Tue, Oct 09, 2001 page20

• Richard Henson talks about AmCham's role

  Richard Henson joined the Chamber's Board of Governors in December 1999 and was elected President of the Board in June this year. Henson balances his leadership of AmCham with his job as regional marketing manager at Texas Instruments in Taipei. Active in the Chamber since 1994, he's been on six door-knocking trips to Washington and was co-chair of the Chamber's Washington Relations Committee. He took some time out to speak to special contributor Tim Culpan about what he does and the workings of the Chamber itself

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  Taipei Times: What is the president's role within the Chamber?

  Richard Henson: The president's job is to act as spokesman for the Chamber. Also to be the Chairman of the Board of Governors, responsible for setting Chamber policy. The Board decides the Chamber's main lobbying positions and thrust such as which direction the Chamber should focus on.

  

  Richard Henson, AmCham Board president, above, says a most difficult management aspect of the board of governors is time management -- getting 20 people into a room at a time and then eliciting intelligent conversation on big issues. PHOTO: AMCHAM

  The president's term is one year, and you can sit a possible two terms. The Board has 15 members on the Board of Governors, and 5 supervisors. Governors can sit for no more than 60 consecutive months before sitting out a year. They are two-year terms for Governors, while supervisors have one-year terms.

  TT: What's the toughest part about heading up the Chamber?

  Henson: The board of governors is made up of these 20 high level senior execs from a wide range of companies and a wide range of experiences and are very very pressed for time.

  Probably the most difficult management aspect of the board of governors is time management, getting 20 people into one room at any given time and then to elicit intelligent conversation on the big issues of the day.

  TT: Not all members will agree on policy, and they have their own agendas. How do you as President of the Board, try to get a consensus out of all the different points of view and get a united voice?

  Henson: I think it's almost impossible to have a united voice on some issues. Some companies play in the same markets and they have diametrically opposed views. AmCham has 20 functional committees, such as Banking, Insurance, and Telecoms committees, and it's the committees that draw up their position papers for what to say on that committee.

  The president is merely the spokesman for the overall Chamber effort and then helps to push the individual committees positions. How the committees come to their decisions on issues and what their positions are, is left to the individual committee chairs. The chairs have guidelines they must follow and it's a balancing act for the chairs to come up with these positions.

  TT: Does the board then follow whatever each committee recommends?

  Henson: We discuss it and there are times when committees come to open-ended resolutions. For instance, one strong member who is embedded in the market doesn't necessarily see the need for greater market opening may have one position; another new entrant may wish to change existing regulations and try to hammer down the barriers. We do come across that kind of thing.

  TT: How do you come to finding a resolution?

  Henson: We always believe in open fair communication to let the voices be heard on important policy decisions. I don't think it's in anyone's best interest to try to not have open conversation on these differences in policy.

  On our major lobbying pushes, we coordinate with AIT (American Institute in Taiwan) and the USTR (US Trade Representative) in formulating US government policy and at times it's the government that makes the decision on what to push for.

  In general, we are for free and open competition. The free-flow of people goods and capital is what we stand for.

  TT: How do the committees work?

  Henson: They generally meet once a month and are open to all members. There are some that are restricted to only the most senior member of the companies involved. The committees are spawned by need. Sometimes they are active for a five-year period as that issue is big.

  For example, the Intellectual Property Committee was launched because of a dire need back in the late 1980s-early 1990s to help bring Taiwan to international standards in the IP realm.

  The committee was very active in assisting in drafting legislation and helping abide by GATT and then WTO-standard legislation. The committee is still active, but less so. Now it is managing enforcement and the ability of the government to continue to abide by the standards that have already been enacted by the legislation.

  TT: What is the relationship between AmCham and American Institute in Taipei and the US Trade Representative?

  Henson: The relationships are very long-term and embedded, but separate. AIT sends representatives from their economics or commercial sections to almost every functional committee meeting.

  They are the trade advocates for the US government and their job is to help set trade policy for the US government.

  For them to be advocates they need to understand the issues. The officers that are sent out from AIT are generally top-notch and become active in understanding the various issues.

  They then go back and write their reports. They clearly use our White Paper and issue papers. They also give input on what's happening in Washington and US government policy. AmCham and AIT are completely separate entities and there are times when official policy and AmCham policy do not match at all. We let them know what is important for US business in the Greater China area.

  TT: What are the doorknocks? How have doorknocks become a key method of getting AmCham's message across in Washington and Taipei?

  Henson: The main door-knock is once a year where we have 10 to 15 members go to Washington for a four-day lobbying trip. The delegation breaks into three groups and covers up to 8 to 10 meetings a day. Over the four days, we have around 75 meetings across all levels. We started the doorknocks in 1994 with three purposes. To bring to Cabinet-level policy makers in Washington the main issues that AmCham has in Taiwan. These are functional-level people who work with their counterparts in Taiwan and know what's going on. Second, is to meet with the elected representatives to educate them on Taiwan.

  There are many in Congress who tend to think "Taiwan, democracy good." "China, dictatorship? bad," and that tends to skew their view. They think they are helping Taiwan by sticking their thumb in the eye of China. We educate them that this is not necessarily the case and that there is a great deal of trade between Taiwan and China. Many are surprised at that. So, we give them Taiwan 101. The third purpose is to talk with the many members of Congress who do know Taiwan well. So, we get them to use their office to help solve particular issues back in Taiwan.

  TT: How has working with the government been different?

  Henson: We've met with President Chen three times this year so far. He himself has given praise to the White-Paper, saying they had used it to great effect during the presidential campaign to push the KMT over various foreign investment and trade issues. Of course, now these issues are being directed at him.

  The White Paper does get very good play in Taiwan. It helps the Taiwan government focus on what's important to foreign investors and what brings foreign investment into Taiwan.
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