Friday, October 21, 2016

Like London, Hong Kong has a vibrant dining scene which, combined with its eating-out culture, makes it an appealing destination for international celebrity chefs. Some of those championing great British cuisine here are Jason Atherton, Gordon Ramsay and Tom Aikens – all with Michelin-starred restaurants – plus protégés of these chefs, such as Nate Green.

Atherton opened his first restaurant in Hong Kong, 22 Ships, four years ago, and has gone on to open Ham & Sherry and Aberdeen Street Social with restaurateur Yenn Wong. It is the latter where his reinterpretation of British cuisine, reinventing traditional dishes with modern techniques, is to be found.

“Great British cuisine has hada massive impact on the world, don’t forget many years ago the French used to send their royal chefs to train how to roast meat properly in our royal courts,” Atherton says. “We have always had amazing home-grown produce, we have some of the best shellfish and fish products on the planet, and one of the best dairy farming industries.

“No other country has suchdepth to draw inspiration from.” His favourite British dish is Lancashire hot pot.

Also pointing towards produce as a definer is Aikens, who is involved in The Pawn, serving modern British cuisine, and The Fat Pig, dedicated to porcine delights, both in conjunction with Classified Group. “I would say that it’s the produce in each region that makes British dishes unique, also we are very lucky to have the ever-changing seasons in the UK that gives us such a variety of produce.”

Aiken says traditional Britishcuisine is a lot about comfort food “probably to compensate for the weather”. Among the iconic dishes, which he says, make it a recognisable cuisine,

are: fish ‘n’ chips, shepherd’s pie, blood pudding, roasts with potatoes and Yorkshire pudding, trifle, Eton mess and sticky toffee pudding.

Gordon Ramsay, together with Dining Concepts, has a presence at London House, inspired by a typical English pub, and Bread Street Kitchen & Bar, featuring dishes from the London counterpart showcasing British favourites reinvented. Both restaurants showcase fish ‘n’ chips, bangers and mash, beefWellington and shepherd’s pie.

Nate Green, a former protégéof Atherton, branched out in June with the opening, in conjunction with Wong, of Rhoda, serving modern comfort food, featuring a menu that changes daily.

“Great British food is aboutdown-to-earth, everyday food, using great produce, and dishes with flavour depth,” Green says. “It’s working-class food. Rhoda’s food is driven by us using whole animals so there is plenty of British influence on the menu, such as faggots, peas and gravy, shepherd’s pie, Lancashire hot pot, and Ginger biscuit trifle.

“Some of my favourite dishesto eat are shepherd’s pie, fish andchips, brawn, Sunday roast, fruit pies, fruit crumble, the list could go on forever.”

Meanwhile, the second edition of the Best of British Festival will enliven Tamar Park from November 8 to 13.

Celebrating the people, foodand brands that put the “great” in Great Britain, the six-day jamboree will feature some of Hong Kong’s favourite eateries, including Mr & Mrs Fox, Mama San, Tango Steakhouse, Bread Street Kitchen & Bar, Bombay Dreams, Popsy Modern Kitchen, The Pawn, and Jamie’s Italian, whose chefs will curate a special menu, topped by a British-Asian fusion signature dish.

Evenings will be spiced up with culinary themes, outdoor cinema screenings, live music, a traditional British pub and family entertainment.

Nate Green says British cuisine is about down-to-earth food.

Vicki Williams

Celebrity chefs put ‘great’ into cuisine

British trade and investment director Jo Hawley says many Chinese firms see Britain as the initial landing point from which they can pursue more trade with Europe. Photo: K.Y. Cheng

don, Nyetimber and the Wiston Estate. “We’ve been serving English wine for some time now, and it’s proved very popular,” says Maurizio Severgnini, group sommelier for the Dining Concepts restaurant conglomerate, whose stable includes Bread Street Kitchen & Bar and London House.

“English wine is less well-known in Hong Kong than some other countries’ produce, so it occupies what you might call an exclusive niche, but we’ve enjoyed very steady sales.”

Other Hong Kong outlets serving English wine include Beef & Liberty, The Globe, and the Helena May, while it also occupies shelf space in the cellars of Victoria Wines, the online retailer.

“A good example is the award-winning Chapel Down, which is produced in Kent where the chalky soil is very similar to the Champagne region in France,” says James Yates, Victoria Wines’ sales director.

“English wine has been gathering momentum over the past five years, and England now has optimal climatic conditions for growing chardonnay, pinot noir and pinot meunier, the

the support of the likes of wine critic Jancis Robinson is English wine, specifically English sparkling wine.

England’s wine styles are divided between red – 10 per cent – still white, which accounts for 24 per cent, while the rest is sparkling, a sector that continues to expand every year. English sparkling wine has been highly praised for its quality, beating Champagne in some competitions, and picking up a total of 130 medals and trophies in last year’s Decanter World Wine Awards.

“Most ... recent plantings arefor sparkling wine production – chardonnay, pinot noir and pinot meunier – account for more than half of the total of varietal plantings,” says Julia Trustram Eve, marketing director for English Wine Producers.

“Around 5 per cent of all English wine is exported around the world, and we expect this figure to increase to a quarter of production by 2020.”

It’s not just in Hong Kong restaurants that English wine is making a name for itself – Marks & Spencer (M&S), which was founded in Yorkshire in 1884,

carries two labels in its Hong Kong outlets. “We stock a sparkling wine and a rosé,” says Carol Liu, marketing assistant at M&S. “The sparkling, Ridgeview Marksman, has complex flavours of red apple, exotic spice and brioche which are underpinned by balanced acidity and a long finish.

“Mike Roberts founded theRidgeview winery in Sussex almost 20 years ago and we were delighted when he agreed to blend this 100 per cent chardonnay wine exclusively for M&S. His careful use of French oak has added breadth and texture to... a truly stunning fizz.”

M&S’s Pinot Noir Rosé is a pale salmon-coloured, off-dry wine with aromas of crushed raspberries and strawberries with a hint of vanilla and a spicy round-off. “Our winemaker Sue Daniels worked with John Worontschak at Denbies Wine Estate to select the best pinot noir parcels to create this elegant rosé,” Liu adds.

“The vineyards were established on the south-facing chalky slopes of the North Downs in Surrey, creating the ideal environment to ripen this classic variety.”

three main grapes used to make Champagne. “People just don’t realise the quality of wines that can now be produced from England. We have conducted blind tastings of both Chapel Down and Champagne. More than often Chapel Down wins.”

Climate change has proved aboon to English wineries, especially those in the north such as Ryedale Vineyard in Yorkshire, which is more than

360 kilometres from London. There are now more than 500 commercial vineyards and 133 wineries spread across the country, which last year produced just over 5 million bottles of wine, down from 2014’s total of 6.3 million, but well ahead of the 4.45 million recorded in 2013.

Hectarage planted across England has doubled in the past eight years, and is set to grow by

50 per cent to 3,000 hectares by 2020, while growers are aiming to bring wine production to 10 million bottles.

The wine industry in Englandis divided into two distinct areas. English wines are classified as those made from grapes grown in Britain, while British wines are blended in England using concentrate made from grapes grown aboard. The type that’s winning awards and garnering

In recent blind tastings of Chapel Down and Champagne, Chapel Down won.

Jamie Oliver, Gordon Ramsay and Tom Aikens have all added a certain dash to Hong Kong’s culinary scene, and now English wine is following in their wake.

Hong Kong’s sommeliers andoenophiles are taking notice of new labels from vineyards in England, such as Corney & Barrow, Biddenden, Hamble-

Hong Kong’s wine lovers are now able to enjoy more English labels.

Ed Peters

Optimal climatic conditions help bring new breed of labels to the table WINE INDUSTRY

global sentiment in the short term, but still a major influence in Britain.

“Hong Kong and [mainland]China markets could still be affected by day-to-day Brexit news, but without a ‘hard exit’ [which we do not expect], markets should take cues mainly from China and US in the coming months.

The sharp moves in the pound would have been factored in by the People’s Bank of China when fixing the RMB against the basket. Provided that the UK does not opt for a hard exit, we think the economic impact for [mainland] China and Hong Kong should be manageable [in the long term].

“Trade exposures of China/HK to the UK, based on final demand, are reasonably small, and any negative impacts from reduced UK demand [due to the economic slowdown] could be offset by more policy support from the domestic market and local central banks.

“Unless the Brexit risk spreads more widely across the eurozone, undermining overall EU growth, we think that [mainland] China and Hong Kong economies should be relatively immune.”

As British PrimeMinisterTheresa Maynavigates Brexit– extractingBritain from the

European Union – the affect on trade and investment has been mixed. Nonetheless, Jo Hawley remains upbeat. “The UK has such strong fundamentals that it’s in a strong position,” says the director for trade and investment, UK Department for International Trade – Hong Kong and Macau.

“We did a survey last year where companies listed were asked why they were investing in the UK. And 7th on the list was because we were in the EU. Ahead of that were the fundamentals about the economy – the strength of the British economy [and] our centrality in terms of time zones for doing international business. It was [also] the low [corporate] tax, low regulator environment and the use of English that [were] spoken of in terms of priorities.

We, as government, are going to be working to get as much trading with the single market as possible, as it suits our companies, but it’s one of many things.

“When we talk to Chinese companies here, when they think Europe, they still think of UK. If you are a Chinese company thinking about going overseas, you are trying to think about dealing with a German or French environment, it is a barrier in terms of language, the difference in terms of the systems, because many Chinese companies come to Hong Kong to internationalise and systems are based on UK systems. That means the flow of business between Hong Kong, UK and China via Hong Kong is still strong.”

Hawley says the financial sector is taking a wait-and-see approach. [So far, the] “Chinese companies that we’ve spoken to on financial services, some are taking a wait-and-see approach in terms of the future in the City

of London, trying to understand exactly what’s going to happen,” she says. “There’s been a lot of discussion among big businesses around what is a viable alternative to London and [there are no alternatives] because of the strengths we mentioned. If you look at London, you’ve got financial technology really taking off. Fintech is [showing] the biggest growth in the world.

“You’ve got the technology ofSilicon Valley, you’ve got the policymaking of Washington and you’ve got the financial centre of Wall Street all in one place.”

Hawley argues that while Paris, Dublin or Frankfurt could take a little business away from London, the British capital’s fundamentals are strong, and there is just not a viable alternatives.

“Also for the infrastructure,we talked to a lot of companies who said we’ve looked at moving elsewhere, but actually there’s not the schools, hospitals or

locations that people want to live in.” With sterling crashing to a 31-year low in recent weeks, Hawley sees it as a good opportunity for foreign investment.

“We’ve seen people movingto buy assets in the UK because of devaluation of sterling, people going to London for their luxury handbags, people going shopping as tourists,” she says.

