TMF Group - Building bridges to china: part 1


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1. Introductory Remarks
2. Establishing a Foothold in China – Success Stories
3. Corporate Establishment and the Chinese Legal Environment

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  • (A) Top 3 challenge … as challenge on cost & HR, therefore those non-core business activities should out-source to BPO service provider (B) No improvement on legal side … so FIE need professional service / advice to avoid mistake
  • Press Releases Share on facebookShare on myspaceShare on googleShare on twitter| More Sharing ServicesMore Media Centre >Press Releases Doing Business in China: Findings from the 2012 Surveys of Chinese and Foreign Companies April 10, 2012 Print-friendly Page April 10, 2012. Shanghai – Chinese and foreign companies provide insight into what it’s really like to do business in China in two recently completed surveys by CEIBS professors Juan Antonio Fernandez and Zhou Dongsheng. The findings are outlined in two reports titled “Challenges and Success Factors for Chinese Companies” and “Challenges and Success Factors for Foreign Companies in China”. This is the second year that these reports have been compiled. The surveys explore companies’ business performance and the challenges faced in China’s unique business environment. They also delve into vital operational elements such as production and supply, marketing and sales and the pressing issues related to HR and intellectual property rights. Other topics explored include joint ventures, innovation as well as foreign trade, investment and financing. The goal: to better understand China’s business environment and the challenges it presents for both Chinese and foreign companies. The survey of foreign companies measures various aspects of doing business in China, ranging from success factors and challenges to specific functional issues. In total, 254 executives responded. These executives occupy a variety of positions in their organizations. Among them 83 are CEOs, General Managers, company owners or partners, while the remainder represents all the main business functions: HR, Finance, Marketing, Sales, Operations and Research & Development. This broad participation adds rich and valuable perspectives on the issues experienced by their organizations in China. Chart 1: Foreign executives respond to the question: What is presently causing you the most difficulty in running your company in China? Meanwhile, the survey of Chinese executives covers a broad range of questions whose answers provide detailed information on participating companies’ financial performance, business strategy, human resources, marketing and competition, challenges and business outlook. Respondents were CEIBS alumni and EMBA students. At the end of October 2011, all CEIBS alumni and EMBA students were invited to anonymously answer a Chinese-language online questionnaire with the help of CEIBS’ Alumni, EMBA and EDP Offices. The responses were received during the period from the end of October to the end of November 2011. In total, 348 respondents completed the survey. Of those that participated, 68 percent identified themselves as senior-level manager, 59 percent identified themselves as department director or functional leader. About 92 percent of the respondents have more than 10 years of working experience, and 78 percent of the respondents are male. Chart 2: Chinese companies respond to the question: Which are the main challenges facing your company in the coming years? The findings One vital aspect of both surveys is the Confidence Index and Business Performance in 2011. The findings: both groups are optimistic that their businesses will do well in 2012. And looking ahead to the next five years, Chinese companies are slightly more bullish about China. They have a confidence level of 7.24 – on a scale from zero (no confidence at all) to 10 (maximum confidence) – versus 7 for foreign companies. In summarizing the findings from the Chinese respondents, the research team noted: “According to them, the key success factor in developing their businesses in this dynamic market place is to have a qualified management team and invest in innovation/R&D. Excellent HR management – for example good performance and incentive systems – strong company culture and values, recruiting, training and retaining key employees, are essential factors in outperforming the competition in China –yet they are difficult to execute. Rising cost in labor and raw materials indicates the loss of cost advantage and forces them to shift focus to innovation/R&D and other value-added activities.” Chart 3: Chinese respondents reply to the question: How confident are you that your operations will be successful in the next year, and in the next 5 years? For the foreigners doing business in China, they had these comments: “Although their global revenues have generally decreased compared to those of previous years (due to the global crises) companies expect higher sales revenues in the Chinese market… Broadly speaking, most of the companies interviewed remain confident about their future in China, especially over the next five year period. However, when we compare these results with those of the 2011 survey, we can see how confidence has slightly decreased from 7.23 for the year 2011 to 6.64 for the year 2012, and from 7.71 to 7 for the next five year period.” Chart 4: Foreign executives doing business in China reply to the question: How confident are you that your operations will be successful in the next year, and over the next 5 years? Meanwhile, both surveys’ sections on business performance seek to provide the keys to understanding the major problems faced by these companies and how they respond to them. It covers areas such as: • Confidence in the Chinese market • Sales revenue in China - past and present • Profitability • Future expectations • Major difficulties of running their businesses and possible solutions • Main challenges expected in the coming years • Success factors A related story that covers both surveys is available here
  • Managing the Relationship Companies typically spend about 2% of the value of their outsourcing contract to manage the vendor relationship. Effective management of vendors is based on these 10 principles: 1. Maintain strategic responsibility — Operational issues must be handled at various levels, but do not delegate the alignment of your fi rm’s interests with its vendor/ supplier. Making sure that the relationship works is a job for a top executive. 2. Create multiple organizational links — Promote them at every level of the company. 3. Hold regular meetings — Get together periodically to iron out any issues. 4. Employ technology — Use the Internet, e-mail and such tools in management. 5. Defi ne escalation processes — Everyone should know the processes to be followed when issues need to be elevated to higher levels. 6. Use a scorecard — Defi ne and apply metrics that will gauge success. 7. Apply carrots and sticks — Motivate employees with fair incentives and penalties. 8. Reward your vendor’s employees — Without becoming a co-employer, fi nd ways to motivate and recognize the employees of your outsourcing partner. 9. Defi ne the change process — How will both fi rms address the need for change? 10. Honor the relationship — Carefully manage, respect and nurture the outsourcing relationship. It is a strategic asset for your company.
