MIS Asia September/October 2013

September – October 2013

CODED VALUE Read the lines, read between the lines.

The organisations profiled in this issue are running successfully with the most effective ICT divisions man can put together.

PAGE 4 www.mis-asia.com USD $10 include GST (exclude delivery charges) PPS 1360/10/2012 (022854)

MICA (P) 012/06/2013

FAST FOOD CLOUD Jollibee and the Cloud PAGE 63

MOVING PICTURES Getty Images and Video PAGE 64

02 04

EDITOR’S NOTE OVERVIEW

Value Coded A close reading shows honourees of the 2013 index doing what we expected them to do this year.

By F.Y. Teng

08

INDEX

11 20 31 39 47

55

60

MIS 100 Honourees by ranking— in descending order of screen count.

THE INDUSTRIES/SECTORS

Banking & Financial Services Manufacturing Public Sector Commercial Others

CIO SUMMIT 2013 (SINGAPORE)

Dissecting the 3rd Platform Experts at the CIO Summit 2013 shared trends and addressed issues revolving around the cloud, mobility, social media and big data.

By Caroline Ng & Nurdianah Md Nur

IT EXCELLENCE AWARDS 2013

The Liberation of Enterprise Value This year’s winners of the IT Excellence Awards show the way to unlocking high returns on their IT investments—again, yet again. By F.Y. Teng

CASE FILES: JOLLIBEE FOODS CORPORATION

63

A Jolly Good Strategy One 2013 MIS 100 honouree’s journey to high scalability and lower costs via the cloud. By Nurdianah Md Nur

THE INTERVIEW: GLENN PARKER, GETTY IMAGES

64

The Future’s in Motion A global brand in still images is evolving into a leading digital media house.

By F.Y. Teng

0

MIS100

Editor’s Note

September–October 2013

Where are you now?

Editorial Editor Teng Fang Yih Art Director Benedict Koh Asia Online Editor Zafar Hasan Anjum

contributors Jack Loo, T.C. Seow, Caroline Ng, Nurdianah Md. Nur

We–MIS Asia, CIO Asia, Computerworld Singapore and Computerworld Malaysia in partnership with IDC Asia Pacific–have just concluded the first two (Singapore and Hong Kong) editions of our show of the year for CIOs by CIOs, the CIO Summit 2013. Each edition has seen speakers and delegates engaged in deep discussion about the Cloud, Big Data, Mobility and Social, and their huge impact on the perennial major issues senior information executives contend with on the job to do with change management, contract and relationship management, talent and skill management, governance and policy management. (You may wish to turn to page 55 (ref. Dissecting the 3rd Platform) for coverage of CIO Summit 2013 Singapore, for an idea of what is shaping up to be the region’s most successful business technology conference and exhibition programme series.)

Indeed, much of the talk in both cities revolved around what IDC calls the 3rd Platform for IT growth and innovation, which is built on mobile devices, cloud services, social technologies, and Big Data. For good reason too. After all, we are expecting “much greater urgency in 2013 and much bigger moves, as the market shifts beyond the ‘exploration’ stage to full-blown high-stakes competition [in these areas]” and “the ability or inability to compete on the 3rd Platform will reset leadership ranks in the IT market and every industry that uses IT.” And in this issue, the MIS 100 annual, are the organisations that appear to have either learnt to compete on this 3rd Platform effectively or are well on their way to doing so. Where are you on this 3rd Platform? Perhaps, you may want to see how you measure up against the MIS 100 honourees profiled in this issue in the next few years? Turn to page 4 to see what we consider to be Asia’s stars of strategic IT deployment.

Of course, we hope you’re already one of them.

Peace.

Advertising Sales Director Glen Myles

Tel: +65 6395 8018 Email: gmyles@execnetworks.com Regional Account Director Ng Yi-Lin Tel: +65 6395 8045 Email: ylng@execnetworks.com regional Account Director Francesca Lee Tel +65 6395 8041 Email: fclee@execnetworks.com Senior Account Manager Catherine Loh Tel: +603 7804 3692 Email: cloh@execnetworks.com

Subscriptions/PRODUCTION Circulation & Production Specialist Josephine Goh Tel: +65 6395 8060 E-mail: subs-asia@execnetworks.com Executive Networks Media Chief Executive Officer Mark Hobson Finance Manager Allan Chee Operations Manager Alison Lim

How to contact us We welcome your letters, questions, comments, complaints and compliments.

All should be addressed to: Teng Fang Yih Tel: +65 6395 8028 Email: fyteng@execnetworks.com Address: 152 Beach Road, #11-06/08 Gateway East, Singapore 189721 MIS Asia is published by Executive Networks Media About Executive Networks Media Executive Networks Media is the publisher of the region’s leading media brands dedicated to covering and supporting the information and communications industry (MIS Asia, CIO Asia, Computerworld Singapore and Computerworld Malaysia), the producer of events devoted to the communities they represent, and the owner of a research consultancy dedicated to studying technology industry developments as well as technology deployment trends across Asia.

Printed by KHL Printing Co Pte Ltd RCB No: 199605247D

Teng Fang Yih, Editor fyteng@execnetworks.com

0

MIS100

Review

The

one hundred organisations profiled in the 2013 MIS 100, the year’s listing of Asia’s top enterprise ICT users, secured their places on the index by being able to do just a little more with just a little less than their counterparts who did not quite make it.

By making prudent investments in key maturing technologies and market offerings in virtualisation and the Cloud, mobility, Big Data analytics and business intelligence, security and risk management, the ICT heads and teams of each MIS 100 honouree here have done their organisations proud—not just by driving themselves onto our annual index, but more importantly, by stamping their authority in their respective sectors/industries.

Before you turn to the profiles, let’s look at forecasts we at MIS Asia and some of the world’s big brands in research made.

First, some findings from our own IT Nation 2013 study, which the line up you are about to see throughout this issue echoes through their choice of initiatives to stay occupied with throughout this year and the next.

The IT Nation 2013 study was done as a series of surveys and interviews through the last quarter of 2012, and asked the most progressive information and communication technology (ICT) leaders across Asia–particularly Singapore, Malaysia, India, the Philippines, Hong Kong, Indonesia and Thailand–direct questions about, among other matters of consequence, what their technology and business priorities were, which areas of technology they were looking to explore and which to launch initiatives in, and how much they expected to

A close reading shows honourees of the 2013 index doing what we expected them to do this year.

BY F.Y. TENG

MIS100

0

Review

spend on specific strategies and their enabling technologies.

The research team working on the study also took special care to gather responses from key senior information executives running ICT for organisations from the entire spectrum of sectors/industries, including banking and financial services, manufacturing, the public sector, commercial (retail and wholesale), logistics and transport. This was to ensure an accurate composite picture of each sector/industry could be drawn for our study.

Key findings from the study include the following.

The top priorities of ICT teams in Asia for the current year, in order of the importance ascribed to them by the leaders of those teams, are: cutting costs and optimising the efficiency of existing systems; working on driving and creating more ‘innovation’; implementing new projects; building/maintaining/enhancing stronger partnerships with vendors; and, restructuring IT service agreements.

As for their main areas of focus through 2013, they collectively provided the following (again, in order of importance): automating more business processes; improving customer satisfaction; enhancing information security; managing regulatory compliance even better; and, increasing their enterprises’ competitive edge.

The IT Nation 2013 study also goes on to look at specific technologies and technology areas that Asia’s ICT organisations will be investing time, effort and money in through the year. It cites the following virtualisation, information security and risk management, customer relationship management, IT consolidation, and business intelligence (BI)/analytics as key areas that will see increased investment in 2013.

This list is similar to a lot of such lists put out by other, dedicated industry research firms out there. For instance, Forrester Research published a piece of research in August–Ten Myths and Realities of the Software Market in 2013–which put BI at the top of enterprises’ “adoption priority list, both in terms of expanding or upgrading existing installations and new implementation.” (Ref. “Forrester dispels ‘myths’ about software industry trends in 2013”

by Chris Kanaracus, IDG News Service.)

Preparing for the “3rd Platform”

IDC forecasts for 2013 (released on November 29, 2012) in its IDC Predictions 2013: Competing on the 3rd Platform also have more than a few things in common with IT Nation

2013’s pronouncement of priorities. More importantly, the trends enumerated within the IDC report can be seen to be driven by organisations such as our MIS 100 honourees profiled in this issue too.

“The most important events in 2013 will cluster–as they did in 2012–around what IDC calls the ‘3rd Platform’ for IT growth and innovation, built on mobile devices, cloud services, social technologies, and Big Data,” said Frank Gens, author of the IDC Predictions 2013 report. “We’ll see much greater urgency in 2013 and much bigger moves, as the market shifts beyond the ‘exploration’ stage to fullblown high-stakes competition. The ability (or inability) to compete on the 3rd Platform will reset leadership ranks in the IT market and every industry that uses IT.” Gens’ IDC report said to expect the following.

1) Worldwide IT spending “will exceed US$2.1 trillion, up 5.7 percent from 2012, driven by double-digit growth in the 3rd Platform foundations of mobile, cloud, Big Data, and social technologies—and by emerging markets’ growth.”

2) In the emerging markets “IT spending will grow by 8.8 percent to [more than] US$730 billion—twice developed markets’ growth, 34 percent of all IT spending, and 51 percent of all IT growth.”

3) The “sales of smart mobile devices (SMDs)—smartphones and tablets–will grow by 20 percent, generate 20 percent of all IT sales, and drive 57 percent of all IT market growth.”

4) Tablets with sub-8-inch screens, dubbed “mini tablets” will make up for “as much as 60 percent of [all tablet] unit shipments—a remarkable leap from just 33 percent in 2012.”

5) 2013 will be the “year of reckoning in mobile software: mobile platforms that fail to crack the 50 percent barrier of developers that are ‘very interested’ in developing apps for them will be on a gradual track to demise.”

6) An “accelerated SaaS [software as a service] shopping spree: There will be more than US$25 billion in SaaS acquisitions over the next 20 months, up from US$17 billion in the past 20 months.”

7) The “rise of industry platform as a service (PaaS): “the number of industry focused public cloud services platforms—fewer than 100 in 2012—will increase tenfold by 2016, while “horizontal” PaaS will become more commoditised.

0

8) The “growing importance of line-of-business (LOB) executives” in IT purchases.

“By 2016, 80 percent of new IT investments will directly involve LOB executives, with LOBs the lead decision makers in half or more of those investments.

9) “3rd Platform datacenter disruptions: converged systems and software-defined networks will drive growth and open the door for market share upheaval.” At the same time, “Bring your own ID” (BYOID) will bring consumerisation into enterprise security.”

10) The watershed movement of Big Data “from search to discovery and prediction” where “Big Data M&A will cluster in visual discovery, predictive analytics, and text and rich media analytics.”

Vertical Discussions

MIS100

Review

Indeed, we believe all the organisations on the MIS 100 index–irrespective of their sectors/industries–are running by the same movements in enterprise tech deployment. Consider IDC’s Financial Insights team’s predictions for the financial services industry in 2013. (Ref. IDC Financial Insights webinar, IDC Financial Insights Predictions 2013: Financial Services, December 11, 2012.)

Essentially, they point to big data/analytics, mobility, cloud computing and social as the four key areas in which the financial services industry will be investing substantially through 2013.

1) “The nascent community-based Clouds in the financial services industry will become the preferred Cloud model in cost-conscious markets by striking the balance between lower operating costs and adequate service levels.”

2) “Banks will abandon social media as a customer service channel and focus on targeted marketing campaigns instead.”

3) “Competition between rival mobile wallets and point-of-sale integration technologies will result in a price war as competitors seek to gain market share and mindshare.”

4) “As spending on Big Data and analytic solutions tops US$6 billion worldwide, operational efficiency ratios will begin to show signs of improvement.”

5) “Risk officers and CIOs will see capital spending and operational expense associated with risk and compliance on the continued material increase, topping US$74 billion worldwide.”

6) “Regulation will reduce financial services

profitability by a third by 2015 unless institutions implement enterprise data management strategies.”

7) “Global universal banks will continue to struggle to deliver the value of their complete franchises.”

8) “New formats will breathe new life to branch strategies, while investments in new channels will intensify.”

9) “Rising M&A activity in the financial services industry will drive the demand for more effective systems integration and interoperability.”

10) “Financial institutions will get serious about updating their legacy systems.”

This year we are watching banks and other financial service providers in Asia either responding to or being responsible for 1 through 10 down this list.

IDC Manufacturing Insights also put out their list of top 10 IT trends for the manufacturing industry in 2013 sometime at the end of last year.

1) Service gets better seat at corporate strategy table.

2) Companies leverage smart technologies for service excellence.

3) Companies recalibrate maintenance strategies.

4) Design for Serviceability practices are adopted.

5) Service information delivery grows in importance.

6) Stale warranty initiative returns diminish— underscoring the need for “transformative action” to be taken.

7) OEM service organisations begin exploring

BPO options.

8) The automotive industry accelerates investments in telematics for service.

9) Some companies encounter difficulty in realising “opportunities” in ‘connected/ smart vehicles.

10) Companies begin to adopt a holistic approach to service.

Prefacing this lineup, Program Manager Sheila Brennan of IDC Manufacturing Insights said that “successful companies will drive alignment between the service organisation and IT to create a ‘digital thread’ that connects service to other enterprise functions for increased speed and accuracy of content delivery and decision making.”

The manufacturing companies who have created this ‘digital thread’ are the ones you see in the MIS 100 2013.

And what of ICT organisations in the public sector? The Gartner Executive Programs 2013 CIO Agenda survey (May 2013)–which includes input from “398 public-sector CIOs from all tiers of government around the globe”–offered up the following lists.

Top 10 government CIO business priorities.

1) Delivering operational results.

2) Improving IT applications and infrastructure.

3) Reducing enterprise costs.

4) Attracting and retaining customers.

5) Implementing enterprise strategy.

6) Attracting and retaining the workforce.

7) Increasing enterprise growth.

8) Improving business processes.

9) Increasing management controls.

10) Implementing mobility solutions.

Top 10 government CIO technology priorities.

1) Business intelligence and analytics.

2) Legacy modernisation.

3) IT management.

4) Collaboration technologies.

5) Mobile devices.

6) Mobile workforce application.

7) Security technologies.

8) Cloud computing.

9) Virtualisation—desktop.

10) Service-oriented architecture.

The public sector MIS 100 honourees this year have definitely made these their priorities.

Turn the Page

Now, make your way through the profiles and note the organisations that have ridden some if not all of the aforementioned trends to mighty success.

AN ADVERTORIAL

The Networking Big Three Ho Chye Soon, Dell Singapore Dell Networking S5000

At a time when IT budgets remain relatively flat, IT organizations are faced with a number of major shifts in networking that cannot be ignored.

Broadly speaking there are three major trends within the networking space that are currently shaping the industry; convergence, distributed networking and software defined networks. These topics are not new to the table, but having been discussed for some time, they are now beginning to hit the mainstream in terms of the maturity of the technology and where they are on the corporate agenda.

As CIOs begin to look at developing their networking strategy to benefit from new and innovative approaches, the new and open technologies that present fresh and lower-cost options to traditional architectures are starting to change the game.

Convergence Previously IT functioned in silos, with server, storage and network admins running independently. Virtualization eased this issue to an extent through its ability to cut across domains and break up these traditional silos. However, this move has created a new role – the virtualization admin – challenged with managing a plethora of different technologies from a multitude of vendors.

In the last several years, converged infrastructure has gained initial acceptance. An ideal converged infrastructure is an integrated system of compute, storage, networking that is managed holistically by a single software tool and provides pools of virtualized resources that can be used to run applications, virtual desktop infrastructure and private clouds.

A truly converged solution allows server admins to manage the network, while network professionals have access to the server infrastructure. Flexible tools at the switching layer can offer this ability to be configured to fit a networking based domain or put control in the hands of server admins. This openness is key to delivering the flexibility required by the business.

Software defined networking Although still in its infancy, software defined networking (SDN) is widely touted to revolutionize network infrastructures. Traditional networking has been unable to offer the flexibility that networking managers require today – there is little to no ability for developers to modify or transform networking devices to provide deep integration between applications and the network infrastructure, nor do IT staff have control over the flow of data across a network.

The emergence of SDN has provided IT administrators with the ability to harness and shape data traffic flows without having to manually configure individual networking pieces of hardware.

Administrators can take control over entire networks of switches from this single control plane providing a flexible virtual network architecture that can keep pace with modern IT demands. This eliminates hours of manual routing and managing policy, whilst providing the ability to respond far more quickly to business demands.

SDN can result in a diminished reliance on expensive proprietary networking switches and routers as SDNs can be configured on less expensive hardware. However the main benefits are from a managerial flexibility standpoint and Dell has been working with SDN providers to build in the technology into its Force10 portfolio so that customers are armed with the right tools when SDN becomes a more mainstream reality.

From traditional to distributed architectures Several developments, such as the mobile workforce, higher server-to-server traffic flow due to virtualization and cloud computing, and the large volumes of data have rendered the traditional centralized, monolithic chassis-switched network unfit for the modern business’ requirements.

Monolithic networks are simply not architected to efficiently handle this new type of dispersed ‘horizontal’ traffic and scaling up these networks is a costly and painful process, with enterprises invariably being locked-in to their switch vendor long-term. Compared to the traditional design, the alternative distributed core architecture can be scaled through low-cost Ethernet switches while the architecture improves reliability by eliminating the single network point of failure and providing better performance for any-to-any traffic flow.

However, not all distributed networks are equal and many networking vendors have taken proprietary approaches to building distributed networking equipment, locking customers in just as completely as the monolithic approach. The core may be distributed, but with proprietary standards, protocols and OS’, the network must be managed as a complete entity, without any scope for interoperability. However, an open standards approach to distributed core architectures allows for a much greater degree of flexibility, allowing IT organizations to mix and match components based on their needs and budgetary capabilities.

Be open to be successful The pace of change in networking is exciting and is creating an opportunity for transformation. The rise of open standards, frameworks and architectures, and a growing realization that proprietary models do not have the customers’ best interest in mind is giving way to new solutions to old and new challenges alike. In the new world of networking, the future is bright, the future is open.

Author is the general manager for commercial business at Dell Singapore.

To learn more about maximizing your networking strategy to fulfil business objectives, visit Dell.com.sg to find out about Dell’s workshops and seminars, or contact Lee Kin Thong, Head, Country Marketing, Dell Singapore at Kin_Thong_Lee@Dell.com or 6823 8831.

BROUGHT TO YOU BY:

0

MIS100

Index by Number of Screens

Legal Name

Industry/ Sector

Total Page Screen

Legal Name

Industry/ Sector

China National Petroleum Corporation

Other

105000

49

Bank Rakyat Indonesia PT Tbk (BRI)

Banking & Financial Services

30000

15

National University of Singapore

Public Sector

30000

37

Li & Fung Limited

Commercial

21100

43

City University of Hong Kong

Public Sector

20782

33

Leisure and Cultural Services Department

Public Sector

19000

36

Indah Kiat Pulp & Paper Tbk PT

Manufacturing

17600

24

Bank Central Asia PT Tbk

Banking & Financial Services

17000

12

Bank Danamon Indonesia PT Tbk

Banking & Financial Services

16500

12

Singapore Airlines Ltd

Other

15100

53

AMA Education System

Public Sector

15045

Malayan Banking Bhd

Banking & Financial Services

HK Immigration Department

TMB Bank Public Co Ltd

Banking & Financial Services

7765

19

Malaysia Airlines System Bhd

Other

7250

52

Bureau of Internal Revenue

Public Sector

7200

32

DBS Bank Ltd

Banking & Financial Services

7000

16

Singapore Telecommunications Ltd

Other

6300

53

Bank of East Asia Ltd, The

Banking & Financial Services

6210

18

Landbank of the Philippines

Banking & Financial Services

6020

17

Flextronics Technology Sdn Bhd

Manufacturing

6000

22

Land Transport Authority

Public Sector

5900

36

Stats Chippac Ltd

Manufacturing

5510

25

32

Singapore General Hospital Pte Ltd

Public Sector

5500

37

15000

17

Housing & Development Board

Public Sector

5100

35

Toyota Motor Thailand Co Ltd Commercial

5030

46

Public Sector

12100

35

Chinese University of Hong Kong, The

Commercial

5000

40

Public Sector

12000

33

B. Braun Medical Industries Sdn Bhd CLP Holdings Ltd

Other

5000

49

Cathay Pacific Airways Ltd

Other

12000

48

MTR Corporation Ltd

Other

4500

52

Lion Corporation Bhd

Manufacturing

11200

24

Carrefour (China) Management Consulting Services Ltd

Astra International PT Tbk

Manufacturing

4350

21

Commercial

11040

41

United Overseas Bank (Thai) Public Co Ltd

Banking & Financial Services

4100

19

Ministry of Defence

Public Sector

11000

37

Manufacturing

4000

26

Electricity Generating Authority of Thailand (EGAT)

STMicroelectronics Asia Pacific Pte Ltd

Other

10500

50

Public Sector

4000

34

Universiti Putra Malaysia

Public Sector

10450

38

Home Development Mutual Fund

3927

44

10100

Mydin Mohamed Holdings Berhad

Commercial

Public Bank Bhd

Banking & Financial Services

Public Sector

3500

34

Hong Kong Housing Authority

Department of Public Works & Highways

Public Sector

9100

35

A S Watson & Co Ltd

Commercial

3500

40

Chiangmai University

Public Sector

9000

33

Manufacturing

3450

23

Bank Mandiri (Persero) PT Tbk

Banking & Financial Services

Hanjaya Mandala Sampoerna PT Tbk

8300

14

Hang Seng Bank Ltd

Banking & Financial Services

3400

14

18

Total Page Screen

MIS100

0

Index by Number of Screens

Legal Name

Industry/ Sector

Total Page Screen

Legal Name

Industry/ Sector

Anshan Iron & Steel Group Corporation (An Steel)

Manufacturing

3400

Hong Kong Customs and Excise Department

Public Sector

GCH Retail (Malaysia) Sdn Bhd

Total Page Screen

21

Fujitsu (China) Information Systems Co Ltd

Manufacturing

1210

22

3250

34

Hudong-Zhonghua Shipbuilding (Group) Co Ltd

Manufacturing

1200

23

Commercial

3050

42

Changi Airport Group (Singapore) Pte Ltd

Other

1200

48

Australia and New Zealand Banking Group Ltd (Singapore)

Banking & Financial Services

3000

12

Jollibee Foods Corp

Other

1154

52

Matahari Putra Prima PT Tbk

Commercial

1150

44

Standard Chartered Ltd

Banking & Financial Services

3000

18

Bank of China

Banking & Financial Services

1120

14

Inland Revenue Authority of Singapore

Public Sector

2800

36

Minor Corporation Public Co Ltd

Commercial

900

44

Top Glove Sdn Bhd

Manufacturing

2700

26

Sunway Holdings Berhad

Other

2700

54

Industrial and Commercial Bank of China (Asia) Ltd

Banking & Financial Services

820

15

GlobalFoundries Singapore Pte Ltd

Manufacturing

2650

23

Singapore Police Force

Public Sector

800

38

Tan Chong Motor Holdings Berhad

Commercial

2500

45

Perusahaan Listrik Negara (PLN) PT

Other

670

53

San Miguel Brewery Inc

Manufacturing

2300

25

Indomarco Prismatama PT

Commercial

515

43

Fraser & Neave Holdings Bhd

Manufacturing

2200

22

Wuhan Wushang (Group) Shareholding Co Ltd

Commercial

470

46

ComfortDelGro Corporation Ltd

Other

2200

49

Pfizer Pharmaceuticals Ltd

Manufacturing

150

25

Central Provident Fund Board

Public Sector

2150

32

China Construction Bank Corporation

Banking & Financial Services

N.A.

15

Dah Chong Hong Holdings Ltd

Commercial

2100

41

Hong Kong and Shanghai Banking Corp Ltd (HSBC), The

Banking & Financial Services

N.A.

16

Proton Holdings Berhad

Commercial

2100

45

Coca-Cola Bottling Indonesia PT

Manufacturing

2080

21

Johnson & Johnson Asia Pacific

Manufacturing

N.A.

24

Swire Pacific

Manufacturing

N.A.

26

Kasikornbank Public Co Ltd

Banking & Financial Services

1800

17

Dairy Farm Group

Commercial

N.A.

41

DFS Venture Singapore Pte Ltd

Commercial

1800

42

Procter & Gamble Asia Pte Ltd

Commercial

N.A.

45

Home Product Center Public Co Ltd

Commercial

1750

42

Cheung Kong Holdings

Other

N.A.

48

King Power International Group

DHL Asia Pacific

Other

N.A.

50

Commercial

1600

43

Other

N.A.

51

CIMB Group Holdings Bhd

Banking & Financial Services

1500

16

Hong Kong and China Gas Co. Ltd, The (Towngas) Hong Kong Jockey Club, The

Other

N.A.

51

Big C Supercenter Public Co Ltd

Commercial

1400

40

IOI Corporation Berhad

Other

N.A.

51

Hong Kong Air Cargo Terminals Ltd

Other

1400

50

SM Development

Other

N.A.

54

>98 >c[d\gVe]^X/ Hidgn WZ]^cY i]Z cjbWZgh

The Pulse of the Boardroom IDC’s C-Suite Barometer is an annual survey of more than 1,000 C-level executives across 13 countries in the Asia/Pacific region excluding Japan.

2013 ExEcutivE REspondEnt pRofilE

507

LoBs/CFOs

496

CIOs/CTOs

36%

of LoBs are CFOs

47%

Turnover > US$300m

30% Global MNCs

17% Asian MNCs

Top Business Priorities Improving productivity & efficiency Managing costs Expanding into new markets

Securing budgets

2013

Dealing with growing complexity & new user requirements Governance & regulatory restrictions

Top ICT Challenges IDC modifies the questionnaire every year to take into account the latest dynamics and evolving procurement and consumption behaviors of the C-Suite. For more information on the latest C-Suite trends, with line of business managers and chief marketing officers having increasing influence on the CIO and the IT department, visit www.idc.asia/microsites/c-suite-barometer/2013/

For more infographics, visit www.idc.asia/microsites/infographics This IDC Infographic was produced by IDC Asia/Pacific Go-to-Market Services. Any IDC information or reference to IDC that is to be used in advertising, press releases, or promotional materials requires prior written approval from IDC.

Connect with us @idcap to share your views

MIS100 Profiles

BANKING & FINANCIAL SERVICES

IDC Financial Insights (IDC Financial Insights Predictions 2013: Financial Services, December 11, 2012): Big data/analytics, mobility, cloud computing and social are the four key areas in which the financial services industry will be investing substantially through 2013.

11

12

BANKING & FINANCIAL SERVICES

Australia and New Zealand Banking Group Ltd (Singapore) Senior IT Executive: Luke Rankin, Head, IT Size of IT Dept: 100 Screens: 3,000 Location: Singapore Website: www.anz.com/singapore

T

he Australia and New Zealand Banking Group Limited (ANZ) is reputedly one of the three largest banks by market capitalisation in Australia with major interests in commercial and retail banking. ANZ opened its representative office in Singapore in 1974, which was later converted to offshore bank status in 1980 and subsequently upgraded to being a wholesale bank in 2002.

PT Bank Central Asia Tbk Senior IT executive: Renaldo Hector Barros, IT Director Size of IT department: 160 Screens: 17,000 Location: Indonesia Website: www.bca.co.id

P

T Bank Central Asia Tbk (BCA) is a commercial bank in Indonesia that was founded in 21 February 1957 with the name Bank Central Asia NV. It focuses on transaction banking business and provides loan facilities and solutions to the corporate, commercial & SME and consumer segments.

Today, BCA serves the needs of nearly 12 million customers. It does so through its

PT Bank Danamon Indonesia Tbk Senior IT executive: Kanchan Keshav Nijasure, Director & Chief Information Officer Size of IT department: 400 Screens: 16,500 Location: Indonesia Website: www.danamon.co.id

The operation in Singapore, Australia and New Zealand Banking Group Ltd (Singapore) is today one of only two designated regional hubs for ANZ in Asia and offers what it refers to as “integrated solutions across institutional and corporate banking, financial markets, trade finance, corporate finance, retail banking, private banking and investment banking services.”

ANZ has been aggressively pursuing some targeted growth strategies. And their efforts have been paying significant dividends,

particularly in the area of brand awareness across Asia.

Latest developments at ANZ in Singapore include its achievement of the highest rating among banks that established “a dedicated gold vault in Singapore” due to “the opening of its new facility at FreePort in Singapore” (ANZ, August 1, 2013).

ANZ was also “voted the leading provider of foreign exchange services in Asia Pacific by financial institutions” (Asiamoney’s 2013 FX Poll).

ANZ is “the leading provider of foreign exchange services in Asia Pacific” and has the highest rating among banks that have established a dedicated gold vault in Singapore.

tions related to KlikPay or BCA credit cards 1,028 branches, 12,429 ATMs and hundred of respectively. thousands of Electronic Data Capture (EDCs) machines interlinked with its internet and BCA is also using its Twitter account @ mobile banking services.

