Berita BMCC - May/ June 2014 by British Malaysian Chamber of Commerce

Issue 95 PP 11826/07/2013 (032918)

May-June 2014

PLUS:

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Sizzling South East Asia

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May-June 2014 Downtown Desire ■ Flying Sky High

CONFIDENT LEARNER

Development of the whole child is our priority at the Alice Smith School and the reason behind our excellent results. Students, from aged 3-18, are encouraged to become learners who are confident, creative and critical, yet compassionate. This is the true measure of their success.

www.alice-smith.edu.my May-June 2014

First Lines

s we approach the half year mark – and the end of the football season! - BMCC continues to move from strength to strength. The team at the Executive Office is energised and

enthusiastic and working alongside their colleagues from the Overseas Business Network Initiative (OBNI) Project to deliver an increasingly comprehensive service to existing members and new potential partners. The OBNI Project itself is hitting all the right targets and we are now seeing a steady stream of interest from UK companies looking to explore Malaysia as their next business destination. Our events programme has been transformed with greater frequency and diversity of events and, as a result, greater participation from members and guests. Witness the 120 ladies that attended the Dressed To The Nines event or the 60 plus members that took part in the latest round of Speed Networking! (See our Report Back section). Coming up in the next few weeks are two quite different but equally important events – the 10th Annual Charity Rugby Dinner which we hope will raise a record amount for local causes and our AGM where we review our progress over the past year. When I was first elected as Chairman of the BMCC in 2011, it was with the goal of helping BMCC reach further and deeper into the Malaysian business community, and bridge those links that are so vital for growth in trade. I believe we have truly begun to achieve this and I look forward to seeing that process continue – there is so much potential. One of the individuals who have been highly instrumental in facilitating this process is British High Commissioner, HE Simon Featherstone. As many of you will know, Simon and his wife Gail have reached the end of their time here in Malaysia and have returned to England. We at the Chamber will certainly miss them and on behalf of my fellow Directors and the membership at large, we wish them bon voyage. We look forward very much to forging a similarly strong relationship with the new High Commissioner in the months ahead. Our theme this time is Education & Talent – high on the agenda right now as businesses – and nations - strive to attract, recruit and retain the very best in talent to stay ahead in their field. As you can see, it’s a sector that is offering substantial opportunities for companies with the right skills and capabilities and one where ties between the UK and Malaysia have never been stronger. We look forward to enhancing those ties in this and many other sectors. BMCC – it’s the place for business.

BMCC 2014 Annual Sponsors & Partners PLATINUM SPONSORS:

GOLD SPONSORS:

BMCC Executive Office: 4th Floor, East Block, Wisma Selangor Dredging, 142B Jalan Ampang, 50450 Kuala Lumpur. Tel: Fax: Email: Web:

+60 3 2163 1784/2163 1786 +60 3 2163 1781 membership@bmcc.org.my www.bmcc.org.my

AIRLINE PARTNER:

BMCCMALAYSIA May-June 2014

The Chamber The British Malaysian Chamber of Commerce is the leading business networking organisation in Malaysia with over 350 top member companies with an outreach of over 75,000 employees. Since 1963, the BMCC has been a catalyst in providing businesses in Malaysia with support, networking, knowledge exchange and bilateral trading assistance. We serve as a dynamic hub for enterprise to thrive and businesses to connect with each other, helping to promote and foster trade and investment between Britain and Malaysia. BMCC is proud to be part of British Chambers in South East Asia or BiSEA, enabling our members to enjoy similar Chamber benefits in seven other countries including Vietnam, Thailand, Brunei, Laos, Cambodia, Indonesia, and Singapore.

BMCC Board of Directors: Patrons: YBhg Tun Musa Hitam HE Simon Featherstone, British High Commissioner

Chairman: Dato’ Larry Gan, Catcha Media Bhd

Deputy Chairman: Andrew Sill, The Royal Bank of Scotland Bhd

Directors: Soo Kim Wai, Amcorp Properties Bhd Mark Burgess, Amicitia Sdn Bhd Bob Olivier, Aspac Executive Search Sdn Bhd Andrew Diamond, Bubblegum Sdn Bhd Dato’ Justin Leong, Genting Bhd Datuk Seri Michael Yam, InvestKL Amanda Powell, KL Kudos Design Sdn Bhd Michael McIver, Plus Three Consultants Sdn Bhd Osman Morad, Standard Chartered Bank Malaysia Bhd Bill Addington, TechSol Sdn Bhd Datuk Peter Wentworth, OBE, Weir Minerals Malaysia

Ex-Officio: Gavin Anderson, British Council Tony Collingridge, OBE, UK Trade & Investment Dr Zainal Abidin Majid, Advisor To The Board

BMCC Executive Office Nik Tasha Nik Kamaruddin: Executive Director Alfian Othman: Finance Manager Stephanie Ho: Events Manager Danielle Horsnell: Business Development Executive Andre Nasution: Operations Executive Agnes Elizabeth: Executive PA/Events Afiq Sahidi: Office Executive

BMCC Magazine: Editor: Amanda Powell Editorial Committee:

• George Aveling • Marcus Osborne • Nik Tasha Nik Kamaruddin • Bill Addington Production: KL Kudos Design Sdn Bhd Printing: Tinggi Press Sdn Bhd Lot 6, Jalan Kuang Bulan, Taman Kepong, 52100 Kuala Lumpur.

Berita BMCC is published bi-monthly for distribution to BMCC members and other organisations in the business community. The views expressed or implied herein are those of the authors or contributors and do not necessarily reflect those of the Chamber.

May-June 2014

In This Issue Education For Our Future Yes it’s a cliche but children really

Cover Story

are the future. Armed with the right education and skills, they can make a phenomenal difference to the world - be it with innovation, creativity, leadership or humanity. Organisations need to attract, retain and nuture such talent for the economy to grow and the nation to develop. Our feature section has more. Turn to Page 13.

■ First Lines ................................................. 3 ■ Hot Happenings ........................................ 6 ■ Trade Talk ................................................... 9 >

Driving Force - The New BMCC Team

BMCC Hits The UK For Sizzling SE Asia

■ Cover Story ............................................. 13 Education For Our Future: Keeping Talent In The Pipeline

■ In The Spotlight ......................................... 31 Sky Class With Qatar Airways

Downtown Desire - BRDB’s 6 CapSquare

May-June 2014

■ Meet Our New Members ....................... 34 ■ News from Our Members ...................... 36 ■ Report Back............................................. 38

BMCC Magazine: July-August Issue The Business Of Sport! Plus: Coming Up September-October All About Retail!

Quick-Fire Business Networking

A Grooming Experience

Dressed To The Nines

Taste Occasion

With World Cup Fever gripping the globe, Formula 1 Grand Prix revving up on all cylinders and Glasgow gearing up for the Commonwealth Games, we shine the spotlight on the business of sport. State-of-the-art technology, facilities and equipment; training, merchandising, sponsorship and media: all combine to make this a multi-billion dollar global phenomenon. Is your company involved? Get in touch! We want to hear your story!

Sponsorship and advertisement opportunities available! Deadline Imminent: Contact: 03 2163 1784 or editor@bmcc.org.my May-June 2014

Hot Happenings

May

Diary Dates

Weds 28thThurs 29th

BMCC Iskandar Delegation In Conjunction with AMCORP Visit to Iskandar Region in Johor for BMCC members to gain insights into business opportunities in this booming zone Contact BMCC Office for details

June Weds 4thFri 6th

SMIDEX 2014 @ KL Convention Centre The ultimate showcase for SME Business www.smidex.my

Thurs 5th

10th BMCC Charity Rugby Dinner With 3 Outstanding Rugby Legends Shangri-la Hotel Kuala Lumpur See below for details and bookings

Sat 7th

MNZCC & BMCC Joint Chamber Event Rugby Test – All Blacks V England! 3pm - NZ High Commissioner’s Residence Jalan Langgak Golf, Off Jalan Tun Razak Contact BMCC Office for details

Thurs 26th

BMCC Annual General Meeting & Members’ Networking Best Western Premier Hotel followed by Poolside BBQ Bash at Hugo on 6 Contact BMCC Office for details

July Thurs 5th

BMCC Pub Series – Quiz Night Details to be confirmed

Sat 19th & Sun 20th

Private International Schools Fair Mid-Valley Exhibition Centre See Page 12 for details

May-June 2014

Hot Happenings

May-June 2014

Trade Talk

6 8

May-June 2014

Trade Talk

BMCC Executive Team Driving The Chamber Forward

he past few months have brought in exciting developments for the Chamber as BMCC continues to strengthen its position as the leading bilateral organisation in Malaysia. The huge success that was the 50th Anniversary Gala Dinner saw a glittering lineup of dignitaries and guests in attendance.

The event has raised the bar higher still with BMCC’s reputation for staging quality events at an all-time high. Behind this success and the many other facets of the Chamber’s role of bringing business together, is a dynamic, talented and enthusiastic team of people at the Executive Office dedicated to delivering the very best in service to the membership. We find out who they are! Nik Tasha Nik Kamaruddin, Executive Director - Tasha oversees and is accountable for overall operations of the Chamber, spanning business, events, PR, HR and membership. Tasha is also the liaison for the Board of Directors, committees and other bilateral chambers, and is responsible for establishing and building working relationships with BMCC partners, members and stakeholders. She joined BMCC in September 2013 as General Manager and was officially promoted to Executive Director in April this year.

Nik Tasha Nik Kamaruddin

Stephanie Ho

Alfian Othman

Her previous experience includes five years with a leading FMCG global major and a year working at the Prime Minister’s Office. Tasha is proud to be part of the energy that BMCC represents - from bilateral trade between Britain and Malaysia to the ultimate in high level commercial networking like the Gala Dinner. Alfian Othman, Finance Manager – Alfian joined BMCC in January this year and is responsible for all things finance - general bookkeeping, billing and invoicing for the Chamber and membership. He manages the finance side for HR, and is also accountable for payment collections for events, sponsorship, magazine and others. Away from work, Alfian is a keen sports enthusiast, particularly when it comes to hockey and in his younger days was a national champion with Perak! Nowadays he enjoys running. Stephanie Ho, Events Manager – Stephanie handles all aspects of events from conceptualisation, finance & budget management, planning, execution and coordination. She joined the Chamber in October 2013 following a period of seven years at YTL Hotels where her most recent role was as Director of Sales & Events. Steph believes that events are key to an organisation’s growth for the depth of impact they achieve! Danielle Horsnell, Business Development Executive – The newest member of the team, Danielle’s responsibility is to handle all aspects of membership for the Chamber, spanning recruitment, retention and connection, as well as general enquiries. Danielle also handles sponsorship agreements and relationship management. Having graduated with a Geology Degree from Edinburgh University, she spent six months as a Mine Geologist in Kedah before returning to KL! A qualified PADI Dive master always looking for new dive adventures, she takes an active role in marine conservation projects. Agnes Elizabeth, Executive PA/Events – Agnes joined the Chamber in June 2013 and is responsible for administrative support to the Executive Director. She also provides support on HR and events, as well as liaison with legal on industrial relations matters. Based on her previous experience working at Fitness First for six years, Agnes has acquired a taste for eating healthily and doing regular hardcore workouts!

Andre Nasution

Danielle Horsnell

Agnes Elizabeth Andre Nasution, Operations Executive – Andre joined in September 2013 and handles design and development of creative events, events communication for the website, FB and other digital platforms. He is also responsible for data gathering and management of magazine distribution. As a creative person, it’s no surprise to learn that he has a passion for Fashion and in his free time he likes to be creative! Afiq Sahidi, Office Executive – Afiq’s takes care of general office operations in terms of filing, IT support, housekeeping, and building operations support. He also assists in membership enquiries, data management, and magazine management. Previously, he taught business mathemathics, calculus and statistics at a local private college.

May-June 2014

Trade Talk

BMCC Hits UK For “Sizzling South East Asia” Overseas Business Network Initiative (OBNI) Project Director Dr Amita Krishna provides an update as she returns from a whirlwind tour across the UK flying the flag for Malaysia!

LEEDS

he first quarter of 2014 has been an exciting one for the Chamber and the pace of change and growth continues as the international Division of BMCC, known as OBNI, grows from strength to strength. The team has an additional member on board (see opposite) and having assisted over 200 British firms with their export enquiries and interest in Malaysia in the first 8 months of setting up the initiative, we are strengthening BMCC’s awareness in the UK. April kicked off with a week-long trip to the UK which began with a series of meetings with several Chambers, UKTI and UKABC teams in London, British firms, the British Chambers of Commerce (BCC) Annual conference, visiting a few selective Chambers plus lunch at Westminster! Key takeouts: Meeting with other Chambers participating in the OBNI project was an excellent way of sharing the challenges they have faced, what works well, what could be done better. It certainly provided food for thought for new services, models and access we can extend to our member base here in Malaysia with links across the region. The China British Business Council shared the story of their journey of how in a matter of years they have become the leading organisation helping UK companies grow and develop their business in China. They have 10 offices across the UK and 13 across strategic locations in China! They continue to deliver business-to-business services in China as a partner of UKTI. Their model and lessons learned definitely provided insights into how we can also enhance Brand Malaysia and accelerate the growth of our business support services and most importantly benefit British and Malaysian SME’s through focused growth. Visits to other Chambers also provided opportunities for further collaboration and access to opportunities for Malaysian SMEs.

