14 Hong Kong’s Third Runway18 24 Sri LankaCSR: Finding the Right Fit

Olympic Olympic FeverFever

June 2012 Vo l 27 No 5

Not For Sale

www.bri tcham.com

HONG KONGBritainIN

Olympic Fever6CSR : Finding the Right Fit14

4 Chairman’s Message

6 Olympic Fever

8 Sheltered Harbours

10 The Value of Quiet

12 Succession Planning: Why you need it, and Who to hire

14 CSR: Finding the Right Fit

16 Enter the Dragon

18 Hong Kong’s Third Runway: Far From a Done Deal

20 Kellett School

22 YCIS

24 Sri Lanka

26 CACAO SAMPAKA

28 Member Discounts

30 Member Get Member 2012

32 Annual Ball

34 Football

36 YNetwork ‘Head of the Table’

39 Sterling Members

40 News and New Appointments

41 New Members

42 Upcoming Events

43 Shaken Not Stirred

Sri Lanka24

Contents

EditorSam Powney

DesignWinnie LiLilian YuKen Ng

Advertising ContactCharles Zimmerman

Project ManagementVincent Foe

Jointly Published by Speedfl ex Medianet Ltd andThe British Chamber ofCommerce in Hong Kong1/F, Hua Qin International Building340 Queen’s Road Central, Hong KongTel: 2542 2780Fax: 2542 3733Email: info@speedfl ex.com.hkEditorial: sam.powney@speedfl ex.com.hk Advertising: charles@speedfl ex.com.hk

British Chamber of Commerce SecretariatExecutive DirectorCJA Hammerbeck CB, CBE

General ManagerCynthia Wang

Marketing and Communications ManagerEmily Ferrary

Special Events ManagerBecky Roberts

Events ExecutiveMandy Cheng

Business Development ManagerDovenia Chow

Membership ExecutiveLucy Jenkins

AccountantMichelle Cheung

Executive AssistantJessie Yip

SecretaryYammie Yuen

Offi ce AssistantSam Chan

© All published material is copyright protected. Permission in writing from the Publishers must be obtained for the reproduction of the contents, whole or in part. The opinions expressed in this publication are

not necessarily the opinions of the Publishers. The Publishers assume no responsibility for investment or legal advice contained herein.

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

Britain in Hong Kong

Nick Sallnow-Smith

In my f i rst letter as Chairman of the

Chamber, I want to start by thanking my

predecessor Kevin Taylor for carrying the

torch over the last two years. I think the

Olympic metaphor is appropriate since

the key challenge for a Chairman is, as a

minimum, not to drop the torch or allow the

fl ame to go out. I rather hope I can do even

better than this, and build on the many successes of

Kevin’s tenure.

It was a little daunting to hear Christopher Hammerbeck

informing our AGM how onerous the role of Chairman

is. Somehow he had neglected to tell me that when

asking me to stand…Nevertheless I look forward to the

challenge. I will try to attend a wide range of Chamber

events and to meet as many members as possible. To

help me in my work, I would urge you, if you have ideas

about the Chamber, or anything that concerns you, to

discuss them with me, or with other members of the

General Committee, particularly our two Vice Chairman,

Andrew Weir and Mark Greenberg.

Of course we are in a bumper year of more significant

changes of administration all over the world. This will

present the Chamber with the need to engage with new

developments in Hong Kong, and potentially in Hong

Kong’s role within China.

Despite the many negative developments elsewhere,

which may have an impact on Hong Kong, I believe

that the start of a new administration here provides the

basis for an optimistic stance. The Chamber, in engaging

with C Y Leung’s new team, will do so

in a positive way, in order to contribute

to maintaining a thriving community and

business environment. Although for some

of our membership, the summer may be

a time of less activity in Hong Kong, the

opposite will be the case for Hong Kong’s

new administration, focused on a busy fi rst

100 days from 1st July. Your Chamber will be busy too,

ensuring that we play our part in that process.

A key challenge for us, and for business more generally,

will be to help get over the message that commerce

generates the surplus that grows the wealth of the

community. Without it, there are no profi ts to tax, fewer

jobs and less innovation. In an environment where much

of the media portrays business in a negative light, it is

vital that those of us in business do our best to correct

this bias. As a Chamber of “Commerce”, we above all

must not be shy to promote the merits of commerce in

our city.

Chairs of Specialist Committees

Business Angel ProgrammeNeil OrvayAsia Spa & Wellness Limited

Business Policy UnitTim Peirson-SmithExecutive Counsel

China CommitteeDavid WattDTZ

Construction Industry GroupDerek SmythGammon Construction

Education CommitteeStephen EnoBaker & McKenzie

Environment CommitteeAnne KerrMott MacDonald Hong Kong Limited

Financial Services Interest GroupDebbie AnnellsAzure Tax Consulting

HR Advisory GroupBrian RenwickBoyden Search Global Executive

ICT IT CommitteeCraig ArmstrongStandard Chartered

Logistics CommitteeMark MillarM Power Associates

Marketing & Communications CommitteeAdam O’ConorOgilvy & Mather Group

Real Estate CommitteeJeremy SheldonJones Lang LaSalle

Scottish Business GroupJohn BruceHill & Associates

Small & Medium Enterprises CommitteeKate KellyK2PR

Strategic Supply Chain ForumDominic JephcottVendigital Limited

Women in Business CommitteeSheila DickinsonThe Fry Group

YNetwork CommitteeAlison Asome

MessageChairman’s

London is the centre of

attention this summer. The BBC

may be taking some flak for their

coverage of the Diamond Jubilee,

and few seem to hold out much

hope of success for England’s

performance in the European

Cup, but the main focus is on next

month’s Olympics. It seems hard to

believe that four years ago London’s

new mayor Boris Johnson stood on the Olympic stage at

Beijing (amid a certain amount of murmuring over his dress

sense) to welcome people to London in 2012. True to his

love of London, he recently promised, ‘the greatest Games

that has ever been held, in the greatest city on Earth’.

Three Times Lucky

The last time London held the Olympics was in

1948 – a different era in terms of sporting culture,

although one which also saw Britain under

considerable economic strain. In fact, London will

be the fi rst city to have held the Summer Olympics

3 times, the city having held one of the earliest

International Olympics, the tournament of 1908.

Assuming 2012 goes off without a hitch, this will

be the fi rst time that London has held the Olympics

as planned. The 1908 Games were scheduled to

take place in Rome, but, with just two years to go,

an unscheduled eruption at Vesuvius left the Italian

government unable to support the cost. London

stepped in. 1948, on the other hand, was a delay,

after the 1944 London Olympics was cancelled due

to ongoing world war.

Despite Johnson’s jingoistic assurance, the question that

continues to play over in Londoners’ minds is the matter

of comparison. Will the 2012 Games be another Beijing,

or another Athens? Beijing’s 2008 spectacle served as an

affirmation of China’s return to the

world stage – a national cultural

accomplishment to match progress

on the political and economic

fronts. In stark contrast to Athens’

last-minute complet ion of i ts

stadiums, Beijing’s startling new

venues were completed well ahead

of schedule.

But while Beijing certainly set a standard of excellence

in terms of its infrastructure and public enthusiasm, the

London organisers seem to have taken some notice of the

positive aspects of Greece’s 2004 Games too. Unusually

for the Olympics, perhaps the memorable moment of the

2004 Games was the shot-put returning to the original

track at Olympia, the site of the ancient Olympics. London

has arranged several major events to take place in the

open air, most notably at Dorney Lake and Greenwich

Park, a welcome change from gloomy stadia.

In fact not only has London’s Olympic organising

committee (LOCOG) built a shallower and more open main

stadium in Stratford, they also seem to have fi lled it with

spectators. Recent reports from Locog claim that 7 million

of the 8.8 million tickets have already been sold, which

indicates that London will not repeat Beijing’s struggle

to fill empty seats. Bocog, Beijing’s Olympic organising

committee, had to resort to bussing in volunteer

cheerleaders after some of the early events noticeably

failed to sell enough tickets. Empty seats have been an

ongoing problem for successive Olympic Games at least

since they began to be broadcast on live TV. London’s

online ticket sales have not run entirely smoothly, but the

prices have been pitched in a healthy range – from £20 for

some events to over £2,000 for ‘AA’ tickets at the opening

ceremony. This resulted in enormous excitement during

the fi rst few weeks of online sales.

Olympic Fever

C ove r S t o r y

Broadcasting

The BBC has come under fire for their lacklustre

coverage of the Diamond Jubilee. Stephen Fry,

among others, took to Twitter to complain, “Has

the BBC ever presented a more mind-numbingly

tedious programme in its history?”, later clarifying

that his criticism was aimed squarely at the

coverage, not the event itself. There’s a general

expectation of more insightful BBC coverage for the

Olympics. The BBC is going all out to broadcast as

many events as possible to all viewers in the UK, on

a range of channels, on their website and streaming

to electronic devices. They plan to broadcast 2,500

hours of Olympic action, having set up 24 HD

channels and a new radio channel dedicated to the

competition.

The picture in Hong Kong is more complicated.

Many local residents were incensed when they

learned that the city’s two free-to-air channels

had failed to win the rights to broadcast the

Olympic events. Bowing to public sentiment,

the broadcasters have struck a deal, whereby

the free-to-air ATV channel will broadcast the

cable coverage of the Olympic spectacle directly

from internet provider i-Cable. However, if your

Cantonese isn’t fl uent, you might be left wondering

what’s going on. While ATV is an English language

channel, the cable Olympic coverage is likely to be

in Cantonese.

The popular reaction to the Olympics has been

overwhelmingly positive despite the occasional complaints

from taxi drivers and former Minister for the Olympics Tessa

Jowell’s view that had the Labour government foreseen the

economic crisis, they would not have made the London

bid in the fi rst place. In terms of fi nances, London wants

to set itself apart both from Athens 2004 and from Beijing

2008: Boris Johnson has assured his townsmen that the

Games will not cost them ‘a penny more on their council

tax’. In fact, the central government are footing 64% of

the total bill, but in July 2011 Sports and Olympic Minister

Hugh Robertson revealed that he expected the project

to be delivered on time and under budget. This followed

substantial cutbacks to the Olympic budget by the

incoming government a little over than a year earlier, and

can be considered an unusual achievement in the records

of Olympic spending.

London has apparently made its own path in hosting the

Olympics, one which does not bear too much resemblance

either to the pomp of 2008 or to the bankrupting chaos of

2004. London has already reaped large rewards from ticket

prices and stands to gain signifi cant income from tourists,

while at the same boosting the image of the city and the

nation.

SADLY MISSED

For those familiar with the less well known Olympic

events - dressage and BMX cycling spring to mind

– the Olympic sports of yesteryear might bring back

fond memories. Here are a few of the events which

were, for whatever reason, discontinued:

Swimming Obstacle Race

This event seems so entertaining it’s hard to believe

it was ever dropped. Competitors had to swim

25 metres, get out of the water, clambour over a

pole, make their way over a row of boats, then dive

in again and swim back underneath. That it was

dropped after the Paris 1900 Olympics may have

had more to do with the strong current and unclean

water than anything else. They were swimming in

the Seine.

Live Pigeon Shooting

300 birds were sacrifi ced for the fi rst Paris Olympics

of 1900, with Belgian Léon de Lunden taking gold.

Sports historian Andrew Strunk described the scene,

“Maimed birds were writhing on the ground, blood

and feathers were swirling in the air and women with

parasols were weeping…” It was never repeated.

Duelling Pistols

After deciding that live pigeon shooting was a

bad idea, early Olympians devised another event

involving fi rearms, this time using dummies dressed

in frock coats. At a distance of 20 and 30 metres,

participants in the 1912 Olympics aimed for a target

on the dummy’s neck.

Tug of War

This sports day favourite is truly conspicuous by its

absence at the modern Olympics. In 1908 the event

was won (amid allegations of cheating) by a team

of Liverpool’s police constabulary, but tug-of-war

always had a propensity to turn into riots, especially

when members of the crowd hopped across and

joined in. It was discontinued after 1920, but some

athletes think it could one day make a comeback. A

staple of the ancient Olympics, these days it might

well be possible to enforce stricter ‘ground rules’.

Rope Climb

Also an ancient Olympic event, the rope climb

continued on in the modern era until 1930. In 1896

only two competitors made it to the top, but offi cials

continued tinkering with the length and thickness

of the ropes over the years, until finally giving up

altogether. Again, some Olympians think this sport

could one day make a comeback.

Britain in Hong Kong 76

What kind of expertise does your firm

comprise?

Including myself, we have six lawyers here. That’s

three partners, two senior associates and one

more associate. Offshore firms don’t tend to be

very big, but worldwide

we’re one of the largest.

