Update issue01 2014 by BritCham Indonesia

• JOURNAL •

ISSUE 1 - 2014

UK Foreign Secretary, William Hague Visits Indonesia Page 19

BritCham OBN (Overseas Business Network) Second Cities Scoping to Makassar and Manado Page 18

Adrian Short - New Chairman’s Message |

Page 03

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ISSUE 1 - 2014 EVENTS

Business Confidence Index

Christmas Party 2013

Business & Social Gathering

Giving Kids A Sporting Chance with Robbie Fowler

Business Confidence Index 2013

Business & Social Gathering

09 10

UKTI Trade Mission

HR Annual Rewards Conference

13 14 15

Business & Social Gathering

Christmas Party 2013

European Joint Gathering

Eurocham/Britcham Quarterly Property Event and JLL Networking Night

Business & Social Gathering

BritCham OBN (Overseas Business Network) Second Cities Scoping to Makassar and Manado

UK Foreign Secretary William Hague Visits Indonesia

BUSINESS SERVICE EVENTS

THIS MONTH’S FEATURES

Capacity Building in the Public Sector -contributed by ICE

“Not Why But When” - contributed by Insitu & Komunika Partners

Is Indonesia In Human Resources Ready for the AEC 2015? - contributed by Britcham Young Profesionals

RICS ASEAN Real Estate & Construction Summit 2014

RICS Fair Value Seminar

SME’S SPOTLIGHT

HSBC Indonesia Manufacturing PMI

Personal Finance Have You Reached Your Debt Ceiling? - contributed by PPI

BUSINESS & ECONOMICS

Creative Thinking + Problem Solving – is that a problem? contributed by Think8

Achieving Successful Distribution in Emerging Markets - contributed by IPSOS Business Consulting

Investing In UK Real Estate -contributed by Trowers and Hamlins

CSR from Upstream to Downstream - contributed by Maria Rosaline Nindita Radyati, Ph.

Airline partner of the year 2013/2014:

This publicatio is not for sale. It is distributed free to members of the British Chamber of Commerce in Indonesia (BritCham). The article selected for this publication represent a range of views on signifiant current issues in Indonesia. The views expressed in this journal cannot be assumed to represent the official views of BritCham as a whole nor of its Board of Management and Executie Offic Any errors of fact that occur in the article are the responsibility of the contributing author or publisher. The article are not intended as formal advice and should not be relied upon as such.

Outward Bound: Why We Must Constantly Push Our Limits - contributed by Wendy Kusumowidagdo

LIFESTYLE & HEALTH

Mobility Impact : Is Dengue fever not sexy enough?contributed by Nigel Crockett, GMS - Santa Fe Relocation Services

Why Have I Lost My Voice? contributed by Raffles Hospital

History of Valentines Day

ADVERTORIAL

BANKING & FINANCE

The Executie Office is kindly sponsored by:

Food Crisis - contributed by Mr. C S Liew

Tax Briefing

Our patron:

Proudly sustained by:

SECTOR GROUPS

“What Makes A School International” - contributed by Singapore International School (Indonesia)

MEMBER’S ANNOUNCEMENTS

Incorporation of One Asia Group Limited in United Kingdom

Etihad Airways And Garuda Indonesia Extend Codeshare To Sumatra And Solo

Congratulations to Mr. Alistair George Speirs OBE Upon Receiving The Most Honorable Title From Her Majesty Queen Elizabeth II

Jones Lang LaSalle is now calling itself JLL

New Member

www.britcham.or.id

FORTH COMING EVENTS WEDNESDAY

TUESDAY

EUROPEAN JOINT GATHERING 18.30 - 21.00 | Jimbaran Lounge, Intercontinental Hotel

APRIL

THURSDAY

24 APRIL

APRIL

TROWERS & HAMLINS / JLL PROPERTY INVESTMENT IN UK SEMINAR 09.30 - 12.30 | Tanjung Rasamala, Mandarin Oriental Hotel

FRIDAY

29 WEDNESDAY

TUESDAY

APRIL

FRIDAY

25 APRIL

MONDAY

28 APRIL

TUESDAY

29 APRIL

BREAKFAST CLUB: EFFICIENT KNOWLEDGE MANAGEMENT STRATEGIES FOR THE PROFESSIONAL SERVICES TEAM YBC MENTOR SERIES: ASH SINGH (CEO, INTERACTIVE.SG) & TERRY O’CONNOR (OBE - CHIEF EXECUTIVE OFFICER, COURTS ASIA) WOMEN IN BUSINESS SPECIAL BRIEFING:PROGRESSING TO LEADERSHIP: THE POWER OF SPONSORSHIP

BCCT BOARDROOM BRIEFING ON SAFE GUARDING CORPORATE DATA

APRIL

BRITISH BUSINESS GROUP VIETNAM (www.bbgv.org) TUESDAY

• BBGV HCMC CO-HOSTS CANCHAM

BUSINESS LUNCHEON: “WHISTLE-

APRIL

24 APRIL

MARKETING & COMPETITVE STRATEGIES)

• BCCT EVENTS GROUP MEETING

• BCCT OVERSEAS BUSINESS NETWORK

FRIDAY

22 APRIL

07 MAY

WEDNESDAY

MONDAY

07 MAY

PROFILES INTERNATIONAL SEA’S EVENT: “SALES SUCCESS: IT’S ALL ABOUT BEHAVIOURS” • BBGV HCMC CO-HOSTS EUROCHAM, TOWARDS TRANSPARENCY AND THE BRITISH EMBASSY NETWORKING EVENT: VIETNAM

BCCT PUB NIGHT

INTEGRITY ALLIANCE

MAY

WEDNESDAY

SPECIAL EVENT: SHAKESPEARE IN THE PARK - THE MERCHANT OF VENICE

EMBASSY NETWORKING EVENT:

• BBGV HCMC SUPPORTS THE

JOINT CHAMBERS EASTERN SEABOARD NETWORKING EVENING

APRIL

TRANSPARENCY AND THE BRITISH

NIGHT

• THIRD THURSDAY NETWORKING EVENING

TUESDAY

BREAKFAST CLUB: CUSTOMER EXPERIENCE, HOW TO SURVIVE IN THE 21ST CENTURY?

EUROCHAM, TOWARDS

• BBGV HCMC NETWORKING DRINKS

• BCCT BOARD OF DIRECTORS MEETING

APRIL

WEDNESDAY

• BBGV HANOI CO-HOSTS

VIETNAM INTEGRITY ALLIANCE

PROJECT STEERING GROUP MEETING

FRIDAY

YOUR BUSINESS” • BBGV HCMC - UKAV ROCK ‘N ROLL

• BCCT HALF-DAY WORKSHOP (SMART

APRIL

THURSDAY

BLOWER PROTECTION: IMPACTING

NIGHT

WEDNESDAY

BUSINESS & SOCIAL GATHERING 18.00 - 20.30 | venue information on request

MAY

BRITISH CHAMBER OF COMMERCE IN THAILAND (members.bccthai.com)

LUNCHEON WITH ICAEW Information available on request

THURSDAY

EU DAY Information available on request

TUESDAY

NETWORKING: AFTERNOON TEA WITH UK CARD PAYMENTS AND E-COMMERCE SPECIALISTS

22 MAY

MAY

BRITISH CHAMBER OF COMMERCE IN SINGAPORE (britcham.org.sg)

COCKTAIL RECEPTION WITH CGMAS 17.30 - 20.00 | Pullman Hotel

THURSDAY

ANNUAL GENERAL MEETING 11.00 - 14.30 | Sapphire 1, JW Marriot Hotel

APRIL

12 MAY

THURSDAY

ACCA - CFO/CEO ROUND TABLE 09.00 - 12.00 | Grand Hyatt

APRIL

MONDAY

BUSINESS & SOCIAL GATHERING 18.00 - 20.30 | Lagoon Lounge, Sultan Hotel

07 MAY

BCCT BOARDROOM BRIEFING-HOW DO YOU MEASURE CANDIDATE INTELLIGENCE

TUESDAY

BUSINESS LUNCHEON: BRITISH ENTREPRENEURS’ SUCCESS IN VIETNAM

MAY

THURSDAY

BRITISH CHAMBER OF COMMERCE IN PHILIPPINES (www.britchamphil.org)

ANNUAL EVENT: ANNUAL GENERAL MEETING

MAY

MONDAY

BRITISH CHAMBER OF COMMERCE IN CAMBODIA (britchamcambodia.org)

BUSINESS BREAKFAST: INHERITANCE PLANNING

MAY

THURSDAY

INTERNATIONAL PUB QUIZ

APRIL

SATURDAY

LIGHT HOUSE CLUB GOLF DAY

MAY

issue 1 - 2014

For further information or to make a reservation, please contact events@britcham.or.id or call Tanya at +62 21 522 9453 For sponsorship, please contact salesmkt@britcham.or.id

CHAIRMAN’S MESSAGE

As the newly elected Chairman of BritCham I have the honour and privilege of penning my first Chairmans message. So it is fitting I begin with a big thank you to Haslam; who has served as Chairman for the last 3 years and has shown great leadership and an untiring effort in the role, (which is something I will certainly try hard to emulate).

I would also like to take this opportunity to thank Maxi Gunawan who has decided to step down as Vice Chairman after many years of excellent service to the board and Chamber. I am also pleased that he will continue to work with the board in an ex-officio role. As a result of this change, I am happy to announce and welcome Harun Reksodiputro to the position of Vice Chairman and to wish him good luck and best wishes in his role.

feel, especially as the rainy season reminds us all of the daily struggle Indonesia and Jakarta face with infrastructure development. It is sometimes hard to imagine how things will ever improve? One significant change is of course the start of the MRT project last year. Whilst it’s success will only be measured once it is open fully, we should hope this is the start of a sustained programme of infrastructure development that is seen through to completion.

So 2014 has already started with a number of significant changes and that theme will continue to resonate as we go through the Indonesian Parliamentary and Presidential elections this year. Many British businesses will be watching the election closely to see what the outcome may hold for the business and investment climate for the next 5 years. In many ways this is a real opportunity for Indonesia to show how it intends to solidify its position on the world stage and to fulfill its potential.

I hope 2014 brings positive change to all our members and we will work hard at the BritCham to assist in whatever way we can to help grasp the opportunities and overcome the challenges. I look forward to seeing you at the BritCham events we are organizing and to hearing how we can provide assistance to you and your business and how we can continue to improve the support we provide.

With change come opportunities and challenges. The challenges are always much easier to see and

Adrian Short Chairman

OFFICERS CHAIRMAN Adrian Short VICE CHAIRMAN Harun Reksodiputro HONORARY SECRETARY James Bryson HONORARY TREASURER Daniel Hankinson | SECTOR GROUPS CHAIRMAN OF ENERGY & NATURAL RESOURCES SECTOR David Braithwaite MBE CHAIRMAN OF H.R. DEVELOPMENT & EDUCATION David Knowles CHAIRMAN OF INFRASTRUCTURE Richard Michael CHAIRMAN OF FOOD, FORESTRY, FISHERIES & AGRICULTURE Roger Pinder | SECTOR COMMITTEES CHAIRMAN OF MEMBERSHIP SECTOR COMMITTEE Aziz Adam Sattar CHAIRMAN OF YOUNG PROFESSIONALS GROUP Andrew Sutedja CHAIRMAN OF PROFESSIONAL WOMEN COMMITTEE Sony Jethnani BOARD MEMBERS Tom Aaker, John Arnold OBE (Former Chairman), David Burke, Rob Daniel, John Galvin, Colin Harvey, Malcolm Llewellyn OBE (Former Chairman), Tonny Pranatadjaja, John Slack, Darwin Silalahi, Aziz Adam Sattar, Ainsley Mann | EX OFFICIO Lizzy Hawkins

World Trade Centre 5 / Wisma Metropolitan 1, 15th Floor Jl. Jend. Sudirman Kav. 29-31 Jakarta 12920 – Indonesia Phone +62 21 522 9453 Fax +62 21 527 9135 Email bisnis@britcham.or.id

– Director of UKTI, Sally Goggin – Director of British Council, Heru Dewanto – IABA, Maxi Gunawan - KADIN (CORRESPONDENCE FOR BOARD MEMBERS may be addressed to: info@britcham.or.id) | EXECUTIVE OFFICE EXECUTIVE DIRECTOR Chris Wren (chriswren@britcham.or.id) SERVICES DEVELOPMENT MANAGER Melly Silviany (melly.silviany@britcham.or.id) EXECUTIVE ASST Vaurhiany Febrina (administration@britcham.or.id) SALES & MARKETING COORDINATOR Annisa Putri Adisty (salesmkt@britcham.or.id) EVENTS COORDINATOR Tanya Wharton (events@britcham.or.id) FINANCE OFFICER Daliana Tiono (finance@britcham.or.id) TAX & ACCOUNTING Nurmalina Paramitasari (fin_ act@britcham.or.id) PUBLICATIONS Eva Karina (publications@britcham.or.id) OVERSEAS BUSINESS NETWORK DEVELOPMENT PROJECT DIRECTOR Vickie Fox (uksme@britcham.or.id)

www.britcham.or.id

EXECUTIVE UPDATE

Firstly, I would like to offer our sincere apologies for the delay with this first issue of Up.Date. We have been undergoing considerable change at the Executive Office and are now back on track, and in a considerably more dynamic way!

Chris Wren EXECUTIVE DIRECTOR

GBBI I am very pleased to advise that our membership directory, more familiarly known as ‘Guide to British Business In Indonesia’, was published this week. Complimentary copies should already be with members. Please keep this visible to your teams and corporate guests. If you need additional copies, we will be happy to dispatch them to you at a nominal charge of Rp 550,000 per copy.

Changing of the Guard Since my last Up.Date message, much has happened. Most notably, Haslam Preeston, my boss of nearly 3 years, has handed over the Chairmanship of the Chamber to Adrian Short. I enjoyed an excellently productive and cordial relationship with Haslam. Together with the Board, we have progressed the Chamber and the launch of the annual Business Confidence Index in 2012 is one

importantly we are embarked on building meaningful relationships in ‘second-cities’ outside Jakarta, intended to source business intelligence about opportunities in the provinces. In each issue, we will dedicate 2 pages to news and information from OBN and outside Jakarta.

Our Membership Survey In general, your feedback was again very positive. One notable point is that members would like to find ways to get more involved with BritCham. We are currently reviewing our sub-committee infrastructure and will soon be inviting you to declare your interest in participating. Please don’t be backwards about coming forwards. Your participation will represent your opportunity to influence your Chamber’s direction.

So 2014 has already started with a number of signifiant changes and that theme will continueto resonate as we go through

considerable legacy. Haslam comes from the Jardines stable. Adrian from Rolls-Royce. Both organisations have the very positive reputation of being major supporters of Chambers globally and I know that Adrian is relishing the opportunity to build on Haslam’s legacy.

Christmas Party 2013 It seems so long ago and there is a lot of documentation further into Up.Date. So, I would just like to thank everyone who attended for making this a record-breaking event. Funds raised for ‘Giving Kids A Sporting Chance’ were close to Rp 60 milion.

Overseas Business Network (OBN) You should all be aware that we are one of the only five Chambers worldwide that is authorised to partner with UKTI for the provision of market access support for British SME’s. What does this mean for our members? Well, every member is invited to share in the output of our capacity-building. We have a smart office available for your complimentary use at the WTC Complex; we have video conference facility in a 20-person Boardroom available for hire at very attractive rates; perhaps most

Sports Gala Event Yes, it has to be around the World Cup! Although time zones do not favour SE Asia, England’s opening game against Italy will be our feature for a family-oriented delayed broadcast over a champagne brunch on Sunday, June 15. Block the date now! I would like to close by inviting all members to visit our new-look premises at Wisma Metropolitan I (WTC 5). It is evidence that we are moving on, and up. Issue 2, out soon! IMPORTANT! New Changes to BritCham's Newsletter System We are delighted to advise you that we have recently up-graded our e-mail blast facility. You will now receive weekly bulletins, event notifications and other circulars from the following address: newsletter@britcham.or.id Please make sure to register this new address to your inbox, in order to receive our notifications.

