The Hong Kong Special Administrative Region government deserves to be commended for its proactive initiative in drafting the city’s first five-year development plan. I have every confidence that this strategic road map will chart a successful course for the local economy and people’s livelihoods over the next half-decade.
The recently published consultative document is notably comprehensive, addressing key areas such as the Northern Metropolis development, economic and financial issues, innovation and technology, livelihood improvements, regional cooperation, and the integration of culture, sports, and tourism. It ambitiously covers high-quality development, technological self-reliance, industrial upgrading, economic rebalancing toward domestic consumption, the expansion of smart grids and new energy systems, the securing of critical supply chains, and the management of geopolitical volatility, all while institutionalizing long-term national security.
With ongoing consultations involving stakeholders including legislators, professional bodies, and the public — complemented by numerous discussion forums and sectoral briefings — I am optimistic that the final plan will serve as an excellent blueprint for the government and society to collaboratively build a brighter future for Hong Kong, one that is visible in just five years.
However, as the consultation document rightly emphasizes, the plan must be “forward-looking, strategic, and operable”. Of these, the term “operable” is particularly critical. This raises the vital question: How will the SAR’s executive-led governance system effectively respond to the immense challenges ahead, and how will different bureaus and departments coordinate their efforts to ensure seamless execution?
Recent events serve as stark reminders that operational capacity must be underpinned by robust integrity safeguards. The public remains acutely aware of the bottled water procurement scandal, in which a HK$52.9 million ($6.74 million) contract awarded by the Government Logistics Department (GLD) was found to involve fraudulent documents and misrepresentation in the tendering process — without the expected due diligence from relevant officials. While Hong Kong’s procurement system has long been a benchmark for integrity, this incident is a wake-up call to reinforce its safeguards and restore public confidence.
Similarly, the Independent Committee investigating the tragic fire at Wang Fuk Court in Tai Po — which claimed at least 168 lives last November — revealed a stark picture of systemic failures across multiple government departments. The case also exposed the serious problem of bid-rigging reportedly prevalent in the construction sector. These lessons must be borne in mind to ensure the smooth and effective implementation of the five-year plan.
To address these challenges, I propose the inclusion of a robust system of internal integrity management for all stakeholder organizations — public and private alike — involved in the five-year plan, whether as suppliers, construction firms, financial institutions, or oversight bodies. The core principle is that every institution, whether governmental or private, must take responsibility for cleaning its own house.
According to World Bank estimates, internal corruption and fraud cost companies an average of 2 to 5 percent of their profits, alongside hidden losses such as corporate liability, reputational damage, declining service quality, and reduced productivity.
The cornerstone of an effective internal integrity management system is appointing a dedicated integrity manager within each organization. This individual would be responsible for all internal integrity affairs, including internal complaint systems, investigations, prevention measures, audits, and staff education. To ensure professionalism, these integrity managers should be trained and certified by the Independent Commission Against Corruption (ICAC), with a certification program equivalent to those of established professional bodies, complete with proper accreditation, disciplinary mechanisms, and disqualification procedures. Hong Kong can draw useful reference from Malaysia, which operates a similar certified integrity manager program.
Let us ensure that integrity is not merely a stated value but a built-in operational reality. By embedding comprehensive integrity management into the plan, we can safeguard its implementation and secure a future that can make Hong Kong truly proud
Furthermore, each organization should establish a high-level integrity committee to oversee all integrity-related matters, with support from the certified integrity manager. This committee should formulate the organization’s integrity and anti-corruption strategy, implement staff integrity vetting, develop a staff code of ethics, provide conflict-of-interest guidelines, and adopt annual action plans — all with a clear zero-tolerance emphasis.
On the public procurement front, the current Central Tender Board comprises senior civil servants, including the permanent secretary for the Financial Services and the Treasury Bureau and the GLD director. To bolster transparency, Hong Kong could follow international best practice by including independent observers from the ICAC or the Consumer Council. Such independent participation would provide expert input on value-for-money decisions and enhance public confidence.
In terms of civil service accountability, it is essential to strengthen supervisory accountability. This means that if a civil servant is found to have committed a grave error or shown negligence in performance, their supervisors should also be held accountable — unless they can prove they took all practical steps to prevent the error, such as conducting regular and surprise supervisory inspections.
There is an old adage: “Hong Kong’s competitive advantage is the ICAC.” In 2025, Hong Kong ranked 12th worldwide in Transparency International’s Corruption Perceptions Index — higher than the United Kingdom (20th) and the United States (29th). Indeed, Hong Kong’s near-impeccable integrity track record is the best guarantee to the international community that business here operates on a level playing field, free from back-door deals and favoritism. This reputation will be instrumental in enhancing international business confidence and encouraging global participation in implementing Hong Kong’s first five-year plan.
Let us ensure that integrity is not merely a stated value but a built-in operational reality. By embedding comprehensive integrity management into the plan, we can safeguard its implementation and secure a future that can make Hong Kong truly proud.
The author is a retired deputy commissioner of HK ICAC and an honorary fellow of HKU Space and HK Metropolitan University.
The views do not necessarily reflect those of China Daily.
