North Korean Economy Watch

Interview Blog
How a hopeless pharmaceutical joint venture was turned into a success story, why and how humanitarian aid and economic development mostly follow conflicting interests, how foreign business people challenge and survive an environment overshadowed by heavy geopolitical influences including arbitrary sanctions imposed by foreign powers, how North Korean managers prepare themselves to get fit for export and international competition, and what the dos and don’ts are for those who want to successfully start a business in this very special country.

(click here for other North Korea-related interviews)

Klaus-Martin Meyer: Felix Abt, you came as country director for the ABB group to North Korea in 2002 where you have been resident since. ABB closed its representation just about 2 years after your arrival but you have successfully been involved in a number of other businesses since then. What happened?

Felix Abt: At the time the Swiss-Swedish ABB, a global leader in power and automation technologies, not only faced huge asbesto claims in the United States but also large debts versus a tiny equity that culminated then into a matter of life or death for the group. To survive it decided to immediately save 800 million USD cash expenses, making the closure of a number of factories and offices around the globe unavoidable.

Though we at ABB Pyongyang fully covered our cost through sufficient sales with a good margin the funds and other resources necessary to set up the planned joint ventures I had been negotiating, however promising they may have become, were definitely not available any longer. In addition the pre-contracts I secured for ABB – including one for a 9-digit USD infrastructure project I signed at the dismay of the competitors in presence of the Swiss foreign minister, the Swedish ambassador and the North Korean minister of power and coal industries – would have required even more substantial funding. Given ABB’s critical financial condition that I, far from the headquarters, grew aware of only later, neither ABB could have provided this in the form of supplier credits nor commercial banks in the absence of sufficient export risk cover nor institutions like the Asian Development Bank or the World Bank from which North Korea remained excluded as a member due to US and Japanese opposition.

It led ABB to shut down its country representation. The speculations put into circulation suggesting political rather than economic reasons or the failure of its local business operation for the shutdown were all wrong. ABB’s case also drew more attention than it deserved because this company and British tobacco giant BAT were then the only multinational groups active with resident expatriate staff in North Korea.

After the closure of ABB’s offices I continued to work in Pyongyang as an agent for ABB and added other firms to a strategic agency portfolio which comprised first-rated companies in promising key sectors like mining (e.g. Sandvik) and light industries (e.g. Dystar). On behalf of the companies represented by me I realized multi million USD sales in the following years. I was also involved in setting up mining operations.

Klaus-Martin Meyer: From heavy involvement in infrastructure and mining business to raising a North Korean pharmaceutical factory to world standard – how come?

Felix Abt: The PyongSu Pharma J.V. Co. Ltd. in Pyongyang is the first pharmaceutical joint venture between North Korean and foreign investors and the largest operational European investment at present. The foreign investors that had been holding the majority equity stake sent first a Philippino production pharmacist to Pyongyang to build up and run the joint venture. After he had been in Pyongyang for some time he decided some day not to return to Pyongyang from a holiday. The project suffered a setback and got stuck until a second one from Germany was found who stayed some years until he decided to retire. Both of them were excellent production experts and successfully set up and run pharmaceutical operations elsewhere before. And yet, PyongSu’s situation still looked desperate when the second one left and when I was asked to become managing director and the third one to, so to speak, try his luck: A WHO-sponsored international inspection had just come up with 75 objections, rejecting Good Manufacturing Practices (GMP) acknowledgement, a universally recognized production quality standard in the pharmaceutical industry as defined by the WHO. In addition from being far from reaching the necessary standards, the company had no sales but only expenses, large quantities of Aspirin and Paracetamol nearing their expiry dates were stockpiled at its warehouse, and last but not least both investors, unwilling to give the company any more support, and staff were discouraged and they had little confidence left in the company’s future.

Having had the unique chance of getting to know North Korea and gaining, unlike other foreign business people, a pretty good insight and understanding of the way business is done here during the previous years of my stay thanks to my multi-faceted business activities and having worked and survived for a large multinational pharmaceutical group as country director and regional director before in no much less challenging places in the Middle East and in Africa, I thought I should dare it. At the beginning I felt really lonely in the belief that PyongSu had a fair chance of succeeding and many told me straightforward I was a day dreamer. But already recognizing the impressive potential of the Korean staff when I was a member of the board of directors before taking over as chief executive and the ability to recruit more of the industry’s best talents I believed that with proper management that included coaching and training in all business aspects good results were achievable.

The results of the new approach are quickly told: PyongSu did become the first North Korean pharmaceutical factory to reach international GMP-level confirmed by the World Health Organisation. It also became the first ever North Korean company to participate in tender competitions and to win contracts against foreign competitors from Germany, China, India, Thailand and elsewhere. With an increasing cash-flow generated by ourselves, we have even become able to add significant value to the company by buying and profitably operate pharmacies and other sales outlets in the country.

Being recognized as a model pharmaceutical company PyongSu has, at the request of the government, also made itself socially useful by sharing know-how with other pharmaceutical companies to help raise their standards.

Klaus-Martin Meyer: You have been the initiator and the first president of the European Business Association (EBA) in Pyongyang, the equivalent of a European chamber of commerce. What was the motivation for its foundation and what has been the result of it so far?

Felix Abt: I always felt that there are plenty of misconceptions about North Korea and the way business is done here. Not only was the country underreported and often misunderstood but when Western media did report about it they tended to repeat old, mostly negative stereotypes. Thus, I saw a need to provide the business world with more accurate information, ideally by competent business people on the ground themselves. I also thought an entity should be created that could serve as a bridge between European and North Korean enterprises to accelerate investment and trade between them and to break the isolation the country was pushed into by the powers who have been trying to overthrow it ever since the DPRK or, in full, the Democratic People’s Republic of Korea (North Korea’s official denomination) was founded 60 years ago. I also thought it could some day become a welcome medium for European businesses and North Korean authorities to hold dialogues in order to learn to understand one another’s problems, concerns and thinking which would strongly benefit both sides. I could, by the way, also imagine a larger meeting and communication platform not just limited to few European businesses but open for enterprises around the globe interested in investing and doing business in North Korea.