HaloBCA as a customer service contact centre to provide assistance to its customers BCA highly values customer engagement, 24/7. With a response time of three minutes, as evident from its social media efforts. BCA’s @HaloBCA was included in Socialbakers’ Top five distinct Facebook and Twitter accounts enable it to customise its interaction accord10 Socially Devoted Worldwide Brands on Twitter report in 2013. ing to the customers’ interests. BizGuideBCA caters to business-minded In May this year, Fortune BCA’s five distinct customers, GoodLifeBCA Indonesia magazine ranked Facebook and Twitter BCA tenth for all categories provides lifestyle-related accounts enable in the industry sector and information and XpresiBCA it to customise its second in the financial catis for youths.BCAKlikPay and interaction according egory, in terms of Indonesia’s KartuKreditBCA, on the other hand, provide information to the customers’ Most Admired Companies on products and promointerests.

2013.

Pinjam (DSP) and Syariah units as well as its subsidiaries branches. It also provides its customers with around 50,000 ATMs in all 33 provinces in Indonesia.

With the vision “We care and enable millions to prosper”, Danamon aims to become the leading financial institution in Indonesia with a significant market presence.

T Bank Danamon Indonesia Tbk was It plans to achieve its aim by being a established in 1956 and was formerly customer-centric organisation that covers all customer segments, each with unique value known as Bank Kopra. It is currently ranked as the sixth largest bank by asset size in proposition centered on sales and service excellence supported by Indonesia.

Danamon is the sole technology.

As of end June 2013, the bank operates a network of issuer and acquirer Earlier this year, the of American Express about 3,350 conventional bank launched a campaign, cards in Indonesia. branches, Danamon Simpan ‘Danamon LEBIH Goes to

P

MIS100 Profiles

Campus’, which aimed to educate university students about the Danamon LEBIH savings accounts and its benefits through games.

U n d e r a n i n d e p e n d e n t o p e ra t o r agreement, Danamon is the sole issuer and acquirer of American Express cards in Indonesia.

The bank is also the sole license holder of Manchester United cards in Indonesia, enabling it to issue Manchester United ATM/ Debit cards and credit cards to its customers.

14

BANKING & FINANCIAL SERVICES

PT Bank Mandiri (Persero) Tbk Senior IT executive: Kresno Sediarsi, Director, Technology & Operations Size of IT department: 350 Screens: 8,300 Location: Indonesia Website: www.bankmandiri.co.id

P

T Bank Mandiri (Persero) Tbk is the result of the merger of four state-owned banks–Pt Bank Bumi Daya, PT Bank Dagang Negara, PT Bank Ekspor Import Indonesia ( B a n k E x i m ) , PT B a n k Pe m ba n g u n a n Indonesia (Bank Bapindo)–in 1999.

The bank offers services that include corporate, commercial, micro & retail, consumer finance and treasury, and financial institution

Hang Seng Bank Ltd Senior IT Executive: To Kei Tao Paul, Assistant General Manager & Head of IT & eBanking Size of IT Dept: 300 Screens: 3000 Location: Hong Kong Website: www.hangseng.com

H

ang Seng Bank Limited is a commercial bank in Hong Kong founded in 1933 that is a principal member of HSBC Group.

The bank provides retail banking and wealth management, corporate and commercial banking, treasury services, private banking, and a comprehensive suite of Renminbi services.

Bank of China

Senior IT Executive: Zhang Jian You, IT Director Size of IT Dept: 200

Screens: 1,120 (Corporate) Location: Beijing, PRC Website: www.boc.cn

T

he Bank of China (BOC) is over a century old, having been formally established in February 1912. From 1912 to 1949, BOC served consecutively as the country’s central bank, international exchange bank and specialised international trade bank. It also established itself well in the international financial community. After the founding of the People’s Republic of China, BOC assumed responsibility for managing China’s foreign

MIS100 Profiles

& special asset manageairport and commuter trains In support of the ment . Headquartered in country’s drive in various parts of Indonesia. toward a cashless Jakarta, Bank Mandiri has a Bank Mandiri’s e-money staff strength of 31,721 in its society, Bank Mandiri value grew to Rp673 billion 1,835 branch offices,7 branch is continuously (US$62.6 million) in the first offices/ representatives/ expanding its half of 2013–up 92 percent subsidiaries abroad as of from 2012–through 54.6 milelectronic payment June 2013. system, e-money. lion e-money transactions, up 66 percent over the same In support of the counperiod in 2012. try’s drive toward a cashless society, Bank To leverage the e-commerce trend, Bank Mandiri is continuously expanding its electronic payment system, e-money. To use Mandiri has recently incorporated the meche-money, customers simply need to swipe a anism of Verified by Visa (VbV/3D secure) and card that stores money separate from their One Time Password into the Mandiri Debit main bank account to make payments. The cards. Thus, cardholders can now be assured e-money card is accepted at over 870 retail that their online transactions via those cards merchant outlets, various gas stations, and are secure.

Hang Seng Bank operates around 220 service outlets in Hong Kong serving personal and business customers. It also maintains a branch in Shenzhen for foreign currency wholesale business, branches in Singapore and Macau, and a representative office in Taipei. In mainland China, the bank has a network of 46 outlets under wholly owned subsidiary Hang Seng Bank (China) limited.

As part of its investment in technology to enhance customer service, Hang Seng Bank launched its Mobile Payment Service

in June 2013. The service enables customers to make payments of HK$500 (US$64) or less via designated near-field communication (NFC)—enabled mobile phones at shops in Hong Kong with MasterCard PayPass terminals. Customers can also view their 20 most recent transactions from the Hang Seng Mobile Payment App. Currently, this service is only available to Android smartphones with NFC functionality, including Samsung Galaxy S4, LG Optimus G Pro and Sony Xperia Z. Hang Seng Bank has plans to extend the service to other types of smartphones in future.

As part of its investment in technology to enhance customer service, Hang Seng Bank launched its Mobile Payment Service in June 2013.

exchange operations, providing support to the country’s foreign trade development and economic infrastructure with its specialised services in international trade settlement and overseas fund transfers, and other non-trade foreign exchange services. When the PRC began to open up and instituted economic reforms, BOC built up its competitive advantages in the foreign exchange business. In 1994, BOC started work on transforming itself from being a specialised foreign exchange bank into a state-owned commercial bank.

BOC was incorporated as Bank of China Limited in August 2004, and was listed on the Hong Kong Stock Exchange and Shanghai Stock Exchange in June and July 2006, respectively. In 2011 and 2012, BOC was

enrolled as a Global Systemically Important Financial Institution for two consecutive years, the only financial institution from China or any emerging economy to be recognised as such. As China’s most international and diversified bank, BOC today provides a comprehensive range of financial services to customers across the Chinese mainland, Hong Kong, Macau, Taiwan and 36 overseas countries. BOC has multiple tech initiatives running across all the geographies it operates in. The latest being reported (in March 2013) was the deployment of VASCO and i-Sprint security tools by its Hong Kong subsidiary to secure its online transactions and banking services.

MIS100 Profiles

BANKING & FINANCIAL SERVICES

Industrial and Commercial Bank of China (ICBC) Senior IT Executive: N.A. Size of IT Dept: N.A. Screens: N.A. Location: Beijing, PRC Website: www.icbc.com.cn

I

ndustrial and Commercial Bank of China (ICBC) is one of the largest banks in the world. In 2012, the Bank ranked number one on Forbes Global 2000 list of the worlds biggest public companies. ICBC provides corporate and personal banking, treasury operations, investment banking, asset management, trust, financial leasing and other financial services. Total assets—approximately

PT Bank Rakyat Indonesia (Persero) Tbk Senior IT executive: Noegroho Adhi Wibowo, Deputy General Manager, IT Operations Size of IT department: 250 Screens: 30,000 Location: Indonesia Website: www.ir-bri.com

P

T Bank Rakyat Indonesia (Persero) Tbk (BRI) was founded in 1895 as a small mosque-based financial institution that manages and disbursed trusted funds to the community. Today, it has over 38,000 employees and provides commercial banking activities and banking services based on shariah principles

China Construction Bank (Asia) Corporation Ltd Senior IT Executive: Li Kun, Head of IT Size of IT Dept: 17Screens: 200 Location: Hong Kong Website: www.asia.ccb.com

C

hina Construction Bank (Asia) Corporation Ltd (CCB Asia) is a whollyowned subsidiary of China Construction Bank Corporation. CCB (Asia) offers banking services related to consumer banking, retail banking, commercial banking, RMB products and services, as well as credit card and personal loan services.

As of 2013, CCB (Asia) is one of the largest credit card issuing institutions in Hong

15

US$2,764 billion as of September 30, 2012); market capitalization—US$236.4 billion as of December 31, 2012 (as reported on www. combanks.org).

ICBC today has a strong global presence due to its various commercial banking operations and rapid expansion to markets worldwide. ICBC is also a market leader in the PRC in many business areas of commercial banking. ICBC’s place on the MIS 100 is due to its efforts in electronic banking (e-banking) and initiatives intended to simultaneously support and drive its global expansion efforts with strategic investments in key technologies.

In 2011 ICBC introduced more than 50 new products and upgraded nearly 200 existing

product functions, and launched large marketing campaigns to promote its ICBC Mobile Banking sub-brand.

The volume of transactions across its e-banking channels for that year show an increase of 25.5 percent over the figure for 2010; also, e-banking transactions accounted for 70.1 percent of all ICBC transactions, a jump of 11 percentage points from the previous year.

By the end of 2011 in Corporate Internet Banking and Personal Internet Banking, ICBC had registered an increase of online users of 18.8 percent and 22.8 percent, respectively, over the previous year’s figures, and annual transaction turnover rose 26.6 percent and 25.6 percent, respectively.

BRI’s vision is to be the leading commercial bank that prioritises customer satisfaction.

To achieve this, BRI aims to conduct the best banking practices, especially when it comes to services for the Micro, Small and Medium Enterprises (MSMEs).

The bank also strives to provide customers with excellent services through its network and employees while adhering to the practices of good corporate governance, as well as create optimal values and benefits for its stakeholders.

Much of BRI’s efforts revolve around increasing its core business and improving its risk management practices. In terms of the latter, BRI has installed a financial risk

management platform from Wolters Kluwer Financial Services in September 2012.

The platform not only reduced the time taken to process the considerable volume of customer accounts, but also enabled BRI to adhere to both International Financial Reporting Standards (IFRS) and Indonesian accounting standards (PSAK 50, 55).

In July 2013, Fortune 100 Indonesia named BRI as the second best company in terms of profitability out of the top 100 most profitable Indonesian companies listed on the Indonesia Stock Exchange (IDX).

Kong. It operates 42 branches in Hong Kong, including one CCB Private Banking Centre for high net worth customers, and 8 branches in Macau.

In a bid to achieve its mission of providing better service to its customers, CCB (Asia) offers banking services through the phone, internet and mobile phones. CCB’s banking mobile app is available on the Apple app store and Google Play. Aside from banking services, the app also provides users with stock market updates and video commentary on China’s investment market.

CCB (Asia) has also rolled out Hong

Kong’s first “CCB (Asia) Octopus UnionPay Dual Currency Credit Card” in June 2013. The card incorporates Octopus Cards Limited’s functions with UnionPay’s payment system and dual currency accounts. This allows customers to make cashless payments in Hong Kong and Mainland China without incurring the overseas transaction fee. Spending in Mainland China will be settled in renminbi while spending in Hong Kong will be settled in Hong Kong dollar. Currently, customers can use the card for most transportation and retail payments.

Aside from banking services, the app also provides users with stock market updates and video commentary on China’s investment market.

16

BANKING & FINANCIAL SERVICES

CIMB Group Holdings Bhd Senior IT executive: Iswaraan Suppiah, Head, Group Information & Operations Division Size of IT department: 90 Screens: 1,500 Location: Malaysia Website: www.cimb.com

C

IMB Group Holdings Bhd is an ASEAN universal bank headquartered in Kuala Lumpur, Malaysia. It offers consumer banking, wholesale banking, Islamic banking and asset management services to about 13.5 million customers.

CIMB Group has over 42,000 employees and more than 1,080 retail branches in Malaysia, Singapore, Indonesia, Thailand

DBS Bank Ltd

Senior IT Executive: David Gledhill,

MD & Head of Group Technology & Operations Size of IT Dept: 300 Screens: 7000 Location: Singapore Website: www.dbs.com.sg

D

BS is a leading financial services conglomerate based out of Singapore.

It operates across 15 markets with more than 200 branches and more than 18,000 employees.

One of the bank’s most significant technology projects is an events processing-based system to help improve customer retention.

The Hong Kong & Shanghai Banking Corp Ltd Senior IT Executive: Raymond Cheng, Chief Technology & Services Officer, Hong Kong Size of IT Dept: 35 Screens: 2200 Location: Hong Kong Website: www.hsbc.com.hk

T

he Hong Kong & Shanghai Banking Corp Ltd (HSBC) is a bank established in Hong Kong in March 1865 and in Shanghai a month later. The bank is the founding member of HSBC Group, one of the world’s largest banking and financial services organisations with assets of US$2,645 billion at end of

MIS100 Profiles

and Cambodia. It also has market presence in Brunei, Vietnam, Myanmar, China, Hong Kong, Bahrain, India, Sri Lanka, Australia, Taiwan, Korea, the US and UK. One of the bank’s current goals is to encourage its customers to use the CIMB Clicks portal, which provides online banking services, as their preferred banking channel.

First developed in 2006, the portal was revamped earlier this year to make it more user-friendly and to incorporate new services.

New services include OctoPay (ASEAN’s first banking service on Facebook), foreign currency fixed deposits placement and foreign currency current account funds transfer, Tune Talk auto reload and online gold trading.

Customers are also able to manage their unit

trust investments via CIMB Clicks eInvest at attractive rates.

CIMB Clicks currently has about 3.6 million users in Malaysia and processes an average monthly volume of 3.5 million monetary transactions.

The CIMB Clicks application has also been downloaded approximately 500,000 times onto iPhones, iPads and Androidbased devices.

In July 2013, CIMB Group received the Best in Social Media in Asia and Best Consumer Internet Bank in Malaysia awards from Global Finance Best Consumer Internet Bank Awards 2013.

Apama enables DBS to monitor customers’ credit card usage and send relevant offers to them via their mobile phones. Individual behaviour and profiles are matched against behaviour and profile criteria from marketing campaigns. Now, if a customer buys a gift at a mall using his DBS card, Apama will detect and trigger the bank’s backend to send the cardholder an SMS message promoting a restaurant at the same mall.

Another recent project highlight is the implementation of speech analytic tools for its Singapore-based contact centre. The bank said the initiative has allowed the centre to improve productivity, workflow capabilities, and increase the number of compliments from customers by 45 per cent year on year.

DBS unveiled its flagship retail branch at its new headquarters at the Marina Bay Financial Tower late last year. The location has an interactive TV wall that is powered by motion-based detection, touchpads to help customers fill up forms and iPads that serve as information outlets all to improve customer experience.

In March this year, DBS became the first bank in Singapore to offer virtual credit cards that runs on Near Field Communication-enabled (NFC) mobile handsets. The banks’ DBS One.Tap is available to mobile subscribers from the three mobile network operators in the island nation. The bank has equipped over 30,000 of its partner merchant outlets with contactless payment terminals.

June 2013.

HSBC operates 450 offices in 25 countries and territories in the Asia-Pacific region, the Americas, the Middle East, Africa and Europe.

The bank serves its customers through its four global businesses: retail banking and wealth management; commercial banking; corporate, investment banking and markets; and private banking.

As part of its strategy to build long-term and sustainable relationships, HSBC has revamped its mobile banking app for iPhones, Android Phones and iPads in May this year.

The new HSBC mobile app enables its retail customers in Hong Kong to make a wider range of banking transactions in real-time securely. The bank has also streamlined the

transaction process for trading stock and FX on the app; customers now only need to go through three to four simple steps to complete transactions.

HSBC is also furthering its efforts to promote mobile NFC payments. The HSBC Mobile Payments service, which was rolled out for iPhones in October 2012, will be able to run on Android phones by the second half of 2013. With this service, customers can pay for transactions up to HK$500 (US$64.50) without a physical credit card. All they need to do is to wave their NFC-enabled mobile phones at any checkout counter installed with a Visa payWave terminal.

MIS100 Profiles

BANKING & FINANCIAL SERVICES

Kasikornbank Public Co Ltd Senior IT Executive: Teeranun Srihong, Senior Executive VP, IT Size of IT Dept: 100 Screens: 7,800 Location: Bangkok, Thailand Website: www.kasikornbankgroup.com

F

ounded in 1945, Kasikornbank Public Company Limited has its headquarters in Bangkok but has a global reach, providing commercial banking products and services in Thailand and internationally. The company’s offerings include a variety of personal banking products and services, “including bank accounts, such as savings accounts, e-savings accounts, fixed accounts, current

Land Bank of the Philippines Senior IT Executive: Allan V. Bornas, Senior VP, Technology Management Group Size of IT Dept: 200 Screens: 6,020 Location: Manila, Philippines Website: www.landbank.com

F

ounded in 1963 and based in Manila, the Land Bank of the Philippines has a network of 334 branches (comprising 213 branches in Luzon, 53 branches in Visayas and 68 branches in Mindanao) and 1,082 ATMs across the Philippines.

It provides banking, financing, leasing, real estate, insurance brokerage, and other related services to personal, commercial, cor-

Malayan Banking Bhd Senior IT executive: Tan Kok Meng, Chief Information Officer Size of IT department: 500 Screens: 13,000 Location: Malaysia Website: www.maybank.com

M

alayan Banking Berhad (Maybank) is a bank and financial group in Malaysia that was founded in 1960 and listed on Bursa Malaysia (then Kuala Lumpur Stock Exchange) in 1962. The bank has offices in all 10 ASEAN countries, as well as branches in key financial centres including New York, London, Hong Kong and Bahrain.

Maybank provides a wide range of prod-

deposits, and foreign currency deposits; credit and debit cards; loans, such as housing loans, home equity loans, express cash loans, personal loans for education, and personal loans for provident fund members, as well as for welfare; and life, annuity, retirement, accident, asset protection, home protection, health, and auto insurance products” (investing.businessweek.com).

In addition, it also offers a broad range of other financial services and conveniences.

Among them: “securities trading, ATMs, bill payment, money transfer, mobile top-up, payment gateway, cheque and drafts, and mobile banking services, as well investment services; business and corporate banking products and services, which consist

17

of domestic and international transaction services; credit for small and medium enterprises; bancassurance; cash management solutions; international trade solutions; corporate credit; supply chain financing; foreign exchange and derivatives; corporate finance and investments; and securities services.”

Kasikornbank Public Co (as of March 31, 2013) operates 877 branches and 7,689 ATMs in Thailand; five branches (in Los Angeles, Hong Kong, the Cayman Islands, Shenzhen and Chengdu), and five representative offices (in Shanghai, Beijing, Kunming, Tokyo and Yangon).

porate and institutional cliThe Land Bank of the Its set of services include Philippines’ more automated teller machine ents in the Philippines (www. notable services (ATM) and phone banking insideview.com). Its deposit products include savings include those services, retail and instituaccounts, current accounts, administered via tional Internet banking servand time deposits. its e-tax payment ices, remittance and fund The bank “provides system and E-cards. transfer services, e-tax payloans for agricultural coopment system, phone bankeratives, non-farmers or credit cooperatives, ing services, and Visa cards and E-cards. and institutional/employees’ cooperatives The bank also provides treasury bills and and associations; countryside loan fund; bonds, trust products and services, assistsalary loan programs; loans for countryside ance programs for landowners and project financial institutions and non government preparation funds. In addition, it offers insurorganisations; carbon finance facilities; and ance brokerage as well as leasing and finanJatropha financing for cooperatives, small cial services. and medium enterprises, farmers organizations, and large agri-based corporations.”

ucts and services that include commercial banking, investment banking, Islamic banking, offshore banking, insurance and takaful, factoring, trustee services, asset management, stock broking, nominee services, venture capital and internet banking.

To achieve its target of becoming a regional financial services leader, Maybank invested in a number of technology-based projects. In March 2013, the bank has enabled its corporate mobile banking application, Maybank2E-Regional Cash, to be accessible

In March 2013, Maybank enabled the Maybank@e-Regional Cash to be accessible via Microsoft Windows Phone 8.

on Microsoft Windows Phone 8 platform to reach to more corporate clients.

Maybank has also launched Maybank2u Pay, a payment gateway to facilitate online blog shop purchases, in April 2013 to help support the needs of the Malaysian social commerce community. Maybank2u Pay allows blog shop owners to have a detailed view of sales transactions and compile them for easy management. For consumers, they no longer need to send proof of payment to blog shop owners as the service will send email alerts to both buyers and sellers when a payment is made.

18

BANKING & FINANCIAL SERVICES

The Bank of East Asia Ltd Senior IT Executive: Eric Wong, Head of IT Size of IT Dept: 500 Screens: 1000 Location: Hong Kong Website: www.hkbea.com

T

he Bank of East Asia Limited (BEA) provides commercial banking, personal banking, wealth management, and investment services to its customers in Hong Kong, Mainland China and other major markets worldwide.

Established in 1918, BEA is currently the largest independent local bank in Hong Kong, with total consolidated assets of

Public Bank Bhd Senior IT executive: Tan Teck Kong, General Manager of Information Technology division Size of IT department: 450 Screens: 10,100 Location: Malaysia Website: www.pbebank.com

P

ublic Bank Bhd is the third largest banking group in Malaysia and ranked sixth by asset size in Southeast Asia, as of end of 2012. Founded in August 1966, the Public Bank Group has a total of 377 branches and over 17,600 employees in Malaysia and overseas branches in Cambodia, Vietnam, Laos, Hong Kong, China and Sri Lanka.

Standard Chartered Bank Senior IT executive: Jan Verplancke, Group CIO (Global IT head, based in Singapore) Size of IT department: More than 26,000 Screens: More than 26,000 Location: Singapore (Global IT organisation headquartered in Singapore) Website: www.standardchartered.com

W

hen the bank first started its mobility journey in 2010, thousands of iPhones, with very little variation in configuration, were issued to its employees.

But Standard Chartered is now looking to ensure more flexibility for its device-using employees.

MIS100 Profiles

HK$697.4 billion (US$89.9 billion) as of 30 June 2013. The bank is listed on the Stock Exchange of Hong Kong and is one of the constituent stocks of the Han Seng Index.

BEA has over 12,000 members of staff working at its 230 outlets worldwide, including Hong Kong and the rest of Greater China, Southeast Asia, the United Kingdom, and the United States.

In line with its focus of satisfying customer needs, BEA offers a free integrated banking service called Cyberbanking.

This service enables customers to operate their accounts (to make account enquiries, fund transfers, etc) via various electronic channels including the Internet, mobile phones, PDAs, phones and ATM channels.

Currently, the BEA mobile banking app can be accessed using iPhones or Android phones.

BEA has also ensured that its website is easy to access and navigate for its diverse visitors.

Visually impaired visitors can access BEA’s websites using tools, such as screen reading software and Braille devices, to check bank information and operate their accounts (through Cyberbanking).

Recognising this effort, the Office of Government Chief Information Officer and the Equal Opportunities Commission of Hong Kong has awarded BEA the Silver Award in the Web Accessibility Recognition Scheme.

The Public Bank Group offers a range of financial products and services covering personal banking, commercial banking, Islamic banking, investment banking, share broking, trustee services, nominee services, sales and management of unit trust funds, bank insurance model (bancassurance) and general insurance products.

The Public Bank Group’s overall growth strategy is to focus on growing its retail banking business. To grow its retail banking business, the bank has turned to concentrating its marketing and sales efforts in the key areas of retail lending, deposit-taking and fee-based businesses.

The bank also recently expanded its internet banking and mobile banking service

capabilities to provide greater convenience for its customers. Customers can now make income tax payment or top-up their Hotlink or Digi (mobile accounts) through the bank’s online platform, PBeBank.

Account information inquiry, fund transfers, payments, investments can also be made via the bank’s mobile banking platform.

A great number of industry watchers acknowledge the banks excellence in key areas of the financial services industry. In recent years, the Public Bank has received 36 awards–including best bank awards and excellence in corporate governance­–from national and international publications.

Peter Walker, group head of technology architecture at Standard Chartered Bank said: “It was a good strategy back then as it provided cost savings from bulk purchase and ease of controlling security parameters.”

However, after examining the work requirements of the different segments of users within the bank, the bank realised that a more flexible BYOD strategy is now needed. “We realised that the needs for mobility, productivity and data security is different. Some have higher productivity as its main focus while other groups of users, such as customer-facing employees have customer data privacy as paramount importance,” said Walker.

The bank’s employees now have access to their work email and the apps on the

internally created Standard Chartered App Centre through their personal smartphones and tablets. The App Centre currently offers 17 proprietary custom-built apps that enable employees to tap into the internal systems for access to information and collaboration.

One example is the TradePort app that allows relationship managers to securely perform or monitor trades on the move.

Another is FX Rates, a foreign exchange platform that shows the bank’s internal rates and ratios between currencies. The bank also rolled out iNeeds, a tablet app that allows relationship managers in branches to create client profiles. This helps in engaging customers better by being able to work on customised solutions on the spot.

MIS100 Profiles

BANKING & FINANCIAL SERVICES

TMB Bank Public Co Ltd Senior IT Executive: Saipin Kittipornpimol, CIO Size of IT Dept: 210 Screens: 7,765 Location: Bangkok, Thailand Website: www.tmbbank.com

F

ounded in 1957 and headquartered in Bangkok, TMB Bank Public Company Limited, along with its subsidiaries, provide commercial banking services to retail and corporate customers, and small and medium sized businesses in Thailand and other geographies abroad (investing.businessweek. com).

The bank has 462 branches in Thailand and two overseas branches (the Cayman Islands and Vientiane).

Its portfolio of services and products include those covering savings and deposits (incl. savings accounts, current accounts, term deposits, bills of exchange, and no fixed accounts), home loans, unsecured loans and credit cards, and short-term and long-term loans, letters of credit, certificates of finance and credit for trade finance, as well as letters of guarantee and business cards.

United Overseas Bank Senior IT executive: Susan Hwee, MD & Head, Group Technology & Operations Size of IT dept: 500 Screens: 8,700 Location: Singapore Website: www.uob.com.sg

U

nited Overseas Bank (UOB) is a leading bank in Asia with a global network of more than 500 offices in 19 countries and territories in Asia Pacific, Western Europe and North America.

Today it operates in Asia through its branches and representative offices as well as banking subsidiaries in China, Indonesia, Malaysia, the Philippines, Singapore and Thailand.

Recognising changing consumer behaviour and Singapore’s high mobile penetration rate, the bank rolled out its UOB Mobile app in end December 2011.

The bank has been consistently adding new functions to the app. The latest feature is a Mobile Cash function, which the bank said is an industry first in Singapore.

This function provides customers with

All these and more are facilitated by an infrastructure and set of services managed and provided by an IT staff of 210 dedicated executives working across borders.

Also, TMB Bank provides wealth banking services, mutual funds, foreign exchange services, insurance services, business protection services, payment and collection services, risk management services, agent and securities services, and international trade services.

TMB Bank’s set of investment banking services include merger and acquisition services, debt capital market services, property

19

funds for public offering, and loan arrangement and syndication services.

In personal banking and convenient services, the bank offers ATM and debit cards, Internet banking, M-banking, and phone banking services.

Through its 462 branches across Thailand and two overseas branches– one in the Cayman Islands and another one in Vientiane–TMB Bank serves a comprehensive portfolio of services and products including savings and current accounts, term deposits, bills of exchange, home loans, unsecured loans and credit cards, short-term and long-term loans, letters of credit, certificates of finance and credit, certificates of finance and credit for trade finance, as well as letters of guarantee and business cards. All these and more are facilitated by an infrastructure and set of services managed and provided by an IT staff of 210 dedicated executives.

the ability to make cash withdrawals and transfer funds to others with just an instant text message and a one-time password at more than 600 UOB ATMs in Singapore.

“There is little doubt that Singaporeans’ reliance on their mobile phones has helped to change the way people bank. What was previously an early adopter novelty has moved into the mainstream of banking,” said Wendy Teo, Head of Group Channels, UOB. The bank said the app has been used by more than 70 per cent of active UOB Personal Internet Banking customers.

Monthly transactions using UOB Mobile reached a high of 1.1 million in December

2012, an increase of 33 per cent since its launch in December 2011.

UOB Mobile customers are using the app most often to check their account, transfer funds and to make bill payments.

Other new features to the UOB Mobile app include movie ticketing and top up functions for cash cards.

Recognising changing consumer behaviour and Singapore’s high mobile penetration rate, the bank rolled out its UOB Mobile app in end December 2011. The bank has been consistently adding new functions to the app. The latest feature is a Mobile Cash function, which the bank said is an industry first in Singapore, which provides customers with the ability to make cash withdrawals and transfer funds to others with just an instant text message and a one-time password at more than 600 UOB ATMs in Singapore.

