February 2004 - Association of Dutch Businessmen

adb.org.sg

February 2004 - Association of Dutch Businessmen

February 2004

MITA 373/03/2001

Learn more about another ADB:

The Asian Development Bank


PROLOGUE

NEW YEAR, NEW CHANCES!

Ruud Lantinga

Hopefully all of you enjoyed the holiday season, and the New Year 2004 and the

year of the Monkey started off well for you. Maybe you went to your home country

to spend Christmas time at a ‘normal’ temperature. Or you took the opportunity

to enjoy one of the fine destinations in our interesting Asia Pacific region. Or you

just spend some relaxing time – “pampering” and “indulging” yourself - in our

current home Singapore. Amazing how empty these buzz words tend to get

when used so often.

For ADB 2004 did start off in a high spirit: the New Year’s drink at the house of

our president Tom de Jong was visited very well. Our aim is to have the upcoming

events in the same quality and spirit.

At the start of a new year many individuals and organizations are thinking about

what they want to do (better) in the coming year. Also we are currently in the

process of looking into the role of the ADB. The most important person in this

respect is of course you, member of the ADB.

As Board we have a certain perception on the ADB, but this may be quite different

from yours. Therefore you can expect on short notice a questionnaire regarding

the current role from the ADB and possible changes for the future.

We don’t expect any revolutionary changes. The main goal is to maintain and

guard a high quality level of our current general business events, social events

and the ADB Newsbrief. However, we developed some ideas about giving an

additional dimension to the networking function of the ADB. If the outcome of

the questionnaire is supportive in this respect, we will pursue those.

We would like to thank you in advance for taking time to give input to your ADB.

Looking forward to see you at one of our events!

Ruud Lantinga

Jeroen Keunen Nick van Holstein Tom de Jong Charlotte Ruegg Frans van de Bospoort Wim Samlal

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Vol.14 • No. 2 • February 2004


A monthly publication of the

Association of Dutch Businessmen

ADB BOARD

Tom de Jong

President

Nick van Holstein Vice-President

Charlotte Ruegg Honorary Secretary

Wim Samlal

Honorary Treasurer

Jeroen Keunen

Member

Ruud Lantinga

Member

Frans van de Bospoort

Member

EDITORIAL COMMITTEE

Sascha Roosen

Olaf Botermans

Dorien Knaap

Francine Smissaert

Carolien Timmermans

Michael van Ommeren

Walter Moone

Mark Tilstra

SECRETARIAT

Carolien Timmermans

Mailing Address:

22 Camden Park, Singapore 299814

Telephone: 9790 5261 Fax: 6467 2639

email: adb@pacific.net.sg

Website : www.adb.org.sg

Email : webmaster@adb.org.sg

Editorial contributions for the next issue

may be sent or handed over to the ADB

Secretariat, before or on the day of the

monthly ADB meeting. The contents of

this newsbrief are partly based on information

received from third parties. The

Committee does not take responsibility

for the correctness of the articles.

Subscription/member fee: 100 S$ yearly.

Registration at the ADB Secretariat.

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Contents

PROLOGUE 1

REVIEW

ADB New Years’ drink 3

BUSINESS

Portrait of Geert van der Linden,

Vice President of the Asian

Development Bank 4

COMPANY NEWS 6

DOING BUSINESS IN JAPAN

Feeling Superior and Inferior 8

DUTCH DESK 10

POP AND DROP A QUESTION

IBM vs. Kasparov 11

IMPRESSIONS

Journeys into the heart 12

WEB WIZARDS

Global rich list 14

EMBASSY INFO 15

Produced by MCN Creative Associates Pte Ltd

Printed by Khoo Sun Printing Pte Ltd

MITA 373/03/2001

ASSOCIATION INFO 16

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Vol.14 • No. 2 • February 2004


REVIEW

ADB New Years’ drink

THIS year the ADB members got the opportunity to

wish each other a Happy New Year at the first

Monday of 2004! It was a good start for the New

ADB Year, a lot of ADB members came to the

residency of our ADB president Tom de Jong.

Of course the “Oliebollen” were present, as the

Hollandse Club provided the catering, which was

perfect as ever. The party was already well on its

way, when Tom de Jong held a short speech and

thanked everybody for coming. As the ADB board

is changing Tom introduced Charlotte Ruegg, Wim

Samlal and Frans van der Bospoort as new board

members. Leaving editorial committee member

Francine Smissaert was thanked for her work as

executive secretary. Of course a special thanks

went out to the sponsor of the evening Oiltanking,

which was made possible by Huib Jansen.

All in all it was a very pleasant evening,

everybody enjoyed the drinks, social talks and

the oliebollen!

The editorial committee would like to wish all

ADB members a Happy and

prosperous 2004!

Thanks to Francine Smissaert


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Vol.14 • No. 2 • February 2004


BUSINESS

Portrait of

Geert van der Linden,

Vice President of the Asian Development Bank

By Robert Giebels

▲ Geert van der Linden

The Dutch government may be

better off not to lobby for top

positions at an international

level. The Hague does nothing

more than nominating a

Dutch national and promptly,

he has one of the highest

positions in the world within

a multilateral organization.

Former member of the local

council in Schiedam, Geert

van der Linden has assumed

late last year one of the four

Vice President positions

within the Asian Development

Bank (ADB). Geert van der

Linden (54) is responsible for

Knowledge Management and

Sustainable Development. He

has worked for the ADB the

last 24 years and has held

many different positions. The ADB is a non-profit,

multilateral development finance institution

dedicated to reducing poverty in Asia and the

Pacific. Established in 1966, the bank is owned by

63 members, mostly from the region. Headquartered

in Manila, the organization has 24 other offices

around the world. ADB’s overarching goal is to

The ADB is a non-profit,

multilateral development finance

institution dedicated to reducing poverty

in Asia and the Pacific.

reduce poverty in Asia and the Pacific. It helps

improve the quality of people’s lives by providing

loans and technical assistance for a broad range of

development activities with a yearly budget of

around 5 billion Euros. ADB’s clients are its member

governments, who are also its shareholders.

