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    Byeong-Seok Jang
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    Under the theme of “HR Solutions for the Next Generation,” the 2007 Global Human Resources Forum brought together over 150 global leaders from 35 countries into a unique setting to exchange accumulated experiences, share best practices, and search for innovative HRD solutions that will ultimately lead to the co-prosperity and sustainable development of the whole world. Organized on October 23~25 by the Government of Korea, in collaboration with the Korea Economic Daily and the Korea Research Institute for Vocational Education & Training, the 2nd annual Global HR Forum attracted a huge crowd of participants numbering over 4,000, who were eager to learn from the insights and expertise of the 150 speakers who included top business CEOs, government officials, academics and international organization representatives. Oscar Arias Sanchez, President of the Republic of Costa Rica and Nobel Peace Prize Laureate, opened the grand meeting with a video message in which he stressed the importance of bridging social polarization through investment in education and HRD. Former U.S. President Bill Clinton also delivered his congratulations for the gathering in a video-taped speech, touching on the need to work together in addressing common challenges amid an increasingly mutually dependent environment. Keynote speakers included Richard C. Holbrooke, former U.S. Ambassador to the United Nations, Ben Verwaayen, CEO of British Telecom, Jerome C. Glenn, Director of the Millennium Project at the World Federation of United National Association, and Francis Fukuyama, Professor of Johns Hopkins University. Twenty-three active sessions followed in four separate tracks, allowing for expert debate from the perspectives of higher education, businesses, government and international cooperation, respectively. Alongside, in the mornings of October 24 and 25, three separate sessions opened for the opinion sharing of corporate CEOs, HR management officers and financial officers. At the same time, 12 one-hour special debate programs were organized for domestic and foreign speakers to share dialogue on focused agendas including university restructuring, urban environment for global talents, the inter-Korean summit and peace building in Northeast Asia, improving MBA programs, visions for future education, and key talent development in the field of science and engineering. Of the four main tracks, business sector discussions were led by Chairman Yoshiaki Shin of Mitsui Sumimoto Insurance Co., Ltd., CEO Chow Kok Fong of Changi Airports International Singapore, and top HR managers from well-known multinational enterprises including IBM, Goldman Sachs, BMW and HSBC. In the academic track, Chancellor Mark Wrighton of Washington University in St. Louis, Professor Robert Barrow of Harvard University, and Harry C. Katz, Dean of the ILR School at Cornell University, were among the long list of prestigious speakers who talked about ways to bring innovation to higher education. From the government circle, a large number of high officials including H.E. Abd Dhiyab Al Ajili, Iraqi Minister of Higher Education, H.E. Mohamed Yousif Abdallah, Sudanese Minister of Culture, Youth & Sports, and H.E. Kircho Atanasov, Bulgarian Deputy Minister of Education and Science, sought ways to deepen mutual understanding and build trust among nation states through the exchange of human resources. Leading figures from international organizations also provided depth and diversity to the Forum, including Director Barbara Ischinger of the OECD Directorate of Education, Tertiary Education Coordinator Jamil Salmi of the World Bank, and Director General Al Monji Bousnina of the Arab League Educational Cultural and Scientific Organization(ALESCO). In addition, two special sessions were newly organized this year under the fourth track, under an aim to find viable solutions for regional, religious and social conflicts across the globe. In the afternoon of

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    Under the theme of “HR Solutions for the Next Generation,” the 2007 Global Human Resources Forum brought together over 150 global leaders from 35 countries into a unique setting to exchange accumulated experiences, share best practices, and search for innovative HRD solutions that will ultimately lead to the co-prosperity and sustainable development of the whole world. Organized on October 23~25 by the Government of Korea, in collaboration with the Korea Economic Daily and the Korea Research Institute for Vocational Education & Training, the 2nd annual Global HR Forum attracted a huge crowd of participants numbering over 4,000, who were eager to learn from the insights and expertise of the 150 speakers who included top business CEOs, government officials, academics and international organization representatives. Oscar Arias Sanchez, President of the Republic of Costa Rica and Nobel Peace Prize Laureate, opened the grand meeting with a video message in which he stressed the importance of bridging social polarization through investment in education and HRD. Former U.S. President Bill Clinton also delivered his congratulations for the gathering in a video-taped speech, touching on the need to work together in addressing common challenges amid an increasingly mutually dependent environment. Keynote speakers included Richard C. Holbrooke, former U.S. Ambassador to the United Nations, Ben Verwaayen, CEO of British Telecom, Jerome C. Glenn, Director of the Millennium Project at the World Federation of United National Association, and Francis Fukuyama, Professor of Johns Hopkins University. Twenty-three active sessions followed in four separate tracks, allowing for expert debate from the perspectives of higher education, businesses, government and international cooperation, respectively. Alongside, in the mornings of October 24 and 25, three separate sessions opened for the opinion sharing of corporate CEOs, HR management officers and financial officers. At the same time, 12 one-hour special debate programs were organized for domestic and foreign speakers to share dialogue on focused agendas including university restructuring, urban environment for global talents, the inter-Korean summit and peace building in Northeast Asia, improving MBA programs, visions for future education, and key talent development in the field of science and engineering. Of the four main tracks, business sector discussions were led by Chairman Yoshiaki Shin of Mitsui Sumimoto Insurance Co., Ltd., CEO Chow Kok Fong of Changi Airports International Singapore, and top HR managers from well-known multinational enterprises including IBM, Goldman Sachs, BMW and HSBC. In the academic track, Chancellor Mark Wrighton of Washington University in St. Louis, Professor Robert Barrow of Harvard University, and Harry C. Katz, Dean of the ILR School at Cornell University, were among the long list of prestigious speakers who talked about ways to bring innovation to higher education. From the government circle, a large number of high officials including H.E. Abd Dhiyab Al Ajili, Iraqi Minister of Higher Education, H.E. Mohamed Yousif Abdallah, Sudanese Minister of Culture, Youth & Sports, and H.E. Kircho Atanasov, Bulgarian Deputy Minister of Education and Science, sought ways to deepen mutual understanding and build trust among nation states through the exchange of human resources. Leading figures from international organizations also provided depth and diversity to the Forum, including Director Barbara Ischinger of the OECD Directorate of Education, Tertiary Education Coordinator Jamil Salmi of the World Bank, and Director General Al Monji Bousnina of the Arab League Educational Cultural and Scientific Organization(ALESCO). In addition, two special sessions were newly organized this year under the fourth track, under an aim to find viable solutions for regional, religious and social conflicts across the globe. In the afternoon of

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    Program Book of Global HR Forum 2007

    Uploaded by

    Byeong-Seok Jang
    Under the theme of “HR Solutions for the Next Generation,” the 2007 Global Human Resources Forum brought together over 150 global leaders from 35 countries into a unique setting to exchange accumulated experiences, share best practices, and search for innovative HRD solutions that will ultimately lead to the co-prosperity and sustainable development of the whole world. Organized on October 23~25 by the Government of Korea, in collaboration with the Korea Economic Daily and the Korea Research Institute for Vocational Education & Training, the 2nd annual Global HR Forum attracted a huge crowd of participants numbering over 4,000, who were eager to learn from the insights and expertise of the 150 speakers who included top business CEOs, government officials, academics and international organization representatives. Oscar Arias Sanchez, President of the Republic of Costa Rica and Nobel Peace Prize Laureate, opened the grand meeting with a video message in which he stressed the importance of bridging social polarization through investment in education and HRD. Former U.S. President Bill Clinton also delivered his congratulations for the gathering in a video-taped speech, touching on the need to work together in addressing common challenges amid an increasingly mutually dependent environment. Keynote speakers included Richard C. Holbrooke, former U.S. Ambassador to the United Nations, Ben Verwaayen, CEO of British Telecom, Jerome C. Glenn, Director of the Millennium Project at the World Federation of United National Association, and Francis Fukuyama, Professor of Johns Hopkins University. Twenty-three active sessions followed in four separate tracks, allowing for expert debate from the perspectives of higher education, businesses, government and international cooperation, respectively. Alongside, in the mornings of October 24 and 25, three separate sessions opened for the opinion sharing of corporate CEOs, HR management officers and financial officers. At the same time, 12 one-hour special debate programs were organized for domestic and foreign speakers to share dialogue on focused agendas including university restructuring, urban environment for global talents, the inter-Korean summit and peace building in Northeast Asia, improving MBA programs, visions for future education, and key talent development in the field of science and engineering. Of the four main tracks, business sector discussions were led by Chairman Yoshiaki Shin of Mitsui Sumimoto Insurance Co., Ltd., CEO Chow Kok Fong of Changi Airports International Singapore, and top HR managers from well-known multinational enterprises including IBM, Goldman Sachs, BMW and HSBC. In the academic track, Chancellor Mark Wrighton of Washington University in St. Louis, Professor Robert Barrow of Harvard University, and Harry C. Katz, Dean of the ILR School at Cornell University, were among the long list of prestigious speakers who talked about ways to bring innovation to higher education. From the government circle, a large number of high officials including H.E. Abd Dhiyab Al Ajili, Iraqi Minister of Higher Education, H.E. Mohamed Yousif Abdallah, Sudanese Minister of Culture, Youth & Sports, and H.E. Kircho Atanasov, Bulgarian Deputy Minister of Education and Science, sought ways to deepen mutual understanding and build trust among nation states through the exchange of human resources. Leading figures from international organizations also provided depth and diversity to the Forum, including Director Barbara Ischinger of the OECD Directorate of Education, Tertiary Education Coordinator Jamil Salmi of the World Bank, and Director General Al Monji Bousnina of the Arab League Educational Cultural and Scientific Organization(ALESCO). In addition, two special sessions were newly organized this year under the fourth track, under an aim to find viable solutions for regional, religious and social conflicts across the globe. In the afternoon of

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    T i t l e
    Global Human Resources Forum 2007
    Global Talent, Global Prosperity!
    23
    th
    (Tue) ~ 25
    th
    (Fri) October, 2007
    Registration Desk
    venue : Grand Ballroom Lobby
    Ti me : Octobar 24th (Wed) 07:00~
    Octobar 25th (Thu) 07:00~
    Theme
    Dates
    GrandInterContinental Hotel, Grand Ballroom
    Venue
    Organizers
    Sponsorship
    Partner Organizers
    Korean, English (Korean-English Simultaneous Interpretation)
    Official Languages
    Registration
    Overview
    Ministry of Science&Technology

    2007
    !
    2007 10 23() ~ 25()

    :
    : 10/24 () 07:00~
    10/25 () 07:00~


    ,


    . ( )

    Ministry of Science&Technology
    Welcome Message
    We are pleased to invite you to the Global Human Resources Forum 2007in Seoul, the Republic of Korea from October 23
    to 25, 2007. This premier three-day event will be held under the central theme of HR Solutions for the Next Generation,
    opening venue for the exchange of in-depth information and discussions on future HR strategies and visions.
    This Fall, we will be bringing together global leaders from public and private sectors including global business leaders,
    government officials, representatives of international organizations, presidents of prestigious universities, and prominent
    scholars from around the world, who are committed to upgrading the quality of human resources and generating sustainable
    growth for the global economy.
    The Forum will provide a pivotal platform for the international community to exchange best practices and develop progressive
    agendas on HRD. Participants will also be able to gain a deeper understanding of different cultures of the East and the
    West, and build a wide-reaching network for the development and utilization of global talents, who will serve as a foundation
    on which common global prosperity can be pursued.
    We anticipate an exciting and inspiring three-day discussion, and invite you to share your expertise and insights at this
    significant international Forum.
    (), (Global HR Forum), 2
    2007 10 23 25 . , , ,
    .
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    .
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    .
    19:00-2100 Welcome Reception
    Time Day 1- 23.OCT (Tues)
    14:30-16:00
    Opening Ceremony
    Track A
    Innovation in Higher Education
    (Grand Ballroom III)
    Track B
    Innovative Talent Strategies
    in Global Enterprises
    (Grand Ballroom I)
    Track C
    National HR Strategies for
    Sustainable Development
    (Grand Ballroom II)
    Special Track
    Trans-National and
    Cross-Sectoral
    Dialogue on HR
    (Orchid Room)
    Session 1
    Innovation in Higher
    Education towards Greater
    Diversity and Quality
    Chair - Chang-Young Jung,
    President, Yonsei University
    Mark S. Wrighton, Chancellor,
    Washington University in St. Louis
    Barry McGaw, Director, Melbourne
    Education Research Institute,
    University of Melbourne
    Jamil Salmi, Tertiary Education
    Coordinator, the World Bank
    Discussant - Seung-Chul Park,
    Professor, Sung Kyun Kwan University
    Session 1
    Business Growth through
    Talent Management
    Strategies
    Chair - Joo Hyun Kim, President,
    Hyundai Research Institute
    Tim Ringo, Global Leader,
    Human Capital Management
    Services, IBM
    Scott G. Drach, Human Resources
    Director, Boeing International
    Discussant - Young Kee Kim,
    Vice President, LG Electronics
    Session1
    Globalization, Foreign
    Workers, and the Impact
    on Homogenous
    Countries
    Chair - Yun-Won Hwang,
    Vice President, Joongang
    University
    Stephen Castles, Professor,
    University of Oxford
    Philip Martin, Labor Economist,
    Dept. of Agricultural and Resource
    Economics, UC-Davis
    Manolo Abella, Chief Technical
    Adviser, Governance of Labour
    Migration Bangkok, Thailand
    Discussant - Hwa-Seo Park,
    Professor, Myongji University
    Session1
    The Efficiency of
    Transnational
    Ethnic Networks
    Chair - Youngsook Park,
    Chair, Millennium Project
    Korea, WFUNA
    Joaquin Beltran,
    Professor,
    University of Barcelona
    Sang-Dae Hahn,
    Professor,
    Myongji University
    Shinji Yamashita,
    Professor,
    University of Tokyo
    07:00-08:30 Registration
    09:00-10:20
    [ Keynote Address I ]
    Bill Clinton, Former President, the United States Richard C. Holbrooke, Vice-Chairman, Perseus LLC.
    Francis Fukuyama, Professor, Johns Hopkins University Yoshiaki Shin, Chairman, Mitsui Sumitomo Insurance Co., Limited.
    13:10-14:30 Lunch
    10:20-10:40 Coffee Break
    10:40-13:00
    [ Keynote Address II ]
    Chair - Dong-Sung Cho, Professor, Seoul National University
    Ben Verwaayen, CEO, BT Richard K. Lyons, CLO, Goldman, Sachs & Co.
    Franz Cremer, Senior Vice President, BMW Group Chow Kok Fong, CEO, Changi International Airports
    Jerome C. Glenn, Executive Director, The Millennium Project, WFUNA
    08:30-09:00
    [ Special Lecture for CEO ]
    Succession Planning: Recent Trends within
    the Asia-Pacific Region and Japanese Companies
    Katsuhiko Satoh, Special Advisor, Ford Japan Limited
    Chair - In-Ki Joo, President,
    Korean Academic Society of Business Administration
    07:00 - 08:20
    Time Day 2- 24. OCT (Wed)
    [ Special Lecture for CHO ]
    Global Talent Sourcing and Management
    Reiji Ohtaki, Managing Director, Hay Group Asia
    Chair - Young-Sul Kwon, Managing Director,
    Value Innovation Institute
    16:00-16:30 Coffee Break
    16:30-18:00
    Session 2
    Quality Assurance and
    Management of Higher
    Education
    Chair - Young-Gil Kim,
    President, Handong Global
    University
    Barbara Ischinger, Director,
    Directorate for Education, OECD
    Roger Benjamin, President, CAE
    Peck Cho, Professor,
    Dept. of Mechanical Engineering
    Session 2
    New Strategy for
    Sustainable Growth:
    Corporate Social
    Responsibility
    Chair - Oh-Soo Park, Professor,
    Seoul National University
    Iwao Taka, Professor, Reitaku
    University
    Vivienne K. Tan, Chairperson
    and Co-founder, Entrepreneurs
    School of Asia
    Hyung-Cheol Kim, Professor,
    Yonsei University
    Session 2
    Skills Development
    through Social
    Partnerships
    Chair - Won-Duck Lee,
    President, Korea Research
    Institute for Vocational Education
    &Training
    Thomas A. Kochan, Professor,
    Work and Employment Relations,
    MIT Sloan School of Management
    Harry C. Katz, Dean, ILR School,
    Cornell University
    Hyo-Soo Lee, Professor,
    Economics & Employment
    Relations, Yeungnam University
    Session 2
    Korea, the Middle East and
    Africa-International HR Meeting
    Chair - Gun-Woo Park ,
    President, Kyung Hee Cyber University
    Jaber ASFOUR ,
    Secretary General of the Egyptian
    Supreme council for Culture
    Al Monji Bousnina, Director
    General, ALECSO(The Arab
    League Educational Cultural and
    Scientific Organization), Tunisia
    Ayoub M. A. Kazim, Executive
    Director, Dubai Knowledge Village
    Abd Dhiyab Al Ajili, Minister,
    Ministy of Higher Education
    Mohammed Yousif Abdallah,
    Minister, Ministy of culture Youth
    &Sports
    10:00-10:30 Coffee Break
    [ Special Lecture for CEO and CFO ]
    Rare Disasters and the Asset Market in the 20th Century
    Robert Barro, Professor, Harvard University
    Chair - In-Jun Kim, Professor, Seoul National University
    Discussant - Young-Cheol Park, Professor, Seoul National University
    08:30-10:00
    07:00-08:20
    Track A
    Innovation in Higher
    Education
    (Grand Ballroom III)
    Track B
    Innovative Talent Strategies
    in Global Enterprises
    (Grand Ballroom I)
    Track C
    National HR Strategies for
    Sustainable Development
    (Grand Ballroom II)
    Special Track
    Trans-National and Cross-
    Sectoral Dialogue on HR
    (Orchid Room)
    Session 3
    The Role of HEIs in
    Lifelong Learning
    Chair -
    Hyun-Chong Lee, President,
    Honam University
    Hans G. Schuetze, Professor,
    Centre for Policy Studies in
    Higher Education and Training.
    University of British Columbia
    Richard Yelland, Head,
    The Education Management and
    Infrastructure Division in the
    Directoral Education(OECD)
    Dae-Bong Kwon, Professor,
    The Graduate School of
    Education, Korea University
    Session 3
    Talent Attraction and
    Retention in the Asia-
    Pacific Region
    Chair -
    Cheewei Kwan, Director,
    Watson Wyatt
    Tom Vines, Vice President,
    HR AP, IBM
    Chris Dixon, Regional Head CoE
    Talent & Leadership Development,
    ABN Amro Bank
    Richard Pibworth, Senior
    Manager, Samsung Electronics
    Discussant - Kuk-Kil Kim,
    President, KK Consulting
    Session 3
    Financing Mechanism
    of Education and
    Training
    Chair -
    Jung-Taik Hyun, President,
    Korea Development Institute
    Harry Anthony Patrinos,
    Lead Education Economist,
    The World Bank
    Nicholas Barr, Professor,
    London School of Economics
    Miguel Palacios,
    HAAS School of Business
    Administration, University of
    California at Berkeley
    Discussant - Young Lee,
    Professor, Hanyang University
    Session 3
    Creative Talent
    development in the Culture
    Industry
    Chair - Jang-Woo Lee,
    Professor, Kyungpook National
    University
    Chris Bilton, Professor,
    University of Warwick
    Hajime Taniguchi,
    Executive Director, AVEX
    International Strategy & IP Strategy
    Seung-Hwan Song, Chairman,
    PMC Production
    Soo-Man Lee, Chairman,
    S.M. Entertainment Co.,Ltd.
    Discussant -
    Soo-Hyung Lee, President,
    Chungkang College of Cultural
    Industries
    Gee-Hwan Sul Vice President,
    Korea Culture & Content Agency
    07:00-08:30 Registration & Coffee
    Time Day 3- 25. OCT (Thur)
    Session 4
    The Strategic Initiatives of
    Regional Universities to
    Lead Regional Innovation
    Chair -
    Kyung-Ho Lee,
    President, Inje University
    Ewert Bengtsson,
    Vice Chancellor, Uppsala University
    Song Wu, Vice President,
    Shanghai University
    Do-Hwa Lee, Professor,
    Research Institute of Industrial
    Management, Inje University
    15:30-17:00
    10:30-12:00
    13:30-15:00
    Session 6
    Assessment and
    Recognition of
    Education and Training
    Chair - Chon-Sun Ihm,
    Professor, Sejong University
    Jens Bjornavold,
    Project Manager, CEDEFOP
    (European Centre for the
    Development of Vocational
    Training)
    Alberto Rodriguez,
    Lead Education Specialist,
    The World Bank
    Jeong-Yoon Cho, Research
    Fellow, Korea Research
    Institute for Vocational
    Education and Training
    Session 6
    HR Strategy through Mobility:
    Role of Staffing Services in
    Global HR Strategy
    Chair - Sung-il Nam, Dean,
    School of Economics, Sogang University
    David Arkless, Senior Vice-President,
    Manpower Inc.
    Adele M. Yeargen, Director, Global
    Mobility Service, Hewitt Associates
    Reiji Ohtaki, Managing Director,
    Hay Group Asia
    Session 6
    Innovation of
    Universities
    Chair -
    In-Sik Nam,
    Professor, POSTECH
    Burkhard Rauhut, President,
    Achen University of
    Technology(RWTH)
    M.S. Ananth, Director,
    Indian Institute of Technology
    Madras
    Doo-Hee Lee, President, APAIE
    Session 5
    Future Universities and
    New HR Discipline
    Chair -
    Unna Huh,
    President, Information and
    Communications University
    Pierre-Alain SCHIEB,
    Head of OECD Futures Projects
    Fabienne Goux-Baudiment,
    Director, ProGective, President of
    World Future Studies Federation
    Discussant - Youngsook Park
    Chair, Millennium Project Korea,
    WFUNA
    Session 5
    Going Global : The People
    Dimension of Organizational
    Transformation
    Chair -
    Jong-Tae Choi, Dean,
    Graduate School of Industry and
    Business Management (Dankook
    University)
    Dick Kleinert, Principal, Deloitte
    Kent Lockart, Director,
    Executive Development,
    The Walt Disney Company
    Young-Soon Kim, CEO, Credu
    Discussant - Doo-Soo Lee
    President, Dong-A Human Resources
    Development Inst
    Session 4
    The Return on Investment
    for Human Capital-
    ABusiness Asset
    Chair -
    Harry Anthony Patrinos,
    Senior Economist, The World Bank
    Mark Woodhouse, Operations
    Director, Saratoga,
    PricewaterhouseCoopers
    Don Cooper William,
    Executive Director, SAS Institute Inc.
    Seoung-Cheol Lee, Vice President,
    Human Resource Strategy Team, KT
    Discussant - Kwang-Ho Kim,
    Managing Director, Samil
    PricewaterhouseCoopers
    Session 4
    University-Industry
    Partnership for
    Engineering Education
    Chair -
    Chang Kyung Kim,
    Professor, Hanyang University
    Yamamoto Seiji, Group Leader,
    Science and Technology Policy
    Group.
    Mitsubishi Research Institute, Inc.
    Elaine Chapman-Moore,
    Manager, PACE Partnerships,
    General Motors Corp.
    Hyun-Soo Kim, Research Fellow,
    Korea Research Institute for
    Vocational Education and Training
    12:00-13:30 Lunch (hosted by the Ministry of Science and Technology)
    Session 5
    Just-in-time Learning
    and Collective
    Intelligence
    Chair -
    Jerome C. Glenn,
    Director, The Millennium
    Project, World Federation of
    United Nations Associations
    Oliver Sparrow, Director,
    Challenge Network
    Jack Park, Research Scientist,
    SRI International
    Jean-Francois Noubel,
    Founder & President,
    TheTransitioner
    15:00-15:30 Coffee Break
    Session 4
    Training and
    Leveraging Future Key
    Science & Technology
    Workforce
    Chair - Nam-Pyo Suh,
    President, Korea Advanced
    Institute of Science and
    Technology
    Luc Soete, Director,
    United Nations University
    Yrj Sotamaa, President,
    University of Art and Design
    Helsinki (UIAH)
    Sung-Mo Steve Kang,
    Chancellor, University of
    California, Merced
    Discussant - Se-Jung Oh,
    Dean, College of Natural
    Sciences, Seoul National
    University
    Session 5
    Mutual Understanding
    Improvement and Trust Building
    through the Exchange of HR
    Chair - Jong Yil Ra, President,
    Woosuk University
    Rabah Hadid Ambassador,
    Embassy of Algeria
    Peter Rowe Ambassador, Embassy
    of Australia
    Kircho Atanasov Deputy Minister
    of Education and Science, Bulgaria
    Tomas Smetanka Ambassador,
    Embassy of the Czech Republic
    Mohamed Reda Kamel El Taify
    Ambassador, Embassy of Egypt
    Yrj Kim Luotonen Ambassador,
    Embassy of Finland
    Dulat Bakishev Ambassador,
    Embassy of Kazakhstan
    Dato' M. Santhananaban
    Ambassador, Embassy of Malaysia
    Murad Ali Ambassador, Embassy
    of Pakistan
    Session Description
    Yoshiaki Shin
    Chairman, Mitsui Sumitomo Insurance Co., Limited.
    "Establishing the fostering of human resource as the basic
    framework of SCR management
    Bill Clinton
    Former President, Tthe United States
    "The Global Economy and Challenges which will be Faced
    in the Future"
    Richard C. Holbrooke
    Vice-Chairman, Perseus LLC.
    Francis Fukuyama
    Professor, International Political Economy, Johns
    Hopkins University
    Trust and Modern Organizations
    Ben Verwaayen
    CEO, BT
    Global Talent
    Richard K. Lyons
    CLO, Goldman Sachs & Co.
    Innovation and Firm Culture
    Jerome C. Glenn
    Executive Director, The Millennium Project, WFUNA
    Developing the collective intelligence of an organization with
    "Just in Time Knowledge and Learning"
    Franz Cremer
    Manager, BMW Group
    Human Resources - Key to the BMW Group's Success
    Chow Kok Fong
    CEO, Changi International Airports
    HUMAN RESOURCE CHALLENCE FOR A GLOBAL AIRPORT
    OPERATOR
    Keynote Address I
    Keynote Address II [Chair] Dong-Sung Cho, Professor, Seoul National University
    [ Special Lecture for CEO ]
    oSuccession Planning: A Recent Trend within
    Asia-Pacific Region and Japanese Companies
    [Chair] In-Ki Joo, President, Korean Academic Society of
    Business Administration
    Katsuhiko Satoh, Executive Advisor, Ford Japan Limited
    "Succession Planning: A Recent Trend within
    Asia-Pacific Region and Japanese Companies"
    [ Special Lecture for CHO ]
    oGlobal Talent Sourcing
    [Chair] Youngsul Kwon, Managing Director, Value
    Innovation Institute
    Reiji Ohtaki, Managing Director, Hay Group Asia
    "Global Talent Sourcing"
    [ Special Lecture for CEO & CFO ]
    oRare Disasters and Asset Market
    [Chair] In-Jun Kim, Professor, Seoul National University
    Robert Barro, Professor, Harvard University
    "Inequality and Growth Revisited"
    Discussant Young-Cheol Park, Professor, Seoul National University
    October 24 09:00~10:20
    October 24 10:40~13:00
    Track A: Innovation in Higher Education
    Session A-1: Innovation in Higher Education towards Greater Diversity and Quality
    As higher education continues to expand and diversify, demand is growing for a better variety of programs. This ses-
    sion will deal with innovation in curricula and programs, such as multi-disciplinary approaches and innovative teach-
    ing-learning assessments. Speakers will analyze trends of globalization in higher education including credit recogni-
    tion, accreditation, scholar exchanges and joint curricular development. The session will also explore ways for institu-
    tional collaboration (e.g. university-university, university-business-research institute, university-business, etc.) as a
    means of creating innovative and international curricula.
    [Chair] Chang-Young Jung
    President, Yonsei University
    October 24 14:30~16:00
    Mark S. Wrighton
    Chancellor, Washington University in St. Louis
    PREPARATION OF THE NEXT GENERATION OF GLOBAL
    LEADERS: THE MCDONNELL INTERNATIONAL SCHOLARS
    ACADEMY AT WASHINGTON UNIVERSITY IN ST.LOUIS
    Barry McGaw
    Director, Melbourne Education Research Institute,
    University of Melbourne
    INNOVATION IN HIGHER EDUCATION TOWARDS GREATER
    DIVERSITY AND QUALITY
    Jamil Salmi
    Tertiary Education Coordinator, The World Bank
    Developing Countries and the Global Knowledge
    Economy: New Challenges for Tertiary Education
    Discussant
    Seung-Chul Park
    Professor, Sung Kyun Kwan University
    Session A-2: Quality Assurance and Management of Higher Education
    Increasingly, it is becoming important to ensure the quality and relevance of higher education. Demand is high for
    HEIs to provide appropriate forms of education and R&D, strengthen accountability, and develop a distinct variety of
    programs. Governments are also called upon to make a more effective approach to higher education investment. This
    session will discuss quality management of programs and human resources, and examine the latest trends and key
    issues of administrative/financial support for quality management and IT infrastructure.
    [Chair] Young-Gil Kim
    President, Handong Global University
    October 24 16:30~18:00
    Barbara Ischinger
    Director, Directorate for Education, OECD
    SOME TRENDS AND ISSUES IN HIGHER EDUCATION: AN
    OECD PERSPECTIVE
    Roger Benjamin
    President, CAE
    MEASURING INSTITUIONAL EFFECTIVENESS
    Peck Cho
    Professor, Dept. of Mechanical Engineering
    A Call for National System of Accreditation for
    Institutions of Higher Education
    Session A-3: The Role of HEIs in Lifelong Learning
    Lifelong learning has come to the light for many nation states, as they encounter rapid knowledge creation and
    struggle with social problems such as population ageing. HEIs are considered a core provider of such LLL opportuni-
    ties for adult learners, supporting their pursuit of continuous self-development. This session will discuss effective
    ways to deliver adult education and meet diverse learner needs though LLL. Key issues include: HEIs-private sector
    collaboration in developing training programs, innovation of work-to-school schemes in HEIs, recognition of prior
    learning, and best practices of LLL at HEIs.
    [Chair] Hyun-Chong Lee
    President, Honam University
    October 25 08:30~10:00
    Hans G. Schuetze
    Professor, University of British Columbia
    Higher Education and Lifelong Learners
    Richard Yelland
    Head of the Education Management and Infrastructure
    Division in the Directoral Education(OECD)
    Dae-Bong Kwon
    Professor, Korea University
    Whether or not higher education is currently an active
    participant in building the lifelong learning society in
    Korea?
    Session A-4: University-Industry Partnership for Engineering Education
    A critical issue in the labor market is the demand-supply mismatch of skilled workforce, largely due to HEIs failing to
    meet the needs of the economy. In particular, engineering schools need to develop more industrially relevant pro-
    grams based on an acute understanding of actual needs, which in turn requires more industrial participation in aca-
    demic developments. This session will discuss the roles of industries in reforming engineering education, such as joint
    curricular development, industry-university exchanges, cultivating best collaboration practices, and enhancing the
    workplace adaptability of university students.
    [Chair] Chang-Kyung Kim
    Professor, Hanyang University
    October 25 10:30~12:00
    Yamamoto Seiji
    Group Leader, Mitsubishi Research Institute, Inc.
    AN EVALUATION METHOD OF UNIVERSITY ACTIVITIES AS A
    COMMUNICATION TOOL BETWEEN INDUSTRY AND ACADEMIA
    Elaine Chapman-Moore
    Manager, PACE Partnerships, GM Corp
    Growing Design, Engineering, and Manufacturing Talent
    Globally
    Hyun-Soo Kim
    Research Fellow, Korea Research Institute for
    Vocational Education and Training
    Evaluation for the Industrial Contributions of
    Engineering Education
    Session A-5: Future Universities and New HR Discipline
    Education has been the thermodynamic engine of the progress since the nineteenth century. However, most current national edu-
    cation systems seem to be failing in responding to recent challenges posed by new technologies and globalization. It is essential
    to know more about intelligence as we already entered the society of knowledge.
    With the transition into the knowledge society, lifelong learning is becoming more important. To meet those challenges HR needs
    to be changed in radical ways. This session will discuss some of education and learning possibilities by the year 2030. It will also
    include changes in the HR discipline to meet lifelong learning demands.
    [Chair] Unna Huh
    President, Information and Communications University
    October 25 13:30~15:00
    Pierre-Alain SCHIEB
    Head of OECD Future Projects
    Lessons learned from future developments in 5 key sectors and human resources needs to 2030
    Fabienne Goux Baudiment
    Director, ProGective, President of World Future
    Studies Federation
    Universitas against University
    Discussant
    Youngsook Park
    Chair, Millennium Project Korea, WFUNA
    Session A-6: Innovation of Universities
    New technologies, freer international trade, and the increasing migration of highly educated workers are urging
    universities to compete and collaborate at the same time. Universities around the world are making strenuous efforts
    to nurture talents that possess global competency. In this session, presidents of top universities will introduce their
    experiences of innovation in fostering highly skilled talents, and discuss strategies for the sustainable development of
    HEIs.
    [Chair] In-Sik Nam,
    Professor, POSTECH
    October 25 15:30~17:00
    Burkhard Rauhut
    President, Achen University of Technology(RWTH)
    Innovation of Universities: RWTH Aachen
    M.S. Ananth
    Director, Indian Institute of Technology Madras
    Doo-Hee Lee
    President, APAIE
    An Update on Higher Education in the
    Asia-Pacific Region Presented by APAIE
    Session B-1: Business Growth through Talent Management Strategies
    In many leading enterprises, the people strategy is gaining weight, as they experience a slow down of convention-
    al competitiveness and increasingly recognize human capital as a critical factor for success.
    This session will discuss people strategies aligned with business strategies, and schemes to develop future individual
    talents and core competencies. The session will also examine cultural contexts in developing effective people strate-
    gies among different countries including the United States, Japan, Europe and Korea.
    [Chair] Joo-Hyun Kim
    President, Hyundai Research Institute
    October 24 14:30~16:00
    Tim Ringo
    Global Leader, Human Capital Management Services, IBM
    Unlocking the DNA of the adaptable workforce - Insights from
    the 2007 IBM Global Human Capital Study
    Scott G. Drach
    Human Resources Director, Boeing International
    Business Growth through Talent Management Strategies
    Session B-2: New Strategy for Sustainable Growth: Corporate Social Responsibility
    Promoted by an increased sensitivity to and awareness of environmental and ethical issues, Corporate Social
    Responsibility is highlighted. Distinguished from charitable donation, Corporate Social Responsibility (CSR) requires
    that a responsible company take into full account its impact on all stakeholders and on the environment when
    making decisions. CSR is also closely linked with the principles of Sustainable Development which argue that
    enterprises should be obliged to make decisions based not only on financial/economic factors but also on both the
    immediate and the long-term social, environmental and other consequences of their activities. This Session will share
    the experiences of advanced enterprises in beneficial relationships between business and society and provide insight
    on the new competitive factors in the future business environment from the viewpoint of CSR.
    [Chair] Oh-Su Park
    Professor, Seoul National University
    October 24 16:30~18:00
    Iwao Taka
    Professor, Reitaku University
    Corporate Social Responsibility and Challenges by Japanese
    Corporations
    Vivienne K. Tan
    Chairperson and Co-founder, Entrepreneurs School of Asia
    Hyung-Cheol Kim
    Professor, Yonsei University
    Corporate Social Responsibility in Korea: Present
    Shortcomings and Strategic Solutions
    Discussant
    Young-Ki Kim
    Vice President, LG Electronics
    Track B: Innovative Talent Strategies in Global Enterprises
    Session B-3: Talent Attraction and Retention in the Asia-Pacific Region
    expression 'War for Talent' is no more a catch phrase for just a few HR experts. Global enterprises are investing
    heavily on recruiting, training and rewarding talents so as to retain their core competencies. The Asia Pacific region,
    with its enormous growth capacity, is certainly one of the most fast developing regions in this regard. This session
    will analyze multi-national researches on success factors of talent attraction & retention. Speakers will discuss talent
    management in AP, talent identification, development, assessment and motivation, and major talent issues in Korea
    for global companies.
    [Chair] Cheewei Kwan
    Director, Watson Wyatt
    October 25 08:30~10:00
    Tom Vines
    Vice President, HR AP, IBM
    Talent Attraction and Retention in the Asia-Pacific Region
    Richard Pibworth
    Senior Manager, Samsung Electronics
    The Talent Management Strategy of Samsung Electronics
    Discussant
    Kuk-Kil Kim
    President, KK Consulting
    Chris Dixion
    Regional Head CoE Talent & Leadership Development,
    ABN Amro Bank NV
    Session B-4: The Return on Investment for Human Capital - A Business Asset
    Organizations across the globe increasingly recognize the importance of human capital, and the linkages between
    people interventions and their impact on business performance. Consequently there are multiple new demands on
    HR. Executives want to manage the workforce as a business asset, but they are also increasing the pressure on HR
    to optimize its own role and demonstrate value for money. Externally, stakeholders and investors are taking a
    greater interest in the disclosure of non-financial indicators - laying down a new challenge for HR to report on the
    human capital resource. This session provides insights into the building measurement for improved decision-making,
    ROI approaches and business-relevant human capital reporting
    [Chair] Harry Anthony Patrinos
    Senior Economist, The World Bank
    October 25 10:30~12:00
    Mark Woodhouse
    Operations Director, Saratoga, PricewaterhouseCoopers
    The Return on Investment for Human Capital - A Business
    Asset
    Don Cooper William
    Executive Director, SAS Institute Inc.
    PERFORMANCE FOR HUMAN CAPITAL MANAGEMENT
    Seoung-Cheol Lee
    Vice President, Human Resource Strategy Team, KT
    The Return on Investment for Human Capital - A
    Business Asset
    Discussant
    Kwang-Ho Kim
    Managing Director, Samil PricewaterhouseCoopers
    Session B-5: Going Global - The People Dimension of Organizational Transformation
    New business and work force challenges are making HR and people issues more visible and important than ever. People-related challenges - not
    technology, processes or strategy - are often the most significant barriers to effective organizational transformation. This session will discuss global
    trends in structural transformation, related people and organizational challenges and some practical, proactive solutions to enhance organizational
    performance. Specific topics will include: Current global marketplace pressures (e.g., globalization, talent trends, increasing consumer power, and
    changing regulatory pressures), Related organizational transformation strategies (e.g., outsourcing, M&A, shared services), Associated human capi-
    tal challenges and Pragmatic approaches to solving select challenges.
    [Chair] Jong-Tae Choi
    Dean Graduate School of Industry and Business Management Dankook University
    October 25 13:30~15:00
    Session B-6: HR Strategy through Mobility: Role of Staffing Services in Global HR Strategy
    As the business world gets more global, and as talented workforce increases mobility, businesses face a new challenge to hunt for the best talent at the
    right time in right place for their company.Therefore, more and more companies rely on professional staffing service companies for their staffing needs.
    Speakers talk about the role of staffing services for strategic human resource management in the 21st century. Some issues which will be discussed include:
    what role and by how much does staffing industry has been playing in recent global business world (statistics and some cases), How can staffing service
    increase efficiency of HRM,What is the prospect of staffing industry (placement, temporary help, training, employee leasing, outplacement, etc), and What
    would be the best techniques for successful integration of HRM and staffing service.
    [Chair] Sung-il Nam,
    Dean, School of Economics Sogang University
    October 25 15:30~17:00
    David Arkless
    Senior Vice-President, Manpower Inc
    HR Strategy through Mobility - Role of Staffing Services in
    Global HR Strategy
    Adele M. Yeargan
    Director, Global Mobility Service, Hewitt Associates
    WHY GLOBAL MOBILITY NEEDS TO BE STRATEGIC WITHIN
    WORKFORCE MANAGEMENT
    Reiji Ohtaki
    Managing Director, Hay Group Asia
    Global Trend in Talent Management
    Dick Kleinert
    Principal, Deloitte
    Going Global: The People Dimension of Organizational
    Transformation
    Kent Lockart
    Director, Executive Development,
    The Walt Disney Company
    Joint Presentation with Dick Kleinert
    Young-Soon Kim
    CEO, Credu
    Going Global: The People Dimension of Organizational
    Transformation
    Discussant
    Doo-Soo Lee
    President, Dong-A Human Resources Development Inst
    Track C: National HR Strategies for Sustainable Development
    Session C-1: Globalization, Foreign workers, and the Impact on Homogenous countries
    [Chair] Yun-Won Hwang
    Vice President, Joongang University
    October 24 14:30~16:00
    Stephen Castles
    Professor, University of Oxford
    Will Labour Migration lead to a Multicultural Society in
    Korea?
    Philip Martin
    Labor Economist, Dept. of Agricultural and Resource
    Economics, UC-Davis
    Managing Labor Migration: A Comparative View
    Manolo Abella
    Chief Technical Adviser, Governance of Labour
    Migration Bangkok
    The globalization of the market for health professionals
    Discussant
    Hwa-Seo Park
    Professor, Myongji University
    Session C-2: Skills Development through Social Partnerships
    Skills development in today's globalized world requires effective social partnerships. Governments need to work
    with workers and employers to develop win-win strategies that improve the skills of workers, increase the
    productivity of enterprises, and improve national competitiveness. This session will examine the roles and r
    esponsibilities of the public and private sectors in skills development, various types of partnerships among
    stakeholders, national policies to create effective partnerships, and good practices of labor-management
    cooperation for skills development.
    [Chair] Won-Duck Lee
    President, Korea Research Institute for Vocational Education & Training
    October 24 16:30~18:00
    Thomas A. Kochan
    Professor, Work and Employment Relations,
    MIT Sloan School of Management
    Skill Development through Social Partnerships
    Harry C . Katz
    Dean, ILR School, Cornell University
    Skills Development through Social Partnerships
    Hyo-Soo Lee
    Professor, Economics & Employment Relations,
    Yeungnam University
    RESAP Model: RHRD Partnerships for Innovation,
    Competitiveness and Social Inclusion
    Korea has been maintained its identity as a homogenous country for a very long time. However, the aging
    population, the reluctant natives to take up jobs in 3 D(Dirty, Dangerous, Difficult) sectors, and the immigration
    pressure created by the wage difference to surrounding developing countries led Korea to start its foreign workers
    program in 1991. In 2007, Korea is launching the permanent residence program for semi-skilled workers to fill
    increasing shortage of labour. In the meanwhile, the international marriages between Koreans and foreigners are the
    phenomenon of this decade which shocks Koreans whose founding myth has been primordial and homogenous.
    Now the population of foreign origin in Korea is reaching 1 million and it is talking about multicultural and
    multi-racial society.
    Session C-3: Financing Mechanism of Higher Education and Training
    Securing and efficiently allocating financial resources are crucial to the success of governmental HRD efforts.
    Demands are high for a new approach to HRD investment, implying the need to take a fresh look at such questions
    as: 'Who will bear the costs of education and training, to what extent?'; 'How will funds be allocated and spent?'
    and 'How can the outcomes of investment be measured?'. This session will deal with alternative ways to secure
    funds for lifelong education, financially support individual training, and evaluate ROI (e.g. improvements in profitabil-
    ity, employment rates, etc.).
    [Chair] Jung-Taik Hyun
    President, Korea Development Institute
    October 25 08:30~10:00
    Harry Anthony Patrinos
    Lead Education Economist, The World Bank
    Financing Lifelong Learning
    Nicholas Barr
    Professor, London School of Economics
    Financing higher education: lessons from economic theory
    and international experience
    Miguel Palacios
    HAAS School of Business Administration, University
    of California at Berkeley
    Financing Education using Human Capital Contracts:
    Recent Experience from the Field
    Discussant
    Young Lee
    Professor, Hanyang University
    Session C-4: Training and Leveraging Future Science & Technology Workforce
    Globalization and IT omnipresence have accelerated our access to information, which in turn necessitates a work-
    force capable of effectively absorbing and utilizing new knowledge and technology. In particular, HRD in the science
    and technology sector holds significance for a nation's sustainable development. This session will discuss ways to
    develop a select group of workers who will lead a country's future key industries. Discussion will also cover the glob-
    al sourcing of scientists, and the training of global leaders in multi-disciplinary sectors and workers with scientific
    expertise.
    [Chair] Nam-Pyo Suh
    President, Korea Advanced Institute of Science and Technology
    October 25 10:30~12:00
    Luc Soete
    Director, The United Nations University
    21st Century challenges to national HR strategies: Lessons
    from Europe
    Yrj Sotamaa
    President, University of Art and Design Helsinki (UIAH)
    CULTIVATING MULTI-DISIPLINARY KNOW-HOW
    -The Innovation University
    Sung-MoSteveKang
    Chancellor, University of California, Merceda
    Developing Traits for 21st Century High Technology
    Leadership
    Discussant
    Se-Jung Oh
    Dean, College of Natural Sciences,
    Seoul National University
    Session C-5: Just- in- time Learning and Collective Intelligence
    [Chair] Jerome C. Glenn
    Director, The Millennium Project, World Federation of United Nations Associations
    October 25 13:30~15:00
    Oliver Sparrow
    Director, Challenge Network
    Just-in-time Learning and Collective Intelligence
    Jack Park
    Research Scientist, SRI International
    "Just In Time Learning: A Tool-builder's Perspective
    Jean-Francois Noubel
    Founder & President, TheTransitioner
    The role of architectures in human resource
    management
    Session C-6: Assessment and Recognition of Education and Training
    While economic integration facilitates labor mobility, there still exist obstacles and dilemmas, such as the fact that
    even though mobility is encouraged for several reasons, education and training yet remain national responsibilities.
    Principles for cooperation are thus required, including 'transparency of qualifications and qualifying structures' and
    'mutual trust and acceptance of certain minimum standards'. This session will discuss the principles, mechanisms and
    instruments that exist in the European Union for the assessment and recognition of education, and explore current
    and possible future developments in Asia.
    [Chair] Chon-Sun Ihm
    Professor, Sejong University
    October 25 15:30~17:00
    Jens Bjornavold
    Project Manager, European Centre for the Development
    of Vocational Training (CEDEFOP)
    The European Qualifications Framework and its potential
    impact on lifelong learning policies and practises
    Alberto Rodriguez
    Lead Education Specialist, The World Bank
    Human Capital and Innovation: Key Contributors in the Growth
    Agenda
    Jeong-Yoon Cho
    Research Fellow, Korea Research Institute for
    Vocational Education and Training
    Assessment and Recognition of Education and Training
    With the emergence of ubiquitous computing and lifelong learning, rote learning has diminished in importance and
    'just in time knowledge' has become the norm. Reasoning and problem solving skills have gained significance,
    along with learning strategies that form the core of public education systems. This session will review the national
    goals set by several nation states to improve collective intelligence by 2030, which includes schemes to improve
    individual intelligence and memory retention, increase the attention span, enhance visual acuity and develop
    hand/eye coordination.
    Session S-1: The Efficiency of Transnational Ethnic Networks
    The transnational ethnic network is said to be a globalization force from below counterbalancing the globaliza-
    tion from above by the public institutions such as the international organization, the super powers, and the multi-
    national corporations. The people of the same language, the history, and the ethnic identity move their man-power,
    capital, and technologies efficiently and quickly through the network transcending the limits of nation-states' bound-
    aries. The estimated number of the ethnic Koreans living overseas is around 7 million mostly concentrated in 4 super-
    powers surrounding Korean peninsula, the US, Japan, CIS and China. The Korean transnational network is becoming
    more developed and influential as the medium of trade, politics, and more. And its impact on Korean peninsula
    grows stronger in every respect including as the source of human resources, capital, and technologies.
    [Chair] Yeon-Seob Ha
    Dean, Office of International Affairs, Yonsei University
    October 24 14:30~16:00
    Session S-2: Korea, the Middle East and Africa - International HR Meeting
    October 24 16:30~18:00
    Joaquin Beltran-Antolin
    Professor, University of Barcelona
    ASIAN TRANSNATIONALISM IN WEST EUROPE. A BORDER
    APPROACH
    Sang-Dae Hahn
    Professor, Myongji University
    The Trans-national Korean network
    Shinji Yamashita
    Professor, University of Tokyo
    Transnational Human Flows from and to Japan in the
    Age of Global Migration
    [Chair] Gun-Woo Park
    President, Kyung Hee Cyber University
    Jaber ASFOUR
    Secretary General of the Egyptian Supreme council for
    Culture
    Al Monji Bousnina
    Director General, ALECSO(The Arab League Educational
    Cultural and Scientific Organization), Tunisia
    Ayoub M. A. Kazim
    Executive Director, Dubai Knowledge Village
    Role of Internationalization of Higher Education in today's
    Globalized World - Dubai Case Study
    Abd Dhiyab Al Ajili
    Ministry of Higher Education
    Mohammed Yousif Abdallah
    Minister, Ministry of Culture, Youth & Sports
    Special Track: Trans-National and Cross-Sectoral Dialogue on HR
    Session S-3: Creative Talent Development in the Culture Industry
    [Chair] Jang-Woo Lee
    Professor, Kyungpook National University
    October 25 08:30~10:00
    Chris Bilton
    Professor, University of Warwick
    Hajime Taniguchi
    Executive Director, AVEX International Strategy & IP
    Strategy
    Discussant
    Soo-Hyung Lee
    President, Chungkang College of Cultural Industries
    Seung-Hwan Song
    Chairman, PMC Production
    Soo-Man Lee
    Chairman, S.M. Entertainment Co.,Ltd.
    Gee-Hwan Sul
    Vice President,
    Korea Culture & Content Agency
    The 21st century has seen a great surge of culture content industries. When considering that this will be
    one of the most competitive and prospering fields of work in the future, we need strategies to develop cre-
    ative talents not only in arts but also in arts management and marketing. Thus, based on extensive collabo-
    ration with the industrial sector, the government must set up a mid- to long-term plan and build infrastruc-
    ture for the development of creative human resources. This session will introduce how the U.K. successfully
    developed creative talents through public-private sector collaboration, and how such creative industries
    have given birth to the so-called "2nd industrial revolution". Representative companies of Korea and
    Japan will share their experience in the industry, including AVEX, PMC and SM Entertainment. Speakers will
    also discuss government measures and future directions for the development of creative cultural talents.
    [Chair] Jong Yil Ra
    President, Woosuk University
    October 25 13:30~15:00
    Rabah Hadid
    Ambassador,
    Embassy of Algeria
    Tomas Smetanka,
    Ambassador, Embassy of the
    Czech Republic
    Dulat Bakishev
    Ambassador,
    Embassy of Kazakhstan
    Dato' M. Santhananaban
    Ambassador,
    Embassy of Malaysia
    Murad Ali
    Ambassador,
    Embassy of Pakistan
    Mohamed Reda El Taify
    Ambassador,
    Embassy of Egypt
    Yrj Kim Luotonen
    Ambassador,
    Embassy of Finland
    Peter Rowe
    Ambassador,
    Embassy of Australia
    Kircho Atanassov
    Deputy Minister of Education
    and Science, Bulgaria
    Session S-4: The Strategic Initiatives of Regional Universities to Lead Regional Innovation
    In this age of information and globalization, the landscape of global economy has greatly changed, prompting businesses to require differ-
    ent kinds of workforce.The companies competing in a global scope now want the talents who have high adaptabilities in the field setting
    with information and global competency. Confronting such demands from industries, major universities across the world have shown the
    various strategic initiatives which would change conventional paradigm of higher education. Specifically they have put a lot of efforts to
    contribute to "globalize" their regions by developing the talents with information and global competency. In this session, we will share the
    experiences of 3 universities of Korea, Sweden, and China, and draw the implications to further globalize HRD in the future.
    [Chair] Kyung-Ho Lee
    President, Inje Univerdity
    October 25 10:30~12:00
    Ewert Bengtsson
    Vice Chancellor, Uppsala University
    The biotech industry in the Uppsala region - result of aca-
    demic research and private entrepreneurship
    Song Wu
    Vice President, Shanghai University
    Research-oriented University and Postgraduate Education
    Do-Hwa Lee
    Professor, Inje University
    Session S-5: Mutual Understanding Improvement and Trust Building through the Exchange of HR
    The co-existence and co-prosperity of humankind largely depend on the endeavors of nation states to promote mutual understanding and
    build trust in one another. In particular, enhancing understanding on different traditions and cultures through the exchange of human
    resources may serve as a shortcut to resolving and preventing conflicts. In this session, foreign Ambassadors to Korea will take turns in identi-
    fying and reviewing current issues of human resources development, and discuss viable solutions for common challenges through the
    exchange of global talents. The session will also allow venue for the Ambassadors to provide answers and insights to Korean youths attend-
    ing the discussion, on various subjects of international interest.
    19:00-2100

    10.23.()
    14:30-16:00

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    Keynote Speech-1
    Bill Clinton

    Occupation - Former President of the United States
    Professional
    History
    The forty-second President of the United States, serving from 1993 to
    2001. Before his presidency, Clinton served nearly twelve years as
    the 50th and 52nd Governor of Arkansas. He was the third-youngest
    person to serve as president, behind Theodore Roosevelt and John F.
    Kennedy, and is known as the first baby boomer president.
    Since leaving office, Clinton has been involved in public speaking
    and humanitarian work. He created the William J. Clinton Foundation
    to promote and address international causes, such as treatment and
    prevention of HIV/AIDS and global warming
    Educational Background
    & Publication Records
    l Edmund A. Walsh School of Foreign Service at Georgetown
    University,Bachelor of Science in Foreign Service (B.S.F.S.)
    in 1968
    l University College, Oxford
    l Yale Law School- Juris Doctor degree in 1973



    Keynote Speech-2
    Richard C. Holbrooke

    Occupation - Vice-Chairman, Perseus LLC., USA
    Professional
    History
    Richard Charles Albert Holbrooke (born April 24, 1941) is an
    American diplomat, magazine editor, author, Peace Corps official,
    and investment banker. He is also the only person to have held the
    Assistant Secretary of State position for two different regions of the
    world (Asia and Europe).

