Chairman's Report 主席報告

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012013 年報

Content目錄

Chairman’s Report 主席報告 2About CIH & APB 關於英國特許房屋經理學會及亞太分會 6Member Services 會員服務 10The Executive Committee 執行委員會 12Subcommittee Reports 小組委員會報告 18

Activities Committee 活動委員會 19Education and Training Committee 教育及培訓委員會 21External Affairs and Public Relations Committee 對外事務及公共關係委員會 24Information Technology Committee 資訊科技委員會 26Membership Committee 會籍事務委員會 28Policy Committee 政策委員會 31Professional Development Committee 專業發展委員會 33Professional Practice Committee 專業實務委員會 35Publications Committee 刊物委員會 37

CIH Presidential Message 英國特許房屋經理學會會長的話 39Cover Story 文章分享 41建築物大維修應注意事項 42向侵佔公共地方者索償 46房地產租賃市場管理與物業管理結合模式的探討 49物業服務商業模式的梳理及暢想 52

Best Dissertation 最佳碩士論文 55The Applicability of Mediation Concepts and Skills to Housing Management 56Who Killed the Electric Car in Hong Kong? 66A Study on the Effect of Implementation of Statuary Minimum Wages on the

Turnover Intention of Property Management Services Frontline Employees in Hong Kong

79

Article by Member for Sharing 會員著作分享 87雙城故事 — 比較香港和新加坡的房屋政策 88

Courses to Membership 學會認證課程 92Activity Snapshots 活動剪影 97Advertisement 廣告 122Acknowledgment 鳴謝 127

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Chartered Institute of Housing Asian Pacific Branch

2013 YEAR BOOK

CHAIRMAN'S REPORT主席報告

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英國特許房屋經理學會亞太分會

2013 年報

Chairman’s Report主席報告

各位會員：

二零一三年是亞太分會在區內開展工作的重要的一年。年內我們不但參與了對香港房屋管理影響深遠的重要法例的討論，我們的參與也發揮了應有的貢獻；英國特許房屋經理學會在區內的形象也得以加強；在此我特別感謝各會員對執行委員會工作的支持。

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

一、會員增長持續

年內亞太分會會員增加百分之七，其中中國內地會員增幅更達百分之四十二；我們有信心在我們的努力下，會員的增長將可以持續發展。

二、新專業課程認證

亞太分會在年內協助總會為香港、台灣及內地三個專業進行認證；其中台灣的專業課程為碩士程度，香港及廣州的則為本科課程。另外也為廣州的另一個本科課程續期認證。

三、委任國內地區代表

年內亞太分會委任的三個中國內地代表：華北代表劉永傑先生、華中代表王勵哲先生及華南代表練均華博士三位代表將協助亞太分會招募及聯絡會員的工作。

Dear Members,

I have to thank all of you for your unfailing support in the year 2013 to the Executive Committee of CIHAPB. The year 2013 marks a significant advancement in our work in the Region. Not only are we privileged to be involved in the formulation of important policies related to housing management and find our contribution producing positive bearings on the future development of the profession, CIH is also steadily expanding its presence in the Region.

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

1. Continual Growth of Membership

We are able to advance our membership by 7% in 2013. The biggest increase is from members in Mainland China which increased by 42% in the year. With continual effect of membership drive, we are confident that such increase will continue.

2. Validated New Professional Programmes

APB has assisted the Headquarter of CIH in validating three new professional programmes in Hong Kong, Taiwan and Guangzhou respectively. The programme in Taiwan is at postgraduate level while the other two are at undergraduate level. In the same exercise, we also revalidated another undergraduate programme in Guangzhou.

3. Representatives in Mainland China

CIHAPB representatives have been appointed to cover the Northern, Central and Southern Region of Mainland China. Our three representatives, Northern China: Mr Lau Wing Kit, Central China: Mr Tony Wang and Southern China: Dr Valentino Lin, will assist APB in recruiting new members in Mainland China as well as liaising with current members.

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2013 YEAR BOOK

4. Representative Offices in Mainland China

The three representative offices have been set up respectively in Shenzhen, Guangzhou and Beijing. The three offices will act as contact points for members in the respective regions as well as promoting CIH in Mainland China.

5. Mandatory Continuous Professional Development (CPD)

CPD is becoming a norm for professional institutions and APB has decided to implement a mandatory CPD for all professional members. A CPD self-recording system was set up in mid 2013 and from 2015, membership renewal will be tied to the completion of 20 CPD units in the year preceding renewal.

6. Licensing of Housing Managers

Hong Kong Government has started the legislation in granting housing management practice license. An in te rna l work ing group o f the Home Af fa i rs Department has completed a report and recommended the licensing legislation to go ahead. CIHAPB has contributed to the working group via our Immediate Past Chairman, Mr Cliff Wong. It is expected the draft bill will be submitted to the legislation council in early 2014. As licensing would mark an important watershed of professionalization of housing management in Hong Kong, CIHAPB will definitely play an active role in the public consultation and continue to join hand with our fellow professional institutes in enhancing the professional standards of housing management.

四、設立國內地區聯絡處

年內亞太分會也分別在北京、廣州及深圳設立了三個聯絡處，以聯繫會員及推廣亞太分會會務。

五、強制持續專業進修

強制持續專業進修已成為專業界別的共識。亞太分會也決定推行，並要求專業會員在二零一五或以後申請更新會籍時，需於上一年度完成最少二十持續專業進修小時；自助持續專業進修登記系統也已於二零一三年中開通。

六、房屋經理註冊制度

香港政府正開展房屋經理註冊的立法工作，民政事務處的一個工作小組已就註冊制度完成報告，並建議為註冊制度進行立法；亞太分會透過前任主席黃繼生先生參與相關工作。法例草案將於二零一四年初呈交立法會。房屋經理註冊為香港房屋管理專業化的一個重要里程碑，亞太分會將積極參與下一階段的公眾諮詢，並繼續與友好團體合作，一同提高房屋管理的專業水平。

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2013 年報

7. Amendment of Building Management Ordinance

Home Affairs Department has also set up a working group to examine whether there is a need to amend the Building Management Ordinance. The working group has published an interim report which listed a number of issues to be further followed up. CIHAPB has kept close contact with and channeled our views via members of the working group.

I have to express my gratitude to the continuous support and valuable advice from our Hon. Advisors and Hon. Legal Advisors and the dedication and contribution of our Executive Committee in devoting their time and energy for the betterment of housing management profession in the Region. Last but not least, I have to thank the secretariat, under the leadership of our General Manager, in offering effective and efficient support to the work of the Branch.

May I wish you a prosperous year of 2014 and a thriving year of the horse.

YIP Ngai MingChairmanChartered Institute of Housing Asian Pacific Branch

七、物業管理條例修訂

民政事務處屬下的一個工作小組，正研究物業管理條例需否修訂；工作小組已完成中期報告，並建議一系列可進一步研究的範疇；亞太分會將與工作小組保持溝通，反映本會的意見。

在這裹，我要衷心感謝我們的名譽顧問及名譽法律顧問，他們不斷地支持我們及給予我們各方面的寶貴意見。我更要多謝執行委員會，為促進亞太區房屋管理的發展，貢獻了不少時間與精神。最後我要多謝亞太分會秘書處，在分會總經理的領導下，為分會提供的有效支援。

在此我恭祝大家新年進步，馬年順景。

英國特許房屋經理學會亞太分會主席葉毅明

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

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

關於英國特許房屋經理學會及亞太分會

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

學會一直以推廣房屋管理的科學與藝術為使命，為有志投身房屋管理之人士提供專業指導及資訊，及透過十三個分會，為各地會員及有關房屋團體交流房屋管理的知識和經驗。

「英國特許屋宇經理學會香港分會」於一九六六年根據《社團條例》在香港成立。香港分會在一九八八年根據《公司條例》註冊為學會海外辦事處，並在二零零一年，改名為英國特許房屋經理學會亞太分會，以反映分會服務範圍的改動。

學會現時有會員約二萬二千人，其中亞太分會會員已超越二千四百人。會員主要為英國及亞太區內不同的公營房屋管理機構、教育機構、私人機構及非政府團體服務。學會的專業資格受到英國及香港特別行政區之公營及私人機構廣泛承認。

About CIH & APB

T h e C h a r t e r e d I n s t i t u t e o f H o u s i n g ( C I H ) , with headquarters in the United Kingdom, is a pro fess iona l body fo r hous ing managers . Throughout the years , CIH act ive ly adv ises governments on housing management policies, promotes the code of ethics among housing pract i t ioners, educates and nurtures housing p r o f e s s i o n a l s , a n d w o r k s t o a d v a n c e t h e development of the profession.

With a primary aim to promote the art and science of housing, CIH of fers t ra in ing programmes, provides professional advice and disseminates technical information to i ts members and the public. Moreover, it serves as a common platform for members of its 13 branches to exchange views and to share experience on housing management with other housing organizations.

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

CIH has over 22,000 members worldwide, with over 2,400 from the Asian Pacific Branch. Its members work predominate ly in government housing authorities, educational institutions, private corporations and non-government organizations in both the UK and the Asia Pacif ic Region. Professional qualifications validated by the CIH are widely recognized by both the public and private sectors in the UK and Hong Kong.

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The Asian Pacific Branch (APB) has been actively providing professional training on housing management in Hong Kong since 1968. It validates academic programmes that lead to professional qualifications in housing management. Upon completion of the Practical Experience Requirement, graduates of validated programmes are eligible to apply for CIH membership. APB has engaged in partnership with the University of Hong Kong, City University of Hong Kong, the Hong Kong Polytechnic University, Hong Kong Institute of Vocational Education as well as Wuhan University and Guangzhou University in Mainland China and Hwa Hsia Institute of Technology in Taiwan in offering programmes accredited by CIH.

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

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

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

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

自一九六八年開始，學會在香港一直致力推動房屋管理的專業訓練，並且認證大學及專上院校提供的專業資格課程。修畢認可課程的學員經完成實務訓練後可申請成為會員。分會至今已與香港大學、香港城市大學、香港理工大學、香港專業教育學院，以至武漢大學 , 廣州大學及臺灣華夏技術學院等學院合作，並認證其舉辦的優質物業及房屋管理課程。

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

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

亞太分會銳意推廣服務至亞太地區，並於香港及亞太區的主要城市主辦或協辦學術交流及研討會。分會積極促進學會與亞太區專業團體交流及擴闊相互聯繫網絡，以建立亞太分會成為區內的專業交流樞紐。

學會歡迎有志從事房屋管理專業及其他對房屋管理有興趣的人士申請成為會員。

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

• Promote the art and science of housing;

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

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

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

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

• Strengthen collaborations in the Asia Pacific Region;

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

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

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

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

• 推廣房屋管理專業的科學與藝術。

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

• 適應不斷求變的房屋管理行業及分享最佳作業經驗。

• 為會員提供技術及知識培訓，以提高專業水平。

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

• 加強與亞太區相關團體的合作與聯繫。

• 發展亞太分會成為亞太區專業合作的樞紐，並於區內推展會員招募。

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

• 出版刊物及書籍，使會員獲得在房屋管理發展上最新的資訊。

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MEMBER SERVICES會員服務

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Member Services會員服務

會員服務包括：

• 會員電子期刋

• 亞太分會房管專訊

• 亞太分會電子版房管專訊

• 職業及專業發展服務

• 網上實習

• 房屋法律服務

• 會員特許權益

• 年報及會員通訊錄

• 研討會及活動

• 網上查閱及更新會員資料

• 產品及服務優惠

CIH Member Services include:

• CIH Members Bulletin (e-zine)

• The APB Housing Express magazines

• The APB e-Housing Express

• Career and Professional Development Service

• Practice Online

• Housing Law Services

• Members Credits

• CIH Yearbook and Membership Directory

• Events and Seminars

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

• Discounts on a range of products and services

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THE EXECUTIVE COMMITTEE執行委員會

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The Executive Committee執行委員會

ChairmanProfessor Yip Ngai Ming

主席葉毅明教授

Honorary SecretaryMs Chiu Chi San, Angela

義務秘書趙梓珊女士

Immediate Past ChairmanMr Wong Kai Sang, Cliff

前任主席黃繼生先生

Vice ChairmanMr Ng Kwong Ming, Paul

副主席吳光銘先生

Honorary TreasurerMrs Li Lam Chin Ching, Rita

義務司庫李林展青女士

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Policy OfficerMr Poon Yuen Fong, Sanford

政策主任潘源舫先生

Chair of Activities CommitteeMr Kwong Lap Shun, Keith

活動委員會主委鄺立信先生

Chair of External Affairs& PR Committee

Mr Chow Chun Ling, Kenny

對外事務及公共關係委員會主委周駿齡先生

Chair of ProfessionalPractice Committee

Mr Chiu Sin Hung, Bonny

專業實務委員會主委趙善雄先生

Chair of Professional Development CommitteeDr Yuen Wai Kay, Ricky

專業發展委員會主委阮偉基博士

Chair of IT CommitteeMr Fung Ping Yan

資訊科技委員會主委馮炳欣先生

Chair of Publications CommitteeMr Chan Wai Kong, Frankie

刊物委員會主委陳偉光先生

Membership OfficerMr Ng Mei Chuen, Frederick

會籍事務主任吳美全先生

Training OfficerMr Fung Po Kwong, Paul

培訓主任馮寶光先生

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Co-opted MemberMr Chui Ming Man, Jackey

增選委員崔銘文先生

Co-opted MemberMr Chung Chik Leung, Eric

增選委員鍾藉良先生

Co-opted MemberMs Fan Chui King, Agnes

增選委員樊翠琼女士

Co-opted MemberMs Kwok Pik King, Theresa

增選委員郭碧琼女士

Co-opted MemberMr Lee Kwong Yiu, Ernest

增選委員李光耀先生

Co-opted MemberMr Lee Chi Hung, Stephen

增選委員李志雄先生

Co-opted MemberMr Lai Yuk Tim, Tim

增選委員黎玉添先生

Co-opted MemberMr Luk Wai Lun, Stanley

增選委員陸偉倫先生

Co-opted MemberMr Cheung Shu Yan, Edmond

增選委員張樹仁先生

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Co-opted MemberMs Wong Siu Ling, Linda

增選委員王小玲女士

Co-opted MemberMr Wong Ying Kit, Romulus

增選委員黃英傑先生

Co-opted MemberMr Wu Yi Cheng

增選委員吳沂城先生

Co-opted MemberMr Wong Kam Tong, Vincent

增選委員黃錦棠先生

Co-opted MemberMr Tsang Kwai Leung, Francis

增選委員曾貴良先生

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Hon Advisors名譽顧問

Honorary Legal Advisors 名譽法律顧問

Mr Chung Pui Lam, GBS, OBE, JP鍾沛林先生

Mr Lam Kin Hung, Patrick林健雄先生

Honorary Advisors名譽顧問

Mr Chan Ping Woon, SBS, MBE, JP陳炳煥先生

Mr Lee King Chi, Joesph, BBS李敬志先生

Mr Li Pak Ho, MBE, JP李百灝先生

Mr Tsai Chin Lung蔡錦隆先生

Ms Wong Lai Chun, BBS王麗珍女士

Mrs Wong Ng Wenh Ky, Julia黃吳詠琪女士

Administration Support行政支援

General Manager總經理

Mr Wong Hin Nang黃顯能先生

Administrative Officer行政主任

Ms Yung Po Kwan, Patsy翁寶君女士

Administrative Assistant行政助理

Ms Kwok Yik Che, Elise郭亦芝女士

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SUBCOMMITTEE REPORTS小組委員會報告

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Activities Committee活動委員會

Committee Members

Chairperson : Mr Kwong Lap Shun, KeithVice Chairperson : Ms Wong Siu Ling, LindaMembers : Ms Chiu Chi San, Angela

Mr Chiu Sin Hung, BonnyMr Chow Chun Ling, KennyMr Fung Ping YanMrs Li Lam Chin Ching, RitaDr Yuen Wai Kay, Ricky

Objectives

To arrange logistics and support on local & overseas Conferences / Seminars / Talks / Study Tours and Technical Visits for members and Executive Committee.

委員會

主委 : 鄺立信先生副主委 : 王小玲女士委員 : 趙梓珊女士

趙善雄先生周駿齡先生馮炳欣先生李林展青女士阮偉基博士

工作目標

負責執行委員會及會員在本港及海外研討會、講座、訪問交流團等場地及後勤安排。

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2013 YEAR BOOK

Achievements in the Year

Overseas

• Organized Visit Tour to Shenzhen in March• Participated in Manchester Conference & Exhibition in

June• Organized Study Tour to Singapore in September• Held Housing seminars in Beijing / Macau / Shenzhen

/ Shanghai in March / April / June / July / October / November

• Co-organized In ternat iona l Proper ty Management Conference in Taiwan in October

Local

• Arranged for Holding Branch Annual General Meeting in January

• Organized Branch Executive Committee Brain Storming session in February

• Jointly organized Spring Cocktail Reception of the Hong Kong Professional Property Services Alliance in February

• Organized Joint Annual Dinner with HKIH in November

• CIH Presidential visit in Hong Kong• Received Korea Housing Managers Association and

overseas visitors• Supported various seminars / talks / workshops / local

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

年內完成工作

海外

• 3月組織學習團到深圳考察房地產項目• 6月參加英國曼徹斯特房屋會議及展覽

• 9月組織學習團到新加坡訪問• 3月、4月、6月、7月、10月、11月在北京、澳門、深圳、上海舉辦物業管理會議

• 10月協辦台灣房屋研討會

本港

• 1月安排舉行分會周年大會

• 2月舉行執行委員會集思會

• 2月與其他學會聯合舉辦香港房地產專業服務聯盟春節酒會

• 11月與香港房屋經理學會聯合舉辦周年晚宴

• CIH總會會長到訪• 接待內地、韓國、及海外同業

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

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2013 年報

Education and Training Committee教育及培訓委員會

Committee Members

Chairperson : Mr Fung Po Kwong, PaulVice Chairperson : Mr Lee Chi Hung, Stephen

Mr Wu Yi ChengMembers : Mr Chui Ming Man, Jackey

Mr Lau Ping Wah, SteveMrs Li Lam Chin Ching, RitaMr Ng Hoi Ching, MatthewMr Ng Kwong Ming, PaulMr Wong Chun Wai, RobertDr Yuen Wai Kay, Ricky

Objectives

• To implement educat iona l and t ra in ing po l ic ies formulated by the Institute’s headquarters in UK.

• To assist the Institute in validating / re-validating housing / property management courses in Asia Pacific Region.

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

• To arrange / assist educational and training activities with other committees and institutions as and where required.

委員會

主委 : 馮寶光副主委 : 李志雄先生

吳沂城先生委員 : 崔銘文先生

劉炳華先生李林展青女士吳海清先生吳光銘先生黃振威先生阮偉基博士

工作目標

• 執行由英國總會所制訂的教育及培訓政策。

• 協助總會評核及重核亞太區的房屋物業管理課程。

• 與亞太區的大學及其他教育╱職訓機構聯絡，協助提供房屋╱物業管理的培訓課程。

• 於須要時與分會其他委員會及其他機構安排╱協助安排教育及培訓課程。

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2013 YEAR BOOK


• Participated in the Academic Committees of the following courses:

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

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

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

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

Diploma in Property Management, School of Continuing and Professional Education (SCOPE), City U

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

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

Professional Diploma in Housing Management by HKU SPACE

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

年內完成工作

• 出席下述課程的學務會議：

香港大學城市規劃及設計系房屋管理碩士（專業課程）

香港城市大學公共政策學系房屋學文學碩士

香港大學專業進修學院房屋管理專業文憑

香港城市大學公共政策學系行政及公共管理（榮譽）社會科學學士

香港城市大學專業進修學院物業管理專業文憑

香港理工大學專業進修學院房屋管理學文學士

• 出席╱參與下述課程的新生入學申請篩選：


香港城市大學公共政策學系行政及公共管理榮譽社會科學學士

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2013 年報

• Conducted Br ie f ing on Prac t ica l Exper ience Requirements (PER) to students of the following courses and vetting of PER Booklets:

Master of Housing Management (Professional Stream), HKU

Master of Arts in Housing Studies, City U

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

Professional Diploma in Housing Management, HKU SPACE

Diploma in Property Management, SCOPE, City U

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

Bache lo r in Hous ing Management S tud ies , D e p a r t m e n t o f M a n a g e m e n t S c i e n c e a n d E n g i n e e r i n g , S c h o o l o f E c o n o m i c s a n d Management, Wuhan University, China

• Liaised with academic and other institutions on validation / revalidation of the following:

Bachelor of Arts in Public Administration and Management — Housing Specialisation stream, SCOPE, City U

Master and Bachelor of Commerce in Housing Management, Hwa Hsia Institute of Technology, Taiwan

Bachelor of Management, School of Business Administration, Guangzhou University, China

• 向下述課程的學生簡報「實務訓練」及核對手冊：

香港大學房屋管理碩士（專業課程）

香港城市大學房屋學文學碩士

香港城市大學行政及公共管理榮譽社會科學學士


香港城市大學專業進修學院物業管理專業文憑

香港理工大學專業進修學院房屋管理學文學士

中國武漢大學經濟及管理學院管理科學及工程系房屋管理學學士

• 聯絡教育及其他機構 , 評核或重核下列課程：

香港城市大學專業進修學院公共行政及管理文學士

台灣華夏技術學院房屋管理商碩士及商學士

廣州大學工商管理學院管理學學士

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2013 YEAR BOOK

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

Committee Members

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

Mr Chui Ming Man, Jackey Mr Lai Yuk Tim, Tim Mr Lee Kwong Yiu, Ernest Mr Luk Wai Lun, Stanley Mr Ng Mei Chuen, FrederickMr Wong Kai Sang, CliffMr Wu Yi ChengMr. Kwong Lap Sun, Keith

Objectives

The External Af fa i rs and Publ ic Relat ions Commit tee strives for promoting the growth of professional housing management in Asia Pacif ic Region. We work hard to build closer interactions and connections with academic and professional insti tutes in real estate and housing managemen t i ndus t r y . A l so , we ac t i ve l y wo rk w i th the government and fel low professional inst i tutes for strengthening the professional image and practice of the housing management industry.

委員會

主委 : 周駿齡先生副主委 : 黃錦棠先生委員 : 陳偉光先生

崔銘文先生黎玉添先生李光耀先生陸偉倫先生吳美全先生黄繼生先生吳沂城先生鄺立信先生

工作目標

對外事務及公共關係委員會致力在亞太區內推廣專業房屋管理的發展，並加強與各房屋相關的專業學會及學術機構有更緊密的交流。我們積極與相關的政府部門及專業團體合作，提升行業的專業操守和形象。

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2013 年報

The Committee will continue to support and coordinate with other branch committees in organizing benchmarking visits, seminars, and workshops for enhancing the working knowledge of housing practitioners. We encourage our members to utilize their expertise for providing a better environment for the society.


For the past year, we have enhanced better and closer relations with professional institutes in Asia Pacific Region such as the Mainland China, Macau, Taiwan and Korea through visits, conferences and seminars.

The Committee has continued our support for promoting the sustainable growth of housing management industry. We actively participate as the supporting organization for the conference and seminars in building inspection and on the utilization of intelligent systems, structures and facility.

The Committee has also strengthened the provision of updated working knowledge and legislation requirements for members. We were the supporting organization for the seminar on OSH Ordinance, Lifts and Escalators Ordinance and Quality Water Recognition Scheme.

