>>> IMF director Georgieva: current baseline scenario for China economy is a ret

IMF director Georgieva: current baseline scenario for China economy is a return to normal in Q2 with a relatively minor and short lived impact on the global economy; baseline forecast sees 0.1ppt drop in global GDP due to coronavirus - comments from Riyadh G20 ministers meeting
- IMF continues to consider more dire scenarios with longer and more widespread virus incidence
- IMF is ready to cooperate through grants for debt relief to the poorest, most vulnerable member states

FT : World wide web founder scales up efforts to reshape internet

World wide web founder scales up efforts to reshape internet
Sir Tim Berners-Lee’s start-up Inrupt to expand operational team and launch pilot projects

Inrupt, the start-up company founded by Sir Tim Berners-Lee to redesign the way the web works, is expanding its operational team and launching pilot projects in its quest to develop a “massively scalable, production-quality technology platform”.

Sir Tim, who invented the world wide web in 1989 but has become increasingly critical of the way it has been captured by giant corporations, said there had been a “rush of interest” from open source developers, entrepreneurs, tech company executives and government officials to support Inrupt’s mission to decentralise the web and hand power back to users.

But Inrupt now had to focus on the complexities of turning its underlying Solid technology into a scalable platform. “For the world to experience the true value of the web we’re building, we must address the vital issues related to privacy, trust and security,” he wrote in a blog post.

To tackle those challenges, Inrupt has hired a further five leading technologists, including Bruce Schneier, a veteran cryptography expert, as head of security architecture. The company is also working with the Greater Manchester Combined Authority in the UK to pilot an innovative “early years” app that will digitise children’s healthcare records up to the age of 2.5 years.

Mr Schneier said he believed in Sir Tim’s vision of creating a new distributed data ownership model to challenge the “digital feudalism” of the big tech companies. “The problem is that your data is not under your control. It is on computers owned by lots of other people. And you have no control over it and you do not have access to it in ways that are useful to you,” he said in a telephone interview.

Mr Schneier said it would be an immense challenge to create workable authentication and permission processes to enable Solid to work at scale, but he was convinced it was achievable. “It is ‘going to the moon’ hard rather than ‘faster than light travels’ hard,” he said.

“It is easy if some big party is in control. It has this massive power that decrees this and this is allowed. But if you want to distribute that authority so that users are in control, it is a lot harder.”

Inrupt was founded in 2017 to operationalise the Solid decentralisation technology, developed by Sir Tim’s team at the Massachusetts Institute of Technology. Last year, Inrupt raised a “significant” sum of money, in excess of $10m, from interested tech companies, individuals and institutions to fund the company’s development.

Some of the big tech companies privately dismiss Solid as a quixotic academic project that is unlikely ever to succeed because users are so path dependent on existing data platforms. But some of the biggest tech companies, including Apple, Google, Facebook, Microsoft and Twitter, are publicly backing the Data Transfer Project, launched in 2018, to help create an open-source, data portability platform that could integrate with Solid.

John Bruce, Inrupt’s co-founder and chief executive, said the company was working on several pilot projects, including the one in Manchester.

“We are seeing if we can collectively deliver better healthcare to UK residents. At the moment that data resides in silos across the NHS. Wouldn’t it be cool if it could be securely delivered straight to your nurse or your caregiver,” he said. “You would then have a holistic representation of your healthcare.”

FT : Buffett stands by strategy of pouring cash into stocks

Buffett stands by strategy of pouring cash into stocks
Annual letter to shareholders says chances of finding quality companies still ‘rare’

Berkshire Hathaway’s Warren Buffett on Saturday stood by his decision to plough ever greater sums of the company’s cash pile into stocks as he struggled to find multibillion-dollar acquisition targets, after a year in which the sprawling conglomerate suffered its worst performance against the broader market in a decade.

The so-called Oracle of Omaha told Berkshire stockholders in his annual letter that his ability to find quality companies to buy outright at the right price was “rare”. Instead the company’s equity portfolio, which counts shares in blue-chip groups such as Apple and American Express, has continued to grow.