May-June 2014

The BCC Annual conference, held at the QE2 Conference Centre in Westminster, hosted several ministers and captains of industry and placed emphasis on the importance of sustainable long-term solutions to safeguard growth of the UK economy. It debated these issues by bringing together the business community and politicians. Ed Balls admitted that SMEs are crucial for future of UK economy and that the Government needs to work with business to facilitate success; PM Cameron sent a video message that spoke of "Successful businesses being at the heart of this Government's long-term plan”. The most pertinent comment that will truly change things and make an impact came from Karren Brady on women in business: "The hardest thing to change in any business is culture and you change culture right at the top". The importance of strong leadership with a global mindset often leads to the success or failure of a firm. Lunch at Westminster saw the Britain in South East Asia (BiSEA) team sat on the terrace on the banks of the Thames with the All-Party Parliamentary lead, MP Mike Weatherly, discussing support from British MPs for South Asian firms.

“Sizzling South East Asia” Organised by the UK ASEAN Business Council, this Roadshow targeted five cities in five days - travelling the country by coach! Accompanied by Stephen Hill, First Secretary from UKTI Malaysia, we met with over 400 firms that week, nearly 100 of whom expressed interested in learning more about Malaysia.

Leeds: First stop was Leeds in West Yorkshire and considered as the UK’s main financial and business services centre outside the City of London. It is also a centre of excellence for the legal profession. The Leeds event was attended by an estimated 150 firms from various sectors. We met around 30 firms who expressed an interest in Malaysia, firms ranging from IT, medical devices to construction. It was great to also see our partners Pauline Wade from Hull & Humber Chamber and our Regional Coordinator, Lorraine Holt. Huntingdon: Situated in Cambridgeshire, Huntingdon’s key industries include creative industries, environmental science and technologies, high value manufacturing and high-tech enterprises. Again, we had a packed schedule and I met with several firms who were interested in knowing more about Malaysia. This event was special for Malaysia as Malaysian High Commissioner HE Radzizi presented the overview of ASEAN and managed a massive plug for Malaysia. The five key areas highlighted by ASEAN for SME development are finance; regional and international markets; human resource development; information and advisory services; and access to technology and innovation.

Trade Talk LEICESTER

“Sizzling South East Asia targeted five cities in five days where we met with over 400 firms, nearly 100 of whom are keen to learn more about Malaysia.” SMEs account for more than 96 percent of all enterprises and between 50 to 95 per cent of all employment in many ASEAN Member States.

Leicester: The largest economy in the East Midlands and a city with historically strong associations with the production of textiles, clothing and footwear. Its current key economic industry is engineering. Leicester presented several opportunities and we saw a multi-faceted range of firms who are keen to export to Malaysia. These include Biomass, handmade shoes, cosmetics and books. Birmingham: Situated in West Midlands and considered a lead-

BIRMINGHAM

ing European business destination, the city and surrounding region is home to 75,000 companies including nearly 1,190 international firms. Key industries include manufacturing, advanced engineering and environmental technologies. Birmingham hosted close to 100 firms, again across several industry sectors.

Bristol: As a major seaport in South West England, Bristol has a long history of trading commodities and its major imports now are motor vehicles, grain, timber, fresh produce and petroleum products. The city's economy is also reliant on the aerospace industry, defence, the media, information technology and financial services sectors, and tourism. We met with several firms from the creative and Food & Beverage sectors.

BRISTOL

Belfast: Here, with the help of the Invest Northern Ireland team, we dedicated a day to presenting Malaysia and Indonesia to a group of 30 people followed by one-on-one detailed meetings with these firms. Invest Northern Ireland will be bringing some of the firms that we met, with their products and services to Malaysia in June. The trade mission will be a 10-day business visit to Malaysia and Indonesia where participating companies will have a chance to explore opportunities in multi-sectors like Education, Infrastructure, ICT, Oil & Gas and renewable energy. All in all, it was a successful week and we are still following up with interested firms. Some may be coming to Malaysia with trade delegation in June. For further information on how you can benefit from trade missions and the opportunities presented:

Contact: jamal@bmcc.org.my or anna@bmcc.org.my

Newest Team Member For OBNI: ANNA LEUSDER Project Manager BELFAST

Born in Hong Kong and having lived in Germany, Ireland and Malaysia over successive periods, Anna is internationally experienced. She holds an Honours Degree and Master’s in Tourism Management and prior to joining BMCC, accumulated a wealth of experience in this sector, specifically working with clients to deliver on their needs and requirements and separately, destination promotion. She has worked with the German Chamber of Commerce and is familiar with the challenges faced by firms in their international journey. Anna joined the BMCC in May and will be managing trade missions and business support services for British SME’s seeking to enter the Malaysian market.

May-June 2014

Market View

May-June 2014

Cover Story

Without talent, companies cannot grow, economies cannot thrive. Providing education that develops that talent with the right skills and capabilities to deliver real value in the commercial world is crucial. For companies, the ability to attract, train and nurture that talent in the right way is critical. The ties between Britain and Malaysia in the field of education are growing stronger still as Malaysia pushes forward on its development programmes. Businesses are also recognising the vital importance of professional and proactive talent management. We talk to the specialists involved in this key sector. Turn the page to learn more.

Education For Our Future

May-June May-June2014 2014

13 11 13

Cover Story

Making An Impact In Education As BMCC and UKTI continue to consolidate their collaboration, Jasmine Johan from the BMCC’s Overseas Business Networking Initiative (OBNI) team speaks with Siva Somasundram, Senior Trade Manager, British High Commission, on how British firms are contributing to the development of the Malaysian education sector.

he combination of tradition, rigorous academic standards, research and the high quality and proven effectiveness of teaching methods using equipment, software and materials has made British education the first choice for Malaysians for some years. This is being reflected more widely across Asia. Organisations like British Council, STC Consortium, Linguaphone Group, EuroTalk, TVET UK, Scottish Qualification Authority, City & Guilds and Fieldwork Education to name a few are delivering specialist services and playing a leading role in the development of education and training here. Regional British events, such as BES Asia Forum and IPSEF Asia Forum as well as inward missions to events in the UK, such as World of Learning, BETT Show and Education Show are also key to the enhancement of the sector in Malaysia. The long-standing UK-Malaysia partnership in education and training remains strong and has been hugely enhanced as Malaysia accelerates the pace towards becoming a developed nation by 2020. This, among others, requires training, re-training and up-skilling of the workforce, and producing graduates for industry needs. The Ministry of Human Resources estimates 3.3 million skilled workers are needed, particularly at technical level. In Malaysia’s

Budget 2014, human capital development is the single largest beneficiary with an allocation of RM54.6 billion, or 21 percent of the Budget. Picking up on this requirement for vocational skills, TVET UK showcased its members’ expertise at the last International Skills Conference supported by PEMANDU and organised by the National Association of Private Educational Institutions (NAPEI). This led to TVET UK signing an MoU in 2013 with the Federation of Human Resource Development Accredited Centres (FeMAC) and NAPEI, and organising study visits to the UK. The Ministry of Human Resources wants to improve further labour competencies to align with international standards and recognition. This involves improving training programmes, instructors’ training methods and awarding higher level NVQs. The Education Ministry will be reviewing the courses offered by the Vocational Technical Education in a move to upgrade and transform vocational colleges in the country. The Government has initiated a Human Resource Development Fund-1Malaysia Training Scheme (SL1M) programme to reduce unemployment and produce a pool of skilled workers in all sectors. As of January 2014, unemployment stood at 3.3 per cent. Of the 457,000 unemployed, 98,000 are graduates. The hope is that this programme and others delivered through collaboration with British institutions will increase employability and offer them a better future. Education is the second largest sector globally after healthcare for the UK. The newly formed UKTI Education Team in London visited Malaysia in December 2013 and after meeting ministers, associations, companies and institutions related to education and training, they identified a range of activities and opportunities in this sector and confirmed that Malaysia will remain a priority market for the UK.

May-June 2014

Currently, around 14,500 Malaysian students are studying at UK universities. There are also some 1,400 UK students at Malaysian higher education institutions. An additional 58,000 Malaysian students are registered for a UK qualification in Malaysia – more than four times the number studying in the UK. The popularity of British education in Malaysia and other countries in the ASEAN region has attracted UK branch campuses, such as University of Nottingham Malaysia, Newcastle University Medical School, University of Southampton Engineering School, Marlborough College, Westminster International College and The British School, which are already in operation. University of Reading, Heriot-Watt University, University of Hull and Epsom College are due to open soon.

“The Ministry of Human Resources estimates 3.3 million skilled workers are needed, particularly at technical level.” Over 200,000 foreign students are expected in Malaysia by 2020 from 100 countries. Foreign branches together with local institutions have made Malaysia the world’s 11th largest exporter of educational services. Malaysia proudly boasts five universities appearing in the QS World University Rankings. Going forward, we foresee the OBNI team actively assisting and participating in more professional services that UKTI delivers to British companies and institutions. A great example of how well the collaboration is working is the support provided by the OBNI team with market research reports, trade delegations and business matching. For further information and participation in the education and training events supported by UKTI, contact: Siva Somasundram, Senior Trade Manager, British High Commission, Malaysia Tel: +603 2170 2223 Email: Siva.Sundram@ fco.gov.uk OBNI Team: Jasmine Johan jasmine@bmcc.org.my

Cover Story

International Schools Set For More Growth There has been phenomenal growth in the number of international schools around the world over the past ten years. That growth looks certain to continue for a further ten years, if not more. Malaysia, in particular, looks set for significant developments. In this article, Anne Keeling takes a closer look at the trends.

alaysia’s international schools are expected to see significant growth in the next few years, providing a greater range of educational options for parents of local and expatriate children. The English-medium international school sector is already a healthy one in Malaysia, thanks to the Malaysian Government, which is supporting its development and expansion. Malaysia views international schools as an important option for both expatriate and local families. International schools play an essential part in attracting highly skilled, young professional expatriates to the country. They also provide an important option for local families looking to an English-speaking, internationally-oriented education to provide expanded opportunities for university and employment for their children.

schools recording fewer than 500 students, only 8 percent have over 1,000. ISC says there is a strong presence of what it considers to be premium schools in Malaysia - reputable, accredited, international schools that are highly sought-after and tend to be larger in terms of their student population. These premium schools tend to reflect the evolving international school demographics within a region. Of the 122 international schools in Malaysia, 39 are considered to be premium - between them they provide education for over 22,000 students (almost 50 percent of the country’s total international student population). These schools are currently employing mostly British, American and local Malaysian staff.

“There are currently 122 English-

Options In Malaysia

medium international schools in

Market intelligence and data on Malaysia’s international schools is collected and evaluated by The International School Consultancy Group (ISC), a UK-based organisation which has been researching the worldwide international school market for over 25 years. According to the very latest ISC data, there are currently 122 English-medium international schools in Malaysia teaching a total of 46,130 students and employing over 4,500 full time staff.

Malaysia teaching over 45,000

Kuala Lumpur has the largest number of international schools with 27 facilities educating over 15,000 students. Other major centres for international schools are Penang and Iskandar. Some 66 percent of the international schools follow a UK-oriented curriculum and 8 percent follow an American curriculum. A total of 65 percent say they are also internationally oriented in their learning approach and 25 percent of international schools are bilingual. Some 13 international schools deliver the International Baccalaureate Diploma Programme, 59 take IGCSEs, and 25 take GCE A Levels. With 73 percent of international

students and employing over 4,500 full time staff.” Some 40 percent of the students at these premium schools are Malaysian, 9 percent are British, 6 percent South Korean, and 4 percent American. Over 70 percent of these schools are reported to be at full capacity.

Future Developments ISC predicts that all of Malaysia’s international schools will see higher enrollment of both expatriate and local students within the next few years. This is as a result of the Malaysian Government’s aim to transform the country into one of Asia’s top performing economies by the year 2020. One step towards achieving this aim occurred in 2012 with the lifting of the 40 percent cap on the number of Malaysian citizens allowed to attend international schools. This means that international schools are legally entitled to enroll up to 100 percent Malaysian nationals if they choose.