EDITORIAL TEAM The Executive Office: chriswren@britcham.or.id, Eva Karina. DESIGN, LAYOUT Eva Karina DESIGN REFINEMENT & PRINTING One Asia Group UP.DATE is published by BritCham (British Chamber of Commerce in Indonesia). This publication may not, in whole or part, be lent, copied, photocopied,

reproduced, translated or reduced to any electronic medium or machine readable form without the express written permission of the publisher.

issue 1 - 2014

EVENTS

Giving Kids a Sporting Chance with Robbie Fowler Tuesday, 26 November 2013 | 16.00 – 18.30 Ceria Room, Shangri-La Hotel Jakarta In line with efforts to continuously develop youth through the spirit of sports, particularly football in Indonesia, the British Chamber of Commerce in Indonesia (“BritCham”) along with PT Bank Permata Tbk (“PermataBank”) presented Robbie Fowler, a legendary football player from Liverpool Football Club, England in the “Giving Kids a Sporting Chance” event that was held on Tuesday, November 26, 2013 in Jakarta. During the Meet & Greet ‘Giving Kids a Sporting Chance’ on November 26, 2013, the children got the chance to interact with Robbie, in addition to their activities in the coaching clinic and group photos. They also engaged in a fun monopoly game.

Robbie Fowler, a legendary football player from Liverpool Football Club, England, gave his signature.

Two days before the Meet & Greet ‘Giving Kids a Sporting Chance’, 3LionsSport in conjunction with the British Embassy’s GREAT campaign and BritCham Giving Kids a Sporting Chance” held a VIP party at Moovina Mezzanine, Plaza Indonesia, hosted by a true World Football Legend, Robbie Fowler. Mr. Adrian Short, President Director of Rolls Royce, BritCham’s Chairman (left) and M. Chris Wren, BritCham’s Executive Direcor (right).

In Cooperation:

Chris Wren, the Executive Direcor of BritCham (left) with Robbie Fowler, a legendary football player from Liverpool Football Club, England, before the Giving Kids a SportingChance at Shangri-La Hotel, Jakarta.

Chris Wren, the Executive Direcor of BritCham (right) with Robbie Fowler, a legendary football player from Liverpool Football Club, England, during the event at Moovina.

Chris Wren, the Executive Direcor of BritCham and Robbie Fowler, a legendary football player from Liverpool Football Club, England with Permata Bank staff.

Robbie Fowler, a legendary football player from Liverpool Football Club, England, during the press conference of the Giving Kids a Sporting Chane at Shangri-La Hotel, Jakarta.

Permata Bank staff with the kids from Permata Hati during the Meet & Greet ‘Giving Kids a SportingChance’.

www.britcham.or.id

EVENTS

BRITCHAM Business Confidence Index 2013 Thursday, 28 November 2013 | 15.00 – 17.00 | Intercontinental MidPlaza Hotel

Chris Wren, the Executive Director of BritCham, attending the BritCham Business Confidence Index 2013.

“Bapak Mahendra Siregar, Chairman of BKPM, responding to the main points raised from the confidence index presentation. Pak Mahendra thanked the BritCham business community for their open lines of communication and long-term commitments to Indonesia.”

Following the high profile and successful launch of its Business Confidence Index in 2012, BritCham released the 2nd Business Confidence Index in 2013 with honored guest and keynote speaker Bapak Mahendra Siregar, the successor to Pak Chatib Basri as the new Head of BKPM. Attended by more than 40 business professionals in Indonesia, the event discussed the level of confidence among British business in Indonesia. The survey conducted by Kadence International among executives from 100 UK related companies showed that the level of confidence of British business in Indonesia had declined in 2013. Compared to the previous year, the level of confidence of long-term investors declined from 83 percent in 2012 to 60 percent in 2013. Judging on the condition of British business in Indonesia, the confidence level, which was previously at 89 percent, dropped to 66 percent in 2013. Meanwhile, the ease of doing business in Indonesia fell to 50 percent in 2013, previously at 65 percent. Despite the results, Haslam Preeston, then Chairman of British Chamber of Commerce in Indonesia (May 2011 - January 2014), stated that, British investors remained positive in doing business in Indonesia and remain committed to expand business by continuing to invest, growing workforces, and increasing revenue in the coming year.

Haslam Preeston, the former Chairman of BritCham (2011-2014) at Business Confidence Index 2013.

In Cooperation:

Bapak Mahendra Siregar, Chairman of BKPM, answering the questions asked by media reporters after the BritCham Business Confidence Index 2013

Survey Partner:

issue 1 - 2014

Bapak Mahendra Siregar, Chairman of BKPM, at BritCham Business Confidence Index 2013

Rebecca Razavi, Deputy Head of Mission & Consul General, during the presentation.

Haslam Preeston, former Chairman of BritCham (2011-2014) and Chris Wren, the Executive Director of BritCham, answering questions by the media at the press conference after BritCham Business Confidence Index 2013.

John Arnold - BritCham Board Member and Partner at Arghajata Consulting.

Adrian Short, President Director of Rolls Royce, the Chairman of BritCham (left) and Robert H. Carmichael, Head of Network Client Coverage - NCC, RBS (right) after BritCham Business Confidence Index 2013.

Malcolm Llewellyn OBE, BritCham Board Member and Senior Consultant at Nusa Prima Persada International

www.britcham.or.id

EVENTS

BUSINESS & SOCIAL GATHERING Thursday, 28 November 2013 | 18.00 - 20.30 Maroush, The Crowne Plaza Hotel, Jakarta

Adji Sujianto, Maroush (left) with the doorprize winner.

The guests engage with each other while enjoying some refreshment and free-flow drinks.

The last Business & Social Gathering in 2013 was held at Maroush, a unique Middle Eastern & Indian Restaurant in Jakarta. BritCham brought our members the experience of authentic and enchanting dining experience that took them flying to Morocco and back. With almost 100 people attending the event, we closed 2013 with more excitement and confidence of doing business in Indonesia for the year of the horse.

Adji Sujianto, Maroush (right) with the doorprize winner.

As we bid farewell to 2013 sadly we are also giving a farewell to Shinta BritCham Sales & Marketing Coordinator which has served BritCham for more than 2 years, best of luck from BritCham team. Our extend thanks to our exclusive sponsor Crown Relotions for supporting our gathering and have been a loyal sponsor throughout the years. Also, thanks to Maroush team for delivering us such a fantastic evening.

Sponsored by:

issue 1 - 2014

Haslam Preeston, former Chairman of BritCham (20112014) (middle) and Chris Wren, the Executive Director of BritCham (right) posing with Shinta, BritCham Sales & Marketing Coordinator on her last Business & Social Gathering as she bid farewell to BritCham.

UKTI Trade Mission Thursday, 05 December 2013 | Jakarta, Indonesia Vickie Fox, OBN Project Director, BritCham Indonesia, giving introduction to the delegates.

This was a combined Trade Mission by UKTI Northwest and London Chamber of Commerce and Industry (LCCI). The visit to Jakarta took place in December 2013 and was the first Trade Mission that the Chamber had responsibility for. As part of the Chamber’s initiative (now referred to as the Overseas Business Network (OBN)), BritCham is eligible to assist UKTI Jakarta’s activity in providing business services. UKTI North West and LCCI (London Chamber of Commerce and Industry) collaborated with British Chamber of Commerce in Indonesia for the UK SME Trade Mission. Amongst the delegates were nine from LCCI, seven from UKTI Northwest, and nine from the EIA (Empowering Industries Association). Their business sectors included Machinery, Medical system, Public Relations & Marketing, Shipping, Manufacturing, and Food Export/Import. The purpose of this Trade Mission was to research new market opportunities, meet potential partners, and attend networking events such as the Pamerindo Manufacturing Expo in Jakarta and BritCham’s event. BritCham facilitated the Morning Briefing and also arranged the Cocktail Reception at The Residence of The British Ambassador on December 5th 2013.

Nick Gandolfo, Head of International, HSBC Indonesia, giving presentation from an economic point of view“Indonesia: Update & Opportunities”

Jeremy Kemp, Founding Partner, One Asia Group, giving presentation of “Indonesia from a Small Business Perspective”

The Delegates at the Morning Briefing were interested with the presentation as it gave them insight of the new market opportunities in Indonesia.

The Delegates with UKTI Jakarta, and BritCham members enjoying the cocktail reception

H.E Mark Canning CMG, British Ambassador to Indonesia

The Delegates with UKTI Jakarta, and BritCham members enjoying the cocktail reception.

www.britcham.or.id

EVENTS

BRITCHAM Christmas Party 2013 Thursday, 12 December 2013 | 12.00 - 17.00 Mandarin Oriental Hotel, Jakarta In 2013 there had been a number of significant anniversaries that celebrated British history and culture such as the 150th anniversary of the Football Association, the 100th anniversary of the Chelsea Flower Shower, the 150th anniversary of the London Underground and the 50th anniversary of the Beatles debut album. Crucially however, 2013 was the 400th anniversary of the mystery and intrigue surrounding the Globe theatre, after it went up in flames in 1613. Having considered these anniversaries and acknowledging that Shakespeare is the biggest literary and cultural icon Great Britain has produced, we decided to base the theme of our Christmas party on one of his plays, Romeo & Juliet. The Christmas Party has become legendary. It is eagerly anticipated as a ‘must-go-to!’. This year was no exception with the sold-out signs up as early as October. Guests were asked to breath-in to help accomodate extra tables and allow for a record attendance. Probably the ultimate incentive is the opportunity to close out the year among friends and colleagues from the international community. An equal pull is the traditional Christmas fayre, the free-flow of wine and our cognac toast. Christmas carols set the scene and a variety of entertainment just helps the long afternoon along.

British International School (BIS) Choir performing Christmas carols to welcome the guest at BritCham Christmas Party 2013.

This was to be Haslam Preeston’s last Christmas Party address. Together with Deputy Head of Mission & Consul General, Rebecca Razavi, they declared the fayre formally open. A very memorable 2013 event. We sincerely thank all our sponsors without whom we could not plan and execute such a wonderful occasion.

With Special Thanks to: Platinum Sponsor Supporting Sponsors

Airline Partner

Gold Sponsors

Silver Sponsors

Booklet Sponsor

Photowall Sponsor

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Novelties Sponsor

Cognag Toast

Alistair Speirs, OBE took a photograph with the other guests at Christmas Party 2013.

Haslam Preeston, the former Chairman of BritCham (2011-2014) and Rebecca Razavi, Deputy Head of Mission & Consul General at BritCham’s Christmas Party 2013

Chris Wren, the Executive Director of BritCham (left) and Dougie Douglas, Country Manager Indonesia of ETIHAD Airways.

Dougie Douglas, Country Manager Indonesia of ETIHAD Airways (left) and Lizzy Hawkins, Director of Trade & Investment at UK Trade & Investment, the British Government’s trade promotion body (right) presented round trip to UK from ETIHAD Airways to the doorprize’s winner at Christmas Party 2013.

www.britcham.or.id

EVENTS

HR Annual Rewards Conference Tuesday, 21 January 2014 | 08.00 - 13.00 Intercontinental Midplaza Hotel, Jakarta

The key speakers at HR Annual Rewards Conference (from right to left): 1. From Towers Watson, Sean Darilay who is the South East Asia Survey Director, 2. From HayGroup, Manuel Sacramento, the Regional Senior Associate Compensation, Leader â&#x20AC;&#x201C; Executive Rewards Practice, Indonesia, and 3. Paul Surprenant, President Director of Mercer Indonesia.

With the lead from our HR Sector Group Chairman and Managing Director of Opus Management Indonesia, Mr. David Knowles, BritCham held the first Annual Reward Conference of 2014. Speakers are representatives of the leading companies in the reward and remuneration field. Joining us from HayGroup was Manuel Sacramento, the Regional Senior Associate Compensation, Leader â&#x20AC;&#x201C; Executive Rewards Practice, Indonesia. From Towers Watson, Sean Darilay who is the South East Asia Survey Director. And finally Paul Surprenant, President Director of Mercer Indonesia. It was a highly successful event, with over 50 representatives from a range of local and international participating companies. Sincere thanks to everyone who were willing to spend time filling in the feedback form. Participants stated that the speakers had good knowledge of the subject matter and the event had achieved the objectives. Following this tremendous feedback from a full-house, BritCham now plans to focus future events on the development issues of HR.

Sponsored by:

issue 1 - 2014

Paul Surprenant, President Director of Mercer Indonesia during his presentation.

BUSINESS & SOCIAL GATHERING Thursday, 30 January 2014 | 18.00 - 20.30 Jimbaran Garden, Intercontinental Midplaza Hotel, Jakarta BritCham kicked off the New Year with a brand new venue! We were proud to be the first Chamber to be able to host our Business & Social Gathering at the outdoor Jimbaran Garden in Intercontinental Midplaza Hotel, Jakarta. Stylish seating, unique birds nest decorations and refreshing waterways make Jimbaran Garden a new inspiring space that brings tropical relaxation to inner city Jakarta. Luck was indeed on our side as the night went on with no rain, one can even say it was good fortune coming from the year of the horse. Despite it being the Chinese New Year weekend, over 70 participants were able to come and enjoy the buffet and the free flow of wine and beer.

From left to right: 1. Adrian Short, President Director of Rolls Royce, the Chairman of BritCham, 2. Haslam Preeston, the former Chairman of BritCham (20112014), and 3. Chris Wren, the Executive Director of BritCham

It was a very special night, for BritCham especially, as this was our first Business & Social Gathering with our new chairman, Adrian Short, the President Director of Rolls-Royce. On another note, this was also the former Chairman of BritCham, Haslam Preeston’s last night in Jakarta as he bade farewell and handed over his duty as BritCham’s Chairman to Adrian Short before relocating to Singapore. Although not a specific agenda item, all guests welcomed the opportunity to bid farewell to Haslam and welcome Adrian. On behalf of the BritCham community, we would like to wish Haslam Preeston all the best with his ventures in Singapore. Sponsored by:

The guests engage with each other while enjoying some refreshment and free-flow drinks.

Miranda Hough - Mukati Capital Partners, Shirley Tayer - Starlink Asia, Adjie Sujianto - Maroush/Nomi, Melly Silviany - BritCham’s Services Development Manager, Mikael Sami - EU Embassy.

www.britcham.or.id

EVENTS

TAX Briefing Wednesday, 12 February 2014 | 08.30 - 10.00 Mercantile Athletic Club, WTC 1, Jakarta

The participants listening to the presentation by the key speakers at Tax Briefing.

Left to right: 1. Graham Garven - VBD Loi, 2. Joko Galungan - DGT International Tax II, 3. John Hutagaol - DGT International Tax II, Chris Wren - Executive Director of BritCham, 5. Peter West - AIPEG

John Slack (right), Jakarta Setiabudi International, BritCham Board Member, presented the certification to one of the key speaker, Peter West from Australian Indonesia Partnership for Economic (AIPEG) Governance.

The first technical briefing of 2014 was with two prominent speakers and an expert in their fields, Mr Joko Galungan, Chief of Section, Tax Treaties of Asia Pacific Region as well as John Hutagaol, Director of Directorate of Tax Regulations II. We were also pleased to be joined by Mr. Peter West, International and Transfer Pricing Adviser for AIPEG (Australia Indonesia Partnership for Economic Governance), with more than 26 years of experience in transfer pricing & international issues. For the last 2 years, Peter has been consulting to the Big 4 Accounting firms.

Aziz A. Sattar, QBE, BritCham Board Member attended the briefing.

Last but certainly not least, Mr Graham Garven, Partner of VDB-Loi. He was formerly a partner with KPMG Indonesia, where he established its Transfer Pricing practice. Under his leadership, this unit went on to be recognized as the “Indonesian Transfer Pricing Firm of the Year” in 2010 and 2012. At the end of the event, participants got an insight regarding ‘Losses: Commercial in Nature or Caused by Transfer Pricing?’ as well as Defending the Pricing of Related Party Transactions. Many thank to Graham for inviting the panelists.