20

Manufacturing

“Successful companies will drive alignment between the service organisation and IT to create a ‘digital thread’ that connects service to other enterprise functions for increased speed and accuracy of content delivery and decision making,” Sheila Brennan, Program Manager, IDC Manufacturing Insights.

MIS100 Profiles

MIS100 Profiles

Manufacturing

Anshan Iron & Steel Group Corporation (An Steel) Senior IT Executive: Lin Yu, Computer Department Head Size of IT Dept: 100 Screens: 3,400 Location: Anshan, Liaoning, PRC Website: www.ansteelgroup.com

A

nshan Iron and Steel Group Corporation ( An s te e l ) i s s i tu a te d i n A n s h a n , Liaoning Province. Ansteel came out of a merger of Anshan Ironworks and Shouwa Steelworks in 1948, when it was rebuilt into the earliest large-sized iron and steel production base in post-revolution China, which is why it has been dubbed as “the cradle of the

Astra International PT Tbk Senior IT Executive: Ganda Kusuma, CIO Size of IT Dept: 240 Screens: 4,350 Location: Jakarta, Indonesia Website: www.icbc.com.cn

A

stra International PT Tbk has a very diversified business and has long been considered one of the most important players in Indonesia’s automotive industry, and recognises the importance of the automotive segment to its overall business.

This year, the Astra International Chief of Group Treasury and Investor Relations, Iwan Hadiantoro, went so far as to say that he expected the contribution from this seg-

Coca-Cola Bottling Indonesia PT Senior IT Executive: Deborah Intan Nova, IT Director Size of IT Dept: 100 Screens: 2,080 Location: Bekasi, Indonesia Website: coca-colaamatil.co.id

A

lternately known as Coca-Cola Amatil Indonesia (which also includes Coca-Cola Distribution Indonesia) the company primarily handles all production and distribution of Coca-Cola Company p ro d u c t s – s u c h a s C o ca - C o l a , S p r i te , Fanta, Frestea, Minute Maid–in Indonesia.

It has eight production plants across Indonesia–in Cibitung-Bekasi, Medan,

21

Chinese steel industry and the eldest son of the Republic’s steel industry.”

Today, Ansteel is one of China’s largest producers of steel and metal products, with three major production bases (Anshan, Bayuquan and Chaoyang, all in Liaoning) which can altogether deliver an annual integrated capacity of 25 million tons of pig iron, raw steel and rolled steel.

Operating through about 30 subsidiaries (including Angang Steel), six large iron ore mines, four iron ore, one iron-making, three steel-making and more than a dozen steel-rolling plants, Ansteel produces: 16 million tools of steel products and 16 million tons of iron or every year.

The company’s steel unit is focused on

high-end products, such as electroplated, colour coated and silicon flat steel products (source: Hoovers.com).

Ansteel formed a controversial joint venture with Steel Development Co. (of Mississippi, the US) in 2010 for a US operation.

Since then, Ansteel has been ramping up its global growth aggressively, in line with its latest objective of becoming one of the world’s top 10 steel makers and a transnational force leading world steel industry by 2015, and has invested significantly in its ICT infrastructure and new applications to support this drive.

ment to grow by 10 percent. “We estimate the automotive segment—and the financial services segment that is related with automotive financing—to contribute around 70 percent towards the company’s revenue for this year. Last year’s contribution reached 60 percent.”

I n fa c t , t h e co m pa n y i s ge n e ra l l y considered to be Southeast Asia’s largest independent automotive group (ref.

Jardines.com. March 2013), and is the leading provider in Indonesia of a full range of automobile and motorcycle products.

Astra International counts among its strategic brand partners global leaders such as Toyota, Daihatsu, Isuzu, UD Trucks, Peugeot and BMW for automobiles, and

Honda for motorcycles. It is also a key player in: the automotive component sector via its subsidiary Astra Otoparts, which cooperates with high quality component producers from across the world; financial services; heavy equipment and mining, through United Tractors, which sells Komatsu heavy equipment; agribusiness, with a stake in palm oil plantation operator Astra Agro Lestari; infrastructure and logistics; and information technology. All these indicate a very strong commitment by the top management at Astra International to a very robust and versatile information systems infrastructure, without which the company could not possibly operate across industries as varied as its interests.

Padang, Lampung, Bandung, Semarang, Surabaya and Denpasar–all of which reputedly meet and exceed international standards and local regulatory requirements.

This is attested to by the documented audits in the areas of quality control, environmental, health and safety practices that they go through regularly, and the prizes it has been awarded by The Coca-Cola Company for attaining standards above those of similar plants elsewhere in the world.

Coca-Cola Amatil Indonesia was said to be headed for a “tech refresh” last year (ref, Coca-Cola Amatil targets Asia for SAP platform upgrade by Josh Taylor on ZDnet. com, September 3, 2012) in similar fashion to Coca-Cola Amatil’s in Australia and New

Zealand when it moved its Australasian business onto a single SAP platform in its OAisys (One Amatil information system) project.

“The project, which began in 2008, aimed to roll 120 legacy systems onto one SAP platform. It was divided into three phases, with the first two phases upgrading finance and human resources back-office systems, CCA’s call centre, equipment service, warehousing, payroll, supply chain management, and demand planning systems. Phase three involved getting New Zealand’s systems on board, and in the first half of 2012, this project was completed,” wrote Taylor in his lead-up to the interview with Coca-Cola Amatil CIO Barry Simpson, who is based in Australia.

22

Manufacturing

Flextronics Technology Sdn Bhd Senior IT Executive: Lee See Nee, VP, IT Asia Size of IT Dept: 150 Screens: 6,000 Location: Penang, Malaysia Website: www.flextronics.com (Corporate, Global)

T

he Malaysian extension of US-based Flextronics International, Flextronics Technology Sdn Bhd serves, supports and manages relationships with customers in the medical, aerospace and defence, industrial, capital equipment, energy, networking, global services, computing and mobile consumer markets. Flextronics Technology’s facilities in Malaysia are located in Penang,

Fraser & Neave Holdings Berhad Senior IT Executive: June Ng, Group IT Head Size of IT Dept: 47 Screens: 2,200 Location: Kuala Lumpur, Malaysia Website: www.fn.com.my

F

raser & Neave Holdings Berhad is largely known as the manufacturer of wellknown carbonated drinks such as Coca-Cola, Seasons, 100Plus and Sprite in Malaysia.

Its core business, though, extends to the manufacture, sales and marketing of not just soft drinks, but also dairy products, non-carbonated beverages, and property business.

Its operations extend beyond Malaysia’s borders.

Fujitsu (China) Information Systems Co Ltd Senior IT Executive: Kelly Yuan Lihua, IT Manager Size of IT Dept: 415 Screens: 1,210 Location: Beijing, PRC Website: www.fujitsu.com/cn

F

ujitsu (China) Information Systems Co Ltd is a part of Fujitsu (China) Co Ltd, which is a subsidiary of Fujitsu Limited, one of the world’s largest Japanese technology companies whose more than 170,000 employees serve customers from more than 100 countries across the world. Aside from its operational excellence aside, Fujitsu’s opera-

MIS100 Profiles

Shah Alam (Selangor and Kuala Lumpur), Johor Bahru (Senai and Port of Tanjung Pelepas), from which the company offers a broad set of capabilities, including electrical and mechanical design, printed circuit board assemblies, box-build, cable assemblies and camera modules manufacturing.

In particular, Flextronics Technology’s Malaysia operations specialise in mechanical engineering such as plastic moulding, metal stamping, machining, coating, enclosures and tooling, with services that include asset recovery, document control, ECN and BOM management, functional test, supply chain management, fulfillment, inventory management, warranty management and repair. The company’s facilities in Malaysia offer clean

room capabilities, functional and reliability testing, new product introduction support, design for manufacturing, supply chain management and logistics, and hold certification in areas such as quality (ISO), occupational health and safety, electrostatic discharge control, product safety and environmental compliance. Additionally, they also hold certification that support specific markets such as telecommunications, semiconductors, medical and automotive.

The company was most recently in the news for having been conferred ‘The Perfect Quality Award’ by Lenovo (ref. flextronics.com, August 1, 2013) for “near perfect quality and service record for Lenovo products shipped over the past 12 months.”

The company is also the winner of the Change Management category in this year’s IT Excellence Awards programme, with Project GOLD, which its ICT leader–June Ng, Group IT Head–and team described (in their nomination form) as “a move away from the traditional email platform, hosted on decentralised on-premise servers over to the cloud,” involved the implementation of the “full suite of Google Apps, including Google Mail, Google Sites, Drive and Calendar,” and “delivered a whole new exciting user experience of email, calendaring, chat and video collaboration and the Internet of Everything!”

The long list of the business benefits that came out of Project GOLD begins with the citation of mighty impressive op-

erational numbers. “The most apparent measurable result was a 60 percent drop in our IT Helpdesk queries as a result of an increased storage size—25GB per user.

When we were running on Lotus Notes, many Helpdesk requests were to archive old emails on Lotus Notes as the system storage was comparatively minimal (300MB per user).

Other IT Helpdesk queries revolved around supporting secretaries “access to their boss” mailbox or calendar, or even the creation of calendars to manage assets. This translated to a 30 percent saving in man hours. At the same time it shifted the focus of the IT organisation away from managing the infrastructure and technology changes to higher value delivery competency.”

tions in China are well-known for the research and development work they have been doing in close collaboration with the company’s laboratories and facilities in Japan and just about every where else.

Among the more recent announcements in this area is that of 3D gesture recognition technology just developed by Fujitsu Laboratories Limited and Fujitsu Research and Development Center Co. Ltd of China.

The new technology uses video captured on a single PC or table camera to not only detect vertical and horizontal hand motion but also the forward and backward movements of increasing or decreasing distance of a hand from the display. In effect, Fujitsu executives said in May this year (www.fujitsu.

com/cn), “the new technology makes it possible to use hand gestures to perform a host of complex operations. For instance, a user can wave his or her hand up an down to make a menu selection on a PC and then confirm the selection with a ‘push’ gesture, even from a distance.”

Another is that of what the company has declared “the world’s first optical-transmission technology that can achieve 100Gbps transmission speeds using widely available, conventional components intended for 10 Gbps networking” which apparently “paves the way for 400Gbps Ethernet transceivers in next-generation data centres.”

MIS100 Profiles

Manufacturing

GlobalFoundries Singapore Senior IT Executive: David Hubbard, Director, IT Infrastructure Size of IT Dept: 100 Screens: 2,650 Location: Singapore Website: www.globalfoundries.com (Corporate, Global)

G

lobalFoundries entered the foundry industr y in early 2009 and today is already one of the fastest-growing chip manufacturers in the world, with three manufacturing centres: one in Germany (named Fab 1), one in the US (Fab 8) and one Singapore (Fab 7). GlobalFoundries Singapore also has the distinction of being one of the coun-

Hanjaya Mandala Sampoerna PT Tbk Senior IT Executive: Jerome Redon, Head of Information Services Size of IT Dept: 100 Screens: 3,450 Location: Surabaya, Indonesia Website: www.sampoerna.com

I

n 2005, Philip Morris International bought out the founding Sampoerna family, and since then Hanjaya Mandala Sampoerna PT Tbk has been operating as a Philip Morris Indonesia subsidiary, but pretty much is still one of the country’s largest players in the business of manufacturing and trading cigarettes, particularly the

Hudong-Zhonghua Shipbuilding (Group) Co Ltd Senior IT Executive: Cheng Qing He, IT Manager Size of IT Dept: 100 Screens: 1,200 Location: Shanghai, PRC Website: www.hz-shipgroup.com

H

u d o n g -Z h o n g h u a S h i p b u i l d i n g (Group) Co., Ltd–a large shipbuilding enterprise owned by China Shipbuilding Group Corporation (CSSC)–styles itself as “a comprehensive enterprise group in China” that builds an extensive range of industrial, commercial and military marine vessels. The Group builds “not only merchant and military

try’s largest employers in the private sector, with 6,500 employees.

Latest developments with the company include one reported in July by the Abu Dhabi news site The National (GlobalFoundries chip plant expansion by Triska Hamid, July 1, 2013, thenational. ae)—the company’s plans “to extend one of its semiconductor chip fabrication plants in Singapore to increase wafer production capacity.”

23

“The extension is likely to be completed by the end of next year. Fab has a production capacity of 50,000 silicon wafers a month but once the extension is completed, it will have a production capacity of one million 300millimetre wafers per year,” the report said.

“Once the extension is completed, GlobalFoundries’ Singapore facilities will be able to produce almost 3 million 200 and 300-millimetre wafers a year for the 40-95 nanometre silicon chips.”

GlobalFoundries entered the foundry industry in early 2009 and today is already one of the fastest-growing chip manufacturers in the world, with three manufacturing centres: one in Germany (named Fab 1), one in the US (Fab 8) and one Singapore (Fab 7)

signature Sampoerna series of clove cigarettes, and others under the brand names A Mild, U Mild and Dji Sam Soe. In addition, it is engaged in a variety of businesses, including printing and packaging, expedition and warehousing, equity holdings, property development, leisure services and golf course services.

These parts of its business are managed through its various specialised subsidiaries, including Perusahaan Dagang dan Industry Panamas, Sampoerna Printpack, Handal Logistik Nusantara, Asia Tembakau and Union Sampoerna Dinamika.

The company recently opened a new hand-rolled cigarette factory in Jember, East Java (on June 13 as reported on new site

en.tempo.co).

The factory is its seventh hand-rolled cigarette factory for the production of its Dji Sam Soe brand of cigarettes, its President Director, Paul Janelle, was quoted telling the press, and it is expected to produce about 3.2 trillion cigarettes a year. Janelle also said that the new factory will produce 7,500 jobs in the local and surrounding communities.

As it continues to grow its cigarette production, sale and distribution business and as it continues to diversity and branch into other industries, Hanjaya Mandala Sampoerna has had need to constantly refresh and upgrade its ICT setup.

ships but also heavy duty The shipyard of the Dong Ding Steel Structure diesel engines as well as Group has so far Co. Ltd., and as many as 100 large steel structures.” delivered more than other marine equipment 3,000 ships to both manufacturers and subIts corporate headquarthe domestic and companies. ters is located in the Pudong overseas markets.

T h e s h i p ya r d o f t h e New Area, and its major production areas in the Group, with a histor y of eastern part of Shanghai, along both sides of more than 70 years and profound expertise in shipbuilding, has so far delivered to both Huangpu River.

The production areas extend across 1.35 the domestic and overseas markets more million square metres of area space, and than 3,000 ships ranging from large and stretch down 2000 metres of the wharf line. medium-sized container ships, LPG carriAnd in total, the Group’s employees number up ers, chemical carriers, Ro/Ro ships, floating to 14,000. production storage units, products carries, The Group also owns Hudong Heavy curde oil tankers, bulk-cargo carriers, and passenger ships to various kinds of ships for Machinery Co. Ltd., Edward Shipbuilding naval use.

Co. Ltd. (a Sino-German joint venture),

24

Manufacturing

Indah Kiat Pulp & Paper Tbk PT Senior IT Executive: Anton Mailoa, CIO Size of IT Dept: 150 Screens: 17,600 Location: Jakarta, Indonesia Website: www.ikserang.com

I

n the main, Indah Kiat Pulp & Paper Corporation PT Tbk manufactures writing and printing paper, pulp and other paper products–such as coated and uncoated free-sheets, photo copy paper, packaging container boards, corrugated shipping containers and boxboards–through three key facilities: a pulp and paper mill in Perawang, a paper mill in Tangerang, and a packaging product mill in Serang.

Johnson & Johnson Asia-Pacific Senior IT Executive: Flora Ng, VP, IT Infrastructure Services, AP Region Size of IT Dept: N.A. Screens: N.A. Location: Singapore Website: www.jnj.com

J

ohnson & Johnson Asia-Pacific is the regional headquarters of Johnson & Johnson, a family of more than 250 companies in the manufacture and sale of a broad range of products in the health are field across the globe that altogether employ about 128,000 people.

Its consumer brands–such as Johnson’s, Neutrogena, Band-Aid, Listerine and

Lion Corporation Berhad Senior IT Executive: Vincent Lim Siong Lin, GM, MIS Size of IT Dept: 2,000 Screens: 11,200 Location: Kuala Lumpur, Malaysia Website: www.lion.com.my / www.liongroup. com.my

L

ion Corporation Berhad boasts the annual turnover of about US$6.6 billion and operates in a broad range of businesses across Asia and the Americas.

Among its businesses: the manufacture and marketing of steel products such as hot rolled coils, cold rolled coils, bands, plates and sheets; the manufacture, distribution

It has another plant in West Java.

The 550-hectare Indah Kiat Serang facility was established in 1991 and boasts the “aggregate annual production capacity 1.700 metric tons of paperboard and 480.000 metric tons for converted product and folding boxes” which are shipped to the global market.

The ISO 9001 (Quality Management System) certified Indah Kiat Tangerang facility has three machines that produce colour paper and that can produce up to 100,000

MIS100 Profiles

tons of paper per year, and also has ISO 18001 (OHSAS) certification.

The Indah Kiat Perawang mill has four production lines, produces 1.9 million metric tons a year, and has plans to increase its output to 2 million metric tons.

It also has the distinction of being a producer of Elemental Chlorine Free Pulp, and the producer of all of Indah Kiat Pulp and Paper’s Bleached Hard Wood Kraft, or BHK, pulp.

The Indah Kiat Perawang mill has four production lines, produces 1.9 million metric tons a year, and has plans to increase its output to 2 million metric tons.

Carefree–as well as their medical devices and diagnostics products–including those used in monitoring orthopaedic conditions, cardiovascular health, coronary artery and neurovascular diseases–and pharmaceutical products, are well-known and well-used by the public at large and within health care circles.

And among its companies are the sixth largest consumer health company, the world’s largest and most diverse medical devices and diagnostics company, the world’s fifth largest biologics company, and the world’s eight largest pharmaceuticals company.

A couple years ago, the Asia-Pacific IT organisation, led by Flora Ng, now VP of Infratructure Services for the region, set in

motion an IT strategy that focused on three main areas.

The first was the standardisation of all “essential items”, which involved dealing with some legacy environments and streamlining key parts of the organisation’s ICT infrastructure.

The second was to aggressively deliver digitised business solutions, along the lines of “advanced business capabilities guided by enterprise architecture to drive speed, value and data insight for the business,” Ng told us then.

And the third was on “innovation for growth, which is using the power of technology to drive competitiveness.”

and trading of office equipLion Corporation Berhad boasts the annual m e n t a n d s te e l re l a te d turnover of about US$6.6 billion and operates products; share registration in a broad range of businesses across Asia and and secretarial services; rethe Americas. tail; property development; try’s key manufacturer of steel furniture (a catoil & gas; agriculture; and, IT. egory that includes industrial rackings, moOne of its main businesses–the manufacture of flat steel products–is run via bile filing systems, stand-alone office furniture and safes).

Megasteel Sdn Bhd, notably the only integrated flat steel mill in Malaysia to produce Lion Corporation Berhad is also involved hot rolled and cold rolled coils. in property development through Narajaya Megasteel opened in 1999 and is located Sdn Bhd, which is the company behind the self-contained integrated township across a in Banting, Selangor.

362-hectare area known as Mahkota Cheras Bright Steel Sdn Bhd, is the company’s major producer of cold finished steel bars Project in Malaysia, and is probably better and hot rolled steel sheets. known outside of industrial circles for its And Lion Steelworks Sdn Bhd is the counsubsidiary Parkson Retail Asia Limited.

MIS100 Profiles

Manufacturing

Pfizer Pharmaceuticals Ltd (China) Senior IT executive: Wei Xin, IT Director Size of IT department: 7 Screens: 150 (Corporate) Location: Beijing, PRC Website: www.pfizer.com.cn

P

fizer Pharmaceuticals Ltd (China) claims to being the “No. 1 multinational R&D-based biopharmaceutical company in China” with “more than 9,000 employees distributed in business, R&D, production and other areas” and which has invested “about US$1 billion…in China to date.”

Also, the company currently has in China two world class R&D centres (one in

San Miguel Corp.

Senior IT executive: Alma Leonora Javenia, IS Manager–San Miguel Brewery Inc. Size of IT department: 100 Screens: 2,300 Location: Manila, Philippines Website: www.sanmiguel.com.ph

S

an Miguel Corporation (San Miguel) has its beginnings as a single-product brewery established in 1890. Since then, it has become the Philippines’ largest beverage, food and packaging company, which now has more than 100 facilities across not just the Philippines but also the rest of Southeast Asia and China, and has a burgeoning product portfolio of more than

STATS ChipPAC Ltd Senior IT Executive: Dr Justin Lim, Vice President, Information Technology Size of IT Dept: 170 Screens: 5,510 Location: Singapore Website: www.statschippac.com

S

TATS ChipPAC is a provider of advanced semiconductor packaging and test services that include package design, bump, probe, assembly, testing and distribution services.

The organisation provides a comprehensive range of semiconductor packaging and test solutions to a diversified global customer base servicing the communication, consumer

Shanghai, the other in Wuhan), four state-ofthe-art manufacturing facilities, and “business operations in 250 cities.”

The company offers pharmaceutical products in the following categories.

Cardiovascular & Metabolic—drugs for the treatment of conditions/diseases such as hypertension, high cholesterol and diabetes.

Primary Care—drugs for pain relief, or the treatment of conditions such as central nervous system and “men’s health.”

And Special Care—antibiotics and drugs for use in ophthalmology and treatment of conditions/issues to do with transplantation.

In addition, the company makes vac-

25

cines and general healthcare products (such as Centrum multivitamin and mineral supplements), and distributes pharmaceutical products.

Pfizer Pharmaceuticals Ltd (China) is well known in China for its work in CSR and for being a good employer too.

The company has the special distinction of being named one of China’s Top Employers 2013 by human resource (HR) specialists at the CRF Institute (www.topemployers.com.cn/Home.aspx) for excelling in various HR areas.

These areas include: Primary Benefits, Secondary Benefits, Working Conditions, Training & Development, Career Opportunities and Company Culture.

The company’s beer operations are managed via its subsidiary San Miguel Brewery Inc., which is the largest producer of beer in the Philippines, and which runs five breweries to serve 471,600 retail outlets across the country.

400 products ranging from beer, hard liquor and juices, to basic and processed meats, poultr y, dair y products, condiments, coffee, flour, animal feeds and various packaging products.

The company’s notable brands include San Miguel Pale Pilsen, Ginebra, Monterey, Magnolia and Purefoods. Naturally, their most famous product family is the iconic San Miguel Beer, which holds a greater than 95 percent share of the Philippine beer market.

The company’s beer operations are managed via its subsidiary San Miguel Brewery Inc., which is the largest producer of beer in the Philippines, and which runs five breweries to serve 471,600 retail outlets across the country. The total annual production capacity of these five breweries–in Valenzuela City (Metro Manila), San Fernando City, (Pampanga), Mandaue City (Cebu), Bacolod City (Negros Occidental) and Darong, Sta. Cruz (Davao del Sur)—is 15.1 million hectoliters.

and computing markets.

One recent project highlight saw the IT team worked with outsourcer Wipro to introduce infrastructure management services across seven locations including Singapore, Malaysia, Thailand, Korea, China, Taiwan and the US. The objective of the implementation is to achieve predictable cost savings and standardised operations for enhanced user experience.

It includes rebadging of employees and transition from an in-sourced operating model to an SLA-based reward and penalty structure.

Another project that the IT took on was to consolidate legal processes, statutory and

financial reporting with the SAP Business Process Consolidation (BPC) solution.

Corporate finance had to deal with manual-based submissions and review processes, and there was a lack of an audit trail to track the changes of financial data.

But thanks to the new project, the consolidation and workflow approval processes are now automated. There is also a workflow monitoring feature that can track and trace submission status between subsidiary and corporate finance. There is now an audit activity tracking function that tracks changes of financial data, creating a robust audit trail.

26

Manufacturing

STMicroelectronics Asia Pacific Pte Ltd Senior IT Executive: Thiruvengadan Jayaprakash, Regional IT Director, Asia Pacific & Japan Size of IT Dept: 130 Screens: 4,000 Location: Singapore Website: www.st.com

S

TMicroelectronics is one of the world’s largest semiconductor companies. It is a leading Integrated Device Manufacturer serving all electronics segments. The company prides itself as a leading technology innovator. Almost one quarter of its employees (around 11,500) work in R&D and product

Swire Pacific Ltd Senior IT Executive: Diesel Leung, IT Support Size of IT Dept: N.A. Screens: N.A. Location: Hong Kong Website: www.swirepacific.com

S

wire Pacific Ltd., a company listed in Hong Kong, is part of the Swire Group, a London, England-headquartered highly diversified corporation with dealings in a host of businesses, including shipping, transport and agriculture, which has its beginnings in a modest Liverpool import-export company started in the early years of the 19th century.

For its part, Hong Kong-based Swire Pacific Ltd is a major multinational company in Asia.

Top Glove Sdn Bhd Senior IT executive: Tan Kian Guan, Senior IT Manager Size of IT department: 100 Screens: 2,700 Location: Klang, Selangor, Malaysia Website: topglove.com.my

T

op Glove was founded in 1991, and started operations with one factory, three production lines and 100 employees.

And in a little more than two decades, the company has become now the world’s largest rubber glove manufacturer, with 25 factories, 478 production lines that boast the output capacity of 41.9 billion gloves a year, 11,000 employees.

MIS100 Profiles

design and in 2012 the Company spent about 28 percent of its revenue in R&D. Among the industry’s most innovative companies, ST owns about 16,000 patents, about 9,000 patent families and 515 new filings. ST says it is among the world leaders in a range of segments, including semiconductors for industrial applications, inkjet printheads, MEMS (Micro-Electro-Mechanical Systems), MPEG decoders and smartcard chips, automotive integrated circuits, computer peripherals, and chips for wireless and mobile applications.

STMicroelectronics was created in 1987 by the merger of two long-established semiconductor companies, SGS Microelettronica of Italy and Thomson Semiconducteurs of

France.

With revenues going up to US$8.49 billion in 2012, the group has approximately 48,000 employees, 12 main manufacturing sites, advanced research and development centers in 10 countries, and sales offices all around the world.

Corporate Headquarters, as well as the headquarters for Europe, the Middle East and Africa, (EMEA) are in Geneva. The Company’s Americas Headquarters are in Coppell (Texas); those for Greater China and South Asia are based in Shanghai; and Japanese and Korean operations are headquartered in Tokyo.

ST operates a worldwide network of front-end and back-end plants..

It has five operating divisions: Property, Aviation, Beverages, Marine Services and Trading & Industrial. In fact, Swire is an Anchor bottler for The Coca-Cola Company in Hong Kong, mainland China, Taiwan and the US—probably making it the holder of the largest share of the global market for the product. In addition, it is significant player in the aluminium manufacturing industry.

In aviation, it is a key shareholder in

the international carrier Cathay Pacific, regional carrier Dragonair, and com mercial cargo carrier Air Hong Kong. In property, it operates through Swire properties, which develops and manages commercial, retail and residential properties.

And it is a major player in the marine services industry. Through Swire Pacific Offshore it runs the vessels that serve the world’s offshore oil and gas industry.

Hong Kong-based Swire Pacific Ltd is a major multinational company in Asia. It has five operating divisions: Property, Aviation, Beverages, Marine Services and Trading & Industrial. Notably, it is a key shareholder in the international carrier Cathay Pacific, regional carrier Dragonair and commercial cargo carrier Air Hong Kong.

In enterprise ICT circles, Top Glove is a multi-award winning organisation. Honours include a CIO Award in 2010 for eSupplier.

The online platform eSupplier was built to enable global suppliers to provide quotes for items within Top Glove’s purchasing catalogue that are required by buyers across the region.

The platform dramatically enhanced the company’s global sourcing and procurement activities.

In January this year, Top Glove announced that in order “to meet the challenge of tight margins in an uncertain global economy” it had “signed with SAP and IT implementer Brightree Solutions to effect an IT transformation” with a project called

myTGSAP Project.

“The myTGSAP Project is an enterprise wide ERP implementation to fully integrate all the information silos within Top Glove, to have a unified and integrated view of information in a single standard platform,” said Top Glove Chairman Tan Sri Lim Wee Chai at the time of the announcement. “The goal is to provide managers with actionable information so they can analyse strategic options and take intelligent data-based action, ranging from business operation, product development, sourcing to transportation, human resources and investments. “ The benefits gleaned from myTGSAP are evident today.

MIS100 Profiles

Unilever Asia Pte Ltd Senior IT executive: Willem Eelman, CIO (Global) Size of IT Department: N.A. Screens: N.A. Location: Singapore (Asia) Website: www.unilever.com (Corporate, Global)

U

nilever is an Anglo–Dutch multin a t i o n a l co n s u m e r go o d s co m pany. Its products include foods, beverages, cleaning agents and personal care products. With over 400 brands, it is among the world’s three largest consumer goods company and one of the world’s largest ice cream makers.