“Geert has many Asian aspects in his

personality” according to Justus Veenman,

professor in Economic Sociology and a former class

mate. “He will not directly target his goal. He is

a calm and quiet personality with a strong feel

for interpersonal relationships. That is one of the

key factors that make him very successful in Asia”.

Jan Willem van der Kaaij, deputy director for

Foreign Financial Affaires at the Finance Ministry

meets van der Linden regularly at various

international meetings. “He has a strong message

and a broad understanding of the interests of Asian

countries. In fact, he has become a bit of an Asian

over the years: Geert will never play all his cards

at once, he is an independent thinker, and he has

a clear vision of where the bank should be

heading for. He is not the sort of person that wants

to grab the spotlights all the time”. At last, Van

der Linden is not a Herfkens, Ritzen of Melkert,

who all entered the other development bank,

The World Bank with a strong political profile.

The political career of Van der Linden reached

the local council of Schiedam. The PVDA has

asked him unsuccessfully to become alderman.

“I thought that with my 23 years of age, I am

much too young to manage such a complex

organization.” In stead, he became one of the

top civil servants with several Dutch ministries.

In the early seventies, he was

a member of a pool with ‘high

potentials’, talented people to assume

high level positions at various

Government agencies. Veenman was

one of them as well and remembered

that “with Geert’s first posting, it

went wrong; Geert was such a

talented and well respected colleague

that his employer at that time

(Rijksplanologische dienst) did not

want him to move on to assume an other posting

with a different agency.

The thought however of a pre-defined career

as a civil servant frightened Van der Linden and he

decided to take up a position for two years with

the United Nations abroad. He had a choice

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Vol.14 • No. 2 • February 2004


BUSINESS

between Panama and

the Philippines and he

chose for the latter. It

was love at first sight.

Although the Asian

Development Bank is

headquartered in the

capital Manila, Van der

Linden only realized

this in 1987 when his two

year contract with the UN

was over and he did not want to return to the

Netherlands. He accepted a position with the ADB

“and the whole of Asia opened up for me”. Since

that time ‘Gerry’ van der Linden’s territory reaches

from Kazakhstan to Fiji. “I can’t image that Holland

has someone with more knowledge about Asia than

Gerry” according to Peter MacCawley, who manages

the ADB Research and Education institute in Tokyo.

“He spends lots of time reading and thinking about

development issues. He is more a scholar-manager

than a banker. The Asian countries are very

satisfied with his appointment.” But the ADB has

also 17 non-Asian members, donors. According to

MacCawley, those members have sometimes

difficulty with the sensitive and cautious, in

other words Asian approach he takes. Especially

the Americans are one of his criticasters. “If

someone doesn’t have a personality, he won’t get

any critics.” The issue for Van der Linden is a

fundamental one “should the bank avoid conflicts

and be silent towards the receiving countries or

criticize in all openness if it deems this to be

appropriate?”

With the appointment of Van der Linden,

he has beaten five or six other high profile

candidates from outside the ADB according to

MacCawley. The position of Vice President is

likely to be the highest achievable in his ADB

career. Only the largest donor of the ADB will

hold the Presidency and that is not the

Netherlands but Japan.

For more information on the Asian Development

Bank see http://www.adb.org

B I O G R A P H Y :

In 2002, Mr. Van der Linden was Director General of ADB’s East and Central Asia Department

covering Azerbaijan; People’s Republic of China; Hong Kong, China; Kazakhstan; Kyrgyz Republic;

Republic of Korea; Mongolia; Tajikistan; Taipei,China; Turkmenistan; and Uzbekistan. He managed

the operations of the five divisions in the East and Central Asia Department-operations

coordination; infrastructure; agriculture, environment, and natural resources; social sectors;

and governance, finance, and trade. He was also responsible for the ADB’s resident missions in

People’s Republic of China, Kazakhstan, Kyrgyz Republic, Mongolia, and Uzbekistan, as well as

liaison offices in Azerbaijan, Tajikistan and Turkmenistan.

In 2001, he chaired the Working Group that prepared for a reorganization of ADB operations.

Prior to this, he held other positions in ADB as

• Director, Programs Department, Region East (2000-2001)

• Director, Programs Department, Region West (1997-1999)

• Chief, Office of Pacific Operations (1995-1997)

• Resident Representative, Bangladesh Resident Mission (1992-1994)

• Manager, Education Division (1986-1991)

• Project Economist and later as Senior Project Economist (1979-1986).

A Dutch national, Mr. van der Linden, served as junior professional officer to the United

Nations Development Programme in Manila (1977-1978) and staff member of the regional planning

agency of the Dutch Government (1972-1976).

Mr. van der Linden holds a Masters degree in Economics from the Erasmus University in 1972.

He participated in the Executive Development Program of the Harvard Business School in 1997.

This article with amendments is based on an article from Robert Giebels that was published earlier in NRC Handelsblad

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Vol.14 • No. 2 • February 2004


COMPANY NEWS

2004, Dutch Media/Newspapers

Heineken and Asia Pacific Breweries

combine operations in China

Heineken announced that it is finalising arrangements to combine its operations with

its associate company, Asia Pacific Breweries (APB) in main land China as of 1 April

2004. Heineken Asia Pacific Breweries China (HAPBC) has been designated as the vehicle

for the production and marketing of beer and other strategic activities such as

investments, mergers and acquisitions in China. HAPBC will start brewing Heineken

beer locally for the Chinese market as per the same date. Upon completion of the

transactions, APB and its parent company Asia Pacific Investment Pte Ltd (APIPL) will

each hold 50% of HAPBC. The indirect effective economic interest in HAPBC will be:

Heineken 46.1% and Fraser and Neave 43.9%.

Fortis appoints Eric

Bouwmeester as

General Manager

Communications

On 1 April 2004 Eric Bouwmeester will join

Fortis as the new General Manager

Communications, responsible for Fortis’s

internal and external communications. He will

report directly to Anton van Rossum, CEO.

