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Xinjiang Goldwind Science & Technology Co, LtdCommitment to Clean Energy Sets Apart Wind Turbine Maker’s Board新疆金風科技股份有限公司致力清潔能源成就不一樣的董事會

DIRECTORS URG

ED

TO TAKE LEAD

TO M

ANAGE RISKS

風險管理

公司董事當仁不讓

Issue 21第

21期

Issue 21第21期

For business leaders www.hkiod.com

Symbol of Credit in Director CPD董事持續專業進修嘉許標誌

More details on P.35

詳情請參閱第35頁

EVEN THE BEST PLAYERSNEED A FLAWLESS PLANTO STAY AHEAD OF THE GAME.

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Patron 贊助人The Hon C Y Leung GBM GBS JP 梁振英行政長官

Hon President & Founding Chairman 榮譽會長兼創會主席Dr the Hon Moses Cheng GBM GBS OBE JP 鄭慕智博士

Past Chairmen 前任主席Dr Herbert H M Hui JP 許浩明博士 (Deceased)(已故)Mr Peter S H Wong MBA 黃紹開先生Dr Kelvin Wong JP DBA 黃天祐博士

Council 理事會 (2016-2017)

Chairman 主席: Mr Henry Lai 賴顯榮律師

Deputy Chairmen 副主席:Mr George Magnus BBS OBE MA(Cantab) 麥理思先生 Ir Edmund K H Leung SBS OBE JP 梁廣灝工程師Dr David Wong BBS JP 黃友嘉博士Dr Christopher To 陶榮博士Mr Liu Tingan 劉廷安先生

Treasurer 司庫: Mr Man Mo Leung 文暮良先生

Immediate Past Chairman 前任主席: Dr Kelvin Wong JP DBA 黃天祐博士

Chief Executive Officer 行政總裁:Dr Carlye Tsui BBS MBE JP 徐尉玲博士

Council Members 理事會成員:Ms Bonnie S Y Chan 陳心愉女士Dr Leonard S K Chan 陳新國博士Dr Charles Cheung JP MBA DBA (Hon) 張惠彬博士Dr Justin K H Chiu 趙國雄博士Prof Y K Fan BBS JP 范耀鈞教授Mr George Hongchoy 王國龍先生Mr Randy Hung 孔敬權先生Mr Ip Shing Hing JP 葉成慶律師Mr Carmelo Lee JP 李嘉士律師Mrs Margaret S Leung 梁甘秀玲女士Mr Ka-Yin Li 李家彥先生Mr William Lo 羅志聰先生Ir Prof John Mok 莫建鄰教授Mr Stanley Mok 莫兆光先生Ms Cynthia Y S Tang 鄧宛舜女士Mr Richard Tsang 曾立基先生Mr Jim Wardell 詹華達先生Mrs Alison F Y Wong 黃李鳳英女士Mr Huen Wong BBS JP 王桂壎律師Dr Anthony Yeung 楊俊偉博士Dr Linda Y W Yung 翁月華醫師

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EVEN THE BEST PLAYERSNEED A FLAWLESS PLANTO STAY AHEAD OF THE GAME.

ContentsIssue 21 第21期

內容

42 Members’ Milestones會員里程碑

45 HKIoD Programme Briefs香港董事學會活動簡報

18 Director in Focus董事專訪

Image Maker Builds Success on Sound Governance企業管治成就公關大師

24 Corporate Governance企業管治

From fighting corruption to promoting corporate governanceThe Hong Kong ICAC’s experience從打擊貪污至推廣企業管治

香港廉政公署的經驗

28 New Thinking新思維

High Time to Evolve Asian Boards Need More Diversity刻不容緩亞洲公司董事會需更多元化

32 Family Members in HKIoD’s Membership學會家族成員專訪

Interview: Mr Stanley Mok and Mr Stephen Mok專訪莫兆光先生和莫仲堃先生

36 Outreach and Kindred Relations外展及友好聯盟活動

The HKIoD Delegation to Qianhai香港董事學會前海訪問團

38 Feature Article特稿

Iran to Form 'Bridge of Turquoise' for One Belt One Road 「一帶一路」伊朗的新出路

14 Past Awardees of Directors Of The Year「傑出董事獎」歷屆得主

Xinjiang Goldwind Science & Technology Co, Ltd: Commitment to Clean EnergySets Apart Wind Turbine Maker’s Board新疆金風科技股份有限公司：

致力清潔能源成就不一樣的董事會

06 Cover Story封面故事

DIRECTORS URGED TO TAKE LEAD TO MANAGE RISKS風險管理公司董事當仁不讓

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s Chinese wisdom would have it, the term “crisis” is made up of two characters – peril (危) and opportunity (機).

Risks are part and parcel of doing business. So how does an organisation go about keeping risks at bay and better still, turning a crisis to its favour? In addition, how do you, a company director, identify the different threats to your business and prioritise them to cope accordingly?

For a number of years, the World Economic Forum has been conducting an annual survey of business people world-wide to assess their view on risks. Findings of its latest Executive Opinion Poll of 13,000 respondents from 140 economies, as summarized in the Global Risks Report 2015, offer the global view on risk ranking as follows:1. Unemployment and underemployment;2. Energy price increases;3. Failure of national governance;4. Asset bubbles;5. Financial crises; and6. Cyber-attacks.

6 HKIoD: THE 21ST CENTURY DIRECTOR

Directors urged to take lead to manage risks風險管理公司董事當仁不讓

Lily Yau 邱念椿

So how does that compare to your ranking of the risks your company faces as per your perceived degree of importance? It is perfectly fine if the global list does not come close to what you have in mind or if some of the risks given have not even crossed your mind. Risk rankings are “subjective” in that a lot depends on the circumstances of the subject assessing the risks. The key is for each organisation to prioritise its risks according to its operating environment, its sector and its own strengths and weaknesses.

“Yes, organisations are faced with a myriad of risks,” said Ms Angelina Kwan, Head of Regulatory Compliance Depart-ment of the Hong Kong Exchanges and Clearing Ltd (HKEX). “Depending on its business nature, each organisation should find a way to identify, understand and deal with the various risks it may come across.” Ms Kwan can speak with authority on risk management, having headed compliance work for various financial houses and performed regula-tory duties at the Securities and Futures

Commission of Hong Kong (SFC) before assuming her current post to oversee compliance department of HKEX. “Once an organisation has classified its various risks, it should seek to deal with them through acceptance, mitigation, etc,” she advised.

How to Identify Risks No “‘one-size-fits-all’ method” exists by which organisations can “classify and deal with risks,” Ms Kwan pointed out.

As she explained it, one way to classify risks is “by origin.” Broadly speaking, internal risks originate from within the organisation, for instance, human capital risk and operational systems risk. Exter-nal risks stem from forces outside the control of the organisation, including regulatory changes, socio-economic cycles and natural disasters.

Another way to identify risk is to utilise an “enterprise-wide risk management frame-work” to manage the organisation’s risks “holistically,” she said. Such a method will

A

7香港董事學會: 廿一世紀董事

allow the organisation to see risks from the broader perspective of an enterprise, thus allowing “better assessment” of integrated risks and key controls.

Be they external or internal, risks can be classified by nature into these types: strategic, compliance, operational and reputational.

No matter how they identify or classify risks, organisations must “find a way to do it so that a risk does not materialise into a real threat or an event that can ruin or bring down the organisation,” Ms Kwan warned. Organisations also should take all risks into account and “at least, quantify risks so that they know their potential financial impact, if any,” she said.

Know Risks from Listed Company PerspectiveGiven that the general public is among their investors, listed companies have even more of an obligation to manage risks. The Listing Rules administered by The Stock Exchange of Hong Kong Ltd (SEHK)

stipulate that at least once a year, directors must conduct a review of the effectiveness of a listed company’s internal control systems, including risk management functions, noted SFC Executive Director of Corporate Finance Mr Brian Ho. He reminded listed companies that the Corporate Governance Code must be applied on a “comply or explain basis.” As the regulator of the securities and futures markets, one of the SFC’s roles is to carry out active surveillance of listed companies.

Mr Ho said listed companies should take a cue from the financial crisis of 2008, which was caused, in part, by failure in govern-ance and risk management among financial institutions. “Serious consequences can similarly arise in listed companies if risks are not identified and managed properly,” he said. It follows that “effective risk management is crucial for the protection, well-being and growth of companies.”

External Risks: Factoring in Interconnectivity Like all organisations, listed companies in Hong Kong are faced with readily identifiable external threats such as public policy or regulatory changes, economic and socio-political instability, market volatility, technological disrup-tion, cyber-attacks and natural disasters. And it is often the big picture that should keep company directors on their toes.

“The world is so interconnected nowa-days that events from one country or region can affect greatly the rest of the world,” said HKEX’s Ms Kwan. “As the saying goes, ‘When China sneezes, the rest of the world catches a cold.’” She added that “uncertainty and fear are very large factors affecting global markets.”

From this broad perspective, Ms Kwan zoomed in on “some of the most pressing or impactful overseas threats affecting businesses in Hong Kong and China.” Examples she gave of inter-connected risks may be sweeping in scope but specific in nature:

The outcome of the US Presidential election in November;

The migration of asylum seekers;Terrorist attacks in major cities with financial centres;Protectionist movements in various major economies;Actions by various central banks; andTension from disputes about sover-eignty over the Spratly Islands and Diaoyutai or Senkaku.

“Each of these events could have a profound effect on the world’s financial markets, which would then have a knock-on effect on Hong Kong’s economy and markets, at least,” Ms Kwan said.

Internal Risks: Keeping an Eye on People, FinanceNotably listed companies are paying increasing attention to operational systems integrity, financial soundness, keeping abreast of innovation for growth, as well as talent management.

Succession planning is part of talent management. Unfortunately for this part of the world, cultural and social mores are such that “fewer local/mainland Chinese companies have a formal succession plan in place at Board level,” said Ms Alva Lee, KPMG Director of Risk and Consulting. And that is “despite the increasing importance of succession planning in achieving optimal board compositions as well as facilitating whether there is a right combination of skill sets, experience and perspectives to probe management’s strategic assump-tions and help the company navigate an increasingly challenging global and business environment,” she said.

Separately, chief financial officers must keep an eye on “financial reporting risk,” which invariably involves “a range of possible outcomes” requiring management to make “difficult judgment and estimates,” said Ms Loren Tang, KPMG Partner. “Quality financial reporting requires a structured and robust process to develop accounting judgments and estimates,” she said. “Hence it is important to understand management’s framework to

1.

2.3.

4.

5.6.

Cover Story 封面故事


help ensure that appropriate controls are in place for financial reporting.”

For a current example, Ms Tang cited the new international standards on reporting revenue and leasing transactions to take effect on 1 January 2018 and 1 January 2019 respectively. In changing the way many companies recognise revenue from customer contracts and record assets and liabilities for rights and obligations related to leasing arrangements, the upcoming reporting standards “will have a significant impact across the board – from business terms and conditions to contracting processes and systems, data and accounting processes,” she said. Listed companies are encouraged to “finalise implementation plans” for the new standards as soon as possible.

How to Deal with RisksSo having identified risks, how should companies mitigate them? There are the “three lines of defence” in enterprise risk management:

First line – individual business units, which must assess risks and control them;Second line – standard setters, whose job is to monitor risks and controls, look for emerging threats and design processes to manage such threats; andThird line – internal auditing unit, which double-checks on the functional-ity and performance of the first two lines of defence.

“The challenge for companies is to co-or-dinate the three lines of defence to ensure no gap exists in managing priorities and no duplication of efforts,” Ms Lee said.

Policies and procedures are another important element to risk management. HKEX’s Ms Kwan suggested that these be put in place to cover key areas such as operations, human resources, regulatory compliance and internal controls.

At the board level, directors should “refine and broaden boardroom discussions about strategy and risk management,”

Ms Tang said. In addition, “many board members have taken steps to strengthen their oversight of risks, such as, by setting up a risk management committee and focusing on prioritising risks.”

Board members should have a clear picture of the company’s risk culture, more clearly define its risk appetite, so that they can pay more attention to matters of ‘upside of risk taking’ versus risk avoidance.

Understand Risk AppetiteSince risks can never be eliminated entirely, taking calculated risks is just as important as avoiding risks. This is where the board has a major role to play.

As the highest level of decision makers, the board must use an “integrated approach” and a systematic way to assess the “risk appetite” of their company to understand “the potential cost and benefit of business decisions,” Ms Kwan said.

“While it is impossible to remove all risks from an organisation,” said the SFC’s Mr Ho, “if directors properly understand the risks at stake, they can make informed decisions about the business and take calculated risks.”

As technology advances and global markets evolve, listed companies can be certain that they will have to remain vigilant and watch over risks. Regulators will also be paying close attention. “The SFC and the SEHK will continue to work closely together to encourage better corporate governance in Hong Kong listed companies,” Mr Ho said. And that will include “provisions on risk management, according to the needs of the market and with reference to international standards.”