“Far more often, a fickle stock market serves up opportunities for us to buy large, but non-controlling, positions in publicly traded companies that meet our standards,” he said.

He defended the move, noting that Berkshire’s share of retained earnings generated by its largest stock investments was more than $8bn. That figure does not flow into the company’s net profits.

“At almost all major companies other than Berkshire, investors would not find what we’ll call this ‘non-recognition of earnings’ important,” he wrote. “For us, however, it is a standout omission.”

The annual letter is long awaited by Berkshire shareholders and the general investing public, who have often found wisdom in the words of the 89-year-old chief executive. But this year he was light on missives about the state of the economy and did not dive into his views on political affairs in the US ahead of the election this November.

Instead, Mr Buffett repeated several of his previous maxims: that changes to tax policy had skewed Berkshire’s results, the importance of compounding interest, and how the company was prepared for his eventual departure.

Berkshire in 2018 named two new vice-chairman as part of a succession plan on which investors had long sought insights. Investors will this year have the opportunity to ask the two men, Greg Abel and Ajit Jain, questions at Berkshire’s annual meeting in May, Mr Buffett said. He also noted that he had directed the executors of his will not to sell Berkshire shares on his death.

“Charlie and I long ago entered the urgent zone,” he wrote, referring to 96-year-old Berkshire vice-chairman Charlie Munger. “That’s not exactly great news for us. But Berkshire shareholders need not worry: your company is 100 per cent prepared for our departure.”

Berkshire reported a profit of $81.4bn last year, up from $4bn the year before. Earnings figures at the company, which owns the BNSF railroad and private jet operator NetJets, have swung significantly since changes to the tax code required the company to begin marking gains and losses on its stock holdings.

Excluding the $53.7bn rise in the value of those holdings, Berkshire reported a 3.3 per cent decline in operating profits for the full year. Its mammoth cash pile was little changed from the end of September at $128bn.

WSJ : Warren Buffett’s Berkshire Hathaway Stock Underperforms the Most Since 200

Warren Buffett’s Berkshire Hathaway Stock Underperforms the Most Since 2009
The conglomerate’s stock rose 11% in 2019 compared with a 31.5% total return in the S&P 500

Warren Buffett sought to reassure investors about Berkshire Hathaway Inc.’s BRK.B 0.51% long-term future following an underwhelming year for the conglomerate’s performance.

The 89-year-old Mr. Buffett, Berkshire’s chairman and chief executive, is renowned for his long-term success as a stock investor and deal maker. But in recent years, Berkshire’s stock performance has failed to beat the market.

Berkshire’s stock rose 11% in 2019 compared with a 31.5% total return in the S&P 500, including dividends—Berkshire’s biggest underperformance since 2009.

Mr. Buffett has long said that investors should focus on companies’ long-term performance and ignore shorter-term fluctuations in the stock market.

Some investors have agitated for Berkshire to spend more of its massive cash pile buying back shares or paying a dividend. They have also asked to hear more from Ajit Jain and Greg Abel, the two Berkshire vice chairmen who are leading contenders to succeed Mr. Buffett as CEO.

In his annual letter to shareholders released Saturday, Mr. Buffett mostly skirted the issue of Berkshire’s underperformance relative to the broader market. But he said shareholders should not be worried about the future of Berkshire after he or his 96-year-old business partner, Berkshire Vice Chairman Charlie Munger, die.

“Your company is 100% prepared for our departure,” Mr. Buffett said.

He also said that at Berkshire’s annual meeting in May, shareholders will be able to ask questions of Messrs. Jain and Abel. That is a change from previous meetings, when any comments by Berkshire leaders besides Messrs. Buffett and Munger have been rare.

“I’m so excited for that. I think it’s an absolutely terrific idea,” said Thomas Russo, partner at Gardner Russo & Gardner, a longtime holder of Berkshire shares. He said it would be helpful for shareholders to hear more directly from Messrs. Jain and Abel about overseeing the day-to-day operations of Berkshire’s companies.