  • Who can benefit from these services? When an organization expands across borders, it typically leads to the employment of staff in one or more new countries, which can be a complex task. The provision of Nominee Employer services enables our clients to enter new markets quickly and/or to operate in a specific market without the administrative/compliance burden of maintaining their own local entity. The provision of these services does, however, entail additional risks and concerns for our business compared to simply rendering HR & Payroll services to the client entity, which still remains our preferred option where possible. TMF’s solutions If a client needs assistance with a fast market entry and/or to minimize its operational compliance burden, we can offer one of the following two solutions depending on their circumstances: Employer without establishment This effectively involves registering the client’s foreign client entity as a local/in-country employer, whereby TMF carries out the registration and the ongoing payroll for the local employees. Registration of the foreign entity as local/in-country employer strongly depends on the applicable statutory law and regulations and to-date we have only seen this working within the European Union. SPE acting as employer A more costly option is to incorporate a Special Purpose Entity (SPE) acting as the (nominee) employer. The SPE should be independent (if possible) from TMF’s operational structure, while meeting all the local compliance requirements. Considering that the set-up of the SPE can be complex and its maintenance is costly, this will only make sense if client demand for nominee employer services in a specific jurisdiction is substantial. Please note that we should NOT render Nominee Employer services which involve placing client employees directly on TMF’s payroll. Please also see the key risks and concerns below. Key risks, concerns and operations when providing Nominee Employer services via an SPE or TMF operational entity Tax Local Corporate Income Tax: Depending on the specific activities of a client’s local employees, local tax authorities may take the view that the client has an in-country permanent establishment (PE) despite the use of a Nominee Employer scheme.  In cases where a PE does exist, the local tax authorities may calculate a deemed taxable income and apply charges accordingly - corporate income tax plus penalties - putting both the client and TMF in a vulnerable position. VAT: A number of VAT issues surround the provision of Nominee Employer services, typically the way in which VAT is handled when invoicing the client (normally payroll costs + mark-up). Legal/Labor Potential conflicts: When providing Nominee Employer services via an SPE or TMF operational entity, the client’s employees are effectively on one payroll together with all other (TMF and/or client) employees. Different factors that may apply to these employees, like salary schemes and other employment conditions, can result in potential conflicts, not only with the rest of the employees, but also with unions, workers’ councils etc. For example, although pension plans may be obligatory, a client may not want to provide this option to its employees on the payroll of the SPE. Licenses: In certain countries, the SPE will need to obtain a license for the provision of Nominee Employer services. Indemnity: A full client indemnity policy is essential to protect the SPE (and TMF) against any financial damages/exposure resulting from the provision of these services. TMF also needs to consider the strength of the party providing the indemnification. This is because TMF ‘pays’ the employees’ salaries, so we can, in theory, ‘get stuck’ with them. This is especially the case in countries where employee protection against dismissal is very strong (like the Netherlands and Germany). While such an indemnification is in place, it will not protect TMF from any reputational exposure. The SPE (and directly/indirectly TMF) is effectively the employer and will incur reputational exposure if a ‘client’ employee goes to court in case of a labor dispute with the client. Control/management of client staff: Who is effectively responsible for managing the client’s staff, and, for example, does TMF’s Code of Conduct or Anti-bribery policy apply to these individuals? If so, consideration needs to be given to how can we ensure that they comply with them if, for example, they are not working on TMF’s premises. Next steps
  • London (CNN) -- As western countries remain mired in financial turmoil, business people are looking to get a foothold in China, hoping to tap its growth and expanding middle class. Solid economic expansion, coupled with a rapid market transformation and a series of government reforms, mean China -- the world's second-largest economy -- is no longer just a country for low-cost manufacturing. It is also an increasingly attractive destination to do business. Several western companies -- including global giants such as Starbucks, Volkswagen, Boeing and Procter & Gamble -- have established a presence in the country. But despite China's increasing influence, challenges remain for those looking to do business in the country. Intense competition, corruption, business etiquette and language are some of the barriers that can be faced. Here are five things you should know before doing business in China. You have to look at China more like a mosaic of cultures. Martin Roll, business and brand strategist A mosaic of markets China is the world's most populous nation, with its sprawling 