Canadian Hong Kong Exchange: Your Chamber, Your Voice

Canadian Hongkong

EXCHANGE Vol.11 Fall 2013

Your Chamber Your Voice

A Publication of The Canadian Chamber of Commerce in Hong Kong

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Vol.11 Fall 2013

CONTENTS

Platinum Sponsors

02 Chairman’s Message 03 The Chamber

Committee Reports

04 Entrepreneur and Small Business Committee 05 Financial Services Committee 06 Technology Committee

Advocacy

09 Double Stamp Duty 11 Standard Working Hours 12 Hong Kong Cleanup

Adventures of Working Abroad in Hong Kong

14 Christopher Roberge

Gold Sponsors

15 Richard Brown 16 Stephen Chu

Focus on Members

17 An Immediate Solution to Hong Kong’s Pressing Waste Management Problem 20 News from the BC Government 22 Alberta Enthusiastic to Expand Market 25 China’s Labor Force: What Happens When China’s Workers Retire?

27 Royal Canadian Mineral Water Shares Its Story

Ruby Sponsors

Community Networking

29 Why did Eclipse Choose Lan Kwai Fong as a Destination?

30 The ‘Dead Fish’ Handshake and Understanding Other Business Etiquette in Hong Kong 31 The Canadian Rugby HK 7s & Olympic Fund

33 Chamber Events 37 New Members

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Chairman’s Message

T

he term community usually refers to a social unit of any size that shares common values. The Canadian Chamber of Commerce in Hong Kong is a community that provides a networking platform for its members with business interests in Canada, Hong Kong, Mainland China, and the broader Asia-Pacific region. Celebrating 36 years in Hong Kong, The Canadian Chamber of Commerce in Hong Kong is the largest Canadian business organization outside of Canada, and one of the most active international chambers in Hong Kong.

This issue of Exchange focuses on the Chamber’s Board of Governors; Executive Committee members; members; and committees and how they all contribute to the greater Hong Kong community. From advocacy issues such as the Double Stamp Duty, Standard Working Hours and the Hong Kong Cleanup program to recent developments of provincial representation in Hong Kong and the Hong Kong social scene. These are the committees and businesses that fuel the development of a vibrant local Canadian-Hong Kong community.

With this issue, we wish to celebrate the Chamber’s numerous members that come from various sectors and continue to add their expertise and share their success with the Chamber community. We can be assured that our committees will continue to take a lead on advocacy issues and remain a positive force in the community.

The Chamber allows for businesses like yours to stay connected – with Hong Kong, Canada and other businesses with the same values. We thank you for your continued support and making the Chamber your community.

Robert Cook Chairman of The Canadian Chamber of Commerce in Hong Kong (2011-2013)

Vol. 11 Fall Dec 2013

Published by Editorial Board Madeleine Behan Sam Powney Janice Ip Carol Chan Advertising Contact Carol Chan Charles Zimmerman Project Management Meipo Yeung Design and Layout Steve Mok Ken Ng Advertising carol.chan@cancham.org charles@speedflex.com.hk

Jointly Published by The Canadian Chamber of Commerce in Hong Kong Suite 1301 Kinwick Centre 32 Hollywood Road, Central, Hong Kong Tel: 2110 8700 Fax: 2110 8701 www.cancham.org Speedflex Medianet Ltd 1/F, Hua Qin International Building 340 Queen’s Road, Central, Hong Kong Tel: 2542 2780 Fax: 2542 3733 Email: info@speedflex.com.hk

Claims, statements and assertions made by advertisers are the responsibility of the advertisers.

The Canadian Chamber of Commerce in Hong Kong and Speedflex disclaim all responsibility and liability in connection with the content of any advertisement appearing in this publication.

Canadian Hong Kong Exchange is published quarterly (four times a year). The opinions expressed in this publication are not necessarily the opinions of the publishers.

All published material is copyright protected. No parts of Canadian Hong Kong Exchange may be reprinted or reproduced without the written permission of the publishers.

Canadian Hong Kong Exchange welcomes letters to the editor sent via email to canada@cancham.org. Submissions must include the author’s full name, address and daytime contact numbers. The Canadian Hong Kong Exchange reserves the right to edit letters for length and clarity.

EXCHANGE

The Chamber

ANNUAL GENERAL MEETING RESULT The Canadian Chamber of Commerce in Hong Kong’s AGM was held on October 7th, 2013.

Mr. John R Witt was elected as Chairman for 2013 to 2014.

John is the Chief Financial Officer of Hongkong Land, one of Asia’s leading real estate groups having a significant portfolio in Hong Kong as well as commercial and residential projects in other Asian cities. Previously, he was the Chief Financial Officer of Mandarin Oriental Hotel Group, the international luxury hotel group. He has been with the Jardine Matheson Group since 1993, with senior positions in Indonesia, the United Kingdom and France, principally in the car distribution business and consumer finance. Before that, he was with Ernst & Young in the U.K., based in their London office following several years at Clarkson Gordon in Toronto.

John has been on the Executive Committee of The Canadian Chamber of Commerce since 2011. In addition, he has been involved with other non-profit organizations in Hong Kong, including serving on the Friends Committee of the Asian Cultural Council. He is a member of the Asia Society and serves as a Voting Member of Hong Kong’s Riding for the Disabled Association.

Born in Ottawa, John qualified as a chartered accountant in Ontario following his undergraduate studies at the University of Toronto (Trinity College).

He subsequently earned an MBA from INSEAD (Institut Européen d’Administration des Affaires) with distinction.

The Executive Committee

The Chamber Secretariat

Front Row Left to Right: David Mulvenna, Madeleine Behan, Robert Cook, John Witt 2nd Row Left to Right: Michael Nardella, Don Roberts, Guy Cloutier, Henri Arslanian 3rd Row Left to Right: Kendal Hembroff, Gina Hudel, Jennifer Chua, Hendrik Rosenthal Top Row Left to Right: Anthony Behan, Christopher Dillion, Barett Bingley, Lawrence Nutting, Mati Pouliout, Fabien Jeudy, Bill Said Absent: Vincent Duhamel, Todd Handcock, Adam Khemiri, Andre LaJeunesse, Brian Lau, Vanessa Ma, Jean-Baptiste Roy, Wendy Tong-Barnes, Mei Velasquez, Wai Ho Wong, Victor Yang, Christopher Roberge, Richard Brown

Left to Right: Olivier Lanoix, Membership Manager, Amanda Ho, Events Assistant, Vivian Wan, Administrative Assistant, Carol Chan, Finance and Operations Manager, Janice Ip, Events and Marketing Manager, Evan Wilcox, Membership Services Manager

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Committee Reports

The Entrepreneur and Small Business Committee

However they are often confronted with problems in the workplace. They frequently have difficulty in obtaining capital or credit, particularly in the start up stage. Their limited resources reduce access to new technology and innovation.

Therefore support for Micro and Small Enterprises should continue to be one of Hong Kong’s priorities for economic growth, job creation and social cohesion. To conclude, it is our overall aim to serve as a “home” for our fellow entrepreneurs, micro/small business owners and start-ups.

In summary, not only does our Chamber provide a variety of networking opportunities for us to meet people from different business sectors, they also help us foster a sense of belonging to the larger business community. From our experience and that of our Committee members, the opportunity to be part of your own entrepreneurial community where you can share experiences, challenges and sometimes disappointments is the most important support of all.

Part 3 Strategic Contribution: Membership Growth and its Responsibilities

Co-Chairs: Anthony Behan, Madeleine Behan Part 1 A Special Feature of the Committee: “How I Started: How I Made It”

The Entrepreneur and Small Business Committee is a forum for the exchange of ideas and sharing of experience. It provides present and future entrepreneurs, small business owners and start- ups with help in finding solutions to common business problems as well as dealing with the challenges of starting or growing a business.

The Committee meets once a month at 8.15 a.m. at the Chamber. A regular feature of the meeting is an Experience Sharing Session inviting a member of the Committee or a special guest to give a fifteen-minute presentation on “How I Started: How I Made it” (or sometimes How I Didn’t Make It!”).

Every Chamber member is most welcome to join us in this Experience Sharing Session in the monthly Committee meeting.

Part 2 Our Current Position Subsequent to our recent survey on the “Global Change in Company Size: The Growth of Small and Micro Companies” (published in December 2012 in Exchange Magazine Issue 9), we would like to conclude that overall, Micro and Small Enterprises play a central role in the Hong Kong economy. They are a major source of entrepreneurial skills, innovation and employment.

EXCHANGE

The Committee will continue to contribute to the Membership Growth and Economic Growth of the Chamber. We will do this by helping the Chamber to absorb even more of the following important target groups into the membership: a. A much larger percentage of the enormous group of Professional Canadians, with roots in Hong Kong, who have over the last few years have returned to Hong Kong because of the positive economic climate in Hong Kong and the PRC. Many will fall into the following categories: Along side this strategy, we will continue to focus on our regular target groups but with more vigour. b. Entrepreneurs c. Owners of Small/Micro Businesses – the fastest growing business sector in HK d. Start-Ups – advertise the fact that the Entrepreneur and Small Business Committee can be of particular help to StartUps. Finally the Entrepreneur and Small Business Committee believes Membership Growth and its responsibilities are not just tasks for the designated manager.

Every Governor, Executive Committee Member, Committee Member and every member of staff is responsible for taking care of current members and bringing in new members as it is only by a team effort that the Chamber will reach its membership targets and then maintain them.

Committee Reports

The Financial Services Committee Co-Chairs: Henri Arslanian, Richard Brown The Financial Services Committee of the Canadian Chamber of Commerce in Hong Kong (“FSC”) was set-up earlier this year with the goal of becoming nothing less than the premier forum for members of the financial services community of Hong Kong.

The FSC intends to bring together members from all parts of the broad financial services industry of Hong Kong, including the asset management, investment banking, private equity, venture capital, hedge fund, wholesale, and retail banking, wealth management, and insurance industries.

Co-Chaired by Henri Arslanian (UBS Investment Bank) and Richard Brown (Brookfield Financial), the FSC organizes three type of events to allow members to connect, keep on top of the latest developments, and share ideas: The first type of event are idea exchange events, generally with a high-profile guest speaker and generally held in the evening. For example, the FSC organized a event on April 29, 2013 with guest of honor Chandran Nair, who presented his recent book “Consumptionomics: Asia’s role in reshaping capitalism and saving the planet”, and discussed ideas he has recently presented at the OECD, the APEC CEO Summit, and to the World Economic Forum Davos gatherings. The event was sold out and allowed members to network and discuss ideas. Similarly, on September 25, 2013, Ross O’Brien, the Director of the Economist Corporate Network, will present the

latest economic forecast from The Economist in a presentation entitled “Lowdown on the Slowdown – is Asian growth over?”

A second type of event is lunchtime educational sessions where industry experts come to discuss and present some of the latest developments in their field of expertise.

For example, on August 15, 2013 the FSC organized a presentation from Ying White, from Clifford Chance, on the topic of Hedge Funds and Private Equity Funds in China. The event was once again sold out and allowed members to learn about the latest developments taking place in these exciting industries in China.

