Issue 18 - SwissCham.org

Transcription

Presidents' Page
John Liebeskind
Chairman of SwissCham China
Christian Gürtler
President of SwissCham SHA
ear Readers, Members & Friends
D
The world ¿nished the Year of the Rat in the midst of the largest
¿nancial and economical turmoil since the Great Depression of 1929
and entered the Year of the Ox with skepticism about how deep and
how long the downturn will eventually last.
More than ever, with its domestic market still growing at a pace
which other countries will envy, and with a large portion of the American debt in its coffers, China will undoubtedly play a very important
role in leading the world recovery and ascertain its presence on the
international scene.
In regard to diplomatic and economic relations between China
and Switzerland, the recently appointed Ambassador of Switzerland
in Beijing, Mr. Blaise Godet, to whom the Chambers renew its deepest wishes for the success of his new role, expresses his thoughts
in this issue. On China-Switzerland relations, the SwissCham Hong
Kong is further delighted to welcome in Hong Kong the ¿rst of¿cial
visit of Federal Councilor Mrs. Doris Leuthard, the Swiss Minister for
Economy, in February 2009.
From the December 2008 SwissCham Business Confidence
Survey, Swiss business leaders have shown a resiliently high con¿dence level in regard to their ventures in China –that is certainly the
case of the CEO of Phonak China, Mr. Urs Eller, who received the
CEO of the Year Award of SwissCham Shanghai and who shared his
thoughts with The Bridge.
On the rule of law, the main topics of this 18th issue, Prof. Harro
von Senger, a distinguished Sinologue, expresses his thoughts on
the current situation. The many competitive advantages of Hong
Kong, which destiny is more and more intertwined with the Mainland,
and the role that Hong Kong offers in structuring Chinese ventures
and contracts, are besides discussed in an article penned by the undersigned.
We hope that you will take pleasure in reading this issue of The
Bridge! And For the Year of the Ox, Gong Xi Fai Cai, Kung Hey Fat
Choy, Happy and Prosperous Chinese New Year to all of you!
Serge G Fafalen
President SwissCham Hong Kong
ጺ֋ጆત
Marc Aeschlimann
President of SwissCham GZ
Serge G. Fafalen
President of SwissCham HK
ᭀⱘ䇏㗙ˈӮਬ੠᳟টӀ˖
ᇞ
៥Ӏਞ߿њ㞾1929ᑈ㒣⌢໻㧻ᴵҹᴹܼ⧗䞥㵡ॅᴎ᳔Ϲ䞡ⱘ哴
ᑈˈ䖯ܹњᇍॅᴎⱘϹ䞡ᗻঞᣕ㓁ᯊ䯈ϡᯢⱘ⠯ᑈǄ
བҞˈЁ೑Ꮦഎձ✊ҹҸ݊ᅗ೑ᆊႝསⱘᖿ㡖༣৥ࠡথሩˈ ࡴ
Ϟ໻䞣㕢೑؎ࠌЎЁ೑ᬓᑰ᠔ᣕ᳝ˈЁ೑ᇚϡᆍ㕂⭥ⱘ೼Ϫ⬠㒣⌢
ḐሔЁᢙӏ乚ᇐⱘ㾦㡆ˈᏺ乚Ϫ⬠㒣⌢ᘶ໡㐕㤷Ǆ
ᮄϞӏⱘ⨲຿偏ढ໻ՓBlaise Godet‫ˈ⫳ܜ‬೼ᴀߞЁ䯤䗄њҪᇍ
থሩЁ⨲ϸ೑ⱘ໪Ѹ݇㋏Ϣ㒣⌢ⱘⳟ⊩Ǆ⨲຿ଚӮ⼱Ҫ೼ᮄⱘᎹ԰
ቫԡϞপᕫ៤ࡳǄ೼Ё⨲݇㋏ᮍ䴶ˈ佭␃⨲຿ଚӮᇍᇚ೼2009ᑈ2᳜
㄀ϔ⃵ᴹ佭␃䆓䯂ⱘ⨲຿㘨䙺䆂ਬ‫ݐ‬㒣⌢䚼䭓Doris Leuthardཇ຿㸼
⼎⛁⚜ⱘ⃶䖢Ǆ
Ң2008ᑈ12᳜ⱘ⨲຿ଚӮⱘଚϮ䇗ᶹ㒧ᵰЁথ⦄ˈ⨲຿݀ৌⱘ
乚ᇐҎᇍ݀ৌ೼Ё೑ⱘথሩ䛑䴲ᐌֵ᳝ᖗǄ՟བዄ࡯Ё೑ⱘ㸠ᬓᘏ
㺕Urs Eller‫ˈ⫳ܜ‬Ҫ㦋ᕫњĀЁ೑⨲຿ଚӮ2009ᑈᑺ᳔Շ佪ᐁᠻ㸠
ᅬāⱘ⿄োˈᑊ೼ǉḹǊ䞠Ϣ໻ᆊߚѿ݊㒣ग़Ǆ
㨫ৡⱘ∝ᄺᆊHarro von Sengerम຿ˈ೼䖭ᴀҹ⊩⊏ЎЏ乬ⱘ
㄀कܿᳳᴖᖫ䞠ˈᇍ⦄Ҟᯊџথ㸼њҪⱘⳟ⊩Ǆ佭␃᳝䆌໮ⱘゲѝ
Ӭ࢓ˈҸᅗⱘੑ䖤᳈ࡴ੠Ё೑ᙃᙃⳌ݇˗ᴀ᭛԰㗙೼ᴀߞ‫঺ⱘݙ‬ϔ
㆛᭛ゴЁгᇍ佭␃೼䆒ゟЁ೑݀ৌϢㅒ䅶ण䆂ᮍ䴶᠔ᡂⓨⱘ䞡㽕㾦
㡆䖯㸠њ䆺㒚䯤䗄Ǆ
Ꮰᳯ䇏㗙୰⃶䖭ϔᳳⱘǉḹǊʽ⼱ᜓ໻ᆊ᳝ϔϾᛝᖿⱘǃЄᬊ
ⱘ⠯ᑈǄᙁ୰থ䋶ʽ
㣗ᆠ啭˄Serge G Fafalen˅
佭␃⨲຿ଚӮЏᐁ
3
Issue 18 2009 | 2009ᑈ㄀18ᳳ
3
Presidents’ Page
3
By Serge G Fafalen
ዐࡔ෌๗ฆࣷĊၑߗዷဝǖ‫޷ݔ‬ୄ
Cover Story: Does China's "Rule By Law"
Ensure its Stability?
‫ހ‬௬ࠤ๚: ᅜ݆ܸዎ
11
7
14
16
20
ጺ֋ጆત
Ruled by Law
Legal Expert Prof. Harro von Senger: “China’s Legal System Needs a
Chinese Understanding”
Economic Update
Will Job Losses Lead to Social Unrest?
Maintaining social stability remains top concern
By Wang Tao, Head of China Economic Research, UBS
Long Tradition of Rule of Law
A Hong Kong perspective on PRC legal issues
By Serge G. Fafalen, President of the Swiss Chamber of Commerce in Hong Kong
ᅜ݆ܸዎ
Harro von Sengerᬭᥜ䅸ЎЁ೑ঞ݊ᬓ⊏
⊩ᕟԧ㋏䳔㽕ϔϾ“Ё೑ᓣⱘ⧚㾷”
15
ঢ়षႎኪ
฿ᄽ๟‫ࣷޏ‬ᆅ݀มࣷ‫ږۯ‬
㓈ᡸ⼒ӮᅝᅮҡЎ佪㽕䯂乬
԰㗙˖⥟⍯ˈ⨲䫊䆕ࠌ(UBS)Ё೑㒣⌢ⷨお䚼Џӏ
18
ᆬ৳‫݆ڦ‬ዎ‫د‬ཥ
Ң佭␃ⱘ㾦ᑺᴹ䗣㾚Ё೑‫ݙ‬ഄ⊩ᕟ䯂乬
23
ٗࠌׂዷᅭጽၠ๨‫ׇ‬ঢ়ष
⾕᳝ࠊ˖Ё೑㒣⌢༛䗍ⱘⳳℷ⑤⊝
԰㗙˖咘Ѯ⫳
From Marx to Market
Private ownership: The real source of China’s economic miracle
By Yasheng Huang, Associate Professor MIT Sloan School
of Management
ฆᄽঢ়षႎ࿕
Business and Economic News
26
CEO-Interview
“Entering the World of Sound”
Bringing good to the people is his key motivation driver,
says Urs Eller of Phonak
29
CEOጆ‫ݡ‬
Đ৊෇ำᅼ‫ڦ‬๘হđ
ዄ࡯Ё೑ᘏ㺕Urs Eller㸼⼎䗴⽣ҎӀᰃҪⱘЏ㽕ࡼ࡯᠔೼
32
Blaise Godet: “Thrilled About New Assignment”
Conversation with the new Swiss Ambassador to China
36
෌๗ටሞࡔྔ
ኍ‫ܔ‬෌๗ࠅ௷‫ڦ‬ᅅଐԍ၃
䗝ᢽϔϾ䗖ᔧⱘए⭫ֱ䰽᠔䴶Јⱘᣥ៬
԰㗙˖Diego M. Rovelli
34
Swiss Abroad Update
Health Insurance for Swiss Nationals
The challenge to select the right cover
By Diego M. Rovelli, Managing Partner, SIFA
40
෌๗ധኤ࠳঴ဆĐ෌๗ฤߵധኤđ
԰㗙˖ᅝ㖑
38
The New Swiss Schengen Visa
Facilitated journeys to Switzerland for PRC citizens
44
ዐࡔฆခ݆ୱኪ๎
હ‫ۯ‬૰໫३
䳔㽕᳈Ҩ㒚ⱘ㾘ߦϢ⌕⿟ㅵ⧚
԰㗙˖Kevin Jones, 催㑻乒䯂, Ϟ⍋⃻ढᕟᏜџࡵ᠔
42
Legal Update
Workforce Reductions
Careful advance planning and process management is required
By Kevin Jones, Senior Consultant, DLA Piper Shanghai
46
Case Study
Sanitary Innovation
HR Strategy of Geberit China
By Dawina Fahrni, Ch-ina
࿔ࣅิऄጆતǖዐࡔ‫ڦ‬࿐ิԍॳ
Life & Culture: Health Care in China
50
Legacy of China
The history of Chinese inventiveness
By Garry McAlpine, Executive Producer of “Legacy of China”
52
Regional News
54
60
68
4
Beijing
Shanghai
Hongkong
ዐࡔ࿔௽‫ڦ‬ᅍׂ
Ё೑থᯢ৆
԰㗙˖Garry McAlpine
ฆࣷႎ࿕
54
60
68
ԛ৙
ฉ࡛
ၑߗ
Thank you to our Advertisers and Sponsors!
༬ ՚ ߌ ႇ Ԩ ਽ ໯ ᆶ ሢ ዺ ฆ
Issue 18 2009
Swiss Air Lines
ZKB
Mercuria
Jura
Opposite Presidents' Page
After Contents Page
Page 10
Dongdao
Page 13
Regus
Page 19
UBS
Page 25
Omtis
Page 28
CIS
Page 31
DLA Piper
Page 33
SIFA
Page 37
DHL
Page 45
Gondrand
Page 49
SDM Dental
Page 53
ዐࡔĐᅜ݆ܸዎđీԍኤഄ࿘ۨ஘Ǜ
“China's Legal System Needs a Chinese Understanding”, says Prof. Harro von Senger
Harro von SengerණྺĐዐࡔ‫݆ڦ‬ୱ༹ဣႴᄲᅃ߲ዐࡔ๕‫ڦ‬૙঴đ
Will Job Losses Lead to Social Unrest? By Wang Tao, UBS Head of China Research
฿ᄽ๟‫ࣷޏ‬ᆅ݀มࣷ‫ږۯ‬Ǜઠጲྦྷ༢..UBSዐࡔঢ়षჺ৯ևዷඪ‫ۅ࠵ڦ‬
Swiss Ambassador Blaise Godet: “Thrilled by New Assignment!”
෌๗ጂࣀ‫ٷ‬๑Blaise Godet;Đྺႎ‫ڦ‬๑ంߌ‫ڟ‬႗‫"ݺ‬đ
“SwissCham CEO of the Year” Urs Eller: “Bringing Good to the People”
Đዐࡔ෌๗ฆࣷ2009౎‫܈‬ፌॅ๯ဝኴႜ࠳đUrs Eller;Đሰ‫ޟ‬ට்đ
Administrator: SwissCham Shanghai
ዷ࠶:!ዐࡔ෌๗ฆࣷĊĊฉ࡛
Publisher: SwissCham Shanghai
‫؜‬Ӳ:!ዐࡔ෌๗ฆࣷĊĊฉ࡛
Circulation and Advertising Contacts:
݀ႜत࠽ߢ૴ஏ‫ت‬ǖ
First Page
Friedrich Reinhardt Verlag
Does China’s “Rule By Law” Ensure its Stability?
Editor in Chief and Managing Editor: Fabian Gull
Џ㓪˖ᮍᖙᅝ
Editors: Batiste Pilet (Beijing) / Benjamin Mueller-Rappard (Hong Kong)
㓪䕥˖ⱑᵒᖋ(࣫Ҁ)
Editorial Committee: Christian Gürtler / Nicolas Musy / Liv Minder / Fabian
Gull / Benjamin Mueller-Rappard / Batiste Pilet
㓪ྨ˖હ⡍Ф / ሐসᢝ·ᨽ㽓 / ᯢᖋБ / ᮍᖙᅝ / ⱑᵒᖋ
Marketing and Communication: Fabian Gull
㸠䫔ӕߦ˖ᮍᖙᅝ
English / Chinese Translations: Speed Technology Shanghai and Jina Sun
Ё㣅᭛㗏䆥˖Ѹ໻џᖙ䖒㗏䆥݀ৌǃᄭ㒻࿰
Proof Reading: Jina Sun
᷵ᇍ˖ᄭ㒻࿰
Printer: Shanghai Sea Bird Printing Co., Ltd.
ॄࠋ˖Ϟ⍋⍋右ॄࡵ᳝䰤݀ৌ
Inside Front Cover
Fracht
Malik Management Zentrum St. Gallen
Inside Back Cover
Back Cover
We thank GO-TRANS(Shanghai)Ltd. and DHL Global
Forwarding for sponsoring the distribution
Shanghai/ฉ࡛:
Address˖Room 1612, No.1388 Shaan Xi North Road, Shanghai
ഄഔ˖Ϟ⍋Ꮦ䰩㽓࣫䏃1388ো䫊ᑻӕϮЁᖗ1612ᅸ
Post Code/䚂㓪˖200060
Tel/⬉䆱˖+86 21 6149 8207; Fax/Ӵⳳ˖+86 21 6149 8132
E-mail˖[email protected]
Beijing/ԛ৙:
Address˖Suite 100, 38 Liangmaqiao Road,
Chaoyang District, Beijing
ഄഔ˖࣫ҀᏖᳱ䰇ऎ҂偀ḹ38ো100ᅸ
Tel/⬉䆱˖+86 10 8531 0015; Fax/Ӵⳳ˖+86 21 6432 3030
Guangzhou/࠽ዝ:
1807, 18/F Center Plaza Tower B, 161 Linhexi Rd,
Tianhe District, Guangzhou
ഄഔ˖ᑓᎲᏖ໽⊇ऎᵫ੠㽓䏃161োЁ⋄೑䰙ᑓഎBᑻ1807ো
Tel/⬉䆱˖+8620 3831 0021; Fax/Ӵⳳ˖+8620 3825 1882
Hong Kong/ၑߗ:
Address˖Suites 6206-07, Central Plaza, 18 Harbour Road, Wanchai, Hong Kong
ഄഔ˖佭␃⑒Ҩ␃⑒䘧18োЁ⦃ᑓഎ6206-07ᅸ
Tel/⬉䆱˖+852 2524 0590; Fax/Ӵⳳ˖+852 2522 6956
៥Ӏᛳ䇶催ゴ䋻䖤Ϟ⍋᳝䰤݀ৌ੠Ё໪䖤ᬺ䈾݀ৌ
䌲ࡽথ㸠ᴀߞ
Design & Layout / ‫ظ‬ᅪยऺ:
L & Associates Graphic Company Limited
Ϟ⍋‫ޠ‬ᔶ೒᭛䆒䅵᳝䰤݀ৌ
Designer / ยऺ฾:
Harley Zhang / Cici Huang
ᓴᓎ⊏咘‫׽׽‬
E-mail: [email protected]
D I S C L A I M E R
THE BRIDGE is a quarterly publication. Editorial and
advertising are independent and do not necessarilly reflect
the views of the Board, the members or the staff. Any article
in the Bridge Magazine is for advertorial or information
only. It does not reflect the view of the Swiss Chamber of
Commerce in China and Hong Kong and Swiss Chamber of
Commerce in China and Hong Kong will not be liable for it.
5
THE WORLD’S
SLIMMEST
BEAN-TO-CUP
MACHINE
Your needs are clear enough. You love the
unbeatable flavour of freshly ground and
brewed coffee and want to select your own
blend. You prefer the freedom to select the
coffee strength to suit your own taste and
are looking for an environment-friendly
system. And you want all this in a compact,
easy-to-use machine. Sounds familiar? In
that case, the new ENA – named after the
Greek for ‘one’ and just 23.8 centimetres
wide – is your number one choice.
Mainland China:
Shanghai HJ Coffee Co., Ltd.
www.cn.jura.com – t 0086 21 62940690
Roger Federer
JURA Brand Ambassador since 2006
Hong Kong:
Pacific Coffee Company Ltd.
www.pacificcoffee.jura.com
t 00852 2805 1627
‫ ހ‬௬ ࠤ ๚
C o v e r
S t o r y
Ruled By Law
China and its politico-legal system need a «Chinese
understanding», says Prof. Harro von Senger
Interview, Fabian Gull, Editor in Chief
"The prevalent ideology of
the Communist Party is not
Confucianism, but MarxismLeninism!"
Copyright:(c) business bestseller - Günther Reisp
Harro von Senger, rule of law is commonly understood as “no one stands
above the law”. Is this true for China?
Actually not, this is not true today as it
was not true in the past. In this respect,
no fundamental change took place since
1949. As in all the years since 1949,
the Communist Party of China (CPC) is
above the law today. Gan Chaoying, a
specialist of Chinese constitutional law
and professor at the renowned Beijing
University con¿rms this fact when he
says: “Since the more than 50 years
when Mao Zedong has founded the
People‘s Republic of China the essence
of the Chinese state has not fundamentally changed”.
Since 1949, the PRC is characterized by a dual authority. There is the
State authority with the state organs such
as parliament, government, law courts
etc., and there is the CPC authority with
the CPC organs of different levels. The
CPC is above the Chinese state. According to the dual structure of the authority in
China, there exists a dual structure of of¿cial norms in this state. On the one side,
there are the Party norms, and on the
other side, there are the State norms, i.e.
“the law”, emanating from state bodies
such as the National People’s Congress,
the State Council and so on. The Party
norms - especially the political line, the
dual norms and the policies of the CPC are above the state norms.
The law is basically used as an
instrument to implement the Party norms.
The CPC needs the law for transforming
the Party norms which only bind some 75
million CPC members into State norms
binding all 1.3 billion citizens of the
country. As long as there does not exist a
“Law regulating the relations between the
organs of the Communist Party and the
State organs” the CPC will continue to be
above the law.
Do you think the prevalent ideology
of Confucianism in China does negatively affect the establishment and
development of the rule of law?
The prevalent ideology of the Communist
Party of China is not Confucianism, but
Marxism-Leninism! “CPC” does not mean
“Confucianist Party of China”, but “Communist Party of China” (laughing).
Then, does the Chinese concept of
Marxism-Leninism which you call
“Sinomarxism” affect the establishment
and development of the rule of law?
Clearly yes. It inÀuences the establishment and development or, more precisely, the non-establishment and nondevelopment of the liberal Western rule
of law. The law is considered in a Marxist
way as an instrument for the implementation of the Party norms. Therefore, the
instrumental function of the law prevails.
The law is a means by which the CPC
7
C o v e r
S t o r y
‫ ހ‬௬ ࠤ ๚
The lion - a Chinese symbol of dignity and power.
123RF
tries to attain its objectives. No wonder
that the of¿cial China-made English
translation of a paragraph added to Article 5 of the Chinese Constitution by the
National People’s Congress on March
15, 1999, goes as follows: “The People’s
Republic of China governs the country
according to law and makes it a socialist
country ruled by law”. Westerners are
inclined to see a commitment towards
the liberal Western concept of the rule of
law in this article.
However, I was told by a Beijing law
professor that the Chinese translators of
this paragraph intensively discussed the
question whether or not the term “rule of
law” should be used in the English translation of this paragraph. After a long and
hot discussion, the proposal to use the
term “rule of law” was rejected. When
I speak about “rule by law”, it is not my
invention, but I take over the of¿cial formulation, because I think it reÀects the
legal reality in the PRC better than the
term “rule of law”.
Are there indigenous traditional Chinese roots for the view of the law to
be an instrument for achieving
political ends?
There are. I would like to mention the
ancient School of Law (fajia) (ca. 5th to
third century B.C.) which upheld more
or less the same doctrine as the modern
Marxists: Law is a tool in the hand of the
ruler who is above the law.
What is the connection - if any - between Confucianism and rule by law?
I do not think that Confucianism has anything to do with this matter, except maybe
8
inasfar as Confucianism considered the
law as a tool too, not for achieving political
ends but for restoring the cosmic-social
order endangered or troubled by criminals.
According to Western understanding,
the social development of a society is
forcefully linked to a well functioning
jurisprudence based on the rule of
law. In the past 30 years, China kind
of proved the world the opposite with
its tremendous social changes. An
antagonism?
No. The experience of China simply
shows the relativity of the “Western understanding” you are referring to. China
needs a «Chinese understanding », not
a «Western understanding». “Chinese
understanding” is ¿rst of all based on
the careful studying of publications of
the CPC and the PRC. One should for
instance read earnestly the Statute of the
CPC and the Constitution of the PRC.
In China, there is a “rule of Party norms”
and Westerners should get aware of this
particularity. They should especially pay
attention to the highest, to the top Party
norm, i.e. the political line. The political
line of the CPC consists of only one
sentence grasping the “principal contradiction”. The “principal contradiction”
de¿ned by the political line of the CPC
is published in the Statute of the CPC, a
document which apparently no Westerner
wants to take seriously. At the present
stage, the principal contradiction in Chinese society is one between the evergrowing material and cultural needs of the
people and the low level of production.
The solution of the principal contradiction
is called “the principal task of the Chinese
people” and conceived as a long lasting
process which continues during the whole
period of “the initial stage of socialism”
and goes on till the year 2049. The whole
process is labelled “socialist modernization”. In the West, “socialist modernization” is not so often mentioned. It is “reform
and opening” which fascinate Westerners
enormously because they think that
“reform and opening” are an end in itself.
However, “reform and opening” are, according to the CPC, only a means to carry
through the “socialist modernization”:
Reform and opening up are the “path”, not
an aim to a stronger China!
What is the main de¿ciency of a
“Western understanding” of China?
Knowing just the Chinese law is not
enough! Westerners should not look at
China with Western “juricentric”, “monolegal” eyes always being hypnotized by
the Chinese law only. This “Western understanding” does not take notice of the
“political line of the CPC”, and it never
mentions the “principal contradiction.”
But without analyzing these fundamental
elements, the PRC and its law are not
understandable. For the understanding of these elements, Western theories
are of no help, they make people blind
with respect to these elements. Why?
Because for instance “principal contradiction” is not a term which appears in
any Western political or juridical theory.
Since Westerners do not have this term
in their academic vocabulary, they just do
not react to it when they encounter it in
Chinese publications.
Since the political line, i.e the de¿nition of the principal contradiction, was
‫ ހ‬௬ ࠤ ๚
stable during the last 30 years, the development of the law which depends on the
Party norms was stable too. The development of the PRC since 1978 was not
interrupted by sudden shifts of the Party
norms. What is most important: the political line remained untouched since 1978.
This was the big stabilizing factor during
the last three decades.
However, in the past 31 years, the
Chinese leaders, while pursuing the solution of the principal contradiction, did
focus too much on the satisfaction of the
“ever growing material needs” of the Chinese people which they interpreted in a
very narrow way. It was enough for them
that the economy developed statistically
well in order to be convinced that the solution of the principal contradiction is on
a good way. The term “material needs of
the people” in the of¿cial de¿nition of the
principal contradiction was not interpreted for instance in a way where the need
for a healthy environment was included.
There was furthermore the tendency to
neglect the “cultural needs” which are
put within the de¿nition of the principal
contradiction on the second place after
the “material needs”.
What is the implication?
The consequence is that while the “principal contradiction” with respect to purely
economic growth was effectively tackled
during the last 31 years, many so-called
secondary contradictions were more
or less overlooked. This threatens the
sustainability of the successes attained
until now with respect to that part of the
principal contradiction which was solved
rather successfully. Only recently the
leaders of the PRC began to get aware
of the importance of some “secondary
contradictions” such as the contradiction
between the heavy damages inÀicted to
the environment through the economic
development and the need to safeguard
the environment. Therefore, they started
to speak about a “harmonious society”
which shows their insight into the lack of
harmony in the Chinese society caused
by some important but neglected “secondary contradictions”.
What are the historical milestones
regarding “Rule by Law” in China?
Well, I don't consider for example the
WTO accession as a big milestone because it affects trade law only. And
neither is the recognition of private
ownership, which was always the case,
although in an extremely limited way
under Mao Zedong. Even today, private
ownership is very limited in the PRC: not
even one square millimeter of land is in
private property.
The historical milestone regarding the establishment of the rule by law
in the last 31 years was the shift from
the principal contradiction of the years
1949-1976/78 reÀected by the “class
struggle” of the “proletariat” against the
so called “bourgeoisie” to the new principal contradiction mentioned above!
The principal contradiction during the
period 1949-1976/78 to be solved by and
non ending “class struggle” was managed
in a violent, mostly lawless way. Law and
human rights were of¿cially condemned
as obstacles of the “class struggle”.
From 1975 till 1977, I studied as of¿cially dispatched Swiss exchange student
at Beijing University, I often asked about
the law. What do you think was the reaction to my questions? Just laughter! The
Chinese found my law-oriented questions
ridiculous. At that time, the PRC was only
guided by Party norms issued mostly by
Mao Zedong personally. It was a lawless,
but not a normless period. There existed
a political line, a de¿nition of the main
contradiction, and there existed dual
norms and policies of the CPC.
The new principal contradiction in
force since 1978 to be solved by “socialist
modernization” requires a good order of
the Chinese society, and this can only be
guaranteed through law and even by a
certain protection of some human rights
of the Chinese citizens. No wonder, that
a human rights paragraph was included
into the Chinese constitution in 2004. In
order to motivate the Chinese people to
concentrate all energy to strive for the
“socialist modernization”, the people
could no longer be terrorized as it was
the case during the period of the “class
struggle”.
The Western “capitalists” would not
dare to invest in the PRC and to transfer
their intellectual property and their knowhow to this country without an appropriate
juridical system legalizing their business
activities and guaranteeing their ¿nancial
interests in the PRC. Evidently, the main
milestone for the emergence of the rule
by law period since 1978 was the change
of de¿nition of the principal contradiction.
C o v e r
S t o r y
Among lawyers, Chinese laws have a
reputation of not being written in the
clearest manner.
Basically, it is true. There are several reasons for this phenomenon: Firstly, since
the PRC is a very big country, legal norms
are sometimes written in an abstract way
so that they can be interpreted differently
in different regions. Secondly, the reality
often runs ahead of the law. If the legal
norms are very abstract, it is easier to
interprete them with respect to new situations which at the time of the promulgation of the law were not yet given. Thirdly,
there are not only laws in the strict sense
of the word enacted by the National People’s Congress or its Standing Committee
but also legal documents of lower levels
such as for instance rules issued by ministries. With the increasing grade of subalterness of the state organs elaborating
legal or policy rules, their concreteness
and clearness augments. If a law must be
established, it uses a non re¿ned terminology so that it is easily applicable; after
a certain test period, when practical experiences with the law can be evaluated, a
more precise law might be elaborated.
Lastly, sometimes, legal norms seem to
me to be written in an unclear way for
stratagemical purposes. For instance, in
Article 36 of the Chinese Constitution, it is
said: “The state protects normal religious
activities.” The word “normal” which is not
de¿ned in the Constitution gives to the
authorities an almost limitless freedom
of interpretation. Whatever their interpretation in a concrete case is, they can
always argue that they act according to
the constitution. Westerners who do not
know the stratagemical aspect of Chinese
law denounce its “arbitrariness”. That is
often not really the point. I am inclined to
say that the Chinese lawgiver intentionally inserted the word “normal” in order to
enable the authorities “to ¿sh in troubled
waters” (stratagem no 20 in the catalogue of the 36 stratagems) and thus to