1.3 billion people making up a highly diverse market. "There is no such thing as the Chinese market," says Martin Roll, a business and brand strategist who provides advisory to global and Asian brands on China. "You have to look at China more like a mosaic of cultures," he adds. There is no single consumer profile, and analysts suggest companies remain flexible and innovative, while understanding how their company would fit in each specific market. "You need people who've been in the market, you talk to trade associations, you talk to trade promotion bodies, you talk to people and bit by bit you get to understand the dynamics," says Stephen Perry, president of the 48 Group Club, an independent business network promoting business relations between China and the UK. "There's no simple answer in China -- it depends so much upon the specific market and upon the specific characteristic of your own company," he adds. If you have something they want, they'll do business with you no matter whether you can hold chopsticks or not. Stephen Perry, 48 Group Club Business culture and etiquette Operating in a country with a history of thousands of years -- and ways of doing business that go back as far -- it is valuable to develop insight into China's business culture and social etiquette to avoid misunderstandings that could scuttle deals and harm working relationships. One key aspect of Chinese culture is the concept of "face." In "China Uncovered: What you need to know to do business in China," professor Jonathan Story describes face as a mix of public perception, social role and self-esteem than has the potential to either destroy or help build relationships. Story says that a foreign CEO can give face by attending meetings, accepting invitations, providing suitable expensive gifts and showing sensitivity to Chinese culture. In contrast, entrepreneurs can lose face by insulting someone in public, refusing invitations and gifts or by behaving inappropriately, like losing their temper or crying -- acts that are seen as lack of self-control and weakness. Business outsiders can impress with their knowledge of local customs, acknowledging hierarchy, offering gifts, addressing people by their designation -- especially when dealing with state representatives -- and appreciating the food. Such awareness of cultural nuances illustrate respect and sincere interest, says Roll. On the flip side, Chinese business people generally respect cultural differences and won't expect westerners to be fully customized to their tradition, analysts say. "At the end of the day, the Chinese are very pragmatic," says Perry. "If you have something they want, they'll do business with you no matter whether you can hold chopsticks or not." The most important thing is, whoever you're meeting with or whoever you're dealing with, to treat them with respect. Jack Perkowski, entrepreneur Jack Perkowski, a Wall Street veteran who's often referred to as "Mr China" for his entrepreneurship in the Asian country since 1993, says developing mutual trust is key to success in doing business in China. "The most important thing is, whoever you're meeting with or whoever you're dealing with, to treat them with respect," he says. Taking a market-based approach Western businesses looking to tap the Chinese market should be aware of local preferences, and adapt accordingly. For example, Starbucks started serving green tea lattes in a bid to get a traditionally tea-drinking nation hooked on coffee; McDonald's adapted its menu to include items like spicy chicken wings and chicken burgers in an effort to appeal to local tastes. "No matter how good you think your product is, no matter how well it sells in the UK, the United States or anywhere else, you need to really look at that product in the context of China and say is that the right product, is it too high-priced, do we need to do something different, do we need to adapt?" says Perkowski. Procedures in China take time, patience and money Western companies looking to tap China also need to show a long-term approach that will prove that they're in the country to stay, analysts say. "It's very important when a western company tries to go to China they have to realize that success in China takes time, it requires patience and it costs a lot of resources," says Roll. Perry says that people have got to be very open-minded about anticipating what China is going to be in the coming decades. "(China) is growing in the field of consumer goods and it will grow fast so people have got to find a way to match the future impact of China with the current characteristics of China," he says. The only way you are going to ultimately be successful is by putting together a good team. Jack Perkowski, entrepreneur Build a strong local team Newcomers wanting to crack China will need to move, get someone from their organization to relocate or find an experienced group to represent them, says Perkowski, who's also the author of "Managing the Dragon: How I'm Building a Billion Dollar Business in China." "When you're just starting, you've got to recognize there's going to be a limit to what you can do travelling back and forth to China," he adds. "You'll never going to get a deal done [without basing yourself there]." Surrounding yourself with local talent can help you break deals, understand the culture and the complexities of the market as well as compensate for the language barrier for those who don't speak Mandarin, analysts say. "The only way you are going to ultimately be successful is by putting together a good team," says Perkowski.
