Industry Agenda The Future of Urban Development Initiative: Partner City Roundtable

Tianjin, People’s Republic of China

20-21 June 2012 Tianjin Partner City Roundtable

Tianjin, People’s Republic of China 20-21 June 2012

A World Economic Forum private event held in collaboration with the Tianjin Municipal People’s Government, the China Center for Urban Development and

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The views expressed are those of certain participants in the discussion and do not necessarily reflect the views of all participants or of the World Economic Forum.

REF 040912 Contents

4 Introduction 6 Opening Session 7 Session One: Transitioning from a Manufacturing to a Services Hub: Tianjin and the International Experience 10 Session Two: Innovative Thinking on Urban Transportation Solutions 12 Session Three: From Vision to Action 13 List of Participants 14 Contact Information

The Future of Urban Development Initiative: Tianjin Partner City Roundtable 3 Introduction

The Tianjin Partner City Roundtable About the Future of Urban 1. Partner City Selection & Identification of engaged high level officials from Tianjin, Development Initiative the Regional Partner, Knowledge Partner local and regional stakeholders and and Global Shapers experts, international experts and industry The Future of Urban Development initiative leaders in a collaborative dialogue provides a neutral setting for mayors, private The Steering Board selects a Partner City to share best practices and propose sector leaders, experts and key government based on criteria defined by the Steering solutions corresponding to two top urban officials at the local, national and regional Board. The Forum also seeks a Regional development challenges in Tianjin, identified levels to jointly think through the major Partner, such as a national government by the city itself: urban challenges of the 21st century and body or regionally influential organization, accelerate the transition to new urban to complement the process by scaling the – Accelerate the transition from a development models. The initiative was impact of the Partner City engagement manufacturing to a services hub launched at the World Economic Forum’s across the region by disseminating insights to additional cities or influencing national – Innovatively address congestion caused Annual Meeting in Davos, Switzerland, in January 2012. policy. A local university, think tank or by rapid urban growth research centre is identified as a Knowledge Partner to engage local experts, provide The event marked an important milestone As the core activity, the initiative’s content, data and context and to help for the World Economic Forum’s Future of multistakeholder Steering and Advisory drive implementation. The World Economic Urban Development initiative as it works Boards serve as a partner in transformation Forum’s Global Shaper hubs will be with Tianjin as the Inaugural Partner City. for cities by working hand-in-hand with engaged to provide additional insight. Specifically, the Roundtable yielded over 25 select Partner Cities to strategize solutions unique interventions for Tianjin to consider, for specific urban challenges outlined and allowed for a rich exchange of insights by the cities themselves, and facilitate 2. Defining Urban Goals/ Challenges between participants, who represented 10 implementation. A seven-step approach provides the framework for this activity. different countries and 16 different sectors. Upon selection, the Partner City outlines Based on the interventions and the The World Economic Forum is honoured one or two top urban challenges or goals for insights provided in the Roundtable, the to be working with Tianjin as the Inaugural which it would like the Steering & Advisory World Economic Forum will prepare a Partner City for the initiative. Key supporters Boards to provide global insights. Tianjin Partner City Strategy Report in of Tianjin Partner City engagement include 3. Research and Due Diligence collaboration with Accenture, the Project the China Center for Urban Development, Advisor, and with contributions from Arup, serving as the Regional Partner, and Nankai The Forum works with its Project Team, the project Chair, and the Steering and University. including Accenture and Arup, and the Advisory Boards. The Strategy Report will supporting local university partner over a recommend a streamlined set of practical, Additional support in designing the Future two-three month period to: tailored strategies for the city of Tianjin of Urban Development initiative is provided by Accenture, which serves as the official to advance its goals. It will also include a – Conduct research and interviews with Project Advisor, and Arup, which serves as roadmap to implementation, proposing local and regional stakeholders and to the Project Chair. next steps to catalyse action. The report understand what efforts are currently will be published in the autumn of 2012. being taken in the Partner City to Complementing the Strategy Report, address the stated goals/challenges the World Economic Forum will structure conversations about next steps and – Conduct interviews with global experts implementation during the Annual Meeting to identify global best practices in of the New Champions. addressing the challenges

