A Publication of The Canadian Chamber of Commerce in Hong Kong
Chairman’s Message “In this issue of the Chamber Magazine, the first during my tenure as Chairman, you will find many thought-provoking articles which will, I hope, inspire you to work closely with the Chamber to build a prosperous environment for Canadian companies, Canadians and all our friends in Hong Kong.” 2016 has already seen Canada at the forefront of world news, first
following the election last November of the Liberal Party with Justin Trudeau as the country’s Prime Minister, and more recently with news of our hard won trade agreement with the European Union. I believe that both these events herald a new era which will see leading resource-rich countries with strong manufacturing and service bases surge to the forefront of world trade, with Canada at their head.
Hong Kong is a centre of focus for enterprising Canadian companies, and I very much look forward to serving as Chairman of our Chamber of Commerce during this exciting, if at times volatile, and dynamic period.
A highlight of the year will of course be The Annual Ball CANOPOLY on Saturday, May 14, 2016. The Ball Committee, led by Saniza Othman, Arbitrator and Mediator, and Michael Yong-Haron, a Senior Executive at Royal Bank of Canada Wealth Management, together with the Secretariat, has been working to add fun and creative elements to the night. We are honoured to have Manulife as the Title and Booth Sponsor and Sun Life being the Community Chest Sponsor as well as Melco International becoming the Centerpiece Sponsor. With further support from the Canadian community, we look forward to another successful Annual Ball with your participation.
To keep members up-to-date to happenings at the Chamber and among our members, we interview Dr. Simon Galpin, the outgoing DirectorGeneral of InvestHK in the Special Feature in this issue of EXCHANGE. He discusses his past experiences in Hong Kong and his vision of the future as we nudge ever closer to 2047. Simon has always been very supportive of the Chamber’s Entrepreneur and Small Business Committee, in particular our annual TransPacific Entrepreneurial Conference which has been sponsored by InvestHK. I’m sure that all members will join me in wishing Simon well as he takes up his new role as head of Bahrain’s Economic Development Board. This issue’s Leadership Column features an interview with William Doo, a Governor of the Chamber, who explains how his family started business in Hong Kong. William is the Chairman and major shareholder of FSE Holdings Limited, a non-Executive Director and Deputy Chairman of NWS Holdings Limited and the Vice Chairman and Non-Executive Director of New World China Land Limited. I believe this interview will be of interest to the community at large as William Doo and his business have built up a far-reaching reputation in Hong Kong and Asia. The Adventures of Working Abroad in Hong Kong is the title of an interview with Ron Hoffmann, long standing Canadian diplomat who was appointed Alberta’s Senior Representative for the Asia Pacific Basin in September 2014. We would like to take this opportunity to thank him for his support for our annual TransPacific Entrepreneurial Conference. In this issue of Exchange, the Advocacy Column features a further discussion on Hong Kong’s Competition Ordinance which took effect from December
2 EXCHANGE Vol.16
14, 2015. The effects of this Ordinance are of great interest to us all, and a case study “Dawn Raids’ written by Bird & Bird is a supplement to the introduction to the Hong Kong Competition Law covered in the last issue by Zhong Lun Law Firm.
Our series entitled Canadian Companies and Entrepreneurs Setting up and Doing Business in Hong Kong covers the activities of a new Chamber member, APrivacy. Read about this company’s plans and strategies with an interview with Dr. Cédric Jeannot, Founder and Chief Executive Officer. The Chamber hopes to be able to be involved in every aspect of our
Members’ interests, and in this issue we have introduced a brand new topic – How to De-Stress on Your Next Business Trip: Sharing of Ideas with Senior Executives. In the first of the series we have interviewed Irene Chu, a Partner in KPMG and also an active member in Hong Kong’s business and philanthropic community. In future we will talk to a selection of leading figures and well-known representatives of the Canadian community to pick up some valuable tips on staying ahead in business.
In our Committee Reports we hear of Elizabeth L Thomson, one of the
founders of The Women’s Network explaining the development of women entrepreneurs and women in business from the 1980s to the present day.
Additionally, we have a report from the Entrepreneur and Small
Business Committee which hosted the Second CanChamHK-HKCBA TransPacific Entrepreneurial Conference providing a summary of the Conference’s Discussion Panels. Further to this, we are pleased to welcome the National Conference in Calgary organized by the Hong Kong Canada Business Association (HKCBA) on June 2.
Finally we are pleased to include introductions to some of our Member
Companies including Colliers: A Revolution in Office Space, Baker & McKenzie: 5 Lessons Learnt from Recent Cyber Attacks, Ocean Park: Blue matter (Sustainable Food) and the New World Golf Academy which will appeal to those of you planning to take part in the Chamber’s Annual Golf Tournament.
In this issue of the Chamber Magazine, the first during my tenure as
Chairman, you will find many thought-provoking articles which will, I hope, inspire you to work closely with the Chamber to build a prosperous environment for Canadian companies, Canadians and all our friends in Hong Kong. Please share with me any ideas you may have that will bring that dream to fruition.
Lawrence Nutting Chairman The Canadian Chamber of Commerce in Hong Kong
Volume16 April 2016
CONTENTS 02
Chairman’s Message Committee Updates 06 Entrepreneur and Small Business Committee Report: The Second Annual Transpacific Entrepreneurial Conference November 30, 2015 10 Special Guest Appearance: Ms. Elizabeth L. Thomson, A Founder of the Women’s Network, The Canadian Chamber of Commerce in Hong Kong – Your Vision and Your Perspectives
Platinum Sponsors
Advocacy 12 Navigating the Hong Kong Competition Law (Part 2) – Preparing for “Dawn Raids”
Adventures of Working Abroad in Hong Kong 16 Interview with Ron Hoffmann, Senior Representative for the Asia Pacific Basin, Government of Alberta
Business Tips Column 17 How to De-Stress During Business Trips – Irene Chu
Sharing Experience and Success: Leadership Column 18 Interview with Mr. William Doo
Special Feature 22 Farewell to a Friend: Dr. Simon Galpin – Looking Back and Looking Forward
Focus on Members 28 A Revolution in Office Space 30 Five Lessons from Recent Cyber Attacks to Protect Your Organisation from Risk of Data Breach in 2016 32 The Calgary Zoo – An International Conservation Leader 34 Hong Kong Golf & Tennis Academy 36 A Goal Worth Having
Community 38 Hong Kong-Canada Business Association – Highlights of the Year 40 APrivacy: FinTech Startup: The Challenges and Success of Setting Up and Doing Business in Hong Kong
Gold Sponsors
Professional Development 42 Digital Marketing ≠ Techie?
Leisure 44 Making the Theme Park Experience more Sustainable at Ocean Park
46 49
Event Highlights Welcome New Members
Executive Committee
Governors’ Council
Lawrence Nutting
Chairman
Wayne Lee
Vice Chairman–Internal
Winston Kan
Vice Chairman–External
Irene Chu
Secretary
Rachel Tsang
Treasurer
Daisy Ho J. Ian Burchett Aaron Harilela Allan Matheson Allan Zeman Andrew Turczyniak Bernard Pouliot Bruce Hicks David Armitage David Kong David M Nesbitt David McMaster Dr. Eliza C. H. Chan Dr. William Yip Elizabeth L. Thomson Joe Ng John Cheh John W. Crawford John R. Witt Lawrence Ho Lincoln K.K. Leong Madeleine Behan Patrick Lam Raymond Chow Richard Siemens Robert Cook Stephen Chu Victor Apps William W. H. Doo
Andy Poon Brendan Wong Brian Lau Don Roberts Gina Hudel Guy Cloutier Karim Gilani Michael Nardella Michael Yong-Haron Richard Brown Shafin Remtulla Victor Yang Wai Ho Wong Lynn McDonald
Ex-Officio Member
The Secretariat Head of Governors’ Council Honorary Head of Governors’ Council
Philip Leung President email: philip_leung@cancham.org Carol Chan Operations & Finance Manager email: carol_chan@cancham.org Sara Cheng Administrative Assistant email: sara_cheng@cancham.org Janice Ip Events Manager email: janice.ip@cancham.org Katrine Cheng Deputy Events Manager email: katrine_cheng@cancham.org Sarah Cheng Communications Manager email: sarah_cheng@cancham.org Barbara Mok Membership Service Manager email: barbara_mok@cancham.org Janice Hon Membership Manager email: janice_hon@cancham.org Sarah Wai Membership Co-ordinator email: sarah_wai@cancham.org
Volume 16, Apr 2016
Published by
Editorial Board Madeleine Behan (Chair) Philip Leung Carol Chan Sarah Wai (Editorial Assistant) Parker Robinson (Guest Editor) Advertising Contact Carol Chan (carol.chan@cancham.org) Sarah Cheng (sarah_cheng@cancham.org) Project Management Meipo Yeung Design and Layout Sarah Cheng Sarah Wai Winnie Li Lilian Yu Steve Mok
4 EXCHANGE Vol.16
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 Photos by: Edwin Van Buuringen Source: www.flickr.com/photos/ edwinvanbuuringen/ 7667662212 The cover photo has been edited from the original
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. Canada Hong Kong Exchange is published in every four months. 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. Canada 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 Canada Hong Kong Exchange reserves the right to edit letters for length and clarity.
Committee Updates
THE SECOND ANNUAL
TRANSPACIFIC ENTREPRENEURIAL
PRESENTED BY THE CHAMBER’S ENTREPRENEUR AND SMALL BUSINESS COMMITTEE AND THE HONG KONG CANADA BUSINESS ASSOCIATION (HKCBA). Hong Kong’s SME Centre was the scene of the second annual Transpacific Entrepreneurial Conference, presented by the Chamber’s Entrepreneur and Small Business Committee and the Hong Kong Canada Business Association (HKCBA). The November 30th, 2015 conference drew 135 attendees and demonstrated for visiting Canadians the ease of tapping regional opportunities via Hong Kong. The event also helped nurture Hong Kong’s entrepreneurial spirit and provided a valuable platform for business networking. With imports from Canada growing by 1% to US$1.4 billion in the first 10 months of 2015, the conference was perfectly timed to reinforce the message that Hong Kong’s doors remain open to entrepreneurial Canadians. The half-day event featured a wide variety of topics, including how Canadian companies had set up and succeeded in Hong Kong, and the types of resources available to help these companies do business here. The panel discussions were lively and encouraged insightful questions from the audience.
Hong Kong: Canada’s Panel Discussion Chair: Douglas Betts (Sunwah International Limited) Speakers: Simon Galpin (Invest HK), Jeff Kwok (Neverblue, Globalwide Media), and Irene Chu (KPMG) Douglas opened up the event by touching on Hong Kong’s historic evolution as a manufacturing hub to a services hub, and as a gateway to China. There was a need for Hong Kong to evolve further due to globalization and China’s rapid development. As such, the panel addressed the issue of how entrepreneurs could successfully launch and maintain new businesses in Hong Kong. Simon commented on recent changes in Hong Kong’s economic infrastructure. While the backbone of Hong Kong’s business sector consisted of local small-medium enterprises, there had been a recent increase of globally focused start-ups. Hong Kong is set to become a global centre in innovation and business start-ups, influenced by the high net worth of investors, the proximity to manufacturers in Shenzhen, and Hong Kong’s excellent service environment. Simon further recommended an online resource for start-ups called startmeup.hk. 6 EXCHANGE Vol.16
Committee Updates By Zachary Rowswell, The Canadian Chamber of Commerce in Hong Kong (Edited by Parker Robinson)
CONFERENCE,
THANK YOU SPONSORS: Conference Co-Sponsors
Folder Sponsor
Venue Sponsor
Wine and Snack Sponsors
Gateway to Half the World Jeff shared his company’s experience on how it recently expanded into Asia Pacific with its regional centre based in Hong Kong. Jeff listed the various reasons to consider setting up a globally focused business in Hong Kong, emphasizing that using Hong Kong merely as a gateway to mainland China might not be a major motivator. Advice was also given to ensure that one has a practical reason for setting up in Hong Kong and to understand the competitive advantage of employing proper talent. Irene talked about the issues that larger corporations in Hong Kong deal with when faced with competition from start-ups entering the market. Size no longer always equals power and it is important for businesses to collaborate with each other to drive innovation. Irene also touched on the megatrends driving innovation, the drivers for collaboration between businesses, and the role of accelerator and incubator companies in stimulating innovation for big business. She concluded with the idea that big businesses and small start-ups should seek to create mutually beneficial relationships and learn from each other’s experience.
