WIAL Annual Conference Shanghai, China
October 19-20, 2017

“Transformation through Action Learning”


Chinese enterprises, no matter if they are multinational, state-owned or private; are facing unprecedented challenges for survival and growth. Chinese organizations realize that their business needs to transform on an individual, team, and organization basis.


Action Learning is being seriously considered as a tool to facilitate these transformations.

Email Nina Ning (ninaning@wial-china.org) for details on Conference Registration.

Speakers

The WIAL Board of Directors will be speaking during the conference, sharing different aspects and implementations of Action Learning.

You also have the opportunity to speak at WGC17!!! Would you like to deliver a speech that will leave attendees with a strong impression of WIAL's Global Presence? Not only that, but if you speak, it will give you and a colleague a free conference ticket.


Prof. Michael Marquardt

Prof. Michael Marquardt

Dr. Bea Carson

Dr. Bea Carson

Dr. Peter Cauwelier

Dr. Peter Cauwelier

Peter Kao

Peter Kao

Dorothy Tsui

Dorothy Tsui

Fumiyo Seimiya

Fumiyo Seimiya

Shannon Banks

Shannon Banks

William Teo

William Teo

Dr. Ruby Brown

Dr. Ruby Brown

Twan Paes

Twan Paes

Paulina Chu

Paulina Chu

Marina Mazi

Marina Mazi

Dr. D'Arcy Dornan

Dr. D'Arcy Dornan

Zenith Law

Zenith Law

Prof. Daniel Belet

Prof. Daniel Belet

Cai Hongji

Cai Hongji

Prof. KC Chan

Prof. KC Chan

Dr. John Sautelle

Dr. John Sautelle

Jayan Warrier

Jayan Warrier

Dr. Jessica McWade

Dr. Jessica McWade

Faz Kamaruddin

Faz Kamaruddin

Terence Quek

Terence Quek

Dr. Kathleen Kueht

Dr. Kathleen Kueht

Tong Yu

Tong Yu

Edouard Gruwez

Edouard Gruwez

Lin Lin

Lin Lin

Gu Zengwang

Gu Zengwang

Popsy Kanagaratnam

Popsy Kanagaratnam

Hans Ploeg

Hans Ploeg

Makoto Nagata

Makoto Nagata

Emmanuael Ossom

Emmanuael Ossom

Prof. Richardus Eko Indrajit

Prof. Richardus Eko Indrajit

Kwong Yiu-jun

Kwong Yiu-jun

Zhang Bei

Zhang Bei

Pang Fei

Pang Fei

Xiao Wei

Xiao Wei


Location

The WIAL Global Conference 2017 (WGC 17) is being held at Skyway Pullman Shanghai Hotel October 19-20, 2017!




Schedule


Events

Wed, Oct 18, 2017

9:00-13:30 Board Meeting

14:00-18:30 Affiliate Meeting

Events

Thurs, Oct 19, 2017

Global Conference

Events

Fri, Oct 20, 2017

Global Conference

Thursday October 19, 2017


9:00-9:05

9:00-9:05

9:00-9:05

Opening Speech

Speech by Dr. Bea Carson, WIAL Board President & Chairperson

9:05-9:55

9:05-9:55

9:05-9:55

“Transforming Organizations into Learning Organizations with Action Learning”

Professor Michael Marquardt , Co-Founder and first President of WIAL

  1. Importance of becoming a Learning Organization
  2. The five systems of learning organizations
  3. How action learning builds each system
  4. Case examples of learning organizations transformed by the power of action learning
Take Away:
  1. How to build learning organizations by action learning
  2. Practice Cases for reference

9:55-10:10

9:55-10:10

9:55-10:10

Tea Break

10:10-11:00

10:10-11:00

10:10-11:00

“Transforming Learning and Development with Action Learning”

Dr. Bea Carson

  1. With limited budgets and higher expectations – How can employees be successful?
  2. There are no failures only learning.
  3. How can we transform culture in this rapidly changing environment?
  4. Case Sharing
Take Away:
  1. How to use Action Learning as a training tool
  2. How to use Action Learning for culture change

11:00-11:15

11:00-11:15

Tea Break

11:15-12:00

11:15-12:00

11:15-12:00

“Action Learning Transition Period to break the old model of the organization (Paradigm Shift)”

