Britain in Hong Kong September 2013

Britain

IN HONG KONG September 2013

Vol 28

www.br i tcham.com

No 7

Fitting In Hong Kong’s New Educational Environment

Not For Sale

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Online Education – Are We There Yet?

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Non-Executive Director: A Task for Which No One is Qualified

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Japan

Britain in Hong Kong

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Contents Airing the Issue Around Hong Kong Pollution

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Fitting In Hong Kong’s New Educational Environment

Lifestyle: Japan

5 Chairman’s Message

26 How Do You Keep Employees Engaged?

6 Fitting In Hong Kong’s New Educational Environment

28 Airing the Issue Around Hong Kong Pollution

8 Bright Future for British Education in Asia

30 Hong Kong Clean Up 32 Hong Kong Needs Leadership on Work-Life Balance

10 Online Education – Are We There Yet? 12 Non-Executive Director: A Task for Which No One is Qualified

36 Lifestyle: Japan

14 GETs IT – The Graduate Enhancement Trainee Scheme for Young Professionals

38 Member Discounts

16 The Value of Global Exchange

42 News & New Appointments

18 Assessing Myanmar’s Opportunities and Risks: 28 Months Into The Country’s Transition

43 New Changes to HK ATM Cards Travellers Need to Know

20 Maritime Logistics in Vietnam

45 New Members

22 Virgin Galactic’s SpaceShipTwo

46 Sterling Members

24 Brand Breakout Challenges and Opportunities Faced by China’s Global Brands

47 Shaken Not Stirred

40 Member Get Member 2013

Britain in Hong Kong Editor Sam Powney Design Winnie Li Lilian Yu Ken Ng Advertising Contact Charles Zimmerman Project Management Vincent Foe

Jointly Published by Speedflex Medianet Ltd and The British Chamber of Commerce in Hong Kong 1/F, Hua Qin International Building 340 Queen’s Road Central, Hong Kong Tel: 2542 2780 Fax: 2542 3733 Email: info@speedflex.com.hk Editorial: sam.powney@speedflex.com.hk Advertising: charles@speedflex.com.hk

British Chamber of Commerce Secretariat Executive Director CJA Hammerbeck CB, CBE General Manager Cynthia Wang Marketing and Communications Manager Emily Ferrary Special Events Manager Stephanie Rose Events Executive Mandy Cheng Business Development Manager Phillippa Cook

Membership Manager Lucy Jenkins Accountant Michelle Cheung Executive Assistant Jessie Yip Secretary Yammie Yuen Office Assistant Sam Chan

Room 1201, Emperor Group Centre, 288 Hennessy Road, Wanchai Tel: 2824 2211 Fax: 2824 1333 Website: www.britcham.com

© All published material is copyright protected. Permission in writing from the Publishers must be obtained for the reproduction of the contents, whole or in part. The opinions expressed in this publication are not necessarily the opinions of the Publishers. The Publishers assume no responsibility for investment or legal advice contained herein.

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13年5月24日 下午7:27

Britain in Hong Kong

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Chairman’s

Message I suppose the biggest change in the business environment during my lifetime is globalisation.

In the 1960s it was almost impossible to buy a foreign car in the UK, let alone eat exotic fruit except at Christmas! (Some might say “thank goodness” on both counts…) Even in the late 1970s only big oil and British Leyland had any internationally extended business operations.

Even in banking, business activities were predominantly local. International business essentially meant trading, with Jardine Matheson and Swire being prominent players here. International supply chains, global brands and manufacturing operations in multiple markets barely existed.

In the mainland today of course, international business regularly expresses concern that it has insufficient access to operate in (not simply sell to) local markets. Yet before the “opening up” this was true over most of the globe.

Today, it is scarcely possible to conceive of any business segment where foreign operators are not key competitors in every market. In such a world, even quite small businesses need to consider international opportunities. Not only as a business opportunity but also because local niches everywhere become continually more competitive. Sitting at home and nursing your margins is to invite decline. A good business needs to search the globe for profit opportunities.

Yes yes, I hear you say, stop with the “Harvard Business School for beginners” stuff. What does this mean for the Chamber?

Well, in the “old days” members of business chambers were essentially local firms with expatriate managers, sharing experience (and perhaps the odd drink) over local concerns. Now as a consequence of the aforesaid globalisation, the spectrum of interests in chambers is much broader. In particular, our own membership includes many recent entrants to the Hong Kong market from the UK, searching for just the global opportunities to which I was referring. Many of them are SMEs, who do not have the in-house expertise that major corporations can turn to. And the support for which these newcomers look to the Chamber is of a different order from the big “Hongs”, who know their local market backwards.

The Chamber is currently working with the British Consulate to ensure that when UK SMEs are seeking to enter the China market through Hong Kong, they have access to advice and services that will help them do so. Our Chamber membership includes many firms, often themselves SMEs, who can provide professional advice, while our full time staff can share their experience as well. Much of this already happens, however there may be more we can do to make this platform of services more transparent to and accessible for companies in the UK, who are after all potential members of our Chamber if their move into Hong Kong proves successful.

As we complete the detail of this framework of support, we will share it with you, to ensure that all members who may have a role to play, and potential business to win, are included in it. The SME Committee is already involved and more hands may be needed at the pump!

Nick Sallnow-Smith

Chairs of Specialist Committees Business Angel Programme Neil Orvay Asia Spa & Wellness Limited

Environment Committee Anne Kerr Mott MacDonald Hong Kong Limited

Logistics Committee Mark Millar M Power Associates

Small & Medium Enterprises Committee Viktoria Kish International Study Programmes

Business Policy Unit Tim Peirson-Smith Executive Counsel

Financial Markets Committee Richard Winter Quam Limited

Marketing & Communications Committee Adam O’Conor Ogilvy & Mather Group

Strategic Supply Chain Forum Dominic Jephcott Vendigital Limited

China Committee Tim Summers

HR Advisory Group Brian Renwick Boyden Search Global Executive

Real Estate Committee Jeremy Sheldon Jones Lang LaSalle

Women in Business Committee Sheila Dickinson The Fry Group

ICT IT Committee Craig Armstrong Standard Chartered

Scottish Business Group John Bruce Hill & Associates

YNetwork Committee Alison Asome

Construction Industry Group Derek Smyth Gammon Construction Education Committee Stephen Eno Baker & McKenzie

C ove r S t o r y

Fitting In Hong Kong’s New Educational Environment

Hong Kong’s students start classes this month – hopefully feeling refreshed, but many of the city’s education experts have had a long hard summer. In April Hong Kong’s Secretary for Education, Mr Eddie Ng Hak-kim, announced the successful allocations of vacant campuses to three more international schools, including the International Montessori School of Hong Kong and Nord Anglia Education (several greenfield sites have also been allocated in recent years, including to the Kellett School), all of which are now working flat out to get the new premises ready as soon as possible.

It followed a concerted effort on the part of Hong Kong’s business community and the international population as a whole to ease the grave shortage of international school paces. According to the government’s report, within three to four years, the three most recent campuses will have created around 1,700 additional places.

The shortage of international school places has been singled out as Hong Kong’s main drawback for prospective talent compared with other international cities. It is an issue on which Britcham in particular has campaigned forcefully for many years, marshalling the city’s business community to take action. This has been successful in that seven new sites have been made available for international schools, three of which have been awarded to Britcham members. While the government has done a great deal to respond to the situation, many observers believe the problem is far from solved. Regarding international schools, Eddie Ng himself told Legco in November last year that by 2016/17 there would likely be a shortage of 4,200 primary school places alone.

Why is the international school places shortage so acute?

Two trends stand out strongly – the growth of the expat community and a crisis in local schooling. In February this year, the South China Morning Post discovered that neither the Security Bureau, the Immigration Department nor the Census and Statistics Department could give a reliable figure as to the number of non-locals living in Hong Kong. The expatriate community in particular is notoriously fluid, and while the official number of non-local professionals granted visas under the General Employment Policy seems stable (around 30,000 p/a), that number does not account for the number of foreigners who are renewing their work visas, applying for permanent residency, leaving the territory or changing jobs, etc., let alone how many dependants they have.

Nevertheless, few people would doubt that Hong Kong’s expatriate population is growing. The French consulate, for example, is confident that Hong Kong’s French population has more than doubled since 2006. According to the government’s 2011 census, the population of ethnic minorities rose by approximately 30% over the previous five years (excluding the Filipino and Indonesian minorities – the majority of whom, though by no means all, are registered as domestic helpers). This undoubtedly has an impact on demand for international school places, but it is by no means the only factor. Anecdotal evidence suggests that a growing number of mainland parents are keen for their children to get an international education in Hong Kong, and there also seems to be a generational shift in the foreign community, with many more young families moving here than in previous decades.

Britain in Hong Kong

Perhaps the greatest shift of all, however, is the rising demand for international schooling among local Hong Kong families.

Last month, nearly half of the 28,418 high school students passing the Joint University Programmes Admissions System’s requirements were not granted a place at a government-funded university – the widest gap yet recorded.

The 13,000 unsuccessful applicants this year face a stark choice between private universities here, universities abroad, an online degree, or missing out on tertiary education altogether. Needless to say, an increasing number of local parents would rather not risk their children missing out on a Hong Kong university and perhaps also lacking the foreign language skills necessary for university abroad. In that light, an international school seems a safer, if more expensive, bet.

Education has certainly become a hot topic in recent months, and concern about schooling seems to have fed right down to parents of pre-schoolers. A recent poll found that an alarming number of lower income parents are taking their small children to two or more kindergartens every day. In May and June of this year, the Tin Shui Wai Family Wellness Centre (a unit of the Hong Kong Young Women’s Christian Association), interviewed about 1,500 parents of children aged six or under, and found that 20% took their children to more than one kindergarten, often with only a 45 minute break between morning and afternoon sessions. According to specialists, this leaves the children exhausted and is wholly counterproductive, but it seems to indicate a widespread desperation among parents to give their children a step up on the learning ladder as early as possible.

Many Asian school systems are accused of an old-fashioned, examination-oriented approach to education, but recent trends in Hong Kong suggest that while high examination scores are still crucial, the new watchword here is ‘extracurricular’. Far from being fun and games, the pressure of competition means that for many children extra-curricular activities are now in effect mandatory, demanding in scope, and very time-consuming. A survey published by the Hong Kong Federation of Youth Groups last month indicated that most secondary students expected to be doing plenty of extra-curricular activities this year. One third of the children surveyed said they would join 11 or more extra-curricular activities, and a large number expected to experience high stress levels during the forthcoming academic year.

It is a zero-sum approach that stands in stark contract to the principles of the International Montessori School of Hong Kong, which has grown exponentially since its foundation eleven years ago and was recently allocated the largest of the four new international school campuses, in Stanley. The Montessori system was developed by Dr Montessori around the turn of the twentieth century, and emphasises a more balanced approach where each child is encouraged to take a genuine interest in their development. Classes are not based on yearly age brackets, and teachers are not the main focus of attention. Instead, children work together in groups and learn from specially designed learning materials and each other, under targets and direction given by their teachers. In this atmosphere, examinations are not the emphasis but rather a benchmarking tool, and the children’s interest in genuine

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learning is preserved. Anne Sawyer, co-founder of the International Montessori School in Hong Kong explains that, ‘One of the reasons Montessori is so popular in Asian countries is that it’s such a respect-oriented curriculum. One of the most fundamental Montessori principles is ‘grace and courtesy’, which involves: respect for self, respect for the environment and respect for others. Children are introduced to this principle in class and role-play etiquette from a very early age. That aspect is very attractive to many Asian families, as is the fact that Montessori has a very strong academic programme. However, because the environment isn’t at all stressful, the children are often not aware of how advanced they are and how quickly they’re learning.’

The International Montessori School in Hong Kong is bi-lingual in Mandarin and English, and Karin Ann, the school’s other co-founder, explains that the system has a universal application, ‘Montessori is designed for the individual child but incorporates the local culture of wherever the particular school is located. Therefore, it’s just as culturally integrated in Japan as it is in the US or in a village in Africa.’ There is a common fallacy that teaching methods like Montessori and other more recent arrivals in Hong Kong are fundamentally incompatible with local traditions of education, when in fact an over-reliance on exams is essentially an outdated western model. Whatever the roots of the prevailing style of education, there is widespread evidence that Hong Kong students are suffering from severe stress. A study into the Prevalence of Insomnia and Its Psychosocial Correlates Among College Students in Hong Kong by Dr Wong Wing-sze, an associate professor at the Department of Psychological Studies at The Hong Kong Institute of Education, found that up to 68.6% of 529 college students surveyed suffered from sleep loss. These students tended to be pessimistic and experienced higher levels of stress and depressive symptoms compared to students who were sleeping normally.