  • Chengdu office: The backbone of our expansion in China officially opens today! by  Marketing & Communication  on 6/12/2012 9:35 AM TMF’s new office in Chengdu, China – the backbone of our operations in the country and home to our Graduate Trainee Program – celebrates its official opening today. Bert Damstra, Regional Director for China, explains: “With over 100 colleagues knowledgeable in the legislation across the 33 provinces in China, this SCC has been designed to support many of the satellite offices that will be opening across China over the next 18 months. "This means that we will be ready to start servicing clients of these new offices as soon as they open for business.” After assessing numerous possible locations for our first SSC in the county, Chengdu stood out as the obvious choice based on a number of factors, including: How the SCC and satellite offices work together A typical satellite office consists of small office with a meeting room, supported by a local Client Relationship/Compliance Manager and a Business Development Manager, plus two or three additional staff.  Each satellite office also has a dedicated team of 10 or more staff in the SCC who perform the actual client work, which is coordinated by the Relationship Manager. The proactive attitude of the municipality in encouraging businesses to settle in the city, which has led to continuing strong foreign investment. An endless pool of talent with the many universities in the region collectively producing over 120,000 graduates for the employment market every year. Excellent transportation links to other cities in China, and a hub for international flight connections. Official opening ceremony Bert Damstra and Managing Director Ernest Wong conducted today’s official opening ceremony. A crowd of clients, prospects, intermediaries, officials of the local municipality, visiting TMF directors and staff gathered for the landmark event, which is a significant milestone in our China expansion plan. VIP guests Ahead of its official opening, the office received a VIP visit from TMF's CEO Hugo van Vredenburch and COO Frederik van Tuyll. Following a guided tour around the impressive modern facility, which spans 1,000 square meters, Hugo addressed the team with a short speech. He urged our colleagues to picture the unprecedented prospects that we have for developing the office, and encouraged them to work towards achieving a better future of TMF. To conclude their visit, colleagues presented panda bear souvenirs [Chengdu is home of the panda bear] to the VIPs to express their gratitude. Commenting on the visit, Michelle Ho, Director of out Chengdu office, said: “All the employees found the visit very inspirational. We are full of passion and ready to devote our energies into working to build a brighter future of TMF.” More information If you would like to find out more about what's happening in China, or have any ideas for new business opportunities in the country, please contact Bert Damstra or Ernest Wong directly. Related articles We're publishing articles regarding our activities in China all this week. Click the links below to read other related articles:  Meeting strengthens relationships between TMF China's managers and strategic partners (14th June 2012) TMF China Graduate Trainee Program celebrates third intake (13th June 2012) TMF China Rising  (11th June 2012) New offices and graduate training signal continued expansion for TMF China  (December 2011)
  • TMF Partners in China: Take 5 People, a payroll and HR information management software company China Star, a leading  social security outsourcing company in China NBI, an  HR executive search and consulting company
  • TMF Group - Building bridges to china: part 1

    1. 1. Building Bridges to China PART 1 Jochum S. Haakma Global Director of Business Development, TMF Group1 28 September 2012 - Chester Beatty Library
    2. 2. Building Bridges to China Jochum S. Haakma Global Director of Business Development, TMF Group2 28 September 2012 - Chester Beatty Library
    3. 3. Building Bridges to China Kieran Desmond Regional Director, UK, Ireland & Channel Islands, TMF Group3 28 September 2012 - Chester Beatty Library
    4. 4. Building Bridges to The Hangzhou Bay Bridge China  Costing $1.7bn, the S-shaped 36km-long Hangzhou Bay Bridge is the longest ocean-crossing bridge in the world. It shortens the journey between Shanghai and Ningbo by 75km4 28 September 2012 - Chester Beatty Library
    5. 5. Building Establishing a Foothold in China Bridges to China Outsourcing Success Stories Kieran Desmond Regional Director TMF Group5 28 September 2012 - Chester Beatty Library
    6. 6. Building Bridges to Our Corporate Services ChinaSetting up and supporting your foreign entities6 28 September 2012 - Chester Beatty Library
    7. 7. Building TMF Group’s Global Reach Bridges to China 100 Offices – 75 Countries Netherlands, Belgium, Luxembourg, United Kingdom, Jersey, Guernsey, Ireland, Germany, Liechtenstein, Denmark, Sweden, Finland, Norway, France, Switzerland, Italy, Spain, Malta, Austria, Poland, Czech Republic, Slovakia, Hungary, Slovenia, Bulgaria, Croatia, Romania, Serbia, Ukraine, Russia, Kazakhstan, Turkey, Cyprus, Israel, United Arab Emirates, Mauritius, South Africa, Venezuela, Colombia, Brazil, Ecuador, Peru, Bolivia, Chile, Paraguay, Argentina, Uruguay, Mexico, Guatemala, Honduras, El Salvador, Nicaragua, Costa Rica, Panama, Dominican Republic, Canada, United States, Aruba, Bonaire, Curaçao, British Virgin Islands, Cayman Islands, Jamaica, Bermuda, China, Hong Kong, Japan, Thailand, Singapore, Philippines, Vietnam, Malaysia, Labuan, Taiwan, India, Australia, New Zealand, Samoa.7 28 September 2012 - Chester Beatty Library
    8. 8. Building Bridges to Sample of our Global Clients China  35,000 clients including over 50% of of Fortune 500 & FTSE 250 companies8 28 September 2012 - Chester Beatty Library
    9. 9. Building Bridges to China TMF Group’s Competitive Advantages TMF Expansion Plan in China9 28 September 2012 - Chester Beatty Library
