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勞工及福利局局長出席「保良局１３５周年關愛同遊迪士尼樂園」總結儀式致辭（只有中文）＊＊＊＊＊＊＊＊＊＊＊＊＊＊＊＊＊＊＊＊＊＊＊＊＊＊＊＊＊＊　　以下是勞工及福利局局長張建宗今日（十二月二十九日）出席「保良局135周年關愛同遊迪士尼樂園」總結儀式的致辭全文：鄭主席（保良局主席鄭錦鐘博士）、朱總理（保良局總理朱文忠）、何先生（沙田區議會主席何厚祥）：　　大家好。　　我非常高興今天能夠出席這個別具意義的總結儀式。自一八七八年成立至今，迷你倉保良局陪伴香港已經超過一又四分一個世紀。在此期間，保良局一直竭誠為香港市民提供優質、專業以及多元化的福利、教育及文康服務，受惠人士遍及社會各個階層。　　「關愛同遊迪士尼樂園」這活動，正是紀念保良局踏入135周年的一個慶祝活動。在迪士尼樂園的慷慨支持之下，這次活動得以免費招待總共2 600位來自基層家庭的人士，和65歲或以上的長者暢遊樂園，讓大家舒展身心和享受親子樂。　　特區政府一直致力建立一個關愛的社會，在本財政年度政府用於社會福利、教育及醫療服務這三個與民生息息相關政策組別的經常開支，接近1,700億元，佔政府整體經常開支六成。其中，用於社會福利的經常開支為557億元，比二○一二至一三年度的428億元，增加了30.5%。　　現屆政府的施政重點是鼓勵自力更生，照顧有需要而不能自助的群體，以及讓社會各階層分享經濟成果。我自存倉於今年九月公布「貧窮線」，顯示特區政府改善貧窮問題的決心，並透過深入分析貧窮住戶人口特徵以及貧窮成因，協助制定有效的扶貧政策。其中，我們希望在未來的日子，能夠提出具體措施，幫助在職貧窮戶，特別是有兒童及學生的住戶；以鼓勵自力更生的就業支援為重點，並為住戶內的青少年提供援助，增加上游動力，減低跨代貧窮問題。　　此外，政府近年亦在各項長者服務上投放大量資源。在本財政年度，獎券基金會撥出約九億元，在未來六年分階段改善全港多達237間長者地區中心、鄰舍中心及活動中心的內部環境和設施。藉�現代化長者中心設施，鼓勵長者多些參與社區活動，多做運動和終身學習，促進長者身心健康，為社區安老做好配套設施。　　政府提倡「以居家安老為本」的安老服務政策方針，盡量幫助長者留在熟悉的社區，與家人樂敘天倫。我們以「錢跟人走」的嶄新資助模式，發出1 200張服務券直接資助合資格長者選用適合他們需要的社區照顧服務。計劃有助鼓勵不同類型的服務機構加入市場，推動發展多元的長者社區照顧服務業，支援長者「居家安老」。　　過去135年來，保良局一直與政府攜手並肩，為構建一個關愛共融的社會而努力。展望將來，我深信保良局一定會繼續成為社會上有需要一群的堅實夥伴。在此，我祝願保良局會務興隆，各位朋友身心健康，新年進步，暢遊樂園愉快！多謝各位。完２０１３年１２月２９日（星期日）香港時間１０時２５分迷你倉

旅遊局推出《論區行賞》四條旅遊步行路線，讓遊客按個人喜好選擇行程，分流旺區人流。迷利倉

【本報消息】近年本澳致力推動經濟適度多元化。統計局昨公佈一二年澳門產業結構，迷利倉一二年經濟平穩增長，行業增加值總額、中間消耗及僱員報酬按年分別上升17.0%、10.2%及17.3%。其中，博彩業增加值總額、中間消耗及僱員報酬分別上升18.5%、7.4%及16.3%；周邊行業如批發及零售業（+23.6%）和酒店及飲食業（+16.1%）增加值總額錄得理想升幅。旅遊博彩主導澳門經濟的同時，亦帶動其他行業增長，如不動產業務、建築、銀行等增加值總額分別上升24.9%、13.0%及14.8%。增非博彩可保優勢學者表示，雖然中央依然對港澳加以照顧，關鍵時刻均會“送大禮”，但長遠不會因為港澳而不顧內地各省市發展。本澳要維持自身優勢，必須加快推動適度多元，才可維持區域競爭力。澳門發展路向已很明確，中央過去數年多次開腔，澳門必須加快推動產業適度多元化。縱使近年有多個新項目落成，中央依然感到力度不足，強調產業不能再維持單一。六博企在路�尚有大型項目未開，未來定位必須加強非博彩元素，推動經濟適度多元，才可維持區域競爭力。站在前線的博企“春江水暖鴨先知”，定位上有所洞悉，銀河二期非博彩元素明顯較博彩多。統計局指出，企業成本迷你倉經營費用控制得宜，行業增加值總額佔生產總額百分比由一一年的43.1%增加至一二年的44.6%；另一方面，經濟發展及人力資源短缺推動僱員報酬按年上升17.3%，僱員報酬佔增加值總額百分比按年增加0.1個百分點，至31.1%。第三產業佔逾九成產業結構變化方面，第二產業增加值總額增加13.3%，升幅低於經濟增長水平，佔本地生產總值的比重為6.2%，按年減少0.2個百分點。其中製造業、水電及氣體生產供應業比重分別為0.7%及0.8%，按年變動輕微；建築業比重回落0.2個百分點，為4.7%。第三產業增加值總額按年增加17.2%，佔本地生產總值比重由一一年的93.6%上升至一二年的93.8%，按年增加0.2個百分點。其中博彩業（佔45.9%）、酒店及飲食業（7.8%）和批發及零售業（7.7%）增加值總額佔本地生產總值比重合共為61.5%。此外，不動產業務因樓宇價格上升，行業增加值總額急增，佔本地生產總值比重按年上升0.5個百分點，達7.1%。其他行業如運輸、倉儲及通訊業；租賃及向企業提供服務和銀行；保險及退休金增加值總額雖然上升，由於升幅低於經濟增長水平，行業比重按年分別下跌0.3、0.3及0.1個百分點。自存倉

HOLLYWOOD BEACH, Fla.迷你倉最平, Dec. 27, 2013 /PRNewswire/ -- Moses Bensusan, developer of Costa Hollywood Condominium Resort in Hollywood Beach, announced today the addition of Michael Capponi, a Miami-based construction mogul and hospitality industry savant, to the development team. Capponi - regarded as a South Beach pioneer with a distinguished record of creating highly coveted in-demand hospitality ventures, real estate projects and destinations - will play a key role in the branding, sales, marketing and development of strategic partnerships for Costa Hollywood. He will also help curate more than five restaurants, lounges and high-end retail encompassing the ground floor of the oceanfront development's Hollywood Beach Village location.