The words you are searching are inside this book. To get more targeted content, please make full-text search by clicking here.
Discover the best professional documents and content resources in AnyFlip Document Base.
Search
Published by sammie, 2021-03-18 04:23:11

EFEbook_B

EFEbook_B

10Good Employment Practices – TEN Inspiring Cases
《良好僱傭行為 – 個案分享》

Copyright © Employers’ Federation of Hong Kong, 2020
All Rights Reserved.
Copyright © 香港僱主聯合會,2020年
本書版權為香港僱主聯合會所有。

Office
辦事處

Address: 1230, 12/F, One Island South, 2 Heung Yip Road
Wong Chuk Hang, Hong Kong

地址:香港黃竹坑香葉道2號12樓1230室
Tel. 電話:(852) 2528 0033
Fax 傳真:(852) 2865 5285
Email 電郵:[email protected]
Website 網頁:www.efhk.org.hk



CONTENTS

Preface 錄
序言

1 A.S. Watson Group - A Retail Conglomerate That Stays Agile and Innovative
屈臣氏集團 - 堅持靈活創新的零售集團

2 Bindo Labs Ltd - A Technology Company That Operates as a Family
Bindo Labs Ltd - 猶如大家庭般的科技公司

3 HKT Ltd - A Telecom Giant That Fosters Employee Wholeness
香港電訊有限公司 - 促進員工整體發展的電訊界巨頭

4 Jardine Restaurant Group - A Restaurateur That Serves with a Heart
怡和餐飲集團 - 用心待客的餐飲業集團

5 Lik Kai Engineering Co Ltd - An Engineering Company That Builds Its Staff
力佳工程有限公司 - 致力培育員工的工程公司

6 Manulife (International) Ltd - A Leading Financial Services Institution That Embraces Technology,
Wellness, and Diversity
宏利人壽保險(國際)有限公司 - 著重科技應用、健康及多元文化的領先金融服務機構

7 Mox Bank Ltd - A Virtual Bank That Grows with Their People
Mox虛擬銀行 - 與員工共同成長的虛擬銀行

8 New World Development Co Ltd - An Enterprise That Promotes Culture and Entrepreneurship
新世界發展有限公司 - 推崇藝術文化及企業家精神的企業

9 The Bees Holdings Ltd - An Advertising Agency That Dares to Break Rules
The Bees Holdings Ltd - 敢於打破常規的廣告公司

10 The Hong Kong and China Gas Co Ltd - A Long-Established Utility Company That Invests Heavily
in Technology

香港中華煤氣有限公司 - 歷史悠久而注重科技的公用事業機構 1

P r e fac e

序言

2

The Employers’ Federation of Hong Kong advocates good employment practices through
publishing its first Guide to Good Employment Practices in 1999, to capture the key principles
in implementing good and effective people management measures within organisations.
We believe that a cohesive and engaged work team is the cornerstone for the success of a
business, and subsequently the continuous prosperity of our community.

Our Guide evolves over time. While there is no total solution for all organisations, many
employers utilise their existing resources effectively to engage their employees in an
inspirational way. In this latest edition, we are pleased to have ten companies sharing their
distinctive journeys in developing and retaining their quality employees, particularly in
embracing the trend of digitalisation, employee diversity and workplace wellness. Although
these companies vary in business nature and size, they share the same values in people
management - respect, trust and caring.

We hope you will find their success stories motivating, as we do.

香港僱主聯合會一向致力提倡良好僱傭行為。早於1999年,聯會刊制《良好僱傭行為指
引》初版,羅列人事管理方面有效及良好的措施及原則。我們相信團結、具向心力的工
作團隊是企業成功的基石,更是社會持續繁榮不可或缺的決定因素。

《指引》隨著時日增長而不斷更新。雖然社會上並沒有一個適用於所有機構的完美解決
方案,然而,許多機構極盡心思,有效利用現有資源,發揮機構獨有特色,將員工團結
起來。在今次《指引》最新版本中,我們呈獻10個不同機構在培育和挽留優秀人才的工
作,特別是在數碼化、員工多元化及職場健康等僱傭新趨勢下的種種應變舉措。當中或
許挑戰重重,惟最後得享豐碩成果,儘管這些公司規模和行業相異,他們在人才管理方
面都有著共同的價值觀──尊重、信任以及關懷。

希望你如我們一樣對他們成功的歷程感到欣然和鼓舞。

3

1C A S E A.S. Watson Group
屈臣氏集團

A
RETAIL CONGLOMERATE
T H AT S TAYS AG I L E
A N D I N N OVAT I V E

堅持靈活創新的零售集團

4

YEAR FOUNDED 成立年份

1841

YEARS OF OPERATION 經營年數

180 YEARS

KEY BUSINESS 主要業務

International Health & Beauty Retailer with
purpose to put a smile on customers’ faces

國際保健美容零售商, 致力令每一位顧客會心微笑

NO. OF HK EMPLOYEES

香港的員工人數

14,000

5

CASE A.S. Watson Group
屈臣氏集團
1

A.S. Watson constantly looks for growth opportunities in its
business and its staff. It is a leader in establishing dynamic modern
career paths and job functions for its staff to expand their skills and
involvement. Management is also forward looking and supportive
for the company to stay ahead of the curve.
Grow Talent
A.S. Watson believes in growing from within. Its Retail Academy
is the city’s first in the private sector to have obtained Quality
Framework (QF) Level 5 accreditation and is a career ladder for its

front-line employees an opportunity to obtain higher education.
The academy covers basic retail training in level 1 and prepares
employees for supervisory positions. Level 5 is considered
the equivalent of a Bachelor’s degree and employees with
this qualification can move into management positions.
A.S. Watson is very proud of their employees’ efforts in
advancing their personal development. The company
holds the graduation ceremony at the Hong Kong
Polytechnic University where graduates put on caps and
gowns and their family members can also witness this
special day.
For its office staff, Innoteam is a programme that cultivates
high-potential members for senior positions. Business units
assign promising staff a business case, allocate a budget,

and provide access to senior staff for consultation. According
to Ms Ann Lau, Group People Director (Asia), candidates who
completed the programme have all presented high-quality
solutions with approving confirmation from group managing
directors and group heads.
Adopt Technology in Transforming Staff and Business
A.S. Watson embarked on digital transformation much earlier than
its competitors. Its Moneyback customer relationship management
programme works across all its brands in Hong Kong, making its
employees skilful in conducting research on customer behaviour
and preference. The company’s online and offline (O+O) approach
allows its staff to span the spectrum of operating both physical
stores and an online platform.

