This month’s interview in the GoldenGen Reflections series, the second in our new column featuring senior members of the governance profession, is with Peter Greenwood FCG HKFCG.

You became Fellow of the Institute in 2001. What was your professional role at that time?

‘I joined CLP Holdings Ltd in 1995 as Corporate Counsel, heading the legal department. A few years later, I took on the role of Company Secretary, which expanded my responsibilities beyond overseeing legal aspects of major projects. This broader role presented me with the opportunity to become a Fellow of the Institute. As a lawyer, I had a strong grounding and a lot of experience in company law. That was a big help in diversifying into the role of Company Secretary.’

Can you share some of your golden memories of the Institute’s early days and your reflections on the pivotal moments in its development?

‘Reflecting on the Institute’s early days in the late 1990s, I recall a succession of highly capable presidents who shaped its progress. Each president brought unique perspectives and priorities suited to the time, establishing a strong foundation that continues to support leadership today. That still remains the case. My golden memories also include the Institute’s early Corporate Governance Conferences (CGCs). We weren’t sure whether anybody would come, but right from the beginning it’s been a success. That’s one of my best memories.’

You have been involved with the Institute’s biennial CGC since the beginning. What can you tell us about its evolution into the major conference that it is today?

‘The Institute was quick to recognise the growing significance of corporate governance in the late 1990s.

The inaugural CGC in 1998 happened at a time when governance was emerging at the forefront of corporate life. The conference was a manifestation of the Institute’s awareness of the pivotal importance of governance and the role it could play in pushing forward good standards of governance in Hong Kong.

The CGC themes over the years reflect the evolution of corporate governance. The nature of corporate life has changed so much that every two years there are new developments and issues for us to address. We’ve never had to repeat ourselves and, as the Institute itself does, we prioritise looking forward, preparing members for the future.’

How has governance as a profession evolved since you joined the Institute?

‘In the 1990s, governance began to appear as a daily term in corporate life. The velocity of the commercial world was accelerating and businesses were growing more quickly – and on occasions, failing more quickly. There was also a significant shift towards the expectation that a company’s responsibilities were not just to its shareholders, but also to a wider range of stakeholders and that those responsibilities encompassed not only financial outcomes, but also a multitude of social and environmental outcomes.

These trends, plus globalisation, resulted in a growing need for expanded governance skills within a company and it was then that company secretaries saw their roles shift from administrative tasks to critical governance functions within their organisations.

I think the first annual report that I wrote was in 1997 and that was just over 60 pages. When I retired in 2013, the last one I wrote was 250 pages. It’s an indication of the extent of disclosure that is now required of a listed company and how that has grown – and is still growing – massively.’

Your active involvement with the Institute has continued, even after retirement. What motivates your ongoing contribution to governance as a profession?

‘Hong Kong has been an incredible place to work, providing me with the invaluable support of a reputable professional body, as well as tremendous colleagues. The Institute makes an excellent contribution to reinforcing Hong Kong’s status as a global financial centre. If I can help the Institute in its own mission, then in a small way I’m repaying a great debt that I owe to Hong Kong. I think the success of Hong Kong in the past decades came from people contributing more than they took out. I believe that each of us has a responsibility to put in at least as much as we take out and, if we want to grow in our careers, in our businesses and organisations, and as a society as a whole, we have to put in more than we take out.’

What advice would you give to the younger generation starting out on their governance careers?

‘My advice to young governance professionals is twofold. First, knowing the legal and regulatory framework is fundamental. Compliance is the minimum standard of governance and it’s the minimum expectation of anyone in our profession.

Second, stay aware of societal, technological and business trends that may impact your organisation. Looking back, I can remember the very first time that climate change was mentioned at a board meeting. Until that time, none of us had given any thought to carbon emissions or greenhouse gases. But now we’re talking about moving to net zero. You have to have an awareness of change and try to identify change early to expand your own skills, so that you can master the new developments and turn them to your advantage.’

