Incorporated: 1950
NAIC: 237210 Land Subdivision; 531120 Lessors of Nonresidential Buildings; 531110 Lessors of Residential Buildings and Dwellings
SIC: 6552 Subdividers & Developers Nec; 6512 Nonresidential Building Operators; 6513 Apartment Building Operators; 6514 Dwelling Operators Except Apartments
Cheung Kong (Holdings) Ltd. is among Hong Kong's leading property and investment development companies. The company's investments are centered in the Chinese and Hong Kong markets but the company owns business interests in a total of 55 countries. Cheung Kong is the flagship company for the property-to-telecommunications empire built up in Hong Kong by Li Ka-shing, who started his meteoric rise in business around 1960 by making plastic flowers. The company's subsidiaries and joint ventures are organized under five main listed companies, including Cheung Kong Holdings as the parent company. Hutchison Whampoa Ltd. (50 percent interest) is one of Hong Kong's major "hongs," or conglomerates, with holdings ranging from retailing to container terminals to telecommunications, energy, and property and financial investments. Cheung Kong Infrastructure (CKI) Holdings Limited, organized in October 1996, groups Cheung Kong's infrastructure subsidiaries and interests, primarily in road-building, toll roads and bridges, and power plants on the Chinese mainland. Cheung Kong also owns a controlling stake in the electric utility monopoly Hong Kong Electric (HKE) and CK Life Sciences Holdings Limited, founded in 2000, which invests in research and development in the biotechnology and life sciences industries.
From Plastic Flowers to Real Estate
Known to his colleagues as K. S. Li, Hong Kong tycoon Li Ka-shing was born in Chiu Chow in southern China in 1928 and later emigrated to Hong Kong. In 1950, Li set up Cheung Kong as a business manufacturing plastic flowers. The company's real growth started in the late 1960s, when Li bought his first building. In less than 30 years, Li built an empire controlling, through a series of interlocking stock market holdings, over 14 percent of stock registered on the Hong Kong exchange.
Cheung Kong (Holdings) also included highly profitable cement, quarrying, and ready-mixed concrete operations. At the end of 1972, after its first year on the Hong Kong stock market, the company had a total of 40 sites in its property portfolio, with a total floor area--after development--of about 2.4 million square feet of residential and commercial space.
Among the projects Cheung Kong had were a number of residential developments. Typical of these was the development of the Castle Peak Hotel, in Hong Kong's New Territories. Originally occupying a site of over 84,000 square feet, the former hotel was doubled in size and turned into several six-story expensive blocks of flats with a total floor area of over 167,000 square feet.
The company had plans to develop a number of warehouses and factories, as well as offices. Recognizing the static nature of the Hong Kong property market in 1973, Li Ka-shing informed his shareholders that his company would look to increase its supply of regular rental income from its properties, to protect their interests.
This increased effort at boosting rental income paid off a year later in 1974 when Hong Kong's property market slipped into depression. Cheung Kong's development plans continued undeterred, with a 10 percent rise in profits to HKD 48.2 million, against profits of HKD 43.7 million a year earlier.
This improved performance was encouraged by rent reviews that boosted income. One example was Regent House, on Queen's Road Central. Cheung Kong had planned to redevelop the property, but put off plans after the rental income increased to HKD 4.6 million, from about HKD 3 million, per year. Because it would take three years to develop the site, and would cost HKD 16 million, a loss of some HKD 13.8 million from leaving the building vacant was not thought feasible, particularly when depressed conditions in Hong Kong made the prospects of any future developments doubtful.
Growing Property Portfolio
The continuing downturn in fortunes hit Cheung Kong's profits in 1975, which dipped 6 percent to HKD 45.6 million. In that year, the company saw the fruits of a joint venture into which it had entered the previous year with the Canadian Imperial Bank of Commerce. The joint venture, Canadian Eastern Finance, acquired for HKD 85,000 a site along the Hong Kong harbor of some 864,000 square feet. On 53,000 square feet of the site, the company planned to build ten expensive residential units, each 24 stories high, and a parking garage. On the rest of the site, recreation facilities, including a swimming pool and sports ground, were planned.