“There is a lot of discussion inHong Kong about where you send your child for schooling or university. Do you send your child to the UK or US, and suddenly, overnight, it’s 10 times cheaper to go to the UK. So people are flooding to go on the application side for the education. There has been quite a lot of investment from Hong Kong into Manchester,” Hawley says, adding that “there are some big regeneration projects in Manchester”.

Aidan Yao, senior emergingAsia economist at AXA Investment Managers, says that Brexit has become less a driver of

As uncertainties over Brexit remain, trade and investment director lauds the fundamentals of country’s economy, writes Tracey Furniss

BRITAIN IS IN A ‘STRONG POSITION’

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S2 Friday, October 21, 2016 SPECIAL REPORT

Consistently ranking among the best in theworld, British schools offer an educational foundation that is unparalleled. For students in Asia seeking the standards and prestige of a British education, Marlborough College brings its internationally enriched English boarding school experience to the region.

Marlborough College’s Southeast Asian branch spans more than 36 hectares on the southern Malaysian development region of Iskandar Malaysia, just across the second causeway of Singapore. It opened in 2012 and is gradually expanding to accommodate around 1,250 students by 2022.

“If we’re going to build a better world,we need to understand fellow citizens of the world,” says Jonathan Leigh, headmaster. “The idea of a second campus was to promote a greater degree of global awareness through a quintessential English experience – on the one hand traditional, and on the other progressive. We believe in promoting educative values that could help make the region more prosperous.”

Founded in 1843 in picturesque Wiltshire, England, Marlborough College has always been at the forefront of educational innovation. The college was

the first in Britain to admit women in 1968 and the first to develop new A-level courses in mathematics and business studies in 1989. Its graduates include notable names in science, art, business, politics and society, including members of the royal family.

Marlborough College produces trulyglobal citizens through a rigorous curriculum, offering courses such as Putonghua, Japanese and Arabic, and educational trips abroad. Its Malaysia campus, the first outside Wiltshire, offers an international baccalaureate that

prepares students for a rapidly globalising world. Guided by the motto, Deus dat incrementum (God gives the increase), the college envisions itself as an internationally inclusive provider of holistic learning.

“A great education must be put to good use, and our aim is to develop individuals with an ingrained sense of responsibility to give back to society,” Leigh says. “Education is about developing a love of learning. It’s about promoting character and, most of all, the perseverance to succeed.”

Marlborough College C1 boarding house, north elevation from court.

MARLBOROUGH COLLEGE BRINGS PRESTIGIOUS BRITISH EDUCATION TO ASIA’S SHORES

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T rade flows between Britain andChina have long been rich androbust – but President Xi Jinping’s continuing one belt,one road initiative is poised to

expand this and open up unprecedented opportunities with China, the second-biggest economy, committing to broadened trade, extension of infrastructure and increasing cultural exchange between the two nations.

Investors from either side of the “road” are set to benefit immensely, with more than US$46 billion worth of trade agreements signed during Xi’s first state visit to Britain last year alone. Even more are projected to come as China eyes massive investments, particularly in the fields of nuclear power and liquefied natural gas.

The initiative is also dubbed the “21stCentury Maritime Silk Route Economic Belt” in reference to the ancient trade routes that linked China – whose precious, lustrous fabric led the journeys through a cross-continental network spanning Europe, Asia, Africa, the Indian subcontinent, Persia and Arabia. It was also recognised as one of the trade routes that helped give rise to the British Empire. Today, one belt, one road is projected to exceed this historical success by boosting trade and investments across 65 countries.

Demonstrating China’s commitmentto opening its borders, it will also potentially boost the presence of Chinese companies worldwide, particularly in Britain, which has been their No 1 European destination for outbound direct investments in recent years. Chinese giants, including Shenzhen-headquartered telecommunications company Huawei, have become increasingly prominent in industries ranging from Britain’s airports to telecommunication systems.

“However, there are material challenges as the changing economic and political landscapes push the unknowns to the fore,” says Suwin Lee, partner, Greater China Business Services (GCBS) at EY.

“For Chinese companies, this means pursuing a global strategy to gain a strong foothold in the international market. For British businesses, it is about positioning themselves well such that they can capitalise on China’s continuing growth and development.”

With a dedicated multilingual GCBSteam in Britain, EY enables clients to navigate new markets – whether they are optimising their investments in Britain or looking to diversify and operate in China – through its assurance, advisory, tax and transaction services teams. It leverages the reach of EY Global, which has more than 700 offices in 150 countries.

“Seizing the opportunities means navigating the challenges that go with them,” Lee says. “And this can only be done with an understanding of the complexities of the markets and the risks involved.”

GCBS reinforces commitment to China market

Covering Britain, Ireland and China, EY’s GCBS offers extensive cross-border investment advice and business solutions in nearly all sectors, ranging from asset management to media and entertainment, and oil and gas. As a part of the EY Global China Overseas Investment Network, GCBS engages 180 Putonghua-speaking professionals in Britain and Ireland, and other multilingual professionals based in 18 offices in China and other parts of Europe to serve local clients.

The GCBS team, in particular, helpssupport investors from China and other parts of Asia who require assistance in identifying opportunities in the market. Over the years, innovation, clean energy, infrastructure and real estate have grown among the most popular industries, which helps clients create a holistic structuring of their assets and investments across borders.

“We take pride in our industry knowledge and understanding,” Lee says. “It is incredibly important for us as a firm to have highly specialised people within the sectors, otherwise it is extremely difficult for a client to successfully invest in a sector and be able to create value in that

segment without that kind of expertise. EY has such an extensive and established network that we are able to reach out to theright resources we need and to bring our team together where we need to – and quickly mobilise people, get the right expertise and the right resource.”

The firm also works with governmentintermediaries in identifying opportunities in the market and in hosting timely events that discuss issues and concerns that may impact investments in China. It likewise collaborates with local and national government units to provide support to businesses based in China, and serves a diverse clientele that ranges from state-owned enterprises to insurance companies, private companies and Chinese private equity funds.

Based on its experience of navigatingthe Chinese market, EY identifies three key drivers for a Britain-based business in considering an investment in China: structure and market entry, risk and people. For structure and market entry, EY works closely with the Britain-based GCBS team on mergers and acquisitions.

It also assists in target search and approach, and helps with growth strategy and exit readiness.

“Because we have a deep understanding of the Greater China market, we are able to advise clients on specific issues that may affect their business, such as the impact of the Shanghai free-trade zone,” Lee says.

To match resource to risk, ensure operational transparency and assess the overall risk environment, EY provides financial and tax due diligence support. Through its global risk tool, it also allows the client to review a particular risk profile and help them with information technology in minimising operational failure risks.

“We can also assist in navigating thecomplexity of the repatriation of surplus cash from China,” Lee says. “As for people, cultural alignment and integration are crucial.”

To safeguard a company’s talent management, EY offers advice on management relocation to China, and helps with local accounting, tax and regulatory advice. The firm likewise works closely with management to maximise growth and minimise costs.

Global presence, unified approach

With cross-border investments, ensuring the integrity of transactions with various third parties – from agents to suppliers, joint venture partners, subcontractors and even customers – becomes highly challenging, yet even more important for businesses.

Beyond performing due diligence forpotential investors, EY strives to empower clients by addressing major challenges that are holding back some companies from achieving their full potential.

“One of the big challenges that Chinese investors have, for instance, is that they are not as well known in the market as their global competitors. They are competing not only among Chinese investors, but European and American funds that have been in this market for a very long time,” Lee says. “There is a challenge around perceived credibility in the market place and I think that is where a firm such as EY – with our credentials, our experience and our brand in the market – can truly help Chinese investors in navigating this dynamic.”

Trends, in terms of sectors, tie back toChina’s current five-year plan. What investors are looking for, according to Lee, is either a form of technology, expertise or business model that they can learn from and bring back to China. The firm

has observed a lot of interest in infrastructure, including high-speed rail, nuclear, oil and gas, health care, education and any type of innovation that often includes green technology, such as waste management.

“Timely, practical, measured and continuous, our advice is drawn from diverse cultural and business perspectives that help enable clients to cross borders not just successfully, but also seamlessly,” Lee says.

Knowing that Chinese businesses looking to invest overseas struggle through myriad difficulties, EY offers services that cover all stages – from planning to integration – of the overseas investment. These include market entry

feasibility study, location study, environment investment analysis, government relations, risk assessments and real estate advisory.

“Real estate, for instance, is a goodentry point because the market is aware, from previous transactions in the London property market, that Chinese investors can execute a deal in this sector. We are now seeing infrastructure, health care and life sciences becoming increasingly popular as alternative entry points for Chinese investors,” Lee says.

Having a global structure and unifiedapproach means EY can react more quickly than its competitors. Through its 28 regions grouped under Europe, the Americas, the Middle East, India and

Africa, Asia-Pacific and Japan, the firm leverages a shared industry-focused knowledge and experience. This enables accurate anticipation of market trends, identification of implications and in-depth insight on pertinent global issues.

“Ultimately, getting bespoke advicewill make the difference in the way investors execute their cross-border strategies in any industry or geography – and we assure our clients that they can rely on EY wherever they are in the world,” Lee says.

“As the most globally integrated professional services organisation, we also take on the responsibility of making more than just profit; we must also drive social and environmental change.”

Suwin Lee, partner, Greater China Business Services

EY PURSUES ONE BELT, ONE ROAD WITH CHINA BUSINESS SERVICES TEAMReports by Cassandra Carothers and Sandra Dos Santos

We take pride in our industry knowledge and understanding. It is ... important for us as a firm to have highly specialised people within the sectors Suwin Lee, partner, Greater China Business Services

In the competitive legal market, law firm Macfarlanes continues to thrive while remaining completely independent. This is in stark contrast with other firms taking the merger path in order to grow or to find new sources of business. The autonomy is integral to the award-winning British lawfirm’s enduring commitment to preserve client relationships while delivering the right advice in the right way.

“We value our relationship with ourclients, and part of our job is to ensure they are using the right law firm to get the proper advice,” says Julian Howard, managing partner. “So if we are not the appropriate firm to deliver that, we work with our clients so they get it from the most suitable organisation.”

The firm has taken the track of immersing itself into its clients’ businessesto arrive at innovative solutions. Time, effort and dedication are earnestly invested to uphold this client-driven approach.

to its size – big enough to serve large, multinational clients, but also small enough to seamlessly communicate with fellow lawyers and advisors within the organisation. This optimal scope reinforces its agile decision-making process.

Consequently, the gains outweigh thechallenges as Macfarlanes advises some of the world’s most successful businesses and leaders in the areas of English law, across corporate and commercial matters, investment management and private affairs. Governed by trust, integrity and respect, Macfarlanes extends its efficient and cost-effective services to clients in China, Singapore and all parts of Southeast Asia.

