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Meridian 2013 Report 23 May – 28 November

Common Purpose gives leaders the inspiration, the knowledge and the connections they need to produce real change. France * Germany * Ghana * Hong Kong* Hungary * India * Ireland * MENA * South Africa * Sweden * Turkey * UK Common Purpose Charitable Foundation (Hong Kong) Address: Room 1701B, 17/F, Nan Dao Commercial Building, 359-361 Queen’s Road Central, Hong Kong, Company Limited by Guarantee, Registered in Hong Kong 52413328-000-12-11-5, Registered Charity 91/11127


Contents

Page Number

Introduction

3

Course Overview

3

The Course Was Good Value For Time

5

What Participants Learned At Each Event

5

Improved Ability to Lead Beyond Authority

9

So What?

12

Going Forward

14

Contributors

15

Participants

19

Acknowledgment

20

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INTRODUCTION This report contains details about the course, Meridian 2013, including participants’ comments about what they have learned and what they plan to do going forward. A separate photo album is available to give readers a feel of what happened on the course. Please send inquiry to hongkong@commonpurpose.org.

COURSE OVERVIEW Meridian is a leadership development course conducted for senior executives from across the private, public, government and non-profit sectors with contributions from key business and community leaders. [See list of contributors from page 14.] The course in 2013 was held over six months comprising 17 events and 12 learning group meetings amounting to a total of 107 hours. Participants were encouraged to attend as many events as they wished but were required to complete at least 60 hours to formally finish the course. Objectives Meridian provides skills, inspiration and connections to make participants better leaders. It is designed to improve the ability to lead beyond authority, overcome silo problems inside and across organizations, enhance participants’ confidence to bring about change, and provide a cross-sector platform to combine efforts to make organizations and the society work better. Leadership Themes To help participants understand what leadership means as well as what skills they have to offer as a leader we break down the concept of leadership into the following themes and explore them one by one during Understanding Change and Leadership Insight modules. 1. 3. 5. 7.

Sources of Power Passion – and Resonance Who do you need to be? Pace and Timing

2. Playing Different Roles 4. Consensus versus Coalition 6. Courage and Caution 8. Adapting to a New Environment

Modules The course comprised three Core Days and the following modules – Understanding Place, Understanding Change and Leadership Insight. Learning objectives of each of these are listed below. Core Day 1 – Plotting the Course  Gain an overview of the Common Purpose vision for leadership and society.  Become familiar with the methods Meridian provides for learning and development.  Get to know each other and the staff team and start building active, creative networks.  Plan for and direct individual leadership learning journeys. Page 3 of 20


Understanding the Place  Behind the scene visits designed to enhance participants' understanding of the context in which they lead.  Challenge individual’s views of Hong Kong and how it works. Understanding Change  Case studies with challenge holders and their stakeholders about the changes they have brought about in their organizations.  Examine participants’ leadership along these themes: 1. Sources of Power 2. Playing Different Roles 3. Passion and Resonance 4. Consensus versus Coalition Core Day 2 – Broadening Your Vision  Review the breadth and depth of participants’ leadership and their limitations.  Examine and challenge the diversity of participants’ networks, views and ‘default’ manner of leading within and beyond authority.  Experience and influence real world challenges from other organisations and reflect on the leadership involved. Leadership Insight  Conversations with key leaders about their leadership challenges.  Examine participants’ leadership along these themes: 1. Who do you need to be? 2. Courage and Caution 3. Pace and Timing 4. Adapting to a New Environment Core Day 3 – Preparing to Lead Change  Review how participants have changed over the course.  Measure progress against personal learning objectives.  Find opportunities to move ideas to action.  Consolidate and harness networks and opportunities. Learning Group Meetings  Peer consultation sessions to help participants tackle the leadership challenges they face.  Develop skills of listening, open and effective questioning, coaching not advising, investigating not problem solving.  Understand the challenges faced by people in other worlds. Practices o Series of leadership ‘practices’ or small challenges to complete in participants’ own time to broaden thinking.

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Marketplace o Online forum where participants are able to ask for and offer advice and visits to each other’s workplace to gain exposure to one another’s world. Quests o A day immersed in the economic, political and social context of a city outside Hong Kong where Common Purpose operates.