6

A R e ta il Con glom e r at e T h at Stays Agil e a n d Inn ovati ve
堅持靈活創新的零售集團

一直以來,屈臣氏集團為其業務和員工不斷探索更好的發展機
遇。為增強員工自身的技能和對公司的歸屬感,集團建立了更
靈活及現代化的職業階梯和工作職能。加上管理層的遠見和承
擔,屈臣氏得以在市場上保持領導地位。
人才培養
屈臣氏堅信培養人才應從集團內部做起。其零售學院為全港首
間引入香港資歷架構第五級資歷認證的私營企業學院,為集團
的前線員工提供高等教育及職業進階的機會。學院的第一級課
程涵蓋基本的零售業培訓,裝備員工以晉升至督導職位。而第
五級課程資歷等同學士學位,具備此資歷的員工有望晉升至集
團的管理層。公司對員工孜孜不倦、力求進步的積極態度感到
非常自豪,更特意在香港理工大學為修畢課程的員工舉行畢業
典禮,令其家人能共同見證如此別具意義的時刻。
集團同時成立Innoteam創新團隊,以培育具潛力的文職員工成
為公司未來的管理人員。具潛力的員工將獲指派項目,在既定
的財政預算內,構思出解決方案,過程期間可以尋求高層員工
的意見。集團亞洲人力資源總監劉美華女士表示,完成此計劃
的員工均成功提出了卓越的解決方案,並獲得集團管理層的高
度評價。

變革中的科技應用
屈臣氏較其他同業更早實行數碼化,其「易賞錢」
會員計劃在旗下全線零售商舖通行,有助集團員工
有效地研究及分析顧客的消費行為和偏好。公司主
張線上和線下並存的營銷模式,給予工作團隊同時
經營實體和線上店鋪的寶貴經驗。

7

CASE A.S. Watson Group
屈臣氏集團
1

eLab, A.S. Watson’s e-commerce arm, is set up with a focus on the
needs of a younger digital workforce which helps to develop most
current solutions. Staff are e-commerce drivers and work in a casual
office environment that resembles a technology firm. The company
has also established its own data team and staff on the team have
shown that in-house work could achieve the same impartiality as
that from external experts. Additionally, staff can develop high level
skills in big data. Learning is continuous.
A.S. Watson puts a strong emphasis on a learning culture. As
data are nowadays the centrepiece, A.S. Watson has made data
storytelling a key skill for staff of all levels to possess. It organises
workshops for staff to learn how to digest data and convert them
into a memorable story to allow their audience to interpret the data
easier.
Unify Support from Upper Management
A.S. Watson’s digital transformation could not have succeeded
without the top management’s firm belief and commitment.
The entire management team including business unit leaders
and group heads attended sessions on digital transformation
at the International Institute for Management Development
in Lausanne, Switzerland to focus on developing a digital
transformation plan across the whole business. They jointly
developed a digital vision, relayed the same message to their
staff, and organised digital bootcamps to prepare everyone for
the transformation.
Expand Cross-Generation Interactions
To advance the digital competency of senior executives, A.S.
Watson has a reverse mentoring programme for the younger
staff to present technological trends, social media, netizens’
behaviours, and jargons and tools in the digital world. The
mentors are carefully selected and are given skills training
on how to be a mentor to senior executives. The programme
also permits the younger generation to be made known to the
executives, learn more about the business through casual
conversations, and understand challenges on technology
faced by the senior generations.

8

A R e ta il Con glom e r at e T h at Stays Agil e a n d Inn ovati ve
堅持靈活創新的零售集團

為迎合年青創科員工的喜好,集團特別成立eLab電
子商貿團隊,並締造猶如創科公司般的休閒工作環
境,激勵團隊構思最新的商貿解決方案。公司更特
別成立團隊,集中處理大數據,其公正性及專業性
可媲美獨立外聘的數據專家。而透過持續學習,團
隊成員在處理大數據方面日趨成熟。

公司非常重視持續進修的文化。由於
數據應用已變成公司業務不可或缺的
一環,「以數據說故事」成為所有員
工必須具備的能力。為此,集團定期
舉辦工作坊,加強員工理解數據資訊
的能力,並得以將數據轉化為難忘的
故事,方便受眾詮釋當中特性。

管理層的堅實支持 9
屈臣氏集團的數碼化能取得成功,有賴管理層的堅定信
念和支持。整個管理團隊包括部門主管和團隊負責人不
惜遠赴瑞士洛桑的國際管理發展學院參與工作坊,學習
如何為整個企業擬定數碼化計劃。管理團隊隨後制定了
集團數碼化的願景及章程,並組織訓練營向員工闡述有
關政策方向,帶動各部門共同構建集團數碼化的旅程。
加強跨世代的互動
透過推行「逆向導師計劃」,集團挑選年青員工向他們
的前輩分享現今的科技發展趨勢、社交媒體及網絡世界
的行為和術語等知識。計劃不單提升年長員工在科技應
用上的能力,同時訓練年青一輩如何成為高級管理人員
的導師。在與前輩的輕鬆交流中,年青員工既學習到更
多有關公司業務營運上的心得,亦體會到年長一輩在科
技應用上所面對的各種挑戰。

2C A S E Bindo labs ltd

A
T E C H N O LO GY CO M PA N Y
THAT OPERATES

AS A FA M I LY

猶如大家庭般的科技公司

10

YEAR FOUNDED 成立年份

2010

YEARS OF OPERATION 經營年數

10 YEARS

KEY BUSINESS 主要業務

POS service provider

POS 服務供應商

NO. OF HK EMPLOYEES

香港的員工人數

41

11

2CAS E Bindo Labs Ltd

Bindo provides cloud-based, one-stop retail and restaurant POS solutions. The
company has created a comfortable working environment that promotes flexibility,
collaboration, and diversity.
Establish a Family Environment
“Bindo Family” encapsulates the company’s culture and environment. Dress code
is casual and there is a green room with a sofa for staff to relax and chat, and
the company provides free snacks and beverages. In addition, the company has
constructed a greenhouse for horticulture enthusiasts, and has adopted cats and
tortoises for staff who love small animals.

Bindo’s gym room had a humble beginning with a rowing
machine. The comfortable and relaxing area attracted staff to
work out and release tension. More equipment will be introduced
next, encouraging more staff to pay attention to physical
wellness. The staff sees that working out provides a good work-
life balance when they can take a break after completing an
assignment. In case when they must work late, they can also
stretch out for a round or two to recharge their body.
The company’s development team is in Shenzhen and works
collaboratively with Hong Kong staff. They usually communicate
using a cloud-based conference call system, but some also
travel across the border for face-to-face visits when deemed
necessary. To show the staff that Shenzhen is a co-located
home, Bindo holds corporate events and an annual dinner there.

12

A T e ch n olo gy Com pa n y T h at op e r at e s as a fa m i ly
猶如大家庭般的科技公司

Bindo為零售店舖及餐廳提供一站式的POS雲端管理方
案。公司提倡靈活、協作和多元的文化,並銳意為員工
打造一個舒適的工作環境。
打造「家」的環境
若要形容Bindo的公司文化和環境,相信「Bindo大家
庭」一詞最為合適。公司設有一個綠化的房間,放置了
沙發,員工都能穿著隨意,忙裡偷閒時在房間內放鬆心
情和聊天,享用免費的小食和飲品。公司為園藝愛好者
建造了小溫室,更為喜歡小動物的員工收養了小貓和烏
龜。
Bindo的健身室是從一部划艇機開始,並將陸續添置不
同器材,目的在提供一個舒適和放鬆的區域讓員工鍛練
身體和舒緩壓力,同時鼓勵員工多注意身體健康。員工
視此有助達致工作與生活的平衡,不單在忙碌過後得以
休息和放鬆,在必須加班時,亦可以間中稍作舒展,令
身心重拾能量。
公司在深圳的開發團隊與香港的員工保持密切的溝通與
合作。在使用雲端電話會議系統進行通訊的同時,部分
員工會按需要橫跨中港進行面對面的會議。為了增加深
圳員工對公司的歸屬感,Bindo特意安排公司的活動和
周年晚宴等在深圳舉行。

13

2CAS E Bindo Labs Ltd

Set Clear Expectations
The company delivers direct and unambiguous
messages. Expectations, action plans,
timelines, outcomes, quality standards,
and priorities are all clearly specified for
all staff to have the same understanding.
The CEO responds to queries by electronic
communication tools and also holds regular
company meetings where everyone may ask
questions.
Due to the company’s business support nature,
staff do not work 9 to 5 and the work schedule
is like that of typical IT firms. As staff generally
have different shifts and some may work over
weekends, the company relies more heavily on
the internal communication platform for staff
to get their work done. With a high level of trust
and a focus on results, the company permits
staff to work remotely.

