Asia Outlook - Issue 15 by Outlook Publishing

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A new driving force emerges across the most dynamic of elite sports

Formula Formula FormulaOne One One THE GLOBALISATION OF

GE HEALTHCARE 22 Government initiatives foster rapid growth in Indonesia’s healthcare industry

KPJ HEALTHCARE BERHAD 30 Strengthening its ASEAN presence to enhance medical provision to Malaysia

ANGKOR HOSPITAL FOR CHILDREN 40

Cambodia’s leading children’s hospital

OPUS OFFSHORE 46 Ahead of the game in delivering sixth-generation standards

ASIA OUTLOOK ISSUE 15 A L S O F E A T U R I N G : L I A N B E N G G R O U P | J I A N H U A N G G R O U P | E F A C E C

W E L C O M E Taking Pole Position

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In the sporting world, there aren’t many corners of the globe that remain untouched, with the likes of football, tennis and golf especially bridging each and every continent A new driving force emerges across the most over the course of the year. For dynamic of elite sports these sports though, the schedule is consistent year to year as part of an established calendar whereas, in Formula 1, there is a battle for global dominance simmering under the surface. For decades, Europe’s traditional THE GLOBALISATION OF tried-and-tested circuits have formed the crux of the nine month season; instilling a sense of familiarity and history into the sport. That was until the turn of the 21st century which has seen a gradual evolution and modernisation; all of which leading F1 to Asia’s front door. Malaysia, Singapore, China, Japan, India, South Korea, Bahrain and Abu Dhabi have all since made their mark, with the season now unthinkable without the glitz, glamour, lights and spectacle that the region brings to the party. This month, Asia Outlook looks into why this trend has occurred. With no drivers and only one constructor from the continent to speak of, the answer must lie in the locations and their appeal themselves. Elsewhere this issue, we take a concerted look at the healthcare industry in Asia, with globally recognised manufacturer, GE leading the way in explaining their contribution towards an overhaul of the sector in Indonesia. Within our company showcase section, KPJ Healthcare and Angkor Hospital for Children prove to be equally prevalent in improving levels of medical care provision in Malaysia and Cambodia, respectively. We speak to both about the measures being taken to enhance the standards of technologies and treatments being distributed to both nations. In the construction domain, both Lian Beng and Jian Huang are revisited, with sustainability core themes as part of their ongoing continuous improvement. Not many companies know sustainability as well as Efacec, with their Singapore headquarters boasting 20 years of experience in optimising automated material handling systems in the logistics arena. We complete this month’s edition via the company’s Deputy General Manager and Projects Director, Pedro Furtado who explains how companies must rise to tackle challenges via sustainable measures in Matthew Staff logistics and warehousing. Editorial Director, Outlook Publishing Enjoy the issue!

Formula Formula FormulaOne One One GE HEALTHCARE 22 Government initiatives foster rapid growth in Indonesia’s healthcare industry

KPJ HEALTHCARE BERHAD 30 Strengthening its ASEAN presence to enhance medical provision to Malaysia

ANGKOR HOSPITAL FOR

CHILDREN 40 Cambodia’s leading children’s hospital

OPUS OFFSHORE 46 Ahead of the game in delivering sixth-generation standards

ASIA OUTLOOK ISSUE 15 A L S O F E A T U R I N G : L I A N B E N G G R O U P | J I A N H U A N G G R O U P | E F A C E C

EDITORIAL

Editorial Director: MATTHEW STAFF matthew.staff@outlookpublishing.com Deputy Editor: EMILY JARVIS emily.jarvis@outlookpublishing.com

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BUSINESS

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In this issue of Asia Outlook...

H E A L T H C A R E

C O N S T R U C T I O N

KPJ HEALTHCARE BERHAD Nurturing Malaysia’s Healthcare Potential

ANGKOR HOSPITAL FOR CHILDREN Treatment, Education, Prevention

Expanding its property development arm in line with government goals

Strengthening its ASEAN presence to enhance medical provision to Malaysia

NEWS

SPORTING TRENDS The Globalisation of Formula One

All the latest top stories across the month from Asia

LIAN BENG GROUP Laying the Foundations to Dream Even Bigger

JIAN HUANG GROUP Leading Professionals in Construction Building meaningful client relationships in Singapore

Cambodia’s leading children’s hospital

A new continental hub emerges in the 21st century

SUPPLY CHAIN EFFICIENCY Sustainable Logistics: The Warehousing Approach

Pedro Furtado of Efacec tackles globalisation in the supply chain

E V E N T F O C U S O S E C T O R F O C U S

GE HEALTHCARE The Next Asian Frontier in Healthcare

OPUS OFFSHORE Simple is Best

Ahead of the game in delivering sixth-generation standards

2ND PMI MALAYSIA CHAPTER INTERNATIONAL SYMPOSIUM 2015

Building tomorrow’s project management leaders

Government initiatives foster rapid growth in Indonesia’s healthcare industry

SHOWCASING LEADING COMPANIES Tell us your story and we’ll tell the world

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E C O N O M Y

Asian Companies to Look Towards Southeast Asia for Long-Term Business According to a new EIU report, Asia will focus more on opening new factories and offices in Southeast Asia and less on China in the next ten years The business landscape in Asia is to change significantly over the next decade, as companies in the region focus more on new growth opportunities in countries such as Myanmar, Vietnam and Thailand, and less on China, according to a new report from the Economist Intelligence Unit (EIU). The report, integrAsian: How Asia’s economic ties are changing the business landscape, sponsored by ANZ Bank, examines how com-

panies in the region are adapting their business strategies to create stronger intra-Asian trade and investment links. In the next five years, Asian companies are primarily targeting China, India and Malaysia to open new offices or to build factories. In the next ten years, they will focus much more on Myanmar, Vietnam and Thailand. Nearly three-quarters of respondents say they are planning to build a new factory or office in China in five years, only 23 percent will do so in 10 years.

Firms targeting Myanmar for expansion will nearly double from 22 percent in five years to just short of half in 10 years. Similarly, companies planning to expand in Vietnam and Thailand over the next five and 10 years will respectively increase from 30-38 percent and 31-36 percent. Rising labour costs in China have been widely cited as a factor driving manufacturers to consider moving production to countries in the Mekong delta. The study shows that the services sector is also keen on expanding in Southeast Asia. In both the financial services and professional services industries half of the survey respondents say they are planning to open new offices in Myanmar in the next decade. Despite reduced new investment interest beyond the next five years, China’s importance as one of the drivers of the region’s economy will not diminish. Companies in China are poised to take advantage of growing trade links with other parts of Asia, and 41 percent of Chinese firms say they have already adopted a single sales strategy for the entire region. In addition, nearly one in every five respondents says they will use the renminbi to settle 20-50 percent of their payments and invoicing over the next five years, second only to the US dollar. Kevin Plumberg, the Editor of the report, said: “Liberalising intra-regional trade and investment is high on the agenda of some governments in Asia, but what is striking is how companies in the region are accelerating economic integration. Pursuit of opportunities in these markets mean that today’s Asian frontier markets, such as Myanmar and Vietnam, may be the high-growth emerging markets of tomorrow.” For further information, visit: integrAsian.economist.com

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T E C H N O L O G Y

Customer Experience Summit Comes to Asia Pacific Telecom service providers are transforming, from the delivery of just voice and data services to being purveyors of digital services involving vast partner ecosystems. As data services become the primary source of revenue and profit for most service providers, commoditisation of voice and connectivity demand service innovation to ensure growth. Mobile connectivity, combined with apps for everything, has pushed the interaction of people with people, and people with “things” to new levels.

The event will feature a keynote presentation on “The New Definition of Customer Experience”, followed by a panel discussion on big data and analytics. Other key themes include real-time customer Insights, smart engagement and the customer engagement model. From a practical perspective, a variety of conference participants will also discuss their successes and challenges. The event will be held 16 July, 2015 at Makati Shangri-La, Manilam, you can find out more at: Frost & Sullivan’s Customer http://www.frost-apac.com/cx/ Experience Asia Pacific Summit philippines/ Philippines, will focus on the needs For registration details, please of changing business models, new technology evolution, support for cloud contact: Carrie Low, services, the effects of regulation and Corporate Communications, real-time customer insight analysis, Asia Pacific, Frost & Sullivan. providing superior customer experience E: carrie.low@frost.com and driving better business outcomes. T: +603 6204 5910

I N F R A S T R U C T U R E

Infrascope Study Reveals Asia-Pacific’s Readiness for Infrastructure PPPs Most countries in Asia-Pacific are in a strong position to carry out the joint public-private deals that are essential to improving the region’s infrastructure, according to The Economist Intelligence Unit’s (The EIU’s) ‘Evaluating the environment for public-private partnerships (PPP) in Asia-Pacific’ report The 2014 Asia-Pacific Infrascope is a benchmarking index that uses 19 indicators to assigns scores to PPP capacity in individual countries and the region as a whole. It shows significant improvements in transaction flows over the past three years and identifies the important role of early development of regulatory and institutional frameworks in overall PPP market effectiveness. Four countries have been added to the study this year, bringing the

total number of jurisdictions covered to 21, an increase of five jurisdictions from the 2011 study. This reflects the growing importance of PPPs across a broader range of geographies and economic contexts in Asia-Pacific. Sumana Rajarethnam, Senior Economist at The EIU commented: “The 2014 Infrascope indicates that governments across the region have made significant progress to improve PPP readiness. The leading performers in the study were mainly countries in the emerging market group, which is a

positive sign given that these are the countries facing further challenges as they move to best practice standards in future years.” The Asia-Pacific region continues to experience fast economic growth, with strong demand for infrastructure investment across most sectors. The capacity of regional governments to finance infrastructure is limited and there is a strong commitment to privately financed infrastructure and the important contribution they may bring.

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S T E C H N O L O G Y

Malaysia Records More Than 200 Percent Jump in Internet Consumption

T R A D E

Ningbo to Boost Trade Ties with Eastern and Central Europe The coastal city Ningbo, China, has recently unveiled a set of extensive new measures aimed at strengthening its cooperation with Central and Eastern European (CEE) countries. The new policies are designed to transform Ningbo into the most favourable investment and foreign trade destination in China for the CEE countries. Under the new measures, the Ningbo city government will set up a special fund to ensure the smooth organisation and operation of the China-CEEC Investment and Trade Expo every year. The Ningbo government will also facilitate cross-border transactions with the CEE countries. Goods imported from the CEE countries can preferentially adopt H986 containers inspection equipment to make tracking and simultaneous supervision easier. Bulk goods from these countries can be declared to customs in advance and get customs clearances upon arrival.

Malaysia has experienced tremendous yearly jumps in its Internet bandwidth consumption, with total consumption jumping to 760,331Mbps in 2014, up from 349,277Mbps in 2013; an increase of 218 percent. This is according to the latest statistics released by Malaysian Internet Exchange (MyIX), an initiative under the Malaysian Communication and Multimedia Commission (MCMC). “MCMC’s survey in 2011 showed that about 36 million phone users were subscribed in Malaysia in 2011; this rose to nearly 45 million by the end of 2014 with a 148.5 penetration rate per inhabitant,” said MyIX Chairman, Chiew Kok Hin. “In addition, the other factors that contribute to the increase of Internet consumption in 2014 include a greater prevalence of social media platforms and users from Facebook to Instagram; the use of applications such as MyTeksi and Uber; online game’s from Dota to Candy Crush; increased ecommerce purchases and more are some of the other contributing factors,” he further added.