At the end of 1975 Cheung Kong had some 5.1 million square feet of commercial and residential space. This property portfolio jumped by more than 20 percent in size over the next year to a total of 6.35 million square feet at the end of 1976. Of this space, 3.62 million square feet were said by the company to be in residential property, while 1.04 million square feet and 1.65 million square feet were bound up in commercial and industrial space, respectively.
Improving market conditions in Hong Kong in 1976 helped boost the company's profits that year to HKD 58.8 million, a rise of 29 percent over the previous year. The renown Li Ka-shing was gaining in the Hong Kong financial community was confirmed a year later, in 1977, when Cheung Kong announced its profits were up a further 45 percent to HKD 85.55 million. This improvement coincided with a 38 percent rise in total space in the company's property portfolio, to 10.2 million square feet in size.
Among the company's new properties was the celebrated Tiger Balm Gardens, a site of 150,000 square feet originally developed by the inventor of Tiger Balm, an ointment used to cure a number of minor ailments. Cheung Kong bought the site with the aim of building high-class residential units, a practice for which it was becoming widely known.
In 1977 the company also diversified into the hotel trade. It acquired Wynncor Ltd., which owned the 800-room Hong Kong Hilton Hotel and shopping arcade, and nearly all of the 400-room Bali Hyatt Hotel.
While Hong Kong's local property market was improving, Li Ka-shing warned in 1977 that various restrictions from the emerging European Common Market, based in Brussels, which included antidumping measures against Asian electronic products, were affecting export prospects for Cheung Kong. The reason was that Hong Kong's industry sector was felt to be tied in fortunes to that of the local property market. When the first failed, the second was certain to feel the effects.
Gaining a Wide Reputation
In 1978 the company's profits continued to rise. Total profits for the year reached HKD 132.6 million, a 55 percent increase over the previous year. In that year, Cheung Kong sold a number of properties not producing sufficient rental income, including sites in the Kwun Tong region of Kowloon, and on Hennessy Road. The company was gaining a wide reputation throughout Hong Kong, as demonstrated by the publicity given to each pre-let of its completed properties. The value of rents reached by each pre-letting--the practice whereby a property developer signs up a tenant for the building or property he is about to build--would give the local property market an indication of the going rates to follow.
As Li Ka-shing told his shareholders that year: "In both prestige and business expansion, the group has entered a new era, and it is my opinion that 1978 has been an exceptionally important year in the group's development." Li cautioned that the effects of high interest rates in Hong Kong and abroad would affect the local property market. He added, however, that mortgages and property developments would provide a useful hedge to investors against threatened inflation. Also in 1978, Cheung Kong acquired a 22 percent stake in Green Island Cement, increasing its holdings on the construction side.
In 1979 the company saw a 91.6 percent rise in profits to HKD 254.1 million. Among the developments then under construction was a joint-venture project with four other property companies to build an office development on the Hong Kong Macau Ferry Pier. With a 20 percent interest in the Shun Tak Centre, due for completion in 1984, the final complex was to include a total of 1.5 million square feet of office space.
In the same year, Cheung Kong purchased a substantial share stake in Hutchison Whampoa, a group whose interests included electricity, communications, wholesaling, and distribution. Hutchison was also involved in manufacturing, quarrying, and concrete markets. The initial stake in Hutchison was for 90 million shares in the group, or 24.4 percent of outstanding shares, bought for HKD 693 million. The company increased its stake in Hutchison to 30 percent by the end of the year.
At the same time, Li Ka-shing warned shareholders that continuing high interest rates and emerging rent control restrictions led him to believe that the local property market was showing signs of leveling off. Continuing economic difficulties in the Hong Kong economy continued to color the business climate for Cheung Kong in 1980. Li Ka-shing, nevertheless, maintained an optimistic air. "There is a slight slackening in the property market," he told shareholders. "But this phase will pass with a lowering of interest rates and an upturn in trade. I am, therefore, cautiously optimistic about the future of the Hong Kong property market."
