Code of Governance

1. Functional committees have specific areas of focus and assist Board of Directors in providing oversight of the Association’s operations, ensuring that proper practices are followed in accordance with relevant laws and guidelines. Hence, functional committees play an important role in maintaining good governance.

2. The existence of functional committees such as Audit, Finance, and Athlete Selection Committees are considered to be instrumental. The Board of Directors should, as far as possible, establish such functional committees to provide oversight on finance, internal control and risk management, as well as athlete selection of the Association.

3. If these functional committees are not established by the Association, the Board of Directors should ensure that these functions are appropriately overseen by designated Board Director(s).

4. The Association should establish other functional committees subject to its necessity and prevailing circumstances.

5. All members of the functional committees should pledge to uphold the principle of integrity and competency and fully understand their responsibilities.

6. The Association should lay down the Terms of Reference of each functional committee which includes the following information (not exhaustive) in Association’s governance documents:

• a) Roles and responsibilities of the committee; BOARD GOVERNANCE
• b) Powers of the committee;
• c) Number of Committee Members;
• d) Composition of the committee, including the required expertise and professional background of the Committee Members;
• e) Nomination and appointment procedures;
• f) Tenure;
• g) Number of co-opt members;
• h) Meeting frequency;
• i) Quorum;
• j) Forms of meeting (whether a physical or virtual meeting is allowed);
• k) Records of discussion and decision-making process;
• l) Reporting lines; and
• m) Frequency of reporting to the Board of Directors.

>> List of Functional Committees

The Association shall establish and publicize a fair and transparent mechanism in the appointment of functional committee members, which should include, but not limited to:

a) Eligibility of appointment
To ensure the Committee Member has the right knowledge and skill set to carry out their duties, the qualification, background and expertise required for should be determined and laid down in advance. The qualification requirements for the member of each committee should be tailored to meet the specific needs and responsibilities of the respective committee.

b) Maximum number of functional committees that a person can serve
The Association should determine the maximum number of functional committees that a person can serve to ensure all Committee Members can devote sufficient time and make contributions to the Association that are commensurate with their roles and responsibilities.

To follow the appointment of Officers of the Association (see Article 12 of BAHKC AoA),  Each member on the functional committees shall hold office until the term of office of the Board appointing such Officer or until terminated by the next newly elected Board, whichever is the later. However, no Officer shall hold the same office for more than eight consecutive years, which shall run from the Annual General Meeting, first held after these Articles have become effective.  Subject to various considerations, a person may stay in the Board of Directors beyond the maximum tenure. In case where the Association decides to allow a person to serve beyond the maximum tenure, special re-election conditions should be set up to ensure equal opportunity for all eligible persons within the Association. Please refer to Articles of Association (“AoA”) and requirements on the nomination, election and re-election of Board of Directors and functional committee members.

(a) The Audit Committee of the Association should undertake the responsibility of overseeing the financial reporting and audit processes of the Association independently and ensuring that the Association is complying with legal and regulatory requirements, including but not limited to:

• Identify and report significant risks issues to the Board of Directors;
• Recommend the appointment of external auditor and consult with the appointed external auditor on matters related to external audit; and
• Oversee the effectiveness of the designated internal control and risk management system.

(b) The Association should appoint a Board Director, who is neither the Chairperson of the Board of Directors nor other functional committees, as the Chairperson of the Audit Committee; and

(c) Amongst the Audit Committee members, there should be at least one member with relevant financial experience and/or risk expertise who can bring knowledge of accounting or finance, as well as internal control and risk management to the Audit Committee.

Audit Committee Members
Chairperson:
Mr. TO Hin Wing Charles, Director of Legal & Compliance of BAHKC

Members:
Mr. WONG Kai Shun Jacky, Secretary-General of BAHKC
Mr. Eddie Kam, Fellow of the Hong Kong Institute of Certified Public Accountants (Practising), External member

~End of Chapter 1.3~

The Finance Committee is responsible for strategic planning on the management of finance, reviewing budget and providing financial advice to the Board of Directors on all matters related to financial operations of the Association, including but not limited to:

• a) Oversee the financial planning and management;
• b) Establish financial strategy;
• c) Budgeting;
• d) Recommend policies and guidelines related to financial operation; and
• e) Review issues of income and expenditure, liquidity management and other applicable area.

In case where the Association encounters insufficient resources and decides not to establish the Audit Committee and Finance Committee, the Board of Directors should:

a) Assign a director preferably with expertise in accounting or auditing profession to review the Association’s budget and report to the Board of Directors; and

b) Review the Association’s financial performance and perform an internal audit when needed.

Finance Committee Members

• Convenor: Dr. LAM Ho Yi, Treasurer of BAHKC
• Mr. CHANG Yung Ta, Financial Controller of BAHKC
• Mr. WONG Kai Shun Jacky, Secretary-General of BAHKC
• Mr. NG Kwong Yuen Patrick, Vice-chairman of BAHKC
• External Member: Mr. S. B. CHOW, Certified Public Accountant

~End of Chapter 1.4~

The Player Selection Panel is responsible for evaluating and selecting athletes for the upcoming international competition/multi-sports game in concern. Appointed Committee Members must have the expertise and the eligibility aligned to the 8 BOARD GOVERNANCE requirements set by the Association. Please refer to Team Hong Kong, China Player Selection Mechanism for detailed requirements.

If the Association lacks members possessing the requisite skills and expertise essential for a functional committee’s work, it is advisable for the Association to consider Team Hong Kong, China Player Selection Mechanismer the inclusion of suitable individuals as co-opt members. Co-opt members can offer their expertise, knowledge and insights to augment the committee’s capabilities as deemed necessary. The decision regarding the voting rights of such appointed co-opt members should be determined by the Board of Directors. Generally, co-opt members should not have voting rights on motions at Board of Directors’ level. Should the Board of Directors opine that co-opt members could have voting rights at other levels, it should be stipulated clearly in the Terms of Reference of respective committee.


Hong Kong Team Players Selection Panel

• Mr. NG Kwong Yuen Patrick, Vice-chairman of BAHKC
• Mr. WONG Kai Shun Jacky, Secretary-General of BAHKC
• Dr. WAN Man Ho, Director of BAHKC; and
• Two Directors of BAHKC, on rotation basis

~End of Chapter 1.5~

1. The Association should establish and publicize a fair and transparent mechanism in the nomination and election process of Board Directors and functional committee members. Nomination and election procedures may differ for the Board of Directors and functional committees, but both should comply with the principle of transparency and ethics. The entire process and the result should be documented, and the information should be made available to the Board of Directors and relevant stakeholders as appropriate.

2. Election mechanism needs to set up clear eligibility criteria as stipulated in the Articles of Association and/or any other resolutions/decisions made by the Board of Directors such as experience, qualifications, contributions, attendance to Association events/competitions, etc. Once they are set up, the Association shall publicize the nomination process that includes channels, deadlines, independent oversight, and the announcement of appointment. To ensure fairness, all members of the Association, as far as practicable, should be given the rights to nominate candidates, to be nominated and to vote for the final candidates using a secure and unbiased voting system.

3. The Association may select the method of nomination and election that are deemed as appropriate for the roles. Yet, it must be ensured that all nominations are made on merit in line with the qualifications and skills required by the Board of Directors and functional committees. The Association therefore needs to prepare a detailed list and descriptions of each position and specify nominating and voting rights of the members.