R E TA I L

First and Largest Disney Store Opens in Shanghai Disney Store has opened the doors of its flagship store in the popular Lujiazui area of Pudong, Shanghai, China. The landmark store is the largest retail space of any Disney Store in the world featuring 5,000 square metres of immersive shopping experiences and innovative products, while also featuring an outdoor plaza. In a momentous week for The Walt Disney Company in China, the opening of the Disney Store in Shanghai comes one day after the topping of the Enchanted Storybook Castle at Shanghai Disney Resort, which is due to open next year. “We want to thank the people of Shanghai for welcoming us to the city and could think of no better way than to open the store,” said Mr Candland. With an estimated 40 million tourists visiting the Lujiazui area each year, the Disney Store is set to become a world-class destination, contributing to Shanghai’s reputation as a family, business, cultural, entertainment and tourism destination.

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O I L & G A S O I L & G A S

APAC Survey Highlights Key Oil & Gas Industry Drivers

Exploration and Production Activities to Grow Amid Dwindling Oil Prices New analysis from Frost & Sullivan, entitled ‘Southeast Asia Offshore Oil and Gas Services Market’, has revealed Malaysia and Indonesia to be the most lucrative markets for Southeast Asia’s offshore oil & gas sector. As the shallow water oil fields in Asia start to mature, oil & gas companies are facing the pressure of declining production. As a result, oil & gas companies based in countries such as Malaysia and Indonesia are developing deepwater fields. With

Malaysia and Indonesia witnessing the highest exploration activity in Southeast Asia, these countries will become the largest markets for oil & gas offshore support services and pipeline services.

Rigzone and The Right Group have announced the key findings from the latest APAC Employee Engagement Survey, which is designed to provide the industry with an overview of market and employee sentiment, hiring trends and perceived opportunities in the oil & gas industry. While 92 percent of respondents indicated that they feel proud to work in the oil & gas industry, only 67 percent are happy with the recognition that they receive from their current employers. These statistics show that, although employees are proud of the industry in which they work, the majority is seeking greater recognition for their professional contributions. T E C H N O L O G Y

Verizon to Purchase AOL for $4.4 Billion

E X H I B I T I O N S

Singapore Jewellery & Gem Fair 2015 After a second consecutive year of success, the Singapore Jewellery & Gem Fair will be staged again from October 22-25, 2015 at the Marina Bay Sands Expo and Convention Centre. Widely anticipated as the definitive marketplace for esteemed jewellers and collectors to source the most coveted jewellery and gemstones in the world, this year’s fair will feature a stellar cast of more than 250 exhibitors from 28

countries. The four-day event is the largest fine jewellery event in Singapore and the region, and will sparkle with acclaimed jewelers from around the world. Marked at irresistibly attractive prices ranging from hundreds to millions of dollars, the massive jewellery collection under one roof promises a piece of treasure for everyone; from business traders, to private collectors, connoisseurs or deal hunters. For more information, please visit: www.SingaporeJewelleryGemFair.com or https://www.facebook.com/ SingaporeJewelleryGemFair

Verizon Communications has announced the signing of an agreement to purchase AOL Inc. for an estimated total value of $4.4 billion. Verizon’s acquisition further drives its LTE wireless video and OTT (over-the-top video) strategy. The agreement will also support and connect to Verizon’s IoT (Internet of Things) platforms, creating a growth platform from wireless to IoT for consumers and businesses. Tim Armstrong, AOL chairman and CEO said: “The visions of Verizon and AOL are shared; the companies have existing successful partnerships, and we are excited to work with the team at Verizon to create the next generation of media through mobile and video.”

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TELL US YOUR STORY

AND WEâ&#x20AC;&#x2122;LL TELL THE WORLD A S I A O U T L O O K is a digital and print product aimed at boardroom and hands-on decision-makers across a wide range of industries on the continent. With content compiled by our experienced editorial team, complemented by an in-house design and production team ensuring delivery to the highest standards, we look to promote the latest in engaging news, industry trends and success stories from the length and breadth of Asia. We reach an audience of 190,000 people across the continent, bridging the full range of industrial sectors: mining; oil & gas; logistics; resources; manufacturing; construction; engineering; technology; food & drink; retail; finance; and healthcare. In joining the leading industry heavyweights already enjoying the exposure we can provide, you can benefit from FREE COVERAGE across both digital and print platforms, a free marketing brochure, extensive social media saturation, enhanced B2B networking opportunities, and a readymade forum to attract new investment and to grow your business. To get involved, please contact Outlook Publishingâ&#x20AC;&#x2122;s Managing Director, Ben Weaver, who can provide further details on how to feature your company, for free, in one of our upcoming editions.

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Lewis Hamilton won the World Title in 2014 following his move to Mercedes

Formula Formula FormulaO O O THE GLOBALISATION OF

o be seen as a key cog in a sport’s annual, international schedule is the minimum requirement of most developed countries around the world, but there are few sports which demand responsibility and pressure to represent the whole entity quite like Formula 1 does. For the chosen 19 nations, the eyes of the world turn towards them for just four days, as they stake a claim not only to retain their position on the calendar for the following year,

but to capture the imaginations of supporters, drivers, constructors and owners alike in a showcase that would grace any elaborate film festival. It is a pressure which, for the majority of F1’s existence, has been placed in the hands of Europe’s most iconic racing landmarks; the likes of Monte Carlo, Hockenheim, Silverstone, Monza, Spa and Imola etched into the fabric of the sport. Recent years has seen a shift in the dynamics of Formula 1, however, with the sport’s calendar truly more global than it has ever been before. Once

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Oceania’s traditional opening salvo in Australia has seen the chequered flag, the 10 globetrotting constructors venture across Southeast Asia, the Middle East, Central Europe, North America, Eastern Europe, Central America and South America, before coming to the end of their journey in Abu Dhabi in late November. In fact, less than half of the calendar now revolves around the once dominant European base, with many of those left subject to discussion as to their longevity moving forward. This alludes to a new power

One One One

Despite the continent’s minimal influence on the track, Asia is fast becoming the new hub of the sport’s annual journey, as it accelerates Formula 1 into the 21st century Writer: Matthew Staff

emerging as the core of what remains one of the sporting world’s greatest spectacles. But is Asia really the future of Formula 1?

Why Asia?

History would seem to suggest that the continent may indeed be the emerging hub, if you compare its current influence to decades gone by. Of the 70 circuits to have graced the annual calendar since 1950, only 10 have been based across the Middle East, Japan, China, Malaysia,

Lewis Hamilton Two-time World Champion, Lewis Hamilton has enjoyed numerous successes in Asia since his first victory on the continent in Japan, in 2007. Hamilton has amassed a further 12 wins since then, including four in China.

Photography: Navjit Bhamra

Singapore, South Korea and India. This 15 percent figure is dwarfed by the 30 percent saturation that the region currently enjoys; boasting six of the 19-strong allocation in 2015. Add to this 2016’s introduction of Baku Street Circuit in Azerbaijan and the pendulum swing away from Europe becomes all the more evident. The question, however, is why? A major reason for Europe’s stronghold over the years has been due to the popularity and local interest in cheering on the most prominent drivers and constructors based in Italy,

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Germany, the UK, France, Spain and beyond. Asia has never enjoyed such dominance within the sport though. In 65 years, only 24 racers from the region have taken to the track; 20 of which from Japan, by far the most prominent of the Asian contingent. Of those, it could be argued that only Kamui Kobayashi and Takuma Sato have really made any waves among the competition since the turn of the century. Similarly, in 2015, only Force India remains as an Asian constructor within the Championship, and even they are based in the UK. The likes of Honda, Toyota, Super Aguri, Maki, Caterham and even Theodore in Hong Kong, have all made fleeting marks on the grid before parting the way for Europe’s elite to overtake. So, in a year where only one Asian constructor takes to the track from its Silverstone factory, and no Asian drivers are to be seen at all, the reason for this ever-growing slide towards the continent must lie in the locations themselves.

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Following the traditional cutting of the ribbon each March at Albert Park in Melbourne, it is the following three races which often set the scene for the season at large, as the major protagonists throw their hats in to the ring in Malaysia, China and Bahrain. The former was first added to the calendar in 1999 and has been a mainstay for the following 16 seasons; growing in popularity with each gracing of Sepang International Circuit. Evidently a track fit for a champion, Michael Schumacher, Fernando

Alonso, Kimi Räikkönen, Jenson Button, Sebastian Vettel and Lewis Hamilton have all kick-started their title bids in Kuala Lumpur in years gone by; no doubt a statistic which has led to its strengthening popularity across the leading constructors. Arguably the race’s biggest appeal though, stems from its climate, rather than its track features. Wildly swinging from humid conditions and scorching heat, to tropical storms, the unpredictability of the event is something that few European circuits can match.

Formula Formula FormulaO O O 14

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China

Sepang International Circuit Location Sepang, Selangor, Malaysia Capacity 80,000 FIA Grade 1 Opened 7 March 1999 Architect Hermann Tilke Length 5.543 km (3.445 mi) Turns 15 Lap record 1:34.223 (Juan Pablo

Montoya, Williams, 2004)

Following years of discussions and negotiations throughout the 1990s, Shanghai International Circuit was finally granted China’s wish of hosting a Formula 1 Grand Prix in 2004, and has since become somewhat of a milestone track within the sport. Alonso won his first World Title around this track, while Schumacher enjoyed his final victory as a driver in the vibrant city. Subsequently moved further down the calendar, the circuit still hasn’t captured the imaginations of all within the sport, and its longevity was recently brought into question over the fees paid to host the race, and a reported loss made in hosting the event. Again, with no Chinese input on the grid either, it is arguably the grandeur of the spectacular city of Shanghai alone which keeps Formula 1 in the world’s most populous nation.

‘...it is arguably the grandeur of the spectacular city of Shanghai alone which keeps Formula 1 in the world’s most populous nation’

One One One

Bahrain

Befitting as the first ever race to grace the increasingly influential Middle East, Bahrain has proved an enigmatic addition to the calendar since its inception in 2004. Arriving at the same time as Shanghai as part of a concerted expansion of the F1 footprint, Bahrain immediately proved itself as a refreshing - if not different - experience for drivers and the wider grand prix community. Named the “Best Organised Grand Prix” by the FIA shortly after its induction, it has since been trialled as an endurance circuit to commemorate the sport’s diamond jubilee in 2010, as well as becoming only the second race to be held at night under spotlights in 2014 as part of its own 10th anniversary celebrations. Its giant run-off areas, providing almost a second track for drivers to utilise on some corners, adds another diverse uniqueness to the spectacle; again endearing the majority of onlookers to what is sure to be a mainstay in years to come.

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Singapore

Following the summer gallivant across Europe and Canada, it is the glamour night race of Singapore which signifies the home stretch of the season. Despite some initial concern that it was too close to Kuala Lumpur’s circuit in Malaysia - 300 kilometres away to be exact Singapore’s Marina Bay Street Circuit has provided a modernised, illuminated version of Monte Carlo with all the glitz and prestige that Bernie Ecclestone would want for the popularity of the sport. As one of the most aesthetically pleasing events for spectators also, it was no surprise when the race was confirmed as staying on the calendar until 2017 at least; and few would bet against it remaining a fixture far beyond then.