Provide Opportunities
Bindo brings in fresh graduates. As the new generation looks for not
just money but better opportunities to apply their abilities, the company
provides training and assigns important projects to new hires for them
to demonstrate their creativity. Employees are involved in their own
career planning and therefore have a clear view on what they need
to accomplish to advance. The company also has an encouragement
scheme for staff who demonstrate ability to develop innovative product
solutions.
The Hong Kong office has foreign staff who work on projects together
with local staff. Employees are encouraged go overseas to attend
trade shows, business meetings, and factory visits. The company’s
business is aggressively growing in Southeast Asia and is establishing
a regional office in Singapore to focus on markets in Singapore,
Malaysia, Cambodia, and Thailand. The company’s office in the USA
also expects business expansion.
14

A T e ch n olo gy Com pa n y T h at op e r at e s as a fa m i ly
猶如大家庭般的科技公司

釐訂清晰的期望
公司會向員工傳達直接而明確的訊息,務求所
有員工對於公司的期望、工作計劃、時間表、
成果、質量標準和優先事項等都有相同的理解。
總裁亦會透過電子通訊方式及定期舉行的公司會
議,確保每個員工都可以向管理層提出問題和意
見。
鑑於營運需要,Bindo和其他典型的科技公司一
樣,可以容許員工不需緊遵「朝九晚五」的工作
模式,員工可以選擇不同的輪班安排,也可以選
擇在周末工作。員工之間透過電子通訊平台進行
溝通及協調。憑藉對員工的高度信任和以績效為
本的評估方式,公司對員工實踐遙距工作採取開
明態度。

提供機會
Bindo歡迎應屆畢業生加入。明白到年青新一代不單只着眼於金錢
的回報,同時亦重視更多表現能力的機會,故此公司在提供培訓之
餘更會分配重要的工作項目給新同事,讓他們發揮創意和能力。員
工更直接參與自身的職業規劃,從而清晰了解當中個人能力和技術
提升的途徑及階梯。公司更特設獎勵計劃,以鼓勵成功開發創新解
決方案的員工。
面向國際,Bindo既吸納外國員工在香港的辦公室與本地員工一起
工作,亦鼓勵員工多到國外參加貿易展覽、商務會議和工廠參觀
等。公司在東南亞的業務正急速發展,並正在新加坡設立區域辦事
處,以專注於新加坡、馬來西亞、柬埔寨和泰國的市場。公司同時
亦預期擴展在美國的業務。

15

3C A S E hkt ltd
香港電訊有限公司

A TELECOM GIANT
T H AT F O S T E R S

EMPLOYEE WHOLENESS

促進員工整體發展的電訊界巨頭

16

YEAR FOUNDED 成立年份

1925

YEARS OF OPERATION 經營年數

95 YEARS

Including the operations of HKT’s predecessor entities
包括香港電訊前身實體的營運

KEY BUSINESS 主要業務

Hong Kong’s leading operator in fixed-
line, broadband, mobile communication
and media entertainment services

香港領先的固網、寬頻、流
動通訊及媒體娛樂服務營運商

NO. OF HK EMPLOYEES

香港的員工人數

超過14,800

Covering employees of HKT and PCCW
包括香港電訊有限公司及電訊盈科的員工

17

CASE HKT Ltd

3 香港電訊有限公司

HKT champions health and wellbeing among its employees and empowers them to perform at their best.
Employees are among the company’s greatest assets. That is why the company runs an
extensive repertoire of programmes and initiatives for employees to promote their
physical and mental health as well as financial wellbeing, and extends care and
support to their family members.
Offering a Convenient Venue for Sports and Recreational Activities
Engaging in sports and recreational activities can do wonders for the
body and mind. HKT maintains a multi-storey sports complex housing
comprehensive facilities including a gym and badminton and basketball
courts for employees who can also bring their family and friends. A cosy
chill out space was newly created in response to enthusiastic requests.
Many recreational activities are also held here, including the immensely
popular e-sports supported by HKT’s own 5G network for ultra-high-speed,
ultra-low-latency gaming. The company has no shortage of sports enthusiasts
who go out and compete in teams (e.g. e-sports and dragon boat teams) to win
trophies for the company. Such activities can nurture their sense of camaraderie
with fellow colleagues.

Organising Wellness Programmes and Other Fun Events
HKT employees are encouraged to join the many and
varied wellness programmes on offer throughout the year,
such as fitness classes, TheraBand workshops, and health
talks. Meanwhile, an equally important but often neglected
dimension of wellness is financial wellbeing. Research
shows that employees possessing strong financial
literacy demonstrate higher attendance, productivity,
and engagement. That is why HKT has been partnering
with the Investor and Financial Education Council to
offer SaveWise workshops for its graduate trainees and
RetireWise workshops as well as one-on-one financial
planning sessions for employees approaching retirement. Tax Deductible Voluntary Contributions, Qualifying
Deferred Annuity Policy, and Voluntary Health Insurance Scheme talks have also been arranged to help
colleagues pick the right tax-deductible retirement income and health protection products.
No stranger to organising large-scale events, HKT staged a 5G Tech Concert as part of the 5G Tech Carnival
held in June 2019 in Hong Kong. The unconventional concert saw the novel use of the company’s 5G network
to integrate local pop stars performing on different stages into a single performance with zero lag time. Many
employees and guests enjoyed a fun night out at the concert as one big family.
18