THE COURSE WAS GOOD VALUE FOR TIME To help measure the success of a course, Common Purpose asks participants 3 questions at the end of each event. Our primary indicator measures whether participants felt the day was ‘good value for time.’ Scores are measured on a scale of 1 to 6 where 1 is Strongly Disagree and 6 is Strongly Agree. We calculate the percentage of participants who score a 5 or a 6 making the assumption that these participants found the majority of the day good value for their time. Our benchmark is 85%. Meridian 2013 passed the benchmark comfortably with 95.6% of the responses to KPI Questions scoring 5 to 6. KPI Questions Question 1 Question 2 Question 3

Average Score This event has been good value for my time 5.5 out of 6 This event has presented me with a balanced range of 5.3 out of 6 different views and perspectives. I have felt able to participate fully. 5.4 out of 6

WHAT PARTICIPANTS LEARNED AT EACH EVENT The following comments were collected from participants at each event on the course. Core Day 1 – Plotting the Course o Gained insight into the challenges facing Hong Kong o Broadened horizon on political and social issues that were overlooked amidst busy office routines o Become aware of the role I can play as a manager of a private company and a citizen of Hong Kong Understanding Place Poverty in HK o Gained more understanding about poverty in Hong Kong o Learned a useful framework to understand the issue o Appreciated the rare opportunity to speak face-to-face with the less fortunate

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Hong Kong 2030 - opportunities and challenges in the regional and global context, the financial sector and knowledge economy o Gained useful insight into the possibilities for the SAR o Great opportunity to hear about global leadership strategies o Enhanced understanding of how super business leaders look at leadership and management o Heard very inspirational and forward looking views about two different industries Who has power in Hong Kong? o A very informative and thought provoking session about political realities and different political orientations The Post 80s and Post 90s generations - aspirations and challenges o Get to understand why youngsters take up radical politics; know more about the thinking of the younger generation, their expectation of the society and their own future o Become more aware of the frustration of youngsters; will help my interaction with them o Changed my perception of the post 80s and 90s generations positively; come to appreciate the need to allow more space and give more support to them Core Day 2 – Broadening Your Vision Who Do You Need To Be o Mr Lam truly inspired and provoked me to think about who do I 'want' to be. o The session has helped me set my goals and overcome obstacles by reflecting on who do I 'want' to be. o Mr Lam's charisma has a strong influence on me. I am determined to change my management style and be more humble. It will not be an easy job but I will try to apply this in my office and personal life as my primary goal. o Mr Lam's talk made me re-think the concept of 'common purpose'. o Mr Lam's sharing was excellent and open. It has a strong impact on me. o I treasured the session with Mr Lam very much as I found it interesting, insightful and enlightening. o Mr Lam is a very impressive speaker with strong passion. Understanding Change Passion and Resonance o Stop accepting people’s argument that change is impossible and thinking that old and big organizations cannot be changed but start looking at change as a journey that never ends and that everyone has a role to play o Start to generate my passion into a clear direction, communicate my vision with facts in a transparent way, persuade stakeholders with evidence and engage colleagues at all levels

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o Stop being solely a ‘computer’ manager but start to visit and talk to frontline staff; show more appreciation; do more coaching to help those less capable to get a sense of achievement and motivate them to move forward with results; reduce resistance by persuading them to take small steps and deliver change on a gradual basis Sources of Power o Stop accepting that there are difficult people who simply cannot change. o Start to pay more attention to engage customers and stakeholders to better understand “users’ perspectives” when formulating change. o Start to evaluate how we look at discipline in our work place and see how we might be caring leaders and engage our target audience at the emotional level Consensus vs. Coalition o Stop spending too much effort on gaining consensus. Stop trying to change everyone or make everyone happy but aim at creating critical mass instead; accept the ’10-8010’ rule. Get buy-in from the 80% and build strategic coalitions as far as possible o Stop relying on authority only to bring about change; stop doing everything on my own but start to engage management more and put them under the spotlight; tie-in change results with the personal interest of top management o Start to identify and articulate a ‘burning platform’ to set a common goal for change; focus on long-term rather than short-term benefits; let them see the benefits; show appreciation of other people; give them credits; make them heroes; engage all levels to generate “Do’s and Don’ts” posters; enhance internal communication and increase internal branding efforts; understand human nature as the key to change management Playing Different Roles o Stop being biased against any of the four roles but use different ones in different situations o Start to engage stakeholders emulating the example of the Police and the management of Chung King Mansions o Start to put theory into practice Leadership Insight Adapting to a New Environment o Keep adapting, changing and taking up new enterprises o Stop over-worrying about uncertainties but start to inspire as well as facilitate others to find the best angle or add value o Stop posing a threat to others but start to think out of the box; differentiate myself from others and build trust when I am in a new place o Start to maintain integrity in work and life, be sincere in dealing with others and accept failures of colleagues

