greater kl/kv governance
Makers & Drivers of Business & Commerce
KDN No. PP11067/12/2012 (031173)
MDBC LIFTS YOU UP!!
hydropower ISSUE: 3RD edition 2014
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CONTENTS MEMBERS
COMMUNITY
MDBC EVENTS / 11
STUDENT INTERNSHIP PROGRAM / 23
AGM Luther Workshop Innovation ASEAN Outlook / ISN
MEMBERs news / 17
embassy news /25 MY in NL / 29
SOCIAL / 36 NEW MEMBERS / 39
DIALOGUE SHARED MOBILITY / 31
BIG STORY Inside look / 20 green board / Dutch Innovation / 35
/27
GOOD GOVERNANCE / 33
/31 /35
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THE BOARD AND GROWTH OF THE MDBC In the previous edition of MDBConnects, new Chairman Zainul Rahim introduced himself and provided his first impressions on the MDBC. Since MDBC’s foundation in 1996, we have enjoyed the leadership of just two previous Chairmen, the late Dato’ Abdullah Ali and the late Dato’ Jaffar Indot. Zainul brings with him substantial experience in the oil & gas and financial / banking industries, and has had many years in the Dutch - Malaysian corporate context / world (inclusive of 2 working stints in the Netherlands during his career with Shell). We now look forward to working together with our new Chairman. While of course there are frequent mutations in the Board of Directors, especially due to the inclusion of professional expatriates who are transferred to a new destination after a few years, the consistency in the Chairmanship and numerous other Directors of the Board inclusive of Vice Chairman Remco Koster, has provided sufficient stability and reliability in the management of the MDBC, while the input of new Directors keeps the Board ‘fresh’ and focused.
The MDBC membership has grown substantially during the past 10 years, and so has MDBC’s profile through increased activities, projects and exposure. There are greater responsibilities and obligations. Corporate governance, CSR, sustainability and HR matters have come more to the forefront. The office team has also grown, now consisting of the Executive Director, Communications Manager, Student Internship Manager, Office & Admin and several student interns; due to the many events, publications and the internship program, the focus of the office team is very much operational.
regional / global). All Directors of the Board are volunteers, professionals with a busy personal, working and social life; many take on regional roles as well and are frequent travellers. While already working within several BoardCommittees which are working groups that are set up to support MDBC’s activities and areas that require special attention, the Board has also initiated sessions to strategize the future of the MDBC, with the intention of laying the fundamentals for a successful 2014 - 2018 by aligning the Board’s and operational team’s prioritised activities. Marco Winter, Executive Director
As a growing organisation, over the years we have seen a stronger involvement of the Board and as such it is of great importance to have the right mix of Directors on the Board. The Board has to represent the membership, taking numerous factors into consideration, such as size, industry sector and origin of the companies represented, nationality, gender and of course personal interests, experiences, networks and exposure (local /
MDBC BOARD OF DIRECTORS Mr. Zainul Rahim Mohd Zain, Chairman Hibiscus Petroleum Berhad
Ms. Barbara Voskamp VoskampLawyers
Mr. Remco Koster, Vice Chairman Woodwing Asia Pacific Sdn Bhd
Mr. Rahul Colaco Dutch Lady Milk Industries Bhd
Mr. Michael Brouwer, Treasurer Silverstreet Malaysia Sdn Bhd
Mr. Jacques Hartman CEVA Logistics (Malaysia) Sdn Bhd
Ms. Maayke Mannaert Netherlands Embassy
Honorary Member of the Board:
Datuk Merlyn Kasimir Former CEO of Matrade
H.E. Mr. Harry Molenaar Netherlands Ambassador
Mr. Jack Ang Markant (M) Sdn Bhd
MDBC Executive Director: Mr. Marco Winter
Datin Sandra van Hellemond QPA Sdn Bhd
MDBC Patrons: Y.B. Dato’ Sri Mustapa Mohamed Minister of International Trade & Industry Y.Bhg Tan Sri Rafidah Aziz Patron, Malaysia-Europe Forum
Malaysian Dutch Business Council Unit 808, 8th Floor Wisma Lim Foo Yong 86 Jalan Raja Chulan 50200 Kuala Lumpur Tel : 603 - 2722 8335 Fax : 603 - 2141 8335 Email : info@mdbc.com.my Website : www.mdbc.com.my
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The Art of Packaging Cleaning, developing, producing, and distributing packaging for high quality and fragile industrial products
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CALENDAR
October Fri 3 / 9.00am
Mon 13 & tue 14
The EU - ASEAN Forum on Food Safety Renaissance Kuala Lumpur Hotel
Asia Carrousel - “Malaysia Your Hub into Asia” VNO-NCW The Hague, The Netherlands
THUR 16 - SUN 19
THUR 9 / 12.00nn
Fri 24 / 3.00pm
4 Chamber VIP Luncheon with YB Senator Dato’ Sri Abdul Wahid Omar on The Economic Outlook of Malaysia Renaissance Kuala Lumpur Hotel
November tbc
MDBC’s Annual Human Resources Forum
IGEM 2014 Kuala Lumpur Convention Centre KPMG’s Budget 2015 Briefing KPMG
wed 29 / 10.00am
Rabobank’s Financial Markets Outlook 2015
NOTICE:
MDBC members will receive personal invitations for these functions by email once all details are confirmed. All events/dates to be reconfirmed.
Greater KL / KV initiatives
AGM for FY 2013 & Talk by investKL
InvestKL does both as they are tasked with helping to transform Malaysia into becoming a high income economy, which is inclusive and sustainable in order to give quality of life to all Malaysians. There are 4 categories of initiatives under the NKEA Greater KL/KV. 1. Greater KL/KV Magnet: To attract MNCs and talents to Greater KL as the backbone of economic activity by generating significant GNI, creating jobs and building a local eco-system. 2. Greater KL/KV Connect: To increase connectivity within and between cities projected to allow and increase significant economic benefits to Malaysia. 3. Greater KL/KV New Places: To revitalize and create places in the city to increase the level of community interest and pride reflected in the development of a new magnetic location in Greater KL. 4. Greater KL/KV Enhanced Services: To ensure the effective use of resources such as land, water and energy by creating a walkable city.