Project Approach:

4 The Future of Urban Development Initiative: Tianjin Partner City Roundtable 4. Partner City Roundtable 6. Review & Catalysing Implementation

The Forum organizes a multistakeholder The Forum, Partner City, Regional Partner, Roundtable in the selected Partner City, Knowledge Partner, Steering Board and inviting the mayor, local stakeholders, key stakeholders review the findings in government officials, global experts and the Strategy Report. The Forum will help industry leaders to discuss potential facilitate dialogue about next steps and, strategies for the Partner City. where applicable, recommend or help catalyse a multistakeholder approach to 5. Strategy Development implementation.

Based on the insights from the Roundtable 7. Next Steps and research, the Project Team develops a Partner City Strategy Report with practical The Forum continues to serve as a catalyst recommendations for the Partner City to by using its platform such as the Annual advance its challenges/goals. Included in Meeting of New Champions, the Annual the report is a roadmap to implementation. Meeting in Davos and regional meetings to generate exposure for the commitments and milestones achieved by the Partner Cities, Regional Partners and the Steering Board that relate to the Partner City Strategy Report. Upon completion of the final step, the next Partner City is selected by the Steering Board and the outgoing Partner City mayor or minister will be invited to serve as an advisor for the initiative.

The Future of Urban Development Initiative: Tianjin Partner City Roundtable 5 Opening Session

Tianjin has experienced rapid urbanization Key Takeaways 5. Costs of services should be reduced. and economic growth over the past three decades. It has a successful 1. Development is currently driven by 6. Chinese cities rely excessively on real manufacturing industry and has benefited industrialization and urbanization. It estate development as a source of from the investment of many large foreign is imperative that these two trends revenue. corporations such as Dow Chemical reinforce each other. The rapid and Unilever. With the largest harbour in development of Tianjin and comparable 7. Excessive support for state-owned northern China, Tianjin has positioned cities in China is related to the availability infrastructure is hindering the ability of itself to develop a strong supply chain and of inexpensive land and labour but it is the private services industry to grow. logistics industry. not sustainable. The infrastructure monopoly should be dismantled. Nevertheless, Tianjin has broad ambitions 2. Manufacturing is the main source to expand its services sector, including of revenue for the government, but 8. Tianjin needs a diverse services sector financial services and logistics. Tianjin current allocation favours the federal, to meet the needs of both high- and recognizes the need to invest in additional not local, government, leaving many low-income consumers. higher education and vocational training local governments facing negative opportunities, to develop the service sector, expenditure. 9. When designing the city to better attract top corporations with local talent accommodate the services sector, and encourage local enterprises to expand 3. Migrant workers are an underserved the city should take into account the internationally. population; services for migrant workers need for small land parcels and lots can be improved. to support smaller scale and start-up service companies.This will reduce the 4. The land premium awarded to industry cost of real estate development and is causing a negative effect on urban help to generate a diverse services development. economy.

01: Michael Kwok, Director, Arup, facilitates the Roundtable

02: Xuefeng, Vice- Mayor of Tianjin, People’s Republic of China and Olivier M. Schwab, 01 02 Executive Director, World Economic Forum

6 The Future of Urban Development Initiative: Tianjin Partner City Roundtable Session 1: Transitioning from a Manufacturing to a Services Hub: Tianjin and the International Experience