Berkshire increased its buybacks in the fourth quarter to $2.2 billion, bringing its total repurchases for the year to $5 billion, the company said. That still barely dented the company’s huge pile of cash, which totaled $128 billion as of Dec. 31, the company said Saturday, slightly down from a record $128.2 billion at the end of the third quarter.

In his letter, Mr. Buffett lamented the difficulty of finding attractively priced acquisition targets that are big enough to move the needle for Berkshire.

“The opportunities to make major acquisitions possessing our required attributes are rare,” he said.

Berkshire’s biggest deal in 2019 was a $10 billion investment in Occidental Petroleum Corp. ’s bid to acquire Anadarko Petroleum Corp.

Some of Berkshire’s 60-odd subsidiaries completed acquisitions, but those deals tend to be small. Berkshire spent $1.7 billion on bolt-on acquisitions in 2019, the company said, up from $1 billion the prior year.

“I think there’s more capacity for buybacks,” said James Shanahan, senior equity-research analyst at Edward Jones. “It’s no doubt that the significant outstanding cash balances have been an extraordinary drag on earnings.”

The Omaha, Neb., conglomerate reported net earnings of $29.2 billion, or $17,909 per Class A share equivalent, up from a loss of $25.4 billion, or $15,467 a share, the year before. Berkshire’s earnings were mostly boosted by unrealized investment gains, while its results a year ago were dragged down by an unexpected write-down at Kraft Heinz Co.

Berkshire posted operating earnings of $4.4 billion, down from $5.7 billion a year earlier, due to lower results in insurance underwriting and some of Berkshire’s smaller operating businesses. Operating earnings exclude some investment results and Mr. Buffett has said they are more reflective of Berkshire’s performance than net earnings, which can fluctuate widely due to unrealized investment gains or losses.

Berkshire’s Class A shares closed Friday at $343,499, up 1.1% for the year. In contrast, the S&P 500 is up 3.3% this year.

Cathy Seifert, equity analyst CFRA Research, said she thought Mr. Buffett should have addressed Berkshire’s results compared with the index more directly. “It’s easy to say you’re not concerned about short-term performance,” she said. But “this short-term underperformance could turn into a longer-term underperformance.”

Mr. Buffett also used his letter to discuss corporate boards of directors, which he said are often ill-equipped to oversee companies and incentivized not to challenge executives. Noting that he has served as a director for 21 public companies over the past 62 years, Mr. Buffett complained that board members are often too reliant on their board-related income to truly function as independent overseers. He also said many board members are not experts in finance or investing.

“Almost all of the directors I have met over the years have been decent, likable and intelligent,” Mr. Buffett said. “Nevertheless, many of these good souls are people whom I would never have chosen to handle money or business matters. It simply was not their game.”

Berkshire runs a large insurance operation as well as railroad, utilities, industrial manufacturers and retailers. Its holdings include recognizable names like Dairy Queen, Duracell, Fruit of the Loom, Geico and See’s Candies.

Berkshire’s insurance business sits at the core of its moneymaking machine. Insurance brings in billions of dollars of “float,” upfront premiums customers pay and that Berkshire invests for its own gain. Berkshire also holds large stock investments, including in Apple Inc. and Wells Fargo & Co.

NYT : As Kobe Bryant Memorial Nears, Shaquille O’Neal Says: ‘I’m Hurting’

As Kobe Bryant Memorial Nears, Shaquille O’Neal Says: ‘I’m Hurting’
O’Neal, Bryant’s former teammate, says he has some regrets. His former coach Del Harris, 82, is struck by the death of a man half his age who was early in his retirement.



