K.Wah Construction materials LIMITED - 02 · 2019. 11. 8. · G2E Asia 2009 08 嘉華頭條 • ......

嘉天下通訊二零零九年七月第四十五期

02編者的話MESSAGE

FROM EDITOR

編輯委員會 Editorial Committee名譽總編輯：張嫚芸 ClaudiaCheung總編輯：謝淑芬 TeriChia編輯委員：鄭松雪 ShellyCheng 郭瑞儀 CarolKwok 鄺穎妍 VikkiKwong 李潔盈 ChristiLee 吳雪敏 ShelleyNg 杜國良 DerekTo 劉耀章 HughLau 黎嘉慧 TeresaLai 尹紫薇 QuinlyWan 甘家碧 CarrieKam 李天藍 TinaDiCicco 黃嘉寶 DaisyWong JoyceWeible 胡淑芬 VickyWu 鄒浩敏 BettyZou 梁霞 KellyLiang 葉建宇 AdoYip

嘉華集團K. Wah Group香港北角渣華道191號嘉華國際中心29樓29/F, K. Wah Centre, 191 Java Road, North Point, Hong Kong

《嘉天下通訊》乃嘉華集團出版之刊物，如欲轉載或引用本刊內容，請註明出處。K. WAH NEWS is published by K. Wah Group. Reproduction of any contents of this publication requires proper acknowledgment.

編者的話Message from Editor

「突破專業界線，走向無限」── 這是編者在本期《嘉天下通訊》的專題報導中得到的一點

啟發。看到幾位主筆在反覆討論這篇稿件的過程中，眼裏閃爍著對未來滿載憧憬的光采，

我深信，受訪者們彷如閒話家常般的回述，已在年輕心靈的某一個角落播下種子。同事所

展現的堅毅無懼、超越自我的信念，以及順勢而行的靈巧作風，更是浸濡多年方能孕育

出來，體現了獨有的嘉華精神與價值。我們期待在未來的日子裡，繼續發掘更多屬於嘉華的

故事，並與大家分享。

No Limit to Possibilities ── is not only the theme of this issue of K. Wah News, but also

a true inspiration for me. From brainstorming of ideas to realizing them, from interviewing

to putting the story together, our editorial team and myself are impressed by how

endless the possibilities are for those working at K. Wah. Growing with K. Wah for many

years has developed in them perseverance, aspiration for excellence and keen judgment

── which are uniquely the spirit and values of K. Wah that we all strive to attain. In the

coming issues, we will discover and share more encouraging stories about K. Wah and

its people. Hope you will be sharing yours with us one day!

謝淑芬Teri Chia

K.Wah News | July 2009 | Issue 45

03目錄

CONTENTS

22

06主席「嘉」書• 策略清晰　堅毅踏實　長遠致勝之道

LETTER FROM CHAIRMAN

• Direction and determination lay foundations for long term development

17「嘉」國大事

• 嘉華國際委任潘宗光教授及鄭慕智博士為董事• 香港肇輝台及廣州花都新華鎮機場 CBD第一期平頂• 銀河娛樂集團高管於G2E Asia 2009 分享現代化管理思維

K.WAH IN FOCUS• KWIH appoints Professor Poon

Chung Kwong and Dr Moses Cheng Mo Chi as Directors• Topping out of two signature

projects of KWIH • GEG’s senior executives share

management philosophy at G2E Asia 2009

08嘉華頭條• 突破專業界線　走向無限

K. WAH HEADLINES• No Limit to Possibilities

19 20

22「嘉」國情懷

• 「靜安呂志和希望小學」正式揭幕　嘉華集團與上海靜安區建交委攜手支持雲南教育• 銀河娛樂集團為義工增值帶領員工回饋社會• 嘉華集團為公益金籌得五萬港元• 美國酒店熱心公益　樂助社群

CORPORATE CITIZENSHIP• K. Wah Group partners with local

governments of Shanghai Jingan District and Yunnan Province to build Jingan Lui Che Woo School• GEG trains up volunteers to reward the society• K. Wah Group raises HK$50,000 for

Community Chest• US hotels spread love to community

26專家分析• 恆生指數估值大檢測

EXPERT VIEW• HSI valuation by Earnings Yield Gap Model

目錄CONTENTS

04


28傑出成就• 嘉寧薈榮獲時代報2009軌道「金牛獎」• 海景嘉福酒店榮獲「最佳管理培訓獎 - 卓越獎」• 海景嘉福酒店囊括兩項國際美食大獎• 銀河娛樂集團揚威澳門國際龍舟賽• 星際酒店榮獲「消費者最滿意酒店品牌」稱號• 美國酒店獲多項殊榮　團隊質素備受肯定

ACHIEVEMENTS• Shanghai Westwood II receives 2009

Golden Ox Award in Shanghai• ICGS awarded with HKMA certificate of excellence• ICGS garners two silver medals in 2009

Hong Kong International Culinary Classic• GEG triumphs in 2009 Macau International Dragon Boat Races• StarWorld awarded Best Hotel Brand for Customer Satisfaction • US hotels recognized for people excellence

4131 36

34新聞精點• 呂慧瑜獲頒授銅紫荊星章• 嘉寧薈「藝術點亮生活」帶動品味國際社區• 海景嘉福酒店與業界分享品牌增值之道• 海景嘉福酒店「意大利佳餚．美酒．爵士樂」之夜• 海景嘉福酒店再度款待國際藝術團體• 高達模型王雲集蘇豪東藝術畫廊• 星際品味坊呈獻「星級肥媽私房菜」

NEWS IN BRIEF• Paddy Lui receives Bronze Bauhinia Star• Shanghai Westwood II enlightens living with art• ICGS shares the value of brand equity• An evening of Italian jazz, food and

wine at ICGS• ICGS hosts world-class art performers • Gundam models exhibition at Art Gallery @ Soho East• “Fat Mama” cooks for guests at StarWorld

40員工天地• 銀河娛樂集團六名員工膺「2008年度之星」• 銀河娛樂集團全力支持「2009國際挑戰日」• 嘉華建材（華南區）「健康安全環保經驗分享工作坊」• 嘉華建材同樂會　員工活動樂趣多• 《嘉天下通訊》讀者意見調查

STAFF CORNER• Six GEG staff named the “Star of the Year – 2008”• GEG fully supports the 2009 International Challenge Day• KWCM (Southern China Region) organizes HSE sharing session• KWCM Social Club provides weekend fun• Reader Opinion Survey

32商管智慧• 生意策略．雙贏之道

BIZ WISDOM• Business strategy should be based on a win-win approach


05

主席「嘉」書LETTER FROM

CHAIRMAN

策略清晰　堅毅踏實　長遠致勝之道各位同事：

去年十月，我在此專欄中與大家分享金融海嘯之反思，短短幾個月間，全球經濟由極悲觀情緒，到如今逐步回穩，可見現今世界形勢變化之速，往往令人意料不及。

多元化投資　跨國企業持續發展關鍵業務投資的多元化及地域性分配，乃一間跨國企業持續發展及風險管理的重點所在。而嘉華集團多年來的發展策略，亦一直重視業務的多元化及投資地域的組合，是故集團業務不但跨越建材、酒店、娛樂及休閒和房地產行業，投資項目亦遍及北美、東南亞、香港、澳門及中國內地主要城市等等。踏入廿一世紀，集團之「大中華概念」尤其明確。

中國人的企業　大中華的概念嘉華集團之「大中華概念」，並非始於今天──我出生於中國，立業於香港，對兩個地方的感情都很深厚。記得我十多歲的青年時代，雖然身在香港，但凡有關中國抗戰以至共和國成立的新聞，我都非常留意。回顧中國近代的歷史發展，是一條充滿崎嶇的路，從封建走向民主、從無知走向文明、從貧窮走向發展，每一條路，都走得不易；期間中國人所經歷的辛酸，實不足為外人道。

由於心懷祖國，嘉華在80年代初適值中國改革開放之際，便開始進入內地投資，率先開展建築材料業務。記得那時香港與國內兩境的運輸車輛並不普及，過境限制嚴格繁多，為解決運輸問題，我們當時利用了一條連接兩地的輸送帶從深圳將混凝土運送至香港，構想可謂大膽創意！時至今日，跨境交通已暢通無阻，集團在國內的投資亦由混凝土發展至一系列石礦、水泥及環保建材等各類型產品，同時積極發展房地產、酒店、娛樂及休閒設施、服務式公寓等大型綜合項目，投資總數逾數百億元。嘉華集團在大中華區的業務投資，除了從經濟角度考慮之外，同樣抱著熱誠與盼望，通過對經濟建設之參與，見證現代新中國的經濟發展。

業務發展與國家建設策略共同進退今年三月，國際管理顧問公司麥肯錫（McKinsey & Company）發表一份題為《迎接中國城市十億大軍（Preparing for China’s Urban Billion）》的報告，勾劃出中國急速城市化的進程，將影響著國內未來二、三十年的經濟和社會發展：到2025年，中國將有近10億人口在城市居住，城市的經濟貢獻將佔國內生產總值的95%，提供近5億個就業崗位，並可實現中央政府預期於2020年人均國內生產總值翻兩翻的目標，與社會和人民分享經濟發展的美好成果。

縱使世界經濟環境千變萬化，我們深信中國的持續發展是必然的；與此同時，國家對於產品和服務水平的需求，亦會不斷提升，在環保、基建、商貿及生活環境等各方面，除了內需加強，亦將進一步與國際接軌。近年，嘉華已引進環保新科技和器材，以減低建築材料的生產耗能和避免污染。此外，好像集團在上海閘北區推出大型住宅項目嘉寧薈，不但提升整個閘北區的形象及環境質素，其銷售成績之理想亦反映人民對優質生活的追求。

兩年一小計、五年一大計　無懼經濟變化任何階段、任何形式的社會及經濟體系都必然存在變數，但只要策劃完善，以「大膽假設、小心求證」的科學態度，在知識和心理上均作好準備，困難都總有解決之途。我經常勉勵各個部門定下工作計劃和目標，尤其必須落實制度化的管理及採取審慎的理財策略，兩年一小計、五年一大計，將目光放遠，多思考、多計劃，便無懼風風雨雨。

嘉華集團主席呂志和

主席「嘉」書LETTER FROM CHAIRMAN

06


Direction and determination lay foundations for long term development Dear colleagues,

Last October, I shared with you some reflections in the midst of global financial crisis. In only a few months’ time, the global economy has steadily climbed out of the gloomy trough, which once again exemplified the unpredictability of the present-day world.

