The research summarised in this report sits as part of the 2021 Strategy Road Map laid out by the International Chamber of Commerce's World Chambers Federation (ICC WCF).
The Road Map highlights a number of key priorities for the WCF. These include greater alignment with the ICC, strengthening the brand of the WCF and chambers of commerce globally, and promoting better networking, knowledge sharing and innovation between chambers.
To address these priorities, the WCF outlined four initiatives on alignment, chamber’s brands, “Chamber 4.0”, and Chamber Connect. This report sits within the last of those, Chamber Connect, focused on improving global chambers collaboration and networking by creating and improving existing digital and physical platforms. This fourth initiative is being led by Cámara de Comercio de Bogotá and many of the insights in
this report build on those published earlier this year. To compliment those findings this report will
be shared across the chamber network to understand the actions chambers are currently taking in relation to COVID-19, share best practices and better serve the ecosystem, which can be used to highlight potential opportunities for greater collaboration. The report will further serve to support the development of content for the 12th World Chambers
Congress, due to be hosted in Dubai during November 2021.
WeDo Technologies Worldwide User Group 2013 - Post Event BrochureSérgio Silvestre
The 8th edition of WeDo Technologies' Worldwide User Group Conference was held in Braga & Guimarães, in the North of Portugal, between May 20th and 22nd, 2013.
Gathering 240 delegates from the Revenue Assurance and Fraud Management global community. Including operators, independent experts, journalists and WeDo Technologies' staff, it counted with 62 telecom operators from 45 countries!
You can find inside the post event evaluation by the people that attended
WeDo Technologies Worldwide User Group 2013 - Post Event BrochureSérgio Silvestre
The 8th edition of WeDo Technologies' Worldwide User Group Conference was held in Braga & Guimarães, in the North of Portugal, between May 20th and 22nd, 2013.
Gathering 240 delegates from the Revenue Assurance and Fraud Management global community. Including operators, independent experts, journalists and WeDo Technologies' staff, it counted with 62 telecom operators from 45 countries!
You can find inside the post event evaluation by the people that attended
Intro to Tech City. www.techcitytours.com
The London tech startup scene has grown rapidly over the past few years and it can be a bit daunting for newcomers. Each month we take a tour of Tech City's hottest startups, meet the key players and help you find the best workspaces and events. You also find out about all the support available in London's Tech City.
This presentation is one of the slides which we present on our tours that allow you to learn more about the background of tech city and everything you need to know about the current London tech startup scene to help you integrate seemlessly.
Make the most of tech city, join us on a tour today!
www.techcitytours.com
Design For A Better UK. Richard Dennys, Head of Digital Business Academy & Sk...Richard Dennys FCIM
Presentation deck given to the LBS Design Club at Google's Campus London, on 22nd May 2015 Richard Dennys, Head of Digital Busines :
The London Business School D/club (Design and Innovation Club) is hosting our first Design Immersion Day at Campus London, a Google space.
We invite all entrepreneurs, designers, innovators and dreamers to join us for an inspirational series of short talks by the design industry's best and brightest. True to our D/club mission, the event is open to all members of the LBS community and the broader London design ecosystem. The event will feature three key note speakers, a Q&A panel session and a networking reception.
We are delighted to announce that IDEO, TechCity UK, ?What IF! Innovation Partners and Cisco CREATE will join us to share their insights and help us explore the role of design in the digital economy.
09:00 - 09:30 Registration
09:25 - 09:30 LBS D/club Introduction
09:30 - 10:00 Chris Grantham, IDEO
10:00 - 10:30 Maria Slowinska, Cisco CREATE
10:30 - 10:45 Coffee Break / Networking
10:45 - 11:15 Salil Pajwani, ?What IF! Innovation Partners
11:15 - 11:45 Richard Dennys, TechCity UK
11:45 - 12:30 Panel Discussion moderated by LBS D/club
Reddix Group Smart Cities AL & ML PrimerJoe Reddix
Smart Cities a near $1 trillion dollar industry by 2025 and it will use vast amounts of Artificial Intelligence (AI) and Machine Learning (ML). We want to build and implement a template that will use capabilities of these disruptive technologies in Baltimore, MD. The Project is call Port Covington a $5.5 billion 15 to 20 mix-use development. Clearly, this type of Urban Development has global implications and the potential to expand economic sustainable growth to potentially billions of people if engaged to maximum benefits.
Presentación de Dirk Pilat, Director Adjunto de la Dirección de Ciencia, Tecnología e Innovación de la OCDE en el 31º Encuentro de de la Economía Digital y las Telecomunicaciones: La realidad digital de España, celebrado en la UIMP en septiembre de 2017
Tech City Launchpad 2: London and Cambridge - Internet of Things. Competition Overview and Application Process from Matt Sansam & Matthew Brown from Technology Strategy Board
A profile of the Toronto ICT Cluster and the Silicon Valley & Waterloo ICT Clusters, along with infrastructure, news, events, and marketing activities.
Cos'è il media for equity e quando arriverà in Italia Coppa+Landini
Luca Mannucci, CEO di Media Digital Ventures, intervenuto all'Explore Talks on "Media Landscape" introducendo lo strumento del media for equity per le società in fase di startup.
Kgomotso Power Africa established and incorporated in 2003, is made up of a group of companies – Kgomotso Power Supplies, Kgomotso Powerhouse, and Kgomotso Advance Technology and Innovation. Formed and led by astute businessman, Mr Lassy Chiwayo, the company has leveraged its local and global partnerships to provide turnkey solutions in mega projects across various sectors of the economy.
EMBRACING VIRTUAL BOARD MEETINGS; THE NEW NORM FOR EFFECTIVE GOVERNANCE!.pdfHokme
Companies are successfully adapting to the virtual landscape and making it work for them. Thereby emphasizing the importance of embracing technology and effective meeting structures in the virtual environment for effective corporate governance.
Driving efficiencies in the new month end close - vena solutionsVena Solutions
The month-end close has become more complex since the early 2000’s. Increasing regulatory scrutiny is forcing companies to change the way they measure their success while continuing to generate full-scale, compliant, and timely financial statements every month. This paper examines four ways companies can remedy a dysfunctional month-end close without altering their core business systems or processes.
Intro to Tech City. www.techcitytours.com
The London tech startup scene has grown rapidly over the past few years and it can be a bit daunting for newcomers. Each month we take a tour of Tech City's hottest startups, meet the key players and help you find the best workspaces and events. You also find out about all the support available in London's Tech City.
This presentation is one of the slides which we present on our tours that allow you to learn more about the background of tech city and everything you need to know about the current London tech startup scene to help you integrate seemlessly.
Make the most of tech city, join us on a tour today!
www.techcitytours.com
Design For A Better UK. Richard Dennys, Head of Digital Business Academy & Sk...Richard Dennys FCIM
Presentation deck given to the LBS Design Club at Google's Campus London, on 22nd May 2015 Richard Dennys, Head of Digital Busines :
The London Business School D/club (Design and Innovation Club) is hosting our first Design Immersion Day at Campus London, a Google space.