Facing an Uncertain Future
The 1980 profit rise of 176 percent, to HKD 701.3 million, gave grounds for this optimism, but also reflected first-time profit contributions from Hutchison Whampoa and Green Island Cement. In addition, the Hong Kong Hilton Hotel increased its profits for 1980 by 34 percent, compared with the previous year.
During 1981 Cheung Kong began amassing an overseas portfolio that would grow over the coming years. Overseas investments totaled HKD 125 million in value, or 3 percent of the group's total assets. These included a number of commercial buildings in the United States with 950,000 square feet of space, and a shopping center with over 370,000 square feet of freehold space. This growing overseas portfolio was motivated by continuing recessionary conditions in the Hong Kong property market, and anxiety about any fallout from fears of 1997, when control of the colony would revert to China.
At the time, Li Ka-shing signaled to shareholders that it would be difficult, given the then-current trading conditions, to maintain in 1982 the same high level of profit recorded in 1981. In that year, profits rose 97 percent from the previous year's level, to HKD 1.38 billion.
Li Ka-shing's profit warning turned out to be timely. The company suffered a decline across the board at the end of 1982. Overall profits declined by 62 percent to HKD 525.6 million. Profits at the Green Island Cement company tumbled by 65 percent and were affected, according to the company, by a slowdown in Hong Kong's construction industry, bad weather, and large imports of Japanese cement. Even more difficult problems were projected for 1983.
Hutchison Whampoa, on the other hand, increased profits by 20 percent. Yet even here Cheung Kong forecast reduced profits for its subsidiary in 1983. At the Hong Kong Hilton Hotel, profits were 10 percent lower than in 1982, reflecting strong competition from new hotels in Hong Kong as well as a decline in the worldwide tourist trade owing to recessionary pressures in Europe and the United States.
Li Ka-shing had few words of consolation for his shareholders at the time. As he saw the local property market during 1982, "Property prices plunged and hesitation on the part of investors combined with generally weakening purchasing power left the market in a very depressed state from which appreciable recovery is unlikely in the short term."
Continued Deterioration in Market Conditions
Matters did indeed deteriorate still further in 1983. The speculator-led boom in property prices and rents of the previous few years came to an abrupt halt, curbed by high interest rates and political tensions surrounding the future of the colony. As a result, Cheung Kong's annual profits fell 22 percent to HKD 408.8 million. Green Island Cement experienced losses as the Hong Kong construction industry faced depression conditions.
Investors in Hong Kong were maintaining a wait-and-see attitude as conditions in the United States and European markets began to improve. At the same time, the property market was expected to lag behind as lower interest rates allowed for growth worldwide, and therefore investment in commercial and residential properties throughout the colony would be delayed.
This situation was confirmed by Cheung Kong's 1984 profits of HKD 213.5 million, a decline of 47 percent compared with a year earlier. The company at this time was making fewer property acquisitions than usual for future developments. Two notable acquisitions were a site of 12,600 square feet on Queen's Road Central, destined to become a 130,000-square-foot office complex; and an 18,000-square-foot site in Repulse Bay, which was to provide space for a 12-story luxury residential complex.
A long-awaited improvement in earnings for the company came in 1985 when profits reached HKD 551.7 million, 158 percent higher than the previous year. The effects on earnings from the three-year-long recession appeared to be over. The company insisted that prices for residential property were on the rise, although the demand for commercial and industrial holdings had not yet meant substantially higher prices.
At this time, Hong Kong appeared to shed some of the anxiety that had gripped the colony after the signing of the Sino-British joint declaration in December 1984, signaling a return to Chinese sovereignty in 1997. Many Hong Kong residents had been hesitant to buy homes or rent offices until the ink on the newly signed agreement was completely dry.
For Li Ka-shing, fears over investing for the future in Hong Kong were partly allayed by his influence among Chinese leaders in Beijing. The entrepreneur was not a man to be ignored when, for example, Hutchison Whampoa imported each year 850,000 tons of coal from China, or 14 percent of the country's annual output. Li Ka-shing was also at this time working with China International Trust and Investment Corporation, China's investment bank, to build a $10 billion electricity plant in China's eastern province of Jiangsu.
