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Wannabe wine connoisseurs can now buy instant cellars

By Elin McCoy, Bloomberg
DREAMING of being a wine collector with a killer cellar but don’t know how to turn your fantasy into reality? I understand. The whole prospect of assembling the wines can be a shopping hassle requiring time-consuming research and way too many picky decisions. But you’re in luck.
In June, Sotheby’s began offering an answer to this dilemma in New York and Hong Kong with its “instant cellars.”
Between answering e-mails, you can simply click on your iPhone or computer, and within 24 hours, one of four wine collections curated by Sotheby’s experts arrives at your home. Cost? $5,000 to $25,000. Bottom line: This is the easiest, fastest way to satisfy your collector craving, spend a big bonus, celebrate making partner, or give a lavish present.
The idea is part of the international auction house’s goal to be a full-service, integrated wine business, explains Jamie Ritchie, Sotheby’s worldwide head of wine.
First came its brightly lit retail store and online wine business in Manhattan, opened in 2010 in a space right off the auction house’s lobby. Four years later, Sotheby’s added one in Hong Kong. “The obvious next step was the collection management and advisory service we launched in June,” says Ritchie. “We put in the time, and the clients do the enjoyable part.”
In tandem with those services, the retail shop unveiled instant cellars. “We realized there was a need,” says Julia Gilbert, vice-president and senior wine adviser.
She cites the customer who’d asked the shop to put together a starter cellar for a college graduation present. Another client, who was moving to the West Coast for a six-month project, wanted a basic cellar of bottles shipped to his temporary apartment so he could entertain easily while there.
Of course, before you click make your purchase, you need to figure out where you’re going to store your instant stash and how to keep track of the 50 to 168 bottles. They need a cool, humid environment, ideally at 55°F with 75% humidity. (Fingerprint security and chilled elevators, optional.) Sotheby’s is already on the case, working on a storage facility partnership, and since buying an instant cellar includes a consultation with a member of the advisory team, you can ask about the best temperature-controlled units. They’re also developing an inventory management system that buyers of cellars can use.
BREAKING IT DOWN
So how do these instant cellars stack up? Are they worth it?
Mostly yes. People usually start collecting by squirreling away a random bottle or case at a time and end up with a hodgepodge.
Sotheby’s four cellar options in New York (two in Hong Kong) are starter collections with different goals, from exploring and learning to investment. The wines are mostly ready-to-drink classic Bordeaux, Burgundy, and Champagne from excellent vintages. “They provide a range of styles, regions, and price points and are suitable for a variety of occasions,” says Gilbert. (If you’re a fan of Napa Valley cabs or Italian Barolo, though, you’re better off working with one of Sotheby’s advisers to create something more bespoke.)
People usually advise budding collectors to buy wines they like and tailor their collecting to how they entertain. Newbies may not have the tasting experience to answer those questions — or know whether a label or vintage is a good value. So there’s a comfort factor in an expert selection and provenance for where the bottles are sourced.
And the cellar advisory service means you have a way to expand the collection as you learn; an adviser will even help you buy at auction.
For complete newbies, the $5,000 introductory cellar is ideal. It offers two bottles each of 25 wines costing about $115 a bottle and an interesting spread of names, not just the most obvious ones. Among the Bordeaux are a 2006 La Conseillante, a 1995 Chateau Haut-Bailly, and a 2005 Chateau Langoa-Barton. The surprise is a 2013 Ulysses, a superb new California cabernet made by Pomerol star Christian Moueix.
But my pick for the best value cellar is the $10,000 intermediate option, with 72 bottles at an average cost of $150. It includes 36 labels, some duplicates of those in first level. The plus here is more whites (stellar ones) as well as higher-quality Burgundies. Highlights: a 2008 Roederer Brut Champagne, a gorgeous 2014 Bonneau du Martray Corton-Charlemagne, and the great 2005 Vieux Chateau Certan, now worth $250 a bottle. The surprise? The brilliant 2013 G. Mascarello Barolo Monprivato.
The third level, billed as the enjoyment cellar, costs $25,000, with 168 bottles, three each of 56 wines. The selection of white Burgundies is like a self-guided seminar on the region’s styles, while the reds include 13 excellent Bordeaux from vintages ranging from 2000 to 2010.
The $25,000 investment cellar comes with 90 bottles, six each of 15 carefully chosen red Bordeaux and Burgundies from top vintages, priced at about $300 per bottle. The recently re-released 2009 Forts de Latour, for example, has been rising in price for the past six months.
Surprisingly, no other merchant seems to be offering one-click instant cellars, not even top British merchants such as Berry Bros & Rudd (BBR) and BI Wines (formerly called Bordeaux Index), noted for their bespoke client services.
BBR private fine wine account manager Simon Herriot says paying a flat fee for a “prefab” cellar is possible but that most customers are more interested in working with an adviser to create a very personal collection, often through BBR’s cellar plan, in which you pay £100 ($128) and up monthly into an account to purchase wines. After two years of paying in £250 a month, for example, you’d have about 84 bottles worth £6,000.
BI Wines’ version of an instant cellar was structured for their “citizens of the world” clients, who have three or more homes around the globe, but it’s not a core collection. They agree on about 60 bottles of ready-to-drink wine, and BI delivers the bottles to whichever house they’re planning to inhabit next — US wines for a New York home, more Champagne and rosé for Cap Ferret, and so on. The cost of shipping is built in, and the average per bottle price is about $300, which allows BI Wines to slip in the occasional Domaine de la Romanée-Conti (!).
But Sotheby’s recognizes we’re in a new fast-moving, instant-gratification world, even for wine. So if you want the one-click buying option, its Instant Cellars are the instant gratification. (Cue clinking glasses.)