Exclusively Sponsored by:

Supported by: One of the key speakers, Joko Galungan - DGT International Tax II presenting his insight to the attendees.

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European Joint Gathering Tuesday, 18 February 2014 | 18.00 - 21.00 Pearl Room, JW Marriot Hotel, Jakarta

Sony Jethnani - Life Coach, Dhini Puspitasari BritCham OBN, Mei Tobing - Head of Membership and Events Department.

From left to right: Elmar Bouma, Director of INA, Chris Wren, Executive Director of BritCham, Cynthia Kemalawati, Director of IFCCI, Martin Krummeck, Deputy Managing Director, and Femke Kramer, General Manager of EuroCham Indonesia.

Members and friends of the European Chambers (BritCham, EKONID, EuroCham, IFCCI and INA) engaged while enjoying an excellent buffet spread and free flow drinks.

On Tuesday, 18 February - BritCham kicked off the new year by organising a joint cocktail gathering in cooperation with EKONID, EuroCham, IFCCI and INA. The joint gathering took place at JW Marriott Hotel and attracted nearly 200 participants with half of them booked through BritCham! Under the BritCham lead, guests enjoyed the opportunity to network among a very diverse audience. Nibbles, wine and beers help with loosening inhibitions and the evening proved to be one of the most successful in the EBP series.

Members from EKONID attended the gathering.

Chris Wren, The Executive Director of BritCham, took the honour to welcome all the guests wishing them a memorable moment at the gathering.

In association with:

Sponsored by:

www.britcham.or.id

EVENTS

Eurocham/Britcham Quarterly Property Event and JLL Networking Night Wednesday, 19 February 2014 | 16.00 - 17.30 JLL Office, IDX Building Tower 2, 19th Floor Jl. Jenderal Sudirman Kav. 52 - 53, Jakarta Together with EuroCham and BritCham, Jones Lang LaSalle hosted a Property Business Networking Event focusing on the property market update which this time focussed the fourth quarter of 2013 and outlook for 2014.

Femke Kramer, General Manager of EuroCham Indonesia and Chilia Djaya, JLL’s Head of Marketing and Communications

Mr. Terry W. Burkin, Senior Advisor at SANCTUARY - Intelligent Risk Solutions, shared his insights on ‘New Dawn’ – A Security Risk Based Approach To Design, Build Use. Subject matter covered Indonesia’s evolving risk paradigm and examined how a sensible and considered threat based approach to security design and management can benefit your new or existing capital project be it hotel, apartment, office or multi use facility through reduced costs and enhanced resilience. For more information or enquiry, please contact Mr. Terry W. Burkin at: terry.burkin@sanctuary.co.id.

In Association with:

Mr. Terry W. Burkin, Senior Advisor at SANCTUARY Intelligent Risk Solutions

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BUSINESS & SOCIAL GATHERING Thursday, 27 February 2014 | 18.00 - 20.30 Maroush, Crowne Plaza Jakarta This was a very special Business & Social Gathering held at Maroush, Crowne Plaza Hotel, which also happens to be voted as BritCham’s favourite venue by our members in 2013. Almost 100 attended from the BritCham community plus the sponsors, who had a chance to interact and establish new business connections. We would like to thank our sponsors; Bali Dynasty, FTI Consulting, JSO & Maroush for helping us to make this evening a great & successful event. We had the pleasure of welcoming Mr. Richard Graham, MP for Gloucester elected in 2010 and Prime Minister’s Trade Envoy for Indonesia, as well as 14 delegates from UKTI South West led by Mr. Patrick Bos. Richard Graham MP joined with the UKTI South West Trade Mission for the Market Visit to Indonesia on February 25th – 28th 2014. The purposes of this Trade Mission were to research new markets opportunities, meet potential partners, and network by attending BritCham’s Business & Social Gathering on February 27th at Maroush.

Adji Sujianto, Maroush (right) with the doorprize winner.

From left to right: 1. Chris Wren, CEO of BritCham, 2. Adrian Short, President Director of Rolls-Royce, BritCham Chairman, and 3. Tanya Wharton, BritCham Events Coordinator

The thirteen delegates with UKTI Jakarta and BritCham Board of Member

Left: Chris Wren, CEO of BritCham Right: Richard Graham is the MP for Gloucester, elected in 2010. He is the Prime Minister’s Trade Envoy to Indonesia and PPS to Asia Minister Rt. Hon. Hugo Swire MP.

Chris Wren, CEO of BritCham with (from left to right) Tiiu Morris - Deputy Director of UKTI Jakarta, Adrian Short - President Director of Rolls-Royce, BritCham Chairman, and and Rebecca Razavi , Deputy Head of Mission, British Embassy.

Listed below are the 14 delegates: • Chris Slocock (chrisslocock@printsolutions.co.uk) and Yayu Slocock (yayuslocock@ hotmail.co.uk), Printsolutions.co.uk Ltd Trading as The Minster Press • Christopher Danner (christopher.danner@nats.co.uk), NATS • James Hygate (james.hygate@greenfuels.co.uk), Green Fuels Ltd. • John Little (j.stone@fluid-transfer.co.uk), Fluid Transfer International • Mark Bennet (Mark.Bennet@au.spiraxsarco.com), PT Spirax Sarco Indonesia • Martin Golding (martingolding@tudor-rose.com), Tudor Rose International • Patrick Bos (patrick.bos@uktisouthwest.org), UK Trade & Investment SW • Peter Brown (peterb@premiereproducts.co.uk), Premiere Products • Richard Graham (richard.graham.mp@parliament.uk), VIP - MP for Gloucester and PM’s Trade Envoy • Ronald Baker (ron.baker@severnglocon.co.uk), Severn Glocon • Sioned Evans (sevans@glos.ac.uk), University of Gloucestershire • Stephen Clarke (sclarke@baldwinandfrancis.com), Baldwin and Francis • Steven Bell (steve.bell@renishaw.com), Renishaw (Singapore) Pte Ltd

Adrian Short, President Director of Rolls-Royce, BritCham Chairman

Sponsored by:

www.britcham.or.id

EVENTS

BritCham OBN (Overseas Business Network) Second Cities Scoping to Makassar and Manado The second cities scoping project which BritCham is currently undertaking, is focused on exploring potential opportunities for UK SME clients. We hope to identify cities outside Jakarta which could provide additional network and research coverage adding to our existing contact network and adding value for both our members and our UK SME target market. BritCham believes that UK SMEs can enjoy successful business relationships outside Jakarta, most likely as a part of supply chain to the projects associated with the growth of these second cities. There is a broader drive among UK missions overseas, particularly in Asia, to increase engagement with ‘second cities’ outside of the national capitals. Active relationships in second cities can also provide an opportunity to encourage inward investment into the UK.

Chris Wren, CEO of BritCham together with KADIN Makassar (above) and KADIN Manado (bottom) after signing the MOU. Commitment from KADIN Makassar and KADIN Manado to set out their region’s priorities, opportunities, partnershaip requirements and to collaborate closely with BritCham.

BritCham attended the REDI ((Regional Economic Development Institute) and KADIN (Local Chamber of Commerce) Manado & Makassar - sponsored Trade & Investment Conference in Makassar, March 12th and Manado, March 13th.

March 12th, BritCham CEO Chris Wren attending the Trade & Investment Conference in Makassar as well as the press conference. A well attended event was aimed to discuss the investment opportunities between EU and Makassar.

March 13th, Chris Wren at the Trade & Investment Conference in Manado as well as the press conference. A well attended event was aimed to discuss the investment opportunities between EU and Manado.

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Speaking at the conference, BritCham CEO said, “Our BritCham role is in transition. We are now providing market access information and support to British SMEs. It is important for us to develop networks outside Jakarta. In this way we will know what the opportunities are and we can be more effective match-makers”. BritCham used the Conference and visit to establish relationships with KADIN, APINDO (The Local Indonesia Investment Coordinating Board), other business associations and local entrepreneurs. BrtiCham hopes to initiate and maintain a two-way flow of business intelligence and information. Further visits will be planned and the business community of Makassar and Manado now has an open invitation to be guests for any BritCham events when visiting Jakarta. The initiative was formalised with an MOU of commitment to collaboration between BritCham and KADIN Makassar and Manado.

March 12th, The BritCham/KADIN MOU signed by the Chairman of KADIN Makassar Ir. H.M Zulkarnain Arief, MSc. Commitment from KADIN to set out Makassar’s priorities, opportunities, partnership requirements and to collaborate closely with BritCham.

March 13th, British Chamber of Commerce in Indonesia (BritCham) and Kadin Manado signed Memorandum of Understanding atau perjanjian kerja sama at Swissbel Hotel Maleosan Manado.

UK Foreign Secretary William Hague Visits Indonesia UK Foreign Secretary William Hague visited Indonesia in late January. The visit was the latest in an intensive round of high-level visits to and from South East Asia over the past two years that have revitalised the British Government’s relationship with the region. Speaking before his visit to countries in the South East Asia region, the Foreign Secretary said:

“Britain is now engaging with Asia on a totally different footing from the past. Indonesia and the Philippines are vibrant democracies, as well as vibrant economies, and representative of the potential for much deeper political co-operation with Asian partners in international affairs. That’s why I am reallocating more staff and resources, and more of my own time, to Asia than ever before. These relationships are essential for Britain’s long term prosperity and security.”

The British Foreign Secretary, The Rt Hon William Hague MP (center) attending the British Embassy Cocktail Reception on Tuesday, 28 January 2014 at Mandarin Oriental Hotel. Chris Wren, BritCham’s CEO (left) and H.E Mark Canning CMG, British Ambassador to Indonesia (right)

www.britcham.or.id

BUSINESS SERVICE EVENTS

RICS ASEAN Real Estate & Construction Summit 2014 Tuesday, 25 February 2014 | 08.30 - 17.00 Shangri-La Hotel, Jakarta Southeast Asia is experiencing robust economic growth with strong demand in high value property and infrastructure projects. This is the key point for the first RICS Asean Real Estate & Construction Summit 2014 that was held in Jakarta. RICS taking a lead gathering key thoughts from leaders in the Property,Infrastructure and Construction sectors, identifying major development trends and growth opportunities in the property sector.

Chris Fossick MD, JLL Singapore & South East Asia, RICS Vice President.

With more than 160 people from BritCham and MAPPI (Indonesian Society of Appraisers) attended this event, showing a great enthusiasm amongst real estate business community.

Rengganis Karnomo, Partner - KJPP Rengganis, Hamid & Rekan (left) and Kaye Herald, RICS Managing Director Asia Pacific

Sponsored by:

Supporting organizations:

Benjamin Crevant, Country Manager at GreenBuilding Indonesia

Tood Launchlan, Country Head of JLL

Kenneth Kwan, Chairman of the Asia QS Professional Group Board of RICS (left), Benjamin Crevant, Country Manager at GreenBuilding Indonesia (fourth from the left), William Bright, GM Jakarta Land (fourth from the right), Kaye Herald, RICS Managing Director Asia Pacific (third from the right), Salim Aslam, RICS ASEAN Manager (second from the right).

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Bernadus Djonoputro, Co-founder, URBANLAB

RICS Fair Value Seminar Wednesday, 26 February 2014 | 09.00 - 12.00 Intercontinental Midplaza Hotel Jakarta

The participants during the working group discussion

Key Speaker: Andre Toh, Asean Leader for Valuation & Business Modelling, Ernst & Young Solution LLP took photograph with the participants.

One of the participants presentation during the working group discussion

Following on RICS ASEAN Real Estate & Construction Summit 2014 on the 25th of February, the next morning we welcomed Mr. Andre Toh, Asean Leader for Evaluation & Business Modelling, Ernst & Young flying in from Singapore to be the key speaker at the RICS Fair Value Seminar. It’s a unique seminar bringing a small working group discussion to life. Key points of Fair value: • An exit price, not an entry price • Represents an exit price in the principal (or most advantageous) market • Does not assume that the liability is extinguished • A market-based measurement, not an entity-specific measurement • Contemplates a hypothetical transaction that is assumed to be orderly • A current price (not future value) specific to the measurement date

Key Speaker: Andre Toh, Asean Leader for Valuation & Business Modelling, Ernst & Young Solution LLP during his presentation.

Therefore what is Fair value? It’s - “The price that would be received to sell an asset or paid to transfer a liability in an orderly transaction between market participants at the measurement date.”

MAPPI members attending the RICS Fair Value Seminar

Supported by: MAPPI (Indonesian Society of Appraisers)

www.britcham.or.id

BANKING & FINANCE

HSBC Purchasing Managers’ IndexTM Press Release Embargoed until: 10:00 (Jakarta), 1 April 2014

HSBC Indonesia Manufacturing PMITM Manufacturing PMI drops to seven-month low in March Summary Although Indonesian manufacturers continued to report higher levels of incoming new work, latest data highlighted a renewed drop of manufacturing production. Concurrently, the headline PMI was indicative of broadly unchanged business conditions across the country’s goods producing economy. Meanwhile, price pressures eased in March. Adjusted for seasonal variations, the HSBC Indonesia Purchasing Managers’ IndexTM (PMITM) fell for the second consecutive month in March. Down from 50.5 in February to 50.1, the latest reading was consistent with broadly stable operating conditions in Indonesia’s manufacturing economy. Moreover, the PMI average of 50.5 for Q1 was marginally below that seen in the final quarter of 2013 (50.7). March data pointed to falling output, following a marginal increase seen one month previously. However, the rate of decline was fractional overall. According to survey participants, unfavourable weather and raw material shortages were the main reasons behind the latest drop in production. In fact, supplier delivery times lengthened further in March, with panellists indicating that recent rain and floods led to deteriorating vendor performance. New orders rose in March, stretching the current sequence of growth to six months. Despite being slight, the latest rise in incoming new work was more pronounced than in February. Anecdotal evidence from survey participants highlighted new contract wins and strengthening demand conditions. New export orders also increased, although the rate of expansion was only marginal and eased since February. Monitored companies reported higher demand from clients based in America, Asia and Europe, but emphasised

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competitive pressures as a brake on growth. In line with raw material shortages and weaker production, Indonesian manufacturers worked through backlogs in March. Unfinished business fell for the fourth consecutive month, but the rate of contraction softened since February. Manufacturing employment across Indonesia decreased for the third consecutive month in March, with panellists commenting on costcutting policies.

headline CPI may be on track to fall back within Bank Indonesia’s target of 3.5-5.5% by 2H 2014.” Key points ■ Operating conditions broadly unchanged since last month ■ Despite faster new order growth, output contracts  ■ Inflationary pressures soften, but remain marked Historical Overview

Purchasing activity rose in March, amid evidence of new business growth. The latest rise in quantity of purchases was the seventh in as many months. Nevertheless, pre-production stocks fell, as firms reported delays in the delivery of raw materials. Input cost inflation eased in March, despite remaining marked. Higher input prices were mainly linked to the weaker rupiah. Output prices also rose at a slower rate that was, nonetheless, robust. Comment Commenting on the Indonesia Manufacturing PMITM survey, Su Sian Lim, ASEAN Economist at HSBC said: “Manufacturing conditions remained flat in March, despite the effects of natural disasters, such as floods, likely having faded out. This suggests that, following aggressive monetary and macro-prudential tightening since mid2013, domestic demand for goods has cooled and settled at a moderate pace. Likewise external demand is also rising only marginally, as reflected by yet another weak increase in new export orders. The ongoing decline in work backlogs suggests that manufacturing conditions could remain flat in the coming months. Although the output and input price indices remain elevated, we are comforted that the pace of gains continues to slow. In combination with the domestic slowdown, this suggests that the

About Markit: Markit is a leading global diversified provider of financial information services. We provide products that enhance transparency, reduce risk and improve operational efficiency. Our customers include banks, hedge funds, asset managers, central banks, regulators, auditors, fund administrators and insurance companies. Founded in 2003, we employ over 3,000 people in 11 countries. For more information please see www.markit.com About PMIs: Purchasing Managers’ Index™ (PMI™) surveys are now available for 32 countries and also for key regions including the Eurozone. They are the most closely-watched business surveys in the world, favoured by central banks, financial markets and business decision makers for their ability to provide up-to-date, accurate and often unique monthly indicators of economic trends. To learn more go to www.markit.com/economics The intellectual property rights to the HSBC Indonesia Manufacturing PMI™ provided herein is owned by Markit Economics Limited. Any unauthorised use, including but not limited to copying, distributing, transmitting or otherwise of any data appearing is not permitted without Markit’s prior consent. Markit shall not have any liability, duty or obligation for or relating to the content or information (“data”) contained herein, any errors, inaccuracies, omissions or delays in the data, or for any actions taken in reliance thereon. In no event shall Markit be liable for any special, incidental, or consequential damages, arising out of the use of the data. Purchasing Managers' Index™ and PMI™ are trade marks of Markit Economics Limited, HSBC use the above marks under license. Markit and the Markit logo are registered trade marks of Markit Group Limited.

www.britcham.or.id

BANKING & FINANCE

Personal Finance

Have You Reached Your Debt Ceiling?