    10. 10. Building Bridges to TMF Group – what makes us unique? ChinaHelping business to seamlessly operate across borders  ONE Firm – solely focused on helping clients do business internationally  Global Reach - more than 100 offices in over 75 countries  Independent – a wider range of services for clients, including offering local directors or managing bank accounts and local payments10 28 September 2012 - Chester Beatty Library
    11. 11. Building Bridges to How We Help Clients China3 drivers to help our clients succeed globally  Provide expert local delivery and central control of all accounting, corporate secretarial and HR processes to ensure your business is fully compliant Reduce Risk  wherever you are doing business Enable you to accelerate and control your global expansion by leveraging our corporate platform with minimum start-up investment  Transparency of your global accounting and corporate data  Reduce local corporate compliance, finance and administration costs Control Costs  Reduce the risks of late filings and so avoid penalties and interest payments  Consolidate service providers to give better value for money  Completeness of worldwide bookkeeping and reporting can reduce audit fees  One provider for all countries where you are operating Simplify   Single point of contact so all communications are efficient and co-ordinated Provide consistent and robust accounting and reporting across the world Operations  Consolidated reporting on all entities - a clear view of your global performance  Enable your management team to focus on your core business  Single global contract and billing arrangements11 28 September 2012 - Chester Beatty Library
    12. 12. Building TMF Group Competitive Advantages Bridges to China  We have more than 100 offices in over 75 jurisdictions worldwide and we can offer Global reach our services in the countries where you operate  As a true group (not a franchise), TMF is able to provide central Central coordination coordination, allowing for control and visibility, with a single point of contact  Services from in-country specialists with in-depth knowledge of local rules and Local delivery regulations, understand local practice from different cities  Close working relationship with local government authorities in different cities  To capture practical variations from different cities in China by China network, KPO  TMF Group provides a comprehensive range of corporate Full scope  administrative outsourcing services, including financial, legal, and  HR administrative services  As an independent services provider, TMF Group can provide the No conflicts  full scope of corporate administrative services, and can work with  any bank or advisor of the clients’ choice  Excellent client ratings and retention Track record  TMF Group adheres to strict internal and external compliance procedures TMF compliance  Client Acceptance and KYC procedures supervised by the Group Compliance Center12 28 September 2012 - Chester Beatty Library
    13. 13. Building Bridges to Case Study – Controlling Client Spend China TMF saves client up to 25% on outsourced global bookkeeping as it expands  Our client provides analytical studies on sales for retailers  The firm operates in 22 countries around the world, employing local admin staff How we helped  TMF Group reviewed the costs of outsourcing its back office functions  This saved the client over 20% of its costs  TMF Group now manages 40 countries in total for the firm13 28 September 2012 - Chester Beatty Library
    14. 14. Building Bridges to Case Study – Simplifying Operations China TMF takes over the complexities of administration and compliance for an international fund client  Our client manages real estate funds for retail, office and private properties in Europe  This necessitated the need to create numerous fund holding, asset and management entities across multiple territories, compliant with varying regulations How we helped  TMF’s international teams took over the bookkeeping, accounts preparation, consolidated accounts, VAT and tax compliance work, with a single point of contact  This enabled the client to cut its back-office admin headcount and to reduce the costs and inefficiencies of having multiple service providers14 28 September 2012 - Chester Beatty Library
    15. 15. Building Bridges to Case Study – Simplifying HR Compliance China TMF ensures international compliance on staff hiring and salary payments for global media group  Our client is a global media company with over 9,000 staff in 108 territories  This required a complex understanding of the local rules and obligations in each country, and careful co-ordination of payroll management How we helped  TMF took over all processes and payments through the client’s SAP accounting system, with all approvals managed online  This gave the client clarity and control over its HR processes, as well as assurance that it is fully compliant in all countries15 28 September 2012 - Chester Beatty Library
    16. 16. Building Bridges to Case Study – Reducing Service Providers China Our global Corporate Secretarial service consolidates an insurer’s service providers – giving transparency and lower headcount  Our insurance client is expanding its business globally, growing the number of legal entities from three to 50 within two years  The firm was using multiple service providers, external lawyers and in-house staff to track entities, filing obligations, directors, shareholders and certification How we helped  TMF’s corporate secretarial teams took over all legal administration, with a single point-of-contact, including implementing an internet-based database of all records  This enabled the client to reduce the number of service providers down to one, control its in-house legal staff headcount and improve local compliance16 28 September 2012 - Chester Beatty Library
