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Talent
Mobility
IN CHINA
EXECUTIVE DIGEST
Emerging trends for moves into and within the PRC.
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Letter from the President and CEO
T
he workforce mobility community has watched China’s evolution as a global
change agent for more than a decade. China is a powerhouse, its growth has been
remarkable, and though its talent mobility challenges are substantial, they are
balanced by the opportunity the region holds. Perhaps more than other emerging markets,
China brought an early emphasis to many of the global issues that we grapple with today:
talent shortages, the cost of assignee investment, suitable infrastructure, family concerns,
assignee support and assessment, and mobility patterns.
We know that effective strategy relies on more extensive data, and in Talent Mobility in
China, we have explored some of these issues more deeply, and present our findings in
answer to the informational needs our members have expressed.
This report is rich in data for those developing policy specific to mainland China,
considering or refining assessment programs, collecting assignee characteristics,
comparing top assignment destinations, and reviewing transfer activity and costs.
Mobility initiatives in emerging markets are inherently complex, and continue to grow more
sophisticated in their implementation. As with most surveys, this report both reveals new
statistics and validates some standard viewpoints. One of these standards is borne out in
this survey: the cost of a long-term global assignment in China falling at approximately two
to three times an assignee’s base salary.
We are grateful to the companies who committed to spend time completing this survey,
and who shared the knowledge and experience that created the core of this report. And
we extend our earnest appreciation to Plus Relocation Services, Inc. for sponsoring such a
meaningful resource.
Peggy Smith, SCRP, SGMS
President and CEO
Worldwide ERC®
TA L E N T M O B I L I T Y I N C H I N A
1
2
Ta l e n t M o b i l i t y i n C h i n a
Introduction
O
ver the past half century, China has
undergone dynamic change and
development starting in 1950 with
agrarian reforms which provided transportation,
infrastructure and technical assistance to rural
workers. Today, China is commonly referred to as
an emerging world superpower and most discussions of the country are in terms of future global
competency, both economically and militarily. In
fact, Yao Yang, Director of the China Center for
Economic Reform at Peking University stated that
“China would become the world’s largest economy
by 2021, when both China and the United States
would have an estimated GDP of approximately
24 trillion.” With this astounding economic growth
and industrial development, talent mobility into
and within Mainland China will continue to rapidly
expand and the policies and provisions developed
to support this talent will need to keep pace. The
2013 Global Mobility Survey conducted by Circle
Research and commissioned by Santa Fe Relocation reports that China has taken the clear lead
as the most common destination for assignments
with 21 percent of responding organizations
indicating this location was their most common.
Another survey produced by HSBC Holdings
PLC and released in November 2013 states that
China ranks first overall among 37 countries as
the destination for expatriate assignees, edging
out Germany, Singapore and the Cayman Islands.
Additionally, the study ranked China as second in
terms of beneficial economics and third in terms of
what HSBC calls the “expat experience” or overall
quality of life.
Mobility within China likely will be fueled by the
Chinese government’s urbanization plans, which
are seen as a key strategy to support improved
worker productivity and economic growth. China’s
urban population surpassed the rural areas for the
first time in the country’s history in 2011. This shift
has taken place in spite of the fact that many who
have moved to the cities are not able to receive
services because the household registration
system
known as
hukou still classifies
them as rural. At the
November 2013 Third
Plennum, the government
made a pledge to relax the hukou
system and allow migrant workers to gain
urban residency in an orderly manner.
The reforms will focus on the small and mid-sized
cities, rather than the biggest cities, migration to
which will still be strictly controlled.
The tremendous market opportunity that China
represents combined with the government’s
approaches to increasing productivity and stimulating the economy imply that the mobility of
talent into and within China will continue to be an
important priority for employers.
This report, Talent Mobility in China, examines
transfer volume into and within the country as
well as how and for what price organizations are
supporting their assignees in this dynamic location.
