3.
Stabilise salary and rental cos LS
4.
Ensure salary increases are indexed to market inflation.
Make every effort to ensure that additional staff are able to generate sufficient incremental income to pay for themselves (e.g. researcher producing income-generating publications).
Use current oversupply of office space to fix rental costs on advantageous terms upto 1996 in current premises.
Obtain guaranteed low rental level at the new British Consulate-General's premises after 1996 (whilst ensuring that the Chamber continues to be seen to be independent).
To establish itself in a well known, convenient, economical location
The Chamber has been informally promised space in the new British Consulate General Building (currently known as Colvin House) which is due to be opened in 1996.
There are disadvantages in a private sector organisation being so closely identified with its national government : but, provided that the Chamber can project a clearly distinct identity, the pluses heavily outweigh the minuses in this case.
The main advantages are as follows;
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probable substantial cost saving compared to a conventional lease even in a secondary location; long term security of tenure;
the probability of the Chamber being able to expand its role by taking over certain functions currently envisaged as being performed by the Consulate General;
"one stop shopping" convenience for visiting British businessmen;
increased profile for the Chamber as the new building will inevitably become a prominent element of the local geography.
The current situation, however, is less than ideal. Plans for the new building are far advanced within HMG. Despite the matter having been discussed over many months, it now appears that, although some space could be found, the Chamber's possible presence was not incorporated into the design brief for the building, let alone considerations of keeping a distinct identity etc. An expansion of its role would, of course, have major implications for the space planning of the building.
A small, top level project team from the Chamber should immediately discuss with the new Senior British Trade Commissioner and other relevant authorities in HMG how these matters can be rectified and attempt to arrive quickly at an arrangement covering the key aspects of the Chamber's occupancy of Colvin House and its role there. It is still possible that a deal highly advantageous to both sides can be struck.
5.
To strengthen the Chamber's leadership, direction and organization structure
The Chairman should be the head of a major British business in Hong Kong and the General Committee should include top British business leaders here. (This is dealt with further under objective 4.) In order to facilitate attendance by business leaders with very limited time availability, an adjustment to the frequency and content of General Committee meetings may be required. This emphasis on big business is inevitable if the Chamber is going to fulfill its objectives: but we should emphasise that significant representation from smaller and medium sized businesses (which after all represent the bulk of our membership) should continue. It is, however, important to ensure that the British character of the Committee continues to be maintained.
A merger or development of a cooperative relationship with Association for British Commerce in China will provide the base for developing an in-China capability for the Chamber.
The structure of committees operating under the General Committee (which now number nine) should be refocussed and aligned with the Chamber's strategic priorities. We envisage the following.
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