    17. 17. Building Bridges to Case Study – Compliance for the Last Mile China TMF local offices and experts in accounting and statutory reporting take care of client’s shared service center ‘last mile’  Our client is a global drinks manufacturer with a shared service centre for account transaction processing and closing books in 16 countries  In consolidating finance into a single centre, the firm had lost the local knowledge and resource to report in each territory – the ‘last mile’ How we helped  TMF’s offices, linked to the client’s SAP system, were able to take on local accounts conversion, annual statutory reporting, VAT and CIT filings  This meant the client did not have to manage multiple service providers, worry about co-ordination or the quality of local compliance17 28 September 2012 - Chester Beatty Library
    18. 18. Building Bridges to Case Study – Accelerating Client Growth China Client uses TMF’s global platform to accelerate its growth and reduce the risks of international expansion  Our client is a successful domestic provider of facilities management services  In 2010 the firm was invited to pitch for a global contract with an existing customer, but it had no foreign corporate structures or employees to fulfil the opportunity How we helped  TMF’s global office and expert platform enables the client to set up and close down local branches as its customer demands  This gives our client the flexibility to expand (or contract) with limited risk or spend  TMF now provides local accounting, consolidated reporting and payroll services18 28 September 2012 - Chester Beatty Library
    19. 19. Building Bridges to China Outsourcing: Why it is such a key strategy for expanding to China?19 28 September 2012 - Chester Beatty Library
    20. 20. Building The Chinese Challenges Bridges to China China is booming, but presents serious challenges for local and foreign businesses  Rising employment costs and business inflation1. Business Risks  Increasing competition  Human resources constraints – hiring and retention2. Regulatory Burden  Understanding the state and 33 regions’ varying rules  Selecting the right investment structures  Business license applications and delays  Complex tax regime with risks of excessive liabilities  Convoluted customs clearance and trade regulations3. Control & Expense  The distractions of managing the above risks and burdens  Gaining transparency on business performance  Ensuring all policies and procedures are consistently applied  Expense and risk of investing in a local accounting and administrative workforce20 28 September 2012 - Chester Beatty Library
    21. 21. Building Bridges to China China Some key findings from the China Business Report (2011-12) conducted by AmCham in Shanghai …  78% of companies surveyed report they are “very profitable”  80% of companies surveyed report revenue growth in 2011 over 2010  51% of companies surveyed state their operating margins improved  67% of companies surveyed report their China revenue growth is higher than revenue growth generated worldwide  Top 3 business challenges: (1) costs (2) human resources & (3) competition  No significant improvement in legal and regulatory barriers - 71% said either staying the same or deteriorating. Corporate presentation21 28 September 2012 - Chester Beatty Library
    22. 22. Building China: Market Challenges Bridges to (AmCham Business Report 2012) China  Top Business Challenges: 1. Rising Costs 2. HR Constraints 3. Increasing competition  Top Regulatory/Legal Challenges: 1. Bureaucracy 2. Unclear regulatory environment 3. Lack of government transparency Corporate presentation22 28 September 2012 - Chester Beatty Library
    23. 23. Building Bridges to Challenges for Foreign Companies in China China CEIBS Survey 201223 28 September 2012 - Chester Beatty Library
    24. 24. Building Bridges to China Outsourcing: TMF Expansion Plan WWWWH in China24 TMF competitive advantages 28 September 2012 - Chester Beatty Library
    25. 25. Building Bridges to Reasons to Outsource China  Reduce and control operating costs  Improve company focus  Gain access to world-class capabilities  Free internal resources for other purposes  Resources are not available internally  Accelerate reengineering benefits  Function difficult to manage/out of control  Improve efficiency of allocating scarce capital  Mitigate/ share risks25 28 September 2012 - Chester Beatty Library
    26. 26. Building Bridges to Evaluating Outsourcing Services? China Client Individual Market Firm’s Requirement Advisor’s Experience of Capabilities Capabilities Firm or Individual Advisor Specialist skills Technical know- Market know-how Solutions know- how how Intellectual Independence, Facilitation and Information and horsepower creative thinking communication analysis and problem solving Execution and Speed Energy and Road map implementation momentum26 28 September 2012 - Chester Beatty Library
    27. 27. Building Factors that Support Successful Bridges to China Outsourcing  Alignment with your company’s goals and objectives  Clear outsourcing strategy and implementation plan  Selecting the right outsourcing partner  Ongoing management of the outsourcing relationship – use a scorecard  Properly structured contracts  Open communication with any affected internal staff  Senior executive support and involvement  Near term financial justification27 28 September 2012 - Chester Beatty Library
    28. 28. Building Choosing an Outsourcing Bridges to China Partner  Capabilities – differentiation from competitors, specialist skills  Commitment to quality and service  Competitive pricing - highest delivered value  References/reputation - client list  Responsiveness, flexibility  Flexible contract terms  Scope of resources  Real value-added capabilities  Cultural match  Existing relationship  Location, geographic footprint, size28 28 September 2012 - Chester Beatty Library
    29. 29. Building Bridges to China Professional Services Outsourcing in China29 28 September 2012 - Chester Beatty Library
    30. 30. Building Chinese Government’s Bridges to China 1000-100-10 Project  In 2006, the Chinese government announced the 1,000-100-10 project whereby it aimed to create/attract 1,000 local Chinese outsourcing companies, 100 world-class outsourcing companies and to establish 10 key cities as the location of choice for the outsourcing industry.  The results rapidly exceeded expectations…..  In February 2009, the Chinese government designated 21 "Service Outsourcing Model Cities” and each of the cities implemented a range of policy measures to promote the local service outsourcing industry.  The balance between manufacturing and services activities in China will shift gradually from 60/40 to 40/60.30 28 September 2012 - Chester Beatty Library
