corporate management The Club s achievements in maintaining its levels of support to the community and continuing to upgrade its racing and betting services, all at a time of declining racing turnover, could not have been possible without sound corporate management and a dedicated workforce. During 2004/2005, further steps were taken to improve productivity and efficiency, enhance workplace safety and security, invest in new areas of skills training and open up new channels of employee communication.
CORPORATE MANAGEMENT Aug - Sep 04 Integrity starts at home As part of its ongoing commitment to upholding the highest standards of integrity throughout its activities, the Club presented all its full- and part-time employees with a Code of Conduct. The document consolidates the Club s policy on employee conduct as well as its responsibilities towards various stakeholders, including customers, suppliers, and the community. It also sets out employee obligations and the behaviour expected of them at work. Security Day Responsibility for protecting and maintaining Club facilities, assets and property, as well as ensuring the integrity of all Club information, rests not only with the Club s Security Department but its entire workforce. With this in mind, a special Security Day exhibition was staged at the Club s headquarters, giving staff the opportunity to update themselves on the Club s latest security facilities and information and learn ways to maintain good security in their daily routine. Oct 04 www.hkjcfamily.com portal. We are family.com A brand new channel for employee communications, www.hkjcfamily.com, was launched. The web site, accessible to all full- and part-time staff, provides Club news and updates and encourages participation in community programmes. In conjunction with the launch, an e-learning platform called eprofessor was also introduced, offering more than 30 online learning programmes. By the end of the 2004/2005 season, over 6,300 staff members had registered under eprofessor and some 130 online courses had been taken up. www.hkjcfamily.com eprofessor eprofessor Property goes 5S To further improve the working environment and enhance safety and efficiency, the Club s Property team introduced 5S, a widely-practised methodology originating in Japan. Aimed at creating and maintaining a quality environment within an organisation, 5S stands for Structurise, Systematise, Sanitise, Standardise and Self-discipline. Implementation reached a milestone in January 2005 when all teams involved completed their training and had their work successfully audited by the Hong Kong 5S Association. Winfried Engelbrecht-Bresges, Executive Director of Racing, presents the Property team with the certificate issued by the Hong Kong 5S Association. 54
CORPORATE MANAGEMENT Nov 04 A galaxy of awards The Club and its staff were honoured in many different ways during the year. In November, The Hong Kong Jockey Club was given the Partner in Charity Award by The Community Chest of Hong Kong in recognition of its strong support over the years. The Club s Annual Report 2004 was a winner in this year s International MERCURY Awards, where it was granted the Grand Award in the Best of Annual Reports. In March, MIS Asia magazine named the Club s Executive Director of Information Technology, Steve Beason, one of Asia s most influential IT leaders, citing the Club s achievements in managing its mission-critical betting systems, its use of IT in heightening the entertainment and excitement of racing, and the success of its mobile betting services. The Club has been ranked among the top three IT users in Asia for five consecutive years. In May, the Club s IT services team was named Integrated Support Team of the Year in the 2004 Customer Relationship Excellence (CRE) Awards organised by the Asia-Pacific Customer Service Consortium. The award acknowledges the Club s outstanding achievements in IT customer service and its excellence in delivering IT support to internal customers. MERCURY MIS IT Clockwise from top: Partner in Charity Award from The Community Chest of Hong Kong; Grand Winner, Best of Annual Reports, MERCURY 04 Excellence Awards; MIS Asia magazine March 2005 edition; Integrated Support Team of the Year from Customer Relationship Awards 2004. MERCURY MIS Asia 55
CORPORATE MANAGEMENT Lawrence T Wong (right), Chief Executive of the Club, presents a HK$10 million cheque to Stephen Chan Chi-wan (centre), General Manager, Television Broadcasting, Television Broadcasts Ltd in the fund-raising charity TV show Operation Relief 2005. Dec 04 - Jan 05 Moment of truth The Club was deeply saddened by the unprecedented tsunami disaster that struck South Asia. Within a short period, the Club and its employees mobilised their full resources to support a massive campaign to raise funds for relief services. As well as making its own pledge of financial support, the Club encouraged public and staff donations by offering to match them dollar-for-dollar up to a maximum of HK$10 million. Collection points were set up at Club Headquarters, all Off-Course Betting Branches, both racecourses and all clubhouses. In addition, charity TV shows were jointly organised with the Home Affairs Bureau and Television Broadcasts Ltd (TVB). A cross-functional team was set up with hundreds of staff from the Club pitching in to make the campaign a success - with the result that HK$53 million was raised. Feb - Mar 05 Serving the community In keeping with its commitment to charity, the Club seeks to play an active role as a responsible corporate citizen, with staff encouraged to take part in community service. In February, more than 100 Club staff put aside their office work to prepare a Chinese New Year s lunch in honour of 240 elderly volunteers who, despite being senior citizens themselves, donate their free time to help others. The Club was a key participant in the Hong Kong Flower Show organised by the Government s Leisure and Cultural Services Department. During the 10-day event, the Club s floral merrygo-round display brought pleasure to some 500,000 people. Schoolchildren feature the Club s merrygo-round display at the Hong Kong Flower Show Drawing Competition. 56