    From 1993-1994, he was U.S. Ambassador to Germany. Although
    long well-known in diplomatic and journalistic circles, Holbrooke
    achieved great public prominence only when he brokered a peace
    agreement among the warring factions in Bosnia that led to the
    signing of the Dayton Peace Accords, in 1995. Nevertheless, he lost
    to Madeleine Albright in 1997 when Bill Clinton chose a replacement
    for Warren Christopher as Secretary of State. Albright was a good
    friend of then-First Lady Hillary Clinton. From 1999-2001,
    Holbrooke served as U.S. Ambassador to the United Nations.

    He was an advisor to the Presidential campaign of Sen. John Kerry
    (D-MA) in 2004. In 2006, Holbrooke joined the Presidential
    campaign of Sen. Hillary Clinton (D-NY) and has become a top
    foreign policy advisor; Holbrooke's name is often referred when
    speaking of Secretary of State in a Democratic administration and is
    likely to be contender for the position.

    Perhaps more hawkish than most Democrats, Holbrooke has a very
    aggressive style that some find off-putting. Others find him an
    effective, hard-nosed negotiator.
    Educational Background
    & Publication Records






    Keynote Speech-2
    (Richard C. Holbrooke)

    Occupation - (Perseus LLC., USA) .
    Professional
    History
    (Richard Charles Albert
    Holbrooke) ) (1941 4 24 ) ,
    , , (Peace Corps)
    . (
    )

    1993 1994 .

    , (Holbrooke) 1995

    .
    , 1997

    . 1999 2001 ( Holbrooke)
    UN .

    2004 (D-
    MA) . 2006 , (Holbrooke)
    (D-NY)
    .
    (Holbrooke)



    (Holbrooke) .

    .
    Educational Background
    & Publication Records






    Keynote Speech-3
    Francis Fukuyama

    Occupation - Bernard L. Schwartz Professor, International Political Economy at
    the Paul H. Nitze School of Advanced International Studies (SAIS)
    of Johns Hopkins University
    - Director, SAIS International Development program.
    Professional
    History
    Dr. Fukuyama has written widely on issues relating to questions
    concerning democratization and international political economy. His
    book, The End of History and the Last Man, was published by Free
    Press in 1992 and has appeared in over twenty foreign editions. He is
    also the author of Trust: The Social Virtues and the Creation of
    Prosperity (1995), The Great Disruption: Human Nature and the
    Reconstitution of Social Order (1999), Our Posthuman Future:
    Consequences of the Biotechnology Revolution (2002), and State-
    Building: Governance and World Order in the 21st Century, (2004).
    His most recent book is America at the Crossroads: Democracy,
    Power, and the Neoconservative Legacy, published by Yale
    University Press in the spring of 2006.

    Francis Fukuyama was born on October 27, 1952, in Chicago. He
    received his B.A. from Cornell University in classics, and his Ph.D.
    from Harvard in Political Science. He was a member of the Political
    Science Department of the RAND Corporation from 1979-1980, then
    again from 1983-89, and from 1995-96. In 1981-82 and in 1989 he
    was a member of the Policy Planning Staff of the US Department of
    State, the first time as a regular member specializing in Middle East
    affairs, and then as Deputy Director for European political-military
    affairs. In 1981-82 he was also a member of the US delegation to the
    Egyptian-Israeli talks on Palestinian autonomy. From 1996-2000 he
    was Omer L. and Nancy Hirst Professor of Public Policy at the
    School of Public Policy at George Mason University. He served as a
    member of the Presidents Council on Bioethics from 2001-2004.

    Dr. Fukuyama is chairman of the editorial board of a new magazine,
    The American Interest, which he helped to found in 2005. He holds
    an honorary doctorate from Connecticut College and Doane College,
    and is a member of advisory boards for the National Endowment for
    Democracy (NED), the Journal of Democracy, and The New
    America Foundation. As an NED board member, he is responsible
    for oversight of the Endowments Middle East programs. He is a
    member of the American Political Science Association, the Council
    on Foreign Relations, and the Global Business Network. He is
    married to Laura Holmgren and has three children.
    Educational Background
    & Publication Records


    Trust and Modern Organizations

    Francis Fukuyama
    Bernard Schwartz Professor of International Political Economy,
    John Hopkins University

    Trust is a byproduct of social capital, a third form of capital besides physical and human capital that reflects
    the ability of people to work with one another based on informal shared norms and values. It does not
    replace formal organization, but supplements it as a kind of social lubricant that reduces transaction costs and
    increases the flow of information. Trust often arises out of a societys broader culture, and is embedded in
    different types of social organization in different societies. In China, traditionally, trust has been anchored
    in family and personal relationships rather than formal organization. The reverse was true of Japan, which
    shifted to large professional management hierarchies relatively early in its development history.
    The nature of authority has been changing rapidly in modern organizations. The classic early twentieth
    century organization was the Ford Motor Company that was organized along Taylorite lines. This military-
    style hierarchy had no room or use for trust; incentives were all set individually, based on simple rewards and
    punishments for behavior. This form of organization has been increasingly displaced over the past
    generation by flat organizations, virtual (outsourced) companies, or even networks without a central source
    of authority. These types of organization inherently require higher levels of trust because they depend on
    employees at lower levels of the organization, or outside the organization altogether, making autonomous
    decisions on their own. Controls are internalthe result of norms and trainingsrather than externally
    imposed.
    The implications of this shift for human resource management are several. The reason it has occurred is
    because of (1) the importance of local knowledge; (2) a more highly educated work force; and (3) the need to
    serve better educated and more affluent customers. Managers have to look carefully to sources of
    interpersonal trust; they are never fully replaced by formal organization. Trust is ultimately rooted in
    shared values and culture, and thus varies across societies and groups within societies. But it is also
    something that can be created on the micro level of organizations through appropriate socialization.
    Trust, however, is not always a good thing. Under certain circumstances, trust becomes a liability when it
    leads to cronyism, corruption, or inbred organizations that are impervious to new ideas. It is often deviant
    individuals who stand at the intersection of trust networks that serve as conduits for new ideas and
    information. Organizations, too, benefit from informal networks and ties across organizational boundaries.
    Hierarchies often try to suppress these ties, but they are important for the health of the larger organization.
    In the end, there is no optimal degree of trust within an organization. All organizations need some minimal
    level of trust, but they also need accountability. In some cases organizations that are too tightly bonded
    cannot be fixed; they can only be bypassed or dismantled and replaced by new ones. The best organizations
    do not cultivate a single level of trust, but cycle between periods of high trust and periods of accountability.
    This means, as well, that in the selection and cultivation of human resources, there is no optimal balance
    between culture and diversity.


    Keynote Speech-3
    (Francis Fukuyama)

    Occupation -
    -SAIS
    Professional
    History
    1952 10 27 .

    .
    1979 1980 RAND
    1979-1980, 1983-89, 1995-96
    . 1981-82
    1989
    -
    . 1981-82
    - .
    1996-2000
    L. .
    2001 2004
    . 2005
    ' ' .


    (the National Endowment for Democracy, NED)
    . (Journal of
    Democracy) (The New America
    Foundation) . NED
    .
    .
    .
    Educational Background
    & Publication Records

    .
    1992 (The End of History and
    the Last Man) 20
    . :
    (Trust: The Social Virtues and the Creation
    of Prosperity, 1995), :
    (The Great Disruption: Human Nature and the
    Reconstitution of Social Order, 1999), :
    (Our Posthuman Future:
    Consequences of the Biotechnology Revolution, 2002),
    : 21 (State-Building: Governance
    and World Order in the 21st Century, 2004).
    2006 :
    , , (America at the
    Crossroads: Democracy, Power, and the Neoconservative
    Legacy).







    3 .

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    .

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    .



    Keynote Speech-4
    Yoshiaki Shin

    Occupation - Chairman, Mitsui Sumitomo Insurance Co., Limited, Japan
    Professional
    History
    Mr. Shin entered The Sumitomo Marine and Fire Insurance Co., Ltd.
    After he carried out his carrier in Fire & Casualty Underwriting
    Dept., the Hong Kong subsidiary and as General Manager of Second
    Production Dept. of Osaka Head Office, he was inaugurated as
    Director, General Manager of Secretariat & Corporate Planning Dept.
    in 1995. He took charge of Secretariat when the company drafted the
    "Statement of Environmental Commitment by the Insurance
    Industry". (Sumitomo Marine and Fire Insurance was elected as a
    member of UNEP Insurance Industry Initiative(III) Steering
    Committee in 1997).

    Mr. Shin was inaugurated as Managing Director in 1999. In October,
    2001, when Sumitomo Marine and Fire Insurance merged with The
    Mitsui Marine & Fire Insurance Co., Ltd. and started as Mitsui
    Sumitomo Insurance Co., Ltd., he was inaugurated as Managing
    Director, Managing Executive Officer. Mr. Shin was inaugurated as
    Senior Managing Director, Senior Executive Officer in June, 2002.
    He is in charge of the International Dept. from June, 2003.

    Mr. Shin is a member of UNEP Insurance Industry Initiative (III)
    Steering Committee.
    Educational Background
    & Publication Records
    Mr. Shin has received a bachelor's degree in economics from Kyushu
    University, Japan in 1968.

    Establishing the fostering of human resource as the basic framework of SCR
    management

    Yoshiaki Shin
    Chairman, Mitsui Sumitomo Insurance Co., Limited, Japan

    1. The continuous development of corporation and talented human resource
    In Japan, some unfavorable incidents in the quality of products and services are recurring, which is
    drawing the attention of the customers. Also, the Law on the transaction of financial products, which
    stipulates the rules for protecting the users of financial products are now established, requiring various
    responsibilities to the provider.

    In order to continuously grow under this environment, it is necessary to continuously improve the quality
    of products and services provided to the customers according to the social requirements.

    What decides the quality of products and services is the quality provided by the employees.

    Especially, as insurance of financial services are intangible, the convincibility, attractiveness, power of
    each individual or dealers explaining to the customers are the significant means. In the perspective of the
    customers or the community, the employee or the dealer confronting them are the individuals who directly
    present the quality of a company. The relationship between the insurance company and a customer is not a
    one-time transaction, but a business model which continuity is important. Hence, it is impossible for a
    company without quality improvement to grow.

    Therefore it is needed to acquire a large pool of top talented human resources for a company to improve
    competitiveness and also for perpetual and stable development.

    2. The management strategy of MSIG
    (1) Background for establishing New Challenge 10
    Our company has been sentenced to administrative measures including temporal stopping of business
    operation in June last year. The main reason was the special contract of the automotive insurance and unpaid
    medical insurance fees. Moreover, the calculation error in calculating the fire insurance fee was also
    disclosed. This also happened in other insurance companies, which created distrust among the customers in
    Japan.

    I would like to explain why we have ended up in such situation and what values we have reassured in
    order to counteract this dilemma. This is exactly the same as the human resources strategy led by MSIG.
    Our company was established in 2001 as a result of the merger of two companies which have continued
    astonishing performance over 100 years. At the establishment, corporate philosophy has been created and
    the Charter on Acting was made in 2004 to strengthen the CSR management. The goal of the charter is to
    express CSR management by accomplishing the responsibility for the 7 types of investors.

    Along with the new insurance law, insurance liberalization and globalization, the strengthening of
    acquiring and operating insurance companies became necessary. It is no longer a domestic competition but a
    competition against global players such as AIG, AXA, Allianz etc.

    In Oct 2001, a new company was established as a result of the M&A between Mitzui Fire insurance and
    Sumimoto fire insurance. The employers and employees of the new Mitzui-Sumimoto became one and
    achieved industrys top growth rate and became the 2
    nd
    ranking insurance company. This case is known as
    the most M&A case in the financial industry and in the evaluation of the analysts.

    However, too much focus on developing new products and increasing sales led to incompleteness in
    protecting the customer interest (=customer-oriented point) as the operation framework such as paying
    insurance fee was instable.

    Our company took the administrative measure seriously and implemented on the improvement plan that
    prioritizes the interest of the customer (=customer-oriented point) and the temporal stopping of business
    operation was removed in Feb 2007.

    Having the administrative measures as evidence, the new management plan = new vision was created. The
    complaints and request by customers and dealers and the opinions of the employees will be incorporated into
    the new vision.

    In July 2006, along with the improvement of operation, the new vision was declared to all of the
    employees. In August, Renewal project which is a structure for reflecting every employees opinions was
    implemented.

    The management meeting where the chairman, president, executives in charge and employees attend
    took place in the 120 branches nationwide. Also, the site meeting at workplaces took place. Through this,
    over 1,500 advices from the frontier employees were transferred.

    The project secretariat consisting of 19 representative employees checked the advices for 5 months. By
    conference and discussion, the problems, thoughts and action plan were sought. Then the final proposal for a
    fresh new start Self-changing the culture and structure of our company was concluded.


    The mission(corporate message) that easily explains the Charter on Acting after the discussion of the
    project was born We think of each person and each thing importantly so that everyone says thank you

    (2) The location setting and basic strategy of New Challenge 10
    The basic structure of the MSIG management is that the management philosophy that stipulates the
    ultimate mission is the top priority and mentions the Charter on Acting for all employees in order to
    realize it.

    New Challenge 10 concludes what the goal is until 2010 (vision), how to realize it (strategy,
    countermeasures) and what to value the most (values).

    Realizing CSR management through improvement in quality, trust and growth is the basic strategy.
    Quality improvement is the starting point for all business activities. An easily understood product should
    be developed, explained to the customer flawlessly and sold. Also, the insurance should be paid after a fast
    and full-hearted countermeasure when an accident has occurred. This basic process should be always
    revised and be upgraded. This is Step 1.

    To solidify the customer and expanding the MSIG fans through winning customer through by
    continuous quality improvement should be implemented.

    To realize business growth through heightened customer trust. A circulating structure of investing the
    managerial resource into quality improvement should be made.

    Business growth is based on the results that took place after the time of quality improvement. Business
    growth is not a final goal but means to foster quality improvement.

    Accomplishing the responsibility of the stickholder through the circulation between Quality-Trust-
    Growth is the CSR management, goal of the MSIG.

    (3) About quality

    Quality is divided into quality taken for granted and quality for impression. When the quality of
    products is above the customer expectation of the quality taken for granted, this becomes the quality
    for impression. As the requirement and expectation of the customer are everchanging, yesterdays quality
    for impression becomes the quality taken for granted tomorrow.



    Also, the definition of quality taken for granted and quality for impression differs across era, country
    and areas. What is taken for granted in Japan may be impressive in other nations and vice versa. For
    example, the taxi doors are automatic in Japan whereas the customer has to open by himself in other
    countries. If the taxi door is not automatic in Japan, many would be complaining.

    In MSIG, the quality taken for granted is realized first and then the quality for impression is
    pursued in the perspective of the customer.

    (4) Strategy for quality improvement

    As mentioned in the introduction, the quality of the employee is especially important in the service
    industry like the insurance. That is why the growth of the employee and the dealer is significant. In other
    words,
    Self-learning and self-behavior: One can make its first growth as he himself thinks and learns
    Professionalism: When confronting customers, always be confident and proud of yourself
    Teamwork: Work cannot be done alone. Always achieve your work with teamwork through
    communication

    Also, it is important to widely reflect the voice of the stickholder in quality improvement. In MSIG,
    management process for customers voices collected are possible and implemented as the customer center
    scheme is activated. Complaints are the key factors for a company growth and we take them seriously.

    (5) Countermeasures for social responsibility, environmental protection
    Aggressively working for social responsibility and environmental protection can be one of the
    strategies for quality improvement. MSIG is in charge of activities through business and beyond business,
    providing a collaboration site for the employees and the dealers to act voluntarily.
    Corporate activities
    l Technological support for damage insurance in ASEAN nations
    l Converting product pamphlets into an audio media
    l Eco (ecology) automotive insurance, Eco-maintenance
    l Restoration project of the tropical trees in Indonesia
    Activities led by employees and dealers
    l Smile heart club in which the employees collect certain amount of fund from salary for charity
    l Matching-gift policy for donating in case of fire
    l Traffic safety movements

    (6) Business Strategy in the Group-level
    Providing the maximum value with the group integrated resources to the customers is the business
    strategy of MSIG. Having domestic damage insurance as the core business, life insurance business,
    international business, financial service business and risk-related business should be successful in a
    balanced way and thereby attain the group core profit of 100 billion yen in the year 2010. Especially
    international business has high potential and investing resources in this sector is also to be done.

    The percentage of local business in the MSIGs portfolio has increase and the number of foreign
    employees has also rapidly increased (among 24,000 employees, 6,000 are foreigners)

    MSIG will contribute to the society as long-term employment and employee training due to globalization.
    Needless to say, a global perspective is needed in HR policy.
    MSIG respects each individuals characteristics, values and culture from all over the world. MSIG fosters
    the talented human resources who will be in charge of the next-generations global management.

    (7) About HR Strategy
    MSIG thinks that an employee is an invaluable resource of a corporation and a company cannot exist
    without an excellent employee. Hence, active employee is the strategy for the New Challenge 10 with the
    following action plans:
    Foster talented HR: Support each individuals growth and self-realization
    Improve pleasure from work: Provide various options and opportunities
    Create favorable environment: Renewal of the office environment, reinforce communication system by
    checking the work process
    3 principles for global HR
    Equal, sound HR policy Respect for individuality, variety and culture learning corporate culture

    Fostering talented HR for the next-generation

    3. Corporate culture and fostering talented human resources
    MSIG is a gigantic business group composed of the Mitzui family and the Sumimoto Family that have
    existed for nearly 400 years, retaining genes of the both groups. Mitzui Family stresses the importance of
    fostering HR and Sumimoto Family focuses on the CSR management as it stresses the co-existence with the
    environment


    Hence, the MSIG corporate culture is deeply rooted in the social responsibility and protecting the earth.
    Also, corporate culture of customer-oriented thinking, Self-learning and self-acting, High values on the
    communication and teamwork are continuously promoted in the Renewal project.
    It is essential to contribute to the society by completing the responsibility of the stickholder through
    continuous change and innovation for perpetual growth. It is important to make these factors as the building
    blocks of MSIGs corporate activities.
    Training the corporate culture is exactly the same as fostering the human resources. Corporate culture
    fosters individuals and those individuals contribute to the society.


    Keynote Speech-4
    (Yoshiaki Shin)

    Occupation - (Mitsui Sumitomo
    Insurance Co., Limited, Japan)
    Professional
    History
    (The Sumitomo Marine and
    Fire Insurance Co., Ltd.) . (Fire
    & Casualty Underwriting Dept.), , 2
    1955
    .

    . (
    19978 UNEP (3)
    .)

    1999 , 2001 10

    , .
    2002 6
    . 2003 6 .

    UNEP (3) .
    Educational Background
    & Publication Records
    1968 .








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    Keynote Speech-3
    (Yoshiaki Shin)


    Occupation - (Mitsui Sumitomo
    Insurance Co., Limited, Japan)
    Professional
    History
    (The Sumitomo Marine and
    Fire Insurance Co., Ltd.) . (Fire
    & Casualty Underwriting Dept.), , 2
    1955
    .

    . (
    19978 UNEP (3)
    .)

    1999 , 2001 10

    , .
    2002 6
    . 2003 6 .

    UNEP (3) .
    Educational Background
    & Publication Records
    1968 .


    Keynote Speech-5
    Ben Verwaayen

    Occupation - Chief Executive Officer, British Telecom
    Professional
    History
    Ben Verwaayen joined BT on 14 January 2002 as Chief Executive.

    Before joining BT Group, since October 1997, Ben had been with
    Lucent Technologies Inc. His position on leaving was Vice
    Chairman of the Management Board. Before this, Ben was
    Executive Vice President and Chief Operating Officer, and before
    this, Executive Vice President, International.

    Prior to Lucent, Ben was with Koninklijke PTT Nederland or KPN as
    it is more commonly known. From 1988 to 1997, Ben was
    President and Managing Director of KPN's PTT Telecom.

    From 1996 to mid-1997, Ben was Chairman of the Unisource
    European venture with Telia, Swisscom and Telefonica, and
    Chairman of AT&T/Unisource.

    Between 1975 and 1988, Ben was with ITT Nederland BV. He had
    become General Manager after enjoying a series of positions in
    business development, HR and public relations.

    Ben become a Non-Executive Director of UPS in 2005

    In 2006 he Chaired a CBI Task Force on Climate Change, leading a
    group of CEOs from some of the UKs biggest companies. The Task
    Force will agree a plan of action to reduce the carbon emissions of
    British business.
    Educational Background
    & Publication Records
    - Master's degree in law and international politics from the State
    University of Utrecht, Holland.





    Global Talent

    Ben Verwaayen
    CEO, British Telecom, UK

    "Globalisation is having a major impact on HR practises. Geography is no longer a restriction to finding
    employment. Advances in technology and changing working practices are enabling companies to source the
    best candidates from across the globe - while workers have more choice and information on companies they
    may wish to work for.
    As a consequence, there is greater competition amongst companies to attract the best talent and applicants
    need to understand they are now competing with candidates from other counties. This diversity can also
    benefit the company by bringing new perspectives. Companies should no longer be dominated by nationals
    from a single geography; instead they should reflect the diversity of the markets in which a company
    operates. "




    Keynote Speech-5
    (Ben Verwaayen)

    Occupation - (BT)
    Professional
    History
    -2002 1 14

    -BT Group 1997 10 ,


    - 1988~1997 KPN's PTT Telecom

    -1996~1997 , AT&T/Unisource

    -1975~1988 with ITT Nederland BV

    -2006 CBI
    Educational Background
    & Publication Records
    - , .




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    Keynote Speech-6
    RICHARD K. LYONS

    Occupation - Chief Learning Officer, Goldman Sachs, New York
    Professional
    History
    - Chief Learning Officer, Goldman Sachs, New York (since Nov.
    2006).
    - Acting Dean, Haas School of Business, UC Berkeley (2004-2005);
    - Chan Professor of International Business (Professor 2000-04,
    Associate Professor 1996-00, Assistant Professor 1993-96). On leave.
    - Columbia University, joint appointment in School of Business and
    School of Intl Affairs, Associate/Assistant Professor, 1987-93.
    <PROFESSIONAL ACTIVITIES>
    - Professional
    Director (Chair), Matthews Asian Funds (until joined Goldman
    Sachs)
    Director, iShares Inc. (until Goldman Sachs)
    Director, Barclays Global Investors Funds (until Goldman Sachs)
    - Administrative
    Executive Associate Dean, Haas School (Dec. 05 to Nov. 06)
    Acting Dean, Haas School (Dec. 04 to Nov. 05)
    Associate Dean for Academic Affairs, Haas School (July 04 to Dec.
    04)
    Faculty Chair, Haas School (July 04 to Dec. 04)
    Educational Background
    & Publication Records
    - PhD (Economics) Massachusetts Institute of Technology, 1987.
    Fields
    included International and Macro. Finished in three years.
    - BS (Business) University of California at Berkeley, 1982. Finance
    concentration. Finished in three and one-quarter years.
    <WORKING PAPERS>
    A New Micro Model of Exchange Rate Dynamics, with M.
    Evans, NBER Working Paper 10379, March 2004.
    An Information Approach to International Currencies, with M.
    Moore, NBER Working Paper 11220, March 2005.
    Does Intervention Alter Private Behaviour, with E. Girardin, May
    2006.

    Innovation and Firm Culture

    Richard Lyons
    CLO, Goldman, Sachs & Co. , USA

    Many firms are using organizational culture as an execution tool for innovation. Importantly, the innovation
    they seek is often not new technology or new physical products. Rather, they seek process innovation,
    organizational innovation, strategic innovation, and business model innovation. These broader forms of
    innovation are especially important for firms in service industries, investment banking being a good example.
    The cultural and organizational foundations that support these forms of innovation go far beyond managing
    R&D, patents, and other intellectual property. The foundations need to operate throughout the firm, and HR
    professionals play a central role in making them pervasive. Lyons will address the levers we have available
    for setting these foundations. He will also address how Goldman Sachs manages its culture to achieve
    innovation. He will clarify how a firm with such a strong culture and behavioral norms can at the same time
    provide room for people to innovate.


    Keynote Speech-6
    (RICHARD K. LYONS)

    Occupation -
    Professional
    History
    2006 11
    UC. (2004-2005)
    , 1987-93

    (2000-04 , 1996-00 , 1993-96
    )



    -




    -
    2005 12 2006 11
    2004 12 2005 11
    2004 7 2004 12
    2004 7 2004 12

    Educational Background
    & Publication Records
    -1987 ,
    . 3
    -1982 . ,
    3 1
    , M. , NBER
    10379, 2004 3 , M.
    , NBER 11220, 2005 3
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    Keynote Speech-7
    Franz Cremer

    Occupation - Manager, Senior Management Personnel Division, BMW Group
    Professional
    History
    10/1984 Joined BMW AG
    1989-1993 Head of department, Planning and control
    Experimental Vehicles section
    1993-1996 Head of department, Sample construction,
    equipment and late-state prototype
    construction
    1996-1998 Head of function, Process integration of
    medium and large model series
    1998-2000 Head of function, Experimental Vehicles
    2000-2004 Head of section, Technical Integration
    since 04/2004 Head of section, Human Resources
    Senior Executives
    Educational Background
    & Publication Records
    - Dipl. Wirtschaftsing. FH
    (Graduate in Business Engineering, University of Applied
    Sciences)



    Human Resources Key to the BMW Groups Success

    Franz Cremer
    Senior Vice President Human Resources Senior Executives, BMW Group

    Any organization operating on a global scale naturally seeks to recruit the most talented people from all over
    the world. Human resources help determine the success of companies in todays globally competitive
    environment. It is clear goals or targets and sustainable business success that result in retaining talented
    professionals, fostering their development within the company and encouraging them to stay. An authentic
    and tangible corporate culture plays a decisive role in this endeavor.

    BMW Group is well known as a company that offers such an authentic and tangible culture and that brings it
    to life for its customers, shareholders, associates and society as a whole. BMW Group also has a future-
    orientated HR policy which improves efficiency and associates performance. The company does not regard
    its associates as a cost factor but as a success factor. Its unique Associate and Leadership Model provides
    the foundation for a working relationship based on mutual trust. The guidelines describe requirements, thus
    providing orientation. The Associate Model applies to all BMW Group associates, irrespective of their
    responsibilities or hierarchical level. This also includes executives; for them, however, additional
    requirements apply that offer further guidance and serve as leadership evaluation standards. BMW Group
    focuses strongly on the topic leadership as well as on good HR management processes guaranteeing that staff
    needs are addressed systematically. These two elements good leadership and suitable HR management
    tools are the prerequisite for the high motivation and correspondingly high performance of associates.

    In his keynote speech, Franz Cremer, Senior Vice President Human Resources Senior Executives of BMW
    Group, is going to introduce the philosophy behind BMW Groups HR model which serves the purpose of
    retaining and fostering the most talented associates all around the world. In addition, he is going to refer to
    the future challenges to be mastered by BMW Groups human resources, such as demographic changes, the
    growing internationality of the workforce due to the increasing presence in emerging markets as well as the
    subsequent requirements for the internal HR management.


    Keynote Speech-7
    (Franz Cremer)

    Occupation - BMW
    Professional
    History
    10/1984 BMW AG
    1989-1993
    1993-1996 ,

    1996-1998 / ,

    1998-2000 ,
    2000-2004
    since 04/2004

    Educational Background
    & Publication Records
    Wirtschaftsing. FH
    ( )

    (Human Resources) - BMW


    BMW HR


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    Keynote Speech-8
    Chow Kok Fong

    Occupation - CEO, Changi Airports International, Singapore
    Professional
    History
    CAREER
    Jan 2006 to date CHANGI AIRPORTS INTERNATIONAL PTE
    LTD
    (formerly CHANGI AIRPORT MANAGEMENT AND
    PARTNERS PTE LTD)
    Chief Executive Officer. This company is a subsidiary of the Civil
    Aviation
    Authority of Singapore, the business of which is to invest, develop
    and operate airports outside Singapore.
    July 2002 to date EQUITAS CORPORATION PTE LTD
    Practised as a Chartered Arbitrator. Managing Director from July
    2002 to December 2005. Approximately 120 appointments and
    nominations as Arbitrator, Adjudicator and Mediator. Stepped down
    as MD on 1 Jan 2006, and remained as Director in order to take up
    appointment as CEO of CHAMPS (See preceding item).
    Dec 1999 to Jun 2002 CAPITALAND COMMERCIAL LTD
    Managing Director (International Division) Directs the companys
    international operations in London, Shanghai, Hong Kong and
    Tokyo. Acquired land for the development of AIG Tower in Hong
    Kong, set up
    Capitalands office in Tokyo and oversee disposal of Canary Wharf
    assets and
    a portfolio of hotels.
    July 1991- Dec 1999 CITY DEVELOPMENTS LTD Director of
    Projects, responsible for development of Groups projects in all the
    major sectors: offices, hotel, retail, residential and industrial
    properties. Developed the tallest building in Singapore (Republic
    Plaza) and responsible for more than 8,000 residential units, 1.2 mi
    sq ft of retail space and three hotel projects (1,550 rooms). 17
    International and domestic awards for
    project development.
    Educational Background
    & Publication Records
    ACADEMIC BACKGROUND
    1. B.Sc. (Building) (Hons), University of Singapore 1975. Gold
    Medallist for gaining top place in
    graduating class
    2. LL.B. (Hons), External London University 1979.
    3. Humphrey Fletcher Fellow, Fletcher School of Law and
    Diplomacy, Tufts University, Massachusetts
    (1982-1983). Completed courses in international business (Harvard
    Business School) and
    international law (Harvard Law School).
    4 M.B.A. (Distinction), University of Hull 1991 Part time. External
    Examiners Prize for gaining top
    place in the final examinations.

    HUMAN RESOURCE CHALLENCE FOR A GLOBAL AIRPORT
    OPERATOR

    CHOW Kok Fong
    CEO, Changi Airports International, Singapore

    s Aviation Industry - Asia powers on or Asia leads growth
    s Unprecedented demand on talent pool
    s Developing talent for leadership


    Keynote Speech-8
    (Chow Kok Fong)

    Occupation -
    Professional
    History

    2006 1 (CHANGI AIRPORTS
    INTERNATIONAL PTE LTD) . (
    CHANGI AIRPORT MANAGEMENT AND PARTNERS
    PTE LTD )
    ,

    .
    2002 7 EQUITAS CORPORATION PTE LTD
    . 2002 7 2005 12
    .
    120 . CHAMPS( )
    2006 1 1

    1999 12 2002 6 CAPITALAND
    COMMERCIAL LTD ( ) , ,
    , . AIG
    .
    (Canary Wharf assets) .
    1991 7 1999 12 (CITY
    DEVELOPMENTS LTD) ,
    , , ,
    .
    (Republic Plaza)
    8,000 , 1 2
    3 ( 1,550 ).
    17 .
    Educational Background
    & Publication Records

    1. 1975 . ()
    (Hons).
    2. 1979 (Hons).
    3. 1982 1983
    (Humphrey
    Fletcher Fellow, Fletcher School of Law and Diplomacy, Tufts
    University, Massachusetts) (1982-1983). (
    ) , ( )
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    Keynote Speech-9
    Jerome C. Glenn

    Occupation - Executive Director of the American Council/United Nations
    University and Director of the Millennium Project, USA
    - Co-founded and directs the Millennium Project
    Professional
    History
    - The deputy director, PfP International involved in micro-credit,
    national strategic planning, institutional design, training, and
    evaluation in economic development in Africa, Middle East, Asia, the
    Caribbean, and Latin America, founded CARINET the computer
    network in 1983 (now owned by CGNET)
    - Consulted for corporations, USAID and its contractors, World
    Bank, UNDP, UNU, UNEP, UNESCO, US Army, DOE, and several
    governments.
    Educational Background
    & Publication Records
    - BA Philosophy, American University, 1968
    - MA Teaching Social Science (Futuristic Curriculum), Antioch
    Graduate School 1971
    - EdD Futures Research, School of Education, University of
    Massachusetts candidate 1972
    - The author of over 100 future-oriented articles in such as the New
    York Times, Nikkei, ADWEEK, International Tribune, LEADERS,
    Foresight, Technological Forecasting, Futures Research Quarterly,
    The Futurist
    - Co-author of 1997 (through) 2006 State of the Future
    - Editor of Futures Research Methodology (1999 and 2003)


    Jerome Glenn
    Executive Director of the American Council/United Nations University
    and Director of the Millennium Project, USA

    Developing the collective intelligence of an organization with "just in time knowledge and learning" will be
    important for human resources development in the future. Methods for how to create such collective
    intelligence systems will be presented. Scientific knowledge of brain functioning and potentials for
    improving human intelligence are increasing very rapidly today. Examples will be shared. The emerging
    knowledge economy will require a far more intelligent and knowledge world labor force than did the
    industrial or agricultural economies. Global trends will be discussed that are leading to a more complex and
    rapidly changing world that gives rise to new challenges and opportunities for human resources development
    and management that will require increasing both individual and collective intelligence.


    Keynote Speech-9
    (Jerome C. Glenn)

    Occupation - UN
    Professional
    History
    , , , ,
    , , , ,
    PfP (Partnership for Peace)
    1983 CARINET (
    CGNET )
    UNDP, UNU, UNEP, UNESCO, US Army, DOE, USAID
    , .
    Educational Background
    & Publication Records
    1968
    1971 (
    )
    1972 ,


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    , , ,
    100
    1997-2006
    1999-2003




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    Keynote Speech-3
    (Yoshiaki Shin)


    Occupation - (Mitsui Sumitomo
    Insurance Co., Limited, Japan)
    Professional
    History
    (The Sumitomo Marine and
    Fire Insurance Co., Ltd.) . (Fire
    & Casualty Underwriting Dept.), , 2
    1955
    .

    . (
    19978 UNEP (3)
    .)

    1999 , 2001 10

    , .
    2002 6
    . 2003 6 .

    UNEP (3) .
    Educational Background
    & Publication Records
    1968 .


    Special Lecture-1
    Katsuhiko Satoh

    Occupation - Special Advisor, Ford Japan Limited
    Professional
    History
    1945 Born in Chiba,Japan
    1969 Graduated from Yokohama City University
    (BA, Commerce)
    Joined Nissan Motor Company
    1977 Studied at University of Illinois sponsored by Nissan
    (College of Business Administration)
    1980 Participated in launching Nissan Manufacturing
    Corporation USA, TN.
    1985 Manager of administration, Central Research Lab.
    1986 Manager of HR, Zama Plant
    1987 Deputy VP of Administration & HR,
    Nissan Motor Corporation in USA(Sales)
    1988 Participate in establishing Nissan Research &
    Development Inc.(Product Development)
    1992 Director of HR (Nissan WHQ)
    1995 Joined Ford Japan as director of HR
    2002 President, Ford Japan Limited
    2006 Chairman, Ford Japan Limited
    2006 Executive Advisor, Flieshman-Hillard Japan
    2007 Special Advisor, Ford Japan Limited
    Educational Background
    & Publication Records




    Succession Planning: A Recent Trend within Japanese Companies

    Katsuhiko Satoh
    Special Advisor, Ford Japan Limited
    Executive Advisor, Fleishman- Hillard Japan, Inc.

    Succession planning and other HR policies and practices, have been based on long-term employment in
    traditional Japanese companies. It is not necessary for companies to be in a rush to identify the next leaders
    of a company under long-term employment trends.

    The larger focus with respects to a Japanese management style, is on team performance versus individual
    performance.

    Additionally, the management at Japanese companies have been hesitant to use succession planning actively.
    This is because it has been perceived that publicizing peoples names is not encouraging team performance.
    Natural selection was the rule.

    When Japans economic growth was put to a halt in the early 1990s, the HR policies and practices which
    were based on long term employment were forced to change, given that the existing employment system
    worked well in a growing economy.

    Matsushita Electric Company showed a symbolic case of the change when they implemented a big
    headcount cut in early 2000.

    Japanese companies tried to change mainly by employing global standard, which was led by U.S., by
    focusing on individual performance and commitment. In employing the global standard, lay-offs,
    outsourcing, part-time workers and other new employment practices were encouraged.

    Succession planning has now become one of the main offerings of HR practices, generally
    because it is not only good for companies but is also good for individuals who value
    their jobs and careers.

    However, companies have relied on newly employed HR systems too much in order to attain high
    performance. Top executives of successful companies, have started to talk about the strengths of how
    Japanese management works in global management environment.


    Long-term employment is no longer looked at as the focus, but stable-employment is something that is
    looked at and is needed for both companies and individuals. Succession planning is now recognized as
    management strategy, not as a tool to identify the future leaders of a company. This indicates that it is not
    only important to identify the next leaders of a company, but to also think about how to train/educate them.
    Leaders have to be identified and trained intentionally, not naturally.

    I will touch on relevant cases such as Nissan and Kao, Japanese companies where succession panning
    became a top priority for the management.

    Lastly, long-term employment in successful U.S. companies, such as Emerson and Fleishman-Hillard will be
    explained for deepened understanding.



    Special Lecture-1
    (Katsuhiko Satoh)

    Occupation -
    Professional
    History
    1945
    1969
    1977 ()
    1980
    1985 1986 Manager of HR, Zama
    Plant
    1987
    1988
    1992
    1995
    2002
    2006
    2006
    2007
    Educational Background
    & Publication Records

    ( )




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    Special Lecture-2
    Reiji Ohtaki

    Occupation - Managing Director, Hay Group Asia
    Professional
    History
    Reiji Ohtaki directs Hay Groups consulting business in Asia.
    Reiji has over 20 years experience in business and human resources
    consulting in Asia. He specializes in developing and implementing
    human resources management strategies, organizational strategies,
    and various human resources programs for multinational companies.
    Based in Singapore and Tokyo, he is actively involved in many
    regional projects helping his clients achieve business success through
    creative HR solutions. His clients include Japanese multinationals
    such as Canon, Komatsu and Kao as well as American multinationals
    such as IBM, AIG, AFLAC, and GE.
    Prior to joining Hay Group, Reiji was the Managing Director of
    Mercer Human Resource Consulting in Asia.
    Educational Background
    & Publication Records
    He received his Bachelor of Science degree in Engineering from
    Tohoku University and Ph.D. in Applied Physics from the University
    of California at San Diego.




    Global Talent Sourcing

    Reiji Ohtaki, Ph.D.
    Managing Director, Hay Group Asia

    Do you consider your company as global or multinational? Even though these two terms seem to be
    synonymous, there is a clear difference between them, namely that global companies are more advanced in
    sharing and managing resources than multinational companies. In a HR perspective, this means that the
    way global companies utilize talents is more advanced than multinational companies. We call the way
    global companies utilize talents as global talent sourcing.

    Identifying and managing global talents are essential components in becoming a truly successful global
    company. We must realize the importance of global talents whose linguistic capabilities and cross-cultural
    understanding exceed those of local talents. For example, European and American multinationals have a long
    history of utilizing Asian talents as their global resources within Asia and beyond. In short, it is time for
    Korean companies to direct their attention to diverse ways of utilizing global talent for their globalization.

    Let us assume that you are planning to build a new factory in Budapest, Hungary to lay the foundation to
    penetrate into the East European market. Do you have global talents who can melt into local operations
    without creating cultural, religious, and linguistic friction? Or do you have very clear criteria and well-
    established procedures for attracting and retaining global talents? How effective are you in providing key
    talents with globally uniformed coaching, assessment and reward? Do you have a global HR strategy that
    can keep pace with the fast-moving HR trends?

    At the core of these questions lies an issue of global talent sourcing which many Western global companies
    have successfully resolved. However, blindly following the steps of successful global companies does not
    guarantee success for globally emerging Korean companies. What you need is a creative and open-minded
    way of thinking, not a stereotypical perspective, in recruiting, relocating and retaining global talent.
    Japanese companies, being exposed to global competition early on, have already experimented diverse global
    talent sourcing approaches, such as what people call Toyota Way or Sony Way. The key lesson from
    their experience is that there is no one-size-fits-all solution. To metamorphose into a truly successful
    global company, a Korean company needs to develop its own approach in global talent sourcing that reflects
    its unique internal and external circumstances.


    Special Lecture-2
    (Reiji Ohtaki)

    Occupation -
    Professional
    History

    20
    ,





    , Komatsu Kao
    IBM, AIG, AFLAC, GE
    - Mercer


    Educational Background
    & Publication Records
    -
    -







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    Special Lecture-2
    Robert Barro

    Occupation - Paul M. Warburg Professor of Economics at Harvard University
    - A senior fellow of the Hoover Institution of Stanford University
    - A research associate of the National Bureau of Economic Research
    Professional
    History
    Barro is co-editor of Harvards Quarterly Journal of Economics and
    was recently President of the Western Economic Association and
    Vice President of the American Economic Association. He was a
    viewpoint columnist for Business Week from 1998 to 2006 and a
    contributing editor of The Wall Street Journal from 1991 to 1998.
    He has written extensively on macroeconomics and economic
    growth. Noteworthy research includes empirical determinants of
    economic growth, economic effects of public debt and budget
    deficits, and the formation of monetary policy.
    Educational Background
    & Publication Records
    - Ph.D. in economics from Harvard University
    - B.S. in physics from Caltech
    Recent books include Macroeconomics: A Modern Approach,
    Economic Growth (2
    nd
    edition, written with Xavier Sala-i-Martin),
    Nothing Is Sacred: Economic Ideas for the New Millennium,
    Determinants of Economic Growth, and Getting It Right: Markets
    and Choices in a Free Society. Current research focuses on two
    very different topics: the interplay between religion and political
    economy and the impact of rare disasters on asset markets.




    Inequality and Growth Revisited

    Robert J. Barro
    Harvard University, September 2007

    For the world as a whole, income inequalitygauged by Gini coefficients or quintile income
    sharesdid not change greatly from the 1960s to the 2000s. The relation between inequality and economic
    performance involves two directions of causation. The first effect, described by the famous Kuznets curve,
    is that increases in per capita GDP lead initially to increases in inequality. Subsequently, at high enough per
    capita GDP, further increases lead to reductions in inequality. The reasoning behind this curve is that shifts
    in the structure of production (such as agriculture to manufacturing to services) or technological advances
    benefit, at first, a minority of the population and, therefore, widen income inequality. Eventually, as the
    new methods of production and ideas diffuse through the economy, the majority benefits, and inequality falls.
    There is strong evidence across countries and over time for the existence of the Kuznets curve. Most
    countries are now in the range of per capita GDP where further economic development leads to lower income
    inequality.
    Given per capita GDP, there is evidence that international openness increases inequality. However,
    openness also stimulates economic growth, which lowers inequality in most countries. Moreover, the rise
    in per capita GDP means that poverty may fall at the same time that inequality rises. Another findings is
    that inequality is much higher in Latin America and sub-Saharan Africa than would be expected from the
    levels of per capita GDP.
    The second direction of effect is that income inequality influences economic growth. Many
    theories have been offered for this relationship; important features here are credit-market imperfections,
    political economy, social unrest, and saving rates. The overall effect of inequality on economic growth is
    theoretically ambiguous but tends to be negative empirically. This adverse effect is strongest for poor
    countries and is zero or positive for the richest countries. However, most countries (below a per capita GDP
    of $12,000 in 2000 U.S. dollar) are in the range where greater income inequality reduces economic growth.