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Japan

Of all the Asian entries to the F1 schedule over the years, only Japan can claim to have been a regular, recognised, longstanding member of the fraternity; having first hosted an event in 1976. Similarly, it is the only country on the continent to have tried and tested more than one track - a statistic familiar with most European countries - with both Shizuoka’s Fuji Speedway and Aida’s Tanaka International Circuit enjoying the spotlight before Suzuka’s circuit was revisited in 2009. Having initially been the chosen track between 1987 and 2006, its current stint is the more popular among drivers and, having often been scheduled towards

the end of the season, has become renowned for some of the most epic races in Formula 1’s history. Nigel Mansell, Ayrton Senna, Alain Prost, Damon Hill, Schumacher and Vettel have all experienced career defining moments in a country which, unlike its neighbouring hosts, does have a legacy in the sport outside of just the tracks themselves. With local interest for supporters across drivers, constructors and engine manufacturers, Japan’s influence on the automotive industry in general is up there with the most prestigious in the world, making this race arguably the most stable and necessary of them all; acting as a linchpin for Asia’s wider expansion.

Suzuka International Circuit Location Suzuka, Mie Prefecture, Japan Capacity 155,000 FIA Grade 1 Opened 1962 Architect John “Hans” Hugenholtz Length 5.807 km (3.609 mi) Turns 17 Lap record 1:31.540 (Kimi Räikkönen, McLaren MP4-20, 2005)

‘Singapore’s Marina Bay Street Circuit has provided a modernised, illuminated version of Monte Carlo’

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Form Form For

Abu Dhabi

Dressed as a festival rather than a Grand Prix, the Formula 1 season’s annual curtain falls amid an array of celebrities, fireworks, and prestige in Abu Dhabi. Since 2009, the F1 Festival in the UAE has produced a spectacle worthy of any sporting finale; again leveraging the always popular illuminations in what is the only day-night race of the year. With unparalleled financial backing from Etihad Airways, the region has used the event as a perfect way to showcase Abu Dhabi over the past six years, highlighting the transition of the sport as a whole from the purist, traditional clockwise tracks

familiar with Europe’s glory days gone by, to the anti-clockwise night-time extravaganzas being added to the sport in the 21st century. Looking forward, a step away and a step backwards from this now established style of grand prix seems unlikely, with the general public anticipating the likes of Singapore and Abu Dhabi as much as any other race on the calendar. It hasn’t worked out for all new circuits in the region, as India, Russia and Turkey have found, but the balance shift remains undeniable and the FIA must now decide whether Europe’s archaic charm is enough to fend off further Asian domination in years to come.

Yas Marina Circuit Location Yas Island, Abu Dhabi, UAE Capacity 50,000 FIA Grade 1 Opened October 2009 Architect Hermann Tilke Length 5.554 km (3.451 mi) Turns 21 Lap record 1:40.279 (Sebastian Vettel, Red Bull Racing, 2009)

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A P P R O A C H

Sustainable Logistics:

The Warehousing Approach Pedro Furtado, Deputy General Manager and Projects Director at Efacec, explains that as globalisation intensifies, companies must rise to tackle challenges via sustainable measures in logistics and warehousing Writer: Pedro Furtado, Deputy General Manager and Projects Director, Efacec ustainability is one of the latest industrial buzzwords. From the beauty industry to the pharmaceutical industry, and now to even the logistics industry, the concept of sustainability has firmly rooted itself in the minds and strategies of business people worldwide. And where supply chain logistics is concerned, sustainability is defined simply as looking into how various parts of a logistics network can be improved in terms of optimising environmental, waste, and business risk costs. As globalisation intensifies, companies face several obstacles to expansion, including increasing global competition, growing consumer demands and expectations, rising manpower costs, increasing environmental regulations, and resource scarcity. In light of these challenges, the world is a smaller place than before, and by adopting environmental, social, and economic perspectives in strategy planning and execution, companies are seeking to harness sustainable, efficient measures to respond to challenges that abound in business landscapes.

The essential warehouse

The warehouse is an important component of efficient sustainable supply chains. Regardless of what industry a warehouse serves, companies utilising warehouse logistics will do well to not view warehousing as simply a means to store raw materials and finished goods. In order to maximise warehouse operation efficiency, savvy manufacturers today employ various forms of warehouse management systems (WMS). As a pillar of support within the logistics network, WMS are increasingly finding their place of importance within supply chains. The essence of a WMS stems from its ability to connect stores and distribution centres with warehouses, and to coordinate shipping and ground transport as well. Information is collected across these multiple logistic points and then compiled into a centralised database that companies can utilise to track inventory movement. Additionally, the visibility of the WMS enables companies to maintain inventory control and uncover areas for improvement. Furthermore, companies will find that automated warehousing offers

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A P P R O A C H

various opportunities to reduce the environmental and social footprints of warehouse facilities, in ways that in fact improve their businessâ&#x20AC;&#x2122; financial bottom line.

Sustainable warehousing: a three pronged approach

When it comes to creating sustainable value, there are several practices that warehouses can implement. Three such approaches include automating both warehouse solutions and management processes, increasing energy efficiency within a warehouse, and optimising warehouse design. In addition to implementing WMS in their warehousing processes, companies will also do well to incorporate other automated solutions including order picking technologies - pick-to-light technology, voice technology, sortation systems, etc - barcoding, radio frequency identification (RFID), and automated storage and retrieval systems (ASRS) to achieve a sustainable warehousing system. By automating labour-intensive processes, companies can achieve financial and business management sustainability benefits in the long run as improved inventory visibility can increase product accuracy and even influence customer satisfaction. For example, companies switching to bar-coding and RFID technologies will inevitably see a reduction in paper consumption as they adopt a largely digital approach, thus lending a hand to environmental sustainability along the way. A big concern in the logistics industry, traceability can also be better accounted for with automated warehousing systems. In the event of a product recall, the WMS will be able to provide companies with necessary details for efficient recall. Sustainable value is achieved as companies see less waste in terms of resources, time, and energy required to trace and recover products.

In the business landscape where competition is rife and there is an everpresent threat to survival, an ASRS could potentially help manufacturers cope with rising business pressures, increasing labour costs, intensified calls for safety, and the need for tighter security. On top of more productive sorting and retrieving processes, an ASRS is particularly useful in minimising the warehouse footprint as it offers innovative storage solutions. Utilising vertical space within a warehouse, ASRS are capable of handling and processing a higher volume of orders in a given period of time and space. ASRS can also help companies avoid unfavorable environmental impact that may result from constructing a new warehouse.

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Increasing energy efficiency

Warehouses consume a large amount of energy within a regular logistics supply chain. However, automated warehousing solutions can be responsible for significant amounts of energy savings as they can function in both darkness and in non-heated environments. This is a stark contrast to conventional warehouse equipment that has high-energy consumption levels and high operating costs. For day-to-day operations in an automated warehouse, it is advisable to instil â&#x20AC;&#x2DC;lights-out operationâ&#x20AC;&#x2122; as lights are generally required only during routine maintenance checks. Automated technologies such as stacker cranes can function independently without supervision, so it is unnecessary to

cater for this expenditure. Warehouses that integrate green warehousing practices such as daylighting technology - skylights, photocell sensors, etc - will help companies to save energy costs in the long run. Some methods that can be used include fitting warehouses with solar panels or light emitting diode (LED) lighting, power regeneration by converting braking forces from automated equipment to electricity, and recovering heat that is generated from cold storage systems. Other methods include switching to natural ventilation instead of electrically-run ventilation, and even adjusting the speed of conveyors and palletisers so that when left unused, this equipment can run at a slower pace or be turned off. In implementing energy-efficient warehousing measures, more than 20 percent of cost savings can be achieved. Companies adopting green warehousing practices can then work towards building a financially and environmentally sustainable business.

requirements such as loading and levelness, precision data on floor flatness, and even weather information as it relates to possible impact on warehouse structure durability. By incorporating these factors into the warehouse design, companies can then achieve energy efficiency and increase productivity.

Optimising warehouse design

Careful planning of the warehouse layout is not only crucial for companies to maximise workflow efficiency and remove unnecessary steps within the warehousing process, but it also helps to ensure that the warehouse can integrate new functions easily in the future. Companies should aim to maximise their cube-wise space – length, width, and height – to fully optimise the warehouse for efficient material handling, order picking and storage processes, accommodating personnel movement, and handling of equipment such as automated guided vehicles (AGV). Inefficient use of warehouse space can lead to excess utility, unnecessary labour costs, and lower asset utilisation. When constructing the layout, companies need to collect operation data on actual facility throughput, information on warehouse structure

Pedro Furtado, Deputy General Manager and Projects Director, Efacec

‘By automating labour-intensive processes, companies can achieve financial and business management sustainability benefits in the long run as improved inventory visibility can increase product accuracy and even influence customer satisfaction’

First steps towards warehouse sustainability

While it is clear to see that companies who incorporate sustainability initiatives in their warehouse can enjoy financial and environmental sustainability, it must be said that sustainability needs to be strategically managed and given top management support for actions to occur. As the logistics industry continues to evolve, the three approaches highlighted above can be employed by companies to increase the positive effects of their business activities on the environment. And as a significant component in supply chains worldwide, the warehouse can be a competitive asset for businesses to achieve both financial and environmental sustainability objectives in the long-term.

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The Next Asian Frontier in Healthcare After a substantial push to grow its team locally, GE Healthcare’s presence in Indonesia continues to grow in line with the government’s initiative to provide health insurance to the whole population Writer: Emily Jarvis

E Healthcare has been present in Indonesia since 1940 and today, the organisation continues to help increase public access to quality healthcare and improving the ways to reduce associated costs across the country. Through the provision of transformational medical technologies and services, GE Healthcare strives to maintain its supply of machinery, equipment and IT solutions, to meet the demand for increased access to affordable, quality healthcare even in challenging times. Indonesia remains one of the most demanding in terms of public access to healthcare, given that more than a third of people have private insurance. Asia Outlook spoke to David Utama, President and CEO of GE Healthcare in the ASEAN region to better understand the healthcare system in Indonesia, and why the country has been identified as the next Asian frontier in healthcare. Asia Outlook (AO): Tell me more about the state of healthcare in Indonesia. Why do you see the country as the next Asian frontier in healthcare? David Utama (DU): Approximately 100

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David Utama, President & CEO, GE Healthcare ASEAN David was appointed as President and CEO of GE Healthcare ASEAN in July 2010 and is based in Jakarta. In this role, Dave oversees approximately 500 employees across a growth region comprising 10 countries that is diverse both politically and economically

million people in Indonesia are covered by some form of health insurance. By 2019, the government aims to have 100 percent of Indonesia’s 250 million population covered by health insurance; an increase of 150 million patients into the healthcare system. As a result, there are few elements that become important to make this programme successful namely funding, medical professionals and infrastructure. Furthermore, this expansion in access to healthcare will translate into increased demand for clinics, hospitals and clinicians, in addition to a higher demand in healthcare technology that enables those clinicians to better diagnose and treat patients. Today, Indonesia only spends a mere three percent of its GDP on the healthcare sector, an amount which is lower than Brazil and Vietnam. With the rise of the middle class, increase in chronic disease and the introduction of BPJS, the need for a more robust healthcare system that provides for, and meets the demands of, Indonesians across the country is clear. GE Healthcare sees huge potential for the Indonesia side of the business and we are committed to substantial growth in Indonesia. In the next five years, we will grow the business

Revolution CT 3D Cartoid

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five times over. Currently, Indonesia accounts for 30 percent of GE Healthcare’s business in Southeast Asia. It’s become the largest business for us in Southeast Asia, with the greatest opportunities for innovative healthcare solutions to meet the increased demands of the growing healthcare system. We have three key initiatives to help grow our local presence: Firstly, to double the size of our local Indonesia team by the end of the year; secondly, we will look to open an office outside Jakarta in Surabaya this year to improve access to healthcare outside the country’s capital; and finally, in order to champion the best leadership development possible within GE Healthcare, I relocated to Jakarta in March, 2015 to help shepherd the growth and develop the capabilities and talent of our local team. AO: Do you agree with the government’s decision to launch the world’s largest health insurance programme? What resistance has there been from an institutional perspective? DU: It is good for the people and the country; a healthy nation builds healthy economic growth. GE Healthcare is committed to partnering with the government to make universal healthcare coverage successful in Indonesia. Given the massive undertaking to accomplish this goal by 2019, we do not view it as resistance, but a means for both public and private institutions to collaborate together to support its success. I just recently returned from Geneva, attending the World Health Assembly (WHA), where I learned that globally we all have similar healthcare challenges. The key take away from the WHA was the important role that collaboration between public and private sectors plays in building sustainable healthcare systems; and we at GE Healthcare are committed to being a part of it.