A quick escape in a cup


A PERFECT swirl of whipped cream, bits of chocolate chip cookies, sprinkles of tiny white chocolate kisses, topped with Graham crackers and marshmallows — savoring a cold sweet drink once in a while is a treat to oneself after a long day.
Seattle’s Best Coffee offers a new selection of indulgent drinks for the third quarter of 2018 with the SBC Just Desserts collection.
“It’s all about the goodness of a beverage and a dessert,” Seattle’s Best Coffee brand manager Angel A. Gaffud told BusinessWorld about how the team came up with the new flavors.
The drinks in the collection include Triple Chocolate which includes a combination of dark chocolate powder, dark chocolate sauce, topped off with a fudge bar; Campfire S’mores, made of toasted marshmallow and Graham crackers, sprinkled with shortbread syrup; and Hazelnut Cheesecake, made with crushed Graham crackers, dark chocolate syrup, and cheesecake whipped cream.
Ms. Gaffud said that SBC aims to introduce the flavors to the younger market. “They are more discriminating in their taste. We want younger ones to enjoy what real coffee is. It’s not just all sugar, all caramel. We want it be relatable to them,” she said.
Aside from the new collection of drinks, SBC introduced its new logo of red bold initials with white inner lines beside a steaming cup of coffee which Ms. Gaffud referred to as “easier to remember” and that it can “automatically [be] connected with the brand alone.”
Coffee plays a different role in people’s lives. “With coffee it works both ways, it helps you to prepare yourself and it also somehow relaxes you,” Ms. Gaffud said, describing coffee as a quick escape from the stress of daily routines.
Along with the new drinks, SBC launched merchandise featuring Henry the Calico, Barry the Frenchie, and an eco-friendly stainless tumbler.
The SBC Just Desserts drinks are available in hot mocha or ice-blended Javakula until Oct. 15. — Michelle Anne P. Soliman

Treasury to use new settlement system for auctions next week

THE BUREAU of the Treasury (BTr) will use a new settlement system starting next week as part of efforts to modernize its auction platform and the registry of securities.
In a memorandum posted on the Treasury’s website on Wednesday, the bureau said the submission of bids, confirmation of awards and settlement of results in government securities (GS) auctions shall be made through the National Registry of Scripless Securities (NRoSS) system starting Aug. 28.
The BTr added that the current manual bidding process will be observed in case of inability of government securities eligible dealers (GSED) to access the NRoSS due to technical reasons.
“We will, however, require a certification from your IT officer that access or connectivity to NRoSS cannot be established citing reasons thereafter,” the Treasury added in the memorandum.
The Treasury currently uses two systems for the GS issuance: the Automated Debt Auction Processing System and the Registry of Scripless Securities.
However, these systems “lack the robustness and functionality” to support current and foreseen business requirements, the Treasury said.
In a separate circular, the bureau said the usage of the NRoSS system is part of its system modernization project. The system will “service the settlement and recording of coupon-bearing government securities across different tax status of investors.”
The use of the system is also interfaced with the Philippine Payment and Settlement System of the Bangko Sentral ng Pilipinas (BSP) via the Real Time Gross Settlement to achieve real-time, final and irrevocable delivery-versus-payment.
The new system will “modernize the auction platform and registry of securities, eradicating possible operational and reputation risks,” the Treasury said.
This will also “consolidate auction and registry information for data mining and analytics to support policy making,” conforming to international standards and the industry’s best practices, it said.
The transition to the new system is part of the 18-month debt market reform plan of the BTr, BSP, the Securities and Exchange Commission and the Department of Finance envisioned to be in place by early 2019 designed to increase the supply of short-term securities, among others.
Under the reform program, regulators are also looking to set rules on derivatives and repo markets, create “reliable financial benchmarks” for valuation of debt instruments, establish a reliable yield curve, as well as introduce a repurchase program for banks and other financial players.
A bond trader said the new settlement system will make transactions with BTr “smooth and more transparent.”
“We’re moving to NRoSS from the current RoSS system. That will be the new settlement system for smooth and more efficient transaction,” the trader said in a phone interview. — Karl Angelo N. Vidal

