working together to promote energy efficiency in residential

012014 年報

Content目錄

Chartered Institute of Housing Presidential Message 英國特許房屋經理學會會長的話 2

Chairman’s Report 主席報告 4

About Chartered Institute of Housing & Asian Pacific Branch 關於英國特許房屋經理學會及亞太分會

9

Member Services 會員服務 13

The Executive Committee 執行委員會 15

Committee Reports 委員會報告 21

Activities Committee 活動委員會 22

Education and Training Committee 教育及培訓委員會 24

External Affairs and Public Relations Committee 對外事務及公共關係委員會 27

Information Technology Committee 資訊科技委員會 29

Membership Committee 會籍事務委員會 31

Policy Committee 政策委員會 33

Professional Development Committee 專業發展委員會 35

Professional Practice Committee 專業實務委員會 37

Publications Committee 刊物委員會 39

Speech of YAU Shing-mu, JP, Under Secretary for Transport and Housing,Transport and Housing Bureau, at the Joint Annual Dinner 運輸及房屋局副局長邱誠武太平紳士於聯合周年晚宴致辭

41

Cover Story 主題文章 44

有關香港【物業管理服務條例草案】 45

因延誤執行公契引起的問題（香港適用） 48

澳門物業管理迎接的挑戰 51

New Version of ISO 14001 on Schedule for 2015 新版 ISO 14001預期2015年面世 52

Working Together to Promote Energy Efficiency in Residential Buildings 攜手促進住宅樓宇的能源效益

55

Best Dissertation 最佳碩士論文 58

The Link Management Limited — A Socially Responsible Corporate? 59

Improving Redevelopment of Public Housing Estates: 75

Place Attachment and Social Capital in the Old Portion of Pak Tin Estate

Articles by Members for Sharing 會員著作分享 83

香港《物業管理服務條例草案》立法進程 84

國內物業服務行業的「境界論」 86

Membership 會籍 89

Courses to Membership 學會認證課程 90

Mandatory Implementation of “Continuing Professional Development” (CPD) Programme 強制性實施「持續專業發展」計劃

94

Activity Snapshots 活動剪影 95

Advertisement 廣告 108

Acknowledgment 鳴謝 123

02 2014 YEAR BOOK

Chartered Institute of Housing Asian Pacific Branch

CIH PRESIDENTIAL MESSAGE英國特許房屋經理學會會長的話

032014 年報

英國特許房屋經理學會亞太分會

Chartered Institute of Housing Presidential Message英國特許房屋經理學會會長的話

I am delighted to have the opportunity to provide an introduction to the Chartered Institute of Housing (CIH) Asian Pacific Branch (APB) yearbook.

As housing professionals, we are committed to improving people’s lives and communities, no matter where we are based. And we are facing many of the same challenges. Housing, like so many other industries, is deeply affected by global factors, and there are huge similarities across continents. We are living through a global affordability crisis — cities across the world are struggling to ensure access to affordable housing to attract and retain workers.

CIH has been working hard to build our international perspective, to export our professional standards, and to share knowledge across borders, and to learn from others through our work across the UK, Asia Pacific, Canada and Ireland. The profession is better, and growing, as a result. Professional standards are becoming the watchword of a healthy sector in many countries. As CIH APB members, you are doing brilliant work not only in your day jobs but also in reaching out to promote and develop CIH and our focus on professional standards and learning across the region.

2014 has been an exciting year for CIH, with the highlights including another successful annual conference in June and the introduction of new routes to chartered membership. We wanted to make the routes to our most senior grade of membership more flexible and accessible, to make sure that we are upholding the highest professional standards and that our profession is fit for the future.

Congratulations to all at CIH APB for a successful 2014, and I’d like to wish you all the best for the year ahead.

Steve StrideCIH President 2014

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CHAIRMAN’S REPORT主席報告

052014 年報


Chairman’s Report主席報告

Dear Members,

I have to thank all of you for your unfailing support in the year 2014 to the Executive Committee of CIHAPB. Continued on our success that has been accumulated for years, the year 2014 is another significant year in which we have made impressive progress.

I would like to take this opportunity to highlight some of the achievements we have accomplished. Details of such accomplishments can be found in relevant reports of the subcommittees.

1. Licensing of Housing Managers

Hong Kong Government has started the legislation in granting housing management practice license in May 2014 with the Property Management Services Bill being submitted to the Legislative Council. As l icensing would mark an important watershed of professionalization of housing management in Hong Kong, CIHAPB will definitely play an active role in the public consultation. We have joined hand with six other sister professional institutes in organizing a joint forum for our members to solicit their views. In July 2014, seven professional institutions have submitted a joint letter to the relevant bills committee of the Legislative Council to reflect our stance. CIHAPB has also made a separate supplementary submission on our views that have not been included in the joint submission.

各位會員，

年內我們不但參與了對香港房屋管理影響深遠的重要法例的討論，也發揮了我們應有的貢獻；並借此加強學會在區內的形象；在此我特別感謝各會員對執行委員會工作的支持。

我希望借此機會向各會員簡報年2014年完成的重要工作，有關工作的詳情各位可參考有關小組委員會的報告。

一、房屋經理註冊制度

香港的房屋經理註冊的立法工作已醞釀多年，法例草案終於在2014年5月呈交立法會審議。房屋經理註冊作為香港房屋管理專業化的一個重要里程碑，亞太分會當然義不容辭的積極參與法例修訂的討論。就此，學會出席了相關的聽證會，反映了我們的意見；也與其他六個友好團體，聯合舉辦了論壇，及透過不同途徑收集會員對法例的意見；最後把意見的總匯，於7月份向遞交與立法會的法例委員會提交了一份聯合意見書。其中亞太分會的部分建議，由於未能與其他團體達成共識，我們其後以分會名義再致函立法會補充。

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2. Amendment o f Bu i ld ing Management Ordinance

Upon the recommendations of a working group of the Home Affairs Department, public consultation has been launched in November 2014 on the amendment of the Building Management Ordinance. CIHAPB has joined hand with the Hong Kong Institute of Housing in December in holding a seminar for members of the two institutes. It attempted to offer an in-depth briefing of the proposed changes to members whilst at the same time to take in their views towards the proposed changes. A survey was also being administered to solicit views of members who might not have the chance to present in the jo int seminar. Besides channeling the views of CIHAPB to the Home Affairs Department, members were also encouraged to submit their own personal views.

3. Continual Growth of Membership

We are able to advance our membership by 7% in 2014. In Mainland China, despite the high speed growth of 42% in 2013, we were still able to achieve an increase of 9%. With continual effect of membership drive, we are confident that such increase will continue.

4. Communications with CIH Headquarters

In the year, we have strengthened our communications with the Headquarters in the UK. During the visit of Judy Wagne, Director of Membership and Education and Janet Payne, Head of Membership, to the Branch, we have discussed in depth the future development plans of APB. Through field visits in Mainland China, they also have had the first hand information on what we have achieved in Mainland China. In June, APB has organised a 7-persons delegation to the Annual Conference of CIH in Manchester, UK. Meet ings have been set up for the branch Chairman to brief the Headquarters works of APB as well as to discuss with the president, Chair of the Governing Board and Chief Executive future plans of APB. We also have the opportunities to meet with Chairpersons of other Branches in experience sharing. In addit ion, our Membership Officer and Chairmen of the Information Techno logy commi t t ee have wo rked w i t h t he i r counterparts in the Headquarters in improving the workflow of the Branch.

二、物業管理條例修訂

物業管理條例修訂的建議，也於11月份以政策咨詢文件公開徵求意見；其中部分修訂影響深遠。亞太分會與香港房屋經理學會於12月初聯合舉辦了論壇，一方面更深入的介紹修訂的內容，另一方面也借此更廣泛的收集會員意見；我們也透過問卷，讓未能出席論壇的會員表達意見。亞太分會除了把執行委員會的建議，以書面形式遞交予民政事務總署外；也鼓勵會員以個人名義向當局提交他們的意見。

三、會員增長持續

年內亞太分會會員整體增加百分之七，其中中國內地會員，在2013年百份之四十二的高速成長的基礎下，2014年仍能達到百分之九的增幅；我們有信心在我們的努力下，會員的增長將可以穩定的速度持續發展。

四、與英國總會的聯繫

年內亞太分會再進一步加強與英國總會的聯繫；年初總會會籍與培訓總監Judy Waugh與會員事務主管 Janet Payne親臨分會，商討亞太區會務發展；分會也安排他們到中國內地考察，親身了解分會在內地的工作。年中分會派出七人代表團參加總會在曼徹斯特舉行的年會，並安排了分會主席向總會匯報分會工作，及與會長、管理委員會主席、行政總監討論學會在亞太區的發展路向，分會的計劃獲得總會充分的支持；同時亦有機會與各地分會的主席進行交流。此外，會籍事務與資訊科技委員會主席也與總會相關人員會面，商討工作流程的具體工作。

072014 年報


5. Our Works in Mainland China

CIHAPB have organised training seminars in Shanghai, Chongqing, Bei j ing and Shenzhen in 2014. The international seminar in Shenzhen has been able to inv i te Pres ident o f the Proper ty Management Association of China as the officiating guests and have involved internat ional experts as speakers. Training programmes in Mainland China also have new advancement. We have renewed the appointment of CBRE (China) and Venci as training partners and have appointed a new partner, Bozhong Real Estate Management and Research Institute to take of the training need of CIH in the south-west region of China.

6. Validated New Professional Programmes

APB has assisted the Headquarter of CIH in validating new professional training programmes. Preparation of new programmes in Beijing and Malaysia is at the mature stage and validation is expected in early 2015. In addition, there will also be some programmes in Hong Kong which need to be revalidated in 2015.

7. M a n d a t o r y C o n t i n u i n g P r o f e s s i o n a l Development (CPD)

CPD is becoming a norm for professional institutions and APB has decided to implement a mandatory CPD for all professional members in 2015. Membership renewal after 2015 is required to complete 20 CPD units in the year preceding year. Relevant system has been setup in 2013 and the operations have been smooth.

五、中國內地會務

年內我們在上海，重慶，北京，深圳舉行了房屋研討會，其中在深圳的國際研討會更邀請到中國物業管理協會會長主禮及國外專家分享經驗；內地會員的培訓工作也有新的進展，除世邦魏理仕物業顧問公司及北京万喜基准建筑文化中心繼續作為我們的培訓中心外，分會剛與重慶博眾房地產研究院簽訂協議，委任博眾為中國西南區的培訓基地。

六、新專業課程認證

分會在年內協助總會為亞太區房屋管理課程專業進行認證；其中在北京及馬來西亞的本科課程已準備就遂，大概會予2015年初進行認證，另外多個香港的課程也會於2015年續期認證。

七、強制持續專業進修

強制持續專業進修已成為專業界別的共識，分會也決定於2015或以後的會籍更新，需於上一年度完成最少二十持續專業進修小時；自助持續專業進修登記系統也已於2013年中開通，並運作順利。

08 2014 YEAR BOOK


8. New Branch Office

The need for future expansion has pushed the utility of the Branch office at Shui On Centre to the limit. The Branch Office would be relocated to Telford House of Kowloon Bay in early 2015 in which a joint office with our three sister institutions is still maintained. The New Office is bigger and more accessible and hence being able to support the further development of the Branch.

Last but not least, I have to express my gratitude to the dedication and contribution of our Executive Committee in devoting their time and energy for the betterment of the housing management profession in the Region. Of course, the secretariat, under the leadership of our General Manager, is the most valuable asset we need to register. Without their efficient and unfailing support, the Branch could not be able to achieve the level of accomplishment we currently have. I am sure, under the leadership of the newly elected executive committee, the momentum of APB would continue.

May I wish you a prosperous year of 2015 and a thriving year of the goat.

Professor YIP Ngai MingChairmanChartered Institute of Housing Asian Pacific Branch

八、分會新會址

由於會務擴充，瑞安中心的會址已不敷應用。分會秘書處將於2015年初搬往九龍灣德福大廈，仍維持四會的聯合辦事處。新辦事處交通更方便，地方更寬敞，對分會會務的未來發展更為有利。

在這裹，我要衷心感謝執行委員會，在過去一年為促進亞太區房屋管理的發展，貢獻了不少時間與精神。最後我更要多謝分會秘書處，在分會總經理的領導下，為分會提供的有效支援，實在居功至偉。我希望在新一屆的執行委員會領導下，會務更大步向前。

在此我祝大家新年進步，羊年興盛。

英國特許房屋經理學會亞太分會主席葉毅明教授

092014 年報


ABOUT CHARTERED INSTITUTE OF HOUSING & ASIAN PACIFIC BRANCH關於英國特許房屋經理學會及亞太分會

10 2014 YEAR BOOK


About Chartered Institute of Housing & Asian Pacific Branch關於英國特許房屋經理學會及亞太分會

The Chartered Institute of Housing (CIH), with headquarters in the United Kingdom, is a professional body for housing managers. Throughout the years, CIH actively advises governments on housing management policies, promotes the code of ethics among housing practitioners, educates and nurtures housing professionals, and works to advance the development of the profession.

With a primary aim to promote the art and science of hous ing , C IH o f fe rs t ra in ing programmes, p rov ides professional advice and disseminates technical information to its members and the public. Moreover, it serves as a common platform for members of its branches to exchange views and to share experience on housing management with other housing organizations.

The Hong Kong Branch of the Institute was first constituted in Hong Kong under the Societies Ordinance in 1966. In 1988 it was registered under the Companies Ordinance as an overseas representative office of CIH and was later renamed as Asian Pacific Branch (APB) in 2001 to reflect the wider spectrum of services it renders.

CIH has over 22,000 members worldwide, with over 2,600 from the APB. Its members work predominately in government hous ing author i t ies , educat iona l ins t i tu t ions, pr iva te corporations and non-government organizations in both the UK and the Asia Pacific Region. Professional qualifications validated by the CIH are widely recognized by both the public and private sectors in the UK and Hong Kong.

APB has been actively providing professional training on housing management in Hong Kong since 1968. It validates academic programmes that lead to professional qualifications in housing management. Upon completion o f the Pract ica l Exper ience Requi rement , graduates of validated programmes are eligible to apply for CIH membership. APB has engaged in partnership with the University of Hong Kong, City University of Hong Kong, the Hong Kong Polytechnic University, Hong Kong Institute of Vocational Education as well as Wuhan University and Guangzhou University in Mainland China and Hwa Hsia Institute of Technology in Taiwan in offering programmes accredited by CIH.

英國特許房屋經理學會（學會）為房屋管理的專業團體，總部設於英國；學會積極為政府的房屋管理政策提出建議、推廣房屋管理的專業操守、為房屋專業管理培訓人材，以至推動行業的專業發展等。

學會一直以推廣房屋管理的科學與藝術為使命，為有志投身房屋管理之人士提供專業指導及資訊，及透過各分會，為各地會員及有關房屋團體交流房屋管理的知識和經驗。

「英國特許屋宇經理學會香港分會」於1966年根據《社團條例》在香港成立。香港分會在1988年根據《公司條例》註冊為學會海外辦事處，並在2001年，改名為英國特許房屋經理學會亞太分會，以反映分會服務範圍的改動。

學會全球現時有會員約22,000人，其中由亞太分會服務的會員超過2,600人。會員在公營房屋管理機構、教育機構、私人機構及非政府團體服務。學會的專業資格受到英國及香港特別行政區之公營及私人機構廣泛承認。

自1968年開始，學會在香港一直致力推動房屋管理的專業訓練，並且認證大學及專上院校提供的專業資格課程。修畢認可課程的學員經完成實務訓練後可申請成為會員。分會至今已與香港大學、香港城市大學、香港理工大學、香港專業教育學院，以至武漢大學，廣州大學及臺灣華夏技術學院等學院合作，並認證其舉辦的優質物業及房屋管理課程。

112014 年報


Through close collaboration with local professional training agencies and major property services enterprises in China, APB has been delivering accredited training courses in mainland China thereby successfully opening up a reliable source of prospective member to the Institute.

APB has recently set up liaison offices and appointed regional representatives in major cities of China with a view to extending services to our members. These representatives will serve as points of communication between members and the Institute for better promotion of the institute in China.

CIH promotes steadfast ly professional ism of housing management in the Asia Pacific Region and organizes regularly seminars, conferences and professional visits in Hong Kong and major cities in the Region. The Asian Pacific Branch is active in setting up working relationship with its counterparts in the Region to promote the Branch as the hub of the Region for professional exchange.

CIH welcomes people interested in pursuing housing management as a career and also those in participating the activities of CIH.

The Mission of CIH is “To maximize the contr ibut ion that housing professionals make to the wel l being of communities.” through the following means:

• Promote the art and science of housing;

• Enhance the image of CIH and its Asian Pacific Branch as a reputable professional body, thereby promoting excellence in property management by well-trained and qualified professionals;

• Adapt to the ever-changing housing industry and share best practices among housing professionals;

• Provide training opportunit ies for acquisit ion and dissemination of technical information and professional knowledge for the purpose of upholding professional standards;

• Offer advice on public consultation papers on housing and ally with Hong Kong counterparts to maintain partnership;

• Strengthen collaborations in the Asia Pacific Region;

亞太分會通過與中國內地專業培訓機構及主要物業服務企業合辨認可課程，成為國內會員的主要來源。

亞太分會最近在國內主要城市成立地區聯絡處及委任地區代表為國內會員提供服務及更有效推廣會務。

亞太分會銳意推廣服務至亞太地區，並於香港及亞太區的主要城市舉辦學術交流及研討會。分會積極促進學會與亞太區專業團體交流及擴闊相互聯繫網絡，將亞太分會建立為區內的專業交流平台。

學會歡迎有志從事房屋管理專業及其他對房屋管理有興趣的人士申請成為會員。

學會透過以下服務達至本會作為《促進房屋管理專業人員對社群作出最大貢獻》的宗旨。

• 推廣房屋管理專業的科學與藝術。

• 提高學會及分會的專業形象，通過曾接受良好訓練及具備專業資格的房屋管理人員推廣優質房屋管理服務。

• 適應不斷求變的房屋管理行業及分享最佳作業經驗。

• 為會員提供技術及知識培訓，以提高專業水平。

• 配合政府對房屋事務的諮詢工作，提供專業意見，並就房屋政策與區域團體合作。

• 加強與亞太區相關團體的合作與聯繫。

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• Develop CIH Asian Pacific Branch as a regional hub, thereby enforcing membership drive in the Region;

• Organize conferences, forums, technical visits and symposia as discussion platforms for experts and industry leaders to gather and interact on topical housing issues; and

• Publish newsletters, books and publications to let members stay abreast of the latest development in housing management.

The Committees of APB

1. Activities Committee2. Education and Training Committee3. External Affairs and Public Relations Committee4. Information Technology Committee5. Membership Committee6. Policy Committee7. Professional Development Committee8. Professional Practice Committee9. Publications Committee

• 發展亞太分會成為亞太區專業合作的樞紐，並於區內拓展會員服務。

• 舉辦各種研討會、專題會議、考察團及其他形式的論壇，為業內專家及業界領袖提供平台，促進專業知識的交流。

• 出版刊物及書籍，使會員獲得在房屋管理發展上最新的資訊。

亞太分會委員會

1. 活動委員會2. 教育及培訓委員會3. 對外事務及公共關係委員會4. 資訊科技委員會5. 會籍事務委員會6. 政策委員會7. 專業發展委員會8. 專業實務委員會9. 刊物委員會

132014 年報


MEMBER SERVICES會員服務

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Member Services會員服務

CIH Member Services include:

• CIH Members Bulletin (e-zine)

• The APB Housing Express magazines

• The APB e-Housing Express

• Career and Professional Development Service

• Practice Online

• Housing Law Services

• Members Credits

• CIH Yearbook and Membership Directory

• Events and Seminars

• A searchable online directory of CIH members and a facility for members to update their details online

• Discounts on a range of products and services

會員服務包括：

• 會員電子期刊

• 亞太分會房管專訊

• 亞太分會電子版房管專訊

• 職業及專業發展服務

• 網上實習

• 房屋法律服務

• 會員特許權益

• 年報及會員通訊錄

• 研討會及活動

• 網上查閱及更新會員資料

• 產品及服務優惠

152014 年報


THE EXECUTIVE COMMITTEE執行委員會

16 2014 YEAR BOOK


The Executive Committee執行委員會

ChairmanProfessor Yip Ngai Ming

主席葉毅明教授

Honorary SecretaryMs Chiu Chi San, Angela

義務秘書趙梓珊女士

Immediate Past ChairmanMr Wong Kai Sang, Cliff

前任主席黃繼生先生

Vice ChairmanMr Ng Kwong Ming, Paul

副主席吳光銘先生

Honorary TreasurerMrs Li Lam Chin Ching, Rita

義務司庫李林展青女士

172014 年報


Policy OfficerMr Poon Yuen Fong, Sanford

政策主任潘源舫先生

Chair of Activities CommitteeMr Kwong Lap Shun, Keith

活動委員會主委鄺立信先生

Chair of External Affairs & PR Committee

Mr Chow Chun Ling, Kenny

對外事務及公共關係委員會主委周駿齡先生

Chair of Professional Practice Committee

Mr Chiu Sin Hung, Bonny

專業實務委員會主委趙善雄先生

Chair of Professional Development CommitteeDr Yuen Wai Kay, Ricky

專業發展委員會主委阮偉基博士

Chair of IT CommitteeMr Fung Ping Yan

資訊科技委員會主委馮炳欣先生

Chair of Publications CommitteeMr Chan Wai Kong, Frankie

刊物委員會主委陳偉光先生

Membership OfficerMr Ng Mei Chuen, Frederick

會籍事務主任吳美全先生

Training OfficerMr Fung Po Kwong, Paul

培訓主任馮寶光先生

18 2014 YEAR BOOK


Co-opted MemberMr Chui Ming Man, Jackey

增選委員崔銘文先生

Co-opted MemberMr Chung Chik Leung, Eric

增選委員鍾藉良先生

Co-opted MemberMs Hung Wai Man, Amy

增選委員洪惠敏女士

Co-opted MemberMr Lai Yuk Tim, Tim

增選委員黎玉添先生

Co-opted MemberMr Mau Kwok Sheung, Jeff

增選委員繆國相先生

Co-opted MemberMr Luk Wai Lun, Stanley

增選委員陸偉倫先生

Co-opted MemberMr Lee Chi Hung, Stephen

增選委員李志雄先生

Co-opted MemberMr Ng Hoi Ching, Matthew

增選委員吳海清先生

Co-opted MemberMr Cheung Shu Yan, Edmond

增選委員張樹仁先生

192014 年報


Co-opted MemberMs Wong Siu Ling, Linda

增選委員王小玲女士

Co-opted Member Mr Wong Ying Kit, Romulus

增選委員黃英傑先生

Co-opted MemberMr Wu Yi Cheng

增選委員吳沂城先生

Co-opted MemberMr Wong Kam Tong, Vincent

增選委員黃錦棠先生

Co-opted MemberMr Tsang Kwai Leung, Francis

增選委員曾貴良先生

20 2014 YEAR BOOK


Hon Advisors名譽顧問

Honorary Legal Advisors名譽法律顧問

Mr Chung Pui Lam, GBS, OBE, JP鍾沛林先生

Mr Lam Kin Hung, Patrick林健雄先生

Honorary Advisors名譽顧問

Mr Chan Ping Woon, SBS, MBE, JP陳炳煥先生

Mr Lee King Chi, Joesph, BBS李敬志先生

Mr Li Pak Ho, MBE, JP李百灝先生

Mr Tsai Chin Lung蔡錦隆先生

Ms Wong Lai Chun, BBS王麗珍女士

Mrs Wong Ng Wenh Ky, Julia黃吳詠琪女士

Administration Support行政支援

General Manager總經理

Mr Wong Hin Nang黃顯能先生

Administrative Officer行政主任

Ms Yung Po Kwan, Patsy翁寶君女士

Administrative Assitant行政助理

Ms Kwok Yik Che, Elise郭亦芝女士

212014 年報


COMMITTEE REPORTS委員會報告

22 2014 YEAR BOOK


Activities Committee活動委員會

The Committee

Chairperson : Mr Kwong Lap Shun, KeithVice Chairperson : Ms Wong Siu Ling, LindaMembers : Mr Cheung Shu Yan, Edmond

Ms Chiu Chi San, AngelaMr Chiu Sin Hung, BonnyMr Chow Chun Ling, KennyMr Fung Ping YanMrs Li Lam Chin Ching, RitaMr Mau Kwok Sheung, JeffMr Young Chi Kin, Michael

Objectives

To arrange logistics and support on local and overseas conferences / seminars / talks / study tours and technical visits for members and Executive Committee.