The Commit tee has received the delegates of Korea Housing Managers Association. We exchanged views with the delegates on professional practice, opportunities and challenges of the housing management industry. We have also arranged benchmarking visit to office tower, shopping mall and residential estate for the delegates.

本委員會持續與亞太分會各工作委員會緊密合作，互相配合協調，為會員舉辦各種的探訪、講座及工作坊，提升會員的專業知識，讓亞太區域的房屋管理專業人員以專業所長貢獻社會。

年內完成工作

在過去的一年，我們與亞太地區如中國大陸、澳門、臺灣及南韓的專業團體互相拜訪，舉行會議及專題講座，提升了彼此的聯系和合作。

委員會繼續致力提升行業在持續發展領域上的能力。我們積極支持及協辦屋宇檢查及維修的講座和智能系統及設備運用等項目的交流會。

我們透過協辦及支持一系列的專題講座，範圍包括職業安全及健康條例、升降機及自動電梯條例、大廈優質食水認可計劃等，以加強會員的專業知識、行業規範和法例的最新知識。

委員會接待了大韓住宅管理士協會的探訪，雙方就行業上的專業操守，工作上機會及挑戰等題目互相交流。我們更安排協會參觀了香港的商業大廈、商場及住宅物業，讓來賓更加了解香港物業管理的專業質素。

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2013 YEAR BOOK

Committee Members

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

Mr Chiu Sin Hung, BonnyMr Ho Chun Nin, EdwinMr Ng Mei Chuen, FrederickMr Pang Kwok Wah, DerekMr Sze Wing Luen, WesleyMr Wong Kam Tong, Vincent

Objectives

• To uphold and promote the professional image of the Chartered Institute of Housing Asian Pacific Branch (CIHAPB);

• To leverage the use of Information Technology and the Branch website to strengthen our communications with our members, housing professionals and practitioners, Government officials and the public;

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

• To provide IT support to CIHAPB.

委員會

主委 : 馮炳欣先生副主委 : 陸偉倫先生委員 : 陳偉光先生

趙善雄先生何春年先生吳美全先生彭國華先生史永聯先生黃錦棠先生

工作目標

• 確立及提升英國特許房屋經理學會亞太分會之專業形象及地位；

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

• 增強政府、專業團體、業界及公眾人士對本會的認識；及

• 對分會提供資訊科技支援。

Information Technology Committee資訊科技委員會

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2013 年報

年內完成工作

過住一年，在各委員的支持下，我們繼續透過電郵、電子刊物，和分會的網站，加強分會與會員的聯繫。這不但大大縮短郵寄信件所需的時間和減省郵費，並進一步推動環保。為方便分會與各會員聯繫，分會請各會員能抽空到分會網站內的「會員專區」，把「通訊電郵帳戶」一欄設定為會員常用的電子郵件帳戶；或把分會分發給各會員的電郵帳戶轉發至會員常用的電子郵件帳戶，以便各會員接收分會發出的資訊和電郵。年內完成項目：

• 加強使用電郵，發放通告和訊息，包括把『房管專訊』以電郵形式發放給各會員，以推動環保。

• 為支援各會員的專業發展，以便各會員在變化迅速的房管世界向前邁進，本年八月，分會增設了一個新的網頁『持續專業發展』，以協助會員呈報和紀錄已完成的持續專業發展項目。

• 分會在PayPal電子貨幣系統開立帳戶，以便香港以外地區會員，繳付會費和活動費用。透過這個新的付款安排，中國內地、臺灣和澳門的會員，可以輕鬆地通過互聯網繳付會費，節省不少時間。

• 分會亦會在節日，設計及發出電子節日賀卡，予各會員及其他專業團體。

分會網站是分會與各會員溝通和發放消息的主要平台。分會會不斷更新網站內容和定期把分會的刊物，如年報、文章、房管專訊等上載於網站內，給會員閱覽，希望各會員能抽空閱覽分會網站www.cih.org.hk。


With the dedication and support of the Committee Members, we have kept on promoting the use of email, electronic newsletters, and website to communicate with our members. Furthermore, contents of the website are updated regularly to keep members abreast of the latest development of the Branch. Members have been advised to change their corresponding email address in their personal account to their frequently used email account; or to forward their member email address to their frequently used email account so as to receive the updated information of the Branch. Work completed in the year is as follows:

• Extensively use of email to dispatch notices, messages and publ icat ions to members including “Housing Express”.

• Launch out “Continuous Professional Development” (CPD) programme in August to facil itate members to keep pace with the rapid change in their working environment and to help members to identify their professional development needs. A new webpage “CPD Management” has been added in the Branch Website to facilitate members to report their CPD activities online.

• Open an account in PayPal to facil i tate members outside Hong Kong to pay their membership and activities fees. Through this arrangement, members in Mainland China, Taiwan and Macau can easily settle their membership fees via internet and save a lot of their time and effort.

• Produce and dispatch electronic seasonal greeting cards to members and our counterparts.

Our website is an important means of communication between the Branch Office and its members as well as dissemination of information, such as visits, seminars, news, announcement etc. Members are encouraged to visit the website of the Branch regularly at www.cih.org.hk.

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2013 YEAR BOOK

Membership Committee會籍事務委員會

Committee Members

Chairperson : Mr Ng Mei Chuen, FrederickVice Chairperson : Mr Lee Kwong Yiu, ErnestMembers : Mr Chan Wai Kong, Frankie

Mr Chiu Sin Hung, BonnyMs Fan Chui King, AgnesMr Fung Ping YanMr Lee Chi Hung, StephenMs Li Man Chi, WendyMr Mak Yat Fung, MasonMr Ng Kwong Ming, PaulMr Tam Wai Po, Jerry

Objectives

• Recruit members from Asia Pacific Region.

• Ve t and approve Membersh ip app l i ca t i ons f o r Chartered member and ordinary member, vet and recommend Fellow Membership applications to the Executive Committee of CIHAPB for endorsement.

委員會

主委 : 吳美全先生副主委 : 李光耀先生委員 : 陳偉光先生

趙善雄先生樊翠琼女士馮炳欣先生李志雄先生李敏芝女士麥日豐先生吳光銘先生譚偉葆先生

工作目標

• 於亞太區內招募會員。

• 審閱及批核專業會員，審閱及推薦資深會員之申請予亞太分會執行委員會審批。

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2013 年報

• Vet Chartered Membership applications through the Direct Final or Distinguished Professional Routes and recommend to the Executive Committee of CIHAPB for further recommendation to the CIH Headquarter for final endorsement.

• Liaise with CIH Headquarters from time to time and keep members updated regarding membership affairs.

• Update membership database and monitor membership subscription collection.

• Wo rk c l ose l y w i t h t he I n f o rma t i on Techno logy Committee on setting up of communication platform at website and introduction of PayPal for the convenience of those overseas members.

• Work wi th Educat ion and Tra in ing Commit tee in Membership drive.

• Work with Professional Practice Committee / Information Techno logy Commi t t ee i n deve lop ing the CPD programme for members.


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

In 2013, we worked with the Education and Training Committee and the General Manager in membership drive locally as well as in Mainland China, Taiwan and Macao. During the year, we have vetted about 447 applications including 147 Chartered Member through Direct Final Route and 49 Members from China, 63 Members from Taiwan. Members of the sub-committee have taken part in the interview panel for applicants through Direct Final Route in Mainland and Taiwan.

• 審閱經卓越或直接途徑成為特許會員的申請，然後向亞太分會執行委員會作出建議，從而審議後推薦予CIH總部作最後批核。

• 與CIH總部保持聯繫，並就會籍事宜之最新訊息通知各會員。

• 更新會員資料及監察會費繳交狀況。

• 與資訊科技委員會緊密合作，提供網上溝通平台予會員，並推出PayPal繳費服務以方便香港以外之會員。

• 與教育及培訓委員會合作致力推展會籍事宜。

• 與專業實務及資訊科技委員會合作推行持續專業發展計劃。

年內完成工作

• 會員招募及處理會籍申請

於2013年，聯同教育及培訓委員會與分會總經理於本地、國內、台灣及澳門等地推展會員招募工作。年內審閱約447宗申請個案，其中包括 147宗國內特許會員經直接途徑申請，49宗國內會員申請，63宗台灣會員申請。會籍小組委員會更參與審核於國內及台灣的直接途徑申請面試工作。

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2013 YEAR BOOK

• Membership Drive

We liaise closely with CIH Headquarters in order to updating our members on membership issues from time to time. Taking this opportunity, we would remind that for those who wish to use FCIH as designation after upgrading to Fellow membership, the deadline of application is 31 December 2014 (3 years as Chartered Member prior to application is required, ie should be a Chartered Member on or before 31 December 2011).

• Membership Update

Our number of members has been growing steadily to exceed 2,400 by the year end which comprises local members and members from Mainland China, Taiwan and Macao. In 2013, with the utmost effort of the Executive Committee and the General Manager of CIHAPB, recruitment of members outside Hong Kong has been increasing significantly. CIHAPB and the Membership Committee wi l l keep on working strenuously with a view to recruiting more members as well as to providing more comprehensive services to our members.

• 會籍推展

小組與英國特許房屋經理學會總部保持緊密聯繫，致使會員能就會籍事宜上不時獲得最新資訊，茲藉此提醒各特許會員，申請成為資深會員而欲採用FCIH稱銜的截止日期為2014年12月31日（申請前最少具備3年特許會員資格，即在2011年12月31日前已成為特許會員）。

• 會籍匯報

現時本會會員人數至2013年底已超越2,400人，其中包括本地及來自國內、台灣及澳門。於2013年，透過執行委員會及亞太分會總經理的努力，我們於香港以外招收的會員有明顯增長。亞太分會執行委員會及會籍小組會繼續致力招收會員及提供更多元化服務予本會會員。

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2013 年報

Policy Committee政策委員會

Committee Members

Chairperson : Mr Poon Yuen Fong, SanfordVice Chairperson : Ms Kwok Pik King, TheresaMembers : Ms Chiu Chi San, Angela

Mr Chiu Sin Hung, BonnyMr Chow Chun Ling, KennyMr Lee Kwong Yiu, ErnestProfessor Yip Ngai Ming

This year, the Executive Committee decided to introduce the role of Policy Officer and the Policy Committee was set up accordingly. The Committee worked with the Professional Practice Committee on various important issues with great impact to the Institute and our profession throughout the year.

Objectives

• To coordinate the response to policy and professional practice consultation documents from the Institute and local government;

• To develop and maintain links with, as appropriate, Regional Development Agencies / other Professional Bodies;

委員會

主委 : 潘源舫先生副主委 : 郭碧琼女士委員 : 趙梓珊女士

趙善雄先生周駿齡先生李光耀先生葉毅明教授

今年，執行委員會決定引入政策主任一職，並設立政策委員會。委員會與專業實務委員會共同致力於各方面對學會及本行業有重大影響的議題上。

工作目標

• 回應學會及本地政府有關政策及專業實務的諮詢文件；

• 與相關發展機構及專業團體發展並保持聯繫；

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• To develop and maintain links with the Institute’s Policy Officers in order to share information;

• To liaise with institute Officers to ensure an effective working relationship between Institute officers and the branch; and

• To develop strategies / opportuni t ies for branch members to become involved in CIH responses.


The Policy Committee had coordinated with the Professional Practice Committee closely in addressing different issues i.e. the former focused on the policy issues at the macro level relating to the profession and housing as well as the coordination with the headquarters in the UK; while the latter on more the professional practice level. Major highlights of the work of Policy Committee were as follows:

• Follow the progress of the Review Committee on the BMO and initiate discussions to its Interim Report issued in March 2013; as well as that of the Advisory Committee on Regulation of Property Management Industry;

• Initiate and gather feedbacks from EC members on the recommendations of the Steering Committee on the Long Term Housing Strategy as contained in the consultation document issued in Sept 2013; and

• Compile the Update Paper (Sept 2013) and Revised Paper (Nov 2013) fo r the cons idera t ion o f the Governing Board on the way forward of the Asian Pacific Branch.

The Committee would continue to follow up on the above issues and report to the Executive Committee timely.

• 與其他分會政策主任發展並保持聯繫，以分享資訊；

• 聯絡學會各主任以確保分會與他們的良好工作關係；及

• 發展策略與機會使會員更投入本會對各方面的回應。

年內完成工作

政策委員會與專業實務委員會除緊密合作外，亦各自致力於不同事件上。前者集中處理有關專業及房屋政策在宏觀層面的議題及與英國總部的協作；後者則多集中處理專業實務層面的議題。政策委員會主要工作包括下列三方面：

• 跟進《建築物管理條例》檢討委員會的工作進展及就其2013年3月發布之中期報告發起討論，並就物業管理行業規管諮詢委員會提出階段性的工作及建議作出討論；

• 就長遠房屋策略督導委員會於 2013年 9月發布之諮詢文件，向執行委員會委員發起討論及收集其意見；及

• 就亞太分會的未來發展分別於2013年9月及11月向英國總部的管治委員會作報告。

本委員會將繼續跟進上述各個議題，並適時向執行委員會匯報。

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Committee Members

Chairperson : Dr Yuen Wai Kay, RickyVice Chairperson : Mr Wong Ying Kit, RomulusMembers : Mr Chan Wai Kong, Frankie

Mr Cheung Shu Yan, EdmondMr Chiu Sin Hung, BonnyMr Chow Chun Ling, KennyMs Fan Chui King, AgnesMr Fung Po Kwong, PaulMr Ng Kwong Ming, PaulMr Ng Mei Chuen, FrederickMr Poon Yuen Fong, SanfordMr Wong Hin NangMr Wong Kai Sang, CliffMr Wu Yi ChengProfessor Yip Ngai Ming

Objectives

• To promote professional housing management practice

• To recruit members in Asia Pacific Region

• To enhance the professional image of Asian Pacific Branch

委員會

主委 : 阮偉基博士副主委 : 黃英傑先生委員 : 陳偉光先生

張樹仁先生趙善雄先生周駿齡先生樊翠瓊女士馮寶光先生吳光銘先生吳美全先生潘源舫先生黃顯能先生黃繼生先生吳沂城先生葉毅明教授

工作目標

• 推廣專業房屋管理

• 招募亞太區會員

• 提升學會的專業形象

Professional Development Committee專業發展委員會

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2013 has been another year of remarkable achievement for the Professional Development Committee. Through tremendous efforts, we would continue to expand our membership networks in China.

During the year, CBRE and VENCI continued to collaborate with APB as our training agencies in China. Housing management courses were and wi l l cont inuous ly be launched by these agencies in major cities of China. As of today, we have been able to recruit 230 new members in China adding up to a total of nearly 500 members outside Hong Kong.

Five housing management seminars were held outside Hong Kong in Shanghai, Chengdu, Beijing, Shenzhen and Taiwan with different themes and these all ended up with excellent results and feedback.

We played host to 2 professors from Guangzhou University and 7 students from Wuhan University in August during which they visi ted several housing organizat ions and properties for experience sharing.

To better serve the increasing number of members and to launch CPD events, three liaison offices have been set up in Guangzhou, Shanghai and Beijing respectively. District representatives are also appointed to assist in organizing activities in these areas.

During the year, we have validated the Master of Housing Management degree programme of Hwa Hsia Institute of Technology in Taiwan and the Bachelor of Property Management degree programme of School of Continuing Education, Guangzhou University. These two programmes are expected to produce a total of approximately 50 graduates each year.

APB has established high reputation and a solid foundation for our membership drive in China. We will leverage on our existing network to further promote professional housing management in the region.

年內完成工作

2013年是專業發展委員會碩果豐盛的一年。通過努力，我們在中國的會員網路己穩步擴展。

在本年內，我們繼續委任世邦魏理仕物業顧問公司及VENCI地產業培訓公司作為我們在中國的培訓中心在內地各主要城市開辦房屋管理課程。直至年底，我們在國內己經招募了230名新會員，香港境外會員總數己接近500人。

我們分別在上海，成都，北京，深圳和台灣舉行了共五個房屋研討會都順完成及取得完美成果。

學會亦於今年八月招待了從廣州大學的兩位教授及七名武漢大學學生到港考察。在我們悉心安排下，他們愉快地參觀了多個房屋機構及有關項目作經驗交流。

為了更好服務國內的會友及開展CPD活動，我們分別在廣州，上海及北京設立了聯絡處。我們也在當地委任了地區代表負責安排活動及推廣會務。

今年，我們認証了台灣華夏技術學院的房屋管理碩士課程及廣卅大學成人教育部的物業管理學士課程。這两個課程每年約共產生50名畢業生。

亞太分會在中國己成功建立極高的名聲及堅實的基礎以推廣我會的會籍。展望未來，我們會利用現有的網路在區內進一步推廣專業房屋管理。

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Professional Practice Committee專業實務委員會

委員會

主委 : 趙善雄先生副主委 : 張樹仁先生委員 : 何春年先生

郭詩雅女士鄺立信先生李光耀先生陸偉倫先生吳碧茵女士吳美全先生王小玲女士黃英傑先生

工作目標

在香港及亞太區推動專業及優質房屋管理服務：

• 與亞太區同業交流最佳房屋管理實務經驗

• 向政府部門提供有關房屋政策的專業意見

Committee Members

Chairperson : Mr Chiu Sin Hung, BonnyVice Chairperson : Mr Cheung Shu Yan, EdmondMembers : Mr Ho Chun Nin, Edwin

Ms Kowk Sze Nga, EstherMr Kwong Lap Shun, KeithMr Lee Kwong Yiu, ErnestMr Luk Wai Lun, StanleyMs Ng Bik Yan, BettyMr Ng Mei Chuen, FrederickMs Wong Siu Ling, LindaMr Wong Ying Kit, Romulus

Objectives

To p romo te p ro fess iona l and h igh qua l i t y hous ing management in Hong Kong and Asia Pacific Region and strengthen the professional image of the Institute:

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

• T o p r o v i d e p r o f e s s i o n a l c o m m e n t s t o v a r i o u s government authorities on housing policy and related issues.

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

• To col laborate wi th re levant professional bodies and other committees of the Institute for organizing working and seminars on topics relating to housing management.


In the year of 2013, with the support and enthusiasm of committee members, we maintained an active role on housing professional ism. Through the l inkage and pa r t i c ipa t i on w i th re levan t hous ing , academic and professional institutes in the Region, we promoted the continuous development on housing practice in the following different areas.

• A study tour to Shenzhen was arranged in March for visiting new developments in the Region.

• Co-organized with City University of Hong Kong for a seminar on a topic of “applying mediation skills in property management” in August.

• Prepared the contents and guidelines of Continuous Professional Development (CPD) Programme of the Institute and launched the programme.

• Del ivered a talk in October for brief ing the CPD Programme of the Institute to the members.

• Co-organized wi th Ci ty Universi ty of Hong Kong to invite Mr. Mingo Kwan to deliver a talk relating to experience sharing on property management in October.

• 積極參與政府及社區活動藉以推動優質房屋管理

• 與相關專業團體及本會其他委員會聯繫推動香港專業房屋管理

年內完成工作

於二零一三年，在得到各委員支持及熱心工作下，我們能夠在房屋管理專業方面保持活躍參與，並透過與各相關房屋組織、團體及專業學會聯繫，我們已不斷發展房屋管理專業領域，年內工作包括以下各點。

• 在三月組團到深圳考察當地之新落成物業。

• 在八月與香港城市大學合辦有關調解技巧於房屋管理之應用的講座。

• 於年內制訂持續專業發展計劃之詳情及指引，及向會員推行計劃。

• 在十月舉辦簡介會向會員講解本會之持續專業發展計劃的詳情。

• 在十月與香港城市大學合辦題為「物業管理心法」的講座，及邀請關仕明先生主講。

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委員會

主委 : 陳偉光先生副主委 : 黎玉添先生委員 : 趙善雄先生

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

工作目標

• 透過宣傳活動提昇亞太分會之專業地位。

• 於亞太區推廣及宣傳卓越房屋管理經驗。

• 為支持並配合全球環保趨勢，致力向會員推廣亞太分會電子刊物。

Committee Members

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

Mr Chow Chun Ling, KennyMr Ho Chun Nin, Edwin Mr Ho Siu Kin, Francis Ms Kwok Pik King, Theresa Mr Kwong Lap Shun, Keith Mr Lee Kwok Man, Calvin Mr Lee Kwong Yiu, Ernest Mr Ng Mei Chuen, FrederickMr Wong Wai Yin, Steven

Objectives

• To enhance our professional status via publicity.

• To disseminate and promote best management practice to Asia Pacific Region.

• To promote more readership of e-publications through dispatching e-copies to all members in support of environmental protection.

Publications Committee刊物委員會

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2013 YEAR BOOK

• To publish articles written by the members for sharing through our electronic platform.

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

• To produce an updated version of our Inst i tute’s promotional material.


• As there were many large-scale repairing works of buildings causing to litigation this year, we invited our Hon Legal Advisor, Mr Chung Pui Lam, GBS, OBE, JP, to share his valuable experience and views on this topic.

• To increase our knowledge of Housing Policies in and outside Hong Kong, we invited Dr Ricky Yuen to write an article to share with our members.

• E-Hous ing Express w i th ar t ic les cont r ibuted by members from mainland China had been published and issued in Feb, April, July, August and Sept 2013 respectively.

• To better understand BMO and DMC clauses in relation to unauthorized occupation of common area, we invited solicitor Mr Kwok Kwun Ying to share an article on this issue.

• The Publications Committee is going to produce 2013 year book with the theme “Striving for Excellence, Expanding Horizon” and invite various experts from Asia Pacific Region to write articles so as to enhance our members’ knowledge regarding the housing issues of different places.

• 透過電子平台刊登會員之文章以作分享。

• 透過電子房管專訊刊物加強亞太地區會員及伙伴之聯繫。

• 為學會重新製作宣傳冊子。

年內完成工作

• 由於最近涉及多宗樓宇大維修所引發之訴訟事件，特邀本會名譽法律顧問鍾沛林律師作經驗之分享。

• 為使會員加深認識香港及其他國家在房屋政策上不同之處，特邀請阮偉基博士撰文與會員分享。

• 年內已分別於二月，四月，七月，八月及九月刊登電子通訊及國內會員之文章作分享。

• 為著令各會員加深了解建築物管理條例及公契所涉及之非授權侵佔公共地方問題，已邀請郭冠英律師撰文與會員作分享。

• 刊物委員會出版2013年年報，並續以「精益求精，擴闊領域」為主題，邀請亞太區之房管專家為本會撰寫文章以加強會員對不同地區各房管專業資訊的了解。

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2013 年報

CHARTERED INSTITUTE OF HOUSING PRESIDENTIAL MESSAGE英國特許房屋經理學會會長的話

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Chartered Institute of Housing Presidential Message

I am delighted to have the opportunity to provide an introduction to the yearbook of CIH Asian Pacific Branch. It was an honour and a pleasure to visit Hong Kong in September this year.

