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The Chen Show Mao Affair?
- Thread starter scroobal
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yah! but when pap people like that, they will still be send in pariahment through the back door with GRC!!! pap people got the 154 media to help them explain and support fire by some por lumpar in the stooge times forum. what others have? so let him in not because we bias, but its the disadvantage they have compare to pap people.
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Scroobal, Leongsam and TFBH sound more like PAP moles.
Why dont ask new candidate who didn't serve NS and still think can he can represent the local. How can he represent the local when he do not even understand what we go through in NS. Does he understand what is 'bo keng beh cho peng'? Does he knows the tune 'Everywhere we go oh... people want to know....'
There must be a great pull or push to move out of comfort zone especially when the change is drastic and the move is "voluntary".
What is the cause of the pull or the push? Have been thinking... conclusion, for all I care. Then why does he care?
What is the cause of the pull or the push? Have been thinking... conclusion, for all I care. Then why does he care?
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i dont think they are moles ....they just have good imagination ...
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I would still vote for CSM if he stands in my constituency. The reason why we are asking these questions online and not in the national papers is the fault of the PAP. The local papers had been twisting and bending for the ruling party for so long that people no longer trust them. They chose to whack Gomez, Tang Liang Hong and other players big time over the past decades that pple see PAP as big bullies.
Now maybe CSM is the big devil walking in the front door while we Singaporeans bicker but we all had it coming with years of PAP dominance.
Now maybe CSM is the big devil walking in the front door while we Singaporeans bicker but we all had it coming with years of PAP dominance.
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Glad you approve.
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yes..i believed that some of the brothers here give another perspective view of GSM ..which i think is good . which can open up ppl mind . but this is not the right time to implant fear in voters ...timing my friend ...
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hahaha...let me gives you kukubird's views on "volunteering".
Volunteer taken loosely means there is a choice.
some pple volunteer to clean the old folks' home.
some pple volunteer to bring meimeis to hotel 81.
the bottomline is that one can choose what to do.....what the motive is is a moot point.
In CSM's case, he had a choice......he can either choose to serve NS or leave Singapore.
he chose to serve (whatever the reason is a moot point), so yes he had volunteered to do NS instead of leaving the country.
Volunteer taken loosely means there is a choice.
some pple volunteer to clean the old folks' home.
some pple volunteer to bring meimeis to hotel 81.
the bottomline is that one can choose what to do.....what the motive is is a moot point.
In CSM's case, he had a choice......he can either choose to serve NS or leave Singapore.
he chose to serve (whatever the reason is a moot point), so yes he had volunteered to do NS instead of leaving the country.
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As I have said all along, no one is without faults, all have fallacies. Need to have a good system of checks and balances to address the fallacies of each individual and parties.
All workers have their own personal agenda and motivation in a company. But a good company must have the appropriate system in place to make use of their strengths, counter their weakness, and threats to the company. And employ good workers who can contribute, avoid group think, get rid of wastages, etc.
Therefore, I do not worry too much about CSM affair now, management by exception for now and future.
IMO, is critical now is to have critical opp mass to counter policies that have irreversable and long term negative impact on our country. And also help to polish good policies already in place thru vigourous discourse and demand for accountability.
All workers have their own personal agenda and motivation in a company. But a good company must have the appropriate system in place to make use of their strengths, counter their weakness, and threats to the company. And employ good workers who can contribute, avoid group think, get rid of wastages, etc.
Therefore, I do not worry too much about CSM affair now, management by exception for now and future.
IMO, is critical now is to have critical opp mass to counter policies that have irreversable and long term negative impact on our country. And also help to polish good policies already in place thru vigourous discourse and demand for accountability.
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Good point!
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From The American Lawyer: Dealmakers of the Year
Irene Plagianos, Drew Combs, D.M. Levine, and Ross Todd All Articles
The Asian Lawyer
April 11, 2011
Twitterdel.icio.us DiggRedditGoogle BookmarksNewsvineLinkedInMixxStumbleupon
PrintShareEmailReprints & PermissionsPost a Comment
Show-Mao Chen
Photo: Paul Godwin
This month The American Lawyer announced its picks for Dealmakers of the Year--the lawyers who worked on the biggest and most significant deals of 2010. Four of the 15 transactions spotlighted involved Asian companies--no surprise to anyone who's been watching dealflows recently.
From the massive Chinese IPOs by American International Assurance and Agricultural Bank to Zhejiang Geely's purchase of Volvo Car Corporation to the biggest project financing in history, each of these transactions showcases Asia's growing economic power and the bigger roles for lawyers there. Here's the inside story of those deals.