“We offer our clients something thatwe passionately believe in – we want to be a trusted advisor,” Howard says. “We care about our clients, so we spend time with them to understand what they want to achieve.”

Macfarlanes’ deeply rooted experience, coupled with its international expertise, backs the firm’s leading stance in navigating market complexities.

Macfarlanes attributes this advantage

Julian Howard, managing partner

MACFARLANES FORGES TRUST, RESPECT AND INTEGRITY THROUGH CLIENT IMMERSION

SPECIAL REPORT Friday, October 21, 2016 S3

CJC, someone will always assist them in their needs”

CJC sees opportunities in working with companies from Asia’s ship-building hubs, such as China and South Korea. Particularly in South Korea, CJC sees itself playing a role in funnelling European investments into the country and in helping South Korean firms explore global maritime investments.

CJC Singapore is headed by Ian Shortand Choi Sung Hwan. Short is a litigation specialist and Choi focuses on the non-contentious side of the business

“We’re a boutique firm working in areas where we know we’re experts,” Campbell says.

(From left) Ian Short, director and Choi Sung Hwan, directorWith its top-notch legal services and dynamic maritime landscape, Singapore serves as a strategic springboard that can boost the Asian expansion of shipping law expert Campbell Johnston Clark (CJC).

Bringing world-class shipping law practice to Asian shores, CJC was ranked tier 3 in The Legal 500 Asia-Pacific Awards 2016 barely two years since the law firm opened its Singapore office in 2014.

“We see the Singapore office growingto the same size as the London office within three to four years because it is such an important place in the Far East shipping business.

“Legal services are quite developedand Singapore is becoming the jurisdiction of choice in the Asia-Pacific region,” says partner Jonathan Campbell.

CJC’s commitment to building long-

term relationships with clients through exceptional service motivated the firm to establish its Singapore office.

Through the Singapore office, CJCcan better serve the needs of clients from Hong Kong, mainland China, South Korea, Japan, Singapore and the Philippines in a timely manner.

Established in 2010, CJC offers comprehensive advice across many shipping areas. This includes commercial shipping, marine insurance, private equity, and international trade, to name a few.

“All three of us founding partners work stronger together,” Campbell says. “Similar to a three-legged stool, if one leg is taken away, the stool falls down. With our team, we draw from each other’s strengths so that when a client approaches

CAMPBELL JOHNSTON CLARK BRINGS PERSONALISED SHIPPING LAW EXPERTISE TO ASIA

For almost 170 years, Glenalmond College has been one of the best-known names in British education, delivering first-rate academic results and preparing students as they move into adulthood.

Located on a 121-hectare countryside campus in the heart ofScotland, with its own golf course and away from city distractions, Glenalmond provides an inspirational setting for learning. The school combines a clear focus on academic excellence with participation in a wide range of sports and extracurricular activities. Music, art and drama are also highlights. This wide-ranging education gives students the confidence and self-reliance to forge successful careers.

Many of the world’s top leaders and creative trailblazers, suchas Lord Wilson of Tillyorn, Hong Kong’s 27th governor and penultimate commander-in-chief, went to Glenalmond and testify to the value of the school’s well-rounded approach.

Home to almost 400 boys and girls aged 12 to 18, most of theschool’s pupils are full boarders in its eight boarding houses enjoying a busy programme throughout the week. A thriving academic community, Glenalmond also attracts the best teachers across Britain from pre-eminent institutions such as the University of Oxford and the University of Cambridge. All teaching staff live on campus with their families.

“Pastoral care is the bedrock of good education,” says Elaine Logan, warden and head teacher. “If you don’t start with good pastoral care, the academics won’t follow. Our housemasters and housemistresses are exceptional, and student care is paramount.”

Ensuring cultural diversity, Glenalmond is expanding its Asian links by connecting with alumni in Shanghai, Hong Kong and Singapore, and meeting with agents for exchange set-ups. It hosted a Scottish-Chinese education network conference in October to attract more students from Asia as it develops its international markets.

“Glenalmond is rich in heritage, but our eyes are firmly set onthe future,” Logan says. “I’m interested in making sure that our international students and our British students learn all they can from each other.”

Elaine Logan, warden and head teacher

GLENALMOND COLLEGE INSPIRES LEARNING IN THE CLASSROOM AND BEYOND

technological assets to ensure we have robust and resilient platforms and to increase the speed and efficiency of price dissemination.”

Given the dynamic nature of the financial market, the company is quick to adapt and evolve its services to offer clients the best solutions. Augmenting its comprehensive product portfolio, Tullett Prebon established its alternative investments business to provide hedge fund and private equity liquidity solutions.

“Much of the financial services sectoris undergoing significant change,” Phizackerley says. “This gives us potential for innovation.” For example, the firm has launched a new execution solution for Asian credit instruments through its auction platform and central limit order book. “We see our scope to continue to grow, adding enhanced capabilities in products such as power, gas and emissions, building on the power of our brands and client networks,” Phizackerley says.

Serving clients from more than 50 countries, Tullett Prebon sees Asia becoming increasingly important as the region’s economies and financial sector expand. Believing that local presence is essential in a culturally diverse region such as Asia-Pacific, the firm has offices in Singapore, Hong Kong, Tokyo, Seoul, Bangkok, Jakarta, Manila, Mumbai, Shanghai and Sydney.

“We are one of the world’s leadingOTC brokers,” Phizackerley says. “Our focus is exclusively on execution excellence and getting the right outcome for our clients. Our goal is to be the world’s most trusted source of liquidity in hybrid OTC markets and the best operator in hybrid voice broking.”

clients a variety of transaction methods depending on their preference. Clients can transact through voice brokers who provide market insight, intelligence and knowledge gained from a long history in the sector. Clients can also opt for an electronic platform, whether through a central limit order book, a volume matching session, a request for quote service or via the post-trade bulk risk mitigation service.

Another option is a hybrid service, which provides access to the screen and the broker. This offers clients the best of both worlds: intelligence and context of the situation from the broker, with the speed, transparency and convenience of a screen.

“We see our integrated technology asan important element of our offering to clients, letting them transact with us securely and confidently,” Phizackerley says. “We continue to invest in the

John Phizackerley, chief executive

ACQUISITION OF ICAP ARM TO STRENGTHEN TULLETT PREBON’S ROLE IN SOURCING OTC LIQUIDITY Set to raise the bar in the global financial market, Tullett Prebon and ICAP, two of Britain’s largest interdealer broking powerhouses, are joining forces to provide clients with leading-edge and comprehensive coverage of over-the-counter (OTC) markets, supported by best-in-class risk management and compliance infrastructure.

With the acquisition of ICAP’s globalbroking and information business, Tullett Prebon strengthens its position as the partner of choice of institutions, corporations and governments in the wholesale financial and energy sectors.

“The acquisition will strengthen Tullett Prebon’s central role in sourcing and pricing liquidity across the OTC spectrum and increase our resources to tap the many opportunities to provide our services to a range of participants,” says chief executive John Phizackerley.

The integration of ICAP’s global broking and information business also broadens Tullett Prebon’s already expansive geographical reach, with additional offices in Malaysia and New Zealand.

The firm offers broking services in fixed-income securities and their derivatives, interest-rate derivatives, treasury products, equities and energy and commodities to clients such as commercial and investment banks, corporates and asset managers.

Through its OTC data business, Tullett Prebon also provides independent real-time price information and analytics on the global OTC financial and commodity markets.

Tullett Prebon combines the efficiencyof technology with the valuable insights of its team of brokers. The company offers

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With a history of innovation dating back to the dawn of the industrial revolution, multiawarded company Sheffield Forgemasters International is the successor to the most famous industrial manufacturers in Britain, the epicentre of the technological upheaval. The company today maintains technological superiority as it provides a full range of offerings from high-integrity casting and forging to engineering design, and research and development (R&D) services. Such expertise benefits many sectors worldwide including offshore oil and gas exploration, nuclear and hydropower generation, defence and petrochemical sectors.

“Our focus on technical excellence,R&D and continuous quality improvement allows us to manufacture the world’s largest castings and push the boundaries of advanced forging and casting techniques,” says CEO Graham Honeyman. “Such technological

advantage enables us to create products with the highest integrity in the world.”

Reinvesting about 8 per cent of its annual turnover into R&D, Sheffield Forgemasters pioneers technologies from new steel chemistries to design and

refinement of mechanical processes to ensure the utmost product safety. The company has set up Vulcan SFM, a design company dedicated to the offshore oil industry, and Sheffield Forgemasters RD26, which offers R&D services.

“Such a broad range of knowledgeand experience ensures clients the most efficient way to consistently achieve the best results,” Honeyman says. “Our design solutions have been proven to reduce manufacturing lead times and improve efficiencies.”

This commitment has earned Sheffield Forgemasters the trust of Westinghouse Electric, BAE Systems, Babcock & Wilcox, Severstal, Rolls-Royce, Shell, Oil States International and many others. In Asia, the company has been present for more than 30 years, and has served Chinese companies such as Harbin Electric, Dongfang Electric and BRC.

“We are expanding our Far Easternbusiness over the next five years,” Honeyman says. “We welcome forward-thinking partnerships that will give us the opportunity to share our products and unparalleled heavy engineering expertise.”

Sheffield Forgemasters manufactures the world’s largest castings

SHEFFIELD FORGEMASTERS FOCUSES TOP-NOTCH ENGINEERING EXPERTISE ON FAR EAST

Students from all over the world are travelling to Scottish shores, lured by a modern, specialist university prominent for its computer games education. Abertay University – the first in the world to pioneer a computer games degree in 1997 – is gaining international attention for its courses in computer arts, games and digital media including a specialised cyber security programme called ethical hacking.

Adding to Abertay’s attraction is itslocation at the heart of Dundee – a world gaming hub and home to many top gaming companies and development studios. Over the years, talents from Abertay have produced ground-breaking games such as Lemmings and Grand Theft Auto.

Fostering a contemporary and career-driven curriculum, Abertay has built an excellent reputation for its undergraduate and postgraduate courses in psychology, food and nutrition science, law, and business.

It is also acclaimed for its

environmental science research and flexible educational practices such as the accelerated-degree option introduced this summer. In all its programmes, Abertay instils career-relevant knowledge and skills to its students via workplace simulations carried out with industry partners.

“We’re a cohesive university with aclear sense of mission since our foundation – that is to prepare students for

the world of work and a life of learning,” says Professor Nigel Seaton, principal and vice-chancellor. “Apart from our strong tradition of innovation, our small size is a core strength and key to the open and collegial culture that distinguishes Abertay.”

Abertay has a student population ofabout 4,000, encompassing more than 60 nationalities. Seeing the benefits of intercultural exchange, Abertay seeks to attract more international students particularly from Asia by nurturing its existing partnerships with the Communication University of China and Malaysia’s SEGi University, and starting new relationships with major players such as Chinese media giant Perfect World’s education arm.