Mr. Peter Kao

  1. Why people are “model” trapped.
  2. Action Learning Coaches help break the old patterns of the individual: awareness, doubt, refractor, change.
  3. Applicable tools for Action Learning Coaches
  4. Case Sharing
Take Away:
  1. To break the old paradigm (Paradigm Shift) process and tools.
  2. Practice case reference

12:00-13:15

12:00-13:15

12:00-13:15

Lunch

13:15-14:05

13:15-14:05

13:15-14:05

Hall 1: “Building High-Performance Teams through Action Learning”

Dr. Peter Cauwelier

  1. What is team psychological safety and why is it critical for team performance?
  2. What impacts team psychological safety and how can you further develop it?
  3. What is the impact of Action Learning on team psychological safety?
Take Away
  1. A framework to help you design development programs that will develop team psychological safety

Hall 2: “Organizations need to strike a balance between leadership, management, and coaching, and use action learning to tap the “upperstream” and “undercurrent””

Mr. Twan Paes

  1. In 2017, corporate collective into a puzzle, this situation happens to allow the organization to redefine the problem, the face of the problem.
  2. What is the difference between the upperstream and the undercurrent? Appearance is what can be seen in the organization, such as performance, etc., which means that we “build the world with reason.” The potential is difficult to see in the organization of things, is the “emotional world.”
  3. Which of the three leaders, managers, and coaches can solve the organization’s problems?
  4. Cases of European companies
Take Away
  1. Design framework: to enhance the team “psychological security” talent development projects
  2. Project practice sharing

Hall 3: “Solving intractable change problems through Action Learning”

Mr. John Sautelle

  1. Understanding “adaptive change challenges”
  2. How to use a collective “Immunity to Change™ process within the action learning process to get to the bottom of the problem and identify “safe to fail” actions – illustrated through a real case study
Take Away:
  1. How to apply this process in your organisation
  2. Ideas for how to use different processes within the action learning process.
  3. Carrying out “Immunity to Change™”

Hall 4: Action Learning Practice from the Perspective of Organizational Development

Mr. Kwong Yiu Jun

  1. A case scenario: Mergers and acquisitions under the scale of expansion and diversification
  2. Two core needs: integration and synergy, growth and evolution
  3. Integration of the three core technologies: action learning, guidance, coaching
Take Away:
  1. Guide the process of problem solving and learning (from the process of action learning

14:05-14:20

14:05-14:20

14:05-14:20

Tea Break

14:20-15:10

14:20-15:10

14:20-15:10

Hall 1: Play the role of action learning coaches: focus on the development of leadership in the personality traits

Mr. William Teo

  1. What is the key competitive point of leadership?
  2. Personality traits and leadership
  3. How does action learning help to improve personality traits and develop leadership?
  4. Collaboration with Dr. Sridar of the University of Bora, Malaysia, and Dr. Heriott of Heriot-Watt University, Malaysia
Take Away:
  1. Summary of personality traits in leadership development
  2. Action learning application examples

Hall 2: “Action Learning in Strength-based Organizations – Fostering people & organization development based on collective strengths”

Ms. Dorothy Tsui

  1. Dive into the “Positive” trend – unleash the power of Action Learning when Problem-solving is out of scope
  2. Action Learning and OD – Identify projects that are derived from and will contribute to the whole-system
  3. Case studies in South East Asia and Greater China regions
Take Away:
  1. A proven strength-based model for Action Learning projects
  2. Cases for reference

Hall 3: The Effect of Action Learning on Leadership Development and Participant Learning Transformation Experience

Ms. Kathleen Kueht

  1. Action learning can accelerate leadership development and facilitate learning transformation
  2. What are the obstacles to creating sustainable change?
  3. Practical experience and lessons of action learning coaches
  4. Action learning can create a supportive atmosphere for learners to learn from each other
Take Away:
  1. Experience: how to cultivate the atmosphere for the transformation of the soil
  2. Thinking: how action learning as a catalyst to develop leadership and promote personal learning

Hall 4: To Be Updated

15:10-15:25

15:10-15:25

15:10-15:25

Tea Break

15:25-16:15

15:25-16:15

15:25-16:15

Hall 1: “The Value of a Coaching Culture: Building Social Leadership Skills to Thrive in a Modern Workplace”

Ms. Shannon Banks

  1. How leadership requirements are changing in a digital world
  2. What skills and behaviours are needed to thrive in a modern workplace?
  3. How creating a coaching culture through action learning can help develop these skills?
Take Away:
  1. Self assessment around social leadership behaviours
  2. New ways of thinking about action learning’s benefits

Hall 2: Action learning drives the transformation of public institutions

Mr. Verieux Mourillon

  1. What are leadership competencies?
  2. What hinders the transformation of institutions?
  3. How do action learning coaches help members overcome the difficulties in transition?
  4. Use action learning to promote the real case of the transition to share
Take Away:
  1. Transition tool and process outline
  2. Practical examples for reference.