MDBC recently held its Annual General Meeting (AGM) for the financial year ending 31 December 2013 at the Parkroyal Kuala Lumpur. Immediately before the AGM, attendees received a talk on Greater Kuala Lumpur / Klang Valley (KL/KV) by Zainal Amanshah, CEO of InvestKL, who also participated in a panel discussion with corporate representatives.
has made in creating a better Greater KL for businesses was Jacques Hartman (Managing Director, CEVA Logistics). After an interactive and informative panel discussion which resulted in a number of suggestions and concerns which were brought to the attention of InvestKL, the formalities of the AGM were carried out. Refreshments and networking followed. For more details on these initiatives and a copy of the presentation by InvestKL, please check: http://www.mdbc.com. my/wp-content/uploads/2014/07/MainPresso-MDBC-27-June-2014.pdf
Participating in the panel discussion with Zainal were MDBC Member Julien Wilkinson (International Move Manager, Intermovers Malaysia) and MDBC Vice - Chairman Remco Koster (Managing Director, Woodwing). Also sharing his thoughts on the progress that InvestKL
Top left: Zainal Amanshah Top right: (l to r): Remco Koster, Julien Wilkinson and Zainal Amanshah during the panel discussion Middle: Attendees at the talk and AGM Bottom (l to r): The MDBC Board of Directors - Jacques Hartman, Rahul Colaco, Datuk Merlyn Kasimir, Remco Koster, Zainul Rahim, Michael Brouwer and Marco Winter.
Zainal began his presentation by clarifying the responsibilities of InvestKL. He also explained the relationship between the government’s Economic Transformation Program (ETP), which focuses on growing the economy, increasing revenue and jobs / incomes, and the Government Transformation Program (GTP), which spends and distributes revenue based on the public’s needs.
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INNOVATION GOVERNANCE WITH PROFESSOR JEAN PHILIPPE DESCHAMPS mechanisms; * Leading innovation, i.e. promoting, steering and sustaining innovation. Professor Deschamps has written numerous articles and books, where one of the books he co-authored “Product Juggernauts” has been listed on the bestselling list of the Harvard Business School Press.
In conjunction with the Innovating Malaysia Conference 2014 organised by Agensi Inovasi Malaysia (AIM), MDBC member-company Alpha Catalyst Consulting and MDBC had the pleasure of bringing our members the Conference’s Keynote speaker for a special tea talk. Prof. Jean-Philippe Deschamps gave a talk on “Innovation Governance in Practice - How Top Management Promotes, Steers and Sustains Innovation”. He is a professor of Technology and Innovation Management at IMD (a top ranked business school located in Switzerland). Prof. Deschamps focuses his research, teaching and consulting activities on the management of innovative new products with an emphasis on: * Managing products and technologies strategically; * Linking technology and product strategies; * Managing innovation and product development as a process; * Building an innovation culture and setting up innovation management Prof Deschamps flanked by Dr Suraya Sulaiman, Executive Director of Alpha Catalyst Consulting, and Marco Winter
According to Prof. Deschamps, innovation is overtaken as a top CEO challenge only by the development of human capital and customer relationships. He urges us to note that “human capital” and “innovation” are closely connected issues. The top five strategies CEOs propose to meet their innovation challenge support this connection, since three of them deal with people and culture: 1. Create a culture of innovation by promoting and rewarding entrepreneurship and risk taking 2. Apply new technologies (product, process, information, etc.) 3. Find, engage, and incentivize key talent for innovation 4. Engage in strategic alliances with customers, suppliers, and / or other business partners 5. Develop innovation skills for all employees. This list highlights that CEOs and their top management teams are starting to consider innovation from a much broader perspective than just traditional technology and new product development. They are looking for “total innovation,” i.e. pursuing and combining all types of innovation, and doing so in all its aspects, both “hard” (process) and “soft” (culture). This requires building an organizational leadership competence that is referred to as innovation governance. For this to happen, companies need a holistic system to set and align goals, define policies and values, prioritize processes, allocate resources, and assign roles, responsibilities and decision making authority for innovation.
According to Prof. Deschamps, there are nine broad objectives or benefits to be met by an effective innovation governance system: 1. To build a holistic “big picture view” of the company’s innovation process. 2. To sharpen the company’s ability to build market foresight. 3. To ensure leaders display openness, curiosity and humility in all circumstances. 4. To reduce the risk of flawed or late innovation choices. 5. To better assess the future impact of disruptive technologies. 6. To link innovation and business strategies explicitly. 7. To focus all fnctions on the challnege of innovation commercialization. 8. To choose an appropriate innovation governance model. 9. To build a path for new generations of innovation leaders. “An effective innovation governance system establishes responsibilities and a process for detecting and reacting appropriately to meaningful weak signals in the environment,” shared Prof. Deschamps. He added that it, “induces management and board leaders to scrutinize and challenge the future validity of past strategies and success formulae”. An effective example of this is the case of Nokia and Research in Motion (RIM) / Blackberry in the smartphone market in comparison to Samsung, where the misfortunes of the first two companies are undoubtedly linked to their inability to adapt their strategies fast enough to the new technology and application paradigms introduced by Apple and aggressively followed by Samsung. It also reflects the disconnection of their board of directors from their management’s innovation choices. All important reminders of exactly why Innovation Governance has a vital role to play in all businesses.
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learning about the gst In Malaysia’s Budget 2014 speech, the implementation of Goods and Service Tax (GST) was the hottest topic. To be introduced on 1 April 2015, it will replace Malaysia’s Sales tax (10%) and Service tax (6%). Under GST, most of the goods and services (except basic necessities) will be charged a tax rate of 6% at every stage of the supply chain. On 15 August, MDBC was a supporting organisation of a workshop which covered
the legal perspective on the impact of the Goods & Services Tax (GST) on business operations. The Luther’s Workshop provided members with more and timely information on the GST which will impact all business operations. On 18 August, MDBC Penang and northern region members were also provided with an opportunity to learn more about the GST. This time, in conjunction with MDBC member Universiti Sains Malaysia’s CEO Talk Series, entitled “GST, Are you really ready?”.
Attendees listening to Bhupinder Singh at the Luther Workshop on the GST.
ASEAN BUSINESS OUTLOOK SURVEY AND INTERNATIONAL SUPERNETWORKING As part of our annual International Supernetworking Evening (ISN) with AMCHAM and other Business Councils and Chambers, MDBC members were invited to a panel discussion on the ASEAN Business Outlook Survey 2013 / 2014 which comprised of representatives from the local government and AMCHAM member companies. Each year AmChams in the region
collaborate with the U.S. Chamber of Commerce to survey senior members from U.S. companies to gather insights about business conditions and sentiment in Asia – Pacific. The findings of the ASEAN Business Outlook Survey are presented in intimate discussions with government representatives from all 10 ASEAN countries. For more pictures from the ISN, please check out pages 36 & 37.
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3rd Edition 2014
MDBC has the most original members!