Since its foundation the EBA Pyongyang made some headway into the direction described before. However, my presidency was marked and overshadowed by an avalanche of arbitrary economic and financial “sanctions” imposed on the host country which kept me busy to find ways and means to keep (legitimate) business going.

As things have stabilized and as we have learnt how to deal with obstacles to our businesses in the meantime and, last but not least, in order to save time for existing business projects as well as new business opportunities in North Korea and Vietnam including those your readers may approach me with I decided a few months ago that I would no longer be available as president or committee member for a second several-year-term.

But having closely experienced Vietnam’s economic adjustment process and the way it so successfully attracted foreign investment where I have been living and working for many years before I moved to Pyongyang I would still be prepared to spend time and share experience and know-how with the competent North Korean authorities should they be interested in it.

Klaus-Martin Meyer: One of the many hats you are wearing is the one as director of the Pyongyang Business School. Is capacity building for enterprises a better alternative to sending rice bags in order to prevent hunger and starvation in North Korea?

Felix Abt: Let me explain you first that with the exception of Sweden and Switzerland all European countries, invited by the North Korean government to do development projects in North Korea, have refused to do so until now for political reasons (following largely US-policies) and provide only humanitarian assistance, particularly in times of disaster. It is mainly the United States plus European and certain Asian countries that have been donating rice and other food items instead either directly or through the World Food Programme (WFP) each and every year for more than a decade and they are continuing to do so. This not only allowed donors to get a glimpse into North Korea through the eyes of WFP-food distributors but it also created a culture of dependency which I suspect was not entirely without political intentions by the donor countries and which economists and development experts claim to also have prevented necessary economic adjustment measures that would have allowed the DPRK to get on its own feet faster.

Recently, for example, I saw that an NGO bought a large quantity of cookies fortified with vitamines in China with taxpayers’ money from a European country for malnourished kids in North Korea. They thought that European hygiene, safety and quality standards of food items can be met in China but not in North Korea. Instead of helping the North Korean food companies with some capacity building reach these standards they were in fact undermining the efforts that the North Korean food processing industry is undertaking to catch up with the rest of the world. How do these do-gooders imagine that domestic factories can thrive and feed their workers and their families if they place their orders with competing industries just across the border? I can illustrate my point also with PyongSu’s example. Some organizations like the WHO and the IFRC have supported and sincerely honored PyongSu’s efforts to reach international quality and safety standards and competitive prices. They were fully aware of the fact that by purchasing quality pharmaceuticals made in the DPRK they would help raise the quality and safety of pharmaceuticals and save additional lives! And yet there are still many NGO’s and countries that prefer to buy pharmaceuticals to be donated abroad rather than from us, directly undermining efforts of PyongSu and the rest of the North Korean pharmaceutical industry to reach and maintain high international standards. This proves that there is a lot of politics, self-interest and hypocrisy involved in what I would call the foreign aid industry which literally beats the domestic manufacturing industry.

A former country director of the Swiss governmental Development and Cooperation Agency (SDC) and I thought food security could only be established by promoting adequate economic development leading to increasing income in domestic and hard currency, job creation etc. Since, of course, we would not have been able to mobilize finance for the upgrading of the infrastructure, or to buy spare parts and raw materials for enterprises, we thought that a very cost-effective means of helping North Korean companies is capacity building for senior officials and managers to enable them to make the best out of their existing enterprises and to prepare them to get fit for export and international competition.

I made a concept for approval by the sponsor SDC and the DPRK-government and then I started organizing the business school seminars (including some essential elements of an MBA-course) with lecturers from different countries with an outstanding theoretical knowledge and practical international experience. Having gained a good idea of the state of North Korean enterprises, their environment and a fair understanding of the needs of their managers when doing business with them I was not only able to select the most suitable lecturers but also brief them in such a way as to have their lectures tailored to the students’ real needs – something other foreign economic training organizers have failed to do. The students at the seminars are North Korean senior officials and company executives. It was therefore not surprising that they expressed great satisfaction with what they learnt and with the practical benefits they drew from it for their businesses. Since SDC did not pay my work and my expenses during the first two years I was not only a co-initiator but also a co-sponsor. In addition I could convince some large foreign companies to send senior executives and experts to hold seminars in Pyongyang at their own expense.

Western media like The Financial Times were quick at speculating that we were about to challenge the socialist system but that, of course, is non-sense. It’s very simple: If a country, regardless of whether it is capitalist or socialist, wants its enterprises to successfully export they need to get to know and apply the corresponding marketing tools. Or irrespective of whether an enterprise is privately or state-owned it needs to have a strategy and a business plan. So the company managers have learnt such basics at our seminars and, to stay with the example, know that if they fail to plan they plan to fail.

This year most of the lecturers have been coming from Hong Kong. They have an academic teaching background and, in addition, international management experience of 20 years on average. A further asset they have, and that’s another reason why I have chosen them, is that most of them also built up subsidiary companies in mainland China on behalf of Western companies. Thus, they are not just teaching knowledge acquired from books but have a lot of highly useful hands-on experience and are also well aware of the different business worlds and of the very different economic, cultural and political aspects in East and West, which is essential to know when interacting with businesses of other countries. Needless to say that they can understand and empathize with North Korea better than European and other Western lecturers who would have to overcome much more than just a wide geographical distance.

Klaus-Martin Meyer: With your unique and large wealth of experience in North Korea what do you recommend to business people who want to start a business in North Korea.

Felix Abt: This is your toughest question since it would take me at least a full evening to give some really useful reply.

Perhaps I would summarily try to answer that if you want to understand why and how certain companies succeed you have to know first why certain other foreign companies fail. Those who fail are quick at blaming North Korea, its system and so on, and, of course, never recognize their own shortcomings.