4. The Board of Directors should appoint a designated staff or an Election Committee for receiving nominations and reviewing their eligibilities after they have declared conflicts of interest.

5. The designated staff or Election Committee should verify the eligibility of voters and proxies (e.g. checking of membership status against the register of members, conduct authenticity check on appointed proxies) before casting of vote.

6. Board of Directors
a) The nomination guidelines and procedures for Board Directors should include:

Eligibility of nomination and being nominated
Qualification, background, expertise and personal attributes required for nominee should be determined in advance. This is to ensure that nominee has the appropriate knowledge and skill set to be elected as a Board Director (i.e., it is suggested that Association should appoint at least one Board Director with appropriate professional qualifications or related experience, such as legal, accounting or financial expertise). Proper eligibility requirement of nominator should be defined to ensure only registered members of the Association are entitled to nominate candidates.

Eligibility of voters
The eligibility requirements of voters and their voting rights should be defined. Common considerations in assessing whether a person is eligible to vote includes membership status, age and mental capacity, etc.

Responsible person for handling nominations
Appropriate personnel should be deployed to handle the nominations, including but not limited to the collection of nominations and preparation of the candidates list.

Timeline on call for nominations
Reasonable timeline of the nominations should be given and publicized to ensure nominators have sufficient time to tender their nominations.

Declaration of interest
To ensure the nomination process is objective and fair, procedures for declaration of potential conflict of interest by the personnel who involves in the nomination process should be established.

b) The election guidelines and procedures for Board Directors shall include:

• Ballot list
The Association should prepare a ballot list to offer the voters with details on each candidate’s background, experience and goals.

• Voting method
The Association should determine the voting method of the election, common examples of the voting method include vote by show of hands or by paper ballot.

• Definition of invalid vote
Invalid vote such as ballot with no markings or unclear intentions should be defined in advance to determine whether it would be voided.

• Dealing with equal vote
The Association should establish a procedure to deal with the situation of two or more nominees getting equal vote that are eligible to be elected for the same position.

• Requirements on being successfully elected
The Association should define the requirements on being successfully elected for both election and re-election, such as the minimum percentage of vote in favour, etc.

• Casting deadline
The Association should specify the deadline for casting of ballots, after which no further ballots can be cast.

• Vote counting
The Association should implement a transparent procedure for counting of votes, i.e., to count the ballots immediately after the casting deadline and in case this is not practicable, seal all ballots to prevent tampering, to ensure the votes be counted, tabulated and consolidated in an open manner, such as in the presence of representative of election observers and nominees, or have the whole process being videotaped.

• Scrutineer
To ensure the election is fair and legitimate, an independent observer should be deployed to monitor the election process.

• Ballot safeguarding
The Association should put in place measures to guard against unauthorized tampering with the ballots cast (e.g. use of double-locked ballot boxes with keys separately kept).

• Ballot record
The votes and ballot record should be properly maintained.


~End of Chapter 1.6~

INTRODUCTION

While good governance is the key to success in an association, integrity is the crux of governance that safeguards the frame of the Code of Conduct. The importance of integrity management cannot be overstated. The practice assures the Association adhere to ethical principles and conduct themselves accordingly. This includes Board Directors, Committee Members, staff, athletes, coaches, and umpires. It is the responsibility of the Associationto provide guidance, training and support to its members to make certain that they are aware of their obligations.

Integrity management is also crucial in maintaining the integrity of the sport itself. Sports have a unique place in society, and public have high expectations of fair play and honest competition. Any breach of integrity will ruin the trust of the public and tarnish the reputation of the sport. Therefore, a dedicated approach to integrity management and transparency in decision-making should be adopted.

 

2.1 Commitment to Integrity Management

2.1.1  Integrity management ensures the highest standards of honesty, transparency and accountability within the Association. This is essential to promote fair play, maintain the trust of stakeholders, and uphold the reputation of the Association. Therefore, the Association should commit in proactive manner towards integrity management.

2.2.1  The Code of Conduct sets up the ethical principles and behavioural expectations that members of the Association are expected to follow. It provides a framework for behaviour that promotes a culture of integrity and accountability. It also helps to prevent misconduct by providing guidance on what are acceptable behaviour and what are not and help members to recognize the situations where their conduct may be inappropriate and guide them on how to respond. a) The Association should ensure Board Directors, Committee Members, staff, athletes, coaches, and umpires are aware of the spirit and relevant regulations related to prohibition against “acceptance”, “solicitation” and “offering” of advantage (e.g., the Prevention of Bribery Ordinance, Cap. 201). The Association should circulate extracts from relevant regulations and/or arrange workshops to help staff building up a solid understanding of acceptance of advantages;

b) Remind the Board Directors, Committee Members and staff of prohibitions on solicitation or accepting advantages from persons with whom they have official dealings without proper permission. In some special circumstances, staff may be allowed to accept token gifts for administrative convenience without formal approval. In such case, Association should determine the permissible value of token gifts. For approval on accepting advantages other than token gifts, the Association should establish a formal approval procedure and determine the authority for relevant approval; and

c) Formulate a standard template for reporting of acceptance of advantage and documenting management decisions on the disposal.


2.2.4 Acceptance of Entertainment

a) Board Directors, Committee Members, staff, athletes, coaches, and umpires shall avoid accepting lavish or frequent entertainment from persons to whom they have official dealings with; and

b) To incorporate detailed guidelines on handling entertainment invitations in the Association’s Codes of Conduct, which includes:

• Prior approval on acceptance of entertainment;
• Designated authority for the approval;
• Whether subsequent reporting of acceptance of entertainment is allowed, if prior approval is not applicable; and
• Any mitigation actions on handling subsequent reporting.

2.2.5 Offer of Advantage

The Association should remind the Board Directors, Committee Members, staff, athletes, coaches, and umpires of prohibition from offering advantage to persons with whom they have official dealings.


2.2.6 Conflict of Interest

Conflict of interest arises when individual’s (including Board Directors, Committee Members and staff) “private interests” conflict with the interest of the Association or his/her official duties. “Private interests” refer to any financial or other personal interests that individual (including staff working within the Association, their family members or persons with other relations, their friends, clubs and Association to which the staff belong, any other groups of people that staff may have connections with, or any person to whom the staff owes a favour or is obligated in any way) may concern. To deal with conflicts of interest, the Association should:

a) Require relevant persons to avoid and declare any actual or deemed concerns on conflicts of interest. Relevant persons include:

• Board Directors;

• Functional committee members;
• Staff involved in decision-making process; and
• Athletes, coaches and umpires involved in the decision-making process (e.g., involved in determination of the athlete selection).

b) Establish a mechanism for declaring conflicts of interest. A sound mechanism includes:

• Reporting system
  • One-tier system: conflicts of interest are reported only when they arise; or
  • Two-tier system: in addition to requirements on one-tier system, relevant persons should disclose their general pecuniary interests upon elected/appointed and at regular intervals after their appointment;
• Channels of declaration;
• Reporting line; and
• Standard template for declaration and record-keeping of conflicts of interest.

c) Provide examples of conflicts of interest for relevant persons (e.g., relationship with the supplier of sport equipment when sourcing equipment for athlete trainings, relationship with potential athlete when selecting athletes for sport events) as references and establish guidelines for mitigation actions against the declared conflicts (e.g., prohibiting person who has declared interest from involvement in the decision-making process); and

d) Documentation on declaration of conflicts of interest and subsequent actions taken should be properly maintained for future review. The Association shall maintain a register for recording Board Directors and Committee Members’ interests upon their appointments and in case of any subsequent changes.