When Kobe Bryant first arrived in Los Angeles, Jerry West, left, and Del Harris, right, agreed that it would be best to gradually increase the young star’s workload.Credit...Steve Grayson/WireImage, via Getty Images
  • Feb. 21, 2020

The math was, shall we say, daunting for Kobe Bryant’s first coach with the Los Angeles Lakers. Del Harris had a veteran team with two future All-Stars in his backcourt even before Bryant arrived in the summer of 1996.
Harris’s priority was thus ensuring that those two star guards, Nick Van Exel and Eddie Jones, had the room to orbit comfortably around the Lakers’ other marquee newcomer entering the 1996-97 season: Shaquille O’Neal. As supremely skilled as Bryant was for his age, Harris and the Lakers’ general manager, Jerry West, agreed that finding minutes for the impatient teenager would be best done gradually.
Bryant, of course, did not agree with that plan. He wanted to start immediately and was not dissuaded by the injury that knocked him out of his entire first training camp and preseason as a pro.
“In his exuberance to play, he couldn’t wait for camp to start and broke his hand playing pickup ball at Venice Beach,” Harris said. “He was so hungry that he would go and find places to play and work on his own.

“He was so oriented to being the best. Not only the best he could be. The best — period.”
Harris is one of the game’s foremost storytellers and my go-to N.B.A. historian. So we naturally spent almost an hour on the phone on Thursday night comparing notes and tales in advance of a memorial service in Los Angeles on Monday to celebrate the lives of Bryant, his daughter Gianna and the other seven victims aboard a helicopter that crashed into a hillside Jan. 26 near Calabasas, Calif.
‘Helicopter Went Down, Flames Seen’: Kobe Bryant’s Last Flight
Feb. 8, 2020
As usual, Harris remembered much more than I did. As usual, I did more listening than talking as we reminisced about Bryant’s nascent days as a Laker from our old vantage points: Harris as the coach and me as the newspaper beat writer.

Yet what struck me most as we rewound through the years is how thoroughly sobering the math is now.
Bryant’s career, spanning 20 seasons with the storied Lakers, seemed so rich and long, only for the crash to snatch his life away not even four years into retirement — at the age of 41.
“I’m twice as old as he is,” Harris, 82, said softly. “The two youngest players I ever coached in all my years were Moses Malone and Kobe Bryant. And they’re both gone.”

Nearly a month since the crash, prominent N.B.A. figures like Harris and O’Neal continue to struggle to process the news. Numerous players and coaches leaguewide have taken to wearing various models of Bryant’s signature sneakers — and scribbling messages onto whatever they wear — to salute him. Moving remembrances have already taken place, both before the Lakers’ first home game since the accident and throughout the All-Star activities last week in Chicago. Attention turns now to Monday’s memorial, which is bound to be the most emotional public tribute.


Image
Memorials to Bryant have sprung up all around Los Angeles, including this one at the U.C.L.A. Health Training Center. Credit...Philip Cheung for The New York Times
N.B.A. commissioner Adam Silver, in an appearance last Sunday on NBA TV, acknowledged feeling “the heaviness” at every league gathering in Chicago. Yet he asserted that “there is something cathartic about coming together and being able to talk about these things.”
O'Neal hopes Silver is right about the benefits of communal grieving. He and Harris will both attend Monday’s service, along with an array of current and retired luminaries from around the league.
“I’ve never seen nothing like this before,” O’Neal, the Hall of Fame center-turned-Turner Sports analyst, said last week when we crossed All-Star paths. “All the greats I grew up watching, I got to see them grow old.
“Dr. J is a good friend of mine,” O’Neal continued, referring to the legendary former Nets and Philadelphia 76ers highflier Julius Erving. Of Wilt Chamberlain, O’Neal added: “I only met Wilt once, but I met him.
“These are things,” O’Neal said of Bryant’s sudden death, “that you never imagine happening.”
Bryant was just 4 when Harris met him in Houston while serving as the last N.B.A. coach for Kobe’s father, Joe Bryant. Since the crash, Harris has found himself consuming all sorts of Kobe video footage, from his last game at Lower Merion High School outside of Philadelphia to a talk show sit-down last November with Kelly Clarkson.

