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Hong Kong Housing Society Annual Report 2016
90
Corporate Sustainability
企業持續發展
Risk management plays an integral part in our strategic planning,
business development and monitoring processes. The incorporation
of risk management into business planning and our daily operations
helps us make risk-informed management decisions and provides
reasonable assurance to achieve our long-term corporate goals.
The Housing Society adopts an Enterprise Risk Management (ERM)
framework to provide management and staff with the capabilities
to identify and proactively manage strategic and operational
risks material to the organisation. Under this framework, our risk
governance structure is established and risk management processes
are defined.
Risk Management Governance Structure
and Process
Risk management at the Housing Society has board-level
commitment and oversight. Reporting to the Supervisory Board, the
Audit Committee is responsible for monitoring the Society’s internal
control system, including risk management, overall ethical standards
and compliance with applicable laws. Internal and external auditors
also make reference to the risk management system to determine
the required assessment and review, which complements the overall
control environment. The Chief Executive Officer and Executive
Director together with the Directors act as heads of the Risk Management
Committee which comprises senior managers, and have overall
accountability for monitoring the Housing Society’s key risks and
ensuring the effectiveness of the risk management processes.
Risk management processes are embedded in our business
processes and systems so that our responses to risk remain
current and dynamic. During the business planning process, the
Management assesses the risks in achieving our strategic objectives
and incorporates relevant mitigating and control measures in the
business plan for monitoring. During the year, operational reviews
were conducted for the different businesses and critical issues with
substantial impact on the Housing Society and reported timely to
the Executive Committee and Audit Committee.
Enterprise Risk Management
企業風險管理
風險管理是我們在策略規劃、業務發展及
監控過程中不可或缺的一部分。將風險管
理融入業務規劃及日常營運當中，有助我
們看清風險才作出管理決策，並合理地確
保達致長遠的企業目標。
房協採納「企業風險管理」的架構，讓管理
層及員工辨識及主動地管理在策略及營運
上對機構有重大影響的風險。在此框架
下，房協已制訂了風險管治的架構，並確
立風險管理的程序。
風險管理的管治架構及程序
房協的風險管理由管治層承擔及監察。
審核委員會負責監察房協的內部監控
系統，包括風險管理、整體操守水平和
遵守適用的法例，並向監事會匯報。內部
及外聘的審計師亦根據風險管理系統，
釐定整體監控環境所需的評估及檢討。
以行政總裁兼執行總幹事連同總監為首的
風險管理委員會，成員包括各高級經理，
整體負責監察房協的主要風險及確保風險
管理程序有效。
風險管理程序已融入我們的業務流程及
系統當中，讓我們可適時及靈活地應對
風險。在業務規劃的過程中，管理層評估
達致策略目標所存在的風險，並將減低及
控制風險的措施納入業務規劃，以便監
察。於本年度，我們就房協的各項業務，
特別是有重大影響的課題進行營運檢討，
並適時向執行委員會及審核委員會匯報。