A Telecom giant That fosters employeE wholeness
促進員工整體發展的電訊界巨頭

香港電訊重視員工的健康及福祉,讓他們發揮所長,爭取最佳表現。員工是公司最大的資產之一。公
司展開各種項目及活動,促進員工身心及財務健康,並關懷及支援員工的家庭成員。
提供體育及休閒活動的便利場所
參與體育及康樂活動可為身心帶來禆益。香港電訊的多層體育館為員工及其親友提供完善的康樂設
施,例如健身房、羽毛球場及籃球場等。為滿足熱切需求,公司最近在體育館新增了一個舒適的休閒
空間。體育館亦舉辦多項康樂活動,包括備受歡迎的電子競技,便是由香港電訊的超高速及超低延遲
5G網絡支援。公司不乏運動愛好者,組隊(例如電子競技及龍舟隊)參加比賽並為公司奪得多項殊
榮。同事透過參與體育活動更可培養友誼。
舉辦健康項目及其他娛樂活動
香港電訊鼓勵員工參加多項健康活動,例如健身班、TheraBand工作坊及健康講座。財務健康狀況與
身體健康同樣重要,但經常被忽視。研究報告顯示具有較強財務知識的員工會有較高的出勤率、生產
力及敬業度。因此,香港電訊一直與投資者及理財教育委員會合作,為畢業生見習計劃的同事提供
SaveWise工作坊,以及為即將退休的員工提供RetireWise工作坊及一對一的財務規劃課程。此外,公
司還為員工安排了有關自願醫保、合資格延期年金及可扣稅強積金自願性供款的講座,幫助員工挑選
合適可節省稅項開支的退休收入及健康保障產品。
香港電訊擅長舉辦大型活動。公司在2019年6月在香港舉辦了5G科技音樂會,作為5G科技嘉年華的一
部分。這次突破傳統的音樂會,以公司的超低延遲5G網絡,連繫在不同舞台表現的歌手,讓許多員工
及客人在音樂會上度過了一個愉快的晚上。

19

CASE HKT Ltd

3 香港電訊有限公司

Bringing Telemedicine and Other Health Care Services to Employees
During the third wave of COVID-19 in Hong Kong, HKT launched the
telemedicine platform DrGo and employees were invited to test out the
innovative service for free. Their valuable feedback helped the company
fine-tune the app and the teleconsultation process. Employees also
derived a sense of satisfaction from partaking in the crucial feedback
exercise. Moreover, HKT offers annual free flu shots to full-time
employees and basic medical check-up to staff over 40 years of age to
safeguard their health.
Caring for Employees’ Children
HKT started a scholarship for employees’ children back in 1993. The
panel of employee judges evaluate applicants based on academic
achievements, volunteer work, and extracurricular activities. Nearly
2,000 scholarships have been awarded thus far. The initiative represents
one of the ways HKT shows care toward not only its employees but also
their offspring.

Stimulating Intergenerational Interaction
SLASH is a new innovation programme at HKT that
aims to foster cross-business unit collaboration and
promote peer learning. In this programme, HKT’s
graduate trainees (numbering around 300) are invited to
communicate creative business ideas to the company’s
leaders. The platform gives HKT’s younger generation a
great chance to connect with each other, while promoting
cross-fertilisation of ideas and viewpoints between these
young minds and more senior employees. It certainly
increases their sense of belonging to the company.
Encouraging Employees to Give Back to Society
In 2019 alone, HKT employees who volunteered their time for social causes were awarded 432 days of
special leave combined. The 900-strong team of volunteers (which included employees’ family members)
collectively contributed over 20,000 hours to some 40 community programmes organised by 110+ NGOs
and academic institutes. Apart from the wonderful opportunities to help others, the volunteering activities
provide a great chance for employees to cultivate friendship among themselves, and serve as an enriching
family activity as well.
20

A Telecom giant That fosters employeE wholeness
促進員工整體發展的電訊界巨頭

為員工帶來遙距醫療及其他醫療保健服務
在香港面對第三波疫情下,香港電訊推出了遙距醫療平台
DrGo,並邀請員工免費試用該創新服務。員工的寶貴意見有
助公司改良該應用程式及視像診症的過程。香港電訊亦為全
職員工提供年度免費流感預防針及為40歲以上員工提供基本
體檢,以保障他們的健康。
關愛員工的子女
香港電訊自1993年起為員工子女設立獎學金。員工評審委員
會按照申請人的學業成績、義工服務及課外活動進行評估。
迄今已頒發了近2,000個獎學金。該計劃代表了香港電訊不
僅關愛員工,亦關愛他們的下一代。
促進跨代互動
SLASH是香港電訊一項全新的創新計劃,旨在促進跨業務部
門之間的協作及推動同事們一起學習。在計劃中,香港電訊
畢業生實習計劃的見習生(約300名)獲邀向公司管理層就
具創意的計劃進行交流。該平台為香港電訊的年輕員工提供
了一個與同事們互動的好機會,同時促進這些年輕同事
與資深同事在思想及觀點上的互相交流。這也增加
了他們對公司的歸屬感。
鼓勵員工回饋社會
僅在2019年,香港電訊參加義工服務的員
工獲得共432天特別假期。由900人組成
的義工團隊(包括員工的家庭成員)為
110多個非政府組織及學術機構主辦的
40多個社區計劃,奉獻了20,000多小
時的義工服務時間。除了有機會去幫助
別人,義工活動也讓同事們之間建立友
誼,並豐富了他們的家庭活動。

21

4C A S E jardine restaurant
group

怡和餐飲集團

A RESTAURATEUR
THAT SERVES

WITH A HEART

用心待客的餐飲業集團

22

YEAR FOUNDED 成立年份

1987

YEARS OF OPERATION 經營年數

33 YEARS

KEY BUSINESS 主要業務

Operating the Pizza Hut, PHD and KFC
brands across Hong Kong, Macau,
Myanmar, Taiwan and Vietnam

於香港、澳門、緬甸、台灣和越南經
營必勝客、薄餅博士及肯德基各品牌

NO. OF HK EMPLOYEES

香港的員工人數

23

CASE Jardine Restaurant Group
怡和餐飲集團
4

Jardine Restaurant Group (JRG) has a young workforce in both its executive suites and frontlines, and over
half of its managers and executives are female. The company shows significant trust in its employees and
focuses on the staff’s wellbeing.
Promote Talent and Diversity
JRG took an unconventional move in placing
a young talent 27 years of age as the business
manager for the entire country of Myanmar.
Instead of following the traditional approach
to rotate the manager in different roles to
learn specific expertise at a time, JRG sees
the assignment as an incubation for the
manager to acquire a broad sense and the
skills to lead a successful operation.
Many management staff have a diverse
background outside the food and beverage
industry. JRG believes in diversity and
inclusion and holds regular sessions on
cultural diversity, avoiding harassment, needs
of different demographic groups, and equal
opportunity. It is also expanding support for its
LGBT staff.

Trust Employees and Be Open
The social unrest in the second half of 2019 impacted JRG’s stores. According
to Andrew Wong, Group Chief Executive, the company responded promptly
to the rapidly changing situation and adjusted its store closing process
from 8 stages of approval to a single decision by the store manager.
Reducing opening hours may have impact on revenue, but what’s more
important to the company is the safety of its employees and customers.
Managers were not held accountable for failing to meet the sales target
in such situations.
When JRG learned of a staff member having contracted the COVID-19
virus, the company promptly held a virtual town hall the following morning
and explained the approach and procedure to all staff. This open and
transparent approach earned not just positive feedback but also confidence
and trust from the staff.