    Special Lecture-2
    (Robert Barro)

    Occupation -
    -
    -
    Professional
    History
    4
    , .
    1998 -2006 Business Week Viewpoint
    1991 -1998
    .
    .
    ,
    ,
    .
    Educational Background
    & Publication Records
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    Track A-1
    Mark S. Wrighton

    Occupation - Chancellor, Washington University in St. Louis
    Professional
    History
    Jointed Massachusetts Institute of Technology in 1972 as Assistant
    Professor of Chemistry; Appointed Associate Professor in 1976, and
    Professor in 1977. Served as Head of Department of Chemistry from
    1987-1990. Served as Provost and Chief Academic Officer at MIT
    from 1990 to 1995. Named 14th Chancellor of Washington
    University in St. Louis in 1995. Also appointed Professor of
    Chemistry at the University.
    Educational Background
    & Publication Records
    - B.S., Florida State University, 1969
    - Ph.D., California Institute of Technology, 1972
    - More than 300 research articles, one co-authored book, two edited
    symposium volumes, and consulting editor for four editions of
    major freshman chemistry text.


    PREPARATION OF THE NEXT GENERATION OF GLOBAL LEADERS:
    THE MCDONNELL INTERNATIONAL SCHOLARS ACADEMY AT
    WASHINGTON UNIVERSITY IN ST.LOUIS

    Mark S. Wrighton
    Washington University in St.Louis

    Tomorrows generation of leaders in society, and the institutions these leaders serve, will benefit enormously
    from an advanced university experience that provides more than a traditional professional or graduate degree.
    Todays professional degree programs are ones that bring intellectual focus and an in-depth knowledge base
    to enable degree recipients to contribute competently in the professions such as law, medicine or business.
    Research-intensive doctoral programs leading to a Ph.D. degree involve educational experiences which are
    rich in formulating a research problem, developing approaches to addressing the problem, and conducting
    original research that demonstrates progress toward solving a significant and interesting research problem.
    Generally, graduate and professional degree programs represent intellectually focused educational programs
    that have great rigor and depth, but these programs lack breadth that would better prepare an individual for a
    lifetime of leadership. Future global leaders will need both an in-depth, focused education and critical
    broadening experiences that prepare them for leadership. This combination of breadth and depth is difficult
    to achieve in a graduate or professional degree program, but very talented students can meet the challenges
    of such ambitions degree programs. Washington University in St. Louis has recently launched the
    McDonnell International Scholars Academy to prepare some of the worlds most talented people for a
    lifetime of leadership in society. The overarching goal of the McDonnell Academy is to build cooperation
    and understanding among people and institutions of the world and represents a new model for advanced
    education in a highly interdependent world where key leaders will value being networked with each other
    and with important institutions and knowledgeable about different cultures, governments, and major global
    challenges. The McDonnell Academy will ultimately involve a partnership between Washington University
    in St. Louis and 30-35 other premier research universities around the world. There are already 20 partner
    universities in the McDonnell Academy, including three in Korea, Seoul National University, Korea
    University, and Yonsei University, whose alumni compete for McDonnell Scholar awards to join Washington
    University in St. Louis as degree candidates in graduate and professional programs. McDonnell Scholars
    meet together and learn from each other about their interests and countries of origin, while also learning
    about the united States and its culture, history, politics, and values, thereby forming a growing, diverse
    network of the worlds highest potential new leaders.




    Track A-1-1
    (Mark S. Wrighton)

    Occupation -
    Professional
    History
    - 14 (1995-)
    - (1990-1995)
    - (1987-1990)
    - (MIT) (1972-1990)
    Educational Background
    & Publication Records
    - ()
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    Track A-1-2
    Barry McGaw

    Occupation - Director, Melbourne Education Research Institute, University of
    Melbourne
    Professional
    History
    Before returning to Australia at the end of 2005, Professor McGaw
    was Director for Education at the Organisation for Economic Co-
    operation and Development (OECD), Paris, France. Prior to that he
    had been Executive Director of the Australian Council for
    Educational Research, Melbourne, Australia (1985-1998) and
    Professor of Education, Murdoch University, in Perth, Western
    Australia (1976-1984). He was originally a graduate in chemistry,
    statistics and psychology and was for four years a secondary school
    science teacher. He has been President of the Australian
    Psychological Society, the Australian Association for Research in
    Education, the Australian College of Educators and the International
    Association for Educational Assessment.
    Educational Background
    & Publication Records
    - BSc, BEd (Hons), University of Queensland, Australia
    - EdM, PhD, University of Illinois, USA
    Glass, G. V, McGaw, B, & Smith, M. L. (1981). Meta-analysis of
    social research. Beverly Hills and London: Sage. (279pp.)
    McGaw, B. (1997). Shaping their future: Recommendations for
    reform of the Higher School Certificate. Sydney: Department of
    Training and Education Co-ordination. (240pp.)




    INNOVATION IN HIGHER EDUCATION TOWARDS GREATER
    DIVERSITY AND QUALITY
    Barry McGaw
    Melbourne Education Research Institute, University of Melbourne
    The benefits of education for individuals and nations are increasingly well-recognised and are driving
    increased rates of participation to the end of secondary education and beyond to higher education. While
    there are marked differences among countries in these rates, most countries are now grappling with the task
    of expanding access to higher education. This raises a range of important policy issues around how to fund
    the expansion, in particular, what mix of public and private resources to deploy, what kind of institutional
    differentiation to develop, how best to conceptualise and assure quality, how to balance the teaching and
    research roles of higher education and, in the case of public institutions, how much autonomy to grant.
    National policy development is further complicated by globalisation. There is increasing cross-border
    movement of both students and institutions and increasing competition for international recognition through
    the various international rankings on the basis of reputation or research publications and citations. There is
    also increased international recruitment of graduates by multinational enterprises and organizations. All of
    this has created challenging and exciting times for national policy makers, institutional leaders, academics
    and students.



    Track A-1-2
    (Barry McGaw)

    Occupation - ()
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    8
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    9
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    Track A-1-3
    Jamil Salmi

    Occupation - The World Banks tertiary education coordinator
    Professional
    History
    Mr. Salmi is a member of the International Advisory Network of the
    UK Leadership Foundation for Higher Education, OECDs expert
    group on Assessing Higher Education Learning Outcomes, the
    Editorial Committee of OECDs Journal of Higher Education
    Management and Policy, and the International Rankings Expert
    Group.
    He has provided policy and technical advice on tertiary education
    reform to the governments of Argentina, Bolivia, Brazil, Chile,
    Colombia, Dominican Republic, El Salvador, Haiti, Jamaica, Mexico,
    Nicaragua, Peru, Uruguay, Venezuela, Afghanistan, Azerbaijan,
    Bangladesh, China, Kazakhstan, Malaysia, Pakistan, South Korea, Sri
    Lanka, Thailand, Vietnam, Poland, Russia, Slovakia, Turkey,
    Ukraine, Benin, Ivory Coast, Kenya, Madagascar, Senegal, Tanzania,
    Egypt, Iraq, Jordan, Morocco, Palestine, Syria, Tunisia and Yemen.
    Mr. Salmi has also guided the strategic planning efforts of several
    public and private universities in Colombia, Kenya, Madagascar,
    Mexico and Peru.
    Prior to joining the World Bank in December 1986, Mr. Salmi was a
    professor of education economics at the National Institute of
    Education Planning in Rabat, Morocco. He also worked as a
    consultant to various ministries, national professional associations,
    and international organizations.
    Educational Background
    & Publication Records
    - A Master's degree in Public and International Affairs from the
    University of Pittsburgh (USA)
    - A Ph. D. in Development Studies from the University of Sussex
    (UK)
    -Completed an Executive Development program at Harvard Business
    School

    Mr. Salmi is the principal author of the Banks new Tertiary
    Education Strategy entitled Constructing Knowledge Societies: New
    Challenges for Tertiary Education. He was also responsible for the
    preparation of the World Banks first Policy Paper on Higher
    Education, published in July 1994 under the title Higher Education:
    Lessons of Experience.



    Developing Countries and the Global Knowledge Economy:
    New Challenges for Tertiary Education

    Jamil Salmi
    Lead Education Specialist, World Bank

    Developing countries face significant new challenges in the global environment, affecting not only the shape and
    mode of operation but also the purpose of their tertiary education system. Among the most critical dimensions
    of change are the convergent impacts of globalization, the increasing importance of knowledge as a main driver
    of growth, and the information and communication revolution.

    Both opportunities and threats are arising out of these new challenges. On the positive side, the role of tertiary
    education in the construction of knowledge economies and democratic societies is now more influential than ever.
    Tertiary education is central to the creation of the intellectual capacity on which knowledge production and
    utilization depend and to the promotion of lifelong learning practices. Another favorable development is the
    emergence of new types of tertiary institutions and new forms of competition, inducing traditional institutions to
    change their modes of operation and delivery and take advantage of opportunities offered by the new information
    and communication technologies. But this technological transformation carries also the danger of a growing
    digital divide among and within nations.

    At the same time, most developing and transition countries continue to wrestle with difficulties produced by
    inadequate responses to long standing challenges faced by their tertiary education system. Among these
    unresolved challenges are the sustainable expansion of tertiary education coverage, the reduction of inequalities
    of access and outcomes, the improvement of educational quality and relevance, and the introduction of more
    effective governance structures and management practices.

    In this context, the presentation will focus on the role of tertiary education in building up the capacity of
    developing countries to participate in the global knowledge economy.



    Track A-1-3
    (Jamil Salmi)

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    Higher Education (1997), The Implications of the Changed
    Environment for Governance (1998) Looming Deficits Causes,
    Consequences, and Cures (1998), Value Added Assessment of Liberal
    Education (2002), The Environment of American Higher Education:
    A Constellation of Changes (2004), Recreating the Faculty Role in
    University Governance (2006), and Assessment Versus
    Accountability in Higher Education (2006).. He has led research
    teams in five recent strategic planning engagements in California
    (1995-96), the City University of New York (CUNY) (1999), Texas
    (2000), Nevada (2001) and Qatar (2006).































    Track A-2-1
    Dr. Barbara Ischinger

    Occupation - Director for Education, Organisation for Economic Co-operation
    and Development(OECD)
    Professional
    History
    Dr. Ischinger has held a range of senior international positions over
    the last 13 years in the fields of international co-operation and
    education, with a focus on Europe, the United States and Africa.
    Before joining the OECD, Dr. Ischinger was Executive Vice-
    President for International Affairs and Public Relations at Berlin
    Humboldt Universitt (2000-2005). Her experience includes the
    reshaping of academic curricula and professional training to adjust
    them to the labour market conditions and social development.
    Between 1992-1994, she was a Director at UNESCO heading the
    Division of International Cultural Co-operation, Presentation and
    Enrichment of Cultural Identities. From 1994 to 2000, she was
    Executive Director of the Fulbright Commission for Educational
    Exchange between the United States and Germany.
    Educational Background
    & Publication Records
    She holds a PhD from Heidelberg University and a post-doctoral
    degree from Cologne University in African Literature. Alongside
    her full-time appointments since 1993, she has been Adjunct
    Professor in the Institute of African Studies at Cologne University,
    where she has undertaken research and supervised MA and PhD
    theses.
    She has published numerous papers in English, German and French
    in the field of international relations and on the international higher
    education system.



    SOME TRENDS AND ISSUES IN HIGHER EDUCATION:
    AN OECD PERSPECTIVE

    Dr. Barbara Ischinger
    OECD Director for Education
    ORGANISATION FOR ECONOMIC CO-OPERATION AND DEVELOPMENT

    This paper presents some of OECDs latest data about the development of higher education internationally. It
    concludes that higher education is developing positively in many countries but that significant challenges are
    lying ahead. The participation in higher education has grown enormously in the past fifty years, but human
    capital has not grown evenly across and within countries. Higher education has diversified in terms of
    students backgrounds and educational offers, yet higher education is sometimes not aligned to the needs of
    society. Investments into higher education have grown considerably in some countries; however the spending
    of most OECD countries is below the OECD average. In addition, higher education internationalises rapidly,
    but this development needs more comprehensive approach and favorable framework conditions.
    The second part of the paper addresses two of the issues in higher education about which the OECD is
    concerned and works on. One challenge is the lack of reliable and transparent information about what
    students learn in higher education. It argues that an international assessment of student learning would allow
    for better informed decisions on the part of policy makers, employers and universities and would thereby
    improve the quality, efficiency and transparency of higher education. The second challenge addressed by this
    paper is the enhancement of the contribution of higher education to regional development. This is an
    important issue given the strong contributions higher education institutions can make in creating innovation
    for regional needs, in developing human capital for the region and in supporting social and cultural
    development. The paper presents some of the successful examples and recommendations for enhancing
    higher educations to regional development which have been developed in a multi-year project conducted by
    the OECD in collaboration with 14 regions in 12 countries.


    Track A-2-1
    (Barbara Ischinger)

    Occupation - OECD
    Professional
    History
    - (2000-2005)
    - (1662-
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    Track A-2-2
    Roger Benjamin

    Occupation - President and CEO of the New York based CAE (Council for Aid to
    Education)
    Professional
    History
    Roger Benjamin was director of RAND Education from 1994 to 1999
    and senior research scientist at RAND from 1990 to 2005. Previous
    to his appointment to RAND, he was a member of the political
    science department of the University of Minnesota from 1966 to
    1983
    - associate dean and executive officer, College of Liberal Arts,
    University of Minnesota from 1980 to 1983
    - senior vice chancellor for academic affairs and provost at the
    University of Pittsburgh from 1983 to 1986
    - vice president for academic affairs and provost, University of
    Minnesota from 1986 to 1988
    - professor of political science, University of Minnesota, from 1988
    to 1990. At both universities
    He led institution wide strategic planning efforts. He currently co-
    directs a national initiative to assess student learning outcomes in
    undergraduate education.
    Educational Background
    & Publication Records
    15 books and monographs and numerous articles on institutional
    design related questions in political change and public policy
    including The Limits of Politics: Collective Goods and Political
    change in Postindustrial Societies (1980), The Democratic State
    (1986), and Balancing State Intervention: The Limits of Transatlantic
    Markets (1995). In education policy his work includes From
    Growth to Change: The Role of the University in Postindustrial
    Society (1983), The Redesign of Governance in Higher Education
    (1994), Impediments and Imperative in Redesigning Higher
    Education (1996), Breaking the Social Contract: The Fiscal Crisis in
    Higher Education (1997), The Implications of the Changed
    Environment for Governance (1998) Looming Deficits Causes,
    Consequences, and Cures (1998), Value Added Assessment of Liberal
    Education (2002), The Environment of American Higher Education:
    A Constellation of Changes (2004), Recreating the Faculty Role in
    University Governance (2006), and Assessment Versus
    Accountability in Higher Education (2006).. He has led research
    teams in five recent strategic planning engagements in California
    (1995-96), the City University of New York (CUNY) (1999), Texas
    (2000), Nevada (2001) and Qatar (2006).





























    MEASURING INSTITUIONAL EFFECTIVENESS

    Roger Benjamin
    President and CEO of CAE

    There is general agreement that college graduates in the 21
    st
    century will need a different set of skills than
    their ancestors. For example, there will be far less emphasis on acquiring massive amounts of content
    knowledge. Instead, it will be more important to be skilled at locating, evaluating, and applying information;
    using reasoning skills to analyze and solve problems and generate sound and creative solutions; and to
    communicate ideas effectively and persuasively to different audiences.

    It is surprising therefore, that the way we typically measure a college or universitys effectivenessat least
    in the USpays little or no attention to how much it contributes to developing the competencies students
    will need after graduation. For instance, the outcomes that are typically looked at by accreditation teams,
    such as the schools retention and graduation rates and the percentage of its faculty in tenured positions, say
    nothing about how well the school develops its graduates analytic reasoning, communication, and problem
    solving skills.

    This situation is unfortunate because how institutions are assessed affects their instructional and other
    practices, and thereby what is taught and what students learn.

    With these considerations in mind, my colleagues at the Council for Aid to Education and I developed a set
    of measures, called the Collegiate Learning Assessment (CLA), that could be used with other indicators to
    gauge the progress colleges and universities are making toward improving their graduates competencies.
    Some of the key features of our approach that distinguish it from others are:

    We test student proficiency in key skill areas, such as writing and analytic reasoning. We do not use
    accreditation team site visits, student or faculty opinion questionnaires, or actuarial indicators, such
    as graduation rates.
    All the measures are open-ended and computer administered (and some are computer scored).
    There are no multiple choice items. All the knowledge students need is provided. We assess how
    well they use this information to present a coherent discussion of a realistic and engaging problem,
    such as their ability to recognize the issues and marshal the evidence needed to present a sound and
    persuasive conclusion.
    Results are reported in terms of how well students performed relative to their academic abilities prior
    to coming to college. We adjust for input to assess the value-added by the institution.
    Currently, over 200 colleges and universities are participating in the program.


    Track A-2-2
    (Roger Benjamin)

    Occupation - (College of Advanced Education, CAE)
    - RAND
    Professional
    History
    - RAND (1994-1999)
    - (1966-1983)
    - (1986-1990)
    - (1983-1986)
    Educational Background
    & Publication Records
    (1994)
    :
    (1980)
    (1984)
    (1986)
    : (1993)
    : (1995)







    , CAE


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    Track A-2-3
    Peck Cho

    Occupation - Professor; Department of Mechanical Engineering and Engineering
    Mechanics, Michigan Technological University
    - Chair Professor, Dongguk University
    Professional
    History
    2007 Present Chair Professor, Dongguk University
    1997 Present Professor, Department of Mechanical
    Engineering and Engineering Mechanics,
    Michigan Technological University.
    1998 2005 Ombudsperson, Michigan Technological
    University
    2003 2005 Director, Student Success Center, Department of
    Mechanical Engineering and Engineering
    Mechanics, Michigan Technological University.
    1996 1997 Interim Director, The Innovation Center,
    Michigan Technological University
    1994 1995 Visiting professor, Department of Mechanical
    Engineering, Seoul National University
    1989 1989 Visiting professor, Department of Mechanical &
    Aerospace Engineering, Princeton University

    [HONORS and RECOGNITION]
    1998 Academy of Teaching Excellence, MTU
    1999 Induction into National Academy of Engineering of Korea
    2000 Appointment to Overseas Advisory Committee, Korean
    Ministry of Education
    2001 Appointment to International Cooperation Steering
    Committee, Korean Ministry of Education
    2002 Appointment to Advisory Committee, KOTEF, Ministry of
    Commerce, Industry and Energy
    2003 Parting the Waters, Martin Luther King Award, BSA,
    MTU
    2003 Distinguished Faculty Service Award, MTU
    2004 Outstanding Service Award, Korean Society of
    Engineering Education
    2005 US Professor of the Year, nominated
    Educational Background
    & Publication Records
    1979 B.S.Mechanical Engineering, University of Wisconsin,
    Madison, Wisconsin.
    1981 M.S. Mechanical Engineering, Northwestern University,
    Evanston, Illinois.
    1984 Ph.D. Mechanical Engineering, Northwestern University,
    Evanston, Illinois.






























    A Call for National System of Accreditation for Institutions of Higher Education

    Peck Cho
    Chair Professor, Dongguk University


    Korea has been very successful in making relatively inexpensive college education accessible to the vast
    majority of high school graduates. Currently there are 340 institutions of higher education serving 82% of all
    high school graduates. About 70% of the students are enrolled in private institutions, which accounts for 80%
    of all institutions of higher education, a half of which was established just within last twenty years, not quite
    enough time to achieve full maturity. However, it is important to recognize that once an institution is
    established with permission from the government, it is allowed to operate with almost no public oversight
    regarding the quality of its educational programs. The government oversight is usually limited to accounting
    and financial matters. Although National Council for University Education conducts periodical evaluations,
    it is often seen to serve the purpose of ranking schools relative to each other, but not to red-flag schools
    operating on a sub-standard quality. Therefore, it is essential for Korea to adopt a system of accreditation to
    evaluate all institutions of higher education periodically, compare them with professional standards, and
    accredit only the institutions that meet the standard. This system of quality assurance and management is not
    entirely new to Korea. The Korean engineering community, on its own initiative, embraced it in 2001 and
    has already accredited 180 degree programs in 25 engineering colleges. Its process of assessment and the
    criteria for accreditation were deemed to have satisfied the international standard and, therefore,
    Accreditation Board for Engineering Education of Korea has recently been accepted as a member of the
    exclusive Washington Accord, enabling Korean graduates of accredited engineering programs to be fully
    recognized globally on par with engineering graduates from the U.S., England, Japan, and Canada.
    Accreditation system is also being adopted in the field of medicine, nursing, and architecture. Korean
    government must support these grassroots efforts to spread the system of accreditation to all educational
    programs and, at the same time, establish a national center for accreditation to assure the quality of
    accreditation process itself.



    Track A-2-3
    (Peck Cho)

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    Higher Education (1997), The Implications of the Changed
    Environment for Governance (1998) Looming Deficits Causes,
    Consequences, and Cures (1998), Value Added Assessment of Liberal
    Education (2002), The Environment of American Higher Education:
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    (1995-96), the City University of New York (CUNY) (1999), Texas
    (2000), Nevada (2001) and Qatar (2006).































    Track A-3-1
    Hans G. Schuetze

    Occupation - Professor emeritus; Lawyer, Centre for Policy Studies in Higher
    Education and Training, University of British Columbia
    Professional
    History
    Lawyer, policy analyst and researcher in Germany (private law
    practice and two levels of government), France (Organization for
    Economic Cooperation and Development), and the US (research
    assistant, and private law practice). From 1991 to 2005 professor of
    Higher Education at the University of British Columbia (UBC) and
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    - Formal education: Universities of Bonn and Gttingen (Germany),
    and University of California at Berkeley (USA). Non-formal
    education: As member of youth organizations (Boy Scouts), sports
    teams (soccer, modern pentathlon, sailing), book clubs, military
    service, volunteer organizations (amnesty international, and others).
    Informal education: Through family, friends, colleagues, reading,
    doing, traveling, and other life experience.






    Higher Education and Lifelong Learners

    Hans G. Schuetze
    University of British Columbia (Canada)


    To understand the (potential) role of Higher Education for Lifelong Learning it is useful to look first at the
    larger picture. As that picture is, as it is often with grand schemes, too general and abstract, we need asking
    some simple, basic questions.

    We need first to examine the main objectives, models, meanings, and features of the Lifelong Learning
    concept, and the social forces and economic interests that are pushing Lifelong Learning on to the policy
    agenda. Do philosophers, educational policy makers, teachers, employers, management consultants, workers,
    immigrants, persons belonging to linguistic minorities, young mothers, old people, and students from low-
    income households all mean the same thing when they talk about the necessity, or the wish to continue
    learning beyond school? As people have always learned throughout their lives, through experience, others,
    and life itself, what is different now to explain the emergence of Lifelong Learning as a new concept?

    We need, secondly, looking at the most important element of this concept, the lifelong learner. Why do
    people want to go on learning, and what do they want to learn, where do they go for learning, and how do
    they (best) learn? If it is true that people of privilege have always learned throughout most of their lives,
    who are the non-traditional learners who could (did) not in the past but claim their right of doing so at
    present?

    Finally, what are the barriers that presently keep many of those who want to go on learning from doing so?
    Distinguishing three types of barriers, dispositional, situational, and institutional, we are concerned here
    primarily with the institutional barriers. What makes it difficult or impossible for some would-be students to
    enroll in the institutions or programs of their choice, and could that be changed? Specifically, what are the
    typical obstacles in Higher Education?

    In a second part of the paper, I shall look at higher education from the viewpoint of lifelong learners. While
    there are many types of learning that can be pursued outside traditional educational institutions, universities
    and colleges are today, in North America as well as in most other countries, important parts of a lifelong
    learning system. What needs to change in these institutions of higher learning so that non-traditional,
    lifelong learners can access and successfully participate in higher education and learning programs? Based
    on an international study, I shall identify six elements that are conducive to lifelong learning and successful
    participation of lifelong learners.

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    Track A-3-2
    Richard Yelland

    Occupation Head of the Education Management and Infrastructure Division

    Professional
    History
    Richard Yelland is Head of the Education Management and
    Infrastructure Division in the Directorate for Education at the OECD
    (Organisation for Economic Co-operation and Development).
    Richard joined OECD in 1986 from the then Department of
    Education and Science in the United Kingdom where he held a range
    of posts in educational policy and administration. From January 1997
    to March 1998 Richard was seconded to the University of Adelaide,
    South Australia.

    Educational Background
    & Publication Records
    Richard was born and educated in England, and has a degree from
    Cambridge University.

    Higher education institutions and lifelong learning: wheres the beef?

    Richard Yelland
    Organisation for Economic Co-operation and Development

    Lifelong learning has been a central concept in education policy making for more than three decades.
    However its definition remains imprecise and the translation of policy aims into practice has been slow and
    patchy, especially in higher education.

    This presentation will focus on the perspective of the mission and leadership of higher education
    institutions, in the context of national policy trends, demographic developments and emerging global
    considerations. It will examine the difficulties that they have in integrating lifelong learning into their
    strategic development in the face of a range of pressures to meet other expectations.

    Demand side considerations

    Following decades of growth the demographic outlook is changing in some countries the traditional age-
    groups from which students are drawn is declining.

    Private rates of return to investment in higher education vary between countries and also between age-
    groups.

    Competition from alternative providers is growing.

    Supply side considerations

    Higher education has grown and diversified, yet the incentives to institutions to prioritise lifelong learning
    are few.

    Higher education institutions have growing autonomy to determine their own strategies and are
    increasingly expected to respond to an evolving global market in which emphasis is placed on reputation,
    primarily linked to research performance.

    Conclusions

    Unless policies change the potential contribution of higher education institutions to lifelong learning will
    remain unfulfilled.




    Track A-3-3
    Dae-Bong Kwon

    Occupation - Professor, College of Education, Korea University
    Professional
    History
    Dean, Graduate School of Education, Korea University
    Dean, College of Education, Korea University
    Director. Institute for Adult & Continuing Education, Korea
    University
    President, Korean Society for Human Resource Development
    President, Korean Society for Lifelong Education
    Policy Advisory Board, Ministry of Labor, Republic of Korea
    Policy Advisory Board, Ministry of Education & HRD, Republic of
    Korea
    Board of Directors, International Management Institute, Federation of
    Korean Industries
    Board of Directors, Korean Polytechnic College
    Board of Directors, Kyungdong Navien Co., Ltd.
    Chair, Major Task Evaluation Committee, Ministry of Education &
    HRD, Republic of Korea
    Planning and Evaluation Committee, Korea Research Council for
    Humanities and Social Sciences, Office of the Prime Minister,
    Republic of Korea
    Education Committee, Korea National Commission for UNESCO
    Educational Background
    & Publication Records
    Korea University, BA
    Michigan State University, MA
    Michigan State University, Ph.D.
    Books (Korean):
    Concept and Theories of Human Resource Development . (Seoul:
    Wonmisa)
    Comparing Vocational Education and Workplace Continuing
    Education in US, UK, and Germany (Seoul: Hakjisa)
    Five Fields of Lifelong Education (Seoul: Hakjisa)
    Adult Teaching Methodology (Seoul: Hakjisa)
    Education in Industry (Seoul: Moonumsa)
    Globalized Human Resources (Seoul: Pakyoungsa)
    Lets Develop Humanware (Seoul: Pagoda Publishing)
    Whether or not higher education is currently an active participant in building
    the lifelong learning society in Korea?

    Dae-Bong Kwon
    Korea University

    Lifelong learning has significantly emerged as a core public agenda in Korea over the last decades. By
    establishing lifelong learning system that anyone can learn wherever, whenever he or she wants, Korean
    government put much effort to accelerate lifelong learning society developing competitive human resource.
    This paper discusses the changing nature of higher education institutions in Korea. While remaining a critical
    role as the center of providing and creating their academic expertise, higher education institutions should be
    prepared to add to new groundwork. Until the last decade, they have mainly delivered their knowledge to
    traditional students in their classrooms. However, they can now extend to adult students who limited to
    formal education in the whole community. With open learning philosophies and rapidly continuing
    technological advances, they are more likely to accept new approaches to teaching and delivering their
    degrees and diplomas for adult students as well.
    In this sense, this paper is to illustrate todays big picture regarding the important changes being made to
    lifelong learning system in HEIs of Korea. Special attention in this paper is paid to the current descriptive
    landscape of higher education in some aspects of lifelong learning. This paper will address adult learners
    participation including part-time students in higher education by means of the enrollment in credit course
    work, along with necessary statistical information. In addition, this paper will explore the extent to which
    cyber universities play a role as an emerging and open higher education provider in Korea. Following these
    contextual overview, this paper will suggest substantial ways of critically reframing and redefining the
    relationship of higher education to lifelong learning society in Korea.
















    Track A-3-3
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    - ()
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    Track A-4-1
    Yamamoto Seiji

    Occupation - Group Leader, Science and Technology Policy Group of Mitsubishi
    Research Institute, Inc.
    Professional
    History
    - 1989 Joined Mitsubishi Research Institute, Inc.
    - 2005-present Group Leader, Science and Technology Policy
    Group, Mitsubishi Research Institute, Inc.
    Educational Background
    & Publication Records
    - March, 1987 Bachelor of Engineering, School of Engineering,
    Osaka University
    - March, 1989 Master of Engineering, Graduate School of
    Engineering, Osaka University
    <Contributions>
    Toward Establishing a Third-Party Evaluation System to Enhance
    Universities Contribution to the Industrial Front of Society Keizai
    Sangyo Journal (METI Journal), vol. 414, pp. 18-21, October 2005
    (co-authored in Japanese)
    How to Read and Use the World University Rankings, The
    University Rankings 2008, The Asahi Shimbun Company, 2007 (co-
    authored in Japanese)
    Insights into University Reform, AERA Mook, The Asahi Shimbun
    Company, 2003 (co-authored in Japanese)
    The Comprehensive StrategyBusinesses in Japan, Mitsubishi
    Research Institute, Inc., 2003 (co-authored in Japanese)








    AN EVALUATION METHOD OF UNIVERSITY ACTIVITIES AS A
    COMMUNICATION TOOL BETWEEN INDUSTRY AND ACADEMIA

    Seiji Yamamoto
    Mitsubishi Research Institute, Inc.


    Japan had had an established tradition that companies recruit university graduates and then offer them in-
    house training programs to nurture employees who would suit their own needs. Since the late 1990s,
    however, Japans economic slump has been driving the management of major business enterprises to make
    frequent requests to universities to foster human resources reflecting corporate needs.
    Yet, the reality is that a hard-to-fill gap still exists between industry and academia. Some of the underlying
    factors are that companies often describe the picture of human resources they seek merely in abstract words;
    and that universities are yet to be habituated to the idea of human resources development that would meet
    corporate needs.
    I take this opportunity to introduce to you a method of evaluating university activities we developed on
    behalf of the Ministry of Economy, Trade and Industry of Japan as a communication tool to bridge that gap.























    Track A-4-1
    (Yamamoto Seiji)

    Occupation -
    Professional
    History
    - (2005-)
    - (1989)
    Educational Background
    & Publication Records
    - (, )
    - (, )
    3
    (METI), 414 pp. 18-21, 2005 10
    (, )
    , 2008,
    , 2007 (, )
    , AERA , , 2003
    (, )
    - , , 2003
    (, )










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    u
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    5
    C
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    h
    t (C
    ) 2
    0
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    7
    M
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    In
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    1
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    M
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    In
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    c
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    1
    7

    E
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    tio
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    A
    -1
    -III
    A
    re
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    rig
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    -

    N
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    -

    A
    -1
    -V
    D
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    u
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    A
    -1
    -IV
    A
    -1
    -I
    A
    re
    s
    tu
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    e
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    g
    iv
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    o
    p
    p
    o
    rtu
    n
    itie
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    to
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    a
    in
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    k
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    n
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    k
    ills
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    Is
    th
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    e
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    tio
    n
    m
    e
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    d
    a
    p
    p
    lie
    d
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    p
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    ro
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    A
    -1
    -II
    A
    re
    s
    tu
    d
    e
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    ts
    p
    ro
    v
    id
    e
    d
    w
    ith
    o
    p
    p
    o
    rtu
    n
    ity
    fo
    r a
    c
    c
    e
    s
    s
    to
    th
    e
    r
    e
    a
    l
    in
    d
    u
    s
    tr
    ia
    l s
    o
    c
    ie
    ty
    ?
    C
    o
    p
    y
    rig
    h
    t (C
    ) 2
    0
    0
    7
    M
    its
    u
    b
    is
    h
    i R
    e
    s
    e
    a
    rc
    h
    In
    s
    titu
    te
    , In
    c
    .
    1
    8

    E
    v
    a
    l
    u
    a
    t
    i
    o
    n

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    t
    e
    m
    s

    a
    n
    d

    i
    n
    d
    i
    c
    e
    s

    (
    (
    B
    )

    K
    n
    o
    w
    l
    e
    d
    g
    e

    c
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    e
    a
    t
    i
    o
    n
    )
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    v
    a
    lu
    a
    tio
    n
    ite
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    E
    v
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    lu
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    tio
    n
    in
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    E
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    it
    N
    o
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    Ite
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    rite
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    D
    e
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    e
    p
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    R
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    a
    rc
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    (L
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    n
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    -

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    u
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    u
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    in
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    ith
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    -

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    u
    m
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    e
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    ita
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    -

    B
    -1
    -II
    Is
    d
    iv
    e
    rs
    ity
    in
    ty
    p
    e
    s
    o
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    s
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    a
    in
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    f fa
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    m
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    b
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    rs
    (o
    r
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    s
    e
    a
    rc
    h
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    ) w
    h
    o
    h
    a
    v
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    w
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    rk
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    x
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    n
    c
    e
    a
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    riv
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    te
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    -

    A
    m
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    w
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    rd
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    -A
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    A
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    -

    B
    -2
    -I
    A
    re
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    B
    -1
    -I
    Is
    s
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    rm
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    B
    -1
    -III
    Is
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    f c
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    ?
    C
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    ) 2
    0
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    7
    M
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    In
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    titu
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    c
    .
    1
    9

    E
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    N
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    C
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    C
    -2
    -II
    D
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    C
    -2
    -III
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    rg
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    n
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    l s
    tru
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    n
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    c
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    a
    tio
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    -

    C
    -3
    -I
    D
    o
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    s
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    n
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    y
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    s
    e
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    rc
    h
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    m
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    C
    -3
    -II
    A
    re
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    h
    n
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    lo
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    C
    -1
    -I
    6
    C
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    rig
    h
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    ) 2
    0
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    M
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    .
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    1

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    I nt ro du cto ry Co m pu te r S cie nce
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    C om p uta ti on al T h eo ry
    M a the m at ic a l Lo gic
    F o rm a l L an gu ag e an d Aut om a ton
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    N um e ria l Ca lcu lat ion
    O p er at i o n s Re s ea rch ( M ath em a tica l Pr og r am m ing , Eng ine er ing in Bu sin es s M an a ge m en t, e tc .)
    P ro gr am m in g S em ina r
    P ro gr am m in g L an gu a ge T h eo ry (Co n cep ts) ( inc lud ing o b je ct -o rie nt ed )
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    C om p iler O p er at in g Sys te m
    S oft wa re En gin ee rin g / D es ign
    D at ab as e W eb ( ho w t o ha nd le an d p r oc ess in for m at ion file s)
    S pe ec h Pr oc es sin g
    I m ag e Pro ce ssin g
    L e ctu re o n C om p ut er Syst e m Con fig ur a tion a nd Ar ch itec tur e
    L o gic Cir cuit / Des ign
    I nt eg ra te d C irc uit Eng in ee rin g
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    B asi c T ec hn olo gy o f th e In ter n et
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    M a rke tin g F in an ce / Acco u ntin g
    P ro jec t M an a ge me n t in Ge n er al
    Bu sin ess F ou nd in g / Ve ntu r i n g
    M a n ag em en t I n for m at i o n
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    M o d ellin g f or Co nt en ts Cre a tio n
    P ro ced u re s f or Cr ea tio n of Wo rks
    T e ch niq ue s for De sig nin g Wo rk s
    T ra ini ng in De sig n
    C on te nts Dis tr ibu tio n N et wo rk
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    S elf- m ot ivat ion t o C on tin ue Dilig e nt Stu dy
    C om m on Kn ow led g e a n d C ou rt esy
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    Ab ility to Per ce ive Po ten tia l F e atu re s o f a Sit ua tio n
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    A bility in Co mm un icat ion / Pre se nta tio n / N eg ot iatio n fo r Bu s i n e ss Pu rp o se s
    W rit ing Ab ility in J ap an e se
    E ng lish Pr ofici en cy as a Co mm u nic atio n T oo l
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    C on ce nt ra tio n / En du ra nce / T en acit y
    S en se of Re sp on sib ility
    R a w s c o r e s o n s u b j e c t s
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    0 1 2 3 4 5 6
    I ntr oduct ory Computer Science
    I nformati on Ethics
    Computational Theory
    Mathematical Logic
    Formal Language and Automaton
    Dis crete Mathematics / Information Algebr a
    Probability / Statistic s
    Numer ial Calculation
    Operations Research (Mathematical Programming, Engineer ing in Business Management, etc.)
    Progr ammi ng Semi nar
    Pr ogramming Language Theory ( Concepts) (including object -oriented)
    Data Structure and Algori thm
    Compiler Operating System
    Software Engineeri ng / Des ign
    Database Web ( how to handle and pr ocess infor mation files)
    Speech Pr oc essing
    Image Pr oc essing
    Lect ur e on Comput er System Configuration and Ar chit ecture
    Logic Cir cuit / Design
    I ntegr ated Ci rcui t Engineeri ng
    Secur ity (Encr ypt ion, et c.)
    Secur ity (Protoc ol, etc.)
    Basic Technology of the I nternet
    Signal Process ing
    Communication ( Tr ansmiss ion / Exchange) modes
    Optic al Communication
    Wirel ess Communication
    I nformati o Theory / Coding Theor y
    Traff ic Theory PC Assembli ng Tr aining
    Measurement / Contr ol
    Electr omagnet ics
    Electr oni c Circ uit
    Modelling f or Inf ormation Systems
    Planning and Designing of Inf or mation Systems
    Pr oject Management and Operation of Inf or mation Systems
    Per sonnel / Labour Management , Organization /St rat egy Theor y
    Marketing Financ e / Accounting
    Pr oject Management in Gener al
    Business Founding / Venturing
    Management Information
    I ntellect ual Proper ty
    Technology f or Accumulation, Searc h, and Management (Ar chives)
    Modelling for Cont ent s Cr eat ion
    Pr oc edures for Creation of Wor ks
    Techniques f or Designing Work s
    Training in Design
    Cont ents Dis tribution Network
    Alacrit y / Enthusias m / Motivation towar d one's Task s
    Self- motivat ion to Cont inue Diligent Study
    Common Knowledge and Court esy
    Ability t o Recognize and Analys e / Ability to Think from Mult i-facet ed As pects
    Ability t o Perceive Potential Features of a Si tuation
    Pr es cience English Proficiency as a Tool to Enhanc e and to Express one's Knowledge in Speci alty
    Ability in Logical Composition
    Originality / Cr eativity
    Ability t o Plan to Accomplish one's Mission
    Ability in Communicat ion / Presentation / Negotiati on f or Business Pur pos es
    Wr iting Ability in Japanese
    English Proficiency as a Communicat ion Tool
    Leadership / Coordinat ion
    Cooper ativ eness
    Conc entration / Endurance/ Tenacity
    Sense of Res ponsibil ity
    D e g r e e o f I m p o r t a n c e
    Know
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    Skills and Behavioral Characteristics
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    Track A-4-2
    Elaine Chapman-Moore

    Occupation - Manager of PACE Partnerships, General Motors, Warren,
    Michigan, USA
    Professional
    History
    - 1973-1974 Teacher of English, Inlingua Sprachschule,
    Frankfurt, Germany
    - 1974-1976 Assistant Director, Off-Campus Housing and Small
    Living Unit Management, Housing Department,
    Cornell University, Ithaca, New York, USA
    - 1976-1989 Director of Academic Services and General Studies
    responsible for Bachelor of General Studies
    Program; Academic Honors, Academic Probation
    and Dismissal; Academic Advising and
    Orientation; Oakland University, Rochester,
    Michigan, USA
    - 1989-2000 Dean and Manager of Operations, GM Technical
    Education Program; PACE Program Coordinator,
    General Motors Corporation, Warren, Michigan,
    USA. Provided leadership for providing
    bachelor, masters, and doctorate level degrees to
    GM engineers.
    - 2000-Present Manager of PACE Partnerships, General Motors,
    Warren, Michigan, USAresponsible for
    managing alliance between 5 partner companies,
    10 contributor companies, 50 universities in 10
    countries globally to provide support and guidance
    for academic institutions to change their design
    and engineering curricula to better prepare
    students for high-technology jobs in industry
    Educational Background
    & Publication Records
    - Bachelors Degree in English from State University of New York,
    USA and University of Nottingham, England (1968-1973)
    - Masters Degree in Counseling from Oakland University, USA
    (1976-1978)
    - Post-Masters Coursework in Business Administration, Oakland
    University, USA (1985-1989)
    Growing Design, Engineering, and Manufacturing Talent Globally

    Elaine Chapman-Moore
    Manager, PACE Global Partnerships
    General Motors

    The rise of global industrialization and global economies has resulted in a competition for technical talent
    worldwide. With knowledge and technology expanding at warp speed, academic institutions face the
    enormous challenge of keeping pace withlet alone, ahead ofthis expansion. Historically, universities
    initiated most advanced thinking and technological change, with industry borrowing and applying those
    concepts. In recent decades, however, companiesspurred by competitionhave sprinted ahead of
    universities in formulating and embracing technology, and applying it to the work world.

    In the mid-90s, General Motors found that new recruits from some of the finest academic institutions around
    the world still required greater knowledge in order to function in the high-technology jobs and careers in the
    company. To try to address this gap, GM provided over a year of training for new recruits, once they
    entered the company. This year posed a cost to the company with no output by the recruits during this
    education/training period.

    To address this challenge, GM joined with EDS, Sun Microsystems, UGS (and later Hewlett Packard) to
    establish a program that would provide resources and support services on an on-going basis to a cadre of
    selected universities and colleges around the worldenabling them to better prepare young people for the
    high-technology jobs and careers of the future. This program, named PACE (Partners for the
    Advancement of Collaborative Engineering Education) has provided well over $6 Billion USD in in-kind
    contributions to approximately 50 academic institutions worldwide. Since its inception in 1999, PACE has
    grown to include institutions in the U.S., Canada, Mexico, Sweden, Germany, China, South Korea, India,
    Australia, and Brazil. Ten other companies have also joined as PACE Contributors to support the PACE
    mission.

    This paper/presentation will describe PACE activities, showing how industry and academia can collaborate
    to prepare the design, engineering, and manufacturing team of the future.


    Track A-4-2
    (Elaine Chapman-Moore)

    Occupation - PACE
    Professional
    History
    - (1989-2000)
    - (1976-1989)
    - Housing Department assistant director(1974-1976)

    Educational Background
    & Publication Records
    - ( , )
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    Track A-4-3
    Hyun-Soo Kim

    Occupation - Research Fellow, Department of Qualification Research, Korea
    Research Institute for Vocational Education and Training
    Professional
    History
    - 1996-1997 Teaching Assistant, Department of Agriculture and
    Adult Education, College of Agriculture and Life
    Sciences, Seoul National University
    - 1997 Joined Korea Research Institute for Vocational
    Education and Training
    - 1999 Visiting Scholar of Scottish Qualifications Authority,
    Glasgow, Scotland, U.K.
    - 2003-2006 Team Leader, Planning and Coordination Team,
    Korea Research Institute for Vocational Education
    and Training
    - 2006-present Research Fellow, Department of Qualification
    Research, Korea Research Institute for Vocational
    Education and Training
    Educational Background
    & Publication Records
    - Bachelors Degree in Agriculture, College of Agriculture and Life
    Sciences, Seoul National University (1989-1993)
    - Masters Degree in Education, Graduate School of Seoul National
    University (1993-1995)
    - Ph.D. in Education, Graduate School of Seoul National University
    (1995-1999)
    <Research and Publications>
    - Evaluation for the Industrial Contributions of Engineering
    Education in the Shipbuilding Sector, Korea Shipbuilders
    Association, 2007 (in Korean)
    - Legal Improvements for the System of National Qualification
    Testing, Ministry of Labor, 2007 (in Korean)
    - Performance Analysis on the National Authorization System of
    Private Qualifications, Korea Research Institute for Vocational
    Education and Training, 2006 (in Korean)
    - Qualification for Vocational Competency Development, Korea
    Research Institute for Vocational Education and Training, 2006
    (Co-Editor in Korean)
    - Supporting Status for Workers Acquisition of Vocational
    Qualifications and Its Utilize in Korean Enterprises, The Journal
    of Vocational Education Research, Vol.25, No.3, 2006 (in Koean)
    Evaluation for the Industrial Contributions of Engineering Education

    Hyun-Soo Kim
    KRIVET

    Workers skill mismatch is one of the main issues within industry. Especially relate to higher engineering
    education graduates, it is more serious in the point of national key human resources development. This gap
    between industry and education institute has long history by lack of deliberation system which enable
    industry to send their needs of human resources to university.
    Korean government and universities realize it a years ago and trying to address this problem through
    amending curricula by adopting industrial needs. In accordance with this consciousness, a lot of evaluation
    measures were tried to assess universities activities. But most evaluation tools were rather too
    comprehensive to reflect industrial needs. They laid more interest on management system of higher
    education institute and academic performances.
    To give the more stress upon industrial contribution of engineering education, Ministry of Commerce,
    Industry and Energy requested new evaluation tools for engineering education. KRIVET set up an evaluation
    model for engineering education in cooperate with SHRDCs(Sector Human Resources Development
    Council) Shipbuilding, Electronics, Machine, Iron & Steel industry- in terms of based on industrial needs.
    This presentation will describe evaluation process and results, showing how industrial needs can be reflected
    on universities curricula.


    Track A-4-3
    (Hyun-Soo Kim)

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    Education (2002), The Environment of American Higher Education:
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    (1995-96), the City University of New York (CUNY) (1999), Texas
    (2000), Nevada (2001) and Qatar (2006).































    Track A-5-1
    Pierre-Alain SCHIEB

    Occupation - Counsellor in the Advisory Unit to the Secretary-General of the
    OECD
    - Head of OECD Futures Projects
    Professional
    History
    To recommendations arising from a two year Futures Project, Dr.
    Schieb is also in charge of the newly created OECD Global Forum on
    Space Economics and preparing the ground for a new Project on
    Migration Flows 2030. The aim of the Futures Programme is to help
    decision-makers in government and business identify and evaluate
    the strategic challenges of a rapidly changing world economy within
    a long-term perspective.
    - Former Executive Vice-President of International Business of one
    Frances major retailing groups
    - Dean of a graduate school of business in France
    - Associate-Professorship at the University of Paris Dauphine
    - Co-founder of a high-tech start-up company in the early 1980s and
    involved in venture capital initiatives
    - Consultant to numerous French and US companies in the field of
    alliances, industrial cooperation, licensing, corporate and marketing
    strategies.
    Educational Background
    & Publication Records
    - Ph.D (Doctorat dEtat) in management science from the University
    of Strasbourg (1981)
    - DBA in economics and business administration from the University
    of Aix-en-Provence (1974)
    - M.Sc in quantitative marketing from the University of Sherbrooke
    (Canada)
    Dr. Schieb has received numerous distinctions such as: the Best
    Award in Economy (Aix-en-Provence, 1967), Best Dissertation
    Award (Quebec, Canada, 1974), Chevalier in the French Order of
    Palmes Acadmiques (1991).
    Human resources needs to 2030 and Universities

    Pierre-Alain SCHIEB
    Head of OECD Futures Projects

    On the basis of 5 recent or ongoing projects of the OECD International Future Programme it is possible to
    derive implications on human resources needs to 2030 and subsequently on the possible role and functions of
    Universities.

    Trend analysis, identification of economic consequences, discussion of key policy issues on themes such as
    emerging risks/large scale disasters, security economy, the future of space applications, infrastructure to 2030
    or bioeconomy 2030, can help build an image of future human resources needs. In each case a series of
    expected changes in economic and business models, the respective roles of the public and private sectors, the
    need for adjustment of policies and regulatory regimes, will have impacts on the roadmaps to success of
    potentially disruptive technologies: accelerators versus barriers, among them human resources will be key.
    Policy dependent factors such as education, the role of future migration flows and possible implications for
    universities will be presented.

