蔣東強（工商管理碩士 1998）

蔣東強（工商管理碩士 1998）與電力行業的緣分源自父親：「父親是電工師傅，自小便不時跟他出入不同場所做各種工程，由此對電力產生濃厚興趣?！故Y東強1985年入讀大學修讀工程，同年入讀電機及電子工程（Electrical & Electronic Engineering）的105人，只有12位修讀「高壓電力工程」（Power Engineering ），蔣東強自然是其中一位，畢業后即加入中華電力工作。

無須轉職，處處機遇         

除了中途離開一小段時間，蔣東強從畢業至今一直在中電工作，并自2017年開始擔任總裁一職。問及如何在同一公司保持干勁，蔣東強笑言在中電的工作并不沉悶：「我在中電不同部門工作，感覺就像在不同公司任職，每一個崗位都帶給我新鮮感，讓我學到新事物，對電力的認識更全面。」

蔣東強一直慶幸公司重視人才培育和發展：「人的潛力可以很大，如果不發掘或許會被埋沒，因此公司會不時物色有潛力的同事到不同崗位，發掘他們自己的才能，為未來發展『充電』。當然，公司會尊重同事的意愿，如果同事不愿意嘗試其他崗位，絕不勉強?！?/span>

擁抱轉變，以人為本        

氣候變化和減碳成為近年的熱門議題，很多企業會視之為難題，但蔣東強卻對此有另一番感受：「此刻我對工作較之前更加興奮，因為電力行業正在發生革命性的變化。氣候變化令各地政府提出達到零碳排放目標，而社會要實現碳中和，必定先由發電開始做起；同時數碼科技發展一日千里，在金融業普及很快，而在能源業的應用亦漸見擴大?！故Y解釋指：「能夠在行業的重大轉變當中參與其中，同時為香港作出貢獻，自然感到非常興奮?！?/span>

蔣東強形容香港要在2050年達到碳中和，需要積極發展本地可再生能源設施外，例如為可再生能源提供優惠的「上網電價」計劃。在此之外，亦需要從鄰近區域引入零碳能源，進行跨境基建及合作，實現減碳「越早減多點越好」的目標。除了從源頭減碳，中電亦推廣創新數碼科技，希望幫助客戶提升能源效益；同時中電投資及支持創新科技，力求建立一個能源生態圈。

他補充指，公眾教育及知識分享對業務及社會可持續發展甚具影響，因此，中電一向鼓勵住宅及工商客戶自發節約能源及提升能源效益。公司也積極開展多元化的公眾教育項目，在從幼兒園到大學的整個教育歷程中，逐漸培養市民環保節能的生活模式。

蔣東強坦言工作不免挑戰，過去作為工程師的他工作邏輯性很強，習慣基于數據尋求答案，「然而社會受不同因素影響，人的因素并非單靠數據可以解釋或解決」。不過，接任總裁一職前，蔣東強已有所準備：「 2002年我有機會轉職到參與制定公司策略的部門工作，重點考慮客戶的需求，不只是滿足，而是要超越客人的需求。」在中大的進修，亦令蔣東強對企業營運和管理有更全面認識。此外，中電亦為員工提供不少培訓機會，包括到海外進修等。事實上，中電的員工流失率長期維持在個位數，公司亦獲國際人力資源機構 Randstad 頒發2019年全球十二大最具吸引力雇主殊榮，并躋身 Randstad 2020/2021「名人堂」，數據已說明一切。

蔣東強每月與同事一起拍攝生動活潑短片，分享有關業務發展和挑戰、關顧同事、小區及公眾教育等主題

香港為先，平衡利益        

于中電數十年的工作給蔣東強留下許多深刻的印象，其中最重要的，是他深深感受到中電處處著眼于香港的需要：「不論是大股東或管理層，都是以香港為家，作出決定時都會以香港整體的利益優先考慮，去思考中電如何幫助香港做得更好?！?/span>