The goods produced by Unilever include Marmite, Dove soap, Lynx and Sure deodorants, Persil, Magnum and Ben & Jerry’s ice cream, Cif, PG Tips, Bertolli olive oil products and Flora margarine.

The IT organisation in Unilever prides itself as being able to operate its technology strategy to ensure there are maximum resources available to the company’s front line of sales and distribution.

Western Digital (S.E. Asia) Pte Ltd Senior IT executive: N.A. Size of IT department: N.A. Screens: N.A. Location: Singapore Website: www.wd.com (Corporate, Global)

W

27

Manufacturing

estern Digital (S.E. Asia) Pte Ltd is the Southeast Asian office of the global information storage solutions provider. The company is largely known for its WD-labeled internal/external storage, networking, business and home entertainment solutions, but should also be recognised for its CSR work.

Nowhere is it more apparent how good a corporate citizen Western Digital is than in southeast Asia, particularly in Thailand and Malaysia, where the bulk of the company’s manufacturing work is done.

The company employs more than 29,000 people in its manufacturing plants in Thailand, and works with the country’s local educational institutions to train and groom “the next generation of engineers and managers. ” One such partnership is that with the National Electronics and Computer Technology Centre to create the

The division’s groups include an innovation team that evaluates and identifies process improvements to drive business growth, a geography-based business partnering group that performs advice and leadership, as well as a service delivery unit that works with service providers.

The IT function worked with R&D to create scientific analysis suites on Amazon Web Services to analyse complex data, using tools including a three-dimensional DNA analysis, improving overall productivity.

Elsewhere, the technology team is working with retail customers to co-develop sales plans, promotions and the execution in their stores of digital marketing.

In India, Unilever developed a miniERP system that is provided by the suppliers to the local stores. The platform generates village-by-village data that is matched to Indian census data to see which villages could be selling more Unilever products. The result is that Unilever has gone from supplying two million stores to four million.

The IT organisation in Unilever prides itself as being able to operate its technology strategy to ensure there are maximum resources available to the company’s front line of sales and distribution...

The division’s groups include an innovation team that evaluates and identifies process improvements to drive business growth, a geography-based business partnering group that performs advice and leadership, as well as a service delivery unit that works with service providers.

HDD Technology Training Institute (www. wdc.com).

In Malaysia, where the company has been operating for more than three decades, it is currently employing more than 16,000 people in its facilities.

The company also helps the local economy in less direct yet significant ways.

“Close to 600 businesses based in Malaysia work with WD to provide goods and services to our operations and employee population,” say company executives on their corporate website.

“In fiscal year 2006, our direct and indirect contributions to the Malaysian economy totaled well over 12 billion Malaysian ringgit (US$3.67 billion), or more than 3.4 percent of Malaysia’s gross domestic product,” they declare.

Nowhere is it more apparent how good a corporate citizen Western Digital is than in southeast Asia, particularly in Thailand and Malaysia, where the bulk of the company’s manufacturing work is done...The company employs more than 29,000 people in its manufacturing plants in Thailand, and works with the country’s local educational institutions to train and groom “the next generation of engineers and managers. One such partnership is that with the National Electronics and Computer Technology Centre to create the HDD Technology Training Institute...And in Malaysia, where the company has been operating for more than three decades, it is currently employing more than 16,000 people in its facilities.

>98 >c[d\gVe]^X/ Hidgn WZ]^cY i]Z cjbWZgh

Asia Pacific manufacturers 3 key highlights

4

of the top 10 automotive producing countries are from Asia Pacific

x2

+ 400%

The average labor cost in China has nearly doubled in the past five years

China’s share of exports has nearly quadrupled over the past 15 years, rising from 3% in 1995 to 12% in 2009

Top 3 regional business challenges

&ANALYTICS ASIA/PACIfIC MANufACTurINg INNovATIoNS

Increasing competition

What Big Data means Awareness

With more Asia Pacific manufacturers looking at making better and faster business decisions based on evidence, Big Data technologies can help them analyze larger volumes of data from a variety of sources and deliver the analysis at greater velocity. IDC observes that regional manufacturers are taking a cautious approach and the use of Analytics tools today is basic. Here is the 2013 landscape in Asia Pacific.

Barriers to expand into new markets

Increasing internal costs

are still not aware of Big Data

?

Big Data helps meet business goals Next-gen sales and operations planning

?

Reduce cost

Data that manufacturers are analyzing: Transactions (47%), text (45%) and machine (32%)

Transaction

Process and information automation

Bi Dat g a Attract new customers

Improve productivity

Machine

Text

Improved segmentations to up-sell and cross-sell

New facilities/ geo expansion

Supply chain and distribution optimization

>98 >c[d\gVe]^X/ Hidgn WZ]^cY i]Z cjbWZgh

Common use cases

-OVING FORWARD

Today

In the next 2 years

37 29 %

The % of Asia Pacific manufacturers using Big Data and Analytics technologies to improve production quality management

%

Asset Oriented Value Chain (AOVC) and Engineering Oriented Value Chain (EOVC) manufacturers will use Big Data and Analytics technologies to gain Real time Asset Management

Enabling technologies

The % of Asia Pacific manufacturers using Big Data and Analytics technologies for inventory management

Production reporting tools (46%) Supply Chain analytics (35%) (ADOOP (8%)

Brand Oriented Value Chain (BOVC) manufacturers will use Big Data and Analytics technologies to improve real time sales and operations planning Technology Oriented Value Chain (TOVC) manufacturers will use Big Data and Analytics technologies to improve Supply Chain Management

Industry leader use cases

Condition-based monitoring Reduce downtime from unscheduled maintenance

Supply chain resilience Decrease production delays due to global disruptions

Shop floor automation Increase production velocity, productivity and consistency

Enabling technologies

- -

Telematics

Predictive analytics

Top 3 IT challenges Source s )$# "IG $ATA 0ULSE 3URVEY s )$# -ANUFACTURING )NSIGHTS )NDUSTRY 3URVEY s )$# "IG $ATA AND !NALYTICS #)3 s )$# -ANUFACTURING )NSIGHTS s )-&

37

%

20

17

%

Cost of Technology infrastructure

Research team: s #HRIS (OLMES s $ANIEL :OE *IMENEZ s 7ILLIAM ,EE s #RAIG 3TIRES Art direction: s 34 ,ENG

Not having the right people and skills

%

Data warehouse, Analytics appliances

Deciding what data is relevant

This IDC infographic was produced by the IDC Asia/Pacific marketing department. The opinion, analysis, and research results presented herein are drawn from more detailed research and analysis independently conducted and published by IDC Asia/Pacific. Any information or reference to IDC Asia/Pacific that is to be used in advertising, press releases, or promotional materials requires prior written approval from IDC. For more information, visit: www.ap.idc.asia or AP_Permissions@idc.com

To address these challenges, MINDEF introduced the Corporate IT Portfolio Management (CIT PM) Tool, which is a common platform that integrates planning, management and governance across all corporate IT project investments. Powered by HP’s Project and Portfolio Management solution, MINDEF’s CIT PM Tool integrates and unifies the activities that manage investment prioritization and project execution within the organization.

Together with HP and DSTA, workshops were conducted to help incorporate industry best practices into MINDEF’s corporate IT environment. The workshops leveraged HP’s change management methodology, helping MINDEF achieve high buy-in rates amongst stakeholders as well as allowing employees to familiarize and master usage of the CIT.

HP Helps MINDEF Streamline IT Portfolio Governance HP PPM Solution Provides MINDEF with a Holistic View on IT Investment Planning and Management The MINDEF CIT Portfolio was established in 2002.

Over the years, IT investment planning and management became more complex. The manual process of IT investment planning and control was no longer effective for holistic oversight of project performance and to enable budget optimization.

Through their strategic partner—Defence Science Technology Agency (DSTA), the Singapore Ministry of Defence (MINDEF) selected Hewlett Packard (HP) to conceptualize and implement a portfolio management tool to help improve productivity and facilitate decision making. Consultants from HP’s Professional Services team had the deep public sector experience and necessary security clearance to deploy a solution that simplifies and integrates IT investment planning. The solution was also able to meet the performance management requirements in the MINDEF Corporate IT environment.

Previously, MINDEF relied heavily on spreadsheets to plan their asset investments and used them for project registration, consolidation, as well as prioritization. This manual process created multiple project lists and resulted in many different versions. This created several challenges for MINDEF including: r Data accuracy—the manual nature of the process increased the potential for human error r Visibility—project managers often found it challenging to align IT projects with strategic objectives, as well as monitor budget utilization across project lifecycles r Agility—the time consuming process, coupled with lack of visibility into IT projects, made it challenging for strategic decisions to be made quickly.

The implementation was conducted in two phases.

During phase one of the project, a baseline management capability was introduced across the organization’s IT environment, enabling integrated investment planning and prioritization for 30 pilot business users.

Phase two streamlined the portfolio management cycle through a series of workshops that saw the completion of performance monitoring and reporting for the remaining investment life-cycle management processes. In addition, budget planning capabilities are also introduced. With the expanded scope, the capacity of the system has also increased to cater to more than 100 users.

During implementation, MINDEF decided to introduce a soft launch three months ahead of the official “Go-Live” date to ensure a smooth transition to the new platform. Despite the earlier deadline, HP managed to push forward with the deployment and properly managed the change request and related risks. With the smooth migration, the CIT achieved a user satisfaction rate of more than 80%.

The successful implementation of the project provided MINDEF management with greater visibility to the value of IT investments and how they can better leverage their technology assets to achieve better business outcomes. The shift to adopt a measurable and quantitative approach through the use of performance indicator to augment the investment approval process has brought about $3M savings for MINDEF. The integrated project and performance management approach also improved data accuracy and oversight, helping MINDEF achieve more effective governance.

As more organizations turn to IT to innovate, automated and comprehensive project management becomes critical in supporting today’s business demands. HP’s holistic software solution and professional services enabled MINDEF to improve visibility across their entire IT portfolio, helping them make strategic decisions quickly to align projects and budgets with organizational objectives.

—RAJESH PRABHAKARAN Vice President, Professional Services HP Software, Asia Pacific & Japan

BROUGHT TO YOU BY

MIS100 Profiles

Public Sector

Top 10 government CIO technology priorities (from The Gartner Executive Programs 2013 CIO Agenda survey, May 2013) 1) Business intelligence and analytics.

2) Legacy modernisation.

3) IT management.

4) Collaboration technologies.

5) Mobile devices.

6) Mobile workforce application.

7) Security technologies.

8) Cloud computing.

9) Virtualisation—desktop.

10) Service-oriented architecture.

31

32

Public Sector

AMA Education Senior IT executive: Edwin Santos, Assistant Senior VP, IT Size of IT department: 130 Screens: 15,045 Location: Manila, Philippines Website: www.amaes.edu.ph

A

MA Education has more than 100 branches operating in the Philippines and elsewhere abroad (including Bahrain, Hong Kong, Jeddah and China), and an annual student population of 150,000.

The company is well-respected in the country as one of its pioneers in IT education, so it stands to reason its own IT is in a constant state of renewal, going through

Bureau of Internal Revenue (Philippines) Senior IT Executive: Lilia C. Guilermo, Deputy Commissioner, Information Systems Group Size of IT department: 335 Screens: 7,200 Location: Quezon City, Philippines Website: www.bir.gov.ph

A

s the Internal Revenue collecting arm of the Philippine government, the Bureau of Internal Revenue (BIR) is continually seeking ways to improve processes and raising transparency levels.

Doing so through strategic technology deployment is also something it always

Central Provident Fund Board Senior IT Executive: Don Yeo Yong Kiang, CIO Size of IT Dept: 320 Screens: 2150 Location: Singapore Website: www.cpf.gov.sg

T

he Central Provident Fund Board (CPFB) is the trustee of Singapore’s social security savings scheme with the goal to help Singaporeans achieve a secure retirement.

The statutory board says technology continues to be a key enabler that it leverages to deliver consistent and quality services to Singapore citizens and permanent residents.

Recent initiatives include the completion of business process re-engineering as

MIS100 Profiles

perpetual cycles of enhancement. brand for degree programmes, Association Among the more recently publicised of Business (ABE) schools, Saint Augustine upgrading work is one that involved the schools, Delta Aviation Academy, AMA Basic operations of its 200 campuses, and was Education and AMA Computer Learning completed toward the end of last year.

Center.” (Ref. HP case study, AMA Education The company had wanted to be able System lays foundation for international to more flexibly support its rapid growth, expansion.) which involved the opening of more camEdwin Santos, who runs the company’s puses, and decided it needed to improve its IT, put together a versatile platform built management and administration systems to with Oracle software running on HP hardbetter support this expanware to deliver ease in desion plan.

The company’s ployment of new systems, IT is in a constant greater control over distant/ Before the project, its state of renewal, organisation seemed to be remote sites, and strong “fragmented across differgoing through administrative setup for ent vertical departments perpetual cycles of supporting new and future enhancement. online learning systems. which include the core AMA

seems to excel in too.

Take for instance the major upgrade of their main computer-based systems, dubbed the Electronic Tax Information System (eTIS) Project, which they secured the services of international development specialist Crown Agents to manage.

The eTIS Project (2008-2010) was run in order to put in an integrated system to (Crown Agents website) to: “provide a commercial off-the-shelf tax application that is flexible, futureproof and fully compatible

Improving processes and raising transparency levels through strategic tech deployment is what BIR excels in.

with the existing web-based applications of the BIR”; “enhance tax administration through the use of a tax application that will be able to adapt to future requirements such as new taxes or business processes”; “provide the necessary hardware, software and network infrastructure that leverages the latest hardware and software technologies”; and, “provide sufficient and experienced manpower and technical resources to ensure a smooth implementation and migration to the new system.”Or consider their implementation of SAS Data Warehouse technology, just before that, which yielded 400 percent ROI, improved tax collection processes in the country and reduced the federal government’s budget deficit.

part of the Enterprise Architecture (EA) programme, and the modernisation of existing IT systems to support business needs.

The EA initiative enables the CPF Board to adopt a structured approach towards aligning the organisation’s processes, information and IT assets to support changing business needs. It also provides the opportunity to tap on new technologies and best practices to create a more flexible IT Architecture through the development of reusable service components.

This flexibility will enable the CPF Board to be more responsive to business changes and improve the quality of service delivery. The review of key business processes to streamline existing proc-

esses and achieve greater operational efficiency moving forward was completed last year. As part of the ongoing effort to ensure sustainability of IT assets, the CPF Board is in the midst of modernising its Member and Employer Systems. This initiative will be carried out in phases over the next few years. To enhance user experience and ease of navigation, the CPF homepage was re-designed in 2012. A number of more regularly accessed web pages were enhanced to provide better usability for visually impaired CPF members. The my cpf portal, integrated with a customer relationship management system, allows the CPF Board to deliver more personalised services and targeted messages to CPF members.

MIS100 Profiles

Public Sector

Chiang Mai University Senior IT Executive: Associate Professor Dr Thanomporn Laohajaratsang, IT Director Size of IT department: 250 Screens: 9,000 Location: Chiang Mai, Thailand Website: www.cmu.ac.th

C

h i a n g M a i U n i v e rs i t y ( C M U ) wa s founded in January 1964, under a Royal Charter granted by His Majesty King Bhumibol Adulyadej. It was the first institution of higher education in Northern Thailand and the first provincial university in the country. It has always been operating with the primary objective of becoming a comprehensive institution of higher learn-

Chinese University of Hong Kong The Senior IT Executive: Philip Leung, CIO Size of IT Dept: 140 Screens: 12,000 Location: Hong Kong SAR, China Website: www.cuhk.edu.hk

T

he Information Technology Services Centre (ITSC) of The Chinese University of Hong Kong offers a variety of services to the academic, research and administrative communities of the University. Apart from offering technical support and application project development, its responsibilities extend to almost all corners of the University in areas like system recommendation, acquisition, installation and subsequent maintenance.

City University of Hong Kong Senior IT Executive: Andy Chun, CIO Size of IT Dept: 117 Screens: 20,782 Location: Hong Kong SAR, PRC Website: www.cityu.edu.hk

F

ounded in 1984, CityU is a comprehensive research university, ranking 95th in the world (2012 QS World Rankings) and 9th among world’s young universities. Social responsibility and sustainability has always been an important priority.

CityU’s 2010-2015 Strategic Plan emphasises that education and research must be provided in a manner that balances growth with social responsibility and sustainability.

CMU has 17 faculties with 107 individual departments and a Graduate School, and currently offers 253 programs to more than 25,000 students. ing providing a broad range of academic programs. And in the field of research, it has been launching innovative initiatives and development projects.

CMU has 17 faculties with 107 individual departments and a Graduate School, and currently offers 253 programs (three Certificate Programs, 87 undergraduate programs and 163 postgraduate and graduate diploma programs) to more than 25,000 students.

The university also offers two international

33

Bachelors programs and 18 international Masters and Doctoral programs (which are taught in English) to international students via its Social Sciences, Health Sciences, and Science and Technology faculties.

The university is also known for its research work, which is spearheaded by the various discipline-specific research facilities and three interdisciplinary research institutes: the Research Institute for Health Sciences; the Social Research Institute; and, the Science and Technology Research Institute, which has 11 research centres that see to the coordination of activities of more than 150 principal researchers in 35 affiliated research units.

The ITSC consists of five divisions and two sections. The five divisions are: Academic Support Division (ACAD)—responsible to support teaching and research (including the eLearning team, Research Computing team and Special Projects team); Administrative Systems Division (AMSD) that supports the effective and efficient operation of the administration and makes information technology a strategic competitive tool for management (including four teams—Student Systems, Finance Systems, Human Resource Systems, and System Operation and Administration); Cloud Computing Division (CCD) that provides cloud computing services (supported

by Application Development and Cloud Computing Services teams); Infrastructure

Division (INFR) that provides state-of-the-art infrastructure, and sufficient computing and networking resource and delivers a reliable operation (supported by Architecture, Network, Operations and Systems teams); and the User Support Division (USD) that supports user community at large and facilitates ITSC in delivering a comprehensive function (including three teams—Departmental Support, End User Support, and System Development teams). Two sections are the Administrative Support Section (ADS) and the Information Security Section (ISS). It also plays a coordinating and monitoring role when tackling security incidents.

The “University Paperless Office Project” is part of this commitment to sustainability.

Launched in 2011, this large-scale enterprise development project cost roughly US$1.4 million.

The objective is to use ECM technology to reduce paper and space consumption and at the same time improving efficiencies in our administrative processes as well as information security.

The first users are the HR and Finance offices. With the university’s rapid growth and expansion, HR and Finance have been faced with numerous business challenges, including the need to streamline services and optimise workflows, as well as the shortage of physical space to store an in-

creasing number of personnel and finance documents relating to over 4,000 current staff and a huge archive of former staff. Information security is also an important issue.

The University estimates that it derives initial cost savings for just these 2 particular units in paper, space, performance, and improved security to be roughly US$0.5 million per year.

This project provides a modern and innovative DMS solution, build on top of EMC Documentum, to handle these challenges.

Having documents in secure digitised archive allows us to save time in decision making, save trees and space, and greatly enhance security.

34

Department of Public Works & Highways (Philippines) Senior IT Executive: Elizabeth E. Yap, Director, MIS Size of IT Dept: 100 Screens: 3,500 Location: Philippines Website: www.dpwh.gov.sg

T

he Department of Public Works and Highways (DPWH) is one of the three departments of the government of the Philippines that handles the country’s major infrastructure projects, and undertakes the planning of infrastructure (incl. national roads and bridges, flood control systems and measures, water resource systems and

Home Development Mutual Fund (HDMF) Senior IT Executive: Elizabeth L. Briones, Vice President, Information Systems Group/Senior Vice President, Information Technology Services Sector Size of IT Dept: 200 Screens: 4,000 Location: Philippines Website: www.pagibigfund.gov.ph

T

he Home Development Mutual Fund (HDMF), popularly known as the PagIBIG Fund in the Philippines, was created to be a national savings program offering affordable home financing for the Filipino worker.

With over 12 million members worldwide,

Hong Kong Customs and Excise Department Senior IT Executive: Frankie Cheung, Senior Staff Officer, IT Size of IT Dept: 140 Screens: 3,250 Location: Hong Kong SAR, China Website: www.customs.gov.hk

L

MIS100 Profiles

Public Sector

aunched in December 2001, the department’s Case Processing System (CAPS) had been in use for more than a decade. The support service for some major hardware components of the system would cease by 2013 due to the lack of spare parts while other software components would need upgrading. In April 2011, the Finance Committee

other public works) and the design, construction, and maintenance of national roads and bridges, as well as major flood control systems.

By definition, the DPWH is the engineering and construction arm of the government of the Philippines, and as such is charged with having to constantly “develop its technology for the purpose of ensuring the safety of all infrastructure facilities and securing for all public works and highways the highest efficiency and quality in construction.”

Among its more recent developments is the launch–on August 6, 2012, and in partnership with the Development Academy of the Philippines (DAP)–the Development of a Quality Management System (QMS) project

at the DPWH Central Office in Bonifacio Drive, Port Area, Manila. The project is intended to “establish and implement a quality management system for DPWH that is certifiable to ISO 9001:2008” and covers its Technical Services division (which includes Bureau of Design, Construction, Maintenance, Research and Standards, Equipment, and Quality and Safety) and Support Services (which includes Administrative and Manpower Management, Monitoring and Information, Legal, Planning, Internal Audit, and Comptrollership and Financial Management), its NCR and Davao Regional Offices, and its South Manila and Davao City District Offices (en.wikipilipinas. org).

In June this year, the Fund rolled out a mobile payment service that allows Filipinos to pay their contributions using credit on their mobile phone.

Pag-IBIG disburses billions of pesos in shortterm loans annually.

The Fund says its services are connected to the Internet, where citizens can use their smartphones to access their accounts.

The Fund has launched its Online Membership Registration for both employers and members. Now, members can check through the agency’s website their latest 12 monthly contributions, as well as their Total Accumulated Value (TAV) of savings and billing statement. Borrowers can also check

their amortization payments fo r t h e l a s t 1 2 m o n t h s .

Employers can also use the online facility to update their accounts.

In June this year, together with several financial bodies and telecommunications provider Smart Communications, the Fund rolled out a mobile payment service that allows Filipinos to pay their contributions using credit on their mobile phones.

With an objective of a paper-free environment, the Fund worked with Citi to unveil prepard cards for the disbursement of loan proceeds and provident benefits, as an alternative to the traditional cheque payments.

approved a funding of HK$45.72 million for the Department to implement the replacement of the CAPS. The project was aimed at providing full automation in supporting the case processing cycle from information reporting, investigation, operation, prosecution till seizure management. With the completion of system analysis and design in September 2011, the project was at the implementation stage in which prototypes would be built along the system walkthrough.

The Department is also committed to facilitating and promoting e-business via the development of electronic systems to facilitate submission of certain trade documents, including manifest for air and sea cargo as well as trade declaration. The “Road

Cargo System” (ROCARS) for submitting and processing advance electronic road cargo information was fully launched on 17 November 2011 after the completion of an 18-month transitional period.

The Department is actively involved in the preparation for the provision of computer facilities and IT equipment to support Customs operations at Cathay Pacific Cargo Terminal, Cruise Terminal, GuangzhouShenzhen-Hong Kong Express Rail Link, Hong Kong-Zhuhai-Macao Bridge, Liantang / Heung Yuen Wai Boundary Control Point and Midfield Concourse. It is expected that the new control points and customs facilities will be commissioned for operation between 2013 and mid 2018.

MIS100 Profiles

Public Sector

Hong Kong Housing Authority Senior IT Executive: Gary Lai, Head of IT Size of IT Dept: 300 Screens: 9,100 Location: Hong Kong SAR, China Website: www.housingauthority.gov.hk

T

he Hong Kong Housing Department (HD) aims to provide affordable quality housing to low-income families with housing need, management, maintenance and other housing related services to about 2 million residents living in public rental housing units. HD implemented the Customer Services Management System (CSMS) to consolidate more than 200 outstation of-

Housing & Development Board of Singapore Senior IT Executive: Leong Chin Yew, Director, Information Services Size of IT Dept: 222 Screens: 5,100 Location: Singapore Website: www.hdb.gov.sg

T

he Housing & Development Board (HDB) houses 82 percent of Singapore’s population. Beyond housing, HDB builds for industrial and commercial needs too. HDB manages 990,000 residential units, 20,000 shops and malls, 15,000 factories and industrial estates. Besides managing these properties, HDB also provides the related financial

Hong Kong Immigration Department Senior IT Executive: Corrado Chow, Assistant Director, IS Size of IT Dept: 500 Screens: 12,100 Location: Hong Kong SAR, China Website: www.immd.gov.hk

T

he Immigration Department, apart from controlling the movement of people into and out of the HKSAR, also provides services to local residents including the issue of HKSAR passports and other travel documents, visas and identity cards, the handling of nationality matters and the registration of births, deaths and marriages. Considerable

35

fices, each with its own operation practices, into one standard platform built in with good work practices.

This tailor-made System allows for greater process automation and collaboration among different officers. This single platform enables more than 4,000 frontline officers to log customer requests, record follow-up actions, transfer requests for followup, track service request status and check repeated and long overdue requests.

This System consists of a client application which supports 24x7 operations for recording customer requests and a backend web based system for recording follow-up actions, enquiry and reporting. The client application leverages touch screen applica-

tion technology and intuitive “user-centric ” user interface design which allow frontline officers, even with limited experience in using computer, can manage the System to log and process customer requests.

Customers can easily enquire the progress of their requests with the receipt number or other information such as flat number, name and type of request. With this System, customer service confidence level can be improved due to the perception of more modern, professional and reliable services supported by the new computer aid.

A complete history of customer requests on the System provides valuable source of data for supporting management decision and planning for better customer services.

services. In a nutshell, HDB is probably Singapore’s largest property developer, but one that runs its business on a not-for-profit basis to fulfil the government and people’s aspirations of homes and communities which all are proud of. To fulfil this mission, HDB carries out a host of services and functions stretching from research, construction, estate management to estate maintenance and upgrading. The functions are carefully delivered at different levels and points of the organisation. A key delivery point is at HDB’s 24 Branch Offices which are geographically distributed across the country for effective reach. To ensure the effectiveness of the delivery points, we have a strategy to flow out the entire suite of services needed to serve the customer excellently from

each gateway.

An ecosystem is built to integrate all the processes and information needed for HDB officers to neatly tap into for their service delivery. Information from diverse sources is presented in a unified way that allows easy accessibility. End-to-end workflows that are integrated to all relevant business processes equip the officers with the ability to completely meet the customers’ needs and at the same time, efficiently and accurately.

The project—Redefining Business Landscape with Boundary-less IT Ecosystem—integrates processes and presents information from diverse sources in a unified way. It re-invents a new best of class integrated framework.

effort also goes into detecting and prosecuting immigration law offenders, and removing illegal immigrants.

On the recommendation of the third Information Systems Strategy Review (ISS) in end 2010, the feasibility study on the first ISS project for the Implementation of New Information Technology Infrastructure was completed and funding approval from the Finance Committee of the Legislative Council secured in December 2011. The tender exercise has already been launched. The feasibility study on the second ISS project for the Implementation of the New Immigration Control System was also completed in July 2012. With the support of the Legislative Council Panel on Security in December 2012,

the funding application will be tabled for discussion in the Finance Committee of the Legislative Council in early 2013.

The new Immigration Control System aims to cope with continuous passenger growth and to tie in with the future needs and developments of all control points. It is targeted to be implemented by phases from the end of 2015.

For other ISS projects, relevant feasibility studies will be conducted in phases as scheduled.

With a view to enhancing clearance efficiency at various control points, the Department announced its plans to introduce a non-stamping clearance service for all visitors in the first quarter of 2013.

36

Public Sector

Inland Revenue Authority of Singapore Senior IT Executive: Tang Wai Yee, Assistant Commissioner, Infocomm Size of IT Dept: 200 Screens: 2,800 Location: Singapore Website: www.iras.gov.sg

T

he Inland Revenue Authority of Singapore (IRAS) plays an important role in ensuring the country’s tax system continues to support its growing tourism sector. With tourists arrivals hitting record numbers, IRAS aims to offer tourists a hasslefree and seamless shopping and GST refund experience in Singapore. To achieve this, IRAS

Land Transport Authority of Singapore Senior IT Executive: Rosina Howe-Teo, Group Director, Innovation & Infocomm Size of IT Dept: 100 Screens: 5,900 Location: Singapore Website: www.lta.gov.sg

T

he Land Transport Authority (LTA) is responsible for planning, operating, and maintaining Singapore’s land transport infrastructure and systems.

Since 2009, moving from harnessing GIS technology and data for traffic management, transportation planning, and to aid improvements in construction safety, LTA

Leisure and Cultural Services Department (HK SAR) Senior IT Executive: Anita Leung, CIO Size of IT Dept: 152 Screens: 19,000 Location: Hong Kong SAR, China Website: www.lcsd.gov.hk

T

he Leisure and Cultural Ser vices Department (LCSD) of the Hong Kong SAR government oversees all public services related to leisure and culture. One of the key areas under its purview is the public libraries. The “Next Generation Integrated Library System” (NGILS) implemented by the LSCD provides functions for the provision of core library circulation services as well as sup-

MIS100 Profiles

took bold steps to introduce an electronic system to replace the paper-based system.