be always in absolute command of every
possible situation.
How independent are judges?
As it is prescribed in the Constitution of
the PRC, all citizens of the PRC, also the
judges, must uphold the leadership of the
Communist Party of China. Furthermore,
as state functionaries, they must master
Sinomarxism in order to be able to analyze and solve problems from a Marxist
9
C o v e r
S t o r y
‫ ހ‬௬ ࠤ ๚
“proletarian” standpoint (lichang), from a
Marxist “materialistic” perspective (guandian) and using a Marxist “dialectical”
methodology (fangfa). Therefore, judges
are, of course, working under the guidance of the Communist party of China
and the respective Party committees.
What are the most critical points regarding rule of law in China?
As long as the PRC is under the rule of
the CPC, the Chinese concept of “rule
by law” is, in my eyes, not developing
towards the Western liberal “rule of law”.
Such a transformation is not intended by
the Chinese leaders. What they want is
to perfect the rule by law. When there are
speci¿c legal technics they can learn for
this purpose from the Western liberal rule
of law concept and its practice, they will
take them over eagerly. But the concept
as a whole is considered as incompatible
with the PRC. The “most critical point” is
thus the rule of the CPC.
What is your outlook Mr. von Senger?
Deng Xiaoping said about the basic line
of the CPC: “Adhere to the Party's basic
line for 100 years without wavering”. The
100 years he was speaking about are the
hundred years from 1949 when the PRC
was founded till 2049. During the past
31 years, the CPC has already uphold
this “basic line” without wavering . I think
that these long past experience with the
“basic line” nourishes the hope that it
will be upheld for another thirty years.
This “basic line” which incorporates the
fundamental political commitment of the
CPC seems to me to be a rather solid
fundament for further Western business
activities with China over a long time.
Literature:
• Harro von Senger: Recent Developments in the Relation between State and Party Norms in the PRC,
in: Stuart R. Schram (Ed.): The Scope of State
Power in China, St. Martin’s Press, London/Hong
Kong 1985, p. 171-207.
• Harro von Senger: Einführung in das chinesische
Recht, Verlag C.H. Beck, München 1994
• Harro von Senger: Von der Vergleichung des
Rechts zur Vergleichung der Gesellschaftsführung:
Deutsche Hauptmahlzeit und chinesische Nachspeise, in: Zeitschrift für Rechtsvergleichung, Wien
2006/ No. 7, p. 43-62
• Harro von Senger: 36 Stratagems for Business,
London 2006
www.36strategeme.eu
www.supraplanung.eu
Harro von Senger
is a leading western expert in sinology
and Chinese law. Born as citizen of
Geneva in 1944, he has doctorates in
both law and classical sinology, and is a
professor of sinology at the University of
Freiburg (Germany) and expert for Chinese law at the Swiss Institute of Comparative Law in Lausanne (Switzerland).
He is also the author of several books
and journal articles, among which his
books on the 36 stratagems have gained
attention by a broad public. These 36
stratagems are a set of powerful Chinese aphorisms embodying the essence
of the ancient Chinese art of cunning.
Confucianism
is a Chinese ethical and philosophical
system developed from the teachings
of the Chinese philosopher Confucius
( lit. "Master Kung", 551–479 BCE).
Confucianism is a complex system of
moral, social, political, philosophical,
and quasi-religious thought that has had
tremendous inÀuence on the culture and
history of East Asia. The basic teachings
of Confucianism stress the importance
of education for moral development of
the individual so that the state can be
governed by moral virtue rather than by
the use of coercive laws.
Kolumnen aus Fernost
Trotz der durch die Globalisierung entstandenen Nähe
Asiens zum Westen sind markante kulturelle Unterschiede
zwischen beiden Welten geblieben. Einer, der diese Entwicklung aus nächster Nähe mitverfolgt hat, ist der DRS-Korrespondent Peter Achten. In seinen Kolumnen thematisiert
er diese Fragen und untersucht darüber hinaus, worin sich
West und Ost unterscheiden und wo es Gemeinsamkeiten
zu entdecken gibt. Seine Antworten zeugen von grosser
Sachkompetenz und sind zum Teil sehr überraschend.
Peter Achten
Süss & Sauer
Kolumnen aus Asien
256 Seiten, mit Illustrationen von Zhu Wei
Hardcover
CHF 29.80, EUR 21.–
ISBN 978-3-7245-1550-0
Im Buchhandel oder im Internet unter www.reinhardt.ch
10
‫ ހ‬௬ ࠤ ๚
C o v e r
S t o r y
ᅜ݆ܸዎ
Harro von Sengerঞ๲ණྺዐࡔतഄአዎ݆ୱ༹ဣ
Ⴔᄲᅃ߲Đዐࡔ๕‫ڦ‬૙঴đ
䆓䇜ˈᮍᖙᅝˈᴀߞЏ㓪
of lawāⱘᦤ䆂㹿假ಲњǄᔧ៥ᦤࠄĀrule by
lawāᯊˈ䖭ᑊϡᰃ៥ⱘথᯢˈ㗠ᰃ៥Ңᅬᮍⱘ
㸼䖒Ёᣓ䖛ᴹⱘˈ៥䅸Ў䎳Ārule of lawāⳌ
↨ˈᅗ᳈དⱘড᯴њЁ೑ⱘ⊩ᕟ⦄⢊Ǆ
ኄዖ๑ᆩ݆ୱ߾ਏ‫ڟٳ‬አዎణ‫౒࠵ڦڦ‬๟‫ޏ‬ᆶ
గၵዐࡔࠦᆶ‫دڦ‬ཥߵᇸ఼Ǜ
ᰃ᳝䖭ḋⱘḍ⑤Ǆ៥ᛇ䇈ⱘᰃЁ೑ᮽᳳⱘ⊩ᆊ
˄݀‫ࠡܗ‬5Ϫ㑾㟇݀‫ࠡܗ‬3Ϫ㑾˅ᣕ᳝Ϣ⦄ҷ偀
‫ܟ‬ᗱЏНᏂϡ໮Ⳍৠⱘᄺ䇈˖⊩ᕟᰃ‫ޠ‬偒Ѣ⊩
ᕟПϞⱘ㒳⊏㗙᠟ЁⱘᎹ‫݋‬Ǆ
Copyright:(c) business bestseller - Günther Reisp
ශॆາၙᇑᅜ݆ܸዎኮक़๟ሹᄣ‫૴ڦ‬ဣ఼ǈස
ࡕᆶ‫ࣆڦ‬Ǜ
៥ᑊϡ䅸Ў‫ۦ‬ᆊᗱᛇϢᅗ᳝݇㋏ˈ䰸䴲‫ۦ‬ᆊᗱ
ᛇгᇚ⊩ᕟᔧ៤ϔ⾡Ꮉ‫ˈ݋‬ϡᰃЎњ䖒ࠄᬓ⊏
Ⳃⱘ㗠ᰃЎњ㓈ᡸফ㔾⢃࿕㚕៪ᡄхⱘᅛᅭ⼒
Ӯⱘ⾽ᑣǄ
Harro von Sengerঞ๲ǈ݆ዎԥ೵Փ૙঴ྺ
Đுᆶඪࢆටଲ॑ᇀ݆ୱኮฉđăሞዐࡔᄺ๟
සُ஘Ǜ
ϡᰃǄ᮴䆎ᰃҹࠡ䖬ᰃ⦄೼䖭হ䆱೼Ё೑䛑ϡᰃ
ᅲ䰙ᚙ‫މ‬Ǆ೼䖭ᮍ䴶ˈ㞾1949ᑈҹᴹ≵᳝থ⫳
ḍᴀⱘᬍবǄབৠ1949ৢⱘ䖭ѯᑈϔḋˈҞ໽
౞ණྺዐࡔශॆາၙ‫ฺڦ‬ႜ๟‫݆ܔޏ‬ዎ‫ॺڦ‬૬
ᇑ݀ቛᆶၩट‫ڦ‬ᆖၚ఼Ǜ
Ё೑݅ѻ‫ⲯܮ‬㸠ⱘᗱᛇϡᰃ‫ۦ‬ᆊᗱᛇˈ㗠ᰃ偀
‫ܟ‬ᗱ-߫ᅕЏНʽЁ೑ⱘ‫ܮ‬ϡᰃĀЁ೑‫ۦ‬ᆊ‫ܮ‬ā
㗠ᰃĀЁ೑݅ѻ‫ܮ‬ā˄ュ˅Ǆ
Ё೑݅ѻ‫ܮ‬ҡ✊‫ޠ‬偒Ѣ⊩ᕟПϞǄЁ೑ᅾ⊩ϧᆊ
ঞ㨫ৡⱘ࣫Ҁ໻ᄺᬭᥜ⫬䍙㣅‫ⱘ⫳ܜ‬䆱˖Ā㞾↯
⋑ϰᓎゟЁढҎ⇥݅੠೑50໮ᑈᴹˈЁ೑೑ᆊ
ఫ஺ǈԥ౞‫ྺ׬‬Đዐࡔ‫ڦ‬கਖ਼າዷᅭđ‫ڦ‬கਖ਼
າ-ଚౢዷᅭ๟‫ࣷޏ‬ᆖၚዐࡔ݆ዎ‫ॺڦ‬૬ᇑ݀ቛ
఼Ǜ
ⱘᴀ䋼≵᳝ḍᴀⱘᬍবā㚃ᅮњ䖭ϔџᅲǄ
㞾1949ᑈҹᴹˈЁढҎ⇥݅੠೑ҹঠ䞡
ᴗ࿕Ў⡍⚍Ǆᢹ᳝ࣙᣀ೑ࡵ䰶ǃᬓᑰঞ⊩䰶ㄝ
ᕜᰒ✊ᰃ䖭ḋⱘǄᅗᕅડⴔ⊩⊏ⱘᓎゟϢথ
ሩˈ៪㗙᳈⹂ߛഄ䇈ᰃՓ㽓ᮍ㞾⬅ⱘ⊩⊏ϡ㛑
೑ᆊᴎ݇ⱘ೑ᆊᴗ࿕ˈгᢹ᳝ࣙᣀϡৠ㑻߿݅
ѻ‫ܮ‬ᴎᵘⱘЁ೑݅ѻ‫ܮ‬ᴗ࿕ǄЁ೑݅ѻ‫ޠܮ‬偒
ѢЁ೑೑ᆊПϞǄ⬅Ѣ೼Ё೑ᄬ೼ঠ䞡ᴗ࿕㒧
ᵘˈгህ᳝ঠ䞡ᅬᮍ‫߭ޚ‬㒧ᵘǄϔᮍ䴶ᰃ‫ⱘܮ‬
‫঺ˈ߭ޚ‬ϔᮍ䴶ᰃ೑ᆊ‫ˈ߭ޚ‬བĀ⊩ᕟāˈᅗ
⑤㞾Ѣབܼ೑Ҏ⇥ҷ㸼໻Ӯ੠೑ࡵ䰶ㄝǄ‫ⱘܮ‬
‫߭ޚ‬üᇸ݊ᰃᬓ⊏䏃㒓ˈঠ䞡‫߭ޚ‬ҹঞЁ೑݅
ѻ‫ⱘܮ‬ᬓㄪü‫ޠ‬偒Ѣ೑ᆊ‫߭ޚ‬ПϞǄ
ҢḍᴀϞᴹ䇈ˈ⊩ᕟᰃ⫼ᴹᠻ㸠‫߭ޚⱘܮ‬
ᓎゟϢথሩǄ偀‫ܟ‬ᗱЏН䅸Ў⊩ᕟᰃᠻ㸠‫ⱘܮ‬
‫ⱘ߭ޚ‬Ꮉ‫݋‬Ǆ಴ℸˈ⊩ᕟ԰ЎᎹ‫ࡳⱘ݋‬㛑ᠡӮ
㹿᱂䘡Փ⫼Ǆ⊩ᕟᰃЁ೑݅ѻ‫ܮ‬ᅲ⦄݊Ⳃᷛⱘ
Ꮉ‫⧚ˈ݋‬᠔ᔧ✊ⱘˈ೼1999ᑈ3᳜15᮹⬅ܼ೑
Ҏ⇥ҷ㸼໻Ӯ๲ࡴ೼Ё೑ᅾ⊩㄀ѨᴵЁϔ↉ᴵ
᭛ⱘᅬᮍ㣅᭛㗏䆥㸼䗄Ў˖ĀThe People’s
Republic of China governs the country
according to law and makes it a socialist
country ruled by law”Ǆ 㗠㽓ᮍҎ຿Ꮰᳯ೼
ᴀゴЁⳟࠄⱘᰃϔ⾡ҷ㸼㽓ᮍ㞾⬅㾖ᗉⱘ⊩ࠊ
ⱘᎹ‫݋‬ǄЁ೑݅ѻ‫ܮ‬䳔㽕⫼⊩ᕟᇚ㾘㣗750ϛ
‫ܮ‬ਬⱘ‫߭ޚⱘܮ‬䕀ব៤㾘㣗13ғЁ೑Ҏ⇥ⱘ೑
ᆊ‫߭ޚ‬Ǆা㽕≵᳝Ā㾘㣗݅ѻ‫ܮ‬ᴎᵘϢ೑ᆊᴎ
ⱘথሩǄ
✊㗠ˈ࣫Ҁⱘϔԡ⊩ᕟᬭᥜ᳒ਞ䆝៥ˈ
Ё೑ⱘ㗏䆥ᆊӀ೼㗏䆥䖭ϔ↉ᯊ䖬ϧ䮼䅼䆎њ
ᵘ䯈݇㋏ⱘ⊩ᕟāᄬ೼ˈЁ೑݅ѻ‫ܮ‬ᇚ㒻㓁‫ޠ‬
偒Ѣ⊩ᕟПϞǄ
Ārule of lawā䖭Ͼ䆡䇁ᰃ৺ᑨ䆹⫼೼䖭↉ⱘ㣅
᭛㗏䆥䞠Ǆ㒣䖛䭓ᯊ䯈▔⚜ⱘ䅼䆎ˈՓ⫼Ārule
Ӏቷဇ‫ڦݛ‬૙঴ǈมࣷ‫݀ڦ‬ቛՂ඗๟ᇑᅃ߲ଆ
ࡻ‫ڦ‬Ăएᇀ݆ዎ‫݆ڦ‬ୱ༹ဣഽᆶ૰‫૴ں‬ဣሞᅃ
ഐ‫ڦ‬ă੗๟ሞࡗඁ‫ڦ‬30౎૛ǈዐࡔຼࢭཚࡗഄ
਎‫ڦٷ‬มࣷՎ߫ၠ๘হኤ௽କ၎‫ڦݒ‬૙঴ăኄ
๟‫ܔ‬ᇀဇ‫ݛ‬૙঴‫ڦ‬཈቟஘Ǜ
ϡᰃǄЁ೑ⱘ㒣偠ϢԴ᠔ᦤࠄњĀ㽓ᮍⱘ⧚
㾷ā‫݋‬᳝ⳌᇍᗻǄЁ೑䳔㽕ϔϾĀЁ೑ᓣⱘ⧚
㾷āˈ㗠䴲Ā㽓ᮍⱘ⧚㾷āǄĀЁ೑ᓣⱘ⧚
㾷ā佪‫ܜ‬ᰃ෎ѢᇍѢЁ೑݅ѻ‫ܮ‬੠ЁढҎ⇥݅
੠೑ߎ⠜⠽ⱘҨ㒚ⷨ䇏ⱘ෎⸔ϞⱘǄ↨བ䇈䅸
ⳳⷨ䇏Ё೑݅ѻ‫ܮⱘܮ‬ゴҹঞЁ೑ⱘᅾ⊩Ǆ
೼Ё೑᳝ϔϾ㽓ᮍҎ䳔㽕њ㾷ⱘ⡍⅞ᗻˈህᰃ
Ā‫߭ޚⱘܮ‬㒳⊏āǄ㽓ᮍҎ䳔㽕ᇸ݊⊼ᛣ‫ⱘܮ‬
᳔催‫߭ޚ‬ǃ佪㽕‫ˈ߭ޚ‬བᬓ⊏䏃㒓ǄЁ೑݅ѻ
‫ⱘܮ‬ᬓ⊏䏃㒓⬅ϔহ䆱㒘៤ˈ䖭হ䆱㋻ᡧĀЏ
㽕⶯ⳒāǄЁ೑݅ѻ‫ⱘܮ‬ᬓ⊏䏃㒓Ё᠔ᅮНⱘ
ĀЏ㽕⶯Ⳓāথ㸼೼Ё೑݅ѻ‫ܮⱘܮ‬ゴ䞠䴶ˈ
ᕜᰒ✊≵᳝㽓ᮍҎᜓᛣ䅸ⳳᇍᕙ䖭Ͼ‫ܮ‬ゴǄ㗠
Ё೑⼒ӮⳂࠡⱘЏ㽕⶯ⳒᰃҎӀϡᮁ๲䭓ⱘ⠽
䋼᭛࣪䳔㽕Ϣ㨑ৢⱘ⼒Ӯ⫳ѻ࡯П䯈ⱘ⶯ⳒǄ
ĀЁ೑Ҏ⇥ⱘḍᴀӏࡵāᰃЏ㽕⶯Ⳓⱘ㾷‫ࡲއ‬
⊩ˈЁ೑䅸ЎЏ㽕⶯Ⳓᇚᣕ㓁ϔϾ䭓ᳳⱘ䖛
⿟ˈ䌃こѢᭈϾĀ⼒ӮЏНⱘ߱㑻䰊↉āⳈ㟇
2049ᑈǄ䖭ᭈϾ䖛⿟㹿⿄ЎĀ⼒ӮЏН⦄ҷ
࣪āǄ㗠೼㽓ᮍᑊϡӮ㒣ᐌᦤࠄĀ⼒ӮЏН⦄
ҷ࣪āˈᇍ㽓ᮍҎ᳝Ꮌ໻਌ᓩ࡯ⱘᰃĀᬍ䴽ᓔ
ᬒāˈ಴ЎҪӀ䅸ЎĀᬍ䴽ᓔᬒāህᰃⳂᷛᴀ
䑿Ǆ✊㗠ˈĀᬍ䴽ᓔᬒāᇍѢЁ೑݅ѻ‫ܮ‬ᴹ
11
C o v e r
S t o r y
‫ ހ‬௬ ࠤ ๚
䇈াᰃᅲ⦄Ā⼒ӮЏН⦄ҷ࣪āⱘϔ⾡䗨ᕘ˗
Āᬍ䴽ᓔᬒāাᰃĀ䗨ᕘāˈϡᰃ᳈ᔎ໻ⱘЁ
೑ⱘⳂᷛʽ
෎ᴀϞ᮴⊩ⱘᮍᓣ㾷‫އ‬Ǆ⊩ᕟϢҎᴗ㹿䈈䋷Ў
Ā䰊㑻᭫ѝāⱘ㒞㛮⷇Ǆ
Ң1975ᑈࠄ1977ᑈˈ៥ҹ⨲຿ᅬᮍ⌒䘷Ѹ
಴㗠ᘏᰃৃҹᇍӏԩৃ㛑ߎ⦄ⱘሔ䴶᳝ᅠܼⱘ
ᥠ᥻Ǆ
ᤶ⫳ⱘ䑿ӑህ䇏Ѣ࣫Ҁ໻ᄺˈᑊᇍ⊩ᕟ᳝ᕜ໮⭥
݆࠳‫܀ڦ‬૬Ⴀᆶ‫఼ٷܠ‬Ǜ
‫ܔ‬ᇀዐࡔ‫ڦ‬Đဇ‫ڦݛ‬૙঴đ‫ڦ‬ዷᄲփፁኮ‫ت‬๟
๊஺఼Ǜ
䯂ǄԴ⣰ᔧᯊҎӀᇍ៥ⱘ䯂乬ⱘডᑨᰃҔМ˛া
ᰃఆュ㗠ᏆʽЁ೑Ҏ䅸Ў៥ⱘ⊩ᕟЏᇐⱘ䯂乬ᰃ
ℷབ೼Ё೑ᅾ⊩Ё㾘ᅮⱘˈ᠔᳝ⱘЁ೑೑⇥ˈ
ࣙᣀ⊩ᅬˈ䛑㽕ᢹᡸЁ೑݅ѻ‫ⱘܮ‬乚ᇐǄℸ
ҙҙњ㾷Ё೑ⱘ⊩ᕟᰃϡ໳ⱘʽ㽓ᮍҎϡᑨ䆹
⫼㽓ᮍⱘĀҹৌ⊩ЎЁᖗāǃĀҹ⊩ᕟЎ㒳
ৃュⱘˈ㗠ᔧᯊⱘЁ೑ᰃ೼໻䚼ߚ⬅↯⋑ϰϾҎ
໪ˈ԰Ў೑ᆊⱘ㘠㛑䚼䮼ˈҪӀᖙ乏ᥠᦵЁ೑
ⱘ偀‫ܟ‬ᗱЏНˈ೼ߚᵤϢ㾷‫އ‬䯂乬ⱘᯊ‫׭‬ҹ偀
‫ܟ‬ᗱЏНĀ᮴ѻ䰊㑻āЎゟഎˈҹ偀‫ܟ‬ᗱЏН
ϔāⱘⴐ‫ˈܝ‬ҙҙ≝䗋ѢЁ೑ⱘ⊩ᕟǄ䖭⾡
Ā㽓ᮍⱘ⧚㾷ā≵᳝⊼ᛣࠄĀЁ೑݅ѻ‫ⱘܮ‬ᬓ
⊏䏃㒓āˈгҢᴹ≵᳝ᦤঞ䖛ĀЏ㽕⶯ⳒāǄ
Ԛᰃབᵰϡᇍ䖭ѯ෎ᴀ㽕㋴䖯㸠ߚᵤˈЁ೑ঞ
݊⊩ᕟ䛑ᰃϡৃ⧚㾷ⱘǄ㽓ᮍⱘ⧚䆎೼⧚㾷䖭
ѯ㽕㋴Ϟ≵᳝ϔ⚍ᐂࡽˈাӮՓҎӀ᮴㾚䖭ѯ
㽕㋴ǄЎҔМਸ਼˛಴Ў‫ڣ‬ĀЏ㽕⶯Ⳓā䖭ḋⱘ
䆡䇁ϡӮߎ⦄೼ӏԩ㽓ᮍⱘᬓ⊏៪⊩ᕟ⧚䆎
ЁǄ⬅Ѣ೼㽓ᮍҎⱘᄺᴃ䆡‫݌‬Ё≵᳝䖭Ͼ䆡
䇁ˈᔧҪӀ೼Ё೑ⱘߎ⠜⠽Ё⺄ࠄᅗᯊгህϡ
Ӯ᳝ӏԩডᑨǄ
⬅Ѣ೼䖛এ30ᑈ䞠ˈᬓ⊏䏃㒓ЁབЏ㽕⶯
ⳒⱘᅮН≵᳝ᬍবˈձ䌪Ѣ‫⊩ⱘ߭ޚⱘܮ‬ᕟথ
ሩгᕜ〇ᅮǄ㞾1978ᑈҹᴹЁ೑ⱘথሩ≵᳝ফ
ࠄ‫߭ޚⱘܮ‬さ✊ব࣪ⱘᕅડˈ᳔䞡㽕ⱘᰃ˖㞾
1978ᑈҹᴹᬓ⊏䏃㒓≵᳝ᬍবǄ䖭ᰃЁ೑೼䖛
এ30ᑈথሩ䞠ϔϾ䞡㽕ⱘ〇ᅮ಴㋴Ǆ
✊㗠ˈ೼䖛এⱘ31ᑈ䞠ˈЁ೑乚ᇐҎ೼ᇏ
∖Џ㽕⶯Ⳓⱘ㾷‫އ‬ᮍ⊩ᯊˈᇍѢ䳔∖⧚㾷䖛Ѣ
⣁じˈ䖛໮ⱘ݇⊼Ѣ⒵䎇Ё೑Ҏ⇥Āϡᮁ๲䭓
ⱘ⠽䋼䳔∖āϞˈᑊ⫼㒳䅵Ϟⱘ㒣⌢๲䭓᭄᥂
䆕ᯢ݊㾷‫އ‬Џ㽕⶯Ⳓⱘᮍ⊩ℷ⹂ˈ䅸Ў䖭ḋህ
䎇໳њǄ೼Џ㽕⶯Ⳓⱘᅬᮍ㾷䞞䞠ˈĀҎӀⱘ
⠽䋼䳔∖ā䖭ϔ㸼䖒ᑊϡࣙᣀབ‫ع‬ᒋⱘ⦃๗೼
‫ⱘݙ‬䳔∖Ǆ಴ℸˈԡѢЏ㽕⶯ⳒᅮНЁⱘĀ⠽
䋼䳔∖āПৢⱘĀ᭛࣪䳔∖āгህ㹿ᗑ⬹њǄ
ኄᅪ࿆ጣ๊஺఼Ǜ
䖭ḋ‫ⱘخ‬㒧ᵰህᰃ೼䖛এⱘ31ᑈ䞠ˈᔧĀЏ㽕
⶯ⳒāЁऩ㒃⍝ঞ㒣⌢๲䭓ⱘ⶯Ⳓᕫҹ᳝ᬜ㾷
‫އ‬ᯊˈ㹿㕂Ѣ㄀Ѡԡⱘ⶯Ⳓ៪໮៪ᇥⱘ㹿ᗑ⬹
њǄᅗ࿕㚕њ䖘ҞЎℶЎ㾷‫އ‬Џ㽕⶯Ⳓⱘϔ䚼
ߚ᠔পᕫ៤ᵰⱘৃᣕ㓁ᗻǄⳈࠄ᳔䖥ˈЁ೑ⱘ
乚ᇐҎᠡᓔྟᛣ䆚ࠄĀ⃵㽕⶯Ⳓāⱘ䞡㽕ᗻˈ
བ㒣⌢থሩᏺᴹⱘᇍ⦃๗ⱘϹ䞡⸈ണϢֱᡸ⦃
๗П䯈ⱘ⶯ⳒǄ಴ℸˈҪӀᓔྟ‫׵‬ᇐĀ੠䇤
⼒Ӯāˈ䖭㸼ᯢҪӀᏆ⋲ᙝᗑ⬹ᥝᶤѯ䞡㽕ⱘ
Ā⃵㽕⶯ⳒāՓ⼒Ӯ㔎У੠䇤Ǆ
ዐࡔĐᅜ݆ܸዎđ݀ቛ‫ڦ‬૦๏Ⴀ૛‫ײ‬Ԙ๟๊஺Ǜ
៥䅸ЎࡴܹWTOϡ㛑԰ЎϔϾ䞠⿟⹥ü಴Ўᅗ
ҙҙᕅડњЁ೑ⱘ䌌ᯧ⊩Ǆᔧ✊гϡᰃ‫ܕ‬䆌⾕᳝
ࠊᄬ೼ˈሑㅵᅗᘏᰃᄬ೼ˈᑊ೼↯⋑ϰᯊᳳফࠄ
њᵕッⱘ䰤ࠊǄⳈࠄҞ໽ˈ⾕᳝ࠊ೼Ё೑䖬ᰃᕜ
᳝䰤ⱘ˖≵᳝ϔᑇᮍ↿㉇ⱘೳഄᰃ⾕᳝ⱘǄ
೼䖛এ31ᑈ䞠ৃҹ԰Ўҹ⊩㗠⊏ᓎ䆒ग़৆
ᗻ䞠⿟⹥ⱘˈᰃҢ1949-1976/78ᑈҹĀ᮴ѻ䰊
㑻āϢĀ䌘ѻ䰊㑻ā䯈ⱘĀ䰊㑻᭫ѝāЎЏ㽕
⶯Ⳓ䕀বЎࠡ䴶᠔ᦤࠄⱘᮄⱘЏ㽕⶯ⳒǄ
1949-1976/78ᑈᳳ䯈ⱘЏ㽕⶯Ⳓ㽕䗮䖛
↿᮴ℶ๗ⱘĀ䰊㑻᭫ѝā㾷‫ˈއ‬ᑊҹᵕッⱘǃ
12
乕Ꮧⱘ‫ⱘ߭ޚⱘܮ‬ᓩᇐПϟⱘǄ䙷ᰃϔϾ᮴⊩Ԛ
ᑊ䴲᮴‫ⱘ߭ޚ‬ᯊᳳˈ᳝ᬓ⊏䏃㒓ˈ᳝Џ㽕⶯Ⳓⱘ
ᅮНˈঠ䞡‫߭ޚ‬ҹঞЁ೑݅ѻ‫ⱘܮ‬ᬓㄪǄ
㞾1978ᑈᓔྟⱘᮄⱘЏ㽕⶯Ⳓ㽕䗮䖛Ā⼒
ӮЏН⦄ҷ࣪ā㾷‫ˈއ‬ᅗ㽕∖ϔϾ‫݋‬᳝㡃ད⾽ᑣ
ⱘЁ೑⼒Ӯˈ䖭ህা㛑䗮䖛⊩ᕟ⫮㟇ᰃ೼ᶤ⾡⿟
ᑺϞֱᡸЁ೑݀⇥ⱘҎᴗᴹᅲ⦄Ǆ಴ℸˈᔧϔ↉
݇ѢҎᴗⱘ㸼䗄‫ܹݭ‬Ё೑ᅾ⊩2004ᑈׂℷḜᯊ
гህϡ䎇Ў༛њǄЎњ▔ࢅЁ೑Ҏ⇥䲚Ё࡯䞣ᅲ
⦄Ā⼒ӮЏН⦄ҷ࣪āˈЁ೑Ҏ⇥‫ݡ‬ϡৃ㛑㒣ग़
‫ڣ‬೼Ā䰊㑻᭫ѝāᯊᳳ㠀ⱘ䙁䘛њǄ
೼೑䰙㟲ৄϞˈĀ⼒ӮЏН⦄ҷ࣪ā㽕∖Ϣܼ
⧗ᓎゟĀ㘨ড়䰉㒓āüབᵰৃ㛑ⱘ䆱üϢϪ⬠
᠔᳝ⱘĀ䌘ᴀᆊāˈᇸ݊ᰃᢹ᳝‫ܜ‬䖯ᡔᴃⱘ㽓
ᮍϪ⬠ᓎゟĀ㘨ড়䰉㒓āǄЁ೑哧ࢅҪӀᐂࡽ
Ё೑ᅲ⦄Ā⼒ӮЏН⦄ҷ࣪āˈԚ㽓ᮍⱘĀ䌘
ᴀᆊāϡᬶ೼Ё೑ᡩ䌘ˈϡᬶᇚⶹ䆚ѻᴗ੠ᡔ
ᴃ䕀⿏㒭䖭Ͼ≵᳝䗖ᔧⱘৌ⊩㋏㒳ֱ䱰ҪӀⱘ
Ϯࡵড়⊩࣪ᑊֱ䱰ҪӀ㒣⌢߽Ⲟⱘ೑ᆊǄᕜᰒ
✊ˈ㞾1978ᑈߎ⦄ⱘҹ⊩㗠⊏ᯊᳳⱘ䞡㽕䞠⿟
⹥ህᰃЏ㽕⶯ⳒᅮНⱘᬍবǄ
ୱ฾்೵Փණྺዐࡔ‫݆ڦ‬ୱཉ࿔ࡀ‫ݔ‬ժփๆ‫ݴ‬
ൣညă
෎ᴀϞᰃ䖭ḋⱘǄߎ⦄䖭⾡⦄䈵ⱘЏ㽕᳝޴Ͼ
ॳ಴˖佪‫ˈܜ‬Ё೑ᰃϔϾᕜ໻ⱘ೑ᆊˈЎњ೼
ϡৠⱘഄऎৃҹᇍ⊩ᕟ᳝ϡৠⱘ㾷䇏ˈ⊩ᕟ‫ޚ‬
߭ᘏᰃ᪄‫ݭ‬ᕫᕜᢑ䈵Ǆ݊⃵ˈџᅲᘏᰃ‫ܜ‬Ѣ⊩
ᕟথ⫳Ǆ⊩ᕟ‫߭ޚ‬ᕜᢑ䈵ⱘ䆱ˈᔧߎ⦄ᇮ᳾᳝
Ⳍ݇⊩ᕟ㾘㣗ⱘᮄᚙ‫މ‬ᯊˈेৃᣝ✻⦄᳝⊩ᕟ
Ⳍᑨ㾷䇏Ǆ㄀ϝˈ೼Ё೑ϡҙ᳝ܼ೑Ҏ⇥ҷ㸼
໻Ӯঞ݊ᐌྨӮ݀ᏗⱘϹḐᛣНϞⱘ⊩ᕟˈг
᳝ϟ㑻䚼䮼བ৘䚼ྨ݀Ꮧⱘ⊩ᕟ᭛ӊǄ䱣ⴔ
೑ᆊᴎᵘЁϟ㑻䚼䮼೼䯤䗄⊩ᕟ៪ᬓㄪ㾘㣗ᮍ
䴶ϡᮁᦤ催ˈҪӀⱘ㊒⹂ᑺϢ⏙᱄ᑺгህϡᮁ
๲໻Ǆḍ᥂Ё೑偀‫ܟ‬ᗱЏНⱘଃ⠽ЏН㾖⚍ˈ
ⶹ䆚ᴹ⑤Ѣ⼒Ӯᅲ䏉˗೼䳔㽕⊩ᕟ㾘㣗ⱘⳌ݇
‫ݙ‬ᆍЁˈᅲ䏉Ѻेⶹ䆚ᰃ㔎УⱘǄᔧ᮴䆎བԩ
䳔㽕᳝ᮄⱘ⊩ᕟߎৄᯊˈЎњ๲ᔎ݊䗖⫼ᗻˈ
Āଃ⠽ЏНāЎ㾖⚍ˈՓ⫼偀‫ܟ‬ᗱЏНĀ䕽
䆕ā⊩Ǆ಴ℸˈ⊩ᅬгህ⧚᠔ᔧ✊ⱘ೼Ё೑݅
ѻ‫ܮ‬ҹঞ৘‫ྨܮ‬ӮⱘᣛᇐϟᎹ԰Ǆ
ዐࡔํ၄݆ዎ‫ڦ‬ፌ࠲॰‫ۅ‬๟๊஺ ˛
៥䅸Ў೼Ё೑݅ѻ‫ⱘܮ‬乚ᇐϟˈЁ೑㾖ᗉЁⱘ
Āҹ⊩㗠⊏āϡӮᳱⴔ㽓ᮍ㞾⬅ЏНⱘĀ⊩⊏ā
䕀বǄ䖭ḋⱘ䕀বᑊϡᰃЁ೑乚ᇐҎᛇ㽕ⱘǄҪ
Ӏ᠔㽕ⱘᰃᅠ୘ҹ⊩㗠⊏Ǆᔧ㽓ᮍ㞾⬅ЏНⱘ⊩
⊏㾖ᗉঞᅲ䏉Ё᳝ৃҹᅲ⦄䖭ϔⳂⱘⱘ‫݋‬ԧ⊩ᕟ
ᡔᴃᯊˈҪӀህӮᕜ䅸ⳳഄᣓᴹᄺдǄԚᰃ㽓ᮍ
ⱘ㾖ᗉ԰ЎϔϾᭈԧᇍѢЁ೑㗠㿔ᰃϡ‫ݐ‬ᆍⱘǄ
Ā᳔݇䬂⚍āгህᰃЁ೑݅ѻ‫ⱘܮ‬㒳⊏Ǆ
von Sengerံิǈ‫ܔ‬ᇀ࿄ઠ౞ᆶሹᄣ‫ڦ‬ቛྭ
఼Ǜ
䙧ᇣᑇ೼䆆ࠄЁ೑݅ѻ‫ⱘܮ‬෎ᴀ䏃㒓ᯊ䇈˖
Ā‫ⱘܮ‬෎ᴀ䏃㒓100ᑈϡࡼᨛǄāҪ᠔䆆ⱘ100
ᑈᰃᣛҢЁढҎ⇥݅੠೑៤ゟࠄ2049ᑈⱘϔⱒ
ᑈǄ೼䖛এⱘ31ᑈ䞠ˈЁ೑݅ѻ‫ܮ‬മᣕĀ෎
ᴀ䏃㒓āĀϡࡼᨛāǄ៥ᛇПࠡⱘ㒣偠гՓҎ
Ӏᗔ᳝㒻㓁മᣕĀ෎ᴀ䏃㒓āⱘᏠᳯǄ៥䅸Ў
䖭ϔࣙ৿Ё೑݅ѻ‫ܮ‬ḍᴀᬓ⊏ᡓ䇎ⱘĀ෎ᴀ䏃
㒓āЎ㽓ᮍଚϮ⌏ࡼ೼Ё೑ⱘ䭓ᳳথሩᠧϟњ
മᅲⱘ෎⸔Ǆ
Harro von Senger
ᰃϔԡ೼Ё೑䯂乬ⷨお੠Ё೑⊩ᕟᮍ䴶‫݋‬᳝
乚ᇐഄԡⱘ㽓ᮍϧᆊǄҪ1944ᑈߎ⫳Ѣ᮹‫ݙ‬
⪺ˈᢹ᳝⊩ᄺ੠স‫݌‬Ё೑ᄺঠ᭭म຿ᄺԡˈ⦄
ӏᖋ೑ᓫ㦅෵໻ᄺЁ೑䯂乬ⷨおᬭᥜˈᰃԡѢ
⨲຿⋯ḥⱘ⨲຿↨䕗⊩ⷨお᠔ⱘЁ೑⊩ⷨおϧ
ᆊǄҪᢹ᳝໮ᴀ㨫԰ᑊথ㸼໮㆛᭛ゴˈ݊Ё݇
ѢЁ೑ⱘ36䅵ⱘ㨫԰ᓩ䍋њ໻ӫⱘᑓ⊯݇⊼Ǆ
ᅗᕔᕔՓ⫼ϔϾ䴲㊒⚐ⱘᴃ䇁Ǆ㒣䖛ϔ↉ᯊᳳ
ⱘ⌟䆩ˈ䆹⊩ᕟⱘᅲ䏉㒣䖛䆘Ԅˈℸᯊህৃ㛑
Ӯ⫼᳈㊒‫ⱘޚ‬䇁㿔ᴹ䯤䗄⊩ᕟǄ᳔ৢˈ᳝ᯊ៥
䖭36ᴵ䅵䇟ᰃϔ༫ᬊᔩњЁ೑সҷ䅵䇟᭛࣪ǃ
‫݋‬᳝Ⳍᔧᕅડ࡯ⱘ䄺হḐ㿔Ǆ
䅸Ў⫼῵㊞ⱘ䇁㿔᪄‫⊩ݭ‬ᕟ㾘㣗ᰃ⾡䇟⬹Ǆ↨
བˈЁ೑ᅾ⊩㄀36ᴵᣛߎ˖Ā೑ᆊֱᡸℷᐌⱘ
ශॆາၙ
ᅫᬭ⌏ࡼǄā㗠೼ᅾ⊩Ёᑊ≵᳝ᇍĀℷᐌāϔ
䆡䖯㸠ᅮНˈ䖭ህ㒭њᔧሔ޴Т≵᳝䰤ࠊⱘ㞾
⬅ᴹ㾷䇏ᅗǄ ᮴䆎ҪӀ೼ᶤϾ‫݋‬ԧⱘḜ՟Ёབ
ᰃ⬅Ё೑সҷ૆ᄺᆊᄨᄤ˄݀‫ࠡܗ‬551ᑈ㟇݀
ԩ㾷䇏ᅗˈҪӀᘏᰃৃҹ⫼ձ✻ᅾ⊩ࡲџᴹ䕽
㾷ǄϡពᕫЁ೑⊩ᕟ䇟⬹ⱘ㽓ᮍҎᐌᐌᣛ䋷݊
ĀϧᮁāǄ㗠џᅲᑊ䴲བℸǄ៥䅸ЎЁ೑ⱘ⊩
ᕟࠊᅮ㗙ᬙᛣᇚĀℷᐌāϔ䆡‫ܹ݊ݭ‬ЁˈҹՓ
ᔧሔৃҹĀ⌥∈ᩌ剐ā˄36䅵Ёⱘ㄀20䅵˅ˈ
‫ࠡܗ‬479ᑈ˅ⱘᮑᬭথሩ㗠ᴹⱘϔ⾡Ё೑䘧ᖋ
Ϣ૆ᄺԧ㋏ˈᅗЏ㽕䩜ᇍҎⱘ䘧ᖋϢ㸠Ў㾘
㣗Ǆ‫ۦ‬ᆊᗱᛇᰃ㵡ড়њ䘧ᖋǃ⼒Ӯǃᬓ⊏ǃ૆
ᄺǃ㉏ᅫᬭᗱᛇ೼ϔ䍋ⱘϔ⾡໡ᴖⱘԧ㋏ˈᅗ
ᇍѢᭈϾϰѮⱘ᭛࣪੠ग़৆᳝ⴔ⏅䖰ⱘᕅડǄ
‫ۦ‬ᆊᗱᛇⱘЏ㽕ᗱᛇᔎ䇗ᇍϾҎ䘧ᖋথሩⱘᬭ
㚆ˈҹᅲ⦄⫼䘧ᖋᛳ࣪㗠䴲℺࡯㒳⊏೑ᆊǄ
C o v e r
S t o r y
‫ ހ‬௬ ࠤ ๚
Will Job Losses Lead to
Social Unrest?
Maintaining social stability remains top concern
By Wang Tao, Head of China Economic Research, UBS
n the ongoing economic downturn, millions of people are
expected to lose their jobs, mostly migrant workers in the
export and construction sectors. Will large job losses lead to
social unrest in China, as discussed in articles in the staterun media (according to Bloomberg)?
Maintaining social stability is the top concern of the Chinese
government, and the main reason underlying its 8% growth target. Given the likely magnitude of the economic downturn, especially in the labour intensive export and construction sectors,
we expect to see job losses of more than 15 million, or about
3.5% of nonagricultural employment, in the deep trough of the
first half of 2009, even though overall GDP growth could still
reach 7% for the year.
The severe unemployment outlook has increased the risk of
social unrest signi¿cantly. Most of the job losses are expected to
occur among migrant workers, who are not covered by any formal social safety net, and are often owed back pay up to a year.
Migrants have few formal channels to be heard and get compensated, and localized social unrests may be hard to avoid.
I
Unlikely large-scale unrest
Nevertheless, we think large-scale unrest that threatens
general social stability and overall investor con¿dence is unlikely. The scale of job losses, as large as it might be, is not really
unprecedented in China. Most of the migrant workers do have
a family plot of land to fall back to in the rural area. In addition,
the government has resources and is expected to try to mitigate
the pain of job losses and stabilize income and consumption.
Between 1997 and 2002, about 35 million urban workers
were laid off (Xiagang), of which about 28 million were stateowned enterprise workers. At that time, China went through
a painful period of SOE restructuring just after the economic
boom in the mid-1990s collapsed, and the Asian ¿nancial crisis
(and later the burst of the ‘dot com’ bubble) slowed China’s export growth signi¿cantly. Most of those laid off workers were not
counted as unemployed, and they were given minimum living
allowance or entered into early retirement. Adjusting for Xiagang workers, we estimate that the actual unemployment rate
was more than 10% in the early part of this decade (see chart).
In addition, a total of 20 million migrant workers returned to
the agricultural sector between 1998 and 2002, for lack of jobs
elsewhere.
While job losses in 2009 could potentially rival those in
14
1998, we see a few notable differences. This time around, job
losses are expected to be mostly cyclical, and there is no major
SOE restructuring in the pipeline. Migrant workers, the biggest
category of potential job losers, are less organized compared to
SOE workers 10 years ago, and in most cases, have a plot of
family land as a social safety net. Even if many migrants do not
know how to work the land and cannot be absorbed in agriculture, they can be provided by their family, at least for a while.
0XFKEHWWHU¿VFDOSRVLWLRQ
We also expect additional government measures to help
stabilize unemployment, and mitigate the negative impact on
income and consumption. Compared to 10 years ago, the government is in a much better ¿scal position to deliver relief for
unemployed workers, help pay wage arrears, increase spending in rural areas and subsidies to the poor. Policies promoting
growth, including more spending on infrastructure construction,
and growth in the rural areas and labour intensive industries,
should also help to absorb some of the unemployed.
One possible risk is that local government may be less concerned about migrants losing jobs than SOE workers, since the
former group is less politically powerful, and efforts to provide
unemployment relief and clearing wage arrears may be compromised. In addition, most job losses may come from small
and medium enterprises, so focusing only on GDP growth, especially on promoting growth in big industries and large enterprises, as some local governments might do, may not generate
enough re-employment opportunities.
Adjusted urban unemployment rate
14%
Registered urban unemployment rate
12%
10%
8%
6%
4%
2%
0%
1997
1998
1999
2000
2001
2002
2003
2004
2005 2006
2007
Source: CEIC, UBS estimates
Chart 1: Urban unemployment rate has declined in recent years
‫ ހ‬௬ ࠤ ๚
C o v e r
S t o r y
฿ᄽ๟‫ࣷޏ‬ᆅ݀มࣷ‫?ږۯ‬
ྼࢺมࣷҾۨධྺ๯ᄲ࿚༶
԰㗙˖⥟⍯ˈ⨲䫊䆕ࠌ(UBS)Ё೑㒣⌢ⷨお䚼Џӏ
Lagra Database
໘㒣⌢ᣕ㓁Ԣ䗋ᳳˈ៤गϞϛⱘҎষ䴶Ј༅Ϯˈ݊Ё໻䚼ߚᰃ
ߎষ੠ᓎㄥ㸠Ϯⱘ‫⇥ݰ‬ᎹǄℷབЁ೑ၦԧⱘ᭛ゴ᠔䅼䆎ⱘ䙷ḋ
˄ḍ᥂ᕁम⼒ⱘ᭄᥂˅ˈ໻㾘῵ⱘ༅Ϯ╂Ӯ৺ᓩথЁ೑⼒Ӯࡼ
㤵˛
㓈ᡸ⼒Ӯ〇ᅮᰃЁ೑ᬓᑰⱘ佪㽕݇⊼䯂乬ˈгᰃᅲ⦄8%๲䭓Ⳃᷛ
ⱘࠡᦤᴵӊǄ㗗㰥ࠄৃ㛑থ⫳ⱘ໻㾘῵㒣⌢㹄䗔ˈᇸ݊ᰃ೼ࢇࡼᆚ䲚ൟ
ߎষ੠ᓎㄥ㸠Ϯˈ乘䅵2009ϞञᑈᇚӮ᳝䍙䖛ϔगѨⱒϛҎ༅Ϯˈ៪㑺
ᯊ
3.5%ⱘ䴲‫ݰ‬ህϮ↨՟ˈሑㅵབℸˈᘏԧGDPҡ㛑䖒ࠄ7%ⱘᑈ๲䭓⥛Ǆ
Ϲዏⱘ༅Ϯᔶ࢓໻ᐙᦤछњ⼒Ӯࡼ㤵ⱘॅ䰽ᗻǄৃҹ乘㾕ˈ໻䚼
ߚ༅ϮӮথ⫳೼‫⇥ݰ‬ᎹЁˈҪӀ≵᳝㹿㒇ܹℷ㾘ⱘ⼒Ӯֱ䱰ԧ㋏ˈ㒣ᐌ
㒛ᗻˈϨ໻䚼ߚᢹ᳝ᆊᮣ㞾⬭ഄ԰Ў⼒Ӯֱ䱰Ǆሑㅵ䆌໮‫⇥ݰ‬Ꮉϡⶹ䘧
ᗢḋ㗩㗬ೳഄǃ᮴⊩Ңџ‫ݰ‬ϮˈԚҪӀ㟇ᇥ᱖ᯊ᳝ᆊᒁկ‫ݏ‬Ǆ
߸ॳ੃‫֎ڦ‬አጒ઄
៥ӀৠḋᳳⳐᬓᑰ㛑䞛প᳈໮᥾ᮑᐂࡽ〇ᅮ༅Ϯᔶ࢓ˈ‫ޣ‬䕏ᇍᬊܹ
੠⍜䌍ⱘ䋳䴶ᕅડǄϢ10ᑈࠡⳌ↨ˈᬓᑰⱘ䋶ᬓ⢊‫عމ‬ᒋᕫ໮ˈ᳝㛑࡯
㸹ࡽ༅ϮҎਬˈᐂࡽٓҬᎹ䌘⃴ℒˈ๲ࡴ‫ݰ‬ᴥഄऎᬃߎҹঞ㸹䌈䋿ೄҎ
㕸Ǆࠎ▔㒣⌢๲䭓ⱘᬓㄪг㛑਌ᬊ䚼ߚ༅ϮҎষˈࣙᣀ๲ࡴ෎⸔䆒ᮑᓎ
䆒䌍⫼ǃ֗䖯‫ݰ‬ᴥഄऎ੠ࢇࡼᆚ䲚ൟ㸠Ϯ๲䭓ㄝǄ
㹿ᢪ⃴Ꮉ䌘ˈ᳝ⱘ⫮㟇ᢪ⃴ϔᑈǄ‫⇥ݰ‬Ꮉ㔎ᇥ⬇䆝੠㦋ᕫ䌨ٓⱘℷ㾘⏴
䘧ˈ䖭ᇚϡৃ䙓‫ܡ‬ഄᓩথᔧഄⱘ⼒Ӯࡼ㤵Ǆ
┰೼ⱘॅ䰽ᄬ೼Ѣ˖ᔧഄᬓᑰᇍ‫⇥ݰ‬Ꮉ༅Ϯ䯂乬ⱘ䞡㾚⿟ᑺϡབ೑
᳝ӕϮਬᎹˈ಴Ўࠡ㗙೼ᬓ⊏Ϟ໘Ѣᔅ࢓ˈᦤկ༅Ϯ㸹ࡽ੠ٓ⏙Ꮉ䌘⃴
ℒⱘ᥾ᮑৃ㛑㹿᧕㕂Ǆ঺໪ˈ໻䚼ߚ༅Ϯ㗙ৃ㛑ᴹ㞾ЁᇣӕϮˈ㗠ᶤѯ
փ੗ీ݀ิ‫ࡀٷ‬ఇ‫ږۯ‬
া݇⊼GDP๲䭓ǃᇸ݊ᰃ䞡㽕㸠Ϯ੠໻ӕϮ๲䭓ⱘᔧഄᬓᑰˈৃ㛑ϡӮ
ᦤկ䎇໳ⱘ‫ݡ‬ህϮᴎӮǄ
Ԛ៥Ӏ䅸Ўˈϡৃ㛑থ⫳࿕㚕ᭈԧ⼒Ӯ〇ᅮǃࡼᨛܼԧᡩ䌘㗙ֵᖗ
ⱘ໻㾘῵ࡼ㤵Ǆབℸ໻㾘῵ⱘ༅Ϯ೼Ё೑ᑊ䴲㄀ϔ⃵Ǆ໻䚼ߚ‫⇥ݰ‬Ꮉ᳝
ᆊᮣ㞾⬭ഄˈৃҹಲࠄ‫ݰ‬ᴥ㨑㛮Ǆ঺໪ˈᬓᑰ᮶᳝䌘⑤ˈгᇚ䞛প㸠ࡼ
‫ޣ‬䕏༅Ϯ⮯㢺ǃ〇ᅮᬊܹ੠⍜䌍Ǆ
䇗ᭈⱘජᏖ༅Ϯ⥛
14%
‫ݰ‬ᴥⱏ䆄༅Ϯ⥛
12%
10%
1997ᑈ㟇2002ᑈ䯈ˈ㑺ϝगѨⱒϛජᏖᎹ԰㗙ϟቫˈ݊Ё㑺Ѡगܿ
ⱒϛЎ೑᳝ӕϮਬᎹǄᔧᯊˈ90ᑈҷЁᳳⱘ㒣⌢㐕㤷ᳳ߮䖛ˈЁ೑ህ㒣
ग़њ೑᳝ӕϮ䞡㒘˄SOE˅䖭Ͼ⮯㢺ⱘ䰊↉ˈѮ⌆䞥㵡ॅᴎ˄䱣ৢĀ㔥
㒰⊵≿ā⸈♁˅জՓЁ೑ߎষ๲䭓Ϲ䞡ᬒ㓧Ǆ໻໮᭄ϟቫҎਬᑊ䴲༅Ϯˈ
ҪӀ㦋ᕫ᳔Ԣ⫳⌏㸹䌈៪ᦤࠡ䗔ӥǄህᔧᯊⱘϟቫҎਬ㗠㿔ˈ៥ӀԄ䅵
ҙकᑈϞञᳳⱘᅲ䰙༅Ϯ⥛ህ䍙䖛њ10%˄㾕೒㸼˅Ǆ঺໪೼1998ࠄ
2002ᑈ䯈ˈ㑺Ѡगϛ‫⇥ݰ‬Ꮉ⬅Ѣ೼໪ഄ༅Ϯ㗠䞡ᮄ᪡ᣕ‫ݰ‬џǄ
2009ᑈ༅Ϯ╂ৃ㛑Ϣ1998ᑈ䙷⃵᮫哧ⳌᔧˈԚ៥Ӏ⊼ᛣࠄњᶤѯᯢ
ᰒⱘϡৠП໘Ǆ䖭⃵༅Ϯ᳈‫݋‬ᕾ⦃ᗻˈᑊϨ≵᳝೑᳝ӕϮ䞡㒘ⱘ䱰⹡Ǆ
԰Ў᳔໻ⱘ┰೼༅Ϯ㕸ԧˈ‫⇥ݰ‬ᎹϢ10ᑈࠡⱘ೑᳝ӕϮਬᎹⳌ↨㔎ᇥ㒘
8%
6%
4%
2%
0%
1997
1998
1999
2000
2001
2002
2003
2004
2005 2006
ᴹ⑤˖⦃Ѯǃ⨲䫊乘⌟᭄᥂
15
2007
C o v e r
S t o r y
‫ ހ‬௬ ࠤ ๚
Long Tradition of
Rule of Law
A Hong Kong perspective on PRC legal issues
By Serge G Fafalen, Swiss lawyer & Hong Kong Solicitor and President of the Swiss Chamber of Commerce in Hong Kong
HONG KONG LAW.
Based on the rule of law and
the independence of the
judiciary.
Lagra Database
ue to history, Hong Kong (HKSAR),
now a Special Administrative Region
of China since the 1997 handover, has
a legal system mostly independent
from the Mainland guaranteed by its miniconstitution, the “Basic Law”. Hong Kong laws
and judiciary are inherited from the British
common law: independent courts of justice, the rule of law and
a strong law society (since 1907). For a population of 7 million
SHRSOH+RQJ.RQJERDVWVDERXWGRPHVWLFODZ¿UPVDQG
IRUHLJQ¿UPVHPSOR\LQJ¶+.6$5VROLFLWRUVDQG¶
foreign lawyers.
In contrast, the PRC legal system is based on civil laws
(like Switzerland). It is of recent creation: it shaped in the 1980s
further to the re-establishment of the PRC Ministry of Justice in
1979. The ¿rst PRC law ¿rms were state-owned enterprises and
their lawyers workers of the State. The privatization of the legal
industry came later. The ¿rst PRC national bar exams were organized in 1986. Now there are about 130’000 PRC lawyers, a very
D
16
low number in regard to the total population headcount. These
lawyers are mostly employed in about 10’000 PRC law ¿rms.
Since 1992 the PRC legal market opened to foreign lawyers. Nowadays, it is estimated that about 200 foreign law ¿rms
with 3’500 foreign lawyers practice in the PRC. These foreign
lawyers and ¿rms are subject to particular regulations: foreign
law firms are indeed prohibited from advising clients on Chinese laws (a criminal act), barred from hiring Chinese lawyers
to practice Chinese laws or from partnering or associating with
PRC lawyers. Furthermore, foreign lawyers cannot sit the PRC
National Bar Exam to become PRC quali¿ed.
After the 2001 WTO China accession and a five-year reservation period, the regulations regarding the domestic and
the foreign practitioners should have started converging. However, in 2009, the PRC legal market can still not be considered
as an open legal market. A tolerance policy of the authorities on
the foreign law ¿rms’ activities has been implemented in regard
to possible violations of the rules, but it failed to gain support
from part of the domestic lawyers. In 2006, the Shanghai Bar
‫ ހ‬௬ ࠤ ๚
C o v e r
S t o r y
TILL 2047.
The separation of the Hong Kong legal system to
the rest of the PRC is guaranteed constitutionally
until at least 2047.
Lagra Database
Association issued a formal complaint to the Ministry of Justice.
Rumor has it that several Shanghai-based foreign firms were
then investigated randomly and that measures had to be taken
by some foreign ¿rms to ensure compliance with the rules.
all that by opposition to the PRC equivalents. Corporate documents in Hong Kong may be in Chinese and in English, in contrast to PRC documents which are only in Chinese.
Low and simple tax system
A natural platform
For foreign clients seeking legal services for the Mainland,
the Hong Kong jurisdiction offers many advantages compared
to a direct approach in the Mainland. First, Hong Kong has
plenty of skilled, multi-lingual and multi-cultural lawyers, including PRC lawyers, probably much more than in the Mainland
where such lawyers are scarce and concentrated in large law
¿rms or in large cities.
Being part of China, Hong Kong is indeed a natural platform for the outside expansion of PRC law ¿rms and lawyers.
So far, nine PRC law ¿rms have opened of¿ces in Hong Kong;
more and more PRC lawyers practice there. This trend is also
partly due to a 2003 free-trade agreement between the Mainland and Hong Kong, called “CEPA-Closer Economic Partnership Arrangement”, which facilitates the accession to the PRC
market to Hong Kong companies and reciprocally. CEPA further
made possible associations of PRC law firms with HKSAR
¿rms and suppressed for Hong Kong practitioners many of the
PRC regulatory constraints applicable in the PRC to foreign law
¿rms. Secondly, Hong Kong has a long tradition of rule of law,
a laissez-faire attitude towards businesses and a strong anticorruption body, the “ICAC”.
Notoriously simple and cheap
Add thereon an array of exclusive bilateral agreements
between Hong Kong and the Mainland and you have tools of
great interest to protect cross-border ventures, investments and
trades with the Mainland.
The advantage starts with structuring the venture. HKSAR companies are notoriously simple and cheap compared
to PRC domestic legal forms. Such companies may be used
to hold shares or stakes in a PRC structure (WFOE, JV…), to
trade with PRC counterparts or to create a direct presence in
the PRC. Hong Kong companies do not require paid-in contributions or capital, their accounts are not public and their
shareholders may freely agree about their mutual relations in
an agreement eventually enforceable by Hong Kong courts –
Any company in Hong Kong bene¿ts from a low and simple
tax system: the corporate pro¿ts tax rate is either 0% (for foreign
sourced profits) or 16.5% (for domestic sourced profits), there
is no VAT in Hong Kong and the employer’s social contributions
are limited to a maximum payment of USD 130 per month and
per employee. Besides, Hong Kong and the Mainland signed, in
2006, a double-taxation agreement alleviating PRC taxation for
Hong Kong based companies in many respects.
Furthermore, contractual agreements between a Mainland
and a Hong Kong party may be made subject to Hong Kong laws
and disputes thereon to the Hong Kong venue - unless prohibited under PRC laws. Such agreements are then enforceable
with legal certainty by the independent Hong Kong ordinary or
arbitration courts, a strong advantage to foreign investors due to
the accessibility, the predictability and transparence of the Hong
Kong judicial system. Cherry on the cake, Hong Kong Courts’ decisions are now enforceable in the PRC under a 2006 Execution
Arrangement between the Mainland and Hong Kong.
And for the certi¿cation of Hong Kong Court decisions, contractual or corporate documents, Hong Kong grants the Apostille
(contrarily to the PRC) - a convenient certi¿cation for documents
to be used abroad. For documents used in the Mainland, Chinaappointed Attesting of¿cers are aplenty in Hong Kong. The protection of Intellectual property used in the PRC and technology
transfers may also be structured via Hong Kong -a more secure
alternative than direct transferring in most cases.
Lastly, employees of a Hong Kong company may be detached to the Mainland under certain conditions. The Hong Kong
employment law is flexible and favors employers (like Swiss