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Pace and Timing o Stop over-planning but be patient and spend time on building up the team, preparing the ground and waiting for a good time to bring about change o Stop feeling cosy and comfortable with the current situation but start to think about what transformational or disruptive change might happen to the organization and prepare people for them; start to ask what might create a sense of urgency; communicate immediately and build an emotional account o Stop rushing and getting action immediately but start to be more thorough and think through all relevant factors first; maintain high EQ and develop relationships o Start to re-assess the ability of the people in the team and play to their strengths rather than impose targets that are beyond their capability Courage and Caution o Stop being afraid of failure; being non-committal; worrying about disagreeing with the boss; being defeatist, hesitant or indecisive in challenging the status quo; being reluctant to speak up; taking the easy way in life and not stretching oneself to do something helpful for others o Start taking courage to make difficult decisions and base them on a set of principles; take calculated risks after careful analysis, judgment and planning; challenge the norm in a polite manner and with wisdom; speak out more and be sincere when challenging the boss; re-visit corporate values and make decisions according to them; listen to colleagues and tap their views on critical matters o Stop avoiding the media and problems, but embrace them Who Do You Need To Be o Start to change my management style and be humble o Start to connect with my team; show respect for what they have accomplished; talk to different levels of staff including frontline colleagues to collect their opinion o Start being flexible and adaptive but keep the dream o Start to believe in myself, be courageous, humble and frank when faced with public confrontation and take criticisms willingly Core Day 3 – Preparing to Lead Change Eyes on the Hill, Feet on the Ground o Start to build a strong team, communicate my vision clearly and operate the organization from the customers’ point of view o Start to always think world class to take my organizations to greater heights o Stop thinking that one has to shout or be domineering to be a leader Other Comments o To go beyond my own silo, remind myself to be more outgoing and develop collaboration across-departments and external bodies to better leverage on others’ wisdom and achieve bigger results o Always innovate and keep the big picture in view Page 8 of 20


o o o o

o o o o o o o o o o o o o o o o o

o o

Start to ‘look from outside in’ Start to develop my subordinates into change agents Start to identify the value of our work and build up our brand Get to know the needs of stakeholders, collect feedback from staff patiently and solicit their support/idea systematically in order to improve the efficiency and capacity of our company Stop thinking negatively and worrying about fuss Start to examine all the changes I have started to make to see if any of the 7 steps recommended by the contributor might be applied Start to build fun elements into the change process Start to devise actionable plans to implement my vision Start to change mind-set regarding change management and not lose faith despite setbacks but continue to make improvements Start to maintain discipline at work and daily life, but be caring at the same time Stop thinking that social service is dull and start to support social enterprises Start to observe Green Monday and abstain from meat on those days Start to review own value and mission in life and share them with others Start to work from the heart and take an interest in social problems Continue to pursue dreams Stop being sceptical and fixated at own expectations Stop making judgments and drawing conclusions before I have gathered adequate information Start paying attention to and giving feedback on health policies Start being kind and work for the benefit of others Start communicating initiatives more effectively; meeting and learning from people of different backgrounds and cultures Stop telling people what to do but start to take things one at a time; take up the challenge to make a difference when the opportunity arises rather than regret in future; work hard and do my best The visit reminds me of the importance of “discipline”, of being disciplined myself, of leading by example to foster a good culture of discipline and responsibility at work When dealing with staffs that are difficult to work with I shall try to change them through a combination of discipline and understanding of their needs

IMPROVED ABILITY TO LEAD BEYOND AUTHORITY Since one of the aims of Meridian is to enhance participants’ ability to lead beyond authority we are keen to know whether or not their ability to do so has actually changed as a result of the course. Hence, participants were asked to complete a self-assessment survey both before as well as after the course. They are also encouraged to invite 360 degrees feedback from their co-workers. Page 9 of 20