THIRD TRANSPACIFIC ENTREPRENEURIAL CONFERENCE November 28, 2016 2pm – 6pm Conference 6pm – 8pm Networking Cocktail
7
Committee Updates
“How I Started: How I Made it” Entrepreneur Panel Discussion Chair: David Armitage (Velocity Solutions Ltd) Speakers: Christian Yan (Nanoleaf), Allan Matheson (Blue Umbrella), Wayne Bewick (Trowbridge) David began the discussion by noting how business in Hong Kong could be seen as a hobby rather than a simple occupation and how Hong Kong is an ideal environment for such a hobby due to the access to a variety of exciting groups. Christian provided insights from his experience with his company, which recently expanded into Hong Kong and looked to provide solutions for efficient lighting. Christian stated that business should be seen as a harmony of cultures that come together to create a final product, with his own business being half Canadian and half Chinese. He also talked about the importance that his company attached to combining aesthetics and functionality in a product that could provide global benefits. He acknowledged that there existed a challenge for his company to drive sales and that
Growth through Partnership Panel Discussion Chair: Alexandria Sham (HKCBA) Speakers: Lawrence Nutting (The Canadian Chamber of Commerce in Hong Kong), Colin Hansen (Advantage BC), Michael Wong (University of Waterloo), Tytus Michalski (Fresco Capital)
Alexandria began by introducing HKCBA as one of the largest bilateral business associations in Canada. She also mentioned that the association will host its 2016 national conference in Calgary. Lawrence reiterated the trend in the increasing amount of start-ups in Hong Kong and the focus in innovation that exists even in big businesses. He also talked about how companies could achieve growth through partnership with the Chamber and HKCBA by utlizing bridging opportunities and understanding the value of networking to other members. He concluded that individuals make a difference in business and that the mission of organizations such as the Chamber and HKCBA is to support members and future members in creating value and developing talent. Colin discussed how the government of British Columbia was looking to continue connecting to Asia through economic agreements. British Columbia’s vision is to become the most renminbi (“RMB”) friendly
Hong Kong: A Super Connector Between Asia Panel Discussion Chair: Parker Robinson (The Word Factory) Speakers: Jenny Koo (HKTDC), Amanda Casgar (Lululemon), Albert Tam (Intercontinental Group), Arnold Leung (Appnovation Technologies Inc.) Parker described Hong Kong as having evolved from a bridge to a gateway to a super connector between Asia and Canada. Its role as a super connector meant that Hong Kong was the ideal place for Canadian businesses to set up to enhance links with the mainland and expand across Asia. Jenny noted that Hong Kong and China had bucked recent global trends and seen an increase in foreign direct investment (FDI) flows over the past few years. Despite increasing globalization in mainland China, Hong Kong still played an important role there in facilitating FDI flows. There had also been growth in Guangdong enterprises operating in Canada and the HKTDC continues 8 EXCHANGE Vol.16
to play an important role in bringing mainland businesses and investors to Canada while operating out of Hong Kong. Amanda shared her company’s ideas in expanding to Hong Kong. The decision to do so was led by the realization that the company needed to consider Asia in its view of the world. The company seeks to motivate employees through the idea of the choice to love what you do. It practices a decentralized business model that helps foster a culture of entrepreneurship and hard work. Concerning marketing, Amanda stated that the company relies largely on word of mouth through community connectors for organic brand growth.
Committee Updates
Experience Sharing Session his enterprise needs guidance from experienced companies. In conclusion, the practical reasons for setting up a company in Hong Kong and Shenzhen relate to leveraging cultural strengths, and that the location is close to the company’s suppliers. Allan gave advice to businesses to strengthen weaknesses and not just focus on existing strengths, highlighting that his company’s mandate was to always make sure it was learning and growing. Allan attributed the importance of having a focused product and high sales in order to maintain a strong market share. It is also key, he said, to studiously observe one’s competition with indifference, meaning that it was important to understand the competition, but not become too caught up in it. Allan asserted that business comes to a situation where one either has or does not have the skill to get things done. Wayne began by discussing how Trowbridge was able to find a niche in the Hong Kong market by providing expats with financial services that were previously unavailable, and how successful networking was key to market expansion. Emphasis was given to the importance of having good people in a company with diverse skill sets, and that the key challenge was always finding the right talent. Wayne also noted that success can be found in failure, and that business expansion is always a learning experience. market in Asia, with the recent establishment of “dim sum” bonds and the potential of issuing “panda” bonds in Vancouver. Canada had also recently been declared the world’s tenth RMB settlement hub, serving to further promote Canada as a financial gateway from China to the Americas. Michael talked about the University of Waterloo (Waterloo) and the benefits that its students received in participating in co-op-style education. The Waterloo co-op program allowed students to gain practical business experience while studying so that they could find their niche in the business world more easily. Waterloo students partaking in the program have demonstrated their potential for business innovation on many occasions, and the university is looking to increase partnerships in Asia to allow for more opportunities for this body of talent to grow. Tytus provided eight lessons to learn in conducting successful business partnerships based on his experience. This advice included learning to look for opportunities that might not seem obvious, finding great talent, and remembering to stay open to new ideas as part of the learning process of business.
and Canada Albert talked about his experience in accountancy and consulting, and how he uses the skills to help Canadians integrate comfortably into Hong Kong and use the region as a base for expanding into mainland China. He recommended Hong Kong as a good place to connect with the mainland and the Shanghai Equity Exchange as a useful resource to enter the market there. Arnold explained the reasons for choosing Hong Kong as the location of choice in Asia Pacific due to not only its proximity to China, but also the ability to conveniently provide services to Asia. He also listed several other benefits, including Hong Kong’s excellent legal system and the straightforward business culture.
How We Are Helping Canadian Companies Expand Their Business into Hong Kong (and China) Speakers: Lynn McDonald (Consulate General of Canada), Henri Arslanian (APrivacy) Lynn focused on the role of Canada’s federal government in Hong Kong. The government operates through embassies and consulates not only to negotiate agreements with other governments, but also to provide consular services to Canadian citizens. Trade commissions are also located at the embassies and consulates, as well as in regional offices across Canada, operating with a vision for excellence in facilitating partnerships, deal flows and FDI to Canada. This provides a range of services to Canadian businesses abroad, such as market assessments and recommendations of qualified contacts. Henri built on Lynn’s presentation by asserting how Global Affairs Canada had been helping businesses abroad through the embassies and consulates. He gave an overview of his company as providing electronic email security to diplomats, militaries, and financial service providers. The Consulate General in Hong Kong was pivotal in facilitating the company’s expansion to Hong Kong by providing helpful contacts and assisting with networking.
Conclusion Post-conference comments from participants were unanimous in agreeing that the information provided by the panels was most insightful. Audience members left with the message that Hong Kong is now a business hub for all of Asia, not just mainland China, and that the city is firmly established as Asia’s central business district. Participants also noted that the event provided a useful forum to keep abreast of the latest business developments between Canada and Hong Kong, particularly in the rapidly changing technology-related areas. Finally, many panellists and attendees said were already looking forward to the next Transpacific Entrepreneurial Conference in 2016. 9
Committee Updates Q. You sold your company ICS TRUST while you were at the pinnacle of your career. What is the main focus of your life and work now? After 32 years of growing ICS TRUST, it was a shock to have so much free time! I sit on the board of a charity Teach for Hong Kong which works in lower income schools. I help with other charitable endeavors especially where there is a legal element and I can use my training as a lawyer to help non-Chinese women and girls in Hong Kong. This ties into the goals of our family charitable foundation. I am one of the founders of The Women’s Network at the Canadian Chamber of Commerce in Hong Kong and keen to work on our continued success in this committee and as a member of the Governors’ Council. I am also on the Advisory Board for the McGill Faculty of law which means I travel to Montreal two or three times a year. Finally, I chair the board of The Women Entrepreneurs Network (“WEN”) in Hong Kong.
Special Guest Appearance: Ms. Elizabeth L. Thomson, A Founder of the Women’s Network, The Canadian Chamber of Commerce in Hong Kong
Vision and Perspectives By Sara Cheng, The Canadian Chamber of Commerce in Hong Kong 10 EXCHANGE Vol.16
Q. You have been an entrepreneur for almost four decades, what are the differences between the time you first arrived in Hong Kong and now? There have been incredible changes. The word ‘entrepreneurship’ was not even recognized back in the 1970s and there were really no groups helping entrepreneurs. It was not until the 2000s when chambers and others started recognizing the contribution of business owners to the economy and how vital it
Committee Updates Q. From your point of view, what are the dos and don’ts when running or starting a business?
was to set up SME committees. Now there are multiple organizations and programs such as StartmeupHK from InvestHK and others which assist start-ups and entrepreneurs. Our own Entrepreneur and Small Business Committee at the Chamber is a leader in this area. Even the Immigration Department has become more willing to approve visas for entrepreneurs. It is now popular to be an entrepreneur and we see employees of multinationals leaving to set up on their own. Entrepreneurs are respected and even envied, which is appropriate in a city like Hong Kong where 98% of business are considered “small” business.
Q. We understand that you hold a number of leadership/ advisory positions in helping build up a systematic approach to fostering the growth of women entrepreneurs and women business leaders in our community, can you share with us some of the programs that are available? One of the many leadership positions that I hold is the chair of The Women Entrepreneurs Network. We started as the Women Business Owners Club (“WBOC”) back in the 1980s and we encountered a leadership crisis: we could not find leaders and hence despite having been virtually the only program for women entrepreneurs at that time, we became dormant. In December 2015 we relaunched and rebranded as The Women Entrepreneurs Network. We now
run The Circle, a facilitated mentoring program for women with businesses over 2 years old. We have senior women entrepreneurs facilitating group discussions with 6 to 8 women business owners with the goal of solving problems, finding inspiration and making new connections. Entrepreneurs have the problem that they often don’t have mentors and hence no-one to turn to for advice. We are solving that with The Circle. We are able to discuss our business issues with other women who have been through similar situations and have found solutions which they share with the group.
The dos are: do your homework; do a lot of market research and reach out to organizations for support. Learn constantly. Dedicate yourself to make your business a success. Go to seminars, and talk to everybody there. If I were to start up my company from scratch now, I would try to join an incubation program, which could offer space, perhaps resources or money. Another bit of advice would be to consider a small advisory board to give you support in what can be a very lonely journey. Think about the experts that you need so that they can help you achieve your objectives and goals and move forward with enhanced strategic planning to grow your business. Plan and reassess constantly. Where do I want this business to be in one year / five years? Do I want a small business or do I want this business to cross borders? Assess your own skills. What am I good at? Where do I need help? How can I get help?
Another part to a WEN Circle is called “WEN connect”, where women ask for help finding a resource in a particular area such as legal services marketing, web maintenance etc. Solutions Found! The Circle and WEN Connect have been very well received and are clearly making a difference for the women entrepreneurs participating. We want to see women owned businesses scaling up so that women have a commodity that can be sold and generate wealth.
The don’t would be: Don’t be afraid to ask someone for advice or to sit on your Advisory board or to be your mentor. Don’t run your business at home and isolate yourself from the Start up community which can be a source of support, ideas and resources let alone companionship. Don’t be the doer in the business i.e. don’t only work IN the business – work ON the business and its future, its growth. The growth and future of the business is your own personal journey. Enjoy it! 11
Advocacy
Navigating the Hong Kong Competition Law (Part 2)
i r n a g p f e or r P R n a w i d a s” D “
By Bird & Bird
“Dawn raids” have become a realistic prospect for businesses in Hong Kong. The Competition Commission (the “Commission”) has the power to conduct surprise searches pursuant to warrants issued by the Court. This article explains the Commission’s relevant powers and provides practical tips on preparing for and handling dawn raids. The Commission’s investigative powers The Commission is tasked with enforcement of the Competition Ordinance (Cap.619) (the “Ordinance”), which provides the Commission with wide discretion to investigate possible
12 EXCHANGE Vol.16
contraventions of the competition rules. The Commission may investigate with its compulsory powers under Part 3 of the Ordinance where it has “reasonable cause to suspect” that a contravention has taken place, is taking place or is about to take place.
Advocacy
The Commission has wide investigative powers. Apart from issuing statutory notices requesting provision of information and attendance of interviews, the Commission may apply to the Hong Kong High Court for permission to enter and search any premises to obtain documents, information and other items relevant to its investigations. The premises need not relate to a party under investigation and may belong to the investigated party’s distributor or supplier, etc. By their nature, the searches are usually unannounced and unexpected. “Dawn raids” are often used to describe such surprise searches, although investigators will normally not arrive at the crack of dawn. The Commission’s investigations guideline states that the Commission officer will normally, “subject to operational considerations”, arrive during usual office hours.
Preparation Any company can be subject to a dawn raid. It is important to know what it is and have a suitable response procedure in place. This will enable the company to fulfil its legal obligations while preserving its rights, when the investigators come knocking on the door.
Legal professional privilege is expressly maintained under the Ordinance. The Commission has published specific guidelines on handling claims to legal professional privilege in relation to a search and how a searched party may vindicate its claims during and after the search. The principle of self-crimination does not excuse a person or company from providing a document or answering a question on that basis. However, the Commission is restricted from using such incriminating statement made under compulsion against that person or company.
Tips on handling a dawn raid A company should devise an action protocol for handling dawn raids. Some practical tips are listed below. If advice on individual matters is required, legal advisers should be consulted. • Be calm and cooperative. The reception staff should allow the investigators to enter and contact the designated dawn raid coordinator. • Check mandates. Ask the investigators to produce evidence of their identity and the search warrant. Check the search warrant to ensure it is valid and ascertain its scope and nature of investigations. • Contact your legal advisers. Upon request and in the absence of in-house lawyers, the investigators will wait for a reasonable time for external legal advisers to arrive. Let them wait in a neutral room, and follow their instructions (e.g. sealing offices). • Accompany the investigators during the search. Each investigator should be shadowed with a staff member and, preferably, a legal adviser.