laws). And Mainland business visas can be easily obtained in
Hong Kong.
With its unique positioning vis-à-vis the Mainland, its long
tradition of legal services and its independent judiciary, the role of
Hong Kong as an ef¿cient platform for cross-border operations to
and from the Mainland will undoubtedly grow exponentially in the
next decade and further shape the city as an excellence centre
for Chinese legal, tax and corporate services.
17
C o v e r
S t o r y
‫ ހ‬௬ ࠤ ๚
ᆬ৳‫݆ڦ‬ዎ‫د‬ཥ
ٗၑߗ‫ڦ‬ঙ‫܈‬ઠཪ๫ዐࡔా‫݆ں‬ୱ࿚༶
԰㗙˖㣗ᆠ啭ˈ⨲຿ঞ佭␃ᕟᏜˈ佭␃⨲຿ଚӮЏᐁ
⬅
Ѣग़৆ⱘॳ಴ˈ佭␃೼ 1997 ᑈЏᴗ⿏Ѹ
Ё೑Пৢˈ៤ЎњЁ೑ⱘϔϾ⡍߿㸠ᬓऎǄ
Ё೑ⱘᇣᅾ⊩ǉЁढҎ⇥݅੠೑佭␃⡍߹
㸠ᬓऎ෎ᴀ⊩Ǌֱ䆕њ佭␃ᢹ᳝ᅠܼ⣀ゟ
ⱘৌ⊩㋏㒳Ǆ佭␃ⱘ⊩ᕟ੠ৌ⊩ᴎᵘ໻㟈⊓㺁㣅೑ⱘ
᱂䗮⊩˖⣀ゟⱘ⊩䰶ˈ⊩㾘੠‫ⱘܼع‬佭␃ᕟᏜ݀Ӯ
˄1907 ᑈ៤ゟ˅ǄᘏҎষ䖒 700 ϛⱘ佭␃ˈᢹ᳝໻㑺
700 ᆊᴀഄᕟᏜџࡵ᠔੠ 60 ᆊ໪ഄᕟᏜџࡵ᠔ˈ㘬䇋њ 6,000 ৡᴀഄᕟ
Ꮬҹঞ 1,200 ৡ໪೑ᕟᏜǄ
Ⳍᇍ㗠㿔ˈЁ೑‫ݙ‬ഄⱘৌ⊩㋏㒳ᰃᓎゟ೼⇥⊩ПϞⱘ (੠⨲຿ϔ
ḋ)Ǆᅗᰃ䖥ᑈᴹᠡࠊᅮⱘ˖⇥⊩ᰃ೼1979ᑈЁ೑ⱘৌ⊩䚼䞡ᓎৢᠡࠊ
ᅮˈ✊ৢ೼80ᑈҷ㹿䖯ϔℹ‫݋‬ԧ੠ᅠ୘࣪Ǆ㄀ϔϾЁ೑ᕟᏜџࡵ᠔ᰃ೑
㧹ⱘᕟᏜџࡵ᠔ˈ㗠ᅗ᮫ϟⱘᕟᏜЎᬓᑰᎹ԰˗ПৢⱘᕟᏜ㸠Ϯ䖯㸠њ
⾕᳝࣪ᬍ䴽Ǆ㞾ҢЁ೑೼1986ᑈВ㸠њ㄀ϔ⃵ܼ೑ᕟᏜ䌘Ḑ㗗䆩ৢˈ⦄
Ҟ໻㑺᳝130,000ৡЁ೑ᕟᏜǄ䖭Ͼ᭄ⳂⳌᇍѢܼ೑ᘏҎষⱘ↨՟ᴹ䇈
ᰃ↨䕗‫أ‬ԢⱘǄ䖭ѯᕟᏜЏ㽕೼㑺10,000ᆊᎺেⱘЁ೑ᕟᏜџࡵ᠔ЁᎹ
԰Ǆ
Ң1992ᑈЁ೑⊩ᕟ᳡ࡵᏖഎℷᓣᇍ໪ᓔᬒ䍋ˈ⦄ҞԄ䅵໻㑺᳝200
ᆊ໪೑ᕟᏜџࡵ᠔Ϣ3ˈ500ৡ໪೑ᕟᏜ೼Ё೑ᓔሩϮࡵǄ䖭ѯ໪೑ᕟᏜ
੠໪೑ᕟᏜџࡵ᠔ফࠄ⡍ᅮ⊩ᕟᴵ՟ⱘⲥㅵ˖໪೑ᕟᏜџࡵ᠔⽕ℶЎᅶ
᠋ᦤկЁ೑⊩ᕟ᳡ࡵ (䖭ᰃϔ⾡⢃㔾㸠Ў)ˈгϡ㛑㘬䇋Ё೑ᠻϮᕟᏜˈ
៪ϢЁ೑ᕟᏜџࡵ᠔㘨㧹ঞড়ӭҹᦤկЁ೑⊩ᕟ᳡ࡵǄℸ໪ˈ໪೑ᕟᏜ
ϡ㛑খࡴЁ೑ܼ೑ᕟᏜ䌘Ḑ㗗䆩ҹপᕫЁ೑ᕟᏜⱘ䌘ḐǄ
㞾Ң2001ᑈЁ೑ࡴⲳϪ⬠䌌ᯧ㒘㒛ҹঞ䗮䖛њ5ᑈⱘ䖛⏵ᳳПৢˈ
Ё೑ᇍᴀഄ੠໪ഄᕟᏜⱘㅵ⧚ᑨ䆹ᣝ✻Ϫ⬠䌌ᯧ㒘㒛ⱘ㾘ᅮǄԚᰃˈࠄ
њ2009ᑈˈЁ೑ⱘ⊩ᕟ᳡ࡵᏖഎ䖬ᰃϡ㛑⿄ЎϔϾᓔᬒⱘ⊩ᕟᏖഎǄ᳝
݇ᔧሔᇍ໪೑ᕟᏜџࡵ᠔ⱘ䖱㾘㸠Ўᅲ㸠ᕜᆑᆍⱘᬓㄪˈ಴ℸᓩ䍋೑‫ݙ‬
ᕟᏜџࡵ᠔ⱘϡ⒵˖೼2006ᑈˈϞ⍋ᕟᏜणӮ䗦Ѹњϔӑℷᓣⱘᡫ䆂к
㒭Ё೑ৌ⊩䚼Ǆ᥂䯏䚼ߚ໪೑ᕟᏜџࡵ᠔೼Ϟ⍋ⱘࡲџ໘಴ℸ㹿ᢑᶹˈ
㗠݊Ҫ໪೑ᕟᏜџࡵ᠔г䖯㸠㞾៥ᅵᶹˈҹ䰆䖱㾘Ǆ
ཀ඗‫ڦ‬ୱ฾ೝ໼
ᔧ໪ଚᇏ∖Ё೑⊩ᕟ᳡ࡵⱘᯊ‫ˈ׭‬Ϣ݊Ⳉ᥹ҢЁ೑๗‫ݙ‬ᇏ∖⊩ᕟ᳡
ࡵˈϡབҢ佭␃䖯㸠㗠㦋ᕫ᳈໮ⱘӬ࢓Ǆ
佪‫ˈܜ‬佭␃᳝໻䞣᳝㒣偠ⱘˈ㊒䗮໮䇁㿔ˈ໮᭛࣪ⱘᕟᏜˈࣙᣀ೑
‫ݙ‬ᕟᏜǄⳌᇍ㗠㿔ˈ೑‫ݙ‬䴲ᐌ㔎У䖭⾡ᕟᏜˈ㗠Ϩ䖭⾡ᕟᏜ໻䚼ߚ䛑䲚
Ё೼໻ⱘᕟᏜџࡵ᠔៪໻䛑Ꮦ䞠Ǆ
԰ЎЁ೑ⱘϔ䚼ߚˈ佭␃ᇍѢ೑‫ݙ‬ᕟᏜ੠ᕟᏜџࡵ᠔ⱘᇍ໪ᠽሩᴹ
䇈ˈ⹂ᅲᰃϔϾ໽✊ⱘᑇৄ˖ࠄ⦄೼ЎℶˈᏆ㒣᳝9ᆊ೑‫ݙ‬ᕟᏜџࡵ᠔೼
佭␃䆒ゟњߚ᠔˗䍞ᴹ䍞໮ⱘ೑‫ݙ‬ᕟᏜᴹ佭␃ᠻϮǄ䖭Ͼ䍟࢓ᰃ೼2003
ᑈЁ೑‫ݙ‬ഄϢ佭␃ㅒ䅶㞾⬅䌌ᯧण䆂ǉܻഄϢ佭␃݇Ѣᓎゟ᳈㋻ᆚ㒣䌌
݇㋏ⱘᅝᥦǊПৢᔶ៤ⱘǄ䖭ᰃϔϾϸഄঠ䌶ⱘ䌌ᯧणᅮˈࡴᔎњ佭␃
18
݀ৌ੠‫ݙ‬ഄᏖഎⱘ㒣⌢ড়԰ǄПৢˈᅗ᳈㨑ᅲњ佭␃ᕟᏜџࡵ᠔Ϣ‫ݙ‬ഄ
ᕟᏜџࡵ᠔೼‫ݙ‬ഄ䖯㸠㘨㧹ⱘ⌏ࡼঞㅵ⧚ˈҹঞᇍ佭␃ᕟᏜপ⍜њ䆌໮
Ё೑ᇍ໪೑ᕟᏜџࡵ᠔ⱘㅵ⧚੠䰤ࠊǄ
݊⃵ˈ佭␃⊩⊏Ꮖ᳝ᕜ䭓ϔ↉ग़৆њǄ佭␃༝㸠㞾⬅䌌ᯧⱘᬓㄪˈ
ৠᯊᅗг䆒᳝ড䋾∵ⱘ佭␃ᒝᬓ݀㕆Ǆ
ጀ֩ࠅິ़०‫ڇ‬ᆼՍᅓ
‫ࡴݡ‬Ϟ⣀᳝ⱘЁ೑‫ݙ‬ഄϢ佭␃ㅒ㕆ⱘঠ䖍ᴵ՟ˈ䅽໪ଚ೼Ё೑ⱘᡩ
䌘ঞ䎼೑Ѹᯧফࠄܼ䴶ⱘֱ䱰Ǆ
೼佭␃៤ゟ݀ৌⱘད໘ᰒ㗠ᯧ㾕˖ⳌᇍЁ೑‫ݙ‬ഄⱘ݀ৌ⊩ˈ೼佭␃
⊼‫݀ݠ‬ৌ᮶ㅔऩজ֓ᅰǄ佭␃݀ৌৃҹ⫼Ѣ೼Ё೑݀ৌ˄䅀བ໪ଚ⣀䌘
ӕϮ៪ড়䌘݀ৌ˅Ёᣕ᳝㙵ӑˈ੠Ⳍᑨⱘ݀ৌ䖯㸠䌌ᯧˈ៪Ⳉ᥹೼Ё೑
‫ݙ‬ഄᓔሩϮࡵǄ⊼‫ݠ‬佭␃݀ৌ䌘䞥ϡ䳔㽕ࠄԡˈ݀ৌᏤ᠋ֱᆚˈ݀ৌⱘ
㙵ϰП䯈ৃ䖒៤㞾⬅ण䆂ᑊফࠄ佭␃⊩䰶ⱘㅵ䕪 - 䖭ѯϢЁ೑‫ݙ‬ഄⱘ᥾
ᮑᅠܼⳌডǄ೼佭␃ˈ݀ৌ᭛ӊৃҹ⫼Ё᭛៪㣅᭛к‫ ˈݭ‬Ԛᰃ೼Ё೑‫ݙ‬
ഄˈ᭛ӊাৃҹ⫼Ё᭛к‫ݭ‬Ǆ
‫گ‬຦ณ຦‫ڦ‬຦ခ዆‫܈‬
᠔᳝佭␃݀ৌ䛑ѿ᳝Ԣ⿢⥛ঞ⿢乍ᇥⱘ⿢ࡵࠊᑺ˖佭␃݀ৌⱘ߽ᕫ
⿢ৃҹᰃ0%˄೼佭␃ҹ໪㒣㧹ঞ䖤԰᠔䌮পⱘ߽⍺ϡ䳔㽕Ѹ⿢˅ˈ៪ᰃ
16.5%˄೼佭␃㒣㧹ѻ⫳ⱘ߽⍺ˈህ䳔㽕㒇⿢˅˗佭␃≵᳝๲ؐ⿢˗䲛
Џ䳔㽕Ў↣ԡ䲛ਬ৥ᔎ⿃䞥䅵ߦկℒˈ᳔催կℒ䞥乱Ў↣Ҏ↣᳜130㕢
䞥Ǆℸ໪ˈ佭␃੠‫ݙ‬ഄѢ2006ᑈㅒ㕆њϔ乍ᴵ՟ҹ䙓‫ܡ‬ᇍ佭␃݀ৌঠ䞡
ᕕ⿢Ǆ
‫ݙ‬ഄ݀ৌ੠佭␃݀ৌ೼ㅒ䅶ড়㑺ᯊˈབᵰ䗝⫼佭␃⊩ᕟ԰Ў䗖⫼⊩
ᕟˈ佭␃⊩ᒁᇍ݊ѝ䆂ѿ᳝ㅵ䕪ᴗ –㾺⢃Ё೑‫ݙ‬ഄ⊩ᕟ՟໪Ǆ佭␃ⱘৌ
⊩ԧ㋏ҹ݀ᑇˈৃ乘⌟ᗻˈᓔᬒᗻЎॳ߭ˈ᠔ҹ䗝ᢽৌ⊩⣀ゟⱘ佭␃⊩
䰶៪ӆ㺕ᴎᵘ԰Ў㾷⊩㑴㒋ⱘᴎᵘˈᇍ໪䌘㗙ᴹ䇈ᰃ䴲ᐌ᳝߽ⱘǄ
2006ᑈˈ佭␃ϢЁ೑‫ݙ‬ഄজㅒ㕆њϔ乍⡍߿ᴵ՟ˈ⊼ᯢҞৢ佭␃⊩
䰶ⱘ߸‫އ‬೼Ё೑‫ݙ‬ഄгৠḋ⫳ᬜǄ䖭Ҹ佭␃ⱘӬ࢓᳈ࡴ䫺Ϟ⏏㢅Ǆ
䖬᳝ˈ⊩䰶߸‫އ‬кˈড়ৠ៪݀ৌ᭛ӊ䛑ৃҹ೼佭␃ࡴㅒ˄੠‫ݙ‬ഄⳌ
ড˅- ҹ֓೼೑໪Փ⫼Ǆ佭␃঺᳝Ё೑ྨᠬ݀䆕Ҏˈϧ䮼䋳䋷Ў‫ݙ‬ഄՓ⫼
ⱘ᭛ӊ䖯㸠݀䆕Ǆ
೼໻໮᭄ᚙ‫މ‬ϟˈ䗮䖛佭␃⬇䇋ϧ߽ҹֱᡸ㞾Ꮕⱘⶹ䆚ѻᴗ੠ᡔ
ᴃˈӮ↨Ⳉ᥹೼Ё೑‫ݙ‬ഄ⬇䇋᳈ࡴᅝܼৃ䴴Ǆ
᳝ѯᯊ‫ˈ׭‬佭␃݀ৌⱘ䲛ਬӮ㹿⌒ᕔЁ೑‫ݙ‬ഄᎹ԰Ǆ佭␃ⱘ䲛Է⊩
ᕟ䴲ᐌ♉⌏ব䗮ˈ㗠Ϩ↨䕗ֱᡸ䲛Џ˄੠⨲຿⊩ᕟϔḋ˅ǄЁ೑‫ݙ‬ഄⱘ
ଚϮㅒ䆕೼佭␃гᕜᆍᯧ⬇䇋ࠄǄ
ᕫ໽⣀८ⱘഄ⧚ԡ㕂ˈᙴЙग़৆ⱘ⊩ᕟࠊᑺˈ⣀ゟⱘৌ⊩ᴎᵘˈ䅽
佭␃៤ЎњϔϾ᳝ᬜⱘ䎼೑ଚϮ䌌ᯧⱘᑇৄˈᶊᵘ೼㒣⌢๲䭓䗳ᑺ৆᮴
ࠡ՟ⱘЁ೑੠佭␃П䯈Ǆ೼ϟϔϪ㑾থሩ᳔ᖿⱘЁ೑ˈ佭␃៤ЎϔϾৃ
ҹᦤկߎ㡆ⱘ⊩ᕟˈ⿢ᬊ੠݀ৌ᳡ࡵⱘଚϮЁᖗජᏖǄ
C o v e r
S t o r y
‫ ހ‬௬ ࠤ ๚
From Marx to Market
Private ownership: The real source of China's economic miracle
By Yasheng Huang, Associate Professor MIT Sloan School of Management
RECEIVED WISDOM.
Is the country’s economic
miracle a triumph of
technocracy?
Lagra Database
any think China has discovered its own road to
prosperity, dependent largely on state financing
and control. They are quite wrong.
The credibility of American-style capitalism was
among the earliest victims of the global financial crisis. With
Lehman Brothers barely in its grave, pundits the world over
rushed to perform the last rites for US economic ideals, including limited government, minimal regulation, and the freemarket allocation of credit. In contemplating alternatives to the
fallen American model, some looked to China, where markets
are tightly regulated and financial institutions controlled by
the state. In the aftermath of Wall Street’s meltdown, fretted
M
20
Francis Fukuyama in Newsweek, China’s brand of state-led
capitalism is “looking more and more attractive.” Washington
Post columnist David Ignatius hailed the global advent of a
Confucian-inspired “new interventionism”; invoking Richard
Nixon’s backhanded tribute to John Maynard Keynes, Ignatius
declared, “We are all Chinese now.”
Triumph of technocracy?
But before proclaiming the dawn of a new Chinese Century,
leaders and executives around the world would do well to
reconsider the origins of China’s dynamism. The received
wisdom on the country’s economic miracle - it was a triumph
‫ ހ‬௬ ࠤ ๚
of technocracy, in which the Communist Party engineered a
gradual transition to the market by relying on state-controlled
businesses - gets all the important details wrong. This standard
account holds that entrepreneurship, private-property rights,
¿nancial liberalization, and political reform played only a small
role. Yet my research, based on a detailed analysis of the
Chinese government’s survey data and government documents
at the central and local levels, indicates that property rights and
private entrepreneurship provided the dominant stimulus for
high growth and lower levels of poverty.
We often read that gradualism was the key to China’s
successful transition from Marx to the market; many accounts
laud Beijing for eschewing Russian-style shock therapy in
favor of a more pragmatic approach that created a hospitable
business environment and allowed private companies to
grow organically. This narrative suggests China’s economy
grew progressively more liberal and market-oriented through
reforms that were introduced on a small scale in the 1980s and
gathered momentum in the later half of the ’90s. Not so. What
actually happened is that early local experiments with ¿nancial
liberalization and private ownership, in the 1980s, generated
an initial burst of rural entrepreneurialism. Those earlier gains
- not the massive state-led infrastructure investments and
urbanization drive of the 1990s - laid the true foundation for the
Chinese miracle.
Better social outcomes
Although many experts contrast China’s grand infrastructure
projects and gleaming factories built using foreign money
with India’s dilapidated highways and paltry foreign-directinvestment flows, this point of view overstates the contribution
of public spending and foreign investment to China’s growth.
Neither of these forces assumed huge proportions in China until
the late 1990s - long after relaxed financial controls and rural
entrepreneurship prompted the initial growth surge, during the
1980s.
In that decade, China’s economy grew more rapidly than
it did in the 1990s and brought better social outcomes: poverty
declined, the gap between rich and poor narrowed, and labor’s
share of GDP - a measure of the way average people bene¿t
from economic growth - rose substantially. From 1978 to 1988,
the number of rural people living below China’s poverty line
fell by more than 150 million. In the 1990s, their number fell by
only 60 million, despite almost double-digit increases in GDP
growth and massive infrastructural construction. What’s more,
in the 1980s China’s growth was driven far less than it is today
by investments as opposed to consumption. In other words,
entrepreneurial capitalism, unlike state-led capitalism, not
only generated growth but also dispersed its benefits widely.
Entrepreneurialism was virtuous as well as vibrant.
Big cities like Beijing, Shanghai, and Shenzhen are routinely
extolled in the Western press as vibrant growth centers. China’s
rural areas, if mentioned at all, typically ¿gure as impoverished
backwaters. But a close analysis of the economic data reveals
that these breathless descriptions of China’s modern city
skylines have it exactly backward: in fact, the economy was
most dynamic in rural China, while heavy-handed government
intervention has stiÀed entrepreneurialism and ownership in the
urban centers.
C o v e r
S t o r y
The significance of this last point is impossible to overstate. Indeed, much of the history of Chinese capitalism can
be characterized as a struggle between two Chinas: the
entrepreneurial, market-driven countryside versus the state-led
cities. Whenever and wherever rural China has the upper hand,
Chinese capitalism is entrepreneurial, politically independent,
and vibrantly competitive. Whenever and wherever urban
China dominates, Chinese capitalism tends toward political
dependency and state centricity.
Impressive Wenzhou
Shanghai is the most visible symbol of China’s urban
development. Its modern skyscrapers, foreign luxury boutiques,
and top-ranking GDP per capita make it China’s model city - a
glittering testament to the success of state-led capitalism. Or is
it? By more meaningful measures of economic achievement,
Shanghai’s rise is far less impressive than that of Wenzhou, an
enclave of entrepreneurial capitalism a few hundred miles to the
south, in Zhejiang province. In the early 1980s, Wenzhou was
known for little more than its struggling farmers. Of ¿ve million
inhabitants, fewer than 10 percent were classified as urban.
Today, Wenzhou is China’s most dynamic municipality, teeming
with businesses that dominate European garment markets. By
contrast, Shanghai, once home to China’s earliest industrialists,
is now oddly bereft of native entrepreneurs.
Wenzhou’s transformation resulted almost entirely from
free-market policies. As early as 1982, officials there were
experimenting with private lending, liberalized interest rates,
cross-regional competition by savings and loans organizations,
and lending to private-sector companies. The Wenzhou
government also worked to protect the property rights of private
entrepreneurs and to make the municipality friendly to business
in many other ways.
Does indigenous entrepreneurship make a difference for
human welfare? Abundantly. In GDP per capita, Shanghai is
almost twice as rich as Zhejiang, where Wenzhou is located
(detailed data on Wenzhou are harder to get). But if the
measure is household income - the actual spending power of
average residents - the two regions are equally prosperous. In
2006, a typical Shanghai resident earned a household income
13 percent higher than that of a typical Zhejiang resident,
but in Shanghai the level of unearned income (for example,
government bene¿ts) was almost twice as high as in Zhejiang.
Earned income was about the same for average residents of
the two places. On average, Shanghai residents earned 44
percent less than their counterparts in Zhejiang from operating
businesses and 34 percent less from owning assets. The
implication: state-led capitalism may lift urban skylines and
GDP statistics but not actual living standards.
Zhejiang versus Jiangsu province
The contrast is clearer still if you examine the economic
pro¿les of Zhejiang province and its northern neighbor Jiangsu
province. The two make for a near-perfect comparison. Their
geographic conditions are almost identical: both are coastal,
with Jiangsu to the north of Shanghai and Zhejiang to the south.
They also have similar business histories: both contributed
significantly to the ranks of industrialists and entrepreneurs
in prerevolutionary Shanghai. During the postreform years,
21
C o v e r
S t o r y
‫ ހ‬௬ ࠤ ๚
however, Jiangsu courted foreign investment and benefitted
signi¿cantly from public-works spending; Zhejiang did not. The
results of that difference are startling.
Jiangsu was richer than Zhejiang 20 years ago, but today
it is poorer, lagging behind in every significant measure of
economic and social welfare. On average, Zhejiang’s residents
earn signi¿cantly more from assets than their northern neighbors
do, live in larger houses, and are far more likely to own phones,
computers, color televisions, cameras, or cars. They also
enjoy lower rates of infant mortality, a longer life expectancy,
and higher literacy. Notably, income inequality is far lower in
Zhejiang than in Jiangsu. How to account for Zhejiang’s greater
prosperity? The most compelling explanation is that in Jiangsu,
the authorities meddled in the economy and discriminated
against local businesses in favor of foreign capital. Officials
in Zhejiang granted free rein to indigenous entrepreneurs,
allowing them to build larger, more dynamic local supply chains.
Experts got growth story wrong
The real mystery of China’s miracle isn’t how the economy
grew, but how Western experts got the growth story so wrong.
One answer is that outsiders misunderstood the nature of
one of China’s most basic economic institutions: township
and village enterprises, which some of the West’s best-known
economists have celebrated as the epitome of capitalism
with Chinese characteristics - innovative hybrid entities that
achieved high growth despite government control. Nobel
laureate Joseph Stiglitz, for example, extolled them for offering
an ingenious solution to a problem common to economies
in transition from socialism to capitalism: asset-stripping by
private investors1. These enterprises, he argues, are a form of
public ownership that prevents plundering while achieving the
ef¿ciency of private-sector companies.
In short, Western economists have often assumed township and village governments own these enterprises. As
recently as 2005, Douglass North, another Nobel winner,
stated in the Wall Street Journal that they “hardly resembled
the standard firm of economics.”2 But the evidence suggests
otherwise. A policy document issued by the State Council on
March 1, 1984, includes the ¿rst of¿cial Chinese reference to
township and village enterprises. It de¿ned them as “enterprises
sponsored by townships and villages, the alliance enterprises
formed by peasants, other alliance enterprises, and individual
enterprises.” The term “enterprises sponsored by townships
and villages” referred to the collective undertakings townships
and villages own and run. All the other entities mentioned in the
policy document were private businesses: single proprietorships
or larger private companies with a number of shareholders precisely “the standard ¿rm of economics.” Of¿cial usage of the
term “township and village enterprise” has been remarkably
consistent: it always includes private businesses as well as
those sponsored by governments.
of these enterprises. During the years from 1985 to 2002, the
number of collectively owned ones peaked in 1986 at 1.73
million entities, while the number of private ones soared to more
than 20 million, from about 10.5 million. In other words, the
increase in the number of these enterprises during the reform
era was due entirely to the private sector. By 1990, within the
¿rst decade of reform, such private businesses accounted for
50 percent of total employment in town and village enterprises
and claimed 58 percent of their after-tax pro¿ts.
Confusion about the real origins of Chinese growth has
clouded foreign perceptions of the emergence of Chinese
companies in the international marketplace as well. It is
often said China heralds a new business model for global
competition, in which state ownership and the judicious use
of government financial controls combine to create a unique
source of competitiveness. The computer maker Lenovo is
often touted as a product of China’s unconventional business
environment.
But Lenovo owes much of its success to its ability, early
on, to establish legal domicile and raise capital in Hong Kong,
arguably the world’s most freewheeling market economy.
Lenovo got its initial financing from the Chinese Academy of
Sciences, in 1984, but thereafter secured all of its significant
investment from Hong Kong.3 In 1988, the company received
HK $900,000 (US $116,000) from the Hong Kong–based
company China Technology to invest in a joint venture that
would enable Lenovo to claim the city as its legal domicile. In
1993, Hong Kong Lenovo went public on the Hong Kong Stock
Exchange in a US $12 million IPO. Lenovo is a success story
of Hong Kong’s market-based ¿nancial and legal system, not of
China’s state-controlled ¿nancial system.
As China absorbs the lessons of the Wall Street debacle
and prepares itself for a global economic slowdown, the worst
thing the country could do would be to embrace the notion that
it has discovered a new development formula more effective
than free markets. The real lesson of China’s economic miracle
is that it was actually remarkably conventional - based on
private ownership and free-market ¿nance. China’s experience
offers the world a timely reminder that reforms designed to
encourage these forces really work.
Yasheng Huang
is an associate professor at the MIT Sloan School of Management, teaches political economy and founded and runs MIT’s
China and India Labs, which aim to help local entrepreneurs
improve their managerial skills. This essay is adapted from his
book Capitalism with Chinese Characteristics: Entrepreneurship
and the State. www.mckinseyquarterly.com
Notes:
1. Joseph Stiglitz,“The transition from communism to market: A reappraisal after
New formula better than free markets
Western economists erred because they assumed the term
referred to ownership. But Chinese officials understood it in
the geographic sense - businesses located in townships and
villages. The records of China’s Ministry of Agriculture attest
that privately owned and run entities dominated the total pool
22
15 years,” European Bank for Reconstruction and Development Annual Meet
ing, London, 2006.
2. Douglass C. North,“The Chinese menu (for development),”Wall Street Journal,
April 7, 2005.
3. Qiwen Lu, China’s Leap into the Information Age: Innovation and Organization
in the Computer Industry, New York: Oxford University Press, 2000.
‫ ހ‬௬ ࠤ ๚
C o v e r
S t o r y
ٗࠌׂዷᅭጽၠ๨‫ׇ‬ঢ়ष
ຳᆶ዆ǖዐࡔঢ়षആग‫ڦ‬ኈኟᇸආ
԰㗙˖咘Ѯ⫳
इ‫ݘ࠽ڥ‬ණ੗‫݆ੂڦ‬
Ё೑㒣⌢༛䗍ᰃᡔᴃ㒳⊏䆎ⱘ
㚰߽৫˛
Lagra Database
዁૶Ⴙ‫ܠ‬ဇ‫ݛ‬ঢ়षბॆ‫ۼ‬ණྺ,ዐࡔᅙঢ়ቴ‫ڟ‬କዷᄲᅈ੍
ࡔॆ֎አᇑ੦዆‫ݏڦ‬ඵኮୟă‫ڍ‬๟ǈ໱்‫ٱٷ‬༬‫ٱ‬କă
Ё೑㒣⌢থሩⱘ㞾⬅ᑺ੠Ꮦഎᇐ৥∈ᑇ䗤⏤ᦤ催ˈᑊ೼90ᑈҷৢᳳ⿃㪘
њথሩࡼ࡯ǄԚџᅲᑊ䴲བℸǄᅲ䰙থ⫳ⱘᚙ‫މ‬ᰃˈϞϪ㑾80ᑈҷ䖯㸠
㕢೑ᓣ䌘ᴀЏНⱘৃֵᗻᰃܼ⧗䞥㵡ॅᴎЁ᳔ᮽⱘ⡎⡆
કПϔǄ䱣ⴔ䳋᳐‫ܘ‬ᓳ䫊㸠ⱘ⸈ѻ‫צ‬䯁ˈܼϪ⬠ⱘᴗ࿕䆘䆎
ᆊϔぱ㳖ഄଅ㹄㕢೑㒣⌢⧚ᗉüü᳝䰤ᬓᑰǃ᳔ᇣ䰤ᑺⱘⲥㅵ੠ᇍֵ䌋
ⱘ㞾⬅Ꮦഎߚ䜡ㄝǄ೼㗗㰥ҹԩ⾡῵ᓣপҷ≵㨑ⱘ㕢೑῵ᓣᯊˈ᳝ѯҎ
ⱘ䞥㵡㞾⬅࣪੠⾕㧹ӕϮⱘᮽᳳഄᮍᗻ䆩偠ˈ‫⫳ڀ‬ње䬛ӕϮ᳔߱ⱘ㫀
ࢗথሩǄℷᰃ䖭ѯᮽᳳⱘᬊ㦋üü㗠ᑊ䴲೑ᆊЏᇐⱘ໻㾘῵෎⸔䆒ᮑᡩ
䌘੠90ᑈҷⱘජᏖ࣪üüЎЁ೑༛䗍༴ᅮњⳳℷⱘ෎⸔Ǆ
ᡞⳂ‫ܝ‬䕀৥њЁ೑Ǆ೼Ё೑ˈᏖഎফࠄϹḐⱘⲥㅵˈ㗠䞥㵡ᴎᵘ߭⬅೑
ᆊ᥻ࠊǄ೼㒣ग़њढᇨ㸫ⱘ⑗䋹ৢˈ⛺䑕ϡᅝⱘᓫᳫ㽓ᮃ•⽣ቅ೼ǉᮄ䯏
਼ߞǊ˄Newsweek˅Ϟ᪄᭛ᣛߎˈЁ೑ᓣⱘ೑ᆊ䌘ᴀЏНĀⳟ䍋ᴹ䍞
ᴹ䍞᳝਌ᓩ࡯њǄāǉढⲯ乓䚂᡹Ǌ˄Washington Post˅ⱘϧᷣ԰ᆊ
໻ि•ӞḐ‫ׂݙ‬ᮃЎ෎ѢᄨᄤᗱᛇⱘĀᮄᑆ乘ЏНā೼ܼ⧗ⱘߎ⦄㗠催ໄ
⃶੐˗ӞḐ‫ׂݙ‬ᮃᓩ⫼⧚ᶹᖋ•ሐ‫ܟ‬ᵒ䯈᥹⿄乖㒣⌢ᄺᆊ߃ᘽᮃ˄John
߸ࡻ‫ڦ‬มࣷ‫ࡕׯ‬
⫮
ሑㅵ᳝䆌໮ϧᆊᇚЁ೑ᅣ໻ⱘ෎⸔䆒ᮑ乍Ⳃ੠߽⫼໪೑䌘䞥ᓎ䆒ⱘ
ጁᮄᎹॖϢॄᑺ⸈䋹ϡ෾ⱘ݀䏃੠ᖂϡ䎇䘧ⱘ໪೑Ⳉ᥹ᡩ䌘⌕䖯㸠↨䕗ˈ
Ԛ䖭⾡㾖⚍༌໻њ݀݅ᓔᬃ੠໪೑ᡩ䌘ᇍЁ೑থሩⱘ䋵⤂ǄⳈࠄϞϪ㑾
90ᑈҷৢᳳҹࠡˈ䖭ϸ⾡಴㋴೼Ё೑ⱘᕅડ࡯᠔ऴ↨䞡䛑ϡ໻üüᅗӀ
Maynard Keynes˅ⱘ䆱䇈˖Ā⦄೼៥Ӏ䛑Ё೑࣪њǄā
ⱘߎ⦄↨80ᑈҷᆑᵒⱘ䞥㵡᥻ࠊ੠᳔߱ⱘе䬛ӕϮথሩ໻╂㽕ᰮᕫ໮Ǆ
೼ϞϪ㑾80ᑈҷˈЁ೑㒣⌢ⱘথሩ㽕↨90ᑈҷᖿᕫ໮ˈᑊϨѻ⫳њ
᳈དⱘ⼒ӮᬜⲞ˖䋿ೄҎষϟ䰡ˈ䋿ᆠᏂ䎱㓽ᇣˈ㗠Ϩࢇࡼ࡯೼GDPЁ
रຍཥዎஃ‫ڦ‬฼૧
᠔ऴӑ乱üü㸵䞣Ң㒣⌢থሩЁҎഛ㦋Ⲟⱘᣛᷛüüᰒ㨫ϞछǄҢ1978
Ԛᰃˈ೼ᅷᏗᮄⱘЁ೑Ϫ㑾ⱘᲭ‫ࠄܝ‬ᴹПࠡˈܼ⧗ⱘ乚ᇐҎ੠催ㅵ
Ӏ䳔㽕དད‫ݡ‬ᛇϔᛇˈЁ೑⌏࡯ⱘ⑤⊝ࠄᑩᰃҔМǄ䇈ࠄЁ೑㒣⌢༛䗍
ѻ⫳ⱘॳ಴ˈ㦋ᕫᑓ⊯䅸ৃⱘⳟ⊩üü䙷ᰃϧᆊ⊏೑䆎ⱘ㚰߽ˈ݅ѻ‫ܮ‬
ձ䴴೑ᆊ᥻ࠊⱘӕϮᅲ⦄њ৥Ꮦഎ㒣⌢ⱘ䗤ℹ䕀ൟüüҢ৘Ͼ䞡㽕ᮍ䴶
ᴹ䆆䛑䫭њǄ䖭⾡ᷛ‫⊩ⳟⱘޚ‬䅸ЎˈӕϮᆊ㊒⼲ǃ⾕᳝䋶ѻᴗǃ䞥㵡㞾
⬅࣪੠ᬓ⊏ᬍ䴽ᇍЁ೑ⱘ㒣⌢༛䗍াথ᣹њᕜᇣⱘ԰⫼ǄԚᰃˈ෎Ѣᇍ
Ё೑ᬓᑰⱘ䇗ᶹ᭄᥂੠Ё༂ঞഄᮍᬓᑰ᭛ӊⱘ䆺㒚ߚᵤˈ៥ⱘⷨお㒧䆎
ᰃˈ䋶ѻᴗ੠⾕㧹ӕϮᰃ催䗳๲䭓੠䋿ೄ∈ᑇ䰡Ԣ᳔Џ㽕ⱘ▔ࢅ಴㋴Ǆ
៥Ӏ㒣ᐌ䇏ࠄ䖭ḋⱘ᭛ゴˈ䅸Ў⏤䖯ЏНᰃЁ೑៤ࡳഄҢ偀‫ܟ‬ᗱЏ
Н䕀ൟࠄᏖഎ㒣⌢ⱘ݇䬂಴㋴˗䆌໮᭛ゴ⿄䌲࣫Ҁᨦᓗњ֘㔫ᮃᓣⱘӥ
‫ˈ⊩⭫ܟ‬䞛⫼᳈ࡴࡵᅲⱘᮍ⊩ˈ߯ᓎњ㡃དⱘଚϮ⦃๗ˈ䅽⾕㧹ӕϮ᳝
ᴎഄথሩǄ䖭⾡㾖⚍䅸Ўˈ䗮䖛೼ϞϪ㑾80ᑈҷ佪‫ܜ‬䖯㸠ᇣ㣗ೈᬍ䴽ˈ
ᑈࠄ1988ᑈˈ⫳⌏∈ᑇԢѢЁ೑䋿ೄ㒓ⱘ‫ݰ‬ᴥҎষ‫ޣ‬ᇥњ1.5ғҹϞǄ㗠
೼90ᑈҷˈሑㅵGDP޴Т䛑䖒ࠄњϸԡ᭄๲䭓ˈᑊϨᅲᮑњ໻㾘῵ⱘ෎
⸔䆒ᮑᓎ䆒ˈԚ䋿ೄҎষ᭄䞣ैাϟ䰡њ6,000ϛǄℸ໪ˈ೼80ᑈҷˈЁ
೑㒣⌢๲䭓Џ㽕䴴ᡩ䌘㗠ϡᰃ⍜䌍偅ࡼⱘ⿟ᑺ䖰ϡ‫ڣ‬Ҟ໽䖭ḋϹ䞡Ǆ
ᤶহ䆱䇈ˈӕϮ䌘ᴀЏНϢ೑ᆊ䌘ᴀЏНϡৠˈᅗϡҙᏺᴹ
њ๲䭓ˈ㗠Ϩ䖬ᇍ๲䭓᠔ᏺᴹⱘ߽Ⲟ䖯㸠њᑓ⊯ⱘߚ䜡ǄӕϮЏН
˄Entrepreneurialism˅᮶‫ܙ‬⒵⌏࡯ˈজヺড়⼒Ӯ䘧ᖋǄ
㽓ᮍၦԧᘏ⠅ᡞ‫࣫ڣ‬ҀǃϞ⍋੠⏅ഇ䖭ḋⱘ໻ජᏖ⿄乖Ў⫳ᴎࢗ
ࢗⱘথሩЁᖗ˄㾕೒㸼˅Ǆ㗠Ё೑ⱘ‫ݰ‬ᴥഄऎˈेՓ㹿ᦤࠄˈг䗮ᐌ
㹿ᔶᆍЎ䋿ೄⱘかе‫ຸۏ‬ǄԚᰃˈা㽕ᇍ㒣⌢᭄᥂䖯㸠Ҩ㒚ߚᵤˈህӮ
থ⦄ˈᇍЁ೑⦄ҷ࣪ජᏖ催ὐ໻ॺⱘ䖭ѯҸҎ䳛᪐ⱘᦣ䗄ᅠܼᰃϔ⾡䇃
ᇐ˖џᅲϞˈЁ೑ⱘ‫ݰ‬ᴥᠡ‫݋‬᳔᳝໻ⱘ㒣⌢⌏࡯ˈ㗠ᬓᑰⱘᔎ࢓ᑆ乘Ꮖ
23
C o v e r
S t o r y
‫ ހ‬௬ ࠤ ๚
㒣てᙃњЁᖗජᏖⱘӕϮᆊ㊒⼲੠᠔᳝ᴗǄ
ৢϔ⾡㾖⚍ⱘ䞡㽕ᗻ᮴䆎ᗢḋᔎ䇗䛑ϡ䖛ߚǄЁ೑䌘ᴀЏНⱘথሩ
ग़৆џᅲϞ໻䚼ߚ䛑ৃҹ㹿ᦣ䗄ЎϸϾЁ೑ⱘ᭫ѝ˖⬅Ꮦഎ᥼ࡼⱘǃᆠ
᳝ӕϮᆊ㊒⼲ⱘ‫ݰ‬ᴥϢ⬅೑ᆊЏᇐⱘජᏖП䯈ⱘ᭫ѝǄ᮴䆎ԩᯊԩഄˈ
া㽕Ё೑‫ݰ‬ᴥऴ᥂Ӭ࢓ഄԡˈЁ೑ⱘ䌘ᴀЏНህᰃӕϮᓣⱘǃ⣀ゟѢᬓ
⊏ⱘˈᑊϨᰃ‫ܙ‬⒵ゲѝ⌏࡯ⱘǄ᮴䆎ԩᯊԩഄˈা㽕Ё೑ජᏖऴ᥂Џᇐ
ഄԡˈЁ೑ⱘ䌘ᴀЏНህӮᳱⴔձ䌪Ѣᬓ⊏੠೑ᆊ䲚ᴗⱘᮍ৥থሩǄ
ସටᆇၡศਗ਼‫ڦ‬࿒ዝ
Ϟ⍋ᰃЁ೑ජᏖথሩ᳔ᰒ㨫ⱘ䈵ᕕˈ݊⦄ҷ࣪ⱘᨽ໽໻ὐǃ໪೑༶
՜કଚᑫ੠ܼ೑᳔催ⱘҎഛGDPՓ݊៤ЎЁ೑ⱘ῵㣗ජᏖüüϔϾ೑ᆊ
䌘ᴀЏН㦋ᕫ៤ࡳⱘ᳔ད՟䆕Ǆџᅲᵰⳳབℸ৫˛䞛⫼᳈‫݋‬᳝ᅲ䰙ᛣН
ⱘ㒣⌢៤ህᣛᷛᴹ㸵䞣ˈϞ⍋ⱘথሩ䖰ϡঞ⏽ᎲǄ⏽ᎲᰃԡѢϞ⍋फ䖍
᭄ⱒ㣅䞠ҹ໪ϔϾ⌭∳ⳕⱘජᏖˈ䖭䞠ᰃӕϮ䌘ᴀЏНⱘϔ⠛ФೳǄϞ
Ϫ㑾80ᑈҷ߱ᳳˈՓ⏽Ꮂ䯏ৡѢϪⱘҙҙᰃᅗ䙷ࢸࢇⱘ‫⇥ݰ‬Ǆᔧᯊˈ೼
⏽Ꮂⱘ500ϛሙ⇥ЁˈජᏖҎষ䖬ϡࠄ10%ǄབҞˈ⏽ᎲᰃЁ೑᳔‫࡯⌏݋‬
ⱘජᏖˈ᭄݊䞣ӫ໮ⱘӕϮЏᆄⴔ⃻⌆ⱘ᳡㺙ᏖഎǄ㗠Ⳍ↨Пϟˈ᳒㒣
⣀߯ᗻⱘ㾷‫އ‬ᮍḜ1Ҫ䅸Ўˈ䖭ѯӕϮ᮶‫݋‬᳝᳝݀ࠊⱘᔶᓣˈৃҹ䙓‫ܡ‬㹿
ᥴ༎ˈৠᯊজ㛑ᅲ⦄⾕㧹ӕϮⱘ催ᬜ⥛Ǆ
ㅔ㗠㿔Пˈ㽓ᮍ㒣⌢ᄺᆊᐌᐌ䅸Ўе䬛ӕϮᔦе䬛ᬓᑰ᠔᳝Ǆህ೼
2005ᑈˈ঺ϔԡ䇎䋱ᇨ༪ᕫЏ䘧Ḑᢝᮃ•㔫ᮃ೼ǉढᇨ㸫᮹᡹ǊϞ᪄᭛
ᣛߎˈе䬛ӕϮĀϢ㒣⌢ᄺЁⱘᷛ‫ޚ‬ӕϮᕜᇥ᳝ⳌԐП໘ā 2ǄԚ᳝䆕᥂
㸼ᯢˈᚙ‫މ‬ᑊ䴲བℸǄ೼Ё೑೑ࡵ䰶1984ᑈ3᳜1᮹থᏗⱘϔӑᬓㄪᗻ᭛
ӊЁˈ㄀ϔ⃵ℷᓣᦤࠄње䬛ӕϮⱘৡ⿄Ǆ䆹᭛ӊᇚᅗӀᅮНЎĀ⬅е
䬛ЏࡲⱘӕϮǃ⬅‫⇥ݰ‬㒘៤ⱘ㘨ড়ӕϮǃ݊Ҫ㘨ড়ӕϮ੠ϾԧӕϮǄā
Ā⬅е䬛ЏࡲⱘӕϮāϔ䆡ᣛⱘᰃᔦе䬛᠔᳝ᑊㅵ⧚ⱘ䲚ԧӕϮǄ䆹ᬓ
ㄪ᭛ӊЁᦤࠄⱘ᠔᳝݊ҪӕϮഛЎ⾕㧹ӕϮ˖ϾҎ᠔᳝ⱘӕϮ៪᳝໮Ͼ
㙵ϰⱘ䕗໻ൟӕϮüü䛑ᰃϹḐᛣНϞⱘĀ㒣⌢ᄺЁⱘᷛ‫ޚ‬ӕϮāǄᅬ
ᮍᇍĀе䬛ӕϮāϔ䆡ⱘՓ⫼‫݋‬᳝䴲ᐌᰒ㨫ⱘϔ㟈ᗻ˖ᅗϔⳈᰃ᮶ࣙᣀ
⾕㧹ӕϮˈгࣙᣀᬓᑰЏࡲⱘӕϮǄ
ႎঢ়षఇ๕Բጲᆯ๨‫ࡻ߸ׇ‬
㽓ᮍ㒣⌢ᄺᆊП᠔ҹӮ⢃䫭䇃ˈᰃ಴ЎҪӀ䅸ᅮ䆹ৡ⿄⍝ঞࠄ᠔᳝
ࠊǄԚЁ೑ᅬᮍैҢഄ⧚৿НϞএ⧚㾷ᅗüüԡѢе䬛ⱘӕϮǄЁ೑‫ݰ‬Ϯ
བᵰⷨおϔϟ⌭∳ⳕϢ݊࣫䚼䖥䚏∳㢣ⳕⱘ㒣⌢⢊‫ˈމ‬䖭⾡ᇍ↨ህ
Ӯ᳈ࡴ⏙᱄Ǆ䖭ϸϾⳕӑৃҹ䖯㸠䖥Тᅠ㕢ⱘ↨䕗ǄᅗӀⱘഄ⧚ᴵӊᏂ
ϡ໮Ⳍৠ˖䛑ᰃ⊓⍋ⳕӑˈ∳㢣ԡѢϞ⍋࣫䴶ˈ㗠⌭∳ԡѢϞ⍋फ䴶Ǆ
ᅗӀ䖬ᢹ᳝ⳌԐⱘӕϮথሩग़৆˖䛑ᇍ㾷ᬒࠡϞ⍋ⱘᅲϮᆊ੠ӕϮᆊ䰊
䚼ⱘ䆄ᔩ䆕ᯢˈ⾕Ҏᢹ᳝ᑊㅵ⧚ⱘӕϮᅲԧ೼е䬛ӕϮЁऴ㒱໻䚼ߚǄ
೼1985ᑈࠄ2002ᑈᳳ䯈ˈ䲚ԧ᠔᳝ࠊӕϮⱘ᭄䞣Ѣ1986ᑈ䖒ࠄ乊ዄˈЎ
173ϛᆊˈ㗠⾕㧹ӕϮⱘ᭄䞣ै䖙⣯๲䭓ˈҢ໻㑺1050ϛᆊ๲ࡴࠄ䍙䖛
2,000ϛᆊǄᤶহ䆱䇈ˈ೼ᬍ䴽ᯊᳳˈе䬛ӕϮ᭄䞣ⱘ๲䭓ᅠܼᔦࡳѢ⾕
㧹ӕϮǄࠄ1990ᑈˈ೼ᬍ䴽ⱘ༈10ᑈЁˈℸ㉏⾕㧹ӕϮ䲛⫼ⱘࢇࡼ࡯᭄
䞣ऴࠄње䬛ӕϮ䲛⫼ࢇࡼ࡯ᘏ᭄ⱘ50%ˈ㗠⿢ৢ߽⍺߭ऴࠄњ58%Ǆ
ᇍЁ೑থሩⱘⳳℷ⑤⊝ⱘᗱᛇ⏋хг᧙хњ໪೑ҎᇍЁ೑ӕϮߎ⦄
೼೑䰙ᏖഎϞⱘ⧚㾷䅸ⶹǄҎӀᐌ䇈ˈЁ೑Ўܼ⧗ゲѝᏺᴹњᮄⱘӕϮ
῵ᓣˈ೑ᆊ᠔᳝ࠊϢᯢᱎⱘ䖤⫼ᬓᑰᇍ䞥㵡ⱘ᥻ࠊⳌ㒧ড়ˈ߯䗴њ⣀ϔ
᮴Ѡⱘゲѝ࡯⑤⊝Ǆ䅵ㅫᴎࠊ䗴ଚ㘨ᛇ݀ৌህ㒣ᐌ㹿䌲乖ЎЁ೑䴲Ӵ㒳
ଚϮ⦃๗ЁⱘϔϾᵄ԰Ǆ
Ԛᰃˈ㘨ᛇⱘ៤ࡳ໻䚼ߚ㽕ᔦࡳѢ݊ᮽᳳ֓೼佭␃⊼‫ݠ‬ᑊ೼佭␃ࢳ
䲚䌘ᴀⱘ㛑࡯ˈ㗠佭␃㹿䅸ЎᰃϪ⬠Ϟ᳔㞾⬅ⱘᏖഎ㒣⌢Ǆ1984ᑈˈ㘨
ᛇ݀ৌҢЁ೑⾥ᄺ䰶㦋ᕫњ㄀ϔヨਃࡼ䌘䞥ˈԚ݊ৢ᠔᳝䞡໻ᡩ䌘ⱘ䌘
䞥ഛᴹ㞾Ѣ佭␃3Ǆ1988ᑈˈ䆹݀ৌҢᘏ䚼ԡѢ佭␃ⱘЁ೑ᡔᴃ݀ৌ㦋ᕫ
њ90ϛ␃Ꮥ˄11.6ϛ㕢‫ⱘ˅ܗ‬ᡩ䌘ˈ៤ゟњড়䌘݀ৌˈՓ㘨ᛇ㛑໳ᇚ佭
␃԰Ў݊⊩ᅮⱘ݀ৌ᠔೼ഄǄ1993ᑈˈ佭␃㘨ᛇ݀ৌ೼佭␃䆕ࠌѸᯧ᠔
佪⃵݀ᓔϞᏖˈ䲚䌘1,200ϛ㕢‫ܗ‬Ǆ㘨ᛇ݀ৌᰃ佭␃෎ѢᏖഎⱘ䞥㵡Ϣ⊩
ᕟԧ㋏ⱘ៤ࡳᬙџˈ㗠ᑊ䴲Ё೑⬅೑ᆊ᥻ࠊⱘ䞥㵡ԧ㋏ⱘ៤ࡳḜ՟Ǆ
ᔧЁ೑೼≆পढᇨ㸫ዽ⑗ⱘᬭ䆁ˈᑊ‫ޚ‬໛ᑨᇍܼ⧗㒣⌢Ԣ䗋Пᯊˈ
ᅗৃ㛑‫ⱘخ‬᳔㊳㊩ⱘџᚙ㥿䖛Ѣএ᥹ফᅗᏆ㒣থ⦄њ↨㞾⬅Ꮦഎ᳈催ᬜ
ሖ‫ߎخ‬䖛䞡໻䋵⤂Ǆ✊㗠ˈ೼ᬍ䴽ҹৢⱘ㢹ᑆᑈ䞠ˈ∳㢣ⳕ਌ᓩњ໪೑
ᡩ䌘ᑊҢ݀݅ᓎ䆒Ꮉ⿟ᓔᬃЁফⲞ乛໮ˈ㗠⌭∳ⳕैϡ✊Ǆ䖭⾡Ꮒᓖѻ
⫳њҸҎৗ᚞ⱘ㒧ᵰǄ
ⱘথሩ῵ᓣⱘ䇈⊩ǄЁ೑㒣⌢༛䗍ⱘⳳℷ㒣偠݊ᅲ䴲ᐌӴ㒳üü෎Ѣ⾕
᳝ࠊ੠㞾⬅Ꮦഎ䞥㵡ǄЁ೑ⱘ㒣偠ЎܼϪ⬠ᦤկњ䴲ᐌঞᯊⱘᦤ⼎˖ᮼ
೼哧ࢅ䖭ѯ࡯䞣থሩⱘᬍ䴽ⱘ⹂༣ᬜǄ
ᰃЁ೑᳔ᮽⱘᅲϮᆊФುⱘϞ⍋ˈབҞैᕜᇥ⍠⦄ߎᴀೳӕϮᆊǄ
⏽Ꮂⱘ䕀ൟ޴Тᅠܼᰃ䴴㞾⬅Ꮦഎᬓㄪᴹᅲ⦄ⱘǄᮽ೼1982ᑈˈ
ᔧഄᅬਬህᓔྟ䆩㸠⇥䯈‫׳‬䌋ǃ㞾⬅߽⥛ǃᄬ䌋ℒᴎᵘⱘ䎼ഄऎゲѝˈ
ҹঞ৥⾕㧹ӕϮᦤկ䌋ℒㄝǄ⏽ᎲᏖᬓᑰ䖬໻࡯ֱᡸ⾕㧹ӕϮᆊⱘ䋶ѻ
ᴗˈᑊҢ݊Ҫ䇌໮ᮍ䴶ՓජᏖ᳈᳝߽ѢӕϮⱘথሩǄ
ᴀೳӕϮЎ⇥⫳⽣⼝ᏺᴹњҔМব࣪৫˛䴲ᐌ໮ǄᣝҎഛGDP䅵ˈ
Ϟ⍋޴Тᰃ⏽Ꮂ᠔೼ⱘ⌭∳ⳕⱘϸ‫˄ס‬䲒ҹ㦋ᕫ⏽ᎲҎഛGDPⱘ䆺㒚᭄
᥂˅ǄԚᰃˈབᵰ㸵䞣ᆊᒁᬊܹüüϔ㠀ሙ⇥ⱘᅲ䰙ⱘᬃߎ㛑࡯üü䖭
ϸϾഄऎⱘ㐕㤷⿟ᑺህ᮫哧ⳌᔧњǄ2006ᑈˈϔϾ‫݌‬ൟϞ⍋ሙ⇥ⱘᆊᒁ
ᬊܹ↨ϔϾ‫݌‬ൟ⌭∳ሙ⇥ⱘᆊᒁᬊܹ催13%ˈԚϞ⍋ሙ⇥ⱘ䴲Ꮉ㭾ᬊܹ
∈ᑇ˄བᬓᑰ⽣߽˅ै޴Тᰃ⌭∳ሙ⇥ⱘϸ‫ס‬Ǆϸഄሙ⇥ⱘᑇഛࢇࡼᬊ
ܹ໻ԧⳌᔧǄᑇഛᴹⳟˈϞ⍋ሙ⇥Ң㒣㧹ӕϮЁ㦋ᕫⱘᬊܹ↨⌭∳ሙ⇥
Ԣ44%ˈ㗠Ң᠔ᢹ᳝ⱘ䌘ѻЁ㦋ᕫⱘᬊܹ߭㽕Ԣ34%Ǆ䖭ህᛣੇⴔ˖೑
ᆊ䌘ᴀЏНৃҹᦤ催ජᏖ催ὐ໻ॺⱘὐ催੠GDPⱘ㒳䅵᭄᥂ˈԚᑊ᳾ᦤ
छሙ⇥ⱘᅲ䰙⫳⌏∈ᑇǄ
ኅॿᇑॿ໋ঢ়षጒ઄Բড
20ᑈࠡˈ∳㢣ⳕ↨⌭∳ⳕ᳈ЎᆠᒊˈԚབҞै↨⌭∳かˈ೼↣ϔ乍
䞡㽕ⱘ㒣⌢੠⼒Ӯ⽣߽ᣛᷛϞ䛑㨑ৢѢ⌭∳Ǆᑇഛᴹⳟˈ⌭∳ሙ⇥ⱘ䌘
ѻᗻᬊܹ㽕໻໻催Ѣ݊࣫ᮍ䚏ⳕⱘሙ⇥ˈҪӀሙԣⱘ᠓ᄤ᳈໻ˈᢹ᳝⬉
ፕኁ०঻
䆱ǃ䅵ㅫᴎǃᔽ⬉ǃⳌᴎ៪≑䔺ⱘ↨՟᳈催Ǆ⌭∳ⱘ၈‫⅏ܓ‬ѵ⥛᳈Ԣˈ
⌭∳Ҏⱘᑇഛ乘ᳳᇓੑ᳈䭓ˈ䆚ᄫ⥛г᳈催Ǆؐᕫ⊼ᛣⱘᰃˈ⌭∳ⱘᬊ
ܹϡᑇㄝ⿟ᑺг䖰䖰ԢѢ∳㢣Ǆᑨ䆹བԩ㾷䞞⌭∳᳈㚰ϔㅍⱘ㐕㤷ਸ਼˛
咘Ѯ⫳ˈ咏ⳕ⧚Ꮉᄺ䰶Sloanㅵ⧚ᄺ䰶ࡃᬭᥜˈҢџᬓ⊏㒣⌢ᄺⱘᬭ
ᄺᎹ԰ˈ߯ᓎᑊㅵ⧚咏ⳕ⧚Ꮉᄺ䰶ⱘЁ೑੠ॄᑺᅲ偠ᅸˈ䆹ᅲ偠ᅸᮼ
೼ᐂࡽᴀೳӕϮᆊᦤ催ㅵ⧚ᡔ㛑Ǆᴀ᭛ᨬ㞾݊ǉ‫݋‬᳝Ё೑⡍㡆ⱘ䌘ᴀ
᳔ҸҎֵ᳡ⱘ㾷䞞ᰃˈ೼∳㢣ˈᬓᑰᇍ㒣⌢ᑆ乘䖛໮ˈ℻㾚ᴀഄӕϮ㗠
䴦ⴤ໪೑䌘ᴀ˗㗠⌭∳ⱘᅬਬ߭䅽ᴀೳӕϮᆊᢹ᳝㞾⬅ᬃ䜡ᴗˈ‫ܕ‬䆌Ҫ
ЏН˖ӕϮ㊒⼲Ϣ೑ᆊǊ(Capitalism with Chinese Characteristics:
Entrepreneurship and the State)ϔкǄ
Ӏᵘᓎ᳈໻ǃ᳈ᆠ᳝⌏࡯ⱘᴀഄկᑨ䫒Ǆ
⊼䞞˖
ဇ‫ݛ‬ጆॆ૙঴‫ٱ‬ဃ
1. 㑺⨳໿•ᮃ㩖Ḑ䞠‫(ݍ‬Joseph Stiglitz): “The transition from communism to market:
Ё೑㒣⌢༛䗍ⱘⳳℷ䲒㾷П໘ᑊϡᰃ݊㒣⌢བԩথሩˈ㗠ᰃ㽓ᮍϧ
ᆊЎԩᇍ݊থሩग़⿟ⱘ⧚㾷䫭䇃ⱒߎǄϔϾॳ಴ᰃˈ䖭ѯ໪ᴹᮕ㾖㗙䇃
㾷њᵘ៤Ё೑㒣⌢ԧ㋏᳔෎ᴀⱘ‫ܗ‬㋴Пϔüüе䬛ӕϮüüⱘᗻ䋼Ǆϔ
A reappraisal after 15 years”, ⃻⌆໡݈ᓔথ䫊㸠ᑈӮˈӺᬺˈ2006ᑈǄ
ѯ㽓ᮍ᳔ⶹৡⱘ㒣⌢ᄺᆊᇚе䬛ӕϮ⿄Ў‫݋‬᳝Ё೑⡍㡆üü‫݋‬᳝߯ᮄᛣ
Нⱘ⏋ড়ԧˈ೼ᬓᑰⱘ᥻ࠊϟᅲ⦄њ催䗳๲䭓üüⱘ䌘ᴀЏН䈵ᕕǄ՟
3. Qiwen Lu᠔㨫"China's Leap into the Information Age: Innovation and
Organization in the Computer Industry"ϔк, 㒑㑺˖⠯⋹໻ᄺߎ⠜⼒ˈ2000ᑈǄ
བˈ䇎䋱ᇨ༪ᕫЏ㑺⨳໿•ᮃ㩖Ḑ䞠‫ݍ‬ህ⿄䌲е䬛ӕϮЎҢ⼒ӮЏНࠄ䌘
ᴀЏН䕀ൟᯊ᳔ᐌ㾕ⱘ䯂乬üü⾕Ҏᡩ䌘㗙ⱘ䌘ѻ࠹⾏üüᦤկњ‫݋‬᳝