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“At GE Healthcare, we’ve committed to helping the government and healthcare providers meet this increase in demand for healthcare” – David Utama, President & CEO, GE Healthcare ASEAN

AO: How will GE meet the increased demand for local healthcare delivery via the new programme? DU: As the government and private healthcare providers look to meet the demand of this increase of patients into the country’s healthcare system, the need for technology to support the treatment of those patients is a demand that must be met. In particular, Indonesia’s geographic diversity - the country spans across nearly 17,000 islands - calls for more access to primary care physicians. At GE Healthcare, we’ve committed to helping the government and healthcare providers meet this increase in demand for healthcare by helping to improve access to quality

“There are many ways that we are adapting; one example of this is through the development of innovative healthcare solutions specifically designed for the primary care market”

healthcare through various innovations and technologies. We see strong opportunities for GE to partner with local healthcare systems to meet this increased demand. AO: As a consequence of this change, how is GE adapting its internal processes to benefit patients more efficiently? DU: There are many ways that we are adapting; one example of this is through the development of innovative healthcare solutions specifically designed for the primary care market. We’re investing into research and development for affordable innovations with quality technologies from GE’s global portfolio.

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Interventional System IGS 630

In 2010, GE Healthcare made a commitment to the United Nations to design and deliver evidence-based solutions focused on the Millennium Development Goals 4 & 5. Since then, we’ve been in the field with partners around the world to better understand the needs of patients and clinicians in these low-resource settings; one market which contributed a significant amount of input into our research was Indonesia. Primary care is often the first line of defence for early diagnosis in pregnancy; these clinicians are on the front lines of healthcare and are in dire need of tools to better treat and serve mothers and babies across the world. This year, GE Healthcare will be introducing a new low-cost ultrasound specifically designed for maternal and infant care, created with the Indonesia primary care user in mind. In the past, the source of inspiration

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Hospital beds per 1,000 people in Indonesia

Physicians per 1,000 people in Indonesia

for these affordable innovations has come from regions like China and India. Today, we’re looking at Indonesia as the inspiration for the latest innovations for affordable healthcare. The product will be introduced in the ASEAN region later this quarter, with new markets to be added throughout 2015. AO: Talk me through Indonesia’s main challenges and tell me how GE Healthcare hopes to combat these going forward? DU: Two of the greatest challenges Indonesia faces in terms of healthcare are infrastructure and resources. Today in Indonesia, we’re seeing the following ratios which need to see drastic improvement: Hospital beds per 1,000 people in Indonesia = nine Physicians per 1,000 people in Indonesia = two

This gap represents a major challenge for healthcare providers across the country, but it’s an area that GE Healthcare has identified as a major opportunity to partner with government and private companies to improve. For example, in terms of resources, healthcare education and capacity building are critical to the growth and development of Indonesia’s healthcare system. As part of GE Healthcare’s ASEAN Healthcare Learning Institute (AHLI), the company has a long history of collaborating with healthcare institutions and organisations in Indonesia to help develop the country’s healthcare providers. In Indonesia alone, GE Healthcare has organised more than 75 healthcare education events through AHLI, training nearly 2,000 healthcare providers through AHLI’s events to-date. Our education collaborations include: POGI (Indonesia OB/GYN Association) – Perkumpulan Obstetri dan Ginekologi Indonesia (POGI), in

Revolution CT 3D Heart

Revolution CT System

“GE supported PERKI’s CT Cardiac Education programme with the loan of its equipment (advanced workstation servers) and applications specialists for training” collaboration with GE Healthcare, have joined together to initiate the first ultrasound certified competency training to enhance medical education for OB/GYNs across Indonesia. In support of the programme, GE Healthcare has provided its ultrasound technology for the training and has also provided an educational grant to cover textbooks for trainees and the use of computers during training. PDSRI (Indonesia Radiology Association) – GE provided an educational grant to PDSRI to enable the provision of basic and intermediate MR, CT and ultrasound clinical training to radiologists. To date, more than 400 radiologists have been trained by PDSRI’s panel of renowned KOLs, and through GE’s network. Increasing the level of healthcare education among the radiologists improves competency to enhance the accuracy of diagnosis and subsequent treatment options

to patients, thereby improving both the cost efficiencies and quality of healthcare. PERKI (Indonesian Heart Association) – GE supported PERKI’s CT Cardiac Education programme with the loan of its equipment (advanced workstation servers) and applications specialists for training. These servers were used during training by the participants to process scanned images. Since the programme kick-off last year, GE has supported nine events for the East Java chapter and helped train 60 cardiologists and 30 cardiac residents to date. PARI (Radiographer Association) – In collaboration with PARI, GE has kicked-off a training series for MRI radiographers across Indonesia. The training focuses on the application and technical skills of operating an MRI scanner. To date, 30 radiographers have been trained, and both parties hope to expand the training to other healthcare modalities. We are on our way to achieving great things as GE combats these challenges to build a better healthcare system for Indonesians, and I am confident that the country will live up to expectation as Asia’s next frontier in healthcare.

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is a leading business-to-business publication promoting and showcasing the leading companies across an array of sectors on the continent. Appearing in both digital and print, the publication is aimed at boardroom members and hands-on decision makers, reaching more than 190,000 business executives. Every other month we feature leading companies and business executives by profiling their operations and success stories. Covering areas of best practice, capital investments, the supply chain, innovation and continuous improvement, we aim to promote all that is good about the industry and the region, with your company taking centre stage throughout it all. Producing business profiles across the full range of sectors and every corner of the continent, Asia Outlook is the platform to promote your business success.

Read on for this monthâ&#x20AC;&#x2122;s profiles. Emily Jarvis, Deputy Editor emily.jarvis@outlookpublishing.com

If you want to enjoy the exposure and coverage we can offer, please feel free to contact us to discuss the opportunity further. Tell us your story and weâ&#x20AC;&#x2122;ll tell the world. Matthew Staff, Editorial Director Tel: +44 (0) 1603 959 655 matthew.staff@outlookpublishing.com

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Healthcare POTENTIAL Leveraging its leading position in Malaysia’s challenging industry, KPJ Healthcare is on a mission to promote healthcare tourism and deliver quality healthcare services to all Writer: Emily Jarvis Project Manager: Eddie Clinton

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New hospitals

stablished more than 33 years ago, KPJ Healthcare Berhad Group (KPJ) currently operates 25 hospitals in Malaysia, two hospitals in Indonesia, one hospital in Bangladesh and a sizeable share in a hospital in Thailand. Coupled with its strong network of hospitals in Malaysia and the region, the business recorded significant growth in the number of patients served last year, reporting an increase of more than 100,000 patients year-on-year; taking the total number to more than 2.8 million. As a progressive healthcare provider, comprising more than 11,000 staff members across its clinical, management and administrative teams, KPJ remains committed to investing in leading-edge equipment and state-of-

the-art medical technology in an effort to provide positive patient experiences, as well as improve medical and surgical outcomes. This year, the institution continues to focus energies on three areas; further developing its aged care services, growing its health tourism segment and venturing into other healthcare-related industries that will boost the level of hospital care. “These thriving sub-sectors hold tremendous potential for the future, in line with the increasing consumer demand,” said KPJ in its latest annual report. “For example, in growing the health tourism segment, our aggressive marketing strategies continue to show stellar results as we have expanded our footprint into Asia, the Middle East and East Africa.”

As operators of Malaysia’s largest private healthcare network, capacity expansion - including the recent enhancement of current hospitals and the building of two new facilities - has proved integral to securing growth in 2015. Also, KPJ has been making steady progress in neighbouring countries within the ASEAN. Combine this with the 1,062 KPJ medical specialists (as of year-end 2014) serving in its hospitals, and the organisation is able to demonstrate its strong determination to fulfil the everevolving healthcare needs of the industry; while providing a return to its shareholders and boosting longterm profitability. “With the two new hospitals, the Malaysian network now comprises 25 hospitals. In tandem with the Group’s expansion, we are bringing on board even more experienced medical specialists,” said KPJ. Given the increase in patient numbers in 2014, strengthening the number of hospitals further reinforces not only KPJ’s leading position in Malaysia, but also serves to answer a more substantial demand for high quality patient service, including aspects such as improved waiting times and a wider geographical coverage. “Every patient is a valued member of our clientele, and we truly appreciate a patient’s trust in our capabilities to serve them and their

KPJ Hospital in Malaysia

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Magnetic Resonance Imaging Systems

Healthcare Imaging and Informatics

Toshiba has developed a wide variety of applications, including non-contrast-enhanced MRA, that support faster, more reliable, and more comfortable examinations with top priority given to patient care.

Advance visualization enhances diagnostic confidence by providing the care team with the ability to see more information and measure more effectively.

The excellent technological performance of Toshiba MRI systems, including our quite-scan technology, multichannel RF coil for the whole body and Multi-phase Transmission Technology for 3T, is highly regarded around the world.

Physicians get better information faster, extending clinical options beyond the original window of treatment opportunity and improving the patient care process.

Diagnostic X-Ray Systems Toshiba provides new clinical value in diagnostic X-Ray systems. The systems have been undergoing remarkable technological innovation, incorporating advanced technologies. We support a wide variety of clinical applications for our global digitally network society.

Computed Tomography Systems Diagnostic Ultrasound Systems Toshiba has played an important role in the history of diagnostic ultrasound, developing many important ultrasound technologies including the world’s first mechanical scanning cardiac system. Throughout the years, Toshiba’s innovations have set new standards and created new applications that have significantly extended the capabilities of ultrasound. Toshiba Ultrasound has abundant product lineup and it transforms the delivery of care from diagnosis to intervention, improving clinical quality and patient experience with new technologies to always lead the industry. We will continue to develop important new technologies which can cover a full range of clinical needs, including early detection and diagnosis of disease, image guided treatment and follow up examination.