Conflict of Interest Declaration Form

• Declaration of Conflict of Interest by Board Members and Appointed Officials
• Coach Recruitment Application Form with Declaration of Conflict of Interest
• Declaration of Conflict of Interest for Staff Recruitment Selection Panel Members
• Declaration of Interest for Staff Recruitment Applicant
• Report of Gifts Received by Employees (Code of Conduct for Employees Form A)
• Declaration of Conflict of Interest by Employees (Code of Conduct for Employees Form B)
• Declaration of Conflict of Interest by Registered Coaches (Key Probity Clauses in the Code of Conduct for Coaches Appendix 2)

2.2.7  Compliance with the Code of Conduct

The Association should specify disciplinary sanctions against breaches of the Code of Conduct (e.g., advice, warning, reprimand, dismissal, etc.) and should appoint a senior staff to handle enquiries and reports of non-compliance. All relevant parties must sign acknowledgement of Code of Conduct to signify that they agree and comply with the requirements of the Code.

2.2.8  Different sets of Code of Conduct for Board Directors and Committee Members, staff, athletes, coaches and umpires are listed as below:

• Code of Conduct for Board Directors & Committee Members
• Code of Conduct for Employees
• Code of Conduct for Athletes (Chinese only)
• Code of Conduct and Practice for Coaches
  
• Key Probity Clauses in the Code of Conduct for Coaches
  
• Code of Conduct for Umpires
• Code of Conduct for Scorers
   

• Invite views and comments on the Code of Conduct for Board Directors and Committee Members from stakeholders every two years
• Invite views and comments on the Code of Conduct for Staff from stakeholders every two years
• Invite views and comments on the Code of Conduct for Athletes from stakeholders every two years
• Invite views and comments on the Code of Conduct and Practice for Coaches from stakeholders every two years
• Invite views and comments on the Code of Conduct for Umpires from stakeholders every two years
• Invite views and comments on the Code of Conduct for Scorers from stakeholders every two years

3.1 Fundamental Principles of Athlete Selection

• a) Promulgate the core values of equal opportunities and fair competition in athlete selection;
• b) Allow athletes fair and full opportunity to display their worthiness for selection and to fulfill the aims of the Association at the competition;
• c) Ensure transparency in respect of information about the selection and the selection process, and timeliness in the dissemination of the information;
• d) Uphold the principle of impartiality in the selection process, including the formulation of a mechanism for declaring conflict of interest, actual or perceived, and the guidelines for taking appropriate actions following the declaration; and
• e) Adhere to ethical practices and compliance with the fundamental principles in athlete selection. 

• a) Eligibility criteria;
• b) Registration requirements and necessary documents;
• c) Renewal conditions and necessary documents;
• d) Registration and renewal workflow (e.g., conduct and document the authenticity checks on applicants’ claimed qualifications);
• e) Registration approving authorities (e.g., for approval of renewal, waiving of fees);
• f) Undertaking by applicants to abide by Association’s Code of Conduct for Athletes;
• g) Registration and renewal period;
• h) Validity duration;
• i) Fees and fee-waiver arrangement;
• j) Time pledge for processing applications;
• k) Suspension and termination of registration status; and
• l) Appeal mechanism.

• Introduction of Elite Athlete Registration
• Introduction of Baseball5 Elite Athlete Registration

• a) Objective(s) or target(s) for each type of event and competition

• b) Quantitative standards for objective selection criteria

• c) Qualification period(s)

• d) Competitions or events recognized for selection

• e) Subjective criteria

• f) The corresponding weighting of each criterion

• Team Hong Kong, China Player Selection Mechanism
• Appeal Proceedings on Selection Decision/Disciplinary Decision

• a) Direct nomination

• b) Ranking/Point-system

• c) Coach assessment

• d) Trial event

• e) Combination of methods

• Player Recruitment Announcement event by event
• Team Hong Kong, China Player Selection Mechanism

• a) Details of the selection exercise

• b) Number of athletes to be selected

• c) Replacement of athletes

• d) Removal of athletes

• e) Retention period for the selection document

• f) Announcement date and method

• g) Lodging an appeal against the selection result

• a) Terms of Reference

• b) Membership composition

• c) Membership requirements

• d) Appointment of the Committee Members and Chairperson

• e) Meeting frequency

• f) Attendance rate

• g) Reporting frequency

• h) Documentation of decision-making process of the athlete selection

• i) Conflict of interest

• a) Appeal Panel

• Terms of Reference

• Powers of the Appeal Panel

• Panel composition

• Size of the Panel

• Requirements on panel members

• Appointment of the panel members and Chairperson

• Terms of appointment

• Formulation of membership database for Appeal Panel

• b) Appeal Procedures

• Eligible grounds for appeal

• Time frame for lodging an appeal

• Method for lodging an appeal

• Rules of proceedings

• Deliberation method (e.g., by a majority decision or by consensus);

• The Appeal Panel should document the following information before closing the appeal:

• The time and method of notifying the appellant and respondent of the outcome;
• Requirement on comprehensive documentation of the decision-making process and the period of retention;
• Make a commitment in its appeal procedures that all information relating to the appeal is to be kept confidential; and
• Fee for lodging an appeal

INTRODUCTION

Coaches play significant roles that impact various aspects of sports and competitions. Hence, it is essential for Association to establish a framework on the management of coaches which is embedded with a system that selects, trains, and supervises coaches to ensure that they possess the necessary skills, knowledge, and experience to perform their roles effectively.

A well-managed coaching programme can improve the quality of play, prevent injuries, and reduce the risk of disputes or controversies. By providing ongoing support, feedback, and recognition to coaches, the Association can promote a culture of professional development and excellence in their respective fields, which leads to improved performance, increased job satisfaction, and retention of skilled & experienced coaches.

Effective management of coaches is crucial as it directly impacts the quality of the sport and the satisfaction of its participants. The Association should make reference to the guidelines and procedures in the Reference Materials to establish a framework that aims at the highest level of integrity and fairness in the process.

4.1.1  Qualification and Registration Mechanism


a) Overall Structure

• Rationale and objectives of the structure;
• Numbers of levels;
• Features of each level;
• Pathways to each level;
• Continuous development requirements (e.g., attending workshops, refresher courses or re-validation tests, etc.); and
• Validity duration of each level.

b) Training Course and Qualification Assessment

• stablish and publicize the path to each level with the following details:
  • Eligibility requirements;
  • Required training for each level, course syllabus, end-of-course assessment and mode of assessment;
  • Assessment criteria and weighting assigned to each criterion where applicable;
  • Minimum assessment results eligible for awarding qualification;
  • Course enrolment details (e.g., period and channels for enrolment, available seats for each course, fees, etc.); and
  • Allocation of course (e.g., by ballot or first-come, first-served basis).