As a modern, international centre of trade and culture, it is hardly surprising that Hong Kong is moving towards a modern, international education system for all its children. A coherent analysis and roadmap for the future of Hong Kong’s education system will likely ensure that the transition happens more smoothly. Moreover, as part of that future, it seems clear that Hong Kong’s international business community will take an increasingly close and comprehensive interest in the state of Hong Kong’s education system.

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Bright Future for British Education in Asia Ann McDonald Principal of Kellett School, The British International School in Hong Kong

Rarely a day passes in the UK media without a mention of proposed changes to the National Curriculum for England, alleged grade inflation, university entrance and the like; to the outsider it may appear that the English education system is in serious disarray and about to be spurned by its advocates. Whilst under the microscope in the UK, internationally British education has never been more popular. The Independent Schools Council (ISC) 2013 census reveals that of the 508,601 students in ICS schools 25,912 are non-British with parents residing overseas and that 31.7% of all overseas pupils originate from Hong Kong and China.

The Federation of British International Schools in South East Asia and East Asia (FOBISSEA) member schools representing the majority of British International Schools in the region has experienced an interesting shift in its membership over the past fifteen years. FOBISSEA was originally founded to support a number of the British Schools in the region, Tanglin Trust, Singapore; Alice Smith, Kuala Lumpur; Kellett School, Hong Kong to name a few, schools that educated the sons and daughters of British nationals living as expatriates in their respective locations and in relative isolation.

The FOBISSEA schools of today reflect a very different demographic to those founded 50 to 60 years ago by expatriate parents seeking to avoid leaving their offspring to be educated in Britain. The majority of FOBISSEA’ s newer members reflect a growing international trend of schools opened to provide an English medium, British education for host nationals.

The International Schools Consultancy Group’s arm, ISC Research, reported in the September 2012, British International School magazine;

Growth in the overall international school market in recent years has been dramatic. In 2000 there were 2584 international schools teaching close to 1 million students. Today that number has increased to 6,200 international schools teaching over 3 million students and by 2021 ISC Research predicts there will be over 10,000 international schools with over 5 million students.

Many of the original British schools in the region grew from the Parents National Education Union (PNEU) movement; mothers home schooling children with materials shipped by the PNEU throughout the then British Empire. It was from the home schooling movement that many of the early British

Britain in Hong Kong

school’s grew. Tanglin Trust School’s first classes were taught in the Tanglin Club, Alice Smith taught classes in her bungalow and Kellett School’s origins lie in an informal preschool held in a flat on The Peak. In common with their contemporaries these schools grew organically.

Today’s British and British International schools rarely have such humble beginnings; they most often are proprietorial, operating under licence from UK independent schools, or operated by companies specialising in the development of British schools. More often than not their target market is host nationals. There is little organic in the development of the new breed of British International Schools. These schools may be built in the likeness of the English Public Schools whose franchise they operate or may be developed in partnership with the owner by international school management companies like Nord Anglia, GEMS and World Class Learning for example. Just as the constituents of many British International Schools is changing, so are the funding and operation models.

ISC research goes on to say;

Thirty years ago the market was dominated by expatriate children who filled 80% of international school places. The number of expatriate children continues to rise as a result of increasing globalisation, but it is the number of local children attending that is causing the most impact on the market. These children now fill 80% of international school places; a complete reversal of the ratio three decades ago.

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The growing importance of the business of education has long been recognised by the British Government. In July, the Department for Innovation and Skills published International Education-Global Growth and Prosperity, promoting British education to grow its GDP17.5 billion education exports industry (2011) and to strengthen partnerships with other countries and emerging economies.

Its executive summary notes:

The UK has a reputation for high quality education with a number of truly international education brands. Our universities, colleges, awarding organisations and schools are recognised globally for their excellence………Over 75% of export earnings came from students studying in the UK. There are also a number of indirect benefits from international education, including increasing the diversity of the UK independent sector, enhancing reputation and brand recognition of UK institutions and helping project UK’s soft power.

There is little doubt in the growth of British International Schools globally, and especially in Asia. Potentially it is graduates of these schools who will look to Britain for further study.

The sun may have set on the British Empire, but not on the international reputation of its education.

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Online Education – Are We There Yet? Danny Harrington, M.A. (Oxon), Founder and Director of ITS Education Asia

Since the internet properly entered our lives, it has thrown up multiple offerings under the umbrella term of online education. But what is this really? As the internet has developed, websites become more sophisticated, providers thought through more options and learners become more demanding (and numerous), online education has become something of a catch-all for a variety of types, models and quality.

In the early days, online education meant that a student and teacher would swap questions and answers, tasks and submissions, via e-mail and later by cloud-based storage. It was a start but was still cumbersome. As institutions developed their websites, they saw the potential of reaching a broader audience and introduced the electronic cousin of distance learning – the model by which the student receives reading lists, study guides and some materials, does all the learning individually and then attends an official examination. This has found its latest form in the MOOC concept – Mass Open Online Courses.

These provide videos, problem sets and reading. They often provide forum-style interaction to back up the essentially distance-learning nature of the core material and crowd-sourced peer feedback alongside automated feedbacks (but no academic credits).

If we ask how effective these early forms of online education have been, we are left rather unsatisfied. Distance learning certainly seems to produce similar, if not indistinguishable, outcomes in academic performance terms when compared to traditional class-based, teacher-led learning [multiple research papers at www.academicpartnerships.com].

However, the key concern with the data is that distance learners probably self-select, so we must remember it is not for everyone. Distance learners do well at distance learning and teacher-led learners do well at teacher-led learning. The problem is deciding which group you fit into.

And this only applies to those courses which result in a recognised qualification with some form of reasonable

Britain in Hong Kong

recognition at a national if not international level. We do not yet really have enough data to evaluate the impact of MOOCs and equivalent courses but there are suggestions that the outcomes are not of the value that optimists had expected.

Then there is cost, time, flexibility and the value of the outcome. Evaluating these is incredibly difficult since they are essentially subjectively variable to the individual. If I value the pure educational value of a MOOC course then I won’t worry that it carries no academic weight. If I just need a particular course credit, I may be willing to pay a significant sum to a university and get my head down and work alone. And what of employers and institutional admissions officers? They need standardised outcomes to make reasonable decisions.

But my biggest worry in this area to date is that the vast majority of these offerings have been made at the university/tertiary level. There is very little on offer for secondary level students and certainly nothing that leads to solid, globally-recognised, secondary qualifications.

Only universities really have the punch to implement good online systems. The majority of online offerings are made at institutional level and schools are just too small to have the proper resources. There is also the inertia that entire educational establishments carry with them that make the radical overhaul required to move education properly into the modern online era just too scary when fighting against vested interests that are extremely powerful. The excuse usually given is to protect the interests of students, but I am not sure I buy that argument.

Many secondary students find themselves lacking choice when local schools do not provide quite what they need.

Students get expelled, get dragged around multiple areas

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or countries (and thus schools) by mobile parents, may prefer supported home-learning, or may be seriously ill and prevented from attending a physical school. Equally, some schools would benefit from being able to link to a lesson for subjects in which they cannot justify a full time teacher, or to get expert help with university applications.

To my mind, what we need is to take the first steps by gradually moving the systems we have into the online arena. Combining distance and live-learning through an online education platform leading to real exam outcomes – e.g. the UK International GCSE and A-level – alongside real pathway outcomes – UCAS to UK universities or SAT to US universities. It is school, just online. The platform stores lesson notes, forum threads, teacher chat, assignments, tests, reports and resource lists for all elements of a student’s course. This is then backed up with live lessons in a customised classroom including audio-visual, whiteboard, applications and websites, provided either to small classes or one-to-one. Thus the distance learner to teacher-led learner decision does not need to be made as both are covered.

The other line of resistance comes from examination boards and their government overseers who most commonly quote issues of exam security and integrity.

Again, I don’t buy it. Electronic delivery of examinations is quicker, cheaper, more secure and environmentally friendly to boot. Plenty of institutions use them. It is amazing that today’s students spend most time producing work on computers and then have to handwrite an examination. I see no reason why our public examination system cannot move online nor any argument why such a system would be any worse than the current one.

The only reasonable objections here are those of cost. Is this yet another lever in the widening gap between rich and poor, haves and have nots? Well possibly, but is that a reason not to do it? Should we hinder human progress on that basis? No. We should implement it and then strive to widen access to as many as possible. With many countries in the traditional “developing” world currently performing efficient technology leapfrogs, this may not be as much as a barrier in the near future as we may think now. Who knows, it may be the West that finds itself trying to catch up if it cannot be innovative now.

Danny Harrington, M.A. (Oxon), is Founder and Director of ITS Education Asia which operates schools and educational services in Hong Kong and for Asia, including online. www.tuition.com.hk

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Business

Non-Executive Director:

A Task for Which No One is Qualified Non-Executive Director Opportunity: Must be skilled in corporate governance, change management, remuneration policy, strategy development, finance and accounting, leadership, the law, corporate governance, etc.

Must have the personal skills of a saint. Risk potentially enormous; pay and benefits negligible – Murray Steele, ‘So You Want To Be A NED’

Peter Whitehead, Editor, FT Non-Executive Directors’ Club

The list of attributes required of a non-executive director is so long, precise and contradictory that there cannot be a single board member in the world who fully fits the bill.

They need to be: supportive, intelligent, interesting, wellrounded and mature, funny, entrepreneurial, steady, objective yet passionate, independent, curious, challenging, and more.

They also need to have a financial background and real business experience, a strong moral compass, and be first class all-rounders with specific industry skills.

The work is hard, the duties and legal liabilities so great they need to be insured against, and the financial rewards for those without additional responsibilities relatively modest.

Who would suit such roles?

Andrew Banks, Chairman, Talent2 Asia-Pacific and Managing Director, Talent Partners Board Search, says it comes back to asking questions of the Chairman, “What problems are you trying to solve? Opening doors? Moving in to new markets? Acquiring relevant IP?

“For example, at the moment we have a search for someone who knows about China and steel but also about the intricacies of joint ventures in China. This requires expertise in industry and geography combined with quite specific commercial knowledge.

“Often the problems to solve for boards are related to audit, legal or governance issues, which may not be present in the operation, which is why lawyers and accountants are often appointed to NED roles.”

Albert Ellis, chief executive of head-hunter Harvey Nash says: “A good non-exec, first and foremost, has to have a good intellect – to be able to grasp the concepts and issues, which are getting more complex and very financial. So good nonexecs, unfortunately, have to be quite financial and that means a lot of good people without a finance background will find it difficult.

“They also have to have a very supportive character. It’s for the chairman to chair the board and show leadership, but the rest of the non-execs have to think, consider, advise and

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support. They are ultimately supporting the chairman. And they need to be a reasonably interesting person who can contribute, who can be funny – and serious when required – a well-rounded and mature character.

“I’m very attracted to a non-exec who’s been a successful business person and then gained other skills along the way.”

Mr Banks says: “Timing in a person’s life or career is a factor.

Someone might be a terrible NED too early in their career.

They need to listen and go from ‘hands on the steering wheel’ to sitting in the back seat, advising the driver. You might call these personality traits, such as being a ‘good listener’ or a ‘good questioner’, but it is about maturity and style. When they do speak, they are heard.”

Murray Steele, an experienced chairman and non-executive director who spent more than 30 years as senior lecturer in strategic management at Cranfield School of Management, agrees on the need for broad experience but says it can be found within the financial sector.

“I work with the venture capital and private equity industry.

Their day job is analysing maybe 50 businesses a year, honing that down to 10, and then judging which five to invest in, and then going on those boards. That, I argue, is a relevant day-job skill.”

Mr Steele, who is also workshop director and presenter of the FT Non-Executive Director Diploma programme, is often asked about the nature of the non-executive role: “It used to be a job for a lucky, gifted amateur who might be in the right Masonic lodge or went to the right school. But today it’s a professional role and the liabilities reflect that.”

He says that being on the board of a listed company is a serious job, involving challenging the executive directors who will always have more knowledge. This means nonexecutives have to prepare thoroughly by visiting the business, reading board papers carefully and seeking other sources of information.

There is no longer a chance for board members to get away with “winging it” and they need to have the ability to develop the business, not just police it or protect its assets.

They have to achieve all this without adopting the same mindset as the executive directors: “When you look at some of the bigger disasters you find the non-executives’ mindset had become the same as the executives’, therefore you don’t get challenge.”

Recent revisions of the corporate governance codes across Asia have focused on the role of the chairman and nonexecutives in challenging the executives.

“People think of challenge as negative but it can be positive,” says Mr Steele. “It’s not always ‘I think the

products we’re selling are crap and we’re going to get into trouble’; it can be ‘why don’t you think of putting this into the marketing?’

