Berita BMCC Issue 4/2015

Issue 4 - 2015

Issue 102 PP 11826/07/2013 (032918)

The Future Is Tech

PLUS:

ICT: Delivering The Power To Perform

■

Economy On Firm Footing

■

Issue 4 - 2015 Investment Destination

■

Festive Fun

Issue 4 - 2015

First Lines

A

s we close out the year, we can look back on the last 12 months and acknowledge that despite challenging economic conditions, BMCC has continued to evolve in a positive direction.

The Overseas Business Network Initiative has gained significant traction, particularly in the last quarter, and the team is delivering real value to companies looking to venture into Malaysia. A major milestone and one which has implications for the OBNI, has been the successful accreditation of the BMCC by the British Chambers of Commerce.

This certification has been achieved following a comprehensive review of our systems and operations and serves as an important Andrew Sill Chairman - BMCC

indicator to potential members and business partners that we are a reputable and worthy organisation.

Another key development has been the update to the BMCC Constitution, enabling the introduction of our new Sterling Membership

category and other enhancements. BMCC’s Sterling Membership offers a range of exclusive benefits and is open to any company, large or small, looking to enhance its brand and strengthen its business relationships at the highest levels. See Page 12 for details.

BMCC was honoured to be a part of the recent VIP Luncheon organised in conjunction with our sister chambers from France, Germany and The Netherlands. This saw special Guest Speaker Tan Sri Dato’ Sri Dr Zeti Akhtar Aziz provide a comprehensive and thought-provoking review of the Malaysian economy. See Page 8. Part of our portfolio also includes event management and as such BMCC was the architect of the recent UK Property Seminar featuring presentations on the Northern Powerhouse as well as the London scene. We also helped stage the event by outsourcing specialist AdvisoryKonnect focusing on IT sourcing.

During recent weeks, there have been a number of discussions with High Commissioner HE Vicki Treadell and her team on the greater synergies that can be achieved from an even closer working relationship between our two organisations. As such in 2016, we will be collaborating on several levels to help build Brand Britain in an even more visible way than has already been achieved.

This will kick off in early in the New Year with the launch of the Education is GREAT campaign. While education is already a major pillar of the UK’s trading activity with Malaysia, there is significant scope for further growth in this vital sector, particularly in the delivery of a talent pipeline that is ready for the world of work. And with many of our members involved in this sector, there are likely to be some positive outcomes.

I would like to take this opportunity to thank the team at the Executive Office whose hard work and dedication continues behind the scenes to ensure the smooth running of the Chamber. I should also like to thank you all for your continued support and wish you a Happy and Prosperous New Year!

BMCC 2015 Annual Sponsors PLATINUM:

BMCC Executive Office

GOLD:

PREFERRED AIRLINE PARTNER:

4th Floor, East Block, Wisma Selangor Dredging, 142B Jalan Ampang, 50450 Kuala Lumpur.

Tel: +60 3 2163 1784/2163 1786 Fax: +60 3 2163 1781 Email: membership@bmcc.org.my www.bmcc.org.my Follow us on: BMCCMALAYSIA

Issue 4 - 2015

The Chamber

The British Malaysian Chamber of Commerce is the leading business networking organisation in Malaysia comprising 350 top member companies with an outreach of over 75,000 employees. Since 1963, the BMCC has been a catalyst in providing businesses in Malaysia with support, networking, knowledge exchange and bilateral trading assistance.

We serve as a dynamic hub for enterprise to thrive and businesses to connect with each other, helping to promote and foster trade and investment between Britain and Malaysia.

BMCC is proud to be part of British Chambers in South East Asia or BiSEA, enabling our members to enjoy similar Chamber benefits in eight other countries including Vietnam, Thailand, Brunei, Laos, Cambodia, Indonesia, Myanmar and Singapore.

BMCC Patrons: HE Victoria Treadell, CMG, MVO British High Commissioner YBhg Tun Musa Hitam

Chairman: Andrew Sill, The Royal Bank of Scotland Bhd

Deputy Chairman: David Ng, International SOS Sdn Bhd

Directors: Soo Kim Wai, Amcorp Properties Bhd Bob Olivier, Aspac Executive Search Sdn Bhd Andrew Diamond, Bubblegum Sdn Bhd Datuk Seri Michael Yam, InvestKL Amanda Powell, KL Kudos Design Sdn Bhd Dato’ Larry Gan, OMESTI Bhd Michael McIver, Plus Three Consultants Sdn Bhd Mahendra Gursahani, Standard Chartered Bank Malaysia Bhd Bill Addington, TechSol Sdn Bhd Datuk Peter Wentworth, OBE, Weir Minerals Malaysia

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

BMCC Executive Office Nik Tasha Nik Kamaruddin: Executive Director Stephanie Ho: Director of Events Louis Arokianathan: Finance Manager Agnes Elizabeth: PA & Head of Business Development Afiq Sahidi: Office Executive Aaron See: Marketing & Communications Executive Ralph Owczarek: Senior Project Manager, OBNI Sridaran Sabapathy / Sulita Levaux / Vikramjit Lahiri: Market Research Executive, OBNI

BMCC Magazine Editor: Amanda Powell Editorial Committee:

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

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

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Issue 4 - 2015

In This Issue

IT’S A TECH WORLD

On The Cover

ICT is defining and impacting every aspect of our lives. In a world increasingly driven by data, mobility, speed and connectivity, how can businesses deploy technology to improve performance?

Our feature section has more.

Turn to Page 17.

■ First Lines ................................................. 3 ■ Hot Happenings ........................................ 6 ■ Trade Talk ................................................... 7 >

OBNI: Open For Business

>

Malaysia: On Firm Footing: 4-Chamber Luncheon With Tan Sri Dato’ Sri Dr Zeti Akhtar Aziz

>

Breakfast With The Mayor

>

Investment Destination: Insights Into The UK Property Market Presented by CBRE & Addleshaw Goddard

■ In The Spotlight ........................................ 13

Issue 4 - 2015

>

Bringing An Open Mind: Mahendra Gursahani, CEO, Standard Chartered Bank Malaysia

■ BizInsights ................................................ 14 >

A Tale of Two Competition Laws

By Suzanne Rab & Philip Watkins >

Don’t Sweat The Debt

By Philip Churchill, 90 North Real Estate

■ Cover Story ............................................. 17 > Techology: The Future Is Now ■ Meet Our New Members ....................... 28 ■ News From Our Members ..................... 31 ■ On The Social Scene ................................ 36

BMCC Magazine Reach Your Target Market, Raise Your Profile With BMCC

BMCC Magazine is a powerful platform to reach your target audience.

We offer editorial and customised sponsorship packages as well as advertising at very competitive rates. Does your company have a good story to tell? Get in touch! We want to hear from you!

Sponsorship and advertisement opportunities available!

Deadlines Imminent: Contact: +603 2163 1784 or editor@bmcc.org.my

Issue 4 - 2015

5

Hot Happenings

Dates For Your Diary January 19

February 27

Tues

Weds

OBNI Open Day

BMCC New Year Drinks

9.00am-12.00pm Regus Menara Darussalam

Kick-start 2016 with our first business networking session of the year!

Find out more about the services available through the OBNI team - see opposite

TBC BMCC Speed Networking KL Convention Centre Pitch Your Business in 60 seconds and meet more business contacts in a night than you would in a month!

See below for details.

22-26

Mon-Fri UKTI/OBNI South East Trade Mission Get to know companies from the UK’s South East region looking to do business in Malaysia

Bmcc New year’s drink 2016

March

Join us to celebrate the beginning of 2016!

Enjoy a careful selection of wine, canapés and excellent company. Do come prepared bring lots of business cards for swapping with prospective partners.

14-15

UKTI/OBNI Northern Ireland Trade Mission Doubletree by HIlton Kuala Lumpur More details from the OBNI team at BMCC

21

admission for one person.

BMCC Members are chargeable at RM53 Nett per person.

If you are interested to attend please act now to avoid disappointment!

Mon Alice Smith School 70th Anniversary Alumni Luncheon

Time: 5.30pm - 8.30pm Date: Wednesday, 27th January 2016 Venue: Elysium, Level 32 BMCC Wisma Goldhill, Sterling Members will receive complimentary Jalan Raja Chulan

R.S.V.P. to events@bmcc.org.my

Mon-Tues

Details to be announced

23-24

Weds-Thurs BMCC Delegation To Myanmar Business delegation to this emerging South East Asian market.

BMCC MALAYSIA

BRITISH MALAYSIAN CHAMBER OF COMMERCE LOT E04C1, 4TH FLOOR EAST BLOCK, WISMA SELANGOR DREDGING, 142-B JALAN AMPANG, 50450 KUALA LUMPUR T: +603 2163 1784 / 1786

F: +603 2163 1781

www.bmcc.org.my

For details on all events Visit www.bmcc.org.my Follow us on Facebook for updates!

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Issue 4 - 2015

Trade Talk

OBNI: Open For Business B

MCC’s Overseas Business Network Initiative (OBNI) team held another successful Open Day recently to provide companies with closer insights into the services on offer and the potential opportunities available as a result of the drive to bring businesses closer.

Held at the Regus Serviced Office premises in downtown KL, the event attracted a sizeable number of businesses who were keen to find out more.

The session kicked off with an overview of the Chamber and the benefits of membership, followed by a detailed presentation from Ralph Owczarek, OBNI Senior Project Manager. Break-out sessions were also held for companies to discuss specific enquiries.

Above: Ralph Owczarek, OBNI Senior Project Manager, outlining the scope of services available.

The occasion also provided an opportunity to present the enhanced BMCC Membership Benefits Packages to those present.

Helping businesses to succeed in the UK and abroad

Tuesday 19 January 2016 9.00am – 12.00pm

1 9 JA N UA RY 2 0 1 6

OBNI OPEN DAY

JJoin i us for f the h next OBNI Open Day!

enterprise or are just seeking a stepping stone for your brand-new start-up company to climb its way up, here is your chance to gain access to markets overseas, and our well-trained OBNI team will help you achieve just that!

• Presentations • 1-to-1 sessions with OBNI

Find out more about the Overseas Business Network Initiative (OBNI)

Whether you represent a longstanding multinational

• Morning networking

In 2013, the British Malaysian Chamber of Commerce WHAT’S ONselected OFFERby UK Trade and Investment (BMCC) was (UKTI) as their service delivery partner for UK SME’s in • Malaysia Access tounder the best sector connections, extheprivate Overseas Business Network pertise(OBNI). and business opportunities in both markets Initiative

•

Advice on doing business, evaluation and business This innovative partnership further strengthens the matching between UKTI, Foreign and Commonwealth relationship

Regus Menara Darussalam Level 15 Jalan Pinang

In partnership with:

(FCO) and the British Malaysian Chamber of • Office Market overview, sector research and competitor Commerce, analysis providing a comprehensive service delivery platform that further develops trade between the United • Kingdom Guidance local import and trade regulations andonMalaysia.