We invite all entrepreneurs, designers, innovators and dreamers to join us for an inspirational series of short talks by the design industry's best and brightest. True to our D/club mission, the event is open to all members of the LBS community and the broader London design ecosystem. The event will feature three key note speakers, a Q&A panel session and a networking reception.
We are delighted to announce that IDEO, TechCity UK, ?What IF! Innovation Partners and Cisco CREATE will join us to share their insights and help us explore the role of design in the digital economy.
09:00 - 09:30 Registration
09:25 - 09:30 LBS D/club Introduction
09:30 - 10:00 Chris Grantham, IDEO
10:00 - 10:30 Maria Slowinska, Cisco CREATE
10:30 - 10:45 Coffee Break / Networking
10:45 - 11:15 Salil Pajwani, ?What IF! Innovation Partners
11:15 - 11:45 Richard Dennys, TechCity UK
11:45 - 12:30 Panel Discussion moderated by LBS D/club
Reddix Group Smart Cities AL & ML PrimerJoe Reddix
Smart Cities a near $1 trillion dollar industry by 2025 and it will use vast amounts of Artificial Intelligence (AI) and Machine Learning (ML). We want to build and implement a template that will use capabilities of these disruptive technologies in Baltimore, MD. The Project is call Port Covington a $5.5 billion 15 to 20 mix-use development. Clearly, this type of Urban Development has global implications and the potential to expand economic sustainable growth to potentially billions of people if engaged to maximum benefits.
Presentación de Dirk Pilat, Director Adjunto de la Dirección de Ciencia, Tecnología e Innovación de la OCDE en el 31º Encuentro de de la Economía Digital y las Telecomunicaciones: La realidad digital de España, celebrado en la UIMP en septiembre de 2017
Tech City Launchpad 2: London and Cambridge - Internet of Things. Competition Overview and Application Process from Matt Sansam & Matthew Brown from Technology Strategy Board
A profile of the Toronto ICT Cluster and the Silicon Valley & Waterloo ICT Clusters, along with infrastructure, news, events, and marketing activities.
Cos'è il media for equity e quando arriverà in Italia Coppa+Landini
Luca Mannucci, CEO di Media Digital Ventures, intervenuto all'Explore Talks on "Media Landscape" introducendo lo strumento del media for equity per le società in fase di startup.
Kgomotso Power Africa established and incorporated in 2003, is made up of a group of companies – Kgomotso Power Supplies, Kgomotso Powerhouse, and Kgomotso Advance Technology and Innovation. Formed and led by astute businessman, Mr Lassy Chiwayo, the company has leveraged its local and global partnerships to provide turnkey solutions in mega projects across various sectors of the economy.
EMBRACING VIRTUAL BOARD MEETINGS; THE NEW NORM FOR EFFECTIVE GOVERNANCE!.pdfHokme
Companies are successfully adapting to the virtual landscape and making it work for them. Thereby emphasizing the importance of embracing technology and effective meeting structures in the virtual environment for effective corporate governance.
Driving efficiencies in the new month end close - vena solutionsVena Solutions
The month-end close has become more complex since the early 2000’s. Increasing regulatory scrutiny is forcing companies to change the way they measure their success while continuing to generate full-scale, compliant, and timely financial statements every month. This paper examines four ways companies can remedy a dysfunctional month-end close without altering their core business systems or processes.
Navigating COVID's Impact on the Financial Services IndustryCitrin Cooperman
Citrin Cooperman professionals joined InfraGard for a webinar, “Navigating COVID's Impact on the Financial Services Industry and Lessons Learned/Actions Your Company Can Take From Their Experiences: Lessons Learned and Actions Your Company Can Take From Their Experiences."
MSC introduces a study to assess the impact of COVID-19 on the FinTech ecosystem of Bangladesh. It also extends recommendations for stakeholders to provide grit to the FinTechs.
Welsh Consultants Publishes- Though corporate governance may not be an obvious focus during a pandemic, it is during these testing periods that leadership and management structures are tested, exposed for their strengths or flaws, and remembered by stakeholders in the long-term. The current context requires companies to assess the immediate health, social and economic factors facing their immediate survival, without losing grip on their long-term prospects. It is a challenging array of competing issues to confront. This paper explores the context in detail. Author- Founder- Manish P
Business Continuity Emerging Trends - DRIE Atlantic - SummaryMarie Lavoie Dufort
Summary document for DRIE Atlantic presentation held on May 19, 2021 on the topic of Business Continuity Emerging Trends – Absorbing & Adapting In A Changing Environment.
Speaker: Marie Lavoie Dufort
Host: Emad Aziz
Zmagając się ze skutkami pandemii, firmy z sektora usług finansowych w praktyce mogą sprawdzić swoje kompetencje z zakresu zarządzania kryzysowego i opracowywania planów awaryjnych.
Organisations will need to react to COVID-19 along three horizons: tactical, short- mid- term, longterm. After immediate tactical measures, corporates need to focus on strategic responses.
More (in Polish); https://www2.deloitte.com/pl/pl/pages/webcasty/articles/nowa-normalnosc-sektor-finansowy-europa-azja-polska.html
Navigating the new world ushered in overnight by COVID-19Belatrix Software
We’re all being challenged by the current situation. In a matter of weeks, much of what we have always taken for granted, has changed. In this Belatrix report, we explore five key areas that we have identified for leaders and managers to focus on.This covers the spectrum from looking after your employees, to evaluating what products and services will remain viable in the long-term.
Uptime Institute report: Post-pandemic data centers.
Post-pandemic data centers UI Intelligence report.
Author: Andy Lawrence, Executive Director of Research, Uptime Institute
القطاعات الناشئة في أميركا اللاتينية: التكنولوجيا المالية والطاقة المتجددة تح...DubaiChamber
يعد تقرير “القطاعات الناشئة في أميركا اللاتينية: التكنولوجيا المالية والطاقة المتجددة تحت المجهر" أحد التقارير الصادرة عن “وحدة الاستخبارات الاقتصادية" (التابعة لمجموعة الإيكونوميست) برعاية غرفة تجارة وصناعة دبي. ويستكشف هذا التقرير القطاعات الاقتصادية الناشئة والواعدة في أميركا اللاتينية، ويركز على التكنولوجيا المالية والطاقة المتجددة. ونستعرض فيه العوامل الدافعة للنمو في هذين القطاعين والعقبات الرئيسية أمام زيادة النمو. ويستند هذا التقرير إلى الأبحاث المكتبية المكثفة ومقابلات مُتعمقة مع أصحاب المشاريع والخبراء الإقليميين في أميركا اللاتينية ومنطقة البحر الكاريبي. وقد أجريت المقابلات في شهري ديسمبر عام 2017 ويناير عام 2018 .