The final type of events is quarterly committee meetings where some of the FSC’s future events are brainstormed, discussed and planned. In addition, the Co-Chairs intend to name “industry captains” who will be responsible of giving a 5 minute update to the members present on some of the developments taking place in their industry. The goal is that, within a lunch hour meeting, members who attend will be able to have an overview of all the major developments impacting the broader financial services community. The next committee meeting is scheduled to take place in Q4 2014.

We have developed great member momentum so far, and are looking forward to getting more members involved. Stay tuned for the upcoming CanCham emails and register for the next CanCham FSC event!

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Committee Reports

The Technology Committee Co-Chairs: Adam Khemiri, Chris Lloyd Here is a snapshot of what we aim to do: • Facilitate the transfer of Technology related knowledge • Keep our members informed about industry developments • Provide an opportunity to network with the like-minded • Offering insights via events, speakers and media • Design forums to engage all levels of knowledge and expertise • Include regional relevance • Enjoy ourselves whilst doing all of the above

Our Report We wanted to take this opportunity to inform everyone what the Technology Committee is all about. When you think technology many people may envisage soldering irons and microchips but, whilst that is technology, it isn’t the crux of what we do.

Technology has evolved from an antisocial hobby to the largest industry on the planet – no greater example of this evolution can be seen that with Apple who themselves has shaken off their graphic design tool maker tags and successful converged fashion and technology together to become the richest company around.

Technology is all about enabling, enabling you to do what you couldn’t do before or didn’t know about before. Our committee uses that as our ethos every month. We appreciate that taking the time to travel and join us in person isn’t all that easy or convenient, so we want to ensure that you leave knowing more than when you arrived. We want to enable you to know more people, know more about technology and ultimately know how to do more.

EXCHANGE

The format for our last year has been simple but has seen our venues filled to capacity. We always have a diverse audience of varying technical comprehension levels which means that there is always someone new to meet and engage with.

The Technology Committee features an industry speaker sharing their insights into a particular tech related field. We’ve managed to engage our members with exceptional presenters of which two were talking about Big Data the most controversial and significant tech area on the planet right now along with Call Of Duty the largest media property on earth by revenue and what it took to get it there and keep it there.

We follow this up with debates which allow everyone to share views, acquire and transfer knowledge and understand more about what may have been an unknown quantity.

Recent topics have included whether we should support HK telcos in their battle to keep telecommunications competition from China at bay; how the internet tracks what you do, what it is a good thing and how to become anonymous but most recently we discussed whether HK ISP’s and telco’s are breaking privacy laws and came up with some shocking revelations.

We don’t want to let too many e-cats out of our virtual bags but we’d like to remind you that the Technology Committee is here not only to serve you but to enable you to do more that you thought was possible. You don’t have to be a geek or an aficionado, you just need to take the first step and we’ll help you do the rest.

Vol.11 Fall 2013

The Chamber Launches the New Signature Series “From Seed to Exit” 2013/2014

Signature Series Title Sponsor:

Signature SeriesVenue Sponsors:

Brought to you by...

The Entrepreneur and Small Business Committee and Young Professionals Committee of the Canadian Chamber of Commerce in Hong Kong

This Series brings current and aspiring entrepreneurs, small/micro business owners and start-ups, including young professionals who are on the learning path to becoming entrepreneurs together to share experiences about the challenges they face in establishing and operating a business in Hong Kong and in the Asia Pacific Region.

In summary the Series will be helpful to those who are looking for new ideas, different business strategies, solutions to business problems, or more profitable ways of doing things in general.

Schedule of the Series: 1. October 23, 2013 - The Funding Road-map for Start-ups by Alain V Fontaine. Partner, Ocean Equity Partners 2. November 13, 2013 - Angel Fundraising - What Should You be Looking for? by Tytus Michalski, Managing Director, Fresco Capital Advisors 3. November 26, 2013 – Setting up a Business: The Perils of Partnership Many Other Pitfalls to be Avoided by Pádraig Walsh, Partner of Bird & Bird (China and Hong Kong) 4. January 22, 2014: Crowd-funding Platforms for Entrepreneurs and Small Businesses and Why does Hong Kong need Equity Crowd-funding 5. 1st Quarter, 2014: A Case Study: How Did I Successfully Raise Seed/ Angel money?

6. 1st Quarter, 2014: Planning Strategies 7. 2nd Quarter, 2014: Marketing Strategies 8. 2nd Quarter, 2014: Exit Strategy: How do I manage an exit of the business I created? What are the different options? Private Equity Sale/ IPO Trade Sale?

Advocacy Background on the Event

Letter Based on the CanCham Property Committee Event The Dangerous Stamp Duty: Is the Double Stamp Duty a Threat to Hong Kong’s Long Term Future?

Following a position letter sent to the Bills Committee (23 May, 2013) on Stamp Duty amendment Bill 2013, the Canadian Chamber of Commerce’s (CanCham) Property Committee hosted a panel event on Wednesday, 3 July 2013at The American Club, Central, Hong Kong to bring the Double Stamp Duty (DSD) debate to a public forum.

The following letter is an edited and unattributed summary of CanCham’s 3 July, 2013, DSD event. All panelists were free to express their own views on the DSD, independent of CanCham’s position letter.

The summary below does not necessarily reflect the CanCham’s views on the DSD (the CanCham’s views are reflected in the enclosed official position letter1).

The Dangerous Stamp Duty: Is the Double Stamp Duty a Threat to Hong Kong’s Long Term Future?

The Double Stamp Duty (DSD) is the 3rd “market cooling” property tax proposed by the HKSAR Administration in 3 years and is currently under review by the Bills Committee. The DSD has directly negatively impacted CanCham members, and if the DSD is passed, it could very well negatively impact Hong Kong’s long-term competitiveness.

Background Hong Kong’s commercial property sales index has more than doubled in the past 4 years.

To manage this market, the Administration is intervening by proposing an amendment to the Stamp Duty Ordinance to adjust the Ad Valorem Stamp Duty (AVD) rates to double the stampduty on commercial property (ie, DSD).

The proposed DSD measures were announced on 22 February 2013. In an unanticipated turn of events, on 30 May 2013, the Bills Committee, charged with reviewing the proposed DSD legislation, passed a nonbinding motion to withdraw the Government’s proposed DSD measures.

CanCham’s Advocacy On 23 May 2013, CanCham provided a letter to the Bills Committee voicing its concern about the impact of the DSD. On 13 June 2013, CanCham, along with 20+ other organizations, presented a deposition to members of the Bills Committee2.

On 3 July 2013, the CanCham Property Committee hosted an interactive panel event debating the issues surrounding the proposed DSD legislation, a summary of which is found below.

Introduction The Hong Kong business community and the general public have voiced anger and frustration towards the proposed DSD. The Administration should listen to the views of the

1. Online viewing: http://canchamnews.wordpress.com/2013/06/14/cancham-position-letter-to-the-bills-committee/ 2. Deposition Video: http://webcast.legco.gov.hk/public/en-US/SearchResult?page=20

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Advocacy general public and the business community and adjust its position accordingly. The management of the DSD issue will determine the current Administration’s leadership abilities.

Reputational Risk The DSD has the potential to harm the Hong Kong business community and Hong Kong’s long-standing reputation as a free market with the international business community.

We understand why the Administration feels pressured to see property prices drop given the public discontent over high property prices; however intervening with the property market through a broad stroked taxation measure (i.e., the DSD) will hurt the Hong Kong general public and business community in the longterm.

The DSD will materially vet HK’s regional competitiveness and help improve the position of rival Singapore as a choice regional business destination. As with any proposed legislation undertaken by the Legislative Council, a longterm view of Hong Kong’s economy needs to be taken.

The Administration’s heavy-handed intervention in the property market with the DSD has the potential to discourage Foreign Direct Investment into Hong Kong. Foreign investors may see the DSD measure (in addition to the previous Special Stamp Duty and the Buyers Stamp Duty) as part of an anti-free market, interventionist trend that will repeat itself again in other sectors and industries.

The Administration’s recent intervention compounded with future perceived intervention could see Foreign Direct Investment (FDI) being rerouted to other jurisdictions such as Singapore.

High property prices are a supply-side issue that must be addressed. While the scope of the CanCham event did not cover land supply management, it was frequently suggested that a steady release of land supply could be a key pricing management instrument, eliminating the need for any direct intervention, such as the DSD.

regulate and restrict individual and company rights.

It was generally agreed that a reduction in speculation was needed, but the DSD broad measured approach risks harming end users (both SME and MNC) and long term-investors.

Each of these constituencies greatly benefit Hong Kong’s long-term economic health.

Opposition to the DSD is strong as it affects these important contributors to the Hong Kong economy.

The DSD would discourage businesses from purchasing offices, especially SMEs that lack the capital reserves to meet the high tax requirements.

The free market can be trusted to resolve the speculation issue on its own. Transaction costs (such as taxation in the form of Stamp Duty) do not affect value, they affect transaction volume. Since the announcement of the DSD, transactions have dropped but prices have not seen the desired reduction in pricing that was anticipated from the legislation.

Government Intervention is Dangerous There is an inherent problem with the constitutionality of the DSD. The public doesn’t need to be recovered through a taxation increase, as the buying and selling of property causes renovation.

The Hong Kong constitution permits: 1. Individuals and companies the right to freely buy and sell assets, including property.

2. Taxation to generate revenue and to modify behavior as per Article 1083.

Impact

This Bill does not respect either of the above.

The DSD will negatively impact Hong Kong’s competiveness. The DSD has already reduced the volume of commercial property transactions, but has not materially affected the commercial property market’s pricing.

The Administration’s intervention is dangerous as it has decided to manage the property market through broad strokes. This will ultimately fail Hong Kong. The DSD would

Through the proposed DSD, the Administration would be labeling all commercial property investment as speculative in nature, which is untrue as most property investors are not speculators but long-term investors.

The Administration should address the root causes of the hot property market directly by revisiting monetary policy and increasing the supply of available land. The Administration can control supply-side problems through a more proactive approach to releasing land supply.

Hong Kong’s land supply management has not and will not meet current and future needs. The situation is so dire that Hong Kong is considering rock caverns4 as a method to increase supply.

If the government’s goal is to see prices contract to reasonable level and to stabilize the market, the DSD is not the proper approach. Prices have not contracted with any significance in these measures. Instead, the number of transactions has fallen. Meaning, in part, that investors are discouraged from investing in Hong Kong’s property market.

Taxation is not an effective measure to deal with a housing problem; the DSD is too broad in its approach to deal with specific problems that the Hong Kong property market faces. Instead, the DSD could harm the commercial market while achieving none of its aims. The administration needs to think about what they want to accomplish and how to do it effectively.

Editor’s addendum 3. Article 108 - The Hong Kong Special Administrative Region shall practise an independent taxation system.

4. The Hong Kong Special Administrative Region shall, taking the low tax policy previously pursued in Hong Kong as reference, enact laws on its own concerning types of taxes, tax rates, tax reductions, allowances and exemptions, and other matters of taxation.

EXCHANGE

Standard Working Hours

Advocacy

The following summarised report is based on the Discussion Forum on “Standard Working Hours” held on June 6th, 2013 in CanCham.The Discussion was presented by the Entrepreneur and Small Committee and convened by the Vice Chairman of the Employers’ Federation of Hong Kong (2012-2013). Mr. Renwick is a Partner of Ward Howell.