    Abstracts on the 5 projects can be found on www.oecd.org/futures





    Track A-5-1
    (Pierre-Alain SCHIEB)

    Occupation OECD
    Professional
    History
    OECD
    2030
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    Track A-5-2
    Fabienne GOUX-BAUDIMENT

    Occupation - President of the WFSF (World Futures Studies Federation)
    - Director of proGective, a consulting firm dedicated to futures
    research, study and advice
    Professional
    History
    - 2005-09 President of the WFSF (World Futures Studies Federation)
    - Since 1994 Head (as CEO) of proGective, Paris, France
    - 1992- 94 director of studies, FUTURIBLES, Paris, France
    - 1990-92 deputy manager, ADITECH, Paris, France
    - 1985-90 head of the department of Distance Learning, CNAM,
    Paris, France
    - Private researcher: publications (books, papers), lectures, public
    talks
    - Private teacher: lectures; a yearly course in University of Angers,
    France; a yearly training for adult in Ponts et Chausss, Paris,
    France.
    Educational Background
    & Publication Records
    - PhD in human and social futures studies / foresight (previsione
    umane esociale), supervised by Prof. Eleonora BARBIERI
    MASINI, Faculty of Social Sciences, Gregorian University of Rome
    (1997-2001). Subject: the evolution of French prospective towards
    an operational prospective.
    - Multimedia project manager, postgraduate diploma, Centre d'Etudes
    Suprieures Industrielles (CESI), Paris, 1990
    - Science, technology and society (French DEA, between master and
    PhD), CNAM and Paris I Sorbonne, Paris, 1989
    - Economic Policies and Analysis (French DEA, between master and
    PhD), Ecole Normale Suprieure (Ulm), EHESS et ENSAE, Paris,
    1987
    - Strategy and Defence (French DEA, between master and PhD),
    Institut d'Etudes Politiques, Strasbourg, 1984
    - Political Science (master), section: Foreign Affairs, option: South-
    East Asia, Institut d'Etudes Politiques, Strasbourg, 1983
    - Working languages: English, Italian; basics in Turkish.
    Universitas against University

    Fabienne GOUX-BAUDIMENT
    World Futures Studies Federation

    Education is the most crucial driver to the future, as probably it has ever been in the past. It enables
    developing countries to access globalization and its rules of the competition game as well it is enabling
    developed countries to get through an important turning point in our evolution: the shaping of the knowledge
    eco-society.
    However most of the educational systems in the world are suffering what seems to be a structural failure:
    failure of the primary school to give children the necessary basics to ground their personal and intellectual
    development, failure of the secondary school to prepare teenagers for the new world which is waiting them,
    failure of the higher education to teach the veritable skills they need to face their own future and shape it.
    The aim of this paper is to grasp the comprehensive situation of education currently, and then to bring some
    elements that could help University to design future-oriented and innovative solutions.
    The general situation of education, in this beginning of the XXI century, both in developing and developed
    countries, shows three main features. The widespread educational crisis is mainly due to mass education but
    also, paradoxically, to democratization. Several critical issues are arising from the forming and the
    convergence of phenomena such as knowledge society, Internet culture, collective intelligence,
    "globalization 3.0", and the emerging global middle class. Last but not least, our own children are becoming
    an "alien" generation with new skills, characteristics and culture which are creating a gap in the
    understanding we can develop about them.
    Within this situation, the case of University is a special one, as the institution is torn between research and
    teaching, money making and public service, students and teachers, tradition and modernity, employability
    and personal development, short and long term goals. In the same time, pervasive evolution of technology is
    increasing the pressure on this system, altering both teaching and learning. Emergence of cognitive sciences
    is nurturing dreams that can't come true yet.
    Alternative solutions must quickly be thought and designed. Several institutions are already rethinking what
    they are, what is their purpose, how to achieve it. Some efficient models could be drawn from the far past as
    well as from the possible futures. All the alternative futures are open. The only certainty in this field is that a
    deep and total transformation is needed.




    Track A-5-2
    Fabienne GOUX-BAUDIMENT

    Occupation - (WFSF, World Futures Studies Federation)
    - (proGective, )

    Professional
    History
    - (2005-2009)
    - (proGective) CEO(1994- )
    - (FUTURIBLES) (1992-1994)
    - (ADITECH) (1990-1992)
    - CNAM (1985-1990)
    Educational Background
    & Publication Records
    - (, )
    - , , Centre d'Etudes
    Suprieures Industrielles (CESI), , 1990
    - , ( DEA, ),
    CNAM , 1989
    - ( DEA, ),
    Ecole Normale Suprieure (), EHESS et ENSAE, , 1987
    - ( DEA, ), Institut
    d'Etudes Politiques, , 1984
    - (), : : , Institut d'Etudes
    Politiques, , 1983





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    Track A-6-1
    Burkhard Rauhut

    Occupation - President, Achen University of Technology(RWTH)
    Professional
    History
    1990-1992 Dean of the Faculty of Mathematics and Natural Sciences,
    RWTH Aachen
    1993-1996 Member of the Committee for the study reform of the
    State Nordrhein-Westfalen, Germany
    1996-1997 Board member of the Society for Mathematics, Economy
    and Operations Research
    1995-1999 Member of the University Committee for structure,
    research and young Academics
    1997-1999 Vice-rector for structure, research and young academics
    since 9/1999 Rector of RWTH Aachen
    since 8/2004 Vice-President German Rectors Conference
    11/2005
    03/2006 Acting President of German Rectors Conference (HRK)
    since 1/2006 President of the IDEA-League
    Educational Background
    & Publication Records
    - PhD in mathematics, University of Karlsruhe
    Rauhut, B.: Spieltheorie. Ingenieurwissenschaftliche Grundlagen.
    Hrsg.: Heinz H. Hiersig, VDI Verlag, 1995
    Rauhut, B.: Die Erkennung von Ausreiern in empirischen Daten.
    Festschrift fr Prof. Dr. Asinger . Hrsg.: Prof. Dr. W. Keim, Aachen,
    1997, S. 52-58
    Rauhut, B.: Geordneter Zufall. Alma Mater Aquensis XXXV,
    Aachen, 2000, S. 26-47
    Rauhut, B., Schmitz, N., Zachow, E.-W.: Mathematische
    Spieltheorie. B. Durchges. Nachdruck des Studienbuchs Spieltheorie.
    Teubner, Stuttgart 1979. Mnster: Univ. 2002, 400 S. (Skripten zur
    mathematischen Statistik; 37)
    Rauhut, B., Stckradt, M.: Die Universitt reformieren? Gern, aber
    wohin? Frankfurter Allgemeine Zeitung, 16. Januar 2003

    Innovation of Universities: RWTH Aachen

    Burkhard Rauhut
    President, Achen University of Technology(RWTH)

    In a rapidly changing world universities have to move, too. Therefore, all activities, which are involved in
    the overall goals of universities and center on students, staff, research and technology transfer, must
    constantly undergo a change process.

    The fields of recruiting and teaching students, recruiting staff, organising research as well as fostering
    technology transfer are discussed in some detail while presenting an example of the latest changes and
    improvements at RWTH Aachen University for any of these domains.




















    Track A-6-1
    (Burkhard Rauhut)

    Occupation
    Professional
    History
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    Rauhut, B.: Spieltheorie. Ingenieurwissenschaftliche Grundlagen.
    Hrsg.: Heinz H. Hiersig, VDI Verlag, 1995
    Rauhut, B.: Die Erkennung von Ausreiern in empirischen Daten.
    Festschrift fr Prof. Dr. Asinger . Hrsg.: Prof. Dr. W. Keim, Aachen,
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    Track A-6-2
    M.S. Ananth

    Occupation - Director, Indian Institute of Technology Madras
    Professional
    History
    Dr. Ananth joined IIT Madras as a faculty in the Department of
    Chemical Engineering in 1972. He has held various senior positions
    such as Head of the Department, Dean of Academic Courses and
    Dean of Academic Research. In December 2001 he took over as
    Director. During the last few years, he has been closely associated
    with the formulation of policy matters in IITM, most recently with
    the preparation of The Strategic Plan of IITM Vision 2010.
    He was a Visiting Professor in Princeton University (1982-83) and in
    the University of Colorado (1990-91). He was a Visiting Scientist in
    the National Institute of Standards and Technology, Boulder,
    Colorado (1990-91), in RWTH, Aachen, Germany (Summer 1983
    and Summer 1999) and a Visiting Thermodynamics Expert in Aspen
    Tech, Massachusetts,USA (Summer 1991).
    He has taught a whole range of Chemical Engineering courses and
    has been consistently rated as a good teacher. He is well known for
    his deep concern for his students. He was responsible for extensive
    curricular revisions in the B.Tech. programme of IITM with the
    introduction of many innovative features. He is deeply concerned
    about the quality and reach of engineering education in India. He is
    the National Coordinator for a mega project funded by the MHRD,
    on Technology Enhanced Learning involving many technical
    institutions in the country.
    His research interests are in Molecular Thermodynamics and
    Mathematical Modelling. He has several publications in international
    journals and is a referee for many journals in Chemical Engineering.
    He has been awarded the Herdillia prize for excellence in basic
    research in Chemical Engineering by the IIChE and the R.W. Fahien
    Alumni Award for "Distinguished Professional Contributions" for the
    year
    Educational Background
    & Publication Records
    Mr. Ananth graduated from the AC College of Technology with a
    gold medal in Chemical Engineering. He obtained his Ph. D degree in
    Chemical Engineering in the area of Molecular Thermodynamics
    from the University of Florida, USA in 1972.












    Track A-6-2
    (M.S. Ananth)

    Occupation -
    Professional
    History
    - (2001-)
    - (1972- )
    - (1983, 1999)
    - (1991)
    - (1990-1991)
    - (1990-1991)


    Educational Background
    & Publication Records
    - (, )
    - AC (, )












    Track A-6-3
    Doo-Hee LEE

    Occupation - Chairman of Founding Committee, APAIE
    Professional
    History
    Professor Lee is a leading scholar in the field of marketing and a key
    proponent of Korea Universitys globalization initiatives. Under his
    leadership the number of affiliated universities doubled while the number of
    exchange students tripled during the same period. His role was critical in
    establishing Korea University Global Campuses in the USA, UK, Japan,
    China and Australia and he actively participated in the Universitas 21
    consortium. In June 2004, he served as the co-chair of the Organization
    Committee for the Korea-China 21st Century Academic Forum. In 2005,
    Professor Lee organized the University Presidents Global Forum for Korea
    Universitys Centennial Celebration. Over the last three years, Professor Lee
    has spearheaded the foundation of the Asia-Pacific Association for
    International Education (APAIE) and currently is serving as chairman of its
    founding committee.
    Professor Lee has served as president, chief editor and executive director of
    many academic associations and currently is the president of the Korea
    Advertising Society.
    His academic research interests include internet marketing and advertising
    theory and he has published over 50 articles/cases and 11 books. He was
    awarded Best Article from the Korean Academy of Commodity Science and
    the Internet Award for his research works on the internet by the Korea
    Management Association.

    Educational Background
    & Publication Records
    He has bachelor degrees from Korea University and the University of
    Wisconsin-River Falls. He also holds a Masters degree in business
    administration from the University of Wisconsin-Madison and a Ph.D. in
    marketing from Michigan State University.

    An Update on Higher Education
    in the Asia-Pacific Region Presented by APAIE

    Doo-Hee Lee
    President, Aisia-Pacific Association for International Education(APAIE)

    Asia-Pacific region is one of the biggest segment markets for higher education in the world. Now the region
    is emerged to become a new hub of higher education. The regional institutions are looking out to the world
    while out-of-the region colleagues interest in the region is mounted. The newly established Asia Pacific
    Association for International Education presents the most recent trends and changes happening in the region.

    Session Description:

    1. The session will update on the most current issues of higher education in Asia-Pacific region.
    2. The participants of this session will be able to understand the reason why the region became so important
    in recent years, and how they will be able to work with institutions professionals from the region.
    3. 15-20 minutes presentations will be provided to cover the most current trends of the regional higher
    education and to showcase the APAIE conference. A chair will lead the questions & answer session and
    discussion after presentations.
    4. Question/answer session will follow the presentations for about 1/2 hour.
    5. Asia-Pacific has become an emerging destination for out-of-the-region institutions study abroad and
    student supply, including Americas and Europe. The session will offer opportunity to become familiar with
    policies and changes in the region and to learn from best practices of regional institutions.

















    Track A-6-3
    (Doo-Hee LEE)

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    Professional
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    - - 21 (2004)
    Educational Background
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    Track B-1-1
    Tim Ringo

    Occupation - Global Leader, Human Capital Management
    Professional
    History
    Tim Ringo is Global Leader of IBMs Human Capital Management
    (HCM) consulting practice, and is based in London. He has overall
    responsibility for more than 2000 HCM professionals around the
    world whose focus is helping clients enable enterprise innovation and
    performance through improved workforce effectiveness.

    Tims primary focus is to help clients create workforce and enterprise
    transformation through implementation of integrated human capital
    lifecycle strategy, processes and technologies. Enterprises that link
    the individuals performance objectives to overall strategic objectives
    and align learning, collaboration, workforce and career management
    to these objectives, are typically the top performers in their industry,
    he explains. This is where we focus IBMs tools/assets, expertise
    and services to help our clients become industry leaders.
    Tim joined IBM Global Business Services in 2006 after 16 years at
    Accenture, where he was Executive Partner in Accentures Human
    Performance Service Line. He brings a wealth of experience in
    defining and successfully implementing large scale Human Capital
    programmes that produce measurable results for clients. He has
    successfully implemented HCM solutions across most industries,
    including financial services, communications, high tech, industrial
    and travel and transportation and in most geographies, including the
    Americas, Europe and many parts of Asia.
    Tim began his career in Human Capital Management in 1992, in the
    Columbus, Ohio office of Andersen Consulting, as one of the early
    team members of the Change Management Practice. He relocated to
    London in 1997, where he lives, today, with his family.
    Originally from Dayton, Ohio, Tim graduated from The Ohio State
    University, with a Bachelor of Science in Business Administration,
    majoring in Finance. He also studied English Literature at Ohio State
    and New College, Oxford, England.
    Educational Background
    & Publication Records



























    Unlocking the DNA of the adaptable workforce - Insights from the 2007 IBM
    Global Human Capital Study

    Tim Ringo
    Global Leader for Human Capital Management Services, IBM

    Todays business executives face a host of pressures, including volatile markets, global competition, and the
    emergence of new business models. These are forcing organizations to be more responsive to shifting
    market needs; more flexible in how they operate; more focused on their core competencies; more nimble at
    partnering; and more resilient to external threats. Success in any of these areas is dependent on the
    organization's ability to develop a workforce that can adapt to these changes. IBM interviewed over 400
    HR executives at organizations from 34 countries to find out how they were addressing these workforce
    challenges. Our analysis shows that in order to succeed in today and tomorrow's marketplace, there are key
    areas of focus that require the immediate attention of not just the HR function, but senior executives across
    the organization. In this session, Tim Ringo, Global Leader, Human Capital Management for IBM
    Global Business Services will reveal how addressing these key focus areas can help transform your
    workforce and take its performance to the next level.
























    Track B-1-1
    (Tim Ringo)

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    Track B-1-2
    Scott G. Drach

    Occupation - Human Resources Director, Boeing International
    Professional
    History
    Scott Drach was named Human Resources director for Boeing
    International in October 2006. He reports jointly to Laurette
    Koellner, president of Boeing International, and Rick Stephens,
    senior vice president of Human Resources and Administration for
    The Boeing Company.
    Drach is responsible for leading the function that provides human
    resources services for Boeing International employees in more than
    20 locations around the world. He also works with organizations
    across the company to improve the global delivery of human
    resources support to employees and Boeing entities operating outside
    the United States.
    Before joining Boeing International, Drach was director of human
    resources for Connexion by Boeing, the Boeing business that
    provided real-time, high-speed Internet services to commercial and
    executive transport aircraft and maritime vessels. Before that, Drach
    was the human resources director for Boeing Canada Technology in
    Winnipeg, Manitoba. His previous assignments in human resources
    included Boeing-Corinth and Boeing-Irving in the Dallas-Fort Worth
    area, and with the Boeing Service Company in Richardson, Texas.
    Earlier in his career he was involved in security and human resource
    efforts for various divisions of the former Rockwell International
    after joining the company as a college intern at its Aircraft
    Modification Center in Shreveport, Louisiana.
    Scott served six years in the Louisiana Army National Guard. He is a
    member of Rotary International, the Society for Human Resources
    Management and the International Association of Business
    Communicators.

    Educational Background
    & Publication Records
    Drach is a graduate of Louisiana State University and has a masters
    degree in Industrial Relations from Louisiana Tech University. He
    is certified by the Human Resources Certification Institute as a
    senior professional in human resources.































    Business Growth through Talent Management Strategies

    Scott G. Drach
    HR Director, Boeing International

    Throughout its nearly 100-year history, The Boeing Company has attracted, developed and retained talented
    individuals who have helped build the industries of commercial aviation, space exploration and military
    aircraft and systems. However, with an aging workforce in the United States eligible to retire, with fewer
    math, science and engineering graduates in talent pipeline, and tough competition for skilled leaders,
    Boeing's ability to compete for critical talent is being tested.
    What is Boeing doing to attract and develop leaders? During this session we will take a look as the programs
    The Boeing Company is deploying to ensure the organization has the right skills in place to continue to
    propel the company's growth and productivity plans.




























    Track B-1-2
    (Scott Drach)

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    2005 B
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    C
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    2005 B
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    ll rights reserved.
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    ll rights reserved.
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    opyright
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    ll rights reserved.
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    2005 B
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    Track B-2-1
    Iwao Taka

    Occupation - Professor at Reitaku University (Graduate School of Economics and
    Business Administration)
    - Visiting Professor at Kyoto University (Graduate School of
    Management)
    Professional
    History
    In 1994, assistant professor at Reitaku University (Department of
    Business Administration)
    In 1995, part-time lecturer at Waseda University (Department of
    Commerce)
    In 1996, associate professor at Reitaku University (Department of
    Business Administration)
    In 2001, professor at Reitaku University (Department of Business
    Administration)
    In 2001, professor at Reitaku University (Graduate School of
    Economics and Business Administration)
    In 2003, lecturer at Kyushu University (Graduate School of
    Management)
    In 2004, lecturer at Waseda University (Graduate School of Finance)
    In 2007, visiting professor at Kyoto University (Graduate School of
    Management)
    Educational Background
    & Publication Records
    Earned a doctors degree from Waseda University in 1995 (Doctor of
    Commerce)
    <English>
    Business Ethics in Japan, THE BLACKWELL ENCYCLOPEDIA
    OF MANAGEMENT, Vol. XI (Business Ethics) edited by Cary L.
    Cooper and Chris Argyris, Oxford, UK: Blackwell Publisher, 1997,
    pp. 80-86.
    Contextualism in Business and Ethical Issues in Japan, Ethics in
    International Management, edited by Brij Nino Kumar and Horst
    Steinmann, Walter de Gruyter & Co., 1998, pp. 323-339.
    ECS2000: A New Business Ethics Standard, (with S. Davis) The
    2nd ISBEE World Congress, Sao Paulo, Brazil, July 23, 2000.
    CSR and Ethics Compliance Standard (ECS2000) in Japan,
    COLPOLCO Workshop: Corporate Social Responsibility-Concepts
    and Solutions-, Port-of-Spain, June 10, 2002.
    <Japanese>
    Business Ethics: Competitive Edge and ECS2000 (with Thomas
    Donaldson), Bunshindo, 1999.
    Compliance Programs for Financial Institutions: How to Apply
    ECS2000 (with Tadashi Kunihiro), Keizai Horei Kenkyukai, 1999.
    Corporate Social Responsibility (with others), Japanese Standards
    Association, 2003.
    Business Ethics: CSR and ECS2000 (with Thomas Donaldson),
    Bunshindo, 2003.
    Legal and Ethical Compliance, Nikkei Shinbun, 2003.
    CSR: How to Enhance Corporate Value (with others), Nikkei
    Shinbun, 2004.
    Management with Uncompromising Integrity, Nikkei Shinbun, 2005.






















    Corporate Social Responsibility and Challenges by Japanese Corporations

    Iwao Taka, Dr.
    Professor at Reitaku University
    Visting Professor at Kyoto University

    Why Corporate Social Responsibility (CSR) is required. First of all, main reasons will be discussed
    (Globalization and deregulation; criticism against the WTO; a movement to create the ISO26000). The WTO
    has been working as a main engine to take domestic regulations away from all the member countries and to
    promote market economy globally. As the saying goes, the more freedom corporations enjoy, the more
    responsibility they have to take. This is why the ISO has been creating the ISO26000 with help of over 200
    experts.
    Second, major fields (legal compliance, ethical practices, and social contributions) of CSR will be
    overviewed. Legal compliance is a basic requirement. But this does not mean that complying with the
    relevant laws and regulations is very easy. On the contrary, it often becomes difficult, especially when two
    conditions are met: (1) A low chance for regulators to find corporate wrongdoing, (2) a high possibility for a
    corporation to make a large profit.
    In order to overcome such temptation, a corporation has to establish sound corporate governance and an
    effective internal control system, and more importantly it has to improve the corporate culture continuously.
    Ethical practices are closely related to ways to improve the corporate culture.
    With regard to social contributions, in Japan some corporations are keeping forests as they are, even if the
    forests are not making any economic returns, making their facilities available to local communities whenever
    requested, transferring basic technologies to developing countries free of charge, helping war-victim
    countries remove an uncountable number of mines from their land, providing children in developing
    countries with glasses so as to help them read books, and offering mosquito nets to African countries so as to
    prevent people from catching malaria.
    Third, we will shed light on general challenges Japanese corporations have taken, for the purpose of
    internalizing business ethics and promoting CSR. It covers making codes of conduct, analyzing infringement
    risks and deviation risks from social norms, clarifying what they can do for the benefit of society, making
    concrete implementation plans, inviting external and independent directors to the board, appointing ethics
    officers, establishing ethics office, introducing ethics helpline, conducting effective ethical training, and
    making contributions to society and environment making effective use of technologies and business
    experiences.









    Track B-2-1
    (Iwao Taka)

    Occupation - Reitaku ( )
    - ( )
    Professional
    History
    1994 Reitaku ()
    1995 ()
    1996 Reitaku ()
    2001 Reitaku ()
    2001 Reitaku ( )
    2003 ( )
    2004 ( )
    2007 ( )
    Educational Background
    & Publication Records
    1995 ( )
    <>
    Blackwell , 11 (
    ), Cary L Cooper and Chris Argyris, Oxford, UK: Blackwell
    Publisher, 1997, pp. 80-86.

    , Brij Nino Kumar and Horst Steinmann , Walter de Gruyter
    & Co., 1998, pp. 323-339.
    ECS 2000: , (S. Davis ) 2
    ISBEE , , , 2000 7 23 ..
    CSR (ECS2000), COLPOLCO :
    , Port-of-Spain, 2002 6
    10 .
    <>
    : ECS2000 ( ),
    Bunshindo, 1999.
    : ECS2000
    ( ), Keizai Horei Kenkyukai, 1999.
    (), , 2003.
    : CSR ECS2000 ( ),
    Bunshindo, 2003.
    , Nikkei Shinbun, 2003.
    CSR: (), Nikkei Shinbun,
    2004.
    , Nikkei Shinbun, 2005.





































    (CSR) ? , , WTO ,
    ISO26000 . WTO
    .
    , . 200
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    , , , CSR .
    .
    . (1) , (2)

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    , ,
    .
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    .
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    Track B-2-2
    Vivienne Tan

    Occupation - Executive Chairperson and co-founder of the Entrepreneurs School
    of Asia
    Professional
    History
    Vivienne Tan is the Executive Chairperson and co-founder of the
    Entrepreneurs School of Asia, Asias first college dedicated entirely
    for the research and education of entrepreneurship. The ESA has a
    campus in Metro Manila Philippines and a satellite campus in
    Hangzhou, China. Vivienne has been operating her education
    enterprise for the past eight (8) years.

    Vivienne is also a founding trustee of the Philippine Center for
    Entrepreneurship the foundation that spearheads the Go Negosyo
    Movement.
    Educational Background
    & Publication Records
    Education:
    -BS. Computer Science and Math, University for San Francisco
    -Post Graduate Diploma in Fashion Merchandising, Fashion Institute
    of Design and Merchandising (Los Angeles)
    Awards and Recognition:
    TOYM for Business education and Entrepreneurship 2006
    UNESCO Women of Excellence Award for Education and Social
    Entrepreneurship 2007
    Leading Women of the World Honoree for 2007


    Corporate Social Responsibility in Korea:
    Present Shortcomings and Strategic Solutions

    Dr. Kim, Hyung Chul
    Professor at Yonsei University

    Corporate Social Responsibility (CSR) has become one of the leading issues in todays business world.
    This is no exception in Korea, where it is no longer enough for businesses to simply focus on maximizing
    profits; they are also expected to do well by doing good.
    We will start by taking a look at Korean firms promotion of CSR, with a focus on their present
    shortcomings. Borrowing the classification suggested by Philip Kotler, we can divide corporate social
    initiatives into the following six categories: Cause Promotions, Cause-Related Marketing, Corporate Social
    Marketing, Corporate Philanthropy, Community Volunteering, and Socially Responsible Business Practices.
    Among these, Korean companies tend to focus their social contribution activities heavily on Corporate
    Philanthropy and Community Volunteering, whereas Cause-Related Marketing and Corporate Social
    Marketing are largely ignored. By analyzing the overall trend of corporate social initiatives in Korea and
    taking a look at specific examples, we can find that the range of Korean firms social activities has been
    relatively limited.
    Next, we will shed light on why the social contributions of Korean firms tend to fall short of the global
    standard. The problem can be divided into two parts: the first part deals with problems within the company,
    which can be further classified as cognitive misunderstandings and systematic shortcomings. The second
    part of the problem lies in the macro environment surrounding the firm, which includes the government,
    other organizations, and the public.
    Finally, we will introduce a number of strategic solutions for improving the quality of corporate social
    contributions in Korea. We suggest a number of strategies that Korean companies can implement to enhance
    their social activities. We also provide some guidelines for the government and the public to foster an
    environment that encourages social contributions of Korean corporations.






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    Track B-3-1
    Tom Vines

    Occupation - Vice President, Human Resources IBM Asia Pacific
    - A member of The Conference Board Asia Pacific Human Res
    ources Council
    Professional
    History
    Tommy (Tom) Vines is the Vice President of Human Resources,
    IBM Asia Pacific. In this role he is responsible for leading the
    development and implementation of HR policies and practices that
    touch more than 95,000 employees in 12 countries. Tom was
    appointed to this role in March 2006.

    Previously Tom held the role of Vice President of Human Resources,
    Sales & Distribution, Global Industries, where he was responsible for
    human resources strategies for IBMs sales and sales support
    workforce. Tom has also held the role of Talent Director where he
    led talent identification, attraction, integration, and development
    efforts involving over 70,000 sellers. Tom has worked in numerous
    other HR leadership positions in IBM where he was responsible for
    staffing, employee relations, compensation, diversity, benefits, total
    quality management, learning, management development,
    community relations and site services. From 1993 to 1999 Tom was
    Vice President, Human Resources, CIGNA. Tom was responsible for
    directing and developing Human Resource programs for CIGNAs
    Technology Division. His leadership was instrumental in landing
    CIGNA as one of the best places to work for Information
    Technologists according to Computerworld Magazine.

    Tom took a leave of absence from the corporate world and founded
    the National Association of African Americans in Human Resources
    (NAAAHR). From 1999 to 2000 Tom served as the first President of
    NAAAHR. NAAAHR is a non-profit organization formed to serve
    as a network, resource and forum to promote African American
    representation in the human resources profession and industry.
    NAAAHR currently has 1000 members in 12 chapters across the
    country.

    Tom has been featured in Computerworld, PC Weekly, and
    Information Week. He has also presented at numerous conferences
    sponsored by various Human Resources and Information Technology
    professional organizations. Tom is also a member of The Conference
    Board Asia Pacific Human Resources Council.
    He has also served on the board of the American Red Cross, Junior
    Achievement, Family Services of Philadelphia, and Society for
    Human Resources College Relations Committee, and Chairman of
    the Employer Advisory Board at Drexel Universitys College of
    Business. He is an active member of The Conference Board's Asia
    Pacific Human Resources Council. HR Magazine in 1999 named him
    one of the top 20 HR Hotshots in the United States.
    Educational Background
    & Publication Records
    Tom has an undergraduate in Business Administration from the
    Virginia Commonwealth University. Tom was on the Deans List and
    the Graduate Scholars List at American University where he
    completed his Masters in Human Resources.


    Talent Attraction and Retention in the Asia-Pacific Region


    Tom Vines
    Vice President, AP HR, IBM

    HR Organizations are being pulled in two directions; continued administrative operational excellence, and at
    the same time, increasing contributions to the strategic sides of the business. Trends in globalization,
    workforce demographic have all forced HR to redefine their place at table. The pressures organizations are
    facing around the people agenda are common - there is growing recognition from CEOs that to achieve
    growth and improve bottom line, innovation is required not just in their products but also in the talent
    management strategy. Innovative HR and Talent Management Strategy has to be linked to the enterprise
    strategy and driven through an integrated talent life cycle of: Attract and retain, Motivate and develop,
    Connect and Enable them and Deploy and Managed effectively.

























    Track B-3-1
    (Tom Vines)

    Occupation - IBM HR
    - Conference Board

    Professional
    History
    Vines IBM
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    Track B-3-3
    Richard Pibworth

    Occupation - Senior Manager, Overseas Part, Corporate HR Team, Samsung
    Electronics
    Professional
    History
    2005 - 2007: Senior Manager, Overseas Part, Corporate HR Team,
    Samsung Electronics; Seoul, South Korea
    2001 - 2004: Global Strategist, Global Strategy Group, Samsung
    Group; Seoul, South Korea
    1992 - 1999: Overseas Business Planning Team, Kobe Steel, Ltd.;
    Tokyo, Japan
    Educational Background
    & Publication Records
    2000: MBA, INSEAD, France: 2000
    1988-1991: B.A., Modern History, Oxford University,


    The Talent Management Strategy of Samsung Electronics

    Richard Pibworth
    General Manager, Samsung Electronics

    The purpose of this abstract is to introduce processes used by Samsung Electronics to manage the
    recruitment and retention of talented personnel during the course its rapid transition to a digital and
    convergence-centric business environment.

    We will introduce one aspect of 'War for talent' by referring to case studies detailing the strategy and method
    used to recruit talented people. We will also look into various methods used by the company to help talented
    personnel rapidly adapt to the organization and begin to generate value.

    We also seek to leverage any advantages gained through offering pre-employment training programs and
    membership programs, or by operating recruitment systems and retention programs.


























    Track B-3-3
    (Richard Pibworth)


    Occupation - HR ,
    Professional
    History
    2005 - 2007: , , HR , ()
    2001 - 2004: , ()
    1992 - 1999: (, ),
    Educational Background
    & Publication Records
    2000: MBA, INSEAD, : 2000
    1988-1991: , ,
















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    Track B-4-1
    Mark Woodhouse

    Occupation - Operations Director at Saratoga (part of the Human Resource
    Services division at PricewaterhouseCoopers LLP)
    Professional
    History
    The career in HR started in the Public Sector in the early 70s with
    various roles in Industrial Relations, Training and generalist HR.
    Since that date he has held a number of senior positions in both fast
    moving consumer goods with Reckitt & Colman and Reckitt
    Benckiser and in the Engineering/Aerospace sector with Rolls Royce.
    His latest roles have included Group Management Development
    Director (R & C), European Human Resources Director (RB), and
    Director of Learning and Organisational Development (RR).
    During that time he has been involved in a broad range of
    organisational development activity, change management, executive
    development and business process re-engineering. This has been
    undertaken at UK, European and Global level. Mark has also run his
    own consultancy focusing on organisation development,
    transformational change, executive assessment, coaching and HR
    strategy development.

    Over the past 18 months Mark has worked as account director with a
    number of UK, European and Global organizations focusing on HR
    strategy alignment, HR effectiveness and human capital
    benchmarking. Clients include Roche, Astra Zeneca, Shire Pharma,
    DeBeers, Orange, HBOS, BAT,HSBC, Deutsche Post, Littlewoods,
    Nike, Sony, Citi Group, BAA, BAE Systems, and Metronet.
    Educational Background
    & Publication Records
    He has awarded his PhD from the University of London in 2004
    which explored the relationship between executive leadership
    development programmes and organisational performance. He has
    also co authored a book on talent management and undertaken a
    number of audits of organizations talent processes.


    The Return on Investment for Human Capital - A Business Asset


    Richard Phelps and Jonathan Moses
    PricewaterhouseCoopers LLP


    Organisations across the world increasingly recognise the importance of their human capital, and
    linkages between people interventions and their impact on commercial performance. Human Capital
    bridges the gap between HR inputs and processes, and business outcomes.

    Today's HR function is perhaps uniquely positioned to capitalise on these circumstances being in a position
    to demonstrate that focussed interventions in for example, recruitment strategy, talent management,
    employee and leadership development and workforce engagement, do indeed have a positive effect on
    retention, productivity, customer satisfaction and bottom-line performance.

    Concurrently, HR finds itself subject to multiple new demands. Executives may wish to manage the
    workforce as a business asset, but at the same time they are requiring HR to optimise its own role and
    resource and demonstrate value for money, leading many HR functions to focus on internal process
    efficiency and cost savings. Externally, the drive towards corporate social responsibility, together with an
    increasingly sophisticated investment community are both generating a greater awareness and interest in the
    disclosure of non-financial indicators, notably people metrics. Around the globe, there are many initiatives
    in corporate reporting making recommendations to organisations in how to communicate this information
    alongside more traditional annual reports and accounts.

    All of this evidence lays down a clear challenge for HR begin able to measure, analyse, understand and
    report on the organisation's people processes and human capital resource is rapidly becoming a necessary
    competence. Of course, there is much evidence that HR community is already becoming more strategically
    focussed than ever before and with an increasing range of business competences now present in an HR
    function. As such, many organisations now take an objective approach to the management of their people
    and apply both quantitative and qualitative measurement to HR disciplines.

    This session provides insights into how these organisations are designing measurement systems to enable
    evidence-based decision-making, how an ROI approach can be applied to HR activities and human capital
    investment. It also reviews the critical success factors for the governance of any measurement initiative and
    the development of business-relevant human capital reporting to audiences both internally and externally.




    Track B-4-1
    (Mark Woodhouse)

    Occupation - Saratoga (PwC )
    Professional
    History
    1970
    , HR .
    Reckitt & Colman (R&C), Reckitt
    Benckiser(RB), (RR) /

    , (R&C),
    (RB), (RR) .
    , ,
    . ,
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    , ,
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    18 ,
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    . Roche, Astra Zeneca,
    Shire Pharma, DeBeers, Orange, HBOS, BAT< HSBC,
    Deutsche Post, Littlewoods, Nike, Sony, Citi Group, BAA,
    BAE systems Metronet .
    Educational Background
    & Publication Records
    2004 ,

    .
    , .




    LLP


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    Track B-4-2
    Don Cooper William

    Occupation - the Executive Director of Strategy and Marketing for SAS Asia
    Pacific region
    Professional
    History
    Don has over 30 years experience in the IT market where he has held
    senior positions in strategy, sales and marketing with leading
    organizations such Olivetti, Digital Equipment, SAP and 3Com. He
    has been instrumental in the successful strategy and marketing of
    both hardware and software products and solutions in markets such
    as EMEA(Europe and Middle East), and the Asia Pacific region.

    Notably, he was responsible for the introduction of 64 bit technology
    with Digital Equipment and was instrumental in the massive growth
    of SAP in the Asia Pacific region during the 90's. Don now heads the
    Strategy and Marketing business in the Asia Pacific region for SAS
    Institute, the world's largest private software company. Also Don is
    a member of SAS Global Communications Committee, leading SAS
    globalization strategy to generate One Voice for one company.
    He has worked for over 5 years at SAS. His personal philosophy is
    to 'change mind-sets through influence' and to deliver strategic
    direction and growth through the disciplines.

    He speaks regularly on the topics of Corporate Performance
    Management, Business Intelligence, Change Management and allied
    thought leadership subjects.
    Educational Background
    & Publication Records

    PERFORMANCE FOR HUMAN CAPITAL MANAGEMENT

    Don Cooper Williams
    SAS Institute Inc

    Optimisation of the workforce
    If the employees are to be seen as a Business Asset, then there needs to be a strategy in place in order to
    optimise the deployment of that workforce. This can be augmented by the use of intelligence to measure
    performance improvement and to incorporate that information in the companys performance management
    plan.

    Contribution to profitability
    Using the right strategies and capabilities available to bring alignment of management goals and individual
    employees, with a profound demonstration of HRs contribution to the bottom line. In a business
    environment of mergers and acquisitions, consolidation and restructuring, companies need intelligence on
    employees, HR trends and causes for turnover. Both retention and hiring strategies can be managed more
    strategically with intelligence.

    Integration into the Business
    -Approach Human Capital Management assets holistically by incorporating all the data needed to make the
    decisions
    - Align people, processes and technology to ensure that employees are helping the company meet its goals.
    -Perform proactive workforce planning, using analytics to develop strategies while predicting future
    organisational needs.
    -Leverage benchmark data by automatically calculating a large number of metrics as standard features and
    setting strategy that enhances organisational performance.

    Informed decisions, increased profitability
    Key managers need to be supplied to information on a timely interactive manner that allows the rewarding or
    hiring of people, as well as helping them to accomplish their business goals. A virtual window into the future
    so that precise indications are available that will effect costs and profitability in the years ahead

    Case Study
    How to predict if your best employees are about to walk out of the door.





    Track B-4-2
    (Don Cooper Williams)

    Occupation - SAS
    Professional
    History
    Williams Olivetti, Digital Equipment, SAP 3Com
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    Track B-4-3
    Seung-Cheol Lee

    Occupation - VICE PRESIDNET of Human Resource Strategy Team
    Professional
    History
    - WATSON WYATT, SEOUL OFFICE: MARCH, 2004 TO
    JANUARY, 2006 HCG(Human Consulting Group) practice leader
    - CHINJU NATIONAL UNIVERSITY, DEPT. OF VENTURE &
    BUSINESS: MARCH, 2003 TO FEB., 2005
    - ADJUNCT PROFESSOR |V|SOCIETY: APRIL, 2002 TO
    OCTORBER, 2003
    - SENIOR VICE PRESIDENT, TOWERS PERRIN, SEOUL
    OFFICE FEB., 2001 TO MAR. 2002
    - BISINESS UNIT LEADER (PEOPLE PERFORMANCE
    SOLUTION BUSINESS), POSCO RESEARCH INSTITUTE:
    OCT., 1995 TO OCT., 1999
    Senior Researcher
    Educational Background
    & Publication Records
    YONSEI UNIVERSITY(SEOUL, KOREA) 1993 TO 1996
    ABD(CANDIDATE FOR PH.D.) - ORGANIZATION THEORY
    YONSEI UNIVERSITY(SEOUL, KOREA) 1989 TO 1993
    MASTER OF BUSINESS ADMINISTRATION
    ORGANIZATIONAL BEHAVIOR
    YONSEI UNIVERSITY(SEOUL, KOREA) 1985 TO 1989
    BACHELOR OF ARTS - BUSINESS ADMINISTRATION


    The Return on Investment for Human Capital - A Business Asset

    Seoung-Cheol Lee
    Senior Vice President, Human Resource Office, Korea Telecom

    Until the mid 90s, the human resource utilization through the seniority-based system and internal labor
    market was the main factor of human resource management for Korean companies. However after the
    economic crisis in 1997, the introduction of a global standard for management systems of Korean companies
    became one of the most important issues. In the personnel management system, the global standard means
    Northern American-styled system called Strategic Human Resource Management (SHRM). The strategic
    alignment between strategy and performance management system, the so called line-of-sight, and the
    performance-based compensation system is the core of SHRM. The paradigm shift in human resource
    management, which has been started between the large companies since the late 90s, is now spreading to
    small and medium size companies as well.
    Despite the last ten years effort, Korean companies are experiencing fierce negative effects. First of all, there
    are barriers for Knowledge sharing caused by excessive competition among employees. Secondly, they
    experience morale and loyalty problems through contagion effect. This means negative emotion caused by
    down-sizing quickly spreads out all the organization. And last, they also experience employees adverse
    selection. Ironically new HRM increased mobility only for top talent, so high performer moved easily but
    low performer come to stay and resist companys policy.
    For the reason that I mentioned, the need to test the relationship between human capital and business
    performance empirically is growing more than ever before. Human capital means work-related resources
    such as knowledge or skill embedded in people. Recently many companies try to submit a report like
    Intangible Asset Report, and Human Capital Report annually, or include Human Capital Index(HCI) in
    their Annual Report. Some companies began to introduce Human Capital Accounting system as well.
    The issue of this approach can be summarized into two parts. First, there is a problem associated with level
    of analysis. The implicit assumption on performance is that business performance is created by each
    individual. In this case, business performance can be equal to summation of individual performance.
    Accordingly return on the investment is measured at a collective level. But in reality the budget allocation
    for human capital depends on individual performance. So there is a possibility for gap between the two
    measures which are measured at different levels.
    Secondly, there is a controversial issue on the implicit principles of business performance. Recent reforms
    of performance oriented human management system in Korea are based on an idea of perfect rationality of
    human being, and the improvement of performance can be achieved only by the infinite competition
    between individuals. However, division of labor and cooperative work in an economic system are two side of
    the same coin and it would be impossible to succeed without co-operation between members of the team.
    We can conclude that we have to find the third way to create a virtuous circle in HRM. Recently there is an
    increasing interest in the relationship between cooperation and performance. Those concepts like Social
    capital and collective intelligence can be useful to solve the current issues in Korean companies. Social
    capital means both the network and the assets that may be mobilized through social relationship of
    individuals. I think this brings us to the topic of collaboration with competitive colleagues at work. And next,
    to elaborate the relationship between HCI and business performance, we need a heuristic approach like
    system dynamics, which can contribute to finding a direction for practical changes in management systems
    of the companies. Finally, we can consider that we will set the standard for Human Capital Index and all the
    companies are under obligation to notify them publicly.




























    Track B-4-3


    Occupation - KT
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    Track B-5-1
    Dick Kleinert

    Occupation - Deloitte Principal
    Professional
    History
    - Office head in Los Angeles for a leading international compensation and
    benefits consulting firm
    - Director of employee benefit plan administration for a large
    manufacturing company
    Educational Background
    & Publication Records
    - M.A. in Applied Economics and M.H.S.A. degree in medical care
    organization from the University of Michigan
    - B.A. (Phi Beta Kappa) from the College of Wooster











    Going Global: The People Dimension of Organizational Transformation

    Dick Kleinert,
    Leader of Deloitte Consulting's Human Capital practice in Asia Pacific Japan

    Dick Kleinert, Leader of Deloitte Consulting's Human Capital practice in Asia Pacific Japan, will present
    "Going Global: The People Dimension of Organizational Transformation" discussing global trends in
    structural transformation, related people and organizational challenges and some practical, proactive
    solutions to enhance organizational performance. Specific topics will include:
    - Current global marketplace pressures (e.g., globalization, talent trends, increasing consumer power,
    changing regulatory pressures)
    - Related organizational transformation strategies (e.g., outsourcing, M&A, shared services)
    - Associated human capital challenges
    - Pragmatic approaches to solving select challenges

    Deloitte Consulting has the 2nd largest HR consulting practice in the world, with expertise in total rewards,
    HR transformation, technology and service delivery, talent management, change management, learning and
    development, as well as related tax, compliance, and reporting expertise. Dick has 30 years of experience
    in the Human Capital field including 10 years on the employer side as well as 20 years as a consultant,
    working for wide range of global organizations.




















    Track B-5-1
    (Dick Kleinert)

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    Professional
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    l jo
    b
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    o
    t
    a
    t
    io
    n
    N
    e
    t
    w
    o
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    k
    in
    g
    / c
    o
    lla
    b
    o
    r
    a
    tio
    n
    (
    c
    r
    o
    s
    s
    -
    s
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    e
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    t
    /f
    u
    n
    c
    tio
    n
    /g
    e
    o
    g
    r
    a
    p
    h
    y
    )
    B
    r
    a
    n
    d
    /c
    a
    t
    e
    g
    o
    r
    y
    m
    a
    n
    a
    g
    e
    m
    e
    n
    t
    T
    e
    c
    h
    n
    o
    lo
    g
    y
    / d
    ig
    it
    a
    l t
    r
    e
    n
    d
    s
    C
    o
    n
    s
    u
    m
    e
    r
    t
    r
    e
    n
    d
    s
    D
    ig
    it
    a
    l m
    e
    d
    ia
    s
    a
    le
    s
    t
    r
    a
    in
    in
    g
    C
    o
    r
    e
    G
    M
    s
    k
    ills
    E
    m
    e
    r
    g
    in
    g
    m
    a
    r
    k
    e
    t
    t
    r
    e
    n
    d
    s
    F
    r
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    c
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    u
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    u
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    a
    l in
    t
    e
    g
    r
    a
    t
    io
    n
    L
    e
    a
    r
    n
    i
    n
    g

    P
    r
    i
    o
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    i
    t
    i
    e
    s

    M
    a
    p

    t
    o

    T
    h
    e

    W
    a
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    t

    D
    i
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    e
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    C
    o
    m
    p
    a
    n
    y

    S
    t
    r
    a
    t
    e
    g
    y
    3
    8

    P
    e
    r
    s
    o
    n
    a
    liz
    e
    d

    le
    a
    r
    n
    in
    g

    p
    la
    n
    s

    t
    a
    ilo
    r
    e
    d

    t
    o

    t
    h
    e

    in
    d
    iv
    id
    u
    a
    l,

    t
    h
    e
    ir

    r
    o
    le

    o
    r

    S
    e
    g
    m
    e
    n
    t
    /
    U
    n
    it

    I
    n
    t
    e
    r
    a
    c
    t
    iv
    e
    ,

    c
    o
    m
    p
    e
    llin
    g
    ,

    a
    n
    d

    r
    e
    le
    v
    a
    n
    t

    c
    o
    n
    t
    e
    n
    t
    ;

    a
    c
    c
    e
    s
    s
    e
    d

    a
    n
    y
    t
    im
    e
    ,

    a
    n
    y
    w
    h
    e
    r
    e

    B
    le
    n
    d
    e
    d

    le
    a
    r
    n
    in
    g

    e
    x
    p
    e
    r
    ie
    n
    c
    e
    s

    t
    o

    s
    u
    it

    p
    e
    r
    s
    o
    n
    a
    liz
    e
    d

    n
    e
    e
    d
    s
    :

    F
    2
    F

    (
    f
    a
    c
    e
    -
    t
    o
    -
    f
    a
    c
    e
    )
    ,

    E
    -
    le
    a
    r
    n
    in
    g
    ,

    a
    n
    d

    W
    e
    b
    -
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    a
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    d

    C
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    lla
    b
    o
    r
    a
    t
    e

    a
    n
    d

    s
    h
    a
    r
    e

    k
    n
    o
    w
    le
    d
    g
    e

    in
    t
    e
    r
    n
    a
    lly

    w
    o
    r
    ld
    w
    id
    e
    A

    s
    i
    n
    g
    l
    e

    g
    l
    o
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    l
    a
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    o
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    n
    g

    a
    n
    d

    d
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    o
    p
    m
    e
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    ,

    c
    o
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    t

    s
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    a
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    g
    ,

    a
    n
    d

    c
    o
    m
    m
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    n
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    c
    a
    t
    i
    o
    n
    E
    m
    p
    l
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    e
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    e

    t
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    n
    g

    e
    x
    p
    e
    r
    i
    e
    n
    c
    e
    s

    b
    y
    :




    3
    9
    B
    u
    ild
    s
    M
    a
    n
    a
    g
    e
    m
    e
    n
    t

    S
    k
    ills

    S
    e
    t
    T
    h
    r
    iv
    e
    s
    in

    a
    n
    E
    n
    v
    ir
    o
    n
    m
    e
    n
    t

    t
    h
    a
    t
    S
    u
    p
    p
    o
    r
    t
    s

    D
    e
    v
    e
    lo
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    m
    e
    n
    t
    C
    o
    n
    t
    in
    u
    e
    s
    t
    o

    R
    e
    f
    in
    e

    S
    k
    ills
    A
    tte
    n
    d
    s
    S
    e
    s
    s
    io
    n

    o
    n

    S
    p
    e
    a
    k
    in
    g

    W
    ith

    C
    o
    n
    fid
    e
    n
    c
    e


    E
    m
    p
    l
    o
    y
    e
    e
    M
    a
    n
    a
    g
    e
    r
    i
    a
    l

    L
    e
    a
    d
    e
    r
    s
    h
    i
    p

    A
    tte
    n
    d
    s
    a

    M
    a
    n
    a
    g
    e
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    e
    n
    t
    J
    o
    u
    r
    n
    e
    y

    W
    o
    r
    k
    s
    h
    o
    p


    T
    a
    k
    e
    s
    U
    n
    iv
    e
    r
    s
    ity
    C
    e
    r
    tific
    a
    te
    C
    o
    u
    r
    s
    e
    o
    n
    N
    e
    g
    o
    tia
    tio
    n

    L
    e
    v
    e
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    a
    g
    e
    s
    O
    n
    lin
    e

    E
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    c
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    e
    S
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    r
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    s

    a
    n
    d
    K
    e
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    T
    r
    e
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    tte
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    d
    s
    E
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    e
    c
    u
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    e

    S
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    s
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    io
    n
    o
    n

    S
    a
    r
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    a
    n
    e
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    O
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    le
    y
    P
    a
    r
    tic
    ip
    a
    te
    s
    in

    O
    n
    lin
    e

    C
    o
    u
    r
    s
    e
    o
    n

    C
    o
    a
    c
    h
    in
    g

    fo
    r
    P
    e
    r
    fo
    r
    m
    a
    n
    c
    e

    P
    a
    r
    tic
    ip
    a
    te
    s
    in

    L
    e
    a
    d
    e
    r
    s
    h
    ip
    F
    o
    r
    u
    m

    O
    n
    lin
    e
    P
    a
    r
    tic
    ip
    a
    te
    s
    in

    a
    n

    o
    n
    -
    lin
    e
    c
    o
    u
    r
    s
    e

    o
    n

    th
    e
    M
    S
    O
    ffic
    e

    S
    u
    ite
    T
    a
    k
    e
    s
    a
    c
    o
    u
    r
    s
    e

    o
    n

    C
    o
    n
    flic
    t
    M
    a
    n
    a
    g
    e
    m
    e
    n
    t
    *
    E
    x
    a
    m
    p
    le
    s
    o
    f le
    a
    rn
    in
    g

    re
    s
    o
    u
    rc
    e
    s
    . M
    a
    y
    n
    o
    t y
    e
    t b
    e
    p
    a
    rt o
    f th
    e
    D
    is
    n
    e
    y
    D
    e
    v
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    lo
    p
    m
    e
    n
    t C
    o
    n
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    e
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    tio
    n
    P
    la
    tfo
    rm
    T
    h
    e

    L
    e
    a
    r
    n
    i
    n
    g

    E
    x
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    e
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    e
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    e
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    i
    n
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    s

    i
    n
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    o

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    u
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    e
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    t

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    e
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    r

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    e
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    r
    n
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    n
    g

    n
    e
    e
    d
    s
    .
    *
    4
    0
    L
    e
    v
    e
    r
    a
    g
    e

    T
    e
    c
    h
    n
    o
    l
    o
    g
    y

    2
    4
    X
    7

    a
    c
    c
    e
    s
    s

    t
    o

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    o
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    p
    e
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    n
    d

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    y

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    1
    3
    0
    ,
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    0

    e
    m
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    y
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    M
    u
    l
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    e

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    e
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    n
    g

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    E
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    e
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    e
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    e
    s

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    i
    t
    h

    t
    e
    c
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    n
    o
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    g
    y

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    t

    w
    o
    r
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    ,

    h
    o
    m
    e
    ,

    a
    n
    d

    p
    l
    a
    y

    a
    l
    i
    g
    n
    P
    r
    o
    v
    i
    d
    e
    s

    g
    r
    e
    a
    t
    e
    r
    a
    c
    c
    e
    s
    s
    ,

    c
    o
    n
    v
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    e
    n
    c
    e

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    n
    d

    p
    e
    r
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    n
    a
    l
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    z
    a
    t
    i
    o
    n
    :
    O
    n
    lin
    e

    P
    u
    r
    c
    h
    a
    s
    e
    s

    f
    r
    o
    m

    H
    o
    m
    e

    M
    a
    u
    le
    d

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    t

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    e

    M
    a
    ll
    1
    5

    S
    o
    n
    g
    s
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    5
    ,
    0
    0
    0

    S
    o
    n
    g
    s


    I
    n

    L
    in
    e

    B
    a
    n
    k
    in
    g
    O
    n
    lin
    e

    B
    a
    n
    k
    in
    g


    T
    h
    e

    O
    l
    d
    T
    h
    e

    N
    e
    w
    1
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    4
    1
    V
    a
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    e

    t
    o

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    e

    C
    o
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    a
    n
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    A
    c
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    e
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    s

    &

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    p
    e
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    e
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    a
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    R
    e
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    e

    C
    o
    s
    t
    ++= ++
    D
    i
    s
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    e
    y

    D
    e
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    V
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    P
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    n
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    ,

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    4
    X
    7
    ,

    l
    e
    t
    s

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    s

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    e

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    Track B-5-2
    Kent Lockart

    Occupation - Director of Executive Development, Corporate Human Resources
    for The Walt Disney Company
    Professional
    History
    Kent Lockart is the Director of Executive Development, Corporate
    Human Resources for The Walt Disney Company. He oversees
    Disney's executive talent planning efforts globally, as well as having
    responsibility for guiding the company's executive succession process
    and human capital plans. His duties include executive workforce
    strategy, branding, planning and research. Executive performance
    management and development are also within the scope of his work.