But it’s worthwhile having a closer look at them to learn how to avoid costly errors. From my observations these are the five main causes of their failure:

– lack of basic knowledge of the country due to a lack of due diligence (no or little home work done before traveling to Pyongyang)
– advice by ignorant and/or biased advisors and sponsors (all advisors belong to this category to at least a certain extent)
– choice of random, suboptimal business partner based on a recommendation (see above) rather than a systematic selection (i.e. asking for a range of alternative business partners from which to choose the most suitable one)
– no identification of a leverage for a long-term joint venture (e.g. lasting technological advance, ownership of unique loyal customer base etc.)
– appointment of unsuitable project manager (with lack of technical and/or social and/or cultural competence as well as lacking patience, stamina and flexibility and/or a background difficult to accept for the North Koreans)

A larger number of Chinese but also some European business people have successfully started businesses in North Korea in recent years. Readers of yours may join the growing foreign business community and I wish them good luck and success, too!

The enterprising team at NOKO Jeans, who are trying to manufacture and export blue jeans from the DPRK, posted some information from the Korean Computer Center‘s Samilpo Information Center.

The KCC’s PDF flyer (available here: samilpo_sample.pdf), promotes the company’s software and media products. 

The most authoritative map of North Korea on Google Earth
Download it here

This map covers North Korea’s agriculture, aviation, cultural locations, markets, manufacturing facilities, railroad, energy infrastructure, politics, sports venues, military establishments, religious facilities, leisure destinations, and national parks. It is continually expanding and undergoing revisions. This is the eleventh version.

Additions include: Mt. Paegun’s Ryonghung Temple and resort homes, Pyongyang’s Chongryu Restaurant, Swiss Development Agency (former UNDP office), Iranian Embassy, White Tiger Art Studio, KITC Store, Kumgangsan Store, Pyongyang Fried Chicken Restaurant, Kilju’s Pulp Factory (Paper), Kim Chaek Steel Mill, Chongjin Munitions Factory, Poogin Coal Mine, Ryongwun-ri cooperative farm, Thonggun Pavilion (Uiju), Chinju Temple (Yongbyon), Kim il Sung Revolutionary Museum (Pyongsong), Hamhung Zoo, Rajin electrified perimeter fence, Pyongsong market (North Korea’s largest), Sakju Recreation Center, Hoeryong Maternity Hospital, Sariwon Suwon reservoir (alleged site of US massacre), Sinpyong Resting Place, 700 Ridges Pavilion, Academy of Science, Hamhung Museum of the Revolutionary Activities of Comrade Kim Il Sung, South Hamgyong House of Culture, Hamhung Royal Villa, Pork Chop Hill, and Pyongyang’s Olympic torch route. Additional thanks go to Martyn Williams for expanding the electricity grid, particularly in Samjiyon, and various others who have contributed time improving this project since its launch.

Disclaimer: I cannot vouch for the authenticity of many locations since I have not seen or been to them, but great efforts have been made to check for authenticity. These efforts include pouring over books, maps, conducting interviews, and keeping up with other peoples’ discoveries. In many cases, I have posted sources, though not for all. This is a thorough compilation of lots of material, but I will leave it up to the reader to make up their own minds as to what they see. I cannot catch everything and I welcome contributions.  Additionally, this file is getting large and may take some time to load.

Institute for Far Eastern Studies (IFES)
NK Brief No. 08-8-8-1
08/08/08

According to Choi Hyun-soo, vice director of the DPRK Department of Agriculture, “The issue of increasing agricultural production is related to the serious political issue of the fate of the construction of a strong and prosperous socialist nation, and even moreso, the fate of our style of socialism,” rather than simply an issue of economic affairs.

In an interview published in the latest issue (July 24) of the DPRK Cabinet publication, “Democratic Chosun”, Vice Director Choi stressed that several years of natural disasters had prevented last year’s grain production from reaching a satisfactory level, making increased grain production this year an even more important issue. While Choi recognized the impact of the natural disasters, he also blamed the “villainous isolation and oppression machinations of the imperialists” for causing the North’s scant grain production. He also pointed out that the sudden jump in rice, corn, wheat and other grain prices around the world has been cause for concern, and “these days, there are no countries offering food or in a position to provide it.”

He went on to state, “If countermeasures to prevent damage during the monsoon season cannot be implemented, farmland and crops could be severely damaged,” and the lack of heavy rains is no reason for complacency, but rather, efforts to prevent flood damage need to continue. The (North) Korean Central Broadcasting Station also reported on July 24, “Good agricultural cultivation is an important political task,” and, “Good agricultural cultivation and easing of the eating problem is precisely the utmost important matter for the success of socialism and the protection of our system and ideology.”

Choson Ilbo
8/7/2008

It seems likely that North Korea will finally join the worldwide web and provide Internet service from next year. Kim Sang-myung, the chief of the North Korea Intellectuals Solidarity, a group of former North Korean professionals, at a symposium in the National Assembly on Wednesday said, “According to the Internet Access Roadmap it launched in 2002, North Korea will begin providing Internet service for special agencies and authorized individuals as early as next year.”

Kim defected from North Korea in 2004, when he was a professor of computer engineering at Communist University. An expert on North Korea’s information technology, he is currently an adjunct professor at Kyonggi University and a fellow at the Institute of North Korea Studies.

Implementation of the roadmap, which major agencies such as the Workers’ Party, the Ministry of Post and Telecommunications, the Ministry of Electronic Industry, and the North Korea Academy of Sciences have pushed for under the instructions of North Korean leader Kim Jong-il since 2002, is now at its final stage, he said.

First of all, North Korea will establish infrastructure for a super-speed Internet service network by laying optical cables between Pyongyang and Hamhung and extending them to Chongjin and Shinuiju this year. North Korea has recently succeeded in consolidating security solutions for the prevention of online leaks of data to foreign countries and of online intrusions, and in enhancing service stability.

It has also recently finished necessary consultations with the Internet Corporation for Assigned Names and Numbers (ICANN) for the Internet service in North Korea. In this situation, North Korea can begin providing Internet service any time provided equipment for server and Internet-based relay systems is supplied, Kim said.

“North Korea is strongly determined to be part of the global community through the Internet,” he said. “After watching China and Vietnam control the Internet effectively although these countries have opened up Internet wireless networks since the early days of their opening, the North has concluded that it can now introduce the Internet service.”

Currently, North Korea provides only a limited service via a kind of Intranet called Kwangmyong, through which it is possible to access databases on scientific and technological information at North Korean central government agencies.