The study also takes a look at assignee characteristics, assignment destinations, assignee and family
assessment and training as well as the challenges
and barriers faced by organizations moving talent
into and within China. We would like to express
our appreciation to the 185 organizations representing 17 different countries that took the time
to participate in this project. We would also like to
extend our gratitude to the sponsor of this survey,
Plus Relocation Services, Inc.
This Executive Digest comprises
highlights of the main report.
The complete report will be
available on the Worldwide ERC®
website in February 2014.
Ta l e n T M o b i l i T y i n C h i n a
3
4
Ta l e n t M o b i l i t y i n C h i n a
Demographics
Transfer Activity
The popularity of China as an emerging destination and growing industrial powerhouse is
well known and our survey results are indicative of the same. Just over three-fourths of
organizations (77 percent) report moving one
to 25 employees into Mainland China in 2012
and nearly the same percentage (72 percent)
expect to move this number in 2013. Another
9 percent moved 26 to 50 employees in 2012
and 10 percent expect to move that amount by
the end of 2013. While moving large numbers
of assignees into China is less common, it is
important to note that 6 percent of companies
moved between 101 to 500 employees into
the PRC in 2012 and 3 percent expect to move
that same number by the end of this year. Only
1 percent reported moving no assignees into
China in 2012 and 7 percent reported the same
by the end of 2013.
Number of Assignees Moved into
Mainland China in 2012
FIGURE
1
Percent of Organizations
9%
0 Assignees
5%
5%
2%
1%
1%
1-25 Assignees
26-50 Assignees
51-75 Assignees
77%
76-100 Assignees
101-250 Assignees
251-500 Assignees
Ta l e n T M o b i l i T y i n C h i n a
5
Demographics
Approximately six out of 10 companies (59
percent) report that 1 to 10 percent of their
total cross-border moves are into the People’s
Republic of China (PRC). Another 18 percent
report that 11 to 20 percent of their total
Number of Assignees Moving into
Mainland China by the end of 2013
2
Percent of Organizations
0 Assignees
10%
4%
4%
7%
72%
FIGURE
cross-border moves are into the PRC and
7 percent report their proportion is 21 to 30
percent. The remaining 16 percent report that
moves into China represent 31 percent or more
of their total cross-border moves.
2%
1%
1-25 Assignees
26-50 Assignees
51-75 Assignees
76-100 Assignees
101-250 Assignees
251-500 Assignees
Sixteen percent of companies
report that moves into China
represent 31 percent or more of
their total cross-border moves.
6
Ta l e n T M o b i l i T y i n C h i n a
Percent of Organizations
3
FIGURE
Chinese Assignments as a Percentage
of Total Cross-Border Moves
1%-10% of Assignments
18%
11%-25% of Assignments
26%-30% of Assignments
7%
59%
5%
31%-40% of Assignments
41%-50% of Assignments
5%
3%
3%
51%-75% of Assignments
76%-100% of Assignments
Assignment Costs
As the global economy slowly works itself out
of the great recession of 2008, cost control and
proper management of assets continue to sit
at the top of corporate priority lists around the
world. As such, survey participants were asked
to estimate the average cost of four different
types of assignments into China. Six out of
10 companies estimate the average cost for a
traditional long-term assignment into Mainland
China is approximately two to three times an
assignee’s base salary, 13 percent report the
average is equal to approximately four times
an assignee’s base salary while approximately
the same percentage (14 percent) estimate it is
much less and approximately equal to one year
of an assignee’s salary. Only one in 10 reports the
average cost is less than one year’s salary.
For short-term assignments into China, 31 percent
report the cost is approximately one year of an
assignee’s salary, 30 percent report it is an amount
less than one year’s salary and 26 percent report
it is equal to approximately two years. Only 13
percent report the average cost of a short-term
assignment to be in the higher range of three to
four times an assignee’s annual salary.
The average cost for a permanent move into the
PRC is reported by 37 percent to be less than
one year’s salary and one-third indicate it is
equal to approximately an assignee’s annual pay.
Slightly less than one-fifth (17 percent) estimate
the average is two times an assignee’s base
salary for a permanent move while 12 percent
estimate three times and 1 percent estimates
four times base salary.