(Photo: photos.prnewswire.com/prnh/20131227/CL38685)"Costa Hollywood is the vanguard for a 'new-look' City of Hollywood Beach, one that offers a trendy, luxury lifestyle experience without sacrificing family friendly sensibility," said Moses Bensusan, developer of Costa Hollywood and CEO of Liberty Grand, LLC. "Michael knows the 'secret sauce' as he calls it - ambience, energy, big name people - required to create a new in scene. We couldn't be more thrilled to have him as a partner in this project and in the transformation of this beautiful city."Prior to his involvement with Costa Hollywood, Capponi established a name for himself in the early '90s on Miami Beach. After helping spawn nightlife on the now iconic South Beach, he became famous for promoting venues such as Warsaw, Amnesia, B.E.D. and LIV. In 2004, Capponi joined forces with Gregg Covin and architect Chad Oppenheim to create Ten Museum Park, a 50-story 200-unit crystalline structure in Downtown Miami. In January 2010, following a visit to earthquake-stricken Haiti, the nightlife impresario turned humanitarian launched a tourism enhancement project in the quaint southern coast town of Jacmel, during which he collaborated alongside designer Donna Karan and tennis star Venus Williams."I see Hollywood Beach Village as the new 'South Beach' entertainment district for this zone. There are more than 200,000 people between Aventura, Golden Beach and Hollywood that will be thrilled to see the changing landscape," says Capponi. "The key ingredients are in place for Hollywood Beach to experience a boom not unlike Brickell experienced in the '70s. Start with the foundation, a beachfront address with a world-famous boardwalk; add modern, exciting development迷你倉 in Costa Hollywood, Margaritaville Hotel, and H3 at Hollywood Station; the relocation of Invicta Watch corporate headquarters brings a splash of big business; top that with improvements to infrastructure such as the State Road 7 roadway project and the new Port Everglades intermodal container transfer facility, and the end result is a powerful cocktail."Designed as an urban beachfront oasis by project director Paula Villabonna and architect Hamed Rodriguez, Costa Hollywood will rise six stories to feature 307 fully furnished turnkey "smart units" available in studio, one- and two- bedroom formats. Priced from $250,000 to $800,000, units range from 400-square-feet to 1,500-square feet with terraces that offer views of the Atlantic Ocean and Intracoastal Waterway.All units will feature luxury furnishings styled by MV Architecture & Interior Design, energy-efficient appliances, and Apple's state-of-the-art smartphone compatible home system, which includes a menu of interactive features such as housekeeping service requests, in-room dining, spa reservations, electronic concierge, in-room TV, and video on demand.First-class amenities include a rooftop infinity pool and romantic courtyard, entertainment lounge area and an on-site holistic spa and gym, optional butler service, an automated valet parking system, and on-site retail and fine dining.The Sales Gallery is located at 201 North Ocean Drive, Hollywood Beach, Florida. For more information, visit .costahollywood.com or call 954.239.8383.About Costa Hollywood Condo Resort at Hollywood Beach Village Located at 777 North Ocean Drive, Hollywood Beach, Florida, Costa Hollywood Condo Resort at Hollywood Beach Village is a luxury resort and high-end retail-shopping district slated for completion Spring 2015. The property will feature 307 fully furnished turn-key "smart units," including studios and one- and two- bedrooms ranging