The first session addressed the following Best Practices and Potential 4. The large number of academic and key questions: Strategies to Explore medical institutions in Tianjin could serve as incubators for new businesses, to 1. What steps has Tianjin already taken The best practices and strategies below help brand the city as an education to assist the transition towards an were proposed for Tianjin’s consideration: center and to provide residents with industrial upgrade? What international additional skills to support the spectrum best practices and lessons learned 1. Focus on creating an internationally of service industries (from logistics to should Tianjin take into account? recognizable brand, distinct from Beijing financial services to hospitality). Efforts and other cities in China. The port and should be made to retain students in 2. What capabilities must a city have from the city’s access to water are considered the city after graduation. The academic an industry perspective to make this natural advantages and key components curriculum will need to match the priority industrial upgrade? for the branding strategy. One potential industries of the city (such as high-tech brand would be to serve as a “gateway” logistics). to China, or as a premier “world-class Current Efforts digital port”. This recommendation will 5. Small- and medium-sized enterprises include the development of a concise can be actively supported. They The Tianjin Planning Bureau discussed 1-page business case to define exactly form an important part of the service several current efforts to transition the why businesses should locate in Tianjin economy but are often neglected city’s economy. First, it has developed the and service-sector employees would owing to preferential incentives for Binhai New District, comprised of eight find it attractive. large corporations. Support could pillar industries. The District is adjacent take the following forms: encouraging to the coast and includes the largest 2. Raising the profile of the seaport and developers to create smaller-scale seaport for northern China, whose capacity specializing in high-tech logistics are office space; awarding smaller land has recently been expanded. Second, it perceived natural areas of expansion parcels; or providing greater incentives has invested in its airport infrastructure, for the services sector. The seaport provided to small- and medium-sized including recent expansion of the terminal could serve as a key area to test and businesses. Efforts should be made to and an increase in number of international expand expertise in high-tech supply achieve a greater balance of support to routes. chain and logistics, including assembly large state-owned companies and to manufacturing, global sourcing and small enterprises, as mentioned in the The city’s master plan calls for a dual-city informational logistics in a dynamic, opening remarks. concept with two poles connected by a digital port zone. One potential specialty corridor. The first pole is to the north of area for the city could be to optimize 6. Investment was recommended in the city center, where many of the service urban logistics by using a cloud-based mixed-use, pedestrian-oriented urban industries, cultural activities and several information network that conveys centers, to create a 24-hour city and universities are located. The Binhai District real-time information on the locations thereby attract and retain a service- in the south is the second pole. It includes and in-sourcing/out-sourcing of parts, sector employment base. Infrastructure the port and new high-tech manufacturing suppliers, intermediaries, distribution should be pedestrian-oriented and plants such as Airbus and Honeywell. The centres, warehouses, factories, retailers, buildings of “human scale” to make planned corridor between the two poles consumers, etc. people feel comfortable. calls for mixed-use land development, featuring high-tech industry clusters and 3. Steps can be taken to develop the 7. Low- and high-skilled workers residential and service areas surrounded by existing manufacturing expertise to high- are both essential elements of a greenbelts and green spaces. tech manufacturing (Airbus, Honeywell). services economy. The city should This process could mirror the Swiss invest in universities and educational The city has emphasized the need to experience of leveraging the watch- programmes to upgrade the workforce, improve education, transit, entertainment, making core of the city to help build a while also supporting migrants from health services and environmental new industry in medical devices that also rural areas who fill vital positions that conditions to enhance its attractiveness relies on micro-technology. support the service industry population as a services employment base. To this (hotels, cleaning services, restaurants, end, it has also constructed a number of dry cleaning, etc.). To achieve this, museums and cultural centers. affordable housing located within or near service-industry centers and reducing congestion are essential.

