風險管理 Meetx Auto-Syncs Its Content So Board Members Have Ready Access to Their 公司董事當仁不讓 Documents, Private Notes, Approvals, and Surveys, Whether Online Or Offline

Issue 21 第21期

Going paperless with your board has never been easier For business leaders www.hkiod.com

Issue 21 第21期

Organisations around the globe are experiencing the benefits of the Boardvantage board portal called MeetX. You can too.

Automate the board meeting process With dedicated workflows and support for last-minute updates, MeetX automates boardbook creation and distribution. Board members view the particulars of the current meeting or quickly reference relevant items from previous meetings. Any updates are flagged with visual cues.

Go beyond boardbook access When it comes to eSigning consents, voting on resolutions, or filling out self- assessments, MeetX makes all board process paperless. DIRECTORS URGED TO TAKE LEAD TO MANAGE RISKS Make online-to-offline transparent 風險管理 MeetX auto-syncs its content so board members have ready access to their 公司董事當仁不讓 documents, private notes, approvals, and surveys, whether online or offline. Even annotations made offline sync back to the server when the board member is back online.

Cut cost, time and paper With MeetX, you no longer have to print, ship and track board materials, and Symbol of Credit in Director CPD 董事持續專業進修嘉許標誌 no one has to lug them around.

More details on P.35 詳情請參閱 Xinjiang Goldwind 第35頁 Science & Technology Co, Ltd boardvantage.com/hk Commitment to Clean Energy Sets In 50 countries and half the Fortune 500 Apart Wind Turbine Maker’s Board Unit 2-3, 20F, Fu Fai Commercial Centre, 27 Hillier Street, 新疆金風科技股份有限公司 Request a free demo at boardvantage.com/demo Sheung Wan, Hong Kong 致力清潔能源 +852 2108 4600 | [email protected] 成就不一樣的董事會

Ad_BV_Institute_of_Directors_HK_210x285_062116.indd 1 6/21/16 4:39 PM EVEN THE BEST PLAYERS NEED A FLAWLESS PLAN TO STAY AHEAD OF THE GAME. Sponsored by: 贊助機構

Publisher 出版機構 The Hong Kong Institute of Directors 香港董事學會 The Hong Kong Institute of Directors 香港董事學會 Patron EVEN THE BEST PLAYERS Sponsor 贊助機構贊助人 Corporate Governance Development Foundation Fund 企業管治發展基金 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 Publishing Board 出版委員會 Dr the Hon Moses Cheng GBM GBS OBE JP Mr Stanley Mok (Chairman) 莫兆光先生（主席）鄭慕智博士 Ms Bonnie S Y Chan 陳心愉女士 Past Chairmen 前任主席 NEED A FLAWLESS PLAN Mrs Margaret S Leung 梁甘秀玲女士 Dr Herbert H M Hui JP 許浩明博士 (Deceased)(已故) Mr Ka-Yin Li 李家彥先生 Mr Peter S H Wong MBA 黃紹開先生 Mr Richard Tsang 曾立基先生 Dr Kelvin Wong JP DBA 黃天祐博士 Dr Carlye Tsui 徐尉玲博士 Council 理事會 (2016-2017) TO STAY AHEAD OF THE GAME. Project Management 項目統籌 Executive Office, The Hong Kong Institute of Directors Chairman 主席: 香港董事學會行政處 Mr Henry Lai 賴顯榮律師 For enquiries about circulation and advertisement, please contact: Deputy Chairmen 副主席: 有關發行及廣告查詢，請聯絡： Mr George Magnus BBS OBE MA(Cantab) 麥理思先生 Chief Business Officer: Ms Miriam Yee Ir Edmund K H Leung SBS OBE JP 梁廣灝工程師業務總監：余海恩小姐 Dr David Wong BBS JP 黃友嘉博士 For editorial enquiries, please contact: Dr Christopher To 陶榮博士有關編輯上的查詢，請聯絡： Mr Liu Tingan 劉廷安先生 Senior Projects Executive: Mr Ronald Wu Treasurer 司庫: 高級統籌主任：胡鈞洛先生 Mr Man Mo Leung 文暮良先生 Tel 電話： +852 2889 4088 Immediate Past Chairman 前任主席: Fax 傳真： +852 2889 9982 Dr Kelvin Wong JP DBA 黃天祐博士 Email [email protected] 電郵： Chief Executive Officer 行政總裁: Editor 編輯 Dr Carlye Tsui BBS MBE JP 徐尉玲博士 Ms Lily Yau 邱念椿小姐 Council Members 理事會成員: Designer 設計 Ms Bonnie S Y Chan 陳心愉女士 Mr Ray Chau Dr Leonard S K Chan 陳新國博士 Overa Creative Dr Charles Cheung JP MBA DBA (Hon) 張惠彬博士 Tel 電話: +852 6278 8814 Dr Justin K H Chiu 趙國雄博士 Email: [email protected] Prof Y K Fan BBS JP 范耀鈞教授 www.overacreative.com Mr George Hongchoy 王國龍先生 Mr Randy Hung 孔敬權先生 Printer 印刷商 Mr Ip Shing Hing JP 葉成慶律師 Asiabest Interactive Production Mr Carmelo Lee JP 李嘉士律師雄霸互動多元製作 Mrs Margaret S Leung 梁甘秀玲女士 Email: [email protected] 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 http://www.hkiod.com/21century.html 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

The Hong Kong Institute of Directors is Hong Kong’s premier body representing directors to foster the long-term success of companies through advocacy and standards-setting in corporate governance and professional development for directors. 香港董事學會為香港代表專業董事的首要組織，其宗旨是促進所有公司的持久成就；為達成使命，學會致力提倡優秀企業管治與釐訂相關標準，以及協助董事的專業發展。

2104 Shanghai Industrial Investment Building, 48 Hennessy Road, Wan Chai, Hong Kong 香港灣仔軒尼詩道48號上海實業大廈2104 Contents Issue 21 第21期內容

Cover Story 06 封面故事 DIRECTORS URGED TO TAKE LEAD TO MANAGE RISKS 風險管理公司董事當仁不讓 New Thinking 28 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

Family Members in Past Awardees of 32 HKIoD’s Membership 14 Directors Of The Year 學會家族成員專訪「傑出董事獎」歷屆得主 Interview: Mr Stanley Mok and Mr Stephen Mok Xinjiang Goldwind Science & 專訪莫兆光先生和莫仲堃先生 Technology Co, Ltd: Commitment to Clean Energy Sets Apart Wind Turbine Maker’s Board Outreach and Kindred Relations 新疆金風科技股份有限公司：外展及友好聯盟活動致力清潔能源成就不一樣的董事會 36 The HKIoD Delegation to Qianhai Director in Focus 香港董事學會前海訪問團 18 董事專訪 Image Maker Builds Success on Feature Article Sound Governance 38 特稿企業管治成就公關大師 Iran to Form 'Bridge of Turquoise' for One Belt One Road 「一帶一路」伊朗的新出路 Corporate Governance 企業管治 24 Members’ Milestones From fighting corruption to promoting 42 會員里程碑 corporate governance The Hong Kong ICAC’s experience 從打擊貪污至推廣企業管治 HKIoD Programme Briefs 香港廉政公署的經驗 45 香港董事學會活動簡報 Still using paper board packs?

By moving to a digital meeting solution a board could annually save up to

2.75 fully grown trees

11,880 liters of water

192.72 liters of waste gas

6ɉJPHS:\WWSPLYVM+PNP[HS4LL[PUN:VS\[PVUZ[V;OL/VUN2VUN 9\NI`

Book a demonstration today

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

s Chinese wisdom would So how does that compare to your ranking Commission of Hong Kong (SFC) before have it, the term “crisis” is of the risks your company faces as per assuming her current post to oversee made up of two characters – your perceived degree of importance? It is compliance department of HKEX. “Once peril (危) and opportunity (機). perfectly fine if the global list does not an organisation has classified its various ARisks are part and parcel of doing come close to what you have in mind or if risks, it should seek to deal with them business. So how does an organisation go some of the risks given have not even through acceptance, mitigation, etc,” she about keeping risks at bay and better still, crossed your mind. Risk rankings are advised. turning a crisis to its favour? In addition, “subjective” in that a lot depends on the how do you, a company director, identify circumstances of the subject assessing How to Identify Risks the different threats to your business and the risks. The key is for each organisation No “‘one-size-fits-all’ method” exists by prioritise them to cope accordingly? to prioritise its risks according to its which organisations can “classify and deal operating environment, its sector and its with risks,” Ms Kwan pointed out. For a number of years, the World own strengths and weaknesses. Economic Forum has been conducting an As she explained it, one way to classify annual survey of business people world- “Yes, organisations are faced with a risks is “by origin.” Broadly speaking, wide to assess their view on risks. myriad of risks,” said Ms Angelina Kwan, internal risks originate from within the Findings of its latest Executive Opinion Head of Regulatory Compliance Depart- organisation, for instance, human capital Poll of 13,000 respondents from 140 ment of the Hong Kong Exchanges and risk and operational systems risk. Exter- economies, as summarized in the Global Clearing Ltd (HKEX). “Depending on nal risks stem from forces outside the Risks Report 2015, offer the global view its business nature, each organisation control of the organisation, including on risk ranking as follows: should find a way to identify, understand regulatory changes, socio-economic 1. Unemployment and underemployment; and deal with the various risks it may cycles and natural disasters. 2. Energy price increases; come across.” Ms Kwan can speak with 3. Failure of national governance; authority on risk management, having Another way to identify risk is to utilise an 4. Asset bubbles; headed compliance work for various “enterprise-wide risk management frame- 5. Financial crises; and financial houses and performed regula- work” to manage the organisation’s risks 6. Cyber-attacks. tory duties at the Securities and Futures “holistically,” she said. Such a method will

6 HKIoD: THE 21ST CENTURY DIRECTOR stipulate that at least once a year, directors 2. The migration of asylum seekers; must conduct a review of the effectiveness 3. Terrorist attacks in major cities with of a listed company’s internal control financial centres; systems, including risk management 4. Protectionist movements in various functions, noted SFC Executive Director major economies; of Corporate Finance Mr Brian Ho. He 5. Actions by various central banks; and reminded listed companies that the 6. Tension from disputes about sover- Corporate Governance Code must be eignty over the Spratly Islands and applied on a “comply or explain basis.” As Diaoyutai or Senkaku. the regulator of the securities and futures markets, one of the SFC’s roles is to carry out active surveillance of listed companies. “Each of these events could have a profound effect on the world’s financial Mr Ho said listed companies should take a markets, which would then have a cue from the financial crisis of 2008, which knock-on effect on Hong Kong’s economy was caused, in part, by failure in govern- and markets, at least,” Ms Kwan said. ance and risk management among financial institutions. “Serious consequences can Internal Risks: Keeping an Eye on similarly arise in listed companies if risks People, Finance are not identified and managed properly,” Notably listed companies are paying he said. It follows that “effective risk increasing attention to operational management is crucial for the protection, systems integrity, financial soundness, well-being and growth of companies.” keeping abreast of innovation for growth, as well as talent management. External Risks: Factoring in Interconnectivity Succession planning is part of talent Like all organisations, listed companies management. Unfortunately for this part allow the organisation to see risks from the in Hong Kong are faced with readily of the world, cultural and social mores broader perspective of an enterprise, thus identifiable external threats such as are such that “fewer local/mainland allowing “better assessment” of integrated public policy or regulatory changes, Chinese companies have a formal risks and key controls. economic and socio-political instability, succession plan in place at Board level,” market volatility, technological disrup- said Ms Alva Lee, KPMG Director of Be they external or internal, risks can be tion, cyber-attacks and natural disasters. Risk and Consulting. And that is “despite classified by nature into these types: And it is often the big picture that should the increasing importance of succession strategic, compliance, operational and keep company directors on their toes. planning in achieving optimal board reputational. compositions as well as facilitating “The world is so interconnected nowa- whether there is a right combination of No matter how they identify or classify days that events from one country or skill sets, experience and perspectives to risks, organisations must “find a way to do region can affect greatly the rest of the probe management’s strategic assump- it so that a risk does not materialise into a world,” said HKEX’s Ms Kwan. “As the tions and help the company navigate an real threat or an event that can ruin or saying goes, ‘When China sneezes, the increasingly challenging global and bring down the organisation,” Ms Kwan rest of the world catches a cold.’” She business environment,” she said. warned. Organisations also should take all added that “uncertainty and fear are very risks into account and “at least, quantify large factors affecting global markets.” Separately, chief financial officers must risks so that they know their potential keep an eye on “financial reporting risk,” financial impact, if any,” she said. From this broad perspective, Ms Kwan which invariably involves “a range of zoomed in on “some of the most pressing possible outcomes” requiring management Know Risks from Listed Company or impactful overseas threats affecting to make “difficult judgment and Perspective businesses in Hong Kong and China.” estimates,” said Ms Loren Tang, KPMG Given that the general public is among Examples she gave of inter-connected Partner. “Quality financial reporting their investors, listed companies have even risks may be sweeping in scope but requires a structured and robust process to more of an obligation to manage risks. The specific in nature: develop accounting judgments and Listing Rules administered by The Stock 1. The outcome of the US Presidential estimates,” she said. “Hence it is important Exchange of Hong Kong Ltd (SEHK) election in November; to understand management’s framework to

香港董事學會: 廿一世紀董事 7 Cover Story 封面故事

help ensure that appropriate controls are in Ms Tang said. In addition, “many board 司所面對的不同威脅？這些威脅的優先處 place for financial reporting.” members have taken steps to strengthen 理次序又該如何釐訂呢？ their oversight of risks, such as, by setting For a current example, Ms Tang cited the up a risk management committee and 多年來，世界經濟論壇每年均會展開意見 new international standards on reporting focusing on prioritising risks.” 調查，徵詢商界人士對當前風險的看法。 revenue and leasing transactions to take 該組織於2015年發表的《全球風險報告》 effect on 1 January 2018 and 1 January Board members should have a clear ，根據13,000位來自140個經濟體人士的意 2019 respectively. In changing the way picture of the company’s risk culture, 見，歸納出最受全球關注的風險，次序如 many companies recognise revenue from more clearly define its risk appetite, so 下： customer contracts and record assets and that they can pay more attention to 1. 失業及就業不足； liabilities for rights and obligations matters of ‘upside of risk taking’ versus 2. 能源價格上升； related to leasing arrangements, the risk avoidance. 3. 國家治理失效； upcoming reporting standards “will have 4. 資產泡沫； a significant impact across the board – Understand Risk Appetite 5. 金融危機；以及 from business terms and conditions to Since risks can never be eliminated 6. 網絡攻擊。 contracting processes and systems, data entirely, taking calculated risks is just as and accounting processes,” she said. important as avoiding risks. This is where 自家企業所面對的不同風險，大家對箇中 Listed companies are encouraged to the board has a major role to play. 輕重固然心中有數，那相比上述調查的排 “finalise implementation plans” for the 序又有何異同呢？若你心目中的排序與那 new standards as soon as possible. As the highest level of decision makers, 全球性的大相逕庭，又或有些風險是你未 the board must use an “integrated 曾想到的，不用擔心，因為風險高低是「主 How to Deal with Risks approach” and a systematic way to assess 觀」的，很大程度取決於調查對象評估風 So having identified risks, how should the “risk appetite” of their company to 險時所處的環境。對企業來說，重點是要 companies mitigate them? There are the understand “the potential cost and 根據本身的經營環境、行業和強弱項來釐 “three lines of defence” in enterprise risk benefit of business decisions,” Ms Kwan 訂處理風險的優先次序。 management: said. • First line – individual business units, 「企業總要面對各式各樣的風險。」香港 which must assess risks and control “While it is impossible to remove all risks 交易及結算所有限公司(香港交易所)監管 them; from an organisation,” said the SFC’s Mr 合規部主管關蕙女士說。「每家企業都應 • Second line – standard setters, whose Ho, “if directors properly understand the 根據自己的業務性質，設法識別、理解和 job is to monitor risks and controls, risks at stake, they can make informed 應對可能遇到的風險。」關女士現時負責 look for emerging threats and design decisions about the business and take 確保香港交易所的運作合乎所有法規要求 processes to manage such threats; and calculated risks.” 。此前她曾主管多家金融機構的合規工作 • Third line – internal auditing unit, ，亦曾在證券及期貨事務監察委員會(證監 which double-checks on the functional- As technology advances and global markets 會)擔任監管職務，對風險管理工作經驗豐 ity and performance of the first two evolve, listed companies can be certain that 富。「企業為所面對的風險作出分類後， lines of defence. they will have to remain vigilant and watch 應釐定本身的風險接受程度、採取有效降 over risks. Regulators will also be paying 低風險的措施等，以應對風險。」關女士 close attention. “The SFC and the SEHK 建議。 “The challenge for companies is to co-or- will continue to work closely together to dinate the three lines of defence to ensure encourage better corporate governance in 如何識別風險 no gap exists in managing priorities and Hong Kong listed companies,” Mr Ho 關女士指，「風險分類和處理」並沒有「放 no duplication of efforts,” Ms Lee said. said. And that will include “provisions on 諸四海而皆準」的方法。 risk management, according to the needs Policies and procedures are another of the market and with reference to 據她的解釋，「源頭分類」是其中一種風 important element to risk management. international standards.” 險分類方法。概括而言，內部風險源自企 HKEX’s Ms Kwan suggested that these 業本身，例如人力資本風險及營運系統風 be put in place to cover key areas such as 險等。外部風險則由非企業所能控制的因 operations, human resources, regulatory 謂「危機」，是表達中國語素造成，包括監管機制的改變、社會經濟 compliance and internal controls. 文智慧的例子。「危」意指的周期變化、天災，諸如此類。危險，「機」卻或使人聯想 At the board level, directors should “refine 所到機會。營商離不開風險，關女士續說，另一識別風險的方法，是以 and broaden boardroom discussions 那企業應如何管理風險，甚至做到轉危為「企業風險管理架構」來「全面地」管理 about strategy and risk management,” 機呢？而你作為公司董事，該如何識別公企業的風險。此方法可從更廣闊、涵蓋整