Housing is a key political issue all over the world, and we are seeing similar issues emerge around the provision of affordable homes, availability of suitable land and access to capital funding, alongside changes to welfare support and the need for effective leadership of increasingly complex businesses. It means all of us are having to adapt and transform to a new and challenging world — quite an agenda. When I was in Hong Kong it was great to see the wide range of exciting and innovative work being undertaken by all of our members. But what struck me the most was the passion, the learning, and the innovation being shown to find real and effective solutions in a highly pressurised environment where land is at a premium and the impact of mainland China’s investment is huge. Three examples stood out for me. I found the work of the Elderly Resources Centre fascinating and its objective to provide world-class solutions is both exciting and challenging. The results demonstrated real innovation and vision combined with care and a genuine desire to understand the needs of their customers. The work around environmental efficiency was impressive with water recovery systems, vertical gardens and visible energy data displayed outside projects — probably the best-kept secret of the work of the Hong Kong Housing Authority and Hong Kong Housing Society. And the work of the Urban Renewal Authority is truly amazing when you consider the demands on land, accessing the extremely tight sites and the range of interested parties to be consulted before you even get onto the construction challenges. Along with profound admiration I came away with a huge amount of information and lessons learned, and also a renewed sense that there is so much learning to be derived from trips to other countries. It also reinforced in my mind the amazing work CIH Asian Pacific Branch members are doing within Hong Kong but also in reaching out to promote and develop CIH and our focus on professional standards and learning across the region. This year as with most years there have been many challenges and changes. The critical issue for all of us is how we embrace challenge and create opportunity, how we tackle change by transforming our organisations, and how we all work to learn, improve and influence our future. Only then can we have any hope of creating the future we want rather than having a future imposed upon us.

Paul TennantCIH President 2013

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COVER STORY文章分享

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建築物大維修應注意事項

鍾沛林律師香港特別行政區金紫荊星章、太平紳士

香港的四萬多幢多層大廈中，超過 30年樓齡的越來越多，需要進行大維修工程的隨處可見，目的當然是要確保大廈的結構良好，以保障大廈內居住或工作者的安全。政府及公營部門為鼓勵大維修，俱提供津貼、貸款及支援。

最近很多報章都報導有關大維修出現很多問題：聘請「維修顧問」或「承建商」出現圍標；大廈業主、法團管理委員會及管理人員之間的爭駁；及工程質量偏差致未能順利完成工程，導致諸多訴訟。其實吃虧的往往是小業主。

現謹將大維修應注意的若干事項，以簡易答問方式列出，以供各持份者参考及藉此拋磚引玉。

1. 建築物進行大維修，是否需要聘請專業的工程人士作為「維修顧問」或稱「工程顧問」？

大維修通常是指建築物需要進行非經常性、規模較大及複雜性高，涉及建築物的公用部分與設施的維修、保養或改善的工程，而所需支付的工程費用會是相對龐大。進行的工程會包括建築物的外牆、天台、平台、大廈內公共走廊與及水、電、煤、電梯、消防等設施不同範圍。要符合相關法例的要求、施工及完工亦需要相關專業的註冊人士的設計、監督和簽證。故此，需要聘請專業的工程人士或授權人士為維修顧問，其職責主要為對建築物進行勘察、報告及建議建築物的公用部分及設施所需要的維修、保養、改善及用料以達至政府或相關法例的要求，協助法團招聘工程承建商、監督工程的進度、核對用料、審批工程款項、發出完工証明、領取符合相關法例要求的證書及向相關政府部門呈交完成符合維修指令的證明書等。對大型工程來說，聘請專業的「維修顧問」或稱「工程顧問」是必須的。須知道維修顧問或工程顧問可以是個人或一間公司。香港的法例並沒有要求「維修顧問」或「工程顧問」須領取牌照。通常此等顧問人士或公司有專業資格的人士作為股東或受聘人士。但亦曾有些公司取了商業登記証後便經營維修顧問，參與投標，待中標後，才外判或聘請有資格的工程專業人士執行工作。

2. 聘請維修顧問需要注意什麼？

首先是維修顧問的專業範圍，確保其或其機構具有所需的專業人士及資格、經驗及相關知識及技術。維修顧問如是一家機構，它的商業背景、財政狀況、董事或主要職員的專業界別、工程經驗、所涉及在工程上的法律訴訟（民事、仲裁及刑事）紀錄等都應是被考慮的因素。須留意有些維修顧問公司本身的合伙人、董事或主要職員為各工程行業的專業人士例如建築師、測量師及工程師，但是有些公司只是待中了標之後才聘請所需的專業人士或外判。

3. 維修顧問是否法團的代理人？

維修顧問是法團（或僱用人）受聘的獨立承建商，亦是法團的代理人，在聘任文件要清楚寫明僱用條件，包括工作範圍、薪酬、權責、工作期限等。特別要注意的是避免授予毫無保留的權力。如法團沒有保留約束維修顧問的權力，萬一所聘用的維修顧問對工程承建商有所偏私，那就會對法團構成不利。常見的情況可能是不履行其職責，疏於監督，隨意批出承建商申請的工程款、增減工程、改用較次的物料、不適當審批完工、不出具滿意紙、及不向有關政府部門申領合格證書等。顧問合約應由專業人士（包括相關經驗的法律界或工程人士）審核。要注意的是儘量避免由擬聘請的維修顧問或工程承建商提供法律或其他專業人士以審核顧問合約的條文及提供意見，以避免利益衝突。

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4. 建築物管理條例（344章）第20A條款有關「須由法團以招標承投方式取得」供應品、貨品或服務所指的招標承投方式是否指必須在報刊公開招標？

所指的「招標承投方式」並非單指在報章刊登廣告招標。民政事務總署及廉政公署相關的指引可作參考，最重要的是公開、公正及公平地招標，包括參考政府部門或公營機構所持有合資格承投工程的相關工程承建商的名冊，經法團管委會決議，邀請適當數目的承建商投標亦可。有些法團除了公開在報刊招標外，亦會用混合式以抽籤方式邀請若干上述提及的政府或公營部門名冊內的承建商同時入標承投。

5. 在招標邀請工程承建商時，通常是由維修顧問草擬招標文件，其中包括一份「工程合約的草稿」，其意義為何？

此份「工程合約的草稿」（「草稿」）是一份非常重要的文件。草稿是給擬投標的承建商作參考之用，內裡應包括合約條文、工程範圍、物料質量、工程規格、施工期限、工程款批核及發放程序等重要資料，給承投的承建商評審以定出投標價格而作出回標。雖然是草稿，在招標過程中，連帶彼此間的往來查詢及解答文件，承建商被通知「中標」時即其投標已被接納，該份草稿連上述的往來文件在法律上已構成工程合約，是不可以修改的（除經該承建商及法團的雙方同意），法團不能以不簽署正式合約為由拒絕聘請該承建商。故此法團要注意該份草稿最好由法團獨立聘請具相關經驗的專業人士、律師等審閱該份草稿及於正式通知中標前提出對草稿的修訂（如有的話）才通知承建商中標。

6. 招標承投工程之前，法團或管業經理須作出什麼準備？

法團及管業經理應在發出招標通告前做適當的部署功課。最重要的是就工程類別、範圍、工程期限等訂定所需的評估，那些是政府部門指令，那些是自發性要、那些是改善添加的工程以備於業主大會討論作參考之用。如聘請維修顧問，這評估對維修顧問準備其評估報告亦有幫助。避免沒有確定性質或空泛的工程或服務要求。同時要注意擬備合約是否有終止維修顧問及承建商的權利，如涉及圖則的版權誰屬，餘下物料怎樣處理。合約要訂明維修顧問必須定期或在法團要求下提供圖則影印本、地盤監察紀錄、物料審核紀錄及書面工程進度報告及出席管委會及業主大會會議接受及解釋提問及質詢。

7. 遇上一個不稱職的維修顧問，怎辦？

可考慮聘請另一位獨立的維修顧問以評估該擬不稱職的維修顧問的工作及表現，作出報告以確定該維修顧問有否失職或違約及在有需要時提議補救方案，包括更換該維修顧問及法律追究。有些顧問合約訂明給予法團在不需要提出任何理由下可以書面通知終止（例如一個月通知）其服務合約而不須作出賠償，但不影響終止合約日之前已發生的與責任。

8. 法團應否監管維修顧問與承建商及怎樣監管？

法團雖然聘請了維修顧問，但法團應負起監察維修顧問及承建商的工作是否符合工程合約的要求及進度。有些法團成立「工程監察小組」聽取維修顧問及承建商的報告，監管工程進度、核對材料等，確保各自履行其職責。工程監察小組成員可包括管委會成員及非管委會成員及有專業知識的業主。有需要時，考慮可聘請獨立的專業人士協助。

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9. 在大維修的過程，法團是否需要法律服務？

在整個大維修過程，涉及法律層面的事情甚多，例如與維修顧問及承建商的合約條文，召開業主大會及相關決議的程序有效性，與政府部門及法定團體如香港房屋協會、市區重建局的文書往來等，都涉及法律服務。此外，大維修的集資，業主應繳付的費用的計算方式，必須符合大廈公契條文的規定，如有出錯，科款的決議變得無效影響重大。但要注意的是該位法律服務提供者是否與維修顧問或承建商有利益衝突或甚至是由他們免費或象徵式費用提供的，否則法團與維修顧問及承建商訂立合約條文或在提供服務過程中可能出現偏差，影響對法團及業主的保障。

10. 法團應否聘請「地盤工程監督」(Resident clerk of work)？

如工程費用相當高或技術較複雜，可考慮聘請地盤工程監督，直接向法團負責。其主要工作是監察地盤各項工程的物料使用及施工，以確保用於工程的物料及使用乃按工程合約的要求，並向法團匯報工程的進度是否依預算的工程進度表進行。

11. 在大維修過程中，維修顧問是否有權未經法團的同意批准「後加工程」及更換材料？

「後加工程」通常是指在大維修過程中，原大維修項目範圍以外的工程、法團或經維修顧問的建議將有些合約以外的項目加入於正在施工的大維修範圍內。原則上，維修顧問是沒有權力批准後加工程，除非法團與維修顧問所簽的合約包括授權維修顧問全權處理後加工程或包括被稱為附加或附帶於原大維修項目的工程。故法團必須留意聘請維修顧問的合約有關條文，否則該維修顧問可不經過法團的批准代法團要求或批准承建商進行所謂附加或附帶工程，這可能導致大維修費用超標或甚至嚴重超出預算而須業主再集資。至於更換建造材料的權力，與後加工程類同，法團應保留最後決定權。

12. 在大維修過程中，法團在甚麼情況下需要聘請工料測量師 (Quantity Surveyor)?

維修顧問在一般大維修工程合約中同時擔任該工程的授權人士及工料測量師的職責。如工程費用相當巨大，法團可考慮訂明該工程的工料測量師一職須由維修顧問以外的獨立工料測量專業人士擔任。

13. 工料測量師在維修工程中的工作及角色是怎樣的？

通常工程合約都會訂定承建商須每個月將所完成的工程或部分工程及應得的工程款呈交給維修顧問。經維修顧問審批後發放工程款。

如果法團聘請獨立的工料測量師，該獨立的工料測量師審核工程費用，包括確保維修顧問所批給予承建商每期的「上單」的工料是否已如所報，以避免維修顧問對承建商有所偏私而隨意批出工程款項。該獨立的工料測量師亦能確保工程中所使用的物料的質量合符工程合約及招標文書或合約所規定。完工後，工料測量師會檢核整個工程賬項並作出工程開支總計，並與承建商決算整個工程的賬項。

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14. 「小型工程監管制度」何時實施及目的為何？

按屋宇署資料，該制度是從2010年 12月31日開始實施，如進行小型工程必須聘請屋宇署註冊的承建商，例如註冊小型工程承建商進行，否則違法。註冊小型工程承建商的名單可查閱屋宇署網頁。其目的是簡化現行的法定程序，以提供簡單和便捷的合法途徑，使業主安全地進行小規模的建築工程，例如安裝冷氣機支承架和晾衣架等。

15. 業主或住戶委任小型工程承建商應留意什麼？

業主或住戶於委任時必須要確保其委任的工程承辦商已購有各項所需保險，以減低因工程引致的法律責任，而被索償的風險。此外，應考慮其工程是否涉及或使用大廈的公用部份或設施，應預先取得業主立案法團或物業管理公司的同意，及其訂定的裝修規則，並遵守大廈公契的條款。

很高興知道「香港房屋協會」及「市區重建局」為確保津助舊樓業主大維修的款項用得其所，物有所值，對受助的建築物業主制訂了若干措施，在聘用「承建商」的招標過程中，委任大型會計師行参與接收及處理回標的工作，希望將招標的真正公平原則發揮出來。

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向侵佔公共地方者索償

郭冠英律師李郭羅律師行2013年11月

引言

法團及物業管理公司，主要職責是管理屋苑的公共地方及設施，並執行公契與《建築物管理條例》（下稱「《條例》」）的規定。若屋苑公共地方遭他人非法佔用，不管佔用者是否屋苑業戶，法團及物業管理公司均須採取行動，尋求終止該等行為。

非法侵佔公共地方的情況林林總總，輕微的包括在家門外安放神位、鞋子及雜物，嚴重的可以在地下商店門前擺設貨物，在外牆或簷蓬豎立巨型廣告牌，甚至在餐廳食肆門外加置餐桌，自設「露天吸煙區」，以招徠更多客人。

就筆者所見，法團及管理公司即使就上述非法行為採取法律行動，很多時都只會要求法院頒發禁制令，禁止被告人繼續霸佔公共地方，或將僭建物拆除，最多只會要求被告人支付訟費，卻較少會要求對方對法團及眾業主作出金錢賠償。

究竟，法團可否要求非法佔用公共地方的被告人賠錢呢？本文會就此問題作簡單討論，並闡述一些最新的本港案例。

公契及條例的規定

在討論如何評定非法佔用公共地方的賠償金之前，讓我們先看看法團及管理公司就該等行為採取行動的法律依據。首先，本港的公契多載有「不得阻塞公共地方」(obstruction of common areas)、「不得作結構性改動」(structural alteration)或「更改大廈外觀」(alter the external appearance of the building)1及「不得建有非法構築物」(not to erect unauthorized structures)等條款。侵佔公共地方，包括於公共地方建有僭建物供己享用等行為，很多時都會違反了上述規定中的一項或多項。法團及管理公司並可以此為由，要求對方停止侵佔行為，並將僭建物拆除，使公共地方回復舊觀。

其實，即使公契並無相關規定，《條例》第 34I條亦載明，任何人士在未得業主委員會（如已成立法團，則為管理委員會）決議同意之前，均不得侵佔公共地方作為一己之用，違反該條規定者，將被視為違反公契。眾所周知，《條例》第VIA部份條文，包括第34I條在內，均透過法例被強制納入所有公契條款之中，並凌駕於相反公契規定之上。故此，即使公契未有明文禁止業戶霸佔公共地方等行為，法團及管理公司往往仍可引用第34I條，向侵佔者興訟。

評定賠償金的一般通用原則

民事與刑事法律其中一項明顯不同之處，就是前者的目標，主要是為補償受害人，而後者卻是要懲罰違法者，以警告其他人不要犯同樣罪行。故此，在「合約法」(Law of Contract)及「侵權法」(Law of Tort)等民事法律範疇之內，即使被告人確有違法，只要原告人並無因此而蒙受任何損失，被告人一般情況下仍不用賠償原告，因為原告根本沒有損失需要賠償，而法律也並非主要為懲罰被告人而設。

舉一個簡單例子，如雙方協議好買賣貨物或樓宇，但買方臨時悔約，拒付貨款完成交易，但賣方另覓新買家，並以較高價錢將貨物或樓宇出售，在這情況下，雖然原買方悔約行為確屬違法，但賣方並無因此遭受損失，故此，買方便不須作任何實質賠款。2

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評定侵佔屋苑公共地方的賠償金

如將以上原則引用於非法侵佔屋苑公共地方的情況，則如果法團不能證明對方的侵佔行為令其有金錢或經濟上損失，便很可能得不到實質數額的金錢賠償。或許這就是很多時法團或管理公司不會於該些訴訟中向被告索賠的原因，因為在現實中，那些侵佔行為一般不會令法團蒙受金錢損失。3

可是，如被告無須向法團作出金錢賠償，只須將霸佔的公共地方還原，或停止侵佔行為，這豈非便宜了他，讓他從不法行為中獲取利益嗎 ?例如霸佔公共空間，放置餐桌招待客人的食肆，無形中非法擴大了店舖面積，卻不用為此交租。法律程序往往需花不少時間，即使一兩年後法庭頒令食肆東主停止侵佔行為，他已省回不少租金。如法庭一成不變的依照「只賠償受害人、非懲罰違法者」的民事法律原則辦事，其實是間接鼓勵更多人違反公契及法例的規定，這實在不合情理，也不符合公義。

中間收益 (mesne profit)

所謂「中間收益」(mesne profit)是一法律用語，意思就是「非法佔用他人地方的賠償金」(damages for unlawful occupation)。該詞的本意就是，被告的佔用人須向原告人繳付因其侵佔行為所取得的收益 (account of profit)。所以，顧名思義，於評定侵佔他人地方的賠償金時，法庭其實可用被告人獲取了多少利益為原則，不一定要考究原告人蒙受了多少損失。

外國與本港相關案例

在英國，遠在1993年，便有兩宗上訴法院的案例涉及這議題。兩案的案情相若，均為與家眷同住在軍方宿舍的士兵，因離婚需要遷出，由於申請其他資助房屋（類似本港的公屋）需時，故涉案士兵於到期遷出日之後的一段時間仍居於原宿舍，法院要評定的就是在該段時間之內，被告士兵因非法佔用屬於政府物業的宿舍，而須支付予國防部的賠償金額。該些已婚宿舍，租值比士兵後來遷往的資助房屋便宜，而該等資助房屋的租值又比市值便宜。從國防部方面來看，即使該些士兵依期遷出，有關單位仍只會租予其他士兵，所收的租金亦只會以較低租值計算。所以，從「政府損失多少」的角度來看，賠償金額應以宿舍租值計算。當然，如作出這樣判決，可謂正中被告下懷，因為他們正正就是不想遷出，繼續享受平租。另一方面，如從「士兵得益多少」的角度去衡量，續佔單位期間使他們不用負擔另覓其他居所須付的租金。由於案中他們於遷出宿舍後可遷往資助房屋，延遲遷出的得益就是，他們可免付該段期間資助房屋的租金。故此法庭裁定，被告人須繳付的「中間收益」，須以該等資助房屋的租值計算（比宿舍租值較高）。當然，如果他們不能享有資助房屋，而需要於市面以市值租住房子，損失評定便應以市面上類似宿舍的單位的市值租金計算，因為這才代表他們因非法佔用行為所取得的利益。實際上，非法侵佔他人地方的收益，法律上一般就是以該地方的市場租值 (market rental)計算。

此外，英國也有一宗有趣案例，案中被告人本為英國政府做情報工作，並承諾就工作過程中所獲悉的資料保密，後來他反過來當了蘇聯間諜並出走他方。過了若干時間後，他撰寫回憶錄發售，書中披露了一些他曾承諾保密的資料。雖然到書本出版時，英國政府也認為該些資料已不再是機密，也不會因書本導致政府有任何實際的經濟損失，但英國法院仍裁定，被告人須向政府繳付其出版書本所得的收益，「不應讓被告人經違法行為得益」的原則遂再度得以彰顯。

在香港方面，去年7月時土地審裁處有一宗案例，被告廣告公司未經法團允許，便在位於銅鑼灣旺區的涉案大廈外牆竪立廣告牌，前後為期共32個月。結果遭法團興訟，要求土地審裁處頒令拆除，並支付非法佔用外牆的損害賠償。被告沒否認非法佔用一事，只爭議金錢賠償責任。被告指稱，廣告牌的存在並未對大廈業主及法團造成任何經濟損失，故無須作出賠償。况且公契禁止業主們於外牆建有構築物，所以即使被告的廣告牌沒存在，法團亦不可將外牆租予他

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人豎立廣告牟利，因此法團只可得象徵式賠償 (nominal damages)。但法院跟隨英國案例，認為在這情况下，被告須支付的賠償金不一定根據原告實際損失去評定，即使法團從無意圖出租外牆亦如是。如果只判定被告人支付象徵式賠償，無形中被告人便會取得不公平的利益，故此法院裁定被告人須支付的賠償金應以被告取得的利益計算，即是使用外牆的合理市場價格 (the price a reasonable person would pay for the right of user)，結果被告須支付數以百萬計的賠償金。

到了今年3月，又有另一宗涉及同樣爭議的土審案例。涉案大厦1樓為商用，其中6間商店的業主將其單位全部出租予同一租客，租客將各單位「打通」，並佔用一些原屬公共地方的空間如走廊通道，將6間小舖接連成一間大舖，又在部份非法佔用的地方擺放數部空調機，及在屬於公共地方的外牆竪立招牌。法團對商店的業主及租客興訟，要求禁制彼等非法侵佔公共地方的行為，並作出賠償。土地審裁處裁定商店的業主及租客均須承擔法律責任，在評定賠償金額時，土審處認同去年的案例，認為應以租客的得益，而非法團的損失去衡量，即應以被侵佔地方的市值租金計算賠償。但土地審裁處認為相關之走廊通道的租值應較店舖低，因為一般只有店舖的使用者才會租用貼鄰的走廊通道，故給予五成多折扣。在招牌方面，土地審裁處接納一些專家意見，認為應按其面積，再以十分之一的市值租金計算賠償金。

使用許可協議

法團或管理公司有時於公契明文容許之下，會與業戶（主要是商戶）簽訂許可使用協議 (licence agreement)，於收取一定款項後，同意讓業戶使用某些公共地方。我們處理的訴訟案件中，不止一次見過由於物業轉手或有新的經營者使用店舖，新業戶為著省回使用費 (licence fee)，或種種其他原因，突然拒絕簽訂新協議及支付費用。在這情況下，過往曾協定的使用費，就是相關地方市面租值的重要參考指標。除非任何一方有充分證據證明，在非法佔用期間，該地方的市面租值已有所改變 4，否則法院可能以過往協定的使用費金額去評定被告人應付的「中間收益」。

結論

法團及物業管理公司有責任執行公契及法例規定，並維護全體業主利益。於屋苑公共地方被人較長期霸佔時，除應當採取行動清除僭建物及還原地方，還應積極考慮向非法佔用者追討金錢賠償，計算原則就是佔用人因其非法行為所得的利益 (profit)，即以相關地方在被佔用期間的市面租值計算。本港已有判例支持以上論點，計算租值時如有需要，更可尋求估價測量師提供專業意見。如法團及物業管理公司純因沒有經濟損失，便完全不考慮這方面的追討，便可能被其他業主指其未盡責任，或不夠專業。

《完》

1 針對在外牆等結構性公共地方的僭建物而言，該等霸佔行為很可能改動了屬於大厦結構部份的外牆，及大厦的外觀。2 可能需要象徵式賠償 (nominal damages)一百數＋元不等。3 一個例外情況就是法團須自費清拆於公共地方的僭建物，故向相關業户討回所耗費用。4 例如商店租值上升，貼鄰公共地方的市值也應水漲船高。可是，這可能需要援引專業的估值測量師撰寫的報告去證實，可能令

訟費增加。

1) 作者保留一切版權。2) 本文純供讀者作參考之用，如遇真實個案，敬請尋求法律意見。

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房地產租賃市場管理與物業管理結合模式的探討

李春雲廣州城市職業學院城市建設工程系

目前城市的房地產租賃市場存在很大的管理盲點，政府部門很難掌握真實的租賃情況，對城市人口管理和房地產經營管理構成很大的決策障礙；另一方面物業管理公司掌握著大量的房地產租賃物業的管理服務資源，卻很難從中獲取經濟收益來提高物業企業的經營收入。本文將以廣州市的房地產租賃市場分析為依據，探討如何構建一種房地產租賃市場管理和物業管理結合模式，一方面為城市管理提高準確的人口數據和租賃資料，另一方面為物業企業提高穩定的經營管理收入。