NKeconWatch blogged earlier about the US-based organizations permitted to enter the DPRK and distribute US humanitarian relief.  A list of those organizations can be found here.

Number three on the list, Samaritan’s Purse, is headed by “US religionist” Franklin Graham, son of Rev. Billy Graham, who just arrived in Pyongyang for a 4-day humanitarian relief tour.  Franklin visited the DPRK once before, in 2000 according to KCNA, and met with Kang Yong Sop, chairman of the central committee of the Korean Christian Federation, Paek Nam Sun, Minister of Foreign Affairs, Kim Kye Gwan, vice-Minister of Foreign Affairs, and Kim Yong Dae, vice-president of the presidium of the Supreme People’s Assembly, and delivered a sermon at Pyongyang’s Pongsu Protestant Church. 

Since Franklin’s mother spent 1934 living in Pyongyang, the family seems to have taken a special interest in the DPRK.  In addition to the relief they are distributing now, Samaritan’s Purse chartered a 747 cargo jet from Charlotte to deliver $8.3 million in medicine and other emergency supplies in August of 2007. It was the first private flight directly from the U.S. to North Korea since the Korean War.

Graham’s organization has been posting information on his trip here and here.  Greta Van Sustern has been posting video here: hospital visit (the most informative), monument 1, monument 2, Grand People’s Study House, Mass Games (most inaccurate), Mr. Graham’s work, taking off from Sunan Airport (interesting), Franklin Graham video 1, Video 2, and interview transcript.

Read more here:
Evangelist Franklin Graham to preach in North Korea
McClatchy Newspapers
Tim Funk
7/31/2008

As reported earlier this year by the Daily NK, Kim Jong il’s brother in law, Jang Song Taek, was leading an anti-corruption campaign in North Korea’s northern provinces along the Chinese border. Aside from controlling financial leakages, these efforts could be interpreted as attempts by Kim to gain control over military-owned trade companies.

According to a past report:

The inspection group withdrew all trade certificates with exception of those certificates belonging to the families of anti-Japanese guerrilla fighters, and those certificates issued by the Ministry of Finance or the Shinuiju Municipal Administrative Committee.  Therefore, presently at Shinuiju Customs, all import items without trade certificates issued by the above mentioned three groups have to be sent back to China.

Jang’s efforts, though seemingly effective at reasserting financial control of the region, had apparently taken their toll on local commerce:

In Hyesan, Yangkang Province, markets have been significantly reduced in size and scope recently, due to the anti-socialist group’s inspections[.]

[T]he merchants were at unease when under inspection by the National Security Agency (NSA) and other governmental organizations which govern the jangmadang [markets].

For example, transportation of goods by traders has withered away since last year, as the authority of the People’s Safety Agency (PSA) [controlled by Jang] rose and [it] launched [] a strict crackdown on traders’ belongings.

The source explained the situation in Hyesan, that “Hyesan had become the city where Chinese goods were traded for the cheapest value because Chinese goods [enter the country] at Hyesan[.] [During] the (PSA) inspection period [goods] could not be transported inland due to the inspection of trains and cars. Lives of the common people became even tougher than before, since goods could not be circulated through the jangmadang in spite of their low prices.”

“The more stringent the regulation became, the more bribes cadres received and worsened were the lives of people,” the source added.

(NKeconWatch: I have “cleaned up” some of the grammar here to make it more readable.  If you want to see the original version, click here.)

And in Sinuiju:

The intensive inspection of Shinuiju, in which over 70% of Chinese-North Korean commercial traffic occurs, caused several aftereffects inside North Korea: commercial traffic passing through Shinuiju and Dandong decreased by half compared to the past, and the aftermath of the inspections in Shinuiju added fuel to the fire of price rises in jangmadang goods across the country.

For instance, sugar, which is a raw material for doughnuts or candies that are consumed the most by average civilians in the jangmadang, carried a price of around 1,500 won per kilogram before the inspections, but in mid-May, it rose to 2,100 won and vegetable oil hiked from 5,500 to 7,500 won per kilogram. Such an increase in prices also caused a significant threat to the survival of citizens who made a living off the jangmadang trade.

But the final result of the evaluation of the Shinuiju inspection, which caused quite a stir externally, has purportedly been negligible.

The source said, “The volume of trade has decreased over several months and the number of visitors to China has also been reduced by half. The results of the inspection have not produced too much difference, except for the execution of 14 corrupt officials.”

The source further noted, “The only change which has been visible to the eye is the rise in the cost of bribes offered to North Korean customs from 40 to 80 dollars per hundred kilograms of goods. There was a rumor that the loading volume carried into the North would be fixed at 120kg, from 360kg, but this has not been done yet.”(Daily NK)

The Daily NK now reports that in the wake of these developments, Kim Jong il’s National Defense Commission (NDC) has moved in and directly taken over the inspections—and economic conditions have improved:

[Markets] have become lively again in the past few days as inspections by the National Defense Commission (NDC) have gotten underway.

A source in North Korea reported to Daily NK on Friday that “Merchants in Hyesan these days are fish in water. They say that they would not mind at all going through such inspections for an entire the year!”

Part of the reason for the turn around has been a change in focus.  Whereas Jang’s work hit many “ordinary” North Koreans (particularly those working for the wrong trading companies), NDC inspections are focused on controlling the mid- to upper-level cadres.  It is entirely speculatory to ask whether Kim’s strategy was to unleash Jang to get control of the region and afterwards assert direct control himself, or whether complaints from locals forced the NDC to end Jang’s campaign.

Of course this is all unverified information from inside North Korea, so who knows how much of it is correct!

United Methodist Church: Kentucky Annual Conference
Dr. Bill Moore
7/31/2008

Dr. Bill Moore, the pastor of Southern Hills United Methodist Church in Lexington, was in North Korea May 14-29.  The son of United Methodist missionaries, he is a member of a humanitarian aid group called Christian Friends of Korea.  He offers a perspective on a deepening crisis.