Issue 4 - 2015

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Trade Talk

MALAYSIA: On Firm Footing The British, French German and Dutch Chambers combined forces recently to stage the next in the series of 4-Chamber VIP Luncheons. Held at Le Meridien Hotel Kuala Lumpur, the prestigious event saw special guest speaker Tan Sri Dato’ Sri Dr Zeti Akhtar Aziz, Governor of Bank Negara, address the audience with a timely and comprehensive review of Malaysia’s current and future economic climate.

P

ierre Cheyron, President of CCI France Malaysia opened the event by paying tribute to the hundreds of civilians who had lost their lives in the horrific Paris attacks, thanking the audience for the huge outpouring of support that had been received. “They wanted to put France on her knees, but they made us stand up!” A minute’s silence was observed as a mark of respect.

Tan Sri Dato’ Sri Dr Zeti Akhtar Aziz touched on a number of topical subjects during her speech, among them: The Ringgit, Oil Prices, the ASEAN Economic Community and the impact of the ongoing political situation on the business landscape. Her insightful outlook laid to rest several concerns about the nation’s financial stability.

“The world economy is going through a period of intensive development and change.

Global growth is slowing. After seven years of near zero interest, the US has finally indicated a move to raise interest rates. This change in policy, sparked from the collapse of the US economy has affected many countries throughout the world

Right: Pierre Cheyron, President CCI France Malaysia, presents a memento from BMCC to Tan Sri Zeti Aziz

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Issue 4 - 2015

which are dependent on the US Dollar, especially nations within the ASEAN region.

“When the US hinted on policy change, we saw massive outflows. But the policies we have implemented over the years allow us to intermediate volatility in Malaysia. Our fundamentals are strong and the financial reforms we introduced following the 1997 Asian financial crisis are well-embedded

and indeed helped us weather the 2007 global financial crisis. When quantitative easing was introduced, our currency appreciated. In fact between 2011 and 2013, the Ringgit appreciated some 25 percent.

“We have created a bond market, the largest in South East Asia, which is oversubscribed many times. We have built up a buffer, intermediation is possible.

“There has been a significant change in supply of energy; which is now outstripping demand. Thus we have low energy prices and I believe they are here to stay for a few years. With regards to China’s slowdown, we should not be concerned. Structural reforms are being introduced to rebalance their economy to a more sustainable level of growth.

Trade Talk

“On the home front, the Asean Economic Community has finally become a reality.

The Central Bank has been a driver of this integration and in fact it has already been happening for some time. Around 25 percent of our trade and investment is between ASEAN countries.

“On the subject of a single currency, following the ‘97 crisis, the question was posed whether ASEAN countries should emulate Europe in implementing the Euro dollar? The answer was and still is an emphatic ‘No’. The systems, sizes, economic fundamentails of the ASEAN countries are all vastly different. The cost of convergence would be too high.

Financial integration means facilitation through systems. We are all relatively high savings nations – we should make this capital work for us.

“On growth prospects, we have seen steady growth of a very respectable 5 to 6 percent for the last five years. In light of the scenario, we expect a slight dip

to 4 to 5 percent. Again, our fundamentals are good and we have a surplus on our current account. Some of you have questioned the risk of such high levels of household debt that exist but we have already implemented prudent measures to manage this. Malaysia’s corporate debt, on the other hand is relatively low, again supported by the measures we introduced back in the late 90’s.

“The current political situation is like none we have experienced before. But the Central Bank remains focused on what we need to do. Our economic decision-making is intact. We are concentrating on maintaining fiscal sustainability and increasing our potential for growth.

That is our job and we are getting on with it.”

Following her keynote address, Tan Sri Zeti fielded a number of questions from the floor. Pierre Cheyron then presented mementos on behalf of the four Chambers, following which lunch was served.

Top: Tan Sri Dr Zeti Aziz with Heads and senior representatives from the four Chambers Right & Below: The audience was a diverse crowd of multiple nationalities representing the various business interests of the four Chambers

Issue Issue44--2015 2015

9

Trade Talk

Meeting The Mayor

Exclusive Breakfast Briefing BMCC was invited to take part in an intimate Breakfast Session between Datuk Mohd Amin Nordin Abdul Aziz, Mayor of Kuala Lumpur and the Ambassadors of InvestKL. Datuk Seri Michael Yam, Chairman of Invest KL and BMCC Board Director, welcomed the Group ahead of the roundtable discussion which was deemed a great success.

T

he World Islamic Economic Forum [WIEF] returned to Kuala Lumpur for its 11th iteration recently, attracting participation from all over the world. Inaugurated by Prime Minister Dato’ Sri Najib Tun Razak, in the presence of WIEF Chairman and BMCC Co-Patron Tun Musa Hitam, the prestigious event also saw Lord Tariq Ahmad of the UK in attendance.

The Spectacle of SPECTRE

T

he British High Commission upped the ante in style recently with an impressive gala premiere to celebrate the release of Bond’s latest movie, SPECTRE, in Malaysia. Organised together with Sony Pictures Entertainment, the event began with an elegant Cocktail Reception, dramatically staged at the Centre Court of Pavilion KL. A Bondthemed display showcased the finest British luxury and style.

Through a partnership with UKTI, the BMCC exhibited at the Forum alongside prominent British companies in Malaysia such as Trowers & Hamlins, DDCAP Limited, and Needle Partner, who were also leveraging off the event for greater exposure.

Guests included ministers, prominent business leaders and celebrities who enjoyed the red carpet treatment with icecold Belvedere martinis, Bollinger champagne and beer courtesy of Heineken, while admiring the luxurious Jaguar, Land Rover and Aston Martin vehicles on show.

On Day 1 of the three-day event, Prime Minister Najib alongside Tun Musa visited the UK pavilion, greeted by British Commissioner HE Vicki Treadell and Lord Ahmad. Lord Ahmad confirmed that the Islamic Economy is an important channel for the UK to boost its bilateral trade relationships, adding that Islamic commerce has been growing in appeal in the UK. The UK was the first non-Islamic country to host the WIEF, during its 9th iteration.

It was a double celebration for Aston Martin as the evening’s celebrations opened with the announcement that they are returning to the Malaysian market in partnership with Wearnes Automotive Group.

Tun Musa conveyed that he was pleased with the response to the 11th WIEF. He also commended the BMCC for its proactive participation.

A significant portion of businesses that attended the event were from the halal industry and the Islamic finance industry. There was also a notable presence of government bodies such as Iskandar Regional Development Authority (IRDA) and representation from the state of Kedah. Academic institutions such as UiTM and INCEIF were also in attendance.

Aside from business connections and networking, one of the defining features of the event was the idea platform (or Idea Pad). A stage set at the centre of the exhibition hall served as a platform on which speakers, mostly from start-up companies, pitched their ideas and aspirations in an attempt to secure seed funding and/or business partnerships.

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Issue 4 - 2015

Following the Gillette-sponsored Reception, guests made their way up to a special premiere screening of SPECTRE at Golden Screen Cinema, ahead of the film’s official release later that week.

Trade Talk

INVESTMENT Destination T

he UK Property Market has been an investment haven for overseas investors for some years, with Malaysian individuals and institutions increasingly involved in a number of significant ventures. The Employees Provident Fund (EPF) for example has reportedly invested more than £1 billion in the UK and more than 1 billion euros in France and Germany since 2008/09.

A recent seminar organised by the BMCC and presented by experts from the industry provided an in-depth analysis of the real estate investment market in the UK. The event was sponsored by BMCC Platinum sponsor Amcorp.

SPEAKERS ADDLESHAW GODDARD Leona Ahmed [centre]

CBRE Chris Pilgrim

[far left]

Managing Partner – Real Estate

Director - Central London International Capital Markets

Lee Sheldon

Chris Brett

[2nd left]

Partner – Investment Funds & Structured Real Estate

[far right]

Executive Director – UK International Capital Markets

Paul Salsbury [2nd right] Partner

Chris Pilgrim presented a detailed look at the Central London Real Estate Market including a general economic Overview, market outlook, Crossrail and its impact on the property market as well as new commercial and residential developments.

Chris Brett focused on the Northern Powerhouse, a major growth initiative, explaining how the role of cities other than London would come into play. His presentation provided insights into the shift that is taking place in devolution of political power away from the capital into the northern regions. Large-scale infrastructure development will be a key catalyst along with the changing demographic of the main cities across the region such as Leeds, Manchester, Birmingham and Sheffield.

Turning to the process aspects of investment, Leona Ahmed of Addleshaw Goddard gave a detailed presentation on Direct and Indirect Real Estate Investment, outlining likely transaction timelines and demystifying due diligence.

Lee Sheldon then spoke on Asset Management covering sale and purchase issues, the all-important tax considerations as well as exit strategies.

The seminar was made available to a selected number of invited guests from the institutional investor segment. The comprehensive presentations provided a body of information on the different aspects and considerations of the UK property market.

In spite of the situation with currency fluctuations, for those who are serious about looking to make long-term gains, the UK is still a good investment destination.

www.cbre.com www.addleshawgoddard.com

QUALITY OF LIFE & PLACEMAKING CITY CENTRE POPULATIONS ARE GROWING, ESPECIALLY AMONG THE YOUNG

Issue 4 - 2015

11

BMCC Benefits

New In 2016!

BMCC’s Exclusive Sterling Membership

Looking to raise your profile in 2016?

Sign up for our premier level Sterling Membership, providing a range of exclusive benefits and access opportunities Premier showcasing, priority booking and seat allocation at BMCC Events Exclusive Access to high level VIP Networking Opportunities Additional profiling in BMCC print and online media Highly preferential discount rates for BMCC Magazine advertising And many more privileges in addition to our comprehensive packages of regular membership benefits!

Available only to a limited number of companies. Only RM7,500 (excl. GST) To enquire about our membership, email membership@bmcc.org.my BRITISH MALAYSIAN CHAMBER OF COMMERCE LOT E04C1, 4TH FLOOR EAST BLOCK, WISMA SELANGOR DREDGING, 142-B JALAN AMPANG, 50450 KUALA LUMPUR T: +603 2163 1784 / 1786

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Issue 4 - 2015

F: +603 2163 1781

www.bmcc.org.my

In The Spotlight

Bringing An OPEN MIND With a career at Standard Chartered that spans more than 20 years and experience of working in numerous countries, Mahendra Gursahani, CEO & MD of Standard Chartered Bank Malaysia has a truly multi-national perspective on life. We spoke to him about his journey so far and the importance of having an open mind.

O

riginally from India, Mahendra Gursahani was educated in London and qualified as a Chartered Accountant.

He began his career with Arthur Andersen and following a short stint with American Express Bank in Mumbai, he moved to Australia where he began working for Standard Chartered Bank.

It was the period following financial liberalisation there. “Many banks rushed in but it was a short honeymoon. The majority got burned and either downsized dramatically or closed down. They totally underestimated the huge strength of the home-grown banks and the nature of the economy, which was predominantly farming and mining.

It was in the 1990s when the big Depression hit Australia. “I started in corporate recovery and gained valuable experience in the hands-on running of local businesses such as vineyards, tour and travel companies etc.