KUALA LUMPUR, MALAYSIA
ONE RINGGIT
Members News
The Netherlands is ranked among the most creditworthy countries; its interest rate is one of the lowest in the EU
CROWN FINE ART SUCCESSFULLY MOVES VERMEER MASTERPIECE On June 19, 2014, Crown Fine Art, the world’s first integrated, international fine art logistics supplier, handled the transportation and installation of Johannes Vermeer’s masterpiece, Girl with a Pearl Earring. The painting, which uses a pearl earring as a focal point, has been a part of a collection in the Mauritshuis gallery since 1902. The gallery, which is based in The Hague, has spent the last two years renovating its magnificent, seventeenth century, building - including connecting an adjacent building and doubling its exhibition space.
E WHAT? E BIKES! What started as ‘just’ a CSR initiative of Knijnenburg Research & Consultancy and ARS T&TT to promote cycling in Malaysia, is now about to set an interesting trend in Klang Valley: E-biking. Trudy Knijnenburg (Knijnenburg Research and Consultancy) and Louwke van der Steen (ARS T&TT) combined their passion for cycling with their responsibility to contribute to the community. They got involved in a variety of cycling promotion
works of art in The Netherlands, Vermeer’s Girl with a Pearl Earring, traveled across the world, accompanied by a number of other important artworks. Over the last two years, Crown Fine Art has taken care of packing, crating and shipping the traveling exhibition. Crown’s team of experts has now collected all the works of art and brought them back to their newly-renovated home, solving some very difficult problems along the way.
During this time, the heart of the collection and one of the most iconic
On June 19, the Mauritshuis hung Girl with a Pearl Earring back on its wall, assisted by Crown Fine Art’s specialist care and expertise. The museum has now reopened to the public.
activities from cycling holidays to road improvements, and most recently bringing e-bikes to Malaysia. Electrical bikes are the ideal way to move around in KL, says Trudy, it gives you just that extra support to make the inclines feel disappearing, while enjoying the riding breeze with little effort. Arriving at the office on-time, fresh with a daily exercise and no sweaty clothes is now possible. And for the typical trips for small shopping you will now keep your car at the porch; e-biking is much faster and healthier, and of course more fun. Lesser cars, more bicycles
on the road for cleaner and healthier mobility. Electrified 3, the trendy e-bikes from the Dutch VANMOOF are now available in Malaysia, just contact Trudy or Louwke.
LBB INTERNATIONAL’S MARCO TIEMAN RECEIVES TWO EMERALD AWARDS Recently, LBB International’s Marco Tieman received two academic awards from Emerald (one of the largest academic publishers based in the UK) at his university in Kuala Lumpur. First, “2014 Highly Commended Paper Award” for the paper ‘Principles in Halal Purchasing’, which was published in 2013 in the Journal of Islamic Marketing
(Emerald). This article was the first written on issues in (corporate) halal purchasing, which provided guidelines on procurement strategy, tactics and the purchasing process for halal certified producers. Second for “2014 Outstanding Reviewer Award” for his contribution as a reviewer for the Journal of Islamic
Marketing (Emerald). Emerald (UK) was represented by Amex Tan, Business Manager: Academic East Asia of Emerald Group Publishing. MDBCONNECTS · 3RD ISSUE 2014
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KUALA LUMPUR, MALAYSIA
Members News
3rd Edition 2014
DUTCH LADY WINS THE EDGE BRC “COMPANY OF THE YEAR” AWARD
Dutch Lady Malaysia Managing Director Rahul Colaco (front, second from left) receives the trophy from Malaysian Deputy Prime Minister Tan Sri Muhyiddin Yassin. Photo: www.TheEdgeMalaysia.com
Dutch Lady Malaysia went home triumphant at The Edge Billion Ringgit Club (BRC) Awards night on 11 August, when the company won the Company of the Year 2014 Award and the Best Performing Stock Award. This Company of the Year award recognises the best company in terms of profitability and returns to shareholders over the last three years. Also, corporate social responsibility (CSR) activities and other qualitative elements are assessed by an independent panel of judges and added to the positive result of winning the award.
“I think it’s a fantastic tribute to the work done at our company. We celebrated our 50th anniversary last year. So, this is a fitting finale to the celebration we’ve had. It’s a great compliment to all our employees, past and present, not just over the last few years, but also over the last five decades,” said Dutch Lady Malaysia managing director Rahul Colaco. Additionally, Dutch Lady Malaysia was awarded the ‘Best Performing Stock’ award in the category of ‘Consumer Products Sector’. This is the third consecutive year that Dutch Lady
Malaysia has won this award. The Edge Billion Ringgit Club recognises companies with a market capitalization of RM1 Billion (Ringgit Malaysia or Malaysian dollar) and above for their outstanding performance on finance in combination with their CSR activities. These activities are about adding value to communities, for example through Dutch Lady’s flagship dairy development programme, Inspire Tomorrow Campaign and spreading the goodness of milk to communities.
PARKROYAL KUALA LUMPUR HOSTS WORLD BALLET SUPERSTARS GALA PARKROYAL Kuala Lumpur hosted key performing clients to luncheon and a world-class classical ballet repertoire recently. The hotel, in collaboration with Tourism Malaysia and Visit Malaysia 2014, was the official accommodation for the ‘World Ballet Superstars Gala 2014’. After a superb lunch by the hotel chefs, it was off to Istana Budaya, national state-of-the-art theatre for an afternoon of classical and contemporary ballet performed by talented artistes from 18
MDBCONNECTS · 3RD ISSUE 2014
prominent ballet companies of San Francisco Ballet and Hamburg Ballet. Well-known pieces included excerpts from the amusing ‘Don Quixote’, the vibrant ‘Tarantella’ and the ‘Black Swan’. A touch of local connection was presented through the opening item, ‘Le Jardin Anime’, with 33 Malaysians performing a sixminute classical work. The guests enjoyed an afternoon of good food and cultural appreciation.
Members News
KUALA LUMPUR, MALAYSIA
VOSKAMPLAWYERS OPENS NEW SYDNEY OFFICE VoskampLawyers officially launched its Australia office in Sydney on August 26, 2014. VoskampLawyers is a boutique law firm with offices in Singapore, Kuala Lumpur and Amsterdam. Its lawyers and tax lawyers are qualified in various jurisdictions and specialize in providing international tax and legal advice on cross border investments. Since its
incorporation in 2009, VoskampLawyers has advised a range of mainly European and US clients on the structuring of their investments into South East Asia. The Sydney office has been established to advise Australian clients on their investments into South East Asia. Concurrently, the Sydney office also
WOODWING ESTABLISHES DIGITAL PUBLISHING PRODUCTION SERVICES WoodWing Software has launched a new business unit called WoodWing Digital Services. With the move, WoodWing aims to support publishers and brands across the globe with comprehensive consulting and offshore production in the field of digital publishing. Services offered pivot around the efficient implementation of strategies to tap the revenue and savings potential offered via a combined approach in print, online, table and mobile publishing. The team will work closely with WoodWing’s Authorised Solution Partners worldwide, enabling them to complete projects faster and to scale their business.