Ta l e n T M o b i l i T y i n C h i n a
7
4
Average Cost of Assignments into China*
Percent of Organizations+
60%
FIGURE
Demographics
56%
50%
40%
30%
37%
33%
31%
28%
30%
35%
27%26%
20%
17%
14%
10%
0%
11%
11%
9%
13%
12%
5%
4%
1% 1%
Less Than 1
Year’s Salary
Long-term Assignment
1 Year’s
Salary
2 Year’s
Salary
Short-term Assignment
*Based on annual base salary of assignee.
3 Year’s
Salary
Permanent Assignment
4 Year’s or
More Salary
Commuter Assignment
Percentages do not total 100% due to multiple responses.
+
More than half of companies (56 percent) report
that the average cost of a commuter assignment into China equals less than one year of an
assignee’s salary, while an additional 28 percent
indicate the amount is one year’s base salary. Only
a combined 17 percent predict the average cost to
be upwards of two times base salary for this type
of move.
Six out of 10 companies estimate
the cost of a traditional long-term
assignment into Mainland China
is two to three times an
assignee’s base salary.
8
Ta l e n T M o b i l i T y i n C h i n a
Moving into China
An article written by Joe Mullich for The Wall
Street Journal indicates that roughly 170 Chinese
cities have more than one million residents, but
only four – Shanghai, Beijing, Guangzhou and
Shenzhen – are considered “first-tier” in terms
of size and per capita gross domestic product.
While the four “first tier” cities are the most wellknown around the world, the lower tier cities are
growing at astounding rates. According to figures
from the U.S. Commercial Service, 14 of China’s
second-tier cities account for 54 percent of the
total imports from the United States and many of
these cities are quickly developing new industries
and attention-getting enterprises to match their
growth. With the influx of new workers to support
these industries, second-tier cities within China will
soon be known as thriving places of commerce,
and global companies with their expatriates will
follow. A recent report from Business Monitor
International predicts that from 2009 to 2014 retail
sales in China will grow at a brisk 74 percent in
local currency terms. Part of the reason, the report
notes, is the expansion of Chinese retailers into the
booming secondary and tertiary cities.
The top five cities or regions that organizations are
moving their assignees into are the following:
1. Shanghai – 82 percent
2. Beijing – 58 percent
3. Fuzhou– 22 percent
4. Guangzhou – 22 percent
5. Shenzhen - 19 percent
The remaining cities and their rank can be found in
Figure 5.
Ranking of Chinese Cities as
Cross-Border Assignment Destinations*
5
Percent of Organizations
1
Shanghai
82%
7
Dalian
7%
12 harbin
2%
2
beijing
58%
8
hangzhou
6%
13 Changsha
1%
3
Guangzhou
22%
9
Xi’an
5%
13 Guiyang
1%
3
Fuzhou
22%
10 Wuhan
4%
13 hohhot
1%
4
Shenzhen
19%
11 ningbo
3%
13 haikou
1%
5
Chengdu
13%
11 Xiamen
3%
13 lanzhou
1%
5
nanjing
13%
12 Kunming
2%
13
Taiyuan
1%
6
Chongqing
8%
12
Zhengzhou
2%
13 nanchang
1%
6
Tianjin
8%
12 Changchun
2%
1%
7
Qingdaoi
13 Urumqi
7%
12 Jinan
2%
13 nanning
1%
FIGURE
Destinations
*Cities receiving no responses were Hefei, Shijiazhuang, Xining, and Yinchuan
Ta l e n T M o b i l i T y i n C h i n a
9
Moving into China
Reasons for Moves into China
6
Reasons for Moves into China
Percent of Organizations
63%
Fill a senior executive role
Career development of
company talent
49%
32%
Develop a global mindset
within company
70%
Knowledge transfer
51%
Short-term project
28%
Develop mid-management
talent
11%
Employee request
5%
Other*
0
10% 20% 30% 40% 50% 60% 70% 80%
*Other includes: Business development, joint venture or acquisition, to build cross-cultural skills.