Educating the staff is fundamental. Suitable training should be provided, especially to receptionists, office managers, security staff and IT staff, regarding the investigative powers of the Commission officer and the “do’s and don’ts” during an investigation. A dawn raid coordinator and deputies should be designated to handle any prospective investigations. A dawn raid manual, the company’s compliance policies and “prompt cards” may be circulated to the staff to remind them of what they should or should not do.
• Provide information and documents if requested. The investigators may make copies of relevant information and seize computers and other devices. Legal advisers should be present when the staff members respond to the investigators’ questions. • Keep proper record. Written record should be prepared for all documents and information which have been copied or seized and responses made to the investigators’ inquiries. • Arrange debriefs with the staff and legal advisors. The company policies should be reviewed and the next steps, including potential leniency applications, should be considered.
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Adventures of Working Abroad in Hong Kong
Interview with Ron Hoffmann By Sara Cheng,The Canadian Chamber of Commerce in Hong Kong Did you ever dream of working in Hong Kong previously?
nn a m f f o on H
R tive for the Senior Representa Asia Pacific Basin berta Government of Al
Ron Hoffmann, appointed as Alberta’s Senior Representative for the Asia Pacific Basin in the fall of 2014, is a western Canadian who has dedicated most of his professional life advancing Canada’s interests on the world stage. He has spent much of his diplomatic career in Asia, including serving as Ambassador to Afghanistan during the height of Canada’s military, diplomatic and development deployment. Ron has served on advisory boards and leadership councils and lectures frequently on foreign policy and international affairs. Mr. Hoffmann will work closely with Alberta’s international offices across the region to promote high level and outcome-oriented engagement among Alberta government and business leaders and Asian counterparts. He will be Alberta’s senior voice in Asia, fostering greater awareness of opportunities to establish and expand trade, investment, innovation and governance partnerships.
16 EXCHANGE Vol.16
Hong Kong has been in my consciousness for quite a while. I have worked in Asia, and on the subject of Asia, for much of the past 20 years and came through Hong Kong from time to time. I did wonder whether I might ever live here one day, but did not think it would really happen. Making Hong Kong home is inevitably a very different, and more enjoyable, experience.
What is working for you living and working in Hong Kong? Which aspects of Hong Kong do you enjoy most? Hong Kong is truly a world city in Asia. It is not only the gateway to China, but now also a gateway from China to the world. Some 60% of Chinese outbound investment comes through Hong Kong in one manner or another. It is not just the sophisticated business environment, but the palpable energy of the people, the diversity of activities and amenities and the fact that it is so easy to travel to the broader Asia region that combine to make Hong Kong so unique, and so appealing. And I have had the privilege of living in several world class cities, on four continents, but have never been able to access green space as easily as I can here. Within 30 minutes of leaving my office in Admiralty, I can be surrounded by forest, birds and streams, and by foliage reminiscent of Jurassic Park.
What are the challenges upon your arrival? How have you overcome them? Hong Kong has been easy to settle into. Aside from the moving company mistakenly leaving half my kitchen items, including all my cookbooks, in storage, it’s been a smooth transition. The only challenge I didn’t expect was trying to set up a simple bank account. It seems that Hong Kong banking practices classify me as a “PEP”, or Politically Exposed Person, simply because I work for a government. That means that it takes months to get an account approved, and I’m still working on it as we speak. But I am sure I will get through it after calling them more often.
How is Hong Kong compared to all other places that you have worked in before? I have worked in many different places in Canada, but also in Europe, Africa and across Asia. Each place has its own unique set of circumstances, and cultures still vary significantly. You can find something special everywhere, so I find it hard to compare one to another. What was new for us in Hong Kong was our self-sufficiency and independence. As a former Ambassador, I was well supported and there were always a lot of staff eager to take care of things. In Bangkok, I was met on arrival by my car and driver, and taken to the Official Residence that had four staff. In Afghanistan, I even had a few “best friends” accompanying me 24/7 since I was considered a “high value target” of the Taliban. In contrast, my wife, Andrea, and I had the experience in Hong Kong of finding our own apartment and fitting it up with our own things. And we attend a lot fewer diplomatic receptions. It has been, frankly, liberating.
What is your one piece of advice to other newcomers to Hong Kong? I have learnt a lesson from living in different places over most of my adult life. When arriving in a new place, in a new culture, you have to let it absorb you. Take a fresh look at life, and with an open mind. By doing so, you can stimulate a journey of discovery. Andrea and I are in the midst of that experience now, and truly enjoying it.
Business Tips Column
Irene Chu is a Partner of KPMG China and has been working in Hong Kong for over 14 years with the focus on technology, media and telecommunication sector. On the other hand, her primary role is a wife and a mother of 2 kids. Irene is going to share with us her experience in achieving a work-life balance while juggling a busy travelling g Kong n o H schedule and the demands n i e By Katrine Cheng, The Canadian Chamber of Commerc of a successful family life.
How to D Stress eDuring Business Trips What countries do you normally travel to for business? Mostly Southern China but occasionally I also travel to Europe and London.
What recommendations do you have for re-vitalizing your tired body and mind when you arrive in a place away from home? I usually sleep on the plane to get some rest. I also try to adjust to the time zone as quickly as possible. If a gym is available, I would exercise though sometimes it may be hard to. It is important for me to have enough rest as my schedule is quite packed for meetings upon the trips and I could not afford getting sick. One of the most important things to me while I am abroad is to stay connected with the family. I usually call and FaceTime with my kids. That helps in terms of reassuring me that things are being taken care of at home. People say that living in a technology era is convenient. However, it also creates extra work as you are constantly online. For me, I switch off my mobile when it’s bedtime. Of course, I have connections with my mobile and WiFi during the day when I am working.
What suggestions do you have for managing your time effectively? There is no magic formula. Regardless of the fact that there are days I am very efficient and active while sometimes distraction dominates, the key is not to get stressed. Some people would create their schedule every day and stick to it. I do something similar with a list of tasks to be accomplished based on priorities. However, people may get stressed when unexpected things occur and they are not able to stick to the schedule anymore. My way of planning my day is that I would allow some room in case ad hoc matters come up that I need to handle
immediately. For example, I usually allow some time in between meetings as a buffer for over-run or unexpected matters that I have to handle. I think everyone gets distractions every day. What is more important is how I can be careful enough to not over-spend time on lesser important matters when compared to those I have set out to do.
How do you make time to maintain a balance of home-business life? I never see myself as a perfect model. Like many other working moms, I always feel that I do not spend enough time with my kids. The least I can do is to have breakfast with them in the morning and try to avoid evening appointments. I concentrate on work as much as possible during the day so I can arrive home before 8pm. I would read stories and share my day with them before their bedtime. Once the kids have gone to bed, I would have my dinner and then go back to work until whatever time it takes. During weekends, I would minimize appointments to stay with them as well. My husband and I have a pretty good understanding on each other’s work schedule. His time is more predictable and flexible, and he can usually arrive home earlier than I do. We work together on our schedules so that at least one of us would be with the kids. One of my sons calls me every day at around 6pm just to ask when I would be home and whether he could wait for me. He is pretty timely and it’s a good reminder that I need to be more disciplined in my schedule. Being present both physically and mentally is also essential. When I am with the family, I try not to check my emails all the time. When your mind is about work and you are not mentally there, children can tell. Sometimes when they are talking to me and I am not paying attention, my sons would complain, “You are not listening to me!” So do switch off your mobile when you are with them.
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Sharing Experience and Success: Leadership Column
Interview with
Mr. William Doo
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r. William Doo has been the Governor of the Canadian Chamber of Commerce in Hong Kong since 1995. He is the Executive Chairman and sole shareholder of Fung Seng Enterprises Holdings Limited, a Company that operates and invests in property, hotel development and other property related services in Hong Kong and Shanghai. The Company is conducting several development projects in China and is amongst one of the major property developers in Shanghai. The Company also holds an investment arm, which has been investing in securities and financial instruments since the early 1990s. In addition, the Company is the majority shareholder of FSE Holdings Limited, a leading conglomerate in service industry in Hong Kong. At the end of 2015, the Group employs a staff of 16,000 strong. Mr. Doo has also been serving as the Vice Chairman and Non-Executive Director of New World Development Company Limited since 2013.
By Sarah Wai, The Canadian Chamber of Commerce in Hong Kong
18 EXCHANGE Vol.16
Sharing Experience and Success: Leadership Column Q: Can you tell us more about your background and why you were involved in the jewelry industry at such an early stage in your career? A: My late father was a banker in Shanghai from the early 1940s. Due to political instability then, my late father moved our family to Hong Kong in 1948. While he began to rebuild his business from scratch in Hong Kong, with his previous overseas connections, he ventured into the diamond trading business. In 1957, he established Fung Seng Diamond Company conducting into the business of importing diamonds from New York into Hong Kong. After I finished my secondary school at St. Joseph’s College, I attended the University of Toronto in Canada for my tertiary education and graduated in 1968 with a Bachelor of Science degree. Then I continued my studies at the University of California, Santa Barbara, and graduated with a Master of Science degree in 1969. In 1970, I further obtained the Diploma of Graduate Gemologist. Before returning to Hong Kong to work in the family business, I spent over a year in Antwerp, Belgium, for my professional training in the diamond industry. Upon my return to Hong Kong, I joined Fung Seng Diamond as an intern. I am most grateful to my late father for his trust and guidance to me within my first few years with the Company. My father also delegated me with much authority to make several key decisions, including the purchase of a diamond cutting works factory in South Africa which ensured a regular supply of rough diamonds for our Company. Also, he allowed me to employ quantitative analytical approach to restructure the management system of the Company. I also explored new sales opportunities by applying new strategy to achieve a faster expansion for the business. Within 2 years after I joined the Company, we achieved double-digit growth each year for the following 8 consecutive years. The diamond business is a clean and pleasant business: clients are happy when they purchase and you are happy when you are able to sell. I always joked that I was “girls’ best friend”.
a strong demand for new, diverse industries/businesses emerged. The real estate market was one of those industries, which experienced tremendous growth as the need for housing in Hong Kong significantly increased during this period. Comparatively, the diamond industry had little growth. By that time, our Company was already involved in several other trades of business, such as property development and investment in financial instruments. By the end of the 1980s, I was reviewing my achievement and found that 80% of my time and efforts had been devoted to the diamond-related businesses, but only achieving 20% of my total accumulated assets. While the remaining time and efforts were devoted to the newer businesses, they yet generated the other 80% of my total assets. It was for this reason that I established a new Company, Fung Seng Enterprises Holdings Limited during that period. In fact from 1990 to the present, I have been much involved in the property development business, financial securities, and service management businesses, of which a good portion of my efforts were spent on my property development projects in Shanghai; while spending the least amount of time on the diamond side.
Q: What is your view on the current business environment that can provide advice for the new generation in Hong Kong? A: Let me emphasize first that history does not necessarily repeat itself. Hong Kong was a vibrant and fast growing economy in the 70’s when China was just starting to stabilize. Business opportunities abounded here for entrepreneurs with vision and drive. But Hong Kong has now joined other major big cities in the world and has reached a certain degree of maturity. The “Li Ka-shing Story” is not going to happen anymore. Opportunities are difficult to find nowadays. If a shrewd young man has ambitions to achieve accomplishment in business, he must possess a well-balanced business mentality, analytical mind, and with ample devotion. Combining all the above, he must be super hard-working as well.
Q: With a successful business in diamond trading, what made you step out of your comfort zone and expand into other streams of business, such as property and hotel development? A: When seizing new business opportunities, timing is everything. In the early 1980s, thanks to the increase in population primarily due to the second generation of immigrants from mainland China, 19
Sharing Experience and Success: Leadership Column
Q: What advice can you give to Canadian entrepreneurs when doing business in Hong Kong and China? A: The sleeping giant, China, has now woken up. Despite my pessimistic view of diminishing business opportunities in Hong Kong, it is warm heartening to realize that the parent of Hong Kong – The People’s Republic of China, has within the last 20 years emerged from a politically driven country into a new economicoriented country, reaching out to all other parts of the world. With her 1.3 billion population, business opportunities are abundant and coming up every day. For the coming 40 years, there are unparalleled business potential in expansion internally and overseas. All young entrepreneurs should seize these golden opportunities to participate in sharing the economic achievements of China.
Hong Kong is the gateway into China. For overseas companies, Hong Kong, with its unique location and status, is the ideal platform for operation of business investments in China. Canadian entrepreneurs have a lot of potential business opportunities to offer in this market. Just to name a few such as the importation of wines and beverages and fresh seafood into China, the provision of Canadian architecture services, the offering of education opportunities in Canada for Chinese students, and the establishment of international schools in China, or the startup of high tech ventures, more and more. For anyone considering to capture the business opportunities, Hong Kong is the unique gateway to China. One last point, foreign business entrepreneurs wishing to operate business in China should leave behind their prejudice and biased
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image about China being un-civilized. They should approach the Country in good faith, with sincerity and respect to the people and the government of China. This will be the golden rule to success.
Q: As a leader, what criteria should a good leader have? A: To be a successful leader, one should possess primarily a sound analytical mind. He adopts an analytical approach in making any business decision, which allows him to assess the various possible scenarios in respect of such decision, including unexpected adverse consequences that might arise. With such foresight and vision, the leader will be well positioned to resolve any complications and achieve success. A leader should also have a special aptitude for the ability of organization. He must not only be able to implement a systematic procedure to carry out operation logically, but also to organize suitable staff at various levels to perform in accordance with his expectation. It is also essential that the leader has to devote his full commitment and time to his business.