In September, Abertay was nominated for the University of the Year award by the highly regarded Times Higher Education Awards 2016. Abertay is the only Scottish university and one of six universities across Britain to be shortlisted.

Professor Nigel Seaton, principal and vice-chancellor

ABERTAY UNIVERSITY AT THE FOREFRONT OF CAREER-FOCUSED COMPUTER GAMES EDUCATION

Many schools in Asia enjoy asterling reputation foroffering exceptionalteaching, but maintaining aschool’s high standards and

meeting parents’ steep expectations can be tough.

Thanks to GL Education, schools canaccess a range of non-examination assessment tools that benchmark, track and analyse a student’s progress, nurturing more well-rounded pupils and uplifting the level of education worldwide.

GL Education is on a rare quest to empower teachers with robust and user-friendly information that aids in better assessing and diagnosing a student’s potential, development and motivation. Unlike other examinations that are

tailored to provide feedback on ability, attainment and attitudes. “Everything we do is designed to flow back into the form of feedback that is used to drive decisions and actions,” says Greg Watson, CEO. “We give teachers information that can help them target their efforts better in a simple and unbiased way.”

The global assessment publisher’sstandardised tests can be adapted to most curriculum requirements across the world. Carefully calibrated and statistically validated, the tests can be delivered to any country from its Britain base through a digital testing platform.

Working mostly with internationalschools in more than 100 countries worldwide, GL Education is approaching governments and education ministries to

roll out its solutions to rural and urban areas. Successful engagements include a project with the Malaysian government and partnerships with schools in Australia and the Middle East. GL Education is also collaborating with the National Institute of Education Sciences (NIES) in China to administer its cognitive ability test in Putonghua to 25,000 students.

The partnership with NIES serves as a springboard to scaling up GL Education’s scope.

“Assessment has value worldwide asa means of generating data to support personalised learning, school improvement and national reform programmes,” Watson says. “It’s an exciting time in education. There are no boundaries any more.”

designed to achieve a final score or used as a basis for acceptance to a particular level, GL Education’s assessments are

Greg Watson, CEO

GL EDUCATION BREAKS DOWN LEARNING BARRIERS THANKS TO ITS ASSESSMENT SOLUTIONS

S4 Friday, October 21, 2016 SPECIAL REPORT

Oil and gas may be the engine driving global industry, but the sector’s supporting infrastructure is an equally crucial cog in the economic machine.

As volatile oil prices boost demand for liquefied natural gas (LNG) in Asia-Pacific, British energy services provider Penspen draws on its collective engineering expertise to develop Southeast Asia’s midstream gas infrastructure amid the high growth potential of floating storage and re-gasification units for LNG.

“Being responsive to customer needs and adapting our model accordingly is a very important aspect of our work and one of the benefits of being an independent business,” says Peter O’Sullivan, CEO.

“With 1,000 staff across the world, wemay be relatively small compared to some of our clients, but we’ve experienced the challenges of working in every major oil and gas region in the world. Our clients really value that global perspective in

tandem with a more personal and objective service.”

With over 10,000 projects completedin more than 100 countries, Penspen provides customised engineering solutions for a wide range of industry players including national and international oil and gas companies.

The company’s engineering, projectmanagement, asset management, asset integrity and training services have been honed over 60 years of working with clients from Ghana to Myanmar.

Penspen is adept in various technicaldisciplines offering clients added value – particularly in the current oil price environment.

Much of the company’s work has

focused on upgrading existing facilities and improving operational efficiencies. This includes the maintenance of offshore pipelines for one of the largest oil terminals run by Pemex in Mexico.

Penspen’s Southeast Asian presencecomprises a core engineering hub in Thailand, where the team works with high-profile clients such as PTT, and an office in Singapore that specialises in floating production storage and offloading – but projects are underway across Asia.

“Our approach is very much aboutdeveloping long-term relationships with our clients so that we can help improve performance across the full life cycle of any asset,” O’Sullivan says.

Peter O’Sullivan, CEO

ASIA’S ENERGY INFRASTRUCTURE STANDS TO GAIN FROM PENSPEN’S TOTAL ENGINEERING SOLUTIONS

Being responsive to customer needs and adapting our model accordingly is a very important aspect of our work and one of the benefits of being an independent business Peter O’Sullivan, CEO

HW Fisher & Company, a leading global accountancy firm that has been providing personalised advisory services to entrepreneurial clients in Hong Kong and Singapore for the past two decades, is extending its focus on mainland China. Ranked as one of Britain’s top 30 chartered accountancy firms, HW Fisher aims to bring to China its tailored financial and strategic business services, which cover the full range of accounting services, including personal tax planning, audit and accounts, payroll and tax structuring.

“We approach each client differentlyand build bespoke solutions that suit them individually,” says Jamie Morrison, private client partner at HW Fisher. “This is how we have managed to build a global reputation for creativity and innovation.”

With a robust global and multi-jurisdictional network, HW Fisher serves as the point of contact for clients moving to Britain. High-net-worth individuals often approach HW Fisher for advice on personal matters such as Tier 1 and Tier 2

“We have been physically present inAsia for over 20 years and have significant links in the community,” Morrison says. “We use our own expertise and work together with banks and government investment offices to be able to address a broad range of client needs.”

To support HW Fisher’s focus on mainland China and Hong Kong and support their existing work in other Asian countries such as Singapore, Malaysia and Thailand, the company draws on the expertise of its highly seasoned professionals.

HW Fisher boasts a talent pool of more than 300, based solely in London and has a team who speak local languages such as Putonghua or Cantonese.

“We are well-geared for mainland China as we have put a significant portion of our resources in pursuing this market,” says managing partner Michael Davis. “We see China as an important part of HW Fisher’s future.”

visas, tax planning and acquiring a property in Britain. Owner-managed companies and small- to medium-sized enterprises often seek advice on navigating the complexities of investment in Britain.

Jamie Morrison, private client partner

HW FISHER & COMPANY OFFERS BESPOKE ADVISORY SERVICES TO ASIAN BUSINESS

Empowering the next generation of entrepreneurs and industry leaders beyond guaranteed employability, Kent Business School (KBS) envisions its graduates making a difference with innovative, sustainable solutions in an increasingly interconnected yet complex world.

“An aspiring hub for transformational learning, KBSfocuses on student experience and research intensity,” says Professor Martin Meyer, school director and professor of business and innovation. “For instance, pursuing sustainability – from identifying more efficient solutions for information flow, transport and logistics to better care of the environment, responsible management and corporate social responsibility – is about research as much as it is about KBS developing responsible leaders for the future.”

As part of the University of Kent, which distinguishesitself as a forward-thinking research institution among the country’s top universities, KBS offers courses from undergraduate to postgraduate levels including an MBA programme accredited by the Association of MBAs.

“Very much a boutique programme, our MBA courses typically consist of around 30 part-time and full-time students with local, international and executive backgrounds,” says Paul Verrion, school business and administration manager. “Such a healthy mix enables our international students to integrate well, while giving executives instant access to a global network of students, managers and future business leaders – and that has led to an exemplary student experience.”

Ranked as one of Britain’s top 20 business schools,KBS attracts students from more than 80 countries. Recognising Asia as a key market, it is looking to intensify collaborations in the region, where it already works with partners such as Hong Kong Baptist University for double masters degree and international executive education programmes.

Progressive initiatives such as these have inspiredone of KBS’ newest projects: Accelerator Space for

Innovation and Responsible Enterprise (ASPIRE). Designed to support students in starting a business or social enterprise, ASPIRE will provide a dedicated space and hands-on assistance from the KBS faculty and successful entrepreneurs.

Following the outcome of the EuropeanUnion referendum, the school is also reinforcing its distinction as a European-oriented, globally connected institution that takes pride in its diverse student body and staff.

“We are still at the heart of Europe, strategically linking Britain’s economic heartland and the rest of the region’s political and cultural centres,” Meyer says. “The country may be facing some uncertainties, but KBS is firm in its strategy in preparing students for doing business in Europe and globally. Our expertise has become relevant more than ever, and we are eager to work closely with stakeholders and more like-minded partners.”

STUDENT EXPERIENCE AND RESEARCH INTENSITY HIGHLIGHT TRANSFORMATIONAL LEARNING AT KBS

Professor Martin Meyer, school director and professor of business and innovation

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P assion, product and people –these three pillars have sustainedBerwin & Berwin through variousbusiness cycles for 130 years.Now managed by a fourth-

generation scion, the company defines success in the competitive suit market through its long-term approach to relationships.

“We maintain open communicationwith clients and partners to assure them that we are dependable,” says Simon Berwin, managing director. “We also do not take shortcuts and use only the best quality materials for our products.”

With an unrivalled distribution network, Berwin & Berwin is among the largest suit makers catering to British and European markets and exporting to countries such as Australia and Canada. The company has a weekly turnout of about 18,000 suits, of which 95 per cent is made from Australian merino wool.

“Unlike synthetic fabrics, authenticwool is a real, living product that fits around your body. It moves, it responds, and you can enjoy wearing it for a long time,” Berwin says.

Consistency in quality and attention todetail have made the tailor the preferred partner for heavy-weight retailers including Moss Bros, Ted Baker, Next, and House of Fraser. Apart from its namesake label, Berwin & Berwin has eponymous collections of men’s suits under brand partners. These include Baumler, for the best in European tailoring; Paul Costelloe, for modern tailoring showcasing luxury

fabrics; and Lambretta, for slim-fitting, fashion-forward suits.

To support its international expansion, the company has been steadily growing its supply bases. It has operations in Hungary, a joint venture with Chinese fabric miller Nanshan Group, and a commercial agreement with Vietnam-based textile business VITC.

Poised to add value to Asian retailers, the company is open to working with more flexible brand partners who value business ties and share the same passion to establish the Berwin & Berwin mark in the region. “We have always put relationships first,” Berwin says. “And that’s the definitive culture of the company.”

Simon Berwin, managing director

BERWIN & BERWIN BRINGS FOUR GENERATIONS OF SUIT MANUFACTURING TO REGIONAL MARKETS Used more than 1 billion times daily, the

Strix brand of thermostatic controls are fitted into more than one in every three electric kettles worldwide for one primary reason: safety.

All controls have two separate safetyfeatures, which automatically switch off the kettle when accidentally switched on without water, at boiling temperature, or whenever the kettle is lifted from the base. Smarter controls can also turn off the kettle at a range of temperatures for speciality teas and coffees.

“We guarantee the safety of our controls,” says CEO Mark Bartlett. “We tirelessly help the brands and retailers that we work with in providing customer satisfaction by consistently delivering quality, reliable products at a competitive cost.” Strix holds more than 140 patented technologies used by client original equipment manufacturers (OEMs) in their products.