The Future of Urban Development Initiative: Tianjin Partner City Roundtable 7 Session 1: Transitioning from a Manufacturing to a Services Hub: Tianjin and the International Experience

8. Participants cautioned not to expand Considerations and Questions the services sector at the expense of the manufacturing sector. Rather, it is 1. What is Tianjin’s long-term vision for the recommended that Tianjin aim to keep services industry and why does it wish a balanced portfolio of manufacturing to further develop one? and services industries and invest in human capital to support a mixed 2. There appears to be fierce competition economy. The manufacturing sector regionally and internationally to develop can be actively maintained through service sectors. Can the region support land use policies. For example, another financial services hub in close Paris and Vancouver are currently proximity to Shanghai and Hong Kong? employing Industrial Land Reserves What does it mean to be a regional in similar efforts. Maintenance of the financial hub? manufacturing base will help support the services industry. 3. Pollution can cause a negative impact on the quality of life in Tianjin and is a 9. It is recommended to define a serious deterrent to many people in the comprehensive, long-term vision for services industry. It is beneficial to align the transition to a service economy environmental and economic goals in specifying the type of services the city the master plan. is seeking. 4. It may be prudent to maintain land for low-grade industrial activities near the port. If space for these activities is pushed too far away from the port in favour for services, congestion could worsen.

5. It is important for people of all income levels to be able to live in the city and easily access work. The provision of affordable housing near manufacturing and services jobs is critical to enabling the service sector to grow. 01: Dean Adele Naudé Santos, Architect, Urban Designer and Dean, 6. It is recommended that the vision for School of Architecture and the city’s transformation be shared Planning, Massachusetts Institute of Technology among the people and industry sectors (MIT), USA and Patrick of Tianjin. Brothers, Executive General Manager, Corporate Strategy, Leighton Holdings, Australia

02: Zhou Mi, Professor, Lecturer, College of Economic and Social Development, Nankai University, People’s Republic of China

01 02

8 The Future of Urban Development Initiative: Tianjin Partner City Roundtable Session 1: Transitioning from a Manufacturing to a Services Hub: Tianjin and the International Experience

01

01: Paul Muschamp, Head of Energy and Carbon Research, BT Innovate and Design, United Kingdom leads a break-out group discussion to brainstorm solutions

02: Tong Jiadong, Vice-President, Nankai University, People’s Republic of China

02

The Future of Urban Development Initiative: Tianjin Partner City Roundtable 9 Session 2: Innovative Thinking on Urban Transportation Solutions