Globally we have slightly

over 50 partners and

440-450 staff.

What kind of services do you provide your

clients?

We provide legal advice in relation to four key

jurisdictions, particularly for the British Virgin and

Cayman Islands and also (less commonly in Asia)

for Jersey and Guernsey.

What type of clients do you work with?

Essentially, any business or anyone who could use

offshore lawyers. That tends to range from various

classes of asset funds (hedge funds, private

equity, real estate, etc.) to the general fi nance and

corporates, IPOs.

Most of our work is hand-in-hand with other

international law firms, accounting and other

advisory firms in order to provide solutions. Our

clients include corporates investing in and out of

the region and some high-net worth individuals. In

Asia there’s always that combination of corporate

and personal wealth.

How do you defi ne ‘offshore’?

For some people Hong Kong and Singapore will

be regarded as ‘offshore’. The word ‘offshore’ has

tended to reflect the geography of the place and

the type of jurisdiction. They would be facilitating

jurisdictions, enabling structures to be set up

and business to be conducted, often in a tax-

neutral way. The traditional offshore centres are

the Channel Islands, the Cayman Islands and the

British Virgin Islands (BVI); and then you have what

are now sometimes referred to as ‘mid-shore’ such

as Ireland or Luxembourg. There’s an argument

to be made that Hong Kong and Singapore might

fall into that category, but Asia has its own unique

structures, like the international offshore financial

centre and free trade zone in Labuan, Malaysia.

What are some of your challenges?

It’s a competitive market in Hong Kong, but I

think we quite enjoy that challenge of getting

out there and offering a new option in terms

of offshore service providers. But the general

economic climate is clearly better in this part of

the world than in the US or Europe. On the other

hand, unfortunately you can’t insulate against that

economic uncertainty either here or anywhere else.

The nature of the business that’s being conducted

offshore is changing. There’s an enhanced degree

of regulation and scrutiny that’s being created

since the global fi nancial crisis. So the nature of the

business is changing. Certainly in more developed

Interview with Paul Christopher, Managing Partner, Mourant Ozannes Hong Kong

Sheltered Harbours

Paul Christopher, Managing Partner of Mourant Ozannes Hong Kong, one of the world’s leading

offshore law firms met with Britain in Hong Kong to talk about offshore investment, the reasons

behind why they opened an offi ce in Hong Kong and the challenges they have faced along the way.

B u s i n e s s

markets it tends to be more an institutional type

of business. Forty years ago offshore business

revolved very much around private client and

private wealth. As offshore jurisdictions mature,

they tend to attract more institutional and corporate

type business, although in many cases there is still

underlying private wealth to serve.

Is there increasing interest in offshore

banking from this part of the world?

We are seeing increased business flows from

this part of the world, and the nature of interest in

offshore investment is changing. At one time the

focus was mainly on investment into the region,

and into China in particular. That interest is still

there, but there’s also a great opportunity for

outbound investment into offshore investment. The

large corporations in South Korea, for example,

have been making major investments abroad. The

Hong Kong offi ce is our hub for the whole region.

What are the common motivating factors

which drive people to register in these

jurisdictions? What’s your view on the ethics

of so-called ‘tax havens’?

There’s been some negativity attached to the

offshore centres which is part of the fallout from

the fi nancial crisis. That’s much less prevalent here

than in Europe for example. I think quite a lot of

that antipathy was driven by political scapegoating

and the idea that there was something illegitimate

going on.

Many people have read John Grisham’s The Firm

which is set in the Cayman Islands, so there’s the

immediate linkage between ‘offshore banking’ and

all kinds of shady dealing. The reality is a lot more

mundane than that. The main investors you find

in offshore jurisdictions tend to be institutions and

pension funds. Offshore regulation often provides

a greater degree of flexibility than in onshore

legislations. In a positive economic environment,

more creative approaches to taxation are accepted

in a positive light, whereas in a downturn attitudes

tend to harden.

What the offshore centres really do is to create

an environment which is tax neutral to facilitate

investment and its divestment out of particular

jurisdictions in the most effi cient way. It’s fulfi lling

a function that, for whatever reason, can’t be

fulfilled onshore. But equally, all those offshore

account-holders are paying their taxes onshore,

and in many cases the funds are providing

pensions. In many cases they’re actually trying

to benefi t ordinary people, but it’s often not well

understood.

Why did you choose to be based in Hong

Kong?

This is where our main contacts in the region are,

so for us it was an obvious choice. Hong Kong is

well placed as our hub for Asia, because we are

looking to develop other markets.

Mourant Ozannes opened its Hong Kong office

earlier this year. It services clients based in the Asia

Pacific region by providing multi jurisdictional offshore

legal advice concerning investment funds, IPOs,

banking, corporate, restructuring and international

trust work.  For further information, please visit

www.mourantozannes.com

Britain in Hong Kong 98

Tracy McLeod, Rock the Boat Consulting

My name is Tracy McLeod

and I’m an introvert! That’s

a bold statement to make,

particularly in my line of work

where I’ve spent almost 20

years trying to convince others

and more worryingly myself

that I ’m not an int rovert .

Why? In my experience the

misperception of being antisocial or worse still, having

no social skills, being aloof and standoffish applied to

Introverts (and all things I’ve personally had feedback on)

means that I’ve been compelled to project what I believe

to be more extroverted traits.

Why am I now passionate about telling others I’m an

Introvert? I have to thank Susan Cain, author of Quiet:

The Power of Introverts in a world that can’t stop talking.

The book explores many aspects of Introversion but

equally gives great insight into the world of extroverts,

regardless of where you fall on what’s sometimes called

the North and South of temperament (and according to

studies highlighted in Quiet almost one third of us are

introverts). The book has been transformational for me

personally and even for my extrovert colleagues!

The book explores something termed the ‘extrovert ideal’

– the view that this has become the business cultural

ideal. If you consider those traits that are valued more

often than not, those predictors of success (in the eyes

of many) tend to be traits associated with extroversion

– talking, asserting opinion, certainty, action, risk taking.

In my past experience as a recruiter these have been

viewed as essential requirements for leadership roles, and

whilst I believe that talking and presenting are extremely

valuable the book argues that we may have placed too

much value on them such that listening, Information

gathering, refl ectiveness and critical thinking are almost

excluded or at least less valued.

The book also discusses the extrovert ideal as being the

cultural ideal and that we learn this at an early age. My

own memories of school are littered with examples of

conversations between my teachers and parents about

me “not speaking up enough”, not volunteering enough,

not taking part in school plays/performances etc. The

most alarming aspect of this is the belief that I developed

as I got older that this was somehow wrong and not a

good thing! I now realise it’s not wrong, just different to

the world as viewed by many extroverts.

As a coach and facilitator I’m now determined that

people gain insight into their preferences and harness the

The Value of

Quiet

B u s i n e s s

strengths associated with these and more importantly

communicate these strengths to others.

One key question the book poses – Is temperament

destiny? The old ‘Nature or Nurture’ debate! Results

have suggested that introversion and extroversion traits

are 40% to 50% heritable. Whilst we may be born with

hard wired temperaments that shape our personalities

the question do we have any control over this and can

we adapt is an important one. If my own experience

is anything to go by then yes we can certainly adapt.

My fear of public speaking almost paralysed me as a

university student in my late teens and I made the very

conscious decision to feel the fear and do it anyway!

I volunteered for as many public speaking/presenting

activities as I could in the belief that the more I did it I

would eventually not be phased by it at all. The result,

interestingly, is that whilst I’m more comfortable than I

was about it I’m defi nitely still phased. I’ve always been

curious as to why even with positive feedback that I still

get very nervous about addressing groups of people.

After reading the book I’m clearer on the fact that as

an introvert I may never fully feel at ease doing those

things that are outside my comfort zone but it also

explains why.

My current ro le invo lves fac i l i tat ing leadersh ip

development interventions, networking and business

development - how is that possible and how can I do a

role which involves many aspects contrary to my traits?

I’m passionate about what I do and I believe strongly

in what our organisation stands for and this facilitates

the regular move out with my comfort levels. The key

however is to ensure you know yourself and understand

your needs in order to redress the balance. For me it’s

ensuring that I regularly have ME time, time where I can

read and be alone in my own head. Adapting is reliant

on understanding who you are and your needs and

ensuring you have strategies for redressing the balance

for you!

I believe that business culture requires both introverted

and extroverted individuals and that these dimensions

should certainly be part of any diversity & inclusion

discussion. I t ’s h ighl ighted the need for me to

include this in the field in which I work and I believe

organisations should be moving towards valuing quiet,

listeners, refl ectors, deep thinkers as much as they do

loud talkers, great presenters and risk takers. introverts

are the balancing conscience for many extroverts,

tempering somewhat their desire to take risks, compete

and win, and can be invaluable at helping to achieve

more through effective consultation, collaboration and

partnership, which transcends silos and even positional

power. Any leadership assessment and development

processes should address both aspects and allow

introverts and extroverts to truly value the contributions

of one another.

The debate about introversion and extroversion

continuum should continue and as studies suggest, it

can be one of the most important aspects of personality

and that can shape our social and working styles so let’s

keep the discussion going!

Transform your talent, leaders and organisational

culture…when the time is right for you.

Rock the Boat Consulting are the recommended

choice where our customers seek deep expertise in

one of the following areas: Top Talent and Leadership

Development, Assessment, Managing Sel f and

Others through Change, HR Consulting, Executive

Coaching and Development, Mentoring, Career Path

Development. With over 50 experts in UK, Europe,

US and Asia and with partnerships globally, we have

the breadth and depth of expertise to enable our

clients to fulfil the potential of all the talented people

within their organisation. For further information, visit

www.rocktheboatconsulting.com

Britain in Hong Kong 1110

With the increase of talent shortage and executive

departures, a key question facing businesses in the

current global climate is this: If a critical business-driving

executive leaves, who is capable of filling the position?

In a study conducted in mid-2010 by Stanford University

surveying over 140 CEOs and Board Directors, more than

50% of the companies examined could not immediately

name a successor to their CEO. Furthermore, a full 39%

of the survey’s respondents stated that they had zero

viable internal candidates. When a key executive departs

a business, in particular listed companies, this can

immediately cause a wave of concern and uncertainty,

leading to a drop in company value. When Steve Jobs

resigned his position as CEO at Apple Inc., the stock

dropped 3%, wiping USD$10 billion off the company’s

value. Succession planning is crucial to business stability,

so ensure that your company adequately prepares a

succession plan in case things go wrong.

How Succession Planning Adds Value to your

Business

Stability – Both employees and executive management

will feel reassured by the presence of a backup plan.

Employees will know that in the long term, leadership

changes are likely to be stable and therefore won’t affect

their livelihood. Overall, this will also help in employee

retention, as staff are more likely to stay in a company if

they believe that their position will remain in the future.

Company Loyalty – A succession plan can increase

company loyalty, as it will signify that a business is

holding its employees’ interests first by considering

internal candidates for promotions, rather than searching

externally. Employees would therefore be more inclined to

stay at the company, as they would see that the business

takes their career development seriously.

Confidence – By planning for future replacements for

key executives, a good succession plan will increase

moral throughout the company. This is because it will

show awareness by executive management regarding the

future of the company, and employees will be reassured

by the fact that they will not be left without any direction.

Increased Company Valuation – Beyond the balance

sheet, investors also speculate on a business’s long-

term development when choosing to purchase equity

or debt in the firm, and a succession plan would

clearly indicate efforts by management to secure

the future of the business. This would therefore lead

to increased valuation for the company, as it would

show that executive management has clear plans and

contingencies for the future.

Succession Planning:

Bó Lè Associates

Why you need it, and Who to hire

B u s i n e s s

About Bó Lè Associates

Bó Lè Associates is the largest executive search

firm in Asia with a well-developed network of 25

wholly owned local offices worldwide, over 510

staff including 460+ experienced consultants

and researchers, and 50+ support staff including

Finance and Accounting, IT, in-house Recruitment

and Training, and Marketing and Communication

special ists. Operating since 1996, they have

comp le ted ove r 11 ,300 execu t i ve sea rch

assignments.

www.bo-le.com

For further information, please contact Louisa Wong,

Executive Chairman by calling (852) 2525-4339 or

send an email to marketing@bo-le.com

Should You Elevate an Internal Candidate, or Hire an External One?