謂「危機」，是表達中國語

文智慧的例子。「危」意指

危險，「機」卻或使人聯想

到機會。營商離不開風險，

那企業應如何管理風險，甚至做到轉危為

機呢？而你作為公司董事，該如何識別公

司所面對的不同威脅？這些威脅的優先處

理次序又該如何釐訂呢？

多年來，世界經濟論壇每年均會展開意見

調查，徵詢商界人士對當前風險的看法。

該組織於2015年發表的《全球風險報告》

，根據13,000位來自140個經濟體人士的意

見，歸納出最受全球關注的風險，次序如

下：

1. 失業及就業不足；

2. 能源價格上升；

3. 國家治理失效；

4. 資產泡沫；

5. 金融危機；以及

6. 網絡攻擊。

自家企業所面對的不同風險，大家對箇中

輕重固然心中有數，那相比上述調查的排

序又有何異同呢？若你心目中的排序與那

全球性的大相逕庭，又或有些風險是你未

曾想到的，不用擔心，因為風險高低是「主

觀」的，很大程度取決於調查對象評估風

險時所處的環境。對企業來說，重點是要

根據本身的經營環境、行業和強弱項來釐

訂處理風險的優先次序。

「企業總要面對各式各樣的風險。」香港

交易及結算所有限公司(香港交易所)監管

合規部主管關蕙女士說。「每家企業都應

根據自己的業務性質，設法識別、理解和

應對可能遇到的風險。」關女士現時負責

確保香港交易所的運作合乎所有法規要求

。此前她曾主管多家金融機構的合規工作

，亦曾在證券及期貨事務監察委員會(證監

會)擔任監管職務，對風險管理工作經驗豐

富。「企業為所面對的風險作出分類後，

應釐定本身的風險接受程度、採取有效降

低風險的措施等，以應對風險。」關女士

建議。

如何識別風險

關女士指，「風險分類和處理」並沒有「放

諸四海而皆準」的方法。

據她的解釋，「源頭分類」是其中一種風

險分類方法。概括而言，內部風險源自企

業本身，例如人力資本風險及營運系統風

險等。外部風險則由非企業所能控制的因

素造成，包括監管機制的改變、社會經濟

的周期變化、天災，諸如此類。

關女士續說，另一識別風險的方法，是以

「企業風險管理架構」來「全面地」管理

企業的風險。此方法可從更廣闊、涵蓋整

所

•

•

•


個企業的角度來檢視企業所面對的風險，

能「更有效評估」整體風險和主要監控程

序。

不論是外部或內部風險，都可按其性質分

為以下幾類：策略風險、合規風險、營運

風險及信譽風險。

無論企業如何識別和分類風險，它們都必

須「設法控制好風險，以防風險變成真正

的威脅，或升級為足令企業蒙受損失，甚

至倒閉的事故。」關女士說。企業亦不應

忽視任何一項風險，同時「最少要做到量

化風險這一步，估計風險能造成的財務損

失。」她說。

從上市公司角度了解風險

投資上市公司的不少是普羅大眾，因此上

市公司更須做好風險管理。證監會執行董

事(企業融資部)何賢通先生表示，由香港

聯合交易所有限公司(聯交所)負責執行的

《上市規則》規定，上市公司的董事必須

每年最少一次檢討公司的內部監控系統，

其中包括風險管理的功能。他提醒上市公

司在遵守《企業管治守則》時必須遵循「不

遵守就解釋」的原則。作為證券及期貨市

場的監管機構，證監會的其中一個職責是

積極監管香港上市公司。

何先生表示，上市公司應以2008年金融危機

為鑑，因為導致危機爆發的部分原因，便是

金融機構沒有做好企業管治及風險管理。「

如果上市公司沒有識別和管理好風險，可能

招致同樣嚴重的後果。」他說。由此可見，

「有效的風險管理有助企業保護自己，確保

營運質素，得以持續發展。」

有些外來威脅不難辨識，例如公共政策或

監管機制改變、經濟及社會政局動盪、市

場波動、科技革新、網絡攻擊和天災，都

是本地上市公司以至所有企業都得面對的

。而公司董事需要密切關注的是大環境的

變化。

「現今世界各地的聯繫異常緊密，一個

國家或地區有事發生，足可令其他地方

大受影響。」香港交易所的關蕙女士說

，「近年有句諺語：『中國打噴嚏，其

它地方要得感冒。』」她又補充說「不

確定性與恐慌是影響全球市場的重要因

素。」

關女士接著把討論聚焦於「一些來自境外，

足以影響香港及中國企業的緊急或重大威

脅」。關於關連性風險，她舉的例子涵蓋

面很廣，卻又有各自獨特的性質：

11月美國總統選舉的結果；

中東地區難民潮的動向；

主要金融中心發生恐怖襲擊；

保護主義在主要經濟體抬頭；

各國央行的行動；及

因南沙群島及釣魚島的主權問題而持續

緊張的局勢。

「以上每一件事，都能對世界各地的金融

市場構成深遠影響。連鎖反應下，香港的

經濟和市場也不能倖免。」關女士說。

上市公司明顯越來越注重營運制度完善和

財政穩健，保持創意以持續發展，及做好

人才管理。

繼任培育計劃是人才管理的一部分，然而

我們身處地區的文化和社會觀念，令「很

少本地或中國大陸企業的董事會有正式的

繼任培育計劃。」畢馬威風險管理諮詢總

監李懿玲女士說，「事實上，繼任培育計

劃的作用越來越重要。它有助完善董事會

組成，可確保董事會有合適的技能、經驗

及視野來評估管理層提出的發展策略，也

可協助企業應對挑戰日趨嚴峻的環球營商

環境。」

企業的財務總監還有另一任務。畢馬威合

伙人鄧苑儀女士表示，財務總監必須注意

「財務報告風險」。這類風險涉及「眾多

可能出現的結果」，管理層因而要作出「困

難的判斷及評估」。「優質的財務報告，

需要有系統和穩健的程序來訂立會計判斷

及估計準則。」她說，「理解企業管理層

的架構相當重要，能確保財務報告採納了

適當的管控措施。」

鄧女士以會計準則的近期發展為例。匯報

收入及租賃交易的新國際準則將於2018年

1月1日及2019年1月1日生效。很多企業入

帳客戶合同交易收入的方式，及紀錄租賃

交易權利和責任所產生資產及負債的方法

，都要因應新準則而改變。新準則也「將

對董事會構成重大影響，商業條款細則，

到合約訂立過程，系統、數據和會計流程

序都不例外。」鄧女士說。香港上市公司

應盡快為新準則「制訂執行計劃」。

如何處理風險

企業識別風險後，應如何減低風險水平？

可以「三道防線」達至企業風險管理：

第一道防線 — 所有業務部門，都有責任

評估及控制風險；

第二道防線 — 標準制定部門，專責監察

風險及管控措施、尋找醞釀中的威脅，

及制訂管控風險的措施；

第三道防線 — 內部審計部門，負責覆核

第一道和第二道防線的功能和表現。

「要協調好三道防線，確保各部門對風險

輕重有相同認知，並避免重複工作，這是

企業要面對的挑戰。」李女士說。

風險管理亦講究政策和程序。香港交易所

的關蕙女士建議企業要為營運、人力資源

、監管合規及內部管控等重要範疇制定政

策和程序。

至於公司董事，則應「改善和拓闊董事

會內有關發展策略及風險管理的討論。

」鄧女士說。此外，「許多公司董事已

採取措施以強化監控風險的能力，例如

成立風險管理委員會，及釐定風險的優

先處理次序。」

公司董事應清楚了解公司應對風險的文化

，亦要清楚訂明公司的風險胃納。這樣才

能發現「承受風險所得的好處」，企業才

不會只管迴避風險。

認清風險胃納

風險是無法根除的，承擔經過計算的風險

，跟懂得迴避風險同樣重要。董事會於此

扮演重要角色。

作為企業的最高決策者，董事會必須利用

「綜合模式」和系統性方法來評估公司的

「風險胃納」，以了解「一個商業決定的

潛在成本和利益。」關女士說。

「企業營運不可能完全沒有風險。」證

監會何先生說，「公司董事若能充分理

解所面對風險，便可為公司業務發展作

出有根據的決策，及決定承擔小心計算

過的風險。」

科技不斷進步，全球市場不斷發展，上

市公司肯定要對潛在風險時刻警覺。監

管機構也會繼續密切留意市場風險的發

展。「證監會及聯交所將繼續緊密合作

，促進香港上市公司提升企業管治水平

。」何先生說。措施將包括「根據市場

需要及參考相關國際標準而制訂的風險

管理規定」。

•

•

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1.

2.

3.

4.

5.

6.

外部風險：緊記世界一體化

內部風險：留心人事與財務

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Sidebar 側邊欄

How an SME Tackles Risks to Stay atop in a Fast-moving Sector

hange is a constant challenge for a company engaged in the fickle business of wearable electronics. In his capacity as

General Manager of Leader Radio Tech-nologies Ltd (LRT), a regional leader in the distribution of brand-name IT gadgets, Mr Leo Chan is qualified to offer some words of wisdom on risk management.

Not surprisingly, Mr Chan named “intense competition” as the biggest external risk. “If we do not move fast enough, our profit margin will be under-mined quickly,” he said. “We need to stay on top of a trend to source a winning product.” He recalled how in 2007, LRT rode the crest of a new wave of smart-phone accessories by being the first to introduce iPhone cases to Hong Kong. Today, so many other players are in the market that “you can hardly make any profit,” he said.

By the same token, LRT management spotted the rising popularity of fitness- or sports-related electronic products such as Fitbit three years ago. As the Hong Kong economy slowed in the past two years, this category “has become our growth driver,” Mr Chan said.

To stay on top of market trend, Mr Chan and his colleagues regularly attend indus-try events overseas, listen to customers and keep an eye on Kickstarter and other crowd-funding organisations to see how new brands respond to market enquiries. But more importantly, they monitor closely online discussions and the social media because these are “an external risk.” “Customers usually have higher expectation of electronic gadgets,” he explained. “If their expectation is not met, they will not send you an e-mail or give

C you a call to complain. Instead, they put their comments on your Facebook page.” Online complaints can spread like wild fire to ruin a company’s reputation. That is why LRT monitor these platforms around the clock.

Among internal risks, Mr Chan listed “capacity issue” as his major concern, calling it “perhaps the growing pain of a company.” Having a large product offering can strain company resources in more ways than one. As it is, more staff are needed to manage the customer database and communication channels to cater to a large number of product replacement requests. Meanwhile, LRT’s finance department has to use 16 differ-ent payment methods and procedures to satisfy 16 suppliers. And having 300 dealers “who are in different financial positions” requires the company to “pay extra attention” to offering credit during an economic downturn, he said.

So how does an SME (small and medium enterprise) deflect risk exposure to get stronger and bigger? Mr Chan believes that prudence is the key. Ironic though it may sound, he claimed that LRT has “not been very aggressive in business expan-sion.” Surely, the 16-year-old company has branched out from Hong Kong to set up offices in Shanghai, Beijing, Guang-zhou, Chengdu and Singapore. But “we never spend more than we earn,” Mr Chan said.

He further believes that central to mitigat-ing risk is to keep doing what one is good at. “If you do something you are not capable of, you can get into trouble,” Mr Chan warned. Apparently, LRT learned a lesson early on. The company started as a distributor of wireless household phone

市場瞬息萬變　中小企如何應對風險闖出生天


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Sidebar 側邊欄

sets. Having made a good profit, manage-ment decided to create a brand in the hope of getting an even higher profit margin. “Yet it turned out that owning a brand was not our core competency,” he recounted. “We learned a lesson from this experience” and have not “crossed the line” since.

More than that, Mr Chan knows how to turn a risk into a business opportunity. While online forums and the social media are a business risk to LRT, they also generate opportunities. Recognising that converting advertising into sales “is more effective in the new media than in traditional media,” LRT launched its own online store two years ago. Nowadays, advertising on Facebook is generating quite a bit of sales. -LY

戴式電子產品日新月異，產

品市場瞬息萬變，銷售這類

產品的公司自然要面對的挑

戰。Leader Radio Technologies

Ltd（LRT）是區內首屈一指的名牌數碼產

品代理商，陳利先生作為LRT的總經理，在

管理風險方面經驗豐富，他的意見值得參

考。

不出所料，陳先生認為「市場競爭激烈」

是公司最大的外部風險。「如果我們的行

動不夠迅速，利潤率很快就會被蠶食。」

他說，「我們需要走在潮流之前，才有機

會找到『皇牌』產品。」他憶述LRT如何在

2007年，藉着智能電話配件的熱潮，成為

全港首家引入iPhone手機殼的公司。而天

，這個市場已充斥競爭者，「你已經無法

從中盈利了」他說。

承襲當初引入智能電話配件的策略，LRT管

理層於三年前看到與健身或運動有關的電

子產品，例如Fitbit，越來越受歡迎。雖然

過去兩年香港經濟放緩，但這類產品「成

為了公司增長的動力」陳先生說。

為領先市場潮流，陳先生和他的同事定期

到海外參加業界活動，與聆聽客戶的意見

，和留意Kickstarter及其他眾籌平台，觀察

新品牌如何回應市場查詢。但更重要的是

，他們會密切關注網上討論及社交媒體，

因為這些都是「外部風險」。「客戶往往

對電子產品有較高期望。」他解釋說，「

如果產品令他們失望，他們不會給你發電

郵或打電話來投訴，而是在你公司的

Facebook頁面寫下意見。」網上投訴可如

野火般蔓延，令公司的商譽毀於一旦。正

因如此，LRT無時無刻都監察着這些網絡平

台。

內部風險方面，陳先生最關注公司業務增

長會否超過員工所能負荷，指出這「也許

是每家公司成長時難免遇到的問題」。商

品種類繁多的代價是公司須在多方面投放

資源——首先，要聘請更多人手來管理客

戶數據庫和客戶服務渠道，以應付大量更

換產品的要求；其次，LRT的財務部面對

16家供應商，要處理16種不同的付款方式

和流程；此外，公司有300家經銷商，他們

「各有不同的財政狀況」，因此陳先生說

，在經濟低迷的今天，他們向經銷商提供

信用額也要「額外留神」。

中小型企業應如何處理風險以壯大業務？

陳先生相信，箇中的關鍵是保持謹慎，這

聽起來有點矛盾，但陳先生稱LRT「在擴充

業務時確實沒有過分進取」，即使這家成

立了16年的公司已經衝出香港，到上海、

北京、廣州、成都及新加坡成立了分公司

。「我們是不會容許公司入不敷支的。」

陳先生說。

他又認為專注所長是能否減低風險的關

鍵。「不自量力就是自尋煩惱。」陳先

生的忠告，顯然源自LRT早年受過的教訓

。該公司以分銷室內無線電話起家。嘗

過甜頭後，公司管理層決定自創品牌，

以尋求更高的利潤率。「然而，事實證

明自創品牌並非我們所長。」他憶述道

，「這次經驗令我們受到教訓」，自此

亦不再「越界」。

陳先生更懂得如何將風險化為商機。儘管

網上討論區和社交媒體給公司構成一定風

險，卻有商機蘊藏其中。說到把廣告轉化

成銷售，「新媒體較傳統媒體更為有效」

。認識這一點的LRT在兩年前便開設了網上

商店。時至今天，Facebook上的廣告為公

司貢獻了一定的銷量。-LY

穿


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DYA Awardee Feature: Xinjiang Goldwind Science & Technology Co, Ltd

T o the uninitiated, the compa-ny with the name Xinjiang Goldwind Science & Tech-nology Co, Ltd may sound

like a “regional play.” In reality, Xinjiang Goldwind Science & Technology Co, Ltd is anything but that. Better known simply as Goldwind, the wind turbine supplier originated in Xinjiang, which is the home-town of China’s wind power industry, scaled the top of the world with a 13.5 per cent global market share after overtaking other international wind turbine manu-factures last year in terms of new turbine capacity installed. Needless to say, Goldwind also ranks first domestically, boasting a 25 per cent share of the Main-land China market.

With offices in Australia, North America, Europe and Africa, not to mention China, Goldwind has a truly multinational presence. Even its corporate site (www.-goldwindglobal.com) features its global presence, topping the list of Internet search results under the heading “Gold-wind Global.”

So how did Goldwind transform itself from a domestic wind turbine manufac-turer into the world’s top wind power comprehensive solution provider? Having a board of directors that believes in clean energy, works well as a team, plans strate-gically and accepts diversity in viewpoints certainly helped. Last December, Goldwind’s board won the Directors of the Year Award in the category of

Commitment to Clean Energy Sets Apart Wind Turbine Maker’s Board

致力清潔能源成就不一樣的董事會


Non-Hang Seng Indexes Constituents. The judges described this top decision-making body as “well-balanced, democratic and cohesive.” They further noted that Goldwind’s independent non-executive directors (INEDs) have “contributed to sustainable business growth” and facilitated “systematic frameworks in internal control and risk management.”

Favouring Diversity, Democracy, Participation, PrudenceGoldwind, indeed, sets a textbook exam-ple of diversity in board representation, which is critical to board competency. In

terms of directorship types, the ratio of its nine-person board is exactly 1:1:1, comprising three executive directors, three non-executive directors and three INEDs. While the majority of board members are experts in the wind power industry, two INEDs bring to the table experience that is totally different but complementary, ie, accounting and finance, corporate governance as well as regulatory compliance. Age wise, five directors are under 50 years of age while four are older. “Diversity in our board’s structure helps facilitate scientific and rational decision making on major issues,” said Goldwind Chairman Mr Wu Gang.

Goldwind Chairman Wu Gang receives the award on behalf of the board at the 2015 Directors of the Year Award ceremony.「2015年度傑出董事長頒獎典禮」上，金風董事長武鋼先生代表董事會領獎。


傑出董事獎得獎企業特寫：新疆金風科技股份有限公司

More importantly, Goldwind is keenly aware of the need for internal controls. In 2002, Mr Wu, who co-founded the compa-ny back in 1998, was appointed chairman. He further assumed the post of chief executive officer in 2006. In 2013, he resigned from the CEO position to segre-gate the policy-making and strategy-plan-ning role of the top position from the day-to-day management function, while retaining his post as chairman. In so doing, Mr Wu was hoping to strengthen the ability of the board of directors to oversee and monitor company affairs. Mr Wang Haibo was appointed president to take charge of operations and management.

The chairman now leads in establishing Goldwind’s business strategy, ensuring smooth operation of the board and upholding corporate governance policies and procedures. In favour of a board culture of open and active discussion, Mr Wu encourages all directors to “partici-pate whole-heartedly in board affairs, speak their mind and offer different viewpoints.” “I believe that our board’s outstanding performance is attributable to team spirit,” he said. “My fellow colleagues devote themselves wholeheart-edly to board affairs and express their viewpoints proactively, thus inculcating a culture of open and positive discussions

and ensuring that board decisions fairly reflect the consensus of board members.” As chairman, he also steers the board to maintain effective communication with shareholders and other stakeholders.

As president since January 2013, Mr Wang has been taking full charge of Goldwind’s operations, production, international expansion, and investments. He also leads in implementing policies formulated at meetings of shareholders and the board and keeps the board informed of progress.

The company seeks to minimise risk exposure using three lines of defence – at each business unit, then the group’s internal audit department and lastly, the board. As a step-up, Goldwind recently revised 240 items related to internal controls, operational procedures and organisational structure to create the “Internal Control Manual.”

Taking Company on Global QuestFor a career wind energy expert with 27 years of front-line and management experience under his belt, Mr Wu is exceptionally intuitive and innovative. Even during his engineering days, he was known to have advocated new ideas and pursued innovativeness in management.

In time, he was put in charge of the group’s strategic development, corporate culture and internal control. From that vantage position, he developed what he described as “an objective understanding to get a firm handle on which directions the business should take.”

So far, the company has adopted the strategy of reaching out to the world to secure a foothold among wind turbine manufacturers. Riding on recent govern-ment initiatives, the company is improv-ing the competitiveness of wind power against coal-fired power in global market. It also is testing the waters of water treatment as a new line of business by investing in some pilot projects in 2014

Last year, Goldwind sold 458 wind turbines to 17 countries, including the United States, Australia and South Africa. More recently, the company disclosed to a Xinjiang newspaper that it also would target countries along the Silk Road to ride on the Belt and Road Initiative prom-ulgated by President Xi Jinping. It also would capitalise on the clean energy co-operation agreement signed between the USA and China in November 2014, which sees China targeting to generate 20 per cent of its energy from non-fossil fuel sources by 2030.

Ironically for Xinjiang, a natural wind tunnel, due to policies and the economic environment, the levelized cost of electric-ity generated by wind turbines in that area is higher than that of coal-fired power. Recognising that, Mr Wu noted in a recent interview with an international financial journalist that “the competition between wind and fossil energy is far greater than the competition within the wind industry.” Hence, it is also Goldwind’s target to further improve wind-power technologies and to raise economies of scale. Its spend-ing on research and development (R&D) was raised 37 per cent in 2015 from the year before. In fact, 21 per cent of its staff or about 1,380 head counts perform R&D duties. Some of these are highly skilled engineers employed in the USA and Germany.

Goldwind Australia's executives and New South Wales officials make a grand tour of the White Rock Wind Farm in that Australian state. The wind farm is among Goldwind's newest projects in Australia.金風澳洲管理層與澳洲新南威爾士州官員考察該州的白石風場。白石風場是金風近期在澳洲的工程項目。

Employees of Goldwind gather for a group photo at the wind turbine assembly plant in Beijing.金風員工在風力發電機組總裝廠 (北京)。

DYA Awardee Feature: Xinjiang Goldwind Science & Technology Co, Ltd


Promoting Core Value of Green EnergyFor years, Goldwind has been giving back to the communities where it operates by promoting education. It helped schools to found wind energy programmes, offers scholarships to worthy university students and donates to child welfare causes in countries as far-flung as the USA, Australia and Pakistan.