If you have, you are not alone. The US keeps reaching its own debt ceiling and as we saw last year it has to go through a painful process of approval, including political games of cat and mouse before a new ceiling is approved. The problem is that once a new debt limit has been set the government is prevented by law from spending beyond that limit until a new agreement has been reached. As a consequence, when the debt approaches the limit non-essential government services are shut down. If the limit is reached and there is no agreement to increase it then the US would be unable to repay its debt obligations. 24

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When you consider this includes interest on Treasury Bonds to a value exceeding three trillion dollars entrusted to the US by countries like China and Japan, such a default would cause very serious reputational damage and could cause the US Dollar to lose its place as the worldâ&#x20AC;&#x2122;s reserve currency. The US has never defaulted on its debt, not even during the War of Independence when it continued to pay interest even to Britain whom it was fighting! In the most recent spat commonsense (and the Democrats) prevailed and the US got back to its daily business but the long term issue remains. Where does the present debt stand? At the time of writing, and just for a fraction of a second, it stands at US$17,342,868,765,221. What would that be in Rupiah? A rough calculation would put it at Rp.210,705,300,000,000,000 give or take a few billion. Not the sort of debt you would like to face on your credit card bill. To see where the debt stands right now log on to www.usdebtclock.org at the first opportunity and watch the debt mounting before your eyes in a

Colin Bloodworth of PPI Indonesia, has spent over 20 years in Indonesia. If you have any questions on this article or related topics you can contact him at colin.bloodworth@ppi-advisory.com

fascinating display. You can also see how much the debt has risen in the couple of weeks between the writing of this article and your reading it. How can the US and many other countries to a lesser degree continue to raise money to cover their excessive spending? Taxes are one way but politically unpopular so they borrow money from institutions and individuals in the form of bonds. The US is fortunate because there is a huge global appetite for Treasury Bonds. Why? Because they are perceived as safe and guaranteed by the US government. Which is also why the US cannot afford to lose its solid reputation. So how much interest do these bonds pay? Currently a 10 year bond would pay close to 2.8% per annum. Hardly an exciting return and taking inflation into account the real return is close to zero. The capital value can also fall during the term if interest rates rise. But what are the alternatives? Bank deposits have very limited guarantees and stock markets can be risky in the short term. If you are managing a pension scheme or paying out annuities you have to be certain that you have sufficient funds to meet your obligations. It is not your

concern if the purchasing power of the money you are paying out is far less than what was paid in; the important thing is that money that was promised must be delivered, no more and no less. Therefore bonds play an important role in a pension fund or portfolio. How can governments get so deeply into debt? The answer lies in politics. No government in power wants to curtail spending to the point where people are unhappy and decide

government tried to drive through a bill all but removing the subsidy but opposition parties opposed it. Finally in 2013 there was agreement to reduce the subsidy but the fall in the Rupiah has already wiped out a large part of that benefit as oil has to be purchased in US Dollars. Of course there are social pressures, but the message has not got through that if the subsidy was removed the money saved could be spent on health, education and infrastructure. It would also create more jobs. In Europe not only are there no fuel subsidies

the government can borrow so can I you might say. But there is a big difference. A western government can borrow money by issuing bonds at just 3% per annum or less. But an individual will pay much more for a basic bank loan and if you choose to run up a credit card debt you could be paying up to 20% per annum for the privilege. Much more again if you use a credit card in Indonesia. Governments should be saving for a rainy day, not spending as if there was no tomorrow. Actually, some

A western government can borrow money by issuing bonds at just 3% per annum or less. But an individual will pay much more for a basic bank loan and if you choose to run up a credit card debt you could be paying up to 20% per annum for the privilege. Much more again if you use a credit card in Indonesia. to switch their allegiance to a party that appears more generous. Governments have to share the cake that is provided by taxes and other income into several main areas of expenditure. These include defence, debt repayment, education, infrastructure, pensions, health and welfare. In most countries these costs rise inexorably every year and it is a painful exercise deciding where cuts can be made. A local example of an item that causes great losses to Indonesia is the fuel subsidy. In 2012 the

but fuel is also taxed, often quite heavily. As a result, the governments enjoy more income, people use their cars a lot less and the countries can afford efficient public transportation systems. Are there lessons for individuals? Absolutely. When we plan our finances we should avoid the terrible mistakes that governments make. But how many people do exactly the same as governments when it comes to debt? How many people spend to the limit of their credit card and then apply for another and yet another? If

governments do save. When Norway struck oil on a large scale they decided at the outset that a large part of the revenue must be locked away in a fund for the long term benefit of the country. A far cry from how oil revenue has been spent in other countries. We should be behaving like Norway and saving too. When you prepare your personal budget, always allocate saving part of it to short, medium and long term savings and investments. You may have to cut out some expenditures and that may not be popular with all the family but you are not seeking votes; you are trying to secure their future. Some debt is acceptable, such as a mortgage for the family home or even a manageable loan for a big item like a car. But a safe cash reserve must always be maintained so you have a cushion if you need it to avoid default in difficult times. You are not like a government that can simply vote to increase the debt with no end in sight. Manage your own affairs prudently and you should not only secure for yourself a comfortable retirement but you may even have something to leave for your chidren and grandchildren. Unlike any governments whose uncontrolled spending will have to be paid for in one form or another by generations to come.

www.britcham.or.id

BUSINESS & ECONOMICS

Creative Thinking + Problem Solving – is that a problem? Ask any random group of 10 people whether they think they are creative or not, what do you think the response might be? On average, 2 or 3 will put their hands up resolutely, another 2 will sort of raise their hands whilst looking around to see if they are in the mainstream, so take that as a ‘no’ and the remainder will sit with their hands firmly in their laps. So why is that? Let’s nail one thing straightaway. Virtually every decision or set of decisions the aim of which is looking to resolve a problem/s or capture opportunities, in whatever guise, will require creative input, thinking, questions, a decision taken and then action. How well or thorough that process is thought through tests managements resolve at every level. It will also test every employees resolve to get better, grow and improve unless an autocrat and culture of fear is all pervasive! So what are some of the obstacles? I present a list of suspects and I am sure you could easily add a few more. • • •

Limiting Beliefs – ‘Not a creative person’ Lack of Confidence – ‘That will not work’ Maintain the Status Quo -

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• • • • •

‘Everything’s fine’ Bad Habits – ‘It’s worked this way before I’ll keep doing it’ Fear of Change – ‘What if it goes wrong’ Lack of Awareness - ‘Problem what problem’ Ignorance - ‘Why change what isn’t broken’ Arrogance – ‘ If it’s that important I would have been aware of it’

Drawing on the discussions we have had with many ‘C’ suite executives and various levels of management across multiple industries and functions the barriers above stand out. Not deliberately but certainly subconsciously. Creative Thinking and Problem Solving are not agenda items that appear and disappear. They are a constant. They should be a permanent fixture of a company’s DNA. All companies are wrestling with a myriad of business challenges to resolve and business opportunities to capitalise on. That will also require, whether you like it or not, a process of ‘Change’ and how much change will depend on the ‘business gaps’ that need to be filled. Let’s be honest we humans do not take naturally to change – or do we? So where do we start. Yes, we all enjoy our moments of solitude however when it comes to more robust desired outcomes, then ‘teams that work’ trump individualism every time, but I guess you knew that anywaydidn’t you?.

Ray Bigger Ray is the Managing Director of Think8, which is a group of Productivity Architects. Think8 help senior management grow their sales force, make key meetings more effective and improve the people skills of executive teams. Ray is also a Meeting Architect with q3Global, a former board member of UWCSEA, CEO of BritCham, President of Asia Professional Speakers Association and a Football League/ Premier League Referee. Website: www. think8.net, Email: ray@think8.net

Most creative thinking and problem solving/opportunity seeking go hand in hand and it’s probably addressing the problem solving that comes first followed by a resolution given the propensity to react to situations rather than proactively nip them in the bud, so here is a classic question. When you bring a team together to create and/or resolve a problem how do you go about it? If there is a team involved how do you select the team? I would guess it is pretty much the same team every time or do you mix up the participants depending on the task? Maybe the next stage is ’Brainstorming’. In my opinion one of the most abused methods of thinking. I jest you might think – I think not, because ‘Brainstorming’ takes no account of thinking styles, language miss-interpretations, diversity in the group and is subject to ‘they who speak loudest and longest just might rule the roost’. What if everyone actually thinks the same way is that good or bad? You might, understandably, say that is good. Well as George. S. Patton the distinguished USA General from WWII so aptly put it “If everyone is thinking the same way then nobody is actually thinking”. So what do we learn from this? Ensure as best as you can that you have a diverse range of thinking styles or personalities amongst the assembled gathering. How do you achieve that? Consider the Hermann Brain Dominance Instrument (HBDI).

In this graphic a participants input appears as a ‘scatter diagram’ and shows you the thinking make up of your team and what imbalances there are. If there are too many of one segment and not enough of the other/s the team members will probably get on well and reach a decision quickly. However, the thinking style gaps will mean more in depth discussion will not take a place. This is because no different perspectives get the chance to be aired and the possibility of a flawed decision increases. Hence you need the group to ask lots of challenging questions to bring the best out of everybody.

HBDI thinking styles

How your team maps out on their thinking styles will have a direct effect on the outcome. Here is a classic example. Look at the following profiles from an ad agency and an insurance company client.

Given the scatter of thinking styles how do you think the agency should have presented their case? How do you think the pitch actually unfolded? What do you think was the outcome? Call me on +65-97506751 or email me at ray@think8.net and I’ll tell you,as something like this could be happening in your pitches!

Insurance

Advertising agency

ANALYZE

SYNERGIZE

ANALYZE

SYNERGIZE

ORGANIZE

EMPATHIZE

ORGANIZE

EMPATHIZE

Most teams today are very diversified across nationality, culture, language, religion, race and so on. The key here is two fold. Create a safe environment where people can be completely stupid, yes I did say stupid, and can contribute without fear of

Q3global MindMaxxing™

1 Split into small groups

2 Clarify discussion topic

getting shot down or worse humiliated, if they provde input that doesn’t resonate with everyone or sounds off the wall. The reality is some stupid ideas get rejected out of hand in some companies and go on to make

3 Map individual thoughts

3 min

Topic individual maps 4 Combine In each group

5 min

all group maps into 5 Consolidate 6 Share and review group map meetingmapper Bright Right

Creative

equipment

environment ion

Effective

communicat Engaged

Essentials Effective Highly Meetings

Participate Contribute

Everyone

Key

people

present

100% involvement and contribution

millions in others. Allow team members to think in their ‘mother tongue’ by using our proprietary process called MindmaXXing. The following graphic illustrates how it works.

It never ceases to amaze me when people and teams are let loose creatively, what extraordinary ideas evolve. The final piece is rarely the output from one or two or even three people it is a rich combination of: • • • • • • •

Perspective Varied Thinking Open Mindset Vivid Imagination Lots Of Questions Safe Environment And The Letting Go Of Limiting Beliefs

Its worth considering as it really doesn’t hurt and can have remarkable consequences. Remember, “If you always do what you have always done you will always get what you have always got”. Think about it

www.britcham.or.id

BUSINESS & ECONOMICS

Achieving Successful Distribution in Emerging Markets Manufacturers are too often uncommitted in the way they approach the matter of distribution, while at the same time lacking understanding about how to design and implement effective distribution strategies. Instead of basing their choice of channels on underlying factors, such as the company’s business strategy or market conditions, distribution is commonly seen as little more than a utilitarian task.

This commonly results in a distribution mechanism that is poorly aligned with the company’s business strategy and operational and financial targets. The same goes for distributor management – companies with weak distribution strategies often put intermediaries in charge of selling their products without first understanding the basics of local sales and distribution, or how to manage and incentivise their agents. Market fragmentation is another specific challenge many foreign companies face in emerging markets. Market landscapes in fast

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developing countries are usually characterised by highly uneven distribution of commercial buying power. Industrial markets are often located in special regions – so-called industry clusters or manufacturing zones – where there is high concentration of specific industries in a given geographical area but other target users or consumer markets remain widely dispersed. The characteristics of emerging markets differ greatly from the more homogenous landscape within established markets, especially at the consumer level. Emerging markets typically

1. Author: Markus Scherer, Ipsos Business Consulting, Hong Kong Markus offers clients a unique perspective on developing business across the region. Markus focuses on the automotive, construction and industrial sectors providing clients with comprehensive market entry and growth strategies. Email: Markus.Scherer@ipsos.com Phone : +852 2839 0647

2. Author: Domy Halim, Country Manager, Indonesia Domy leads a strong team of consultants and analysts in our Indonesia office which first opened in Jakarta in the 1990s. Having worked extensively in both Indonesia and Australia, Domy assists clients with all aspects of their sales and marketing strategy for Indonesia, including partner evaluation solutions. Email: domy.halim@ipsos.com Phone: +62 21 527 7701

feature regions with high consumer density and levels of commercial purchasing power that are comparable with that found in developed markets. However, they also feature larger underdeveloped areas with only a fraction of that purchasing power and a completely different, lessdeveloped distribution landscape. This fragmentation leads to major challenges for manufacturers wanting to efficiently access each of these markets and sales territories. Distribution strategy must therefore take heed of specific market and distribution conditions

for the company to operate successfully and maximise sales revenue.

global competition and shifts in workforce and population demographics.

Understanding the distribution conundrum in more detail Many companies entering new markets quickly learn that determining the best possible sales channels is a much harder task than first thought. Finding the right distribution partners and managing them successfully is key to delivering successful distribution that drives sales and increases a company’s local success.

Poorly configured channels can result in lost sales and lower profitability. The importance of a coherent approach to distribution cannot be underestimated. However, all too often a company’s distribution structure is the result of reactive, ad hoc decisions rather than being based on focused strategic thinking. Many companies rush into markets without even considering how distribution needs tailoring to the specific needs of the market. They make the mistake of thinking success is a matter or merely finding distributors who are willing to carry their products without even considering whether their business models or needs are aligned with the all-important matter of distributor management.