委員會

主委：鄺立信先生副主委：王小玲女士委員：張樹仁先生

趙梓珊女士趙善雄先生周駿齡先生馮炳欣先生李林展青女士繆國相先生楊智堅先生

工作目標

負責執行委員會及會員在香港及境外研討會、講座、訪問交流團等場地及後勤安排。

232014 年報


Achievements in the Year

Overseas

• Arranged members to attend:— Qing Dao Study Tour in May— Manchester Conference & Exhibition in June— Study tour to Malaysia in September— Housing seminars in Xiamen / Macau / Shanghai /

Shenzhen in April / June / November— International Property Management Conference in

Taiwan in November

Hong Kong

• Arranged logistics for:— Monthly Branch Executive Committee Meeting— Branch Annual General Meeting in January— Branch Execut ive Commit tee Brain Storming

Session in February— Spring Cocktai l Reception of the Hong Kong

Professional Property Services Alliance— Joint Annual Dinner with the Hong Kong Institute

of Housing in November— Various seminars / talks / workshops / local visits

organized by External Affairs & Public Relations Committee and Professional Practice Committee

年內完成工作

境外

• 安排會員參加：— 5月青島物業專題交流考察— 6月英國曼徹斯特房屋會議及展覽— 9月馬來西亞訪問交流— 4月、6月、11月廈門、澳門、上

海、深圳物業管理會議— 11月台灣國際房屋研討會

香港

• 後勤安排：— 分會執行委員會月會— 1月分會周年大會— 2月執行委員會集思會

— 2月香港房地產專業服務聯盟春節酒會

— 11月與香港房屋經理學會聯合周年晚宴

— 支援對外事務及公共關係委員會、專業實務委員會舉辦之研討會、講座、工作坊、本港訪問交流

24 2014 YEAR BOOK


Education and Training Committee培訓及教育委員會

The Committee

Chairperson : Mr Fung Po Kwong, PaulVice Chairperson : Mr Ng Hoi Ching, Matthew

Mr Wu Yi ChengMembers : Mr Chui Ming Man, Jackey

Mr Lee Chi Hung, StephenMrs Li Lam Chin Ching, RitaMr Ng Kwong Ming, PaulMr Tsang Kwai Leung, FrancisDr Yuen Wai Kay, Ricky

Objectives

• T o i m p l e m e n t e d u c a t i o n a n d t r a i n i n g p o l i c i e s formulated by CIH

• To val idate / re-val idate CIH housing / property management courses in Asia Pacific Region

• To work with the universities and other academic / vocational institutions in Asia Pacific Region for the provision of housing / property management training courses

• To arrange educat ional and training act iv i t ies in co -o rd ina t i on w i th o the r commi t tees and l oca l institutions

委員會

主委：馮寶光先生副主委：吳海清先生

吳沂城先生委員：崔銘文先生

李志雄先生李林展青女士吳光銘先生曾貴良先生阮偉基博士

工作目標

• 執行學會所制訂的教育及培訓政策

• 評核及重核學會在亞太區的房屋╱物業管理課程

• 協助亞太區的大學及其他教育╱職訓機構提供房屋╱物業管理的培訓課程

• 與其他委員會及本港機構安排教育及培訓課程

252014 年報



• Participated in the Academic Committees of the following courses:

— Master of Housing Management (Professional Stream), Department of Urban Planning & Design, The University of Hong Kong (HKU)

— Master of Arts in Housing Studies, Department of Public Policy, City University of Hong Kong (City U)

— Professional Diploma in Housing Management, School of Professional and Continuing Education (SPACE), HKU

— Bache lo r o f Soc ia l Sc iences (Honou rs ) i n A d m i n i s t r a t i o n a n d P u b l i c M a n a g e m e n t , Department of Public Policy, City U

— B a c h e l o r o f A r t s ( H o n o u r s ) i n H o u s i n g Management, School of Professional Education and Executive Development (SPEED), The Hong Kong Polytechnic University (Poly U)

• Part icipated in the select ion on admission of students to:

— Professional Diploma in Housing Management by HKU SPACE

— Bache lo r o f Soc ia l Sc iences (Honou rs ) i n Admin is t ra t i on and Pub l ic Management by Department of Public Policy, City U

年內完成工作

• 出席下述課程的學務會議：

— 香港大學城市規劃及設計系房屋管理碩士（專業課程）

— 香港城市大學公共政策學系房屋學文學碩士

— 香港大學專業進修學院房屋管理專業文憑

— 香港城市大學公共政策學系行政及公共管理（榮譽）社會科學學士

— 香港理工大學專業進修學院房屋管理學文學士

• 參與下述課程的新生入學申請篩選：


— 香港城市大學公共政策學系行政及公共管理榮譽社會科學學士

26 2014 YEAR BOOK


• Conduc ted b r i e f ing on Prac t i ca l Exper ience Requirements (PER) to students of the following courses and vetting of PER Booklets:

— Master of Housing Management (Professional Stream), HKU

— Master of Arts in Housing Studies, City U

— Bache lo r o f Soc ia l Sc iences (Honou rs ) i n Administration and Public Management, City U

— Professional Diploma in Housing Management, HKU SPACE

— Professional Diploma in Property Management, SCOPE, City U

— B a c h e l o r o f A r t s ( H o n o u r s ) i n H o u s i n g Management, SPEED, Poly U

— B a c h e l o r o f A r t s ( H o n o u r s ) i n P u b l i c Administration and Management, SCOPE, City U & De Montfort University

• Liaised with academic institutions and validated / revalidated the following courses:

— Higher Diploma in Real Estate Management by Hong Kong Institute of Vocational Education (IVE)

— Professional Diploma in Property & Facil i t ies Management by IVE

— Professional Diploma in Property Management for Macau Practitioners by Institute of Professional Education and Knowledge (PEAK)

— Associate in Real Estate Management by Hong Kong Buddhist College

• 向下述課程的學生介紹「實務訓練」及核對有關手冊：

— 香港大學房屋管理碩士（專業課程）

— 香港城市大學房屋學文學碩士

— 香港城市大學行政及公共管理榮譽社會科學學士


— 香港城市大學專業進修學院物業管理專業文憑

— 香港理工大學專業進修學院房屋管理學文學士

— 香港城市大學專業進修學院及德蒙福特大學公共行政及管理榮譽文學士

• 聯絡教育機構 , 評核或重核下列課程：

— 香港專業教育學院產業管理高級文憑

— 香港專業教育學院實務及設施管理專業文憑

— 高峰進修學院澳門物業管理專業技術人員課程

— 香港能仁書院房地產管理副學士

272014 年報


External Affairs and Public Relations Committee對外事務及公共關係委員會

The Committee

Chairperson : Mr Chow Chun Ling, KennyVice Chairperson : Mr Wong Kam Tong, VincentMembers : Mr Chan Wai Kong, Frankie

Mr Chui Ming Man, JackeyMr Kwong Lap Shun, KeithMr Lai Yuk Tim, TimMr Luk Wai Lun, StanleyMr Mau Kwok Sheung, JeffMr Ng Mei Chuen, FrederickMr Wong Kai Sang, CliffMs Wong Siu Ling, LindaMr Wu Yi Cheng

Objectives

• To promote the growth o f pro fess iona l hous ing management in Asia Pacific Region

• To build closer interactions and connections with academic and professional institutes in real estate and housing management industry

• To work with the government and fellow professional institutes for strengthening the professional image and practice of the housing management industry

• To support and coordinate with other committees in organizing benchmarking visi ts, seminars, and workshops for enhancing the working knowledge of housing practitioners

委員會

主委：周駿齡先生副主委：黃錦棠先生委員：陳偉光先生

崔銘文先生鄺立信先生黎玉添先生陸偉倫先生繆國相先生吳美全先生黄繼生先生王小玲女士吳沂城先生

工作目標

• 在亞太區內推廣專業房屋管理的發展

• 加強與各房屋相關的專業學會及學術機構的交流

• 積極與相關的政府部門及專業團體合作，提升行業的專業操守和形象

• 與各委員會緊密合作為會員舉辦各種探訪、講座及工作坊，提升會員的專業知識

28 2014 YEAR BOOK



• Maintained close interactions with our counter parts in China:

— o r g a n i z e d y e a r l y v i s i t t o f e l l o w h o u s i n g professional institutes and Housing Bureau in Macau

— assisted to organize management forum for members in Mainland China, Taiwan and Macau

• Interacted with professional housing institutions and practitioners in Hong Kong:

— acted as supporting organization for more than twenty seminars and workshops for promoting profess ional hous ing management pract ice, environmental building facilities and sustainable development for the society

— at tended more than th i r ty events organized by pro fess iona l hous ing ins t i tu tes and the government to promote and develop professional housing management industry

• Assisted in holding joint forums on the review of the Property Management Services Bill and the Building Management Ordinance

年內完成工作

• 與中國同業保持聯繫：

— 組織年度拜訪澳門房屋局及房屋專業學會

— 舉辦大型專業研討會，與中國內地、臺灣及澳門同業互相交流房屋管理心得

• 與本港房屋業界及各專業機構進行交流：

— 在20多個業界機構舉辦的房屋管理、環保建設、社區持續發展等各種不同的研討會、交流會、講座作支持機構

— 參加30多個專業房屋機構及政府部門舉辦的活動，為推動及促進香港專業房屋管理作出努力

• 參與舉辦論壇，研討物業管理服務條例草案及建築物管理條例對行業的影響

292014 年報


Information Technology Committee資訊科技委員會

The Committee

Chairperson : Mr Fung Ping YanVice Chairperson : Mr Luk Wai Lun, StanleyMembers : Mr Chan Wai Kong, Frankie

Mr Cheung Shu Yan, EdmondMr Chiu Sin Hung, BonnyMs Kwok Pik King, TheresaMr Ng Mei Chuen, FrederickMr Pang Kwok Wah, DerekMr Sze Wing Luen, WesleyMr Wong Kam Tong, VincentMs Wong Siu Ling, LindaMr Wong Ying Kit, Romulus

Objectives

• To uphold and promote the professional image of CIHAPB

• To leverage the use of information technology (IT) and the Branch website to strengthen communication with members, housing professionals and practit ioners, Government officials and the public

• To facil i tate housing professionals in Asia Pacif ic Region, Government officials and the public to have a better understanding of CIHAPB

• To provide IT support to CIHAPB

委員會

主委：馮炳欣先生副主委：陸偉倫先生委員：陳偉光先生

張樹仁先生趙善雄先生郭碧琼女士吳美全先生彭國華先生史永聯先生黃錦棠先生王小玲女士黃英傑先生

工作目標

• 確立及提升分會之專業形象及地位

• 透過資訊科技及分會網站，加強與會員、物業管理從業員、政府及公眾人士之聯繫

• 增強政府、專業團體、業界及公眾人士對分會的認識

• 為分會提供資訊科技支援

30 2014 YEAR BOOK



• Kept on promoting the use of email, electronic newsletters, and website to communicate with our members:

— updated website regular ly to keep members abreast of the latest development of APB

— facil i tated members to adopt frequently used email account for correspondence purpose

— ex tens ive ly used emai l to d ispatch no t ice , message and publications, including “Housing Express”, to members

— produced an APB cooperate video, uploaded to APB and various public accessible websites

— e n h a n c e d t h e “ C o n t i n u o u s P r o f e s s i o n a l Deve lopment ” (CPD) webpage to fac i l i t a te members to report their CPD activities

— provided IT support to serv ice providers in Shenzhen to facilitate our communicating with members in Mainland China

— established an electronic payment system

年內完成工作

• 繼續透過電郵、電子刊物，和分會的網站，加強分會與會員的聯繫：

— 定期更新分會網址資料

— 修訂系統以方便會員將常用的電郵賬戶作通訊之用

— 加強使用電郵發放通告和訊息，包括『房管專訊』，給會員

— 製作一套分會的短片，並上載分會網站和其他公眾瀏覽網站

— 改進『持續專業發展』網頁，以方便會員呈報已完成的持續專業發展項目

— 為分會在深圳的服務伙伴提供資訊科技支援，以便分會聯繫中國內地會員

— 設立電子付款系統

312014 年報


Membership Committee會籍事務委員會

The Committee

Chairperson : Mr Ng Mei Chuen, FrederickVice Chairperson : Ms Hung Wai Man, AmyMembers : Mr Chan Wai Kong, Frankie

Ms Chiang Iok Kun, Maria TeresaMs Chiu Chi San, AngelaMr Chiu Sin Hung, BonnyMs Fan Chui King, AgnesMr Fung Ping YanMr Lee Chi Hung, StephenMr Lee Kwong Yiu, ErnestMs Li Man Chi, WendyMr Mak Yat Fung, MasonMr Ng Kwong Ming, PaulMr Tam Wai Po, Jerry

Objectives

• Recruit members from Asia Pacific Region

• Liaise with CIH Headquarters and keep members updated regarding membership affairs, especially on level of annual subscription

• Update membership database and monitor membership subscription collection

委員會

主委：吳美全先生副主委：洪惠敏女士委員：陳偉光先生

鄭玉娟女士趙梓珊女士趙善雄先生樊翠琼女士馮炳欣先生李志雄先生李光耀先生李敏芝女士麥日豐先生吳光銘先生譚偉葆先生

工作目標

• 於亞太區內招募會員

• 與總會聯繫，並將最新訊息，特別是每年訂定的會費通知各會員

• 更新會員資料及監察會費繳交狀況

32 2014 YEAR BOOK



• M e m b e r s h i p R e c r u i t m e n t a n d A p p l i c a t i o n s Processing

— worked with Education & Training Committee in membership drive locally as well as in Mainland China, Taiwan and Macau

— vet ted and recommended 350 appl icat ions, including 170 from local and 180 from Mainland China, Taiwan and Macao

— participated in the interview panel for applicants through Direct Final Route.

• Membership Drive

— liaised closely with CIH Headquarters in order to update APB members on membership issues

• Membership Services

— Worked w i th IT Commi t tee to es tab l i sh an electronic payment system

— Worked with Professional Practice / IT Committee to develop CPD programme

• Membership Update

— number of members has exceeded 2,600

年內完成工作

• 會員招募及處理會籍申請

— 聯同教育及培訓委員會於本港、中國內地、台灣及澳門推展會員招募

— 審批350宗申請包括本港170宗及中國內地╱台灣╱澳門 180宗的申請

— 參與審核經「直接途徑」申請的面試

• 會籍推展

— 與總會保持緊密聯繫，使會員能就會籍事宜獲得最新資訊

• 會員服務

— 聯同資訊科技委員會設立電子付款系統

— 聯同專業實務╱資訊科技委員會開發持續專業發展計劃

• 會籍匯報

— 會員人數已超越2,600

332014 年報


Policy Committee政策委員會

The Committee

Policy Officer : Mr Poon Yuen Fong, SanfordDeputy Policy Officer : Mr Chow Chun Ling, KennyMembers : Ms Chiu Chi San, Angela

Mr Chiu Sin Hung, BonnyMr Fung Po Kwong, PaulMr Lai Yuk Tim, TimProfessor Yip Ngai Ming

Objectives

• To respond to po l icy and profess ional pract ice consultation documents from CIH and local government

• T o d e v e l o p a n d m a i n t a i n l i n k s w i t h r e l e v a n t organizations and professional bodies

• To develop and maintain links with Policy Officers of other Branches to share information

• To liaise with CIH Headquarters to ensure an effective work relationship

• To develop strategies / opportunities for members to become more involved in CIH issues

委員會

主委 : 潘源舫先生副主委 : 周駿齡先生委員 : 趙梓珊女士

趙善雄先生馮寶光先生黎玉添先生葉毅明教授

工作目標

• 回應學會及本港政府有關政策及專業實務的諮詢文件

• 與相關機構及專業團體發展並保持聯繫

• 與其他分會政策主任發展並保持聯繫，以分享資訊

• 聯絡總會以確保良好工作關係

• 發展策略與機會使會員更投入會務

34 2014 YEAR BOOK



• Init iated discussions among Executive Committee, organized discussion forum and seminar for members, issued opinion survey for consolidating views on BMO review to Home Affairs Department

• Organized with other professional institutes a Joint Forum on “Proper ty Management Serv ices Bi l l ” , wrote to the Bills Committee of the LegCo reflecting members’ main concerns, attended the public hearing organized by the Bills Committee to express our views

• Held a meeting with Chair of CIH Governing Board, President, Chief Executive and other senior executives to update the development of APB and explore the way forward for our professional development and membership drive in Asia Pacific Region.

年內完成工作

• 安排執行委員會內部討論，舉辦論壇、研討會及發出問卷調查，整合意見並提交民政事務總署

• 聯同其他專業團體舉辦「物業管理服務條例草案」論壇，將會員所關注的事項向立法會條例草案委員會書面反映，出席條例草案委員會的公開聆訊表達意見

• 與總會監事會主席、會長、行政總裁及其他高級行政人員進行會議，匯報分會近況，探討在亞太區專業發展及招募會員的未來路向

352014 年報


Professional Development Committee專業發展委員會

The Committee

Chairperson : Dr Yuen Wai Kay, RickyVice Chairperson : Mr Wu Yi ChengMembers : Mr Chan Wai Kong, Frankie

Mr Cheung Shu Yan, EdmondMr Chiu Sin Hung, BonnyMr Chow Chun Ling, KennyMr Fung Po Kwong, PaulMr Ng Kwong Ming, PaulMr Ng Mei Chuen, FrederickMr Poon Yuen Fong, SanfordMr Wong Hin NangMr Wong Kai Sang, CliffMr Wong Ying Kit RomulusProfessor Yip Ngai Ming

Objectives

• To promote professional housing management practice

• To recruit members in Asia Pacific Region

• To enhance the professional image of APB

委員會

主委 : 阮偉基博士副主委 : 吳沂城先生委員 : 陳偉光先生

張樹仁先生趙善雄先生周駿齡先生馮寶光先生吳光銘先生吳美全先生潘源舫先生黃顯能先生黃繼生先生黃英傑先生葉毅明教授

工作目標

• 推廣專業房屋管理

• 招募亞太區會員

• 提升學會的專業形象

36 2014 YEAR BOOK



• In addition to CBRE and VENCI, entered into working relationship with Bozhong Real Estate Management and Research Institute in Chongqing for the provision of training to property management executives in South Western part of Mainland China, established link with Beijing University of Architecture for validation of their property management programme, liaised with The Universiti Sains Malaysia for validating their property management master degree programme

• There are over 800 members outside Hong Kong, representing 40% of APB’s membership

• Generated more than a million membership fees and training revenue from our overseas members

• Held housing management seminars in Shanghai, Chongqing, Beijing, Shenzhen and Taiwan

• Hosted 2 professors from Guangzhou University and 10 students from Wuhan University and arranged visits to several housing organizations and properties for experience sharing

年內完成工作

• 繼續委任世邦魏理仕物業顧問公司及北京萬喜基準建築文化中心地產業培訓公司，與重慶博眾房地產研究院簽訂合作協議，共同開辦房管課程，培訓中國西南地區物管從業員，與北京建築大學達成協議認證其物管學位課程，聯系馬來西亞理工大學以認證物管碩士課程

• 在香港境外己招募800名會員，佔分會會員人數40%

• 境外會員的會費及培訓收益已超過一百萬元

• 分別在上海，重慶，北京，深圳和臺灣舉辦房屋研討會

• 招待廣州大學兩位教授及十名武漢大學學生到港考察，安排參觀多個房屋機構及有關項目作經驗交流

372014 年報


Professional Practice Committee專業實務委員會

The Committee

Chairperson : Mr Chiu Sin Hung, BonnyVice Chairperson : Mr Cheung Shu Yan, EdmondMembers : Mr Chung Chik Leung, Eric

Ms Kowk Sze Nga, EstherMr Kwong Lap Shun, KeithMs Lam Ka Wai, DebyMr Leung Yu Fai, KeithMr Luk Wai Lun, StanleyMs Ng Bik Yan, BettyMr Ng Mei Chuen, FrederickMr Tsang Kwai Leung, FrancisMs Wong Siu Ling, LindaMr Wong Ying Kit, Romulus

Objectives

• To exchange best housing management practices with counterparts in Asia Pacific Region

• To provide professional comments to the government on housing policy and related issues

• To promote good housing management by actively part icipat ing in government and local community activities

• To collaborate with relevant professional bodies and other committees of APB for organizing workshops and seminars on topics relating to housing management.