Magazine and newspaper publishers as well as brands and agencies of any size often realize that the implementation of digital publishing processes initially requires special expertise and is timeconsuming. The steps necessary include the conversion of print publications into interactive digital editions, the creation of the required templates for the various tablet and mobile devices including iOS, Android and the Kindle Fire, as well as the actual production of digital editions. In many cases, the establishment of internal resources is not an option, so offshoring seems the way to go. “These are precisely the challenges where WoodWing Digital Services comes into
3rd Edition 2014
advises non- Australian clients with the structuring of their investments into Australia whereby VoskampLawyers works closely together with its strategic partners in Australia. The Sydney office will be led by tax partner Yvette Gorter. Yvette has gained extensive experience in cross border transactions while working at one of the big four accounting firms, and was based at VoskampLawyers’ office in Singapore for almost 3 years before heading up the Sydney office.
play,” said John Fong, Managing Director of WoodWing Digital Services. “Offering contingency to our customers, our experienced consulting and outsourcing teams unburden them from all tasks involved in the ‘tabletization’ of their publications, enabling them to quickly implement digital publishing processes and brand consistency across channels.” Fong joined WoodWing Digital Services from WoodWing´s partner Serious Technology, where he served as CEO for eight years. Serious Technology is a leading technology provider for the media and publishing industry in Southeast Asia and the winner of WoodWing´s Most Advanced Implementation Award 2014. Fong has extensive knowledge in newsroom editorial workflows, multi-channel publishing solutions and template design for both print and digital publications.
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11/03/2014 15:53 MDBCONNECTS · 3RD ISSUE 2014
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AN INSIDE LOOK
AN INSIDE LOOK: LISMAN FORKLIFTS
Robert Hermans
Lisman Forklifts is a specialised international wholesaler of used forklifts, warehouse equipment and lifting platforms; or, more generally speaking, Material Handling Equipment. This family company has a tradition of nearly 50 years and at this time, the third generation is co-running the company. In The Netherlands they now operate from three warehouses at one central location. Lisman Forklifts Asia is the Lisman Forklifts wholesaler in Malaysia and serves their Asian customers. Working from a big warehouse (5,000 m2) with a small, modern office located in Telok Gong near Port Klang, Lisman Forklifts Asia supplies a wide range of used machinese from stock to dealers in Malaysia and the surrounding countries. Lisman takes care to source the right machines fit for a second life and makes them available for dealers to buy. Lisman customers in Asia will find their usual range of used material handling equipment, with the standard quality of all Lisman machines. MDBC had the opportunity to ask Robert Hermans (Managing Director, Lisman Forklifts Asia) a few questions about the company and their decision to set up in Malaysia.
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Born in The Netherlands shortly after Christmas in 1968, Robert Hermans graduated from Delft University of Technology with a major in Industrial Marketing twenty years ago and has since held several commercial positions in industrial companies, starting as a sales engineer in the automotive industry and progressing to sales management in the commercial vehicle industry. He has worked for big companies such as Siemens and the Japanese DENSO, as well as small and medium sized enterprises. His heart leans more towards the entrepreneurial and pioneering spirit of the small and medium sized family owned companies, so when opportunity knocked, he took up the challenge of managing Lisman Forklifts’ first overseas affiliated company. Now based here in KL, Robert’s wife Maayke Mannaert works as the Head of Trade for the Netherlands Embassy in KL and daughter Zoe attends the Garden International School. MDBC: Can you tell us a little more about Lisman Forklifts and its affiliated companies? RH: In the specific field of wholesale used forklifts, Lisman is a leader, even on the global scale. Lisman is brand independent, offering a whole range of types, models and brands of equipment and is
“We were looking for a good place to set up our local hub. The main factors we were considering were a central location with good connectivity, a solid business infrastructure, and stable government / financial sector. Add in the availability of well educated staff with English language proficiency as well as other foreign language abilities and you can easily imagine why Lisman chose Malaysia.” gradually building up a brand image of its own in the field of used lift equipment.
AN INSIDE LOOK
LISMAN FORKLIFTS ASIA
Lisman Asia, together with its big sister company Lisman Vorkheftrucks in The Netherlands, is part of the Dutch Lisman Forklifts Group NV. From Malaysia and The Netherlands, Lisman services customers in over 80 countries globally. MDBC: Can you expand on how Lisman does business as what your company offers is unique in your industry? RH: Transparency is key in our proposition. We do clean and test our trucks; we repair them to a functional level when necessary but we do not touch up or paint them. Our customers are professional dealers and they should have a clear picture on the condition of each individual machines as it is. These dealers then typically slightly refurbish these machines (make them end user ready: new coat of paint, service the engine and hydraulics), and sell on or rent out to local end users for their internal transportation needs. A lot of the matching between available stock and potential customers is done through the website (www.lismanforklifts. com), with at least 2,000 sales ready machinese on display. Different from selling new equipment, where customers more or less order their truck after their desired specifications, the trade of used machines is strongly determined by what is actually available. At Lisman, we sometimes jokingly draw a comparison with dating websites, when it comes to finding the right truck for each customer. MDBC: So why Malaysia? What made Lisman choose this as the hub for South East Asia? RH: In 2011, when Lisman chose to expand and set up a subsidiary in South East Asia, we were looking for a good place to set up our local hub. The main factors we were considering were a central location with good connectivity, a solid business infrastructure, and stable government / financial sector. Add in the availability of well educated staff with English language proficiency as well as other foreign language abilities and you can easily imagine why Lisman chose Malaysia. Besides Kuala Lumpur, only Singapore could compete as a location within South East Asia. Considering the cost of square meters in Singapore, and the space involved in warehousing our stock of machinery, Lisman found the location it wished for at Telok Gong, near Klang.