It is gratifying to note that all of the Meridian 2013 participants achieved significant improvement over the course on their ability to lead beyond ability. The four areas which together create the ability to Lead Beyond Authority Approach: Leaders step forward on issues, frequently into the uncomfortable. Seeing the bigger picture and understanding different perspectives and opinions leads to flexibility and confidence to operate in new and different contexts and across boundaries. This in turn ensures open mindedness to new ideas and ways of working. Approach is indicated in individual profiles as courage, breadth and adaptability. Self-awareness: Leaders need to know themselves - who they are, what they will stand for - and have a sense of direction and belief in the face of challenge. This inner conviction and knowing of oneself needs to be balanced with understanding and taking an active interest in others; with developing strong relationships; being inquisitive; listening hard and asking questions. Selfawareness is indicated in individual profiles as humility, empathy, self-belief and curiosity. Strategy: An ability to create value for and from networks and make connections will help leaders as they strive to deliver over the long haul. Being in it for the passion and not for the immediate reward requires patience and hard work to keep the momentum going. Leaders need to think through many options, understand the system they operate in, build coalitions and be flexible, while keeping clear aims and goals in mind. Strategy is indicated in individual profiles as add value, play the long game and vision. Impact: Leaders who have the desire to tackle problems and issues outside of their direct authority and who can make change happen will recognise the need to alter their influencing style. Through taking the time to understand their audience and tailor their message and approach, they create support and legitimacy. They will know how to bring the best out of others around them and create an atmosphere of freedom, creativity and enjoyment. Impact is indicated in individual profiles as responsibility, resonance and fun. Self-assessment profiles of Meridian 2013 participants Four profiles are reproduced below for reference. Other profiles, on anonymous basis, are available on request. Please send inquiry to hongkong@commonpurpose.org. This chart compares the average self-assessed ratings collected at the beginning and the end of the course. The light-coloured bars show an individual’s scores from the beginning of the course, and the dark bars show the scores at the end of the course.

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SO WHAT? So what do all these mean as to how the participants might behave in future? The question was put to them on the last day of the course. Here are their answers. Overcoming silo problems inside and across organizations So what would you do outside your silo, beyond your authority, across departments to make your organisation work better?  Work together with other departments to build a shared vision  Identify opportunities for collaboration  Facilitate synergy to make 1+1=3  Encourage partnership marketing  Proactively raise ideas for the greater good of the organisation  Apply what I have learned on the course to my cross-team projects  Organize cross-team meetings every quarter to implement the road map for action  Promote the Common Purpose style of leadership to Board of Directors of Joint Ventures  Role model positive thinking  Care about other people and subordinates and understand their concerns  Arrange stress management workshops  Engage internal stakeholders and communicate reasons and solutions  Keep striving for improvements  Generate more positive energy Enhancing participants’ confidence to bring about change So what would you STOP doing after the course to be a better leader?  Stop procrastinating and think too much or make too many contingency plans  Stop letting obstacles get in the way  Stop accepting that things cannot be changed  Stop avoiding difficult problems  Stop compromising quality  Stop doing things on my own  Stop relying only on authority, knowledge and arguments to lead and influence but use different sources of power  Stop taking personal credit for achievements  Stop being an ‘expert idiot’  Stop jumping to conclusions  Stop being a boss who cannot connect with colleagues  Stop blaming staff for mistakes So what would you START doing after the course to be a better leader?  Turn obstacles into opportunities Page 12 of 20


  

‘Dare to err’ Lead beyond authority to influence people Show determination to my staff about the changes our organization needs and the level of performance it requires  Be prepared to change myself and improve on weak areas  Create clear visions and missions for my organisation and share them with people  Build my own leadership style along my personality strengths  Be more open-minded  Build a strong team  Engage colleagues and top management when targets are being set  Share credits with other staff  Actively encourage and act upon feedback from staff  Tell positive stories to motivate and communicate  Review how I might supplement my ‘one life one job’ thinking  Share the things I have learned on the course with my colleagues So what would you CONTINUNE to do after the course to be a better leader?  Accept advice from people  Keep good communication with my team  Be approachable  Work as a team, never lead alone  Be open-minded and flexible  Think strategically  Ensure everything is done to a high standard  Lead by example  Get buy-in from subordinates  Make a difference at work and in my community  Ensure staff knows what they need to do and are capable of doing so  Leverage on the strengths of staff members  Network with Common Purpose classmates  Seek peer support for my growth  Continue to meet in Common Purpose Learning Groups Provide a cross-sector platform for leaders from the private, public and not-for-profit sectors to combine efforts to make their organizations and the society work better So what would you do outside your silo, beyond your authority, across organizations, with people in this group and others to make the community work better?  Help the younger generation by providing them with life and job experiences to give them confidence and recognition and to nurture positive values among them  Act upon the project discussed during Core Day 3 to help young people Page 13 of 20


    

