陳繁昌教授 – 香港科技大學校長


As one of the world’s leading academic institutions, HKUST is committed to enhance corporate social responsibility through its many programs, projects and curriculum which encourage its students and faculty to give back the society, as well as upholding environmental protection practices on our campus.

Service learning is one of the major elements in HKUST’s promotion of a holistic education, in nurturing all-round students with a heart to contribute to betterment of the society. HKUST has a university-wide initiative  “HKUST Connect”, where faculty, staff and students co-organize meaningful projects – ranging from visits to poor villages, hosting tutorial for ‘left-behind” children in rural mainland, to recycling unsold vegetable in local wet markets for the elderly and the underprivileged , with community organizations, education institutions and corporations. 

On the faculty level, professors also come up with many new initiatives which blend community service into curriculum.  SIGHT (Student Innovation for Global Health Technology), for example, is a student-driven initiative which allows students to first identify the most pressing health problems currently confronting the developing world, they are then encouraged to propose solutions and put that in action by collaborating with students from different backgrounds and expertise.  Participants of SIGHT have already produced an electronic database system which helps volunteer medical staff from different NGOs and humanitarian organizations to keep better track of patients’ medical records in the slum areas of Cambodia. They are also developing a quick screening process for patients with diabetic eye in Indonesia to alleviate burden of the local medical system, amongst other projects  In addition, in an era where technology and innovation are gaining importance for economic growth, HKUST’s award-winning Robotics Team, together with its engineering professors and students, sought to cultivate interests in science and mathematics not only among junior students, but also students with special  learning needs through organization of workshops, mentorship programs and competitions..

HKUST also considers it has an obligation to enhance sustainability education as well as promote eco-friendly initiatives on the campus. .  Our campus building was designed with the goals of minimizing solar load and maximizing natural sunlight, which reduce the requirements for air conditioning and artificial lighting.  Using seawater for cooling is another energy saving feature built in to the initial campus design.  Colleagues and students also work in unison to contribute to various green practices, including conducting used text book sales to facilitate and promote reuse of textbooks, operating a food waste recycling system to turn waste food into fertilizer, organizing an organic farm for staff and students to utilize fertilizer from recycled food waste, etc.

HKUST will continue to strive for contributing to corporate social responsibility through a series of ongoing voluntary projects and innovative researches among our students, faculty and staff, for the sustainability and active development of the community and the world.

李慶逵先生 – 香港永明金融有限公司高級行政合夥人






龍子明太平紳士 – 香港青年交流促進聯會創會主席兼永遠會長






Mr. Michel Lowy – SC Lowy

Like many people in this city, I like to win. A love of competition, deep and consistent focus and a willingness to endure short- and sometimes medium-term suffering to achieve long-term results are part of my mantra.

But I recently had the great good fortune to think about whether other values should define how I live my life as an individual and as a corporate citizen … though it took a nine-meter drop off a mountain, head first, to achieve that spirit of questioning.

I had a bad fall while running Action Asia’s Lantau Peaks a few weeks ago. Lying unable to move, my head and upper body wedged between two trees that probably prevented a much worse outcome. I was rescued by the grace of strangers. A few other runners, probably chasing records of their own, forfeited their races to help me. A 12-person Hong Kong emergency crew hiked four hours in the pouring rain and 140km/h winds to carry me off the hill. What did I learn lying immobile and freezing all those hours on the stretcher, dependent on these people whose names I hardly knew? You have to do good when you can.

I have since been thinking a lot about that conclusion. Being analytical and competitive by nature though, I’m interested in how to do good best. I’m convinced that corporate-charitable foundation partnerships may be a viable answer. SC Lowy, the firm I started with my partners, has been involved with the Emerging Markets Foundation – EMpower – for three years.

I’ve come up with four principles that have helped us to be better corporate do-gooders. The first is to take the time to do the research. Just like a business partnership, mutual understanding and shared values and beliefs are the basis of a sound long-term and fruitful charity partnership.

SC Lowy has grown its support from a fundraising event in Nepal (a race – no surprise there) to ultimately joining the EMpower board this year. Starting small, learning and developing loyalty and commitment over time builds comfort that funds donated are used most efficiently.

