Interview: Mr. Lee Hyun-dong, Commissioner, National Tax Service

Last year, Korea marked its highest level in foreign direct investments since the financial crisis, which is close to $12.8 billion, despite of instability in the financial market and the geopolitical security crisis. Korea also achieved the growth rate of 6.1% last year thanks to foreign investment, even amid a global trend of a decline in foreign direct investments.
Though the number of foreign and foreign invested companies in the Korean market takes up only 2%, their contributions to Korean tax revenue is significant, reaching up to 18% of the national revenue.
At the pan-governmental level, Korea is making every effort to attract foreign investment. Starting this year, the National Tax Service started issuing statements in English to help non-Korean speakers. Taxpayers are also now able to choose an English-language option for statements from as far back as the 2006 fiscal year. Previously, taxpayers paid fees to translate and notarize financial statements, which were only available in Korean.
Beginning June 24, the agency will also issue statements via its Web site (www.hometax.go.kr). The tax agency will open an English-language Web page to improve services for foreigners and foreign companies seeking to verify documents. These are just some of the proactive steps that the agency is taking under Commissioner Lee Hyun-dong. In an interview, he explains more:

In your view, what is currently the most important challenges and objectives of National Tax Service?
The reality faced by National Tax Service in 2011 is characterized by challenges of weakened tax base, more aggressive tax evasions and opportunities such as strengthened trust for tax administration, more transparent society and international cooperation among tax authorities.
Under these circumstances, National Tax Service's objective for this year is "fair and trustworthy tax administration respecting our clients" so that it can be one of the world's best tax authorities.
To achieve this goal, we will first make efforts to create a social environment in which honest tax payers are truly respected. We'll lend support so that sincere small businesses won't have to worry about how to pay tax. We'll also minimize the amount of notices reminding them of reporting income so that everyone can pay tax in an autonomous manner. Moreover, those who continue to pay tax honestly will be exempt from tax investigations or benefit from simplified investigations. To help Korean businesses operating overseas, we'll strategically consider the preliminary approval of previous prices and a mutual agreement between Korea and the country where the Korean business is run. If necessary, we'll strengthen the bilateral cooperative network through, for example, the national tax service commissioners' meetings.
Second, we'll strengthen our system preventing tax evasion by further encouraging citizens to pay tax honestly. Doing this will require us to clearly identify tax evasion cases and to select those subject to tax investigation in a rational way. Moreover, to eradicate new types of tax evasion based on financial derivatives or e-commerce, we'll develop and support investigation techniques at the Forensic & Anti Tax-evasion Center (FAC) which was established this February. In addition, we'll continue to ensure transparent transactions by firmly establishing the system of e-tax invoice and by strengthening the monitoring of business types eligible for issuing cash receipts.
Third, we'll continue our efforts to find hidden sources of taxation. A case in point is prevention of offshore tax evasion. Last year, we worked hard on developing the infrastructure designed to prevent offshore tax evasion. Base on this infrastructure, we'll focus on blocking such evasion. Meanwhile, we'll try to strengthen the tax base by cracking down on those who don't respect the basic tax order. Examples of such cases that are to be eradicated would be politicians who violate law to evade tax, those who avoid paying overdue taxes, those who carry out transactions without issuing tax invoices and those who don't register their business.
Are there any measures in place designed to help foreign investors pay tax easily in Korea?
What is the most necessary for a business operating overseas would be a transparent and predictable tax code and a strong taxation system.
To enhance the transparency and predictability of taxation, we make efforts to improve our current Q & A system to give accurate answers more promptly. Moreover, we introduced a system meant to help interpretation of the tax law in 2008. This system allows tax payers to ask more specific questions about their everyday tax paying practices and to receive applicable answers from National Tax Service.
Furthermore, National Tax Service reached "gentleman's agreements" with businesses. This agreement allows businesses to communicate their tax-related issues to the Service whose special team answers their questions in real time. Up until last year, we conducted a pilot project to test this system on 15 businesses and this year, the Service signed this agreement with 70 businesses. The companies that sincerely respect the clauses of the agreement will be exempt from the regular tax investigation.
This agreement enables the businesses to predict their tax amount before reporting their revenue and it also removes unnecessary uncertainties regarding taxation. The agreement is thus expected to contribute to enhancing the transparency of business management, a factor that is particularly emphasized these days.
Second, there are many easy ways to report income and pay tax. Our Hometax-service, which allows tax payers to report their income and pay tax without visiting the tax office, would be one of the best services in the world. More than 96% of the corporate tax is reported and payed through this service. In addition to reporting and paying tax, other major affairs such as business registration may also be done online thanks to the "Paperless-e" office whose functions have been expanded.
National Tax Service has recently revealed its willingness to eradicate offshore tax evasion. Could you specify?
Offshore tax evasion triggers unfair taxation in that such tax payers mostly possess a great amount of income and property and in that they give unnecessary tax burdens to honest tax payers. Moreover, illegal capital flight preceding such evasion also chips away domestic consumption and investment resources, damaging the domestic economy. That is why such evasion needs to be eradicated.
In an attempt to alleviate their financial deficit and to secure tax revenues in the post-recession era, countries around the world engage in a war to fight against such evasion mainly by creating new domestic systems and by allocating more budget. International cooperation is also strengthened in this matter in the framework of the OECD or G20. Meanwhile, countries traditionally known as tax havens have recently agreed to ensure their financial transparency, contributing to the creation of an international environment favorable for the eradication of offshore tax evasion.
Since last year, National Tax Service has also concentrated on eradicating such evasion. This endeavor has drawn attention not only form the Korean media and National Assembly but also from all Korean citizens who have actively supported us.
Last year, we focused on establishing a system designed to respond to offshore tax evasion. To be more specific, we adopted a system which requires those who have more than one billion won in the account of an overseas financial institution to report the transactions of the account. We also created an organization specializing in dealing with such evasion and secured a budget to eradicate such practices. These are our tangible results.
This year, we'll redouble our efforts to secure a tax revenue of at least one trillion won in the tax investigation on offshore tax evasion. To do so, we have increased the number of those who participate in this investigation and only highly competent people can be the members of our investigation team. In addition, our agents will be dispatched to the cities where tax evasion is the most frequent or to those that are included in the itinerary in order to ensure onsite data collection. Moreover, we'll strengthen the simultaneous tax investigation with other countries including the United States, while making the best use of the simultaneous information exchange agreements signed with tax havens, in an attempt to find domestic property that is hidden overseas.
Our biggest priority for now would be the successful implementation of the overseas account report system which was launched this year.
Foreigners who work for foreign companies in Korea live in the country according to the domestic tax code but if they lived in Korea for less than five years over the last ten years, they don't have to report their income.
Many SMEs are worried about frequent tax investigations. Do you have any solution to ease their concerns regarding such investigations?
In Korea, the percentage of SMEs that undergo tax investigation is lower than that of large businesses. As of 2009, only 0.83% of Korean SMEs were subject to such investigation. It is thus difficult to say that Korean SMEs undergo frequent tax investigation.
Nevertheless, National Tax Service is making administrative efforts to minimize SMEs' burden when they become subject to such investigation.
First and foremost, if a relatively honest SME has to undergo an investigation, the investigation period becomes shorter and simpler. Such "simplified tax investigation" is focused on management consulting in the area of accounting and tax, rather than on taxation itself.
As for very small businesses which don't have its own office or whose office is too small, their representatives may also visit the investigation authorities to undergo investigation. This "out-of-office investigation system" enables such businesses to save their taxation-related expenses.
Furthermore, to remove the uncertainties faced by tax payers before undergoing such investigation, we provide them with an orientation course before the investigation and explain the process during the investigation period. At the end of the investigation, a special day is in place to answer the tax payer's questions.
Lastly, if an investigation infringes on the tax payer's rights, he or she can ask a "tax payer protection agent" for help. Through this system, we're doing our best to make sure that each tax payer's rights are protected.
Although it is true that the measures mentioned above greatly help small businesses alleviate their economic or psychological burdens, what is more important would be the mutual trust between National Tax Service and tax payers. Such trust can be formed when both respect the mutually agreed-upon rules. To win trust from Korean citizens, National Tax Service will conduct tax investigation based on the laws and rules and it will do its best to prevent any misunderstanding that may arise from its investigation.

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Interview: Joyce Lo, Associate Director – Head of Corporate & Investor Strategy, Sniper Capital

Sniper Capital was established in 2004 to capitalize on the many property development and investment opportunities offered by Macau’s burgeoning economy. Since then its business has grown considerably.
Today the company employs 25 dedicated professionals working on a portfolio that has expanded beyond Macau's city limits to include the Western Pearl River Region of Southern China.
Sniper Capital utlises a broad array of in-house capabilities to efficiently execute every aspect of the investment and development cycle. Its dedicated focus on research and acquisitions, project development, asset management, fund administration, capital raising and investor communications allows the company to act both independently and swiftly to maximise returns on each project.Joyce Lo, Associate Director – Head of Corporate & Investor Strategy, Sniper Capital, spoke to us about the company’s plans as well as prospects for the Macau market.