委員會

主委：趙善雄先生副主委：張樹仁先生委員：鍾藉良先生

郭詩雅女士鄺立信先生林嘉慧女士梁裕輝先生陸偉倫先生吳碧茵女士吳美全先生曾貴良先生王小玲女士黃英傑先生

工作目標

• 與亞太區同業交流最佳房屋管理實務經驗

• 向政府提供有關房屋政策的專業意見

• 積極參與政府及社區活動藉以推動優質房屋管理

• 與相關專業團體及分會其他委員會聯繫推動香港專業房屋管理

38 2014 YEAR BOOK



• Introduced CPD programme

• Organized legal talks

• Organized technical visits

• Organized a joint forum on Property Management Services Bill, attended the public hearing organized by the Bills Committee and expressed APB’s views

• Acted as panel judges for Quality Building Management Competition of Wong Tai Sin

• Organized a joint forum on “Review of the Building Management Ordinance” Public Consultation

年內完成工作

• 推行「持續專業發展計劃」

• 舉辦法律講座

• 舉辦專題考察

• 聯同業界舉辦「物業管理服務條例草案」研討會，出席公開聆訊及表達分會意見

• 出任黃大仙區優質大廈管理比賽評審工作

• 就「建築物管理條例」檢討舉辦研討會

392014 年報


Publications Committee刊物委員會

委員會

主委：陳偉光先生副主委：黎玉添先生委員：趙善雄先生

周駿齡先生馮炳欣先生何春年先生何肇堅先生郭碧琼女士鄺立信先生李國民先生李光耀先生吳美全先生王小玲女士王偉賢先生

工作目標

• 加強分會專業地位

• 刊登文章以作分享

• 於亞太區推廣及宣傳卓越房屋管理經驗

• 推廣電子刊物

• 透過「房管專訊」加強亞太地區會員及伙伴之聯繫

• 更新分會宣傳單張資料

The Committee

Chairperson : Mr Chan Wai Kong, FrankieVice Chairperson : Mr Lai Yuk Tim, TimMembers : Mr Chiu Sin Hung, Bonny

Mr Chow Chun Ling, KennyMr Fung Ping YanMr Ho Chun Nin, EdwinMr Ho Siu Kin, FrancisMs Kwok Pik King, TheresaMr Kwong Lap Shun, KeithMr Lee Kwok Man, CalvinMr Lee Kwong Yiu, ErnestMr Ng Mei Chuen, FrederickMs Wong Siu Ling, LindaMr Wong Wai Yin, Steven

Objectives

• To enhance APB’s professional status

• To publish articles for sharing

• To disseminate and promote best management practice in Asia Pacific Region

• To promote e-publications

• To strengthen relationship with members/partners in the Asia Pacific Region via Housing Express

• To update APB’s promotion pamphlet

40 2014 YEAR BOOK



• Invited Hon Legal Advisor Mr Chung Pui Lam, GBS, OBE, JP to write on “The Property Management Bill”

• Invited Solicitor Mr Kwok Kwun Ying to share some articles in relation to BMO and execution of DMC.

• Produced 6 issues of Housing Express and e-Housing Express

• Produced 2014 Year Book

年內完成工作

• 邀請分會名譽法律顧問鍾沛林律師撰文詳細解說「物業管理服務條例草案」

• 邀請郭冠英律師撰文分享有關「建築物管理條例」及執行大廈公契條款所遇之問題

• 出版六期「房管專訊」及電子「房管專訊」

• 出版2014年年報

412014 年報


SPEECH OF YAU SHING-MU, JP, UNDER SECRETARY FOR TRANSPORT AND HOUSING, TRANSPORT AND HOUSING BUREAU, AT THE JOINT ANNUAL DINNER運輸及房屋局副局長邱誠武太平紳士於聯合周年晚宴致辭

42 2014 YEAR BOOK


Speech of YAU Shing-mu, JP, Under Secretary for Transport and Housing, Transport and Housing Bureau, at the Joint Annual Dinner運輸及房屋局副局長邱誠武太平紳士於聯合周年晚宴致辭

葉志明會長，葉毅明主席，各位嘉賓，各位朋友：

我很高興獲邀擔任「英國特許房屋經理學會亞太分會及香港房屋經理學會聯合周年晚宴」的主禮嘉賓。

香港房屋經理學會成立了26年；英國特許房屋經理學會亞太分會更有48年的歷史。兩會的會員不但見證了本港房屋市場的演變，房屋管理專業更與香港社會一同成長，一同起飛，一同面對一波又一波的挑戰。

我讀大學的時候，曾經碰到一個問題：一艘新船，如果每年都進行維修及更新部件，譬如今年換桅桿、明年換方向舵、後年換艙板，一年復一年地更換，七年之後，這艘船的所有部份便全部更換過。那麼，七年後的這艘船還是不是原來的那艘船呢？這是一個有趣的哲學問題，當時的我不大懂得回答。今天晚上碰到你們房屋管理這個專業，讓我想起這個問題，可是我還是不太懂得答。尤其當問題稍為轉一下：七年後的這艘船，其價值會否仍然一樣呢？

我知道的是，一幢房屋或一個屋苑，如果不斷保持適當的維修保養，例如定期檢查保養電梯、電燈；每隔一段時間更換舊水喉、舊電線，又翻新外牆；檢查及移除僭建，相信這座大廈或屋苑，因為它的狀況良好，肯定能夠保值。相對於較新但沒有定期管理和保養的大廈，甚至可以說是新不如舊。事實上，香港有一些舊樓宇，若然一直保養管理良好，雖然已有數十年樓齡，長綫都會升值。所以房屋經理的其中一個很大的責任，就是不讓管理的資產貶值。況且，房屋跟其他資產不同，它是有生命的，因為裡面住了有生命的人。倘若住客或用家不愛惜所住所用的樓房，不單影響樓房屋苑的舒適和安寧，還會大大損害物業的價值。房屋管理這門專業學問，最具挑戰性的地方，是在於妥善管理樓房資產之同時，還須好好地處理當中所涉及的不同持份者的關係。

許多在職場上的僱員都會說：「做工不會做死人，但激氣就會激死人。」房屋經理每天的工作，相信大部分時間就是面對人的工作。

隨着香港社會和風氣不斷地變化，我相信房屋經理的工作是越來越艱辛的，例如市民的投訴、指責、問責的風氣於過去這十多年間日漸流行，房屋經理在日常管理上都會遇到越來越多的住客投訴個案。假若投訴處理不善，管理人員或會被公司辭退。如果物業交由管理公司作管理的，業主或法團更可能一併棄用該管理公司。

432014 年報


我亦常聽到現時很多任中層的經理對年輕一輩同事苦水滿腹，說交帶給他們的事每每未能做妥，或未及完成，若把他們交來的直接發出或呈交上司，肯定需要重做及被上司責難，每每惟有親自動手補足。自己動氣之餘，又加了工作量。這些涉及是團隊合作和培育訓練的問題，也是工作壓力的來源。

過去十多年間，香港的商業經營環境和手法起了變化，很多高層把利潤底線看得很著緊。如果發展商於建築時財務預算預得緊，新住客每每於收樓後便會投訴樓宇質素。首當其衝的，便是管理公司或房屋經理。作為房屋經理，既要處理住戶的投訴，又要應對高層管理人員的質詢，最困難的當然是說服有關公司掏腰包補救，甚或進一步令他們明白根本問題可能出於樓宇原來的設計、建造或投標之處。

今晚在座亦有房屋署的公務員同事。由於社會現時十分政治化，屋邨經理除了應付住客外，還須處理不同層次的議員的各種要求。有些時，可能只是為了一件小事便會引發爭執。你們每天工作壓力之大，可想而知。

假如你所管理的樓宇，經常有重要或新聞人物居住、上班、出入，你還需作額外的保安安排和處理傳媒採訪。最近，中環、金鐘、銅鑼灣和旺角的一些物業，可能還要提防被人佔據，要準備是否需要申請禁制令，又要考慮申請了如何執行禁制令。這些可以說是近年房屋物業管理碰到的新生事物。大家都在「邊學邊做，邊做邊學」。

房屋經理每天需要應付不同的持份者，理順不同的關係，難怪有業界朋友打趣說：「如果一個屋苑管理得頭頭是道，都應該有資格當局長吧！？」

雖然房屋管理工作上的難處多，但回頭看來，不覺間已走過一個又一個的高山和低谷。2003年爆發的「沙士」，令社會重新檢視樓宇設計和管理，例如去水渠的設計和樓宇之間通氣槽的間距，原來可以是惡菌溫床，或迅速散播病菌的途徑。自此，大眾對預防傳染病的要求和意識大大加強。為電梯按鈕板換膠紙；用漂白水抹拭公用扶手等，都變成日常房屋管理的一部份。管理、防疫和建築設計，這些原本不大互通的範疇，現在開始整合起來。

從「沙士」的經驗，可以看到由防細菌感染、處理人與人之間接觸的大大小小問題，包括改變習慣和意識、到改變樓宇設計，管理公司和管理人員都不斷裝備自己，與時並進。無論管的是公營或私營的房屋，都要善於應對和拆解複雜的問題，才能為居民和客戶提供滿意的服務，創造舒服的居住或工作環境，使整個社區的人，更有歸屬感。香港的家庭住戶數目，在過去20年由170萬增加至240萬，即上升了四成多，便知道對房屋管理的需求有多大。

英國特許房屋經理學會亞太分會和香港房屋經理學會在這個充滿挑戰的時代，為會員提升專業知識，提供分享經驗的平台，和引進外地的新角度、新技術，對整體房屋政策，亦積極向政府提供意見，例如去年學會在政府的長遠房屋策略諮詢期間，便提出了很多值得參考的意見。

政府正式的長遠房屋策略，預計今年內公布。今年初的施政報告已率先採納了長遠房屋策略督導委員會建議的建屋目標（即十年內提供47萬個新房屋單位，其中六成是公營房屋）。政府目前正在積極覓地建屋，誠然在地區諮詢時確實遇到不少阻力。我們期望社會大眾與我們一起面對，從大局著眼，共同承擔，這樣我們才有機會達到建屋目標，才能做到「安得廣厦千萬間，大庇天下寒士俱歡顏」的理想。

英國特許房屋經理學會亞太分會和香港房屋經理學會，都是政府的合作伙伴。學會在專業水平上，已計劃訂立更高標準，令房屋管理這個專業更能應對未來的挑戰。我祝願兩個學會繼續精益求精，聲譽日隆、廣受認同和支持。

44 2014 YEAR BOOK


COVER STORY主題文章

452014 年報


有關香港【物業管理服務條例草案】

鍾沛林律師太平紳士、金紫荊星章

背境

1. 物業管理行業現時並沒有一套關乎整體行業對物業管理公司（「物管公司」）及物業管理從業員（「物管從業員」）的基本資格和標準。香港政府於 2011年公佈計劃引入一套強制發牌制度，以規管及確保物業管理行業的質素，提高公眾對物業管理的認知及推廣妥善物業管理的概念。民政事務局局長亦委任了一個諮詢委員會，由業界及相關專業界別人士（包括法律、會計和測量）和社會各界人士出任委員，就物管行業發牌的建議、條件、級別、規管機構的組成、物管公司和物業管理人的專業守則的草擬，違規的處理與及條例實行時的過渡安排等提出意見。

2. 物業管理公司及物管從業員肩負一個非常重要的角色：那是協助業主及早察覺大廈的問題，適時安排進行維修工程，及迅速採取行動以遵守政府對大廈檢查及修葺的命令，並就大廈遵守【建築物管理條例】有關招聘顧問及承建商所需的程序，提供專業意見。物管公司及物管從業員如違反專業道德或不當行為，均會影響樓宇的安全、治安及環境水平。

3. 有鑑於此，政府在得到專業團體的支持推動強制發牌制度，以訂定物管公司及持牌的物管從業員（下稱「物業管理人」）的最低資歷要求。相信此發牌制度可達各項目的：

1. 提升物管的事業水平及地位。

2. 令各持份者明白專業管理可保障樓宇安全及居住或工作環境，並維持樓宇價值；

3. 對不遵守法例及操守規則的物管公司及物業管理人作出處分；及

4. 令使用物管服務的人士更了解物業管理的內涵，從而達到與物管公司及物管從業員的共融，令管業更暢順。

4. 【物業管理服務條例草案】(Property Management Services Bill)已於2014年4日25日刊憲，2014年5月7日於立法會議首讀，現進入二讀審議程序。立法會議已成立審議小組，並開始對條文內容進行深入審議。極希望審議能在本年度立法議期三讀通過後成為法例，於2015年成立〔物業管理業監管局〕（「監管局」）。

條例草案的主要內容簡介草案的目的

5. 草案目的為規範物業管理公司及從業員的基本資格，透過立法藉法例設立強制性發牌制度，監察物業管理公司的營運及確保物業管理的質素。

46 2014 YEAR BOOK


物業管理公司牌照：

6. 門檻不高：有註冊物業管理人、會計員及技工的最低人數要求，以及該公司是否適宜持有物管公司牌照（例如公司是否正在清盤、有否罪行紀錄、其董事是否合適人選等）。相信目前的中小型公司可以適應所需條件。

6.1 單一發牌制度，不分級數，以免造成標籤效應。單一服務的公司，而只提供例如保安或清潔服務的公司，則不受規管。法團自行管理或業主自行管理的不受規管。政府和房委會亦不受發牌制度規管。

6.2 物管公司有責任向客戶提供資料，並將主要資料給公眾索閱及上網，令消費者可作出選擇，例如公司資料、管理的物業組合、持牌物業管理人的數目等。

6.3 香港資歷架構下物管行業的能力標準訂明了物管行業的7項主要職能範圍 (functional areas):—(a) 為業主、租客和社區提供物業管理服務；(b) 物業環境管理；(c) 大廈維修保養及改善；(d) 財務及資產管理；(e) 設施管理；(f) 人力資源管理；及(g) 應用法律。

以上範圍代表了物管公司與從業員所需的技能和知識，並會被用作參考於將來的規例訂明為物業管理服務。條例草案的附表 1其實是採納此職能範圍作為訂明物業管理的服務項目。

6.4 持牌物管公司須遵守法例所訂以及監管局所發的操守守則，違者可遭監管局紀律處分，包括譴責、警告、罰款、暫時吊銷牌照或撤銷牌照。

6.5 監管局須不時於憲報刊登公告，公佈特牌人的名單，包括其姓名或名稱，以及牌照號碼。

物業管理人

7. 只有擔當管理或督導職務的物業從業員（下稱「物業管理人」）才受發牌規管，前線人員無須領牌；以公職人員的身份提供物業管理服務亦不受規管。

7.1 物業管理人將為2級別制，只向個人發出。申請人必須符合將來制訂的牌照準則及條件。相信準則會包括：

(a) 1級（稱為〔註冊專業物業經理〕）— 學位或認可學歷、專業資格、工作年資及經驗。

(b) 2級（稱為〔持牌物業管理主任〕）— 學位以下學歷、專業資格、工作年資及經驗。持牌物業管理主任可提升至較高級別。

(c) 該物業管理人是否為合適人選，例如該人是否精神紊亂，曾否有相關罪行的定罪紀錄等。

7.2 2級別制可鼓勵從業員致力專業發展，提升至較高級別，讓資歷較低者進入市塲。

7.3 持牌人須遵守法例所訂的要求以及監管局所訂的操守守則，違者可遭紀律處分，包括譴責、警告、罰款，暫時吊銷牌照或撤銷牌照。

472014 年報


過渡期

8. 法例實施後將有3年過渡期，給與個人有時間取得所需的資歷及公司在運作、人手、資歴等作好準備。

8.1 監管局可發出臨時牌照給物業管理人，但須於3年內修畢所需的持續專業發展課程。

8.2 符合正式牌照發牌準則的物管從業員亦可在過渡期間直接申請正式牌照。

規管機構 — 〔物業管理業監管局〕

9. 由特首委任1委員會，委員包括認識物管的人士而具物管一般行政或消費事務經驗；從事物管服務人士；及特首認為合適的人士，包括公職人員。成員有主席、副主席及不超過18位其他成員。

職能

9.1 紀律監管者：制定專業守則及操守守則；訂定發牌規定；處理投訴及查詢；處罰行為不當和手法不良的公司，包括撤銷或暫時

吊銷牌照。監管局有權調查持牌人士涉嫌違紀行為或不再符合持牌的訂明準則。

9.2 業界推動者：提高專業水平；提供培訓及持續發展的規定；舉辨活動，促進專業發展；及推廣業主教育。

9.3 管理公司登紀資料。

9.4 行政總裁領導各執行部門。

9.5 監管局可藉規例訂明持有牌照的條件及準則，申請牌照的資料，以及所須附有的文件，所須繳付的費用。

上訴機制

10. 由民政事務局長委出一個獨立的委員團處理對發牌或續牌的決定或紀律處分的決定等上訴。

附屬法例

11. 條例草案通過後，物管公司及物業管理人的詳細發牌準則、各類所需附的文件、牌費等事宜將會由附屬法例訂明。

2014年10月

48 2014 YEAR BOOK


因延誤執行公契引起的問題（香港適用）

郭冠英律師李郭羅律師行

法團的延誤變成被告的辯解理由

當被追究違反公契時，業主通常會提出一些答辯理由，包括違反行為存在已久，或其他業主也違反同樣的公契條款，法團或管理公司一向視若無睹，如今突然針對他們執法，對他們不公平。其實法律上，「延誤執行」或「默許違責」(delay or acquiescence) 均可能構成業主的辯解理由，只要他能說服法庭，法團或管理公司的延誤令業主覺得法團及管理公司不會追究他們違反公契一事，如果現在要馬上執行公契或《建築物管理條例》的規定並不合理，也會對被告的業主構成不利。

不能明文允許，那有行為默許

在荷里活中心一案（HCA 1582/2007，判決日期：2010年8月16日；及 CACV 185/2010，判決日期 : 2011年8月4日）中，涉案大廈樓下數層是商業用戶，較高層的單位則為住宅。商業樓層的業主把位於地下至 1樓之間外牆的簷蓬出租，讓他人豎立巨型廣告牌，收取廣告費。由於大厦位處旺角人流多的地方，所收取的廣告費數目甚為可觀，款項被用作支付部份商場管理費。商業樓層的業主每隔三兩年便與廣告代理商簽一份新約出租地方，也因有廣告費收入而令商場的管理費大減，歷時六、七年，從未遭法團干涉。

其實，該簷蓬為整幢大廈的公共地方，並不只屬於商場業主所有。根據《建築物管理條例》第34I條，個別業主未經業主委員會（如已成立法團，則為管理委員會）通過決議允許，不得將共用地方侵佔作為一己之用，違反該規定將被視作違反大廈公契。故此，案中商業單位侵佔本屬大廈公用地方的行為，已經違反了第34I條及公契規定。某天，法團突然發難，透過律師發信要求商場業主拆除廣告牌，並討回後者歷年所收的廣告費。

高等法院認為，法團有權透過管委會決議，讓商場業主佔用簷蓬等公用地方，即有權容許相關行為。但法團多年明知有廣告牌，也沒有投訴，其行為令人以為它「默許」商場出租公用地方。若突然終止廣告協議，商場業主可能要賠償違約的損失。已收取的廣告費累積數額不菲，且早已花光在商場的管理費上，若要各商舖業主科款退還法團，會對他們不公平。

法院在判詞中說明，「默許」(acquiescence)是否構成法律上辯解的理由，取決於法團是否有權去允許相關的違反公契的行為。如果他們有此權力的話，他們便可以「明文允許」，或透過其長期的「不作為」(omission)「默許」該違規行為，「延誤」及「默許」便可能構成被告業主的辯解，若立即執行公契會對被告業主不公平的話，法庭便會不予執行；反過來說，如法團或管理公司在法律上根本無權允許相關的違規行為，他們也無權「默許」其存在。在此情況下，即使執行公契方面有所延誤，業主都未必可因此獲得開脫。

所以有個說法是「不能明文允許，那有行為默許」(what cannot be done expressly cannot be done impliedly)。案中高等法院的裁決為上訴庭所確認，法團及商場業主雖分別上訴均被駁回。

492014 年報


重覆違規

一般來說，如果違規行為不斷重覆進行，那除非「默許」的時段太長，令人感到法團永遠不會執行公契相關規定，即所謂「犯法已變成合法」(the wrong has grown into a right)，否則「默許」只會暫時令法團失去執行公契規定的權利。換句話說，法團或管理處只是「暫時」，而非「永久」失去執行公契的權利。上述案件中，商場業主每隔三兩年續約出租廣告位一次，即不斷重覆違反公契。法庭認為，當商場業主收到法團的律師信後，應該只完成當時仍生效的廣告合約，便立即終止違規行為。但他們沒如此做，在知悉法團的反對下，仍再與廣告代理續約。所以，法庭最終仍頒下禁制令，要商場拆除廣告牌，及向法團支付收到律師信之後所訂立的租約之下所得的酬金。