Lisman offers a wide range of used material handling equipment available from stock
Through Klang’s West Port, the (heavy) machines sourced from Europe or other continents can easily be brought in and exported again to other Asian countries. Customers can also reach us from KLIA with a 45 minute taxi drive. Most of the dealers who visit us are small family owned enterprises, our customers do fly over and visit us from Indonesia, Thailand, Vietnam or India. With what is typically a one night stay, it leaves plenty of time to go over our available stock and actually test the machines themselves before ordering. Some dealers even bring their end customer along when picking the right machine! MDBC: Can you elaborate on the industry differences between Europe and Asia? RH: A big difference in the trade with Europe are the brand preferences; here in Asia it is strongly dominated by Toyota and other Japanese brands with German Linde also coming up strong. Additionally, the simple fact of whether spare parts are
available (or not) can make or break sales of a particular brand name in one South East Asian country or the other. Another difference with Europe is the low cost of air travel connections in South East Asia, which makes business with countries from India to the Philippines and everything in between even more personal. Meeting your overseas customer does not take much more than a day and a hundred Euros. MDBC: What are the next steps for Lisman Asia? RH: We are working on simply growing our customer base by adding potential customers one by one, and expanding sales further out of our home market of Malaysia step by step. We recently visited Cambodia and are now looking at business possibilities in Myanmar for example. Compared to our big sister company Lisman in The Netherlands, Lisman Asia simply needs to grow in volume. The business volume is an important factor in our offering of good quality used machines against competitive prices. The team includes Malaysians from different backgrounds
With the Silverstreet team in Malaysia
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Drinkers of the world, unite. Everywhere you go, you find the familiar sight of people savouring their Heineken, clanking the green bottles in merriment. Found in over 170 nations, Heineken is the world’s No. 1 international premium beer. So come, the rest of the world awaits you.
STUDENT INTERNSHIP PROGRAM THE SIP INTERVIEW: Ilmar Brouwer @ MaxGrip Ilmar Bouwer, a 4th year International Technology Management student at the School of Engineering at the Hanze University of Applied Sciences in Groningen, wanted to spend more time abroad. He spent the first half of 2013 participating in an exchange program at the Hong Kong Polytechnic University and enjoyed his experience so much that he decided to extend his time in Asia. Not long after his arrival in Hong Kong, he started looking for internship possibilities in the region. Wanting to learn more about different cultures, work ethics and doing business abroad, he eventually found out about and contacted MDBC regarding an internship in Malaysia. Shortly after, he was linked to MDBC member MaxGrip Malaysia. MaxGrip opened its doors in Kuala Lumpur at the end of February last year. Focusing mainly on the Oil and Gas market in the country, MaxGrip is a maintenance consultancy firm in all facets of maintenance and reliability engineering work processes. Their core competency consists of providing integrated solutions for Asset Performance Management and creating logical links between tools, methods and people. The 2014-1 intake came together at the GAB Tavern last June for the traditional end-of-internship GAB brewery tour and gathering. In August and September, we welcomed
Ilmar Brouwer (l) and Peter Postma at MaxGrip Malaysia
MaxGrip’s solutions offer clients services and software to improve efficiency and effectiveness and allow them to realize the added-value of maintenance. Their clients manage capital-intensive assets such as chemical plants, refineries, drilling platforms, tank terminals, bridges, shipping locks, dredgers and hospitals. MaxGrip has a global reach and a global partner network. With the company expected to grow fast in the coming years, MaxGrip takes into account two important perspectives, both of which were reasons to hire Ilmar, according to Operations Director Peter Postma. First, that they must maintain effectiveness and efficiency in relation to globalization and a fast growing many new students to Malaysia for the 2014-2 intake. This intake will consist of approximately 50 students, once again bringing the total for the year to 100 Dutch students for whom MDBC coordinated an internship in Malaysia.
organization. To accomplish this, the process needs to be described and the international organization needs to be well – structured. Hence, it is important for the company to attain the ISO 9001:2008 certificate. This certificate will benefit MaxGrip by allowing them to attain a better market position. Secondly, the company needs to accomplish better alignment with headquarters, through decentralization of its processes and better communication. By the end of his internship, Ilmar will be responsible for delivering comprehensive process flows and procedures that will allow MaxGrip Malaysia to opt for ISO 9001:2008 certification following an indepth internal research and analysis. For each larger group, MDBC organises the cultural briefing in the Textile Museum in Kuala Lumpur, providing the right venue for such occasion.
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NETHERLANDS EMBASSY NEWS
welcome to the new head of trade department - maayke mannaert
The Embassy of the Kingdom of the Netherlands recently welcomed a new Head of Trade Department, Maayke Mannaert, who takes over from Anne de Graaf. Maayke shared with us some of her thoughts and experiences on her recent move to Malaysia. “When we moved to Malaysia last year, it was all about new opportunities: a new career for my husband and international
(school) experience for our daughter. To me it meant giving up my job, letting go and being open to new possibilities in a different culture and maybe even in a different direction. Coming from a family with a long history of trades- and businessmen (and –women), I purposely chose to study Business Economics in Rotterdam. I worked for several companies and as an independent marketresearcher and quality auditor. Over the years I also educated many students on marketing and business. Becoming the new Head of Trade at the Netherlands Embassy fits this experience. It is a challenging and interesting opportunity that allows me to express my interest in business while representing my homecountry the Netherlands and being an advocate for my lovely host-country, Malaysia. When we moved to KL, I realized that in the Netherlands we actually don’t know much about Malaysia. Our focus seems to be on Indonesia and Singapore, even though many companies have set up regional offices over here and the Dutch community in Malaysia is vast and flourishing. Economic ties between the
Visit of the Counsellor for Agriculture, Nature and Food Quality of The Netherlands The new Counsellor for Agriculture, Nature and Food Quality of The Netherlands, Dr. Lucie Wassink had her first official working visit to Kuala Lumpur from 15th -18th September 2014.
to Malaysia H.E. Harry Molenaar, and had discussions with her Agriculture team in Kuala Lumpur which comprises of Tham Sing Kow, the Senior Commodities Advisor and Hoh Li Huan, the Senior Agriculture Officer.
Dr. Wassink is accredited to Indonesia, Malaysia and Singapore and her office is based in the Embassy of the Kingdom of the Netherlands in Jakarta, Indonesia.