Hackers target Android smartphones to mine virtual currencies

PARIS, FRANCE — Has your smartphone suddenly slowed down, warmed up, and the battery drained down for no apparent reason? If so, it may have been hijacked to mine cryptocurrencies.
This new type of cyberattack is called “cryptojacking” by security experts.
It “consists of entrapping an internet server, a personal computer or a smartphone to install malware to mine cryptocurrencies,” said Gerome Billois, an expert at the IT service management company Wavestone.
Mining is basically the process of helping verify and process transactions in a given virtual currency. In exchange miners are now and then rewarded with some of the currency themselves.
Legitimate mining operations link thousands of processors together to increase the computing power available to earn cryptocurrencies.
Mining Bitcoin, Ethereum, Monero and other cryptocurrencies may be very profitable, but it does require considerable investments and generates huge electricity bills.
But hackers have found a cheaper option: surreptitiously exploiting the processors in smartphones.
To lure victims, hackers turn to the digital world’s equivalent of the Trojan horse subterfuge of Greek mythology: inside an innocuous-looking app or programme hides a malicious one.
The popularity of games makes them attractive for hackers.
“Recently, we have discovered that a version of the popular game Bug Smasher, installed from Google Play between one and five million times, has been secretly mining the cryptocurrency Monero on users’ devices,” said researchers at IT security firm ESET.
The phenomenon is apparently growing.
“More and more mobile applications hiding Trojan horses associated to a cryptocurrency mining programme have appeared on the platforms in the last 12 months,” said David Emm, a security researcher at Kaspersky Lab, a leading supplier of computer security and anti-virus software.
“On mobiles the processing power available to criminals is less,” but “there is a lot more of these devices, and therefore taking in total, they offer a greater potential,” he added.
GOOGLE CLEANS HOUSE
But for smartphone owners, the mining is at best a nuisance, slowing down the operation of the phone and making it warm to the touch as the processor struggles to unlock cryptocurrency and accomplish other task.
At worst, it can damage the phone.
“On Android devices, the computational load can even lead to ‘bloating’ of the battery and thus to physical damage to, or destruction of, the device,” said ESET.
However, “users are generally unaware” they have been cryptojacked, said Emm.
Cryptojacking affects mostly smartphones running Google’s Android operating system.
Apple exercises more control over apps that can be installed on its phones, so hackers have targetted iPhones less.
But Google recently cleaned up its app store, Google Play, telling developers that it will no longer accept apps that mine cryptocurrencies on its platform.
‘CAT AND MOUSE GAME’
“It is difficult to know which applications to block,” said Pascal Le Digol, the country manager in France for US IT security firm WatchGuard, given that “there are new ones every day.”
There are steps to take to protect one’s phone.
Besides installing an antivirus programme, it is important “to update your Android phone” to the latest version of the operating system available to it, said online fraud expert Laurent Petroque at F5 Networks.
Defending against cyberattacks of all kinds is “a game of cat and mouse,” said Le Digol at WatchGuard. In this case he said “the mouse made a large leap,” said Le Digol, adding cryptojacking could evolve to other forms in the future to include all types of connected objects. — AFP

Prime Orion nearly triples 2nd quarter profit

PRIME ORION Philippines, Inc. recently acquired a majority stake in Laguna Technopark, Inc. (LTI). — LAGUNATECHNOPARK.COM.PH/LAGUNA-TECHNOPARK/