1992-2008Ǆᴀ᭛㒣呺㚃䫵݀ৌᥜᴗ䕀䕑Ǆ
24
2. 䘧Ḑᢝᮃ•㔫ᮃ˄Douglass C. North˅᠔㨫, "The Chinese menu (for
development)"ˈǉढᇨ㸫᮹᡹Ǌˈ2005ᑈ4᳜7᮹Ǆ
ॳ䕑Ѣ«呺㚃䫵ᄷߞ» (china.mckinseyquarterly.com)Ǆ⠜ᴗ᠔᳝ ©呺㚃䫵݀ৌ
ฆᄽঢ়षႎ࿕
CEO-Interview / CEO-ϧ䆓
“Entering the World
of Sound”
Bringing good to the people is his key motivation driver,
says Urs Eller of Phonak
Interview, Fabian Gull, Editor in Chief
Urs Eller:
SwissCham Shanghai CEO of
the Year 2009
16
th
SwissCham SHA
Congratulations Urs Eller, you have
been awarded as SwissCham CEO of
the Year 2009. How many Chinese are
currently wearing a Phonak hearing aid?
Thank you very much! Let me calculate it
quickly. About 100’000 persons.
How many years did it take you to get
this number?
Four years. To give you an idea of our
speed of growth: Back in 2004, Phonak
and Unitron - formerly a Canadian competitor bought by Phonak in 2000 - had
two independent sales agents in China
and together sold 2’500 units a year.
Before Phonak, you worked in com26
CEO Interview
ጺ֋‫ݡ‬༌୤
Mr. Urs Eller
CEO of Phonak
pletely different industries like sanitary
installations or telecom equipment
provider.
True. In China I worked for Geberit and
Daetwyler Cables, being responsible in
similar functions for start ups in the Chinese market. Today, I identify myself very
much with the med-tech industry and our
products in particular, because you bring
something good to people with hearing
impairment!
hearing impaired children. Some of them
are also born deaf. China has one of the
highest rates of hearing impaired children
in the world, caused by antibiotic treatments prescribed to women in the past
during pregnancy. These school visits are
always very touching, especially when
you see kids’ reactions when they ¿rst
get a hearing aid allowing them to enter
into a completely new world – the world
of sound!
How important is this industry identi¿cation for you?
Very important. Let me try to explain it
to you. I often go out for frontline visits
to deaf schools, which are schools for
How do these children react?
Some of them laugh, others start crying or are even scared at the beginning.
But this is just the ¿rst step. Now they
have to learn to speak! The goal of deaf
ฆᄽঢ়षႎ࿕
From left: Dominique Lauener (Swiss Centers
Shanghai), Urs Eller (Phonak), Christian
Guertler (SwissCham Shanghai), Walter Eglin
(PrimeAlloy), William Keller (Keller Consulting)
SwissCham SHA
schools and rehabilitation centres is to
reintegrate children in the normal education system. And here in China, with its
one child policy, parents have a strong
interest offering the best chances for
their kids’ education and professional
career. Being involved in all this and to
be able to substantially contribute to a
better life is something wonderful and for
me de¿nitely a key motivation driver!
What is the difference between Phonak
and Unitron products?
Basically there are four segments: basic,
economy, business and high-end. Phonak
focuses on middle to high-end products
whereas Unitron is our brand for the mass
market. Before Phonak acquired Unitron,
Phonak had few products in the basic and
economy segment. Meanwhile, R&D activities of both brands are coordinated and
synergies are used for new software and
hardware components. However, current
hearing aid generations represent highest technology in their endeavour to copy
the natural human hearing system to the
maximum possible.
How much is an average hearing aid?
Consumer prices range from RMB 1000
up to RMB 30’000.
How many units do you sell today?
We don’t disclose units and turnover
data by country. What I can tell you is our
annual growth rate. We’ve grown double
digit and have outpaced our competitors
over the course of the last four years.
Worldwide, the Sonova Group, which
embraces our activities in over 90 countries, sells more than one million hearing
aids annually and we are now number
one in the hearing industry.
Which is the most important segment?
I sell mainly basic and economy segment
products.
Are the middle and high-end segments becoming more important?
The high-end segment is becoming more
important, particularly for the paediatric
market for hearing impaired children.
Parents want to provide the best solution
for their kids and thus buy the best solution available. Hearing impaired adults
on the other hand go for the most economical solution.
Do you have any R&D activities in
China?
R&D centres are based at the location of
the 2 brand headquarters. In China, we
focus on manufacturing and domestic
sales.
Does a Chinese customer who buys
your cheapest product for RMB 1000
get any ¿nancial support or coverage?
I would be happy if there was such a cover! This would boost our sales signi¿cantly! But unfortunately - ¿rst and foremost
for the patients - there is no such cover.
There are occasionally government donations to deaf schools and donations to
the poor in remote areas. But the majority has to pay out of their own pockets.
The Chinese government has announced
comprehensive reformation of the health
care system and its implementation until
2020. It will be very interesting to observe
the impact for our industry in this respect.
How big is the market potential in
China?
As we know from global statistics, about
10-12% of the population is hearing
impaired. In China, it is even more. So
this would be at least 130 million people
– but the current market volume is only
half a million units a year! And from this
half a million units, a big share is very
cheap pocket hearing aids providing
simple ampli¿cation. These devices are
available for around RMB 150. Due to
the very limited advantages, we don’t sell
such devices.
In order to grow the business, creating more awareness is also essential.
Especially older people are not aware
that they actually can do something
about hearing impairments. The very low
penetration rate, together with the existing number of hearing impaired persons,
gives you an idea of the potential for our
industry in China.
Are Chinese competitors catching up?
Surprisingly, there is only one domestic
company - but we don’t really consider
them as competitors since they don’t
really move on in respect of innovation
and technology. The hurdle to enter our
industry is pretty high and requires much
knowledge in audiology, electronic science and software development. Basically our competitors in China are the same
as elsewhere in the world. Our industry is
dominated by six big players: Three from
Denmark, one is German, one is American, and Phonak from Switzerland.
What is your contribution to the group
turnover?
When you ask my boss, he will tell you
“still too little” (laughing). Overall, 8% of
the group turnover is generated in Asia.
Are you happy with the level of quality
at your production site?
Actually, very happy! I call it “Swiss Quality made in China!” Absolutely perfect!
Our workers – especially the women –
are very skilled in doing manual soldering
operations under the microscope. Eight
27
ฆᄽঢ়षႎ࿕
hours every day! This is tough work!
I don’t get to hear this a lot. How do
you manage “quality”?
It’s not that dif¿cult. I control and steer
quality and ef¿ciency via a monthly bonus system. Thirty percent of the salary
of blue collar workers is divided in two
parts – ef¿ciency and quality. With this,
you can maintain a very high level of
quality relatively easily. At the end of the
assembly process, we conduct two 100%
controls - meaning every unit is checked
twice. A fully automated function-test is
followed by a listening test. In addition,
the quality department does random
checks of production batches too.
Quality has been a key management
issue from the beginning; because when
we started producing in China some ¿ve
years ago, we could not afford having
different kinds of qualities – let’s say a
Chinese and a Swiss quality. Units produced in China are also sold internally to
my colleagues all over the world and you
can bet on that, they are very picky!
There is no difference at all?
There is one: Our quality is even higher
28
and we produce cheaper (laughing)! But
joking aside, my minimal requirement to
my people at the factory in Suzhou is the
Swiss quality level. Otherwise nobody
takes us seriously.
How would you describe your
management style?
Very open and direct. People around
me easily know when I am happy, but
also when I am not pleased. I praise and
criticize based on the tasks and results
achieved. It took my local employees a
while to cherish this style, but today they
like it very much, because of the much
higher ef¿ciency. The younger generation of Chinese are very keen to learn
and appreciate direct feedback. I am
highly motivated myself - and as a result
- I believe I am also a good motivator. I
handle my “business wallet” as carefully
as I handle my private wallet. And I don’t
change my mind too frequently. You have
to have a clear opinion of where you
want to go and how to get there. I would
describe myself as very pragmatic and a
fast decision maker. By becoming older I listen more to my inner voice, to my gut
feeling, which I can count on.
Straightforwardness can also create
tensions – particularly here in China.
Yes, you are absolutely right. When I
arrived in China some 12 years ago my
leadership style was a totally different
one. I had some set-backs and frustrating moments to overcome, adapting my
style to the one required to be successful.
In what regard?
I came over with this kind of European
“team work” approach which didn’t work
at all. Whenever I asked for team members’ opinions, I got no feedback, no
contribution. People were not ready. So I
had to go one step back putting policies
in place, give very precise instructions,
like what they have to do, up till when I
expect the results and control the results. This was not the style I liked, but
there was no other way at the beginning.
Slowly I brought in what I wanted to do
from the beginning - to develop our employees, to delegate responsibility and
to empower them accurately. Ultimately,
I always tried to create a good working
environment, creating a kind of family
feeling within the company.
ฆᄽঢ়षႎ࿕
“৊෇ำᅼ‫ڦ‬๘হ”
‫ރ‬૰ዐࡔጺ֋Urs Eller՗๖ሰ‫ޟ‬ට்๟໱‫ڦ‬ዷᄲ‫ۯ‬૰໯ሞ
䆓䇜ˈᮍᖙᅝˈᴀߞЏ㓪
Urs Eller:
Ϟ⍋⨲຿ଚӮ2009ᑈᑺCEO
SwissCham SHA
16
th
CEO Interview
ጺ֋‫ݡ‬༌୤
Mr. Urs Eller
CEO of Phonak
Urs Ellerံิǈࠁဠ౞‫ړ‬჋ྺፕྺዐࡔ෌๗ฆ
ࣷ2009౎‫܈‬ፌॅ๯ဝኴႜ࠳ǈ਍౞໯ኪǈణമ
ᆶ‫ܠ‬ณዐࡔටሞ๑ᆩ‫ރ‬૰‫ڦ‬ዺདยԢǛ
ⱘǄЁ೑ᰃϪ⬠Ϟ‫ܓ‬ス਀࡯䱰⹡⥛᳔催ⱘ೑ᆊ
Пϔˈॳ಴Џ㽕ᰃҹࠡཛཇ೼ᗔᄩᳳ䯈᳒᥹ফ
䖛ᡫ⫳㋴⊏⭫Ǆࠄ䖭ḋⱘᄺ᷵䆓䯂ᘏᰃᕜᛳҎ
਀ᡔᴃᏆ㒣ҷ㸼ҪӀࡾ࡯ᅲ⦄᳔໻ৃ㛑ⱘ໡ࠊ
Ҏ㉏໽⫳ⱘ਀㾝㋏㒳ⱘ᳔催∈ᑇǄ
䇶䇶ʽ䅽៥ᴹᖿ䗳ⱘ䅵ㅫϔϟǄ໻ὖ᳝10ϛҎǄ
ⱘˈᇸ݊ᰃᔧԴⳟࠄᄽᄤӀ㄀ϔ⃵䗮䖛ࡽ਀䆒
໛䖯ܹࠄϔϾܼᮄⱘϪ⬠üໄ䷇ⱘϪ⬠ᯊҪӀ
᠔԰ߎⱘডᑨʽ
ᅃ༫ዺདยԢ‫ڦ‬ೝ਩ॏ߭๟‫ܠ‬ณ఼Ǜ
ే்ᆩକ‫้׊ܠ‬क़֍‫ڟٳ‬କኄᅃຕጴ఼Ǜ
ే்‫ڦ‬ၨ๳ଉ๟‫఼ٷܠ‬Ǜ
ಯᑈⱘᯊ䯈Ǆ೼2004ᑈˈዄ࡯ҹঞӬ߽ᒋüᅗ
ᴹ㞾ࡴᣓ໻ˈ᳒㒣ᰃዄ࡯ⱘゲѝᇍ᠟ˈ2000
ᑈ㹿ዄ࡯ᬊ䌁ü೼Ё೑᳝ϸϾ⣀ゟⱘ䫔ଂҷ⧚
ଚˈܼᑈ݅䫔ଂ2500༫ࡽ਀䆒໛ˈ⬅ℸৃ㾕ዄ
ኄၵ࡚ጱᆶ๊஺ᄣ‫ݒڦ‬ᆌ఼Ǜ
࡯ⱘ๲䭓䗳ᑺǄ
Ӏᖙ乏ᄺд䇈䆱ʽ㘟Ҏᄺ᷵Ϣᒋ໡ЁᖗህᰃЎ
њՓ䖭ѯᄽᄤ䞡ᮄ㵡ܹℷᐌⱘᬭ㚆㋏㒳Ǆ㗠೼
⣀⫳ᄤཇᕜ໮ⱘЁ೑ˈ⠊↡ᇍѢ㒭ᄽᄤᦤկ᳔
‫ڍ‬๟ሞे෇‫ރ‬૰ኮമǈ౞໯ٗ๚‫ڦ‬๟ᇑ‫ރ‬૰ྜඇ
փཞႜᄽ‫߾ڦ‬ፕǈස࿐ิยԢࢅ‫ۉ‬႑ยԢႜᄽă
⍜䌍㗙䌁фⱘӋḐ೼1000‫ࠄܗ‬30,000‫ܗ‬П䯈Ǆ
᳝ⱘᄽᄤӮュˈ᳝ⱘᄽᄤӮુˈ⫮㟇᳝ⱘᄽᄤ
߮ᓔྟӮফࠄ᚞১ǄԚ䖭াᰃ㄀ϔℹˈ⦄೼Ҫ
↣Ͼ೑ᆊⱘ䫔ଂ䞣ঞ䫔ଂ乱䛑ᰃϡ㛑݀ᓔⱘˈ
៥ৃҹਞ䆝Դⱘᰃᑈ๲䭓⥛Ǆ៥Ӏⱘ๲䭓⥛೼
ϸԡ᭄ᑊϨ೼䖛এⱘಯᑈ䞠Ꮖ㒣䍙䖛њゲѝᇍ
᠟Ǆ೼Ϫ⬠㣗ೈ‫ˈݙ‬Sonova䲚ಶᢹ᳝៥Ӏ݀ৌ
೼90໮Ͼ೑ᆊⱘϮࡵˈ݊↣ᑈৃ䫔ଂ100໮ϛ
ৄࡽ਀䆒໛ˈ៥Ӏ㞾✊៤ЎϪ⬠ࡽ਀䆒໛㸠Ϯ
ⱘ啭༈㗕໻Ǆ
ᰃⱘǄ៥೼Ё೑᳒㒣Ўঢ়म࡯䲚ಶ੠⡍࿕ࢦ⬉
㓚䆒໛᳝䰤݀ৌᎹ԰ˈ䛑ᰃ䋳䋷೼Ё೑Ꮦഎⱘ
དⱘᬭ㚆ᴎӮ੠ህϮᴎӮ᳝ⴔᔎ⚜ⱘ݈䍷Ǆৃ
ҹখϢ݊ЁᑊЎҪҎ᳈དⱘ⫳⌏԰ߎᕜ໻䋵⤂
ᰃᕜ㕢཭ⱘџˈгᰃ៥ⱘЏ㽕ࡼ࡯᠔೼ʽ
ਃࡼᎹ԰Ǆ⦄೼ˈ៥᳈ؒ৥Ѣए⭫ᡔᴃ㸠Ϯˈ
ᇸ݊ᰃ៥Ӏⱘѻકˈ಴ЎᅗӀᐂࡽњ䙷ѯ᳝਀
‫ރ‬૰‫ׂڦ‬೗ᇑᆫ૧੃‫ׂڦ‬೗ᆶ๊஺փཞ఼Ǜ
࡯䱰⹡ⱘҎӀʽ
៥ӀⱘѻકЏ㽕᳝ಯ⾡˖෎ᴀൟǃ㒣⌢ൟǃଚ
ዐߛ‫ׂڦ܋‬೗ૌ႙๟‫ޏ‬Վ‫ڥ‬ሁઠሁዘᄲ఼Ǜ
催ッѻક㉏ൟবᕫ᳈䞡㽕њˈᇸ݊ᰃ䩜ᇍ᳝਀࡯
ኄ߲ႜᄽ‫ܔ‬ᇀేઠຫᆶ‫ܠ‬ዘᄲ఼?
ࡵൟ੠催ッѻકǄዄ࡯Џ㽕䩜ᇍЁ催ッѻકˈ
㗠Ӭ߽ᒋ䩜ᇍ໻ӫᏖഎǄ೼ዄ࡯ᬊ䌁Ӭ߽ᒋП
ࠡˈዄ࡯ᕜᇥ᳝෎ᴀൟ੠㒣⌢ൟⱘѻકǄ㗠⦄
䴲ᐌ䞡㽕Ǆ䅽៥ᴹЎԴ㾷䞞ϔϟǄ៥㒣ᐌӮࠄ
ϧЎ᳝਀࡯䱰⹡ⱘᄽᄤᓎゟⱘ㘟Ҏᄺ᷵䖯㸠ᅲ
ഄ䆓䯂ˈ䖭ѯᄽᄤЁ᳝ϔѯᰃ໽⫳ህ਀ϡ㾕
ፌዘᄲ‫ׂڦ‬೗ૌ႙๟๊஺Ǜ
៥Џ㽕䫔ଂ෎ᴀൟঞ㒣⌢ൟⱘѻકǄ
೼ˈ ϸϾક⠠ⱘⷨথᎹ԰ⳌѦण䇗ˈ೼ᮄⱘ䕃
ӊ੠⹀ӊ‫ܗ‬ӊϞ䛑ⳌѦ䜡ড়Ǆϡ䖛ˈⳂࠡⱘࡽ
䱰⹡ⱘ‫ܓ‬スᏖഎǄ⠊↡ᏠᳯЎᄽᄤᦤկ᳔དⱘ㾷
‫އ‬ᮍḜˈ಴㗠Ӯ䗝ᢽ⦄᳝ⱘ᳔དⱘ䆒໛Ǆ㗠‫݋‬᳝
਀࡯䱰⹡ⱘ៤Ҏ໻໮䗝ᢽ᳔㒣⌢ⱘѻકǄ
29
ฆᄽঢ়षႎ࿕
“Thrilled About
New Assignment”
Conversation with the new Swiss Ambassador to China, Blaise Godet
Interview, Nicolas Musy, Vice-Chairman SwissCham China, Chairman of the Editorial Board
Ambassador of Switzerland to
the People’s Republic of China:
Blaise Godet.
Blaise Godet
Mr. Ambassador, you have taken the
post in Beijing for a bit more than three
months now. Would you tell us about
your previous postings?
My career has been a mixed bag so far:
Middle East, Asia, multilateral diplomacy
and international law. I must say I am
very much thrilled about my new assignment!
The United Nations Embassy must
have been a very interesting experience due to the involvement with all
the other nations. How did you perceive the Chinese delegation in Geneva? Were there many occasions for
you to work with them?
China has been a key actor in the creation of the Human Rights Committee.
Both Switzerland and China insist on a
holistic approach with regard to human
rights: political and civil rights as well as
economical, social and cultural rights are
the two sides of a same coin. They do
not oppose but complement each other.
32
After experiencing Beijing for a few
months, do you ¿nd it very different
than what you imagined ? What struck
you most ?
What strikes the new comer here is the
dynamism of the Chinese society. We
certainly envy the growth rate of the
Chinese economy, although it has its
costs in terms of environment and social
protection. Swiss people, even the seasoned travellers, will always be amazed
by the size of the larger urban areas in
China. My whole country is as big - or as
small - as the City of Beijing!
In terms of Swiss-China relations, what
do you expect to be the most important activities for you during your stay
in China? Do you have any project that
you would hope to see ful¿lled?
I ¿rst would like to mention the recent
visit of Prime Minister Wen Jiabao to
Berne and Davos in January 2009, which
we consider an important milestone in
our bilateral relations. We also hope that
the year 2010, which will mark the 60th
anniversary of the establishing of diplomatic relations between the two States,
will also offer opportunities for contacts
at highest of¿cial level.
I shall also mention the participation of
my country in the Shanghai World Expo
next year and I can safely say that it is
our intention to make the Swiss Pavilion
one of its hallmarks. The construction
shall start soon.
Prime Minister Wen Jiabao opened the
Davos summit on Chinese New Year’s
day and was received by our President
and four Federal Councilors. In addition the visit of the Commerce Minister,
Chen Deming, accompanied by 120
people resulted in the signing of a new
investment protection agreement, the
promise to do a feasibility study on establishing a free-trade agreement and a
pledge to purchase Swiss products in
the amount of USD 300 mio. There are
rumors of more such Chinese “buying
ฆᄽঢ়षႎ࿕
trips” in Europe. Do you see a renewed
drive to intensify bilateral economic
relations?
As proclaimed by Prime Minister Wen
Jiabao on the opening day of the National People’s Congress, China has a policy
to favor the purchase abroad of goods
and equipment with high-tech value.
This is good news for Switzerland as we
precisely produce mostly high technology. It is also my impression that China
particularly appreciates Swiss production equipment and technology. Through
our machine industry we make it easier
for China to produce and export quality
consumer goods and spare parts.
In Davos, Wen Jiabao announced 8%
economic growth for China in 2009,
and the ¿gure has been reiterated
since. Do your recent contacts with
the Chinese leadership make you feel
optimistic that such performance can
be achieved?
It is dif¿cult for me to predict if the goal of 8%
growth in 2009 can be attained. It would
be because China avails itself of a very
large internal market which can, to a certain
extent, substitute for declining exports.
Considering that China is the only
major world economy to grow in 2009
and looking at the stimulus packages announced (over Euro 400 bio.)
do you think that China should be a
signi¿cant help to the Swiss export
industry during the recession?
China, including Hong-Kong, is nowadays the main Asian trading partner for
Switzerland and I am optimistic that in a
medium and long term perspective our
partnership will further expand.
On a personal note. If you could have
3 wishes ful¿lled in China what would
they be ?
I hope to travel around extensively in
China with a view to come to grip with
national development realities. I look
forward to that perspective. My second
wish, actually related to the ¿rst one, is
to improve my knowledge about Chinese
culture, history and language. I am currently working on it. Lastly, I would like to
see the two countries consolidating even
further their economical partnership and
concluding a free trade agreement to that
effect !
Blaise Godet
Blaise Godet was born in 1947 in
Neuchatel. He has a law degree from
the University of Neuchatel and is
quali¿ed as a lawyer. Mr. Blaise Godet
is married, has a daughter and a son
and two grand-children. He started his
professional career in one of the big
Swiss banks and entered the diplomatic
service in 1974:
1974 Joins the Swiss Foreign Affairs at
Headquarters in Berne
1975 South Africa
1976 Directorate of International Law at
Headquarters
1980 Saudi Arabia
1984 Permanent Mission to the United
Nations in New-York
1986 Directorate of International Law at
Headquarters
1993 Ambassador to Thailand, Laos,
Myanmar and Cambodia
1997 Ambassador to Egypt and Sudan,
and, starting 2000, to Eritrea
2001 Head of the Political Affairs Directorate at Headquarters
2004 Ambassador to the United Nations in Geneva
2008 Ambassador to China, Mongolia
and the Democratic People’s
Republic of Korea
33
ฆᄽঢ়षႎ࿕
Swiss Abroad Update / ⨲຿Ҏ೼೑໪
Health Insurance for
Swiss Nationals
The challenge to select the right cover
By Diego M. Rovelli, MSc.M and Managing Partner of Swiss Insurance & Financial Advisors (SIFA) GmbH, Zurich, Switzerland
BE READY.
To be taken ill in your
new host country can get
complicated.
Lagra Database
s outlined in our last article in The Bridge, for any person or family moving to a foreign country, a number of
important issues with regard to insurance must be taken into consideration. In The Bridge issue 17 we visited
the Swiss government sponsored programs, such as AHV/IV
(OASI/DI). In this article we focus on some important issues on
the selection of suitable health insurance cover.
When preparing for this article we got input from Santésuisse, the association of Swiss health insurers. We also contacted some of the leading health insurers in Switzerland and
reviewed health insurance plans from major international health
carriers.
A
34
When asking expatriates, what comes to their mind when
thinking about health insurance or getting ill in the new host
country, the following points were raised:
- Communication with doctor, nurses (language skills of both
medical staff and patient)
- Infrastructure of hospitals (e.g. modern MRI equipment)
- Quality standards of facilities
- Service mentality of hospital staff
- Money matters (e.g. deposit, refund of payments etc.)
- Professional liability issues, such as recourse to hospital in
case of medical malpractice.
ฆᄽঢ়षႎ࿕
We can not emphasize enough the importance of taking out
appropriate health insurance cover at an early age and before
the ¿rst signs of ill health manifest. Once a person is older than
55 and with health problems it gets dif¿cult – if not impossible to qualify for a decent cover.
+HDOWKLQVXUDQFHEHQH¿WVLQ6ZLW]HUODQG
Residents in Switzerland must sign up for the compulsory
cover and can choose among approx. 90 health insurers. The
mandatory part (KVG, which is governed by the Health Insurance Law) includes
- outpatient treatment (treatment by a qualified physician/
chiropractor)
- drugs with a doctor’s prescription (in compliance with the
drugs and specialities list)
- inpatient treatment (cost for physician, treatment and board in
one of the emergency hospitals on the cantonal hospital list.
Deductible and a franchise are applicable)
In the voluntary part (governed by the Private Insurance
Law) you can improve the cover by including a semi-private or
private ward (which means that you are treated by the professor) and/or you can include additional covers like free choice
of doctor/hospital, homeopathy, vaccinations etc. If you require
emergency treatment in a country that is not a member of the
EU, your compulsory health insurance will cover up to twice the
amount that the same treatment would have cost in Switzerland.
2. Extension of your Swiss cover to overseas
When leaving Switzerland for an extended stay in a nonEU country, some of the Swiss health insurers transfer you
directly to an international insurer, others offer the option to extend the Swiss coverage (both compulsory and voluntary cover)
for up to 6 years against an additional premium. The insurer
distinguishes whether you are delegated from your employer
or you leave your country on your own. However, you may also
be able to suspend your voluntary cover. This means that even
if you would discover serious health problems while abroad,
after returning to Switzerland your previous cover (voluntary
part) would be reinstated. This is very important since a serious
illness diagnosed overseas (such as cancer) will normally be
considered as pre-existing condition and will therefore be excluded from cover; hence, it is very important that you take up
the dialogue with your health insurer well in advance to keep all
your options open.
3. International Health insurance covers
There is a vast array of providers you can chose from, however, conditions, bene¿ts and prices vary widely. When opting
for one of the international health insurers, one has to keep the
following in mind:
- Does your plan provide for free choice of medical practitioner
and hospital?
- There is always an annual maximum limit (contrary to the
KVG, where you have unlimited cover), and each bene¿t has
a separate sub-limit
- You have to decide whether treatment in the USA shall be
included
- Understand the fact that insurers charge tiered premiums, and
have age groups of 5 years respectively. Premiums become
extremely expensive for higher age groups
- There are substantial reduction in premiums, if you accept a
deductible
- Covers differ greatly, particularly in major eventualities such
as transplants and chronic illnesses
- Check rating of the health insurer of your choice; will he still
be around in a few years?
- Outpatient covers may be limited (e.g. outpatient chemotherapy
or kidney dialysis sessions might be excluded)
- Evaluate whether you want to include a dental plan; are
accidents also covered?
There are a number of local health insurance providers
which also offer international covers, they charge premiums and
pay bene¿ts in local currency.
4. Value of insurance brokers
Comparison of the various international insurance plans is
time consuming and cumbersome. Brokers spend a lot of time
continuously monitoring the market of high-quality international