The success of the company’s inventions and its commitment to quality and service have earned Strix the trust of more than 400 brands and retailers worldwide as it provides a complete range of services from product design through toproduction support.

“We’re very much a service provideras much as we are a safety control manufacturer,” Bartlett says. “We help OEMs improve production efficiencies and work with brands and retailers to provide a comprehensive suite of value-added services.”

Strix has become a crucial link in theglobal supply chain, helping brands and retailers find the right OEM partners in

China. Aside from having offices in Hong Kong and Europe, the company also has a manufacturing facility in Guangzhou.

“We’re constantly pushing innovationwithin our core competencies, but we’re also open to pursuing adjacent technologies with brands that have an extremely high demand for quality and

safety,” Bartlett says. The company’s latest developments include a small appliance that can prepare an infant formula mixture with the perfect water temperature in only two minutes in line with World Health Organisation guidelines, and a toaster that can toast bread in under one minute.

Mark Bartlett, CEO

STRIX CONTINUES TO INNOVATE AND SHARE TECHNOLOGIES TO ENHANCE SAFETY OF ELECTRIC KETTLES WORLDWIDE

With an unrivalled distribution network, Berwin & Berwin is among the largest suit makers catering to British and European markets and exporting to countries such as Australia and Canada

The success of the company’s inventions and its commitment to quality and service have earned Strix the trust of more than 400 brands and retailers worldwide

SPECIAL REPORT Friday, October 21, 2016 S5

Baillie Gifford opened a sales and marketing office in HongKong to grow its business with professional investors. With US$174 billion in assets under management globally, it has about US$40 billion invested in Asian companies and US$22 billion sourced from clients within the region.

Ten of the 20 largest global pension funds, such as CaliforniaPublic Employees’ Retirement System and South Korea’s National Pension Service, are among its clients. The firm has a longstanding partnership with Mitsubishi UFJ Trust and Banking, extending Baillie Gifford’s reach to more than 1,000 Japanese public and corporate pension funds.

Rather than having pockets of excellence scattered aroundthe world, Baillie Gifford maintains its Edinburgh headquarters as the single location for fundamental analysis and proprietary research. This differentiating feature enables the firm to compare and contrast markets and companies across all geographic areas.

“Thanks to technological advances, the growth of wealth incountries such as China, and increasing cross-border competition, the world is becoming ever more global,” Henderson says. “Our investors meet the management of more than 2,000 companies each year, but having everybody come back under one roof means that we can discuss, share and debate investment ideas in a way that we think is a significant source of value-added for our clients.”

Baillie Gifford’s Edinburgh headquarters is also a mentoringdestination. Clients send staff on secondment periods with the firm to develop their internal investment capabilities. Such partnership has lasted for more than 20 years with Mitsubishi UFJ, which performs distribution functions for the firm in Japan. Recognising the virtuous cycle these partnerships foster, Baillie Gifford expects to build more long-term relationships with Asian investors who share a similar approach.

“Going beyond traditional investor education through suchsecondments allows both parties to learn a great deal from one another,” Telfer says. “We think this is valuable for the long term.”

Andrew Telfer, joint senior partner

Naomi Heaton, CEO

In a rapidly evolving world, maintaining focus on company fundamentals, particularly businesses with real competitive advantages and strong growth prospects, is a proven way of generating long-term investment success. As Asian savers increasingly turn to international markets, adopting such a long-term approach can better sustain fiscal soundness.

“The demographics in Asia are still favourable, therefore investors in these countries have years and years to build up wealth and accumulate reserves for pensions and savings in the future,” says Andrew Telfer, joint senior partner of global investment manager Baillie Gifford. “Their time scale should be decades as opposed to 12 months, which is often the case.”

As an independent investment partnership, Baillie Gifford hasglobal investing experience of more than a century. Knowing that businesses with sustained growth are rare and hardly appreciated by markets, the firm allows the strength of a company’s fundamentals to deliver share price growth by thinking longer term.

“This aligns ourselves with the management of the companies that we invest in and with our investors’ underlying investment horizons,” says David Henderson, client service director and CEO of Baillie Gifford Asia (Hong Kong). “It also means that we have a differentiated view of the world compared with most other market participants, whose behaviour is often far shorter term.”

Instead of focusing on whichever market is “hot”, Baillie Gifford’s partners invest in businesses facing long-term growth, wherever these may occur. The firm expects to hold companies for about five years, though some assets have been continuously held for more than 20 years.

“We think it’s not in our clients’ interest to take a short-termview on our business or on their investments,” Telfer says.

Henderson adds: “If you think about Asia’s outstanding institutions at the public or corporate level, they have been successful by taking a long-term view. There shouldn’t be any difference in the way they invest their pension assets.”

LONG-TERM PERSPECTIVE CRUCIAL TO INVESTMENT RETURNS

As an independent investment partnership, Baillie Gifford has global investing experience of more than a century

Prime Central London (PCL) – made up of the exclusive City of Westminster and Royal Borough of Kensington and Chelsea – is home to some of the world’s most desirable addresses.

Outperforming many asset classesglobally, properties here have seen long-term growth averaging 10 per cent annually over the past five decades.

“PCL attracts investors seeking valuable diversification. They want to buy properties that attract the lucrative international tenant market looking for small, centrally located flats,” says Naomi Heaton, CEO of London Central Portfolio (LCP). “Many investors, however, simply do not know where to go to optimise their returns or are intimidated by the complex process of acquiring a slice of PCL.”

Heaton established LCP in 1990 to help investors easily and profitably navigate the market. It was the first company to recognise PCL as an alternative asset class where strong international demand outweighs the

limited supply of property – driving price growth.

“Most importantly, LCP always represents the buyer – not the developer or seller,” Heaton says. “We are the only company to offer an accountable one-stop service for clients: helping them acquire the best properties, then refurbishing, letting and managing them.”

An authority on Britain’s residentialmarket, Heaton ensures that LCP remains at the forefront of PCL’s rental

sector – now advising on more than US$1 billion of assets.

Apart from acting for individuals, LCP is the only company to have successfully launched property funds investing in PCL’s profitable rental market.

Targeting double-digit returns, these offer more people the chance to get a slice of PCL. More recently, it has pioneered Shariah-compliant residential funds in Britain.

While some parts of the property industry – particularly the “new build” segment and luxury apartments – have suffered following the EU referendum and a series of new residential taxes, LCP is poised for continued growth in PCL’s rental sector.

“Trends are evolving towards smaller units, serviced apartments, extended stay and co-living concepts, and an increasingly international clientele led by Asia,” Heaton says. “We will continue to pioneer new offerings as the demands of our clients and tenants evolve.”

LCP HELPS INVESTORS TO A SLICE OF PRIME CENTRAL LONDON

LCP always represents the buyer – not the developer or seller. We…offer an accountable one-stop service Naomi Heaton, CEO

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T he University of Westminster’spartnership with China goes backto the 1950s. As the first institution in Britain to specialisein modern spoken Putonghua,

the university has educated generations of students about China, and welcomed students and visiting researchers from leading Chinese organisations and institutions.

Beyond the region, Westminster hasbeen shaping the career paths of its students for more than 176 years, and its influence extends across the world through its research, partnerships and initiatives.

“Internationalisation, employabilityand sustainability are the keys to our vision and identity,” says Professor Geoffrey Petts, vice-chancellor and president. “We are no longer talking about a single career for life as most people in this fast-changing world will change jobs and careers several times. Our priority is to produce graduates who have the confidence to adapt to the changing world rather than simply meet the needs of any particular role.”

Reflecting London’s vibrant, dynamiclife and evolving community, Westminster describes itself as a globally engaged university with a proud past. It is known as the original polytechnic institution – the blueprint for what has become the model of collaboration with industry and practice.

The university is also recognised asthe birthplace of cinema in Britain, when the Lumière brothers first demonstrated their Cinématographe machine and presented moving images to a paying audience. The university still has a strong connection to the film industry at all levels. “In June, our alumni were nominated for three Oscars and won two,” Petts says. “It shows how our students benefit from our heritage combined with direct access to

the film industry and interaction with the experts.”

With three campuses in central London and one campus in Harrow, Westminster is home to more than 20,000 students from more than 165 countries, and has similarly diverse staff from more than 80 nations. It also has more than 3,500 students overseas studying under Westminster degree programmes and one of the largest study-abroad programmes in Britain, which attracts more than 1,200 students every year.

“Our global engagement strategy seeks to strengthen and deepen connections with partners across the world,” says Professor Alexandra Hughes, deputy vice-chancellor for global engagement. “Through our partnership networks, we aim to further grow our academic and research portfolios. Our aim is to enrich the experiences of our staff and students to help them operate in an increasingly interconnected, internationalised world.”

The university enjoys cooperative

relationships in more than 20 countries, enabling exchanges with more than 100 institutions. One of its longstanding partnerships is with Communication University of China (CUC), renowned for its excellence in the fields of media and communications. One of China’s Project 211 institutions offering advanced degree programmes, CUC works closely with Westminster in delivering its master’s degree in global media business in Beijing and London.

Westminster also partners with a number of Chinese universities across all five of its faculties, and is looking to develop those links further. The faculty of architecture and the built environment recently visited several universities in China to discuss the potential for collaboration. Arising from this visit, Westminster has forged close links with two universities: College of Architecture and Urban Planning at Tongji University in Shanghai and College of Urban and Environmental Sciences at Peking University in Beijing.

“A partnership becomes genuinelystrategic when it involves more than one faculty at Westminster and a range of activities,” Hughes says. “We are certainly prioritising mainland China and Hong Kong as a key focus of strategic partnership development.”

Westminster is committed to inspiringthe next generation of global citizens through its engagement with contemporary economic, societal and scientific issues. Westminster’s research focuses on real world solutions to critical issues facing the planet today, ranging from low-cost mobile malaria and Ebola testing to a low-carbon society and green economy.

“We exist in a global economy – andthrough our partnerships, we aim to make a sustainable and substantial contribution to that economy,” Petts says.

Professor Geoffrey Petts, vice-chancellor and president

UNIVERSITY OF WESTMINSTER, A PARTNER IN CHINA FOR MORE THAN 60 YEARS

For foreign students, attending an international school has been viewed as a way to improve the chance of securing a top university placement. Hence, British international boarding school CATS ensures its students get all the necessary support to seal a successful university application in Britain. With its average grade results this year reaching a record-breaking 57 per cent A* to A grades, many CATS graduating students have already confirmed their places at prestigious universities in Britain and worldwide.

Perceptive of students’ career aspirations and personal needs, CATS offers an enriching environment with a wealth of activities and clubs that promote camaraderie among boarders from more than 85 countries.