“He was doing so much good,” Harris said. “It’s one thing to have plans. He had plans that were already working, whether it was the books he was writing, education programs, the Mamba Academy. The things he could have done and would have done, that’s what we will miss.”
O’Neal is a prankster by nature, but his season has been filled with sorrow. In October, his sister Ayesha Harrison-Jax, 40, died of cancer. News of Bryant’s death then toppled O’Neal again, as seen on Jan. 28 when he wept openly in a TNT special about his former teammate.
“People who know me know I’m hurting,” O’Neal said. “In a million years, I never thought my younger sister would pass before me. And I never thought any of my teammates would go out before me — especially the way Kobe went out.”


Image
“We’re forever going to be linked,” Shaquille O’Neal said of Bryant.Credit...Mike Fiala/Agence France-Presse — Getty Images
They were Hollywood co-stars for eight unforgettable seasons. It was always a tenuous pairing, marked by three championships, too many feuds to list and the unshakable sense that they could have won more titles had they just stayed together.
“We’re forever going to be linked,” O’Neal said.
Tensions gradually faded after they shared the All-Star most valuable player award in 2009, but the realization that he and Bryant last spoke in February 2018 for a TNT conversation has bothered O’Neal ever since the accident. Bryant maintained more frequent communication with some of O’Neal’s children — all the way up to a direct message he sent to O’Neal’s eldest son, Shareef, via Instagram on the morning of the accident. O’Neal, though, hasn’t even tried to hide his regret.
“He was good at always looking out for my boys, telling them to come work out at the Mamba gym, but I wish I would have communicated with him more,” O’Neal said. “People in our lives, if we think about them, we should communicate a little bit more.

“The other day I was just thinking: ‘I wonder what Nick Van Exel is doing. I wonder what Eddie Jones is doing.’ I’m trying to do a better job now, at the tender age of 47, of just communicating with people.”
Throughout the past month, O’Neal has maintained his usual brisk schedule, immersing himself in the standard two nights a week in TNT’s Atlanta studios amid his myriad business interests and the annual nonstop bustle of All-Star festivities.
I chatted with O’Neal on Feb. 13 — a Thursday that tipped off a 96-hour stretch filled with assignments in Chicago — and asked if working so much and trying to talk about basketball were difficult under the circumstances.
“No,” he said. “Sleeping is.”

China Daily : Huawei secures most 5G contracts around world

Huawei Technologies Co has secured its position as the most sought-after 5G telecom equipment supplier, despite the US government's intensified push to contain the Chinese technology giant on the geopolitical, legal and technological front lines.

Among the 91 commercial 5G contracts Huawei has inked, the largest number by any telecom gear maker so far, more than half are from Europe, where Washington has spared no effort to dissuade its allies from using the company in their 5G systems.

Analysts said the steadily growing contracts show that Huawei has won the trust of more foreign telecom operators with its technological prowess, and Washington's groundless security accusations have failed to convince even some of its closest allies.

Ding Yun, president of Huawei's carrier business group, said at a launch event in London on Thursday that the company's 91 commercial 5G contracts is an increase of nearly 30 from last year. That is ahead of the 81 announced by Swedish telecom company Ericsson last week and well ahead of Nokia, which said it had secured 67 5G commercial deals as of Feb 10.

Ding said 47 of its 5G contracts are from Europe, 27 from Asia and 17 from other regions.

Huawei will invest $20 million in innovative 5G applications over the next five years, contributing to a thriving 5G ecosystem and accelerating the commercial success of 5G, officials said.

The UK announced on Jan 28 that it would allow Huawei in the noncore part of its 5G network, with a cap of 35 percent market share. A day later, the EU announced its toolbox for 5G deployment, which does not ban Huawei and leaves it up to the member countries to make their final decisions.

French Minister of Economy and Finance Bruno Le Maire confirmed that the government will not exclude Huawei. The same view was expressed by Swedish and Italian officials, though those countries also said there would be security reviews for vendors.

Bai Ming, a senior research fellow at the Chinese Academy of International Trade and Economic Cooperation, said more European countries are taking an unbiased approach toward Huawei because Washington has never provided factual evidence to support its security accusations.

"More people realized that mixing politics with normal business cooperation could only delay the global deployment of 5G," Bai said.