from 400-square feet to 1,500-square feet with terraces and views of the ocean and intracoastal; a rooftop infinity pool and romantic courtyard; entertainment lounge area and an on-site holistic spa and gym as well as boutiques and restaurants within arm's reach. For more information please visit .costahollywood.com.Photo: photos.prnewswire.com/prnh/20131227/CL38685PRN Photo Desk, photodesk@prnewswire.comCosta Hollywood Condo Resort at Hollywood Beach VillageCONTACT: Omar DeWindt, 3A/Worldwide, 305.362.6500 ext. 323,omar@3aworldwide.comWeb site: .costahollywood.com/mini storage

12月26日至27日，self storage全區經濟暨城鎮化工作會議在南寧舉行。自治區黨委書記、自治區人大常委會主任彭清華在會上作重要講話。本報記者 劉 宇/攝 本報南寧訊 （記者/黎攀 羅猛）12月26日至27日，全區經濟暨城鎮化工作會議在南寧舉行。會議深入學習貫徹黨的十八大、十八屆二中和三中全會、中央經濟工作會議、中央城鎮化工作會議精神，總結今年經濟工作，部署明年經濟工作和新型城鎮化建設，強調進一步釋放改革這個最大的紅利，進一步激發城鎮化這個最大的內需潛力，進一步強化創新驅動這個最大的引擎，為實現“兩個建成”目標作出新的更大貢獻。自治區黨委書記、自治區人大常委會主任彭清華，自治區主席陳武分別在會上作重要講話。會議學習傳達了中央經濟工作會議、中央城鎮化工作會議精神，要求深刻領會和全面把握兩個會議提出的新思想、新理念、新要求、新舉措，作為推進我區經濟發展和新型城鎮化建設的重要指針，切實把思想行動統一到中央的決策部署上來，不折不扣貫徹落實到實際工作中去。會議充分肯定今年我區經濟工作取得的成績。預計2013年我區地區生產總值增長10.3%左右，財政收入增長10.5%左右，糧食總產量創8年來新高，規模以上工業增加值增長12.9%左右，城鎮居民人均可支配收入和農民人均純收入分別增長9%和12%。經濟社會發展穩中有進、穩中提質、穩中向好，各項民生事業取得新成效。這些成績來之不易，一定要倍加珍惜，進一步鞏固發展。會議對明年經濟發展面臨的嚴峻複雜形勢和新的重大機遇作出了科學分析判斷，提出明年我區經濟工作的總體要求是：全面貫徹落實黨的十八大、十八屆二中和三中全會、中央經濟工作會議以及自治區黨委十屆四次全會精神，堅持穩中求進工作總基調，把改革創新擴大開放貫穿經濟社會發展的各個領域各個環節，加快轉方式、調結構，切實提高經濟發展的質量和效益，以“兩個建成”為目標，以科學發展和改善民生為引領，強產業、夯基礎、促旅遊、重非公、興教育，推進新型城鎮化建設，加強生態建設和環境保護，促進全區經濟持續健康較快發展和社會和諧穩定。會議強調，明年全區經濟工作必須把握好六個重點問題。一、努力保持一個有質量效益的合理的發展速度。加快發展仍是我區首要的根本任務。要切實把機遇優勢轉化為發展優勢、經濟優勢，既要有“穩”的底線，更要有“進”的意識和精神狀態，只要是實實在在、沒有水分，能夠增加就業和居民收入、提高經濟質量和效益的速度，只要是有條件的地方和符合國家產業結構調整要求的行業、企業，能快就不要慢，努力保持一個高于全國平均水平的發展速度，不斷縮小與發達地區之間的差距。二、下大力氣做好調整產業結構的文章。做好這篇大文章，前提是做大總量，關鍵是盤活存量，根本在調優增量。要按照中央經濟工作會議明確的產業結構調整三大主攻方向，切實抓好“三農”工作，做大做強做優工業，高度重視發展現代服務業，突出發展旅遊業。一方面要用好市場這只“看不見的手”，充分發揮市場在資源配置中的決定性作用。另一方面要用好政府這只“看得見的手”，更好地為市場主體和產業結構調整服務。三、進一步提升開放型經濟發展水平。廣西後發展欠發達，主要差距在於開放度不足；廣西要實現跨越發展，根本出路在於擴大開放、強化合作。實施開放帶動戰略，積極參與共建21世紀海上絲綢之路和打造中國-東盟自貿區升級版工作，著力用好沿邊金融綜合改革試驗區、跨境經濟合作區等重大平台，加快建設面向西南中南地區開放合作的綜合交通運輸體系，進一步完善沿海沿江沿邊和內陸有機聯繫、相互促進的全方位開放新格局。四、全力打好扶貧開發攻堅戰。堅持一切從貧困地區實際情況出發，科學規劃、因地制宜、抓住重點，調整完善扶貧工作思路，不斷提高扶貧工作的精准性、有效性、持續性。把提高扶貧對象生活水平作為衡量貧困地區領導幹部政績的主要考核指標，建立健全扶貧開發長效機制。五、努力取得新一輪全面深化改革的良好開局。要堅決打贏全面深化改革第一仗，選准金融體制、開放合作體制、農村綜合體制、行政審批制度等突破口，加大攻堅克難力度，努力在重點領域和關鍵環節改革上取得新突破。堅持區分情況、分類推進的方法論，牢牢把握全面深化改革的主導權主動權。順應人民群�的新期待新要求，抓緊推出一批群�看得見、摸得著、得實惠的改革舉措，力求謀一件、幹一件、成一件，以改革實效迷你倉信于民。六、樹立正確的發展觀政績觀。堅決糾正政績評價“唯GDP”的傾向，加快完善政績考核制度，準確考核科學發展、全面發展的成效。各級領導幹部要樹立“功成不必在我”的思想境界，牢記打基礎利長遠是最值得稱道的政績，老百姓滿意是最值得自豪的政績，保護好青山綠水是最值得肯定的政績，不貪一時之功，不圖一時之名，扎扎實實幹出經得起實踐、人民、歷史檢驗的政績。會議指出，經濟工作千頭萬緒，要以抓發展和民生為引領，把各項重大舉措落到實處。加快產業發展和轉型升級，大力推進工業強桂戰略，加大強農惠農富農政策力度，加快旅遊等現代服務業發展，做大做強商貿業。夯實交通和能源基礎，重點抓好“通、暢、聯”工作，提高能源保障能力。實施“雙核驅動”戰略，提升北部灣經濟區開放開發水平，�動建設國家即將批准的珠江-西江經濟帶發展規劃，加快桂西資源富集區開發發展。深入落實全區非公有制經濟發展大會的部署，實現非公有制經濟跨越發展。（下轉第二版）（上接第一版）集中力量抓好教育、就業、社會保障、文化、衛生等重大民生領域建設，繼續實施為民辦實事工程，深入開展“美麗廣西·清潔鄉村”活動。根據中央城鎮化工作會議精神，結合我區實際，會議討論了《廣西新型城鎮化發展規劃思路》，對今後一個時期推進我區新型城鎮化作出了全面部署。一要科學把握我區新型城鎮化發展的歷史機遇、主要目標和戰略路徑。推進新型城鎮化是實現“兩個建成”目標的戰略舉措。要牢牢把握新型城鎮化的新趨勢新要求，努力走出一條以人為本、集約高效、綠色發展、四化同步、城鄉一體、多元特色的新型城鎮化道路。二要樹立以人為核心的新型城鎮化理念。有序推進農業轉移人口市民化，努力實現城鎮常住人口基本公共服務全覆蓋，積極推動農業轉移人口真正融入城市，讓農民進得來、留得下、過得好、有尊嚴，使城鎮真正成為老百姓的安居之處、樂業之地。三要優化城鎮布局，增強中心城市輻射帶動作用。堅持“兩條腿”走路，構建科學的城鎮體系。重點做大北部灣城市群，著力構建四大城鎮群格局。加快完善城鎮功能，實現城鎮化發展由粗放型向集約型轉變。四要實施大縣城戰略。突出做大縣城，加快培育中小城市，有重點地發展小城鎮，加快縣域城鎮化步伐，努力構建由縣級中等城市、小城市、特色縣城和經濟強鎮為骨幹的縣域城鎮體系，走出一條富有廣西特色的就近就地城鎮化新路子。五要推進產城融合，增強新型城鎮化產業支撐。