    During his 25 years with Disney, Kent's career in human resources
    has spanned many roles and business segments. His experiences
    include work in the fields of lodging and hospitality, theme parks,
    cruise lines and administration, as well as at the corporate offices.
    Global implementation of human resources processes has been a
    recent focus for Kent, as The Walt Disney Company began
    implementing technology solutions to align human capital initiatives.
    Educational Background
    & Publication Records
    He has a Masters of Arts degree in Organizational Management
    from Fielding Graduate University in California and a Bachelors of
    Science in Psychology with a minor in Sociology from Illinois State
    University.

    Joint Presentation with Dick Kleinert


    Track B-5-3
    Young-Soon Kim

    Occupation - CEO, Credu
    Professional
    History
    Career
    2000. 05 ~ present CEO, Credu
    1999. 09 ~ 2000. 05 Cyber education team manager, Samsung
    Human ResourcesDevelopmentCenter
    1996. 05 ~ 1999. 09 Educational strategies team manager, Samsung
    SDS
    1995. 11 ~ 1996. 05 Team manager of restructuring task force, IS
    Division
    1992. 03 ~ 1995. 11 Chief of computing office, Samsung Watch Co.,
    Ltd.

    Major Activities
    Current Chairman of the Korea e-Learning Industry Association
    Member of the policy evaluation committee at the Ministry of
    Education and Human Resource Development
    Member of the advisory committee on agricultural reforms at the
    Ministry of Agriculture and Forestry
    Member of the advisory committee on the nurturing of software
    talents at the Ministry of Information and Communications
    Member of the committee on the development of the e-learning
    industry at the Office for Government Policy Coordination
    Member of the u-Learning Policy Forum
    Member of the operating committee for the e- Learning international
    cooperation corps at the Ministry of Education and Human Resources
    Development
    Vice president, the KSTD and the KAOCE
    Vice president, the Korea e-Learning Industry Association
    Educational Background
    & Publication Records
    Education
    2006. 02 MBA from Graduate School of Business at
    Sungkyunkwan University in Seoul
    1982. 03 BA in Electrical Engineering from Kwangwoon
    University in Seoul

    Awards
    2004. 12 Awarded recognition for its contribution to the spread of
    e-business and the national industrial development from the President
    of the Republic of Korea (award no. 148947)
    2004. 12 Awarded recognition for its contribution to the software
    industrys development from the Minister of Information and
    Communications (award no. 1927)
    2002.11 Received the Prime Ministers Prize in the 3rd Korean e-
    Business Competition, sponsored by the Ministry of Commerce,
    Industry and Energy
    2002.11 Received the Labor Ministers Prize in the 1st e-Learning
    Competition Awards sponsored by the Korean Research Institute for
    Vocational Education and Training


    Young-Soon Kim
    CEO, Credu Corp.

    HR's role is to align, motivate, and equip employees to meet company's goal. Alignment can be achieved by
    sharing corporate value and creating consensus with all employees, but corporate value must keep a delicate
    balance with local cultures. Motivating workforce can be realized by creating open and innovative
    culture. People are most motivated to perform when they are infused with job ownership and their creative
    ideas are respected with their job. Along side of cultivating right culture, HR should also focus on building
    employee competency by providing training programs that meet current and future needs of
    company. Successful companies not only provide just-in-time-training supporting practical learning needs
    but also foster future leaders who can move the company forward. Training is an investment to people, and
    to yield the best return, company must engage right training programs and approaches. If training is for a
    big number of people and knowledge intensive, it is advised to use technology based training, and some
    trainings are more effectively delivered by mentors or on the job training programs.

    Here are important roles of HR:
    - Function as a strategic partner of a company communicating company's vision and goal
    - Align employees with corporate culture and maintain appropriate balance between corporate and local
    culture
    - Cultivate culture that motivate employees to perform at their best
    - Train employees to meet the present and future needs of the company
    - Engage right training approaches based on training target audience and goal


















    Track B-5-3


    Occupation
    Professional
    History

    1992. 03 ~ 1995. 11
    1995. 11 ~ 1996. 05 IS T/F
    1996. 05 ~ 1999. 09 SDS
    1999. 09 ~ 2000. 05
    2000. 05 ~


    2002. 11 1 e-Learning
    ( )
    2002. 11 3 e-
    ()
    2004. 12S/W
    (No.1927)
    2004. 12e-
    (No.148947)


    , e-Learning



    e-Learning
    u
    e-Learning
    /
    e-Learning
    Educational Background
    & Publication Records
    1982. 03
    2006. 02



































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    Educational Background
    & Publication Records
    1982. 03
    2006. 02





































    Track B-6-1
    David Arkless

    Occupation - Senior Vice President for Global Corporate Affairs at Man
    - A member of the companys Executive Management Team
    Professional
    History
    Arkless is responsible for Governmental and International Affairs, as
    well as various strategic relationships with high-profile organizations
    such as the World Economic Forum, the Centre for European Policy
    Studies, the European Policy Centre, the U.S. Departments of State
    and Labor, the Ministry of Labor and Social Security of China and
    the government of Shanghai.
    Arkless joined Manpower in 1992 as company Vice-President and
    served in the Global Marketing and Strategic Services divisions
    before founding The Empower Group, a global consulting subsidiary
    of Manpower Inc, in 1999.

    Arkless serves as board member of both the International
    Organization for Migration and the United Nations High Commission
    for Refugees, and was named Special Envoy of the End Human
    Trafficking Now! movement.
    Prior to joining Manpower, Arkless worked in various international
    assignments for Hewlett-Packard and subsequently established his
    own consulting company, Caden Corporation, which delivered both
    strategic and project implementation programs for corporations like
    ABB and Rolls-Royce NEI.
    Educational Background
    & Publication Records



    HR Strategy through Mobility
    - Role of Staffing Services in Global HR Strategy

    David Arkless
    Senior Vice President, Manpower Inc.


    Developing world will continue to claim its stake in the global economy.
    will be good for world GDP growth
    will effect an inflation reduction on manufactured products
    more consumers coming on-stream
    increased demand for finite resources
    upward pressure on energy, raw materials, foodstuff prices


    Pressures for labour market reform in Europe will continue to build up.
    Its labour markets underperform compared to the US and Asia
    It loses global market share and forfeits economic growth opportunity
    The notion of security will build more on availability of jobs and access to new opportunities
    the longer and deeper Europe goes in the wrong direction, the more painful the reform is going to be
    the risk is real if the current positive trends are interpreted that no reforms are needed


    The location of jobs that can be moved is continuously challenged.
    the mobile job market will continue to grow
    technology will continuously increase the offshoring potential of jobs
    developing countries continue to move to higher value services
    huge need to overhaul skill systems
    the most important factor for location will be availability of skills
    EU/US will become recipients of offshoring (if they have the right skills)


    The jobs that cannot be moved will be subjected to three forces:
    demographics and indigenously available labour to fill jobs
    upward cost pressure due to scarcity of labour supply
    application of technological developments
    changing the nature of the job and the skill requirement for it
    immigration will mitigate upward cost pressures in labour market


    The practice of global work organizations will increase and change.
    technological advances will break down barriers for tacit interaction
    a more technology savvy new generation with greater tolerance for ICT shortcomings
    the way we look at team and people management will change
    broader geographical boundaries of tacit interaction
    greater workforce diversity

    Demography will force a rethinking of policies and regulations.
    to ensure labour supply government policies will:
    encourage immigration
    the rethinking process will start from addressing illegal immigration
    encourage longer working lives
    facilitate reconciling of private and professional lives
    governments will manage budgets
    entitlements will be reduced
    companies will rethink talent strategies
    older workers retention and recruitment strategies
    global mechanisms to access talent
    talent retention internal flexibility for multiple skills specific to one company
    access to talent external flexibility for specific skills for multiple enterprises


    Skill systems need to respond to changing workforce demographics and the challenges of skill
    development, re-skilling and up-skilling.


    HR and staffing services:
    risk of becoming commoditized
    technology
    ensuring value added
    global access
    jobs for job seekers
    talent for talent seekers
    superior matching
    availability of skill development
    cutting edge advice on rapidly changing HR practices career development advisor



    Track B-6-1
    (David Arkless)

    Occupation - (Manpower)
    Professional
    History
    Arkless ,
    , , ,
    ,
    .
    Arkless 1992 Manpower ,
    1999 Manpower
    Empower
    .

    Arkless , UN

    .
    Manpower , Arkless
    ,
    Caden ABB , NEI

    .
    Educational Background
    & Publication Records

    HR
    - HR




    .
    GDP



    , ,


    ,


    ,








    / ( )
    :







    ICT




    :














    ,

    HR :








    HR







    Track B-6-2
    Adele M. Yeargan

    Occupation - Director of Global Mobility Service, Hewitt Associates
    Professional
    History
    Mrs. Yeargan is Director of Global Mobility Service (GMS) for
    Hewitt Associates with operations in the US, Europe and Asia. Her
    department manages the delivery of client programs for Expatriate
    Administration and Relocation Logistics with over 3800 active
    assignments in more than 70 countries.
    Prior to joining Hewitt, Mrs. Yeargan was Executive Vice President
    for Relocation Services and served on the Board of Directors at The
    MI Group, a privately held company specializing in premium
    international relocation services.

    Yeargans international business career has spanned twenty years,
    during which she has done work in various fields, including
    international trading, corporate purchasing of commodity futures,
    international transportation and expatriate mobility and consulting.
    Corporate client consulting engagements have ranged from the
    integration of human capital global strategies, customizing best
    practice service programs and assisting and counseling clients on the
    execution of assignment policy. She has also advised on the design
    and content of mobility software programs.

    During her career she has traveled extensively to consult with clients
    and develop service provider relationships. She has done business in
    over 32 countries.
    Educational Background
    & Publication Records
    Mrs. Yeargan has had articles published by Runzheimer,
    Organization Resource Council, Confederation of British Industry
    and Mobility Magazine. As an expert in the mobility industry she has
    been interviewed and quoted by the Wall Street Journal, The Globe
    and Mail and appeared on a live television news program in Toronto
    on the results from an expatriate policy survey she developed jointly
    with Organization Resource Council.

    Degree: BA, Economics McGill University Montreal, Canada
    Designations: Global Mobility Specialist & Certified Relocation
    Professional


    WHY GLOBAL MOBILITY NEEDS TO BE STRATEGIC WITHIN
    WORKFORCE MANAGEMENT

    Hewitt Associates
    Adele M. Yeargan GMS CRP
    A Globally Mobile Workforce: An HR Outlook
    Until recently, it has served organizations well to bundle compensation, benefits, tax, and mobility together
    and manage them in a functional administrative way as a specialty (or silo) within HR or IHR. However,
    this methodology is not well adapted to the new workforce of today. This disconnect between the business
    and HR is a critical factor in the business not being able to execute efficiently and be competitive especially
    in the many diverse emerging markets they are required to operate in.
    The previous best practice policies no longer can respond to our organizations needs now and future state.
    They need to adapt, and quickly. This means that what was once considered a global policy is not in this
    new working paradigm.
    There are many intricate HR aspects of a flat world workforce that organizations need to comprehend
    beyond international assignees. Interestingly, the mobility perspective can bring both insights and solutions
    to the multifaceted challenges of globalized talent working across many regions.
    Mobility can be an organizations new found strategic device which can enhance many aspects of workforce
    management and should be used within the broader HR context to capitalize its value.
    To understand Global Mobilitys reach and consequent impact we need to consider it within the framework
    of each of these critical areas of HR management.
    Talent Management and Development
    Compensation: Equity and Transparency
    Engagement, Communication, and Retention
    Performance and Return on Investment
    Learning
    Compliance and Risk Management

    By appreciating how mobility correlates with each area, we can reevaluate how to design policy to take
    advantage of a new way forward on providing mobility to facilitate business needs and global leadership for
    the organization as a whole.
    Outlined throughout the presentation, it will be demonstrated that mobility should to be used with more
    awareness and as an integral resource within each aspect of the HR spectrum discussed. Every area and
    department mentioned must approach this challenge to change with a clear corporate vision that is global
    in concept and practice.
    Harmonizing HR in this way can create policies and practices that are nimble enough to respond to the
    changing needs of the business and the dynamic global talent pool. With this mindset, it becomes possible to
    truly act and react as a globally operating organization.






















    Track B-6-2
    (Adele M. Yeargan)

    Occupation -
    Professional
    History
    Yeargen
    MI
    .
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    , , , 15
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    .
    Educational Background
    & Publication Records
    McGill
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    M. GMS CRP


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    :

    E
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    e
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    le
    v
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    J
    u
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    c
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    .

    W
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    p
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    c
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    m
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    e
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    .
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    n

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    n
    o
    t
    a
    b
    e
    s
    t
    p
    r
    a
    c
    tic
    e
    a
    p
    p
    r
    o
    a
    c
    h
    .
    P
    r
    a
    c
    tic
    a
    l,
    p
    e
    r
    h
    a
    p
    s
    ,
    b
    u
    t
    s
    h
    o
    r
    ts
    ig
    h
    te
    d
    .
    1
    C
    O
    M
    P
    E
    N
    S
    A
    T
    I
    O
    N
    :

    E
    Q
    U
    I
    T
    Y

    A
    N
    D

    T
    R
    A
    N
    S
    P
    A
    R
    E
    N
    C
    Y
    W
    ith
    th
    e
    s
    p
    e
    e
    d
    o
    f
    th
    is
    e
    c
    o
    n
    o
    m
    ic
    d
    y
    n
    a
    m
    ic
    c
    h
    a
    n
    g
    in
    g
    o
    n
    a
    d
    a
    y
    -
    to
    -
    d
    a
    y
    b
    a
    s
    is
    ,
    H
    R
    p
    r
    o
    f
    e
    s
    s
    io
    n
    a
    ls
    n
    e
    e
    d
    m
    o
    r
    e
    th
    a
    n
    e
    v
    e
    r
    to
    d
    e
    s
    ig
    n
    a
    n
    d
    a
    lig
    n
    c
    o
    m
    p
    e
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    s
    a
    tio
    n
    s
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    lu
    tio
    n
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    m
    e
    e
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    th
    e
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    lu
    id
    m
    a
    r
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    t
    c
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    n
    d
    itio
    n
    s
    a
    n
    d
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    n
    s
    u
    r
    e
    th
    e
    y
    s
    y
    n
    c
    u
    p
    w
    ith
    a
    ll
    th
    e
    v
    a
    r
    ie
    d
    p
    o
    lic
    ie
    s
    a
    n
    d
    p
    r
    a
    c
    tic
    e
    s
    th
    a
    t
    o
    v
    e
    r
    la
    p
    m
    o
    b
    ility
    ,
    c
    o
    m
    p
    e
    n
    s
    a
    tio
    n
    ,
    a
    n
    d
    ta
    le
    n
    t
    m
    a
    n
    a
    g
    e
    m
    e
    n
    t.
    W
    ith
    o
    u
    t
    a
    tig
    h
    t
    a
    p
    p
    r
    o
    a
    c
    h
    to
    in
    te
    r
    r
    e
    la
    tin
    g
    p
    o
    lic
    y
    d
    e
    c
    is
    io
    n
    s
    ,
    th
    e
    o
    r
    g
    a
    n
    iz
    a
    tio
    n
    w
    ill
    b
    e
    u
    n
    a
    b
    le
    to
    b
    e
    a
    s
    r
    e
    s
    p
    o
    n
    s
    iv
    e
    a
    n
    d
    c
    o
    m
    p
    lia
    n
    t
    a
    s
    it
    m
    u
    s
    t
    b
    e
    to
    c
    o
    m
    p
    e
    te
    a
    n
    d
    th
    r
    iv
    e
    .
    A
    g
    lo
    b
    a
    l
    o
    r
    g
    a
    n
    iz
    a
    tio
    n
    n
    e
    e
    d
    s
    a
    s
    tr
    a
    te
    g
    y
    to
    a
    d
    d
    r
    e
    s
    s
    s
    u
    c
    h
    is
    s
    u
    e
    s
    a
    s
    b
    u
    s
    in
    e
    s
    s
    tim
    in
    g
    a
    n
    d
    c
    o
    s
    t.
    C
    o
    m
    p
    e
    n
    s
    a
    tio
    n
    p
    a
    c
    k
    a
    g
    e
    s
    a
    r
    e
    a
    n
    e
    s
    s
    e
    n
    tia
    l
    p
    a
    r
    t
    o
    f
    th
    a
    t
    d
    e
    s
    ig
    n
    .
    I
    f
    th
    e
    b
    u
    s
    in
    e
    s
    s
    s
    tr
    u
    g
    g
    le
    s
    to
    a
    f
    f
    o
    r
    d
    a
    s
    ta
    n
    d
    a
    r
    d
    a
    s
    s
    ig
    n
    m
    e
    n
    t
    p
    a
    c
    k
    a
    g
    e
    ,
    it
    m
    a
    y
    b
    e
    p
    r
    u
    d
    e
    n
    t
    f
    o
    r
    th
    e
    o
    r
    g
    a
    n
    iz
    a
    tio
    n
    to
    s
    u
    b
    s
    id
    iz
    e
    th
    e
    a
    s
    s
    ig
    n
    m
    e
    n
    t
    s
    o
    it
    is
    d
    o
    n
    e
    r
    ig
    h
    t.
    C
    o
    m
    p
    e
    n
    s
    a
    tio
    n
    p
    r
    o
    f
    e
    s
    s
    io
    n
    a
    ls
    n
    e
    e
    d
    to
    g
    u
    id
    e
    a
    n
    d
    le
    a
    d
    in
    th
    is
    a
    r
    e
    a
    s
    o
    th
    e
    o
    r
    g
    a
    n
    iz
    a
    tio
    n
    c
    a
    n
    s
    e
    e
    f
    o
    r
    w
    a
    r
    d
    to
    th
    e
    b
    ig
    g
    e
    r
    p
    ic
    tu
    r
    e
    a
    t
    h
    a
    n
    d
    .
    W
    ith
    o
    u
    t
    th
    is
    le
    a
    d
    e
    r
    s
    h
    ip
    to
    th
    e
    e
    x
    e
    c
    u
    tiv
    e
    ,
    it
    w
    ill
    b
    e
    im
    p
    o
    s
    s
    ib
    le
    to
    e
    x
    e
    c
    u
    te
    s
    u
    c
    h
    s
    tr
    a
    te
    g
    ie
    s
    .
    W
    ith
    o
    u
    t
    th
    is
    a
    c
    tio
    n
    ,
    ill-
    d
    e
    s
    ig
    n
    e
    d
    w
    o
    r
    k
    -
    a
    r
    o
    u
    n
    d
    a
    s
    s
    ig
    n
    m
    e
    n
    ts
    w
    ill
    c
    o
    n
    tin
    u
    e
    ,
    a
    n
    d
    w
    ith
    th
    e
    m
    ,
    u
    n
    w
    a
    n
    te
    d
    f
    in
    a
    n
    c
    ia
    l
    r
    is
    k
    .
    I
    t
    is
    n
    o
    t
    lik
    e
    ly
    th
    a
    t
    a
    s
    in
    g
    le

    g
    lo
    b
    a
    l
    p
    o
    lic
    y

    c
    o
    u
    ld
    e
    v
    e
    r
    a
    d
    d
    r
    e
    s
    s
    s
    u
    c
    h
    c
    o
    m
    p
    le
    x
    itie
    s
    .
    B
    u
    t
    a
    g
    u
    id
    e
    lin
    e
    o
    f
    c
    o
    r
    p
    o
    r
    a
    te
    s
    ta
    n
    d
    a
    r
    d
    s
    tie
    d
    to
    e
    a
    c
    h
    H
    R
    s
    e
    g
    m
    e
    n
    t
    c
    a
    n
    s
    u
    p
    p
    o
    r
    t
    a
    w
    id
    e
    r
    a
    n
    g
    e
    o
    f
    s
    in
    g
    le
    -
    p
    u
    r
    p
    o
    s
    e
    p
    o
    lic
    ie
    s
    a
    lig
    n
    e
    d
    to
    b
    u
    s
    in
    e
    s
    s
    o
    b
    je
    c
    tiv
    e
    s
    th
    a
    t
    s
    till
    p
    r
    o
    te
    c
    t
    th
    e
    in
    te
    g
    r
    ity
    o
    f
    th
    e
    c
    o
    r
    p
    o
    r
    a
    te
    v
    is
    io
    n
    a
    n
    d
    th
    e
    ta
    le
    n
    t
    w
    e
    a
    r
    e
    s
    tr
    iv
    in
    g
    to
    a
    ttr
    a
    c
    t,
    d
    e
    v
    e
    lo
    p
    ,
    a
    n
    d
    r
    e
    ta
    in
    .
    1
    E
    N
    G
    A
    G
    E
    M
    E
    N
    T
    ,

    C
    O
    M
    M
    U
    N
    I
    C
    A
    T
    I
    O
    N
    ,

    A
    N
    D

    R
    E
    T
    E
    N
    T
    I
    O
    N

    F
    o
    r
    m
    o
    b
    ility
    to
    b
    e
    a
    n
    e
    f
    f
    e
    c
    tiv
    e

    p
    a
    r
    tn
    e
    r

    w
    ith
    in
    H
    R
    ,
    it
    m
    u
    s
    t
    b
    e
    s
    e
    e
    n
    a
    s
    a
    g
    e
    n
    u
    in
    e
    b
    e
    n
    e
    f
    it
    r
    a
    th
    e
    r
    th
    a
    n
    s
    im
    p
    ly
    a
    ta
    c
    tic
    a
    l
    o
    r
    a
    d
    m
    in
    is
    tr
    a
    tiv
    e
    s
    e
    r
    v
    ic
    e
    .
    T
    a
    k
    in
    g
    th
    e
    tim
    e
    a
    n
    d
    c
    a
    r
    e
    to
    h
    a
    v
    e
    m
    o
    b
    ility
    b
    e
    c
    o
    m
    e
    a
    n
    a
    s
    s
    e
    t
    a
    s
    w
    e
    ll
    a
    s
    a
    to
    o
    l
    th
    a
    t
    H
    R
    c
    a
    n

    s
    e
    ll
    d
    e
    m
    o
    n
    s
    tr
    a
    te
    s
    h
    o
    w
    th
    e
    f
    ir
    m
    s
    u
    p
    p
    o
    r
    ts
    th
    e
    w
    o
    r
    k
    f
    o
    r
    c
    e
    a
    n
    d
    b
    u
    s
    in
    e
    s
    s
    a
    n
    d
    ta
    k
    e
    s
    a
    lo
    n
    g
    e
    r
    -
    te
    r
    m
    v
    ie
    w
    o
    f
    th
    e
    d
    e
    ta
    ils
    o
    f
    a
    m
    o
    v
    e
    .
    A
    n
    y
    r
    e
    lo
    c
    a
    tio
    n

    w
    h
    e
    th
    e
    r
    d
    o
    m
    e
    s
    tic
    ,
    r
    e
    g
    io
    n
    a
    l,
    o
    r
    g
    lo
    b
    a
    l
    is
    a
    s
    tr
    e
    s
    s
    fu
    l
    e
    x
    p
    e
    r
    ie
    n
    c
    e
    (
    w
    ith
    a
    n
    im
    p
    a
    c
    t
    o
    f
    te
    n
    e
    q
    u
    a
    te
    d
    to
    th
    e
    lo
    s
    s
    o
    f
    a
    lo
    v
    e
    d
    o
    n
    e
    )
    .
    H
    o
    w
    th
    e
    e
    m
    p
    lo
    y
    e
    e
    s
    v
    ie
    w
    th
    e
    c
    o
    m
    p
    a
    n
    y
    b
    y
    th
    e
    w
    a
    y
    th
    e
    y
    a
    r
    e

    r
    e
    lo
    c
    a
    te
    d
    ,
    a
    n
    d
    m
    o
    r
    e
    p
    a
    r
    tic
    u
    la
    r
    ly
    h
    o
    w
    th
    is
    v
    is
    ib
    ly
    to
    u
    c
    h
    e
    s
    th
    e
    ir
    f
    a
    m
    ily
    ,
    h
    a
    s
    a
    s
    tr
    o
    n
    g
    c
    o
    r
    r
    e
    la
    tio
    n
    to
    h
    o
    w
    th
    e
    y
    w
    ill
    p
    e
    r
    c
    e
    iv
    e
    th
    e
    c
    o
    m
    p
    a
    n
    y
    o
    v
    e
    r
    a
    ll
    its
    v
    a
    lu
    e
    s
    a
    n
    d
    h
    o
    w
    it
    a
    p
    p
    r
    e
    c
    ia
    te
    s
    its
    e
    m
    p
    lo
    y
    e
    e
    s
    .
    M
    a
    n
    a
    g
    in
    g
    r
    e
    lo
    c
    a
    tio
    n
    c
    o
    s
    ts
    m
    u
    s
    t
    b
    e
    b
    a
    la
    n
    c
    e
    d
    w
    ith
    th
    e
    o
    v
    e
    r
    a
    ll
    e
    m
    p
    lo
    y
    e
    e
    e
    x
    p
    e
    r
    ie
    n
    c
    e
    a
    n
    d
    th
    is
    c
    o
    r
    p
    o
    r
    a
    te
    p
    e
    r
    c
    e
    p
    tio
    n
    .
    H
    o
    w
    th
    is
    is
    m
    a
    n
    a
    g
    e
    d
    a
    n
    d
    c
    o
    m
    m
    u
    n
    ic
    a
    te
    d
    n
    e
    e
    d
    s
    to
    b
    e
    s
    e
    r
    io
    u
    s
    ly
    a
    n
    d
    c
    o
    n
    s
    c
    io
    u
    s
    ly
    p
    la
    n
    n
    e
    d
    a
    n
    d
    e
    x
    e
    c
    u
    te
    d
    .
    C
    u
    ltu
    r
    a
    l
    s
    e
    n
    s
    itiv
    itie
    s
    a
    ls
    o
    n
    e
    e
    d
    to
    b
    e
    c
    o
    n
    s
    id
    e
    r
    e
    d
    w
    ith
    lo
    c
    a
    l
    g
    u
    id
    e
    lin
    e
    s
    .
    A
    tte
    n
    tio
    n
    m
    u
    s
    t
    a
    ls
    o
    b
    e
    s
    h
    o
    w
    n
    n
    o
    t
    o
    n
    ly
    a
    t
    th
    e
    s
    ta
    r
    t
    o
    f
    th
    e
    r
    e
    lo
    c
    a
    tio
    n
    ,
    b
    u
    t
    a
    ls
    o
    th
    r
    o
    u
    g
    h
    o
    u
    t
    e
    a
    c
    h
    s
    ta
    g
    e
    .
    P
    a
    r
    tic
    u
    la
    r
    ly
    o
    n
    a
    n
    a
    s
    s
    ig
    n
    m
    e
    n
    t,
    h
    o
    w
    th
    e
    o
    v
    e
    r
    a
    ll
    r
    e
    lo
    c
    a
    tio
    n
    a
    n
    d
    s
    u
    b
    s
    e
    q
    u
    e
    n
    t
    c
    a
    r
    e
    e
    r
    -
    p
    la
    n
    n
    in
    g
    s
    te
    p
    s
    a
    r
    e
    h
    a
    n
    d
    le
    d
    h
    a
    s
    a
    d
    e
    m
    o
    n
    s
    tr
    a
    b
    le
    im
    p
    a
    c
    t
    o
    n
    e
    m
    p
    lo
    y
    e
    e
    r
    e
    te
    n
    tio
    n
    .
    A
    w
    a
    r
    e
    n
    e
    s
    s
    o
    n
    b
    e
    h
    a
    lf
    o
    f
    th
    e
    o
    r
    g
    a
    n
    iz
    a
    tio
    n
    w
    h
    e
    n
    e
    n
    c
    o
    u
    r
    a
    g
    in
    g
    p
    e
    r
    m
    a
    n
    e
    n
    t
    r
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    n
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    a
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    a
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    e
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    tiv
    e
    s
    o
    lu
    tio
    n
    is
    r
    e
    q
    u
    ir
    e
    d
    .
    T
    h
    e
    c
    o
    m
    p
    a
    n
    y
    s
    h
    o
    u
    ld
    n
    o
    t
    b
    e

    n
    a
    v
    e

    a
    b
    o
    u
    t
    a
    n
    e
    m
    p
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    e

    s
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    n
    g
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    te
    r
    m
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    o
    m
    m
    itm
    e
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    te
    r
    n
    a
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    n
    a
    l
    m
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    e
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    a
    s
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    is
    n
    o
    t
    a
    c
    o
    m
    m
    o
    n
    b
    e
    h
    a
    v
    io
    r
    f
    o
    r
    a
    n
    in
    d
    iv
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    u
    a
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    e
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    a
    n
    o
    th
    e
    r
    c
    o
    u
    n
    tr
    y
    w
    ith
    o
    u
    t
    a
    p
    e
    r
    s
    o
    n
    a
    l
    o
    b
    je
    c
    tiv
    e
    ,
    e
    s
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    c
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    lly
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    a
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    ic
    a
    n
    tly
    a
    d
    v
    a
    n
    ta
    g
    e
    o
    u
    s
    .
    1
    3
    [
    D
    o
    c
    I
    D
    ]
    H
    e
    w
    i
    t
    t

    A
    s
    s
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    a
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    I
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    (
    R
    O
    I
    )

    O
    f
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    d
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    c
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    H
    R
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    R
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    d
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    m
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    ility
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    s
    s
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    e
    n
    ts
    c
    a
    n
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    t
    b
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    v
    a
    lu
    e
    d
    a
    p
    p
    r
    o
    p
    r
    ia
    te
    ly
    .
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    s
    a
    r
    e
    s
    u
    lt,
    b
    u
    s
    in
    e
    s
    s
    m
    a
    n
    a
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    w
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    c
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    a
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    n
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    e
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    r
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    e
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    a
    n
    a
    s
    s
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    n
    m
    e
    n
    t
    is
    v
    ia
    b
    le

    n
    e
    v
    e
    r
    r
    e
    a
    lly
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    n
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    in
    g
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    e
    r
    a
    n
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    p
    a
    tr
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    c
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    n
    a
    c
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    a
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    w
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    th
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    r
    e
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    R
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    n
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    r
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    r
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    r
    m
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    e
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    n
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    a
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    n
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    e
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    e
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    ig
    n
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    e
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    a
    n
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    u
    s
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    e
    s
    s
    r
    e
    s
    u
    lts
    a
    r
    e
    a
    c
    tu
    a
    l
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    s
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    ig
    n
    m
    e
    n
    t
    c
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    m
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    a
    r
    e
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    ig
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    o
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    g
    b
    u
    s
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    e
    s
    s
    c
    a
    s
    e
    .
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    ls
    o
    ,
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    n
    g
    -
    te
    r
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    e
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    n
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    n
    r
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    a
    r
    t
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    a
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    o
    r
    R
    O
    I
    to
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    te
    g
    r
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    n
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    e
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    t
    e
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    p
    e
    r
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    n
    c
    e
    b
    a
    c
    k
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    to
    th
    e
    o
    r
    g
    a
    n
    iz
    a
    tio
    n
    u
    p
    o
    n
    r
    e
    p
    a
    tr
    ia
    tio
    n
    .
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    h
    e
    s
    tr
    a
    te
    g
    ic
    v
    a
    lu
    e
    e
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    u
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    tio
    n
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    o
    r
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    I
    r
    e
    m
    a
    in
    s
    H
    R

    s
    r
    e
    s
    p
    o
    n
    s
    ib
    ility
    to
    d
    e
    m
    o
    n
    s
    tr
    a
    te
    to
    o
    r
    g
    a
    n
    iz
    a
    tio
    n
    le
    a
    d
    e
    r
    s
    h
    ip
    th
    e
    v
    a
    lu
    e
    o
    f
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    g
    lo
    b
    a
    l
    w
    o
    r
    k
    f
    o
    r
    c
    e
    a
    n
    d
    p
    r
    o
    g
    r
    a
    m
    s
    to
    f
    a
    c
    ilita
    te
    a
    n
    im
    b
    le
    r
    e
    s
    p
    o
    n
    s
    e
    f
    o
    r
    c
    u
    r
    r
    e
    n
    t
    a
    n
    d
    f
    u
    tu
    r
    e
    d
    e
    m
    a
    n
    d
    s
    o
    f
    g
    lo
    b
    a
    l
    b
    u
    s
    in
    e
    s
    s
    .
    1
    L
    E
    A
    R
    N
    I
    N
    G

    A
    s
    p
    a
    r
    t
    o
    f
    b
    e
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    g
    a
    g
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    b
    a
    l
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    g
    a
    n
    iz
    a
    tio
    n
    ,
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    e
    c
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    n
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    a
    r
    n
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    r
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    th
    e
    f
    e
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    p
    a
    n
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    s
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    a
    t
    tr
    u
    ly
    liv
    e
    a
    g
    lo
    b
    a
    l
    v
    is
    io
    n
    .
    W
    h
    e
    th
    e
    r
    it
    is
    a
    r
    e
    q
    u
    ir
    e
    m
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    t
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    e
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    n
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    r
    e
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    a
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    d
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    e
    r
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    s
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    n
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    n
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    is
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    le
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    o
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    m
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    n
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    a
    t
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    n
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    e
    a
    n
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    r
    g
    a
    n
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    a
    tio
    n
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    v
    e
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    tim
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    m
    e
    s
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    a
    n
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    in
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    r
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    r
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    r
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    m
    u
    c
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    c
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    e
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    s
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    e
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    r
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    n
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    l
    p
    r
    a
    c
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    e
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    r
    e
    a
    lity
    .
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    u
    ltu
    r
    a
    l
    tr
    a
    in
    in
    g
    f
    o
    r
    b
    o
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    a
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    s
    a
    n
    d
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    f
    f
    e
    c
    tiv
    e
    n
    e
    s
    s
    .
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    h
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    a
    p
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    s
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    a
    l
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    e
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    n
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    s
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    ig
    n
    m
    e
    n
    t
    w
    o
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    k
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    in
    a
    c
    u
    ltu
    r
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    lly
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    f
    e
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    e
    n
    t
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    e
    n
    v
    ir
    o
    n
    m
    e
    n
    t
    o
    r
    r
    e
    g
    io
    n
    .
    I
    t
    h
    a
    s
    a
    lw
    a
    y
    s
    b
    e
    e
    n
    p
    e
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    p
    le
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    g
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    e
    r
    e
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    b
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    e
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    a
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    th
    e

    e
    x
    p
    a
    tr
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    te

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    a
    n
    a
    g
    e
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    u
    n
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    ltu
    r
    e
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    e
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    w
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    th
    e
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    b
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    e
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    u
    ltu
    r
    e
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    f
    th
    e

    e
    x
    p
    a
    tr
    ia
    te
    .
    I
    t
    is
    th
    a
    t
    m
    y
    o
    p
    ic
    a
    n
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    o
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    g
    th
    a
    t
    d
    o
    m
    in
    a
    te
    s
    th
    e
    ta
    c
    tic
    a
    l
    p
    r
    o
    c
    e
    s
    s

    it
    le
    a
    v
    e
    s
    n
    o
    r
    o
    o
    m
    o
    r
    e
    x
    p
    e
    c
    ta
    tio
    n
    to
    c
    o
    n
    s
    id
    e
    r
    c
    r
    e
    a
    tiv
    e
    o
    r
    s
    tr
    a
    te
    g
    ic
    p
    la
    n
    s
    .
    T
    h
    e
    c
    o
    s
    t
    b
    e
    n
    e
    f
    it
    o
    f
    tr
    a
    in
    in
    g
    th
    e
    e
    n
    tir
    e
    te
    a
    m
    to
    u
    n
    d
    e
    r
    s
    ta
    n
    d
    e
    a
    c
    h
    o
    th
    e
    r

    s
    c
    u
    ltu
    r
    e
    ,
    b
    e
    h
    a
    v
    io
    r
    ,
    a
    n
    d
    p
    e
    r
    s
    p
    e
    c
    tiv
    e
    w
    ill
    c
    r
    e
    a
    te
    a
    m
    o
    r
    e
    p
    r
    o
    d
    u
    c
    tiv
    e
    te
    a
    m
    in
    a
    s
    h
    o
    r
    te
    r
    tim
    e
    f
    r
    a
    m
    e
    .
    1
    C
    O
    M
    P
    L
    I
    A
    N
    C
    E

    A
    N
    D

    R
    I
    S
    K

    M
    A
    N
    A
    G
    E
    M
    E
    N
    T


    P
    o
    s
    s
    ib
    ly
    th
    e
    la
    r
    g
    e
    s
    t
    b
    a
    r
    r
    ie
    r
    to
    m
    o
    b
    ility
    o
    n
    a
    g
    lo
    b
    a
    l
    b
    a
    s
    is
    is
    a
    c
    c
    e
    s
    s
    to
    w
    o
    r
    k
    p
    e
    r
    m
    its
    .
    E
    a
    c
    h
    c
    o
    u
    n
    tr
    y
    h
    a
    s
    its
    o
    w
    n
    c
    o
    m
    p
    le
    x
    ity
    o
    f
    la
    w
    s
    a
    n
    d
    u
    n
    iq
    u
    e
    le
    v
    e
    ls
    o
    f
    b
    u
    r
    e
    a
    u
    c
    r
    a
    c
    y
    .
    I
    f
    a
    n
    o
    r
    g
    a
    n
    iz
    a
    tio
    n
    d
    o
    e
    s
    n
    o
    t
    in
    v
    e
    s
    t
    in
    a
    s
    tr
    u
    c
    tu
    r
    e
    to
    o
    v
    e
    r
    s
    e
    e
    a
    n
    d
    tr
    a
    c
    k
    its
    w
    o
    r
    k
    f
    o
    r
    c
    e
    w
    h
    e
    n
    th
    e
    y
    c
    r
    o
    s
    s
    in
    to
    o
    th
    e
    r
    ju
    r
    is
    d
    ic
    tio
    n
    s
    to
    w
    o
    r
    k
    ,
    th
    e
    r
    is
    k
    o
    f
    o
    p
    e
    r
    a
    tin
    g
    ille
    g
    a
    lly
    ,
    a
    ttr
    a
    c
    tin
    g
    f
    in
    e
    s
    ,
    a
    n
    d
    ta
    x
    o
    b
    lig
    a
    tio
    n
    s
    o
    f
    s
    ig
    n
    if
    ic
    a
    n
    t
    a
    m
    o
    u
    n
    ts
    is
    g
    e
    n
    u
    in
    e
    .
    T
    h
    is
    is
    n
    o
    s
    im
    p
    le
    m
    a
    tte
    r
    to
    tr
    a
    c
    k
    ,
    c
    o
    n
    tr
    o
    l,
    a
    n
    d
    m
    a
    n
    a
    g
    e
    o
    n
    a
    g
    lo
    b
    a
    l
    b
    a
    s
    is
    .
    T
    h
    e
    r
    e
    f
    o
    r
    e
    ,
    th
    is
    o
    v
    e
    r
    s
    ig
    h
    t
    s
    h
    o
    u
    ld
    n
    o
    t
    r
    e
    s
    t
    s
    o
    le
    ly
    w
    ith
    H
    R
    .
    I
    t
    r
    e
    q
    u
    ir
    e
    s
    th
    e
    s
    u
    p
    p
    o
    r
    t
    a
    n
    d
    c
    o
    m
    m
    itm
    e
    n
    t
    o
    f
    c
    o
    r
    p
    o
    r
    a
    te
    le
    g
    a
    l,
    f
    in
    a
    n
    c
    e
    ,
    a
    n
    d
    ta
    x
    ,
    a
    lth
    o
    u
    g
    h
    it
    is
    b
    e
    s
    t
    s
    tr
    u
    c
    tu
    r
    e
    d
    a
    s
    a
    p
    a
    r
    tn
    e
    r
    s
    h
    ip
    w
    ith
    H
    R
    .
    O
    n
    e
    o
    f
    th
    e
    r
    e
    a
    s
    o
    n
    s
    th
    is
    is
    c
    h
    a
    lle
    n
    g
    in
    g
    to
    m
    a
    n
    a
    g
    e
    is
    th
    a
    t
    c
    o
    m
    p
    lia
    n
    c
    e
    a
    p
    p
    lie
    s
    to
    m
    o
    r
    e
    th
    a
    n
    m
    e
    r
    e
    ly
    c
    r
    o
    s
    s
    -
    b
    o
    r
    d
    e
    r
    a
    s
    s
    ig
    n
    m
    e
    n
    ts
    .
    B
    u
    s
    in
    e
    s
    s
    tr
    a
    v
    e
    le
    r
    s
    a
    n
    d
    v
    ir
    tu
    a
    l
    w
    o
    r
    k
    e
    r
    s
    s
    h
    o
    u
    ld
    a
    ls
    o
    b
    e
    p
    a
    r
    t
    o
    f
    a
    n
    o
    v
    e
    r
    a
    ll
    tr
    a
    c
    k
    in
    g
    p
    r
    o
    c
    e
    s
    s
    .
    A
    lth
    o
    u
    g
    h
    c
    o
    m
    p
    lia
    n
    c
    e
    m
    a
    y
    n
    o
    t
    h
    a
    v
    e
    b
    e
    e
    n
    a
    n
    is
    s
    u
    e
    f
    o
    r
    m
    o
    s
    t
    c
    o
    m
    p
    a
    n
    ie
    s
    in
    th
    e
    p
    a
    s
    t,
    th
    a
    t
    is
    q
    u
    ic
    k
    ly
    c
    h
    a
    n
    g
    in
    g
    .
    W
    ith
    p
    a
    s
    s
    p
    o
    r
    t
    s
    c
    a
    n
    n
    in
    g
    b
    y
    g
    o
    v
    e
    r
    n
    m
    e
    n
    ts
    a
    t
    e
    v
    e
    r
    y
    b
    o
    r
    d
    e
    r
    ,
    th
    e
    y
    a
    r
    e
    f
    a
    r
    b
    e
    tte
    r
    e
    q
    u
    ip
    p
    e
    d
    to
    tr
    a
    c
    k
    in
    d
    iv
    id
    u
    a
    ls
    e
    n
    te
    r
    in
    g
    th
    e
    ir
    c
    o
    u
    n
    tr
    y

    k
    n
    o
    w
    in
    g
    th
    e
    e
    x
    a
    c
    t
    n
    u
    m
    b
    e
    r
    o
    f
    d
    a
    y
    s
    s
    p
    e
    n
    t.
    B
    e
    f
    o
    r
    e
    w
    a
    r
    n
    e
    d
    :
    W
    h
    e
    n
    it
    b
    e
    c
    o
    m
    e
    s
    a
    n
    is
    s
    u
    e
    ,
    it
    w
    ill
    b
    e
    a
    c
    o
    s
    tly
    o
    n
    e
    f
    in
    a
    n
    c
    ia
    lly
    a
    n
    d
    f
    o
    r
    p
    u
    b
    lic
    r
    e
    la
    tio
    n
    s
    ,
    to
    o
    .
    B
    e
    in
    g
    s
    e
    e
    n
    a
    s
    o
    p
    e
    r
    a
    tin
    g
    ille
    g
    a
    lly
    is
    n
    o
    t
    th
    e
    im
    a
    g
    e
    a
    n
    o
    r
    g
    a
    n
    iz
    a
    tio
    n
    w
    a
    n
    ts
    its
    in
    v
    e
    s
    to
    r
    s
    ,
    c
    lie
    n
    ts
    ,
    o
    r
    th
    e
    m
    e
    d
    ia
    to
    s
    e
    e
    .
    M
    a
    n
    a
    g
    in
    g
    s
    tr
    ic
    t
    im
    m
    ig
    r
    a
    tio
    n
    a
    n
    d
    w
    o
    r
    k
    s
    ta
    tu
    s
    c
    o
    m
    p
    lia
    n
    c
    e
    is
    c
    r
    itic
    a
    l
    a
    s
    it
    is
    c
    lo
    s
    e
    ly
    tie
    d
    to
    ta
    x
    r
    e
    p
    o
    r
    tin
    g
    a
    n
    d
    p
    a
    y
    r
    o
    ll
    w
    ith
    h
    o
    ld
    in
    g
    a
    n
    d
    c
    a
    n
    im
    p
    a
    c
    t
    c
    o
    r
    p
    o
    r
    a
    te
    ta
    x
    a
    tio
    n
    a
    n
    d
    e
    x
    p
    o
    s
    u
    r
    e
    .
    T
    h
    is
    is
    n
    o
    t
    a
    n
    in
    s
    ig
    n
    if
    ic
    a
    n
    t
    is
    s
    u
    e
    .
    C
    o
    r
    p
    o
    r
    a
    te
    ta
    x
    a
    n
    d
    f
    in
    a
    n
    c
    e
    d
    e
    p
    a
    r
    tm
    e
    n
    ts
    m
    u
    s
    t
    b
    e
    e
    n
    g
    a
    g
    e
    d
    ,
    a
    w
    a
    r
    e
    ,
    a
    n
    d
    a
    c
    c
    o
    u
    n
    ta
    b
    le
    f
    o
    r
    th
    e
    s
    tr
    a
    te
    g
    ic
    d
    e
    c
    is
    io
    n
    s
    s
    u
    r
    r
    o
    u
    n
    d
    in
    g
    g
    lo
    b
    a
    l
    ta
    le
    n
    t
    m
    a
    n
    a
    g
    e
    m
    e
    n
    t,
    in
    c
    lu
    d
    in
    g
    its
    m
    o
    b
    ility
    .
    1
    S
    U
    M
    M
    A
    R
    Y

    A
    s
    o
    u
    tlin
    e
    d
    th
    r
    o
    u
    g
    h
    o
    u
    t,
    m
    o
    b
    ility
    s
    h
    o
    u
    ld
    b
    e
    u
    s
    e
    d
    w
    ith
    m
    o
    r
    e
    a
    w
    a
    r
    e
    n
    e
    s
    s
    a
    n
    d
    a
    s
    a
    n
    in
    te
    g
    r
    a
    l
    r
    e
    s
    o
    u
    r
    c
    e
    w
    ith
    in
    e
    a
    c
    h
    a
    s
    p
    e
    c
    t
    o
    f
    th
    e
    H
    R
    s
    p
    e
    c
    tr
    u
    m
    d
    is
    c
    u
    s
    s
    e
    d
    .
    E
    v
    e
    r
    y
    a
    r
    e
    a
    a
    n
    d
    d
    e
    p
    a
    r
    tm
    e
    n
    t
    m
    e
    n
    tio
    n
    e
    d
    m
    u
    s
    t
    a
    p
    p
    r
    o
    a
    c
    h
    th
    is

    c
    h
    a
    lle
    n
    g
    e
    to
    c
    h
    a
    n
    g
    e

    w
    ith
    a
    c
    le
    a
    r
    c
    o
    r
    p
    o
    r
    a
    te
    v
    is
    io
    n
    th
    a
    t
    is
    g
    lo
    b
    a
    l
    in
    c
    o
    n
    c
    e
    p
    t
    a
    n
    d
    p
    r
    a
    c
    tic
    e
    .
    H
    a
    r
    m
    o
    n
    iz
    in
    g
    H
    R
    a
    n
    d
    m
    o
    b
    ility
    in
    th
    is
    w
    a
    y
    c
    a
    n
    c
    r
    e
    a
    te
    p
    o
    lic
    ie
    s
    a
    n
    d
    p
    r
    a
    c
    tic
    e
    s
    th
    a
    t
    a
    r
    e
    n
    im
    b
    le
    e
    n
    o
    u
    g
    h
    to
    r
    e
    s
    p
    o
    n
    d
    to
    th
    e
    c
    h
    a
    n
    g
    in
    g
    n
    e
    e
    d
    s
    o
    f
    th
    e
    b
    u
    s
    in
    e
    s
    s
    a
    n
    d
    th
    e
    g
    lo
    b
    a
    l
    ta
    le
    n
    t
    p
    o
    o
    l.
    W
    ith
    a
    c
    le
    a
    r
    a
    n
    d
    p
    u
    r
    p
    o
    s
    e
    f
    u
    l
    f
    o
    c
    u
    s
    to
    w
    a
    r
    d
    a
    g
    lo
    b
    a
    lly
    o
    r
    ie
    n
    te
    d
    o
    r
    g
    a
    n
    iz
    a
    tio
    n
    a
    l
    v
    is
    io
    n
    ,
    H
    R
    c
    a
    n
    b
    r
    in
    g
    th
    e
    v
    ita
    l
    le
    a
    d
    e
    r
    s
    h
    ip
    to
    e
    n
    s
    u
    r
    e
    o
    v
    e
    r
    s
    ig
    h
    t
    o
    n
    a
    ll
    ta
    le
    n
    t
    m
    a
    n
    a
    g
    e
    m
    e
    n
    t
    w
    o
    r
    ld
    w
    id
    e
    ;
    b
    r
    in
    g
    e
    f
    f
    e
    c
    tiv
    e
    a
    n
    d
    c
    o
    n
    s
    is
    te
    n
    t
    a
    d
    m
    in
    is
    tr
    a
    tio
    n
    th
    a
    t
    is
    a
    d
    a
    p
    ta
    b
    le
    to
    th
    e
    b
    u
    s
    in
    e
    s
    s
    n
    e
    e
    d
    s
    a
    n
    d
    th
    e
    w
    o
    r
    k
    f
    o
    r
    c
    e
    d
    y
    n
    a
    m
    ic
    s
    b
    y
    r
    e
    g
    io
    n
    ;
    p
    r
    o
    v
    id
    e
    a
    f
    a
    ir
    ,
    r
    e
    a
    s
    o
    n
    a
    b
    le
    ,
    a
    n
    d
    c
    o
    n
    s
    is
    te
    n
    t
    e
    m
    p
    lo
    y
    e
    e
    e
    x
    p
    e
    r
    ie
    n
    c
    e
    ;
    a
    n
    d
    m
    e
    e
    t
    a
    ll
    th
    e
    ju
    r
    is
    d
    ic
    tio
    n
    a
    l,
    le
    g
    a
    l,
    a
    n
    d
    ta
    x
    c
    o
    m
    p
    lia
    n
    c
    e
    r
    e
    q
    u
    ir
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    Track B-6-3
    Reiji Ohtaki

    Occupation - Managing Director, Hay Group Asia
    Professional
    History
    Reiji Ohtaki directs Hay Groups consulting business in Asia.
    Reiji has over 20 years experience in business and human resources
    consulting in Asia. He specializes in developing and implementing
    human resources management strategies, organizational strategies,
    and various human resources programs for multinational companies.
    Based in Singapore and Tokyo, he is actively involved in many
    regional projects helping his clients achieve business success through
    creative HR solutions. His clients include Japanese multinationals
    such as Canon, Komatsu and Kao as well as American multinationals
    such as IBM, AIG, AFLAC, and GE.
    Prior to joining Hay Group, Reiji was the Managing Director of
    Mercer Human Resource Consulting in Asia.
    Educational Background
    & Publication Records
    He received his Bachelor of Science degree in Engineering from
    Tohoku University and Ph.D. in Applied Physics from the
    University of California at San Diego.