health insurance to gain an overview of all key features, bene¿ts, exclusions, options and premiums. They receive a commission from the company whose product is chosen.
5. Summary
Health insurance requirements differ from country to country and everyone has individual needs depending on age and
occupation. Individuals who do not seek financial protection
against medical treatment in a foreign country are putting themselves and their families at risk not only financially, but also
physically. Many hospitals worldwide will not treat foreigners
who are not covered by an internationally recognized and rated
insurer. It is therefore of utmost importance to review from time
to time the current arrangements and implement the needed
changes or to consult with a professional.
Health Insurance Checklist
- If delegated by an employer, check whether a corporate
plan is available for you
- Talk to your present Swiss health insurers and inquire what
options they offer you for your extended overseas stay
- Be careful to fully disclose your medical history
- Make sure that you understand your cover, read the general conditions in detail
- Don’t go for cheap short term but for sustainable long term
solutions
- Lifetime renewability in regard to long-term medical coverage is a must
- Keep in mind that good international health plans are becoming very expensive after retirement (up to US$ 1000
per month); provide for this expense in your retirement
planning
- If you use the services of a broker, make sure that he has
the necessary expertise and experience (should not be an
exclusive agent, nor tied to any one insurer)
Do you have questions, comments, or suggestions
for topics to be discussed? Please send an email to:
[email protected]
35
ฆᄽঢ়षႎ࿕
ኍ‫ܔ‬෌๗ࠅ௷‫ڦ‬ᅅଐԍ၃
჋ስᅃ߲๢‫ڦړ‬ᅅଐԍ၃໯௬ଣ‫ڦ‬཈቟!
԰㗙˖Diego Rovelli, Ꮉଚ⸩຿ˈ⨲຿ֱ䰽੠䞥㵡乒䯂݀ৌ(Sifa GmbH)ⱘ㒣⧚ড়ӭҎ
ℷ
བ៥Ӏ೼Ϟϔᳳǉ ḹǊ䞠䯤䗄ⱘˈᇍ↣Ͼռሙ೑໪ⱘϾҎ੠
ᆊᒁˈ೼ֱ᳝݇䰽ᮍ䴶䛑᳝ϔѯ䞡㽕ⱘџ乍䳔ᜢ䞡㗗㰥Ǆ೼
㄀ 17 ᳳ䞠ˈ៥Ӏ㉫⬹ഄ䆆䗄њ⬅ᬓᑰ䌲ࡽⱘֱ䰽乍Ⳃˈབ䗔
ӥ‫ݏ‬㗕䞥䅵ߦ / ⅟䱰䰽Ǆ೼䖭ϔᳳ䞠៥ӀӮϧ⊼Ѣҟ㒡᳝݇䗝
ᢽ䗖ᔧए⭫ֱ䰽ⱘ䞡㽕џ乍Ǆ೼៥Ӏ‫ޚ‬໛䖭㆛᭛ゴᯊˈ៥Ӏᕫࠄ Santesuisse, ⨲຿ए⭫ֱ䰽㗙णӮ᠔ᦤկⱘֵᙃǄ៥Ӏг㘨㋏њϔѯ⨲຿乚‫ܜ‬
ⱘए⭫ֱ䰽ᴎᵘˈᑊ䞡ᅵњϔѯ⬅Џ㽕೑䰙ए⭫ֱ䰽ᴎᵘᦤկⱘए⭫ֱ
䰽䅵ߦǄ
೼៥Ӏ䆶䯂ռሙ೑໪ⱘҎ຿ˈᔧҪӀ೼ᛇࠄए⭫ֱ䰽៪೼ϔϾᮄⱘ
ռሙ೑ᆊ⫳⮙ᯊ佪‫ܜ‬Ӯᛇ䍋ⱘᰃҔМˈҪӀ ህӮᦤࠄҹϟⱘ޴⚍˖
- Ϣᔧഄए⫳ˈᡸ຿ⱘ䇁㿔≳䗮˄एࡵҎਬ੠⮙Ҏঠᮍⱘ䇁㿔㛑࡯˅Ǆ
- ए䰶ⱘ෎⸔ᓎ䆒ˈए⭫䆒໛ⱘ‫ܜ‬䖯ᗻ˄བ᳔‫ܜ‬䖯ⱘḌ⺕݅ᤃҾ˅Ǆ
- ݀⫼䆒ᮑⱘ䋼䞣∈‫ޚ‬Ǆ
- एࡵҎਬⱘ᳡ࡵᖗᗕǄ
- 䌍⫼ⱘџ乍˄བህएֱ䆕䞥ˈ䗔ಲⱘᏆҬ䌍⫼˅Ǆ
- ϧϮⱘ䋷ӏᖗ੠ᇍ⊏⭫ϡᔧ᠔䞛পⱘⳌᑨ᥾ᮑǄ
៥Ӏ䴲ᐌᔎ䇗ᑨ೼ᑈ䕏ᯊঞ೼㄀ϔ⮙‫ࠡ⦄ߎܚ‬䗝ᢽ䗖ᔧⱘए⭫ֱ䰽
ⱘ䞡㽕ᗻǄ ϔᮺ䍙䖛55 ቕϨ᳝‫ع‬ᒋ䯂乬ˈᇚӮᕜ䲒⫮㟇≵᳝䌘Ḑᕫࠄϔ
ϾԴᛇ㽕ⱘ䗖ড়ⱘए⭫ֱ䰽Ǆ
੠ӋḐⳌᏂᕜ໻ǄᔧԴ䗝ᢽ೑䰙ᗻⱘए⭫ֱ䰽ᯊˈԴᖙ乏⬭ᛣҹϟ޴⚍˖
- Դⱘֱ䰽䅵ߦᰃ৺ᦤկ㞾⬅䗝ᢽएᏜ੠ए䰶ⱘᴗ࡯Ǆ
- Ϣ⨲຿ⱘए⭫ֱ䰽䅵ߦⳌড˄≵ֱ᳝䰽䰤乱˅ˈ ೑䰙ᗻⱘए⭫䅵ߦ䛑
᳔᳝催ᑈ䰤乱ˈ↣⾡߽Ⲟֱ䱰䛑䖬᳝݊ऩ⣀ⱘ䰤乱Ǆ
- Դ乏‫އ‬ᅮᰃ৺ᑨ䆹ࣙᣀ೼㕢೑ⱘ⊏⭫Ǆ
- 㽕њ㾷ֱ䰽݀ৌᬊপ↣䱨5ቕ৘ϡⳌৠⱘए⭫ֱ䰽ᑈ䌍ˈᑊᇍᑈ啘䕗໻
㗙ᬊপ䴲ᐌᯖ䌉ⱘᑈ䌍Ǆ
- བᵰԴ᥹ফ䚼ߚ䌍⫼㞾Ҭ៪‫ܡ‬䌨乱ˈԴᇚᕫࠄᕜ໻ⱘᑈ䌍ⱘӬᚴǄ
- ϡৠֱ䰽݀ৌⱘֱ䰽䅵ߦᏂ߿ᕜ໻ˈЏ㽕೼⿏ỡ៪᜶ᗻ⮙ⱘϡৠֱ䱰Ǆ
- ẔᶹԴⱘए⭫ֱ䰽݀ৌⱘᥦৡ੠Ϯ㒽ˈ⹂䅸ᅗᰃ৺೼޴ᑈৢ䖬Ӯᄬ೼Ǆ
- 䮼䆞ⱘֱ䱰ৃ㛑Ӯফ䰤ࠊǄ˄՟བˈ䮼䆞ⱘ࣪⭫៪⋫㚒ㄝӮ᳝ৃ㛑㹿ᥦ
䰸೼໪˅Ǆ
- 䆘ӋԴᰃ৺䳔㽕ࣙᣀ⠭啓੠ᛣ໪ֱ䰽˛
᳝Ⳍᔧ᭄䞣ⱘᔧഄए⭫ֱ䰽կᑨᴎᵘгᦤկ೑䰙ᗻए⭫ֱ䰽ˈҪӀ
ҹᔧഄ䋻Ꮥᴹᬊপֱ䰽䌍ᑊᬃҬֱ䰽߽ⲞǄ
4.ԍ၃ঢ়ु‫ڦ‬ॏኵ
1.෌๗ᅅଐԍ၃‫ڦ‬૧ᅮ˖
ᇍӫ໮ⱘ೑䰙ए⭫ֱ䰽䅵ߦ԰↨䕗ᰃϔӊ䌍ᯊᑊ咏⚺ⱘџᚙˈֱ䰽
㒣㑾㢅䌍Ⳍᔧ໮ⱘᯊ䯈ᴹ㓈ᣕᇍ催䋼䞣ⱘ೑䰙ए⭫ֱ䰽݀ৌⱘⲥ⌟ˈҹ
㦋ᕫᇍ݊᠔᳝Џ㽕⡍ᕕˈ߽Ⲟˈ䰸໪ᴵӊˈৃ䗝ᢽⱘֱ䰽੠ֱ䰽䌍ⱘᘏ
ԧὖ㾖ǄҪӀᰃҢ㹿䗝Ёѻકⱘֱ䰽݀ৌᬊপԷ䞥ⱘǄ
⨲຿ⱘሙ⇥䛑ᖙ乏ㅒ䅶ᔎࠊᗻⱘए⭫ֱ䰽ˈᑊৃ೼㑺90 ໮Ͼए⭫ֱ
䰽ᴎᵘЁ԰ߎ䗝ᢽǄ݊ᔎࠊᗻⱘ䚼ߚ˄ফए⭫ֱ䰽⊩ㅵࠊ˅㾘ᅮ˖
5.ጺ঳
- 䮼䆞ⱘ⊏⭫˄⬅ড়ḐⱘएᏜ៪ᭈ偼Ꮬᦤկⱘ⊏⭫˅Ǆ
- ए⫳໘ᮍⱘ㥃ક˄ḍ᥂㥃ક੠⡍⅞㥃કⱘ⏙ऩ˅Ǆ
- ԣ䰶ⱘ⊏⭫˄एᏜঞ݊⊏⭫䌍⫼ˈ੠೼ϔ᠔⊼‫ݠ‬೼Ꮂゟए䰶ৡऩϞⱘए
䰶ⱘᗹᬥԣ䰶⊏⭫䌍Ǆ݊Ё䚼ߚ䌍⫼㞾Ҭ៪‫ܡ‬䌨乱ᇚ᳝ৃ㛑ѻ⫳˅Ǆ
݊㞾ᜓⱘए⭫ֱ䰽䚼ߚ˄ফ⾕Ҏֱ䰽⊩ㅵࠊ˅ˈԴৃҹᦤ催Դⱘए
⭫ֱ䰽㟇ञ⾕Ҏ៪⾕Ҏㄝ㑻˄ህᰃ䇈ԴᇚӮ⬅ᬭᥜ㑻ⱘएᏜᴹ⊏⭫˅៪/ᑊ
ᇍए⭫ֱ䰽ⱘ䳔㽕ᰃ⬅೑ᆊ㟇೑ᆊ৘ϡⳌৠˈ㗠Ϩḍ᥂↣ϾҎᑈ啘
੠㘠Ϯⱘϡৠ㗠৘᳝݊䳔㽕ⱘǄབᵰϾҎ೼೑໪ϡᇏᡒ㒣⌢Ϟৃ㦋ᕫⱘ
ए⭫ֱ䱰ˈᇚ㕂㞾Ꮕ੠ᆊᒁϡҙѢ㒣⌢Ϟ㗠Ϩᰃ䑿ԧϞⱘ催亢䰽Ǆ䆌໮
ܼ⧗ᗻⱘए䰶ᇚϡ⊏⭫䙷ѯϡ‫݋‬໛㹿೑䰙ᡓ䅸ᑊᅮ㑻ⱘֱ䰽݀ৌফֱⱘ
Ҏ຿Ǆ᠔ҹˈ䖭ᰃᵕ݊䞡㽕ⱘˈᅮᳳഄ䞡ᅵ⦄ᯊⱘᅝᥦᑊঞᯊḍ᥂ϡৠ
ⱘ䳔㽕᳈ᬍ᠔԰ⱘᅝᥦˈ ៪੼䆶ϧϮҎ຿Ǆ
ϨԴৃҹ๲ࡴ䰘ࡴⱘֱ䰽߽Ⲟˈ བࣙᣀ㞾⬅䗝ᢽएᏜ/ए䰶ˈ乎࢓⭫⊩ˈ
᥹⾡ㄝ˅Ǆ
བᵰԴ䳔೼ϔϾ䴲⃻݅ԧ೑ᆊᕫࠄᗹᬥ⊏⭫ˈԴⱘᔎࠊᗻⱘए⭫ֱ
‫ܔ‬ᅅଐԍ၃‫ڦ‬ጲ࿢ॠ֪:
䰽ৃҹ䅽Դⱘ⊏⭫䌍⫼乱๲㟇݊Ⳍᑨ⨲຿䌍⫼ⱘѠ‫ס‬Ǆ
- བᵰԴᰃ㹿݀ৌ⌒䘷೼໪ˈẔᶹԴᰃ৺ফֱѢϔϾ݀ৌಶԧⱘֱ䰽䅵
ߦǄ
2.ే‫ڦ‬෌๗ᅅଐԍ၃ሞࡔྔ‫ڦ‬ჽჄ
ᔧԴ⾏ᓔ⨲຿ᑊ೼ϔϾ䴲⃻݅ԧ೑ᆊ‫ˈ⬭ذ‬᳝ѯ⨲຿ֱ䰽ᴎᵘᇚ㞾
ࡼᡞԴ䕀㒭ϔϾ೑䰙ᗻⱘֱ䰽݀ৌˈ݊ҪⱘᇚᦤկԴᓊ㓁⨲຿ֱ䰽ⱘৃ
㛑ᗻ˄ࣙᣀᔎࠊᗻ੠㞾ᜓⱘ䚼ߚ˅㟇᳔催6ᑈⱘᳳ䰤ˈᴵӊᰃԴ䳔㽕ᬃ
Ҭ䰘ࡴⱘֱ䰽䌍Ǆֱ䰽݀ৌӮᇚԴऎߚЎফ䲛Џྨ⌒䖬ᰃ⾕Ҏ⾏ᓔ㞾Ꮕ
ⱘ೑ᆊ㗠ռሙ೑໪ǄԚ᮴䆎བԩˈԴᑨৃҹ᱖‫ذ‬Դ⨲຿ⱘ㞾ᜓए⭫ֱ䰽
䚼ߚˈ䖭ᛣੇⴔेՓԴৃ㛑೼೑໪㹿থ⦄᳝Ϲ䞡ⱘ‫ع‬ᒋ䯂乬ˈᔧԴಲࠄ
⨲຿ৢԴॳᴹⱘ⨲຿ֱ䰽˄㞾ᜓⱘ䚼ߚ˅ᇚӮ䞡ᮄ⫳ᬜǄ䖭ᰃ䴲ᐌ䞡㽕
- ϢԴ⦄ᯊⱘ⨲຿ֱ䰽Ҏ㘨㋏ˈ䆶䯂ҪӀৃᦤկҔМ䗝㗙ᗻҹᇚԴⱘ⨲
຿ए⭫ֱ䰽䅵ߦ೼೑໪ᓊ㓁Ǆ
- ԴᑨҨ㒚ᑊܼ䚼ഄໄᯢԴⱘᏆ᳝⮙৆Ǆ
- ⹂ֱԴⳳℷពᕫԴⱘֱ䰽߽Ⲟˈ䆺㒚䯙䇏ܼ䚼ⱘֱ䰽ᴵӊǄ
- ϡᑨ䗝ᢽ֓ᅰ㗠ⷁᳳⱘֱ䰽ᮍḜˈ㗠ᑨᇏᡒৃ䭓ᳳ㓈ᣕⱘֱ䰽ᮍḜǄ
- ᇍ䭓ᳳᗻⱘֱ䰽ᮍḜᴹ䇈ˈᢹ᳝㒜⫳㓁䗤ֱ䰽䅵ߦⱘᴗ࡯ᰃᖙ䳔ⱘǄ
- њ㾷ࠄϔϾདⱘ೑䰙ए⭫ֱ䰽䅵ߦᇚ೼Դ䗔ӥৢবᕫ䴲ᐌᯖ䌉˄೼↣
᳜1000㕢䞥ПϞ˅Ǆ乘‫⬭ܜ‬ϟ䖭ヨ䌍⫼೼Դⱘ䗔ӥ䅵ߦП‫ݙ‬Ǆ
ⱘˈ಴ЎϹ䞡ⱘ⮙ᚙ䆞ᮁ˄བⰠ˅Ӯ㹿㾚ЎПࠡᏆ᳝ⱘ⮛⢊㗠㹿ᥦ䰸೼
ফֱⱘ㣗ೈП໪ˈ᠔ҹˈϢԴⱘֱ䰽Ҏ乘‫≳ܜ‬䗮ҹֱ䆕Դⱘফֱⱘ㣗ೈ
ϡ㹿䰤ࠊǄ
- བᵰԴ䗝ᢽֱ䰽㒣㑾ⱘ᳡ࡵˈ⹂ᅮҪ᳝ᖙ䳔ⱘϧϮⶹ䆚੠Ꮉ԰㒣ग़Ǆ
3.ࡔाႠ‫ڦ‬ᅅଐԍ၃
བᵰԴᇍҹϞ᭛ゴ᳝ӏԩ䯂乬ˈᛣ㾕៪ᓎ䆂ˈ䇋থ䚂ӊ㟇[email protected]
⦄᳝ϔ໻ᡍⱘֱ䰽կᑨ㗙ৃҹ䗝ᢽˈ 㱑✊ˈए⭫ֱ䰽ⱘᴵӊˈ߽Ⲟ
36
˄ᑨ䆹ϡᰃϔϾ⣀ᆊⱘֱ䰽㒣㑾ˈгϡᑨᰃϔϾাϢऩ⣀ֱ䰽݀ৌ᳝
㘨㋏ⱘ㒣㑾˅
ฆᄽঢ়षႎ࿕
The New Swiss
Schengen Visa
Facilitated journeys to Switzerland for PRC citizens
By Jeyanthy Geymeier, SwissCham Beijing
SCENIC BEAUTIES.
Enter Switzerland with just a
valid Schengen visa.
Luzern.com
n 15 December 2008, Switzerland issued the ¿rst Schengen
visa. The new Swiss Schengen visa will facilitate travel in
Europe for Chinese passport holders as
it will not only allow travel in Switzerland
but also in the whole Schengen area.
Conversely, Chinese passport holders
with a valid Schengen visa issued by
other Schengen states will also be able
to enter Switzerland without an additional
Swiss visa.
On this occasion, the Swiss Cham-
O
38
ber of Commerce in Beijing organized
a breakfast seminar on the new Swiss
Schengen visa at the Hilton Hotel on
9 December 2008. 21 companies and
organizations (incl. Nestlé, Credit Suisse,
Zurich Kantonal Bank, Huawei Technologies, the Swiss Business Hub and the
International Organization for Migration
(IOM) Liaison Of¿ce in China) came
to listen to the Head of the Visa Section from the Embassy of Switzerland in
Beijing, Mr. Hervé Findeisen. Here is a
summary:
We are doing business with many high
ranked Chinese people from diverse
companies. We have had unpleasant
experiences on several occasions:
after having applied for the Schengen
visa as well as already bought the
plane ticket and booked the hotel for
our Chinese visitors, out of ten applications three were refused by the Embassy in the last minute. This is not only a
loss of face for us, but also a waste of
money and puts Switzerland in a bad
light. What is your view on this?
ฆᄽঢ়षႎ࿕
I totally agree on the fact that it is unpleasant. We are working on it. We
want to develop a good relationship
with people who have business ties to
Switzerland. But you have to know that
in such cases you shouldn’t hesitate to
directly contact the Embassy and discuss
the problem.
If I want to go to Switzerland and then
to the United Kingdom, as the UK
doesn’t issue any Schengen visas,
what should I do?
If your ¿rst destination is Switzerland you
apply for one visa for Switzerland, and
then for another one for the UK.
When going to Switzerland from
China, there are no direct Àights from
Beijing. Is it possible in this case to
have a few days stopover in the ¿rst
country we land in and then afterwards go to Switzerland for business,
even if the visa has been issued by
Swiss authorities?
Yes, no problem.
Is it possible to send someone to do
the Schengen visa on behalf of someone else?
Normally the applicant has to come in
person to the visa section to apply for
a visa. We only make exceptions for people in the diplomatic ¿eld, people working
in international organizations and employees from Swiss companies listed for
the Fast Track Procedure.
If a Chinese has had his or her passport issued in the south of China for
example, but that this person lives
now in Beijing and works there, is it
necessary to apply for a Schengen
visa in southern China or can it be
done in Beijing?
As long as you can prove that you live
and work in Beijing, then it can be issued
in Beijing. You should show your residence permit when applying.
If a Chinese person has had his visa
application refused, are there any
chances to have it accepted another
time?
First, when an application is refused, the
visa section will put a stamp on it. But
this only means that the application has
been refused. The visa section that puts
the stamp has to inform the visa sections
of other countries about the reasons of
the refusal. If the purposes are not coher-
ent with the regulations, then we can reexamine the ¿le as a normal ¿le.
What impact will the Schengen visa
have on the development of Swiss
tourism?
I think there will be more and more Chinese people coming to Switzerland and
also think that people who used to travel
to European countries, including Switzerland, will increasingly spend their whole
vacation in our country.
When applying for a language exchange or visiting a relative, what
changes will there be once the Schengen visa takes effect?
If you want to stay longer than 90 days in
Switzerland the procedures are the same
as before, otherwise you can apply for a
Schengen visa.
More information:
SwissCham Beijing website:
www.swisscham.org/bei/services/
swissvisa.php
Visa Section of the Embassy of Switzerland
www.eda.admin.ch/eda/en/home/reps/
asia/vchn/embbei/visa.html
Main Updates
There will be a photo on the new visa
• Residence and travel visa (D+C)
• Limited territory visa (LTV)
General requirements
Territorial responsibility
Strict photo quality regulations as required under Schengen
Two photos per person
Travel health insurance compulsory
(with minimum coverage of 30’000 Euros or 50’000 CHF)
Where to apply for the visa? The traveler must apply at the consulate of his
country of main destination. The "main
destination" is de¿ned by weighing the
following factors in the following order
of relevance:
• the main purpose of journey
• the longest length of stay
• the state of entry in the Schengen
Area
Schengen visa sticker
Visa fees
All visa fees are at the same rate of 60
Euros
Period of stay and validity of the visa
The validity of the visa is indicated with
the exact date of allowed entry and of
obligatory leave
Schengen visa categories
• Airport transit visa (A)
• Transit visa (B)
• Short stay travel visa (C)
• Longer stay visa (D)
The visa authorities retain full discretion
in determining the main destination. In
case of doubt, the consulates of the
countries concerned will consult each
other. Mr. Findeisen gave three examples of travels in Europe:
1) Business and tourism: Switzerland
for business; France and Italy for
tourism
2) Tourism: 3 days in Switzerland; 2
days in France and 2 days in Italy
3) Tourism: 2 days in Switzerland; 2
days in France and 2 days in Italy
For example 1) the main destination is
Switzerland because the purpose of the
travel is business.
For example 2) it will also be Switzerland because the length of the stay is
longer than for the two other countries.
For example 3) as the scheduled time
is of two days for all three countries,
the main destination will be the country
where one lands ¿rst.
Application Process
The average time it takes to issue a
visa is ¿ve days, but it is possible to go
through the "fast track" which only takes
48 hours. Swiss companies can apply
for being listed as eligible for the fast
track procedure, so that their employees can receive their visa faster.
Disclaimer: The information above has no legally binding effect. The Swiss and Schengen visa athorities retain exclusive and full discretion to
issues visas. SwissCham waives all liability in this respect.
39
ฆᄽঢ়षႎ࿕
෌๗ധኤ࠳঴ဆ“෌๗ฤߵധኤ”
԰㗙˖ᅝ㖑
ெৠ
䖯ܹ⨲຿া㽕⬇ḍㅒ䆕
Luzern.com
2
008ᑈ12᳜15᮹ˈ⨲຿ㅒথњ㄀ϔᓴ⬇
ḍㅒ䆕Ǆᮄ⨲຿⬇ḍㅒ䆕ⱘᣕ᳝㗙ᇚϡ
ҙ㛑೼⨲຿ᮙ㸠ˈ㗠Ϩ䖬ৃҹ೼ᭈϾ⬇
ḍऎඳ䗮㸠Ǆৠ⧚ˈᣕЁ೑ᡸ✻㗙㢹ᣕ
᳝݊ᅗ⬇ḍ೑ᆊㅒথⱘ᳝ᬜ⬇ḍㅒ䆕гৃҹ㞾
⬅䗮㸠⨲຿ˈ㗠ϡ⫼‫⬇ݡ‬䇋⨲຿ㅒ䆕Ǆ
2008 ᑈ12᳜9᮹ˈĀЁ೑⨲຿ଚӮ-࣫Ҁā
(SwissCham Beijing)ϧ䮼೼Ꮰᇨ乓䜦ᑫ㒘㒛њ⬇
ḍ䯂乬ᮽ令Ӯˈ䲔Ꮆ݀ৌ(Nestlé)ǃ⨲຿ֵ䌋䫊
㸠(Credit Suisse)ǃ⨲຿ଚࡵ␃(Swiss Business
Hub)ǃ㢣咢ϪᎲゟ䫊㸠(Zurich Kantonal Bank)ǃ
೑䰙⿏ᕭ㒘㒛(International Organization for
Migrationˈㅔ⿄IOM)Ё೑㘨㒰ࡲ݀ᅸ੠ढЎ⾥
ᡔㄝ21ᆊӕϮ੠㒘㒛ߎᐁњ䖭⃵ᮽ令ӮǄ䴶ᇍ
࿢்ᇑႹ‫ܠ‬ഓᄽ‫ڦ‬ዐ‫࠶ݛ‬૙֫ᆶᄽခྫઠă‫ڍ‬
࿢்‫ۼ‬ᆶࡗᅃዖփ੺‫ڦ‬ঢ়૦ǖ‫ړ‬࿢்ྺዐ‫ݛ‬ට
ᇵӸ૙ࡻฤߵധኤĂசࡻऐ೑ժᇨ۩କ৶‫ی‬
ࢫǈඐሞฤ൩෌๗ധኤ้10߲૛௬ᆶ3߲ሞፌ
ࢫ࠲ཀྵԥ๑࠷਌ധăኄփৈ࢔ඟ࿢்۪௬ጱǈ
ሞષ‫ݯ‬ബ‫ڦ‬ཞ้࣏ସ෌๗‫ڦ‬ႚၡ௏ฉᅽᆖă‫ܔ‬
ُ౞ᆶࢆੂ݆Ǜ
࿢ਉ߲૩ጱǈසࡕᅃ߲ዐࡔට‫ࢺڦ‬ቷ๟ሞళ‫ݛ‬
ฤ൩‫ڦ‬ǈ‫ڍ‬၄ሞሞԛ৙ิऄࢅ߾ፕǈኄට๟փ
๟ՂႷ࣮ళ‫ݛ‬ǈܸփీሞԛ৙ฤ൩ฤߵധኤǛ
៥ᅠܼৠᛣᙼⱘᛣ㾕ˈ䖭⾡㒣ग़ᰃҸҎϡᖿǄ
සࡕ࿢ၙံඁ෌๗ምඁᆈࡔǈܸᆈࡔփധ݀ฤ
ߵധኤǈ࿢ᆌ޿ሹ஺ӸǛ
៥ӀℷህℸሩᓔᎹ԰ˈ಴Ў៥ӀгᏠᳯ੠䙷ѯ
䎳⨲຿԰⫳ᛣⱘҎᓎゟ㡃དⱘ݇㋏Ǆ೼䘛ࠄ䖭
⾡ᚙ‫މ‬ᯊˈᙼᑨゟेϢՓ佚Ⳉ᥹㘨㋏ˈ䅼䆎䯂
ߎ⼎ᙼⱘ᱖ԣ䆕Ǆ
བᵰᙼⱘ㄀ϔⳂⱘഄᰃ⨲຿ˈ䙷Мህ‫⬇ܜ‬䇋ϔ
Ͼ⨲຿ㅒ䆕ˈ‫঺ݡ‬໪⬇䇋ϔϾ㣅೑ㅒ䆕Ǆ
乬ⱘ㾷‫⊩ࡲއ‬Ǆ
ฤߵധኤ੗փ੗ᅜ൩ට‫پ‬ӸǛ
ᴹ㞾৘㸠Ϯⱘ⨲຿ǃЁ೑੠໪೑ӕϮҷ㸼ˈ⨲຿
偏࣫Ҁ ໻Փ佚ㅒ䆕໘Џӏ䌎ӳ(Hervé Findeisen)
ዐ෌ኮक़ுᆶ኱ࡵࡵӬǈසࡕ࿢்‫׼‬ᆶ෌๗ധ
݀‫ڦ‬ധኤǈ๟‫ޏ‬੗ᅜံሞ෇ৣࡔ‫܈‬बཀ्ǈም
ඁ෌๗‫ت‬૙߾ፕ๚ᅓǛ
䩜ᇍ⬇ḍ䯂乬԰њܼ䴶䆆㾷Ǆ
ৃҹǄ
40
া㽕ᙼ㛑䆕ᯢᙼ⦄೼೼࣫Ҁ⫳⌏੠Ꮉ԰ˈ࣫Ҁ
໻Փ佚ህৃҹㅒথ䖭Ͼㅒ䆕Ǆ೼⬇䇋ᯊᙼᖙ乏
ϔ㠀⬇䇋Ҏᖙ乏҆㞾এㅒ䆕໘⬇䇋ㅒ䆕Ǆ៥Ӏ
Ⳃࠡা᥹ফ೼໪Ѹ乚ඳǃ೑䰙㒘㒛៪⨲຿ӕϮ
Ꮉ԰ⱘҎⱘҷࡲㅒ䆕⬇䇋Ǆ
ฆᄽঢ়षႎ࿕
සࡕᅃ߲ዐࡔටᆶࡗ਌ധु୤ǈምฤ൩‫ࢪ้ڦ‬
ీ‫ޏ‬इ಼ጚǛ
ሞ౞ੂઠǈᅃ‫ڋ‬ฤߵധኤิၳࣷߴ෌๗୫ᆴᄽ
݀ቛ‫ټ‬ઠ๊஺ᆖၚǛ
Ϣҹࠡϔḋˈ৺߭ᙼৃҹ⬇䇋⬇ḍㅒ䆕Ǆ
佪‫ˈܜ‬བᵰϔӑ⬇䇋㹿ᢦㅒˈㅒ䆕໘Ӯ೼ᡸ✻
ϞⲪᢦㅒゴˈԚ䖭াᛣੇⴔ䖭ӑ⬇䇋᳾ᕫᡍ
៥䅸ЎӮ᳝䍞ᴹ䍞໮ⱘЁ೑Ҏএ⨲຿ᮙ␌ˈ䖛এ
ᐌএ⨲຿ㄝ⃻⌆೑ᆊᮙ␌ⱘҎгᇚӮᡞ⨲຿԰Ў
߸‫ܠ‬႑တģ
‫ޚ‬ǄⲪᢦㅒゴⱘㅒ䆕໘ᖙ乏৥݊ᅗ೑ᆊⱘㅒ䆕
໘ᦤկᢦㅒ⧚⬅Ǆབᵰ⬇䇋⧚⬅Ϣ㾘ゴϡⳌ
ᙪˈ䙷М៥ӀӮ䞡ᮄᡞ䖭ӑ⬇䇋ᔧ԰᱂䗮⬇䇋
ଃϔⱘᮙ␌Ⳃⱘഄˈ೼䙷䞠ᑺ䖛ᭈϾ‫؛‬ᳳǄ
www.swisscham.org/bei/services/
swissvisa.php
ฤߵധኤਸ๔ิၳࢫǈᇕჾ঍࣑ई‫ݡ‬ᆷധኤฤ
൩ࣷᆶ๊஺ՎࣅǛ
偏ढ⨲຿໻Փ佚ㅒ䆕䚼˖
ᴹⳟᕙǄ
བᵰᙼᛇ೼⨲຿⒲⬭90໽ҹϞˈ䙷М⬇䇋⿟ᑣ
Ё೑⨲຿ଚӮ-࣫Ҁ㔥キĩ
www.eda.admin.ch/eda/en/home/reps/
asia/vchn/embbei/visa.html
ႎ‫ڦ‬෌๗ฤߵധኤ‫ڦ‬ዘᄲՎࣅᆶ:
ጺ༹ᄲ൱
ധኤฤ൩ࡔ
✻⠛ᖙ乏ヺড়⬇ḍㅒ䆕ⱘϹḐ㽕∖
ϔҎᦤկ2ᓴ✻⠛
ᑨ⬇䇋ા೑ㅒ䆕˛
Џ㽕Ⳃⱘ೑-ेㅒ䆕⬇䇋೑-ⱘ⹂ᅮḍ᥂˖
ᇍ㄀ϔ⾡ᚙ‫⬇ˈމ‬䇋⬇ḍㅒ䆕ᯊⱘЏ㽕Ⳃⱘ
ഄ೑ᑨ฿‫⨲ݭ‬຿ˈ಴Ўᮙ㸠ⱘЏ㽕Ⳃⱘᰃଚ
ࡵџᅰǄ㄀Ѡ⾡ᚙ‫މ‬гᑨ฿‫⨲ݭ‬຿ˈ಴Ў೼
ᮙ␌ֱ䰽ᰃᖙ䳔ⱘ˄᳔Ԣ䌨Ҭ乱Ў3ϛ⃻‫៪ܗ‬
5ϛ⨲䚢˅
1)ᮙ㸠Џ㽕Ⳃⱘ
2)䳔‫⬭ذ‬᳔䭓ᯊ䯈ⱘ೑ᆊ
3)䗮䖛ાϾ೑ᆊ䖯ܹ⬇ḍऎǄ
⨲຿ⱘ⒲⬭ᯊ䯈↨೼঺໪ϸ೑䛑䭓Ǆ㗠೼㄀
ϝ⾡ᚙ‫މ‬ϟˈ⬅Ѣ೼3Ͼ೑ᆊⱘ⒲⬭ᯊ䯈䛑ϔ
ḋˈ߭Џ㽕Ⳃⱘഄ೑ᑨ฿‫ݭ‬ᮙ㸠ᯊ᳔ܹ߱๗
ധኤ‫ݯ‬
↣ϔ⾡ㅒ䆕䌍ഛЎ60⃻‫ܗ‬
ฤߵധኤዖૌ
- ᴎഎ䕀ᴎㅒ䆕˄A˅
- 䖛๗ㅒ䆕˄B˅
- ⷁᳳᮙ␌ㅒ䆕˄C˅
- 䭓ᳳሙ⬭ㅒ䆕˄D˅
- ሙԣঞᮙ␌ㅒ䆕˄D+C˅
- 䰤ࠊ乚ඳㅒ䆕˄LTV˅
ⱘ೑ᆊǄ
䌎ӳВњ3Ͼ՟ᄤᴹ㾷䞞ᑨ⬇䇋ાϾ೑ᆊⱘㅒ
䆕Ǆ
1) Ўଚࡵџᅰᴹ⨲຿ˈᑊ‫ޚ‬໛এ⊩೑੠ᛣ໻߽
ᮙ␌˗
2) ᮙ␌Ⳃⱘ˖೼⨲຿⒲⬭3໽ˈ೼⊩೑੠ᛣ໻
߽৘⒲⬭2໽˗
3) ᮙ␌Ⳃⱘ˖೼⨲຿⒲⬭2໽ˈ೼⊩೑੠ᛣ໻
߽г৘⒲⬭2໽Ǆ
ฤ൩‫ײ‬Ⴞ
ℷᐌⱘ⬇䇋䖛⿟ϔ㠀䳔㽕5໽ˈԚৃҹࡲࡴ
ᗹˈࡴᗹㅒ䆕ⱘࡲ⧚া䳔㽕2໽Ǆ⨲຿ӕϮৃ
ҹ⬇䇋ܹ߫ࡴᗹৡऩˈ䖭ḋӕϮⱘਬᎹህৃ
ҹᖿ䗳পᕫㅒ䆕Ǆ
༬՚ำ௽: ҹϞֵᙃ≵᳝⊩ᕟ݇㘨Ǆ⨲຿Ϣ⬇ḍㅒ䆕䚼䮼ᇍѢㅒ䆕џ乍‫݋‬᳝ϧ䮼੠ֱᆚⱘ‫އ‬ᅮᴗǄℸ䯂乬ϞЁ೑⨲຿ଚӮϡᡓᢙӏԩ䋷ӏϢНࡵǄ
41
ฆᄽঢ়षႎ࿕
Legal Update / Ё೑ଚࡵ⊩ᕟⶹ䆚
Workforce Reductions
Careful advance planning and process management is required
By Kevin Jones, Senior Consultant, DLA Piper Shanghai
not only consult with them, but obtain
their prior approval before implementing
workforce reductions.
Even in locations where prior approval is not required, if the process disintegrates into a contentious situation, not
only will the employer have to deal with
angry and uncooperative employees, but
the authorities will not be happy with the
situation as they are very concerned with
social unrest in these dif¿cult times. This
could make it very difficult for the employer to resolve the situation as well as
cause potential longer term commercial
implications.
Legally applicable severance pay
Lagra Database
HIRE AND FIRE.
Laying-off employees can be
a tricky business in China.
s the global economic crisis
continues to take its toll and uncertainty over economic recovery
continues, workforce reductions
in China, as elsewhere, are becoming
increasingly common. China presents
unique dif¿culties in this respect as employers need to have suf¿cient advance
planning to avoid missteps in successfully implementing a workforce reduction.
Since the Employment Contract Law and
its implementing regulations came into
force in 2008, employees have become
more aware of their rights due to the media coverage of the changes. As a result,
employees are more likely to challenge
employers over dismissals and labor
arbitration cases have increased signi¿cantly over the past year, with employees
being encouraged by the fact that they
can now ¿le labor arbitration cases free
of charge.
A
Consultation process required
Under the Employment Contract
42
Law, employers are only able to unilaterally terminate employees if they have
cause, as set out in the law. Most of
these grounds are intended primarily
for situations where individual employees are being terminated, not workforce
reductions. The termination process
becomes more complicated when workforce reductions are to be implemented.
Where speci¿ed economic dif¿culties are
encountered and the employer needs
to lay off at least 20 employees, or if
less than 20 employees a number that
accounts for 10 percent or more of the
workforce, the law states that an employer is required to go through a consultation process with its employees and
the local labor authorities. A consultation
process does not necessarily mean approval is required, but the Ministry of
Human Resources and Social Security
recently issued a notice asking employers to refrain from laying off employees.
Some local authorities have taken this a
step further and require that employers
The situation is somewhat different
where an employer will go into liquidation, in which case the employment
contracts will automatically terminate by
operation of law. The employees will still
need to be dealt with in a satisfactory
manner in order to ensure the liquidation
process can proceed in a smooth and
timely manner.
A viable alternative to legally get
around the above procedures is for the
employer to come to a mutual agreement
with the employees to terminate their
employment relationships with the employer. If done correctly, workforce reductions can be concluded in a timely, cost
effective manner with minimal disruption
to an employer's business. However,
careful advance planning is required and
the process needs to be carefully managed. The time and money you spend at
the planning stage will almost invariably
be signi¿cantly less than what you would
need to pay out to employees if the negotiations become derailed.
There are a couple of important issues that need to be considered when
working out the settlement package to
be offered to affected employees. The
employer needs to calculate the legally
applicable severance pay for each em-
ฆᄽঢ়षႎ࿕
ployee, as this is required to be paid for
terminations based on mutual agreement. Severance is calculated in reference to an employee's term of service,
with slightly different calculations for
periods prior to the implementation of the
Employment Contract Law compared to
those for periods after its implementation.
However, if an employer simply offers the legally required severance, it
is unlikely that an employee will agree
to a mutual termination. The severance
package will need to be sweetened with
additional ¿nancial incentives. Additional
months of salary are often offered, but
the required amount of additional financial incentives depends on the circumstances of each case. Additionally, it is
common for employers to structure the
package so that employees have more
¿nancial incentive to immediately sign a
mutual termination agreement, with the
proposed financial settlement getting
progressively smaller over time. Other
soft incentives, such as job counselling,
are sometimes offered and can be helpful in making the overall package attractive to employees, but the primary focus
and interest of the employees will be the
¿nancial compensation.
Three party negotiation
When presenting the settlement
package, it is a good idea for an attorney
who is familiar with Chinese employment laws to be present to answer the
questions of employees regarding their
rights under such laws. This allows their
questions to be immediately addressed
and often results in higher numbers of
employees agreeing to sign a mutual termination agreement on the day the settlement package is proposed. If a large
number of employees will be laid off, employers should separate the employees
into small groups so that the process can
be managed more easily. In addition to
addressing their legal questions, it is important to explain the employer's circumstances that make taking such measures
necessary. The financial compensation
does not need to be paid on the day the
mutual termination agreement is signed,
as long as it is paid within a reasonable
time after such date.
If the foreign investor's entity in
China is a representative of¿ce, then a
workforce reduction becomes a three
party negotiation. Representative of¿ces
need to retain the services of PRC individuals through approved employee dis-
Constantly On The Move
patch companies, such as FESCO. The
representative of¿ce will have a service
contract with the employee dispatch
company with conditions for returning
an employee mirroring the grounds for
termination contained in the Employment Contract Law (including mutual
agreement to terminate). Employers
need to be careful in such situations as
under the new law, employee dispatch
companies are required to hire such
employees for a minimum of two years.
Therefore, even if a mutual termination
agreement is signed by all parties in
such situations, the employer could still
¿nd itself liable under the terms of service to pay further compensation to the
employee dispatch company for returning the individual prior to the end of this
two year term.
Workforce reductions are never
pleasant and China's employment laws
can be a potential mine¿eld for employers who do not thoroughly consider what
approach they will take nor undertake
sufficient advance planning prior to taking action. However, for employers who
do take such measures and obtain proper advice, the process does not need to
be dif¿cult and painful.
Book Review - By Fabian Gull
“Süss & Sauer – Columns Out of Asia” is the title of Peter Achten’s new book. It’s a collection of short
stories that have been published in the past four years on the local Basel based news platform “Online Reports”, where Achten also performs as a columnist. Peter Achten is one of Switzerland’s most
prominent journalists, and long time Asia correspondent of the Swiss national radio DRS. The part time
Beijing resident tells personal and lively stories he experienced in his every day life while living and
traveling in Asia - many of them taking place in China - and often puts his observations in a wider cultural, historical or political context. He does this in a highly knowledgeable, interesting and entertaining manner. He uses clear, refreshing and often witty language that makes his reading overall quite
addictive. Too addictive sometimes, as I found myself (more than once) reading till the early morning
hours, despite initially planning to read just a few chapters before falling asleep.
One thing becomes clear to the reader. Achten, who is constantly on the move, ¿rst and foremost likes and
is very interested in people. After more than twenty years in Asia, he seems to be anything but jaded - unlike unfortunately so
many expatriates living in China are. He is still curious like a little boy, eager to learn and to understand. Achten is attentive and
receptive to sentiments, changes and to little things in life one’s tendency is to just oversee them.
“Süss & Sauer” is not just about a Swiss experiencing Asia. It also shows how living abroad - something Achten extensively
did throughout his life in places like Spain, Venezuela, the US, Hong Kong, Vietnam or China - changes perceptions of how one
looks at his home country and home town. Despite its sometimes repetitive character (for example, when he elaborates on the
“Frühenglisch debate” in Switzerland or how he overtakes luxury cars stuck in traf¿c on his old Chinese bicycle wearing an even
older Chinese army winter coat) his narratives and comparative views also on Swiss local politics, public transportation issues or
the Swiss democracy, still remain intriguing. The book, which is written in German, is beautifully crafted and displays illustrations
(paintings) of the famous Chinese artist Zhu Wei, who is a friend of the author. In the end, I was sad when I ¿nished the book but
happy in prospect of regular sleep again.