Selecting the best distribution channels is one of the most common and challenging problems for enterprises entering emerging markets. Companies must frequently reconsider how they approach the market and channels they use due to accelerating technological change, increased marketplace demands, more aggressive

major role in determining whether it can significantly contribute to a company’s success is too often overlooked. Failing to consider this matter makes it even more unlikely that a company will develop smart incentives tailored to the nature of each distributor. As all companies operate with limited resources, distribution strategy often becomes a trade off between matching internal objectives with external market conditions and accessing whatever distribution can be afforded with the available budget. An ideal channel strategy uses available resources (financial and workforce) to their full efficiency and establishes channels with capable intermediaries. Management develops a range of measures and incentives to motivate distributors and create as collaborative a relationship as possible. As a result the goals and objectives of the distributors are

The simple reality that a distributor’s characteristics play a

Client Review

Market Review • Market overview • Channel structure assessment • Key competitor analysis

• Assessment of client internal characteristics • Client’s distribution structure

Distribution Assessment • In-depth distributor analysis • Assessment of distributor management • Key competitor’s distribution strategies

Optimal Channel Startegy Formulation Implementation & Success Tracking Figure 1: Optimal Channel Strategy

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BUSINESS & ECONOMICS

Investing In UK Real Estate A stable political and respected legal system has enabled the UK to retain its popularity with overseas investors, and in this article the international law firm Trowers & Hamlins identify key issues that need to be considered in order to facilitate a successful transaction. The role of the investor The starting point is how the investor sees its role in holding the property; be it as a ‘passive’ investor (taking a low profile and perhaps granting a long lease of the whole of an office building at a premium to a tenant who will pick up all liabilities); as an ‘active’ investor (being much more hands on such as with a shopping mall, where shorter term leases are granted and services provided to tenants in exchange for payment); or as a ‘developer investor’ (be it through ‘forward funding’ where the investor is involved in funding the development or ‘forward purchase’ where a pre-let is in place and the investor does not provide interim funding). Alternatively, despite the greater risks involved, the role of

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developer can be attractive for those investors with a clear vision of the bespoke project they want to deliver. Asset selection It is essential that whichever asset is selected will be saleable when the time comes to dispose of the investment. The best class of asset is ‘freehold’. This gives the owner near absolute ownership of and control over land. Some institutions, such as local councils, are either unable or unwilling to part with the freehold and so may grant a ‘long leasehold’ interest to an investor (typically for 99 years or more) in exchange for a premium, allowing the investor to receive rental income. In addition, the age, location and quality of

1. Nick White

Regional Manager Phone: +60 17 302 6684 | Email: nwhite@ trowers.com

2. William Clements

Phone: +44 (0)20 7423 8622 | Email: wclements@trowers.com

3. Nicholas Edmondes

Partner Phone: +44 (0)20 7423 8203 | Email: nedmondes@trowers.com About Trowers & Hamlins - www.trowers.com Trowers & Hamlins has offices across the Middle East and North Africa (MENA) region in Abu Dhabi, Bahrain, Dubai and Oman, as well as a representative Regional Office in Malaysia and formal associations with wellestablished local law firms in Jordan and Syria. Our principal office is located in the City of London. We also have UK regional offices in Manchester, Birmingham and Exeter.

tenants in a property will have a bearing on its value. Emerging trends are increased demand for newer prime office or retail developments with strong tenant covenants (and the buildings meeting or exceeding the latest energy efficiency requirements) with secondary or tertiary developments in less attractive locations and weaker tenant covenants being marked down. Ownership vehicle An investor needs to choose the vehicle it will use for buying property and where it will be resident. Tax treatment will often be the guiding factor. Structures range from a simple non-UK resident corporate entity, to joint venture vehicles and offshore investment funds. Each needs to be tailored according to the investor’s UK activities, commercial objectives and UK tax treatment. It should also be noted that the UK Government has recently increased the potential UK tax cost of investing in UK real estate. The potential top rate of Stamp Duty Land Tax (SDLT), which applies to the purchase of residential accommodation in the UK worth more than £2M is now 15%. This rate applies if the investor is what is known as a ‘non-natural person’ (which would include a company, wherever resident). The UK Government is also proposing to charge what is essentially an annual fee for non-natural persons owning UK residential accommodation worth more than £2M, and to charge UK capital gains tax on such persons, if non-UK resident investors, on the sale of UK residential accommodation for more than £2M. These proposals, which are due to be introduced in April 2013, are currently the subject of consultation, but the likelihood is that the tax cost of owning and selling such properties will increase in the years to come.

Funding The investor may be able to selffund from reserves or have raised equity finance. Alternatively, it could choose either conventional debt financing (the debt being secured on the property and interest paid on the debt) or Shariah compliant lending. Once again, the UK tax implications of funding structures need to be considered. Professional advisors It is essential to assemble a team of UK professional advisors who can guide the investor through the surveying, legal and tax issues. Ideally, they should be in place before the site has been identified. Once the asset has been selected then the agent and solicitor should ensure the ‘heads of terms’ for buying the same meet with agreed requirements, particularly as to timings for exchange and completion. Likewise, comfort should be obtained that the seller is ready to proceed quickly. Sale contract The sale contract is the document which governs the relationship between seller and buyer and crucially sets the financial terms and completion date and apportions risk between the parties. For example, a site may historically have been used for industrial processes that could have caused pollution. A buyer may be prepared to take on the liability for cleaning up such a site if this is reflected in a price reduction. Due diligence It is important to consider the level of due diligence to be undertaken. Where external funding is involved then this may be more detailed than with self-financing. The UK has a long established system enabling searches of public records to establish if there are any problems with property, such as lack of any planning consent or, say, subsidence from historic mining.

In addition, there may be matters not revealed by searches (such as boundary disputes) on which a buyer’s solicitor would raise enquiries of the seller and these need to be considered together with the site survey. Prior to purchase, the solicitor would prepare a report on all relevant matters both for the buyer and any funder so that the decision can be taken whether or not to proceed. Consents Where consent is required from any third party (such as the landlord of a long leasehold property) thought needs to be given to how quickly it can be obtained. Another important consent is planning permission for development, but there may also be restrictions on how the land can be used in order to protect the interests of adjoining landowners. Tax Finally, there will be tax issues to consider. The most immediate is SDLT which is levied on any purchaser of UK real estate, regardless of whether he is resident in the UK or not. The level of tax depends on the amount of purchase price and, as mentioned above, can reach up to 15% of the price. Owner occupiers are liable for business rates (on multi-let properties the individual tenants will be responsible) but the UK Government has introduced ‘enterprise zones’ with more flexible planning and tax regimes and reduced rating liabilities which may influence investment decisions. In addition, where an investor controls the energy supply to a multilet commercial development, then it could be liable to pay an environmental tax under the ‘Carbon Reduction Commitment’. Potentially this is recoverable from tenants, though the scheme is still in its infancy and it remains to be seen how it will work in practice.

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FEATURE ARTICLE

CSR from Upstream to Downstream Many parties in Indonesia misunderstand corporate social responsibility (CSR). CSR is identified as corporate social activities for the society and environment as a part of profit allocation for charity purposes. That’s why many companies treat CSR as “Residual Policy”, that is profit residual (remaining) allocation, not the main policy or strategic policy of the company.

The effect of charity activities is merely the creation of society dependency towards the company and it has Kiss and Run nature. It’s only about giving and that’s all, without any establishment of society independence. It can even create the culture of begging. ISO 26000 What is CSR actually? The correct CSR is what was agreed by more than 90 countries, and later formulated into ISO 26000 named Guidelines Standards

of Social Responsibility (TJS). According to global agreement, definition of Social Responsibility is “organisation’s responsibility on the impacts which are created from its decisions and activities towards the society and environment, through transparent and ethical behaviour.” There are four main aspects that we can learn from the definition. First, more than 90 countries have agreed that Social Responsibility can be performed by all types

Maria Rosaline Nindita Radyati, Ph.D has been teaching at Economic Faculty, Trisakti University for over 22 years. She is the Founder and Program Director of MM-‐CSR (Master Degree Program with Specialization in Corporate Social Responsibility) and MM-‐CE (Master Degree Program with Specialization in Community Entrepreneurship) at Trisakti University. Currently, she is the Director of Center for Entrepreneurship, Change, and Third Sector (CECT-‐ USAKTI) (www. cect-‐usakti.org), a research centre under the Postgraduate Program at Trisakti University.

of organisation, so it is not just corporate responsibility. Second, it is never mentioned that Social Responsibility is a philanthropy or donation. Third, Social Responsibility has a wide coverage because it is the responsibility on the impacts of a decision and activity. All corporate activities are the result of its decisions. Through Social Responsibility, the organisation must reduce negative impacts and increase positive impacts. Fourth, the organisation is advised to show ethical

“... organisation’s responsibility on the impacts which are created from its decisions and activities towards the society and environment, through transparent and ethical behaviour.”

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behaviour, for instance in this ISO, the organisation is not suggested to carry CSR for political interests. Upstream to Downstream ISO 26000 indicates seven main subjects of Social Responsibility: organisational management, human rights, manpower practice, fair business practice, consumer issue, environment, and community involvement and development. There are three basic things in the above formula. First, the target of Social Responsibility is not only external stakeholders, but also internal stakeholders called the employees. Next, the scope of Social Responsibility is from upstream to downstream, or include the whole value chain that can be indicated as Supplier, Input, Process, Output, and Customer (SIPOC). Finally,

If the company does not pay attention to Work Health and Safety in production process, the impacts that occur may harm the employees. This is related to Human Rights and manpower practice, in ISO 26000. Since the company’s output is not only products or services, but also waste, the company must be responsible for the impacts of such waste. Furthermore, how the company treats the consumers, such as decision to sell consumers’ personal data can cause a negative impact in the form of public anxiety. CSR can be executed from individuals to organisational or corporate level. For instance, employees can take the role by turning off lights and AC every time they leave a room, separate organic and non-organic waste,

responsible and contributing to sustainable development, which cares about the capability of future generation in fulfilling their living needs. Many guidelines and certifications have demanded industries to contribute to sustainable development. In banking industry, for example, there are Principles of Green Banking. Investment management has Principles of Responsible Investment (PRI). Both were introduced by the United Nations. In palm oil industry, there is a standardisation of Roundtable Sustainable Palm Oil (RSPO). The construction world also encourages contractors to establish “green buildings” through Green Building Council Indonesia (GBCI).

“If CSR is performed along from upstream to downstream, any products and services can satisfy the consumers and enhance the company’s reputation, which will lead to the increase of share prices. CSR is a long-term investment. ” community activity is just one of the seven main aspects of Social Responsibility, while the remaining six aspects are closely related to the corporate or organisational internal policies. Let’s take an example of CSR from upstream to downstream. In terms of supplier, when deciding to choose a supplier from China, a decision maker should consider the impacts, such as how much carbon footprint will be left from the shipment of materials. If not using any local supplier, the decision maker should consider the impacts to the economy of people in the vicinity of company operation. If deciding to use wooden materials (input) instead of bamboo, the company must consider the impacts of the declining number of trees.

and ride bicycle around the factory area. The company can reuse ablution water for plants. CSR has strategic objectives, such as to reduce business interruption. If the company has a good relationship with its employees, possible strike can be avoided. Good relationship with the society can prevent any disturbance to operational ease. If CSR is performed along from upstream to downstream, any products and services can satisfy the consumers and enhance the company’s reputation, which will lead to the increase of share prices. CSR is a long-term investment. CSR global development In the global business, all industries are required to conduct business that is socially

In the capital market there are various indexes that classify corporate shares based on their contribution to sustainability. Just mention Dow Jones Sustainability Index, FTS4Good, or Sustainable and Responsible Investment (SRI). Naturally, CSR is not about giving out profit, donation, and charity, but a strategic policy to contribute to a sustainable development in order to achieve social justice. CSR priority must be given to internal stakeholders first, then to the society. Thus, the scope of CSR is from upstream to downstream.

(This article was published on Printed Edition of Kompas in “Kompas KLASS” on December 13, 2013)

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SECTOR GROUP

Food, Fisheries, Forestry & Agriculture

Food Crisis

Mr. C S Liew

Over-production! For the sake of our future, we need to reduce production and allow food to gain better value and allow it to be used for what it is intended - feeding people

At the recent Food Security Summit held at the United Nations Convention Centre in Bangkok, most presenters were barking up the wrong tree by clamouring for increase in food production when food production is at an all-time record high this year. Besides, 30% of food produced is lost post-harvest, 15-20% is wasted on dining tables, some food warehouses (especially the rice ones in Thailand) are bulging with lack of demand, many farmers around the world are going broke or making no money. The rallying cry for increase in food production and agricultural productivity centres around the need to feed the 800 million or so who are malnourished as well as the often-cited prediction in growth of world population from the current 6 billion to 9 billion by 2050 and therefore the need to double food production. So I raised my hand at question time to paint the over-supply scenario we are in. I added that unless we addressed the issues of food politics, food value (in fact, the lack of it!) and distribution to where it is needed, we will never solve the issues of the 800 million who are malnourished! Even the Asian Development Bank talks about “high food prices”. In a “working paper” entitled: “Food

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Security Challenges in Asia”, it says….”Despite the region’s rapid growth, hundreds of millions of people suffer from malnutrition. High food prices significantly reduce the real income of the poor and constitute a setback in Asia’s achievement of poverty reduction”. This is so wrong in its analysis and conclusion! Food is in fact too cheap, especially at farm-gates. That’s the fundamental reason why there is so much of it being wasted—it is simply not worth saving it. Post-harvest technologies are there for it. Farmers will use these technologies if there is a positive return on investment (ROI). On the contrary, my own analysis and conclusions are: When you have no or very little income or money, I can make food dirt cheap and you still can’t afford to buy enough and eat enough of it! The average Americans spend only about 10% of their disposable income on food, Australians, Japanese and British 20%, Indians 50%. Malnutrition has its roots in the low economic development of the area or country where they live. If there are no jobs or gainful economic activities, they are going to face issues with buying food, regardless of prices prevailing.

An investor in an interesting portfolio of international companies with great growth and profit potentials. Contact info: Pacific Agriscience Pte Ltd, 101B Tanjong Pagar Road, Singapore 088522 | Tel: +65 6222 9753 | Fax: +65 6223 3009 | www.pacificagriscience. com

If local food prices in the poor countries and areas go down any further than they are now, there will simply be even more poor people there because their local farmers are going to fare even worse than they are now. It appears to me that the simplest and effective way to solve the issues of these millions suffering from malnutrition is to generate economic activities there to allow them to earn a decent income to pay for food. When they can pay, automatically, food will show up! I guarantee that! Education is the foundation. Wiping out corruption and selfish acts of people in power in these countries and areas is the key. Having said the latter, how on earth can one do that? As for feeding the predicted increase in world population, my view is that even if we hit the 9 billion 10 years from now and not in 2050, we can produce and deliver all the food that is needed, if there is money in doing so. The needed agri-technologies are already here. For instance, hybrid rice varieties with 9 MT/Ha yield potential exist but some farmers planting these are getting only 3 MT/Ha. Why? Because they hadn’t provided the extra water, fertilizers and other inputs for generating the extra 6 MT. And why didn’t they? Because, if they did, there would be over-production and price of the output would go down and they would not get a positive ROI. The limiting factor in increasing food production, if indeed needed at a point in time in the future, is WATER--clean and uncontaminated water! The upcoming Water Security Summit in early 2014 will no doubt address this critical factor.

It was some 40 years ago that BP began working here. Our commitment to Indonesia remains. In the next decade we plan to invest billions of dollars to help keep Indonesia as one of the worldâ&#x20AC;&#x2122;s largest exporters of liquefied natural gas. We are committed to continuing to build the skills and competencies of our local workforce. We are fortunate that about 95% of our workforce are Indonesians. And we are committed to playing an active role in Indonesian society through health and education programmes. Find out more about our commitment to Indonesia at bp.com/indonesia

FEATURE ARTICLE

Capacity Building in the Public Sector Some Lessons Learnt from working with Highway Agencies in Developing Countries

Alan Sullivan MBA Is a freelance consultant specializing in management in the construction industry and serves on the Committee of the Institution of Civil Engineers, Jakarta Local Association. He has managed capacity building assignments in a number of Government Agencies in South East Asia, India and Sub Saharan Africa

and external) and (b) effective mobilization of the private sector (international as well as national). A simple capacity building model for public sector Agencies responsible for national infrastructure is shown below: FUNDS CAPACITY BUILDING Public Sector

Introduction Over the last decade or so, Governments have increasingly been establishing more focused, commercial and business-like Highway Agencies (or Authorities) as Corporate Bodies under an Act of Parliament to manage their nationwide public highway networks and highway assets. These efforts have met with mixed success and this article outlines how ‘capacity building’ can help Governments to achieve the right results more effectively and efficiently to help maximize the overall performance of an organisation.

an iterative and ongoing manner: 1.