近期案例

在近期永明工業大廈一案（HCCT 60/2006；判決日期：2014年6月23日），法團投訴發展商違反以下公契規定：(i) 於1994年將地下外牆部分改為玻璃幕牆（「第一項投訴」）；(ii) 容許其租客在2005年和2006年改動地下外牆（「第二項投訴」）；(iii) 從1994年起違規佔據公共地方的空間，在該處興建閣樓（「第三項投訴」）

公契規定如下：

“⋯ no Owner shall ⋯use, cut, injure, damage, alter or interfere with any part or parts of the Common Areas or any of the Common Facilities ⋯”　　（「第一段」）

“No Owner shall do or permit to be done any act or thing which may or will alter the external appearance of the Building, including but not limited to the colour and type of the external walls⋯without the prior consent in writing of the Manager and the Manager may specify any conditions for giving such consent.”　　（「第二段」）

法團指，該些改動有違上述第一段不可改動公共地方的規定，亦違反第二段未經管理公司書面批准，不可改動大廈外觀的條款。故向法院申請禁制令，要發展商拆除僭建物及還原地方。

就第一項投訴，高等法院認為，法團多年來對改建視若無睹，延誤執行公契，已構成對違規行為的默許，而根據荷里活中心一案，該等違規行為屬於法團有權允許的行為，法團的延誤可被發展商視為一種「默許」，故拒絕法團要求頒禁制令的申請。

就第二項投訴，管理公司在發展商的租客在2005年及2006年作出改動工程的時候，已去信投訴，並要求對方停止拆除該部分外牆。故此，發展商及其租客明顯是在清楚知道公契規定及法團反對的情況之下作出改動，並不存在法團有「默許」的情況。且沒有證據證明下令拆去該改動會對發展商或其租客造成不公，也沒有房屋署的批准或授權人士的證書證明該改動在結構上安全，法庭於是下令發展商拆去僭建物，並將受影響的部分照原來政府所批准的建築圖則還原。

就第三項投訴，法庭認為，雖然法團在提出申索方面有所延誤，但並不顯示法團有意豁免或放棄追究的權利。法團只是不知道相關地方是大厦的共用地方，錯誤以為是發展商專用範圍，有權在該處興建閣樓。後來經過訴訟，在2008年原訟法庭以及2011年上訴法庭的判決後，法團才知道該地方屬共用地方。故此法團較遲才採取行動，屬情有可原，「默許」的辯解理由在法律上不能成立，法庭下令發展商須拆除僭建物。

50 2014 YEAR BOOK


要注意的是，第一項投訴可能同時違反了上述公契第一段及第二段的規定，但兩者條文在字面上有所不同。第一段似乎並未授權法團或經理人允許侵佔共用地方的行為，第二段則規定業主們未經管理公司批准（「without the prior consent in writing of the Manager」），才不可改變大厦外觀，即法團及管理公司均有權容許相關改動。審訊時法團方面提出，按照荷里活中心一案判決的分類，由於公契第一段未有「without the prior consent in writing of the Manager」字眼，法團根本不可以明文允許發展商的改建共用地方，所以「默許」並不構成辯解理由。但高院認為，改動共用部份為業主們整體透過法團可容許的行為，所以「默許」等辯解理由仍可成立。

事實上，兩案均涉及侵佔改動共用地方，《建築物管理條例》第34I條規定，經業委會或管委會會議決議許可，業主可將公共地方作為私用。故此，按照法例，法團可能有權允許這種行為，故亦可受制於「默許」的辯解。所以，在決定法團或管理公司有無權容許相關行為時，不能只看公契表面文字規定，例如有沒有「未經管理公司批准」（「without the prior consent in writing of the Manager」）等字眼，而應看清楚行為性質及《建築物管理條例》條文。

此外，判詞中無討論法團是否可終止其「默許」的表示，即通知發展商，不再容忍相關行為，並給予對方一個合理時限去拆除僭建物。涉案的僭建改動畢竟屬一次性行為，在法團投訴前已全部完成，也未如荷里活中心一案的廣告續約般重覆進行，或許因為這原因，就第一項投訴，法團便永久喪失執行公契的權利。須注意的是，永明工業大廈一案判決不久，暫未見上訴判決，業界可留意該案有否新進展及其他相關案例。

512014 年報


澳門物業管理迎接的挑戰

澳門物業管理業商會會長　謝思訓

目前，物業管理行業處於編制相關法制的時期，全面規管行業的法例逐步建立。《分層建築物共同部分管理法律制度》已結束諮詢將進入立法程式，《分層建築物管理商業業務法》正處於諮詢階段，最低工資法案也已結束諮詢和將進入立法程式，規管大廈業戶與管理機關的法規《大廈管理規章指引》草案也在政府主管部門草擬中。業界充滿期待，這系列法例法規將會有效地規範物業管理事務的各方主體，釐定權責，有助建立行業發展的新局面。

現實的情況中，行業為低利潤的服務性行業，部分同業或某些項目陷於水深火熱、艱苦經營的困境；現時澳門尚不具備相關完善有效的法制，去確保通過及調整大廈管理費，以及確保能依時收到管理費；因缺乏人力資源，提升行業水準無人力資源支撐，只會淪為口號；大廈管理費是維持大廈管理事務營運幾乎唯一的收入，目前大廈管理費嚴重偏低，根本不能適應和配合立法後及執行最低工資後的專業營運需要；法律將對行業的營運和操作實施規管和處罰，則必須先完善相關法制的配套，業界應在相對有保障的法制環境下從事業務，這是公平的要求；我們希望政府和立法機關重視這些伴隨著立法需全面關注及予以考慮的相關因素。

業界不反對最低工資立法首先在物業管理範疇執行，但最低工資立法不純是勞資關係的範疇，而屬於對市民大眾有影響的社會問題。大廈各業主是法定的支付大廈管理費的主體，大廈管理費是用於支付大廈各項公共開支包括大廈管理人員薪酬等的幾乎唯一收入來源，執行最低工資而引起的服務成本增加應由大廈物業管理費調升而作平衡。從媒體公佈的最低工資立法諮詢的資訊看到，小業主似乎對最低工資立法引發調升管理費的認識不足，更沒有認識到在物業管理行業兩個工種中實施最低工資，將需要由每座大廈的業主參與及召開法定的業主大會議定能平衡大廈收支的管理費標準，從而沒有就此表達更多意見，似乎未見收集到具影響力的主流意見。

上述法律法規制定與業界生存發展息息相關，澳門物業管理業商會及澳門物業管理專業人員協會組織了深入研討，並向政府主管部門作出書面諮詢意見。期待政府和立法機關全面考量各項因素，注重選定各個法律法規實施的合適時機，以達各法律法規配套執法的最佳效果，切實保障各方權益。

展望未來，行業具有遠大的發展空間，日後填海地推出建成大量的各類樓宇，均需相應的人員提供物業管理服務，行業必將在服務範圍和從業人員方面擴展，業界需做好行業專業化培訓和人才儲備工作，迎接行業發展的機遇。

2014 年10月27日

New Version of ISO 14001 on Schedule for 2015新版 ISO 14001預期2015年面世

Dr Nigel H. CroftAssociate Technical Director, HKQAA

Chairman, ISO Technical Subcommittee on Quality Systems (ISO/TC176/SC2)倪國夫博士

香港品質保證局技術總監國際標準化組織質量體系技術委員會（ISO/TC176/SC2）主席

Since it was first published in 1996, ISO 14001:2004 Environmental management systems – Requirements with guidance for use has been adopted on a global basis e

The standard is currently undergoing its second revision by ISO’s Technical

decades, by addressing challenges that include:

Increasingly rigorous legislation

degradation of eco-systems and bio-diversity issues

society for transparent, responsible sustainable development

Value-chain and life-cycle concepts

The revision process

Management Systems”, which evaluated the potential implications of evolving

including the following:

Emphasise that an organisation should retain the responsibility to align its ISO 14001 processes with its environmental and business priorities

Strengthen the focus on subjects such as:

Transparency and accountability in environmental management issues andTperformance

Value chain influence and responsibility

development, one of the key pillars of social responsibility

Broaden and clarify the concept of “Prevention of pollution”

Strengthen performance evaluation as part of ISO 14001

Emphasise the strategic considerations, benefits and opportunities ofenvironmental management for organisations

Strengthen (on a strategic level) the relationship between environmentalmanagement and the core business of an organisation, i.e. its products and services and the interaction with stakeholders (including clients and suppliers)

Address life cycle thinking and the value chain perspectives more clearly in the identification and evaluation of environmental aspects related to products and services

The second Committee Draft of the revision has been circulated to the ISO Member

to address the comments received, and to prepare for publication of the DraftInternational Standard (“DIS”). This is currently scheduled for mid-2014.

《自環境管理體系──要求及使用指南》

1996年出版以來，至今已獲全球，個國家的機構採用

發出超過張證書。現時，國際標準化組織（ OISO）技術委員會正密鑼緊鼓地籌備的

第二次修訂，以應對未來二十年會出現的新挑戰：

各地日趨嚴謹的法例法規

物污染導致的環境問題；天然資源緊絀；生態系統及生

多樣性受損

續全球人口膨脹；大眾對社會透明度、社會責任及可持

發展的期望日增

價值鏈及生命週期概念

修訂過程

的修訂工作早於的修訂工作早於 20122012年正式展開，為此，年正式展開，為此

的研究小組製作了一份名為《環境管理體系面

臨之挑戰》的報告，分析自1996年初版以來，

關於環境管理有甚麼新的發展，以及持份者有甚麼新期

望，並從中總結出項新版的修訂建議，包

括：

強調機構有責任將融入其環保及業務上的決

策

更加重視以下題目：

對環境管理事項及表現的透明度和承擔

價值鏈的影響及相關責任

在可持續發展的課題上，環境管理項目應獲得更具體的

闡述

對「防止污染」作出更全面及明確的定義

加強表現評估的部分

強調環境管理為機構帶來的策略考量、好處及機遇

深化環境管理與核心業務（如產品和服務、與顧客及供

應商等持份者的互動）在策略層面上的關係

在識別及評估產品和服務對環境的影響時，須加入生命

週期及價值鏈的思維

新版的第二份委員草案已於 2014年初通過ISO成員的投票，現時正根據收集到的意見，編寫《國際標準草案》，預計於2014年中發表。

52 2014 YEAR BOOK


Source: Hong Kong Quality Assurance Agency “VISION Issue 52” 香港品質保證局「管略第52期」

ISO 14001:2015的章節結構與內容跟新版的《質量管理體系》標準一樣，

將會以 ISO聯合技術協調小組編寫的「高階架構」及「相同文本」方式編寫，並作為 2012年《ISO指引》中的「附件」出版，以便機構能透過實行一個綜合管理

體系，同時達到質量管理及環境管理等多個標準。因此，

和將會有約三成的相同內容（如政策

定義與實施、資源管理、文件管制、內部審核、管理評審

等共同題目），雖然兩者均個別有反映其管理體系獨特性

的內容。

的高階架構詳列如下：

Structure and content of ISO 14001:2015

SL” of the ISO Directives in 2012. The aim is to promote greater harmonisation

those users who wish to address quality and environmental topics within a single,

policy definition and deployment, resource management, document control, internalaudits and management review), though each standard will include discipline-

environmental management system is to be implemented.

The “High Level Clause Structure” to be used for ISO 14001 is as follows:

1. Scope 2. Normative references 3. Terms and definitions4. Context of the organisation

Determining the scope of the EMSEnvironmental Management System (This will now incorporate the needfor the organisation to manage the processes needed for its EMS)

5. Leadership Leadership and commitmentEnvironmental Policy

6. Planning Actions to address risks & opportunities (This will include the identification of environmental aspects, any significant impacts and the organisation’s legal compliance obligations)Environmental Objectives and plans to achieve them

7. Support

Competence Awareness

reporting)Documented information

8. Operation Operational planning and controlValue chain controlEmergency preparedness and response

9. Performance evaluation Monitoring, measurement, analysis & evaluation Internal audit Management review

10. Improvement Non conformity and corrective action Continual Improvement

1. 範圍2. 引用標準 3. 詞彙和定義4. 機構環境

了解機構及其環境相關利益團體的需求和期望決定環境管理體系的範圍環境管理體系（包括機構需要管理體系過程的原因）

5. 領導領導與承擔環境方針職能、職責與權限

6. 規劃應對風險和機會的措施（包括識別環境管理的範圍、會導致的影響及法律法規要求等）目標和計劃實行

7. 支援資源員工能力員工意識溝通（包括內部溝通、對外溝通及匯報等）文件記錄

8. 營運營運規劃與監控價值鏈的監控緊急情況的準備與應對

9. 績效評估監察、測量、分析與評估內部審核管理評審

10. 改進不符合項與糾正措施持續改進

Support and Operation支援及營運(7 and 8)

Scope of the environmental management system 環境管理體系範圍 (4.3/4.4)

Note: Numbers in brackets refer to the clauses in this International Standard.註：括號內數字為相應的標準條文

Improvement 改進(10)Needs and expectations

of interested parties相關利益團體的需求和期望

(4.2)

Internal andexternal issues內在及外在因素

(4.1)

Context of the organisation

Leadership 領導(5)

Planning 規劃(6)

Performance evaluation績效評估

(9)

Outcomes ofthe EMS

管理體系成效

Plan策劃

Do執行

Act行動

Check檢查

機構環境

It can be seen that this structure follows a logical “Plan-Do-Check-Act” sequence, which is shown schematically in the following figure (taken from the Committee Draft for ISO 14001):

此架構依循「策劃－執行－檢查－行動」的模式，如下圖

所示（來源：委員會草案）：

532014 年報


重要修訂內容

委員會草案的引言指出，ISO環境管理標準系列的目的是為機構提供知識、工具和技術，以達到

可持續發展的長遠目標，並創造更多可持續發展的機會。

在今日的社會，企業必須懂得降低營運直接產生的碳足

跡，並且監控其產品和服務的生命週期，包括開發、生

產、分銷、耗用、棄置等過程，以免不自覺地將對環境的

影響轉移至其他地方；另外，由於社交網絡及其他溝通平

台日益發達，企業亦應爭取不同利益團體的參與，以及與

各界分享環保資訊。

現時的內容仍在審議階段，但暫時已知

以下重要的修訂內容：

機構環境

現時所有 ISO標準均要求機構先定義其營運的環境，換言之：有甚麼內外因素會影響機構達到其環保目標？外

在因素可包括社會經濟環境、生態系統情況、法律體

制、天然資源供應、政府基建現狀等，而內在因素則可

包括科技水平、企業文化、員工教育程度等。

策略性規劃

強調機構須在整體策略性規劃中納入環境管理的考量。

風險及機會

風險即影響目標實現的不確定因素。事實上，

14001一直都有包含風險的概念，即要求機構識別其營運對環境有所影響之處，以及如何處理一些重大的影

響。過去不少機構選擇使用「失效模式及效應分析」，

根據風險程度分配不同影響的處理次序。新版

14001則要求機構更明確地處理，在環境管理體系的營運規劃中，加入減低重大風險和尋求更多良好機會（如

新科技、使用原材料的新穎方法等）的措施。

領導

補充了有關最高管理層的條文，確保他們的領導工作遍

及機構各階層，並能伸延至最前線的部門。

環境方針

須在機構方針中承諾防止污染，以及在營運涉及的範圍

中支持環保，例如使用可持續的資源、採取氣候變化的

紓緩及適應措施、保護生物多樣性和生態系統等。

對外溝通及匯報

強調溝通內容必須誠實並不含誤導成分、完整、準確、

具透明度、可信，並與環境管理的數據互相符合。

價值鏈規劃與監控

提倡以「生命週期思維」的概念，管理所採用產品和服

務對環境的影響，以及處理和棄置產品時的影響（不過

並不要求進行正式的生命週期評估）。

The main changes

portfolio of standards on environmental management are intended to provide organisations with knowledge, tools and techniques to build success over thelong term and create new opportunities for sustainable development and growth. In today’s society, it is important for an organisation to be able to reduce its directoperational footprint, and to influence the way its products and services are designed, manufactured, distributed, consumed and disposed by using a life-cycle perspective to ensure that environmental burdens are not inadvertently shifted elsewhere in the cycle. As social networking and other communication tools become evermore sophisticated, it is equally important that organisations engage with relevant interested parties and share environmental information.

agreed, but based on the work that has been carried out so far, the following key enhancements can be noted:

Context of the organisation

All of ISO’s management system standards now begin with a requirement for

the local socio-economic conditions, ecosystem and legal framework, as well as the availability of resources and governmental infrastructure. Internal factors might include issues such as the technology available, organisational culture, and general educational levels of the workforce.

Strategic Planning

The need to integrate environmental management considerations into the organisation’s overall strategic planning processes is emphasised.

Risks and opportunities

has always been present in ISO 14001, in the requirement for an organisation to identify the environmental aspects related to its operations, and to address the associated significant environmental impacts. Many organisations have chosen to address this using techniques such as Failure Mode and Effect Analysis, toassign priorities to the various environmental impacts based on the overall riskassign priorities to the various environmental impacts based on the overall risk

novel use of raw materials etc) are integrated in the operational planning of the environmental management system.

Leadership

The clause related to top management has been enhanced, to recognise thateffective leadership needs to be demonstrated at all levels within the organisation, starting from top management, but being deployed down to the first levels of line management.

Environmental Policy

The organisation is now required to include in its policy a commitment to the prevention of pollution and to support environmental protection specific to the

mitigation and adaptation, and protection of biodiversity and ecosystems.

External communication and reporting

misleading; complete, accurate, transparent and reliable, and based on and consistent with the information generated within the environmental management.

Value chain planning and control

The new revision promotes the concept of “Lifecycle thinking” (but with nospecific requirement to perform a formal life cycle assessment) to manage environmental aspects associated with procured goods and services, as well asthe environmental impacts associated with product use and end-of-life treatment or disposal.

Transition to ISO 14001:2015The revision process for ISO 14001 is already well underway, and the new

for organisations that are currently certified to ISO 14001 to adapt to the new requirements, it is likely that a transition period of not less than two years (and, quite probably three years) will be defined by the International Accreditation Forum. This will be decided before the end of 2014.

ISO 14001:2015的過渡期的改版工作進展順利，相信新版本將如期於

年下旬面世。而為了給予現有用戶充足

的時間，作好準備迎接新要求，預料國際認可論壇（IAF）會給新修訂版訂立最少兩年（亦很可能是三年）的過渡

期，詳情會在2014年年底前落實。

54 2014 YEAR BOOK


簡介

國際標準化組織已於2011年6月出版期待已久的《ISO 50001能源管理體系》標準（詳情參閱第40期《管略》），並正逐漸改變眾多機構和政府對使用能源的態度和管理方式。

ISO 50001定義出能源管理體系的詳細要求，讓機構建立所需的體系和程序，以提升整體的能源績效（包括能源效率、使用及消耗等方面），並於附錄部分列出了如何有效地實施這些標準的指引。ISO 50001的目的，是幫助機構透過系統化的能源管理，降低能源消耗的成本、溫室氣體排放量和其他對環境的影響。

視乎個別機構的性質及環境，實施ISO 50001所能節省的能源績效自然也大有不同。雖然ISO 50001是以工商業為主要對象，但亦可供政府或其他機構使用，制訂住屋層面的能源政策。本文將探討如何在住宅樓宇中實施ISO 50001，以綜合使用各種改善能源效益的措施。

住宅樓宇

美國能源信息管理局在2004年的數據顯示，住宅用途佔全國能源消耗量超過20%；而在其他國家，則佔10%至25%左右。顯然，社會各界如能合力改善住屋的能源效率，必可為整體的可持續發展帶來裨益。

Dr Nigel H. Croft Associate Technical Director, HKQAA

Introduction

ISO 50001, the much-anticipated new standard on Energy Management Systemswas published officially by the International Organization for Standardization in June2011 (See VISION 40), and is already beginning to make an impact on the way Norganisations and governments view and manage their energy usage.

The purpose of ISO 50001 is to define the requirements for an Energy Management System (“EnMS”) that enables organisations to establish and manage their processes in order to improve their overall energy performance (including energy efficiency, use and consumption). It also includes an Annex with informative guidance on how to implement the standard effectively. This is intended to lead to reductions in energy cost, greenhouse gas emissions and other related environmental impacts, through the systematic management of energy.

Clearly, the impact and magnitude of energy savings that might be available will vary enormously depending on the context in which the system is being applied. Although the standard was developed with industry and commerce as its primary focus, it is equally applicable to the deployment of an effective energy policy by governments and others to the residential, household level. This article will examinethe ways in which ISO 50001 will help to consolidate other energy-related initiatives within the context of energy-efficient buildings for residential use.

Residential buildings

Data from the US Energy Information Administration in 2004 show that over 20% of all energy consumption in the USA can be attributed to residential use. In other parts of the world, this number varies from around 10% to 25%. It is clear therefore that aconsolidated effort to improve energy efficiency at the household level can have asignificant impact on overall sustainability.