Known as the Electronic Tourist Refund System (eTRS), the new system is the first government system in the world that allows retailers and multiple GST refund agencies to operate on a common platform. The eTRS is a significant improvement over the paper-based system.

With eTRS, tourists not only enjoy consistent experience when they purchase from different retailers in Singapore, they can also expect faster refund process at the airport.

IRAS’s eTRS is the result of collaboration between multiple government agencies and major Central Refund Agencies (CRAs) as well as Independent Retailers (IRs). The aim is to provide a hassle-free shopping experience for

tourists in Singapore, through innovative use of technology.

With eTRS, all major retailers in Singapore move from the existing manual form filling process, to the use of a faster, more secure and easy-to-use interface to process tourist GST refunds. This evolution is implemented without disrupting the current commercial arrangements between retailers and their affiliated Central Refund Agencies (CRAs).

Purchase details of bona-fide tourists are captured in system ready to be sent to eTRS through a standard interface specification using web-services. eTRS is the first system to implement a standardised interface for the retail industry in Singapore to facilitate tourist’s GST refunds.

has embarked on a transformative journey to “Co-Creating with the Community” through OpenData@LTA—an initiative to share transport-related data with the community though a rich combinatorial set of GIS, cloud computing and Web 2.0 technologies, so as to enhance transport information dissemination and service delivery.

OpenData@LTA enables sharing of data and using information in a more effective manner for better policy and planning, information dissemination that culminates achieving a world class service delivery to the citizens in Singapore.

By leveraging the capabilities of the community, it demonstrates that the true value of our digital assets could be maximised by

multiplying innovations through co-creating useful transport applications fulfilling different demands and needs for them.

A geographical perspective adds another dimension to the usual textual context and helps to engage the public better thereby improving transparency in the process. Using GIS technology, datasets can be mapped and mash-ups of different data layers can be created to draw insights on the relationships of different datasets.

Through sharing this information, LTA has helped to convey the intentions and rationale of the decision-making process and empower an informed and more constructive engagement with the citizens.

porting the backend library operation. It is the first library project in Asia that involved a complete replacement of the territory’s entire public library system comprising a huge network of 77 branch libraries.

The library project also marked a number of “firsts” for the LCSD. It became the first organisation in Hong Kong to attain the ISO28560 standard in RFID tagging; and the first to deploying RFID to enable round-theclock, real-time self-checkin bookdrop with sorter system for book return service.

Project budget was huge—over US$26.5 million (HK$206m)—involving over 120 LCSD staff members in the implementation and over 1,100 staff in the daily operation of the library system. This project also involved

dealing with numerous contractors from many different countries with diverse cultural backgrounds.

The system is one of the largest bilingual library systems of the world, which housed 12 million records of library items and over 4 million user registration records. The system also covers and serves a network of 77 branch libraries which is the largest single library network in Asia.

The volume of transactions handled by the system–for example, about 58 million loan/renewal transactions annually–is the second highest among the libraries of the world. It is a robust system that regularly serves over 4 million registered library users round the clock.

MIS100 Profiles

Ministry of Defence, MINDEF (Singapore) Senior IT Executive: Ong Chin Ann, MINDEF CIO, MINDEF Information Systems Division Size of IT department: 1,000 Screens: 11,000 Location: Singapore Website: www.mindef.gov.sg

C

harged with overseeing the national defence of the Republic of Singapore, the Ministry of Defence (MINDEF) runs by a philosophy of Total Defence–Military Defence, Civil Defence, Economic Defence, Social Defence and Psychological Defence– and has always been at the head of the technology loop. It most certainly is among

National University of Singapore Senior IT Executive: Tommy Hor, Senior Director, Computer Centre Size of IT Dept: 200 Screens: 50,000 Location: Singapore Website: www.nus.edu.sg

T

he National University of Singapore (NUS) is a leading university located in Singapore but centered in Asia. It has more than 44,000 students from some 100 countries, and about 10,000 teaching staff and employees.

Providing IT services is the NUS Computer Centre, where its primary mission is to transform NUS into a borderless computing com-

Singapore General Hospital Pte Ltd Senior IT Executive: Benedict Tan, Group Chief Information Officer for Singapore Health Services, Director IT for Singapore General Hospital, Integrated Health Information Systems (IHiS) Size of IT Dept: 120 Screens: 7,000 Location: Singapore Website: www.sgh.com.sg

S

37

Public Sector

ingapore General Hospital (SGH) is Singapore’s oldest and largest tertiary acute hospital and national referral centre. Established in 1821, SGH is the public sector’s flagship hospital. Every year, SGH and its sister institutions ca-

By completion, the MINDEF Corporate IT Portfolio Management) Tool had delivered significant ROI, among them higher end-user satisfaction and process savings. the most progressive developers and implementers of ICT across the world.

One of the more recent stellar efforts was the implementation of the MINDEF Corporate IT Portfolio Management (CIT PM) Tool, which was initiated in 2010, and done in two phases. It had as its primary objectives the deliver y of “a common portfolio platform for integrated planning, management and governance of all MINDEF Corporate IT project investments” thereby providing unparalleled high-quality

of service to support “managers in their project registration and collaboration processes, [their] investment prioritisation exercise[s], resource tracking and control, and continuous project performance monitoring.’

By completion, the project–which involved the partnership of the Defence Singapore Technology Agency and HP Singapore–had delivered significant ROI, among them higher end-user satisfaction (with more than 80 percent of users who saying they were satisfied with using the CIT PM Tool after completion of Phase 1) and process savings totaling about US$2.36 million (after completion of Phase 2).

munity through the use of effective applications and services for teaching and learning.

In collaboration with the faculties and departments, the Computer Centre is provides central IT governance and management, particularly in the areas of strategic planning, disaster recovery, academic and administrative computing and enterprise IT security. The Computer Centre’s services also include business warehousing, grid computing, data management, green computing, enterprise architecture and highperformance computing.

NUS’ new course management system is called the Integrated Virtual Learning Environment (IVLE). Students can write and share their own personalised learning ap-

plications leveraging on NUS recently developed open programming interface.

Meanwhile, staff members can log on to the IVLE Usage Intelligence Centre to discover, compare and analyse the current and past IVLE usage data to enable them to make informed and strategic decisions on their modules and student performances.

These statistics provide information about the modules, tools, users, overall usage, and hits.

The school launched the NUS IVLE Communities app for students and staff so that they could check urgent announcements, email, read and reply forum posts, view files in workbins and access weblinks added by community members.

ter to more than one million patients.

Technology is viewed as a key enabler that the hospital leverages on to deliver consistent and quality care.

Recent IT initiatives include a RFIDbased Outpatient Pharmacy Automation system to pick, pack and label medicines has given a boost to patient safety and hospital productivity, while the new mobile@SGH allows patients to view through their smartphones the payment modes and queue length at the A&E Department.

A team of nurses trained in Nursing Informatics have helped developed the SingHealth Nurses Pal app to help nurses manage pressure ulcers and prevent falls among patients. The app also features

an intravenous (IV) drip rate calculator and alarm function which nurses can use to enhance medication safety. Another recent development is the SGH’s Visitor Registration System, a web-based visitor management system that helps monitor and limit the number of visitors in the wards.

It will also facilitate contact tracing. The introduction of a technologically-advanced system to safely lift and move patients who have suffered a stroke or have other neurological conditions reduces the risk of hurting them. It also helps SGH nurses avoid straining their backs when moving the patients.

The system was first introduced at the neurology ward in 2011 and will be installed in intensive care units by 2013.

38

Public Sector

Singapore Police Force Senior IT Executive: Tay Yeow Koon, Director, Police Technology Department Size of IT Department: 300 Screens: 800 (Corporate) Location: Singapore Website: www.spf.gov.sg

T

he Singapore Police Force’s core function is to protect the people who live in Singapore from crime and all manner of criminal harm. The Police Technology Department’s mission is to provide effective and timely ICT support, solutions and services to facilitate the SPF operational success.

The Force believes that technology can help enhance police service delivery to the public. Technology also allows the police to deliver high-quality professional services to the public, while optimising the allocation of its manpower resources.

The Force unveiled enhancements to its Neighbourhood Police Posts. Features include a lockdown feature that allows a distressed member of public to seek refuge from an assailant. Once inside, the person will be able to access police services via

Universiti Putra Malaysia Senior IT Executive: Dr. Khairu Imizam Samsudin, IT Director Size of IT Dept: 120 Screens: 10,450 Location: Malaysia Website: www.upm.edu.my

T

he ICT Services department manages the University’s ICT infrastructure and offers a range of facilities and services to assist the UPM community with their ICTrelated needs. The campus network connects together into one virtual campus all offices, laboratories, buildings and wireless hotspots that are located across the campuses located in Serdang and Bintulu (in the state of Sarawak).

The University’s intranet provides access to the Internet and other online resources including Library e-resources/e-journals and electronic Student Information System.

Other services that are provided to the campus community include e-learning, videoconferencing, academic software site licenses and training.

There are two types of Internet Access in

video-conferencing with the officer on duty.

The Electronic Police Centre (ePC) portal was also recently revamped. The ePC is now more user-friendly and easier to navigate.

Members of the public will be able to access electronic police services such as the online lodging of police reports more easily.

Under the revamped ePC, there is a new CrimeStoppers feature which allows members of public to submit non-urgent crimerelated information to the police.

The Force says it is empowering the public by providing updated data on crime trends via the the Police@SG mobile application and SPF Facebook page. Facebook

MIS100 Profiles

has also become an important outreach medium for the police force. The Force made its first arrest through a Facebookgenerated lead in late 2011. Then suspects from a case of thefts were arrested after CCTV images of them were posted on the Force’s Facebook page. A member of public had recognised the suspects from Police’s appeal for information via Facebook.

The Electronic Police Centre (ePC) portal was recently revamped and is now more user-friendly and easier to navigate. Members of the public will be able to access electronic police services such as the online lodging of police reports more easily. Under the revamped ePC, there is a new CrimeStoppers feature which allows members of public to submit non-urgent crime-related information to the police.

The Force says it is empowering the public by providing updated data on crime trends via the the Police@SG mobile application and SPF Facebook page.

UPM: wired and wireless. The wired UPMNet network is based on Ethernet Gigabit technology with a speed of 100Mbps, 1,000Mps, and up to 10Gbps. It consists of a main network system of 20,000 nodes in its Serdang and Bintulu campuses. Bandwidth of 200Mbps is for students, researchers and activities involving the process of teaching and learning. The 100Mbps speed wireless network in UPM is called uSpot, which can support 5,000 concurrent users.

The Information Technology (IT) and Communication Development Centre (iDEC) is appointed by the UPM Registrar’s Office to carry out Information and Communication Technology (ICT) training.

The centre has three training rooms, namely, Mega, Exa and Zetta which are for UPM staff and are used for the teaching and learning of ICT. Both Mega and Exa rooms at iDEC Alpha are provided with 32 units of PCs each. AT iDEC Gamma, the Mega room is fitted with 16 units of PCs. The rooms are equipped with LCD projectors, printers, screens, PA system and Internet access. The various types of software installed are Microsoft Office, statistical packages (SPSS and SAS) and multimedia software.

There are two types of Internet Access in UPM: wired and wireless.

The wired UPMNet network is based on Ethernet Gigabit technology with a speed of 100Mbps, 1,000Mps, and up to 10Gbps. It consists of a main network system of 20,000 nodes in its Serdang and Bintulu campuses. Bandwidth of 200Mbps is for students, researchers and activities involving the process of teaching and learning.

The 100Mbps speed wireless network in UPM is called uSpot, which can support 5,000 concurrent users.

MIS100 Profiles

Commercial

“Five retail technology trends you should know about� by Jon Stanesby (Associate Director of Strategic Services at digital marketing firm Responsys) on the theguardian.com: 1) Brand journalism—to keep the brand front of mind between purchases, retailers are turning to journalism; 2) Engaging customers in real-time across all channels possible; 3) Recognising and exploiting small anomalies in data; 4) Rewarding customer curators; and, 5) Questioning local marketing initiatives, because not all efforts at localization are necessary.

39

40

Commercial

A. S. Watson & Co Ltd Senior IT Executive: Viv Da Ros, Group Retail Technology & Process Director Size of IT Dept: 120 Screens: 3000 Location: Hong Kong Website: www.aswatson.com/

A

. S. Watson & Co Ltd (ASW) is an international health, beauty and lifestyle retailer that is headquartered in Hong Kong.

It is a wholly owned subsidiary of Hutchnison Whampoa Limited, a multinational conglomerate with core businesses in ports and related services, property and hotels, retail, infrastructure, energy and telecommunications.

ASW was first established in 1828 as a small

B. Braun Medical Industries Sdn Bhd Senior IT executive: Rainer Schimpf, Chief Information Officer, Asia Pacific Size of IT department: 58 Screens: 5,000 Location: Malaysia Website: www.bbraun.com.my

B

. Braun Medical Industries Sdn Bhd is one of the largest B Braun Melsungen AG manufacturing sites outside Germany.

Established in 1972 in Penang, it provides surgical, pharmaceutical and healthcare management products.

B. Braun Medical Industries has six different production plants for medical devices

Big C Supercenter Public Co Ltd Senior IT Executive: Prawet Prungtangkij, Vice President, MIS Size of IT Dept: 48 Screens: 1,400 Location: Thailand Website: www.bigc.co.th

B

ig C Supercenter operates business in the form of “Hypermarket” or “Supercenter”, a modern retail business which is managed under the umbrella of Big C Supercenter Public Company Limited and its subsidiaries.

Today, Big C has 1 Big C Jumbo, 16 Big C Extra, 99 Big C or a total of 116 branches, divided into 49 branches in Bangkok and the

MIS100 Profiles

The OGCIO and Equal Opportunities Commission of Hong Kong presented A.S. Watson with the Silver Award in its Web Accessibility Recognition Scheme recently for work done on its webpage. dispensary providing free medical services to the poor in the southern Chinese province of Guangdong. Today, ASW operates over 11,000 retail stores worldwide, in the sectors of health and beauty, luxury perfumeries and cosmetics, food, electronics and wine. Brands under ASW include Watson’s Your Personal Store, NuanceWatson, Drogas, Marionnaud, PARKnSHOP, FORTRESS and Sunkist. Its 100,000 members of staff across 33 markets worldwide serve over 27 million customers weekly.

ASW plans to continue to selectively expand its store base in regions with high

growth potential—including Mainland China and selected Asian and European countries —in the second half of 2013.

In line with its aim to bring more to the lives of every customer, ASW has made its webpage accessible to all in the community, including those with visual or physical disabilities. Recognising this effort, the Office of Government Chief Information Officer and the Equal Opportunities Commission of Hong Kong has presented ASW with the Silver Award in its Web Accessibility Recognition Scheme.

such as injection needles, shielded IV catheters, surgical blades and instruments, sutures, I.V. solutions and administration sets.

It produces Intravenous Safety Catheters for the global market centralising R&D and technical expertise for B. Braun’s most important product group in Penang.

In line with its mission to encourage people to seek, share and translate knowledge into innovative solutions, B. Braun Medical Industries co-sponsored the Penang International Science Fair in April 2013.

Garnering 30,000 visitors, the fair aimed to inspire the next generation of scientists and innovators by introducing them to science and engineering through stimulating handson experience created by the exhibitors.

In July 2013, HR Asia—a human resource trade journal—named B. Braun Medical Industries as one of the winners of the prestigious Award Best Companies to Work For in Asia 2013.

In line with its mission to encourage people to seek, share and translate knowledge into innovative solutions, B. Braun Medical Industries co-sponsored the Penang International Science Fair in April 2013, which drew 30,000 visitors from the world over.

vicinity, 67 branches in the provinces.

With more than 16,000 staff, Big C offers a clean, comfortable shopping environment with a wide assortment of goods available at reasonable prices including provide outstanding customer service in order to ensure the winning business strategy. Additionally, Big C provides a one-stop shopping experience to our customers with a wide range of useful services at all stores.

The breakdown of products at Big C stores–which provides an idea of how complex the company’s supply chain can be–is 49.4 percent Dry Food, 9.3 percent Fresh Food, 11.6 percent Clothing & Accessories, 11.6 percent Home Decor & Accessories, and 18.1 percent Electrical Appliances.

As for Big C Town Center, it provides rental space located inside and outside Big C’s buildings. These spots are offered to operators of products and services in four main categories: Food & Beverage—restaurants, franchise food outlets, food courts; Entertainment—cinemas, karaoke booths and kids play areas; Specialty Stores—book shops, fashion boutiques, electronics shops, mobile phone shops and pharmacies; and, Services—banks, laundry shops, hair salons and replacement spare part shops.

The company also owns a chain of 24 by 7 convenience stores under the Mini Big C brand, which in addition to selling basic merchandise also offers meats, fresh fruits and vegetables.

MIS100 Profiles

Commercial

Carrefour (China) Management Consulting Services Ltd Senior IT Executive: Su Xiao Bing, IT Director Size of IT Dept: 100 Screens: 11,040 Location: Shanghai, PRC Website: www.carrefour.com.cn

C

arrefour (China) Management Consulting Ser vices Ltd operates Carrefour stores in PRC. Carrefour has been in the Chinese market since 2006, and in that time has become one of its Top 100 Chain Enterprises—racking up US$6.87 billion and growing at 14.8 percent with close to 200 stores across the country in 2010. Carrefour

Dah Chong Hong Holdings Limited Senior IT Executive: Chau Wai Man, General Manager, IT Size of IT Dept: 70 Screens: 2,100 Location: Hong Kong SAR, China Website: www.dch.com.hk

D

ah Chong Hong Holdings Limited (DCH) is one of Hong Kong´s leading business conglomerates with special focus in Motor & Motor Related Business, Food and Consumer Business, and Logistics Business.

Listed on the Main Board of Hong Kong Stock Exchange, the company’s operations span across Hong Kong, Macao, mainland China, Taiwan, Singapore and Japan.

Dairy Farm Co Ltd Senior IT Executive: David West, IT Director Size of IT Dept: 60 Screens: 700 Location: Hong Kong Website: www.dairyfarmgroup.com

G

rown from humble beginnings in the 19th century in Hong Kong by Scottish surgeon Sir Patrick Manson and five local businessmen, Dairy Farm International Holdings Limited was first established on a joint-venture to improve the health of the community.

Today, the company operates well known retail stores inw Hong Kong, Taiwan, China Singapore, Malaysia, Indonesia and India.

41

China is notable for being a corporate citizen due to a number of programmes it has run, including work it continues to do with farmer cooperatives and its leadership and active role in food safety management initiatives—much of which is driven or supported extensively by its information networks, Most recently, Carrefour China launched two information-based projects to enhance the traceability of food sources and thereby increase food safety.

One of these was setting in place a system that uses QR codes through smartphones to access direct purchase traceability information. Customers can use their mobile phones to scan the QR codes on food and vegetable (F&V) products directly

purchased from Carrefour China, and gain access to specific details on the products from the data stores of farmer associations working with the retailer.

First tested in 2012, this system was scheduled for rollout throughout all Carrefour China stores in the first half of this year.

The second major project involved key upgrades to Carrefour China’s store system and various facilities in order for the company to become a pioneer participant in the Beijing Municipal Government’s “Ensured Meat” Project in 2011, meant to guarantee the traceability of pork. Company executives pointed out that it was good for business, helping them “guarantee the safety of meat that [is] sold in Carrefour stores.”

DCH is one of the largest distributors of vehicles in Hong Kong, representing Acura, Audi, Bentley, Honda, INFINITI, Isuzu, King Long, Sinotruk, MAN, Nissan, Opel and Saab.

In mainland China, DCH represents a total of 22 mid-to-high-end brands and has 66 4S shops.

The Group also has operations in Taiwan and Singapore. In addition, DCH offers a full range of related businesses, including used car trading, motor leasing, parts and accessories, as well as repair and servicing.

With over 50 years of experience in food trading and distribution, DCH has expanded into food manufacturing, processing and retailing, forging a total food supply chain strategy in Hong Kong and mainland China.

DCH’s Electrical Appliance Division is dedicated to wholesaling, distributing, retailing and servicing internationally-renowned home appliances and audio-visual products.

DCH’s logistics business offers the full spectrum of services.

These services include material sourcing, inventory management, warehousing, cold storage, distribution, packing and repacking, and freight forwarding.

Additionally, customised and third party logistics solutions are available. DCH currently has logistics centres spread out across the Greater China area—specifically in the cities Hong Kong, Macao, Guangdong and Shanghai.

In Singapore, the stores under the brands of Jasons MarketPlace, Cold Storage, Giant, 7-Eleven and Guardian–all of which have well-established reputations in the country–are all owned and run by Dairy Farm.

In Indonesia, PT Hero, in which Dairy Farm has an 80.75 percent interest, was granted the franchise rights to operate IKEA stores and the first store is expected to open in 2014.

The Philippines is new territory for Dairy Farm.

The company entered the Philippines in May by acquiring a 50 percent interest in Rustan’s Supercenters, which operates ten Shopwise hypermarkets, 13 Rustan’s

supermarkets and nine Expresslanes supermarkets.

In terms of market capitalisation, Dairy Farm is the sixth largest listed grocer in the world with revenue from Financial Year (FY) 2003 to 2012 grew at the compound annual growth rate (CAGR) of 12.3 percent per annum while the net profits grew at 15.2 percent per year during the same period.

Over the last 10 years, the company has never recorded an earning decline and has achieved 12 percent sales during 2008-2011 which is higher than peers’ average of 8 percent. Given its consistently free cash flow from FY2003 to FY2012, Dairy Farm has also been paying around 60 percent of its net profits as dividends to shareholders.

42

Commercial

DFS Venture Singapore Senior IT Executive: Yap Min Choy Robert, Senior Vice President & Chief Information Officer Size of IT Dept: 100 Screens: 1800 Location: Singapore Website: www.dfsgalleria.com

D

FS Venture Singapore is part of DFS Group, a global luxury retailers catering to the traveling public. DFS Group employs more than 9000 people in offices, gallerias, airport shops and other stores worldwide. The Group’s Corporate and Global Merchandising teams are based in Hong Kong and the Corporate Finance, Global

GCH Retail (Malaysia) Sdn Bhd Senior IT executive: Goh Ching Hock, IT Director Size of IT department: 63 Screens: 3,035 Location: Malaysia Website: www.giant.com.my

G

CH Retail (Malaysia) Sdn Bhd is a retailer in Malaysia that operates as a subsidiary of Dairy Farm International Holdings Ltd. It was established in 1944 as Dairy Farm Giant Retail Sdn Bhd. With 13,000 employees, this Malaysia-based retailer operates 149 Giant hypermarkets, Cold Storage and Mercato supermarkets, Guardian pharma-

Home Product Center Public Co Ltd Senior IT Executive: Surachate Tubtimjaroon, Vice President, IT Size of IT Dept: 63 Screens: 1,750 Location: Thailand Website: www.homepro.co.th

H

ome Product Center Public Company Limited was established in June 1995 as a joint venture between Land and Houses Group, American International Assurance Co., Ltd. and the Sarasin family.

The company was listed in the Stock Exchange of Thailand on October 30, 2001.

It was established with an objective to operate a retail business in home improvement

MIS100 Profiles

Shared Services, Group Procurement and Global Information Technology teams are based in Singapore.

The Global Information Technology Division is headed by Jennifer MacIvor, Vice President Global Information Technology.

The Division has an operating budget of approximately US$35 million and comprises of teams in fourteen countries. One recent project by DFS was to work with vendor AirWatch to secure the organisation’s mobile devices and install a mobile device and application management solution.

DFS uses AirWatch to push email, contacts and calendars over the air to all corporate level devices to allow work­ to continue anytime and anywhere. Additionally, mobile

devices are used in-store allowing mobile point-of-sale (mPOS) applications. The mPOS allows customer interaction to be smooth and streamlined, enhancing the shopping experience.

In August 2013, DFS Venture Singapore, the Singapore Economic Development Board (EDB) and SPRING Singapore announced plans to develop a Retail Centre of Excellence.

The Centre is the first in Singapore of its kind that is focused on building retail capabilities such as using analytics to understand consumer behaviour, branding and marketing, and channel and product development. DFS will deploy an in-house team to develop the organisation’s focus in these areas.

cies, as well as health and beauty stores throughout the country.

In line with its philosophy of growing with its business partners and promoting the development of the retail industry, GCH Retail has worked closely with the Malaysian government to help small- and medium-sized enterprises (SMEs) grow their business.

To date, Giant has partnered with 216 SMEs to produce Giant’s house brand items and/or promote locally produced items in its hypermarkets.

Besides that, Giant has helped revamp local mum-and-pop shops in Pahang, Penang, Johor, Sabah, Sarawak and the Federal Territory under the government’s “TUKAR” programme. The programme hopes to ener-

gise Malaysia’s retail trade sector by providing these stores with a vibrant and modern look.

GCH Retail has also invested RM260 million (US$79 million) in a state-of-the-art distribution centre in Sepang, Selangor.

The distribution centre was equipped with an advanced warehouse management system (WMS) that was integrated with the company’s store systems.

With the WMS, Giant could thus ensure adequate stock level of goods and reduce the time taken to sort the different goods to be sent to different stores.

segment by selling goods and providing complete range of services relating to construction, addition, renovation of buildings, houses, and residence places under the trade name of “HOMEPRO” which is the Company’s trademark.

Rangsit branch is the first branch of the Company operating in September 1996. At present, the Company has 30 branches in total, of which 17 branches are located in Bangkok and in its vicinity and another 13 branches in up-country provinces, which the location creates convenient access to the customers.

The company has the goal of becoming a leader in the retail business, particularly in that of home improvement products and

services. These include the sale of component goods for the construction, decoration, and refurbishment of houses and residence places together with the provision of complete services as One Stop Shopping to attain highest customer satisfaction.

In order to achieve this goal, the company has attempted to reduce the operating expenses and enhance service quality and has developed the information technology system relating to the retail business to be updated and efficient.

It has established a distribution centre of goods to enhance the efficiency of logistic system. Moreover, it makes the whole system of the inventory management process more efficient.

MIS100 Profiles

Commercial

Indomarco Prismatama PT Senior IT Executive: Henry Palar, IT Director Size of IT Dept: 100 Screens: 515 Location: Indonesia Website: www.indomaret.co.id

I

ndomaret is a retailer network of franchises in Indonesia. Indomaret trademarks are held by PT Indomarco Prismatama.

Indomaret is a network of minimarkets providing basic needs to the common people. The first store opened in Ancol, North Jakarta, in 1988. In 1997 the company launched the first business franchise outlets in Indonesia, after Indomaret tested with more than 230 outlets.

King Power International Group Senior IT Executive: Somchit Tachaiam Amon, Executive Vice President, IT Size of IT Dept: 60 Screens: 1,600 Location: Thailand Website: www.kingpower.com

T

he King Power International Group is Thailand’s leading travel retail group, based in Bangkok. It is the biggest travel retailer in the country, with its own duty free shopping mall in Bangkok’s central business district covering over 12,000 sq m and branches at Suvarnabhumi Airport and major airports in Thailand.

Recently King Power has won concessions

Li & Fung Limited Senior IT Executive: Paul Fowler, Chief Information Officer Size of IT Dept: 500 Screens: 20 000 Location: Hong Kong Website: www.lifung.com

L

i & Fung is a diversified company.

It was founded in Guangzhou in 1906, and is currently headquartered in Hong Kong from where it co-ordinates the manufacture of goods through a network of offices in close to 40 countries. Through Li & Fung (Trading) Limited it is also a premier global trading group managing the supply chain for highvolume, time-sensitive consumer goods.

43

In the beginning, Indomaret were designed in the vicinity of consumers’ residential areas, providing a variety of basic and daily needs and serving a wide range of the general public with an area of about 200 sq m.

As the market continued to evolve, more outlets were established in various residential, commercial and tourism areas. This enabled Indomaret to learn how to operate and a largerscale retail network and to gain a more complex experience.

With the knowledge and skills to operate and a large-scale retail network, the management to launch the Indomaret franchise business to gain wider market penetration while acquiring the necessary skills and knowledge to compete globally in the fast-growing retail

and wholesale industry.

As the leading franchise brand in Indonesia, Indomaret soon gained recognition from the government by winning the “Top Indonesian Franchise Company” award in 2003.

Indomaret is currently still undergoing rapid expansion, with more than 8,251 outlets in Java, Madura, Bali, Sumatra and Sulawesi, Consisting of 40 percent franchised and 60 percent company-owned outlets.

Most of the goods supplied to all stores are distributed by 17 distribution centers that provide more than 4,800 different products.

in the reopened Don Mueang International Airport and Hat Yai International Airport. At present King Power Group employs over 7,000 employees and has become the first duty free retailer in Thailand’s Eastern seaboard with the opening of King Power Pattaya Complex in 2011.