PRIME ORION Philippines, Inc. (POPI) almost tripled its attributable profit during the second quarter of 2018, lifted by its expansion into the industrial park and real estate logistics businesses.
In a regulatory filing, the listed Ayala-led company reported a net income attributable to the parent of P47.7 million, 188% higher than the P16.5 million it posted in the same period a year ago. Revenues meanwhile surged 547% to P745.8 million.
This pushed POPI’s attributable profit for the first half of the year to P55.4 million, more than double the P25.8 million it generated in the first six months of 2017. The company’s revenues also jumped 240% to P925 million.
POPI attributed the increase to its acquisition of a majority stake in Laguna Technopark, Inc. (LTI) last April, expanding its investments in the 460-hectare Laguna Technopark in Santa Rosa and Binan as well as the 135-hectare Cavite Technopark in Naic.
“We are very happy with our first half result. With the recent acquisition of a majority stake in Laguna Technopark, Inc., we continue to evolve and transform POPI into a real estate logistics-focused business,” POPI President and Chief Executive Officer Maria Rowena Victoria M. Tomeldan said in a statement.
Moving forward, POPI will be developing a new phase of Laguna Technopark which will have an 11-hectare warehouse and logistics facility with more than 50,000 square meters (sq.m.) in gross leasable area (GLA).
The company will also embark on the redevelopment of its 14-hectare Lepanto warehouse in Calamba, Laguna. This will add 110,000 sq.m. of leasable area to the facility by 2022, as it looks to capitalize on the Lepanto warehouse’s location.
“We believe we are taking concrete steps towards jobs and skills creation. These will hopefully empower the local economy and benefit more communities. Moving forward, we plan to grow beyond our current footprint of Tutuban, Muntinlupa, Calamba, Sta. Rosa, and Naic to further develop industrial estates and logistics facilities,” Ms. Tomeldan said.
Aside from its expansion into logistics facilities, POPI is currently redeveloping the Tutuban Center in Divisoria Tutuban complex. The company plans to double the commercial center’s 60,000 sq.m. GLA in the coming years, alongside converting the 20-hectare property into a mixed-use development with retail, logistics, offices, and other support services.
The Tutuban Center redevelopment will allow the company to take advantage of the North-South Railway Project of the Philippine National Railways. POPI said that Tutuban will be at the center of the North Line, South Line, and LRT-2 West Rail projects being mapped out by the government.
Shares in POPI gained 22 centavos or 7.97% to close at P2.98 each at the stock exchange on Wednesday. — Arra B. Francia

Cliffhanging Swiss restaurant seeks new managers

ZURICH — A cliffhanging Swiss hotel and restaurant made famous by a National Geographic magazine cover is looking for new management after the family that ran it for the past 31 years called it quits.
Nicole and Bernhard Knechtle-Fritsche are giving up the franchise for the Aescher guest house in Alpstein at the end of the 2018 tourist season, the government of Appenzell Innerrhoden canton said on Monday.
Local media quoted the couple as saying they could not keep up with demand given restrictions on renovation work on the site, which is perched a mile high on a cliff in northeastern Switzerland.
National Geographic had featured it in a story on “Destinations of a Lifetime: 225 of the world’s most amazing places.” — Reuters

Japan, China seek to restart FX swap line

JAPAN and China are looking to restart and expand a currency swap.

TOKYO — Japan and China are in talks to resume a currency swap arrangement between their central banks and expand it roughly 10-fold, people with direct knowledge of the matter said, in a sign of warming ties between Asia’s two biggest economies.
The previous arrangement was allowed to expire in September 2013 amid a low point in Sino-Japanese ties. Relations had soured in recent years due to territorial disputes and tensions over Japan’s wartime history.
Two Japanese officials with direct knowledge of the deal said China and Japan have begun discussing a resumption of the arrangement, with one saying the scale would be about 3 trillion yen (£23.24 billion), far bigger than the previous $3 billion line.
In case of financial turmoil, the swap could act as a safety net by providing yuan to Japanese banks operating in China and yen to Chinese businesses.
Chinese Premier Li Keqiang flagged the proposed resumption of the swap agreement with Japan in May. One Japanese source said Beijing was eager to resume the swap arrangement.
Kyodo News said on Tuesday a deal would be announced at a financial dialogue to be held in Beijing this month, but a Japanese finance ministry official said it was more likely that it would come at an upcoming Japan-China summit.
Tokyo is trying to arrange a meeting between Prime Minister Shinzo Abe and Chinese President Xi Jinping in October and wants to use the renewed swap agreement as a symbol of cooperation, Kyodo said, without citing sources.
The People’s Bank of China did not immediately respond to a faxed request for comment on Tuesday.
The swap was originally launched in March 2002 as part of multilateral currency swap lines known as the Chiang Mai Initiative, which was established in response to the Asian financial crisis in the late 1990s. — Reuters