倪國夫博士香港品質保證局技術總監

Working Together to Promote Energy Efficiency in Residential Buildings 攜手促進住宅樓宇的能源效益

Source: US Energy Information Administration來源：美國能源信息管理局

Source: US Energy Information Administration

34%

21%

28%17%

美國的能源消耗量分佈（2004年）Energy use in the USA (2004)

Transportation運輸用途

Industrial工業用途

Commercial商業用途

Residential住宅用途

552014 年報


Source: Hong Kong Quality Assurance Agency “VISION Issue 41” 香港品質保證局「管略第41期」

在日常起居中，能源主要是用作發熱、製冷、照明，以及電冰箱、洗衣機、乾衣機、洗碗碟機、電爐等電器的使用。歐盟國及一些其他國家會在法例上規定，這些電器上必須標示能源效益等級及電源消耗量，讓消費者可作出明智的選擇。歐盟的能源效益標籤便將產品等級分為A++（能源效率最高）至G（能源效率最低）。

一般來說，ISO 50001應該不會為個別家庭所應用，但若由大業主、物業管理公司實施，甚至獲地方或國家政府的推廣，則可為能源的使用帶來不少影響。

現時，英國的法例要求業主在出售物業的時候辦理一份能源表現證書，但準買家在參觀物業的時候，未必可以以即時看到證書上的數據。因此自202012年起，歐盟一條新的指令將會規會規定業主預先出示物業的能源等級等級，讓買家可以根據這些重要的資料資料來決定是否購買。

很多業主和租客租客已經意識到，很多新技術如太陽太陽能電池板、地源熱泵、提升隔熱升隔熱效果和慳電膽等，皆可節省不少不少能源。例如在美國，雖然受到一些既得利益者的強烈反對，政府最近

的銷已通過分階段淘汰舊式鎢絲燈泡的銷護委員會亦指售；美國國家資源保護委員會

在2020年完全實施的施的出，當這條法例在202計將可降低7%的居家能源能源開時候，預計將可

每年約85美元），以及減少減少使用33支（即每個家庭每年約用33廠。個大型發電廠。

而很多時候，這些措施亦會然而很多措施亦會施亦會帶來資金的問題。個別的住戶即使能了解別的即使能了解這能了解這些科技的長遠益處（通常是在金錢上在金錢上），卻未必可即時負擔到安裝設備的費在金錢上），卻未必可即時負擔到安裝設備的費

勵計劃用。因此政府的政策，如法例、貸款和獎勵計等，均對促進能源效率的改善十分重要。

至於在跨政府層面上，早有共指出在發展中國上，早有共識指出家，「能源終端通常指在個別的家「能源終端使用效率」（通常

室氣體排放和推廣能庭）是其中一個最有效減少溫室這些倡議只佔清潔發展源安全的方法。不過現時，這數，因為其本質太廣闊和機制（CDM）項目的極少數

「獨立的業主；而傳統上能「瑣碎，通常會涉及很多獨立有人目，只適用於僅屬一位持有人獨立經營」的CDM項目

以將眾多曾有一些CDM項目，可以將的項目單位。過去曾有涉及數個中型起處理，但通常需要涉及物業「集合」一起處

項目，由少數的擁或是一大群小型的項目規模的項目，或是不過，一般在政府的層短時間內持有。不過有人在一段短

在地理位置上分散的小單位和如需處理大量在地理面上，如需且項目須運作一段長時期的話，便在擁有人，而且項潛在擁

開展「規劃類CDM項目」。可以選擇開展可以

一份報告，規劃根據聯合國環境規劃署最近發表的一份報根據在一個城市或地區，將類CDM項目的活動通常包括在一個

燈泡換成慳電膽。整個項目可所有家庭的傳統鎢絲燈泡換業公司、政府的能源效率機構或非政府以由公用事業公司

負責統籌，透過將項目產生的核定減排額轉換組織負責統成資金，資助個別家庭購買及／或安裝這些新的電成資燈。

The main contributors to home energy usage are heating, cooling and lighting, as well as the use of electrical appliances such as refrigerators, freezers, washing machines, tumble dryers, dishwashersand electric ovens. In the European Union and elsewhere, an energy efficiency rating and energy consumption figure must, by law, be shown onall these products to allow consumers to make an intelligent choice. The EU energy label rates products from A++, (the most efficient) to G (theleast efficient).

Although it is unlikely that individual households will be aware of or choose to apply ISO 50001, its useby landlords or property management companies,and its promotion by local or national governmentswill undoubtedly have an impact on energy usage.

At the moment, homeowners in the UK are required to commission an energy performance certificate(EPC) before putting a property up for sale, but theresults may not always be available when potentialpurchasers first view it. From 2012 a new EuropeanDirective will make it compulsory for the energy ratings to be published upfront, giving buyersvital information on which to base their purchasedecision.

Many homeowners and tenants are already awareof the benefits that new technologies can bring interms of energy saving - the use of solar panelsor geothermal heat pumps, improved insulation and the use of energy-efficient light bulbs, for example. In the USA, for example, in spite of strongrongopposition from some vested intereopposition from some vested interests, new legislation has recently been passedto phase-out the sale of old-style incandescent light bulbs. The National Resourcesto

nce Council said that when the law is fully implemented in 2020, domesticDefence Core expected to be reduced by 7% (about US$85 a household every energy costs are expecte

or 33 large power plants.year), eliminating the need for 33 large p

Often, though, a problem will be encountered in terms of the cash-flow associatated associatewith these options. The individual householder can see the lon enefitsee the long-term ben(usually in monetary terms!), but cannot afford the nstall theot afford the initial capital outlay to insappropriate technologies. This is regulations, logies. This is where government policy, including reloans and in fficiency. loans and incentives, is vital to the success of the drive for energy effic

hatAt the intergovernmental level, it has long been recognised thathat "end-use energy cognised thefficiency" (typically at the individual househo one of the most effective ividual household level) is onways of reducing gree d promoting energy security in of reducing greenhouse gas emissions and pr

such initiatives have been severely developing countries. Traditionally, though, suchecause of their very diverse and pulverisedunder-represented in CDM projects, becaus

dual property owners. Traditional "stand-alone" CDMnature, often among many individual py suitable for individual project units that belong to a single projects are usually only suita

case of several similar CDM projects, "bundling" is possible, but thisowner. In the case ofsually involves either a small number of medium-sized projects or small units inusually invo

a large aggregation typically belonging to a limited number of owners over a short period of time. However, when there is a large number of small units and potential

ger owners that are geographically dispersed, with the project occurring over longer yed, usually periods of time, then a Programmatic CDM ("pCDM") project can be invoked, u

at the governmental level.

nt Programme (UNEP),ations Environment ProgAccording to a recent report by the United Nations Envirch a project might include the a t cal Pr amme of Activities ("PoA") for such a pa typical Programme of Activities ("Po

light-bulbs with compact fluorescent lightreplacement of traditional incandescent light-bucoordinator eholds in a particular city or region. The coordinbulbs ("CFLs") in all the households i

the government, or ancompany, an energy efficiency agency of the govcould be the utility compan

Typical energy efficiency label for household appliances典型的家庭電器能源效益標籤

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NGO, and the new, efficient bulbs would be purchased and/or installed by individualhouseholders over a period of time, with the financing facilitated by the CDM creditsthat are generated.

The following are just a few of the pCDM projects that have already been registerregistered with the UNFCCC, and that are helping finance improved energyenergy efficiency in developing economies:

以下便是其中一些已向《聯合國氣《聯合國氣候變化框架公約》註冊，正在提供融在提供融資予發展中國家以改善能源效率的規劃類的規劃類CDM項目：

Morocco 摩洛哥Use of photovoltaic kits to harness solar power for lighting rural households使用光伏設備採集大陽能，為鄉郊地區的房屋提供照明

South Africa 南非Improving Energy efficiency in low-cost urban housing (Cape Town) – insulation of ceilings, solar water heating andinstallation of CFLs改善低成本市區住宅（開普敦）的能源效率，包括安裝天花板隔熱、太陽能熱水系統及慳電膽

Nepal 尼泊爾 Installation of Biogas digesters in households為房屋安裝沼氣池

Indonesia 印尼Transfer and promoting use of solar cookers and heat retaining containers at households in Aceh於亞齊省為房屋引入及推廣使用太陽灶和保熱容器

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BEST DISSERTATION最佳碩士論文

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Chart 1 — Value of The Link Properties

Chart 2 — Revenue of The Link Chart 3 — The Link net Property Income

Source: The Link (2009, 2013) Source: The Link (2009, 2013) Source: The Link (2009, 2013)

Choy Yuk Wa, AliceMaster of Housing ManagementDepartment of Urban Planning and DesignThe University of Hong Kong

Introduction

Most of the corporations have placed “Corporate Socia l Responsib i l i ty” ( “CSR”) a t the top of their business agenda today. It is because an integration of the social and environmental concern with the economic interest of the corporate would help them to sustain their business in a profitable and respectable way. Thus, to measure the CSR/sustainability performance of a corporate, both

T h e L i n k M a n a g e m e n t L i m i t e d — A S o c i a l l y Responsible Corporate?

financial and non-financial performances have to be taken into account.

The Link REITs is the most renowned, world-wide real estate investment trust in Hong Kong since 25 November 2005. Yet, the reputation of The Link REIT is controversial under the management of The Link Management Limited (“The Link”). From the financial point of view, The Link’s excellence financial performance in the past nine years is well known (Chart 1-7). From the non-financial point of view, stakeholders like the small tenants, customers and local communities complain a lot about the changes brought after the divestment of retail and car parking facilities to The Link.

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Chart 4 — Unit Price of The LinkSource: Google — Finance (2013)

Chart 5 — The Link’s distribution per unit

Chart 6 — The average monthly unit rent of The Link

Chart 7 — Occupancy of The Link Properties

Source: The Link (2009, 2013) Source: The Link (2009, 2013) Source: The Link (2009, 2013)

Fig 1 — The Link Sustainability FrameworkSource: The Link (2009, 2013)

In view of a mismatch between The Link’s non financial performance and the social aspiration, The Link has been changing its practices in the management of CSR. In 2012/13, Mr. George Hongchoy (2013) revised its corporate social agenda under a sustainabil i ty framework with seven key focus areas (Fig. 1).

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In The Link 2013 Annual Report, Mr. Nicholas Sallow-Smith, Chairman of The Link expressed his concern over the role and purpose of The Link in the community and the importance of Corporate Social Responsibility (“CSR”), instead of showcasing the financial performance (The Link, 2013).

Moreover, The Link has adopted the Dow Jones Index and the FTSE4Good Index Series, two commonly used standards to measure the non-financial performance in recent years.

Significance of the study

The new protocols under The Link sustainability framework are very fruitful, yet the efficacy of them is uncertain. The Link is using many set of voluntary standards to enhance social reporting and to emphasis on its CSR management, but awards and recognitions given under the said indexes may not be good proxies to reflect the social or environmental effects when the data are mostly unverified externally and frequently unreliable due to insignificant sample size with poor response rate (Aaron Chatterji and David Levine, 2006; Michael E. Porter and Mark R. Kramer, 2006).

If the sustainability reporting is just a process of imitation, following some benchmark or standard, it is a vehicle for allowing corporations to adopt a set of criteria in getting recognitions rather than a true reflection the CSR/sustainability performance of a company. The aim of this research paper is to address the discrepancies between the aspirations of The Link and the society against each other and to have critical understanding on The Link’s non-financial performance.

Literature Review

As Michael E. Porter & Mark R. Kramer (2006) suggested, successful corporate need a healthy society; v ice versa, a heal thy society needs successful companies. Business and society are interdependent. When the pursuit of one’s own interest begins to harm the society, this pursuit must be checked, because self ishness at the expense of another is a moral flaw (Gabriel Flynn, 2008).

While corporate attention to CSR heightened, many corporate started running their business with the principle of sustainability (Judith Hennigfeld, Manfred Pohl & Nick Tolhurst, 2006). CSR creates attribute intangibly as a reputation of quality, reliability and honesty (A. Mc Williams and D. Siegel, 2000). This sort of reputational capital as referred by Kevin T. Jackson (2004) is wealth generator and source of competitive advantage. Therefore, companies try to establish a socially responsible corporate image by publicizing its CSR performance. However, without the substance, its reputation for social consciousness would temper public criticism in the event of a crisis (Michael E. Porter & Mark R. Kramer, 2006). Because corporate reputation is not a short term image which created by means of marketing or public relations, it is not just about what people think and feel about a company. For a reputation held by a corporate, it requires consistent behaviour over a period of time to change; it is based on the firm’s character, it is associated with all aspects of the firm, cutting across all departments and divisions and i t impacts a l l cons t i tuenc ies inc lud ing consumers, investors, shareholders, employees, business partners, and local communities (Kevin T. Jackson, 2004).

Corporate Social Responsibilities under the operation of sustainability

The understanding of CSR leads to the approaches to “corporate citizenship”, “sustainable business” and “business ethics” as well. The core principle of al l these concepts is to address the non-financial performance of a company.

In 1991, Carroll has introduced a four-part model of CSR (Fig 2) which encompasses the economic, legal , ethical and phi lanthropic expectat ions placed on organizations by society at a given point in time. Overlaying Kevin T. Jackson’s paradigm for bui lding reputational capital (Fig. 3) onto Carroll’s CSR model, with the concept of triple bottom line for sustainability as a base including three major considerations, i) economic; ii) social; and iii) environmental (Elkington, 1998), a three-dimension tetrahedron is formed to explain the structure of an evaluation system against the CSR/sustainability performance of a company (Fig. 4).

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Fig 2 — Four-Part model of CSRSource: Carroll (1991)

“Above the Line” (Reputational) LiabilitiesCourt of public opinion (media, activists)

Court of key constituencies (employees, customers, investors)

“Below the Line” (Legal) LiabilitiesCourt of Law

Fig 3 — a paradigm for building reputational capitalSource: Kevin T. Jackson (2004)

Fig 4 — An evaluation system against the CSR/sustainability performance of a company, highlight (RED) of the research subject

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Business Ethics is the key to Sustainable Business

To ach ieve the goa l o f CSR/sus ta inab i l i t y , corporations have to move from the compliance to the building of reputational capital. Corporations are responsible to the society at large indirectly, while corporations’ survival is directly depending on the key constituencies’ level of satisfaction and favouritism towards the corporation. Employee,

customer and communities play an important role as key stakeholder constituencies to map out the context of the reputational liabilities.

A moral system of a corporation diffuses the stated and promoted ethical values from the individual level to the organizational level, and then interacts with the society. The healthy relationship between the corporation and the key constituencies should be built on the virtues (Table 1), as suggested by Patrick E. Murphy (1999).

Virtue Definition Related Virtues Applications

Integrity Adherence to a moral code and completeness

Honesty, Moral courage

Conveying accurate and complete information to stakeholders

Fairness Marked by equity and free from prejudice or favouritism

Justice Selling and pricing products at a level commensurate with benefits received

Trust Faith or confidence in another party

Dependability Confidence that salespeople or suppliers will fulfil obligations without monitoring

Respect Giving regard to views of others

Consideration Altering products to meet cultural needs and refusing to sell unsafe products anywhere

Empathy Being aware of and sensitive to the needs and concerns of others

Caring Refraining from selling products to consumers who cannot afford them

Transparency Making actions clear to others Openness Being open with stakeholders

Table 1 — Core virtue ethics of a corporate and its applicationSource: Patrick E. Murphy (1999)

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Research Design

While The Link’s survival and excellence financial per fo rmance c lear l y p roved i t s compl iance agains t i ts “Economic Respons ib i l i t ies” and “Legal Responsibil i t ies”, focus of the analysis would be on The Link’s achievement against its “Ethical Responsibilities”, via the examination of i) The Link’s moral system/ethical practice; ii) The Link’s reputation audit; and iii) The Link’s ethical performance

The work environment provided by The Link attributable to the patterns of the moral reasoning of the decision makers will be examined. While for The Link to build reputational capital via ethical practice or the establishment of a moral system, The Link should form and support i ts ethical business culture by the following steps:—

1. Create a culture and climate that emanates f rom the top o f the o rgan iza t ion . W i th good leadership that lead his employee consistently, places the espoused ethical values on daily operations.

2. Assign an independent CSR department to oversee the company’s ethics programme, policies and to assess the ethical implications of the company’s activit ies via reputation audit and to inculcate ethical behaviour to the employee in a systematic way with consistent support from the managerial hierarchy.

3. Treat the employee right; create satisfying relationships with the employee, so that the employee would fully appreciate to share and perform the company’s ethical practice with loyalty.

4. Perform to impress the stakeholders and to bui ld re lat ionships wi th them. Adjust company ’s pos i t ion ing o f i t s reputa t ion s t r a t e g y , r e p u t a t i o n a l a t t r i b u t e s a n d distinctive moral characteristics by having a regular reputation audit which address room for improving the moral system continuously.

By a reputat ion audi t /percept ion test , nodes that connect different components at different levels of The Link’s moral system/sustainability model will be tested. Perception gap appears when the dissemination of the espoused ethical values becomes ineffective at any of those nodes. To address the perception gap(s) between the indiv idual level and the organizat ional level , The Link internal constituency consisting both managerial staff and non-managerial staff will be invited to receive the perception test; and for the perception gap(s) between the organizational level and the societal level, perception from The Link external constituency will be compared with The Link internal constituency.

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Ethical Performance Indicators on Related Virtue

Perception Drivers(Scoring Scale: 5-4 Positive; 3 Neutral; 2-1 Negative)

Awareness and understanding of the Link’s mission(Integrity)

— The Link is providing value and quality service— The Link is partnering with local communities— The Link is delivering sustainable growth

Advocacy toward The Link(Trust)

— I prefer visiting The Link’s shopping centres more than other— I promote The Link to my friends and people that I meet

Performance of The Link’s major function in the society(Fairness)

— Products and services in The Link’s shopping centres are good value for money

— Good trade mix— Tenants are fairly treated— Attractive promotional activities— A pleasant shopping environment is provided

Awareness of the Link’s CSR identity(Respect)

— The Link has a positive impact on the communities where it has a presence

— The Link has taken measures to limit environmental impact

Understanding of the Link’s effort on works apart from its major function(Empathy)

— The Link is a caring company— BFA facilities and services are adequately provided

Effectiveness of the communication between The Link and the key constituencies(Transparency)

— The Link is open by providing sufficient and efficient communication platform

Table 2 — Modification of the applications of core virtue ethics for The Link’s business operation

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Among The Link’s portfolio of assets, perception test for The Link external constituency will be conducted a t Sau Mau P ing and Lok Wah. These two locations are both within Kwun Tong district, one of the most populated districts in Hong Kong. In terms of operations, there is no big differentiation between the two, only which philanthropic activities has been planned at Sau Mau Ping in FY2014/15 under the programme, “The Link Together Initiatives”, but there is none planned at Lok Wah.

A l t hough the f i nd ings f r om the pe rcep t i on test cannot be considered to be stat ist ical ly representative, they will be referred broadly to help differentiate between positive and negative views. Gaining an insight into individuals’ perception on The Link and an appreciation of how The Link is positioned, an interview with a member of The Link sustainability department would be a thorough examination on how The Link should digest and interpret the findings, so as to path a way forward, enable some prediction to the future.

Limitations

Whi le The L ink ’s act ion of phi lanthropy was first launched in September 2013, data on the implications of the programme are limited. The effect of the programme at this initial stage is not expected to be remarkable or contradictive against The Link’s non-financial performance.

Analysis and Discussion

The discussion will include i) an empirical analysis on The Link’s moral system/ethical practice prior to The Link’s CEO personnel change in 2010; ii) an analysis of the results from the reputation audit in a form of questionnaire survey; and iii) an investigation in a form of interview on how The Link’s ethical performance operates in a sustainable manner.

The Link’s Moral System/Ethical Practice

CEO — Leadership

The personnel of The Link’s CEO changed in May 2010, context of The Link CSR management changed remarkably, too. Lead by The Link’s current CEO, Mr. George Hongchoy, the moral system of The Link were being revamped and reinforced with more details at the individual level and the organizational level.

Mr. George Hongchoy is a highly visible figure who would disseminate his espoused values outward incrementally via his act, his interviews, t h e m e d i a a n d e t c . H e p r e s e n t e d h i m s e l f with a character of resil ience, and he clearly articulated the importance of trust, caring, respect and t ransparency in mainta in ing susta inable relationships with various stakeholders.

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An Independent CSR Department — Sustainability Committee

While CEO has successfully convinced the board of directors and other constituencies to adopt sustainability as a corporate goal, The Link formed a sustainability committee as think tank, a sustainability working group as an executive arm to formulate and implement a corporate sustainability strategy (Fig. 5).

Fig 5 — The Link sustainability management modelSource: The Link (2013)

The Link — Business Culture

The L ink devo ted a t remendous amount o f resources to p rov ide a fa i r , equ i tab le and transparent work environment for i ts staff via numerous channels of engagement, so as to create a positive and ethical business culture. Only if employees are being treated fairly and decently, they would be attracted by those engagement programmes and the programmes would start to take its effect to motivate the employee.

While The Link is moving fast on its transition, The Link is struggling in the trust building and the development of corporate culture. The abstract idea of sustainability/CSR is difficult for some to translate into daily operations. The process of ethical dissemination from the middle management is therefore being challenged.

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The Society — Corporate Social Responsibilities

Despite the legacy issue, The Link is undergoing a transition to reposition its shopping centres, therefore it would not be surprising to note that the social expectations is incongruous with The Link’s behaviour. Meanwhile, The Link has started to support its CSR performance by philanthropic ac t i v i t i es . W i th the commun i ty engagement programmes, it catalyzed the process in building reputat ional capi ta l , re inforced stakeholder ’s loyalty and somehow steering The Link to pursue a higher set of ethical standards.

The Link’s reputation audit

In the reputation audit, there are fifteen perception drivers giving a contextual overview on the Link’s ethical performance and each of the drivers will give an indication on the ethical performance on each related virtue that is universally accepted by the society.

Perceptions at the Organizational Level

Generally speaking, employees of The Link are positive about the performance of The Link (Fig 6). Most of them have a good sense of mission (Fig 6, Item 1-3), but not everyone believe that they are already working as part of the team to achieve The Link’s goal. The Link is undergoing a transition, but most of the employees feel that they are hanging there, not knowing what to do or to help.

Employee felt that The Link is delivering a benefit to the society through its core business, (Fig 6, Item 6-10), thus they are proud to promote The Link to their friends and people that they meet (Fig 6, Item 4). However, The Link might still not be good enough to attract shoppers when comparing with other shopping centres (Fig 6, Item 5), which means that The Link competitiveness might not be as strong as other private shopping centre operators.

E m p l o y e e s w h o l e a r n t a b o u t t h e g r e a t achievements of the company at The Link Annual Town-hal l meet ing would be impressed, yet they are expecting The Link to do more to limit environmental impact and to be more caring to the society (Fig 6, Item 11-14).

The Link is attached with a poor public image, where nega t i ve feedbacks on i t s bus iness operations and outcry from the society asking the Government to buy back The Link are being heard at all times. Yet, the respondents believe that the amount of negative “noise” in relation to The Link has been reduced, because The Link is paying greater regard to its social responsibilities (Fig 6, Item 15).