Hall 3: Action Learning: Innovating and Strengthening the Impact of Management Education

Professor Daniel Belet

  1. Don’t talk “Action Learning”
  2. What are the important challenges facing management today?
  3. Why do action learning provide a new and effective way to improve management and develop leadership?
  4. How does action learn to develop the leadership skills of members, to create more creative and learning teams?
  5. Business school action learning practice experience sharing
Take Away:
  1. Action learning based on management and leadership development projects
  2. Suggestions for successful action learning projects

Hall 4: To Be Updated

16:15-16:30

16:15-16:30

16:15-16:30

Tea Break

16:30-17:20

16:30-17:20

16:30-17:20

Hall 1: A Case Study of Action Learning Success

Mr. Ron McLuckie

  1. Company background and expectations of the state
  2. Measurable results after 16 months of action learning program
  3. How do we apply action learning in the project?
  4. Results: project advantages, can enhance the part and learn to harvest
Take Away:
  1. Action learning Organizational development (OD) Successful project experience
  2. Practical action learning and organizational development tips

Hall 2: Action learning makes education more effective

Mr. Hans Ploeg

  1. Why are we used to acting first, rather than finding the problem first?
  2. How does action learning help children grow better and promote teachers to work more efficiently? What are the gains and changes from them?
  3. Tools and methods of action learning coaches
  4. True case sharing
Take Away:
  1. Action learning coaches how to help the school education system ideas and tools
  2. Successful case sharing

Hall 3: Action Learning in Indonesian Banking

Professor Richardus Eko Indrajit

  1. “What, Why & How”: What is, Why and How to implement action learning design thinking in the Indonesian banking industry?
  2. Where does action learning apply to the banking industry?
  3. Real case sharing: how three banks use action learning and success
Take Away:
  1. Action learning design behind the framework of thinking
  2. How do action learning be used as a strategy to help companies increase their value, integrate them into the organization, and promote continuous productivity gains?
  3. Enterprise real case: how three companies become a world-class action learning organization

Hall 4: From “Supporting Actor” to “Lead” – Action Learning to Promote Stereoscopic Interaction

Ms. Zhang Bei

  1. Change in the form of learning: employees from “with the corporate transformation of the supporting role” into “lead the main role of change”
  2. Talent training changes: talent show from the “paper assessment” into “practical exercise”
  3. The establishment of winning culture: vertical horizontal interaction learning and sharing the formation of “common business language”
Take Away:
  1. How can the talent model at headquarters be implanted into the actual needs of local enterprises?
  2. How will the development of talent development and business innovation to develop a combination?

17:20-17:30

17:20-17:30

17:20-17:30

WIAL Annual Awards
Honor the best practice & research

Friday October 20, 2017


9:00-9:50

9:00-9:50

9:00-9:50

Hall 1: Master Coach Demo
Prof. Michael Marquardt
  1. Ready:How to form an AL group?
  2. Question:What kind of questions could be dealt with AL?
  3. Process:AL coaching Demo
  4. Answering:Problems in the process
Take Away:
  1. AL coaching skills demonstrated by Mr. Marquardt
  2. Mr. Marquardt’s real practiced experience

Hall 2: “Changing the Change through Action Learning”

Mr. Zenith Law

  1. Changing the change
  2. Action learning in the spiral of inquiry
  3. When West meets East
  4. Curosity as a driver for change
Take Away:
  1. Paradigm shifts
  2. Ancident Chinese wisdom

Hall 3: “Future of Work and Action Learning”
Ms. Marina Mazi
  1. How action learning can help leaders in a VUCA world?
  2. What are the main characteristics and trends for the work?
  3. What is a Person-Centred Approach?
  4. What is the relationship between PCA, Action Learning and the future of work?
  5. How Action Learning can shape the leader of 22th century?
  6. Real case sharing
Take Away
  1. How Action Learning helps future leaders
  2. Person-Centered approach, Action Learning and the future of work
  3. Cases for reference