Logitech bets on future of E-sports with $150 mouse

LOGITECH International SA unveiled a $150 black computer mouse designed with E-sports exclusively in mind, the clearest signal of the company’s bet on the competitive, flashy and fickle personal-computer gaming industry.
G PRO Wireless Gaming Mouse
Backed by megahits like Fortnite and competition mainstays like League of Legends and Overwatch, E-sports is at the vanguard of the resurgence in PC gaming. E-sports generated $1.5 billion in revenue last year, according to SuperData, which tracks the industry. Its popularity has also led Logitech’s expansion. Sales in the company’s gaming division increased 57% in the past year, making it Logitech’s fastest-growing and largest division.
The Swiss company spent more than two years, and consulted with over 50 professional gamers, to develop the new G PRO Wireless Gaming Mouse, according to Ujesh Desai, general manager of Logitech gaming. At 80 grams (2.82 ounces), it weighs less than a deck of cards, important for high-level gamers from whom speed is paramount.
“We dug in really deep in the area of E-sports, because we saw that it was quickly going to reach a tipping point and go mainstream,” Desai said.
The introduction Tuesday of the mouse is a remarkable reversal for Logitech’s gaming division. When Chief Executive Officer Bracken Darrell started five years ago there were about four employees left in Logitech’s gaming division. The old management had cut the division from about 125 people in a diversification effort.
“Logitech was a fantastic case of mismanagement” said Torsten Sauter, an analyst at Kepler Cheuvreux. “They really had market dominance in this space and they lost it. They are basically fighting themselves back in to the business, and I think they are doing super well.”
Darrell set out to rebuild the division because of what he saw as a potential demographic windfall. The generation with the highest proportion of E-sports consumers is still young, which means they’re only going to spend more over time, he said in an interview.
“The people who were there at the time didn’t see it,” Darrell said. “E-sports is going to keep growing. It’s blowing away numbers for every sport except the Super Bowl, Formula 1, and FIFA.”
PC gamers aren’t typical consumers. They care about things the normal computer user won’t care about, like the latency on a mouse or the switches in a keyboard’s keys. They care about the experience of opening a product, sometimes as much as they care about what’s inside the box.
So Logitech revamped its gaming line. The boxes were made sleeker. New switches went in the keyboard’s keys, and they developed new, faster wireless mouse technology. Last year they bought Astro Gaming, a popular maker of gaming headsets, for $85 million.
The company started sponsoring some of the biggest E-sports teams, like Team SoloMid, or TSM, and Darrell started attending major gaming championships. They have flown members of TSM to the company’s engineering center in Lausanne, Switzerland, to consult on design, said Andy Dinh, TSM’s owner.
The effort has paid off. Logitech’s gaming division’s sales more than tripled to $492 million in fiscal year 2018 from five years earlier. Today, the gaming division has more than 200 employees, according to Desai.
“Logitech has now positioned itself to exploit the success of E-sports,” said Tom Forte, an analyst at D.A. Davidson. — Bloomberg

TKC Metals plans to undertake equity restructuring

TKC METALS Corp. is planning to undertake an equity restructuring, after the Philippine Stock Exchange (PSE) found the company’s stockholders’ equity has been in the red since 2016 — making it eligible for possible delisting.
In a disclosure to the stock exchange, TKC said the exchange has directed the company to submit a detailed plan to bring stockholders’ equity back to positive. TKC’s equity stood at negative P170.3 million at end-2016, negative P898.72 million at end-2017, and negative P574.8 million by end-March 2018.
The PSE’s listing and disclosure rules mandate that companies with negative equity for three consecutive years must be delisted.
The listed steel manufacturer attributed the negative equity to the drop in steel prices since 2014, which effectively weighed on the company’s financials.
“The company was therefore constrained to reduce its operations for the past years. Steel prices have only recently started recovering. Furthermore, the lack of sufficient electric power in the Mindanao area severely hampered the continuous production of our main product line,” the company said.
With this, the company plans to undertake an equity restructuring program to bring back shareholders’ value while waiting for the steel market to recover.
Part of the equity restructuring program is the movement of shareholders’ advances made to subsidiary Treasure Steelworks Corp. (TSC) amounting to P2.6 billion. The shareholders will then assign account receivables from TSC to TKC as payment for their subscription to additional shares in TKC.
“This conversion of asset (account receivable) to equity shall be undertaken with the objective of matching current deficit with equity. Unsaddled by a deficit, TKC is expected to be able to focus on its operations to bring a turnabout to its profitability,” the company said.
The company then targets to increase its authorized capital stock by P2 billion. This will accommodate the P2.6 billion in advances the company gave to TSC.
Once the company completes the conversion of the shareholders’ advances to equity, TKC will be able to reverse its negative equity to P1.71 billion.
TKC targets to assign the shareholders’ accounts receivables to TKC by Sept. 3. The increase in authorized capital stock is expected to be approved by shareholders by Oct. 23, while the filing for registration at the Securities and Exchange Commission (SEC) is scheduled for Nov. 15.
The company then looks to list the shares following the increase in capital at the PSE after securing a nod from the SEC.
“Company management is hopeful that with its plan of equity restructuring, the diversification into Nickel Concentrate and the continuing improvement of the metals market worldwide, TKC will be able to recover and bring its stockholders’ equity back to positive,” the company said.
Shares in TKC dropped two centavos or 1.89% to close at P1.04 each on Wednesday. — Arra B. Francia