切實解決城鎮化過程中產業空心化的問題，堅持城鎮建設和產業發展兩手抓，著力推進城鎮化與工業化、信息化、農業現代化同步發展，加強產業園區和城市新區融合發展。六要突出特色，打造魅力城鎮。切實在城鎮特色上下功夫，著力打造具有歷史記憶、地域特色、民族特點的個性城鎮、特色城鎮、魅力城鎮。要突出“三沿”特色，打造個性名片；突出民族特色，彰顯特有神韻；突出文化特色，塑造城鎮靈魂；突出生態特色，打造綠色品牌。七要努力提高城鎮規劃建設管理水平。堅持富規劃、窮建設、強管理，牢牢抓住規劃這個龍頭，著力破解城鎮建設資金緊缺的難題，著力構建城鎮治理體系，使我區城鎮化轉入質量與速度同步、以提高質量為主的轉型發展軌道。會議指出，明年經濟工作的目標任務已經明確，今後一個時期推進新型城鎮化的總體思路和戰略路徑已經明晰，關鍵在於抓好落實。要切實提高各級領導幹部駕馭複雜經濟形勢的能力，提高運用市場手段做好經濟工作的本領，切實做到用科學態度、先進理念、專業知識來規劃建設管理城鎮，努力成為行家里手。要以良好的作風確保實現各項目標任務，切實抓好第二批黨的群�路線教育實踐活動。會議強調，時值歲末年初，各級黨委、政府要統籌兼顧，及早做好明年工作的謀劃。切實抓好今冬明春農業生產和市場供應，安排好困難群�的生產生活。進一步加強安全生產和食品安全、交通安全、消防安全工作，維護社會和諧穩定。妥善安排好群�的春節出行、返鄉農民工回家過年的交通保障等工作。嚴格遵守中央和自治區有關厲行節約、反對浪費的各項規定，過一個平安、節儉、歡樂、祥和的“兩節”。危朝安、龍義和、沈北海、溫卡華、石生龍、黃道偉、林念修、余遠輝、周新建、範曉莉、王小東，自治區人大、政府、政協領導班子成員，自治區高級人民法院、自治區人民檢察院負責人，各市縣黨政主要負責人，區直、中直駐桂有關單位及自治區管理的國有大中型企業主要負責人出席會議。迷你倉西貢

Mothercare's CEO, Simon Calver, aims to parlay the international British brand into a truly global enterprise.儲存倉 By Joyce HooiSIMON Calver is bracing himself for next year. He has plenty to preoccupy himself with, what with being Mothercare's turnaround man and a new father to two small children. But what he is steeling himself for, however, is his birthday."It's my 50th, next year, so I've got to just be brave," he tells The Business Times, grimacing slightly at the prospect of the looming semi-centennial milestone.Mr Calver has no reason for any apprehension, for even before joining the British maternity and children's merchandise chain, he has done just about everything that a man in suit can hope to do in a lifetime.Having practically been born into retail, the Englishman has had a head start."My grandfather set up supermarkets and my brother was born above one of the supermarket shops, and for the first 16 to 17 years of our lives, we were stocking shelves, merchandising, working on the tills. It's probably the best retail training that you can have, when it's your own family business," he explains.The youngest of three boys, he spent his early years in Gloucester literally trying to pull his own weight. "My father said that we were no use in the business until we could carry a sack of potatoes, (which was) about 25 kilos or something like that. So at the age of 10 or 11, you desperately try to drag a sack of potatoes around," Mr Calver says, smiling at the memory.After stints at the big boys of retail - Unilever and PepsiCo - he branched out into technology, first with Dell, and went on to become CEO of a venture called LOVEFiLM in 2005. Europe's answer to Netflix, LOVEFiLM hit startup jackpot when it was bought out by Amazon in 2011. This deal was estimated by some to have valued LOVEFiLM at ¢G200 million (S$415 million).Fateful tryst along the aislesThe buyout would partially pave the way for Mr Calver to join Mothercare and return to his retail roots, for about the same time, the group hit the skids in a very public manner.In 2011, the beleaguered company issued a series of profit warnings as parents tightened up their purse strings and Mothercare's UK stores were the worse off for it, dragging down the group's bottom line. That year, the company joined the ranks of High Street retailers targeted by short sellers.Towards the end of 2011, the bell tolled for its then-CEO, Ben Gordon, who left Mothercare by "mutual consent" after nine years with the group.Fatefully, at the same time that