DEAL IN BRIEF: AgBank IPO
Dealmaker: Show-Mao Chen, Davis Polk & Wardwell
Value: $22.1 Billion
Firm's Role: Issuer's Counsel
For a business with something of a dowdy reputation, Agricultural Bank of China Limited--that nation's third-largest lender--had some big ambitions when it decided to go public last year. It wanted to raise a lot of money, perhaps a record amount, despite the global economic crisis. It wanted to move quickly. And--perhaps trickiest of all--it wanted a dual listing, on both the Shanghai Stock Exchange, which trades only in China, and the Hong Kong Stock Exchange, which trades internationally.
To pull it off, the bank, known colloquially as AgBank, turned to a lawyer with plenty of experience with dual listings--Davis Polk & Wardwell's Show-Mao Chen. Four years earlier, Chen, who is based in Beijing, led a Davis Polk team that advised China's biggest bank, Industrial and Commercial Bank of China Limited (ICBC), in its initial public offering. That IPO raised $19 billion, making it the world's largest at the time; it was also the first entity to list shares in Shanghai and Hong Kong.
Dual listings are difficult because each exchange has different sets of regulatory requirements related to disclosure, timing, and underwriting practices. These issues can become especially complicated in a large offering.
So Chen and his team began working under what he calls some of "the most challenging circumstances I have seen" so AgBank's IPO could launch in both markets. By April 2010, the bank had lined up ten lead underwriters, a record number--four for Shanghai and six for Hong Kong. It would fall to the Davis Polk lawyers to manage the various opinions of the underwriters and smoothly incorporate them into the prospectus.
Time constraints increased the pressure. There was talk about other Chinese banks that wanted to go public in 2010, and AgBank wanted to ensure that it would be the first in line. The bank wanted to get the IPO to market by July, giving Chen just a three-month window. "Three months is just about the shortest time to market I've seen for an IPO of this kind," he says. "And it certainly felt like it was done in record time."
Chen had teams of lawyers camped out in Davis Polk's Beijing office to keep up with the demanding pace. Meetings were conducted in both En_glish and Chinese, and all of the documents were drafted in both languages, often doubling the lawyers' work.
Antony Dapiran, a former Freshfields Bruck_haus Deringer partner who worked as AgBank's Hong Kong counsel on the IPO, credits Chen with shepherding a "very complex IPO, done on a very compressed timetable, while managing the many parties involved." (Dapiran left Freshfields after the IPO and is now a partner at Davis Polk.)
Finally, there was the hipness factor: AgBank didn't have much. Because it specializes in agricultural loans, which usually have lower profit margins than other sorts of loans, AgBank had long been called the ugly sister of Chinese state banks, Chen says. That meant that the key to pulling off the IPO was emphasizing the bank's potential for growth. (Chen calls it the "glass half-full" view of the bank.) While its loan margins were small, for example, AgBank had the largest network of banks in China, most of them outside the country's largest cities. So in the prospectus, Chen highlighted the "substantial potential for economic growth" in these rural areas. "We were able to sharpen the focus of the bank's disclosure for investors," he says. "That was crucial."
Their work paid off. When the IPO went to market, it raised $22 billion, a record amount that surpassed the sum raised by ICBC four years earlier. Because the IPO had been priced in China, not overseas, as is more customary, "in a way, this IPO was like a coming-out party for China," Chen says. "It feels like China has really arrived on the international market."
AgBank's record stood for only a few months, until November, when the American IPO that relaunched General Motors Company raised $23 billion. But on July 6, at least, the ugly sister was finally the star of the show.
http://www.law.com/jsp/article.jsp?id=1202489614581&slreturn=1&hbxlogin=1
Irene Plagianos, Drew Combs, D.M. Levine, and Ross Todd All Articles
The Asian Lawyer
April 11, 2011
Twitterdel.icio.us DiggRedditGoogle BookmarksNewsvineLinkedInMixxStumbleupon
PrintShareEmailReprints & PermissionsPost a Comment
Show-Mao Chen
Photo: Paul Godwin
This month The American Lawyer announced its picks for Dealmakers of the Year--the lawyers who worked on the biggest and most significant deals of 2010. Four of the 15 transactions spotlighted involved Asian companies--no surprise to anyone who's been watching dealflows recently.
From the massive Chinese IPOs by American International Assurance and Agricultural Bank to Zhejiang Geely's purchase of Volvo Car Corporation to the biggest project financing in history, each of these transactions showcases Asia's growing economic power and the bigger roles for lawyers there. Here's the inside story of those deals.