Being in the green energy business, it is only logical that Goldwind should promote environmental protection and sustainability. The company is putting theory to practice simply by manufactur-ing and installing wind turbines. As of December 31, 2015, the company has installed around the world turbines capable of generating nearly 32 gigawatts of wind power. On an annual basis, the world thus is burning 22.7 million tons less in standard coal and emitting 65.5 million tons less in carbon dioxide (CO2). Translated into the creation of ecological value, this equals reforestation of 35.8 million cubic metres.

But more than that, Goldwind truly lives up to its motto of “Innovating for a Brighter Tomorrow”. Last year, it optimised energy-saving features of the

lighting and central air-conditioning systems at its Beijing office to achieve a saving of 14.2% or 960,000 unit of electricity consumption, which translates into reduction of about 341 tons of stand-ard coal and about 983 tons of CO2 emissions per year. It further collaborated with government agencies and China’s electric vehicle association to promote awareness for and understanding of renewable energy in a symposium entitled “Clean Energy/Green Travel” in Beijing.

Given how firmly board members believe in the role of alternative energy in the greening of the Earth, stakeholders can bet on seeing more initiatives from Goldwind in this respect.

大認識新疆金風科技股份有

限公司的人，看見公司名字

強調其建基立業之地，就以

為它僅活躍於新疆一帶。其

實，該公司是走在科技發展前緣的跨國企

業。這家創始於中國風電之鄉——新疆、

通常簡稱為「金風」的公司，去年憑藉

13.5%的全球市場占有率，超越國際同業，

成為全球新增裝機容量最大的風力發電機

供應商。金風在國內風電行業也是排名第

一的企業，市場佔有率高達25%。

金風是名符其實的跨國企業，業務遍及

中國、澳洲、北美洲、歐洲及非洲。金

風的公司網站(www.goldwindgloba l .com)

也突顯公司業務遍布全球的特點。只要

以「Goldwind Global(金風環球)」在互聯

網搜尋，即可見該公司網站位列搜尋結

果首位。

金風如何由一家本土風機製造商發展，晉

身世界頂尖的風電整體解决方案提供商？

金風董事會確信清潔能源的發展前景，具

備團隊精神、善於深謀遠慮，並可接納不

同意見，肯定是金風的成功關鍵之一。去

年12月，金風董事會榮獲「傑出董事獎—

—上市公司（香港交易所——非恒生指數

成分股類別）——董事會」。評審團指出

，金風董事會作為企業的最高决策部門，

成員組成「均衡、决策民主並且具凝聚力

」。他們亦注意到金風的獨立非執行董事

「為董事會貢獻良多，為公司帶來持續的

業務增長」，以及「促進了內部監控和風

險管理的系統架構」。

四大原則：團隊多元、决策民主、參與積

極、行事審慎

董事會成員多元化對提升董事會能力尤關

重要，金風董事會於此可謂模範。該公司

董事會由九名成員組成，包括三名執行董

事、三名非執行董事及三名獨立非執行董

事，董事職務種類的比例正好是1:1:1。董

事會大部分成員為風電領域專家，而其中

不

傑出董事獎得獎企業特寫：新疆金風科技股份有限公司


Underprivileged children get to use laptops, thanks to Goldwind’s CSR programmes. 有賴金風的社會企業責任項目，貧窮學童也可以利用筆記本電腦學習。

兩名獨立非執行董事則以不同行業的經驗

來完善董事會在會計財務、企業管治及遵

行監管規例方面的能力。年齡方面，金風

有五名董事未滿50歲，其餘四名則為50歲

或以上。「我們董事會結構的多元化特色

有助於促進公司重大事項决策的科學性及

合理性」金風董事長武鋼先生說。

更重要的是，金風深明內部監控是必需的

。武先生在1998年參與創辦金風，自2002

年起出任董事長，2006年起擔任董事長兼

首席執行官。從前他既負責制定政策和規

劃策略，又管理企業的日常運作。2013年

他卸任公司首席執行官，留任董事長一職,

藉此加強董事會在監督和監察公司事務方

面的能力。王海波先生被任命為集團總裁

，負責營運及管理。

現時金風董事長的職責是領導集團制定業

務策略、確保董事會運作暢順及維護企業

管治政策及程序。為確保董事會有開放而

積極的討論文化，武先生鼓勵所有董事「

全力投入董事會事務，表達不同意見」。

「我相信良好公司董事會的出色表現源自

出衆的團隊精神。」他說，「我們的董事

會成員對董事會事務全力投入，並積極表

達不同意見,，由此形成公開並積極討論的

文化，確保董事會决策公平地反映董事會

成員的共識」。而作為董事長，他亦會致

力維持董事會與股東及其他持分者之間的

有效溝通。

王先生自2013年出任集團總裁以來，便一

直全權負責金風的營運、生產、海外擴充

以及集團投資事宜，同時亦負責執行股東

會及董事會制定的政策並向董事會彙報進

度。

為將集團面臨風險的機會降至最低，金風

築起了三道防綫 —— 首先是各業務單位，

繼而是集團內部審計部，最後是董事會。

為進一步控制風險，該公司最近編製了《

內部控制手冊》，修訂240個與內部監控、

營運程序及組織架構有關的項目。

推動集團邁向世界

武先生是擁有27年前綫及管理經驗的風力

發電行業專家，有著過人的直覺和創見。

他在任職工程師的時候，提倡新意念及追

求創新方面的能力已備受推崇。及後他獲

委以集團策略性發展、企業文化及內部監

控的重任。憑藉這些工作經驗，他逐漸「

對行業有客觀認識，從戰略高度把握公司

發展方向。」

現時，金風以「走出去」的策略在風電設

備生產行業中佔一席位，又借助政府近年

推出的行業政策，提升全球風電相對於燃

煤火電的競爭力。此外，該公司亦於2014

年投資了幾個試驗項目，以測試水處理業

務的發展潜力。

去年金風合計向海外售出458台風力發電設

備，客戶來自17個國家，包括美國、澳洲

和南非。該公司近期向新疆一份報章透露

，將把握國家主席習近平提出的「一帶一

路」策略而帶來的機遇，開拓絲綢之路沿

途國家的市場。金風的另一機遇是中美於

2014年11月簽訂的清潔能源合作協議帶來

的機遇。根據協議，中國將於2030年把全

國可再生能源發電的比例提升至20%。

儘管新疆有著豐富的風力資源，但是由於

相關政策和經濟原因，當地風力發電的电

力平准化成本却較燃煤發電的成本為高。

有見及此，武先生在近日接受國際財經傳

媒訪問時表示，「風能與石化能源之間的

競爭，較風力發電行業內的競爭更為激烈

。」因此，進一步提升風能技術和提高規

模效應亦是金風的目標之一。該公司在

2015年投入的研發資源較2014年增加了

37%。而事實上，在該公司的員工中，從

事研發工作的員工佔總人數的21%(即約

1,380人)，其中更包括在美國和德國聘請

的資深工程師。

以綠色能源為核心價值

金風一直努力推動教育以回饋其經營業務

所在的社區。金風協助學校設立風力發電

計劃，為表現優秀的大學生提供獎學金，

及捐款予遠至美國、澳洲及巴基斯坦等國

家以推動兒童公益事業。

金風從事綠色能源業務，推動環保和可持

續發展可謂理所當然。生產和安裝風力發

電機，已是把環保和可持續發展的理論付

諸實踐的表現。截至2015年12月31日為止

，金風在全球安裝的風力發電設備，總裝

機容量接近3.2萬兆瓦，足以幫助全球減少

燃燒2,270萬噸標準煤，減少排放6,550萬

噸二氧化碳。以生態價值計算，相當於再

造森林3,580萬立方米。

不但如此，金風並沒有辜負其「為人類奉

獻白雲藍天」的座右銘。去年該公司優化

了其北京辦事處的照明及中央空調系統的

節能功能，用電量節約了14.2%，約等於96

萬度電，每年節省了約341噸標準煤，及減

少了約983噸二氧化碳排放。金風與政府機

構及新能源與電動汽車行業協會合作，又

在北京舉行以「清潔電力，綠色出行」為

主題的研討會，進一步提升對可再生能源

的認識和瞭解。

金風董事會成員深信替代能源有助綠化地

球，持份者可以預期，金風將會繼續推出

更多相關的措施。

Director in Focus 董事專訪

M r Tsang is a classic example of a self-made entrepreneur. Strategic Public Relations Group

(SPRG), the company he founded at age 29, is one of the largest independent public relations (PR) groups in Asia. He has been recognised numerous times for his contributions, including being featured in “PRWeek’s 2015 Global Power Book” as one of 500 most influen-tial PR professionals in the world. This past May, he became the first Asian to be appointed global chairman of Public Relations Organisation International (PROI) Worldwide, the world’s largest partnership of independent integrated communication agencies.

Building Business from ScratchFollowing a stint at two international PR agencies, Mr Tsang decided to start his own company in the field of financial PR. This was how Mr Tsang recounted his debut in PR: “In 1989, I joined an American PR agency. When I was into my second year there, the agency decided to strengthen its capability in financial PR here in Hong Kong to ride on a boom in the financial markets. They were recruiting internally, which I fully endorse. As it is, talents will stay on only if they are given opportunities to climb the corporate ladder and to realise their potentials.” He recalled that in addition to fluency in English and Chinese, a criterion to qualify for this financial PR team was “maturity in appearance.” Well, he qualified on all fronts and that was how he launched his career in financial PR.

In 1995, he and three other former colleagues came up with the idea of starting out on their own. They chose to use the legal format of a partnership for their new business, thus setting what they believed was a precedent in the local PR industry. “I worked with my colleagues as partners,” Mr Tsang explained. “We each set up our own company to hold the majority of its shares. Then we also set up a holding company to hold minority shares of each partner’s own company. The advantage to this structure is that each partner had the

Editor’s Note: In past issues, this magazine has featured various winners of the Director of the Year Award. But outside the competition are other capable directors who set just as good examples. From this issue onwards, this magazine shall feature these other worthy directors from time to time.

Let us begin with the success story of how one entrepreneur grew his business organically to become a leader in the industry. The main character behind this story is Richard Tsang Lap Ki, chairman and founder of Strategic Public Relations Group and a Council Member of The Hong Kong Institute of Directors.

編者語

本刊過往專訪不少「傑出董事獎」得獎者。除這些得獎者外，還有不少優秀董事

的經驗值得借鏡。為此，本刊從今期開始將不時專訪成就有目共睹的董事。

為這系列專訪揭開序幕的是一個白手創業，成為行業翹楚的故事。故事的主人翁

是縱橫公共關係顧問集團有限公司(縱橫集團)主席及創辦人曾立基先生。他亦是香

港董事學會的理事會成員。

Mr Richard Tsang Lap Ki, chairman and founder of Strategic Public Relations Group.縱橫公共關係顧問集團有限公司主席及創辦人曾立基先生。


Image Maker Builds Success on Sound Governance企業管治成就公關大師

Mr Tsang is appointed global chairman of PROI Worldwide in May 2016.曾先生於2016年5月獲委任為「國際公關聯盟」環球主席。


ultimate say over his own company, includ-ing its pace of development. I was relatively young and more aggressive then. That accounted for why my company grew faster than those of my partners.”

The macro environment was conducive to using partnerships to launch a business. “Hong Kong’s PR industry was dominated by international agencies at the time,” Mr Tsang recalled. “But then since capable people often would branch out on their own, these agencies were confronted with a major problem of brain drain. We reckoned that a partnership would be a good way to build and expand a business network. If a client required a service outside one’s own scope, then one could refer the business to a partner instead of giving it a miss.”

As the company he ran expanded, Mr Tsang felt that it was using up too much of the holding company’s centralised resources, which was unfair to the other partners. Hence he “privatised” the administrative and financial functions of the holding company and gradually devel-oped it into what is known as SPRG today. Now SPRG has more than 10 subsidiaries under its umbrella. Each company is run independently by its own Managing Director or General Manager. “Given its size and scale, SPRG certainly has a certain competitive edge as a ‘generalist,’” he said. “On the other hand, the group is a close-knit alliance of ‘specialists’ that can deliver the most professional perfor-mance in different disciplines.”

Besides separating his own company from the partnership to run it independently, joining an international alliance was also Mr Tsang’s key strategy. SPRG joined a global industry alliance called PROI Worldwide. Last year, members of PROI Worldwide logged a fee income of over US$700 million. “If deemed as a single entity, PROI Worldwide would have ranked as the third largest PR firm in the world,” he remarked.

Mr Tsang went on to say that PROI Worldwide as an alliance was highly

demanding of its members. Most of the agencies invited to join would have to rank no less than the top five within their own market. One other criterion is that these agencies be run by “locals” to ensure that they have an in-depth understanding of the culture in which they operate. “Joining PROI Worldwide opened up a window onto the world for our group to grow our business,” he said. “This is especially helpful when we have a client applying to list in Hong Kong and the United States simultaneously. While we don’t have a subsidiary in the US, we can work with a PROI member over there to give the client the required services.”

“As an independent agency, our competi-tive edge lies in being in control of our own fate,” Mr Tsang said. “If you work in an international agency, your management decision is often affected by policies determined at the headquarters. For instance, if the parent company is not doing well, it may order a worldwide staff cut. Even if the regional office or subsidiary is turning a profit, it must follow suit and thus lose talents unnecessarily.”

Championing Corporate GovernancePeople are key to the PR industry. SPRG

has the good fortune to count quite a number of mid- to senior-management employees who have been with the company for more than 10 years, which is unusual in the industry. Mr Tsang believes that a sound people-manage-ment system is critical to keeping quality staff. “A fair system that rewards excellence and penalises the undeserving is very important,” he said. “Good staff benefits are equally important.” That is why SPRG has provided paternity leave since day one of incorporation. It also gives staff condolence leave and examina-tion leave. “After all, it is only in a fair environment where every individual is free to develop and to go after promotional opportunities that talents can be retained,” he said.

Corporate culture is another element for success at SPRG. “In multinational corporations, it is common to see infight-ing between divisions or subsidiaries, which naturally compromises efficiency or the quality of work,” Mr Tsang said. “At SPRG, all offices operate independently. Since your performance does not affect my bottom line, there is no place for envy or suspicion. As long as my employees are capable of meeting

Mr and Mrs Tsang (middle) celebrate the 20th anniversary of SPRG with staff serving the company from day one.縱橫集團成立以來服務至今的員工，跟曾先生及他的太太 (圖中) 一同慶祝公司二十周年。



their performance targets, they will be promoted to the relevant positions without having to wait for someone to resign or retire.”

Mr Tsang further pointed out that a director must set a good example in terms of observing policies and implementing procedures. “A sound system should be one that draws a clear line between the owner (or boss) and his company,” he explained. “Some bosses approve their own claims for expense reimbursement as a matter of course. I first let our accountant verify the expense before approving it for reimbursement. Our system of merits and penalties is based on a comprehensive appraisal formula with objective standards. Even as the chairman of the group, I can’t just give myself whatever salary I want. My pay and benefits are determined by a group of several shareholders similar to the ‘remu-nerations sub-committee’ of a listed company.”

Risk management is another important element of corporate governance. Throughout the years, Mr Tsang and the PR group he founded had braved the ups and downs of the financial markets and learned a valuable lesson. “Our business boomed when IT (information technolo-gy) took off in 2000 so we went on a hiring binge,” he recounted. “When the dot.com bubble burst the following year, the new hands we hired became ‘extra.’ We were lucky to just break even in 2001. This experience taught me a lesson. An extremely bumper year in which the company can meet its three- or even five-year targets can mess up long-term planning.” Sound corporate governance is not just about strategic planning; it is equally critical to develop a sense of crisis and to prepare for contingencies.

Another common threat to a business is poor financial management. Mr Tsang used as illustrative example a Beijing company he acquired in 2000. “The company was founded by a bunch of young people specialising in IT PR,” he recounted. “Despite being highly talented, they knew

little about financial management. In PR, you may pre-pay some expenses for clients, for instance, a deposit to secure a venue. These young entrepreneurs kept going after business without realising that the company had a cash-flow problem. The more business they picked up, the more cash-strapped they were.”

“The type of corporate governance I implement requires thorough knowledge about the function of each department. I also endow each with adequate authority. In the case of these Beijing youngsters who kept going after business aggressive-ly, all it would have taken was for someone in finance to hold them back so that they wouldn’t overshoot their limitation.”

Catering to StakeholdersToday, organisations also must face stakeholders with different perspectives and standpoints. Here, Mr Tsang believes that a company director can play a leader-ship role.

“When communicating with stakeholders, it is critical to find out what they want,”

he said. “But stakeholders have different demands, some of which may well be conflicting. A board of directors, there-fore, must help the company find a point that can best balance all stakeholders’ viewpoints.” If some stakeholders ask that the company carry out more corpo-rate social responsibility (CSR), then the board will have to weigh that against profitability and strike a balance. A PR agency, for instance, may opt to charge a lower fee to work on a project that matches more directly its own vision, he said. In addition, employees also are stakeholders. As such, the company must strike a balance between making profit and keeping talents and establish a system to share the fruits of labour with the staff.