Sharing Experience and Success: Leadership Column More About Mr. William Doo For over 10 years, Mr. William Doo was the Vice Chairman of New World China Land Ltd. and the Deputy Chairman of NWS Holdings Ltd. He is an Independent Non-Executive Director of the Bank of East Asia Limited as well as Shanghai Industrial Urban Development Group Limited, which is the window company of Shanghai Municipal Government. Mr. Doo has always been very active in participating in public and community services. Apart from his numerous appointments on various government committees, Mr. Doo was appointed as “Justice of the Peace” in 2004 by the Government of Hong Kong. In 2013, Mr. Doo was appointed as the Vice Chairman of Friends of Hong Kong Association Development Foundation Limited, an organization dedicated to the promotion of unity among the patriotic communities in Hong Kong and Mainland China. He is also the Chairman of the School Board of Victoria Shanghai Academy, and the Victoria Kindergarten and Nursery Group in Hong Kong. He donated the “William Doo
Auditorium”, a multi-purpose building for the usage of the students at the University of Toronto. In 2015, he also donated to the University of Oxford for the construction of an Undergraduate Centre to be known as the “William Doo Undergraduate Centre”. In February 2013, Mr. Doo was appointed as a Committee Member of the 12th National Chinese People’s Political Consultative Conference (CPPCC), participating in regular consultative conference meetings under the direct leadership of Politburo members in Beijing. Prior to the above, he has served as a member of the Standing Committee of CPPCC in Shanghai for 18 years. In recognition of his support to the promotion of French arts and culture, Mr. Doo was awarded the honor of “Chevalier de L’Ordre des Arts et des Lettres” in 2004 by The Government of France. Due to his special role in promoting friendship and cooperation between France, China and Hong Kong, he was further awarded the highest honor of “Chevalier de la Légion d’Honneur” in 2008. In 2005, Mr. Doo was appointed by the Foreign Ministry of the Kingdom of Morocco as the Honorary Consul of
Morocco in Hong Kong, and was further appointed as Honorary Consul General in both Hong Kong and Macau in 2012. In 2013, Mr. Doo was awarded by His Majesty The King of Morocco the honor “Alawite Officer Wissam”, in recognition of his contribution to fostering the economic relation between Morocco, China and Hong Kong.
Mr. Doo has always maintained his longstanding strong ties with Canada. In addition to his donation of the “William Doo Auditorium”, he has served as a Governor of University of Toronto (Hong Kong) Foundation since 1995. During the past many years, at the annual graduation ceremonies held in Hong Kong by the University of Toronto, Mr. Doo has always participated as a member of the platform and has frequently taken the role of Beadle. On the business side, he has been a property developer in Canada for many years and has built more than 1,500 homes in Brampton at one time. Incidentally he is also the Chairman and sole owner of the Four Seasons Hotel in Shanghai, a hotel managed by the Canadian based Four Seasons Hotel Management Company. In the 1970s, Mr. Doo started his career in the jewelry trading business. He was the first ethnic Chinese to ever receive the Graduate Diploma from the Gemological Institute of America in the US. In 1990, he expanded his business to property development in Hong Kong and China. He is one of the most successful business leaders in Hong Kong and the Chamber is honored to have the opportunity to interview Mr. Doo and to learn more about his management and leadership philosophies.
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Special Feature
Farewell to a Friend: Dr. Simon Galpin – Looking Back and Looking Forward By Sarah Wai, The Canadian Chamber of Commerce in Hong Kong
One of Hong Kong’s best-known ambassadors is moving on. Dr. Simon Galpin has been championing Hong Kong’s strengths for 15 years, and has been a driving force in keeping the city front and center as Asia’s business capital amid ever-growing competitions. With the former Director-General of InvestHK now starting a new page in his career, the Chamber was able to catch up with Simon before his departure to the Middle East. What year did you come to Hong Kong? What was your impression of Hong Kong at that time? I was first seconded to Hong Kong in 1992 when I was with the Scottish Enterprise, an agency under the United Kingdom Government to attract direct foreign investment to Scotland. Like many other expats, I was originally stationed here only temporarily
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but after being here for eight months, I persuaded the head office to set up a new office in Hong Kong. I visited Hong Kong many times before 1992 when I was based in Taiwan, reporting to my boss who was stationed in Hong Kong. I had to travel back and forth between the two cities, but Hong Kong is always a great place to visit, and I have always been amazed by the vibrancy of the city, the energy level of the people and of course, the cuisine you can find here.
Special Feature From a personal perspective, how do you find working or living in Hong Kong different from all other places that you have worked before? I feel totally comfortable in Hong Kong, which is the closest I call home. Hong Kong is such a small city with fascinating contrasts in so many ways and it is constantly changing. There are many interesting lifestyle choices in Hong Kong, be it living in a fancy building or outlying islands. Other cities don’t have this level of lifestyle choices. In terms of food, you can find the most expensive to the most affordable Michelin restaurants all within the city.
What were your objectives when you were appointed as Director-General of InvestHK in 2009? How is the department different now compared to when you first joined? What is your most memorable achievement? I joined InvestHK as Associate DirectorGeneral in 2001 when the department was only established for six months. My priority at the time was to continue what had been started, to improve the existing good work that InvestHK was providing and to continue to grow the services that the department could offer. InvestHK has changed a lot since then. The department is definitely bigger now. The focus and quality of our work have improved at the same time. With all the competition that InvestHK is facing, it is critical to be at least one step ahead. For that matter, our team is
always refining our strategies and directions – all of which add up to the constant improvement. The department has launched the program “StartmeupHK” in 2013 and it is exciting to see the rapid growth since then. There are huge opportunities in the startup ecosystem and now big corporations are also getting involved. In 2015, Hong Kong saw a significant increase in the number of startups (+46 percent), staff (+56 percent) and workstations (+60 percent) from a year ago. To be honest, the one thing that I am most proud of during my years in InvestHK, and will miss most, is the team we have here. We have a group of very dedicated people from different backgrounds, but all are very passionate and committed to providing professional support to overseas and mainland companies wanting to set up their business in Hong Kong. There are so many encouraging comments from the survey with companies that the department has assisted!
What are the main reasons for you to choose to move on to Bahrain? What will you miss most after leaving Hong Kong? It wasn’t a planned move at all. Working in InvestHK is fun and rewarding. But sometimes you need to force yourself to take up new challenges after years of experience in the same position. I also want to implement what I have learned in InvestHK to see if it would work in a different and maybe more challenging environment. This is also an opportunity for me to gain a better perspective of Hong Kong. Even though I am leaving, I am very confident that the team here will continue the good work in future. I’m sure that I will miss everything in Hong Kong, particularly my colleagues here. I also treasure the support from different consulates, chambers and organisations like Hong Kong Science Park and Cyberport. Also, I will never forget the startup community here, which is always full of energy and enthusiasm.
23
Special Feature mainland enterprises use Hong Kong as a stepping stone to go global. When they set up office in Hong Kong, there is a large scale of expertise support in the market.
What are the advantages of starting a business or setting up a headquarters in Hong Kong over other Asian countries? What are the improvements needed for Hong Kong to maintain its status as the international financial hub/ gateway to Asia? It is true that Hong Kong has faced a lot of competitions in recent years. But I would like to point out that different cities have different strengths and Hong Kong has its unique strengths, depending on the needs of the company or a particular sector. For example, geographically, Hong Kong is located at the centre of all leading business centers. The proximity to China, Northeast and Southeast Asia that Hong Kong offers is remarkable. Within a few hours, you can be in any major business centre in Asia. If the company requires frequent travel to China, the efficiency for being able to visit the key cities in a relatively short time frame is critical. Other advantages include the “One Country, Two Systems”, rule of law, free flow of information, free flow of people and capital, and low entry barrier, etc. Hong Kong is a safe and easy place to do business. Hong Kong attracts visitors from all around the world, making it a great place to sell consumer products and services. We have always said Hong Kong is the gateway to enter Mainland China. However, the truth is that Hong Kong is not only the gateway to Asia, but also the gateway from Mainland China to the world. Many
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I think it is important for Hong Kong to preserve its existing practice that has made it an attractive business location for so many years. According to the United Nations Conference on Trade and Development (UNCTAD) World Investment Report (WIR) 2015, Hong Kong came second in both global foreign direct investment (FDI) inflow and outflow for the first time. I have always been amazed by Hong Kong’s ability to reinvent itself and create new opportunities.
Any advice to newcomers to Hong Kong? Hong Kong is one of the easiest places to network with all services easily accessible. One comment that I often hear from our clients is that they wish they had known about InvestHK earlier. The key to success is to get involved in the community and network. InvestHK always encourages newcomers to get the support from the Canadian Chamber of Commerce in Hong Kong and also the Consulate General of Canada as these organizations are always ready to provide assistance.
Key Moments and Milestones 1992
Seconded to Hong Kong
2001
Joined InvestHK as Associate Director-General
2009
Appointed Director-General of InvestHK
2013
InvestHK launches the successful “Startmeup HK”
2015
United Nations notes Hong Kong comes second in global FDI inflow and outflow for the first time
CANADIAN GOLF TOURNAMENT
Focus on Members
A Revolution in Office Space By Gareth Barlow, Colliers International
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odern project management involves project planning and execution, that requires skills to manage risk, costs, time and quality. It requires the management of the entire schedule, as well as procurement activities, design, and ultimately the fit-out works. The scope basically spans the entire process from inception to completion, through constant hands-on attention to detail. The idea is to de-risk the whole experience of getting an office ready for use, avoiding the many pitfalls that are out there. Through three simple keywords – Define, Document, Implement – Colliers Project Managers provide total transparency and significantly improved project control, driving every aspect of the project from planning, inception, execution and close out. With the best in class market knowledge and experience, Colliers experts analyse the most current trends in the market place to reduce risk and uncertainty to deliver the best possible results on time and on budget.
Relocation Projects Project management typically fills the gap between the purchase or lease of a property and its occupation. It used to be the case that most companies went it alone, working with designers and contractors, during fit-out. But with no professional training or experience, many became bogged down in a lengthy and highly complex process resulting in an expensive mess with little control over cost and time. For Colliers International, it has been a natural progression of its brokerage work in Hong Kong to form a dedicated project-management team.
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Case I When Sun Life Financial needed to fit out 19,000 square feet of office space in Hung Hom, it wanted something very different from its previous accommodation during its 120 years in Hong Kong. One of the prerequisites was that the space had to deliver the audio-visual and information/technology capability to enable the insurer to “broadcast” to multiple rooms across multiple floors. It was clear this would be a highly demanding project, given its size and complexity. What the Colliers Project Management team did: • Had a lengthy interview process with Sun Life’s operational and managerial staff, then moved on to developing a project-delivery strategy with an information “nerve centre” at its heart. • Managed the procurement of the design team, the design process, the procurement of the contractors and suppliers, and then went on to manage the full construction-delivery process, with each system specifically configured for one particular group’s needs. • Sourced all the services and the components for the new systems and supervised their installation. Within weeks, the insurer’s employees settled into their new offices, able to interact easily with each other through equipment that is intuitive to use – and after a minimum of fuss.
Focus on Members
There has also been a major push to separate the profit-generating portions of a business, which may well require top-dollar office space in the heart of a central-business district, from back-office cost centres, which can be moved to non-central, lower-cost locations. Office-utilization surveys frequently show that only 50% to 70% of a company’s desks are occupied at any one time. So why pay for 100% of the desks? Why not have unassigned seating?
The length of time takes to complete a project-management engagement varies, depending on the complexity of the project and the demands of the client. Typically the design takes 8 to 12 weeks, while the construction and fit-out might take between 8 and 16 weeks, for a total of anywhere from 16 to 28 weeks. Of course, if a client needs a quicker process, Colliers takes that challenge on board and will come up with a workable solution to meet the challenge. The hardest work occurs well before the client takes possession of the space. It can take months of planning to get the decision makers within a corporate client to sign off on the amount of space needed, the design brief, and the expense necessary for fit-out. The design phase and the construction are the most obvious manifestations of the process but are in fact the conclusion of a much more elaborate process.
Workplace Strategy In recent years, there has been a subtle shift in what clients want in terms of fit out. Western financial institutions have traditionally been the companies requiring the highest standards in terms of the look and style, as well as the performance specifications, of an office. Nowadays, there is much more of an emphasis on reigning in costs. Banks have come under added scrutiny from regulators and shareholders after the global financial crisis, and are more frugal. Compliance with global standards now has a cost-reduction twist. Every job needs to be tendered out, and there is much more examination of where the company can cut costs.
Case II That was the challenge facing LORD Corp., which manufactures adhesives and coatings as well as sensing and vibrationmounting technology, when it recently went through an overhaul of their space needs. With a lease renewal pending, the company saw room to give up one of the three units it was leasing in Central Plaza. But that would require a restacking of the working environment, as well as a smooth transition. What the Colliers Project Management team did: • Assessed the need to surrender a portion of the premises and rejig the remaining office space. • Managed a competitive process involving design proposals from different companies. The Colliers team settled on one design house to meet the aggressive project-delivery schedule. What’s more, it delivered the space at twice the speed and HK$2 million below an initial quote made to LORD before Colliers became involved.