We did our utmost to rehabilitate the businesses wherever possible, by far the preferred option as opposed to litigation.

gapore which called for his credit management experience, with a move into Group Audit. Travelling throughout Asean during a period of substantial growth for the Bank, he was subsequently approached to move into Finance, an area which he had previously tried to stay away from. He was offered the position of Chief Financial Officer for Standard Chartered Bank Singapore.

Two years on and another opportunity arose this time in the UK as Regional CFO covering Europe and the US. Then came a move into Risk, firstly in London, followed by another stint in Singapore. In 2003, Mahendra was offered an expanded Regional CFO role, this time covering the Middle East and Africa, in addition to Europe and the US, based in Dubai.

years, mostly to Kenya. Even our daughter got the bug. She was studying to be a vet and went to work in a game reserve for a while.

“Everyone is familiar with the Dubai story.

Boom to bust in six years. The Bank was growing fast and the city was literally rising out of the desert. It was a huge market opportunity. With a population of just 1.5 million people and some 190 nationalities, everyone was chasing the same thing - the big opportunity. What stood out the most is how harmonious everything was.

“People are very alike everywhere. There is real talent. We just need to stop looking for differences and start looking for similarities.”

Continued On Page 14

It was during that time that he and his wife became complete Africa-philes. “We fell in love with the place and go back every two Right: Liverpool FC soccer legend Robbie Fowler puts students from Setapak Blind School through their paces.

“It was a great experience to come out of adversity.

And we were supporting the local community, keeping people’s livelihoods going. I learned a lot about credit management and the importance of simple things like regular site inspections.

There’s no substitute for seeing things first hand.”

After a seven or eight year stint in Australia, an opportunity came up in SinAbove: Photography class with group of visually impaired children under the Seeing Is Believing campaign.

Right: A group of Standard Chartered employees in training for the Marathon, complete with tutus, as part of the Positive Living initiative to raise awareness on HIV/AIDS. Continued On Page 14 Issue 4 - 2015

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BizInsights

Bringing An OPEN MIND Continued From Page 13 By 2010, Mahendra was asked to go and head up operations in the Philippines. “There’s another country that is misunderstood. The perception is that it is unsafe but this is wrong. Yes it is beset by natural disasters of epic proportions – floods, typhoons etc – but this defines the way the people live. They are happy in spite of it all. They pick themselves up, rebuild their lives and carry on.

It’s a country on the march with the fastest growing economy in Asean.”

In early 2015, having helped put the Philippines’ business on the map, Mahendra arrived in Malaysia in time to witness the Bank celebrate its 140th Anniversary here.

As the oldest in the country, the Bank has an established presence in the community and has rolled out several of the Group’s global campaigns through its Foundation.

“People are very alike everywhere. We just need to stop looking for differences and start looking for similarities.”

Seeing Is Believing for example is its flagship community programme which addresses avoidable blindness and quality eye-health.

“Incredibly, 80 percent of blindness and visual impairment is preventable or treatable and 90 percent of blind people live in the developing world. What started out as a small ambition has become a global project with millions raised and millions of lives transformed by a simple intervention.”

Positive Living is another of the Group’s campaigns which has been running since 1999 to raise awareness, educate and remove the stigma associated with people affected by HIV/AIDS. Here in Malaysia, the Bank supports Rumah Wake, a home for children affected by HIV, as well as conducting regular projects to distribute free condoms and provide educational guidance.

This year, the Bank has also added a further pillar to its community work with a focus on Autism. “There is very little done here to promote autism awareness. We are working with NGOs and higher learning institutes to help in whatever way we can.”

In closing, Mahendra emphasises the importance of keeping an open mind. “It’s by doing that that we are able to experience new situations.” It certainly seems to have stood him in good stead. www.sc.com

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A Tale of Two Competition Laws

By Suzanne Rab & Philip Watkins The new Competition Law in Hong Kong has wide-ranging implications for businesses based in Malaysia and internationally that have activities and interests in Hong Kong.

H

ong Kong had long remained one of the few advanced economies without a general competition law. (Malaysia’s Competition Act 2010 has been in effect since January 2012.) All this has now changed with the arrival in December 2015 of the Competition Ordinance (CO), Hong Kong’s new industry-wide competition law.

The CO draws heavily on other competition laws including those of the European Union, the US and the UK. Businesses in Malaysia and internationally with activities and investments in or affecting Hong Kong will need to keep abreast of the developments.

New Industry-Wide Competition Law The CO is based around three main “rules”: The First Conduct Rule, The Second Conduct Rule and the Merger Rule, which regulate, respectively: anti-competitive agreements, abuse of substantial market power and mergers in the telecommunications sector.

Before the CO came into force, a limited sector-specific competition law existed under the Telecommunications Ordinance (TO) and the Broadcasting Ordinance.

Under the new regime, while the Competition Commission has the power to apply the CO to all sectors, it and the Communications Authority have concurrent jurisdiction to apply the CO in relation to the practices of undertakings (entities) in the telco and broadcasting sector. There is also a further sector-specific prohibition, the "Telco Rule", prohibiting exploitative conduct by telco licensees.

The new regime has an extra-territorial application - an agreement or commercial practice taking place in Malaysia could be

caught by the CO if it has the effect of preventing, restricting or distorting competition in Hong Kong.

Prohibition On Anti-Competitive Agreements The First Conduct Rule prohibits agreements between entities that have the object or effect of preventing, restricting or distorting competition in Hong Kong. It identifies four categories of “serious anticompetitive conduct”: price fixing; market sharing (allocation of customers, sales, territories or markets); output limitation and bid rigging.

For serious anti-competitive conduct, the Commission will not issue a warning notice before bringing proceedings before the new Competition Tribunal (Tribunal) that has been set up to adjudicate on whether or not there has been an infringement.

In other cases, the Commission must issue a warning notice allowing the entity an opportunity to admit the infringement and enter into commitments. If the entity decides not to comply with the commitments, it will be at risk of the Commission bringing proceedings before the Tribunal.

The First Conduct Rule applies to both horizontal agreements between competitors and vertical agreements (eg a supply and distribution agreement).

Abuse Of Market Power The Second Conduct Rule prohibits entities with a substantial degree of market power from abusing that power by engaging in conduct which has the object or effect of preventing, restricting or distorting competition in Hong Kong.

BizInsights

“The new regime has an extra-territorial application: an agreement or commercial practice taking place in Malaysia could be caught by the Commission if it has the effect of preventing, restricting or distorting competition in Hong Kong.”

There are no bright line market share indicators for determining what amounts to substantial market power. This approach has apparently been motivated by the structural features of the local market.

A range of unilateral conduct is potentially caught including: predatory pricing, loyalty rebates, refusal to supply, exclusive dealing and tying. No warning notices will be issued before the Commission brings proceedings before the Tribunal, although it may issue an infringement notice giving the entity an opportunity to admit the infringement and enter into commitments.

Enforcement Framework The Commission has broad investigatory powers, including the power to require an entity to provide documents or information. It may also conduct unannounced inspections of premises (‘dawn raids’) under warrant.

The Commission does not have the power to determine whether a breach of the substantive provisions of the CO has occurred.

It may issue an infringement notice where it suspects that an entity has breached the First Conduct Rule involving serious anticompetitive conduct.

In other cases, it is required to issue a warning notice providing the entity with the opportunity to admit the breach and enter into commitments to remedy its unlawful conduct.

If the entity does not enter into the commitments or the breach is continuing, the Commission may bring proceedings before the Tribunal.

Sanctions Any business or person found by the Tribunal to be in violation of the CO may face a range of penalties including: •

•

a fine of up to 10 percent of annual turnover "obtained in Hong Kong" (based on the gross turnover of the entity(ies) concerned) for each year of infringement, up to a maximum of three years); disqualification for up to 5 years from acting as a director or being directly or indirectly involved in the management of a company.

The Tribunal may impose a wide range of sanctions including:

•

declaration that an infringement of the Conduct Rules has occurred;

•

an order prohibiting a person from engaging in conduct that infringes the Conduct Rules;

• •

•

interim injunction pending determination of proceedings; an order for damages payable to any person who has suffered loss or damage as a result of anti-competitive conduct; disgorgement of illegal gains (or avoided losses) as a result of anti-competitive conduct.

The Court may impose criminal sanctions for failure to co-operate with a Commission investigation.

Merger Control Hong Kong does not have general merger control at present outside the telco sector.

Transactions that have or are likely to have the effect of substantially lessening competition in Hong Kong are prohibited. Merger control is voluntary - there is no obligation to notify the Commission of a transaction before or after its implementation.

However, the Commission may investigate a merger that falls within the scope of the Merger Rule so it may be advisable to discuss a relevant transaction with it. The need for industry-wide merger control is expected to be revisited in a few years.

Enforcement Trends The Commission has already been active in developing its policies and procedures and in competition advocacy. It has launched a market study into oil pricing and completed a study of the building management market. It has also urged the Government to open up the electricity market.

It seems that businesses are already taking note of the changes - the Travel Industry Council has pledged to rescind its guidance on ticketing pricing. The construction and petrol retailing sectors are also believed to be targets for enforcement.

Business Implications Businesses familiar with Malaysia’s and other international competition laws are well-placed to manage their competition law risk and to take account of the opportunities presented by the new regime.

STEPS BUSINESSES CAN TAKE 1. Review existing agreements and commercial practices for compliance with the First and Second Conduct Rule (and, where relevant, the Telco Rule).

2. Update and implement competition compliance programmes.

3. Parties who consider that they have been harmed by the anticompetitive practices of their suppliers, customers or competitors should consider making a complaint to the Commission.

4. Parties who consider that their arrangements have efficiency benefits may apply to the Commission to determine the applicability

of

the

exclusions

or exemptions to a particular agreement.

Suzanne Rab: Barrister at Serle Court Chambers in London with wide experience of EU law and competition law matters combining cartel regulation, commercial practices, IP exploitation, merger control, public procurement and State aid. Track record in advising on development, implementation and application of new competition laws and regulatory regimes in line with international best practices. Has advised on new competition law regimes in Asia (China, India, Indonesia, Malaysia and Singapore), Jersey, Guernsey, Mexico and the UAE, amongst others.

Philip Watkins: Head of Corporate at Katten Muchin Rosenman UK LLP. Practising corporate and commercial law, with particular emphasis on mergers and acquisitions, takeover offers, strategic investments, joint ventures, and public/private securities offerings. Founder member of Practitioners’ Advisory Board of Masters of Corporate Law at University of Cambridge.

www.kattenlaw.co.uk

Issue 4 - 2015

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BizInsights

UK Real Estate: Don’t Sweat The Debt Borrowers and lenders aren’t pushing UK property prices up, investors are being driven to real estate by external factors.

By Philip Churchill, Founder & Managing Partner 90 North Real Estate Partners LLP

I

t was fascinating to see the market commentary over the summer as professionals pondered whether it was worth leaving their poolside lounger to come back to work or whether we were all doomed.

An article in the UK property press by Richard Dakin, Managing Director, CBRE Capital Advisors, particularly caught my attention.