But analysts also warned that tougher headwinds are still ahead for the world's largest telecom equipment maker, given media reports that the US government is planning to further restrict US technology sales to Huawei.

Meanwhile, a federal judge in Texas on Tuesday dismissed a lawsuit filed by Huawei to challenge a 2018 congressional defense bill that stopped federal agencies from doing business with the company.

Wang Yanhui, secretary-general of the Mobile China Alliance, said a broader US ban on technology sales won't substantially harm Huawei's telecom business, as it has already shipped US-component-free 5G base stations around the world.

The Shenzhen-based company has also been scrambling to build its own mobile software ecosystem, the foundation for its ability to continue selling smartphones in overseas markets to mitigate the fallout from US restrictions.

"Challenges only make Huawei stronger," Wang said.

FT : Coronavirus mapped: the latest figures as the outbreak spreads

Coronavirus mapped: the latest figures as the outbreak spreads
The countries affected, confirmed cases and number of deaths

The humanitarian costs of the coronavirus outbreak have continued to mount, with almost 78,000 people infected in China alone, where the outbreak originated. The number of people who have been confirmed to have died as a result of the virus has now surpassed 2,300. 

It has hit a growing list of companies by sapping consumer demand in key regions and disrupting supply chains. Chinese stocks, the travel sector and energy funds have also been hit.
The data for this map comes from a dashboard maintained by the Johns Hopkins University Center for Systems Science Engineering, which has combined data from the World Health Organization, the US Centers for Disease Control and Prevention, the European Centre for Disease Prevention and Control, the Chinese Center for Disease Control and Prevention. It also incorporates data from the Chinese medical community website DXY, which aggregates live situation reports from the Chinese National Health Commission and local CCDC

New coronavirus cases have fallen markedly recently to around 600 each day. The total number of recovered cases has now reached 21,223.

WSJ : How One Singapore Sales Conference Spread Coronavirus Around the World

How One Singapore Sales Conference Spread Coronavirus Around the World
One meeting, attended by 109 people, sent virus hunters scurrying to a French Alpine ski town, a British pub and locations in Malaysia and South Korea

Last month, 109 people gathered in a Singapore hotel for an international sales conference held by a U.K.-based company that makes products to analyze gas.

When the attendees flew home, some unwittingly took the coronavirus with them.

The virus had a 10-day head start on health authorities who, after belatedly learning a 41-year-old Malaysian participant was infected, began a desperate effort to track the infection through countries including South Korea, England and France. Health investigators have found at least 20 people in six Asian and European countries who were sickened, some who attended the conference and others who came in contact with participants.

A globalized economy, one that’s far more integrated than in the early 2000s when the SARS virus broke out, is complicating the task of responding to epidemics.

After this one conference alone, 94 participants left Singapore, authorities determined. Some joined Lunar New Year dinners. Others went on vacation, one to an Alpine ski town. They had eaten, taken car rides and shared a roof with others who then boarded more planes to places the virus hadn’t yet reached.

Health officials used international communications channels to share names of the potentially infected and relied on self-reporting by sickened conference-goers, creating “activity maps” that detailed their movement. They checked flight manifests and called passengers. French authorities closed down schools in sparsely populated towns. U.K. public-health officials isolated health-care workers who got the illness and searched for patients with whom they came in contact.

Tracking even a relatively small number of cases such as those linked to the conference requires meticulous detective work. To stop the contagion’s global spread, it is critical to identify people who might have caught the virus before they pass it on.

“There’s a lot of classic, boots-on-the-ground epidemiology going on right now tracing these cases,” says Dr. Matthew Ferrari, associate professor of biology at the Center for Infectious Disease Dynamics at Pennsylvania State University.

Singapore, whose health authorities have confirmed 86 cases there, has deployed dozens of contact tracers and data analysts to hunt down every bit of information. The work begins in hospitals where specialists are interviewing sickened people to map their whereabouts for the days before they were isolated and might have infected others, seeking details such as whom they ate with and met, which shoe shop they visited, how many salespeople shook their hands.