一、房地產租賃市場管理存在的主要問題

1. 房地產租賃市場龐大，管理不規範。目前城市商業經濟不斷加速，流動人口不斷湧入，帶來了城市巨大的房地產租賃市場，同時也對租賃市場管理提出了更高的要求。目前商業物業租賃管理較為規範，住宅物業租賃存在較大的管理難度，以廣州市為例，2008年廣州市商業物業租賃在 50多萬件，住宅租賃按流動人口計算至少在 180多萬件，但備案率不足 35%。目前房地產租賃市場管理的主要機構是市、區的房地產租賃管理所，街道居委等其他政府機構輔助管理，由於多部門管理協調困難，房地產租賃市場管理還很不規範。

2. 業主租賃備案登記積極性差。據廣州市房管局數據，2009年1月 - 9月全市房地產租賃合同備案71萬多件（其中住宅租賃備案約48萬件），租賃備案面積3,669萬㎡，租金收入約7.4億元。按2009年 7月的數據，廣州市現有流動人口 616萬，按3口一家計算，住宅租賃數量至少在 200萬件以上，目前業主租賃備案率不足 40%。據調查造成業主備案積極性差的主要原因是房屋租賃的稅費過高，按現有規定房屋租賃的稅費佔租金收入的20%以上。

3. 政府房地產租賃市場管理力量不足。雖然廣州等地都制定了房地產租賃管理的有關法規，但由於市場管理力量不足，在具體執行上有相當大的困難。一方面大量業主租戶不進行備案，大大增加了市場管理機構的排查難度；另一方面房地產中介機構也出於商業的需要很難執行房屋租賃備案制度，大量的中介業務也造成管理機構很難對中介機構實施備案的監督管理。

4. 部門協作機制不通暢。房地產租賃市場管理是一項複雜的社會工程，商業租賃涉及工商註冊、稅務登記，居住租賃涉及承租人的戶籍管理、計生管理、治安管理等，單靠租賃管理部門的力量是遠遠不夠的。目前工商、稅務、計生、公安等部門與房屋租賃管理部門的協作機制還不夠通暢，加大了管理的難度。好的協作機制往往要求各有關部門在辦理涉及有關房屋租賃的業務時，按規定必須認真審查其是否持有房屋租賃管理部門核發的租賃許可證，嚴格按房屋租賃管理部門登記的租賃合同辦理，不得用於超出許可證核准的範圍。同時，房屋租賃部門在進行合同登記時，必須配合有關部門進行計劃生育審查、暫住戶口登記、社會治安管理等工作。我們應該積極摸索租賃所與派出所「房戶合一」管理，租賃所、派出所和物業管理公司合作的「三位一體」管理，以及多部門聯合辦公租賃管理，租賃部門代征租賃稅款等一系列行之有效的協作模式。

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二、房地產租賃市場管理與物業管理結合的意義

單一依靠政府部門的力量對房地產租賃市場管理是很難進行全面準確的管理，一定會存在巨大的管理漏洞。因為城市物業基本上都實施了物業管理，利用物業企業的管理服務優勢，聯合物業公司來執行租賃管理的具體事務，將會為城市房地產租賃市場管理的規範性帶來重大的突破。

1. 為城市人口管理提供最為準確的人口數據。城市的經濟政策、建設規劃、人口管理都需要準確的人口數據，而大量流動人口的湧入也帶來了城市人口管理的巨大挑戰。實施「以房管人」模式是非常有效的管理機制，而通過物業企業對物業進行管理服務的優勢，利用物業企業的力量對其管理物業進行物業租賃情況和居住人員情況進行調查和登記是非常可行的有效模式。

2. 彌補房地產租賃市場管理的盲點。目前各城市的房地產租賃市場管理基本上停留在決策、管理層面，在執行層面嚴重力量不足，自然帶來租賃管理的巨大盲點。而讓政府部門組建龐大的租賃管理執行隊伍也是不現實的，讓具有對物業進行管理服務優勢的物業企業成為房地產租賃市場管理的一個執行機構，是目前彌補房地產租賃市場管理盲點的一個切實可行的辦法。數量眾多的物業企業對其服務的物業進行全面的房屋租賃備案和居住人員登記，必然會為城市的房地產租賃管理帶來重大的突破。

3. 提高物業企業經營收入，改善物業管理服務。物業企業在法律層面上沒有義務要進行房地產租賃市場管理，沒有利益驅動物業企業也不會有進行租賃登記備案事務的積極性。政府部門與其花費巨額資金去建立租賃市場管理隊伍，不如建立對物業企業租賃備案登記的獎勵補貼機制，按照其提供的房地產租賃備案數量進行獎勵補貼，補貼經費可以從房地產租賃稅費中提取專項支出；同時對物業管理公司從事房地產中介服務業務進行政策許可，鼓勵物業企業利用其調查掌握的物業租賃資料進行房地產中介服務業務，提供物業企業的經營收入。

三、房地產租賃市場管理與物業管理結合需解決的問題

1. 建立有效管理機制。建立市區房地產租賃管理所、街道居委房地產租賃管理站、房地產租賃登記備案執行機構（物業企業、中介公司等）的三級管理機制。市區房地產租賃管理所負責政策制定、監督管理；街道居委房管站負責區域內統計上報，協助執行機構工作，對執行機構進行補貼經費發放；執行機構（如物業企業）負責協助業主租戶進行備案登記的具體事務。

2. 適當降低房地產租賃稅費。目前房地產租賃稅費太高，導致業主登記備案的積極性很低。在規範房地產租賃市場的前期可以適當降低稅費，提高業主租賃備案的積極性，個人認為可以從目前的22%左右降到10%左右。

3. 健全租賃管理法規辦法。雖然目前各地制定了一些房地產租賃管理法規，但缺乏具體的有操作性的管理辦法，需要健全租賃管理法規，加強對不登記備案業主和中介機構的懲罰力度，加大對依法租賃業主、協助備案物業企業的獎勵力度。同時加大房地產租賃管理的宣傳力度，提高業主房地產租賃備案的意識。

4. 給予物業企業補貼，許可經營房地產中介服務業務。物業企業開展房地產租賃登記備案工作，自然應該獲取收益，政府可以建立管理機制，從租賃稅費中列支專項補貼經費，根據物業企業協助登記備案數量進行相應補貼；同時鼓勵物業企業開展房地產租賃中介服務，提高企業經營收入，大力提高物業企業協助房地產租賃管理的積極性。個人建議每協助登記備案一件補貼經費50-100元，或者按照物業年租金收入的0.5%-1%計取。

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四、房地產租賃市場管理與物業管理結合的模式

為了規範城市的房地產租賃管理市場，可以專門制定一個房地產租賃管理和物業管理結合的模式，建立三級管理機制，從而對城市房地產租賃市場實施盡可能的全面管理。具體運作模式如下：

1. 市、區房管局房地產租賃管理所為總管理機構。管理所負責制定有關法規、協調稅務、人口等政府部門開展房地產租賃市場管理、負責租賃登記備案具體事務、協調登記備案經費的發放、市場的監督管理。

2. 各街道居委房管站為各區域統計協調機構。各街道居委房管站負責協管轄區內各物業企業的房地產租賃登記備案事務，負責轄區內租賃情況和人口居住情況的統計匯總上報，負責核發物業企業租賃登記備案專項補貼。

3. 各物業項目的物業管理公司為具體執行機構。負責排查其物業管理轄區內物業租賃情況，協助業主租戶進行登記備案，負責向街道居委房管站上報房地產租賃和居住人員數據和資料。

4. 物業管理提供的租賃物業資料中，有不執行登記備案情況時，由房管部門聯合其他部門強制執行；有經過房地產中介服務完成的租賃合同不備案的，對中介機構按有關規定進行懲罰，進而提供中介機構的租賃合同備案率。

總之，城市房地產租賃市場管理是項系統工程，需要多個部門協調和各個環節進行控制，房地產租賃市場管理和物業管理進行結合的模式只是作為一種創新模式來探討，在機制健全和模式規範的前提下，也許是一個非常有效的規範房地產租賃市場管理的運作模式。

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物業服務商業模式的梳理及暢想

張榮上海中技樁業股份有限公司行政人事經理

「商業模式」是近幾十年來特別時髦的一個語彙，時髦了幾十年，說明這個語彙確實意有所指。依我個人理解，商業模式說通俗一些，就是賺錢的商業邏輯，它和企業組織架構、戰略規劃、業務構成沒有關係，而是直面「價值」，即在提供「價值」這件事情上，你是如何理解價值、如何塑造價值、如何傳遞價值、如何獲取收益的。

在現實生活中如能發現一個獨特的價值需求點，並能通過商業運作而形成一條價值鏈，完成價值的提供與接收過程，則這個價值鏈的內在的商業邏輯，就是商業模式。

對物業管理行業而言，如要從商業模式的角度加以梳理，則自中國大陸實施「房改」以來，隨著住房貨幣化的深入，物業服務市場化的演進，以物業為平臺而進行價值挖掘、價值塑造的商業運作層出不窮，這些運作經過市場的洗禮和大浪淘沙之後，終於沉澱出一些所謂的商業模式。

對商業模式的理解，毫不客氣地講一直存在一些狹義化、庸俗化的理解。很多企業在對外行銷宣傳中出於標新立異的需要，往往把共性包裝成個性，把腐朽描繪成神奇，致使「商業模式」似乎在我們這個發展中國家層出不窮、四面開花，似乎任何一家企業都可以把自己的三腳貓功夫拿出來說事，比如「獨創」，比如「引領」，諸如此類。這絕對是一個誤導，也是一種浮躁。商業模式不等於「運營模式」，以物業服務為例，運行模式大致相同的企業，「賺錢的內在商業邏輯」卻可能迥異。運行模式的差異不是商業模式異同的關鍵，因為大家都清楚物業服務發展到今天依然是安全、清潔、綠化、設備設施維保、禮儀等傳統的「家常菜」，無論你在宣傳上如何包裝，在運行上如何設計服務提供，在「做事」這個層面，企業間的差別不大，但為什麼做同樣的事情，在客戶那裡感知到的價值卻是千姿百態呢？一方面，我們可以認為是服務的品質造成的，另外一個方面，則是商業模式造成的。

在全球化的今天，創新還是模仿？這確實是一個大問題，看著滿地的山寨，中國人自得其樂，西方人痛在心裡。對於國人，樂的是我們的模仿能力一流，省掉了研發投入；對於西方，痛的是中國人實在聰明，再高精尖的東西都能被中國人拆解，所以要麼他們的產品別賣給中國人用，要麼他們的產品別拿到中國來生產，但如果真如此，他們就等於自殺。模仿也是競爭力，只不過模仿也需要時間和成本，這個時間和成本如果超過承受極限或者慢於發展預期，則會造成受制於人的局面，目前國家的狀況大致如此，所以我們大力提倡創新的今天，其實是對發展以及崛起的超強預期和迫不及待。

當下，我們可以肯定的是我們在商業模式上對西方的模仿多於自我創新。模仿的成本比較低，從西方搬到中國而已，比如百度、攜程等，他們的成功不是因為發現了全新的商業模式，而是因為模仿很到位。發現、挖掘和實踐了一種有效的商業模式，就意味著你為社會提供了一個獨特價值，即使你沒有為此申請專利保護，但也能確保你在「敢為天下先」的努力實踐中，獲得不能被輕易替代的領先優勢。

巴菲特曾經說：只有大潮退去，才知道誰在裸泳。所以行銷中的吹噓不能替代真正的商業模式挖掘，因為這種挖掘，其本質就是價值創新，這也是為什麼全世界的創業者和風險投資人一味尋找獨特商業模式的原因，一個全新的商業模式短時間內能讓一個商業組織遠離血腥的「紅海」，獲得廣袤的「藍海」。

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說到我們物業服務的商業模式，就目前我瞭解的資料，我認為一直缺乏系統的梳理，要麼出於對商業模式的誤解，要麼出於對企業微觀領域的過於沉迷。物業服務本質上屬於服務行業，即不提供有形產品。它存在的前提是工業、商業、生活的極度發達，一個國家完全靠它，基本不靠譜，特別像中國這樣的大國。所以服務工業、服務商業、服務生活，是所有服務行業的大方向，也是我們物業服務行業的大前提。在這個大前提下，我們祛除浮躁，還原本貌，按照巴菲特那句話，來分析我們這個產業在商業模式上真正獨創的東西。

一、商業模式一：資產管理模式

很多物業服務企業以為簡單地作一些盤活資產、盤活地產的業務就等於「資產管理」，這絕對是誤解和貼金。在資產管理領域，我們是後起之秀，但絕對不是領軍人物，否則我們很難理解為什麼在一線城市的黃金地段、鑽石區域，經常看到的是外資地產企業的身影或者隱藏在其背後的金融勢力？我們在沉痛反思的同時，必須加以研究。地標的品牌是他們樹起來的，資產的泡沫是他們吹起來的，但同時，區域內的繁榮也是他們帶動起來的。我們熟知的外資五大行，基本上都是這種商業模式。那麼這是一種什麼商業模式呢？

簡單講，這種商業模式，是站在商業地產開發商或者擁有者的角度，為商業物業持續保值、增值、實現長期效益最大化的一種服務提供模式。商業地產成功的關鍵要素是上下游兩端，上游的關鍵是空間地理資源（即地理位置、空間設計等），下游的關鍵是品牌商戶資源。這兩個資源都是稀缺資源，外資五大行之所以能在大陸取得極大成功，關鍵因素是把這兩種資源緊緊地抓在手中。通過公共關係、人脈、專業能力（定位、行銷、整合）等不斷贏得上游地產資源，通過戰略合作、協作多贏理念不斷抓住下游品牌資源。去除上下游資源，商業地產專業服務公司做的事情其實和傳統的物業服務公司一樣。一旦某商業物業在定位、招商、管理等環節運作成熟之後，他們迅速退出，將常規物業管理工作交棒給專業的物業服務提供者。這種商業模式在操作上具有短期性，不像物業服務企業，強調服務的連續性。但不能否認，商業地產專業服務公司這種資產管理模式是服務於開發商、服務於城市商業非常有效的模式，而且也得到了商業地產開發商的極大認可。這種價值認可，其實是對物業服務在資產管理層面上的肯定。

二、商業模式二：創業支援及投資模式

在中國城市化進程不斷加速的今天，幾乎所有的一二線城市都興起了一股開發區熱、產業園熱、總部經濟熱，其發燒、發昏、發狂程度在其他國家可能無出其右。但冷靜觀察一下，我們發現，成功的畢竟是少數。那麼那些成功的又是如何成功的呢？這種成功和物業管理有什麼關係呢？

我想說，目前國內服務於工業、服務於企業的這種產業園、開發區，要想成功，其關鍵就是物業管理。如若一個產業園、開發區失敗了，那其他因素先不講，物業服務失敗肯定是重要原因。以前我們談物業管理，更多的是談居住物業、商辦物業，很少談公眾物業、工業物業等，但如果從服務工業、服務商業、服務生活的大方向來看，物業服務的潛力和需求確實是非常大的，差別僅在於是自我管理還是社會化委託的問題，即便我們目前的現實是物業管理市場化的程度不高，但你不能否認物業服務「這件事」存在於各行各業的現實。

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說到產業園物業管理，就不能不提我熟悉的幾個例子。如上海的張江高科技產業園區、上海市北高新技術產業園、863軟體孵化基地。張江高科產業園在發展過程經歷過艱苦的摸索，從定位分析到園區管理，完全是外行人做內行人的工作，但在中國，這種獨立劃出一片廣袤荒蕪的區域、組建一支良莠不齊的管委會隊伍、逐漸過渡到政企分離的商業化運作，非常普遍。最終，這個產業園區幾經歷練之後，發展為以產業服務為基礎、以參股投資等資本運作為本質的平臺，當然經過摸索，他們也深刻認識到物業服務對一個產業園的成功有多重要。產業園區管理對物業管理而言，是新領域，而且存在商業模式創新的空間。我曾經遇到的一個例子是有一家做園區物業管理的公司，它希望把主要精力放在物業服務的創新及延伸上，為入駐的企業創造價值，比如提供從公司註冊、入駐、日常管理等全程服務。

簡單講，這種商業模式多存在于產業園區、創業基地類物業中。物業企業雖然接受的是園區開發商或者業主的委託，但它更強調的是為入駐企業提供增值服務。這區別於商業物業的資產管理模式。

三、商業模式三：輔助經營模式

整個物業市場在不斷進行細分的同時，我們看到了越來越多的帶有對外經營性質的特種物業，比如公眾場館、旅遊場所、會務場所、賽事場所等等，這些物業類型在日常運行過程中，和傳統的物業服務內容差異不大，但在組織及提供方式上略有不同，比如物業服務企業如何服務于會展、賽事、大型會務？

在上海，甲物業公司經過多年實踐，在公眾物業運營服務方面積累了大量經驗，也帶出了許多物業領域的一些發展課題。當然，總體而言，這種服務模式更多的是填補市場空白，輔助業主方的經營活動，不可能「喧賓奪主」。雖然，在這家企業的發展歷史上，1999年之後的數年時間內，曾經全權經營管理過一家地標性公眾場館，經過三年經營管理，取得了備受矚目的經濟效益和社會效益，後由於經營權的收回，目前僅提供物業服務。

但通過這個例子我想說明，物業管理企業在公眾性、經營性專案的服務提供過程中，其實是存在一些經營參與機會的，比如合資經營、授權經營、承包經營等等，這對於物業服務企業而言，有孕育新的商業模式的可能。

這三種類型是對非居住物業領域商業模式的簡單梳理，但我想這肯定不是全部。從服務工業、服務商業、服務生活的角度，我們需要商業模式的創新與發現；即使我們大部分物業服務企業並沒有獨特的商業模式引以為傲，也不要緊，畢竟這需要大膽的創新和嘗試，而面對創新，失敗的機會人人平等，所以，我們需要機緣、需要契機、需要不斷從客戶需求的角度去審視我們的服務。

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BEST DISSERTATION最佳碩士論文

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The Applicability of Mediation Concepts and Skills to Housing Management

Tang Shun YinMaster of Housing Management (Professional Stream)Department of Urban Planning and DesignThe University of Hong Kong

Introduction

In Hong Kong, there are so many different types of community disputes which are related to housing management. Sometimes the complaints are trivial, such as causing nuisance to the premises nearby, and sometimes the misconduct is quite serious, like be in breach of covenant or legislation. Since dispute may be easily arisen between the owners in the mult i-storey bui lding, especial ly in the high density of living environment in Hong Kong, therefore, one of the day-to-day works of housing managers involved dispute resolution. However, housing managers should not only aim to resolve the disputes effect ively, but should also pay attention to the maintaining a long-term relationship between the residents and the housing managers themselves, where maintenance of the long-term relationship between the disputing parties is one of the important tasks of mediators and thus there is a prima facie interrelated relationship between mediat ion and housing management and the relationship is therefore important. In this connection, through empirical study, l i terature

review and in-depth interviews, this dissertation will evaluate the applicability of mediation concepts and skills to housing management by comparing their similarities and dissimilarities.

The goal of this dissertation is to evaluate the applicability of mediation concepts and skills to housing management. Accordingly, the objectives of this dissertation are set as follows:—

• To review the empirical background of the deve lopment o f media t ion and hous ing managemen t i n Hong Kong to iden t i f y the reasons for explor ing the possibi l i ty o f apply ing media t ion sk i l l s in hous ing management;

• To conduct a conceptual literature review to understand the concepts and skil ls of mediation and those of housing management related to dispute resolution;

• To establ ished a comparat ive framework between mediators and housing managers in dispute resolution;

• T o i n v e s t i g a t e t h e s i m i l a r i t i e s a n d dissimilarities between mediators and housing managers in dispute resolution;

• To conclude the applicability of mediation concepts and skills to housing management.

Empirical Context

In view of the changing society, policy and political environment, housing managers face different challenges at different stages. Having experienced the captioned changes, Yuen (2011) suggested that there are changes for housing managers in the job nature as well as their role and responsibilities. Hous ing managers a re requ i red to p rov ide service that fits the needs and expectations to

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the residents (Cairncross, 1997; Yuen 2011) due to the increasing customer participation, which makes customer service the most important factor in housing management. Besides, the changes of the mode of ownership and the erection of large scale housing estates in order to deal with the needs of home ownership and living quality by the residents turns the housing managers from mere rent collectors to a professional housing manager, who can deal with different aspect in housing management. Therefore, housing managers are required to equip with the wide range of skills to deal with the complexity of housing management work effectively (Yuen, 2009; Yuen, 2011).

Nowadays, another challenge for the housing managers is the increasing disputes between the residents of the building, thus, the role of housing managers in complaint handl ing and dispute resolution is therefore important and the skills in resolving disputes between two individuals effectively is as importance as the maintenance of long-term relationship in order to achieve the goal of provision of overall living environment.

Conceptual Context

Introduction of Mediation

The mode of mediation was first introduced by Professor Frank Sander from Harvard Law School in 1976, where the main purpose of mediation is , wi th the assistance by an impart ia l th i rd party, to encourage and assist the disputing parties to resolve their dispute through effective communication. (Hilmer, 2010).

Mediation Concept

This is worth to note that “mediation” is not the same as “conciliation”. Mediation is being able to resolve the dispute effectively on one hand, and on the other hand, mediation emphasizes the

maintenance of the long-term relationship between the disputing parties. According to Hilmer (2010), the features of mediation are:—

• Confidentiality

• Voluntariness

• Empowerment

• Neutrality

• Unique Solution

Mediation Skills

Negot ia t ion sk i l l s and communica t ion sk i l l s should be possessed by the mediators in order to help the disputing parties to achieve a mutually agreeable outcome (Kong, 2004; Cheng, 2009; Hilmer, 2010):—

Negotiation Skills

Fisher, Ury and Patton (1992) suggested a system of principled negotiation, which is also known as the “Harvard Negotiation System”. This system suggests the interest-based negotiation and the methods are as follows:—

• Don’t Bargain Over Position

• Separate the People from the Problem

• Focus on Interest, Not Positions

• Invent Options for Mutual Gain

• Insist on Using Objective Criteria

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Table 1: Questions for Analysis for 4 Core Issues in Dispute Resolution

Core Issues Questions for Analysis

Goal of Negotiation • The importance for maintenance of long-term relationship in the eyes of housing managers?

Role and characteristics in dispute resolution

• Mindset of Housing Managers– Level of acceptance to change their role from conciliator to

facilitator?• Practical Constraint

– To what extent the housing managers can be benefited from the characteristic of mediation, e.g. the possibility to maintain confidentiality, independence and neutrality during the dispute resolution process?

Skills in Dispute Resolution • Training, is there any training to housing managers?– Negotiation skills?– Communication skills?

Institutional Setting • Constraint of legal requirement– Is there any possible ultra vires act?

Communication Skills

Negot ia t ion invo lves commun ica t ion , where communication means a message sent from one person to another by means of verbal, body language or written (Hilmer, 2010). The following communication skills are possessed by mediator:—

• Body Language

• Active Listening

• Questioning

• Reality Test

• Reframing

Methodology

Through literature reviews and empirical study, the comparative framework regarding the different aspects between mediators and housing managers in d ispute reso lu t ion , some s imi la r i t ies and dissimilarities between them has been set, four core issues and the questions for investigation were indentified in Table 1 for further analysis:—

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D a t a w e r e c o l l e c t e d b y w a y o f i n t e r v i e w s with different groups of housing management pract i t ioners and laymen is to examine the knowledge of mediation and to collect the view of housing management practitioners in provision of mediation service to their clients, the training of mediation skills in dealing with the neighbourhood disputes, and the view of an armature in the effectiveness of the provision of mediation service by housing management practitioners.

