Annual Report for the year ended 30 June 2011 二○一一年六月三十日止年度年報 Making the connection 連結一致 服務社群 This year’s annual report cover encapsulates 本年度馬會年報的封面設計充分體現了香港賽馬會優 The Hong Kong Jockey Club’s winning spirit 秀的服務精神。彎曲的馬蹄鐵造型，映照黑板上以粉 of service. What more evocative, universal and 筆繪畫的笑臉，生動而扼要地道出馬會與香港社群的 essential reflection of a horseshoe can 關係 — 透過教育、青少年培育以至社區關愛服務，馬 there be than a simple smile drawn in chalk 會跟香港社群和廣大顧客繼續連結一致，共同孕育出 on a blackboard? From education and youth 惠澤社群的豐碩成果。 development to social care services, the Club’s connections with the community and its customers continue to grow. Each year brings rewarding new lessons in responsibility. Contents目錄 HONG KONG JOCKEY CLUB FEATURE STORIES ANNUAL REPORT 2010/11 專題報導 二 ○ 一 ○ ／一 一 年 香 港 賽 馬 會 年 報 2 Financial Year Performance Highlights 財政年度業績概覽 5 Board of Stewards 董事局 6 Chairman’s Statement 主席報告 12 Chief Executive Officer’s Statement 「連結一致，共創更好成績」 行政總裁報告 P 20 18 Hong Kong Jockey Club Organisation 香港賽馬會組織架構 REVIEW OF OPERATIONS 業務回顧 P 38 Community Project 60 Cathay Pacific Hong Kong International Races P 26 Grant scheme Guangzhou’s 國泰航空香港國際賽事 fosters new Asian Games approaches to 72 Hopping and Sunny start to Year of the Rabbit success a helping community’s 暖陽兔躍迎豐年 triumph for needy Hong Kong, too 76 Mercedes-Benz Hong Kong Derby 香港賽馬會社區資助 香港分享亞運 Mercedes-Benz 香港打吡大賽 計 劃，匡 扶 弱 勢 新 方 向 豐碩成果 82 Audemars Piguet QE II Cup & BMW Champions Mile P 33 愛彼錶女皇盃及寶馬冠軍一哩賽 Positive Ageing 100 Responsible Gambling Centre sets model 有節制博彩 for Club’s proactive approach 102 Awards and Honours 耆智園 — 馬會 獎項及榮譽 主動捐助社會迫 108 Donations 切項目的典範 年內捐款 FINANCIAL REPORT 財務報告 P 41 117 Financial Review Sichuan earthquake 財務概況 victims building new lives – thanks to 122 Consolidated Financial Statements hardware, software and Statistics and sheer spirit 綜合財務報表及統計數字 川震災民以無比決心 176 Trust Financial Statements 重 建 家 園，創 出 未 來 慈善信託基金財務報表 康莊路 2010/11 FINANCIAL YEAR 二○一○／一一財政年度業績概覽 Performance Highlights Horse Football Mark Six Racing Betting Lottery 賽馬 足球博彩 六合彩 56.7% 30.0% 13.3% Revenue Horse Football Mark Six Racing Betting Lottery by Business 賽馬 足球博彩 六合彩 業務收入 81,924 39,763 6,866 Amounts Bet by Customers 81.5% Betting and Lottery (HK$M) Returned as Revenue (HK$M) Lotteries Fund 顧客投注額（百萬港元） Dividends and 博 彩 及 獎 券 收 入（ 百 萬 港 元 ） Rebates 獎券基金 128,553 23,727 4.3% 彩金及回扣 Total 總額 Total 總額 Distribution of Revenue 收入分配 14.8% 16.2% 64.7% Available for Club Betting Duty and Profits Charities Operations Tax paid to Hong Kong 供作慈善用途 馬會經營成本 SAR Government 向香港特別行政區政府 繳納的博彩稅及利得稅 2 Employment Football Created Betting Duty 創造就業機會 足球博彩稅 Profits Tax 職位 3,560 利得稅 26,813 Jobs 328 5,385 Full time 全職 Horse Race 21,428 Part time 兼職 Betting Duty Lottery Duty 賽馬博彩稅 獎券博彩稅 9,735 1,716 Charitable Donations (HK$M) 慈 善 捐 款（ 百 萬 港 元 ） 1,622 Tax Contribution to Total 總額 Hong Kong Government (HK$M) 向香港政府繳納的稅款 （百萬港元） 15,339 Total 總額 Note: Horse race betting duty includes approximately HK$50 million duty generated by bets from Macau. 備 註：馬 會 所 繳 納 的 賽 馬 博 彩 稅，其 中 約 五 千 萬 港 元，是 澳 門單邊投注香港賽事所產生的博彩稅。 To be a world leader in the provision of horse racing, sporting and betting entertainment, and Hong Kong’s premier charity and community benefactor. To provide total customer satisfaction through meeting the expectations of all Club customers and stakeholders – the racing and betting public; lottery players; Club Members; charities and community organisations; Government; and, ultimately, the people of Hong Kong – and thereby be one of Hong Kong’s most respected organisations. 致力提供世界最高水平的賽馬、目標 體育及博彩娛樂，同時維持全港 最大慈善公益資助機構的地位。 竭誠令顧客百分百滿意，對於賽使命 馬觀眾、投注人士、獎券投注者、 本會會員、慈善機構、公益團體、 香港政府，以至全港市民，都不 能有負所望，務必置身全港最備 受推崇機構之列。 4 Board of Stewards 董事局 Mr T Brian Stevenson Dr Simon S O Ip Mr Anthony W K Chow Dr Christopher Cheng Dr Donald K T Li SBS JP CBE JP SBS JP Wai Chee SBS JP Chairman Deputy Chairman 周永健先生 GBS JP 李國棟醫生 施文信先生（主席） 葉錫安博士（副主席） 鄭維志博士 Mr Lester C H Kwok Mr Michael T H Lee Mr Philip N L Chen Mr Stephen Ip Shu Kwan Dr Rita Fan Hsu Lai Tai JP 利子厚先生 SBS JP GBS JP GBM GBS JP 郭志桁先生 陳南祿先生 葉澍堃先生 范徐麗泰博士 Dr Eric Li Ka Cheung Sir C K Chow Mr Iain F Bruce GBS OBE JP (Steward, (Steward, 李家祥博士 from 4 March 2011) until 4 March 2011) 周松崗爵士 布魯士先生 （由 2011年 3月 4日起 （擔任董事至 擔任董事） 2011年 3月 4日） 5 CHAIRMAN’S STATEMENT 主席報告 A Force for Good in Society At the close of my first year as Chairman of The Hong Kong Jockey Club, I am happy to report that the Club performed both key components of its mission in some style, continuing to provide Hong Kong people with top-class sporting entertainment while making record contributions to the community through betting duties and charitable donations. otal turnover