In China, Süss & Sauer can be ordered through SwissCham Shanghai. Rate: RMB 190. Contact: [email protected]
43
ฆᄽঢ়षႎ࿕
હ‫ۯ‬૰ူই
Ⴔᄲ߸ጮဦ‫࠶ײୁࢅࣄࡀں‬૙
԰㗙˖Kevin Jones, 催㑻乒䯂, Ϟ⍋⃻ढᕟᏜџࡵ᠔
ࠧᆜࢅླऐ
ϟቫᎹҎ៤ЎЁ೑ଚϮⱘϔϾ
ち䮼。
Lagra Database
ⴔܼ⧗㒣⌢ॅᴎ㒻㓁ᙊ࣪ˈ㒣⌢໡㢣ࠡ᱃ᣕ㓁ϡᯢˈϢ݊Ҫഄ
ऎϔḋˈ೼Ё೑ˈ㺕ਬгবᕫ䍞ᴹ䍞᱂䘡Ǆ㗠㺕ਬ೼Ё೑᳝ⴔ
⡍⅞ⱘ䲒乬ˈ಴ЎӕϮ㽕៤ࡳ㺕ਬ䳔㽕‫ࠊࠡᦤߚܙ‬ᅮ䅵ߦҹ䙓
‫ܡ‬༅䇃Ǆ㞾Ңࢇࡼড়ৠ⊩ঞ݊ᅲᮑ㒚߭Ѣ2008ᑈ⫳ᬜҹᴹˈਬ
Ꮉ䗮䖛ၦԧ᡹䘧᳈ࡴњ㾷݊ᴗ߽Ǆ಴ℸˈਬᎹ᳈᳝ৃ㛑ᇍӕϮ㺕ਬᦤߎ
ᓖ䆂ˈএᑈࢇࡼӆ㺕Ḝӊህ໻ᐙϞछǄ⦄೼ˈৃ‫ܡ‬䌍ᦤ䍋ࢇࡼӆ㺕ㄝѢ
哧ࢅਬᎹЏᓴᴗ߽Ǆ
䱣
ጧკࡗ‫ײ‬
䋹㗠䳔Ҭ㒭ਬᎹⱘ㸹ٓǄ
೼ࠊᅮण䆂㾷䰸ড়ৠⱘᮍḜᯊˈ䳔㽕㗗㰥޴Ͼ䞡㽕䯂乬ǄӕϮ䳔
㽕䅵ㅫձ⊩ᑨҬ㒭↣ԡਬᎹⱘ㸹ٓˈ಴Ў䖭ᰃण䆂㒜ℶࢇࡼ݇㋏᠔ᖙ䳔
ⱘǄ㸹ٓⱘ䅵ㅫ㽕খ㗗ਬᎹⱘ᳡ࡵᳳ䰤ˈࢇࡼড়ৠ⊩ᅲᮑࠡⱘᳳ䰤䅵ㅫ
Ϣᅲᮑৢⱘ⿡᳝ऎ߿ǄԚᰃˈབᵰӕϮা৥ਬᎹᬃҬ⊩ᕟ㾘ᅮⱘ㸹ٓˈ
ਬᎹᰃϡӮৠᛣण䆂㒜ℶࢇࡼ݇㋏ⱘǄ㸹ٓᮍḜᖙ䳔䰘᳝乱໪ⱘ㒣⌢▔
ࢅǄ䗮ᐌᰃ໮Ҭ㢹ᑆ᳜ⱘᎹ䌘ˈ‫݋‬ԧ᭄乱㾚ϾḜⱘᚙ‫މ‬㗠ᅮǄ঺໪ˈӕ
Ϯ䆒䅵ⱘ㸹ٓᮍḜϔ㠀ᰃˈਬᎹゟेㅒ㕆㒜ℶण䆂ᇚ㦋ᕫ᳈໮ⱘ㸹ٓˈ
ᯊ䯈䍞䭓߭㸹ٓᇚ䗤ℹ‫ޣ‬ᇥǄ᳝ᯊгᦤկ݊Ҫⱘ䕃▔ࢅˈབ᥼㤤Ꮉ԰ˈ
ḍ᥂ࢇࡼড়ৠ⊩ˈӕϮাৃҹ೼⊩ᕟ㾘ᅮⱘᚙᔶϟऩᮍ䴶㒜ℶǃ㾷
䰸ࢇࡼড়ৠǄ㗠Ϩ໻໮᭄⊩ᅮᚙᔶЏ㽕ᰃ䩜ᇍϾ߿ਬᎹˈ㗠ϡᰃ㺕ਬǄ
བᵰ㽕㺕ਬˈ߭⿟ᑣ᳈໡ᴖǄབᵰӕϮ䘛ࠄ㒣⌢ೄ䲒䳔㽕㺕‫ޣ‬㟇ᇥ20ৡ
䖭ৃՓᭈϾᮍḜᇍਬᎹ᳈᳝਌ᓩ࡯ˈԚᰃˈਬᎹ߽Ⲟঞ݇⊼ⱘ䞡⚍ҡ✊
ਬᎹˈ៪㱑✊ϡࠄ20ৡਬᎹԚ㺕ਬҎ᭄ऴਬᎹᘏ᭄ⱘ10ˁˈ⊩ᕟ㾘ᅮӕ
ϮᑨϢਬᎹ੠ᔧഄᎹӮ䖯㸠णଚǄणଚϡϔᅮᛣੇⴔ䳔㽕ᅵᡍˈԚᰃˈ
Ҏ࡯䌘⑤੠⼒Ӯֱ䱰䚼᳔䖥থߎњϔϾ䗮ⶹˈ㽕∖ӕϮ䙓‫ܡ‬㺕ਬǄ᳝ѯ
ෙ‫ݛ‬༌ಒ
ഄᮍ䞛পњ䖯ϔℹⱘ᥾ᮑˈ㽕∖ӕϮ㺕ਬϡҙ㽕Ϣ݊णଚˈ㗠Ϩ䖬㽕㦋
ᕫ݊џ‫ܜ‬ᡍ‫ޚ‬Ǆ
ेՓ೼᮴䳔џ‫ܜ‬ᡍ‫ⱘޚ‬ഄᮍˈབᵰ㺕ਬᓩথѝ䆂ˈϡҙӕϮᇚϡᕫ
ϡϢᛸᗦǃϡড়԰ⱘਬᎹѸ⍝ˈ㗠ϨᬓᑰгӮᇍℸ⾡ሔ䴶ϡᖿˈ಴Ўˈ
೼Ⳃࠡⱘೄ䲒ᯊᳳˈᬓᑰ䴲ᐌ݇⊼⼒Ӯ〇ᅮ䯂乬Ǆ䖭ᇚՓӕϮ᳈ࡴ䲒ҹ
㾷‫އ‬䯂乬ˈᑊৃ㛑䗴៤᳈䭓ᯊ䯈ⱘ㒣⌢ೄ䲒Ǆ
ࢇ݆‫ڦ‬঴ࠧ‫ݯ‬
㗠བᵰӕϮ⸈ѻˈᚙᔶህ᳝᠔ϡৠǄ೼䖭⾡ᚙ‫މ‬ϟˈࢇࡼড়ৠᇚձ
⊩㞾ࡼ㒜ℶǄԚӕϮҡ䳔ҹҸҎ⒵ᛣⱘᮍᓣ໘㕂ਬᎹˈҹ⹂ֱ⏙ㅫ⿟ᑣ
ঞᯊǃ乎߽䖯㸠Ǆ
ড়⊩㒩䖛ҹϞᮍᓣⱘϔϾৃ㸠᳓ҷᮍᓣᰃˈӕϮϢਬᎹ䖒៤ण䆂ˈ
㒜ℶ݊ࢇࡼড়ৠǄབᵰᅲᮑᕫᔧˈৃঞᯊǃ㡖ⳕഄᅠ៤㺕ਬˈϨᇍӕϮ
㒣㧹ⱘᕅડ᳔ᇣǄԚᰃˈ䖭䳔㽕џ‫ܜ‬Ҩ㒚䅵ߦˈᑊϨ䳔㽕ᇣᖗ᥻ࠊᭈϾ
䖛⿟ǄԚᰃˈ೼䅵ߦ䰊↉㢅䌍ⱘᯊ䯈੠䞥䪅ᇚ㚃ᅮ໻໻ᇥѢབᵰ䇜߸༅
44
ᰃ㒣⌢㸹ٓǄ
೼ᦤߎ㸹ٓᮍḜᯊˈ᳔ད᳝ϔԡ❳ᙝЁ೑ࢇࡼ⊩ᕟⱘᕟᏜ೼⦄എಲ
ㄨਬᎹ᳝݇݊⊩ᕟᴗ߽ⱘ䯂乬ˈ䖭ḋৃՓਬᎹⱘ䯂乬ঞᯊᕫࠄ㾷ㄨˈ䗮
ᐌৃՓ᳈໮ⱘਬᎹ೼ᮍḜᦤߎⱘᔧ໽ህৠᛣㅒ䅶㒜ℶण䆂Ǆབᵰ㽕㺕‫ޣ‬
໻䞣ਬᎹˈ߭ӕϮᑨᇚਬᎹߚ៤ᇣ㒘ˈ䖭ḋᇚ᳈ᆍᯧㅵ⧚ᭈϾ⌕⿟Ǆ䰸
㾷ㄨਬᎹⱘ⊩ᕟ䯂乬໪ˈ䞡㽕ⱘᰃ৥ਬᎹ㾷䞞ᇐ㟈ӕϮᖙ乏䞛প䖭ѯ᥾
ᮑⱘᚙ‫މ‬Ǆ㒣⌢㸹ٓ᮴䳔೼ㅒ䅶㒜ℶण䆂ⱘᔧ໽ᬃҬˈৃ೼䆹᮹ৢⱘড়
⧚ᯊ䯈‫ݙ‬ᬃҬǄ
བᵰ໪ଚ೼Ё೑ⱘᅲԧᰃҷ㸼໘ˈ߭㺕ਬᇚব៤ϝᮍ䇜߸Ǆҷ㸼໘
䳔㽕䗮䖛㒣ᡍ‫⌒ࡵࢇⱘޚ‬䘷݀ৌབ໪᳡㘬⫼Ё೑ਬᎹǄҷ㸼໘Ϣࢇࡵ⌒
䘷݀ৌㅒ䅶᳡ࡵড়ৠˈ݊Ё䗔ಲਬᎹⱘᴵӊϢࢇࡼড়ৠ⊩㾘ᅮⱘ⧚⬅ϔ
ḋ˄ࣙᣀण䆂㒜ℶࢇࡼড়ৠ˅Ǆ೼ℸᚙ‫މ‬ϟˈӕϮ㽕⊼ᛣˈ಴Ўḍ᥂ᮄ
⊩ᕟˈࢇࡵ⌒䘷݀ৌ乏㘬⫼ਬᎹ㟇ᇥ2ᑈǄ಴ℸˈेՓ৘ᮍㅒ䅶њ㒜ℶण
䆂ˈӕϮҡ಴೼2ᑈᳳ䰤ࠡ䗔ಲਬᎹ㗠᳝Нࡵ৥ࢇࡵ⌒䘷݀ৌᬃҬ䌨ٓǄ
㺕ਬҢᴹ䛑ϡᰃᛝᖿⱘџˈᇍѢ೼䞛প㸠ࡼࠡ᳾‫ߚܙ‬㗗㰥ᇚ䞛পⱘ
ᮍᓣˈг᳾䖯㸠‫ߚܙ‬џ‫ܜ‬䅵ߦⱘӕϮ㗠㿔ˈЁ೑ⱘࢇࡼ⊩ᕟህৃ㛑ᰃ㺕
ਬⱘ䳋ऎǄԚᰃˈᇍѢ䞛পњϞ䗄᥾ᮑᑊ㦋ᕫℷ⹂੼䆶ⱘӕϮ㗠㿔ˈ㺕
ਬህϡӮᰃೄ䲒੠⮯㢺ⱘǄ
ฆᄽঢ়षႎ࿕
Case Study / Ḝ߫ߚᵤ
Sanitary Innovation
HR Strategy of Geberit China
By Dawina Fahrni, CH-ina
VISION.
Trying to achieve a sustained
improvement in the quality of
people’s lives.
Geberit
eberit is the European market leader in sanitary and
piping technology. The company is active on all continents and Geberit systems are recognised worldwide.
The group began its expansion in the Asia Pacific
region in 1997 and has meanwhile established an organization
with its regional headquarter in Shanghai, 10 sales offices in
China, 4 sales companies across Asia Paci¿c and 2 production
units in China.
G
Technical skills and experience
Since Geberit operates in a specialized market, it is very
important that employees understand the market and its products in order to approach prospective customers successfully.
Finding personnel with deep knowledge, the right technical
46
skills and experience, and sales skills is very dif¿cult in China.
Geberit (China) shares the common opinion that one reason for
this problem is that the Chinese education system is not practical enough. Since graduates in China do not have enough work
experience, companies need to invest substantially in training.
Often, after spending large amounts of money and time on
training, it becomes very difficult to retain these newly-skilled
employees. Geberit feels that the biggest challenge is the difficulty of building loyalty among staff because skilled, experienced Chinese professionals are highly sought after.
Geberit’s China HRM strategy
Geberit has three legal companies in China whose HRM
is centralized and integrated. Geberit (China)’s HR Strategy
ฆᄽঢ়षႎ࿕
Case Study / Ḝ߫ߚᵤ
AWARDS.
Ten years long-term awards
at the annual party.
Geberit
intends to create and maintain a competitive advantage in attracting and retaining quali¿ed people to support the company’s
growth in China. The following points are crucial in the development and success of its HRM:
in China because Chinese would rather consider it as a tool
assessing the relationship than the performance itself. Geberit
(China) has therefore its own assessment tool which represents the group’s values and goals but also takes account of
the local market.
• Adjustment of HR strategy to the industry
Aware that not all HR practices work well for every industry,
Geberit (China) attaches great importance to the industrial environment when developing and implementing its HR strategy.
It is necessary to consider the target group of customers and
what kind of employees and skills are needed to market and
sell its products to these customers. In Geberit’s case this consideration is especially important, since the company operates
in a specialized market.
• Alignment with corporate strategy and culture
Geberit (China) feels that it is very important that its HR
strategy is aligned with the group’s business strategy and corporate culture. The four strategic pillars, “Focus on sanitary
technology” “Commitment to innovation”, “Selective geographic
expansion” and “Continuous business process optimization”,
are fully absorbed by Geberit’s qualified employees. Geberit
(China)’s HR policy also utilizes the “Geberit Compass”, which
de¿nes the guiding principles of the company.
• Considering the business development stage
Geberit (China) is convinced that different HR tools are
needed with different priorities at different stages in the company’s development. When the company was ¿rst establishing
itself in China, a comprehensive HR strategy was unnecessary;
the emphasis was on recruitment. After the group buyout and
restructuring in 2001, retention of key personnel took priority.
Once the business had stabilized, training became more important. Geberit (China) always had a clear HR vision from the beginning however, which has been crucial to its success to date.
• Adapting HR strategy to the local HR market
Geberit (China) believes that besides the global prevailing
strategy any corporate strategy has to be adapted to the local
market challenges and the countries culture. For example, the
“360 Degree appraisal”, a common assessment tool, which
relies on information feedback from peers, is not very effective
HRM practices for success
a) Recruitment
Geberit (China) uses different recruitment strategies for different positions. For management positions Geberit uses headhunters. Meanwhile, it recruits 90 percent of its workers through
employment agencies, with which Geberit (China) has built up
a history of cooperation. Staff recruited by the agencies is hired
on a temporary basis according to current business needs. During times of low production and sales this helps Geberit (China)
to keep the Àexibility to control the personnel expenses.
b) Evaluation – performance management
Geberit (China) attaches great importance to performancebased management and staff evaluation in order to increase ef¿ciency while affording employees the chance for self-improvement. Geberit (China) has implemented the appraisal system in
order to evaluate employees’ professional and soft skills. The
evaluation is carried out by the direct supervisor who has everyday contact with individual employees. Managers are evaluated
differently in the format of an online assessment tool developed
by the Group, with greater focus on soft skills and leadership
skills. Since Geberit has a flat business organization, with no
more then four hierarchy levels, communication between employees of different levels is very effective. The supervisor ¿lls
out the online appraisal form by ticking different boxes to indicate satisfaction levels for different criteria. Finally the appraisal
form must be approved by the assessed employee.
c) Training
Training programs at Geberit (China) are determined by
the results of the employee evaluations as well as on whatever
professional and soft skills are generally needed. For some
training programs, all employees (temporary workers included)
are trained together in order to create a sense of camaraderie.
Geberit attaches special importance to training new graduates,
since they lack work experience and need to be trained rapidly.
47
ฆᄽঢ়षႎ࿕
Case Study /Ḝ߫ߚᵤ
DRAGON BOAT.
Team building event at
Geberit annual party.
Geberit
Geberit (China) offers three types of training programs: Basic
skills, management training, and “incentive” training. Geberit
also offers international assignments and sends employees to
other subsidiaries.
At Geberit (China), employees are trained both internally
and by external training service providers. In 2004, 80% of the
training was outsourced to such external providers. In 2006
however, the company established its own Geberit Academy
in Shanghai to offer standard company training programs for
which employees are free to apply. For internal training, which
is becoming increasingly important in the company’s efforts to
reduce costs, Geberit uses its own experts and trainers.
d) Retention
High employee turnover is a serious problem for companies in China. Shanghai is not necessarily advantageous as
a location because, in contrast to the rural regions, where job
opportunities are fewer and employment periods longer, Shanghai’s
rapidly-expanding, dynamic environment can lead to frequent
job-hopping by quali¿ed personnel.
• Competitive salary
Geberit (China) is aware that in China compensation must
match current industry rates, since workers are very sensitive
to monetary incentives and professionals tend to be well-versed
on the going salary rates in their ¿elds. Geberit (China) pays its
workers at a reasonable market rates, including social security
and overtime pay.
• Loyalty program
In Shanghai, Geberit has implemented a credit-based
loyalty program in order to retain employees. For managers
the credit system is not effective enough to prevent them from
leaving so Geberit has implemented a special loyalty program
for employees in key positions. The company makes specific
agreements with staff in management positions and also rewards them with additional long-term benefits. The qualified
candidates are offered with an additional retention agreement
in which the candidate agree to stay with the company for a
speci¿ed longer years and entitle to a certain amount of loyalty
bonus when it is due. No pro-rata payment is allowed in the
agreement.
48
• Career development opportunities
Chinese professionals’ career expectations are higher
than in other countries. Retaining top staff in China depends on
making personnel con¿dent that staying with the company will
increase their professional worth. All staff are given chances for
promotion if they perform well, but for the technical specialists
in sales organization, the HR manager has introduced special
career development programs. The technical staff may not
be willing to be promoted into a managerial or sales position
and would rather stay with his/her technical expertise. Geberit
Shanghai developed channels for those engineers. For examples, there are positions called junior application engineer,
senior application engineer, technical advisor, senior technical
advisor and technical expert. The comparable remuneration
package will be provided for the relevant levels. Engineers are
not pushed simply because of monetary bene¿ts to run into the
area which they are not really good at or interested in.
• Encouraging work environment
Geberit (China) conducts employee surveys in order to assess employee satisfaction with the work environment. Results
show that the general level of satisfaction is high. While all
Geberit subsidiaries strive to implement the European business
culture of a trusting environment, teamwork, open communication and transparency, Geberit (China) is careful to take Chinese
cultural issues into account in its HR policy. Above all, the Chinese concept of “face” must be considered when addressing any
issues with employees. For example, the salary and bonus issue
is not only a remuneration term, it is a kind of “face” problem to
the staff. Employees who don’t receive raises (while their coworkers do) will interpret this as a kind of “dismissal” signal.
Furthermore, Geberit (China) encourage a close of¿ce atmosphere by organising social gatherings such as annual party
and teambuilding activities to foster a team spirit and a sense of
belonging.
Geberit’s HRM Success Factors
• Keeping Àexibility in staf¿ng strategy
• Evaluation and Performance management
• Retention through training, development opportunities and
a fair work environment
We have always been as global as we are today.
And are still as personal as we have always been.
Gondrand is an international freight forwarder and logistics provider.
Our network brings together experts from the most diverse countries
and cultures. Their vast experience ensures tailored services for customers and personal attention that shows the way forward.
www.gondrand-logistics.com
GO-TRANS (HONG KONG) LIMITED Room 1001-1003, 10th Floor, Fullerton Centre
No. 19 Hung To Road, Kwun Tong, Kowloon, Hong Kong, S.A.R., Phone 852-3423 1000
Fax 852-2796 8010, E-mail [email protected]
GO-TRANS (SHANGHAI) LIMITED 5/F, Zhonghui Ofﬁce Building
No. 108 Zhaojiabang Road, Shanghai, P.R. of China, Postal code 200020
Phone 86-21-6472 0111, Fax 86-21-3406 0383, E-mail [email protected]
L i f e
&
C u l t u r e
࿔ ࣅ ิ ऄ ጆ ત
Legacy of China
The history of Chinese inventiveness
By Garry McAlpine, Executive Producer of "Legacy of China"
SWISS MYTH.
William Tell’s weapon of
choice was thoroughly
familiar to the Chinese who
had invented the crossbow in
the 4th century BC.
Garry McAlpine
he story of William Tell and his keen crossbow skills,
although thoroughly encased in Swiss legend, has a
rather unusual correlation to ancient China. As the story
goes, William Tell ended up being in a situation where
he was forced by an Austrian bailiff, to shoot an apple off the
head of his son Walter, or else both would face execution. Tell
had been promised freedom by the Austrian, if he succeeded
with the shot. So, on November 18,1307, Tell split the fruit
with a single bolt from his crossbow without mishap and thus
entered into Swiss legend.
What William Tell didn’t know and could never have known,
was that his ability to achieve this remarkable feat, had its
origins half a world away, back in ancient China. Put simply,
without a certain Chinese invention one thousand years before,
the whole horror of such a story would have taken place on a
completely different basis. You see, the Chinese had invented
the crossbow in the 4th century BC, so William Tell’s weapon of
choice was thoroughly familiar to them.
T
Advanced ancient Chinese
But if this story had taken place in China in the 13th Century,
the choice of weapon may well have been very different. At that
time, the ancient Chinese were so advanced, they were already
using guns, multi staged rockets, cannons and also land mines,
50
so their armory was far greater than that of the Europeans.
China is an ancient country. Indeed it has dynasties
stretching back over 4000 years. Qin Shi Huang became
the first emperor to unify China in 221BC and this unification
remained in one form or another for the next 2000 years,
twice as long as the English monarchy. Over this time, China
continued to develop what has proven to be an astonishing
record of invention and innovation that made it the most
powerful and scienti¿cally advanced country in the world. China
is the country that invented gunpowder, caste iron, paper,
money, printing, the compass, silk, the rudder, the umbrella and
the even the ¿shing reel.
And if that list of innovations didn’t grab your attention,
maybe this will: China also invented the seed drill, porcelain, the
use of natural gas, matches, lacquer, the suspension bridge,
the seismograph, the mechanical clock, the kite, the rocket, the
chain drive and the humble wheelbarrow. These are just some
of the multitude of inventions China discovered and the most
remarkable thing is they invented all of them, 100’s if not 1000’s
of years before anyone else. They were so proli¿c, it has been
postulated, that more than half the modern world is probably
built on inventions or discoveries made by the ancient Chinese.
Yet most people, both inside and outside China, understand
little of its story or these amazing facts.
L i f e
&
C u l t u r e
ENGLISHMAN
JOSEPH NEEDHAM.
Changed the way the
world viewed China.
Garry McAlpine
First uncovered in 1943 by Joseph Needham
The secrets of China’s story were ¿rst uncovered in 1943
by an Englishman, Joseph Needham. Needham ¿rst arrived in
China during World War II as a young Cambridge scholar, and
ended up spending the next forty years of his proli¿c academic
life, uncovering some of China’s most extraordinary secrets.
Professor Christopher Cullen from the Needham Research
Institute in Cambridge, thinks the late Dr Needham’s work
changed the way the world viewed China:
“Everybody that studied the history of science thought it
was a story that started with the Ancient Greeks, had a rather
embarrassing pause during the dark ages and then onto Galileo
and Newton and it became a western story from then”
The Chinese were the first in the world to produce paper
and develop printing and so their extensive record of invention
was available for Needham to re-discover. Needham went back
to Cambridge after the War and writing a short book about the
history of science in China, but what actually occurred became
somewhat of a legend in itself. His life’s work now amounts to
more than 24 volumes on ‘Science and Technology in China’ all
published by Cambridge University.
)RRGSURGXFWLRQZDVVLJQL¿FDQWIDFWRU
Joseph Needham effectively revealed to the Chinese as
well as to the Europeans and Americans, things they didn’t even
know about themselves. His research showed that the Chinese
are responsible for developing essential resources upon which
our modern world is now built, modern shipping, the modern oil
industry and perhaps even more inÀuential, modern agriculture.
Considering this, the question arises, why did the Chinese
make so many of these early discoveries long before everyone
else? Pulitzer Prize-winning author, Jared Diamond, author
of “Guns, Germs, and Steel”, thinks food production was a
signi¿cant factor:
“In order to develop civilization, you need at the beginning,
food to feed lots of people and to produce food surpluses which
can then feed those kings and geniuses and adventurers and
other people”
Ancient records show how Chinese Emperors tried hard to
increase agricultural production, which they saw as the ultimate
source of wealth and security. In fact, early Chinese society saw
ordinary people as production units belonging to the ruler. Food
production leads to technology because the people who invent
technology, the smiths, and the potters and the scientist, they
have to be fed. If they can spend their waking hours seven
days a week thinking about technology rather than working in
the garden, somebody’s got to feed them.
So what exactly did the Chinese do differently to produce
such a food surplus? One clue comes from British agriculturalist
Jethro Tull, and his adoption in 1701 of what was at the time, a
Revolutionary Idea to plant seeds in rows with his mechanical
device. Though he didn’t know it, the technology he adopted
with his new ‘seed drill’ had already been in use in China for
over 2000 years. A seed drill allowed farmers to plant seeds in
well-spaced rows as a tube creates a hole, drops in a seed and
covers it over.
Highly organised irrigation techniques
As early as 600 BC, the Chinese cultivated crops in rows.
They realized that if you did this, they mature rapidly as they
don’t interfere with each other’s growth. Europe did not adopt
this simple technique for another 2000 years preferring to cast
seeds by hand to grow where they landed.
But Chinese agricultural innovation went way beyond
this. By 1,000 AD, they were using highly organised irrigation
techniques, but they also used cast iron ploughs that could
easily be adapted to different soils. Ploughing turns the soil,
bringing nutrients to the surface, burying weeds and the
remains of previous crops.
Christopher Cullen thinks that this was a vital factor: “One
of the great differences between the material culture of pre
modern China and pre modern Europe was the fact that from
about 600BC in China there was the ready availability of cast
iron … that is iron that comes out of the furnace in liquid form
and could be run into moulds.” Now this meant that in China
unlike in the West, iron tools were common and cheap and of
good quality and everybody could afford to use them. That
made a huge difference to the productivity of agriculture.
When the Chinese plough and other innovations were
eventually adopted in Europe, a massive increase in agricultural
productivity in turn supported unprecedented population growth,
which in turn freed up a signi¿cant percentage of the workforce,
and thereby helped drive the Industrial Revolution. So part of
the answer as to why the ancient Chinese were so scienti¿cally
and technically advanced, lay initially in their ability to produce
a food surplus.
However, the more complete answer can be found in the
soon to be released TV series “Legacy of China”. This 2x60
minute HD docu-drama series, takes viewers along a path
of discovery to find out why Chinese civilization has not only
withstood the passage of time, but is also perhaps the foremost
inÀuence in the modern world.
Mercuria.MCG (a member of Mercuria Energy Trading SA) produced
‘Legacy of China” which scheduled for international release in 2009.
51
L i f e
&
C u l t u r e
ዐࡔ࿔௽‫ڦ‬ᅍׂ
ዐࡔ݀௽๏
԰㗙ǖGarry McAlpine, ĀЁ೑᭛ᯢⱘ䘫ѻāЏ㽕߯ྟҎ
෌๗‫د‬ຫ
Ё೑ҎѢ݀‫ࠡܗ‬ಯϪ㑾থᯢњ
कᄫᓽˈ಴ℸˈЁ೑Ҏᇍ࿕ᒝ•
⋄ᇨ䗝⫼ⱘ℺఼䴲ᐌ❳ᙝǄ
Garry McAlpine
ᴃ䍙㕸ⱘ࿕ᒝ•⋄ᇨ㱑✊ᰃ⨲຿Ӵ༛ᬙџЁⱘҎ⠽ˈҪैϢস
ㆁ
㗕ⱘЁ೑᳝ⴔᶤ⾡ϡৠᇏᐌⱘ݇㋏Ǆᬙџ᳔ৢ䆆䗄ⱘᰃϔৡ༹
ഄ߽⊩ᅬᡞϔϾ㣍ᵰᬒ೼࿕ᒝ•⋄ᇨⱘ‫ܓ‬ᄤ≗⡍༈Ϟˈ䘐ⴔ⋄
ᇨᡞ㣍ᵰᇘϟᴹˈ৺߭Ҫ੠‫ܓ‬ᄤ䛑ᇚ㹿໘⅏ǄПࠡ䙷ৡ༹ഄ߽
Ҏ᳒ㄨᑨҪˈབᵰ⋄ᇨ៤ࡳᇘϟ㣍ᵰˈҪᇚ㦋ᕫ㞾⬅Ǆ䖭ḋˈ1307ᑈ11
᳜18᮹䙷໽ˈ⋄ᇨ⫼कᄫᓽᇘߎϔㆁˈϡ‫أ‬ϡ‫ˈ׮‬ℷЁ䙷Ͼ㣍ᵰˈҢ㗠
៤Ў⨲຿ⱘӴ༛Ҏ⠽Ǆ
✊㗠ˈ࿕ᒝ•⋄ᇨϡⶹ䘧гϡৃ㛑ⶹ䘧ˈҪП᠔ҹ㛑ᅠ៤䙷ϔໂВˈ
݊ḍ⑤䖬㽕䗑⒃ࠄԡѢ঺ϔϾञ⧗ⱘসҷЁ೑Ǆㅔ㗠㿔Пˈབᵰ≵᳝䎱
⋄ᇨϔगᑈࠡⱘᶤԡЁ೑Ҏⱘথᯢˈ䖭Ͼ㾺Ⳃ᚞ᖗⱘᬙџৃ㛑Ӯᰃ៾✊
ϡৠⱘ঺໪ϔ⾡᱃䈵њǄӫ᠔਼ⶹˈЁ೑ҎѢ݀‫ࠡܗ‬ಯϪ㑾থᯢњकᄫ
ᓽˈ಴ℸˈЁ೑Ҏᇍ࿕ᒝ•⋄ᇨ䗝⫼ⱘ℺఼䴲ᐌ❳ᙝǄ
೼ℸᳳ䯈ˈЁ೑ᣕ㓁ഄ԰ߎњ䆌໮থᯢϢ߯䗴ˈՓЁ೑៤ЎϪ⬠Ϟ᳔ᔎ
໻ǃ⾥ᄺ᳔‫ܜ‬䖯ⱘ೑ᆊǄℷᰃЁ೑থᯢњ☿㥃ǃ䫌䪕ǃ㒌ᓴǃ䪅Ꮥǃॄ
ࠋᴃǃᣛफ䩜ǃϱ㓌ǃ㠍㠉ǃӲ⫮㟇䕀䕈⏨‫݋‬Ǆ
བᵰϞ䗄থᯢ⏙ऩ≵㛑ᓩ䍋Դⱘ⊼ᛣˈϟ䴶ⱘ⏙ऩϔᅮৃҹǄ
Ё೑䖬ᰃ᳔ᮽՓ⫼໽✊⇨ⱘ೑ᆊˈ᳔ᮽথᯢњ᪁⾡ᴎǃ⫋఼ǃ☿
᷈ǃⓚ఼ǃ৞ḹǃഄ䳛ҾǃᴎẄ䩳ǃ亢ㄱǃ☿ㆁǃ䫒ᴵ偅ࡼ੠ㅔᯧⱘ⣀
䕂᠟᥼䔺Ǆ䖭ѯাᰃЁ೑ӫ໮থᯢЁⱘϔ䚼ߚǄ᳔ҸҎ᚞্ⱘᰃˈЁ೑
Ҏⱘ᠔᳝䖭ѯথᯢˈ䛑㽕↨݊Ҫ⇥ᮣᮽད޴ⱒᑈ⫮㟇޴गᑈǄЁ೑Ҏⱘ
থᯢ᭄䞣᚞ҎǄ᳝Ҏ᥼ㅫ䖛ˈ⦄ҷϪ⬠ৃ㛑ϔ໮ञᰃᓎゟ೼সҷЁ೑Ҏ
ⱘথᯢϢথ⦄෎⸔ПϞⱘǄԚᰃ໻໮᭄ҎˈϡㅵᰃЁ೑Ҏ䖬ᰃ໪೑Ҏˈ
䛑ᇍ䖭ѯ᚞ҎⱘџᅲⶹП⫮ᇥǄ
1943౎૚ሀ෤୲ံࠅਸ‫ڦ‬௞௢
ံ৊‫پࠟڦ‬ዐࡔ
԰Ўϔৡᑈ䕏ⱘࠥḹᄺ㗙ˈᴢ㑺⨳ѢѠ៬ᳳ䯈㄀ϔ⃵ᴹࠄЁ೑ˈ㒧
Ԛᰃˈབᵰ⋄ᇨⱘᬙџথ⫳೼13Ϫ㑾ⱘЁ೑ˈЁ೑Ҏৃ㛑Ӯ䗝ᢽᅠ
ܼϡৠⱘ℺఼ǄᔧᯊⱘЁ೑Ҏ䴲ᐌ‫ܜ‬䖯ˈᏆ㒣Փ⫼ᵾǃ໮㑻☿ㆁǃ໻⚂
⫮㟇ഄ䳋ǄЁ೑Ҏ೼℺఼Ϟ↨ᔧᯊ⃻⌆Ҏ‫ܜ‬䖯ᕫ໮Ǆ
ᵰҪℸৢಯकᑈⱘᄺᴃ⫳⎃䛑㢅೼њᧁ⼎Ё೑䖭ѯ᳔ϡᇏᐌⱘ⾬ᆚϞˈ
পᕫњЄ⸩ⱘᄺᴃ៤ᵰǄࠥḹ໻ᄺᴢ㑺⨳ⷨお᠔ⱘ‫ܟ‬䞠ᮃᠬᓫ•ᑧҥᬭᥜ
䅸ЎˈᏆᬙⱘᴢ㑺⨳म຿ⱘⷨお៤ᵰᬍবњϪ⬠ᇍЁ೑ⱘⳟ⊩Ǆ
Ё೑ᰃϔϾস㗕ⱘ೑ᆊǄЁ೑ⱘग़৆ᳱҷৃҹ䗑⒃ࠄಯग໮ᑈࠡǄ
݀‫ࠡܗ‬221ᑈˈ⾺ྟⱛ៤Ў㄀ϔԡ㒳ϔЁ೑ⱘⱛᏱǄℸৢˈ䖭⾡㒳ϔ⢊ᗕ
ҹ䖭ḋ៪䙷ḋⱘᮍᓣᄬ㓁њ2000ᑈˈⳌᔧѢ㣅೑ⱛᅸ㒳⊏ᯊ䯈ⱘϸ‫ס‬Ǆ
Āᄺ䖛⾥ᄺ৆ⱘҎ෎ᴀϞ䛑䅸Ў⾥ᄺ৆ҹসᏠ㜞ᓔྟˈ೼ЁϪ㑾䙷
↉咥ᱫቕ᳜䞠㒣ग़䖛ϔ↉ҸҎ䲒ҹᖡফⱘ‫ذ‬⒲ᳳˈ✊ৢህᰃԑ߽⬹੠⠯
乓ˈℸৢ䛑ᰃ㽓ᮍⱘग़৆њǄā
52
L i f e
&
C u l t u r e
Ё೑ҎᰃϪ⬠Ϟ᳔ᮽ⫳ѻߎ㒌ᓴᑊথᯢॄࠋᴃⱘˈ಴ℸˈᴢ㑺⨳ৃ
ҹ㦋ᕫЁ೑Ҏ⬭ϟⱘ໻䞣থᯢⱘ䆄ᔩᑊᕫҹ䞡⦄Ё೑Ҏⱘথᯢ৆Ǆ
䎱ᑊ៤㸠ഄ᪁⾡Ǆ
ᮽ೼݀‫ࠡܗ‬600ᑈˈЁ೑Ҏህ៤㸠⾡ỡ‫ݰ‬԰⠽ǄҪӀⶹ䘧䖭ḋ‫ݰخ‬