I traveled to North Korea during the last two weeks of May as a member of a six-person delegation from a non-government organization (NGO) called Christian Friends of Korea. We flew into the capital city of Pyong Yang to confirm the arrival and proper distribution of donated goods, to deliver donors lists and greetings, and to build relationships and trust. The Board of Directors for this group, of which I am a member, is composed of former missionaries to Korea, the children of missionaries, and others with a concern to relieve the suffering and hardships of the people of this grim Communist dictatorship called the Democratic People’s Republic of Korea.  It is often hard to see the suffering faces of the 23 million North Koreans hidden behind the headlines of international diplomatic struggle and nuclear intrigue.  Famine, floods (two devastating events in 2007), and mismanagement have left the nation in economic ruin. Christian Friends of Korea (CFK) has been quietly working in the DPRK for 13 years, meeting some of the most basic needs of thousands of people struggling with the life-threatening, but curable disease of tuberculosis. CFK’s efforts to show love and compassion to people who continue to endure food shortages, poverty, disease, and oppression are building trust and chipping away at long-standing hostility.   
 
North Korea is a beautiful place in May.  Everything had greened up nicely.  The cottonwood trees had deposited wind-blown piles of downy fluff in the roadways, blanketing the bushes and spider webs.  The guest house on the banks of the Taedong River near Pyong Yang where our Christian Friends of Korea Team stayed for most of the visit had a dense backdrop of vegetation, populated by ring neck pheasant, which appeared unfazed by the foreigners nearby and sounded off regularly.  The acacia trees were in full bloom.

As we moved through the countryside, the workers on the collective farms were transplanting rice plants into the paddy fields.  This is a critical phase of life in the north, and everyone is expected to take part.  Backs bent, barefooted workers move slowly across the fields.  On the mud dikes of the water-filled paddies there are often patriotic slogans on placards, revolutionary red flags flying, and even sound trucks playing inspirational songs.  This idyllic picture of a worker’s paradise belies a truth that is not readily apparent.  The coming fall harvest, which is vital to a nation where one-third of the people suffer from malnutrition, is already in jeopardy.  Previous large shipments of fertilizer from South Korea have been withheld this year for political reasons.  China has pledged to fill the gap, but nothing has arrived yet.  Aid workers from other countries told us that the potato crop is already stunted, and predicted that the rice crop will be twenty-five percent less this year.  Even in years of good harvests, North Korea still falls about 1 million metric tons short of food, out of an estimated 5 million tons needed.    This year the shortfall is expected to exceed 1.6 million metric tons.  For those receiving rations, the daily government ration of grain per person was reduced from 250 grams to 150 grams in June.  Uncertain food aid, coupled with poor food security (effective agricultural production) means an increase among the populace in susceptibility to disease, particularly tuberculosis, which afflicts an estimated five percent of the North Korean people.  In fact, since last year, the registered cases of TB have risen from 52,000 to 100,000 cases.

This was the backdrop for our journey to the Democratic People’s Republic of Korea as an NGO working to provide medicine (specifically tuberculosis treatment drugs), medical equipment, farm machinery, vehicles, construction materials and food for the people of the DPRK.  The needs are real, and the urgency is intensifying. The Chinese character for “crisis” is composed of two other characters: “danger” and “opportunity.” As we traveled to fourteen different medical facilities, we could see that there is a “dangerous opportunity’ to make a difference in this land, and bring hope to many lives.

Our team was a diverse, ecumenical mix of six people.  Our Executive Director, Heidi Linton, grew up in Alaska, married into a famous Presbyterian missionary family, and has effectively immersed herself in the work of Christian Friends of Korea for the last 13 years.  By her indomitable spirit, genuine integrity, and meticulous attention to detail for providing aid and assistance, she has endeared herself to the North Korean leaders assigned to us through the Ministry of Public Health and forged a working relationship which is highly effective.  Dr. John Somerville, retired Presbyterian missionary, was our official Korean speaker on the trip.  A Harvard graduate in Asian studies, Dr. Somerville spent many years teaching in South Korea, and has visited the north on 10 previous visits.  Paul Moffett, a pastor at Lighthouse Christian Center in Puyallup, WA, is the great-grandson of pioneer Presbyterian missionary Samuel Moffett, who came to Pyong Yang in 1905.  Lee Wheeler is an agricultural engineer from Hesston, KS, representing the Mennonite Central Committee, a CFK partner.  He is a greenhouse expert who has also made 10 trips to the DPRK.   Terry Smith, Heidi’s able assistant, came from Memphis, TN and now lives in Black Mountain (headquarters of CFK).  I rounded out the team.  I’m the son of United Methodist missionaries, James and Margaret Moore.  My grandfather, Dr. Stanley Martin, was a Canadian Presbyterian medical missionary in China and Korea.  I grew up in Seoul, South Korea.

Our purpose in traveling to North Korea for Christian Friends of Korea was to make a “confirming” visit, checking to make sure that the supplies and equipment (more than three million dollars worth sent since January) had been properly received, inventoried and distributed; to present lists of donors to the facility directors; and to build relationships and trust with everyone with whom we had contact.  We were accompanied at all times by young government officials who were both personable and efficient, and escorted us to every location.  They shared with us a passion and concern for the welfare of their people.  Part of this work was to visit two warehouse locations to make sure supplies were moving out to the facilities.  This is important also to make way for incoming shipping containers.  It is noteworthy that our North Korean counterparts in the Ministry of Public Health value the aid assistance of CFK and a similar NGO so much that they actually built a spacious warehouse just for receiving shipments to be distributed to CFK ministry sites.  A forklift sent by CFK donors was in use there. The other main task of confirming was to visit the actual facilities, interview directors, staff, and patients, and assess the priorities and needs of each place.  These visits were the heart of our schedule.

A typical trip to one of the hospitals or TB rest homes began with a convoy of vehicles traveling to the locations scheduled for the day.  The road surface usually began with paved roads of varying quality that soon gave way to a washboard gravel road, a muddy track snaking up into the hills, or even a rocky stream bed that had to be forded.  Once we arrived, we were greeted by the director, doctors, nurses, and various local officials.  We would be seated around a table with refreshments provided for the visitors (strawberries, peanuts, tea), introductions would be made, the donor list presented in Korean with an explanation, and Heidi Linton would begin the process of inquiry.  What is the current situation in this place?  How many TB patients are there?   How did the devastating floods of 2007 affect the facility and patients?  What are your priorities here?  Is there enough food for the patients?  Local Communist party officials who attended the meetings were visibly uncomfortable about discussions of flood damage or food shortages.  Furtive glances were sometimes exchanged before hospital staff would answer such questions.  The stock answer: “The government provides us with food.” 