Private & International School Fairs (PISFs) Kuala Lumpur: 19-20 July & 8-9 November Mid Valley Exhibition Centre

Johor: 4 October Traders Hotel, Puteri Harbour

Penang: 12 October Traders Hotel Bringing together private and international schools in one convenient location for parents to find out more about educational options in these schools. www.privateinternationalschoolfair.com

Education Destination Malaysia: Guide to International & Private Schools: Definitive resource on international and private schools in Malaysia for parents. Annual 180-page guidebook showcasing full spectrum of international and private schools in Malaysia. www.educationdestinationmalaysia.com

Many premium schools are aiming for a 50:50 ratio of local and expatriate children, representing within their intake an increasingly popular overarching ethos that combines both local culture and global outlook. Another recent development, led by the Government, has been the establishment of two education hubs: Education City in Kuala Lumpur and EduCity in Iskandar, Johor. Both hubs will provide high-quality internationally-oriented education for all ages, including tertiary. These hubs are designed to further attract skilled expatriates and to increase options for local citizens, reducing emigration of Malaysians who move overseas for education including university study. In addition to developments in Kuala Lumpur and Iskandar, the Malaysian Government has also issued a significant number of licences for new international schools in other areas of Malaysia over the next three to five years. ISC says that these will contribute a 39 percent increase in international school student places. Many existing international schools are also predicted to expand. Source: This article appears in Education Destination Malaysia: Guide to International & Private Schools 2014/2015, official publication of The Private & International School Fairs (PISFs).

May-June 2014

Cover Story

Day, Year 5 Science Day, Poet visits, Geography field trips, GLUE Days, Career days and many more into a single day in each half term. By taking this approach, not only do we free up resources and teachers to facilitate the wider learning activities, but we also reduce the impact on classroom activities and, most importantly of all, encourage further opportunities for enriching each student’s personal development and have fun and enjoyment with learning in a different context. Enquiry-based learning is often at the heart of activities and it emphasises higher order thinking skills. It can take many forms, including problem solving, discovery and creative activities, both in the classroom and outside the classroom and is behind curriculum programmes like Learning to Learn, Thinking Skills and Critical Thinking that we offer at our Secondary Campus. Most importantly, in enquiry learning the students are responsible for processing the data they are working with to reach their own conclusions. It is, therefore, a great way to develop the thinking and problem solving skills necessary for a successful international future in the 21st Century.

How does the School engage with business/industry to determine the skills required of students in the business world and so prepare them for that journey? We often invite guest speakers from the community to come and present to our students about their area of business or the industry they work in. The idea behind these is to enable our most curious and able students in the relevant subject areas to experience experts in their field. The lectures however are not restricted, and are open to anyone who is interested in coming and we regularly get 80 - 100 students attending. Each lecture is recorded and the podcast, and slides from the talks are available to students on the school VLE to replay whenever they wish. We also invite community members to discuss their careers with our students as part of our world of work programme each year. Students in the upper school have a one week work placement as part of their preparation for the future. In July 2013, over 110 students including Sixth Formers participated, with over 60 employers involved.

May-June 2014

Learning

Interview with Roger Schultz Principal - Secondary Campus The Alice Smith School

Without Boundaries Students prepare throughout the year for this challenge in the Wider Learning Days.

What does the concept of ‘wider learning’ entail? Why is it important? Wider Learning provides an opportunity for enquiry based activities and experiences outside the classroom in a way that is an integral part of the long term curriculum and pastoral plan. It is closely linked to classroom activities and improving student’s personal, social and emotional development while, at the same time, doing so in a way that does not detract from classroom activities. In essence, the school’s formal curriculum is abandoned for each wider learning day and this allows us to bring together many enriching activities that already happen in the school’s broader curriculum, such as the Year 9 Design Technology and Physics

What skills are required on the part of the teaching staff to impart ‘Wider Learning’ and how do you ensure that these are in place? Our approach to wider learning does not require a special skill set for our teachers, but rather a mindset and a way of engaging in a different style of learning with our students. Our approach is often about learning together, with teachers being facilitators of activities and students owning the learning process. For some activities, we use the support of external providers but only if we feel the level of expertise needed cannot be found in our own staff. As teachers, we need to lead by example in placing ourselves in learning situations that are stimulating, challenging and sometimes even confronting.

Cover Story

What are the three most important qualities for a student to possess when leaving the world of secondary education?

How does one gauge the success of the concept? We are nearing the end of the second year of integrating wider learning days into our school year programme and needless to say, we have faced numerous challenges along the way. The programme is evaluated and reviewed each year in terms of its value and effectiveness, in line with the development of the annual academic calendar of events. The feedback that we receive from our students is the key motivation for us to continue to improve and develop this concept. The general consensus is that these days broaden and enrich learning opportunities for our students and the way in which learning can take place.

I believe it is essential for students to have a strong sense of self, to be emotional intelligent and aware of their personal qualities as an individual but also recognise and respond wisely to others. Our digitally connected world allows knowledge to be easily accessible but we must have the ability to discern, filter and apply appropriate knowledge and skills to solve the problems that we face and communicate effectively with others. Our young people need to have passion, be compassionate, have good judgement and a strong sense of purpose and self-worth when they leave school.

I am impressed with the dedication of the school staff, the wonderful nature and abilities of the students and the strong sense of community. Alice Smith offers an incredible range of opportunities for its students and the scope and depth of learning experiences never ceases to amaze me. Many voluntary hours are given by parents to support the school and it is wonderful to be a part of such a vibrant and stimulating environment.

How does Alice Smith differentiate itself from the many other international schools in the now crowded Malaysian market? Our school has a long and successful history in Malaysia and this connection with the past makes it a very special place. Alice Smith has a strong sense of community and the diversity of our student and parent body contributes to a real sense of being part of an international educational institution. As a not for profit association, we are very proud of the continual investment in the development of our school and its resources and the terrific achievements of our students and staff. The school community is ambitious and determined in its quest to be continually outstanding as a regional leader in education into the future.

External validation of the value of wider learning also comes from comments in our British School Overseas Inspection report which stated: “The broad curriculum - including extended enrichment in and out of the classroom - offers students outstanding opportunities to grow and mature… personal development of students is a strong and positive feature of provision with a wealth of opportunities. Students’ self-confidence and self-esteem is high and their behaviour is excellent”.

Since joining the School, what aspects have made the biggest impression on you?

As Director of School designate, what are your main aims and aspirations for the School going forward? I often describe our school as having one foot in the past and one in the future. It is important that we cherish the rich history of Alice but at the same time, take bold steps to continue to develop our school as a 21st century learning environment. With a split school over two campuses of 800 students each, maintaining a strong core sense of purpose and shared values as we invest in the future is a key priority. We need to continue to enhance our collective responsibility to improve as a centre for learning excellence and ensure that every student who spends time in our school has a positive and enriching experience and shares this with their friends and family. Alice Smith is a great school and my aspiration is for it to be even better in the future.

www.alice-smith.edu.my

May-June 2014

Cover Story

Education: Not Just For Students W hen we think of schools and the learning that occurs within the walls of the school building, immediately we picture young people exploring the wonder of the world and growing through their learning. When we look at schools and education systems that are shown to be ‘highly effective’, by any series of measures, one of the consistent themes that emerges is the value of professional learning that teachers experience.

In a 2007 global study of effective education systems by McKinsey and Partners, ‘How the world’s best-performing schools come out on top’, they found three significant things that mattered the most: 1. Getting the right people to become teachers 2. Developing those teachers into effective instructors 3. Ensuring that the system is able to deliver the best possible instruction for every child It is the second theme that is such a strong focus for highly performing schools. The Organisation for Economic Co-operation and Development (OECD) has found that at least 100 hours of professional learning per teacher is carried out in these schools and systems. In nearly 20 years as a principal and headmaster in Australia, Canada, the US and now Malaysia, I have seen the complete revolution of professional learning for teachers. In the mid-1990s, one either went off-site to attend a conference or a course

Professional development is the key to the success of both students and teachers, says Stuart Walker, Principal, Garden International School

or we brought an ‘expert’ in to provide the panacea for all our problems. Today such simplistic ‘solutions’ appear anachronistic. Top performing schools are relentless in their focus on improving instruction in their classrooms. To do so requires several things to happen: teachers need to become aware of their specific weaknesses in practice, teachers need to gain an insight into best practices and need the motivation and opportunity to bring about change.

“Effective professional review and learning systems that are predicated on teacher improvement are critical to improving instruction.” One of the challenges of improving instruction is that, unlike other professions where individuals operate in teams to improve performance and create solutions, in schools teachers have, in the main, operated individually behind closed doors. Today, at schools like Garden International School, effective professional review and learning systems that are predicated on teacher improvement are critical to improving instruction. Teachers regularly have not only supervisors but also colleagues and mentors coming into their classroom to evaluate the learning that is taking place. One example of the changes in the delivery of professional learning is providing the internal opportunities for teaching colleagues to have conversations about their development.

May-June 2014

Teachers who are ‘experts’ in their fields or specific applications of teaching run ‘Professional Learning Courses’ in the afternoons which are signed up to by their colleagues in line with their individual needs. All the evidence points to effective learning being contextual and timely. These courses do not lecture others but engage colleagues in current research and learning, share best practice and explore how it can be implemented in their lessons. This is generally done over a three-month period; the group then reconvenes to share what went well, what wasn’t as effective and work with a colleague to try out some new techniques. These courses have had a significant effect in improving instruction within GIS. The world in which the children of today will graduate is so different to that of only a decade ago. And yet the teaching profession has, in the past, been slow to adapt to change and reforming itself towards improving the outcomes of students. The practice of highly performing schools in the professional development of its teachers has shown the significant impact these changes have had on the learning outcomes of students and thereby enabling them to achieve their dreams wherever in the world their imagination leads them. Established in 1951, Garden International School (GIS) is the largest private, co-educational, international school in Malaysia and is accredited by the Council of International Schools. GIS provides education to expatriate and local children from three campuses: Main campus: Bukit Kiara, (Kuala Lumpur); Early Years Centre: Desa Sri Hartamas, (Kuala Lumpur); Kuantan campus on the East Coast of Malaysia. GIS bases its curriculum on the National Curriculum of England with modifications designed to meet the needs of international students.

www.gardenschool.edu.my

Cover Story

All About Talent M

alaysia has a strong talent pool as evidenced by the competitiveness of the countryâ&#x20AC;&#x2122;s key sectors. Malaysia also remains a demographically young nation, providing a pipeline of young talent to support new investments and growth. To further support investment growth and economic transformation, the Government will continue to enhance public private partnerships focused on enhancing availability of talent needed by industry. Established in January 2011, Talent Corporation Malaysia Berhad (TalentCorp) addresses the issue of talent availability for the Economic Transformation Programme (ETP) by partnering with leading organisations in driving initiatives targeted at optimising on Malaysian talent in Malaysia, Malaysian talent abroad, and foreign expatriate talent. In 2013, the focus was on the pipeline of young Malaysian talent, particularly local undergraduates, working with leading Malaysian employers in priority sectors to raise career awareness and enhance the transition from school-to-work. Raising awareness of fast growing sectors and job areas in high demand was an industry-led effort in collaboration with TalentCorp reaching out to Malaysian public and private universities through career fairs, roadshows, and providing content through online platforms, print media and physical outreach. With a view to developing industry-ready graduates, in 2013 TalentCorp provided tax incentives on expenses incurred by companies, in hosting more than 10,000 undergraduates for structured internships and co-funded with industry training programmes for more than 6,000 fresh graduates. Training programmes included upskilling graduates in line with talent needs of investors moving up the value chain, such as developing R&D competencies. Through the STAR programme, the Government has made available Government-funded graduate scholars to serve their bond of service by working in the private sector with leading investor companies in Malaysia. This enables private sector investors to leverage on Malaysiaâ&#x20AC;&#x2122;s best, brightest young talent. Initiatives to attract Malaysians abroad in 2013 included International Outreach and Engagement sessions supported by Virtual Career Fairs. These targeted Malaysian professionals and students based abroad to raise awareness of economic developments and promote job opportunities in Malaysia. Over the course of 2013, TalentCorp travelled with more than 100 employers covering more than 15 countries in engaging Malaysians abroad, through a combination of general career fairs for graduates and targeted sector-focused outreach to professionals, such as in Oil & Gas and Healthcare.

Efforts by employers to attract back experienced Malaysians abroad are further supported through incentives and facilities under the Returning Expert Programme (REP). TalentCorp also collaborated with industry to better facilitate the entry and retention of top foreign talent, particularly in areas of critical skill gaps.