Diversification and balance are key to sustainabilityNowadays, diversification of businesses and geographical reach are critical for the sustainable growth and risk management of a multinational corporation. The Group has long pursued such strategy for years, with diversified businesses ranging from construction materials, hotel, enter tainment and leisure and proper ty; in diversified locations, including Nor th America, South East Asia, Hong Kong, Macau and major cities of Mainland China. Since the turn of the century, the regional focus on the Greater China has become more distinctive in the development of the Group.

K. Wah focuses on the Greater China regionFocusing on the Greater China region is not a novelty, but a heritage of K. Wah’s commitment to China, my bir thplace. As a teenager star ting business in Hong Kong, I strived to keep abreast of the happenings in the Mainland, from the World War II to the establishment of the People’s Republic of China. The history of China in recent decades has not been an easy one: from feudalism to democracy, innocence to civilization, pover ty to prosperity, which all in all are achieved with great endeavour, and great pain.

With an eagerness to contribute, K. Wah was among the pioneers to enter China’s market in the 1980s, with construction materials business as the first investment. At the time, as special licenses were required for cross border vehicles, we came up with a bold idea to transpor t concrete directly from Shenzhen to Hong Kong by a conveyor. Today, not only do we enjoy uninterrupted cross border traffic, K. Wah has also built a diversified business por tfolio in the Mainland, including construction materials, hotel, enter tainment and leisure and proper ty, investing tens of billions of dollars. Business presence of such depth and breadth is not driven only by economic benefits, but a passion to par ticipate in the making of the modern China.

Businesses go hand in hand with China’s developmentRecently, McKinsey & Company, a global management consulting firm, released a research repor t, titled Preparing for China’s Urban Billion, to illustrate the social and economic impacts of the rapid urbanization of China in the next two to three decades: By 2025, 1 billion people will be living in China’s cities; the propor tion of China’s GDP generated by cities will rise to 95% with 500 million jobs. It has also become attainable for the ambitious economic growth target set out by the Central Government of the PRC of quadrupling per capita GDP by 2020.


主席「嘉」書LETTER FROM CHAIRMAN

07

Evidently, China’s economy will continue booming with strong domestic demand. China is also keeping up with the world’s standards in all aspects, resulting in escalating demand for quality products and services. In recent years, K. Wah introduced advanced technology to minimize energy consumption and pollution in the production of construction materials. On another note, Shanghai Westwood II, our large scale residential development, has become a landmark of Zhabei District, Shanghai, promoting the district’s image and living conditions. The brilliant sales performance also indicated the people’s aspiration for quality life.

One cannot predict changes. One can only be prepared for them.We have to live with changes, in whatever stage or form of society or economy. How can we be ahead of them? First of all, get well prepared both in knowledge and mindset. Based on the principle of “making hypotheses with courage and seeking proofs with caution”, you will always find a way out in face of challenges. Therefore, I encourage every one of you and your team to set goals and work plans in the shor t to long term, and in par ticular, to exercise systematic management and financial prudence. With vision, planning and action, together we will stride on ahead of any uncer tainty.

Che-woo LuiChairman of K. Wah Group

08嘉華頭條

K. WAH HEADLINES

No Limit to Possibilities


嘉華頭條K. WAH HEADLINES

09

突破專業界線走向無限

No Limit to Possibilities今時今日，企業的競爭層面已不只在「硬件」上，而是主宰著企業競爭命脈的「知識」與「技術」，這些寶貴的資源都有賴人才去發掘和掌握，賦予企業持續發展的能力。嘉華集團透過跨業務界別的人手借調，集團的文化、知識與技能得以整合，員工亦能透過多元化的工作機會發揮所長。本期《嘉天下通訊》便訪問了幾位資深員工，他們在不同階段見證了嘉華集團的成長，並親身參與了不同業務的工作，甚至是跟自己原有崗位南轅北轍的任務。然而，要超越個人的「安全領域」跳到一個全新範疇，當中牽涉的溝通、適應與銜接問題，以及由文化、作風與習慣而衍生的種種矛盾，同事們又如何克服與調適呢？且聽他們現身說法。

Nowadays, competition in the corporate world is underpinned by knowledge and technology, rather than hardware, which have to be developed and sustained through human capital. At K. Wah, corporate culture, knowledge and skills are consolidated through cross-divisional postings of staff, who also benefit from these opportunities for new exposures. In this issue you will find company of several veteran staff who have witnessed the growth of the Group at different stages by personally involving in various business ventures, in some cases as total newcomers. Leaving one’s comfort zone is never easy, considering issues in communications, adaptation, transition, cultural differences, etc, so stay tuned as these K. Wah faithfuls share how they have managed to tackle the changes.




10

林偉明 Richard Lam嘉華國際集團有限公司項目董事 Director – Project, KWIH

Richard Lam has served the Group for almost 17 years now, with spells in Guangzhou, Shanghai and Macau before relocating to Hong Kong.

A fighting spirit: steering through against all oddsRichard was in charge of project management for a number of K. Wah’s landmark properties such as Parkview Place in Guangzhou, K. Wah Centre in Shanghai and, more recently, StarWorld Hotel in Macau. While he and his teams were under immense pressure to deliver, Richard was always able to handle such pressure calmly with a positive mindset, thanks to his vigorous athletic training in the early years, which has nur tured in him an undaunted fighting spirit underpinned by endurance, positive thinking and sharp judgement.

“To be professional is to give your very best as you try to overcome obstacles and complete your task,” said Richard, who believes that staff motivation always makes the difference.

The art of team work: accommodating differencesEfficient team work adds the spice to bring out the best of high-calibre staff. Having been an “expatriate” overseer at various regional offices, Richard stresses the importance of a pluralistic approach to personnel management, allowing people to be different and seeking to bring out the best of each individual.

In retrospect, Richard sees his regional appointments as opportunities for self-improvements. “I have learned how to step into other people’s shoes, to think more in others’ terms and less in my own. Getting our ego out of the way is the hardest battle of all. If we could manage that, we could almost achieve anything,” he concluded.

超越自我的運動家精神True Sportsman: We only Have Ourselves to Beat

2008年12月，林偉明領取了「15年長期服務獎」，他直言那是他在嘉華最難忘的時刻Collecting the 15 Years’ Long Service Award has been one of Richard’s best moments at K. Wah

由香港到廣州、上海、澳門，現在又回到香港，一轉眼，林偉明（Richard）已經跟嘉華成為17年的老朋友。

以鬥志衝破難關由早年的廣州嘉和苑，到近年的上海嘉華中心以及澳門星際酒店，每一個都是嘉華的標誌性項目，每一個都由Richard負責項目管理，他亦不時回味每一個奮鬥的片段。縱然每個項目都為團隊帶來極大的壓力，Richard卻能時刻保持正面而平和的心境，原來與他出身自運動員有莫大關係。年輕時的Richard乃游泳、滑水、潛水和攀石教練，更曾代表大學出戰游泳賽事。運動員的生涯不僅練就他非凡的鬥志與毅力，也培養出他樂觀積極的心態以及敏銳的判斷力。

他說：「遇上任何困難，只要能保持鬥心，不輕言放棄、不計較得失，盡心盡力完成任務，便是對公司和自己的專業有所交代。」他認為，如果一間公司有著充滿鬥志的員工，必定會成為實力最強的公司。

包容不同的意見與個性這一點，也是他積極擁護團隊精神的原因，他深深體會，團隊合作與溝通往往是困境中的出路。而曾經「空降」不同地區的Richard，又如何融入和帶領當地團隊呢？他分享道：「學會接受別人與自己的不同、包容不同的個性，合作起來會更愉快與融洽；同時要觀察入微，了解團隊特性，例如強弱之處，適當地部署人手，讓各人發揮所長。」

在嘉華多年，Richard體會到，轉變有助優化個人的眼光與處世能力，令自己更懂得融入別人、放下身段。他說：

「其實，每個人最大的挑戰來自『自我』，能克服內心的恐懼、自大、驕傲，像運動員般充滿鬥志，不斷超越自我，便堪稱無敵。」

鬥志SPIRIT


永不言倦的全港首位華人酒店主管The First Native-Chinese Hotel Manager in Hong Kong

11嘉華頭條K. WAH HEADLINES

柯梁健美 Jeannette Or嘉華國際集團有限公司　助理總經理 ─ 項目工程 Assistant General Manager – Special Projects, KWIH

Jeannette Or is truly a trendsetter : the first native-Chinese hotel manager in Hong Kong, a member of the team that kicked off K. Wah’s first hotel operation and the manager of K. Wah’s first hotel in the US. She was also voted the Best Housingkeeping Manager of an international hotel group out of thousands of colleagues when she served as its Director of Housekeeping (Asia Pacific). Jeannette joined K. Wah’s InterContinental Grand Stanford Hong Kong in 1979 and was posted to the US when the Group expanded its hotel network across the Pacific. She supervised staff training and once deputised as general manager during her 13-year spell in the US before returning to Hong Kong in 2000 to move into a new role establishing the Group’s regional procurement and advisory services.

New exposures as opportunities to learnJeanette welcomes the new appointment as she has been motivated by the desire to meet new challenges and repay the trust of the Company. “I really appreciate the top management for giving me the opportunity to run this depar tment that covers both the real estate and hotel sectors, not to mention the high-calibre team I have in support,” commented Jeanette as she shared her enthusiasm for the new assignment, which includes setting up a procurement team in Shanghai and defining its work process.