Pros

Internal Candidate External Candidate

Already has adapted to company environment and

culture

Already a part of the company – would not create

internal hostility

Company would be very clear on his/her skills and

abilities

Fresh candidate – may inject new innovation and insight

into the company

Allows business to expand into another direction if

executive hired has experience in other markets

Adds diversity to the company environment

Cons

Internal Candidate External Candidate

Other candidates will have to be found to replace the

position of the candidate being elevated

Continual inner promotions means a lack of fresh ideas

– innovation will be limited

Training and development costs can be higher than

simply hiring an external candidate with existing skills

Not sure if a good fi t for company culture, or if capable

of adapting

May create internal rift, as company seen as not acting

in employee interest

Unsure if skills and abilities are well-suited to the

position until he/she begins work

A Pyramid of Succession

Succession planning should not

only be present at the highest

l e v e l s o f m a n a g e m e n t i n a

business, but should stretch down

the managerial line. Companies

which run a highly central ised

structure often operate ineffi ciently,

as managers do not have enough

authority to properly authorise

transactions or deals, leading to executive management

being swamped with decisions.

Delegate authority down the line – By distributing the

ability to make decisions throughout the organisation, a

business will be able to better assess available talent by

evaluating which employees make the best decisions. It

will also create a pyramid structure, in which despite the

tip being crucial in the completion of the pyramid, the

foundations below it will still hold on their own.

Create a chain of succession – Ideally, there should

always be at least one person directly below a managerial

position that is capable of acting in that position. Not only

will this ensure that the business has a very straightforward

career development path (therefore making it much more

attractive to employees), but it will also ensure a healthy

talent chain which management can draw on.

Shared Responsibility – By spreading responsibility

and author i ty down the company, sen ior- leve l

management successors

would no longer require such

a huge wealth of expertise

and managerial experience,

thereby increasing the pool

of potent ia l candidates.

This kind of structure would

make succession planning

within the company a much

simpler ordeal, and offers

both stability and long-term

development for the business, the employees, and the

investor.

Britain in Hong Kong 1312

At the larger end of the scale, established conglomerates,

with more complex requirements, may have a need for

involvement on several different levels.

It is rare to find an NGO that has versatility built into its

programmes’ DNA but Plan International Hong Kong

is one such. A child-focussed organisation, it supports

disadvantaged children and their communities in emerging

economies in Asia, Africa and the Americas.

Its history is closely connected to Hong Kong, where it

operated a field office from 1959 – 1973, helping some

12,000 disadvantaged children, a great many of whom

were refugees from around the region. Some of its

beneficiaries are recognised figures in our society today

– for example, LegCo member Mr Paul Chan, and film

director Alfred Cheung. Both acknowledge the difference

that regular sponsorship made to their future paths in life.

Plan returned to Hong Kong in 2009 to establish its fund-

raising offi ce.

Plan has been able to identify several hundred other Hong

Kong former beneficiaries who now form a powerful

volunteer force. There are no better advocates for the

positive outcomes of the NGO’s work.

What are the options that companies might find if they

wanted to support Plan? A first step, and one that is

particularly sustainable for an SME, might be as simple

as initiating a Business Child Sponsorship scheme for

the company, matching staff with corporate sponsorship.

Matching ambassadors for the company can directly

engage with the children, following their lives and

the incremental improvements that sponsorship has

facilitated.

CSRCSR : Finding the Right Fit : Finding the Right Fit

Mark Cheung, Corporate Relations Grant Manager,

Plan International Hong Kong

Dovenia Chow

Of all the challenges within a company, no matter its size,

finding the right organisation to support is perhaps the

most vexatious. There are a number of factors that typically

are taken into consideration among which might be:

• Is the NGO’s work aligned with the corporate

philosophy of giving?

• Does it have the emotional pull to engage all staff?

• Does it have multiple platforms that permit different

programmes to be initiated?

• Can the corporate CSR programme grow with the

NGO?

• Is there an opportunity for active staff engagement, e.g.

in volunteering?

At the SME end of the corporate spectrum, the ideal would

be to be able to start small whilst being assured that even

a modest contribution is making a difference. That as the

company grows bigger, their CSR efforts can also expand

as appropriate.

B u s i n e s s

Investment in physical projects

such as installing clean water

systems, building and furnishing

schools, or funding medical

outreach care in rural areas

enables companies to track progress, visit the projects,

engage with the communities and see the results of their

sponsorship. The real and lasting legacy for this support is

in making the communities self-suffi cient.

Take for example Banphai, Thailand, where once there

was poor life expectancy in under-fi ves, limited access to

clean drinking water, a severe shortage of work options for

women and extremely poor school attendance. Today, life

expectancy has improved significantly, the school water-

tank and fi ltration system is maintained by the community,

a weaving cooperative established with Plan funding

successfully supports the families of its employees and

children now complete their pre, primary and secondary

education.

Other companies like the opportunity to support fund-

raising through staff activities, be it volunteering or

participating in events. The recent, successful inaugural

Plan Walk for Children, which took place at Ocean Park

and is intended to be an annual event, enabled adults

to bring their children along for a family day out with

a purpose. Company participants especially had fun

competing for the best-dressed team prize.

Diversity programmes are also appealing to a number of

companies who are interested in supporting issues such as

gender equality. Of the children and communities that Plan

helps, those most seriously disadvantaged are girls and

young women. They suffer more harshly in cultures where

they are regarded and treated as second-class citizens.

Their futures are compromised by poor health and lack of

education, and their vulnerability puts them at further risk of

many forms of abuse.

In Hong Kong, the Because I am a Girl Campaign (BIAAG)

has a number of key women professionals from several

walks of life and careers who have taken up an active

ambassador role in lending their names and support to the

campaign. Following on from Plan’s 2011 community-wide

photography competition on the theme of Because I am a

Girl, several companies supported in cash or in kind, the

Plan Charity Show this May that raised monies for the Girls’

Fund.

Established in 1937, Plan International is one of the world’s

leading development organisations, specifically focused on

children. Headquartered in the UK, Plan supports more than

10 million children and their communities that are working with

Plan. Plan works in 50 developing countries across Africa,

Asia and the Americas, supported by fundraising offices in

20 countries. The organisation’s programmes concentrate on

making real, positive and lasting improvements to quality of life

in the areas of education, health, environment and livelihood,

and on helping children to realise their full potential in societies

that respect their rights and dignity. For more information,

please visit www.plan.org.hk

O n e o f t h e w o m e n

ambassadors, Betty

Yuen, Vice Chairman

of CLP Power Hong

Kong Limited realised

the importance of girls’

power, and acclaimed

“Because I am a girl,

I hope to raise the

awareness of what

girls are capable of

if we are given the

opportunity.”

What was especially attractive to sponsors of the event

was that the show featured performances by primary

school children through to young music professionals from

Hong Kong who set their own concerns aside to devote

time to participating in the event, in support of children

less fortunate than themselves. Companies were able to

facilitate this by providing cash or in-kind sponsorship.

The range of opportunities for sponsorship is wide. Plan is

well able to tailor a programme to corporate requirements,

no matter the size. Companies interested in finding a

bespoke programme that fits their specific ambitions will

fi nd a welcome mat, a willing ear and an open mind at Plan

International Hong Kong.

For further information, please contact: Mark Cheung at

mark.cheung@plan.org.hk

g

l

s

Britain in Hong Kong 1514

With the recent opening of a new Club Med ski resort in Yabuli, and the surge in sales of Bentley cars in 2011,

there is a clear demand for luxury products in the Chinese

market. According to predictions by global consultancy

fi rm, McKinsey, China will account for around 20 per cent,

or 180 billion renminbi (USD$ 27 billion) of global luxury

sales in 2015.

Since China’s economic reform, rapid growth of the

country’s economy has helped to pull thousands of

citizens out of poverty and increased the country’s

domestic purchasing power dramatically. While this growth

in domestic consumption is fuelling an appetite for goods

and services across the board, it is demand at the luxury

end of the market that catches the eye.

I t ’s a sector that is proving

par t i cu la r l y res i l i en t . Even

during the global recession of

2009, luxury good sales in the

mainland rose by 16 per cent

— albeit down from 20 per

cent on previous years. Part of

this is down to the decreasing

popularity of the counterfeit

market, as many Chinese shoppers are becoming savvy

at distinguishing genuine products from ‘clever’ fakes.

In addition, companies now have a wider audience to

market to due to the emergence of China’s middle

class. Julie Laulusa, Managing Partner, Mazars in

mainland China explains the consumer demand behind

luxury items as a desire for status, “To most Chinese

consumers, buying luxury products is one of their dreams

— a kind of pursuit.”

And following the government’s announcement last month

that it would implement a 13 per cent annual increase on

the minimum wage from 2011 to 2015, the power of the

Chinese consumer looks set to continue.

Laulusa warns, however, that the impending minimum

wage increase and resultant higher infl ation means China

will no longer be a safe bet for foreign businesses seeking

to outsource labour and materials cheaply.

“The Chinese economy is experiencing transition from

relying on exports towards domestic demand. In China’s

latest five-year plan, plans to improve living standards,

education quality and medical services are being

introduced to enhance the spending power of Chinese

citizens. The minimum wage would expect to be doubled

in fi ve years. With the expansion of the domestic market,

it will gradually replace the export-reliant model,” says

Laulusa.

Enter the

dragon

2012 is offi cially the Year of the Dragon, a symbol of power and success in China. Hannah Uttley assesses the

potential for companies hoping to tap in to China’s growing economy and changing lifestyle opportunities.

Julie Laulusa

Managing Partner

Mazars Mainland China

Julie Laulusa

B u s i n e s s

Why trading the Renminbi in London is good for UK business

In January, Chancellor George Osborne announced

plans to develop London as the major centre

in Europe for trading the Chinese currency, the

Renminbi (RMB).

The City of London is set to see enormous benefi ts

in terms of status and flow of funds as trading in

the currency improves liquidity. In addition, access

to trading the RMB market and new yuan-products

will help improve trade links for the many businesses

in the UK that are planning or already export to or

source goods from China.

In practical terms, the plans will also see closer

collaboration between London and Hong Kong —

which already acts as a trading centre — as global

use of RMB increases.

The launch of a joint private-sector forum between

HM Treasury and the Hong Kong Monetary Authority

(HKMA) will enhance cooperation between the two

countries to support the Chinese government’s policy

in the development of the offshore RMB market.

In particular, the forum will focus on the two countries

developing clearing and settlement systems,

market liquidity and the development of new RMB

denominated products.

So rather than seeing China as an import opportunity

to reduce costs, UK companies should now be

looking to export their own products and services to

cater for growing demand. The latest research by HSBC

says UK exports to China grew by 21 per cent in 2011. It

also fl ags up the automotive sector as offering “exceptional

predicted growth created through demand from emerging

exports”: As such, it expects car exports to China to grow

by 15 per cent over the next five years. Other sectors

UK companies should look to access include those the

Chinese government has earmarked for continuous

support going forward. These include energy conservation

and environmental protection industries; new-generation

IT industry; biological industry; high-end equipment

manufacturing industry and health care.

In particular, the Chinese government plans to

pay special attention to environmental protection

development, according to Laulusa. She says more

and more cities in China are beginning to be aware of

the importance of environmental protection and are now

moving factories to industrial zones or urban areas. Green

energy — mainly solar power — programs are currently

promoted on Chongming Island, Shanghai; Dunhuang

City, Gansu Province and Erdos City, Inner Mongolia.

This article is taken from the March 2012 edition of

Insight Out (www.insightoutmagazine.com), Mazars’

digital magazine.

If you need more information, please contact Dany Sok,

Marketing & Communication Manager – Mazars Greater

China (dany.sok@mazars.com.hk)

Vital Statistics

• Offi cial name: People’s Republic of China

• Main cities: Shanghai, Beijing, Guangzhou,

Hong Kong

• Currency: Renminbi Yuan

• GDP (2010): $5.927 trillion

• GDP per capita: $4,428

• GDP growth: 10.4 per cent

• GDP distribution: Agriculture 9.6 per cent, industry

46.8 per cent, services 43.6 per cent

• Infl ation: 6.6 per cent

• Income level: Upper middle income

• GNI, PPP: $10.222 trillion

Source: World Bank and Worldpress.org

explain Laulusa. For example, having lunch or dinner with

local authorities and advisers or sending them bakery

vouchers prior to a Chinese festival are considered

common practices.

But with Chinese higher education initiatives such as

Project 985 and Project 211 — two projects designed to

strengthen and develop higher education facilities in China

— an increasing number of high standard professionals

with a good understanding of western culture are now

coming on stream.

“They can help foreign companies to understand

Chinese culture and how to cooperate with local

Chinese companies. They are the future candidates of

foreign enterprises in their localisation plans,” concludes

Laulusa.

With China developing so rapidly, work on legal

frameworks and corporate governance issues can often

lag behind and companies can come unstuck in such a

fast moving and complex market. While care needs to be

exercised on the legal side, Laulusa points to China’s

diversity and culture as the biggest initial stumbling

block for companies embarking on ventures and

partnerships in the country.