8 HKIoD: THE 21ST CENTURY DIRECTOR 個企業的角度來檢視企業所面對的風險，足以影響香港及中國企業的緊急或重大威可以「三道防線」達至企業風險管理：能「更有效評估」整體風險和主要監控程脅」。關於關連性風險，她舉的例子涵蓋 • 第一道防線 — 所有業務部門，都有責任序。面很廣，卻又有各自獨特的性質：評估及控制風險； 1. 11月美國總統選舉的結果； • 第二道防線 — 標準制定部門，專責監察不論是外部或內部風險，都可按其性質分 2. 中東地區難民潮的動向；風險及管控措施、尋找醞釀中的威脅，為以下幾類：策略風險、合規風險、營運 3. 主要金融中心發生恐怖襲擊；及制訂管控風險的措施；風險及信譽風險。 4. 保護主義在主要經濟體抬頭； • 第三道防線 — 內部審計部門，負責覆核 5. 各國央行的行動；及第一道和第二道防線的功能和表現。無論企業如何識別和分類風險，它們都必 6. 因南沙群島及釣魚島的主權問題而持續須「設法控制好風險，以防風險變成真正緊張的局勢。「要協調好三道防線，確保各部門對風險的威脅，或升級為足令企業蒙受損失，甚輕重有相同認知，並避免重複工作，這是至倒閉的事故。」關女士說。企業亦不應「以上每一件事，都能對世界各地的金融企業要面對的挑戰。」李女士說。忽視任何一項風險，同時「最少要做到量市場構成深遠影響。連鎖反應下，香港的化風險這一步，估計風險能造成的財務損經濟和市場也不能倖免。」關女士說。風險管理亦講究政策和程序。香港交易所失。」她說。的關蕙女士建議企業要為營運、人力資源內部風險：留心人事與財務、監管合規及內部管控等重要範疇制定政從上市公司角度了解風險上市公司明顯越來越注重營運制度完善和策和程序。投資上市公司的不少是普羅大眾，因此上財政穩健，保持創意以持續發展，及做好市公司更須做好風險管理。證監會執行董人才管理。至於公司董事，則應「改善和拓闊董事事(企業融資部)何賢通先生表示，由香港會內有關發展策略及風險管理的討論。聯合交易所有限公司(聯交所)負責執行的繼任培育計劃是人才管理的一部分，然而」鄧女士說。此外，「許多公司董事已《上市規則》規定，上市公司的董事必須我們身處地區的文化和社會觀念，令「很採取措施以強化監控風險的能力，例如每年最少一次檢討公司的內部監控系統，少本地或中國大陸企業的董事會有正式的成立風險管理委員會，及釐定風險的優其中包括風險管理的功能。他提醒上市公繼任培育計劃。」畢馬威風險管理諮詢總先處理次序。」司在遵守《企業管治守則》時必須遵循「不監李懿玲女士說，「事實上，繼任培育計遵守就解釋」的原則。作為證券及期貨市劃的作用越來越重要。它有助完善董事會公司董事應清楚了解公司應對風險的文化場的監管機構，證監會的其中一個職責是組成，可確保董事會有合適的技能、經驗，亦要清楚訂明公司的風險胃納。這樣才積極監管香港上市公司。及視野來評估管理層提出的發展策略，也能發現「承受風險所得的好處」，企業才可協助企業應對挑戰日趨嚴峻的環球營商不會只管迴避風險。何先生表示，上市公司應以2008年金融危機環境。」為鑑，因為導致危機爆發的部分原因，便是認清風險胃納金融機構沒有做好企業管治及風險管理。「企業的財務總監還有另一任務。畢馬威合風險是無法根除的，承擔經過計算的風險如果上市公司沒有識別和管理好風險，可能伙人鄧苑儀女士表示，財務總監必須注意，跟懂得迴避風險同樣重要。董事會於此招致同樣嚴重的後果。」他說。由此可見，「財務報告風險」。這類風險涉及「眾多扮演重要角色。「有效的風險管理有助企業保護自己，確保可能出現的結果」，管理層因而要作出「困營運質素，得以持續發展。」難的判斷及評估」。「優質的財務報告，作為企業的最高決策者，董事會必須利用需要有系統和穩健的程序來訂立會計判斷「綜合模式」和系統性方法來評估公司的外部風險：緊記世界一體化及估計準則。」她說，「理解企業管理層「風險胃納」，以了解「一個商業決定的有些外來威脅不難辨識，例如公共政策或的架構相當重要，能確保財務報告採納了潛在成本和利益。」關女士說。監管機制改變、經濟及社會政局動盪、市適當的管控措施。」場波動、科技革新、網絡攻擊和天災，都「企業營運不可能完全沒有風險。」證是本地上市公司以至所有企業都得面對的鄧女士以會計準則的近期發展為例。匯報監會何先生說，「公司董事若能充分理。而公司董事需要密切關注的是大環境的收入及租賃交易的新國際準則將於2018年解所面對風險，便可為公司業務發展作變化。 1月1日及2019年1月1日生效。很多企業入出有根據的決策，及決定承擔小心計算帳客戶合同交易收入的方式，及紀錄租賃過的風險。」「現今世界各地的聯繫異常緊密，一個交易權利和責任所產生資產及負債的方法國家或地區有事發生，足可令其他地方，都要因應新準則而改變。新準則也「將科技不斷進步，全球市場不斷發展，上大受影響。」香港交易所的關蕙女士說對董事會構成重大影響，商業條款細則，市公司肯定要對潛在風險時刻警覺。監，「近年有句諺語：『中國打噴嚏，其到合約訂立過程，系統、數據和會計流程管機構也會繼續密切留意市場風險的發它地方要得感冒。』」她又補充說「不序都不例外。」鄧女士說。香港上市公司展。「證監會及聯交所將繼續緊密合作確定性與恐慌是影響全球市場的重要因應盡快為新準則「制訂執行計劃」。，促進香港上市公司提升企業管治水平素。」。」何先生說。措施將包括「根據市場如何處理風險需要及參考相關國際標準而制訂的風險關女士接著把討論聚焦於「一些來自境外，企業識別風險後，應如何減低風險水平？管理規定」。

香港董事學會: 廿一世紀董事 9 Streamline the whole meeting process and improve board communications with Convene. The paperless, secure board portal and meeting software used by the boards and senior executives of FTSE 100, Fortune 500 companies, banks and governments in more than 30 countries.

“I’ve looked at 11 products, you’re by far the best, and the price is reasonable. I’m not even going to go to the board.” International Association of Assessing Ofﬁcers

Request a Demo or Trial [email protected] +852 2152 3666 azeusconvene.com/HKIoD Sidebar 側邊欄

Streamline the whole meeting How an SME hange is a constant challenge you a call to complain. Instead, they put process and improve board for a company engaged in the their comments on your Facebook page.” Tackles Risks fickle business of wearable Online complaints can spread like wild C electronics. In his capacity as fire to ruin a company’s reputation. That communications with Convene. to Stay General Manager of Leader Radio Tech- is why LRT monitor these platforms nologies Ltd (LRT), a regional leader in around the clock. atop in a the distribution of brand-name IT The paperless, secure board portal and gadgets, Mr Leo Chan is qualified to Among internal risks, Mr Chan listed Fast-moving offer some words of wisdom on risk “capacity issue” as his major concern, meeting software used by the boards and Sector management. calling it “perhaps the growing pain of a senior executives of FTSE 100, Fortune company.” Having a large product Not surprisingly, Mr Chan named offering can strain company resources in 500 companies, banks and governments in 市場瞬息 “intense competition” as the biggest more ways than one. As it is, more staff external risk. “If we do not move fast are needed to manage the customer more than 30 countries. 萬變 enough, our profit margin will be under- database and communication channels to mined quickly,” he said. “We need to stay cater to a large number of product 中小企如何 on top of a trend to source a winning replacement requests. Meanwhile, LRT’s 應對風險 product.” He recalled how in 2007, LRT finance department has to use 16 differ- “I’ve looked at 11 products, you’re by far the best, and the rode the crest of a new wave of smart- ent payment methods and procedures to price is reasonable. I’m not even going to go to the board.” 闖出生天 phone accessories by being the first to satisfy 16 suppliers. And having 300 introduce iPhone cases to Hong Kong. dealers “who are in different financial International Association of Assessing Ofﬁcers Today, so many other players are in the positions” requires the company to “pay market that “you can hardly make any extra attention” to offering credit during profit,” he said. an economic downturn, he said.

By the same token, LRT management spotted the rising popularity of fitness- or So how does an SME (small and medium sports-related electronic products such enterprise) deflect risk exposure to get as Fitbit three years ago. As the Hong stronger and bigger? Mr Chan believes Kong economy slowed in the past two that prudence is the key. Ironic though it years, this category “has become our may sound, he claimed that LRT has “not growth driver,” Mr Chan said. been very aggressive in business expansion.” Surely, the 16-year-old company To stay on top of market trend, Mr Chan has branched out from Hong Kong to set and his colleagues regularly attend indus- up offices in Shanghai, Beijing, Guang- try events overseas, listen to customers zhou, Chengdu and Singapore. But “we and keep an eye on Kickstarter and other never spend more than we earn,” Mr crowd-funding organisations to see how Chan said. new brands respond to market enquiries. But more importantly, they monitor He further believes that central to mitigat- closely online discussions and the social ing risk is to keep doing what one is good media because these are “an external at. “If you do something you are not risk.” “Customers usually have higher capable of, you can get into trouble,” Mr expectation of electronic gadgets,” he Chan warned. Apparently, LRT learned a explained. “If their expectation is not met, lesson early on. The company started as a they will not send you an e-mail or give distributor of wireless household phone

Request a Demo or Trial [email protected] +852 2152 3666 azeusconvene.com/HKIoD 香港董事學會: 廿一世紀董事 11 size: 210mm (W) x 285mm (H)

Sidebar 側邊欄 The World’s Most Successful Board Portal sets. Having made a good profit, management 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 為領先市場潮流，陳先生和他的同事定期中小型企業應如何處理風險以壯大業務？到海外參加業界活動，與聆聽客戶的意見陳先生相信，箇中的關鍵是保持謹慎，這戴式電子產品日新月異，產，和留意Kickstarter及其他眾籌平台，觀察聽起來有點矛盾，但陳先生稱LRT「在擴充品市場瞬息萬變，銷售這類新品牌如何回應市場查詢。但更重要的是業務時確實沒有過分進取」，即使這家成穿產品的公司自然要面對的挑，他們會密切關注網上討論及社交媒體，立了16年的公司已經衝出香港，到上海、 With 120,000+ users globally, Diligent Boards™ is the Most Used 戰。Leader Radio Technologies 因為這些都是「外部風險」。「客戶往往北京、廣州、成都及新加坡成立了分公司 Ltd（LRT）是區內首屈一指的名牌數碼產對電子產品有較高期望。」他解釋說，「。「我們是不會容許公司入不敷支的。」 Board Communications and Collaboration Tool in the World 品代理商，陳利先生作為LRT的總經理，在如果產品令他們失望，他們不會給你發電陳先生說。管理風險方面經驗豐富，他的意見值得參郵或打電話來投訴，而是在你公司的考。 Facebook頁面寫下意見。」網上投訴可如他又認為專注所長是能否減低風險的關野火般蔓延，令公司的商譽毀於一旦。正鍵。「不自量力就是自尋煩惱。」陳先 Combining pioneering features, unparalleled technology and 不出所料，陳先生認為「市場競爭激烈」因如此，LRT無時無刻都監察着這些網絡平生的忠告，顯然源自LRT早年受過的教訓是公司最大的外部風險。「如果我們的行台。。該公司以分銷室內無線電話起家。嘗 remarkable performance, Diligent Boards enables users to: 動不夠迅速，利潤率很快就會被蠶食。」過甜頭後，公司管理層決定自創品牌，他說，「我們需要走在潮流之前，才有機內部風險方面，陳先生最關注公司業務增以尋求更高的利潤率。「然而，事實證 Digitally compile, distribute and access board materials SCHEDULE A DEMO: 會找到『皇牌』產品。」他憶述LRT如何在長會否超過員工所能負荷，指出這「也許明自創品牌並非我們所長。」他憶述道 via simple and intuitive interface 2007年，藉着智能電話配件的熱潮，成為是每家公司成長時難免遇到的問題」。商，「這次經驗令我們受到教訓」，自此 +852 3008 5657 Work online or ofﬂine from any global location 全港首家引入iPhone手機殼的公司。而天品種類繁多的代價是公司須在多方面投放亦不再「越界」。 [email protected] ，這個市場已充斥競爭者，「你已經無法資源——首先，要聘請更多人手來管理客 Beneﬁt from world-class, market leading security features 從中盈利了」他說。戶數據庫和客戶服務渠道，以應付大量更陳先生更懂得如何將風險化為商機。儘管 diligent.com/HKIOD 換產品的要求；其次，LRT的財務部面對網上討論區和社交媒體給公司構成一定風 Utilize award-winning 24/7 service from Diligent experts 承襲當初引入智能電話配件的策略，LRT管 16家供應商，要處理16種不同的付款方式險，卻有商機蘊藏其中。說到把廣告轉化理層於三年前看到與健身或運動有關的電和流程；此外，公司有300家經銷商，他們成銷售，「新媒體較傳統媒體更為有效」子產品，例如Fitbit，越來越受歡迎。雖然「各有不同的財政狀況」，因此陳先生說。認識這一點的LRT在兩年前便開設了網上過去兩年香港經濟放緩，但這類產品「成，在經濟低迷的今天，他們向經銷商提供商店。時至今天，Facebook上的廣告為公為了公司增長的動力」陳先生說。信用額也要「額外留神」。司貢獻了一定的銷量。-LY

Diligent is a trademark of Diligent Corporation, registered in the United States. All third-party trademarks are the property of their respective owners. ©2016 Diligent Corporation. All rights reserved. 12 HKIoD: THE 21ST CENTURY DIRECTOR Hong Kong’s Premier Body Representing Professional Directors ॶौಢᙑޟٱॷ෫фߒடཾီ

ȫٱThe 21st Century Director ȪГΙжकီ Free Registration Form for Non-Members ߨོষջາॏᎧߒਿ

ŇŰųġůŰůĮŮŦŮţŦųŴĭġűŭŦŢŴŦġŤŰŮűŭŦŵŦġŵũŦġŧŰŭŭŰŸŪůŨġŧŰųŮġŪůġŧŶŭŭġŢůťġŧŢŹġţŢŤŬġŵŰġĬĹĶĳġĳĹĹĺġĺĺĹĳġ ŵŰġųŦŤŦŪŷŦġŢġŧųŦŦġŤŰűźġŰŧġŕũŦġĳĲŴŵġńŦůŵŶųźġŅŪųŦŤŵŰųŕũŦġĳĲŴŵġńŦůŵŶųźġŅŪųŦŤŵŰų ༈ઍӱĬĹĶĳġĳĹĹĺġĺĺĹĳġٮᏰོོষȂ፜༲ׂоήߒਿٱߨီ ȫٱᎧȪГΙжकီڥ։џջາ