Breaking barriersJeanette is a sensitive player when it comes to cultural differences, having been posted to several destinations in Asia, Europe and Australia. “Most American employees, for example, are not in the habit of complying with rigorous management,” she recalled. “But a sincere manager who is ready to listen to others while adhering to fundamental principles will always be able to win over his or her colleagues at the end of the day,” said Jeanette.

Going the extra mile“Be not afraid of new ventures,” said Jeannette in an advice to younger colleagues. “It’s good to have given our best, but even better if we could break the limit and go for the extra mile,” she concluded.

柯梁健美（Jeannette）擁有許多個「第一」── 香港首位出任酒店主管的華人、參與籌備嘉華首家酒店開業的人員、嘉華在美國首家酒店的經理；早年服務於一個國際酒店集團亞太區房務總監，更當選該集團旗下1,600間酒店中的「最佳房務經理」。Jeannette於1979年參與嘉華旗下的海景嘉福酒店（前稱海景假日酒店），隨著集團的酒店業務於80年代擴展至美國，她亦順理成章被派駐當地，一待便是13年，期間曾負責集團所併購的10多間酒店的員工培訓、企業文化價值推廣及暫代總經理一職。直至2000年，Jeannette退下火線回歸香港，卻肩負起成立嘉華採購部的重任，主理集團在美國及大中華區的酒店及房地產業務之物料採購和顧問工作。

寓「轉型」為學習由熟悉的老本行投身新任務，全因喜歡接受新挑戰的個性使然，這種自我挑戰及受到賞識的滿足感，令Jeannette對工作的熱忱絲毫不減，最近她更在上海協助成立一支採購隊伍及設定工作流程，希望能建立一個完善和有質素的採購部，為公司培養更多專業人才，她說：「能獲得公司信任，給予機會去管理一個涉獵廣泛的部門，得到一班優秀的同事支持，實為最大的得着。」

以誠摯建立互信足跡曾踏遍日本、英國、法國、新加坡、馬來西亞、澳洲、菲律賓等地的Jeannette，最能感受工作上的文化差異，她舉例說：「例如美國人與香港人的工作模式有別，前者較少接受有紀律及嚴格的管理，加上背景、種族等因素之不同，故初期會遇到較多阻力及質疑。」Jeannette憑著真誠及耐性，以身作則，了解別人處境同時又堅守立場，終能打破隔膜，獲得合作夥伴的信賴與認同。

竭盡所能求突破她亦從不吝嗇與同事分享自己的經驗與知識，她鼓勵年輕的同事：「用心經營，勇於作多方面的嘗試，不要害怕困難。」不論做人做事，Jeannette都堅守自己的座右銘：「不止於盡我所能，一定要不斷求突破。」這樣才能超越自我，不斷進步。

信心CONFIDENCE


12


吳煜基 Johnny Ng銀河娛樂集團有限公司　總監 ─ 組織架構及機制 Principal – Organization and System, GEG

Johnny Ng is a fine example of K. Wah’s own breed of executives, starting as a management trainee and rising through the ranks into the senior management. He joined K. Wah 22 years

ago focusing primarily on the construction materials business, before being appointed in 2005 to oversee

key policies, guidelines and authority settings, and to review business processess and organization structures at Galaxy Entertainment Group Limited (“GEG”).

Driven by company’s trust to face new challengesJohnny had been previously involved in similar tasks while working with the construction materials division, but the gaming and entertainment business represented an entirely new experience. Thankful for the company’s trust in him, he decided to take up the challenge nevertheless. With strong commitment and extra efforts, he has been able to apply his expertise to his new position.

Like many of those who work away from their families, Johnny did struggle to strike a balance. He is still remorseful for not being able to keep his mother company after his father passed away in 2001, as he was set to leave for a Shanghai posting the month that followed.

At the end of the day, it’s the attitude that counts“We might not always be able to choose our own path; but we do have a choice in how to walk it,” said Johnny as he shared a piece of advice with his young colleagues. “Work with your heart. As long as you remain in the position, you need to be devoted, and work with passion and commitment,” he said. “One must also emphasize team work. You must have the team spirit in supporting others before expecting others doing the same to you. And, to be a team leader, one must know how to do that task and be prepared to walk an extra mile so as to appreciate what the difficulties are,” commented Johnny.

Humility and attention to details“Learn from mistakes and pay attention to details,” continued Johnny. “Make yourself trustworthy: be humble enough to admit and correct mistakes and meticulous enough to carry out instructions in detail,” he said.

吳煜基（Johnny）可謂由見習行政人員（MT）晉身管理層的成功例子之一，22年前，原於新加坡工作三年的Johnny加入嘉華，先後於旗下的建築材料業務不同單位擔任要職，2005年調任澳門銀河娛樂集團有限公司（「銀河娛樂集團」），專責制定公司政策、指引、工作流程等，並參與企業架構優化及職權釐定等。

重新起步純粹基於公司的信任Johnny早於任職建材業務時已參與企業發展的核心工作小組，對於企業架構與流程管理擁有相當經驗，然而要投身一個新興行業，一切便需要重新適應與學習，Johnny卻認為：「假如公司相信我能勝任，為何我不能拿出信心肩負新任務呢？」憑藉這份勇氣與決心，Johnny積極向身邊的老行尊、管理專家討教運作流程，並密切留意行業動態，逐步把他的管理知識與技能應用於新崗位上。

長駐外地，不少人要面對的是家庭與事業之間的平衡，早年調職上海的Johnny深有同感。2001年，在他往上海履新前一個月，父親突然辭世，他卻要硬著頭皮告知母親他快要離港工作，無法陪伴年邁母親度過喪偶之痛，內心的歉疚教他難以忘懷。

工作態度主宰成就人生的經歷往往在人的掌握之外，工作態度卻完全是個人選擇，Johnny願與年輕一輩的同事分享心得：「首要是用心工作，即使目前的工作不一定是你的終身職業，只要你在其位，便得全情投入；其次是重視團隊精神，要別人樂意協助你，首先你要主動幫助別人，群策群力才能發揮團隊力量。另外，要成功帶領一個團隊，凡事必親力親為，了解工作的性質與竅門，一旦遇上困難方能適時指揮大局。」

虛心與細心同等重要他續說：「從錯誤中學習往往是寶貴的經驗，不用害怕或隱瞞錯處，虛心向上級求教改善的辦法，切實糾正錯處才是上策。另一方面，要巨細無遺地執行上司的指令，適時『補位』，才能贏得別人的信任。」

與集團並肩同行逾20載Rising Through the Ranks: Two Decades of Fruitful Work

決心DETERMINATION

13嘉華頭條K. WAH HEADLINES


John（左二）攝於2009年星際貴賓會新春晚宴John (2nd from left) at the spring dinner 2009 of StarWorld VIPClub

由行政人員化身貴賓廳主管From Office Administration to VIP Gaming Operations

歐中安 John Au銀河娛樂集團有限公司　業務發展 – 高級副總裁 Senior Vice President – Business Development, GEG

Formerly an executive in personnel management, John Au took on a significant turn in his career by assuming a business development role in the VIP operations of StarWorld, after he was posted to Macau in 2003 to assist in preparing for the launch of StarWorld. Prior to that, John was an experienced administrator and personnel manager having worked in the public sector before joining K. Wah in 1994.

Working hard to succeed in new venturesJohn admitted that he had spent a large amount of time and effort to familiarize himself with the gaming business. “It is imperative that StarWorld stays tuned to the market as it competes against some of the world’s leading players in the industry,” he explained. The only solution, according to John, is to learn from industry peers through diligent work.

John was on guard against complacency as he and his team were dubbed The Best Marketing Team after StarWorld VIP had emerged with strong market shares in a short span of three years. “We are not after sky-rocketing growth, although we aim to be at par with our competitors,” said John.

The “will do” mentalityIn retrospect after six years in Macau, John was grateful to the company for this opportunity to try something new. “The company’s trust is a strong motivation,” he said. “Adapting to changes is never easy, but with a “will do” mentality, we will eventually get the results we want,” concluded John.

行政及人事管理與娛樂場業務發展看似是風馬牛不相及的工作，對歐中安（John）而言，卻是事業發展的一個里程碑。由早年任職公營機構，至1994年加入嘉華集團，John於行政及人事管理方面早已累積深厚的經驗，隨著銀河娛樂集團的誕生，John於2003年被委派至澳門參與開業的前期工作，除了負責原有的管理職務，亦一直兼顧公關及政府關係等工作，近年更專責星際娛樂場貴賓廳的業務發展。

大膽嘗試，用心學習由熟悉的地產及建材行業轉至娛樂休閒事業，John坦言花上許多時間去學習和觀察，他說：「澳門娛樂市場競爭激烈，對手都是世界一流的營運商，擁有廣泛的業務網絡和強大的品牌優勢，星際酒店作為後起之秀，時刻要保持高度的市場觸覺，知己知彼。」他謙稱惟有將勤補拙，深入了解行業的運作，尤其同業的設施與服務，發掘可以借鏡的地方。

而經過短短三年時間，星際酒店貴賓廳的市場份額一直保持驕人成績，更被廳主喻為最佳市場策劃團隊，對此，John不敢自滿：「我們不求突飛猛進，但會努力提升服務水準，鞏固星際酒店的地位，冀與對手平起平坐。」

「can do」不如「will do」而在澳門工作了六年的John，回想當年的抉擇，他認為要感謝公司給予機會和支持，既然公司願意放膽讓同事作新嘗試，何不把這份欣賞轉化為動力？他說：「轉變難免帶來適應的問題，但只要自己亦能放膽嘗試，多花時間學習，則凡事都可通達。我深信『will do』較『can do』來得積極，有行動才會帶來改變。」

毅力PERSEVERANCE


Eva Ngai has a special link with K. Wah, having been thrice hired by the Group during the past

17 years. She first joined K. Wah in the early 1990s before migrating to Australia. On returning she was engaged by the company again in 2003 to head the Corporate Affairs Department, Eastern China. Her third spell came in 2009 as she was charged with the resettlement of Shanghai projects and government relations.

