•You will hear a conversation between a journalist and Clinton Dines, president of BHP Billiton in China. •For each question 23-

After arriving in China to study in 1979, Clinton Dines has since lived through the country’s whole reform period and has grown from a young lover of Chinese history to an accomplished businessman. He participated in and successfully managed several of the first joint ventures in China, and founded one of the earliest rock bands in the country. Since 1988 he has worked with the Chinese operation of Australia’s BHP, one of the world’s largest resource company, selling rocks, that is, mineral products, to China. Fluent in Chinese and familiar with the latest jargon, he talks to CIB about his experiences from rock bands to rocks, and the knack for success in China.
     How were you able to come to China in 1979 and study?
     I earned my degree in economics and Chinese studies. At the end of university, 12 students were’ selected to do a postgraduate program in China in 1979. I think I was chosen because I have a good wuchanjieji (proletariat) class background. I was sent to Nanjing Normal College.
Looking back, what does that experience mean to you?
I stayed for nearly 18 months in Nanjing. I find the experience valuable for me. When I sit with a Chinese official or a partner who is 50 years old, I understand what his life was like because I was there too. I feel like I can quickly get to a point where we feel like we have something in common. To me it’s the biggest advantage.
    So does it feel like you have never left China?
     Yes. After studying in Nanjing, I decided to stay in Asia and went to Taiwan for a while to formalize  learning Chinese. I came back to the Chinese mainland hi 1980 and have been involved in negotiations and the founding and running of several of the country’s first joint ventures (JVs), including two in the transportation industry.
     JVs are not easy. Why do you seem to have the knack for successful JVs?
I’m lucky. I had no work experience in Australia, all my work experience is in China. The way I work leans towards the Chinese way. I tend to focus on relationships and try to build up a consensus on what we want to do.
     You had a rock band, one of the earliest in China. Tell us about that?
       I always played guitar for fun. In the second half of 1989, we didn’t have much business, so my friends and I made a band consisting of the five of us. We played part-time in the bars. The biggest concert was during our tour of Mongolia where there were about 7,000 people in the audience. We were on CNN and things like that. The band lasted for three years and I haven’t played much in recent years as I’m busier and have a family.
From rock band to rocks -- the corner stone of BHP Billiton is rocks, in its original sense. What’s so exciting about the rock business?
     Look around and you’ll see that everything is either grown or mined. I like being in an industry that’s essential and really creates wealth and adds value.
What is your business in China?
     The bulk of our business-in China is sales and we don’t have too much investment at the moment. We sell iron ore, aluminum, steel and other products.. BHP was the participant in the first offshore oil contract signed in 1979. Offshore oil exploration in China cost us about US$200 million between 1983 and 1996. We were also the first major foreign company to invest in mineral exploration in China. From 1991 to 2000 we had five joint venture exploration companies. Also during that period we invested about US$23 million into two wholly owned steel fabrication factories.
Has your offshore and mineral exploration been worthwhile?
     We did a lot of oil exploration, but didn’t find anything. Our five exploration IVs also didn’t come up with anything. That’s the nature of the mineral business and we accept that. Typically in our business we might have 1,000 exploration projects for one commercial mine. None of the top ten mining companies have mining investments in China. They have all been trying but with no Success.
What needs to happen to allow your mining business in China to get off the ground?
     The big thing that has to change and we believe it will change is the Government’s policy to allow foreign investment in mining. Everywhere in the world we encounter nationalism when it comes to a country’s resources. People don’t like to see foreigners take away their nation’s resources.
As the Chinese market grows more important and achievements are more readily met, can you envisage being promoted to a higher rank in your job?
     I don’t see it and it’s not one of my ambitions. From the company’s perspective, I am not much good to them anywhere else. My career and my background is China.
What separates you from other general managers of foreign-invested companies in China?
Because I have been in China and in this company for a long time, I can help people here explain what they want to headquarters. Explaining China to our headquarters is the main headache for many general managers in China.
     Do you feel like you are Chinese?
     I enjoy staying here but I don’t ever think I am Chinese. This is a very strong culture. Doing t’ai chi and drinking tea don’t make foreigners Chinese. I want to be a respectful participant and be accepted as that.