As a small firm focused on Europe and emerging markets in Asia, we were looking for an organization with expertise in these countries. EMpower also spoke to us because it was started by professionals in the finance industry, many of whom wore also looking to give back where they have built their careers. Finding the right partner means knowing what you are looking for, doing the research, and building the relationship slowly.

The second principle is to see yourself as an investor, not a donor. Thinking about yourself as investor in an organization rather than a donor to a charity changes the way you view your involvement. It also changes the way your chosen charity sees you. Making an investment, we focus on returns and accountability. In donation, we tend not to spend as much time in such evalusation.

Making an investment, we are in a longer-term scenario. Malting a donation, we are often working in the moment. The approach and the outcomes for the firms and the recipient non-profits are usually very different.

The next principle is to realize that the theory of change is standard operating practice.

Just like a business, a charity or foundation should have clearly thought through the difference it wants to make, and how it will go about achieving that difference. It should have a plan for tracking whether its objectives are being met and a way to measure success. It then needs to repeat that evaluation process regularly, to see whether its goals need to be updated or changed.

For us, a foundation structure like EMpower makes sense. Operating a little like a fund of funds for social organizations, the goal is simple – to shift the trajectory of the lives of at-risk youth in emerging markets. The strategy is simple – a focus on women, children and education initiatives. Tactically, this means finding locally-led, grassroots organizations who are in a better position to know the context, issues and players and how best to support youth in their communities.

These are tough for investors like us to find — hence the foundation structure. Along with phased grants/financial support to these board-vetted quality organizations that can last up to 10 years, EMpower develops substantive partnerships that foster the grantee organizations’ growth and fuel innovative, results-oriented programs.

Goal, strategy, plan, measurement, evaluation. results. Check, check, check, check, check and check. In non-profit circles, they call this the theory of change. In business, we hope it is standard operating practice. Make sure your chosen charity is practicing a sensible theory of change.

The final principle is that the engagement should be meaningful to your firm and engage your staff.

Our business is focused on the deep-value segment of the maker so it is not surprising interested in organizations that operate close to recipients of aid themselves and ere of getting down and dirty. EMpower creates a vehicle for us to do that. Given our bond underwrites the foundation’s costs, many of us also visit Empower-funded local organization and meet the program’s young beneficiates to witness first-hand how then giving is difference. Having a highly energized and involved leadership group in EMpower’s three translates into commitments of not just money. but also time and expertise. The result is quality throughout.

湯栢楠先生 – 新昌創展控股有限公司行政總裁兼執行董事



湯先生於2010年創立設計意念創新的食物盒品牌「Clip Fresh」。湯先生作風務實,透過研發創新及為其產品創新功能進行專利註冊。他帶領公司從傳統OEM塑膠家庭用品製造商,發展至創立自家品牌-Clip Fresh。於短短幾年間,品牌成功打入全球六十多個國家。

湯先生熱心行善,心繫香港,積極參與公益事務。於2014年組織「Clip Fresh義工團」,擔任創會主席,推動員工一起參與公益服務,幫助有需要的人士回饋社會。更於2017年獲委任為博愛醫院總理,籌設流動中醫醫療車,推動社區福利,望為更多行動不便的長者受惠。


胡智聰先生 – 未來照明有限公司行政總裁


胡智聰先生(Derek Wu)現任未來照明有限公司行政總裁,擁有英國布里斯托大學航空工程碩士和帝國理工學院電腦科學碩士學位,曾於2015年獲得南華早報青年企業家大獎。胡先生對推動企業社會責任不遺餘力,使公司得到各界的認同和嘉許,如「商界展關懷」標誌、ERB人才企業獎、2015年社會關愛企業計劃卓越獎和2016年最佳僱主獎等等。

劉燊濤先生 – 香港工業總會青年委員會主席


運年集團執行董事劉燊濤先生,英國 University of Kent 工商管理學士。自畢業後,隨即投入家族鐘錶業生意,成為工業家第二代接班人。



Mr. Michael Wong – Artis 珠寶有限公司創辦人

Mr. Michael Wong

Michael Wong為Artis珠寶有限公司的創辦人,從事珠寶設計工作超過二十年,除擁有自己獨立的品牌外,亦與無數歐美、日本和其他亞洲地區的珠寶品牌共同開發,更不時獲邀為中東國家的皇室設計珠寶鑽飾。