Could you give us some background of your company and your major projects?
Sniper Capital Limited is an independent property investment manager specialising in property investment and development in niche and undervalued markets. Today, the firm manages two funds – the private closed-end South China Sniper Fund (SCSF) and London Stock Exchange Main Board listed Macau Property Opportunities Fund (MPO) – with combined assets of $350 million.
MPO is an opportunistic investment fund that focuses on delivering long term returns from the investment and development of high quality properties in Macau and China’s Pearl River Delta. The portfolio properties are generally of medium to larger sizes. SCSF acquires niche, small sized properties in districts which have yet to reach their full potential, and creates value through the amalgamation, redevelopment and repositioning of these properties into retail and food and beverage outlets.
Since November 2010, Sniper Capital has begun officially marketing the Macau Sniper Fund, a $100 million private fund that adopts a strategy similar to SCSF. With over seven years of experience operating in the Macau and Southern China property markets, Sniper Capital has established a strong track record in sourcing, planning and redevelopment, including working with sensitive heritage sites and old buildings. Recently, Sniper Capital has also started leveraging its sourcing and acquisitions expertise and extensive investor reach to build an investment advisory business.
Sniper Capital’s in-house expertise covers every aspect of the investment and development cycle, including research, site acquisition, project development, asset management, investor relations and finance.
Within MPO, major portfolio residential projects include The Waterside (luxury residential leasing) – Tower Six of One Central Residences, the most prestigious residential project in Macau – and The Fountainside (low density residential development) – 42 apartments catering to middle- and upper-income locals. Other key assets include a retail development in Senado Square– located in the heart of Macau’s popular tourist and shopping district – and APAC Logistics Centre (warehousing and logistics) – close to the recently-opened Guangzhou-Zhuhai rail network and the Hong Kong-Zhuhai-Macau Bridge, currently under construction.
We have also recently entered into an agreement with a local Macau developer to sell our Rua do Laboratório project (entry level residential) for $41 million, representing a net return on investment of 84%, upon the sale completion expected in April 2011.
On the private funds side, the Group is involved in a number of non-gaming destination creation projects through the conversion of older, Portuguese-colonial style buildings into retail outlets that can be leased to attractive bars, restaurants, and niche shopping designed for the enjoyment of both locals and tourists. These new landmarks are rapidly becoming places of choice for people who want to experience the vibrancy of the new Macau as well as the rich 500-year history that the territory’s historic areas have to offer. These unique projects, which have been conceived in conjunction with Macau's dedicated Heritage Department, are in complete contrast to the cutting edge designs of the nearby casino hotel resort projects.

Why are you focusing on the Macau market and what are the investment opportunities?
The firm’s principals, Tom Ashworth and Martin Tacon were attracted to Macau’s potential after its 1999 handover from Portugal to China, and the local administration’s decision soon after to break the 40-year gaming monopoly held by Stanley Ho and allow foreign casino groups to open resorts. Once a sleepy fishing village, Macau is today by far the world’s largest gaming market, generating $25 billion in casino revenues and welcoming 25 million visitors a year.
We continue to believe that Macau remains in the early stages of a period of sustained economic growth. A new round of mega resort expansion in Cotai, coupled with ambitious infrastructure projects such as the Hong Kong-Zhuhai-Macau Bridge, PRD inter-city rail network and Macau Light Rail Transit system all point to an increasingly dynamic and rapidly growing economy. Macau remains well positioned to benefit from the opportunities that will arise as a result.
Non gaming Retail and Food & Beverage
Non-gaming currently accounts for less than 20% of Macau visitors’ expenditure. The heavy focus on Macau casino projects has left Macau with a significantly underdeveloped non-gaming entertainment and leisure market. Underscored by the government’s commitment to diversify the economy, Sniper Capital expects the proportion of non-gaming revenues to increase exponentially in the coming years. Looking at the evolution of Las Vegas – where half of visitor expenditure today is allocated to non-gaming activities – we believe there is a great deal of potential upside by focusing on non-gaming real estate in Macau.
Residential
The entry of the international casino and resorts has lifted the benchmark for an improved standard of living in Macau. There is an increasing demand for high quality housing in prime locations from both expatriates and the more affluent locals looking to upgrade. Unemployment in Macau has dropped to a historical low of 2.7% while median monthly incomes are on the rise. There are also favourable government initiatives that spur demand for affordable accommodation from first time local buyers. Macau’s residential property market – which rebounded strongly post the financial crisis – is still exhibiting good value. According to Jones Lang LaSalle, capital values for the high end residential market rose by 9.6% in 2010. The modest upturn in Macau’s residential property market, compared to Hong Kong and other regional markets, is expected to continue benefitting from powerful local drivers and high levels of affordability.
Logistics
The construction of the $11 billion Hong Kong-Zhuhai-Macau Bridge will create a critical transportation link between western and eastern Pearl River Delta (PRD). When completed in 2016, travelling time between Hong Kong and Zhuhai will be reduced to a mere 30 minutes. To capitalise on increasing opportunities arising from the rapid economic integration of the PRD region, MPO is developing APAC Logistics Centre – a state of the art warehousing and logistics facility in Zhuhai.

What are the major differences between Macau and other Asian countries?
Macau, the only gaming jurisdiction in China, has since 2006 replaced Las Vegas as the largest gaming market in the world by gaming revenues, and are now almost double that of Nevada and New Jersey combined. Figures show that one of Macau’s casino groups – SJM – has revenues that exceed those of the entire Las Vegas strip.
CLSA expects Macau’s nearest rival, Singapore, to hit gaming revenues of $6.5 billion this year, on par with that of Las Vegas, but behind Macau at $30 billion. By 2012, Singapore is expected to rake in $8.1 billion, ahead of Las Vegas at $6.8 billion but still a fraction of Macau’s forecasted $34.7 billion.
Underpinned by strong fundamentals, Macau is set to be Asia’s fastest growing economy, at an estimated growth rate of 30% in 2010. With less than 30 square kilometre of land, Macau has the highest population density at 18,835 per sq km as well as one of the highest GDP per capita of $48,000 in Asia.
Aside from outstanding economic fundamentals, Macau, the oldest European colony in East Asia and the most recently relinquished colony in the world, boasts almost 500 years of rich Portuguese heritage. The government has established an official heritage department to preserve the unique blend of Chinese & European in architecture. The fusion of these cultures is also prevalent in the cuisine and the population.
In addition, Macau is the only place in China that has freehold land, although there is not necessarily a price differential between leasehold and freehold.

What differentiates Sniper Capital from other Boutique houses?
Our independence and minimal bureaucracy make us nimble and innovative. Our culture is highly entrepreneurial which encourages lateral thinking and attracts self-driven personnel.
As our name suggests, we are highly focused on certain markets and segments. We are attracted to “below the radar” properties that are often overlooked by larger developers. Moreover, we have the technical knowledge and capability in working with heritage sites. At this point, we are the only major foreign fund manager that is established and continue to grow in Macau. We believe in having local presence with our team developing a vast network of proven and established contacts in the markets in which we are operating. This fuels our ability to source, acquire and manage quality investment opportunities with strong value propositions.
In addition, we possess excellent in-house resources to across the entire investment cycle, delivering value enhancement through planning, development, asset management and eventually through a successful exit.

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Interview: Mr. Lee Soo-won, Commissioner, Korea Intellectual Property Office

The Korean Intellectual Property Office (KIPO) has a wide range of responsibility areas, ranging from patent and trademark examinations, to administering the IP Tribunal (the first stage of invalidation actions in Korea), and launching a Special Judicial Police force last year specializing in trademark infringement enforcement actions.
Mr. Lee Soo-won has served as Commissioner of KIPO since his appointment in May 2010. Prior to his current position, he worked in the Office of the President as Secretary to the President for Economic Crisis Management.
As Commissioner of KIPO, Mr. Lee is in charge of intellectual property (IP) policies. His top priorities are to enhance the quality of patent examinations; to maximize R&D efficiency through patent strategy and open innovation; and to facilitate cooperative work-sharing with other leading IP offices.He is also endeavoring to initiate various programs of international cooperation to meet the desperate needs of the marginalized and impoverished, especially those who struggle for the basic necessities of survival.
Commissioner Lee, who brings a large amount of senior policymaking experience to the role, outlines the current policy in a number of key areas in an exclusive interview.