Firstly, China is a giant diversified market. The north is

different from the south, while the middle area is not the

same as the west. Its regional differences, multi-cultural

diversity and variety make it unique. Unfortunately, foreign

enterprises that invest in China do not have a good

understanding of consumer needs or Chinese culture,”

Britain in Hong Kong 1716

On Monday 23rd April 2012 the Environmental Affairs

Panel of Hong Kong’s Legislative Council (LegCo) passed

a motion requiring the Hong Kong Airport Authority (HKAA)

to conduct a social return on investment (SROI) study, a

carbon audit and a strategic environmental assessment

(SEA) for the proposed third runway at Hong Kong

International Airport.

This decision is significant because plans to add a third

runway at London’s Heathrow Airport were shelved at least

in part because a SROI study showed that the impacts on

residents living near the airport outweighed the economic

benefi ts highlighted in the original proposals. HKAA offi cials,

all too aware of the outcome in London, have resisted

conducting an SROI study despite repeated calls to do so.

LegCo’s decision is also surprising because it had

previously expressed support for the third runway during

a meeting of the Panel on Economic Development in

June 2011. In March 2012 the Executive Council gave its

approval in principle, subject to the statutory requirements

of the EIA process, for the third runway to go ahead. So

why did a legislature which has been broadly supportive

of the third runway decide that it needed more information

that might derail the project?

In short they were persuaded to do so by Hong Kong’s

environmental NGOs (envNGOs). In mid-2011 the HKAA

consulted the public on whether it should focus on

optimising the current two runway system, or expand its

capacity by adding a third runway. In December 2011 it

released a survey report showing that over 70% of the

24,000 respondents supported the third runway.

The envNGOs have not directly opposed the third runway,

but they have expressed considerable concern over the

further loss of habitat for the globally-threatened Chinese

White Dolphin and the negative impacts on air quality and

noise disturbance to residents living close to the airport and

the fl ight path.

In February 2011 WWF (HK) and Greenpeace released

another public opinion survey, showing that 73% of the

public was dissatisfied with the HKAAs information on

the project’s social and environmental impacts. This was

suffi cient to persuade LegCo’s Environmental Affairs Panel

to hear their concerns. At this meeting eight envNGOs

jointly called for the SROI, carbon audit and SEA. When

questioned by legislators, both HKAA’s Chief Executive

Stanley Hui and the Transport and Housing Bureau’s

representatives insisted they would follow the statutory

process – to limit their study to the requirements of the EIA

Ordinance.

Mike Kilburn,

Head of Environmental Strategy, Civic Exchange

HONG HONG KONG’S KONG’S THIRD THIRD RUNWAY: RUNWAY: far from far from a done deala done deal

An article in the April issue of Britain in Hong Kong suggested that, following the approval-in principle from the Legislative Council in March 2012 the construction of a third runway at Hong Kong International Airport was a done deal. In reality this is far from the case.

B u s i n e s s

And herein lies the problem. Since its establishment

in 1997, Hong Kong’s EIA process has been widely

recognised as a world leader for assessing the

environmental impact of individual projects. But

elsewhere social and health impacts, carbon audits, and

the cumulative impacts of multiple projects are routinely

considered. Hong Kong has fallen far behind global best

practice.

To make matters worse, the Hong Kong public is

increasingly aware and concerned about declining

air quality – and with good reason. The Hedley

Environmental Index shows background concentrations

of nitrogen dioxide (NO2), which compromises lung

development in children, average 50% higher than the

World Health Organisation’s Air Quality Guidelines, and

are rising sharply.

Average ambient concentrations of nitrogen

dioxide in Hong Kong 2001- 2011

Source: Hedley Environmental Index

HKAA’s preliminary report on air quality shows that failure

to meet Hong Kong’s own, more permissive air quality

objectives (AQO) is a very real possibility. It states that

aircraft emissions can only meet the AQO for NO2 by

reducing the third runway’s capacity by some 60 percent!

Doubts are also growing that the government’s

development plans are truly sustainable. Most specifi cally,

given the persistently high health impacts of air pollution

and the long delay in introducing new air quality objectives

the public’s confi dence that the Environmental Protection

Department (EPD) is an effective, or even committed,

regulator of environmental standards is at an all-time low.

The conflict of interest caused by the 2005 merging of

the roles of the Director of Environmental Protection (the

environmental regulator) and the Permanent Secretary for

the Environment (responsible for implementing government

policy) is of particular concern. The most visible expressions

of this concern were the judicial reviews challenging EPD’s

approval of the Hong Kong Zhuhai Macau (HKZM) Bridge’s

EIA in 2010, and the proposed incinerator at Shek Kwu

Chau earlier this month.

Given the circumstances it is hardly surprising that

LegCo and the envNGOs want more information on the

environmental and social implications of the third runway.

HKAA has known this since last summer’s consultations,

but is yet to agree to conduct the requested studies. It will

establish focus groups to discuss important issues arising

during the EIA study, but the envNGOs are reluctant to

spend further time in consultations if they think their views

are to be treated in the same way.

Recent history shows that developers who do not listen

end up losing out. HKAA’s approach bears close similarities

to KCRC’s refusal to consider alternative alignments in its

EIA for the Lok Ma Chau Spur Line in 1999. That caused

a two-year delay and HK$2 billion in additional costs. The

legal challenge to the Bridge caused a nine-months delay

and extra costs of almost HK$9 billion.

This combination of rising public expectations for

transparency and quality of life, declining air quality and

growing distrust of regulators greatly increases the pressure

on HKAA and the THB, whose “statutory compliance”

response is looking as out of touch as the EIA process they

would like to rely upon.

That legislators of all parties, including Miriam Lau, who

is also a board member of the HKAA, who spoke in

support of the motion requiring the additional studies to be

conducted suggests that the envNGOs have got this one

right and it is HKAA, THB and the EIA process which must

move with the times.

Stop press:

On Friday 8 June the EIA process for the third

runway was halted less than two weeks after it

started when the EPD requested that  Kong Kong

Airport Authority provide more information in relation

to the project profi le.  Once this has happened the

whole process must begin again when HKAA issues

a revised project profi le. At the time of writing neither

EPD nor HKAA had made any statement about

the additional information required, but it is unlikely

to be pure coincidence that several envNGOS

made submissions outlining specifi c concerns over

biodiversity, air quality and aircraft noise just few

days earlier.  A done deal? Not by long chalk.

Britain in Hong Kong 1918

On 10 May 2012 Kellett School, The British

International School in Hong Kong, made a significant

and important mark in its 35 year history. A ceremony

was held at the new greenfi eld site in Kowloon Bay to lay

the Foundation Stone of its new Primary and Secondary

campus. The ceremony was officiated by the Chief

Executive Mr Donald Tsang, Secretary for Education

Mr Michael Suen and British Consul-General Mr Andrew

Seaton. Also presiding and representing the school

were Chairman of the Kellett School Board of Governors

Mr David Kidd and Principal Ms Ann Mc Donald.

The site at the junction of Kwai Cheung Road and

Wang Kwong Road, Kowloon Bay was granted to the

Kellett School Association in August 2009 as part of the

Education Bureau’s Third Allocation exercise to construct

a primary cum secondary school to operate in addition to

its existing Pokfulam primary campus.

The Foundation Stone Laying ceremony represents

significant progression in the development of the new

school and excitement is mounting within the Kellett

community. Ann McDonald says “The significance of

today is shared across our community and the excitement

is palpable. Today brings to fruition the desire to offer

through train education and our Founding Parents’

vision to operate campuses on both sides of Hong Kong

Harbour. I am delighted that we are able to share today

with honoured guests and representative students,

parents, colleagues and friends without whose support

this project would not have been achievable.”

Four years after its conception in 1976, Kellett School

relocated to its present purpose built facility in Pok Fu Lam

and has remained there ever since. As the reputation of

the school grew, so too did its student body and in 2007

the school was granted temporary co-occupation of a

campus in Shau Kei Wan, allowing the school to expand

to include Secondary education.

The Kowloon Bay campus innovative design was conceived

by award winning architect Joel Chan of P&T Architects

Kellett SchoolThe British International School in Hong Kong celebrates the construction of a new primary and secondary campus in Kowloon Bay with a Foundation Stone Laying Ceremony

E d u c a t i o n

and Engineers Ltd and offers state

of the art facilities in order to support

a r igorous academic education

complimented by strong art and sports

programmes. In addition to modern

classrooms the design includes art

and drama studios, a large auditorium,

a six lane indoor swimming pool and

roof top astroturf multisport area

and running track, as well as modern science labs and

an extensive library. Indoor multi-functional sky lit atrium

spaces and outdoor gardens will give the new Primary and

Secondary school a sense of space and privacy, scarcely

found in a bustling city like Hong Kong.

Kellett School continues to follow the National Curriculum

of England, offering a broad range of IGCSE/GCSE I

courses it has recently confi rmed its rigorous UK A Level

programme — the launch of which will coincide with the

opening of Kellett School Kowloon Bay. A broad subject

range has been fi nalised and will

be accompanied by a Global

Citizenship Programme, designed

to give students qualifications,

skills and experiences to enter

leading Universities both in Hong

Kong and across the globe.

Kellett School prides itself on

high academic standards, curriculum breadth and low

student: teacher ratios and promises to maintain its

mission to provide, A love of learning and confidence

for life when it extends across the Harbour. The new

campus forms part of the West Kowloon Development

and is within walking distance of major transport hubs.

The new campus will offer a two-form entry primary

section with just over 300 places and a four form

entry secondary section, offering up to 600 places and

guaranteeing all Kellett Primary students a second1ary

school place.

Kellett School was founded over thirty years ago as

a not-for-profit Association by like-minded parents

who sought a high quality British style international

education, rich in the arts and delivered in a small

school setting.

The growing shortage of secondary places in Hong

Kong prompted the Board to establish Kellett Secondary

Section in 2007 and the students moved to the Shau Kei

Wan transitional campus in 2009. In August 2012, the

school will be offering Year 11 places in addition to Years

7-10.

The School was awarded the Kowloon Bay greenfi eld site

in 2009 by the Hong Kong SAR Government to develop

a four form Secondary Section and additional two form

Primary Section offering approximately 600 secondary and

an additional 300 primary school places.

The secondary students will transfer from their current

site in Shau Kei Wan to the Kowloon Bay Campus in

September 2013 with the eldest cohort commencing

A Level studies. By 2014 Kellett School wil l have

completed its year on year roll out and will be a through

train school.

The development of the Kowloon Bay campus permits

Kellett School Association to;

• Guarantee a secondary school place for all Kellett

School P6 pupils whether they are studying at the Pok

Fu Lam or Kowloon Bay campus.

• Provide a world class Brit ish (English National

Curriculum) education designed to meet the needs of

English speaking families in Hong Kong and support

highly mobile expatriate families moving to and from

Hong Kong throughout the year.

• Provide 20 specialist places for children with moderate

Special Educational Needs (as defi ned by the UK SEN

Code of Practice) offering the opportunity for siblings

to be educated together regardless of academic ability.

• Offer a further internationally recognised secondary

curriculum adding to the curricular breadth and

diversity available in Hong Kong international schools.

Kowloon Bay will be academically non-selective and

will be specifically designed to meet the needs of

native English speaking dependents whose studies will

continue in the UK or internationally.

About Kellett School, the British International School in Hong Kong

Kellet School Contact:

Primary School Secondary School

2 Wah Lok Path, Wah Fu, Pokfulam, Hong Kong 460 Shau Kei Wan Road, Shau kei Wan, Hong Kong

Telephone: 2551 8234 Telephone: 3665 5300

Further more information is available at: http://www.kellettschool.com

Media contact: Antonia Plunkett / Carman Chan, +852 2850 5990 antonia@communiquehk.com / carman@communiquehk.com

Britain in Hong Kong 2120

must prepare themselves and be

equipped with diverse linguistic skills

and keen cultural awareness in order to

succeed in the globalised world.

At YCIS, students become fluent in

at least two languages: English and

Chinese. This bilingualism is achieved

by having two teachers, one Western

and one Chinese, in one classroom in

its Early Childhood Education (ECE) and

Primary Sections. Both teachers are

fully qualifi ed and work as equals.

The biggest benefit for students is an

intuitive respect for another culture. But

besides students, parents also benefit

from having teachers from different

cultures.

The classes are not only bilingual, but

are also bicultural learning environments

where students discover their teachers’

cultures, values and customs. By

having these two role models working

The increasing pace of globalisation has made corporations the world over realise the importance of multiculturalism. Over the past decade or so, this new mindset has greatly affected the general direction of education and, as a result, international education and its new way of teaching have taken centre stage.