Eva welcomes challenges and sees every turn in her career as an opportunity for improvement. While her repeated appointments have been underpinned by a strong affection for the company, she highlights “humility”, “diligence” and “harmony” as she sums her tenures with various depar tments.

HumilitySpeaking on humility, Eva said: “We can and we should learn from every task and every one along the way. The knowledge and experience gathered through this process will form a cluster that unites people around in a special way.”

DiligenceEva is an advocate for the five aspects of diligence. “We should be industrious in the eye (paying attention to changes), in the ear (listening to different views), in the mouth (be not ashamed of asking), in the brain (thinking thoroughly) and in the hand (taking actions),” she explained.

Harmony in diversityEva believes that one of the most important roles of a manager is to foster unity and create a harmonious environment. “This will facilitate free flow of ideas and thoughts, more effective cooperation and more efficient fulfillment of individual roles,” she said. “In harmony, unity will be fostered while diversity can also be maintained,” concluded Eva.

十七年以來，魏憶凡（Eva）先後「三進」嘉華集團，肩負不同的工作。她於90年代初加入嘉華，參與項目發展、市場調研、合作談判、政府關係協調等工作，後移居澳洲；2003年回國後重返嘉華，主管華東地區企業事務部；2009年再度加入嘉華，肩負上海項目的動遷與政府關係等工作。

自言喜歡富挑戰性工作的Eva，視每一次轉變為累積經驗、完善自我的過程，從而不斷提高自己解決問題的能力。「三進」同一家企業，是少有的例子，Eva與嘉華的感情毋庸置疑，然而，歷經若干個部門，她最深的體會莫過三個字：一是「謙」；二是「勤」；三是「和」。

謙虛求教Eva認為「謙」是一種態度；「勤」是一種歷練；「和」是一種氛圍。三者所形成的「合力」，通過身體力行，讓人獲益良多。她說：「在工作中和協調社會關係中秉承謙虛的態度，可隨時隨地虛心求教。把工作範圍涉及到的各種關係都作為拜師求解的路徑，由此搭建的經驗學問平台，也變成一股向心力，團結周邊所有的人。」

業精於勤至於「勤」的實踐，Eva強調的是一種實事求是的精神：「在工作中要做到『眼勤』（關注變化）；『耳勤』（兼聽則明）；『口勤』（不恥下問）；『腦勤』（深思熟慮）；『手勤』（付諸行動）。」把「五勤」應用於工作中，就能逐漸形成一套行之有效的工作方法。

和而不同作為管理者，Eva認為其中一個重要任務是推動團隊的凝聚力，令團隊內外的工作環境和諧運轉，才能有利於任務與目標的形成。Eva說：「和諧的工作環境既有利於集思廣益，又有利於精誠合作；思想一旦統一，每一位置身於輕鬆的工作系統內的人員，便能立刻進入到各自的角色，把控好各自負責的有關工作。」可見「和」是求同存異的過程，是大方向、大目標的基本。

魏憶凡 Eva Ngai嘉華（中國）投資有限公司　對外協調總經理 General Manager – External Coordination, K. Wah (China) Investment Co., Ltd.

「謙」、「勤」、「和」—「合力」的工作心得The Synergy of Humility, Diligence and Harmony


14 15嘉華頭條K. WAH HEADLINES

誠摰SINCERITY



14 15嘉華頭條K. WAH HEADLINES

積極迎向高速發展的未來Gearing Up for the Future

李志賢 Leo Lee仕德福酒店國際集團　總經理 General Manager, Stanford Hotels International

Nothing else underlines Leo Lee’s philosophy more appropriately than K. Wah’s core values of pursuing improvements and advancements. Having worked with K. Wah for 16 years, Leo is currently responsible for the coordinated management of the three hotels of the Group in Hong Kong, although he was posted to Shanghai last year on a short term basis to assist in the planning of a serviced apartment project, while also involving in management contract negotiations for K. Wah International Holdings Limited’s (“KWIH”) first hotel in Guangzhou.

Staying tunedIt’s par t of the job for Leo to monitor closely market situations, such as the application of information technology. “With the Internet, patrons from anywhere in the world can book in with us or any competitor, so competition grows as well as business,” he explained.

Balanced thinkingAccording to Leo, a cer tain international hotel group generates close to 50% of its revenue from online sales. However, it is also important to keep balance, that is, to give sufficient consideration to other factors, such as cost efficiency and long-term benefits.

Making pro-active changes“It’s better to make changes on a preemptive basis than to be forced into doing so,” said Leo. Sometimes the staff will have problems adapting to these changes, and such problems could only be resolved through effective communications that explain why those changes are necessary, complemented by proper training. “Doing one’s job properly is the bottomline, although even this is not as easy as it sounds,” concluded Leo, in a reference to Chief Executive Donald Tsang’s pledge to “do his job.”

嘉華的核心價值之一乃「追求日新月異的科技，改善專業知識與技能，務求與時並進」，已於集團旗下酒店業務服務16年的李志賢（Leo），思維與作風正好與此理念不謀而合。Leo專責集團於香港的三間酒店的管理與協調，代表業主方監管業務表現以及規劃收支預算等。他亦不時為集團其他業務部門貢獻其專業知識，去年他便被派駐上海半年，為嘉華國際集團有限公司（「嘉華國際」）的服務式公寓項目成立專案小組，並就市場調研、定位、物色夥伴等工作提供顧問服務，同時兼顧嘉華國際於廣州首家即將開業的酒店之管理合約事宜。

與時並進，先知先覺作為資深的酒店管理專才，Leo密切留意行業生態的種種轉變。而近十年以來，資訊科技的高速發展和應用，令他意識到傳統經營模式正起著結構性的轉變，他說：「經過數十年的發展，酒店業已步入成熟階段，互聯網的普及，令行業的競爭層面擴展至全球。試想想，客人安坐家中已可瀏覽所需資料，甚至即時預訂房間，新媒體帶來的業務優勢不能小覷。」

全盤考慮，平衡利弊他舉例說，有一家國際知名的連鎖式酒店集團，透過網上進行的銷售收入已接近總收入的一半。但他強調，凡事最重要講求「平衡」，必須從多角度權衡利弊，他解釋：「迎合趨勢不等如盲目跟風，合乎成本效益和長遠規劃為要。」簡單如更換客房內的等離子電視機，並非單單一個去舊迎新的過程，而是牽涉到裝修、線路與大廈設備的重新配置，非要作出全盤考慮不可。

迎合趨勢，主動革新Leo認為，機遇與挑戰往往伴隨著轉變而來，以正面的部署迎合轉變，可免卻為勢所迫的窘境。然而，工作流程的革新有時會產生員工的適應問題，例如多年前推行全面電腦化的過程便經歷過一些矛盾，幸而最終都能成功，Leo解釋：「要令員工樂意接受改變，我們必須把改變的目標和好處清楚地溝通，並提供合適培訓，幫助他們在

思維與技能上作出配合。」Leo笑說特首所言「要做好一份工」一點也不容易，卻是基本態度，「不患無位，患所以立；不患莫己知，求為可知也。」他願與各位同事並肩前進。

創新NOVELTY



16

Benedict Wan is a fine example of the versatile manager who constantly upgrades himself. He was posted to Guangzhou in a sales and marketing position after joining the properties division of K. Wah Group in the 1990s as management trainee. Then in 2003, he became one of the first K. Wah people to help set up a GEG base in Macau. With eagerness and enthusiasm, Benedict was learning a new trade at every turn. “All-roundedness has become a dominant trend and we have to learn new knowledge and skills in order to leverage new opportunities,” he said.

Conscientiousness and knowledge: answer to any challengeAt GEG, Benedict has been involved in quite a number of positions: tenancy, public relations, marketing and, more recently, premium marketing. While every task was challenging in its own special way, the birth of StarWorld Hotel remains the exciting project he has taken part in. During the early months of operation, he stayed at the gaming hall every evening until the early hours to talk to patrons and operators, gathering valuable information that he readily shared with his colleagues.

Research-mindednessBenedict is an enthusiastic learner who has completed a master’s degree in financial analysis as well as a course on the gaming industry at the University of Nevada. He even reinforced his aptitude for learning by drilling daily-life skills such as cooking, which has the added advantage of enhancing family life by cooking new dishes for his beloved ones.

A dynamic company for a versatile managerBenedict characterized his 15-year spell with K. Wah as an ongoing dance: “New steps are being introduced all the way, while the dancing partners gesture in growing tandem,” he reflected. Benedict also concurred with the top management’s strategic moves: “In Macau’s tourism sector as well as in the property market of Mainland China, K. Wah has been among the first movers.” This dynamic company seems to be the perfect partner for Benedict, who shows no less than dynamism in his work.