Diagnosis of the current situation – challenges, results, etc. at individual, organizational unit (e.g. Division, Department or Section), and overall organization levels Destination – reviewing or establishing the organisational design, desired results and targets, etc. Designing the way forward – recommendations on strategic and operational improvements (embracing systems & skills) within a time bound capacity building action plan Doing – implementing the capacity building action plan

While this article is written in the context of government Highway Agencies, the capacity building approach may have more general applicability in the private and public sectors.

Systematic Capacity Building Approach Implementing capacity building needs to be systematic, covering the following ‘4D’ primary steps in

Industry Wide Approach Public sector Agencies in search of performance gains generally need to focus rather more on (a) infrastructure funds (government

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Even during step 4, there may be a need to further review and refine steps 1 to 3!

Private Sector

Crucially, unless there are significant improvements in infrastructure funding, capacities or both, the performance of an Agency is not going to improve very much! In the procurement of engineering works, goods and services, enormous performance gains can be obtained by paying far more attention to targeting & awarding work to well proven international and local companies, with Joint Ventures where local capacity is weak; by devising more effective contract design & scoping; and by ensuring prompt payments & fair resolution of contract variations during implementation. External funders are rarely well coordinated in developing countries and this is where public sector Agencies can take a lead by developing compelling proposals for road investment programs and attracting expanded multilateral

funding … World Bank, AusAID, Asian Development Bank, European Commission, etc.; and, better coordination with Treasury (Ministry of Finance) can help with funding reliability and any contractor debt issues.

• • •

Typical Areas of Capacity Building A public sector Agency can be viewed as having organisational capital which provides a guiding framework through strategic planning, policy, regulatory framework and operational standards; structural capital – the guidelines, manuals, software applications, established procedures and so on that employees experience on arrival fresh at their desks on a Monday morning; and, crucially human capital that brings both structural and organisational capital to life. In a recently established Highway Agency, capacity building may typically include ‘technical assistance’ with the following: • Drafting, facilitating or evaluating strategic plans, road investment plans, performance agreements, road transport policy, annual plans, training plans, bid evaluation reports, system concept papers, etc. • Organisational design (e.g. organizational structure, headcount, clarifying roles & responsibilities); • Procedures for staff selection, appraisal, development and reward; • Imparting soft skills (e.g. communications, teambuilding, decision making & cultural change) • Improving planning systems (e.g. prioritized, budgeted Work Plans for infrastructure; rationale for funding allocations to regional governments); • Procedures for contracts management (e.g. procurement of services, goods & works; physical and financial monitoring of

• •

works contracts; introducing performance based contracting); Evaluation of Construction Industry and resources; Procedures for financial management; Legal assistance to draft enabling legislation, (e.g. Road Act, Road Fund Act, channelling of road user revenues, Public Private Participation contracts, encroachments on Right of Way) Improving road safety; and, Procedures for Monitoring and Evaluation of key outputs & targets and corrective action

In association therewith, technical assistance consultants may assist with establishing computer based information systems, producing guidelines and manuals, providing training, and arranging study tours. Associated activities include: • Workshops & Seminars– mission, vision & values; confirming & ranking key challenges • Surveys (by department/ organisational unit): SWOT and Structural Capital, etc. • Surveys (by individual) – organisation culture, job satisfaction, etc. • Training of Agency staff in planning, project management, procurement, contracts management, financial management, cost estimating, highway design, highway maintenance, materials, selection of road treatments, data collection surveys, road safety, mitigating environmental impacts, etc.; • Training of the Agency’s local contractors in contract administration & preparation of conforming bids • Presentations on ad-hoc topics of interest • Drafting reports & recommendations Strategy & Organisation A Highway Agency needs

clear & compelling strategies – for example, ‘we will simplify by moving from contracting with hundreds of mainly local contractors annually to employing just 10 large international/ national JV management contractors on 7 year contracts who will manage, coordinate and train smaller contractors; be responsible for maintaining road networks on an area rather than single road basis; and employ local labour in their areas. These large and proven, qualified contractors will carry out asset management and reporting and we will dispense with our expensive data-hungry and unreliable planning system and expensive small contractor training programs! Furthermore, we will attract massive infrastructure funding increases to our strategy & substantially increase local employment. Once the overall strategy is clear, a one-page process map can be drawn up that clarifies responsibilities and general activity sets of the Agency and its key stakeholders. This enables people to understand how to best organise the Agency into suitable units to avoid duplication and to minimize the need to work across organisational boundaries thereby reducing possible interunit conflicts and unproductive, competitive rivalry between units. With a dysfunctional organisation design, capacity building can reinforce bad practice, in the extreme doing better those things that should not be done at all. So it’s essential that capacity building is not relegated to training or improving current operations alone; and that strategic aspects such as having a bold strategy, strong stakeholder relationships, an effective organisation structure and a supportive culture are addressed. Last but not least, capacity building needs to be driven & supported by an Agency’s senior management if it is to be fully effective.

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FEATURE ARTICLE

“Not Why But When” Make Video One Of Your Good Corporate Habits In 2014

insitu 1. Paul Newman - Insitu Email: pn@insitu.co

It would probably not shock you to discover the average urban dweller worldwide spends more than eight hours every day in front of a screen. It’s not of course the ubiquitous TV screen (teenagers and young adults left that behind in the noughties). The screens that have of our attention are of course the mobile devices, laptops and computers that fill our lives. The list of them is long, and getting longer; computers at home, laptops at work – or vice versa- smart phones, pads, tablets, phablets and even wearable screens on the wrist. And if we take time to look up from the small screen, we face a plethora of digital advertising displays, indoors or outdoors – on the bus, waiting for the lift, in the car.

2. Nick Elliott

It’s not passive either - the entire world is becoming ‘clickable’. If the plan for Google Glass is realised, the whole world will be in plain sight thanks to the Search Engine behemoth’s offering of internet-enabled eyewear. Google Glass will ensure, watching a video or having a face-to-face video conversation is as easy as blinking. With all this technology, it’s no surprise that the corporate world expects and demands a place in the digital space. Employees and other stakeholders now largely expect that video will be a part of a company’s communication strategy, and integrated into the corporate online experience. Combined with the internet it is now an easy and expedient medium through which to tell a story or explain something that is compelling and memorable. When executed properly, video saves time and money, it has the ability to inform, train, inspire and motivate, and its success can be measured accurately.

Targeted Reach – These days, with accessibility offered by numerous video hosting applications, films can be distributed to literally thousands of targeted users – internal or external – with your message protected (if necessary) to lock out unwanted viewers. This means getting the right message to the right people at the right time.

Emotional Truths Inspire – Video is excellent at telling people the emotional truth behind the “data” -- how people are positively affected, and why people care. This is as true for a motivational video for staff as it is for a video about how customers are affected by a value added product, or how villagers in a poor area are positively benefitting from a company’s CSR.

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Consider the following features about company videos: 1.

It’s Timely and Saves Time – Put simply video, done properly, and efficiently, is faster, smarter and better. Video is an excellent way to express a complex message in a short amount of time. This is certainly true when you’re dealing with “how-to” videos, when showing is as important as knowing.

Deep Impact – People remember things best if they get the information through as many sensory channels as possible. Video simultaneously communicates to two senses: sight and hearing, then there’s text and graphics. Combine this with textual resources in an integrated website and you have something very compelling – with your audio-video component easily replayed and paused.

Managing Partner at Komunika Partners. Email: nick@komunika-partners.com

3. Chris Holm Senior Consultant at Komunika Partners. Email: chris.holm@komunika-partners.com

Affordable, Reusable and Recyclable – There are a number of ways video can be a cost saving solution. As part of an electronic report video lowers your company’s carbon footprint and cuts paper costs, because messages go directly to staff via emails or text messages containing embedded video or video links. It Communicates “Up” As Well as “Down” -- Messages to staff can be produced affordably and efficiently directly from “fireside chats” with the CEO through to ‘vox-pops’ from the factory floor. Such broadcasts can go directly to staff via the company website and bring a workforce closer together. Even the process of production can be a part of in-company team building and there are boutique businesses built on this concept. We Have the Data – How many people watched the video? How many people shared the video? How did they share it? Who did they share it with? Did the video reach its target market? Has the video sparked discussion? Using the multitude of tools which already exist, videos can be tracked and accurate data collected. The same cannot be said for many traditional forms of media. Accessibility i.e. Nothing Lost in Translation – Almost everyone with a computer, smart phone, or tablet can, and

does access video. By adding sub-titles or a voiceover, one video can reach many thousands of employees, in multiple languages, across multiple platforms. 9.

It’s About Staying Current – It has become increasingly important to businesses large and small to stay abreast of communication innovation. Let’s remember the social media explosion that caught many companies out is only a few years behind us. Video is a product than can be disseminated across all the latest communication channels and demonstrates to employees and the public that your company is not going to be left behind.

10. It’s Transparent – Whether you are sharing updates from the field with your Board or Head Office, demonstrating to government stakeholders how your company works, or updating customers, video can act as a window into your operations and answer questions. Simply put, video is a genuine way to build the trust of your employees and the public. The latest data from market analytics site SocialBakers.com finds corporate and government channels like Telkomsel, BCA Bank and the Jakarta Provincial Government in the top-10 most watched sites along with those pushing traditional entertainment

like music videos. eMarketer (the online authority of digital trends) predicts Indonesia’s “digital class” of consumers will amount to nearly 30 percent of the population — over 70 million people -- by the end of last year, passing 100 million by 2016. So these days it’s not a case of “why do I use video?” but “when and for how long?” As 2014 gets underway, you should consider your video strategy, encompassing sales and marketing, internal communications and the dissemination of knowledge with your stakeholders and employees. Make video a part of your communications strategy, a decision you will not regret. mentioned above, can reach up to 15% of the price. Owner occupiers are liable for business rates (on multi-let properties the individual tenants will be responsible) but the UK Government has introduced ‘enterprise zones’ with more flexible planning and tax regimes and reduced rating liabilities which may influence investment decisions. In addition, where an investor controls the energy supply to a multi-let commercial development, then it could be liable to pay an environmental tax under the ‘Carbon Reduction Commitment’. Potentially this is recoverable from tenants, though the scheme is still in its infancy and it remains to be seen how it will work in practice.

www.britcham.or.id

FEATURE ARTICLE

Is Indonesia In Human Resources Ready for the AEC 2015? The ASEAN Economic Community shall be the goal of regional economic integration by 2015. The AEC envisages the following exclusivities: (a) a single market and production base, (b) a highly competitive economic region, (c) a region of equitable economic development, and (d) a region fully integrated into the global economy. On top of that, areas of co-operation include human resources development and capacity building; recognition of professional qualifications; closer consultation on macroeconomic and financial policies; trade financing measures; enhanced infrastructure and communications connectivity; development of electronic transactions through e-ASEAN; integrating industries across the region to promote regional sourcing; and enhancing private sector involvement for the building of the AEC. The AEC will transform ASEAN into a region with free movement of goods, services, investment, skilled labour, and allow for a freer flow of capital.

In Indonesia there will be a tremendous change in job market priorities as a result of the ongoing transition of the country from an agrarian to an industrialised economy and its alignment with regional community. This transformation requires competitive, multitalented and highly skilled employees. Is Indonesia’s human resources ready to compete in the AEC 2015? The pessimist’s answer would be rather dominant here.

(from lower to higher education) needs serious improvement. Students are simply prepared to memorise information and are denied training in criticalthinking. Furthermore, the Government’s policy on national education is another barrier to producing multi-talented and highly skilled employees. The government seems to live in limbo when they are implementing education policy. It leads to no improvements.

Today, the country is facing a serious problem in developing its human resources because of a mismatch between what local education institutions are preparing their students for, and the demands of the market. The current curriculum offered by Indonesian education institutions

Current employment prospects for Indonesian graduates are rather limited. The country suffers from one of the least graduatefriendly employment markets in the region. It is clearly reflected in the high levels of unemployment that many graduates face at the moment. However, this is

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Andrew Sutedja Comittee Member of Young Professionals Group British Chamber of Commerce in Indonesia. Sutedja & Associates Law Firm. Email: andrew@sutedjaassociates.com

not because there is a lack of demand for young Indonesian talent, rather it is a result of the lack of confidence that Indonesian employers have in the quality of local graduates. Despite many problems in human resources, businesses run as usual. Blaming the national education policy in Indonesia will not solve the matter. The active role that companies in Indonesia need to take to solve this problem involves providing continuous training after the recruitment process has taken place. In reality, many companies make the error of viewing training as a cost rather than an investment. Consequentially, many companies limit the training they provide to simply technical aspects of work rather than aiming to develop employees more holistically. Learning from success stories of many companies in the region, service excellence is always delivered in a cost-effective way. A key challenge when implementing business-level strategies, such as the effective differentiation of two or more companies, is providing good customer service. According to Michael Porter’s generic business strategies, the search for sustainable competitive advantage involves choosing between a cost-leadership and differentiation approach, combined with a choice about the scope of the market they want to compete in (Porter, 1985). He argued that since each choice should be supported and implemented through relevant resource allocation decisions and other strategic requirements, trying to do both would lead to neither being achieved and the company being “stuck in the middle”.

There are at least four goals and objectives should the company set: 1. Adopt human resource management practices company-wide that attract, develop, motivate and retain employees who contribute to the company’s objectives; 2. Deliver the highest quality of customer service that is safe, reliable and economical; 3. Generate earnings that provide sufficient resources for investment and satisfactory returns to shareholders; and 4. Maximise productivity and utilisation of all resources. Indeed, it is important to believe that “the wrong people are a liability”. For leaders of companies, there are a few important strategies that would allow for the competitive and high standard recruitment of people, amongst others: a. A stringent selection and recruitment process;

b. c. d. e.

Extensive training and retraining of employees; Thinking and acting like an entrepreneur; Empowering front-line staff to control quality; and Motivating staff through rewards and recognition.

Crucially, the continuous training and re-training of employees is vital for the long term success of a company. To the company, training is forever and no one is too young to be trained, nor too old. There is no excuse, regardless of how senior staff members are, he or she can always learn something. Wiping out corruption and selfish acts of people in power in these countries and areas is the key. Having said the latter, how on earth can one do that? As for feeding the predicted increase in world population, my view is that even if we hit the 9

billion 10 years from now and not in 2050, we can produce and deliver all the food that is needed, if there is money in doing so. The needed agri-technologies are already here. For instance, hybrid rice varieties with 9 MT/Ha yield potential exist but some farmers planting these are getting only 3 MT/Ha. Why? Because they hadn’t provided the extra water, fertilizers and other inputs for generating the extra 6 MT. And why didn’t they? Because, if they did, there would be over-production and price of the output would go down and they would not get a positive ROI. The limiting factor in increasing food production, if indeed needed at a point in time in the future, is WATER--clean and uncontaminated water! The upcoming Water Security Summit in early 2014 will no doubt address this critical factor.

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SME’S SPOTLIGHT

Outward Bound: Why We Must Constantly Push Our Limits

The literal definition of Outward Bound is the movement a ship makes when it draws its anchor and sets sail, due to the nautical origin of the term. The significance of the word is the notion of facing the unknown and overcoming challenges. We each have our own comfort zone, and they are formed by habits, but also by fears of trying something new. However, growth and discovery will only take place when we step out of our comfort zone. A well known motivational speaker Brian Tracy said, “Move out of your comfort zone. You can only grow if you are willing to feel awkward and uncomfortable when you try something new.” Imagine you’ve been taking the same exact route from home to work for a whole year and never once tried a different way. And

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one day you decide to take a new route altogether so that you can save time. Imagine taking that first step, what would be your initial feeling? Anxious that you might go the wrong way? Disoriented because you’ve never been in the area? There are only really two outcomes, you either get it right or get lost. If the first happens, you will probably feel positive because you have saved time and found a new alternative route. If the second happens, you’ll learn that certain routes don’t reach your destination. However, if you do so happen to get lost you may have to exercise your problem solving skills and that could still make you feel good. Either way, taking risks and trying something new allows you to discover something new about yourself and the world. In other words it allows you to grow.