YCIS Prepares Students for a Multicultural Future

To prepare children for this wider world,

it is of vital importance to provide them

with both the ability to communicate

with a vast number of people and a

better understanding and acceptance

of different cultural perspectives. At Yew

Chung International School (YCIS), its

Co-Principal and Co-Teaching models

are two of the innovative approaches to

nurturing bilingual and global-minded

future world citizens. This progressive

system provides students with the best

of East and West in terms of language,

customs and values.

Innovative Co-Teaching ModelCo-Teaching is implemented in Early

Chi ldhood Education and Primary

Sections in order to help students

develop this global perspective and

mindset early in life. Walking into a

classroom at YCIS, one is amazed to

observe the young students speaking

English and Chinese interchangeably.

The school strongly believes students

An education feature brought to you by YCIS

Both Co-Teachers are fully qualifi ed and work as equals

Co-Teaching helps develop bilingual and global-minded

future world citizens

well together, students learn about

communication and cultural respect,

which prepares them wel l for the

modern, inclusive world.

Dr. Betty Chan, Director of YCIS,

be l ieves by exposing chi ldren to

multicultural environments from a young

age (as early as six-months old) they

develop a deep and innate acceptance

and appreciation of all cultures and

perspectives. Dr. Chan stresses that

teachers at YCIS must also learn

to accept and value their teaching

partner’s cultural differences to be

effective Co-Teachers.

Cross-cultural AppreciationKam Oi Ping, Chinese Co-Principal of

YCIS Early Childhood Education (ECE),

believes that one key to successful Co-

Teaching is that, “Initially, both teachers

must be able to accept each other’s

culture without bias, judgment or

predetermined notions. They must have

agreement on issues relating to basic

management, best teaching methods,

important stages and expectations.”

“This is not a simple, one-step process;

teachers must be able to communicate

with each other openly, frequently

and with trust. It takes continued

communication and patience but, once

established, Co-Teaching teams offer

enormous benefits to their students

by creating a respectful bilingual and

co-cultural learning environment,”

Kam adds.

Nicola Weir, Western Co-Principal of

YCIS ECE, explains the advantages of

this model: “Co-Teaching helps give our

students cross-cultural appreciation.

They notice that two people from

different cultures and two languages

communicate and teach well together

as a cohesive team.”

As well as this unique perspective,

students also gain exceptional linguistic

skills. Many techniques are used, such

as songs, visuals and activities to help

learners absorb both languages quickly

and effectively.

YCIS has a long and proud history

of embracing innovative thinking in

education going right back to its origins

in Hong Kong, having been founded

in 1932 on the theme of “East meets

West”.

COLOMBO & AROUND – The Wallawwa

Nestled amongst acres of beautifully manicured gardens this antique colonial

manor house is the best boutique hotel to relax in after a fl ight into Sri Lanka.

The food is simply divine and actually a one night stopover is not enough to

sample their Sri Lankan curries or make the most of some pool downtime. Just

20 minutes from the international airport in Kotugoda and the spa therapists

are on hand with their signature massages at ‘Z’, including traditional

ayurvedic treatments. Lightfoot Travel recommends that clients experience

the hustle and bustle of Colombo before heading back home. Delve into

the treasure trove of Paradise Road, stuffed with exotic paraphernalia of ornaments and

furniture for the home, followed by sunset drinks on the lawns of the Galle Face hotel to

watch a magical display of fl uttering kites.

CULTURAL TRIANGLE – Jetwing Vil Uyana

Just 4 hours North East of Sri Lankan’s capital City, lies the heart of the cultural

triangle. Amongst a landscape of lakes and paddy fi elds is the eco-heaven Vil Uyana.

Vil Uyana is a short drive away from the historic sites of Dambulla, Anuradhapura and

Polonnaruwa. Our knowledgeable driver Ananda took us up to Sigiriya during the

cool of a misty morning and introduced us to our guide who answered our never-

ending stream of questions about the ancient Sinhala kings who developed this area.

Astounded by the history, the excursion was enhanced once again as we clambered

up from the Lion’s paw to the top of Sigiriya rock and digested the staggering views of

lush vegetation below and in the distance beyond – a scene etched in my memories

– stunning in the sun-streaming dawn. We returned for lunch and a much deserved

sunbathe before hitting the road once more.

aments and

Temples, tea plantations and tempting golden beaches – the charm of the Sri Lankan people adds

to the already intoxicating blend of diversity that this island, located at the Southern tip of India,

encompasses. Considering the complicated history of the Tamil Tigers and the horrendous effects of

the tsunami, it is amazing to witness this country blossom. The people could not be friendlier and with

a stable political system now in place, the country is on the road to recovery, with huge improvements

to infrastructure (the drive from Colombo to Galle is now just 2 hours) and increases in investment –

many in the form of new boutique hotels. Having done a recce over the Test matches in March and

also over Easter, we thought we’d share our pick of the bunch and reveal our favourite hotspots.

Lucy Jackson,

Director of Lightfoot Travel (HK)

L i f e s t y l e

TEA TRAILS & SURROUNDINGS – Ceylon Tea Trails/Kandy House

For utter R&R, the beautiful plantation bungalows of Ceylon Tea Trails in the hill country,

are the ultimate stop for serenity and stunning scenery – a home away from home. The

absolute is a combination of Castlereigh with a walk down to Norwood lodge for a split stay,

experiencing the magical solitude of Ceylon tea land, 4000 metres above sea level, in the

colonial bungalows built for the British tea managers in the days of the Raj. Playing croquet

on the lawns, unwinding with a book in the gardens, visiting a factory for gentle education

in the art of Ceylon tea, or spending an adventure fi lled day biking, trekking and white-

water rafting – there was a tonne to do and I’ll certainly be returning! As an antithesis to

that, the town of Kandy at the epicentre of this region provides something different and Kandy

House deserves a special mention – having drinks here one evening took me back to a quaint

time in history. The Kandy House was once the seat of the King’s Chief Minister, Ratwatte Adigar,

who betrayed his King to the British in the early 19th Century as Ceylon fell into colonial hands in

1815 – his family photos and antique furnishings still adorn this historic foothold.

GALLE & THE SOUTHERN COAST –

Frangipani Tree / Sun House / Amangalla

An infamous Dutch fort, now a tourist hot-spot with old

school colonial charm and a chic boutique vibe – this

is the perfect base from which to explore the Southern

coast of Sri Lanka – pottering around the shops of Galle

stocking up on gems at Laksana, with a spa treatment

at Amangalla, cycling inland at Hiyare rainforest, a trip to

the whale watching area of Mirissa and of course visiting

the local beaches, including the favourite expat ‘hang-out’

of Wijaya. Frangipani Tree is great for tennis enthusiasts

with its own court and beachfront access, whilst the Sun

House is homely comfort personifi ed with a country house

atmosphere just on the fringes of Galle Fort. To be in the

heart of the fort, you would be hard pressed to beat the

exclusive Amangalla, of Aman resort fame – the defi nitive

in service and luxury. Or take a private villa for family and

friends for the ultimate in exclusivity. Makes a change from

another Thailand villa holiday!

AND BEYOND…

Yala National Park – Spot the elusive leopard (if you can!) at the fi rst operation of

mobile camping safaris in Sri Lanka. The country’s abundant wildlife is best seen in

this National Park – elephants, bears and some of the best bird-watching in the world.

Arugam Bay – a mecca for surfi ng enthusiasts. We have a great private villa rental

here on the North East coast of Sri Lanka.

East Coast – The idyllic beach escape of Maalu Maalu Resort & Spa opened last

summer and was the fi rst boutique property in Batticaloa after the dawn of peace

in Sri Lanka. This traditional fishing backwater is a far-cry from the rest of the

landscape and cultural heritage of Sri Lanka – get here fi rst before the crowds!

Our MD, Simon Cameron had the privilege of growing up in this colonial backwater and remembers his childhood there

fondly, whilst instilling the passion of the country to the Lightfoot Travel team. I have to admit that it does not disappoint. It’s

certainly worth getting your fi rst hit of Sri Lanka and exploring the quieter part of the Indian subcontinent with its fl ourishing

fauna and fl ora, plentiful walks, some culture vulture interest and exceptionally wild beaches.

andy

Bespoke travel company Lightfoot Travel (www.lightfoottravel.com) is an

Asia-based bespoke tour operator specialising in tailor-made holidays,

honeymoons, short breaks, boutique accommodation and private villas in

Asia and beyond. For more information please call +852 2815 0068 or email

info@lightfoottravel.com

Britain in Hong Kong 2524

Cacao Sampaka is known among the connoisseurs as one of the best artisan

chocolates in the world. It is a haut chocolat from Spain, the brain child of the famous Albert Adrià,

former El Bulli pastry chef and brother of Ferran Adria. The Adria brothers

created the company in 2000 together with the design icon Pati Nunez and

the famous pastry chef Sergio Gil.

Their idea was to revive the rich culture surrounding cocoa and chocolate,

using new ideas and techniques to make a very special product. They

started producing chocolate and also opened shops (“Cocoa markets”),

chic chocolate oases where you can taste a wide range of chocolate

products, pastries and more. Using the finest cocoa available, a mind-

boggling selection of confectionery is categorised into exotic collections.

The sleek packaging turns the chocolates into true objects of desire.

The fl agship store was opened in Barcelona in 2000, and since then several more shops have opened across Spain,

Japan and the Middle East.

Using only authentic cocoa and no artificial preservatives, Sampaka’s chocolatiers have

created a whole variety of forms and fl avours, all made by artisans in their small factory. They

control the whole process of manufacturing from the selection of the cocoa beans through to

the packaging of the product, which means the highest quality is guaranteed.

Profood is an exclusive importer of the Cacao Sampaka portfolio, including their wide variety

of chocolate bars as exotic as: milk chocolate with bergamot orange, or, for example, dark

chocolate with salt fl ower from Ibiza, in addition to pure chocolates from a single origin. They

also make chocolate bonbon collections with very innovative fl avours such as truffl e, balsamic

vinegar, lavender, cinnamon & mandarin, and many more.

For more details contact on info@profood.com.hk or visit www.profood.com.hk

CACAO SAMPAKA

L i f e s t y l e

Interesting facts about chocolate:

• It takes 400 cocoa beans to make one pound of chocolate.

• Because cocoa trees are so delicate, farmers lose, on average, 30 percent

of their crop each year.

• Theobroma Cacao is the tree that produces cocoa beans: the name

means “food of the gods.”

• Most cocoa – 70 percent – hails from West Africa.

• Cocoa leaves can move 90 degrees, from horizontal to vertical, in order to

get sun and to protect younger leaves.

• Some cocoa trees are more than 200 years old, but most give marketable

cocoa beans for only the fi rst 25 years.

• The price of cocoa can fluctuate daily, dramatically affecting farmers’

incomes.

• Cocoa beans were so valuable to early Mesoamericans that they were

used as currency.

• A farmer must wait four to fi ve years for a cocoa tree to produce its fi rst

beans.

• The melting point of cocoa butter is just below the human body

temperature (98.6 degrees) — which is why it literally melts in your mouth.

• There are 3 different species of cocoa tree: Criollo, Forastero, Trinitario.

Forastero is the stronger type of tree. This species is easy to cultivate and

therefore forms the basic ingredient in most chocolate.

• Chocolate contains serotonin, which is responsible for feelings of well-

being and contentment, as well as curbing anxiety and depression; it

stimulates endorphin production, which gives a feeling of pleasure. It also

contains theobromine, caffeine and other substances which are stimulants

• Dark chocolate has more antioxidants than red wine, green tea,

pomegranate or blueberries. Recent studies suggest that antioxidants in

foods may reduce the risk of many kinds of illness, from heart disease to

cancer.

Britain in Hong Kong 2726

Member DiscountsFood and Beverage and Accommodation

Accor | Members will receive 10% discount on top of the lowest rates that Accor’s Asian

hotels are offering on the day (5% off hotels outside Asia Pacifi c). This applies to over 1600

Sofi tel, Pullman, Novotel, Mercure & All Seasons hotels worldwide. For more information

please contact Regina Yip on 2868 1171 or email regina.yip@accor.com

Alfi e’s | Members of the British Chamber of Commerce can benefi t from a 10% discount at

this chic restaurant in Hong Kong.

Berry Bros. & Rudd | Members can benefi t from a 10% discount on all retail prices as well

as receiving invitations to free tastings and other wine events during promotional period.

Courtyard by Marriott Hong Kong | Members will receive a 10% discount on food only in

MoMo Café. To make a reservation please call 3717 8888.