őųŪůŤŪűŢŭġŤŰŮűŢůźġŤŢŵŦŨŰųźġ ŎźġţŶŴŪůŦŴŴġţŦŭŰůŨŴġŵŰġŵũŦġŧŰŭŭŰŸŪůŨġŪůťŶŴŵųźİűųŰŧŦŴŴŪŰů 1. ܚ឴ϴѧ᜸տĻĮġ 6. ϴѧཾ୛ܚ឴՗ཾİடཾĻ சއڈȃిڈōŪŴŵŦťġϯҾ ˎ łŤŢťŦŮŪŤĭġņťŶŤŢŵŪŰůġŔŦųŷŪŤŦŴġి ˎ ϠټőųŪŷŢŵŦġ ˎ ˎ łŤŤŰŶůŵŢůŤźġŔŦųŷŪŤŦŴġྻ঍އச ጛ׀ġİġࠧж୨ܠޱŔŵŢŵŶŵŰųźġİġŏŰůĮőųŰŧŪŵĮŅŪŴŵųŪţŶŵŪůŨġ ˎ ˎ łųŤũŪŵŦŤŵŶųŢŭĭġŃŶŪŭťŪůŨĭġńŰůŴŵųŶŤŵŪŰůġņůŨŪůŦŦųŪůŨĭġŔŶųŷŦźŪůŨġ࢙ᒝȃ࢙ൄȃ࢙ᒝЍ຀ȃเ༓ ˎ łųŵŴĭġńŶŭŵŶųŦĭġņůŵŦųŵŢŪůŮŦůŵġ᜹ങȃћмȃ਎ጄ ŏŰįġŰŧġţŰŢųťġŮŦŮţŦųŴġŪůġűųŪůŤŪűŢŭġŤŰŮűŢůźġ ˎ ŃŢůŬŪůŨĭġŇŪůŢůŤŪŢŭġŊůŴŵŪŵŶŵŪŰůŴġ቙֖ȃࠛᓉᑟᅹ சއசȃᇒನއΡኵĻĮ ˎ ŃŶŴŪůŦŴŴġħġŎŢůŢŨŦŮŦůŵġŔŦųŷŪŤŦŴġ྽சٱီޟ឴ϴѧܚ .2 ˎ ĽĶġġġġġġġġġġġġġġġġġġĶĮĲıġġġġġġġġġġġġġġġġġĲĲĮĲĶˎ ˎ ˎ ńŢŵŦųŪůŨĭġŉŰŵŦŭĭġŕŰŶųŪŴŮġ༼঴ȃ୧ܸȃ੠Ⴜ ˎ ĲķĮĳıġġġġġġġġġġġġġġĿĳıˎ ˎ ńŰŮŮŶůŪŤŢŵŪŰůŴĭġőŶţŭŪŴũŪůŨġཇୈȃҍߍ ೡᚐ׀ᑟᅹȃࠧոܠޱňŰŷŦųůŮŦůŵĭġŔŵŢŵŶŵŰųźġŃŰťŪŦŴĭġŏŰůĮűųŰŧŪŵġŐųŨŢůŪŴŢŵŪŰůŴġࣆܹȃ ˎ ŏŰįġŰŧġŦŮűŭŰźŦŦŴġŪůġűųŪůŤŪűŢŭġŤŰŮűŢůźġ ˎ ŉŶŮŢůġœŦŴŰŶųŤŦŴĻġŔŦŢųŤũĭġŕųŢŪůŪůŨġϠϧႤ࿚Ȉඵᙷȃை୊ ܚ឴ϴѧޟჍষΡኵĻĮ 3. ˎ ŊůŴŶųŢůŤŦġ࠲ᔍ ˎ ĲĮĲıġġġġġġġġġġġġġġġĲĲĮĶıġġġġġġġġġġġġġġġġġĶĲĮĲııˎ ˎ ثĲıĲĮĶııġġġġġġġġġġġĶıĲĮĲĭıııġġġġġġġġġġġĿĲĭıııˎ ˎ ˎ ŊůŧŰųŮŢŵŪŰůġŕŦŤũůŰŭŰŨźġႤୈॊ ˎ ˎ ōŦŨŢŭġŔŦųŷŪŤŦŴġޱࢠއச ŊġŢŮġŴŦųŷŪůŨġŢŴġŢġťŪųŦŤŵŰųġ ˎ ŎŢůŶŧŢŤŵŶųŪůŨġሦൄ ȃࣿஜ೚ឯטŎŢųŬŦŵŪůŨĭġłťŷŦųŵŪŴŪůŨĭġņŷŦůŵġŎŢůŢŨŦŮŦůŵġҾඞȃዃ ˎ ٱ౪ਢ࢐֏ᐊӈီ .4 ŚŦŴġ࣏ġġġġġġġġġġġġġŏŰġ׎ˎ ˎ ŎŦťŪŤŢŭĭġŉŦŢŭŵũŤŢųŦġᛁசȃஉ௵᠕ನ ˎ ŚŦŢųŴġŢŴġŢġťŪųŦŤŵŰųġ ˎ őųŰűŦųŵźĻġŅŦŷŦŭŰűŦųĭġłŨŦůŤźĭġŎŢůŢŨŦųġԳಯ๴ਣȃԳಯ҃ನȃԳಯᇒನ ڈԑၥĩԑĪĻĮ ˎ œŦŤųŦŢŵŪŰůĭġŔűŰųŵŴġ௵ጄȃᢜޟٱհ࣏ီ ˎ ĽĲġġġġġġġġġġġġġġġġġġĲĮĴġġġġġġġġġġġġġġġġġġĵĮĲıˎ ˎ ˎ œŦŵŢŪŭġწழ ˎ ĲĲĮĳıġġġġġġġġġġġġġġĿĳıˎ ˎ ŔŦŤŶųŪŵźĭġŔŢŧŦŵźġ࠲ՉȃՉԑ ŕųŢťŪůŨġ໶ݽ ˎ łųŦġźŰŶġŢġŮŦŮţŦųġŰŧġŢůġŦŴŵŢţŭŪŴũŦťġűųŰŧŦŴŴŪŰůŀġ ˎ ŕųŢůŴűŰųŵĭġōŰŨŪŴŵŪŤŴġႻᓮȃߏࣹ 5. ŊŧġźŦŴĭġűŭŦŢŴŦġŴűŦŤŪŧź ྽ڰሧή࢐֏឴ܻ࢚ᆍடཾȉԃ࢐Ȃ፜Ӗ݂Ļ ˎ ŖŵŪŭŪŵŪŦŴġгԒ சއ׀சȃᇊއłŤŤŰŶůŵŢůŵġྻ঍ਰġġġġġġġġġņůŨŪůŦŦųġЍ຀ਰġˎ ˎ ŘŦŭŧŢųŦġħġŔŰŤŪŢŭġŔŦųŷŪŤŦŴġߤྻ ˎ ҹĻġŠŠŠŠŠŠŠŠŠŠŠŠŠŠŠŠێҹĻġŠŠŠŠŠŠŠŠŠŠ ˎ ŐŵũŦųŴġێōŢŸźŦųġࢠਰġġġġġġġġġġġġġġˎġġġŐŵũŦųŴ ˎ

ŕŪŤŬġŢůťġŴŪŨůġŪŧġźŰŶġŸŪŴũġŵŰġųŦŤŦŪŷŦĻġሧή࢐֏ӣཎ௥ԝĻ ŔŪŨůġ᛫ဍġŠŠŠŠŠŠŠŠŠŠŠŠŠŠŠŠŠ ˎġġġġŊůŧŰųŮŢŵŪŰůġŰůġŮŦŮţŦųŴũŪűġġġġġġġġŊůŧŰųŮŢŵŪŰůġŰůġŵųŢŪůŪůŨġŤŰˎ ŶųŴŦŴġġġġġġġġġġłġŧųŦŦġŤŰűźġŰŧġˎ ŕũŦġĳĲŴŵġńŦůŵŶųźġŅŪųŦŤŵŰų ȫ ŅŢŵŦġР෈ġŠŠŠŠŠŠŠŠŠŠŠŠŠŠŠŠŠڰġġġġգᝯӎྻྻឱߞႤୈġġġġġġġġġġġġġġӎྻᗝᓱை୊᎝຀ߞहᝯႤୈġġġġġġġġӎྻҍߍߞֺ໱ᛔራȪђϘѵ॔ၭ

၏ಠᖒ๜ၥਟޟőŭŦŢŴŦġŦůŵŦųġźŰŶųġŤŰůŵŢŤŵġťŦŵŢŪŭŴġŪůġŧŶŭŭġġ፜༲ׂሧή

ѺĪĻġŠŠŠŠŠŠŠŠŠŠŠŠŠŠŠŠŠŠŠŠŠŠŠŠŠŠŠŠŠŠŠŠŠŠŠŠŠŠŠŠŠŠŠŠŠŠŠŠŠŠŠŠŠŠŠŠġڏŕŪŵŭŦġᆎሠĻġĩŎųİŎųŴİŎŴİŅųİőųŰŧİŊųİŐŵũŦųŴӑҡİτρİിρİఀ௲İώแৱİ

ŇŢŮŪŭźġŏŢŮŦġۗЪĻġŠŠŠŠŠŠŠŠŠŠŠŠŠŠŠŠŠŠŠŠŠŠŠŠŠŠŠŠŠŠŠŠŠŠŠŠŠŠġġňŪŷŦůġŏŢŮŦġӪᆎĻġŠŠŠŠŠŠŠŠŠŠŠŠŠŠŠŠŠŠŠŠŠŠŠŠŠŠŠŠŠŠŠŠŠŠŠŠŠŠŠŠŠŠŠŠŠ

ŋŰţġŕŪŵŭŦġᙛᆎĻġŠŠŠŠŠŠŠŠŠŠŠŠŠŠŠŠŠŠŠŠŠŠŠŠŠŠŠŠŠŠŠŠŠŠŠŠŠŠŠŠŠŠġġġńŰŮűŢůźġŏŢŮŦġϴѧӪᆎĻġŠŠŠŠŠŠŠŠŠŠŠŠŠŠŠŠŠŠŠŠŠŠŠŠŠŠŠŠŠŠŠŠŠŠŠŠŠŠ

ńŰųųŦŴűŰůťŦůŤŦġłťťųŦŴŴġ೽ଉӴ֭ĻġŠŠŠŠŠŠŠŠŠŠŠŠŠŠŠŠŠŠŠŠŠŠŠŠŠŠŠŠŠŠŠŠŠŠŠŠŠŠŠŠŠŠŠŠŠŠŠŠŠŠŠŠŠŠŠŠŠŠŠŠŠŠŠŠŠŠŠŠŠŠŠŠŠŠŠŠŠŠŠŠŠŠŠŠŠŠŠŠŠŠ

őŰŴŵġńŰťŦġ໏ጆĻġŠŠŠŠŠŠġġġńŰŶůŵųźġ୽ড়ĻġŠŠŠŠŠŠŠŠŠġŕŦŭġႫၗĻġŠŠŠŠŠŠŠŠŠŠŠġġġŇŢŹġ༈ઍĻġŠŠŠŠŠŠŠŠŠŠŠġġġņŮŢŪŭġႫ໏ĻġŠŠŠŠŠŠŠŠŠŠŠŠŠŠŠŠŠŠŠŠŠŠŠŠŠŠ

ցȄ᠌ޟ๘ҧ፜ܢᏰོ߳੼ٱҧ፜Ȃॷ෫ီޟȫٱȪГΙжकီڥŕũŦġŉŰůŨġŌŰůŨġŊůŴŵŪŵŶŵŦġŰŧġŅŪųŦŤŵŰųŴġĩŉŌŊŰŅĪġųŦŴŦųŷŦŴġŵũŦġųŪŨũŵġŵŰġųŦŧŶŴŦġŢůġŢűűŭŪŤŢŵŪŰůġŧŰųġŢġŧųŦŦġŤŰűźįġġԤᜰջາષ

ˎ ġńũŦŤŬġũŦųŦġŪŧġźŰŶġťŰġůŰŵġŸŪŴũġŵŰġųŦŤŦŪŷŦġŪůŧŰųŮŢŵŪŰůġŧųŰŮġŉŌŊŰŅį

Ŋůġ ŢŤŤŰųťŢůŤŦġ ŸŪŵũġ ŵũŦġ őŦųŴŰůŢŭġ ŅŢŵŢġ ĩőųŪŷŢŤźĪġ ŐųťŪůŢůŤŦĭġ ŕũŦġ ŉŰůŨġ ŌŰůŨġ ŊůŴŵŪŵŶŵŦġ Űŧġ ŅŪųŦŤŵŰųŴġ ũŢŴġ ŢťŰűŵŦťġ Ţġ őŦųŴŰůŢŭġ ŅŢŵŢġ ĩőųŪŷŢŤźĪġ őŰŭŪŤźĭġ ŧŶŭŭġ ťŦŵŢŪŭŴġ Űŧġ ŸũŪŤũġ ŢųŦġ ťŰŸůŭŰŢťŢţŭŦġ ŧųŰŮġ ũŵŵűĻİİŸŸŸįũŬŪŰťįŤŰŮİŴŵŢŵŦŮŦůŵįũŵŮŭįġőŦųŴŰůŢŭġťŢŵŢġŤŰŭŭŦŤŵŦťġţźġŵũŪŴġŧŰųŮġŸŪŭŭġţŦġŶŴŦťġŵŰġűųŰŤŦŴŴġųŦŲŶŦŴŵġŰŧġűŶţŭŪŤŢŵŪŰůįġŊůŲŶŪųŪŦŴġŢůťġųŦŲŶŦŴŵŴġŤŢůġţŦġťŪųŦŤŵŦťġŵŰġŵũŦġŊůŴŵŪŵŶŵŦġţźġŦŮŢŪŭġŢŵġűŦųŴŰůŢŭťŢŵŢŁũŬŪŰťįŤŰŮįġ ϞҢȄԃԤސএΡၥਟོҢհॏᎧѐޟټ၏ಠϱৠџ௃ũŵŵűĻİİŸŸŸįũŬŪŰťįŤŰŮİŴŵŢŵŦŮŦůŵįũŵŮŭġ ᆩॲήၷȄҏߒਿϱඪڏᏰོॏۡএΡၥਟȞؽᗴȟࢇ๊ȂٱೣۡȂॷ෫ီޟȯٽࡸྱȮএΡၥਟȞؽᗴȟన ᏰོȄٱӈդࢥၚȂ፜ആႆႫ໏űŦųŴŰůŢŭťŢŵŢŁũŬŪŰťįŤŰŮᖒ๜ॷ෫ီ

ᏰོٱŕũŦġŉŰůŨġŌŰůŨġŊůŴŵŪŵŶŵŦġŰŧġŅŪųŦŤŵŰųŴġġॷ෫ီ ŕŦŭġႫၗĻġĬĹĶĳġĳĹĹĺġĺĺĹķġġġġġġġġġŘŦţŴŪŵŦġᆩ֭ĻġŸŸŸįũŬŪŰťįŤŰŮ DYA Awardee Feature: Xinjiang Goldwind Science & Technology Co, Ltd

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

o the uninitiated, the company with the name Xinjiang Goldwind Science & Tech- nology Co, Ltd may sound Tlike 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. Goldwind Chairman Wu Gang receives the award on behalf of the board at the 2015 Directors of the Year Award ceremony. With offices in Australia, North America, 「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。 Europe and Africa, not to mention China, Goldwind has a truly multinational presence. Even its corporate site (www.- Non-Hang Seng Indexes Constituents. terms of directorship types, the ratio of its goldwindglobal.com) features its global The judges described this top nine-person board is exactly 1:1:1, presence, topping the list of Internet decision-making body as “well-balanced, comprising three executive directors, search results under the heading “Gold- democratic and cohesive.” They further three non-executive directors and three wind Global.” noted that Goldwind’s independent INEDs. While the majority of board non-executive directors (INEDs) have members are experts in the wind power So how did Goldwind transform itself “contributed to sustainable business industry, two INEDs bring to the table from a domestic wind turbine manufac- growth” and facilitated “systematic experience that is totally different but turer into the world’s top wind power frameworks in internal control and risk complementary, ie, accounting and comprehensive solution provider? Having management.” finance, corporate governance as well as a board of directors that believes in clean regulatory compliance. Age wise, five energy, works well as a team, plans strate- Favouring Diversity, Democracy, directors are under 50 years of age while gically and accepts diversity in viewpoints Participation, Prudence four are older. “Diversity in our board’s certainly helped. Last December, Goldwind, indeed, sets a textbook exam- structure helps facilitate scientific and Goldwind’s board won the Directors of ple of diversity in board representation, rational decision making on major issues,” the Year Award in the category of which is critical to board competency. In said Goldwind Chairman Mr Wu Gang.

14 HKIoD: THE 21ST CENTURY DIRECTOR 傑出董事獎得獎企業特寫：新疆金風科技股份有限公司

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 government 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 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. investing in some pilot projects in 2014 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。 Last year, Goldwind sold 458 wind turbines to 17 countries, including the More importantly, Goldwind is keenly and ensuring that board decisions fairly United States, Australia and South Africa. aware of the need for internal controls. In reflect the consensus of board members.” More recently, the company disclosed to a 2002, Mr Wu, who co-founded the compa- As chairman, he also steers the board to Xinjiang newspaper that it also would ny back in 1998, was appointed chairman. maintain effective communication with target countries along the Silk Road to He further assumed the post of chief shareholders and other stakeholders. ride on the Belt and Road Initiative prom- executive officer in 2006. In 2013, he ulgated by President Xi Jinping. It also resigned from the CEO position to segre- As president since January 2013, Mr would capitalise on the clean energy gate the policy-making and strategy-plan- Wang has been taking full charge of co-operation agreement signed between ning role of the top position from the Goldwind’s operations, production, the USA and China in November 2014, day-to-day management function, while international expansion, and investments. which sees China targeting to generate 20 retaining his post as chairman. In so doing, He also leads in implementing policies per cent of its energy from non-fossil fuel Mr Wu was hoping to strengthen the formulated at meetings of shareholders sources by 2030. ability of the board of directors to oversee and the board and keeps the board and monitor company affairs. Mr Wang informed of progress. Ironically for Xinjiang, a natural wind Haibo was appointed president to take tunnel, due to policies and the economic charge of operations and management. The company seeks to minimise risk environment, the levelized cost of electric- exposure using three lines of defence – at ity generated by wind turbines in that area The chairman now leads in establishing each business unit, then the group’s is higher than that of coal-fired power. Goldwind’s business strategy, ensuring internal audit department and lastly, the Recognising that, Mr Wu noted in a recent smooth operation of the board and board. As a step-up, Goldwind recently interview with an international financial upholding corporate governance policies revised 240 items related to internal journalist that “the competition between and procedures. In favour of a board controls, operational procedures and wind and fossil energy is far greater than culture of open and active discussion, Mr organisational structure to create the the competition within the wind industry.” Wu encourages all directors to “partici- “Internal Control Manual.” Hence, it is also Goldwind’s target to pate whole-heartedly in board affairs, further improve wind-power technologies speak their mind and offer different Taking Company on Global Quest and to raise economies of scale. Its spend- viewpoints.” “I believe that our board’s For a career wind energy expert with 27 ing on research and development (R&D) outstanding performance is attributable years of front-line and management was raised 37 per cent in 2015 from the to team spirit,” he said. “My fellow experience under his belt, Mr Wu is year before. In fact, 21 per cent of its staff colleagues devote themselves wholeheart- exceptionally intuitive and innovative. or about 1,380 head counts perform R&D edly to board affairs and express their Even during his engineering days, he was duties. Some of these are highly skilled viewpoints proactively, thus inculcating a known to have advocated new ideas and engineers employed in the USA and culture of open and positive discussions pursued innovativeness in management. Germany.