“There are basically no gaps in the activity map,” says Pream Raj, an assistant director in the Singapore Health Ministry’s communicable-diseases division. In Singapore, he and his associates are seeking help from police, drawing on security-camera footage and working with ride-hailing companies for information to identify which driver fetched whom.

One big puzzle piece has been the source of the infection. Somebody brought the virus to the conference. Who?

Global infections
The broader coronavirus crisis goes back to December, when Chinese authorities disclosed the outbreak after dozens of people fell ill with pneumonia in Wuhan, in China’s Hubei province. Authorities identified it as a new strain of coronavirus. It spread in China, where 74,600 people had been sickened as of Feb. 20, according to the World Health Organization, and there have been 1,073 confirmed cases outside China. The WHO says more than 2,100 people have died.

With news of new deaths and infections globally, other countries are drawing more attention. South Korea reported a surge in confirmed cases on Friday. The first deaths were reported in Iran and among cruise-ship passengers in Japan this week.

When the conference began Jan. 19, Singapore had no confirmed cases. The gathering was a 2020 sales kickoff hosted by U.K.-based Servomex Group Ltd. For four days, guests from around the world mingled at Grand Hyatt Singapore. A dance troupe performed traditional shows in elaborate costumes to entertain the guests, and with Lunar New Year around the corner, the mood was festive.

Some participants were from China, including Hubei province, Singapore health officials later learned.

The first report of trouble came from Malaysia, 10 days after most attendees left Singapore. A 41-year-old Malaysian participant had traveled to his hometown in the country’s north, according to the activity map investigators compiled. By the time he returned to the central Malaysian town where he works, he had a cough and fever. On Feb. 3, doctors confirmed he had the coronavirus.

Malaysian health authorities notified Singapore counterparts, who soon put their virus sleuths into action. First, they got the list of 109 participants and learned 94 weren’t from Singapore. They activated international communication channels to let other governments know which of their nationals were at the conference. “We informed them pretty early on,” Mr. Raj says, “before it started to balloon.”

A Servomex spokesman says the company worked closely with public-health authorities and put preventive measures in place as new information about the infections emerged, such as restricting employee travel and asking conference attendees to self-isolate.

In Malaysia, health investigators grilled the 41-year-old patient for details about where he had been, which flights he took, who picked him up from the airport and other details, Malaysian health officials say. Virus sleuths there compiled a list of 74 people he had come in contact with—family, friends, doctors, nurses. They contacted those people one by one, seeking phone numbers and addresses along the way.

He shared holiday meals with his family and rode in a car with his sister. She told them she had a sore throat; a test came back positive for coronavirus. His mother-in-law, who complained of a headache and fatigue but no fever, also had the disease, Malaysia’s Health Ministry says. The man and his mother-in-law have recovered, and his sister is under treatment.

The infected Malaysian had dined with an associate from South Korea at the conference. After his Feb. 3 diagnosis, he contacted the associate with a warning: Get yourself tested.

After the conference, the South Korean had flown to his country’s main international airport, taken the airport express to Seoul and eaten at a soft-tofu restaurant, according to South Korea’s Centers for Disease Control and Prevention, then took a high-speed train to his hometown of Daegu.

He spent the night at his parents’ home, visited his parents-in-law the next day, then boarded a train back to Seoul. He rode the subway, then took a cab home. Even before he heard from his Malaysian friend, the man felt flulike symptoms, says Lee Wang-jun, chairman at Myongji Hospital, which treated him. The man made trips to medical facilities, stopped at a rice-congee store and visited a supermarket.

After his Malaysian colleague’s warning, he took a coronavirus test: positive.

That triggered a virus hunt in South Korea, where authorities also notified their Singaporean counterparts. A South Korean investigator traveled to Guri, a Seoul suburb where the man lives, collecting information from other sources for a time-stamped travel log, health officials say. Authorities listed his contacts: 188 people to start with, then 290 as the probe progressed, all of whom health officials needed to brief. The KCDC says another South Korean conference attendee was confirmed to have the illness.