本月的睿思智享系列采访是我们新专栏的第二篇文章，重点介绍公司治理专业的资深人士，本次受访者是林英伟先生FCG HKFCG。

您在2001年成为公会的资深会士，当时您的职业角色是什么？

‘我在1995年加入中电控股有限公司，担任公司法律顾问，领导法律部门。几年后，我开始担任公司秘书，这一角色拓展了我的职责，不再局限于监督重大项目的法律层面。这个负责范围更广的角色使我有机会成为公会的资深会士。作为律师，我在公司法方面有扎实的基础和丰富的经验，这对我拓展到公司秘书的角色起到了很大帮助。’

您能分享一些关于公会早期的美好回忆，以及您对公会发展关键时刻的反思吗？

‘回顾公会在1990年代的时期，我记得有多位非常有能力的会长，他们引领了公会的进步。每位会长都带来了独特视角，推动了适合当时环境的优先工作，为公会今天的领导力奠定了坚实的基础。一直至今，历届会长都同样有贡献。我最美好的回忆还包括公会早期的公司治理研讨会(CGC)。我们当时不确定是否会有人来参加，但一开始就获得了成功。这是我最美好的回忆之一。’

您从一开始就参与了公会两年一度的公司治理研讨会。您能谈谈它如何发展成如今的重要会议吗？

‘早在1990年代末，公会就意识到公司治理的重要性。 首届CGC于1998年举行，正值公司治理突显成为企业的重要议题。会议展示了公会对公司治理重要性的认知，明白到它在推动香港良好治理标准可以发挥的作用。 多年来，CGC的主题反映了公司治理的演变。公司生态的性质变化如此之大，以至于每两年都会有新发展和新问题需要我们去应对。我们从未重复过自己，公会始终安排好优次，注重前瞻，为会员的未来做好准备。’

自您加入公会以来，治理作为一项专业发生了怎样的变化？

‘在1990年代，公司治理开始成为企业运作中的常用术语。 商业世界的发展速度在加快，企业亦加剧增长——但有时也失败得更快。此外，社会对公司的期望也有显著变化，认为公司应不仅对股东，还应对更广泛的利益相关者负责，这些责任不仅包括财务成果，还包括多方面的社会和环境成果。 这些趋势，再加上全球化，导致企业内部对管治技能的需求增加，公司秘书的角色也从行政工作转向关键的治理职能。 我在中电写的第一份年报是在1997年，当时只有60多页。 而我在2013年退休时写的最后一份年报已有250页。这表明上市公司需要披露的程度已增加，而且还持续大幅增长。’

即使在退休后，您仍然积极参与公会的工作，是什么激励您继续为公司治理专业做出贡献？

‘香港是一个非常棒的工作地点，有声誉良好的专业机构支持，也有出色的同事。公会为巩固香港作为全球金融中心的地位作出了杰出贡献。如果我能帮助公会完成其使命，那么从某种程度上来说，我是在回馈我欠香港的一份巨大恩情。 我认为过去几十年来，香港的成功有赖人们付出多于自己所获。我相信我们每个人都有责任至少付出等于所得，如果我们想要在个人事业上、企业和机构事务上以至整个社会层面有所成长，就必须付出多于自己所得。’

您对刚刚开始治理生涯的年轻一代有什么建议？

‘我对年轻治理专业人士的建议有两点。首先，了解法律 和监管框架是基础。合规是治理的最低标准，也是对我们这个行业的从业员的最低要求。 其次，要关注可能影响自己所服务机构的社会、技术和商业趋势。回想起来，我记得在董事会会议上首次提到气候变化，当时我们谁都没有考虑过碳排放或温室气体的问题，但现在我们在讨论实现净零排放。所以你必须具备对变化的意识，并努力及早识别变化，扩展自己的技能，这样才能掌握新发展，并将其转化为自己的优势。’