NGO to be funded and fully supported by a PR consultancy in Hong Kong. It aims to serve as a platform for connecting corporations, NGOs and volunteers to helping local people in need. As of March 2020, SCSR has already received HK$5.77M in in-kind donations from 43 corporate donors, held over 170 events with 80+ community/volunteer partners and attracted an aggregate of 2,100+ volunteers who contributed 5,400+ service hours to serve 14,500+ beneficiaries.