Large profit gains resulted in 1986, when Hong Kong's economy grew 9 percent over the year. Cheung Kong reported earnings of HKD 1.28 billion, an increase of 128 percent over the year before. The improvements were helped by the completion of a number of developments, and by the company's sale of Hong Kong's Hilton Hotel for HKD 1.03 billion to Hong Kong Electric, which Li Ka-shing also owned.
Management Reorganization
Cheung Kong announced at that time a reorganization of its management structure. In particular, Hong Kong Electric's utility and nonutility businesses were to be split. The nonutility holdings--including the Hong Kong Hilton Hotel and a 43 percent stake in Husky Oil of Canada--were to become part of a new firm, Cavendish International Holdings.
The Cheung Kong/Hutchison/Electric group had become very important in Hong Kong by this time. Shares in Li Ka-shing's empire accounted for 15 percent of all shares traded on the Hong Kong stock market.
Cheung Kong moved ahead in 1987, producing profits of HKD 1.58 billion, 23 percent over earnings posted a year earlier. The number of properties for development that the company was acquiring continued to increase. They included an 8.8-hectare site and a 15.5-hectare site, which together would require up to HKD 9 billion in investment before yielding more than 17,000 residential units, and two large shopping centers with total floor space of 1.22 million square feet. Profits at Hutchison Whampoa reached HKD 2.62 billion. The property market in Hong Kong suffered slightly from the effects of the worldwide stock market crash of October 1987, but the underlying strength of the Hong Kong economy helped steady the local property market and increase demand for residential and office space.
A shortage of office space in Hong Kong contributed to strong profits for Cheung Kong in 1989. Earnings were posted at HKD 2.09 billion, a 33 percent increase over the previous year. On the strength of improved earnings, the company announced that it would purchase all outstanding shares in Green Island Cement (Holdings) not already owned by Cheung Kong. Li Ka-shing told his shareholders in his 1989 accounts that he was optimistic about the outlook for the colony's property market, and that demand and prices for properties were likely to hold up.
Preparing for Chinese Control
The Hong Kong government announced the building of a new airport for the colony, for which Cheung Kong received lucrative contracts. In 1989, the company posted profits of HKD 2.77 billion, up 33 percent over earnings a year earlier. At the same time, Li Ka-shing saw the colony's property market entering a period of consolidation. This was reflected in profits for the first six months of 1990 when Cheung Kong's earnings rose only 3 percent to HKD 948 million.
Around this time, Li Ka-shing, nicknamed "Superman" in the colony, made a HKD 484 million profit when Cheung Kong sold its 4.8 percent stake in Cable and Wireless, the U.K.-based telecommunications giant. The company, having bought the stake in 1987, profited from a rising Cable and Wireless share price, and the relative strength of sterling in the intervening period. By the beginning of the 1990s, Li's overseas holdings amounted to some 20 percent of his companies' assets, with forecasts to raise that stake to more than 30 percent. Meanwhile, Li, together with son Victor, ventured into satellite broadcasting, founding Star TV. In 1993, Li sold two-thirds of that company to Rupert Murdoch for $525 million.
As the 1990s began, Li pledged to remain in Hong Kong after the colony's handover to China in 1997. Cheung Kong's strategy leading to that event seemed to confirm this, as Cheung Kong stepped up its investments and projects on the mainland. In 1995, Li transferred more than 30 percent of the company's assets to the Cayman Islands; this move, however, was largely seen as a means to avoid Hong Kong's inheritance tax as Li prepared to hand over the company to his sons. In the previous year, Victor Li was named a deputy manager of Cheung Kong, while younger son Richard, engaged in building his own conglomerate in Singapore, was named a deputy manager of Hutchison Whampoa.