The Residence Pass â&#x20AC;&#x201C; Talent (RP-T), managed by TalentCorp allows top talent to live and work in Malaysia for 10 years. Expatriate facilitation continues to be enhanced through the launch in 2013 by Immigration Department of an Expatriate Services Division and the introduction of Multiple Entry Visa (MEV) for investors. www.talentcorp.com

May-June 2014

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Cover Story

Engineering The Future N

urturing talent is a large and crucial component of success to businesses. As such, InvestKL works closely with various universities and recruitment agencies to assist large MNCs tap into the talent pool to ensure that the right talent is placed with the right organisation, as well as help with talent planning. A range of tertiary institutions in Malaysia offer a variety of courses, from civil engineering to nanotechnology. Malaysia scontinues to attract high-technology industries and InvestKL says this means that investors can be confident of sourcing a supply of engineers here. Yong Niam Pyng, Southeast Asia’s Head of Remote Operating Centre, Linde Gas Asia, says, “Fresh graduates in chemical engineering whom we have hired from local universities have good communication skills and the necessary technical knowledge.” InvestKL reports that private and public colleges and universities have placed great emphasis on engineering courses, where graduates are equipped with a balance of theory and practical knowledge. With 16,842 engineering graduates in 2012, nearly a third (5,614) studied in the Greater Kuala Lumpur area. The Board of Engineers Malaysia has 83,000 registered members, with the following breakdown for its top three groups: • • •

Civil engineers – 32,000 Mechanical engineers – 19,000 Electrical engineers – 15,000

According to Hafeiz Hassan, General Manager of Strand Aerospace Malaysia, “The syllabus for foreign and local institutions of higher learning is largely similar. Currently, 60 percent of our hires are local graduates from schools such as UniKL MIAT and Universiti Teknologi Malaysia. They have shown hunger to develop and are more than willing to put in the hours. With the increase in demand over the last few years, we have been able to provide our people with the right exposure to enhance their skills.” InvestKL also works with firms to offer employees the chance to incubate their talent via the Technology Specialist in Specific Domain Expertise (TeSSDE) programme, a talent development programme.

www.investkl.gov.my 20

May-June 2014

Acquiring Talent: Down To Experience Evan Ho is Principal Engineer and Regional Manager Malaysia for Tony Gee and Partners. Currently involved on the KVMRT Line 1 Project, he has experienced the world of work both here and in the UK. He tells of how he came to be a “Returning Malaysian.”

n and off, I have stayed in the UK for more than 15 years. I studied for my A-levels in Shrewsbury and took my Bachelor’s degree in Cardiff before coming back to KL for work. The Asian financial crisis put a hold on my career and I became a full-time athlete in fencing funded by the Malaysia National Sports Council instead! A few years down the line, I restarted my engineering career and realised there was a big gap in local expertise. My quest to further my knowledge then led me to take a sabbatical to pursue a post-graduate Masters Degree in the UK. It was by chance that my future employer, Tony Gee and Partners, was situated down the road from my campus. I subsequently ended up working in the UK for the next 8 years. Personally, I do not believe there is a ‘talented’ engineer but rather a sound and experienced one. This can only be achieved through proper training and guidance. With Tony Gee and Partners being a multi award-winning international consulting company, I was fortunate

to be involved in large-scale, technically challenging bridges and building projects in the Middle East, Asia and UK. And being a quintessential British company, I was nurtured and developed to become an independent, well-rounded and experienced engineer. When the firm decided to open a design office in Malaysia, I was offered the opportunity to come and set up the operation. A key stepping stone in my career, I jumped at the chance. It was also a way for me to contribute my expertise to the major development planned for this region. The promise of warm weather and the attractive incentives under the TalentCorp Returning Expert Programme just tipped the balance! The biggest difference between working here and the UK is still the skills shortage – it has been very difficult to recruit staff with the required acumen for the business. Work aside, I haven’t returned to my fencing recently but I would definitely like to pick up where I left off and inspire the young generation in this highly disciplined sport.”

Cover Story

Talent Management For The Bottom Line “The development

Improving the business bottom line through talent management is being championed by Amcorp with two professional development programmes.

programmes are important vehicles for building a sustainable high potential

n recent years, there has been growing emphasis and focus on Talent Management at Amcorp Group Berhad. This focus is a strategic initiative to improve business bottom line, to stay ahead of the competition and ultimately to help the organisation achieve its strategic goals. Talent Management simply refers to the organisation’s commitment to recruit, develop and retain high potential employees. Amcorp operates two unique schemes as part of its Talent Management initiatives. Both launched in 2011, the Amcorp Executive Development Programme and the Amcorp Study Grant are important vehicles for building a sustainable high potential talent pipeline for the company.

talent pipeline.”

On completion of the first year of the EDP Programme, participants are rewarded with a tablet. Sheryn Cho (left), Special Projects Manager, Amcorp Group HR, with EDP trainee Jessica D’Cruz. ous business functions and industries of the Group via job rotation. This provides trainees with a platform to experience multidimensional learning. In addition, each trainee is assigned a mentor to guide and motivate them through the Programme.

ASG recipient Tay Chia Cheng (right) at the signing ceremony

The Amcorp Executive Development Programme (or EDP) is a 24-month talent development programme designed to attract outstanding young graduates and develop them into future leaders of the Group. Specifically targeted to those with excellent academic and co-curriculum achievements from reputable universities and colleges, the EDP not only provides trainees with the opportunity to pursue a challenging career within the Amcorp Group but also leads them along a structured learning path. One of the features of the EDP is the opportunity for trainees to be exposed to vari-

The EDP emphasises holistic and inclusive development of the trainees. Its approach to engage participants in a wide variety of activities, whether it is professional training, singing lessons or a game of golf, is aimed at nurturing the intellec-

The Amcorp Study Grant (ASG) on the other hand is a scholarship programme established in collaboration with Yayasan Azman Hashim (a non-profit organisation), providing financial assistance to deserving high achieving students to pursue the ACCA (Association of Chartered Certified Accountants) qualification locally. The sponsorship, comprising of part-grant (RM 50,000) and part-loan (RM 20,000), will cover tuition, examination fees and cost of living for the students. As recipients of the ASG, the students are required to complete the ACCA examinations within a 3-year period. Upon graduation, they are given priority to serve with Amcorp. This is an added advantage to the ASG recipients as Amcorp is an ACCA Approved Employer - Professional Development Award and an ACCA Approved Employer – Trainee Development, Platinum Level Award. Working with Amcorp provides ASG recipients with the necessary training and guidance nurturing them to become successful professionals in the industry. Amcorp is eagerly awaiting the first batch of the ASG recipients to complete their exams and join Amcorp’s talent force in 2014.

tual, social and physical growth of the trainees, ultimately moulding all-rounders to become the future leadership of the organisation. The EDP has received positive feedback from management and trainees alike.

www

Trainees and mentors at a golf training session

May-June 2014

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Cover Story “The majority of CFOs are looking to recruit finance professionals with a breadth and depth of expertise and a balanced set of capabilities who can add value to the business.” The key skills and knowledge desired by finance leaders are listed in the chart below. Clearly, the story of today’s finance function, and the function in the future, is a broader set of responsibilities and the need for balanced capability. The environment in which finance professionals now work requires them to bring a broader range of finance skills to the table. Finance functions have to be excellent in

We have also increased content on developments in Islamic Finance, a field in which Malaysia is a global champion. More recently, ACCA also announced that Integrated Reporting <IR> will be introduced into the qualifications which will be examinable from December 2014. This addition followed the launch of the <IR> framework by the International Integrated Reporting Council in December last year. Beyond the syllabus updates, ACCA’s latest innovation comes in the form of a sponsorship of a massive online open course (MOOC) with FutureLearn. ACCA is the first professional accountancy body to sponsor a MOOC on the social learning platform, leading to professional recognition.

By Jennifer Lopez, Country Head, ACCA Malaysia

ecently, ACCA (Association of Chartered Certified Accountants) surveyed nearly 500 CFOs, Finance Directors and other senior finance decision makers in Malaysia, UK, UAE, Russia and China, asking them a series of questions about what was important to them when it comes to appointing newly qualified accountants; what gives them confidence in their new hires; and what skills enable them to grow their business, particularly since the global financial crisis. Research showed that the vast majority of CFOs looking to appoint new staff for their businesses believe it is important for each potential employee to have both a breadth and depth of finance expertise and skills.

a wide range of capabilities, from supporting businesses to managing risk, developing effective strategies for growth, driving financial insight, continuing to maintain appropriate levels of control across the organisation, as well as ensuring its statutory and regulatory responsibilities are met. For this reason, employers are hungry to recruit finance professionals who can contribute value to the business. Improvements have recently been made to the ACCA Qualification to ensure newly qualified members have the skills and knowledge to be complete finance professionals. The ACCA syllabus has been updated to focus on governance, risk, ethics and sustainable management accounting.

Financial management

Professionalism & ethics

Corporate reporting

Sustainable management accounting

Governance risk & control

Strategy & innovation

Leadership & management

Audit & assurance

Law & taxation Stakeholder relationship management

17 20

32 Essential

May-June 2014

Not necessary to understand

The first MOOC to launch as a result of this collaboration will be called Discovering Business in Society, developed in partnership with the University of Exeter. Launching on in September 2014, the course is aimed at anyone interested in learning the principles of business, including prospective undergraduate students, working professionals without a background in business and anyone interested in entering the finance profession and seeking a route to ACCA membership. Details are on www.futurelearn.com/courses. The course will receive professional accreditation from ACCA, granting exemption from paper F1 (Accountant in Business) of the ACCA Qualification. This will provide those learners who fully participate and pass the associated exam with the opportunity to continue on a journey to ACCA membership and a rewarding career in finance. As the global body for professional accountants, we have led innovation in the profession, starting computer-based exams way back in 1998. Access to the accountancy profession is important to ACCA; one of our core values is that of opportunity – enabling those with ability to become a finance professional, with or without a degree. Ultimately, the motivation behind our continued dedication to be industry-relevant and innovative is our desire to ensure that ACCA students and members are at the forefront of good practice. In this way, we can be confident that ACCA members are complete finance professionals, equipped with skills and knowledge to thrive in the emerging business context and continue to be in high demand around the world.

www.accaglobal.com

Getting Engaged All managers have been through it: the moment a key employee resigns. That person is most likely joining a competitor and with their departure, your firm has lost not only that person’s experience and skills but a whole lot more. Engaging better with employees can help stem the flow.

he effects of frequent talent loss are significant. Work flow is disrupted, colleagues may become unsettled, productivity drops, margins will be affected. If the trend is a recurring theme, it will cause long-term damage to the firm. And in Malaysia, with turnover of staff reportedly as high as 45 percent – or even higher in some sectors such as F&B – there is much work to be done. Such high turnover comes with significant costs attached.

For a middle manager, that cost can be 150 percent of annual salary and for a specialised individual as much as 400 percent. So for someone on $15,000 a month, the true cost of replacing them will be $270,000. But it doesn’t have to be this way. With better employee engagement, firms can improve commitment, resulting in higher productivity and better financial performance. Ana Garcia de Baranano (pictured), Vice President of Employee Relations Consulting at Archer Bahari, says firms which value employees as an important asset through proper engagement can dramatically impact the corporate culture and therefore performance.

Defining Engagement So what is employee engagement? Just because someone is happy at work that doesn’t necessarily mean they are working hard, productively on behalf of the organisation. These employees have “checked out,” sleepwalking through their workday and putting in time – but not passion. Employee engagement doesn’t mean employee satisfaction either. Many companies have “employee satisfaction” surveys and executives talk about “employee satisfaction”, but the bar is set too low. A satisfied employee might show up for the daily 9-to-5 without complaint. But that same “satisfied” employee might not go the extra effort on their own. Worse still are the employees who are actively disengaged. These employees are busy acting out their unhappiness, undermining what their engaged co-workers are trying to accomplish.

Employee engagement is the emotional commitment the employee has to the organisation and its goals. Engaged organisations have strong and authentic values, with clear evidence of trust and fairness based on mutual respect, where two-way promises and commitments – between employers and staff – are understood, and are fulfilled. Engaged employees believe that they can make a difference in the organisations they work for. Engaged employees lead to better business outcomes. In fact, according to industry research, companies with engaged workers demonstrate 6 percent higher nett profit margins, and five times higher shareholder returns over five years.

fort, not as an ‘add on’, but as an integral part of their daily activity at work.” The first step is to make a proper diagnosis. “High turnover of staff is merely a symptom. What is important is to understand is the reason behind the symptom, otherwise the injury won’t heal.” This is usually conducted using a tailor-made employee survey. “It’s essential that this type of survey is well-designed and incorporates the right questions, otherwise it’s not possible to get to the root of the problems.”