on our racing, football gained many admirers worldwide, I believe it currently – in the eight years since football betting betting and Mark Six operations reached does not always get the recognition it deserves was introduced. a record HK$128.55 billion, a 9.9% here in Hong Kong, which is a great shame as Likewise, reforms made to the betting duty Tincrease on the previous year, of which HK$104.83 there is so much more the Club could still do, structure for horse racing at the Club’s urging billion was returned to customers as dividends given its high reputation internationally and the in 2006 have proved successful in stemming and rebates and HK$15.01 billion was paid to growing globalisation of the industry. Instead, the outflow of money to illegal operators, and the Government in betting duties, a 12.5% these market opportunities are being taken up increased the Government’s betting duty revenue increase and another record. Including profits by others, with none of the benefits accruing by some 25% in the ensuing five years, although tax of HK$328 million, our payments to the public to Hong Kong. the Club’s margin has grown far less. Whenever purse represent 7.3% of all taxes collected by As a vivid example of this, football betting the Club has proposed changes to the status quo Inland Revenue Department during the year. had already become rampant in the illegal and in the interests of Hong Kong, the promised In addition, we made donations to charitable offshore market before the Government allowed benefits have materialised. and community projects of HK$1.62 billion the Club to introduce a regulated service in 2003, t is also worth noting that the way we through The Hong Kong Jockey Club Charities after some five years of hard negotiation. Since approach our role as a major community Trust, a 6.6% increase on last year’s record then, the Club has been able to develop this benefactor is focused not just on immediate HK$1.52 billion. We also contributed HK$1.03 into the world’s most successful football betting socialI needs, but on the longer-term interests billion to the Lotteries Fund, which supports operation and return a hefty HK$21.72 billion of Hong Kong. social welfare projects. This brings the Club’s to the Treasury in betting duties. Our six guiding principles are that we aim total return to the Hong Kong community close Indeed it is the success of our football to bring the widest possible benefits to different to HK$18 billion, and that is before indirect operations that has enabled us to continue sectors of the community; we partner other benefits such as employment and other spending increasing our charitable donations year after bodies such as Government, universities and are added to the equation. year, at the same time as our margins on NGOs wherever appropriate; we aim to It continues to be a source of great pride horse racing have remained flat at best. It is complement rather than duplicate existing that the Jockey Club is able to serve Hong Kong no coincidence that our charitable donations support networks and fill service gaps; we try in this way through its not-for-profit business have jumped 60% – from an average HK$1 to be proactive, responsive and flexible; we model. Although this successful formula has billion a year to more than HK$1.6 billion identify emerging needs in conjunction with 6 construct a new college building and launch an Integrated Healthcare Education Programme, which will help address the current shortage of trained nurses and healthcare workers, a critical issue for Hong Kong in the face of its growing elderly population. t the other end of the scale, we have committed a total of HK$212 million over the coming three years to support Asome 52 smaller projects run by partner agencies under our Community Project Grant (CPG) scheme. These are all innovative projects that perform a valuable service in the community but would not normally receive public funding. Notable examples are a suicide prevention service for the elderly, and the Agency for Volunteer Service which provides a bank of volunteers with specialised skills to help the needy. In total we have committed some HK$620 million to support CPG since we launched this scheme in 2005. And in the past three years At the groundbreaking ceremony for a new alone, the proportion of our donations allocated Club-funded hostel block at Lingnan University, to helping the needy has risen from 29% to 46% Mr Stevenson chats with two students who are also beneficiaries of The Hong Kong Jockey Club of the total, reflecting our concern for addressing Scholarship Scheme.