Mothercare's corporate office was looking for a new CEO, Mr Calver was bewilderedly wandering the aisles of one of its stores.This is Monty's fault, Mr Calver will have you know. It is a weighty accusation to level at his baby boy who was only three months old then, but history is what it is."I was sent out to get some baby clothes and where else would I go, but Mothercare. I was walking around and I struggled to find what I needed. So I went home and tried online, and again, it didn't work as seamlessly as I thought it would," he says. "This was a brand that is one of the best globally. It had amazing customer loyalty and yet wasn't delivering the experience that I wanted."At this stage, any other man would have thrown up his hands and sent the wife out for the baby clothes instead. Mr Calver, however, turned a thwarted shopping expedition into a new career."I heard about the changes going on, and I thought, this is a business I want to be involved in. So I sent a note to the people who were doing the search for the new CEO, and I said, 'You've got my next job'. And they said, 'What's that?' And I said, 'Chief executive of Mothercare,' " Mr Calvers recalls.His background, which ran the gamut of retail, marketing and online ventures, was enough to convince the Mothercare board, and by April 2012, Mr Calver was hired.That, however, was when the real work began. Once at Mothercare, he put in place a three-year turnaround plan that involved cost-cutting, store-closing and a fundamental rethink of how the business should view itself. "At that stage, we had about 311 stores (in the UK), there were about 111 or so that weren't profitable. So we set ourselves a target of getting to 200 stores," Mr Calver says.Eighteen months into the job, he had brought the number of UK stores down to 237. "The UK, when I first arrived, lost ¢G25 million. We estimated that there was about ¢G15-20 million of cost savings we could take out and about ¢G13 million of losses that we had in unprofitable stores. So if we fixed those over three years, we could improve the profitability of the UK (business)," he explains.The biggest change, but perhaps the one that was the most intangible, was going from being an international firm to a global one. There is a world of a difference between the two, Mr Calver believes.A cohesive whole"An international business means you happen to have some markets internationally... but to become a global business, you need to think about your customers, partners and markets in a very different way. You need to develop things once for your global market as opposed to developing it twice for (the) UK and international markets," he says."It's a subtle difference but it means a lot in terms of the type of people you recruit, the way you structure and think about the business. We've been international for many years; we're now in a transition to becoming global."One of the reasons Mothercare floundered before Mr Calver's arrival is related to this ability to think of the group's global sprawl as a cohesive whole.In contemplating how Mothercare had reached the state it was in two years ago, Mr Calver says: "The same people were doing international and UK, and as international grew, they turned their focus towards international rather than the UK. It was just about focus and execution."Now, Mr