Richard approached the question of doom from an economic perspective, concluding that he was “struggling to see why we should not remain more positive about the prospects for the real estate market in the short to medium term” and reading between the lines was a tone of “It doesn’t feel like the top of the market to me”.

With summer now a distant memory, the first snow of winter due in London and property prices remaining robust, it’s time to take another look at the question of whether the UK commercial property market is overheated and from the finance perspective.

The debt is important, as it was its exuberance in the previous cycle - whilst not the primary cause of the crash – certainly acted as a catalyst to the speed and pain of the fall.

Interest Rate Impact Ever since the market bottomed out in the summer of 2009, I’ve been asked the same question by investors: “But what happens when interest rates rise?”. My response in recent years has been to point out that rates aren’t rising, they’re actually falling, as the vast majority of purchasers don’t float their interest rate, but fix for a 3- to 5-year term. Such interest rate swaps have been falling, with such swaps roughly half the level they were six years ago and appearing to be on another downward trend.

Borrowers have also been extremely cautious in my experience. It’s taken a long time to ease our institutional equity partners above a 60 percent loan to value. This is where they were comfortable, and still now they would prefer 62.5 percent to 65.0 percent. It really is that sensitive an issue.

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Issue 4 - 2015

Meanwhile, lenders have also remained sane. Margins, still “reassuringly expensive” in the 150-200 basis point range, seem to be rising again and are at least double what they were during the crazy days leading up to the summer of 2007 when the music stopped.

Such sanity is being encouraged by the Bank of England. I recently heard its Executive Director for Financial Stability Strategy & Risk, Alex Brazier, speak at a property event about the stress tests that they are having the banks run; the multiple times more capital the banks are now required to have; and a new benchmark that banks will be required to report on. It all sounded very similar to the debt-yield calculation we are familiar with from our US operations.

The sustainable long-term net income from a property is divided by the loan amount.

Less than say 10 percent is a problem, greater than that is safe.

Best Bet?

article, the equity markets remain volatile.

Bonds maybe? Better yield than your bank deposits, but no real prospect of an upside.

Gold? Down more than 10 percent over the last 12 months and of course doesn’t provide an income.

Meanwhile, I believe that there is a gradual realisation that the world is spinning somewhat slower these days. The OECD has cut its global forecast for GDP growth to 3.0 percent for this year, the value of merchandise traded around the world has fallen 13 percent compared to the first 6 months of last year and there is even talk of interest rates being cut in this “noflation” economy.

In this context, why wouldn’t international real estate investors buy a quality building, with a long lease to an investment grade tenant and be happy with a 5 percent yield (or perhaps even lower?) and the ability to bolt on some modest leverage?

Top of the market? Not from my perspective. Ask me again when bank margins over the LIBOR base rate are back below 1 percent.

So, if debt isn’t to blame for driving commercial property prices up, what is? In my mind, a lack of attractive alternatives and a global recovery that is slowing down.

www.90northgroup.com

The low or no return on bank deposits scenario is well-documented, so what else is an investor to do? At the time of writing this

90 North is an independent real estate investment manager with offices in London, Kuala Lumpur and Chicago.

“Why wouldn’t international real estate investors buy a quality building, with a long lease to an investment grade tenant and be happy with a 5 percent yield?”

Green Student Accommodation, Bradford, UK.

Cover Story

It’s A Tech World Technology forms the backbone of industry, business and everyday life. W ithout it, we could not function. Yet success is determined not by which system or other an organisation chooses to adopt but on fully understanding the business needs, present and future. Utilising technology to deliver greater innovation, better education, slicker e-commerce solutions, effective healthcare, more sustainable food production. Whatever the application, technology is the engine, but the driver is data. Mastering the holy grail of data is key. Turn the page to read more.

Issue Issue44--2015 2015

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Cover Story

Unlocking TECH POTENTIAL

By David Hellier, Director of Learning Technologies Alice Smith School

T

echnology is used at every school to support the already diverse curriculum and to help develop students as individuals and thereby prepare them for a world beyond school; for university and, ultimately, the world of work.

At the Alice Smith School, the curriculum sets out to create students who are problem solvers, who are tenacious and confident and prepared to take risks in their learning. They are encouraged to develop an independence which enables them to make decisions about when and how it is appropriate to use technology to support their learning.

Students are also guided to ensure they are able to make considered judgements about when - and where - it is not appropriate to use technology and to be mindful of how much they are using technology.

A culture of creativity, invention, innovation and anytime, anywhere mobile learning is fostered, which allows students to assess how their learning fits into the wider world and to extend opportunities to collaborate beyond the school community. The aim is to better prepare them to be responsible global citizens with an interest in, and respect for, the wider world.

Students of all ages get to experience a wealth of technology; hardware and software ranging from iPad to PCs, to Google Apps to 3D printing.

The immediate access to technology has broadened and enhanced what is possible in the classroom. This could be something as simple as looking up the share price of a company to explaining their changing fortunes, using online learning tools, collaboration via Google docs or more extended projects such as creating digital content for others to peer-review. All valuable skills that will stand students in good stead when they leave school.

The use of all these technologies is targeted and purposeful with the aim of providing students with a range of opportunities to explore different types of technology and how they can be used to best support their learning and fire up their interest and enthusiasm.

As one of the School’s Year 6 students puts it; "Children love using their technologies so much that if you put devices into school time, they don't even know they are learning."

By giving students experiences of dealing with a wealth of different technologies and different platforms, we are enabling them to learn the skills to adapt to the changing world that they are faced with.

Crucially, they are also equipped with digital literacy skills to help them make sense of the world in which they live. To be critical users of digital technology but also to be responsible digital citizens, who can not only contribute to the online world but to also help shape it.

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Issue 4 - 2015

Technology also enables students to interact with professionals in a way that they could not previously. For example, holding Skype conversations with authors around the world or questioning a scientist in some other part of the globe.

Google apps also offer a range of tools for students to work with, whether it is collaboration on a shared document to produce a group presentation, or using Google Hangouts to engage with teachers when they are unable to have face-to-face lessons.

Teachers also engage with their classes via Google’s Classroom. This enables them to set work and have on-going dialogues with students away from the traditional confines of a classroom. It helps students to stay organised as well as to interact with their peers and their teachers.

“Learning technology has made school fun by unlocking new ways to discover and learn. As well as this, it is easier to ask teachers questions and give in your homework if we're not in school the next day," shared another student.

The pace of technological change is fastmoving and parents also need to be kept informed as to how to support their children. It is important to help them feel empowered to know what technology is out there and how to best support their children in their use of it. As such, the School offers a range of workshops aimed at helping parents navigate their way through this changing tech maze. This includes handson sessions or discussions on screen time and distractions or best practice in online safety.

With technology undoubtedly being the driver of almost every aspect of people’s lives and the world they live in, it is vitally important to unlock the potential that this brings and equip students for wider world.

www.alice-smith.edu.my

Cover Story

The APPS Space

By William Dawkins, Chief Operations Director Reds11 Training & Consultancy

T

he messaging app space is fiercely competitive with many offering their services at no charge to users. The technology behind these apps require significant funding to maintain and update, yet many are free. The answer to this question is much more complicated than one might imagine.

WhatsApp, for example has over 900 million active users and is now owned by Facebook which paid US$19 billion for the acquisition. It is still unclear if WhatsApp is free or not: for the first year, there are no charges; thereafter, there is supposedly a charge of a US$0.99 annual fee or no charge at all, depending on the country you are in.

Based on the trending app acquisition model, short-term profit is not the motivating factor for corporate giants like Facebook, whose main short-term aim is to expand its global user base through mobile phone messaging services. At some stage, Facebook will look to profit from WhatsApp, but they are in no rush and can afford to monitor the market before adding paid-for content.

Another example is Viber which was sold to Japanese’s biggest e-commerce company Rakuten for US$900 million, even though Viber had just made an annual loss

of US$29.5 million. Soon after its purchase of Viber, Rakuten’s shares fell by nearly 10 percent as analysts and shareholders questioned the logic behind the acquisition; however Rakuten increased its user base by 600 million users. The scope for Rakuten to implement its e-commerce and VOIP services and other paid-for content is huge but challenging in a very competitive market.

In-app game purchases and premium stickers are already some of the high earning features integrated into messaging apps delivering revenues in the hundreds of millions. There are official accounts available for corporate companies and celebrities who are charged for the number of messages they send to potential/clients, customers and fans.

The table below shows how fierce the mobile messaging market is and why Rakuten was willing to buy Viber in order to expand its global e-customer base.

Do ads really generate revenues?

Partnerships are now developing between service providers to create additional services for message app users. Alibaba, eBay and Walmart are some of the big names that are working closely with messaging apps companies to develop integrated sales and finance platforms, which will come as part of the apps themselves.

How are apps monetising?

The Tango app already sells products from Walmart and Alibaba; whereas South Korean based KaKao Talk app is establishing joint partnerships with ebay and Tencent to launch a localised e-banking platform without physical financial branches. Messaging apps will or already do allow users to shop, share, play and recommend services such as hailing a cab for someone; snapping photos of a recent purchase, tagging a friend to buy the same product and instantly becoming a loyalty member/fan with rewards tracking system.

App

Corporation

Country Base

No of Users

WhatsAapp

Facebook

US

900 million

Viber

Rakuten

Japan

600 million

WeChat

Tencent

China

600 million

Line

Line Corporation

Japan

560 million

Kik

Kik Interactive

Canada

240 million

Nimbuzz

Nimbuzz B.V

India

150 million

Kakao Talk

Kakao Corporation

South Korea

100 million

Tango

TangoME, Inc

US

100 million

Hike

India Bharti Enterprises & Softbank

India

70 million

In Asia, ads displayed within messaging apps fetch handsome revenues, however, the ads work only if they are professionally produced, are of high quality and display carefully targeted content, otherwise the content is ignored. This can drive up cost for the companies which are advertising while not generating leads, traffic or income.

In western countries, however, users have been found to switch from messaging apps carrying adverts to non-ad alternatives such as WhatsApp – hence WhatsApp (Facebook) being happy to play the ‘wait & see’ game.

WhatsApp - with the backing of Facebook and the market leader by user numbers is still growing its user base and is yet to focus on generating revenues from the app, although there have been rumours of charging corporate users to contact clients/fans.

If this materialises, this would be Facebook’s first major step in monetising from the costly acquisition of WhatsApp. Messaging service providers are still developing strategies to fully monetise from their millions of users without charging an app fee, they must find a way to recoup the billions of dollars invested in technologies and buyouts.

Imagine if you have to login to a social media account to use a messaging service, the potential to track and target users would be greater than ever.

This might spell the end of our privacy on messaging apps, as content sent using these messaging apps may already have provided a clear window as to how we communicate and/or persuade one another, mindset, purchasing criteria, shopping patterns and behaviours and more. In short, an undeletable history of who we are and what we are when we are online!

www.reds11.com Issue 4 - 2015

19

Cover Story

DRIVING Innovation Through Large-Scale Enquiry

By James Wellings Whole School Deputy Head - Director of Innovative Learning Garden International School

O

ver the last three years, Garden International School has been seeking new ways to effectively engage teachers and students in their own learning. This search has been driven by a key question:

How can we engage all learners in an experience that will have an impact upon their learning long after that experience has finished?