Increasingly, stakeholders are asking that corporations take up more social respon-sibility, Mr Tsang said. Along this line, not only did he involve SPRG in CSR but he also launched in 2014 the Strategic CSR Network, a not-for-profit organiza-tion, to help others implement CSR programmes.

Volunteering activities organised by SPRG staff.縱橫員工組織的義工活動。


“Being in touch with many enterprises of different sizes, we are in a good position to learn about CSR programmes and to help clients show stakeholders CSR results,” he said. The Strategic CSR Network is positioned as a platform to line up corporations, social welfare organ-isations and volunteers. SPRG staff are encouraged to volunteer their time to participate. “CSR is about participation nowadays (as opposed to mere donations),” he said. “Some companies only organise volunteering programmes that fit in with their employees’ expertis-es. At SPRG, I simply let staff volunteer their time and efforts according to their own interest.”

Giving back to society is core to the CSR ideology. Mr Tsang devotes his time and effort to civic duties by involving in more than 50 director / committee / advisory member seats in various organisations. He also lectures at a university. In spirit and in action, he is a shiny example of one who contributes to society, safeguards established systems and leads an enter-prise to new heights.

先生是白手興家的典範。他於

29歲創立縱橫集團，現時是亞

洲最大公關集團之一。曾先生

獲獎無數，包括獲「PRWeek

2015 Global Power Book」評選為全球500

最具影響力公關人物，更於2016年5月出

任全球最大的獨立公關顧問組織 ― 「國際

公關聯盟(PROI Worldwide)」的環球主席。

他是首位出任此職的亞洲人。

白手創業自成一家

曾先生創立自己的財經公關公司前，在兩

家跨國公關企業工作了一段日子。他憶述

當年的經歷：「1989年，我加入了一家美

國公關公司，入職一年後，公司有見金融

市場暢旺，決定在香港加強財經公關團隊

，並先在內部招募人材。我很認同優先內

部招募的做法，因為要有晉升和發揮機會

，人材才願意留下來。」曾先生笑言新團

隊要求出色的中英語能力，還要樣子長得

老成。兼備這兩大條件的他，從此踏上財

經公關之路。

1995年，他跟三位舊同事萌起自行創業的

念頭。他們採用了合伙人模式創業，並謂

這是香港公關業界的先河。「我跟夥伴是

合伙人關係。我們各自成立了公司，各人

持自己公司的多數股權，然後我們成立一

家控股公司，並讓控股公司持有各合伙人

子公司的少數股權。這架構的好處是合伙

人掌握其子公司的決策權，能自行決定發

展步伐。譬如當時我較年輕，比較進取，

我的子公司規模發展就比其他夥伴的快一

點。」

以合伙人模式創業與當時公關行業的大環

境不無關係。「那時候香港公關行業由跨

國公司主導，但他們面對人材流失的問題

，因為有實力的人往往自立門戶。以合伙

人模式拓展業務網絡，若有客戶要求自己

業務範疇以外的服務，則可把客戶轉介予

其他合伙人，生意不會白白溜走。」

縱橫集團規模日大，曾先生有感自己佔用

控股公司之中央資源太多，對其他合伙人

不公平，於是把該行政、財務團隊私有化

，並逐漸發展成現時的縱橫集團，集團旗

下有十多家子公司，每家公司由不同的董

事總經理或總經理獨立經營。「縱橫集團

已有一定規模，能發揮General ist的優勢，

但縱橫集團也是一群緊密合作的Special ists

，能在不同範疇交出最專業的表現。」

除了獨立營運的子公司外，加入國際性聯

盟也是曾先生的重要發展策略。「縱橫集

團加入了國際公關聯盟 ―― 一個全球性的

曾



Mr Tsang and Prof Joseph Sung, Vice-Chancellor and the President of The Chinese University of Hong Kong, visit the elderly at a CSR event of SPRG.曾先生與沈祖堯教授 (香港中文大學校長) 一同參加縱橫集團的企業社會責任活動，探訪長者。

公關聯盟，去年屬下公司的營業額逾七億

美元。若把聯盟看成一家公司，以規模計

其排名達全球公關公司的第三名。」

曾先生續指聯盟對成員要求很高，獲邀加

盟的公司通常在其市場排名首五位，還須

由當地人經營，以保證該公司對所在市場

文化有深入理解。「加入聯盟是我們擴展

業務的窗口，譬如有客戶要同時在香港和

美國上市，我們在美國沒有分公司，但可

以找聯盟內的美國成員公司，合力為客戶

提供服務。」

「我們作為獨立公司，優勢要是經營得以

保持自主。跨國公司最常見的問題是營運

受限於母公司決策，例如地區分公司的業

務不俗，但母公司業績不佳，下令裁員，

分公司必須跟隨，人材白白流失。」

良好企管領導成長

公關行業尤其重視人材，不少縱橫集團的

中、高層已在公司工作逾十年，在公關行

業中比較罕見，而曾先生認為有良好制度

才能保持人材資產質素。「賞罰制度很重

要，也要有優待員工的制度。」縱橫集團

自第一天就有男士侍產假，也提供恩恤假

、考試假等。「要有公平的制度環境，提

供發揮和晉升的機會，人材才願意留在公

司工作。」

另外是公司文化。「大公司不難看到部門

之間互相嫉妒，影響工作效率。縱橫集團

旗下公司相互獨立，你的表現不影響我的

成績，少有猜忌。我的員工只要能力和實

績達標，就可以獲晉升至相應職位，不用

等待有人離職或退休才得以晉升。」

曾先生進一步指出董事還要以身作則，遵

守和履行制度。「良好制度應避免老闆個

人與公司混成一體。有些公司老闆拿單據

報銷開支是自行批核了事，而我則先把單

據讓會計核實才簽名批核。又以賞罰制度

為例，我們有完整公式評核員工表現，標

準比較客觀。我身為集團主席，薪酬也不

是自己說了算。幾位股東組成功能類似上

市公司薪酬委員會的小組，審核和釐定我

的薪酬。」

風險管理也是企業管治的重要一環。他和

縱橫公關集團經歷了金融市場起落，自言

上了寶貴的一課。「2000年正值資訊科技

行業熱潮，生意好得不得了，我因此擴充

人手。2001年市況大逆轉，擴充人手變成

過度擴張，第二年只能維持不賺不蝕。這

次經歷，讓我看到學到出乎意料的好生意

，一年達成三至五年的目標，躍升幅度太

快反而會打亂公司的長遠計劃。」曾先生

從此體會企業管治不單講求對公司長遠發

展的規劃，還要能意識到潛在危機，做好

應變計劃。

財務管理不善也是企業常遇到的風險。曾

先生以他在2000年收購得來的北京分公司

為例說明。「那家公司由一群年輕人創立

經營，從事資訊科技公關業務。那群年輕

人很有才幹，卻不善理財。公關這行，有

機會要替客戶預支開銷，例如預訂場地。

他們只管接生意，卻沒意識到現金流出現

了問題，生意愈大，資金卻愈見緊絀。」

「我所施行的企業管治，就是知道每個部門

的功能，並給予適當的權力。這群年輕人拓

展業務時只管向前衝，他們需要良好的制度

，需要財務部門從後拉他們一把，以免衝得

太快太前，超越自身能力所限。」

各方訴求力臻平衡

現在企業要面對一眾觀點不同，立場迴異

的持份者。曾先生認為公司董事可於此扮

演領導者的角色。

「持份者溝通重在聆聽持份者所想所求，

但不同持份者有不同訴求，訴求之間可能

互相衝突。董事會要協助公司找到最能平

衡各持份者聲音的一點。」有持份者要求

公司負更多社會責任，董事會可以考慮平

衡公司盈利和社會責任。他舉例公關公司

遇到有配合公司理念的項目，可給予比較

相宜的收費。員工也是公司重要的持份者

，公司盈利和保留人材也需要平衡，訂立

制度跟員工分享成果。

曾先生看到不少持份者期望企業負上更多

社會責任。他近年既在縱橫集團推行企業

社會責任(CSR)，又在2014年成立了非牟利

性質的縱橫社會責任網絡，協助其他企業

推動CSR項目。

「我們接觸很多企業，有大有小，認識各

類型的CSR項目，可以協助客戶向持份者

展示成果。」曾生先把縱橫社會責任網絡

定位成聯繫企業、社福機構和義工的平台

，尤其鼓勵縱橫員工參與義工活動。「現

在CSR講求參與，要真心投入。有些公司

組織的義工活動要與員工專長緊密結合，

而我則讓員工完全按自己的興趣選擇義工

活動。」

回饋社會是CSR的核心理念，曾先生以身

作則，身負五十多項不同團體和機構的職

務，又在大學院校兼任講師。正是以身作

則的精神，親力親為貢獻社會，嚴守制度

領導企業，使曾先生成為出色的領袖，引

領親手創立的企業攀上高峰。

Corporate Governance 企業管治

P robity is an important intangible asset for doing business. In that respect, Hong Kong, which is internationally

acclaimed as one of the least corrupt places in the world, does have a competitive edge over other markets.

Over the past four decades, the Independent Commission Against Corruption (ICAC) works hand in hand with the community to eradicate bribery and related malpractices through law enforcement, prevention and education. In the private sector, the ICAC promotes ethical governance as a strategy to prevent corporate corruption.

City Ranks Among Least CorruptIn the latest annual Corruption Perception Index of Transparency International, Hong Kong ranks second lowest for perceived level of public corruption in Asia. In the global index developed by TRACE Interna-tional and RAND Corporation in 2014 to assess business bribery risks, Hong Kong is ranked the least corrupt territory in Asia and fourth among 197 territories. A corruption-free society helps ensure a level playing field for businesses. This reputa-tion, together with other strengths such as good legal and regulatory framework and a value system supporting competitiveness, has made Hong Kong the most competitive


Hong Kong Business Ethics Development Centre 香港商業道德發展中心

Independent Commission Against Corruption 廉政公署

香港廉政公署的經驗從打擊貪污至推廣企業管治

From fighting corruption to promoting corporate governance

The Hong Kong ICAC’s experience

place in the world as per the World Competitiveness Yearbook released by the Switzerland-based International Institute of Management Development.

In recent years, annual opinion surveys conducted by independent polling agencies commissioned by the ICAC revealed that just about one per cent of the survey respondents had come across corruption. The very low level of corruption in Hong Kong contrasts with the situation in other countries or territories. In the European Union, for instance, a 2014-released survey entitled “Special Eurobarometer 397: Corruption” disclosed that some eight per cent of the Europeans said they had experi-enced or witnessed corruption in the past 12 months. The ICAC’s corruption statistics also show that corruption has been kept in check in Hong Kong. Over the years, the ICAC has been receiving corruption complaints of below 3,000 per annum. The percentage of private-sector complaints increased from around one-third in the 1980s to two-thirds in recent years, partly because of the business community’s increasing vigilance towards corruption.

Corruption is a high risk crime in Hong Kong. The conviction rate of ICAC cases remains at about 80% and judges are never hesitant to pass down heavy sentences on the

convicted, in particular in cases of public officials and listed companies. In many cases, company directors who were found guilty of corruption or fraud offences ended up not only in prison but were also disquali-fied from holding directorship for some time. This is also a strong deterrence against corruption in society. ICAC Annual Surveys also reveals that the Hong Kong public consistently has zero tolerance for corrup-tion. About 80% of the survey respondents were willing to come forward and report corruption. In fact, more than 90% of complaints received by the ICAC came directly from members of the public.

Fight against Corruption Faces New ChallengesDespite such remarkable achievements, the fight against corruption is no less challenging. In the private sector, complex corruption and fraud involving huge sums of money are uncovered from time to time. In 2015, the ICAC received around 1,800 corruption complaints related to the private sector. In the same year, over 180 persons from the private sector were brought to the court. Over the years, many cases involved company directors and professionals who disregarded the basic principles of corporate governance.

In a case investigated by the ICAC, the


chairman, an executive director and the financial controller of a listed company embezzled and cheated two listed sister companies of funds totaling over HK$65 million. They also published false information in the annual report to cover up their misdeeds. When sentencing the company chairman, the judge reprimand-ed him for succumbing to greed and the pursuit of fame.

The judge’s remark pinpoints some typical ingredients in such scams, that is, the lack of personal integrity and the blatant disregard of fiduciary duties expected of a company director. The problems are often compounded by a weak internal control system and professionals who failed to live up to their guardianship role or even facilitated the wrongdoings. As long as these elements exist, we must not underestimate the detrimental effects of corruption on individual companies and the business environment in Hong Kong.

Globalised business environment also makes it even more difficult for law enforcement agencies, including the ICAC, to track down the culprits and recover crime proceeds. Today’s informa-tion technology makes money transactions more complex and secretive. Illicit gains from corruption are increasingly veiled by complex financial arrangements, corporate vehicles, trusts and nominees. Corruption proceeds are transmitted across different jurisdictions, making them ever harder to trace.

To rise to these challenges, the ICAC has been augmenting its capabilities and work strategies. On the law enforcement side, the ICAC continues to upgrade its investi-gative techniques to cope with the increasing complexity of corruption cases. Teams dedicated to forensic accounting, asset recovery and computer forensics were set up to detect intricate and cryptic financial transactions, trace, restrain and confiscate illicit funds, and extract and examine data hidden in electronic devices.

Cross-jurisdictional cooperation is another important area in progress. Increasingly,

the international community has been alerted to the need to address globalisation of economic crimes such as corruption, tax evasion and money laundering. Long recognising this global trend, the ICAC has established a good co-operative system with other jurisdictions under the United Nations Convention against Corruption and bilateral agreements of mutual legal assistance on criminal matters. Separately, a Mutual Case Assistance Scheme has been put in place, enabling the ICAC and the People’s Procuratorates in Mainland China to provide investigative assistance to each other upon request.

Uphold Governance as First Line of DefenceStrong law enforcement is essential in the fight against graft. However, to safeguard a clean society in the long run, corruption must be pre-empted by plugging systemic loopholes conducive to malpractices and a culture of integrity must be nurtured and sustained. In a corporate setting, ethical governance must be reinforced.

The ICAC plays an active role in helping put this concept to practice. Since the early 1990s, the ICAC has been promoting business ethics and corporate governance as the first line of defence against corrup-tion. This mission of building a clean corporate culture is carried out by the ICAC’s Hong Kong Business Ethics Development Centre (HKBEDC) with the support of major local and foreign cham-bers of commerce, professional bodies and trade associations.

In 2007, HKBEDC launched an ethics programme to train company directors and related professionals by partnering with various professional bodies, including HKIoD. Under the programme, HKBEDC published a “Toolkit on Directors’ Ethics” and injected corruption prevention elements into professional training courses for compa-ny directors. The ICAC also approached all Hong Kong listed companies to offer prevention and educational services. So far, the ICAC has visited about 1,100 listed companies, 60 per cent of which have accepted corruption prevention services.

In response to the global trend and the local regulatory development in corporate governance, HKBEDC kicked off a three-year ethics promotion programme for listed companies last year with HKIoD and 17 other co-organisers, among them, relevant government departments, regulators, professional bodies and cham-bers of commerce. This programme aims to further assist listed companies to enhance personal integrity of directors and senior executives, entrench an ethical corporate culture, and fortify internal control system in light of the latest integrity challenges.

Meanwhile, the “Toolkit on Directors’ Ethics” (http://www.hkbedc.icac.hk/eng-lish/files/publications/toolkit.15.pdf) has been revamped to include the latest legal and regulatory updates on directors’ duties and common corruption risks faced by directors. In the next two years, HKBEDC will:

produce a new training package to fine-tune directors’ skills in upholding corporate governance;convene a conference on business ethics;organise seminars for company directors and related professionals; andoffer tailor-made ICAC services to all Hong Kong listed companies.

In addition, the ICAC’s Corruption Prevention Advisory Service will promul-gate a corruption prevention guide in 2016 to assist listed companies in strengthening risk management and system control as required by the revised listing rules of the Stock Exchange of Hong Kong.

While the ICAC and relevant parties play a role in the campaign for corporate govern-ance, at the end of the day it is up to the companies to put corporate governance in practice. Company directors, who are vested with the ultimate responsibilities to run their companies, are well positioned to steer an enterprise in the right direction and create values for stakeholders, retain talents and mitigate negative impacts from malpractices.