Dot Cod | All Members of the British Chamber of Commerce of Hong Kong will receive

a 10% discount on the bill. For more information please call 2810 6988 or email

dotcod@hkcc.org

Grand Hyatt Hong Kong | 15% discount on food and beverage at The Grill and 10%

discount on all a la carte treatments and spa merchandises at Plateau Spa. To make a

reservation please contact the Grill on 2584 7722 or the Plateau Spa on 2584 7688

Hyatt Regency Hong Kong, Tsim Sha Tsui | 10% discount at The Chinese Restaurant,

Hugo’s, Cafe and Chin Chin Bar (except during happy hour). To make a reservation please

call 2311 1234

JW Marriott Hotel Hong Kong | Members will receive a 10% discount on the total bill at

Man Ho Chinese Restaurant, JW’s California, Marriott Cafe, The Lounge, Riedel Room @

Q88, and the Fish Bar & Grill. To make a reservation please call 2810 8366.

Le Méridien Cyberport | Members can book a Smart Room at the special rate of

HKD1,600 including a daily eye-opening buffet breakfast (subject to availability). You will

also receive 20% discount at 5 of the hip restaurants and bars that the hotel has to offer.

Furthermore, when you book the 21-day long room package at HKD23,100 you will receive

a ‘Round Trip Limousine Service’. For more details please call 2980 7785.

Hong Kong Skycity Marriott Hotel | Members will receive a 10% discount on the total

bill at Man Ho Chinese Restaurant, SkyCity Bistro, Velocity Bar & Grill, and The Lounge

(Promotion does not apply to alcoholic beverages). To make a reservation please call

3969 1888.

Renaissance Harbour View Hotel | Members will receive a 10% discount on the total

bill at Michelin Star Dynasty Chinese Restaurant, all day dining at Cafe Renaissance, Scala

Italian Restaurant and the Lobby Lounge. To make a reservation please call 2802 8888.

The Mira Hong Kong | Members will be given special room rates, a complimentary

upgrade and fantastic discounted rates on the Spa suite package (subject to

availability). For more information please contact Connie Kwan on 2315 5666 or email

connie.kwan@themirahotel.com

W Hong Kong | Members will receive fantastic offers at Kitchen and Sing Ying. Dine at

either of these restaurants and receive complimentary discount vouchers to use at your

next meal. For more information or to make a reservation please call 3717 2222.

There are many great benefits of being a member of The British Chamber of Commerce. One of those is the

Member Benefits program which is an exclusive package of discounts that range from discounted car rental,

reduced hotel accommodation, airfares and even relocation costs.

Every six months we invite members to prepare a tailor made offer to all the members of the British Chamber. You

can fi nd these benefi ts listed below and for more details please visit our website www.britcham.com

Home

Allied Pickfords Hong Kong | For any Home Search completed by SIRVA

Relocation, members will receive a FREE local move. Please call 2823 2077 or email

homesearch@sirva.com

Bowers & Wilkins | B & W are offering members a 10% discount on all listed price

items in the B&W Showrooms in Tsim Sha Tsui and Central. For more information

please call 3472 9388 or 2869 9916

Colourliving | As a member of the British Chamber of Commerce, you can enjoy a 10%

discount on all normal price merchandise when shopping at colourliving in Wanchai.

Please call 2510 2666 or visit www.colourliving.com

Travel & others

Avis | Members can receive up to 20% discount off standard rates on car rental

bookings. To make a booking please call 28822927 or visit www.avis.com.hk

British Airways | As a member of the British Chamber of Commerce you can enjoy

an exclusive offer from British Airways. To make a booking please visit www.britcham.

com/memberdiscount/british-airways

Carey | As the world’s fi nest chauffeured services company Carey are pleased to offer

Britcham members a 10% discount on the base rate of any service, anywhere in the

world. For more information please call the international reservations team on +800

0123 4578 or email international.support@carey.com

Compass Offices | Compass Offices, a premium serviced office provider, are

offering members a one month free Serviced Offi ce space or three months free with

a Virtual Office Package. For more information please call 3796 7188 or email

hksales@compassoffi ces.com

Flight Centre | Members will receive HKD150 off the fi rst booking made as well as a

complimentary Airport Express ticket per booking. For all holiday and fl ight enquiries

please call Paul Jeffels on 2830 2793 or email paul.jeffels@fl ightcentre.com.hk

Virgin Atlantic Airways | Special offers to London are available exclusively for

members of the British Chamber of Commerce. Please call 2532 6060 for more details

or to make a reservation.

VisitBritain | British Chamber members can enjoy a 5% discount on all purchases from

the VisitBritain online shop. Please call 3515 7815 or visit www.visitbritaindirect.com

for further information.

Terms and Conditions apply. All member discounts are subject to availability. If you are interested in providing a tailored

offer to our members or for more information please contact Emily Ferrary on 2824 1972 or email emily@britcham.com

Britain in Hong Kong 2928

To enter:

• Consider who among your contacts might be interested in joining the Chamber

• Email dovenia@britcham.com with the name and contact details of your suggested company

• If appropriate, contact your suggested company and let them know that the Chamber will be in touch

• The Chamber will follow up with each suggestion directly

• If your referral is successful, the Chamber will contact you with details of how to book your dinner. Your name will also go into

the prize draw which will be drawn in March 2013.

Make a successful referral to the

British Chamber of Commerce

and enjoy a fantastic meal for two!

AND if you happen to refer the most new members to the Chamber, you are in for a real

treat for you and your friends! A complimentary dinner for four at Sakesan, the newest

Robatayakibar, courtesy of Cafe Deco Group.

Sakesan

Sakesan is the newest Robatayakibar in the heart of the bustling Soho area. It offers a range of

exquisite dishes fresh from their robata grill, as well as other Japanese culinary delights, all rendered

with a modern twist. Designed by Fiona Bagaman and Mirei Lim, Sakesan uses different wood

and stone tones with fl ashes of black and gold to create a serene, relaxed and cool space. Funky,

colourful sake barrels wrap the bar

area and frame the individual dining

booths and an illuminated Japanese urban scene gives the bar a warm

glow as well as striking visuals. Signature dishes include homemade

steamed tofu, salmon miso, lobster dumplings and SAKESAN black

cod. There is also a cool bar featuring a top range of sakes, shochus

and awamoris with a superb range of cocktails made with these classic

Japanese ingredients. To compliment this they also offer a selection of

some of the fi nest, most thirst quenching beers to emerge from Japan.

The British Chamber is delighted to announce that the

Member Get Member 2012 campaign is well underway! If

you successfully introduce a company that results in them

becoming a member of the Chamber, you will receive a

fantastic dinner for two courtesy of one of our top member

restaurants in Hong Kong.

Not only that, all referring members will be entered into a

prize draw to win a $2,000 voucher to go towards your holiday

provided by Flight Centre!

MEMBER GETMEMBER 2012

Terms & Conditions

• You must be a member of the British Chamber to be eligible for this offer

• The dining vouchers will only be provided if your referral results in a new member for the Chamber

• This offer is valid for all members whose referral results in a new Corporate, Overseas or Startup member of the Chamber. It

does not apply to Additional members or additional YNetwork members

• The Chamber will allocate the restaurant vouchers. Members will not be able to choose which restaurant they visit and must

adhere to the terms and conditions

The Bostonian, The Langham, Hong Kong

This well-established restaurant has been a Hong Kong favourite

for well over a decade. Located at the lower lobby level of

The Langham, Hong Kong, The Bostonian has an excellent

reputation for its superb steaks, and more recently its fully sustainable seafood menu. Featured

by one of Hong Kong’s infl uential restaurant bibles, “The Hong Kong Best Restaurant Guide”

since 2000 and recommended by The Michelin guide, the Bostonian is a hallmark for impeccable

service and exceptional food. Guests can indulge in a tantalising array of fresh seafood from

around the world at the “Raw Bar”, including home-made smoked salmon, prawns, crabs and

freshly shucked oysters. The enticing menu also includes gourmet favourites such as maine

crab cakes, sautéed foie gras, clam chowder, as well as separate menus for the restaurant’s

specialties – the Boston lobster galore, seafood sharing platters and Bostonian grill.

KITCHEN, W Hong Kong

Kitchen is a modern bistro with a capacity of 200,

reflective of W’s signature stylish and fun design. Upon arrival to KITCHEN, the

mad hatter’s tea party in “Alice in Wonderland” brings guests to a world of fantasy.

Cats play and jump around the stacks of plates, inviting guests to join their games

too. KITCHEN’s modern interpretation of timeless classics and equally innovative

original masterpieces fi ll a menu that’s designed to tantalize and satisfy even the

most discerning gourmands. Guest can indulge in the fun world of kitchen, while relaxing in the pleasant and interactive dining

experience, sampling the delicate cuisine on offer from all over the world.

Lobby Lounge, Conrad Hong Kong

Featu r ing the spectacu la r v iews

of the Hong Kong skyl ine and l ive

entertainment, the Lobby Lounge is the ideal venue for private

meetings or relaxed gatherings with friends. From salad bar to noodle

station, and delectable hot dishes to exquisite desserts, the Southeast

Asian themed supper buffet showcases an impressive range of more

than 50 scrumptious all-time favourites.

So what are you waiting for? Spread the word throughout your network to enjoy

a complimentary meal for two at one of these fantastic member restaurants:

cafe TOO, Island Shangri-La, Hong Kong

The innovative cafe TOO brings casual dining

to a higher level of creativity. Their ten cooking

theatres, each featuring a different culinary style, are

showcases for the best of international cuisine as well as stages for their

chefs' engaging performances.

T

Café Renaissance, Renaissance Harbour View Hotel Hong Kong

Café Renaissance is the perfect place for all day dining. Located on the

Mezzanine fl oor, the 210-seat all-day dining café serves a wide variety

of dishes from all over the world. Café Renaissance serves wholesome

breakfasts, chef crafted lunches and dinner buffets plus à la carte menu daily and brunch

on weekends, in a warm and welcoming atmosphere. In addition to the great array of fresh

seafood delights using the freshest ingredients, guests can also enjoy a tantalizing array of

international favourites and local specialties from live cooking stations.

Britain in Hong Kong 3130

With thanks to our sponsors:

Title Sponsors:

Gold Sponsors:

Silver Sponsors:

Other Sponsors and Supporters:

TH E BRITI SH CHAMBER OF COMMERCE AND

ST ANDARD CHARTERED BANKANNUAL BALL 2012

♥

Friday 8th June 2012Grand Ballroom, The Grand Hyatt

7:30pm - LateDress Code: Themed Fancy Dress – Camelot Chic

Many thanks to the following companies who donated prizes for the Annual Ball 2012

Britain in Hong Kong 3332

Well Connected. Worldwide.TM

“The experience is never easy, but we must say that the effectiveness, efficiency and courtesy of the Crown people in both places made a huge difference!”~USA to Switzerland

Crown service offerings include:International & Domestic ShipmentStorage, AirfreightTransit InsurancePet & Car TransfersImmigration & LegalizationSettling-In

Tel: (852) 2636 8388hongkong@crownrelo.comcrownrelo.com/hongkong

The most important thing to me?Is to have a smooth and worry-freerelocation

“Did we miss anything?”

The Jones Lang LaSalle The Jones Lang LaSalle

5-a-side Corporate 5-a-side Corporate Football Tournament 2012Football Tournament 2012

Wednesday 23rd May saw the return of the annual Ynetwork Corporate 5-aside

football tournament held at the Hong Kong Football Club. This year 14 teams were

involved in a nail biting series of matches, with various levels of ability on show to

keep spectators entertained throughout the evening.

From the night congratulations must go to Barclays who managed to fend off

Prudential Corporation Asia to take home the plate, and in the cup competition it was

Crown Worldwide Group that claimed the honours after a hotly contested fi nal with

the Jardine Ruby Murrays.

After the football, players and supporters enjoyed a well-deserved drink and

dinner buffet put on by the Hong Kong Football Club to celebrate their efforts and

performance.

We would like to extend a huge thank you to all the players and supporters that

attended this year. The British Chamber sincerely appreciates your continued support

of this event which has now become a favorite in the Ynetwork calendar.

Also we would not be able to continue this hugely popular event without the support

of our sponsors Jones Lang LaSalle. So a huge thank you to them for their fantastic

backing of this event over the last 7 years.

Thank you again and we look forward to seeing you next year.

For more information about YNetwork events, please contact Lucy Jenkins on

lucy@britcham.com

E ve n t s

The Jones Lang LaSalle

5-a-side Corporate Football Tournament 2012

Britain in Hong Kong 3534Britain in Hong Kong 35

The ‘Head of the Table' returned for the fi rst time in 2012

in an extraordinary fashion! Conceived with the objective

of providing a forum where young executives can interact

closely and learn from key leaders of business organisations

in Hong Kong, the ‘Head of the Table’ is a signature event

spearheaded by the British Chamber’s YNetwork. On

Thursday, 3 May 2012, ten fortunate YNetwork members

had the privilege of embarking on a junk hosted by Mr.