• Lay down detailed procedures/workflow for processing course enrolment in the guidelines, which include:
  • Receiving applications;
  • Processing submitted documents and information;
  • Conducting eligibility check;
  • Handling of late enrolment;
  • Allocation of course enrolment;
  • Date of announcement of enrolment results;
  • Maximum number of participants in each training course; and
  • Way of notifying applicants of the results.

• Establish a solid mechanism for end-of-course assessment, which include, but not limited to the following:
  • Ensure the assessment contents, including question bank, selected questions for both written and practical examinations as well as the marking scheme, etc., are confidential and handled by designated staff;
  • Ensure the marking scheme incorporates all assessment aspects and corresponding marking standards;
  • If written examination is conducted, the Association should ensure the name of the examinee cannot be seen by the examiner during the marking of paper;
  • The marking of paper should not be based solely on an examiner’s judgment, but in accordance with the marking scheme;
  • Two-marker system may be adopted where the average score is taken as the final marks or adopt one-marker system where the score is subject to a review mechanism;
  • Ensure all assessment results are properly documented by the examiner;
  • If attendance rate is one of the grading factors, it must be documented properly and accurately (e.g., conduct random checks between attendance records and on-site headcounts);
  • Final result should be reviewed by the approving authority to ensure the propriety on qualification awarded;
  • Timely announce the assessment results; and
  • Set up an appeal mechanism.

• In case where certificate is issued to qualified coach, the Association shall ensure the certificate is issued to the right person. The stock of blank certificates should be safely kept. The Association may adopt the following actions to manage its stock of blank certificates:
  • Maintain a complete record of movement of certificates;
  • Conduct regular checks of stock against record; and
  • Ensure copies of blank certificates are stored safely and properly.

c) Registration and Renewal

• Determine and publicize the mechanism for registration and renewal of registrations of coach. The following information should be included where applicable:
  • Registration requirements and necessary documents (e.g., holder of certain certificates or qualifications, etc.);
  • Renewal conditions (e.g., minimum coaching hours in recognized courses, attendance of refresher training and proper conduct, etc.) and necessary documents;
  • Registration and renewal workflow for processing application (e.g., conduct and document authenticity checks on applicants’ claimed qualifications, etc.)
  • Approving authorities (e.g., for approval of registration and renewal, waiving of fees, etc.);
  • Undertaking by applicants to abide by Association’s Code of Conduct and Practice for Coaches;
  • Registration and renewal period;
  • Validity duration;
  • Fees and fee-waiver arrangement; and
  • Time pledge for processing applications.

• The Association should require the applicant to declare that all information and documents submitted are genuine and correct. By submitting the documents, the applicant will be deemed to agree on further checks by the Association if necessary. Falsification of documents may lead to the revocation of registration and suspension from attending any qualification course or assessment within a specified period.

• The Association should check against the ‘Complaint Records’ to see if there is any previous substantiated complaint. Procedures for handling complaint records in processing applications (e.g. whether additional renewal conditions need to be imposed) and the respective approving authority should also be laid down.

• Registration Tracking for Officials Registration

• If the assignment of duties to coaches is by way of open invitation, the Association should ensure all eligible persons are notified of the service request, requirements, invitation period and duty assignment mechanism.

• In case when more than one applicant is interested in the same invitation, the assignment shall be arranged in a fair and transparent manner (e.g., decision by ballot or assignment on a fair share basis) where controls in respective procedures for assigning duties should be implemented, such as:
  • Lay down the procedures and authority for compilation and approval of the duty roster;
  • Record the reason for any out-of-turn invitation;
  • Require the balloting to be conducted in the presence of second staff; and
  • Document of the balloting process.
• The Association should also allow reasonable time for the applicants to indicate their preferences, and should properly record the assignment process, especially for invitation that has more than one applicant.

• If internal mapping is used to assign duties to coaches, the Association should maintain and update the database on the availability and/or preference of eligible coaches on a regular basis. Meanwhile, the Association should also conduct random supervisory checks on the mapping results and record the mapping process as well as the final duty assignments properly.

• If the assignment of duties to coaches is by way of open invitation, the Association should ensure all eligible persons are notified of the service request, requirements, invitation period and duty assignment mechanism.

• In case when more than one applicant is interested in the same invitation, the assignment shall be arranged in a fair and transparent manner (e.g., decision by ballot or assignment on a fair share basis) where controls in respective procedures for assigning duties should be implemented, such as:
  • Lay down the procedures and authority for compilation and approval of the duty roster;
  • Record the reason for any out-of-turn invitation;
  • Require the balloting to be conducted in the presence of second staff; and
  • Document of the balloting process.
• The Association should also allow reasonable time for the applicants to indicate their preferences, and should properly record the assignment process, especially for invitation that has more than one applicant.

• If internal mapping is used to assign duties to coaches, the Association should maintain and update the database on the availability and/or preference of eligible coaches on a regular basis. Meanwhile, the Association should also conduct random supervisory checks on the mapping results and record the mapping process as well as the final duty assignments properly.

INTRODUCTION



4.2.1  Qualification and Registration Mechanism


a) Overall Structure

• Rationale and objectives of the structure;
• Numbers of levels;
• Features of each level;
• Pathways to each level;
• Continuous development requirements (e.g., attending workshops, refresher courses or re-validation tests, etc.); and
• Validity duration of each level.

b) Training Course and Qualification Assessment

• stablish and publicize the path to each level with the following details:
  • Eligibility requirements;
  • Required training for each level, course syllabus, end-of-course assessment and mode of assessment;
  • Assessment criteria and weighting assigned to each criterion where applicable;
  • Minimum assessment results eligible for awarding qualification;
  • Course enrolment details (e.g., period and channels for enrolment, available seats for each course, fees, etc.); and
  • Allocation of course (e.g., by ballot or first-come, first-served basis).

• Lay down detailed procedures/workflow for processing course enrolment in the guidelines, which include:
  • Receiving applications;
  • Processing submitted documents and information;
  • Conducting eligibility check;
  • Handling of late enrolment;
  • Allocation of course enrolment;
  • Date of announcement of enrolment results;
  • Maximum number of participants in each training course; and
  • Way of notifying applicants of the results.

• Establish a solid mechanism for end-of-course assessment, which include, but not limited to the following:
  • Ensure the assessment contents, including question bank, selected questions for both written and practical examinations as well as the marking scheme, etc., are confidential and handled by designated staff;
  • Ensure the marking scheme incorporates all assessment aspects and corresponding marking standards;
  • If written examination is conducted, the Association should ensure the name of the examinee cannot be seen by the examiner during the marking of paper;
  • The marking of paper should not be based solely on an examiner’s judgment, but in accordance with the marking scheme;
  • Two-marker system may be adopted where the average score is taken as the final marks or adopt one-marker system where the score is subject to a review mechanism;
  • Ensure all assessment results are properly documented by the examiner;
  • If attendance rate is one of the grading factors, it must be documented properly and accurately (e.g., conduct random checks between attendance records and on-site headcounts);
  • Final result should be reviewed by the approving authority to ensure the propriety on qualification awarded;
  • Timely announce the assessment results; and
  • Set up an appeal mechanism.