In recent years, KIPO has established itself firmly in the top rank of international patent offices. Could you give an indication of your priority areas for international cooperation, in particular in regards to IP5 initiatives and also KIPO's role in capacity building in developing countries?
KIPO is engaged in extensive cooperation with the other major intellectual property (IP) offices that make up the IP5 offices, namely the European Patent Office (EPO), the Japan Patent Office (JPO), the State Intellectual Property Office of the People's Republic of China (SIPO), and the United States Patent and Trademark Office (USPTO). The aim of IP5 cooperation is to raise the efficiency of patent examinations and administration through work-sharing among the five leading offices. This type of cooperation helps improve the timeliness and quality of patent examination services.
The IP5 offices are collaborating on ten foundation projects. The projects involve three working groups on patent classification, IT supported business processes, and patent examination policy. KIPO leads two of the foundation projects: the Common Training Policy Project and the Mutual Machine Translation Project. The fourth IP5 heads meeting will be held in Japan in April 2011. It will be an opportunity to check the progress of the foundation projects and to discuss plans for further cooperation in the future.
KIPO is also actively engaged in bilateral cooperation. We had more than 30 bilateral meetings with other IP offices in 2010 and broadened our exchanges with European countries. In January we had a heads meeting and discussed bilateral activities with the EPO. And in February we had another heads meeting with the Intellectual Property Office of the United Kingdom (UKIPO). At the latter meeting we discussed an ongoing mutual benchmarking exercise to enhance examination quality and productivity. I believe the project with the UKIPO is indicative of our world-class examination capabilities.
In March 2010, we signed a memorandum of understanding with the Italian Patent and Trademark Office on IP protection. And in July we began implementing a Patent Prosecution Highway (PPH) with the German Patent and Trade Mark Office. This project enables each office to conduct accelerated examinations by utilizing the examination results of the other office. KIPO is also endeavoring to strengthen cooperative ties with the Office for Harmonization in the Internal Market (OHIM). These efforts are expected to come to fruition in due course.
Once a least developed country, Korea now has the fourth largest number of patent applications. This transformation has motivated us to help developing and least developed countries (LDCs) achieve economic progress through the utilization of IP. In 2004, we established the Korea Funds-in-Trust at the World Intellectual Property Organization (WIPO) to help enhance the IP capabilities and raise IP awareness in developing countries and LDCs. To date, 69 countries have benefited from the 45 projects under this scheme.
Recently we embarked on a project to provide appropriate technology to least developed countries. We also assist developing countries to create local brands so that they can sell their quality products at adequate prices. Last year, for example, we disseminated appropriate technology to Chad to help locals produce sugarcane charcoal and dried mangoes. And we are now planning to distribute sand brick technology to Nepal. Last year we also assisted in the branding of Chadian dried mangoes and, in 2009 we helped the YMCA with the branding of East Timorese coffee that was imported and sold under the fair trade movement. This year we will collaborate with APEC on the One Village One Brand project.
One of the areas that receive a lot of attention is efforts to maintain patent quality, especially in the face of soaring global patent applications and subsequent increases in examiner workloads. Could you outline KIPO's efforts to maintain examination quality whilst keeping on top of rising application numbers?
The soaring number of patent applications means that IP offices around the world face a common challenge in terms of managing and maintaining the quality of patent examinations. As with domestic applications, KIPO is now receiving an ever-increasing number of requests from foreign enterprises for international searches under the Patent Cooperation Treaty (PCT). This trend has led to huge increases in examiner workloads.
To deal with the increasing number of applications, KIPO has developed and implemented various policies on the provision of high-quality examination services. Firstly, we have recruited additional highly qualified examiners. We have also improved our training courses on new technologies so that examiners can keep abreast of rapidly changing technologies. Moreover, we ensure the quality of our examinations by assigning skilled experts, such as directors of examination divisions and heads of examination sections, to guide and supervise the entire examination process.
The Office of the Examination Quality Assurance Officer is responsible for the overall management of the examination quality. The staff of that office evaluate and manage the quality of patent, trademark, and design examinations. They evaluate samples of examiners' work results and undertake relevant planning, diagnosis, and analysis in order to improve the overall quality of our examinations. The evaluation results help examiners avoid repeating errors and rewards are given to divisions and examiners with excellent evaluation results. The results are also included in the overall performance evaluation of each examiner.
A special team of examiners is also dedicated to ensuring the quality of PCT applications.
Trials at the Intellectual Property Tribunal is playing an important role in the resolution of IP disputes. Could you briefly explain what efforts are being made by the Intellectual Property Tribunal to improve the quality of the trials and to increase the efficiency of the trial procedures?
The Intellectual Property Tribunal, which is one of the organizations affiliated with KIPO, continually strives to ensure the quality of trials and to improve the efficiency of trial procedures. To raise the trial quality, the tribunal analyzes the grounds for the revocation of trial decisions and includes the outcome in the evaluation of trial examiners. It also provides training courses on the cases involving revocation of the trial decisions for trial examiners. Each quarter, the tribunal rewards trial examiners who have made exemplary trial decisions.
The tribunal has endeavored to have more oral proceedings and to improve the quality of those proceedings. In inter parte cases where parties are sharply opposed to each other, the tribunal conducts oral proceedings to clarify the issues and to ensure the accuracy of the relevant facts. We have also increased the number of trial courts from one to five, recruited four additional court reporters, and equipped all the trial courts with a digital deposition system. Last year the tribunal conducted 647 oral proceedings, and it expects to keep this number at an annual average of about 600.
The tribunal has produced a guide manual to standardize written trial decisions, which is accessible on our electronic trial system. The manual is expected to help trial examiners minimize the preparation time for writing trial decisions.
One major recent development in KIPO's activities has been the founding of the Special Judicial Police force, which began operations in September 2010. Can you give an overview of the role of this department, and are there any ways that the EUCCK IP Centre and its members can support KIPO in its valuable enforcement actions?
Counterfeit goods should be eradicated. They discourage investments, hinder the creation of new inventions, and have a bad effect on the economy. Prior to September 2010, there was no organization in Korea exclusively responsible for investigating and cracking down on trademark-related offenses. KIPO's crackdown activities were limited to issuing corrective warnings or taking legal action against counterfeiters.
The introduction of the Special Judicial Police Authority at KIPO in September 2010 means we are no longer a paper tiger. We can clamp down on the circulation of counterfeit goods in a more systematic and efficient manner. The new authority is the only investigatory body in Korea dedicated solely to trademark-related offenses. It endeavors to eradicate counterfeit goods through its own crackdowns and through cooperative works with other related organizations. The authority currently has offices in Seoul, Daejeon, and Busan. It has a total staff of 19.
The efforts of the Special Judicial Police Authority are focused on the online and off-line circulation of counterfeit goods. The authority has strengthened the apprehension of repeat offenders and intensified crackdowns at counterfeit hotspots. It has also enhanced cooperative ties and conducted joint crackdowns with relevant organizations, such as the Korea Customs Service, the Prosecution Service, the National Police Agency, and local governments.
The introduction of the Special Judicial Police Authority led to a tenfold increase in the number of confiscated counterfeit goods last year. Before the authority was established in September last year, the number of confiscated goods from January to August was only 2,860. By the end of the year, however, the number had soared to 28,629. This is actually a twenty times increase considering the authority had operated for only four months until then.
To more effectively crack down on counterfeit goods, we need further cooperation from trademark holders and other relevant groups. It would be helpful, for instance, if the IP Center of the EUCCK could provide the Special Judicial Police Authority with detailed information on any online and off-line distribution of counterfeit goods and offer the staff at the authority a training course on how to distinguish genuine and counterfeit goods.
Many Korean firms are now focusing on R&D investment as a route to long-term growth. In addition, Korean brands and design are becoming increasingly popular throughout Asia and the world. What efforts is KIPO making to promote innovation and creativity, in particular those of SME's?
Nowadays Korea is blessed with a world-class manufacturing industry in a variety of fields. The government and private enterprises have invested heavily in R&D to ensure this trend continues for a long time. In 2009, R&D investments in Korea constituted 3.56% of our GDP. That's the fourth highest proportion in the world.
KIPO has contributed to this state of affairs by helping enterprises protect their R&D outcomes as IP. As a result, Korean products have become increasingly popular throughout Asia and the rest of the world.
Small and medium-sized enterprises in Korea often need help in the areas of innovation and IP creation. To meet this need, our office runs 31 local IP centers to encourage them to create their own IP. The centers offer consultations on patent management as well as on brand and design strategies.

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Interview: Mr Rong Ren, Managing Director & CEO, Harvest Capital

Currently managing about $1.8 billion in five funds and generating returns of over 20% IRR, Harvest Capital Partners brings together an unparalleled cross-border and cross-disciplinary team of property investment professionals. With the backing of its majority owner, it is uniquely positioned to identify and capitalize on prime and off-market transactions in China’s dynamic property development market.
The company was named “Asia Firm of the Year” by PERE magazine in the Global PERE 2010 Awards and "Property Investor of the Year - China" by The Asset magazine in the 2010 Triple-A Investment Awards. These awards are among the most prestigious accolades for the global private equity real estate industry.
Mr Rong Ren, Managing Director & CEO, Harvest Capital, spoke to us about the company’s goals and his perspective on the Chinese property market.

Could you give us a brief background on your company?
Harvest Capital Partners is a boutique investment firm that specializes in real estate investment funds focused on Greater China. We have a solid track record in the full property investment cycle, from raising capital and developing properties to managing these assets, exiting from our investments and returning capital. We are one of the few China real estate investment managers that can say that we’ve delivered 20% IRRs for our investors since 2006.
The approach we take is based on a disciplined investment model, incorporating an absolute return, value-driven strategy, to achieve medium- to long-term capital appreciation for investors. What makes us different is our hybrid-business model, in that we not only invest capital but also get actively involved in developing and managing properties. This allows us to add significant value to our projects, which we would not be able to do if we were simply passive investors.
Our portfolio of real estate funds is focused on selected regional cities, which have a large population base, high economic growth and rapidly increasing per capita disposable income.
Based on these criteria, we invest in the Bohai Gulf Region, Yangtze River Delta, Shandong Peninsula, and the Pearl River Delta, including Hong Kong. We are committed to creating maximum value for all of our investments by providing expertise from land acquisition, project development through to asset and portfolio management.
Our investments cover a focused array of asset classes, covering residential and retail properties, office buildings, hotels and serviced apartments. Specifically, we target assets that are unique either in terms of location or where significant value can be created and enhanced through refurbishment, repositioning, development or redevelopment, thereby capitalizing on the strong demand for asset dispositions in China.
Another strong advantage we have is the full support of China Resources Group, which gives us unparalleled access to a strong network in both first and second tier cities in China, where demand is fuelled by urbanisation and strong fundamentals in a rapidly growing economy.
Our entire team is passionately committed to these principles, and we all take our fiduciary responsibilities to our LPs very seriously. Being a member of ANREV is also important as it helps us pursue best practices in the funds management industry and increase transparency for our LPs. We manage capital on behalf of others, so we understand the need to manage our investment risks carefully in order to achieve the best possible returns.