“There was a theory up until the financial crash that a good non-executive could be good regardless of the business activity. I used to share that view. But talking to survivors of the crash, one of them is putting together a new board, and he says that for a financial institution, he wants good challenging people – but there is so much technical detail.”

Mr Steele concludes that it is a question of balance: understanding complexity is important, but there can be advantages in an outsider’s view. Can these needs be met by assembling the right mix of people?

“If I was chairman of a financial institution and I’ve got six non-execs, I would want at least three, probably four, to have good technical understanding, but I wouldn’t want all six to.

Otherwise, there’s a danger they won’t ask a question because it’s so obvious.

“It’s about team dynamics and harmony. If you’re someone who likes to get things by the throat and not let go till you’ve either got the answer or the victim is dead, it’s going to destabilise the board. But if you’ve got brains you’ll know when to push but then stop if you realise everybody is looking at you”. Judgment is key.

The next cohort for the FT Non-Executive Director Diploma Asia will start on 11 Feb 2014. Visit non-execs. com/diploma or contact Jack Yu (jack.yu@ft.com, +852 2905 5529) for more details.

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Business

GETs IT – The Graduate Enhancement Trainee Scheme for Young Professionals Graduate Enhancement Training Scheme for IT (GETsIT) is a special training programme collaborated between the British Chamber of Information Technology (BCIT) and the Vocational Training Council (VTC), the largest vocational education, training and professional development group in Hong Kong. The scheme aims to attract high caliber Higher Diploma (HD) graduates in the IT Discipline of the Institute of Vocational Education (IVE) of VTC, to join the two-year training programme either in the Network Engineer or Customer Service Engineer stream. The programme provides an excellent opportunity for HD graduates to broaden their work experience and enhance their competitiveness by working in multi-national corporations (MNCs), so as to better prepare them to develop a successful career in the IT industry. It also enables MNCs to contribute to the betterment of Hong Kong society by helping vocational education graduates.

The number of participating companies in the programme has increased over the years. Started with four initial companies in 2010, in 2013 there are altogether six Corporate Members of BCIT supporting the scheme; they are Atos, British Telecom, CLP Power Hong Kong Ltd, Cathay Pacific, the Hong Kong Jockey Club and the Hongkong and Shanghai Banking Corporation. As the training lasts for 2 years, each graduate is required to work in at least 2 companies, giving them opportunities to gain exposure in different business and working environments.

Mentors from VTC will work closely with mentors from the

company to provide timely guidelines and support to the trainees, so that the trainees will be well equipped to face the challenges in rapidly change working environment. Based on graduates’ feedback, this rotation of work has not only sharpened their skill sets, both technical and interpersonal, but they have also got to know many personnel and IT professionals, some of whom have become their friends.

In the 2013 recruitment, over a hundred candidates applied for the training places. Although the competition was keen, candidates have been attracted by the well-focused career development and the opportunity to work in various MNCs.

Business

The Value of Global Exchange Sam Campbell, Student, King’s College London

For thousands of students across Britain, August 14

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was the moment of truth where they received the results that would determine the success of their university applications.

Despite the decision to raise annual tuition fees from £3,000 to £9,000 (HK$36,500 – HK$109,500) universities in the UK are set to accept a record 401,000 applications according to the Universities and Colleges Admissions Service (UCAS).

However, while the demand for a university education remains high, the noticeable rise in fees has changed the way students approach the application process. This year a joint survey by Which?, a consumer watchdog, and the Higher Education Policy Institute (HEPI) reported that 29% of students described their course as poor value for money.

This is up from a figure of 16% the last time the survey was conducted in 2006, when tuition fees were at £1,000 (HK$12,150).

Sally Hunt, of the University and College Union, explains how ‘students and parents expect more bang for their increased buck’ and studying abroad is certainly an effective way to achieve this. My own personal experience of studying in Hong Kong found the city not only incredible fun, but also a good value student experience.

The experience of being out of one’s comfort zone and in a different environment was daunting initially, but after this short stage I quickly began to familiarise myself with my new surroundings. As many expatriates I met during my time

assured me: two weeks is all the necessary time to get up to speed with Hong Kong, and hindsight proved this to be true.

From this point on, I was able to make the most of my student experience at HKU, beyond just the academic aspect; mixing with fellow exchange students from across the globe is certainly something which improved my awareness of a variety of cultures. Like many residents in Hong Kong, I now have friends across the world from Vancouver to Mexico City, New York to Helsinki, Islamabad to Chongqing and beyond.

In addition to meeting a range of interesting people, being exposed to such a melting pot of cultures also had the effect

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of greatly increasing my own awareness of the globalised world, which is so well presented in Hong Kong. This is an aspect which is well recognised by employers, with the student recruitment team at KPMG stating that ‘a candidate who has experienced working or studying overseas is always attractive to an employer.’

During a period of increasing youth unemployment, particularly in Europe, the issue of employability is a significant concern for students during all stages of their studies. In an increasingly saturated job market, studying full time or on exchange abroad certainly offers the chance to make your application stand out.

During my own experiences in both Hong Kong and Mumbai the can do attitude of the ‘frontier mentality’, which is embraced so willingly by expatriates, was something drastically different to the norm in Europe. Perhaps epitomised in Hong Kong more than anywhere else in the world, I was struck by the willingness of people to offer advice or a drink (often simultaneously) just on the basis of this ‘frontier mentality’. I was fortunate enough to attend networking events organised by the British Chamber of Commerce at some of the premier locations in the city, opportunities which present themselves much more seldom to the average student in Britain, particularly to those studying outside of London.

The feeling I had as I left Hong Kong is that the option of studying abroad, in either a full time or exchange capacity is likely to become a much more common practice. It is a basic question of value. Danny Byr ne, editor of TopUniversities.com, points towards the academic quality, ‘Institutions such as Hong Kong University and the National University of Singapore offer world class degrees taught in English. Both make the global top 40 in the QS World University Rankings – higher than most of the UK Russell Group Universities’.

However, currently the number of non-local full time students in Hong Kong is surprisingly low. The Chinese University of Hong Kong limits its intake of non-local students to merely 400. This trend is typical among Hong Kong universities, all of which have low numbers of non-local full time applicants from outside China.

Yet this looks set to change. HKU was home to 6,814 overseas undergraduate, postgraduate and exchange students last year, a figure up twenty times from 2003.

Following the increase in tuition fees in the UK a survey of school leavers and undergraduate by Prospect, an education consultancy, found 24% were planning to study abroad.

When considering ‘bang for your buck’ Hong Kong should be viewed as an attractive option by UK students. Despite the eight government-funded universities recently raising their fees for non-local students by around 20%, this will not deter those based in the UK. Even when comparing the most expensive tuition of HK$135,000 this does not present a significant difference to the £9,000 (HK$109,500) a year which has become standard in Britain.

Furthermore, it should be recognised that the benefits are reciprocal, and that an increase in cultural exchange can provide benefits for Hong Kong’s educational institutions and its local students. Professor Ian Holliday at HKU explains that ‘cultural awareness is very important, students are likely to work with people from different cultures throughout their careers, so it is essential that they see the world from different perspectives.’

My experience in Hong Kong affirms this sentiment wholeheartedly, and I hope that the trends towards increasing numbers of exchange students continues, for the benefits of students in both the UK and in Hong Kong.

Sam Campbell is a 3rd year History student at King’s College London who spent a year studying at the University of Hong Kong as part of a semester exchange.

During his time in Hong Kong, Sam gained some work experience at the British Chamber of Commerce. For more information please email Sam: samcampbell42@gmail.com

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Business

Assessing Myanmar’s Opportunities and Risks: 28 Months Into The Country’s Transition Brendan McGloin, Senior Associate, The Risk Advisory Group

Since

the inauguration of a nominally civilian

government in March 2011, Myanmar has undertaken a

from Tokyo, have been the most aggressive investors in Myanmar so far.

series of political and economic reforms aimed at facilitating its gradual re-integration with the world

Western companies have lagged behind their Asian peers.

economy. These efforts have been rewarded by western

For most of the past two years western investment, outside

countries: most sanctions have been lifted, aid levels have

of the extractives and telecoms sector, has been relatively

been increased, some debt has been written off ($3.72

small. General Electric, the first US company to invest after

billion by Japan alone), development finance institutions

Washington eased sanctions in June 2012, inked a deal to

have become re-engaged, and investment has been

supply medical equipment to two hospitals in Yangon. Visa

promoted in the country. Outbreaks of communal violence

and MasterCard have been operating in the country since

in parts of Myanmar has not, so far, seemed to have

late 2012. The Coca-Cola Company signed a distribution

curtailed investment, nor has it led to the re-imposition of

agreement with a local partner in September 2012.

sanctions against the country.

More recently, Microsoft and Ford set up shop in Yangon.

International companies, with Asian firms leading the way,

Unilever has announced plans to open two factories this

have responded to these positive developments by

year and to invest $661 million in the country over the next

seeking out local partners and exploring business

decade. Both Coca-Cola and General Electric have

opportunities. Japanese companies, with close support

expanded their activities in Myanmar in the past six months.

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The opportunities

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countries in Southeast Asia) to the macro-level corruption associated with the solicitation of bribes from government

Myanmar has significant mineral wealth and its 60 millionplus population represents a largely untapped market for international companies. The country has a youthful and low cost labour force. Sandwiched between three drivers of global economic growth – China, India and Southeast Asia – Myanmar is in easy reach of some of the world’s most dynamic economies. There are several major projects underway to upgrade the country’s infrastructure and develop its links to the wider region.

officials to win concessions or to do business.

Legal risks. Myanmar’s legal system is one that is best avoided by investors and, as we have been told by several foreign businesses in Myanmar, only to be relied upon as a last resort. The country’s judiciary is one of the country’s most corrupt institutions and features bribery at almost every level.

It is also important for investors to ensure they have strong local legal representation which can ensure that all applications for investments, business licences and contracts are correctly formulated and drafted. In the rush to invest in Myanmar some investors have hastily submitted applications to the Myanmar Investment Commission with erroneous applications, causing their applications to get stuck in the system for months.

Regulatory risks. There is a lack of stability in government policy and clarity in Myanmar policy-making processes.

Foreign companies operating in Myanmar also need to be in a position to determine the practical consequences of any policy change, as the government has a poor

The risks

record in communicating its decisions to the public.

Despite Myanmar’s recent positive steps, the country’s reforms are embryonic and it is very much a transitional ‘frontier’ market. The country suffers from decades of u n d e r i n v e s t m e n t i n e d u c a t i o n , h e a l t h c a re a n d infrastructure. Its financial institutions are weak and the gover nment agencies tasked with drafting and implementing reforms are over-worked, under-funded and lack technical skills and capacity. For much of the year, there is no reliable electricity supply and finding skilled labour may mean tempting overseas Burmese back to the homeland, as some companies have been doing.

Beware of your partner. Under the former military junta,

It goes without saying that Myanmar poses a difficult operating environment for investors. Based on our discussions with foreign and local businesses in Myanmar, the following are some of the key overarching challenges facing investors:

the economy was dominated by a small group of businessmen known colloquially as ‘the cronies’. These individuals retain control of key sectors of the economy.

They also have the capital and expertise that – seemingly – make them ideal local partners. However, many of them continue to be subject to targeted sanctions by the US government. Third party reputational risk can be offset by rigorous due diligence.

Human rights issues. In the relatively recent past, international companies faced pressure from activist groups through ‘name and shame’ campaigns to divest their investments in Myanmar. More worryingly, at least one US company was involved in litigation with respect to allegations that it was complicit in human rights abuses that were reportedly carried out by government forces

Corruption. This is one of the most prevalent difficulties affecting foreign and local companies operating in Myanmar. Corruption is entrenched in business-tobusiness relations and facilitation payments (this grease money is known as ‘tea money’ in Myanmar) are often requested by low-level government officials to speed government services. That being said, foreign investors are likely to be less exposed (than in certain other

near one of its facilities in Myanmar. Foreign investors need to monitor human rights abuses and avoid doing business in conjunction with the military or militarycontrolled companies in Myanmar.

These business risks are just some of the challenges of doing business in Myanmar, yet many of them are manageable with existing best practices.

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Business

Maritime Logistics in Vietnam Mark Millar, Logistics Committee Chairman

As discussed at the recent ASEAN Ports and Shipping conference in Ho Chi Minh City, Vietnam’s economy appears to be bouncing back and is once again one of the up-andcoming Rising Stars in the Asia region. Indeed, during the first half of 2013, import-export values increased 16.8% year-on-year, to over USD 125 billion.

Inland Waterways and Coastal Shipping Domestic inland waterway transportation leverages Vietnam’s dense river and canal network which provides a highly developed inland waterway system of 17,700 km. The domestic waterborne network comprises 390 rivers with 73 cargo ports that together handle well over 100 million tons of cargo each year. For domestic cargo, this is the second largest transport sub-sector, accounting for over 20% of total cargo volumes.