Latin America’s emerging sectors:A closer look at fintech and renewable energyDubaiChamber
Latin America’s emerging sectors: A closer look at fintech and renewable energy is an Economist Intelligence Unit report, sponsored by Dubai Chamber of Commerce and Industry. This report explores high potential emerging economic sectors in Latin America, focusing on financial technology (fintech) and renewable energy. We review the factors driving growth in these
sectors and key impediments to further growth. This report is based on extensive desk research and in-depth interviews with entrepreneurs and regional experts in Latin America and the Caribbean (LAC). The interviews were conducted in December 2017 and January 2018.
دور رواد الأعمال في تطوير العلاقات الاقتصادية بين أفريقيا ودول مجلس التعاون ا...DubaiChamber
أطلقت غرفة دبي تقريراً تحت عنوان "دور رواد الأعمال في تطوير العلاقات الاقتصادية بين أفريقيا ودول مجلس التعاون الخليجي في عصر الاقتصاد الرقمي" والذي أعدته وحدة معلومات الإيكونومست. ويظهر التقرير الدور الكبير لرواد الأعمال الشباب في بناء علاقات تجارية مستدامة وتحفيز معدلات النمو الاقتصادي بين دول المنطقتين عبر التوجه نحو الاستثمار وتأسيس مشاريع في عدد من القطاعات الحيوية التي تسهم في تحسين فرص النمو والازدهار لاقتصادات القارة السمراء. وأجريت المقابلات بين يونيو وأغسطس 2017.
Next generation Africa-GCC Business Ties in a Digital EconomyDubaiChamber
Next-generation Africa-GCC Business Ties in a Digital Economy is an Economist Intelligence Unit report, sponsored by Dubai Chamber of Commerce and Industry. The report explores the perspectives of young entrepreneurs and investors in Africa and the Gulf Cooperation Council (GCC) countries on building business relationships, identifying challenges to overcome and spotting opportunities that await. The report is based on extensive desk research and in-depth interviews with entrepreneurs and investors in Africa and the GCC, with a focus on millennials. The interviews were conducted between June and August 2017
Whitepaper: Latin America: Room for growthDubaiChamber
Latin America: Room for growth is an Economist Intelligence Unit (EIU) report, commissioned by Dubai Chamber. The report discusses the current economic and political climate in Latin America and explores sectors that present opportunities for economic growth—particularly trade-related infrastructure and the services sector. The findings are based on desk research and interviews with experts in the topic.
تقرير: أميركا اللاتينية: آفاق النمو الاقتصاديDubaiChamber
تقرير "أميركا اللاتينية: آفاق النمو الاقتصادي" صادر عن "وحدة الإيكونوميست للمعلومات"، بتفويض من غرفة تجارة وصناعة دبي. حيث يستعرض التقرير الأوضاع الاقتصادية والسياسية في أمريكا اللاتينية، ويبحث في القطاعات الواعدة للنمو الاقتصادي، وقطاع البنية التحتية المتعلقة بالتجارة وقطاع الخدمات. وقد استندت نتائج هذا التقرير على أبحاثٍ مكتبية ومقابلات مع عدد من الخبراء حول هذا الموضوع.
تقرير: التبادل التجاري والاستثمارات بين دول مجلس التعاون الخليجي وأميركا اللا...DubaiChamber
تقرير "التبادل التجاري والاستثمارات بين دول مجلس التعاون الخليجي وأميركا اللاتينية" صادر عن "وحدة الإيكونوميست للمعلومات"، بتفويض من غرفة تجارة وصناعة دبي. ويستعرض هذا التقرير علاقات التبادل التجاري والاستثمارات المشتركة الحالية بين دول مجلس التعاون الخليجي وأميركا اللاتينية. ورسم خريطة العلاقات التي تربط المنطقتين في أهم القطاعات والفرص المتاحة أمام المستثمرين الخليجيين. وتقوم نتائج هذا التقرير على أبحاث مكتبية ومقابلات أجرتها الوحدة مع الخبراء.
Dubai Chamber of Commerce & Industry released the Dubai Innovation Index Report today. The Report highlights the results of the Dubai Innovation Index (DII) which was launched by Dubai Chamber in collaboration with PwC in 2015, to support UAE’s vision for innovation and to promote Dubai’s quest towards being the smartest city in the world by 2021.
The Index has been designed to compare Dubai with 28 global cities on macroeconomic measures of innovation and to analyze innovation performance of Dubai’s private sector, including at the firm level. Through the Index, the Chamber wants to create awareness and increase the participation of the private sector in the total innovation efforts of the city of Dubai, and provide a benchmark to measure innovation.
In the Report, London has emerged as the most innovative city, followed by Hong Kong and Singapore respectively. Dubai ranks 16th across 28 global cities, ahead of cities such as Madrid, Milan, Sao Paulo, Mumbai, Shanghai and Beijing.
Dubai Chamber of Commerce & Industry released the Dubai Innovation Index Report. The Report highlights the results of the Dubai Innovation Index (DII) which was launched by Dubai Chamber in collaboration with PwC in 2015, to support UAE’s vision for innovation and to promote Dubai’s quest towards being the smartest city in the world by 2021.
The Index has been designed to compare Dubai with 28 global cities on macroeconomic measures of innovation and to analyze innovation performance of Dubai’s private sector, including at the firm level. Through the Index, the Chamber wants to create awareness and increase the participation of the private sector in the total innovation efforts of the city of Dubai, and provide a benchmark to measure innovation.
In the Report, London has emerged as the most innovative city, followed by Hong Kong and Singapore respectively. Dubai ranks 16th across 28 global cities, ahead of cities such as Madrid, Milan, Sao Paulo, Mumbai, Shanghai and Beijing.
We are proud to have launched Fifty Years of Vision, a pocket book on Dubai in celebration of our 50th Anniversary. Dubai is a living example of commerce, innovation, momentum and vision – the four pillars that Dubai Chamber also believes and has worked towards upholding. Fifty Years of Vision tells the story of Dubai Chamber, keeping these four pillars as the common theme.
Dubai Chamber - Strategic Platforms for Business GrowthDubaiChamber
Dubai Chamber reached new highs in 2013, with a surge in new members and activities in new markets. In 2013, our membership rose to 153,000 with over 13,000 new members joining us. Our member exports reached AED290 billion, an 8% increase over 2012. Our main focus for 2014 will revolve around helping position Dubai as an Islamic economy capital; leveraging upcoming economic growth as a result of Expo2020 win, and expanding to international markets.
As a business owner in Delaware, staying on top of your tax obligations is paramount, especially with the annual deadline for Delaware Franchise Tax looming on March 1. One such obligation is the annual Delaware Franchise Tax, which serves as a crucial requirement for maintaining your company’s legal standing within the state. While the prospect of handling tax matters may seem daunting, rest assured that the process can be straightforward with the right guidance. In this comprehensive guide, we’ll walk you through the steps of filing your Delaware Franchise Tax and provide insights to help you navigate the process effectively.