What is your investment strategy and what asset classes do you think are providing the most promising returns? What cities have the biggest upside potential?
It is sometimes misleading to think of China as one market. Depending on our investors' risk appetite, investment horizon and objectives, we look to tailor specific investment strategies for them.
For example, while there is a lot of media attention on the government’s efforts to cool down the residential market, we feel this is a good time to invest. Various developers are facing liquidity constraints because of the government measures, and we are starting to see good deal flow in the residential sector.
Based on our market read at this point in time, we are looking at:
Mid-market retail in Tier 2 and Tier 3 cities in China, which are benefiting most from the urbanization trends and supported by strong retail consumption
The affordable housing sector, which is currently being supported by governments at all levels
Selected office investments in Tier 1 and Tier 2 cities, which will benefit greatly from the increasing long term capital that is emerging in China's capital markets
Selected mixed use developments on an opportunistic basis, and
Guaranteed yield products backed by high credit quality developers.
So as you can see, the opportunities and deal flow in China remain strong and Harvest Capital is well placed to continue to offer our LPs — both foreign and local — investment opportunities that fit their risk appetite and investment objectives.

There is an on-going debate among industry experts on India versus. China. What are the major differences?
We're not qualified to comment about the opportunities in India, as our mandate and expertise is primarily in China. I'm sure both countries offer excellent opportunities as their overall demographics are quite similar.
However, based on discussions with investors, I see one key difference being the Chinese government's efficiency in planning and encouraging a sustainable investment market through clear regulation, building infrastructure that supports property investments, and establishing a market environment conducive to making a decent return.
The government coordinates its planning very well and makes it easy for investors in China to see its intentions. For example, this year's 12th five-year plan is quite clear about social development, stimulating domestic consumption, reducing the income gap, promoting environmental awareness and increasing the value of China's industries. Hence, as an investor in this market, you can anticipate what strategies are sustainable over the coming years and plan accordingly. I think that's a huge advantage.

There is a stiff competition among foreign and local fund managers try to raise capital for China. What sets you apart from other players?
The Chinese market is full of opportunities, if you know where to look. There is also plenty of room for competition, which we feel is good for the development of the market.
Harvest Capital is different from most private equity real estate players in the market as we are truly local. Being part of the China Resources Group, a State-owned Enterprise, also has its advantages. Our networks and pipeline of opportunities are genuinely deep. All of our investments are sourced off-market, and our key focus is to buy into investments at a reasonably low cost. What’s more, having an extensive footprint in the country gives us access to proprietary research and information not available to others.
As a local player, China's real estate market is not opaque to us and we are able to make informed decisions when we assess investments in different cities. Another key difference is that we have a hybrid business model with significant asset management capabilities. We're not just a financial investor.
The team at Harvest Capital is also very experienced, bringing together both local and foreign expertise within an international best practice framework.
All of these factors resonate with our investors and the industry, which I think accounts for us receiving the award from The Asset magazine and being the first Chinese firm to win Asia Firm of the Year at the Global PERE Awards.

What are the best market entry strategies as a foreign investor?
I think some investors underestimate the partnership risks in China. We advise anyone looking to invest in China to find a suitable local partner. China is still a market that requires significant local expertise, due to the general lack of transparency and the sheer geographical scale.
It remains challenging to invest directly in China but having a good local partner will help smooth over "local" issues. Even more importantly, investors should look at China as a long term investment destination.
At Harvest Capital, we try to build long-term relationships that add value to our partners in numerous ways, such as utilizing our asset management capabilities to increase returns. We can also bring our networks and relationships to the partnership, such as tenant relationships, government relationships or banking relationships. Essentially, we can act as a "bridge" between our investors and China, and our LPs can look to us to manage the local risks as best as we can, leveraging on our expertise to deliver the best possible risk adjusted returns.

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Interview: Mr. Lee Jung-whoon, General Manager, Finance & Investment Dept., Korea Asset Management Corporation

has been making contributions to the national economy by helping overcome crisis and develop the economy through various supporting measures for the financial industry.
Nonperforming loans (NPLs) were at the heart of the financial crisis that engulfed the Korean economy during 1997–98. The recovery has also been characterized by a rapid and drastic reduction in the level of NPLs in the financial system.
The government played a leading role in financial and corporate restructuring, including strengthening the legal and regulatory framework, injecting public funds, and reinforcing the functions of nstitutions for crisis management, such as the Korea Asset Management Corporation (KAMCO).
KAMCO played an important role in facilitating the restructuring process and helping to develop financial markets. First, KAMCO purchased distressed assets from banks and other financial institutions, which allowed lending to resume at a time when liquidity was scarce. This objective was complemented by increased supervision to ensure that banks were operating on sound commercial principles.
Second, KAMCO’s resolution of NPLs contributed to the good progress made in Korea in recovering public funds injected by the government for financial sector restructuring. In addition, KAMCO disposed of many of these distressed assets through a number of innovative methods, including by issuing asset-backed securities (ABS), which launched an important new market in Korea.
Mr. Lee Jung-whoon, General Manager, Finance & Investment Dept., KAMCO, speaks about the crucial rope played by the organization and its role ahead.

Could you give us a brief introduction to KAMCO?
Since its inception in 1962, Korea Asset Management Corporation has been making contributions to the national economy by helping overcome crisis and develop the economy through various supporting measures for the financial industry.
During the Asian Financial Crisis in 1997, the national economy was facing the Asian economic crisis. In order to efficiently resolve non-performing loans (NPL) of financial institutions, KAMCO formed the NPL Resolution Fund of 39 trillion dollars, and acquired 111 trillion won of non-performing loans. And since 2009, with a view to proactively coping with global financial crisis, KAMCO has been operating the Restructuring Fund, as a full-time organization for restructuring process.
In addition, KAMCO is in charge of government-commissioned work such as state-owned property management, collection of overdue taxes, and assistance for consumer credit recovery. After the incumbent CEO Young-chul Chang took office, we categorized domestic properties into three: state-owned, financial, and credit properties. KAMCO is trying its utmost in managing all three categories as a comprehensive asset manager of the properties owned by the Korean government.
What is the performance of the NPL Resolution Fund and the Restructuring Fund like?
Using the NPL Resolution Fund, we collected 6.2 trillion won additionally to the amount of public fund invested, by acquiring non-performing loans of the face value of 111 trillion won and resolving 71% of them up to now.
In this process, we also converted some of the non-performing loans into equity, transforming them into blue-chip companies and selling them in the market. Some noticeable examples include Daewoo Heavy Industries & Machinery Co., Dongah Construction Industrial Co. Ltd., and more recently sold Daewoo International.
With lessons learned from the Asian economic crisis, we were able to proactively deal with the recent global financial crisis, by early establishing the Restructuring Fund. Since 2008, we have purchased PF bonds of 8.5 trillion won, swiftly and actively responding to the destabilizing factors of the financial market. In order to support shipping industry in liquidity crisis, KAMCO formed a shipping fund, having purchased 27 ships (worth of 860 billion won) so far.
We understand that your department is responsible for KAMCO’s overseas business. What are the progress and future plans?
KAMCO’s overseas business was launched with the mandate of assisting private sectors in overseas market creation and creating future growth engines of KAMCO, utilizing various domestic and international networks and experiences learned from the post-crisis process of resolving 111 trillion worth of NPL and performing corporate restructuring.
Investment preparedness provided through the revision of law to enable direct investment between 2005 and 2006 triggered full-scale implementation of the overseas business.
In the first round, in 2007, KAMCO acquired properties from a Chinese state-run AMC, followed by the successful investment brokerage in 2008. Afterwards, KAMCO established a local AMC with dispatched staff, and has been in full operation for management and collection.
Our view on the market indicates that, after the global financial crisis, it is high time for us to enter the NPL markets of advanced countries including the US. We are thus currently cooperating with domestic and overseas institutions to screen blue-chip investment grade targets.
This year has goals of exporting KAMCO Model, which is business knowhow accumulated through our on-going training and consulting business for developing countries, and successfully implementing pilot deals of investing in NPL in advanced countries such as the US.
Does it mean that KAMCO is also offering training for overseas institutions?
Yes. Since 2001, we have been providing training courses on our knowhow of NPL resolution and restructuring process, accumulated through overcoming the Asian economic crisis, for many governments such as China, India and Vietnam.
A total of 22 rounds of training courses have been completed, with a purpose of maintaining close relationship with organizations of other countries. In addition, we have concluded MOUs with 17 government organizations from 11 countries, contributing to the heightened international status of KAMCO.
Recently, local pension funds have been showing great interest in US real estate market, with some investment projects already initiated. What is impressive is the speed of the movement by public corporations. Do you have any experiences in the US market? What are they about?
There has been a series of prospects that says the US market shows a sign of recovery starting with the corporate sector, as recently seen in the continuous increase of corporate fixed investment. Both IMF and many IBs are competing in upwardly adjusting future economic growth rate assumptions.
However, a general consensus of the international financial community is that it will not be easy for a huge market like the US to recover in a short period of time. Examples include the increasing non-performance of commercial assets and continued bankruptcies of small-and-medium-sized banks.
KAMCO has also been monitoring the US market for investment ever since the financial crisis, with some cases almost striking the contract. But basically we are still focusing on risk management based on conservatism.
For example, it was in 2008 when we were conducting a preliminary underwriting for the purchase of a 450 million dollar portfolio owned by a global IB, reaching the stage of price negotiation. It was late August. The seller insisted that the asset price was almost bottoming out, but our underwriters said that there would be further dip of about 15% or more. Obviously, the deal was not possible to be closed.
After the failure of negotiation, our underwriting team backed out. And on the 15th of September, Lehman Brothers declared bankruptcy, suddenly elevating the financial risks all around the world, ultimately causing steep rise of foreign exchange rates in Korea and aggravating the investment environment.
So, it turned out to be a good thing that you had to break the deal?
Sure. The asset value was plummeting afterwards, as we had anticipated. And the foreign exchange rate increased by almost 50%. Even if the price was successfully negotiated, it must have been difficult to close the contract.
That was a very clear example of risk management. Also in 2009 and 2010, we had some cases of reaching the point of price negotiation, but we had to use our conservative stance again, believing that there was a possibility of further price drop.
Could you explain the nature of the investment business of KAMCO?
Our target focuses not only income generation but also assistance for the private sector in their overseas business. To do the latter, we are informing Korean institutional investors of high-grade investment targets and helping them with asset management.
Of course, to lead the overall deals, we also need to make some investment at the threshold level. We are also planning to establish JV-AMCs with local organizations, through which we can learn the systems of the countries to be invested and accumulate asset management knowhow. In China, where we had two deals closed, we have already established an AMC, gathering information on local investment systems and grasping the knowhow of asset management.
I am not saying that investment yield is not important. What I mean is that it is an important point of consideration that the intangible assets also need to be acquired at the same time. Domestic pension funds are also welcoming the business structure in which KAMCO participates in overall asset management.
The investment business will start from small-scale projects in advanced countries where the cycle is widely believed to be bottoming out. After making successful investment, we will expand the scale by phase.
First, we plan to start with selective high-grade investment targets out of troubled assets such as NPL or REO owned by local financial institutions. Currently, with a view to acquiring assets under bulk sale by FDIC, we are currently under joint consultation with an organization with successful bidding experiences.
There must be some difficulties experienced by a public corporation like KAMCO in dealing with IB business.
KAMCO has amassed a high international credit standing and credibility with fair business treatment, which are great advantages of our actual implementation of projects.
Currently, we have some difficulties in proactively exploring potential high quality projects, because of the limitation posed by the KAMCO Act, which stipulates that investment targets should be confined to the NPL Resolution Fund. However, we are planning to expand the target investments to the Restructuring Fund by amending the act.
And the issue of relatively long decision-making process as a public corporation could be substantially overcome by sharing roles with private counterparts.
Do you have any parting parting comments for our readers?
According to the IMF estimation, the total loss incurred by financial institutions worldwide amounts to 4,000 trillion won, with US and European markets alone at 2,000 trillion won.
When it comes to NPL markets of advanced countries, the barrier of entry used to be too high in the past. But, in a couple of years ahead, it is expected that opportunities will come for us to purchase high-quality assets at lower price. That might be a once-in-a-life-time chance, though.
We will do our best in actively and fully utilizing various experiences and rich networks of KAMCO, rather than neglecting them, so that KAMCO can be leading liquidity in the private sector toward more stable investment targets, thus contributing to the national wealth creation. This, I believe, is the true mission given to a public corporation.