作為上市公司，投資者希望中電帶來最大回報，而社會往往不希望提高電費，蔣東強形容這個情況就像能源政策「三重挑戰」的矛盾——要平衡供電可靠、電價合理及保護環境一樣，不可能做到「又要馬兒好，又要馬兒不吃草」。不過，他認為中電120年來一直以香港利益為首要，因此通過有效溝通能更易令不同的利益相關者接受：「如果先從自己的角度出發，就難以取得平衡?！?/span>

蔣東強對服務中電和香港的熱誠與日俱增

他以今年推出的中電消費券計劃為例：「如果只是為了公司形象，我們只需要減電費便可以向社會交代。然而這樣無法刺激疫情后的經濟，令各界都能受惠。因此，我們去年初已推出餐飲券，最初只包括食肆，但在與社會各界持續溝通后，決定在今年覆蓋更多行業，協助更多受疫情影響的人?！?/span>

言傳身教，教學相長        

蔣東強回顧在中大修讀MBA，這一經歷令他擴闊眼界。他一直積極參與師友計劃回饋母校：「師友計劃是一個雙向的過程，我能更了解年輕一代的想法，在學弟學妹身上獲益良多。」

蔣東強在1998年畢業于中文大學工商管理碩士課程

雖然當年蔣東強受父親影響投身電力行業，但他并沒有給予兒子壓力，要求其「子承父業」。兒子喜歡歷史多于電力，然而自己對歷史的了解并不及兒子，雙方互相學習。蔣希望與兒子的關系既是父子亦是朋友，，他期望繼續擔任兒子的「學長」，分享自己的人生經驗。

最后，蔣東強總結自己工作及待人處事的動力：「每日我都希望今日比昨天好，是否有進步、學習新事物、認識更多人？這并非壓力，而是以好奇心尋找生活中的正能量。」正是由于這股正能量，讓蔣東強在中電數十年的工作每天都「充滿電」。

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Chiang Tung Keung (MBA 1998) Powering Up Hong Kong and Energising the Industry

Chiang Tung Keung’s (MBA 1998) 

Chiang Tung Keung’s (MBA 1998) connection with the power industry all stems from his father: “He was an electrical technician. When I was small, I followed him to different sites and watched him perform all kinds of work. I became fascinated by power system equipment.” When Chiang went to university to study engineering in 1985, there were 105 first-year students majoring in Electrical and Electronic Engineering. Among them, only 12 were admitted to Power Engineering stream. It is not surprising that Chiang was one of them.

A myriad of opportunities right where he is

Chiang joined CLP Power right after graduation and, barring a short period of time, has stayed with the company ever since. In 2017, he took the helm as the company’s managing director. When asked how he has kept himself energised working at the same company for so many years, he laughed and said that his time at CLP has never been dull: “I have worked in different departments at CLP, and every time I changed positions, I felt like I was having a new job. There was always something fresh, and everything I learnt added up to a bigger picture of the power profession.”

Chiang recognised the efforts that CLP place on people development: “Human potential can be enormous. If the talents of our people are not discovered and unleashed, they may stay latent forever. That is why CLP, from time to time, identifies high-calibres to take up different positions so that they can develop their talents and ‘power up’ for the future. Of course, we always respect their decision. If they prefer to stay at where they are, we will absolutely not force them to.”

Embracing the industry's transformation

Climate change and decarbonisation have become hot topics of late. While many corporations consider these issues a challenge, Chiang sees them differently: “I am even more excited about my job now than ever before because the industry is going through a revolutionary disruption. Climate issues have prompted governments around the world to set carbon net-zero goals, and societies that aim to achieve carbon neutrality must start with power generation. At the same time, digitalisation is accelerating in all fields. I&T is fast gaining prevalence in the financial industry, and its applications in the energy sector are multiplying by the day.” He added, “I am exhilarated to play a part in an industry undergoing a transformation and to contribute to the sustainable development of Hong Kong.

Chiang said that in order for Hong Kong to achieve carbon neutrality by 2050, it will have to actively develop local renewable energy facilities and incentives, such as offering a renewable energy Feed-in Tariff scheme. In addition, Hong Kong will need to introduce more zero-carbon energy from neighbouring regions, which will require cross-border infrastructures and regional cooperation. But carbon reduction is best done sooner than later. For this reason, apart from practising carbon reduction at the source, CLP is promoting innovative digital technologies to help customers enhance energy efficiency and conservation. The company is also supporting and investing in innovative technology to establish an energy ecosystem.