Jeremy Sheldon (Managing Director for Markets, Asia

Pacific, Jones Lang LaSalle) and his lovely wife, Alex, for

an elating evening of words of wisdom and gastronomic

delight.

Jeremy is incontestably a prominent figure in Hong

Kong’s business community. At Jones Lang LaSalle – the

top international firm specialising in real estate services

and investment management, his areas of responsibility

include business development, strategic consulting,

corporate capital markets and transaction management.

In the Chamber, he is an active member and director of

the General Committee and Chairman of the Real Estate

Committee. He also participates in the Greater China

Committee of the Royal Institution of Chartered Surveyors

(RICS).

Against a backdrop of breath-taking twilight at the Aberdeen

Boat Club, the evening began with lighted-hearted and

friendly conversations before the junk departed for Deep

Water Bay, where a sumptuous dinner was kindly provided.

In the midst of glowing coastal lights and gentle sea

breezes, Jeremy started recounting his past experiences

since he left the UK for Hong Kong in 1990. Upon joining

Jones Lang LaSalle, he performed various roles as he

moved his way up the career ladder to then become

Business Development Director for the company’s

transactions business in Asia Pacific. In 2006, he was

appointed Head of the International Desk in New York, and

was in charge of a start-up for global sales and business

development, until his return to Hong Kong in 2009.

For Jeremy, Hong Kong has always been a dynamic city

with so much diversity that it well deserves to be called a

YNetwork ‘Head of the Table’

Hosted by Mr. Jeremy Sheldon – Managing Director for Markets, Asia Pacifi c, Jones Lang LaSalle Limited, on 3 May 2012

by Michael Chi On Wong,

YNetwork Committee

‘melting pot’. It is not only a centre for global business, but

above all, a place that embodies the seamless fusion of

Eastern and Western cultures – something that he thinks is

unmatched by other cities in the world.

Eager to learn more about Jeremy’s career and life

experience, the young executives raised questions with

avid interest. Ms. Alison Asome, Chair of YNetwork,

asked about Jones Lang LaSalle’s business and

Jeremy’s philosophy of life, whilst others were curious

about Jeremy’s opinion on topics such as Hong Kong

and Asia’s economy, and talent management. Jeremy

gave each question an in-depth and perceptive answer,

illustrating his thoughts with both practical examples

and interesting anecdotes. When it comes to talent

management, for instance, he particularly prized loyalty

as one of the important characteristics in an employee

because it would help companies achieve long-term

winning results in an increasingly volatile business

environment. He also underscored the advantages of

having small but effi cient teams within an organisation’s

structure.

Jeremy did not hesitate to share words of advice with the

young executives. Aside from loyalty, Jeremy highlighted

patience, tenacity and humility as invaluable qualities in the

business world today. He detailed episodes in his career

that were significant to him, where he had to resolutely

endure difficult circumstances and move unwearyingly

forward to pursue growth in both life and business. From

this, the young executives all gained encouraging insights

into how they might prepare for the opportunities and

challenges awaiting them further along their career paths.

The YNetwork is immensely thankful to Jeremy and Alex

for their company, support and hospitality that made the

evening such a memorable occasion. The special event

setting and location enabled an unfettered exchange of

brilliant ideas and heart-to-heart conversations that will

certainly benefi t the young executives in the years to come.

If you would like to know more about YNetwork events,

please email Lucy Jenkins at lucy@britcham.com

E ve n t s

Britain in Hong Kong 3736

For more information, please contact Charles Zimmerman on (852) 2542 2780 or at charles@speedflex.com.hk

SPEEDFLEX (GUANGZHOU) ADVERTISING LIMITED

Speedflex provides the full range of pre-press services in China

through its wholly owned subsidiary in Guangzhou

Guangzhou Subsidiary Office

Rm 1208-9, 12/F Hao Yun Commerical Plaza

376 Xin Gang Zhong Lu, Guangzhou, China

Tel: (020) 2129 9508

Fax: (020) 8956 2197

Hong Kong Office

1st Floor, Hua Qin International Building

340 Queen’s Road Central, Hong Kong

Tel: (852) 2542 2780

Fax: (852) 2542 3733

PerspectiveInterview with Barry Stowe, Chief Executive, Prudential Corporation Asia

What are your plans for Prudential in the region in the coming year?

We have a value-driven strategy, focused on distribution, products and customer engagement. It’s fairly simply articulated both internally and externally. Our plan this year is to continue that focus, and to continue being more effi cient and more productive. That’s what has been driving our growth and will continue to do so going forward.

Which areas of Asia are you most engaged with?

We try to be deeply engaged everywhere we do business, and that’s thirteen different markets across the region. If you look at where we generate the strongest results, that’s Southeast Asia plus Hong Kong. In most of these areas we are the market leader in terms of new business market shares. Southeast Asia is our most profitable and fastest growing region, so we sometimes refer to that area as our ‘sweet spot’. In Asia, we also have a great business in China and a market-leading business in India as well.

In terms of new business sales, Prudential is the largest life insurer in Asia. How did Prudential become so successful here?

Insurance companies don’t have a particular product advantage. We don’t have special technology or anything that can be patented, so any ‘new’ product is easily replicated. Our business is really about people. It’s about building larger and higher quality distribution capabilities than our competitors. It’s about having a strong focus on what customers want and need. Importantly, it’s also about the culture of the organisation – ie. avoiding complacency. Even as we have grown to be a market-leader across the region, we have deliberately preserved the entrepreneurial mentality of small businesses.

We’ve had a foothold in Asia since the early 20th century, but as recently as the late 1990s those business interests were actually very small. There was a step-change in the late 1990s and early 2000s. We really gained scale in Asia around 2003/2004 and it’s rapidly accelerated.

How does the British Chamber of Commerce add value to your business?

The Chamber does a great job and plays an important role in the community here. It’s very important in consolidating the points of view of the British industry here in the market, and articulating that point of view to policy-makers in the government. There’s a networking element that is terrific in terms of commerce and social life. I was at the Captain of Industry luncheon the other day, chatting with some of the

great and good of British industry in the local market place. Those kinds of opportunities are just invaluable. These are efficient and high quality events.

How long have you been living here?

I’m in my fourteenth year in Hong Kong. I came here straight from New York.

And where do you spend most of your time now?

I’m based here in Hong Kong but I spend roughly a week out of every month in London, and then another couple of weeks somewhere else in Asia.

What’s your favourite spot in Hong Kong?

The chair in my living room. I look straight down through Central to the harbour. I can even see our, may I say, majestic harbour-front sign in Tsim Sha Tsui which shines straight in front of where I’m sitting. Hong Kong has a stunning urban landscape – the combination of mountains and water and unique architecture.

What’s the biggest change you’ve noticed since you’ve been here?

The harbour’s getting smaller - there have been a lot of very interesting buildings going up. I arrived in the midst of the Asian financial crisis, and just when we seemed to be out of the doldrums, then SARS came along. We stuck it out here the whole time. Now, when you look at what’s being accomplished in this market and around the region in the face of some signifi cant global macro-economic headwinds. And this city is the crossroads, but it continues to maintain its vibrancy as a fi nancial centre.

What’s something you’ve learned recently that you didn’t know before.

What’s really dawned on me in the last couple of years is the scope of opportunity through CSR activities and community engagement to improve the quality of life around Asia. Over the last three years we have been driving our organisation in a different direction. Rather than just donating money, we’ve started arranging large scale volunteer programmes. We work with NGOs and form volunteer teams with employees from all over the region for example. Most recently they’ve been working in Japan, and before that in Padang, Indonesia after the earthquake there. It can have positive impacts on communities and positive impacts on the culture of the organisation – that much is widely recognised.

Thank you for your continued support

The British Chamber’s Sterling Members

Britain in Hong Kong 3938

NewsNick Sallnow-Smith elected as British Chamber of Commerce Chairman 2012-2013

The British Chamber of Commerce held its Annual General Meeting on Thursday 24th May 2012 at the Hong Kong Club, electing Nick Sallnow-Smith was as the newly appointed Chairman for 2012-2013. In the Chairman’s report, Kevin Taylor looked back on a busy and successful year for the Chamber and thanked the members for their continued support over the past two years of his Chairmanship.

A ballot was held to elect the new members of the General Committee and Chairman. The results are announced below:

Chairman: Nicholas Sallnow-Smith, The Link Management Ltd Vice Chairman: Andrew Weir, KPMGVice Chairman: Mark Greenberg, Jardine Matheson LtdTreasurer: Andrew Weir, KPMGElected Directors: Anne Kerr, Mott MacDonald Hong Kong Ltd Christopher Pratt, John Swire & Sons (HK) Ltd David Dodwell, Strategic Access Ltd David Watt, DTZ  Derek Smyth, Gammon Construction Ltd Duncan Abate, Mayer Brown JSM Geoffrey Riddell, Zurich Financial Services Ltd Jeremy Sheldon, Jones Lang LaSalle Paul Brough, Blue Willow Ltd Robert Gazzi, PricewaterhouseCoopers Timothy Peirson-Smith, Executive Counsel Ltd

Luminous Wins Four Awards at Marketing Magazine’s Agency of the Year 2012Luminous Experiential Marketing Communications announced today that it has won 3+1 Awards (3 for Hong Kong and 1 for Singapore) across various categories at the Marketing Magazine’s Agency of the Year (AOTY) Awards 2012 held in Singapore on 16 May and in Hong Kong on 29 May 2012.

The full service boutique agency won the Silver Event Marketing Agency of the Year “M” cube in Hong Kong and snapped up the top honours as Local Hero. Both Singapore and Hong Kong offices each won a MARKie Awards in the Best Creative Idea for Business Events category in recognition of the outstanding accomplishment for Great Eastern and DHL Express.

The Marketing Agency of the Year Awards is an annual industry event organised by Marketing Magazine, which recognizes the excellence and effectiveness of agencies. “If your agency actually takes home a coveted “M” cube…you’re in an exclusive club in esteemed company.” stated Matt Eaton, Group Editor, Marketing Magazine, who calls the awards ‘the region’s leading barometer of agency performance’.

Flight Centre Opens New Store in Happy Valley

GLOBAL leisure travel specialist Flight Centre is set to open its second Hong Kong store, following strong demand for expatriate travel services at its fl agship Central store. Flight Centre has been in Hong Kong since 2009, with leisure travel consultants operating from a dedicated call centre. Since opening the fi rst bricks and mortar store on Caine Road, Central in March this year, sales have exceeded expectations with a high volume of expatriate travel bookings. This has prompted the company to boost its presence with the opening of a second store located in Happy Valley on May 28.

New name and new identity for Purcell Miller TrittonAs part of their business development Purcell Miller Tritton has changed its name and visual identity. The change follows a perception survey undertaken by both staff and clients to debate the company’s identity after six decades of trading. Wanting to continue the legacy of Purcell, the company’s founder, Donovan Purcell, the company have changed their visual identity to reflect more accurately their business strategy: an evolving business mix of heritage consultancy, conservation, and new contemporary architecture. Encapsulating their brand strategy, in particular their value of being ‘one family in bespoke and progressive ways’, Purcel l is also recognising the aspirat ions of their next generation, the successors of the practice. Visit Purcell’s new website www.purcellhk.com to fi nd out more.

Challenge for media companies in how to implement their digital strategies However television broadcast advertising and newspaper advertising predicted to grow strongly in Hong Kong through to 2016

According to PwC’s annual Global Entertainment and Media Outlook 2012-2016, released today, digital opportunities are now well understood by media companies, advertising agencies and advertisers themselves: the industry is approaching the ‘end of the digital beginning’ as rising comfort levels with digital mean that it is becoming business-as-usual. Although the ‘fog’ experienced in the past few years around strategic options is lifting, there is more to be done: today’s challenge is in the implementation of those digital strategies.

Although the report noted that Hong Kong continues to be greatly infl uenced by its print newspapers, it also recognised the ubiquitous use of digital technology both here and in developed regions across the world. Marcel Fenez, Global Leader, Entertainment & Media, PwC, said: “We’ve reached the point at which talking specifi cally about ‘digital’ increasingly misses the point. As digital becomes the standard, its rising penetration ceases to be a topic for discussion in itself. What matters now is how companies capitalise on it and operate within it.”

The Hive Settles in Hong Kong

Constant Tedder, the former CEO of Jagex who sold his computer games business for over £10m (HK$99m), has now turned his attention to managing a small business – the Hive – in Hong Kong. The 42-year-old has also launched the app startup ExpenseMagic, one of the UK business app success stories last year. Tedder’s Jagex has created the world-renowned online fantasy game Runescape and his ExpenseMagic is an innovative app which makes the trial of fi ling users’ expenses simple and fast.