Allianz PNB looking to offer microinsurance products

By Karl Angelo N. Vidal, Reporter
ALLIANZ PNB Life Insurance, Inc. plans to venture into the microinsurance business to help narrow the country’s protection gap.
In an interview, Allianz PNB Chief Finance Officer Efren C. Caringal said the joint venture between German insurer Allianz SE and Lucio C. Tan-owned Philippine National Bank (PNB) is “aspiring” to launch microinsurance products in the country to help bridge the country’s protection gap or the amount of insurance needed to be protected from asset loss.
“Allianz is very big in microinsurance. I think we’re one of the biggest [globally], particularly in markets like Indonesia and India. Our aspiration is to be able to do that also in the Philippines,” Mr. Caringal told BusinessWorld in an event in Makati City last week.
The Allianz PNB official said there is a large potential to insure more Filipinos though microinsurance.
“One of our corporate advocacies is really on the financial inclusion. There is a large potential to insure more Filipinos…and Allianz is keen to contribute towards that goal,” Mr. Caringal added.
In a previous media briefing, Allianz PNB President and CEO Olaf Kliesow said the country’s protection gap amounts to P1.2 million per household.
Mr. Caringal noted that the planned microinsurance products cannot be launched as early as this year as it is still ironing out partnerships with digital platforms to expand its distribution network.
“Not this year. We’re reaching out to the lower income markets through the [digital] platforms. These platforms typically get access to the class C and D of our society,” Mr. Caringal said when asked when the insurer will start offering microinsurance products.
Allianz PNB is planning to partner with online platforms with a large customer base as part of its “digital by default” strategy.
“Going digital enables our agents to service clients better. It also enables our products and propositions to be accessed by customers at their convenience. It’s an enabler,” the insurer’s chief finance officer added.
Aside from this, Allianz PNB is also expanding its agency channel to achieve its target to hit 3,000 agents by 2020.
“Allianz entered the market two years ago. So far, we’ve on-boarded more than 600 agents. We’ve attracted young people in a short period.”
The German insurer completed the 51% acquisition of PNB Life Insurance, Inc., the life insurance arm of PNB, in June 2016.
According to latest Insurance Commission data, Allianz PNB was the twelfth-largest life insurer in terms of premium income with P5.3 billion as of end-2017.

More Bordeaux labels to discover — 2

CLOS FOURTET, previously known as Chateau Clos Fourtet or even its most archived name Camfourtet (Camp Fourtet), has been an original Premier Grand Cru Saint-Emilion classified wine since the Bordeaux right bank initial classification in the mid 1950s. Clos Fourtet was one of only 12 original Premiers Grand Cru Classés, and one of the eight Classe B in the first Saint-Emilion Grand Cru classification. Clos Fourtet has also been spared from any form of controversy brought about by the 2006 classification, which was eventually junked for the latest 2012 version.
Just like many of its Saint-Emilion neighbors, Clos Fourtet does not have huge vineyards, and in their case, around 19 hectares — slightly smaller than those of Chateau Cheval Blanc and Chateau Angelus. Personally, I am not as familiar with Clos Fourtet as I am with other Saint-Emilion Grand Cru Classe brands, but what really stands out for me with Clos Fourtet is its label. The label carries images of three gold medals in their upper portion. These are not stickers added from awards won in recent wines competitions, but a regular fixture on their label. The only other Saint-Emilion label with gold medals that I know of is the ultimate Saint-Emilion wine of all time, Chateau Cheval-Blanc, which has two medals in its label, found at both sides of the mid portion. I found out that the three gold medals in the Clos Fourtet label represented the gold medals bestowed upon the wine in 1867 and 1900 at the Paris International Exhibition (Exposition Universelle de Paris), and in 1895 at the Bordeaux National and International Exhibition. It was in 1918 that Clos Fourtet decided to add images of these medals on the label. Meanwhile, Chateau Cheval Blanc’s two medals on its label come from the 1862 London International Exhibition and the 1867 Paris International Exhibition. Note that the 1867 Paris Exhibition was on its second staging, and came after the first Paris International Exhibition in 1855 under the initiative of Emperor Napoleon III of the Imperial Government of France at that period. This was the same exhibition or exposition that launched the breakthrough “mother of all wine classifications,” the Bordeaux Grand Cru classification (of Médoc wines). Clos Fourtet has therefore very good company with this 1867 medal proudly displayed on the label.