憑著對珠寶設計的熱誠和在這方面的豐富經驗,Michael於2001年創立’Artis’個人珠寶品牌,並開發出一系列表達不同主題的珠寶鑽飾,產品深受各地的買家及用家歡迎。Michael又於2007年與一班來自世界各地的專業珠寶設計師成立香港國際珠寶設計師協會,希望籍著協會能夠推動和提升珠寶設計行業的地位, 同時亦希望可以給一班年青設計師提供到一個有利的平臺, 能給予他們設計的靈感和在工作上的需要,Michael並於2013-2015年出任會長一職。2009年,Michael應香港職業訓練局的邀請,與畢業同學分享珠寶設計的經驗和心得,以扶掖有志從事這一個行業的年青人,並於2011及2012年獲邀擔任香港珠寶廠商會舉辦之最受買家歡迎首飾設計比賽之評審。2014年, 更榮獲大中華傑出設計大獎。同年, 亦獲邀擔任太陽集團鐘錶及珠寶顧問。


Mr. YB Rai – Director of Danica Limited (T/A Uncle Russ Coffee) Director

Mr. YB Rai
Director of Danica Limited (T/A Uncle Russ Coffee)

YB Rai, a Nepalese citizen, joined Uncle Russ in 1994 as the first Asian staff on board. When original owner opened its first Uncle Russ coffee shop in the 1992, coffee drinking was a novelty in Hong Kong and coffee culture was so green. By 1994, coffee drinking had gained recognition, and local newspapers began writing articles about coffee trend. Afterward, YB worked hardly his way up from barista to shop manager, until 1997, he achieved the position of operations manager by his struggle and strong belief. In 1998, YB wanted to pursue his dream of starting his own business. Simultaneously, it turned out that the original owner was no longer keen on the business due to some reason. It is risk taking but YB made an insightful decision as he was optimistic that he could rebuild the business despite the obstacles and becoming the director of Uncle Russ Coffee today.

YB has successfully run Uncle Russ Coffee retail chain in Hong Kong more than 20 years. He was inspirited to run such a business by not only his passion in food and beverage but his intention to contribute Hong Kong coffee industry opportunity to explore more about coffee culture. His objective is to provide coffee beverages with exceptional quality and unparalleled experience in affordable price base on his best-selected coffee beans. On the other hand, YB creates dynamic working environment and job opportunity to invite different nationalities and encourage workforce diversification so as to enhance multicultural maximization.

Furthermore, YB creates a platform for minority people working opportunity and chance to equip unique skills in terms of professional barista and coffee knowledge. In addition, YB leads Uncle Russ Coffee in terms of supply chain integration to provide coffee shop wide range of best-selected coffee in affordable price level. Uncle Russ wholly owned roastery is the first western-based coffee roasting solution in Hong Kong. Hence, Uncle Russ Coffee outlets are accessible place for people who looking for a cup of handcrafted coffee in initial stage of coffee culture in Hong Kong.

As the pioneer of gourmet coffee operator in Hong Kong, the reason why Uncle Russ Coffee has successfully won the hearty supports from their valued customers which are largely thanks to the enthusiasm and commitment of front-line staff whose influenced by YB’s leadership style and management philosophy lead by example. The biggest concerns of YB are the well beings of his passionate employees as they are the most important company assets toward company success. To help employees leverage between work and life, YB pledges to be a family-friendly employer which offers helpful measures to support their family.

As a small international team with strong cultural background, YB understand the importance of showing understandings towards the diversity. Only with mutual respects and empathy can we increase the team cohesion for working out the goal of providing premium coffee experiences in Hong Kong. Therefore, commencing from 2013, YB has implemented a series of family-friendly policies and social caring practices, in the light of better working environment and encouragement of equal working opportunity. The policies are applicable to all employees in the company, regardless of roles and duties.

彭志宏醫生 – 國際扶輪3450區地區總監




年青人與和平方面, 與聯合調解專線辦事處合辦專業調解課程給有工作兩年或以上的年青人。他們如果能夠通過考試,可以成為專業的調解員。 他們亦有義務到學校給中學生解釋調解的意義。並於2016年3月在西九舉行和平音樂會「青樂潮」,由年青人自己闡述和平的意義。