Toshiba CT systems, with our outstanding image quality and advanced technologies, have earned an excellent reputation and gained an expanding market share. The latest development, Dynamic Volume CT, is expected to lead many new clinical applications. Toshiba will continue to conduct research into new clinical applications in collaboration with the world’s leading clinical institutions and will focus on developing new CT technologies and expanding applications in every field to support an extensive range of clinical requirements.

With over 30 years’ experience as one of Malaysia’s largest medical device providers, Toshiba has built a solid foundation and strong reputation in healthcare medical industry.

NORTHERN 88Q, JALAN MASJID NEGERI. 11600 PENANG MALAYSIA. TEL: +604-6570691 +604-6567293 FAX: +604-657-1154

CENTRAL LOT 2-5, JALAN SU/6A, LION INDUSTRIAL PARK, SECTION 26. 40400 SHAH ALAM, SELANGOR DARUL EHSAN, MALAYSIA. TEL: +603-5192-1188 (GENERAL LINE) FAX: +603-5191-6363 (SALES) + 603-5192-2014 (SERVICE)

SOUTHERN NO. 23, JALAN MOLEK 3/10, TAMAN MOLEK. 81100 JOHOR BAHRU, JOHOR, MALAYSIA. TEL: +607-361-1257 FAX: +607-361-2992

E A S T M A L AY S I A (WESTERN) C-3A (SUBLOT 19), LOT 19317, 2ND PRECINCT @ JALAN STUTONG BARU. OFF TAMAN BOULEVARD, 93450 KUCHING, SARAWAK, MALAYSIA. TEL: +6082-593-848 FAX: +6082-593-608

E A S T M A L AY S I A ( E A S T E R N ) LOT 7, BLOCK I, LINTAS JAYA UPTOWNSHIP, JALAN LINTAS KEPAYAN HIGHWAY. 88300 KOTA KINABALU, SABAH, MALAYSIA. TEL: +6088-723-136 FAX: +6088-728-136

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it will become a sustainable portion of the business in the long-term. For example, we were able to begin operating our own KPJ Senior Living Care at the Tawakkal Health Centre based on experience gained from Jeta Gardens and several knowledge transfer initiatives. “KPJ Senior Living Care has been designed to offer a home-like environment, where quality care is provided to all residents, regardless of ethnicity, social status, religion, belief or political affiliation. Our medical, nursing and other healthcare professionals at the centre will provide comprehensive, effective and efficient care, filled with love and compassion,” highlighted the Company.

Health tourism

KPJ Senior Living Care has been designed to offer a home-like environment

families. The increasing numbers of local and corporate customers is a reflection of KPJ’s dedication to consistently good patient-centric service,” explained the healthcare professional. KPJ hopes that continuous improvements in its service delivery, together with the introduction of new services and aggressive marketing - including key promotional activities will serve to attract more patients.

KPJ Senior Living Care

Through its investment in KPJ Tawakkal Health Centre in Kuala Lumpur, the Sibu Geriatric Health and Nursing Centre in Sibu, and Jeta Gardens Retirement Resort in Australia, KPJ has been able to fulfil its ongoing mission to improve access to healthcare for the aged population. “Having taken the first step in the aged care facility segment, we aim to unlock its full potential in the Malaysian market and are confident

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KPJ has engaged foreign agents in several key markets overseas including Indonesia, China, Bangladesh, the Middle East and East Africa, who help patients to select the KPJ hospital that best suits their treatment needs

Since the Malaysian government identified health tourism as a major growth sector in 1998, there have been significant investments from both the

s one of Malaysia’s largest medical device providers, Toshiba Medical Systems Malaysia Sdn.Bhd (TMSM) has established itself as one of the most reputable players in the wider industry and region. As part of Toshiba Medical Systems Corporation, Toshiba Medical Systems Malaysia Sdn.Bhd (TMSM) continuously working to create new value to help people enjoy a better life with the aims to maximize the quality, safety, and efficiency of medical care, supporting clinical practice with reliable quality and cutting-edge technology. Having built a solid foundation within the industry, Toshiba Medical Systems Malaysia continuously looks to evolve and improve its products and services

Mr.Tan Tuan Shee, Managing Director (left) and Mr.Eugene Kuan, Director (right) of Toshiba Medical Systems Malaysia Sdn.Bhd

TMSM provides the best in class after sales support. In order for customer to enjoy the optimum performance of Toshiba systems, our service engineers and application specialists are well trained at the Customer Support & Training Centre, which is located in Toshiba Medical Systems Corporation (TMSC).

the world through business activities. As a global company having a global perspective, our Headquarters – TOSHIBA MEDICAL SYSTEMS CORPORTATION is making every effort to provide peoplefriendly and earth- friendly medical systems. TMSC is committed to all stakeholders, and strives to contribute to communities around the world, so do we. Implement of 360 Degrees of Safety Toshiba’s safety campaign puts customers first by providing comprehensive (360 degrees) features that ensure safety in all aspects of patients’ safety system operation and work procedures. Environmental Vision 2050 Toshiba Group’s Environmental Vision 2050 and the promotion of harmony with the earth as a philosophy which is indicative of Toshiba Medical Systems Malaysia’s overall approach to doing business: providing a wide variety of leading-edge solutions for the benefit of people around the world, to seek further development in the field of healthcare.

Our commitment and activities: Corporate Social Responsibility (CSR) Toshiba Group considers CSR management as “giving the utmost priority to life, safety, and compliance with laws and regulations” and “contributing to solving social issues around

T +603-5192 1188 (General Line) F +603-51916363 (Sales) +603-5192 2014 (Service) E sales@toshiba-tmsm.com.my www.toshibamedicalsystems.com

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public and private sector channelled into its development. In 2011, KPJ formed a full team to promote health tourism, including foreign staff whose job is specifically to interact with international patients. “This is in order to treat them in a manner they are comfortable with, with the addition of speaking in a language they are comfortable with,” added KPJ. At the hospitals earmarked for health tourism by KPJ in Malaysia – namely its four JCI accredited hospitals and various health tourism

The hospital will boost medical tourism

hubs - the organisation set up international patient counters to serve as one-stop centres for foreign patients, offering a pick-up and shuttle service, patient registration, handling of visa extensions, payment and insurance arrangement, booking of appointments with specialist consultants and other concierge arrangements. Supporting this service in the country, KPJ has engaged foreign agents in several key markets overseas including Indonesia, China, Bangladesh, the Middle East and East Africa, who help patients to select the KPJ hospital that best suits their treatment needs. “These agents then work closely with our health tourism team to arrange every aspect of our foreign visitors’ stay and treatment in our hospitals, from the selection of the right medical consultant to the dates of visits, pick up at the airport and other details,” KPJ further detailed.

PHARMANIAGA

he largest integrated healthcare companies in Malaysia, Pharmaniaga’ s principal activities include manufacturing of generic pharmaceuticals, logistics & distribution, sales & marketing, supply of medical products & services, including hospital equipment’s. The integrated group of companies, processes and people uphold our commitment to deliver quality products and services at all times. Our commitment to enriching life together is guided by our passion for patients and our philosophy of doing business with conscience; a philosophy we will continue to nurture as we journey towards becoming a global total integrated healthcare solutions provider.

www.pharmaniaga.com

KPJ Penang Specialist Hospital

KPJ Tawakkal Specialist Hospital

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KPJ Tawakkal Specialist Hospital

KPJ Selangor Specialist Hospital

SCA is a leading global hygiene and forest products company that develops and produces sustainable personal care, tissue and forest products. Find us at sca.com

Shimadzu (Asia Pacific) Pte Ltd-Malaysia No. 6, Lorong Teknologi 3/4A, Nouvelle Industrial Park 2, Taman Sains Selangor 1, Kota Damansara, 47810 Petaling Jaya, Selangor. TEL: 603-6158 9989 FAX: 603-6158 1889 (Medical System Division) www.shimadzu.com.my

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such as the Malaysian Society for Quality in Health (MSQH) and the Joint Commission International (JCI) for its delivery of education to students. Since launching the first nursing college in the country to offer a three-year Diploma in Nursing in 1991, KPJ has become associated with the highest quality standards in healthcare and many industry firsts throughout its operations. This institute has since been upgraded to KPJ’s flagship Healthcare University College (KPJUC), offering 35 programmes from foundation level courses right through to PhD level. Furthermore, in 2011, KPJ also became the first private provider in Malaysia to have its own medical school. “A significant number of doctors trained by us also actively contribute to the development of new specialists via skills transfer at the medical school. “All of our industry firsts and specialists’ programmes in Malaysia demonstrate KPJ’s capabilities as a strong contender to become the government’s partner in promoting the country as the leading healthcare hub in the region,” emphasised the healthcare professional.

Peads Ward, KPJ Tawakkal Specialist Hospital

These efforts have proven effective, translating into a marked increase in the number of expat and international patients since 2012. In turn, this has resulted in positive feedback when international patients return home, serving to not only increase Malaysia’s healthcare reputation, but foreign confidence in the country as a safe destination for visitors. “We have identified two more hospitals for the globally recognised JCI accreditation to support our growth targets in this area,” KPJ confirmed.

Academia

KPJ believes that to be considered an award-winning leader in healthcare, it is important to build a strong academic foundation for all those interested in a career in Malaysia’s healthcare industry. Its hospitals continue to be recognised by accreditation bodies

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All of our industry firsts and specialists’ programmes in Malaysia demonstrate KPJ’s capabilities as a strong contender to become the government’s partner in promoting the country as the leading healthcare hub in the region

Recognition

KPJ’s undeniable commitment to award winning quality standards in healthcare has not gone unnoticed by professional healthcare bodies. As such, KPJ has been accorded with several awards throughout 2014, including Best Company for Leadership – Private Healthcare in Malaysia 2014 by IAIR Awards’ Excellence in Global Economy; Malaysia Excellence in Healthcare IT Implementation 2014 by Frost & Sullivan; largest private healthcare chain in Malaysia 2014 from the Malaysian Book of Records; HR Asia’s Best Companies to Work for in Asia 2014 by Business Media International; and Global Leadership Awards 2015 from the American

KPJ Tawakkal Specialist Hospital

Leadership Development Association. Also recognised for its contributions and efforts in implementing flexible working hours under the Career Comeback Programme, KPJ values its workforce, honouring gender quality in the workplace throughout its institutions. In addition, the Group prides itself on its position as a respected name in the corporate social responsibility (CSR) sphere. KPJ reaches out to the community through public health screening sessions, health talks and many other initiatives; including via its flagship Klinik Wakaf An-Nur (KWAN) initiative. KPJ highlighted: “The main objective of KWAN is to provide healthcare treatment and dialysis facilities to the general public, particularly the deserving, regardless of ethnicity and religion. We continue to touch the lives of the impoverished and

KPJ Tawakkal Specialist Hospital

The main objective of KWAN is to provide healthcare treatment and dialysis facilities to the general public, particularly the deserving, regardless of ethnicity and religion

underprivileged in communities through management of this initiative.” Since the inception of the first KWAN charity clinic in Johor in 1998, it has served more than one million patients and today, the KWAN network encompasses one hospital in Johor, 20 clinics throughout Malaysia, as well as three mobile clinics in Johor and Selangor. Geared towards continuous expansion and furtherance of healthcare in the ASEAN region, KPJ’s patient-centric focus will remain at the heart of its future plans. With 10 hospitals scheduled for development between 2015 and 2019 within ASEAN, the Group hopes to bolster its domestic footprint and reinforce its reputation for competitive international-standard healthcare offerings, coming with the KPJ stamp of devotion to the best healthcare delivery available.