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Corporate Governance 企業管治


潔是營商的重要元素之一。

在這方面，被譽為世界上最

廉潔社會之一的香港，的確

具有相當的競爭力。

過去四十年，廉政公署(廉署)一直透過執

法、預防和教育，與社會攜手杜絕賄賂及

相關不當行為。在私營領域，廉署致力推

廣企業誠信管治，協助機構預防貪污。

廉潔程度位居前茅

「透明國際」每年發表「清廉指數」，量

度受訪者對各地公營部門貪污情況的觀感

。最新的結果顯示，香港的廉潔程度在亞

洲排名第二。而在TRACE International和RAND

Corporation的2014年全球商業貪污風險評估

中，香港的廉潔水平更在亞洲高踞首位，在

全球197個地區中亦排名第四。廉潔社會能

確保企業之間公平競爭，香港在這方面享負

盛名，加上具備其他優勢，如良好的法規架

構以及鼓勵競爭的價值觀等，使香港在瑞士

國際管理發展學院的《世界競爭力年報》中

脫穎而出，被評為全球最具競爭力經濟體。

廉署近年委託獨立調查機構進行的周年民意

調查結果顯示，只有約1%的受訪者表示曾

在過去12個月內遇過貪污情况，顯示香港社

會的貪污情況處於極低水平。這與其他地區

的狀況形成鮮明對比，例如根據歐洲聯盟於

2014年公布的調查 “Special Eurobarometer

397: Corruption”，約有8%受訪歐洲居民表

示曾在過去12個月親身經歷或目睹貪污情

况。廉署數據亦顯示，香港的貪污問題持

續有效受控。近年廉署接獲的貪污投訴，

維持在每年少於3,000宗。涉及私營機構的

投訴由八零年代佔整體投訴約三分之一，

增至近年約佔三分之二，與工商界對貪污

問題提高警覺不無關係。

在香港，貪污屬於高風險罪行。廉署個案

的定罪率維持在大約八成。對被裁定觸犯

貪污罪的人士(尤其牽涉公職人員或上市公

司)，法官必予以重判，從不姑息。有為數

不少的個案，公司董事一旦被裁定貪污或

詐騙罪成，除被判監禁外，亦會被禁止擔

任董事若干年，這對貪污份子產生有效的

阻嚇作用。廉署周年民意調查結果亦顯示

，香港市民對貪污採取「零容忍」的態度

，約八成的受訪者願意挺身舉報貪污。事

實上，廉署接獲的投訴中，超過九成來自

市民直接舉報。

繼續反貪迎新挑戰

雖然過往的肅貪工作成績卓越，但廉署現

正面對的挑戰卻殊不簡單。在私營領域中

，案情複雜和牽涉巨款的貪污及詐騙案件

時有所聞。2015年，廉署接獲約1,800宗有

關私營機構的貪污投訴。同年，有超過180

名私營機構人員被移送法庭審理。歷年案

件中，不少牽涉無視企業管治基本原則的

公司董事及專業人士。

以廉署曾調查的一宗個案為例，案中涉及

某上市公司的主席、執行董事及財務總監

。三人挪用及詐騙兩間上市姊妹公司資金

共超過6,500萬港元，更在年報內發布虛假

資料，以隱瞞其不法行為。法官判刑時，

斥責該公司主席的罪行是源於貪婪及追求

名利。

法官的評語正好點出了這類貪污勾當的重

要元素：公司董事欠缺個人誠信，漠視受

信責任；而內部監控系統過於寬鬆，專業

人士把關不力，甚或包庇不法行為，往往

令問題更為嚴重。只要這些因素一日存在

，貪污對個別公司及香港營商環境所造成

的禍害實不容低估。

另外，全球化經濟亦令廉署和其他執法機

構更難追查不法分子及起回犯罪得益。日

新月異的資訊科技令金錢交易變得更複雜

及隱秘；因貪污而獲取的不法得益能夠在

各種繁複的財務安排、投資工具、信託及

受託人的掩護下蒙混過關；不法份子亦會

在不同地區之間進行匯款活動，使偵查工

作變得困難重重。

為應對這些挑戰，廉署一直致力提升打擊

貪污的能力及工作策略。在執法層面上，

廉署不斷加強調查技能，以應付日趨複雜

的貪污案件，並成立法證會計、犯罪得益

及電腦鑑證三個專責小組，分別負責揭露

複雜而隱秘的財務交易；追查、限制及沒

收非法資金；以及提取並審查隱藏於電子

裝置的數據資料。

此外，司法管轄區之間的合作亦取得長足

發展。國際社會對處理日趨國際化的貪污

、逃稅及洗黑錢等經濟罪行的迫切性，愈

發關注。廉署一直關注此世界趨勢，根據

《聯合國反腐敗公約》及就刑事事宜相互

法律協助而訂立的雙邊協定，與其他司法

管轄區建立良好合作關係。廉署亦與內地

人民檢察院訂立「個案協查計劃」，以便

雙方按對方要求在調查工作上提供協助。

企業管治第一防綫

雖然嚴厲執法是反貪工作的必要元素，但

是要長遠保持社會廉潔，還必須堵塞制度

中助長不當行為的漏洞，並培養和鞏固誠

信文化；而加強誠信管治則是企業預防貪

污的重要一環。

廉署一直積極在香港推動企業誠信管治的

發展。自九零年代初便提倡以商業道德及

企業管治作為打擊貪污的第一道防綫，並

設立香港商業道德發展中心(中心)，與本

港及外國主要商會、專業團體及行業協會

攜手合作，共同構建企業誠信文化。

中心在2007年與香港董事學會及其他合作夥

伴推出誠信培訓計劃，協助公司董事及相關

專業人士處理誠信挑戰。中心亦就該計劃出

版《董事誠信實務指南》，並於公司董事專

業培訓課程中注入防貪元素。此外，廉署亦

主動接觸全港上市公司，提供防貪教育服務

。至今，廉署已探訪共約1,100間上市公司

，當中六成採用了廉署防貪服務。

為配合環球趨勢及本港對監管企業管治的

發展，中心去年與香港董事學會及另外17

個合辦機構，包括相關政府部門、監管機

構、專業團體及商會等，開展一個為期三

年的上市公司誠信推廣計劃，因應近年新

出現的誠信挑戰，進一步協助上市公司提

升董事及高級行政人員的個人誠信、確立

企業誠信文化，以及加強內部監控制度。

在這項計劃之下，廉署已更新《董事誠信

實務指南》(http://www.hkbedc.icac.hk/tc_chi/

files/publications/toolkit.tc.15.pdf)，內容涵蓋

有關董事誠信的最新法規，以及董事經常

遇到的貪污風險。未來兩年，中心將會：

製作一套全新的培訓教材，以提升董事

秉持企業管治的技巧；

舉辦商業道德會議；

為公司董事及相關專業人士舉辦培訓研

討會；及

向全港上市公司提供度身訂造的防貪服

務。

廉署「防貪諮詢服務」亦將於2016年推出

防貪指南，協助上市公司加強風險管理及

系統管控，以符合香港聯合交易所上市規

則中的最新要求。

儘管廉署與各有關方面致力提倡良好企業管

治，但最終仍有賴公司將相關措施付諸實行

。公司董事負有企業營運的最終責任，他們

不但可帶領公司循正確方向發展業務，更可

為持份者創造更大的價值、保留人才、減低

舞弊行為對機構的負面影響。

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廉



SCHEDULE A DEMO:

+852 3008 5657

[email protected]

diligent.com/HKIOD








New Thinking 新思維

W hy do boards need diversity? By including people with different backgrounds who think

differently and approach problem-solving from various angles, organisations increase their innovative thinking, thereby encouraging progress and growth.

But what do Asian companies understand of diversity in leadership to improve corpo-rate governance?

Corporations in Asia-Pacific are extending their footprint more and more to shores beyond. In line with expansion ambitions, they are starting to seek ways to build more diverse leadership teams, boards and executive committees. While that is a positive development, it must be under-stood in a much broader sense than is seen in many boardroom discussions nowadays.

Meanwhile, to ensure a balance of skills, experience and mindsets, regulators in the region – for instance, Hong Kong, Singa-pore, Japan and Malaysia – are requiring companies to increase the diversity of their boards or explain any shortcomings.

In addition, another phenomenon in Asia also draws attention to the need for board


Alain Deniau, Harry O’Neill and Robbie Knight

High Time to Evolve

Asian Boards Need More Diversity

亞洲公司董事會需更多元化刻不容緩

diversity – the prevalence of family-owned businesses. Since executive power is usually kept within a group of relatives, making independent board positions less common than in companies with broader ownership structures, it can be difficult to achieve diversity. Many steps therefore need to be taken to enhance board effectiveness.

Helpful Tool: Diversity WheelOne helpful tool to increasing board diversity is the so-called “diversity wheel,” which presents four levels of diversity.[1]

Most corporate diversity discussions focus on the second ring – internal dimensions, including gender, race and other attributes that individuals cannot control. Asia typically fares poorly in these measures compared to other parts of the world. Although these aspects are undoubtedly vital and should never be neglected, we believe that the real power of diversity lies in taking a broader perspective that balanc-es the internal, external and organisational dimensions of diversity, such as including individuals with diverse backgrounds to encourage diverse thinking.

Unique Dynamics of Asian BoardsFamily businesses are an integral part of

most economies in Asia. EY found that in 2014, 85% of companies in Asia-Pacific were family-owned businesses and that these companies accounted for 32% of market capitalisation in the region. The level of generational experience in govern-ance is diverse. Japan has some of the world’s oldest family-owned businesses while China has some of the youngest.

Diversity can be more difficult to achieve in family-owned businesses. Executive power is usually kept within the family so independent board positions are less common. Often, the founders and co-founders are in executive positions on the board, and typically, family businesses have fewer independent directors. In general, these businesses are more reluctant to take on board members from outside their inner circle and often replace resigning board members with familiar faces.

Although the recent increase in mergers and acquisitions of Asian companies implies that numerous subsidiary boards will have emerged as a result, not many of


Companies that expand their understanding of diversity to include organisational and external dimensions can reap the benefits of establishing a more balanced leadership team企業深入了解多元化，涵蓋組織性層面和外在層面的各種範疇，有助建立結構均衡的管理層團隊，使企業有所得益

Source: Adapted from Lee Gardenswartz and Anita Rowe, “Diverse Teams at Work: Capitalizing on the Power of Diversity”, Irwin Professional Publishing, 1994; and Marilyn Loden and Judy Rosener, Workforce America! Managing Employee Diversity as a Vital Resources, Business One Irwin, 1991資料來源：取自《Diverse Teams at Work: Capitalizing on the Power of Diversity》第一版，Lee Garden-swartz及Anita Rowe合著，Irwin Professional Publishing出版，1994年，及：《Workforce America! Managing Employee Diversity as a Vital Resources》，Marilyn Loden 及Judy Rosener合著，Business One Irwin出版，1991年

組織性層面

內在層面

年齡性

別

向取性

況狀

體

身

族

裔

種族

外在層面

地理位置收入

個人

興趣

趣興

閒休教宗景背育教

驗經

作工

表

外

子女

狀況

婚姻狀況

職能級別工作

範疇

門部歷資

點地

作工

工會

關係

管理層架構

個性

these parent and subsidiary boards share and align strategies to help ensure effective and transparent communication. Thus many steps need to be taken to enhance board effectiveness in the process of building diverse boards.

It is not enough to use easily quantifiable metrics to gauge diversity levels, such as gender and ethnicity. Organisations should look more broadly at concepts that expand diversity of thinking. This can include a focus on bringing down the average age of board members. Although a degree of seniority among board

appointees is to be expected, boards can benefit from hiring younger members with different perspectives.

‘Darwinism’ of BoardsNowadays, chairs increasingly realise that a smart board composition comprises a good mix of members who are relevant to the core business as well as alternative thinkers who are able to hypothesize the “what-ifs” of the future. Alain Deniau, Partner in Heidrick & Struggles’ CEO & Board Practice in Hong Kong, calls this “The Darwinism of boards,” a reference to naturalist Charles Darwin’s theory of

evolution based on natural selection. In the process of moving from being regula-tory gatekeepers to being strategic advisors that define comparative advan-tage for organisations, boards simply are making the natural discovery that contin-uing with old principles and ways of doing things may subject the organisation to the “risk of extinction.” We have observed that this kind of forward-thinking board mix usually increases external investor appetite.

When selecting candidates for board positions, companies should have a clear idea of the range of experience already represented on the board. Pragmatical gaps (e.g. experience in core businesses and targeted growth markets) should be closed quickly, and intangible skill set gaps (e.g. not having a variety of approaches to problem-solving) also should be identified and addressed.

Include alternative thinkersAlternative thinkers usually hail from a different background from the organiza-tion and show strong analytical abilities and clear ways of thinking. Having them as independent non-executive directors (INEDs) can improve the board dynam-ics. In addition, their new way of doing things and their willingness to develop multi-level contacts with the chair and other boards can result in more effective communication and hence more efficient board decision-making processes. Diverse backgrounds can bring different approaches to tackling problems and greater flexibility to adapt to a changing environment.

However, alternative thinkers can also bring specific challenges. Their sectorial inexperience could mean they might be slower to accelerate to full speed while veteran directors also may find it hard to understand their value. Even strong personalities can be timid in such situations. The key to eliminating any negative vibe in board energy, therefore, lies in having a well-thought-out board-orientation programme and proper guidance from the chair.

New Thinking 新思維


Ensure optimal board sizeThe appropriate balance between execu-tive directors and INEDs, and the size of the board itself vary from company to company. Having a sufficient number of INEDs can help ensure that independent, diverse voices are heard. To determine the optimal board size, a company should examine if the board is large enough to carry out its functions without pressuring individual members and if it is small enough for each member to remain personally involved.

Role of the ChairIt takes a strong chairperson not just to get the diversity right but to run the board effectively. Indeed, the role of the board’s leader must evolve to include new respon-sibilities that demand different skills.

For one thing, chairs must set board diversity as a priority and clearly define its implications. After all, it is the chair who must help determine, and then articulate the what, why and when of diversity for the organisation. The focus must go beyond common metrics, such as gender and race, to encompass true diversity of thinking.

Board chairs must detect any diversity gaps and draft a plan to close them and to bring fresh ideas and new energy into the boardroom. Below are a number of questions to help with assessing board diversity:

How does our board rank across relevant dimensions of the diversity wheel?How are the gaps detected on the board affecting performance and our ability to assess risk and challenge the status quo?How does our board’s range of experience and background align with the company’s mid- to long-term strategies? How (and when) can diversity complement or strengthen that view?What is our plan to address the short-comings?What is the best time to make a change?

The Way ForwardThe unique way that most Asian businesses are run poses challenges and resistance to creating more diverse boards. However, Heidrick & Struggles believes that the goal is attainable and can lead to performance improvements. Forward-thinking companies should:

Ask themselves the right questions at the right time;Understand how they would like their boards to make a positive impact on their business; Review board performance; andBridge the gaps.

To be more effective, boards should be diverse and representative. Chairs should challenge the status quo, and apply board effectiveness models that allow business-es to survive, succeed and evolve beyond Darwinism to modernity.

事會為什麼需要多元化？不

同背景的人有不同的思考方

法，考慮問題的角度也不盡

相同。一家企業若能廣納賢

士，將能提高創新思考能力，從而進步與

發展。

企業領導層多元化能強化企業管治，但亞

洲企業對此有何理解呢？

亞太地區的企業正積極走出本土，邁向國

際。它們致力讓其管理層、董事會及行政

委員會的結構更趨多元化，以配合公司發

展的雄圖大計。這無疑是正面的發展趨勢

，但大部份亞洲企業在此課題的討論尚未

完善，他們須以更廣闊的視野來了解董事

會多元化。

同時，為確保每家企業的董事會成員有均

衡的技能、經驗和思維方式，亞太區內多

個國家和地區的監管機構，例如香港、新

加坡、日本和馬來西亞等地，正立例規定

企業提高其董事會的多元化程度，未能達

標的企業要就此作出解釋。

另外，家族企業在亞洲非常普遍，使人關

注亞洲企業董事會的多元化程度。家族企

業的決策權力通常集中於有親屬關係的群

體，相比股權結構廣闊的公司，少有獨立

身份的董事會成員。這些家族企業要達至

董事會多元化並不容易，因此需要更多措

施才能提升董事會效能。

實用工具：多元化輪盤

「多元化輪盤（Diversity Wheel）」是提升

董事會多元化程度時常用的工具，輪盤上

的四環代表多元化的不同層次1。企業多元

化的討論大部分聚焦第二環——「內在層

面 (internal dimension)」，涵蓋了性別、種

族及其他非個人所能控制的範疇。一如所

料，亞洲企業在上述範疇的表現遜色於其

他地方的企業。這些範疇固然極其重要，

不容忽視，但我們相信多元化的真正意義

，在於採用廣闊的視野，平衡達至多元化

所需的「內在層面」、「外在層面」及「

組織性層面」。廣納不同背景人士以促進

思想多元化正是其中一例。

亞洲公司董事會的獨特之處

家族企業常見於大部分的亞洲經濟體。安

永發現，2014年亞太區內有85%的公司為

家族企業，市值共佔亞太區資本市場的

32%。亞太地區家族企業的傳承代數亦見

差異——有些日本家族企業的歷史是世界

之最，有些中國家族企業則是全球最年青

的一批。

家族企業要實現董事會多元化殊不簡單。

家族企業的決策權力通常集中於有親屬關

係的群體，因此少有獨立身份的董事會成

員。企業的創辦人和聯合創辦人通常出任

執行董事的職位，而大部份家族企業董事

會的非執行董事成員較少，這些企業也比

較抗拒委任自己圈子以外的人加入董事會

。遇有董事會成員辭職，則多會由相熟人

士接任。

近期亞洲企業的併購活動頻繁，大量附屬

公司勢將隨之誕生，亦可預見這些附屬公

司將設立董事會。然而，很少母公司和附

屬公司的董事局會分享和協調彼此的策略

，難以確保有效和透明的溝通。因此這些

企業在實現董事會多元化時，還須不少措

施來提升董事會效能。

易於量化的指標，例如性別和種族，尚未

足以量度董事會的多元化程度。企業應該

拓闊視野，尋求思維的多元化。方法之一

是吸納年輕成員。一般人期望董事會成員

應具相當年資，但年輕的成員能帶來不同

觀點，董事會可從中獲益。

董事會的自然演化

今天，越來越多董事會主席明白董事會的

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董


Asia-Pacific’s Largest Family Businesses (2014)亞太地區的最大型家族企業 (2014年)

[1] Source: “Diverse Teams at Work: Capitalizing on the Power of Diversity” by Lee Gardenswartz and Anita Rowe, first edition, Irwin Professional Publishing, 1994(註1) 資料來源：《Diverse Teams at Work: Capitalizing on the Power of Diversity》第一版，Lee Gardenswartz及Anita Rowe合著， Irwin Professional Publishing出版，1994年

Soucre: EY Family Yearbook 2014 資料來源：安永《Family Yearbook 2014》

Number of Employees

員工數目

Family Shareholder or

voting rights

家族成員持股或投票權比例

Revenue

收入

100%

47.2

%49

%52.6

%

53.3

%

59.5

%66%69

%

65078412

1360

0

2351

9

2712

6

2853

226

1074

4500

00

1754

3

2262

0

2576

6

3023

8

3303

4

4000

0

7304

210

0090

Tata Group RelianceIndustries Ltd.