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0% 20%10% 30% 50% 70% 90%40% 60% 80% 100%

Fig 6 — Results of the reputation audit on The Link’s employee

0% 20% 30%10% 40% 50% 60% 70% 80% 90% 100%

Fig 7 — Results of the reputation audit on The Link’s key external constituencies at Sau Mau Ping

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0% 20% 30%10% 40% 50% 60% 70% 80% 90% 100%

Fig 8 — Results of the reputation audit on The Link’s key external constituencies at Lok Wah

Perceptions at the Societal Level

Respondents from Sau Mau Ping and Lok Wah share similar negative perception of The Link (Fig 7 and 8).

Some of the shoppers mistakenly think that The Link has connection with the Government. Conflict arises when people do not see The Link is taking care of the community as they expected and at the same time, making a lot of profit. (Fig 7 and 8, Item 2, 11 & 13).

Against The Link’s commitment to i ts mission statement, there is a majority of people showing their disagreement (Fig 7 and 8, Item 1-3). Not only upon the social aspect, which the people are discontent with, it is also the way The Link attains its financial achievements by “rent raising” which the people despise.

In terms of services, the perception in majority from Lok Wah was found to be relatively more negative (Fig 7 and 8, Item 6-10) than those from Sau Mau Ping. It may be because on the day when survey was being conducted at Sau Mau Ping, a philanthropic event under “The Link Together Initiatives” was taking place. The overall impression on of The Link’s performance in its major functions was therefore leveraged by the philanthropic act.

Besides, the negative perception also explains why visitors from Lok Wah are less confidence to shop at The Link’s shopping centre or to promote The Link’s shopping centre to others (Fig 7 and 8, Item 4-5).

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Perception Gaps — Internal vs External

Integrity (Fig. 9) — The key external constituencies th ink that The L ink ’s per formance is not in adherence to i ts miss ion. They expects The Link to be standing with the wider community. In response, The Link is seeking opportunities to maximize the potential of the portfolio, and to expand i ts corporate c i t izenship under a sustainabil i ty framework. On the contrary key internal constituencies of The Link believe that they are achieving the company’s goal.

Trust (Fig 10) — There are not many of the key constituencies having great confidence in The Link. In The Link’s segment, shoppers want a particular mix of tenants, including low cost and independent options. The Link have to defrost the perceptions that visiting The Link shopping centre is strongly associated with “daily needs” shopping, rather than discretionary spending or a pleasant experience. So that The Link’s key stakeholders would not have viewed The Link with their own misconception and wrongly accuse The Link with deception.

Fairness (Fig 11) — The media being sympathetic to small tenant and the public blame The Link for rising prices attribute to the negative sentiment of the key external consti tuencies. Internal ly, The Link presents the results from their mystery shopper programme annual ly, plus there are announcements and news update periodically, employee of The Link would be able to build and institutionalize internal knowledge and experience. Thus, at the organizational level, there is no big perception gap between the managerial level and the non-managerial level. However, the results are still not appealing, it shows that most of the employees see a lot of room for improvement for The Link to run its business.

Respec t (F ig 12 ) — To respec t and to be r e s p e c t e d , i t r e q u i r e s u n d e r s t a n d i n g t o a multiple of cultures in the society. Key external constituencies do not aware or recognize The Link’s CSR identity. Although at Sau Mau Ping, philanthropic activities has been taking place, it is not yet taking an effect on meeting the social expectation as having a positive impact on the communities where The Link has a presence. To limit environmental impact, the key external constituencies might simply understand The Link’s effort in reducing the green house effect or in enhancing the energy efficiency as an approach to cut cost on electrical bill.

Empathy (Fig 13) — Understanding the plight of others does not require The Link to be soft or sentimental in making decisions. Empathy entails being sensitive but not necessarily be responsive all the time. The Link therefore engaged its key constituencies via various channels to understand and empathize with the diverse needs of the key constituencies. However, the responses from key external constituencies are negative, the results are ranging from 22% to 29%, while from key internal constituencies, they are more positive.

Transparency (Fig 14) — providing meaningful information to the key constituencies attributes to a higher level of transparency and is helpful for the establishment of promising relationships. During survey some of the interviewees expressed that there are insufficient signage, directory and advertisement for promotional activities. It explains that the meaning of meaningful information should be information that the key constituencies can be access easily.

For the internal, CEO of The Link advocates the idea of “data management”, yet collection of useful data has been an enduring task in previous years. The Link is gaining an insight from all those data, so as to generate a detailed understanding on

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how to differentiate the true needs from all the voices. Meanwhile, employees are lost about how The Link is delivering its mission. The employees might have strong desire and will to do good for The Link, but they do not feel being empowered to make a real difference in shaping the company’s future.

Fig 9 — Results of the reputation audit concerning interviewee’s awareness and understanding of the Link’s mission

Fig 10 — Results of the reputation audit concerning interviewee’s advocacy toward The Link

Fig 11 — Results of the reputation audit concerning in te rv iewee ’s percept ions o f The L ink ’s Performance in its major function in the society

Fig 12 — Results of the reputation audit concerning interviewee’s awareness of the Link’s CSR identity

Fig 13 — Results of the reputation audit concerning interviewee’s understanding of the Link’s effort on sustainability

Fig 14 — Results of the reputation audit concerning i n t e r v i e w e e p e r c e p t i o n o f T h e L i n k ’ s effectiveness of the communication

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There are obviously perception gaps at the societal level, while at the organizational level, there are areas that particular focus would be needed. Same reputation audit is recommended to be exercised annually or biannually. Without the comparables from previous years, respondents’ scoring on each perception drivers can also provide an indication on The Link’s ethical performance.

The Link’s ethical performance

From the informative interview, the interviewee s h a r e d h i s u n d e r s t a n d i n g a b o u t C S R a n d sustainability.

“…Both concepts are about ‘equilibrium’. We have been doing a lot on sustainability these years, but The Link is a private operator, we would not do anything purely for a single purpose to protect the environment or to do charity for the society.”

The Link’s moral system/ethical responsibilities

About The L ink ’s moral system, “ leading by examples” is a key to success as the interviewee said. By means of ethical practice, The Link is building up an ethical character with great virtues, l ike trust, integrity, caring. To explain The Link’s ethical responsibilities, the interviewee referred to the seven focus areas under The Link sustainability framework. To derive the needs of the stakeholders, the interviewee stressed the importance of communication and said,

“Changes happened to the society every day. We cannot box up ourselves. We need to communicate with our stakeholders, to understand the i r needs. Thus, we have formulated different engagement channels to communicate with our stakeholders and to build relationships with them.”

Perception Gap

The formation of perception gap is mainly borne upon the privatization of assets from HA. The interviewee agreed and said,

“We are a young company. We had a little bit of a difficult birth and a difficult childhood as well, so that is sometimes reflected in some of our behaviour. Of which some employees adopted a defensive approach when facing challenges from the public.”

To narrow the perception gap, the concept of sustainabil i ty has to be integrated throughout the organization, the interviewee expressed that “teamwork” and “creativity” are the key elements.

“We need to change, l ike Obama sa id. Our staffs need to know about the change, the society needs to understand about the change. Change means we are not operating The Link in the way which HA does in the past. We are a private entity. We operate to meet the needs of the market and the society. And for that we sometimes have to be creative…

“Without the people, nobody is doing the job. Yet we need our people doing the right thing and making the right decision. Hence, we have been doing a lot of training and maintaining ongoing dialogue with our staff at all levels, in order to build a strong team.”

By the end of the interv iew, the interv iewee concluded The Link’s business purpose by its sustainability objectives. Although every action done by The Link could be for a multiplicity of motives, The Link’s ultimate goal is to create value for the community as a whole, so as to provide sustainable returns for its stakeholders.

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Conclusion

The Link’s reputation today stems from the residual impact of a difficult birth and little effort in filling the void of perceptions in the minds of the society. Driven by the pressure from the society, The Link engaged its stakeholders in a pro-active manner, in order to improve the company’s public image and to win the support of stakeholder. However, The Link’s moral system is still too immature to perform. The Link struggles to align its ethical behaviour with the social expectation under the same set of virtues which is found acceptable by the society universally.

The Link’s sustainabil i ty framework has to be supported by a moral system that penetrates through an individual level to the societal level. Though, to mi t igate the impact o f the CEO personnel change, The Link need to have an ethical business culture encompasses prescriptive elements that lead the employee to perform and to achieve the company’s goal.

Through the dynamic process, The Link ethical business culture is getting into shape but very uns tab le . Percept ion gap appears be tween managerial and non-managerial staff. Because the implementation time for the ethical engagement programmes is too short and the turnover rate is h igh. For serv ice to be del ivered in care constantly, it needs to be supported by ethical guideline of the company, training for ethical decision making and periodic performance audit. The Link has these well equipped, though its ethical performance is random at its fast growing process.

Perception gaps at the societal level, between The Link and the society are even larger, when The Link’s employee cannot deliver their service wi th e th ica l demeanour , so as to a l low the legitimate expectations of the society to be met. Plus, the misconceptions and recurring negative sentiment from the society, The Link’s credibility and reputation is poorly damaged. There are little social attention and recognition on the good side of The Link or the changes made by The Link.

Bui ld ing of reputat ional capi ta l in a form of branding development would be helpful for re-posit ioning The Link’s future business and to unleash The Link’s potential. Nevertheless, The Link should remember that brand building has to be on the ground of ethical practice. The pursuit of positive corporate identity could be achieved by uplifting the corporate image, but for the pursuit of positive reputation, The Link need to perform with consistent behaviour over a period of time.

As The Link’s Board of Directors had said to Mr. George Hongchoy in 2002, “you are starting from a low base”. Yes, The Link is starting from a low base, too. There is a lot of scope for changes, adaptation and possibilities. In time, The Link’s action will speak for itself while people from the society are always welcome to give their feedback. Even if today you cannot agree with The Link’s business outlook, in the near future you may see and experience The Link differently, a socially responsible corporate.

References

— Abagail McWil l iams, Donald Siegel (2000), “Corporate social r e s p o n s i b i l i t y a n d f i n a n c i a l p e r f o r m a n c e : c o r r e l a t i o n o r misspecification?” Strategic Management Journal, Vol. 21, No. 5, p603-609

— Chatterji, Aaron and Levine, David (2006), “Breaking Down the Wall of Codes: Evaluating Non-financial Performance Measurement”, California Management Review, Vol. 48, No. 2, p29-51.

— Gabriel Flynn (2008), “Leadership and Business Ethics”, Springer; 2008 edition.

— Judith Hennigfeld, Manfred Pohl and Nick Tolhurst, (2006), “The ICCA handbook on corporate social responsibility”, Chichester, England; Hoboken, NJ: J. Wiley & Sons.

— Kevin T. Jackson (2004), “Building reputational capital: strategies for integrity and fair play that improve the bottom line”, New York: Oxford University Press.

— Marc J. Epstein (2008), “Making sustainability work: best practices in managing and measuring corporate social, environmental and economic impacts”, Sheffield, UK: Greenleaf Pub.; San Francisco: Berrett-Koehler Publishers.

— Michael Bommer, Clarence Gratto, Jerry Gravander and Mark Tuttle (2013), “A Behavioral Model of Ethical and Unethical Decision Making”, Citation Classis from the Journal of Business Ethics, Vol.2, pp.97-117.

— Michael E. Porter and Mark R. Kramer (2006), “Strategy & Society: The Link between Competitive Advantage and Corporate Social Responsibility”, Harvard Business Review, Vol.84, No.12, pp.78-92.

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— “與CEO對話” (2013), radio programme, RTHK, Hong Kong, 9th Jun 2013.

— The Link Real Estate Investment Trust 2010, Annual Report 2010.

— The Link Real Estate Investment Trust 2010, Corporate Responsibility Report 2010.

— The Link Real Estate Investment Trust 2013, Annual Report 2013.

— The Link Real Estate Investment Trust 2013, Sustainability Report 2013.

752014 年報


Improving Redevelopment of Public Housing Estates:Place Attachment and Social Capital in the Old Portion of Pak Tin Estate

Tsang Yim Yu, Yau Fung Yi, Ng Kai KwongMaster of Arts in Housing StudiesDepartment of Public PolicyCity University of Hong Kong

Introduction

Public housing has been addressing housing need of low income families in Hong Kong for over half a century. It not only maintains social stability, but also gives a feeling of ‘home’ to the public housing recipients. In addit ion, i t recorded the urban landscape transformation and collective memories of our last generations. Yet, Jong Kong has been experiencing an expanding population. Based on the figures released by the Census and Statistics Department (2013), up to mid-2013, the population reached 7,184,000. The supply of housing cannot meet the rising demand. Shortage of housing supply is one of the reasons for the sky-rocketing residential property price and rent in the city. The government formulated various kinds of policies to tackle housing problems. Increasing the densities and plot ratios of public rental housing (PRH) redevelopment projects is one of the examples for addressing the excess housing demand. Moreover, the old PRH estates need redevelopment because

of the obsolete facilities and amenities. Although the old publ ic housing had an i r replaceable value in the city’s development, redevelopment is necessary for old public housing estates in order to sustain residents’ living quality and address social changes. Meanwhile, redevelopment actually brings gains and losses to various stakeholders in the society.

In line with the government’s policy, the Hong K o n g H o u s i n g A u t h o r i t y ( H K H A ) e n d o r s e d a n d i m p l e m e n t e d t h e “ R e f i n e d P o l i c y o n Redevelopment of Aged Public Rental Housing Estates” in 2011. According to the Information S e r v i c e s D e p a r t m e n t ( 2 0 1 2 ) , i n a d d i t i o n t o app l y i ng t he two ex i s t i ng c r i t e r i a ( i . e . , structural safety and possibi l i ty of economic repair ) when consider ing the c learance and redevelopment of aged public housing estates under the Comprehensive Structural Investigation Programme, the build-back potential of aged PRH estates and availability of rehousing resources were a lso con templa ted by the HKHA. The inclusion of the two new criteria aims to fully utilize land resources for increasing flat production. Old portion of Pak Tin Estate redevelopment project was the first batch of projects affected by this policy. Under the refined policy, the plot ratio of Pak Tin Estate will be increased from 4 to 6. After

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the completion of redevelopment, the number of total build-back flats will be 5,650 which have net increase of 2,150 flats. Such expansion after redevelopment can help address the surging housing need. However, during the redevelopment process, some of the affected residents suffer losses in terms of emotion and feeling to a place, neighborhood, sense of belonging, identity and so forth. Understanding the social impacts of redevelopment on the residents of the old portion of Pak Tin Estate is crucial for improving future redevelopment plans which can better address the feelings of residents. Therefore, this paper aims at:

1. i n v e s t i g a t i n g t h e s o c i a l e f f e c t s o f redevelopment on PRH residents of the old portion of Pak Tin Estate in terms of place attachment, social mix and social capital;

2. eva lua t i ng whe the r r ehous ing need o f residents can be fulfilled;

3. i d e n t i f y i n g p r o b l e m s a n d w o r t h y ach ievements in the imp lementa t ion o f redevelopment plan; and

4. r e c o m m e n d i n g m e t h o d s f o r m a k i n g improvement in future redevelopment projects in public housing estates under the refined policy.

A n O v e r v i e w o f R e d e v e l o p m e n t Process in the Old Portion of Pak Tin Estate

According to the HKHA (2013), the existing Pak Tin Estate is located at 51 Pak Tin Street in Sham Shui Po. It covers 14,075 hectares and is composed of 20 blocks of buildings of various types, including Harmony 1, Harmony 3, Non-standard, Old Slab and Small Household Block. The older portion of the estate comprises Blocks 1–3 and Blocks 9–13. The newer portion is made of new residential building blocks. The first intake of tenants dated 1975.

According to the Legislative Council Panel on Housing (2012), in order to resettle the affected households, the HKHA wi l l adopt a phased c learance approach. In the f i rs t s tage, the Housing Department will clear Blocks 1–3 and 12, compris ing of about 950 PRH f lats. The affected households will be relocated to Shek Kip Mei Estate. After the demolition, 1,400 new PRH flats will be provided. They will be scheduled for completion in 2018/19. Upon the completion of first stage, the second stage will commence. The Housing Department will then clear the old Pak Tin Commercial Centre and Blocks 9–11 and 13, consisting of about 2,550 PRH flats. The affected households in this second stage will have in-situ rehousing or will be relocated to So Uk Estate. After the demolition, a new community hall will be completed in 2015/16. Moreover, 2,000 new flats will first be completed in 2020/21 accompanied with a new shopping centre. 2,250 new flats as well as ancillary retail, carpark, public transport, school and community facilities will then be built in 2025/26.

Literature Review

Place Attachment

Place a t tachment is a process in which an individual experiences the behavioral, cognitive, and emotional embeddedness in his sociophysical environment (Brown and Perkins, 1992). It is an emotional bonding between people and place. Person is an actor in the concept o f p lace attachment. Place attachment can operate at individual and group or community levels. At the individual level, a person has strong connection and at tachment to a p lace which can br ing pe rsona l memor ies and such s t rong p lace attachment can contribute to a stable sense of self (Scannell and Gifford, 2010). Similarly, Brown and Perkins (1992) stated that, over a long period of time in developing, familiarity, stability and security arise upon the attachment process, resulting in the establishment of a long-term bonding between people and their homes and communities. Given

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the stable sense of self to the environment, a deep embeddedness can be beneficial. At the group or community level, Low (1992, p.165) defined place attachment as “the symbolic relationship formed by people giving culturally shared emotional/affective meanings to a particular space or piece of land”. Shared meanings to a place and bonding between families and communities create place attachment.

Both individuals and groups have psychological interaction with a place. A crucial feature of place attachment is the bonding and attachment of affect, emotion and feeling to the place (Scannell and Gifford 2010). Brown and Perkins (1992) postulated that place attachment gives rise to posit ive affective and emotional experiences, for example, feel ing of securi ty, self-esteem, self-worth, self-pride and a sense of belonging. Howeve r , when t he pos i t i ve bond has no t been developed or maintained, some negative experiences will arise such as entrenchment in a lower-class status, feelings of drudgery, detached and alienated. Place dependence also relates to the feeling of drudgery (Brown and Perkins 1992).

Coupled with affective and emotional qualities, cognition (thought, knowledge and belief) and pract ice (act ion and behavior) a lso funct ion in place attachment (Low and Altman, 1992). Regard ing cogn i t i ve aspect , the memor ies , beliefs, meaning and knowledge of an individual in connect ion w i th the cent ra l se t t ings has great value to him (Scannell and Gifford, 2010). Moreover, Scannell and Gifford (2010) illustrated that people can create place meaning through memory and associate the meaning with the self.

To explain place attachment in a cognitive way, Proshansky et al . (1983, p.59) employed the concept of place identity which is “a sub-structure of the se l f - ident i ty o f the person consis t ing of , broadly conceived, cogni t ions about the physical world in which the individual l ives”. According to the description of Proshansky et al. (1983), place identity is composed of variety of cognitions which have the relation to the past, present, and expected physical settings. While a person selectively engages in or interacts with his environment or place on both conscious and

unconscious level, the cognitions are developed gradually. A person experiences and interacts with the physical settings from the process of ‘now going on’ to ‘being remembered’. Proshansky et al. (1983) further explained that when the positive valenced cognitions of the settings for the individuals’ place identity are greater in value than the negative valenced cognit ions, place belongingness will arise.

Action and behavior are also the psychological process for place attachment. In the behavioral level, place attachment, as the positive affective bonding between an indiv idual and a place (Hidalgo and Hernandez, 2001), is exemplified by proximity-maintain ing behaviors (Scannel l and Gifford, 2010) so as to maintain closeness in proximity to a place. On the other hand, Riger and Lavrakas (1981) divided places into two dimensions for investigation, namely social and physical place attachment. Social attachment is defined as ‘bondedness’ which is composed of social ties or connection, belongingness to the neighborhood and familiarity with neighborhood residents. Physical attachment is described as ‘rootedness’ related to the length of residence, ownership and intention of staying.

Disruptions in Place Attachment

Disruptions were defined as “any severe loss may represent a disruption in one’s relationship to the past, to the present, and to the future, hence, these losses generally bring about fragmentation of routines, of relationships, and of expectations, and frequently imply an alteration in the world of physically available objects and spatially oriented action” (Brown and Perkins, 1992, p. 281). Brown and Perkins (1992, p. 280) stated that “when place at tachments are disrupted, indiv iduals struggle to define their losses in order to identify what types of connections will provide them with a meaningful relationship to the world”. Since the events in the lives of individuals and groups have the characteristics of uniqueness and non-repeat in the process of attachment, the old attachments are not easily replaced upon the reconstruction for network of people and places.

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Social Mix and Social Capital

The emergence of social-mix pol icy in many developed countries is a response to the negative effects of high level of poverty concentration and social segregation (Goetz, 2010). Pol icy makers have advocated the social-mix idea in an attempt to disperse poverty and minimize social segregation and its negative impacts. The idea of social mix relies mainly on the notion of neighborhood effect which assumes neighborhood composition does affect residents’ l ife chance because moving low-income people to middle-income neighborhoods can improve the former’s prospects of interacting with the latter who could be the sources of useful information and positive role model (Goetz, 2010).

Social capi ta l theory posi ts that divers i fy ing res ident prof i le in low- income neighborhood enhances interaction of people from different groups, thus improving disadvantaged people’s access to social capital (Curley, 2010). Coleman (1988) conceptualizes three forms of social capital. The first form is related to obligations, expectation and trustworthiness in the social structures. When A does her friend, B, a favour and expects B to return the favour someday, it creates expectation in A and obligations in B. Information channel in social structures is another form of social capital. Very often, people make choices and act based on the in format ion they have. But acquir ing information is not without cost. Coleman suggests that people can obtain information by use of the social relations they maintain for other purposes. The third form of social capital in social structures is effective norms and sanctions. Effective norm that admires education achievement within a community encourages children to study hard. Effective sanction against crimes can reduce crime rate in a community and increase residents’ sense of security when walking alone in the street at night.