Initiate ideas and create a platform to share them Network with different sectors and be more involved in community affairs Encourage people to understand issues from all sides Do more volunteer work where possible to help those in need Study community issues in Hong Kong and the Mainland and apply the BSC-map technique to deal with them  Join learning group meetings to help solve the problems of others  Not hesitate to contact Common Purpose classmates for help if needed  Think globally and make myself available to contribute more  Build up lasting connections with people I meet  Create more networking events with people from different sectors What is your biggest take away from the course?  Acquired vision and courage to be an effective leader  Realized that leadership has many different styles and there is no one best one. I will try and apply the good points of each style in my workplace  The opportunity to take a deep look and review my ‘one life one job’ thinking  Been inspired to be courageous to create change with passion and vision without losing sight of the importance of good implementation  Expanded my horizons, consolidated new experiences and fostered new friendships  Gained valuable insight from various speakers and acquired a wide network of new friends

GOING FORWARD Participants were encouraged to take advantage of the social capital within the group and continue to work together after the course to make their organizations and the society work better. On Core Day 3, the final day, they were asked to propose projects for this purpose and the following two groups were formed. Youth Project – ‘Building Dreams and Sharing Reality’ - an experiential learning programme of exercises, visits and mentoring for 15 young persons to encourage them to fulfil their own potentials. Learning Groups – monthly meetings to share each other’s challenges, to practice active listening and devising new solutions.

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CONTRIBUTORS Meridian 2013

1.

Module Core Day 1

Date 23.5

Theme Plotting the Course The Common Purpose Vision Beyond authority leadership in a changing world Social, economic and political environment in the next five years

Contributor Ronald ARCULLI

Role Chairman Common Purpose HK

LEONG Chehung

Council Chairman The University of Hong Kong Chief Executive HK Council of Social Service Managing Director T L Tsim and Associates Chief Economist The Bank of East Asia Chairman Community Care Fund Community Organizer Society for Community Organization Vice Chairman General Electric Company

Christine FANG

T L TSIM

Paul TANG 2.

Understanding Place

30.5

Meet the People – Poverty in HK

LAW Chi-kwong SZE Lai-shan

3.

Understanding Place

3.6

4.

Understanding Place

13.6

5.

Understanding Place

18.6

Master the Money – Hong Kong 2030opportunities and challenges in the regional and global context Master the Money – Hong Kong 2030opportunities and challenges in the financial sector and knowledge economy

John RICE

Ben HUNG

Alan LUNG

Map the Power – TSANG Yok-sing Who has power in Hong Kong – Legislative Council Alan LEONG Emily LAU

CEO Standard Chartered Bank HK Director and General Manager Asia-Pacific Intellectual Capital Centre President Legislative Council Leader Civic Party Chairperson Democratic Party Page 15 of 20


TAM Yiu-chung

6.

Understanding Place

11.7

Meet the People The Post 80s and Post 90s generations – aspirations and challenges

7.

Core Day 2

5.9

Broadening Your Vision Who do you need to be

Chairman Democratic Alliance for the Betterment and Progress of Hong Kong LUI Tai-lok Professor of Sociology The University of Hong Kong Dominic LEE Chairman Young Liberals Edwin LO Indie music entrepreneur Fergus FUNG Founder and Chairman Foodwise Co. Ltd Jeff SZE Political Assistant Education Bureau HKSARG Ivan TAN Scholarism University students Secondary school students LAM WoonConvenor kwong Non Official Members Executive Council HKSARG SO Ngai-long Senior Manager Urban Renewal Authority

Change GameHow to make the ‘Revitalizing Tung Choi Street (aka “Goldfish Street”)’ project in the Mong Kong Shopping Area possible? Change GameFerrick CHU Sexual Harassment in the Workplace - How to bring about attitudinal and ultimately behavioural change among employers? Change GameStanley NG How to make Power Retail Centres, a social enterprise operated by disabled people for charitable purposes, financially independent?

Head Policy and Research Unit Equal Opportunities Commission Executive Director HK Rehabilitation Power

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8.

Understanding Change

Passion and Resonance – Revitalizing the HKJC brand Sources of Power – How to prevent reoffending

Winfried ENGELBRECHTBRESGES LIU Yuen-kwong

9.