The goal of the second session was to Even with multiple metro lines planned, already on the road are full and help share best practices and identify strategies officials recognize that Tianjin’s public transit drivers find parking more easily to for the city of Tianjin to address congestion. needs will be underserved compared to cut down on cruising. For example, its neighbour, Beijing. Officials expressed new social media applications interest in finding innovative solutions promote carpooling among social Current Efforts that can address congestion while groups. supporting the city’s economic, social and Tianjin is making significant investments in environmental goals. 2. Easy transitions between metro, the supply of transportation infrastructure at bus and bicycle use are critical to both the intra-regional and local levels. Best Practices and Potential successfully reduce congestion. For Strategies to Explore example, world-class public transit On the intra-regional scale, Tianjin has systems minimize walking distance expanded the capacity of the airport and The best practices and strategies below between connections and allow riders the seaport. The city has developed a high- were proposed for Tianjin’s consideration: to use one single card covering all speed expressway network that connects transit systems. “Last-mile solutions” the two core poles of the city (the city 1. It is recommended that the city focus that enable the rider to quickly reach center and Binhai) to an intra-city network on controlling demand and shifting to their destination after a long-distance and 11 major expressways. By 2015, there more efficient road use to complement trip on high-speed rail station or from will be 1,300 km of expressways. Tianjin the significant investments made in road the airport are essential to improve the has also built up land and communication and metro infrastructure. Strategies to quality of the experience and encourage lines, railway and highway for cargo and explore include: ridership. The high-speed rail connection car passengers. Approximately 1,200 km between Tianjin and Beijing is excellent, of railway has been constructed to date. A – Congestion pricing (Singapore but the taxi line and long journey can railway or highway (to be decided) will be model) double the length of the trip. Hong Kong routed around the city by 2013. is exemplary in this case. – Value-based transit pricing (partial Traffic has grown tremendously and will refund for service delay/disruption) 3. To ease congestion on the roads, Tianjin continue to rise as the population rises to may consider transit ferry service as one a predicted 16 million, and car ownership – Mandatory and incentivized driving way to capitalize on its waterway assets. rates grow significantly. Consequently, the restrictions (Seoul) Hong Kong and New York could serve city has invested in additional local roads as examples. as well as public transit. Road intensity is – Incentive programmes to shift to expected to double between 2010 and public transit (covered by the city or 4. The success of traffic management 2015. In particular, significant investments by business, as in Singapore) programmes is contingent upon were made recently in road infrastructure a supportive land-use plan and a in the Binhai areas to resolve major – Dynamic traffic management through vertical/ multi-modal transit system bottlenecks. information technology systems which integrates metro, bus, bicycle, (New York City wireless controlled pedestrian and freight delivery plans. The city recognizes the need to make public traffic lights, Japan’s Vehicle transit the primary means for inter-city trips. Information and Communications 5. Land use plans that best enhance transit The goal is to ensure that 60% of journeys System, and other programmes investments and reduce congestion taken in the city are served by public to assist in moderating prices promote walking, density and mixed- transit. Tianjin has invested significantly in dynamically for parking and roads use around transit stations. The corridor an underground metro system. Currently based on frequency and time of day) between the city centre in the north of operating on two lines, nine additional lines Tianjin and the Binhai district provides are under expansion, eventually to reach – Bus Rapid Transit (, a huge opportunity to promote dense, 1,400 km. A primary goal of the metro Curitiba, Bogota) mixed-use, pedestrian-oriented and expansion is to link the city’s two poles. public transit-oriented planning. Tianjin A bus system serves as the traditional – Optimized bus routes that minimize should focus on creating dense and transit system. Tianjin is currently using left turns (Los Angeles) and transit- walkable centers in existing areas rather loans by the World Bank to invest in low- system prioritization at stoplights than continuing to expand outward. carbon buses. The city also recognizes (Barcelona) Low-density, auto-dependent suburban the importance of traffic management developments compete directly with the to address congestion, namely through – Mobile phone technology and city’s goals to reduce congestion. collecting parking fees and technology use. social media applications (Wayz in Israel and Los Angeles). These applications can ensure that the cars

10 The Future of Urban Development Initiative: Tianjin Partner City Roundtable Session 2: Innovative Thinking on Urban Transportation Solutions