In 1993, Cheung Kong strengthened its economic, as well as political, position by teaming up with CITIC Pacific, the Hong Kong arm of the Chinese government-owned investment vehicle led by Larry Yung, son of Chinese Vice-President Rong Yiren, in a HKD 9.65 billion takeover of Miramar Hotel & Investment Co. At the same time, Li hedged his political bets by joining with Deng Zhifang, a son of the late Deng Xiaoping, and Shougang, the third largest steelmaker in China, to take over Kader Investment. Another investment, with China National Non-ferrous Metals Corp., allied Li with Deng's son-in-law, Wu Jianchang, a vice-president of that company. These deals helped boost Li's Chinese investments to nearly HKD 20 billion. On the basis of these and other deals, Cheung Kong's profits surged past $16 billion for 1993.
After adding the HKD 2.2 billion purchase of the 665 King's Road North Point site in 1994, Cheung Kong announced plans the following year to redevelop the colony's Hilton Hotel, as well as a purchase of 40 percent of the colony's last walled village, a 50,000-square-foot site targeted for redevelopment. Next, again working with CITIC Pacific, Cheung Kong won a HKD 7 billion contract to develop the Tsing Yi airport railway station near Kowloon. In late 1995, Cheung Kong, in a joint venture with Hutchison Whampoa and the Kowloon-Canton Railway Corporation, was awarded the property development rights, worth as much as HKD 8 billion, for the Hunghom area. Cheung Kong's earnings were rising steadily, climbing to HKD 10.11 billion in 1994 and to HKD 11 billion in 1995.
Restructuring for the Handover
Cheung Kong showed no signs of slowing down in 1996. The company won the rights to build the Tuen Mun River Terminal, a project worth HKD 1.14 billion. The company also received an exceptional gain of more than HKD 4 billion after the public listing of Hutchison Whampoa's U.K. mobile and telecommunications subsidiary, Orange. Nevertheless, Li also took steps to restructure the company for the impending handover. In June 1996, the company spun off its Hong Kong and mainland infrastructure holdings as a separately traded subsidiary, CKI, under leadership of Victor Li, which raised more than HKD 3.6 billion through sales of nearly 300 million shares. Then, in January 1997, Li restructured all of the holdings of the Cheung Kong Group in a series of ownership shifts among its four principal subsidiaries.
Under the restructured holding company, CKI became principally specialized in the company's Chinese infrastructure projects, including a nearly completed 140-kilometer toll highway running south of Shantao. Cheung Kong's share of Hutchison, meanwhile, advanced past the halfway mark, to 50.2 percent, while Hutchison's share of CKI moved up to 84.6 percent. This meant that Hutchison also added CKI's 35 percent of Hong Kong Electric (HKE), triggering a mandated takeover bid for full control of HKE. The restructuring was widely regarded as a shrewd repositioning of the company in the final months leading to the Hong Kong handover. Meanwhile, Victor Li's role as a principal architect in the restructuring signaled the coming to an end of Li Ka-shing's reign as Hong Kong's "Superman." The elder Li, who had previously suggested that he would retire prior to the July 1997 handover, instead indicated that he would step down in January 1998.
A New Generation of Leadership
While Li Ka-shing remained executive chairman of the company into the new century, his eldest son, Victor Li, became the company's managing director in December 1998. Shortly before the announcement of Victor Li's promotion, both Cheung Kong and Hutchison Whampoa were awarded Asiamoney magazine's 1998 award for Best Managed Companies. The following year, Far Eastern Economic Review named both companies in their annual Review 200, a list of the leading companies in Hong Kong. Cheung Kong was ranked third in the list of Hong Kong's ten leading companies, while Whampoa was listed eighth. In addition, the companies were ranked first and second in the magazine's list of companies in which the management had a "long term vision."
In 1999, Victor Li was named deputy chairman of Cheung Kong. Li had been assisting his father in the chairman role for a number of years and was prepared to continue the projects initiated under his father's leadership. Among the various projects for 1999 was a series of mini-documentaries, titled Knowledge Changes Fate, funded and produced through Cheung Kong and Whampoa featuring stories that highlighted the value of education. The documentaries, which aired on television stations in both Hong Kong and Mainland China, featured stories about the education and achievements of some of the island's best known celebrities mixed with stories about everyday Hong Kong citizens who used their education and acquired knowledge to build better lives. The documentary series won three 4A Creative Awards for best promotional film and most creative documentaries. The awards were shared with the director of the series, Gu Chang-wei.