Project managers are helping in that decision-making process, as well as advising on how to maximize the efficiency of a space. The current trends in alternate work spaces and unassigned seating are permutations of the same thinking. The project manager can assist in establishing savings by identifying surplus space and seating, particularly in a city such as Hong Kong, cited as the second-mostexpensive place to house workers, after London’s West End. 29
Focus on Members
Five Lessons from Recent Cyber Attacks to Protect Your Organisation from Risk of Data Breach in 2016
By Susan Kendall & Paolo Sbuttoni, Baker & McKenzie
Data privacy and cybersecurity are two of the biggest concerns that companies holding personal data face in 2016. This is no surprise as 2015 saw an alarming increase in data breaches worldwide and a number of incidents in Hong Kong. In this article we highlight a number of practical lessons to help minimise the risk and lessen the impact of a data breach should your organisation suffer an incident in 2016.
Lesson
1
: Know what type of personal data your company is collecting and how it is being used
Do you know exactly the types of personal data your company holds? And do you know how personal data is being used, stored and transferred? Who is responsible for the different types of data (marketing, IT, HR)? Understanding and documenting the types of personal data that your organisation collects will assist with an assessment of the most effective and appropriate security and access controls to protect the data. Maintaining such a detailed document, known as a ‘Personal Data Inventory’, is the first key step to effective data governance. An up-to-date Personal Data Inventory is crucial in the event of a breach. The Privacy Commissioner’s Guidance on Data Breach Handling and the Giving of Breach Notifications, updated in October 2015, (“Data Breach Guidance”) provides that whether a company decides to notify affected data subjects/the Privacy Commissioner of a breach depends on the severity of the breach and the “risk of harm” to the data subject. Knowledge of the type and extent of personal data accessed in a breach is helpful in making this assessment quickly. A pre-prepared and detailed data inventory classifying the types of data held, the 30 EXCHANGE Vol.16
locations where the data is stored, who maintains the data and who has access to it is an essential tool to enable a speedy assessment. Recommendation: Conduct an audit of your organisation’s current privacy collection, storage and transfer practices early in 2016 and maintain clear records of the types and extent of personal data kept by your organisation, along with other essential details such as where it is stored (physically and on-line), who is responsible for maintaining the data (key contacts) and who has access to it (minimising any leakage and helping to establish appropriate controls).
Lesson
2
: Limit collection to only what is necessary
Does your company need all the data it holds? Under the Hong Kong Personal Data (Privacy) Ordinance (“PDPO”), data users must only collect personal data “for a lawful purpose directly related to the function and activity of the data user” (Data Protection Principle (“DPP”) 1 (1) (a)) and personal data which is adequate but not “excessive” (DPP1 (1) (c)).
Focus on Members In light of recent attacks, data users should consider reducing the type and extent of personal information collected where possible so that only essential data is retained. Not only does this minimise exposure in the case of a data breach but also reduces the risk of breaching the PDPO. Recommendation: Consider what data is required for your organisation. For any data that is not necessary, or is no longer required, take proper steps to irrevocably erase or anonymise the data. Refer to the Privacy Commissioner’s Guidance on Personal Data Erasure and Anonymisation (April 2014) for guidance.
Lesson
3
: Avoid collecting children’s data altogether where possible
In response to recent incidents involving children’s data, the Office of the Privacy Commissioner issued a Guidance Note in December 2015 (Collection and Use of Personal Data through the Internet – Points to Note for Data Users Targeting at Children) which recommends data users avoid, not just limit, collecting personal data of children altogether where possible. “Children may not fully understand all the privacy risks and may not know whether they should or how to refuse providing personal data. This is particularly relevant in relation to personal data that is more sensitive in nature, such as that related to health, biometrics, etc,” the Guidance says. Where collection of personal data of children is essential, companies should consider the vulnerability of children and adopt “ageappropriate” practices. These include: clearly separating “mandatory” and “voluntary” data provision requirements; avoiding open response questions (where children may share more data than is necessary); including warning messages where too much data is being supplied; and stating when they need to obtain the consent of a parent or guardian before supplying their data. It should also be made easy for a child to irrevocably delete any accounts created which contain their personal data. Recommendation: Consider whether collecting children’s data is necessary and avoid doing so where possible. Follow the Privacy Commissioner’s recommendations in the Guidance Note when handling children’s data.
Lesson
4
: Review security measures – are they appropriate?
An organisation that collects, or controls the collection of, personal data is a “data user” and is required to comply with the six DPPs. DPP 4 relates to security of personal data. It says that “All practicable steps shall be taken to ensure that personal data held by a data user are protected against unauthorised or accidental access, processing, erasure, loss or use…”
According to guidance issued by the Privacy Commissioner in 2010 (DPPs in the PDPO - from the Privacy Commissioner’s Perspective) (“2010 Guidance”) the relevant test to apply is to consider whether the security measures in place are proportionate to the degree of sensitivity of the data and potential harm from loss. The steps required to protect personal data will depend on the kind of data held and the harm that could result from a data breach. The Privacy Commissioner considers children to be a vulnerable class of individuals and a robust level of security is encouraged to protect children’s data. If a company fails to comply with the security requirements set out in DPP4, the Privacy Commissioner may issue an enforcement notice to require the company to carry out remedial action. Failure to comply with an enforcement notice can result in a fine and/or imprisonment. Recommendation: Ensure that your IT and security teams implement and update security controls and procedures appropriate to the type of data held. This should include robust controls for access to customer databases, particularly those containing children’s data.
Lesson
5
: Have a clear data breach policy and contact person
It is not mandatory to report a data breach to data subjects or the Privacy Commissioner in Hong Kong. However, a voluntary notification regime does exist. As mentioned above, whether a company decides to notify a breach depends on the risk of harm to the data subjects. For example, a breach of sensitive data, such as HKID numbers and credit cards details, would generally indicate a higher risk of harm. It is important for organisations to designate responsible individuals to handle any data breach and develop consistent incident response processes and protocols to ensure an effective response in the event of any data breach. A clear escalation process should also be incorporated to provide legal and compliance teams with the relevant information to assess whether a notification is required to the Privacy Commissioner/ data subjects. Whilst the Data Breach Guidance is not mandatory, the Privacy Commissioner is likely to take into account any failure to comply with its recommendations when considering whether or not to issue an enforcement notice. Recommendation: Formulate a data breach incident response plan that incorporates the principles of the Data Breach Guidance Note and is capable of implementation within your organisation. Speed and consistency in a time of crisis can make a difference to corporate credibility, customer confidence and the risk of sanction by the Privacy Commissioner.
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Focus on Members
The Calgary Zoo – An International Conservation Leader With the vision of becoming Canada’s leader in wildlife conservation, the Calgary Zoo is committed to the recovery and preservation of wildlife and wild places.
By Calgary Zoo
32 EXCHANGE Vol.16
Photo C : Tourism Calgary
Focus on Members and on-the-ground support for community conservation projects and contributing scientific expertise to other researchers, governments and industry, the Zoo is making significant strides in conservation. In 2013, the science journal, Nature, mentioned the Calgary Zoo as one of the top five zoos in the world for conservation research, ranking alongside New York, San Diego, Frankfurt and London. The Calgary Zoo plays a major role in the international scientific community. They are also a member of the IUCN, International Union for the Conservation of Nature, which is a recognition in itself as organizations must demonstrate a substantial record of activity in the conservation of nature and natural resources. The Zoo’s Director of Conservation & Science, Dr. Axel Moehrenschlager, plays a pivotal role as the Chair of the IUCN Species Survival Commission Reintroduction Specialist Group. This group enables and promotes responsible endangered species translocations around the world and consists of experts in over 50 countries. One of the Zoo’s biggest conservation successes is the Wechiau Hippo Sanctuary in Ghana, Africa. Set against a backdrop of accelerating poverty and biodiversity loss in West Africa, the Wechiau Community Hippo Sanctuary has a 16-year track record of successfully integrating cultural, spiritual, and economic realities to produce a global model of community-based conservation that has yielded proven benefits for both biodiversity and human communities. The Calgary Zoo has been proud to support the WCHS with its partners since 1998. As a non-profit organization, the Calgary Zoo relies on its generous donors and sponsors to continue to deliver on its mission to take and inspire action to sustain wildlife and wild places.
As one of Canada’s leading zoological and conservation organizations, the Calgary Zoo’s Centre for Conservation Research specializes in using science to save species that are at risk of extinction locally and globally. Collaborating with academic, government and industrial partners, they address key environmental needs in the fields of conservation translocations and community conservation. Conservation translocations are the intentional movement and release of animals or plants to further conservation and community conservation involves working with local communities to help them manage their own natural ecosystems in a way that both conserves wildlife and benefits local people. Launched in 1999, the Centre’s dedicated scientists, biologists and experts work closely with other zoo veterinary and husbandry experts to support the conservation of some of Canada’s most treasured and iconic species such as whooping cranes, black-footed ferrets, swift foxes, greater sage-grouse, Vancouver Island marmots and northern leopard frogs, as well as species internationally such as hippopotamus. By developing and conducting innovative research, providing intellectual, financial 33
Focus on Members
Hong Kong Golf & Tennis Academy Billy has been a golf coach for over 30 years and has trained with world-renowned professionals including Jack Nicklaus, Jack Grout, Jim Flick and Gardner Dickenson. He has coached champions across the globe, including the US, China, Korea and Japan, developing tournament players on 5 different professional tours and coaching the United States Women’s Amateur Champion in 2009. Billy’s coaching style adheres to the Jack Nicklaus philosophy that you take your time in learning but always have fun. By Billy Martin, tin, Jack Nicklaus Academy of Golf
How did you discover your passion for golf? I first developed my love of golf by playing with my grandfather, a sport which he said kept him forever young. For me, golf is all about the challenge of beating the course and having fun at the same time. More importantly, I’ve learnt a lot about myself both on and off the course, including humility, compassion for others, and having passion to achieve your goals.
What are the key qualities needed to be a successful golf instructor? To be a successful coach, you need to clearly communicate the basic fundamentals of the game. I’ve worked with many great golf teachers such as Jack Grout and Jim Flick, and what unites them all is their dedication to continuing to learn, as well as their unlimited passion for the sport.
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How does playing golf in Hong Kong differ from your experiences in other parts of the world? Hong Kong may not be the obvious choice for golfers, but my time here has shown me that it has great potential to be a golfing hub of Asia. Whilst it may be a small territory, it has five unique golf courses all within easy access of the central business district – something no other city can boast. For me, what makes Hong Kong most interesting is the determination of the players. Despite the fast paced life style, nothing gets in the way of making time to play.
What has struck you most about the golf players you have coached in Hong Kong? The Hong Kong golfers I have been privileged to meet during my time here have an overwhelming enthusiasm for the sport, which makes my job even more worthwhile. There is tremendous energy amongst the golfing community in Hong Kong which gives me great hope for future talent.
Focus on Members
What will the Jack Nicklaus program bring to the Hong Kong golf community? The Jack Nicklaus program has been nurturing golf champions for over 50 years and we hope to replicate this success in Hong Kong. Our philosophy is simple but effective – players must learn to feel their club swing, something which is unique to every player, and focus on returning the club back to the ball squarely.
What does Hong Kong need to do to ensure it can better compete on the world stage in golf? It was great to see Hong Kong host the Asian Amateur tournament last year, which showed the world that Hong Kong is a growing destination for golf talent. Hong Kong must continue to develop its presence hosting and participating in major tournaments, to open people’s minds to Hong Kong’s role in both amateur and professional golf.
Is golf suitable for children? Absolutely. Golf is a sport that all people can enjoy regardless of their age or ability. It offers a positive learning environment for children where they can be motivated and inspired, and learn useful life skills, such as honesty, integrity, and respect for others. There are a range of golf programs out there that cater for children as young as 3, and I strongly encourage parents to consider it an option for their family.
What advice would you give to anyone thinking about taking up golf? My first recommendation is to learn with a friend, just as I learnt with my grandfather, so you can share your experience and have fun at the same time. You also need to be patient, and be prepared not to be able to hit a hole in one on your first day! Ultimately it’s about keeping it simple. When children learn, they don’t spend time pouring over text books. On the other hand, they just learn to feel the golf club and their swing. I think there is something we can all learn from that approach – even me!
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Focus on Members
O
n most days, the double-edged sword of economic growth in China is easy to see. The last couple decades have seen widespread development across China, especially Hong Kong. This development has brought big business to the region; manufacturing, logistics, infrastructure, and construction have provided jobs for millions and raised the standard of living at a pace never seen before. The flip side, however, is the also unforeseen levels of air pollution. The thing about air pollution that is really troubling is that it is one problem that simply can’t be avoided. In China, the statistics are staggering. A study conducted by Berkely Earth, an independent non-profit based out of California showed that in the past few years, 17% of all deaths in China, approximate to 1.6 million per year, could be attributed to air pollution. Furthermore, during a five-month study between April 5, 2014 and August 5, 2014, they found that 92% of China’s population was breathing dirty air for at least 120 hours and a whopping 38% experienced an unhealthy average level of air pollution the whole time. Certainly this finding is news to no one. The air quality situation in China has been on the news cycle globally for a couple years now, so what does it really mean, and what should we be paying attention to?