6. Tianjin can continue to develop multiple to a comprehensive system include a 2. Under current trends, in 15 years (2027), urban centres to avoid the “Beijing thorough network of protected bicycle 150 million vehicles are predicted to be effect”, where congestion is caused lanes throughout the city, as well as added to the roads in China. by everyone trying to get to the same safety and convenience features (bicycle central area at once. Within the mixed- racks, safety courses, bicycle route 3. As the aspiration for personal use framework, sub-industries and land maps, and more). The Copenhagen and automobile ownership is unlikely to use should be located across various New York bicycle programmes provide weaken, Tianjin’s overall strategy should centres. Diversification of land use will best practice examples. encourage residents to use their cars maximize the return on investment of the judiciously and make public transit and metro, as it will lead to multi-directional Further, as a broad strategic mobility on foot the most convenient flows of commuters at all times of recommendation, Tianjin may consider option for the majority of journeys and day. Transit nodes should connect to establishing a city-wide policy to take commuting. Stockholm is an example industrial areas as well as to service into account the four major modes of of a city that has a high rate of car centres. ground transportation - the personal ownership, but where most residents vehicle, bus, bicycle and pedestrian use public transit for daily mobility owing 7. Public transit-oriented development (or – into all new road projects and major to the city’s excellent transit system and “TOD”) provides a potential opportunity renovations of existing roads. walking environment. for Tianjin to reduce congestion and earn revenue from land located around 12. Global studies show that up to half 4. As Tianjin invests in an expanded transit stations. However, debate arose of congestion is attributed to the flow metro and bus system, it is important over whether the Hong Kong model of goods and logistics services. A to make sure that walkable pedestrian could be applied to the Chinese context, comprehensive study of these flows is infrastructure is in place around transit and Tianjin in particular. recommended, as well as integration of stops. Urban design around transit this consideration into the master plan. stations thus becomes essential, as well 8. It is highly recommended to locate high- as having human scale architecture to quality schools and educational services maximize transit use. throughout all of Tianjin’s centres and Considerations and Concerns 5. Congestion cannot be solved by poles. City residents tend to be willing developers alone; this requires the to travel for these services, creating a 1. Left unchecked, congestion can be collaboration of all stakeholders. risk of increased congestion if these detrimental to the economy. Congested institutions are located in certain areas traffic can cause a 4-7% loss in GDP 6. Congestion-reduction strategies must only. and can rise as high as 9% for traffic be considered by the city. Public-private out of ports. The importance of a partnerships may not offer the full 9. A strategy to promote transit use over comprehensive multi-modal transit plan solution. personal car ownership among youth cannot be understated: no city in the could be highly impactful to promote world can solve its congestion issues 7. More data and information on current transit use among the next generation. simply by a hard-infrastructure approach transportation efforts in Tianjin will be (building roads). sought to determine the most practical 10. The city could consider the concepts of solutions for recommendation. a City Consolidation center for freight delivery companies looking to move goods in and out of the city; and a City 01: Robert Cervero, Professor of City & Check-in for airport, high-speed rail Regional Planning & travelers and possibly even commuters. Director, University of California Transportation Center, University of 11. The bicycle is a highly sustainable California Berkeley, USA transportation option and has been a and Daniel Bongardt, traditional mode of transportation in Deutsche Gesellschaft, Internationale many Chinese cities. In recent years, as Zusammenarbeit (giz) car ownership has grown, many safe GmbH, China bicycle routes have been eradicated to accommodate the growing number of personal vehicles. It is recommended that Tianjin take active steps to reverse this trend by maintaining and further developing a comprehensive bicycle 01 infrastructure system. Key attributes

The Future of Urban Development Initiative: Tianjin Partner City Roundtable 11 Session 3: From Vision to Action

The challenges associated with rapid urbanization are frequently exacerbated by short-term actions and decisions. In the future, it is recommended that Tianjin focus on developing a comprehensive vision to address the factors that cause congestion, and on building the business case and a detailed strategy to accelerate the economic transition.

Key considerations for Tianjin while developing both the vision to address congestion and the strategy to transition the economy include:

– Focusing on developing human capital – Recognizing that there is still high value in the manufacturing industry – Improving air quality 01 – Providing affordable housing and services for low-income people and 01: Ren Xuefeng, Vice- migrant workers Mayor of Tianjin, People’s Republic of China and – Providing accessibility to jobs Olivier M. Schwab, Executive Director, World – Promoting green construction Economic Forum Beijing

– Integrating long-term goals of the city 02: Li Tie, Director- into the performance criteria of public General, China Center for Urban Development, officials People’s Republic of China

Ultimately, the strategies proposed in the forthcoming World Economic Forum report must be practical and oriented to the local context if they are to be useful to Tianjin. The discussion points and best practices 02 from the Roundtable will be taken into account in drafting the 12th 5-Year plan for China and will be considered for how they can be applied to other cities in China.