Wendy Kusumowidagdo She is the Senior Consultant for Outward Bound Indonesia. An International licensed organisation for outdoor learning, focuses on maximizing businesses performance by empowering leadership, developing wining attitude and building teams. to learn how we can help you accelerate your teams, visit www.OutwardBoundIndo.org. Email: wendy@ outwardboundindo.org

In Outward Bound, through physical challenge, we essentially facilitate individuals to constantly push their mental limits. When you go mountain hiking in a group, your only responsibility isn’t carrying your backpack. To reach the mountain peak together successfully, as a team member you must strive your best to carry your own load, have a positive attitude and work together. It is also crucial that you employ trust, overcome ego, show compassion, and be resourceful and innovative. Comparatively in a business, in order to achieve success together, your people need to live and breathe those values. In Outward Bound, we help individuals break away from their comfort zones, and facilitate self-discovery and growth. Our training programs, using Experiential Learning through Adventure methodology compel individuals to face the unknown and overcome challenges as a team. Outward Bound Indonesia has been giving coaching, training and development programs to more than 80,000 people over 23 years. Our professional programs are catered for executives from all business sectors, whether private or public. Our youth programs are designed to complement the character development of adolescents. As part of a global organization (Outward Bound International), Outward Bound Indonesia strives for excellence in all aspects of our operations, especially safety, program curriculum and trainers. To learn about Outward Bound Indonesia and how we can help take you out of your comfort zone, visit www. OutwardBoundIndo.org or email us: info@outwardboundindo.org.

KPMG INDONESIA

Global experience delivered by KPMG Indonesia experts kpmg.com/id

LIFESTYLE & HEALTH

Mobility Impact : Is Dengue fever not sexy enough?

Nigel Crockett, GMS Director Sales and Marketing, Asia, Santa Fe Relocation Services Email: nigel.crockett@santafe.com.hk

On Friday 24 June 2013 at approximately 3pm whilst doing a little sight-seeing in Northern Chennai, an innocuous looking female mosquito dined briefly on my ankle. My fever started eight days later, two hours after I landed back in Hong Kong. Two days after that I was in isolation in a Hong Kong public hospital for a week on saline and glucose drips, sleeping 18 hours a day and sweating so much that my sheets had to be changed every couple of hours. Take it from me Dengue fever is not sexy. This article doesn’t pretend to be a source of scientific research, but if you wish to look into Dengue in more detail, references for all the data contained in it are provided below. You’ll find some interesting facts and comparisons about Dengue, and at the bottom you’ll find some useful guidance about what you should tell your assignees or business traveler. I didn’t know much about Dengue Fever before I got it. Heck, I wasn’t even sure how to spell it. What I know now is that Dengue has to be the most under-reported killer disease in South-East Asia. It doesn’t discriminate against locals or tourists – if your ankle is exposed, and there is blood pumping through it, you are fair game. How does Dengue measure up against some of the more recent health scares in Asia? There are a few names that really stand out. I’ve put together a little summary here so you can have a quick trip down memory lane. Year SARS

2002 2003 H1N1 2009 – 2010 H7N5 2013 H5N1 Since 2003

Reported Reported Infections Fatalities

Key Locations

8,273

775

China, Hong Kong

622,482

14,286

3 630

2 375

Africa and Southeast Asia China China, Egypt, Indonesia, Pakistan and Vietnam

These diseases were mostly classed as Pandemics. They had global news coverage, caused changes in customs documentation, and received the highest level of government attention.

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Dengue, by comparison in the recent data table below, has infected far more people, but has never quite managed to capture the limelight. Date of report Thailand Philippines India Indonesia Malaysia Singapore Global (NIH data)

Oct-13 Sep-11 2013 Jun-13 Nov-13 Aug-13 Estimated annual numbers

Reported Infections 136,000 86,662 3,564 49,000 28,707 842 50-100 million

Reported Fatalities 126 476 54 376 60 5 180,000+*

*This figure is not given in any official reports. It is arrived at by taking the calculated average government reported mortality rates of 0.36% in the rest of the table, and applying that to the lower end of estimated number of infections per the US Dept of Health and Human Services NIH figures (citation below). It is likely an overestimate given that not all Dengue cases are reported to authorities, but most Dengue deaths would be.

Given that the NIH (a part of the US Department of Health and Human Services) estimates up to 100 million people get Dengue every year, and around half a million people are hospitalized from it each year, it seems clear to me that the numbers reported by each country are likely to be only the tip of the iceberg. Whilst I’m not suggesting that diseases like SARS and H1N1 don’t deserve their Rockstar reputations, I do wonder what isn’t sexy enough about Dengue to get the attention of the media. Is she the ugly little sister of Malaria that nobody wants to dance with? (And yes, I think it is correct to give Dengue a gender, since only female mosquitoes bite!) Male mosquitoes don’t eat – like real Rockstars, they burn out rather than fade away. Malaria is transmitted in a similar way, and infects around 200 million people a year and kills over half a million (around 0.25% mortality rate). Malaria therefore has earned its own day (world malaria day is on 25 April each year), and the patronage of one of the world’s most active and wealthiest philanthropists (The Gates Foundation). By contrast, Dengue infects about a quarter to a half of that number, and has a mortality

four Dengue types at the same time – otherwise you risk making people much sicker. For the Mobility and HR managers out there who are responsible for sending your people out on assignments and business travel to Dengue affected areas of the world, Santa Fe recommends that you provide the following guidance : • • •

rate of somewhere between 1-10%. Dengue simply isn’t sexy enough it seems, so Dengue’s fate has been sealed for some time. Dengue doesn’t have its own day, and the funding for vaccine research in the past has mostly been up to the governments and NGO’s with less deep pockets - in Mexico, India, and Thailand. Since the Aedes mosquitoes (the carrier of the Dengue disease) likes warm temperatures, it is ironic that global warming may be its downfall. Much like the American eradication programs for Malaria in the middle of the 20th century, I predict we will also soon see a volley of new vaccines coming out for Dengue as well. And Why? Well, as the planet continues to warm, the South American Aedes mosquito will be making it’s way slowly northwards ….. and just recently, the Aedes mosquito (although, not carrying the Dengue disease) was found in California in 2013. Isolated cases of Dengue are now being found in parts of the Southern United States (Florida and Texas). Now that Dengue is actually threatening a population that can afford the research and effort required to take commercialization of vaccines to the next level, you can bet that the pharmaceutical companies are looking forward to vaccinating the 50 million people or so that live in California and Florida… at a hundred bucks

a shot I’m sure that would be a great incentive! Some time later, I have my fingers crossed that a cost effective option will also reach the millions of people in the poorer parts of the world that have desperately needed a vaccine for decades.

•

Creating a Dengue vaccine is not easy – and here’s the brief layman’s explanation on why that is, for the non-scientists among us. There are at least ten vaccines in various stages of development right now, but none of these are ready for the general public. There are four different types of Dengue (some sources say five types). Once you get one of the types, those antibodies give you immunity to that type of Dengue for the rest of your life. However, once you have antibodies to one of them, you get sicker if you catch one of the other three. So, in order to create an effective vaccine, you have to vaccinate against all

•

Use insect screen doors and keep them closed Use air conditioners Encourage the use of mosquito nets, particularly if sleeping with windows open Control mosquitoes in your home or hotel with insect spray Mosquitoes are more prevalent at dusk and dawn. At those hours particularly, wear long pants and shirts to prevent mosquito bites.

Apply insect repellent on your body and clothing if you have to go out. Pay particular attention to your ankle areas and legs (this is the favourite bite spot for Aedes mosquitoes) Exercising outside at dawn or dusk is not a good idea. Mosquitoes are attracted to lactic acid and CO2, two things that you produce more of when you are exercising.

So please, when you’re on the beach this year sipping your Margareta and enjoying a well earned vacation, just remember that Ms Aedes is looking for you, and she bites!

www.britcham.or.id

LIFESTYLE & HEALTH

Why Have I Lost My Voice?

Dr Aw Chong Yin Dr Aw Chong Yin is an Ear, Nose and Throat Surgeon. He specialises in general ENT with focus on rhinology, paediatric ENT and head and neck surgery. Dr Aw received his training at the Royal North Shore Hospital, Sydney and was a HDMP Fellow in Advanced Training in Rhinology at the University of Edinburgh ENT Department. Clinical Interest: General ENT with focus on rhinology, paediatric ENT and head and neck surgery.

What is it?

DID YOU KNOW? On average, the vocal folds of an adult male vibrate 120 times per second, but this doubles in an adult female. Imagine the vocal vibration cycles it represents when you talk for hours in a stretch!

Have you ever lost the use of your voice, probably after a long period of coughing, a bad sore throat or after a party where you spoke for hours over loud noises and music? Fret not, you are not alone. Generally for most, our voice will be restored to normal within the next few days. However for some people, the problem may continue to persist which affects their ability to speak at ease. The person may experience using more effort and strain in projecting and producing the voice, feel out of breath when talking or tightness and hoarseness in the throat. These symptoms may stay temporarily, such as during a cold or flu, or may persist over a longer period of time. Losing one’s voice can be quite troubling since we need to communicate every day. Let’s see what Dr Aw Chong Yin, Specialist in Ear, Nose and Throat Surgery & Consultant, Raffles ENT Centre has to share about the most common factors that explain the phenomenon.

What are some factors or causes of voice problems? Occupation Hazards • Professionals or workers (e.g. teachers, lawyers, presenters, etc.) have the tendency of using excessive muscular effort to project their voice (e.g. speaking or singing). • Leads to excessive tension in areas such as: the voice box (larynx), where the vocal folds are located. • Improper or habitual breathing during speech may also reduce air supply needed to empower the voice. • Inadequate vocal technique that causes vocal strain and fatigue.

Medical Reasons • Stomach acid reflux to the larynx can cause irritation and swelling to the vocal fold tissue, thus affecting or changing the voice quality. • Other medical disorders that affect the larynx or respiratory system may also cause voice problems.

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Lifestyle and vocal demand • People from certain professions place a heavier strain on their vocal fold muscles. Intensive, long and loud singing or speaking will all take their toll. • Insufficient hydration may cause less efficient vibration of the vocal folds and increase irritation in the throat. • Smoking and polluted or noisy environment can also lead to excessive vocal irritation and strain of our vocal fold tissue.

Emotions and stress • Our tone of voice expresses our emotions. When faced with extreme stress, negative emotions are sometimes vented through shouting and other behaviours that may cause injury to the vocal folds. • Some people may react to stress by “holding back” and not expressing their emotions. This indirectly causes a gradual increase of tension around the larynx. Thus, voice production can be impaired even in the absence of excessive voice use.

Medical conditions that result in voice problems • • • • • • • •

Reflux disease - flow of acid from the stomach into the oesophagus and even to throat Causes throat irritation May result in intermittent or chronic hoarseness An infection which causes the swelling of vocal folds Upper respiratory tract infection (URTI) is the most common cause of vocal cord infection Vocal folds vibrate and move differently when swollen which leads to the voice sounding hoarse Affects the voice and requires immediate medical attention Voice quality can deteriorate (e.g. raspy or hoarse) due to cancer and damange to the nerve supplying the vocal cords.

“Number of patients with voice problems increased from 180 in 2006 to 493 in 2010 (according to research) ”

Tips for Healthy Voice DOs:

DON’Ts:

•

Drink frequent sips of water to keep vocal tract hydrated. Pay attention to how your voice is feeling for the day. Rest your voice if possible when your throat feels sore, dry or tired. Avoid foods and drinks that may increase mucus secretion in the throat or promote acid reflux. Common problem-causing foods and drinks include spicy, oily or fried foods, chocolates and caffeinated or carbonated drinks.

•

Whisper - ‘Under-using’ your voice may cause muscle and strain tension in your voice box. Expose your voice to dry, dusty or polluted environment, which includes staying away from smoky places or smokers.

Raffles Medika Indonesia Menara Anugrah 1st Floor, Kantor Taman E3.3. Jl. DR Ide Agung Gede Agung Lot. 8.6 - 8.7 Kawasan Mega Kuningan, Jakarta 12950 Phone : (021) 5785 3979 Fax : (021) 5785 3977 24 Hour Hotline: (65) 6311 1111 Email: enquiries_indonesia@raffleshospital.com

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LIFESTYLE & HEALTH

History of Valentine’s Day Around the world the 14th of February is celebrated by exchanging flowers, chocolate, and gifts, all in the name of St. Valentine. The month of February has long been celebrated as a time of romance, and Valentine’s Day as we know it contains vestiges of both Christian and ancient Roman tradition. However, since the Catholic Church recognizes at least three different saints named Valentine or Valentinus, the history of Valentine’s day is shrouded in mystery. One legend states Valentine was a priest who served during the third century in Rome. He is believed to have performed marriages when Emperor Claudius II decided to outlaw them. The Emperor believed that single men without families made better soldiers. When this particular Valentine was caught, the Emperor ordered him to be put to death. A number of other myths and stories suggest Valentine may have been killed for attempting to help Christians escape torture in a number of Roman prisons. One legend goes as far to say that an imprisoned Valentine actually sent the first “Valentine” greeting himself after falling in love with a young girl who was thought to be the jailer’s daughter. Consequentially, some argue that Valentine’s Day is celebrated in the middle of the month to commemorate the anniversary of Valentine’s death or burial. However, others claim that the Christian church may have decided to place the St. Valentine’s feast day in the middle of February in an effort to “Christianize” the pagan celebration of Lupercalia. Lupercalia was a festival held for over a 1000 years in Ancient Rome on the 15th of Febuary. It honoured the gods Faunus (“Pan” to the Greeks) and Lupercus as well as Romulus. Though it began as a religious rite devoted to agriculture, over time it evolved into a festival of merriment and fertility. Despite beliefs that Valentine actually sent the first “Valentine”

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greeting himself, it is commonly thought that the oldest Valentine still in existence today is a poem written in 1415 by the Duke of Orleans, Charles. The poem was sent to his wife whilst he was imprisoned in the Tower of London after being captured at the Battle of Agincourt. The greeting is now a part of the manuscript collection of the British Library in London, England. By the 18th century it was a common practice for friends and lovers to exchange handwritten notes or tokens of affection in different parts of the world. However, it wasn’t until the 1840’s that Esther A. Howland began creating and selling the first mass-produced Valentine’s cards in America. She was known as the “Mother of Valentine” for making elaborate creations with lace, ribbons and pictures. Now an estimated one billion Valentine’s Day cards are sent each year, making Valentine’s Day the second largest card selling holiday of the year, after Christmas. According to the Greeting Card Association, 25% of all cards sent each year are valentines. Valentine’s Day in the UK The poets of Britain have probably penned the majority of the bestloved romantic verses associated with Saint Valentine. One uniform custom in the UK is the singing of special songs by children, who then receive gifts of chocolate, fruit or money. Another custom is the sending of love notes anonymously, a tradition dating back to Victorian times. Ultimately, recipients find out they have secret admirers while the senders satisfy themselves with the knowledge that the ones they admire know they’re admired.

Different regions of the UK sparingly celebrate their own customs to honor Valentine’s day, although the sending of cards and gifts of flowers and chocolates is standard procedure throughout the entire kingdom. In Norfolk in the west, a mysterious Jack Valentine knocks on people’s doors and vanishes, leaving sweets for children. In Wales, Valentine’s Day comes just a few weeks after St Dwynwen’s (January 25) day, the Welsh patron saint of lovers. The Welsh often celebrate with concerts and parties, and exchange Dydd Santes Dwynwen greetings cards. In parts of Scotland, Valentine’s Day is also celebrated with a festival. At this festival, there is an equal number of unmarried males and females, each of whom write their name (or a made-up name) on a piece of paper which is then folded and placed into a hat (one hat for ladies and one for men). The females then draw a name from the hat containing the men’s names and vice versa. Once this has been completed, the company split up into couples and gifts are given to the ladies. The females then pin the name of their partner over their hearts or on their sleeves. A dance often follows and, at the end of the festival, it is not unusual for marriages to take place. According to another Scottish custom, the first young man or woman encountered by chance on the street or elsewhere will become that individual’s valentine. Valentine’s Day gifts in Scotland are frequently given by both parties in the form of a love-token or true-love-knot.