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Interview: Mr. Richard Han, Managing Partner, Vestas Investment Management

Vestas Investment Management is a newly licensed Real Estate Fund management company authorized by the Financial Services Commission in September 2010.
In January, Vestas Investment Management announced that it has commenced capital raising for Vestas-Meritz Korea Real Estate Fund I . Vestas and its co-GP partner, Meritz Securities are participating for capital raising and fund targets country focused, core plus/value added and cyclical opportunities in the Seoul office sector. The Fund considers foreign pension fund/ fund of fund type investors with selective local pension fund investors with raising amount of USD 200~300 million.
Vestas is newly licensed Real Estate Fund management company authorized by Financial Services Commission (FSC) in September 2010. Key senior executives including Mr. Richard Han, Managing Partner, mostly joined from Macquarie Real Estate Korea (wholly owned subsidiary of Macquarie Bank) and other foreign private equity funds management company, where the team implemented global standard in investment, asset management, and divestment for past 10 years in Korea.
In an exclusive interview, Mr. Han speaks about the company and his plans for the year.

Could please you give us a background about Vestas Investment Management?
VIMC was established in 2010 and authorized by Financial Services Commission(FSC) as a licensed Real Estate Fund (“REF”) management company. Most key senior executives joined from Macquarie Real Estate Korea (a wholly owned subsidiary of Macquarie Bank) and other foreign private equity funds management companies with previous experience from several local and international groups such as JLL, Deloitte, and Daewoo.
I was managing director of both Macquarie Real Estate Korea and Ostara Korea Fund where I established a local team and built up 1.7 trillion won asset value of portfolio with current team. All transactions were high profile deals traded among major institutional investors and private equity funds such as RREEF, GE Real Estate, Lone Star, National Pension Service (NPS), and Samsung Life. Key transactions included acquisition of SK Securities, Tong-Yang Securities, and Daewoo Securities Building, Kukdong Building, ING Tower, Smart Plex, Pantech New HQ, and K1 REIT building and current team was leading the whole transactions from deal origination/execution, asset management and divestment.
Key milestones among these transactions include introducing first foreign managed CR REIT with underling asset of Kukdong building and two REIT establishment for National Pension Service where NPS invested 500 billion won of equity.
Vestas established global standard practice from previous foreign employers such as high standards of investment discipline, transparent governance, alignment of interest with investors, and reporting system. Capability to implement global standards for real estate investment and management is the key strength which would differentiate Vestas from other local fund managers.
A strong locally experienced real estate team with proven country and sector focused investment track records will be the key driver to source and execute private/off market transactions ahead of other players in the market and Vestas seek risk adjusted returns for our clients by carefully assessing potential investment opportunities and actively managing portfolios.

Where do you see the investment opportunities in Korea for 2011?
Korean real estate market is no longer an emerging market and it is now entering the stage of a stabilizing/mature market where investors should expect relatively lower return with low risk. Nevertheless, the market would look attractive to investors seeking stable yield with some capital appreciation.
We assess commercial office building sector to be still attractive (1) most liquid and (2) largest real estate holdings in a typical Korean company’s balance sheet. Some development type office take-out projects where developers having financial difficulties to continue and complete could be potential investment opportunities. Retail sectors could have opportunities where big discount store operators have an appetite for sale-lease back type divestment of existing assets for their continuous expansion requirements. Stable yield backed by quality credit of operators will provide investment opportunities.
When the market is tightening and investors have difficulty to find out attractive deals, that does not mean investors will not get attractive deals in the market. There are fund managers in the market who have hands-on experience and who have the capability to source and execute potential deals ahead of other players in the market. As long as investors assess the Korean real estate market to provide stable yield generation opportunities supported by strong fundamentals of the economy, the country should still be considered for future investment allocation.

How do you compare Korea with Japan, China, Hong Kong, Singapore? Why should foreign investors invest into Korea?
As just mentioned earlier, even when the Korean real estate market is tightening and therefore can’t enjoy high returns as was the case of 3~5 years ago, Korea still has its competitiveness compared with other Asian countries. I would like to limit my comments to the commercial office building sector.
First, fundamentals of Korean economy are strong and stable compared with other Asian countries with constant 4~5% GDP growth even after the global financial crisis. Second, many investors always consider Japan or China first in Asian Market in terms of capital allocation mainly based upon market volume with some other factors. In fact, China is still a growing market but it is also understood that investors should not ignore transparency/consistency in government policy and potential bubbles. Although all the investment environment of Japan might be more open to foreign investors and we see a lot bigger transaction volumes compared to other Asian countries, current slow economic situation would not make it easy to justify any investment commitment. In that sense, Korea has a very transparent investment environment with predictable/ stable income generating asset pools, although the target return is getting lower. Third, even though many investors are concerned about vacancies due to scheduled increasing supplies in Seoul market, this could generate buying opportunities in return as there could be pressured sellers. Historically, Seoul office market vacancy has been so low and stable and even when vacancy increases due to increasing supply, we don’t expect to see dramatically rising high vacancies like 20%~30% as some other Asian countries experienced before. In the case of total occupancy cost, Seoul grade A office still ranks lower than other major cities such as Tokyo and Hong Kong.
To conclude, I would like to say that as long as fund managers are more creative and more proactive ahead of other players based on hands-on local experience, there are good investment opportunities where superior risk-adjusted returns could be achieved. In particular, if investors are interested in stable yield generation with some capital appreciation, the Seoul office market is still attractive to investors.

Why are there only two Korean country-specific funds so far in Korea?
Although there are quite a few Pan-Asia regional type foreign managed funds, there are only two country focused private equity fund managed by foreign managers in the market. When most Pan Asia funds were raised, I understand Korea always has had relatively lower weighting in terms of capital allocation and fund managers did not have interest to launch country focused funds.
Having said that, if you look into Korean real estate market, when the market was open to foreign investors in late 1990s after the Asian financial crisis, real estate investment market grew substantially and now we see active investment grade /institutionalized transactions. In addition, based upon many transactions led by foreign investors, global standard practice is now quite common in Korea.
Even if many regional funds could still cover Korea for future investment, it could be more effective to have country focused fund managers to implement transparent and sophisticated investment management when real estate investment business anyway should be locally driven in various aspects. Many pan Asian type regional funds also happened to reduce or shut down their presence and operation in Korea recently due to restructuring after the recent financial crisis and it could be a good opportunity for investors to consider country focused funds and enter the Korean market.
In particular, when selective local fund managers now have hands-on experience with proven track record and when these fund managers can implement global standards for investment and management, we should see more private equity fund type business opportunities in Korea.