However, with this extensive inland waterway system, there must be opportunities to increase barge traffic closer to 40% of domestic cargo movements, thereby reducing the over dependency on the fragmented and inefficient trucking sector, and generating associated benefits of reduced congestion, reduced emissions and lower costs.

Coastal shipping is another under developed sector, whereby long-haul north-south freight movements could be moved from the severely congested ground-based road and rail networks onto mid-size container vessels calling at the major ports along the coast.

Container Ports and Shipping With its lengthy coastline of some 3,200 km, Vietnam’s seaport network comprises of numerous small and mediumsized entities, the fragmented sea-side capabilities further hampered by inefficient land-side distribution. Most large ports are located on rivers, like Hai Phong and Ho Chi Minh City, typically with limitations of access from the ocean, water depth, quay length and container yard space, compounded by downtown city locations making cargo transfers to other modes of transport difficult and inefficient due to traffic congestion. Hence the development of modern deep-water port facilities at Cai Mep – further out from HCMC and closer to the ocean.

However, as discussed at the ASEAN Ports and Shipping conference, the fragmented approach to the development of multiple container terminal facilities at the Cai Mep-Thi Vai port complex – situated on the southeast coast some 50km from Ho Chi Minh City – has resulted in huge over-capacity, to the extent that operations at several of the new terminals have been suspended, due to a shortage of cargo and absence of ships.

Distance from major industrial zones, together with limitations in land side connectivity – and associated additional cost implications – all combined to make cargo owners reluctant to utilise the newly built facilities, in turn making shipping lines question the viability of making port calls at the new terminals.

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public and private – to recognise the significance of the logistics sector and to allocate appropriate resources to continually develop the hard infrastructure as well as the soft substructures – including regulatory frameworks, ease of international trade and expanding the talent pool.

Summary W i t h t h e re s u r g e n c e o f expanding economic prosperity in Vietnam again driving increases in cargo volumes, the infrastructure l i m i t a t i o n s w i l l p ro v e t o frustrate opportunities to optimise logistics networks.

However, with increasing Picture: South Vietnam fragmented container port developments resulting private sector investment in over capacity and underutilisation (source: ICF GHK Hong Kong) through PPP models, there is an optimistic outlook for accelerated improvements in transportation fixed assets, Compounding the unfortunate scenario is the continuing grids and capabilities. operation of the Saigon city river ports in downtown HCMC, thereby supporting the existing inefficient operations within In the international context, Vietnam’s location on the South the busy city, with the related congestion and pollution, and China Sea provides access to the main intra-Asia and interfurther entrenching the incumbents’ reluctance to move Asian shipping routes, which are forecast for above average cargo operations to the new Cai Mep facilities. growth in the coming years. Adopting a more holistic and As a ray of sunshine amongst the gloom, CMIT (Cai Mep International Terminal) see many positive opportunities for Vietnam to capitalise on the newly constructed, modern, deep-water terminal facilities and their strategic geographic location near the ocean, not least of which is to connect south Vietnam to the major international trade flows from Asia to Europe and USA, eminently feasible assuming larger container vessels can be persuaded to return to Cai Mep and that multimodal hinterland connectivity can be enabled through effectively integrated logistics networks.

Logistics networks essential for Economic Growth It is important to recognise that Logistics is both a key enabler of trade and a limiting factor in economic growth.

Without an effective and efficient logistics sector – complemented with efficient inter-modal transportation networks, emerging economies will struggle to trade, develop, expand and grow. Likewise, limitations in logistics capabilities will inhibit economic growth and consumer prosperity. It is therefore paramount for all stakeholders –

integrated approach to deep-sea port development, and the related multimodal hinterland connectivity, will enable Vietnam to better capitalise on its strategic position and vast potential – with many opportunities to empower performance and growth throughout regional supply chain ecosystems in this Asia Era.

Mark Millar provides value for clients with independent, external and informed perspectives on their supply chain strategies in Asia. His series of ‘Asia Supply Chain Insights’ presentations, consultations, seminars and corporate briefings help companies to improve business operations, plan more effectively, and increase the efficiency of their global supply chain ecosystems. Clients have engaged Mark as Speaker, MC, Moderator or Conference Chairman at more than 300 events in 20 countries. The Global Institute of Logistics recognised him as “One of the most Progressive People in World Logistics”. Mark serves as Chairman of the Logistics Committee at the British Chamber of Commerce in Hong Kong. mark@markmillar.com

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Business

Virgin Galactic’s SpaceShipTwo Breaks The Sound Barrier During Its First Maiden Test Flight Over The Mojave Dessert In Southern California

After being released from a mothership at 47,000 feet; (an added advantage over being launched from ground level), Virgin Galactic’s, SpaceShipTwo accelerated to Mach 1.2, effortlessly breaking the sound barrier before decelerating into a long, safe glide back to the Mojave Air and Space Port in the dry, California desert.

“It couldn’t have gone more smoothly,” remarked Sir Richard Branson, owner along with partner Aabar

Investments PJC, from the United Arab Emirates of Virgin Galactic Spacelines, the only passenger space craft company. (AP) Virgin Galactic, whose parent company, Sir Richard Branson’s Virgin Group, has for some time been endeavoring to provide private, sub-orbital spaceflights to future space tourists. Monday’s successful test flight was a major milestone towards achieving that dream.

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“Having spaceship and rocket perform together in the air is a long way toward getting into space.” “A few more test flights with slightly bigger burns every time, and then we’ll all be back here to watch it go into space” said Sir Richard.

(AP)

but without the single, shared, tail wing assembly. Upon landing, exclusive of its distinctive folding, shuttlecock wing-tail assembly aft, SpaceShipTwo’s silhouette looks just like the front half of a DC-3’s fuselage when parked nose-up, 10:00 O’clock to the incline.

At $200,000 per passenger the “Space Fare” for a 2 hour flight includes a period of weightlessness, enabling the passengers to remove their seat belts, turn somersaults in mid-air and float around briefly in the cabin.

In ‘Losing My Virginity’ Sir Richard also defends Mr. Burt Rutan’s design choices: “Let’s start with his rocket motor.”

“It is unique in that it burns laughing gas and rubber; by themselves both inert, (but) put them together and you’ve got a perfectly credible rocket motor, which is also much safer than the highly combustible, liquid - filled rockets of NASA. One cynic did point out that, if anything ever happened up in space, at least we’d die laughing.”

On Monday, May 6th, 2013, SpaceShipTwo, attached to its mothership, took off at about 7:00 a.m. Pacific Daylight Time, from the gravel – strewn floor of the Mojave Desert.

Pilot Mark Stucky and co-pilot Mike Alsbury released SpaceShipTwo at an altitude of 46,000 feet into the clearest, California Spring sky of deepest azure. Seen in the sky high overhead, SpaceShipTwo and its mothership blended perfectly with the background sky until its rocket engines ignited and SpaceShipTwo accelerated with the elongated, ejected burst of an orange and yellow flare, contrasting wildly to the cool, steel blue of the 2 aircraft.

(SpaceShipTwo and mothership are mostly white colored with red trim when seen on the ground).

Several powered flights are planned for July and August and if all goes well during these tests we can expect SpaceShipTwo to make an attempt at orbital space travel late this year (in 2013).

“The other unique feature turns the spaceship from a streamlined supersonic craft into the equivalent of a sycamore leaf or a shuttlecock whilst in space. This allows the craft to reenter the earth’s atmosphere much more slowly than a space shuttle would, which removes the risk of over heating.”

Sir Richard further stated that both the mothership and the actual spaceship are made of new, heat-resistant materials that are lighter and safer than aluminum or even steel. The launch vehicle is therefore safe, inexpensive and very environmentally friendly.

What will the prospective passengers experience before and during the spaceflight?

But is it actually safe?

In 2007 an explosion of a rocket engine at the Mojave private test facility set Virgin Galactic’s vision of space exploration off course for a number of delayed testing months. But Sir Richard is extremely confident in the safety of Mr. Rutan’s spacecraft.

“The unique features of Burt’s spaceships that give me so much confidence are the safety of both the rocket and his feathering device for reentry into the earth’s atmosphere,” he wrote, in both cases his genius has been to take very old ideas and apply modern technology to them.”

Indeed; using a combination of tried and true airframe and power plant designs, Burt Rutan’s most recent creation, SpaceShipTwo, is carried aloft under the belly of a mothership not dissimilar in principle to that of the Boeing B-52 Stratofortress that carried and released the Experimental X-15 of the 1960’s at sub-orbital altitudes.

SpaceShipTwo’s mothership however, resembles more of the 1940’s twin cockpit / twin fuselage, P-38 Lighting fighter aircraft with the unique single, shared main wing,

Prospective passengers for the world’s only private space flights will undergo 6 days of medical preparation, flight simulation and G-Tolerance training; “as you hurtle through the edges of the atmosphere, through the panoramic individual windows, you will be able to see the cobalt blue sky turn to mauve and indigo and finally black.

Out will come the stars, clear and bright,” according to an official Virgin Galactic spokesperson, “it will be humbling. It will be spiritual.”

Although he admits that the two hour long flights may not extend to overnight stays anytime soon, still Sir Richard envisions a 20 room luxury hotel in orbit around the moon.

“No, I’m not joking,” the Chairman of Virgin Galactic quipped. “It’s technically feasible. We are knocking at the door of space.”

Sir Richard may not expect an answer to his knock anytime soon either as NASA Chief Dan Goldin explained while being interviewed by England’s T.V. journalist Sheena McDonald in 1994. Goldin stated that: “There are numerous obstacles to commercial space flight.

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Business

Brand Breakout Challenges and Opportunities Faced by China’s Global Brands Nirmalya Kumar, Professor of Marketing and Director of The Aditya Birla India Centre at London Business School

The Western, globally established brands of today are a tough act for emerging markets to follow. At the moment, many people struggle to name an Asian brand, and this is the challenge that China must overcome.

China has become the world’s factory with a GDP as large as that of the next four largest emerging economies (Brazil, India, Russia and Mexico). Still, surveys indicate that just 5-7 per cent of Western consumers can spontaneously recall a Chinese brand. This is despite the fact that, after the USA, China, with 73 companies, has more appearances on Fortune magazine’s list of the largest companies in the world.

The path to becoming a global brand will not be an easy one but I would argue that Chinese brands will become ubiquitous in the western world. With Professor JanBenedict Steenkamp, in my new book Brand Breakout – How emerging market brands will go global, I set out eight definitive routes for China and emerging markets to establish successful global brands.

1. The Asian Tortoise Route: This is the route which enabled automakers in Japan and South Korea’s LG and Samsung to break into the international marketplace.

Chinese brands such as Haier are migrating to higher quality and brand premium after crawling into the low end of a developed market.

2. The Business to Consumer Route: Leveraging business marketing (B2B) strength in consumer (B2C) markets by entering adjacent consumer categories. The telecom equipment suppliers Huawei and ZTE are doing this by becoming global players in smartphones.

3. The Diaspora Route: Following emigrants into the world uses the diaspora to establish a beachhead in the advanced country market, and then subsequently attack the host population. HSBC and Mandarin Oriental have used this route.

4. The Brand Acquisition Route: Impatient Chinese firms like Bright Foods and Lenovo are buying global brands from Western multinationals and migrating acquired capabilities to help build their own global brands.

5. The Positive Campaign Route: Companies like Chang Beer have overcome negative country of origin associations through the use of various marketing techniques such as best in class warranties, strong advertising, humour, and disguising their country of origin to build global brands.

6. The Cultural Resources Route: Positioning on positive cultural myths that Western consumers hold. This route has proven successful for brands like Havianas, Herborist, and Shanghai Tang.

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7. The Natural Resources Route: Branding commodities in four steps to differentiate the quality and unique history of their products is a strategy used by Columbian coffee and Parma ham. I strongly encourage China to follow this approach.

8. The National Champion Route: Leveraging strong support from the state to become a self-sustaining global leader in the industry. Emirates Airlines and China Mobile are perfect examples of state supported businesses.

While many Chinese firms are attempting this, in general, this is a hard path to succeed with.

The big challenge for Chinese brands is deciding the best course of action; whether their goal is expansion into other Asian markets close to home or making a play for the global stage, targeting Western markets to become international brands.

China is unique in history for being an emerging market and still being able to produce world class products, albeit for western brands such as Apple and Walmart. China has built world-class manufacturing and engineering capabilities – making it much easier to add brand to world class products versus adding world class products to emerging brands.

China also has a history of innovation and has long established itself as a consumer brand. Three centuries ago, “Made in China” had a quality and prestige connotation. Consider porcelain, a unique product resulting from a process invented

by Chinese craftsmen, passed down from master to apprentice. As a result, British and Americans still refer to tableware as ‘china’. The relative economic decline of China after 1800 AD is an historical anomaly which is now passing.