SANDRINE ROCHE, Brand Ambassador of Clos Fourtet

Clos Fourtet had been with a well-known wine family, the Lurtons, since 1949, but the estate was sold by owners Andri and Lucien Lurton to office supplies businessman Philippe Cuvelier in 2001 to overcome the French government’s costly inheritance tax law. Since the takeover, the Cuveliers have invested on improving the estate, with conscious focus on organic and biodynamic vineyard management and wine making.
Sandrine Roche, Brand Ambassador of Clos Fourtet, was present at this Wine Story Wine Dinner (which I wrote about in my last column), and shared the spotlight with Ludovic Fradin, the commercial director of Chateau Smith-Haut Lafitte, taking turns talking about their respective wineries and wines.
Here below are my customary Tasting Notes:
• Chateau Smith-Haut Lafitte Blanc 2005 Pessac-Leognan — 90% sauvignon blanc, 5% sémillon, 5% sauvignon gris; “lovely delicate nose, peach, white petal, buttered corn, some mintiness, very round and crisp on the palate, with delicious citrusy flavors at the end”; absolutely amazing, it may actually be my favorite wine of the night despite the presence of other reds.
• Chateau Smith-Haut Lafitte Rouge 2012 Pessac-Leognan — 55% cabernet sauvignon, 40% merlot, 4% cabernet franc, 1% petit verdot; “violets, rose, ripe berries, on the lighter side, very quaffable, fresh and juicy on the finish”
• Chateau Smith-Haut Lafitte Rouge 2005 Pessac-Leognan (magnum) — 64% cabernet sauvignon, 30% merlot, 5% cabernet france, 1% petite verdot; “alluring nose, cassis, vanilla, peppery, supple texture with friendly tannins, silky long berry finish”
• Clos Fourtet 2008 Saint-Emilion Grand Cru Classe B — 83% merlot, 9% cabernet sauvignon, 8% cabernet france; “rustic, plumy, needs aeration, opens up after more time, still really young and rigid, loaded with black currant, some stemminess at the end”
• Clos Fourtet 1989 Saint-Emilion Grand Cru Classe B — 85% merlot, 10% cabernet sauvignon, 5% cabernet france; “figs, echoing berries, still racy, earthy, peppercorn, velvety texture, mineral notes and a lengthy ripe finish”
Bordeaux wines are admittedly a handful to learn, but for the true hedonist, there is no substitute for superb wines, and Bordeaux wines represent the best of the best. Wine Story can be an intelligent place to start unraveling the top drops of Bordeaux. Clos Fourtet and Chateau Smith-Haut Lafitte are definitely two sure-bet, legit “under the radar” Grand Cru wines to explore.
Clos Fourtet and Chateau Smith-Haut Lafitte wines from the above mentioned vintages are available in all Wine Story stores: Serendra in The Fort, Taguig City, ShangriLa Mall in Edsa Mandaluyong, and One Rockwell West Tower in Makati. You can also visit their website at www.winestory.com.ph.
The author has been a member of the Federation Internationale des Journalists et Ecrivains du Vin et des Spiritueux or FIJEV since 2010. For comments, inquiries, wine event coverage, and other wine-related concerns, e-mail the author at protegeinc@yahoo.com. He is also on Twitter at twitter.com/sherwinlao.

Get smart: Are you equipped for the next workplace revolution?