• In case where certificate is issued to qualified coach, the Association shall ensure the certificate is issued to the right person. The stock of blank certificates should be safely kept. The Association may adopt the following actions to manage its stock of blank certificates:
  • Maintain a complete record of movement of certificates;
  • Conduct regular checks of stock against record; and
  • Ensure copies of blank certificates are stored safely and properly.

c) Registration and Renewal

• Determine and publicize the mechanism for registration and renewal of registrations of coach. The following information should be included where applicable:
  • Registration requirements and necessary documents (e.g., holder of certain certificates or qualifications, etc.);
  • Renewal conditions (e.g., minimum coaching/umpiring hours in recognized courses, attendance of refresher training and proper conduct, etc.) and necessary documents;
  • Registration and renewal workflow for processing application (e.g., conduct and document authenticity checks on applicants’ claimed qualifications, etc.)
  • Approving authorities (e.g., for approval of registration and renewal, waiving of fees, etc.);
  • Undertaking by applicants to abide by Association’s Code of Conduct for Umpires;
  • Registration and renewal period;
  • Validity duration;
  • Fees and fee-waiver arrangement; and
  • Time pledge for processing applications.

• The Association should require the applicant to declare that all information and documents submitted are genuine and correct. By submitting the documents, the applicant will be deemed to agree on further checks by the Association if necessary. Falsification of documents may lead to the revocation of registration and suspension from attending any qualification course or assessment within a specified period.

• The Association should check against the ‘Complaint Records’ to see if there is any previous substantiated complaint. Procedures for handling complaint records in processing applications (e.g. whether additional renewal conditions need to be imposed) and the respective approving authority should also be laid down.

4.2.2  Umpire Nomination For International Qualifications

4.2.2.1  Having qualified and experienced umpires in competitions/events will improve the standard of play and prevent unnecessary disputes or controversies. Therefore, implementing a practice of screening and nomination for international qualifications will assist in selecting and training the best and most capable umpires to reach for international level. This can further enhance the credibility and reputation of the sport, while providing opportunities for development and recognition of umpires within the Association. Hence, the Association should establish and publicize application/nomination procedures and selection criteria to all registered umpires with details, which include, but not limited to eligibility requirements, documents required, period, method & channel for application, selection procedures, notification of results and appeal mechanism, etc.

4.2.2.2  The Association should appoint appropriate assessors to assess the applications/nominations and process the selection for making recommendation to the Board of Directors. The appointed assessors should ensure the decision-making process and final results are properly documented.

4.2.2.3  Nomination results should be announced to the public within the pledged period.

• Registration Tracking for Officials Registration

• If the assignment of duties to umpires is by way of open invitation, the Association should ensure all eligible persons are notified of the service request, requirements, invitation period and duty assignment mechanism.

• In case when more than one applicant is interested in the same invitation, the assignment shall be arranged in a fair and transparent manner (e.g., decision by ballot or assignment on a fair share basis) where controls in respective procedures for assigning duties should be implemented, such as:
  • Lay down the procedures and authority for compilation and approval of the duty roster;
  • Record the reason for any out-of-turn invitation;
  • Require the balloting to be conducted in the presence of second staff; and
  • Document of the balloting process.
• The Association should also allow reasonable time for the applicants to indicate their preferences, and should properly record the assignment process, especially for invitation that has more than one applicant.

• If internal mapping is used to assign duties to umpires, the Association should maintain and update the database on the availability and/or preference of eligible umpires on a regular basis. Meanwhile, the Association should also conduct random supervisory checks on the mapping results and record the mapping process as well as the final duty assignments properly.

• If the assignment of duties to umpires is by way of open invitation, the Association should ensure all eligible persons are notified of the service request, requirements, invitation period and duty assignment mechanism.

• In case when more than one applicant is interested in the same invitation, the assignment shall be arranged in a fair and transparent manner (e.g., decision by ballot or assignment on a fair share basis) where controls in respective procedures for assigning duties should be implemented, such as:
  • Lay down the procedures and authority for compilation and approval of the duty roster;
  • Record the reason for any out-of-turn invitation;
  • Require the balloting to be conducted in the presence of second staff; and
  • Document of the balloting process.
• The Association should also allow reasonable time for the applicants to indicate their preferences, and should properly record the assignment process, especially for invitation that has more than one applicant.

• If internal mapping is used to assign duties to umpires, the Association should maintain and update the database on the availability and/or preference of eligible umpires on a regular basis. Meanwhile, the Association should also conduct random supervisory checks on the mapping results and record the mapping process as well as the final duty assignments properly.

5.1  Admission of Membership

5.1.1  The Association should be committed to establish fair application standard for aspiring applicants. Rules for admission serve only to safeguard the quality and standards of sporting activities. The application should adhere to the principles of transparency, proportionality, non-discriminatory, and objectivity as well as the availability of appeal in case of refusal for admission. The Association should understand weight of inclusion or exclusion from the membership and that the result of exclusion can deprive accreditation or other advantages of the applicants.

5.1.2  All applications should meet the admission criteria and comply with the standard procedures.

5.1.3  To ensure the core value of justice and fairness, the Association shall uphold the principles set down by the Competition Commission2 when establishing its membership admission rules.

5.1.4  All unsuccessful applicants should be provided with reasons for the refusal and an avenue of appeal against the application result to the Association.

5.1.5  The Association should list out the following information regarding admission of membership for promulgation to the public, which should include:

• a) Types of membership;
• b) Member’s rights, responsibilities and obligations of each type of membership;
• c) Admission criteria for each type of membership (e.g., age, observation period, etc.);
• d) Membership renewal criteria;
• e) Application and renewal procedures;
• f) Documents and information required for admission and renewal of membership;
• g) Mode of admission for each type of membership (e.g., by invitation/nomination/open application);
• h) Application or nomination period where applicable;
• i) Membership renewal deadline;
• j) Application fee;
• k) Annual subscription fee;
• l) Means for settlement of membership application/renewal fee;
• m) Channel for submission of nomination/application (e.g., by email/online application/in person);
• n) Assessment process; and
• o) Time pledge and methods on notification of results.

5.1.6  The Association should lay out the assessment procedures, including areas subject to evaluation, standards required for each evaluation area, etc., before granting membership. The assessment procedures should include:

• a) Decision-making process (e.g., paper vetting, observation period, and/or deliberation by the Board of Directors); and
• b) Deliberation method (e.g., by majority or by consensus).

5.1.7  The Association should be committed to complete the process within the time pledge. In case where delay occurs, the Association should timely notify the applicant of the reason for the delay and the expected completion date.


5.2  Membership Validity and Subscription Fee

5.2.1  The Association should set up the validity period of each type of membership.

5.2.2  The Association should decide the amount of application fee and/or annual subscription fee for each type of membership as well as any arrangement for waiving of fee. All related information such as payment methods and the time when the subscription fee is due should be publicized for general information.


5.3  Renewal of Membership

5.3.1  Members should be in good standing in order to be eligible for renewal of membership. Information regarding the renewal, such as validity period, renewal fee, subscription fee and whether written application is required, etc., should be publicized for general information.


5.4  Register of Members

5.4.1  In accordance with Section 627 of the Companies Ordinance (Cap. 622), the Association must enter in the register of members:

• a) Names and addresses of its members;
• b) Date on which each person is entered in the register as a member; and
• c) Date on which any person ceases to be a member.