DEAL IN BRIEF: AgBank IPO
Dealmaker: Show-Mao Chen, Davis Polk & Wardwell
Value: $22.1 Billion
Firm's Role: Issuer's Counsel
For a business with something of a dowdy reputation, Agricultural Bank of China Limited--that nation's third-largest lender--had some big ambitions when it decided to go public last year. It wanted to raise a lot of money, perhaps a record amount, despite the global economic crisis. It wanted to move quickly. And--perhaps trickiest of all--it wanted a dual listing, on both the Shanghai Stock Exchange, which trades only in China, and the Hong Kong Stock Exchange, which trades internationally.
To pull it off, the bank, known colloquially as AgBank, turned to a lawyer with plenty of experience with dual listings--Davis Polk & Wardwell's Show-Mao Chen. Four years earlier, Chen, who is based in Beijing, led a Davis Polk team that advised China's biggest bank, Industrial and Commercial Bank of China Limited (ICBC), in its initial public offering. That IPO raised $19 billion, making it the world's largest at the time; it was also the first entity to list shares in Shanghai and Hong Kong.
Dual listings are difficult because each exchange has different sets of regulatory requirements related to disclosure, timing, and underwriting practices. These issues can become especially complicated in a large offering.
So Chen and his team began working under what he calls some of "the most challenging circumstances I have seen" so AgBank's IPO could launch in both markets. By April 2010, the bank had lined up ten lead underwriters, a record number--four for Shanghai and six for Hong Kong. It would fall to the Davis Polk lawyers to manage the various opinions of the underwriters and smoothly incorporate them into the prospectus.
Time constraints increased the pressure. There was talk about other Chinese banks that wanted to go public in 2010, and AgBank wanted to ensure that it would be the first in line. The bank wanted to get the IPO to market by July, giving Chen just a three-month window. "Three months is just about the shortest time to market I've seen for an IPO of this kind," he says. "And it certainly felt like it was done in record time."
Chen had teams of lawyers camped out in Davis Polk's Beijing office to keep up with the demanding pace. Meetings were conducted in both En_glish and Chinese, and all of the documents were drafted in both languages, often doubling the lawyers' work.
Antony Dapiran, a former Freshfields Bruck_haus Deringer partner who worked as AgBank's Hong Kong counsel on the IPO, credits Chen with shepherding a "very complex IPO, done on a very compressed timetable, while managing the many parties involved." (Dapiran left Freshfields after the IPO and is now a partner at Davis Polk.)
Finally, there was the hipness factor: AgBank didn't have much. Because it specializes in agricultural loans, which usually have lower profit margins than other sorts of loans, AgBank had long been called the ugly sister of Chinese state banks, Chen says. That meant that the key to pulling off the IPO was emphasizing the bank's potential for growth. (Chen calls it the "glass half-full" view of the bank.) While its loan margins were small, for example, AgBank had the largest network of banks in China, most of them outside the country's largest cities. So in the prospectus, Chen highlighted the "substantial potential for economic growth" in these rural areas. "We were able to sharpen the focus of the bank's disclosure for investors," he says. "That was crucial."
Their work paid off. When the IPO went to market, it raised $22 billion, a record amount that surpassed the sum raised by ICBC four years earlier. Because the IPO had been priced in China, not overseas, as is more customary, "in a way, this IPO was like a coming-out party for China," Chen says. "It feels like China has really arrived on the international market."
AgBank's record stood for only a few months, until November, when the American IPO that relaunched General Motors Company raised $23 billion. But on July 6, at least, the ugly sister was finally the star of the show.
http://www.law.com/jsp/article.jsp?id=1202489614581&slreturn=1&hbxlogin=1
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100% agreed.....
Congratulations to Singapore, we have such quality candidates such as Chen.
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Surely Workers' Party must have done their check on him. There is no reason for him to be a PAP mole. With his accomplishment, i see very little motivation for him to serve as a PAP mole. I respect Scroobal's deep insight but his take on CSM appears to be over-sceptical
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Scroobal is pap plant mole out to destroy opposition during election time, becareful guys.!
you can fool people 1 or 2 time, you can't fools all people, all the times
you can fool people 1 or 2 time, you can't fools all people, all the times
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i also see theres no reason for him to be MIW mole . i also understand where Scroobal and the rest of the brothers are coming from ..its good to be sceptical sometimes ..but as i said before , this is not the RIGHT time to plant fear and confusion in voters . anyway we could see how he perform if he wins ...give him just 5 years to prove himself ...we have been giving MIW so many chances to prove themselves that they are worth the salary for so many years .... yet nothing change infact getting bad to worst . just 5 years to give singaporean another chance to have a better life in singapore . give him a chance ..give yourself a chance ...give singapore a chance to change ..
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