    31. 31. Building Chinese Cities - Industry Focus Bridges to China31
    32. 32. Building Bridges to China About China & TMF China32 28 September 2012 - Chester Beatty Library
    33. 33. Building China: 15 Years+ of Rapid Growth Bridges to China  For each of the last fifteen years China has been the recipient of between USD 65 – USD 110 billion per year in foreign investment.  China invested nothing in Brazil in 2009, but by 2010 was the largest foreign investor with over USD 20 billion in foreign investments  Retail sales across the country increased by 14% last year as the market shifts to a focus on internal consumption. TMF is at the heart of this growth, helping retailers to accelerate their store opening programs across the country33 28 September 2012 - Chester Beatty Library
    34. 34. Building China: 15 Years+ of Rapid Growth Bridges to China  China is now the world’s second largest economy, having overtaken Japan recently  Every quarter the growth in China exceeds the annual GDP of Greece, and every year the GDP of Spain  The country has experienced almost two decades of economic growth exceeding 10% per annum  Chinese growth is expected to be around 7% in 2012. Growth in central and western China continues to race ahead in double-digit figures  In the coming years the Chinese economy will become the world’s largest, overtaking the USA.34 28 September 2012 - Chester Beatty Library
    35. 35. Building Bridges to China TMF’s Core Services Offering in China35 28 September 2012 - Chester Beatty Library
    36. 36. Building The Core Service Offerings in China Bridges to China Administration Transaction-Based Services Value Added Services Bookkeeping,  Preparation of voucher and  Group reporting, IFRS / USGAAP vs Accounting & processing of accounting data PRC GAAP Reporting  Bookkeeping and Reporting  Internal Control – Implementation /  Disbursement processing Ongoing review and maintenance  Tax filing and payment  SOX compliance  Tax invoicing process  Pre-IPO accounting support  Inventory count – Cycle or Annual  Provision of interim accountant or account manager Corporate  Incorporation / Deregistration  Company restructuring Secretarial & Legal  Administration for change of  Health check for completeness, Administration company particulars timeliness and correctness Support  Annual filing / Annual examination  Ongoing maintenance of statutory records and information in TMF database  Provision of interim / nominated legal representative / director/supervisor Human Resources &  Payroll calculation  Social security administration Payroll Services  Individual IIT filing  Recruitment  Work Permit and Visa application  Training  Staff Performance / Retention  Assessment and Development36 28 September 2012 - Chester Beatty Library
    37. 37. Building Labour Leasing/ Nominee Bridges to China Employer Services  Nominee Employer services enables our clients to enter new markets quickly and/or to operate in a specific market without the administrative/compliance burden of maintaining their own local entity.  Employer without establishment (Europe) - registering the client’s foreign client entity as a local/in-country employer, whereby TMF carries out the registration and the ongoing payroll for the local employees. Focus on tax considerations.  Special Purpose Company acting as employer - In certain countries, the SPE will need to obtain a license for the provision of nominee employer services. Indemnification required for TMF.37 28 September 2012 - Chester Beatty Library
    38. 38. Building Bridges to Trade Support Services – Hong Kong China  Order Processing  Capture data from client systems and process purchase orders  Shipping  Arrange shipping and check letters of credit  Liaise with Hong Kong bankers to transfer letters of credit to manufacturers  Deliver samples to clients and arrange factory visits  Arrange import / export declarations with Customs and Excise  Documentation and Back-office Support  Prepare documentation for bills of ladings, documentation required for letters of credit, and follow-up documents post-shipment  Communicate with manufacturers, report net proceeds upon completion of transactions, and move funds according to instructions38 28 September 2012 - Chester Beatty Library
    39. 39. Building Who are TMF China’s Clients? Bridges to China  95% of TMFs clients in China are global corporations and foreign investors coming into China. They include manufacturers, and companies involved in retail, commodities, energy, transport, and IT and communications.  “Many companies were initially attracted to China as a low-cost manufacturing base and a place to grow B2B services. However, as Chinas economy matures and its population becomes more prosperous, they now find they have the worlds largest consumer society on their doorstep. “Whichever way you look at it, its a winner.” - Ernest Wong, MD TMF China39 28 September 2012 - Chester Beatty Library
    40. 40. Building Bridges to China TMF Group’s Expansion Plans in China40 28 September 2012 - Chester Beatty Library
    41. 41. Building Bridges to TMF China in 2009 China41 28 September 2012 - Chester Beatty Library
    42. 42. Building Bridges to TMF China in 2011–2012 China42 28 September 2012 - Chester Beatty Library
    43. 43. Building Bridges to TMF China in 2013 - 2014 China  We have been helping businesses succeed in China since 2005  Ten offices today, expanding to 25 by 2014  Our SSC in Chengdu provides low-cost processing for clients43 28 September 2012 - Chester Beatty Library
    44. 44. Building TMF China in 2014 Bridges to China Harbin Shenyan g Beijing Dalian Tianjin Jinan Qingda o Xi’an Zhengzho Nanjing u Hefei Wuxi Shanghai Cheng du Chongqin Wuhan Suzhou g Ningbo Hangzho Changsh u Fuzhou a Xiamen Guangzho u Shenzhen Hong Kong44 28 September 2012 - Chester Beatty Library