Reported by Janice Ip

The Canadian Chamber of Commerce in Hong Kong

T

he average weekly working hours of fulltime employees in Hong Kong is 49 hours.

According to the Price and Earnings Report 2012 conducted by UBS, while the global and regional average were 1,915 and 2,154 hours per year respectively, the average working hours in Hong Kong is 2,296 hours per year, which ranked the fifth longest yearly working hours among 72 jurisdictions under study.

Standard Working Hours (or ‘normal working hours’) refers to proposed legislation to limit the working hours per day, per week, per month or per year. Under this regulation, if an employee needed to work overtime, the employer would have to pay overtime payments to employees as required in the law. Generally speaking, standard working hours of countries worldwide are around 40 to 44 hours per week, and the additional overtime payments are around 25% to 50% of the normal hourly payments.

In general, various sectors of the community show concern about the possible legislation of standard working hours in Hong Kong. As with the Minimum Wage, some feel that it will not make much impact on SMEs – or anyone else. But just like the Minimum Wage, Standard Working Hours (if legislated) will make a significant difference to every company in Hong Kong.

The purpose of our discussion on Standard Working Hours was not to agree or disagree on the topic, but to identify and understand the issues revolving around it so we can spearhead a well-balanced discussion. Here is a summary of our discussions.

Hong Kong is a society defined by flexibility; will such a policy hinder its economic competitiveness?

We have to take note that SMEs represent a large proportion of Hong Kong’s economy, and

placing legislative restrictions on working hours could reduce their competitiveness and put some out of business.

The large number of SMEs in Hong Kong might lead to difficulties of enforcement?

Perhaps we don’t have to view all SMEs under such a broad category. We can be more specific and further categorise them by industry, turnover etc. This could also make it easier when writing up exemptions for the legislation.

What should the objective of such a policy be? What perspective should we take – social, economic, political, or a combination of all of these?

The objective is vital, as it will govern how we shape policy. If the objective is misguided, any initiative could create additional problems.

Example - Our Objective: We want to make sure employees are fairly compensated for overtime, etc. This might logically suggest implementing standard working hours, so that any hours worked in excess are compensated to employees. But the result might be employers hiring less people to cut costs. Consequently, this might lead to a raise in unemployment.

What triggered the policy?

Labour groups in line with the democracy movement. Hong Kong is a first world city, and should have equivalent first world working conditions with the help of equivalent legislation. A first world city should take care of the less well off and marginalised groups.

That being said, do we risk compromising the conditions of the majority (middle and upper class) to improve conditions for the marginalised minority?

Could working long hours be too culturally ingrained in Hong Kong society, and does the Hong Kong workforce even want to work shorter working hours in the first place?

In fact, some would argue that the long hours and hard work are part of the attraction of working in Hong Kong. Could we be creating a problem when there isn’t one in the first place?

Example - the dock workers strike: There was not one word about wanting to work fewer hours.

Brian Renwick summarised, ‘Ultimately, what people want is respect for the work they do.’

The number of working hours might not be the problem, but proper and fair compensation is.

Should proper and fair compensation then be the objective, and how can we align a policy on standard working hours to ensure this objective is achieved?

Regardless of the exact objective, would legislation be the best way to achieve a change?

Informal overtime policies and flexible working hours could be better alternatives to legislation, especially considering that Hong Kong thrives on flexibility and creativity.

Perhaps self regulation is the best solution in Hong Kong’s free economy.

Of the two, which is preferable, standard working hours or maximum working hours?

We need to weigh the costs and benefits of both these approaches.

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Advocacy

CanCham Supports the Hong Kong Cleanup Register a Team Today!

Get your gloves on! Registration is now open for the 13th annual Hong Kong Cleanup Challenge - this year to be held from September 21st to November 1st.

The Hong Kong Cleanup is the region’s largest FREE environmental volunteer event – anyone can join!

By Lisa Christensen and Nissa Marion Eco Vision Asia Limited

W

e are dealing with a serious trash issue in Hong Kong, and indeed around the world. Did you know, for example, that we throw away an estimated 1,368,000 plastic bottles and over 1,000 tonnes of plastic bags every day in Hong Kong? Our landfills are almost full, and our oceans are choked with debris.

But you can be part of the change, through action and awareness.

The Cleanup Challenge is an annual volunteer event organised

by Ecovision Asia. It had its beginnings in 2000, when Ecovision CEO (and fellow Canadian) Lisa Christensen found some of Hong Kong’s most beautiful beaches and shorelines littered with trash and vowed to do something about it.

That year, she organised a group of 45 volunteers to pick up rubbish at Tai Long Wan. Today, that small grassroots effort has grown into a regionwide annual 6-week long event, and is a well-loved household name. During the 2012 Challenge, 39,098 volunteers collected and counted 105,507kg of trash, cleaning up over 637km of Hong Kong’s coastlines, hiking trails and urban areas.

EXCHANGE

Driven by the overwhelming support and enthusiasm from members, the Canadian Chamber has participated in the Cleanup Challenge for many years as a Supporting Organisation. The Chamber provides support through promotion of the Cleanup’s education and call-to-action campaign, and through the highly popular annual Team Canada Beach Cleanup, organised by CanCham’s Sustainable Development Committee.

Interested in signing up a team this year with your company, organisation, or family? It’s simple; here’s the step-by-step: 1. Register your team cleanup online at HKcleanup.org – you choose when, where and what type of cleanup you’ll do 2. Attend a FREE education seminar where you’ll get the info and tools you need for a successful cleanup 3. Clean up! Get out there on your chosen day, and have fun.

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

Advocacy “The response from the Hong Kong community has been wonderful – we see an increase every single year. It’s very gratifying, because it says that Hong Kong people are becoming more aware of the environment and are inspired to do something about it,” quotes Nissa Marion, the co-founder of Hong Kong Cleanup and another fellow Canadian.

We need all the help we can get – Hong Kong generates a shocking 6 million tones of waste every year, but only a small portion of that figure gets recycled. Sign up to join the Canada Chamber’s team for this year’s Cleanup – we may be Canadians, but Hong Kong is our home too! Let’s give some love and care back to the 852.

Three team challenges = More ways to participate!

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

The 2013 Hong Kong Cleanup Challenge took place between September 21 – November 1, 2013.

For more details, visit: www.hkcleanup.org or email: info@hkcleanup.org

2. Country Cleanup Challenge: Hong Kong’s country parks are one of our most valuable assets. They offer not only beautiful vistas and recreational activities such as hiking, cycling and camping, but also absorb carbon dioxide and are home to many species of wildlife. Detrimental amounts of litter and trash can be found in all of our country parks, and the issue needs to be addressed. Cleanups educate about littering and its effect on the natural world we all need and enjoy.

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

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

Alberta’s Hong Kong International Office – your one-stop shop for information and business facilitation Business opportunities abound in the province of Alberta. Rich in natural resources, Alberta offers distinct advantages in a wide range of sectors including energy, agriculture and agri-food, forestry, advanced technology, and tourism.

Email: gov.ab@alberta.org.hk Phone: +852-2528-4729 www.albertacanada.com

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Adventures of Working Abroad

Adventures of

Working Abroad in Hong Kong Interview with Christopher Roberge

Christopher Roberge Managing Director Deloitte & Touche LLP

Christopher Roberge is an active Executive Committee member and a founding member of the Natural Resources Committee at the Canadian Chamber of Commerce in Hong Kong. He has risen to become Managing Director for Canadian tax services at Deloitte’s Asia Pacific International Core of Excellence (AP ICE), which is based in Hong Kong. He has extensive background knowledge in Canadian domestic and internal tax, and is experienced in U.S international tax issues. He moved to Hong Kong from Calgary in 2010, but was born in Saskatchewan. He commented that his life is a journey to the west, except that he skipped British Columbia and came straight to Hong Kong.

How long have you lived in Hong Kong?

I’ve been in Hong Kong for about 3 years. I lived primarily in Canada, but my job has allowed me to travel extensively, so I have the privilege to visit many different places and explore different cultures.

Did you ever dream of working in Hong Kong previously?

No, I never actually thought that I would have such a great opportunity to work in a foreign country, especially Hong Kong. Growing up in central Canada, you develop your dream based on what you see and what you learn. Especially when the media focuses mainly on North American news, therefore, Hong Kong was never on my radar.

Have you picked up other languages beside English?

I studied Mandarin for a few years, but it is very hard to practice it in Hong Kong because people speak at least two languages in this multicultural city. However, I can speak a little Thai and Mongolian because my job allowed me to travel a lot internationally so I was able to pick up different languages.

What were some of the challenges you faced when you first arrived and how did you overcome them?

The biggest problem in Hong Kong is the lack of educational facilities. It is also the biggest challenge I faced. I was lucky,

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Interview Conducted byVivianWan The Canadian Chamber of Commerece in Hong Kong as my kids went to a Canadian school; however the number of schools available for a city of this size is insufficient. The government really needs to work on this issue before more and more talented entrepreneurs leave the city due to their disappointment with educational facilities provided for their next generation. The government must get this problem fixed for those people who want to make Hong Kong their HOME.

What do you see as the benefits of living and working in Hong Kong? Which aspects of Hong Kong do you enjoy most?

What I really love about Hong Kong is the true international sense of the city. Hong Kong is not only a city of lights; it is truly an international and multicultural city. You get to explore and learn about many different cultural traditions. I also love how Hong Kong deals with and talks about global issues. Hong Kong is the world’s window into Asia. The international part is the most exciting aspect of Hong Kong, because it has created a greater level of complexity. You are also facing at least one new challenge each day because there are so many different viewpoints and opinions. Hong Kong deserves two thumbs up!

When you retire, would you rather spend your retirement life in Hong Kong or Canada, and why?

My retirement life will not be in Hong Kong. It will possibly be in Canada, but I would also like to spend it in the Mediterranean.

Hong Kong will not be on my list because it is an international finical hub, a city of work. It is definitely not for relaxation.

Adventures of Working Abroad

Interview with Richard Brown

Richard Brown Managing Partner of Bookfield Financial

Richard Brown serves as an Executive Committee member of the Canadian Chamber of Commerce in Hong Kong. He is also a Co-Chair of the Financial Services Committee. Prior to moving to Hong Kong in 2000, he worked 4 years at the consulting firm of McKinsey and Company, and then spent 18 years with Citibank. Not only had he co-founded the bank’s real estate capital markets practice, he was also the Chairman of Citibank Canada Securities Limited, before assuming the role of Financial Institutions head for Citibank in Asia Pacific.

Shortly after he moved to Hong Kong, he joined Brookfield Financial in 2011 as a Managing Partner based in Hong Kong. Richard has over 25 years of banking experience. He is definitely an expert in the banking industry.

How long have you lived in Hong Kong?

When did you arrive in Hong Kong?

Which country(s) were you working in prior to moving here?

We moved here from Toronto in 2000. Whenever I travel to a new place, I always find myself dreaming about what it would be like to live there. Hong Kong was no different than any other cities. I first visited in 1989, and enjoyed the city at the time, but only began to really want to live here after the handover. The city seemed much more interesting and so much more Asian after 1997. During those years, I visited Asia four or five times a year, and each time I would return and ask my family about moving. There were too many reasons on why we couldn’t for example, new schools, new house, careers going well, etc. But eventually we decided it was now or never, and so we made the decision to move in 2000.