Findings and Analysis

The types o f d ispu te reso lu t ion in hous ing management context can be divided into two main aspects, namely (i) disputes between residents and residents (Residents vs Residents) and (ii) disputes between housing managers and residents (Housing Manager vs Residents). The following are the summaries on the findings and the analysis on the captioned core issues:—

Goal of Negotiation

There are some similarit ies and dissimilarit ies between mediators and housing managers in the goal of negotiation in different aspects of dispute resolution. This is quite similar to those housing managers in handling dispute between residents and residents, where the goal of negotiat ion is having mutual respect and common goal of improving the living condition for the residents in order to turn the houses into home and maintain a harmony living environment (Chan, 2006).

However, the goal of negotiat ion for housing managers in the case of dispute between housing managers and residents is dissimilar with the med ia to rs , where hous ing managers a imed at rectifying the wrong-doing act done by the residents (Merry & Kent, 2010). In this case, the aim of negotiation is to execute the legal document

that all residents must be complied with, where argue with the residents in question during the negotiation process is unavoidable.

As in t roduced, the u l t imate goal o f d ispute resolution of mediation is the “maintenance of long-term” relationship between the disputing parties, thus, the analysis on the importance for the maintenance of long-term relationship had been conducted to see i f housing managers also think that the aforesaid goal is important in different aspects of dispute resolution process.

Residents vs Residents

This is obvious that the goal for both mediators and housing managers is to resolve the dispute ef fect ive ly and successfu l ly . Major i ty o f the housing management practitioners shared that their goal in dispute resolution is to resolve the dispute effectively and successfully. However, only few interviewees shared that one of their goals is the “maintenance of long-term relationship” because they think that when dispute occurs, relationship has already been broken and is hardly maintained.

In contrast, majori ty of the laymen think that the maintenance of long-term relationship is an important element because living at residential estate is not same as l iving in hotel that the ne ighbour i n ques t ion w i l l a lways be the i r neighbour unti l any of them moves out, thus, the e lement is impor tant for min imiz ing the embarrassment when they meet each other . The capt ioned f ind ings show tha t even the housing management pract i t ioners th ink that the maintenance of long-term relationship is not the most important element during the dispute resolution process, but this is important in the eyes of the laymen.

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Housing Managers vs Residents

When the same questions come to the dispute between the housing managers and residents, the answer is quite similar. Although majority of interviewees of housing management practitioners think that the goal of negotiation in the course of dispute between the residents is to force the wrong-doer to rectify the wrongful act, such as dismantle of UBW in order to comply with the DMC, they think that maintaining the long term relationship with the residents as far as possible is essential because once the resident has adverse feeling on the management company, the result may be a serious one.

Role and Characteristics in Dispute Resolution

The role and characteristics for housing managers i n t he d i spu te reso lu t i on be tween hous ing managers and residents is totally different from the mediator. In this case, the role of housing manager is one of the disputing parties who aim to win the case and force the wrong-doer to rectify the wrongful act soonest possible. The characteristic of housing managers in th is type of dispute resolution is that they must act carefully in order to avoid the “backfire” from other residents.

Further views were collected to analyze the “role and characteristics in dispute resolution” based on (i) the “mindset of housing managers”, where to what extent the housing managers would like to accept to change their role from conciliator to facilitator and (ii) the “practical constraint”, where to what extent the housing managers can be benefited from the characteristic of mediation process.

Residents vs Residents

T h e m i n d s e t o f m a j o r i t y o f t h e h o u s i n g management practitioners are unable to change from conciliator to mediator when handling dispute between residents and residents although the majority thinks that the elements of mediation may apply to housing management, however, some practical constraints make some of the elements hard to be applied to housing management in dispute resolutions, especially one of the core elements, namely “confidentiality”.

Housing Managers vs Residents

The mindset of housing managers in the dispute wi th residents is i r re levant because housing managers are acting as negotiator in this scenario instead of conciliator or mediator. Besides, some constraints make some of the core elements practically inapplicable to housing management in the dispute between housing managers and residents.

Skills in Dispute Resolution

The skills of mediators and housing managers in the course of dispute resolution are basically not al ike. Finding shows that major i ty of the housing management practi t ioners emphasize on communication skill and negotiation skill as a mediator does. However, the knowledge on the communication and negotiation skills of the aforesaid majority are not sufficient enough.

In fact, there is no other means to improve the skil ls except the provision of proper training, thus, the quest ion for analys is is “ t ra in ing”, where the most important trainings of mediators are the training of (i) negotiation skills and (ii) communicat ion sk i l ls . The interv iewees were divided into three different groups of the housing management practitioners as follows:—

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Table 2: Provision of Mediation Training in Different Institutions

Programme Modules Related to Communication and Negotiation Skills

ProDip HM Yes:– communicat ion and negotiat ion ski l ls in “Customer Services and Relations”

MHousMan Yes:–(1) Communicat ion, negot iat ion and mediat ion sk i l ls in “Workshop of

Communication Skills”(2) Mediation in “Alternative dispute resolution” (Optional Course)

BSocSc APM Not specified

BAHS No– Only provide customer service skills in “Customer Service & Consumer

Satisfaction for Housing Managers”

MAHS Yes, but all of the courses are optional courses:—(1) Communication skills in “Professional Communication Skills”(2) Mediation in “Dispute Resolution in Theory and Practice”

BAHM Not specified

Sources: Web-sites of HKIH, CIH APB, HKU, HKU SPACE, CityU, PolyU SPEED

Experience Pract i t ioners without Relevant Academic Qualification

Majority of the interviewees did not receive any training on either the communication skil ls or negotiation ski l ls from the company that they are working or worked for. This result indicates that most of the management company does not emphasize on the aforesaid skills and therefore does not provide any relevant training to their employees.

Students / Graduates of Housing Management Courses

Completion of the following programme and the Practical Experience Requirement (PER) can be recognized as chartered members of HKIH and CIH. However, not all of the captioned institutions provide training on mediation skill, especially the communication skills and negotiation skills to the students:—

The captioned Table 2 shows that only 2 out of 6 programmes provide communication and negotiation skills training as compulsory course. This f inding suggests that insti tutes pay less

attention to the importance of mediation in the hous ing management f ie ld and prov ide few academic trainings to the housing managers.

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Registered Professional Housing Managers (RPHM)

Research has been done to see if any requirement in the PER in obtaining mediat ion or related training, and if any post qualification training on mediation has been provided by the institutes of housing management industry. However, there is no formal requirement in obtaining CPD with communication, negotiation or mediation skil ls training. Besides, HKIH and CIH organize CPD seminars for their members from time to time, however, none of the interviewees of housing management practitioners in this group attended any and neither of the aforesaid interviewees attended any courses related to mediation to fulfill the CPD requirement. This finding suggests that the institutes do not emphasize on the importance on mediation training to their members and are therefore not providing the relevant training to their members.

Institutional Setting

Both Bui lding Management Ordinance (BMO) and Deed of Mutual Covenant (DMC) set out the legal requirement for housing management field and the housing managers are required to act in accordance to the aforesaid instruments, fa i lure to do so wi l l cause u l t ra v i res. In a nutshell, the “constraint of legal requirement” for housing managers is that they can only use the resources of the building in the maintenance and management of common area of the building and any of their decision must comply with the provision in DMC and BMO. The findings suggest that the housing managers strictly followed the aforesaid rule when handling disputes between themselves and the residents. However, when they handle the disputes between residents and residents, some of the housing managers may not strictly follow the aforesaid rule but using minimal

resources of the building to solve the dispute in order to avoid further complaint made by the disputing parties.

Conclusion and Recommendations

M o s t o f t h e m e d i a t i o n c o n c e p t s a r e N O T APPLICABLE to housing management because of the legal and practical constraints so that the role of housing managers in dispute resolution cannot be changed to mediators. Nevertheless, we concluded that the mediation skills, especially the communicat ion and negotiat ion ski l ls are APPLICABLE to housing management and are important during the course of dispute resolution. Besides, the legal knowledge on the application o f t h e m a j o r l e g a l i n s t r u m e n t s i n h o u s i n g management industry, i .e. BMO and DMC is important for housing managers and they must be familiar with the aforesaid documents in order to avoid any ultra vires act or decision during the course of dispute resolution.

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Base on the captioned findings, the applicability of mediation concepts and skills to housing management in different aspects of dispute resolution are concluded in the following table:—

Type of DisputeIssues

Residents vs ResidentsHousing Managers

vs Residents

Goal of Negotiation May Applicable Applicable

Role and Characteristics in Dispute Resolution

Not Applicable Not Applicable

Skills in Dispute Resolutions Applicable Applicable

Institutional Setting Not Applicable May Applicable

Based on the findings, the mediation concepts are NOT APPLICABLE to housing management. There are some practical and legal constraints on the application of some key concepts of mediation to housing management. One of the examples is “confidentiality”, where mediators believe that the parties are wil l ing to talk because of the confidentiality. However, it is impractical for the housing managers to ask the residents to sign an agreement which include confidentiality clause prior to handle the dispute.

Having said that the mediat ion concepts are not appl icable to hous ing management , the mediation skil ls, especially the communication and negot iat ion ski l ls are important and are APPLICABLE to housing management, where the aforesaid skills are useful for housing managers in the two types of dispute in their day-to-day work and the complaint handling skills can be enhanced.

Recommendations

T h e t r a i n i n g s t o h o u s i n g m a n a g e m e n t practitioners in respect of the communication and negotiation skills are found not enough. Thus, recommendations are therefore advised to the tentative training provider as follows:—

Management Companies

One of the major tasks for the human resources department of a company is the provision of on-the-job-training to the employees so that the employees can develop continuous learning and have positive contributions to the company (Mak, 2006, pp.150-151). Nowadays, the management companies highly focus on the provision of the on-the-job-training to the housing management practitioners. The housing management companies are recommended to provide the on-the- job-training to their employees so that they can enhance their knowledge in the communication and negotiation skil ls in order to apply those skills in the dispute resolution process at their daily works by engaging the trainers from the recognized institutions, or provide sponsorship to their employees to attend the mediation training courses organized by the recognized institutions that organize the mediation training courses on a regular basis.

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Academic Institutions Offering Programmes of Housing Management

Academic training is one of the effective ways to provide the students with the knowledge in a particular area. Thus, this is recommended to include the communication and negotiation skills training course in the syllabus of all academic institutions as one of the compulsory courses. In designing the syllabus, reference can be made for the training courses of mediators and select those topics on the communication and negotiation skills trainings.

HKIH and CIH

As the l ead ing t rade i ns t i t u tes o f hous ing management field in Hong Kong, both HKIH and CIH are responsible for the vetting of housing management practi t ioners to see whether the pract i t ioner is e l ig ib le to be recognized as chartered members of the institutes, and providing post qualification training to their members from time to time with an aim to further enhance the knowledge of their members in all aspects. Thus, this is recommended to include communication a n d n e g o t i a t i o n s k i l l s a s o n e o f t h e P E R requirements so that the housing management practitioners are required to obtain the relevant skills prior to become a chartered member of the institutes. Besides, communication or negotiation skills are also recommended to include in the CPD requirement and the skills may be delivered to the members as post-qualification training.

Conclusion

The objective in dispute resolution of housing managers and mediators are similar, however, the ultimate goals, approaches or skills are not the same. After the study on the applicability of mediat ion concepts and ski l ls to housing management, we concluded that the mediation concepts a re NOT APPLICABLE to hous ing management due to the legal and pract ica l constraints in which the role of housing managers in d ispute resolut ion cannot be changed to med ia to rs , whereas the i r o r ig ina l ro le , i . e . conci l iator should be retained. Nevertheless, we concluded that the mediat ion sk i l ls , i .e . the communicat ion and negotiat ion ski l ls are APPLICABLE to housing management and are important during the course of dispute resolution. Besides, the legal knowledge on the major legal instruments in housing management f ield, i .e. the BMO and DMC are important for housing managers.

To achieve the best outcome of dispute resolution, housing managers should act as conciliator as what they are doing but the improvements on communication and negotiation skills are required. Therefore, recommendations are made to the management companies, academic institutions and trade inst i tutes for provis ion of relevant trainings to the practitioners in order to resolve the disputes in the estates effectively, so that the goal of improving the living conditions in order to turn house into home can be achieved and the harmony between neighbourhoods can be maintained.

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References

Journal Article

Chang, Patricia Y K (2012), “物業結構及滲水糾紛直協調解決 ”, Housing Dynamics, Hong Kong Institute of Housing Publication (Hong Kong), September 2012, p.20

Cheng, Edmond K W (2007), “與時並進的香港房屋管理專業化發展趨勢 ”, Housing Express, Chartered Institute of Housing Publication (Hong Kong), August 2007, pp.2-3

CIH (2006), “香港物業管理新路向 ”, Housing Express, Chartered Institute of Housing Publication (Hong Kong), August 2006, pp.4-7

Ho, Edwin C N (2012), “霸佔公共地方的處理 ”, Housing Dynamics, Hong Kong Institute of Housing Publication (Hong Kong), September 2012, p.19

Ho, Francis S K (2012), “噪音、嗅覺滋擾的調解 ”, Housing Dynamics, Hong Kong Institute of Housing Publication (Hong Kong), September 2012, p.18

Hui, Edwin (2004), “Creating a Service Culture in Property Management”, Housing Express, Chartered Institute of Housing Publication (Hong Kong), September 2004, pp.7-11

Lai, Alen C H (2012), “如何處理僭建或違規工程 ”, Housing Dynamics, Hong Kong Institute of Housing Publication (Hong Kong), September 2012, p.21

Lam, J (2007), Pilot Scheme for Building Management Cases, Lands Tribunal of Hong Kong SAR, [LTPD: BM No. 1/2007]

Lau, Kwok Yu (2010), Report of Study on the Development of Housing Manager Profession in Hong Kong: City University of Hong Kong

Yuen, Wai Kay (2009), Bridging the Theory-Practice Gap: A case study of Professional Property Management Education in Hong Kong, Division of Business, University of South Australia

Yuen, Chui Yi (2011, unreported), The Professional Development of Housing Managers in Hong Kong and Its Impacts on the Housing Management Industry, The University of Hong Kong

Zeng, X (2009), Mediation in China – Past and Present, Asia Pacific Law Review, Article 17, pp. 1-29

Book

Cairncross et al., 1997, UK: Housing Management, Consumers and Citizen, Routledge (London), Chapter 3, pp.51-76

Cheng, Roy W K (2009), Getting to Harmony, Hong Kong: Wan Li Book Co., Ltd.

Chiu, Rebecca L H (Ed) (2006), Professional Housing Management Practices in Hong Kong, Hong Kong: Hong Kong University Press

Fong, C K (Ed) (2007), Law for Building Management in Nutshell (2nd Edition), Hong Kong: Hong Kong University Press (in Chinese)

Folberg, J and Taylor, A (1984), Mediation: a Comprehensive guide to resolving Conflict without litigation, San Francisco, USA: Jossery-Bass

Higgis, E T and Kruglansk,i A W (1996), Social Psychology: Handbook of basic principles, New York, USA: Guilford Press

Hilmer, S (2010), Mediation Theory and Practice in Hong Kong, Hong Kong: LexisNexis

Kong, C Y (2004), A Guide to Mediation, Hong Kong: Wan Li Book Co., Ltd. (in Chinese)

Merry, M and Kent, P (2010), Building Management in Hong Kong (2nd Edition), Hong Kong: LexisNexis

Neuman, W Lawrence (Ed) (2012), Basic of Social Research: Qualitative and Quantitative Approaches (3rd Edition), USA: Pearson Education, Inc.

Roger Fisher, William Ury and Bruce Patton (Ed) (1992), Getting to Yes (2nd Edition), United Kingdom: Century Business

Roger, Fisher and Daniel, Shapiro (2007), Building Agreement, United Kingdom: Random House

Book Chapter

Chan, Edward Y L (2006), Chapter 1 in Chiu Rebecca L H (Ed), Professional Housing Management Practices in Hong Kong, Hong Kong: Hong Kong University Press

Mak, Jimmy Y C (2006), Chapter 7 in Chiu Rebecca L H (Ed), Professional Housing Management Practices in Hong Kong, Hong Kong: Hong Kong University Press

Websites

Chartered Institute of Housing (Asian Pacific Branch)http://www.cih.org.hk/English/Main/Main/main.html

City University of Hong Konghttp://www.cityu.edu.hk/

HKU SPACEhttp://hkuspace.hku.hk/

The Hong Kong Institute of Housinghttp://www.housing.org.hk/

Judiciary: Mediation Web-sitehttp://mediation.judiciary.gov.hk/tc/index.html

Judiciary: Civil Justice Reform 2009http://www.civiljustice.gov.hk/eng/home.html

PolyU SPEEDhttp://www.speed-polyu.edu.hk/

University of Hong Konghttp://www.hku.hk/

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Who Killed the Electric Car in Hong Kong?

Tsang Chun Kit, JeffMaster of Housing Management (Professional Stream)Department of Urban Planning and DesignThe University of Hong Kong

Acknowledgements

I would like to express my appreciation to Dr. Paavo Monkkonen for his valuable comments and advices given to my earl ier draft of this d isser ta t ion . I wou ld a lso l i ke to thank my colleagues and supervisors in MTR Station Retail Section which greatly support my research as well.

Introduction

Petrol is identified as an unsustainable resource and diesel car is one of the major sources which causing air pollution in Hong Kong. However, it is regret that we still highly depend on the petrol and diesel car nowadays. Also, evidences showed us that diesel car generate major carbon monoxide in Hong Kong which can lead to impaired vision, disturbed coordinat ion and eventual ly death. Electr ic Car was found as a solut ion for the captioned problems. Electric cars release almost no air pollutants at the place where they are operated and it is not powered by petrol.

I believe we can not promote EV in Hong Kong successfully unless we strategically tackle with the root cause. If we do not deal with the key obstacle first, the EV development in Hong Kong would not has breakthrough dramatically. This research could help the government to review and rectify their EV promotion policy. We need change; we need sustainable energy and transport tool before it is too late.

Objective and Methodology:

This research would like to find out the root causes for the failure of EV development in Hong Kong by

1) Interviewing the managing director of EV power Limited, Mr. Lawrence Chan

2) Interviewing EV Hotline Centre Inspector, Mr. C.Y. Luk from EMSD.

3) Interviewing 100 drivers

Literature Review

“Who Killed the Electric Car?” Documentary film

A documentary f i lm ca l led “Who K i l l ed the Electric Car?” in 2006 explored some phenomena in the United States l ike the creation, l imited commercialization, and subsequent destruction of the battery electr ic vehicle. The f i lm also concluded the various roles in limiting the adoption and development of EV including car manufacture companies, the oil companies, local government ( the Cal i fornian government) , consumers, EV competitor (hydrogen vehicles), EV batteries and the US Federal government. The documentary was nominated by the Writer’s Guild for Best Documentary of 2006. The f i lm also received nominations from The Broadcast Critics Awards and The Environmental Media Awards for Best

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Documentary of 2006. The film won the audience award at the Canberra International Film Festival and won a special jury prize at the Mountain Film Festival.

Qualitative Interview – Obstacles for Promoting EV in Hong Kong

Interview the Managing Director of EV Power Limited

In order to have better understandings to the daily difficulties for the government and the private sector on promoting electric car, interviews were conducted to understand the promotion effort of Hong Kong Government and commercial sectors and their perceptions of electric cars. Qualitative interview into industry experts and government representative were conducted to understand the issues and to gather insights for “who killed the electric cars in Hong Kong?”.

Firstly, I have interviewed the managing director Mr Lawrence Chan from Hong Kong EV Power Limited which is one of the ear l iest pioneer companies focus on providing Hong Kong Electric Vehicle Charging solution and services. During the interview, we discussed the status of the electric car industry in Hong Kong; we also looked into the details of the constraints for promoting Electric Car in Hong Kong and what role should be played by the government in the area. Finally, Mr Chan expressed his view on the future development of the Electric Car in Hong Kong.

Mr Chan emphasized that the current technology of electric car still could not satisfy for long travel. In general speaking, there are two ways to charge the batteries of electric cars. Firstly, standard charging (slow charging) means connecting the plug to a socket for around five to eight hours, after which the car could be ready to drive for 100 to 150 kilometers before it needs another

recharge. Secondly, it is also possible to use a quick charger (fast charging), and the battery can get 80 percent charged after only 10-20 minutes. It’s unintuitive, but quick chargers are sometimes not more convenient than regular ones, and building more of them also might not be feasible anyway which given the dearth of EVs in Hong Kong. Quick chargers require a lot more electricity. For a residential building, its infrastructure and design is only capable for the use of the socket with 15 amperes. However, a quick charger will need 100 to 200 amperes, and that is a difference of 10 times, estimating setting up a quick charger min imum expense no t less than $1 mi l l ion . Therefore, the fast charger is not available to install in those existing residential building, as the original designs for the electric loading of the car park is not design for 100 amperes.

Mr. Chan said that “it is totally not acceptable for the drivers who need to wait six to eights hour to recharge his electric car, especially for the people who needs to travel long distant and travel frequently.” If the technology of the electric car charging infrastructure or battery do not solve the problem of time consuming for recharge, it will turn down many drivers for buying an EV.

“Lack of both quick charger and standard charger are the second fatal reason for constraining the development of Electric Car in Hong Kong” Mr Chan said. He pointed out that there is less than one percent of residential building successfully installed electric car charger so far. The fact that extremely low installation ratio for electric car charger in residential building is the key and critical factor killing the development of electric in Hong Kong. “Although it is quite a lot of electric car charger was installed in public carpark and commercial building, drivers could not charge its electric car at shopping mall or government charging location everyday. What if your cars battery is running out shortly and the commercial

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and government car park keep fully occupied?” Mr Chan argued. If you are a driver, it is the most secure to fully charge your electric car before you drive it out. The electric car could be only promoted unless the electric car charger could become popular in residential building.

Mr Chan emphasized that lack of electric car charger is the most cr i t ical and fundamental obstacle for promoting electric car in Hong Kong. It is a form of a change in driving mindset. If drivers cannot charge their car at home, they need to change their habits. They have to think about the time and place for charging. They have to calculate how long their batteries will last, and always plan ahead to reserve a couple of hours to charge the batteries. They may not be able to drive as freely because it’s important to carefully monitor their routes. Once they calculate wrongly, the battery will run out of energy and their electric car wil l just stall. Mr Chan said many drivers approached him to seek for assistant to install electric charger at their home car park space. However, nearly most of them were failed due to the objection from the owner committee and property management company. Mr Chan regrets that many of the electric car enthusiasts simply give up buying electric car because they cannot install electric car charger at home. Finally Mr Chan concluded this point by the case of I-phone. “If you want to buy an intellectual cell which is much better than the exist ing on the market, however you could only re-charge it in 7-Eleven. Will you buy it?” Mr Chan argued.

In short, Mr Chan summarised that the limitation of the battery technology and lack of charger in residential building are two major obstacles for promoting Electric Car in Hong Kong.