香港董事學會: 廿一世紀董事 15 DYA Awardee Feature: Xinjiang Goldwind Science & Technology Co, Ltd

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)。

Promoting Core Value of Green Energy lighting and central air-conditioning 金風是名符其實的跨國企業，業務遍及 For years, Goldwind has been giving back systems at its Beijing office to achieve a 中國、澳洲、北美洲、歐洲及非洲。金 to the communities where it operates by saving of 14.2% or 960,000 unit of 風的公司網站(www.goldwindglobal.com) promoting education. It helped schools to electricity consumption, which translates 也突顯公司業務遍布全球的特點。只要 found wind energy programmes, offers into reduction of about 341 tons of stand- 以「Goldwind Global(金風環球)」在互聯 scholarships to worthy university ard coal and about 983 tons of CO2 網搜尋，即可見該公司網站位列搜尋結 students and donates to child welfare emissions per year. It further collaborated 果首位。 causes in countries as far-flung as the with government agencies and China’s USA, Australia and Pakistan. electric vehicle association to promote 金風如何由一家本土風機製造商發展，晉 awareness for and understanding of 身世界頂尖的風電整體解决方案提供商？ Being in the green energy business, it is renewable energy in a symposium entitled 金風董事會確信清潔能源的發展前景，具 only logical that Goldwind should “Clean Energy/Green Travel” in Beijing. 備團隊精神、善於深謀遠慮，並可接納不 promote environmental protection and 同意見，肯定是金風的成功關鍵之一。去 sustainability. The company is putting Given how firmly board members believe 年12月，金風董事會榮獲「傑出董事獎— theory to practice simply by manufactur- in the role of alternative energy in the —上市公司（香港交易所——非恒生指數 ing and installing wind turbines. As of greening of the Earth, stakeholders can 成分股類別）——董事會」。評審團指出 December 31, 2015, the company has bet on seeing more initiatives from ，金風董事會作為企業的最高决策部門， installed around the world turbines Goldwind in this respect. 成員組成「均衡、决策民主並且具凝聚力 capable of generating nearly 32 gigawatts 」。他們亦注意到金風的獨立非執行董事 of wind power. On an annual basis, the 「為董事會貢獻良多，為公司帶來持續的 world thus is burning 22.7 million tons 大認識新疆金風科技股份有業務增長」，以及「促進了內部監控和風 less in standard coal and emitting 65.5 限公司的人，看見公司名字險管理的系統架構」。 million tons less in carbon dioxide (CO2). 不強調其建基立業之地，就以 Translated into the creation of ecological 為它僅活躍於新疆一帶。其四大原則：團隊多元、决策民主、參與積 value, this equals reforestation of 35.8 實，該公司是走在科技發展前緣的跨國企極、行事審慎 million cubic metres. 業。這家創始於中國風電之鄉——新疆、董事會成員多元化對提升董事會能力尤關通常簡稱為「金風」的公司，去年憑藉重要，金風董事會於此可謂模範。該公司 But more than that, Goldwind truly lives 13.5%的全球市場占有率，超越國際同業，董事會由九名成員組成，包括三名執行董 up to its motto of “Innovating for a 成為全球新增裝機容量最大的風力發電機事、三名非執行董事及三名獨立非執行董 Brighter Tomorrow”. Last year, it 供應商。金風在國內風電行業也是排名第事，董事職務種類的比例正好是1:1:1。董 optimised energy-saving features of the 一的企業，市場佔有率高達25%。事會大部分成員為風電領域專家，而其中

16 HKIoD: THE 21ST CENTURY DIRECTOR 傑出董事獎得獎企業特寫：新疆金風科技股份有限公司

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

Underprivileged children get to use laptops, thanks to Goldwind’s CSR programmes. 事研發工作的員工佔總人數的21%(即約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。 1,380人)，其中更包括在美國和德國聘請的資深工程師。

兩名獨立非執行董事則以不同行業的經驗王先生自2013年出任集團總裁以來，便一以綠色能源為核心價值來完善董事會在會計財務、企業管治及遵直全權負責金風的營運、生產、海外擴充金風一直努力推動教育以回饋其經營業務行監管規例方面的能力。年齡方面，金風以及集團投資事宜，同時亦負責執行股東所在的社區。金風協助學校設立風力發電有五名董事未滿50歲，其餘四名則為50歲會及董事會制定的政策並向董事會彙報進計劃，為表現優秀的大學生提供獎學金，或以上。「我們董事會結構的多元化特色度。及捐款予遠至美國、澳洲及巴基斯坦等國有助於促進公司重大事項决策的科學性及家以推動兒童公益事業。合理性」金風董事長武鋼先生說。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，金風從事綠色能源業務，推動環保和可持更重要的是，金風深明內部監控是必需的繼而是集團內部審計部，最後是董事會。續發展可謂理所當然。生產和安裝風力發。武先生在1998年參與創辦金風，自2002 為進一步控制風險，該公司最近編製了《電機，已是把環保和可持續發展的理論付年起出任董事長，2006年起擔任董事長兼內部控制手冊》，修訂240個與內部監控、諸實踐的表現。截至2015年12月31日為止首席執行官。從前他既負責制定政策和規營運程序及組織架構有關的項目。，金風在全球安裝的風力發電設備，總裝劃策略，又管理企業的日常運作。2013年機容量接近3.2萬兆瓦，足以幫助全球減少他卸任公司首席執行官，留任董事長一職, 推動集團邁向世界燃燒2,270萬噸標準煤，減少排放6,550萬藉此加強董事會在監督和監察公司事務方武先生是擁有27年前綫及管理經驗的風力噸二氧化碳。以生態價值計算，相當於再面的能力。王海波先生被任命為集團總裁發電行業專家，有著過人的直覺和創見。造森林3,580萬立方米。，負責營運及管理。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。及後他獲不但如此，金風並沒有辜負其「為人類奉現時金風董事長的職責是領導集團制定業委以集團策略性發展、企業文化及內部監獻白雲藍天」的座右銘。去年該公司優化務策略、確保董事會運作暢順及維護企業控的重任。憑藉這些工作經驗，他逐漸「了其北京辦事處的照明及中央空調系統的管治政策及程序。為確保董事會有開放而對行業有客觀認識，從戰略高度把握公司節能功能，用電量節約了14.2%，約等於96 積極的討論文化，武先生鼓勵所有董事「發展方向。」萬度電，每年節省了約341噸標準煤，及減全力投入董事會事務，表達不同意見」。少了約983噸二氧化碳排放。金風與政府機「我相信良好公司董事會的出色表現源自現時，金風以「走出去」的策略在風電設構及新能源與電動汽車行業協會合作，又出衆的團隊精神。」他說，「我們的董事備生產行業中佔一席位，又借助政府近年在北京舉行以「清潔電力，綠色出行」為會成員對董事會事務全力投入，並積極表推出的行業政策，提升全球風電相對於燃主題的研討會，進一步提升對可再生能源達不同意見,，由此形成公開並積極討論的煤火電的競爭力。此外，該公司亦於2014 的認識和瞭解。文化，確保董事會决策公平地反映董事會年投資了幾個試驗項目，以測試水處理業成員的共識」。而作為董事長，他亦會致務的發展潜力。金風董事會成員深信替代能源有助綠化地力維持董事會與股東及其他持分者之間的球，持份者可以預期，金風將會繼續推出有效溝通。去年金風合計向海外售出458台風力發電設更多相關的措施。

香港董事學會: 廿一世紀董事 17 Director in Focus 董事專訪

r Tsang is a classic example of a self-made entrepreneur. Strategic M Public Relations Group Image Maker (SPRG), the company he founded at age 29, is one of the largest independent public relations (PR) groups in Asia. He Builds Success on has been recognised numerous times for his contributions, including being featured in “PRWeek’s 2015 Global Sound Governance Power Book” as one of 500 most influen- tial PR professionals in the world. This past May, he became the first Asian to be 企業管治成就公關大師 appointed global chairman of Public Relations Organisation International Editor’s Note: (PROI) Worldwide, the world’s largest In past issues, this magazine has featured various winners of the Director of the partnership of independent integrated Year Award. But outside the competition are other capable directors who set just communication agencies. as good examples. From this issue onwards, this magazine shall feature these other worthy directors from time to time. Building Business from Scratch Following a stint at two international PR Let us begin with the success story of how one entrepreneur grew his business agencies, Mr Tsang decided to start his organically to become a leader in the industry. The main character behind this own company in the field of financial PR. story is Richard Tsang Lap Ki, chairman and founder of Strategic Public Relations This was how Mr Tsang recounted his Group and a Council Member of The Hong Kong Institute of Directors. debut in PR: “In 1989, I joined an American 編者語 PR agency. When I was into my second 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 year there, the agency decided to 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。 strengthen its capability in financial PR here in Hong Kong to ride on a boom in 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 the financial markets. They were recruiting 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 internally, which I fully endorse. As it is, 港董事學會的理事會成員。 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

Mr Richard Tsang Lap Ki, chairman and founder of Strategic Public Relations Group. set up our own company to hold the majority 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。 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

18 HKIoD: THE 21ST CENTURY DIRECTOR ultimate say over his own company, including 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 Mr Tsang is appointed global chairman of PROI Worldwide in May 2016. giving it a miss.” 曾先生於2016年5月獲委任為「國際公關聯盟」環球主席。

As the company he ran expanded, Mr Tsang felt that it was using up too much of the holding company’s centralised demanding of its members. Most of the has the good fortune to count quite a resources, which was unfair to the other agencies invited to join would have to rank number of mid- to senior-management partners. Hence he “privatised” the no less than the top five within their own employees who have been with the administrative and financial functions of market. One other criterion is that these company for more than 10 years, which is the holding company and gradually devel- agencies be run by “locals” to ensure that unusual in the industry. Mr Tsang oped it into what is known as SPRG today. they have an in-depth understanding of believes that a sound people-manage- Now SPRG has more than 10 subsidiaries the culture in which they operate. ment system is critical to keeping quality under its umbrella. Each company is run “Joining PROI Worldwide opened up a staff. “A fair system that rewards independently by its own Managing window onto the world for our group to excellence and penalises the undeserving Director or General Manager. “Given its grow our business,” he said. “This is is very important,” he said. “Good staff size and scale, SPRG certainly has a especially helpful when we have a client benefits are equally important.” That is certain competitive edge as a ‘generalist,’” applying to list in Hong Kong and the why SPRG has provided paternity leave he said. “On the other hand, the group is a United States simultaneously. While we since day one of incorporation. It also close-knit alliance of ‘specialists’ that can don’t have a subsidiary in the US, we can gives staff condolence leave and examina- deliver the most professional perfor- work with a PROI member over there to tion leave. “After all, it is only in a fair mance in different disciplines.” give the client the required services.” environment where every individual is free to develop and to go after promotional Besides separating his own company from “As an independent agency, our competi- opportunities that talents can be the partnership to run it independently, tive edge lies in being in control of our retained,” he said. joining an international alliance was also own fate,” Mr Tsang said. “If you work in Mr Tsang’s key strategy. SPRG joined a an international agency, your management Corporate culture is another element for global industry alliance called PROI decision is often affected by policies success at SPRG. “In multinational Worldwide. Last year, members of PROI determined at the headquarters. For corporations, it is common to see infight- Worldwide logged a fee income of over instance, if the parent company is not ing between divisions or subsidiaries, US$700 million. “If deemed as a single doing well, it may order a worldwide staff which naturally compromises efficiency entity, PROI Worldwide would have cut. Even if the regional office or subsidiary or the quality of work,” Mr Tsang said. ranked as the third largest PR firm in the is turning a profit, it must follow suit and “At SPRG, all offices operate world,” he remarked. thus lose talents unnecessarily.” independently. Since your performance does not affect my bottom line, there is Mr Tsang went on to say that PROI Championing Corporate Governance no place for envy or suspicion. As long as Worldwide as an alliance was highly People are key to the PR industry. SPRG my employees are capable of meeting

香港董事學會: 廿一世紀董事 19 Director in Focus 董事專訪

their performance targets, they will be little about financial management. In PR, he said. “But stakeholders have different promoted to the relevant positions you may pre-pay some expenses for clients, demands, some of which may well be without having to wait for someone to for instance, a deposit to secure a venue. conflicting. A board of directors, there- resign or retire.” These young entrepreneurs kept going fore, must help the company find a point after business without realising that the that can best balance all stakeholders’ Mr Tsang further pointed out that a company had a cash-flow problem. The viewpoints.” If some stakeholders ask director must set a good example in terms more business they picked up, the more that the company carry out more corpo- of observing policies and implementing cash-strapped they were.” rate social responsibility (CSR), then the procedures. “A sound system should be board will have to weigh that against one that draws a clear line between the “The type of corporate governance I profitability and strike a balance. A PR owner (or boss) and his company,” he implement requires thorough knowledge agency, for instance, may opt to charge a explained. “Some bosses approve their about the function of each department. I lower fee to work on a project that own claims for expense reimbursement also endow each with adequate authority. matches more directly its own vision, he as a matter of course. I first let our In the case of these Beijing youngsters said. In addition, employees also are accountant verify the expense before who kept going after business aggressive- stakeholders. As such, the company approving it for reimbursement. Our ly, all it would have taken was for someone must strike a balance between making system of merits and penalties is based on in finance to hold them back so that they profit and keeping talents and establish a a comprehensive appraisal formula with wouldn’t overshoot their limitation.” system to share the fruits of labour with objective standards. Even as the chairman the staff. of the group, I can’t just give myself Catering to Stakeholders whatever salary I want. My pay and Today, organisations also must face Increasingly, stakeholders are asking that benefits are determined by a group of stakeholders with different perspectives corporations take up more social respon- several shareholders similar to the ‘remu- and standpoints. Here, Mr Tsang believes sibility, Mr Tsang said. Along this line, nerations sub-committee’ of a listed that a company director can play a leader- not only did he involve SPRG in CSR but company.” ship role. he also launched in 2014 the Strategic CSR Network, a not-for-profit organiza- Risk management is another important “When communicating with stakeholders, tion, to help others implement CSR element of corporate governance. it is critical to find out what they want,” programmes. 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 technology) 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. Mr and Mrs Tsang (middle) celebrate the 20th anniversary of SPRG with staff serving the company from day one. “Despite being highly talented, they knew 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。

20 HKIoD: THE 21ST CENTURY DIRECTOR “Being in touch with many enterprises of 先生是白手興家的典範。他於家控股公司，並讓控股公司持有各合伙人 different sizes, we are in a good position 29歲創立縱橫集團，現時是亞子公司的少數股權。這架構的好處是合伙 to learn about CSR programmes and to 曾洲最大公關集團之一。曾先生人掌握其子公司的決策權，能自行決定發 help clients show stakeholders CSR 獲獎無數，包括獲「PRWeek 展步伐。譬如當時我較年輕，比較進取， results,” he said. The Strategic CSR 2015 Global Power Book」評選為全球500 我的子公司規模發展就比其他夥伴的快一 Network is positioned as a platform to 最具影響力公關人物，更於2016年5月出點。」 line up corporations, social welfare organ- 任全球最大的獨立公關顧問組織 ― 「國際 isations and volunteers. SPRG staff are 公關聯盟(PROI Worldwide)」的環球主席。以合伙人模式創業與當時公關行業的大環 encouraged to volunteer their time to 他是首位出任此職的亞洲人。境不無關係。「那時候香港公關行業由跨 participate. “CSR is about participation 國公司主導，但他們面對人材流失的問題 nowadays (as opposed to mere 白手創業自成一家，因為有實力的人往往自立門戶。以合伙 donations),” he said. “Some companies 曾先生創立自己的財經公關公司前，在兩人模式拓展業務網絡，若有客戶要求自己 only organise volunteering programmes 家跨國公關企業工作了一段日子。他憶述業務範疇以外的服務，則可把客戶轉介予 that fit in with their employees’ expertis- 當年的經歷：「1989年，我加入了一家美其他合伙人，生意不會白白溜走。」 es. At SPRG, I simply let staff volunteer 國公關公司，入職一年後，公司有見金融 their time and efforts according to their 市場暢旺，決定在香港加強財經公關團隊縱橫集團規模日大，曾先生有感自己佔用 own interest.” ，並先在內部招募人材。我很認同優先內控股公司之中央資源太多，對其他合伙人部招募的做法，因為要有晉升和發揮機會不公平，於是把該行政、財務團隊私有化 Giving back to society is core to the CSR ，人材才願意留下來。」曾先生笑言新團，並逐漸發展成現時的縱橫集團，集團旗 ideology. Mr Tsang devotes his time and 隊要求出色的中英語能力，還要樣子長得下有十多家子公司，每家公司由不同的董 effort to civic duties by involving in more 老成。兼備這兩大條件的他，從此踏上財事總經理或總經理獨立經營。「縱橫集團 than 50 director / committee / advisory 經公關之路。已有一定規模，能發揮Generalist的優勢， member seats in various organisations. 但縱橫集團也是一群緊密合作的Specialists He also lectures at a university. In spirit 1995年，他跟三位舊同事萌起自行創業的，能在不同範疇交出最專業的表現。」 and in action, he is a shiny example of one 念頭。他們採用了合伙人模式創業，並謂 who contributes to society, safeguards 這是香港公關業界的先河。「我跟夥伴是除了獨立營運的子公司外，加入國際性聯 established systems and leads an enter- 合伙人關係。我們各自成立了公司，各人盟也是曾先生的重要發展策略。「縱橫集 prise to new heights. 持自己公司的多數股權，然後我們成立一團加入了國際公關聯盟 ―― 一個全球性的

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

香港董事學會: 廿一世紀董事 21 Director in Focus 董事專訪

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 Mr Tsang and Prof Joseph Sung, Vice-Chancellor and the President of The Chinese University of Hong Kong, 公關行業尤其重視人材，不少縱橫集團的 visit the elderly at a CSR event of SPRG. 中、高層已在公司工作逾十年，在公關行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。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。」縱橫集團次經歷，讓我看到學到出乎意料的好生意衡各持份者聲音的一點。」有持份者要求自第一天就有男士侍產假，也提供恩恤假，一年達成三至五年的目標，躍升幅度太公司負更多社會責任，董事會可以考慮平、考試假等。「要有公平的制度環境，提快反而會打亂公司的長遠計劃。」曾先生衡公司盈利和社會責任。他舉例公關公司供發揮和晉升的機會，人材才願意留在公從此體會企業管治不單講求對公司長遠發遇到有配合公司理念的項目，可給予比較司工作。」展的規劃，還要能意識到潛在危機，做好相宜的收費。員工也是公司重要的持份者應變計劃。，公司盈利和保留人材也需要平衡，訂立另外是公司文化。「大公司不難看到部門制度跟員工分享成果。之間互相嫉妒，影響工作效率。縱橫集團財務管理不善也是企業常遇到的風險。曾旗下公司相互獨立，你的表現不影響我的先生以他在2000年收購得來的北京分公司曾先生看到不少持份者期望企業負上更多成績，少有猜忌。我的員工只要能力和實為例說明。「那家公司由一群年輕人創立社會責任。他近年既在縱橫集團推行企業績達標，就可以獲晉升至相應職位，不用經營，從事資訊科技公關業務。那群年輕社會責任(CSR)，又在2014年成立了非牟利等待有人離職或退休才得以晉升。」人很有才幹，卻不善理財。公關這行，有性質的縱橫社會責任網絡，協助其他企業機會要替客戶預支開銷，例如預訂場地。推動CSR項目。曾先生進一步指出董事還要以身作則，遵他們只管接生意，卻沒意識到現金流出現守和履行制度。「良好制度應避免老闆個了問題，生意愈大，資金卻愈見緊絀。」「我們接觸很多企業，有大有小，認識各人與公司混成一體。有些公司老闆拿單據類型的CSR項目，可以協助客戶向持份者報銷開支是自行批核了事，而我則先把單「我所施行的企業管治，就是知道每個部門展示成果。」曾生先把縱橫社會責任網絡據讓會計核實才簽名批核。又以賞罰制度的功能，並給予適當的權力。這群年輕人拓定位成聯繫企業、社福機構和義工的平台為例，我們有完整公式評核員工表現，標展業務時只管向前衝，他們需要良好的制度，尤其鼓勵縱橫員工參與義工活動。「現準比較客觀。我身為集團主席，薪酬也不，需要財務部門從後拉他們一把，以免衝得在CSR講求參與，要真心投入。有些公司是自己說了算。幾位股東組成功能類似上太快太前，超越自身能力所限。」組織的義工活動要與員工專長緊密結合，市公司薪酬委員會的小組，審核和釐定我而我則讓員工完全按自己的興趣選擇義工的薪酬。」各方訴求力臻平衡活動。」現在企業要面對一眾觀點不同，立場迴異風險管理也是企業管治的重要一環。他和的持份者。曾先生認為公司董事可於此扮回饋社會是CSR的核心理念，曾先生以身縱橫公關集團經歷了金融市場起落，自言演領導者的角色。作則，身負五十多項不同團體和機構的職上了寶貴的一課。「2000年正值資訊科技務，又在大學院校兼任講師。正是以身作行業熱潮，生意好得不得了，我因此擴充「持份者溝通重在聆聽持份者所想所求，則的精神，親力親為貢獻社會，嚴守制度人手。2001年市況大逆轉，擴充人手變成但不同持份者有不同訴求，訴求之間可能領導企業，使曾先生成為出色的領袖，引過度擴張，第二年只能維持不賺不蝕。這互相衝突。董事會要協助公司找到最能平領親手創立的企業攀上高峰。