Understanding Change

18.9

10. Understanding Change

3.10

Consensus vs. Coalition – Make life better

L M CHOW

11. Understanding Change

10.10

Playing Different Roles – Living-the-values

Allan LAU

12. Leadership Insight

24.10

Adapting to a New Environment The contributors’ leadership challenges and dilemmas Pace and Timing The contributors’ leadership challenges and dilemmas Courage and Caution The contributors’ leadership challenges and dilemmas Art of Storytelling

Francis NGAI

Pace and Timing The contributors’ leadership challenges and dilemmas Adapting to a New Environment The contributors’ leadership challenges and dilemmas Pace and Timing The contributors’ leadership challenges and dilemmas

Steve MARCOPOTO

13. Leadership Insight

14. Leadership Insight

15. Leadership Insight

17.9

31.10

7.11

14.11

CEO Hong Kong Jockey Club Superintendent Cape Collinson Correctional Institution Director Marketing and Customer Services China Light and Power Senior Assistant Commissioner of Police HK Police Force Founder and CEO Social Ventures Hong Kong

Nick SALLNOWSMITH

Chairman The Link

KO Wing-man

Secretary for Food and Health HKSARG

Stephen LEUNG

Country Manager Pfizer Hong Kong President and Managing Director Turner International Asia Pacific Ltd President Asia Financial Holdings Ltd.

Bernard CHARNWUT CHAN

Rosanna WONG

Executive Director HK Federation of Youth Groups

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16. Leadership Insight

17. Core Day 3

21.11

28.11

Adapting to a New Environment The contributors’ leadership challenges and dilemmas Who do you need to be The contributors’ leadership challenges and dilemmas Courage and Caution The contributors’ leadership challenges and dilemmas Preparing to Lead Change Eyes on the hill, feet on the Ground

Gabriel LEUNG

Dean Faculty of Medicine The University of Hong Kong

Jay WALDER

CEO MTRC

Eva CHENG

Former Secretary for Transport and Housing

Allan ZEMAN

Chairman LKF Group

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PARTICIPANTS First Name

Last Name

Company Name

Job Title

1

Danko

Au Yeung

Hong Kong Police Tactical Unit HQs

Chief Superintendent / Commandant Police Tactical Unit

2

Wai Leung

Chan

Caritas Hong Kong

Social Work Supervisor

3

Jean

Cheung

4

Agnes

Ching

5

Philip

Ho

6

Brenda

Kwok

7

Rebecca

Lam

Civil Service Training and Development Institute Bauhinia Foundation Research Centre Hong Kong Jockey Club Office of the Privacy Commissioner for Personal Data Hong Kong Police Force

8

Kevin

Lau

CLP Holdings Limited

9

Simon

Lee

KPMG

10

Matthew

Lee

City University

11 12

Cindy Moses

Leung Mui

Hong Kong Family Welfare Society Hong Kong Council of Social Service

13

Carroline

Ng

Correctional Services Department

14

Brian

Ng

15

Rebecca

Ng

Hong Kong and China Gas Company Limited Hong Kong Children & Youth Services

16

Joseph

Siu

Department of Health

17

Bonnie

So

Hong Kong Red Cross

18

Lewis

Soo

CLP Holdings Limited

19

Melvin

Wong

20

James

Wong

21 22

Alicia Samson

Yeh Yuen

Hong Kong and China Gas Company Limited Hong Kong and China Gas Company Limited WWF Hong Kong Note Printing Limited

Senior Training Officer Manager (Research) Manager, Public Affairs Chief Legal Counsel Chief Superintendent, Security Wing Senior Manager (Regulatory Strategy Development) Partner Chair Professor and Director of Communications & PR Head of Service Chief Officer (Family & Community) Senior Superintendent (Human Resources) Transmission Operation Manager Agency Director CEO / Deputy Head (Boards & Councils) Department of Health Deputy Secretary General (Services) Deputy Director (Residential Channels & Marketing) Project Marketing and Sales Manager Senior Vice President Director, Development Director and General Manager

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ACKNOWLEDGEMENT The success of Meridian 2013 was due in a great part to the contributors who gave us their time freely to meet the participants and answer their questions. They have inspired the participants and changed their mind-set beyond our expectation. We are truly indebted to them and to the Hon. Ronald Arculli, GBM, CVO, GBS, OBE, JP, Chairman of Common Purpose Charitable Foundation (HK), who helped us recruit them. We are also most grateful to Mr LAU Ming-wai, Vice Chairman of Chinese Estates Holdings for vetting applications and the following organizations for allowing us to use their facilities for meetings: Hong Kong Exchanges and Clearing Ltd, MTRC, Towngas, The Financial Times, The Link Management Ltd, Turner CNN, Simmons & Simmons and Chinese Estates Holdings.

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Meridian 2013 report (v7)