5.5  Appeal Mechanism & Procedures

5.5.1  If application for membership is declined or in dealing with cases of suspension and termination of membership, the applicant/member should be given a chance to express his/her views and to lodge an appeal. Therefore, the Association should formulate an appeal mechanism which includes an Appeal Panel and established procedures to handle the appeal. The Association should set clear eligibility, time limit, appeal channel, fee, method, criteria that are readily available to the appellant.

5.5.2  Transparency, proportionality, non-discriminatory, and objectivity should be the core principles of the appeal mechanism. The appeal process should be independent and just. The appeal submission should be accepted with concern and examined to decide whether the appellant has eligible ground(s) and within the reasonable time limit.

5.5.3  The appeal mechanism should include:

• Terms of Reference

• Powers of the Appeal Panel

• Panel composition

• Size of the panel

• Requirements on panel members

• Appointment of Chairperson and panel members

• Terms of appointment

• Formulation of membership database for Appeal Panel

• Eligible grounds for appeal

• Timeframe for lodging an appeal

• Method for lodging an appeal

• Rules of proceedings

• Deliberation method (e.g., by a majority decision, or by consensus)

• The Appeal Panel should document the following information before closing the appeal:

• The time and method of notifying the appellant and respondent of the outcome;\

• Requirement on comprehensive documentation of the decision-making process and the period of retention;

• Make a commitment in its appeal procedures that all information relating to the appeal should be kept confidential; and

• Fee for lodging an appeal

5.6  Withdrawal/Resignation of Membership

5.6.1  Voluntary withdrawal

If a member decided to withdraw from the Association , a written notice/letter stating the reason(s) should be submitted to the Association. The Association should acknowledge the receipt within a specified period and confirm the effective date of withdrawal. The Association should post a notice of the withdrawal of such member on its website and designated channel(s).

5.7  Adjustment on Membership

5.7.1  The Association shall establish a system with appropriate procedures regarding adjustment to membership levels, including both higher and lower, in a transparent and impartial manner.


5.8  Membership Suspension and Termination

5.8.1  If a member’s action causes harm to other members or the Association, or in any situation deemed detrimental to the Association, the Association reserves the right to take appropriate actions. The Association should devise the criteria and procedures for membership suspension and/or termination, which should make known to all members during the admission process. A member should only be expelled on the basis of the equally relevant principles of transparency, proportionality, non-discriminatory, and objectivity.

5.8.2  The Association should provide reasons for suspension/termination and rights of appeal to the concerned member, who should be formally notified. The Association should list out the following in connection with the suspension/termination of membership, which include, but not limited to:

• a) Types of termination and suspension (e.g., voluntarily withdrawal or forced withdrawal);
• b) Circumstances leading to suspension and termination;
• c) Rights and obligations of member when his/her membership is being suspended or terminated;
• d) Notice period;
• e) Persons responsible for assessing membership suspension and termination;
• f) Decision-making procedures (e.g., decision made solely on paper-based documents or hearing process);
• g) Deliberation method (e.g., by majority or consensus); and
• h) Appeal mechanism.

5.8.3  The Association may refer to requirements and guidelines laid down in Section 5.5 when formulating the requirements on appeal mechanism and procedures on membership suspension and termination.

5.8.4  The Association should notify the member concerned of the panel decision and justifications/reasoning according to the time pledge.

5.8.5  The Association should timely publicize the suspension/termination of membership to the public. The announcement should include, if applicable:

• a) Name of member being suspended/terminated;
• b) Suspension/termination period; and/or
• c) Remedial actions required.

5.9  Retention Period of Membership Documents

5.9.1  All documents in relation to the administration of membership, including membership application forms, evaluation forms and appeal records, etc. should be retained for reasonable period.


5.10  Compliance with the Personal Data (Privacy) Ordinance

5.10.1  The Association should be committed to handle all personal information obtained during membership application, renewal, suspension and termination processes in compliance with the Personal Data (Privacy) Ordinance.

• How to become a Member - Individual
  

• How to become a Club Member
  

~End of Chapter 5~

6.1  Equal Opportunity



6.2  Prevention of Sexual Harassment



6.3  Child Safeguarding



6.4  Handling of Complaints

6.4.1  The Association is responsible to address complaints in a professional and timely manner. Handling of complaints is an important aspect of providing high-quality services to members and stakeholders. When it is properly handled, it will help to build trust and confidence in the Association, and further provide opportunity for the Association to identify areas for improvement and make necessary changes. Responding promptly to complaints demonstrates the Association’s commitment to accountability and transparency. Providing accessible process on handling of complaints further displays how accommodating Association is for feedbacks and opinions. This will also help the Association to understand public concerns and expectations, for making appropriate changes, if necessary.

6.4.2  The Association should establish a handling mechanism in order to ensure that all complaints are dealt with fairly and transparently. The mechanism should include channels for lodging of complaints (e.g. email address or phone number of the complaint-receiving office), clear instructions on how to lodge a complaint, who to address the complaint, and the expected timeframe for a response, etc. Once the investigation is completed, written reply to the complainant should be made, outlining the findings of the investigation and the actions that have been or will be taken as a result. All measures should be designed to ensure transparency, fairness, and accountability.

6.4.3  The Association should encourage stakeholders and general public to report any irregularities, misconducts and malpractices. The Association should make a statement of commitment to handle complaints and reports of misdeeds, especially the identity of the complainants, in strict confidence and an explicit assurance on the protection of the persons filing complaints (e.g. assure that no punishment for disclosures made with a reasonable belief that the information is true at the time it is disclosed, protect such persons from all forms of retaliation, disadvantage or discrimination in the Associations linked to or resulting from complaints).

6.4.4  Guidelines and Procedures on Handling of Complaints is at SF&OC Reference Material 6.4.


6.5  Personal Data Privacy Protection

6.5.1  The Association has an obligation to comply with all applicable data protection laws and regulations, and is expected to handle all personal data securely and respect the privacy rights of individuals. The Association should formulate a set of comprehensive data protection guidelines that outlines the approach to handle personal data, types of personal data collected, how they are used, stored and protected, etc. Appropriate technical and organizational measures including encryption, access controls, and regular security assessment should be implemented. All staff who handle personal data should be briefed on data protection best practices and made aware of their responsibilities. It should be ensured that the data can only be accessed and used for legitimate purposes and not to be shared with unauthorized individuals or organizations.

6.5.2  Another responsibility is to inform the individuals/users their privacy rights in relation to their personal data. This includes providing clear information on how and what personal data is collected, how it is used, and stored, and providing the ability to access, correct, or delete their personal data when appropriate.

6.5.3  Guidelines and Procedures on Personal Data Privacy Protection is at SF&OC Reference Material 6.5.


6.6  Information Security

6.6.1  As an Association where public and members put trust in, it should exercise extra care by putting a mechanism in place to secure data systems from illegal access or use. Information security is of paramount importance, and the Association is expected to take necessary precautions to safeguard all sensitive or proprietary information, such as member/staff/athlete records, intellectual property, communication, financial data, etc., in order to protect from cyber-attacks, data breaches, and/or other security threats.