10 Ta l e n T M o b i l i T y i n C h i n a
FIGURE
mobility arena and new commercial opportunities
that are developing as companies expand their operations into markets like Mainland China. The talent
needed to firmly establish a company’s presence in
China is generally not readily available in-country,
requiring that the right employees are placed there
to help develop corporate culture, knowledge and
expertise as well as to manage the process.
Organizations report that the primary reasons
for moving assignees into China are “knowledge
transfer” (70 percent) and “to fill a senior executive
role” (63 percent). The least common reasons are
“employee request” (11 percent) and “to develop
mid-management talent” (28 percent). These results
are reflective of the ever-changing international
Nearly nine out of 10 companies (85 percent) are
sending their employees on traditional long-term
assignments into China, followed by 59 percent of
companies moving assignees into China on a shortterm plan. Approximately one-third (31 percent)
are conducting permanent moves for their China
assignees, 12 percent are commuters and 7
percent fell into the other category, which included
local-plus assignments, project-based assignments,
developmental assignments and extended business travel.
More than half (56 percent) of organizations report
using the home country compensation plan for
their assignees moving into Mainland China. Just
over one-fourth (27 percent) use a hybrid plan
combining host and home country plans, while 14
percent use a host country compensation plan. The
remaining 3 percent use a varied approach.
7
Types of Assignments into China
Percent of Organizations+
FIGURE
Types of Moves into China
85%
Traditional Long-term
59%
Short-term
31%
Permanent Move
12%
Commuter
7%
Other*
0
20%
40%
60%
80%
100%
*Other includes: Local-plus, project-based, contract work, development, extended business travel.
Percentages do not total 100% due to multiple responses.
+
For those assignees on short-term assignments in
the PRC, nearly two-thirds (64 percent) of companies report that the family does not accompany
the assignee to China, while 23 percent of companies do have the family accompany the assignee.
Another 13 percent of firms allow the family to
accompany the assignee in certain cases including
single parents, high-level executives, or as an
exception to the rule. Short-term assignees in
China most commonly are receiving one trip home
during their assignment, while the average is two
trips. The range was from zero to 12 trips.
Ta l e n T M o b i l i T y i n C h i n a 11
Moves Domestically
within the People’s
Republic of China
T
he war for talent is extremely competitive
within China. Even as the Chinese government seeks to grow the pool of skilled talent
through its urbanization initiatives, it is clear that
identifying workers with the skills needed has been
challenging for multinational companies. Traditionally, companies have relied on Chinese-speaking
employees from neighboring Asian countries and
Western nations. Companies will have to invest in
local talent to sustain a pipeline of leaders for the
future. According to a report by Nosal Partners,
this can be challenging because of local Chinese
executives’ perceptions that Multi-National
Companies do not recognize and appreciate their
potential, preferring instead to bring in expatriate
talent. A 2010 survey conducted by BlessingWhite,
Inc., found that approximately 29 percent of
Chinese employees feel disengaged at their current
company, meaning they have little commitment
to the organization and are likely actively seeking
new employment. The same study found that
32 percent of respondents indicated that career
development opportunities would improve their
job satisfaction.
With the loosening of the hukou system, companies that identify rising stars among their local
worker population have the opportunity to begin
creating career development plans that will help
create more loyalty among their employees.
Mobility is a key strategy for creating new opportunities for such rising stars.
12 Ta l e n T M o b i l i T y i n C h i n a
8
Percent of Organizations
2%
FIGURE
Need for Domestic Relocation
Activity within China
4%
Significantly increasing
7%
Somewhat increasing
Remaining the same
52%
Somewhat decreasing
35%
Prevalence of Domestic Relocation
within the PRC
Our survey results indicate that companies are
beginning to recognize the relevance of mobility
within China. Nearly two-thirds of respondents (65
percent) indicate that they have moved employees
domestically within China during the past two
years and 42 percent believe the need for domestic
relocations in the PRC is increasing, while approximately half of respondents (52 percent) believe the
need remains the same. Only 6 percent of firms see
the need as decreasing.
