Page 93 - Hang Lung Group 2012 Annual Report

設計、建造、營運以至維修保養，均體現
環保和節能原則，而我們所有新建物業皆
按照國際認證標準而建造。
我們按照美國綠色建築協會「能源及環境設
計先鋒獎」（LEED）的國際標準來衡量旗下
物業的環保表現。集團在中國內地的所有
項目，從規劃、設計、興建以至營運，均
以獲得LEED 金獎認證為目標。我們的目的
是興建具代表性的建築物，吸引用家，並
令恒隆成為地方政府首選的夥伴。
與此同時，我們亦設法提升現有物業的能
源效益。自二零零六年至今，我們已改良
或更換香港十二項物業的空調系統，包括
在二零一二年耗資港幣一千四百八十萬
元，完成格蘭中心的工程。我們計劃再投
放港幣一億四千七百五十萬元，更換香港
另外十幢建築物的空調系統。
在採取一系列的節能措施後，我們所有物
業均達到理想的節能效益。
我們的人才
恒隆在香港和中國內地的員工逾三千三百
名，隨著新物業陸續落成啟用，團隊不斷
壯大。因此，我們需要延攬及挽留人才，
並協助他們融入集團的企業文化。
the life-cycle of our buildings, from design and construction to operation
and maintenance. This translates into the adoption of internationally
recognized environmental certification for all new buildings.
We benchmark the environmental performance of our buildings against
the Leadership in Energy and Environmental Design (LEED) certification
issued by the U.S. Green Building Council. In all of our projects in
mainland China, we plan, design, construct and operate with the LEED
gold rating as the ultimate target. Our intention is to create iconic
properties that will appeal to users and also to make Hang Lung a
preferred partner for municipalities.
At the same time, we also look for opportunities to make our operating
properties more energy efficient. Since 2006, we have upgraded or
replaced air conditioning chillers at 12 buildings in Hong Kong. In 2012,
we completed the replacement in Grand Centre at a cost of HK$14.8
million, with plans to invest a further HK$147.5 million to replace chiller
plants in 10 more of our buildings in Hong Kong.
As a result of our energy efficiency initiatives over time, we achieved
optimal energy savings at all our properties.
OUR PEOPLE
Hang Lung employs over 3,300 staff in Hong Kong and mainland China
and we are in a period of rapid growth as more properties come into
operation. We therefore need to be able to simultaneously attract and
retain talented staff and integrate them into our corporate culture.
To do this, we have invested heavily in training and seek to create a
working environment that stands out as a desirable place to be. In
2012, we invested over 66,000 hours in training for our employees on
a range of topics.
We engage regularly with our staff through staff briefing sessions,
department and team meetings, conferences and focus groups and
the “MD Lunch” where staff members have an informal lunch with the
Managing Director. We communicate key initiatives and projects of the
Group to our staff through the monthly staff newsletter, Connections.
We have policies and procedures in place to guide our staff conduct.
We ensure that our employees strictly follow our Code of Conduct and
we do not hesitate to take action when appropriate.
我們透過員工匯報會與同事保持溝通
We communicate with our staff through staff briefing
sessions
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