Why is Vestas trying to introduce a private equity fund business model in Korea (targeting not only foreign LPs but also local LPs) when most local fund managers just raise capital from local investors on a project basis when the deal is secured?
Many local fund managers know private equity fund business model is quite effective and competitive because fund managers can secure certain deal ahead of other players when there is committed capital from investors. Nevertheless, most local fund managers didn’t explore this type of business model for several reasons. First, local investors don’t prefer to commit in the blind pool type private equity fund and therefore local fund managers have not explored this business model with local investors. Second, most local fund managers do not have experience working with local or foreign investors in the form of private equity business model, either.
As far as local investors are concerned, it is a matter of how fund manager could give comfort to them in relation with investment decision making process when local investors are not used to giving discretion for investment decision to fund manager in the blind type fund. Vestas has some creative ideas to resolve this with potential local investors and that is why Vestas would like to challenge local investors’ commitment into private equity fund.
In addition, local investors would be more serious in this type of blind pool private equity fund if they see credible foreign LPs committed in the fund. We also understand many local institutional investors have ever increasing appetite and need to outsource their funds management to third parties as is the case in many developed countries in line with increasing demand for alternative investment (in particular real estate) allocation. Many institutional investors realize they cannot manage their portfolio in house with limited specialized professionals forever.
Vestas have built up strong global standard practice know-how to manage private equity fund business. In that sense, we are ready and open to any local or foreign potential investors for potential private equity fund management business opportunities in Korea. We should challenge more opportunities to introduce foreign investors and local investors into this type of business structure which could be mutually complementary and beneficial to local and foreign investors.

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Societe de la Tour Eiffel, the first French Real Estate Investment Trust

The Societe de la Tour Eiffel is a French Real Estate Investment Trust (Société d’investissements immobiliers cotée - SIIC) based in Paris. It is the first REIT in France, beginning with 2004, and specializes in office buildings and business parks in France, and also owns warehouses, light industrial areas, and nursing home in the South of France.
European REITs first appeared in the Netherlands (1969), and then subsequently in Belgium (1995), France (2003), and the United Kingdom (2007), Germany (2007) and Italy (2007).
They each have their own unique characteristics but also share common traits due largely to the fact that they are often competing for the same investors. European REITs are generally publicly-listed vehicles with corporation structures that make long-term investments in real estate and are exempt from corporation taxation provided certain dividend requirements are met.
When, in 2003, France allowed REITs this probably was the final shoot to start the REITs-race in Europe. The listed real estate market in France has increased multi-fold since then and further growth is expected.
In a sense therefore , the Societe de la Tour Eiffel, the first French Real Estate Investment Trust (SIIC) based in Paris, can be credited with pioneering this movement.
As noted by Mr. Mark Inch, Chairman, Société de la Tour Eiffel, the company started out as the managers of the Eiffel Tower (Tour Eiffel), but became just a shell company after losing that concession to the Paris town authorities in 1979.
It was put up for sale by its owner, HSBC, in 2003 and bought by two investors, Mr. Inch and Mr. Robert Waterland with the backing of Soros Real Estate Investors. This is the first time that a listed company was setup and run by people from property world as against financial companies. Both Mr. Inch and Mr. Waterland are two long standing property professionals with backing of private equity and prompted by their knowledge of the US Reit industry.
Mr. Inch graduated from University of Oxford and Insitut Superieur d'Etudes Politique de Paris. He started his career in 1973 in the real estate sector working for Jean-Claude Aaron. In 1979, he joined the Banque Arabe et Internationale d’Investissement (BAII) and from 1985 to 1990 he was Executive Director of the Bank and Chairman of its real estate subsidiary. In 1990, he founded Franconor, a real estate consulting business. He then co-founded Awon Groupe in 1995. Mr. Inch is also Director of Fondation de la Societe de la Tour Eiffel and Federation des Societes Immobilieres et Foncieres and Manager of Bluebird Holding SARL, Bluebird Investissements SARL and SNC Albion, Managing Director and Chairman of Osiris Gestion de Entidades S.L.U. and Manager of Cergy La Bastide SNC and Manufacture Colbert SNC..
“We are primarily pursuing a bottom up property approach as opposed to institutional top down financial/fiscal approach of most other French property companies. The Company has a portfolio of properties located throughout France, mainly in Paris and Ile-de-France region, as well as in Lyon, Marseille, Nantes, Strasbourg, Caen and others,” he said.
The company was transformed at the outset of 2004 into a Société d’Investissement Immobilier Cotée, the first new entity under the relevant legislation promulgated in 2003. The company made an initial series of acquisitions concentrating on properties with long leases to quality tenants at modest rents.
Quoted on the Euronext Paris Exchange, the company pursues a strategy focused on the ownership and the development of quality office and business space capable of attracting a wide range of tenants in both established and emerging locations. It focuses on the acquisition and retention of high-yielding property assets, secured on long-term leases to quality tenants and has a high dividend payout policy secured from these income streams and enhanced by a selective disposal policy, he said.
Following a first capital increase of € 11 millions in December 2003, the company made a new cash call in July 2004 of € 123 millions with a € 210 million banking credit line being negotiated shortly afterwards. At the end of the year, the property portfolio stood at € 266 millions.
The first half of 2005 saw an additional € 105 millions of commitment however a quantum leap was made at the end of the year with the acquisition of Locafimo, a property company comprising 35 assets totaling 300,000 m² of floor space valued at € 285 millions.
This major transaction was partly financed by a capital increase of € 157 millions. In 2006, the company undertook a comprehensive review of its portfolio including a first disposal of non strategic assets (€45 millions of sales) whilst a move into the development area echoed increasing tenant demand for new buildings capable of providing efficient space at reasonable cost.
The company’s growth enabled a progression to continuous trading on the B compartment of Euronext in March 2006. The following June, the company was included in the European Public Real Estate Association index. In May of the same year, Tour Eiffel Asset Management , Mark Inch and Robert Waterland’s management company, was integrated as a fully owned subsidiary dedicated to the mother company’s portfolio management. End 2006, the portfolio was valued at nearly € 1 billion and extended to 622,907 m².
At the outset of 2007, the company initiated another significant transaction with the purchase of Parcoval for € 110 millions. This acquisition completed and consolidated the company’s position in the business park market notably as Parcoval was a significant co-owner in various parks alongside Locafimo which had been acquired one year earlier.
As a result of its selective disposal strategy and successful marketing of new developments, the portfolio at the end of 2007 amounted to 710 000 m², valued at € 1.2 billion of commitments.
Following 4 years of exceptional growth, the company adopted a more prudent outlook focused on maintaining cash flow through tenant retention and the concerted marketing of development projects.
This said, four modest acquisitions totaling € 40 millions were made and a 18 000 m² built-to-suite office development for Alstom was launched at Massy. Construction was also started on the 14 000 m² speculative office development in Vélizy due for delivery in 2010.
In all, some 50 000 m² of new developments were delivered, of which half was in the Parcs Eiffel, further rejuvenating the profile of the company’s portfolio. At the same time, disposals totaling € 90 millions were made and a major credit facility extended to 2013 was renegotiated with the company’s bankers. At year end, the portfolio comprised 713 323 m² for an unchanged valuation of € 1.104 billion despite the overall drop in market values.
In the wake of the worsening financial crisis in 2009, the company further concentrated
on the consolidation of its cash flow. The core portfolio demonstrated considerable resilience in the face of unfavourable market conditions whereas the new properties completed the previous year leased up satisfactorily, notably the Porte des Lilas, and the new business park deliveries at le Bourget, Marseilles and Bordeaux.
The 18 000 m² Massy Ampère office development was delivered to Altsom and some € 43 millions of asset disposals were achieved. At the end of the year, the portfolio extended to 670 103 m² valued at € 1 058 M reflecting the fact that the added value of new developments offset the effect of reduced values and asset disposals.
Following two years of recession, consolidation remains the order of the day against a background of gradual market recovery, notably in terms of capital values. The company continues to consolidate its cash flow whilst adjusting its financing to changed market perceptions.
Mr. Inch noted that while the French market is very attractive to foreign investors today, this was not the case ten years ago. While traditionally international investors have always invested in the United Kingdom, France was always a closed club.
“This started changing ten years ago and international investors started making a beeline. Three main policy changes can be credited with this. The first is the change in international lease durations, stamp duties and taxation policies,” he said
Earlier, the lease terms available to investors were 3, 6 and 9 years which proved to be restrictive. It has now been changed to 6, 9 and 12 years. In addition, the cost of doing business was very high, as the conveyancing stamp duty was 19.6 percent of each value as against one percent in UK. Today it is 5 percent in France and 4 percent in UK.
Finally, France used to tax both income and capital gains, which was a major disadvantage. , However, over the past ten years, policies have changed and France is the investors choice for the euro zone wand has even exceeded the UK market.
The commercial property market is much larger than UK at 52 million sq meters, and the occupational structure is much more diversified.
While they are two different market both UK and France are complementary, with different types of growth and income..
France has a whole lot to offer tourists and investors alike, which creates a really diverse property market. If anyone is looking for an investment opportunity in France, they will be glad to know that the possibilities are practically endless.
“It has always been an ideal location for property investors, especially. Even now, the real estate industry in France is booming despite the economic woes hovering over most of the world.”
Indeed, a stable market is hard to find these days, so it is nice to know that there are many advantages of investing in France.
“Whether you are an American, European, or Asian investor, you can potentially make good profits by investing in France. Even if you have never invested in anything before, you should be able to find a profitable investment opportunity in France” he said.