In endeavouring to answer this question Garden has developed a “Large Scale Enquiry Programme”. In simple terms this refers to a five-day period within the school year where students from a range of year groups collaborate vertically (in mixed aged groups) to identify, investigate, and draw conclusions on a chosen line of enquiry.

The learning opportunities for students and teachers during this kind of experience are immense. Students become co-constructors of their own learning and levels of engagement are high as they investigate something they are genuinely interested in.

The programme has also allowed the school to experiment and refine the use of technology within the classroom. As part of the “Respect” enquiry, students were tasked with producing a two-minute video designed to raise the levels of respect within the school community. Beforehand, the standard of student filmmaking was extremely low. After building in film-making

workshops, and developing expertise in camera operation, storyboarding and editing, standards have increased dramatically across all areas of the school.

The use of iTunes U has led to the discovery of an effective method of information transmission that is now used by departments and year groups to ensure students have access to key information and tasks anywhere at anytime. Teachers and students have also been able to experiment with a variety of apps and electronic tools that have become regular features in day to day lessons.

In fact, the School was recently recognised

by Apple Education for innovation, leadership and educational excellence, as a result of the successful implementation of a 1:1 iPad programme and the design, creation and delivery of “Large Scale Enquiry” learning.

The enquiries have also created the opportunity to explore the role of the teacher within the modern classroom. A powerful innovation has been to use the concept of “free flow” for the students to investigate the big idea. Normally used during the early years of a school, it allows young learners to freely move around a large area engaging with activities and materials as and when they want to.

Using this idea with 9-14 year olds would be considered by many to be madness! This programme created an opportunity to try it with older students, and it worked, in fact better than could have been hoped for.

Teachers carefully design the experience and then allow students the freedom to explore it. The role of the teacher becomes to watch, question and probe for critical thought rather than to deliver. This theme continues throughout the programme with the adults acting as observers, mentors and coaches. These practices have been adopted around the School and now represent a well-used and understood teaching and learning methodology.

The next enquiry will take place in January 2016 and planning is already underway to further develop a world-class learning experience built on research, innovation and the effective utilisation of the latest technology.

Visit www.gardenschool.edu.my/studentenvironment/innovative-learning/

GIS Large Scale Enquiry Projects

Students explore different aspects of big idea, focus on chosen line of enquiry.

Materials and instruction available through iTunes U app. Students use devices to interact with stimulus materials, organise ideas, produce final outcomes.

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Issue 4 - 2015

Day 5

“Pre-Enquiry”: Mixed aged groups meet. “Big idea” introduced.

Day 4

Day 1-3

“Big Idea”: “Human Rights”, “Respect”, “Broken World”. Something that can be explored and investigated in different ways and from different angles. Students investigate the idea, identify challenges, formulate solutions.

Groups embark on solving identified problem, producing high quality outcome.

Presentation of findings to peers and assessment panel. External experts used as judges to provide sense of authenticity.

Cover Story

UBER: The Ride Sharing Conundrum

By Loong Caesar, Partner, Raslan Loong

A

recent survey conducted by the Malaysian Land Public Transport Commission (SPAD) now shows that an overwhelming 70 percent or more of Malaysians support the use of UBER and Grab Car as alternatives to licensed taxi services.

SPAD itself seems to have had a change of heart over the issue and may even be considering ways of legitimising ride sharing services in Peninsular Malaysia.

However, the legitimisation of UBER as a ride sharing business is somewhat of a misnomer. UBER neither provides rides nor cars for hire so any discussion on legalising UBER (and similar applications) for ridesharing misses the real issue. As an app which merely connects people, UBER is neither illegal nor detrimental.

Law reform should therefore focus on developing a meaningful framework that allows anyone to participate in providing rides if they have an appropriate driver’s licence and a roadworthy and properly insured vehicle. It should also review the current licensing structure of taxis and the Government-sanctioned oligopolies that do not allow the real service providers to take ownership of their own industry.

With such a strong endorsement of ride sharing, it is hard to see what objection there could still be against a business model that is popular, reliable and cost-effective.

Any suggestion that private ride sharing drivers are unqualified would be a contradiction given the ongoing issues with the behaviour and driving skills of a large proportion of licensed taxi drivers.

UBER not only allows passengers to track the location of a driver but enables UBER to assess the route taken by him and his route efficiency. This is a far cry from licensed taxis who often get lost, drive recklessly, refuse to use the meter, haggle over charges, refuse to pick up passengers and do not seem to know what a GPS device is.

UBER’s popularity in Malaysia under these conditions should therefore not be surprising. Its ingenious use of technology to empower people to make informed and

safe choices of their own fit in well with a generation of consumers accustomed to free choice and comfortable with the use of technology. Nonetheless it is viewed with suspicion because it challenges the traditional model of licensed services.

UBER provides a convenient and transparent technology platform for the delivery of transport services by private individuals on the one hand (the drivers), and the consumption of these services by those in need of them on the other (the consumers) through a simple user-friendly mobile app.

By analogy, to deem UBER illegal or dangerous would be akin to saying that LAZADA or eBay is illegal or dangerous. Consumers are merely given a choice and the means to exercise it and that is without even mentioning the economic benefits that this creates.

When a ride is booked using UBER, payment is made to UBER and not the driver. UBER then provides a calculation and a clearing service that determines the fee that will be charged to the consumer and the payment the driver will receive (not necessarily the same).

The reward for the ride is also adjusted against performance criteria set by UBER and aggregated with other reward elements such as responsiveness and timeliness and based on an algorithm built into the app, and so arguably, consideration for providing a ride is not solely for payment of any specific ride.

“As an app which merely connects people, UBER is neither illegal nor detrimental.”

Feedback is welcomed and disputes are moderated by a human being giving users the satisfaction of knowing that their grievances are being addressed almost immediately. Poor performing drivers are penalised so this keeps them on their toes.

If the contractual elements of the ride are dissected it becomes apparent that there is in fact no contract between the driver and the consumer but two separate contracts one between UBER and the driver and another between UBER and the consumer for the use of its app.

The driver looks to UBER for payment and the consumer looks to UBER for connecting it to a driver and pays UBER, not the driver.

Therefore the whole modus operandi by which UBER services are engaged and provided may not even fit easily into the definition of a “public service vehicle service” under the Land Public Transport Act. Malaysians and visitors to the country need an efficient transportation service. If the public transport system cannot be fixed, then it should let UBER and other similar services continue doing what the majority of Malaysians see as a real benefit.

www.raslanloong.com Issue 4 - 2015

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Cover Story

EMBRACING Technology

By Rhoda Yap, Metamorphic Training

I

ntroducing new technology into organisations is never an easy feat, mainly because it involves changing the way people work. Regardless of this, adoption and upgrading of business technology is necessary in order to compete successfully in our digital age. While this is a given in corporations of matured economies and large enterprises in developing ones such as Malaysia, there remains trepidation amongst smaller to mid-size business entities in the latter.

Part of the anxiety towards embracing new technology stems from the numerous horror stories of poorly executed implementation.

The good news is that these stories have commonalities and by being aware of how to avoid these common pitfalls, an organisation can turn what could be a potentially painful experience, into a growth opportunity beyond technology acquisition.

Ways To Capitalise On Technology Investment 1 - Not Just An IT Project It is not unusual for business leaders to fall into a false sense of security thinking that a business technology implementation is solely an IT project which the IT department will and can spearhead. A business technology implementation cannot succeed simply by having an IT team drive it, even if that is where it begins, because it typically involves so many functions.

Companies who successfully implement technology do so by building cross-functional teams that bring people from marketing, operations, and finance. Additionally, in order to achieve cross-functional momentum, visible top leader support and a clear mandate is required.

Common implications of a business leader’s disinterest will range from underestimating the amount of involvement required from line managers, and kyboshing parts of an implementation, without a complete understanding of the implications to the business as a whole.

In the first case, the workforce will likely be overstretched, thus shortchanging the input required to fully realise the technology investment. In the latter scenario, managerial vetoes often involve wasted man-hours.

It is no surprise therefore that in a recent McKinsey Global Institute survey, nearly half of respondents say their CEOs personally sponsor digital initiatives, up from 23 percent in 2012, and CEOs are most often cited as leaders of their digital agenda [McKinsey Global Institute: Cracking the Digital Code September 2015].

In short, business leaders have to own the process in order to ensure sufficient organisational capacity and focus.

2 - Change Is Good More often than not, when asked what they would like to change or improve in a company, employees will rarely suggest a change in themselves. A typical mindset would be “change is good, but only if it happens to someone else.”

Given that any implementation of business technology will invariably involve a change in how people work, change management

Companies that successfully implement technology do so by building cross-functional teams that bring people from marketing, operations, and finance. should be in the forefront of organisational consciousness, alongside leaders’ buy-in.

Whilst larger scale projects typically have separate change management workstreams, an embedded approach can work as well if not better since key personnel will have to embrace change management principles, which would be beneficial to organisational performance beyond project implementation.

In a recent implementation of an enterprise resource planning system, the approach to change management was an embedded one, where the Head of Operations was personally involved in ensuring that all line leaders and front liners were equipped with the necessary skillsets to handle the new system. He successfully managed the change by utilising existing tools and processes in the department. A couple of ways in which this was achieved were: •

Active awareness-building through inclusion in weekly department meetings – “there is no such thing as overcommunication!”

Continued opposite

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Cover Story

Getting ENGAGED With the festive season upon us, this article takes a look at how Guinness Anchor has deployed technology to engage with consumers in its Drink Sensibly Programme.

•

Giving personnel the flexibility to have additional testing and training sessions

•

Creating a WhatsApp support group for the days leading up to go-live and after go-live itself

These seemingly small initiatives that are typically not actively prescribed as part of an enterprise project contributed to the successful go-live of the organisation; as well as the potential longer term up-skilling of the department as a result of a successful implementation.

3 - It’s Not The System.....

“It’s the system” is a dangerous phrase to hear in problem-solving, for the blame is attributed to an inanimate object - our assumption is that we are not dealing with artificial intelligence. Yet, this is quite a common phrase heard in the Malaysian workforce. One of the ways to educate a workforce in this regard is during a technology implementation project.

By involving users in the design of the solution from the outset, employees will have the chance to identify the best way to use the technology for their line of work. Having given input, they will own the solution; and thus have a vested interest to ensure that the new technology is utilised.

Additionally, the testing phase will provide users with a chance to get used to the new technology and prepare them for possible challenges that may arise as a result of using the solution.

The common thread behind these 3 tips is that the focus of a technology implementation should primarily be a people-centric concern. With a people focus, the likelihood of success increases exponentially with a longer term impact for the organisation building its learning capability.