    Global Trend in Talent Management

    Reiji Ohtaki, Ph.D.
    Managing Director, Hay Group Asia

    Identifying and managing global talents are essential components in becoming a truly successful global
    company. We must realize the importance of global talents whose linguistic capabilities and cross-cultural
    understanding exceed those of local talents. For example, European and American multinationals have a long
    history of utilizing Asian talents as their global resources within Asia and beyond. In short, it is time for
    Korean companies to direct their attention to diverse ways of utilizing global talent for their globalization.

    Let us assume that you are planning to build a new factory in Budapest, Hungary to lay the foundation to
    penetrate into the East European market. Do you have global talents who can melt into local operations
    without creating cultural, religious, and linguistic friction? Or do you have very clear criteria and well-
    established procedures for attracting and retaining global talents? How effective are you in providing key
    talents with globally uniformed coaching, assessment and reward? Do you have a global HR strategy that
    can keep pace with the fast-moving HR trends?

    At the core of these questions lies an issue of global talent sourcing and management which many Western
    global companies have successfully resolved. However, blindly following the steps of successful global
    companies does not guarantee success for globally emerging Korean companies. What you need is a
    creative and open-minded way of thinking, not a stereotypical perspective, in recruiting, relocating and
    retaining global talent. To metamorphose into a truly successful global company, a Korean company needs to
    develop its own approach in global talent sourcing that reflects its unique internal and external circumstances.

    In addition, it is time to direct more attention to the importance of career counseling and coaching services as
    necessary support function for expatriates and third country nationals (TCN). These are found particularly
    effective for them to handle cross-cultural people management issues.

    There is a trend among established Asian multinationals that younger employees do not want to take
    overseas assignments. They are interested in traveling overseas, but they hesitate to apply for the overseas
    positions as they see it as a risk for their career as well as their family life. They dont see overseas career as
    a critical path for further career advancement. This is a serious hindrance for those companies that are trying
    hard to be global, because they need a large number of global business leaders who can disseminate the
    companys core DNA to overseas operations. This is where career counseling service and coaching services
    could play an important role.



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    1982. 03
    2006. 02





































    Track C-1-1
    Stephen Castles

    Occupation - Professor of Migration and Refugee Studies at the International
    Migration Institute (IMI), University of Oxford

    Professional
    History
    Stephen Castles is Professor of Migration and Refugee Studies at the
    International Migration Institute (IMI), University of Oxford. From
    2002-2006, he was Director of the Refugee Studies Centre at Oxford
    University. Stephen Castles taught Sociology and Political Economy
    at the Fachhochschule Frankfurt am Main from 1972-85. From 1986
    to 2000 he was Professor of Sociology and Director of the Centre for
    Multicultural Studies (1986-96) and then Director of the Centre for
    Asia Pacific Social Transformation Studies, at the University of
    Wollongong, Australia. From 1994 to 2001, Castles helped establish
    and coordinate the UNESCO-MOST Asia Pacific Migration
    Research Network. He has been an advisor to the Australian and
    British Governments, and has worked for the ILO, the IOM, the
    European Union and other international bodies.

    Educational Background
    & Publication Records
    - Study of sociology at Frankfurt am Main (1963-66)
    MA and DPhil in Sociology at the University of Sussex (1967-71)
    - Stephen Castles books include: Immigrant Workers and Class
    Structure in Western Europe (with Godula Kosack, London: Oxford
    University Press, 1973); Here for Good: Western Europes New
    Ethnic Minorities (London: Pluto, 1984); Citizenship and
    Migration: Globalization and the Politics of Belonging (with
    Alastair Davidson, London: Macmillan, 2000); Ethnicity and
    Globalization: From Migrant Worker to Transnational Citizen
    (London: Sage, 2000), and The Age of Migration: International
    Population Movements in the Modern World (Third Edition, with
    Mark Miller, Basingstoke, Palgrave-Macmillan). His most recent
    work is: Migration, Citizenship and the European Welfare State: A
    European Dilemma (with Carl-Ulrik Schierup and Peo Hansen,
    Oxford: Oxford University Press, 2006).
    Will Labour Migration lead to a Multicultural Society in Korea?

    Stephen Castles
    International Migration Institute, University of Oxford, UK

    In many places, there is a contradiction between the economic demand for migrant workers both highly-
    skilled and lower-skilled and the desire to maintain a perceived national cultural homogeneity. The central
    questions of this paper are (1) whether Koreas growing need for labour inevitably means a move towards a
    multicultural society, and (2) whether such a move would inevitably lead to loss of core national values and
    identity?

    Similar dilemmas exist for older industrial countries. Classical immigration countries (like USA, Canada,
    Australia) encouraged permanent settlement, which led to ethnically diverse societies and multiculturalism.
    However, such countries also pursue policies of temporary labour recruitment. Some West European
    countries used guestworker policies in the 1960s, to bring in workers without any settlement. More recent
    labour-recruiting countries in the Middle East and Asia adopted strict contract worker systems to prevent
    settlement.

    For longer-standing labour-recruiting countries, there is evidence that temporary migration almost always
    turns into permanent settlement of some though not all of the migrants. Diversity and integration have
    become major political issues. It is too early to be sure whether this is happening in Korea and other recent
    labour recruiters. However, it seems that labour migration strategies have built-in (though not deliberate)
    factors leading to longer stay: these include employer demand for reliable and capable workers, as well as
    the social dynamics of the migration process itself. This may lead in future to pressure for family reunion and
    permanent settlement. This seems likely to apply in Korea too, and there is some evidence to confirm this:
    especially the growth of marriage migration, and growing concerns about discrimination and migrant rights.

    The paper will argue that labour migration is an integral part of globalisation, and that all societies are likely
    to experience increased diversity. However, more open and diverse societies do not have to mean loss of
    social cohesion, cultural identity and core values. Korea is still at an early stage. It can make informed
    choices about strategies to effectively shape patterns of migration and ethnic diversity, to the mutual benefit
    of the host society, the migrants and their countries of origin. Appropriate responses from government and
    civil society can lead to beneficial outcomes for all concerned.




    Track C-1
    (Stephen Castles)

    Occupation - (IMI)


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    Track C-1-2
    Philip Martin

    Occupation - A labor economist in the Department of Agricultural and Resource
    Economics at the University of California, Davis
    Professional
    History
    After graduating from the University of Wisconsin-Madison, he
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    Martin's research focuses on farm labor and rural poverty, labor
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    MANAGING LABOR MIGRATION:
    A COMPARATIVE VIEW

    Phillip Martin
    A labor economist in the Department of Agricultural
    and Resource Economics at the University of California

    This paper reviews the labor migration policies of industrial countries that receive migrant workers.
    The often implicit goal of these labor migration policies is to welcome the skilled and to rotate the
    unskilled, goals that are difficult to achieve because:
    Relatively few of the worlds best and brightest migrate
    Economic and human factors combine to assure that there is nothing more permanent than
    low-skilled temporary workers

    Most of the worlds 3.3 billion workers are low-skilled. Past guest worker programs were begun to
    fill low-skill jobs at times of low unemployment and little illegal migration, as with US Bracero
    (1942-64) and European guest worker programs (1960-73). Today, guest worker programs are often
    justified as a means of curbing illegal migration and spurring development in migrant countries of
    origin via remittances.

    Past guest worker programs involved employers receiving permission to hire migrants and then
    going abroad to recruit workers. Today, from the US to Spain and from Italy to Korea,
    unauthorized foreigners enter and go to work. Governments later allow local employers to regularize
    migrants, or the migrants to regularize themselves, by granting permanent residence or several years
    of additional legal work. As a result, migrant networks, an infrastructure of recruiters and agents,
    and a relatively small share of a nations employers in agriculture, construction, low-skill
    manufacturing, and some services select many future residents.

    The remittance part of the evolving migration infrastructure has received high-level attention, with
    the World Bank leading an international effort to formalize flows of funds over national borders
    and to reduce the cost of sending money via regulated financial institutions. The UN and many
    governments have tackled the most abusive aspects of migrant smuggling and trafficking, but the
    majority of recruiters and agents who enable several million workers to cross national borders each
    year are little studied. These merchants of labor may generate revenues that rival those of money
    transfer firms, who earn an average 13 percent from the $250 billon a year sent to developing
    countries, or $33 billion.



    Track C-1-2
    (Philip Martin)

    Occupation - UC

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    Track C-1-3
    Manolo Abella

    Occuption - Chief Technical Adviser, ILO Asian Regional Programme on
    Governance of Labour Migration International Labour
    Organization
    Professional
    History
    Manolo Abella is a Senior Research Fellow at the Centre on
    Migration, Policy and Society at the University of Oxford. From
    1998 to the end of 2004, he served as the Director of the
    International Migration Programme of the ILO, where he steered the
    organizations work in assisting member states to improve their
    policies on labor migration and directed its related program of
    research. In 2004, he organized the activities that led to the adoption
    of a resolution on an ILO Plan of Action A Fair Deal for Migrant
    Workers in a Global Economy by the International Labour
    Conference. After retirement, he was asked to continue as a
    consultant in the design of the ILO multilateral framework for
    managing labor migration, the cornerstone of the ILO Plan of Action.
    During his many years with the ILO, Mr. Abella was frequently
    called upon to advise governments on policy measures and to help
    with building organizational capacities, in particular through training.
    He has contributed extensively to the literature on labor migration,
    particularly on the growth of contract labor migration in Asia and the
    Middle East, and on the structural changes influencing labor
    migration. The book Managing Labor Migration in the 21st Century,
    which he co-authored with Philip Martin and Christiane Kuptsch,
    was published by Yale University Press in October 2005. In 2002,
    President Gloria Arroyo of the Philippines awarded him the
    Heritage Award for outstanding work as an international civil
    servant. Before joining the ILO he served as the Executive Director
    of the Institute for Labor and Manpower Studies in the Philippines,
    and before that as Chief Economist of the Philippine Board of
    Investments. He has an M.A. in Economics from McGill University
    and an M.A. in Public Administration from Harvard University.
    Educational Background
    & Publication Records
    He has an M.A. in Economics from McGill University and an M.A. in
    Public Administration from Harvard University.



    The globalization of the market for health professionals

    Manolo Abella
    Chief Technical Adviser, Governance of Labour Migration Bangkok

    There is a growing supply deficit for health professionals because of ageing and increasing expenditures of
    societies, both rich and poor, on improving health. The pressure to open gates to foreign health professionals
    has grown even in a homogeneous society like Japan which had resisted opening such gates in the past. It is
    expected that Korea will be facing the same pressures in the near future. The paper will review how
    immigration policies in countries have actually changed in reponse to the supposed demand for more doctors
    and nurses. It is clear from the experience of many countries that adjustments to the presence of health
    professionals will have to involve much more than simply liberalizing admission policies. There remain
    many significant impediments, legal and institutional, to being allowed to practice when crossing borders.
    These impediments are particularly complex in more homogenous societies where barriers to integration in
    the labour market are difficult to overcome.




    Track C-1-3
    (Manolo Abella)

    Occupation -
    ,
    Professional
    History
    (Manolo Abella) , ,
    .
    1998 2004 (ILO)
    ,

    ,
    . 2004
    ILO
    .
    ILO , Institute for Labor
    and Manpower Studies ,

    . ,
    .
    Educational Background
    & Publication Records
    ,
    .
    , (Christiane Kuptsch)
    21 , 2005
    .







    .
    .

    . .

    .

    .
    , .
    .



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    Thomas A. Kochan

    Occupation - The George M. Bunker Professor of Work and Employment
    Relations at MIT's Sloan School of Management
    Professional
    History
    Thomas A. Kochan is the George M. Bunker Professor of Work and
    Employment Relations at MIT's Sloan School of Management and
    Co-Director of the MIT Workplace Center and of the Institute for
    Work and Employment Research. He came to MIT in 1980 as a
    Professor of Industrial Relations. From 1988 to 1991 he served as
    Head of the Behavioral and Policy Sciences Area in the Sloan
    School. Prof. Kochan came to MIT from Cornell University where
    he was on the faculty of the School of Industrial and Labor Relations
    from 1973 to 1980.

    In 1973, he received his Ph.D. in Industrial Relations from the
    University of Wisconsin. Since then he has served as a third-party
    mediator, fact finder, and arbitrator and as a consultant to a variety of
    government and private sector organizations and labor-management
    groups. He was a consultant for one year to the Secretary of Labor in
    the Department of Labors Office of Policy Evaluation and Research.

    Prof. Kochan is a Past President of both the International Industrial
    Relations Association and the Industrial Relations Research
    Association (IRRA). In 1999 he was awarded Doctor Honoris
    Cause from the University de San Martin de Porres de Lima. He
    received the Heneman Career Achievement Award from the Human
    Resources Division of the Academy of Management in 1996. He was
    elected to the National Academy of Human Resources in 1997. He
    was named the Centennial Visiting Professor from The London
    School of Economics in 1995. From 1993 to 1995 he served as a
    member of the Clinton Administration's Commission on the Future of
    Worker/Management Relations.
    Educational Background
    & Publication Records
    - Ph.D. in Industrial Relations from the University of Wisconsin

    He has done research on a variety of topics related to industrial
    relations and human resource management in the public and private
    sector. Some of his recent books include: Management: Inventing
    and Delivering its Future; Working in America: A Blueprint for the
    Labor Market, Learning from Saturn; Managing for the Future:
    Organizational Behavior and Processes, 3rd edition, 2004; An
    Introduction to Collective Bargaining and Industrial Relations, 3rd
    ed. 2003; In 1988 his book, The Transformation of American
    Industrial Relations received the annual award from the Academy of
    Management for the best scholarly book on management.

    His newest book Restoring the American Dream: A Working
    Families Agenda for America was published by MIT Press in fall,
    2005.



    Skill Development through Social Partnerships

    Thomas A. Kochan
    MIT's Sloan School of Management

    I will discuss the past and potential future roles of partnerships among government, employer, and labor
    groups at the national, industry, regional, and firm levels of the economy. I will draw primarily on
    experiences in the U.S., with comparisons where appropriate to partnership efforts in other parts of the world.
    Two main conclusions will be offered: (1) Focused partnership efforts that address specific objectives (such
    as skill development) have a greater likelihood of achieving success and being sustained over time than
    broad-based partnerships that seek to engage multiple issues, and (2) Firm-level partnerships cannot be
    sustained over time without support of national and industry-level leaders and institutions and conversely
    national level partnerships cannot be successful in the absence of comparable partnership structures and
    processes at the level of the firm.




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    Track C-2-2
    Harry C. Katz

    Occupation - Dean and Professor of ILR School, Connell University
    Professional
    History
    - Dean, New York State School of Industrial and Labor Relations
    Cornell University, 2005-present
    - The Jack Sheinkman Professor of Collective Bargaining New York
    State School of Industrial and Labor Relations Cornell University,
    1998-present
    - Director, Institute of Collective Bargaining, New York State School
    of Industrial and Labor Relations, Cornell University, 1989 -
    present
    - Director, National Telecommunications Research and Policy
    Consortium 1993 - 1996
    - Coordinator, International Telecommunications Research Network
    1993 - 1996
    - Member, Board of Directors, BellSouth - CWA, Employment
    Security Partnership, 1996 1999
    - Associate Professor, New York State School of Industrial and Labor
    Relations Cornell University, 1985 - 1988
    - Associate Professor of Industrial Relations, Massachusetts Institute
    of Technology, 1983 - 1985
    - Assistant Professor of Economics and Management, Massachusetts
    Institute of Technology, 1977 1982

    Educational Background
    & Publication Records
    - University of California at Berkeley, AB (Economics) 1973.
    - University of California at Berkeley, PhD (Economics) 1977.
    - His major publications include:
    Converging Divergences: Worldwide Changes in Employment
    Systems (with Owen Darbishire), Cornell University Press.
    Shifting Gears: Changing Labor Relations in the U.S. Automobile
    Industry, MIT Press.
    The Transformation of American Industrial Relations, (with Thomas
    Kochan and Robert McKersie), second edition, Cornell University
    Press. Telecommunications: Restructuring of Work and Employment
    Relations World-wide, Cornell University Press.
    An Introduction to Collective Bargaining and Industrial Relations
    (with Thomas Kochan), Irwin-McGraw-Hill, third edition.


























    Dean Harry C. Katz
    ILR School, Cornell University

    This paper assesses the degree to which tripartite forums have emerged within advanced industrial
    economies in recent years, the factors that facilitate modern tripartism, and the implications of tripartism for
    economic and social outcomes. It does so by updating the analysis provided in "The New Structure of
    Labor Relations," by Katz, Lee and Lee (Cornell University Press, 2004). This paper reviews recent data to
    see if the trends identified by Katz, Lee, and Lee have continued in the last three years as well as reviewing
    recent evidence and trends from countries not analyzed in Katz, Lee, and Lee. One critical question is the
    degree to which the trend toward decentralized collective bargaining has persisted and the implications for
    income distribution given previous evidence that decentralization contributes to income polarization.
    Another key question is the degree to which the broadening of tripartism identified in Katz, Lee and Lee has
    persisted. This broadening has enabled new rights groups representing women, older worker and/or
    immigrant issues as well as a broad array of issues (such as workplace and macro policy issues) to function
    as a critical part of tripartism, and an aspect of recent tripartism that distinguishes it from previous
    corporatism.


    Track C-2
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    .





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    (
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    .
    1


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    f
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    .





    T
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    T
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    .
    2


    A
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    M
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    A
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    .


    9

    R
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    2
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    .

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    .

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    .

    2
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    7
    .

    C
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    Track C-2-3
    Hyo-Soo Lee

    Occupation - Professor, Economics and Employment Relations at the Yeungnam
    University

    Professional
    History
    Prof. Hyo-Soo Lee is Professor of Economics and Employment
    Relations at the Yeungnam University. He has been a visiting scholar
    at U.C. Berkeley, Harvard University and MIT.
    - President of the Korea Industrial Relations Association (KIRA)
    from 2006-07
    - President of the Korean Labour Economics Association (KLEA)
    from 2004-06
    - Commissioner of the Presidential Committee on Job Strategy. He
    currently serves as a member of the IIRA Executive Committee
    - Commissioner of the Presidential Committee on Government
    Innovation & Decentralization, Korea
    - President of the Job and Human Resource Forum
    - Chairperson of the Regional Human Resource Development
    Association, Daegu-Gyongbuk province, Korea.
    - A member of both the Minimum Wage Council and the consultative
    committee for the Ministry of Labor, Korea
    - The chairperson of the Program Committee of the IIRA 5th Asian -
    Regional Congress from 2001-04
    - Dean of both the College of Business & Economics from 2000-02
    and the Office of Planning and Budget from 1992-93
    - Director of the Social Science Research Institute, Yeungnam
    University

    He had presented invited papers in the IIRA World Congress from
    10th-14th.
    He developed the PDR System Theory and the concept of
    Humanware, and published papers based on the theory in the Journal
    of Economic Issues, the Relation Industrielles/Industrial Relations
    and the Korean Economic Review. He also developed the Stratified
    Labor Market Model, which is a basic model to analyze the Korean
    labor market structure. He published 15 books and 90 papers.
    Educational Background
    & Publication Records
    He obtained a Ph.D. degree in economics from the Seoul National
    University in 1984.


















    RESAP Model: RHRD Partnerships for Innovation, Competitiveness and
    Social Inclusion

    LEE, Hyo-Soo
    Yeungnam University
    Gyeongsan 712-749, Korea
    http://humanware.yu.ac.kr

    This paper discusses paradigm shift in both economic and labor market policies in globalizing knowledge
    economy. In order to deal with macroeconomic policy challenges ranging from economic growth,
    unemployment to inflation and social polarization issues in the ongoing changing environment, we must
    develop a dynamic and healthy labor market (DHLM), which minimizes job mismatch and skill mismatch
    by actively responding to changes in economic environment. Such a labor market is achievable by building
    an economic & social system that provides equal opportunity to nurture knowledge workers and improve
    job skills, and by building a Learning & Job Information Center (LJIC) which will help reduce the
    asymmetric information in both the labor market and the education sectors. This paper will develop a
    Regional Economic & Social Advancement Partnership (RESAP) model as a means of constructing a
    dynamic and healthy labor market. The RESAP model is designed on the regional governance initiatives,
    which is a new paradigm to develop human resources for globalizing knowledge economy.

    Keywords:
    competitive advantage / dynamic and healthy labor market (DHLM) / humanware / knowledge workforce /
    Regional Economic and Social Advancement Partnership (RESAP) / regional knowledge competitiveness



    Track C-2-3


    Occupation -
    Professional
    History
    1979. 03 -
    1994. 01 - 1995. 01 M.I.T.
    1987. 08 - 1988. 02 Harvard University
    1986. 08 - 1987. 07 U.C. Berkeley
    1982. 03 - 1983. 02
    2006.09 - IIRA
    2006.07 - 2007.06
    2004.01 - 2006.02
    2002.09 - 2003.09 Chairperson, Plenary Session Track 2, The
    IIRA 13th World Congress
    2001.06 - 2004.06 Chairperson, Program Committee, The IIRA
    5th Asian Regional Congress
    2007.04 Chairperson, Plenary Session, The IIRA 6th Asian
    Congress
    2000.09 - 2001.11 International Advisory Committee Member,
    The IIRA 4th Asian Congress
    2001.06 - 2004.06 Member, Organizing Committee, The IIRA
    5th Asian Regional Congress

    Educational Background
    & Publication Records
    1984 2
    1978 8
    1975 2

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    Track C-3-1
    Harry Anthony Patrinos

    Occupation - Lead Education Economist at the World Bank
    Professional
    History
    - Lead Education Economist at the World Bank, where I have worked
    since 1992
    - Previously worked as an economist at the Economic Council of
    Canada
    Educational Background
    & Publication Records
    - D.Phil University of Sussex, UK
    <Public Records>
    Schooling and Labor Market Impacts of a Natural Policy
    Experiment (with C.N. Sakellariou), Labour 2005, 19(4): 705-719.
    Returns to Investment in Education: A Further Update (with G.
    Psacharopoulos), Education Economics 2004, 12(2): 111-134.
    "Indigenous Language Skills and the Labor Market in a Developing
    Economy: Bolivia" (with B.R. Chiswick and M.E. Hurst), Economic
    Development and Cultural Change, 2000, 48(2): 349-368. (Reprinted
    in B.R. Chiswick and P.W. Miller, The Economics of Language:
    International Analyses, Routledge, 2007.)
    The Role of the Private Sector in Education in Vietnam: Evidence
    from the Vietnam Living Standards Survey (with P. Glewwe), World
    Development, 1999, 27(5): 887-902.
    Family Size, Schooling and Child Labor in Peru - An Empirical
    Analysis (with G. Psacharopoulos), Journal of Population
    Economics, 1997, 10(4): 387-405.
    Indigenous Peoples, Poverty and Human Development in Latin
    America (ed. with G. Hall). London: Palgrave-Macmillan (2006).
    Policy Analysis of Child Labor: A Comparative Study (with C.
    Grootaert). New York: St. Martins Press, 1999.


    Financing Lifelong Learning

    Harry Anthony Patrinos
    Lead Economist, World Bank


    More and higher-quality education and training opportunities over a lifetime will require increased
    expenditures, although resources will also need to be used more efficiently and in different ways. These
    expenditures cannot be met solely from public sources. What is needed is a menu of sustainable and
    equitable options that combine public and private financing. We review the evidence on a number of
    alternative financing mechanisms.


    Track C-3-1
    (Harry Anthony Patrinos)

    Occupation -
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    History
    - , (1992-)
    - , ()
    Educational Background
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    -
    < >

    (C.N. ),
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    ), Education Economics 2004, 12(2): 111-134.
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    :
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    , ,
    (G. ), Journal of Population Economics
    1997, 10(4): 387-405.
    , , (G.
    ) : - (2006).
    : (C.
    ) : (1999).









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    Track C-3-2
    Nicholas Barr

    Occupation - Professor of Public Economics, London School of Economics
    Professional
    History
    - 1971-2002 Successively Lecturer, Senior Lecturer and Reader in
    Economics, London School of Economics
    - 1990-1992 World Bank, Human Resources Division, Europe and
    Central Asia Department
    - 1995-96 Core team World Bank World Development Report: From
    Plan to Market
    - 2000 Visiting Scholar, Fiscal Affairs Department, International
    Monetary Fund
    - 2002 ~ Professor of Public Economics, London School of
    Economics
    Educational Background
    & Publication Records
    - MSc (Econ) London School of Economics
    - PhD University of California, Berkeley
    <Selected published work>
    Papers in refereed journals
    Economic Theory and the Welfare State: A Survey and
    Interpretation, Journal of Economic Literature, Vol. 30, No. 2, June
    1992, pp. 741-803, reprinted in Nicholas Barr (ed.) Economic Theory
    and the Welfare State, Edward Elgar Library in Critical Writings in
    Economics, (Edward Elgar, 2001), Vol. I, pp. 24-86.
    Alternative Funding Resources for Higher Education, Economic
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    Financing higher education: lessons from economic theory and international
    experience

    Nicholas Barr
    London School of Economics


    There is a tension worldwide between a pressing need to expand higher education as a response to
    technological advance, and fiscal pressures from competing uses of public resources. Thus it is not
    surprising that participation in tertiary education is growing rapidly, and tends to be highest in the best-
    performing countries (for example, 82 per cent in Korea), but that in most countries finding resources to
    promote quality, access and expansion is a major problem. This paper discusses how to address those
    resource constraints. It starts by explaining why higher education is important, followed by a brief
    summary of lessons from economic theory and from international experience. It then sets out a general
    strategy for financing higher education. However, the best-designed system of higher education finance will
    fail if it does not respect institutional capacity constraints. It is not only policy design that matters, but also
    implementation, discussed in the following section. A concluding section sets out some strategic options for
    financing higher education.

















    Track C-3-2
    (Nicholas Barr)

    Occupation -
    Professional
    History
    - 1971-2002
    - 1990-1992 ,
    - 1995-96 :

    - 2000 ,
    - 2002 ~ ,
    Educational Background
    & Publication Records
    - ()
    -
    < >

    : , Journal of
    Economic Literature, Vol. 30, No. 2, June 1992, pp. 741-
    803,
    , Economic Journal,
    Vol 103, No 418, May 1993, pp. 718-728,
    , Oxford Review of Economic Policy,
    Vol. 20, No. 2, Summer 2004, pp. 264-283

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    3
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    Track C-3-3
    Miguel Palacios

    Occupation - Finance Ph.D. Candidate
    Haas School of Business Administration
    University of California, Berkeley
    Berkeley, CA
    Professional
    History
    - Co-founder and Director (2001 present)
    Lumni Inc., Lumni structures and manages funds that invest in
    students future earnings, Miami, FL
    - Batten Fellow (in residence 2001 2003)
    The Batten Institute
    Darden Graduate School of Business Ad ministration, University of
    Virginia
    Charlottesville, VA
    - Summer Associate (Summer 2000)
    ValuePartners LLC.
    Italian Strategy Consulting firm
    Milan, Italy
    - Economic Studies Analyst. (1997 1999)
    Sercor S.A. (formerly Sigma S.A.)
    Internal consulting for large Chilean conglomerate, Santiago de
    Chile, Chile
    - Physics Teacher (1997)
    Colegio Los Nogales, Bogot, Colombia
    Educational Background
    & Publication Records
    - Master of Arts in Economics, 2005
    Fields: Economic Theory, Labor Economics
    University of California, Berkeley
    - Master of Business Administration, 2001
    Darden Graduate School of Bus iness Administration
    University of Virginia
    - Ingeniero Mecnico (equivalent to BS in Mechanical
    Engineering), 1997 Universidad de Los Andes

    Financing Education using Human Capital Contracts: Recent Experience from
    the Field

    Miguel Palacios
    University of California at Berkeley

    An individuals success in the knowledge economy requires large and recurrent investments in education.
    How should these investments be financed? This paper argues in favor of Human Capital Contracts
    (HCCs), contracts in which students agree to pay a fraction of their income upon graduation for a
    predetermined period of time. The paper also briefly describes some of the government and private
    initiatives that have used similar instruments, and analyses the experience of the private enterprises that have
    implemented HCCs in selected markets of the United States, Europe, and Latin America. The paper
    concludes with the lessons that these experiences provide for policymakers and private entities interested in
    exploring HCCs as an alternative mechanism for financing education.






















    Track C-3-3
    (Miguel Palacios)

    Occupation - , ,

    Professional
    History
    - (2001 )
    , , ,

    - ( 2001 2003)
    , , , ,

    - (2000 ) ,
    , ,
    - (1997 1999) Sercor S.A. (Sigma
    S.A. )
    ,
    - (1997)
    Colegio Los Nogales, ,

    Educational Background
    & Publication Records
    - , 2005 : , ,

    - , 2001 ,
    - Ingeniero Mecnico ( ), 1997,




    :


    UC

    .
    ? (HCCs) ,
    .
    , , , HCC
    . HCC
    .


























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    and know-how of three existing universities: University of Art and Design Helsinki, The Helsinki Business
    School and the Helsinki University of Technology. The aim of the Innovation University is to be among the
    best universities in education and research in the world by 2020, to be a truly international institution
    attracting ambitious talent and best researchers from all over the world and to educate experts able to lead
    multi-disciplinary innovation and business processes addressing major global problems.

    The presentation will discuss the Finnish university reform and the ways to meet the rapidly changing
    challenges of know-how of the 21
    st
    century.



    Track C-4-1
    Yrj Sotamaa

    Occupation - President and Professor, University of Art and Design Helsinki
    UIAH
    Professional
    History
    Yrj Sotamaa has been President of the UIAH since 1986 and is an
    internationally known expert of design, art and design education and
    creative industries. He is a scientific advisor to universities in
    Denmark, Korea and China. He is the Chairman of the Council of
    Creative Industries in Finland and a member of the Round Table of
    Design in Finland; the Chairman of the Executive Board of the Art
    and Design City Corporation ADC, one of the major Living Labs in
    Europe; and the Chairman of the Foundation of the Finnish Institute
    in Japan. Professor Sotamaa is also a founding member the Finnish-
    Swedish Academy of Industrial Design.

    Educational Background
    & Publication Records
    Yrj Sotamaa is Honorary Doctor of Estonian Academy of Arts and
    Honorary Fellow of the Royal College of Art, UK and received the
    Sign of Honor, Latvijas Makslas akademija (Latvian Academy of
    Art). Additional information can be found: www.uiah.fi



    CULTIVATING MULTI-DISIPLINARY KNOW-HOW
    - The Innovation University

    Yrj Sotamaa
    President, University of Art and Design Helsinki Taik

    By hard work, strategic thinking and determination, the Finns have been able to make Finland one of the
    most successful countries in the world. One of the most significant achievements is the Nordic type affluent
    society with free education up to doctorate level, social and health care services available to everybody, small
    income disparities, little poverty and wide participation of women participating to working life. Finnish
    values, such as an appreciation of education and work, and an ambition to attain equality for women, and
    technology optimism have also supported our success. Our innovation system is one of the worlds best if
    contributions to R&D and the share of high technology in Finlands industrial production ad exports are used
    as indicators. The country has also created global leaders in the ICT sector.

    It is reasonable to talk of Finlands paradox, given that a very competitive, creative and skilful nation does
    not attract investments and is not in the pole position in the race for high standard of living. Despite good
    development and high rankings, our standard of living is not in par with the best countries: measured by
    GDP per capita, we are in the 15
    th
    position. Finland is neither able to attract and retain talented young people
    or top researchers. Immigrants represent about 1,7% of the population, while their proportion in Sweden, the
    Netherlands and the United States is at least 10%. Foreigners represent about 6% of all doctoral students in
    Finland, while their share is more than 15% in Switzerland, the UK, the USA, Australia, Sweden and
    Denmark, for example.

    One of the reasons for the paradox has been seen the higher education system. There is growing criticism
    from industry leaders that level of education and research is not meeting the rapidly changing know-how
    needs of the global companies. Our universities are good, but too far from the best universities in the world.
    The gap grows through the reforms and massive investments to higher education in many European and
    Asian countries. Therefore Finnish government has decided to launch a radical reform in Finnish university
    system. The spearhead project is building the Innovation University by 2009. It brings together the resources
    Switzerland, Finland and Sweden are the worlds most competitive economies according to The Global
    Competitiveness Report 2006-2007, released by the World Economic Forum on 26 September 2006.
    Denmark, Singapore, the United States, Japan, Germany, the Netherlands and the United Kingdom
    complete the top ten list, but the United States shows the most pronounced drop, falling from first to
    sixth.

    Richard Floridas Creativity Index ranks Finland in position 2 after Sweden (2005).
    and know-how of three existing universities: University of Art and Design Helsinki, The Helsinki Business
    School and the Helsinki University of Technology. The aim of the Innovation University is to be among the
    best universities in education and research in the world by 2020, to be a truly international institution
    attracting ambitious talent and best researchers from all over the world and to educate experts able to lead
    multi-disciplinary innovation and business processes addressing major global problems.

    The presentation will discuss the Finnish university reform and the ways to meet the rapidly changing
    challenges of know-how of the 21
    st
    century.




    Track C-4-1
    (Yrj Sotamaa)

    Occupation - UIAH
    Professional
    History
    1986 UIAH ,
    , .
    , , , ,

    . ,
    ,
    . -
    .

    Educational Background
    & Publication Records
    ,
    .
    , www.uiah.fi
    .





    Track C-4-2
    Luc Soete

    Occupation - Director UNU-MERIT
    Professor International Economics, University Maastricht
    Professional
    History
    - the Department of Economics of UFSIA, University of Antwerp,
    1973-1979
    - the Institute of Development Studies and the Science Policy
    Research Unit (SPRU) at the University of Sussex, England, 1979-
    1986
    - Visiting Associate Professor at the Department of Economics,
    Stanford University, 1984-1986
    - Professor of International Economics, Univesity Maastricht, 1986-
    present
    - Director MERIT, 1988-present
    - Director UNU-MERIT, 2005-present
    Educational Background
    & Publication Records
    - License Economics, Ghent, Belgium, 1968-1972, rank: great
    distinction
    - MA Dev.Econ., Ghent, Belgium, 1972-1973, rank : great distinction
    - Phd Econ, Sussex, 1972-1977
    - Recent publications
    Soete, L., 2006, Information and Communication Technologies and
    the New Regioanl Economy, in B. Johansson, C. Karlsson and R.
    Stough (eds.), The emerging Digital Economy, Springer Verlag,
    Berlin-Heidelberg, pp. 21-32.

    Soete, L, 2006, Knowledge, policy and innovation, in Louise Earl
    and Fred Gault (eds.), National Innnovation, Indicators and Policy,
    New Horizons in the Economcis of Innovation, Edward Elgar,
    Cheltenham, UK, pp. 198-218.

    Soete, L., 2006, A knowledge Economy paradigm and its
    consequences, in A. Giddens, P. Diamond and R. Liddle, Global
    Europe, social Europe, Polity Press, Cambridge, pp. 193-214.
    Soete, L, 2006, Voorwoord, in H. Sleurink (Ed.), Open Source
    Jaarboek 2006-2007, Media Update vakpublicaties, Gorredijk, pp.
    11-13.

    Ghosh, R. and L. Soete, 2006, Information and Intellectual property:
    the global challenges, Industrial and Corporate Change, vol. 15, nr. 6,
    pp.
    919-935.
    21
    st
    Century challenges to national HR strategies:
    Lessons from Europe

    Luc Soete
    Director of UNU-MERIT and Professor of International Economics,
    University of Maastricht, The Netherlands

    In this paper for the Global Human Resources Forum, the focus will be on the S&T workforce and in
    particular S&E, the key human input factor into knowledge based societies. The S&T human capital factor
    and the shifts in global demand play today a crucial role in any policy debate about the knowledge-based
    society. The largest part of recent world wide growth and development has undoubtedly been associated with
    an acceleration in the diffusion of technological change and world wide access to codified information. The
    role of information and communication technologies has been instrumental here as has been that of more
    capital and organisational embedded forms of technology transfer such as foreign direct investment which is
    today as a percentage of GDP a decimal point greater than what it was fifty years ago and no longer limited
    to the OECD world. By contrast labour markets, and with it the knowledge embodied in skills and human
    capital have barely globalized, with the exception though of the mobile top tail of scientists, engineers,
    managers, actors, football players or other creative talent.



    Track C-4-2
    (Luc Soete)

    Occupation - UN
    -
    Professional
    History
    - UFSIS , , 1973-1979
    - (SPRU),
    , 1979-1986
    - , , , 1984-1986
    - , , 1986-
    - MERIT , 1988-
    - UNU-MERIT , 2005-
    Educational Background
    & Publication Records
    - , , 1968-1972, :
    - , , 1972-1973, :
    - , , 1972-1977
    -
    , 2006, / , B.
    , C. , R. () ,
    , -, pp. 21-32.
    , 2006, , , , ,
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    , 2006, , A. , P.
    , R. , , ,
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    , 2006, Voorwoord, H. (),
    2006-2007, vakpublicaties,
    , pp. 11-13.
    R. , L. , 2006, : ,
    , 15 6 pp. 919-935

    21 HR :


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    .


    2
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    .


    I
    n

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    T

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    N
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    .

    H
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    i
    n

    t
    h
    e

    S
    o
    u
    t
    h
    .




    3
    T
    h
    e

    c
    h
    a
    n
    g
    i
    n
    g

    g
    l
    o
    b
    a
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    T
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    (
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    )

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    e

    d
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    F
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    o
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    2
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    )
    .

    B
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    .

















































    4

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    .


















































    5

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    Track C-4-3
    Sung-Mo Steve Kang

    Occupation Chanellor, University of California, Merced
    Professional
    History
    Chancellor Kang joined the UC Merced campus on March 1, 2007,
    from UC Santa Cruz, where he served as dean of the Baskin School
    of Engineering at UC Santa Cruz beginning in 2001.
    In his six years as dean, he took a nascent program to significantly
    higher levels of achievement during its second phase of development.
    In recent years, he has forged important partnerships with the
    California Institute for Quantitative Biomedical Research (QB3), the
    California Institute for Information Technology Research in the
    Interest of Society (CITRIS), and NASAs University Affiliated
    Research Center. He attracted a $2 million National Science
    Foundation program for Developing Effective Engineering Pathways
    (DEEP) for community college students in the Silicon Valley region.
    He has also served on the advisory boards for UCs COSMOS and
    MESA programs.
    He has taught and been a department head at several schools. At the
    University of Illinois at Urbana-Champaign, he was honored as the
    first Charles Marshall Senior University Scholar and directed several
    research organizations. He served as visiting professor at the Swiss
    Federal Institute of Technology at Lausanne, as well as several
    universities, and taught at Rutgers University.
    Before his career in education, Chancellor Kang worked for AT&T
    Bell Laboratories, leading the development of the worlds first 32bit
    microprocessor chips.
    He has served on the advisory committee of the Silicon Valley
    Engineering, Manufacturing and Technology Alliance and is a
    member of Blue Ribbon Task Force on Nanotechnology, a federal-
    state venture to promote California as the premier center for
    nanotechnology research, development and commercialization.
    Chancellor Kang holds 15 U.S. patents in electrical engineering. His
    current research interests include lower-power, very large-scale
    integrated (VLSI) circuits and nanoelectronics.
    Educational Background
    & Publication Records
    Chancellor Kang earned his bachelor of science from Fairleigh
    Dickinson University in Teaneck, N.J.; his master of science from the
    State University of New York at Buffalo; and his doctorate from UC
    Berkeley. All of his degrees are in electrical engineering.
    Developing Traits for 21
    st
    Century High Technology Leadership

    Sung-Mo Steve Kang
    Chancellor, University of California, Merced

    With rapid advancement of technologies in telecommunications, IT, transportation, the world has shrunk in
    temporal space and has become much more densely connected. In this regard, the term global village is
    fitting, but it does not fully convey the increasing complexity and challenges of the world. The grand
    challenges in energy, water, food, environment, poverty, terrorism and war, disease, education, democracy
    for expanding population are daunting. The future leaders in the 21
    st
    century science and technology need to
    have holistic humanistic world views besides expertise knowledge in own fields and need to contribute to the
    policy issues to make contributions scalable to the greater societies. It requires training and learning of
    different world cultures and peoples, global issues, market trends, ethics, and global economy for future
    leaders to be effective and productive. In this talk we will discuss the grand challenges of the 21
    st
    century,
    transdisciplinary education and leadership, and the need for lifelong learning, collaborations across national
    and cultural boundaries, and humanistic creating in the rapidly changing world.





    Track C-4-3
    (Sung-Mo Steve Kang)

    Occupation
    Professional
    History
    2007 3 1
    , 2001
    .
    6 , 2
    ,
    .
    (CITRIS)


    (DEEP) 2
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    Track C-5-1
    Oliver Sparrow

    Occupation - The Director of the Challenge! Network
    - Fellow at the St Andrews Management Institute
    Professional
    History
    Oliver Sparrow is the author of many publications, including five
    books. He has written or edited much of this Forum. He is known for
    his groundbreaking presentations, which are given to audiences
    totaling well over ten thousand people in the course of a year. He has
    substantial broadcast experience.

    Oliver is a director, board advisor or non-executive director of a
    number of companies. He is also director of a charity called the
    Leadership Capacity Trust. He serves as a member of number of UK
    government projects. He was a commissioner on the World
    Commission on Globalization. He is senior fellow at the St Andrews
    Management Institute.

    Oliver spent the bulk of his career in Shell, chiefly in strategic
    planning, corporate renewal and venture capital. Country assessments
    - their stability, their weaknesses and potential - were and remain a
    central aspect of this activity.

    Oliver has lived and worked in a considerable number of countries,
    predominantly in the Pacific, Asia and Latin America. He was born
    in the Bahamas and brought up in Africa. He was educated at Oxford,
    with a science and economics background which has since expanded
    into many fields. He enjoys exploring wild parts of the world for
    orchids, particularly the Himalayas.


    Oliver owns and chairs Interactive Trek!Guides Limited,a company
    which makes computer-based travel guides. That is, we take a
    country such as Nepal or Per and construct an intricate description
    of it. Customers buy a disk, and then roam the country at will. Joint
    ventures with local organisations take the many queries that this
    generates and offer them specialist travel services.