Calver迷你倉最平s turnaround has begun to show up in the numbers. For its latest half-year earnings announced last month, Mothercare raked in the first half-year underlying profit that it has seen since the financial year of 2010/2011.While its UK stores' like-for-like sales growth had languished in negative territory since before Mr Calver's arrival, the decline has at least slowed down from -3.4 per cent a year ago to -1.4 per cent in the last period."We're not positive yet, but we're moving towards that direction," he says.Just as Mr Calver's firstborn, Monty, had a pivotal role in his decision to join Mothercare, his second child, Nieve, has had one small, chubby hand in the group's product development."Recently, we launched a range of feeding bottles called Innosense. Nieve was just born at the time. She doesn't know that she was a guinea pig, but I used Nieve to test the product and she loved it," he says."I was able to tell the team that this is what's working well and this is what we should change. I can speak passionately as someone who's stood there at 3 o'clock at night with a bottle in my hand, trying to feed the baby."Being a relatively new father, Mr Calver is himself the ideal target market of one, which came in handy during a visit to a pushchair supplier in China a year ago."I was walking around the factory, speaking to them and I saw a product and offered to demo it... it was exactly the product that I would have loved to have had when Monty was born. It was a flat bassinet as well as a pushchair and you could change (it to be) front and rear-facing, (with) a car seat," he says.There and then, Mr Calver did an exclusive worldwide deal with the supplier for the pushchair and five months later, the Xpedior pushchair was in stores."It's now probably one of our fastest-selling pushchairs," he says.While the group's retail role might be clear, the brand occupies a special niche in the consumer landscape, given its close association with one of the most sentimental and meaningful of life events."We have some examples in the UK where store colleagues have become godparents to children of customers because they've built a relationship and a friendship with them," Mr Calver reveals."It's very different from a lot of retail stories and the High Street. One of the most important things we can do is care for our customers like no other retailer I've met."For all the attention being paid to Mothercare's UK operations, it is easy to see why its international markets have long overshadowed the domestic end.Examined side by side, the group's UK and international markets form a study in contrasts. For the first half of its financial year ended October 12, underlying losses for the UK operations stood at ¢G14.9 million, 12 per cent less than the losses sustained a year ago.Its international businesses, however, carried on like gangbusters, gaining 13.5 per cent to ¢G25.2 million, helped along by a net 87 stores opening up in that period. Now, stores outside the UK account for about 60 per cent of space and worldwide network sales.As Mothercare moves into 2014, it will expand its global presence at the same time."We have fewer than 50 stores in China at the moment. If you consider the number of Chinese babies there are out there, we're just scratching the surface. We would expect to double