In this excerpted chapter from Hong Kong Confidential, author David T. K. Wong recounts his time as Hong Kong’s deputy postmaster general in 1980, and explains what scheme Special Branch were operating in the basement of the GPO.


 

Chapter 16

The Q List

When I was installed as the Deputy Postmaster General at the General Post Office at Connaught Place at the beginning of 1980, I was delighted to find myself in an office with a marvellous view of the harbour. The building had been completed only in August of 1976, as the colony’s fourth General Post Office. It was on a prime harbour-front site that was worth a fortune, a mere stone’s throw from the Star Ferry Pier.
The previous General Post Office, opened in 1911, had been an architectural wonder to behold. It used to be located at the corner of Pedder Street and Connaught Road Central. But it had to be surrendered to make way for building the Central Station of the Mass Transit Railway. Its replacement was externally not half as pleasing on the eye but it did come with a very spacious and up-to-date sorting office in the basement.
At the time I joined the department, there was a staff of approximately 5,000. Apart from the concentration at the General Post Office, they were scattered among 40 branch post offices around the colony. The oldest branch was at Stanley, opened in 1937. That branch is still operating today in its original building. The number of branches has since climbed, to approximately 130 I think, including the odd two or three mobile ones.
The departmental structure was then quite a simple affair. There were beneath the Postmaster General and his Deputy two expatriate Assistant Postmasters General, one to head postal services and the other the telecommunications side. Most of the staff worked on the postal side. The telecommunications side was made up of technical staff who oversaw the two franchises granted for local and overseas telecommunications services respectively.
The local telephone franchise, valid until 1995, was held by the Hong Kong Telephone Company. The company was restricted to an annual return of 16% of shareholders’ funds.
The overseas telephone franchise was granted to a Hong Kong subsidiary of Cable & Wireless. The parent company had its origins in a British company set up in the 1860s to provide cable links to various parts of the British Empire. With the steady rise of wireless communications, the different communication methods were merged into a single company in 1934, known as Cable and Wireless Limited.
Following the Labour Party’s victory in the 1945 general election in the United Kingdom, the company was nationalised. Its domestic telecommunications monopoly was passed to the British Post Office while it continued to operate telecommunications services outside of Britain. One of its subsidiaries held a franchise for Hong Kong in return for a two percent royalty on turnover.
For some unclear reason, no profit limitation clause had been included in that franchise. That sometimes led to unseemly results. For instance, in 1992 the company made an annual profit of HK$5.6 billion on shareholders’ fund of HK$12.2 billion — a whopping 47% annual return on capital. A veritable wet dream for a monopoly, even by the colony’s freewheeling standards!
An announcement at the end of 1979 of my projected arrival in the new year as the Deputy Postmaster General caused a minor stir among the staff. They did not know exactly what to expect. I was not only an outsider but I would be the first Chinese to hold a top post in the department. The Postmaster General was on his last tour before retiring in January of 1982, so he was in a relaxed and happy-go-lucky mood. He was more than willing to give me my head. My priority was, naturally, to defuse the threat of another postal strike.

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Staff and management relations within the department were not particularly harmonious. Otherwise there would not have been issues leading to repeated strikes.
I found that the administrative and clerical back-up for running such a large department was somewhat inadequate. So I requested the Secretariat to assign a Senior Executive Officer by the name of Wong Yiu-Wing to take over as the new Departmental Secretary. I had worked with Yiu-Wing in the Home Affairs Department before and had found him a highly efficient and capable officer. My request was quickly met and Yiu-Wing lived up to his record for sound bureaucratic reconstructive surgery.
Then it came down to familiarising myself with the large number of trade unions and staff associations within the department and to getting a feel of the personalities of their office bearers. The grades in the department ranged from the lowly postmen on the beat to clerical staff, manual labourers, night watchmen, Postal Officers, Controllers of Posts and telecommunications engineers and technicians. The interests of one group did not necessarily coincide with those of another.
The established way for the management to communicate with staff unions was to hold, from time to time, a general meeting wherein employment issues could be aired and thrashed out. That general meeting was called the Forum and all staff groups were represented. For practical reasons, based on the number of postal staff unions involved, the Forum was chaired by the Assistant Postmaster General in charge of postal services.
It was an unsatisfactory system because the chairman, being an expatriate, knew no Chinese whereas many union representatives of the lower grades knew only enough English to read the addresses on letters and other postal items. That meant that all discussions had to be laboriously filtered through an interpreter. That process provided ample scope for misunderstandings.
Furthermore, many of the issues raised appeared to be of a micro nature, like shift work, promotion prospects, the maximum weight of any mail bag being carried by a postman, the varying lengths of delivery beats, and so forth. A majority of those should have been resolved at a much lower level. To bring such matters before a large formal meeting took up too much of everybody’s time. It also encouraged a “me too” attitude whereby a concession granted to one union engendered a similar demand from another.
After my arrival, I decided to take over the chairmanship of the Forum. I told the Forum that since Chinese had been declared an official language back in 1972 and since everybody except the Assistant Postmaster General spoke Chinese, proceedings would henceforth be conducted in Chinese. The interpreter would be retained to explain proceedings to the Assistant Postmaster General.
I further suggested that the Forum should be used for discussing major structural or career issues; minor tweaking of working conditions could more easily be settled in face-to-face meetings with representatives of the particular union concerned. The door to my office was always open and I hoped union representatives would make use of that facility. It was unnecessary to involve all unions in every discussion.
The pressing issue for the public, I emphasised, was the threat of another postal strike. There might well be certain disparities between the salary scales and promotion prospects for some postal workers, compared with those in other grades in government service. But management could not conduct talks under duress. The sooner union officials explained their dissatisfactions to me