蒋东强（工商管理硕士 1998）

蒋东强（工商管理硕士 1998）与电力行业的缘分源自父亲：「父亲是电工师傅，自小便不时跟他出入不同场所做各种工程，由此对电力产生浓厚兴趣。」蒋东强1985年入读大学修读工程，同年入读电机及电子工程（Electrical & Electronic Engineering）的105人，只有12位修读「高压电力工程」（Power Engineering ），蒋东强自然是其中一位，毕业后即加入中华电力工作。

无须转职，处处机遇         

除了中途离开一小段时间，蒋东强从毕业至今一直在中电工作，并自2017年开始担任总裁一职。问及如何在同一公司保持干劲，蒋东强笑言在中电的工作并不沉闷：「我在中电不同部门工作，感觉就像在不同公司任职，每一个岗位都带给我新鲜感，让我学到新事物，对电力的认识更全面。」

蒋东强一直庆幸公司重视人才培育和发展：「人的潜力可以很大，如果不发掘或许会被埋没，因此公司会不时物色有潜力的同事到不同岗位，发掘他们自己的才能，为未来发展『充电』。当然，公司会尊重同事的意愿，如果同事不愿意尝试其他岗位，绝不勉强。」

拥抱转变，以人为本        

气候变化和减碳成为近年的热门议题，很多企业会视之为难题，但蒋东强却对此有另一番感受：「此刻我对工作较之前更加兴奋，因为电力行业正在发生革命性的变化。气候变化令各地政府提出达到零碳排放目标，而社会要实现碳中和，必定先由发电开始做起；同时数码科技发展一日千里，在金融业普及很快，而在能源业的应用亦渐见扩大。」蒋解释指：「能够在行业的重大转变当中参与其中，同时为香港作出贡献，自然感到非常兴奋。」

蒋东强形容香港要在2050年达到碳中和，需要积极发展本地可再生能源设施外，例如为可再生能源提供优惠的「上网电价」计划。在此之外，亦需要从邻近区域引入零碳能源，进行跨境基建及合作，实现减碳「越早减多点越好」的目标。除了从源头减碳，中电亦推广创新数码科技，希望帮助客户提升能源效益；同时中电投资及支持创新科技，力求建立一个能源生态圈。

他补充指，公众教育及知识分享对业务及社会可持续发展甚具影响，因此，中电一向鼓励住宅及工商客户自发节约能源及提升能源效益。公司也积极开展多元化的公众教育项目，在从幼儿园到大学的整个教育历程中，逐渐培养市民环保节能的生活模式。

蒋东强坦言工作不免挑战，过去作为工程师的他工作逻辑性很强，习惯基于数据寻求答案，「然而社会受不同因素影响，人的因素并非单靠数据可以解释或解决」。不过，接任总裁一职前，蒋东强已有所准备：「 2002年我有机会转职到参与制定公司策略的部门工作，重点考虑客户的需求，不只是满足，而是要超越客人的需求。」在中大的进修，亦令蒋东强对企业营运和管理有更全面认识。此外，中电亦为员工提供不少培训机会，包括到海外进修等。事实上，中电的员工流失率长期维持在个位数，公司亦获国际人力资源机构 Randstad 颁发2019年全球十二大最具吸引力雇主殊荣，并跻身 Randstad 2020/2021「名人堂」，数据已说明一切。

蒋东强每月与同事一起拍摄生动活泼短片，分享有关业务发展和挑战、关顾同事、小区及公众教育等主题

香港为先，平衡利益        

于中电数十年的工作给蒋东强留下许多深刻的印象，其中最重要的，是他深深感受到中电处处着眼于香港的需要：「不论是大股东或管理层，都是以香港为家，作出决定时都会以香港整体的利益优先考虑，去思考中电如何帮助香港做得更好。」

作为上市公司，投资者希望中电带来最大回报，而社会往往不希望提高电费，蒋东强形容这个情况就像能源政策「三重挑战」的矛盾——要平衡供电可靠、电价合理及保护环境一样，不可能做到「又要马儿好，又要马儿不吃草」。不过，他认为中电120年来一直以香港利益为首要，因此通过有效沟通能更易令不同的利益相关者接受：「如果先从自己的角度出发，就难以取得平衡。」

蒋东强对服务中电和香港的热诚与日俱增

他以今年推出的中电消费券计划为例：「如果只是为了公司形象，我们只需要减电费便可以向社会交代。然而这样无法刺激疫情后的经济，令各界都能受惠。因此，我们去年初已推出餐饮券，最初只包括食肆，但在与社会各界持续沟通后，决定在今年覆盖更多行业，协助更多受疫情影响的人。」

言传身教，教学相长        

蒋东强回顾在中大修读MBA，这一经历令他扩阔眼界。他一直积极参与师友计划回馈母校：「师友计划是一个双向的过程，我能更了解年轻一代的想法，在学弟学妹身上获益良多。」

蒋东强在1998年毕业于中文大学工商管理硕士课程

虽然当年蒋东强受父亲影响投身电力行业，但他并没有给予儿子压力，要求其「子承父业」。儿子喜欢历史多于电力，然而自己对历史的了解并不及儿子，双方互相学习。蒋希望与儿子的关系既是父子亦是朋友，，他期望继续担任儿子的「学长」，分享自己的人生经验。

最后，蒋东强总结自己工作及待人处事的动力：「每日我都希望今日比昨天好，是否有进步、学习新事物、认识更多人？这并非压力，而是以好奇心寻找生活中的正能量。」正是由于这股正能量，让蒋东强在中电数十年的工作每天都「充满电」。

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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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