Recently, the company launched its King Power Member Card to usher in the use of smart card for quick and efficient shopping. IT

has been at the forefront of King Power’s membership management and offers. Apart from shopping discounts, card members can also enjoy special shopping offers and member privileges to exclusive cultural events and activities organised by King Power. Other benefits include the Pullman Bangkok King Power King Power Aksra theater restaurants Ramayana, resort hotel, spa, restaurants, and leading golf courses in the country and abroad.

Recently, the company launched its King Power Member Card to usher in the use of smart card for quick and efficient shopping. IT has been at the forefront of King Power’s membership management and offers.

Apart from shopping discounts, card members can also enjoy special shopping offers and member privileges to exclusive cultural events and activities organised by King Power.

Garments make up a large part of the Li & Fung family of businesses.

This group also manages and executes the the sourcing of hard goods, a category that includes fashion accessories, furnishings, gifts, handicrafts, home products, promotional merchandise, toys, sporting goods and travel goods.

As a supply chain manager across many producers and countries, Li & Fung provides

the convenience of a one-stop shop for customers through a Total Value-Added Package: from product design and development, through raw material and factory sourcing, production planning and management, quality assurance and export documentation to shipping consolidation.

With an annual turnover of around US$5.5 billion, Li & Fung employs about 6,000 people worldwide.

As a supply chain manager across many producers and countries, Li & Fung provides the convenience of a one-stop shop for customers through a Total Value-Added Package: from product design and development, through raw material and factory sourcing, production planning and management, quality assurance and export documentation to shipping consolidation.

44

Commercial

Matahari Putra Primat PT Tbk Senior IT Executive: Miko Yanuar, IT Director Size of IT Dept: 82 Screens: 1,150 (Corporate) Location: Tangerang, Banten, Indonesia Website: www.mataharigroup.co.id

E

stablished in 1986, Matahari Putra Primat (MPP) and its subsidiaries run a chain of stores (which sell such items as daily provisions and supplies, stationery, books, clothes, accessories, bags, shoes, cosmetics and electrical equipment, and family entertainment centres in Indonesia under the brand, Timezone.

Last year, the company saw significant growth in its business, attributable to ag-

Minor Corporation Public Co Ltd Senior IT Executive: Jared C. Bowen, CIO Size of IT Dept: 60 Screens: 900 Location: Thailand Website: www.minornet.com (Corporate website of parent company Minor International)

M

inor Corporation and its parent company Minor International are both based in Bangkok, Thailand. Minor Corporation is a leader in the distribution of major global brands in apparel, cosmetics, kitchen utensils, books and education in Thailand. Brands the company has been known to represent in the country include

Mydin Mohamed Holdings Berhad Senior IT Executive: Malik Murad Ali, IT Director Size of IT Dept: 55 Screens: 3,927 Location: Kuala Lumpur, Malaysia Website: www.mydin.com.my

M

ydin Mohamed Holdings touts itself as “the largest and most well-established Malaysian retail organisation operating nationwide comprising wholesale markets, hypermarkets, mini markets, 24 hour convenience stores and a franchise chain of emporiums.” The truth is, it is as big as the claims go. The company’s business is in retail and wholesale, and the products it deals

MIS100 Profiles

gressive expansion by its retail businesses. Its core business, Matahari Food Business (MFB), which operates the Hypermart brand of hypermarkets, Fooodmart brand of supermarkets, and health and beauty products chain stores under the brand, Boston, opened 17 new hypermarkets, 4 new supermarkets and 16 new Boston outlets in 2012. As the year ended, MFB had the largest network of 80 hypermarkets. Its noncore businesses also saw growth. Notably, its Timezone family entertainment centre business opened nine new outlets and posted 15.3 percent “same store sales growth” in revenue.

In 2012 also, MPP received industry recognition and sound financial ratings from key agencies: among them a B2 rating with Stable

Outlook from Moody’s, an A+ with Stable Outlook from PEFINDO, and a B+ with Stable Outlook from Standard & Poor’s. MPP also received several industry awards, including: the 2012 Retail Asia Top 500 Awards conferred

by Retail Asia, Euromonitor International and KPMG, for the ninth consecutive year; the Super Brands Award by SuperBrands Indonesia; the Social Media Achievement Award 2012 by Majalah Marketing Publication; the Solo Best Brand Index Award 2012 by Solo Pos Newspaper Publishing; and, the Excellent Brand Award 2012 by Solo TV Station.

As it prepares to open up another 20 new stores, MPP is investing in the information infrastructure it needs to maintain its high pace of growth.

Bloom, Bossini, Charles & Keith, Gap, Espirt, Red Earth, Smash Box, Timberland, Time Life, Tumi, World Book and Zwilling J.A. Henckels.

At the same time, the company also does contract manufacturing in the fast-moving consumer goods space through NMT Ltd. The company managed a dramatic leap from red to black last year in its various businesses. Total revenue from retail trading and contract manufacturing increased in 2012 by 17 percent, making the year profitable in comparison with its loss-making 2011 (www. minornet.com), and it “started to see its underlying business pick up in the fourth quarter of 2012, with comparable sales growth of 7.2 percent and increase in sales of contract manufacturing by over 6 times.”

Minor Corporation’s most impactful development in recent years is more than likely to be the launch of its online shopping website, thaisale.co.th, a 50 percent joint venture set up in late 2011. According to company executives, “the business has gained traction, with the number of members increasing to over 250,000 members. Thaisale will continue to bring together the best of e-commerce and high street shopping in Thailand. With online media playing an immense role in people’s lives and the number of internet users in Thailand continuously growing, we believe Thaisale will complement our traditional retail store business and strengthen sales and profit performance of our retail trading over the coming years.”

with range from food and household items to hardware, electrical equipment, stationery, porcelain, toys, textiles and fabrics.

Currently, Mydin operates almost 200 outlets nationwide inclusive of 12 hypermarkets, 18 emporiums, 3 bazaars, 53 minimarkets (MyMydin), 10 convenience shops (MyMart) and 5 franchise outlets (Mydin Mart).One of Mydin’s latest projects in IT include the adoption of space floor planning solutions from a company called JDA Software Group to help it manage its current phase of multiple new store openings and remodeling.

Announced in June 2013, this project is expected to deliver the following, according to IT Director Malik Murad Ali: increased revenue through more consumer-centric

assortments, improved in-stock positions, enhanced floor and shelf space allocation, and accelerated speed to market of new store launches and existing store remodels; reduced inventory through assortments tailored to local demographics, identification and removal of inefficient inventory; improved process efficiency through integration of a merchandising management system with a centralised space management system and automation to reduce manual processes and data processing; and, effective freeing of resources for redeployment to extend planogramming to 50 percent of the categories in the business to drive revenue growth.

MIS100 Profiles

Commercial

Procter & Gamble Europe SA Singapore Branch Senior IT Executive: Lee Mui Ling, Director & Asia CIO, Global Business Services Size of IT Department: N.A. Screens:

N.A.

Location: Singapore

Website: www.pg.com

P

rocter & Gamble recently completed Asia Next Decade, the largest and most complex corporate restructuring compliance and business expansion for its Asia operations. The aim is to simplify P&G’s corporate legal structure for improved stewardship and compliance, bring scale to the company’s operations, and allow more

Proton Holdings Berhad Senior IT Executive: Mohamed Zuhri Mohamed Yusof, CIO Size of IT Dept: 90 Screens: 2,100 Location: Kuala Lumpur, Malaysia Website: www.proton.com.my

I

n 2012, Proton Holdings Berhad, Malaysia’s carmaker entered a new period in its history. No longer a government-linked company–it had been bought over by the automotive giant DRB HICOM Berhad–Proton seemed to sprout new wings and grow its business further. It launched its Preve line overseas (Australia, Thailand and Brunei) soon after its official rollout in Malaysia

Tan Chong Motor Holdings Berhad Senior IT Executive: Dennis Looi, CIO Size of IT Dept: 60 Screens: 2,500 Location: Kuala Lumpur, Malaysia Website: www.tanchong.com.my

T

an Chong Motor Holdings Berhad (TCMH) is an investment holding company that has as its principal activities, the assembly and distribution of motor vehicles, provision of after-sales services and motor related financial services such as hire purchase, an insurance agency and leasing.

The company is notable in Malaysia as the franchise holder and exclusive distributor of Nissan passenger and light commercial

45

businesses to locate closer to future growth.

It included corporate restructuring to ensure compliance to external tax regulations for Europe to Asia shipments, and setting up new manufacturing facilities in China.

In other projects, the technology teams implemented visualisation technologybased solutions that integrate data from multiple domains, such as strategic revenue management and supply chain management, to provide holistic insights, identify key business opportunities. These tools also allow users to analyse root causes of business issues. As a result, the solutions were embedded into business processes and become key drivers to create new revenue streams, while reducing inventory, and im-

proving customer service to the company.

Another technology initiative is this year’s IT Excellence Award winner for the Knowledge Management category—Asia 1, Consumer Place Project, which saw the creation and implementation of a single system of records for all consumer knowledge in P&G. The IT teams migrated and integrated previously isolated consumer information and knowledge into a centralised, secured database. The result is the implementation of a state-of-the-art database marketing capabilities that enable P&G relationship marketing programs to build targeted long lasting relationship with consumers, in order to serve them more completely and engage with them in real-time.

in April 2012. Group Lotus, which comes under Proton’s wing, launched its Lotus Originals flagship store in London, England.

In January 2013, Lotus Cars Malaysia had opened its first flagship showroom in Kuala Lumpur, Malaysia. And in December 2012, Proton acquired all the engine technologies of Petronas, giving it ownership of a more powerful family of engines to complement its existing CAMPRO engine line-up.

One of Proton’s latest IT initiatives of

note has been the development of COMPASS, a system that came out of an end-to-end implementation of SAP IS-AUTO to integrate Automotive Sales and Manufacturing functions via the integration of SAP Vehicle Management System and Advanced Planner & Optimizer in a single client instance. Upon completion, it provided all relevant executives at Proton end-to-end visibility and tracking of the vehicle pipeline, from Demand Planning to Sales.

One of Proton’s latest IT initiatives of note has been the development of COMPASS, a system that came out of an end-to-end implementation of SAP IS-AUTO to integrate Automotive Sales and Manufacturing functions via the integration of SAP Vehicle Management System and Advanced Planner & Optimizer in a single client instance.

vehicles and Renault vehicles in the country, with 98 sales branches and authorised dealership outlets, and 91 after-sales service centres.

It also has franchise and exclusive distribution rights for trucks and buses under the UD Trucks and Silverbus brands, for which it operates 12 sales centres, 16 sales dealerships, 10 after-sales service centres and 36 authorised service dealers.

TCMH started making strategic forays into overseas markets in 2005, when it expanded its automotive business operations business–particularly the assembly of bus chassis units and bus sales–into Vietnam.

This was in addition to the automotive workshop services businesses it had already

been running in Cambodia and Thailand.

S i n c e 2 0 0 5 , T C M H ’s i n f o r m a t i o n ser vices infrastructure has undergone significant cycles of enhancement and renewal. Particularly, in the period leading up to December 2009, when it received an Investment Certificate from the Danang Industrial and Export Processing Zones Authority, Vietnam, to undertake the manufacture, assembly and sale of buses, trucks and passenger cars, as well as provision of after-sales services and sale of spare parts.

In 2010, TCMH became the sole distributor of completely built up Nissan brand vehicles for the Cambodia and Laos markets, which again called for the extension of information services to new geographies.

46

Commercial

Toyota Motor Thailand Co Ltd Senior IT Executive: Tomoji Furuta, Vice President, IT Size of IT Dept: 80 Screens: 5,030 Location: Samrong Tai, Phrapadaeng, Samut Prakarn, Thailand Website: www.toyota.co.th

T

oyota Motor Thailand Co Ltd is the country’s premier assembler and distributor of Toyota automobiles, with 13,500 employees, three assembly plants (with the overall production capacity of 650 units a year), a network of 126 official dealers, and 372 showrooms. It is also the centre for production research and development in Asia Pacific.

The latest news (dated July 18, 2013) has not been stellar–the company announced the reduction of its sales volume for the year from its original target of 500,000 units to 450,000 units–but it senior executives remain upbeat about prospects farther down the road.

According to an MCOT online news report, Toyota Motor Thailand’s President

Wuhan Wushang (Group) Shareholding Co. Ltd Senior IT executive: He Han Sheng, IT Department Head Size of IT department: 70 Screens: 470 Location: Wuhan, Hubei, PRC Website: www.wushanggroup.com.cn

T

he Wuhan Wushang Group Holdings Ltd is the largest integrated commercial retail enterprises in China’s Hubei province. Its predecessor was founded in 1959 as Sino-Soviet Friendship Shopping Centre (later renamed to Wuhan Mall), it was nationally recognised as one of the top ten shopping malls. 1986, the holding company took the lead to restructure its stockholding, and in 1992, the reformed entity, Hubei Wuhan, became the first listed commercial enterprise on the Shenzhen stock exchange.

Today, the Wuhan Wushang Group has become a conglomerate of various subsidiaries, with total assets of 4.28 billion yuan, and net assets of 1.29 billion yuan. The group has a staff of nearly 30,000, spread

Kyoichi Tanada said the adjustment was because the company sold about 230,000 units in the first half of this year, down 1.6 per cent from the same period last year…[but that] the firm could still have the biggest market share at 32 per cent.

The report also said: “Despite the lower sales volume seen this year, Thailand’s auto market still grows compared to the past four years. Kyoichi noted that once the ASEAN Economic Community (AEC) takes effect in 2015 and Thailand’s new excise tax scheme is applied in accordance with carbon dioxide (CO2) emission, the sales volume in the next two years will reach more than 1.2 million units…The new factory

MIS100 Profiles

of Toyota Motor Thailand at Gateway City Industrial Estate in eastern Thailand will start operating in this year’s third quarter, which will drive the company’s production capacity to 300,000 units/year from currently 220,000/year. The production ratio for export and domestic sale will also be adjusted from 45:55 to 50:50.” All of which indicate a strong business need for Toyota Motor Thailand’s ICT setup.

Toyota Motor Thailand Co Ltd is the country’s premier assembler and distributor of Toyota automobiles, with 13,500 employees, three assembly plants (with the overall production capacity of 650 units a year), a network of 126 official dealers, and 372 showrooms. It is also Toyota Motor’s centre for production research and development in Asia Pacific...Its new factory at Gateway City Industrial Estate in eastern Thailand starts operating in the third quarter of this year, at which time it will drive the company’s production capacity up to 300,000 a year.

over 14 subsidiaries. It has also set up joint ventures with partners in Malaysia, Hong Kong and other countries, in commercial activities ranging from retail and wholesale trade, real estate development, property management, tourism, catering, to import and export trade.

In 2007, the company’s annual sales volume reached 9.2 billion yuan, and achieved an annual profit of a billion yuan. From a small company, it gradually grew into a mall department store and discount supermarket chain, which together are the two core businesses of the group. Nationwide, it has 49 retail outlets, while the Wuhan International Plaza, Wuhan Plaza and World Trade Plaza

shopping centres constitute the group’s main commercial thrust.

To ensure success of its business plans, the group is expanding its core IT group to meet the requirements of software development, integration and maintenance, specialising in database management, open source software and enterprise-class solutions provisioning.

The Wuhan Wushang Group has become a conglomerate of various subsidiaries, with total assets of 4.28 billion yuan, and net assets of 1.29 billion yuan. The group has a staff of nearly 30,000, spread over 14 subsidiaries. It has also set up joint ventures with partners in Malaysia, Hong Kong and other countries, in commercial activities ranging from retail and wholesale trade, real estate development, property management, tourism, catering, to import and export trade.

MIS100 Profiles

47

Frank Gens, Senior VP and Chief Analyst, IDC, and also author of IDC Predictions 2013: Competing on the 3rd Platform: “The most important events in 2013 will cluster–as they did in 2012–around what IDC calls the ‘3rd Platform’ for IT growth and innovation, built on mobile devices, cloud services, social technologies, and Big Data. We’ll see much greater urgency in 2013 and much bigger moves, as the market shifts beyond the ‘exploration’ stage to full-blown high-stakes competition. The ability (or inability) to compete on the 3rd Platform will reset leadership ranks in the IT market and every industry that uses IT.”

48

Cathay Pacific Airways Ltd Senior IT executive: Joe Locandro, Director Information Technology Size of IT Department: 350 Screens: 12,000 Location: Hong Kong Website: www.cathaypacific.com

O

ne of Asia’s well-known airlines, Cathay Pacific Airways is the flag carrier of Hong Kong. Its operations include passenger and cargo services to 172 destinations in 39 countries worldwide. Its subsidiary Dragonair operates to 44 destinations in the region. Cathay Pacific owns 19.28% of Air China Limited (“Air China”) and is the majority shareholder in AHK Air Hong Kong Limited.

Changi Airport Group (Singapore) Pte Ltd Senior IT Executive: Steve Lee, CIO/SVP (Technology) Size of IT Department: N.A. Screens: N.A. Location: Singapore Website: www.changiairportgroup.com

C

hangi Airport Group (Singapore) Pte Ltd (CAG) manages one of the world’s most awarded airports Changi Airport in Singapore.

CAG undertakes key functions focusing on airport operations and management, air hub development, commercial activities and airport emergency services. The seventh busiest international airport today, Changi Airport is

Cheung Kong Holdings Senior IT Executive: Lum Man Fai, Brian Size of IT Department: N.A. Screens: N.A. Location: Hong Kong Website: www.ckh.com.hk

C

MIS100 Profiles

Others

heung Kong Holdings is the flagship of the Cheung Kong Group, the leading Hong Kong based multi-national conglomerate. It has interests in property, infrastructure operations, investments, life sciences and telecom, among others. It is also engaged in information technology, e-commerce and new technology. In Hong Kong alone, members of the Cheung Kong Group include Cheung Kong Holdings, Hutchison Whampoa Limited

Cathay Pacific currently ranks as the world’s 8th most profitable airline (net profit) and the 17th largest airline in the world by operating revenue (based on data for 2011, according to Air Transport World’s World Airline Report, July 2012). In 2012, the airline reported an annual turnover of HK$99,376 million (US$12,813 million) announcing an attributable profit of HK$916 million (US$118 million). Cathay has kept up-to-date with aviation technology and is even taking innovative steps.

In February 2012, Cathay Pacific and Dragonair introduced a new reservations system. The airlines are planning the introduction of a new departure control system in 2014 and a successful trial of a weight and

load management system has already been conducted.

Cathay Pacific Cargo has started a programme to replace its existing cargo booking system with a new system. The programme is intended to be completed in 2015.

In January 2012, Cathay introduced mobile boarding passes for flights from Hong Kong. Passengers can check in online and can receive their boarding passes on their mobile devices by text message or email.

In May 2012, Cathay entered into a contract for the conversion of certain cockpit documents from paper to electronic form, and the installation of the new electronic system into their aircrafts started in 2013.

a major air hub in Asia. It handled more than 51 million passenger movements in 2012 and registered a monthly record of 4.92 million in December 2012. Presently, Changi Airport serves some 110 airlines flying to over 250 cities in about 60 countries and territories worldwide. A flight takes off or lands at Changi Airport roughly once every 100 seconds. CAG also manages Seletar Airport and through its subsidiary Changi Airports International, invests in and manages foreign airports.

Changi Airport Group (CAG) released in August plans for an iconic mixed-use complex to enhance Changi Airport’s offerings and strengthen its position as an international air hub. The complex will offer aviation and travel-related facilities, a wide range of

retail offerings, as well as unique leisure attractions. The group also unveiled The Social Tree this year. It is a structure that blends design with interactive technology, allowing travelers to share their photo and video memories and retrieve them on subsequent visits to the airport. In February this year, CAG announced initial plans for the development of Terminal 4 (T4). It has a planned capacity of handling 16 million passenger movements a year, raising Changi Airport’s handling capacity to 82 million passengers a year. CAG, of course, is also a winner of the IT Excellence Awards 2012 Business Enabler category for its Service Workforce Instant Feedback Transformation (SWIFT) project.

and Power Assets Holdings Limited, which are constituent stocks of the Hang Seng Index; Cheung Kong Infrastructure Holdings Limited, CK Life Sciences Int’l., Hutchison Telecommunications Hong Kong Holdings Limited, Hutchison Harbour Ring Limited and TOM Group Limited, which are companies listed on the Main Board of the Hong Kong Stock Exchange. The combined market capitalisation of the Cheung Kong Group’s Hong Kong listed companies amounted to HK$945 billion (US$122 billion) as at 31 July, 2013.

The Cheung Kong Group operates in 52 countries and employs about 270,000 staff worldwide.

For the year ended 31st December, 2012, the Group’s profit before share of results of the

Hutchison Whampoa Group was HK$19,098 million (US$2,463 million), an increase of 6 percent over the previous year.

Cheung Kong Holdings is the largest shareholder of Hutchison Whampoa, holding a 49.97 percent interest.

The Group reported that its share of results of the Hutchison Whampoa Group decreased in 2012. However, its operations continued to perform well in the first half of 2013.

Despite difficult conditions in many of the major economies in which the Hutchison Whampoa Group operates, its businesses overall achieved solid growth.

MIS100 Profiles

China National Petroleum Corporation Senior IT Executive: N.A. Size of IT Department: N.A. Screens: N.A. Location: Beijing (HQ); global footprint Website: www.cnpc.com.cn

C

hinese state-owned CNPC is China’s largest oil and gas producer and supplier. It is also one of the world’s major oilfield service providers and a globally reputed contractor in engineering construction. The company has a presence in 70 countries.

CNPC is the parent of PetroChina, the second largest company in the world in terms of market capitalization as of June 2010.

CLP Holdings Ltd Senior IT Executive: Andre Blumberg, Director of Group IT Size of IT Department: 250 Screens: 5,000 Location: Hong Kong, SAR Website: www.clpgroup.com

C

LP Holdings is a Hong Kong electric company that is listed on the Hong Kong Stock Exchange and has operations Australia, India, Laos, Mainland China, Philippines, Taiwan, and Thailand. In financial year 2012, the Group’s operating earnings were HK$9,406 million (US$1213 million), a decline of 8.8 percent compared with HK$10,312 million in 2011. Group total earn-

ComfortDelGro Corporation Ltd Senior IT executive: Ng Tong Sing, Group Information Officer Size of IT Department: 100 Screens: 2,200 Location: Singapore HQ, global footprint Website: www.comfortdelgro.com

C

49

Others

omfortDelGro is one of the world’s largest land transport companies with a total fleet size of about 45,800 buses, taxis and rental vehicles. Its main businesses include bus, taxi, rail, car rental and leasing, automotive engineering and maintenance services.

The company operates in seven countries—Singapore, Australia, China, the United Kingdom, Ireland, Vietnam and Malaysia.

In 2012, CNPC reported operating revenues of RMB2.68 trillion, up 12.7% from the previous year. CNPC is now the world’s fourth-largest oil company and ranked sixth on the Fortune Global 500.

In 2012, CNPC reported operating revenues of RMB2.68 trillion, up 12.7% from the previous year. CNPC is now the world’s fourth-largest oil company and ranked sixth on the Fortune Global 500.

In recent years, the company has made significant R&D progress in exploration, production, refining and petrochemical sectors, overcoming a number of technological barriers. The company’s “Key technologies for multi-stage fracturing and stimulation in horizontal wells and their industrial application” won the first prize of National

Science and Technology Advancement. The techniques used in tapping low-pressure, extremely low-permeability reservoirs were further polished.

The company innovated seismic data acquisition technology featuring high-density wide-azimuth observation and pre-stack depth migration, and made breakthroughs in boosting drilling speed in ultra-deep and complex formations in mountainous areas.

The company also achieved continued progress in the design and manufacturing of offshore drilling rigs.

ings, which include non-recurring items, were HK$8,312 million, 10.5 percent lower than that in the previous year.

CLP Power Hong Kong Limited is the Hong Kong utility subsidiary wholly owned

by CLP Holdings Limited. CLP Power Hong Kong was named winner of the IT Excellence Awards 2013 in the “Best Security Strategy” category. The Award recognised CLP Power’s outstanding performance in cyber security.

CLP has been developing mobile applications supporting some 1000 mobile workers as well as serving over two million customers. CLP’s first foray into enterprise mobility was in 2002 when they rolled out ruggedised handheld devices for their workers when they were out in the field. Today, CLP has even

ventured into developing apps by its in-house team. They have rolled out B2C initiatives, for instance, the CLP Hong Kong app which acts as a one-stop platform for information on energy efficiency.

CLP has also set up a BYOD initiative called Work Smart for its employees to support a heterogeneous environment of mobile devices in the workplace. The programme has a variety of technology features, including mobile device management (MDM), wi-fi support, remote desktop support for employees working overseas, data syncing between devices and office drives, and access to CLP’s own app store and apps.

The company reported revenues of US$3.55 billion for fiscal year ended 31 December 2012, earning a net profit of US$249 million. The taxi and bus businesses accounted for over 87% of the growth during the year. Currently, overseas ventures account for 46.8% of Group revenue. In April 2013, ComfortDelGro, through its wholly-owned subsidiary Metroline Limited, announced that it would acquire a portion of FirstGroup plc’s London bus business and assets. The acquisition will increase ComfortDelGro’s fleet size in the London bus market from 1,200 to 1,700. Their taxi companies in Singapore, Comfort Transportation Pte Ltd and CityCab Pte Ltd, continue to command the lion’s share of the market with a combined fleet of

about 16,200 taxis.

The ComfortDelGro Taxi Booking app, which is available on all smartphone devices, grew in popularity during the year, with a total of 745,466 downloads. Taxi bookings made via the app alone climbed to 9.5 million. This along with other data channel bookings, translated into a record 85% of total taxi bookings being conducted without going through the call centre.

Total taxi bookings for the year hit a record 30 million. The number of taxi commuters opting for cashless payments also increased with 14.6 million cashless transactions made—20% more than the previous year.

50

DHL Asia Pacific Senior IT Executive: Lawrence Lee, CIO Size of IT Department: N.A. Screens: N.A. Location: Singapore Website: www.dhl.com (Corporate, Global)

D

HL is a division of the German logistics company Deutsche Post DHL providing international express mail services. It is the global market leader in the logistics industry including international express, air and ocean freight, road and rail transportation, contract logistics and international mail services to its customers.

It has a global network composed of more than 220 countries and territories and

Electricity Generating Authority of Thailand (EGAT) Senior IT Executive: Boonchai Unkajornwong, Assistant Governor - Information Technology Size of IT Department: 200 Screens: 10,500 Location: Thailand Website: www.egat.co.th

T

he state-owned Electricity Generating Authority of Thailand (EGAT) owns and manages the majority of Thailand’s electricity generation capacity, as well as the nation’s transmission network. EGAT builds, owns and operates several types and sizes of power plants across the coun-

Hong Kong Air Cargo Terminals Ltd. Senior IT Executive: Cindy Ng, GM, Information Services Location: Hong Kong Website: www.hactl.com

H

MIS100 Profiles

Others

ong Kong Air Cargo Terminals Limited (Hactl) is one of the world’s leading air cargo terminals with the unique position as the largest and only neutral air cargo terminal operator at Hong Kong International Airport. Hactl was the world’s first air cargo terminal operator to implement the IATA Safety Audit for Ground Operations (ISAGO).

Its SuperTerminal 1 is the single largest multi-level air cargo terminal in the world-3,500 Container Storage System positions,

about 285,000 employees worldwide. The Group generated revenue of more than 55 billion Euros in 2012.

Asia Pacific is a key growth region of DHL Global Forwarding worldwide. DHL, together with its customers, has identified a number of supply chain trends that will help shape the future of the technology sector.

In a changing workd, DHL offers solutions including direct distribution services, such as Door-to-More and Break Bulk Express, and options to reinforce high quality customer service offerings such as Technical Service.

DHL addresses this by providing a platform of warehousing, cross-docking and customs clearance facilities throughout

Asia Pacific, as well as risk management tools to support global customers in their planning and reduce exceptions within their supply chain.

The company also provides its technology customers with specialised, valueadded solutions based on a network of over 285, 000 people in more than 220 countries and territories worldwide.

In 2012, the company invested US$175 million in Shanghai to launch its biggest express hub in Asia.

This year, it has strengthened its Asia Pacific aviation network with additional wide-bodied aircraft, connecting major markets in Asia and providing additional direct links with the Americas.

try. In 2012, the generating capacity from EGAT power plants reached 15,010.13 MW accounting for 46.04 percent of the country’s total capacity. EGAT has formulated the Information and Communication Technology (ICT) master plan (2013-2017) which focuses on the use of IT in EGAT’s core business units and business support units, namely development, production, maintenance, power system control and transmission, fuel and coal management, administration, accounting and finance, human resources, and procurement.

The key strategies within the master plan focus on the development of IT staff, IT infrastructure, and strengthening of IT governance, as well as using IT to promote

governance in EGAT and build sustainable competitiveness for the organisation overall.