Questions would be asked about the arrival of vitamins, health kits, bedding, laundry soap, Pedialyte, doctor’s kits, hospital beds, and TB medicine.  Food shipments of canned meat, soy beans and dry vegetable soup mix were checked on.  A list of donors was presented to the directors at each location.  New equipment was sometimes delivered, including new electronic microscopes and a “Lab in a Suitcase,” a sophisticated package of diagnostic equipment to identify infected TB patients.  Some sites had cargo tri-motorcycles to transport supplies slated for delivery.  A new kind of greenhouse, which does not require an additional heat source even in frigid temperatures, was offered at each place.  A tour of the facilities meant a chance to meet the patients, to inquire about their health, and to offer best wishes and prayers for swift recovery.  Outside, the greenhouses, which are so important for supplementing meager government rations, would be inspected. Walking tractors and bicycles provided by CFK were noted.

One of the highlights of the journey was to see the wonderful progress that has been made in the construction of modern surgical facilities at both the North Hwangae TB Hospital in Sariwon and the South Hwangae TB Hospital in Haeju.  The surgical suites, built with the expertise and direction of CFK Technical Teams, feature new anti-microbial tile on the walls, non-skid floor tiles, power conditioners and new electrical wiring, heating/AC, lighting, and new surgical equipment and supplies enabling more complicated procedures and greatly improved surgical outcomes.  One patient, who had been brought to Sariwon for an operation from a TB rest home, remarked when he saw the gleaming facility, “I feel like I am cured already!”  The result of the renovations is stronger confidence among patients that healing will occur, and the number of patients willing to undergo surgery has tripled.  Because of the sterile conditions, post-operative infection has been greatly reduced.  Eighty percent of the patients used to have post-op infections.  Now it is down to 1 in 5 patients.  We also saw the preparations for a similar renovation at the Kaesong Provincial Pediatric Hospital (serving 144,000 children) where the surgery area has been stripped to the bare stones in preparation for the $200,000 make-over made possible by a CFK donor.  In earlier days this was a Methodist mission hospital, visited by my grandfather who installed x-ray equipment there in the early 1920’s.  At Hwangju TB Rest Home construction is under way to build new facilities that will house150 or more patients.  The buildings will replace two others that were destroyed in last year’s floods.  They need a roof right away, followed by windows and doors.  This is a critical need, and participation from United Methodist Churches would be most welcome in raising funds for this vital construction need.

While there are very encouraging signs of progress at CFK projects, there are specific needs that must be immediately addressed.  There is an expected shortfall in TB medicine, especially in terms of DOTS (Directly Observed Treatment Short Course) drugs which, when given under supervision, are very effective.  Because of a loss of funding by the World Health Organization, CFK is being asked to provide 12,000 treatments in our regions (North and South Hwanghae and Kaesong) which will cost in excess of $245,000.  In response to the deepening food crisis, two 40-foot containers of canned meat will be shipped before the end of the year in a joint effort with the Mennonite Central Committee, who generously provides $500,000 worth of this commodity to CFK projects annually.

Everywhere the CFK Team went on this confirming visit there were expressions of gratitude.  When one director was asked what further assistance he needed for his facility, he exclaimed, “You have already sent a lot!”  Heidi Linton responded that God in His love had provided these things.  The director’s response: “Please send thanks to our Christian friends in America.”

You might be asking: what does the work of Christian Friends of Korea have to do with The United Methodist Church?  It is difficult to do any kind of Christian ministry in North Korea since traditional denominational mission work is not allowed, but an effort through a non-government organization makes it possible.  When needs are critical, we must find mission partners wherever we can.  The mission of CFK also addresses two of the priorities coming out of General Conference: engaging ministry with the poor (preventing starvation) and making the world malaria free, AIDS-free, and tuberculosis free.  Here’s a piece of good news—the US government is in the process of shipping a total of 500,000 tons of food to North Korea as a result of some movement in the nuclear negotiations.  The United Nations World Food Program will distribute 400,000 tons throughout the DPRK.  As a part of this initiative, on June 30 it was announced that the U.S. Agency for International Development’s (USAID) office of Food for Peace will work with 5 aid agencies to distribute 100,000 metric tons of food to 550,000 people at risk, mostly children, elderly and nursing mothers, in two North Korean provinces.  The agencies involved in this effort are World Vision, Mercy Corps, Global Resource Services, Samaritan’s Purse, and Christian Friends of Korea.

Update 3: The second shipment of US food aid has arrived in North Korea.  Also, DPRK has suffered terrible rains in August.  Story here and here. 

UPDATE 2: The Daily NK reports some good news on the DPRKs food production:

With the stabilization of food prices in North Korea, which had skyrocketed during the first half of the year, the potato harvest which began at the end of June has been lifting the food burden of the citizens.

A source from North Korea said in a conversation with the Daily NK on the 26th, “In the border regions of North Hamkyung Province the first round of harvesting was successful. Accordingly, the price of new potatoes has fallen below 300 won since mid-July.”

The source added, “In the market in Hyesan, Yangkang Province, potatoes cost 280 won per kilogram. Newly-harvested barley has also been appearing; it’s a huge help to the civilians.”

Until the first week of June, the jangmadang price of potatoes in North Korea was 300 won in Pyongyang, 400 won in Hoiryeong, and 450 won in Chongjin per kilogram.

Regarding the price of rice and corn, the source continued, “In the North Hamkyung and Yangang Provinces, the price of rice is 2,200~2,400 won (per kg) and the price of corn 1,200~1,400 won. Originally, during the collective farm’s harvest distribution in December, 4kg of potato was equivalent to 1kg of corn, so the prices of rice and corn are not actually any more expensive now.”