Eric Bouwmeester (49) has held various

positions in communications in the past 27

years, the last five of which as Executive Vice

President Corporate Communications at

ABN AMRO, where he was responsible for

the integrated corporate communications

department. At Fortis, he will succeed David

Voûte, who has successfully integrated the

different communications departments and

has mapped out a new communications

strategy.

BE Semiconductor

sees loss

BE Semiconductor Industries N.V. (BESI) said

its fourth-quarter operating loss would widen

from the EUR5 million loss it reported in the

third quarter, even as sales increased

sequentially. The Dutch company, which

manufactures packaging and plating

equipment for semiconductor makers,

warned of EUR3.2 million in charges. BE

Semiconductor said EUR2.7 million of the

charges would relate to higher engineering

and modification costs and inventory

write-downs on a multiunit order.

It also predicted higher operating

expenses and lower-than-expected gross

margins. BE Semiconductor put its 2003

fourth-quarter net sales at EUR23 million,

compared to EUR27.2 million last year and

EUR17.6 million in the third quarter.

Philips invents all

singing and dancing TV

Philips Electronics has unveiled a television

set featuring a wireless connection to the

internet and personal computers, enabling

it to play music, pictures and video from the

web or PCs. The product, which was shown

at the Consumer Electronics Show in Las

Vegas and which is not yet on sale, adds to a

range of networked products manufactured

by Europe’s largest consumer electronics

maker. Philips is already selling an internetconnected

hifi set which can play radio

channels that are available on the web. It

has also announced home servers which can

pull music and video from the net and

transport it to the TVs and hifi sets which

consumers already have in their homes. For

the recent holiday season, the Dutch

company began selling the first products

through European telecoms operators such

as BT, Spain’s Telefonica and Dutch company

KPN, which hope to sell more broadband

internet connections. Philips’s Asian rivals

also have started to sell networked consumer

electronics products.

Weak dollar affects Ahold

Ahold, the retailer fighting back from a Euros

1bn accounting scandal, blamed the

weaker US dollar for a 10.5 per cent slump

in 2003 full-year sales. Ahold, which

derives two-thirds of sales from the US, said

group sales would have risen 2.7 per cent

excluding currency effects. Divestments and

acquisitions added 0.7 per cent to net sales

growth. Net sales at US Foodservice were

2.3 per cent higher in dollar terms at Dollars

17.8bn and 6 per cent up in the fourth

quarter at Dollars 4.2bn. In euros, annual

sales fell 11 per cent in the quarter at

Euros 3.5bn from Euros 3.9bn.

Estimate cut could hurt

Shell’s reputation

Royal Dutch/Shell Group, Europe’s secondlargest

oil company, may suffer a greater

loss to its reputation than to the ability to

pump oil after cutting its estimates of proved

reserves by 20 per cent. Shell’s disclosure

came alongside 2003 figures that showed the

company for the third year in a row failed

to replace its production with enough new

oil and gas fields, increasing investor concern

about future growth. The shares of Shell had

their largest one-day drop since July 2002,

losing 7.7 per cent. The Anglo-Dutch

company said that 3.9 billion barrels of

proved reserves had been improperly

booked, lowering the company’s total to 15.5

billion barrels at the end of 2002 from the

previous estimate of 19.4 billion. Reserves

are a key measure of an oil company’s

health. Although the difficulty of finding new

reserves has become an industry-wide

problem, Shell has been among the least

successful of its peers in making new finds.

Many of the company’s added reserves have

come in the form of upward revisions of the

capacity of fields already discovered - rather

than through exploration successes. Shell

reckons that most of the reserves will

eventually be recovered. It will just take

longer and be harder to get them. However,

at some point more money may well have

to be spent developing the fields and getting

the oil out of the ground. And there is

another medium-term risk too. To make up

for the lost reserves, Shell might be tempted

to buy them elsewhere with another highpriced

acquisition.

Philips new

portable

camcorder Key

Ring wins Award

Philips Electronics’ Key Ring digital

camcorder was recognized with a Popular

Mechanics Editor’s Choice Award at the

magazine’s annual award event at the

2004 Consumer Electronics Show (CES) in

Las Vegas. Acknowledged for its innovation

and compact design, the KEY019 was

among 18 new products selected out of

all the new products shown at CES to

receive an Editor’s Choice Award.

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Vol.14 • No. 2 • February 2004


DOING BUSINESS IN JAPAN

Feeling Superior and Inferior

One of the most significant obstacles

to understanding between the Japanese

and outsiders - whether executives,

politicians, or diplomats - might be called

the “two-faced” aspects of the typical

Japanese character.

The Americans, Germans, English, and French

in particular have traditionally been afflicted with

a very conspicuous and destructive superiority

complex that is a distinctive facet of their national

characters. The Japanese also harbour a superiority

complex that is as strong if not stronger than

that of most other nationalities. But in the case of

the Japanese, their national character is far more

complicated because they are also subject at the

same time to an intense inferiority complex.

The core of the traditional

Japanese superiority complex probably

derived from the ancient mythological

theme that Japan was created by divine

beings and that the Japanese themselves,

however indirectly, were descendants of

these same superior creatures.

to delicate perfection. Cultural historians say

the idea gained further stature when the Mongols

attempted to invade Japan in 1174 and again in

1180, and both times were routed by the “divine”

intervention of one of the country’s seasonal

typhoons (giving rise to the kami kaze or “divine

wind” idea). Development of the feudalistic

samurai warrior code from the eleventh to the

fifteenth centuries added pride and a remarkable

capacity for arrogance to the convictions of

superiority that had been growing in the Japanese

from the dawn of their history.

When the first Westerners began arriving in

Japan in the fifteenth and sixteenth centuries, the

Japanese became even more convinced of their

superiority in all important social and cultural

pursuits. To them, the Westerners looked and often

behaved like half-wild savages. They were

large, hairy, often dirty, and in contrast

to the exquisitely well-behaved

Japanese, had the

The core of the traditional Japanese

superiority complex probably derived from the

ancient mythological theme that Japan was created

by divine beings and that the Japanese themselves,

however indirectly, were descendants of these

same superior creatures.

