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C orporate Governance
機構管治
During the year, the Authority Board implemented a good number
of enhancements on its corporate governance structure and
processes, following the completion of a comprehensive review
of its governance practices at the corporate level by an external
consultant (the Phase 1 Corporate Governance Review). These
included: enhancing the role of the Executive Committee to serve as
a platform for coordinating the work of other functional committees;
formalising the list of reserved matters for the Board for inclusion
as standing items in Board meeting agendas; renaming the Audit
Committee as Audit and Risk Committee after expanding its role in
overseeing HA’s risk related activities, particularly the development
of an integrated Enterprise Risk Management System; augmenting
involvement of Board members in HA’s risk management and long-
term strategic planning functions; revisiting the terms of reference
of all functional committees to define their roles and responsibility
in clearer terms; strengthening executive support to the Board and
committees; refining the conflict of interest declaration system for
Board members; streamlining the logistical arrangements of Board
and committee meetings; and performing annual self-assessment
for the Board and functional committees.
年內，醫管局委聘的獨立專業顧問就醫管局中央
層面的管治方式完成了全面檢討（機構管治檢討第
一階段），其後醫管局大會就其機構管治架構及程
序作出多項優化措施，包括加強行政委員會的職
能，作為協調其他專責委員會工作的平台；正式
訂定須經大會審議及通過的事項，列作大會會議
議程常設事項；審計委員會易名為審計及風險管
理委員會，擴大監察醫管局整體風險管理事宜的
職能，特別是發展機構綜合風險管理系統；加強
大會成員參與醫管局風險管理及長遠策略規劃的
職能；全面檢討各專責委員會的職權範圍，更清
晰界定其角色和職責；加強對大會及委員會的行
政支援；改進大會成員利益衝突申報制度；精簡
大會及委員會會議流程安排；以及大會及各專責
委員會每年進行自我檢討。
12 Hospital Authority Annual Report 2012-2013