UPDATE 1: Here (link) are the results of the UN World Food Program/FAO June DPRK survey. Some highlights:

The RFSA covered 53 counties in eight provinces (Ryanggang, North Hamgyong, South Hamgyong, Kangwon, North Hwanghae, South Hwanghae, South Phyongan, Pyongyang). Experts visited hundreds of households, child institutions and hospitals across the country in the most comprehensive assessment on food and nutrition conducted in DPRK since 2004. Key findings indicate:

1. Food availability, accessibility and utilization have deteriorated sharply since 2007.
2. Close to three quarters of the households have reduced their food intake.
3. More malnourished and ill children are being admitted to hospitals and institutions.
4. Diarrhoea caused by increased consumption of wild foods was one of the leading causes of malnutrition amongst children under five.

The experts found that the majority of the families surveyed have cut out protein from their diet, and are living on cereals and vegetables alone. Food prices have soared — rice now costs almost three times more than a year ago, and maize has quadrupled. Heavy reliance on support from relatives as a means of coping with food shortages is widespread in areas such as North Hamgyong Province, one of the worst affected regions.

Donors to WFP’s current programme in DPRK include the United States (US$60 million), Republic of Korea (US$20 million), Russian Federation (US$8 million), Switzerland (US$6.6 million), Germany (US$3.4 million), Australia (US$4.2 million), UN CERF (US$2.3 million, for CERF see: http://ochaonline.un.org), Multilateral funds (US$1.9 million), Cuba and Italy (US$1.5 million each), Canada, Denmark, Ireland, Luxembourg and Norway (US$1 million each), Finland (US$737,000), Turkey (US$150,000), Greece (US$ 45,000) and private donors (US$17,000).

ORIGINAL POST: North Korea’s food crisis has been out of the headlines since US food aid arrived a couple of weeks ago followed by the destruction of the Yongbyon cooling tower, six-party talks progress, ASEAN non-aggression treaty, and Kumgang shooting incident.  But now that the UN World Food Program is preparing operations, the crisis is back in the news.  From the Wahsington Post:

The main U.N. aid agency in North Korea, the World Food Program, will resume emergency operations there in the next two weeks to help feed more than 5 million people over the next 15 months at a cost of $500 million, said Jean-Pierre de Margerie, the agency’s country director in Pyongyang.

“The situation is indeed very serious,” de Margerie said at a news conference in Beijing.

The resumption of emergency operations, which were scaled back in 2005 on a request from the North Korean government, was decided after a U.N. survey last month showed the most severe and widespread hunger among North Koreans in a decade. The survey was taken after the Pyongyang government, in an unusual gesture, officially acknowledged a growing hunger crisis and appealed for international aid.

and

[…] the United States recently pledged to give North Korea 500,000 tons of food over the next six months, most of which will be distributed by the World Food Program as part of its emergency effort. De Margerie said the first delivery, 37,000 tons of wheat, arrived in a North Korean port two weeks ago, and more shiploads are expected soon.

In contrast to past practice, the North Korean government has been willing to allow U.N. aid workers more leeway to monitor delivery of the new food supplies, de Margerie said. Similarly supple oversight rules were negotiated by the United States as a condition for its 500,000-ton donation.

The ballooning food crisis began mainly because of flooding last summer that damaged fields, leading to insufficient crops and soaring food prices. At the same time, de Margerie said, imports dropped dramatically this spring, particularly from South Korea and China.

This exacerbated a perennial shortfall of around 20 percent, or 1.6 million tons, in the amount of food needed to adequately nourish North Korea’s 23 million inhabitants. As a result, prices of such staples as rice, eggs and corn doubled, tripled and even quadrupled, de Margerie said.

Now, de Margerie said, resumption of emergency operations will aim at getting food to between 5 million and 6 million people by September, which is considered a critical period because this autumn’s crops will not have entered the government-run distribution system. Quick donations of about $20 million are needed to get the new program running swiftly, he added.

And where are these funds going to come from.  Well, New Zealand has made public its intentions to fund the effort:

New Zealand will provide half a million dollars to the United Nations to help North Korea which is facing a food shortage.

New Zealand previously gave $500,000 via the Red Cross after last year’s floods.

New Zealand established diplomatic relations with North Korea in 2001.

According to Yonhap:

The areas undergoing the crisis include the Hamgyong and Ryanggang provinces, the site said, adding that the World Food Programme plans to launch a new project to address the food needs in these northeastern regions. 

Read the full stories here:
U.N.: Millions Hungry in North Korea
Washington Post Foreign Service
Edward Cody
7/30/2008

NZ to give aid to North Korea
National Business Review
6/29/2008

Northeastern NK in serious food crisis: UN Web site
Yonhap
7/26/2008

Interview Blog, Germany
(click here for all their North Korea-related interviews)

“Phoenix Commercial Ventures Ltd is a venture capital company that offers investors business and investment opportunities in the DPRK” – Interview with Ken Frost (CFO of Phoenix)

Klaus-Martin Meyer: Mr. Frost, you are member of the Board of Phoenix Commercial Ventures Ltd, a company that offers investors business and investment opportunities in the Democratic People’s Republic of Korea (DPRK) otherwise known as North Korea. Would you mind introducing yourself and your company as well to our readers?

Ken Frost: Phoenix Commercial Ventures Ltd is a venture capital company that offers investors business and investment opportunities in the DPRK, enabling them to take advantage of the economic reforms that are taking place there.

Phoenix is owned and run by four experienced professionals, who are based in London, Paris and the DPRK. The Board has between them many years of international business experience, and an invaluable network of well placed contacts. Phoenix offers a unique service, by being able to offer direct access to the DPRK.

Phoenix Commercial Ventures Ltd specialises in project finance in the DPRK. As is well known, the business environment is difficult, and the company targets very specific investment projects; these are small enough to manage and have the capacity to generate foreign currency, either through export or import substitution.

Phoenix Commercial Ventures Ltd maintains an office in Pyongyang, almost the only European company to do so, and operates with the following specific aims:

• Identify commercially viable investment projects in the DPRK, on a case by case basis
• Identify reliable local partners for all forms of business in the DPRK, either trade or investment
• Seek overseas investment sources for such projects
• Minimise the risk in such projects, by taking responsibility for supervision of the local set-up procedures and management of the projects

The Board of Phoenix Commercial Ventures Ltd consists of nationals of the UK, France and the DPRK. The European flavour is enhanced by the fact that most of the counterparties and suppliers in the various projects are also European, and the DPRK government views Phoenix Commercial Ventures as a prime conduit for European business and investment in the DPRK.