A Goal Worth Having By Chris Moon, Renaud Air Chris@renaudair.hk
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At Renaud Air, our Clean Air Experts often address with commercial clients is sick building syndrome. This refers to the tendency for people to have health problems when they spend too much time in buildings with poor
Focus on Members air quality. PM2.5, AQI, and basic air pollution reporting is very new in China, only about five years ago it was something that was not openly talked about. Building practices are only just starting to catch up to doing what they need to do to tackle air quality issues. It was estimated that in the USA, where buildings follow strict heath codes, poor indoor air quality cost the US economy $168 billion in 2010. Here in Hong Kong, businesses everyday come to us looking to get an edge by installing air purifiers. What once was a luxury now is a necessity, that is if companies are serious about attracting the best talent. The truth is that, we usually only look at the scary side of air pollution, respiratory illness, cancer, and death, but how about the smaller problems that also have a widespread negative effect on businesses? If offices have not been designed properly or do not have the right equipment to provide clean air, a multitude of problems will occur. Namely, an increased amount of sick days, decreased productivity, and an amplification of things that might only have had a minor effect on people like seasonal illness or allergies. Although air pollution is a problem all year, the winter months are the worst. Our sales of HEPA air purifiers spike between September and March, sometimes as much as 85%.
All of these is not meant to scare you. Air pollution is a terrible thing, but what’s worse is when it’s been ignored. Renaud Air was borne out of necessity and as a business we have grown because we are experts in providing real solutions to this problem. First and foremost, we have performed thousands upon thousands of free air tests for people all over China, especially in Hong Kong. Renaud Air provides recommendation to improve their living standard. Air purifiers were the first step for us, and now we are currently pioneering the science of designing largescale purification systems that integrate into building’s HVAC systems. It is a fascinating idea and we’re passionate about it because it allows us to provide clean air on a larger scale, which benefits more people.
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Community
Hong Kong-Canada Business Association – Highlights of the Year
The Hong Kong–Canada Business Association (the “HKCBA”), one of Canada’s largest bilateral trade organizations, just marked its 31st year expanding strategic relationships between Canada, Hong Kong and Asia. By Vanessa Wright, the HKCBA
In 2015, the HKCBA continued to help its members gain access to first hand information on trade and investment opportunities between Canada and Hong Kong, remain informed on in-depth market intelligence and stay connected to our network of local, national and international professionals and entrepreneurs.
HKCBA and Cathay Pacific announced a new partnership, offering members an exclusive discount on flights between Canada and Asia. We also worked with a local startup in launching an innovative website to act as a go-to resource for Canada – Hong Kong publications, news, as well as trade and investment opportunities.
With its sights set on value-added services for its members, effective communications and engaging national events, the HKCBA made exciting strides in 2015, with the support of its strategic partners, making way for the launch of an entrepreneurial initiative in 2016.
The eight sections, spanning from east coast to west coast in Canada, hosted an impressive spread of events throughout the year touching on a wide range of topics and industries. In addition, two successful national programmes were delivered thanks to the collaboration of our member cities.
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Community At the 2015 HKCBA National Board meeting in Toronto last June, attendees were privileged to hear Gregory So, Secretary of Commerce and Economic Development for Hong Kong, speak on trade and investment between Canada and Hong Kong and the potential for growth. The HKCBA also served as a supporting organization for the Hong Kong Trade Development Council’s “Think Asia, Think Hong Kong” event the following day. Over 1,500 business people from across Canada took part in the largest-ever Hong Kong promotion in the country focusing on helping companies from Canada, Hong Kong and the Chinese Mainland explore opportunities using the Hong Kong platform. The HKCBA led a delegation of 76 Canadians to Hong Kong last December, where participants attended the 16th Annual Hong Kong Forum, the Second TransPacific Entrepreneurial Conference, jointly presented with the Canadian Chamber of Commerce in Hong Kong, and the HKCBA Annual General Meeting.
Looking ahead to 2016, the HKCBA is thrilled to kick off its inaugural National Conference June 2 – 4, 2016 in Calgary, Alberta. The National Conference will uncover recent trends in Hong Kong, China and Asia, celebrate successful business initiatives between Canada and Hong Kong as well as share insights on Hong Kong’s startup friendly environment. Canada’s entrepreneurial spirit will also be highlighted with the flagship National Investment Pitch Competition. Six post-secondary student teams will pitch their business ideas, leveraging the “Canada - Hong Kong Advantage”, live to conference attendees and a panel of seasoned professionals for their shot at $50,000 in cash and prizes. For more information on HKCBA, the National Conference and the National Investment Pitch Competition follow us on twitter @HKCBA and check out www.hkcba.com.
At the Forum’s award ceremony, the HKCBA Montreal section was presented The Best Initiative Award by the Federation of Hong Kong Business Associations Worldwide for its efforts in the cleantech sector and specifically for its Rendez-Vous Québec Hong Kong event. HKCBA Montreal was awarded for its sectorial strategy that aims to unite strengths and opportunities in Hong Kong and Quebec.
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Community
APrivacy: FinTech Startup – The Challenges and Success of Setting Up and Doing Business in Hong Kong
By Sara Cheng, the Canadian Chamber of Commerce in Hong Kong
Why did you choose Hong Kong over other Asia-Pacific cities? APrivacy is headquartered in Waterloo, Ontario, and the company focuses on financial services. While we originally started selling in New York, we quickly began to identify macro trends in Asia. We took part in a FinTech program, FinTech Innovation Lab AsiaPacific, which was organized by Accenture in Hong Kong in 2014. That was how we were exposed to Hong Kong. As the company started growing and because many of our customers were located in Asia, we began to fly in and out of Asia more often. Given how 40 EXCHANGE Vol.16
frequently we were traveling across the Pacific, we began planning an office in Hong Kong.
Had you visited or lived in Hong Kong before you made your decision to open an office here? Was it hard to settle down? I had visited Hong Kong a lot before the move. We were here for four months for the FinTech program in 2014, and visited often for business the year after. Of course, short stays are not the same as
Community an actual relocation, but the difficulty was minimal. Admittedly, the major difference is that my apartment is really small here. Other than that, Hong Kong has treated me well; the community is socially-oriented, people enjoy networking and meeting new people. Another advantage is that those in Hong Kong have a higher risk tolerance; if a proposal sounds appealing, customers are willing to give a try. So for the same amount of effort, we get better results here.
Have you received any support in Hong Kong? If so, in what form, and how did it help you further? The Government of Canada has been my best friend. I am grateful for all the help that I have received from the Consulate General, HKTDC and for InvestHK’s assistance in relocating our office, staff and family here. Cyberport has been very helpful as well.
What are some of the successes and challenges that APrivacy has experienced in setting up and conducting business in Hong Kong? We were growing fast, but now we are growing even more rapidly. Looking at the market potential, it was definitely the right decision to expand here – now, not only do we sell to Hong Kong, we also sell throughout Asia. There are a lot of banks, so the value efficiency is very high. The downside is that it is very hard to find the right talent here. With such fast growth comes a high demand for human resources. Unfortunately, we cannot source qualified people at the same pace.
Dr. Cédric Jeannot Founder and Chief Executive Officer of APrivacy
We rely mainly on word of mouth here, but if you want to hire 20 good staff, you need to talk to at least 200 people first. It is extremely difficult with a startup, where people may not know you.
What advice would you have for our readers who want to start or expand their business in Hong Kong? Hong Kong is remarkable in a few respects. There is a huge market for financial services, luxury products and logistic shipping. For small companies, you need to operate differently and do your homework. It is important to think outside the box. You need to be dedicated, and also invest the time and commitment to get results.
How do you see the market potential of FinTech in Hong Kong? No doubt there is an enormous opportunity in Hong Kong. This is also why the Government and I invest a lot in FinTech. Quite a number of the top technology companies are now moving from the United States to Asia, especially to Hong Kong. The advantages of Hong Kong over other Asian cities are that this is a multilingual city and the business contacts are easy to encounter. In addition, Hong Kong is a customer-focused city with a chain of banks, and people usually have at least two or three accounts; more importantly, customers are concerned with their privacy and the banks’ security. The Asian approach to technology is demanding, which drives the banks to be more innovative. Banks used to think of security as a big spend, but now they want to allocate more resources on it to attract more customers. The market landscape is changing.
Dr. Jeannot is a cryptography and security expert. He holds a PhD in Applied Security from the University of Louisville, a Master’s in Computer Science from the University of Louisville and a Bachelor in Computer Science and Mathematics from the University of Montpellier, France. He is the founder and CEO of APrivacy Ltd. APrivacy which empowers the banking industry by providing them with a transparent way to secure and track their digital information anywhere, at any time and on any device. APrivacy was selected by Accenture to participate in its prestigious FinTech incubation program in Hong Kong. Dr. Jeannot leads the strategic direction, research and development efforts for all APrivacy Ltd. products. He is a frequent speaker at digital security conferences globally and has been quoted in a number of global press publications. He was named as a Canadian delegate to the G20 Young Entrepreneur summits. Over the years, Dr. Jeannot has worked on various key security projects, including security tools aimed at diplomatic and government agencies. He is also the inventor of a patented secure architecture for digital content protection in corporate environments. 41
Professional Development
After more than 15 years in this business, my wife still thinks I work in IT. It’s unbelievable. As a digital marketing professional, it bothers me every time somebody thinks of me as a techie, not as a communicator. Yes, I get excited by the latest gadgets and almost cried when I got the iPad before most people did, but my technical prowess does not stop me from being able to effectively and strategically communicate an idea. In fact, it gives me an edge in today’s wired world. No offense to people who actually work in IT. They have all my respect for always being so meticulous and analytical, and for having the laser sharp ability to focus on one problem at a time. But sorry guys, you don’t have the best reputation as communicators. Information technology gave birth to this exciting industry 15 years ago during the dot-com boom. The euphoria of technology took centre stage, leaving us in awe and afraid at the same time. 42 EXCHANGE Vol.16
Most people are still afraid today. Many clients and partners have told me over the years that they were hesitant to embrace digital marketing because they did not understand technology. My reply to them has always been “don’t worry, because you understand communications”. Digital marketing is about communications, not technology. Too often too many people get too caught up in the technical mumbo jumbo. The objective of communications has always been about generating awareness, creating engagement, driving action, and fostering loyalty. In a sense, nothing is new and nothing has changed. What has changed, however, is the heightened emphasis on approaching communications holistically as a result of the democratic effect information technology has on it. When advertising (banners), direct marketing (email), PR (social media), branding (brand site) et cetera can be done relatively easily in digital, there is a tendency to
Professional Development
By Patrick Tam, 3 Screens Strategic Advisors Ltd.
want everything, and thus everything has to be thought of carefully, holistically. That means an awareness campaign alone is not enough anymore. You must also include a targeted engagement programme, an activation strategy to drive action, and a CRM framework to drive loyalty, for example. The ability to think holistically is the prerequisite to embrace digital marketing, not the ability to understand technology (though it doesn’t hurt!). It requires a change in mindset, not skillset. If you are building a digital marketing team, look for people with a holistic mindset; if you need to revamp your digital brand presence, put your marketing team in charge, not IT.
do you play with your phone when you commute to work? Email aside, what else do you do with your computer at work? What is your main source of news? Do you still line up to buy movie tickets? How many “friends” do you have? Chances are, you are a lot more tech savvy that you realise. I probably get too excited about new technologies in front of my wife. Instead of telling her what they are, I should focus on telling her what they mean, and what effect they have on the way we communicate. (This will make it easier to get her approval on my next purchase of the next great thing.) My name is Patrick Tam. I am a digital marketing professional, and I don’t work in IT.
If you are still a little bit afraid because you don’t think you are tech savvy enough, take a deep breath and ask yourself these questions: 43
Leisure
Making the Theme Park Experience more Sustainable at Ocean Park By Matthias Li, Ocean Park
W
hether it is daily operation, conservation or developing new ew attractions with the environment in mind, Ocean Park is constantly exploring different approaches to enhance the sustainable development of our business and the beautiful planet. et. The Park’s approach to environmental sustainability starts with maximising the use of resources already in place. In March 2015, we transformed an existing facility into Adventures in Australia, a new attraction for animals from South Australia, and introduced significant sustainability enhancements to the new attraction, including a transparent roof made of ETFE (ethylene tetrafluoroethylene). ETFE requires less structural support, consequently reducing the amount of raw materials used and cutting ng down on construction time. Its transparency enables natural light too filter through to the animal exhibit, thereby limiting the need for artificial illumination and related energy usage. Recycled timber wass also used for the protective wall finishes of the animal enclosures and for the floor decking of the exhibit hall. Our commitment to sustainability remains guided by an industryleading Carbon Footprint Reduction Strategy, which targets to reduce our absolute carbon emissions by 10% and carbon intensity (with the number of guests as the normalising factor) by 25% by 2021/22, referencing 2011/12 as the base year. For the fiscal year 2014/15, the third year in our 10-year carbon reduction journey, a carbon intensity of 7.7 tonnes per 1,000 visitors was recorded, representing a 4.2% reduction compared to the base year. This year marks the 3rd year since the launch of Blue Matters, a marine conservation movement led by Ocean Park, aiming to inform, inspire, engage, and cultivate advocacy for overall marine environmental protection. This movement focuses on increasing public awareness about the scale of marine eco-issues and their impact on our environment, as well as driving responsible, applicable, and
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Leisure
sustainable solutions. A series of outreach programmes have been undertaken to empower the community about different marine environmental issues. Each year, the movement will bring attention to a specific marine environmental topic, such as marine debris and sustainable seafood, as well as carry a number of education programs to inspire behavioural changes. For instance, we participated in the Green Carnival for the seventh consecutive year in 2015 by hosting an educational game booth to convey messages about recycling through fun-filled games. Having offered sustainable seafood dishes since 2009, we continued our efforts in further promoting the consumption of environmentally responsible seafood products by establishing the corporate Sustainable Seafood Policy in June 2015, and using only sustainably sourced seafood in all of the food outlets, including the newly introduced sustainable fish-balls. As Ocean Park transforms itself into an international destination resort, we will continue to strengthen our contributions in protecting the planet and caring for the community, and create a more sustainable living environment for our future generations.