Significantly decreasing
Eight out of 10 (82 percent) companies report
that they will have moved between one to 25
employees domestically within the PRC by the
end of 2013. Another 9 percent will move 26 to 50
employees, 8 percent will move between 51 and
100, and 1 percent state they will move between
101 and 250 employees domestically within China
by the end of the year.
Ta l e n T M o b i l i T y i n C h i n a 13
Moves Domestically within China
While emerging markets such as China and India
are frequently thought of as challenging destinations to move assignees into, we were interested
in determining if domestic relocations within
China were also thought of as challenging. The
survey respondents were divided on this question
with only slightly more than half of companies
(53 percent) reporting that they had experienced
challenges relocating employees within Mainland
China. A strong majority of those organizations
who have experienced challenges (79 percent)
indicate that the largest number occur when
moving an employee from Tier 1 locations to lower
tier locations within China. This is followed by
approximately one-third of companies (30 percent)
indicating the opposite – a move from lower tier
locations to Tier 1 cities. Sixteen percent report the
most challenges occur between lower tier locations.
The primary barriers to domestic relocation within
China were noted as government restrictions and
education for children; both were reported by 51
percent of respondents. Cost of living differences
(43 percent) and concerns about leaving extended
family members behind (42 percent) came in a
close second. Perception of the new location was
mentioned as an issue by 31 percent of respondents, dual career issues were noted by 19 percent
and language issues by 11 percent. The barriers
least likely to influence domestic relocation in
China were healthcare and social security, both
mentioned by 4 percent of organizations.
9
Primary Barriers to Domestic Relocation
within China
Percent of Organizations+
Government restrictions
51%
Education for children
51%
43%
Cost of living differences
42%
Concerns about leaving
extended family behind
31%
Perception of new location
19%
Dual career issues
11%
Language
4%
Other*
0
*Other includes: Healthcare, and social security.
14 Ta l e n T M o b i l i T y i n C h i n a
10%
20%
30%
40%
50%
Percentages do not total 100% due to multiple responses.
+
60%
FIGURE
Challenges and Barriers
Assistance for Domestic Relocation within
China
percent have formal policies for commuter assignments. One-fourth of organizations report they do
not have formal policies developed for any type
of domestic Chinese assignment, while one-fifth
report they do not have formal policies in place
but plan to develop formalized domestic policies
within the next two years.
Formal policies for assisting with relocations within
Mainland China appear to be in the development
stage with less than half of firms reporting having
formal policies in place for various types of moves,
from commuter to long-term assignments. Not
surprisingly, formal policies for traditional longterm assignments were developed by the most
companies; however this was only the case for 35
percent of firms. Approximately three out of 10
firms (29 percent) have policies in place for shortterm assignments, 27 percent have formal policies
for permanent moves, 18 percent have them
for entry-level new hires, while 16 percent have
policies for executive-level new hires. Fourteen
10
Formal Policies Developed for
Domestic Assignments within China
Percent of Organizations*
FIGURE
For those companies with formal policies for
domestic moves within China, approximately half
of companies (49 percent) tier their policies by the
type of assignment, followed by 45 percent who
tier by the level of the employee. Slightly less than
one-third (29 percent) tier the policy based on the
departure or destination location, while very few
(3 percent) tier by homeowner/renter status.
14%
For commuter assignments
35%
For long-term assignments
18%
For entry-level new hires
16%
For executive-level new hires
27%
For permanent moves
29%
For short-term assignments
25%
No
20%
No but plan on developing
within 2 years
0
5%
10% 15%
20% 25%
30%
35%
*Percentages do not total 100% due to multiple responses.
Ta l e n T M o b i l i T y i n C h i n a 15
Moves Domestically within China
Types of Domestic Assignments within China
Employee lives in
one city in China,
but works in another
city in China.
Short-term
Assignments
Employee goes on an
assignment to a host
city in China for less
than one year (with
full intent to return to
home city in China).