Dr. Wassink also had various other meetings in Kuala Lumpur and Putrajaya. At the Ministry of Plantation Industries and Commodities she had a meeting with the Undersecretary of Timber, Tobacco and Kenaf Division Mad Zaidi Mohd Karli; while in Ministry of Agriculture & Agro-based Industry she had a meeting
During her first two days of working visit in Kuala Lumpur, Dr. Wassink paid a courtesy call to the Dutch Ambassador
Netherlands and Malaysia are significant: of all the EU countries, the Netherlands is actually the biggest investor in Malaysia. Malaysia is usually not the first option to be explored when Dutch companies want to set up an office in Asia, but it becomes the most obvious one. Level of development, (relatively) low costs, good infrastructure, financial benefits, the English language and a stable government are all factors contributing to the popularity of Malaysia for Dutch businesses. In return, Dutch companies bring their know-how and innovations in fields like agro, ICT, technology and water to Malaysia. It’s a win-win situation. The trade department of the Netherlands Embassy is involved in many ways to develop business relations between Malaysia and the Netherlands. We provide business scans for individual companies, assist business missions, identify business opportunities and gather and share knowledge about the economy, to name a few. As a small team, we would not be able to our job without a vast network of both Dutch and Malaysians. MDBC is one of the networks we are actively involved in. I am looking forward to meeting all of you at MDBC events so we can share our experiences and ideas to create even better economic ties between our countries.” with the Secretary General YBhg. Dato’Mohd Arif bin Ab. Rahman. She also visited the Malaysian Timber Certification Council (MTCC) and the European Forest Institute’s Asia Regional Office. We are looking forward to Dr. Wassink’s next visit to Malaysia! Gift exchange after the meeting. Left: Secretary General of Ministry of Agriculture and Agro-based Industries, YBhg. Dato’ Mohd Arif bin Ab. Rahman, Deputy Head of Mission of NL Embassy Mr. Ton Mandemaker, Dr. Mrs. Lucie Wassink
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EU / EUMCCI EUMCCI’s SEBSEAM-M Project The EU-Malaysia Chamber of Commerce & Industry (EUMCCI) was last year awarded its fourth project co-funded by the European Commission as the Lead Applicant. The project is aimed at promoting Malaysia as a direct trade market and as an easy, cost-effective gateway to the ASEAN market of 600 million consumers. At the same time, Malaysian SMEs wanting to establish themselves regionally benefit from partnership with reputed and innovative EU companies which can offer high standard quality and services. The project is planned over a broad timeframe of 60 months and initially focuses on these four key sectors: 1. Transport & Infrastructure 2. Energy, Utilities & Environmental Services 3. Agribusiness 4. Professional Services The project also entails business services, capacity building, trade missions and informative web portals with IPR and Standards Helpdesks. The project builds on results of a previous EU co-funded project “Enhancing the Business Dialogue and Cooperation in the Services Sector”, which strengthened
EUMCCI’s position as the main EU advocacy Chamber and contributed greatly to better relations with Government Agencies and officials in Malaysia. One of the upcoming events under SEBSEAM-M is the EU - ASEAN Forum on Food Safety, which serves as a platform for debate between EU and ASEAN food safety experts as well as associations and businesses, to introduce innovations, technologies and experiences to support harmonization of food safety standards.
operational presentations and debate. European and ASEAN companies will present technologies & solutions to address the food safety challenges highlighted by the academics and policy specialists. Food safety solution providers within these key themes are invited to participate and present their high quality services and products, such as hardware and software solutions or business process implementation, to an audience of potential business partners.
Shelf Life, Traceability, Cold Chain and Labelling issues will be the 4 key themes, taken on through scientific, regulatory and
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MY in NL MDBC ED in NL Last May and June, the MDBC Executive Director visited several MDBC membercompanies and SIP partner-universities in the Netherlands. Meetings with new members included Assai Software Services, HLB Van Daal & Partners
and ISAH International. Meetings and presentations to prospective internship students were done at Erasmus University Rotterdam, Rotterdam Business School, The Hague University, NHTV Breda and Hanze University.
Marco also attended the National Distribution Day organised by the Holland International Distribution Council and had a meeting at the NCH, Netherlands Council for Trade Promotion.
Top - Left: Jason Mariarathanam of HLB Van Daal & Partners, Middle: Willem van der Jagt and Antonia Smith of Assai, Right: with Jan Willem Proper of NHTV Bottom - Left: at Hanze with Gert Jan Schnieders and Paul Ganzeboom, Middle: During the National Distribution Day at Schiphol with HIDC’s Mathijs Benink, Right: with NCH Director Jan Siemons
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DIALOGUE
ROLAND BERGER SHARED MOBILITY to medium-length journeys will see the fastest growth rates – around 35 percent per annum. The global market volume should reach some 5.2 billion euros by 2020. Ride sharing with private individuals as drivers will see especially high levels of growth in urban areas.
Photo Credit: Dewan Bandaraya Kuala Lumpur
Usage is replacing ownership – This change in consumer habits is set to transform the private transportation of the future. The world of shared mobility, where vehicles are shared and mobility offerings used jointly, will see rising revenues and growing customer numbers in the period through 2020. The Roland Berger experts anticipate annual growth rates of up to 35% in the new business fields around car, bike and ride sharing and shared parking. This is one of the findings of their latest market study, “Shared mobility – How new businesses are rewriting the rules of the private transportation game”. “The mobility sector is one of the fastest growing areas in this new type of economy,” explained Roland Berger Partner Tobias Schönberg, “Because it’s thanks to the way that mobility offerings are intelligently linked that big cities the world over will see a sharp acceleration in the trend toward shared mobility.” In a clear sign that this market trend is taking off, the number of market players in the segment is growing. Besides innovative start-ups, ever-greater quantities of established companies like auto makers, transportation and logistics firms and airlines are entering the fray. The spectrum of innovative products and services they offer is very broad, not only are there new online platforms but also a growing number of companies supplying IT technologies and (industrial) hardware in the form of vehicles and bicycles. Megatrends set the pace Four megatrends are driving the growth of the shared mobility market. On the one hand there is the birth of a new
consumer culture: In many cases, more and more consumers no longer want to own a product as long as they can use it and share it with others. The scarce resource situation faced by urban centers is increasingly giving rise to alternative mobility concepts as well. At the same time, demographic change means there are greater numbers of older people taking advantage of individual and inexpensive services that pick them up and take them where they need to go. Digitalization is the fourth trend identified by the experts from Roland Berger: As communication technologies develop, so new ways of linking products and processes online arise. “Shared mobility is set to evolve fast because information, booking and payment processes will become even quicker and easier over the internet,” explained Roland Berger strategy expert Christian Freese. “Linking all of the offerings into a mobility chain will be increasingly easy to do as time goes on.”
Bike sharing: The bicycle is currently establishing itself as the city-center vehicle of choice in many European and American cities. The extensive availability of e-bikes will be the source of another burst of growth as new customer groups are rolled up. As a result, the global market for bike sharing will continue to grow by some 20 percent annually until 2020 when it will reach 5.3 billion euros. Shared parking: Finding a parking space in big cities is one of the biggest problems drivers face. Mobile communications and the inclusion of private parking spaces are therefore opening up a new and attractive market, which is expected to grow 25 percent a year and reach a business volume of about 2 billion euros by 2020. Ten success factors for companies in the shared mobility business Companies keen to establish themselves successfully in this new mobility segment need to be mindful of the particular challenges of the market. The strategy experts from Roland Berger summarize ten important management rules in their study. Providers of mobility services should target a dense network of vehicles and stations, for instance, and establish themselves as a trusted organization.