6.6.2  The Association should take extensive measures to ensure confidentiality and secure communication network. The Association staff who have access and authority to handle sensitive information should be reminded accordingly. The Association should prioritize the implementation of strict access controls, regular security assessments, and staff training programs. Failure to comply may result in significant financial penalties and reputational damage. The Association should also devise contingency plans to respond to security incidents promptly. Information security is one of the areas which cannot be compromised.

6.6.3  Guidelines and Procedures on Information Security is at SF&OC Reference Material 6.6.


6.7  Handling of Social Media

6.7.1  All personnel including Board Directors, Committee Members, full time or part-time staff, athletes, coaches, umpires, and members of Association should use social media responsibly, without compromising the integrity and reputation of the Association. They are expected to handle their social media with care and should avoid sharing confidential information, such as team strategies, personal information of athletes or staff, etc.

6.7.2  While social media can be a powerful tool to connect with members and the public to promote the sport, it can also lead to negative consequences to the individuals and the Association. All personnel should be respectful, which implies individuals should not engage in cyberbullying, derogatory comments, harassment, offensive and discriminatory opinions. Besides, individuals should be cautious of endorsing a product and/or services on social media, and mindful that the Association itself is a brand. They should always exercise care in order to prevent conflict with the Association values and evade any liability.

6.7.3  Guidelines and Procedures on Handling of Social Media is at SF&OC Reference Material 6.7.


6.8  Anti-doping

6.8.1  Anti-doping, as a part of integrity management, aims to promote fair play, safety, and integrity in sports. The use of prohibited substances and prohibited methods can give athletes unfair advantage, jeopardize their health and well-being as well as undermine the credibility of the sport. Furthermore, doping can have severe consequences for the reputation of the Association, its sponsor, and the stakeholders.

6.8.2  Following the principles of integrity, the Association should comply with anti-doping guidelines and procedures in accordance with the values under “the Spirit of Sport” and eradicate doping in sport, following the international standards. The Association should be responsible to protect the health of athletes and provide fair ground to perform their excellence by averting the use of prohibited substances and prohibited methods. The Association should also practice recognition of and compliance with the rules of national anti-doping organization.

6.8.3  A comprehensive anti-doping guideline which includes roles and responsibilities of each party, education, testing, sanctions, and support for clean athletes, etc., is crucial to maintain the integrity of sport in terms of respect for rules and regulations, other competitor’s, fair competition, and a level playing field.

6.8.4  The Association should put in place and publicize anti-doping guidelines which include the following items but not limited to:

• a) Roles and responsibilities of athletes;
• b) Roles and responsibilities of athlete support personnel;
• c) Roles and responsibilities of other persons subject to these anti-doping guidelines and procedures;
• d) Guidelines and procedures on processing violations of anti-doping; and
• e) Consequences of doping.

6.8.5  Guidelines and Procedures on Anti-doping is at SF&OC Reference Material 6.8.


6.9  Accounting

6.9.1  Effective accounting management is crucial for the financial health and transparency of the Association. The Association should maintain accurate and reliable financial records. Timely financial records of all traAssociationctions like income, expenses, assets and liabilities should be maintained. These records should be frequently updated and reconciled. Internal controls should also be in place to manage the risk of fraud and errors. These may include segregation of financial duties and authorization limits for expenditures and traAssociationctions, etc.

6.9.2  Financial statements, including income statements, balance sheets and cash flow statement, should be prepared periodically to provide an overview of Association’s financial situation and performance to the Board of Directors. The Association should conduct regular audits to identify any irregularities and ensure proper accountability of funds. For Associations under the LCSD Sports Subvention Scheme, they should comply with the stipulated Guidelines and Procedures on Accounting issued by LCSD.

6.9.3 See detailed Accounting Procedures for the Association.


6.10  Procurement

6.10.1  When procuring goods and services, the Association should follow principles of fair competition, prevention of conflict of interest, cost-effectiveness, transparency, and public accountability. Approval and authorization should be obtained from designated personnel before inviting suppliers to submit quotations. The Association should adopt different types of procurement based on the amounts and nature of the purchase, including open tendering, restricted or single tendering, and general procurement.

6.10.2  The Association should be transparent in the opening of tenders and evaluate different bids and quotations received based on established criteria, such as technical specifications, pricing, and other relevant factors. Once the tender is approved by authorized personnel, the Association should notify the contractors and invite them to enter a contract with the Association. When none of the tenders fulfill the specifications and conditions, the tendering should be cancelled for amendments before subjected to re-tendering. For Associations under the LCSD Sports Subvention Scheme, they should comply with the stipulated Guidelines and Procedures on Procurement issued by LCSD.

6.10.3  See detailed Procurement Policies and Guidelines for the Association.


6.11  Personal Expenses and Staff Administration

6.11.1  It is essential for the Association to communicate important policies, procedures, and expectations to employees. Staff administration and personnel expenses of the Association covers a spectrum of topics including employment procedures, performance appraisals, bonus and benefits, etc.

6.11.2  The Association should establish guidelines on staff administration, and review regularly to reflect any changes in procedures to ensure the guidelines are updated and staff are aware of any changes that may impact on them. The staff administration guidelines should be made easily accessible to all employees, either by providing a physical copy or making it available in Association portal.

6.11.3  To ensure that all funding received by the Association is well spent, it is essential for the Association to lay down clear procedures on personnel expenses. The Association should review employee reimbursements regularly to ensure the appropriateness of the expenses claimed. For Associations under the LCSD Sports Subvention Scheme, they should comply with the stipulated Guidelines and Procedures on Personnel Expenses issued by LCSD.

6.11.4  See detailed Staff Administration Policy of the Association.


~End of Chapter 6~

WHISTLE-BLOWING POLICY

Date of Policy: 1 September 2025
Issue Number: WP01/2025
Date of Policy Review: every two or three years

POLICY
We are committed to the highest possible standards of openness, probity and accountability. In line with that commitment we expect and encourage you our employees / members who have concerns about any suspected misconduct or malpractice within the company to come forward and voice those concerns.

While we could not guarantee that we will handle the report in the way you might wish, we will endeavour to respond to your concerns fairly and properly.

SCOPE
This policy applies to employees / members at all levels and divisions. It does not apply to independent contractors such as self-employed coaches / officials who run a profession or business on their own account.

PROTECTION AGAINST RETALIATION
Persons making appropriate complaints under this policy are assured of protection against unfair dismissal, victimisation or unwarranted disciplinary action, even if the concerns turn out to be unsubstantiated.

Persons who victimise or retaliate against those who have raised concerns under this policy will be subject to disciplinary actions.

SUPPORT FOR THE WHISTLEBLOWER
BAHKC recognizes that raising a concern can be a difficult decision and may cause stress and anxiety. We are committed to providing appropriate support to individuals who raise concerns in good faith under this policy.

Designated Support Contact
The Director of Legal & Compliance (DLC) shall act as the primary point of contact for the whistleblower for all matters related to support and well-being, separate from the investigative process. The whistleblower may contact the DLC to:

• Discuss concerns about the process or the handling of their report.
• Seek guidance on available support resources.
• Report any feelings of victimization, isolation, or pressure, even if they seem minor.