More than half of organizations (55 percent)
do not offer any flexible policy programs for
domestic moves within China. Approximately
one-fifth (22 percent) of firms offer a lumpsum, simple cash payment option. Thirteen
percent offer a cafeteria-style menu where
Long-term
Assignments
Permanent Moves
Employee goes on an
assignment to a host
city in China for more
than one year (with
full intent to return to
home city in China).
One-way relocation for
any type of employee
(new hire or existing)
and for any level of
employee.
the manager selects benefits for the transferee, while 7 percent offer a cafeteria-style
menu where the employee selects benefits.
An additional 3 percent of companies offer a
core-flex policy to their domestic transferees
within China.
Flexible Policy Programs for
Domestic Relocations in China
11
Percent of Organizations
3%
Yes, lump sum only
22%
Yes, a policy menu
(manager selects benefits)
55%
13%
Yes, a policy menu
(employee selects benefits)
No
7%
Other*
*Other includes flex policy.
16 Ta l e n T M o b i l i T y i n C h i n a
FIGURE
Commuter
Assignments
Outsourcing
managed internally. Only 8 percent of firms report
that their program is completely outsourced and
21 percent indicate that portions of their program
are outsourced.
Outsourcing Management of
Domestic PRC Relocation Program
Percent of Organizations
21%
8%
71%
For those companies that outsource some aspect
of their domestic relocation program in China,
most (94 percent) outsource the shipment of the
transferee’s personal belongings. Eight out of 10
companies (82 percent) outsource destination
services and seven out of 10 (73 percent) do so for
the coordination of temporary accommodations.
12
FIGURE
Outsourcing the management of domestic relocation programs within China does not appear to be
commonplace among responding companies with
71 percent reporting that their program is wholly
No, program is managed
internally
Yes, we outsource portions of
the program
Yes, our program is completely
outsourced
Sixty-one percent of companies outsource relocation expense payments or reimbursement as well
as departure real estate services, while 49 percent
outsource travel. The least common occurrence by
27 percent of firms was to outsource the coordination of all benefits.
Ta l e n T M o b i l i T y i n C h i n a 17
Most Commonly Outsourced Benefits of
Domestic Mainland China Relocation Program
Percent of Organizations*
13
FIGURE
Moves Domestically within China
27%
Coordination of all benefits
Shipment of personal
belongings
94%
82%
Destination services
Coordination of temporary
accommodations
73%
Relocation expense payment/
reimbursement
61%
Departure real estate services
61%
49%
Travel
0
20%
40%
60%
80%
100%
*Percentages do not total 100% due to multiple responses.
Conclusion
Although China’s labor costs continue to rise by
more than 10 percent per year, the government’s
focus on policies that will sustain economic growth
and grow the country’s consumer marketplace
mean that it still is an attractive destination for
many multinational and international companies.
Those that wish to be successful in China on a
18 Ta l e n T M o b i l i T y i n C h i n a
long-term basis will be focusing on talent management strategies that will help them develop local
sources of talent. This will require a thoughtful
approach to professional development opportunities that will increase employee loyalty and
engagement and likely involve both cross-border
and domestic talent mobility.
Participating Organizations
Adobe Systems Incorporated
Cytec Industries
Air Products and Chemicals, Inc.
Daymon Worldwide
Albemarle Corporation
Deckers Outdoor Corporation
Amazon.com
Dell, Inc.
AMEC
Deloitte
American Express Company
Deloitte Touche Tohmatsu
Amgen Inc.
Delta Hospital
ANDRITZ Group
Deutsche Bank
Applied Materials, Inc.
Discover Financial Services
ASML
Disney Global Mobility
Avanade Inc.
Donaldson Company, Inc.
Avebe Far East Pte Ltd
Doosan Infracore International
Bacardi-Martini Asia Pacific Ltd
Dow Corning Corporation
BASF Corporation
Dreamworks Animation
Bekaert Management (Shanghai) Co., Ltd.
DSM
Blizzard Entertainment
Duane Morris LLP
Bloomberg, L.P.
Dunnhumby Ltd.
BP
DuPont Company
British American Tobacco
Eaton Corporation
Bunge Limited
eBay
Calix Network Technology Development Co., Ltd.