“Highly engaged employees

Following diagnosis and analysis of the results, a programme with recommended engagement initiatives can be implemented.

believe they can make a

Holistic Approach

positive difference in the

The type of engagement initiative will vary but it all starts with good internal communications. “Communicating with staff and sharing company objectives, progress updates, successes, failures – all this is an essential part of showing respect for employees, encouraging their feedback and valuing their input.”

organisations where they work - whether to the quality of products, to customer service, or to costs.” Working with employers to help them better understand their workforce and alongside HR managers and leaders, it is possible to identify the real issues in the business as to why people underperform. “We can determine why people are are unhappy or lack motivation and as a result resign and take their expertise elsewhere.” Building a highly engaged workforce takes combination of many things, each impacting people in different ways. “With the influx of younger workers and the proliferation of technology at work, the whole environment has to be more flexible and transparent.” Although improved performance and productivity is at the heart of engagement, it cannot be achieved by a mechanistic approach which tries to extract discretionary effort by manipulating employees’ commitment and emotions. “Engaged employees freely and willingly give discretionary ef-

A system for mentoring employees is also very important, helping them to develop to their full potential. An engaged employee experiences a blend of job satisfaction, organisational commitment, job involvement and feelings of empowerment. Ana emphasises that the solution will be custom-designed for each individual firm. “Yes there may be similarities in the reasons behind why people leave one company or another, but the culture of those companies is unique and therefore the way they engage with their employees needs to be so too.” She also stresses that there is no magic wand that suddenly transforms the culture of an organisation overnight. “It’s a gradual process, with phased implementation of new initiatives. It’s about behaviour change and requires full commitment from management, along with regular reviews.

www.archerbahari.com

May-June 2014

Cover Story

hile the tourism industry may sometimes be perceived as male-dominated, since opening its doors in June 2005, the Kuala Lumpur Convention Centre has practised a flat corporate structure to facilitate career advancement and development opportunities regardless of gender. According to Alan Pryor, the Centre’s General Manager, “Developing people has always been one of the Centre’s main objectives. We constantly strive to be the ‘Employer of Choice’ so our team members want to remain with us for the long term. A flat corporate structure means there is no glass ceiling to prevent anyone, provided they have the right attributes, from moving up the ladder.” “At present, out of 318 team members in middle to top management positions, we have 113 women on board - or 36 percent.Many of them have worked their way to where they are today. “We take great pride in the achievements of all our employees and recognise their contribution to the Centre’s success. Finding and then retaining the right talent is key for an organisation such as ours and as such we strive to create an open corporate culture for both male and female team members.” Security Executive Natalie Ann Xavier is one of these successes. Joining the Centre’s Security Department as a security officer in 2005 and in a field that was relatively new to her, she says, “The superior knowledge of my more experienced male colleagues at the time was a bit intimidating but this just made me persevere and work even harder. In 2010, I was promoted to became the Centre’s first female security supervisor.”

Natalie was recently awarded Best Employee of the Year Award for 2013 (Facilities Division) for her performance. For Tiffany Chung, Floor Manager – Exhibitions, she believes that “Women can break into any industry; be it male-dominated or not, as long as they are willing to work hard to meet their goals.” With nine years in the exhibitions sector, Tiffany says that when it comes to managing her team (who are mostly male), it is important to earn their trust and respect. “One way is to let them know I am always behind them in times of need, to provide support and backup. I also like to assure them that their welfare is taken care of and they can come to me for advice and guidance at any time.” Joining the Centre in November 2008 as Assistant Manager for Safety, Health and Environment (SHE), Rasima Abdul Rashid was promoted to SHE Manager in 2011. Tasked with providing professional advice on all matters pertaining to SHE and ensuring that all clients understand and adhere by the Centre’s SHE regulations, Rasima said her most memorable moment to date was when, in 2009, she was assigned the responsibility of obtaining ISO14000 (environment management systems and standards) certification. “This was the ideal opportunity to prove myself and although it meant long hours and hard work, I committed myself to the undertaking wholeheartedly.” In February 2010, the Centre was duly certified and her efforts were acknowledged by the Centre when she was presented ‘Best Employee of the Year 2010 (Facilities Division)’.

www.klccconventioncentre.com

Talent Trends A

ccording to Hays Malaysia, foreign and Malaysian banks are looking to recruit local accountancy & finance professionals, creating strong demand for Malaysian talent. Traditionally senior roles in financial shared service centres have gone to those within global businesses from overseas, says Chris Mead, Regional Director of Hays in Malaysia & Singapore. “Companies are now looking to recruit these professionals locally as shared service centre operations continue to grow throughout Malaysia. We are also seeing a shortage of CFOs. Malaysian businesses are looking for local talent to improve productivity and commercial Finance Managers are needed to fill the skills gap. Locally based Financial Controllers with multinational experience are in demand, especially from FMCG and light manufacturing organisations. There is currently a shortage of available talent as companies typically have a solid retention plan in place to keep candidates at this level. In banking we are also seeing demand for candidates with expertise in specific asset classes such as derivatives, private equity, foreign exchange and fixed income.”

www.hays.com.my

Women At Work 24

May-June 2014

Cover Story

Leading The Way The Programme consists of unique one-to-one mentoring sessions, where each participant is paired with an experienced mentor. Participants receive practical, personal and confidential guidance and support. The Programme also provides the participants with networking opportunities. More information at: www.icaew.com/qualificationsand-programmes/leadership-development/women-inleadership

s Malaysia works towards its goal of being a high income nation by 2020, greater emphasis is being placed on the role women can play in its economic transformation programme. In 2012, Malaysia’s female labour participation rate stood at 49.5 percent, lower than most countries in the Asean region. There was a significant improvement in 2013 with a 2.9 percent jump to 52.4 percent. By next year, the aim is to increase this to 55 percent, and in decision-making positions to 30 percent by 2016. The figure is currently just 24 percent. As part of this campaign, ICAEW (Institute of Chartered Accountants England & Wales) joined forces with TalentCorp recently to launch its Women in Leadership Programme. The eight-month programme will see participants paired with current successful corporate leaders, a panel which includes Selvarany Rasiah, Chief Regulatory Officer of Bursa Malaysia and Nora Manaf, Senior Executive VicePresident & Group Chief Human Capital Officer at Malayan Banking Bhd. Elements such as strength development workshops and peer learning groups are incorporated into the Programme, with

a view to helping participants gain greater self-awareness and confidence in their leadership skills. Ultimately, this will facilitate more females rising to top positions in corporate Malaysia. Speaking at the launch, Datuk Seri Idris Jala, Minister in The Prime Minister’s Department and CEO of PEMANDU, emphasised that female participation is not merely a matter of figures but a necessary component in nation development. On the big picture level, corporate Malaysia is moving in the right direction. Since 2011, there has been an upward trend in the number of females at board level. From 7.7 percent participation in 2011, the figure rose to 8.6 percent in 2013. In the first three months of 2014, Bursa also announced 22 new women appointments at board level. “More women in leadership is not just about government targets, it’s also vital for business,” said ICAEW’s Commercial Executive Director Sharron Gunn. “Research shows that companies with better gender diversity perform better – perhaps because they have a diversity of opinions and may challenge the status quo; perhaps because they reflect the wider world and their con¬sumer base more effectively; or simply because companies who are looking for the most talented people take on more women.” Having successful female mentors as part of the programme is powerful as they have conquered the odds and can effectively show female mentees what is possible.

Leadership Mentors Alisa Choong IT Country Manager, Shell Malaysia Azlin Arshad Group CEO, ECM Libra Chin Suit Fang Markets Leader, PwC Datin Joan Hoi Director, Zurich Insurance Datin Maznah Mahbob CEO, AmInvest Dato’ Yasmin Mahmood Executive Director, YTL Communications Elizabeth Lee Senior Executive Director, Sunway Education & Sunway University Fatimah Merican Former VP & Director, ExxonMobil Habibah Abdul Former Partner, Ernst & Young Lim Kit Wan Country Director, Billy Kueek International Nor Rejina Abdul Rahim MD & Deputy Regional Head of Marketing, Nomura Asset Management Nora Manaf Senior EVP, Group Chief Human Capital Officer, Malayan Banking Raja Teh Maimunah MD/CEO, Hong Leong Islamic Bank Roshan Thiran Founder & CEO, Leaderonomics Selvarany Rasiah Chief Regulatory Officer, Bursa Malaysia Shareen Ooi Group Chief Marketing Officer, Media Prima Vimala Menon Chairman of Board Audit Committee, Petronas Chemicals Group, Petronas Dagangan and Cycle & Carriage

May-June 2014

Cover Story

Investing In Talent: Pipeline To The Future Building home-grown talent with key development programmes is a major component of Standard Chartered Bankâ&#x20AC;&#x2122;s drive to develop a pipeline of ready-made talent to meet future growth demands. Manindra Shrestha, Country Head, Talent Acquisition, Human Resources, explains.

ith the growth that Standard Chartered Bank has seen over the past few years and its aspiration to be the worldâ&#x20AC;&#x2122;s leading international bank across Asia, Africa and the Middle East, one of the key priorities for several years has been to massively multiply its leadership capabilities. At the heart of this lies our talent strategy, which targets internal as well as external talent. Over the last few years, Standard Chartered Bank has hired an average of 20,000 individuals globally and 500 in Malaysia. The strategy has been a combination of building home-grown talent and acquiring from the market (professional hires). The Bank continues to invest in young talent. In addition to graduate hires for entry level jobs, the Bank has developed structured programmes to recruit and train Malaysian graduates fresh out of college both locally and internationally. Fast Track (FT) and International Graduate (IG) are two such programmes currently available. The FT Programme primarily focuses on producing junior talent for the retail banking business. The programme is broken down into two streams to cater to all pipeline purposes. The Relationship Manager (RM) stream is specifically designed to build the critical RM pipeline. The non-RM (Generalist) stream, which is shorter, is designed to select candidates with a good level of general capa-

22 26 82

Fast Track

International Graduate

Internships

Number of individuals recruited into talent development programes and internships over last 3 years.

May-June 2014

bility and provide a rounded development experience across the retail banking functions. In essence therefore it is a single programme with two development tracks. The programme consists of a six months rotation for both the RMs and the Generalists. The RMs complete a stretch rotation in a sales or sales manager role and graduate after a further 6â&#x20AC;&#x201C;12 months in this role depending on individual performance. The Generalists must complete the first three mandatory rotations within six months and then complete another sixmonth development track to global standards before being deployed into any role in the business (except an RM role). In Malaysia, 22 FT candidates have been hired in the last three years. The second initiative, the International Graduate (IG) Programme, was conceived to develop a medium-to-long term pipeline of diverse, high-potential talent. The programme is structured to provide the IGs with a broad-based experience in aspects of retail and corporate banking, including Credit Risk, Operations, Product Development and Frontline Sales & Service. There is also a development support structure in place for the IGs post-programme, providing ongoing career development support to enable these individuals to take on leadership roles over the years. A total of 26 IGs have been hired in the 3 three years. Both programmes are centrally managed and locally implemented, and operate the same way in every market. Additionally, in the last two years the Bank has supported 82 structured internships. These internships also serve as a feeder to the graduate programmes, programmes which are aligned to global standards to help build international talent across the 70 countries where the Bank operates. Standard Chartered Bank Malaysia also participates in the financial sector talent

enrichment programme (FSTEP) to support graduates in jumpstarting their careers. This is an industry-driven initiative, which provides an intensive one-year training programme that is managed by the Institute of Bankers Malaysia, with participation of various banks and insurance companies. The objective is to address the shortage of entry-level executives and to nurture a pool of new talent to meet the needs of the Malaysian financial services industry. In the last two years, Standard Chartered has supported 19 trainees in this programme. Apart from investing in fresh graduates, the Bank has also strengthened the talent development of its existing employees. The central HR team with the help of country HR teams drive initiatives to support individuals identified across geographic regions. Every year, employees who demonstrate high calibre skills and outstanding performance are identified and offered development opportunities. These include webinars, networking sessions with leaders across the globe and action learning projects. These sessions allow these individuals to work on projects to increase their functional knowledge, coaching sessions on behaviour skills to enhance their collaboration aptitude, and assignments to provide critical experience. This, along with succession planning initiatives, ensures leadership roles in the country have a ready pipeline of successors clearly identified and already groomed.

www.sc.com

Cover Story

Home-Grown Talent With many of its brightest students going abroad to school each year, retention of this core talent is an issue for Malaysia. So often, these students don't return home after their studies resulting in a severe brain drain across all industry sectors for the country. Tan Sri Tony Fernandes, CEO of AirAsia Group, shares some insights on the subject.