[Note: This is a partial preview. To download this presentation, visit:
https://www.oeconsulting.com.sg/training-presentations]
Sustainability has become an increasingly critical topic as the world recognizes the need to protect our planet and its resources for future generations. Sustainability means meeting our current needs without compromising the ability of future generations to meet theirs. It involves long-term planning and consideration of the consequences of our actions. The goal is to create strategies that ensure the long-term viability of People, Planet, and Profit.
Leading companies such as Nike, Toyota, and Siemens are prioritizing sustainable innovation in their business models, setting an example for others to follow. In this Sustainability training presentation, you will learn key concepts, principles, and practices of sustainability applicable across industries. This training aims to create awareness and educate employees, senior executives, consultants, and other key stakeholders, including investors, policymakers, and supply chain partners, on the importance and implementation of sustainability.
LEARNING OBJECTIVES
1. Develop a comprehensive understanding of the fundamental principles and concepts that form the foundation of sustainability within corporate environments.
2. Explore the sustainability implementation model, focusing on effective measures and reporting strategies to track and communicate sustainability efforts.
3. Identify and define best practices and critical success factors essential for achieving sustainability goals within organizations.
CONTENTS
1. Introduction and Key Concepts of Sustainability
2. Principles and Practices of Sustainability
3. Measures and Reporting in Sustainability
4. Sustainability Implementation & Best Practices
To download the complete presentation, visit: https://www.oeconsulting.com.sg/training-presentations
Premium MEAN Stack Development Solutions for Modern BusinessesSynapseIndia
Stay ahead of the curve with our premium MEAN Stack Development Solutions. Our expert developers utilize MongoDB, Express.js, AngularJS, and Node.js to create modern and responsive web applications. Trust us for cutting-edge solutions that drive your business growth and success.
Know more: https://www.synapseindia.com/technology/mean-stack-development-company.html
Affordable Stationery Printing Services in Jaipur | Navpack n PrintNavpack & Print
Looking for professional printing services in Jaipur? Navpack n Print offers high-quality and affordable stationery printing for all your business needs. Stand out with custom stationery designs and fast turnaround times. Contact us today for a quote!
Falcon stands out as a top-tier P2P Invoice Discounting platform in India, bridging esteemed blue-chip companies and eager investors. Our goal is to transform the investment landscape in India by establishing a comprehensive destination for borrowers and investors with diverse profiles and needs, all while minimizing risk. What sets Falcon apart is the elimination of intermediaries such as commercial banks and depository institutions, allowing investors to enjoy higher yields.
3.0 Project 2_ Developing My Brand Identity Kit.pptxtanyjahb
A personal brand exploration presentation summarizes an individual's unique qualities and goals, covering strengths, values, passions, and target audience. It helps individuals understand what makes them stand out, their desired image, and how they aim to achieve it.
Remote sensing and monitoring are changing the mining industry for the better. These are providing innovative solutions to long-standing challenges. Those related to exploration, extraction, and overall environmental management by mining technology companies Odisha. These technologies make use of satellite imaging, aerial photography and sensors to collect data that might be inaccessible or from hazardous locations. With the use of this technology, mining operations are becoming increasingly efficient. Let us gain more insight into the key aspects associated with remote sensing and monitoring when it comes to mining.
Discover the innovative and creative projects that highlight my journey throu...dylandmeas
Discover the innovative and creative projects that highlight my journey through Full Sail University. Below, you’ll find a collection of my work showcasing my skills and expertise in digital marketing, event planning, and media production.
Taurus Zodiac Sign_ Personality Traits and Sign Dates.pptxmy Pandit
Explore the world of the Taurus zodiac sign. Learn about their stability, determination, and appreciation for beauty. Discover how Taureans' grounded nature and hardworking mindset define their unique personality.
Explore our most comprehensive guide on lookback analysis at SafePaaS, covering access governance and how it can transform modern ERP audits. Browse now!
The world of search engine optimization (SEO) is buzzing with discussions after Google confirmed that around 2,500 leaked internal documents related to its Search feature are indeed authentic. The revelation has sparked significant concerns within the SEO community. The leaked documents were initially reported by SEO experts Rand Fishkin and Mike King, igniting widespread analysis and discourse. For More Info:- https://news.arihantwebtech.com/search-disrupted-googles-leaked-documents-rock-the-seo-world/
Skye Residences | Extended Stay Residences Near Toronto Airportmarketingjdass
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Cracking the Workplace Discipline Code Main.pptxWorkforce Group
Cultivating and maintaining discipline within teams is a critical differentiator for successful organisations.
Forward-thinking leaders and business managers understand the impact that discipline has on organisational success. A disciplined workforce operates with clarity, focus, and a shared understanding of expectations, ultimately driving better results, optimising productivity, and facilitating seamless collaboration.
Although discipline is not a one-size-fits-all approach, it can help create a work environment that encourages personal growth and accountability rather than solely relying on punitive measures.
In this deck, you will learn the significance of workplace discipline for organisational success. You’ll also learn
• Four (4) workplace discipline methods you should consider
• The best and most practical approach to implementing workplace discipline.
• Three (3) key tips to maintain a disciplined workplace.
Report: Chambers New Norm - Adapting to Business Needs
1. 2 0 2 0
Host of 12WCC:Supported by:
A d a p t i n g t o B u s i n e s s
N e e d s R e p o r t
CHAMBERS
NEW NORM
2. CONTENTS OF THIS REPORT
1. Introduction
Report Context
Aim of the Report
2. Acknowledgements
3. Summary
Key Findings
4. Findings
Pre-COVID-19 Readiness
Responding to COVID-19
Medium and Long-term Impact of COVID-19
5. Recommendations
Moving Chambers of Commerce Forward
6. Appendix
Methodology
2
4
5
6
22
23
3. The research summarised in this report sits as part of the 2021 Strategy Road Map laid out by the
International Chamber of Commerce's World Chambers Federation (ICC WCF).
The Road Map highlights a number of key priorities for the WCF.These include greater alignment with
the ICC, strengthening the brand of the WCF and chambers of commerce globally, and promoting
better networking, knowledge sharing and innovation between chambers.
To address these priorities, the WCF outlined four initiatives on alignment, chamber’s brands,
“Chamber 4.0”, and Chamber Connect. This report sits within the last of those, Chamber Connect,
focused on improving global chambers collaboration and networking by creating and improving
existing digital and physical platforms.”
This fourth initiative is being led by Cámara de Comercio de Bogotá and many of the insights in
this report build on those published earlier this year. To compliment those findings this report will
be shared across the chamber network to understand the actions chambers are currently taking
in relation to COVID-19, share best practices and better serve the ecosystem, which can be used
to highlight potential opportunities for greater collaboration.
The report will further serve to support the development of content for the 12th World Chambers
Congress, due to be hosted in Dubai during November 2021.