“We celebrate the fact that we are international, andbecause we are international, it shapes the way we do things,” says Dr Craig Wilson, principal of CATS Cambridge. “Our teachers are used to drawing on the varying experiences of pupils and then building that into their lessons.”

International students interested in entering a Britishuniversity can benefit from CATS’ university preparatory programmes such as Oxbridge, key professions preparation in areas such as medicine, law and engineering and the year-long University Foundation Programme.

Students also enjoy prized access to professors fromCambridge University because highly qualified tutors regularly visit CATS campuses in Cambridge, London and Canterbury to engage with students through talks, debates and practice interviews.

Pupils as young as 14 years old can take the school’ssecondary education study plans including academic English courses prior to their sixth form or pre-university

education. Using the Cambridge Advanced English standard, CATS focuses on international students’ general English development to ensure students have a high level of fluency and can successfully follow an academic course at university level.

“We have around 60 different nationalities represented here, and that makes us successful,” Wilson says. “The confluence of different experiences and viewpoints makes the students’ time here very interesting and rewarding.”

Dr Craig Wilson, principal, CATS Cambridge

CATS EDUCATION HONES STUDENTS TO SECURE SUCCESSFUL ENTRY TO TOP BRITISH UNIVERSITIES

London-based Sinclair Pharma is making solid gains in its transformational year as a pure-play aesthetics company after completing divestment of its medicinal dermatology business in December. In the first quarter of the year, revenues rose to £8.9 million (HK$91.7 million) from £7.7 million in the second half of last year. Sinclair’s CEO Chris Spooner attributes the sales growth to robust demand for the company’s highly differentiated portfolio of injectable aesthetics comprising Silhouette, Ellansé, Sculptra and Perfectha.

“We’re competing against companiesthat are much bigger than us, but what we offer is radically better,” Spooner says. “Today, it’s not necessarily about looking 10 or 15 years younger, but looking beautiful and age-appropriate. To truly address facial ageing, Sinclair is moving beyond filling wrinkles and lines. Our skin lifting and collagen stimulation treatments and next-generation dermal fillers work over time to restore facial shape and volume for a more youthful and natural-looking appearance. This is the subtle way of achieving age-appropriate beauty.”

Sinclair’s top-selling product Silhouette Soft has an excellent track record in terms of efficacy, safety and

lasting collagen stimulation, which restores youthful fullness.

In May, the product was launched inthe United States under the name Silhouette InstaLift through exclusive distributor ThermiGen.

The only second-generation collagenstimulator that is commercially available, Sinclair’s Ellansé provides immediate volumisation.

Made from polycaprolactone, this fully resorbable injectable filler is available in four duration formulations, lasting from one to four years. Sinclair also reports healthy sales of Sculptra, its first-generation collagen stimulator made of poly-L-lactic acid, and Perfectha, its latest-generation biphasic hyaluronic acid volumising filler for correcting facial wrinkles and contours.

“In terms of technology and

approach, we are at the forefront of the injectable aesthetics industry, which is showing great prospects,” Spooner says. “Apart from being fast-growing driven by rising disposable incomes and lifestyle aspirations, the sector provides higher margins and is resilient to economic cycles.”

With an established sales and marketing network in Britain, France, Germany, Italy and Spain, Sinclair is focused on strengthening its foothold in emerging markets through key strategic partners such as Clovers Medical Technology for mainland China, Macau, Hong Kong and Taiwan.

The London Stock Exchange-listedcompany aims to boost revenues by 40 per cent this calendar year. It sees the US and, over the medium-term, China as areas of significant potential.

duration with more than 130,000 procedures performed globally as of June.

Made from polylactic acid, SilhouetteSoft is the only non-surgical, minimally invasive treatment that can provide an immediate and natural facelift and long-

Chris Spooner, CEO

SINCLAIR PHARMA REJUVENATES PERFORMANCE WITH A FOCUS ON INJECTABLE AESTHETICS

Sinclair’s top-selling product Silhouette Soft has an excellent track record in terms of efficacy, safety and duration with more than 130,000 procedures performed globally as of June

S6 Friday, October 21, 2016 SPECIAL REPORT

Not too long ago, Britain and China were like a business merger on the brink, wooing each other and anticipating the perfect moment to take the next step into fiscal bliss. Economic relations between the two nations have soared in the past 10 years.

In 2014, Chinese investment in Britain increased to US$8.5 billion, up from just US$510 million in 2011. China, in turn, was Britain’s sixth-largest export market in 2014. Measures to boost bilateral trade coupled with London’s role as a major centre for renminbi business have prompted treasury officials into tagging Britain as China’s “best partner in the West”.

After Brexit, Britain may have to lookfor new economic partners that could lead to a stronger trading relationship with

China. Discovery Reports seeks to cement this relationship by creating avenues for continued business development and cooperation through the UK Country Report. Published in the South China Morning Post – Asia’s most trusted leader in news and business analysis – the report fosters lasting international partnerships and promotes cross-cultural exchanges between Britain and the rest of Asia.

“Our reports increase cooperationand understanding between companies,” says Angela Gaspar, managing partner of Discovery Reports.

“We build relationships with our clients and for our clients. Consequently, we have witnessed the surge of stronger ties and trade cooperation among nations in Europe and Asia.”

Discovery Reports promotes business

engagement and trade by providing a macroeconomic overview of the country in focus.

The UK Country Report helps clientsexpand their global footprint by effectively reaching out to key markets and players within China and Southeast Asia via print and online exposure.

With a global team that consists of leading professionals in research, analysis, correspondence, production and writing, Discovery Reports ushers waves of global business opportunities.

“Trust and honesty are the basic building blocks of good relationships,” Gaspar says.

“We have nurtured successful bondsbetween Britain and China and beyond borders by connecting cultures through excellence and integrity.”

DISCOVERY REPORTS USHERS WAVES OF BUSINESS COOPERATION

Backed by a solid balance sheet, RWS Group has drawn up a clear strategy to expand its global foothold amid a low-growth economic environment.

Ranked as a world-leading provider ofhigh-quality translation, intellectual property (IP) and language support services, the Buckinghamshire-headquartered company sees Asia, particularly China, as a key driver of its future growth.

“More companies of varying sizes inChina are starting to innovate and are choosing not to be limited to manufacturing,” says CEO Reinhard Ottway. “These emerging Chinese innovators are the target group for our international IP support services. We help them protect their IP and compete in the global market.”

With a wholly foreign-owned enterprise and three offices in China, RWS is showing strong progress in broadening its operations in the region. Its expansion efforts are shored up by the release of the Chinese-language interface of its patent database PatBase and a cooperation agreement with the Intellectual Property Publishing House,

which is governed by China’s State Intellectual Property Office.

From a small family-run business founded in the 1950s, RWS has become a truly global company through organic growth and selective acquisitions. It is known today for its first-rate patent translations and support services and for being an innovator with its PatBase and inovia platforms and cutting-edge language technology developments. RWS was catapulted to another market-leading position with its acquisition of Corporate Translations, a company serving the life sciences sector especially at the point of drug development, clinical trials and registration.

Tapping into its comprehensive expertise across multiple industry verticals, RWS works for corporates, including many of the world’s largest patent filers, and patent agent firms. In terms of revenue, RWS benefits mostly from long pharmaceutical applications, which have to be translated into many different languages.

“Our key differentiator is still first andforemost our focus on premium quality and excellent service,” Ottway says.

Reinhard Ottway, CEO

BRITAIN’S RWS GROUP PLAYS AN IMPORTANT ROLE IN PROMOTING THE PROTECTION OF CHINESE INNOVATION

Tapping into its comprehensive expertise across industry verticals, RWS works for corporates, including the world’s largest patent filers, and patent agent firms

From Fortune 500 companies and high-net-worth individuals to small- and medium-sized enterprises, a common bottom line highlights the path towards entrepreneurial success: acquiring the right financial knowledge to grow profitably.

Simmons Gainsford, a top 50 leadingchartered accountancy and consultancy firm from Britain, maps out the bottom line with tailor-made financial advice that helps global clients reach their full wealth potential. As part of its longer-term aspirations for Asia-Pacific expansion, the firm is looking to expand its client base andadd offices in Singapore, Malaysia, Hong Kong and mainland China to reinforce its service commitment to the region’s growing economies.

“We are innovative problem solvers,”says senior member Steven Strauss. “We are consultancy-led rather than compliance-led, and that’s why people come to us for advice. That’s what makes us different. The depth of knowledge we’ve gained over time means we really understand the market very well.”

Whether a client is in need of an audit;personal, corporate or inheritance tax advice; book-keeping and payroll services; a funding strategy to raise capital; or a third-party negotiator to manage a buyout, Simmons Gainsford has the solutions.

Headquartered in London, SimmonsGainsford has since expanded out of Britain and maintains offices in Gibraltar, Poland and Dubai. The firm also assists

clients in structuring their international operations and offers regulatory and taxation guidance to companies investing in Britain.

Most significantly, Simmons Gainsford’s edge lies in its high level of personal service. The firm has maintained its China desk for nearly 20 years – going the extra mile to learn various dialects of Putonghua and Cantonese to effectively communicate and connect with clients.

“At the end of the day, business is allabout personal relationships,” Strauss says. “Every single client is different and deserves our personal attention. There is no such thing as a standard approach.”

Steven Strauss, senior member

ASIA’S BUSINESSES GAIN A STRONG ALLY IN TRUSTED FINANCIAL ADVISER SIMMONS GAINSFORD

Every single client is different and deserves our personal attention. There is no such thing as a standard approach Steven Strauss, senior member

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W ith unrivalled access tointernational investors, theLondon Stock Exchangeremains an attractive growthplatform for Asian

businesses. The London AIM market, which has

less stringent listing requirements than the Main Market, is a popular option for smaller, flourishing Asian companies aiming to raise capital through an initial public offering (IPO) while increasing their international profile.

As part of Crowe Horwath International – the world’s ninth-largest global network of independent audit and advisory services firms and the sixth-largest accounting group in Asia-Pacific – Crowe Clark Whitehill offers audit, tax and advisory services to support clients expanding overseas, and international clients tapping into Britain’s and Europe’s capital markets.

“Our internationally focused team hasextensive expertise in cross-border transactions, particularly in China and Southeast Asia,” says Robin Stevens, corporate finance partner and head of capital markets. “We have staff on the ground working in different time zones to provide clients with a partner-led integrated service on an almost 24-hour basis.”

Crowe Clark Whitehill has five strategic client groups – corporate business; not-for-profit; pension funds; private clients; and professional practices. It has strong business and client connections throughout Asia.

“We provide a timely and considered response and an integrated service by working closely with our teams around the world,” Stevens says.