He added that public education and knowledge sharing are also vital to the continuous development of CLP’s business as well as a sustainable future. CLP has been encouraging residential and business customers to reduce their energy consumption and improve energy efficiency. At the same time, the company has launched a host of education initiatives, covering the entire education pathway, from kindergarten to tertiary education, to inspire and nurture an eco-lifestyle among all citizens.

Chiang explained that his job comes with its own unique challenges. As an engineer, thinking logically and finding answers based on data have long been his forte. “However, with different social factors at play, human conditions cannot always be explained or resolved merely with data.” Fortunately, Chiang was able to hone his soft skills before taking up the post of managing director: “In 2002, I was posted to the corporate planning department that helps set company strategies. Our focus was not only on considering and meeting our customers’ needs, but also on exceeding customer expectations.” Chiang added that his studies at The Chinese University of Hong Kong (CUHK) also sharpened his understanding of corporate operations and management. Additionally, CLP offers its staff a variety of capability-building opportunities, including options to study overseas. Perhaps the data really does say it best, as the turnover rate at CLP is regularly in the single digit. In 2019, the company was named one of the world’s 12 Most Attractive Employers by the global HR firm Randstad, and it entered the Randstad 2020/2021 Global Hall of Fame as well.

Chiang makes a lively short video with his colleagues every month to share the latest development and challenges of the industry. The videos also feature topics on staff well-being, community and public education.

Balancing interests with the best for Hong Kong in mind  

Chiang’s decades-long career with CLP has given him countless memorable moments. Among the most important is CLP’s emphasis on Hong Kong’s needs: “No matter whether it is the major shareholders or the management, everyone considers Hong Kong their home. Every decision is made with Hong Kong’s overall well-being as the first priority, which in turn guides us in figuring out what CLP can do for the better tomorrows of the city.”

Since it is a listed company, investors naturally expect CLP to maximise returns, but society never likes a bigger electricity bill. Chiang likened this dilemma to the “energy trilemma”, which refers to the difficulty to strike a balance between delivering a safe and reliable supply to acceptable environmental standards, whilst containing tariff adjustment at reasonable levels by making the impossible possible. Nevertheless, because CLP, in its 120 years of history, has always placed Hong Kong first, making it easier for different stakeholders to accept the company’s decisions: “If we always thought about ourselves first, it would be very difficult to strike a balance between priorities.”

Chiang’s enthusiasm for serving CLP and Hong Kong has only increased with time.

Citing the example of CLP’s Retail and Catering Coupons Programme launched this year, Chiang said: “If CLP only cared about the company’s image, we would simply reduce the electricity tariff to meet public demand. However, in this way, we would not be able to help stimulate the post-pandemic economy and benefit various sectors. We only offered catering coupons for people in need at the start of last year. But after communicating with stakeholders across society, we decided to expand the coverage to more sectors this year and assist more people affected by the pandemic.”

Teaching others while also learning from them

As Chiang looked back on his MBA studies at CUHK, he was grateful that the experience enabled him to expand his horizons. Since graduation, he has eagerly participated in mentorship programme to give back to his alma mater: “The mentorship programme is really a two-way affair. It has allowed me to learn more about the younger generation and their thinking as well.”

Chiang graduated from CUHK’s MBA programme in 1998.

While Chiang was inspired by his father to join the power industry, he is not pressuring his son to follow the same path. Chiang hopes that his relationship with his son is both parental and friendly. He said his son prefers history to electricity and recognised that his son’s knowledge of history is far greater than his own. They learn from each other, at the same time, Chiang hopes that he can continue to be his son’s mentor and share his experiences with the boy.

Summarising the driving force behind his conduct at work and in life, Chiang said: “Every day, I hope to be a better person than I was the day before. Have I made improvements, learnt something or met someone new? There is no pressure in any of this, just a search for life’s positive energy, out of curiosity.” It is precisely this energy that has kept Chiang “powered up” for decades, even at the very same company.

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