The young men and women employees, most of them single, live in free dormitories near the plant, pay an average of 27 cents a day for meals and have a choice of Cantonese, Shanghai or Swatow cuisine. They have workmen’s compensation, a barber shop with electric hair-dryers for the women, a vocational training program, and for high-performance workers, a lounge and recreation center. The plant is non-union, with a six-day, 48-hour week. Wages are slightly above the colony average for a registered factory, ranging from $1.38 to $2.25 a day. Mr. Tang has been in the thick of the fight to protect the colony’s textile industry from demands—especially clamorous in England and the United States—that its exports be reduced. “I just can’t see the wisdom of Western powers in restricting Hong Kong textile exports,” he told David Lan, a reporter for _The China Mail_, a colony daily. “We have no hinterland or diversified industries to which refugees may turn from a threatened textile industry.” “From 1959 through 1961, total colony exports of cotton piece goods were less than 5 percent of Great Britain’s production, and 0.53 percent of United States output,” he stated. “We are asking for no aid but only a fair chance to trade,” he said. John Tung, third of the alliterative industrial Taipans, has been connected with the colony’s metalware industry since 1937. Like Mr. Tang, he was the son of a Chinese industrialist. His father started the I. Feng Enamelling Company in Shanghai shortly after World War I and established a Hong Kong branch in 1937. John, working part-time for his father while he attended the University of Shanghai, left both school and job and founded his own firm, the Freezinhot Bottle Co., to manufacture vacuum flasks. By 1940, he, too, set up a Hong Kong branch. When the Communists expropriated Shanghai industries, he moved to the colony to direct both the I. Feng and Freezinhot branches. The I. Feng enterprise prospered, and in the familiar Hong Kong pattern, dozens of small operators rushed in to cut some of the pie. By 1956 there were approximately 30 of them in the field and Mr. Tung had to cut back his production. The marginal companies went broke in the glutted market, but I. Feng remained the largest in its line. Mr. Tung proceeded to build the Freezinhot bottles by handling all the manufacturing processes in his own plant, instead of the usual practice of contracting them out, and successfully invaded Japanese markets in Africa, Latin America and Southeast Asia. Like many other Hong Kong manufacturers, he set up subsidiary companies outside the colony. Bet-hedging is widely practiced among colony entrepreneurs; the economic climate is unpredictable and no one wants to be caught flat-footed. In the colony, Mr. Tung also runs a firebrick works, a marble plant and a trading company, shuttling daily between his various offices.