Eli Lilly and Company
Cargill, Inc.
Ergo Daum Direct General Insurance Co. Ltd.
Carl Zeiss China
ERM Group Inc.
Carlsberg Breweries A/S
Evonik Industries
Carphone Warehouse Group plc
Federal-Mogul Corporation
CB&I
Fidelity Investments
Celanese International
Fidelity National Information Services
China Merchants Ltd.
FlightSafety International Inc.
Christian Dior Commercial Co., Ltd.
Ford Motor Company
Cintas Corporation
General Conference of Seventh-day Adventists
Cisco Systems, Inc.
General Motors Company
Citibank N.A.
Gensler
Coach, Inc.
GlaxoSmithKline
CONVERGYS
GLOBALFOUNDRIES
Covance, Inc.
Goodyear Tire & Rubber Company
Cummins Investment Co., Ltd
Granite Services International, Inc.
Ta l e n T M o b i l i T y i n C h i n a 19
Participating organizations
Grant Thornton LLP, U.S.
Micron Technology, Inc.
Hasbro Inc.
MTR Corporation Limited
Hatch Ltd.
National Australia Bank
Herbalife
National Instruments
Hewlett-Packard Company
National Oilwell Varco
Hilti, Inc.
NetApp, Inc.
Hitachi Consulting Corporation
New York University
Honeywell International Inc.
NIKE, Inc.
HSBC Bank, PLC
Nokia Corporation
HSBC Electronic Data Processing India Pvt. Ltd.
Nomura
Huawei Technologies Co., Ltd.
NYK Line (HK) Ltd.
Huntsman International LLC
Oracle Corporation
Hyva Holding Hong Kong Limited
ORIX Asia Limited
Illinois Tool Works Inc.
Packers Plus Energy Services Inc.
Infineon Technologies
Parker Hannifin Corporation
ING Group
Peabody Energy
Intel Corporation
Pentair
InterContinental Hotels Group
Perkins Eastman
J.R. Simplot Company
Petrobras - Petroleo Brasileiro S.A.
JDSU Uniphase Corporation
Philips
Johns Manville
Pioneer, A DuPont Business
Johnson & Johnson
PricewaterhouseCoopers LLP
Johnson Controls, Inc.
Printpack, Inc.
Kellogg Brown & Root
Qoros Auto
Kimberly Clark Corporation
Qualcomm Inc.
KLA-Tencor
Quintiles
Koch Business Solutions, LP
Roche
Kodak (China) Company Limited
Rockwell Automation
KPMG LLP
Royal Bank of Scotland
Lear Holdings Corporation
Safran Engineering
Lenovo
Sandvik
Liberty Mutual Group
Sapient Corporation
Life Technologies
Saudi Basic Industries Corporation - SABIC
Logitech
SC Johnson - A Family Company
Lord Corporation
Schneider Electric
Luxottica Retail
Seagate Technology
McDonald’s Corporation
Sinclair Knight Merz
Mead Johnson Nutrition
Solvay (Shanghai) Co., Ltd.
Merck
SOMFY
MGB METRO Group Buying Hong Kong Ltd.
Standard Chartered Bank
20 Ta l e n T M o b i l i T y i n C h i n a
Starbucks Coffee Company
Trip Advisor
Sutherland Global Services
TRUMPF Pte Ltd
Swire Hotels
TRW Automotive
TATA Consultancy Services Limited
Tyco International
Technicolor
Unilever
Tencent
United Overseas Bank
Tesco Corporation
United Technologies Corporation
The Bose Corporation
VF Corporation
The Dow Chemical Company
Visa, Inc.
The Hershey Company
Vitality International Services Asia Pte Ltd
The Hong Kong and China Gas Company
Volvo Group
Limited
W.L. Gore & Associates, Inc.
The Manitowoc Company
Westinghouse Electric Company
The Walt Disney Company
Wood Group Mustang
Thomson Reuters
World Vision International
ThoughtWorks Australia Pty Ltd
WPP
Tiffany & Company
Yahoo! Inc.
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