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Angkor Hospital for Children exists as a centre for excellence in paediatric healthcare that provides much needed quality medical care to Cambodians in need Writer: Emily Jarvis Project Manager: Eddie Clinton upported by donors in Asia, Australia, Europe and North America, Angkor Hospital for Children (AHC) is an independent, non-profit medical facility that is committed to providing quality healthcare to impoverished children in the Siem Reap area of Cambodia. The hospital works in close collaboration with the Ministry of Health and has done so since its founding 16 years ago. AHC’s Hospital Director, Dr. Ngoun Chan Pheaktra urges people to visit the hospital to learn about the hospital care it provides to impoverished Cambodians, and provide their support: “We receive funding from all around the globe and due to this ongoing support, we continue to deliver high quality medical care to children affected by disease and poverty in the country.” Recognised as Cambodia’s first teaching hospital, AHC first opened its doors in 1999 after Japanese-born

Treatment, Education, Prevention who have travelled long Kenro Izu, identified the lack distances to get to the of accessible healthcare for poor children. “Mr Izu had facility,” cites Dr. Pheaktra. AHC provides these a vision to do something services because travel for Cambodian children and associated costs can and greatly supported the often prevent families from hospital in the early days. He seeking medical attention. established the non-profit Over time, AHC has organisation ‘Friends Without evolved from a simple a Border’ in 1996 and after outpatient department gaining the support of 6,000 Dr. Pheaktra, to a fully-fledged hospital health care professionals Acting Executive offering specialist services around the world, Angkor Director of AHC including: Neo-natal Hospital for Children was care, physiotherapy, inpatient and born. Since we opened, the Hospital outpatient clinics, A&E, intensive care, has witnessed immense growth from 7,000 patients a year, to treating more operating theatre providing a range of surgical procedures, and more. This than 160,000 in 2014.” year, a much needed renovation of the AHC has provided more than one emergency and intensive care units will million medical treatments to date, reach completion, in turn expanding educating thousands of Cambodian the hospital’s capacity. health workers and hundreds of families in disease prevention along Securing the right people the way. “Our services are free; we AHC is more than just a hospital and reimburse travel costs, provide food also exists as a Centre of Excellence and areas to stay overnight for those

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The hospital’s guiding principal is to provide quality care to those living in poverty

for the training of Cambodian doctors and nurses in the hospital and beyond. As a non-profit organisation, however, it is sometimes a challenge to find the required skills within the country. “We need volunteers from overseas with expertise in specialist areas that will help us build the knowledge and skills of our own doctors and nurses.

Patient transfer to emergency room

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Only 10 percent of patients now wait more than three hours to be seen, which is an impressive achievement for the busiest unit of the hospital

“Providing high quality care means high quality staff and we have the right programmes in place to provide coaching and build capacity in the medical community as a whole,” Dr. Pheaktra explains. Beyond providing training for its own medical staff, the hospital works with other provincial hospitals to expand their own knowledge of quality care. “Our guiding principal is to provide quality care to those living in poverty. We work with the Ministry of Health to strengthen Cambodia’s healthcare system through the training of doctors, nurses and health workers to play a central role in improving public health for all children,” Dr. Pheaktra says, adding that staff take every step possible to help both sick children and their respective families.

Empowering locals

Early 2014 saw the opening of

Providing hope as well as treatments

AHC’s newly renovated outpatient department. Through generous funding from many donors, the Hospital was able to increase its capacity to treat patients and reduce waiting times. The new and now separate ICU and emergency units were completed in April 2015, which have been designed to improve patient privacy, capacity and quality of care. Since 2010, Angkor Hospital for Children has reached out to rural communities via its Satellite Clinic (SC) which has outpatient, inpatient and emergency rooms and sees more than 50 children a day. “We strive to provide quality healthcare services to the rural population while strengthening the government healthcare system. By coordinating with local health centres at a community level, we hope to further replicate this model where a healthcare structure does exist, but needs improvement,” highlights Dr Pheaktra.

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A N G K O R

H O S P I T A L

F O R

C H I L D R E N

1out of 77

children die before their fifth birthday

US$615

Cambodian gross national income per person

28%

Portion of the population living below the poverty line

4.2%

Angkor staff build strong rapports with patients

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Adults (25+) completing high school

Clinics such as this one are also useful in educating families in disease. For example, HIV positive children are taught to educate their communities about the disease as Dr Pheaktra further explains: “We hope that by empowering children to be their own advocate, local people will become well-informed of the risks. Our plan is to expand this programme going forward.” The goal for Angkor Hospital for Children this year is to consolidate its activities and maintain a stable outlook. “This year is about building a strong foundation from which to grow, accompanied by securing further funding going into 2016 to ensure we can continue to run our existing activities. We are committed to ensuring the Hospital has the fundamentals needed to continue offering much needed quality healthcare long into the future,” concludes Dr Pheaktra.

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O P U S

O F F S H O R E

Best S I M P L E

I S

Opus Offshore is complementing its strengths as a young, dynamic industry player with an international acquisition that puts the business in a prime position within the cyclic oil & gas sector Writer: Matthew Staff â&#x20AC;˘ Project Manager: Arron Rampling

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pus Offshore is on the brink of a major industry breakthrough as its four drill ships gear up for an inevitable rise in the oil & gas market over the next 18 months. Its four benchmark new-builds have been a signal of intent for the Company since its inception in 2011, with its Tiger 1 rig ready to enter the market this June and Tiger 2 having the finishing touches put to it in the dock also. Given the difficulties and challenges currently engulfing the oil sector at present, Opus is currently playing the same waiting game as many other market players in terms of attaining contracts for the new-builds, but the Company’s Vice President of Operations, Peter Burnett, is confident

that once Tiger 1 is picked up and operational, a snowball effect will occur for future rig uptake to fall into place. “When we began building the ships the oil prices were very good and if they had remained as they were, we’d have had them contracted without any problems, but these slumps are very cyclic, and will come around again. “It has also played into our hands strangely because we have been able to build these a lot cheaper in China than we would have been able to in Korea or Singapore, so when the market does pick up, our operating and capital costs are lower too. “We’re ahead of the game in having four rigs ready, so all we need to do is get a contract for Tiger 1, show the market how well they are working and

how efficient they are, and then other companies will have to play catchup, and Tigers 2, 3 and 4 will basically market themselves.”

Track record

Marketing isn’t always a simple task as a new player in the oil & gas industry, with most major oil companies looking for partners who have been active for at least three years, with a proven track record. One way to counteract this challenge is to form joint ventures with existing market players; something which Opus has consequently optimised via a new partnership with Norwegian company, Songa Offshore. The resultant Songa Opus Offshore Drilling venture is an amalgamation

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O P U S

O F F S H O R E

of Opus and Songa’s international division, in a move which is set to open a whole new set of doors for the former. “We purchased Songa International, giving us two older semi submersibles called the Songa Mercur and the Songa Venus, having heard of them through their work in Southeast Asia,” Burnett explains. “This gives us the Songa name attached to Opus, as well as a track record of seven years and a fantastic safety record and operational performance. “When we market ourselves now, we can fall back on their track record, and complement that with the great assets and people that we have here at Opus.” Songa’s reputation for its successful operations in different regions and harsher environments adds further strings to Opus’ bow, with enhanced sharing of knowledge also stemming from the relationship; all of which is set to be beneficial in marketing this enhanced offering to the wider industry.

I.C.E. MAN.

t I.C.E.Man. Consultancy, we have an elite team of experienced course directors, instructors, assessors and consultants dedicated to assist our clients to achieve and maintain a high level state of readiness to deal with major emergency if it occurs.

Songa Mercur

Therefore, a different management technique is required, in order to cope with such situations. MEM techniques are specifically designed to combat these issues. Course participants are trained to manage command, control, communication and stress in a rapid and structured response, sufficient to deal with the incident.

Simple is best

Finding a differentiator in such a fiercely competitive market is imperative, with a lot of rigs currently sitting and waiting to be activated, and a lot of companies behind those rigs desperate for a return on investment on their products. For Opus, these differentiators stem from the ability to be flexible and entrepreneurial in making quick decisions and skipping outdated

MEM training cannot be quantified during your normal day’s operations. Therefore, some companies neglect the importance of MEM training.

Songa Venus

When we market ourselves now, we can fall back on their track record, to go along with the great assets and people that we have here at Opus

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In the oil and gas industry, we are constantly exposed to high risk environments. Though extensive preventative measures had been put in place to reduce or eliminate the probability of unwanted incidents from occurring, when preventative measures fail and major incidents happen, stress levels can escalate rapidly, adversely affecting mental response.

It takes years to build a company’s reputation and track record regarding safety, down time, client satisfaction, technology innovation, personnel competency, environment protection etc. However, with one major incident, the reputation of the company and all prior achievements can be undone. To help overcome this possibility, we have training centres set up in UAE, Dubai, Egypt, Cairo, Indonesia, Batam and a new centre soon to be introduced in Vung Tau, Vietnam. T +65 9712 3442 F +65 6725 8438 E ice.lee@iceman.sg

Incident Crisis & Emergency Management Consultancy

C O N TA C T U S ice.lee@iceman.sg T: +65 9712 3442 F: +65 6725 8438

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O P U S

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SEAWORLD MARINE

eaworld Marine Pte Ltd was founded in 2007, and has grown from 30 staff to over 150. Our expertise and experience is with marine and offshore piping, fabrication and installation. We provide quality services and the ability to finish projects on time, with a notable client base including shipyards such as PPL Shipyard, Sembawang Shipyard, ASL Marine and Shanghai Shipyard. Our diverse range of services includes piping systems, outfitting works, afloat voyage repairs, workshop fabrication and offshore installation works. We are holding WPS endorsed by ABS class and Seaworld Marine is equipped with qualifications which allow us to provide specialized services in offshore high pressure mud systems.

Operators using the purpose built simulator

practices to produce the most efficient rigs possible. “That’s the idea of our new drill ships; they are sixth generation drill ships but we can offer them at third or fourth generation prices,” Burnett notes. “We have equipment on board which is all sixth generation, including features which older rigs simply can’t do. “The efficiency of the equipment operating on these rigs is also far superior to older ones that we’re competing against price-wise.” Optimising efficiencies begins in the planning stage and its target regions of operation, ensuring that the rigs are not burning any unnecessary fuel, producing unnecessary emissions, and are moored to levels of deep water that each ship was tailored for. Burnett adds: “If you’re sitting in the ocean hundreds of miles from anywhere and you’ve got 5,000 feet of water below you and you’re using dynamic position systems to keep you in location, it takes a lot of complicated science and energy to maintain position, as well as a lot of costs. “We don’t have all that on board. We went for the conventional system

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US$2.2 million Amount invested in a purpose built simulator allowing operators to get hands-on experience before they work on the rig

If you’re sitting in the ocean hundreds of miles from anywhere and you’ve got a 10,000 feet of mooring equipment clinging to the sea bed to keep you in location, it takes a lot of science

Seaworld Marine is Bizsafe certified and equipped with ISO9001:2008 quality certification and OHSAS19001:2007 safety certification.