The timing of Cheung Kong's documentaries coincided with the establishment of the Cheung Kong Scholars Program, which awarded funds and support for international scholars to help establish and develop institutions and programs of higher learning in Hong Kong. Cheung Kong's program awarded grants to 127 scholars in 2000, working in conjunction with the Ministry of Education.
The first year of the new millennium was an important year for Cheung Kong as the company diversified its business through a number of strategic investments. In January, Cheung Kong and Hutchison Whampoa teamed with Hong Kong and Shanghai Banking Corporation and Hang Seng Bank to form IBusiness Corporation, an Internet-based commerce company intended to provide Internet portals and e-commerce services to companies in Hong Kong and the Chinese mainland. Cheung Kong's initial investment was estimated at HKD 3 billion. In March, IBusiness Corporation teamed with Excel Technology to create "i21," an enterprise that provided office applications for businesses.
In April 2000, one of Cheung Kong's subsidiary companies, Hong Kong Property Services Holdings Limited, merged with Midland Realty Holdings to form the largest property agency group in Hong Kong.Although both companies would remain separate from a general management standpoint, the merger increased potential profits for both companies and helped Cheung Kong to dominate the property market.
One of the most important developments for Cheung Kong in 2000 was the company's entrance into the life sciences market. Cheung Kong's newest subsidiary, CK Life Sciences Holdings Limited, was formed to take advantage of the growing life sciences, health, and sustainable development industries. Although the company was founded in 2000, it was not listed on the Hong Kong Stock Exchange until 2002.
Cheung Kong in the 21st Century
Cheung Kong grossed HKD 19.4 billion in 2000 but profits fell significantly over the following year, attributed to a global recession and residual effects from the terrorist attacks on the United States in 2001, which placed a constraint on global commerce and severely affected profits from the company's U.S. investments. In 2001, Cheung Kong's profits fell to HKD 7.2 billion. Although the company experienced a severe reduction in profit, projected growth from the expansion of the newly formed CK Life Sciences company was among the major projects intended to compensate for the losses.
In 2002, CK Life Sciences obtained patents for a number of new products, including a line of eco-friendly fertilizers. The fertilizers were intended to offer a solution to the common problem of acidification of soil, which reduces the fertility of arable land and leads to a reduction in productivity. Two of the company's ten fertilizers obtained patent approval in June 2002. In addition, CK Life Sciences announced the development of a system of animal feed additives for eco-friendly ranching and animal husbandry projects and a line of bioremediation products, used to treat degraded soil and replenish resources needed for productive agriculture.
Company profits rose significantly in 2002, from HKD 7.2 billion to 8.8 billion, attributable to improvements in the global economy and Cheung Kong's entrance into new markets, thereby encouraging increased investment. Cheung Kong and Hutchison Whampoa were again acknowledged as among Hong Kong's leading companies by Far Eastern Economic Review, placing fifth and third respectively. Growth continued over the following two years, with an increase to HKD 9.8 billion reported for 2003 and 12.3 billion for 2004. Property sales were among the key areas of growth, amounting to HKD 12.9 billion in 2003 and over HKD 17 billion in 2004.
Among the company's successes was CK Life Sciences, which was selected in the 2004 World Economic Forum as one of the world's 30 leading "Technology Pioneers." In 2004, the company strengthened its hold on Mainland China's growing fertilizer market, estimated at a HKD 85 billion industry in 2004. The company also began research and development on a number of products for the healthcare industry, including cancer and AIDS treatment programs. In 2004 and 2005, CK Life Sciences partnered with researchers at Massachusetts General Hospital to begin testing proposed treatments for AIDS patients, using CK Life Sciences' R&D Immunity product line to boost immune system performance.
Commitment to the Environment
In the 21st century, Cheung Kong established itself as one of Hong Kong's environmentally conscious corporations. In December 2005, Cheung Kong worked with the World Wildlife Fund to establish a wetland preserve near existing fishponds at the Fung Lok Wai district. The company's commitment to conservation was furthered through the Cheung Kong Scholars Program, which since its inception had awarded funds and support for a number of important conservation programs.