    Oliver Sparrow
    Director, Challenge Forum


    What our group has explored, by contrast, is the new demands on senior management over the coming
    decade. We describe the new environment in some detail. This is created by, indeed, technology; but also by
    the facts of business economics in a highly connected, intensely churning and fast-changing world. Sources
    of value will be quickly commoditised if not renewed. Over a billion relatively low-wage, educated people
    will join the global work force. Transparency will be much greater than hitherto, with huge numbers of
    analysts and scrutineers working to pull down barriers to knowledge and understanding. The defence and
    development of intellectual property will be paramount importance.

    Commercial renewal and general innovation need to be systematized if firms are to meet these demands.
    However, the people with whom managers will have to work are very much more autonomous than hitherto.
    One cannot order people to 'be innovative'. Indeed, success comes more from harnessing the networks in
    which they operate rather than focusing on individuals directly. Many networks run beyond the firm's
    boundaries, raising issues of common purpose, intellectual property, structured knowledge domains and the
    like.

    We show that this creates a set of completely new demands on senior management. Meeting these demands
    implies a deep change in the HR discipline. It is now something of an 'orphan' activity, much as IT was in the
    late 1980s. It will have to develop in radical ways in order to meet these challenges.

    HR needs to become more evidence-based, and less founded on fashion and intuition. It needs to be able to
    demonstrate what works in its tool kit, and where it works. For example: when does performance related pay
    work and when does it not do so? To what extent is it possible to define and manage a career trajectory on
    the basis of formal systems, such as psychometrics? Of what kinds of people are teams best constructed; and
    what "space" does the idea of the team occupy? That is, what distinct kinds of team are there, and how are
    they best managed? How do individuals relate to the team gestalt? What, in fact, are the fundamentals of
    individual motivation, and how does this relate to possible motivational tools? How is HR-related risk to be
    defined, managed, integrated with other functions?

    I hope that this offers a flavour of the area where we normally work. I will, if you still wish me to do this, set
    out to make sense of the title that you sent to me. In the absence of any significant recent contact with higher
    education, however, I am not sure what I can say about it that is not very theoretical. (By contrast, the very
    distinguished theoretical physicist, Lee Smolin, has just written a book called "The Trouble with Physics". In
    this, he spends a hundred pages discussing the dysfunctional "sociology" of science in the US. He is located
    at Perimeter Institute in Waterloo, Canada.)


    Track C-5-1
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    Track C-5-2
    John B. (Jack) Park

    Occupation - A contractor at SRI International
    Professional
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    Jack Park is a contractor at SRI International, where he is developing
    advanced artificial intelligence tools applied to the augmentation of
    human cognitive skills. He creates applications for the DARPA-
    funded Cognitive Assistant That Learns and Organizes (CALO).
    CALO is designed to assist workers in the performance of day-to-day
    business activities including meeting planning, document
    preparation, and managing email and calendar.

    Mr. Park has over 40 years of experience in the computer industry,
    beginning with field engineering on IBM mainframe computers, and
    including the development of expert systems for banking and clinical
    informatics. He has taught courses in subjects ranging from Java
    programming to wind and solar energy design and construction,
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    classroom.
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    He is the author or co-author of over 30 technical papers on subjects
    ranging from the aerodynamics of wind energy systems to, most
    recently, federated knowledge organization systems. He has authored
    two technical books, and co-authored and edited the Addison-Wesley
    book _XML Topic Maps: Creating and Using Topic Maps for the
    Web_. He has given invited addresses to the Extreme Markup
    Languages Conference in Montreal, Canada, and to the Topic Maps
    Research and Applications Workshop in Leipzig, Germany.

    Just In Time Learning: A Tool-builders Perspective

    Jack Park
    Director, SRI International

    Rapid and accelerating changes in job skills and knowledge requirements call for learning responses of
    increasing complexity. Core life-long learning is necessary to function as thoughtful and productive humans
    in society. Varieties of on-the-job training (OJT) and just-in-time learning (JITL) techniques are necessary to
    support evolving learning requirements. We will take the tool-builders perspective in discussing the learning
    frameworks necessary to support JITL, whether JITL occurs in OJT or in classroom or home settings. The
    view that learning is a socially-mediated exercise is presented. We argue that the Dynamic Knowledge
    Repository (DKR) framework suggested by Douglas Engelbart can provide an appropriate framework with
    which to support learning of all kinds. We will sketch DKR applications and suggest ways to apply them to
    both OJT and public learning opportunities.


    Track C-5-2
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    Track C-5-3
    Jean-Franois Noubel

    Occupation - Founder of TheTransitioner.org
    Professional
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    Jean-Franis is a renown international thinkers and researchers on
    Collective Intelligence, Wisdom and Consciousness (CIWC). He is
    the founder of TheTransitioner.org, an international think tank and
    non-profit organization in charge of developing this new discipline
    and its related research projects. Jean-Franis has written hundreds of
    publications and papers. He gives lectures and conferences around
    the world, teaches and develops new programs for European and
    American universities. He also gives advanced seminars and retreats
    for organizations and people willing to become pioneers in CIWC.
    His 25 years practice in martial arts allow him to extend the practice
    CIWC to all planes of the being, and not just restrain it to mental
    concepts.

    Jean-Franis is also committed to building the next global monetary
    system that will allow humanity to build an economy that is not just
    based on what is scarce or profitable in the short term
    (www.openmoney.info).

    In the past Jean-Franis has lead different high-tech companies. He
    was one of the founders of AOL France. His connection with the
    corporate world allow him to provide strategic expertise for global
    organizations, governments and NGO's.

    He is engaged in non-violence and empowerment of the civil society.
    He has the French nationality and lives in Provence, South of France.
    The role of architectures in human resource management

    Jean-Franois Noubel
    Researcher in Collective Intelligence, Wisdom and Consciousness
    Founder and President of TheTransitioner.org

    Architecture, when understood in its broadest sense, refers to structured spaces in which we evolve
    individually and collectively. These spaces can be easily accessible to our senses (building architecture,
    space occupation), or partially perceived (language, money, social conventions, time...).

    These architectures are so present and pervasive that people are usually not aware of them and take them as
    the external reality that has always, and will always, shape the world.

    We demonstrate that architecture plays a central role in collective intelligence, wisdom and consciousness
    (CIWC). The same architecture will trigger the same collective outcomes no matter what topics, issues,
    market places and players are in its center. A different architecture may empower or diminish the capability
    of a community to deal with these given topics, issues, market places, players. Not only architectures
    influence our capabilities, but they create new reality.

    The planetary challenges addressed by humanity today are intimately related to the architecture in which
    they are formulated. Changing the architecture is likely to lead to new realities in which these challenges
    may be addressed totally differently, individually and collectively. In some cases the challenge may not even
    exist anymore, it was just a byproduct of the architecture.

    The civilization of pyramidal collective intelligence has invented specific architectures for itself. Some are
    highly influenced by culture and local factors, others seem to be universal. Today any learning organization
    seeking to improve its collective intelligence, wisdom and consciousness should become highly aware of
    how architecture works, specially inside the different types of collective intelligence. People can be trained
    to detect which architectures are surrounding them and decide to design new ones that can empower them.
    They become architects rather than just being architectured. This is a whole new space opened to human
    resources, learning and cognitive science.

    Educational Background
    & Publication Records
    - Ph.D. in Chemical Engineering, Hanyang University, 1994
    - Master in Chemical Engineering, Hanyang University, 1989
    - Bachelor of Chemical and Educational Engineering, Chungnam
    National University, 1983
    - Study in CEDEFOP(European Center for the Development of
    Vocational Training) Jan. ~ Mar., Greece, 2002


    Track C-6-1
    Jens Bjornavold

    Occupation - Project manager/researcher
    Professional
    History
    Jens Bjornavold is working in the Brussels office of European Centre
    for Development of Vocational Training (CEDEFOP). Employed by
    the centre since 1996, his main focus has been on research and
    analysis related to transparency and recognition of qualifications and
    validation of informal and non-formal learning. In recent years he has
    been working on questions related to learning outcomes and how this
    influences education and training policies and practices, for example
    in the form of national and sectoral qualifications frameworks.
    In the period 2000-2005 Bjornavold worked for the European
    Commission, DG Education and Culture. During this period he was
    closely involved in developing the Copenhagen-Maastricht process in
    vocational education and training, the Europass and the European
    Qualifications Framework.
    Before entering the services of Cedefop and the European
    Commission, Bjornavold worked as a researcher and research co-
    ordinator in various Norwegian research organisations. His work
    concentrated on the link between education and work, with a
    particular emphasis on the role of adult education and training.

    Educational Background
    & Publication Records
    - Candidatus Politicarum, Sociology of Work
    He has published a number of reports, articles and books on these
    themes.

    The European Qualifications Framework and its potential impact on lifelong
    learning policies and practises

    Jens Bjornavold,
    European centre for the development of vocational training (Cedefop)

    This article discusses the potential impact of the European Qualifications Framework (EQF) on policies and
    practises in the field of lifelong learning. The proposal for the European Qualifications Framework was
    launched in September 2006 (Com (2006) 479). and outlines an overarching framework, defined through
    learning outcomes, to be set up in Europe to facilitate comparison of qualifications and qualifications levels.
    The purpose is to promote geographical and labour market mobility as well as lifelong learning. When
    formally adopted (scheduled for mid November 2007), a process of implementation will start in 2008. Those
    countries deciding to go along with the EQF will be asked to do this in two stages; The first stage - referring
    national qualifications levels to the EQF - should be completed by 2010, the second - introducing a reference
    to the EQF in all new certificates - should be completed by 2012.
    The EQF is unique in several ways. It is the first international reference framework which covers the entire
    scope of qualifications, from those acquired when leaving primary education to the highest vocational and/or
    academic qualifications. It also represents the first effort to introduce an international framework fully based
    on learning outcomes, thus making it independent of particular national and institutional characteristics (for
    example duration and location of education and training) - traditionally complicating comparison and
    transfer of qualifications Many countries - also outside Europe - has signalled great interest in the principles
    behind the EQF.
    The EQF, and its emphasis on learning outcomes, can be seen as an important instrument for the integration
    of validation of non-formal and informal learning into existing qualifications systems and frameworks.
    Such a development could contribute to an opening up of towards the important learning taking place outside
    formal education and training institutions and thus facilitate lifelong learning.
    The article discusses three main issues:
    What is the motivation behind the EQF and which are the core elements of the framework?
    How can the EQF be implemented at national level and how can we understand the rapid
    development of National Qualifications Frameworks in Europe?
    Can the launching of the EQF and the emphasis on learning outcomes - be seen as a way to
    promote and facilitate validation of non-formal and informal learning


    Track C-6-1
    (Jens Bjornavold)

    Occupation - CEDEFOP
    Professional
    History

    .(CEDEFOP). 1996
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    Educational Background
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    - ()






    (Cedefop)

    (Europe Qualifications Framework: EQF)
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    Track C-6-2
    Jeong-Yoon Cho

    Occupation - Research Fellow, Korea Research Institute for Vocational
    Education and Training(KRIVET)
    Professional
    History
    - From: October 2006 To: present
    Research fellow, Team of Qualification System Study, KRIVET
    Description of Duties: Study on Qualification System

    -From: October 2006 To: December 2006
    Deputy director, KRIVET & STEPI(Science and Technology Policy
    Institute)
    Description of Duties: Study on HRST(Human Resources in Science
    and Technology)

    -From: October 2003 To: September 2006
    Director General, Department of Planning and Coordination,
    KRIVET
    Research fellow, Team of Qualification System Study, KRIVET
    Description of Duties: Planning and Coordination of KRIVET
    Research Activities Study on Qualification System

    -From: January 2002 To: March 2002
    Visiting Expert, CEDEFOP(European Center for Vocational
    Training)
    Description of Duties: Study on EU Qualification System and
    Vocational Education & Training System
    Study on EU Workers Mobility
    Educational Background
    & Publication Records
    - Ph.D. in Chemical Engineering, Hanyang University, 1994
    - Master in Chemical Engineering, Hanyang University, 1989
    - Bachelor of Chemical and Educational Engineering, Chungnam
    National University, 1983
    - Study in CEDEFOP(European Center for the Development of
    Vocational Training) Jan. ~ Mar., Greece, 2002

    Skill Standards and Qualification Frameworks in the Asia-Pacific Region and
    Korea

    Jeong-Yoon Cho,
    KRIVET

    National Skill Standards System (NSSS) and National Qualification Framework (NQF) play a significant
    role in vocational education and training, and skill recognition in the Asia - Pacific region, as they do in
    many developing and developed countries. The need to improve the quality and effectiveness of vocational
    education and training systems and the increasing mobility of skilled workers have been the main driving
    forces behind need to develope NSSS together with skill recognition.
    Japan, Malaysia, Hong Kong, Philippines, Singapore, Sri Lanka, India, Fiji etc. have been establishing and
    implementing their own NSSS and NQF. Also ILO (International Labour Office) suggested Regional Model
    Competency Standards (RMCS) and Regional Model Qualification Framework (RMQF), being used in
    various ways to underpin efficient and effective skill development and recognition in the Asia-Pacific region.
    Achieving mutual recognition of skills and qualifications based on NSSS has been regarded as enhancing
    worker mobility and confirming the international standard of locally produced goods and services.
    Korean government (mainly Ministry of Education and Human Resource Development, and Ministry of
    Labour) has been prudently introducing Korean-version skill standards and qualification framework for
    human resource development at national level, and also conducting mutual recognition of IT qualifications
    with Japan and China to facilitate skilled workers' mobility across borders.


    Track C-6-2
    (Jeong-Yoon Cho)

    Occupation
    Professional
    History

    1993. 3 ~ 1995. 3 /
    1995. 4 ~ 1997.10 / /

    1997. 6 ~ 1998. 2 / / ,

    1999. 3 ~

    1999. 6 ~ APEC Engineer Monitoring
    committee
    2002. 1 ~ 2002. 3 CEDEFOP visiting expert
    1997. 6 ~ 2003 ,
    , ,
    2003. 11~ 2006. 9
    2006. 6 ~ 2006.12 HRST
    2006. 10~


    1999 ~ /

    Educational Background
    & Publication Records

    / /
    : 12

    / () /
    :






    (National Skill Standards Systems: NSSS) (National
    Qualification Framework: NQF)
    .
    , NSSS
    .
    , , , , , , NSSS
    . , (International Labour Office: ILO)

    (Regional Model Competency Standards: RMCS) (Regional
    Model Qualification Framework: RMQF) .
    NSSS
    .
    ( )
    ,
    IT .












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    Track C-6-3
    Alberto Rodriguez

    Occupation - Lead Education Specialist
    Latin America and the Caribbean Region, The World Bank Group

    Professional
    History
    Alberto Rodriguez, a Colombian national, joined the World Bank in
    1997. He is a Lead Education Specialist working with the Latin
    American and Caribbean Region.

    He works on system-wide educational reform issues with particular
    emphasis on their effects on schools. He currently leads the policy
    dialogue and is Project Manager for World Bank education activities
    in Brazil, Colombia, and Bolivia, and has consulted in the past in
    the United States, Ecuador, England, Canada, Indonesia, Singapore,
    and Dominican Republic. His interests and experience are in
    educational administration and management, specifically in issues
    such as financing of education systems, decentralization, school-
    based strategic development, and secondary education.

    Prior to joining the World Bank, Dr. Rodriguez was a school teacher
    and administrator for 7 years, was an administrator in a private Bank
    in Bogot- Colombia for 2 years, worked at the High/Scope
    Educational Research Foundation as Fellow and as Director of the
    Adolescent Division, and was the Technical Director of the Ministry
    of Education in Colombia.

    Over his career, Dr. Rodriguez has published numerous articles.
    His publications include Brazil- Knowledge and Innovation for
    Competitiveness (2007); The Challenge of School Autonomy:
    Supporting Principals(2003), and a Chapter in Sages recently
    published Handbook of Applied Developmental Science called
    Positive Youth Development in the Context of National
    Development: The Emerging Youth Agenda in the Dominican
    Republic(2003). Other publications include Educao Secundaria
    no Brasil: Chegou a Hora(2000), Los Insumos Escolares en la
    Educacin Secundaria y su Efecto Sobre el Rendimiento Acadmico
    de los Estudiantes (1998) and The Effects of Institutional Factors
    on School Engagement among Students in Middle-level Schools
    (1996)
    Educational Background
    & Publication Records
    Dr. Rodriguez holds a BS in Industrial Engineering, a MA in
    Educational Administration, a Master in Public Administration, and a
    Ph.D. in Educational Policy and Administration from the University
    of Michigan.

    Human Capital and Innovation: Key Contributors in the Growth Agenda

    Dr. Alberto Rodriguez
    Lead Education Specialist, Latin America and the Caribbean Region,
    The World Bank Group

    Brazil has made considerable progress toward macroeconomic stability since reform measures began to take
    hold in the early 1990s, and its economy has produced stronger growth as a result.an average of 2.5 percent
    annually over the past decade. Nevertheless, from an international perspective, Brazils level of economic
    growth is still a matter of significant concern. Compared with either OECD countries or competitors such as
    China or India, Brazil not only is growing slowly, it is falling farther behind. In 1980, Brazils per capita
    purchasing power parity was about 42 percent that of OECD countries. Twenty-five years later, it had fallen
    to under 29 percent of OECD countries.


    Track C-6-3
    (Alberto Rodriguez)

    Occupation -
    Professional
    History
    1997

    .

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    Educational Background
    & Publication Records
    - ,
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    (2007);
    : (2003)
    :
    (2003) ,

    :




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    1990 ,
    , 2.5% . ,
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    (Purchasing Power Parity) OECD 42% , 25
    29% .


    Track S-1-1
    Joaqun Beltrn-Antoln

    Occupation - Professor, University of Barcelona
    Professional
    History
    Research fieldwork on international migration processes at the
    Peoples Republic of China: Zhejiang University (1990-1992) and
    Beijing University (1992-1993).
    Professor of East Asian Studies at the Institute of International and
    Intercultural Studies, and at the Faculty of Translation and
    Interpretation of the Autonomous University of Barcelona.
    Editor of the Contemporary China Library at Bellaterra Publisher
    (Barcelona)
    Member of the Asia Programme of the CIDOB Foundation.
    Main researcher in different research projects. At this moment:
    Asian entrepreneurship and transnationalism in Spain (CIDOB);
    Interculturality of East Asia in the age of globalisation (Ministry of
    Education); The Chinese, Indian and Japanese communities in
    Spain (Ministry of Labour and Social Affairs)
    Educational Background
    & Publication Records
    P.h. D. in Sociology and Political Sciences by the Complutense
    University of Madrid, Spain
    (2004) La presencia china en el mundo (Chinese presence in the
    world). Barcelona:UOC.
    (2005) La interculturalitat (Interculturality) Barcelona: UOC
    (2006) ed., Las disporas de Asia Oriental en Europa Occidental
    (East Asian diasporas in West Europe). Documentos CIDOB-Asia, n
    13
    (2006) ed, Perspectivas chinas (Chinese perspectives). Barcelona:
    Bellaterra.
    (2006) et al. ed., Empresariado tnico en Espaa (Ethnic
    entrepreneurship in Spain). Madrid: Ministerio de Trabajo y Asuntos
    Sociales.
    ASIAN TRANSNATIONALISM IN WEST EUROPE. A BORDER
    APPROACH

    JOAQUN BELTRN-ANTOLN
    AUTONOMOUS UNIVERSITY OF BARCELONA, SPAIN


    West Europe is the Far West from the geographical point of view of the Asian people living in the East part
    of the Eurasian continent. The metaphor of the Far West, as a border territory ready for new settlement and
    ventures, is very useful to describe the deployment of different Asian transnational networks. Europe, and
    specially the South West (Italy and Spain), is the last frontier for the Asian transnationalism, with only a
    significative presence after the Second World War, and in many cases till the 1980s and 1990s. West Europe
    was a virgin forest, a new border with opportunities to be successful beyond America, Australia and some
    places of Africa with already established Asian networks, including intra-Asian regional networks.
    From the very beginning it was an individual(-family) deployment, with very little institutionalisation. Later,
    both the state and big companies added to the presence of Asian people in Europe. Specially important was
    the participation of Japan and South Korea companies during 1970s and beyond.
    Two kinds of Asian transnational networks are at play in Europe: first, the institutional (global companies)
    from the top; and second, the individual(-family) oriented from below. Transnationalism has to be with
    overcome borders and frontiers, but at the same time explores and includes new territories in the continuos
    expanding networks. The efficiency of the transnational deployment is a matter of fact for the trasnational or
    global companies, and the same for the individual(-family) settlement in different parts of the world at the
    same time. South West Europe is a good example of the multinodal operation of transnational links that go
    beyond the origin-destiny, bidirectional and bilocal transnational approach. Many Asian people and
    entrepreneurs in South West Europe are part of networks with many localized nodes around the world, and
    not only with their origin countries. They mobilize all kinds of capital (economic, cultural, social, symbolic,
    affective) and information that flow by the transnational links in all the directions in order to be competitive
    and to prosper.
    The triangulation agenda (Asia-Latin America-Europe) promoted by the Spanish government is shortsighted because
    doesnt take into account the efficiency of the already established Asian transnational networks in the country.








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    Track S-1-2
    Shinji YAMASHITA

    Occupation - Professor, Cultural Anthropology at the University of Tokyo
    Professional
    History
    Shinji YAMASHITA is Professor of Cultural Anthropology at the
    University of Tokyo and a former president (1996-98) of the
    Japanese Society of Ethnology (currently, Japanese Society of
    Cultural Anthropology). His research focuses on the dynamics of
    culture in the process of globalization with a special reference to
    international tourism and transnational migration. His regional
    concern is with Southeast Asia, particularly Indonesia and Malaysia,
    and Japan.
    Educational Background
    & Publication Records
    He received his BA in cultural anthropology at the University of
    Tokyo, and his MA and PhD in social anthropology at Tokyo
    Metropolitan University.

    His books include Globalization in Southeast Asia: Local, National,
    and Transnational Perspectives (co-ed. with J.S. Eades, Berghahn
    Books, 2003), Bali and Beyond: Explorations in the Anthropology of
    Tourism (translated by J.S. Eades, Berghahn Books, 2003) and The
    Making of Anthropology in East and Southeast Asia (co-ed. with
    Joseph Bosco and J.S. Eades, Berghahan Books, 2004).


    Transnational Human Flows from and to Japan in the Age of Global Migration

    Shinji Yamashita
    The University of Tokyo

    Abstract: In 2006, 17.5 million Japanese traveled overseas and Japanese residents outside Japan numbered 1
    million. On the other hand, 7.3 million foreigners came into Japan (approximately 70 percent of them were
    from Asian countries) and the documented foreign residents in Japan amounted to 2 million including
    800,000 guest-workers. The image of homogeneous Japanese society within Japan is drastically changing.
    Examining transnational human flows from and to Japan in the age of global migration, this paper discusses
    the distinctive features of this trend of human mobility in relation to the changing demographic and socio-
    economic-cultural patterns in the contemporary Japanese society with a special attention to the formation of
    transnational communities.





















    Track S-1-2
    (Shinji Yamashita)

    Occupation -
    Professional
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    Track S-1-3
    Sang-Dae Hahn

    Occupation - Professor, Myongji University
    Professional
    History
    Professor Hahn, Sang-Dae established the Department of Korean
    Studies at the University of Sydney in 1989 in Australia and lectured
    on Korean language, Korean history and culture and Overseas
    Korean community Studies, for a number of years before returning to
    Korea in 1996. He also was the editor-in-chief of Daehan Shinbo, a
    Korean community newspaper in Australia.
    He was one of the core members of The Overseas Korean Scholars
    Forum formed by the overseas ethnic Korean scholars from its
    inception in 1983 based in New York. He has been lecturing The
    Overseas Korean Community Studies at Myongji University and has
    been invited to various universities and government organizations for
    talks and papers as a leading scholar in the field. Currently he is one
    of the editorial columnist for the Jae Wae Dong Po
    Shinmun(Overseas Korean Newspaper).

    He is traveling around the world frequently visiting the overseas
    Korean communities for the meetings with their leaders and scholars
    for the research and collaboration. Recently, he visited North Korea
    and had meetings with the officials from the Department of the
    Overseas Korean Community of the North Korean government.
    Educational Background
    & Publication Records
    He is the author of:
    Korean 1 & 2 ( Sydney University)
    Sino-Korean (Sydney University)
    Overseas Korean community (Myongji University)

    His interested fields are :
    Korean language
    Singing
    Baduk (also called the game of Go)
    The Trans-national Korean network

    Sang-Dae Hahn
    Professor, Myongji University

    In the age of globalisation, the flow of information, commodities and capital across nation-state borders has
    become common, as well as the flow of human spatial mobility. New information, communication and
    transportation technologies are bringing the world closer together.

    The global mass migration has increased rapidly and thus family members are spread throughout different
    countries. The concept of the family changes when it can no longer be connected to one country of origin and
    to a patriarchal concept of a family. Being a stranger, encountering others and finding a place a home - in
    the world puts families in challenging situations.

    Korea is known as the most racially, linguistically, and culturally homogeneous country in the world. The
    Confucian hierarchical value system works to create a unique inter-personal relationship among Korean
    family members, aged and young people, men and women and so on. The 2nd generation of Korean migrants
    are born and educated in different countries and their value system is quite different from that of their parents.
    I looked at the trans-national families.

    Despite the socialist state experience for more than 60 years, North Korea still preserves and practices the
    traditional customs. Will this kind of Korean way of thinking and value system work to contribute to the
    unification and solidarity among Koreans scattered around all over the world? What can the role of
    unification be for 7 million overseas Koreans? What can be the prospect of utilizing North Korean manpower
    to meet the requirements of the South Korean capital and techniques before unification?
    Some big news has drawn the attention of Overseas Koreans lately.
    They are: 1) Inter-Korean Summit Meeting in Pyongyang
    2) Designation of Overseas Koreans Day
    3) Koreans Overseas Will Get Suffrage From 2009
    This paper is mainly divided into two parts:
    1. The relationship between South Korea and the overseas Koreans
    a) Dispersion of the Korean Diasporas
    b) Global Korean Network
    c) The Significance of Globalisation
    2. The relation between South and North Korea
    a) Historical background
    b) Isolation of North Korea
    c) Economic Prosperous of South Korea
    d) The South-North Talks





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    [
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    [
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    [
    3
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    j
    e
    c
    t
    s
    .


    4
    .

    T
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    K
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    K
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    J
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    1
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    5
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    H
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    R
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    a
    r
    y
    .




    1
    1
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    6
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    2
    0
    0
    8

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    7
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    8
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    (
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    6

    O
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    2
    0
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    7
    )


    1
    Human Resources Development in the Arab World

    Dr. Mongi Bousnina
    Director General
    The Arab League Educational, Cultural and Scientific Organization

    It is a great pleasure for me to be among you here in this world forum devoted to the theme of
    human resources in the context of a futuristic view that seeks appropriate solutions for future
    generations, in a world confronted with the challenges of globalization and rapid changes in the
    various domains of life.
    Thanking the organizers of this forum for their kind invitation and their enabling the Arab
    League Educational, Cultural and Scientific Organization (ALECSO) to voice the Arab
    countries concern to this international gathering, I am pleased to present in this paper the
    member states joint conception of the future of human resources development in our region, a
    conception embodied in the Plan for the Development of Education in the Arab Countries
    which was adopted by the Arab Summit held in Riyadh in March 2007, on the basis of a project
    presented by ALECSO in cooperation with the General Secretariat of the League of Arab States.

    It was indeed an historical event for education to be raised to the highest level of concern of the
    Arab States leaders, a concern behind which stands a strong will to develop education and a
    greater awareness of the necessity of comprehensive political, social and cultural reform. This
    awareness has become manifest since the Tunis Summit in 2004, as a consequence of the
    various worldwide changes with which we have had to keep pace and to adapt, and of the pains
    the Arab countries have been experiencing within an internal dynamics resulting from a set of
    political interactions and social and cultural transformations.

    The declaration issued by the Tunis Summit was tantamount to a comprehensive program
    agreed to by all the Arab leaders, which set the foundations of reform, including support for the
    bases of democracy, strengthening of economic reform, concern for children, youth and women,
    and development of educational systems.
    If education enjoys priority in this wave of reform, is due to the fact that education is
    undisputedly the basis of development and the locomotive of change in every modernizing
    project that aspires to achieving its objectives. The Arab countries have built the foundations of
    their modern renaissance on education, and soon after independence, have strongly invested in
    human capital in the hope of overcoming economic and social backwardness and of promoting
    their societies. Today they find themselves confronted with new and increasing challenges that
    can be won only through a developed education which, along with developments in the other
    2
    sectors of society, makes it possible to keep pace with the plethora of changes we have been
    experiencing since the end of the past century, including geopolitical transformations that have
    altered all rules and methods, and thrown into confusion the international value system, a
    growing economic and cultural globalization which is doing away with traditional frontiers
    between countries and transforming the world into a vast market, and a bewildering scientific
    and technological development with its patterns and products, and its material and moral
    consequences.

    In the face of this new reality, we, Arabs, are left with only one of two options: either to ride the
    wave of change and development, or accept slow death and live on the margin of history.

    In the struggle for survival in which we are engaged, and in the midst of the above mentioned
    transformations, the only way left for us is to reinforce our economic and cultural
    competitiveness and to wet our determination to adapt to the new developments taking place on
    the world scene, in order to belong to the new universal system, but without renouncing our
    identity or forsaking the authentic values that are specific to our societies.


    In a highly competitive world and a rapidly expanding labour market, human resources
    constitute our best tool to win the challenge, particularly with the emergence of new specialties
    and the disappearance of others. This requires from the educational system and its graduates a
    renewed capacity to adapt to this changing reality and to their national, regional and world
    environments.

    For this reason, the learners picture we have drawn in the Plan for the Development of
    Education in the Arab Countries, is one of an individual who is capable of acquiring, controlling
    and producing knowledge, of practicing life skills, of contributing to high productivity and
    working within society. He is also an individual capable of coexisting within the larger human
    community, of partaking in the age of globalization, of knowledge explosion, and of expanding
    communication channels. We have also wanted the graduate of our future educational system to
    be an individual capable of self-achievement, of expanding his options, of practicing his rights
    and duties, and of fulfilling his commitments as an individual, and as a family and social
    member, as well as a productive and creative citizen, all of that in the context of a distinction
    guided education that adopts creativity and excellence as an approach to learning.

    3
    This multidimensional conception of the learner in our Arab countries is inspired by the needs
    of our Arab society and the surrounding world environment. This conception can be embodied
    only through our own efforts, our own will and our own competences. Our approach to
    educational development in this Plan has therefore, been a national Arab one. We deem that the
    policies required for development should emanate from dialogue between the Arab countries
    themselves, within the framework of joint Arab action, and cannot be imposed from the outside.


    We do not, however, object to enriching our plan with successful experiences from outside the
    Arab world. In fact, we consider that to be a necessity for us to keep pace with world innovative
    educational trends, and remain open to the Others educational dimension, hence the
    participation of UNESCO and the Council of Europe in the large scale consultation we have
    undertaken about the Plan.

    Ladies and Gentlemen,
    Animated by this spirit, we moved to develop a plan for the development of education in the
    Arab countries. Before defining the main features of this plan we diagnosed the state of Arab
    education at the beginning of the 21st century. The diagnosis revealed a number of enduring
    weaknesses in our educational systems, particularly:
    - The presence of 8 million children, including 5 million females, out of school, in the age
    category between school age and basic education age ;
    - A high percentage of school perdition in rural areas, particularly among females, which
    contributes to regression into illiteracy, a phenomenon from which the Arab world
    enduringly suffers (about 70 million illiterates most of whom females) ;
    - The low percentage of children enrolled in preschool education (15% of the
    corresponding age category), and the dissemination of kindergartens in urban areas, to
    the exclusion of rural areas, and the quantitative and qualitative shortage of educators
    relatively qualified to educate children at the kindergarten stage;
    - The lack of concern with the education of those with special needs (the handicapped and
    the gifted), whether in terms of the efforts that should be made for the early detection of,
    and caring for, gifts and handicaps, or the special preparation and training to take care
    of these categories of children ;
    4
    - The shortage of vocational and technical education institutions in general, and their
    remoteness from production places, and their inaccessibility compared to general
    education institutions, as enrolment in TVE institutions does not, in any case, exceed
    15% of enrolment in secondary and higher education levels, despite the signs of gradual
    concern with it, as a result of economic and social developments.
    - The low enrolment in higher education which, by the year 2010, will involve only 20%
    of the18-23 age category;
    - The enrolment of students in literary studies in larger percentages than in scientific and
    technical studies ;
    - The lack of adequacy between the educational system and the labour market, which
    results in a large increase in the number of unemployed degree holders ;
    - The educational systems need for more development and innovation as regards
    educational curriculum contents, teaching methods and technologies, evaluation
    methods, and quality systems. This is due to the prevailing curriculum and teaching
    methods in most Arab countries, which focus on dictation and lower educational
    objectives such as recognition and memorization, to the detriment of the higher
    objectives such as application, analysis and evaluation, and of creativeness and critical
    thinking ;
    - The low expenditures to establish solid grounds for scientific research ; indeed, the
    average expenditure on scientific research does not exceed 0.2% of the Gross Domestic
    Product, a percentage which is one of the lowest in the world, if not the lowest;
    - Inefficiency of teacher education programs, and the lack of concern endured by teachers
    in various domains (limited salaries, low social status).
    - The difficulties faced by expenditures on education ; indeed, financing education suffers
    from crises whose sharpness varies from one country to another, in addition to the
    imbalance in the allocation of resources to educational stages according to needs and
    importance, and high expenditures on administrative aspects, at the expense of the
    qualitative development of education.

    5
    In the light of this diagnosis we proceeded to set the main features of the Plan, beginning with
    its inclusion in the context of major political, social and educational orientations, the most
    important of which include:
    - The gradual move towards democracy, consultation and concern with education for
    democracy and human rights ;
    - The adoption of a long term perspective in the processes of educational development
    and reform as part of the restructuring of the national economy and social aspects ;
    - Commitment to the provision of quality education for all and the necessity to link
    competence in the utilization of fairly distributed resources;
    - Expansion of the participation of civil society organizations and nongovernmental work
    in formal and informal education ;
    - Reliance on standards and scientific research in designing and applying educational
    reforms ; enhancing the level of teachers at all educational levels in terms of habilitation
    and rehabilitation ;
    - Using new information and communication technologies in the transmission and
    production of knowledge.


    Based on these orientations, we built the Plan on a philosophy of education essentially focused
    on the provision of education for all as one of human rights, and endowing the learner with the
    tools of knowledge and development of his abilities, in order to achieve self-fulfilment on the
    one hand, and to enable him to effectively contribute to the various development efforts, on the
    other.

    This educational philosophy emphasizes the learners concept of citizenship which constitutes
    the foundation of a social contract that defines rights and duties and raises the learner to the
    level of social responsibility, in addition to inculcating the meanings of justice and peace, and
    the human and religious values derived from the teachings of Islamic religion and from respect
    of other cultures and religions according to belief in, and conviction of the right to difference, so
    as to strengthen the sense of belonging to the Arab nation, and ultimately to guarantee
    worldwide coexistence, and support national identity with universal identity.

    6
    These intellectual and civilizational approaches to the issue of educational development led us
    to draw up the following broad outline of the pursued development:
    - To ensure the right to education for all without any distinction or discrimination ,
    - To guarantee the quality of education at all levels and in all educational components,
    - To link the development of education with the needs of comprehensive, integral and
    sustainable development,
    - To ensure partnership between government authorities and all components of society to
    achieve the objectives of education,
    - To build policies, strategies and plans on established and documented knowledge.
    Based on this broad outline, we defined for every educational stage from kindergarten to the
    university specific objectives. Some of these objectives are quantitative and relate to
    improving enrolment rates for the different educational stages; others are qualitative and relate
    to improving the quality of educational systems and developing their internal and external
    efficiency.
    To make sure that the Plan will not remain a dead letter, we backed it with implementation
    measures, namely:
    a. The constitution of five working groups to undertake a thorough examination of the
    main themes of the Development Plan and set the practical conceptions to implement
    them. These working groups involve the following themes : (1) the right to education
    for all, (2) the quality of education, (3) education and development, (4) the governance
    of educational systems and partnership between public authorities and civil society
    organizations , and (5) Arab solidarity in the field of education ;
    b. The creation, by ALECSO, of an Arab education watch/observatory to support the
    efforts of these groups and to gather and provide information on education in the Arab
    countries. ALECSO will also set up a consultative committee for the development of
    education to follow up on the work of the committees and submit to the Secretary
    General of the League of Arab States, and from the latter to the Arab Summit, reports
    on the progress achieved in the implementation of every theme ;
    c. A time schedule for a decade of reform that extends from 2008 to 2018, with the first
    two years as a preparatory stage during which the working committees will be formed,
    the necessary studies conducted, and detailed implementation plans set for every theme
    in the Plan ; and
    7
    d. The financing of the plan, which, as you know, is the sensitive aspect of moving from
    theory to implementation. In this respect, we have proposed a number of alternatives at
    the country and Arab levels; I will focus on the second level, given the Arab character
    of the Plan.

    At the Arab level, it was agreed that ALECSO and the General Secretariat of the League of
    Arab States, in cooperation with international and regional organizations, will elaborate a
    document for the financing of Plans activities, which will be presented to the Arab parties and
    to donor countries and organizations. The General Secretariat will contact Arab and
    international funds to seek funding sources for the Plan. Other proposals include opening a
    special account to finance the implementation of the Plan under the supervision of ALECSO
    and the General Secretariat of the League of Arab States.

    Concerning the next implementation phase, ALECSO is pleased, as part of its opening onto
    international educational experiences, for South Korea to be a partner for the Arab countries in
    the Plan for the development of education in, by sharing with the Arab countries its advanced
    experience in education in general, and in higher and advanced technological education in
    particular. We believe that this advanced education is one of the main reasons behind the
    Korean miracle and Koreas ranking among the major countries in the production of, and
    creativeness in advanced technology, with a great deal of distinctiveness.

    On behalf of the Arab countries, ALECSO is ready to start a new, unprecedented cooperation,
    with Korean universities and institutions of scientific research and technological development,
    and connect them with similar institutions in the Arab countries. Through this cooperation it is
    also possible to reach forms and mechanisms that permit South Korea to contribute, in one way
    or another, to the financing of a number of projects and programs that the Plan will propose in
    the next stage, or to partake in them through provision of technical expertise.

    This cooperation which we hope to establish in the educational and scientific fields must go
    beyond the transient framework of the plan for the development of education in the Arab
    countries, to include, for longer terms, larger fields such as the reinforcement of students and
    teachers exchange between Arab and Korean universities, the preparation of common research
    and studies in advanced scientific and technological fields, enabling Arab researchers to obtain
    training in Korean research and industrial institutions, holding scientific seminars to exchange
    8
    experts and experiences, and implementing joint model programs in specific priority fields for
    both parties.

    We remain convinced that this cooperation, whether on the bilateral level, or on the larger Arab
    scale level, will have beneficial effects on our higher education and scientific research
    institutions, considering the importance of the Korean experience in these two areas, in addition
    to strengthening the friendly ties and mutual respect between the Arab and Korean peoples.

    Ladies and Gentlemen,
    We are deeply aware of the difficulties relating to the financing of our plan, and we will
    endeavour to overcome these difficulties through traditional international and regional
    cooperation channels, but also through Arab solidarity. Education will always remain our
    common concern, and the duty of solidarity calls upon us to seek new solutions to finance the
    activities of the Plan, particularly in the less developed Arab countries.

    We are also fully aware, as we embark on the implementation phase, that the development of
    education cannot be summed up in technical reforms; indeed, educational development means,
    in essence, a change of mentalities and reaching beyond what exists to what is better, as well as
    belief in the effectiveness of change, the aspiration to achieve a different, knowledge dominated
    society; but it means, above all, a political will to bring about change.

    Fortunately, the Arab countries are not short of such a will; nor are they short of the tools to
    translate this will into action. Therefore, we remain hopeful that Arab education will not, after
    implementation of the Plan, continue to be what it is in 2007. This is the great challenge
    awaiting the Arab countries during the coming decade, 2008-2018. It may also be the test
    through which we will measure our ability, as Arabs, to keep pace with the world surrounding
    us, and our capacity for self-affirmation and survival.

    Thank you for your attention.



    Track S-2-3
    Ayoub M. A. Kazim

    Occupation - Executive director of Dubai Knowledge Village (KV) of Dubai
    Technology and Media Free Zone Authority (TECOM)
    Professional
    History
    Dr. Kazim has an extensive experience in technical, administrative
    and academic fields for more than 17 years through working at Dubai
    Municipality and UAE University in Al Ain. Moreover, he is actively
    involved in research where he published numerous articles related to
    renewable energy, hydrogen energy, fuel cells and energy policy and
    economics.
    Educational Background
    & Publication Records
    - B.Sc. in Mechanical Engineering from University of Alabama in
    1989
    - M.Sc. in Mechanical Engineering from Polytechnic University in
    New York in 1994
    - Ph.D. from University of Miami in 1998


    Role of Internationalization of Higher Education in today's Globalized World -
    Dubai Case Study

    Ayoub M.A. Kazim
    Executive Director, Dubai Knowledge Village, UAE


    In the globalized world we live in, major organizations and academic institutions set their goals to
    internationalize their goods and services including best practices to other parts of the world. The objective of
    this presentation is to explore the changing nature of universities role in the globalized world and the impact
    on their vision and mission to respond to the growing market needs for higher education in the international
    arena. A significant portion of universitys role and responsibilities lies in developing human capital by
    transferring knowledge internationally. In the presentation, Dubai and the Gulf region were taken as a case
    study of a testing ground for international higher education providers to take their programs and services
    outside their geographical and physical boundaries in order to develop human capital hence contribute into
    knowledge economy and promote creativity and innovations in the region. Major projects in Dubai such as
    Palm Island (Nakheel), Ski Slope, Burj Al Arab are the product of such educational initiatives.

















    Track S-2-3
    (Ayoub M. A. Kazim)

    Occupation - (TECOM)
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    History
    - 17
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    Track S-3-1
    Chris Bilton

    Occupation - Professor, University of Warwick
    Professional
    History
    Dr Chris Bilton has been the director of the MA in Creative and
    Media Enterprises since its inception in 1999. Dr Bilton worked in
    the cultural sector for ten years before coming to Warwick, touring
    Britain and Europe as a writer, performer and manager with
    Balloonatics Theare Company and working as Arts Development
    Officer for City of Westminster Arts Council in London. He has been
    a lecturer at the Centre since 1997.
    Dr Bilton has published widely and presented papers on policy and
    management in the creative industries at conferences in Taiwan, the
    Netherlands and the UK. He has recently written a book on the
    relationship between management and creativity, published by
    Blackwells in 2006. He completed his PhD, an examination of
    cultural democracy in the UK and the US from 1870 to 1990, at the
    Centre for Cultural Policy Studies in 1998.
    Dr Bilton also ran the 'New Cultural Democracy' seminars in London
    and Birmingham in 1998. He is the External Examiner for the
    University of Westminster MA in Music Business Management.
    Educational Background
    & Publication Records
    PUBLICATIONS
    Bilton, C., Management and Creativity: from creative industries to
    creative management (Blackwells, 2006)
    Bilton, C., Wilson, D. and Cummings, S., Strategy as Creativity in
    David Wilson and Stephen Cummings (eds.), Images of Strategy
    (Blackwells, 2003)
    Bilton, C., and Leary, R., 'What Can Managers Do for Creativity?
    Brokering Creativity in the Creative Industries', International Journal
    of Cultural Policy Vol. 8 no. 1 (2002), pp. 49 64
    Bilton, C., Disorganised Creativity: the challenge for British
    cultural policy for the creative industries, Boekmancahier Vol. 45
    (September 2000), pp. 17 39
    Bilton, C., Risky Business: the Independent Production Sector in
    Britains Creative Industries, International Journal of Cultural Policy
    Vol. 6, no. 1 (1999), pp. 17 - 39
    Bilton, C., The New Adhocracy: Strategy, Risk and the Small
    Creative Firm (Coventry: Centre for Cultural Policy Studies
    (Working Paper no. 5), 1999), pp. 29


    Creativity in management: paradoxical thinking

    Chris Bilton
    University of Warwick

    The paper examines the relationship between creativity and management. In theory at least, management
    should accommodate an element of creativity - for example imagination, vision and an ability to take risks.
    Yet in practice management can also be resoundingly uncreative formulaic, linear and introverted.
    Similarly creative processes are to some extent deliberately managed, either by the creative individual or
    through collective systems and interactions. Yet the stereotypical Western view of creative genius insists
    that creative people, processes and products are inherently unmanageable. At a time when the creative
    industries are recognised as making a significant contribution to the global economy, and when
    unpredictability, risk and innovation have become mainstream topics in management theory and practice, a
    creative approach to management seems timely.

    This paper attempts to understand some of the reasons behind our failure to develop a more creative
    approach to management. It is suggested that part of the reason is a lack of clarity on the meaning of
    creativity, and an equation of creativity with novelty and individual talent.

    Alternatively, this paper proposes a three part definition of creativity as process, content, and outcome, and
    highlights the dual nature of creative thinking as a complex, multifaceted process. Following this, the paper
    argues that creative processes depend upon paradoxical thinking.

    This definition of creativity is applied to an understanding of creative management as a collective process
    requiring a capacity for contradiction, paradox and diversity. This collective capacity correlates with Frank
    Barrons identification of the ego strength which allows creative individuals to tolerate contradictions.

    It will be argued that in the absence of such a capacity for paradoxical thinking, management has failed to
    be creative. This problem of uncreative management is traced to underlying attitudes in education and
    cultural policy, as well as in management theory.

    Finally some alternative, perhaps more creative approaches to management will be considered, together
    with the conditions which might make such approaches sustainable in the future.

    KEYWORDS: creativity; creative management; bisociation; creative industries; cultural policy



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    Track S-3-2
    Hajime Taniguchi

    Occupation - Executive Director, AVEX International Strategy & IP Strategy
    Professional
    History
    Born in 1960 in Tokyo, Japan.

    Joined Sony Music Publishing Japan (then CBS/Sony Songs) in
    1986.

    Joined Avex in 1994. In 1996 became a board director.

    Currently Managing Director of Avex Group Holdings Inc., in charge
    of International Strategy and Intellectual Properties Strategy.

    Currently also Council of JASRAC (Japanese Society For Rights Of
    Authors, Composers and Publishers), and Executive Director of
    MPAJ (Music Publishers Association of Japan).
    Educational Background
    & Publication Records
    Graduated from Belmont University (then Belmont College) in
    Nashville, TN in USA in 1986 with BA in Commercial Music.


    Hajime Taniguchi
    Avex Group Holdings Inc.

    I will be introducing the group of companies in Avex Group to better learn what we do and what kind of staff
    members are sought.

    I will also talk about the way we recruit new staff and how they are treated as far as employment conditions
    are concerned.

    Internal seminars and trainings are also explained although much of the skills are best developed through so-
    called OJT (On The Job Training).

    We have a unique systems in salary improvements and in evaluation and these shall also be introduced.

























    Avex


    Avex Group Holdings Inc.

    Avex Group ,
    .
    . [OJT] .
    , Avex Group
    .



















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    Track S-3-3
    Seung Hwan Song

    Occupation - Chairman, PMC Production
    Professional
    History
    Work Experience:
    KBS TV Talent in 1965
    A member of '76' Theater Group in 1977
    Establish 'Hwan Performance' in 1989
    Establish PMC Production Co,Ltd, in 1996
    Awards:
    Dong-A Play awards Special prize(Theater Group Guangjang '
    People in
    Crane village' in 1968
    Leading Male Actor's awards at Baek Sang(Theater Group silhum
    EQUUS) in 1982
    Seoul Theater Festival Leading Male Actor's awards (Theater Group
    BANDO Eternal empire)in 1994
    Dong-A Play awards Best Play prize (PMC production 'Manly
    Impulse')in 1998
    Korea musical awards special prize (PMC production 'NANTA')in
    1998
    Present:
    President of PMC production
    Co-president in Cultural forum
    Executive in National Theater Association of Korea Inc.
    Publicity Ambassador in Mecenat association
    Professor of performing arts department in MYONGJI
    UNIVERSITY
    Show host of MBC Radio 'Woman era' (9am-11am Every morning )
    Educational Background
    & Publication Records
    Graduated from Hankuk University of Foreign Studies
    Graduated from HwiMoon High School
    Graduated from Boseong Middle School


    Need of Producers and Marketing Specialists in the Cultural Industry of Korea

    Seung-Hwan Song
    Chairman, PMC Production

    - There are lots of people with creative abilities or natural artistic talents in the Koreas cultural circles.
    However, what Korea needs now is the producers and marketing specialists who can turn these abilities and
    talents into cultural products which can be exported to the international market.


