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Interview: Mr. Nicholas Wong, Principal, The Townsend Group

The Townsend Group was founded in 1983 by Mr. Terry Ahern and Mr. Kevin Lynch on the premise of providing uncompromised and unbiased real estate investment advice to institutional investors worldwide. Headquartered in Cleveland, it is the largest specialty real estate investment consulting firm in the industry.
In addition to Mr. Ahern and Mr. Lynch, the team is comprised of 52 real estate professionals, including 31 Principals, Consultants and Associates and a dedicated research initiative. Townsend provides global property investment counsel to more than 85 clients on both a discretionary and non-discretionary basis, representing real estate allocations in excess of $100 billion. Its clients include public pension funds, corporations, foundations, endowments, financial institutions and Taft-Hartley plans ranging from $300 million to over $130 billion in total plan assets.
Early this year, the company opened its first office in Asia, located in Hong Kong and appointed Mr. Nicholas Wong, former managing director Asia Pacific of ING Real Estate Select, as principal to focus on business development and investment underwriting in the region. Prior to joining ING in November 2007, he had held senior positions in real estate investment and commercial banking, as well as listed securities analysis. He has been in real estate investment and finance for 22 years with the past 16 years in Asia, having started his career in the US as an appraiser.
“We already have $3.2 billion invested in the region and will focus on business development and investment underwriting in the region. The real estate investment strategies currently available in the Asia Pacific markets are unique in their ability to bring true growth opportunities to global investors,” he said.
Townsend’s global scale and its expertise in manager selection will ensure that the company will be able to offer investors wishing to enter these markets insights into the region that would be difficult to match elsewhere, he noted.
His team is responsible for finding best in class funds/managers and undertakes terms negotiation, due diligence and subsequent investment management, as well as business development in Asia Pacific.
“The Townsend Group is an employee-owned private company. Since 1986, when we earned our first retainer client, our exclusive focus has been providing best-in-class institutional real estate consulting services. We recognized early on that real estate as an accepted institutional investment asset class would grow not only in size but also in complexity. As a result, we structured our company to be prepared for the coming changes,” he said.
Mr. Wong noted that the company began by establishing a dedicated research initiative which has been under the direction of its current Director of Research since 1989. It further broadened the breadth and depth of the team by adding the founders of two other institutional real estate consulting groups, and complementing the team with other key individuals with experience in law, finance, accounting, banking, real estate development, asset management, property management, research and academia.
As a result, Townsend has the most experienced and multi-disciplined staff in the industry. The quality, stability and depth of the team, their commitment to the development of the finest resources, capabilities in investment manager and product selection, and zealous client advocacy resulted in its consulting model being favored by the institutional plan sponsor community.
“We offer both discretionary and non-discretionary consulting services to our clients. Discretionary clients have further entrusted The Townsend Group with the increased fiduciary responsibility associated with the selection of investments subject to Townsend’s discretion without the additional process of going through the clients’ internal investment approval process. Townsend’s basic services are similar in both discretionary and non-discretionary mandates, but the primary differences typically reside in which party retains the authority for ultimate approval of investments,” he said.
In addition to the depth, stability and experience of the professional, the company offers other areas of expertise and experience relevant to clients.
“Given our extensive knowledge of and familiarity with providing consulting services to public pension funds, we are familiar with the issues facing larger public plan investors in real estate, including designing and implementing strategies across multiple sectors in the private and public markets, investing in wholly-owned properties through separate accounts, and developing investment guidelines and procedures.”
Speaking on the Korean market, he noted that Townsend has historically invested in the region and finds that it has a very attractive client base.
A couple of months ago Korea's National Pension Service, the world's fifth-largest pension fund, committed to invest $300 million in troubled real estate through Townsend Group, in a separately managed account. It primarily will focus on snapping up stakes in distressed private-equity real-estate funds and recapitalizing these funds.
The move by NPS, with more than $250 billion in assets, comes as a growing number of opportunistic investors are buying into troubled property funds in deals that give them a steady return and potentially a share in the profit when real-estate markets rebound, he said.
That aside, he finds China and Japan to be the most promising markets in the region. While China is a growth story, with a booming middle class, although Japan has a greying population, there are a lot of distressed ownership of assets in the market.
As for the challenges for the group, he said there is still a lot of uncertainty about the global economy. The company is looking at getting more risk exposure across the region.

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Interview: Mr. Edward Casal, Chief Investment Officer, Global Real Estate Multi-Manager Group, Aviva Investors

Aviva Investors is a global asset management business and a wholly-owned subsidiary of Aviva plc, the world's fifth-largest insurance group and a world leader in financial services.
The company’s real estate team, based in New York, London, Paris, Frankfurt, Singapore and Melbourne is made up of over 170 people, of whom about 95 are investment professionals, including fund managers, asset managers, strategists, researchers and property finance experts.
It currently manage global real estate assets in excess of of $33 billion and already has extensive holdings in Europe as well as a growing presence in North America and the Asia-Pacific region. Of this, more than $6 billion has been invested through multi-manager strategies making it one of the largest global real estate multi-manager investors.
As noted by Mr. Edward Casal, Chief Investment Officer, Global Real Estate Multi-Manager Group, Aviva Investors, the company has been highly active over the past few years, expanding its range of funds and widening the client base.
“We have invested worldwide and on behalf of leading corporations, public pension funds, and other institutional clients, building one of the longest track records in the industry. We seek superior risk-adjusted returns for our clients by creating broadly diversified and actively managed private real estate portfolios,” he said.
Mr. Casal has spent over 20 years undertaking real estate transactions on behalf of institutional investors, industrial corporations and REITs while working at Goldman, Sachs & Co., Dillon, Read & Co, and UBS. In total, he has originated and executed in excess of $20 billion of real estate transactions including both entity-level and real estate property-level transactions. Immediately prior to joining Aviva Investors, he served as Chief Executive Officer of Madison Harbor Capital, a real estate multi-manager firm he co-founded in 2003.
He is a member of the Urban Land Institute, the International Council of Shopping Centers and the Pension Real Estate Association. He is also Chairman of Madison Harbor Balanced Strategies, Inc., an SEC-Registered real estate fund of funds.
Mr. Casal noted that his current team is one of the largest dedicated real estate multi-manager groups in the industry with investment professionals based in New York, London and Singapore.
“We provide local market expertise and manage relationships throughout Asia, Europe, and the Americas. Our global investment committee, comprised of members from each region, assures consistency in the approach and execution of our strategy.”
The real estate team is based in London, Paris, Singapore, Dublin, Frankfurt and New York. The global team is made up of 180 people, including 90 investment professionals, including fund managers, asset managers, strategists, researchers and property finance experts. Mr. Casal’s team is one of the largest dedicated real estate multi-manager groups in the industry with investment professionals based in New York, London and Singapore.
The group has a comprehensive range of products and services, offering real estate investors a unique combination of strengths: significant scale, impressive people, a comprehensive product range, excellent service and an outstanding reputation for innovation.
For institutional clients of scale, the group has created segregated portfolios by investing in a range of real estate ventures. These portfolios are customized reflecting the client’s individual objectives with respect to risk and return, geographic sector allocations and cash flow requirements.
“Aviva Investors has extensive capabilities with commingled investment vehicles. We seek to design portfolios with the core objective of consistently achieving superior risk-adjusted returns for our investors on a highly diversified basis,” he said.
Based on their view of the appropriate strategies for economic conditions, the group seeks to invest in newly-formed real estate ventures sponsored by managers with strong trace records that our experience and research suggest are best-suited to achieve our goals.
“Further, we seek to design a portfolio that ensures appropriate diversification with respect to geography, strategy, manager, property and asset type, capital structure, duration and asset lifecycle,” he said.
Aviva Investors is also a discreet and fast moving buyer of secondary interests in private equity real estate. The team looks at opportunities of all types and in all locations across Europe, the Americas and Asia.
Mr. Casal also noted that the private equity real estate secondary market offers opportunities to acquire specified assets that are well advanced in the investment program. A secondary transaction involves the purchase of one or more limited partnerships or similar interests from the original investor, providing that investor with liquidity.
Speaking on the main challenges, he said that while global growth is rebounding from the depths of the financial crisis, uncertainty regarding the medium-term direction of the global economy is significant, as the fiscal imbalances remain unresolved.
“We continue to structure investment portfolios with the underlying assumption that the developed economies will fluctuate as deleveraging pressures in both the private and government sectors create strong headwinds against relatively strong business financial
conditions. Therefore, relatively conservative investment strategies are warranted. The emerging markets have shown very strong recoveries, but we have to be cautious due to the risk of overheating.”
Accordingly, he said that real estate investing activity in the developed world should remain tilted toward defensive strategies rather than aggressive growth oriented objectives. Even within
emerging markets, growth expectations must be undertaken only with a rigorous value exercise in order to avoid disappointing investment results due to premium pricing driven by excessive
weight of capital overwhelming thin investment markets.
The real estate universe is vast and includes many assets with income-producing characteristics that reduce risk. Real estate investment should appeal strongly to investors during a prolonged period of uncertainty and risk-aversion, in particular because investment strategies can be devised to capitalize on many of real estate’s innate defensive qualities.
“Our investing strategy reflects this multi-speed view of the world, with a defensive bias. While in all markets value investing predominates, in the developed markets we continue to avoid development risk and strategies dependent on a robust consumer discretionary spending, and continue to participate in recapitalizations of real estate ownership vehicles.”
In the emerging world, growth strategies can be tolerated, particularly those that address continued urbanization and growth of middle class wealth. Nevertheless, it is imperative to remain cautious and vigilant regarding valuation bubbles in formation, he said.
Mr. Casal noted that Asia is a large opportunity for the company, having invested in the region for only 3 years now. This year, plans are to expand investments in Australia, Japan, Korea, China , Singapore, Hong Kong and India. The main client targets are cash rich- time poor investors.
“We provide local market expertise and manage relationships throughout Asia, Europe, and the Americas. Our global investment committee, comprised of members from each region, assures consistency in the approach and execution of our strategy,” he said.