24

A restaurateur That serves with a heart
用心待客的餐飲業集團

怡和餐飲集團無論管理層或是前線員工都很年輕,超過一半
的經理和行政人員職級由女性擔任。公司對員工高度信任,
並關心員工健康。
培育人才及促進多元化
怡和餐飲集團打破常規,不以崗位輪調方式讓經理級員工循
序漸進地學習特定的專業知識,反而將年僅27歲的年輕員工
直接任命為整個緬甸的業務經理,以此作為培育搖籃,拓闊
其商業觸覺和領導才能。
怡和餐飲集團很多管理層員工都不是出身於餐飲業。事實
上,集團致力推廣多元共融,並針對文化多元性、防止騷
擾、群體不同需求及平等機會等議題,定期舉辦講座。集團
同時正加強對各種性別取向員工的支持。
信任員工及秉持開放態度
2019年下半年的社會運動對怡和餐飲集團帶來一定影響。行政總裁
黃曦嵐先生表示,那段時間社會動盪,形勢瞬息萬變,集團即時將閉
店決定由需要8重審批步驟的做法改為由餐廳經理直接決定,務求迅
速回應現場情況。雖然縮短營業時間會影響營業額,但員工和顧客的
安全對集團來說至關重要。故此,在此情況下,餐廳經理亦免除營業
額未能達標的責任。
當集團得悉有員工感染了2019冠狀病毒病後,翌晨立即在網絡上舉
行員工大會,向所有員工闡述集團應變方法和程序。開放且透明的處
理手法不僅贏得了正面迴響,更獲得員工對公司的信任。

25

CASE Jardine Restaurant Group
怡和餐飲集團
4

Prioritise Staff’s Wellbeing
As COVID-19 continues to present unprecedented challenges to businesses, JRG is responding
with speed and agility - all while keeping its people at heart. Since as early as February, the
company has set up a corporate-sponsored Employee Supporting Fund to provide financial
assistance to staff in need. At the very beginning when protective gear was hard to come by, the
management team worked days and nights just to make sure they have enough supplies - all
because the safety of staff is their top priority. The company has also established a care line,
an employee assistance programme that provides professional counselling and consultation
support for staff during these challenging times.
JRG places great importance on staff wellbeing, and it has a strong determination to provide job
opportunities and treat staff with a human touch. During annual dinners, awards are presented
to many staff who have served 10, 20, and even 30 years; the significant number of long-serving
staff is a remarkable accomplishment in the food and beverage sector. Andrew said that despite
the broader economic downturn in 2019, JRG still handed everyone a bonus; in 2020 thus far,
there had been no layoff or no-pay leave. Thus, when the company conducted a survey, it was no
surprise that over half of the 1,100 staff respondents chose “caring” as the first word that comes
to mind when it comes to the company’s core values.
Develop Effective Collaboration and Communication
Although JRG manages three different brands,
its single office and open-plan work environment
play a key role in promoting collaboration and
engagement across teams. Staff members,
whether junior or senior, are tasked with a purpose
and are motivated to contribute. In addition, as the
office and IT setup inherently facilitates working
from home and over 80% of staff are already
practising online collaboration, remote work during
COVID-19 did not affect staff productivity.
JRG involves key opinion leaders, who are
experienced employees respected by other
staff, to relay messages in a more employee-receptive language. The company avoids propaganda-style
communication and uses an employee-pleasant approach to improve credibility. As effective communication
goes two-way, the company also listens to and acts on employees’ feedback.

26

A restaurateur That serves with a heart
用心待客的餐飲業集團

優先關注員工福祉
2019冠狀病毒病為企業帶來前所未有的挑戰。怡和餐飲集
團既以靈活迅速的方式應變,同時亦用心關愛員工。集團
早於2月設立員工援助基金,為有需要的員工提供財政上的
協助。當疫症開始蔓延時,防護裝備一度供不應求,集團管
理團隊即不分晝夜環球搜羅,務求確保員工有足夠的防護裝
備。公司更設立了一條電話輔導和諮詢熱線,幫助員工渡過
這個艱難的時期。
集團十分關注員工的福祉,在提供工作機會的基礎上,管理
層每每以員工角度考慮,以人為本。集團的周年晚宴上,
不難發現為數不少已為集團服務了10年、20年甚至30年的
員工蹤影,可說是餐飲業界的異數。黃曦嵐先生亦指出,
即使2019年經濟大幅下滑,集團依然發放獎金予每一位員
工。2020年迄今,集團均沒有進行裁員或要求員工放取無
薪假期。不難理解,在1,100名員工當中,有過半數選擇「關
愛」作為公司核心價值的第一個關鍵詞。
促進協作和溝通
雖然怡和餐飲集團轄下擁有三個品牌,但所有員工卻共享同一辦公室,加上開放式的工作環境,方便
各團隊間的合作和交流。員工無論職位高低均賦予使命,同心協力為公司作出貢獻。此外,由於辦公
室已設置相關技術配合員工在家工作,而且超過八成的員工亦已熟悉線上協作,他們的工作效率並沒
有因為2019冠狀病毒疫情而受到影響。
集團以內部員工作代言,邀請了一班可靠及經驗豐富的同僚,以員工理解的角度及語言傳遞公司訊
息,增加可信性。公司亦樂意傾聽員工意見並不斷進步,以達致有效的雙向溝通。

27

5C A S E Lik Kai Engineering
Co Ltd
力佳工程有限公司

AN ENGINEERING
CO M PA N Y T H AT

BUILDS ITS STAFF

致力培育員工的工程公司

28

YEAR FOUNDED 成立年份

1982

YEARS OF OPERATION 經營年數

38 YEARS

KEY BUSINESS 主要業務

Lik Kai Engineering Co Ltd is a wholly owned subsidiary of Sun Hung Kai Properties
(SHKP) founded in 1982. It evolved from a minor work contractor into a multi-disciplinary
engineering company in Hong Kong that provides its customers with total solutions of the
highest quality in regards to building works, air-conditioning, mechanical ventilation,
electrical engineering, fire services, plumbing & drainage, as well as energy management.
力佳工程有限公司為新鴻基地產業務的全資附屬公司,於
1982年成立。力佳由小型外判商發展成為一家提供屋宇工程
及維修、冷氣裝置、機械通風裝置、電力工程、防火系統 、
供水及排水系統,以及能源管理方案的多元服務工程公司。

NO. OF HK EMPLOYEES

香港的員工人數

250

29

CASE Lik Kai Engineering Co Ltd
力佳工程有限公司
5

In the world of construction, material and labour each
account for half of the cost. Lik Kai is determined never to
sacrifice quality to raise the living conditions of the city and
to make its residents proud; it therefore chooses to increase
competitiveness by focusing on improving staff’s value. The
innovative company is run with a familial touch - an open and
stable environment with encouragement to keep learning.

Tailor Positions for Staff’s Performance
Improvement at Lik Kai comes mainly from adding value to its assets - that is, its people.
Interacting with the Buildings Department requires significant paperwork that can easily
frustrate engineers. So, the company created the new position of Project Assistant, similar to
legal assistant in law firms. Those who do not have an engineering degree but are capable of
comprehending the technical details, processes, and requirements benefit from a new career.
This creates a triple-win scenario: the technical clerks benefit from a higher salary and more
mentally fulfilling tasks; the engineers can focus on tasks requiring their professional expertise;
and the company has more satisfied staff who can fully apply their talent.