Recent projects include the expansion of its SAP-based ERP system that now covers business processes of new units. EGAT’s IT security policy, IT security standards, and IT security manuals (ISO 27001) were approved by the Electronic Transactions Commission of Thailand on 28 September 2011. EGAT is now in the process of complying with the notification on policy and practice guideline on personal data protection of a government agency, B.E.2553 (2010) issued by the Electronic Transactions Commission. It is scheduled for completion by early 2013.

10,000 Box Storage System positions, and a comprehensive range of specialised cargo handling facilities.

The terminal is powered by COSACPlus, a new generation air cargo management system equipped with more than 400 functions and features.

The company won the Gold Award of the Hong Kong ICT Awards 2013: Best Business (Application) Award for its COSACPlus.

COSAC-Plus is a highly sophisticated air cargo management system that has a capability of processing more than one million daily data transactions for a maximum of 3.5 million tonnes of cargo transporting through Hong Kong International Airport, one of the

world’s busiest airports seeing traffic from all continents. Since its launch in 2012, COSAC-Plus has developed superb performances: handling more than 1,000,000 data transactions every day, and allowing more than 4,000 users to monitor status and process documentation and customs clearance.

It enables all stakeholders, including freight forwarders, airlines, and government departments in Hong Kong to monitor and process the air cargo shipments 24 hours a day.

Since the system launch in 2011, more than 100 airlines and 1,000 freight forwarders are using the system to manage their cargo efficiently, online or through mobile phones.

MIS100 Profiles

Hong Kong and China Gas Co. Ltd., The (Towngas) Senior IT Executive: Peter Wong Wai Yee, Executive Director and Chief Operating Officer – Utilities Business Location: Hong Kong (HQ); footprints in Mainland China Website: www.towngas.com

F

ounded in 1862, The Hong Kong and China Gas Company Limited (Towngas) was Hong Kong’s first public utility.

Today, it is one of the largest energy suppliers in Hong Kong, and has grown from the simple gas company supplying fuel for street lamps to a leading position in the energy industry in the greater China

The Hong Kong Jockey Club Senior IT executive: Christoph Ganswindt, Executive Director of Information Technology Size of IT dept: More than 500 Screens: More than 10,000 Location: Hong Kong Website: www.hkjc.com

F

ounded in 1884, The Hong Kong Jockey Club is not only one of the world’s leading horse racing organisations but also Hong Kong’s largest community contributor, donating HK$1.7 billion (US$219.2 million) in 2012. It is also a major taxpayer, Hong Kong’s single largest by far, generating over HK$16 billion a year for public funds.

IOI Corporation Berhad Senior IT Executive: Wong Wing Kam, IT manager Size of IT Dept: 12 Screens: 530 Location: Malaysia Website: www.ioigroup.com

I

51

Others

OI Corporation Berhad (IOI) is a Malaysiabased conglomerate that started off from industrial gas manufacturing in 1969 as Industrial Oxygen Incorporated Sdn Bhd. The company ventured into property development in 1982, followed by oil palm plantations in 1985. Today, IOI’s core business activities revolve around plantation, resource-based manufacturing, and property.

region—it moved into the gas business in mainland China in 1994 and currently has 107 piped city-gas projects in 20 provinces, municipalities and autonomous regions.

With a pipeline network consisting of more than 3,500km of gas pipes, the company supplies gas to over 1.76 million customers in Hong Kong.

The company has also diversified into telecommunications, building services, engineering and the new eco-energies, among others.

The company expanded its services into the telecommunications industry with an optical fibre network that rides on its gas network using either glass-in-gas (GIG) or glass-alonggas (GAG) techniques.

Its data centre business, which also provides management and operations for computer equipment housed in our centre, has seen a major boom.

Responding to demand, the company has begun the construction of a new Internet Applications Centre with a floor area of around 22,000 square metres in the Tseung Kwan O Industrial Estate, where the Hong Kong Government’s data centre hub for the Asian Region is also taking shape.

Expanding onto the mainland in 2007, the company currently operates seven telecom ventures in Liaoning, Shandong and Jiangsu provinces.

Technology is playing a major role of the Club’s strategic plan to package racing as entertainment for all walks of life. The Club last year unveiled ibu, an interactive multitouch table that provides a wealth of realtime data and video records of the horses and jockeys involved at the touch of a fingertip, and also enables bets to be placed and paid for with a contactless smart card system. ibu is currently the centerpiece of the club’s adrenaline bar and lounge, a venue aimed at young professionals who are

Patrons can bring use iPads to run several tailor-made racing apps offered by the Club, to enhance their experience at the races.

not necessarily well-versed in betting on horse racing.

In the public stand of the racecourse, the Club allows patrons to bring along or borrow iPads to make use of several tailormade racing apps. These include the Race Simulator, a number one free app that combines real-time racing information with quality 3D graphics to demonstrate the dynamics of horse racing.

At the beginning of the 2013, the Club appointed Christoph Ganswindt to the position of Executive Director of Information Technology. He succeeded Sunny Lee who had been with the Club for six years.

Ganswindt was previously the CIO for Telekom Deutschland.

Under plantation, IOI’s activities include oil palm cultivation and milling as well as commodity trading. For resource-based manufacturing, IOI is involved in refinery and trading; refinery and oleo-chemicals; and refinery, specialty fats and lipid nutrition. As for property, IOI activities include real estate development and investment, as well as hotel and resort development.

IOI currently has over 30,000 employees of 23 different nationalities in 15 countries are serving the global markets in more than 65 countries. As at 31 March 2013, the company’s net profit for its third quarter stood at RM567.8 million, a 2.8 percent increase from that in the previous corresponding quarter.

IOI is continually investing and carrying

out research and development (R&D) works on planting materials and propagation. R&D works include plantation management, which involve soil, irrigation, organic fertilization; and mill engineering which include effluent management, process innovation and renewable energy.

The company also uses Global Positioning Satellites (GPS) images/mapping and Geographic Information System (GIS) analytical tools to optimise efficiencies and timeliness in wide ranging estate management applications involving replanting fertilisation, harvesting and other condition variations management.

In 2012, IOI was ranked 1119th in Forbes Global 2000 list.

52

Jollibee Foods Corporation Senior IT executive: Larry C. Matias, Vice President and Chief Information Officer Size of IT department: N.A. Screens: 1,150 Location: Philippines Website: www.jollibee.com.ph

J

ollibee Foods Corporation (JFC) is a global Filipino company with over US$2 billion of system-wide sales. Founded in 1975 as an ice cream parlor at Cubao, it is now the largest fast food chain in the Philippines, with footprints across more than 12 countries.

The countries include China, Singapore, Indonesia, Hong Kong, Vietnam, Thailand,

Malaysia Airlines Senior IT executive: Faridah Abdul Rahman, CIO SIZE OF IT DEPARTMENT: N.A. SCREENS: N.A. LOcation: Malaysia Website: www.malaysiaairlines.com

M

alaysia Airlines is the national carrier of Malaysia. It carried 13.4 million passengers in 2012, operating nearly 300 flights daily. Its network of 60 destinations in four continents was expanded with its entry into the oneworld airline alliance in February 2013. Malaysia Airlines is under a financial turnaround programme and has been able to reduce its full year 2012 financial loss to

MTR Corporation Ltd Senior IT Executive: Ted Suen, Head of Information Technology Location: Hong Kong Website: www.mtr.com.hk

M

MIS100 Profiles

Others

TR Corporation is regarded as one of the world’s leading railways for safety, reliability, customer service and cost efficiency. A major provider of public transport service, MTR owns and operates 211.6 km of rail with 155 stations, including 86 railway stations and 68 light rail stops. It serves over 5 million commuters every day.

The rail network comprises nine railway lines serving Hong Kong Island, Kowloon and the New Territories. The corporation op-

To meet the fast increasing needs of its customers and employees, JFC deployed four of its mission-critical systems on highly flexible cloud platforms.

Brunei, UAE and USA. Headquartered in Pasig City, Philippines, JFC is the parent company of Jollibee, a fast food chain brand with over 750 stores nationwide. Among its licensed brands are Chowking Foods Corporation, Greenwich Pizza Corporation, Red Ribbon, Yonghe King, Zenith Foods Corporation and Highlands Coffee. Currently, JFC has more than 2,500 branches with a workforce of over 40,000.

To meet the increasing needs of its customers and employees, JFC deployed four of its mission-critical platforms on Amazon Web

Services (AWS). They are the warehouse management systems, advanced supply chain planning system, supplier relation management and web delivery systems. With these systems on the cloud, JFC’s internal budget for Information Management has stayed almost flat even though they delivered over 6 times to what they could normally deliver in terms of servers.

As a continuation to its cloud journey, JFC is currently exploring AWS Tokyo region for its disaster recovery, which is expected to go live in February 2014.

RM430.74 million from a loss of RM2.52 billion in the previous year. It boarded 13 million passengers in 2011, generating revenues of MYR 13.6 billion (US$ 4.5 billion).

In 2012, the airlines upgraded its Internet Booking Engine (IBE) to version 4.0 with a successful cut-over at end-October. The upgraded IBE 4.0 provides better efficiency and performance of the booking process, contributing to a 20% monthly sales growth rate.

2012 marked a whole new dimension of Malaysia Airlines’ positioning in digital marketing. ‘Search’ delivered annualised revenues of RM300 million (US$91.35 million) in 2012. Malaysia Airlines’ use of new media has expanded beyond its Facebook and Twitter platforms. The company

launched MAStravel on Y ouTube in early 2013. Malaysia Airlines has taken steps to reduce fuel costs on 40 aircraft, including their A380 fleet, with SITA’s FMS Wind Uplink service. This service constantly updates key Flight Management System (FMS) calculations, so the airline can adjust flight plans according to changing wind and weather conditions, enabling the aircraft to use fuel as cost effectively as possible. In July 2013, Malaysia Airlines joined the league of 74 companies in Malaysia qualified for the Information Security Management System (ISMS) Certification (ISO 27001). This accreditation certifies that Malaysia Airlines’s ISMS maintains best practices in information security.

erates the Airport Express, which connects travellers from Hong Kong’s Chek Lap Kok International Airport to the city, and back in under an hour each way.

Also, from Hong Kong, passengers can travel with ease to Guangdong Province, Beijing and Shanghai in the Mainland of China using the MTR’s intercity railway services. Operating internationally, MTR runs train systems in far flung corners of the world such as Britain, Australia and Sweden.

For 2012, the company reported total revenue of HK$35.7 billion (US$4.8 billion).

This year, as the MTR extended its rail coverage across Hong Kong, rising passenger traffic forced the operator to plan for a major upgrade of its network infrastructure

to enable it to deliver cutting edge services, maintain smooth operation of rail services, and be ready for future services yet to be deployed (Provision of more data capacity and 4G services). To meet the connectivity and bandwidth-intensive applications of the expanded rail covering the Airport Express and Tung Chung line, the MTR chose H3C’s 10GE IP network with Resilient Packet Ring (PPR) technology to connect the stations along these two rail lines. The MTR deployed 26 H3C S9505 switches, two at each station, to link the 10 stations. To cope with rising demand for extension of digital media services throughout the MTR’s 11 busiest stations, the MTR deployed the H3C service oriented network solution.

MIS100 Profiles

53

Others

Perusahaan Listrik Negara (PLN) PT Senior IT Executive: NA Location: Indonesia Website: www.pln.co.id

This year, PLN announced plans to build a 10-km submarine and 1-km underground power cables to supply surplus power from Batam to neighbouring Bintan island, which remains short of electricity.

P

year before. The drop was mainly the result of foreign exchange losses.

This year, PLN plans to invest around Rp 65 trillion. PLN has announced plans to build a 10-kilometer submarine and 1-km underground power cables to supply surplus power from Batam to neighbouring Bintan Island, which remains short of electricity.

The investment value of the project amounts to Rp 431 billion (US$48 million) and it is projected to be completed by 2014.

The network will take 14 months to build.

Evina, the short for Electric Vehicle

Indonesia, is the national electric car initiated by PT PLN (Persero) in collaboration with PT Sarimas Ahmadi Pratama (SAP). The car was showcased at the Indonesia Japan Innovation Convention (IJIC) in 2012.

In August, the corporation announced that it will install 12 electric vehicle charging stations (SPLU) to provide accessible and reliable power to a fleet of electric and hybrid cars the government intends to deploy for the upcoming Asia-Pacific Economic Cooperation (APEC) Summit to be held in the Nusa Dua Resort complex in October.

Singapore Airlines Senior IT executive: Tan Chik Quee, Senior VP, IT Services Size of IT Department: 250 Screens: 15,100 Location: Singapore HQ, global footprint Website: www.singaporeair.com

net profit attributable to equity shareholders of S$379 million (US$297.71 million) for the financial year ended 31 March 2013. Group revenue grew S$240 million (US$188.52 million) to S$15.098 billion (US$11.86 billion), mainly from airline operations, as a result of stronger passenger carriage.

In September 2012, the airlines signed a major agreement, valued at nearly US$400 million, with Panasonic Avionics for advanced in-flight entertainment and communications (IFEC) systems for more than 40 new aircraft on firm order with Airbus and Boeing.

Singapore Airlines will be the launch customer for Panasonic Avionics’ next-generation eX3 system for the A350s, as well as the first to deliver eX3 features on the

B777-300ERs. Singapore Airlines continues to introduce its Mobile Boarding Pass offering at more airports, subject to local regulations. To date, this service has been introduced at Singapore, Amsterdam, Auckland, Bangkok, Barcelona, Christchurch, Copenhagen, Frankfurt, Hong Kong, London, Manchester, Milan, Munich, Rome, Taipei and Zurich airports.

The Airline has also upgraded its airport check-in facilities to a new generation Departure Control System which leverages on newer technology to improve customer servicing.

The upgrade started in February 2013 and took approximately three months to complete.

strategic investments in five regional mobile operators, namely Telkomsel (Indonesia), Globe Telecom (the Philippines), Advanced Info Service (Thailand), Bharti Airtel (India) and BTL (Bangladesh). As at 31 March 2013, the Group served 468 million mobile customers around the world. It has revenues of $18.2 billion for the financial year ended 31 March 2013. Earlier this year SingTel launched Singapore’s first mobile money solution mCash, a secure alternative to cash. mCash, available to subscribers of all mobile operators in Singapore, enables users to make payments quickly and easily through their mobile phones while on the move. The mobile money solution was the first of its kind in Singapore.

Another initiative of the company is a collaboration with Visa to link Visa prepaid accounts to mCash. SingTel customers in Singapore and Australia will be able to pay for goods and services by simply waving their NFC-enabled smartphones at any Visa payWave acceptance points from early 2014 onwards. In June this year, SingTel announced it will offer Shopify’s highly successful eCommerce solution in Singapore, Malaysia, Indonesia and India. Available from S$17 per month, the solution is an easy and affordable way for individuals and SMEs to set up beautiful online shops within minutes.

The telco also has introduced the world’s fastest smartphone, the Huawei Ascend P2, to the Singapore market.

LN (Perusahaan Listrik Negara, meaning ‘State Electricity Company’) is an Indonesian state-owned electricity corporation. PLN currently has a total installed capacity of 35 gigawatts (GW) of electricity across the archipelago while the capacity of other private contractors, also known as independent power producers, stands at 5,634 MW. The company made a net profit of Rp 3.21 trillion (US$330.63 million) in 2012 or down 40.7 percent from Rp 5.43 trillion a

S

ingapore Airlines (SIA), one of the world’s leading carriers, is the flag carrier of Singapore. It operates a hub at Singapore Changi Airport and has a strong presence in the Southeast Asia, East Asia, South Asia, and “Kangaroo Route” markets.

It flies 18 million passengers to 62 destinations in 35 countries.

The Singapore Airlines Group achieved a

Singapore Telecommunications Ltd (SingTel) Senior IT Executive: Wu Choy Peng Size of IT Department: 300 Screens: 6,300 Location: Singapore Website: www.singtel.com

T

he SingTel Group is Asia’s leading communications group providing a wide spectrum of multimedia and infocomms technology (ICT) solutions. The company’s main operations are in Singapore and Australia. Its Australian arm Optus is a leader in integrated telecommunications in Australia. The company is a major communications player in Asia and Africa through

54

S M Development Senior IT executive: Shiela Marie Ma, Vice President - Data Control and Systems and Methods Location: Philippines Website: smdevelopment.com

S

M Development Corporation (SMDC) is a real estate firm and subsidiary of SM Investments Corporation (SMIC), the investment holding company of Henry Sy. It is one of the fastest growing real estate companies in the Philippines, that is engaged in real estate development and investments in securities of certain SM Group of Companies.

SMDC dominates the residential condominium market in the country. In FY2012, SMDC saw real estate revenues surge 33% in the past year to Php21.6 billion (US$0.5 billion), which helped push net income higher by 18% to Php4.9 billion.

The company approximately had 20 condominium projects within Metro Manila and one condominium project outside Metro Manila.

The Company had a total area of over

Sunway Berhad Senior IT executive: Cheah Kok Hoong, Chief Information Officer Location: Malaysia Website: www.sunway.com.my

S

MIS100 Profiles

Others

unway Group has thrived to become one of Malaysia’s leading property-construction groups with interests in multiple sectors.

As at 1 April 2013, the market capitalisation of Sunway stood at approximately RM3.8 billion (circa USD1.2 billion) and is among the top 5 largest property stocks and top 100 largest stocks in Malaysia.

The company has strategic investments in other businesses like trading and manufacturing, quarry and building materials and healthcare.

Sunway E-Systems is a subsidiary of the Sunway Group. This year Sunway E-Systems formed a partnership with French CNC software solutions firm SPRING Technologies to distribute a CNC realistic simulation module in Malaysia and ASEAN region. The new partnership would resell, implement and support SPRING Technologies’ NCSIMUL Machine, which is the CNC (computer nu-

25 hectares. These properties are located in Manila, Pasay City, Makati City, Taguig City, Mandaluyong City, Taguig City, and Paranaque City, which will be developed into residential/commercial condominium projects.

Its subsidiaries include SM Synergy Properties Holdings Corporation (SM Synergy), SM Residences Corp. (SMRC), Landfactors Incorporated (Landfactors), Vancouver Lands, Inc. (VLI) and Twenty Two Forty One Properties, Inc. (TTFOPI).

Apart from malls and conventions centres, its parent company SMIC is also into retail (SM Retail Inc.), and banking (BDO

Unibank Inc. and China Banking Corp.).

This year the company is expanding its commercial portfolio in Mindanao to take advantage of the region’s strong economic growth.

New shopping malls would start contributing additional revenues next year while convention centers are already under study.

Development Corporation (SMDC) is a real estate firm and subsidiary of SM Investments Corporation (SMIC), the investment holding company of Henry Sy. It is one of the fastest growing real estate companies in the Philippines, that is engaged in real estate development and investments in securities of certain SM Group of Companies. It also dominates the residential condominium market in the country and is expanding its commercial portfolio with developments in Mindanao and new shopping malls planned for the rest of the country.

merical control) realistic simulation module of the French company’s NCSIMUL solutions portfolio module.

E a r l i e r t h i s y ea r, H i ta c h i S u n wa y Information Systems, which is a joint venture between Japan’s Hitachi and Malaysia’s Sunway Technology, announced expansion plans in Southeast Asia.

As part of the expansion plan by Hitachi Sunway Information Systems, which started operations in April this year, several subsidiary companies have been set up across the region.

These are: Hitachi Sunway Information Systems (Singapore); Hitachi Sunway Information Systems (Thailand); Hitachi Sunway Information Systems (Philippines);

and, subject to approval from the relevant Indonesian authorities, PT. Hitachi Sunway Information Systems (Indonesia).

A new subsidiary in Vietnam is also in the pipeline for later this year.

The Hitachi Sunway Information Systems Group will provide IT services to Japanese companies advancing into Southeast Asia, as well as local companies in Southeast Asian nations.

This year Sunway E-Systems formed a partnership with French CNC software solutions firm SPRING Technologies to distribute a CNC realistic simulation module in Malaysia and ASEAN region.

The new partnership would resell, implement and support SPRING Technologies’ NCSIMUL Machine, which is the CNC (computer numerical control) realistic simulation module of the French company’s NCSIMUL solutions portfolio module.

55

CIO Summit 2013 Singapore

Sandra Ng, Group VP, Practice Group, IDC Asia/Pacific.

3rd platform Dissecting the

By Caroline Ng and Nurdianah Md Nur

T

he focus of the CIO summit 2013, held at Marina Bay Sands Expo and Convention Centre, Singapore on 31 July, was the 3rd platform. Coined by IDC, the 3rd platform refers to a platform built on the pillars of social media, cloud, mobile and big data or analytics.

Sandra Ng, group vice president of Practice Group, IDC Asia/Pacific, kicked off the summit by discussing how IT solutions related to the 3rd platform can contribute to better innovation and business outcomes.

3rd platform complexity

Businesses today should leverage information and communication technologies to serve their customers, innovate with employees, collaborate with partners and comply with regulations.

However, challenges from the four pillars of the 3rd platform are hindering adoption of these technologies. Based on IDC’s APeJ C-

Experts at the CIO Summit 2013 shared trends and addressed issues revolving around the cloud, mobility, social media and big data. suite Barometer 2013, the challenges mainly revolved around talent and skill-set shortage, governance and risk management, contract management and change management. “[The rise of the 3rd platform has caused] an increasing demand for employees with business skills and knowledge on cloud architecture, mobile, social media and app lifecycle, governance and compliance. Data scientists and business analysts are highly sought-after too,� said Ng. To address this talent gap, 67 percent of the C-level executives surveyed for the C-suite Barometer are currently deploying standard solutions. Others are partnering with vendors or outsourcing.

Shadow IT is expected to be more prominent with the increased adoption of the 3rd platform. Organisations will thus need to focus on and enforce IT governance to ad-

dress security concerns arising from shadow security, said Ng. To overcome the complexities regarding contract management, Ng recommended organisations to take the following steps: Organisations should partner up to mutually benefit.

CFOs, Line-of-business (LoB) managers, and the procurement and IT departments need to jointly determine IT budget and priorities.

IT should be made the primary architect and for governance, risk management and compliance.

Organisations should identify core IT suppliers and continuously explore new partners for new options and capabilities.

Organisations should look into opportunities for joint IT-business projects to

1.

2.

3.

4.

5.

56

CIO Summit 2013 Singapore

Jayant Prabhu, GM & Global Practice Head of Information Management, Wipro Technologies.

enable new initiatives.

IT culture should be adjusted to work better with LoB, including developing smaller, quick turnaround projects.

The 3rd platform will definitely bring changes to the enterprise. IDC projected that by 2016, LoB executives will also be directly involved in 80 percent of new IT investments, and 70 percent of the CIOs will embrace a cloud-first strategy, said Ng.

6.

Big data concerns

Jayant Prabhu, general manager & global practice head of Information Management, Wipro Technologies, talked about the barriers to big data adoption and provided tips to overcome them.

One of the roadblocks to adoption is the fact that big data is still being viewed as only benefiting the technology side of the enterprise.

“Thus, organisations had no motivation to adopt it, [leading to] today’s low adoption rate,” said Jayant. Other barriers include skill set shortage and the lack of business champion to drive adoption and change.

Jayant said organisations must first align their vision for big data to the corporate vision in order to encourage adoption of big data. “[For instance,] big data can be used to enhance customer experience, which may help to increase revenue,” said Jayant. This highlights the value big data brings to the business side of the enterprise.

Next, organisations should find out the benefits that big data could offer that are unique to their business. For example, healthcare institutions could leverage big data to map and predict endemic diseases, said Jayant.

Kimberly Nevala, Director for Thought Leadership, Best Practices, SAS Institute.

Harmeet Malhotra, Storage & Solutions Marketing, Dell Global BV.

Organisations should also be prepared to transform their business processes in anticipation of the changes big data will bring about.

Besides that, they will also need to “hire or equip employees with the right skills to leverage big data,” said Jayant.

Finally, in terms of security, IT policies should be in place before and during big data implementation to prevent data leaks. Jayant added that organisations need to review their big data initiatives before implementing them to ensure that they are not violating any data privacy laws.

sets needed. Since there is no one-size-fits-all big data adoption journey, organisations should adopt big data technology and projects based on their current infrastructure and architecture, as well as analytics maturity.

Nevala also stressed the importance of implementing data governance upon adopting big data. This is because misuse of information will have negative legal impacts (such as fines and sanctions) as well as tarnish the organisation’s reputation, leading to a decline in consumer confidence.

Big data

Harmeet Malhotra, storage & solutions marketing of Dell global BV, spoke about storage solutions in the age of data boom.

For many IT departments, the recent barrage of data explosion has created the issue of storage inefficiency. For instance, not only is 40 percent of storage purchased sitting idle, 95 percent of the data identified is cold (inactive) and sitting on costly tier 1 storage.

“The challenge is why should it [cold data] be sitting on the most expensive and the fastest systems?” Malhotra posited.

He proposed that the right data should always be in the right place, at the right time, for the right cost. Data, thus, should be stored efficiently for cost-savings, as well as with scalable flexibility and a dependable reliability.

Specifically, Malhotra believes reliability being the linchpin for any business.

“Less accessed data needs not sit on a less reliable system. If this data is static, it can sit on a hard drive, which is as reliable but less expensive,” he said.

Meanwhile, in the 2 billion conversations

Kimberly Nevala, director for Thought Leadership, Best Practices, SAS Institute talked about big data and its benefits.

Nevala started her presentation by talking about the value of big data. “The value of big data does not lie in data itself but the capacity it brings for us to deliver more insightful and impactful decision making when and where it is needed,” she said. Organisations could thus use big data to look for opportunities to improve work processes and/or the business. Big data could also help organisations to create new business models. For instance, telecommunication companies could sell the data they have on consumers’ habits to retailers so that the latter can use it for targeted advertising, said Nevala.

Despite the benefits of big data, organisations are still hesitant about adopting it. To get big data into the boardroom agenda, Nevala advised organisations to first align their big data strategies with business strategies. Test runs should also be run to demonstrate the value of big data and highlight the processes and skill

Storage innovation

57

CIO Summit 2013 Singapore

Dell has with customers yearly, storage consolidation was raised as the most important element to seamlessly scale infrastructure and to achieve cost-savings.

Citing a report from “Research Report: 2012 Storage Market Survey,” Malhotra said: “The reality is only one in four customers believe that they have used a unified storage

system at the top.”

With data explosion sweeping businesses, Malhotra stressed the need for storage innovation, such as storing active data separately from archived inactive data.

IT transformation

Meanwhile, the application of IT innovation

[Thought Leadership Track 1]

A Cloudy Situation The increased use of the Internet is forcing companies to rely on the cloud to ensure that their websites and apps are always performing optimally.

However, companies might be hesitant to embrace cloud due to security concerns such as malware or data loss. Bruno Goveas, director of products (Asia Pacific and Japan), Akamai Technologies, said these security concerns can be addressed by “applying security policies at request-source with cloud security”.

For companies operating in many different countries, adopting or using cloud may be a hassle. This is because “laws and legislation [pertaining to cloud and data privacy] differs in every country,” said Mayur Sani, research manager for business and IT services, IDC Asia/Pacific.

While cloud adoption seems like a daunting task, the journey can be made easier if companies work closely with cloud providers and take small steps to embark on it, said Sani.

The value of cloud

It is no secret that the cloud offers many benefits. “Cloud can liberate administrative resources by outsourcing non-core applications, and reduce IT capital requirements with its elastic, pay-as-you-go operating model,” said Scott Morris, ASEAN vice president and managing director, NetApp. Cloud also helps accelerate the time to market a product or service by leveraging an infrastructure on-demand. “[With cloud,] organisations can focus more on customers and services and worry less about infrastructure,” said Joe Chiu, vice president of Corporate IT, Changi Airport Group.

It is thus no surprise that IDC projected cloud to see growth of more than 50 percent by end 2013. However, the cloud adoption rate in Asia Pacific has been slower than that in the US. Organisations in Asia Pacific are worried about “losing control of their data” when it comes to adopting the cloud, said Simon Piff, associate vice president of Enterprise Infrastructure, IDC Asia/Pacific.

Securing your organisation

While the 3rd platform helps improve work processes, it causes organisations to be more vulnerable to security issues.

For instance, the use of unauthorised public cloud applications (eg. Dropbox) for collaboration increases the risk of malware and data leaks, said Rajlingam Sokalingam, regional director, Check Point Software Technologies. To safeguard data and the organisation, he advised organisations to “align their security policies to business goals and use relevant solutions to enforce security.”

However, Claus Mortensen, director for Emerging Technology Research, IDC Asia/Pacific, warns against implementing too restrictive IT policies. He said that if security measures compromised the usability of technology, employees will look for ways to bypass the measures, which could potentially cause greater security problems.

As security breaches (intentional or not) may be caused by the actions of the employees, Claire Fulford, group IT manager for cyber security, CLP Power Hong Kong Limited, highlighted the importance of educating employees on data loss prevention.

to manage content boom was demonstrated

by Jonathan Yeo, general manager of Konica Minolta Asia.

