Robert Campbell: personal statement of objectives When I joined to AustCham Beijing Board si xyears ago, we were in the financial doldrums after the post-Olympics exodus and the GFC, and we were primarily a social club. My mantra at our early strategy sessions was “we should have something to say, as well as something to drink”. Today, I am pleased to say that we have a very solid financial base, and we have started a real transformation into a more complete service and advocacy organization (but without losing our social and community strengths). For this year’s election, I have three main thoughts (if you are pressed for time, just read the bold headings!) WE HAVE MADE GREAT STRIDES IN MAKING AUSTCHAM MORE RELEVANT TO BUSINESS… I am proud that in my time on the Board AustCham has already become a very different organization, including  A greater role in advocacy – including white papers, forums, and strong Working Groups on topics that are important to our members  A more capable and more professional secretariat to support our initiatives and our members  A stronger financial base  A commitment, and some progress, to integrating with other AustChams under the AustCham Greater China initiative I am also proud that I have personally been very active in at least two of those changes. I have watched over our advocacy, for op-eds, white papers and submissions to government. For AustCham Greater China, I served on the working group that moved it from an idea towards a real collaboration, despite some false starts. …SO NOW WE CAN DELIVER MORE FOR OUR MEMBERS AND THE COMMUNITY… Among the several initiatives that AustCham will undertake in the coming years, I plan to focus on two: 1. Building the Greater China advocacy platform: AustCham Greater China is an idea that everyone suports, but the advocacy component is currently a bit piecemeal. I would work with our conterparts in Shanghai, HK, West China and South China to design the right annual event(s) that can provide a platform for us to express our views and a focal point for us (jointly) to develop our perspectives. We would also do this through collaboration with ACBC in Australia, with whom our relationship has improved over the last 2 years. 2. Developing a real CSR strategy for AustCham Beijing: AustCham Beijing has over the last few years been pulling its weight on the community engagement/responsibility front, but only just. We are supporting good organisations, but not really giving our members the chance to plug in and contribute too. I believe that AustCham has a role to play in developing enough CSR education and activities that our members, especially the smaller ones who might struggle for impact on their own, can jump on board and contribute – potentially as dollar-for-dollar contributors or in other ways. Members can have more impact if they do programs together, and AustCham can facilitate that. …AND BE A REAL ROLE MODEL FOR BUSINESSES AND OTHER CHAMBERS As a representative of all members, the Chamber needs to have the highest standards of governance and professionalism. The Chamber is, and should be, fun – but I take governance very seriously.