Putnam (2000) conceptualizes two kinds of social capital namely ‘bonding capital’ and ‘bridging capital’. Bonding capital develops when people socialize with others who are alike, for example, commonali t ies in race, income, social status, religion and so on. Bridging capital occurs when one makes friends with people who are different, thus connecting one network to another.

MethodologyThis is an explorative study with a limited number o f in terv iewees. In order to unders tand the dynamics of place attachment and social capital among residents in the redevelopment process, a qualitat ive research method was used. The qualitative data collection strategy adopted by the interviewers was in-depth interview. The questions the interviewers asked were open-end in order to allow the residents to express their opinions of the redevelopment issue and their experiences or feelings of the relocation more freely. Two groups of sample units were selected for study. Each group had ten interviewees respectively. The two groups of sample units included the residents already relocated from old portion of Pak Tin Estate to Shek Kip Mei Estate in the first phase of redevelopment (Group 1); and the residents who were living in the old portion of Pak Tin Estate but would have in-situ rehousing or would be relocated to So Uk Estate in the second phase of redevelopment (Group 2).

Two sets of questions were designed separately for the two groups of interviewees. The questions in each set were mainly divided into five sections: (1) general information, (2) living experience in the old portion of Pak Tin Estate, (3) place attachment, (4) social capital and (5) overall comments on relocation and redevelopment issues. In both groups, the areas that the questions covered were the background of interviewees, the length of residence and living experiences in the old portion of Pak Tin Estate, the feelings and social relationships with neighbours in Pak Tin Estate, their adaptability in the new environment, and their comments on the arrangement and process of redevelopment.

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Convenient sampling technique was adopted. The interviewers conducted interviews with relevant residents in the streets, common areas or parks nearby Pak Tin Estate and Shek Kip Mei Estate in March 2014. Coupled with convenient sampling technique, quota sampling technique was also used as a supplemental technique to achieve higher representativeness in the population. For instance, since some of the elderly residents in the old portion of Pak Tin Estate were the victims of fire disaster, such identity characteristic could be sought in the section of general information before the interview began. It is because some of the elderly experiencing the catastrophic fire disaster in the squatter area of Shek Kip Mei would be selected in order to study their degree of memories in the community, and their losses or gains upon redevelopment. In addition, snowball sampling technique was used in the interview so that the interviewees were asked to recommend other people for the interviews.

Interview Result and Discussion

Feeling of ‘Home’ and Length of Residence

The resu l ts o f the in terv iews show that the residents l iving in the old port ion of Pak Tin Estate for over thirty-eight years tended to have a stronger feeling of ‘home’ and social rootedness to the estate because they developed affective and emotional ties with the community, and had long-established neighbourl iness and roots of generation for years. Their attachment to this estate was strong. On the contrary, the residents living in Pak Tin Estate for less than eighteen years tended to have a weaker feeling of ‘home’ towards the estate because they worked outs ide the estate and seldom participated in the community activities.

Place Identity and Collective Memories

The o ld por t ion o f Pak T in Es ta te ad jo ined the squat ter area of Shek Kip Mei where a catastrophic fire broke out in 1953. At the end of the 1960s and the 1970s, the victims of the fire disaster were gradually moved to Pak Tin Estate from the resettlement blocks in Shek Kip Mei.

Therefore, many elderly residents living in the old portion of Pak Tin Estate were the victims of the fire disaster. They shared the same experiences and memories. For instance, an elderly resident said that his neighbours at the squatter area were warm and kind in that decade and they all helped each other after the fire disaster. Later, his family and neighbours were allocated to the resettlement blocks respectively, and then moved to Pak Tin Estate. Therefore, he was affectively attached to the estate because he had a lot of memories related to the past with his family and neighbours. The response of the resident show that place identity developed in the self-identity of elderly residents by sharing the same experiences and memories which relate to the past.

Social Attachment

The resul ts of the interv iews also show that residents with close connection with friends or neighbours in the old portion of Pak Tin Estate h a v e h i g h e r p l a c e a t t a c h m e n t a n d s t r o n g belongingness to the neighbourhood. For example, a resident had been relocated to Shek Kip Mei Estate for several months and come back to Pak Tin Estate to visit the old friends and neighbours because o f t he i r l ong - te rm ne ighbou rhood relationship.

Feeling ‘Lost’

The research results show that the feeling of ‘ l os t ’ has been found among the res iden ts upon disruption in place attachment and social c o n n e c t i o n c a u s e d b y r e l o c a t i o n a n d t h i s implication is obvious in the group of elderly res iden ts . Many e lde r l y res iden ts be l i eved that their l ives, daily routines, relationship to the physical envi ronment of Pak T in Estate, relat ionship to the past memories and social network were lost after relocat ion. They also suf fered anxiety and s leeplessness because they could not adapt to the new environment. Additionally, they found it difficult to establish connection with new neighbours and therefore could not benefit from the redevelopment. The worry about the ‘ lost ’ feel ing resulted in the demand for in-situ rehousing and controversy over

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unfair relocation arrangement. On the contrary, well-educated young adults did not feel ‘ lost’ because they were weakly-bonded and weakly-rooted to the neighbourhood and community at Pak Tin Estate. They also expressed that they easily adapted to the new environment and believed that redevelopment could improve their living quality.

Impact on Bonding Social Capital

Suppor t , t rus t and shared norms are some important indicators of the quality of relationships and key dimensions of social capital (Curley, 2010). 80% of the respondents thought that they could receive support from neighbours and friends in the old portion of Pak Tin Estate when they were in need and 60% thought that there was trust and shared norm among neighbours in the old portion of Pak Tin Estate. The results indicate that most of the respondents had good and deep relationships with their old neighbours and strong bonding social capital inhered in the relationships. Mutual assistance such as collecting newspapers or other recyclable materials for senior neighbours, helping repairing faucets or fluorescent tubes, sharing food and daily necessities among neighbours were very common in the old Pak Tin Estate. Such kind of social networks constituted part of their daily lives and a kind of bonding social capital they can rely on when needed.

However, 50% of the respondents of Group 1 replied that contacts with the old neighbours of Pak Tin were substantial ly less frequent after moving to Shek Kip Mei Estate and 20% of the respondents of Group 1 even had no contact with their old neighbours. The relationship has changed due to infrequent contacts after relocation because people were dispersed and the community was disrupted. Displacement of res idents means pushing them to leave their original social structure and thus deprives them of social relations within a familiar environment and the bonding social capital inhered in it.

90% of the respondents of Group 2 thought that the relationships with his fellow relocated residents would change after removal from the existing buildings due to a decrease in proximity among them. Adapting to a new environment is of ten stressful , part icular ly for the elder ly whose daily activities are mainly within the living neighbourhoods. Concerns about future changes and loss of friendship definitely affect the quality of life of the affected residents.

The results clearly show that almost all relocated interviewees failed to build up social connection to the new neighbourhood. 60% of the respondents replied that they did not make any new friends in the new living place and 70% found it difficult to make new friends after relocation. All respondents described the relationships with new neighbours are “not close” and “unfamiliar”. 70% thought there were no trust and shared norm in the new neighbourhood. No respondents thought that they could obtain support compared to that in the old portion of Pak Tin Estate. All the feedback reveals that the social bonding of the relocated residents with their new neighbours is very weak. Trust and shared norm must be built on communication among people. However, most of the respondents had a strong feel ing of their neighbours just minding their own business without caring about others in Shek Kip Mei Estate. Unfamiliarity to the new environment and lack of communication opportunity made it difficult to build trust with new neighbours.

Impact on Social Mixing and Bridging Social Capital

The f irst phase of the redevelopment project of Pak Tin Estate mainly relocated residents to another public housing estate – Shek Kip Mei Estate. It is believed that social mixing has not really occurred in the relocation neighbourhood because the relocated residents were not exposed to more affluent neighbours.

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The interview results obviously show that bridging social capital was not yet developed because 60% of the respondents replied that they did not make any new friends in the new living place and no respondent thinks that he/she benefited from living in the new neighbourhood. Developing social ties is the first step to accessing bridging social capital. However, most respondents thought that social integration into the new neighbourhood was very difficult and therefore expected social and economic benefits resulted from better access to bridging social capital after relocation are out of the question.

Recommendations and Conclusion

Redevelopment of Pak Tin Estate gave rise to the disruption in the residents’ attachment to their old home and old estate, thus resulting in their emotional distress, fear and anxiety. Since many residents have lived in Pak Tin Estate for a long time, they are familiar with their living environment. They have strong feeling of home and feeling of stability. Moreover, a sense of belonging has developed among the residents. These feelings are especially obvious in the elderly residents because they have a long length of residence in Pak Tin Estate and most of them are the victims of the fire disaster at the squatter area of Shek Kip Mei. They have collective memories and deep rootedness in the estate. Therefore, the ‘lost’ feeling arise in these affected residents when they are relocated to a new place. Coupled with the ‘lost’ feeling, anxiety, fear, hopeless and sleeplessness also arise.

Meanwhi le, disrupt ion in social bonding with o ld ne ighbou rs i s ano the r soc ia l e f f ec t o f redevelopment on the resident of Pak Tin Estate. In some cases, after relocation, the affected residents and their old neighbours are allocated to different residential blocks in Shek Kip Mei Estate. In other cases, the affected residents have been relocated to the new estate, but their old neighbours still stay in the old portion of Pak Tin Estate for rehousing arrangement. Therefore, relocation will make the residents lose their social network and neighbourhood.

Additionally, the affected residents find that they have encountered difficulty in adapting to the new environment and establishing social connection with the new neighbours. Obviously, physical deterioration and inability to adapt to the new environment restrain the elderly residents from creating meaning for the new environment and establishing a social network.

Certainly, positive social effect has also been brought by the redevelopment of Pak Tin Estate. Some residents agree that redeveloping the old estate has improved the living quality. It is an advantage of redevelopment.

A c c o r d i n g t o o u r r e s e a r c h r e s u l t s , s o m e recommendations are proposed to prevent the negative social effects and strengthen the positive social effects.

1. The HKHA shou ld pu t more e f fo r t i n to facilitating social integration of the relocated residents. Since communication is the first step to building trust and shared values which are impor tant e lements o f soc ia l c a p i t a l , m o r e e s t a t e - b a s e d a c t i v i t i e s should be launched regular ly to provide opportunities for the relocated residents to be acquainted with their new neighbours. Besides, ongoing counselling and supportive services should be strengthened to help the relocated households to adapt to the new living environment, for example, cooperating with Social Welfare Department for emotional assistance and providing residents wi th information of the facilities and resources in the new neighbourhood.

2. M o r e c o n s i d e r a t i o n s h o u l d b e g i v e n t o t h e s o c i a l t i e s o f r e s i d e n t s i n t h e redeve lopment p rocess . I t i s observed that senior interviewees with strong place attachment and social bonding criticized the unfairness in the relocation process because residents involved in the first phase of the redevelopment have been relocated to a nearby public housing estate – Shek Kip Mei Estate, while residents involved in the

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second phase will be moved to the newly redeveloped buildings of Pak Tin Estate i.e. in-situ rehousing. The Hong Kong Housing Authority should take into account the special circumstances and needs of each affected household and respect their choices. Since the number of flats within Pak Tin Estate will be largely increased after the redevelopment project is completed, it is possible to allow those involuntary relocatees in the first phase to return to the newly redeveloped blocks of Pak Tin Estate. As such, senior residents can continue to live in their home place where they rooted and disruption to community network could be minimized.

3. N o w a d a y s , r e d e v e l o p m e n t o f p u b l i c housing in Hong Kong has two objectives: the build-back potential by increasing plot ra t ios to address hous ing demand and improvement of l iv ing qual i ty. Therefore, continuation of redeveloping public housing i s h i g h l y r e c o m m e n d e d . I m p l e m e n t i n g the redevelopment of publ ic housing is worthwhile because the designs and facilities of new residential blocks can cater for the expectation of residents and keep pace with social changes.

References

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Coleman J. S. 1988, ‘Social capital in the creation of human capital’, American Journal of Sociology, vol.94, S95-S120.

Curley A.M. 2010, ‘Relocating the poor: Social capital and neighbourhood resources’, Journal of Urban Affairs, vol. 32, issue 1, pp.79-103.

Goetz E.G. 2010, ‘Desegregation in 3D: Displacement, dispersal and development in American public housing’, Housing Studies, vol.25, issue 2, pp.137-158.

Hidalgo, Carmen M & Hernandez, Bernardo, 2001, ‘Place attachment: Conceptual and empirical questions’, Journal of Environmental Psychology, vol.21, pp.273-281, retrieved 25 November 2013,<http://www.sciencedirect.com.ezproxy.cityu.edu.hk/science/article/pii/S027249440190221X>.

Hong Kong Housing Authority 2013, Estate Locator, retrieved on 13 January 2014,<http://www.housingauthority.gov.hk/en/global-elements/estate-locator/detail.html?propertyType=1&id=3190>.

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Low, Setha, 1992, ‘Symbolic Ties That Bind – Place Attachment in the Plaza’, in Irwin Altman & Setha M. Low (eds), Place Attachment, Plenum Press, New York, pp.165-185.

Low, Setha M & Altman, Irwin, 1992, ‘Place Attachment – A Conceptual Inquiry’, in Irwin Altman & Setha M. Low (eds), Place Attachment, Plenum Press, New York, pp.1-12.

Proshansky, Harold M, Fabian, Abbe K & Kaminoff, Robert, 1983, ‘Place-Identity: Physical World Socialization of The Self’, Journal of Environmental Psychology, vol. 3, pp.57-83, retrieved 25 November 2013,<http://www.sciencedirect.com.ezproxy.cityu.edu.hk/science/article/pii/S0272494483800218>.

Putnam R.D. 2000, Bowling alone, New York: Simon & Schuster.

Riger, Stephanie & Lavrakas, Paul J, 1981, ‘Community Ties: Patterns of Attachment and Social Interaction in Urban Neighborhoods’, American Journal of Community Psychology, vol.9, No. 1, pp.55-66, retrieved 26 November 2013,<http://link.springer.com.ezproxy.cityu.edu.hk/article/10.1007/BF00896360>.

Scannell, Leila & Gifford, Robert, 2010, ‘Defining place attachment: A tripartite organizing framework’, Journal of Environmental Psychology, vol. 30, pp.1-10, retrieved 25 November 2013,<http://www.sciencedirect.com.ezproxy.cityu.edu.hk/science/article/pii/S0272494409000620#>.

Transport and Housing Bureau 2012, Legislative Council Panel on Housing — Redevelopment of Pak Tin Estate, retrieved on 19 January 2014,< http://www.legco.gov.hk/yr11-12/english/panels/hg/papers/hg0507cb1-1764-7-e.pdf>.

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ARTICLES BY MEMBERS FOR SHARING會員著作分享

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香港《物業管理服務條例草案》立法進程

英國特許房屋經理學會亞太分會專業實務委員會主委　趙善雄

政府為《物業管理服務條例草案》（條例草案）進行立法程序已進入關鍵性的階段。由於該條例草案與我們的日常工作息息相關，為讓會員掌握相關資訊，現將條例草案的要點歸納如下：

1. 最新進程

• 民政事務總署於2011年已就建議的物業管理行業規管制度進行公眾諮詢，其後成立了規管物業管理行業諮詢委員會，建議設立規管制度所需的賦權主體條例，即《物業管理服務條例草案》。

• 有關條例草案已於 2014年4月25日刊憲，隨後於2014年5月7日於立法會首讀，現時已進入二讀及審議程序，倘於最後的三讀通過後，將擬定相關的附屬法例及詳細發牌準則。

• 立法會《物業管理服務條例草案》委員會於2014年7月23日所舉行的公聽會上聽取各相關專業團體及關注組織對條例草案所表達的意見。

2. 「物業管理服務業監管局」的成立

• 《條例草案》就日後擬議成立的「物業管理服務業監管局」訂定詳細條文，賦予權力執行及訂立物管公司和物管從業員發牌制度的各項細則。

• 監管局將會是自負盈虧的獨立機構，主要經費為牌照費及於每宗物業買賣轉易契所徵收的小額徵款。

• 監管局主要成員包括監管局主席及不多於18名的委員會成員均由行政長官委任。

• 實務執行將由一名行政總裁負責，並設有紀律委員會、上訴委員會及上訴審裁小組。

3. 條例草案的主要元素

A. 物業管理從員• 督導或管理職務的物管從業員才會受發牌制度規管；• 按職務訂立兩個級別；• 第一級：「註冊專業物業經理」；• 第二級：「持牌物業管理主任」；• 發牌主要準則包括學歷、專業資格及相關工作年資；• 持牌人須遵守法例所訂的要求及監管局所發的操守守則。違反規定者，可遭監管局紀律處分；• 於三年的過渡期內，初步意向為具經驗而且符合基本要求的物管從業員發出臨時牌照，於三年內修畢

所需的持續專業發展課程後，便可在臨時牌照屆滿時獲監管局發給正式牌照。

852014 年報


B. 物業管理公司• 物業管理公司必須符合所有發牌準則及向「物業管理服務業監管局」提供相關的主要資料，以便監管局

上載網站，讓公眾查閱；• 發牌為單一級別；• 下列組織可獲豁免：

• 只提供清潔或保安單一服務的公司；• 自行管理物業的業主立案法團，或其它形式的業主組織；• 由業主自行為物業提供物業管理服務；• 政府和房屋委員會。

• 持牌物業管理公司若違反法例及操守守則的規定，可遭監管局紀律處分。

4. 總結

• 本會對條例草案就物業管理從業員及物業管理公司之發牌規管制度全力支持，並認為在正式法例生效後，不但可提升本港整體物業管理服務業的質素，並可推動及確保從業員對專業操守的重視。

• 就《條例草案》的立法，本會聯同業界各專業團體曾於 2014年6月7日聯合舉辦研討會以諮詢會員意見，並隨後聯合致函《物業管理服務條例草案》委員會表達本會的關注及意見。

• 由於現時立法會正值審議《條例草案》主要為發牌制度訂立具體的法律框架，相關的執行細則需留待稍後附屬法例的訂立才有更明確的資料。本會將繼續就有關進展向會員匯報。

86 2014 YEAR BOOK


國內物業服務行業的「境界論」

成都萬科物業服務有限公司昆明分公司管理儲備　魏巍

「服務」可定義為「按照一定的規則，為了滿足他人的需求而直接為人提供勞動的行為」，三項要素缺一不可，具備無形性、差異性、不可儲存性、不可分離等特點。它的定義及特性決定了服務工作最核心的是人的要素，更明確一點說是直接面對客戶的服務人員的因素。

2007年10月1日起施行的國務院令第504號文件《國務院關於修改〈物業管理條例〉的決定》中明確要求——將物業管理企業」修改為「物業服務企業」標誌著物業管理行業開始將「服務」作為全盤工作的重心予以凸顯。

這些年物業管理行業所倚重的「滿意率」、「收繳率」、「忠誠度」等等各個從業戶維度出發的考核指標無一例外都是服務績效的體現，歸根結底是物業服務人員的表現所產生的效果帶給業戶的消費體驗。

這一項以人對人的工作為基礎的行業不同於工業化生產，主觀能動性的人具有千差萬別，如何把最複雜的人整合成像流水線一樣去生產的服務產品是業界一直孜孜不倦的話題。在此過程中無論是具體措施還是抽像概念，可謂是百家爭鳴、碩果纍纍。如「五心服務」、「五步一法」、「利思卡爾頓標準」、「海底撈模式」、「一拖N模式」、「金管家」、「生活助理」等等。

這些理論和模式有效地促進了行業水平的提升，其中不少還成為行業的範本紅極一時，然而隨著社會的進步又開始面臨一些短時間無法突破的困境：

1、隨著社會的高速變遷和服務業的快速發展，廣大業戶（特別是高端項目的業戶）對服務的「口味」趨於嚴格，對於用工業化模式所生產的服務產品已司空見慣，期待著有更純粹更有品質感的體驗；

2、 90後已逐步成為一線服務崗位的主力軍，這一代年輕人的出生普遍趕上了計劃生育的大潮流，以獨生子女或少數子女（家中兩孩）居多，成長在改革開放後現代時期，受外界文化影響及衝擊較大。普遍呈現思想意識形態多元化、個性獨特而強勢、自尊意識強、心理素質尚可進一步提高等特點；

3、年輕人面對勞動密集行業擇業機會越來越廣，服務業可見的發展及收入途徑有限、成長感模糊，且仍有「服務業就是低人一等」的傳統思想作怪，與人面對面的緊迫感與侷促感時時刻刻存在，致使服務人員面臨招工難、流動率高的特點。

基於這樣的困境，行業面臨著需求不斷抬高但一線服務質量卻遭遇了提升瓶頸甚至是退化的矛盾。如何去用更清晰的層次去界定服務水平來突破這樣的瓶頸，是亟待解決的難題，「境界論」在這條路上可作為一些嘗試性的探索。

服務行業的「境界論」是指提供服務及察覺客戶的需要的姿態與水平由低到高分為三個層次，解決物業服務行業中服務人員所面臨的狀態瓶頸與迷惘，同時利用人的自我成就欲與成長訴求來激發服務人員全心全意投入對客服務工作的意識。

872014 年報


• 第一重境界：看山只是山，看水只是水

這是提供服務最原始的狀態。在這一重境界的服務人員處於最本源的狀態，只是在很被動地從事這份工作，所表現的狀態和情緒趨於「自我」的狀態，對業戶的訴求只領會其直接表達的意思而不去探求其背後的訴求。

具體表現：對於工作安排及要求處於被動接受甚至牴觸的狀態，像擠牙膏一樣，追一下動一下，表現出不情願不主動不積極；對於面客時不會去修飾自身的情緒，忍耐限度有限，不經意間對業戶發洩或者表露自身不愉快的情緒而給業戶帶來不快；業戶所表露的訴求只願意淺顯地領會其明顯表達的部分，而不去過多探究其背後的深意或心理需求。