The Four Growth Segments of Mobility The Roland Berger experts analyzed the four main areas of growth for shared mobility in their latest study: Car sharing: This market is forecast to grow 30 percent per year through 2020 – to total 5.6 billion euros of revenues worldwide. Numerous business opportunities will arise in the business-tobusiness segment (fleet management), the business-to-consumer segment (car rental) and the peer-to-peer segment (individuals renting out products to each other).
The smart usage of customer data is also expected to enable providers to pick up on changes in customer desires immediately so that they can respond with their product offering. And a particularly significant role falls to cuttingedge technologies and applications: “Companies should target these as a way of making their solutions as convenient as possible for users,” as Christian Freese pointed out. “That’s because shared mobility lives and breathes on simple and flexible services and fair and transparent prices.”
Ride sharing: The market for organized ride sharing and taxi services for short
For more information, please contact Roland Berger at www.rolandberger.com MDBCONNECTS · 3RD ISSUE 2014
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TMF Group navigates businesses cross borders seamlessly With over 100 wholly-owned offices worldwide, TMF Group offers a comprehensive range of compliance and administrative services which are critical for clients from a financial, reputation and risk management perspective. Our services are delivered in each country by our expert staff, professionals who have the key local knowledge and speak the language. Contact us Kuala Lumpur’s office 10th Floor, Menara Hap Seng, No. 1 & 3, Jalan P. Ramlee, 50250 Kuala Lumpur, Malaysia T. +60 3 2382 4288, F. +60 3 2382 4170 malaysia@tmf-group.com
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www.tmf-group.com The TMF Group consists of a number of companies worldwide. For details of TMF Group’s regulated companies, please see: www.tmf-group.com.
DIALOGUE
CPI Simone Heidema’s take on Good Governance Interview Simone Heidema by the Royal Actuarial Association Simone Heidema is highly respected as an authority on governance. As founder and CEO of CPI she connects with executive directors on a daily basis. Her CPI team supports organisations in the design and implementation of finance, risk management and good governance. Heidema is also chairwoman of the Corporate Platform for Good Governance. More laws and regulations don’t lead to better governance. “Everyone agrees to that”, says Simone Heidema. So, what will? “I strongly suggest to pay closer attention to the behaviour of the organisation”.
grows in size and with it the stakes get higher. “For an organisation it can be complicated enough to get a clear picture of what lies ahead in the future, how to serve these interests and who are the stakeholders in order of priority. When the number of people increases human pitfalls come into play. For instance, there may be an increasing number of managers who wish to protect their own position, even if it’s not in the best interest of the company. This manager has a good job, with perhaps hundreds of employees below him. This feeds the ego. He won’t let go of it easily.
suppresses bad news to rise to the surface. Listed companies feel the pressure of shareholders. Keeping a lid on bad news, to avoid a loss in shareholder value and a loss in bonus. In a culture of fear the board of directors sees dashboard reports, with green lights, that should be red, because when a red light emerges the messenger gets scrutinised. In a culture like that, you can continue to improve on your models and reports as much as you like, but if you don’t address the behaviour and remove it from the organisation, you will continue to run into unpleasant surprises.”
In an interview for the Royal Actuarial Association Heidema explains her vision. “Questions often refer to legislation. Generally speaking, this is what governance is compared to. However governance isn’t synonymous to laws and regulations, it should be seen separately. Good governance is all about serving the long term interests of the company. An orgnisation is a collection of people, including employees, shareholders, customers and suppliers. It really is that simple.”
So what’s the solution? “Going back to small cell organisations? Well, that’s not the world we live in. Let’s try and look for a solution, given the fact that large, complex organisations exist. Good governance will not work by adding more laws and regulations. Even though everyone agrees, it’s still happening. And on the basis of it, there are some good principles. For instance, you simply need enough meat on the bones, to be able to deal with the risks that you face.” “But at some point all these rules are shoved into models and everyone’s staring at spreadsheets. This results in a false sense of security: ‘If only the spreadsheets add up and we’ve ticked all the boxes, then we’ll be free of all these issues that might topple banks or insurance companies.’.”
“In other words, when dealing with governance one needs to look closely both at the hard and the soft side. The hard side is: do you have the right reporting and the right people who can take decisions based on these reports? Are their responsibilities clear? Often this isn’t the case. Hard also includes whether someone always takes decisions without countervailing power. Formal governance is looking inside an organisation to see where the risk manager should reside. Who should be his equal? This is all fine. However, these mandates are pointless if the risk officer lacks the necessary competences to challenge, no matter how high in the organisation. It’s also pointless, when historically a culture has developed where the business will always take the decisions and the second line was merely designed for show. Now, this is the soft side of governance. Is the risk officer strong and competent enough to challenge and to be taken seriously? This doesn’t have to be abstract or vague at all and it is exists on all levels.”
“Things tend to go wrong when people lose sight of the long term. For instance, when an organisation is focussed on quarterly figures. Or other interests come into play, such as people’s ego. When everyone is busy attending to his or her own territory and no longer with the company as a whole. Sometimes one of the stakeholders’ interests is served, such as shareholders or the director of a charity foundation.” According to Heidema good governance becomes a challenge when the company
“Instead, I strongly suggest to look at an organisation’s behaviour. We must learn that things aren’t covered once it’s on paper, but only when you’ve gained a sense of trust as a person. Increasingly, this is an approach that is taking hold. Just look at a central bank hiring psychologist who don’t sit in a board room with a list of 200 questions, but who simply observe the dynamics.” Isn’t that a bit vague? “Not at all. It does require us to really submerge into an organisation. When things go wrong and the board is taken by surprise, often there is a culture that
When it comes to governance, serving long term interests, organisations need to address both the hard and the soft side. Designing both the hard and the soft side of the organisation ensures having the right people, in the right places taking the decisions. Don’t be fooled. Often people who are incapable don’t leave the organisation when they should, instead they are simply transferred to another department, which doesn’t always solve the issue for the organisation. MDBCONNECTS · 3RD ISSUE 2014
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GREEN BOARD / DUTCH INNOVATION
Lantec Far East - Hydropower In recent years, the Malaysian government has been aiming to enhance the utilisation of indigenous renewable energy resources to contribute towards national electricity supply security and sustainable socio – economic development. One of the viable renewable energy resources being recognised by Malaysia is hydropower.
tube until it finally pours out from the top of the tube and feeds irrigation systems. The Lantec Spaans Hydropower screw generator works in opposite direction of an Archimedean screw pump. The screw pump takes water up, whereas the screw generator generates durable energy by transferring the flow of water from upstream to downstream.