INTRODUCTION
REPORT CONTEXT
2
4. AIM OF THE REPORT
This report covers key findings from interviews conducted by the Dubai Chamber of Commerce
and Industry in June 2020.
The overall aim of this report is to highlight areas where chambers of commerce are facing
common opportunities and challenges, allowing for greater alignment and collaboration.
Identifying preparations
taken to withstand the impact of an event such as COVID-19
Understanding the challenges and adaptations
in response to COVID-19
Highlighting successful initiatives
taken to assist and strengthen chambers of commerce members
This
includes:
The findings are summarised both at the start of this report, with a series of
opportunities for greater collaboration highlighted at the end.
A full methodology is available in the appendix.
3
INTRODUCTION
6. Chambersofcommercedidnothaveformalplansinplacetodealwithasituation
such as COVID-19.Working closely with members and implementing existing
resilience allowed chambers to quickly adapt to the challenge.
Chambers of commerce are responding by getting their members the
support they need at speed. For many within chambers of commerce, the
unprecedented speed of response to their members’ need has been a
clear positive of the crisis.
At a time when chambers of commerce budgets are being squeezed, the
expertise they offer is becoming more in demand. Many chambers are
focusing on providing a core set of existing services,as well as services that
have been specifically designed to assist companies as they adapt to the
challenges created by COVID-19.
Chambers of commerce are maintaining current staff levels to meet the
growing demand for their services from businesses. Therefore, to balance
their budgets they have looked to access funds through government
schemes, minimising expenditure on external expertise, and pausing
projects that are unable to realise an impact on business in the near future.
Chambers have been prominent in providing services to businesses to
help adapt to COVID-19. These have included existing services, such as
advocacy in decision-making and expertise in digital transformation, to
new services such as advice on accessing government grants and how
best to work with colleagues in a remote working environment.
A side effect of the COVID-19 outbreak has been an acceleration in the
evolution of businesses. Developments such as digital transformation and
a focus on employee wellbeing - which have been discussed for many
years and are at various stages of adoption - have now become essential
to business continuity.
COVID-19 has created both an opportunity and necessity for chambers of
commerce to change. While none of the services currently offered are
believed to be becoming redundant, the shift brought about by COVID-19
has increased interaction with a broader member base, and a move to
online has made resources more widely accessible.
SUMMARY
KEY FINDINGS
5
7. Chambers of commerce did not have formal plans in place to face the challenges brought about
by an event such as COVID-19, though related planning and other resilience measures have helped
chambers of commerce quickly adapt to the situation.
Few chambers seem to have had in place a risk assessment strategy to cover an event similar to
COVID-19. The size of the event and the unprecedented disorder it has brought about surprised
many, and while chambers often had in place risk-assessment strategies covering other potentially
catastrophic events, pandemics were often left out.
I think even the most professional actors were not prepared for the magnitude of what we witnessed. This
crisis has forced us to adapt and adjust our business model and have a robust risk mapping in place.
As for the risk assessment strategy, no, we had to introduce it as the
situation developed.We had certain internal policies and procedures
related to emergency management plans that were related to issues
like power outages,flooding which are far more temporary disruptions
but no formal risk assessment programme.
We have always had an internal risk
strategy identifying 'red' or
important risks that are raised to the
board for regular discussions. The
system has been in place for a long
time but interestingly pandemics
were absent from our risk register
and our risk assessment strategy.
You can have what you think is a
thorough strategy only to realize that
it is incomplete and still misses out
important risks.
A huge event like this one was not something we had anticipated,
however overall we were well prepared.
It is clear that few chambers were in an adequate position to face the challenge of COVID-19 or a pandemic more generally. In
the risk planning that had taken place, a pandemic of this scope was seen by few as a likely occurrence, and little resilience
planning was in place to directly deal with it.
The events that were being planned for were often local catastrophic events (e.g. flooding) rather than global events such as
COVID-19 - a potential area of future collaboration between chambers and WCF. Resilience planning helped some chambers
in quickly adapting to some of the effects of the outbreak (such as working from home & disruption to core services), but this
was patchy, and much of the planning was in the process if being put in place at the time of the outbreak.
Summary
FINDINGS
PRE-COVID-19 READINESS
6
8. The risk assessment strategy was created as a result
of the pandemic. The pandemic went beyond anything
we had prepared ourselves for and, as a result, we
determined that we needed to have a document that
was relative to the pandemic.
We have virtualized most of our services and we
have adapted many programs.
We also have created new services such as
consultative committees, and we have renewed
our formalization services and programs.
Chambers of commerce demonstrated great resilience
and adapted quickly to COVID-19. This includes physical
infrastructure (for example IT infrastructure), as well as
related planning efforts (such as internal communications
and remote working plans) that have helped chambers of
commerce deal with the fallout of the outbreak.
We have been doing extensive
work with all our staff to review
our strategy in which we
developed three scenarios:
Now (we adapt as fast as possible
our services by virtualizing them),
Next (find new income sources,
help businesses recovering and
speedupourdigitaltransformation)
and Beyond (We should adjust our
business and structure model.
We were lucky in the sense that we were developing a new employment
manual that included elements related to remote work guidelines.
Luckily, thanks to technology and having the technological infrastructure
(internet connectivity etc.) we have not had any operational difficulties per se.
Many chambers reactively developed a risk strategy to cover their internal operations and maintain
services to members.
While this was seen as a challenge, chambers in general implemented procedures quickly and
effectively to deal with the new reality.
7
9. RESPONDING TO COVID-19
Budgets at almost all chambers of commerce have been significantly affected, and many are
planning for a leaner future, trying to limit layoffs by utilising government subsidies and reducing
outlays. Chambers of commerce rely on a range of funding sources, including events, philanthropic
programmes, dues and ATA Carnets, many of which have been impacted by the onset of COVID-19
and the changes to the business environment.Chambers are going through a re-budgeting process
to account for the changes in expected income.
In January we had our review on revenues and we
saw that we had to quickly make some changes
in February. In every management meeting we
have been assessing the risk that is impacting our
strategies and revenues.
We have an updated budget plan
for the rest of this year where we
have decided no business travels
this year giving us some savings in
this regard. Some of our sponsors
have decided to keep funding and
give us the sponsorship dollars
they had committed to even
though some events will not take
place and for some events we are
still trying to figure out if we can
organize them for this fall.
The first thing we had to do when
we realized our income was going
to drop massively (because by far
the largest contributor to our
income has been issuing export
documents such as ATA Carnets
and C.O.) was protect our budget.
We also realised that membership
renewals were not going to be a
priority and that we would also
have a significant drop in income
in this regard.
We have three main sources of
income:membership and events,
retirement and insurance plan
operation, philanthropic
funding where we reach out to
philanthropic foundations to
help support our community
engagement work.
In a regular month we issue about 150 ATA Carnets, this past
April we issued about 10. With the lack of sporting events,
cultural events, and business travel this has impacted us as
it is an important revenue source.