Hall 4: To Be Updated

9:50-10:05

9:50-10:05

9:50-10:05

Tea Break

10:05-10:55

10:05-10:55

10:30-12:00

Hall 1: Master Coach Demo
Prof. Michael Marquardt
  1. Ready:How to form an AL group?
  2. Question:What kind of questions could be dealt with AL?
  3. Process:AL coaching Demo
  4. Answering:Problems in the process
Take Away:
  1. AL coaching skills demonstrated by Mr. Marquardt
  2. Mr. Marquardt’s real practiced experience

Hall 2: How can human resources development professionals develop their organization with action learning?
Mr. Cai Hongji
  1. What role do human resource development professionals play in the development of the organization?
  2. Organizational development: the general team into a high performance team
  3. Talent development: high potential employees to transform into a highly efficient leader
Take Away:
  1. Design framework for organizational development and talent development projects
  2. Practice case reference

Hall 3: Preenetics (Emergenetics) is the winner of the 2015 WIAL Action Learning Innovation Award
Mr. Terence Quek
  1. In 2015, the WIAL International Action Learning Association awarded the Emergingetics Asia Pacific Innovation Award, in recognition of its innovative approach to the combination of Emergenetics and action learning principles
  2. What are the thoughts and behavioral preferences of the brain preference test (Emergenetics)? Why does the action learning coach apply it to the project?
  3. In what architecture and mode, action learning is inspired? How can other companies easily combine this architecture and model with action learning projects?
Take Away:
  1. Design framework for organizational development and talent development projects
  2. Practice case reference

Hall 4: To Be Updated

10:55-11:10

10:55-11:10

10:55-11:10

Tea Break

11:10-12:00

11:10-12:00

11:10-12:00

Hall 1: “Coaching for Transformation”

Dr. Bea Carson

  1. Future positive coaching
  2. Neuroscience of coaching
  3. Transforming teams through Action Learning coaching Examples
Take Away:
  1. Coaching tips for transformation
  2. Advanced Coaching practice

Hall 2: Action Learning Practice in China’s Large Enterprises

Mr. Gu Zengwang

  1. Why do large Chinese companies need to learn?
  2. Application of action learning in large enterprises in China
  3. Action to learn the experience and lessons of the practice of large enterprises in China
  4. Action learning in the future of China’s large enterprises outlook
Take Away:
  1. Experience and lessons learned from large state-owned enterprises in practical action learning projects
  2. Design ideas and framework of large state-owned enterprises action learning project

Hall 3: “Sharing the 3-year Transformation Journey to Catalyze “Leaders to Build Leaders” at MSI (Micro-Star Intl.)
Ms. Paulina Chu

In 2016, this “MSI Building a Value-based Culture” project received both the WIAL Best Business Practice award and the IAF FIA (Facilitation Impact Award).

  1. Introducing and deepening AL in this large, complex organization.
  2. Using AL to build leaders and sustain growth.
  3. Interventions in addition to AL.
Take Away:
  1. Understand this 3 year case and design
  2. 2. Explore AL’s power to build leaders’ capabilities and sustain business growth
Hall 4: To Be Determined

12:00-13:15

12:00-13:15

12:00-13:15

Lunch

13:15-14:05

13:15-14:05

13:15-14:05

Hall 1: Project-based Action Learning for Accelerated Transformation: Case Analysis of Three Leading MNEs (Japanese, Canadian, Indonesian)”
Prof. KC Chan

The presentation covers the need for converting a strategy into a prioritized pipeline of programs and projects to achieve both optimization and utilization of resources and achieve the supreme productivity performance of being faster, better and smarter than competitors. Thus, the prime lesson learnt is that action learning should permeate the whole organization from strategic to business to operations to achieve accelerated transformation in organizational culture from good to great.