Support Staff to Grow
In terms of development, Lik Kai’s staff are expected to
master verbal and written communication skills, then
time and people management, and eventually accounting
principles and corporate acumen. They take on positions in
professional societies and trade associations. Ir Sidney Tong,
Executive Director, regularly encourages staff to receive
more education with training sponsorship, and apply for
certification to broaden their perspectives and knowledge.
For instance, there was a technician with significant
experience but who could not be promoted as he possessed
only a high certificate. He reluctantly went to study but soon
discovered his interest in Building Information Modelling
(BIM). The technician studied hard and was actually talented
- he obtained professional qualification in BIM. This opened a
new chapter not just for him but also for the company, having
a freshly minted project manager.
30

A n e n gin e e r in g com pa n y T h at b u il d s i ts sta f f
致力培育員工的工程公司

由於佔開支一半有多,建造業普遍著眼於建
料費及勞工成本。然而,力佳更執著於建造
品質,並著力打造讓市民引以為傲的城市。
為提升公司競爭力,力佳力主提高員工質
素,賦予員工明確的企業使命及開放的工作
空間,幫助彼此教學相長。
知人善任
力佳認為人才是締造企業優勢的關鍵,唯有
創造員工價值,才可持續發展。有鑑於工程
師需要長期與屋宇署協商,當中涉及大量文
件往來,公司特設項目助理一職,猶如律師
行業的法律助理,予非工程專業,但具相關
技術知識的人才從旁協助相關的技術細節、
流程及要求。透過協作,非工程專業人才既
得到更優厚的薪酬,亦同時獲得更大成就
感。同一時間,工程師能夠集中精力處理其
專業範疇的工作。公司亦能人盡其才,諦造
一個三贏局面。

培育人才
力佳期望員工在專業領域外,表達能力、書寫溝
通、時間和人事管理,甚至會計準則和營運都
能有所成就。為此,公司積極鼓勵員工參與
專業協會及商會事務,增廣見聞。執行董
事唐培強先生表示,公司亦透過進修基金
和認證申請,鼓勵員工定期進修,提升技
術及擴闊視野。
公司一名技術人員是其中一例。他雖累
積豐富的工作經驗,卻因學歷關係未能
符合晉升資格。一次機緣巧合下,他發現
自身對「建築信息模擬」的興趣。於是,
一直未有進修意欲的他決定奮發圖強,努力
深造,最終獲取專業資格並成為有關項目的
專才,展開新的里程碑。公司同時亦獲得一個
不可多得的項目經理。

31

CASE Lik Kai Engineering Co Ltd
力佳工程有限公司
5

Invest in Technology
Lik Kai values the innovative technological application
on project and office management, including the
application of “Internet of Things” (IoT), which is the
reason for the company’s advancement. Corporate
information is stored in the cloud and is accessible
everywhere; the data are also open to all staff so that
everyone can keep an eye on progress, performance,
and costs. The company’s technology support is
unparalleled as staff demand swift download of
construction drawings.

Promote Openness and Praise
Over half of Lik Kai’s staff are university graduates under the age of
35, who traditionally opt to work as independent consultants or in
government positions but are attracted by the company’s openness
and fairness. Staff can see the entire accounts and monitor the cost
together. They are given the trust to demonstrate their abilities, and
when their contribution bears fruit, they receive praise from the
company.
Groom Talent and Develop Motivation
Lik Kai can only be propelled by staff with a genuine heart for
advancement. Although direction comes from top management,
who are former team heads and experts, the next levels are
entrusted with developing action plans. This collaborative network
lets the strong and capable flourish. After all, it is important for
people to feel happy at work.
The company functions as a family where each member has a
vested interest in keeping the company strong and is motivated to
take extra steps.

32

A n e n gin e e r in g com pa n y T h at b u il d s i ts sta f f
致力培育員工的工程公司

投資科技
力佳重視最新的科技應用在工程及辦公室管理,
包括使用物聯網以提高管理效能,亦是公司增長
的其中一個重要因素。企業資訊及數據亦可以上
傳至雲端系統,供員工隨時隨地公開查閱計劃進
度、表現及成本控制。特快的網速亦令員工可以
更有效率地下載大容量的施工圖,方便工作。

包容及讚美
力佳過半的員工都是年齡低於三十五歲
的大學畢業生,傳統上一般都會優先考
慮在顧問公司或政府機構任職,但在力
佳開明及公正的企業文化吸引下,他們
選擇了留任工程公司。事實上,力佳給
予員工高度信任,不單公開帳目供員工
查閱及監管開支,同時亦放手讓員工展
現工作能力,並適時表揚員工的績效。
成就人才創動力
力佳的成就取決於員工的積極及自動
性。企業方向雖由曾任團隊領導或其他
專家組成的管理層釐定,具體操作卻有
賴屬下的員工策劃及推行。此協作模式
令到員工發揮各自所長,互補互助,最
終希望員工敬業樂業,事有所成,與公
司一同成長。
力佳以「家」的感覺凝聚員工,為公司
目標共同努力,邁步向前。

33

6C A S E Manulife
(international) ltd

宏利人壽保險(國際)有限公司

A LEADING FINANCIAL
SERVICES INSTITUTION THAT

EMBRACES TECHNOLOGY,
WELLNESS, AND DIVERSITY

著重科技應用、健康及
34 多元文化的領先金融服務機構

YEARS OF OPERATION IN HONG KONG

在香港的經營年數

123 YEARS

KEY BUSINESS 主要業務
Manulife Hong Kong is a top-tier provider of financial
services who offers a diverse range of protection
and wealth products and services to more than
2.3 million customers in Hong Kong and Macau

宏利香港是本地主要金融服務機構之一,
在保障及財富管理方面為香港及澳門超過
230萬位客戶提供多元化的產品和服務。

NO. OF HK EMPLOYEES

香港的員工人數

超過

35

CASE Manulife (International) Ltd
宏利人壽保險(國際)有限公司
6

In Hong Kong and Macau, Manulife helps millions of
customers to live longer and healthier lives, protects what
matters most to them, and manages their wealth. For its staff,
Manulife has created a supportive, flexible, and caring work
environment.
Stay Ahead in Technology
Manulife’s employees have access to reliable technology
that enables them to engage with colleagues across the
globe effectively. At the onset of COVID-19 in January
2020, Manulife swiftly rolled out digital tools and ramped
up VPN capacity by 40% for employees to work from
home. Employees participated virtually in numerous large
gatherings and team and individual catchups, including a
surprise “happy hour” in April. The events were well-received
and pushed up the staff’s accountability index score for
engagement.
Manulife’s one-stop portal for onboarding, Set4Success, enables hiring managers to track tasks and access
relevant materials for a smooth onboarding of new hires. When face-to-face orientation is impossible, the
process moves online and new hires receive hardware and software for the same orientation experience.

Promote Workplace Wellness
On family-friendly initiatives, Manulife’s staff receive 16 weeks of maternity leave and 10 days of paternity
leave; there is also an adoption leave for parents. Manulife’s group medical insurance plan provides mental
and physical coverage for employees and eligible family members. The company also collaborates with a
work-life coaching company for mental health counselling or related services.
Staff participate in Employee Resource Groups to champion and promote companywide initiatives. With a
workforce made up of 16 nationalities, the Employee Resource Groups cover not only the typical categories
of leisure and wellness but also diversity and equality in race, ethnicity, culture, gender, and sexual orientation.
For instance, Global Women’s Alliance, PROUD, and Male Allies networks hold webinars on topics such as
LGBT+ allyship, building a gender equal world, empathy in times of volatility, and understanding emotions
and benefits of meditation.
Members of the Well-Being Council advocate physical, mental, financial, spiritual health initiatives. Manulife
Recreation Club organises sports events and leisure activities for staff to train for a better mind and body.
Manulife also conducts a Mental Health Week for staff to learn more about mental health and working without
36 prejudice with people showing mental health symptoms.