Have you worked in other countries before, apart from Hong Kong? How is Hong Kong compared to those places?

Yes, in my 20’s I worked in the oil industry in the Middle East, as a way to save enough money to go to business school. But one’s lifestyle there was severely compromised. Basically it was working flat out on rigs, followed by travelling to the next rig, followed occasionally by sleep. Since that time, I’ve been fortunate to travel extensively on business throughout North America, Europe, and Middle East (again) and now I get to add Asia to my list. I really enjoy working in different cultures, which is intrinsically a deeper experience than just visiting as a tourist. But I’m always happy to return to Hong Kong.

When I lived in Toronto, which is a great place to live – a well-balanced culture, and great lifestyle – New York always seemed so much more exciting. People just seemed to work harder, to accomplish more, and to somehow move faster in New York. Hong Kong is another speed altogether, and since the GFC I actually feel sorry for New Yorkers, as the wind has

Interview Conducted byVivianWan The Canadian Chamber of Commerece in Hong Kong

really gone out of their sails. Hong Kong is a tremendously exciting place to work.

But in addition to working, there is richness to the experience of living here – in the variety of cultures and experiences in which one is immersed on a daily basis. And it is really an Asian experience, as most of us travel extensively. But, to enjoy this variety, one must be prepared to take some risks, and to step out a little – to try new experiences, even if initially they do not feel comfortable. The first taste of chicken feet, or fried grasshoppers are good examples, as are listening to Chinese music in Lijiang, or hiking in the New Territories or in Cambodia.

What were some of the challenges you faced when you first arrived and how did you overcome them. (Rent? Air? Education for children? Difficult to find a job initially? How to operate a business in Asia?)

For the first three months after we moved here, every night, my 12-year-old told me “Dad, you have ruined my life”, as he, and we missed much that was great about living in Toronto.

He missed his friends, ice hockey, baseball at the Skydome, our cottage, all those things that we had come to view as routine in Canada.

But – and I think this is the same for everyone – we eventually found aspects of our lives here that were better than before.

For example, my children and I learnt to scuba dive, then went down to the Great Barrier Reef, and experienced rubbing shoulders with giant turtles and sharks. Not something one can do in Muskoka.

The biggest adjustment was probably moving from a large house to an apartment. We still miss the space, but now we also have a holiday house in Provence, so we try to compensate during vacations.

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Adventures of Working Abroad

Interview with Stephen Chu Stephen Chu was born and raised in Toronto. He has worked for the property and financial services industries in Asia ever since he moved to Hong Kong in 1993.

Stephen has more than 20 years of international property experience. He is a specialist in the fields of leasing, sales, facility and property management and marketing which focuses on the retail, residential, hotel and commercial sectors of the real-estate market. Most recently Stephen held the post of CEO sequentially of Stephen Chu three publicly listed real estate investment trusts (“REIT”), namely Fortune REIT CEO of Fortune REIT, Prosperity (Singapore Stock Code: F25U.SI), Prosperity REIT (Hong Kong Stock Code; 808) REIT and Hui Xian Reit and Hui Xian REIT (Hong Kong Stock Code: 87001). Stephen is one of the Governors of the Canadian Chamber of Commerce in Hong Kong and he was also the founding Chairman of the Chamber’s Property Committee.

Interview Conducted byVivianWan The Canadian Chamber of Commerece in Hong Kong How long have you lived in Hong Kong?

When did you arrive in Hong Kong?

My family and I moved from Toronto to Hong Kong in 1993, I then joined a local property developer Sino Land Company Limited. One of my first transactions for the Group was a residential lease in Repulse Bay for an actress Maggie Cheung Man-Yuk.

Have you worked in other countries before apart from Hong Kong? How is Hong Kong compared to those places?

I have been on numerous business trips including to mainland China, United States, England, Scotland, the Netherlands, Australia, Singapore, etc… But none of the other major global financial cities like London, New York, Beijing, Shanghai, Sydney, and Chicago can compare to a city like Hong Kong, especially when it comes to work ethics, infrastructure, business savvy and vitality. Hong Kong is truly an awesome city. It’s a city of dreams, a city of passion, and a city filled with opportunities.

What were some of the challenges you faced when you first arrived and how did you overcome them?

The biggest challenge was getting acclimatized to the subtropical heat, humidity and typhoons. Not to mention that I am an ice hockey addict, and Hong Kong definitely does not have enough venues for this traditional Canadian sport.

The saddest part was that my family and I had withdrawal symptoms – we missed the comfort foods of Swiss Chalet,

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White Spot, and Tim Hortons. Thank goodness that Air Canada offers direct flights to Toronto! Only 16 hours of flying time, and I can once again hold onto a cup of hot Tim Hortons freshly ground coffee along with a delicious honey cruller.

What are the advantages and disadvantages of working in Hong Kong?

Along with the advantages of a strong judicial system, a simple tax regime and a hard working workforce, Hong Kong’s business sector thrives and prospers in this business Mecca, which is annually hailed as a bastion of economic freedom as professed by The Fraser Institute, a Canadian think-tank. The disadvantage of working here is of course the deteriorating environment (air and water pollution).

What do you see as the benefits of living and working in Hong Kong? Which aspects of Hong Kong do you enjoy the most?

The best benefit is the liaise-faire system, relatively low and simple income taxes, no capital gain tax, no sales tax and no dividend tax. In Canada, you practically need to be a CPA to get through all the tax bureaucracy.

When you retire, would you rather spend your retirement life in Hong Kong or Canada, and why?

Ideally, it would be both in Hong Kong and Canada because I consider both places “HOME”.

Focus on Members

An Immediate Solution to

Hong Kong’s Pressing Waste Management Problem

By Don Johnston Green Island Cement (Holdings) Limited

Hong Kong’s Pressing Waste Management Problem Hong Kong’s continuous growth in business and industry with its extensive construction and infrastructure projects, together with the effects of a population exceeding 7 million, has resulted in an everlasting generation of waste. At present, Hong Kong relies solely on land-fill to dispose of Municipal Solid Waste (“MSW”). As a result of the growing amount of waste generated and a consistent failure to meet waste targets since 1997, our landfills are rapidly filling up and the existing landfills are expected to reach saturation point some time between 2015 and 2019.

In response to Hong Kong’s waste management problem, the government has rolled out a series of controversial plans since 1995, including landfill extensions as well as incineration technologies. Neither of these options meet public support.

The most recent scheme to build the city’s first Integrated Waste Management Facility on an artificial island near Shek Kwu Chau has immediately met great opposition.

The Eco-Co-Combustion System Over the last 10 years or so, Green Island Cement (“GIC”) has repeatedly proposed to the government a Waste-to-Energy facility, Eco-Co-Combustion System1 which is a cost-efficient and environmentally-friendly waste management solution for the treatment of MSW. The system combines the cement production process with the high thermal content of the hot flue gas from waste combustion in rotary kilns that can use either moving grate combustion technology (the technology favoured by the government) or kiln combustion technology.

Under this proposal, MSW would be used as a refuse-derived fuel at our existing cement plant. Because of several synergies, the Eco-Co-Combustion System boasts a number of benefits.

1. GIC has cooperated with Hong Kong University of Science and Technology regarding the feasibility of the technology and facility starting from May 2000 until 2006, prior to the dismantling of the pilot plant in Tap Shek Kok.

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Focus on Members Benefits of the Eco-Co-Combustion System No Additional Land Needed – Minimal Disturbance to Community The most attractive aspect of this solution is that it will create minimal disturbance to the community and the environment, as the system will be constructed at our existing site at Tap Shek Kok, and no additional land has to be reclaimed or set aside for a waste treatment facility.

Processing More Waste The government forecasts that in 2015 approximately 8,000 tonnes net of MSW will be generated per day after recycling2, and the Integrated Waste Management Facility proposal is expected to treat 3,000 tonnes of MSW each day in 2019 to 20223. GIC’s system could treat up to 4,800 tonnes of MSW per day, i.e. about 50% of Hong Kong’s MSW per day, as opposed to the government’s proposal. In addition, the heat generated by waste combustion will be recovered as electricity, which will amount to 75MW, and surplus electricity could be exported.4 No Discernible Impact on Emission – More Environmentally Friendly Net Emissions will also be negligible - at least 68% less than HKSAR Best Practical Means according to our pilot plant study of 20055. Also, based on the air quality modelling of the full sized operation6, it is concluded that the impacts on air quality at Lung Kwu Tan and Butterfly Estate are not discernable - ie. not physically detectable.

Furthermore, there would be no residue ash (which requires land-fill) as this will be used for the manufacture of cement.

Substantially Lower Cost In terms of cost, the system presents a significant saving of more than HK$9 billion upfront and HK$70 million per year in tipping fees when compared with the conventional incinerator, which the government is proposing at Shek Kwu Chau because GIC’s Eco-Co-Combustion System will use an existing platform with existing infrastructure at Tap Shek Kok. Regarding the running costs, these are much lower due to the heat energy synergy and the use of primary air scrubbing materials which are a component of cement manufacture.

(Up-front cost of the government’s incinerator is HK$15 billion and annual tipping fees are HK$353 million)7.

Can Be Commissioned Quickly We are also confident that the technology can be rolled out a lot quicker than the government’s proposed incinerator.

This is because the system utilises GIC’s existing cement plant site as a cement-related activity, and therefore a lot of the infrastructure is already in place. Once the Environmental Impact Assessment and Building Department approvals are completed, we are confident that the EcoCo-Combustion System can be completed very quickly.

Extensive Overseas Experience May Be a Good Reference for Hong Kong GIC’s holding company, Cheung Kong Infrastructure Holdings Limited (“CKI”), has investments in environmental initiatives which possess extensive waste management initiatives and experience: CKI has recently made a foray into Holland’s waste management industry. In June 2013, a consortium led by CKI has entered into an agreement to acquire Afvalverwerking B.V. (AVR), the largest energy-from-waste player in the 2. Hong Kong generates about 18 000 tonnes of MSW daily and according to “2005-2014 Policy Framework for the Management of Municipal Solid Waste”, the government has projected raising the recovery target of MSW to 55% by 2015 from 48% in 2011 by stepping up publicity and promotional efforts on waste reduction and recycling. Extracted from http://www.info.gov.hk/gia/general/201202/01/P201202010268.htm 3. Planned capacity according to “Engineering Investigation and Environmental, Studies for Integrated Waste Management Facilities, Phase 1 – Feasibility Study”. Extracted from http:// www.epd.gov.hk/eia/register/report/eiareport/eia_2012011/ES/ES_HTML/IWMF_ES_English.htm 4. According to the feasibility study conducted by Fichtner 5. The pilot plant study included monitoring of stack emissions at Tap Shek Kok and background emissions at both Lung Kwu Tan and Butterfly Estate (Pilot plant study results measured by HKPC and HKBU) 6. According to scaled-up Air Quality Impact Study conducted by CH2M 7. An estimate by the EPD in 2012 (http://www.scmp.com/article/996194/incinerator-bigger-landfills-cost-hk23b)

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Focus on Members In the UK, CKI’s Northumbrian Water operates two advanced anaerobic digestion plants for the treatment of sludge and putrescible waste. It is the first water company in the country which uses over 99% of its sludge to produce renewable energy.