Summary
The impact of COVID-19 led to a dual impact on chambers of commerce, forcing them to internally adapt their own
processes while continuing to meet the external needs of members - which have become more acute during the outbreak.
Given the diverse nature of chambers of commerce, it is no surprise that the financial impact of COVID-19 has been
uneven. Financing has impacted those relying on events and ATA Carnets, for example, more than those with periodic
memberships, and many have looked to the government for assistance to fill the gap. Chambers have gone about changing
and adapting remarkably quickly, adjusting services and re-organising their internal teams to meet the limitations put in
place by COVID-19 while still serving members.
This is all within the context of members looking for a greater number and more diverse set of services. Groups like SMEs
that have been less engaged have become more so - presenting an opportunity for the long term - as they look for expertise
to weather the storm of COVID-19. While services and expertise have become more in demand, the outbreak is also
highlighting the role of advocacy and ensuring business is adequately represented in the discussions around emerging
government policy.As a consequence of this, members have become more involved in internal conversations, through easier
access via online and remote meetings.
8
FINDINGS
10. Key forms of income impacted by COVID-19
Events ATA
Carnets
Memberships Philanthropy
Government support has been critical for many organisations, either directly through tax relief or
through using government payroll schemes, in limiting layoffs among chambers of commerce.
Revenue is expected to be quite low this year. We try to
decrease expenses such as no business travels,no physical
meetings, and we also get rent and tax deduction. To take
the staff’s livelihood into consideration,we did not decrease
expenses by furloughing or laying off staff.
In the chamber network, 30-40% of capacity has been
furloughed staff at some point in time.
9
11. Most chambers have made significant reductions in other outlays, such as on business travel and
events. Many of those who have not furloughed staff have reduced staff pay through other means
such as pay freezes and temporary reductions, especially at a management level.
The financial impact is ongoing for many chambers of commerce, with the expectation that significant
changes will need to be made for the foreseeable future.Therefore,most intend to make further changes
to expenditure and are continuing to look at budgets to account for this.
Yes, we revised our 2020
budget and, as we mentioned
before, we suspended all
external contract suppliers
and sponsorships.
Our internal teams are now
fulfilling our supplier’s tasks.
Our International divisions have reduced their expenses
related to international business travel, trade missions
and overseas event participation.
In terms of our 2020 budget,all non-essential discretionary
spend has been paused so no travel, entertainment, pay
freezes across the entire organization.
We are also taking a very conservative view towards 2021 because we do not know what the shape of
recovery will look like nor if we will face any additional waves. Making adjustments to enable our business
to be sustainable and ride through a very difficult period is going to be very important.
Our 2021 budget will depend on how chambers waiver through this year.
From the membership side, we are exploring other revenue and fundraising opportunities.
10
12. Chambers of commerce recognise the need to adapt to their member’s emerging priorities (such as
short-term cash flow), and have done so quickly and sensitively.
The acute pressure put on members by COVID-19 has required an accelerated response by chambers
of commerce. They have responded quickly and by focusing on the areas that are most important to
members, the success of which has been a clear positive for many.
In particular, chambers of commerce have focused on the key area of cash flow for members, even
while they themselves are facing similar issues.
11
In the past, we experienced SARS and H1N1
so we worked on creating a guide on
business continuity management.When this
pandemic hit, we quickly came together and
updated the guide to make it available not
only for our members but the wider
business community.
The speed in which our strategy changed is
something I was very happy to be a part of
even though as staff we all had to step up
and take on new roles and tasks that we
never did before.
There is a set of grants available of
10,000-25,000 pounds available to some of our
smallest businesses that we have worked for
and to put in place to make sure that they are
accessible quickly for SMEs and startups facing
particular difficulties so they can cashflow
through a very difficult period of time.
We had to react quickly to make sure that we do not go
bankrupt and to still exist after this crisis ended. We are
totally private which means there is no government money
that comes in.
13. Services offered by chambers of commerce
Before
COVID-19
During
COVID-19
After
COVID-19
Chambers of commerce
offer services as usual
Chambers focus on a small number of core services
Longer term projects are paused
New services on adaptation to COVID-19 are added
Chambers return to their original set of services
Successful services and adaptations from
COVID-19 period are retained
This constraint in funding is coming at a time when services are becoming more in demand and their
members look for greater support, especially from SMEs.
Chambers of commerce are registering significantly higher interest in their work as a result of the
outbreak - creating a divide where lower levels of expected revenues are being met with greater
demand for existing and new services.
It is my opinion that business
support organizations such
as ours have never been as
relevant and appropriate in
these difficult times…
During this period we were
multiplying our initiatives to
benefit and support our
members.
On the contrary, we had to hire more people because
we have taken on more government initiatives and are
supporting them very closely.
Our workload did not really decrease except in some areas and we had
focused on helping companies navigate the weekly guidelines the
government was communicating to the business sectors. For example,
the government issued certain company codes that were permitted to
operate during the lockdown and as businesses wanted to operate, we
had many that were requesting changes to their registered operational
activities so they could make use of this window.
12
14. Existing services that are most in demand include advocating for business as new COVID-19 relief
programmes are being designed.
SMEs, in particular, have looked for greater access to the services chambers of commerce offer. Some
chambers of commerce have set up SME-specific programmes, while others recognise they are such
a sizable part of their membership base to not require specific programmes.
13
Our strategy for 2020 is now essentially advocacy, network support,
and business continuity.
We have been very active in conveying the messages of our members to the government.
This has been done in collaboration with the 20 chambers within the country.
We have to put our finger on the pulse and ensure that there is increased dialogue
where regulations and policy reform are concerned.
We always ensure that this is
communicated however this has
moved up in our priority list
emphasizing our lobbying role for
chambers and the crucial role they
are performing for their members
as a conduit for financial aid,
support and so on.
We have made massive adjustments essentially
by prioritizing everything related to economic
resilience, disaster recovery, SMEs support and
deemphasized some of our regular programs.
Over 90% of our businesses are SMEs and startups so we
do not have specific services for SMEs per se as they are
designed with them in mind.
15. Chambers of commerce have adapted and introduced new initiatives to assist their members through
the outbreak.
As a first step, chambers of commerce looked to rationalise their resources to focus on areas that
were in most demand. In some cases, chambers paused longer-term programmes, and most are
focusing on a few key areas where businesses most need assistance - such as digitization,
resilience, and disaster recovery.
14
We have sped up some projects that had to do with the issue of digitization and digital transformation. We have also
stopped other projects that are no longer a priority and we maintain other projects that have a projection of more than
2 years and we believe that their implementation may coincide with the exit from the current economic crisis.
We have made massive adjustments essentially by prioritizing everything related to economic
resilience, disaster recovery, SMEs support and deemphasized some of our regular programs.