A leading financial services institution That
embraces technology, wellness, and diversity

著重科技應用、健康及 多元文化的 領先金融服務機構

宏利在香港及澳門致力協助數以百萬計的客戶實現精彩健康人生,為客戶提供
適切保障,並為他們提供財富管理服務。宏利亦為員工締造一個互助、靈活而
貼心的工作環境。
把握科技優勢
宏利為員工提供可靠技術,讓員工能夠與全球各地的同事互動溝通。早在2020
年1月當2019冠狀病毒病爆發之時,宏利便迅速推出各種電子工具並將VPN容量
提升40%,以便員工能在家中安心工作。期間員工亦利用網上平台參與不同聚
會,與工作團隊和同事保持緊密聯繫,當中在四月舉辦的「網上歡樂時光」更
為員工帶來驚喜。這些活動深受員工歡迎,大大提升員工對公司的凝聚力。
另一方面,公司採用一站式網上平台 Set4Success,以便人事經理可跟進及閱
覽有關新入職員工的資料,從而更有效地管理新入職員工的履新事宜。當面對
面的迎新活動因疫情關係而無法舉行時,便可改為網上舉行,而新入職員工亦
可透過有關平台以獲取相同的迎新體驗。

推廣職場健康
宏利推行多項家庭友善措施,員工除了享有16週產假及
10天侍產假外,亦享有領養假。公司的團體醫療保險計
劃涵蓋員工及其合資格家庭成員的身心健康,並聘用私
人顧問公司,為員工提供心理健康及輔導等服務。
宏利香港的員工由16個國籍的人士組成,並透過不同
的Employee Resource Groups(員工資源小組)宣傳
及推廣公司的一系列活動,當中包括康樂、種族、文
化、性別及性取向等方面的平權活動。舉例說,Global
Women’s Alliance、PROUD及 Male Allies 網絡時常就
不同議題——例如性小眾同盟、構建性別平等社會、展
現同理心、情緒管理、冥想好處——舉辦網上講座。
此外,公司内部的Well-Being Council舉辦不同活動致
力提倡員工在身體、心理、精神及財務方面的健康;宏
利康樂會經常舉辦文娛康樂及體育活動,鼓勵員工鍛鍊
體魄及提升心理質素;宏利亦舉辦「心理健康週」以助
員工了解精神健康的重要性,並推動精神健康友善的工
作環境。

37

CASE Manulife (International) Ltd
宏利人壽保險(國際)有限公司
6

Manage Crises Promptly and Thoughtfully
During COVID-19, employees receive weekly
updates on areas including travel advice, social
distancing protocols, and health and wellness
tips. At the office, protective shields, masks, hand
sanitisers, and wet wipes are easily available.
This peace of mind allows staff to maintain their
performance.
During the company’s first virtual townhall in
February 2020, employees participated in a
special health information session to learn more
about COVID-19 and the precautionary measures
recommended by an infectious disease specialist.
Employees asked lots of questions and received
helpful and practical responses. Manulife found that
the session helped employees to ease concern and
gain comfort.
In recognition of employees’ commitment during the
pandemic, Manulife rolled out a “Thank You Day”
on 19 June 2020 globally for all employees to take
time off and enjoy the day. Moreover, employees
will receive 5 additional personal days in 2021 for
holidays or other activities that were missed during
the COVID-19 outbreak.

Advance Diversity and Inclusion
“Sharing our Humanity” is a core value at Manulife. The Company
strives for an inclusive and respectful working environment with equal
opportunities for all employees. The Company was among the first to
sign the Racial Diversity and Inclusion Charter for Employers in 2018.
At Manulife, employees’ domestic partners of all genders receive
spousal benefits.

38

A leading financial services institution That
embraces technology, wellness, and diversity

著重科技應用、健康及 多元文化的 領先金融服務機構

設身處地應對危機
疫情期間公司向員工發放每週防疫資訊,就旅遊建議、社交距離
措施、健康貼士等事項提供最新訊息。辦公室内亦提供防護隔
板、口罩、酒精搓手液、消毒濕紙巾等物資以供員工使用,讓
他們可安心工作,保持表現。
宏利在2020年2月舉辦首個網上員工大會,當中設有特別環
節,邀請感染和傳染病醫生分享有關2019冠狀病毒病的有用
資訊及預防措施,並解答同事的踴躍提問。這個環節既可讓員
工獲得不少實用建議,亦有助他們釋除疑慮。
為答謝員工在疫情期間的辛勤服務,宏利將2020年6月19日訂為
「感謝日」,讓全球員工在當日放假一天。此外,宏利將於明年為
每位員工提供額外的五天個人有薪假期,以讓在疫情期間無法休假或
從事其他活動的員工,補放假期。

提倡多元共融
「共享關愛」是宏利的核心價值之一。公司致力構建一個包容及彼此尊重的工作環
境,讓所有員工都可享有平等機會。宏利是2018年首批簽署《種族多元共融僱主約
章》的公司之一,而且為員工不同性別的同居伴侶提供配偶福利。

39

7C A S E mox bank ltd
MOX 虛擬銀行

A VIRTUAL BANK THAT
GROWS WITH THEIR PEOPLE

與員工共同成長的虛擬銀行

40

YEAR FOUNDED 成立年份

2019

YEARS OF OPERATION 經營年數

1 YEAR

KEY BUSINESS 主要業務

Virtual Bank

虛擬銀行

NO. OF HK EMPLOYEES

香港的員工人數

180

41

CASE Mox Bank Ltd
Mox 虛擬銀行
7

Mox Bank is a start-up that prides itself as a customer-oriented virtual bank
for Hong Kong people. It is a joint-venture backed by Standard Chartered
Bank, HKT, PCCW and Trip.com.
Eliminate Barriers for Rapid Changes and Innovation
It is important for a customer centric virtual bank to react to the market
quickly and be able to embrace changes and innovate proactively. To facilitate
that, Mox operates with an agile team organisation structure, where squads
are created to own a certain deliverable end to end. A squad is composed
of people from different functions as a self-organising team who has the
skills and tools to make decisions and deliver. The squad acts like a mini
start up on their own. This is a great way to promote teamwork, collaboration
and innovation, as well as giving team members ownership and a sense of
enablement.