“

I can personally testify to this. Being educated abroad at Epsom College, UK and continuing my tertiary studies and initial career overseas after that, I could have easily chosen to remain abroad, if not for the love of my country which eventually brought me back to Malaysia. The retention of our homegrown talent should always remain a priority for Malaysia; local corporate organisations must play a part in this initiative and, as homegrown leader myself, I have always recognised the importance of having Malaysian talent impacting all my business interests, with Malaysians leading the many respective organisations that I am a part of.” This belief has been a key factor in the determination to set up Epsom College in Malaysia. The new facility, which is part of KL Education City hub at Bandar Enstek just outside the city, will offer Malaysian children a top quality British education right on their doorstep. Boasting 150 years of UK heritage, the College follows the Cambridge International Examination (CIE) syllabus and aims to mirror the academic excellence of Epsom College in the UK. “Being able to study at a school with such a renowned reputation and on home soil will inspire young Malaysians to greater heights, in academia, sports and the arts, as well moulding them into responsible and active citizens,” says Fernandes, who is also Chairman of the Board of Governors at Epsom. Like its sister college in the UK, Epsom College in Malaysia will not only stress academic excellence but an all-round holistic co-curriculum to maximise students’ full potential. These subjects include arts, mu-

EPSOM COLLEGE IN MALAYSIA

sic, dance, theatre and an extensive number of sports activities. Epsom College Malaysia Headmaster Martin George says, “The college has allocated RM1 million for books and digital resources for 2014 alone. Together with Wi-Fi capability, this will be the perfect working and research environment for our students.” In March, the College launched its Dare to Dream series, a unique programme which encompasses a series of engaging and inspirational talks by world-class professionals. “Too many of our Malaysians have had to go abroad for quality schooling and careers. It’s time for us to provide a solution. The setting up of a prestigious British School such as Epsom College in Malaysia will go along way to helping retain our best minds and talents in this country, for this country,” says Fernandes.

• Outstanding Facilities: 50 acres of sports fields, hard courts, 600-seat theatre, 300 recital hall, 20 music practice rooms, 18 science labs and many other facilities for an extensive range of sports and arts. • Fully qualified and experienced British staff who have a passion for their subject and the phase in which they teach. • Fulfilling and active programme ensuring there is time for all students to participate in co-curricular clubs and sports every day. • Opportunities for all to find and develop their talents whether in rugby, pottery, debating, athletics, squash, orchestra etc. • Pastoral care based around the unique House system which provides daily support, care and guidance for all students to 18 years. www.epsomcollege.edu.my

May-June 2014

Cover Story A major shift is taking place in higher educuation as students and their parents become increasingly interested in employability beyond university study. Professor David Greenaway of University of Nottingham explores what this means for tertiary education professionals.

The Global Graduate T

en years ago it was rare – almost unheard of – to be asked about employability by prospective students. And yet in the last couple of years it has become one of the most commonly-heard questions at Open Days. This change underlines a major shift in higher education, as students and their parents become increasingly interested in post-university career options. But we are already seeing another shift in perspective. Today’s students are starting to look beyond employability in the UK and widen their horizons – to the global stage. The world continues to become much more globalised and it will be graduates with an international angle to their CV who will be best placed to reap the benefits.

Whether by spending a semester at a foreign university, studying at the overseas campus of a UK university, interning with an international company or taking part in an open online course, it is this global perspective that can really set students apart from their peers. These things are not in any sense substitutes for the intellectual experience of three or four years at University, where extraordinary personal development takes place. First and foremost, being an under-

May-June 2014

graduate is about that intellectual journey. That is a given. But universities need to recognise that we must do the best we possibly can – not just in enriching students intellectually, but in preparing them for whatever they do next. It would be negligence if we ignored that, if we said all that mattered was that they got this fantastic experience for three or four years in an ivory tower, and pretended that somehow it’s disconnected from everything beyond the boundaries of the campus.

“One key differentiator is among those candidates who have spent time overseas - it tells a potential employer that they are adaptable, they can take a risk, and that at a young age they can thrive abroad.” As each new cohort of students look forward to embarking on their journey into higher education, many are looking for whatever will give them an edge in the employment market when they graduate. Students have always had some intuition about this, but it’s now right at the forefront of their minds.

So it’s really important we develop aptitudes, values, skills, that make students more rounded people and more employable – communication skills, situational awareness skills, relationship-building skills, and so on. The global dimension is taking this to the next level. If there is an opportunity for personal development to take place alongside immersion in another culture, that is going to be terrifically enriching, wherever it happens. As globalisation continues apace, that experience is going to become more and more important. At the University of Nottingham we are very fortunate to have two well-established overseas campuses, in Malaysia and China, where students can study for a University of Nottingham degree. We were the first British university to be granted permission to establish a campus overseas, in Malaysia, in 2000; and the first Sino-foreign University set up in China in 2004. Between them, these two campuses are now home to 11,000 of our students and offer tremendous opportunities for UKbased students to get out into the world and experience another culture. The success of this approach is reflected in the increasing popularity of overseas cam-

Cover Story

Teachers Without Borders A passion for quality teaching led to the setting up of an educational recruitment agency in the UK which has since opened an international branch in Malaysia. The OBNI team speaks with STC Founder Susan Moore to learn more about the firm’s plans and the challenges ahead. What prompted you to set up STC?

puses among our peer institutions in the UK and others around the world. I also believe it’s one of the reasons Nottingham is so popular with leading graduate employers. People like Mark Ovenden, MD of Ford Europe, and Neil Morris, Vice-President at BP, report that their companies receive job applications from literally thousands of very good candidates. One real differentiator is those individuals who have spent time overseas because it tells a potential employer some very important things – that they are adaptable, they can take a risk, that at quite a tender age they can live and work successfully in another country. And that’s important to Ford, BP, and many other big players, because they are global companies. BP funds an elite scholars programme with Nottingham that recently sent a dozen of our students to the Malaysia campus for six months. Neil Morris met them twice – before they left the UK, and whilst they were in Malaysia. He couldn’t believe the positive change in them: he said it was like meeting 12 different people. That’s how transformational the global experience can be – and why it is so valuable in preparing tomorrow’s graduates for a rapidly globalising world. With its open door policy and a long tradition of Malaysian students going overseas to study, Malaysia is at the forefront of the internationalisation and playing a key role in developing global graduates who will be leaders in shaping the knowledge-based economy. Professor David Greenaway is ViceChancellor of the University of Nottingham and a Member of the UK Government's Asia Task Force. University of Nottingham has 42,000 students and is one of the most popular universities among graduate employers. It is ranked in the World’s Top 75 universities by the QS World University Rankings.

www.nottingham.edu.my

As a former teacher, I wanted to reflect my vision of how a professional educational recruitment agency should be run. My 25 years' experience at the 'chalk-face', as a full-time and part-time supply teacher gave me a unique insight into exactly what was required from this type of business. My determination to provide the best possible service to all schools and teaching staff has proved invaluable in establishing our growing reputation both at home and abroad. Established in February 2002, we specialise in helping schools and colleges recruit English speaking personnel, providing solutions that are tailored to each client’s exact requirements. Our commitment to educational recruitment is unquestionable and we were one of the first agencies in the UK to receive Department for Education (DFE) Quality Mark status in 2003.

What makes STC different? Having spent my formative years in both West Africa and Fiji where my father was a civil engineer and coming from a long line of teachers and educationalists, my expertise and knowledge of the business gives me a much deeper insight into the wants and needs of both clients and candidates. This genuine understanding of both perspectives is what differentiates us.

What was the turning point for you to expand overseas? Why Malaysia? In early 2012, STC was approached by a number of schools in the Middle East and China to help with their recruitment needs. After a successful recruitment drive, we realised there was a ready market internationally for our services. We then learned of the preliminary report for the Malaysian Government’s Education Blueprint - 2013 to 2025 - where we discovered that spoken and written English was to be officially designated as the country’s second language with all children required to learn to read and write English. It was at this time that we approached the UKTI, and after attending a number of meetings and marketing courses, were able to commission an Overseas Market Introductory Service (OMIS) with them to help us identify growing markets in Southeast Asia.

The advice we received from the UKTI was first-rate. We arranged our first visit to KL in March 2013 where we attended a series of meetings with key decision makers from schools, universities and other educational establishments. Everyone we met agreed that the services of a specialist educational recruitment agency such as STC would be a great asset to schools in Malaysia, especially if we had a local presence. Following that, the UKTI put us touch with the BMCC as part of the Overseas Business Network Initiative (OBNI) where the team were very helpful with advice on setting up, establishing contacts and looking at a formal launch. We have now opened a Representative Office in KL and continue to recruit native English speakers for a number of large educational establishments in the region.

What challenges have you faced? The biggest challenge initially was to make the decision to expand overseas, a decision that was not taken lightly; we had little knowledge of the local market and no real contacts. Everything changed once we arrived in the country and set about building contacts with the help of UKTI and BMCC.

What are the niche skills required for Malasysia to achieve the vision it has set in the Education Blueprint? The Blueprint uses the National Education Philosophy vision of a balanced education as its foundation where there is a strong emphasis on not only the importance of knowledge but also on developing critical, creative and innovative thinking and leadership skills. In order to achieve this vision, Malaysia needs its teachers to have the competencies to deliver these core skills to pupils. The journey begins with teachers. STC’s skills and talents lie in having empathy and a deep understanding of whole educational recruitment process in both the UK and in the International arena. We focus on ensuring that all the candidates we recruit embody the skills to be versatile, adaptable, critical, innovative and passionate and bring these to schools, colleges and other education establishments throughout Malaysia. See Page 35 for contact details. Continued On Page 23 www.stcconsortium.co.uk

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Cover Story

English Medium Schools - Selected Countries Country

2000

Now

Students

Fee Value

Malaysia

122

47,940

$480 m

Singapore

51,433

$993 m

Thailand

167

57,155

$598 m

IPSEF brings together key stakeholders involved in a new private school initiative: schools seeking to expand, investors who increasingly buy or finance such projects, governments who license, regulate and monitor, and the supply base which ranges from architects and recruiters to publishers and facilities managers. IPSEF provides a positive and transparent platform where speakers from schools share openly about their journey with delegates. It offers a blend of practical insights from schools plus market analysis of ISC Research and the insights of The Parthenon Group who point the way for schools in terms of how to identify and exploit market opportunities.

and the option of visits to three schools, the conference offered a wide variety with, hopefully, something for everyone,” he said. The highlights for him also included the statistical analysis of the market by both ISC Research and The Parthenon Group. “There were the many stories of new school developments and the pitfalls and progress associated with them, plus enlightening sessions on recruitment, retention and CPD for staff. The address by John Morris, exHeadmaster of Auckland Grammar School, reminded delegates of the importance of high quality teachers in the success of any international education school.” Another area of interest was the presentation from PEMANDU. “Knowing the national strategies for education from such key organisations is essential for any school or investor planning to expand their operations,” said Mark. Karen McClymont, the Founding Principal of Woodlands School in Sibu, summed up what IPSEF is all about when she said, “It is a focused and well-balanced conference, where transparency amongst like-minded professionals is shared and where firm links can be established across varied fields. It also provides the opportunity of support links across various fields of expertise.”

Knowledge Platform For Education Stakeholders

esearch conducted by Method International back in the mid 2000s suggested that the education market was set for substantial growth in the years ahead. In 2009, on the strength of this research, Method co-founders Mark Roelofsen and Rhona Greenhill launched the International and Private Schools Education Forum - IPSEF - in London and have since taken it to the regions experiencing the most rapid market growth: namely the Middle East, South East Asia and Hong Kong. “Back then, only a few UK schools had established branches overseas, and what we wanted to provide was a platform where schools could learn not only the reason ‘why’ they should expand overseas, but the ‘how’, and make the connections they needed to do so successfully,” says Mark. The pace of growth remains as strong as ever, with figures from ISC Research illustrating the recent trends. [See above]

May-June 2014

Participants are also challenged to address key and new issues such as the recruitment and retention challenge. IPSEF has been held in KL on three occasions and this year’s event was chaired by Bob Pick, Master of Marlborough College Malaysia. “With a diverse mix of 20 different presentations, several companies promoting their wares on table top displays

IPSEF Dubai: The next IPSEF will take place in Dubai in September. Adopting a similar model of 2-day conference and a series of school visits, the content will focus on the extraordinary market of Dubai. For details on IPSEF Dubai, call Mint Communications, local partner of Method International. Tel +603 7986 0070 Email: ipsef@mint-communications.asia

In The Spotlight

Sky Class Big changes are happening with Qatar Airways. Additional flights. New destinations. Expanded fleet. State-of-the-art facilities. We speak with Emmanuel Oswald, Country Manager for Malaysia & Brunei to learn more.

ow in its 17th year of operations, Qatar Airways is one of the fastest growing airlines, operating one of the youngest fleets in the world - currently 134 aircraft flying to 138 key business and leisure destinations across six continents. The first half of this year has already seen some key developments in its operations with more to come, all of which reflect the airline’s five-star pedigree. Awarded the World’s Best Business Class Airline for 2013, it has twice been the recipient of the Airline of the Year Award 2011 and 2012 - at the prestigious Skytrax Airline Awards. Other accolades include ‘Best Long-Haul Airline’ two years running and ‘Business Airline of the Year’, conferred at the recent UK Business Travel Awards. Winning such coveted awards doesn’t come without good foundation. Innovation and a commitment to five-star service are just two characteristics that run through the Qatar Airways DNA.