22 HKIoD: THE 21ST CENTURY DIRECTOR

Corporate Governance 企業管治

From fighting corruption to promoting corporate governance The 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 Hong Kong Business Ethics Development Centre 香港商業道德發展中心 Independent Commission Against Corruption 廉政公署

robity is an important intangible place in the world as per the World convicted, in particular in cases of public asset for doing business. In Competitiveness Yearbook released by the officials and listed companies. In many that respect, Hong Kong, Switzerland-based International Institute cases, company directors who were found P which is internationally of Management Development. guilty of corruption or fraud offences ended acclaimed as one of the least corrupt places up not only in prison but were also disquali- in the world, does have a competitive edge In recent years, annual opinion surveys fied from holding directorship for some over other markets. conducted by independent polling agencies time. This is also a strong deterrence against commissioned by the ICAC revealed that corruption in society. ICAC Annual Surveys Over the past four decades, the Independent just about one per cent of the survey also reveals that the Hong Kong public Commission Against Corruption (ICAC) respondents had come across corruption. consistently has zero tolerance for corrup- works hand in hand with the community to The very low level of corruption in Hong tion. About 80% of the survey respondents eradicate bribery and related malpractices Kong contrasts with the situation in other were willing to come forward and report through law enforcement, prevention and countries or territories. In the European corruption. In fact, more than 90% of education. In the private sector, the ICAC Union, for instance, a 2014-released survey complaints received by the ICAC came promotes ethical governance as a strategy entitled “Special Eurobarometer 397: directly from members of the public. to prevent corporate corruption. Corruption” disclosed that some eight per cent of the Europeans said they had experi- Fight against Corruption Faces City Ranks Among Least Corrupt enced or witnessed corruption in the past 12 New Challenges In the latest annual Corruption Perception months. The ICAC’s corruption statistics Despite such remarkable achievements, Index of Transparency International, Hong also show that corruption has been kept in the fight against corruption is no less Kong ranks second lowest for perceived check in Hong Kong. Over the years, the challenging. In the private sector, complex level of public corruption in Asia. In the ICAC has been receiving corruption corruption and fraud involving huge sums global index developed by TRACE Interna- complaints of below 3,000 per annum. The of money are uncovered from time to time. tional and RAND Corporation in 2014 to percentage of private-sector complaints In 2015, the ICAC received around 1,800 assess business bribery risks, Hong Kong increased from around one-third in the corruption complaints related to the is ranked the least corrupt territory in Asia 1980s to two-thirds in recent years, partly private sector. In the same year, over 180 and fourth among 197 territories. A because of the business community’s persons from the private sector were corruption-free society helps ensure a level increasing vigilance towards corruption. brought to the court. Over the years, many playing field for businesses. This reputa- cases involved company directors and tion, together with other strengths such as Corruption is a high risk crime in Hong professionals who disregarded the basic good legal and regulatory framework and a Kong. The conviction rate of ICAC cases principles of corporate governance. value system supporting competitiveness, remains at about 80% and judges are never has made Hong Kong the most competitive hesitant to pass down heavy sentences on the In a case investigated by the ICAC, the

24 HKIoD: THE 21ST CENTURY DIRECTOR chairman, an executive director and the the international community has been In response to the global trend and the financial controller of a listed company alerted to the need to address globalisation local regulatory development in corporate embezzled and cheated two listed sister of economic crimes such as corruption, tax governance, HKBEDC kicked off a companies of funds totaling over HK$65 evasion and money laundering. Long three-year ethics promotion programme million. They also published false recognising this global trend, the ICAC has for listed companies last year with HKIoD information in the annual report to cover established a good co-operative system and 17 other co-organisers, among them, up their misdeeds. When sentencing the with other jurisdictions under the United relevant government departments, company chairman, the judge reprimand- Nations Convention against Corruption regulators, professional bodies and cham- ed him for succumbing to greed and the and bilateral agreements of mutual legal bers of commerce. This programme aims pursuit of fame. assistance on criminal matters. Separately, to further assist listed companies to a Mutual Case Assistance Scheme has enhance personal integrity of directors The judge’s remark pinpoints some been put in place, enabling the ICAC and and senior executives, entrench an ethical typical ingredients in such scams, that is, the People’s Procuratorates in Mainland corporate culture, and fortify internal the lack of personal integrity and the China to provide investigative assistance to control system in light of the latest blatant disregard of fiduciary duties each other upon request. integrity challenges. expected of a company director. The problems are often compounded by a weak Uphold Governance as First Line of Meanwhile, the “Toolkit on Directors’ internal control system and professionals Defence Ethics” (http://www.hkbedc.icac.hk/eng- who failed to live up to their guardianship Strong law enforcement is essential in the lish/files/publications/toolkit.15.pdf) has role or even facilitated the wrongdoings. As fight against graft. However, to safeguard a been revamped to include the latest legal long as these elements exist, we must not clean society in the long run, corruption and regulatory updates on directors’ underestimate the detrimental effects of must be pre-empted by plugging systemic duties and common corruption risks faced corruption on individual companies and the loopholes conducive to malpractices and a by directors. In the next two years, business environment in Hong Kong. culture of integrity must be nurtured and HKBEDC will: sustained. In a corporate setting, ethical • produce a new training package to Globalised business environment also governance must be reinforced. fine-tune directors’ skills in upholding makes it even more difficult for law corporate governance; enforcement agencies, including the The ICAC plays an active role in helping • convene a conference on business ICAC, to track down the culprits and put this concept to practice. Since the early ethics; recover crime proceeds. Today’s informa- 1990s, the ICAC has been promoting • organise seminars for company tion technology makes money transactions business ethics and corporate governance directors and related professionals; and more complex and secretive. Illicit gains as the first line of defence against corrup- • offer tailor-made ICAC services to all from corruption are increasingly veiled by tion. This mission of building a clean Hong Kong listed companies. complex financial arrangements, corporate corporate culture is carried out by the vehicles, trusts and nominees. Corruption ICAC’s Hong Kong Business Ethics In addition, the ICAC’s Corruption proceeds are transmitted across different Development Centre (HKBEDC) with the Prevention Advisory Service will promul- jurisdictions, making them ever harder to support of major local and foreign cham- gate a corruption prevention guide in trace. bers of commerce, professional bodies and 2016 to assist listed companies in trade associations. strengthening risk management and To rise to these challenges, the ICAC has system control as required by the revised been augmenting its capabilities and work In 2007, HKBEDC launched an ethics listing rules of the Stock Exchange of strategies. On the law enforcement side, programme to train company directors and Hong Kong. the ICAC continues to upgrade its investi- related professionals by partnering with gative techniques to cope with the various professional bodies, including While the ICAC and relevant parties play a increasing complexity of corruption cases. HKIoD. Under the programme, HKBEDC role in the campaign for corporate govern- Teams dedicated to forensic accounting, published a “Toolkit on Directors’ Ethics” ance, at the end of the day it is up to the asset recovery and computer forensics and injected corruption prevention elements companies to put corporate governance in were set up to detect intricate and cryptic into professional training courses for compa- practice. Company directors, who are financial transactions, trace, restrain and ny directors. The ICAC also approached all vested with the ultimate responsibilities to confiscate illicit funds, and extract and Hong Kong listed companies to offer run their companies, are well positioned to examine data hidden in electronic devices. prevention and educational services. So far, steer an enterprise in the right direction the ICAC has visited about 1,100 listed and create values for stakeholders, retain Cross-jurisdictional cooperation is another companies, 60 per cent of which have talents and mitigate negative impacts from important area in progress. Increasingly, accepted corruption prevention services. malpractices.

香港董事學會: 廿一世紀董事 25 size: 210mm (W) x 285mm (H)

Corporate Governance 企業管治 The World’s Most

潔是營商的重要元素之一。正面對的挑戰卻殊不簡單。在私營領域中是要長遠保持社會廉潔，還必須堵塞制度在這方面，被譽為世界上最，案情複雜和牽涉巨款的貪污及詐騙案件中助長不當行為的漏洞，並培養和鞏固誠廉潔社會之一的香港，的確時有所聞。2015年，廉署接獲約1,800宗有信文化；而加強誠信管治則是企業預防貪廉具有相當的競爭力。關私營機構的貪污投訴。同年，有超過180 污的重要一環。 Successful Board Portal 名私營機構人員被移送法庭審理。歷年案過去四十年，廉政公署(廉署)一直透過執件中，不少牽涉無視企業管治基本原則的廉署一直積極在香港推動企業誠信管治的法、預防和教育，與社會攜手杜絕賄賂及公司董事及專業人士。發展。自九零年代初便提倡以商業道德及相關不當行為。在私營領域，廉署致力推企業管治作為打擊貪污的第一道防綫，並廣企業誠信管治，協助機構預防貪污。以廉署曾調查的一宗個案為例，案中涉及設立香港商業道德發展中心(中心)，與本某上市公司的主席、執行董事及財務總監港及外國主要商會、專業團體及行業協會廉潔程度位居前茅。三人挪用及詐騙兩間上市姊妹公司資金攜手合作，共同構建企業誠信文化。「透明國際」每年發表「清廉指數」，量共超過6,500萬港元，更在年報內發布虛假度受訪者對各地公營部門貪污情況的觀感資料，以隱瞞其不法行為。法官判刑時，中心在2007年與香港董事學會及其他合作夥。最新的結果顯示，香港的廉潔程度在亞斥責該公司主席的罪行是源於貪婪及追求伴推出誠信培訓計劃，協助公司董事及相關洲排名第二。而在TRACE International和RAND 名利。專業人士處理誠信挑戰。中心亦就該計劃出 Corporation的2014年全球商業貪污風險評估版《董事誠信實務指南》，並於公司董事專中，香港的廉潔水平更在亞洲高踞首位，在法官的評語正好點出了這類貪污勾當的重業培訓課程中注入防貪元素。此外，廉署亦全球197個地區中亦排名第四。廉潔社會能要元素：公司董事欠缺個人誠信，漠視受主動接觸全港上市公司，提供防貪教育服務確保企業之間公平競爭，香港在這方面享負信責任；而內部監控系統過於寬鬆，專業。至今，廉署已探訪共約1,100間上市公司盛名，加上具備其他優勢，如良好的法規架人士把關不力，甚或包庇不法行為，往往，當中六成採用了廉署防貪服務。構以及鼓勵競爭的價值觀等，使香港在瑞士令問題更為嚴重。只要這些因素一日存在國際管理發展學院的《世界競爭力年報》中，貪污對個別公司及香港營商環境所造成為配合環球趨勢及本港對監管企業管治的脫穎而出，被評為全球最具競爭力經濟體。的禍害實不容低估。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、監管機廉署近年委託獨立調查機構進行的周年民意另外，全球化經濟亦令廉署和其他執法機構、專業團體及商會等，開展一個為期三調查結果顯示，只有約1%的受訪者表示曾構更難追查不法分子及起回犯罪得益。日年的上市公司誠信推廣計劃，因應近年新在過去12個月內遇過貪污情况，顯示香港社新月異的資訊科技令金錢交易變得更複雜出現的誠信挑戰，進一步協助上市公司提會的貪污情況處於極低水平。這與其他地區及隱秘；因貪污而獲取的不法得益能夠在升董事及高級行政人員的個人誠信、確立的狀況形成鮮明對比，例如根據歐洲聯盟於各種繁複的財務安排、投資工具、信託及企業誠信文化，以及加強內部監控制度。 With 120,000+ users globally, Diligent Boards™ is the Most Used 2014年公布的調查 “Special Eurobarometer 受託人的掩護下蒙混過關；不法份子亦會 397: Corruption”，約有8%受訪歐洲居民表在不同地區之間進行匯款活動，使偵查工在這項計劃之下，廉署已更新《董事誠信 Board Communications and Collaboration Tool in the World 示曾在過去12個月親身經歷或目睹貪污情作變得困難重重。實務指南》(http://www.hkbedc.icac.hk/tc_chi/ 况。廉署數據亦顯示，香港的貪污問題持 files/publications/toolkit.tc.15.pdf)，內容涵蓋續有效受控。近年廉署接獲的貪污投訴，為應對這些挑戰，廉署一直致力提升打擊有關董事誠信的最新法規，以及董事經常維持在每年少於3,000宗。涉及私營機構的貪污的能力及工作策略。在執法層面上，遇到的貪污風險。未來兩年，中心將會： Combining pioneering features, unparalleled technology and 投訴由八零年代佔整體投訴約三分之一，廉署不斷加強調查技能，以應付日趨複雜 • 製作一套全新的培訓教材，以提升董事增至近年約佔三分之二，與工商界對貪污的貪污案件，並成立法證會計、犯罪得益秉持企業管治的技巧； remarkable performance, Diligent Boards enables users to: 問題提高警覺不無關係。及電腦鑑證三個專責小組，分別負責揭露 • 舉辦商業道德會議；複雜而隱秘的財務交易；追查、限制及沒 • 為公司董事及相關專業人士舉辦培訓研 Digitally compile, distribute and access board materials SCHEDULE A DEMO: 在香港，貪污屬於高風險罪行。廉署個案收非法資金；以及提取並審查隱藏於電子討會；及 via simple and intuitive interface 的定罪率維持在大約八成。對被裁定觸犯裝置的數據資料。向全港上市公司提供度身訂造的防貪服 +852 3008 5657 • Work online or ofﬂine from any global location 貪污罪的人士(尤其牽涉公職人員或上市公務。 [email protected] 司)，法官必予以重判，從不姑息。有為數此外，司法管轄區之間的合作亦取得長足 Beneﬁt from world-class, market leading security features 不少的個案，公司董事一旦被裁定貪污或發展。國際社會對處理日趨國際化的貪污廉署「防貪諮詢服務」亦將於2016年推出 diligent.com/HKIOD 詐騙罪成，除被判監禁外，亦會被禁止擔、逃稅及洗黑錢等經濟罪行的迫切性，愈防貪指南，協助上市公司加強風險管理及 Utilize award-winning 24/7 service from Diligent experts 任董事若干年，這對貪污份子產生有效的發關注。廉署一直關注此世界趨勢，根據系統管控，以符合香港聯合交易所上市規阻嚇作用。廉署周年民意調查結果亦顯示《聯合國反腐敗公約》及就刑事事宜相互則中的最新要求。，香港市民對貪污採取「零容忍」的態度法律協助而訂立的雙邊協定，與其他司法，約八成的受訪者願意挺身舉報貪污。事管轄區建立良好合作關係。廉署亦與內地儘管廉署與各有關方面致力提倡良好企業管實上，廉署接獲的投訴中，超過九成來自人民檢察院訂立「個案協查計劃」，以便治，但最終仍有賴公司將相關措施付諸實行市民直接舉報。雙方按對方要求在調查工作上提供協助。。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，更可繼續反貪迎新挑戰企業管治第一防綫為持份者創造更大的價值、保留人才、減低雖然過往的肅貪工作成績卓越，但廉署現雖然嚴厲執法是反貪工作的必要元素，但舞弊行為對機構的負面影響。 Diligent is a trademark of Diligent Corporation, registered in the United States. All third-party trademarks are the property of their respective owners. ©2016 Diligent Corporation. All rights reserved.

26 HKIoD: THE 21ST CENTURY DIRECTOR size: 210mm (W) x 285mm (H)

The World’s Most Successful Board Portal

With 120,000+ users globally, Diligent Boards™ is the Most Used Board Communications and Collaboration Tool in the World

Combining pioneering features, unparalleled technology and remarkable performance, Diligent Boards enables users to:

Digitally compile, distribute and access board materials SCHEDULE A DEMO: via simple and intuitive interface +852 3008 5657 Work online or ofﬂine from any global location [email protected] Beneﬁt from world-class, market leading security features diligent.com/HKIOD Utilize award-winning 24/7 service from Diligent experts

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

Alain Deniau, Harry O’Neill and Robbie Knight

hy do boards need diversity? By including people with different diversity – the prevalence of family-owned backgrounds who think businesses. Since executive power is usually Wdifferently and approach problem-solving kept within a group of relatives, making most economies in Asia. EY found that in from various angles, organisations independent board positions less common 2014, 85% of companies in Asia-Pacific increase their innovative thinking, thereby than in companies with broader ownership were family-owned businesses and that encouraging progress and growth. structures, it can be difficult to achieve these companies accounted for 32% of diversity. Many steps therefore need to be market capitalisation in the region. The But what do Asian companies understand taken to enhance board effectiveness. level of generational experience in govern- of diversity in leadership to improve corpo- ance is diverse. Japan has some of the rate governance? Helpful Tool: Diversity Wheel world’s oldest family-owned businesses One helpful tool to increasing board while China has some of the youngest. Corporations in Asia-Pacific are extending diversity is the so-called “diversity wheel,” their footprint more and more to shores which presents four levels of diversity.[1] Diversity can be more difficult to achieve beyond. In line with expansion ambitions, Most corporate diversity discussions focus in family-owned businesses. Executive they are starting to seek ways to build more on the second ring – internal dimensions, power is usually kept within the family so diverse leadership teams, boards and including gender, race and other attributes independent board positions are less executive committees. While that is a that individuals cannot control. Asia common. Often, the founders and positive development, it must be under- typically fares poorly in these measures co-founders are in executive positions on stood in a much broader sense than is seen compared to other parts of the world. the board, and typically, family businesses in many boardroom discussions nowadays. Although these aspects are undoubtedly have fewer independent directors. In vital and should never be neglected, we general, these businesses are more Meanwhile, to ensure a balance of skills, believe that the real power of diversity lies reluctant to take on board members from experience and mindsets, regulators in the in taking a broader perspective that balanc- outside their inner circle and often region – for instance, Hong Kong, Singa- es the internal, external and organisational replace resigning board members with pore, Japan and Malaysia – are requiring dimensions of diversity, such as including familiar faces. companies to increase the diversity of their individuals with diverse backgrounds to boards or explain any shortcomings. encourage diverse thinking. Although the recent increase in mergers and acquisitions of Asian companies In addition, another phenomenon in Asia Unique Dynamics of Asian Boards implies that numerous subsidiary boards also draws attention to the need for board Family businesses are an integral part of will have emerged as a result, not many of

28 HKIoD: THE 21ST CENTURY DIRECTOR Companies that expand their understanding of diversity to evolution based on natural selection. In include organisational and external dimensions can reap the the process of moving from being regula- benefits of establishing a more balanced leadership team tory gatekeepers to being strategic 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 advisors that define comparative advan- 結構均衡的管理層團隊，使企業有所得益 tage for organisations, boards simply are making the natural discovery that continuing with old principles and ways of doing 組織性層面 things may subject the organisation to the “risk of extinction.” We have observed 職能架構級層別 that this kind of forward-thinking board 理管

外在層面 mix usually increases external investor

appetite.