持續不斷的學習、更新與改進The Case of Continuous Learning and Upgrade

溫子瑛 Benedict Wan銀河娛樂集團有限公司　國際尊尚市場發展　助理副總裁 Assistant Vice President – International Premium Market Development, GEG

以「靈活進取，好學不倦」來形容溫子瑛（Benedict）的個性最適合不過。90年代加入嘉華集團香港地產部當MT，後被派駐廣州參與物業銷售與市務工作，2003年成為銀河娛樂集團在澳門的「先頭部隊」之一，Benedict在每一個階段都孜孜不倦地學習、更新與改進，他認為：「通才乃大勢所趨，必須不斷學習新知識與技能，努力裝備自己，當機會降臨時便能好好把握。」

以勤奮和知識迎接挑戰單單在銀河娛樂，Benedict的職務已有幾番轉變，從最初身兼招商、公共及投資者關係、市務推廣等工作，到近期回流香港負責尊尚市場的拓展，他都以「充滿機遇，無限挑戰」來形容，其中，星際酒店的誕生最教他難忘。而在開業初期，他連續多月在娛樂場「留守」至凌晨時份，與客戶、業者作交流，希望能吸收別人所長，再與同事們分享。

凡事抱研究精神Benedict天生有一顆求知的心，繼大學時期以優異成績取得工商管理學位，後來再攻讀財務分析碩士課程，早前再修讀了美國內華達洲大學的博彩課程，此外，日常生活的細節也成為他的學習素材，Benedict說：「我喜愛烹飪，平日到餐廳用膳，吃到美味的菜式，我會求教於廚師，然後回家『實習』。」原來，這不僅是他自我訓練的一部分，更是透過為家人烹調美食維繫和諧關係的方法。

欣賞富生命力的公司在嘉華集團瞬間快15年，他感覺與公司的關係有如「舞伴」，舞步不停的轉變，默契不斷的提升，他樂意跟隨領導層的方針，因為他認為：「管理層眼光獨到，不僅覷準澳門旅遊市場的高速發展，早於90年代初，當其他港商還未積極進軍內地地產市場之時，嘉華已率先積極投資。」時至今日，他感覺公司仍極富生命力，故他亦從不懈怠，時刻保持「不怕吃虧，不懼吃苦，不要抱怨」的態度，繼續衝刺。

知識KNOWLEDGE

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「嘉」國大事K.WAH IN FOCUS

嘉華國際集團（「嘉華國際」或「集團」）董事局於2009年8月1日正式委任香港理工大學（「理大」）榮休校長潘宗光教授（GBS, PhD, DSc, 太平紳士）為集團之獨立非執行董事，而香港董事學會之創會主席鄭慕智博士（GBS, OBE, 太平紳士）則為非執行董事。

K. Wah International Holdings Limited ("KWIH" or "the Group") proudly appointed Professor Poon Chung Kwong, GBS, PhD, DSc, JP, the President Emeritus of The Hong Kong Polytechnic University (“PolyU”) as an Independent Non-executive Director, and Dr Moses Cheng Mo Chi, GBS, OBE, JP, the founding chairman of the Hong Kong Institute of Directors, as a Non-executive Director of the Group on 1 August 2009.

潘教授在香港致力推動大學教育四十年，歷任香港多個政府、工商界及教育界委員會主席及委員，自1998年起擔任全國政協委員至今，並於2002年獲香港特區政府頒授金紫荊星章 (GBS)。而鄭慕智博士乃香港胡百全律師事務所之首席合夥人，歷任香港立法局議員、香港聯合交易所有限公司主板上市委員會主席及創業板上市委員會主席，並於1999年獲香港特區政府頒授金紫荊星章(GBS)。

嘉華國際主席呂志和博士對於潘教授及鄭博士之加盟感到非常榮幸，他表示：「嘉華國際近年來正處於積極發展的階段，特別是集團正致力在大中華區發展綜合優質地產項目，因此需要引進具備戰略思維及國際視野的專業人士，為集團之可持續發展出謀獻策，提升企業管治水平，協助制訂長遠發展目標。」

呂博士讚揚潘教授是一位具備商業觸覺和學術成就的傑出學者，任職香港理工大學校長十八年間，成功率領理大成為國際知名的大學，並在推動校企合作方面作出卓越貢獻。而鄭博士作為香港董事學會之創會主席，對良好企業管治具有深厚認識。呂博士深信兩位傑出領袖的加入對於集團未來進一步優化管理架構、提高企業競爭力，將大有助益。

Professor Poon has been contributing to the advancement of tertiary education in Hong Kong for 40 years. He had chaired and sat on different government, business and industrial, and education committees. Since 1998, he has been a member of the National Committee of the Chinese People’s Political Consultative Conference. Professor Poon received the Gold Bauhinia Star (GBS) in 2002. Dr Cheng is a senior partner of the solicitor firm P. C. Woo & Co.. He was a member of the Legislative Council of Hong Kong for many terms and chairman of the Main Board Listing Committee and Growth Enterprise Market Listing Committee of The Stock Exchange of Hong Kong Limited. Dr Cheng received the Gold Bauhinia Star (GBS) in 1999.

KWIH Chairman Dr Che-woo Lui said, “The Board of Directors is honoured to have Professor Poon and Dr Cheng to join us, at the time when KWIH is forging ahead for a robust growth as the Integrated Quality Property Developer in the Greater China region. Supported by such reputable advisors with strategic mindset and global perspective, we are confident that those aims to maintain sustainable growth, reinforce higher standard of corporate governance and formulate long term corporate strategy would be more attainable.”

Dr Lui believes the joining of the distinguished community leaders will fur ther enhance the Group’s management strength. An academic of outstanding achievements and a leader of shrewd business sense, Professor Poon’s 18-year leadership has turned PolyU into a top-tier university worldwide. He is also well recognized for his contribution in fostering school-enterprise par tnership. Nonetheless, Dr Lui commented that the profound knowledge in corporate governance of Dr Cheng, founding chairman of The Hong Kong Institute of Directors, will be instrumental to the Group’s overall development.

嘉華國際委任潘宗光教授及鄭慕智博士為董事KWIH appoints Professor Poon Chung Kwong and Dr Moses Cheng Mo Chi as Directors

鄭慕智博士Dr Moses Cheng Mo Chi

潘宗光教授Professor Poon Chung Kwong


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19「嘉」國大事K. WAH IN FOCUS

香港肇輝台及廣州花都新華鎮機場CBD第一期平頂Topping out of two signature projects of KWIH

嘉華國際於中港兩地開發逾十個大型及優質地產項目，工程正進行得如火如荼。其中，香港東半山司徒拔道肇輝台6號及廣州花都新華鎮機場CBD第一期的酒店項目已分別於2009年6月及5月平頂，預計可於2010年如期落成及推出。KWIH is well progressing for its premium properties in Hong Kong and Mainland China. Among the portfolio of more than 10 projects, No. 6 Shiu Fai Terrace, Hong Kong, and the hotel portion of Guangzhou Huadu CBD project were topped out in June and May 2009 respectively. Both properties are expected to be completed and launched in 2010 as scheduled.

No.6 Shiu Fai Terrace: setting new benchmarks for luxury propertiesSituated on Mid-level East, No. 6 Shiu Fai Terrace is another signature luxury residential project of KWIH. Featuring the exquisiteness of French architecture, the project enjoys the privilege of being the only new development in the district that provides low rise apar tments of over 3,000sq ft. No. 6 Shiu Fai Terrace offers a 15 storey building with 24 units, including 4 special units with a private garden and a swimming pool, which will definitely stand out in the luxury market upon its launch in 2010.

Huadu Airport CBD project: KWIH’s first hotel developmentA new initiative of KWIH, the 5-star business hotel will be launched in Huadu, Guangzhou, in the second half of 2010. Situated at Yingbin Road, CBD area in the vicinity of New Baiyun International Airport and the planned Metro extension no. 9, the hotel is well positioned to capture future business opportunities. With over 300 guestrooms, spacious meeting, convention and F&B facilities, and a multitude of leisure facilities, the hotel will be managed by Crowne Plaza. The distinguished architecture design and landscaping are expected to make the hotel a landmark in Huadu.

嘉華國際旗下廣州花都皇冠假日酒店，是花都區首間由國際品牌管理的五星級酒店Crowne Plaza Guangzhou Huadu Hotel is the first hotel in Huadu managed by top global hotel brand

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肇輝台6號位置優越，貨源罕有，備受市場期待With its prime location, Shiu Fai Terrace project draws market attention

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香港肇輝台6號　豪宅市場新焦點嘉華國際精心策劃的豪宅項目肇輝台6號，坐落港島東半山傳統豪宅地段，採用法國古典建築風格，是區內罕有提供逾3,000呎大單位的低密度分層豪宅。項目樓高15層共24個單位，其中四個特色單位更設有獨立戶外花園及泳池，預計於2010年推售，勢必令市場矚目。

嘉華國際首個酒店項目　進駐廣州花都嘉華國際首個酒店項目將於2010年下半年於廣州花都區開幕，此五星級商務酒店位於花都區商務核心地帶──迎賓大道，鄰近新白雲國際機場及即將動工興建的地鐵九號線，佔盡地利之優。項目包括300多個客房、大型會展及餐飲設施以及多元化的休閒配套，將由皇冠假日酒店管理，配以新穎獨特的外觀及園林設計，落成後將成為花都區的標誌性建築。


「嘉」國大事K. WAH IN FOCUS

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銀河娛樂集團五名管理層獲邀出席於2009年6月2日至4日在澳門舉行的2009亞洲國際博彩博覽會 (G2E Asia 2009)，分享集團於澳門的業務發展、人力資源、社會企業責任等方面的成功經驗，為業界的長遠發展注入創新思維。

銀河娛樂集團高管於G2EAsia2009分享現代化管理思維

鞏固根基助持續發展銀河娛樂集團集團財務總裁戴力弘以「融資：市場困難下的資本支出」為題，分享銀河娛樂集團於2007年，如何憑藉清晰的發展藍圖和市場定位，成功引入全球最大型私募基金之一Permira Funds為策略性股東，不但鞏固銀河娛樂集團於澳門博彩市場的地位，亦為股東帶來理想的回報，創造多贏局面：「是次結盟為銀河娛樂集團帶來龐大的淨現金，並為銀河娛樂集團於路氹的Galaxy Macau第二、三及四期發展提供穩健的根基。」星際酒店及娛樂場營運總裁簡浩龍亦詳談如何保持業務的持續發展，他認為先決條件是要因應當地文化而調整經營模式，以迎合不同市場顧客的需求，從而維持業務的持續性。