These industry leading initiatives may be able to deliver insights into a solution for Hong Kong’s waste management problem.

Government Should Respond to the Community’s Concerns and Seek a Better Solution Netherlands. AVR operates two waste treatment plants which encompass facilities to generate steam, electricity and heat from the incineration process.

In New Zealand, CKI owns Enviro Waste Services Limited (“EnviroWaste”), one of the country’s leading waste management operators, which is a vertically integrated waste collection and disposal company offering waste-related services to approximately half a million commercial and residential sources via collection services, landfills and transfer stations throughout the country. EnviroWaste was the first operator in the country to generate electricity from methane gas produced by waste in landfills. The landfill gas to energy (LFGTE) plants operated by EnviroWaste in Auckland produce a peak of 8 megawatts of electricity, which is enough to supply up to 6,400 households.8

Many well-developed countries around the world face increasing waste loads, while they also present good examples of how the private sector can contribute to easing the waste problem in a cost-effective way. It may be time that the Hong Kong government considers not confining waste management to public service.

GIC’s Eco-Co-Combustion model represents a good opportunity for the private sector to participate in Hong Kong’s environmental development. Unfortunately, despite the obvious benefits of our Eco-Co-Combustion proposal, the government has yet to grant us an opportunity to contribute in solving Hong Kong’s waste management problem.

We urge the government to reconsider the benefits of GIC’s Eco-Co-Combustion System proposal and let us participate in the tender.

8. Extracted from Enviro Waste Services Limited’s website (http://www.envirowaste.co.nz/index.php?page=landfill-gas-to-power)

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Focus on Members

Premier Christy Clark’s new cabinet, which is focused on creating jobs, building British Columbia’s economy and creating a debt-free province for future generations, was officially sworn in on June 10th

I

t’s been an exciting year in the Province of British Columbia, and we’re pleased to provide the Canadian Chamber with a recap of recent developments. The 40th BC general election took place this past May to elect new members of the Legislative Assembly, and the BC Liberal Party won its fourth straight majority. After winning the Westside-Kelowna riding, Premier Christy Clark returned to the BC Legislature this summer, where she announced the establishment of two new ministries — Natural Gas and International Trade — reflecting the importance of growing trade relations with Asia Pacific, as well as the prominence of the liquified natural gas (LNG) industry in BC’s economic future.

The new Ministry of International Trade For the first time in the province’s history, there will be a dedicated Ministry of International Trade, whose primary areas of focus will be to develop and execute the government’s international trade strategy as part of the BC Jobs Plan.

The new ministry will work with private-sector partners and the federal government to implement the Asian head office strategy that will make B.C. the first choice for Asian companies looking to locate in North America.

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The ministry is guided by the government’s economic strategy, Canada Starts Here: The BC Jobs Plan, and the fundamental element of this plan is the recognition that BC must secure its place in the Asian markets that will better drive global economic growth. The work of the ministry will play a key role in tapping into key markets and investments, which will further BC’s economy.

Minister Teresa Wat Premier Clark has named first-time MLA Teresa Wat to cabinet and appointed her to oversee this newly established Ministry of International Trade. Minister Wat emigrated from Hong Kong in 1989 and was formerly the head of a Chinese language radio station, and a former TV news director. She was also instrumental in the launch of the first-ever live Cantonese, Mandarin, and Punjabi daily news program in British Columbia.

Minister Wat was elected to represent the riding of Richmond Centre in 2013, a vibrant international hub serving the Asia Pacific with key business, cultural, educational, and trade links.

In her new role, Minister Wat looks to grow British Columbia’s

Focus on Members

Premier Christy Clark with Minister,Teresa Wat.

Premier Christy Clark on the campaign trail.

international trade, diversify markets, and to ensure that government serves and speaks to all British Columbia’s diverse population.

Vancouver has grown into an Asian metropolis within Canada, becoming one of, if not the most, integrated Asian city in North America. In return, this allowed British Columbia to become Canada’s Asia Pacific centre of trade and transportation. The value of BC goods to Asia has already increased by more than $7 billion (106%) since 2001.

Canada really does start here Strategically located on Canada’s west coast, British Columbia lies at the commercial crossroads of Pacific Asia and North America. Our proximity and connections make Vancouver a global city firmly placed within the Pacific region. Strong ties with China, Taiwan, Hong Kong, Japan, and the Philippines have raised BC’s presence in business and culture.

The opportunity to increase trade relations with Asia has never been greater, and is key to growing BC’s economy.

Now, with liquidfied natural gas (LNG), BC has a rare and exciting opportunity to build a whole new industry and use its development to spur other positive changes throughout the economy.

The International Trade and Investment Office of Hong Kong & Macau To emphasise the importance of the Asian market and to support the goals of the BC and its Ministry of International Trade, a Trade & Investment Representative Office was opened in Hong Kong in January 2013. Whether you want to invest in British Columbia, purchase the services or products we offer, or bring British Columbia business to the market, our office is here and ready to assist.

Contact us at: International Trade and Investment Office Representing the Government of British Columbia in Hong Kong & Macau Telephone: 852-2168-0700 E-mail: hongkong@britishcolumbia.ca www.britishcolumbia.ca

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Focus on Members

Alberta Enthusiastic to Expand Market S

trong relationships are built on open and honest discussions. That’s why, here in Alberta, we value conversation with our counterparts in China and Hong Kong. It’s the reason we opened international offices in Hong Kong (1981), Beijing (1999) and Shanghai (2010).

And it’s the reason we established an Asia Advisory Council (2012). Now, we’re continuing that conversation with our renewed International Strategy which demonstrates our continued commitment to trade diversification, environmental responsibility, and cultural literacy.

“It’s a much needed response to the changing global business environment, in particular the rise of Asia,” said Yuen Pau Woo, president and CEO of the Asia Pacific Foundation of Canada, commenting on Alberta’s “forward-thinking” International Strategy, which advances four strategic objectives: market diversification, reputation and relationshipbuilding, preparing Albertans for success in the global community and integrating government actions.

“I am impressed by the balance in the strategy given to business development, social responsibility and capacitybuilding – all of which are necessary for successful engagement abroad,” he added.

Many Albertan businesses rely on our international office network and trade missions, key pillars of Alberta’s International Strategy, to better ensure this successful engagement abroad. Acting as on-the-ground hubs of Albertan relations, the network places great emphasis on the effective communication of market intelligence to Albertan companies doing business in the Greater China Region.

Recently, we hosted an “Alberta Week” in Hong Kong, introducing 19 Albertan companies to potential investors and opportunities in Asia through business events and activities, including participation in the Hong Kong International Medical Devices and Supplies Fair.

“The individuals I met with were the exact people I was hoping to connect with while on the trip,” said Shawn

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Hansen, president of Hansen Land Brokers, a firm that took part in the mission. “It would have taken years to make the inroads into this market that we were able to make that week.” This presence on the ground gives Albertan business unprecedented access to local insight and opportunity.

Scott Lange, CEO of NutraPonics, was impressed with the opportunities Alberta Week created for his business. “We are now in active, ongoing discussions with no less than eight different parties from Taiwan, Hong Kong and China about strategic partnerships for providing products and services in each of these markets,” Lange said. “Given this level of interest, we’ve now accelerated our very early plans to establish a presence in Hong Kong.”

By leveraging the entrepreneurial strength of industry, producers, businesses, municipalities, post-secondary institutions, tourism and cultural organisations, our International Strategy seizes global opportunities through cooperation, diversification and added support in key markets throughout the world, such as the Greater China region.

The Government of Alberta provides market intelligence, leads missions, creates networking opportunities, and offers in-country support. This assistance is especially valuable in countries like China, where government-to-government relations have a tangible effect on the ease of doing business.

Having recently established its Asia Pacific headquarters in Hong Kong, Calgary Scientific Inc. can testify to the strength of Alberta’s International Strategy. With expanded services across the region, including a customer service training lab and technical support in Shanghai, as well as an around-the-clock help desk for after sales support in Beijing, Calgary Scientific Inc. says Alberta “holds the key to opening doors.”

Raul Conde, Calgary Scientific’s Sales Director for Asia Pacific, says their participation on a trade mission in 2012 “marked the beginning of [their] APAC business strategy.” “It was there that we found our first business partners in Hong Kong as well as in mainland China, Korea and Japan,” he added.

Focus on Members Calgary Scientific Inc. is listed as one of Alberta Venture Magazine’s 2013 ‘25 Most Innovative Organizations’. “Without a doubt, our technology is in demand,” says Conde.

Able to offer the technology, products and services growing economies need, Alberta has entered an era of smart growth and the potential for economic collaboration with China is enormous. China’s five-year plan commitment to reduce carbon emissions, for example, is an opportunity for Albertan entrepreneurs and researchers to share expertise in clean technology and environmentally responsible resource extraction techniques, including smart grids, carbon capture and storage and battery storage technology. As the only Canadian province to introduce legislation on carbon emissions, we have localised expertise and tested results here at home. An Albertan delegation will be participating in Canada’s Environment and Green Building Mission to Eco Expo Asia in Hong Kong this October.

With such local yet globally renowned expertise, Alberta is rightly positioned to work with China and Hong Kong towards a greener future for us all. Over the past several years, Hong Kong’s government has invested heavily in new waste treatment facilities and environmental programs to alleviate air, water, sewage and solid waste management challenges.

Alberta’s capital city, Edmonton, is renowned for its waste management centre, North America’s largest collection of modern, sustainable waste-processing and research facilities.

Waste that is non-recyclable or compostable is captured at the facility and processed for fuel for the new biofuels facility, which can produce ethanol from trash. This will enable Edmonton to divert 90 per cent of its waste from the landfill by 2015. As one pillar of our International Strategy, Alberta is keen to build its reputation as a global citizen committed to transparency and responsibility in resource development and environmental leadership.

Our International Strategy recognises and embraces China’s 2011-2015 business plan, which strategises a shift from export-based growth to consumption-based growth. Emerging consumer demands, such as increasing living standards, and shifting values, such as a rising minimum wage, are opening up new opportunities for Albertans to bring quality consumer products and services to markets in China. Food consumption trends in Hong Kong suggest growth in meat, private label grocery items and healthy and organic foods. In 2011, Alberta’s agri-food exports to Hong Kong totalled $104 million, a nine percent increase from 2010. Importantly, Alberta has a stellar reputation for supplying clean and safe products for markets.

We are proud to be a participant in Hong Kong’s upcoming Restaurant and Bar Exhibition, September 3-5, 2013, where Canada Beef Inc. will be showcasing Alberta’s beef market.

Such successes pave the way for future partnerships in areas as diverse as agri-food products, such as nutraceutical and

functional foods, health care, education, biotechnology, and ICT-related industry subsectors.