地狀況理姻位婚置

When selecting candidates for board

內在層面況收

入 positions, companies should have a clear 狀

工女

子作年 idea of the range of experience already 族係齡種範

關

疇 represented on the board. Pragmatical

會

個

工

gaps (e.g. experience in core businesses

人外

性

個性

興

表別

and targeted growth markets) should be

裔

趣

族

closed quickly, and intangible skill set

gaps (e.g. not having a variety of

身

體

向

狀

工取 approaches to problem-solving) also

況

性

趣

作

經興

should be identified and addressed.

驗閒

休

工

作門 Include alternative thinkers 教育地背教部景宗點 Alternative thinkers usually hail from a

different background from the organiza-

tion and show strong analytical abilities

資歷 and clear ways of thinking. Having them as independent non-executive directors (INEDs) can improve the board dynamics. In addition, their new way of doing

Source: Adapted from Lee Gardenswartz and Anita Rowe, “Diverse Teams at Work: Capitalizing on the things and their willingness to develop Power of Diversity”, Irwin Professional Publishing, 1994; and Marilyn Loden and Judy Rosener, Workforce multi-level contacts with the chair and 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- other boards can result in more effective swartz及Anita Rowe合著，Irwin Professional Publishing出版，1994年，及：《Workforce America! communication and hence more efficient Managing Employee Diversity as a Vital Resources》，Marilyn Loden 及Judy Rosener合著，Business One Irwin出版，1991年 board decision-making processes. Diverse backgrounds can bring different approaches to tackling problems and these parent and subsidiary boards share appointees is to be expected, boards can greater flexibility to adapt to a changing and align strategies to help ensure benefit from hiring younger members environment. effective and transparent communication. with different perspectives. Thus many steps need to be taken to However, alternative thinkers can also enhance board effectiveness in the ‘Darwinism’ of Boards bring specific challenges. Their sectorial process of building diverse boards. Nowadays, chairs increasingly realise that inexperience could mean they might be a smart board composition comprises a slower to accelerate to full speed while It is not enough to use easily quantifiable good mix of members who are relevant to veteran directors also may find it hard to metrics to gauge diversity levels, such as the core business as well as alternative understand their value. Even strong gender and ethnicity. Organisations thinkers who are able to hypothesize the personalities can be timid in such should look more broadly at concepts that “what-ifs” of the future. Alain Deniau, situations. The key to eliminating any expand diversity of thinking. This can Partner in Heidrick & Struggles’ CEO & negative vibe in board energy, therefore, include a focus on bringing down the Board Practice in Hong Kong, calls this lies in having a well-thought-out average age of board members. Although “The Darwinism of boards,” a reference board-orientation programme and proper a degree of seniority among board to naturalist Charles Darwin’s theory of guidance from the chair.

香港董事學會: 廿一世紀董事 29 New Thinking 新思維

Ensure optimal board size The Way Forward 董事會多元化並不容易，因此需要更多措 The appropriate balance between execu- The unique way that most Asian 施才能提升董事會效能。 tive directors and INEDs, and the size of businesses are run poses challenges and the board itself vary from company to resistance to creating more diverse 實用工具：多元化輪盤 company. Having a sufficient number of boards. However, Heidrick & Struggles 「多元化輪盤（Diversity Wheel）」是提升 INEDs can help ensure that independent, believes that the goal is attainable and can 董事會多元化程度時常用的工具，輪盤上 diverse voices are heard. To determine lead to performance improvements. 的四環代表多元化的不同層次1。企業多元 the optimal board size, a company should Forward-thinking companies should: 化的討論大部分聚焦第二環——「內在層 examine if the board is large enough to • Ask themselves the right questions at 面 (internal dimension)」，涵蓋了性別、種 carry out its functions without pressuring the right time; 族及其他非個人所能控制的範疇。一如所 individual members and if it is small • Understand how they would like their 料，亞洲企業在上述範疇的表現遜色於其 enough for each member to remain boards to make a positive impact on 他地方的企業。這些範疇固然極其重要， personally involved. their business; 不容忽視，但我們相信多元化的真正意義 • Review board performance; and ，在於採用廣闊的視野，平衡達至多元化 Role of the Chair • Bridge the gaps. 所需的「內在層面」、「外在層面」及「 It takes a strong chairperson not just to 組織性層面」。廣納不同背景人士以促進 get the diversity right but to run the board To be more effective, boards should be 思想多元化正是其中一例。 effectively. Indeed, the role of the board’s diverse and representative. Chairs should leader must evolve to include new respon- challenge the status quo, and apply board 亞洲公司董事會的獨特之處 sibilities that demand different skills. effectiveness models that allow business- 家族企業常見於大部分的亞洲經濟體。安 es to survive, succeed and evolve beyond 永發現，2014年亞太區內有85%的公司為 For one thing, chairs must set board Darwinism to modernity. 家族企業，市值共佔亞太區資本市場的 diversity as a priority and clearly define its 32%。亞太地區家族企業的傳承代數亦見 implications. After all, it is the chair who 差異——有些日本家族企業的歷史是世界 must help determine, and then articulate 事會為什麼需要多元化？不之最，有些中國家族企業則是全球最年青 the what, why and when of diversity for 同背景的人有不同的思考方的一批。 the organisation. The focus must go 法，考慮問題的角度也不盡 beyond common metrics, such as gender 董相同。一家企業若能廣納賢家族企業要實現董事會多元化殊不簡單。 and race, to encompass true diversity of 士，將能提高創新思考能力，從而進步與家族企業的決策權力通常集中於有親屬關 thinking. 發展。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 Board chairs must detect any diversity 企業領導層多元化能強化企業管治，但亞執行董事的職位，而大部份家族企業董事 gaps and draft a plan to close them and to 洲企業對此有何理解呢？會的非執行董事成員較少，這些企業也比 bring fresh ideas and new energy into the 較抗拒委任自己圈子以外的人加入董事會 boardroom. Below are a number of 亞太地區的企業正積極走出本土，邁向國。遇有董事會成員辭職，則多會由相熟人 questions to help with assessing board 際。它們致力讓其管理層、董事會及行政士接任。 diversity: 委員會的結構更趨多元化，以配合公司發 • How does our board rank across 展的雄圖大計。這無疑是正面的發展趨勢近期亞洲企業的併購活動頻繁，大量附屬 relevant dimensions of the diversity ，但大部份亞洲企業在此課題的討論尚未公司勢將隨之誕生，亦可預見這些附屬公 wheel? 完善，他們須以更廣闊的視野來了解董事司將設立董事會。然而，很少母公司和附 • How are the gaps detected on the 會多元化。屬公司的董事局會分享和協調彼此的策略 board affecting performance and our ，難以確保有效和透明的溝通。因此這些 ability to assess risk and challenge the 同時，為確保每家企業的董事會成員有均企業在實現董事會多元化時，還須不少措 status quo? 衡的技能、經驗和思維方式，亞太區內多施來提升董事會效能。 • How does our board’s range of 個國家和地區的監管機構，例如香港、新 experience and background align with 加坡、日本和馬來西亞等地，正立例規定易於量化的指標，例如性別和種族，尚未 the company’s mid- to long-term 企業提高其董事會的多元化程度，未能達足以量度董事會的多元化程度。企業應該 strategies? How (and when) can 標的企業要就此作出解釋。拓闊視野，尋求思維的多元化。方法之一 diversity complement or strengthen 是吸納年輕成員。一般人期望董事會成員 that view? 另外，家族企業在亞洲非常普遍，使人關應具相當年資，但年輕的成員能帶來不同 • What is our plan to address the short- 注亞洲企業董事會的多元化程度。家族企觀點，董事會可從中獲益。 comings? 業的決策權力通常集中於有親屬關係的群 • What is the best time to make a 體，相比股權結構廣闊的公司，少有獨立董事會的自然演化 change? 身份的董事會成員。這些家族企業要達至今天，越來越多董事會主席明白董事會的

30 HKIoD: THE 21ST CENTURY DIRECTOR Asia-Pacific’s Largest Family Businesses (2014) 公司主席的一項要務是把董事會多元化訂亞太地區的最大型家族企業 (2014年) 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 Revenue Number of Employees Family Shareholder or 收入員工數目 voting rights 和時間表。主席不可只關注性別、種族等家族成員持股或投票權比例一般指標，他必須把真正的多元化思考能力注入董事會。

100% 公司主席亦要找出董事會在多元化方面的不 100090 450000 足之處，並就此擬定計劃以彌補不足。他也 69% 66% 要為董事會帶來新想法及新動力。以下列出 73042 261074 59.5%

53.3% 的問題，有助評估董事會多元化程度： 52.6% 49% 47.2% • 董事會在多元化輪盤各部份的表現如何？ 40000

33034 • 董事會的不足之處，對企業的表現， 30238 25766 22620 風險評估的能力及改變現狀能力有何 17543 影響？ 28532 27126 23519 13600 8412 6507 • 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 Tata Group Reliance Aditya Birla Hutchison Industries Ltd. Group Whampoa Ltd. 多元化如何(及在何時)完善或強化上述關係？ Formosa Petrochemical Lotte Shopping Suntory Group Doosan Heavy Industries & Lotte Chemical Corp. Corporation Company Ltd Construction Co Ltd. • 有何彌補不足的計劃？ • 何時是引入改變的最佳時機？ Soucre: EY Family Yearbook 2014 資料來源：安永《Family Yearbook 2014》未來發展亞洲企業的獨特營運模式，令董事會邁向理想結構，是既要有精通企業核心業務的董事會的決策效率。而多元化的背景不但多元化之路充滿挑戰和障礙。不過我們深人士，也要有能發揮另類思維的成員，以可帶來不同的解難方法，還有助企業靈活信這目標可以實現，更有助提升公司的表為公司未來發展提出不同假設。Alain Deniau 應對瞬息萬變的經營環境。現。因此，高瞻遠矚的公司應：是海德思哲CEO及董事會行業領域合伙人 • 適當時候給自己提出適當問題；，他參照了博物學家達爾文的物競天擇演不過，吸納思維截然不同的人，將面對特 • 了解自己期望董事會如何推動公司的業化論，「董事會演化論 (The Darwinism of 殊的挑戰。他們缺乏業內經驗，或要多些務發展； boards)」描述這種董事會結構。董事會的時間才能盡展所長，同時一些資深董事可 • 檢視董事會的表現；及角色，由負責規管的把關者，變成為企業能難以理解他們的價值觀。這情況下，個 • 彌補不足。制訂比較優勢的策略顧問。之所以有此變性堅強的人也會諸多忌憚。要讓董事會保化，不過是董事會自然而然發現，繼續舊持正面氛圍，關鍵是要為董事會成員精心為提升效率，董事會應該更為多元化，更有原則和做事方法可能令其組織陷入「滅絕設計啟導課程，同時董事會主席亦要提供具代表性。主席應勇於挑戰現狀，及應用風險」。據我們觀察所得，這類型的董會局適當指導。有效的董事會效能模式，以助企業立足、結構具前瞻視野，通常受外部投資者歡迎。成功及邁向現代化。董事會的規模企業挑選董事會成員時，應清楚了解現有不同企業各有特色，執行董事和非執行董 [1] Source: “Diverse Teams at Work: Capitalizing on the Power of Diversity” by Lee Gardenswartz 董事會成員所具備的經驗。若董事會的實事的比例和董事會的規模自然不盡相同。 and Anita Rowe, first edition, Irwin Professional 務能力不足(例如缺乏核心業務和目標市場足夠的非執行董事能確保董事會內有獨立 Publishing, 1994 (註1) 資料來源：《Diverse Teams at Work: 的經驗)，應當盡快彌補，也要找出董事會和多元化的聲音。企業亦要仔細考慮合適 Capitalizing on the Power of Diversity》第一版缺乏的軟性技巧 (例如解難能力不足)，妥的董事會人數規模，人數不能太少，才能，Lee Gardenswartz及Anita Rowe合著， Irwin 善應對。讓每位成員在不受催迫的情況下履行職務 Professional Publishing出版，1994年；人數也不能太多，才可讓每位成員都有吸納不同思維的人機會參與事務。 Alain Deniau, Harry O’Neill and 思維跳出框框的人，通常有與眾不同的背 Robbie Knight are partiners of CEO & 景，兼且分析力強，思路清晰。委任這些主席的角色 Board Practice division of Heidrick & 人士為獨立非執行董事，可為董事會增添董事會主席需要優秀的領導力，才能確保 Struggles. 動力。他們不但可帶來新的處事方法，亦董事會正確實踐多元化，並能有效運作。 Alain Deniau, Harry O´Neill和Robbie Knight為願意與主席及其他董事會成員展開不同層主席作為董事會的領導人，也要與時並進海德思哲CEO及董事會行業領域合伙人。次的接觸，有助成員間的溝通，從而提高，承擔要不同技能才可勝任的新職責。

香港董事學會: 廿一世紀董事 31 Interview with an HKIoD “Family” 學會家族成員專訪

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

Mr Stanley Mok and Mr Stanley Mok: I joined HKIoD at its inception; it was Mr Moses Cheng who introduced the Institute to me. As the Mr Stephen Mok Founding Chairman of HKIoD , Mr Cheng spared no effort to recruit numerous 專訪莫兆光先生和莫仲堃先生 members for the Institute through his network. Thanks for him, I became an It is not unusual to find members of the same family joining The HKIoD member in 1997. Hong Kong Institute of Directors (HKIoD). Although their occupation, position and seniority as company directors may Truth be told, the reason I was interested differ, they all share the passion of striving towards director in joining HKIoD was for the sake of professionalism while sharing and passing on good values and business. I knew back then that the high standards. We can learn from their stories. Below is our Institute of Directors in the UK was a interview with one such family. renowned professional body and an 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 advocate of corporate governance. In my 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 mind, The HKIoD would do likewise as 好的價值，他們的故事值得我們借鏡。 well, so I decided to join the Institute to learn some means to improve my business operations. In addition, I also hoped to Interviewees 受訪對象 expand my network through the Institute, which boasted board members and senior Mr Stanley Mok, FHKIoD – executives among its members. Managing Director of Urban Media Ltd; Council Member and Chair- man of Publishing Board of The Hong Kong Institute of Directors Mr Stephen Mok: Of course, I first 莫兆光先生 – heard of HKIoD from Uncle Stanley. My 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 father (Mr Mok Yiu Kwong, retired HKIoD member), too, was an HKIoD Mr Stephen Mok, FHKIoD – member. In fact, I was an HKIoD member Partner, Eversheds; Fellow of The Hong Kong Institute of Directors some years ago, but lost the membership 莫仲堃先生 – due to a job change. So when a banker 安睿國際律師事務所合夥人，香港董事學會資深會員 friend mentioned HKIoD to me recently, I saw that as an opportunity to reconnect with the Institute.

HKIoD is a recognised platform for promoting 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 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。 seen in The HKIoD?

32 HKIoD: THE 21ST CENTURY DIRECTOR Mr Mok Yiu Kwong (left), retired member of HKIoD. 莫耀光先生(左)是本會的退休會員。

Stanley: Times have changed in these Stephen: Being an HKIoD member gives to go rowing, hiking and touring the two decades, and no doubt HKIoD has me and my co-workers plenty of opportu- countryside. We are very close all through undergone lots of changes too. One nities to meet with directors from the years. significant difference is in the composi- different sectors. The Institute conducts tion of its membership – we have a lot various training courses regularly. I also Stanley: Speaking of shared values, our more Mainland Chinese businessmen encourage my colleagues to take up the family believes in education, and among us. task of being training facilitators of such Stephen’s father is a great role model. programmes. These are not only channels He was once an Assistant Director of the The number of state-owned enterprises to promote corporate governance but also Housing Department, and was awarded a and Mainland Chinese companies listed excellent chance for someone to polish his Member of the British Empire (MBE) for in Hong Kong is much bigger than that in or her presentation skill, which is essential 40 years of service there. Yet with just 1997. In Mainland China, companies do for every legal practitioner. Preparing for secondary school education, his first job business and practice governance still tuition is a way to let us refresh our knowl- was as a mechanic repairing cars. Can differently from companies in Hong Kong edge and improve upon it. More than that, you imagine how much effort he had to and the rest of the world. But directors of interacting with programme attendees, put in to join the ranks of senior govern- Mainland Chinese companies listed in who are mostly company directors, can ment officials? To enhance competency, Hong Kong are keen to get on track with broaden our horizons as well. he eventually completed the Diploma of Hong Kong’s good corporate governance Housing Management programme at the practices, which are well recognised by Can you share with our readers University of Hong Kong. global investors. This explains the rising some inspirational experience and number of Mainland Chinese company above all, you family values? I am comforted that Stephen and his directors joining HKIoD to pick up best brothers and sisters all received higher practices in leadership and corporate Stephen: We are a close-knit family. My education. Putting his children through governance. father was the breadwinner of the Mok college was no easy task for Stephen’s father. family. When he was busy making a living, They all can boast of accomplishments in Stephen, you and several co-workers Uncle Stanley looked after me and my their respective fields. Under God’s from Eversheds have become siblings like a big brother. Uncle Stanley blessings, in Stephen’s generation there are members of The HKIoD. How do is 14-year older than I but 19-year young- professionals in the medical, legal, you see The HKIoD add values to er than my father. It was he who taught engineering, investment banking and your professional development? me how to swim, engaged me in soccer aviation fields. I think my brother did a great and table tennis, and took us kids out job in setting the pace for his children.