優秀團隊提升競爭力隨著經濟環境變化，市場的競爭變得更為激烈，銀河娛樂集團深信，人才質素是令集團在芸芸對手中脫穎而出的關鍵。銀河娛樂集團人力資源及行政高級副總裁馬嘉添於「如何建立優質團隊」的研討會中，闡述銀河娛樂集團的人力資源管理策略：「透過推行各種培訓計劃提升員工的專業知識和技能，提供具亞洲特色的國際級現代化服務。此外，我們提倡獎勵

和欣賞文化，因此每年設有『年度之星』計劃，對優秀員工加以鼓勵。我們亦支持員工自發組織參與社會公益活動，如義工探訪、龍舟比賽等，增加員工的凝聚力和歸屬感，從而建立團隊精神。」

落實企業社會責任銀河娛樂集團負責任博彩合規經理麥傑斯於「當玩樂不再快樂：亞洲博彩業面臨負責任博彩的挑戰」論壇中，跟與會者討論有關博彩失衡及於亞洲推行責任博彩所面對的困難，並分享銀河娛樂集團的負責任博彩計劃之成功要訣。麥傑斯表示：「作為澳門首間實施負責任博彩之企業，銀河娛樂集團成功地推出一系列的培訓及指引，提升員工及顧客對問題博彩的關注，及維持博彩業對澳門經濟及社會正面發展，履行企業公民責任。」

亞洲國際博彩博覽會為每年於澳門舉辦的大型亞洲博彩娛樂的展覽及會議，今年參加者來自全球20個主要城市，人數逾4,300人。銀河娛樂集團投資者關係總監賈文尼獲邀擔任顧問委員會成員，能參與籌備此博覽之研討會，賈文尼深表榮幸：「希望業界能攜手合作，為澳門的可持續發展作出貢獻，打造澳門成為亞洲國際級娛樂城市。」

相片由GlobalGamingBusiness雜誌之RogerGros提供Courtesy of Roger Gros of Global Gaming Business


21「嘉」國大事K. WAH IN FOCUS

GEG’s senior executives share management philosophy at G2E Asia 2009Five senior executives of Galaxy Entertainment Group (“GEG”) were invited to be guest speakers and advisors at the Global Gaming Expo Asia (“G2E Asia 2009”) held in Macau from 2 to 4 June 2009 resulting in GEG gaining a very high level of exposure. In the forums, they shared their experiences and insights into GEG’s business development, human resources management and corporate social responsibility in support of a steady growth and maintaining business sustainability in the gaming industry.

Consolidated position contributes to business continuityRobert Drake, Group Chief Financial Officer of GEG, led the session “Finding Finance: Capital Expenditures in a Difficult Market” and explained how GEG successfully par tnered with Permira, one of the world’s largest private equity groups in 2007. This investment not only endorsed GEG’s strategy and positioning but was beneficial to the stakeholders, “The par tnership with Permira helps bring an immense net cash injection to GEG and provides the foundation for the future development of phases two, three and four of Galaxy Macau in Cotai.” Ciaran Carruthers, Chief Operating Officer of StarWorld Hotel, elaborated on the knowledge required to understand the political and cultural differences in various new gaming markets opening in Asia.

Quality team enhances competenceCompeting in such an intensive market amidst the global financial crisis, GEG firmly believes that quality of staff is the key to success in the service industry. In the conference named “The Labor of Labor : Building a Quality Team”, Trevor Martin, Senior Vice President, Human Resources & Administration of GEG, explained, “Our all-round staff trainings target to improve the team’s professionalism and expertise in building a cohesive and service-oriented workforce. We also value our staff ’s performance and therefore “Staff of the Year” awards were initiated and presented to outstanding team members annually. In

addition, encouraging our staff to par ticipate in community services such as voluntary visits and dragon boat races helps build up strong team spirit.”

Fulfilling corporate social responsibilityPanos Makridis, Responsible Gaming & Compliance Manager of GEG, reviewed the unique challenges of establishing responsible gaming programmes in Asia in the workshop “When the Fun Stops: Responsible Gaming Challenges in Asia”. He also highlighted the success of GEG’s responsible gaming programme, “Being the first gaming facility operator in Macau that initiated such a programme in-house, GEG successfully launched a series of training and guidelines to arouse its staff and customers’ awareness of problem gaming. Besides, promoting Macau’s economic and social development is of equal importance to a responsible corporate citizen.”

G2E Asia is an annual international gaming conference and exhibition held in Macau and dedicated to the Asian gaming market. This year it attracted over 4,300 gaming industry professionals from 20 cities attending the event. Peter Caveny, Principal, Investor Relations of GEG, was a member of the Conference Advisory Board of G2E Asia 2009. “Our aim is to define Macau as the international Asian gaming and enter tainment city. We want industry leaders to work together to grow the Macau gaming market in a sustainable and managed fashion. Macau is uniquely positioned to be Asia’s enter tainment centre.” said Peter.


22 「嘉」國情懷CORPORATE CITIZENSHIP

「靜安呂志和希望小學」正式揭幕　嘉華集團與上海靜安區建交委攜手支持雲南教育

2009年6月15日的早上，雲南省曲靖市麒麟區三寶鎮雅戶村靜安呂志和希望小學（「靜安呂志和希望小學」）傳來鏗鏘的敲擊樂聲響，小學生組成的樂團與全體師生和當地政府人員整裝待發，列隊歡迎嘉華集團（「集團」）與上海市靜安區建設交通委員會（「靜安區建交委」）代表團遠道而來見證學校之落成啟用。

嘉華集團企業事務總經理謝淑芬及上海嘉申房地產開發經營有限公司高級經理馮建群與集團一眾員工代表，連同靜安區建交委黨工書記張愉，在曲靖市人民政府副市長饒衛、曲靖市委組織部副部長李建華、曲靖市建設局副局長方玉谷的陪同下，眾人先參觀新落成的綜合樓，隨後一同主持靜安

呂志和希望小學揭幕儀式。

跨地合作強化教育靜安呂志和希望小學乃由集團捐資人民幣50萬元，加上曲靖市麒麟區人民政府自籌資金，共同捐建校內基本設施；與此同時，靜安區建交委以合作伙伴形式，由單位幹部職工資助校內30名貧困學生。

嘉華集團代表謝淑芬於會上致詞，轉述了集團主席呂志和博士致力推動教育發展的熱忱，並感謝各方的貢獻和努力：「教育是一項百年樹人、任重道遠的工作，需要社會各界的參與。是次捐獻項目開創了全新的合作模式，三方懷著共同的信念，攜手強化國家的基礎教育。」靜安呂志和希望小學學生代表亦向到訪嘉賓致謝：「感謝所有人的關心和付出，我們將努力學習，回報社會。」

上下一心回饋祖國除了出席典禮外，集團代表亦把大批由嘉華國際上海地產部同事捐贈的圖書及文具送予學生們，其中還包括一些由集團員工親筆寫上鼓勵說話的賀卡，希望他們能珍惜學習的機會。秉承呂博士一貫提倡的興學強國之理念，今後集團和員工將繼續關心學生們的學習和成長，為祖國的教育事業出一分力。


23「嘉」國情懷CORPORATE CITIZENSHIP

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Led by Teri Chia, General Manager of Corporate Affairs, K. Wah Group, Feng Jian Qun, Senior Manager of Shanghai Jia Shen Real Estate Development Co.Ltd., and Zhang Yu, Par ty Secretary of Shanghai Jingan District Construction & Transportation Committee; and accompanied by Rao Wei, Vice Mayor of Qujing Municipal People’s Government, Li Jian Hua, Deputy Director, Organization Department of Qujing Municipal Committee of The Communist Party of China, and Fang Yu Gu, Deputy Director of Qujing Municipal Government Construction Bureau, the delegations attended the unveiling ceremony of Jingan Lui Che Woo Primary School following a tour of the new teaching building.

Government-enterprise partnership to develop educationJingan Lui Che Woo Primary School was the fruit of a tripar tite par tnership among the Group, Shanghai Jingan District Construction & Transportation Committee and the People’s Government of Qujing Qilin District. In the par tnership, the Group pledged a donation of RMB500,000 for the construction of the school’s infrastructure, which was funded by the local government of Qilin District; whereas staff of the Committee offered sponsorships to 30 impoverished students.

On behalf of Dr Che-woo Lui, Chairman of K. Wah Group, Teri Chia conveyed Dr Lui’s message at the ceremony to express appreciation of the partners’ devotions, “This new

par tnership signifies our shared vision and creativity in supporting education in Mainland China. As education is a long term commitment, only with collaborative effor t shall we be able to give long standing contribution to our country.” A student representative of Jingan Lui Che Woo Primary School expressed their gratitude to the delegates, “We are truly grateful for your caring and support. We will study hard and give back to the community.”

Rewarding the country with concerted effortAt the end of the ceremony, books and stationery donated by the staff of KWIH Shanghai Proper ty Division together with greeting cards were delivered to the students as a token of encouragement. Following Dr Lui’s mission, the Group and its staff will continue to help those in need, with a commitment to suppor ting education and building a stronger country.

