This month’s interview, the second in our new column featuring members who contribute their time and expertise to support the work of Council, is with David Simmonds FCG HKFCG, Institute President, and Chief Strategy, Sustainability and Governance Officer of CLP Holdings Ltd.

How and when did you first get involved with the Institute? And what was your professional position at that time?

‘I first became involved with the Institute around 2016 when I was Group General Counsel at CLP. Our company has a long and proud tradition in Hong Kong of being at the forefront of good corporate governance – it’s in our DNA. At the time, our Company Secretary April Chan, who was also a former Institute President, encouraged me to get involved.

I started out by giving presentations and seminars on amendments to the Companies Ordinance, and also became a member of the Company Secretaries Panel and the Technical Consultation Panel in 2016. From there, my relationship with the Institute grew quite naturally. Later, after I became CLP’s Company Secretary, it felt fitting to take on a more active role at the Institute. I then became a Fellow of the Institute and later stood for election to Council, becoming a Council member in January 2018, and have served at the Institute ever since.’

You took on your current role of Institute President in January 2024. What led you to that decision?

‘I see the Institute as the front runner in Hong Kong in thought leadership and advocacy for good corporate governance. All of us in the market benefit when governance standards are strong – the rising tide lifts all boats. So, for those of us working in major listed companies, I believe there’s a responsibility to contribute to the ecosystem and to help sustain high standards in the market.

The presidency is not only a figurehead role, it also helps set the strategic direction of the Institute. For me, the timing was right. My role at CLP covers strategy, sustainability and governance, and I felt there was an important opportunity to give sustainability governance greater prominence, especially as Hong Kong pushes to strengthen its green finance and sustainability reporting landscape.’

What aspect of the Institute’s activities and initiatives inspire and engage you the most?

‘One of the initiatives I’m proudest of is the Sustainability Governance Academy, which grew out of one of my ideas. The goal was twofold – first, to provide thought leadership on why sustainability reporting and governance are so important, and second, to give our members the tools, training and community support they need to implement these frameworks effectively.

Beyond that, there’s a much broader sustainability community in Hong Kong that hadn’t been well served by a professional body. Through the Academy, the Institute can fill that gap, creating a platform for information-sharing, professional development and networking for everyone involved in sustainability and ESG practices.’

Why do you feel giving back is important?

‘Part of it comes from a sense of responsibility. Working at CLP, a company that’s deeply rooted in the Hong Kong community, there’s always been an emphasis on contributing beyond our day-to-day work. But more personally, I genuinely believe you get more satisfaction from giving than from receiving. Knowing that I’ve played even a small part in Hong Kong’s corporate governance work is very rewarding.’

Over the years, many individuals have contributed behind the scenes to the Institute’s growth. From your perspective, how have the efforts of these volunteers shaped the Institute’s development and success?

‘We’ve been incredibly fortunate to have a core group of very senior practitioners who devote their time and energy to the Institute’s work. The Secretariat is excellent, but achieving our goals requires active engagement from members across the market. The work of our volunteers has been instrumental in building the Institute’s credibility and influence in both the business and government arenas.

The sense of community is one of the Institute’s greatest strengths. You see people who have retired from full-time roles still coming back as mentors and volunteers, working alongside those who are in very demanding jobs. It’s a virtuous circle. The more people see senior members giving their time, the more inspired others are to do the same.’

Could you tell us a little about your personal philosophy or guiding principles for both your professional and personal life?

‘I have two guiding principles. The first is simple – try to be useful. If you make yourself useful, you’ll always have something to do and opportunities will follow. The second is to go where the ball is, to use a sporting metaphor. You can have the most impact if you focus your energy on areas where it really matters.’

What value do you believe governance brings to organisations and the wider society, and how does the Institute contribute to that?

‘At its core, good governance is about doing the right thing for the long-term benefit of the organisation and all its stakeholders, not just for the loudest or most immediate voices. If every organisation operated on that basis, the entire community would benefit. Governance provides the values, principles and guardrails that allow organisations to consistently do what’s right. The Institute plays a vital role in articulating both the why and the how of good governance, helping to ensure that it remains a force for sustainable growth and trust in Hong Kong’s market.’