In 2006, Li Ka-shing deepened his commitment to his charitable interests when he decided to donate one-third of his estimated HKD 18 billion in wealth to the Li Ka-shing Foundation. The foundation supported a number of interests including medical, environmental, cultural, and community welfare projects. In 2007, Li Ka-shing was listed by Forbes magazine as the tenth richest man in the world and was also the wealthiest man in Asia.
Cheung Kong's profits were estimated at HKD 13.9 billion in 2005, with growth reported in all of the company's major operating divisions and subsidiaries. The property business grew over 7 percent, while the company's revenues from life sciences investments increased from HKD 6.4 billion to HKD 7.1 billion over the course of the financial year. The property division fueled rapid growth in 2006, with estimated revenues exceeding HKD 18 billion and growth continued over the following year, with an estimated HKD 18.5 billion reached during the first six months of 2007. In the company's official press releases, Chairman Li Ka-shing, then 78 years old and still in control of the company he founded, praised efforts to stimulate economic growth in Mainland China as a major factor facilitating the continued success of Cheung Kong. With investments across a wide range of products and services and operations continuing in over 50 countries internationally, Cheung Kong was well positioned to remain one of Hong Kong's most influential companies.
Principal Subsidiaries
Hutchison Whampoa, Ltd.; Cheung Kong Infrastructure; Hong Kong Electric Holdings, Ltd.; Green Island Cement (Holdings) Limited Group; Anderson Asia Quarry Group; Hutchison Harbour Ring Limited; CK Life Sciences International Holdings, Inc.
Principal Competitors
Hang Lung Group; Sun Hung Kai Properties; Wharf, Inc.
Further Reading
"Bonds Point to Real Estate Bubble," South China Morning Post, January 15, 2008.
Hamlin, Kevin, "Superman in a Navy Suit," Independent, January 5, 1992, p. 9.
Hewett, Gareth, "Full Steam Ahead for Li's Flagships," South China Morning Post, October 25, 1996, p. 25.
Lau, Justine, and Tom Mitchell, "Li to Give Third of $18bn Wealth to Foundation," Financial Times, August 24, 2006.
Lee, Mark, "Li Ka-shing Raises Stake in Cheung Kong Holdings," International Herald Tribune, July 9, 2007.
"Li Builds Ties to Safeguard Future," South China Morning Post, June 27, 1993, p. 2.
"Li Ka-Shing: Preparing for China," Economist, January 11, 1997, p. 58.
"Li Ka-Shing Stays Ahead of the Game," Financial Times, January 7, 1997, p. 20.
Lucas, Louis, "Infrastructure Spin-off Helps Lift Cheung Kong," Financial Times, March 27, 1997, p. 24.
Lucas, Louis, and Dave Shellock, "Markets: Property Groups Drive Hong Kong Rally," Financial Times, October 26, 2007.
Mantel, Sukhmani, et al., "Cooperation for Environmental Reform: Business-NGO Partnerships in Hong Kong," Journal of Corporate Citizenship, Autumn 2007, p. 91.
Mitchell, Tom, "The Man Who Broke the Mold," Financial Times, October 27, 2007.
Nohria, Nitin, Anthony J. Mayo, and Mark Benson, "Li Ka-Shing and the Growth of Cheung Kong," Harvard Business School Cases, November 1, 2006, p. 1.
Rahul, Jacob, and Robert Budden, "Hong Kong's Dragon Enters the Third Generation," Financial Times, February 28, 2003.
"SHKP, Cheung Kong Seek Nod for Wetlands Housing Project," Standard, April 2007.
Sito, Peggy, and Josephine Ma, "CKI to Raise Mainland Profile After Reshuffle," South China Morning Post, March 4, 1997, p. 14.
Yeung, Henry Wai-chung, Chinese Capitalism in a Global Era: Towards Hybrid Capitalism, New York: Routledge Press, 2004.
— Etan Vlessing; Updated by M. L. Cohen, Micah L. Issitt