Services offered by chambers of commerce
Leverage their
international network
Creating online
marketplaces
Providing access
to expertise
Setting up common
hygiene standards
Explaining COVID-19
legislation
Advocating for
members
Accessing
funding
Providing health
support
Commissioning
public surveys
16. A lack of financing and problems around cash flow - especially for smaller businesses - have been a
specific challenge for many companies. One of the key ways that chambers of commerce have looked
to assist companies is in the creation of specific financing plans.
Chambers are also helping companies access government or private sector schemes to access further
financial support. Quite often these schemes require significant amounts of time to research and
access, so chambers are assisting by acting as a one-stop-shop for information on various schemes,
and those which are most likely to be effective for individual companies.
To assist companies’ moves to remote working we
put up 1 million Euros from our own budget with the
objective of allocating no more than 3000 Euros per
company to purchase IT-related products such as
laptops, work smartphones, and other devices that
would help businesses successfully conduct their
business from home.
We have also launched our own programmes, one being
RISE - ‘Rising in Support of Enterprises’ - a programme for
SMEs where we allocate funds that are matched by the
government at a ratio of 2:1.
There are a lot of schemes out
there to help businesses,some
are national government ones,
others are local council ones,
so overall quite complicated.
We have been trying to bring it
all together and ensure the
information is coherent and
comprehensive.
We worked closely with the government to ensure that
those companies that applied for their subsidies were
assisted.
We are launching a new service, “Chamber Finance Finder”, to help
businesses find funding options for chamber members. We are working
with a very agile fintech company that has done some fantastic work
bringing together different sources of finance.
15
17. Overall, the core offering from chambers of commerce has been in assisting companies to
navigate the “new normal”.
This has varied widely from chamber to chamber, with some focusing on providing active support
for the crisis (for example finding new business partners), while others look at providing expertise
(e.g. in e-commerce) or building norms that can be used by business (e.g. on hygiene or online
market places).
The below table outlines the wide variety of services that have been offered:
Providing access to expertise
Flexible
working
Digitisation
E-commerce
16
18. Service
Assistance in understanding
government rules and
regulations on COVID-19
“Created an internal hotline for COVID-19 to be reachable via phone,
webpage, and email to work as a one-stop-shop for our members
who have questions or requests related to the current situation.”
Assist in accrediting back-to-
work hygiene schemes
“Set up a programme to allow companies to implement sanitary
measures required in the workplace. The chamber worked with
epidemiologists and health professionals to offer a label/certificate
(SGS certification) to companies who have implemented all sanitary
measures required in the workplace to reinstate trust and confidence etc”
Creation of online marketplaces
“Free marketplace where partners can market their products without
having to invest in their own platform, this Marketplace has an integrated
payment button, as well as electronic invoicing and logistics or
delivery integration.”
Introduction of greater
levels of mental health
and wellbeing support
“We have widened out the healthcare and wellbeing services to include
mental health support simply because a lot of people are doing their
best to support their employers during what is a difficult time.”
Use of their international network
to help leverage new business
relationships
“With the help of our overseas offices, we have tried our best to help
member companies to find the suppliers and buyers. At the first stage,
we help them buy anti-epidemic materials from the oversea suppliers.
And at the second stage, we help them export the qualified medical
supplies to the countries in need, to help the global collaborative
prevention and control of COVID-19.”
Conducting surveys of businesses
and their COVID-19 response
“We conducted two surveys, one focused on their external activities like
has your state or municipality issued a stay at home order? economic
impact to different type of business sectors? other on internal questions
like have you laid off or furloughed staff? how have you reallocated your
staff resources? any technology investments - data resources to track
layoffs/opportunities? pivots related to workforce upskilling and reskilling
of people who have lost jobs? projections for budgets - expected revenue
adjustments as you plan the year ahead?”
Build expertise in specific areas
that are becoming more relevant
“We had to take a range of our offerings and make them accessible:
(1) mentorship service was offered free of charge (2) micro-credentialing
courses we offered for free (3) doubled our staff for the advice line
(4) made government programs available to our members.”
“We have also created new webinars that cover legal implications, such
as not being able to deliver on commitments for overseas projects, force
majeure clauses, and so on. We have had to pivot our topics and activities
to be relevant for member needs.”
Examples
17
19. Summary
The impact of COVID-19 led to a dual impact on chambers of commerce, forcing them to internally adapt their own processes
while continuing to meet the external needs of members - which have become more acute during the outbreak. Given the
diverse nature of chambers of commerce, it is no surprise that the financial impact of COVID-19 has been uneven. Financing
has impacted those relying on events and ATA Carnets, for example, more than those with periodic memberships, and many
have looked to the government for assistance to fill the gap. Chambers have gone about changing and adapting remarkably
quickly, adjusting services and re-organising their internal teams to meet the limitations put in place by COVID-19 while still
serving members.
This is all within the context of members looking for a greater number and more diverse set of services. Groups like SMEs that
have been less engaged have become more so - presenting an opportunity for the long term - as they look for expertise to
weather the storm of COVID-19.While services and expertise have become more in demand, the outbreak is also highlighting
the role of advocacy and ensuring business is adequately represented in the discussions around emerging government policy.
As a consequence of this, members have become more involved in internal conversations, through easier access via online
and remote meetings.
MEDIUM AND LONG-TERM IMPACT OF COVID-19
There are some positives from the crisis: it has become an “accelerator” for change and
innovation. Topics like digital transformation, which were important beforehand, are becoming
even more so.The “new normal” means companies are more immediately focusing on initiatives
they were previously looking to test out, change and implement in the coming years. Greater use
of technology (both to interact internally and externally), wellbeing and mental health of staff,
flexible working, the sustainability of the global supply chain, and the resilience of companies are
all items the outbreak has shone a light on.
I believe that digital transformation is no longer an option, it is a must.We have seen our members take heed to this topic and are now
asking for services specifically related to this subject.
It is a portal of more than 30 solutions aimed at SMEs, small businesses, freelancers, entrepreneurs and the professionals who are part of them.
This period of forced adaptation has created an opportunity for business, as they access new skills
and redefine their customer bases.
Those businesses that will weather the storm will show agility and resilience.It will be our responsibility to support them to identify further growth.
Online education, e-commerce, telemedicine, 5G are the new opportunities for business during this situation. We are planning to count on our
policy commissions and industrial commissions to help our company members seize those new opportunities.
18
FINDINGS
20. Facilitating partnerships between companies, NGOs, community groups, and the government is
becoming more important as there are clear alignments in respective goals. The opportunity to
work closer together has been met positively, with chambers being seen as the facilitators of this
kind of partnership.
Initially we rolled out our outreach in steps
and looked at chamber external activities,
i.e. how are you helping businesses in
your community? How are you building
multisector partnerships to address the
challenges your communities are facing?
We partnered with our local internet provider
and the public-school system to create a fund
to help those that do not have access to the
internet. The internet company has been
installing WIFI broadband access in homes to
ensure students have access to
educational tools.
The outbreak has created an opportunity - and a need - to reform the way chambers of commerce
are working with their members and with each other.