Back in Singapore, Mr. Raj and his team turned to the 15 participants living in Singapore. Eleven said they were well, four weren’t. Three of them tested positive; all have recovered.

Health-care specialists interviewed the trio about when they got to the conference and started feeling sick, and whom they interacted with. Contact tracers phoned dozens of people the infected people had named and gleaned more details about whom they might have exposed.

Singapore had already pressed into action seven groups of 10 people each, who work closely with Mr. Raj’s core team for this work. The team pored over the material to arrive at critical decisions. The Health Ministry quarantined people with significant exposure to the three patients—interaction, for instance, that exceeded 30 minutes, Mr. Raj says. They created a second category, of people who had less-prolonged contact with the three conference-goers, and placed them under home surveillance.

Mr. Raj’s team prepared questions for conference attendees in other countries, and their counterparts relayed answers back.

Westward spread
Meanwhile, the virus trail emerged in the West. U.K. citizen Steve Walsh, a Servomex employee at the conference, was back in Europe by Jan. 24, stopping with friends in a French ski town, Les Contamines-Montjoie, says Mayor Etienne Jacquet.

The group stayed in a six-bedroom unit owned by a British friend, Mayor Jacquet says. Mr. Walsh left France Jan. 28, the mayor says, while several of his friends stayed behind.

Mr. Walsh, through the Servomex spokesman, declined to comment. In a statement through the spokesman, he said that back in the U.K. he learned he had been exposed to a confirmed coronavirus case. He had no symptoms, he said, but contacted U.K. health authorities anyway.

His test was positive, the third case confirmed in the U.K., health authorities there say. Authorities raced to find everyone he might have exposed—from the staff of a Brighton pub to airline passengers he sat near.

British authorities called French counterparts, who in the middle of the night phoned Mayor Jacquet of Les Contamines-Montjoie. Mr. Walsh’s friends had spent the week unaware they might have been infected, Mr. Jacquet says.

“In Les Contamines, we enjoy drinking good wine, we enjoy eating fondue, we like cheese and we ski,” he says. “This group didn’t really go out that much.”

On Feb. 7, French health officials pinpointed the location of the people Mr. Walsh had stayed with to a lodge not far from the region’s famous slopes, French health authorities and the mayor say. Authorities identified 11 close contacts, including the lodge’s owner and his three children, the mayor says. All were at high risk of transmission, and health authorities transported them in sanitized emergency vehicles to three nearby hospitals, the French Health Ministry says.

Their test results began coming back positive that same day. Mr. Jacquet says a senior health official called him at 1 a.m. confirming the virus had in fact reached the remote town, and by 3 a.m. health officials established a local crisis center. The next day, the investigation widened with each confirmed case—five in total, including a 9-year-old boy.

The child’s infection set off a challenging inquiry, says Jean-Marc Peillex, the mayor of neighboring Saint-Gervais-les-Bains. Officials tried to reconstruct what happened over the days the boy’s virus was undetected, piecing together interviews with children, who don’t always remember whose hand they touched or how many people were in a room.

They determined the boy attended regular classes at one school and French lessons at another in a neighboring town. Widening their search, they learned he had taken an exam sometime between Jan. 24 and Feb. 7 at a Montessori school in another nearby town. Authorities closed all three schools for more than a week.

Virus sleuths kept finding new cases linked to Mr. Walsh. U.K. health officials detected one in the U.K. related to the France cluster. Some 830 miles south on the island of Mallorca, where another man had traveled from France, local health authorities confirmed another case on Feb. 9. The next day, U.K. authorities linked four more cases to Mr. Walsh. The government there called the virus a “serious and imminent threat.”

Of the four cases, Public Health England discovered two were health-care workers south of London. Yvonne Doyle, Public Health England’s medical director, said in a statement that officials worked to identify patients and colleagues the two might have exposed.

Health officials say Mr. Walsh has recovered. “I’m happy to be home and feeling well,” he said in a statement.

Singapore authorities haven’t reported deaths among the conference-goers. They still don’t know how the virus got there, Mr. Raj says.