A few examples of major hydropower plants in Malaysia are the Kenyir Sultan Mahmud Power station with 400 MW installed capacity; the Pergau Hydroelectric Power Station with 600 MW installed capacity and the Temenggor Hydroelectric Power Plant with 348 MW installed capacity (all plants belonging to TNB). Research has shown that in addition to this, Malaysia also contains a lot of potential sites where modest amounts of hydroelectric power could be generated. These sites have a capacity range of 5-300 kW.
Possible location in Malaysia under study
Tapping into this market is MDBC member company Lantec Far East, who is now helping the country to harness hydropower with the introduction of the Spaans Babcock Archimedean screw generator to the Malaysian market. Lantec has specialised in environmental equipment and engineering for over 20 years by offering comprehensive solutions and equipment for flood control projects, industrial waste water, sewage treatment and potable water treatment projects.
Top: Typical layout for a hydroscrew. Bottom: Spaan Babcock Archimedean screw generator installation in Wang, Austria.
The screw generator rotates due to the flow of the water and energy is transferred to the drive unit. The generated energy will be transformed by a generator into electricity. Over the last years, Spaans Babcock has done several tests and research concerning the fish friendliness of the Spaans Hydro Power screw. The outcome of the researches shows that
almost all fish pass the screw generator unharmed (>98%). A single Archimedean screw generator can operate at heads of 1 up to 12 meters and flows between 0,1 – 15 m3/s, generating up to 500 kW of renewable energy. They can also be placed in parallel or series reaching heads up to 24 meters. The screw has a very high efficiency compared to other low head turbines, with an efficiency curve that shows a flat and high efficiency over a wide capacity range. There is very little civil work needed in comparison to other technologies. Furthermore, the screw is very robust and therefore has low maintenance costs. This, in combination with the low rotational speed, results in long life-times: life-times of 30 years or more are not unheard of. Apart from natural rivers, the Archimedean screw generator can also be applied at cooling water outlets from power stations; industrial process water (for example paper or steel mills); water treatment inlets and outfalls and as a replacement of waterwheels and other types of generators. Electrical energy can be produced from potential energy that would otherwise go to waste. Perhaps the most striking project involving the Archimedean screw generator Spaans Babcock has done so far was at the Olympic Games in London. Here four 200 kW screws were installed at the Teeside white water course which can operate both as pumping screws and as energy generators, creating the UK’s first fully sustainable white water course.
Teeside whitewater course with Spaans Babcock Archimedean screw generators.
Lantec’s focus is on creating value from water and waste, and offers solutions to Malaysia’s most complex water and wastewater treatment problems. Traditionally, the Archimedes Screw consists of a screw inside a hollow pipe. The screw is turned usually by windmill or by manual labour and as the shaft turns, the bottom end scoops up a volume of water. This water slides up in the spiral MDBCONNECTS · 3RD ISSUE 2014
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PICTURE PERFECT
(Above) Enjoying the International Supernetworking with colleagues from other chambers (Bottom) Networking at the AGM and Talk with InvestKL
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MDBCONNECTS 路 3RD ISSUE 2014
MDBC = Gatherings Whether we organise events or are invited to attend functions, there will be constant networking with and within the MDBC community. Member-lunches at member-hotels, Hari Raya open houses, informative talks; where there is MDBC, there will be a gathering!
Recently MDBC organised a dinner for its Board of Directors and spouses, in appreciation of several Directors who left the Board due to their retirement or relocation. A big thank you to Anne de Graaf, Jan Soer, Jan-Willem Smulders and Wim Botermans for their contributions to the MDBC over the past years!
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NEW MEMBERS
WARM WELCOME
As always, we constantly expand to include new and interesting partners as part of our international community of business professionals, allowing our members to find more opportunities for success. To that end, we would like to extend a very warm welcome to the MDBC Community for the following new members:
ENVIRON CONSULTING SERVICES
QUAMBLE SDN BHD
Individual Members Maaike Muller Freelance Journalist / Communication Advisor (specializing in engineering, health and science) BB - 3A - 01 4 Jalan Kiara 1 Mont Kiara 50480 Kuala Lumpur Tel: 6012 - 216 9577 E mail: info@maaikemuller.nl
Business Activity: ENVIRON is an international consultancy based in the US with a network of 93 offices in more than 23 countries worldwide. We provide strategic solutions for environmental and human health issues to clients by combining technical and scientific resources from our global experts. Since ENVIRON’s inception over 30 years ago, we have successfully completed assignments in Air Quality Management, Compliance Auditing, Contaminated Site Assessment and Remediation, Environmental Due Diligence and much more.
Corporate RepresentatiON Viji Samuel, Principal Corine de Zeeuw, Senior Consultant
Business Activity: If all of your employees had one extra hour every day, what would this mean for your business? Quamble is a true partner that is cost effective, dependable and honest.
Corporate RepresentatiON Tjerk van der Molen, Managing Director Neoh Hui Li, Director
Quamble makes supercharged Customer Communication and Customer Relationship Management Systems for companies with less than 20 office staff. Using our proprietary Software As A Service, we ensure that our customers can make their business do more in less time.
François Schefman Group Representative for Thailand and Malaysia ThyssenKrupp Malaysia Level 15 Menara Darussalam 12 Jalan Pinang 50450 Kuala Lumpur Tel: 603 - 2178 6330 E mail: francois.schefman@thyssenkrupp.com
CONTACT: A307, Phileo Damansara 2 Jalan 16/11, off Jalan Damansara 46350 Petaling Jaya Selangor Darul Ehsan Tel: +603 - 7665 2986 Fax: +603 - 7665 2987 E mail: vsamuel@environcorp.com Website: www.environcorp.com
CONTACT: 75 - 2 Bayan Bay, Block B Persiaran Bayan Indah Bayan Lepas 11900 Penang Tel: +6016 - 434 8614 E mail: info@quamble.nl Website: www.quamble.nl
Michael Kühner Director, edotco Group Level 30 Quill 7 9 Jalan Stesen Sentral 5 50470 Kuala Lumpur Tel: 603 - 2262 7388 E mail: michael_kuehner@hotmail.com Corinne Schons Corinne SCHONS@Co Unit 2A - 6 - 2, 6th Floor Plaza Sentral Jalan Stesen Sentral 5 50470 Kuala Lumpur Tel: 6012 - 201 0045 E mail: corinne.schons@csco.my MDBCONNECTS · 3RD ISSUE 2014
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