Chambers of commerce do not expect the core set of services they are offering to change, and
even those which have been deprioritised at the moment (e.g. in-person events) will once again
become important, though they will have a different role than before the outbreak.
Do people think that physical events are going to become obsolete? My answer is no, they may become
very different and their position in the business model will change but they will not disappear.
I am not sure any of the services will become obsolete, however, there will be changes both strategically and tactically.This
pandemic has shown that we can be efficient through the use of technology. Moreover, it has also pushed us to reconsider
how we will conduct business moving forward. Travelling to participate in events both internally and internationally has
been easily replaced with virtual platforms like Zoom. This leaves us with many lessons to be learned about sustainability.
19
21. Normally our members rely heavily on on-site trade
expos and fairs to win orders.Now the pandemic made it
practically impossible to organize those on-site events,
we have changed our on-site expo services into online
expo services to help our companies, especially MSMEs,
e-meet their trade partners and get the deals done. And
all the meetings, seminars have been moved online.The
live casts and webinars have drawn lots of members’
attention.It is very easy for members to participate.
We also now hold a virtual call of Chamber Chief
Executives across the UK meeting three times a week
whereas previously we would have done that in person
once a quarter.We have vastly increased our connectivity
and our contacts and I believe there is a lot of benefits as
we are having far more important and deep discussions
about the future of how we work.
We need to reinforce the role of the Chambers as an
intermediary and facilitator. This crisis shows that the
Chambers are and should be a support for companies, it is
important to maintain a fluid, constant and effective
communication with members.
Businesses across the world have looked to chambers of commerce as facilitators of solutions for
the new challenges they have been facing. This has brought in new members - both to access
services and play an active role in pushing chambers of commerce to offer services that better fit
their needs - that is a clear opportunity for expanding the reach, usefulness and engagement of
chambers of commerce. Solidifying this engagement into longer-lasting partnerships will be key.
A side effect of the shift to online provision of services has meant that chambers of commerce can scale
their services to many more members than was possible before the shift to online.This is a similar shift
to that which many members are facing and presents a clear opportunity for continued engagement.
By making this transition we now have more
contact with our members through the online
channels than we did through physical meetings.
20
22. Chambers are now rethinking the relevance of physical events as online events are here to stay.
Chambers are now experimenting with hybrid formats where you have the physical and online
platforms combine. The question we are asking ourselves is can we make the same revenues from
online events as physical ones? We have been spoiling our network with a lot of free events and
webinars over the past couple of months and chambers should now find the courage to charge for
online events as it not sustainable for them to be free of charge.
While chambers working with each other within trade blocs and countries is very common, international
co-operationislessfrequent.Biggerchambersrelyontheirinternationaldelegationstorepresentmembers
abroad - something that has become practically impossible in recent months.When combined with a great
degree of similarity in the work chambers are doing to combat COVID-19, there is a unique opportunity to
start developing common products and services for members across chambers.
Langfang initiative with Italian Trade Commission, American Chamber of Commerce in
China, China-Britain Business Council, German Chamber of Commerce in China, and The
Hong KongTrade Development Council this May,which calls for the international chamber
of commerce on jointly coping with the pandemic impact and strengthening international
cooperation. This initiative calls for working together to form strong synergies to beat the
pandemic, to advocate multilateralism and free trade rules, to establish a cooperation
mechanism in the post-pandemic era, to reduce the impact of the pandemic for
enterprise, to build online investment and trade platform.
21
23. RECOMMENDATIONS
MOVING CHAMBERS OF COMMERCE FORWARD
The research has highlighted that chambers of commerce have been adapting their services and
focusing on the areas that are most important for businesses at this point in time. In general,
chambers recognise that they are doing what they can to currently help members.
However, this outbreak has also forced chambers of commerce and their membership to adapt.This
has taken two forms: the adaptions required to “weather the storm” of COVID-19, and embracing
the longer term changes that the economic impact of COVID-19 is accelerating.
In most, if not all of these areas there is the clear opportunity for chambers to collaborate with each
other, and share knowledge internationally.At the moment, collaboration is mainly within countries
and trade blocs, and while there have been some examples of cross-chamber collaboration, these
tend to be limited in scope and frequency.
When looking forward, some potential areas to collaborate on are:
Yes, when I recall all the sleepless nights our chambers have been tirelessly working to
serve their members, I think we are (doing all you can to support members).
Short term best practice to help in adapting to digital and remote
working (especially among SMEs who are likely to have fewer
income streams and less internal expertise)
Movement away from in-person to online events and participation
Training on resilience,crisis planning,communications,budgeting
without causing fundamental business harm, etc.
Responding to particular government needs that are initiated in
one country and become common across the world (e.g. track
and trace apps)
International standards of back to work hygiene
Creation of online marketplaces to facilitate exchange
Short term coronavirus response
Greater focus on integrating sustainable business development
into business models
Points of view on how best to handle large numbers of
employees working remotely
Accelerating companies going through the process of digital
transformation
Access to international business opportunities as business
travel becomes more restricted
Greater integration between chambers of commerce,
businesses and other community groups
Longer term business adaptation
22
24. APPENDIX
METHODOLOGY
This report covers the key findings from 18 interviews conducted by the Dubai Chamber of
Commerce via video conference or, in a few cases, via emails. The interviews were conducted
between the 8th
and 22nd
of June.
The full list of interviews is as follows:
Director-General
General Manager
Director-General
President
Executive Director
Director - General of the ICC Affairs Department
Executive Director
Managing Director
Chief Strategy Officer
Chair
Deputy Chief Executive
Executive President
VP of Communications and Networks
Strategy and Planning Manager
Deputy General Manager
General Manager
Chief Executive
Executive Director
VP International Relations
Geneva Chamber of Commerce and Industry and Services
Federation of Belgian Chambers of Commerce
British Chambers of Commerce
Santiago Chamber
Guatemala Chamber
China Chamber of International Commerce
Singapore Business Federation
Sevilla Chamber of Commerce and Industry
Greater des Moines Partnership
CC WCF International CO Council
London Chamber of Commerce and Industry
Bogota Chamber of Commerce
Association of Chamber of Commerce Executives
Business Australia
Japan Chamber of Commerce and Industry (JCCI)
Tokyo Chamber of Commerce and Industry (TCCI)
Torino CCI Economic Development Area
Auckland Business Chamber
Quito Chamber of Commerce
Dubai Chamber of Commerce and Industry
Name Position Organisation
Vincent Subilia
Wouter van Gulck
Adam Marshall
Peter Hill
Javier Zepeda
Yu Min
Chung Lai Thoe
Salvador Fernandez
Tiffany Tauscheck
Peter Bishop
Nicolás Uribe Rueda
Will Burns
Jasreel Fong
Chikara Shimizu
Guido Cerrato
Michael Barnet
Carlos Zaldumbide
Hassan Al Hashemi
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