But in China’s quest to build global brands, three big challenges lie ahead: 1. Confront perceptions of “Made in China” Fairly or not, western consumers associate Chinese products primarily with “low price.” Dispelling associations of “cheap” and “poor quality” is crucial. Firms must differentiate their products and strike emotional chords with consumers. China must also overcome another not inconsiderable hurdle: negative western associations with “communism.” So far, none of the world’s leading global brands have come from countries with political systems starkly different from that of the US or stateowned enterprises.

2. Acquire new business capabilities China’s economic liberalization is only three decades old.

Even large Chinese companies are early in their marketdriven phase of development. The hand of the government looms large in most of the firms listed on

the Shanghai or Shenzhen stock exchange. They thrive because of monopolistic competition and preferential access to capital, rather than because they have mastered the brand-building and innovation. To win the global branding game, Chinese firms must become more market driven and demonstrate a willingness to encourage innovation, openness, and transparency.

Building brands is about having differentiated products, which are an outcome of sustained R&D as well as winning consumer trust.

3. Transform existing business models Chinese companies lack experience of working with consumers in developed markets and are therefore confident investing in tried and tested manufacturing, but less inclined to plunge capital into global, emotional brand-building. Large investments in what some Chinese entrepreneurs and executives may view as “intangibles” are however, precisely the investments that drive the business models of global consumer brands like CocaCola and Nike.

Chinese brands will face many obstacles when marketing to Western consumers. But consider Japan in the 1980s or South Korea in the 2000s; both have built global automobile and technology brands, much to the surprise of their western competitors. In fact, to the best of our knowledge, there is no historical precedence of a major country becoming an economic power that has not also developed strong global brands.

Nirmalya Kumar is professor of marketing and director of the Aditya Birla India Centre at London Business School.

Jan-Benedict Steenkamp is C. Knox Massey Distinguished Professor of Marketing at Kenan-Flager Business School, University of North Carolina. They are authors of Brand Breakout: How Emerging Market Brands Will Go Global (Palgrave-Macmillan).

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Business

I often hear business entrepreneurs, senior management, and managers lament about employee turnover and that their employees don’t seem interested. You probably have heard your employees or your friends or acquaintances say “They don’t seem involved....”

“I don’t see their emotional commitment to the firm and the vision ....”

“They don’t think and can’t understand....”

To which I ask, what makes them behave the way they do?

How Do You Keep Employees Engaged?

Lalita Raman, CEO, Transitions Intl Ltd

Employee engagement is a three-way process and requires responsibility, accountability and ownership from the employer, the employees and the organisation in its senior management and the culture they promote.

When Gallup analyzed engagement by employees’ length of service, the research showed that though engagement peaks during those first six months, only half (52 percent ) of employees are engaged at this point, while 40 percent are not engaged, and 8 percent are actively disengaged.

This suggests that there’s room for improvement in how companies bring new employees on board. For the full article please refer “Engaging Employees after the Honeymoon Period, published on August 1, 2013 by Gallup.

What is Employee Engagement and how can you achieve it?

Empower – have you created an environment within your organisation to enable employees to use their skills and talents? Empower them with knowledge and guide them in the right direction, but avoid micro management Mentor – is a role model, a sounding board and a guide.

Lead by example in words and actions.

Point of View – each of your employees are unique.

Consider and respect their point of view even if it differs from your own.

Leadership – are you creating an environment where you encourage strategic thinking, respect, learning and sharing?

Opportunity – providing opportunities where your employees are able to align their talents and skills with the work they do.

Your attention and support. You matter – how many times do you give your time, attention and support to your employees? Do you take time to let them know they matter?

Britain in Hong Kong

Engage – how can you intrinsically keep your team motivated? Is the work challenging and are they able to develop their talents and skills?

Enjoyment – would you rather have someone who enjoys coming to work and has fun in doing their work or someone who is bored?

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Meaningful – each of us like to be engaged in something meaningful, in something that is bigger than you. To be connected and have faith in the end game keeps employees involved through the buildup.

Esteem – let your employees be proud of what they do and deliver at work. Create an environment where they can hold their esteem high.

Notice – be the first to inform your employees of any changes within the organisation. Let them not know about developments and changes from outside sources or from the grapevine. Collaborate with them and don’t make them do something which they don’t enjoy.

Trusting – create an environment of trust. How do you behave in a relationship of trust? Employees engage better in a trusted environment.

Engaged employees can be your best brand advocates. In this day and age of social media, your employees who may be engaging with multiple networks can grow your brand and franchise.

Expectation – is the work aligned with what each employee expects? Many organisations hire people and forget that a large part of the work done by their employees doesn’t match with what was set out initially. What would it be like if you had to work in a place which did not meet your expectations? Without a clear picture of what you’re expecting them to achieve for the benefit of the firm, a buyin would be difficult.

No stereotyping – treat each employee as unique.

Recognise them for what they are good at.

Gratitude – pay check is necessary but being gratuitous to a person for what they do goes a long way in getting commitment from your employees.

Appreciation – how do you feel every time you are appreciated and recognised for what you contribute? “You Matter” are two simple words but they make a huge, positive difference to your employee’s engagement.

Goodwill – earn the goodwill of your employees by creating a healthy physical and mental environment. Let the work place be where they look forward to coming, being creative and delivering their best.

Empathy – gift of time and attention is what you can give to each employee. Be empathetic in listening and communicating. See the situation through your employee’s eyes rather than your own.

Jim Collins, in Good to Great, well summarizes Employee Engagement in “For, in the end, it is impossible to have a great life unless it is a meaningful life. And it is very difficult to have a meaningful life without meaningful work.”

The International Labor Organization (ILO) has noted, decent work – that is, work that acknowledges basic aspirations such as stability, self-expression, and personal development – ultimately provides a more secure foundation for peace in workplaces and communities.

How do you determine that your employees are engaged?

What if you could help your employees discover for themselves what’s interesting to them?

Further References – The State of the Global Workplace – A worldwide study of employee engagement and wellbeing.

Lalita is an executive coach who assists executives and professionals succeed in the business world of continuous change and uncertainty. She works with people and organisations that are ready to break from their status quo, lead and engage with renewed passion and purpose. Lalita is passionate about helping people recognise their strengths and build on them while marginalising limitations.

Her challenging yet supportive style reflects more deeply into people’s behavior and personality, leaving executives with something positive and sustainable that they can take away from the coaching sessions and use. For more information please visit www.transitionsintl.com or contact Lalita at lalitaraman@transitionsintl.com

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Business

Airing the Issue Around Hong Kong Pollution Bruce Fox, Head of Business Development, AGS Four Winds

Across the world, people are feeling the heat from climate change as temperatures hit record highs in cities from Las Vegas to as far as Doha.

China, too, is “feeling the heat”, so to speak. Under fire by citizens, residents and stakeholders alike, China witnessed the highest pollution levels to ever trap Beijing this winter and the worst heat wave in over 140 years to smother major cities this summer. It suffers what has been dubbed a winter annual “airpocalypse”, has been named the world’s worst polluter, and now reportedly has air pollution so high that as a result, its northerners lose an astonishing five and a half years off their lives.

South of the border, we are also familiar with the issues of air pollution and health. Hong Kong expats and residents, just as in Beijing, have been packing their bags and relocating to alternative rival cities, such as Singapore.

Recent reports from a number of organisations, such as the Economist Intelligence Unit (EIU), the China Institute of City Competitiveness (CICC), and the International Institute for Management Development (IMD), confirm the fact that Hong Kong is losing its status as the world’s most

competitive economy, ranking the poor environment as among the top reasons.

Confronting the Issue Most of our poor air quality stems from traditional and lucrative Hong Kong industries: logistics, moving and transportation. In particular, local and roadside sources are named the top contributors to air pollution. Currently, outdated Euro 3 standards and older make up two-thirds

Emissions standards of diesel commercial vehicles (as at December 2012) Euro 5 8,800 Euro 4 221 Euro 5 773 Euro 1 884

Euro 4 30,760

Good Vehicles Total: 119,883 Euro 2 2,619 Euro 3 1,266 Franchised Buses Total: 5,743

Euro 3 28,116

Source: Clean Air Plan March 2013, ENB

Pro-Euro 19,152

Euro 1 12,613

Euro 2 20,442

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of total diesel vehicles on the road, which, compared to Euro 4 and newer models, emit up to 34 times as much poisonous particulate matter and 4.5 times as much nitrogen oxide. These are the kinds of vehicles that, according to Clean Air Network (CAN), caused the premature deaths of 1,600 people in Hong Kong in just the first six months of this year. This model is unsustainable not just for competitive ranking, but for people and for businesses.

While the government and several associated departments have recently stepped up to take a more assertive role in tackling air pollution, the measures come at a slower pace.

Euro 3 and earlier models will come off the road only by 2019. Comparatively, the EU has had Euro 5 emission standards in place since 2009 and is soon to implement Euro 6. Amid a deteriorating health environment and slow

Getting the Show on the Road

reform, we as the moving industry have a responsibility and opportunity to push the action and results forward.

Barriers to Moving Forward Green industries are not born overnight and paving a path forward is difficult. Meaningful sustainability is a forwardlooking process that needs to involve long-term commitment and multiple stakeholders, such as government, industry, companies and citizens. Industryled progress can be even harder to initiate, with several upfront barriers: •

Resources: Although a lot of newer green technology end up saving costs for companies in the long run, it can be a significant investment upfront, whether retrofitting an existing vehicle or replacing it with a newer, emissions-standards model.

•

Risk: Additionally, from a business strategy perspective, each moving company will potentially see little gain while undertaking high risk if all other players do not play along. Investments in technology often are coupled with higher fees for the end-user, which can deter consumers and result in a decline in market share. Basic game theory tells us that in the pursuit of rational self-interest, each company will end up staying the status quo, despite the immense gains that would come from cooperation.

•

Institutional Inertia: Beyond financial issues and business strategy, there is often a natural tendency to maintain the status quo due to the difficulty, commitment and focus required of being the driving force and solution to any significant change.

While the barriers to moving forward stand high, they are not impenetrable. The need is there, and the foreseeable gains are there; what is missing is cooperation. The moving industry in Hong Kong is in a current state of disconnect, but an inspiring example is just ashore: our sister sector, the shipping industry.

The shipping industry has shown great leadership, innovation and initiative in curbing shipping emissions.

The Fair Winds Charter, a shipping industry-led agreement, urges ocean-going vessels to voluntarily switch to lowsulphur fuel while at berth, while lobbying the government to regulate the industry. The outcome has led not only to 17 shipping companies getting on board and a reduction in overall shipping emissions, but to governmental regulatory steps that make this behavior financially sustainable for businesses.

We, like those involved in the Fair Winds Charter, have the requisite insight into, and understanding of, our industry to push the pace of reform and help shape government policy as it develops. The self-regulating free market failed to adequately protect our health and our environment, so we must work together to supplement the government’s regulations and to achieve the gains we all desire – better health, better competitiveness, better sustainable revenue generation, better corporate reputation. Only by acting together can our industry cut emissions and operate in a sustainable fashion that benefits our customers, our employees, and the communities in which we live and do business.

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Environment

Hong Kong Cleanup Get your gloves on! Registration is now open for the 13

th

annual Hong Kong Cleanup – this year to be held from September 21st to November 1st.

The Hong Kong Cleanup is the region’s largest FREE environmental volunteer event – anyone can join! During the 2012 Challenge, 39,098 volunteers collected and counted 105,507kg of trash, cleaning up over 637km of Hong Kong’s coastlines, hiking trails and urban areas. We are dealing with a serious trash issue in Hong Kong, and the world. Did you know, for example, that we throw away an estimated 1,368,000 plastic bottles EVERY DAY in Hong Kong?

You can be part of the change, through action and awareness – sign up a team to clean up!

Join the Hong Kong Cleanup in cleaning up our beautiful coastlines, country parks, urban areas, offices, homes and schools. Anyone can participate, and it’s FREE! Simply invite colleagues, classmates, family, friends or community members to join your team. Together, we can halt the flow of trash into our precious oceans!

Easy as 1-2-3!

Interested in signing up a team this year? It’s simple, and the Cleanup Team is standing by to support you. Here’s the step-by-step: 1. Register your team cleanup online at HKcleanup.org – you choose when, where and what type of cleanup you’ll do

Britain in Hong Kong

2. Watch for your invitation to a FREE education seminar where you’ll get the info and tools you need for a successful cleanup 3. Clean up! Get out there on your chosen day, and have fun.