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Event Highlights Financial Services Committee: How Money is Laundered in Hong Kong? Mr. Bill Majcher shared his observations on the prevalence and ease by which illicit capital flows and financial crimes are carried out in Hong Kong. He discussed specific money laundering and financial crime techniques he personally utilized during his covert career.
October 6, 2015 – CanCham Boardroom
KPMG Presents: Innovation and Technology Series Part 3 – The Cyber Security Challenge Event Sponsors: EMC Computer System Ltd. and Velocity Solutions Ltd.; Supporting Organization: University of Waterloo
Mr. Keith Glennan from 443 Networks, Mr. Dave Yip from Gamatech, Mr. Kelvin Leung from KPMG, and Mr. Timothy Nan from RSA Greater China & Korea shared their thoughts on the challenges of protecting financial information, customer data, intellectual property and the reputational and regulatory consequences of failing to do so.
October 22, 2015 – KPMG Office
Sustainability Development Committee Presents: Getting Started with Sustainability Reporting Ms. Anne Copeland from Copeland & Partners Ltd, Ms. Ellie Pang from Hong Kong Exchange and Clearing Ltd, Dr. Jeanne Ng from CLP Hong Kong Ltd., and Mr. Rando Yuen from Sa Sa International Holdings Ltd. discussed the growing trend and importance of sustainability and environmental, social and governance reporting. The event is co-organized with the British Chamber of Commerce, Norwegian Chamber of Commerce, Australian Chamber of Commerce, Singapore Chamber of Commerce, and New Zealand Chamber of Commerce in Hong Kong.
October 23, 2015 – CanCham Boardroom
Team Canada – Beach Clean Up 2015 Food Sponsor: Canadian University Association; Transportation Sponsor: The Consulate General of Canada
We had close to 100 Canadians and friends joined Team Canada and worked in teams to help clean up hiking trails and Big Wave Bay beach.
October 25, 2015 – Big Wave Bay
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Event Highlights Baker Tilly HK Presents: Starting, Managing and Marketing a New Business or an Entrepreneurial Venture Venue Sponsor: Regus Hong Kong
Ms. Jayne Chan from InvestHK, Mr. Stephen Barnes, Mr. Christopher Dillon, and Mr. Christopher Geary from BSD Code and Design Academy exchanged experience about the challenges entrepreneurs and SMEs faced while establishing and operating business in Hong Kong. October 29, 2015 – Regus Hong Kong
Young Professionals Committee Presents: Mentorship Programme Season IV – Launch Title Sponsor: HKUST MBA Program
Thanks to the continued support of HKUST MBA Program, the programme had welcomed over 40 participants in this season. YPC hosted an interactive workshop to kick off the season.
November 2, 2015 – CanCham Boardroom
Luncheon with the Honourable Denis Coderre, Mayor of Montréal Mayor of Montréal, the Honourable Denis Coderre, addressed the audience on the topic of Cities of the 21st Century. He highlighted how cities and metropolises, such as Montréal, evolved as prime actors to address global challenges and how they innovated to meet the growing expectations of citizens.
November 5, 2015 – Grand Hyatt Hotel Hong Kong
An Evening with The Honourable Kathleen Wynne, Premier of Ontario, Canada Premier Kathleen Wynne led Ontario business delegations on a trade mission to China where the mission focused on science and technology, clean tech, agriculture, and partnerships in health care and education. Over 300 participants joined the Cocktail.
November 10, 2015 – Island Shangri-La Hotel
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Event Highlights York University’s President & Vice-Chancellor and the Markham Mayor Present: Networking Cocktail York University President & Vice-Chancellor, Mamdouh Shoukri, and Markham Mayor, Frank Scarpitti, introduced the new York University campus in Markham — an exciting and game-changing urban campus for the 21st century. This networking event was jointly hosted by University of York and City of Markham; supported by the Canadian Chamber of Commerce in Hong Kong.
December 2, 2015 – Taramind
KPMG & CanchamHK Presents: The China Series: How Digital Technology is Transforming China’s Leisure& Hospitality Mr. Raphael Cohen from Hotel Quickly, Mr. Mark Kemper from KPMG, Mr. Anthony Zhang from STR Global, and Ms. Ingrid Leung from Incruising Travel Asia Ltd discussed the role that digital technology played in shaping recent developments, enabling brands to interact with both existing and potential consumers when it came to leisure and hospitality industry in China.
December 11, 2015 – Club Lusitano
Annual Canuck Christmas Goodies Sale Venue Sponsor: Regus Hong Kong
The Chamber hosted the second Canadian Goodies Sale to celebrate the Yuletide season.
December 11, 2015 – Regus Hong Kong
The Women’s Network Presents: Our Successful Canadian Women Series Featuring Peggy Chan of Grassroots Pantry Peggy Chan, Executive Chef and Managing Director of Grassroots Pantry, shared her experience and challenges on starting a F&B business in Hong Kong and how to succeed as an entrepreneur in Hong Kong.
January 14, 2016 – CanCham Boardroom
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Welcome New Members CORPORATE MEMBERS
American School Hong Kong Mr. John Jalsevac, School Director Ms. Mary Ewing, Admissions Director Ms. Bon Bon Cheng͕ ŽŵŵƵŶŝĐĂƟŽŶƐ ĂŶĚ WƵďůŝĐ ZĞůĂƟŽŶƐ DĂŶĂŐĞƌ +852 3974 8554 admissions@ashk.hk ŚƩƉ͗ͬͬǁǁǁ͘ĂƐŚŬ͘ŚŬ
BabySteps Limited Ms.Caroline Koo͕ džĞĐƵƟǀĞ ŝƌĞĐƚŽƌ +852 2887 7585 ĐĂƌŽůŝŶĞ͘ŬŽŽΛďĂďLJƐƚĞƉƐ͘ĐŽŵ͘ŚŬ ŚƩƉ͗ͬͬǁǁǁ͘ďĂďLJƐƚĞƉƐ͘ĐŽŵ͘ŚŬ
Delivery.com Ltd Mr. Didier Bensadoun, President Ms. Linda Wang, Head of Sales and ƵƐŝŶĞƐƐ ĞǀĞůŽƉŵĞŶƚ Mr. Ken Yim͕ EĞŝŐŚďŽƵƌŚŽŽĚ ĐĐŽƵŶƚ DĂŶĂŐĞƌ +852 3477 7777 ůǁĂŶŐΛĚĞůŝǀĞƌLJ͘ĐŽŵ ŚƩƉ͗ͬͬǁǁǁ͘ŚŬ͘ĚĞůŝǀĞƌLJ͘ĐŽŵ