our storebase in China in the next 12 months," Mr Calver says.Even in Singapore, where the populace is not renowned for its fecundity, there is room for expansion.Pang Kim Hin, the chairman of Mothercare (S) Pte Ltd, told BT: "Our next focus is quite a fair bit of trying to expand existing stores in Singapore, especially the ones which are very successful for us. We're in the midst of negotiations now, and we will expand two of our stores."Elsewhere, in markets such as the Middle East, the same expansion strategy is slated to unfold. "Where before a smaller store, 3,000, 4,000 square feet would have been big enough, now it's 6,000, 8,000, 12,000 square feet. So stores are getting bigger as people are looking for more things to shop for," Mr Calver says.Revamped platformEven as Mothercare stacks up the bricks and mortar, its online presence is taking shape. Last year, the chain launched a new website. "The one that we had wasn't really providing the service that we need for customers," Mr Calver says."Now, many customers shop with us in a way that they didn't before. They're shopping online, using their phones to showroom, to look at products in stores before they buy. There're a lot of changes going on and we need to ensure that this is a business ready to cope with those changes and be absolutely on our game."So far, the numbers bode well for the new revamped platform, with online sales for the UK seeing double-digit growth.In keeping with Mr Calver's Web 2.0 background, he also maintains a Twitter account under the handle @Simonformums, through which he responds to customers, retweets customers' photos and posts updates on the brand."I have a few followers (he had almost 600 at last count). I'm not an international celebrity or rock star. It's a great way to get feedback and interact with customers," Mr Calver says."So, watch this space. There'll be more coming."Mr Calver might turn 50 next year, but if Mothercare continues on its present course, he will have more than his birthday to celebrate.joyceh@sph.com.sgSIMON CALVERChief Executive Officer, Mothercare plcBorn July 19641985-1988 Graduate trainee, Lever Brothers1988-1991 Senior Associate, Deloitte Consulting1995-1998 Vice-President and General Manager, Pepsi Cola UK & Ireland1998-2000 Vice President International sales operations, Pepsi Cola International2000-2003 Vice-President and General Manager, Dell Inc2003-2005 Chief Operating Officer, Riverdeep PLC2005-2012 Chief Executive, LOVEFiLM International Ltd2012-present Chief Executive Officer, Mothercare plc迷你倉

　　本報記者 孫燕　　春運買票難，迷你倉西貢最難當屬買火車票，特別是與民工流相同方向的火車票，則是難上加難。據說，在一票難求的春運期間，最感人的表白不是“我愛你”，而是“我給你買票。”　　今天，鐵路春運車票開始通過網絡、手機客戶端、電話銷售。　　春運票怎麼買？放票第一時間前，請先在電腦邊守好。　　全國高鐵動車組車票（C、D、G字頭列車）起售時間均為11:00；其他列車新票：杭州直屬站（杭州、杭州東站）起售時間為10:00。　　網絡、手機客戶端、電話的預售期為20天（含當日），代售點預售期為18天（含當日）；杭州站、杭州東站售票窗口預售期為3天。因此，建議大家優先選擇網絡或者電話訂票。　　今天，就可以訂到春運首日1月16日的火車票。你準備好了嗎？　　本報特此奉上一份鐵路春運購票攻略，希望對你有幫助。　　技巧一：網絡、手機、電話，多管齊下　　在你嘗試通過網絡、手機客戶端、電話其中一種購票方式失敗後，不妨轉戰另一種方法。　　雖然幾種方式的起售時間相同，但是各有各的特點。　　網絡訂票有付款時間限制，超過付款時間，預訂會被取消，車票會重新納入系統供他人預定。　　電話訂票也是有保留時間的，不少人因為錯過了取票時間而被取消了訂單。　　這些時候，就是你撿漏的最佳時機。　　另外，電話訂票已實現火車票全國通取，通過電話預訂車票的，可憑訂票時乘車人有效身份證件，到全國任一車站窗口或代售點換取已訂車票。　　技巧二：臨客車次，車票相對寬迷你倉將軍澳　　2014年春運加開的臨時客運列車車票已經開始發售，而且比網絡、手機客戶端、電話的預售期要早5天。　　之前，大家對臨客的印象是綠皮慢車，但近年來，臨客不再是清一色的慢車，其中不乏有高鐵、動車的身影。所以，千萬不要忽視了臨客的存在，高鐵、動車、特快、快速列車都已經加入了臨客的隊伍中。　　而且，鐵路部門可能會不定期地加開一些臨客車次。因此，請在買票的非常時期，多多上網，刷刷車票。在你首選的正常班次列車售罄時，不妨關注新增的臨客車票。　　技巧三：找個最合適的中轉站，曲線回家　　今年，杭州東站投入運營，加上年末杭州深圳、杭州沈陽等動車線路通車，高鐵、動車的運力大增。買不到車票的時候，不妨可以考慮高鐵、動車進行中轉。　　去西南地區的，金華西、鷹潭、株洲、向塘、武漢都是主要中轉站，去西北地區的可以考慮在鄭州、西安、蘭州等大城市中轉。　　買不到杭州直達目的地的車票，可以利用這些中轉站進行中轉。　　另外，本報曾介紹過其他兩種比較實用的購票技巧，一種是買始發站上車的車票，在中途站上車，例如杭州到深圳沒有車票了，你可以選擇上海到深圳，因為上海是始發站，鐵路放出的車票會比從杭州出發的多，但你依然可以從杭州上車出發；　　另一種則是買到更遠的車站，提前下車，比如想到廈門，但是杭州到廈門的車票已經賣完了，不妨可以買杭州到深圳的車票，依然在廈門下車。　　不過需要注意的是，這兩種方式，需要多花一些錢，因為提前下車、中途上車都不退差價。迷你倉尖沙咀