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camping, but also absorb carbon dioxide and are home to many species of wildlife. Detrimental amounts of litter and trash can be found in all of our country parks, and the issue needs to be addressed. Cleanups educate about littering and its effect on the natural world we all need and enjoy.

4. Return your data at HKcleanup.org 3. City Cleanup Challenge: All teams are automatically entered in the Cleanup Challenge for prizes and more!

Three team challenges = More ways to participate!

1. Coastal Cleanup Challenge: With its expansive coastal areas, fishing and shipping industries, marinas, boating and water sports, Hong Kong has a special relationship with the marine environment, and as such it is vital for us to take part in its protection. Beach cleanups bring awareness to the vast and vital issue of marine debris, and allow participants to engage with our beautiful coastal ecosystems.

2. Country Cleanup Challenge: Hong Kong’s country parks are one of our most valuable assets. They offer not only beautiful vistas and recreational activities such as hiking, cycling and

Every day, more than 10,000 street cleaners manually sweep and remove copious amounts of litter and trash from our city streets. Trash from our homes, offices, schools and neighbourhoods is bagged and sent to already-full landfills, or swept down storm drains and washed out to sea. We need to look at our urban behaviour and stem the flow of trash at the source.

Cleaning our city streets, offices homes and schools will provide an eye opening experience for many. City Cleanup Challenges can take the form of a single day cleanup or a longer-term monitoring activity!

For more information about the Hong Kong Cleanup, visit www.HKCleanup.org.

The British Chamber of Commerce is taking part in the Hong Kong Cleanup again this year, on Friday 25th October 2013. If you would like to join the Chamber team in cleaning up Hong Kong then please contact Phillippa Cook on phillippa@britcham.com.

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Community

Hong Kong Needs Leadership on Work-Life Balance Amanda Yik, Senior Programme Manager, Community Business

not to leave the office before their boss does? It may sound trivial, until you imagine you are a company of 1,000 people, which means at least 200 employees could have left work earlier every day. If there are 245 working days a year, that possibly makes up 49,000 hours of “presenteeism” in the organisation. Imagine the missed opportunities those hours represent had they been spent on more meaningful pursuits like of employees see that most exercising, spending people do not quality time with friends leave work before their bosses/ or family, doing social supervisors do services or simply Source: Community Business State getting some wellof Work-Life Balance in Hong Kong Survey2012 deserved rest.

21.4%

Work-Life Balance continues to be a challenge in Hong Kong That is what is sometimes called “face time” – a phenomenon whereby people perceive spending long hours at work as equivalent to commitment and productivity. Face time is a major obstacle towards people achieving work-life balance in Hong Kong. Between 2006 and 2012, there have been minimal improvements in the work-life balance of employees. Year-on-year, Hong Kong workers report a wide range of problems stemming from poor work-life balance, like fatigue, insufficient time for family and social life and decline in productivity and quality of work.

Additionally, people in Hong Kong have revealed that they are a long way from realising their ideal work-life balance – rating themselves at 5.6-6.2 out of a scale of 10 for the past seven years.

Degree to Which Employees Have Achieved Their Ideal Work – Life Balance (2006 to 2012) Score: 0 - Totally Not Ideal; 10 - Already Ideal

Do you know that 1 out of 5 employees in Hong Kong dare

10 9 8 7 6 5 4 3 2 1 0

5.7

5.6

5.7

5.7

5.7

2006

2007

2008

2009

2010

6.2

2011

6.0

2012

Source: Community Business State of Work-Life Balance in Hong Kong Survey2012

Statistics like these have serious implications not only for employees but companies as well. In 2011, 39% of Hong Kong employees said that their company’s top priority is to maximise profits without regard for employees’ workload, therefore their company takes on more projects and assignments than they can deal with. Issues related to overworking and poor work-life balance are welldocumented. Problems like fatigue, increased mistakes and drop in quality of work, pose serious threats to business, particularly for those companies looking to establish themselves as employers of choice.

Britain in Hong Kong

Strong Business Case for work-life balance

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of employees say work-life balance is a critical

affecting productivity, engagement and 71.8% factor attraction and retention of talent:

25.8%

24.1%

work-life balance is among the top 3 factors affecting my motivation and productivity at work

work-life balance is more important than money when I choose to join, stay with or leave a company

21.9% work-life balance is among the top 3 factors I consider when I choose to join, stay with or leave a company

Source: Community Business State of Work-Life Balance in Hong Kong Survey2012

Work-Life Balance is good for business A common concern among companies is that they fear losing competitiveness and customers if they try and institute work-life programmes. They assume that work-life balance means less work, therefore less profit. What they don’t realise is that work-life balance is not about less working hours.

Employees want flexibility – some level of control over when, where and how they work – so that they can be most effective both at work and outside of work. From years of research, we found that the business case for work-life balance is clear – in 2012, 72% of employees in Hong Kong said it is critical for productivity, engagement, attraction and retention of talent. As the war for talent intensifies, it is clear that employers need to differentiate themselves from the competition and address this issue. Companies who fail to do so face a risk to their competitive advantage.

The need for visible commitment With the prevalence of social media it’s easier than ever for people to publicly criticise People are looking companies, making for leadership lasting, sometimes of employees think negative impressions that senior business leaders should take on job seekers. In a primary responsibility for small and highlyimproving work-life balance in their organisations connected place like Hong Kong, word-ofmouth gets around – online and offline – quickly and widely.

It’s not difficult to find posts on websites like www. glassdoor.com slashing Company X for unsupportive work culture or how you cannot expect to “have a life” if you work in Company Y. Poor work-life culture clearly puts companies at risk of losing the ability to attract and retain the best talent.

52%

There is no doubt that the Hong Kong corporate sector needs to do more to create supportive work-life cultures. In 2012, 52% of Hong Kong employees say senior business leaders need to live up to their roles and demonstrate leadership towards this.

Companies need to remember that employees are the most powerful and trusted spokespeople of a company.

Employees rank higher in public trust than a firm’s PR department, CEO, or Founder, according to Edelman’s 2013 Trust Barometer.

It therefore becomes critical that companies must demonstrate their commitment to work-life balance as a strategic business issue, both internally and externally.

What can business leaders do?

Since 2008, Community Business has organised an awareness-raising campaign called Work-Life Balance Week, which serves as a public platform for companies to join hands and commit to creating workplaces that respects the work-life needs of their employees. All companies need to do to participate is to organise internal activities during the Week that promotes the work-life balance of their employees.

Number of Participating Companies for WLB Week/ Day 200 150 100 50 2008

2009

2010

2011

2012

0

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Community

While long-term progress on work-life balance in any organisation needs a strategic approach and implementation plan, Work-Life Balance Week is a golden opportunity for companies to put their creative hats on and come up with fun and invigorating ideas that engages employees on different levels, be it physical, psychological, spiritual or skills-based, and communicate a strong message that the work-life balance of employees is the company’s priority.

Activities could be as light-hearted as installing a Wii at a conference room, or a skills-based workshop on juggling work and parenthood. Some simple and practical suggested activities include promoting a ‘Leave Work on Time’ week, exercises and stretching, healthy eating, workshops on managing flexible working and other worklife issues.

Companies have participated every year since WLB Week started in 2008 American Express International Inc. Aon Hong Kong Limited Bank Consortium Trust Company Limited CASH Financial Services Group Limited Celestial Asia Securities Holdings Limited HKR International Ltd Hong Kong Housing Society Island Shangri-La, Hong Kong J.P. Morgan KCS Hong Kong Limited Kerry Logistics KPMG Mizuho Corporate Bank, Ltd. Panasonic Shun Hing Industrial Devices Sales (HK) Co. Ltd. PepsiCO, Inc. Pinsent Masons Pricerite Stores Limited SWIFT

Industry Distribution of Participating Companies of WLB Week 2012 Wholesale/ Retail Telecommunication

Banks & Finance

Transportation/ Logistics

Commercial Service

Other

Construction Education Film/ Entertainment Government/ Public Affairs Import/ Export Trade

Restaurants/ Hotels Property Other Personal Services

Information & Communications Technology Insurance

Other Oil, Energy, Resources and Utilities

Law, Accountancy, Professional Information Services

Medical Hygiene and Welfare

Initiatives Organised by Participating Companies Work-Life Balance Week 2012

Manufacturing Media

Family time

Lights off Exercise

WLB Seminar

Healthy eating

Lights off

Other

Exercise

Family time

Healthy eating

WLB Seminar

Lights off on time

Companies take steps to support and encourage all their staff to leave work on time.

Exercise

Companies take steps to support and encourage all their staff to exercise regularly.

Healthy Eating

Companies take steps to educate and promote healthy eating to all their staff.

Family Time

Companies take steps to promote flexibility at work to allow all staff to spend quality time with their family.

Work-Life Balance Seminar

Companies hold an internal or external event to promote and educate about work-life balance issues.

Other

Companies are welcome to create their own ideas on promoting sustainable improvements to the work-life balance of all staff.

Over the past 5 years, nearly 400 companies across different industries in Asia have participated in the Week by holding internal activities that goes some way to raise awareness of work-life balance as a critical workplace

issue. We look forward to having your company participate i n t h e c a m p a i g n t h i s y e a r ! V i s i t h t t p : / / w w w. communitybusiness.org/WLB/2013/index.htm to register or find out more!

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Lifestyle

Japan From Tokyo’s Cityscapes to Niseko’s Snowy Slopes Nikki Pang, Regional Marketing Manager, Lightfoot Travel

On this trip you will experience the glitz and glamour of Tokyo, taking in age-old shrines and temples, shopping to your heart’s content, and sampling some of the finest restaurants in the city. Then it’s time to head north and hit the slopes in Niseko. Spend your days skiing some of the freshest powder in the world, and your evenings sipping sake and kicking back at the amazing Kimamaya boutique hotel.

Day 1: Arrive in Tokyo Upon arrival in Tokyo, you will be conveyed to the luxurious Park Hyatt Tokyo Hotel. The Park Hyatt is renowned for its spectacular views of the surrounding Tokyo landscape with Mount Fuji in the distance. Take the rest of the day to explore the hustle and bustle of the Shinjuku district.

Retire back to the hotel and sample the extensive facilities at the Park Hyatt’s signature spa, Club on the Park.

Day 2: Tokyo Half Day Tour – Akihabara & Asakusa Embark on a tour of Akihabara, a vibrant and eccentric district full of stores selling every type of electronic gadget you can think of.

Akihabara’s diehard anime fans and electronics fanatics also make for some of the city’s best people watching.

Next head to Asakusa, home to the Sensoji Temple, Tokyo’s oldest Buddhist temple, and also the city’s oldest Geisha district. The streets around Sensoji are full of traditional shops selling Japanese crafts and souvenirs and are a delight to wander through.

Day 3: Tokyo Half Day Tour – Meiji Shrine & Omotesando Begin the day exploring Tokyo’s most famous shrine, the Meiji Shrine, dedicated to the spirit of the late Emperor Meiji.

Continue on to Tokyo’s version of the Champs-Elysee, Omotesando. This broad, tree lined avenue features a multitude of fashion flagship stores in buildings designed by internationally renowned architects.

In the evening, enjoy an elegant Japanese meal at the Park Hyatt’s famous Kozue restaurant. Gaze out at Mount Fuji as you dine on some of the freshest sashimi in town, and sip on fine saké.

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Day 4: Tokyo to Niseko This morning you will fly to Sapporo where you will be transferred to the Kimamaya boutique hotel in Niseko. Set in the middle of Niseko Hirafu, Japan’s renowned ski haven on the northern island of Hokkaido, Kimamaya is charming and personal with beautiful rooms that capture the essence of the alpine atmosphere of Hokkaido. Think small and intimate, with comforting tones, leather armchairs and a cosy lounge with a lovely fireplace.

Days 5-9: Skiing in Niseko With a yearly snowfall of over 1500 cm, both skiers and snowboarders can expect to take advantage of premium snow conditions.

Spend the next 5 days maximising your time on the mountain and skiing the amazing selection of runs that Niseko has to offer. The region has both challenging terrain for the experts, and flatter runs to suit beginners and children.

After a long day on the slopes, unwind at the hotel’s spa with a relaxing Japanese back massage. Kimamaya is also home to The Barn, one of the best restaurants in Niseko with a brilliant bar.

Note: Niseko for Families Niseko is the ideal place for families looking to introduce their kids to the slopes at an early age. The area has a range of programs designed to teach children skills, but make sure they have fun in the process in a safe and secure environment. Hanazono National Adventure Park offers sledding, snow-tubing and snowmobile tours, while Mate Kids Park has penguins, an emu, a llama, and a mini-pig that all hang out in the snow!

Lightfoot Travel also has a handpicked portfolio of chalets in Niseko that are ideal for large family gatherings and groups of friends.