SHANGHAI SHIPYARD CO LTD

hanghai Shipyard Co., Ltd, your sincere cooperative partner in shipbuilding and offshore engineering. • Subordinated to China State Shipbuilding Corporation (CSSC), with excellent facilities for new shipbuilding and offshore engineering • High safety and environmentally friendly, innovative and in pursuit of excellence • Successful delivery of seismic ships, semi-submersible rig, multi-purpose heavy lift vessels and various types of bulk carriers & container ships for worldwide owners • Under construct 5,000ft WD drillships, tender barges, AHTS’ and seismic ships • We are able to satisfy customs all over the world with integrated strength of R&D, design and manufacturing, highly commended by owners with constant explorations in high-efficiency and energy-saving projects

www.seaworld.com.sg Hotline: (+65) 6265 3074

Our company specialized all kinds of piping system as follows: • Afloat and voyage repair work • Piping fabrication and installation work • Workshop fabrication job • Offshore repair work

Shanghai Shipyard is one of the three China State Shipbuilding Corporation (CSSC) Offshore industry bases and distribute to more than 30 countries and regions all over the world. Our products include: seismic research vessel, drillship, tender barge, anchor handing tug supply vessel, multi-purpose heavy lift vessel, medium-sized container vessel, bulk carrier and other vessels.

No.1 Jianghai Road, Chongming County, Shanghai, China 202164 E: business@shanghaishipyard.cn F: 0086-21-69681111 www.shanghaishipyard.cn

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O P U S

O F F S H O R E

MAPS OFFSHORE SERVICES

APS Offshore Services is fast becoming one of the best known companies within the offshore industry with its own team of Engineers, QCs and our very own subsea department. MAPS not only possess the whole suite of capabilities and expertise to take on turn-key projects, we also specialize in upgrading for rigs, all metal fabrication works, high pressure piping fabrication, LARS, accommodation upgrading and fabrication of diving systems. We have vast experience collaborating with numerous eminent offshore companies. Having built up our client base and project capabilities over the years, MAPS Offshore Services is set up with the sole vision of leading it to greater heights. T +65 6266 5727

www.mapsoffshore.com.sg Opus Offshore Tiger 2

which is a very high powered, sixth generation mooring system which allows us to moor and sit there very comfortably regardless of the weather conditions. We also burn as little as 12 tonnes of fuel a day compared to as much as 50 tonnes on ultra-deep water rigs. “Ultimately, we always look to our motto, ‘simple is best’, meaning we run the systems that are simpler to run, with less costs involved and less emissions also.”

Cyclic industry

Over the first four years of Opus Offshore’s evolution the business has been able to rely on two consistent and core structural facets; its role as a subsidiary of the multibillion dollar Reignwood Group in China, and its use of the Shanghai Shipyard. Knowing the latter from previous roles within the industry, Burnett was confident that all aspects of the

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FORUM ENERGY TECHNOLOGIES

Ultimately, we always look to our motto, ‘simple is better’, meaning we run the systems that are simpler to run, with less costs involved and less emissions also

orum Energy Technologies (FET) was formed in the summer of 2010 and with manufacturing and distribution facilities strategically located around the globe, coupled with extensive growth, we are going places none of us could have reached alone. As a global oilfield products company serving the subsea, drilling, completion, production and infrastructure sectors of the oil and natural gas industry our products and our legacy brands represent some of the best known in the business and include highly engineered capital equipment as well as products that are consumed in the drilling, well construction, production and transportation of oil and natural gas.

MAPS Offshore Services Pte Ltd Email: arthur@mapsoffshore.com.sg www.mapsoffshore.com.sg Office number: +65 6266 5727 Fax number: +65 6266 5513

MAPS Services

• Upgrading work for rigs and DSV • Turnkey projects • Standard and high pressure pipe fabrication (4130 XXS) • Fabrication work for all metals • Accommodation upgrading • HVAC systems • Inspection on offshore drilling rigs • Oil & gas equipment sales & brokerage • Oil & gas merger & acquisitions within the marine industry

Equipment • • • • • • • • •

CIW/Shaffer/Hydril BOPs, Rams & Spherical H4 Connectors Mandrels Flex Joints CIW/GE Risers Drill Pipes Top Drives Koomey Units Choke & Kill Manifolds

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Tel: 281-949-2500

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O F F S H O R E

Opusâ&#x20AC;&#x2122; Tiger 1 rig is ready to enter the market

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We Create the Flow Control Technology that Energizes the World.

Tiger 3 will be delivered in the fourth quarter of 2016

engineering and assembly process could be achieved from this Shanghai base, with the cost factor also more efficient than it would have been in either Korea or Singapore. Shanghai Shipyard also allows room for further innovation as has been seen through the recent introduction of a new simulator. Burnett notes: “We have all the experience working out of the shipyard, working with all the equipment that is needed on board, but what we have recently done is purchase a multi-million dollar simulator, built specifically for our drilling systems by guys who work with cyberspace simulators. This allows the worker to sit in an air conditioned room, and train on the simulator, before they go on to the rig.” Keeping a fixed eye on future technologies, trends and continuous improvements is another benefit that comes more easily to a company like

www.c-a-m.com » drillinginfo@c-a-m.com » +1 281 606-6000

In 12-18 months from now, demand will have picked up and I would hope that both Tiger 1 and Tiger 2 will be contracted. Tiger 3 will then be delivered in the fourth quarter of 2016, with Tiger 4 following in early 2017

Opus, and with ongoing collaboration and discussion taking place with industry analysts around the world, the business is fully geared up to capitalise when the market becomes more favourable. Burnett concludes: “In 12-18 months from now, demand will have picked up and I would hope that both Tiger 1 and Tiger 2 will be contracted. Tiger 3 will then be delivered in the fourth quarter of 2016, with Tiger 4 following in early 2017. “Our second phase is to build and operate some semi-submersibles, on which we have carried out pretty much all the engineering and just need investment to get these off the ground once Tigers 1 and 2 are working. “In the meantime, we await the industry to come back, which it will do. This is my fourth cycle and it’s not always fun during the lull, but it’ll come back around again and we are in a great position for when it does.”

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Laying the Foundations to

Dream Even

Bigger Indigenous construction giant, Lian Beng looks to further expand its order book by eyeing joint venture opportunities across Singaporeâ&#x20AC;&#x2122;s industrial, commercial, property and civil engineering sectors

way since opening its doors in 1973. The ian Beng Ltd remains cautiously optimistic of now-Executive Chairman, Ong Pang Aik joined his father to help run the its core construction business, which promises family business in 1978, transforming the Company from a subcontractor to provide a sustainable flow of construction activities through undertaking small-scale civil engineering, Writer: Emily Jarvis to the end of 2017 via an impressive to a building and construction authority Project Manager: James Mitchell (BCA) grade A1 main contractor operating order book of S$821 million, as at November 2014. As one of Singaporeâ&#x20AC;&#x2122;s across the property development, major indigenous building construction Groups, Lian Beng is industrial, commercial and civil engineering subsectors. one of the few which has integrated its civil engineering The A1 rating allows Lian Beng to tender for public sector and construction support service capabilities in order to building projects of unlimited contract value and similarly, offer an all-encompassing solution. its A2 grade in civil engineering allows the Company to tender for engineering projects of up to S$85 million in The construction arm of the business has come a long

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The A1 rating allows Lian Beng to tender for public sector building projects of unlimited contract value

contract value. Apart from construction, Lian Beng also engages in property development, mostly through joint ventures. Some of its completed and ongoing property development projects include; Lincoln Suites, M-Space, Spottiswoode Suites, The Midtown & Midtown Residences, NEWest, KAP Residences, Eco-tech@Sunview and Hexacube. In addition, Lian Beng has also developed and presently operates a workers’ dormitory, through a joint venture at Mandai Estate. “While we have diversified into

property development along with other key areas, construction remains our Group’s main business, forming more than three-quarters of our turnover,” Mr Ong commented in a recent interview. In recognition of its advocacy for sustainable living developments, Lian Beng was awarded the Green Mark Platinum award by BCA in 2010 for its project at 29 Harrison Road, which now functions as the Group’s headquarters. This year, Lian Beng’s Construction Director, Jeffrey Teo expects the local construction industry to remain

Property Development Some of the company’s property development projects include; Lincoln Suites, M-Space, Spottiswoode Suites, The Midtown & Midtown Residences, NEWest, KAP Residences, Eco-tech@Sunview and Hexacube

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Aspri-Westlite dormitory

Groundbreaking ceremony at the Aspri-Westlite dormitory site, Singapore

challenging as keen competition saturates the market along with high labour costs and the foreign worker levy placing a limit on international workers. “In spite of these challenges, we have equipped ourselves with the right strategies, including a vertically integrated business model, allowing us to secure several big projects including the Aspri-Westlite dormitory at Jalan Papan, and Tampines North Drive, which are now in the first phases of development,” he said. Principally involved in construction activities, Lian Beng can also provide value-add construction related services such as the provision of scaffolding and engineering services, the supply of ready-mix concrete, leasing of equipment and machinery, reinforcement bar fabrication and the training of foreign construction labour. “We strive to provide an end-to-end solution that will make any project cycle run as smoothly and efficiently as possible,” added Teo.

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The purpose-built accommodation complete with ASPRI training centre is a strategic development which will support government initiatives to increase productivity levels. The ceremony marked an important milestone in the ASPRI-Centurion-Lian Beng partnership

Designed to house resident foreign workers as part of the government’s long-term plans to create purpose-built living spaces with self-contained living, social and recreational facilities, the 1.5 hectare Aspri-Westlite dormitory is the answer to modern-day living in Singapore. In March of this year, this joint venture between Lian Beng and Centurion Corp celebrated the successful groundbreaking for the 7,900-bed property development, which will be Singapore’s first dedicated and integrated accommodation, featuring a 3,000m2 ASPRI (Association of Process Industry) training centre for the process construction and maintenance (PCM) industry. “The purpose-built accommodation complete with ASPRI training centre is a strategic development which will support government initiatives to increase productivity levels. The ceremony marked an important milestone in the ASPRI-Centurion-Lian Beng partnership. When completed, it will improve worker productivity levels and welfare, contributing to the

positive development of the process industry,” commented Lian Beng’s Executive Chairman, Mr Ong. With completion of these strategically located dorms expected by mid-2016, the plans have been confirmed to meet the stringent requirements of the recently passed Foreign Employee Dormitories Bill, which ensures that the health, safety and security of residents are met with a newly guaranteed high standard; including provision for resident’s social and recreational needs.

Increasing productivity

As Singapore’s government continues to work with the construction industry and support productivity efforts through various grants and schemes, this presents further opportunities for Lian Beng to take advantage of in the future. “The construction industry is brimming with opportunities, given the ever-increasing population resulting in the growing need for improvement and expansion of the relevant infrastructure. “As construction demand increases, the cost of support services is likely to increase too, therefore, we will be examining new ways to improve productivity and address this challenge,” stated Teo. Similarly, as the foreign levy is expected to further increase, construction costs are liable to increase. However, Teo explained that Lian Beng is somewhat insulated from this challenge due to having its own workers and training methods: “We have an overseas training centre to prepare our workers and this is complemented by various construction support services. But we are always on the lookout for ways to continuously improve our internal process methodologies including training and the adoption of new technologies to reduce our reliance on manpower and increase productivity.” Displaying years of experience

Our commitment, your protection Maxx Engineering Pte Ltd was incorporated on 31 January 2003. Our aim is to provide excellent fire prevention and protection system related consultation and technical services to existing or new buildings. We placed ourselves high in terms of objectives & achievements, ensuring all problems are resolved with quality solutions that will meet or surpasses all specifications. Our Team possesses the discipline and courage to do what is right, even under pressure. We have a desire to improve, innovate and excel in what we do and propel the Team towards excellence. This value sustains us in times of difficulties and reinforces our determination to succeed against all odds.

www.maxx.com.sg Email: maxxengg@singnet.com.sg | Tel: 6487 5044

Eco-Tech@Sunview light industrial project

and an impeccable track record, Lian Beng continues to reinforce its stellar reputation in managing large-scale and complex construction projects with a commitment to adopting the latest innovations and showcasing industry excellence. “By actively, but prudently, pitching for further construction projects to maintain our margins, our aim is to further strengthen

our construction order book. The property development side of the business is touted to grow in line with the demand for accommodation set out by the government for foreign workers, and we will continue to seek opportunities to co-develop projects with suitable joint venture partnerships,” Teo concluded.

