criticism?
?
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?
?
public criticism of British-won contracts
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an issue that has dominated media and private debate during my first month in Hong Kong has not only made HKG departments hyper-sensitive to their relations with BTC officials and British executives, it has affected non-government clients, eg CLP.
4.
The British Chamber seems to have been infected with the same bug. A "strategy" paper drafted by a small group, and now before the Executive Committee, calls for the Chamber to form itself into a political lobby. Every member with whom I have spoken privately accepts that this may be the wrong tack. (The problem of the Chamber is that it has insufficient revenue to survive).
5.
Logic today points to a quiet but complete abandonment of the high profile policy:
a. Britain's greatest commercial asset is the range of private contacts; these must be cultivated quietly;
b.
We are winning a large slice of the larger contracts; if publicity is needed it is not in Hong Kong but in the UK;
C. A great deal of work is needed on substance if we are to turn these successes into a lasting change in our poor trade performance;
d. Our world-wide policy is to work for a fair, free- trading environment and Hong Kong is arguably the nearest the world comes to such a place hence its
One arm of HMG should not be seen to be corrupting it. Our national interests lie in the opposite direction.
success.
(b) Be Outcome-oriented
5. Summed up by Baroness Dunn in the House of Lords on 17 June
"Britain's objectives in Hong Kong may understandably be limited to an honourable and successful withdrawal in 1997. But that does not mean that Britain's interest should be so short-sighted. On the contrary, it is only be having a clear vision of the needs of Hong Kong after 1997 that the remaining years of transition can be successfully completed". She perfectly sums up my views on what should be the basis of a post strategy.
What should the main plans be of such a policy? I suggest:
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/i.
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