香港董事學會: 廿一世紀董事 33 Interview with an HKIoD “Family” 學會家族成員專訪

軌。這解釋了愈來愈多中國企業的董事加你們如何認識香港董事學會的？為何會入香港董事學會，以學習企業領導和企業成為學會會員？管治的最佳常規。 H K I o D 莫兆光先生：我在香港董事學會成立之初 Stephen，你跟幾位安睿國際律師事務便已成為會員，介紹我加入學會的是鄭慕所的同事成為了學會會員。加入學會如 ࡻ៉໌ও 2016 智先生。身為學會的創會主席，他為學會何替你們專業發展增值？招攬會員可謂不遺餘力。我經他引薦，在 1997年成為學會會員。莫仲堃先生：香港董事學會讓我和同事有 Director CPD 大量機會與來自不同界別的公司董事接觸實不相瞞，我加入學會還是為了生意的。我。學會舉辦不同的培訓課程，我很鼓勵同知道英國的董事學會是知名的專業機團體，事把握機會，擔任這類課程的導師。這些致力推廣企業管治。我心目中的香港董事學課程不單是推廣企業管治的渠道，也是鍛會也是如此，因此希望加入學會，學習改善鍊演說技巧的大好機會，而演說能力正是經營的方法。此外，學會會員多是公司董事每位法律工作者所必備的。準備課堂的功 Focusing on the fostering of the long-term success of companies and professional development for 和高層管理人員，我當然期望認識能透過學夫也可讓我們溫故知新、更進一步。課堂 directors, The Hong Kong Institute of Directors (“HKIoD”) is pleased to launch the “Symbol of Credit in 會認識他們，拓展人際網絡。的參與者多是公司董事，我們有機會與他 Director CPD” (“the Symbol”). 們互動，也可增廣見聞。 ڼٺடཾ໌ওȇ࣏ႀԙ៉ٱࡻδԙ൷Ѕ௰ଢ଼ီޟԤϴѧܚԟ࢐ߴ໌۠ޟᏰོȞHKIoDȟٱ莫仲堃先生：我對香港董事學會的認識當 ॷ෫ီ ࡻ៉டཾ໌ওო೨኿ᇬȷ(ήᆎ“኿ᇬ”)Ȅٱ然來自我叔叔(莫兆光先生)。我的父親(莫請分享莫氏一家的生活經歷和共同價值 ȂᏰོݠณ௰юȶီ 耀光先生，香港董事學會退休會員)也曾是觀。學會會員。事實上我多年前也曾是會員， Objectives of introducing the Symbol: 但後因工作轉變關係而失去了會藉。最近我們是非常團結的一家人。莫仲堃先生： • Recognising companies that have completed a Board Training Programme of HKIoD and ful lled the 有位銀行界好友剛巧跟我談起了學會，成我的父親是家中經濟支柱，當他日以繼夜 necessary requirement. 為我重新成為學會會員的契機。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 Promoting Continuing Professional Development (“CPD”) for directors to strengthen board competence 香港董事學會是廣受認同的推廣企業管治平我大14歲，但比我爸爸小19歲。正是他教 in the responsibilities of corporate governance. 台。我的業務多與上市公司和金融集團有關會我游泳、踢足球和打乒乓球，又帶我和 • Encouraging the pursuit of CPD by directors. ，從我觀察所得，香港的法律制度對上市公一眾兄弟姊妹去划艇、遠足和郊遊。時至 • Promoting awareness among the public of the signi cance of director CPD. 司的企業管治水平，要求越益嚴格。此外，今天，我們的關係仍非常密切。 Uncle Stanley (left) and nephew Stephen (right) in the 1970s. 學會也可成為連接內地企業和公司董事的橋 1970年代的莫兆光先生(左)與侄兒莫仲堃先生(右)。 ௰юȶ኿ᇬȷҬޟԃήȈ ϴѧȄޟࣺᜰौؑڗႀٮஉଋ፞แȷོٱ樑，協助他們提升企業管治水平。莫兆光先生：要說共同價值觀，我們一家 • ߒපׇԙҏོȶီ ഽӈ૖ΨȂоቺ՗ӌཾᆓݽ೰ӈȄོٱࡻ៉டཾ໌ওȂቨ஼ီޟٱ人都相信教育的重要，而Stephen的父親就 • ௰ኄီ ՗ࡻ៉டཾ໌ওȄ໌ٱStanley, 你覺得學會成立之今經歷了甚是最好的榜樣。他曾任職房屋署的助理署 • Ⴢᓾီ ཎᜋȄޟܒࡻ៉டཾ໌ও१ौٱ麼變化？長，更因在房署任職逾四十年而獲勳嘉許 • ඪЀϴಀᄇϴѧီ 。然而他踏足社會的第一份工作是汽車修莫兆光先生：世界在這二十年變化甚鉅，理工，當時他僅有中學學歷。你可以想像 Qualifying for the Symbol: 學會亦肯定經歷不少變化。其中一個明顯他付出多少努力才能躋身政府高層官員之 A company having engaged HKIoD in a Board Training Programme and ful lled the necessary requirement 轉變是多了來自中國大陸的商界人士成為列。為自我增值，他最終完成了香港大學 for a prescribed time within a year will be granted the Symbol for application in the company’s corporate 學會會員。的房屋管理文憑課程。 and promotional materials such as Annual Report, website and any other corporate collateral.

現時在香港上市的國有企業和中國公司的我很欣慰Stephen和他的兄弟姊妹都能完成 ᕕႵ኿ᇬၥਿȈ 數量遠超1997年的。中國企業的營商和管高等教育，那對Stephen的爸爸來說可不容 ਢኵौؑ஠ᕕႵีო೨኿ᇬȄޟሯܚڗႀٮஉଋ፞แȷȃོٱȶီޟϴѧԃӵೣۡԑӋϱෆ୤ᇄҏོ 治的方式與香港和世界各地的企業頗有不易。蒙主祝福，一眾子侄在醫學、法律、 ኿ᇬყਰȄޟтӌཾМਰ้) ΰȂёΣࣺᜰڏ௰ኄ؅ਟ(ԃ:ԑൢȃᆩમЅޟ၎ϴѧџܻϴѧ 同。香港的企業管治水平有目共睹，獲國工程、投資銀行及航行的專業範疇各自有際投資者認同，在香港上市的那一批中國不凡成就。我想我的哥哥為子女樹立了良 For inquiry of the “Symbol of Credit in Director CPD”, or HKIoD Board Training Programme, please contact 企業的董事，都渴望與我們的企管水平接好的榜樣。 our training department at 2889-9986 or email to training @hkiod.com.

உଋ፞แȷԤӈդၚ୰Ȃ፜ᓍਢོٱᏰོȶီٱॷ෫ီܖࡻ៉டཾ໌ওო೨኿ᇬȷȂٱௌᄇȶီݎԃ Ⴋ໏Սtraining @hkiod.comȄܖஉଋഋᖒᛮȂႫၗ2889-9986ޟঈרᇄ

34 HKIoD: THE 21ST CENTURY DIRECTOR H K I o D ࡻ៉໌ও 2016 Director CPD

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”).

ڼٺடཾ໌ওȇ࣏ႀԙ៉ٱࡻδԙ൷Ѕ௰ଢ଼ီޟԤϴѧܚԟ࢐ߴ໌۠ޟᏰོȞHKIoDȟٱॷ෫ီ ࡻ៉டཾ໌ওო೨኿ᇬȷ(ήᆎ“኿ᇬ”)ȄٱȂᏰོݠณ௰юȶီ

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.

௰юȶ኿ᇬȷҬޟԃήȈ ϴѧȄޟࣺᜰौؑڗႀٮஉଋ፞แȷོٱߒපׇԙҏོȶီ • ഽӈ૖ΨȂоቺ՗ӌཾᆓݽ೰ӈȄོٱࡻ៉டཾ໌ওȂቨ஼ီޟٱ௰ኄီ • ՗ࡻ៉டཾ໌ওȄ໌ٱჂᓾီ • ཎᜋȄޟܒࡻ៉டཾ໌ও१ौٱඪЀϴಀᄇϴѧီ •

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.

ᕕႵ኿ᇬၥਿȈ ਢኵौؑ஠ᕕႵีო೨኿ᇬȄޟሯܚڗႀٮஉଋ፞แȷȃོٱȶီޟϴѧԃӵೣۡԑӋϱෆ୤ᇄҏོ ኿ᇬყਰȄޟтӌཾМਰ้) ΰȂёΣࣺᜰڏ௰ኄ؅ਟ(ԃ:ԑൢȃᆩમЅޟ၎ϴѧџܻϴѧ

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.

உଋ፞แȷԤӈդၚ୰Ȃ፜ᓍਢོٱᏰོȶီٱॷ෫ီܖࡻ៉டཾ໌ওო೨኿ᇬȷȂٱௌᄇȶီݎԃ Ⴋ໏Սtraining @hkiod.comȄܖஉଋഋᖒᛮȂႫၗ2889-9986ޟঈרᇄ 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

Itinerary 行程 Guided tour to Meeting with representatives Buffet luncheon at Vanke’s Visit to CTF Hoko Mall Guided tour to Qianhai Shenzhen-Hong Kong Meeting with Qianhai Exhibition Hall of the Authority of Qianhai Enterprise Dream Park 參觀周大福全球 Youth Innovation and Entrepreneur Hub (Ehub) young entrepreneurs 參觀前海展示廳與前海管理局代表會面於「企業公館」享用自助餐午膳商品購物中心參觀「深港青年夢工場」與青年創業家會面

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 The delegation was first guided 海，目的如下： around the Qianhai Exhibition • 促進香港董事學會與中國有關機構的聯繫和溝通 Hall to familiarise with the ，使日後通過積極雙向溝通，為內地與香港經濟 positioning and development of 繁榮及香港作為世界財經中心的地位作出貢獻； the industry zone. • 瞭解前海經濟發展的最新政策，及；訪問團首先參觀了前海展示廳， • 瞭解香港與前海可以合作的範疇。了解前海區域的定位與發展。

36 HKIoD: THE 21ST CENTURY DIRECTOR 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。

香港董事學會: 廿一世紀董事 37 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

Andrew R Wells 華賢仕

n April this year, I had the privilege These key economic indicators point to it is written in a script similar to the latter of leading a group of some 20 the opening of a new frontier in Hong (think of Chinese and Japanese). The Hong Kong executives and Kong’s international business network. Iranians moved from Central Asia into entrepreneurs to Iran on behalf of Few, if any such frontiers remain to be what is now Persia in the early first millen- theI Hong Kong General Chamber of explored. nium BC, during the course of which they Commerce. Our goal was to explore the created what was at the time the world’s sensational opportunities that have arisen We visited the capital Tehran (with some largest political entity, the Achaemenid for Hong Kong business as a result of the 10 million inhabitants) and the major Empire, the borders of which stretched lifting of economic sanctions on Iran in business and cultural centres of Mashhad from the Balkans and North Africa to January by the USA, the European Union and Isfahan. Both before and after our Northern India. and others. The Chamber’s mission was, trip, I received numerous enquiries about in fact, the first major business delegation the political, cultural and historical The transforming event in the history of from Hong Kong to Iran since that background of Iran from companies that Iran was its sudden and swift conquest by diplomatic break-through. are seriously interested in such an unusu- the Arabs in the first half of the seventh al opportunity, but for whom Iran has an century. The Iranians had just been Iran has a highly educated, young and aura of mystery, given its decades of weakened by a long war with the Byzantine urbanized population of nearly 80 million isolation during the sanctions regime. I (late Roman) Empire, but what ensured – about the size of Turkey’s. It is famous shall try to answer some of these queries their defeat was the vital new religion of for having large oil and natural gas from a personal perspective. Islam brought by the conquerors, who had reserves; less well known is that it is a been united politically and spiritually by major player in the automotive, agricul- The historical context is crucial to any the Prophet Muhammad. It was to be the tural and pharmaceutical industries. Its basic understanding of Iran. Iran is fusion of Islam with the ancient culture of stock market is about six times the size of comparable to only two other countries – Persia that was to produce the unique that of Nigeria, Africa’s largest economy. Egypt and China – in terms of its long features of modern Iran. The country has more than 20,000 bank history and ancient civilisation. Like branches. It is one of the top 10 “tourism China, its history has been characterized The height of this first Muslim Caliphate countries” in the world as measured by by periods of great national, and some- was reached after its capital was moved the number of UNESCO (United times international strength, alternating from Damascus to Baghdad in the eighth Nations Organization for Education, with shorter periods of instability and century. This is the period that Westerners Science and Culture) heritage sites. Its foreign interference. associate with the “Thousand and One reformist Government has set an annual Nights” and Harun al-Rashid. Persian growth target of eight per cent, and The Iranians are an Indo-European cultural influences became dominant 800,000 young people are entering the people, which means that modern Farsi is among all classes within the Caliphate, work-force every year. closer to English than to Arabic, although especially in Iran itself.

38 HKIoD: THE 21ST CENTURY DIRECTOR 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 recognised 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 Meeting with Dr Mojtaba Mousavian Director General of Foreign Trade, Ministry of Industry, Mine and Trade Promotion. into a client state of the US. 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。

Discontent with this dependency among all sectors of society, coupled with increas- Sanctions were imposed by the Western This simplified background is necessary to ing administrative corruption, came to a powers, which simply meant that those explain both the crucial importance of Iran head in 1979, when the exiled Ayatollah same countries were unable to take advan- being welcomed back into the international Khomeini returned from exile to a hero’s tage of the opportunities that a positive community and the strength and resilience welcome. Unfortunately, the US showed relationship with Iran would have created, of the Iranian Government and people. no desire to relinquish its dominance while ordinary Iranians were unable to (although it had also refused asylum to the realise the full potential of their country’s Throughout the recent difficult years, deposed Shah) and anti-American geographical position, highly educated China has taken a more enlightened sentiment in Iran clashed against increas- population, sophisticated culture and vast attitude towards Iran than many other ingly anti-Iranian rhetoric in the West. natural resources. countries. As a result, following the easing

香港董事學會: 廿一世紀董事 39 Feature Article 特稿

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 implementation 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

Isfahan, Iran’s cultural centre. year. With that come the less tangible 伊朗文化名城伊斯法罕。 benefits of cultural familiarity, and a record of interrupted business connec- of sanctions, Hong Kong’s direct trade sophisticated environment – vastly different tions. On the other hand, the Mainland with Iran and its indirect trade through the than the normal portrayal in the Western still lacks the sophistication of Hong Mainland can only grow exponentially; media – but the use of English is not Kong’s legal, financial and professional there could be no better time for Hong widespread outside the capital. Internet systems. So Hong Kong entrepreneurs Kong businesses to investigate the oppor- and telecommunications standards have yet stand a good chance to leverage their tunities on offer. Opportunities span the to meet Hong Kong expectations. Above all, unique position as friends of both Iran and chemical industry, agriculture, aviation, lingering uncertainty about the continuing China. As a cornerstone of the “One Belt, finance, construction, hotels and tourism, application of some sanctions by the US has One Road” initiative, Hong Kong is ready mining, car manufacture, cultural made many banks reluctant to handle Iranian for business with Iran – the traditional exchange, electronics, telecommunica- business while many businesses are uncer- “Bridge of Turquoise.”* tions, pharmaceuticals (and, of course, tain whether trade with Iran will compro- *Editor’s note: Reference is made here to Canadian carpets and caviar). mise their existing banking arrangements. photographer Roloff Beny’s book “Persia: Bridge of Turquoise,” which lets the reader see Iran through his But it is important to move quickly. Italy’s These concerns will take time to address camera’s lens. Iran was an important link in the East-West trade route, given its strategic location as a bridge between public rail company has signed already a in full. But there are some obvious steps the Caspian Sea and the Persian Gulf. US$5 billion agreement to renovate and that all companies seeking to trade or upgrade the local rail network. The Danish invest in Iran can take. In the first place, it pharmaceutical leader Novo Nodirsk is is crucial to acquire reliable information. 年四月，我有幸率領約20位 building a plant and doubling its local staff. Few independent sources of reliable 香港的企業家和公司高層， Melia Hotels of Spain (together with Accor market information exist inside or outside 今代表香港總商會訪問伊朗。 of France and Rotana of Saudi Arabia) are Iran (London-based Arabia Monitor is an 美國、歐盟及其他國家在今 to open the first officially five-star hotel in exception), so it is important to visit the 年一月撤銷了對伊朗的經濟制裁，我們此 Iran. The Singapore Business Federation country armed with the necessary 行的目標，就是要到當地為香港尋找商機 organised a high-level, 57-member delega- introductions. We were very lucky in this 。香港總商會的這次訪問團，是伊朗外交 tion in February. A US$25 billion deal with regard, being on a mission for the Hong 取得突破後，香港第一個前往當地的主要 Airbus made the international headlines. Kong General Chamber! Due diligence 商務代表團。 And so on. with respect to sanctions compliance is also an obvious but necessary step once 伊朗有近八千萬高學歷、年輕和在城市生 Of course, problems remain. While taxation you have formulated your preliminary 活的人口，數目足以媲美土耳其。它以世 of foreign investment is being reduced, business plan and have found a good local 上數一數二的石油和天然氣蘊藏量知名， simplified free trade zones established and partner, which is essential for small 卻少有人知道它在汽車製造業、農業和製 huge opportunities in infrastructure work medium enterprises and large corpora- 藥業的地位舉足輕重。它的股票市場是非 opened up, a degree of cultural misunder- tions alike. And, of course, a clear plan for 洲最大經濟體尼日利亞的六倍，它的國土 standing still prevails. New visitors may be investing and repatriating your money is 內有過二萬家銀行分行。按聯合國教科文 surprised at the safe, clean, welcoming and something that the continuing issues with 組織的世界遺產數量來計算，它位列全球