In pursuit of more diversified markets and economic successes, we are employing established inroads to ensure that our small and medium-sized enterprises (SMEs) can succeed in China as well. One tool we’ve created to help out SMEs is a new Small and Medium-sized Enterprise Export Council. The board is comprised of representatives of export-ready SMEs throughout the province in addition to SMEs already active outside of Canada. It provides immediate and regular feedback and advice to the Minister of International and Intergovernmental Relations on business opportunities and service enhancements.

Come check out the Canadian Pavilion at the World SME Expo in Hong Kong from December 5-7, 2013 to learn more.

Complementing this council, and an example of Alberta’s engagement with key stakeholders, is the Asia Advisory Council, formed to help government identify strategic approaches to working domestically and internationally to increase competitiveness in Asia. Recognising the diversity of Asia and the need for enhanced cultural literacy of the Greater China Region amongst Albertans, the Asia Advisory Council plays a formative role in identifying gaps and opportunities created by the conversation we’re having with our counterparts in China. This helps prepare Albertans for success in the global community.

Albertans recognise the mutual benefit of establishing and nurturing a long-term relationship with the Greater China Region. “Hong Kong has many special ingredients [including] the unique fusion of Eastern and Western cultures to shine,” says Greg So, Hong Kong’s Secretary for Commerce and Economic Development. Alberta wants to be part of that fusion and a sustained and dynamic conversation is the gateway to appreciating, understanding and ultimately working with each other.

Let’s keep that conversation going.

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• Participating members can request click rates and annual reports on their offers How to Participate?

Contact our Member Services Department at members1@cancham.org for an information package and sign-up form.

The Canadian Chamber of Commerce in Hong Kong is proud to introduce its new Member Privliges Program, in our redesigned website. The Program has been WeCanadian are proud to work with included The Chamber of Commerce in Hong Kong is proud to introduce its developed byPrivliges the Chamber to assist members gain additional and customers ourMember service provider: new Program, included in ourtoredesigned website.exposure The Program has been for developed by the Chamber assist members to gainon additional exposure and customers for their businesses.

Please seeto below for full details how to qualify.

their businesses. Please see below for full details on how to qualify.

How to Qualify: • Be a current member of the CanCham How to Qualify • Be either an Entrepreneur or Corporate Member • Be• a current member of the CanCham Have the ability to offer a significant discount to fellow CanCham Members Benefits for your Business: • Be either an Entrepreneur or Corporate Member • Prominent exposure on the new CanCham Member Privileges site • the Become accessible totoour membershipMembers community • Have ability toinstantly offer a significant discount fellow CanCham • Participating members can request click rates and annual reports on their offers How to Participate?

Contact our for Member Department at members1@cancham.org for an information Benefits yourServices Business package and sign-up form.

• Prominent exposure on the new CanCham Member Privileges site • Become instantly accessible to our membership community • Participating members can request click rates and annual reports on their offers

How to Participate?

Contact our Member Services Department at members1@cancham.org for an information package and sign-up form.

We are proud to work with our service provider:

We are proud to work with our service provider:

Focus on Members

China’s Labor Force: What Happens When China’s Workers Retire?

By KPMG Global China Practice

S

ince opening up its economy some 30 years ago, China has grown to become second only to the USA in terms of economic size - and its vast labor force has been one of the key drivers of this economic growth cycle. Throughout this period, China has been able to meet the demands for agricultural, industrial, and service labor by tapping into its expanding workforce.

But what happens when the same labor force that was responsible for building and contributing to modern China reaches retirement age? Given the drop in China’s birthrate, will there be enough new entrants in the workforce to meet demand? What are the implications for the ‘factory of the world’, as a shrinking domestic workforce becomes the new reality?

Statistics show that in 2015 the number of workers in China will begin to flatten out, and by 2025 China’s labor supply is forecasted to decrease. Furthermore, from 2020 to 2050, the working-age population is forecasted to decline by approximately 200 million people, or roughly 20 percent of the total workforce.1 Although this is a long-term phenomenon, the labor force reduction will almost certainly create a headwind for high rates of economic growth. As such, areas that should feel an impact are outlined below:

Declining Labor Force

Source: UN, KPMG Analysis

Wage Inflation: As China’s labor supply begins to decrease, workers’ wages should rise. Rising incomes have led to higher living standards, and are primarily responsible for the emerging consumption-driven economy in China.

At the same time, however, higher labor costs have and will continue to create challenges for businesses across the economy. As competition for labor intensifies and costs rise, companies will need to adapt accordingly.

Productivity and skills mismatch: In the past, China has been able to boost workforce productivity by effectively transferring workers from agriculture to industrial sectors, where applicable skills could be quickly learned. Today, however, the challenge has shifted toward moving low-skill workers to high-skill manufacturing or service industries. This presents a greater challenge for employers; in order to match supply with market demand, training and other technical skills must be efficiently utilized to transform low-skilled workers to fill high-skilled operations and service jobs.

1. http://data.un.org/Search.aspx?q=China%u2019s+working-age+population+from+1950-2050

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Focus on Members Foreign direct investment: China has been the recipient of record setting foreign direct investment (FDI). One of the biggest questions about China’s demographic challenges is whether China will remain attractive to foreign investors as a destination for investment. It is worth noting, however, that FDI to China has remained high despite rising costs, a stronger currency, and economic challenges in FDI source nations over the past few years.

The Graying of China The shrinking labor force and its impact is not the only issue China is faced with: China is a nation that is ‘graying’ at a rapid pace. This graying has been caused in part by policies, such as China’s one-child policy, put in place to address China’s dramatic population growth from the 1950’s to the late 1970’s. These policies, along with improved mortality rates and people having children later in their lives, are some of the factors leading to a striking shift in China’s demographic make-up.

Not only are fewer children being born in China, but a substantial segment of the population will begin to enter the senior years of their lives - and these seniors are expected to live longer.

an opportunity to react and adjust accordingly. Some potential responses are listed below: Automation and Mechanization – China is already the global leader in robotics purchases, as it prepares itself for an industrial shift towards cost management. Greater automation and mechanization (e.g. of agriculture) has the potential to eliminate many more jobs than China’s long-term demographic shift, but can also lower costs and continue to attract foreign direct investment participation.

Meeting productivity/efficiency in China’s new growth sectors - The service industry is predicted to become China’s primary growth driver in the future. To meet the resourcing needs of this sector, investments in training, retraining or reskilling of workers will be required. This could present opportunities for local and foreign education institutions, such as offering specialized degrees and certification programs.

Population control measures – The current population control measures have been in effect for over 30 years. These controls have clearly been a key driver for keeping the birth rate steady at around 1.8 for the past 20 years. If China relaxed population controls, this would likely help to redress the impending decrease in the labor force, although not for several decades: children born today will not enter the job market until the 2030’s.

Immigration / importation of labor - China historically has been a labor exporter, and not a major destination for immigration. Over the longer term, China may consider more flexible immigration measures as part of a package of policies to address the demographic shift.

Source: United Nations.org, KPMG Analysis

A large and growing elderly population provides numerous challenges to the economy and society. The foremost challenge should come from a greater amount of elderly needing healthcare. In China, it is traditional for a younger working class person to take care of their elderly family members. Thus, a larger elderly population, with limited access to healthcare coverage, may cause the younger generation to save more for such expenses. A higher savings rate could mean a lower propensity to take risks or start small businesses, impacting consumer discretionary spending.

Potential Responses China’s demographic shift, although a threat to China’s productivity, it will not present immediate problems to entrepreneurial activity, and GDP. Since these changes are expected to happen over a long period of time, the market has EXCHANGE

Article note:This article is an extract from a longer article, originally written and edited by KPMG Global China Practice. A link to the online article can be found here: http://www.kpmg.com/CN/en/IssuesAndInsights/ArticlesPublications/ Newsletters/China-360/Pages/China-360-Issue10-201307-labor-force.aspx For more information, contact: Hong Kong office Irene Chu Partner KPMG China Email: irene.chu@kpmg.com Tel.: +85 22 9788151 Beijing office Thomas Stanley COO, Global China Practice KPMG China Email: thomas.stanley@kpmg.com Tel.: +86 21 22123884

Robert Ritacca Research Manager, Global China Practice KPMG China Email: robert.ritacca@kpmg.com Tel.: +86 10 85085109

Focus on Members Our story

Royal Canadian Mineral Water Shares Its Story

Approximately 1.8 billion years ago, the second largest meteor to strike the planet hit what is today Northern Ontario, Canada. The meteor was called “Mariah” and was approximately the size of Mount Everest. When it struck, it was one of six known events in Earth’s history that could have caused a complete extinction. The crater it left is approximately 230 kilometers in diameter and it pierced the Earth’s mantle to a depth of approximately 25 kilometers. This area is now a hub for mining and is the most mineralised area of the world today. A few years ago we were drilling a test hole on a property we own and struck an ancient aquifer, lying under more than 600 feet of solid granite. The water literally came out of the drill hole so quickly it blew the drill operator off his platform (he was okay - just a little freaked out!). We had the water analysed by one of the best water labs in the world and it was determined that, it is possibly the oldest water in the world on the market today; it has no detectable nitrates (pollution indicators) making it off the charts in terms of cleanness and purity. It contains many of the rare earth elements the body needs to stay healthy that are just not found in most water. The PH of the water is 7.8, giving a hint of sweetness in the taste. The Total Dissolved Solids (TDS) are 780.

Unlike most mineral waters that have to be carbonated to hide the taste, our water is excellent in both still and carbonated configurations. The water is presented in a custom designed sheik glass bottle and metal cap, fitting of its rare pedigree. Only limited quantities are available.

Understanding mineral water Not all water is the same. Here are some of the things that are taken into consideration when examining the quality of water.

1. Virginity (nitrate level of the water) The virginity of water indicates how protected a water source is from its surroundings. It is determined by the water’s level of nitrate, an inorganic compound made up of one nitrogen atom and three oxygen atoms, which is easily carried through soil. Fertilisers, animal waste products, decaying plant matter, septic tanks and sewage treatment systems all emanate nitrate contamination. Only testing can determine nitrate levels in water, as nitrate has no taste, odour, or color.

Nitrate chart: Superior water quality: 0-1mg/l nitrates.

Very good: 1-4mg/l nitrates Good: 4-7mg/l nitrates Acceptable: 7-10 mg/l nitrates Potable: 10-50mg/l Royal Canadian Water has less than 0mg/l nitrates - off the charts clean!

2. Minerality Mineral water’s subtle taste is determined by the minerals that it contains. The amount of minerals dissolved in water is indicated as total dissolved solids (TDS), measured in milligrams per litre (mg/l) or parts per million (ppm), which are the same value. TDS is the second most important factor when matching water with food. The higher the mineral content, the more distinct a water’s taste can be.

Royal Canadian Water has a mineral content of 780 mg/l. It tastes great both in still and carbonated configurations.

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Focus on Members When you are tasting water, 70% of the taste is due to carbonation, 20% is TDS and 5% is the pH of the water.

Mineral waters that have a not so pleasant taste often have BOLD carbonation.

3. PH factor of water The PH (potential hydrogen) measures a substance’s level of acidity or alkalinity.

WATER CHART pH. Acidic pH 5-6.7 Neutral pH 6.7-7.3 Hint of Sweet pH 7.3-7.8 Alkaline pH 7.8-10 Royal Canadian Water has a pH of 7.8, ie. hint of sweet.