T

he Drink Sensibly programme was first launched in 2011 with the aim of promoting sensible drinking habits and educating consumers on how to make responsible drinking the norm.

Information is provided about the effects of alcohol, how people can determine their limits and what they can do to ensure sensible behaviour. Part of the programme also involves encouraging people to be Ambassadors and take personal responsibility for their own alcohol use.

To-date, more than 140,000 consumers have been engaged through the programme and more than 10,000 front-line staff at outlets have been trained on sensible serving and sensible drinking.

To achieve this, Guinness Anchor identified ways in which people can be engaged and influenced. Understanding the psyche of its consumers, Guinness Anchor used technology to connect with them, using social media, the internet and radio.

On-ground activities were also organised that would appeal to consumers and the potential target audience. One example of the on-ground activities is the annual Responsible Day, an initiative by Heineken Worldwide. On that particular day, several activities are carried out in all markets, all involving Guinness Anchor employees.

The yearly festive campaign gives a further opportunity to seed additional messages.

Most of the initiatives use technology. In 2012, the DS app was launched giving consumers access to information and resources at their fingertips to help them drink sensibly and party safely. Over 7,000 people have downloaded the app and can access the DS platform in a couple of seconds wherever and whenever they want. A DS website was also launched with tips for consumers on how to control their consumption.

In 2013, the App and the website were linked with a social media contest inviting people to share pictures of themselves wearing DS T-shirts to win prizes.

In 2014, the importance of responsible drinking during the festive season was reinforced via a series of entertaining but educational mini webisodes. Over 6,000 people watched the videos, generating lots of positive reactions.

This year, a series of videos has been launched, reinforcing the message that drinking sensibly is the smart choice for a great night out without embarrassing yourself, your family and friends, your peers or being the cause of a more serious incident.

A fully refreshed DS website has also been launched with more tips and tricks, and important facts.

Such activities continue to help raise awareness within the business and drive home the message of responsible consumption and how moderation can be the accepted social norm. Guinness Anchor looks at what its brands do in terms of activities and makes sure it has a presence at these events, enabling it to reach more consumers.

Rhoda Yap – MBA (Cornell), LLB (King’s) - is Managing Director & Chief Trainer at Metamorphic Training Sdn Bhd, which offers customised management training including seminars in managing business technology and change management workshops.

As Guinness Anchor Berhad celebrates its 50th Anniversary in Malaysia, the company is looking to the future. The role of technology will continue to impact every aspect of daily life and the company’s approach will evolve based on what’s new and what its consumers expect.

www.metatrainings.com

www.drinksensibly.com.my Issue 4 - 2015

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Cover Story

The DATA Game As organisations face new challenges in their quest to improve revenues, manage costs and increase advocacy, a holistic approach is needed to address the impacts of sourcing priorities for enterprise level companies within the new technology landscape.

This article from outsourcing specialist AdvisoryKonnect explores.

T

he Internet of Things has become a powerful force for business transformation and its disruptive impact will be felt across all industries and all areas of society.

Yet, the Internet of Things is technically just another channel. What feeds it is Data. And according to Khawar Ali, CEO of AdviroryKonnect, data is not being used effectively. “By 2020, it is likely there will be 44 times more data available. But data needs more insights. Organisations need ensure the management of data flows.“

Data can be used to manage customer experience, to reduce risk and cyberthreats or be predictive such as with regards to the weather or in a hospital environment.

The 4Rs of Data - Recognise - Remember - Relate - Recommend come into play for data to become the driver to build business. Data is derived from a number of sources: social media, audio and pictures or video. For example, financial transactions, medical records, mobile phones, and social media activity.

What does this mean for IT providers? It means everyone is a player. “The way CIOs buy technology is changing, with partnership models being seen. Smaller IT firms are more open to a collaborative approach.”

Data-As-A-Service is also in the frame, but will require the right standards, governance and controls to be put in place.

“In this kind of scenario, the key to success lies in a number of factors: Those who can integrate; those who can collaborate and co-create; those who can share outcomes; those who adopt new technology that is distinctively innovative or based on a new business model.

“For example, a company pays for a software licence but then gets a level of customisation free.”

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Issue 4 - 2015

The pain points for making the shift are not insignificant. “One of the most challenging by far is legacy systems and changing the mindset of the organisation. Reassuring, convincing them that they can and should leave behind their existing system which, no matter what upgrades they make, will not keep pace with future data management requirements.

“The other major pain point is payment systems which in some jurisdictions are not state-of-the-art, making cross-border transactions costly.”

Data In Sourcing As the complexity of sourcing rises and clients become increasingly sophisticated, data and analytics will play a central role in sourcing advisory. Finding the next set of opportunities and optimisation will benefit greatly from analytics and not just expert advice.

Corporations are under pressure to reduce costs and one of the key drivers for outsourcing strategies is to improve P&L. But financial drivers should not be the sole reason for outsourcing and the economic imperative should not override the business case.

Holistic Approach Outsourcers need to move away from the transactional play towards a value-based model. A holistic approach across the sourcing model is required, so that the complete sourcing proposition can be packaged as a service. The package should encompass a combination of technology enablement, collaboration, domain expertise and optimal location as well as price.

Collaboration Collaboration can add value by bringing new expertise and fresh ideas into the sourcing mix. Outsourcers can partner with technology vendors, sharing benefits as well as challenges. By using an established platform, speed to market is increased and the outsourcer will be in a better position to offer an end-to-end solution to clients that has already been tried and tested.

Domain Expertise Organisations want to work with vendors that talk their language – be it retail, manufacturing, telecoms, financial services or government. They are reassured if they know that the outsourcer has experience in their sector. The transition period will be shorter and smoother and the client can tap into a pool of established knowledge that the outsourcer has gained through delivery of services to other clients.

Location, Location Clients may choose to offshore to reduce cost or onshore to gain proximity to the client and end-customer. Nearshore can also reduce costs and provide multilingual capabilities to centralise and optimise resources.

The type of process that is being outsourced - eg data processing, back office services, application development, customer experience etc, will influence the choice of location. Understanding the client’s business will help the outsourcer to recommend the optimal locations.

The Role Of Technology Although IT is key to the value play in outsourcing, the technology is no longer a USP. The important thing is how it’s applied within an organisation. The adoption of the latest technology should be channelled into value for the client. And that value will ultimately deliver benefits through improved processes, better efficiency and those cost savings that the client’s board demands.

AdvisoryKONNECT is a premier advisory firm with over 30 years of combined global sourcing expertise. It specialises in connecting global enterprises with the world’s leading services firms.

KL Office: Tel: +603 2615 7997 Email: info@advisorykonnect.com

www.advisorykonnect.com

Cover Story

DISRUPTING Convention

The Internet of Things, digital transformation, big data/analytics – all a billed bill d as ‘the ‘th nextt big bi thing’. thi ’ But B t what h t do d these th developments d l t really mean for most organisations? We talk to Chia Yong Wei, Group Chief Technology Officer at OMESTI to find out more.

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ll of these trends will resonate with the big boys in the industry as they are much talked about. However, the reality is: adoption remains to be slow, not just for this part of the world, even in more advanced economies such as the US and Europe.

Gartner predicts that smart home adoption and utilisation of IoT will remain slow until 2017, when more usable and cost-effective devices become available.

Closer to home, IoT is high on the agenda for IBM, Hitachi and the other big boys in the industry. Enablement programmes to get local partners involved are being discussed but ‘real’ business models are not quite there yet.

On the other trends, there is a lot more traction. I do see quite a push in the big data space and digital transformation, specifically in the telco and banking space.

Of late, a few local banks are pushing hard to improve their overall customer engagement and provide a real omni-channel experience. However, the banks will have to adopt and adapt quicker if they intend to keep pace with market trends. Alibaba and Tencent are good examples of companies that are eating up market share in the traditional bank space.

Telcos around the region are more efficient and creative with customer information, generating more upsell and cross-sell opportunities between their mobile, broadband and, for some, their media offerings.

Related to IoT, wearable technology is picking up, specifically with endurance sports enthusiasts and general consumers who are keen to track their day-to-day activities.

The storing of data on the cloud, aggregating and presenting the data points via different channels makes consumption of data simple and opens up other possibilities of using data to improve one’s lifestyle.

What challenges do most industries/ companies face?

Costs aside, the complexities of introducing a digital platform in a legacy environment for a bank or a government agency for example are not insignificant. Digital security is a key concern; system performance and user expectations are other challenges which each tend to work against each other.

Telcos around the region have already gone through quite a significant digital transformation, with most of them upgrading their CRM and billing platforms and implementing a general tech refresh a few years ago. The focus now is on moving into the content, digital advertising and payment space.

Telcos are certainly disrupting the payment space, and why would they not, given that it’s relatively easy for them to create a mobile wallet of sorts, providing convenience to users? The only challenge is to link up the ecosystem to allow payments via this new channel.

That said, the three key challenges I see are: 1- Integration to legacy platforms; 2Large enterprises are still delivering systems and solutions in very traditional and rigid models; meanwhile the new players deliver their business capabilities via agile methodology and respond to challenges in the way a start-up would; 3- The leadership teams in most large organisations are well aware of the challenges and importance of the digital revolution, but, in many cases, have not been able to mount a strong enough response.

How is Malaysia keeping pace with the speed of change?

Malaysians are a fairly tech savvy bunch; we like technology, we embrace new concepts fairly well. On the talent side, I think our universities are producing decent technically skilled resources, the basics are there.

What the new graduates lack though is the ability to articulate and collaborate in English. As a result, in the tech space, it’s almost impossible to deliver a large solution with multiple partners in this region without involving external resources.

How well is the SME sector served by tech companies?

Based on a discussion I had recently with Microsoft on O365 adoption by SMEs, the take-up rate among SMEs using the cloud and collaborating online is encouraging.

With regards to the enterprise applications business, such as HR and Payroll systems, ERP [Enterprise Resource Planning], Accounting and Procurement systems, CRM and so on, the sector remains under-penetrated. At Omesti, we are moving into this space to help with new subscription-based solutions that will allow SMEs to conserve capex.

When he’s not developing enterprise solutions for clients at OMESTI, Yong Wei is a keen sportsman. An accomplished tennis and badminton player, swimmer and runner, he has endured the ultimate test by completing the full Ironman challenge! He says the focus required helps keeps him sharp for business!

www.omesti.com Issue 4 - 2015

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Cover Story

Access ONLINE Technology is providing aspiring accountants across Malaysia with access to online courses for professional qualifications.

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ccording to Chief Financial Officers (CFOs) of top publicly listed companies in Malaysia, employers are increasingly only recognising professional accountancy qualifications from the internationally recognised bodies such as ACCA, ICAEW, CIMA and CIPFA. In Malaysia, there are approximately 32,000 registered members of the Malaysian Institute of Accountants (MIA), or approximately 900 citizens per accountant.

If the nation’s target of 60,000 professionally qualified accountants by 2020 is to be achieved, the accountancy industry cannot depend solely on fresh graduates. Instead, it must look at up-skilling the current workforce.

accountants, a higher number of people will look to up-skill to advance their careers.