CORPORATE MANAGEMENT Apr 05 Hong Kong s favourite brand Mainland visitors voted the Club one of their favourite brands, earning the Club a Gold Prize. The large-scale survey was conducted during February and March 2005 when Mainland individual tourists were invited to vote for their most preferred Hong Kong brands or merchants. More than 88,000 visitors cast their votes. Investment in training The Club s most valuable asset has always been its people. A series of job-related training programmes is designed to equip staff with the skills needed to tackle future challenges. On-Course Betting Services introduced its 1,300 part-time employees to the Field Coaching Training Programme while Off-Course Betting Services tailor-made a unique personal development programme called Service with Pride for its frontline supervisory staff. Fire-fighting training was organised for the staff at the Happy Valley and STAFF COUNT Sha Tin Clubhouses, while six staff from the Club s Riding Schools undertook intensive training by the 04/05 03/04 4,275 4,204 18,490 17,447 Chief Riding Instructor and Senior Instructor to attain qualifications in horse handling, riding and teaching skills from the British Horse Society. 02/03 01/02 00/01 4,204 4,223 4,224 14,152 13,971 13,950 0 5,000 10,000 15,000 Full-time staff Part-time staff 20,000 25,000 Left: Over 750 managers and supervisors of the Club s OCBBs join the Service with Pride launch ceremony. Clubhouse staff take part in practical exercises on how to use fire extinguishers. 57
CORPORATE MANAGEMENT 35 Jun 05 Corporate Wellness Programme Our Corporate Wellness campaign continued, with hundreds of our employees this year taking up a 5-a-day, 5-a-week wholesome lifestyle challenge. The Challenge encourages participants to follow a healthy diet and to adopt a regular workout and relaxation routine. A new staff clubhouse, which will house a fitness centre, learning centre and restaurant, is being built at the Happy Valley Racecourse and is scheduled to open in September 2005. HONG KONG JOCKEY CLUB ORGANISATION Board of Stewards Executive Director, Finance Paulus S Lee Finance, Treasury Executive Director, Racing Winfried Engelbrecht-Bresges Racing Registry; Handicapping, Race Planning and International Racing; Racing Operations and Equestrian; Racing Laboratory; Veterinary Clinical Services, Veterinary Regulation and International Liaison; Racing Control; Apprentice Jockeys School; Property Chief Executive Lawrence T Wong Executive Director, Betting Henry S K Chan Executive Director, Membership Services Billy K C Chen Betting Services & Systems, Customer Management, Interactive Services, Telebet, Betting Services (On-Course), Betting Services (Off-Course), Football Betting Membership Services, Hospitality Services (Clubhouses and Racecourse Catering, Trackside Catering Projects) Executive Director, Charities William Y Yiu Charities, Archives, Racing Museum, Jockey Club Kau Sai Chau Public Golf Course Executive Director, Corporate Development Kim K W Mak Corporate Marketing, Market Research and Planning, Broadcasting Services, Public Affairs, Strategic Purchasing and Administration, Human Resources, External Relations Executive Director, Information Technology Steve W Beason Systems Development, IT Architecture, IT Infrastructure, IT Quality Control, IT Operations, IT Business Planning Executive Director, Security and Corporate Legal Services Timothy P McNally Security (Data, Investigations, Operations, Integrity Services), Corporate Legal Services (Legal Services, Corporate Secretariat) Audit 58
CORPORATE MANAGEMENT Safety in action The stable of Francis Lui was selected as the winner of the Safest and Best Housekeeping Stable Award for 2004/2005. The Award was introduced in 2003 as part of the Safety in Action Campaign to promote awareness of occupational safety in the Racing Division. The total number of occupational injuries at the Sha Tin stables has decreased by 29.9% in the past two years. Contributing to China s equestrian industry The Club is committed to assisting the development of equestrian sports in Mainland China by providing advice and training, as well as supplying retired racehorses. Since 1999, the Club has also provided substances control and testing for the annual National Flat Racing Championships. It will be offering the same service for the 10th National Games in 2005. This year, the Club exported 50 retired horses to two provinces. Our ongoing commitment to the Mainland has resulted in the appointment of the Club as the venue provider for the 2008 Olympic Equestrian events to be held in Hong Kong. Staff trained on Club s Responsible Gambling Policy The Club contributes, through a series of measures, to promoting responsible gambling practices, minimising the negative effects of problem gambling and discouraging and preventing under-age gambling. During the year, all frontline betting staff undertook training covering the Club s Responsible Gambling Policy and the importance of effective implementation of the Policy through access controls and appropriate customer interaction. All new employees were briefed on the Club s Policy. Responsible gambling practices were frequently covered in employee communications, web sites and newsletters. Refresher training and a staff vigilance campaign were used to help reinforce key messages. Salaries review Having increased our operational efficiency through a number of ongoing productivity measures, the Club is encouraged by the support of its staff and their continuing commitment to higher level of performance and productivity. In recognition of the staff s contribution and in line with the market, the Club approved basic salary increases to take effect from July 2005. The Club will continue to reward employee performance through discretionary variable performance awards. In general, employees who have performed up to standard will be eligible for an increase in basic salary and a discretionary performance award. Better performers will receive higher rewards in accordance with the Club s established practice of pay-for-performance. 59