4. Balance (Carbonation) levels of bottled water I. Still: carbonation, best served at 12C. As with all water, it is best to not use tap water ice when serving. Ice used should be made of the same water. Carbonation level 0.

II. Effervescent: This is the smallest possible amount of bubbles, and straddles the line between still and carbonated. Best served at 14°C. Carbonation level: 0-2.5 mg/l.

III. Lightly carbonated: Many people who do not like carbonated water love this water. This water would be a perfect choice to go with a fish dish. Best served at 16°C. Carbonation level: 2.5-5 mg/l.

IV. Classic: This is what most people think of when they talk about sparkling water. Classic waters are perfect for drinks - low TDS for mixed drinks and high TDS is a perfect choice for steak. Best served at 16°C. Carbonation level: 5-7.5 mg/l.

V. Bold: Expect large, bold and loud bubbles. If people say that they don’t like sparkling water (it is usually this water that has turned them off). Because if this water is served too cold, the bubbles can be overwhelming. When served closer to room temperature the bubbles calm down. Best served at the start of a meal with crispy appetisers. Royal Canadian Water comes in both STILL and CLASSIC configurations. Best served at 17°C. Carbonation level: greater than 7.5 mg/l.

EXCHANGE

Royal Canadian Water Company is a small family owned business whose business plan is to supply the high-end South East Asian hospitality market. Being a family owned business, it has its own special challenges; for example, no one can be fired! “I once tried to fire someone,” says Craig Davies, the President, “but I got the old ‘I’m telling Mom’ response, and that was the end of that! It is great to work with family - I think it has brought us closer together. It has allowed us to spend more time with each other, and not just on holidays or when schedules allow. Incidentally, the ‘telling Mom’ line cuts both ways… In fact it is now the standing joke at the plant. If someone is messing up or not performing, they usually get an ‘I’m telling Mom’ from someone and that always straightens them out! As for Mom, well, let’s just say you NEVER want anyone telling Mom on you!”

The aquifer that Royal Canadian Mineral Water comes from is quite possibly the oldest and purest in the world. All the testing confirms that no water like it currently exists. Because the supplies are so limited, if you get the chance to try a bottle, do it! You might not get a second chance. Royal Canadian Mineral Water is available to all chamber members through the benefit program.

Members’ Networking

Why did Eclipse Choose Lan Kwai Fong as a Destination?

When I first came to Hong Kong in 1992, my first job was actually in Lan Kwai Fong. Back then LKF was the place to wine and dine, with an even mix between a variety of restaurants and bars. However, as in any fast moving city, new ‘entertainment pockets’ pop up and new areas evolve and develop. I have seen it with Soho’s life cycle,Wyndham Street and even the ‘rebirth ofWan Chai’. All of these districts have been hip & happening and been labelled as hotspots by the local & expat community.

By Clayton Parker Café Siam

O

ver the years LKF has always held the attention of a wide variety of customers locals, expats and tourists - although in the last few years it has become more of a drinking destination. The reason why Eclipse has migrated back to LKF and invested in opening Café Siam, a Thai Restaurant & Havana our distinguished rum bar, is that Lan Kwai Fong is about to enter a new chapter in its life. Besides Dr. Alan Zeman’s significant investment in establishing the new LKF tower as a lifestyle destination with restaurants, a fitness centre and more, we have also seen a significant uptake in the number of guests joining us for dinner at Café Siam. We believe that although in the recent past beverage sales have dominated, with the development and opening of other properties, the balance between bars & restaurants will be once again restored.

In short, I believe that it is always better to be riding the wave than trying to catch it. With that in mind, we are already looking to possibly expand our presence in LKF [and surrounding areas] if the right opportunity comes along.

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The ‘Dead Fish’ Handshake and Understanding Other Business Etiquette in Hong Kong Members’ Networking

In international business, Hong Kong is a financial centre, bridging the East with theWest. Still, in many transactions, etiquette can be misunderstood or overlooked, and a misstep can quickly damage relationships. In 2009 I founded The Hong Kong Institute of Etiquette – now SocietyWest - to bring awareness to the cultural context of international business relationships.Through my experience of teaching international etiquette to clients from a range of industries and backgrounds, I have provided three of the most commonly asked questions (or complaints) and how to best deal with these situations in Hong Kong’s business culture.

By Kristine Stewart HK Institute of Etiquette 1. The Handshake: Some clients complain that handshakes in Hong Kong are too weak, some say they are too strong, some don’t like the positioning, duration, and so on. Here is what you need to know for an adequate handshake: I. Stand up (regardless of if you are male/ female, junior/superior) and make sure you are standing square to the person you are meeting (feet and shoulders facing them) II. Make eye contact (do not look at their hand), smile, and say their name during the introduction III. Hands should meet at the web (the space between your thumb and index finger), not only at the fingers IV. Do not do “the politician” (using both hands) to show your gratitude, nor “the bone crusher” (an overly firm handshake) to show your authority or enthusiasm

If someone’s handshake is softer, it does not mean they are weaker, nor does a strong handshake mean one is domineering.

Sometimes it just comes down to cultural differences. I worked with a company where

EXCHANGE

the bosses complained that their staff’s handshakes were too weak. Later on, some of the staff mentioned that it was not in their culture to make physical contact with strangers. For them, reluctantly offering their hand (a “dead fish” handshake as their superiors called it) was already stepping out of their comfort zone.

2. Settling The Bill: Clients often ask the best way to settle the bill or what to do in awkward situations when both parties insist on paying. In proper etiquette, the host is responsible for settling the bill. If you are worried, as the host, that your guest or client will insist on paying, leading to an awkward debate, be sure to pay the bill before the table is cleared. As the meal is winding down, usually between the main and the dessert, one member of the hosting party should excuse themselves to subtly slip the server their credit card or cash. That way, when the bill comes to the table, all that is left is to sign or collect the change.

In some cultures, it is expected that several offers be made before a refusal is accepted.

The guests or client may be fully aware that the host is expected to pay the bill but they feel it would be rude not to offer at least once.

3. Defining Smart Casual and Business Casual Dress: There is no strict definition of smart casual or business casual. In some contexts a suit would be expected and in others tailored jeans would suffice. For men, stick to long sleeved collared shirts and dress shoes, ties are sometimes not necessary. For ladies, clothing should be at least knee length and shoulders covered.

Accessorize conservatively with gold, silver, or pearls. Always air on the formal side, and when in doubt, it is best to check with your host.

We must appreciate that Hong Kong has a unique combination of business etiquette.

Essentially we follow British etiquette standards, but also incorporate Asian etiquette characteristics, such as attentive hosting, graciousness, and the concept of face. As a business culture, we are impatient, demanding, but also diligent and hard working. Compared with international standards of etiquette and protocol, we are relatively casual. When building partnerships in Hong Kong, it is important to have an awareness of other cultures and a self-awareness of the first impression we put forward when approaching new situations.

Members’ Networking

The Canadian Rugby HK 7s & Olympic Fund

By AndrewWork for The Canadian Rugby 7s Fund To Be the Best Hong Kong isn’t a place for getting by. It is the home of those who left the comfortable and familiar looking for a game to play - a game to play and a game to win. It is a city of fierce competitors for whom second best isn’t good enough. When those competitors are Canadian and ex-rugby stars, seeing a second tier team at the biggest national showcase of the year in Asia isn’t going to cut it.

In their house, they want to be winners.

Trying is Just Not Good Enough The Rugby Sevens is the biggest party and biggest display of national competition every year in Asia. For the Canadians in Hong Kong, it has been a chance to get out and show our colours. In the 1990s, an amiable group of our second tier rugby players, amateurs to a man, would come and maybe put on a respectable show of getting spanked by the professionals from giants like New Zealand, England, Fiji and the like, and perhaps winning some hardware in the lower realms of the tournament.

In 2005, a group of Sevens aficionados and Canadian patriots decided to take matters into their own hands. They knew the mettle of Canada’s best and that with the right support they could step into the top ranks and battle the big boys.

They knew that what they wanted wouldn’t happen overnight.

It would need a long term commitment to get momentum, to get the attention of senior sports officials, donors and

fans alike. Crucially, they needed to show athletes, struggling between sports and jobs, that if they committed to Sevens rugby, they would get what they needed to become the best.

The Long Road to Success In 2005, the support started to come. Two men took a stand: Randy Heward, a Hong Kong based toy-making entrepreneur and former Varsity Rugby player with the University of Western Ontario, and John Woodward, the founder of the Pacific Salmon Foundation, a hugely successful venture in British Columbia with 45,000 volunteers and an annual budget of $15 million Canadian.

Randy and John took the steps to establish a fund to support the team with access to better training facilities, better equipment, coaching and, most importantly, the chance to attend more tournaments. The supporters were clear on what they wanted: the Canadian team to win more games, to win in Hong Kong and to move up the rankings.

A Community Comes Behind a Mission Support arrived. The founders launched the Great Canadian Rugby Long Lunch in 2005, to capitalise on the goodwill to see the team improve and the presence of strong supporters flying in from Vancouver. Co-organised with the Canadian Chamber until 2012 (when the fund hired its first staff), the Lunch became a focal point to raise awareness and financial support for the team and to gather the Hong Kong and Canadian rugby supporters. It became radically professionalised this year, which started with hiring staff. It branded the fund Vol.11 Fall 2013

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Members’ Networking and established the objective to build a $1,000,000 legacy endowment, from which 35% of each year’s donations will go towards supporting Canadian players’ scholarships and funding for the development of the National 7s program.

auctions, major raffles and off–the-field lobbying at events all year long. The fund, in conjunction with Rugby Canada, has plans to take the events to London (UK) and Dubai, both of which have Sevens and supportive Canadian communities.

More and more members joined the Board and Committee, bringing a range of skill and support to help the Fund grow and professionals.

They are also looking to add a Hong Kong element, teaming up with Canadian program ‘Right to Play” which aims to get underprivileged children into rugby.

Sevens - All Year Long!

And of course, they will show up to watch their boys win maybe even to claim Olympic hardware.

In the beginning, everything would happen on the Thursday before the Sevens and in the Stadium. Now, it has become a yearlong affair as more and more groups get involved to support the mission.

First, The Canadian Consul Generals became staunch supporters. Ms. Doreen Steidle (2007-2011) was possibly the most vocal CG of any nation in the stadium and opened the doors of the Consul General’s Residence to bring the Canadian community on board in the days leading up to the tournament.

Ian Burchett (2012 to present) has stepped up support again by hosting multiple events, making the efforts a year round affair, recruiting casual and serious supporters alike. He has been an active and engaged ally of the team and the Fund since his arrival. In November, he will host the 2nd HK 7s Countdown Celebration to kick off the 2013/14 Sevens Tournament Season and support the Fund.

The Canadian International School has hosted the team before the tournament, and provides training clinics for Canadian and other kids playing rugby in Hong Kong. A major social event, it is another opportunity for the team to engage with the community that wants to support them and see them to achieve.

Across the Line Results have been impressive. “With the additional funding, RC’s National 7s program has received from the Canadian Rugby 7s fund, the Senior National Men’s Team has consistently held its status as one of the top 12 teams in the World since 2008”. In the first year, the Rugby Long Lunch raised $55,000. Where previously money was raised and spent, now the fund is creating an endowment.