Why Live Online Learning?

Teaching specialist Kaplan has been running its Live Online accountancy courses in the UK for several years, and it is now one of its most popular courses with proven success.

Earlier this year, Kaplan launched Live Online Learning in Malaysia, with people from all over the country signing up for the programme. The decision to launch into Malaysia arose out of the need for a strong base of accountants to support the coun-

Top 3 reasons given by Malaysian graduates for not pursuing professional qualifications: 1. High cost of programmes: 25 percent 2. Lack of necessary time: 25 percent 3. Lack of support from employers: 18 percent

However, many people may not have the time or support to attend the traditional classroom formats that are offered. Outside of the main cities in Malaysia, there is little provision of accountancy training and within the cities easy access to a high quality tuition provider is often a challenge.

Transforming The Landscape The Asian eLearning market is expected to reach US$11.5 billion by 2016, and Malaysia is the country with the second highest growth rate in the world.

Based on this, Kaplan believes that online learning in Malaysia has great potential to grow. In addition, the Government’s goal to make Malaysia an accountancy hub also contributes to this potential.

As of 31 December 2014, broadband penetration in Malaysia stood at 67.5 percent of the population and that number is growing.

This will allow a larger audience to access high quality accountancy training without needing to travel to a physical classroom.

Together with the demand of the accountancy industry for professionally qualified

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try’s growth potential. Kaplan courses help Malaysian accountants take that first step towards achieving a competitive and globally accredited qualification through online learning.

How is Live Online Learning Different?

Live Online Learning is a 100 percent live classroom experience conducted online in a ‘virtual classroom’ allowing study to take place anywhere in real-time via live video streaming. There is also an interactive chat panel for students to speak with their tutor and other members of the ‘class’. Each lecture is recorded for easy playback as many times as students like.

The pass rates for Live Online are proven with the most recent ACCA pass rates some 34 percent higher than the ACCA global average.

Kaplan Live Online Learning is designed for those who wish to pursue a professional accountancy qualification but are not able to commit to classroom learning because of busy schedules, traffic congestion or lack of access to quality accountancy programmes.

Juggling work, study and career advancement is now possible with online learning.

Contact: calum.shepherd@kaplan.co.uk Tel: +44 7432 600834

www.kaplan.my

Cover Story

FASHION Traction

How Technology Is Transforming Fashion eCommerce THE ICONIC. Employing more than 2,000 people in those 10 countries, the Group’s localised sites offer an extensive collection of top international and local fashion brands and products.

As Luca Barberis, Managing Director of ZALORA Malaysia says, “Our model is based on delivering the best online shopping experience possible. Unlike other e-commerce channels which don’t necessarily have a local presence, we can service our customers more quickly and efficiently.

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“We have a better undersanding of the markets where we operate and our lead times for delivery can be much shorter.”

nless you have been hiding on a faraway island without access to the internet or mobile data connection, chances are you will have heard of ZALORA. An attractive name with an equally attractive value proposition, this company which was founded just over three years ago is taking the world of fashion e-commerce by storm.

International [British included] brands such as Mango, H&M, Topshop/Topman, Warehouse, New Look, and River Island are all available on the Zalora site along with a wide range of shoes and accessories from leading brands.

Within that short timeframe, Zalora has been redefining online fashion throughout Asia by providing the latest high-street fashion and trends, combined with innovative technology and customer service. The heart of its mission is to address a fashion market of 600 million people in SE Asia and Australia, worth a cool US$63.5 billion.

When it comes to selecting which labels to carry, Luca stresses that the process is very thorough and stringent. “We always look for quality labels that refresh their collections frequently so that we can maintain our high standard while providing plenty of choice.

The ZALORA Group already has an established presence in Singapore, Indonesia, Malaysia & Brunei, the Philippines, Thailand, Vietnam, Hong Kong and Taiwan. In Australia and New Zealand it operates as

In order to ensure that there is always sufficient selection on the site, to cater for changes in seasonal fashion for example, the decision was made quite early on to introduce its own label collection. “We have greater control of the range available and this also differentiates us from a conventional fashion platform.”

In Malaysia, the split of customers is around 60 percent women, 40 percent men, across an age range of 18 to 35. In terms of reaching its audience, marketing campaigns and partnerships with telcos, all the major banks in Malaysia and transport apps have helped drive success – the company is experiencing a phenomenal 2530 percent year on year growth in terms of sales.

One of the biggest impacts in driving sales however has been the introduction of the ZALORA mobile app. “While internet penetration is generally high in Malaysia, the percentage of people shopping online is still relatively low. Plus when ZALORA first started, the use of mobile for e-commerce was not mainstream. Since we brought in the App, there has been a marked increase in online purchases, a trend that we believe will only continue to grow.”

The company also sets up pop-up stores to reach specific target audiences, or in conjuction with a particular event or promotional campaign. The stores are usually in operation for around two to three weeks. “This provide new customers a chance to explore the sizing types but they still have to buy online.”

With a dedicated warehouse in Shah Alam, and six more across the region, the average delivery time is about two days. One key feature of the ZALORA value proposition is the ability for customers to pay in cash, something that not many e-commerce channels provide. The company has also created a good name for itself with its transparent returns policy.

Luca himself hails from Genoa, Italy, and having studied finance he quickly decided he wanted a career in a fast-track industry so he began looking in the tech sector.

After a two-year stint at Google in Ireland, he ran his own digital agency for a couple of years before deciding to rejoin the ‘corporate’ world.

He heads a team of some 150 staff in KL of multiple nationalities. Spread over two floors at Southgate in Sungai Besi, the office houses buying and marketing teams complete with a dozen photographic studios where fashion shoots for the full range of products are carried out.

This year, ZALORA teamed up with the British High Commission as a partner on the GREAT Retail Campaign. “Our aim is to push e-commerce to new heights. By having an open mind and experimenting with new ideas, we believe it’s possible to increase the size of the overall pie for all!”

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New Members

A warm welcome to our new members!

ERC Equipoise Pte Ltd Established energy industry experts in global exploration, field development planning, M&A activity, dataroom hosting and evaluation, independent reviews, CPR/IQPRs, audits, training. Also acts as expert witness for court and equity determinations. Current client base ranges from small start-ups, city finance institutions, private equity firms, mid cap E&P all the way up to Expert Witness for Super Majors. Over 45 technical staff, geologists, geophysicists, engineers and economists split between UK and Singapore offices.

250 North Bridge Road, #14-01 Raffles City Tower, Singapore 179101.

Tel: +65 6332 5161 Email: seaston@ercequipoise.com www.ercequipoise.com Stewart Easton - COO - Asia Pacific Region

ERC

equipoise

CSA (M&E) Sdn Bhd Founded in Hong Kong in 1995 in response to Asia Pacific’s need for consultancy practice to deliver premium level construction and design advice. Offices in Hong Kong, Macau, London, Abu Dhabi, Dubai and Kuala Lumpur with qualified engineers to successfully project manage and design the largest industrial, commercial, educational, residential, retail, leisure, hospitality, mixed developments and infrastructure projects. Providing Building Services Consulting; Feasibility Studies; Surveys; Due Diligence; Supervision; Infrastructure. Broad range of experience makes for more complete industry knowledge, meeting clients’ business objectives through diligent service and innovative application of engineering fundamentals.

Suite 7.23, 7th Floor, Wisma Central, Jalan Ampang, 50450 Kuala Lumpur.

Tel: +603 2181 6268 Email: malaysia@csa-eng.biz www.csa-eng.biz Andrew Marks - Associate Director

Wells Cathedral School One of oldest schools in Europe (founded AD909), offering boys and girls aged 3-18 a modern education set within beautiful historical backdrop. Located in heart of Wells, smallest city set in English countryside, with easy access to Bath and Bristol and its international airport. Only school that provides internationally-renowned specialist music scheme recognised by the government. Providing range of opportunities: specialist mathematics, 40+ co-curricular activities, strong creative arts programme, competitive/noncompetitive sports, and full choral tradition with Wells Cathedral. Proven record in academic excellence.

Wells Cathedral School, The Liberty, Wells, Somerset BA5 2ST, UK. Tel: +44 (0)1749 834 200 Fax: +44 (0)1749 834 201 Email: m.coote@wells-cathedral-school.com www.wells-cathedral-school.com Elizabeth Cairncross - Head (pictured) Mark Coote, Director of External Relations

Golden Salamat Resources Sdn Bhd Established in 2002 in Dubai as Golden Crown Group by group of medical doctors, engineers and business managers with specialties in different fields. Certified Partner of Accreditation Canada International (ACI) for South East Asia, a not-for-profit, independent organisation that provides health authorities and organisations with an external peer review to assess quality of services based on standards of excellence. Services include Direct International Accreditation, Healthcare Educational and Advisory services designed to help governments and organisations improve quality, accessibility and efficiency of healthcare services and systems to be able reach international recognition. Clients include governments, regional health authorities, hospitals, and community-based programmes and services from both public and private sectors around the world.

Level 15, Menara Darussalam, No. 12, Jalan Pinang, 50450 Kuala Lumpur.

Tel: +603 2178 6372 Fax: +603 2178 6301 Email: contact@goldensalamat.com www.goldensalamat.com Dr. Bahram Vahdani - Business Development Manager

Not a member yet? Find out more about one the most dynamic and connected business networks around!

Call 03 2164 1784 or visit www.bmcc.org.my today!

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New Members

Maybank London Maybank is among Asia's leading banking groups and South East Asia’s fourth largest bank by assets. International network of 2,400 offices in 19 countries with presence across all 10 ASEAN nations, as well as key global financial centres namely Malaysia, Singapore, Indonesia, Philippines, Brunei Darussalam, Vietnam, Cambodia, Thailand, Hong Kong SAR & People's Republic of China, Bahrain, Uzbekistan, Myanmar, Laos, Pakistan, India, Saudi Arabia, Great Britain and USA. Offers extensive range of products and services, including consumer and corporate banking, investment banking, Islamic banking, stock broking, insurance and takaful and asset management. Over 47,000 employees serving more than 22 million customers worldwide.

L: Muhammad Saleem R: Russ Albert - Head - Transaction Banking, Financial Institutions & Distribution

74 Coleman Street, London EC2R 5BN, UK. Tel: +44(0)20 7382 2283 (Russ)/ 7382 2269 (Saleem) Fax: +44(0)20 7638 9329 Email: FITB@maybank.uk.com www.maybank.com

Tendeka Globally recognised completion systems provider for Upstream Oil & Gas industry, operating in both conventional and unconventional reservoirs. Offering client value across the production lifecycle, increasing returns and creating value for clients’ wells by providing high quality, innovative completions and well services, significantly improving well performance. Proven track record in designing, engineering, manufacturing and installing leading edge completion solutions with particular emphasis on inflow and sand control, zonal isolation and downhole monitoring. Operating across network of 18 regional bases, strategically located in key energy hubs including Asia-Pacific, the North Sea, Middle East and USA. Level 32, Menara Prestige No. 1 Jalan Pinang, 50450 Kuala Lumpur.