☉記者 金蘋蘋 ○編輯 于勇日前，迷你倉一則銀行理財產品可在交易所開設證券賬戶的消息，讓關注銀行理財入市的人們依稀看到了一絲曙光。雖然不能立即給在低迷行情中震蕩徘徊的A股市場帶來利好，但銀行業內人士指出，擴大銀行理財資金投資範圍已成事實，未來銀行理財資金直接入市或成事實。投資範圍再拓寬日前，中國證券登記結算公司發佈《關於商業銀行理財產品開立證券賬戶有關事項的通知》（以下簡稱《通知》）指出，每個商業銀行理財產品可以在滬、深交易所市場各開立一個證券賬戶；商業銀行理財產品在開戶時應出具承諾函。承諾所開立的證券賬戶僅用于參與證券交易所標準化債券、信貸資產支持證券、優先股等固定收益類產品的投資，不得用于法律、行政法規、部門規章禁止或限制的證券投資行為。在此之前，銀行理財產品不能單獨開設證券賬戶。而信托產品、保險資管計劃則在2012年被允許直接在交易所開立證券賬戶，進行證券和債券投資。“雖然可以開設證券賬戶，但銀行理財產品仍不能直接進入二級市場。”民生銀行金融市場部分析師姚嵐表示。她認為，按照《通知》的規定，銀行理財產品可以投資的優先股、標準化債券等資產都屬於類債券品種，“仍然屬於固定收益類投資範疇，不過從投資範圍看，銀行理財產品的投資標的確實有所擴寬；對於產品而言，未必能提升其收益率水平。”這一觀點也得到了某股份制商業銀行產品經理的認同。“這次允許銀行理財資金投資優先股等資產，相當于為開放mini storage理財產品提供了更多的投資渠道。”該人士表示，對於傳統的封閉式產品來說，銀行目前更傾向于利用已有的資源進行相關投資。而非標類資產仍是眼下銀行理財產品投資的重點。該人士透露，今年10月開閘的銀行資管業務和債權直接融資工具試點，很可能在明年就常規化運作。屆時，“大量銀行理財產品將變身開放式的淨值型產品，銀行可開設證券賬戶的優勢才會得到體現。”入市的“口子”一直未堵上事實上，市場對於理財資金入市的呼聲由來已久。2012年，有關銀行理財可能進入二級市場的消息就曾多次出現。這樣的渴盼源自于銀行理財的巨大規模——根據銀率網的統計，截至今年12月初，銀行理財產品的餘額已達10萬億元。體量巨大的銀行理財資金若能入市，對於股市的提振作用不言而喻。此前，銀行理財資金曾一度入市。當時很多商業銀行發行了投資于A股市場的理財產品，然而，隨著2008年全球金融危機的襲來，這類產品陷入虧損，風險不斷爆發。2009年7月，銀監會頒佈了《關於進一步規範商業銀行個人理財業務投資管理有關問題的通知》，明確了銀行理財資金不得投資于境內二級市場公開交易的股票或其他相關的證券投資基金。然而事實上，銀行理財入市的“口子”卻一直沒被堵上。前述產品經理告訴記者，銀行目前仍可以通過信托計劃、券商資管等渠道，間接繞道進入二級市場。“比如很多針對普通投資者發行的打新股理財產品、以及部分針對高端客戶的理財產品等，仍被允許投資二級市場。”self storage

　　【本報訊】下周二本港將有多個除夕倒數活動，mini storage警方料屆時將有逾30萬人在維港兩岸慶祝，並有約百艘觀賞船出海觀看煙花�演。　　海事處將會加強巡查，以確保船隻會做足安全措施。巡查觀賞船 監察超速超載　　除了時代廣場及蘭桂坊等有倒數活動外，今年維港倒數亦增設歷時8分鐘的煙花及煙火�演，會展旁亦會有巨型LED（Light-Emitting Diode，發光二極管）屏幕顯示2014大型字樣，警方預計當晚會有逾30萬人迎接新年，當局將於當日下午起分階段在銅鑼灣、中環及尖沙咀實施封路及特別交通安排。　　由於當晚將有約百艘船隻出海觀賞煙花�演，海事處海港巡迷你倉組高級海事主任李建邦表示，會派出28艘船隻加強巡查觀賞船上小童是否穿�救生衣、備有船員及乘客名單等，如負責人未能遵從指示作出改善，處方或不讓船隻出海、甚至提出檢控。　　他又稱，早前已跟業界及其他政府部門開會，相信業界清楚有關安排，再加上去年除夕及農曆新年兩次倒數巡查工作順利，料今次亦不會出問題。　　水警總區警司李善昌亦稱，水警將派出38艘船隻協助海事處巡查，留意船隻超速及超載情況。雖然本港海上法例並無賦權警方向船長進行酒精呼氣測試，但如果船長被發現駕船時曾飲酒，最高可被罰款20萬及監禁4年。柯士甸站附近人多路窄，前往維港兩岸倒數宜多預留時間。文件倉

本報南昌訊記者袁輝翔報道：27日，迷利倉記者從南昌火車站獲悉，按照目前的車票預售期，從28日起，廣大旅客就可以通過互聯網、電話及手機訂購2014年1月16日(春運第一天)的車票了。據南站工作人員介紹，普通旅客可通過互聯網、電話、售票窗口、自助售票機及手機購買火車票，通過手機購票的旅客可以提前在手機上下載“鐵路12306”手機客戶端，進行查詢車票信息及購票。目前，火車票的互聯網、電話及手機訂票預售期為20天，車站窗口、代售點、自動售票機預售期為18天，這意味著12月28日即可通過互聯網、電話及手機訂購2014年1月16日(春運第一天)車票。“為方便學生取票，我們已升級取票機系統，售票大廳前的8台自助取票機可以取網絡預訂的學生票，同學們可以帶好有效二代身份證及學生證優惠卡前往。”南站有關負責人告訴記者，學生旅客可以通過12306網站(.12306.cn)、電話(95105105)提前預訂2014年2月24日前的學生往返票。2014年春運期間臨時加開的旅客列車的互聯網、電話訂票預售期為25天，車站窗口、代售點、自動售票機預售期為23天。南站今起新增至深圳、寧波、廈門動車本報南昌訊余松、萬昆、記者袁輝翔報道：受“12·28”全國鐵路運行圖調整影響，自28日開始，南昌火車站部分迷你倉行的旅客列車將做出調整。記者27日瞭解到，從今天起不僅將新增南昌開往深圳、寧波、廈門的動車，原先在南昌站始發前往武昌、漢口、宜昌等方向的列車，也將改至南昌西站始發，廣大旅客在買票出行時應留意以上變化。27日下午，南昌火車站工作人員告訴記者，從28日起，該站將新增3個方向的動車組列車，分別為：南昌西∼深圳北D2321/2次，南昌西∼寧波D3303/2、D3301/ 4次，南昌西∼廈門D6521、D6532次，南昌西∼廈門北D6523、D6528次。據瞭解，其中南昌至深圳、寧波方向為首次開行動車，有前往這2個城市的旅客可選擇更快捷的動車出行，而廈門方向則為調整、加密。除了新增列車外，有多趟列車變更了始發、終到站，旅客在出行時應關注新變化。據南站工作人員介紹，原南昌∼武昌D3222/3、D3226/7次改南昌西始發終到；原南昌∼宜昌東D3252/3、D3254/1次改南昌西始發終到；原南昌∼漢口D3230/21、D3248/5、D3246/7次改南昌西始發終到；原南昌∼宜昌東D3256/7、D3258/5次改南昌西始發終到；原南昌∼寧波東K1218/9、K1220/17次改寧波始發終到；原南昌西∼福州D6501次改南昌始發。此外，南昌開往南寧、包頭的列車也變更了列車等級。自存倉