Randy and John have created a powerful engine to support rugby. In 2013, the Board and Committee raised $188,000 CDN, hired their first staff member and set their sights on bigger targets. $300,000 CDN ($2.3M HKD), now held by the Canadian Rugby Foundation, is a promising start towards creating a $1M legacy endowment. The Hong Kong event is bigger than any in Canada,and the “Canadian Rugby 7s Fund” is the largest private source of revenue for Canada’s national Sevens team. Fundraising efforts have expanded to encompass online EXCHANGE

Sevens Hits the Big Time In 2009, it was announced that Sevens Rugby would be elevated to Olympic status, giving it a prestige boost compared to its 12 and 15-a-side siblings.

The Canadian team, supported by the Hong Kong and Vancouver communities, has risen through the ranks to become a serious contender to qualify for the Olympics. The support the team has received, combined with their grit and determination, has seen them crack the world top 10 - and they are climbing.

The 2013 Hong Kong Rugby Sevens results saw them climb into 9th place globally - a stunning result for a team that didn’t even qualify for the core 12 in 2005.

Their success has enabled them to qualify, as of this year, for federal ‘Own the Podium’ funding. Canada’s women’s team, a dominant global player, has had such funding since 2012; this year the men qualified and, given 3 more years of solid support, could take hardware home from Rio. Randy Heward: “We knew when we started this that Canada had the potential to beat the best in the world. With the Sevens in the Olympics, we have a chance to prove it. With three more years of solid support for the Fund and the team, Canada’s potential has no limits.”

In the Scrum Honorary Chair:The Hon J. Ian Burchett, Consul General of Canada to Hong Kong and Macao Board of Directors of the Canadian Rugby 7s Fund: • President: Randy Heward (HK) • JohnWoodward (Canada) • FergusWilmer (HK) • Rick Bourne (Canada) • John Coffeng (HK) • Doug Tate (Canada) Executive Director • Stephanie Crozier Committee Members • Brian Lau • Gaston Bruneau • AndrewWork • David McMaster • Craig Chapman

Chamber Events ESBC - Entrepreneur & SME Networking Cocktail with the Italian and Irish Chambers

Property Committee Dr. Justin Chiu’s Thought on the Hong Kong Property Market

Property Committee - Mr. Nick Sallnow-Smith: Real Estate Risks in Hong Kong

Young Professionals’ (YPs) Junk Trip

YPC Networking Cocktail

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Chamber Events

Annual Ball 2013 - Hockey Night in Hong Kong

Mrs. Anson Chan - The Long and Winding Road to Democracy

EXCHANGE

Canada D’ eh 2013

Thank you to all our

2013 Annual Ball Sponsors Title Sponsor:

Cocktail Sponsor:

Diamond Sponsor:

VIP Table Sponsors:

Platinum Table Sponsors: PANTONE 201

PANTONE 432

Gold Table Sponsors:

Champagne Sponsor:

Beer Sponsor:

Ice Bar Sponsor:

Official Airline:

Transportation Sponsor:

Logistics Sponsor:

Thank you to all our

Canada D’eh 2013 Sponsors Event Sponsors:

Online Media Sponsor:

Supporting Organization:

Entertainment Sponsors:

Beverage Sponsors:

New Members Amitay Yaffe Anna Wan Associate Director, A-Swiss Corporate Services Ltd. Brandon Hui CEO, Groveland Financial Services Ltd. Christine Shum Corporate Affairs, Bank of New York Mellon James Julian Business Development Manager, Compass Office Jiali Yang Account Executive, Lucky Real Ltd. Kerry Mahoney Director, Career Action and International Employment, University of Waterloo Michelle Tse Manager, KPMG Transaction Advisory Services Sara Tam Assistant Vice President, A-Swiss Corporate Services Ltd. Dr. Alvin F Ho CEO & President, 2the Max Asia Pacific Ltd. Dr. Cathy Daminato Vice-President - Advancement and Alumni Engagement, Simon Fraser University Dr. Philip Steenkamp Vice-President - External Relations, Simon Fraser University Mr. Adam Stuckert Managing Consultant, IBM Global Business Services Mr. Alan Wong Application Development Consultant, BlackBerry Mr. Albert Pang Technical Manager, Aruba Networks Mr. Alex Ho Carrier Relationship & Sales Manager, BlackBerry Mr. Alexandre Leroy-Ahade Student - Master of Finance Mr. Alfred Li V.P. International Equities, Greystone Managed Investment Inc. Mr. Andrew Gordon Managing Director, The Royal Bank of Canada Financial Group Mr. Ben Pan Senior Operations Manager, Salient Holdings Ltd. Mr. Brandon Hui CEO, Groveland Financial Services Ltd. Mr. Brandon Tien Shin Kung HKUST MBA Mr. Brian M Dodo rincipal, BmDodo Strategic Design Mr. Cathal Kiely Owner, Rula Bula Mr. Chris McVittie VP Process Optimization, Sonepar Asia Ltd. Mr. Craig Davies President, Royal Canadian Water Ltd. Mr. Curtis Ng Senior Analyst, EBM Consulting Mr. David Sealock Executive Vice President, Corporate Operations, Sunshine Oilsands Ltd. Mr. Donald Ping-Keung Cheung Executive Director, Emperor International Holdings Ltd. Mr. Elain Tung Public Relations Manager, BlackBerry Mr. Eric Mak Director, Rhombus International Hotels Group Inc. Mr. Eric Poon Assistant Vice President of Real Estate Valuation, American Appraisal China Ltd. Ms. Eva Cohen Research Editor, Financial Times Group Mr. Evan Lau

Mr. Evan Liske Vice President, Royal Canadian Water Mr. Felix Ng Carrier Relationship & Sales Manager, BlackBerry Mr. Gregory Kaplan CEO and Publisher, Bridge21 Mr. Herman Cheung Manager Government Affairs, Philip Morris Asia Ltd. Mr. Jeremy Clark Operation Manager – HK, Runge Asia Ltd. (Runge Pincock Minarco) Mr. John Yuan Managing Director, Vestmore Capital Management LTD. Mr. Johnathan Che To Woo JWE Group Ltd. Mr. Justin Hart Beverage Manager, Elite Charters Hong Kong Mr. Ken Tsang Bun Kee Mr. Kingsley Fong International Sales Manager, BSL Containers Ltd. Mr. Kylie Waterstrom Director, Elite Charters Hong Kong Mr. Lawrence Nutting Chief Distribution Officer, Manulife (International) Ltd. Mr. Malcolm Woo Founder & Managing Director, Maximal Concepts Mr. Mark Harper Manager, China Water Risk Mr. Marlene Mask Operations Consultant, Sonepar Asia Mr. Matt Reid Director, Maximal Concepts Mr. Nelson Cook Manager Technology, Spring Asia Mr. Raju Ruparelia Senior Principal, Ontario Teachers’ Pension Plan Mr. Robert Ekstrom Cormie Managing Director, Head of Private banking, Asia, Bank of Montreal Mr. Sean Tomlinson Major Shareholder, Financial and Energy Exchange Mr. Simon Lau Manager, Censere Mr. Stefan Sawh Regional Director – Asia Pacific, Cazar Mr. Stephen Shapiro Interim Associate Vice President, Principal Gifts, University of Waterloo Mr. Stuart Walker Director, Elite Charters Hong Kong Mr. Sylvain Motte Account Manager, Abacare Hong Kong Ltd. Mr. Tyler Doherty Flyke International Mr. Vikram Chellaram Cheif Executive Officer, Mordril Properties Ltd. Mr. Vincent Wan Chairman, WellnessPlus Ltd. Mr. Virata Thaivasigamony Director, VI Properties SDN BHD Mr. Wing Yin Lai Vice-President, Brookfield Asset Management Inc. Mr. Winston Kan Senior Manager, IMW Compressors (Shanghai) Co., Ltd. Mr. Winston Kan, Managing Director, Greater China, Strategic Executive Search (SES) Group Mr. Xuan Mu Maximal Concepts Mr. Yi Jiang Vice President, Asia for CSA International and OnSpex, CSA International

Mr. Yuriy Mamatov Area Sales Manager, Regus Business Centre Ltd. Mrs. Scherzade Westwood Chair Women, Women’s Network Ms. Sarah Dench Executive Director – International, Simon Fraser University Ms. Alexandra Ho MBA Student, Hong Kong University of Science and Technology Ms. Amanda Teo Financial Controller, Mordril Properties Ltd. Ms. Carrie Chen Senior Country Marketing Manager, BlackBerry Ms. Carrie Ngo Careers Administrator, St. Paul´s Co-educational College Ms. Cecilia So Manager Corporate Affairs, Philip Morris Asia Ltd. Ms. Celia Lam Associate Director - Investments & Asset Management, Mordril Properties Ltd. Ms. Christine Adrienne Shum Corporate Affairs, Bank of New York Mellon Ms. Donna Kirmani Senior Associate, Korn/Ferry International Ms. Doris Yuen Kei Yeung Chief Executive Officer, A-Swiss Corporate Services Ltd. Ms. Elena Galli Giallini Creative Director Co-Founder, Elena Galli Giallini Ltd. Ms. Ellen Wong Analyst, JP Morgan & Co Ms. Evy Bekers Managing Director, Global Talentz Ms. Gigi Liu Marketing & Communications Director, The Executive Centre Ms. Jacqueline Lam Ms. Jaime Leung Assistant Manager – Investment, Savills (Hong Kong) Ltd. Ms. Jennifer Chua Ms. Jenny Chan Front Office Admin, BGC Capital Markets Ms. Liliane Ng Media Relations Manager, Yokee Diamonds Group Ltd. Ms. Lynda Berard Managing Director, Lucky Real Ltd. Ms. Maire Apiou Director - Career Development, The University of Hong Kong Ms. Marsha Tung Medical Affairs, Merck Sharp & Dohme Ms. Mary Ballantyne Assistant Head, Technology and Innovation, The Bishop Strachan School Ms. Patty Ng Assistant to Chairman, Prime Investment Group LTD. Ms. Ruth Marie Smith Teacher, The Jockey Club Eduyoung College Ms. Stephanie Hutcheon Director of Sales, The Venetian Macao-Resort-Hotel Ms. Tae-Sook Cornelis General Manager, Regus Business Centre Ltd. Ms. Tsz Yan (Ovee) Au Yueng Marketing Executive, New Concept Mandarin Ltd. Ms. Valeriya Edemskaya Support and Operations Manager, HJM Asia Law and Co. LLC Ms. Vivian Ko Marketing Officer, KCS Ms. Wendy Mok Director, Legal and Compliance, Convoy Financial Services Ltd. Ms. Joanna Qiao Environmental Specialist, Behre Dolbear Group Ms. Katherine E. Payne

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ELITE CREW asIa

39 OFFICES 2,500 SPECIALISTS

Success has many parents. So as Colliers became the world’s fastest growing real estate services firm, we had our people— and our clients—to thank. With an integrated global services platform, and property experts and market specialists in every corner of the globe, Colliers is a united effort to advance the interests of clients, and create opportunities in commercial real estate in ever-more-helpful ways. colliers.com