Finding Cultural Fit Right from the Beginning
Mox Bank promotes a culture of being open-minded, encouraging
people to step outside their comfort zone, and ability to tackle
ambiguity. Thus, at the time of hiring, the company focuses

on not only candidates’ technical competency but also their
attributes for a cultural fit. The last round of candidate
interviews is a panel comprised of existing staff from
various functions. The panel spends about 30 minutes
with the candidate and it is an opportunity for both sides
to see if there is a cultural fit. The Bank emphasises
much on teamwork, and they want to see that both
the candidate and existing people feel comfortable
working with each other.
According to Ms Eliza Law, Chief People Officer of
Mox, the new way of doing things might not be natural
to a lot of new joiners. As such, incoming staff are paired
with a Mox buddy in their first 60 days to facilitate their
integration. Buddies are carefully chosen. They are those

who live the Bank’s value, positive and passionate people
who have experienced their transition and can relate to the
ambiguity and challenges faced by new joiners and could offer
proven experience and suggestions.
42

A virtual bank that grows with their people
與員工共同成長的虛擬銀行

Mox是一間由渣打銀行、香港電訊、電訊盈
科及Trip.com合資的初創公司,本著以人
為本的原則為香港人提供數碼零售銀行服
務。
摒棄關卡以迅速應變和創新
為了創造不一樣的銀行服務,Mox必須能夠
對市場的變化作出迅速反應和創新至關重
要。為此,Mox的運作模式以小組為單位,
由不同部門的員工組成,各取專長,目標
為本,猶如微型初創企業,擁有獨立決策
權力。此舉不單促進團隊協作及創新,更
增加員工對公司的歸屬感和成就感。
在尋求人才時已將工作文化考慮在內
Mox提倡開明的工作文化,鼓勵員工踏出舒適圈,接受挑戰。為配
合這個機構文化,在聘請過程中,Mox不單注重求職者的技術水
平,更會考慮求職者的性格特質是否可以與公司文化相融合。在最
後一輪的團體面試中,來自不同部門的面試小組成員透過30分鐘的
面試時間,與求職者互相了解,務求新入職者與現有員工能夠和諧
共處,貫徹Mox一向重視的團隊精神。
為減低新入職員工不能即時適應如此
嶄新的工作模式的機會,人力資源總
監羅倩兒女士表示,每一位新人在入
職首60天均會安排夥伴,以幫助他
們融入公司。每一位Mox夥伴都是精
挑細選,充滿熱情和正能量,既能展
現公司價值觀,亦能分享自身經驗,
幫助新同事渡過入職初期最迷惘的階
段。

43

CASE Mox Bank Ltd
Mox 虛擬銀行
7

Engaging Our People with Technology
In this digital era, it becomes more common to connect with people in a digital way. And
this has proven to be even more important during the COVID-19 period. Mox has leveraged
on a broad suite of online collaboration tools like slack, teams meeting to engage people
virtually, to create a close to face-to-face collaboration. The Bank has established a “thanks-
to” online channel for people to show appreciation to small things that happen every day,
and an online polling channel for people to have their say for big or small decisions. During
the COVID-19 period, Mox also hosted a virtual music festival, movie night and stretching
class to ensure their staff still have some fun and be connected to each other during difficult
time.
Provide Flexible Benefits and Reward the Right Behaviour
In traditional banks, staff benefits are pretty standardised. Mox realised that people like
flexibility as they would have different needs, especially for the younger generation.
As such, the Bank has implemented a flexible subsidy for staff to spend on things that
matter to them, be it an upgrade of insurance plan for their family, a yoga class or even
a club membership for themselves. Holidays arrangement is flexible as well; staff can
buy and sell up to 5 days per year to better fit their personal plans. To increase group
participation and cooperation, at times Mox Bank also gives out various awards to their
people. For example, a milestone bonus for getting people to achieve a stretch goal.
And a Going Extra Miles award for people who have gone extra miles in contributing
to the success of the Bank.

44

A virtual bank that grows with their people
與員工共同成長的虛擬銀行

以科技聯繫工作
在現今數碼時代,以科技作為主要連繫工具
已變得普遍,在2019冠狀病毒病肆虐的當
下更是發揮重要功用。Mox採用大量的網
上協同工具如Slack,視像會議程式等,
協助團隊在疫情下仍能仿如真人一樣面對
面工作。同時亦設立了名為“thanks-to”
的網上平台,鼓勵員工在疫情嚴峻的壓力
下,依舊欣賞周遭生活小事。員工亦可以
透過網上投票平台就公司大小事項發表自
己的看法。在疫情期間,Mox更舉辦了不
同活動,如網上音樂節、電影欣賞和伸展
運動課程等,幫助員工在這困難時期保持
樂觀正面的心態及增進彼此之間的關係。
提供彈性福利和適時獎勵
相比傳統銀行一般提供統一的員工福
利,Mox發現不同員工,特別是年輕一代,
各有不同的需要。故此,Mox提供彈性資助計
劃,讓員工直接購買他們所需,不管是個人或家
人保險計劃升級、瑜伽課堂,甚至會所會籍。另一
方面,公司提供彈性假期安排,員工能按照個人需要
每年向公司購買或出售5天的假期。Mox亦透過不同獎
項,獎勵員工在工作項目上取得階段性成果,或超額完成
項目,以嘉許團隊參與及合作性。

45

8C A S E New World
Development Co Ltd

新世界發展有限公司

AN
ENTERPRISE THAT
PROMOTES CULTURE AND

ENTREPRENEURSHIP

推崇藝術文化及企業家精神的企業

46

YEAR FOUNDED 成立年份

1970

YEARS OF OPERATION 經營年數

50 YEARS

KEY BUSINESS 主要業務

Investment in property and property development, and investment
in and/or operation of roads, commercial aircraft leasing,
construction, insurance, hotels and other strategic businesses

物業投資和物業開發,以及道路、商用飛機租賃、
建築、保險、酒店和其他策略業務的投資和/或經營

NO. OF HK EMPLOYEES

香港的員工人數

新世界集團 (New World Development Group) :

45,000

新世界發展有限公司 (New World Development Co Ltd): 47

480

CASE New World Development Co Ltd
新世界發展有限公司
8

New World Development embraces the entrepreneurial spirit and encourages
its staff to immerse themselves in and become part of the company’s culture,
which drives its business development and sets the Group apart in the market.
Culture Inculcation and Showcase
New World Development fully embraces The Artisanal Movement, which is the
company’s cultural philosophy. According to Executive Director Ms Jenny Chiu,
the first step is to help staff develop the right mindset to understand the concept
and direction of the company. To successfully implement the culture, workshops
are designed to enhance the innovative and entrepreneurial skills of staff in
different business units. Employees can further deepen their understanding of
the culture of the Group by attending classes and meetings. In addition, various
slogans are developed to encapsulate and refresh what they have learned.
When the company culture is embedded in the minds of its employees, all work
ideas, including the selection of products and services, are developed around this
culture, including as yet unexplored and undiscovered ones, thus highlighting
the uniqueness of the company’s ecosystem. Staff members are better able to
embody and appreciate the characteristics of the company culture and reflect
this in their day-to-day work.
The Group takes pride in informing its employees of the Group’s contributions
to the community and has always shared its work reports in a highly transparent
manner. For instance, the company has continued to be at the forefront in
creating shared value (CSV), to help stakeholders meet the mounting challenges
during the COVID-19 outbreak, manufacturing and distributing face masks to
low-income families and disadvantaged groups, providing free anti-epidemic
materials to NGOs, and giving employees sufficient masks at work.

48


Click to View FlipBook Version