40 HKIoD: THE 21ST CENTURY DIRECTOR 十大最值得觀光旅遊的國家。它的改革派伊朗國力在19世紀下滑。當時伊朗地區是地安全、潔淨、好客和優雅的環境，因為眼政府訂下了每年百分之八的增長目標，每世界公認連接東西方的橋樑，其極具地緣前的景像與西方媒體平時展示的實在大相逕年有八十萬青年人投身勞動市場。政治價值，引來西方殖民勢力競相爭奪。庭。可是，英語在首都以外地方並不普及， 20世紀，國祚短暫的巴列維王朝試圖振興互聯網和電訊服務也滿足不了及香港人的要這些主要經濟指標，指出了香港國際貿易國家，帶領國家走向現代化。然而這目標求。而最重要的，還是美國對伊朗的一些制網絡的新機遇。要知道這種新機遇在世上極其量只取得部份成效，更糟的是，成功裁猶在，帶來揮之不去的不確定因素，令很已經所剩無幾了。的代價令伊朗成為了美國的附庸。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，會否影響與銀這次代表團參觀了伊朗首都德黑蘭(人口約伊朗社會各個階層都不滿政府對美國的依行既有的業務往來。有一千萬)和該國的商業和文化重鎮什哈德賴，加上政府越見腐敗，終於在1979年，和伊斯法罕。我在旅程前後收到不少對伊流亡海外的什葉派宗教學者何梅尼返回伊這些問題需要一定時間才能完全解決。但朗情況的疑問。提問者來自對此難得機遇朗，獲英雄式歡迎，令伊朗局勢來到轉捩有意投資伊朗或與當地貿易的企業，還是有濃厚興趣的企業，他們想知道伊朗的政點。然而美國無意放棄它對伊朗的影響力( 可以執行一些部署。首先，最關鍵的是獲治、文化和歷史背景，但伊朗從前受到制儘管它亦拒絕為被廢黜的伊朗國王提供庇取可靠的消息。無論在伊朗國內還是國外裁，被國際社會孤立數十年，所以伊朗在護)，因此伊朗國內的反美情緒日增，同時，有關伊朗市場的獨立消息來源相當稀有他們眼中總像披著神秘的面紗。以下我將西方社會也日益敵視伊朗。西方列強最終 (總部位於倫敦的Arabia Monitor 是例外)。從個人角度解答嘗試部份問題。向伊朗施加制裁。結果，西方國家放棄了親身到伊朗走一趟非常重要，當然，還要與伊朗建立正常關係所能收獲的利益，而找到合適的嚮導，這次香港總商會代表團要了解伊朗，必須從歷史角度入手。伊朗的伊朗的地理優勢、高教育水平的人口、優在這方面的運氣可說不俗。若你已有投資歷史和文化之久遠，唯有埃及和中國足以相秀的文化和豐富的天然資源，也無用武之伊朗的初步計劃，又找到好的當地夥伴，提並論。伊朗的歷史頗似中國，國力長期保地。那你必須做好盡責調查的工作，確保一切持強盛，有時甚至有顯著的國際影響力，而符合現有制裁措施的規限，這對中小企和動盪和受外國干涉的時期則較短。各國何以歡迎伊朗重歸國際社會？伊朗政府大企業都重要。當然，投資伊朗肯定要有和人民有何能力和韌性？上述伊朗的簡史是與國際銀行體系長期協商的準備，而清晰伊朗人源自印歐人種，他們的現代波斯語了解這些問題所必須具備的基礎知識。的資本投資和調度計劃不可或缺。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)。伊朗中國近年煞過不少艱苦歲月，對伊朗的態上述情況聽來或令人氣餒，但香港企業可人公元前一千年由中亞地區移居至現時的度比很多國家開明得多。隨著國際社會放以放心，因為我們最少仍有一點短期優勢波斯地區，期間創立了當時最大的國家寬對伊朗的制裁，香港與伊朗的直接貿易。相比其他競爭對手，香港未來可以背靠 ―― 阿契美尼德帝國，其國土由巴爾幹半，及通過中國大陸的間接貿易，定能迅速國家重點推廣的「一帶一路」策略來發展島伸延至非洲北部到印度北部。發展：現時正是香港商界到伊朗考察商機。香港的優勢在於有國家的全面支持，在的最佳時機。具發展潛力的行業包括化工內地亦建立了良好網絡。伊朗被國際社會伊朗歷史的一大轉折在七世紀上半葉，阿，農業，航空，金融，建築，酒店旅遊，孤立時，中國成為了伊朗外貿的支柱，現拉伯人以迅雷不及掩耳的速度征服了伊朗採礦，汽車製造，文化交流，電子，電訊時更是伊朗最大的貿易夥伴，去年雙邊貿。當時伊朗人早因與拜占庭帝國(晚期羅馬，製藥 (當然還有地毯和魚子醬)。易總額達500億美元。中伊兩國文化頗有相帝國)長期征戰而國力下滑，但真正打敗伊似之處，加上從未間斷的商貿關係，無形朗的是新興的伊斯蘭教。征服伊朗的阿拉然而我們必須迅速行動。意大利國家鐵路中促進了兩國關係。另一方面，內地的法伯人，政治和精神上都在先知穆罕默德的公司已於伊朗簽訂價值50億美元的協議，律、金融和專業務尚未及得上香港，所以影響下團結一致，他們將伊斯蘭教傳入伊以翻新和改善當地的鐵路網。丹麥的製藥香港商界仍可發揮獨特功能，以作為中伊朗。伊斯蘭教於是與波斯的古老文化融合龍頭諾和諾德正在當地興建新廠，並要將兩國的共同夥伴。憑著「一帶一路」策略，成為了現代伊朗的獨特文化。當地僱員的數目提高一倍。由西班牙美利，香港已做好準備，投資伊朗 ―― 自古連亞酒店集團、法國雅高酒店集團和沙特阿接東西方的「綠松石之橋*」。阿拉伯帝國的第一個高峰出現於八世紀，拉伯羅塔納酒店集團合營的五星級酒店快當時帝國首都由大馬士革遷至巴格達。歐將正式營運。新加坡工商聯合總會在二月 *編者註：著者於此引用加拿大攝影師Roloff Beny 洲人想像中的「一千零一夜」和哈倫‧拉派出了代表團訪問當地，57位成員都是業之作品《Persia: Bridge of Turquoise》。該書以照片讓讀者一睹伊朗的真實景況。伊朗接壤裏海和希德，正是這段時期的阿拉伯世界。這時界高層。飛機製造商空中巴士與伊朗簽訂波斯灣，處於東西方貿易路線的核心位置。期波斯文化影響了阿拉伯帝國的所有階層的250億美元訂單也登上了國際新聞頭條。，對伊朗地區的影響尤深。諸如此類的消息並不罕見。 Andrew R Wells is a Fellow of HKIoD 16世紀初開始，是以伊朗人為政權核心的當然，投資伊朗不可能一帆風順。伊朗政府 and a Senior Corporate Consultant of 薩法維帝國崛起。帝國的統治者整合了伊降低了對海外投資者的徵稅，簡化稅制，設 Lai Sun Development Company Limited. 朗文明在前幾個世紀的成就，所建之城在立了自由貿易區，並透過基建項目提供了大華賢仕先生是本會資深會員，在麗新發世上最宏偉建築之列，並把什葉派伊斯蘭量商業機會。然而，文化差異而致的誤解依展有限公司擔任首席顧問一職。教及該教派的儀式納為國家信仰。然存在。首次到訪伊朗的旅客或會訝異於當

香港董事學會: 廿一世紀董事 41 Members’ Milestones 會員里程碑

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]。

Congratulations 恭賀 Recipients of HKSAR Honours and Awards 2016 2016年香港特別行政區獲授勳及嘉獎人士

Grand Bauhinia Medal 大紫荊勳章 (GBM) Bronze Bauhinia Star 銅紫荊星章 (BBS)

Dr the Hon CHENG Mo-chi, Moses 鄭慕智博士 GBM GBS JP HonFHKIoD Miss HO Chiu-ha, Maisy 何超蕸女士 BBS FHKIoD Mr Thomas James MEHRMANN 苗樂文先生 BBS MHKIoD Gold Bauhinia Star 金紫荊星章 (GBS) Medal of Honour 榮譽勳章 (MH) The Hon CHAN Mo-po, Paul 陳茂波議員 GBS MH JP FHKIoD Mr LEUNG Kin-man, Michael 梁建文先生 MH FHKIoD Silver Bauhinia Star 銀紫荊星章 (SBS) Dr YAN Wai-kiu 甄韋喬博士 MH FHKIoD The Hon LEE Wai-king, Starry 李慧琼議員 SBS JP AHKIoD Appointments of Justice of the Peace 2016 2016年太平紳士委任

Dr WONG Kong-tin 黃江天博士 JP FHKIoD 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) Functional Constituency – Real Estate and Construction 功能界別–區議會(第二) 功能界別–地產及建造界 The Hon LEE Wai-king, Starry 李惠琼議員 SBS JP AHKIoD The Hon SHEK Lai Him, Abraham 石禮謙議員 GBS JP FHKIoD 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

Dr the Hon Moses Cheng, Hon Mr Richard Tsang, Council President and Chairman Emeri- Member of HKIoD, was tus of HKIoD, was awarded the appointed Global Chair- Grand Bauhinia Medal in man of PROI Worldwide, recognition of his long and the world’s largest and distinguished public and leading partnership of community service, particularly independent integrated his remarkable contributions to communications agencies. the formulation of various Richard is the first Asian to education policies during his chair PROI Worldwide. tenure as Chairman of the 本會理事曾立基先生獲「國 Education Commission and the Mr Richard Tsang Committee on Free Kindergar- 曾立基先生際公關聯盟」委任為聯盟之 ten Education. 環球主席。國際公關聯盟是 Dr the Hon 全球最大及領先的獨立公關 Moses Cheng 顧問聯盟，曾先生是首位出鄭慕智博士本會榮譽會長兼榮譽主席鄭慕智博士獲頒大紫荊勳章，以表揚他任聯盟環球主席的華人。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。

42 HKIoD: THE 21ST CENTURY DIRECTOR Mr Benoit Ams, Fellow of Ir Prof Philip Chan, Fellow HKIoD, was appointed an of HKIoD, was appointed as accredited mediator by the Post Doctoral Advisor by the Hong-Kong International California Institute for Arbitration Centre. Global Education.

本會資深會員艾貝德先生獲本會資深會員陳勤業教授工香港調解仲裁中心委位為調程師，獲美國California Institute 解員。 for Global Education 委任為博士後研究員導師。

Mr Benoit Ams Ir Prof 艾貝德先生 Chan Kan Ip Philip 陳勤業教授工程師

Mr Liu Tingan 劉廷安先生

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 Dr Robert P Wright 陳先生出任社長的香港旭日 Mr Dennis Chan 羅拔韋特博士扶輪社亦獲得國際扶輪3450 陳泓斌先生地區「2015-16年度傑出扶輪 Dr Robert P Wright, Fellow of HKIoD, was invited by the US 社」的獎項。 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。

香港董事學會: 廿一世紀董事 43 Members’ Milestones 會員里程碑

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。

Mr Jacky C K Law 羅子淇先生 Dr Davy Wu 胡家慈博士 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。

In Memory 懷念 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：

Dr Alex Lau 劉冠倫博士 (1959 – 2016) Mr Stanley Lau 劉展灝先生 SBS BBS MB JP (1950 – 2016) We are deeply saddened that our Our Fellow Mr Stanley Lau passed away peacefully long-serving Fellow Dr Alex Lau passed on 12 June 2016. Mr Lau was the Managing away peacefully on 15 June 2016. Dr Lau Director of Renley Watch Mfg Co Ltd, Chairman of was a Council Member of the Institute Productivity Council, and Honorary President of between 2005 and 2011. His great The Federation of Hong Kong Industries. We will contribution to the Institute included sadly miss him and pray that he now rests in peace. being an excellent facilitator of our training courses, as well 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 in editing meticulously our Guidelines for Directors and 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。 Guidelines on Corporate Governance for SMEs. We will 我們永遠懷念劉先生，願其安息長眠。 certainly miss him, particularly his humour and wit in conducting training courses and his warm friendship. 莊志偉先生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 Mr Stephen Jong 痛。劉博士於2005年至2011年間擔任本會理事，對本會貢獻良 Mr Stephen Jong, IT consultant of HKIoD Executive Office passed 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 away in June 2016. We thank him for the service provided. 《董事指引》和《香港中小企業管治指引》。劉博士幽默的授本會行政處資訊科技顧問莊志偉先生於今年6月離世。我們感謝他課方式和友善態度，我們定當銘記於心。為本會服務。

44 HKIoD: THE 21ST CENTURY DIRECTOR HKIoD Programme Briefs 香港董事學會活動簡報

General Meetings 會員大會

Annual General Meeting 週年大會

Souvenir presentation to P.C. Woo & Co, Honorary Souvenir presentation to Tricor Services Limited, Mr Richard Tsang (left), annual champion of the Legal Adviser of HKIoD. Honorary Company Secretary of HKIoD. “Member-Get-Members Campaign”. 致送紀念品予本會義務法律顧問胡百全律師事務所。致送紀念品予本會義務公司秘書卓佳專業商務有限公司。「會員引薦會員計劃」年度冠軍曾立基先生。(圖左)

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。

Extraordinary General Meeting 會員特別大會

An Extraordinary General Meeting was held on 26 May 2016. The meeting adopted 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。

香港董事學會: 廿一世紀董事 45 HKIoD Programme Briefs 香港董事學會活動簡報

Speaker Luncheon Meeting 午餐演講會

Dr David Y K Wong BBS JP spoke Mr Simon Peh SBS IDSM , on “MPF and Retirement Commissioner of the Protection – A Candid Sharing of Independent Commission Views on the Alleged ‘Seven Against Corruption, shared Sins’”. Dr Wong is the Chair- his view on “From fighting man of Mandatory Provident corruption to promoting Fund Schemes Authority. He is corporate governance: also Deputy Chairman of the Where are we? Where Institute. should we go?” 黃友嘉博士分享了他對強制性公廉政專員白韞六先生分享積金與退休保障的見解。黃博士了香港廉政公署推廣企業是強制性公積金計劃管理局主席管治以打擊貪污的工作。，亦是香港董事學會副主席。

SME Forum Dialogue with a Distinguished Director 中小企業論壇與名董對話

Thirty members and guests attended the SME Forum themed Mr Ronnie Chan, Chairman of Hang Lung Properties Limited, “SME Exit Strategies & Succession Planning”. Speakers at the hosted a meeting of the Dialogue with a Distinguished Director forum included: series at Asia Society Hong Kong Center. Being a seasoned • Ir Prof John Mok, Chairman, Automatic Manufacturing Ltd; chairman of a listed company, Mr Chan shared his experience and Chairman, HKIoD SME Committee, and; wisdom on how the board can steer the company in sustainable • Dr Joe Leung, Founder and Principal Consultant, Organisa- development. The meeting of this series acts as an interactive tional Learning Consultancy Ltd platform for participants to have a close encounter with a 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 distinguished speaker. 論壇，共有30位會員和嘉賓參加。論壇講者包括：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 • 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持本會的「與名董對話」活動。陳先生擔任上市公司主席多年教授，及，在活動中分享了董事會領導企業持續發展的經驗和智慧。 • 學習顧問有限公司創始人及首席顧問梁永忠博士「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。

46 HKIoD: THE 21ST CENTURY DIRECTOR Professional Talk 專業講座

Supported by the Companies Registry, the Institute and Prof Richard Whish, Emeritus Professor of Law at King’s KPMG jointly organised a professional talk entitled “Business College London and Queen's Counsel Honoris Causa, was Innovation Series - Data Analytics and Cyber Governance”. invited by the Institute to deliver a talk to a group of HKIoD This talk discussed the evolution of analytics, the importance members. Being a world renowned scholar in competition of data strategy and how an organisation’s mind- set needs to law, Prof Whish shared his insight on “The Hong Kong change to embrace the idea of “data as asset”. Competition Ordinance: What Will Happen Next?” 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座，講座探討了數據分析技術的演進，數據策略的重要，及 Richard Whish 教授，應邀為本會會員作演講。Whish教授是世界知企業組織應如何改變思維以接受「數據就是資產」的觀念。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 Leisure Living 友好組識關係寫意人生講座

HKIoD Chief Executive Officer Dr Carlye Tsui was invited by HKIoD and the Art Futures Group jointly organised a Junior Chamber International Sha Tin, an affiliation of Junior meeting of the Leisurely Life Talk series on “Art Investment Chamber International Hong Kong, as guest speaker to & Appreciation Night”, which included a lecture about invest- discuss “Company Director: To Be or Not To Be?”. ment in and appreciation of art pieces. 本會行政總裁徐尉玲博士，應沙田青年商會 (國際青年商會香本會與Art Futures Group一同舉辦寫意人生系列的講座，講座內港總會之成員組織) 邀請擔任演講嘉賓，探討「董事須知」。容有關藝術品投資和欣賞。

香港董事學會: 廿一世紀董事 47 Issue 21 第21期

Going paperless with your board has never been easier

Organisations around the globe are experiencing the benefits of the Boardvantage board portal called MeetX. You can too.

Go beyond boardbook access When it comes to eSigning consents, voting on resolutions, or filling out self- assessments, MeetX makes all board process paperless.

Make online-to-offline transparent MeetX auto-syncs its content so board members have ready access to their documents, private notes, approvals, and surveys, whether online or offline. Even annotations made offline sync back to the server when the board member is back online.

Cut cost, time and paper With MeetX, you no longer have to print, ship and track board materials, and no one has to lug them around.

boardvantage.com/hk In 50 countries and half the Fortune 500 Unit 2-3, 20F, Fu Fai Commercial Centre, 27 Hillier Street, Request a free demo at boardvantage.com/demo Sheung Wan, Hong Kong +852 2108 4600 | [email protected]

Ad_BV_Institute_of_Directors_HK_210x285_062116.indd 1 6/21/16 4:39 PM