Now he has set foot in Hong Kong for his new project – the Hive, a stylish boutique serviced offi ce designed in a distinctly British style. Designed by London-based interiors Alexander Waterworth, a designer well known for his ability of making spaces that fl ourish both functionally and aesthetically, The Hive provides a comfortable place to work and an inspiring community to belong to. Tailor-made for creative freelancers, dynamic start-ups and established 1-3 man companies, the Hive is a place for the community of members to work, meet and share ideas.

New MembersYNETWORKColliers International (Hong Kong) LtdJames MurrayNegotiatorTel 9416 5418james.murray@colliers.comSuite 5701, Central Plaza, 18 Harbour Road, Wanchai, Hong KongProperty / Real Estate Services

Mace LimitedChau NguyenRegional Bid Manager, Asia Pacifi cTel 2868 9720chau.nguyen@macegroup.comRoom 1101, 11/F, East Town Building, 41 Lockhart Road, Wanchai, Hong KongConstruction

INDIVIDUALKevin SmithTel 6051 6633kevinsmith@asia.com1301 Bank of America Tower, 12 Harcourt Road, Central, Hong Kong

STARTUPStandout Personnel LimitedSamantha CorneliusManaging DirectorTel 9860 7984sam@standoutinternships.com37G, Seabird Lane, Discovery Bay, Hong KongRecruitment

ZenlinxNicholas Cohen-Addad  CEOTel 3902 3537zenlinx@zenlinx.com1302 Universal Trade Centre, 3-5 Arbuthnot Road, Central, Hong KongBusiness Services

The HiveConstant TedderFounderTel 9356 7883constant@thehive.com.hk19th & 21st Floor, 23 Luard Road, Wanchai, Hong KongBusiness Services

Blue Willow LtdPaul BroughChief ExecutiveTel 2319 1113paulbrough@bluewillowhk.com11/F, Waga Commercial Centre, 99 Wellington Street, Central, Hong KongAccounting

CORPORATEAgile 8 Consulting LimitedKevin MooreChief ExecutiveTel 9177 1342kevin.moore@agile8consulting.comSuite 7B, 7/F, 235 Wing Lok Street, Sheung Wan, Hong KongConsultancy

Equinix HK LtdTodd Handcock  Chief Marketing Offi cer, VP Marketing & Strategy Asia Pacifi cTel 2970 7760thandcock@ap.equinix.comSuite 6504-07, 65/F, Central Plaza, 18 Harbour Road, Wanchai, Hong KongComputer / Technology / IT

Harvey Nash (Hong Kong) Ltd.Nick Marsh  Managing DirectorTel 2251 8393nick.marsh@harveynash.comLevel 19, 2 IFC, Central, Hong KongExecutive Search

Brunswick Group LimitedTim Payne  Managing Partner, Head of AsiaTel 3512 5018tpayne@brunswickgroup.com12/F, Dina House, 11 Duddell Street, Central, Hong KongManagement Consultants

ADDITIONALEquinix HK LtdAlex MurchieSales Operations DirectorTel 2970 7740amurchie@ap.equinix.comSuite 6504-07, 65/F, Central Plaza, 18 Harbour Road, Wanchai, Hong KongComputer / Technology / IT

Equinix HK LtdLorraine Little-BigelowRegional Public Relations Director, Asia Pacifi cTel 2970 7742llittlebigelow@ap.equinix.comSuite 6504-07, 65/F, Central Plaza, 18 Harbour Road, Wanchai, Hong KongComputer / Technology / IT

Harvey Nash (Hong Kong) Ltd.Kirti LadDirectorTel 2251 8392kirti.lad@harveynash.hkLevel 19, 2 IFC, Central, Hong KongExecutive Search

Thomson Reuters Hong Kong LimitedJean-Luc GustaveManaging DirectorTel 2843 6503jean-luc.gustave@thomsonreuters.com10/F, Cityplaza 3, Taikoo Shing, Taikoo, Hong KongFinancial Services

Thomson Reuters Hong Kong LimitedHenry FuDirectorTel 2843 6405henry.fu@thomsonreuters.com10/F, Cityplaza 3, Taikoo Shing, Taikoo, Hong KongFinancial Services

BarclaysGarth HughesDirector, Multinational CorporatesTel 2903 2418garth.hughes@barcap.com41/F, Cheung Kong Center, 2 Queen’s Road Central, Hong KongBanking

PRC/MACAUCentre Testing InternationalRachel XieKA ManagerTel 867 55 3368 1441rachel@cti-cert.comBuilding C, Hongwei Industrial Zone, Baoan, 70 District, Shenzhen, ChinaConsultancy

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Upcoming EventsWomen in Business Networking Lunch

Event date: 21/06/2012 - 12:30 - 14:30 Venue: ToTT’s and Roof Terrace, The Excelsior Hong Kong, Causeway Bay

Come and join the Women In Business Networking Lunch, a great chance to network with fellow female chamber members. This month WiB is visiting ToTT’s and Roof Terrace where guests will be treated to a delicious two course lunch. Located at the top of The Excelsior Hong Kong, on the 34th fl oor. Female members and friends are invited to come and meet other chamber members and non-members alike, to promote themselves and their business in a friendly, relaxed environment.

Securitisations, CDOs, Derivatives and the Global Financial Crisis

Event Date: Friday 22 June 2012, 8:00 - 9:15amVenue: Red Room, 2/F, The Hong Kong Club Speaker: Kingsley Ong, Partner, Eversheds

Despite best efforts by world governments, the global financial crisis of 2007 seems far from over. What started out as a US sub-prime mortgage loan crisis in 2007 has culminated in the collapse of Lehman Brothers in 2008 and resulted in massive government bailouts of huge and highly regarded fi nancial institutions. This crisis has erupted and evolved into a sovereign crisis and is now even threatening the future of the European Union. Complex financial instruments called Securitisations, CDOs and Derivatives have been widely blamed for causing this crisis. What are these instruments, and how did they cause a fi nancial crisis on such a massive scale?

Kingsley Ong is a Partner of international law firm Eversheds. Kingsley’s practice focuses on all types of structured fi nancings and derivative products. He was recently distinguished in the US Court as a leading derivatives and structured fi nance lawyer. In addition to setting up complex securitisations and derivative products, Kingsley has extensive experience in defaulted securitisations, insolvency workouts, unwinding complex securitisation structures, and close-out of derivative, repo and securities lending contracts. He has been advising the Liquidators of Lehman Brothers and MF Global on the unwinding of complex fi nancial instruments since their collapse.

Regulatory Trends 2012

Event date: Tue, 26/06/2012 - 08:00 - 09:15 Venue: Red Room, 2/F, The Hong Kong Club Speaker: Jill Wong, Counsel, King & Wood Mallesons

This presentation will look at topical issues and likely risks for Hong Kong’s financial

services industry and listed companies. It will also touch on the ongoing regulatory

reforms, such as sponsor liability for prospectuses, the new Financial Dispute Resolution

Centre and enhanced self-reporting obligations.

Hong Kong’s Anti-money Laundering and Counter-Terrorist Financing Ordinance - Ask not for whom the bell tolls?

Event date: 28/06/2012 - 08:00 - 09:15 Venue: Red Room, 2/F, The Hong Kong Club Speaker: Neville Sarony, QC SC, Head of π Chambers

The AMLO came into effect on April 1st this year. The objective of this presentation, within the constraints of time, is to consider the ramifications of non-compliance, especially the exposure to criminal prosecution and what, if any, systems can be put in place to minimise vulnerability to the sanctions in the armoury of the Securities and Future Commission.

Neville Sarony QC  SC, head of π Chambers. After obtaining an LLB(Hons) at LSE, he was called to the English Bar and practiced in Chambers headed by Marven Everett QC, Wilfrid Fordham QC, Robin Stewart QC and George Carmen QC. He is an Advocate of the Supreme Court of Nepal. In 1985 he was called to the Hong Kong Bar. In 1992 he became Queen’s Counsel and was appointed a Recorder of the Crown Court of England and Wales. He has extensive experience in both Criminal and Civil jurisdictions having conducted litigation at all levels between Magistrates and the Privy Council and Hong Kong Court of Final Appeal. He was a member of the English Criminal Bar Special Committee on Home Office references, The Criminal Bar Association, Old Bailey Bar Mess, Professional Negligence Bar Association and past Chairman of the Hong Kong Bar Personal Injury Committee.

Shaken Not Stirred Networking Drinks

Event date: 28/06/2012 - 18:30 - 20:30 Venue: The Hive, 21st Floor, The Phoenix Building, Wan Chai

Join us for our monthly networking drinks event at The Hive! The Hive is Hong Kong’s

fi rst dedicated workspace for creatives, start-ups and freelancers to mingle and work in a

comfortable and inspiring setting.

Richard Burton is appointed Manager of the Asia Pacifi c Platform

Richard Burton has been appointed Manager for the Asia Pacifi c Platform since the 1st of June 2012. He held the position of Deputy Manager up until he took over from Jean-Claude Speitel who retired at the end of May.

Richard Burton has a degree in mathematics and a MBA from Cass Business School in London. He joined Coface in 1993 after a career in defence engineering, information technology and at the London Stock Exchange. In London and then in Paris, he was in charge of several Coface roll-out projects worldwide in the International Department. He then moved to Hong Kong in 1999 to build up Coface’s activities in China, He developed strong relationships there (the most notable one with the insurer Ping An) and had an important role in making Coface a well known player on the Chinese market.

Richard Burton will be in charge of continuing the international development of the Coface Group in Asia Pacifi c where Coface is number one in Credit Insurance in all of the countries where it is present. 

Ted Hodgkinson to join Swiss Re Corporate Solutions as Head of Asia Pacifi c

Swiss Re Corporate Solutions has announced the appointment of Ted Hodgkinson as Head of Asia Pacifi c, based in Singapore. Mr. Hodgkinson is a highly knowledgeable insurance professional with extensive management experience in Asia Pacifi c. He joins from Aon Asia, where he forged a successful 10-year career and most recently served as Executive Vice President and Chief Broking Officer, with responsibility for various specialty teams as well as for driving growth in key markets.

Mr. Hodgkinson will be responsible for further strengthening Swiss Re Corporate Solutions’ strategic thrust in the emerging and mature markets of the vast Asia Pacific region. He will report to the head of Swiss Re Corporate So lu t ions’ Reg ions & Spec ia l ty, Rudo l f Flunger, and will join the Corporate Solutions Management Team.

New AppointmentsTanner De Witt announces the appointment of two new partners

The promot ion of Edmond Leung and Jonathan Gray increases Hong Kong based law firm Tanner De Witt’s partnership to eleven, further boosting the firm’s capability to serve its growing client base. Edmond Leung advises on mergers, acquisitions, disposals, joint ventures, re-organisations, private equity transactions and debt finance, as well as general corporate and commercial matters. Jonathan Gray, has extensive experience in arbitration, commercial litigation and dispute resolution. Richard Tanner, Head of the Corporate and Commercial Group said, “Both Edmond and Jonathan have the right mix of senior experience and commitment to client care that is at the heart of our firm’s culture. We are proud to welcome them to the partnership.”

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Mandy Queen (CRED Communications), Joanna Bowers (Cheeky Monkey)

Patrick Lam (A & Q Partnership), Haike Jiong (Vance Info)

Holly Millward (Fast Track), Sally Jones (Fast Track), Niko Penttinen (Compass Offices)

Jim Whiffin (Midas), Alex Silcox (Kleio)

Alastair Drew (Vision Brands), Cedric Roll (8 Securities)

Ben Todhunter (The Henley Group), Karan Talwar (KPMG), Stuart Northrop (Sweett (China) Ltd), Rafael Dressler (A&Q Partnership)

Sam Clothier (Standard Life Investments), Jacquie Garrett (Standard Life Investments), David Peng (Standard Life Investments), Taffeny Leung (BT)

Priscilla Wong (Kreab & Gavin Anderson), Rosa Shih (Morgan Capital)

Rachel Morgan (Leo Burnett), Tracey Miller (Morgan Stanley), Jayne McDermott (Robeco)

Dixie Chan, Kit Solabarrieta (Solex International)

Samantha Cornelius (Stand Out Hong Kong), Elise Van Stolk (Santa Fe)

Michael Wong (Oxford University Press), Phoebe Chan (Drug Education Resources Centre), Allie Grant, Stella Tsang (Holman Fenwick Willan)

Jean-Yves Toullec (Hampton, Winter and Glynn), Andrea Demy (AGS Four Winds)

Britain in Hong Kong 4342