One of the directors of Phoenix Commercial Ventures is also General Manager and CEO of the Daedong Credit Bank, the only western-invested foreign bank in the DPRK. Based in Pyongyang, this is a 70-30 joint venture between a UK financial management company based in Hong Kong and the Korea Daesong Bank, one of the main DPRK banks.

Phoenix Commercial Ventures is unique in having this connection with a reliable, locally based financial institution. The synergy benefits include a wider exposure to local business contacts in differing fields; as well as an additional degree of control, made possible by the fact that the various joint venture projects have to maintain their accounts with the bank.

We have a number of projects within DPRK, including two 50/50 joint ventures:

– Hana Electronics JVC, a consumer electronics company now ranked as one of the top three best performing joint ventures in DPRK, as assessed by the Ministry of Finance.

– Sinji JVC, whose main areas of operations are retail, software and bonded processing.

Full details about our company can be found on our website www.pcvltd.com

I am the CFO of Phoenix and am a chartered accountant with over twenty years international experience of FMCG industries, consumer electronics, rough diamond distribution and the Internet. I have worked in KPMG, Philips Electronics, De Beers and run my own Internet company. I am also a Scholar on Gerson Lehrman Group Councils.

In November 2007 I reached the finals of Accountant of the Year held by the Association of International Accountants at the President’s Awards Dinner 2007. This award is designed to recognise organisations’ accountancy stars.

In January 2007 I was awarded, based on recommendations from fellow members of the ICAEW, a New Year’s Honour by AccountingWeb. The award was for my services to the accountancy profession in opposing the merger of the ICAEW with other accountancy bodies.

In November 2006 I was awarded an honorary fellowship of the Institute of Professional Financial Managers (IPFM), for my services to the accountancy profession.

In January 2006 Accountancy Age placed me on their Financial Power List for 2006. I was 11th on their list of the top 50 of “The Ones To Watch”. The list identified the “most influential names to look out for” in the world of finance for 2006.

Klaus-Martin Meyer: We read on your website “offers investors business and investment opportunities in the Democratic People’s Republic of Korea (DPRK), enabling them to take advantage of the economic reforms that are taking place there.” Can you tell us what kind of opportunities this could be?

Ken Frost:There are three main areas of investment opportunities open to investors, which we can facilitate within the DPRK:

1 Small scale investments ($500K or less) yielding good levels of return (20% or more).

These investment opportunities are in local production (consumer goods, bonded processing, software etc) for domestic market consumption and export. These utilise the advantages that DPRK has over all the other countries in the region namely:

– 99% literacy
– skilled/disciplined/hard working workforce
– well educated workforce, many speak a good level of English
– lowest wage rates in the region

Phoenix has a number of opportunities that it can offer investors in this area; eg bonded processing, consumer manufacturing, clothing manufacturing and software development.

2 Natural resources

DPRK has proven abundant natural resources worth several trillion dollars; eg coal, gold, copper, titanium, lead, zinc, nephelite, nickel, magnesia, graphite etc.

The investment required would be of a higher order than the small scale investments above, $1M plus. The money would be used to bring existing mines back to production, by pumping out flood water and renewing worn out capital equipment.

Phoenix has, via its working relationship with CPEEC, a number or opportunities in the natural resource sector that it can offer genuine investors.

3 Infrastructure development

Clearly investment in infrastructure is the costliest form of investment. However, given the dilapidated state of the roads, railways, ports, electricity grid etc it is necessary if the economy is to be revived.

DPRK also has a keen interest in infrastructure development focussed on green/renewable energy areas.

Phoenix has on it books a profitable renewable energy project that would suit a serious, well financed and experienced green energy investor.

The DPRK is the final economic frontier and is a “green field” site. Its primary advantages are:

– Location (physical position between Russia, South Korea, China and in AP)
– Location (historical, all the major players now want to move forward)
– Location (resources, it has abundant rich resources both mineral and human capital – high literacy, well educated etc)

Klaus-Martin Meyer: What are the main differences between your company and a conventional venture capital company that is investing for example in internet our biotech companies?

Ken Frost: Companies such as those you mention are industry-specific, whereas ours is location-specific. Our company is relevant to people who might want to invest in the DPRK.  We work in the DPRK and have a physical presence in the DPRK, other “conventional” venture capital companies do not.

Klaus-Martin Meyer: Are there any differences to other investment companies?

Ken Frost: We apply the same principles to potential investments as any other professional investment company, we look at:

– the risk
– the returns
– the quality of the local management
– the quality of the business plan
– the size of investment
– the share offered for that investment etc

We also pay very close attention to corporate governance issues such as; financial reporting, management structure and ethics etc. We have a code of conduct which can be seen on our website.

Phoenix Commercial Ventures Ltd is committed to being a responsible corporate citizen and to the pursuit of a sustainable future, both economic and social.

Phoenix Commercial Ventures Ltd adheres to three fundamental ethical principles:

– Integrity
– Competence
– Courtesy

To this end Phoenix Commercial Ventures Ltd has developed a Code of Conduct, which sets out to ensure that these principles are followed in its operations. The Code of Conduct governs Phoenix’s business decisions and actions. The Code applies equally to corporate actions, and to the behaviour of individual employees when conducting business on behalf of Phoenix.

We work very hard with our local management teams and business partners to ensure that international standards re reporting, corporate governance and ethics are understood and followed.

Klaus-Martin Meyer: What are your plans for the company’s future? How do you see Phoenix Commercial Ventures in five years time?

We see the coming period for Phoenix as that of being continued growth.

In our view there will be a major upswing in economic relations between the DPRK and other countries over the coming months/years. Phoenix Commercial Ventures is uniquely placed to take advantage of, and to respond to, that upswing.

We are one of the very few organisations to have made successful joint ventures in the DPRK. We are also one of the very few organisations to have people with many years’ experience, and cultural sensitivity, actually on the ground in Pyongyang. You cannot run a business by email!