԰⠽៤❳ᕫᖿˈ಴Ў‫ݰ‬԰⠽ⱘ⫳䭓ⳌѦϡফᕅડǄ೼ℸৢϸगᑈ䞠⃻⌆
๋೗ิׂ‫࠲ྺׯ‬॰ᅺ໎
៬ৢᴢ㑺⨳ಲࠄࠥḹˈᴀᴹা䅵ߦ㓪‫ݭ‬ϔᴀ݇ѢЁ೑⾥ᄺ৆ⱘㅔ
৆ˈԚᅲ䰙៤ᵰै៤ЎϔϾ‫ߦ݋‬ᯊҷᛣНⱘⷨお੠ߎ⠜乍ⳂǄᴢ㑺⨳ⱘ
Ҏ䛑≵㛑䞛⫼䖭⾡ㅔऩⱘᡔᴃˈձ✊䞛⫼᠟Ꮉᩦ᪁ˈ⾡ᄤᩦࠄા䞠ˈህ
೼ા䞠⫳䭓Ǆ
ԚЁ೑Ҏⱘ‫ݰ‬Ϯ߯ᮄ䖬ϡҙҙབℸǄ݀‫ܗ‬ϔगᑈᯊˈЁ೑ҎᏆᓔྟ
↩⫳ⷨお៤ᵰᏆ‫ޱ‬㒧ЎⳂࠡᏆߎ⠜њ24䚼ⱘǉЁ೑⾥ᡔ৆Ǌˈഛ⬅ࠥḹ
໻ᄺߎ⠜⼒ߎ⠜Ǆᴢ㑺⨳ϡҙҙ৥⃻⌆Ҏ੠㕢೑Ҏǃᅲ䰙Ϟг৥Ё೑Ҏ
ᧁ⼎њ䙷ѯЁ೑Ҏ㞾Ꮕ䛑ϡⶹ䘧ⱘџᚙǄҪⱘⷨお㸼ᯢˈ៥Ӏ䌪ҹᓎゟ
䖤⫼催ᑺথ䖒ⱘ☠⑝ᡔᴃǄৠᯊˈҪӀ䖬Փ⫼䗖ড়㗩԰ϡৠೳຸⱘ䫌䪕
⡕Ǆ䪕⡕㛑ᡞೳຸᥔᓔˈᡞ‫ߚݏ‬ᏺࠄഄ㸼ˈᑊᇚᴖ㤝੠Ϟϔᳳ԰⠽ⱘ⅟
⏷ඟࠄഄϟǄ
⦄ҷϪ⬠ⱘḍ෎üü⦄ҷ䗴㠍Ϯǃ⦄ҷ⷇⊍ᎹϮǃ ៪䆌䖬᳝᳈‫݋‬ᕅડ࡯
ⱘ⦄ҷ‫ݰ‬Ϯˈ䛑ᑨᔦࡳѢЁ೑ҎǄ
ᛇࠄ䖭ѯˈ៥Ӏ㛥⍋ЁӮѻ⫳ϔϾ䯂乬˖ЎҔМЁ೑Ҏ䖰ᮽѢ݊Ҫ
‫ܟ‬䞠ᮃᠬᓫ•ᑧҥ䅸Ў䖭ᰃϾ݇䬂಴㋴ĂĂĀ⦄ҷҹࠡⱘЁ೑Ϣ⦄
ҷҹࠡⱘ⃻⌆೼⠽䋼᭛ᯢᮍ䴶᳔໻ᏂᓖПϔ೼Ѣˈ݀‫ࠡܗ‬600ᑈᯊЁ೑
ህᏆᢹ᳝䫌䪕ˈ䖭⾡䪕ҹ⎆ᗕᔶᓣ⌕ߎ‫ˈ♝ފ‬ᑊৃҹᡞᅗ‫צ‬䖯৘⾡῵‫݋‬
᠔᳝⇥ᮣ䖯㸠њབℸӫ໮ⱘথᯢ˛ǉᵾ⚂ǃ⮙㦠Ϣ䩶䪕Ǌϔк԰㗙ǃ᱂
߽ㄪ༪㦋ᕫ㗙䌒䞠ᖋ•᠈㩭䅸Ўˈ亳ક⫳ѻᰃϔϾ䴲ᐌ䞡㽕ⱘ಴㋴Ǆ
ЁǄā
䖭ህᛣੇⴔϡৠѢ㽓ᮍˈ೼Ё೑䪕ࠊᎹ‫݋‬䴲ᐌ᱂䘡ǃ䋼䞣催ԚӋḐ
Ԣˈ↣ϾҎ䛑㛑фᕫ䍋Ǆᅗ䗴៤њ‫ݰ‬Ϯ⫳ѻ࡯ᮍ䴶ⱘᎼ໻ᏂᓖǄ
Ā㽕থሩ᭛ᯢˈ佪‫ܜ‬䳔㽕亳⠽ᴹ‫⌏ݏ‬໻䞣Ҏষˈ䅽䖭ѯҎ⫳ѻ࠽ԭ
ⱘ㊂亳ᴹ‫⌏ݏ‬೑⥟ǃ໽ᠡǃ‫ݦ‬䰽㗙ҹঞ݊ҪҎǄā
৆᭭ᰒ⼎ˈЁ೑㒳⊏㗙チ࡯ᠽ໻԰ЎᅝܼϢ䋶ᆠП⑤ⱘ‫ݰ‬Ϯ⫳ѻǄ
সҷЁ೑⼒Ӯᡞ᱂䗮ⱒྦྷᔧ԰ሲѢ㒳⊏㗙ⱘ⫳ѻऩԡǄ㊂亳⫳ѻᇐ㟈ᡔ
ᴃ䖯ℹˈ಴ЎথᯢᡔᴃⱘҎˈ䙷ѯᎹࣴǃ䱊㡎Ꮬ੠⾥ᄺᆊӀ䛑ᕫৗ佁Ǆ
བᵰҪӀϔ਼ϗ໽䛑㢅೼ᗱ㗗ᡔᴃ䯂乬Ϟ㗠ϡᰃ೼‫ݰ‬എ䞠Ꮉ԰ˈ݊ҪҎ
ህᕫ‫⌏ݏ‬ҪӀǄ
ߛ‫܈‬ፇኯࣅ‫߄࠺ڦ‬रຍ
䙷Мˈ Ё೑Ҏࠄᑩ᳝ાѯϢӫϡৠП໘ˈՓᕫҪӀ㛑⫳ѻߎ䙷ѯ࠽
ԭⱘ㊂亳ਸ਼˛Ң㣅೑‫ݰ‬ᄺᆊᵄᗱ㔫•⡍ᇨ䙷䞠ৃҹᡒࠄϔᴵ㒓㋶Ǆ⡍ᇨѢ
1701ᑈ䞛⫼Ҫ䆒䅵ⱘᴎẄ㺙㕂៤㸠ഄ䖯㸠᪁⾡ˈ䖭೼ᔧᯊৃҹㅫᰃ䴽ੑ
ᗻⱘ᪁⾡⧚ᗉњǄሑㅵᵄᗱ㔫•⡍ᇨᑊϡⶹ䘧ˈԚҪⱘĀᮄ᪁⾡ᴎā᠔䞛
⫼ⱘᡔᴃ݊ᅲᏆ೼Ё೑䖤⫼њϸग໮ᑈњǄ᪁⾡ᴎϞ↣ϔḍㅵᄤӮ೼ഄ
ϞᠧϔϾ⋲ǃᬒܹϔ㉦⾡ᄤ‫ݡ‬㽚ⲪϞ⊹ೳˈ䖭ḋˈ‫⇥ݰ‬ህৃҹ᥻ࠊ㸠䯈
Ё೑ⱘ⡕ҹঞ݊Ҫϔѯথᯢ᳔㒜㹿⃻⌆䞛⫼ৢˈ⃻⌆ⱘ‫ݰ‬Ϯ⫳ѻ࡯
໻ᐙᦤ催ˈ䖯㗠ᅲ⦄њҎষ৆᮴ࠡ՟ⱘ๲䭓ˈՓⳌᔧ໮ⱘࢇࡼ࡯ᕫࠄ㾷
ᬒˈᑊ಴ℸ᥼ࡼњᎹϮ䴽ੑⱘথሩǄ
಴ℸˈЁ೑ЎҔМ೼⾥ᡔϞབℸ‫ܜ‬䖯ˈ䚼ߚԚैᕜḍᴀⱘॳ಴䖬೼
ѢҪӀ⫳ѻ࠽ԭ亳⠽ⱘ㛑࡯Ǆ
✊㗠ˈབᵰ㽕ᇏᡒ䖭Ͼ䯂乬ⱘᅠᭈㄨḜˈ䇋݇⊼ेᇚথ㸠ⱘ⬉㾚㋏
߫⠛ǉ⑤•᥶㋶Ё೑Ǌ˄⠛ৡ᱖ᅮ˅Ǆ䖭䚼催⏙᭛⤂࠻݅ϸ䲚ˈ↣䲚60ߚ
䩳ˈᅗᡞ㾖ӫᏺϞথ⦄Пᮙˈ᥶ᇏЎҔМЁ೑᭛ᯢϡҙ㒣ফԣњᯊ䯈ⱘ
㗗偠ˈ㗠Ϩ䖬ᇍ⦄ҷϪ⬠ѻ⫳њৃ㛑ᰃ᳔Ў䞡㽕ⱘᕅડǄ
ఊ੔෌MCG዆ೌࠅິ˄ఊ੔෌ీᇸஹᅟࠅິ‫ׯڦ‬ᇵࠅິ˅዆ፕ‫ڦ‬ǉᇸ•༑
໭ዐࡔǊ˄ೌఁሡۨ˅ॽᇀ2009౎ඇ൰݀ႜǄ
ǉᇸ•༑໭ዐࡔǊ˄ೌఁሡۨ˅ኴႜ዆ೌට˖߃෌•஛ਸ਼ՠ
53
R e g i o n a l
N e w s
൶ ᇘ ႎ ࿕
Beijing ࣫Ҁ
SwissCham Beijing
Shanghai Ϟ⍋
Swiss Ball 2008
Many thanks to our sponsors
Hong Kong 佭␃
Guangzhou ᑓᎲ
Gold Sponsors
Silver Sponsors
54
൶ ᇘ ႎ ࿕
Specials ฆࣷᄲ࿕
November 8, 2008
Swiss Ball 2008
Red & White – Fire & Ice
The Olympic flame had been extinguished in August but the Swiss Ball kept
the fire burning! On November 8th, when
Beijing nights got colder, SwissCham and
the Swiss Society heated up Swissôtel’s
Grand Ballroom and presented an evening
full of contrasts and extremes, with fiery
and icy elements.
An exciting fire dancer warmed up
the cocktail area before the grand opening of the Ballroom’s doors. The guests
could then admire the ballroom’s decoration with ice carvings and arti¿cial ¿re.
Distinguished guests such as H.E.
Ambassador of Switzerland Mr. Blaise
Godet, together with the President of
SwissCham Beijing, Mr. John Liebeskind,
and the Vice President of Swiss Society
Beijing, Mr. Beat Mueller, delighted
the audience with their presence and
speeches.
The guests had the chance to taste
the delicious cuisine of Swissôtel’s new
Swiss Chef, with a menu combining
typically Swiss and Asian food, selected
wines, followed by the traditional Swiss
chocolate buffet. Between the courses,
the guests could enjoy a candles contortionists’ show as well as live music.
The over 280 attendees were treated
to an entertaining night filled with fun,
music, dance, gifts and fundraising
among the Swiss community of Beijing
to support the Charity Project of building
an earthquake-proof school in Sichuan.
During the evening, 25’000RMB was
raised from the lucky draw tickets
and just when the crowd thought the
excitement was tailing off, the Boogie
Woogie pianist Silvan Zingg delighted
the audience with swing, tasty groove
and impressive virtuosity during his live
appearance.
The audience could enjoy on-thespot hand-rolled Cohiba cigars and taste
¿ery pepper berry vodka Àowing down a
sculpted ice mountain.
Special thanks go to our sponsors
and partners, without whom this ball
would not have been such a success.
These were in particular our Gold
Sponsors ABB, UBS, SwissRe, Victorinox
and our Silver Sponsors SGS, ZKB and
Zurich Insurance. Other companies have
R e g i o n a l
contributed to the success of the evening,
such as our Swiss wine and beer
provider MQ Wines, official chocolate
sponsor Lindt & Sprüngli, Strait Vodka,
the exclusive coffee sponsor Nespresso
and our ice cream provider Moevenpick.
MC Denis Schmid with the organizing committee, from left to right, Yvan Sprunglin,
Michaela Scarpatetti, Christoph Koeppel,
Felicitas Sohm and Peter Troesch
55
N e w s
R e g i o n a l
N e w s
൶ ᇘ ႎ ࿕
Shanghai Ϟ⍋
Beijing ࣫Ҁ
Executive Changes ዘᄲՎ߸
Hong Kong 佭␃
Guangzhou ᑓᎲ
Michaela Scarpatetti left SwissCham
Beijing last February for a new start in
South America. She had been Executive
Director at SwissCham Beijing for almost
two years and contributed in a very
dynamic way to the good functioning of
SwissCham Beijing Management’s Team.
SwissCham Beijing Directors and Team
thank you and wish you a successful new
beginning on the New Continent!
Batiste Pilet took over the management
of the Chamber as General Manager
since 1 March 2009.
Events Review ऄ‫ۯ‬ᄲ࿕
October 15, 2008 –International Interns
1 and Young Professionals Evening
The International Interns and Young
Professionals Evening, organized by
Hutong School and Obiwan, supported
by SwissCham, BenCham, Young French
Chamber and NANC (The Netherlands
Alumni Network in China) was the third
social networking event for foreign interns and young professionals. It took
place in the Club Obiwan and was an
opportunity to extend one’s network and
spend a pleasant evening meeting other
young professionals from around the
globe.
56
൶ ᇘ ႎ ࿕
N e w s
Switzerland in China, made a general presentation on this issue. The speech was
followed by a lively Q&A session.
October 16, 2008 – Committee Event:
2 Presentation for the delegation of the
Swiss Federation of Architects
On the occasion of the study-tour to
Beijing of the Swiss Architects Federation,
SwissCham Beijing organized a conference to introduce some projects lead by
famous Chinese Architect ZHONG Song
and Swiss architect Ronald Szypura, also
Director of the Board of SwissCham Beijing. The delegation listened to ZHONG
Song presenting his 8 biggest projects
achieved between 1999-2008 and Ronald Szypura’s overview on his projects in
China.
R e g i o n a l
November 6, 2008 – Breakfast Seminar
4 on "Transfer Pricing Documentation
Rules"
SwissCham, EUCCC and the French
Chamber of Commerce organized a breakfast seminar on the new "Transfer Pricing
Documentation Rules", in preparation
for the “Transfer Pricing Documentation”
regulations expected to be released by
the SAT (State Administration of Taxation) in China. Winnie Di, a partner in the
PricewaterhouseCoopers Transfer Pricing
Services, was the speaker.
Hervé Findeisen, Head of the Visa Section,
Embassy of Switzerland.
December 4, 2008 – Breakfast Seminar
Ronald Szypura, SZYPURAARCHITECTS
and Zhong Song, Song Studio
5 "Mobility solutions: Trends & Developments"
SwissCham Beijing and the French
Chamber of Commerce organized this
breakfast seminar which focused on
“ubiquitous computing”. The speakers
James Wee and Pieter Zylstra, Principal
Consultants from Orange Business Services introduced projects built by Orange
for enterprises that have helped their customers. Around 20 people attended this
seminar .
December 9, 2008 – Breakfast Seminar
3
October 24, 2008 – First Annual Women
in Business Conference
The Beijing's First Annual Women in
Business Conference took place at the
Landmark Hotel, and was a salute to the
most successful business women in China.
This event was organized by Yi Ming Consulting and included 40 speakers: GMs,
VPs and Directors from such companies
as Novartis, Microsoft, Agilent, Cisco, IBM,
JPMorgan, Lenovo, McKinsey, Merrill
Lynch, Siemens, United Nations, Ernst and
Young and many others.
6 "The New Swiss Schengen Visa"
SwissCham Beijing with the support
of the Embassy of Switzerland in China
and the Swiss Business Hub China held
a breakfast seminar on "The New Swiss
Schengen Visa” at the Hilton Hotel. The
Swiss-EU Schengen cooperation started
to be operational from 12th December
2008. This means that Switzerland has
started issuing Schengen Visa valid for
a maximum stay of three months. This
Swiss Schengen Visa not only allows
travel in Switzerland but also in the whole
Schengen area. Conversely, Chinese
passport holders with a valid Schengen
Visa issued by other Schengen-states
can enter Switzerland without an additional Swiss visa. Mr. Hervé Findeisen,
Head of Visa Section at the Embassy of
Liu Zhiqin, ZKB and Felix Sutter, PwC
December 15, 2008 – SwissCham Beijing
7 Young Professionals' Forum
7KH¿UVW<RXQJ3URIHVVLRQDOV
)RUXP
- Where Tomorrow's Leaders Meet – was
set up by SwissCham Beijing with the
aim to provide Young Professionals with
a networking platform tailored to their
QHHGVJLYLQJWKHPDFFHVVWRKLJKSUR¿OH
and experienced business executives.
The attendees had the chance to talk
about issues related to their career development. The topic was “What do MultiNational Companies Look for in the Ideal
Young Professional to be Hired in China?” It took place at the Crowne Plaza
Sun Palace Beijing, and welcomed two
speakers, Jennifer Jin, Senior HR Director at Novartis and Brice Koch, President
of ABB North Asia Region and Chairman
and President ABB China. They updated
the audience on the latest trends in HR
management and explained what are
the requirements and expectations from
Young Professionals hired in China. After
the speeches, the audience networked
in a cheerful atmosphere around an exquisite buffet. Our thanks go to the sponsors: Crowne Plaza Sun Palace Beijing
and Phoenix Place.
57
R e g i o n a l
N e w s
൶ ᇘ ႎ ࿕
January 13, 2009 – Tianjin Business
Shanghai Ϟ⍋
Beijing ࣫Ҁ
9 Networking
Jennifer JIN, Novartis (left) and Brice Koch,
ABB (right) with moderator Clarisse von Wunschheim, Jones Day
SwissCham Beijing in cooperation
with the Tianjin Networking Club, the
Tianjin Expats Website, various Chambers of Commerce and foreign business
organizations held the first business
socializing evening in Tianjin. This event
gave SwissCham Beijing the opportunity
to expand its activities in the vibrant city
of Tianjin.
Cassie Shu and Jeyanthy Geymeier,
SwissCham Beijing
Guangzhou ᑓᎲ
New Members ႎࣷᇵ
Corporate Members
Hong Kong 佭␃
Jasmine Keel, Inspired
Claudio Mazzucchelli, Swiss Business Hub,
Guido Greber, M & M Militzer and Christian
Dougoud
8 Christmas Mixer
Yan Hai, CCPIT Tianjin
SwissCham Beijing and the German
Chamber of Commerce in China coorganized a cosy Christmas Inter-Chamber Mixer at Drei Kronen 1308. This was
the occasion to get to know members of
the German and Swiss Chambers, in a
Christmas atmosphere.
10 Chamber Networking
December 18, 2008 – Inter-Chamber
58
Mr. Vincent WAN
Company: Swiss Gastro Bakery Beijing Co., Ltd.
Address: 4 First Northern Street, Beijing
Yanqi Industrial Development Zone,
Huairou District, Beijing
ྤ࡛ਬ
ৡ⿄: ԛ৙෌ॆ๋೗ᆶ၌ࠅິ
ഄഔ: ࣫ҀᏖᗔᶨऎ䲕ᷪᎹϮᓔথऎ䲕ᷪ
࣫ϔ㸫4ো
Postcode/䚂㓪: 101407
Tel/⬉䆱: +86 10 6166 8241
Fax/Ӵⳳ: +86 10 6166 8242
Website/㔥ഔ: www.swissgastrobakery.cn
January 15, 2009 – New Year Inter-
This event organized by SwissCham Beijing, the Canada China Business Council and the European Chamber
of Commerce at the Pangu Hotel successfully attracted 250 guests to network
in a luxurious and warm atmosphere,
with view on the Water Cube and the
Bird’s Nest.
Mr. Patrik LI
Company: Kingsphere Business Solutions
Address: Room 32, Gate 1, Building 9,
Jianguomenwai Foreign Diplomatic Residence, Chaoyang District, Beijing
૚մ
ৡ⿄: ຤ఢूࣀ
ഄഔ: ࣫ҀᏖᳱ䰇ऎᓎ೑䮼໪໪Ѹ݀ᆧ9ো
ὐ1໻䮼32ᅸ
Tel/⬉䆱: +86 10 8532 2980
Fax/Ӵⳳ: +86 10 8532 5152
Website/㔥ഔ: www.kingspherechina.com
൶ ᇘ ႎ ࿕
R e g i o n a l
N e w s
Members' News ࣷᇵႎ࿕
Opening of Mercuria Energy's new office in
Beijing, October 9, 2008
Mr. Jun YANG
Company: Aer Network Beijing Co., Ltd.
Address: 25/F, Tower A, G.T International
Center, Jianguomen Outer Avenue, Chaoyang District, Beijing
ᄘਬ
ৡ⿄: ԛ৙Ҹܻྪୟ੔रᆶ၌ሴඪࠅິ
ഄഔ: ࣫ҀᏖᳱ䰇ऎᓎ೑䮼໪໻㸫䗮⫼೑
䰙ЁᖗAᑻ25ሖ
Tel/⬉䆱: +86 10 5879 4000
Fax/Ӵⳳ: +86 10 5879 4111
Website/㔥ഔ: www.aer.cn
Mr. Justin TANG
Company: Beijing Rüeger Precision
Instrument Co., Ltd.
Address: 5/F, 135A Chengshousi Road,
Chaoyang District, Beijing
ኣጸျ
ৡ⿄: ԛ৙୛߭৛௢ᅏഗᆶ၌ࠅິ
ഄഔ: ࣫Ҁᳱ䰇ऎ៤ᇓᇎ䏃⬆135ো5ሖᅸ
Tel/⬉䆱: +86 10 8767 3379
Fax/Ӵⳳ: +86 10 8761 3727
Website/㔥ഔ: www.rueger.com
Mr. Daniel ARBENZ
Company: Crowne Plaza Sun Palace
Beijing
Address: Yunnan Tower, 12 Qisheng
Middle Street, North Third Ring East
Road, Chaoyang District, Beijing
Ҹՠຯ
ৡ⿄: ԛ৙ႎሊళ࣠࠴्න৶‫ی‬
ഄഔ: ࣫ҀᏖᳱ䰇ऎ࣫ϝ⦃ϰ䏃ϗ೷Ё㸫
12োѥफ໻ॺ
Tel/⬉䆱: +86 10 6429 8888
Fax/Ӵⳳ: +86 10 6452 1601
Website/㔥ഔ:
www.crowneplaza.com/sunpalace
Ms. Roma QUEDDENG
Company: SIP Project Management
Address: Suite 2008, Zhongyu Plaza, A6
Gongti North Road, Beijing
ৡ⿄: ᆈࡔዐࡔएॺࢇፕᆶ၌ࠅິ
ഄഔ: ࣫ҀᏖᎹԧ࣫䏃⬆6োЁᅛ໻ॺ2008ᅸ
Tel/⬉䆱: +86 10 6525 1950
Fax/Ӵⳳ: +86 10 6525 0047
Website/㔥ഔ: www.sipgroup.com
Mr. Roger DI
Company: KPMG
Address: 8/F, E2 Tower, Oriental Plaza, 1
East Chang An Avenue, Beijing
ৡ⿄: Թகྰࣀናࣷऺ฾๚ခ໯
ഄഔ: ࣫ҀᏖ䭓ᅝ㸫1োϰᮍᑓഎ2ᑻࡲ݀
ὐ8ሖ
Tel/⬉䆱: +86 10 8508 5000
Fax/Ӵⳳ: +86 10 8518 5111
Website/㔥ഔ: www.kpmg.com.cn
Mr. Antoine DE RYCKEL
Company: Neo Advertising
Address: Unit 2103, The Exchange
Building, 118B Jianguo Road, Chaoyang
District, Beijing
ৡ⿄: ౅౹࠽ߢ
ഄഔ: ࣫ҀᏖᳱ䰇ऎᓎ೑䏃Э118োҀ∛໻
ॺ2103ᅸ
Tel/⬉䆱: +86 10 6567 6630
Fax/Ӵⳳ: +86 10 6567 6631
Website/㔥ഔ: www.neoadvertising.com
On October 9th 2008, His Excellency
Dante Martinelli, Ambassador of Switzerland officially opened Mercuria Energy's
new of¿ce in Beijing, along with Mercuria
President and CEO Marco Dunand, in a
brief ceremony where the new sign was
unveiled. The of¿ce, which is on the 47th
Àoor of the Yintai Of¿ce Tower in Beijing's
CBD, has a panoramic view of China's
dynamic capital city.
Mercuria Energy Group is an international group of companies active over a
wide spectrum of global energy markets,
including crude oil and refined products,
petrochemical products, natural gas, power, vegetable oils and carbon emissions.
Mercuria is one of the five largest independent private crude oil and petroleum
products traders in the world, playing a
dynamic, diversified and growing role in
the global energy market. China is one of
Mercuria's fastest growing markets.
Mercuria has two companies in China. Mercuria Energy Trading (Beijing) Co.,
Ltd. assists the Group to find profitable
business opportunities and connect the
Group’s considerable global resources
with China’s domestic markets and producers. Mercuria Investment Consulting
(Beijing) Co., Ltd. takes primary responsibility for all Chinese business and related
risk control management instruments. It
also assists the Group to evaluate, develop and manage investment projects in
China.
Associate Member
Stefan VON ARX
Address: Room 401, Xi Yi Building,
China University of Mining & Technology Beijing, 11 Xueyuan Road, Haidian
District, Beijing
෌‫ޟ‬Ҿ
ഄഔ: ࣫ҀᏖ⍋⎔ऎᄺ䰶䏃ϕ11োЁ೑ⷓ
Ϯ໻ᄺ㽓ϔὐ401ᅸ
Marco Dunand, Mercuria and H.E. Ambassador
Dante Martinelli
59
R e g i o n a l
N e w s
൶ ᇘ ႎ ࿕
Beijing ࣫Ҁ
SwissCham Shanghai
CHINESE NEW YEAR GALA
&
”SWISS CEO/ENTREPRENEUR OF THE YEAR 2007” AWARDS
Shanghai Ϟ⍋
Many thanks to our sponsors for this wonderful evening,
and special thanks to our title sponsor: Bank Sarasin Co. Ltd.
Guangzhou ᑓᎲ
Gold Sponsors
Hong Kong 佭␃
Silver Sponsors
Bronze Sponsors
In-kind Sponsors
The Chinese New Year Gala is kindly supported by
60
൶ ᇘ ႎ ࿕
R e g i o n a l
N e w s
January 16th, 2009 - CEO of the Year
1 Award - Chinese New Year Gala
On Friday 16 January, 2008, SwissCham Shanghai held its event of the year:
the Chinese New Year Gala 2009. The
highlight of the evening was the announcement of the prestigious “Swiss CEO/Entrepreneur of the Year Award 2008”. The
winner of the award, Mr. Urs Eller, CEO of
Phonak China, also received a luxurious
Omega watch offered by Swiss Center
Shanghai. The 270 guests in the grand
ball room of the JW Marriott hotel spent
a magnificent evening, enjoying a five
course gourmet dinner, trying their luck as
a rodeo cowboy on the machine bull, being
entertained by diverse performances such
as Kung Fu artists, various dances, plateVSLQQLQJDFUREDWVDVZHOODVDUDIÀHWLFNHW
draw with attractive prizes. After the lights
went out in the grand ball room, this wonderful evening wasn’t over yet, as many of
the guests decided to move to the Swiss
ORXQJHRQWKHWRSÀRRURIWKH-:0DUULRWW
hotel to continue celebrating deep into the
night.
THE SWISS CHINESE NEW YEAR GALA
61
N e w s
൶ ᇘ ႎ ࿕
Hong Kong 佭␃
Guangzhou ᑓᎲ
Shanghai Ϟ⍋
Beijing ࣫Ҁ
R e g i o n a l
62
൶ ᇘ ႎ ࿕
R e g i o n a l
N e w s
63
Hong Kong 佭␃
Guangzhou ᑓᎲ
Shanghai Ϟ⍋
Beijing ࣫Ҁ
R e g i o n a l
N e w s
൶ ᇘ ႎ ࿕
October 21st, 2008 - Joint Chamber SME
2 Labor Law Workshop
In order to provide support for SMEs
human resources competencies, SwissCham together with CanCham and BenCham co-organized a joint-chamber China
Labor Law and Practices Workshop. Labor
law attorney- Mr. Philippe Snel of of De
Wolf & Partners and HR Managers Miss
May Bai of the JLJ group were invited
to address issues concerning the new
Labor Law and daily practices at a breakfast meeting in the Portman Ritz-Carlton
Shanghai. They presented the 45 participants on the essentials of the new labor
contract law, on how to adjust your practices to the new employment framework,
on how to avoid risks in hiring people and
etc.
the challenges doing every day business in
China people often underestimate.
From left: Heinz D’Arsie (Lenzlinger & Sons),
Speaker Christian Ingold (Metabo), Reto Tomassini (Mannhart Consultants)
November 3rd, 2008 - Lunch Meeting
Young Professionals following the presentation
Participants paying full attention to the speakers’ explanations
October 23rd, 2008 - 5th Young Profe-
The 5th Young Professional Gathering
took place at Cotton’s on the 23rd of October with Mr. Christian Ingold, Managing
Director of Metabo China, being the guest
speaker. In a very cozy and intimate atmosphere, Mr. Ingold shared his experiences
with a crowd of 25 young professionals on
such topics as: the hardships of setting up
\RXURZQFRPSDQ\LQ&KLQDWKHGLI¿FXOWLHV
facing an internationally renowned company entering the Chinese market, as well as
64
On the 3rd of November the Consulate General of Switzerland together with
SwissCham Shanghai greeted 60 guests
to an exclusive conference “Being a World
Reinsurer Today” with special invited
speaker Mr. Jacques Aigrain, CEO of
Swiss Re at the Grand Hyatt in Pudong. Mr
Aigrain passed on his insider knowledge
of the reinsurance industry in the current
harsh economic environment to the 60
guests present.
October 29th, 2008 - The Inter Chamber
4 Autumn Mixer
On October 29th, members of all foreign Chambers of Commerce in Shanghai
gathered in the beautiful settings of the
Hotel Grand Hyatt in Pudong. While enjoying the buffet and sipping down champagne (for some) and orange juice (for the
most reasonable), SwissCham Shanghai
members had the opportunity to meet with
approximately 700 other foreign and local
businessman/woman for an evening of individual networking.
October 30th, 2008 - Development of
3 ssional Gathering
From left: Liv Minder (SwissCham Shanghai), Speaker Kim Clarkson (Ernst & Young),
Speaker Philipp Senff (Beiten & Burkhardt),
Daniel Heusser (Virtuaarch/ Board Member
SwissCham Shanghai)
6 With Swiss Re
and enjoying the atmosphere
The two speakers: Ms. May Bai (JLJ Group)
and Philippe Snel (De Wolf & Partners)
bubble pop as in other western countries?
5 Real Estate Prices in China
The focus of this special conference,
which took place in the Skyway Hotel was
to shed light on the recent developments of
the commercial side of the real estate market. Mr. Philipp Senff of Beiten Burkhardt
and Mr. Kim Clarkson of Ernst & Young
shared their expert knowledge with the 25
guests and gave their opinions on such
tricky questions as: After years of rising
prices in the real estate market what is to
be expected of the future? Is the Chinese
real estate market overbought and will the
President of SwissCham Shanghai Christian
Guertler giving special invited guest speaker
Mr. Jacques Aigrain of Swiss Re a SwissCham
Novus Atlas Sinensis as a thank you for the
wonderful presentation
From left: William Frei (Consul General),
൶ ᇘ ႎ ࿕
Jacques Aigrain (CEO Swiss Re), Christian
Guertler (President SwissCham Shanghai)
7
R e g i o n a l
N e w s
December 4th, 2008 - 10th CFO
10 Roundtable
November 11th 2008 - World Financial
Crisis and Its Impact on China
Speaker Ivan Beldi (Malik Management) explaining how to set up a business plan
The topic of the 10th CFO roundtable was "Customs Update", which was
moderated by Mr. Rune Foldnes, Country
Finance Manager of DKSH.Mr. Oleg Kolobenchuk, Executive Director, Customs &
International Trade Services at Ernst &
Young, gave the 12 participating CFOs a
presentation on the key updates from the
customs department at the Grand Hyatt in
Pudong.
December 9th, 2008 - Financial Ser-
November 27th, 2008 - Branding, Inte-
9 grating Traditional and Digital Media
From left: Christian Guertler (SwissCham SHA
President) and Thomas Luedi (McKinsey)
This special conference took place in
the Longemont on the 11th of November.
Mr. Thomas Luedi, Principal, Head of Corporate Finance Asia of McKinsey shared
his thoughts with more than 50 guests on
the current world financial crisis that has
broadened to a larger extent then was origLQDOO\H[SHFWHG0U/XHGLPDLQ¿QGLQJZDV
that China is well positioned to weather
the crisis, with the country’s fundamentals
being very strong, thus leading to a less
severe impact of the financial crisis than
in western countries. Moreover, his prognoses for future economic growth in China
were more optimistic than many other grim
outlooks by other experts.
On November 27th, Swisscham
Shanghai, together with BenCham and the
Italian Chamber of Commerce organized
an event on branding titled “Branding,
integrating traditional and digital media”,
which took place in the Sheraton Shanghai Hotel & Residences. Miss Bessie Lee,
CEO of GroupM China, was the invited
guest speaker for this event and gave the
40 guests an introduction how to successfully distinguish and protect your brands
and brand names. Furthermore Miss Lee
showed participants how they their company can effectively integrate digital and
traditional media tools to build their own
brand.
11 vices Mixer
The Financial Services Focus Group
welcomed all those members in banking,
insurance and other financial services
industries from the AustCham, the British
Chamber of Commerce, the Irish Business
Forum and SwissCham, to the mixer on
Tuesday, December 9th in the restaurant
La Verbana in Pudong. The approximately
50 participants used this opportunity to
meet and network with other chamber
members specialized and focused on financial services, as well as fellow industry
professionals.
December 15th, 2008 - The Inter
12 Chamber Christmas Mixer
On December 15th, members from
all the foreign Chambers of Commerce
in Shanghai gathered in the Hotel Grand
Hyatt in Pudong. SwissCham Shanghai
members had the opportunity to meet with
around a thousand other foreign and local
businessman/woman for an evening of individual networking.
December 18th, 2008 - 7th Young Pro-
13 fessional Gathering
Speaker Miss Bessie Lee (CEO of GroupM