Driven To Innovate As of mid-May, the airline has increased the number of weekly flights from Doha to London from 35 to 42 – or six flights daily. One of these daily flights is operating as full business class, known as Business One. Using an Airbus A319 configured with a single aisle, 2-2 seating configuration and offering 40 premium Business Class seats, the experience will be similar to that of flying in a VIP executive jet, says Emmanuel. “The introduction of this unique service has been driven by customer demand,” he says. “With our three flights daily out of Kuala Lumpur to Doha and optimum connection times, passengers can experience the very best Business Class service in the industry.” As of mid-June, Qatar Airways is also introducing the first of its new A380-800 aircraft on the Doha to London route. “One

of the six daily flights will operate our new A380. Our specification for the aircraft has been set to ensure the ultimate in passenger comfort,” says Emmanuel. A further 12 A380 aircraft are on order. With First, Business and Economy configured over two decks, the new First Class seat, the widest in the industry, offers a pitch of just over 2.2 metres long and can be converted into a fully flat bed. Passengers can also dine face-to-face if desired. At the end of May, Edinburgh, Scotland, will be one of the latest destinations to be added to the network, another innovation for the airline. “In 2013, we launched 12 new destinations. This year, we have launched nine so far, and there are more to come.” Also in May, the airline is due to move into its new hub and home, Hamad International Airport. “This airport heralds a new era for us, setting as it does a new benchmark for airport excellence. It will redefine the international traveller experience.” In October last year, Qatar Airways became the first Gulf carrier to join the oneworld Alliance. “This has literally opened up a whole new world, enabling customers to benefit from almost a thousand airports in more than 150 countries, with 14,000 daily departures.”

Five-Star Service The second key element of the airline’s DNA is a strong commitment to providing a five star experience to all its passengers. “The comfort of the aircraft and the standard of facilities are of course vitally important, but it’s the quality of service that people receive that defines their overall experience.” Intensive training of its multi-national

New all-business class Doha to London crew and ground staff is focused on ensuring the company culture is embraced by all and that standards are consistently maintained. Since first arriving in Malaysia, Emmanuel has witnessed a number of changes in the travel industry. “It’s a very diverse and growing market. An increasing number of people are travelling. We see a lot of Malaysian families visiting the UK. The US is another big market and business to Africa is growing.” Originally from Versailles, France, Emmanuel is a keen sportsman and plays squash, tennis and football, and running - in October this year he is due to tackle a half marathon! Away from work, his large family of four children aged between 4 and 15 keep him more than fully occupied!

Launching Soon! Fly to Edinburgh - Scotland! Business & Economy Class on the new 787 Dreamliner Visit www.qatarairways.com for details

May-June May-June2014 2014

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In The Spotlight

May-June 2014

In The Spotlight

Downtown Desire T

hink of London, Paris, New York. All iconic locations where some of the most desirable addresses are right in the heart of these cosmopolitan cities. Exclusive yet boasting the ultimate in convenience, high end city centre residences have always held a certain cachet. As time becomes ever more precious and toxic traffic the everyday bane of the urbanite, discerning individuals are turning to these exclusive locations for a new brand of living. In the last decade or so, Kuala Lumpur has seen the growth of its own exclusive residences right in the heart of the city. All share one recurring theme: views of the spectacular Kuala Lumpur skyline.

Raising the bar in luxury urban living is property developer Bandar Raya Developments Berhad (BRDB). BRDB’s commitment to quality craftsmanship and its philosophy of investing and reinvesting in its communities is reflected in its latest residential venture 6 CapSquare. The newly completed 32-storey residential tower is attracting keen interest with its balance of creativity and functionality well played out, resulting in an intricately conceived homes. Boasting a picture-perfect view of the world’s tallest twin towers, 6 CapSquare is a gem in an oasis of skyscrapers. Offering 176 residences of one, two, or three bedroom condominiums and duplex penthouses, units

The showhome, spanning 3,735 square feet on the 28th floor has been designed by David Winter of Red Zephyr Studios.

range from a sizeable 1,119 square feet to a very spacious 6,307 square feet. These luxury condominiums are in sync with the needs and comforts of contemporary city living. Flexible spaces with sophisticated finishing and fixtures throughout, life at 6 CapSquare will be a rewarding experience. Within the proximity of 6 CapSquare lies KL’s landmark KLCC, as dusk sets in, the evening sky comes to life with lights from surrounding skyscrapers, creating inspiring views.

Reflecting the brand philosophy of “uplifting aesthetics”, it’s a theme that is visible across all BRDB’s exclusive developments. Luxury in the city. That’s 6 CapSquare. To book an appointment and for further enquiries, visit BRDB Sales Gallery, Jalan Penaga Bangsar, 59100 Kuala Lumpur. Tel: +603 2095 1011/4088

Connectivity is on the doorstep with LRT and Monorail stations of Dang Wangi and Bukit Nanas just a short walk away, providing easy access to major business areas and shopping centres in Bukit Bintang. Across the road is the 27-acre lush, tropical landscape of the Bukit Nanas Forest Reserve. Returning home, 6 CapSquare puts its residents firmly in the lap of luxury with facilities such as secluded water pavilions, interactive water fountains, a multi-level gym with views of the KL skyline, and creatively landscaped gardens. The clever use of space makes each unit attractive and distinctively unique to each owner. Corner units come with wrap-around balconies and floor-to-ceiling glass doors, creating an extra sense of space.

May-June 2014

New Members

A warm welcome to our new members! Honeywell Aerospace Avionics (M) Sdn Bhd Part of Honeywell, a Fortune 100 diversified technology and manufacturing leader, serving customers worldwide with aerospace products & services; control technologies for buildings, homes & industry; turbochargers; and performance materials. Operations in Malaysia began in 1985 and today employ over 1,450 employees in six centres nationwide, including Kuala Lumpur, Petaling Jaya, Shah Alam, Penang, Kemaman and Johor Bahru. Providing technologies and solutions that support Malaysia in its development of a safer, more secure and energy efficient society. 3057, Tingkat Perusahaan 4A, Kawasan Perusahaan Bebas Perai, 13600 Perai, Pulau Pinang, Malaysia. Tel: +60 3 2050 9767 Email: Chloe.low@honeywell.com Web: http://honeywell.com/worldwide/Pages/malaysia-en.aspx Jim Bujold - President of Honeywell Southeast Asia

Katten Muchin Rosenman UK LLP More than 600 attorneys located across the US and in London and Shanghai serve public and private companies, including a third of the Fortune 100, as well as a number of government and non-profit organisations and individuals. Core practices include real estate, financial services, corporate, litigation, insolvency and restructuring and trusts and estates. Strong international connections allow provision of peerless outbound and inbound investment counsel to companies located worldwide. 125 Old Broad Street, London, EC2N 1AR, UK Tel: +44 (0) 20 7776 7634 Fax: +44 (0) 20 7776 7621 Email: ranjeev.kumar@kattenlaw.co.uk www.kattenlaw.co.uk Ranjeev Kumar – Partner

Ogilvy Public Relations Kuala Lumpur Incorporated in 1981 and wholly-owned by Ogilvy & Mather Worldwide, part of the largest PR network in Asia-Pacific with a strong track record. In Malaysia, business is tailored to the needs of the market with support delivered through three practices: Corporate & Finance, Consumer, as well as Social. Has a deep understanding of 360° communications, and the ability to tap into best practices offered by in-house global experts as well as integrate work with other Ogilvy & Mather disciplines including advertising, digital engagement and activation. Level 11, Menara Millenium, 8 Jalan Damanlela, Bukit Damansara, 50490 Kuala Lumpur. Tel: +603 2718 8288 Fax: +603 2710 6966 Email: jacey.lee@ogilvy.com www.ogilvypr.com Jacey Lee – Managing Director

YTL Autodome Sdn Bhd Subsidiary of YTL Hotels and Properties Sdn Bhd, operates and manages Feast Village and Starhill Culinary Studio at Starhill Gallery, Kuala Lumpur. Feast Village: delivers mix of world-class cuisine in stylish dining haven with village charm, showcasing cuisines from Malaysia, India, Hong Kong, China, Vietnam, Korea, Japan, Lebanon, the West, and Italy. Starhill Culinary Studio: offers premier cooking classes conducted by celebrated Chefs from Feast Village in a professional environment in the heart of the city. Lot S 38, Pamper Floor, Starhill Gallery, 181 Jalan Bukit Bintang, 55100 Kuala Lumpur. Tel: +603 2782 3812 Fax: +603 2145 9544 Jeremiah Tan – Executive Director - Autodome Feast Village: +603 2719 8330 E: paulaconway@ytlland.com Starhill Culinary Studio: +603 2782 3810 E: info@starhillculinarystudio.com www.feastvillage.com www.starhillculinarystudio.com

IGB International School Premier co-educational Kindergarten to Grade 12 international day-school located at Valencia, Sierramas, opening 18th August 2014. International Baccalaureate (IB) World School, authorised to offer IB Diploma Programme for Grades 11 & 12, as well as IB Primary Years Programme (Age 3-Grade 5), IB Middle Years Programme (Grades 6-10) and IB Career-related Certificate (Grades 11 & 12). IB programmes help develop intellectual, personal, emotional and social skills to live, learn and work in a globalising world. Recognised by leading universities worldwide. Internationally experienced IB educators recruited from across the globe will deliver progressive education incorporating latest technologies into teaching and learning. Jalan Sierramas Utama, Sierramas, 47000 Sungai Buloh, Selangor Darul Ehsan. Tel: +603 6730 7788 Email: enquiries@igbis.edu.my www.igbis.edu.my Anne Fowles – Head of School

May-June 2014

New Members

Pcubed - Programme Planning Professionals Sdn Bhd Large global management consulting firm uniquely focused on programme, portfolio and change management that has delivered business transformation and embedded innovation for half the Fortune 100 since 1994. Directed by seasoned, experienced leaders, known for getting to the heart of issues quickly and maintaining a focus on in-budget and on-time delivery. Pragmatic brand of consulting delivering results and building internal capabilities within client firms, with every engagement a customised approach that ensures the most effective method is used to meets clients' needs. Core service offerings: Change Management, Portfolio Management, Programme Leadership, Enterprise Project Delivery, and EPM Solutions. 36th Floor Menara Maxis, KLCC, 5088 Kuala Lumpur. Tel: +6016 467 0643 Email: Cilia.vanwoensel@pcubed.com www.pcubed.com Cilia van Woensel - Senior Consultant

Lloyd's Register Asia Global engineering, technical and business services organisation wholly owned by Lloyd’s Register Foundation, a UK charity dedicated to research and education in science and engineering. Founded in 1760 as a marine classification society, now operates across many industry sectors, with over 9,000 employees located at 240 offices across 78 countries. Compliance, risk and technical consultancy services give clients confidence that their assets and businesses are safe, sustainable and dependable. In Malaysia, committed to support growing Energy, Marine and Management Systems sectors by providing global and local expertise. Leads in new science and technology to future-proof clients’ businesses. Suite 21-04, Level 21, Menara Tan & Tan, 50400 Kuala Lumpur. Tel: +603 2034 9008 Email: mark.darley@lr.org www.lr.org Mark D R Darley - VP & South Asia Area Manager

Pullman Putrajaya Lakeside Located 26 minutes from KL International Airport with easy access to Kuala Lumpur city centre and Sepang Circuit via ERL transit or car through a comprehensive network of highways. Meticulously crafted to depict architecture and ambience that are distinctively ethnic Malay, Chinese, Indian and from Borneo. Offering 281 rooms and suites including 34 serviced apartments, 21 function rooms, ballroom, a 250-seater lakefront open-air amphitheatre, restaurants, bar, delicatessen, large signature spa with 10 spa concepts room, wii room, Kid’s club, karaoke lounge and water sports activities on Putrajaya Lake. No.2 Jalan P5/5, Presint 5, 62200 Putrajaya. Tel: +603 8890 0000 Fax: +603 8890 0001 Email: gm@pullmanputrajaya.com / info@pullmanputrajaya.com www.pullmanputrajaya.com Christophe Keramaris - General Manager

STC Consortium Limited Specialises in recruitment and placement of quality Native English Speaking teachers to schools, universities and other educational establishments in SE Asia and the UK. Founded in 2002 by former teacher Susan Moore whose experience as full-time teacher and within educational recruitment in UK and overseas provides unique insight into requirements for professional and ethical educational recruitment. Currently recruiting for a number of significant clients in the region. Full-time regional office in Kuala Lumpur. Level 30, The Gardens North Tower, Mid Valley City, Lingkaran Syed Putra, 59200 Kuala Lumpur Tel +601 2035 9641/+601 2359 9641 Email: terri@stcconsortium.co.uk www.stcconsortium.co.uk Terri Hounson – Overseas Development Manager UK: Tel: +44 (0)191 495 2552 Email: susan@stcconsortium.co.uk

Susan Moore - CEO

Milestone Production Sdn Bhd Established in 2003, specialising in event planning, management and production. Defined by commitment, passion and dedication to fostering development of each event from inception to successful execution. In addition to expanding portfolio to include premier hotels, lifestyle outlets, luxury goods companies and banks, also aiming to cultivate appreciation of the performing arts in the region by brining internationally acclaimed productions to Malaysia; Mamma Mia!, The Mousetrap and this year, award-winning Broadway production, Jersey Boys the Musical. 16, Jalan SS20/25, 47400 Damansara Kim, Petaling Jaya, Selangor. Tel: +603 7727 4677 Fax: +603 7727 6564 Email: grace@milestone-production.com www.milestone-production.com Grace Lee - Managing Director

May-June 2014

Members News Shell Awards Grants To Six Organisations For Sustainable Development Projects Six organisations in Malaysia have been awarded grants worth a total of RM294,000 by Shell Malaysia under its 2014 Sustainable Development Grants Programme. Introduced in 2008, the Grant Programme aims to accelerate the country’s sustainable development progress by empowering qualified groups such as Malaysia-based NGOs, local academic institutions, schools, societies and individuals to initiate projects within the scope of sustainable development. To date, nearly RM3 million has been awarded in grants. The projects selected this year span combating destructive fishing methods in protected marine areas, rainwater harvesting, reduction of the use of chemical fertilisers and production of marketable goods from recycled materials.