本栏专访奉献时间与专业知识以支持理事会工作的会员。本期的访谈是这新专栏的第二篇，受访者为香港公司治理公会会长、中电控股有限公司策略、可持续发展及管治总裁司馬志先生 FCG HKFCG。

您最初是如何、又在何时开始参与公会工作的？当时的职务是什么？

‘我第一次参与公会的工作，大约是在2016年，当时我担任中电集团总法律顾问。中电在香港一直有着良好企业管治的悠久传统，这已经深植于公司的基因中。当时我们的公司秘书陈姚慧儿女士鼓励我参与公会事务，她也是公会的前会长。我最初是参与讲座和研讨会，为公会讲解《公司条例》的修订内容，并在2016年成为公司秘书专责小组和专业知识咨询小组成员。从那时起，我与公会的 关系便自然而然地建立起来。后来，我成为中电的公司秘书，更觉得自己适宜在公会中担任更积极的角色。我随后成为公会资深会员，最终参加了理事会选举，于2018年1月当选为理事，并一直在公会服务至今。’

您于2024年1月出任公会会长，是什么促使您作出这个决定？

‘我认为公会是香港公司治理领域中具思想领导力及倡议影响力的领军机构。公司治理标准高时，整个市场都会受惠，所谓水涨船高。因此，对于我们这些在大型上市公司工作的人来说，我认为有责任为整个生态系统作出贡献， 推动市场保持高水平的治理标准。

会长的角色不仅是象征性的，更要协助制定公会的战略方向。对我来说，时机也非常合适。我的中电职务涵盖策略、可持续发展及治理三大范畴，而我认为当时正是推动可持续发展治理、并配合香港在绿色金融与可持续汇报领域深化发展的重要契机。’

公会的哪些工作或活动最令您投入或受到启发？

‘我最自豪的一项计划是可持续发展治理学院，它其实是源自我的构想。这个计划有两个目标：首先是在理念层面引领业界，阐述为何可持续汇报与可持续治理如此重要，其次是为会员提供所需的工具、培训及社群支持，协助他们在所属机构中有效落实这些框架。

除此之外，香港还有更广泛的可持续发展群体，长期以来缺乏一个专业机构来服务他们。通过可持续发展治理学院，公会能够填补这一空白，建立一个信息交流、专业发展及人脉网络的平台，服务所有从事可持续发展与ESG工作的专业人士。

为什么回馈社会对您如此重要？

‘部分原因来自一种责任感。中电是一家深耕香港社区的公司，一直以来都强调应当在日常工作之外，为社会作出贡献。但从个人角度而言，我真心相信施比受更有福。知道自己在推动香港企业治理方面哪怕只是作出了小小的一点贡献，对我来说已经是莫大的满足。

多年来，许多人默默付出，推动了公会的发展。从您的角度来看，这些志愿者的努力如何塑造了公会的发展与成功？

‘我们非常幸运，有一群资深的专业人士核心团队投入大量时间和精力支持公会的工作。秘书处的团队非常出色， 但要实现公会的目标，仍需要市场各界会员的积极参与。义工成员的努力在建立公会于商界和政府层面的声誉与影响力方面，发挥了至关重要的作用。

这种社群精神正是公会最宝贵的资产之一。我们看到，许多已经退休的会员仍然回来担任导师或义工，与工作繁重的在职专业人士并肩合作。这是一种良性循环，越多资深会员以身作则地投入时间，就越能激励更多人效法与参与。’

您的人生与工作哲学或原则是什么？

‘我有两个行事原则。第一条很简单，要努力做有用的人。只要让自己有用，就永远会有事可做，也会有机会随之而来。第二条，借用一个运动比喻，是走向球所在的位置，就是要把精力投入到真正重要的领域，才能发挥最大的影响力。

您认为良好的治理对机构与社会有何价值？公会又如何推动这种价值？

‘从根本上说，良好的公司治理就是做正确的事，不仅仅是回应最强烈或最迫切的声音，而是为机构及其所有持份者的长远利益着想。若每个机构都能以此为准则运作，整个社会都会受益。治理提供了价值观、原则与制度框架，使机构能持续地做正确的事。公会在其中扮演着关键角色，不仅阐明为何要维持良好治理，也说明如何去落实，从而确保企业治理持续成为推动香港市场可持续增长的力量，维持各界对市场的信任。