K. Wah Group partners with local governments of Shanghai Jingan District and Yunnan Province to build Jingan Lui Che Woo SchoolOn 15 June 2009 morning, students and teachers of Jingan Lui Che Woo Primary School and government officials of Qiling District, Qujing City, Yunnan Province gave a warm welcome to the delegations of K. Wah Group (“the Group”) and Shanghai Jingan District Construction & Transportation Committee (“the Committee”).1

1. （右起）靜安區建交委黨工書記張愉、曲靖市人民政府副市長饒衛及嘉華集團企業事務總經理謝淑芬一同主持揭幕儀式(From right) Zhang Yu, Party Secretary of Shanghai Jingan District Construction & Transportation Committee, Rao Wei, Vice Mayor of Qujing Municipal People’s Government, and Teri Chia, General Manager of Corporate Affairs, K. Wah Group, at the unveiling ceremony

4. 嘉華集團代表致送學習用品予學生The Group’s representatives present books and stationery to the students

3. 嘉華集團及靜安建交委代表了解孩子的學習情況The delegations interact with the students

2. 學生組成樂團列隊歡迎代表團到訪Percussion team formed by students welcome the delegates

嘉華集團為公益金籌得五萬港元

嘉華天地於2009年1月帶領嘉華集團員工參與公益金「2008/2009港島、九龍區百萬行」，是次活動於各員工踴躍支持下，加上集團向每位參與之員工及其家屬贊助的100港元，共籌得五萬港元善款。集團於2009年6月9日將善款交予公益金，用以資助21間提供家庭及兒童福利服務的社會福利機構，為有需要的家庭提供支援。

K. Wah Group raises HK$50,000 for Community Chest

K. Wah Social Club par ticipated in the 2008/2009 Hong Kong and Kowloon Walk for Millions in January 2009. Well supported by K. Wah staff and their families, HK$50,000 including the Group’s donation of HK$100 per par ticipant was raised. The proceeds, presented to the Community Chest on 9 June 2009, will be used for aiding 21 social welfare organizations which provide assistance and support to families and children in need.


24 「嘉」國情懷CORPORATE CITIZENSHIP

銀河娛樂集團為義工增值帶領員工回饋社會

銀河娛樂集團一向重視企業社會責任，旗下員工組織「銀河員工康樂會」定期舉辦多項活動，以鼓勵員工參與義工服務。其中於2009年3月28日舉行「義工領袖分享會」，幫助員工了解受助者的需要及提升溝通技巧。隨後，於2009年4月18日下午安排探訪澳門明愛嘉翠麗社屋老人中心，同日早上特設「曲奇製作坊」，讓員工自製健康曲奇送暖予長者，實踐關懷社群的精神。

GEG trains up volunteers to reward the society

As a responsible corporate citizen, GEG supports Galaxy Staff Social Club to regularly organize various activities for staff to serve the community. Among them a volunteer training session was held on 28 March 2009 to equip staff volunteers with a better understanding of the vulnerable groups’ needs and to enhance their communication skills. To act out the care for people in need, a visit to the elderly of Centro de Dia da Residência D.Julieta Nobre de Carvalho was arranged on 18 April 2009 afternoon following a morning workshop to make healthy cookies for the elderly.

1. 銀河員工康樂會主席胡海欣於「義工領袖分享會」中與管理層及同事們分享其參與探訪活動的經驗Jacqueline Wu, Chairman of the Galaxy Staff Social Club 2009 Committee, shares her volunteering experience with GEG management executives and staff at the training session

2. 銀河娛樂集團義工隊拿著新鮮出爐的自製健康曲奇拍照留念GEG volunteers pose for a group photo with their freshly-made cookies

3. 義工隊跟長者們一起種植盆栽，寓意長者們健康長壽，社屋老人中心生氣勃勃GEG volunteers plant pots with the elderly which symbolize longevity and good health, filling the centre with vitality

2

嘉華集團企業事務總經理謝淑芬（左）代表集團將籌得善款交予「2008/2009港島、九龍區百萬行」籌劃委員會聯席主席施榮懷Teri Chia (left), General Manager of Corporate Affairs, K. Wah Group, presents the cheque to Irons Sze, Co-Chairman of 2008/2009 Hong Kong and Kowloon Walk for Millions Organizing Committee

4.

1

3

4


25「嘉」國情懷CORPORATE CITIZENSHIP

美國酒店熱心公益　樂助社群

嘉華集團旗下位於美國的酒店秉承集團關愛社群的精神，致力推動員工參與不同的公益活動，幫助有需要人士。

US hotels spread love to community

Hotels of K. Wah Group in the US share the same value of caring about the society by par ticipating in different social activities in the US.

加利福尼亞州Marriott San Diego Gaslamp Quarter員工參與由慈善機構Mama’s Kitchen舉辦的籌款活動Mama’s Day，此機構義務為危疾人士提供每日三餐膳食服務。 Marriott San Diego Gaslamp Quarter, California supported Mama’s Day, a fund-raising event for Mama’s Kitchen to deliver free meals to local people affected by critical illnesses.

北卡羅萊納州Hilton Charlotte Centre City派出三十名酒店義工隊成員連同其家屬及朋友，參與慈善機構March of Dimes步行籌款活動March for Babies，完成長達三英里的路程，為提高社區對母嬰健康的關注盡一分力。 Hilton Charlotte Centre City, North Carolina supported March of Dimes by sending 30 team members of the C.A.R.E. Committee with their friends and family to join the March for Babies where they walked approximately three miles to raise money to promote healthy babies.

加利福尼亞州Marriott Sacramento Rancho Cordova員工於「地球日」當天到American River Parkway公園進行清潔活動，防止廢物淤塞河道，損害生態環境。 Marriott Sacramento Rancho Cordova, California helped pick up trash along the American River Parkway on Ear th Day, in preventing pollutants from entering watershed, harming wildlife, or creating hazards for recreational users.

新墨西哥州Sheraton Albuquerque Uptown員工組隊參加第十五屆Carrie Tingley泥漿排球比賽，隊員於比賽中傾盡全力，為當地孩童提供醫療及復康服務的非牟利機構Carrie Tingley Hospital Foundation籌募經費。 Sheraton Albuquerque Uptown, New Mexico participated in the 15th Annual Carrie Tingley Mud Volleyball Tournament in support of The Carrie Tingley Hospital Foundation which provides assistance to New Mexico’s special needs children and their families. The team got down and dirty for charity and had a fun time.

「盈利率利息差模型」的計算方法並不複雜，只須把巿盈率倒轉變為盈利率，即每股盈利除以股價，然後把盈利率減去債券息率，以計算兩者的差距。

然而，運用息差模型前，我們須留意股巿的盈利率應較債巿的孳息率有一定溢價，因為官方票據的遺約風險近乎零，而投資股巿則存在較高的風險。故此，恒指的盈利率大部份時間均較外匯基金票據息率為高。根據1983至2007年期間的數據可見，當收益差升至6%，股市便算吸引，以往大巿在1992年美國經濟衰退結束及2003年牛巿初現時，收益差擴闊至4%及6%，恒指便見底回升。而在1997年亞洲金融風暴前夕及1999年科網股爆破前，收益差曾跌至負2%，隨後恒指便開始見頂回落。

按上述歷史統計，此模型確有助準確預測大巿高低位所在。

然而，由於金融海嘯引發股巿大規模恐慌性拋售，令估值跌至不合理的低水平，盈利率更大幅抽高，加上聯儲局推行零息政策，令該模型計算出來的收益差創出歷史新高的13%水平，而恒指亦一度低見10,676點，可見金融海嘯對港股的影響之深，亦可稱之為「黑天鵝事件」，令量化模型出現失效情況。不過，從樂觀角度來看，模型現時的結果顯示之17倍巿盈率對恒指並非偏高。何出此言？如讀者相信金融海嘯短期內不會再發生，則從該模型計算出來的收益差應重返歷史水平之內。自從恆指於去年十月見底回升後，收益差至今已重返6.6%，距離歷史平均值2.2%仍有很大距離。如這種平均值回歸的趨勢仍在，而官方利率保持低企，加上經濟復蘇勢頭持續，令企業盈利得到改善，則大市於現水平並未可言偏高，逢低吸納仍是理想策略。

敦沛投資研究部

恆生指數估值大檢測當恒指突破一萬九千點時，巿場認為估值偏高，主要理據在於觀察預測巿盈率變化。若要評估巿盈率是否處於合理的水平，坊間主要透過歷史平均及牛熊巿況來衡量。例如，於熊巿三期，大巿估值大致徘徊於8至12倍，而牛巿巿盈率則可達20倍以上。另一方面，從1973年至今，恒指巿盈率的平均數約為14.8倍，而平均數加上標準差後，該上限約為17倍。按上述兩個指標，當恒指升破一萬九千點時，大巿巿盈率升至17倍，估值似乎偏高。不過，評估巿盈率是否過高其實還有其他方法，例如把巿盈率跟一些重要指標作比較，較常用的方法為「盈利率利息差模型」。


26專家分析

EXPERTVIEW

資料來源：彭博、敦沛投資研究部Source: Bloomberg, Investment Research Department of Tanrich Financial Group

恒指盈利率跟三個月外匯基金票據息率的收益差走勢Yield gap between HSI and 3-month Exchange Fund Notes

%

14.00

12.00

10.00

8.00

6.00

4.00

2.00

0.00

(2.00)

(4.00)

次按引發金融風暴，迫使美國採用零息及量化寬尉政策，可稱之為「黑天鵝事件」

The Black Swan Incident is defined by the fact that the US Governmentintroduced zero interest rate and quantitative easing policies subsequent to the financial tsunami caused by subprime crisis. 平均值-2個標準差

平均值+2個標準差平均值息差 Yield gap

Mean

Mean + 2 standard deviation

Mean - 2 standard deviation

HSI valuation by Earnings Yield Gap ModelWhen Hang Seng Index (“HSI”) hit 19,000, it was considered as over-valued according to the change in projected price-earnings (“PE”) ratio. To assess whether PE ratio indicates a fair value, it is quite common to take into account the historical average as well as the bullish and bearish trend. For instance, at stage three of a bear market, valuation is between 8x and 12x, whereas PE ratio could exceed 20x in a bull market. Another reference is drawn from the average PE ratio of HSI since 1973, which is approximately 14.8x or a maximum of 17x with standard deviation added. As such, HSI is considered as over-valued at the level above 19,000 where PE ratio reaches 17x.

Nevertheless, other indicators such as the Earnings Yield Gap Model could be applied to assess whether PE ratio is too high.