我們通常所說的「服務意識不強」大抵都是停留在此重境界。處於這種層次的大多數人員並不適合從事服務行業，狀態稍好一點尚勉強可用。

• 第二重境界：看山不是山，看水不是水

這是提供服務的最標準的狀態。在這一重境界的服務人員善於通過修飾、加工、深挖，表現出超越自身情緒的舉動，並能挖掘出業戶潛在的心理需求。

具體表現：能夠把服務工作當做一項表演去進行，比較好地忘掉自身本源的身份，以一種演員的姿態去「演」好一種服務角色。比如明白服務人員在服務的過程中無論自己的內心多麼焦灼、憤怒、低沉，但至始至終能保持服務的禮節與原則且不把負面的情緒和態度直接帶給業戶。此外，善於根據業戶的不同情況對症下藥，演出與你的自身的氣質並不相符的靈活應變，比如我們常說的「見人說人話，見鬼說鬼話」、「信言不美、美言不信」等等。歸根結底，是我們常說的「職業化」。不僅如此，在這一重境界的人往往還能有「透過現象看本質」的本事，比如通過業戶某一項具體的訴求，能判斷出業戶此時的心理需求是求發洩、求尊重、求撫慰、求關注還是求補償等等，從而有更針對性的措施。

一般願意去做好服務工作或在一些強制要求之下基本可達到此重境界。如果服務人員接受了較系統培訓並且願意按照培訓要求去執行，可謂已算是達到標準化狀態。尚若其在此基礎上能有更好的悟性和觀察能力，善於換位思考並能深挖業戶潛在的心理需求，就算是這種境界中較高的水平了，這樣的服務人員在行業內可謂是很難得的人才了。目前來說做得比較優秀的服務組織中的絕大多數人員均處於這一重境界。

• 第三重境界：看山還是山，看水還是水

這是提供服務的最理想的狀態。在這一重境界的服務人員已經跨越了偽裝、修飾、表演的階段而基於自身的責任感與使命感自發地去察覺客戶的需求，然後以至誠的態度和專業的水平滿足甚至提前滿足業戶的需求，全過程中不自覺地透露出一種本真，大氣、從容，自然，這是一種讓業戶極有品質感和舒適感的體驗。

具體表現：從服務人員自身來說，自信和良好的修養是必不可少的，能夠從這一份工作中體會到愉悅感，同時能通過業戶的表現和反映來強化這種愉悅感。從服務人員對客的角度來說，通過極強的觀察分析能力，能從細節中判斷業戶的偏好從而推導出他的潛在需求，並以一種平等、平和、平緩的姿態提供服務產品，既讓其感受到備受關注與尊貴，又使其察覺不到絲毫的刻意感，是一種潤物無聲的服務效果。

要達到這一重境界光靠外界力量的推動是難以成型的，必須是由其內心產生飽滿的熱情和有所作為的意願來推動其釋放心底的能量、發揮作用。要達到這一重境界除了服務人員的本身的因素之外還很需要氣氛去堆砌的，如果周圍的人都很自發地關注業戶感受，一個人處於這種環境中是很容易被帶動的。另外對業戶素質亦會影響服務人員與業戶之間能否形成一種良性的互動從而助推服務人員達到和保持這種最佳狀態亦十分重要。現在行業裡面很多高端項目和私屬訂製的服務都渴求這樣一種狀態和感覺，但遺憾的是能夠真正做到的卻是鳳毛麟角。

88 2014 YEAR BOOK


在物業服務行業中，只要有一部分的服務人員的狀態處於第一重境界，將可能直接導致服務的滿意度降低，品質感更無從談起；絕大多數服務人員均處於第二重境界能使業戶產生滿意感，但這種滿意只是基於符合其既定的期望，不會產生超越期望的驚喜感；只有絕大多數服務人員能達到第三重境界時才會使客戶由衷地感到舒適，有更純粹的品質體驗，從而產生依賴感，提升客戶忠誠度。

從這一點來說，「境界論」能明確什麼樣的層次服務水平才能滿足業戶日趨嚴格的「口味」。

接下來談談如何在無法實質性提升員工待遇的情況下利用組織、控制、激勵等管理職能及手段來促進服務人員不斷在工作中進行修煉以接近理想狀態。日本社會學家橫山寧夫提出了著名的「橫山法則」：最有效並持續不斷的控制不是強制，而是觸發個人內在的自發控制。

對管理者來說，善疏則通，能導必安。這一點與服務工作有異曲同工之妙，就像在無法實質性解決業戶提出的問題的時候，能否通過感同身受的溝通照顧到他的感受？照顧了感受之外能否有些實質的信息讓其產生希望？有了希望又能否有些額外的舉動和幫助讓其感激你？對於無法用最直接的物資或經濟利益激勵服務人員的時候，能否讓其清楚地看到可達成的目標？能否在看到目標的同時有明確的路徑和步驟去達成？在此過程中能否引導其體會成就欲和愉悅感從而激發更大的動力？

「境界論」比較鮮明地將服務的水平進行界定、分級，給予學習者以明確的學習發展目標和清晰路徑，減少服務人員在發展與成長的模糊感，根據教育心理學的「人本主義學習理論」，使學習者對學習對像有明確的感知，激發學習能量。

「境界論」能為服務人員滿足自我意識、自尊意識和成就意識提供了較好地基礎，摒除傳統的管、壓等比較容易引起抗拒和排斥的被動方式，引導其體會自身的工作過程是一個履約的過程，是一個創造的過程。以此激發其內心的自我意識並得到良性運用，這也印證了馬斯洛需求理層次論中人的最高級的需求是自我實現的需求。

「境界論」中的修煉與提升更多的是強調赫茨伯格雙因素理論中的「激勵因素」，讓其感覺工作中「學有所得」、「得有所用」，而且這種得和用均是超越工作本身能使其在其它情境中受益，比如修煉服務水平亦是提高處世能力及個人情商、個人氣質的途徑，以此吸引其趨於沉澱和穩定。

為了比較具體客觀地將抽像的「境界」進行衡量，可以採用量化的方式根據各種服務意識要素的權重進行賦值，再逐項進行評估。定期評估，制定成長狀態圖，修補短板，最終能使感性的評判成為具化的實效。

提升服務的境界，亦是人生修煉成長的境界。

892014 年報


MEMBERSHIP會籍

90 2014 YEAR BOOK


Courses to Membership 學會認證課程

Hong Kong 香港Institution

院校

Programme

課程

Duration

年期

Completion of Practical Experience Requirements完成「實務訓練」

Type ofMembership

會籍類別

School of Professional and Continuing Education (SPACE)The University of Hong Kong香港大學專業進修學院

Professional Diploma in Housing Management

房屋管理專業文憑

3 years (Part-time)

3年（兼讀）

Compulsory for Membership

入會必須條件

Chartered Member

特許會員

Department of Urban Planning and Design (DUPAD)The University of Hong Kong香港大學城市規劃及設計系

Master of Housing Management (Professional Stream)房屋管理碩士（專業課程）

2 years (Part-time)

2年（兼讀）


入會必須條件

Chartered Member

特許會員

School of Continuing & Professional Education (SCOPE)City University of Hong Kong香港城市大學專業進修學院

Professional Diploma in Property Management

物業管理專業文憑

1 year (Part-time)

1年（兼讀）


入會必須條件

Member

會員

School of Continuing & Professional Education (SCOPE)City University of Hong Kong香港城市大學專業進修學院/ De Montfort University (DMU)

BA (Hons) Public Administration and Management公共行政及管理榮譽文學士

２ year (Part-time)

２年（兼讀）


入會必須條件

Chartered Member

特許會員

Department of Public PolicyCity University of Hong Kong香港城市大學公共政策學系

Bachelor of Arts (Honours) in Housing Studies房屋學榮譽文學士

4 years (Part-time)

4年（兼讀）

Compulsory for Membership入會必須條件

Chartered Member特許會員

Bachelor of Social Sciences (Honours) in Administration and Public Management行政及公共管理榮譽社會科學學士

2 years (Full-time)

2年（全日制）


入會必須條件

Chartered Member

特許會員

Master of Arts in Housing Studies房屋學文學碩士

1 year (Full-time)2 years (Part-time)1年（全日制）2年（兼讀）


Chartered Member特許會員

School of Professional Education and Executive Development (SPEED)The Hong Kong Polytechnic University

香港理工大學專業進修學院

Bachelor of Arts (Honours) in Housing Management

房屋管理學文學士

2 years (Full-time)

2年（全日制）

Compulsory for Membership(i) completion of

attachment type of PER during study

(ii) completion of PER after graduation

入會必須條件(i) 完成在學時「外派學習」或「實務訓練」

(ii) 於畢業後完成「實務訓練」

(i) Member

(ii) Chartered Member

(i) 會員

(ii) 特許會員

912014 年報


Institution

院校

Programme

課程

Duration

年期


Type ofMembership

會籍類別

Hong Kong Institute of Vocational Education (Morrison Hill)Vocational Training Council職業訓練局香港專業教育學院（摩理臣山）

Higher Diploma in Real Estate Management

產業管理高級文憑

２ years (Full-time)３ years (Part-time)

2年（全日制）3年（兼讀）


入會必須條件

Member

會員

Professional Diploma in Property & Facilities Management (Customer Services)物業及設施管理專業文憑（顧客服務）

286 hours (Part-time)

286小時（兼讀）


入會必須條件

Member

會員

Professional Diploma in Property & Facilities Management (Facility Services)物業及設施管理專業文憑（設施服務）

286 hours (Part-time)



入會必須條件

Member

會員

Institute of Professional Education And Knowledge (PEAK)Vocational Training Council職業訓練局高峯進修學院

Professional Diploma in Practical Property and Facilities Management

實務物業及設施管理專業文憑

240 hours(Part-time)



入會必須條件

Member

會員

Hong Kong Nang Yan College of Higher Education香港能仁專上學院

Associate in Real Estate Management房地產管理副學士

2 years (Full-time)4 years (Part-time)2 年（全日制）4 年（兼讀）


Member

會員

Macau 澳門Institution

院校

Programme

課程

Duration

年期


Type ofMembership

會籍類別

Institute of Professional Education And Knowledge (PEAK)Vocational Training Council職業訓練局高峯進修學院

Professional Diploma in Property Management for Practitioners - Macao

澳門物業管理專業技術人員專業文憑課程

310 hours —about 7 months

310小時 — 約7個月


入會必須條件

Member

會員

92 2014 YEAR BOOK


Mainland China 中國大陸Institution

院校

Programme

課程

Duration

年期


Type ofMembership

會籍類別

Department of Management Science and EngineeringSchool of Economics and Management Wuhan University, China

中國武漢大學經濟及管理學院管理科學及工程系

Bachelor in Housing Management Studies

房屋管理學學士

4 years (Full-time)

4年（全日制）






(i) Member


(i) 會員

(ii) 特許會員

Construction Management DepartmentSchool of BusinessGuangzhou University, Guangzhou

廣州大學工商管理學院工程管理系

Bachelor of Management

管理學學士

4 years (Full-time)

4年（全日制）






(i) Member


(i) 會員

(ii) 特許會員

School of Continuing EducationGuangzhou University, Guangzhou

廣州大學繼續教育學院

Bachelor of Management

管理學學士

3 years (Part-time)

3年（兼讀）






(i) Member


(i) 會員

(ii) 特許會員

CB Richard Ellis

世邦魏理仕有限公司

Property Management Training Course for Housing Professionals (For Chartered Membership through Direct Final route)高級培訓班（特許會員直接途徑）

About 40 hours

約40小時（兼讀）

Not necessary

毋須

Chartered Member

特許會員

Property Management Training Course for Housing Practitioners物業管理從業員培訓班

About 80 hours



入會必須條件

Member

會員

932014 年報


Institution

院校

Programme

課程

Duration

年期


Type ofMembership

會籍類別

Beijing VENCI Standard Construction Culture Center, China

北京萬喜基准建築文化中心

Property Management Training Course for Housing Professionals (For Chartered Membership through Direct Final route)高級培訓班（特許會員直接途徑）

About 40 hours


Not necessary

毋須

Chartered Member

特許會員

Chongqing Bozhong Real Estate Management and Research Institute重慶博眾房地產管理研究院

Master of Business Administration (Property Management)物業管理碩士課程班

1.5 years (Part-time)

年半（兼讀）

Not necessary

毋須

Chartered Member

特許會員

Taiwan 台灣Institution

院校

Programme

課程

Duration

年期


Type ofMembership

會籍類別

Graduate School and Department of Assets and Property ManagementHwa Hsia University of Technology, Taiwan

台灣華夏科技大學資產與物業管理系暨研究所

Bachelor of Commerce in Housing Management

房屋管理商學士

4 years (Full time)

4年（全日制）






(i) Member


(i) 會員

(ii) 特許會員

Master of Commerce in Housing Management

房屋管理商碩士

2 years (Part-time)

2年（兼讀）






(i) Member


(i) 會員

(ii) 特許會員

94 2014 YEAR BOOK


Mandatory Implementation of “Continuing Professional Development” (CPD) Programme強制性實施「持續專業發展」計劃

Chartered Institute of Housing Asian Pacific B r a n c h ( C I H A P B ) h a s l a u n c h e d i t s C P D programme by phases since August 2013 in order to facilitate members to keep abreast with the rapid change in housing world as well as to identify their professional development needs.

Since its launch, the CPD programme has been implemented on a voluntary basis. However, it will be mandatory for all Chartered Members (CIHCM)/ Fellow Members (FCIH) in Hong Kong to take part in the CPD programme on a continuous and permanent basis starting from January 2015 and thereafter. Renewal of their CIH membership will then be contingent to the completion of prevailing CPD requirement.

All CIH Chartered/Fellow Members in Hong Kong are required to submit records showing completion of sufficient units of CPD to the Institute by the end of November each year for renewal of membership of the following year. Please note that the deadline for the first mandatory CPD submission for renewal of membership Year 2016 will be 30 November 2015. Relevant members could choose to make their CPD submission through the website of CIHAPB or by completing prescribed Registration Form, in which a declaration of fulfillment of CPD requirements, for the immediate past 12 months is embedded.

We would like to remind that all CIH Chartered/Fellow Members in Hong Kong are required to undertake at least 20 CPD units a year, at least 5 units should be from each of the following areas, Education and Training, Professional Practice and Personal Development. For further information, please refer to the relevant guidelines in our Branch’s website — http://www.cih.org.hk.

英國特許房屋經理學會亞太分會（亞太分會）為使會員緊貼房屋管理業務環境之急速轉變及確定自身的專業發展需要，自2013年8月開始，已分期推行其「持續專業發展」計劃。

「持續專業發展」計劃自開始以來乃以自願形式進行。但由2015年1月開始，計劃將以強制形式要求所有香港特許會員及資深會員持續和恆久地參與其中。而他們其後之續會申請，亦將與完成該計劃當時的要求掛鈎。

所有香港特許會員及資深會員需於每年十一月底或之前，向亞太分會提交其完成「持續專業發展」要求的記錄，以作下一年度之續會申請。而首次作續會使用的強制性提交截止日期將會是2015年11月30日。此次提交乃供2016年度續會之用。相關會員可經由亞太分會網頁或填妥訂明登記表格提交記錄，並需在登記表內聲明已符合過去12個月的要求。

藉此再次提醒香港各特許會員及資深會員，每年度皆需要完成不少於 20個「持續專業發展」單元。而從教育及培訓、專業實務與個人發展的三類活動範疇中，則須每年在每個範疇最少完成5個單元。如欲了解更多關於計劃之詳情，敬請參閱上載於亞太分會網頁http://www.cih.org.hk之有關指引。

952014 年報


ACTIVITY SNAPSHOTS活動剪影

96 2014 YEAR BOOK


Activity Snapshots活動剪影

Property Management Workshop in Macau澳門物業管理實務工作坊

10 January 2014

2013 Annual General Meeting2013 年周年大會

16 January 2014

972014 年報


Brain Storming Session of Executive Committee執行委員會集思會

15 February 2014

Spring Cocktail Reception of The Hong Kong Professional Property Services Alliance香港房地產專業服務聯盟新春酒會

17 February 2014

98 2014 YEAR BOOK


Forum on Management Services of High End Properties in Xiamen廈門高端物業管理服務研討會

23 April 2014

Legal Talk on Recent Court Cases

法律講座 – 近期法庭個案29 March 2014

Visit to Macao Housing Bureau拜訪澳門房屋局

11 April 2014

992014 年報


Study Visit to CLP Black Point Power Station參觀考察中電龍鼓灘發電廠

03 May 2014

Qing Dao Study Tour青島物業專題交流考察

17-18 May 2014

Joint Forum on Property Management Services Bill物業管理服務條例草案聯合研討會

07 June 2014

100 2014 YEAR BOOK


Forum of Property Managers in Guangdong and Macau粵澳物業管理經理人交流研討會

12 June 2014

CIH Housing Conference and Exhibition英國特許房屋經理學會房屋會議及展覧

24-26 June 2014

Study Tour to Global Harbor, Shanghai參觀考察上海「月星環球港」項目

28 June 2014

1012014 年報


Technical Visit to CLP Energy Efficiency Exhibition Centre參觀考察中電能源效益展覽中心

19 July 2014

Forum on Property Management Development物業管理發展論壇

19-20 July 2014

102 2014 YEAR BOOK


Forum on Property Management Industry in Fujian, Guangdong, Hong Kong, Macau and Taiwan閩粵港澳台兩岸五地物業管理行業交流會

29-30 August 2014

Malaysia Study Tour馬來西亞訪問交流

10-13 September 2014

1032014 年報


Joint Legal Talk on Liability of Owners’ Corporation and Manager – Legal Principles and Recent Cases

聯合法律講座 – 業主立案法團及經理人之責任 – 法律原則及案例

24 September 2014

Macau PMBA Annual Dinner

澳門物業管理業商會周年晚宴15 October 2014

104 2014 YEAR BOOK


Poly U Orientation Briefing Session on CIH Courses理工大學 – 學會課程簡介會

22 October 2014

China Members Meeting 20142014中國區會員大會

07 November 2014

1052014 年報


Forum on International Commercial Property Operation And Management 國際商業物業營運與管理論壇

7-8 November 2014

2014 Joint Annual Dinner with The Hong Kong Institute of Housing2014 年與香港房屋經理學會聯合周年晚宴

11 November 2014

106 2014 YEAR BOOK


2014 International Seminar on Property and Disaster Management in Taiwan2014 年台灣物業管理暨防災國際學術研討會

14 November 2014

Visit by Shenzhen Law-Reform Committee深圳市法改委到訪分會

26 November 2014

1072014 年報


Joint Forum on Review of the Building Management Ordinance (Cap.344) Public Consultation

檢討建築物管理條例公眾諮詢聯合討論

6 December 2014

Visit by Shenzhen Property Management Society 深圳物業管理學會到訪

23 December 2014

ADVERTISEMENT廣告

Synergis 2014 Ad_2014_1021_outlined2.indd 1 20/12/2014 3:39:22

EnquiriesTelephone: +852 3442 8917Email: [email protected] Website: www.cityu.edu.hk/pol

公共政策學系 Department of Public Policy

Removal Notice 搬遷通知

APB’s administration office will be relocated to

Units 8-10, 20/F, Telford House, 16 Wang Hoi Road, Kowloon Bay, Kowloon, HK

with effect from April 2015. Telephone / fax

number, website and email address remain

the same.

分會辦事處將於2015年4月遷往

香港九龍灣宏開道16號德福大廈20樓8-10室

電話 /傳真號碼，網址及電郵地址維持不變。

25-27 16 B

: 2427 3788 : 2427 3700 E-mail: [email protected]

NGA LUEN CONSTRUCTION & ENG. CO., LTD. 36 / 2011 127 / 2010

1232014 年報


ACKNOWLEDGMENT鳴謝

124 2014 YEAR BOOK


Acknowledgment鳴謝

In alphabetical order（依字母次序排名）

City University of Hong Kong — Department of Public Policy香港城市大學 — 公共政策學系

Fair Champion Engineering Co Limited峻暉工程有限公司

Henderson Land Group Property Management Department — Hang Yick Properties Management Ltd & Well Born Real Estate Management Ltd恒基兆業地產集團物業管理部 — 恒益物業管理有限公司及偉邦物業管理有限公司

HKU School of Professional and Continuing Education香港大學專業進修學院

Hong Kong Housing Society香港房屋協會

Hong Kong Institute of Real Estate Administrators香港地產行政師學會

Hong Yip Service Company Limited康業服務有限公司

Housing Managers Registration Board房屋經理註冊管理局

ISS EastPoint Property Management Limited置邦物業管理有限公司

Megastrength Security Services Company Limited宏力保安服務有限公司

MTR Corporation港鐵公司

Nga Luen Construction & Engineering Co Limited雅聯工程有限公司

SKK (H.K.) Co., Ltd四國化研（香港）有限公司

Savills Guardian佳定集團

Sino Property Services信和管業優勢

Synergis Holdings Ltd新昌管理集團有限公司

The Hong Kong Association of Property Management Companies香港物業管理公司協會

The Hong Kong Institute of Housing香港房屋經理學會

The Hong Kong Polytechnic University — School of Professional Education and Executive Development香港理工大學 — 專業進修學院

Winson Group Holdings Limited永順集團控股有限公司

1252014 年報


Editorial Board 編輯委員會

Editor 主編Mr Chan Wai Kong, Frankie

Deputy Editor 副主編Mr Lai Yuk Tim, Tim

Members 委員Mr Chiu Sin Hung, BonnyMr Chow Chun Ling, KennyMr Fung Ping YanMr Ho Chun Nin, Edwin Mr Ho Siu Kin, Francis Ms Kwok Pik King, Theresa Mr Kwong Lap Shun, Keith Mr Lee Kwok Man, Calvin Mr Lee Kwong Yiu, Ernest Mr Ng Mei Chuen, FrederickMs Wong Siu Ling, LindaMr Wong Wai Yin, Steven

陳偉光先生

黎玉添先生

趙善雄先生周駿齡先生馮炳欣先生何春年先生何肇堅先生郭碧琼女士鄺立信先生李國民先生李光耀先生吳美全先生王小玲女士王偉賢先生

恭祝各位

身體健康新年進步

英國特許房屋經理學會亞太分會致意

working together to promote energy efficiency in residential

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