This basic cultural concept of superiority

gradually became stronger over the centuries

because of unchallenged insular nationalism and

an inbred life-style that was eventually refined

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Vol.14 • No. 2 • February 2004


DOING BUSINESS IN JAPAN

manners of uncivilized barbarians. The Japanese

subsequently developed considerable admiration

for the technical and material accomplishments

of Westerners, but they continued to regard

themselves as superior to Americans and Europeans

in matters of the spirit and heart.

The inferior side of the Japanese face had its

origin in Japan’s relationships with Korea and China,

beginning around the third century A.D. and lasting

well beyond the eighth century. At the start of

this period, Japan was divided into numerous

competing clans, with primitive life-styles, while

China was at the height of one of its greatest

dynasties and Korea had long been the cultural

beneficiary of its huge neighbour. The impact this

cultural disparity had on the Japanese mind is

still very much in evidence.

The big difference between Japan’s

relationship with China well over a thousand years

ago and with the West today is that the Japanese

could at least identify with the Chinese radically

and emotionally, thus lessening the trauma

resulting from their inferior position.

In contrast, the typical Japanese today finds

it difficult or impossible to identify with Europeans

and Africans. Not only does the foreigner’s

appearance irrevocably separate them from the

Japanese, many of their attitudes and manners

are diametrically opposed to the Japanese way

and are alien and shocking. At the same time,

most Japanese continue to envy Americans

and some Europeans for their living standards,

their individualism, their social and economic

freedoms, and even for their size and lightcoloured

skin. The Japanese thus feel both

superior and inferior to Westerners at the same

time, with considerably more passion than they

regard other Asians.

Probably the one thing in which the Japanese

now take the greatest pride and which makes them

feel the most superior to other people (since

defeat in war shattered the belief of their spiritual

superiority) is their humanism. The Japanese have

long tended to believe that their social attitudes

and institutions are the most human of all. At least

until recent decades, they were imbued with a

deep belief that it was their duty to spread their

own brand of humanism and harmony to the rest

of the world.

As the world well knows, the Japanese have

now achieved technological and economic feats

par with the leading countries of the West.

This accomplishment has noticeably increased

their feelings of superiority, but their feelings

of inferiority remain a disrupting, emotional

influence in their lives because they are now

primarily related to racial characteristics that

are absolute and to the minuscule size and

economic vulnerability of their country.

Among other things, their sense of inferiority

gives the Japanese an overwhelming

desire to catch and surpass all other

countries, with the result that

they are accused of being too

ambitious, too hard-working.

During the 1960s and 1970s,

they came close to destroying

both their health and environment for the sake

of economic growth.

The Japanese will not be able to rid

themselves of this feeling

of inferiority until they

learn a new set of practical

and spiritual values which One thing in which the

give them a new respect Japanese now take the greatest pride

for the individual humans, and which makes them feel the

their worth and their most superior to other people

responsibilities. They must

(since defeat in war shattered the

learn at the same time

belief of their spiritual superiority)

to accept differences in

ideas, in people, and in is their humanism. The Japanese

customs, without constantly have long tended to believe that

comparing and measuring their social attitudes and institutions

their traditional way of life are the most human of all.

against foreign standards.

As for the future

influence of the superiority

complex of the Japanese, it seems that just as the

Romans of long ago, the Germans in more recent

years, and now the Americans have had to accept

the fact that they are not endowed with any special

ability or divine right to be masters of the world,

the Japanese must also purge themselves of

this ancient, egoistic impulse. On the personal,

individual level, the Japanese - like most other

nationalities - must recognize and accept the idea

that on the average they are no better and no

worse than other people, and that neither their

inferiority feelings nor their superiority feelings

have any inherent, natural basis in fact. Once rid

of both of these false, misleading, and dangerous

assumptions, the Japanese will find themselves

much more comfortable and effective in their

international relationships.

This article is excerpted from Asian Business Codewords by Boye Lafayette De Mente’s. A column in the Asia

Pacific Management Forum.

9

Vol.14 • No. 2 • February 2004


DUTCH DESK

2004, Dutch Media/Newspapers

Amsterdam’s Stedelijk

Museum opens

exhibition in Shanghai

Art Museum

The Stedelijk Museum in Amsterdam will open

an exhibition at the Shanghai Art Museum

until February 20. The exhibition Encounters

with Modernism, shows 75 masterpieces from

the collection of The Stedelijk Museum.

Encounters with Modernism is part of

Stedelijk’s international art tour, which the

museum started in the State Hermitage

Museum in St. Petersburg, in 2003. The Dutch

museum showed a collection of the work

from artists of the CoBrA group in the

Hermitage. Encounters with Modernism is a

review of the Western art from the period

of Mondriaan until now. The exhibition shows

work from Kandinsky, Picasso, Pollock, De

Kooning and Warhol and from contemporary

artists like Jeff Koons, Rineke Dijkstra,

Andreas Gursky and Aernout Mik.

70 pct of Dutch living

apart together do not

intend to ever marry

Some 70% of the Dutch couples, aged over

50, who have a LAT (Living Apart Together),

relationship, did not intend to ever marry.

This are results from a survey carried out by

the Dutch Central Bureau of Statistic (CBS).

Some 40% of the couples having a LAT

relationship and aged between 40 and 50,

also did not intend to marry in the future.

Most Dutch choose to live together after they

have passed the age of 25 and have a

relationship, that lasted for at least three

years. A total of 83,000 marriages were

registered in the Netherlands in 2003, which

stood for a 3% year-on-year decrease,

compared to the 85,000 marriages in 2002.

The reduced number of marriages is

attributed mainly to the worsened economic

situation in the country. People are willing

to marry only if they are financially secured.