Crowe Clark Whitehill’s support desks

in China and Asia-Pacific provide assistance to clients trading or investing within the region. “Whether clients undertake IPOs, raise private equity, seek a strategic alliance or become involved in

mergers and acquisitions, we assist them throughout the investor-ready stage and beyond,” Stevens says.

As part of its strategy to attract potential clients from Asia, particularly from the technology, renewables, biotechnology, financial services and education segments, the company conducts capital market seminars within the region, often in conjunction with the London Stock Exchange and occasionally with the Hong Kong Exchanges and Clearing.

Crowe Clark Whitehill eyes increasing engagements with emerging jurisdictions, particularly in Malaysia, Myanmar, Thailand, Vietnam, Indonesia and the Philippines.

Robin Stevens, corporate finance partner and head of capital markets

CROWE CLARK WHITEHILL BRIDGES BUSINESS CULTURES THROUGH CROSS-BORDER EXPERTISE

British visionary John Ruskin was a master at shaping artwork and prose into testimonies promoting cultural and social change. His ability to ignite passion in individuals inspired the establishment of the Cambridge School of Art in 1858. More than a century and a half later, Ruskin’s legacy still burns brightly as Britain’s original art school grew into Anglia Ruskin University (ARU), a global university passionate about making a difference in the world.

ARU has been named one of the top350 institutions in the world and among the top 40 universities in Britain in the Times Higher Education’s World University Rankings.

ARU offers a variety of courses spanning the areas of art, business, computing, education, health care and medical, engineering and manufacturing, social sciences and humanities, life

sciences, law and psychology. The university also offers an extensive list of distance-learning courses, offering students greater flexibility.

With four campuses located in the bustling cities of Cambridge, Chelmsford, London and Peterborough, ARU students get front-row seats to exciting social and business developments to enrich their educational experience.

ARU strives to build innovation hubsaround its campuses to encourage further business-academia partnerships. One such hub is Anglia Ruskin’s Business Innovation Centre for Medical and Advanced Engineering, a cooperative workspace in Chelmsford that provides start-ups with resources necessary for hastening commercial ideas to market.

“Education is not just about teachingstudents, but giving them opportunities to engage with communities and

businesses,” says Professor Iain Martin, vice-chancellor.

ARU’s name also resonates well internationally. Home to students from 177 countries, the university aims to increase its population of international students through the expansion of its already extensive list of international partners.

In Asia, ARU targets Hong Kong andmainland China, particularly second- and third-tier Chinese cities, and countries along the Silk Road route.

“International linkages are increasingly important for any university,” says Jacqueline McCary, director of ARU’s international office. “We are seeking like-minded partners who want to work with us in facilitating knowledge exchange between students through study-abroad programmes, summer schools and progression routes.”

Professor Iain Martin, vice-chancellor, says education is not just about teaching.

COMMUNITY AND BUSINESS ENGAGEMENT SHAPES ANGLIA RUSKIN UNIVERSITY EDUCATION

Company offers audit, tax and advisory services to support clients expanding overseas, and international clients tapping into Britain’s and Europe’s capital markets

SPECIAL REPORT Friday, October 21, 2016 S7

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For a region undergoing rapid urbanisation, yet geographically predisposed to experience sudden earthquakes, seasonal typhoons and other natural calamities, Asia-Pacific is an ideal market for specialty insurers such as Brit. With approximately US$2 billion of annual gross written premiums last year that are customised for global clients in diverse industries – ranging from marine, aviation and construction to property, finance and energy – Brit is fully able to protect the region’s growing industries against risk.

“Our philosophy is ‘seeing the difference makes the difference’, and, to us, that means seeing the difference in our clients’ risks and tailoring our products specifically around their needs,” says Matthew Wilson, Brit group deputy

CEO and Brit Global Specialty CEO. “This has been our key differentiator. It entails absolute precision in everything we do, and doing things right from the start.”

Headquartered in London with offices in Chicago, Bermuda, Gibraltar and major cities in Asia, Brit is a global market leader in underwriting exceptional and complex risks. The company is able to offer a broad class of commercial specialty insurance for clients around the world who benefit from its flexibility, culture of innovation, strong financials and reputation. Brit writes exclusively on the Lloyd’s of London platform and is a subsidiary of Fairfax Financial, a holding company based in Toronto, Canada.

Whether a client is a small enterprise or multinational organisation, Brit’s expertise in

creating bespoke specialty insurance products covers distinct and complex risks for clients across various industries. The company employs an international team of local underwriters from customer markets with niche-specific technical competence, experience and class expertise to create tailor-made insurance products for clients.

From insuring the energy sector’s offshoredrilling and commercial and industrial enterprises against terrorist attacks, to providing risk coverage for aircraft, yachts, jewellers, museums and livestock, the company’s comprehensive scope of expertise is truly second to none.

“It’s all about customer service, with innovation at the heart of what we do,” Wilson says. “We actually set the terms and

conditions for 50 per cent of the business that comes to Brit, so there’s been a fair amount of innovation over the last few years. We try to encourage this culture among all our employees.”

Encouraging creativity at Brit includes initiatives such as originating a facility where employee ideas are given room to grow and evolve. The company even redesigned its broker lounge at Lloyd’s Underwriting Room – a key area within the London insurance market where brokers and underwriters conduct business – to enhance its comfort and utility for brokers.

Brit’s foray into the fields of data augmentation and cyber protection further illustrates its innovative drive. Apart from offering third-party cyber security products, which identify risks in network security, privacy and data

protection, the company offers a new first-party cyber product, for which it has arranged US$200 million in capacity protecting clients against physical damage caused by cyber terrorism.

Committed to delivering cutting-edge bespoke insurance solutions for customers in Asia-Pacific, Brit welcomes new clients and distribution partnerships among insurers, banks and other brokers. The company’s strong local presence in the region spans offices in Shanghai, Beijing, Tokyo and Singapore.

“We try to pick a business niche in a growingeconomy, and leverage on the natural growth within that economy to help the local market,” Wilson says. “We’re open for business in the region and look forward to growing Brit in the Asia-Pacific over the long term.”

Matthew Wilson, Brit group deputy CEO and Brit Global Specialty CEO

BRIT’S CUTTING-EDGE INSURANCE SAFEGUARDS ASIA-PACIFIC BUSINESSES FROM COMPLEX RISKS

Long before women were granted equal access to education that men had, Godolphin School was already breaking the mould not only for women’s role in society, but also in the fields of sciences and arts, among others.

“Young women should learn not just to dance or become proficient in housewifery; they need to cast accounts, play sports and express their opinions – that was how founder Elizabeth Godolphin envisaged the school nearly 300 years ago,” says head Emma Hattersley. “Beyond achieving academic excellence, we believe in developing confident, dynamic individuals ready to face the world’s evolving challenges.”

From nursery to prep, junior, seniorand sixth form, Godolphin offers boarding and day students a tailored approach in nurturing their strengths. This is reflected in the students’ well-rounded achievements – whether it is by surpassing the national average in General Certificate of Secondary

learning environment, especially for international students who comprise 10 to 15 per cent of the population.

Wishing to reach more students overseas, the school is seeking partners with whom it can replicate Godolphin’s success. “It can be in Hong Kong, mainland China, Dubai or anywhere that may be the right fit between the school and potential investors,” Hattersley says. “The key is upholding Godolphin’s values, beliefs and ethos.”

The school welcomes internationalinvestors in its other projects, including its envisioned hub for science, technology and humanities. It also looks forward to expanding exchange programmes to China, South Africa, Nepal and India, and partnering with more institutions for internship programmes.

“We want to empower young womento become bold and brave, step out of their comfort zones and make the most of the opportunities they are presented with – wherever in the world,” Hattersley says.

Education or repeatedly winning national lacrosse championships and national choir competitions.

Godolphin’s idyllic location on MilfordHill, Salisbury in the heart of the south of England provides a particularly conducive

Emma Hattersley, head

GODOLPHIN’S NURTURING EDUCATION SHAPES YOUNG WOMEN INTO BOLD AND BRAVE LEADERS

In the bespoke marine recruitment business, trust, flexibility and knowledge of local networks are keys to success and longevity. Sharpened by experience and trusted by leading international shipping companies, family-owned crew management and recruitment services company Clyde Marine Recruitment (CMR) has nurtured lasting relationships with clients across Europe and Asia for more than three decades.

While the global shipping industry isexperiencing turbulent times, CMR anticipates an eventual awakening in most shipping sectors particularly offshore. The company is therefore focusing on technological innovations to drive the future of recruitment within the marine sector, and possibly looking to use this platform in other industry sectors once established.

“The whole shipping market has changed massively in recent years in terms of seafarer demographic and statutory requirements, creating significant hurdles,” says Ian Livingstone,

A pioneer in using digital seafarer employment agreements, CMR is working with its Singapore partner Connectdott to launch a document management system and mobile application My-Ankaa.com. This system will provide individuals and companies easy access to document portfolios including verification, alert systems and other features designed for seafaring by seafarers.

CMR delivers long- and short-termcrew solutions promptly, and has carved a niche in providing marine specialists to all areas of the industry. Clients include P&O Ferries, DFDS, Northern Marine Group, MMA Offshore, Clyde Blowers Capital, Louis Dreyfus Armateurs and BP Maritime Services.

“Innovation will keep us ahead of competitors,” Livingstone says. “Our goal is to always find the right crew the first time, every time. Clients tend to stick with us for a long time because we’ve established and tailored relevant solutions.”

managing director. “There are many challenges, but when the market improves and that will happen, companies will need qualified people quickly to mobilise stacked vessels, and CMR will be there, ready to provide whatever requirements the industry may have.”

Ian Livingstone, managing director

CLYDE MARINE RECRUITMENT SUPPLIES WORLD-CLASS SEAFARERS AND MARINE EXECUTIVES ACROSS EUROPE AND ASIA

St George’s, University of London is the only university in Britain dedicated to medical and health sciences education, training and research. It is defined by a long history of academic and medical excellence, counting among its alumni some of medicine’s most illustrious figures, including John Hunter, the father of modern surgery, and Edward Jenner, vaccine research pioneer. Today, the university continues to be a leader in the fields of infectious disease, public health and heart disease. It is also revolutionising health care delivery by developing breakthrough technologies, such as a hand-held device for simple and efficient diagnosis of malaria, Ebola, Zika and other viruses.

“Our infection and immunity researchhas global impact and influence,” says Professor Jenny Higham, principal. “We aim to innovate, whether in our work with familiar health problems, or investigating newer world threats such as Ebola.”

The university shares a site with StGeorge’s Hospital, one of Britain’s largest teaching hospitals. The campus environment provides a one-of-a-kind learning experience, allowing students to walk from a clinical teaching room to the hospital ward. They have regular interaction with patients and benefit from the community feel. Meanwhile, many of

their teachers are also clinicians in the hospital, with up-to-the-minute knowledge of their subject.