Standard Chartered Bank Launches Islamic Banking Windows Standard Chartered Bank Malaysia has launched Saadiq branded Islamic banking windows at its branches to extend its reach and offer Islamic banking products and services to more customers. Islamic banking windows have been introduced at eight branches in the Klang Valley, Seremban, Alor Setar, Johor Bahru, Butterworth, Kuching, Kuantan and Kota Kinabalu. This complements the 10 dedicated Standard Chartered Saadiq branches where Syariah-compliant solutions are offered. The Islamic banking windows offer a range of Syariah-compliant products and services including deposits, investments, Takaful, financing and SME banking. Dedicated Islamic Personal Finance Consultants are also on hand to provide personalised services to customers. Plans are underway to cover all 33 conventional branches over the next two years. www.sc.com

Crowe Clark Whitehill

New Modern Languages Suite

Advises On Key Client Acquisition

Unveiled At Garden International

Crowe Clark Whitehill’s transaction support team recently provided financial due diligence services to its client Learning Technologies Group Plc (LTG) in its acquisition of Line Communications Holdings Limited for a consideration of £9 million. The acquisition significantly expands LTG's scale, capabilities and client base, and creates a broader product platform especially in multi-device learning. Stephen Bullock, partner at Crowe Clark Whitehill said: “We are delighted to have supported LTG through this transformational acquisition and we very much look forward to working closely with the team during the next phase of the group’s development." www.crowecw.co.uk

Garden International School recently opened its suite of 10 newly designed Modern Foreign Languages classrooms. Featuring glass walls where possible to create a naturally lit and open learning environment, all classrooms are equipped with Smart Interactive Projectors and boards created with Idea Paint, painted directly onto the walls which can be used for writing or projection. Apple TV has also been incorporated along with Airplay, allowing students and teachers to connect their devices directly to the board for all to view. Wireless access points in the rooms provide the capability for all students in the room to be connected simultaneously. This further encourages the use of iPads in the classroom; an initiative that GIS is fully embracing across the School. The Modern Foreign Languages classrooms are the most recent development in a wider renovation and investment programme at GIS, which is due to be completed in 2015.

This section is all about YOU! As BMCC Members, you too can have your news published here! Send us the details of key appointments, an interesting employee initiative, a new contract - we will tell your story!

May-June 2014

Members News University Of Nottingham Opens Research Centre, Confers Honorary Degree

Tune Hotel Opens At KLIA2 Shifts Operations from LCCT With the opening of the new KLIA2 Airport Terminal for Low Cost Carriers, Tune Hotels has launched the brand new 400-room Tune Hotel klia2. Set to be the largest in the Tune Hotels platform, the Hotel is directly connected to the new KLIA2 Terminal via covered walkway and link bridge, allowing convenient access to check-in counters as well as the Gateway@klia2 shopping mall. The guestroom experience at the new Hotel has been updated with an all-new room design, as well as enhanced facilities in the common areas. Guests on short transits can also take advantage of the short stay option available between 9.00 am to 6.00 pm daily, on a walk-in basis. www.tunehotels.com

University of Nottingham Malaysia Campus (UNMC) has launched a new Centre for Islamic Business & Finance Research (CIBFR) that will provide research and consultancy services to organisations worldwide. Located within the University’s Business School, it brings together researchers across a range of disciplines, taking an integrated approach, dealing with both finance and with a range of other Syariah compatible products and services worth US$2 billion (RM6.52 billion) annually to a market of over 1 billion people globally. In 2013, UNMC already launched its MSc Investment and Islamic Finance degree programme. In other news, the University has conferred an honorary degree of Doctor of Laws on HE Simon Featherstone CMG, British High Commissioner to Malaysia. At the graduation ceremony hosted recently at the Malaysia Campus, Professor Stephen Doughty, Vice Provost (Teaching & Learning), said, “Since coming to Malaysia, Simon has worked tirelessly to develop strong educational ties between the UK and Malaysia.” The ceremony witnessed the graduation of 247 undergraduate and post graduate students from the Faculties of Engineering, Science and Arts & Social Sciences. Nottingham has a global alumni community of more than 230,000 members. www.nottingham.edu.my/alumni

International SOS Launches Malaria Management Programme International SOS has launched a new Corporate Malaria Management Programme, designed to give client organisations the right solutions to better understand and mitigate risks across their operations. The programme, which includes a new, tablet-ready malaria awareness eLearning course, comes in the wake of a 27 percent rise in the number of calls received for information and advice on malaria since 2010. In 2013, the Group dealt with approximately 870 malaria cases worldwide which included evacuations, hospitalisations, out-patient visits and requests for information. International SOS’ South & South East Asia Regional Medical Director for Medical Consulting Dr Philippe Guibert said: “Organisations can reduce the risk of malaria in their employees through pre-deployment programmes that include education on how to prevent mosquito-borne infections, awareness of symptoms, and what to do if they get sick. An integrated approach to malaria is crucial. Fatalities occur with the failure to recognise symptoms, misdiagnosis, inappropriate treatment or delays in treatment.” International SOS medical case data on malaria also shows: Travellers to Nigeria account for the highest number of requests for advice and information, followed by those travelling to Angola, Indonesia, Papua New Guinea and Mozambique; Indonesia has the highest number of members requiring treatment for malaria; Men more likely to contact International SOS about Malaria than women. www.internationalsos.com

HLAP Go-Kart Endurance Race Puts Clients & Partners Through Their Paces Independent reinsurance broker HLAP Ltd recently organised its highly popular Go-Kart Endurance Race for clients and business partners at the Sepang Go-Kart Circuit. The event began with buffet breakfast followed by a safety and security briefing session before the race flag-off. HLAP CEO Lee Warner, CEO said, “This is the fifth time we have held this event. It is our way of demonstrating our commitment and thanks to our business partners for their great support. The e turnout was overwhelmingg and everyone really enjoyed themselves. This will be an annual event on our calendar for sure!” The action on the track was tight and even at the end of the endurance race, first and second place were separated by a matter of seconds. May-June 2014

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Quick-Fire Networking

MCC is all about connecting people and its popular Speed Networking events achieve just that – in record time! Organised in partnership with Safeguards G4S, the event was staged at the JW Marriott Hotel Kuala Lumpur after the rush-hour traffic.

Participants from a cross-section of industry – travel & tourism, education, logistics and more - arrived in good time armed with plenty of business cards.

their business to the person opposite before moving on one place and do the same all over again. Everyone departed the session fired up for the business day and with plenty of contacts to follow up. Thanks go to host Kimber Selvanathan, Head of Sales & Marketing, Integrated Security Solutions at Safeguards G4S and to all the participants who made it such a success! Keep a look out for details of the next networking event!

With the room set up as if for musical chairs – minus the music! – the participants had 60 seconds to pitch

May-June 2014

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A Grooming Experience A

select group of BMCC members and invited guests were given an exclusive opportunity to experience the services of the world’s oldest gentlemen’s barbers and hairdressers recently.

Truefitt & Hill was first established in 1805 in St. James in the West End of London and to this day maintains this sole premises in the UK. With a clientele that reads like the Who’s Who of high society, Truefitt & Hill has served a long line of monarchs, prime ministers and other dignitaries with fine hairdressing, shaving, manicure and pedicure services. The brand is now in Malaysia thanks to the foresight of franchisee Antoine Bakhache (below left), Managing Director of Bakhache Luxuries, who recognised a gap in the market for quality men’s grooming. The event took place at the salon located in JW Marriott Hotel Kuala Lumpur, and began with an introduction to the Truefitt & Hill experience. The guests each took their turn in the luxurious leather barber’s chairs and variously sampled shaving, beard trimming and haircutting from the expert male barbers, most of whom hail from Egypt, Lebanon or Syria where these skills are highly developed and valued. BMCC Board Director Mike McIver said, “We all emerged transformed with beautifully trimmed and styled hair and very close shaves! We also took home some Truefitt & Hill products to keep up our good groom-

ing. Prices are very reasonable at RM75 for shaving and RM95 for haircut and wash – far more reasonable than Ladies Hairdressing!” Truefitt & Hill outlets are located at: Bangsar Shopping Centre, Majestic Hotel, Kuala Lumpur, JW Marriott @ Starhill and Grand Hyatt Kuala Lumpur. A full range of skincare items, as well as shaving brushes and kits, are also available. Truefitt & Hill is one of the five brands to come under Bakhache Luxuries, along with Mouawad, Christofle, Facets, Maison Francis Kurkdjian.

May-June 2014

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Dressed To The Nines G

lamourous. Gorgeous. Glittering. Three words that described the guests, the catwalk creations by Mimpikita and the beautiful adornments from Fa’iq Jewels at the recent BMCC Fashion HiTea event. Held at the equally glamourous Ritz Carlton Hotel Kuala Lumpur, the event is the latest in the Dressed To The Nines Fashion Series where BMCC collaborates with Malaysian designers. On this occasion, the afternoon included a exclusive sneak peek of the Mimpikita Lebaran 2014 collection accessorised with pieces from Fa’iq Jewels. Among the 120 guests from the business community were Rowina Ghazali from Shell, Dr. Azlina Firzah Abdul Aziz of Pantai Group, Debbie Viknesh of Allied Pickfords and Datin Paduka Noor Aini Abdullah, accompanied by her daughter. From the celebrity scene, Elaine Daly, Lalitha Monisha and Fasha Sandha were also spotted among the crowd.

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BMCC Executive Director Nik Tasha Nik Kamaruddin said, “As a bilateral trade organisation, we are proud to collaborate with quality brands “made in Malaysia” with a view to further increasing their brand visibility amongst BMCC’s international network. Mimpikita specialises in ready to wear collections where practicality of design and fit can be easily achieved for all women regardless of age and background, while beautifully enhancing the soft and subtle features of any individual. Wedding gowns, a men’s collection under the label KMeja, and the Rekakita interior decor range are also part of the portfolio. www.mimpikita.com.my Blending contemporary technology with classic Asian and European designs and patterns, Fa’iq Jewels portray unmatched elegance with an exquisite range of jewellery suited for all day as well as evening wear. Unit F5, 1st Floor, Bangsar Shopping Centre. Tel: +603 2282 7058/ 2282 7059

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May-June May Ma ay-Ju ay -J J ne 2014 2014

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bout 50 guests arrived at the stunning rooftop location that is The Malt & Leaf for the recent BMCC Networking event. This was an evening with an extra twist however as they were about to embark on a cultural journey through the making and tasting of whisky. Johnnie Walker Brand Ambassador Jeremy Lee (top) explained how the differences in whisky qualities and tastes have evolved over time and took the audience on a tasting journey to illustrate these differences. Either side of the tasting there was some lively networking as the guests took in the panoramic views over the city. For those that havenâ&#x20AC;&#x2122;t yet been to Malt & Leaf at The Roof, there is a choice of dining and entertaina to al to everyone every ryo yyo o one n from ne f m cigar fro fr ciga ga ar ment options that will appeal disc issco aficionados right through to disco divas! Malt & Leaf, Sky Level, 1 First Avenue, Bandar Utama. Tel: 017 908 5766

For more information on the different varieties of Johnnie Walker whiskies contact: Jeremy Lee Brand Ambassador Tel: +60 12 388 8055

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Taste

Occasion

May-June 2014