Building a competitive edge

Leighton possess extensive experience in constructing world-class buildings for discerning clients. That is because in all markets that we operate we blend international best practice with local partnerships. The result is the value we offer.

Within Indonesia we are currently undertaking a selection of truly unique projects that conventional contractors may find challenging to deliver. We have intentionally selected these projects and diversified our Indonesian business. Through our actions we have made a clear commitment to operate in distinct Market Segments where we add discernable value. These segments comprise : Grade A Offices, 5 Star Hotels, Exclusive Retail, and Top End Residences. Our business has made a conscious commitment to Indonesiaâ&#x20AC;&#x2122;s growth at a time when Indonesia has committed to showcasing on the world-stage.

www.laio.com PT Leighton Contractors Indonesia â&#x20AC;&#x201C; 19/F Talavera Office Park, JI. T.B. Simatupang Kav. 22-26, Cilandak Barat Jakarta, 12430, Indonesia t: +62 21 3000 2323 f: +62 21 3000 2321 e: info-id@leighton.co.id

ADVERTORIAL

“WHAT MAKES A SCHOOL INTERNATIONAL?”

Singapore International School (Indonesia) Jl. Bona Vista Raya – Lebak Bulus Jakarta Selatan 12440 (+62 21) 759 14414 www.sisschools.org

“An International school is loosely defined as a school that promotes international education, in an international environment, either by adopting an international curriculum such as that of the International Baccalaureate or Cambridge International Examinations, or by following a national curriculum different from that of the country the school is located in.” - Wikipedia-

Some of the characteristics are: • Transferability of the student’s education across international schools. • A moving population (higher than in state schools or public schools). • Multinational and multilingual student body • An international curriculum.( e.g. IB - DP, MYP, PYP) • International accreditation (e.g. CIS, IBO, North Eastern ASC, Weston Ass. of Schools and colleges were mentioned by the group). • A transient and multinational teacher population. • Non-selective student enrollment. • Usually English or bilingual as the language of instruction

These schools cater mainly to students who are not nationals of the host country - but not exclusively - such as the children of the staff of international businesses, international organizations, foreign embassies, missions, or missionary programs. Many local students attend these schools to learn the language of the international school and to obtain qualifications for employment or higher education in a foreign country. International schools come in many different shapes and sizes and the term itself, includes a variety of school systems encompassing a wide variety of formats and curricula, with some being more international than others. In order to be considered an actual international school, it is widely agreed that a school generally follows a national or international curriculum different from that of the host country. Additionally, an emphasis is placed on international education (with such programs as the IB) and global citizenship. Rapid Growth The international school market has experienced explosive growth over the past 10 years with the number of international schools more than doubling across the globe. This past year alone, 345 new schools were added to the network of

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thousands of international schools worldwide. ISC Research, a UKbased organization dedicated to analyzing, researching and tracking developments in the international school market, calculates that there are currently over 2.8 million students enrolled in international schools around the world. More than two-thirds of the annual increase for 2012 came from Asia where ISC reports 238 new schools were added this year alone. This is largely fueled by China where the growth in foreign businesses, the expatriate community, and the export market mirrors the expansion of the international schools market. With 46 new schools, China accounts for one in five of the new Asian schools started this past year. Who are the Students? Students are the children or dependents of employees of international businesses, international organizations, foreign embassies, NGO’s, missions, or missionary programs. In addition to the children of expatriates, many schools have local students from the host country attending. International schools are growing in popularity for host country students and their parents are willing to pay the high tuition so their children can learn the language of the international school (mostly English) and obtain qualifications for higher education in a foreign country.

Some international schools have restrictions on the number or percentage of host country students the school can admit, while others are unable to admit host country students at all. For example, the American Embassy School in New Delhi does not admit students of Indian nationality, except in specific circumstances as mandated by the Government of India’s Ministry of External Affairs.* The first International schools were founded in the latter half of the 19th century in countries such as Japan, Switzerland and Turkey. Early International schools were set up for those who are constantly on the move, like children of personnel of international companies, international organizations,

NGOs, embassy staff with the help of nations having large interests in the hosting nation: for instance, American diplomats and missionaries often set up schools to educate their children; children of American military and army families often attended Department of Defense Dependents Schools (DoDDS); French diplomats and business families founded similar schools based on the French curriculum. Over time globalization has proven that education no longer can exist solely on a national level. “In a global economy, it is no longer improvement by national standards alone. The best performing education systems internationally provide the benchmark for success,” said OECD Secretary-General Angel Gurría launching the annual

‘education at a glance’ report in Paris. Increased movement of people around the globe has created a generation of children growing up and residing in foreign countries, creating and expanding this market for international schools that can cater for their educational needs. More than two-thirds of the annual increase for 2012 came from Asia where ISC reports 238 new schools were added this year alone. This is largely fueled by China where the growth in foreign businesses, the expatriate community, and the export market mirrors the expansion of the international schools market. With 46 new schools, China accounts for one in five of the new Asian schools started this past year.

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MEMBER’S ANNOUNCEMENTS

To further enhance our service to clients globally, and t at Asia as their trading partner, we are pleased to anno

Incorporation of One Asia Group Limited in United Kingdom To further enhance our service to clients globally, and to reflect the increasing business activities in the UK looking at Asia as their trading partner, we are pleased to announce the incorporation of One Asia Group Limited in the UK. Mr Richard Webb MBE has been appointed as the Director UK, as well as continuing to manage the group’s European activities.

Mr Richard Webb MBE has manage the group’s Europ

The One Asia Group is now United Kingdom. With add

The One Asia Group is now incorporated in Hong Kong, Indonesia, Sri Lanka and the United Kingdom. With additional representation in Australia, Singapore Please follow us on LinkedIn and and Thailand. Please follow us on LinkedIn and review our services at www.one-asia.biz

Etihad Airways And Garuda Indonesia Extend Codeshare To Sumatra And Solo Etihad Airways, the national airline of the United Arab Emirates, and Garuda Indonesia have extended their codeshare partnership to include two new domestic destinations in Indonesia. Etihad Airways now has its EY code on Garuda Indonesia’s flights from Jakarta to Padang in Sumatra and Solo in Central Java. The services connect with the two airlines’ 20 weekly codeshare flights between Jakarta and Abu Dhabi, enabling guests to travel seamlessly from Padang and Solo and on to Etihad Airways’ global network.

the airline’s partnership strategy. “Since signing the agreement in October 2012, our codeshare partnership with Garuda Indonesia has delivered significant benefits for both airlines – both in terms of revenue and network offering. “The addition of two new codeshare destinations on Garuda Indonesia’s domestic network gives us unprecedented access to more than six million potential Indonesian travellers and enables us to offer our best-in-class guest experience to more travellers from Indonesia.”

The new codeshare flights follow Etihad Airways’ recent increase in services between Jakarta and Abu Dhabi from daily to double daily and bring to seven the number of domestic destinations on which Etihad Airways codeshares with Garuda Indonesia.

Etihad Airways codeshares on Garuda Indonesia’s flights from Jakarta to 12 destinations -seven domestic routes to Denpasar, Surabaya, Manado, Makassar, Balikpapan, Padang and Solo, plus five international routes to Abu Dhabi, Amsterdam, Singapore, Hong Kong and Perth.

James Hogan, Etihad Airways’ President and Chief Executive Officer, said the expanded codeshare with Garuda Indonesia demonstrated the effectiveness of

Garuda Indonesia codeshares on Etihad Airways’ flights to 18 destinations in Europe, the Americas, Middle East and Africa. Produced by One Asia Group Limited 27th January 2014

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Congratulations to Mr. Alistair George Speirs OBE Upon Receiving The Most Honorable Title From Her Majesty Queen Elizabeth II We would like to take this opportunity to congratulate Mr. Alistair George Speirs OBE upon receving the award from Her Majesty Queen Elizabeth II, at Buckingham Palace in March 2014.

letters from pillars of society and distinguished gentlemen like yourself, greatly influenced the Cabinet Office and Her Majesty in bestowing this most honorable title on Mr. Speirs.

His achievements in supporting all manner of charities and building community goodwill between nations and letter of support from friends along with other

May we take this opportunity to also wish him good health, happiness and continued success in the years ahead.

Jones Lang LaSalle is now calling itself JLL Our new name and logo reflect our evolution as a global company as we serve and work alongside clients in an ever-wider range of markets and cultures. We made the move to JLL because the name is easy to say, easy to understand, more visible and memorable. It suits our vision for the future of our business. And the fact that so many of you already refer to us as JLL makes it a natural choice. Our name may be different but what remains constant are our core business values; the best client service, teamwork and the highest ethical standards.

www.britcham.or.id

NEW MEMBERS

INDIVIDUAL MEMBERSHIP

Mr. Abdullah Fauzi Abdullah Lajam abdullah@lajam. com

Mr. Alan Wong alan_wong@ telkomsel.co.id

Mr. Andrew Paul Goldman andrew.goldman@ cohnwolfe.com

Mr. Deepak Chainani deepakchainani@ gmail.com

Mr. Nick Dyer nick.dyer@ inservica.com

Mr. Robert Teasdale robert@ threelionssport. com

Mr. Wee Min Ho alexhowm.osi@ gmail.com

STANDARD MEMBERSHIP

Mr. Daniel Choat President Director astuteglobalsolutions@ gmail.com

Mrs. Effi Zuniawati Operations Manager

PT Astute Global Solutions (AGS) are visa and Immigration specialists with over 10 years of experience within the Immigration industry. We deliver accurate and tailored Immigration advice for our clients. PT AGS predominantly focus on assisting any nationality of person in Indonesia who is required to travel to UK-EuropeAustralia-USA as well as many other destinations for TourismBusiness-Study-Work-Marriage. We serve individuals and corporate clients and ease them through the whole visa process and pride ourselves on delivering the right advice first time. We can also provide information on nationality matters. For more information visit www.agsolutions.co.id or email info@agsolutions.co.id

Mr. Domy Halim Country Manager domy.halim@ipsos.com

Mr. Robbie Stone Business Development Manager robbie.stone@ipsos. com

A leader in fact-based consulting, Ipsos is trusted by top businesses, government sectors and institutions worldwide. We support domestic and international businesses using our fact-based market analysis, as they endeavour to Build, Compete and Grow in emerging and developed markets globally. Ipsos Business Consulting is immensely proud of its unique Asian heritage having expanded into Indonesia in 1998 after opening our first office in 1994 in Hong Kong. We have grown from being an Asia Pacific market intelligence company to become an integral part of the Ipsos global network, with a presence in 85 countries around the world.

PREMIER MEMBERSHIP Mr. Heri Susanto Managing Director heri.susanto@ rentokil-initial.com

Rentokil Initial Indonesia is part of the worldwide Rentokil Initial Plc, who offer top quality, value for money, innovative business services in washroom hygiene and pest control service business. In Indonesia we only have 2 Division, Rentokil Pest control and Calmic. Rentokil Initial Indonesia has been in Indonesia for more than 40 years has more than 1000 employees, 17 branches and 10 stations located in all over Indonesia. Ready to serve your needs has been providing effective and reliable pest control and hygiene service to commercial, industrial and residential customers since then.

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Mrs. Hilda Wibowo HR Director hilda.wibowo@ rentokil-initial. com

Mr. Sendy Daniel C Sopacua Operational Director sendy.supacua@ rentokil-initial.com

Committed to service excellence, our proud record of innovation is supported by a team of dedicated Rentokil Initial technicians trained to the highest professional standards. with a strength of more than 550 well trained servicemen and licensed technicians available in the market, we can respond to any distress call swiftly and efficiently. Our award : Achieve ISO 9001 : 2008 The First Pest Control Company in Indonesia to be recognized for its quality and customer satisfaction. Awarded Top brand 2010-2014 customer choice.

London

Hongkong Colombo olombo

Bangkok Singapore

Jakarta

Perth

S Sydney

THE GROUP OPERATES ACROSS THE HEART OF SOUTH EAST ASIA, WE ARE IDEALLY PLACED TO HELP YOU GROW YOUR ASIAN BUSINESS. WITH LOCAL TALENT, LOCAL KNOWLEDGE AND FEET ON THE STREET WE OFFER HIGHLY PERSONALISED SOLUTIONS

Incorporated in 2011 to act as business accelerators providing advisory services to global businesses

ADVISORY SERVICES • STRATEGIC • CORPORATE & FINANCIAL • TRADE • • RENEWABLE ENERGY • MARKETING COMMUNICATIONS • Contact Us: enquiries@one-asia.biz follow us on

www.one-asia.biz

NEW MEMBERS

OVERSEAS HEADSTART Mr. Ken McKnight President, CRH Asia kmchnight@crh.com

CRH is one of the largest building materials groups in the world with sales of US$ 23 billion in 2012, operating in 35 countries, and employing 76,000 people at over 3,500 locations. Our group is listed on the NYSE & FTSE indices, and is both a Fortune 500 & FTSE 100 company.

Mr. Nick White Regional Manager nwhite@trowers.com

In July 2012, English law firm Trowers & Hamlins opened a representative Regional Office in Kuala Lumpur. The KL office is headed up by Trowers & Hamlins partner Nick White (above), whose career includes nearly 20 years in the firm’s Middle East offices, as well as in the London HQ. The firm has an extensive track record of acting for ASEAN clients on a wide range of activities, including power and water projects, construction projects, disputes, real estate, Islamic finance, oil and gas, corporate and commercial transactions. It has a high profile and

Mr. Noel

Mr. Peter

O’Mahony CRH Group Performance and Innovation Director nomahony@crh. com

O’Loghlen Business Development Manager, CRH Asia pologhlen@crh.com

CRH operates through local subsidiary companies which retain a strong local identity, and occupies market leading positions in many of our global markets. Financially robust, CRH is rated “BBB+” by Standard & Poors, the strongest rating for any company in the construction sector worldwide.

Mr. Nicholas Edmondes Partner nedmondes@ trowers.com

Mr. Eric Teo Partner eteo@trowers.com

extensive experience in relation to acting for clients on their inbound investment to the UK - both as to real estate and corporate ventures. In addition to its home-base UK presence, Trowers & Hamlins has been in the Middle East for over 50 years, with offices in Abu Dhabi, Dubai, Bahrain, Oman and Cairo, as well as associations in Jordan and Syria. It is one of the largest international law firms in the Middle East with offices in Abu Dhabi, Bahrain, Dubai and Oman – in all of those places combining international expertise with local knowledge.

Mrs. Joanne Hipplewith CEO joanne@re-postreusablepostalpackagingltd.com

Re-Post ™ Reusable Postal Packaging Ltd is a privately owned UK based company that previously traded under GIG Productions Ltd. Re-Post was invented by Joanne some seven years ago and is patent pending in the UK, Europe, Hong Kong and India. RePost is an inventive and innovative step in envelope/parcel design. From its inception Joanne has been working to bring this global, everyday product to market. Re-Post is to envelopes what Apple is for iPhone and Dyson is for hoovers.

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Re-Post is an environmentally sustainable product which keeps envelopes and packaging in circulation for longer because RePost products are reusable. This benefits the consumer (end-user), business and environment. The consumer (end-user) receives their product in packaging that maybe reused, whether this is returned to the original sender or not. The business demonstrates its commitment to sustainability The environmental benefits, from manufacturing to landfill.

A Bridge to the World

T students of the British International School excel academically and contribute The to their community, participate at the highest levels of sport, perform artistically and enjoy their time at school. an BIS really is A Bridge to the World. B

For enrollments, please contact Admissions today. Tel: (62-21) 745-1670 • Fax: (62-21) 745-1671 • E-mail: admissions@bis.or.id • www.bis.or.id

Youâ&#x20AC;&#x2122;re just one step away from business opportunities

Join the British Chamber of Commerce in Indonesia WWW.BRITCHAM. or.id

Tel: +62 21 5229453 | Fax: +62 21 5279135 | email: uksme@britcham.or.id | www.britcham.or.id

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@BritChamindo

Email us at: Dhini (dhini@britcham.or.id) or call: +62 21 5229453 for booking.