Aditya BirlaGroup

HutchisonWhampoa Ltd.

Formosa PetrochemicalCorporation

Lotte ShoppingCompany Ltd

Suntory Group Doosan Heavy Industries & Construction Co Ltd.

Lotte Chemical Corp.

理想結構，是既要有精通企業核心業務的

人士，也要有能發揮另類思維的成員，以

為公司未來發展提出不同假設。Alain Deniau

是海德思哲CEO及董事會行業領域合伙人

，他參照了博物學家達爾文的物競天擇演

化論，「董事會演化論 (The Darwinism of

boards)」描述這種董事會結構。董事會的

角色，由負責規管的把關者，變成為企業

制訂比較優勢的策略顧問。之所以有此變

化，不過是董事會自然而然發現，繼續舊

有原則和做事方法可能令其組織陷入「滅絕

風險」。據我們觀察所得，這類型的董會局

結構具前瞻視野，通常受外部投資者歡迎。

企業挑選董事會成員時，應清楚了解現有

董事會成員所具備的經驗。若董事會的實

務能力不足(例如缺乏核心業務和目標市場

的經驗)，應當盡快彌補，也要找出董事會

缺乏的軟性技巧 (例如解難能力不足)，妥

善應對。

吸納不同思維的人

思維跳出框框的人，通常有與眾不同的背

景，兼且分析力強，思路清晰。委任這些

人士為獨立非執行董事，可為董事會增添

動力。他們不但可帶來新的處事方法，亦

願意與主席及其他董事會成員展開不同層

次的接觸，有助成員間的溝通，從而提高

董事會的決策效率。而多元化的背景不但

可帶來不同的解難方法，還有助企業靈活

應對瞬息萬變的經營環境。

不過，吸納思維截然不同的人，將面對特

殊的挑戰。他們缺乏業內經驗，或要多些

時間才能盡展所長，同時一些資深董事可

能難以理解他們的價值觀。這情況下，個

性堅強的人也會諸多忌憚。要讓董事會保

持正面氛圍，關鍵是要為董事會成員精心

設計啟導課程，同時董事會主席亦要提供

適當指導。

董事會的規模

不同企業各有特色，執行董事和非執行董

事的比例和董事會的規模自然不盡相同。

足夠的非執行董事能確保董事會內有獨立

和多元化的聲音。企業亦要仔細考慮合適

的董事會人數規模，人數不能太少，才能

讓每位成員在不受催迫的情況下履行職務

；人數也不能太多，才可讓每位成員都有

機會參與事務。

主席的角色

董事會主席需要優秀的領導力，才能確保

董事會正確實踐多元化，並能有效運作。

主席作為董事會的領導人，也要與時並進

，承擔要不同技能才可勝任的新職責。

公司主席的一項要務是把董事會多元化訂

為優先工作目標，並清楚界定其影響。企

業決心邁向多元化，公司主席責無旁貸。

主席也要釐定企業化多元化的程度、動機

和時間表。主席不可只關注性別、種族等

一般指標，他必須把真正的多元化思考能

力注入董事會。

公司主席亦要找出董事會在多元化方面的不

足之處，並就此擬定計劃以彌補不足。他也

要為董事會帶來新想法及新動力。以下列出

的問題，有助評估董事會多元化程度：

董事會在多元化輪盤各部份的表現如

何？

董事會的不足之處，對企業的表現，

風險評估的能力及改變現狀能力有何

影響？

董事會成員所具備的經驗和背景，如何

配合企業的中、長期發展策略？董事會

多元化如何(及在何時)完善或強化上述

關係？

有何彌補不足的計劃？

何時是引入改變的最佳時機？

未來發展

亞洲企業的獨特營運模式，令董事會邁向

多元化之路充滿挑戰和障礙。不過我們深

信這目標可以實現，更有助提升公司的表

現。因此，高瞻遠矚的公司應：

適當時候給自己提出適當問題；

了解自己期望董事會如何推動公司的業

務發展；

檢視董事會的表現；及

彌補不足。

為提升效率，董事會應該更為多元化，更

具代表性。主席應勇於挑戰現狀，及應用

有效的董事會效能模式，以助企業立足、

成功及邁向現代化。

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Alain Deniau, Harry O’Neill and Robbie Knight are partiners of CEO & Board Practice division of Heidrick & Struggles.Alain Deniau, Harry O Neill和Robbie Knight為

海德思哲CEO及董事會行業領域合伙人。

學會家族成員專訪Interview with an HKIoD “Family”

How did you first get in touch with HKIoD? What was/were the reason(s) for you to become a member of HKIoD?

Mr Stanley Mok: I joined HKIoD at its inception; it was Mr Moses Cheng who introduced the Institute to me. As the Founding Chairman of HKIoD , Mr Cheng spared no effort to recruit numerous members for the Institute through his network. Thanks for him, I became an HKIoD member in 1997.

Truth be told, the reason I was interested in joining HKIoD was for the sake of business. I knew back then that the Institute of Directors in the UK was a renowned professional body and an advocate of corporate governance. In my mind, The HKIoD would do likewise as well, so I decided to join the Institute to learn some means to improve my business operations. In addition, I also hoped to expand my network through the Institute, which boasted board members and senior executives among its members.

Mr Stephen Mok: Of course, I first heard of HKIoD from Uncle Stanley. My father (Mr Mok Yiu Kwong, retired HKIoD member), too, was an HKIoD member. In fact, I was an HKIoD member some years ago, but lost the membership due to a job change. So when a banker friend mentioned HKIoD to me recently, I saw that as an opportunity to reconnect with the Institute.

HKIoD is a recognised platform for promot-ing corporate governance. As a lawyer working closely with listed companies and financial institutions, I noticed that our regulatory framework is demanding that listed companies observe increasingly higher standards of corporate governance. I also see in HKIoD a bridge in helping Mainland Chinese companies and directors raise their corporate governance standards.

Stanley, compared to the time of its inception, what changes have you seen in The HKIoD?

It is not unusual to find members of the same family joining The Hong Kong Institute of Directors (HKIoD). Although their occupation, position and seniority as company directors may differ, they all share the passion of striving towards director professionalism while sharing and passing on good values and high standards. We can learn from their stories. Below is our interview with one such family.

學會的會員不少來自同一家庭，雖然他們所處的行業、崗位、董事年資並不一定相同，都各自為董事專業而努力，彼此分享，傳承良好的價值，他們的故事值得我們借鏡。


Interview: Mr Stanley Mok and Mr Stephen Mok專訪莫兆光先生和莫仲堃先生

Interviewees 受訪對象

Mr Stanley Mok, FHKIoD – Managing Director of Urban Media Ltd; Council Member and Chair-man of Publishing Board of The Hong Kong Institute of Directors莫兆光先生 –

資訊推廣有限公司董事總經理，香港董事學會理事及出版委員會主席

Mr Stephen Mok, FHKIoD – Partner, Eversheds; Fellow of The Hong Kong Institute of Directors莫仲堃先生 –

安睿國際律師事務所合夥人，香港董事學會資深會員

Mr Stephen Mok (left) poses with uncle Mr Stanley Mok after the interview for this magazine.莫仲堃先生 (左) 跟叔叔莫兆光於受訪當天合照。


Stanley: Times have changed in these two decades, and no doubt HKIoD has undergone lots of changes too. One significant difference is in the composi-tion of its membership – we have a lot more Mainland Chinese businessmen among us.

The number of state-owned enterprises and Mainland Chinese companies listed in Hong Kong is much bigger than that in 1997. In Mainland China, companies do business and practice governance still differently from companies in Hong Kong and the rest of the world. But directors of Mainland Chinese companies listed in Hong Kong are keen to get on track with Hong Kong’s good corporate governance practices, which are well recognised by global investors. This explains the rising number of Mainland Chinese company directors joining HKIoD to pick up best practices in leadership and corporate governance.

Stephen, you and several co-workers from Eversheds have become members of The HKIoD. How do you see The HKIoD add values to your professional development?

Stephen: Being an HKIoD member gives me and my co-workers plenty of opportu-nities to meet with directors from different sectors. The Institute conducts various training courses regularly. I also encourage my colleagues to take up the task of being training facilitators of such programmes. These are not only channels to promote corporate governance but also excellent chance for someone to polish his or her presentation skill, which is essential for every legal practitioner. Preparing for tuition is a way to let us refresh our knowl-edge and improve upon it. More than that, interacting with programme attendees, who are mostly company directors, can broaden our horizons as well.

Can you share with our readers some inspirational experience and above all, you family values?

Stephen: We are a close-knit family. My father was the breadwinner of the Mok family. When he was busy making a living, Uncle Stanley looked after me and my siblings like a big brother. Uncle Stanley is 14-year older than I but 19-year young-er than my father. It was he who taught me how to swim, engaged me in soccer and table tennis, and took us kids out

to go rowing, hiking and touring the countryside. We are very close all through the years.

Stanley: Speaking of shared values, our family believes in education, and Stephen’s father is a great role model. He was once an Assistant Director of the Housing Department, and was awarded a Member of the British Empire (MBE) for 40 years of service there. Yet with just secondary school education, his first job was as a mechanic repairing cars. Can you imagine how much effort he had to put in to join the ranks of senior govern-ment officials? To enhance competency, he eventually completed the Diploma of Housing Management programme at the University of Hong Kong.

I am comforted that Stephen and his brothers and sisters all received higher education. Putting his children through college was no easy task for Stephen’s father. They all can boast of accomplishments in their respective fields. Under God’s blessings, in Stephen’s generation there are professionals in the medical, legal, engineering, investment banking and aviation fields. I think my brother did a great job in setting the pace for his children.

Mr Mok Yiu Kwong (left), retired member of HKIoD.莫耀光先生(左)是本會的退休會員。

Director CPD

H K I o D2016

Focusing on the fostering of the long-term success of companies and professional development for directors, The Hong Kong Institute of Directors (“HKIoD”) is pleased to launch the “Symbol of Credit in Director CPD” (“the Symbol”).

HKIoD( “ ”)

Objectives of introducing the Symbol:Recognising companies that have completed a Board Training Programme of HKIoD and ful�lled the necessary requirement.Promoting Continuing Professional Development (“CPD”) for directors to strengthen board competence in the responsibilities of corporate governance.Encouraging the pursuit of CPD by directors.Promoting awareness among the public of the signi�cance of director CPD.

• • • •

Qualifying for the Symbol:A company having engaged HKIoD in a Board Training Programme and ful�lled the necessary requirement for a prescribed time within a year will be granted the Symbol for application in the company’s corporate and promotional materials such as Annual Report, website and any other corporate collateral.

( : )

For inquiry of the “Symbol of Credit in Director CPD”, or HKIoD Board Training Programme, please contact our training department at 2889-9986 or email to training @hkiod.com.

2889-9986 training @hkiod.com

•

•

• •

你們如何認識香港董事學會的？為何會

成為學會會員？

莫兆光先生：我在香港董事學會成立之初

便已成為會員，介紹我加入學會的是鄭慕

智先生。身為學會的創會主席，他為學會

招攬會員可謂不遺餘力。我經他引薦，在

1997年成為學會會員。

實不相瞞，我加入學會還是為了生意的。我

知道英國的董事學會是知名的專業機團體，

致力推廣企業管治。我心目中的香港董事學

會也是如此，因此希望加入學會，學習改善

經營的方法。此外，學會會員多是公司董事

和高層管理人員，我當然期望認識能透過學

會認識他們，拓展人際網絡。

莫仲堃先生：我對香港董事學會的認識當

然來自我叔叔(莫兆光先生)。我的父親(莫

耀光先生，香港董事學會退休會員)也曾是

學會會員。事實上我多年前也曾是會員，

但後因工作轉變關係而失去了會藉。最近

有位銀行界好友剛巧跟我談起了學會，成

為我重新成為學會會員的契機。

香港董事學會是廣受認同的推廣企業管治平

台。我的業務多與上市公司和金融集團有關

，從我觀察所得，香港的法律制度對上市公

司的企業管治水平，要求越益嚴格。此外，

學會也可成為連接內地企業和公司董事的橋

樑，協助他們提升企業管治水平。

Stanley, 你覺得學會成立之今經歷了甚

麼變化？

莫兆光先生：世界在這二十年變化甚鉅，

學會亦肯定經歷不少變化。其中一個明顯

轉變是多了來自中國大陸的商界人士成為

學會會員。

現時在香港上市的國有企業和中國公司的

數量遠超1997年的。中國企業的營商和管

治的方式與香港和世界各地的企業頗有不

同。香港的企業管治水平有目共睹，獲國

際投資者認同，在香港上市的那一批中國

企業的董事，都渴望與我們的企管水平接

學會家族成員專訪Interview with an HKIoD “Family”


軌。這解釋了愈來愈多中國企業的董事加

入香港董事學會，以學習企業領導和企業

管治的最佳常規。

Stephen，你跟幾位安睿國際律師事務

所的同事成為了學會會員。加入學會如

何替你們專業發展增值？

莫仲堃先生：香港董事學會讓我和同事有

大量機會與來自不同界別的公司董事接觸

。學會舉辦不同的培訓課程，我很鼓勵同

事把握機會，擔任這類課程的導師。這些

課程不單是推廣企業管治的渠道，也是鍛

鍊演說技巧的大好機會，而演說能力正是

每位法律工作者所必備的。準備課堂的功

夫也可讓我們溫故知新、更進一步。課堂

的參與者多是公司董事，我們有機會與他

們互動，也可增廣見聞。

請分享莫氏一家的生活經歷和共同價值

觀。

莫仲堃先生：我們是非常團結的一家人。

我的父親是家中經濟支柱，當他日以繼夜

地工作時，Uncle Stanley就像家中的大哥哥

，照顧我和其他兄弟姊妹。Uncle Stanley比

我大14歲，但比我爸爸小19歲。正是他教

會我游泳、踢足球和打乒乓球，又帶我和

一眾兄弟姊妹去划艇、遠足和郊遊。時至

今天，我們的關係仍非常密切。

莫兆光先生：要說共同價值觀，我們一家

人都相信教育的重要，而Stephen的父親就

是最好的榜樣。他曾任職房屋署的助理署

長，更因在房署任職逾四十年而獲勳嘉許

。然而他踏足社會的第一份工作是汽車修

理工，當時他僅有中學學歷。你可以想像

他付出多少努力才能躋身政府高層官員之

列。為自我增值，他最終完成了香港大學

的房屋管理文憑課程。

我很欣慰Stephen和他的兄弟姊妹都能完成

高等教育，那對Stephen的爸爸來說可不容

易。蒙主祝福，一眾子侄在醫學、法律、

工程、投資銀行及航行的專業範疇各自有

不凡成就。我想我的哥哥為子女樹立了良

好的榜樣。

Uncle Stanley (left) and nephew Stephen (right) in the 1970s.1970年代的莫兆光先生(左)與侄兒莫仲堃先生(右)。

Director CPD

H K I o D2016

Focusing on the fostering of the long-term success of companies and professional development for directors, The Hong Kong Institute of Directors (“HKIoD”) is pleased to launch the “Symbol of Credit in Director CPD” (“the Symbol”).

HKIoD( “ ”)

Objectives of introducing the Symbol:Recognising companies that have completed a Board Training Programme of HKIoD and ful�lled the necessary requirement.Promoting Continuing Professional Development (“CPD”) for directors to strengthen board competence in the responsibilities of corporate governance.Encouraging the pursuit of CPD by directors.Promoting awareness among the public of the signi�cance of director CPD.

• • • •

Qualifying for the Symbol:A company having engaged HKIoD in a Board Training Programme and ful�lled the necessary requirement for a prescribed time within a year will be granted the Symbol for application in the company’s corporate and promotional materials such as Annual Report, website and any other corporate collateral.

( : )

For inquiry of the “Symbol of Credit in Director CPD”, or HKIoD Board Training Programme, please contact our training department at 2889-9986 or email to training @hkiod.com.