The Earnings Yield Gap Model is simply derived from the difference between earnings yield (that is earnings per share divided by share price) and coupon rate. While default risk of government notes is close to zero and risk exposure of equity investment is apparently higher, PE ratio of equity market commands a premium over the yield of bond market. This explains why earnings yield of HSI is usually higher than that of foreign exchange notes. A study on the yield curves between 1983 and 2007 indicates that equity market is more attractive when yield gap widens to 6%. Back in 1992 when the US economic recession ended, and in 2003 when it was on the verge of a bull market, the gap expanded to 4% and 6% respectively. In Hong Kong, the yield gap had once contracted to -2% in the wake of the Asian Financial Crisis in 1997 and the imminent bust of the Dotcom bubble in 1999, followed by the peak out of HSI.

The above cases endorse the accuracy of quantitative modeling in projecting market highs and lows though, there could be exceptions causing disruption to the effectiveness of the model, among which the global

financial crisis was a typical example, or a Black Swan. Amid the financial turmoil, valuation plunged to an unreasonably low level triggered by panic dumping, substantially driving up the earnings yield. Coupled with the zero interest rate policy introduced by the US Federal Reserve, the yield gap derived from the model surged to the historical high of 13% while HSI tumbled to 10,676. Despite the exceptional case, the current level of 17x PE ratio suggests HSI is not over-valued. Assuming that the global financial crisis is not going to repeat in near term, yield gap derived from the model is expected to return to historical level. Since the bottom up of HSI last October, market has been recovering and the gap now stands at 6.6%, that is much higher than historical average of 2.2%. If the trend of mean reversion and economic recovery remain intact while corporate earnings continue to improve at the back of low interest environment, market does not seem to be over-valued at current level, implying a strategy of buying

in dip.

Tanrich Investment Research Department

27專家分析EXPERT VIEW

嘉寧薈榮獲時代報2009軌道「金牛獎」

嘉華國際旗下慧芝湖花園二期嘉寧薈，繼去年獲頒2008上海最受歡迎十大樓盤殊榮，再下一城奪得上海時代報2009軌道「金牛獎」唯一綜合大獎，乃「時代報2009軌道金牛樓盤大獎」中的最高殊榮，反映樓盤銷售成績及受歡迎程度備受業界肯定。是次活動由上海媒體《時代報》主辦及幾家上海主要媒體協辦，評選經由多個專業評委及網上投票作評定，足證獎項具高透明度及專業性。

嘉寧薈位處大寧國際社區，地理位置優越，享便捷交通網絡，故自推售以來，銷售呎價屢創新高，無論銷售面積及銷售總額均高踞上海樓盤之首，創出多項驕人佳績。

Shanghai Westwood II receives 2009 Golden Ox Award in Shanghai

Shanghai Westwood II of KWIH earned the highest accolade of 2009 Golden Ox Award in Shanghai, following its success in becoming 2008 Ten Most-preferred Property Projects last year. Organized by Metro Express and co-organized by a number of key Shanghai media, the selection process is highly transparent and with wide representation from not only professional bodies but also votes collected online. The award accredited the outstanding sales performance of Shanghai Westwood II that won positive comments from the market.

Shanghai Westwood II enjoys convenience at the hear t of Daning International Community. It is well received by market since its launch and has achieved championship in terms of transaction volume, transaction value and transaction area.


28傑出成就

ACHIEVEMENTS

海景嘉福酒店洲際會所助理主廚李韋傑精心烹調的三道分子料理概念菜式Li Wai Kit, Assistant Head Chef of Club InterContinental, presents three innovative dishes of molecular gastronomy

ICGS garners two silver medals in 2009 Hong Kong International Culinary Classic

ICGS was recognized in the 2009 Hong Kong International Culinary Classic (HKICC) competition. Li Wai Kit, Assistant Head Chef of Club InterContinental, and Cheng Wing Pong, first commis of The Mistral, are both honoured with a silver medal for their demonstration of superb culinary expertise in the group of 3-course presentation and Western Cuisine respectively.

Co-organized by Hong Kong Chefs Associations and HOFEX 2009, HKICC is a leading competition that invited some of the leading culinary experts and highly-respected chefs from around the world as judges. The competition aimed at commending outstanding restaurants and culinary talents.


29傑出成就ACHIEVEMENTS

海景嘉福酒店囊括兩項國際美食大獎

海景嘉福酒店於2009香港國際美食大獎中創出佳績，洲際會所助理主廚李韋傑及海風餐廳資深廚師鄭詠邦憑藉出色的廚藝，分別於專業組及西式烹調組中奪得銀牌。

2009香港國際美食大獎由亞洲最大型餐飲商貿展HOFEX 2009及香港廚師協會合辦，並由一眾資深飲食界專家及世界知名的廚師擔任評審，旨在表揚具傑出表現之餐廳及業界精英。

海景嘉福酒店榮獲「最佳管理培訓獎 - 卓越獎」

海景嘉福酒店一直致力透過員工培訓提升服務品質，今年更於一眾候選企業中脫穎而出，榮膺香港管理專業協會「2009年最佳管理培訓獎 - 卓越獎」，肯定其在培育人才方面的傑出表現。

海景嘉福酒店於2008年展開「Driving Towards Excellence」的培訓計劃，本著「Happy Staff Happy Guest」的理念，融合品質管理、人才培訓及人力資源，針對不同階層的員工而制定培訓內容，並增設全年培訓獎等。「服務文化訓練」課程提升前線員工的心理素質以推廣服務文化；「品質大使團隊」經培訓後為各部門進行品質審核，著重提升產品及服務質素；「培訓司會」則為專責訓練的員工提供溝通平台。

海景嘉福酒店總經理波里邁表示：「是次獲獎讓我們感到非常鼓舞，同時也實踐了海景嘉福酒店努力不懈為客人提供優質服務的承諾。我們相信只要員工工作投入，樂在其中，便會發自內心地款待客人，亦體現了培訓計劃的精神。」

ICGS awarded with HKMA certificate of excellence

ICGS’s continuing programme in quality enhancement was recognized recently by the Hong Kong Management Association. It won the Certificate of Excellence for its outstanding performance in talent cultivation.

ICGS received the award for its “Driving Towards Excellence” programme implemented in 2008. The programme aims to create a “Happy Staff Happy Guest” mindset through tailor-made programmes for all staff that incorporate quality management, training and human resources. Complemented with a Training Department of the Year competition, the Service Culture Training for frontline staff consisted of a series of lecture courses that promote quality service; Quality Ambassadors Programme provides specific training to a group of staff to perform daily internal audits; The Trainers Club allows trainers to share their successes and best experiences in monthly meeting.

Peter Pollmeier, General Manager of ICGS said, “ICGS is delighted to be awarded as it recognizes our success in the “Driving Towards Excellence” programme. We believe that when employees enjoy the work, they will naturally give great service. That is what our objectives of the programme were designed to be.”

1. （左起）海景嘉福酒店經理韋瑞文、培訓主任尤雪芬、品質管理總監戴立勤、人力資源總監鄭美思、傳訊總監李天藍及酒店總經理波里邁(From left) Alex Wassermann, Hotel Manager, Sandy Yau, Training Officer, Lincoln Davis, Director of Quality Management, Mazy Cheng, Director of Human Resources, Tina Di Cicco, Director of Communications, and Peter Pollmeier, General Manager, ICGS

2. 海景嘉福酒店人力資源總監鄭美思（右）於香港管理專業協會頒獎典禮中代表接受「2009年最佳管理培訓獎–卓越獎」Mazy Cheng (right), Director of Human Resources, ICGS, receives the HKMA certificate of excellence1 2

星際酒店榮獲「消費者最滿意酒店品牌」稱號

星際酒店在「第9屆中國飯店論壇暨2009中國飯店業年會」中榮獲「消費者最滿意酒店品牌」稱號，亦是澳門唯一獲此殊榮的酒店。星際酒店一向以客為尊，其優質服務獲權威評審一致好評。星際酒店營運總裁簡浩龍表示：「是次獲獎肯定了我們為顧客提供貼心及一流酒店服務的努力，酒店上下都感到非常榮幸。」

中國飯店論壇暨中國飯店業年會為目前業界規模最大、規格最高的年度盛會，由世界旅遊組織及國家相關部委支持指導，旨在促進業界交流，並表彰傑出的酒店。

StarWorld awarded Best Hotel Brand for Customer Satisfaction

StarWorld won the Best Hotel Brand for Customer Satisfaction at the 9th China Hotel Forum & 2009 Annual Meeting of China Hotel Industry. StarWorld topped all leading destination properties in Macau to receive the highly-coveted honour.

“Receiving an award in a customer satisfaction category is extremely rewarding and it is a recognition of our commitment and dedication in providing personalized, attentive and sincere services creating the best winning experience available in Macau.” said Ciaran Carruthers, Chief Operating Officer of StarWorld.

The China Hotel Industry Annual Meeting & China Hotel Forum is the largest and most prestigious event for hotel industry leaders in China. It is supported by the World Tourism Organization and relevant Chinese government bodies, in order to foster the sustainable growth of the Chinese hotel industry, as well as to recognize excellence in the industry.

銀河娛樂集團揚威澳門國際龍舟賽

銀河娛樂集團於2009年5月23、24及28日派出五隊龍舟隊參加「2009年澳門國際龍舟賽」，健兒在銀河娛樂集團多位高層及啦啦隊支持下勇往直前，共奪得八個獎項，載譽而歸。當中於去年才組成的女子龍舟隊「銀河明珠」更於標準龍女子組（500米）乙組決賽奪得冠軍，成績驕人。銀河娛樂集團總裁及首席營運總監萬卓祺認為銀河龍舟隊及各到場打氣的同事均展現出可貴的團隊精神，各人的熱情與投入亦充份反映集團上下一心。

GEG triumphs in 2009 Macau International Dragon Boat Races

GEG’s five dragon boat teams won eight awards at the “2009 Macau International Dragon Boat Races” on 23, 24 and 28 May 2009. The five teams strived for triumph with the support of Galaxy’s senior management executives and cheering squad throughout the competition. Established just last year, the women’s dragon boat te

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