Social Minister rejects JOVD’s Liberal

of the Year Award

Minister of Employment and Social Affairs Aart Jan de Geus rejected to accept the Liberal

of the Year Award of the independent Dutch Youth Organisation for Freedom and Democracy

(JOVD). De Geus is a member of the ruling coalition party Christian Democrats (CDA) and

identifies his policy not as liberally inspired nor orientated. Instead his Policies are led in

accordance with the Christian-democratic moral principles and therefore he has refused

to accept the liberal award. The Liberal of the Year Award is granted annually for

distinguished political contributions to the Dutch society. JOVD is the oldest political

youth organisation in the Netherlands, founded on February 26th, 1949.

222 Dutch donate

organs in 2003

Some 222 Dutch donated postmortem their

organs for transplantation in 2003, Dutch

Transplantation Foundation (NTS) announced.

The number of organ donors in 2002 stood

at 202, the foundation reported. The

number of organ donations still fails to

face adequately the national needs and the

transplantation waiting list in December,

2003 consisted of 1,411 people. According

to the current Dutch law for donation of

human organs, a preliminary document has

to be issued by a person, giving permission

for postmortem use of his healthy organs for

transplantation. The law is five years old and

does not keep up with the demand for

organs, NTS said.

Cases of testicle cancer

in Netherlands

increased by 40 pct

The number of cases of testicle cancer

among Dutch men increased by some 40 pct

for the period 1990-2000, according to a

recently published report by the Dutch

Cancer Register. The increased trend is

also observed in other western European

counties, although no particular reasons

can be found. Testicle cancer is most often

discovered among men aged between 20 and

45. The reasons for development are so far

unknown, with an exception of the recently

discovered genetic predisposing factors.

Also, men, whose testicles are located

improperly in the scrotum, run greater risk

to develop testicle cancer.

UMC researchers to

perform fertilisation

treatment

Researchers at the St. Radboud University

Medical Centre (UMC) in Nijmegen, will

perform fertilisation treatment on couples

by taking sperm cells directly from the

testicles and placing them in the uterus. The

research on the new fertilisation method

was carried out by the medical biologist

L. Ramos with the support of the Dutch

Health Ministry. The method concerns male

fertility inhibition occurring when the

production of sperm is intact but the sperm

channels are blocked and no sperm cells can

be delivered via normal ejaculation. Medical

specialists have succeeded to extract

healthy sperm cells directly from the testicle

and to implant the most appropriate one in

the female uterus via the Intracytoplasmic

Sperm Injection Method (ICSI).

Van Gogh exhibited at

Dutch Schiphol

The museum at Schiphol airport opened a

temporary exhibition, Van Gogh And The

Modern Masters. A self-portrait of van Gogh

from 1887, together with seven other

paintings from Dutch artists like Breitner,

Toorop and Bauer, will be exhibited in the

museum until April 18, 2004. The museum

is an annex of the Rijksmuseum in

Amsterdam and reported 130,000 visitors in

2003. The museum, whose entrance is free,

aims at 180,000 visitors in 2004, director R.

de Leeuw said. The Rijksmuseum annex,

which was opened in 2002, has a permanent

exhibition of paintings from the Dutch

Golden Age period (1550-1650).

Defence Ministry

compensate family of

killed Iraqi

The Ministry of Defence is ready to pay

compensations to the family of an Iraqi

citizen, who was shot death by a Dutch

sergeant-major in an incident in Iraq on

December 27, 2003.The family of the Iraqi

has so far not contacted the local

authorities for information on the issue.

The Dutch sergeant-major, 43, shot the

Iraqi in the back without warning,

suspecting him for plundering. The crime

of the Iraqi has not been proven so far.

10

Vol.14 • No. 2 • February 2004


POP AND DROP A QUESTION

IBM vs. Kasparov

Pop & Drop is the successor to the column ‘Who the pen fits’. The

revised idea of this new colomn is that the propspective authors

don't need to come up with an interesting topic to write about. This

column basically involves answering a question which was raised in

the previous issue of the ADB magazine by a member of the Dutch

business community and raising a new question at the end of the

article, addressed to another person.

Question to Frans Paul Fremeijer, IBM

“In 1997, Gary Kasparov played his famous (second)

match against the IBM chess computer ‘Deep Blue’.

Kasparov was defeated by the computer, but

allegedly only because IBM kept fiddling with

the software between matches. The

day after the victory, IBM stocks rose

fifteen percent. Are Deep Blue and

relating chess projects of strategic

commercial interest to IBM, or

should this be seen as more of a pet project?”

Answer

This is a most interesting question and it affects

the core of IBM’s strategy, particularly on research

& development. I will try not to make advertising on

IBM’s R&D results and what IBM does with those

results, but this historic event was in more than one

way an important milestone for IBM.

For one thing, in that time IBM was recovering

from a major shock of losing its dominant position in

the marketplace of IT, it was reporting huge losses

and people were questioning the future of the

company. The world of IT and the players in the field

had changed dramatically and IBM was slow to

respond. For hundreds of thousands of IBMers this

was a difficult period and positive news about the

company was critical for employee morale. Gerstner

in those days decided that reorganizing & downsizing

was necessary, but R&D were a fundamental

competitive advantage for the future, so in fact the

money spent on projects like Deep Blue increased

and continues to increase. Fundamental and applied

research is still the basis of many things IBM does.

The second reason why the Chess Victory was

important was because the result itself was a victory

for the researchers that were part of IBM’s Deep Blue

project. In that time a cleverly clustered network of

many Unix computers being able to perform hundreds

of millions of moves per second and therefore

overcoming the disadvantage against Kasparov’s

capability to combine intuition, experience &

creativity was an achievement in itself.

Nowadays IBM’s fastest clusters of

supercomputers are many thousand

times faster and more intelligent, being able

to predict weather (still under improvement...),

simulate nuclear explosions or find patterns in huge

amounts of data that will help financial analysts,

medical research or education purposes.