The three leading MNEs (multinational enterprises) are:

  1. Okuma Corporation (Japan)
  2. Husky (Canada)
  3. Sinar Mas Group (Indonesia)
Take Away:
  1. Framework for project-based action learning
  2. Holistic Thinking for accelerated learning
  3. Real world application of the latest concept in project-based action learning for the transformation of 3 MNEs (multinational enterprises)

Hall 2: “Appreciative Inquiry & Action Learning: Positivity and Performance Meet”

Mr. Jayan Warrier

  1. Origins and principles of Appreciative Inquiry
  2. An experience of AI in action
  3. The compelling need for positive performance
  4. AI and AL: Applications
Take Away:
  1. Understand AI as a tool and a life philosophy
  2. Explore synergies of AI and AL in business and life

Hall 3: Let the business leader “pay” your action learning project

Mr. Ron McLuckie

  1. What is the concept of peddling action? NO!
  2. What is the business leader really expect?
  3. Effective and feasible action to learn the sales process
  4. How to build project cooperation?
Take Away:
  1. effective and allows customers to Xinyi sales skills
  2. Practical sales tips

Hall 4: The Virtual Team’s Action Learning Experience
Mr. D’Aarcy Dornon
  1. Trend:virtual action learning
  2. Experience:virtual action learning
  3. Key to success:the problems the coaches need to pay attention Action Learning is a proven methodology that enhances business performance, rapidly solves problems, creates innovative solutions, achieves significant ROI, builds organizational capability and manages change. In other words, Action Learning also leads to innovative and breakthrough sustainable problem solving, leadership development, improves team performance and enhances learning organizations.
Take Away:
  1. Thought:How to successfully conduct Action Learning sessions virtually and achieve positive results as per the above.
  2. Experience:Engaging in virtual action learning.

14:05-14:20

14:05-14:20

14:05-14:20

Tea Break

14:20-15:10

14:20-15:10

14:20-15:10

Hall : 15 years, Japan’s typical action learning project
Ms. Fumiyo Seimiya
  1. In 15 years, real action learning projects have been conducted in Japan (three Japanese companies have found and shared typical cases
  2. The possibility of a Japanese student training student coach
Take Away:
  1. Design ideas: how to use action learning to create a “good ask” cultural atmosphere of the process
  2. Create the meaning of the internal action learning coach
  3. Practice case reference

Hall 2: Up to ten years of use of action learning experience
Mr. Tong Yu
  1. Action learning is an important part of the learning of talent projects
  2. Action learning should be combined with the actual business, the formation of internal operational processes
  3. Action learning requires tracking and counseling mechanisms to facilitate the achievement of learning outcomes
  4. Through the actual case, show the effect of action learning
Take Away:
  1. Experience the important role of action learning in talent projects
  2. Draw lessons from the process and method of learning in business operation
  3. Through the action school and IDP with the organic, to enhance the learning effect

Hall 3: In a short period of time, such as preparing a project report to a high level
Mr. Edouard Gruwez
  1. Key issues of speech: “The paradox of speech” and “Curse of knowledge”
  2. Thinking: What information will the top receive from your report?
  3. Logic (Logic): how to build a viewer to facilitate the information structure?
  4. Story (Story): what way to become information “hand” (handler), so that the audience memorable?
  5. Media (Media): how to make a speech to enhance the effect of PPT?
Take Away:
  1. Speaking of TLSM: Thinking, Logic, Story, Media

Hall 4: The Virtual Team’s Action Learning Experience
Mr. D’Aarcy Dornon
  1. Trend:virtual action learning
  2. Experience:virtual action learning
  3. Key to success:the problems the coaches need to pay attention Action Learning is a proven methodology that enhances business performance, rapidly solves problems, creates innovative solutions, achieves significant ROI, builds organizational capability and manages change. In other words, Action Learning also leads to innovative and breakthrough sustainable problem solving, leadership development, improves team performance and enhances learning organizations.
Take Away:
  1. Thought:How to successfully conduct Action Learning sessions virtually and achieve positive results as per the above.
  2. Experience:Engaging in virtual action learning.

15:10-15:25

15:10-15:25

15:10-15:25

Tea Break

15:25-16:15

15:25-16:15

15:25-16:15

Hall 1: Case Study: Promotion of Action Learning Project in Hitachi Group
Mr. Makoto Nagata
  1. How do you build organizational culture through action learning?
  2. Collective transformation in the course of action learning: From “individual functions” to “cross-functional team members”
  3. The need for a Japanese student training student
Take Away:
  1. Action learning to create “good ask” culture of the process and methods
  2. Reference case

Hall 2: “The AirAsia Action Learning Journey
Faz Kamaruddin

How AirAsia is applying Action Learning in:

  1. Leadership development
  2. Talent management
  3. Organization change
Take Away:
  1. Real-life lessons for coaches, people managers and HR leaders
  2. Immediate action steps to incorporate AL in your own organization

Hall 3: The practice of fusion action learning
Ms. Lin Lin
  1. How to understand and grasp the different forms of Chinese enterprises organizational development needs?
  2. How to learn by way of action and mix other means to meet different customer needs?
Take Away:
  1. on the party HR: how to combine their own situation and needs, the use of mobile learning approach to promote organizational development
  2. B coach AL: how to combine their own situation and background, the use of mobile learning to help customers promote organizational development

Hall 4: To Be Determined

16:15-16:30

16:15-16:30

16:15-16:30

Tea Break

16:30-17:20

16:30-17:20

16:30-17:20

To Be Updated

Hall 1: “The L Path – Five Insights for Building Leadership Effectiveness and How Action Learning Informs Them.”
Dr. Jessica McWade
  1. Leading:Developing Vision, Communicating Well, Knowing and Growing Yourself.
  2. Learning:Encouraging Curiosity, Asking Questions, Diagnosing Challenges.
  3. Losing:Championing Intelligent Risk-Taking, Learning from Failure.
  4. Laughing:Being Humble, Achieving Balance, Finding Enjoyment in Leadership.
  5. Living:Applying Wisdom from the Lived Experience, Succeeding across Cultures.
Take Away:
  1. Practical tools for building self-awareness and improving as a leader-communicator.
  2. Specific steps for creating organizational vision and the culture needed to achieve it.
  3. Useful narrative, examples and case studies of leading on The L Path.
  4. References to how some Action Learning principles inform leadership effectiveness.

Hall 2: Action learning and problem solving technology into Ghana – good start never too late
Mr. Emmanuel Ossom
  1. Leading:Developing Vision, Communicating Well, Knowing and Growing Yourself.
  2. Ghana’s graduates continue to rise in unemployment: Who’s wrong?
  3. Enterprises are increasingly lacking in competitiveness: employees can not solve problems, universities and industries out of touch
  4. Why does Ghana urgently need to learn: too many problems are not resolved, business stagnation, job creation is not created
  5. Examples from MBA students: why Ghana is in urgent need of action
  6. Real case from business
Take Away:
  1. Practical tools for building self-awareness and improving as a leader-communicator.
  2. How to promote MBA education through action learning to better help businesses
  3. MBA student case example sharing
  4. Example of real business case sharing

Hall 3: Practice case study sharing: action learning in any age group
Ms. Popsy Kanagaratnam
  1. How does action learning work in different contexts?
  2. How does the mobile learning coach work with team members to build the team’s positive habits?
  3. How much can the coach interfere with during the course of action learning?
  4. US middle school action learning practice case sharing/li>
  5. How do I apply my action to your situation?
Take Away:
  1. Practical tools for building self-awareness and improving as a leader-communicator.
  2. Use of action learning in different environments
  3. Group discussion: how to apply action learning to your work environment

Hall 4: To Be Determined

17:20–17:25

17:20–17:25

17:20–17:25

WIAL Awards
Honor the best practice & research

17:25–17:30

17:25–17:30

17:25–17:30

Closing
Preannouncing the Next WIAL Global Conference

Tickets

Early Bird

If you register for WIAL Global Conference 2017, before August 31, you
will receive an early bird discount.

RMB ¥2999 = USD $441

Standard Pricing

Tickets purchased after August 31, will be charged at standard price.

RMB ¥3499 = USD $515

Free Ticket

If you deliver a speech at the conference, you and a colleague will receive two complimentary tickets to the event.

Conference Schedule Update

Please Note

The above WIAL Global Conference 2017 Schedule is subject to change.

Planning Your Conference

Please refer to the conference schedule on the WIAL China website for any last minute changes.

Click Here

Sightseeing in China

We welcome you, your spouse, and your family. There is no shortage of beautiful architecture and history in China.We can help arrange travel and lodging and provide sightseeing and shopping consultancy.

If there are 12 or more people visiting the same place at the same time, we will organize sightseeing team tours for you.

Contact Nina Ning for information

  • Shanghai
  • Suzhou
  • Hangzhou
  • Beijing
  • XiAn
  • Shanghai
  • Suzhou
  • Hangzhou
  • Beijing
  • XiAn