    45. 45. Building TMF Group’s Expansion Plans in Bridges to China China Now 2013/4 By end-2014  Hong Kong  Dalian (SSC)  Beijing  Suzhou  Shanghai  Jinan 25 offices in China  Tianjin  Harbin  Qingdao  Nanjing Over 700 employees  Chengdu (SSC)  Wuxi  Chongqing  Ningbo 2 Shared Services  Guangzhou  Xiamen Centres (SSC):  Shenzhen  Fuzhou - Chengdu  Shenyang  Hangzhou - Dalian  Wuhan  Changsha  Hefei  Zhengzhou  Xi’an45 28 September 2012 - Chester Beatty Library
    46. 46. Building Bridges to Focus on Chengdu China  Capital of Sichuan, 14m people growing by 15% annually. Home of the Panda  150,000 Foxconn employees built more than 40m iPads in Chengdu last year  51 colleges and universities in the city, with almost 600,000 students on campus and 120,000 graduates every year  Currently 100+ employees in Chengdu and growing fast  Chengdu will be the primary hub for TMF China’s 25 offices in 2014/546 28 September 2012 - Chester Beatty Library
    47. 47. Building Chengdu SCC and its Satellite Offices Bridges to China How the SCC and satellite offices work together  Initially, a typical satellite office consists of small office with a meeting room, supported by a local Client Relationship/Compliance Manager and a Business Development Manager, plus two or three additional staff.  Each satellite office also has a dedicated team of 10 or more staff in the SCC who perform the actual client work, which is coordinated by the Relationship Manager.47 28 September 2012 - Chester Beatty Library
    48. 48. Building How TMF Group Integrates its Global Service Bridges to Offerings China  Management by country and region MATRIX MANAGEMENT  Management by global business line  Common software platforms  Global client account management  Performance management controls48 28 September 2012 - Chester Beatty Library
    49. 49. Building China Summary Bridges to China  TMF China understands the regulatory burden and business risks of expanding in China  Our impressive reach across the country is growing fast  Our local knowledge and global reach means simplified operations for you  A single point of contact from anywhere in the world gives you control and transparency  We can help you succeed in China49 28 September 2012 - Chester Beatty Library
    50. 50. Building Bridges to China China Case Studies50 28 September 2012 - Chester Beatty Library
    51. 51. Building China Case Study 1 Bridges to ChinaAccelerating Client Growth North American branded retailer launches multiple Chinese stores  Our North American client, a global retailer, for which we have been providing outsourced accounting and payroll services for many years across the world.  In 2010, they launched an aggressive organic expansion plan into mainland China, launching from their Hong Kong base. How we helped  TMF’s offices around the country were able to quickly register the retailer with all the relevant provinces’ tax authorities prior to the set-up of local shops, and ensure their business was authorized to employee local staff.  This meant our client was able to focus on store openings and securing their supply chain without the burden of regional administrative tasks.51 28 September 2012 - Chester Beatty Library
    52. 52. Building China Case Study 2 Bridges to ChinaControlling Client Spend Brazilian manufacturer establishes Chinese production JVs 52 28 September 2012 - Chester Beatty Library
    53. 53. Building China Case Study 3 Bridges to ChinaSimplifying Operations Industrial company restructures China operations  A global industrial client with numerous plants in China was reorganizing to take advantage of new investment incentives in one of the many Chinese free trade zones.  This included restructuring more than 80 legal entities in mainland China. How we helped  TMF’s local experts helped review the entire structure, including holding, WFOE, JV and RO entities.  They were able to then close entities no longer required, and register new companies to enable the client to facilitate trade and take advantage of the new tax incentives.53 28 September 2012 - Chester Beatty Library
    54. 54. Building Bridges to China Platform Solutions54 28 September 2012 - Chester Beatty Library
    55. 55. Building Platform Solutions - Payroll Bridges to ChinaEmployer Information Leave Application n-line Human Resource Dash Board Productivity Commission Information55 28 September 2012 - Chester Beatty Library
    56. 56. Building Platform Solutions - Payroll Bridges to ChinaEmployee Portal Personal Profile Leave Application Commission Appraisal result On-line Information56 28 September 2012 - Chester Beatty Library
    57. 57. Building Platform Solutions - CoSec Bridges to ChinaO & R Management Conflicts ISAE 3402 Back-up Company review manager (SAS 70) recovery  Provide periodic  Ensure company  Adheres to the  Adheres to the review and has procedures IASE3402(SAS7 IASE3402(SAS7 validation of data to deal with 0) Type II 0) Type II library conflicts of standard protocol standard protocol  Send periodic interest  IASE3402(SAS  IASE3402(SAS email reminders  Record any 70) process 70) process to notify directors’ assures that we assures that we reviewers to conflicts of meet the highest meet the highest check interest, including standards for standards for completeness 3rd party benefits security and security and  Accurately and connected have the have the oversee the persons appropriate appropriate activities of controls and controls and subsidiaries security in place security in place57 28 September 2012 - Chester Beatty Library
    58. 58. Building Platform Solutions - CoSec Bridges to ChinaFacilitation Company Profile Group Structure Management Audit Trail Report58 28 September 2012 - Chester Beatty Library
    59. 59. Building TMF Offices in China Bridges to ChinaTMF China Support59 28 September 2012 - Chester Beatty Library
    60. 60. Building Bridges to TMF Group China Operating or expanding globally? TMF Group helps to reduce the risks and to control the costs of doing business across borders60 28 September 2012 - Chester Beatty Library
    61. 61. Building Bridges to China Thank You!61 28 September 2012 - Chester Beatty Library
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