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Interview: Ms. Claribel B. David, Vice President, WFTO

The World Fair Trade Organization represents Fair Traders from grassroots through to the G8 and is the authentic voice of Fair Trade, having driven the movement for 20 years. It is the only global network whose members represent the Fair Trade chain from production to sale.
The WFTO is a global authority on Fair Trade, with a vision of a world in which trade structures and practices have been transformed to work in favour of the poor and promote sustainable development and justice. Membership of the WFTO is limited to organizations that demonstrate a 100% Fair Trade commitment and apply its 10 Principles of Fair Trade. WFTO members who are monitored against these Principles are listed in the Fair Trade 100 index of world-leading Fair Trade brands, businesses and organizations.
As noted by Ms. Claribel B. David, Vice President, WFTO, the main aim of the organization is to improve the livelihoods of disadvantaged people in developing countries by linking and strengthening organizations that offer just alternatives to unfair trade structures and practices.
“Our members come together in solidarity and mutual cooperation to create an alternative and fairer way of doing business. WFTO is a global network that promotes fair trade and provides a forum for the exchange of information to help members increase benefits to producers,” she said.
She noted that Fair Trade is a trading partnership, based on dialog, transparency and respect, that seeks greater equity in international trade. It contributes to sustainable development by offering better trading conditions to, and securing the rights of, marginalized producers and workers – especially in the South.
“Fair Trade is a trading partnership, based on dialog, transparency and respect, that seeks greater equity in international trade. It contributes to sustainable development by offering better trading conditions to, and securing the rights of, marginalized producers and workers - especially in developing countries.”
Fair Trade organizations have a clear commitment to Fair Trade as the principal core of their mission. They, backed by consumers, are engaged actively in supporting producers, awareness raising and in campaigning for changes in the rules and practice of conventional international trade.
The WFTO members share the following practices: commitment to Fair Trade; transparency; ethical issues; working conditions; equal employment opportunities; concern for people; concern for environment; respect for producers’ cultural identity; and education/advocacy.
All members, reflect in their structures, a commitment to justice, fair employment, public accountability and progressive work practices. They also ensure a safe working environment that satisfied at a minimum all local statutory regulations and oppose discrimination and ensure equality of employment opportunities for both men and women who suffer from the exploitation of their labour and the effects of poverty and racial, cultural or gender bias.
In this context, she pointed out that there are different organizations working to promote fair trade practice and policy, through product certification, advocacy, campaigning and educational work.
Fairtrade describes the labelling system controlled by Fairtrade Labelling Organisations (FLO) International and national partners in different countries. The FAIRTRADE Mark appears on products that meet Fairtrade standards and come from Fairtrade producer organizations.
Product standards have so far been developed for 17 food and non‐food products, ranging from coffee, tea, sugar, cocoa, rice, and fruit to flowers, cotton and sportballs. The product standards specify the minimum price and premium as well as other product‐specific requirements.
The WFTO logo on the other hand is for organizations who demonstrate a 100% commitment to Fair Trade in all their business activities. Only monitored WFTO members are authorized to use the logo. Launched in 2004 at the World Social Forum in India, the logo shows that an organisation follows the WFTO's Principles.
The logo is not a product mark - it is used to brand organizations that are committed to 100% Fair Trade. It sets them apart from commercial as well as other Fair Trade businesses, and provides a clear signal to retailers, partners, governments and donors that their core activity is Fair Trade.
In that sense, both the WFTO logo and the FLO logo are complementary and not in competition, she said.

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Interview: Mr. Christian Schindler, General Manager Korea, Lufthansa German Airlines,

Lufthansa German Airlines' representation in Korea began in 1966 with the signing of a General Sales Agency agreement between Lufthansa and Hyopsung Shipping. However, it was not until November 1984 that Lufthansa commenced its own flight services, flying from Seoul via Anchorage to Frankfurt.

Since then, as noted by Mr. Christian Schindler, General Manager Korea, Lufthansa German Airlines, the company has grown as a major partner in Korea's air-travel sector. Currently it offers a total of 11 weekly flights between Korea and Europe with six weekly flights on the Seoul-Frankfurt route and five weekly flights on the Busan-Munich route (via Seoul).
“Today, we are the largest European airline on the Korean market and are enjoying a growing number of Korean customers. We are also the only European carrier to operate from Busan, he told Infomag.
It also helps that Lufthansa is a founding member of the world's largest aviation network, Star Alliance, which has 28 international airline partners including Asiana Airlines, connecting six continents.
Mr. Schindler joined Lufthansa in 1991, being assigned the networking planning manager for domestic and Benelux passenger services, and as network planning manager and coordinator for the Munich Hub. In 1998, he became business partnership manager and in 2001 was promoted to global corporSince then, as noted by Mr. Christian Schindler, General Manager Korea, Lufthansa German Airlines, the company has grown as a major partner in Korea's air-travel sector. Currently it offers a total of 11 weekly flights between Korea and Europe with six weekly flights on the Seoul-Frankfurt route and five weekly flights on the Busan-Munich route (via Seoul).
“Today, we are the largest European airline on the Korean market and are enjoying a growing number of Korean customers. We are also the only European carrier to operate from Busan, he said.
It also helps that Lufthansa is a founding member of the world's largest aviation network, Star Alliance, which has 28 international airline partners including Asiana Airlines, connecting six continents.
Mr. Schindler joined Lufthansa in 1991, being assigned the networking planning manager for domestic and Benelux passenger services, and as network planning manager and coordinator for the Munich Hub. In 1998, he became business partnership manager and in 2001 was promoted to global corporate key account manager. Since 2004, he was general manager of Morocco until being assigned to Korea last year.
The airlines' success can be largely attributed to the fact that it has localized its operations to cater better to the Korean customers, he said.
Lufthansa provides a choice of Korean cuisine, including bibimbab, cup noodles with kimchi and red-pepper paste as well as a wide selection of beverages including beer and wine.
First and Business Class passengers can indulge themselves in the new Star Chef menus created by Chef Park Hyo-nam of the Millennium Seoul Hilton with wines specially selected by the World's Master of Sommeliers, Markus Del Monego.
Other amenities include various Korean magazines and video/audio entertainment offerings, all tailored for Korean travelers. Upon arrival at Frankfurt and Munich Airports, a ``Korean Welcome Service'' is provided with Korean personnel on hand to meet and greet travelers and assist them with all their needs and information.
We are considered to be the most Korean of all European carriers that fly from here. Moreover, our strong brand and large network of connections makes us the preferred choice of flight,he said.
While the economic slump last year did affect operational revenues, 2010 is expected see a strong rebound. More so, since the Korean economy has displayed an amazing recovery on the back of strong exports.
Speaking on the challenges that foreign carrier face in Korea, he noted that language is a major issue. It is very important to cater to the local needs to meet the various demands of korean customers. For this reason, Lufthansa has deployed many websites and link sites in Korean offering specialized services and has been providing a variety of online promotions for the Korean and foreign customers.
“We see the Internet as the future. Within the next five years, 3 out of every 4 passengers will use the Internet for their travel. The market is seeing a big shift, with more and more people moving towards web portals. This is the worldwide trend, and we hope to doubled our share of web presence.
The strategy is to offer competitive pricing, with attractive high end products. The airline is therefore averse to scaling down its services. It guarantees that economy class pasenger can book seats, special meals with alcoholic drinks all for free and at very competiitve prices.
In this context he noted that the budget carriers do not offer any competition to Lufthansa's operations in Korea.
“The long-haul business has always been low cost, so there is no scope for further price cuts by the budget cariers. It is only in short-haul routes that the budget carriers can prosper. This has been very much evident in Europe, where carriers like Ryan Air and EasyJet have a 40 percent market share in short-haul routes. The same is the case in Asia,he said.
Lufthansa passengers on long haul routes have access to a comprehensive program of entertainment with the extended Lufthansa Media World, 65 video options with 30 cinema films in up to eight languages, 25 TV programs and 10 music magazines from all over the world, 100 CD's, a selection of audio books, 24 radio programs with many international channels, games of skill, action-, board and strategy games as well as 11 language courses. So naturally, passengers prefer these premium services for long trips.
He was also full praise for the quality of services offered at Incheon Airport and said that most of the foreign carriers are appreciative of the facilities. Recent talks of privatization of the airport are welcome
The government announced recently, as part of its budget proposal to sell a 49 percent stake in the airport operator next year. Incheon International Airport Corporation is assessing the share value and sales price with investment bank advisers who will manage the initial public offering. However, an amendment to a related legislation that would authorize the privatization is still pending in the National Assembly after it was introduced last year. A majority of opposition party lawmakers are against the plan.
The Ministry of Strategy and Finance and the Ministry of Land, Transport and Maritime Affairs justify the privatization by arguing that the airport must be supervised by an agency with operating expertise and the ability to attract more financial and capital support so Incheon International Airport can develop further as a leading global airport hub..
“Overall privatized infrastructure is the way to go for the future. It will be a triple win situation for the airport, carriers and passengers. One can expect reduced prices and improvements in services, he said.

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