    Track S-3
    Soo-Man Lee

    Occupation - Chairman / Producer, S.M. Entertainment
    Professional
    History
    <Artist>
    1976 Awarded Best New Artist from Top 10 Singers Award,
    MBC
    1977 Selected As Top 10 Singers, MBC Best Artist of the year
    by Monthly Pop

    < Career>
    1989.2 Established S.M.
    1995.2 Established S.M.ENTERTAINMENT Co., Ltd.

    < Producer>
    Singers : H.O.T., KANGTA, S.E.S., Shinhwa, Fly to the Sky, BoA,
    Black Beat, TVXQ!, TRAX, The Grace, Super Junior, Zhang Liyin
    etc.
    Actors & Actresses : Yeon-Soo Oh, Ji-Chang Son, Min-Jong Kim,
    Da-Hoon Yoon, ARA, Yeon-Hee Lee, Hee-Chul Kim, Ki-Bum Kim,
    Siwon Choi
    Gag team : Teen-Teen Five, Galgari Family, etc.

    < Personal History>
    - 1997 Best Music Producer - Seoul Music Awards
    - 1997 Best Music Producer - SBS Music Awards
    - 1998 Best Music Producer - SBS Music Awards
    - 2000.12. The Prime Minister Award as a preceding artist
    - 2002 Music Division for BoA - Korean Culture
    Contents Export Award
    - 2002.4.18-20 Participant of World Economic Forum - 2003.11.5-
    7 Participant of World Economic Forum
    - 2003 Music Division for BoA - Korean Culture
    Contents Export Award
    - 2004 Producer of the Year - SBS Music Awards
    - 2005.6.13 Meritorious Award as Los Angeles promotion
    ambassador presented by James Hahn, the Mayor of Los Angeles,
    California
    - 2005.7.18 Most influential individual in the entertainment
    industry selected by <SISA (Current Issues) Journal>; The best
    weekly magazine for current issues in Korea
    - 2005.8.23 Special interview with <A-JU Jugan (weekly)>;
    The best weekly magazine for current issues in China
    - 2005.9.2 Special interview with <DONG-YANG
    Economics>; The best weekly economic magazine in Japan
    - 2005.10.30 Best International Producer- Southeast Music
    Chart Awards in China
    -2005.11.1 Entertainment & Art Development Award - The
    12th Korean Entertainment & Art Awards
    - 2006.3.12 CT (Culture Technology) Theory by Soo-Man
    Lee and the Future of Korean Wave - SBS Special <Asia Showbiz
    Sam-Guk-Jee (Three Kingdoms)>
    - 2006.5.30 - Special lecture about Korean wave Students
    from Harvard Business School
    - 2006.10 - Know-how of the world star production
    company Intensive report by <Hwan-Chee-Woo (Globe)> ; The
    representative magazine for current issues and economics in China
    - 2007.1.1 - Intensive report about Lee, Soo-Man and Korean
    Wave <LA Times>
    - 2007.03 - Appointed as the Chairman of SMAC a joint-
    venture company established among S.M. Entertainment of Korea,
    Avex of Japan and Chengtian of China. The JV will launch in late
    2007.
    - 2007.06 - 2nd visit from Harvard Business School. -
    Special lecture about globalization strategy of Korean Wave and CT
    theory.
    - 2007.08 - Most Influential Figure in Korean Entertainment
    Industry in two categories : overall and music industry, selected by
    Money Today Star News Survey
    Educational Background
    & Publication Records
    1979 BS Degree, Agricultural Machinery Engineering,
    Seoul National University
    1985 MS Degree, Computer Engineering,
    California State University at Northridge
    Creative Talent Management in the Culture Industry
    Finding market-oriented talents based on market trends and needs

    Soo-Man Lee
    Chairman, S.M. Entertainment Co.,Ltd

    Culture industry creates a product that touches and moves publics emotion and heart, be it a song, a motion
    picture, a dance move, a painting or the artist itself. We will focus on artist management for this session and
    look at the industry from two different perspectives: supplying side and producing side.

    From the perspective of supplying side, it is very important to predict, read and analyze current market trends
    and needs. This proposition applies to all other industries, not just culture industry. When MTV was first
    launched in 1981, it created a trend for music with visual. Thus, a need for visual impact by musicians
    became very obvious. When African American music genres such as R&B, Hip Hop and Soul started to get
    popular throughout Asia, a need for a localized performance of such genres by their own domestic artist was
    generated soon after.

    From the perspective of producing side, however, unlike the most other traditional industries, it involves vital
    resources that are highly unpredictable, incalculable and uncontrollable; that is, CREATIVITY and HUMAN.
    Creativity is the ability to produce and those who produce and perform are human themselves. Therefore, the
    idea of synchronization developed by systems like MRP, JIT or ERP cannot be completely applied to the
    culture industry. Rather, the idea of de-synchronization which Mr. Alvin Toffler pointed out as a source of
    problem becomes even more critical as it is impossible to eliminate de-synchronization factor from
    producing culture contents.















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    Educational Background
    & Publication Records
    Graduated from Hankuk University of Foreign Studies
    Graduated from HwiMoon High School
    Graduated from Boseong Middle School




    Track S-4-1
    Ewert Bengtsson

    Occupation - Professor, Uppsala University
    Professional
    History
    Ewert Bengtsson continued the work on cell image analysis from his
    thesis first as a researcher at Uppsala University and then in spin off
    companies from 1983 through 1988. Then he returned to Uppsala
    University as an adjunct professor and took the initiative of
    establishing the Centre for image analysis where he since 1995 is
    active as a full professor. His research interests include all kinds of
    biomedical image analysis as well as visualization of biomedical
    data. He has published over 130 papers in the field and supervised
    more than 25 PhD students. Additionally he is interested in
    interdisciplinary aspects on IT in general and has been appointed
    senior advisor on IT to the university rector. He is director of the
    Centre for Image Analysis, chair of the virtual IT faculty at Uppsala
    University and Uppsala Learning Lab and member of the board of
    Uppsala Centre for E-Health and Uppsala Multidisciplinary Centre
    for Advanced Computational Science. He is a senior member of
    IEEE, member of the Royal Society of Sciences at Uppsala and the
    Royal Swedish Academy of Engineering Sciences.
    Educational Background
    & Publication Records
    Ewert Bengtsson received his MSc and PhD in engineering physics
    from Uppsala University in 1974 and 1977 respectively.

    The biotech industry in the Uppsala region - result of academic research and
    private entrepreneurship

    Ewert Bengtsson
    Centre for Image Analysis, Uppsala University

    The region of Uppsala, located 20 minutes north of Stockholm-Arlanda international airport, in Sweden is
    today a buoyant centre of biotechnology. In this small area, with about a quarter million inhabitants, we find
    about one fourth of Swedens biotech sector in the shape of universities, industry and national agencies.

    Uppsala has a long tradition of working with biotechnology, especially tools and methods for research and
    development in the life sciences. Pioneering core technologies such as ultracentrifugation, electrophoresis,
    gel filtration and affinity chromatography were invented by Uppsala scientists. Many of these developments
    have spun off into successful products sold the world over by Uppsala-based companies.

    Today Uppsalas biotechnology sector employs some 7,500 people in about 50 companies, two universities, a
    university hospital, the Swedish Medical Products Agency, the National Food Administration and the
    National Veterinary Institute. Forty-five minutes south by train or car brings us to Stockholm with yet
    another three universities (Karolinska Institute, Royal Institute of Technology and Stockholm University),
    dedicated biotech companies, plus a further two university hospitals for clinical research.

    There is a strong and successful cooperation between universities, companies and the public agencies. In this
    presentation I will discuss the historic roots, current situation and future outlooks for the Uppsala biotech
    region in a human resource perspective.

















    (Ewert Bengtsson)


    - 20
    . 25 4 1
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    Track S-4-2
    Song Wu

    Occupation - Vice President of Shanghai University
    Professional
    History
    Apr. 1990-Sep. 2006 Faculty of Mech. Eng. Dept., SJTU
    Associate Professor (Dec. 1993)
    Professor(Dec. 1998)
    Aug. 1994-Mar. 1999 Deputy Director of Personnel Office, SJTU
    Mar. 1999-Jul.2005 Deputy Dean of Graduate School, SJTU
    Sep. 2001-Dec.2005 Assistant President of SJTU
    Sep. 2006-Present Vice President of Shanghai University(SHU)

    Experiences Abroad:
    Nov.-Dec.1997 Visiting Scholar in North Carolina State University at
    Raleigh, USA
    Jun. 1999,Dec.2003 Visited Singapore
    Jul. 2001 Visited Germany, Austria, Italy and France
    Oct. -Nov. 2003 Visiting Scholar in Texas A&M University ,USA
    May.2005 Visited Japan
    Dec.2006 Visited Thailand
    Educational Background
    & Publication Records
    Sep. 1980-July, 1984 BA Department of Power Mechanical
    Engineering(major in marine power)
    Sep.1984-March,1987 MA Department of Power Mechanical
    Engineering(major in marine internal-combustion engine)
    April.1987-April.1990 PHD Department of Power Mechanical
    Engineering(major in mechanics)
    1. Guodong Zhang, Song Wu. Niancai Liu. Research on the Ratio
    Between Supervisors and Postgraduates in Famous Universities
    Worldwide. Chinese Higher Education Study. Page. 13-15, 8th
    Edition of 2006.
    2. Xiaoling Wan, Song Wu, Songlin Shao. Evaluation and
    Enlightenment on the Employment of Graduates in Indian
    Universities. Comparative Education Research. Page 67-70, 2nd
    Edition of 2006.
    3. Jingling Zhong, Song Wu. On Developing Sino-foreign Joint
    Education and Improving Cultivation Standard of Postgraduates.
    Chinese Education Teaching Magazine(Higher Education Edition).
    Page 101-103, Sep. 2005.



    Research-oriented University and Postgraduate Education

    Song Wu
    Vice President of Shanghai University

    With the advent of the 21st century, the university will embrace more opportunities and inevitably shoulder
    more responsibilities. To meet those upcoming challenges and better serve the social development, I think we
    should try to build our universities into a research-oriented universities, and to enhance the education
    standard of students, and postgraduates in particular, will be the key to achieving this goal. This is also the
    focus of my presentation.
    Shanghai University, as one of the key universities listed in Project 211, is a well-known comprehensive
    university. From 1994 till now, SHU has successfully changed from a teaching-research type to a research-
    teaching one. It is our goal to become a top comprehensive research-oriented university in another two
    decades.
    The first part is concerned with a brief introduction of the Shanghai University. Then I will proceed to
    elaborate on the mission of a research-oriented university, the relationship between its mission and educating
    students, especially postgraduate students. In the last part, I will discuss the popular education concepts of
    Weichang Qian, who is the president of SHU and one of the most famous scientists and educators in China.
    According to president Qian, the university should train students to be an all-round person with creative
    spirit, and the purpose of students education in universities is to teach them a correct way of studying,
    working and thinking, that is the method of Dialecticism.
    In addition, I will also briefly talk about the latest achievements SHU has made in terms of its education
    reforms, and make some suggestions on the appropriate ways to achieving the goal of constructing a first-
    rate research-oriented university. Thats all for my presentation, and I am open to any advice. Hopefully we
    can join hands in working for building a top university.


















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    Track S-4
    Do-Hwa Lee

    Occupation - Professor, Dept. of Management, Inje University
    Professional
    History
    1988-1991 Associate and Head Researcher, POSRI, Korea
    1991-Present Assistant Professor, Associate Professor, and
    Professor,
    Inje University, Korea
    2007-Present Director, Research Institute of Industrial
    Management, Inje University
    Educational Background
    & Publication Records
    B.S. Nautical Science, Korea Maritime University, February 1978
    M.B.A Human Resource Management, University of Massachusetts,
    May 1984
    Ph.D.Organizational Behavior/Human Resources, Purdue University,
    August, 1988
    - The reexaminiation of the relationship between satisfaction and
    performance. Korean Journal of Management, 8(2):165-191, 2000
    - The effect of justice perception regarding workforce reduction on
    the survivors taking charge behavior. The Korean Journal of Human
    Resource Management, 25(2): 317-347, 2001
    - The survivor responses to workforce downsizing. Journal of
    Business Research, 18(4): 211-248, 2003
    - The influence of the survivors emotional responses toward
    workforce downsizing on organizational commitment and taking
    chare behavior. Journal of Human Resource Management Research,
    13(1): 145-165, 2006
    - The influence of goal orientation on job performance. Journal of
    Business Research, 22(2): 127-156, 2007


    Track S-4
    (Do-Hwa Lee)

    Occupation -
    Professional
    History
    POSCO


    Educational Background
    & Publication Records

    University of Massachusetts
    Purdue University






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    3
    2

    Track S-5
    Kircho Atanasov

    Occupation - Deputy Minister of Education and Science of the Republic of
    Bulgaria
    Professional
    History
    Education and specialization:
    Graduated mathematics at Plovdiv University Paisii Hilendarski
    Specialized in Management and Organization of the School in Ireland
    Professional Career:
    August 2005- Deputy Minister of Education and Science
    1975 - 2005 Principal of Secondary School of Mathematics
    Acad. Kiril Popov Plovdiv
    Academic Career:
    Associate Professor in Mathematics and lecturer at Plovdiv
    University Paisii Hilendarski
    Achievements:
    On his initiative the ICT were introduced as compulsory subject in
    Bulgarian secondary schools curricula
    Social activities:
    member of variety public organizations, founder of the Union of
    Employers in the System of Public Education in the Republic of
    Bulgaria; member of the Board of Managers of the Bulgarian Unit
    of Mathematicians and Rotary Club Plovdiv Puldin.
    Awards:
    bearer of various state awards and medals, an honorary citizen of the
    town of Plovdiv
    Foreign languages: Russian
    Marital status: married
    Educational Background
    & Publication Records

    What is the most important issue concerning human resources and any cases to
    solve the issue

    Kircho Atanasov
    Deputy Minister of Education and Science, Bulgaria

    First of all, I would like to express our sincere gratitude to the organizers for the kind invitation to attend this
    important forum. The Bulgarian delegation highly appreciates the topic of this years event Human
    Resources Solutions for the New Generation. It reflects our understanding that in the era of knowledge
    advancement and technology revolution governments should address the pressing issues of better meeting
    the needs of the labor markets, of expanding investments in human capital, of restructuring the education and
    training systems to adapt to new competence requirements, as well as of ensuring adequate human resources
    for further development and growth.

    Education and training are key factors in promoting employability, active citizenship, as well as personal and
    professional fulfillment. Thus, the improvement of human capital could be regarded as a function of the
    improvement of the overall education system. Our main goals are to ensure the adaptability of the education
    system towards an ever-changing environment, and to guarantee its compliance with the European standards.
    With this in mind, and in order to be able to contribute to the overall modernization of social life in Bulgaria,
    the Bulgarian Ministry of Education and Science has defined its prime objective Quality and Accessible
    Education and Training for All. Three strategic priorities stem from this objective:

    - Establishing a provision for knowledge society and quality of education;
    - Improving the access to education;
    - Opening the education system to the world through mobility enhancement.

    These priorities are fully in line with the overall European trends oriented towards fulfillment of the EU
    Lisbons strategy target for 2010: Europe to become the most competitive and dynamic knowledge-based
    economy in the world, capable of sustainable economic growth with more and better jobs and greater social
    cohesion.

    From the very beginning, the policymakers of the Ministry of Education and Science oriented their efforts
    towards secondary school education. Not only is this area facing the biggest challenges, but it is also the one
    that affects the life of each Bulgarian family while hosting the often contradictory interests of various parties.

    On June 7, 2006 the National Assembly adopted the National Pre-education and School Education
    Development Programme (2006-2015) drafted by the Ministry of Education and Science (MES). The
    programme regards the student as the most important component of the education system. It defines equal
    access to education and high-quality and efficiency of education as the main objectives and suggests specific
    steps to achieving them. Those steps involve improving the secondary education structure; retaining all
    students under 16 in school and reducing the number of drop-outs among those over 16; establishing an
    effective internal assessment system through the widespread use of tests and the introduction of external
    standardized national assessment; optimizing the school network by gradually decreasing the undersized and
    mixed-grade classes and adapting the network to the labor market demands and the socio-economic
    characteristics of the region; developing sustainable school curricula for general and vocational education
    based on contemporary knowledge which comply with labor market requirements; introducing modules and
    options for early professional orientation and entrepreneurship in school curricula; supporting lifelong
    learning activities; decentralizing the system management through delegation of financing, human resource
    management, and teaching process innovation to the heads of the schools; introducing a development-
    stimulating funding system; introducing differentiated teachers compensation based on the quality of
    teaching and the students results; promoting valuable partnerships through getting parents and business
    involved in the management of schools.

    Our targeted efforts for establishment of a system for standardized external evaluation resulted into the
    introduction of a new format (tests) for the admission examination in Bulgarian Language and Literature, as
    well as in Mathematics. The examination is administered after the completion of grade seven and is required
    for admission to profile-oriented schools that provide comprehensive in-depth studies of Mathematics,
    Natural Sciences, Humanities, or Foreign Languages.

    The skills and competences of the students will be evaluated by an external entity upon completion of grade
    four. Pilot State Matriculation Examinations, together with final examinations upon completion of the first
    year in the schools with intensive foreign language instruction have already been conducted. I would like to
    mention that these schools have had a tradition of successful academic performance in Bulgaria for more
    than 50 years.

    2007 is the first year a program-based financing of the school system was introduced. For the first time
    financial resources for different school programs were secured through optimization and efficient allocation
    of funds. I would like to mention some of these programs: School Network Optimization, Teachers
    Qualification, ICT in School, Teachers Differentiated Payment, etc. These programs gave the schools the
    opportunity to develop their own projects and to receive funding for different activities.

    As a full member of the EU, Bulgaria is developing its education policy in compliance with the EU strategy
    for Lifelong Learning. The Bulgarian government already approved the National Strategy for Continuing
    Vocational Education (2005-2010). The purpose of the strategy is to define the priorities related to the
    development of the continuing vocational education within the lifelong learning context. The strategy is
    oriented towards adults and school dropouts over the age of 16. As to the ways of measuring success, we are
    drawing on two key factors: better adaptability to the labor market, and better mobility of the labor force.
    The National Strategy for Continuing Vocational Education takes into account the need for more effective
    and more relevant education and training throughout life. The implementation of the strategy is expected to
    encourage lifelong learning as both a policy and a common practice for human resource development.
    Bulgaria will further take into account latest developments and best practices in this area.

    Fueled by important social, technological, and economical changes, Lifelong Learning has become a
    necessity. Several European countries are seeking to further improve their education and training systems in
    terms of accumulation of contemporary knowledge, skills, and basic competences. On European level,
    substantial work has already been done in the fields of quality assurance, informal and non-formal learning
    development, career guidance, and basic competence acquisition. The specificities of the existing education
    and training systems should also be taken into account, along with innovative approaches to process
    development. Within that context, the EU member states supported the European Qualifications Framework
    (EQF) for Lifelong Learning proposed by the European Commission. The proposed EQF could be regarded
    as a document providing for national qualifications framework development on both national and sector
    levels. Furthermore, it provides for comparability among different national frameworks, thus contributing to
    increased transparency on European level. The adoption of the EQF will also improve the use of acquired
    knowledge, skills and competences, and will further develop citizens mobility on national and European
    labor markets. Last but not least, the EQF will further facilitate the transfer and recognition of qualifications
    by using learning outcomes evaluated and certified by the competent authorities on national or sector level.
    Bulgaria has already started developing a National Qualifications Framework compatible with EQF by
    launching a national debate among all institutions concerned. The implementation of such frameworks will
    undoubtedly contribute to the global strategy for human resource development.

    Bulgarian higher education is also facing important challenges. Its mission for the next decades is to provide
    for personal, social, academic, professional, and scientific fulfillment through high-quality academic training.

    Actually, the process of modernization of the Bulgarian higher education has two parts: integration in the
    European Higher Education Area (Bologna Process) and integration in the European Research Area. Another
    concern of ours is the overall system reform oriented towards better compatibility with the labor market
    requirements.

    The system of higher education in Bulgaria is comprised of 51 institutions universities, specialized higher
    schools, and independent colleges. Most of them are public; some are private.

    In compliance with both the global socio-economic priorities and the priorities for economic development of
    the EU, the system of higher education in Bulgaria is in a process of overall reform aimed at the institutional
    structure, as well as at several content-related aspects. The reforms started in 1990 and significant progress
    was made in 1995 with the adoption of the Higher Education Act. The main goals of the reformation process
    are:

    Provision for and guarantee of the academic autonomy of the higher schools;
    Development of a mechanism for quality assurance of higher education;
    Equal access to higher education for all within a lifelong learning context;
    Development of a system for efficient public funding and adequate resource provision for higher
    education;
    Involvement of employers in developing quality-assurance policies.

    Current challenges faced by the Bulgarian higher education are related to market orientation, to consumer
    influence on future trends in system development, to the implementation of mechanisms (legislative and
    practical) for lifelong learning concept implementation and last, but not least, to further mobility
    enhancement.

    In 2006, the Ministry of Education and Science initiated a public discussion on the future development of
    higher education in Bulgaria. Different stakeholders took active part in the debate: faculty and student
    representatives, employers, members of the Higher Attestation Commission, the National Agency for
    Evaluation and Accreditation, and the Parliamentary Commission for Education and Science.

    Last, but not least, I would like to mention the initiative of the Ministry of Education and Science to start a
    comprehensive overview of the research activities in Bulgaria, thus providing grounds for the development
    of a National Strategy in this area.

    The goals thus presented are ambitious, but realistic. These goals have inspired the overall process of reforms
    in the Bulgarian education system aimed at higher quality, increased cost-efficiency, and better image. The
    Bulgarian government is well aware of the fact that it needs to invest more in education and training to
    ensure a better development of human resources.



    Track S-5
    Tom Smetnka

    Occupation - Ambassador of the Czech Republic to the Republic of Korea
    Professional
    History
    Employment
    1984 tutor of Arabic at specialist courses at the Faculty of
    Education of the Charles University in Prague
    1985-88 translator and interpreter with a construction company,
    Tripoli, Libya
    1988-89 teacher of Arabic and English at the Foreign Languages
    School, Prague
    1990-93 journalist at Lidov noviny daily: foreign-desk editor,
    deputy editor, editor- in-chief
    1993 journalist at Respekt weekly
    1993 joined the Ministry of Foreign Affairs
    1995 director of the Middle East and North Africa Department
    1996-2001 Ambassador to the Hashemite Kingdom of Jordan
    2001-2004 Ambassador to the Peoples Republic of China and
    the Democratic Peoples Republic of Korea
    2004- Ambassador to the Republic of Korea

    Married to Irena Smetnkov, having three children.
    Interested in literature, photography, computers and oenology.
    Educational Background
    & Publication Records
    Education
    1978-83 Faculty of Philosophy, Charles University, Prague,
    graduated in Oriental and Arab Studies
    1984 Scholarship at Cairo University
    1990 Times Mirror Fellowship Program for Central European
    Journalists, Times Mirror Center, Washington, D.C.


    Track S-5
    H.E. Rabah HADID

    Occupation - Ambassador of Algeria to the Republic of Korea
    Professional
    History
    Career :
    1976-1978 : Military Service
    1978-1981 : Central administration, Personnel Office, then Desk
    officer at the General Department of the International
    Economic Relations, Ministry of Foreign Affairs
    1981-1986 : Secretary, then Counselor at the Permanent Mission of
    Algeria in New York
    1986-1989 : Deputy Director of Planning, International Cooperation
    and Synthesis, Ministry of Foreign Affairs
    1989-1991 : Acting Director, then Director of the Economic and
    Cultural Relations, Ministry of Foreign Affairs.
    1992-1994 : Minister-Counselor, then Ambassador, Deputy
    Permanent Representative at the United Nations in
    New York.
    1994-1995 : Ambassador of Algeria to Mozambique.
    1995-1996 : Ambassador of Algeria to Colombia.

    1996-2000 : Ambassador of Algeria to Turkey.
    2001-2002 : Director General of the Multilateral Relations,
    Ministry of Foreign Affairs.

    2002-2005 : In charge of Mission to the Presidency of the Republic
    (Diplomatic service)
    Oct. 2005 : Ambassador of Algeria to the Republic of Korea
    Other activities:
    1985 : Vice-president of the Economic and Social Council of the
    United Nations.

    1993-1994 : President of the 5th Committee (Administrative and
    Budgetary) of the General Assembly of the United Nations
    during its 48th Session.
    - Chairman of the board of the UNDP for the year of 1994.

    Mr. HADID was also one of the two Representatives of Algeria at the
    Management Committee of the NEPAD, 2000 to 2002.
    Educational Background
    & Publication Records
    Diploma :
    1976 : The National School of Administration (ENA)
    - Diplomatic section


    Mutual Understanding Improvement and Trust Building through the Exchange
    of Human Resources

    H.E. Rabah HADID
    Ambassador of Algeria to the Republic of Korea

    I feel honored to be invited to participate in the discussions of this important forum on Human Resources
    Development , an issue which has emerged over the last two decades as key to economic and social
    development.
    Indeed, today, human resources development is being viewed in a comprehensive manner, encompassing in
    particular :
    -Education
    -Health
    -The Gender dimension
    -Promotion of the participation of the youth to the development process.
    I shall not elaborate on each of these elements as this is not the main focus of the present session. Suffice
    it to say that human resources development which is at the core of the concept of human development, is no
    longer viewed primarily as an element of social policy, but has emerged as a vital component of any
    successful economic and sustainable development strategy. Governments, as well as international
    organizations, have come to realize that education and health investment cannot be compromised for the sake
    of structural adjustment.
    I am going know to address briefly the specific issue at hand, which is mutual understanding and trust
    building through the exchange of Human Resources.
    In this regard, I wish to highlight the areas of training, exchange of experiences and knowledge sharing,
    based on the record of Algeria in its own region as well as that of its rapidly expanding and multidimensional
    relations with Korea.
    When it regained its independence in 1962 after a war of liberation which lasted seven and a half years,
    Algerians who graduated from university numbered less than three hundred in total. The illiteracy rate
    was above 75%. These figures speak volumes about the so-called achievements of colonization in the
    areas of education and the spreading of civilization. These figures give also an idea of the magnitude of
    the challenges Algeria had to face in the field of human resources development.
    Since independence, Algeria has implemented a policy of free education for all at all levels of the education
    and training cycle, spending for this purpose more than 30% of the annual national budget. This effort has
    been crowned with the achievement of the goal of universal education for all Algerians, including girls, as
    well as the availability of well trained workforce and high level specialists.
    At an early stage, Algeria started sharing its experience with many countries, notably in Africa.
    Human Resource Development Important issues
    Higher Education Commission of Pakistan - A case study

    Murad Ali
    Ambassador, Embassy of Pakistan

    Human Resource Development is framework for helping employees develop their personal and
    organizational skill, knowledge and abilities. It includes training, organizational and career development.
    HRD could be formal as a class room training or organizational planned change efforts.
    Internal resource management, for some, ordains either effort to change people or not waste time on
    changing them and instead to draw maximum out of their abilities and talents. Assessing each individuals
    talent and skills therefore attains immense importance. Training, coaching and development follows later.
    This is at micro-level.
    How do we develop individual competencies in organizations to perform job through planned
    learning and ensuring match between an individual and organizational needs? Can it only be through talent
    hunt?
    The HRD involves in practical terms training learning and development and organizational
    development with the potential to introduce large scale change to an organization.
    To me therefore the most important issue and that too with reference to Pakistan in HRD is the
    human learning and organizational learning. This is not only premised on what Plato termed Knowledge is
    true opinion but also the empirical evidence that knowledge has transformed the world and it is now the
    engine for socio-economic development.
    The Government of Pakistan's Five Year Plan for higher education sector has aimed at creating
    necessary foundations in which EXCELLENCE can flourish and the country could embark on the road to
    develop a knowledge economy.
    To transform Pakistan from an Agriculture-based economy to a knowledge economy, specific
    projects and programmes have been identified as national priority programmes; the human resources
    development efforts are being tailored to meet the human resource requirements of these programmes. The
    establishment of technology parks, business incubators and funding for joint projects with industry are
    expected to transform the universities into creative and vibrant institutions where ideas are borne and
    transformed into commercial products and processes for national development. The Government of Pakistan
    is working on strengthening of existing institutions, establishing new institutions with emphasis on emerging
    technologies, training professionals and workers in line with market demand, creating effective linkages
    among academic institutions, research centres, and industry, providing incentives to the private sector to
    invest in human resource development.
    Since 2002, the Higher Education Commission has undertaken a systematic process of
    implementation of five year agenda in which Access, Quality and Relevance have been identified as key
    challenges. At present only 2.9% of Pakistani students aged 18-23 have access to higher education compared
    to 68% of the same age group in KOREA. The enrolment will double in 5 years by increasing capacity of
    existing higher education institutions and where necessary establishing new one. To improve ranking of
    Pakistan universities, the quality of the faculty is being improved. Out of 7000 university faculty members
    only 1700 had Ph.Ds. For this purpose additional 15,000 to 20,000 persons have been sent abroad to foreign
    institutions. Some have also been sent to Korea. They will also be acting as consultants to industry. The
    foreign Ph.D level training with indigenous Ph.D programme will provide the core element of quality human
    resource.

    Unfortunately there were two universities in Pakistan at the time of creation of the country in 1947.
    In 2001-2002 there were 36 public and 20 private Universities. During 2005-06 the number has increased to
    49 public and 36 private Universities, a 48% overall increase. Gender wise enrollment by level of degree
    during 2001-2004 was 276,274 from Bachelors to Ph.D level in 2001-2004. It increase to 423,236 an
    increase of 35% percent.
    The Higher Education budget has gone up from Rs. 800 million in 2002 to Rs. 18 billion in 2007.
    This is in persuance of visionary decision taken by the Government to increase allocation in respect of
    development and recurring budgets for Higher Education sector by 50% each year till it reaches 1% of GNP
    for Higher Education Sector. That is in line with following the path of Korea to develop into Knowledge
    economy
    The HEC is also catering for infrastructure development of institutions through additional measures
    of international linkages, access to research grants and post doctoral training programmes. Furthermore the
    Pakistan Educational Research Network is bringing about a revolution, 23,000 on line journals have been
    made available to university libraries and 40, 000 e-books have been made available to students.
    Pakistan overall education budget is being increased from 2.6 percent of the GDP (Gross
    Domestic Products) to 4 percent from the financial year 2007-08. The Government has decided to provide
    one percent increase in education budget every year and it will continue till the time it reaches to 10 percent
    of the Gross National Product (GNP). The government was spending Rs 211 billion on education during the
    current financial year 2007-2008 and it also included Rs 28 billion for higher education. For the next
    financial year, HEC hopes to get Rs 42 billion for higher education.
    So far more than 821 scholarships have been awarded to students to pursue Masters and Ph.D
    degree abroad. A 5150 million project to further fund 2,000 students to abroad has been recently approved by
    the government of Pakistan. The largest ($150 million) Fulbright Scholarship programme in the world, has
    also been launched with the US assistance under which 630 students will study in top American Universities.
    In short Pakistan is making significant investment towards developing institutional facilities,
    introduce new technologies, human resource development, improving research facilities, student services,
    creating linkage with local and foreign universities and promoting University industry interaction. By these
    measures the country will be on the path to knowledge economy and hopefully on path to prosperity.


    Track S-5
    DATO M. SANTHANANABAN

    Occupation - Ambassador of Malaysia
    Professional
    History
    4.9.1972 :Appointed to the Administrative and Diplomatic Service
    of Malaysia and served as Assistant Secretary at the
    Ministry of Foreign Affairs
    15.1.1975:Second Secretary, High Commission of Malaysia in
    Lagos, Nigeria
    26.2.1977:Assistant Secretary (Americas), Ministry of Foreign
    Affairs
    27.11.1978:First Secretary, Commission of Malaysia in Hong Kong
    6.8.1981 :Charge d Affaires, Embassy of Malaysia in Vientiane
    26.11.1985:Principal Assistant Secretary (East Asia), Ministry of
    Foreign Affairs
    10.7.1989:Counsellor, Embassy of Malaysia in Washington, USA
    1.9.1992 :Minister, Embassy of Malaysia in Washington, USA
    22.8.1994:High Commissioner of Malaysia to Papua New Guinea
    6.5.1996 :Under Secretary (Europe and Central Asia), Ministry of
    Foreign Affairs
    15.8.1999:Ambassador of Malaysia to Argentina
    30.9.2003:Ambassador of Malaysia to the Republic of Korea and
    concurrently accredited to Mongolia

    Marital Status:Married
    Name of Spouse:Datin Frances Marie Morais
    No. of Children:One (daughter)
    Hobbies : Walking, Reading.
    Educational Background
    & Publication Records



    The Malaysian Experience

    H.E. Dato M. Santhananaban
    Malaysia


    Malaysia is somewhat of a unique country in this part of the world. With a history of four hundred and
    forty six years of colonial rule, when the colonial masters were more interested in that resource-rich country
    as an economic production unit than as a country, Malaysia at the cusp of its independence in 1957 was a
    divided country of several communities than of one nation.

    Human resources management has played a pivotal role in forging a sense of nationhood and in building a
    successful nation. How Malaysia has managed its multi-ethnicity is a source of interest. Joseph Stiglitz in
    a recent article which some Korean newspapers carried says Malaysias success should be studied by those
    seeking to understand how our world can live together, not just with toleration but also with respect, sharing
    their common humanity and working together to achieve common goals.




    Track S-5
    Kim LUOTONEN

    Occupation - Ambassador of Finland to the Republic of Korea
    Professional
    History
    -Coordinator and negotiator for the Nordic countries on Agriculture
    and Subsidies,
    -Vice-Chairman for the Anti-Dumping Committee 1990,
    -Chairman for the Dairy Products Council 1991 and
    -Chairman for the Dairy Products Committees 1993,
    -Member of the Textile Surveillance Body (TSB) 1993 and alternate
    Member 1994,
    -Chairman for GATT deputies-group of EFTA -
    -Member of GATT-Panel "US - Measures Affecting the Importation
    and Internal Sale and Use of Tobacco" 1994
    -Member of the WTO-Panel "US - Standards for Reformulated and
    Conventional Gasoline" 1995

    1994 Counsellor at the Ministry for Foreign Affairs
    1995 Director, Section for International Economic Organizations
    (WTO, OECD, UNCTAD, WIPO) and deputy for Division
    1996 Deputy Director General, Ministry for Foreign Affairs,
    External Economic Relations, Division for International Economic
    Organizations
    2000 Ambassador of Finland to Singapore
    2004, June- Ambassador of Finland to Seoul
    2006, July - Ambassador of Finland to DPRK
    Educational Background
    & Publication Records
    Msc (Economics) at Helsinki School of Economics and Business
    Administration 1973

    Kim Luotonen
    Ambassador, Embassy of Finland

    Abstract:.
    A well functioning education system and investment in research and development seem to be important
    factors in securing the economy's high performance in the globalised world. Finland's educational system
    fares well in international comparisons. We have a high educational level, the quality and scope of university
    teaching is high and we still posess expertise in IT and technology in general. But we have challenges to
    overcome if we are to maintain our educational excellence which is the base for an innovative and creative
    population. One factor that deserves mentioning is that education is free in Finland from comprehensive
    education to high schools and universities. This has enabled us to tap all resources of a relatively small
    population and ensure that all talented people can study if they so choose. Hovewer, the quality of teachers
    and teachers' education is undisputedly one of the most important factors. After the reform in the 1970's all
    teachers in comprehensive and upper secondary schools have to have a master level degree either in
    educational sciences or a subject area.
    Another important factor, when an economy tries to keep up with a changing world, is the amount of
    resources allocated for research and development. An important feature in the recent decade has been the
    increasing interaction between industry, research institutions and universities in R&D.
    One more point to mention is an efficient and impartial bureaucracy.



    Challenges for the Finnish society - education is one main factor in the survival game

    The recent decades have seen a sharpening competition among the world economies. The old theory of
    Adam Smith of the division of labour is now taking place on a global scale. It is becoming very hard to
    maintain uncompetitive sectors unless they bring some value added to the economy as a whole. To protect
    one sector from external competition through protectionist measures and subsidisation most probably results
    in distortions in the economy the costs of which are much higher than the sector's GDP contribution. To keep
    up with the ever keener global competition knowledge has become an important factor through which high
    cost developed countries have been able to maintain their competitiveness.

    A well functioning education system and investment in research and development seem to be important
    factors in securing the economy's high performance in the globalised world. Finland can compete with
    expertise and creativity only, not with mass production as a society's success depends on its ability to make
    new products and business innovations. Thus Finland must do everything it can to train creative experts,
    recruit them from abroad and promote their success in Finland. Educational excellence is the base for an
    innovative and creative population - that is why education has a pivotal role in maintaining competitiveness.

    Finland has fared well in various international comparisons. The Institute for Management Development
    IMD and WEF studies have ranked Finland among the most competitive economies in the world. As to
    environmental sustainability we have ranked number one. Our education system has scored high results in so
    called PISA-studies conducted by the OECD.

    A well functioning education system and investment in research and development seem to be important
    factors in securing the economy's high performance in the globalised world.

    The studies have covered the following factors: education, labour market, taxation, science and technology,
    the ICT environment, infrastructure (transports, energy sector), general preconditions for entrepreneurship,
    social protection and the social safety net and environmental protection.

    The economic fundamentals, which have been one of Finland's strengths, remain sound. Our economic
    growth has been on the higher end among the euro zone countries. Finland's membership in the euro-zone
    has been one contributing factor to the positive economic development. It has decreased the currency risks
    for companies engaged in foreign trade; our economy is no longer a target for currency speculations. On the
    other hand, the government has lost the monetary tools like devaluation from its tool box, which has had
    also a positive effect - it has forced to necessary structural adjustments. It has also forced the government
    to follow a sound and prudent economic policy. The principles set out in the stabilisation agreement
    regulating the euro-zone economies limit the room of maneuvre especially as relates to budget deficits (max.
    3 % of GDP) and public debt (max 60% GDP). Finland has been among the best performers in this respect.
    These economic boundaries have for their part also cooled down unrealistic demands and brought realism
    into economic expectations among different players and stakeholders in the economy.

    The Commitee for the Future of the Parliament states in its study that Finland can compete with expertise
    and creativity only, not with mass production, as a society's success depends on its ability to make new
    product, production and business innovations. Thus we must do everything to ensure that Finland is and
    remains attractive to creative persons.

    It is evident that education has an important role in maintaining high competitiveness. Our educational
    system still fares well in international comparisons. We have a high educational level, the quality and scope
    of university teaching is high and we still posess expertise in IT and technology in general. But we have
    challenges to overcome if we are to maintain our educational excellence which is the base for an
    innovative and creative population. To mention some: above average study times to graduation, weak status
    of mathematics and natural sciences in comprehensive schools and the lack of incentives for top
    performers.

    One feature that characterised Finland up till the 1990's was that most of our major companies had as their
    CEO people with a technical backgroud - so we have been and still are very strong in high quality production
    but less good in marketing our products. Time has seen a change in this. The 'engineer driven' country is
    getting more market minded. And not only business studies but also the combination of creative studies at
    our univerities of arts and design with business and engineering studies is seen as a future trend to secure
    success. To enhance this trend, to create a university of excellence, the aim of the present government is to
    merge the three universities, the University of Art and Design, the Helsinki School of Economics and the
    Helsinki University of Technology into one to increase the interaction between these fields of study.

    The traditional long-term objectives of Finnish education policy have been to raise the general standard of
    education, to promote educational equality and to minimize low achievement. Efforts have been made to
    provide all population groups and regions of the country with equal educational opportunities. These are the
    basic tenets of the educational reforms carried out over the last three decades. Special attention is being paid
    to the content of education and the methods of instruction, as well as to educational standards and equality.
    Increasing overall flexibility and opportunities for individual choice are also considered important;
    internationalization has also emerged as a key objective.

    The quality of the Finnish education system and the successful performance of Finnish students seem to be
    attributable to a web of interrelated factors having to do with comprehensive pedagogy, students' own
    interests and leisure activities, the structure of the education system, teacher training, school practices and, in
    the end, Finnish culture. Hovewer, the quality of teachers and teachers' education is undisputedly one of the
    most important factors. After the reform in the 1970's all teachers in comprehensive and upper secondary
    schools have to have a master level degree either in educational sciences or a subject area.

    One big challenge for our educational system is thus how to improve the overall efficiency of tertiary
    education. Elements here are a faster pace to graduate, starting university studies at an earlier age, and also
    promoting lifetime learning in order for the adult population to keep up with the changing demands of the
    economy. And last but not least how to attract more foreign researcher and professors to work in Finnish
    educational institutions. One factor that deserves mentioning is that education is free in Finland from
    comprehensive education to high schools and universities. This has enabled us to tap all resources of a
    relatively small population and ensure that all talented people can study if they so choose. A good average is
    not enough, however. As stated, we have to create more incentives for talented students and research workers
    to attract them in coming years.

    Another important factor, when an economy tries to keep up with a changing world, is the amount of
    resources allocated for research and development. The foundations of a strong R&D policy were laid already
    in the 1980's when the government decided to increase funding for research and development. Despite the
    downturn in our economy in the first half of the 1990's, the government continued its strong support for
    R&D. Total expenditure in R&D increased at a record rate in Finland. Between 1995 and 2000, R&D
    expenditure doubled and Finland's ratio of investment in R&D to GDP increased to 3,3%. In 20003 the ratio
    was 3,5% to GDP and Finland is in Europe second after Sweden. Thus, Finland has become one of the top
    countries in terms of investment in R&D. The high level has been maintained during this decade and is also
    one of the priorities of the present government. An important feature in the recent decade has been the
    increasing interaction between industry, research institutions and universities in R&D. It seems that this
    interaction has been one important factor in enhancing the effectiveness of R&D activities. The Commitee
    for the Future of the Parliament assesses in its study that in order to maintain our position, the investment in
    R&D should be increased to 4 % of GDP. It should also be directed to cultural and welfare sectors as well, so
    that new success areas can be established.

    The ICT infrastructure is highly advanced and the ICT industry has a strong position in our economy.
    However, we are not any more in the vanguard but represent the average e.g. in terms of the quantity and
    quality of ICT in households. The challenges are in the promotion of ICT across the whole economy. A
    typical example is access to broadband connections. It has been limited to major urban areas as the
    government has maintained a policy of no subsidisation. For operators it has not been economically viable to
    provide broadband services in the sparsely populated rural areas with long distances between households.
    In this respect, the economic conditions differ in Finland clearly from densely populated countries like
    Korea where the costs per connection are low. In order to promote the spread of fast network connections
    throughout the country, many recommendations call for the co-operation of local and state authorities and
    operators. Otherwise broadband access can not be extended to regions which would be unprofitable under
    pure market conditions. However, new applications of wireless technologies have changed the situation.

    Perhaps one more point to mention is an efficient and impartial bureaucracy. It is clear that one of the best
    ways to foster a vibrant and thriving economy is to keep government intervention at a decent level and
    maintain transparent and predictable administrative procedures. The recommendations point out that in a
    situation of decreasing work force and aging population on important sector to look at is the public sercives
    area. It is recommended to review which public services could be privatised and outsourced and how to
    improve the competitiveness and effectiveness in the public sector in general. Naturally an uncorruptive and
    impartial public sector is essential for a sound economic environment. Here also Finland has fared well.

    In developed economies like Finland and increasingly Korea, the traditional sectors are loosing ground. The
    manufacturing industries, not to mention agriculture, have a declining share of the GDP. It is also significant
    that the manufacturing sector may maintain and increase its productivity without new job creation but
    through application of new technologies. New employment opportunities are created mainly in the services
    sector. Service sectors which require a high componenet of knowledge are seen as new growth areas ITC
    services being one example from the recent years. Others that come in mind are entertainment and media
    services, services related to helath and well being.

    To sum up:
    - Maintaining a high educational level and continuous investment in R&D
    - Make Finland more attractive to foreign talent and investment
    - Improving incentives for work and entrepreneurship.

    These are main factors that Finland sees as essential in order to maintain her position in this global
    economy with an ever increasing competition.


    Track S-5
    Mohamed Reda Kamel El Taify

    Occupation - Ambassador of Egypt to the Republic of Korea
    Professional
    History
    Professional Background :
    Joined the Egyptian Foreign Service, as of 1980 and assumed the
    following positions:
    1980 Joined Ministry of Foreign Affairs as Diplomatic
    Attach, Institute of Diplomatic Studies.
    1983 1987 Vice Consul, Consulate General of Egypt,
    Hong Kong.
    1987 Second Secretary, Press and Information
    Department.
    1988 1992 Second, First Secretary Egyptian
    Embassy,
    Pyong-Yang, D.P.R. of Korea.
    1992 First Secretary, Japan and two Koreans
    Department.
    1994 1998 Consul, Egyptian Consulate General,
    Milano-Italy.
    1998 Counselor, Security Department.
    1999- 2003 Deputy Head of Mission, Embassy of
    Egypt
    Jakarta-Indonesia.
    Sept. 2003 Deputy Assistant Foreign Minister for
    Diplomatic and Consular Corp.
    Sept. 2005 to present Ambassador Extraordinary and
    Plenipotentiary, Embassy of Egypt, Seoul, Republic of
    Korea.
    Educational Background
    & Publication Records
    Educational Background :
    Bachelor of Economics & political science, Cairo University, 1976.
    EDUCATION IN EGYPT

    Reda El-Taify
    Ambassador of Egypt

    Over five thousand years of history, Egypt has had a significant contribution in the worlds cultural heritage.
    Such contribution would not have been possible without significant efforts to develop a human being capable
    of successfully planning an implementing the grand projects that constitute the Egyptian civilization.

    As Egypt enters the twenty first century, its government attributes great importance to the development of
    human resources through education. The Egyptian Government is engaged in a series of very ambitious
    projects to modernize the different components of the educational system with the help of technologies that
    shape the 21st century such as ICT, while keeping in line with Egyptian cultural heritage and social norms.

    With such efforts, Egypt aspires to create a modern citizen able to significantly contribute not only to the
    building of a powerful economy, but also to maintaining the countrys position as a provider of an important
    part of the worlds historic, cultural and human heritage and as one of the beacons of enlightenment for
    mankind.



    Track S-5
    Peter Rowe

    Occupation - Ambassador, Australian Embassy
    Professional
    History
    Mr Rowe is a senior staff member of the Australian Department
    of Foreign Affairs and Trade. Prior to the announcement of
    his appointment in October 2005, as Ambassador to Korea, he
    was Deputy Head of Mission, Australian Embassy, Jakarta
    (2003-2005) and before that, Assistant Secretary, North East
    Asia Branch (2002-2003).

    In Canberra, Mr Rowe has also held the positions of Assistant
    Secretary, East Asia Branch (2001-2002), Director, China,
    Mongolia Section (1992-1995), and Director, Hong Kong,
    Macau, Taiwan Section (1991-1992). From 1986 to 1991, Mr
    Rowe worked in the Office of National Assessments where he
    held responsibility for Korea and China and acted as head of
    the Asia branch (1990).

    Overseas, Mr Rowe has held the positions of High
    Commissioner to Sri Lanka (1999-2001), Minister and Deputy
    Head of Mission, Australian Embassy, Seoul (1995-1998),
    Second Secretary, Australian Embassy, Seoul (1983-1986), and
    Second Secretary, Australian Embassy, Peking (1978-1981).
    From 1981-1982, Mr Rowe worked on secondment to the New
    Zealand Ministry of Foreign Affairs, Wellington.

    Educational Background
    & Publication Records
    Mr Rowe was born in Sydney in 1950. He holds a Bachelor of Arts
    from the University of Sydney. He speaks Korean and Chinese.



    Track S-5
    Dulat BAKISHEV

    Occupation - Ambassador Extraordinary and Plenipotentiary of the Republic of
    Kazakhstan to the Republic of Korea
    Professional
    History
    Career:
    1996 2003 Attach, Third Secretary, Second Secretary and First
    Secretary of the Embassy of the Republic of
    Kazakhstan in the Republic of Korea

    2004 Head of Division, Deputy Director-General for Asia
    and Africa, Ministry of Foreign Affairs of the Republic
    of Kazakhstan

    2005 2006 Counsellor of the Permanent Mission of the Republic
    of Kazakhstan to the United Nations, New York

    June 2006 Ambassador of the Republic of Kazakhstan to the
    Republic of Korea

    Languages: He speaks Korean, English, Russian

    Married, has daughter and son
    Educational Background
    & Publication Records
    Education:
    Kazakh State National University, Almaty, Kazakhstan
    Yonsei University, Seoul, Korea

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