Newly appointed management reveal their secrets

HCE who frequents hospital canteen

Dr Luk Che-chung
Cluster Chief Executive (Hong Kong East Cluster (HKEC)),
Hospital Chief Executive (Pamela Youde Nethersole Eastern Hospital (PYNEH) / St. John Hospital / Wong Chuk Hang Hospital)　

“As I have a solemn face, I particularly love smiling. To mingle with colleagues, I often eat at the hospital canteen. My favourite is oven-fresh bread from the canteen of PYNEH. I also join various lunch activities at hospitals to stay in touch with colleagues.

I have three major areas of focus in working in HKEC. First, we will formulate a cluster Clinical Services Plan to map out the future hospital service to meet the ever-rising demand due to ageing population. Second, we need to inspire and upskill the next and younger generations to be capable successors. Last but not least, it is our cluster’s culture to take care of colleagues and patients in every aspect of their lives – little things do count. Hope I can create a happy and facilitating hospital environment here!”

Only one meal a day?

Dr Theresa Li
Cluster Chief Executive (Hong Kong West Cluster),
Hospital Chief Executive (Queen Mary Hospital (QMH) / Tsan Yuk Hospital) 　

“I have an interesting habit of having only one meal a day. Perhaps it was developed when I was studying in boarding school overseas. And being an anaesthetist after I returned to Hong Kong, I also had irregular meal times. I like to work at lunchtime but also welcome the opportunities to socialise with colleagues during lunch. I enjoy watching British films at leisure time. Learning the expressions from films can help public speaking!

In terms of work, redevelopment of QMH and GH is one of the major tasks on the list. It would be an opportunity to integrate services and smoothen operation between hospitals of the same cluster. I believe in open and transparent management style and love to have face-to-face discussions with colleagues about their needs. I would handle carefully every matter, no matter big or small, concerning staff. To effectively communicate with colleagues of the younger generation, I will try different means and channels of communication.”

Let go and reconcile

Dr Christina Maw
Hospital Chief Executive (Grantham Hospital (GH) / Tung Wah Hospital (TWH))　

“I learnt about reconciliation – two parties becoming friendly with each other again – from the work of palliative care. I was impressed by a speaker who pointed out that irrespective of the background, people on deathbed wish to let go, be reconciled with themselves and their beloved ones, and leave without any regret. Living at present and caring for people around are as important as planning for the future. So I have the motto ‘Dream as if you'll live forever. Live as if you'll die today.’

Becoming the Hospital Chief Executive, I have to acquire a thorough understanding of all matters of the hospital in addition to patient services, for example, ventilation, fire, plumbing and drainage, and electricity. As a result, to keep learning, I got many teachers from different disciplines. TWH is a historical hospital. While enhancing patient services, environment and facilities, we have to pass on the hospital culture and traditions. On the other hand, redevelopment of GH would be a golden opportunity to level up the hospital services. Meticulous planning is needed as it involves temporary relocation of services and longer term development. My hobbies include painting and planting. They allow me to forget worries and have peace of mind.”

I am a Guangdonese!

Dr Pang Fei-chau
Head of Human Resources, HA Head Office　

“Sometimes I am mistaken as a Southeast Asian because of my accent. Actually, I am a genuine Guangdonese. Maybe my parents taught me to study in Mandarin when I was young, so I acquire such accent.

Employees often consider their management the opposition. They may not understand that the management is also serving patients unless there is a chance for collaboration. From project coordination to development of Chinese medicine clinics, from the work on quality and safety to medical grade management and then to Hospital Chief Executive, the aim of my work remains the same – to enhance medical services, solve problems, support medical staff, and plan a better future for everyone.

As an old Chinese saying goes, ‘There is always someone to learn from.’ One doesn’t have to be exceptionally talented in management but should be modest and willing to listen and learn. As there are over 76,000 staff in HA, human resources management is challenging. I would put myself in staff’s shoes to identify the core issues. By providing more training opportunities, I hope the new generation could experience a sense of belonging and pass on the HA spirit.”