St George’s has international medicine programmes in which students study for four years at the Tooting campus and spend their final two years at one of the university’s partner sites in the United States. The exposure allows internationally minded students a much more diverse and applicable experience.

The university also provides Britain’sfirst full-immersion clinical simulation suite. Using virtual reality, the centre

enables students to experience realistic emergency scenarios. The centre also includes two life-sized fully fitted rear sections of ambulances, enabling students to gain experience of working in such a confined space and preparing them for their future work as paramedics on the streets of London.

St George’s has its sights set on inspiring transformative progress. “My desire for this university is to introduce a fresh take on medical education and createa new generation of innovative health care professionals,” Higham says.

Professor Jenny Higham, principal

ST GEORGE’S, UNIVERSITY OF LONDON BUILDS ON PRESTIGIOUS HISTORY TO EDUCATE THE HEALTH CARE PROFESSIONALS OF THE FUTURE

W ith its alumni ranked amongthe most highly employablein Britain, the University ofWest London (UWL) isupholding its reputation as

the career university by transforming its Ealing site and launching centres throughout Hong Kong and mainland China. These centres focus on academic and technical studies in which the university has gained niche expertise over the decades.

“Our strategy is modest – we chooseareas where we have strength, and then build small colleges,” says Professor Peter John, vice-chancellor and CEO of UWL. “From our centre in Hong Kong, we will push deeper into China, through to the Far East.” In fact, the London College of Music (LCM), one of UWL’s eight speciality colleges with a long pedigree going back to the 19th century has been actively developing the Hong Kong and China markets. The university is scheduled to officially open its first centre in Hong Kong on October 23 and enrol the first cohort of students on October 31.

UWL has developed its InternationalMusic Foundation Programme delivery in Guangzhou. The university is also in discussion with the prestigious Xinghai Conservatory of Music to offer a variety of

can spend a part of their studies in London, and then spend the remaining years in Hong Kong. Studying in Hong Kong could save students much in terms of transport expenses and rent.

“We are looking to transform and translate what we do in London so that we can apply them in Hong Kong,” John says. “Once we have established links with the local music industry, orchestras and theatres, our Hong Kong students will get the same work-related experience as their counterparts in west London. That is why we tell enrolees from Hong Kong on their first day that we guarantee their employment.”

UWL has been delivering on this promise. Latest records show that about 96 per cent of UWL alumni have been able to find jobs within six months of graduation. These are not ordinary jobs. Starting compensation averages £34,000 (HK$327,378).

Producing some of the best employees across various sectors, UWL prides itself on its flexibility in meeting industry needs and local practices. With an ethnically diverse student population representing 126 different nationalities, the university offers a mix of vocational and higher education courses to prepare students for the job market without

sacrificing formal educational foundation. UWL enjoys hundreds of industrial links, including apprenticeship agreements with companies such as BBC, Sky UK and Sega.

The training programmes run for aslong as one year and develop among apprentices the skills and knowledge that are relevant to the business. The apprenticeships provide the opportunity to obtain qualifications, and allow businesses to develop and grow their own staff. One of the university’s industry collaborations includes the Amazon lab inside UWL campuses. A marketing test bed for start-ups, the facility trains UWL students on cyber security and online marketing.

UWL reinvests more than 10 per centof its income for the improvement of facilities and research. It purchased an Airbus A300 fuselage to let students experience working in an actual A300 cabin. UWL also has its own institute for Alzheimer’s disease and can simulate epidemic outbreaks, thus allowing nursing and medicine students to test their skills in a safe and realistic environment.

“Our students are at the centre of everything that we do,” John says. “This core policy of the university is strongly upheld in every UWL presence in the world.”

creative music and performance-based courses in China.

Coinciding with the launch of the centres, the world-renowned LCM examiners were in Hong Kong and mainland China to assess and rate potential students.

Students at the Hong Kong centre aregiven the flexibility by UWL to plan how they would apportion their required academic term. For instance, the students

Professor Peter John, vice-chancellor and CEO

UNIVERSITY OF WEST LONDON BRINGS JOB-GUARANTEED EDUCATION WITH CENTRES

S8 Friday, October 21, 2016

Accountability and sustainability are two crucial principles that have been sweeping across the globe as consciousness about the adverse environmental effects of industrialisation reaches a new high. Businesses increasingly seek smarter and greener solutions promoting operational efficiency, while simultaneously lowering negative ecological impacts. Gardner Denver answers the call for such solutions with its quality industrial equipment, technologies and services that guarantee high performance with a compact footprint.

Innovation has been at the heart ofGardner Denver’s lifeblood since Robert Gardner founded the company in 1859. Gardner introduced the first effective speed control for steam engines known as the flyball governor, paving the way for the production of other products such as air compressors.

Since then, Gardner Denver has expanded its product portfolio to include loading arms, dry-break coupling and priming valves, among others. Gardner Denver has established itself as the preferred supplier of many industries through the teamwork of its highly skilled, customer-centric workforce that is dedicated to providing quality service.

“Throughout Gardner Denver, we have a good core of experienced and highly skilled workforce that have a high knowledge threshold of our product portfolio. Gardner Denver addresses complex needs with smarter solutions,” says Trevor Perry, sales director for the company’s high pressure solutions business.

The end-to-end turnkey solutions provider serves many industries through its three business segments: energy, industrials and medical groups. The groups work closely with clients to develop solutions that are tailored to address specific requirements.

Through the energy group, GardnerDenver supplies drilling and fracturing pumps and other smart solutions that help companies meet the world’s continuously growing energy demand.

The company’s medical group produces in-vitro diagnostic instruments, laboratory vacuum pumps and liquid pumps that play important roles in laboratory and other health care settings.

The industrials group specialises in aircompression and vacuum products for the aerospace, general manufacturing, pharmaceuticals and many other industries. Brands under this group include Belliss & Morcom, Reavell,

CompAir, Robuschi and Tamrotor Marine Compressors.

With the product portfolio of its industrials group, Gardner Denver offers solutions that reduce energy consumption, improve reliability and uptime, eliminate pollution and boast low life cycle costs. A Gardner Denver product purchase is a step towards a sound investment that offers 99.9 per cent guaranteed availability.

“We have a continuing commitmentto our clients and their business. We protect their investments with confidence,” Perry says.

Among the many sectors it covers,Gardner Denver aims to serve more companies in the food and beverage, power generation, and oil and gas industries, particularly in Asia.

In the food and beverage segment, thecompany offers blower and vacuum applications that can be used in bottle filling, dairy processing and packaging. Top pasta manufacturer Barilla trusts Gardner Denver and uses Robuschi’s oil-free screw compressor in pneumatic transport of powders or any types of granules for milling and pasta production.

As oil and gas players from Asian countries, such as Indonesia and Malaysia, become more active in contributing towards meeting the region’s energy demands, Gardner Denver sees opportunities to collaborate with these companies to help them achieve their goals.

Gardner Denver’s global workforce is7,000-strong. More than half of that number makes up the industrials group. With manufacturing and assembly facilities, sales and field service locations across 30 countries, the industrials group can provide extensive global support to clients, wherever they are in the world.

In Asia, Gardner Denver operates andmanages manufacturing facilities, sales offices and partner distributors across the region, including China, South Korea, Australia, the Philippines and Indonesia. Its dependable and wide-spanning support for clients has earned the trust of multinational and local companies in Asia.

“Gardner Denver believes in providing support in local regions. It is important to understand the cultures to engage the local and multinational customers,” Perry says.

Belliss & Morcom VH range (VH21) oil-free compressor for PET bottle blowing.

GARDNER DENVER ADDRESSES COMPLEX AND GREENER NEEDS WITH SMARTER SOLUTIONS

A great number of British universities are collaboratingwith counterparts in China, but few have been asdetermined as the University of Derby. As a signatory toa memorandum of agreement signed in June byBritain’s Derbyshire county and China’s Anhui

province, the University of Derby has gained remarkable access to a wider range of exchanges relating to education, culture, business, industry and technology. This is all in line with the university’s commitment to provide students with real-world learning opportunities.

“What we have been striving to accomplish as part of our international strategy is new,” says Professor Judith Lamie, pro-vice-chancellor for external affairs. “The University of Derby is at the forefront of bringing together business, industry and education in Britain, and we are keen to explore how we may develop that overseas with key international partners.”

Aside from the agreement with Anhui province, the University of Derby has been busy with other initiatives, including hosting global conferences on cloud computing and big data systems with Tongji University. In September this year, senior representatives from the University of Derby took part in a high-level government delegation to Shanghai, with the primary focus of delivering innovations in business through collaboration with academic institutions.

The activities are not one-sided. In August this year, a delegation of teachers from Xiangdong district went to the University of Derby for a summer programme on the English language and to observe various pedagogies adopted by the university. Meanwhile, overseas online students studying with the University of Derby Online travelled to Derby to personally attend their graduation ceremonies. Some of these students were from Hong Kong.

“It’s an exciting time,” says Lamie, who is also a member ofthe British Chamber in Hong Kong’s education committee. “Through the strong relations we have already established, and looking at what we have coming up in the next few months, one can see the plans starting to come to fruition.”

China is to gain from all these developments as the Universityof Derby has a lot to offer. Based in the heart of England, the institution has more than 30,000 students. Its International Student Centre has been ranked No 1 in Britain for two consecutive years, while The Sunday Times ranks the university among the top 10 in Britain for teaching quality. The university’s students benefit from a range of state-of-the-art facilities. For example, it is constructing a £12-million (HK$118.2 million) STEM building to further enhance its engineering and technology credentials, while forensic students have their own crime scene investigation house where they learn their skills. As a result, 96 per cent of students find a job right after graduation.

The core strength of the University of Derby, however, is itswide exposure to the latest technologies as it has cultivated

extensive links with industries that use complex scientific know-how. The institution collaborates with CERN, the European Organisation for Nuclear Research, on the ALICE experiment, which uncovers breakthrough information relating to the behaviour of matter at the subatomic level. Lockheed Martin (with the University of Derby being part of its technology cluster on cybersecurity), Roche Pharmaceuticals and other global firms also rely on the university’s expertise on advanced computer science and big data processing and analysis.

As part of its continuing development of strong partnershipsin China, the University of Derby will also be taking part in a high-profile, multisectoral delegation that includes business and civic leaders next month. “The development of strong and sustainable partnerships is at the heart of the university’s international strategy,” Lamie says. The University of Derby’s commitment to developing mutually beneficial collaborations is as clear as its commitment to working closely with educational institutions and businesses in China.

Professor Judith Lamie, pro-vice-chancellor for external affairs

UNIVERSITY OF DERBY PURSUES INNOVATIVE LINKAGES IN CHINA TO CONNECT EDUCATION WITH INDUSTRY

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