Types of Support Available
Depending on the nature of the case and the individual's needs, support may include:

• Regular Updates: While the investigation is confidential, the DLC or investigating officer will provide the whistleblower with appropriate updates on the process's progress within the bounds of legal and privacy constraints, to reduce uncertainty.
• Managerial Support: Informing the whistleblower's line manager (if they are not involved in the allegation) of their need for support and flexibility, without disclosing the nature of the concern, subject to the whistleblower's consent.
• Counselling Services: Providing access to confidential, independent counselling or an Employee Assistance Program (EAP) to help manage stress and anxiety related to the whistleblowing process.
• Workplace Adjustments: Where necessary and practical, temporarily adjusting work arrangements or reporting lines to avoid potential conflict or discomfort during the investigation.

Post-Investigation Support
BAHKC will check in with the whistleblower after the investigation is concluded to ensure that:

• They understand the outcome, as far as it can be communicated.
• They have not suffered any form of retaliation or victimization.
• They are reintegrating successfully into their team or role.

RESPONSIBILITY FOR IMPLEMENTATION OF POLICY
The Board’s Audit Committee has overall responsibility for this policy, but has delegated day-to-day responsibility for overseeing and implementing it to the designated senior officer and director: Senior Sports Manager, Deputy Sports Manager, and Secretary-General. Responsibility for monitoring and reviewing the operation of the policy and any recommendations for action resulting from investigation into complaints lies with the audit committee.

Management must ensure that all employees / members feel able to raise concerns without fear of reprisals. All employees / members should ensure that they take steps to disclose any misconduct or malpractice of which they become aware. If you have any questions about the contents or application of this policy, you should contact the Secretary-General (Email: sg@hkbaseball.org).

MISCONDUCT AND MALPRACTICE
It is impossible to give an exhaustive list of the activities that constitute misconduct or malpractice but, broadly speaking, we would expect you to report the following:

(a) A criminal offence;
(b) A failure to comply with any legal obligations;
(c) A miscarriage of justice;
(d) A financial impropriety;
(e) An action which endangers the health and safety of any individual;
(f)  An action which causes damage to the environment;
(g) The deliberate concealment of information concerning any of the matters listed above.

While we do not expect you to have absolute proof of the misconduct or malpractice reported, the report should show the reasons for the concerns. If you make a report in good faith then, even if it is not confirmed by an investigation, your concerns would be valued and appreciated.

FALSE REPORT
If you make a false report maliciously, with an ulterior motive, without reasonable grounds that the information in the report is accurate or reliable, or for personal gain, you may face disciplinary action, including the possibility of dismissal.

MAKING A REPORT
You can make a report verbally or in writing in the standard report form attached to this policy as Annex I. We would normally expect you to raise your concerns internally to your line manager (or his or her superior) within the department.

If you feel uncomfortable doing this, for example, your line manager has declined to handle your case or it is the line manager who is the subject of the report, then you should contact the Secretary-General (Email: sg@hkbaseball.org).

If the report is extremely serious or in any way involves the designated senior officer/director, you should report it directly to the Chairman of the Board (Email: whistleblowing@hkbaseball.org).

In case you feel uncomfortable reporting it internally, you could report to the Director of Legal & Compliance (Email: DLC@hkbaseball.org), who is trained in dealing with such matters.

In the report, you should provide full details and, where possible, supporting evidence.


CONFIDENTIALITY
We will make every effort to keep your identity confidential. In order not to jeopardise the investigation, you should also keep the fact that you have filed a report, the nature of your concerns and the identity of those involved confidential.

There may be circumstances in which, because of the nature of the investigation, it will be necessary to disclose your identity. If such circumstances exist, we will endeavour to inform you that your identity is likely to be disclosed. If it is necessary for you to participate in an investigation, the fact that you made the original disclosure will, so far as is reasonably practicable, be kept confidential. However, it is also possible that your role as the whistleblower could still become apparent to third parties during investigation.

Equally, should an investigation lead to a criminal prosecution, it may become necessary for you to provide evidence or be interviewed by the authorities. In these circumstances, we will, once again, endeavour to discuss with you the implications for confidentiality.

You should, however, know that in some circumstances, we may have to refer the matter to the authorities without prior notice or consultation with you.

ANONYMOUS REPORT
We respect that sometimes you may wish to file the report in confidence. However, an anonymous allegation will be much more difficult for us to follow up simply because we will not be able to obtain further information from you and make a proper assessment.

We generally do not encourage anonymous reporting and encourage you to come forward with your concerns.

INVESTIGATION PROCEDURES
For quick reference, please refer to the flowchart in Annex II.
We will acknowledge receipt of your report within 7 working days confirming that:

• Your report has been received;
• The matter will be investigated;
• Subject to legal constraint, you will be advised of the outcome in due course.

A designated senior officer: Senior Sports Manager/Deputy Sports Manager will be appointed to manage the report.

We will evaluate every report received to decide if a full investigation is necessary. If an investigation is warranted, an investigator (with suitable seniority and without previous involvement in the matter) from the board will be appointed to look into the matter.

Where the report discloses a possible criminal offence, we will refer the matter to the audit committee. The audit committee, in consultation with our legal advisers, will decide if the matter should be referred to the authorities for further action.

As stated under the section ‘Confidentiality’, in most cases, we will endeavour to discuss with you before referring a matter to the authorities. However, in some situations, we may have to refer the matter to the authorities without prior notice or consultation with you.

Please note that once the matter is referred to the authorities, we will not be able to take further action on the matter, including advising you of the referral.

You may be asked to provide more information during the course of the investigation.

The investigation report will be reviewed by a Code of Conduct Committee comprising directors and senior officer such as :

• Secretary-General
• Director of Legal & Compliance
• Senior Sports Manager

Possible outcomes of the investigation:
(a) The allegation could not be substantiated;
(b) The allegation is substantiated with one or both of the following:
A final report, with recommendations for change (if appropriate), will be produced to the Audit Committee. The Audit Committee will review the final report and make recommendations to the Board.

You will receive in writing the outcome of the investigation. Because of legal constraints, we will not be able to give you details of the action taken or a copy of the report.

Subject to the nature and complexity of the matter, we expect to complete the investigation and provide you with the outcome in two months.

If you are not satisfied with the outcome, you could raise the matter again with the Secretary-General. You should make another report explaining why this is the case. If there is good reason, we will investigate into your concerns again.

You could, of course, raise the matter with an external authority such as a regulator or a law enforcement agency. Please ensure that you have sufficient evidence to support your concerns. Before reporting your concerns externally, we encourage you to discuss with our Director of Legal & Compliance (Email: DLC@hkbaseball.org). You could also consult your legal advisers.

MONITORING THE WHISTLEB-LOWING POLICY AND PROCEDURE
The use and effectiveness of this whistleblowing policy will be monitored and reviewed regularly by the Secretary-General and Director of Legal & Compliance.
 
>> ANNEX I : WHISTLEBLOWING REPORT FORM


~End of Chapter 7~

Acknowledgment of the Sir David Trench Fund for Recreation (Main Fund)

The Baseball Association of Hong Kong, China Limited has been granted funding from the Sir David Trench Fund for Recreation (Main Fund) for 2022-23 to support its Construction of a baseball field on top of Tsuen Wan No. 2 Fresh Water Service Reservoir under Special Project.

The Baseball Association of Hong Kong, China
19 May 2025

>> Link to Venue Use Guide & How to Book