By Michael Ngan
AS MANY business leaders know, the workplace of today looks radically different than it used to be a mere five to 10 years ago. After all, today’s growth in technological capabilities, the exponential increase in computing power, and almost ubiquitous Internet connectivity, are changing the way employees and enterprises operate.
Organizations are already cognizant of the need to be digitally savvy to keep up with evolving employee and client demands. The need to undergo a digital transformation is at the forefront of many business leaders’ minds; in fact, 92% of businesses globally are already planning such workplace transformation initiatives.
To gain a competitive advantage and stay ahead of the trend, organizations need to go the extra mile – being merely ‘digital’ is old hat now. The conversation has shifted from the need to be digital, to the need to be Smart. Case in point: studies show that more than 50% of employees globally expect to be working in a Smart office in the next five years.
WELCOME TO THE AGE OF THE SMART OFFICE
Businesses keep bandying around the word ‘smart,’ but what does it really entail? A smart workplace champions enhancing productivity through collaboration, no matter where employees are located on the planet – primarily leveraging technology to do so. Businesses therefore need to invest in technology that can empower their workforce if they want to remain competitive and attract top talent.
However, being smart is not just innovation for innovation’s sake — truly smart business solutions aren’t about jumping on passing fads, they must address and solve the difficulties of legacy systems. A smart office is typified by having an integrated system of multiple devices and screens that work in tandem and do so intuitively, efficiently and securely, freeing up employees from technical struggles to focus on higher level tasks.
Having a smart workplace is increasingly important as it is key in driving intelligent collaboration and powering workforce mobility.
TEAMWORK MAKES THE DREAM WORK
Businesses navigating today’s digital world don’t just need to enable collaboration – they need intelligent collaboration to thrive. Smart offices help drive this, which can lead to a significant impact on an organization’s bottom line.
Enabling smarter meetings for more intelligent collaboration is one of the pillars of a future-ready workplace. Smart meeting room solutions ensure that meeting spaces are easy to use, whether participants are connecting locally or remotely. By enabling businesses to conduct simple yet efficient meetings, they provide a space for participants to be creative and focused on exchanging ideas, ultimately concluding meetings with results. In fact, three in five employees believe that technology will make face-to-face meetings obsolete[3].
Being smart also means having devices that are adaptable and respond accordingly to business’ unified communications platform of choice. In fact, businesses are already investing significant sums of money on collaboration technology. There will likely be a huge demand for conference room technology over the next two to three years, with companies expected to invest around US$100B on collaboration technology in 2020[4].
As such, it’s important to choose solutions where users can quickly connect and share simultaneously from any device, be it wired or wireless and regardless of location, especially with today’s mobile workforce.
JUST KEEP MOVING
With globalized talent flows and the power of cloud, the Smart workplace of today is not necessarily a physical space. Workplaces are more likely to be online, anytime, anywhere, and with anyone.
In its “Global Mobile Workforce Forecast Update 2016-2022,” research firm Strategy Analytics predicted that in the next four years, 1.87 billion people worldwide will be mobile employees, comprising 42.5% of the total global workforce. In Asia, the rise of technology and an increasingly younger talent pool mean that employers will soon see a larger number of mobile workers. Asia’s inaugural Youth Mobility Index 2018 found that, in order of ranking, Singapore, Hong Kong, Japan, Korea, and Taiwan lead when it comes to youth mobility. Hence, it is paramount to enable mobile productivity.
As organizations wade into the Smart era, much of the focus has been on applications and software. However, companies need to remember that hardware will also be key in enabling their Smart office evolution. After all, software and hardware go hand-in-hand; it’s counter-effective if organizations have the latest software solutions but lack the hardware to support them.
For example, keen on introducing Windows Hello for face authentication? This will require a camera specially configured for near infrared (IR) imaging to authenticate and unlock the device.
In other words, businesses should prioritize procuring the right computing devices. To get the most out of mobility, businesses need to invest in endpoint devices that enable flexibility, connectivity, and security without compromising performance.
LAYING THE BUILDING BLOCKS OF A FUTURE-READY WORKPLACE
A good workplace transformation strategy should not only meet the requirements of the entire workforce but also ensure that IT is not burdened. Two focus areas for businesses should be:

• Workplace optimization: This covers everything, from endpoint devices to collaboration tools and meeting spaces

• Downtime reduction: With the right devices, security, software, and support service, minimal end-user downtime results in a happier, more engaged and ultimately more productive workforce.

Employees are already looking ahead; almost half (46%) of today’s workforce is looking to Augmented or Virtual Reality (AR/VR) technologies to perform better in the workplace[5]. It is likely that businesses will very soon see AR/VR being used to collaborate on projects or attend meetings remotely.
Machine learning can also be used to intelligently address employees’ needs. Imagine working in an office where lights can brighten or dim in anticipation of employees’ schedules, and voice assistants in conference rooms react to ongoing discussions to take more intelligent notes, arrange future meetings, or send task reminders on the spot.
Today, technology such as Intel Optane memory can already adapt to users’ working patterns and identify how to provide higher performance without compromising storage capacity. This results in faster applications — think running multiple presentation decks without crashing or large media files playing smoothly — and laptops that are more responsive to everyday tasks, accelerating productivity gains.
For now, start by understanding what direction the organization wants to move in and work out the infrastructure needs. Then, find a technology partner that can provide end-to-end services to help navigate both the solutions and services required to scale the business to greater heights.
Are you ready to kick off your workplace transformation?
 
Michael Ngan is Lenovo Philippines’ country general manager.

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