2889-9986 training @hkiod.com

•

•

• •

Outreach and Kindred Relations 外展及友好聯盟活動


The HKIoD Delegation to Qianhai香港董事學會前海訪問團

Located at the core of the Pearl River Delta, Qianhai is set to be a modern service industry zone for innovative cooperation between Guangdong and Hong Kong. The Institute organised a visiting tour for members to Qianhai on 24 June 2016. The delegation aimed at:

enhancing communications between HKIoD and authorities of Mainland China;keeping abreast of the latest policies and economic development in Qianhai, and;understanding possible collaboration between Hong Kong and Qianhai.

前海位處珠江三角洲核心區域，其定位是促進廣東

與香港發展創新合作計劃的現代服務業區域。由本

會會員組成的代表團於2016年6月24日前往訪問前

海，目的如下：

促進香港董事學會與中國有關機構的聯繫和溝通

，使日後通過積極雙向溝通，為內地與香港經濟

繁榮及香港作為世界財經中心的地位作出貢獻；

瞭解前海經濟發展的最新政策，及；

瞭解香港與前海可以合作的範疇。

The delegation was first guided around the Qianhai Exhibition

Hall to familiarise with the positioning and development of

the industry zone.訪問團首先參觀了前海展示廳，

了解前海區域的定位與發展。

•

•

•

•

••

Itinerary 行程

Guided tour to Qianhai Exhibition Hall 參觀前海展示廳

Meeting with representatives of the Authority of Qianhai 與前海管理局代表會面

Buffet luncheon at Vanke’s Enterprise Dream Park 於「企業公館」享用自助餐午膳

Visit to CTF Hoko Mall 參觀周大福全球商品購物中心

Guided tour to Qianhai Shenzhen-Hong Kong Youth Innovation and Entrepreneur Hub (Ehub)參觀「深港青年夢工場」

Meeting with young entrepreneurs與青年創業家會面


After the guided tour at the exhibition hall, the delegation met with representatives of Authority of Qianhai Shenzhen-Hongkong Modern Service Industry Cooperation Zone (the Authority of Qianhai). The representatives introduced Qianhai’s strategic positioning for closer Hong Kong-Mainland cooperation to drive the upgrade of industries of finance, professional service, modern logistics and information technology in the Pearl River Delta region.參觀前海展示廳後，訪問團與深圳市前海深港現代服務業合

作區管理局(前海管理局)代表會面。局方代表介紹了前海的

發展策略，目標是增強中港兩地合作，推動珠江三角洲區域

的金融、專業服務、現代物流和資訊科技行業的產業升級。

The delegation then had lunch at Vanke’s Enterprise Dream Park. They were welcomed by Dr Witman Hung, Principal Liaison Officer for Hong Kong of the Authority of Qianhai. Dr Hung is also a Fellow of HKIoD.訪問團隨後於「企業公館」享用午膳，期間與前海管理局香

港事務首席聯絡官洪為民博士會面。洪博士是本會資深會員。

After lunch, the delegation visited CTF Hoko Mall, which was operated by Chow Tai Fook Enterprises Ltd. The mall adopts an online-to-offline (O2O) business model, combining bonded goods on display and a cross-border e-commerce platform. 午膳後，訪問團參觀了周大福全球商品購物中心。由香港周

大福集團經營，體現O2O (online-to-offline)的商業模式，為顧客

提供實體及跨境電商平台的購物體驗。

The delegation then had a guided tour to Qianhai Shenzhen-Hong Kong Youth Innovation and Entrepreneur Hub (Ehub). Adopting a market approach for charitable purposes, Ehub is committed to providing an innovative entrepreneurial base for young people aged between 18 and 45. It is set to foster about 200 young entrepreneurs or start-up companies with high-potential focusing on modern logistics, information services, technology, cultural and creative industries and related professional services.訪問團隨後參觀了「深港青年夢工場」。夢工場以「公益市

場化」的營運原則，為18至45歲青年提供設立創新創業基地

。其目標是培養約200家現代物流業、資訊服務業、科技服

務業、文化創意產業及專業服務為重點的初創企業。

The delegation also met with two young entrepreneurs who operate at Ehub. They are Mr Horan Fu, Associate Director of Dynamic Fintech, and Mr Victor Hung, Founder of XY Mobile. They shared how financial technology will be the next wave of business opportunity.訪問團又與兩位在夢工場創業的青年創業家會

面，他們是動力互聯網金融聯席董事傅家豪先

生，及信源互聯創辦人洪緯先生。他們分享了

金融科技將如何成為未來發展新趨勢。

Feature Article 特稿

I n April this year, I had the privilege of leading a group of some 20 Hong Kong executives and entrepreneurs to Iran on behalf of

the Hong Kong General Chamber of Commerce. Our goal was to explore the sensational opportunities that have arisen for Hong Kong business as a result of the lifting of economic sanctions on Iran in January by the USA, the European Union and others. The Chamber’s mission was, in fact, the first major business delegation from Hong Kong to Iran since that diplomatic break-through.

Iran has a highly educated, young and urbanized population of nearly 80 million – about the size of Turkey’s. It is famous for having large oil and natural gas reserves; less well known is that it is a major player in the automotive, agricul-tural and pharmaceutical industries. Its stock market is about six times the size of that of Nigeria, Africa’s largest economy. The country has more than 20,000 bank branches. It is one of the top 10 “tourism countries” in the world as measured by the number of UNESCO (United Nations Organization for Education, Science and Culture) heritage sites. Its reformist Government has set an annual growth target of eight per cent, and 800,000 young people are entering the work-force every year.


Andrew R Wells 華賢仕

Iran to Form 'Bridge of Turquoise' for One Belt One Road

「一帶一路」伊朗的新出路

These key economic indicators point to the opening of a new frontier in Hong Kong’s international business network. Few, if any such frontiers remain to be explored.

We visited the capital Tehran (with some 10 million inhabitants) and the major business and cultural centres of Mashhad and Isfahan. Both before and after our trip, I received numerous enquiries about the political, cultural and historical background of Iran from companies that are seriously interested in such an unusu-al opportunity, but for whom Iran has an aura of mystery, given its decades of isolation during the sanctions regime. I shall try to answer some of these queries from a personal perspective.

The historical context is crucial to any basic understanding of Iran. Iran is comparable to only two other countries – Egypt and China – in terms of its long history and ancient civilisation. Like China, its history has been characterized by periods of great national, and some-times international strength, alternating with shorter periods of instability and foreign interference.

The Iranians are an Indo-European people, which means that modern Farsi is closer to English than to Arabic, although

it is written in a script similar to the latter (think of Chinese and Japanese). The Iranians moved from Central Asia into what is now Persia in the early first millen-nium BC, during the course of which they created what was at the time the world’s largest political entity, the Achaemenid Empire, the borders of which stretched from the Balkans and North Africa to Northern India.

The transforming event in the history of Iran was its sudden and swift conquest by the Arabs in the first half of the seventh century. The Iranians had just been weakened by a long war with the Byzantine (late Roman) Empire, but what ensured their defeat was the vital new religion of Islam brought by the conquerors, who had been united politically and spiritually by the Prophet Muhammad. It was to be the fusion of Islam with the ancient culture of Persia that was to produce the unique features of modern Iran.

The height of this first Muslim Caliphate was reached after its capital was moved from Damascus to Baghdad in the eighth century. This is the period that Westerners associate with the “Thousand and One Nights” and Harun al-Rashid. Persian cultural influences became dominant among all classes within the Caliphate, especially in Iran itself.

Meeting with Dr Mojtaba Mousavian Director General of Foreign Trade, Ministry of Industry, Mine and Trade Promotion.與伊朗工礦貿易部貿易促進組織亞太司總司長Dr Mojtaba Mousavian 博士會面。


By the beginning of the 16th century, a strong central Iranian authority had taken shape again in the form of the Safavid Empire. The Safavid Shahs consolidated the Iranian achievements over previous centuries, produced some of the world’s most magnificent architecture and institu-tionalized Shi’a Islam, with its markedly sophisticated and mystical traits, as the official creed.

The 19th century saw a period of decline, as Western colonial powers competed for influence in what was even then recog-nised as the world’s most crucial geopoliti-cal bridge between east and west. In the 20th century, attempts were made by the short-lived Pahlavi dynasty to strengthen and modernise the country; but this was, at best, partially successful and was achieved at the expense of effectively making Iran into a client state of the US.

Discontent with this dependency among all sectors of society, coupled with increas-ing administrative corruption, came to a head in 1979, when the exiled Ayatollah Khomeini returned from exile to a hero’s welcome. Unfortunately, the US showed no desire to relinquish its dominance (although it had also refused asylum to the deposed Shah) and anti-American sentiment in Iran clashed against increas-ingly anti-Iranian rhetoric in the West.

Sanctions were imposed by the Western powers, which simply meant that those same countries were unable to take advan-tage of the opportunities that a positive relationship with Iran would have created, while ordinary Iranians were unable to realise the full potential of their country’s geographical position, highly educated population, sophisticated culture and vast natural resources.

This simplified background is necessary to explain both the crucial importance of Iran being welcomed back into the international community and the strength and resilience of the Iranian Government and people.

Throughout the recent difficult years, China has taken a more enlightened attitude towards Iran than many other countries. As a result, following the easing

Isfahan, Iran’s cultural centre.伊朗文化名城伊斯法罕。

Feature Article 特稿


of sanctions, Hong Kong’s direct trade with Iran and its indirect trade through the Mainland can only grow exponentially; there could be no better time for Hong Kong businesses to investigate the oppor-tunities on offer. Opportunities span the chemical industry, agriculture, aviation, finance, construction, hotels and tourism, mining, car manufacture, cultural exchange, electronics, telecommunica-tions, pharmaceuticals (and, of course, carpets and caviar).

But it is important to move quickly. Italy’s public rail company has signed already a US$5 billion agreement to renovate and upgrade the local rail network. The Danish pharmaceutical leader Novo Nodirsk is building a plant and doubling its local staff. Melia Hotels of Spain (together with Accor of France and Rotana of Saudi Arabia) are to open the first officially five-star hotel in Iran. The Singapore Business Federation organised a high-level, 57-member delega-tion in February. A US$25 billion deal with Airbus made the international headlines. And so on.

Of course, problems remain. While taxation of foreign investment is being reduced, simplified free trade zones established and huge opportunities in infrastructure work opened up, a degree of cultural misunder-standing still prevails. New visitors may be surprised at the safe, clean, welcoming and

sophisticated environment – vastly different than the normal portrayal in the Western media – but the use of English is not widespread outside the capital. Internet and telecommunications standards have yet to meet Hong Kong expectations. Above all, lingering uncertainty about the continuing application of some sanctions by the US has made many banks reluctant to handle Iranian business while many businesses are uncer-tain whether trade with Iran will compro-mise their existing banking arrangements.

These concerns will take time to address in full. But there are some obvious steps that all companies seeking to trade or invest in Iran can take. In the first place, it is crucial to acquire reliable information. Few independent sources of reliable market information exist inside or outside Iran (London-based Arabia Monitor is an exception), so it is important to visit the country armed with the necessary introductions. We were very lucky in this regard, being on a mission for the Hong Kong General Chamber! Due diligence with respect to sanctions compliance is also an obvious but necessary step once you have formulated your preliminary business plan and have found a good local partner, which is essential for small medium enterprises and large corpora-tions alike. And, of course, a clear plan for investing and repatriating your money is something that the continuing issues with

the international banking system makes important.

If this sounds daunting, then Hong Kong companies can be assured that they have, at least, a temporary advantage over many competitors, given the Chinese Govern-ment’s “One Belt, One Road” initiative and Hong Kong’s role in its implementa-tion over the coming years. We have not only official support at every level, but also our existing Mainland networks. China has been the mainstay of Iran’s foreign trade during its years of isolation from the West, and is now its largest trade partner with bilateral trade reaching US$50 billion last year. With that come the less tangible benefits of cultural familiarity, and a record of interrupted business connec-tions. On the other hand, the Mainland still lacks the sophistication of Hong Kong’s legal, financial and professional systems. So Hong Kong entrepreneurs stand a good chance to leverage their unique position as friends of both Iran and China. As a cornerstone of the “One Belt, One Road” initiative, Hong Kong is ready for business with Iran – the traditional “Bridge of Turquoise.”*

*Editor’s note: Reference is made here to Canadian photographer Roloff Beny’s book “Persia: Bridge of Turquoise,” which lets the reader see Iran through his camera’s lens. Iran was an important link in the East-West trade route, given its strategic location as a bridge between the Caspian Sea and the Persian Gulf.

年四月，我有幸率領約20位

香港的企業家和公司高層，

代表香港總商會訪問伊朗。

美國、歐盟及其他國家在今

年一月撤銷了對伊朗的經濟制裁，我們此

行的目標，就是要到當地為香港尋找商機

。香港總商會的這次訪問團，是伊朗外交

取得突破後，香港第一個前往當地的主要

商務代表團。

伊朗有近八千萬高學歷、年輕和在城市生

活的人口，數目足以媲美土耳其。它以世

上數一數二的石油和天然氣蘊藏量知名，

卻少有人知道它在汽車製造業、農業和製

藥業的地位舉足輕重。它的股票市場是非

洲最大經濟體尼日利亞的六倍，它的國土

內有過二萬家銀行分行。按聯合國教科文

組織的世界遺產數量來計算，它位列全球

今


Andrew R Wells is a Fellow of HKIoD and a Senior Corporate Consultant of Lai Sun Development Company Limited.華賢仕先生是本會資深會員，在麗新發