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G R O U P

Leading

Professionals IN CONSTRUCTION

Jian Huang is leveraging Singapore’s position as Asia Pacific’s central business hub in order to target the growing demand for the construction of warehousing facilities Writer: Emily Jarvis • Project Manager: Ben Wigger

ince 1996, Jian Huang Group has built an impressive portfolio of construction projects which are known for their high quality finishes and timely delivery. With business activities spanning from project management services, rental, sales of equipment, environmental solutions and property development, the Group offers a whole host of solutions to complement the construction industry and associated subsectors across Singapore, China, Vietnam and the Middle East. Key to Jian Huang’s prospering growth in recent years has been its dedication to individual projects through the provision of vertically integrated, value-add services. By nurturing strong relationships with clients, General Manager of Jian Huang Group of Companies, Yew Boon Cheat (BC) believes that the Company’s unique selling point is its enthusiasm not just during a build, but the all-inclusive end-to-end service it provides throughout the design and

construction process: “Our team of highly skilled managers work closely with our clients, examining ways to enhance the value of the project. Each project also has a panel of consultants which is our way of ensuring the creation of the perfect building that meets all the required specifications.”

Yew Boon Cheat General Manager Mr Yew has held positions with an assortment of wellrespected Singapore construction companies, joining Jian Huang in 2013. Bringing more than 14 years of experience in managing large scale construction projects across India, Singapore, Indonesia, Malaysia and the Philippines, he is a valuable member of the senior management team for the Group.

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G R O U P

The business has been the main contractor of three to four construction projects on average every year since 2007, including multi-million dollar industrial developments for a whole host of internationally renowned companies including US semi-conductor manufacturers, Kulicke & Soffa. Further, the Group’s total commitment to safety, quality, cost effectiveness and on-time delivery has enabled it to grow from strength to strength, even obtaining the ISO 9001:2000, ISO 14001 and OHSAS 18001 industry certifications. “We have also developed our integrated management system to better serve our clients, and this philosophy has seen us through times of changing industry trends which have tested the Company’s position as Singapore’s preferred construction partner,” BC highlighted.

Warehousing projects

In March 2015, the Group was selected as the partner for a S$159 million joint venture project with Yongnam, a leading Singapore-based multi-discipline engineering and construction services provider. “The seven-storey JTC Food Hub at Senoko Drive in the Woodlands East industrial estate will comprise 50 modular factory units and an integrated coldroom warehouse facility. Through our interwoven and well-structured construction planning process with Yongnam, we hope to complete the project in the first half of 2017,” stated a press release. Covering 33,000m2 and designed to help small and medium-sized enterprises in the food and beverage industry, the JTC Food Hub makes it easier for companies to outsource their warehousing and logistical needs in

FORMWORK HIRE (S.E.A) PTE LTD

CORE VALUES Jian Huang’s eight core values are adhered to during each individual project undertaken

Professional

Ethics Serious Attitude Sense of

Responsibility

Integrity Principled

Maintain

Good Relationship Teamwork

Ability to

take up

Unparalleled dedication to building projects

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Challenges

• Established for over 20 years, Formwork Hire (S.E.A.) Pte Ltd provides a complete total formwork solution from the customization of design to supply to commissioning of the entire formwork to assist our clients to achieve the highest levels of proficiency. • Our system formwork can be used for foundations, columns, walls, everything from small to large scale. Similarly hydraulic self-climbing formwork can be provided where considered necessary. For slabs we can offer our heavy duty frames and tableforms using system elements that will increase the construction productivity. For tunnels, towers, bridges with special shapes can all be combined with modified systems and special elements. • Over the years, we have accumulated abundant experiences in the hydraulic self-climber for high-rise buildings, civil formwork, bridgeroad formwork, water reclamation plant, biological plant, tunnels and warehouses projects. • Our Company caters to both local and overseas construction industries. • Our constant aim is to provide a system formwork based on speed, simplicity, safety and cost effectiveness. • With our enduring zeal, all new enquiries and projects entrusted to us by our clients are therefore our reward for the tireless efforts and striving for the best system formwork we can offer. T (+65) 6257 9963 E enquiries@formwork.com.sg

www.formwork.com.sg

Big Box

Downtown Line 1 – Tunnel Eye

UIC @ Shenton – Self-Climbing Liftcore

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G R O U P

order to keep costs down and allow for quick start-up. “The project is expected to have a favourable impact on local industry, and reinforce both Yongnam and Jian Huang’s capabilities, placing both in a competitive position in Singapore’s construction market,” the press statement further detailed. The construction of warehouses has been a key focus for Jian Huang in recent years, which reflects Singapore’s status as one of the world’s most prominent logistical hubs. “More and more companies are looking towards Singapore as a base of operations and we are keen to build our reputation for quality warehousing facilities. We have already completed several key projects and will continue to work in this field as we strive to become the preferred construction company of choice,” commented BC.

Complete solutions

Above all else, Jian Huang values its

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P R O J E C T S

BECTON DICKINSON START DATE:

23 July 2012

CONSTRUCTION: Duration: 10 months CLIENT:

Takenaka Corporation

DESCRIPTION:

Proposed Erection of Becton Dickinson Tuas Office Annexe Project at 30 Tuas Avenue 2 Singapore 639461.

workforce and the comprehensive depth of knowledge each member of staff brings to the business. Boasting a staff complement of 450 employees in the construction field and 120 office staff, the Company is ready to fulfil all customer requirements; from architects to designers, building experts to specialist contractors. “We are firm believers that having the highest quality workers is as important as having the best equipment. After all, what good is designing a stunning build if you do not bring the complete solution to the table? “It is vital to effectively manage our workforce and see our construction projects right through to the end, and we have been successful in developing and retaining a pool of dedicated, competent and professional staff who help us achieve this,” said BC. However, Singapore currently faces a shortage of specialist construction workers which is something that Jian

Huang makes a conscious effort to contribute towards. “Governmental bodies and regulatory commissions have clamped down on the number of foreign workers employed by Singapore-based companies, which has presented difficulties for us,” commented BC. “In our industry, having skilled workers is paramount for us to maintan profitability and build on our already extensive portfolio of projects,” he added. While Jian Huang does conduct on-the-job training, it is designed for those who are more advanced in their field. But with the foreign worker restrictions being imposed, the Company has had to look at new ways to harbour quality people in order to ease its own reliance on foreign workers. In line with these staffing issues, the Group is careful not to take on too many projects at a time as Yew BC

P R O J E C T S

RICHLAND BUSINESS CENTRE START DATE:

September 2006

COMPLETION:

Date: December 2007

CLIENT:

RLG Development Pte Ltd

DESCRIPTION:

Construction of a 4-storey ramp-up warehouse with a showroom and office at 5th Storey as HQ.

further explained: “We are mindful of being able to deliver on time and on budget. Of course, we want to have as many projects as possible to add to our substantial portfolio, but we do not want to take on more projects than we can handle and damage our reputation.” Jian Huang is the provider of an all-encompassing construction solution with a newly-ignited international reputation spanning design, build and property management. Accompanied by a dedicated and knowledgeable workforce, the Group continuously meets the stringent standards of its partners and suppliers, making it a trusted subcontractor synonymous with efficiency and the ability to add value to any build. “We bring our strong set of values to every project that we work on and exhibit the skills needed to cement our position as leaders in our field going forward,” concluded BC.

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2ND PROJECT MANAGEMENT INSTITUTE MALAYSIA CHAPTER INTERNATIONAL SYMPOSIUM 2015

E V E N T

F O C U S

Building Tomorrow’s Project Management Leaders THE PROJECT MANAGEMENT INSTITUTE MALAYSIA CHAPTER (PMIMY) - a Chapter of the Project Management Institute (PMI), the world’s largest not-for-profit membership association for the project management profession - will host the 2nd Project Management Institute Malaysia Chapter International Symposium from 17-19 August, 2015 at Hotel Istana, Kuala Lumpur. The 2nd Project Management Institute Malaysia Chapter International Symposium 2015 is HRDF claimable and delegates can earn up to 22 PDUs at the event. The two-day interactive Symposium & one-day Workshop will host more than 250 local and international delegates including 30 leading international speakers representing multinational companies across numerous sectors: AMMAR ABUZAHRA, Director, PLERION SOLUTIONS ANANTHAN SANGGAR, Head of Operations AMEA Client Services, BT GLOBAL SERVICES BARRY JESKE, Asia Construction Program Manager, SCHLUMBERGER

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BRIAN SHUPTRINE, Director – South East Asia, TURNER & TOWNSEND CALLUM BOTHWELL, Managing Director – Asia Pacific, FAITHFUL+GOULD CHRISTIAN JOURDAIN, Operations Director, FUJITSU SINGAPORE CHUA E LONG, Vice President, PMI MALAYSIA CHAPTER; Senior Vice President & Project Director, AXA DAVIDE CATUZZATO, Divisional Director Project Control APAC, AMEC FOSTER WHEELER ERIC KU, Director of Programs, PMI MALAYSIA CHAPTER; Co-Founder & Chief Operating Officer, ITRAIN IZWAN IBRAHIM, Chief Operating Officer, PETRONAS ICT, MALAYSIA JIM LIZARDO, Project Management Trainer, TELSTRA AUSTRALIA; Project Management Training Consultant, THE KNOWLEDGE ACADEMY, AUSTRALIA & UNITED KINGDOM JULIA CHECCHIA, PMO Director, HITACHI DATA SYSTEMS; President, PMI SYDNEY CHAPTER, AUSTRALIA LEE WEI-HARNG, PowerMax Process APAC Director, ALSTOM MARCUS KARAKASHIAN, Project Director, MRT CORPORATION, MALAYSIA

NAJMUL HUSSAIN, Founder & Vice President, PMI-UAE Chapter; DirectorProject Construction, DUBAI WORLD CENTRAL PETER GOPFERT, Vice President Project Management, FLUOR, AUSTRALIA ROBERT GAN, President, PMI MALAYSIA CHAPTER SIMON ROBERTSON, Managing Director & Principal Project Manager and Trainer, ROBERTSON CONSULTING LTD, UNITED KINGDOM WILLIAM WONG, Director of Planning, PMI MALAYSIA CHAPTER; Project Manager Oil & Gas, ICT COMPANY

EVENT

DETAILS

WHEN: 17-19 August, 2015 WHERE: Hotel Istana, Kuala Lumpur REGISTER: pmimy@kwconfex.com WEBSITE: www.pmimy.com

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