12 The Future of Urban Development Initiative: Tianjin Partner City Roundtable List of Participants

Acknowledgements International Stakeholders

We would like to extend our sincere thanks to all the participants in Industry and Strategic Partners the meeting. Peter Lacy, Managing Director, Sustainability Services, Asia Local and Regional Stakeholders Pacific Region, Accenture, People’s Republic of China Paul Ross, Vice-President, Marketing, Alcatel-Lucent Ren Xuefeng, Vice-Mayor, Tianjin Municipal People’s Government, Shanghai Bell, People’s Republic of China People’s Republic of China Michael Kwok, Director, Arup, People’s Republic of China Gong Ke, President, Nankai University, People’s Republic of China Stephanie Zhang, Principal Planner, Arup, People’s Republic Li Tie, Director-General, China Center for Urban Development, of China People’s Republic of China YanLi Liu, Head, Industry Group Construction, BASF, Zhu Jun, Deputy Secretary-General, Tianjin Municipal People’s Germany Government, People’s Republic of China Paul Muschamp, Head of Energy and Carbon Research, BT Liu Cuiqiao, Executive Vice-Director, Tianjin Construction and Innovate and Design, United Kingdom Traffic Committee, People’s Republic of China Calvin Sui, Lead of Transformational Business Development, Li Jun, Deputy Inspector, Tianjin Municipal Commission of Cisco Greater China, People’s Republic of China Development and Reform, People’s Republic of China Martin Brown, Programme Director, City Logistics, DHL Chen Weiming, Deputy Director, Foreign Affairs Office, Tianjin Customer Solutions & Innovation, Deutsche Post DHL, Municipal People’s Government, People’s Republic of China Germany Qin Chuan, Chief Architect, Tianjin Planning Bureau, People’s Raphael Schoentgen, Chief Representative Officer, GDF Republic of China SUEZ, People’s Republic of China Hao Shouyi, President, Tianjin Binhai Development Institute, Sandra Wu Wen-Hsiu, President and Chief Executive Officer, People’s Republic of China Kokusai Kogyo Holdings, Japan Tong Jiadong, Vice-President, Nankai University, People’s Republic Hideo Hatsusaka, Technical Chief, Kokusai Kogyo Holdings, of China Japan Guan Naijia, Vice-President, Nankai University, People’s Republic Patrick Brothers, Executive General Manager, Corporate of China Strategy, Leighton Holdings, Australia Liu Binglian, Assistant to the President and Deputy Director, He Jun, Senior Vice-President, Siemens Ltd., China; General Institute of Regional Economics Research, Nankai University, Manager, Mobility and Logistics Division, Infrastructure & Cities People’s Republic of China Sector, Siemens North East Asia, China Feng Kui, Director, China Center of Urban Development, People’s Paramita Sahoo, Vice-President, Welspun Energy Ltd, India Republic of China Li Yanhong, Information Office of Tianjin Municipal People’s Government, People’s Republic of China Yuan Baotong, Vice-President, Tianjin Port, Tianjin, People’s Industry Guests and Experts Republic of China Xu Lifang, Chairman, Tianjin TEDA Construction Group Ltd, Tianjin, Ki-Joon Kim, Transport Specialist, East Asia Department, People’s Republic of China Asian Development Bank, Philippines Gao Hongpeng, Chairman, Eternal River Industry, People’s Hua Lei, Managing Director, Chapman Taylor Architecture Republic of China Design Limited, People’s Republic of China Zhang Yixiao, Chief Executive Office, Haohe Construction, Daniel Bongardt, Project Director, Transport Demand People’s Republic of China Management in Beijing, Deutsche Gesellschaft, Internationale Hou Lianjun, President, Shenyang Bolinte Elevator Company Zusammenarbeit (giz) GmbH, People’s Republic of China Limited, People’s Republic of China Kester Yim, Managing Director, Habitat for Humanity, People’s Luo Xiaoyong, Vice-President, Sino-Singapore Tianjin Eco-city Republic of China Investment and Development Co. Ltd, People’s Republic of China Adele Naude Santos, Architect, Urban Designer and Dean, Zhai Jingxiang, Deputy General Manager, Tianjin House School of Architecture and Planning, Massachusetts Institute Construction Development Group Co. Ltd, People’s Republic of of Technology (MIT), USA China Karen R. Polenske, Peter de Florez Professor of Regional Cui Guoqing, Chief Economist, Tianjin Infrastructure Construction Political Economy, Massachusetts Institute of Technology & Investment (Group) Co. Ltd, People’s Republic of China (MIT), USA Ke Jin, Office Director, Tianjin Material and Equipment Group Corp., Betty Zhao Yu, Managing Director and Head, China People’s Republic of China Investment Banking, Royal Bank of Scotland, People’s Liu Hao, Director, Executive Department, Tianjin TEDA Group Co. Republic of China Ltd, People’s Republic of China Robert Cervero, Professor of City & Regional Planning & Director, University of California Transportation Center, University of California Berkeley, USA John Fitzgerald, Vice President and Executive Director, Asia Pacific, Urban Land Institute, Hong Kong, SAR