展有限公司擔任首席顧問一職。

十大最值得觀光旅遊的國家。它的改革派

政府訂下了每年百分之八的增長目標，每

年有八十萬青年人投身勞動市場。

這些主要經濟指標，指出了香港國際貿易

網絡的新機遇。要知道這種新機遇在世上

已經所剩無幾了。

這次代表團參觀了伊朗首都德黑蘭(人口約

有一千萬)和該國的商業和文化重鎮什哈德

和伊斯法罕。我在旅程前後收到不少對伊

朗情況的疑問。提問者來自對此難得機遇

有濃厚興趣的企業，他們想知道伊朗的政

治、文化和歷史背景，但伊朗從前受到制

裁，被國際社會孤立數十年，所以伊朗在

他們眼中總像披著神秘的面紗。以下我將

從個人角度解答嘗試部份問題。

要了解伊朗，必須從歷史角度入手。伊朗的

歷史和文化之久遠，唯有埃及和中國足以相

提並論。伊朗的歷史頗似中國，國力長期保

持強盛，有時甚至有顯著的國際影響力，而

動盪和受外國干涉的時期則較短。

伊朗人源自印歐人種，他們的現代波斯語

接近英語甚於阿拉伯語，但文字上則較接

近後者 (如中文字和日文字般類似)。伊朗

人公元前一千年由中亞地區移居至現時的

波斯地區，期間創立了當時最大的國家

―― 阿契美尼德帝國，其國土由巴爾幹半

島伸延至非洲北部到印度北部。

伊朗歷史的一大轉折在七世紀上半葉，阿

拉伯人以迅雷不及掩耳的速度征服了伊朗

。當時伊朗人早因與拜占庭帝國(晚期羅馬

帝國)長期征戰而國力下滑，但真正打敗伊

朗的是新興的伊斯蘭教。征服伊朗的阿拉

伯人，政治和精神上都在先知穆罕默德的

影響下團結一致，他們將伊斯蘭教傳入伊

朗。伊斯蘭教於是與波斯的古老文化融合

，成為了現代伊朗的獨特文化。

阿拉伯帝國的第一個高峰出現於八世紀，

當時帝國首都由大馬士革遷至巴格達。歐

洲人想像中的「一千零一夜」和哈倫‧拉

希德，正是這段時期的阿拉伯世界。這時

期波斯文化影響了阿拉伯帝國的所有階層

，對伊朗地區的影響尤深。

16世紀初開始，是以伊朗人為政權核心的

薩法維帝國崛起。帝國的統治者整合了伊

朗文明在前幾個世紀的成就，所建之城在

世上最宏偉建築之列，並把什葉派伊斯蘭

教及該教派的儀式納為國家信仰。

伊朗國力在19世紀下滑。當時伊朗地區是

世界公認連接東西方的橋樑，其極具地緣

政治價值，引來西方殖民勢力競相爭奪。

20世紀，國祚短暫的巴列維王朝試圖振興

國家，帶領國家走向現代化。然而這目標

極其量只取得部份成效，更糟的是，成功

的代價令伊朗成為了美國的附庸。

伊朗社會各個階層都不滿政府對美國的依

賴，加上政府越見腐敗，終於在1979年，

流亡海外的什葉派宗教學者何梅尼返回伊

朗，獲英雄式歡迎，令伊朗局勢來到轉捩

點。然而美國無意放棄它對伊朗的影響力(

儘管它亦拒絕為被廢黜的伊朗國王提供庇

護)，因此伊朗國內的反美情緒日增，同時

西方社會也日益敵視伊朗。西方列強最終

向伊朗施加制裁。結果，西方國家放棄了

與伊朗建立正常關係所能收獲的利益，而

伊朗的地理優勢、高教育水平的人口、優

秀的文化和豐富的天然資源，也無用武之

地。

各國何以歡迎伊朗重歸國際社會？伊朗政府

和人民有何能力和韌性？上述伊朗的簡史是

了解這些問題所必須具備的基礎知識。

中國近年煞過不少艱苦歲月，對伊朗的態

度比很多國家開明得多。隨著國際社會放

寬對伊朗的制裁，香港與伊朗的直接貿易

，及通過中國大陸的間接貿易，定能迅速

發展：現時正是香港商界到伊朗考察商機

的最佳時機。具發展潛力的行業包括化工

，農業，航空，金融，建築，酒店旅遊，

採礦，汽車製造，文化交流，電子，電訊

，製藥 (當然還有地毯和魚子醬)。

然而我們必須迅速行動。意大利國家鐵路

公司已於伊朗簽訂價值50億美元的協議，

以翻新和改善當地的鐵路網。丹麥的製藥

龍頭諾和諾德正在當地興建新廠，並要將

當地僱員的數目提高一倍。由西班牙美利

亞酒店集團、法國雅高酒店集團和沙特阿

拉伯羅塔納酒店集團合營的五星級酒店快

將正式營運。新加坡工商聯合總會在二月

派出了代表團訪問當地，57位成員都是業

界高層。飛機製造商空中巴士與伊朗簽訂

的250億美元訂單也登上了國際新聞頭條。

諸如此類的消息並不罕見。

當然，投資伊朗不可能一帆風順。伊朗政府

降低了對海外投資者的徵稅，簡化稅制，設

立了自由貿易區，並透過基建項目提供了大

量商業機會。然而，文化差異而致的誤解依

然存在。首次到訪伊朗的旅客或會訝異於當

地安全、潔淨、好客和優雅的環境，因為眼

前的景像與西方媒體平時展示的實在大相逕

庭。可是，英語在首都以外地方並不普及，

互聯網和電訊服務也滿足不了及香港人的要

求。而最重要的，還是美國對伊朗的一些制

裁猶在，帶來揮之不去的不確定因素，令很

多銀行拒絕處理與伊朗有關的業務 ―― 很

多企業擔心一旦與伊朗貿易，會否影響與銀

行既有的業務往來。

這些問題需要一定時間才能完全解決。但

有意投資伊朗或與當地貿易的企業，還是

可以執行一些部署。首先，最關鍵的是獲

取可靠的消息。無論在伊朗國內還是國外

，有關伊朗市場的獨立消息來源相當稀有

(總部位於倫敦的Arabia Monitor 是例外)。

親身到伊朗走一趟非常重要，當然，還要

找到合適的嚮導，這次香港總商會代表團

在這方面的運氣可說不俗。若你已有投資

伊朗的初步計劃，又找到好的當地夥伴，

那你必須做好盡責調查的工作，確保一切

符合現有制裁措施的規限，這對中小企和

大企業都重要。當然，投資伊朗肯定要有

與國際銀行體系長期協商的準備，而清晰

的資本投資和調度計劃不可或缺。

上述情況聽來或令人氣餒，但香港企業可

以放心，因為我們最少仍有一點短期優勢

。相比其他競爭對手，香港未來可以背靠

國家重點推廣的「一帶一路」策略來發展

。香港的優勢在於有國家的全面支持，在

內地亦建立了良好網絡。伊朗被國際社會

孤立時，中國成為了伊朗外貿的支柱，現

時更是伊朗最大的貿易夥伴，去年雙邊貿

易總額達500億美元。中伊兩國文化頗有相

似之處，加上從未間斷的商貿關係，無形

中促進了兩國關係。另一方面，內地的法

律、金融和專業務尚未及得上香港，所以

香港商界仍可發揮獨特功能，以作為中伊

兩國的共同夥伴。憑著「一帶一路」策略

，香港已做好準備，投資伊朗 ―― 自古連

接東西方的「綠松石之橋*」。

*編者註：著者於此引用加拿大攝影師Roloff Beny

之作品《Persia: Bridge of Turquoise》。該書以照

片讓讀者一睹伊朗的真實景況。伊朗接壤裏海和

波斯灣，處於東西方貿易路線的核心位置。

會員里程碑Members’ Milestones


Members’ Milestones 會員里程碑The contents here are based on submissions from members. If you wish to share your latest news and movements, please submit one to two photos along with captions of no more than 50 words to: [email protected].內容根據會員所提供的資料。歡迎會員通知本會您的最新動態。來稿請包括1至2張照片及不多於50字的文字描述至[email protected]。

Dr the Hon Moses Cheng鄭慕智博士

Grand Bauhinia Medal 大紫荊勳章 (GBM)

Dr the Hon CHENG Mo-chi, Moses 鄭慕智博士 GBM GBS JP HonFHKIoD

Gold Bauhinia Star 金紫荊星章 (GBS)

The Hon CHAN Mo-po, Paul 陳茂波議員 GBS MH JP FHKIoD

Silver Bauhinia Star 銀紫荊星章 (SBS)

The Hon LEE Wai-king, Starry 李慧琼議員 SBS JP AHKIoD

Bronze Bauhinia Star 銅紫荊星章 (BBS)

Miss HO Chiu-ha, Maisy 何超蕸女士 BBS FHKIoD

Mr Thomas James MEHRMANN 苗樂文先生 BBS MHKIoD

Medal of Honour 榮譽勳章 (MH)

Mr LEUNG Kin-man, Michael 梁建文先生 MH FHKIoD

Dr YAN Wai-kiu 甄韋喬博士 MH FHKIoD

Appointments of Justice of the Peace 20162016年太平紳士委任

Dr WONG Kong-tin 黃江天博士 JP FHKIoD

Recipients of HKSAR Honours and Awards 20162016年香港特別行政區獲授勳及嘉獎人士

HKIoD Members elected as Members of the sixth Legislative Council of HKSAR香港董事學會會員當選香港特別行政區第六屆立法會議員

Functional Constituency - District Council (Second) 功能界別–區議會(第二)

The Hon LEE Wai-king, Starry 李惠琼議員 SBS JP AHKIoD

Functional Constituency – Engineering 功能界別–工程界

Ir Dr the Hon LO Wai Kwok 盧偉國議員 SBS MH JP FHKIoD

Functional Constituency – Real Estate and Construction 功能界別–地產及建造界

The Hon SHEK Lai Him, Abraham 石禮謙議員 GBS JP FHKIoD

Dr the Hon Moses Cheng, Hon President and Chairman Emeri-tus of HKIoD, was awarded the Grand Bauhinia Medal in recognition of his long and distinguished public and community service, particularly his remarkable contributions to the formulation of various education policies during his tenure as Chairman of the Education Commission and the Committee on Free Kindergar-ten Education.

本會榮譽會長兼榮譽主席鄭慕智

博士獲頒大紫荊勳章，以表揚他

長期參與公共及社會服務，表現

卓越，尤其於擔任教育統籌委員

會主席，及免費幼稚園教育委員

會主席期間，在制訂各項教育政

策方面，貢獻良多。

Mr Richard Tsang曾立基先生

Mr Richard Tsang, Council Member of HKIoD, was appointed Global Chair-man of PROI Worldwide, the world’s largest and leading partnership of independent integrated communications agencies. Richard is the first Asian to chair PROI Worldwide.

本會理事曾立基先生獲「國

際公關聯盟」委任為聯盟之

環球主席。國際公關聯盟是

全球最大及領先的獨立公關

顧問聯盟，曾先生是首位出

任聯盟環球主席的華人。

Congratulations 恭賀


Dr Robert P Wright, Fellow of HKIoD, was invited by the US Council for Advancement and Support of Education to give a talk at a forum, which was attended by senior management of universities in the US.

本會資深會員羅拔韋特博士，應美國Council for Advancement

and Support of Education 邀請擔任研討會之演講嘉賓。研討會

與會者不少是美國大學院校的管理層人員。

Dr Robert P Wright羅拔韋特博士

Mr Liu Tingan劉廷安先生

Mr Benoit Ams艾貝德先生

Mr Benoit Ams, Fellow of HKIoD, was appointed an accredited mediator by the Hong-Kong International Arbitration Centre.

本會資深會員艾貝德先生獲

香港調解仲裁中心委位為調

解員。

Ir Prof Chan Kan Ip Philip陳勤業教授工程師

Ir Prof Philip Chan, Fellow of HKIoD, was appointed as Post Doctoral Advisor by the California Institute for Global Education.

本會資深會員陳勤業教授工

程師，獲美國California Institute

for Global Education 委任為博

士後研究員導師。

Mr Dennis Chan 陳泓斌先生

Mr Dennis Chan, Fellow of HKIoD, was awarded “Presi-dent of the year 2015-16” of Rotary District 3450. The Rotary Club of HK Sunrise led by Mr Chan was awarded “Rotary Club of the year 2015-16” of Rotary District 3450.

本會資深會員陳泓斌先生獲

嘉許為國際扶輪3450地區「

2015-16年度傑出社長」。由

陳先生出任社長的香港旭日

扶輪社亦獲得國際扶輪3450

地區「2015-16年度傑出扶輪

社」的獎項。

會員里程碑Members’ Milestones


We are deeply saddened that our long-serving Fellow Dr Alex Lau passed away peacefully on 15 June 2016. Dr Lau was a Council Member of the Institute between 2005 and 2011. His great contribution to the Institute included

being an excellent facilitator of our training courses, as well in editing meticulously our Guidelines for Directors and Guidelines on Corporate Governance for SMEs. We will certainly miss him, particularly his humour and wit in conducting training courses and his warm friendship. 本會資深會員劉冠倫博士於2016年6月15日辭世，本會深感悲

痛。劉博士於2005年至2011年間擔任本會理事，對本會貢獻良

多，既是本會首屈一指的培訓導師，又參與編撰本會出版刊物

《董事指引》和《香港中小企業管治指引》。劉博士幽默的授

課方式和友善態度，我們定當銘記於心。

Mr Jacky Law, Member of HKIoD, married Ms. Jamie Sun. The wedding ceremony took place on 20 March 2016.

本會會員羅子淇先生與孫穎儀小姐共諧連理。婚禮在2016

年3月20日舉行。

Mr Jacky C K Law羅子淇先生

Dr Alex Lau 劉冠倫博士 (1959 – 2016)

Dr Davy Wu胡家慈博士

Dr Davy Wu, Senior Lecturer at Hong Kong Baptist University and training facilitator of HKIoD, with wife Ms Avis Yau welcomed new-born daughter.

香港浸會大學高級講師，本

會課程導師胡家慈博士，與

妻子喜迎新生女兒。

In Memory 懷念

Our Fellow Mr Stanley Lau passed away peacefully on 12 June 2016. Mr Lau was the Managing Director of Renley Watch Mfg Co Ltd, Chairman of Productivity Council, and Honorary President of The Federation of Hong Kong Industries. We will sadly miss him and pray that he now rests in peace.

本會資深會員劉展灝先生於2016年6月12日離世。劉先生是運年錶業有限

公司的董事總經理，香港生產力促進局主席，及香港工業總會名譽會長。

我們永遠懷念劉先生，願其安息長眠。

Mr Stanley Lau 劉展灝先生 SBS BBS MB JP (1950 – 2016)

Mr Stephen Jong, IT consultant of HKIoD Executive Office passed away in June 2016. We thank him for the service provided.本會行政處資訊科技顧問莊志偉先生於今年6月離世。我們感謝他

為本會服務。

Mr Stephen Jong 莊志偉先生

To the following who left us, the Institute would like to extend our deepest condolences to their families:致下列辭世人士，本會向他們的家人致以深切慰問：

香港董事學會活動簡報HKIoD Programme Briefs 香港董事學會活動簡報HKIoD Programme Briefs


General Meetings會員大會

Annual General Meeting 週年大會

Extraordinary General Meeting 會員特別大會

The Annual General Meeting of HKIoD was held on 13 July 2016, followed by a fellowship luncheon. The HKIoD new Council for the term 2016-2017 was elected at the Annual General Meeting. At the luncheon afterwards, souvenirs were presented by Chairman Mr Henry Lai to the Honorary Legal Adviser, Honorary Company Secretary, and the annual champion of the “Member-Get-Members Campaign”. 香港董事學會週年大會於2016年7月13日舉行，並於會後進行聯誼聚餐。週年大會選出了2016-2017年度的理事會。聚餐上，本會

主席賴顯榮律師致送紀念品予本會的名譽法律顧問、名譽公司秘書和「會員引薦會員計劃」的全年總冠軍。

An Extraordinary General Meeting was held on 26 May 2016. The meeting adopt-ed amendments to various segments of the Institute’s Articles of Association本會於2016年5月26日召開會員特別大會。

大會通過了對本會《組織章程》的若干修訂。

Souvenir presentation to P.C. Woo & Co, Honorary Legal Adviser of HKIoD.致送紀念品予本會義務法律顧問胡百全律師事務所。

Souvenir presentation to Tricor Services Limited, Honorary Company Secretary of HKIoD.致送紀念品予本會義務公司秘書卓佳專業商務有限公司。

Mr Richard Tsang (left), annual champion of the “Member-Get-Members Campaign”.「會員引薦會員計劃」年度冠軍曾立基先生。(圖左)

香港董事學會活動簡報HKIoD Programme Briefs 香港董事學會活動簡報HKIoD Programme Briefs


Speaker Luncheon Meeting 午餐演講會

Dr David Y K Wong BBS JP spoke on “MPF and Retirement Protection – A Candid Sharing of Views on the Alleged ‘Seven Sins’”. Dr Wong is the Chair-man of Mandatory Provident Fund Schemes Authority. He is also Deputy Chairman of the Institute.黃友嘉博士分享了他對強制性公

積金與退休保障的見解。黃博士

是強制性公積金計劃管理局主席

，亦是香港董事學會副主席。

Thirty members and guests attended the SME Forum themed “SME Exit Strategies & Succession Planning”. Speakers at the forum included:

Ir Prof John Mok, Chairman, Automatic Manufacturing Ltd; Chairman, HKIoD SME Committee, and;Dr Joe Leung, Founder and Principal Consultant, Organisa-tional Learning Consultancy Ltd

本會舉辦了主題為「中小企退出策略及承傳計劃」的中小企業

論壇，共有30位會員和嘉賓參加。論壇講者包括：

藝美達集團主席及香港董事學會中小企業委員會主席莫建鄰

教授，及

學習顧問有限公司創始人及首席顧問梁永忠博士

Mr Simon Peh SBS IDSM , Commissioner of the Independent Commission Against Corruption, shared his view on “From fighting corruption to promoting corporate governance: Where are we? Where should we go?”廉政專員白韞六先生分享

了香港廉政公署推廣企業

管治以打擊貪污的工作。

SME Forum中小企業論壇

•

•

•

•

Mr Ronnie Chan, Chairman of Hang Lung Properties Limited, hosted a meeting of the Dialogue with a Distinguished Director series at Asia Society Hong Kong Center. Being a seasoned chairman of a listed company, Mr Chan shared his experience and wisdom on how the board can steer the company in sustainable development. The meeting of this series acts as an interactive platform for participants to have a close encounter with a distinguished speaker.恆隆集團有限公司董事長陳啟宗先生，於亞洲協會香港中心主

持本會的「與名董對話」活動。陳先生擔任上市公司主席多年

，在活動中分享了董事會領導企業持續發展的經驗和智慧。

「與名董對話」系列為參加者提供與知名講者作近距離互動的

平台。

Dialogue with a Distinguished Director與名董對話

Professional Talk專業講座

Supported by the Companies Registry, the Institute and KPMG jointly organised a professional talk entitled “Business Innovation Series - Data Analytics and Cyber Governance”. This talk discussed the evolution of analytics, the importance of data strategy and how an organisation’s mind- set needs to change to embrace the idea of “data as asset”.本會獲公司註冊署支持，與畢馬威會計師事務所合辦專業講

座，講座探討了數據分析技術的演進，數據策略的重要，及

企業組織應如何改變思維以接受「數據就是資產」的觀念。


Prof Richard Whish, Emeritus Professor of Law at King’s College London and Queen's Counsel Honoris Causa, was invited by the Institute to deliver a talk to a group of HKIoD members. Being a world renowned scholar in competition law, Prof Whish shared his insight on “The Hong Kong Competition Ordinance: What Will Happen Next?”英國倫敦大學國王學院榮休法律系教授，英國榮譽御用大律師

Richard Whish 教授，應邀為本會會員作演講。Whish教授是世界知

名的競爭法專家，他與本會會員分享了對香港競爭法的見解。

Kindred Relations友好組識關係

Leisure Living寫意人生講座

HKIoD Chief Executive Officer Dr Carlye Tsui was invited by Junior Chamber International Sha Tin, an affiliation of Junior Chamber International Hong Kong, as guest speaker to discuss “Company Director: To Be or Not To Be?”.本會行政總裁徐尉玲博士，應沙田青年商會 (國際青年商會香

港總會之成員組織) 邀請擔任演講嘉賓，探討「董事須知」。

HKIoD and the Art Futures Group jointly organised a meeting of the Leisurely Life Talk series on “Art Investment & Appreciation Night”, which included a lecture about invest-ment in and appreciation of art pieces.本會與Art Futures Group一同舉辦寫意人生系列的講座，講座內

容有關藝術品投資和欣賞。

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Issue 21 Going paperless with your board has never been easier · 2017. 5. 9. · Going paperless with your board has never been easier Automate the board meeting process With dedicated