In some ways the Kasparov defeat created a shift

in thinking about Computing Power (or artificial

intelligence) versus human intelligence. It was a

metaphor for a possible future evolution of human

society in a world of networks (to pessimists it was

also proof that machines previously only casting in

movies would be capable of outsmarting humans

leading to suppression of them by the machines).

To optimists however it was a milestone that

promised the application of super computing to a

broad range of human needs. This is what

justifies the spending behind Deep

Blue and what has now resulted in a

platform within IBM called Deep

Computing that searches the appliance

of super computing power to economic

and human value.

So even though initiatives like Deep Computing

are still important for IBM, the true value is now

found in applying IT with real business value. When

Deep Computing can at its worst be characterized

as a technical exercise, the challenge indeed is to

explain how businesses or government institutions

can do things better by using IT. The only way to

achieve that is with the help of people understanding

the customer’s business. To IBM as a technology

company this has been a major shift over the past

many years. It means for example that people who

used to be in white suits in sterile labs all the time

are now also being positioned at customers, to help

analyze problems together with business consultants

and create solutions that are a combination of

research, best practices and business models. The

challenge of effectively applying IT to businesses is

common to all large or small consultancy firms, for

IBM combining Fundamental Research such as Deep

Computing or Grid Computing with Business

Consulting capabilities is the competitive advantage.

New question from Frans Paul to Robert

Sunderman, ING

“The days that foreign management and expertise

was key to be able to have a successful bank in

Singapore are over, when 5 years ago Dutch banks

had substantial number of expats working here,

management is now in local hands and only few

Dutch people are left. How does this effect the

international career aspirations of Dutch employees

who would like to work and live abroad?” You will

read the answer in our next edition.

11

Vol.14 • No. 2 • February 2004


IMPRESSIONS

Journeys into the heart

On the road, new ideas emerge.

Multinationals like Unilever and ABN AMRO

use Journeys organized by MLT as a

unique means to accelerate the process

of connecting people with growth and

transformation.

Travelling towards deeper understanding

New places, different people, amazing cultures. The

beauty of travel is its ability to inspire new insights

and perspectives on our lives. Everybody will

recognize the sensation of arriving at your hotel room

and unpacking your suitcase. You are in a new country

or new city. Who will you meet? What will you

experience this time? You don’t know what will

happen next and in a way you are out of reference.

Opening up yourself will be the answer. This simple

principle is the basis for the Journeys MLT organises.

Tackling the tough stuff

There comes a time in the life of an organisation

when stability is threatened. This can be the result

of a merger, takeover, restructuring, downsizing – or

By escaping existing habits and patterns

of thought and finding the space to calm down

the Journeys opened the door to alternate paths

and new insights to satisfying solutions. The people

were not only inspired by the many amazing places

they visited but also by experiencing

exceptional moments.

a nasty bottleneck that stunts growth and muddies

communications. How can these issues be cleared

up? And how is long-term commitment achieved?

The last seven years MLT organised Journeys for

companies like Schiphol Group, ABN AMRO and

Unilever, throughout the world, and many times in

South East Asia. They developed for these companies

combined logistics and training programmes, focused

on the connection of the ´hard´ side of the business

with the ‘soft’ side; the people. The travelling

together was all about experiencing new sensations,

creating awareness of the business issues at hand.

By escaping existing habits and patterns of

thought and finding the space to calm down the

Journeys opened the door to alternate paths and

new insights to satisfying solutions. The people were

not only inspired by the many amazing places they

visited but also by experiencing exceptional

moments, both during and after individual and

group exercises.

Facing challenges and fears

The potential for growth within a human being and

an organisation is endless. We are only limited by

our minds. And by fear. For some people, travelling

into the unknown and relinquishing control is an

immense challenge. Others, including leaders, are

challenged when called to share emotions and

balance their leadership with personal needs and

desires. These are all issues that will be faced on

these Journeys, as clients depart to an unknown

destination and discuss issues with colleagues who

may not be used to sharing their personal views.

How does it work?

These kind of Journeys are designed especially for

the different types of business issues that arise at

specific moments in the lifespan of an organisation.

The approach is always Multi Level because of the

logical combination of location, exercises and

experiences. The Journeys are based on a proven

and successful programme and consists of 4

important phases:

1. Discover; go out of reference

• Leave your daily routine behind, and travel

towards fantastic new experiences.

• Go off your ‘beaten path’ to see, discover and

experience new things.

2. Connect, find space

Enjoy extra time and space to realise and accept

important new insights.

12

Vol.14 • No. 2 • February 2004


IMPRESSIONS

3. Develop, build

Exercise your greater sense of awareness to

develop sharp, clear determination and build

together a new culture.

4. Create and celebrate

As new ideas and determination surface, create

the next step and together celebrate your

achievements.

Create and

Celebrate

1.Out of reference———2.Space—————3.Build——————4.Celebrate

The Journeys typically last 3 to 5 days. Prior to

departure, the group leader will receive a toolkit,

which clearly states the roles and responsibilities

during the various stages of the Journey. During the

Journey, the people are guided by the group leader -

backed 100% by the MLT game leader. By following

the 4-phase programme, coupled with the

spontaneity of personal and group experiences, there

will be dynamics generated that naturally drive

people closer together and to the business issue.

From issues to results

The group Journeys are not pre-scheduled, and take

place only after an intensive period of joint

preparation. No two Journeys are alike, and good

planning is part of the process. On average, it will

take about 3-6 months to plan a Journey. First MLT

will meet with the organisation’s Journey leader to

discuss the vision concerning targets and processes.

Then the programme’s content can be build. After

that, the process to co-create the day-to-day

programme will start and finally the various locations

will be visited– to give the group leader the

opportunity to fully understand and prepare for his

or her role. Then the Journey can begin!

If you like to read a more about the role MLT

played in the change process of Van den Bergh

(Unilever) you can read the book: ‘To the Desert

and Back’ ; Mirvis/Ayas/Roth. ISBN 0-7879-6677-0

Contact MLT Group Journeys

For information or an appointment concerning a

Journey targeted at group and organisational

processes, contact Miriam Pijnenburg.