Our top pick is Annabel – a spacious 6-bedroom chalet which offers fantastic comfort and stunning views of Mount Yotei. The chalet comes equipped with a child’s play room and entertainment centre with pool table downstairs. Top chefs can be hired for in-chalet dining, but if you’re looking to dine out, we recommend A Bu Cha 2. Casual, raucous, and delicious – what more could kids (and parents!) want?

This is a sample itinerary from luxury tour operator, Lightfoot Travel, who specialise in family holidays, honeymoons, private villas and corporate travel to countries spanning six continents. All Lightfoot holidays are 100% tailormade, enabling you to add on and take out as you choose. Email us at info@ lightfoottravel.com or give us a call at 2815 0068 to speak to your own personal Travel Designer.

m d

ember iscounts

There are many great benefits of being a member of The British Chamber of Commerce.

One of those is the Member Discounts programme which is an exclusive package of discounts that range from discounted car rental, reduced hotel accommodation, airfares and even relocation costs.

Every six months we invite members to prepare a tailor-made offer to all the members of the British Chamber. You can find these benefits listed below and for more details please visit our website www.britcham.com

ood & Beverage & Accommodation ACCOR

GRAND HYATT HONG KONG

Members will receive 10% discount on top of the lowest rates that Accor’s Asian hotels are offering on the day. This applies to over 1600 Sofitel, Pullman, MGallery, Novotel, Mercure, Thalassa & Orbis hotels worldwide. You will also receive 5% discount on top of the best unrestricted rates for hotels including ibis (in specific countries), All Seasons & Hôtel Barrière. For more information please contact Regina Yip on 2868 1171 or email regina.yip@accor.com

15% discount on food and beverage at The Grill and 10% discount on treatments upon spending HK$1,000 at Plateau Spa. To make a reservation please contact The Grill on 2584 7722 or the Plateau Spa on 2584 7688

ALFIE’S Members of the British Chamber of Commerce can benefit from a 10% discount at this chic restaurant in Hong Kong. To make a reservation please call 2530 4422 or email booking.alfies@ keeclub.com

BERRY BROS. & RUDD Members can benefit from a 10% discount on all retail prices as well as receiving invitations to free tastings and other wine events during promotional period. For more information please call 2907 2112

COURTYARD BY MARRIOTT HONG KONG Members will receive a 20% discount on food only in MoMo Café. To make a reservation please call 3717 8888

DOT COD All members of the British Chamber of Commerce of Hong Kong will receive a 15% discount on the bill. For more information please call 2810 6988 or email dotcod@hkcc.org

HONG KONG SKYCITY MARRIOTT HOTEL Members will receive a 10% discount on the total bill at Man Ho Chinese Restaurant, SkyCity Bistro, Velocity Bar & Grill, and The Lounge (Promotion does not apply to alcoholic beverages). To make a reservation please call 3969 1888

LE MÉRIDIEN CYBERPORT Members can book a Smart Room at the special rate of HKD1,600 including a daily eye-opening buffet breakfast (subject to availability). You will also receive 20% discount at 5 of the hip restaurants and bars that the hotel has to offer.

Furthermore, when you book the 21-day long room package at HKD23,100 you will receive a ‘Round Trip Limousine Service’. For more details please call 2980 7785

RENAISSANCE HARBOUR VIEW HOTEL Members will receive a 10% discount on the total bill at award-winning Dynasty Chinese Restaurant, all day dining at Cafe Renaissance, Scala Italian Restaurant and the Lobby Lounge.

To make a reservation please call 2802 8888

W HONG KONG Members will receive 15% off the lunch buffet in Kitchen and dinner in Sing Yin Monday to Friday, and 10% off in all venues at all other times. For more information or to make a reservation please call 3717 2222

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ifestyle & Travel BRITISH AIRWAYS

SENSE OF TOUCH

As a member of the British Chamber of Commerce you can enjoy exclusive offers from British Airways. For more information please visit: www.britcham.com/memberdiscount/ british-airways

Britcham members will receive 20% off all treatments on their first visit upon a total spend of $1,000, 10% off facials and massages in all subsequent visit as well as a $1,000 treatment coupon when purchasing a $10,000 cash package. For more information please call 2201 4547

COLOURLIVING As a member of the British Chamber of Commerce, you can enjoy a 10% discount on all normal price merchandise when shopping at Colourliving in Wanchai. Please call 2510 2666 or visit www.colourliving.com

VISITBRITAIN British Chamber members can get 5% on all purchases from VisitBritain’s online shop by entering the code TR7DE67! at the checkout.

Please visit www.visitbritaindirect.com/world for further details.

VIRGIN ATLANTIC AIRWAYS Special offers are available exclusively for members of the British Chamber of Commerce.

Please call 2532 6060 for more details or to make a reservation

usiness Services COMPASS OFFICES

REGUS

Compass Offices are offering all Britcham members a free, no obligation 1 month Virtual Office Address Package to help you get set up in Hong Kong as well as 50% off meeting room rental. Please email hksales@compassoffice.com or call +852 3796 7188 to find out more.

Britcham members will receive a complimentary six-month Businessworld Gold card that gets you access to 1,200 business lounges in prime central city business locations in Asia and around the world. For more information or to accept this offer please visit www.regus.hk/localpartnership and enter the activation code APHKBCC in the Promotional Code box.

THE EXECUTIVE CENTRE Members can enjoy a complimentary Serviced Office for 1 month, 50% off for Virtual Office subscription and up to 20% off meeting room and video conference bookings. Please contact +852 2293 2299 or email hongkong@executivecentre. com for more details.

THE HIVE The Hive is offering one additional month’s membership at no extra charge for any member who signs up for 6 months. For further details, please visit www.thehive.com.hk

MEMBER GET MEMBER

2

0

1

3

Make a successful referral to the British Chamber of Commerce and enjoy a fantastic meal for two!

If you happen to refer the most new members to the Chamber, you will win a stunning prize: A complimentary brunch for four at Cafe Deco Bar & Grill, courtesy of Cafe Deco Group.

Cellarmaster Wines The British Chamber is delighted to announce the launch of the 2013 ‘Member get Member’ Campaign which will run from April 2013 – March 2014. As part of this new scheme we are pleased to announce that any new member who signs up through this referral programme will receive a complimentary bottle of Champagne Pommer y, cour tesy of Cellarmaster Wines.

In addition, if you successfully introduce a company to us that results in them joining the Chamber, you will receive a fantastic dinner for two courtesy of a top restaurant in Hong Kong.

Cafe Deco Bar & Grill Sunday Brunch For the most amazing views of Hong Kong, Cafe Deco Bar & Grill is a great brunch option. Indulge in a wide variety of delicious specials whilst overlooking the Peak’s spectacular view every Sunday and public holiday from 11am to 3pm at Cafe Deco Bar & Grill. Guests can pay $468, which includes free-flowing Clair diamant blanc de blanc N.V., Nugan 3rd Generation semillion & Chardonnay, Chateau Fontaubert Bordeaux and soda.

For kids aged between 3 and 11 years old brunch costs $238. This brunch features Canadian sustainable sea urchin specials for customers to feast upon and a kids’ entertainer to keep the little ones occupied.

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So what are you waiting for? Spread the word throughout your network to enjoy a complimentary meal for two at one of these fantastic member restaurants: The Bostonian, The Langham, Hong Kong This well-established restaurant has been a Hong Kong favourite for well over a decade.

Located at the lower lobby level of The Langham, Hong Kong, The Bostonian has an excellent reputation for its superb steaks, and more recently its fully sustainable seafood menu. Featured by one of Hong Kong’s influential restaurant bibles, “The Hong Kong Best Restaurant Guide” since 2000 and recommended by The Michelin guide, the Bostonian is a hallmark for impeccable service and exceptional food. Guests can indulge in a tantalising array of fresh seafood from around the world at the “Raw Bar”, including home-made smoked salmon, prawns, crabs and freshly shucked oysters. The enticing menu also includes gourmet favourites such as maine crab cakes, sautéed foie gras, clam chowder, as well as separate menus for the restaurant’s specialties – the Boston lobster galore, seafood sharing platters and Bostonian grill.

cafe TOO, Island Shangri-La, Hong Kong The innovative cafe TOO brings casual dining to a higher level of creativity. Their ten cooking theatres, each featuring a different culinary style, are showcases for the best of international cuisine as well as stages for their chefs’ engaging performances.

Café Renaissance, Renaissance Harbour View Hotel Hong Kong Café Renaissance is the perfect place for all day dining. Located on the Mezzanine floor, the 210-seat all-day dining café serves a wide variety of dishes from all over the world. Café Renaissance serves wholesome breakfasts, chef crafted lunches and dinner buffets plus à la carte menu daily and brunch on weekends, in a warm and welcoming atmosphere. In addition to the great array of fresh seafood delights using the freshest ingredients, guests can also enjoy a tantalising array of international favourites and local specialties from live cooking stations.

To enter: • Consider who among your contacts might be interested in joining the Chamber • Email phillippa@britcham.com with the name and contact details of your suggested company • If appropriate, contact your suggested company and let them know that the Chamber will be in touch • The Chamber will follow up with each suggestion directly • If your referral is successful, the Chamber will contact you with details of how to book your dinner Terms & Conditions • You must be a member of the British Chamber to be eligible for this offer • The dining vouchers will only be provided if your referral results in a new member for the Chamber • This offer is valid for all members whose referral results in a new Corporate, Overseas or Startup member of the Chamber. It does not apply to Additional members or additional YNetwork members • The Chamber will allocate the restaurant vouchers. Members will not be able to choose which restaurant they visit and must adhere to the terms and conditions

News New Prize: The Chartered Institute of Logistics and Transport Award The Chartered Institute of Logistics and Transport has announced a new award which is intended to recognise outstanding achievements in logistics and transport management in Hong Kong and is open to all organisations and institutions. Under the theme “Service Excellence”, there will be two categories of awards: Enterprise and Small & Medium Enterprise (for company/entity below 100 staff). Interested parties are required to submit an executive summary on the achievement of improvements in organisation, technology, equipment and physical assets, human resources, information technology application, risk management or any other aspects of transport and logistics business.

All submissions must reach the CILTHK office no later than 19:30pm on 31st October 2013. For more information on how to apply for the CILT Award 2013, please refer to the latest e-letter on CILT’s website: www.cilt.org.hk.

Concessionary Scheme for Small and Medium Enterprises on Postage Rebate Hongkong Post will adjust principal postage rates starting on 1 October 2013. To provide some time-limited relief to small and medium enterprises (SMEs) in Hong Kong, Hongkong Post will provide a 5% rebate for the first $3,000 of stamps purchased or postage incurred by SMEs in Hong Kong during the three-month period from 1 October to 31 December 2013.

All companies in Hong Kong with a valid Business Registration Certificate are eligible for the rebate if they meet Government’s definition of an SME. Registration will start on 2 September 2013 and end on 14 December 2013, and online registration at the Hongkong Post website (www.hongkongpost.hk) is encouraged for convenience and speed. Registration Forms can also be downloaded there, or obtained from all post offices from 2 September 2013.

Also eligible for the rebate is all postage spending incurred for local and outbound postings as well as purchases of Hong Kong mint stamps made by successfully registered SMEs. Customers who do not hold any accounts with HKP will receive a cash rebate. HKP’s account customers may choose between receiving a cash rebate or receiving the rebate through their accounts. The deadline for making cash rebate claims at post offices is 30 January 2014.

Provision of land for industrial usage needed to counter the impact of revitalisation & regeneration in suburban areas In its latest released ViewPoint report, CBRE said while the release of underutilised space in former industrial enclaves to ease office, hotel and residential supply pressure is beneficial and should be encouraged, alternative provision should be made to cater for intense occupier demand from industrialists forced out due to the changing of use of many of the traditional areas.

Three years after the introduction of the industrial revitalisation policy, the total volume of industrial space that is slated for conversion to other uses amounts to approximately 5.7 million sq. ft. Strong interest from occupiers, short supply and an abundance of liquidity in the market has driven high investor activity. In the two year period to the end of 2012, investment in industrial property experienced a boom with volumes increasing by 185%. Over the same period, rent and capital values of flatted factors rose by 43% and 107% respectively.

Revitalised buildings have also provided much needed space on the office market; however, this has been done at the expense of the supply of industrial space, which is already extremely scarce. Warehousing and logistics stock within the wider Hong Kong industrial market registers the lowest vacancy of any market in the world, standing just over 1% compared to 3.5% in Q2 2009 before the policy was implemented. According to CBRE Research, supply is set to drop to just 1.4 million sq. ft. through to end 2014, and negative net supply is set to surge to 800,000 sq. ft. as more industrial buildings are earmarked for alternative uses. Industrial rental growth has exceeded 30%, 40% and 60% for warehouses, factories and I/O respectively over the last three years.

