Page 33 - HKMA TA2020 Souvenir Programme

Silver Award Special Award

“Igniting Credit System to spark People Engagement” BestinCulturalChange
Limited
Stan Group (Holdings) Best in Innovation

About Stan Group
Stan Group is a leading conglomerate rooted in property with a wide array of diverse businesses. Committed to sustainable business development and
social investment, the Group manages a HK$75 billion real estate portfolio in strategic partnership with the Tang Shing-bor family and operates more
than 40 respected brands across 6 business pillars: property, hospitality, communication services, financial services and two pillars driven by The STILE,
innovative businesses with social purposes, namely senior care services and entrepreneurial platform. Dedicated to innovation, collaboration, human
focus and entrepreneurship, the Group’s core values empower it to achieve the vision of driving the vibrancy of society, and the mission of creating shared
value (CSV) for shareholders, business partners, customers, employees and the community at large.
Objectives
Stan Group aspires to play a key role in the society in spearheading transformation and shaping the future. To achieve that, one must possess an
entrepreneurial spirit that is risk-taking and resilient. The Group believes that entrepreneurial spirit is an innate potential to be unleashed, and the
character can be expressed in all shapes and form, such as creativity, courage, passion, and endurance, etc.
Thus, the Group designed a journey that aims to:
1) activate entrepreneurial spirit and empower staff members to innovate
2) motivate staff members to embrace the innovative culture and recognise their effort
Design and Implementation
As entrepreneurial spirit is a combination of characters, the Group designed and implemented a series of interventions of various nature to engage staff
members effectively:
 Physical challenges that foster perseverance and a breakthrough mindset, including the 60-day Infinity Challenge and Stair Climbing Race.
 Thought stimulating events, such as Design Thinking Workshop, Innovation Bootcamp and Idea Fair, to ignite their passion and provoke creativity

through idea generation
 Value creation initiatives, for instance, the Business Referral Programme, to put entrepreneurship into practice and facilitate performance growth.
To increase staff member’s motivation in embracing innovation and entrepreneurship, the Group launched “Credit System” in 2018. The programme
enables staff members to earn points by sharing innovative ideas, recommending business opportunities, and participating in talent development
workshops. The points earned can then be used in redemption of vouchers, hotel stay, and even an extra day off, providing great incentive, as well as
recognition to staff members.
In 2019, the Group launched “Buy-a-Brick” within the Credit System, an initiative that leverages blockchain and real estate tokenisation technology and
enables staff members to generate wealth alongside the Group, without making any monetary contribution. On top of vouchers and hotel stays, staff
members can now redeem “Bricks”, which are digital tokens stored on the blockchain, representing smart contracts for a selected property. When the
property is sold and profit is made on its sale, the “Brick” holders will be entitled to share the profit.
Measurement and Outcomes
Upon launching the Credit System, notable positive changes were observed within the Group:
 100% staff activation rate for Credit System
 Over 11,000 staff members participation and over 28,400 learning hours achieved across all programmes
 Over 20% increment in staff satisfaction, compared to that of 2017, shown in 2019 annual internal employee survey

Comments from Adjudicators
A skilfully designed employee engagement programme that smartly linked staff engagement activities, business referrals, learning and development
courses together to cultivate a shared value, innovativeness and strong entrepreneurial culture within the organization.
It is a comprehensive and diverse intervention programme which achieved cultural change as the Credit System drove employees to “own” their personal
development, improvement and well-being. The Buy-a-Brick offer was bold and innovative where this the lifetime reward concept should not be
underestimated as the power of a strong pool of dedicated staff would be the key asset of the organization.
Overall, it was an extraordinary programme which demonstrated high ROI, staff engagement and satisfaction.

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