MLT bv

T: +31(0)20 6383123

E: info@mlt.nl W: www.mlt.nl

Personal Leadership Journey in Thailand

After returning home, many participants are eager

to continue the process of exploration on a more

personal level. This is why MLT organises powerful

Personal Leadership Journeys designed to activate

the leader in you. Building on the previous successes

of, we delve deeper into your potential – helping

you to remove stubborn mental obstacles, realise

personal leadership and move even closer to the

career and life you desire.

Preparing for new challenges

The personal Journeys are a powerful experience

in small groups of up to 12-15 participants. With

the guidance of our experienced guides, you will

go deep into inspiring locations of Thailand –

so you can focus on, revitalize and redirect

your life. Silent contemplation, one-on-one

discussions, insightful exercises, joyous

celebration. By the end of the week, you will

have crystal-clear focus, a greater awareness of

your driving forces - and unique tools to succeed at

the new challenges you may be facing in your

personal life or career. Many participants join a

Journey to work on their potential in international

business as leaders, entrepreneurs, senior managers,

high potentials and trainers. Others are seeking

insights into more personal challenges.

Especially for you and yours

MLT Personal can also take you deeper into a Personal

relationship. Father and son, mother and daughter,

sister and brother, best friends. Who knows where

this adventure will lead, as we guide you through

rugged landscapes in exotic lands – concentrating

all the while on your present, your past, your future

relationship. It’s a challenge - but it’s worth it!

Contact MLT Personal

If you would like to receive more information or to

register for the Thailand Leadership Journey or the

Personal Relationship Journey in Thailand, please

contact Michiel van der Ham directly at +31-205 287

464 or by e-mail at personal@mlt.nl.

13

Vol.14 • No. 2 • February 2004


WEB WIZARDS

Gl

bal rich list By

Brigitte Velema

Do you feel you don’t earn enough? Compared

with most of the world’s population you are

amazingly rich. The Website “Global Rich List”

sets out to illustrate the worldwide distribution

of wealth, and it actually makes you feel very

rich indeed. You simply put in your annual

salary, and the website computes your ranking

among the world’s richest people. The “Global

Rich List” uses facts and figures from the World

Bank’s Development Research Group, which

estimates that the average annual income for

the entire world population is about USD 5.000,.

“We want people to feel

rich.” states the website, and

invites visitors to donate a

small amount to charity. So

far, GBP 3,363.82 has been

raised. Would you like to

know where you stand on the

global rich list? Visit http://

www.globalrichlist.com

Political Adds

‘Political ads are usually stupid

and boring. What’s more, they are one-sided,

misleading and do not contribute to anything like a

political dialogue.’ At least that’s what a liberal

advocacy group called “MoveOn.org” thinks, which

is why they invited their visitors to send in their own,

home-made 30" political ads in opposition to George

W. Bush and his policies. More than 1.000 (!) people

followed and produced their own movies. Some are

absolutely brilliant, clever, and touching. Like the

ad that features a lie detector going bananas during

George W. Bush’s ‘State of the Union’ address.

Registered visitors to the

MoveOn site were able to cast

their votes, and 15 finalists have

been selected - being on display

at bushin30seconds.org. Out

of those finalists, a jury that

includes well-known celebrities

like Michael Moore or Moby,

have announced the winner on

January 12th. The finalists are

really worth a visit. http://

www.bushin30seconds.org/

Career Resource Center for Expats

Trailing spouses looking for work and employers

looking for qualified staff should have a look at the

website of the Career Resource Center for Expats.

The CRCE helps dependant pass holders and

those with long-term social visit passes to explore

employment, volunteer and study opportunities in

Singapore. It is a non-profit organization funded by

the American Association and supported by the

U.S. Embassy and American Chamber of Commerce.

CRCE services are available to all nationalities.

CRCE helps employers take advantage of the

many talents, skills and experience of expatriate

spouses. The center posts employment opportunities

on it’s website and provides guidance on how

to employ dependant pass holders. http://

www.aasingapore.com/crce.htm

Security

There is a big company we know that asks its

employees to take IT security very seriously;

Therefore, they are supposed to delete every email

unless they know for sure the content is trustworthy

(Of course they probably won’t know whether the

content is trustworthy until they read it.)

Privacy International obviously agrees that

security concerns seem to get completely out of

hand. To prove it, the organization has announced

the “Stupid Security Awards”, an international

competition to discover the world’s most “pointless,

intrusive, stupid and self-serving security measure.”

Simon Davies, director of Privacy International,

explains. “These days anyone with an 80-percentpolyester

uniform and a badge can get away with

telling the public to do anything they please.”

For instance, in the latest in a series of airport

security nightmares, a pregnant woman flying from

New York to Florida was forced to drink three

bottles of her own breast milk (!) before being

allowed to board a flight at JFK International

Airport. More examples of sometimes hilarious or

just plain stupid security examples can be found at:

http://www.privacyinternational.org/activities/

stupidsecurity/

14

Vol.14 • No. 2 • February 2004


EMBASSY INFO

Official Signing of

Memorandum

Official Signing of Memorandum of Understanding for Co-operation in Education

and Research between Netherlands Delft University of Technology (TU Delft) Faculty

of Aerospace Engineering and Singapore Nanyang Technological University’s School

of Mechanical & Production Engineering

The Faculty of Aerospace Engineering at Delft University of Technology (TU Delft)

and the School of Mechanical and Production Engineering at Nanyang Technological

University will be signing a (MoU) Memorandum of Understanding for cooperation in

education and research on 25 February 2004 in Singapore.

The MoU will put into place a fee-waiving arrangement whereby aerospace

engineering students at NTU can benefit from the extensive test and laboratory

facilities at the Faculty of Aerospace Engineering, TU Delft.

Students specialising in aerospace engineering will be able to follow lectures

and conduct experiments at the Faculty of Aerospace Engineering, TU Delft for three

to six months during their final years at NTU.