“The truth is content is growing at an alarming rate,” exclaimed Yeo. With paper use growing 6-8 percent every year, enterprises are spending more of their revenue on document output. Currently, companies are spending about 3 percent of revenue on printing which effectively translates to a spend of an average US$356-US$712 per employee annually for a workforce of between 5,000-10,000. Yeo attributed the rising expense to the content boom from mobile and marketing communications to in-house printers.

Furthermore, he highlighted frivolous usage as part of the rising expense. For instance, it is ironic that almost half of all documents scanned are ‘born digital’ and would remain digital if not for signatures. In bid to save costs, Yeo proposed authentication on printers to save as much as 30 percent on hardcopy costs from frivolous usage.

However, since as much as 67 percent of all companies are clueless to their printing consumption, Yeo urged companies should be vigilant in keeping track of spending.

“You must firstly establish the baseline of how much is spent to see if there are any technologies that can be adopted to reduce costs,” he explained.

With a Managed Print Services (MPS) scheme, output can be easily managed through a system of automated data collection and warehousing to provide visibility. Such innovation also enhances end-user satisfaction owning to a secure and optimised print environment.

Thereby, increasing productivity for the workforce, as well as saving costs.

CIOs’ pain-points

A panel discussion on “The Transformation Agenda” was run by TC Seow, Editor of CIO Asia with Golden-Agri Resources’ Miao Song, Banyan Tree’s Michael Lee and Borneo Motors’ Koh Kok Tian.

On the topic of how IT is changing the business landscape, Song said business and technology are both driving IT innovation as globalization underscores the need for more agility and efficiency to run IT as a business.

In the vein of technology, Lee conceded that cloud has been a main driver in the business landscape for Banyan Tree which is in the midst of a sheer migration, including Oracle Fusion HCM, salesforce.com automation solution and Microsoft Office 365. The transformation is expected to offer customers better engagement

58

CIO Summit 2013 Singapore

Jonathan Yeo, GM, Konica Minolta Asia.

and customized experiences.

“Banyan Tree is an experiential brand, it is in our very DNA. Over the past years, we have evolved a whole digital strategy to embrace digital marketing in a fresh way to ensure

consistency whichever way the customer may engage us,” he added.

Meanwhile, mobility has enabled Borneo Motors to leverage mobile data for better customer engagement. On the flip side, Koh cautioned the issue of content overload and proposed implementing an appropriate ERP application to support a variety of business functions.

The discussion swiftly progressed onto the topic of talent acquisition. With regards to current desired IT expertise, Song said the workforce will need to set aside old rules and adopt new tools, such as innovation skill.

When hiring internally, Song talked about grooming people with similar experiences to the job scope. Beyond suitable expertise, external hires often also revolve around the “important element of cultural fit in the organisation.”

Likewise, Lee stressed on the non-traditional facets of IT skills. Among which, business skills and EQ are considered “absolutely essential” for Banyan Tree. For example, “IT staff members tend to be a bit silo but that in

itself is a barrier and a challenge,” he said.

When hiring, Lee believes it is easier to groom internal hire than to acquire talents. To expand the talent pool in the company, Lee favored grooming internal hire over procurement.

“You can either groom or poach. But when you poach, you can’t find. So you develop talents, in the hope that they will stay with you for a much longer time,” he added.

Koh, however, took a refreshing approach to talent search. He believes collaborating with education providers will help identify talents early.

The topic if CIOs will ever become obsolete wrapped up the discussion. All panelists remained optimistic of the longevity of the CIO role, although it will gradually include more responsibilities, such as innovation and business centricity.

Superintending power of IT Chargeback

The next presenter was Phil Scanlon, director client solutions of TIBCO Software Asia,

THE TRANSFORMATION AGENDA: Panel discussion moderated by T.C. Seow, Editor, CIO Asia (standing), with the participation of (from left)—Miao Song, Group CIO, Golden-Agri Resources; Michael Lee, CIO, Banyan Tree; and, Koh Kok Tian, IS Director/iPower Programme Director, Borneo Motors).

59

CIO Summit 2013 Singapore

[Thought Leadership Track 2]

Managed Services Edge Within two years, all business computing categories will be available through dedicated outsourcing or the cloud, exclaimed Thomas Chan, business director, cloud computing solutions, CITIC Telecom CPC. Whilst outsourcing reaps benefits, its implementation could often prove a bumpy ride. Chan atttibuted the bane of outsourcing to the lack of staff control.

“IT organisations cannot control their outsourcing partners, their behavior, skill, quality for that matter,” he said. In fact, only 43 percent of organisations truly enjoy the benefits of outsourcing.

For better staff management, Chan proposed Managed Services to minimize operational disruption. Today, Managed Services have also progressed beyond cost optimization in its nascent days to include more agility that supports core corporate objectives.

“It should not just be purely about cost, it should be about transformation,” urged Adrian Dominic Ho, principal telecom, mobility lead of IDC. With companies innovating for a competitive edge, Ho said Managed Services will ease the dynamic allocation of “finite resources” on core strength. However, 47 percent of organisations today in APeJ still have no managed services or outsourcing strategy.

Cloud future in APAC

The evolution of cloud was illustrated by Patrick Sim, vice president, sales and marketing, Orange Asia Pacific, who said it has evolved beyond the basic need for costsavings to include competitive advantage attributes, including flexibility and agility.

In Asia, cloud is typically deployed to streamline IT delivery; standardize ICT collaboration; enhance CRM and risk management. However, Sim cautioned the complexity of using cloud and urged organisations to have a better understanding on the classic cloud journey.

“Cloud computing is like an iceberg, it looks very simple at the top but there is a lot underneath,” he warned.

As an indication of cloud infancy in APeJ, Adrian Dominic Ho, principal telecom, mobility lead of IDC, said more than half the enterprises (53 percent) in the region do not have a cloud strategy and among those who have deployed cloud, 79 percent of them are still at the earliest stage.

As almost half (43 percent) of all new applications will be delivered on cloud by 2016, Ho urged companies to advance their cloud services to tap into the “innovation and transformation” wellspring.

Infrastructure Performance Management

Today, CIOs are increasingly implementing Infrastructure Performance Management (IPM) in bid to boost visibility in their infrastructure when migrating business critical systems to the cloud.

“One of the customers we have here, with the IPM platform installed, is seeing things they literally have never seen before in their whole IT system that has been together for 15 years,” said Todd Osborne, regional vice president of Virtual Instruments Asia Pacific.

The value of visibility is instrumental for companies to improve operations through efficient troubleshooting. Meanwhile, the growing prominence of cloud is also changing the way data centre work, from disaggregated to aggregated infrastructures, shifting the focus to automation.

However, Asia pales in comparison to Australia in the level of automation, according to IDC AP software tracker 2012.

“You can’t run a highly effective virtual environment unless it is highly automated,” Piff said.

Drawing the auto-pilot analogy, he said automation applies the same principle to data centre where “when the red light goes on, then you will do something.” It isn’t a “scary black box” where no one knows what goes wrong.

Phil Scanlon, Director, Client Solutions, TIBCO Software Asia.

who illustrated how IT chargeback can help to implement more efficient ICT solutions, as part of a responsible accounting strategy for users and business units.

Scanlon began the presentation by demonstrating the cost of overlapping departmental systems which can be reduced by combining into an enterprise system.

Despite the benefits of cost-savings, hurdles do exist when businesses are transforming onto an enterprise platform. For example, departmental budgets and objectives have to be reworked in the new structure, as well as taking organizational silos and the traditional IT service into consideration Nevertheless, transparency from IT chargeback allows the accurate allocation of costs to various departments in an organization, effectively placing responsibility on the shoulder for users. “With the chargeback system, CIOs can now remove themselves from a situation and simply prevent the business cost of the system and let the business decides on a solution,” said Scanlon.

However, he warned that all solutions must be managed effectively as “a solution based solely on costs will lead to dissatisfaction for the enterprise.” Fundamentally, Scanlon based the success of a chargeback system on its ability to change organizational behavior through real cost visibility.

Furthermore, the chargeback model needs to be structured in a way that the business understands.

“The value of IT groups in the organisation is to identify and create solutions for the organisation the objectives in translating these costs into terms the business understands,” he said.

60

CIO Summit 2013 Singapore

1

Recipients Mike Chan, Group Director, Housing Management Group (centre), and Leong Chin Yew, Director-Information Services, Information Services Department (right) of the Housing and Development Board of Singapore, being handed their trophy by ITX Awards judge Alvin Khoo, Regional IT Director, DSM Nutritional Products AP.

4

Recipient Sussanna Shen, Head of Corporate IT, The Hong Kong and China Gas Co. Ltd (left), being handed the trophy by ITX Awards judge Claus Mortensen, Director, Emerging Technology Research, IDC Asia/Pacific.

2

Recipient Kate Wu, Head of Corporate Communications of Hong Kong Air Cargo Terminals.

5

Recipient Dennis Lee, Senior Digital Consumer Analyst, Global Business Services, Procter & Gamble Europe SA Singapore Branch (right), being handed his trophy by Mark Hobson, publisher of CIO Asia, MIS Asia, Computerworld Singapore and Computerworld Malaysia.

3

Recipient June Ng, Group IT Head, Fraser & Neave Holdings Berhad (right), being handed the trophy by ITX Awards judge Teo Chin Seng, Executive Director, SMU iCity Laboratories.

6

Recipient Claire Fulford, Group IT Manager-Cyber Security, CLP Power Hong Kong Limited (left) receiving her trophy from ITX Awards judge Michael Lee, CIO, Banyan Tree Hotels and Resorts.

The Liberation of Enterprise Value This year’s winners of the IT Excellence Awards show the way to unlocking high returns on their IT investments—again, yet again.

BY F.Y. TENG

W

inners of the IT Excellence Awards and their highly successful projects every year always offer up some object lessons on the most creative ways to making technology work to free their enterprises to focus on growing business and sometimes change the world. This year’s line-up is no different.

The winners of the 2013 IT Excellence Awards by MIS Asia and IDC Asia/Pacific, their project briefs, the category they’ve taken honours in, and (with one exception) photos of their senior executives receiving their trophies at the CIO Summit 2013 Singapore (Marina Bay Sand Expo & Convention Centre, Singapore, July 31-August 1, 2013), below.

For the Best in…

1. Bottom Line IT

Escalating operating costs due to massive duplication and thinning margins are common problems when companies expand and the competition closes in. This category looks for IT teams that have driven business’ operating costs

down and increased their profit margins.

WINNER: Housing and Development Board (Singapore) PROJECT: Integrated Car Parks System

2. Business Enabler

Efficient business exchange and supply chain systems not only enable companies to cut inven-

tory levels significantly, but also give them a more accurate picture of customer demand. This category recognises IT teams that have boosted the ability of their organisations to disseminate information internally and exchange it with their partners, creating new revenue streams and improving customer service.

WINNER: Hong Kong Air Cargo Terminals Limited (HACTL) PROJECT: COSAC-Plus—Community System for Air Cargo

3. Change Management

This category seeks IT teams that have developed a comprehensive change management strategy that covers both staff and business processes. The best-run companies have agile management that can rapidly institute changes to cope with market conditions. This includes retraining employees if certain skills are lacking, convincing staff to relocate if operating costs in a particular country become too high and managing employee transition when changes to reporting lines and job responsi-

61

CIO Summit 2013 Singapore

bilities are needed.

WINNER: Fraser & Neave Holdings Berhad PROJECT: Project GOLD (Google Apps)

4. Emerging Technology

This award category seeks to reward the first movers and early adopters in the enterprise user community, who have deployed nascent technologies, adopted relatively ‘new’ models of computing, and/or have used traditional models and technologies in a novel way to drive strategic and operational value for their entire organisations.

WINNER: The Hong Kong and China Gas Co. Ltd. (Towngas) PROJECT: Private Cloud TCIS Project

5. Knowledge Management

Successful companies have a systematic method for capturing and retaining the best business processes and practices within the organisation, even when key employees leave. This category recognises IT teams that have successfully created a culture conducive to the sharing of knowledge and a system for fostering and securing their employees’ best ideas.

WINNER: Procter & Gamble Europe SA Singapore Branch PROJECT: Asia 1, Consumer Place Project

6. Security Strategy

The best security strategies do not end when technology is implemented. They include user education and strict enforcement policies to minimise damage caused by threats. This category looks for IT teams with sound security enforcement policies, and the ability to innovate in managing security risks and reducing workloads at the same time.

WINNER: CLP Power Hong Kong Limited PROJECT: CLP Group Cyber Security Program

7. IT Governance

This category looks for IT teams that value the contribution of technology to corporate governance, creating frameworks that track the value of IT and assign decision-making rights to employees. The judges will also look at how these teams use portfolio management to evaluate, prioritise and select projects based on their risks and contribution to the business.

WINNER: Mahindra & Mahindra Financial Services Limited PROJECT: MF-EKA (Enterprise Key Access) Unified Identity Management System N.B.: Recipient Suresh A. Shanmugam, National HeadBITS, was unable to attend the awards ceremony.

2013 IT Excellence Awards

Finalists

On June 20, 2013, the list of organisations (see below) that made it through to the final round of evaluation for the year’s IT Excellence Awards was released to the general public. As in every year, all the nominations were compelling, making choosing one organisation over the others in its category always, always painfully difficult. We believe every finalist here deserves our respect, and we thank them for their participation.

Best Bottom Line IT • dwp (design worldwide partnership) • Housing and Development Board (Singapore) • II-VI Viet Nam Co.,Ltd • N2N Connect Berhad (for Bursa Malaysia) • Procter & Gamble Europe SA Singapore Branch • Sumifru (Philippines) Corporation

Best Business Enabler • CIMB Bank Berhad • DBS • Hong Kong Air Cargo Terminals Limited (HACTL) • Integrated Health Information Systems (Singapore) • Malaysian Administrative Modernisation and Management Planning Unit (MAMPU) • MISC Integrated Logistics Sendirian Berhad (MILS) • National University of Singapore (NUS)— Centre for Instructional Technology • Procter & Gamble Europe SA Singapore Branch • T.C.C. Technology Co., Ltd

Best Change Management • Flowserve • Fraser & Neave Holdings Berhad • Procter & Gamble Europe SA Singapore Branch • Standard Chartered Bank • Syarikat Bekalan Air Selangor Sdn Bhd (SYABAS)

Best Emerging Technology • • • •

American International Assurance Bhd Bank Simpanan Nasional (BSN) CIMB Bank Berhad The Hong Kong and China Gas Co. Ltd. (Towngas) • Infocomm Development Authority of Singapore (IDA)

• Malaysian Administrative Modernisation and Management Planning Unit (MAMPU) • Ministry of Education of Malaysia (in partnership with YTL Power International) • National University of Singapore (NUS)— Centre for Instructional Technology • Procter & Gamble, Asia (Singapore) • Philippine Business Bank • Integrated Health Information Systems (Singapore) • Singapore Management University— Integrated Information Technology Services (IITS) • Standard Chartered Bank Hong Kong • STATS ChipPAC Ltd

Best IT Governance • Bank of Ayudhya • DBS • Mahindra & Mahindra Financial Services Limited • National Library Board (Singapore) • Procter & Gamble International Operations SA (ROHQ)

Best Knowledge Management • Airmate Electric (Shenzhen) Co., Ltd. • Foton Lovol International Heavy Industry Co.,Ltd • Mahindra Vehicle Manufacturer Ltd. • National Skin Centre (Singapore) • Procter & Gamble Europe SA Singapore Branch

Best Security Strategy • CLP Power Hong Kong Limited • DBS • National Institute of Education (Singapore) • Procter & Gamble International Operations SA (ROHQ) • Sabah State Computer Services Department (SSCSD), Malaysia • Standard Chartered Bank

62

CIO Summit 2013 Singapore

The Executive Panel The following members of our independent panel of judges collectively decided on the seven winners of the 2013 IT Excellence Awards. We thank them for their time and labour.

Sandra Ng, Group Vice President, Practice Group, IDC Asia/Pacific Ng has been in the Information and Communications Technology (ICT) advisory and consulting industry for 20 years.

In her current role as the Head of the Practice Group at IDC Asia/Pacific, she leads a team of IDC’s senior analysts with collective expertise across the entire ICT industry.

Claus Mortensen, Director, Emerging Technology Research, IDC Asia/Pacific A Director at IDC Asia/Pacific covering IDC’s Emerging Technology Advisory Services program, Mortensen is based in Hong Kong, where he leads a team of analysts to analyse emerging technologies and trends in the region. As a founding member of IDC’s Emerging Technologies Council, his main focus is to identify “The Next Big Thing” in the ICT space and to explore the impact of Cloud Computing, Web 2.0, and New Media in the Asian marketplace.

Joe Chiu, Vice President of Corporate IT, Changi Airport Group Chiu has more than 20 years of IT experience in various fields, such as development, deployment and management of enterprise portals, e-services, mobile services, kiosk services, point-of-sales services, customer relationship development and business analytics solutions. He is currently one of the Executive Council Members of the IT Management Association of Singapore (ITMA) and a Certified Outsourcing Manager for IT of the Singapore Computer Society (SCS).

Chiu is also one of the core members involved in the conceptualisation, development and implementation of the multiple award-winning OneChangi and SWIFT (Service Workforce and Instant Feedback Transformation) solutions.

Alvin Khoo, Regional IT Director, DSM Nutritional Products AP Khoo graduated from the National University of Singapore with a Masters in Technology (Knowledge Engineering).

He has more than 20 years of experience in the IT industry, having worked in both the public and private sectors.

While working for a global consultancy company in the 1990s, he was in the pioneering batch of consultants implementing SAP R/3 in Singapore. Subsequently, he was leading SAP projects in the defence and healthcare industries.

In the last decade, has been heading a regional team at DSM Nutritional Products AP. In this position, he holds regional and global management responsibilities in applications, infrastructure and business information management.

Michael Lee, Chief Information Officer, Banyan Tree Hotels and Resorts Lee has overall responsibility for all things ICT at Banyan Tree Hotels and Resorts. Before joining the world renowned luxury resort services provider, he was CEO of Raffles Marina Limited, VP of Marketing at CDL Hotels International, Deputy Marketing Director of Shangri La Hotel Singapore and VP at United Overseas Bank. He holds an MBA, is a Chartered Marketer, a Fellow of the Chartered Institute of Marketing, UK, and, is a member of the Chartered Financial Analyst Institute (USA) and the Singapore Society of Chartered Financial Analysts.

Associate Professor Daniel Tan, Director–Centre for Excellence in Learning & Teaching Nanyang Technological University Associate Professor Daniel Tan is the Director of the Centre for Excellence in Learning & Teaching and Associate Professor at the NTU School of Electrical and Electronic Engineering. He is involved in several projects on information warfare, encryption, authentication, intrusion detection systems and usability.

William Ross, Director of Information Technology, Motorola Mobility Ross has worked across the globe in his career to date. Immediately after graduating from Howard University (Washington DC, the US) with a degree in International Finance, 23 years ago, he assumed full time responsibilities at Federal Express, where he simultaneously ran functions in field operations and other parts of the logistics giant’s business.

Not long after that he signed up with Motorola, where he held multiple roles within Finance and running regional and global programmes, some of which required active leadership in IT work, until he eventually took on the mantle of head of IT for Motorola in the region in the last decade.

Teo Chin Seng, Executive Director, SMU iCity Laboratories Teo is Executive Director and in charge of iCity Laboratories, which is researching, developing and designing the blueprint of a modern intelligent city for Asia and other international cities. Teo’s prior positions include Senior VP of GrowHill International. GCIO/CIO China of NIPSEA Management Company, Group CIO of Dubai World, Group CIO of ST Engineering, COO (Parent)/VP Asia Pacific of NISSI Media, and General Manager (Information Systems-CIO)/General Manager (Support Services) of Parkway Group Healthcare.

63

CASE FILES: JOLLIBEE FOODS CORPORATION

A

Larry Matias, CIO of Jollibee Foods Corporation presenting his case for the cloud.

Jolly Good Strategy

One 2013 MIS 100 honouree’s journey to high scalability and lower costs via the cloud.

BY NURDIANAH MD NUR

L

ove it or hate it, the cloud is here to stay. And it might not be long till most organisations have to migrate (some of) their enterprise apps to the cloud.

Jollibee Foods Corporation (JFC), a global Filipino company with over US$2 billion of system-wide sales, owns several restaurants.

Aside from the one branded Jollibee, which opened its first outlet in Singapore early this year, JFC’s other restaurants include Chowking, Greenwich, Red Ribbon, Yonghe King, Hong Zhuang Yuan, Burger King and Highlands Coffee. These eateries can be found in the Philippines, China, Indonesia, Hong Kong, Vietnam, Thailand, Brunei, UAE and USA.

Journey to the cloud

JFC’s move to the cloud might not have happened if it was not for its CIO, Larry C Matias. As Matias saw the benefits that cloud could bring to web-development and e-commerce in his previous company, he introduced cloud computing to JFC when he joined in November 2010.

Caesar Versoza, Information Management head at JFC, was the person responsible for deploying systems to the cloud. Versoza first

tried out several cloud providers to familiarise himself with the cloud. After much trial, JFC chose Amazon Web Services (AWS) to be its cloud provider as it “provided the stability” that others could not, said Versoza.

Currently, JFC has four mission-critical systems on AWS. They are: ● Warehouse management systems (Infor WMS) which manage JFC’s distribution centre, the largest computerised and automated warehouse and distribution centre in the Philippines with 24,761 sqm of covered floor area. It went live in the cloud in 2012. ● Advanced Supply Chain Planning System (Oracle ASCP). The application allows JFC Corporate Supply Chain function to perform simultaneous material and capacity planning across multiple distribution and manufacturing facilities and time horizons in a single planning run. This can all be done while accounting for the latest consensus forecast, sales orders, production status, purchase order and inventory policy recommendations. ● Supplier relationship management (SAP SRM) which is used to evaluate, enable and engage suppliers more effectively. It

provides a user-intuitive shopping cart to capture requests for sourcing and procurement across the organisation, as well as enable a transparent e-bidding. ● Web delivery systems. Running on opensource platforms, this system manages online ordering for JFC. Over 200,000 web orders are processed daily, contributing to the system’s annual growth spurts of 50 to 60 percent. This system was the first system JFC placed in the cloud and went live in mid-2011.

With these systems on AWS, Matias’ internal budget for Information Management has “stayed almost flat” for two years despite the fact that JFC was able to deploy over 6 times as what they normally could in terms of servers. He added AWS allowed the systems to be easily and quickly scaled (up or down) and that the deployment of systems to the cloud took only days.

JFC’s partnership with AWS will not stop here. Matias said the next step is to have JFC’s “ERP to run disaster recovery (DR) on AWS”.

By doing so, JFC’s DR will be based on a payper-use model.

JFC is currently exploring AWS Tokyo region in Japan for DR. Versoza reasoned that the structure of the submarine communications cable there seems the most ideal — it may not be affected if an earthquake were to happen in the region. The DR is expected to go live in February 2014.

Words of advice

For organisations that are unfamiliar with the cloud but are tempted to jump on it (given its benefits), Matias provided the following advice: ● Take advantage of free trials from the provider, ● Try it hands-on with a trial or pilot, ● Start with low-risk platforms, ● Establish standard architectures to accelerate business adoption, and ● Develop proficiency in cloud before investing.

In terms of choosing the right cloud provider, Matias advised organisations to ensure that the cloud system offered: ● offers multiple configuration options; ● allows scalability — virtually unlimited capacity would be best; ● true per hour utility billing system with competitive case rates; ● offers advanced tools for data sync, security, planning, configuration and connectivity; ● and provides good customer service and partnership.

64

The Interview: Glenn Parker, Getty Images

Future’s Motion The

The global brand in still images is evolving into a leading digital media house.

in

Getty Images

is not just about stills these days. It now offers more than 1.8 million videos and that number is going up, as is the number of its customers. Vice President of Asia Pacific at Getty Images, Glenn Parker here tells us more about how prominently video content figures in his company’s growth plans.

What kinds of businesses are most of your customers in?

Glenn Parker Getty Images’ customer base is broadly split into three key areas: the media, creative agency and corporate sectors. We see demand for video from a range of different avenues. For example, we are seeing greater use of our news, sports and entertainment video not only by traditional media houses on their main websites, but also across dedicated news and sports blogs. The burgeoning need for real time content is fuelling this growth. Our commercial video content is popular with production houses and broadcasters for use not only in traditional TV commercials and documentaries, but for social media and other digital uses as well. One of our key focus areas for 2013 is video and with Thailand in particular being a popular production hub (alongside Indonesia and Malaysia), there is much for us to do in the local market in terms of raising the profile of our video offering and positioning ourselves as a premier provider of this content. We are also looking to partner with local broadcasters and production companies to distribute their content via www.gettyimages.com.

What do they typically use the videos for?

Customers such as graphic designers, advertising agencies and publishers, and businesses and corporations of all sizes license our video, music and imagery for a variety of purposes, including online and print advertising, billboards, newspaper

By F.Y. Teng

and magazine articles, brochures and websites, internal communications, television commercials and movies. The growing use of still and moving content on digital platforms means that the demand for richer content becomes paramount. That is where our video content plays an important and significant growth opportunity for us in the region.

What is the ratio of revenue from your videos to that from your stills today?

While images make up the traditional core of our business in Southeast Asia and Hong Kong (and globally), we are seeing strong growth in video, and anticipate that this will continue as the use of mobile devices across Asia continues to proliferate.

How was the ratio, say, nine years ago?

And when did you see the surge in uptake of videos?

Since launching its video offering in 2002, Getty Images has seen customer usage increase by more than 2,000 percent, reflecting what is happening in the media publishing, marketing and advertising industries.

How do you see this ratio developing in the next 1-3 years, and what are your plans for driving your business in that direction?

Getty Images knows video will play a pivotal role in the future of the creative and media industries. We are currently seeing approximately 20 percent growth year on year when it comes to video, and with video uptake set to increase in the coming years, we anticipate this growth to continue. It is expected that by 2016, video will account for 86 per cent of global consumer traffic online (Marketing Week 2013), and with 1.8 million clips totaling over 20,000 hours, we are well placed to meet that demand.

What is key for us is to continue building our video collection

65

With advertisers and media continually seeking innovative ways to engage with audiences...the future of video is something which should be top of mind for brands and publishers— in the way it is captured, curated and distributed.

—Glenn Parker, VP, Asia Pacific, Getty Images.

to ensure our content is fresh, local and relevant, and one step ahead of our customers’ needs. To this end, our photographers have been trained in video, and we have a number of partnerships with high profile video content providers like Red Bull Media.

We also engage the latest technologies like video hyperlapse and octocopters to achieve unique, never before seen angles.

Another source of video content is via our partnership with Vimeo. It is an invitation-only program that allows some of Vimeo’s talented creators to make their original work available for commercial use through the Getty Images global distribution platform. All Vimeo members are welcome and encouraged to contact Getty Images to find out more about the program and submit their work for consideration.

Who would you name as your main competition today— for both your video and still images businesses?

In the world of stock video we do not see any of our competitors offering the same level of content across both the editorial and commercial/creative areas. It is this breadth of content that sets Getty Images apart, along with our commitment and service. We have teams of dedicated sales people located across the region, and do not rely solely an online platform.

Beyond this, we have dedicated curators around the world tasked with maintaining consistency in the quality of our content, and creative planners who identify trends and develop our collections accordingly to ensure they meet the changing needs of our customers. It is this level of quality and service that gives us as a defining difference.

Please elaborate on your plans moving forward.

Since 2011, Getty Images has more than doubled its office network and staff within Asia Pacific. We currently have offices in Singapore, Hong Kong, Kuala Lumpur, Bangkok, Mumbai, New Delhi, Tokyo, Sydney, Auckland and, soon,

Taipei. This shows our commitment to a region that is clearly an exciting place to be as it becomes a growth engine of the world into the future.

An important part of our growth will be Connect by Getty Images, an innovative content distribution service that allows customers and business partners to integrate Getty Images’ core functionality, robust content–both imagery and video–and metadata directly within their publishing tools, products and services through use of the company’s API. Utilising Connect, businesses can enhance and expand their offerings to further serve their customers’ needs, more efficiently manage workflows and costs, and generate revenue through constantly refreshed content. It is an exciting product, opening up new ways of delivering content and doing business.

While video is a big focus, this will not see us lose momentum on the image side of our business—both the creative and editorial image business is continuing to grow. The rise of digital and the huge uptake of social media within Asia impacts demand for visual content, both still and moving, and we upload 40,000 new images daily and over 4,000 new video clips each month. With over 1.8 million downloadable videos across gettyimages.com and iStockphoto, we offer quality video to fit every budget and represent the largest collection of model/property-released video in the world. We have video from as long ago as the 1890’s to present, offering archival, contemporary editorial and creative footage across a diverse range of subjects such as news, personalities, wildlife, locations, culture, politics, landscapes and lifestyles.

What is clear is that, with advertisers and media continually seeking innovative ways to engage with consumers and audiences and video consumption growing at such a rapid pace, the future of video is something which should be top of mind for brands and publishers—in the way it’s captured, curated and distributed.