China) explaining how to integrate digital and
traditional media tools
Moritz Wuttke (Publicitas)
November 20th, 2008 - 6th Young Pro-
8 fessional Gathering
The 6th Young Professional Gathering
took place on the evening of the 20th November in Cotton’s. Mr. Ivan Beldi, Partner
of Malik Management Zentrum St.Gallen
was the guest speaker giving the 25 participants valuable tips on how to successfully
set up your own business plan and how to
overall improve your management.
The last monthly Young Professional
Gathering of 2008 was held on the 18th of
December.Mr. Moritz Wuttke, CEO Asia
& China of Publicitas gave the close to 30
present young professionals a very entertaining presentation and introduction to
the advertising landscape in China. With
a number of very humorous slides Mr.
Wuttke showed the “do’s” and the “do-not’s”
when advertsing in Chinese media.
January 23rd, 2009 – 2nd and 3rd Tier
14 Cities in China Tianjin and Suzhou
In the past, most new foreign companies entering the China market did so by
¿rst establishing a presence in the 1st tier
cities of Beijing, Shanghai and Guangzhou.
65
Hong Kong 佭␃
Guangzhou ᑓᎲ
Shanghai Ϟ⍋
Beijing ࣫Ҁ
R e g i o n a l
N e w s
൶ ᇘ ႎ ࿕
However, with the current global financial
crisis and increasingly fierce competition
in Tier 1 cities, more and more companies
now consider entering or moving to 2nd
tier & 3rd tier cities to benefit from lower
costs and the market potential. This is
further enhanced by the stimulus package
whereby the Chinese Government commits to invest RMB 4 trillion in low-income
housing projects, medical care, education,
infrastructure, transport and environment
to improve Chinese welfare, particularly in
rural areas over the next two years.
Our guest speakers, who have either
extensive knowledge or are located in the
relevant cities, will provide both a general
market overview including key market
dynamics and will also address possible
opportunities and challenges for foreign
companies. In this workshop, which is
organized by BenCham and JLJ in cooperation with SwissCham, we will introduce
Tianjin and Suzhou. The JLJ Group will
open the workshop with more comprehensive information about the two cities.
This will be followed by two case studies
on each city presented by Akzo Nobel and
Picanol. Afterwards there is time for Q&A.
Road, Shanghai
Tel/⬉䆱: +86 21 64 66 29 95
Upcoming Events ऄ‫ۯ‬ᇨߢ
ƔForeign Exchange Strategy Seminar
Date: April 14th. Venue: Grand Hyatt.
Time: 9am-12pm
Speakers: Wang Tao, Head of China
Economic Research UBS and Mr. Mansoor Mohi-uddin, UBS chief currency
strategist.
ƔSuzhou Interchamber Mixer
Date: April 21st. Venue: Suzhou
Kempinski. Time: 18.00-22. 00
ƔYoung Professional Event on Logistics in
China
Date: 23. April 2009
ƔRetail Market in China
Date: 30. April 2009
ƔTax Optimization in China
Date: 8. May 2009
ƔTable Trade Fair organized by SwissCham
and CanCham
Date: 27. May 2009
Members can present their companies
and network with clients and partners
Xizhen Wang / David Liu
Company: Atradius Credit Information
& Consulting (Shanghai) Co., Ltd.
Address: Unit 11F, Pufa Tower, 588
South Pudong Road, Pudong New District, Shanghai
Tel/⬉䆱: +86 21 61 60 81 01 / +86 21 61
60 80 37
De Wei Robert Ang
Company: Bossard Industrial Fasteners Int’l Trading
Address: Suite D, Bldg 20, 229 Hua
Shen Rd, Wai Gao Qiao F.T.Z., Shanghai
Tel/⬉䆱: +86 21 58 66 69 11
Fax/Ӵⳳ: +86 21 58 66 06 88
Ivan Beldi
Company: Malik Management Zentrum
St.Gallen
Address: Room 12, Floor 32, Haitong
Security Building, 689 Guangdong Road,
Shanghai
Tel/⬉䆱: +86 21 63 41 05 47
Fax/Ӵⳳ: +86 21 63 22 92 49
New Members ႎࣷᇵ
Corporate Members
Speaker: Alessandro Duina (co-founder The
JLJ Group), Johan Coulembier (Picanol),
Wilfried Brouwer (Akzo Nobel).
Felix Aepli
Company: AFG Shanghai Management
Co., Ltd
Address: Room 2609, Tower B, Far East
International Plaza, 317 Xian Xia Road,
Shanghai
Tel/⬉䆱: +86 21 62 35 08 83
Fax/Ӵⳳ: +86 21 62 35 08 87
Ernst Weber
Company: Apextrans Ltd
Address: Suite 1108, 376 Zhaojiabang
66
Julian Lee
Company: Schaetti (Shanghai) Hotmelt
Adhesive Co., Ltd
Address: Room 1009 / 1011, 201 Muhua
Road, SCIP, Shanghai
Tel/⬉䆱: +86 21 67 12 16 66
Fax/Ӵⳳ: +86 21 67 12 13 56
Cheng Yang
Company: Sultex Limited Shanghai
5HSUHVHQWDWLYH2I¿FH
Address: Room 3605, United Plaza, Nanjing Road West, Shanghai
Tel/⬉䆱: +86 21 62 89 40 18
Fax/Ӵⳳ: +86 21 62 89 40 16
൶ ᇘ ႎ ࿕
Hans Joerg Roost
Company: Voyage Logistics Co., Ltd
Address: Room 705-706, Chunshenjiang
Mansion, 400 Middle Zhejiang Road,
Shanghai
Tel/⬉䆱: +86 21 61 41 73 00
Fax/Ӵⳳ: +86 21 61 41 73 03
Urs Tobler
Company: Greater Zurich Area
Address: Limmatquai 112, 8001 Zuerich
Switzerland
Tel/⬉䆱˖+41 44 254 59 59
Fax/Ӵⳳ˖+41 44 254 59 54
N e w s
Alice Lonfat-Chu
Communiconcept
[email protected]
Agata Karolina Szyler-Seidl
Company: IMG China Co., Ltd
Address: Room 2510 Tower A, City Center of Shanghai
No.100 Zunyi Road, Changning District,
Shanghai
Tel/⬉䆱˖+86 15 00 07 76 872
Reto Tomasini
Mannhart Consultants
[email protected]
Young Professional Membership
Hans-Peter Bouvard
[email protected]
Corporate Associate Membership
Sabine Horvath
Company: External Affairs and Location Marketing Basel
Address: Schneidergasse 7, 4001 Basel,
Switzerland
Tel/⬉䆱˖+41 61 267 40 91
Fax/Ӵⳳ˖+41 61 267 40 88
R e g i o n a l
Leon Z. Lee
Company: Sinotimes & Partners PRC
Lawyers
Address: Suite 1009, 10F Huawen Plaza,
999 West Zhongshan Road, Shanghai
Tel/⬉䆱: +86 21 51 09 55 00
Fax/Ӵⳳ: +86 21 32 51 50 10
Individual Membership
Sven Friebe
[email protected]
Marion Heusser
[email protected]
Yehua Lan
[email protected]
Desiree Meili
[email protected]
Jennifer Straessle
[email protected]
Victor Jansson
DLSP
[email protected]
Benjamin Treves
[email protected]
The foundation stone has been laid – Help us to finalise the school project in Sichuan
Swiss Community Project
Reconstruction in Sichuan: School & Housing Sponsorship Project
We are looking for individuals and organisations to join in and
assist ‘The Swiss Business Community Reconstruction Project’.
Funding and non-financial resources are greatly welcomed to
help the community of Long Xing Town to reconstruct their
schools and homes.
For more information please visit:
www.swisscham.org/sha/news/sichuan.php
If you would like to make a donation or have further enquiries, please
contact
In China:
Felix Sutter, Tel. + 86 (10) 6533 2110
[email protected], (Beijing)
Krystyna Marty, Tel. +86 (10) 8532 8888 ext. 882
[email protected], (Beijing)
Liv Minder, Tel. +86 (21) 6149 8208
[email protected], (Shanghai)
In Switzerland: Natasha Issa, Tel. +41 (0) 44 639 2015
[email protected], (Zurich)
Concluded:
July 2008
July 2008
January 2009
First Meeting Steering Committee
Fact Finding Mission to Sichuan
Signing Ceremony in Long Xing Town
Scheduled:
April 2009
May 2009
Fall 2009
Ground Breaking Ceremony
Start Construction of the School
Opening Ceremony
Alternatively, donations can be paid to the following bank
account with the reference "EARTHQUAKE RELIEF"
Bank:
Account Name:
Account Number:
Bank Address:
General Line:
UBS AG Beijing Branch
SWISS CHINESE CHAMBER OF COMMERCE
2701450101
12/F Winland International Finance Center,
No. 7 Finance Street, Xicheng District,
Beijing 100140, China
+ 86 (10) 5832 7000
67
Beijing ࣫Ҁ
R e g i o n a l
N e w s
൶ ᇘ ႎ ࿕
October 2, 2008/November 6, 2008/
1 December 4, 2008/January 8, 2009 –
The Swiss Young Professionals
and their friends meet for a casual afterwork cocktail every first Thursday of the
month. As usual, the September Young
Professional after-work cocktail was held
RQWKH¿UVW7KXUVGD\RIWKHDERYHGDWHVDW
Delaney's Pub with good old friends and
nice new faces.
over 400 participants. Participants had a
chance to win attractive lucky draw prizes.
Kong
At this monthly luncheon on November 3, Mr. Peter Schindler, Adventurer and
Travel Guide, presented “The magic and
madness of making a dream come true
in China”. This presentation offered rare
insights into China. It presented Peter’s
incredible driving journey though China
in a 1950s Lotus support by fantastic pictures. Peter shared with the audience a
perspective of China that it was unlikely to
be seen.
Guangzhou ᑓᎲ
Shanghai Ϟ⍋
Monthly Young Professional Cocktail
November 3, 2008 – Monthly Luncheon
2 with the Swiss Association of Hong
Hong Kong 佭␃
(Left to right) – Johann Mueller, Anne-Marie
Mueller and Michael Schweizer (Consulate General of Switzerland Hong Kong), Irene Lo (Secretary General of Swiss Chamber Hong Kong),
Frank Filser (Asia Suisse Medmat Ltd)
Exciting lucky draw session by the Italian and
French Chambers
November 18, 2008 – Joint Luncheon
Kong
Mr Peter Schindler (Speaker)
November 12, 2008 – 38th International
3 Chamber Young Professional Cocktail
Members and their friends of various industries enjoy the networking evenings
68
This International Chamber Young
Professional Cocktail was co-organized
by Swiss Chamber Hong Kong. It was
held on November 12 evening at FINDS.
This event created a networking opportunity for members of the 27 International
Chambers to connect in an informal cocktail setting, while supporting a worthwhile
cause. Net proceeds went to the HKUPasteur Research Centre, a charitable
organization created by the University of
Hong Kong and Institut Pasteur to fight
infectious diseases in Hong Kong, China
and the larger Asia Region. There were
On November 18, Swiss Chamber
and Swiss Association Hong Kong jointly
hosted a luncheon at The Hong Kong
Club. Dr. jur. Urs P. Roth, CEO of Swiss
Bankers Association, presented “Banking After Crises”. It was almost full house
with over 70 participants. All enjoyed the
presentation of this hot topic and a lot of
questions were raised during the Q & A
session.
൶ ᇘ ႎ ࿕
R e g i o n a l
N e w s
November 28, 2008 – Joint Chamber
5 Luncheon Property Presentation
Serge G. Fafalen (President of Swiss Chamber Hong Kong) introduces the speaker
(Left to right) Walther Nahr (1st Vice President
of Swiss Association Hong Kong), Urs P. Roth
(Speaker) and Serge G. Fafalen (President of
Swiss Chamber Hong Kong)
This joint chamber luncheon was
held on November 28 at the Hong Kong
Bankers’ Club. Mr. Nicholas Brooke,
Chairman of Professional Property
Services Limited, made a presentation
on “What price property in Hong Kong
weathering the storm”. A topic which is
especially interesting during the recent
economic situation.
(Left to right) Irene Lo (Secretary General of
Swiss Chamber Hong Kong) and representatives from other chambers
(Left to right) Agnes Cheng (Speaker), Peter
Gautschi (founder of Studer Trust, Galina Lui
(Swiss Chamber Hong Kong)
Markus Muecke (Director of Swiss Chamber
and President of Swiss Association Hong
Kong) presents the donation box to the participants
(Left to right) Henry Lee (Hendale Advisors)
and Thomas Schaffner
(Left to right) Benjamin Mueller-Rappard (Young
Professional Director of Swiss Chamber Hong
Kong), Linda Yau (Stanton Chase International, Greater China) and Guido Furrer (BSI Ltd
+RQJ.RQJ5HSUHVHQWDWLYH2I¿FH
Serge G. Fafalen (president of Swiss Chamber)
and speaker Urs Roth (CEO Swiss Bankers
Association)
December 1, 2008 – Christmas Charity
6 Luncheon with the Swiss Association of
Hong Kong
On December 1, the annual Christmas
charity luncheon with the Swiss Association
was held at the Hong Kong Club. Ms
Agnes Cheng, Communications Manager
of Studer Trust Hong Kong, presented “A
small charity doing a big job”. Gourmet
House kindly sponsored some chocolates
and cookies for the participants who
in return donated HK$ 11,650 to the
Studer Trust, a micro charity set up in
Hong Kong dedicated to help alleviate
poverty in Asia, with a focus on education.
Participants enjoy the delicious Christmas
Luncheon with chocolates and cookies from
Gourmet House
December 1, 2008 – Swiss Community
7 Cocktail hosted by Invest Hong Kong
Members were invited to attend the
Swiss Community Cocktail hosted by
Invest Hong Kong on December 1 evening
69
Shanghai Ϟ⍋
Beijing ࣫Ҁ
R e g i o n a l
N e w s
൶ ᇘ ႎ ࿕
at the Conrad Hotel. It was a reception
to thank the Swiss Community in Hong
Kong for its support over the years, and
to introduce Invest Hong Kong’s updated
Swiss Community Handbook, which was
designed to inform and attract Swiss
company executives and their families to
consider relocating to Hong Kong. This was
a festive occasion for members to network
and to enjoy plenty of food and drinks.
Serge G Fafalen (President of Swiss Chamber
Mr. Neil Campion (Speaker)
Hong Kong) thanks Invest Hong Kong for hosting the Swiss Community Cocktail and presented the farewell gifts to Mike Rowse and Mark
Hong Kong 佭␃
Guangzhou ᑓᎲ
Michelson
(Left to right) Mark Michelson (Associate Director-General Invest Hong Kong), Enzo Cunico
(Vice President of Swiss Chamber Hong Kong),
Mike Rowse (Director-General Invest Hong
Kong) and Serge G Fafalen (President of Swiss
Chamber Hong Kong)
Participants of SwissCham and Italian chambers
December 18, 2008 – Joint Chamber Lun-
9 cheon Taiwan Presentation
(Left to right) Mark Michelson (Associate Director-General Invest Hong Kong), Hans J Roth
(Consul General of Switzerland Hong Kong),
Mike Rowse (Director-General Invest Hong
Kong), Serge G Fafalen (President of Swiss
Chamber Hong Kong) and Walther Nahr (1st
Vice President of Swiss Association Hong Kong)
December 11, 2008 – Joint Chamber
8 Breakfast Seminar
(Left to right) Frank Filser (Asia Suisse Medmat
Ltd), Philippe de Rousseau (Richemont Asia
Pacific Ltd), Alan Debonneville (Edukey Ltd)
DQG0DUNXV*ULPP+HUPHV3DFL¿F&DSLWDO
This joint chamber breakfast was
held on December 11 at the Hong Kong
Bankers’ Club. Mr. Neil Campion and Mr.
Victor Lee of Vigers Realty presented on
“Hong Kong/China Commercial Property –
2009 and Beyond”. The speakers identi¿ed
opportunities in major PR China cities and
examined relevant factors with an aim to
make a justifiable forecast of what might
take place in the coming year.
On December 18, this joint chamber
luncheon was held at the Foreign
Correspondents’ Club. Mr. Alexander
Pan, the Chairman of Asia Pacific Taiwan
Federation of Industry & Commerce made
presentation on “Taiwan straits exchange
and cooperation, now and beyond”.
Participants enjoyed the presentation as
well as the delicious luncheon.
January 12, 2009 – Monthly Luncheon
Kong
This joint monthly luncheon was held
on January 12 at The Hong Kong Club.
Ms. Fan Cheuk Wan, Director and Head
of Research Asia Pacific, Credit Suisse,
presented “The year after the financial
tsunami”. Participants were interested in
this hot topic presentation.
(Left to right) Nathan Kaiser, Irene Lo and
Benjamin Mueller-Rappard (Swiss Chamber
Hong Kong)
Members enjoy the presentation and networking opportunity
70
൶
൶ᇘ
ᇘႎ
ႎ࿕
࿕
Markus Muecke (Director of Swiss Chamber
and President of Swiss Association Hong
(Left to right) Angela Chan, Ashley Lau and
Gigi Chao, team members of Swiss Int’l Air
Kong) thanks the speaker
lines
January 20, 2009 – 1st Swiss Chamber
11 Network Cocktail
The first Swiss Chamber Network
Cocktail was held at the evening of on
January 20 at The Mira Hong Kong. Over 50
new and old members attended to meet with
the committee of the Swiss Chamber Hong
Kong. Dr Hans J Roth, Consulate General
of Switzerland in Hong Kong, welcomed
the members followed by the introduction
of the Swiss Chamber Committee by Mr.
Serge G. Fafalen, President of the Swiss
Chamber Hong Kong. Participants enjoyed
the relaxing networking environment as well
as the finger food sponsored by The Mira
Hong Kong.
Upcoming Events ऄ‫ۯ‬ᇨߢ
R e g
g ii on na al l NN ee w
w ss
fuse to capture Hong Kong's urban pulse
whilst creating an open, living, breathing
and connected space.
The Mira appeals to those with similar lifestyles, who enjoy fun as well as
a slightly more informal service culture
ZLWKRXWVDFUL¿FLQJRQKLJKHVWVHUYLFHGHliveries.
Owned by the Miramar Hotel and
Investment Company Ltd (Hong Kong
Stock Code: 71, the Group), The Mira
Hong Kong is not only at the heart of
the Group's hotel business, but it also
creates positive synergies amongst the
Group's business areas in property investment, food and beverage and travel.
ƔJoint Monthly Luncheons with the Swiss
Association are usually held on the first
Monday of each month.
For details of events, please contact Ms.
Irene Lo at tel no. (852) 2524 0590, fax
no. (852) 2522 6956 or email: admin@
swisschamhk.org
ƔYoung Professional after-work cocktail
Welcome to our monthly Young Professional after-work cocktail with good old
friends and nice new faces! The Swiss
Young Professionals and their friends
meet for a casual after-work cocktail every
first Thursday of the month. If interested
kindly contact Benjamin Mueller-Rappard
at [email protected]
SGS strives to provide best-in-class,
one-stop quality assurance solutions for
a broad range of industries to improve
their competitiveness in export markets.
Helping our clients build trust, reduce risk
in their business ventures and increase
productivity through our tailor-made solutions, we find our roots in professionalism, globality, passion, and precision.
Now boasting a strong workforce of over
1,100, we are committed to the sustainable development of business, people
and society, with our aim being to make
the world an even better place in future.
Corporate Member
Member News ࣷᇵႎ࿕
Swiss Chamber Hong Kong Committee
(Left to right) Irene Lo (Swiss Chamber Hong
Kong), Oliver Yeung (Swiss Treasures), Benjamin
Mueller-Rappard and Galina Lui (Swiss Chamber
Hong Kong)
The Mira Hong Kong
The Mira Hong Kong, formerly Hotel
Miramar was established in 1957. For
over 50 years, the Hotel has been a landmark centrally located in Tsim Sha Tsui,
being frequented by local patrons and
international visitors.
On 21 August, 2008, Hotel Miramar
Hong Kong has been re-branded as The
Mira Hong Kong, and transformed into
an upscale lifestyle hotel designed for
travellers who seek out contemporary
and stylish living. The Mira embraces
tasteful design environments, state-ofthe-art technology, trend setting concepts, focused service offerings, chill-out
soundscapes, bold accent colours, all
Nestle Hong Kong Limited
New Address: 7/F, Manhattan Place, 23
Wang Tai Road, Kowloon Bay, Kowloon,
Hong Kong
Contact Executive: Dora Leung, Area
Manager - Grocery Business
New Member ႎࣷᇵ
Corporate Members
Alexander Luedi
Company: Bang & Clean Hong Kong
Limited
Address: Room 1102, 11/F, Technology
Plaza, 651 King's Road, North Point,
71
Hong Kong 佭␃
Guangzhou ᑓᎲ
Shanghai Ϟ⍋
Beijing ࣫Ҁ
R e g i o n a l
N e w s
൶ ᇘ ႎ ࿕
Hong Kong
Tel/⬉䆱: +852 2563 7787
Fax/Ӵⳳ: +852 2563 7797
Email/⬉䚂: [email protected]
Website/㔥ഔ: www.bang2clean.com.hk
Roland Buser
Company: Chopard Hong Kong Limited
Address: Room 2201-2205, 22/F, Man
Yee Building, 68 Des Voeux Road,
Central, Hong Kong
Tel/⬉䆱: +852 3406 9300
Fax/Ӵⳳ: +852 3406 9333
Website/㔥ഔ: http://www.chopard.com
Robert Chiu
Company: EFG Bank
Address: 18th Floor, International
Commerce Centre, 1 Austin Road West,
Kowloon, Hong Kong
Tel/⬉䆱: +852 2298 3000
Fax/Ӵⳳ: +852 2298 3000
Website/㔥ഔ: http://www.efgbank.com
Louis Chan Sing Lim
Company: Fiege Ltd
Address: Room 8-11, 28/F, Prosperity
Millennia Plaza, 663 King's Road, Quarry
Bay, Hong Kong
Tel/⬉䆱: +852 2892 0668
Fax/Ӵⳳ: +852 2892 0126
Email/⬉䚂: ORXLVFKDQ#¿HJHFRPKN
Website/㔥ഔ: ZZZ¿HJHFRP
K. C. Wong / Peter Bachmann
Company: Fracht (Hong Kong) Limited
Address: 902, Wanchai Commercial Centre, 194-204 Johnson Road, Wanchai,
Hong Kong
Tel/⬉䆱: +852 2803 4373
Fax/Ӵⳳ: +852 2591 6838
Website/㔥ഔ: http://www.fracht.com
72
Michael Gagie / Paul Lau
Company: Harney Westwood & Riegels
Address: 1507 The Center, 99 Queen’s
Road Central, Hong Kong
Tel/⬉䆱: +852 3607 5300
Fax/Ӵⳳ: +852 2815 7676
Website/㔥ഔ: http://www.harneys.com
Dirk Dalichau / Benjamin Mueller-Rappard
Company: The Mira Hong Kong
Address: 118 Nathan Road, Tsim Sha
Tsui, Kowloon, Hong Kong
Tel/⬉䆱: +852 2368 1111
Fax/Ӵⳳ: +852 2369 1788
Website/㔥ഔ: www.themirahotel.com
Walter Marthaler
Company: Union Mark Holdings Ltd
Address: 903 Guardforce Centre, 3 Hok
Yuen Street, Hungham, Kowloon, Hong
Kong
Tel/⬉䆱: +852 3152 3130
Fax/Ӵⳳ: +852 3152 3133
Website/㔥ഔ: www.dills.be
Individual Member
Max Burger
Tel/⬉䆱: +852 9313 5584
Young Professional Members
Jung-Jung WANG AEBISCHER
Alain Li
Company: 5LFKHPRQW$VLD3DFL¿F
Limited
Address: 6/F Jardine House, 1 Connaught Place, Central, Hong Kong
Tel/⬉䆱: +852 2532 7223
Fax/Ӵⳳ: +852 2537 7866
Website/㔥ഔ: http://www.richemont.com
Helen Hau Ling CHENG
Jon CHUNG
Kimberly JEKER
Email//⬉䚂:
[email protected]
Markus HERRMANN
Urs Hess
Company: Swiss Gourmet Co Ltd
Address: 19B Jardine Summit, 50A Tai
Hang Road, Jardines Lookout, Hong Kong
Tel/⬉䆱: +852 6641 5294
Terry HUNG
Chua Teh Hau
Patrice MUELLER
Email/⬉䚂:
[email protected]
Oliver Yeung Kin Kit
Company: Swiss Treasures
Address: Rm 101, 1/F, Thomson Centre,
76 Thomson Road, Wanchai, Hong Kong
Tel/⬉䆱: +852 9088 0389
Fax/Ӵⳳ: +852 2520 0973
Email/⬉䚂:
[email protected]
Website/㔥ഔ: www.swiss-timer.ch
Carmen Cornelia RUCKLI
Barbara NOSEDA
Patrick CORUN
«Keep it simple» sounds good.
Until you try to control a
system of 10155 possibilities.
Sometimes the simple way is the best way. Other times
not. Complex systems can only be controlled with complex
methods. That is today’s crucial competitive advantage.
Everything else leads to bad management. But what is
good management?
That’s what we, as pioneers of system-oriented management, have been training and consulting companies, top
managers and many others for more than 30 years. A
general management knowledge factory with round 300
employees and the worldwide biggest expert team for
consulting and education in general management.
Each year we educate over 12,000 managers internationally in multiple languages for the management tasks in
the complex systems of the global society.
We are your partners for the essentials that makes a
company strong.
Open Seminars on Management in China
Malik Top Executive Seminar
English 10.-12.06.09 Hangzhou or 26.-28.11.09 Hangzhou
Malik Managerial Effectiveness Program
English 8.-10.07.09 Shanghai or 9.-11.09.09 Hangzhou
Chinese 18.-20.06.09 Shanghai or 26.-28.08.09 Hangzhou
Malik Management Summer Camp
English 29.06-04.07.09 Li Jiang or 14.-19.09.09 Hangzhou
Information and registration: Tel. +86 (21) 6341 0547
[email protected], www.malik-mzsg.ch/mmzsgchina

Issue 18 - SwissCham.org

Transcription

Similar documents

China 2006 July 7 - 18 Beijing, Xi`an, Shanghai and Hong Kong

PENINSULA HOTEL, HONG KONG, 1928

Please contact our Global Event Associate, Thu Thao Nguyen: E

East by Southeast: Encounters with Thailand in Contemporary East

Voluntary Climate Protection and Energy Efficiency Mitlödi

May-June 2011 - Arts of Asia

APPS GAMES WEBSITES

PRESTIGE HONG KONG June 2011 THE WELL

Rl neoclassics first auction results press release eng

business roominess