The Future of Urban Development Initiative: Tianjin Partner City Roundtable 13 Contact Information

From the World Economic Forum The Infrastructure and Urban Development Industries are a forward- thinking, valuable and internationally recognized business ally. Olivier Schwab, Executive Director, World Economic Forum Beijing Hao Zhou, Senior Manager, Government Relations, World For more information, please contact the Infrastructure & Urban Economic Forum Beijing Development Industries at [email protected]. Carrie Liu, Community Manager, Global Growth Companies, World Economic Forum Beijing Alex Wong Pedro Rodrigues De Almeida, Director, Head of Infrastructure and Senior Director Urban Development, World Economic Forum Head, Centre for Business Engagement Robin Ried, Head of Urban Development, World Economic Forum, World Economic Forum USA Tel: +41 (0)22 869 1460 Kai-yan Lee, Head of Real Estate, World Economic Forum, USA Fax: +41 (0)22 786 2744 E-mail: [email protected]

From the China Center for Urban Development Pedro Rodrigues de Almeida Director Wu Cheng Cheng, Program Manager, China Center for Urban Head, Infrastructure & Urban Development Industries Development, People’s Republic of China World Economic Forum Tel.: +41 (0)22 869 3613 Fax: +41 (0)22 786 2744 From Nankai University E-mail: [email protected]

Lin Run Hui, Deputy Director, Office for International Academic Robin Ried Exchanges, Nankai University, People’s Republic of China Head of Urban Development Li Hua, Office Head, Office of Exchanges, Office for International Global Leadership Fellow Academic Exchanges, Nankai University, People’s Republic of World Economic Forum USA China Tel.: +1 212 703 2363 Dong Xia, Project Head, Office of Exchange, Office for International E-mail: [email protected] Academic Exchanges, Nankai University, People’s Republic of China Kai-yan Lee Zhou Mi, Lecturer, College of Economic and Social Development, Head of Real Estate Nankai University, China Global Leadership Fellow Zheng Ying, Deputy Director, General Office, College of Economic World Economic Forum USA and Social Development, Nankai University, People’s Republic of Tel.: +1 212 703 2346 China E-mail: [email protected] Sun Yue, Teaching and Research Secretary, General Office, College of Economic and Social Development, Nankai University, Andrea Gerber People’s Republic of China Team Coordinator Shi Qiao Nian, International Affairs, Secretary, General Office, Infrastructure & Urban Development Industries College of Economic and Social Development, Nankai University, World Economic Forum People’s Republic of China Tel : +41 (0)22 869 3550 Fax : +41 (0)22 786 2744 E-mail: [email protected] From the Annual Meeting of the New Champions Tianjin Preparatory Office This summary was prepared by The World Economic Forum in Zhang Jun, Annual Meeting of the New Champions Tianjin collaboration with Accenture. The views expressed are those of Preparatory Office individual participants in the discussion and do not necessarily Ma Te, Annual Meeting of the New Champions Tianjin Preparatory reflect the views of all participants or of the World Economic Forum. Office

14 The Future of Urban Development Initiative: Tianjin Partner City Roundtable

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