W h e n a s k i n g w h e t h e r t h e w o r k f r o m t h e government regard to promote Electric Car is sufficient or not, Mr Chan express his appreciation

on the e f fo r t wh ich put by the government on introducing var ious electr ic car model to Hong Kong market. “Actually, the Hong Kong government did a really great job for introducing electr ic car. Don’t forget we are using r ight-steering system in Hong Kong!” Mr Chan said. The market of right-steering car was already very small. The market of right-steering electric car is much smaller. Most of the electric car manufactures do not have interest to produce right-steering electric car. Also, as the Hong Kong market is too small, most of the right-steering electric car producer will not actively export the car to Hong Kong. If no negotiation from the government with those car manufactures, it is not possible to introduce the model from Mitsubishi, Tesla and Nissan.

When asking if the subsidy from the government i s enough o r no t , Mr Chan sa id “A l though government waives some of the taxes that usually apply to car purchases for EVs, they are still a lot more expensive than diesel cars. For example, a Mitsubishi’s i-MiEV, one of EVs available in Hong Kong, costs $395,000.”

Mr Chan argued that many countries are facing a similar situation with Hong Kong which is that the price of a car is too high. Mr Chan pointed out that “even though government waived the first registration tax of Electric Car, but you still have to pay three times more than a diesel car. Not many individuals can afford it; unless they are really want to be environmentally friendly and very rich.

Mr Chan also commented the policy of granting concessions on Gross Floor Areas (GFA) for those car parks which install electric charger in new building. Originally, it is a very good policy to promote electric car charger, the developer must install electric car charger for maximizing the GFA. The government only requires the developer to put the basic infrastructure (including power supply and electrical wiring) in place at the building

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construction stage; however, the reality is that the developers only build the very basic infrastructure which is just simply wiring an electric cable without socket. The car park owner needs to pay for build its own electric car charging system by their expense which is around $30,000. Mr Chan argues that “developer can make big money by this policy but they only provide an electric cable, what’s a shame! The amount $30,000 is not cheap for many drivers, as it is able to buy a good second hand diesel car already.”

Apar t f rom that Mr Chan cr i t ic ized the f i rs t batch of new building which equip with basic charging infrastructure could be fastest granted the occupation permit from Building Department on 2015. “There are stil l three years to go, it takes too long” Mr Chan argued. Also, for the existing residential building, Mr Chan criticized that charger installation in the existing residential building is the most important factor to promote e l ec t r i c ca r , howeve r , he reg re t s t ha t t he government put no effort on this critical area. Finally, Mr Chan summarized that Hong Kong Government actively and successfully on the job of introducing electric car model to Hong Kong, but it did quite bad on the area of promoting electric car and offering incentive to the drivers to buy electric car. Mr Chan said “we see the promise in the development of EVs from the government. But there simply are not as many electric cars as we would like and expect to see — due to simple availability, technological bottlenecks, insufficient infrastructure, a reluctance to adjust driving habits and insuff ic ient of government incent ive and education. But he remains optimistic that start from 2015, polluting cars will be phased out, and electric car will gradually become the new norm on Hong Kong’s roads. “Although it takes time, it is worth.” Mr Chan said.

In terv iew the inspector o f E lect r ica l and Mechanical Services Department (EMSD) EV Hotline Centre

In order to promote the establishment of electric car charging facilities in private commercial and residential properties, the Hong Kong government-EMSD has launched a hotline EV service to provide a one-stop shop telephone technical support to assist those seeking to set charger up at their car park space.

T o h a v e a b e t t e r u n d e r s t a n d t o w a r d t h e government’s attitude on the EV development in Hong Kong, I have interviewed the in-charge of the EV hotline Center — Inspector C.Y. Luk from EMSD.

During the interview, Mr Luk told me that actually the government already did what it should do for promoting EVs in last few years. He pointed out that when people worried about the safety of the EVs, government’s issued “Technical Guidelines on Charging Facilities for Electric Vehicles” on July 2011 in order to standardize the statutory requirements and general guidelines for installation of EV charging facilities in Hong Kong. When the driver complaints the choice of EVs in Hong Kong is too limit, the government then actively explore with different EV manufacturers for importing their EVs to Hong Kong.

For f inanc ia l incent ive to promote EVs, the government set up the “Pilot Green Transport Fund” to sponsor the research industry to study the EVs technology in Hong Kong and the born of “My Car” from HK Polytechnic University is also sponsored by the fund. In order to build more EV chargers, the developer could grant the gross floor area concession for new built car parks if the car parks equip with the infrastructure and conditions for EV charging. Mr Luk also pointed out that the government waived the first registration fee for all new EV now which aim to help the drivers to reduce its cost to buy an EV.

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When asking what the most important obstacles for promoting EVs in Hong Kong, Mr Luk said “Three main obstacles we can clearly identify now. Firstly, historical legal issue for using EVs on highway. Secondly, it is too expansive for buying an EV. Thridly, lack of electric charging infrastructure especially in residential Car Park is the most important obstacles.”

Mr Luk said that EVs are powered by electric motors and do not have internal combust ion engines with cylinders. Therefore, they do not meet the current requirement for use on expressways as stipulated under regulation 4(1) of Cap. 374Q. Owners of suitable EVs may however apply for expressway permits which cost $145 each under regulations 50A of Cap. 374E. Mr Luk said that the related legislation will be amended by Legislation Council very soon, so this problem is not hard to overcome.

However, Mr Luk said that there are much more efforts need to put in the problem of high price of EVs and lack of charging infrastructure. Mr Luk agreed that although the government waived the first registration fee for EVs, the car price is still too high for individuals. He said the price of EVs is simply affected by the supply and demand, he bel ieved the pr ices of EVs wi l l gradual ly decrease when more manufacture produce EVs. For the problem of lack of charging infrastructure in residential building, Mr Luk said it is the most important obstacle for promoting EVs in Hong Kong and it is also the most diff icult part to overcome.

M r L u k a g r e e d t h a t e v e n t h o u g h h o w t h e government instal l EVs chargers in shopping mall and commercial building, drivers would not use EVs if they cannot charge their EV in their residential car park. However, he said that the government can really do very limit work to tackle

with the problem. “The building is not owned by the government, what could the government do if the owners object for installing the EV charger?” Mr Luk argued that.

Mr Luk said that many drivers reported to him though hotline that they cannot install electric car charger because o f the ob jec t ion f rom his bui ld ings owner commit tee and property management company. Mr Luk used a recent case which he handled to elaborate his points.

He received an assistant request from Mr H, an owner of a luxury building in Happy Valley one year ago. The building is worth around $30,000 /feet with less than 1000 units. Every owner has its own car park space. Mr H applied to install i ts e lectr ic car charger in h is own car park space since 2010, but so far he was turned down by the property management company and owner committee five times. Mr Luk said firstly the property management company and owner committee denied Mr H’s application by the reason that the installation may bring adversely outlook to the car park. Secondly, Mr H’s application was denied by the reason of unclear regulation from the government. Thirdly the denied reason is the legal problem that “selling electricity from property management company is not allowed”. Forth reason is the electric loading and stability for the building may be affected by the charger. Fifth reason is that the cable of the EV charger will access several other car park spaces which Mr H should grant the permit from the owners for the affected car park space.

Mr Luk said that Mr H applied for the installation two years already, EMSD, Hong Kong Electric Company; Environmental Protection Department also put effort to solve those problems which were raised by the property management company and owner committee. Finally, Mr H solved all

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the problems mentioned and granted the permit from the owner of affected car park space on the early of 2012. However, Mr Luk regrets that Mr H’s application was still denied by the reason of “some parts of the charger may need to access the common area of the building which should be approved by all owners in the general meeting.” Six months passed, the property management company and owner committee still did not raise general meeting to discuss the request from Mr H, and there is no schedule for the caption meeting so far. “Mr H spent two years and more that $100,000 consultation fee for designing his installation proposal, but his application result is too disappointing. Mr H is considering giving up to buy his EV now.” Mr Luk said.

Mr Luk pointed out that when he discussed the installation request with the property management and owner committee, they express their doubt that the technology of electric car and charger is not mature enough and they will approve to install it unless there are some successful cases from

other residential building. Mr Luk commented that although there are many advice and guideline from the government, the property management company and owner committee just do not trust it. “If every one also needs to wait other to do first, it never could have the first one.” Mr Luk said. Finally, “If we can install EV charger in residential building, EV could be more easily to promote in Hong Kong. Therefore, the cooperation f r o m p r o p e r t y m a n a g e m e n t c o m p a n y a n d owner committee is essential and it is the most important.” Mr Luk concluded.

Quantitative Interview – Interview of drivers

Data Analysis and Presentation

The general population for this study is composed of 100 drivers who obtained the driving license. The interview was conducted in the carpark of different locations among Hong Kong. The findings of the study are presented in various sections.

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Section AFigure 1.1. Identified Obstacles for promoting EV by drivers

Statements 5 4 3 2 1 Weighted Mean Interpretation

Wil l ing to buy EV i f i ts pr ice is below $150,000

10 45 30 8 7 3.43 Agree

You will consider buying an EV, if you can charge your EV at your car parking space.

14 50 28 8 0 3.70 Agree

You will consider buying an EV, if no extra permit needs to grant for EV to run on high way.

6 46 36 12 0 3.46 Agree

6-8 hours recharge time is too long and reduce your interest to buy EV.

6 33 37 23 1 3.17 Agree

The fact that only 5 EV models are available on the market is not enough.

2 28 53 15 2 3.13 Agree

The development of EVs in Hong Kong is successful

6 10 78 6 2.22 Disagree

(5 = Strongly Agree / Satisfactory and 1 = Strongly Disagree / Un-Satisfactory)

Figure 1.1. presented above shows the distribution of the responses and answers of the drivers with in terms of the reason for people not buying electric car, the statements were taking reference from the literature for why people not using EVs. Drivers think the statement that lack of EV charger at home was the most important obstacles for promoting EV in Hong Kong, following with the reason of application of the additional high way permit and the outstanding high price of EVs.

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Figure 1.2. Key obstacle for the development of EV

Key obstacle for the development of EV

Lack of the EV charger at home

36%

Too longcharging time

8%

High price of EV28%

Lack of EV model6%

Extra permit 22%

When asking an open question, “what factors constraining the development of EVs in Hong Kong?”, the answer results from drivers is consistent with the result of session A which is that lack of the EV charger at home, outstanding high price of EV and additional permit application are the most significant obstacles for promoting EV in Hong Kong and that lack of the EV charger at home is the key.

Session BFigure 1.3. Who killed the Electric Cars in Hong Kong?

Who should mainly responsible for the failure of EVdevelopment?

Diesel Driver7%

Owner Committee27%

EV manufacture11%

Oil Company3%

Government23%

Property ManagementCompany / Developer

29%

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When asking who should mainly responsible for the failure of the development of EV in Hong Kong, the answers from the drivers are out of the expectation. Surprisingly, 29 drivers and 27 drivers point out that property management Company / developer and owner committee should mainly take account into the failure of EV development in Hong Kong respectively which is weighted more important that the responsibility of the government (23%). Drivers expressed that the owner committee and property management / developer cause the EV charger installation ratio of residential building remain extremely low in Hong Kong and this is the key factor discouraging people to buy EV. Also, for the rest of parties who should mainly responsible for the failure, EV manufacture was ranked number 4 (11 drivers), diesel driver was ranked number 5 (7 drivers) and oil company was ranked 6 (3 drivers). Obviously, property management company and owner committee is “the key murderer” who killed EV in Hong Kong.

Discussion

Future of Electric Car:

Price of EV

Referring to “Secure Energy Future: Progress R e p o r t , 2 0 1 2 ” t h e U S P r e s i d e n t O b a m a ’ s admin is t ra t ion inc luded advances in bat tery technology and battery-powered vehicles among the developments.

Obama believe that the price of the electric car in market will be drop rapidly due to the technology breakthrough and the massive product ion of batteries. At that point, i t is expected that a 10-kilowatt-hour battery that would give an electric car a 40-mile range would cost about $3,600 compared with $12,000 in 2008. US government has subsidized and supported 30 new advanced battery and electric vehicle component plants that

are opening across America. Potential electric car buyer may be more affordable and acceptable buying one.

Apart from the United State, the State Council of China also published a full text of development p l a n f o r n e w e n e r g y a u t o m o b i l e i n d u s t r y . According to the report on 9 July 2012, China is planned to support new energy automobile and related industries to issue bonds and list in and beyond China. The 7,278-word document showed the intention of the central government which actively plans to groom two to three heavy weight bat tery makers, each of them wi th a production capacity of more than 10 billion watt-hours. The nation estimated if the policy could be implemented successfu l ly , the sales and production of pure electric vehicles and plug-in hybrid vehicles would reach 500,000 vehicles in 2015. (Chan 2012).

By the effort of US and China, it is expected that the price of EV will drop gradually in the coming years and therefore drivers will be much easier to accept to drive EV.

Amendment of Road Traf f ic (Expressway) Regulations (Cap. 374Q)

EVs are powered by electr ic motors and do no t have in te rna l combus t ion eng ines w i th cylinders. Owners of EVs are required to apply for expressway permits under regulations 50A of the Road Traffic (Expressway) Regulations of Cap. 374E and the permits have to be renewed annually.

In order to facilitate the use of EVs on expressways in Hong Kong, the government proposed that regulation 4(1) of Cap. 374Q should be amended to that EVs fulfil certain technical requirements could run on expressways wi thout having to obtain expressway permits. Transport Department

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consulted the leading academics on electr ic vehicles in Hong Kong, the Road Safety Research Committee (RSRC) of the Road Safety Council, and the E lect r ica l and Mechanica l Serv ices Department, they also showed no objection for the regulation amendment.

The Road Safety Research Committee of the Road Safety Council and the Transport Advisory Commit tee has been consul ted on the topic and show the i r suppor t on the proposa l in general. Also, Transport and Housing Bureau also agreed the use of certain types of electric vehicles (EVs) on expressways without having to obtain expressway permits. The Administration amendment’s plan from the government has been

submitted to the Legislation Council for approval and it is expected those amendment could be effective from the early of 2013. Therefore, the legislation worries from electric car driver could be totally settled shortly.

Lack of Electric Car Charging Infrastructure

Lack of the Electric Car charging infrastructure is most important constraining reason which cause driver not to use Electric Car at the moment. The Government planned to install 500 standard chargers at various government car parks. I t is expected that there would be around 1000 standard EV chargers for public use at the end of 2012.

Figure 2.1. The locations of the charging cover different types of buildings.

Locations Number

Government car parks 500

Facilities under the management of The Link 50

Real Estate Investment Trust or Hong Kong Housing Authority 430

Shopping centres, offices and residential buildings 20

Total 1000

However , i t i s expec ted tha t those above-mentioned 1000 EV charger are still not able to meet the needs and demand of EV drivers. The government need continue to closely monitor the growth in the number of EVs and install more chargers in a timely manner especially in the residential building.

According to the survey result, drivers expressed their opinion that their residential carpark space is the most ideal place for the charging of their

electric Car. Most of the Electric Cars on the market need to take 6-8 hours for their re-charge everyday. In this sense, it is not practical and realistic for the driver to charge the electric battery at their office or shopping mall. Therefore, if the government would like to promote the Electric Car effectively, it should initially to set up EV charging station in residential building instead of commercial or public carpark space.

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In respect of new buildings, through granting concessions on Gross Floor Areas for car parks, encouraging developers to put in place at the building construction stage the basic infrastructure (including power supply and electrical wiring) to faci l i tate future instal lat ion of EV standard charging facilities having regard to the needs of carpark users. However, it is still lack of incentive for the ex is t ing bui ld ings to set up e lectr ic charging station. Mr Edward Yau, Secretary for the Environment announced at the Legislative Council meeting:

“We wi l l cont inue to act ive ly l ia ise wi th the property management companies to encourage owners’ organizations to install EV chargers at the car parks of their residential properties. We have already written to more than 7400 owners’ committees and owners’ corporations in Hong Kong to appeal for their support for installing EV chargers at premises under their management upon request by EV users. The Environment Bu reau and the E lec t r i ca l and Mechan ica l Services Department (EMSD) have issued a set of guidelines on the technical requirements and arrangements for setting up EV chargers. EMSD has also set up a hotline to provide information and technical support to parties interested in setting up EV chargers.”

(H.K. Legislative Council, 2011)

It is not doubtful that the management company, owners committees and owner corporation in Hong Kong were totally not attracted in setting up EV charger by a warm reminder, the establishment of a technical hotline and receiving a free installation guideline. The government should provide some financial tradeoff or subsidies to the owners of exist ing residential building to instal l electr ic cars charger like subsiding policy of “Operation Building Bright” in 2009 (HKHS, 2009).

In 2009-2012, Hong Kong government collaborate with the Urban Renewal Authori ty (URA) and Hong Kong Housing Society (Housing Society) to launch a $2-billion “Operation Building Bright” (the Operation) for two years to provide subsidies and one-stop technical assistance to assist owners of about 1,000 old buildings to carry out repair works, including old buildings without owners’ corporations (OCs).

The result of the subsidy policy of “Operation Building Bright” is very successful; it changed the attitude of the Owner Committee from resisting paying for check and repairs the common area to actively apply the subsidy to rectify the aging problem of their property. As at mid-February 2011, the OBB has prov ided ass is tance to owners of more than 1,900 old buildings (H.K. Development Bureau, 2011).

The case of “Operation Building Bright” could be a good lesson for the Hong Kong government for promotion of EV charger in residential building. The government could directly subsidy the owner for their installation cost of EV charger.

Role of Property Manager & Owner Committee (OC)

Referring from the case of Mr H and the driver’s survey result, we can see that property manager and owner committee play a very important role on “killing” the usage of Electric Car in Hong Kong. For the case of Mr H, we can see one significance problem which is the lack of the knowledge of electric car and electric Car infrastructure from p rope r t y managemen t company and owner committee. As discussed, the Owner Committee denied the application from Mr H, by worrying the charger will bring adverse impact to the stability of the building power supply. However, the fact is that the Electric Charger is only a socket of

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15 amperes which bring nearly no impact to the power system of the building. As the installation of EV charger at existing residential building must be granted the approval from OC and get the technical support from the property manager, it is definitely the parties which the government should put more effort on it strategically.

Recommendation

To tackles with the problem regard to lack of electric car charger and outstanding high price of electric car, battery leasing program could be carried out by the government or electric power supplier which could be a fast and direct solution.

Customers’ reluctance to pay more for electric cars and hard to find a re-charge points are key obstacles to the development of the fledgling industry in Hong Kong. Hong Kong government could cooperate with HKE and CLP for leasing the key component of electric car-battery, which could sharply lower the initial cost outlay for electric car buyers. As far as I am concerned, the success of this model could be the key policy increasing the popularity of the electric car. The battery alone can easily make up half of the cost of an electric car. Without the battery cost, together with the purchase subsidy and waiver of the purchase tax, an electric car will cost roughly the same as a gasoline model of the same grade.

It is not hard to imagine that drivers would be much more easy to accept the electric car if they only need to go to a convenient location l ike downtown or even the concierge desk at their home to swap their empty battery to a fully charged battery. This program makes drivers no longer need to wait 3-8 hours for their battery re-charge. Also, a mix of battery-swapping stations and charging locations are able to reduce the heavy capital investment. The program could shorten the time required to establish a wide

network to accommodate long trips and exempt from sett ing up a large number of expensive charging stations.

Fur thermore, the bat tery is one of the most complicated components of an electric car. As such, proper battery check-up and maintenance are necessary to ensure electric cars’ safety. With the task now being performed by power supply operators (CLP and HKE), car buyers will have another reason to switch to an electric car.

Conclusion

The obstacles that lack of Electric Car charger at home, outstanding high price of EV and the regulat ion of the legis la t ion of Road Traf f ic are ranked the top three obstac les for EVs development and that lack of EV charger at home is the key.

Surprisingly, property management company and owner committee were identified by the drivers as the “top murderer” killed the development of EVs in Hong Kong. Electric Car is still a new concept to Hong Kong people, although it is recognised as the effective tool to solve the air pollution, its still long way for replacing the diesel car by EVs. However, it is optimistic for the future development of Electric Car in Hong Kong, as it is expected that the price of Electric Car will drop and the legislation of Road Traffic will be amended shortly. For the acceptance from the property management company and owner committee, I believe that they will be welcome to install the EV charger anymore when the majority of the society realized the technology and the advantages of the Electric Car. Finally I hope this paper can help Property Management Company, owner committee and drivers to eliminate their misunderstanding on the concept of the electric car and the EV charger. We should change our habit before it is too late.

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References

Edward Yau (2009), “Promotion on the use of electric vehicles”http://www.info.gov.hk/gia/general/201111/23/P201111230255.htm

Environment Protection Department (2012), “Pilot Green Transport Fund”http://www.epd.gov.hk/epd/english/environmentinhk/air/prob_solutions/pilot_green_transport_fund.html

H.K. Legislative Council, (2011). “Charging stations for electric vehicles”. Retrieved from website: http://www.info.gov.hk/gia/general/201111/23/P201111230255.htm

H.K. Housing Society, (2009). “Operation building bright”. Retrieved from website: http://www.hkhs.com/eng/business/pm_obb_round2.asp

H.K. Development Bureau, (2011). “Government proposes additional billion dollars for operation building bright”. Retrieved from website: http://www.devb.gov.hk/en/sdev/press/index_id_6455.html

H.K. Legislative Council , (2011). “Charging stations for electric vehicles”. Retrieved from website: http://www.info.gov.hk/gia/general/201111/23/P201111230255.htm

Jonathan, W. (2012). “Obama report: Electric-car batteries getting cheaper”. Retrieved from http://blogs.wsj.com/drivers-seat/2012/03/12/obama-report-electric-car-batteries-getting-cheaper/

Transport Department (Feb 2011), “Registration and Licensing of Vehicles by Fuel Type”, Hong Kong Transport Department

U.S. Department of Energy (2012) “Emission of Alternative & Advanced Vehicles” http://www.afdc.energy.gov/afdc/vehicles/emissions_electricity.html

“Who Killed the Electric Car? (2006)”. Box Office Mojo. Retrieved January 1, 2012.

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A Study on the Effect of Implementation of Statuary Minimum Wages on the Turnover Intention of Property Management Services Frontline Employees in Hong Kong

Tsao Tsz Kin, Tang Wai Man, Lun Ming KaiMaster of Arts in Housing StudiesDepartment of Public PolicyCity University of Hong Kong

(under the supervision and guidance by Professor Dr WALKER, Richard M)

Introduction

The Statuary Minimum Wages (SMW) came into effect in Hong Kong in May 2011 but its impacts on the property management industry is not known. It is generally believed that after the operation of the SMW, the increase in wage will improve the job satisfaction of frontline staff. Conventional wisdom suggests an inverse relationship between wage and intention to leave. Yet, in reality, turnover of frontline staff in the industry has become higher after the enforcement of the SMW. In view of this counterintuitive phenomenon, this study aims to uncover the reasons for the high turnover intention through face-to-face interviews with the frontline and management s taf f in the local proper ty management sector, and understand how different factors contributing to the high turnover intention. Based on the research findings, a number of measures are suggested to reduce the turnover rates and to stabi l ize the work forces in the industry.

