In this talk, Mayling Birney presents evidence that China uses a distinctive form of governing, what she calls a “rule of mandates” in contrast to a rule of law. Under a rule of mandates, standards for accountability are relative rather than absolute, as lower officials are effectively directed to adjust the local implementation of the center's own laws and policies in order to meet the center's highest priorities. In China, this governing system has helped promote stability and growth, yet curtailed the potential impact of rule of law and democratic reforms. Birney demonstrates this impact by drawing on evidence from original surveys, interviews, and archival work. Yet she also explains why this governing system is likely to become more problematic for China in the future, potentially jeopardizing even the economic growth and stability it has thus far supported.

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Dr. Mayling Birney (London School of Economics) is a comparative political scientist with a special expertise in China. She is currently finishing a book about China’s distinctive form of authoritarian governing, in which she highlights its consequences for stability, justice, rule of law, and political reform. Prior to arriving at LSE, Dr. Birney was jointly appointed as a fellow in the Princeton University Society of Fellows and a lecturer in the Woodrow Wilson School.  She has also served as a fellow at the Brookings Institution and as a Legislative Aide in the United States Senate. She holds a PhD in political science from Yale University, an MSc in economics from LSE, and a BA in government from Harvard University.

Will China’s new leadership push through new financial reforms? The private sector is growing rapidly but private firms complain about their inability to get loans.  Reforms undertaken over the past 20 years have brought change, but much remains to be done. There are now many non-governmental banks and financial institutions operating in China, including foreign firms. But how effectively can they operate?   How open is China’s financial system to the non-governmental banks and to foreign participation? Are the challenges different for foreign firms?  How might foreign firms best cooperate with local firms as Chinese firms increasingly globalize?  Two bankers, James Chen, head of Hollyhigh International Capital, the first investment banking firm specializing in mergers and acquisitions (M&As) in Mainland China, and Carl Walter, recently retired Managing Director, JPMorgan Chase, China, will assess the changes in China’s financial realm. 

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James (Mingjian) Chen is the chairman of Hollyhigh International Capital, the first investment banking firm specializing in mergers and acquisitions (M&As) in Mainland China. He is also an adviser of the Beijing Olympics organization. Chen is a member of the liaison committee in the China National Democratic Construction Association, the chairman of the M&A Elite Club, as well as a member of the Fuping Foundation for poverty alleviation. He also serves as the chief editor of the China M&A Review, and has published Winning the Deal and M&A Revolution.

Chen graduated from Tsinghua University’s Department of Economics and Management in 1993. After graduation, he worked as a trader at China Great Wall Financial Company for several years. He then established Tsinghua Unisplendour and Hollyhigh Investment Company, in 1997 and in 1998 respectively. In addition to his work at Hollyhigh, Chen is actively engaged in M&A projects for international corporations, such as Lafarge, Shell, SK, and Scottish & Newcastle.

Chen’s deal between Teda and the Meilun Group was used as the first M&A case study at Tsinghua University. He has lectured at many renowned institutions, including Harvard University and the Economist Intelligence Unit.

Carl E. Walter worked in China and its financial sector for the past 20 years and actively participated in many of the country’s financial reform efforts. While at Credit Suisse First Boston he played a major role in China’s groundbreaking first overseas IPO in 1992, as well as the first primary listing of a state-owned enterprise on the New York Stock Exchange in 1994. He was a member of senior management at China International Capital Corporation, China’s first and most successful joint venture investment bank where he supported a number of significant domestic and international stock and bond underwritings for major Chinese corporations. More recently at JPMorgan he was China chief operating officer and chief executive officer of its banking subsidiary. During this time Walter helped build a pioneering domestic security, risk and currency trading operation.

A long time resident of Beijing before his recent return to the United States, Walter is fluent in Mandarin and holds a PhD from Stanford University and a graduate certificate from Peking University. He is the co-author of Red Capitalism: The Fragile Financial Foundations of China’s Extraordinary Rise as well as Privatizing China: Inside China’s Stock Markets.

A broad scientific and technical consensus has emerged over the last several decades that deep geologic isolation can provide safe and secure disposal for nuclear high level waste and spent fuel. But given the stigma associated with nuclear waste disposal, credible scenarios exist where substantial inventories of high level waste and spent fuel will remain dispersed worldwide in interim surface storage at shut down and abandoned nuclear facilities, rendering these materials vulnerable to theft to recover fissile material and to accidental or intentional dispersion into the environment and transferring a large and unnecessary burden and risks onto future generations. With the detailed review of U.S. policy for managing nuclear waste completed by the Blue Ribbon Commission on America's Nuclear Future last year, the U.S. is now poised to restart its nuclear waste program. Legislation introduced in the Senate in 2012 provides a framework for a path forward that can address these major issues. This talk will review recommendations made by the BRC, and the current status of the U.S. nuclear waste program including actions likely to occur in the coming year.

Per F. Peterson is the William and Jean McCallum Floyd Professor of Nuclear Engineering in the Department of Nuclear Engineering at the University of California, Berkeley. He grew up in Reno, Nevada, graduating from UNR with a degree in mechanical engineering in 1982. From 1982 to 1985 he worked at Bechtel on high-level nuclear waste processing, and then spent three years to complete masters and doctoral degrees in mechanical engineering at UC Berkeley. After completing a postdoctoral fellowship at the Tokyo Institute of Technology working on topics in heat and mass transfer, he joined the Department of Nuclear Engineering at UC Berkeley in 1990. There he served as a National Science Foundation Presidential Young Investigator from 1990 to 1995; as chair of the Energy and Resources Group, an interdisciplinary graduate group, from 1998 to 2000; and as chair of Nuclear Engineering from 2000 to 2005 and from 2009 to 2012. Since 2002 he has co-chaired the Generation IV International Forum Proliferation Resistance and Physical Protection Working Group. He is a Fellow of the American Nuclear Society, is a Jason, and was appointed by the Obama Administration in February 2010 as a member of the Blue Ribbon Commission on America’s Nuclear Future. His specific research interests focus on topics in heat and mass transfer, fluid dynamics, and phase change. He has worked on problems in energy and environmental systems, including advanced reactors, inertial fusion, high-level nuclear waste processing, and nuclear materials management and security.