In exchange, the NTU will undertake to facilitate a small number of high-level

research and industrial internships for advanced students in the aerospace engineering

Master’s degree course from the Faculty of Aerospace Engineering, TU Delft while the

students are on exchange attachment to NTU.

The MoU will be signed by Prof B.A.C. Droste, Dean of the Faculty of Aerospace

Engineering, TU Delft and Prof Yue Chee Yoon, Dean of the School of Mechanical and

Production Engineering , NTU at a signing ceremony on Wednesday 25 February 2004

at the Nanyang University Executive Centre, 268 Orchard Road.

The ceremony will be preceded by a seminar to be opened by Mr Charles Choong,

President of the Singapore Institute of Aerospace Engineers. Guest of Honour will be

the Netherlands ambassador to Singapore, H.E. Mr. Hendrik van Pesch. The seminar

includes the following topics: “World-wide developments in the aerospace industry”

(Prof Droste, TU Delft), “Innovative technologies for new aerospace products” (Dr Ron

Barrett, TU Delft) and “Aligning education to industrial needs” (Assoc. Prof Low, NTU).

The seminar begins at 8.30am and will end at 12 noon with a buffet lunch hosted by

Prof Droste.

For more information regarding the MoU, please contact Ms. Y. van Walsum, Head

of International Relations Office, TU Delft at: m.y.vanwalsum@ly.tudelft.nl

As seats could be limited, ADB Members who are interested in attending this Seminar,

kindly register early with Mrs. Liz Ng, RNE, Trade Section: nlexport@singnet.com.sg

by 10 February.

Emerging

Markets

Are you interested in collaboration with companies in Sri Lanka, Thailand, Vietnam,

Philippines, Indonesia, Bolivia, Ethiopia, Ghana, Mozambique, Peru, Tanzania,

Uganda, South Africa or Egypt?

The Ministry of Foreign Affairs in The Hague has a financial support scheme

available for Dutch companies who are interested in collaboration with partners

in new and emerging markets.

The ‘Programme Collaboration Emerging Markets’ (Programma Samenwerking

Opkomende Markten or PSOM) has a total budget of €30 million. The PSOM contribution

will be 50 to 60 percent of the total project costs. The average contribution is

€500,000 per project. Companies can submit their proposals until 1 March 2004.

For more information: please call SENTER in The Hague: 31 (0)70 373 55 42 or

check the website: www.senter.nl/psom

15

Vol.14 • No. 2 • February 2004


EMBASSY INFO

Incoming Trade

Delegation

(NAG) Netherlands Aerospace Group at Asian Aerospace 2004 Trade Show and

Conference (24-27 February)

Held in conjunction with IATA/Asian Aerospace Aviation Summit 2004 / Asia

Pacific Security Conference (22-23 February) and Airfreight Expo Conference 2004

(25-26 February)

Venue: Changi Exhibition Centre

Returning for its 8th successive participation, (NAG) Netherlands Aerospace Group and

its members are back to explore strategic opportunities and renew business acquaintances

in this international showcase of aerospace community.

At NAG’s “Holland Pavilion”, you will find the following Dutch Companies:

• Amsterdam Airport Area

• AmEuro Metals

• Avio-Diepen

• Daedalus

• Driessen

• Eldim

• KLM Cargo aerospace Logistics

• KLM Engineering & Maintenance

• Flycam/MD Helicopters

• NIVR

• NCLR

• Schreiner Aviation Group

• Stork Fokker Services

• TNO

• Van Riemsdijk Rotterdam ULD Manufacturers • Vereniging Gasturbine (VGT)

• Urenco

• NetherlandsAerospaceGroup

In honour of the visit of the Official Delegation from the Netherlands Ministry of Defence

(details not available yet at time of this news release) and the Trade Delegation from NAG,

Ambassador Hendrik van Pesch would be hosting an Official Reception/Networking Nite on

Tuesday 24 February from 6.30 to 8.30pm at his residence located at No. 23 Ridout Road.

ADB members who are interested in attending this Networking Nite, kindly register

directly with : Mrs. Liz Ng, Trade Section, email: nlexport@singnet.com.sg by 16 February.

Similarly, feel free to drop in to the Holland Lounge at the Holland Country Pavilion of the

AA 2004 Show to enjoy some Dutch hospitality during the Trade Visitation Days : 24 Feb to

27 February 2004 from 10am to 5pm. For more information, check out the websites of AA

2004 at: www.asianaerospace.com or NAG at : www.aerospacegroup.nl

ASSOCIATION INFO

New Members

Mr. Edwin Vergouwen, Shell

Leaving Members

Mr. Charles Smisseart, Vopak

Ms. Francine Smisseart-Schut

Mr. Erik-Jan Ossewaarde, Philips Electronics

Ms. Babette Ossewaarde-Gerrits

Ms. Jolien Wiesenhaan, Wiesenhaan Talent & Brand Development

Jobseekers

I am a Dutch student who is currently looking for a work

placement in Singapore. At the moment I am in my 3rd year

of International Business and Management Studies. I just

finished my semester studying abroad in Finland, and now I

am looking for a 6-month lasting work placement in Singapore.

I am interested in a work placement in the field of Sales/

Advertising. I can start as soon as possible working. Please

contact garebroem@hotmail.com.

Kind reminder:

Please pay your ADB Membership Fee 2004 promptly

Make your cheque of S$100 payable to:

Association of Dutch Businessmen

Send cheque plus reply slip

(or a note with your name and Company) to:

Association of Dutch Businessmen

22 Camden Park, Singapore 299814

I am a Dutch student studying Commercial Economics at the

Hogeschool INHOLLAND in Diemen.

I am looking for a company abroad which is interested in

providing a traineeship for one or more Dutch Marketing students.

My preference is going to a company which has international

contacts and is looking for new markets or new marketing

activities to strengthen the company position in its business field.

Apart from myself there are more motivated students from

my class who are interested in a traineeship in Singapore.

Companies which are looking for dynamic Dutch marketing

students can send their message to almersherman@hotmail.com.

16

Vol.14 • No. 2 • February 2004

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