Local Property Management Industry and Statuary Minimum Wages

As of May 2011, the number of low- income employees work ing in proper ty management services, security and cleaning industry reached 218,400. The hourly wages of security guards, cleaners, gardeners and carpark attendants were around $24-$30 immediately before the enactment of the SMW. Wage generally varies according to several basic factors:

1. Work location — As a compensation for the higher travelling and time costs, workers in properties in remote areas are rewarded with a higher salary.

2. Class or grade of property — Workers in prestigious (e.g. Grade A) office buildings, large shopping malls and luxury residential developments have a better pay because these properties require staff having special skills and a higher level of competency.

3. Employment mode — Most frontline staff are employed by service contractors. As property management services are labour-intensive, change in labour cost can have a big impact to the service contractors who always wish to keep the wage as low as possible in order to make more profit or maintain competitiveness in the tendering process. Relatively speaking, the wages of staf f direct ly hired by the management companies are higher.

4. Company size — Large, reputable companies are more will ing to offer higher wages to recruit better staff.

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5. Market sector — In the public sector, property management services are often out-sourced to service contractors by tendering. Price has long been the most important criterion in tender evaluation. To make their tender bids low, contractors offer low wages to frontline workers. In the private sector, the clients have more flexibility in choosing the service contractors and thus are willing to pay more to hire higher-quality workers.

6. Job nature — Different job functions l ike security, cleaning, landscaping and carpark operations command different remunerations. Besides, owing to the undesirability of the work, some positions like cleaning workers who are responsible for fi lthier jobs have the highest hourly wages in comparison with others.

7. Work hours — As most of the frontline staff’s salar ies are counted by hourly rate, the working hours have a direct effect on the total wages of the employees. In Hong Kong, property management staff commonly work on a 8-hour or 12-hour shift.

Apart from these basic factors, one should be aware that property management industry is not an industry requires very specialized skills; the barrier to enter the industry is low. As such, there is a high substitutability of labour in the industry. Therefore, the average wage level of the industry is also contingent on the conditions of the whole labour market.

With the enactment of the MSW, the property m a n a g e m e n t i n d u s t r y e x p e r i e n c e s s e v e r a l changes. First, the wages tend to be equal across di f ferent t rades in the property management industry. To control the cost, service contractors set their wage levels just enough to fulfi l l the statutory requirement. As the prescribed minimum

wage applies to all trades, including the security, c leaning, carpark, landscaping services, the difference across trades becomes minimal as an effect of the MSW. Secondly, the MSW makes the recruitments for undesirable job positions more difficult. Before the SMW came into effect, salary levels had reflect workers’ preferences to jobs of different natures. Some undesirable positions e.g. dirty jobs are less attractive to employees. These positions usually required higher pays to attract people. However, after the implementation of the SMW, salaries of all different trades and positions became almost the same. Employees tended to choose a more comfortable job to earn the same wage. Besides, the employers encountered difficulties in the recruitment exercise because the pay difference between an ordinary guard and a supervisor was not as big as before. This change is attributed to the fact that the SMW only increased the pays of ordinary guards but not those of supervisors. In many properties, the pay difference between the two grades could be a few hundred dollars only. As a result, experienced practitioners became reluctant to take supervisory positions as they could earn a similar salary but bear fewer responsibilities.

Lastly, the MSW increases the turnover rate of the frontline staff. According to the figures published by the Census and Statistics Department, the median of hourly rate of security guards and cleaning workers in 2009 were HK$26.9 and HK$26.1 respectively. After the enactment of the SMW, all these employees’ salaries were adjusted upward to at least HK$28 per hour. However, the number of job-changers in the elementary o c c u p a t i o n s w h i c h i n c l u d e d t h e p r o p e r t y management services employee increased from 69,000 in 2010 to 76,900 in 2012. Although this figure included other low-income jobs such as catering industry, i t did reflect the picture of turnover in low-income jobs affected by the SMW. In fact, many property managers complained

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against noticeable turnover in the security and cleaning positions in their properties.

Literature Review

As suggested in the literature, there are three main key factors, namely pay satisfaction, job satisfaction, and organization commitment, which influence the actual and intended turnover in various degrees.

Turnover intent and actual turnover

Turnover implies a major problem for recruitment and organizational continuity. Lum et al. (1998) conceptua l ized turnover as a psychologica l response which is an individual behavior. Yet, they focussed on turnover intent rather than actual turnover in their study. Moreover, Lum et al. (1998) believed that intention to stay or leave an organization was consistently related to actual turnover. Indeed, moderate to strong correlations between intention to quit and actual turnover had been evidenced by many previous empirical studies (e.g. Mobley et al., 1978). Following the literature on job turnover, the current study adopts turnover intent, rather than actual turnover, as the dependent variable.

O n t h e o t h e r h a n d , p a y s a t i s f a c t i o n , j o b satisfaction and organizational commitment are taken as independent variables because these variables have been intensively discussed in the literature but none of the previous studies investigated the property management industry. In this light, the impacts of these factors on turnover intent of security guards and cleaning workers are investigated in this research.

Pay satisfaction and turnover intent

Not only does pay serve as a motivator, but also a measure to keep employees staying the position in an organization (Tekleab et al., 2005). Many previous studies have shown that there are four major aspects of pay satisfaction (Vandenberghe and Tremblay, 2008) . These factors inc lude satisfaction with (1) pay levels, (2) pay rises, (3) benefits, and (4) pay structure and administration. In other words, pay satisfaction is not simply affected by pay level; i t depends on the pay structure and allocation as well. As highlighted by Tekleab et al. (2005), unfair distribution of pay or monetary rewards can result in issues of inequity that may weaken the positive effects of pay on the employees’ satisfaction. There are two types of fairness which prevail in determining pay satisfaction — distributive justice and procedural justice (Tekleab et al., 2005; Vandenberghe and Tremblay, 2008). Distributive justice refers to the extent of the fairness which employees consider or perceive their pay amount. As for procedural justice, it is considered as the perceived fairness of the means or methods by which the amount of salary is determined. It is a recommendation by recent studies (e.g. Tekleab et al., 2005) that pay fairness should be taken in account when studying pay satisfaction because the latter is actually multidimensional. The whole picture cannot be attained if pay satisfaction is studied without considering the fairness issues (Heneman and Judge, 2000).

Moreover, Vandenberghe and Tremblay (2008) criticized previous studies on the pay satisfaction fo r a key l im i ta t ion — ignor ing the ro le o f organizat ion commitment as a potent ia l and significant mediator in the relationship between the pay satisfaction and intended or actual turnover. The work of Lum et al. (1998) showed that pay satisfaction had both direct and indirect impacts on turnover intent in the nursing sector. Pay

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satisfaction have a significant influence on staff retention but the indirect effects of pay satisfaction on the tu rnover imposed by o rgan iza t iona l commitment and job satisfaction are weak as revealed by the research findings.

Job satisfaction and turnover intent

Locke (1976: 1300) def ined job sat is fact ion as “a pleasurable or posit ive emotional state resulting from the appraisal of one’s job or job experiences”. According to Lum et al. (1998), one’s job satisfaction is the most frequently studied psychological variable in the relationship between satisfaction and turnover. Lum et al. (1988) also emphasized the work of Price and Mueller (1981) which pointed out that job dissatisfaction had an indirect impact on turnover. Furthermore, Irvine and Evan’s (1992) study on nurses’ turnover found that there was a significant causal relationship b o t h j o b s a t i s f a c t i o n a n d o r g a n i z a t i o n a l commitment and turnover intent.

There are some cited variables relating to the job satisfaction, including intrinsic aspects associated with the job content such as autonomy, respect, and recognition and extrinsic aspect associated with work environment (working condition) such as shift work, workload, working hours, safety, promotion opportunities, tangible rewards and other bonuses (Lum et al., 1998; Chatzoglou et al., 2011). Gieter et al. (2011) agreed that job satisfaction and organizational commitment both play a significant role to impact nurse’s turnover intent but argued that the shortcoming is only to focus on “average nurses” or “average employees” and neglect the individual difference, such as age and value. In the context of security guards and cleaning workers, the individual difference may have impact on the relationship between job satisfaction and turnover intent because of people in different age groups and with different working experience willing to entry to the security guard

service industry and cleaning service industry form other industries. This can cause different groups’ turnover patterns with a variety of reason. In the findings of their work on nurse turnover, Gieter et al. (2011) suggested that identifying different groups with a similar pattern of turnover antecedents was possib le by examining the individual difference on turnover reasons and helped an organization take a consideration that some strategies only for enhancing the satisfaction were not enough.

Organizational commitment and turnover intent

Lum et al . (1998) def ined the organizat ional commitment as “affective responses to the whole organization or to a company. In organizational commitment, there are three common categories studied, namely affective commitment, continuance ( b e h a v i o u r a l ) c o m m i t m e n t , a n d n o r m a t i v e commitment. Affective commitment is defined as the re la t i ves s t rength o f an ind iv idua l ’ s identification with and involvement in a particular organization (Mowday et al., 1982). It can be interpreted that commitment is affected by positive work experience and perceived justice and support in an organization. Indeed, pay satisfaction can refer how the company value and recognize employees so that they have high affection to the organizat ion. Cont inuance commitment is described as ‘a structural phenomenon which occurs as a result of individual-organizational t ransact ions and a l tera t ions in s ide-bets or investments over time’ (Hrebiniak and Alutto, 1972: 556). Employee cannot afford to leave as they have investment in the organization. On the other hand, normative commitment is referred to strong social ties and individual pre-deposition (Meyer and Allen, 1997). The employees with normative commitment have loyalty to the organization based on moral and perceived obligation through the socialization practices (Meyer and Allen, 1997; Meyer and Herscovitch 2001). Meyer and Allen

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(1991) argued satisfaction with pay raise and benefits might be related to normative commitment as result of the reciprocity, thus creating a sense of indebtedness.

As discussed by Vandenberghe and Tremblay (2008), Meyer et al . (2002) showed the three components of organizational commitment have significant negative relationship with intended and actual turnover. Moreover, Lum et al. (1998) also pointed out that many studies showed there was a significant association between organizational commitment and turnover intent to leave. Under these studies, the satisfaction and commitment

have been reported to be negatively related to turnover intent. Meanwhile, both of two variables have positive relationship with each other.

Based on literature reviews on antecedents of turnover, we would like to ask if pay raise caused by the SMW has posi t ive ef fect on the pay satisfaction to the frontline employees of property management industry and examine what extent the job satisfaction affects employees’ turnover intent and how strong the impact of organizational commitment is to mediate relationship between the job satisfaction and turnover of employee. The diagram of relationships between these variable is shown in Fig 1.

JobSatisfaction

OrganizationalCommitment

Pay Raise byMinimum

WagePay Satisfaction

Turnover /Turnover Intent

Fig. 1: Conceptual map

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Methodology

To re i te ra te , th is s tudy in tends to f ind ou t the reasons for the high turnover intention by interviewing frontline employees and management by asking them questions about the three key factors — pay satisfaction, job satisfaction and organizational commitment perspective. Then, the differences in the key factors are compared to see how they affect turnover.

Research targets

The research targets are the managerial staff and on-site frontline staff of selected property management services companies (PMSCs). For the purpose of this study, managerial staff refer to manager or above, in a PMSC. As for the frontline staf f , they include secur i ty guards, c leaning workers, gardeners and carpark attendants who are supposed to be mostly affected by the SMW. In each work trade, managerial staff and on-site frontline staff in PMSCs in both public and private sectors are interviewed. For the public sectors, PMACs managing publ ic renta l es ta tes and shopping centres run by the Hong Kong Housing Authority and the Hong Kong Housing Society are chosen; both residential and commercial sites in the private sector are studied.

Invitations are sent to a total of eight different PMSCs in this research — four different public-sector PMSCs which provide security, cleaning, landscaping and carpark operat ion serv ices respectively and another four different PMSCs from the private sector. All eight PMSCs come from different companies and manage different sites. For each PMSC, one manager staff and one frontline staff are invited.

Research method

This research adopts a qual i tat ive approach. We interviewed sixteen people from December

2012 to February 2013. All of the interviews were done in their respective working sites in Hong Kong. The language used was Cantonese and the conversations were transcribed in English. The sampling of the sixteen interviewees was done through the snowball method, i.e. by referral from property management practi t ioners. The sites involved in this research were located diversely in Hong Kong Island East, Yuen Long, Shatin, Tsuen Wan, Kowloon Tong and Yau Ma Tai etc.

Two sets of questions were prepared, one for management staff and the other for frontline staff. The quest ions were designed in open-ended questions and tailored for measuring the three key factors. The duration of the interviews spanned from 30 minutes to 45 minutes. The interviewees were also welcomed to talk about their related past experience in their employment.

Results and Findings of Interview

We find out from our interviews the following facts that contribute in explaining the phenomenon in which turnover intention increased even when wages increased:

The diminish in wage differences

Before the implementation of SMW, the wages performed as an adjustable factor to compensate t h e l o w j o b s a t i s f a c t i o n o r o r g a n i z a t i o n a l commitment. In some jobs, the job satisfaction may be low because the working condition is poor, the employer than can compensate these by increasing the wages in order to attract people to fill the vacancies. It was the same case for organization commitment, if the employee is not commit to the organization, the employer may increase the wages to compensate it.

In our interviews, many frontline staff revealed that the SMW equals their wages at the same level at about HK$28 no matter their working

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conditions. They said that the working location and environment becomes a more determining factors in choosing their job and they are easy to get the same pay when switching to another job. This situation is happening across different trades and sectors.

Besides, as the pay satisfaction is a subjective feeling of the employee, even the pay rise to HK$28 per hour, the employee may not experience an increase in satisfaction if everyone gets the same increase. The satisfaction of individual bring by the wages is usually a comparative feeling by comparing with other colleagues. For example, if A gets $HK26/hour and B gets $28/hour, the satisfaction of B is large; however, if both A and B gets $28, B may feel less satisfy with the wages as B will benchmark his wages with others. This situation makes the increase in wages of the frontline staff have less positive effect on their pay satisfactory. In the meantime, the frontline staff are more eager to switch to a more pleasant position with the same pay. The turnover is thus increased.

Decrease in job satisfaction

The SMW increased the wages of frontline staff and employers need to pay extra cost, thus their expectation and requirement on their performance increase. Some sites deducted the pay or time in meal time. This situation is mostly happened in private sector but not in public sector as the cost of increase in minimum wages in public sector is absorbed by government expenditure and was not transfer to domestic tenants. In some sites, the number of manpower of frontline staff was decreased by means of cutting the number of staff or decreasing the work hour. It leads to the increase in work load of with the expectations of services increase. The increase in challenges in working environment actually decreased the job satisfaction and organizational commitment of employees. Some of these frontline staff may

want to change to a better and lesser work load position. Some of them can even switch to other trades as the wages are the same. Besides, for those staff in supervisory role, they may feel unfair to receive almost the same pay as ordinary staff. The lack of procedural justice (Vandenberghe and T remblay , 2008 ; Tek leab e t a l . , 2005) in determining their wages by workload and contribution also decrease their job satisfaction.

The increase in mobility of workers

The salary range before the statuary minimum wages is around HK$24-$30 per hour across the four trades: security, cleaning, landscaping and carpark operation. For example, we noticed that in each wage level, say HK$24-$25 per hour, they are determined according to the ability of the employee, the job nature, location etc. For those receiving HK$28-$30, they may take a supervisory role. The differences in wage level divided the workers into two pools.

After the implementation of the SMW, the frontline staff receive almost the same pay. As a result, the workers may now switch to a job close to their home, which they may previously not consider due to the wages difference. The pools now combined into on which encourage the mobility of workers.

Conclusion and Recommendations

The pay rise had limited impact in increasing the pay satisfaction of the frontline staff. Meanwhile, the decrease in job satisfaction and organizational commitment had minimized the effect in pay increases. I t explained the si tuat ion why the turnover intent increases even after pay rise. In the keen competition and strict cost control in the industry, it is less possible to increase the pay of frontline staff further beyond the SMW. However, the PMSCs may focus on increasing the job satisfaction and organizational commitment of the frontline staff.

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Building communication channel between the management and frontline staff

Many f ron t l ine s ta f f in te rv iewed showed no mutual understanding wi th the management. They reflected that the management does not recognize their difficulties in handling customers’ unreasonable requests and always blame the frontline staff for these unreasonable complaints. From the management point of view, they may not intend to blame the frontline staff but only want to settle the complaint and prevent them from escalating upward. The management and frontline staff can build up a communication channel by regular meetings to in order to increase normative commitment (Meyer and Allen, 1997) and social tie of the employees with their supervisors and other colleagues. Thus, the organizational commitment and job-satisfaction can increase.

Providing flexibility for staff to apply for change of work location and shifts

One of the major dissatisfaction of frontline staff and reason for changing job is the work location and sh i f t s . The managemen t can cons ide r building up mechanism to provide flexibility to let frontline staff to swap the working location and shifts internally. This can decrease the burden of human resources in hiring people if the employees can stay in the company through internal post transfer. The positive work experience and support shown by the company can increase the affective commitment of the staff.

Increase training support for frontline staff

Our interview with frontline staff revealed that the widely use of computer system, and adoption of quality standards such as ISO 9001, 14001 created challenges to employees. Company can have better support and training to frontline staff so that they may find it the working conditions improve and increase their job satisfaction and decrease their intention for changing job.

References

Chatzoglou, P. D., Vraimaki, E., Komsiou, E., Polychrou, E. and Diamantidis, A. D., 2011, Factors affecting accountants’ job satisfaction and turnover intentions: a structural equation model. Paper presented at the 8th International Conference on Enterprise Systems, Accounting and Logistics, Greece, 11-12 July 2011.

Gieter, D. S., Hofmans, J., & Pepermans. R., 2011, Revisiting the impact of job satisfaction and organizational commitment on nurse turnover intention: an individual differences analysis, International Journal of Nursing Studies, Vol. 48, 1562-1569.

Heneman, H. G. III., 1985, Pay satisfaction. Research in Personnel and Human Resources Management, Vol. 3, 115-140.

Heneman, H. G. III. and Judge, T. A., 2000, Incentives and motivation. In S. Rynes and B. Gerhart, editors, Compensation in Organizations: Progress and Prospects. San Francisco: New Lexington Press, 61-103.

Heneman, H. G. I I I . and Schwab, D. P., 1985, Pay satisfaction: i ts mul t id imensional nature and measurement. Internat ional Journal of Psychology, Vol. 20, 129-141.

Hrebiniak, L. G. and Alutto, J. A., 1972, Personal and role-related factors in the development of organisational commitment. Administrative Science Quarterly, Vol. 17, 555-573.

Irvine, D. M. and Evans, M. G., 1992, Job Satisfaction and Turnover among Nurses: A Review and Meta-analysis. Toronto: University of Toronto and McMaster University, Nursing Effectiveness, Utilization, Outcomes Research Unit.

Locke, E. A., 1976, The nature and causes of job satisfaction. In M. D. Dunnette, editor, Handbook of Industrial and Organizational Psychology. Chicago: Rand McNally, 1297-1349.

Lum, L., Kervin, J., Clark, K., Reid, F. and Sirola, W., 1998, Explaining nursing turnover intent: job satisfaction, pay satisfaction or organizational commitment? Journal of Organizational Behavior, Vol. 19, 305-320.

Meyer, J. P. and Allen, N. J., 1991, A three-component conceptualization of organizational commitment. Human Resource Management Review, Vol. 1, 61-89.

Meyer, J. P. and Allen, N. J., 1997, Commitment in the Workplace: Theory, Research and Application. Thousand Oaks: Sage.

Meyer, J. P., Stanley, D. J., Herscovitch, L. and Topolnytsky, L., 2002, Affective, continuance, and normative commitment to the organization: a meta-analysis of antecedents, correlates, and consequences. Journal of Vocational Behavior, Vol. 61, 20-52.

Meyer, J. P. and Herscovitch, L., 2001, Commitment in the workplace: toward a general model. Human Resource Management Review, Vol. 11, 299-326.

Mobley, W. H., Horner, S. O. and Hollingsworth, A. T., 1978, An evaluation of precursors of hospital employee turnover. Journal of Applied Psychology, Vol. 63, 408-414.

Mowday, R. T., Porter, L. W. and Steers, R. M., 1982, Employee-organization Linkages: The Psychology of Commitment, Absenteeism and Turnover. New York: Academic Press.

Price, J. L. and Mueller, C. W., 1981, Professional Turnover: The Case for Nurses. Ames: Lowa State University Press.

Tekleab, A. G., Bartol, K. M. and Liu, W., 2005, Is it pay levels or pay raises that matter to fairness and turnover? Journal of Organizational Behavior, Vol. 26, 899-921.

Vandenberghe, C. and Tremblay, M., 2008, The role of pay satisfaction and organizational commitment in turnover intentions: a two-sample study. Journal of Business and Psychology, Vol. 22, 275-286.