Candid Group Asia Ltd Mr. Alastair Hoyne, CEO Mr. Timothy Shields, Director +852 2877 2618 contact@candid.asia ŚƩƉ͗ͬͬĐĂŶĚŝĚͲŚŽŵĞƐ͘ĐŽŵͬ
City Age Mr. Miro CerneƟg͕ ŽͲ&ŽƵŶĚĞƌ ŵŝƌŽΛĐŝƚLJĂŐĞ͘ŽƌŐ ŚƩƉ͗ͬͬĐŝƚLJĂŐĞ͘ŽƌŐͬ
FFairchild i hild C di A d Li i d Canadian Academy Limited Mr. David McMaster, Head of School Mr. Joseph Fung͕ DĂŶĂŐŝŶŐ WƌŝŶĐŝƉĂů Mrs. Katherine Euƫng͕ sŝĐĞ WƌŝŶĐŝƉĂů ʹ ŝƌĞĐƚŽƌ ŽĨ >ĞĂƌŶŝŶŐ +852 2898 1611 info@fairchild.academy ŚƩƉ͗ͬͬĨĂŝƌĐŚŝůĚ͘ĂĐĂĚĞŵLJ
Hong Kong University of Science and Technology Mr. Sean Ferguson, Associate Dean of D Θ D^Đ WƌŽŐƌĂŵƐ Θ ŝƌĞĐƚŽƌ ŽĨ D WƌŽŐƌĂŵ Mr. Roger Levermore, Associate Dean of ƵƐŝŶĞƐƐ ĚƵĐĂƟŽŶ Mr. Gary Lo͕ ,ĞĂĚ ŽĨ DĂƌŬĞƟŶŐ Θ ĚŵŝƐƐŝŽŶƐ͕ D ƉƌŽŐƌĂŵƐ +852 2358 8749 ŚƩƉ͗ͬͬŵďĂ͘ƵƐƚ͘ŚŬ
Indigo Living Limited Mr. John McLennan, CEO Ms. Tracy Fitzpatrick,COO Ms. Fiona Mok, Sales Director +852 2552 3500 ŝŶĨŽΛŝŶĚŝŐŽͲůŝǀŝŶŐ͘ĐŽŵ ŚƩƉƐ͗ͬͬǁǁǁ͘ŝŶĚŝŐŽͲůŝǀŝŶŐ͘ĐŽŵͬ
Legacy Trust Company Limited Mr. Douglas Wilson͕ DĂŶĂŐŝŶŐ Director Ms. Vivian Chan͕ ŚŝĞĨ &ŝŶĂŶĐŝĂů KĸĐĞƌ Mr. Silver Shen͕ >ĞŐĂů KĸĐĞƌ Ms. Astor Ng͕ džĞĐƵƟǀĞ ƐƐŝƐƚĂŶƚ +852 2617 9177 Ě͘ǁŝůƐŽŶΛůĞŐĂĐLJƚƌƵƐƚ͘ĐŽŵ͘ŚŬ ŚƩƉ͗ͬͬǁǁǁ͘ůĞŐĂĐLJƚƌƵƐƚ͘ĐŽŵ͘ŚŬ
Marathon Capital Management Limited Mr. Vincent Chok͕ DĂŶĂŐŝŶŐ ŝƌĞĐƚŽƌ Mr. James Graham, Head of Global ŝƐƚƌŝďƵƟŽŶ Ms. Annie Tam, Head of HR and ĚŵŝŶŝƐƚƌĂƟŽŶ Mr. Gunnar Jaerv, Senior Accounts DĂŶĂŐĞƌ ʹ ^ƉĞĐŝĂů WƵƌƉŽƐĞ dƌƵƐƚƐ Ms. Grace Liu͕ DĂƌŬĞƟŶŐ ŽŵŵƵŶŝĐĂƟŽŶ ŽŽƌĚŝŶĂƚŽƌ +852 2617 9077 ǀ͘ĐŚŽŬΛŵĂƌĂƚŚŽŶĐĂƉŝƚĂů͘ĐŽŵ͘ŚŬ ŚƩƉ͗ͬͬǁǁǁ͘ŵĂƌĂƚŚŽŶĐĂƉŝƚĂů͘ĐŽŵ͘ŚŬ
SkyPoint Realty Partners Limited Mr. BreƩ Cameron, CEO Mr. Jim Neilas͕ DĂŶĂŐŝŶŐ ŝƌĞĐƚŽƌ +852 2993 8586 ŝŶĨŽΛƐŬLJƉŽŝŶƚƌƉ͘ĐŽŵ ŚƩƉ͗ͬͬǁǁǁ͘ƐŬLJƉŽŝŶƚƌƉ͘ĐŽŵ
49
Welcome New Members
Thales Transport & Security (HK) Ltd. Mr. Henry Cheung, CEO Mr. Michael Kang, Program Director Mr. Ian Tsui͕ ^ĂůĞƐ Θ DĂƌŬĞƟŶŐ Director +852 3916 8500 ŚĞŶƌLJ͘ĐŚĞƵŶŐΛƚŚĂůĞƐŐƌŽƵƉ͘ĐŽŵ ŚƩƉ͗ͬͬǁǁǁ͘ƚŚĂůĞƐŐƌŽƵƉ͘ĐŽŵͬĞŶ
CORPORATE ADDITIONAL MEMBERS Mr. James Lau ƐƐŽĐŝĂƚĞ͕ ĂŬĞƌ Θ DĐ<ĞŶnjŝĞ Ms. Victoria Chua DĂŶĂŐĞƌ ŽĨ WƵďůŝĐ īĂŝƌƐ͕ WŚŝůŝƉ DŽƌƌŝƐ ƐŝĂ >ŝŵŝƚĞĚ
Distacom Group Mr. Richard Siemens͕ ŚĂŝƌŵĂŶ Mrs. Jennifer Saran, Director +852 2572 8288 ĚŝƐƚĂĐŽŵͺŝŶĨŽΛĚŝƐƚĂĐŽŵ͘ĐŽŵ ŚƩƉ͗ͬͬǁǁǁ͘ĚŝƐƚĂĐŽŵ͘ĐŽŵ
Dynamic Management Group Limited Mr. Rick Chu, Director +852 2663 3524 ƌŝĐŬΛĚLJŶĞǀĞŶƚƐ͘ĐŽŵ ŚƩƉ͗ͬͬǁǁǁ͘ĚLJŶĞǀĞŶƚƐ͘ĐŽŵ
ENTREPRENEUR MEMBERS Balloon Castle Mr. Kin On Chan͕ ĂůůŽŽŶ ƌƟƐƚ +852 9510 1770 ĐŬŽϭϭĐŬŽΛLJĂŚŽŽ͘ĐŽŵ͘ŚŬ ŚƩƉ͗ͬͬǁǁǁ͘ďĂůůŽŽŶĐĂƐƚůĞ͘ŶĞƚ
Bruno Yiu & Co. Mr. Bruno Yiu͕ WƌŝŶĐŝƉůĞ +852 3746 9388 ďƌƵŶŽΛďƌƵŶŽLJŝƵ͘ĐŽŵ ŚƩƉ͗ͬͬǁǁǁ͘ďƌƵŶŽLJŝƵ͘ĐŽŵ
50 EXCHANGE Vol.16
'ZƚĂůĞŶƚ ŽŶƐƵůƟŶŐ >ŝŵŝƚĞĚ Mr. Kim Ip, CEO +852 3695 0127 ŬŬŝƉΛŐƌƚĂůĞŶƚĞĚƵ͘ĐŽŵ ŚƩƉ͗ͬͬǁǁǁ͘ŐƌƚĂůĞŶƚĞĚƵ͘ĐŽŵͬ
Hainle Vineyards Estate Winery Mr. Walter Huber, CEO +852 5628 3517 ũŝŶŐũŝŶŐ͘ŵŽΛŚĂŝŶůĞ͘ĐŽŵ ŚƩƉ͗ͬͬǁǁǁ͘ŚĂŝŶůĞ͘ĐŽŵ
DŽĚĞƌĂƟŽŶ tŝŶĞ Θ dĂƉĂƐ Ăƌ Limited Ms. Michelle Buxton, ŝƌĞĐƚŽƌͲ'ĞŶĞƌĂů + 852 2861 0302 ŵĞĐŚĞůůĞΛƚŚĞĚŽŐŚŽƵƐĞ͘ĐŽŵ͘ŚŬ ŚƩƉ͗ͬͬƚŚĞĚŽŐŚŽƵƐĞ͘ĐŽŵ͘ŚŬ
Improve My IT Mr. Bryan Vaz, Director +852 6334 8912 ďƌLJĂŶΛŝŵƉƌŽǀĞŵLJ͘ŝƚ ŚƩƉƐ͗ͬͬǁǁǁ͘ŝŵƉƌŽǀĞŵLJ͘ŝƚ
iSGO HK Limited Mr. Jin Sun, ƵƐŝŶĞƐƐ ĞǀĞůŽƉŵĞŶƚ ŝƌĞĐƚŽƌ +852 3791 2575 ũŝŶ͘ƐƵŶΛŝƐŐŽ͘ĐŽŵ ŚƩƉ͗ͬͬǁǁǁ͘ŝƐŐŽ͘ĐŽŵ
Mini Mandarins Ms. Anita Shum, WƌŝŶĐŝƉĂů ĂŶĚ &ŽƵŶĚĞƌ +852 2320 1128 ĂŶŝƚĂΛŵŝŶŝŵĂŶĚĂƌŝŶƐ͘ĐŽŵ ŚƩƉ͗ͬͬǁǁǁ͘ŵŝŶŝŵĂŶĚĂƌŝŶƐ͘ĐŽŵ
Welcome New Members INDIVIDUAL MEMBERS
EĞǁ EĂƌƌĂƟǀĞ Mr. Jonathan Hopfner, WĂƌƚŶĞƌ +852 8192 7768 ũŽŶĂƚŚĂŶ͘ŚŽƉĨŶĞƌΛŶĞǁͲŶĂƌƌĂƟǀĞ͘ĐŽŵ
ŚƩƉ͗ͬͬŶĞǁͲŶĂƌƌĂƟǀĞ͘ĐŽŵ
Seeds Training Hong Kong Ltd. Dƌ͘ DĂƩŚĞǁ ^ĞĂƌƐ, ZĞŐŝŽŶĂů ŝƌĞĐƚŽƌ ŽĨ ƐŝĂ +852 6109 6907 ŵĂƩΛƐĞĞĚƚƌĂŝŶŝŶŐ͘ĐŽŵ ŚƩƉ͗ͬͬǁǁǁ͘ƐĞĞĚƐƚƌĂŝŶŝŶŐ͘ĐŽŵ
dŽƉĮƚ ƐŝĂ >ŝŵŝƚĞĚ Mr. Charlie Temple, DĂŶĂŐŝŶŐ ŝƌĞĐƚŽƌ ŚĂƌůŝĞΛƚŽƉͲĮƚ͘ĐŽŵ ŚƩƉ͗ͬͬƚŽƉͲĮƚ͘ĐŽŵ
Touringhouse Inc. Dƌ͘ ŝƩĂ sĞƌŵĂ͕ sŝĐĞ WƌĞƐŝĚĞŶƚ +1 613 741 2942 ƚƌĂǀĞůΛƚŽƵƌŝŶŐŚŽƵƐĞ͘ĐŽŵ ŚƩƉ͗ͬͬǁǁǁ͘ƚŽƵƌŝŶŐŚŽƵƐĞ͘ĐŽŵͬ
Ms. Adriane Dione Rysz Dƌ͘ ŶĚƌĞǁ tĂƩ ^ĞŶŝŽƌ ŝƌĞĐƚŽƌ͕ Z Mr. Andy Dhillon ŝƌĞĐƚŽƌ͕ dŚĞ ŚŝůůŽŶ &ŽƵŶĚĂƟŽŶ Ms. Angela H. Wang Ms. Anne Lask ŚŝĞĨ ZŝƐŬ ĂŶĚ ĚŵŝŶŝƐƚƌĂƟŽŶ KĸĐĞƌ͕ GB&M, HSBC Dr. Aron Harilela K͕ ,ĂƌŝůĞůĂ ,ŽƚĞůƐ >ƚĚ͘ Mr. Ashok Oberoi ^ĞŶŝŽƌ sŝĐĞ WƌĞƐŝĚĞŶƚ͕ ŝŶƚĂƐ ĂƉŝƚĂů Ms. Cindy Ip &ŽƵŶĚĞƌ͕ D<d' Ž͘ Ms. Farida Lau ŝƌĞĐƚŽƌ͕ DŝŶĚƐĞƚ ƐŝĂ >ŝŵŝƚĞĚ Mr. Francis Leach DĂŶĂŐŝŶŐ ŝƌĞĐƚŽƌ͕ /d/ >^ ƐĞĐƵƌŝƟĞƐ Ms. Helene Liu džĞĐƵƟǀĞ ŝƌĞĐƚŽƌ͕ dŚĞ ĞĂƵƚLJ 'ƌŽƵƉ Mr. John McLean >ĞŐĂů ŽƵŶƐĞů͕ &ƌĂŶŬůŝŶ dĞŵƉůĞƚŽŶ /ŶǀĞƐƚŵĞŶƚƐ Ms. Joyce Leung /ŶƐƚƌƵĐƚŽƌ͕ dŚĞ hŶŝǀĞƌƐŝƚLJ ŽĨ ,ŽŶŐ <ŽŶŐ Mr. Kant Chong džĞĐƵƟǀĞ ŝƌĞĐƚŽƌ͕ ŚŝŶĂ ĂƉŝƚĂů /ŶǀĞƐƚŵĞŶƚ 'ƌŽƵƉ >ŝŵŝƚĞĚ ;,ŽŶŐ <ŽŶŐͿ Ms. Karyn McLean Mr. Keith Kowal Mr. Kevin Green ^ĞŶŝŽƌ DĂŶĂŐĞƌ͕ WƌŝĐĞǁĂƚĞƌŚŽƵƐĞ ŽŽƉĞƌƐ
Dƌ͘ DĂƌƟŶ &ŽƌƚŚ Dƌ͘ DĂƩ tŽŶŐ ^ĞŶŝŽƌ DĂŶĂŐĞƌ͕ DĂƉůĞƚƌĞĞ Dƌ͘ DĂƩŚĞǁ WƌŝƚĐŚĂƌĚ 'ĞŶĞƌĂů DĂŶĂŐĞƌ͕ ĂƚŽŶ ^ƋƵĂƌĞ Mr. Michael Belanger ŝƌĞĐƚŽƌ ŽĨ ZĞǀĞŶƵĞ͕ /ŶƚĞƌ ŽŶƟŶĞŶƚĂů ,ŽƚĞůƐ 'ƌŽƵƉ͕ ƐŝĂ WĂĐŝĮĐ Mr. Michael Nardella DĂŶĂŐŝŶŐ ŝƌĞĐƚŽƌ͕ ^ Z WƌŽƉĞƌƚLJ WĂƌƚŶĞƌƐ Ms. Monica Yeung ƐƐŽĐŝĂƚĞ ŝƌĞĐƚŽƌ͕ ZŽLJĂů ĂŶŬ ŽĨ ĂŶĂĚĂ
Mr. Raymond Yeung ^ĞŶŝŽƌ DĂŶĂŐĞƌ͕ ' d DĚƌĞĂŵ tĞĂůƚŚ DĂŶĂŐĞŵĞŶƚ Mr. Robin Hibberd ŝƌĞĐƚŽƌ͕ DŽŶĚŝĂů ƚĞůŝĞƌ ,ŽůĚŝŶŐƐ Mr. Sing Wah Cheung &ŝŶĂŶĐĞ ŝƌĞĐƚŽƌ͕ sŝƐŝŽŶ WƌŽ ŽƌƉŽƌĂƚĞ ŽŶƐƵůƚĂŶĐLJ >ŝŵŝƚĞĚ Mr. Stephane Alcaraz ŽŶƐƵůƚĂŶƚ͕ Θ /ŶƚĞƌŶĂƟŽŶĂů Mr. Stephen Chau DĂŶĂŐŝŶŐ ŝƌĞĐƚŽƌ͕ &ĂƌďŽ &ĂƐŚŝŽŶƐ >ƚĚ͘ Mr. Stephen Chung ŝƌĞĐƚŽƌ ŽĨ ZĞĂů ƐƚĂƚĞ͕ ĞƉƉĞůŝŶ WĂƌƚŶĞƌƐ >ŝŵŝƚĞĚ Mr. Victor Wong ƌĂŶĐŚ DĂŶĂŐĞƌ͕ ĂŶŬ ŽĨ ŽŵŵƵŶŝĐĂƟŽŶƐ Ž͕͘ >ƚĚ Ms. Vivian Hui ^ŽůŝĐŝƚŽƌ͕ <ŝŶŐ ĂŶĚ tŽŽĚ DĂůůĞƐŽŶƐ
YOUNG PROFESSIONALS Ms. Amanda Ho ŽͲ&ŽƵŶĚĞƌ Θ DĂƌŬĞƟŶŐ DĂŶĂŐĞƌ͕ ŝͲ ŵĂŶĚĂ >ŝŵŝƚĞĚ Mr. Daryl Tong DĂŶĂŐĞŵĞŶƚ ƐƐŽĐŝĂƚĞ͕ y Ms. Elena Poliakova ŝƌĞĐƚŽƌ ŽĨ ^ĂůĞƐ͕ sĞůŽdž DĂŶĂŐĞŵĞŶƚ >ŝŵŝƚĞĚ Mr. Maxime Pare ƐƐŽĐŝĂƚĞ ŽŶƐƵůƚĂŶƚͲ^ƚƌĂƚĞŐLJ Θ dƌĂŶƐĨŽƌŵĂƟŽŶ͕ ŽŶŶĞĐƚĞĚ 'ƌŽƵƉ Mr. Mark Jenkins Ms. Miu Pun Ms. Joanne Cheung /ŵƉůĞŵĞŶƚĂƟŽŶ DĂŶĂŐĞƌ͕ DĞƌĐĞƌ ;,ŽŶŐ <ŽŶŐͿ >ŝŵŝƚĞĚ DƐ͘ <ĞŶĚƌĂ ,ĞŌŝͲZŽƐƐŝĞƌ ŝƌĞĐƚŽƌ͕ &ŝŶĚ zŽƵƌƐĞůĨ >ƚĚ͘ Mr. Ryan Oxley ƐƐŽĐŝĂƚĞ͕ ƵƞŝĞůĚ &ƌĞĞŵĂŶ Θ Ž >ƚĚ͘ Ms. Roshini Moorjani &ŽƵŶĚĞƌ͕ ZĞůŽĐĂƟŽŶ ^ƉĞĐŝĂůŝƐƚ͕ WŚŽƐ DŽďŝůŝƚLJ ŽŶƐƵůƟŶŐ
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A'%' /CTA%5 KPFF
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