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Lubrication Service

$ 190

Tune Up Engine

$ 720

Engine Decoke & Grind Valves

$ 2,000

Engine Overhaul

$ 5,000

Brake System Overhaul

$ 1,000

Clutch Mechanical Overhaul

$ 1,500

Air Condition Freon Recharge

$ 400

Alternator Overhaul

$ 600

Starter Motor Overhaul

$ 600

Customer Service beats Price in Asia Pacific Markets The 2013 Asia Pacific Consumer Insights survey reveals a landscape of consumer dissatisfaction with poor customer service, increased sharing of positive and negative experiences online with social media channels, and Asia Pacific consumers valuing customer service over price.

The study (commissioned by Verint Systems) conducted across six countries including Hong Kong, and five key industries by Ipsos share insights on why consumers are experiencing poor service, the impact on customer satisfaction, and the increasing use of online channels such as social media by consumers to broadcast their service experience, thus changing the importance of customer service for Asia Pacific brands. The research is based on information collected from 5,819 individuals in Hong Kong, China, Japan, Australia, India, and Indonesia to gain understanding of the Asia Pacific customer service experience.

New Appointments

ALL REPAIRS WITH THREE MONTHS GUARANTEE

Our Business Hours 8am-6pm, Mon-Sat & Public Holiday Our 24hrs. Emergency Towing Agent “Firstone Towing Services” 8203 3411 Please call us at 2565 6166 or Fax: 2856 1047 E-mail Address: fookie@netvigator.com

FOOKIE MOTORS CO. LTD. Shop 7, G/F, Paramount Bldg., 12 Ka Yip Street, Chai Wan, Hong Kong.

CBRE Boosts Office Services Team with New Appointment Leading brokerage firm CBRE has announced the appointment of Mr. Terry Shum, Executive Director with the Kowloon Office Services team. Mr. Shum was previously Director of Office Services at CBRE Hong Kong from 2007-2009.

Mr. Shum will develop and execute the business strategy for the firm’s office leasing offering in Kowloon. He will represent multi-national occupiers and landlords, partnering with them on new lettings, rent reviews and lease renewals, as well as sales and purchase transactions. Mr. Shum will report to Mr. John Davies, Executive Director of Office Services, CBRE. Prior to rejoining CBRE, he was the National Director, Head of Kowloon Markets for Jones Lang LaSalle, a position he held since 2009. He has more than 13 years’ experience assisting clients in the Kowloon office market. He has completed leasing transaction of over 2 million sq. ft. of space so far. Mr. Shum holds a Masters Degree in Urban Planning and a Bachelor Degree in Surveying, both from the University of Hong Kong.

Britain in Hong Kong

42

Member News New Changes to HK ATM Cards Travellers Need to Know In light of the recent changes introduced by the Hong Kong Monetary Authority with regards to ATM cards and ATM usage overseas, we would like to remind HSBC customers of the matters they need to be aware of if they plan to go overseas and use their HSBC ATM card to withdraw cash.

•

In the UK, there are around 66,000 ATMs of major banks on the LINK network that accept UnionPay ATM chip cards. To find out where the ATMs are located, you can go to the LINK website: http://www.link.co.uk/ ATMLocator/Pages/ATMLocator.aspx

•

We are committed to resolving the situation to provide better service. In October, we will offer a second ATM card to customers who deem it necessary to use another international network.

Why do I have to activate my overseas ATM withdrawal limit?

Before the second ATM card is available, what should I do if I want to withdraw money via the PLUS/Cirrus network overseas as a fallback?

•

To comply with HKMA requirements, the overseas ATM daily withdrawal limit (including cash advances by credit card) has been pre-set to HK$0. It is important to activate your overseas withdrawal limit for your credit cards or ATM cards before traveling to avoid inconvenience.

•

You may link your bank account(s) to your HSBC Visa or MasterCard credit card in advance by following the steps below: –

Request the service via the PhoneBanking hotline* or any HSBC branches. Your requests will be completed in 2 to 4 days.

–

After the request is completed, activate your linked bank accounts by making a cash withdrawal, transfer or balance enquiry with your credit card at any HSBC or Hang Seng ATM in Hong Kong.

–

If you do not already have a PIN for your credit cards to use at ATMs, you will need to apply for one through HSBC branches, Internet Banking (www.hsbc.com. hk), or PhoneBanking hotlines (please refer to the telephone numbers towards the end of this article).

When and where can I activate my overseas ATM withdrawal limit?

•

HSBC customers can activate their overseas withdrawal limit through Internet Banking, PhoneBanking, Mobile Banking, any HSBC branch or any HSBC/Hang Seng ATM in Hong Kong.

I have received my UnionPay ATM chip card from the bank. Can I use it on the PLUS/Cirrus network?

•

To enhance security protection, the HKMA has asked all banks in Hong Kong to replace the magnetic stripe ATM card with ATM chip card by 31 March 2014.

•

HSBC ATM cards issued outside of Hong Kong are NOT subject to this requirement.

•

Union Pay is currently the ATM network provider of ATM chip cards issued by HSBC Hong Kong.

•

Therefore, your UnionPay ATM chip card can no longer be used on the PLUS/Cirrus network.

Where can I use my UnionPay ATM chip card?

•

•

You can use your UnionPay ATM chip card at all HSBC and Hang Seng ATMs except those in nine countries.

They are Argentina, Brazil, France, Greece, Malta, Mexico, New Zealand, Panama and Turkey.

You can also use it on UnionPay ATM and Point-of-Sales networks in mainland China and around 140 countries.

Will I be charged any fees for withdrawing money with my credit card?

•

When using the PLUS/Cirrus ATM network with your HSBC credit card to withdraw cash and the ATM gives you a selection of account types, (i.e. savings, current, cash advance), if you choose savings or current account, you will not be charged a cash advance fee.

•

However, if the ATM does not provide the account selection service,a cash advance fee will be charged.

•

Not all ATMs provide the account selection service. It is at the sole discretion of the banks whether their ATMs provide the account selection service.

What can I do if I need emergency assistance overseas or want to find out more about the changes?

•

Do all UnionPay ATMs support UnionPay chip cards?

•

*

#

At the moment some of the overseas UnionPay ATMs do not yet support UnionPay chip cards including chip cards issued by HSBC Hong Kong.

•

You can call HSBC PhoneBanking hotlines for emergency assistance overseas or more information: –

HSBC Premier customers: (852) 2233 3322#

–

HSBC Advance customers: (852) 2748 8333

–

Other Personal Banking customers: (852) 2233 3000

You can also visit our website www.hsbc.com.hk for more details.

Only sole-name account can be linked via PhoneBanking.

If you are overseas, please call the local telephone operator and ask to make a collect call to HSBC at 2233 3388 / Premier Emergency Hotline at 314 275 6781.

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Britain in Hong Kong

44

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New Members CORPORATE

ADDITIONAL

STARTUP

BVI House Asia Limited Lorna Smith Interim Director Tel 5500 2204 lorna.smith@lgassociates.com Unit 5106, 51/F, Central Plaza, 18 Harbour Road, Wanchai, Hong Kong Government

Hargreaves Industrial Services Ltd Leigh Howard International Business Manager Tel 5460 0900 leigh.howard@hsgplc.co.uk 2725, Tuen Mun Square Central, 22 Hoi Wing Road, Tuen Mun, New Territories, Hong Kong Industrial

Jamie’s Italian (HK & China), (registered under Big Cat Group Ltd.) William Lyon CEO Tel 3970 3976 williamlyon@bigcatgroup.co 31/F Pacific Place Three, 1 Queen’s Road East, Hong Kong Food and Beverage/Entertainment

Newgate Communications (HK) Limited Richard Barton Managing Partner Tel 3758 2686 richard.barton@newgate.asia 802 Winsome House, 73 Wyndham Street, Central, Hong Kong PR & Marketing

British Consulate-General Andrew Ho Trade and Marketing Manager Tel 2901 3361 andrew.ho@fco.gov.uk 1 Supreme Court Road, Admiralty, Hong Kong Government

Quintessentially Events (HK) Limited Andrew Mossop Managing Director Tel 3758 7422 amossop@quintessentiallyevents.com 2/F, Teda Building, 87 Wing Lok Street, Sheung Wan, Hong Kong Events

The Economist Group (Asia/Pacific) Limited Sharon Fong Business Development Manager Tel 2585 2278 sharonfong@economist.com 6001, Central Plaza, 18 Harbour Road, Wan Chai, Hong Kong Printing/Publishing

Red Packet Limited Gerard Belicha CEO Tel 3168 0228 gerard@redpacket.hk 15/F, Shun Feng International Center, 182 Queen’s Road East, Wanchai, Hong Kong Consumer Goods

Hill & Associates Steven Chon Vice President, Business Development Tel 2802 2133 steven.chon@hill-assoc.com Rm 1701-08, Tower Two, Times Square, 1 Matheson Street, Causeway Bay, Hong Kong Risk Management

INDIVIDUAL

OVERSEAS

Maire Apiou Tel 3962 1469 maire@hku.hk Room 204, Block B, Cyberport, 100 Cyberport Road, Hong Kong

TalkBusiness Peter Faure Director Tel +352 26431012 peter.faure@talkbusiness.lu 32C, Rue Van Der Meulen, L2152, Luxembourg Education

Winnie Cheng Tel 2338 7106 winniec@ycef.com 3, To Fuk Road, Kowloon Tong, Kowloon, Hong Kong Richard Ireland Tel 6627 8417 rcireland@yahoo.com 18A, 31 Robinson Road, Mid-Levels, Hong Kong

Visions Learning HK Limited Gregor Miller CEO Tel 3665 7234 greg.miller@visions-asia.com.hk Unit 3709, 37/F, Tower 2, Lippo Centre, 89 Queensway, Admiralty, Hong Kong Training WRG Creative Communication (Asia) Ltd Cliff Zenker General Manager Tel 6345 4350 cliff.zenker@wrglive.com 17/F, St John’s Building, 33 Garden Road, Hong Kong Events

OVERSEAS ADDITIONAL Fresheye Marketing Ltd Bobby Tsang Client Director Tel 6056 7288 bobby@fresheyemarketing.co.uk Electric Works, Sheffield Digital Campus, Sheffield, Hong Kong PR & Marketing

Know your way around Relocating means preparing everything, and everyone for a new home.

Relocating is a big change for most people.

It can be difficult and stressful, but it should be exciting and rewarding for everyone.

Our experience and knowledge, built up from nearly fifty years as a worldwide relocations company, is shared by all our people in more than 200 locations.

We’ll always be there to help you get the most from your relocation.

Tel: +852 2636 8388 hongkong@crownrelo.com

Go knowing www.crownrelo.com/hongkong

The British Chamber’s Sterling Members

Thank you for your continued support

Britain in Hong Kong

46

Shaken Not Stirred Photos Courtesy Of

Sponsored By

27th June 2013, Venture Photography

Athena Au (Absolute Discovery) Cindy Chan (Travelary)

Bruce Fox and Andrea Demy (AGS Four Winds), Alfred Aung (Artlink Design Associates Ltd.)

Camille Tsui (HKAS), Tim O’Leary (Forth Capital)

Ceri Silk (Skeyndor Institute), Anthony Miles (All Points Properties)

Gary Ho and Anthony Miles (All Points Properties Hong Kong)

Holly Perry and Kenix Lee (Executive Counsel), Christopher Hammerbeck (British Chamber of Commerce in Hong Kong), Lorraine Marwood (Redworks)

Christine Chester (telmar), Liz Hamerton (Secretarial Office Services)

Cami Miu (Venture Photography), Romain Busque (Unigroup Worldwide – Hong Kong Ltd.), Tina Hui (Venture Photography)

Phillippa Cook (British Chamber of Commerce in Hong Kong), Jennifer Liu (Coutts)

24th July 2013, Club@28, Crowne Plaza Hong Kong

Samantha Cornelius (Stand Out Hong Kong), Christie Yeung and Jaerey Velasco (Payne Clermont)

Erin McPhee and Jessica Cu (The 5th C)

Trinette Lee (Crowne Plaza), Patti Hunt (On-Off), Veronica Ho (Crowne Plaza)

Philip Herbert, Michelle Woo (TMF), David Dodwell (Strategic Access Limited)

Peter Weston (CLX China Limited), Stephanie Dixon and James Kinch (Flight Centre)

Antti Hirvonen (Tom Dixon), Aaron So (IP Global)

Joanna Hart (Stand Out Hong Kong), Abbey Yek Cheung (PhysioMotion)

Pratik Vyas (The Real Asset Boutique), Matthew Curtis (The Fry Group), Sam Cooper (Cooper Claridge-Ware)

Nathan Reay (PwC), Heidi Frances (Smith Stone Walters), Scott Lindsay (PwC)

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