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雙城故事 — 比較香港和新加坡的房屋政策

英國特許房屋經理學會亞太分會專業發展委員會主委阮偉基博士

前言

比較新港雙城己經不是什麼新鮮事物，但最近十年形勢發展，新加坡無論在經濟，政治，民生等各個領域皆超前香港。最使香港人担憂的是看不到如何走出現時的困局，重新振作。當新加坡總理李顯龍在國慶大典上繪畫其治國藍圖，向國人展示新加坡到 2030年的發展大計，相對香港的無休止內耗，社會的不斷撕裂，弱勢政府面對反對派的無能為力，使人慨嘆不已。

新加坡組屋政策概覽

其實，最多人比較的是新港兩地的房屋政策。總的來說，新加坡實行的是國家社會福利主義，做法以「先福利，後市場」的原則，背後的理念是將房屋去商品化，以有效運用中央公積金（central provident fund，簡稱CPF），加上政府財政補貼方法，去儘量滿足人民的住屋需求。現時新加坡有87%國民居住在組屋，業主佔90%，租客則佔10%。

業主購屋5年後，可以免補地價把房屋出售，激活資產流轉。新加坡房屋發展局（Housing Development Board，簡稱HDB）對首次置業者 (First Time Buyer)，己婚子女與父母同住申請者 (Married Child Priority Scheme)，有3個或以上子女申請者 (Third Child Priority Scheme)及租客 (Tenants Priority Scheme)都給予優先購買組屋。組屋類型有一房到五房單位，開放式及行政人員單位。

獅城組屋最大特色是以入民CPF的存款供樓，最長供款年期為30年，供款額不能超過供款人家庭入息40%。新加坡為一社會福利國家，為應付龐大的房屋及福利支出，僱主及僱員對CPF共同的供款率最高達 35.5%，足以比美北歐國家。

為了保障最低收入家庭亦可購買組屋，李顯龍宣佈，月入1,000坡元（約6,000港元）的家庭，可透過津貼計劃，買到新建的1房1廳組屋。月入 2,000元坡元家庭可買 2房 1廳組屋。買家只需動用公積金，在25年內付清所有房貸，其後部份收入可以存起來作退休養老。此外，新加坡政府還向所有低收入家庭提供優惠，鼓勵他們轉換較大組屋，以提升生活質素。以上種種措施，均使到生活在狹小空間，終日憂愁為交租供樓，或埋首工作都追不上房價升幅，買不起一個小小蝸居的香港人羨慕不己。

新加坡房屋政策的社會經濟利益

用CPF供樓的計劃在1968年開始時，當時新加坡國民儲蓄率相對國民生產毛額 (GNP)衹有20%，到80年代僱員及僱主強制供款合共50%的高峰，無可置疑新加坡有全世界最高的國民儲蓄率，足以應付這個規模龐大的全民房屋計劃的財務支出。

有效增加房屋的數量及質量

組屋福利計劃讓新加坡有能力調度長遠資源 (CPF)去興建公營房屋而不需要動用大量政府財政支持。諾貝爾經濟學得獎人克魯明 (Krugman,1994)形容組屋計劃為 "有效運用公共資源以解決社會間題的最成功典範。"HDB推行組屋計劃40多年，不衹成功解決房屋短缺間題，進而為中產家庭提供更大更優質居所，重建老舊屋邨，改善現有房屋設施。成熟的組屋二手市場亦讓合資格的家庭申請轉換新屋以提升居住質素，加快向上流動的速度。

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國民物業擁有率高有助社會穩定及種族融和

孟子在《恒產論》中認為人如果沒有賴以安居樂業的固定資產，便很容會幹出放蕩及犯法的勾當。新加坡政府鼓勵國民置業，很大程度上着眼社會的穩定性。新加坡前總理李光耀認為，如果人人擁有自己的房產，就會覺得自己是國家的主人，產生自豪感及向心力，自然會努力工作，建立家庭，養育子女，為國家民族的可持續發展作出貢獻。新加坡的組屋作為穩定社會的基石，其重耍性不言而喻。公共房屋不僅塑造了新加坡國民的身份認同感，同時為新加坡的公民社區和經濟繁榮奠定了基礎。况且，新加坡居屋分配政策，規定屋苑住戶種族比例設立上下限，從而避免「族群領地」(ethnic enclave)的形成，以達至種族融和。

新港兩地土地運用比較

根指據香港政府資料，全香港土地共 1,108平方公里，其中只有 76平方公里，即6.68%的土地是住宅用地。而且這76平方公里的住宅用地中，有35平方公里，即總面積46%是新界丁屋用地，丁屋全是低密度的居住單位，住不了多少人，因此，目前絕大部份香港人是住在餘下的 41平方公里的土地上，居住空間之狹窄，世界上難以找到第二個地區可以比較。論總面積，新加坡的人口密度比香港還高，香港人口 700萬，居住在1,100平方公里的土地，新加坡 500萬人口，居住在700平方公里的土地上，香港人口密度是每平方公里6,363人，新加坡是7,143人。

理論上，新加坡居住環境應該比香港差。但是，情況剛好相反，可以看到的是，新加坡的房屋，最小的單位面積也達到1,000平方呎，政府建的組屋，即香港的居屋，最小的面積就是1,000平方呎，大型的組屋單位面積更高達2,000平方呎，是一般香港高等收入人士才可以負担的水平。為什麽新加坡人口密度比香港高而新加坡人的居住環境遠勝香港人 ? 答案就在土地的規劃和應用。

在香港，郊野公園，綠化地帶，農地，讓鳥類棲息的濕地佔了全港土地總面積的66.3%，即735平方公里，這麼大面積的土地，僅供鳥類居住，供港人周末渡假時呼吸新鮮空氣。2013年 4月英国《經濟學人》期刊，選出了香港為全世界最宜居城市 (the world’s most livable city)，其中一主要原因，就是香港有大面積而且極為方便到達的綠化地帶。但是，要保育環境，卻犧牲了港人的居住空間，香港的土地及樓價之高冠絕全球，與此不無關係。

此外，新界有大量農地，面積達51平方公里，差不多全是私人擁有，政府無法收回這些農地用以興建住屋，這些農地，只種幾根蔬菜，或乾脆讓其荒廢，土地資源之浪廢，莫過於此。最有趣的是，香港墳場用地為 15平方公里，與公屋用地16平方公里不相伯仲，讓香港人有生不如死之嘆 !

相反，新加坡九成以上土地面積為平地，全為國家擁有，可供房屋用地比香港多，加上強勢管治，有效長期規劃，在土地運用方面，毫無阻力，得心應手。新加坡總理李顯龍在國慶集會上宣佈要將軍用機場搬遷，騰出800多公頃土地興建住宅社區的豪言壯語，相對香港政府計劃發展新界東北區卻遇上龐大阻力，處處碰壁，真是不可同日而語。香港一日不能解决土地供應問題，就無法實施房屋政策，此乃麵粉與麵包的道理。

香港與新加坡公屋制度的異同

要分析新港兩地公屋制度，首先要明白兩地管治政策的主軸方針。新加坡一向以國家福利主義 (state welfarism)為所有政府政策的指導思想，通過收取高比率的稅收及中央公積金，政府為人民提供一切有關生，老，病，死的福利，其中公積金更是一種強制儲蓄的制度，用於退休，房屋，教育，醫療，保險等用途。所以新加坡自立國以來施政均以「大政府，小社會」為基礎，其公屋政策更是其中表表者。

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新加坡HDB對組屋的訂價一向不以成本為考量，所以運作多年來一直處於虧蝕狀態，要由政府填補其赤字，累計至今總額已達200多億新元（約1,200億港元）。新加坡政府開宗明義，要讓所有國民自置居所，所以無論任何家庭組合，怎樣的經濟狀況，HDB總有一款適合他們的「居者有其屋」計劃。HDB還特別針對社會收入最低的家庭制定了相應的組屋租賃計劃，由政府提出大量津貼，以最低市值租金的10% 租用一套一房的公屋，月租可低至33新元。

反觀香港，1954年前都採取自由放任方式 (laissez faire)，亦無所謂什麽房屋政策。直至1953年石硤尾大火後，政府才大規模介入房屋市場 (state intervention)。由五六十年代的徙置區，廉租屋；到七十年代後期開始的「居者有其屋」，都是因事制宜的政策，以應付火災災民，中國非法移民，中等收入家庭冒起等社會狀況。

香港政府一直奉行所謂「積極不干預」和現時的「適度有為」的施政理念，彈性處理房屋問題，期間又因為經濟下滑，如2003年受亞洲金融風暴沖激後，取消賣地及停止興建居屋。多年來在「小政府，大市場」的管治原則下，香港公私營房屋比例大約50:50，最近「長遠房屋策略」諮詢文件出台，更將比例調整至60:40，以解決高達230,000的公屋申請個案及十多萬的劏房居民的住屋需求。

香港的房屋政策受制於缺乏長遠規劃，又因缺乏政治連貫性而無法有效執行。香港先天受制於山多地小的自然環境，在新界的土地業權又過度分散，開發土地過程漫長，更受到政治和環保團體等干擾，為了尋找建屋用地，已發展至「盲搶地」及「插針屋」的尷尬地步。政府在「長遠房屋策略」中雖然有提出短中長期的土地供應方案，但礙於規劃，行政，諮詢等總總原因，未能解決燃眉之急。香港特別行政區首長梁振英於 2013年香港房屋經理學會及英國特許房屋經理學會亞太分會周年晚宴致詞時亦悲觀地表示，要解決香港的土地及房屋問題，漫漫長路。

自2000年至今的超低息環境，中國內地投資者的炒賣，再加上政府近年來減少賣地的措施，導致私人樓價飛漲至泡沫化。政府為了防上樓價泡沫爆破，近年連環出招，包括雙重印花稅及「港人港地」等措施以壓低房屋的需求。香港歷年奉行高地價政策，每年財政收入包括賣地，樓宇買賣印花稅，私人發展商利得稅等高佔整體稅收20%。所以，香港政府根本沒法仿效新加坡模式，可以不計地價，以公屋為主導，去解決房屋需求。

香港房屋政策向來公私營房屋雙軌並行，公屋作用是安置低下收入家庭，是不折不扣的福利房；私人房屋則商品化，價格以市場決定；居屋則作為照顧夾心家庭置業需要的過渡房屋。香港政府從來不考慮仿效新加坡的「一戶一屋」政策，讓全民置業。最具革命性的建議，是董建華提出的85,000房策，讓70%的港人置業，可惜生不逢時，一個亞洲金融風暴，使一個劃時代的房屋政策，胎死腹中。

香港大學經濟金融學院講座教授王于漸在其著作《香港長遠房屋策略及港人港地》中指出，香港的居屋業主，因為地價升值太快，很少會願意補地價賣樓，做成交投疏落，大部份業主只好長期困守單位裏，動彈不得。納稅人以土地差價協助居屋業主置業，但願意補地價轉售單位的業主極少，納稅人實際上收不回這大筆公共資源，施助者與受助者都無法得益。隨着地價的不斷上漲，納稅人的津貼額也隨之增加，但住戶仍只享受到原來居所的價值，箇中差額稱為「淨社會福利損失」(deadweight social welfare loss)，公共資源於是白白流失。反觀新加坡的組屋可以自由買賣，無須補地價，所以交投活躍，迴避了香港居屋的淨社會福利損失。

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新加坡房屋福利經驗的參考價值

新加坡房屋福利模式的成功証明了長遠策略規劃可以有效地調度資源及投資。加上注重在房屋相關策略上的配合，在一段長時間後形成一個極具規模的物業市場，整個過程上幫助了新加坡迥避過度中央規劃及漫無目標發展的個極端惡果。眾多社會福利國家及政府都是土地擁有者，但大多缺乏有效物業市場卻使他們在房屋問題上束手無策。這些城市應借鑑新加坡的成功長遠規劃經驗及其努力創造市場的成果。其實要複製新加坡模式談何容易，其關鍵是沒有城市有其獨特的超穩定社會及政治環境，尤其是它控制外來移民的能力。再且，新加坡的策略有賴其國家的强制儲蓄制度，國有土地，國營公屋，房屋政策的決心及持續性但又不會淪於貪汚和失效。

新加坡的有效實施其房屋政策是建基在它極優良的公共管治能力上。當政府領導層及公務員能力不濟或貪汚舞斃，這樣大規模由政府主導的房屋及資源分配計劃根本無法有效推行。如果缺乏強而有力的立法及一個建全的管理架構去確保中央公積金供款者的利益和回報得到保障，這樣一個全民性的房屋福利計劃亦難有成效。

∼ 完 ∼

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COURSES TO MEMBERSHIP學會認證課程

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Courses to Membership 學會認證課程

Hong Kong 香港Institution

院校

Programme

課程

Duration

年期

Completion of

Practical Experience

Requirements

完成「實務訓練」

Type of

Membership

會籍類別

School of Professional and

Continuing Education (SPACE)

The University of Hong Kong

香港大學專業進修學院

Professional Diploma in

Housing Management

房屋管理專業文憑

3 years (Part-time)

3年（兼讀）

Compulsory for

Membership

入會必須條件

Chartered

Member

特許會員

Department of Urban Planning

and Design (DUPAD)

The University of Hong Kong

香港大學城市規劃及設計系

Master of Housing

Management (Professional

Stream)

房屋管理碩士（專業課程）

2 years (Part-time)

2年（兼讀）

Compulsory for

Membership

入會必須條件

Chartered

Member

特許會員

School of Continuing &

Professional Education (SCOPE)

City University of Hong Kong

香港城市大學專業進修學院


Property Management

物業管理專業文憑

1 year (Part-time)

1年（兼讀）

Compulsory for

Membership

入會必須條件

Member

會員

Department of Public Policy

City University of Hong Kong

香港城市大學公共政策學系

Bachelor of Arts (Honours)

in Housing Studies

房屋學榮譽文學士

4 years (Part-time)

4年（兼讀）

Compulsory for

Membership

入會必須條件

Chartered

Member

特許會員

Bachelor of Social

Sciences (Honours) in

Administration and Public

Management

行政及公共管理榮譽社會科學學士

2 years (Full-time)

2年（全日制）

Compulsory for

Membership

入會必須條件

Chartered

Member

特許會員

Master of Arts in Housing

Studies

房屋學文學碩士

1 year (Full-time)

2 years (Part-time)

1年（全日制）2年（兼讀）

Compulsory for

Membership

入會必須條件

Chartered

Member

特許會員

School of Professional

Education and Executive

Development (SPEED)

The Hong Kong Polytechnic

University

香港理工大學專業進修學院

Bachelor of Arts (Honours)

in Housing Management

(This honours degree

programme is an upgrade

of the existing ordinary

degree programme and

is subject to approval by

PolyU.)

房屋管理學文學士（此榮譽學士學位課程是由普通學士學位升格至榮譽學士學位水平，有待香港理工大學審批。）

1.5 years (Full-time)

1.5年（全日制）

Compulsory for

Membership

(i) completion of

attachment type of

PER during study

(ii) completion of PER

after graduation

入會必須條件(i) 完成在學時「外派學習」或「實務訓練」

(ii) 於畢業後完成「實務訓練」

(i) Member

(ii) Chartered

Member

(i) 會員

(ii) 特許會員

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2013 YEAR BOOK

Institution

院校

Programme

課程

Duration

年期

Completion of


Requirements


Type of

Membership

會籍類別

Hong Kong Institute of

Vocational Education —

Morrison Hill

Vocational Training Council

香港專業教育學院摩理臣山分校

Higher Diploma in Real

Estate Management

產業管理高級文憑

3 years (Full-time)

1.5-6 years

(Part-time)

3年（全日制）1.5 — 6年（兼讀）

Compulsory for

Membership

入會必須條件

Member

會員

Institute of Professional

Education And Knowledge

(PEAK) Hong Kong Institute

of Vocational Education —

Morrison Hill


職業訓練局高峯進修學院 — 香港專業教育學院摩理臣山分校


Practical Property and

Facilities Management

實務物業及設施管理專業文憑

240 hours

(Part-time)

240小時（兼讀）

Compulsory for

Membership

入會必須條件

Member

會員

Macau 澳門Institution

院校

Programme

課程

Duration

年期

Completion of


Requirements


Type of

Membership

會籍類別

Hong Kong Institute of

Vocational Education —

Morrison Hill


香港專業教育學院摩理臣山分校


Property Management

for Macao Housing

Practitioners

澳門物業管理專業技術人員課程

310 hours —

about 7 months

310小時 — 約7個月

Compulsory for

Membership

入會必須條件

Member

會員

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2013 年報

Mainland China 中國大陸Institution

院校

Programme

課程

Duration

年期

Completion of Practical Experience Requirements完成「實務訓練」

Type ofMembership

會籍類別

Department of Management Science and Engineering School of Economics and ManagementWuhan University, China

中國武漢大學經濟及管理學院管理科學及工程系

Bachelor in Housing Management Studies

房屋管理學學士

4 years (Full-time)

4年（全日制）

Compulsory for Membership(i) completion of

attachment type of PER during study

(ii) completion of PER after graduation



(i) Member

(ii) Chartered Member

(i) 會員

(ii) 特許會員

Construction Management DepartmentSchool of BusinessGuangzhou University, Guangzhou

廣州大學工商管理學院工程管理系

Bachelor of Management

管理學學士

4 years (Full-time)

4年（全日制）






(i) Member


(i) 會員

(ii) 特許會員

School of Continuing EducationGuangzhou University, Guangzhou

廣州大學繼續教育學院

Bachelor of Management

管理學學士

3 years (Part-time)

3年（兼讀）






(i) Member


(i) 會員

(ii) 特許會員

CB Richard Ellis世邦魏理仕有限公司

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

About 40 hours

約40小時（兼讀）

Not necessary

毋須

Chartered Member

特許會員

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

About 80 hours


Compulsory for Membership

入會必須條件

Member

會員

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2013 YEAR BOOK

Institution

院校

Programme

課程

Duration

年期

Completion of Practical Experience Requirements完成「實務訓練」

Type ofMembership

會籍類別

Beijing VENCI Standard Construction Culture Center, China

北京萬喜基准建築文化中心

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

About 40 hours


Not necessary

毋須

Chartered Member

特許會員

Taiwan 台灣Institution

院校

Programme

課程

Duration

年期

Completion of


Requirements


Type of

Membership

會籍類別

Graduate School and

Department of Assets and

Property Management

Hwa Hsia Institute of

Technology, Taiwan

台灣華夏技術學院資產與物業管理系暨研究所

Bachelor of Commerce in

Housing Management

房屋管理商學士

4 years (Full time)

4年（全日制）

Compulsory for

Membership

(i) completion of

attachment type of

PER during study


after graduation



(i) Member

(ii) Chartered

Member

(i) 會員

(ii) 特許會員

Master of Commerce in

Housing Management

房屋管理商碩士

2 years (Part-time)

2年（兼讀）

Compulsory for

Membership

(i) completion of

attachment type of

PER during study


after graduation



(i) Member

(ii) Chartered

Member

(i) 會員

(ii) 特許會員

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97


2013 年報

ACTIVITY SNAPSHOTS活動剪影

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2013 YEAR BOOK

Activity Snapshots活動剪影

2012 Annual General Meeting2012 年周年大會

25 January 2013

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

21 February 2013

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2013 年報

Shenzhen Study Tour考察深圳房地產項目

23 March 2013

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

23 February 2013

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2013 YEAR BOOK

Visit to Macao Housing Bureau拜訪澳門房屋局

12 April 2013

Train the trainers for conducting professional interviews in China中國區會員專業會面（面試）考官培訓班

27 April 2013

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101


2013 年報

Visit to Shenzhen Housing Management Organizations拜訪深圳房屋管理機構

7 June 2013

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

25-27 June 2013

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102


2013 YEAR BOOK

Study Visit to Beijing Indigo and 798 Art Zone北京頤堤港項目及 798藝術區參觀考察

28 July 2013

Joint Seminar on “Utilizing Feng Shui by Housing, Property and Facility Managers”「風水應用於房屋、物業及設施管理」講座

5 July 2013

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103


2013 年報

Seminar on “Applying Mediation Skills in Property Management”「調解技巧於物業管理的應用」講座

23 August 2013

Study Visit by Lecturers on Property Management from Guangzhou University廣州大學物業管理講師到港訪學

5-14 August 2013

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2013 YEAR BOOK

Visit by Korea Housing Managers Association大韓住宅管理士協會訪問

30 August 2013

The Hong Kong Professional Property Services Alliance — Familiarization Visit to Changsha香港房地產專業服務聯盟到湖南省長沙市考察

12-15 September 2013

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105


2013 年報

CIH Presidential VisitCIH 會長到訪

25-29 September 2013

Singapore Study Tour新加坡訪問交流

29 September -2 October 2013

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2013 YEAR BOOK

Guangzhou Hong Kong and Macao Property Management Development Seminar粵港澳物業管理發展研討會

18 October 2013

Visit to Paris Lafayette Emporium in Beijing巴黎老佛爺百貨亞洲首家直營百貨店項目參觀考察

26 October 2013

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2013 年報

Seminar on “Benchmarking and Customer Service”物業管理心法專題講座

26 October 2013

Validation to Bachelor of Management Programme of Guangzhou University廣州大學管理學課程認証

28 October 2013

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2013 YEAR BOOK

Validation to Master and Bachelor of Commerce in Housing Management Programmes of Hwa Hsia Institute of Technology, Taiwan台灣華夏技術學院房屋管理商碩士及商學士課程認証

31 October 2013

2013 International Seminar on Property and Disaster Management in Taiwan2013 年台灣物業管理暨防災國際學術研討會

1 November 2013

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109


2013 年報

2013 Joint Annual Dinner with The Hong Kong Institute of Housing2013 年與香港房屋經理學會聯合周年晚宴

5 November 2013

Forum on New Peak in Commercial Properties商業地產創新高峰論壇

16 November 2013

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110


2013 YEAR BOOK

Forum on Management of High End Properties in Chendu成都高端物業管理論壇

29 November 2013

Experience Sharing on Building Mangement in Shenzhen, Macao and Hong Kong深港澳樓宇管理、滲漏水處理與相關法制交流團

16-17 December 2013

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111


2013 年報

Graduation Ceremony of Property Management Training Course in Macao澳門物業管理培訓班畢業典禮

26 December 2013

支持保護環境 – 採用電子版本Support to Save the Environment – To Adopt Electronic Version

Members are encouraged to be environmental friendly by changing their subscription from hard copies to electronic copies of all CIH publications. Please simply fill out your personal information below and return the slip to the Branch Secretariat by fax at (852) 2356 7332 or email at [email protected] if you would like to help us reduce the amount of paper we use.

本會一直鼓勵各會員採用電子版本之刊物以示支持環保，倘若支持；請簡單地填寫下列的個人資料並傳真至(852) 2356 7332或電郵至[email protected]致分會秘書處作相關之安排。

支持保護環境 – 採用電子版本Support to Save the Environment – To Adopt Electronic Version

Name

會員姓名(Chinese中文 ) (English英文 )

Membership No.

會員編號 Membership Type *

會員類別 *CIHCM / CIHM

特許會員 / 會員

Mobile

手機號碼Fax No.

傳真號碼

E-mail

電郵地址Date

日期

* please delete as appropriate

1112013 年報

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ADVERTISEMENT廣告

00B1312085 Book 1.indb 112 7/3/2014 17:22:43

00B1312085 Book 1.indb 113 7/3/2014 17:22:47

00B1312085 Book 1.indb 114 7/3/2014 17:22:49

15B1312085 Advertisment.indd 115 7/3/2014 18:30:58

00B1312085 Book 1.indb 116 7/3/2014 17:23:35

00B1312085 Book 1.indb 117 7/3/2014 17:23:47

00B1312085 Book 1.indb 118 7/3/2014 17:23:59

00B1312085 Book 1.indb 119 7/3/2014 17:24:02

00B1312085 Book 1.indb 120 7/3/2014 17:24:07

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

公共政策學系 Department of Public Policy

00B1312085 Book 1.indb 122 7/3/2014 17:24:18

00B1312085 Book 1.indb 123 7/3/2014 17:24:21

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18/F., 78 Hung To Road, Kwun Tong, Kowloon, Hong Kong.Tel: (852)2752 8833 Fax(852)2752 8088W e b s i t e : h t t p : / / w w w . m s s h k . c o m

25-27 16 B

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

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

00B1312085 Book 1.indb 125 7/3/2014 17:24:57

2013 Year Book 年報

Publications Committee 刊物委員會

Chairperson 主委

Mr Chan Wai Kong, Frankie 陳偉光先生

Vice Chairperson 副主委

Mr Lai Yuk Tim, Tim 黎玉添先生

Members 委員

Mr Chiu Sin Hung, Bonny 趙善雄先生Mr Chow Chun Ling, Kenny 周駿齡先生Mr Ho Chun Nin, Edwin 何春年先生Mr Ho Siu Kin, Francis 何肇堅先生Ms Kwok Pik King, Theresa 郭碧琼女士Mr Kwong Lap Shun, Keith 鄺立信先生Mr Lee Kwok Man, Calvin 李國民先生Mr Lee Kwong Yiu, Ernest 李光耀先生Mr Ng Mei Chuen, Frederick 吳美全先生Mr Wong Wai Yin, Steven 王偉賢先生

Chartered Institute of Housing Asian Pacific Branch英國特許房屋經理學會亞太分會

特此鳴謝各界友好多年來鼎力支持鼓勵Thank You for your continuous support and

encouragement

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127


2013 年報

ACKNOWLEDGMENT鳴謝

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2013 YEAR BOOK

Acknowledgment鳴謝

In alphabetical order（依字母次序排名）

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

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

General Security Group大眾安全集團

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

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

Hong Kong Housing Society香港房屋協會

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

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

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

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

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

MTR Corporation港鐵公司

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

SKK (H.K.) Co., Ltd四國化研（香港）有限公司

Savills Guardian佳定集團

Sino Property Services信和管業優勢

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

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

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

Urban Group富城集團

Wing Kee (HK) Engineering Co Limited榮記（香港）工程有限公司

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

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Chairman's Report 主席報告

Documents

Transcript of Chairman's Report 主席報告