What does it take to manage staff well? Basically, everyone is looking for a work environment where things are fair, so the measurables and the goals should be set out clearly. I like things to be precise and concrete, so people know exactly what they have to work on and, when necessary, have a deadline for every task. Motivation is then a matter of good communication and ensuring there are proper rewards and incentives. If you want employees to do certain things, you have to explain the reasons. They may not be convinced, but at least they will understand what you are thinking. We also do appraisals twice a year to let employees know where they have to improve and to make sure that talent isn't overlooked. Does a leader also have to be an entrepreneur? If you truly believe that what you are doing is meaningful, it doesn't matter whether you started the business or not. In life, you sometimes play different roles as the inventor or the follower. For me, carrying on the company's legacy is already a big task. If I can also help to run our charitable foundation and spend the money well, that will be a big enough stage. Should leaders try to maintain a certain distance? I firmly believe the only way to get the team to act quickly and move in the same direction is by being close to my colleagues. The more contact you have with people, the easier it is - for them and you - to find practical solutions or see things in a different light. Which aspects of your role provide the greatest satisfaction? What I enjoy most is the problem solving, trouble shooting and involvement in technical details. I work very closely on some of our R&D projects and I like seeing young people's spirit and the sparkle in their eyes when they find a new way of doing something. I'm okay with the public side of the job, but would not say I particularly enjoy it. Maintaining the image of the company is like an extra job because of the number of social commitments involved; it takes effort and time, and it is a serious matter. Have you considered diversification into other areas of business? Sometimes you see different sectors booming and think 'wow', but it is all a matter of relativity, and everything has a trade-off. In manufacturing, people can feel proud of the fact they are producing something and not focusing simply on financial rewards. We always tell ourselves we are here for the long-term and, crucially, believe that improvements in manufacturing lead to improved living standards, which can have a real impact on society. Is there any place for sentiment in the modern business world? A key part of our corporate philosophy is to spread the idea of giving. My father came to Hong Kong from Shandong in 1949 and sometimes didn't even have a mantou (steamed bun) to eat. He felt that if he made it one day, it would be an obligation to provide assistance for others, particularly young people in China. That's why one of our initiatives has been to provide hundreds of scholarships each year, particularly for mainland students from poor rural families.