Tel: +603 9207 9797 Fax: +603 9207 9788 Email: gillian.king@tendeka.com www.tendeka.com Gillian King - Vice President –Asia Pacific

AdvisoryKONNECT Premier advisory firm with over 30 years of combined global sourcing expertise. Globally recognised firm networked within sector and industry decision-makers. Connecting global enterprises with the world’s leading services firms, managing the process of finding the right partner with the right solution. Proven track record in developing sales management processes within ITO & BPO industry. Providing brokerage services including access to Capital Markets, Commodity Outsourcing and Mergers & Acquisitions. Services also includes Event Lifecycle offering.

UK: 14 Basil Street, Knightsbridge, London, SW3 1AJ. Malaysia: Menara Maxis, 26th Floor, Kuala Lumpur City Centre 50088 Kuala Lumpur.

Tel: +44 (0) 203 371 7394 +603 2615 7997 Fax +603 2615 2699 Email: khawar.ali@advisorykonnect.com info@advisorykonnect.com www.advisorykonnect.com Khawar Ali - CEO

Expatriate Expert INC Involved in business relocation consultancy and overseas study consultancy by assisting people of Bangladesh to establish business in Malaysia. Operates as interceder/mediator on behalf of Company Secretaries of Malaysia. After conducting initial due diligence, collects necessary documents from potential clients and supplies those to Company Secretaries to incorporate companies for them in Malaysia. Also assists clients to appoint Approved External Auditors and assist them with filing with Inland Revenue Board of Malaysia. Also acts as advisor to Malaysian businesses wishing to establish operations overseas in the USA, UK, Australia and Canada.

15A, 1st Floor, Lorong Meranti 1, Off Jalan Kenanga, 55200, Kuala Lumpur.

T: +6011 3556 2301 Email: expa.expe@gmail.com www.expatriateexpert.weebly.com www.expatriateexpert.wordpress.com Syed Aftab Ahmed - Managing Director

Check out our new BMCC Sterling Membership and enhanced benefits across all categories. www.bmcc.org.my Issue 4 - 2015

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Issue 4 - 2015

Members News Crown Malaysia Wins Gold At HR Vendors Of The Year Awards Crown Malaysia has scooped the gold award for Best Relocation Company at the HR Vendors of the Year Awards 2015. The event is one of Asia’s largest award ceremonies to celebrate the achievements of organisations that serve HR professionals. Almost 120 organisations were shortlisted as the preferred vendors across 21 categories. The winners of each category were judged by senior regional heads of HR from across Asia.

Commenting on the awards, Leon Hulme (Managing Director, Crown Malaysia) said: “We are delighted to be recognised as the number one relocation company in Malaysia. It’s a fantastic way to end 2015, the year of the Crown Group’s 50th Anniversary.” www.crownrelo.com/malaysia

British Airways Dreamliner Arrives In KL To Provide State-Of-The-Art Flying Experience Flying to London can now be a dream experience with British Airways thanks to the arrival of the brand new Boeing 787-9 Dreamliner, the latest and most technologically-advanced aircraft. Robert Williams, British Airways’ head of Asia Pacific sales said, “The Dreamliner is the ultimate in innovation, environmental performance and operating efficiency; I'm sure our customers in Kuala Lumpur are going to love it.”

The state-of-the-art 787-9 aircraft will become a mainstay of the British Airways’ fleet over the next few years. It offers a whisper-quiet cabin pressurised 2,000 feet lower than other aircraft (6,000 feet), providing greater humidity, reducing the drying effect of the cabin air. Smooth-ride technology also provides extra comfort during any turbulence.

The next generation First has been created specifically for the Boeing 787-9 Dreamliner. With just eight seats compared to the usual 14 on other British Airways long-haul aircraft, the First suites have been painstakingly designed based on feedback from First customers.

The bespoke lighting in every cabin can be set to reflect the time of day, and much larger windows offer views of the horizon from every seat. Visit the website for more details and special fares. www.ba.com

New Holiday Villa In Johor Bahru Set To Open In New Year Come February 2016, a new 28-storey upbeat hotel in the bustling city of Johor Bahru will open its doors, under the Holiday Villa brand. The 4-star hotel is strategically located in the shopping, entertainment and food & beverage hub along the main road of Jalan Dato’ Sulaiman in Century Garden, a 30-minute drive from Senai International Airport and 4km from the ferry jetty at Stulang Laut.

Available Available Multiple Locations atat Multiple Locations Around Town Around Town www.regus.com.my www.regus.com.my details forfor details

Want to see your business news featured? Send with accompanying image to editor@bmcc.org.my

Featuring 345 guest rooms and suites in Superior, Deluxe and Executive Suite categories, all are well-equipped with modern amenities. For dining and entertainment, the hotel offers restaurants, cafeteria, pub and bistro, nightclub, sky lounge, piano bar and karaoke. Seminar rooms, an auditorium and a Grand Ballroom that can accommodate up to 800 persons, cater for a range of meeting requirements. An infinity swimming pool, a fully equipped gymnasium, spa, sauna, massage and foot reflexology complement the facilities.

The Johor Premium Outlets, Legoland Malaysia Theme Park, and other kid-friendly attractions as well as Pinewood Iskandar Malaysia Studios are located within a half hour’s drive from the hotel.

Tel: +603 2162 2922 Email: centralresv@holidayvilla. com.my www.holidayvillahotels.com

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Members News

KL Convention Centre Scoops Second rAWr Award Adding To Haul Of Industry Accolades Kuala Lumpur Convention Centre has been announced as winner for the second year running of the rAWr (Recognising Award Winning Results) Awards 2015 for ‘Purpose-Built Convention & Exhibition Centre Award For Excellence’ in the Business Events category.

The rAWr Awards is a collaboration between the Malaysia Convention & Exhibition Bureau (MyCEB) and the Malaysian Association of Convention and Exhibition Organisers and Suppliers (MACEOS) covering 27 categories within the four main components of the industry - Business Events, Conventions, Incentives and Exhibitions.

This latest award is the seventh for the Centre in as many months with others being Expatriate Lifestyle Malaysia’s Best of Malaysia Awards 2015 for ‘Best MICE Experience’, Asia Pacific MICE Awards 2015 for Best Conference Venue, International Association of Convention Centres (AIPC) Innovation Award 2015 for TenOnCall, Meetings Industry Marketing Awards (MIMA) 2015 for Best Email Marketing Campaign for its Culinaria campaign and the Chaîne des Rôtisseurs Malaysia Chapter’s ‘Bailliage de Malasie Fine Dining Award’ (Confederation of the Chaîne des Rôtisseurs Malaysia Chapter Fine Dining Award) and ‘Dato Lau Foo Sun Excellence in Dining Award’.

Axis-REIT Announces RM61m Acquisition Of Freehold Industrial Facilities In Iskandar Axis-REIT has entered into a sale and purchase agreement to acquire four pieces of freehold land with four single-storey facilities located at i-Park, Indahpura. i-Park is a gated and guarded industrial scheme located in the Flagship Zone E of Iskandar Malaysia, featuring green concept detached and semi-detached facilities. With a total land area of 3.95 hectares and connected and accessible by all major road networks between the key development zones in Iskandar, the property is currently leased to a manufacturer of high precision plastic and metal components, Beyonics Technology [below]. The proposed acquisition will increase the total fund assets under management to RM2.15 billion and is in line with the fund’s strategy to achieve growth in net asset value by acquiring high quality, earnings-accretive properties with strong recurring rental income. www.axis-reit.com.my

www.klccconventioncentre.com

Tony Gee’s Expanding Workload Prompts Move To Larger Premises Since opening its KL office in 2013, British Engineering Consultants Tony Gee and Partners has steadily expanded and now employs 10 full-time staff. Additional recruits are being sought in response to a rising local workload, requiring a move two floors up at Plaza Mont’ Kiara into larger premises to cater for the growing headcount. Over the last two years, the Malaysian office has been actively involved with several of the ongoing urban mass transit projects in the Klang Valley and Penang, as well as providing technical support for other offices within the Tony Gee Group. Overseas commissions have included bridge designs for road and rail schemes in Hong Kong, the Philippines, Australia and New Zealand, and design of complex temporary works for projects in the Middle East and the UK. B-11-01, Block B, Plaza Mont Kiara, 2 Jalan Kiara, 50480 KL. Tel: +603 6206 1332 www.tonygee.com

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Members News Volunteers from DoubleTree by Hilton Kuala Lumpur recently joined forces with Kuala Lumpur City Hall to fight dengue by spreading awareness of dengue prevention among children, young people and the business community. “The number of dengue cases is rising in Malaysia and it remains one of the nation’s top killers with a 36 percent increase reported compared to the previous year,” said General Manager Jean-Sebastien Kling.

DoubleTree Kicks Off Dengue Awareness Campaign Rewards Couples In Anniversary

The campaign kicked off with an event held at Sekolah Kebangsaan Sentul with more than 150 volunteers present from the Hotel, KL City Hall and secondary school children from Sekolah Menengah Kebangsaan Seri Ampang. During the event, more than 60 mosquito repellent trees were planted within the school vicinity to help provide protection to the school children.

In other news, the Hotel wrapped up its 5th Anniversary Celebrations by rewarding a total of 60 free tables to 17 couples for their 2016 wedding. Chew Wei Chuan and Leanne Chew were crowned as grand winners of the Crazy, Speedy, Love Wedding Race, securing 20 free tables worth more than RM50,000. There was high excitement amongst the participants as they prepared to go through the ‘Five Vows of Marriage’, which essentially made up the five stages of the race. The event was first held five years ago when DoubleTree by Hilton Kuala Lumpur began operations in 2010. www. KL.DoubleTreebyHilton.com

Get The Bond Experience

Garden School Marks UN Day

Go On A 007 Adventure

Promotes Global Goals Mission

London has always played a starring role in James Bond’s adventures and to celebrate the release of the new movie Spectre, British Airways has unearthed 10 of the best 007-themed things to see and do when visiting the capital.

The extended community of Garden International School students and parents led an engaging assembly recently to raise awareness of the ambitious United Nations Global Goals.

Delivered through song and speeches by the GIS students, the key message focussed on the theme that together we can make a difference. The students appealed to the parents to pay it forward and share with the wider community the UN Global Goals mission of: Ending extreme poverty; Fighting inequality & injusustice; Fixing climate change by 2030.

From driving an Aston Martin at Silverstone, to riding the River Thames Spystyle, ordering a Vodka Martini at the Dukes Hotel Mayfair, right through to getting suited up at Savile Row, there are 007 experiences a-plenty.

British Airways flies to London seven times a week from KL into the awardwinning Heathrow Terminal 5, now with the 787-9 Dreamliner added to the fleet. www.ba.com

To complement the experience, the GIS Parent, Teachers & Friends Committee organised a shared international breakfast, featuring over 100 popular delicacies, among them Malaysian nasi lemak, English sponge cake, Japanese sushi and onigiri, Swedish and Danish pastries, Korean kimbap, Chinese dumplings, Indonesian dessert, Italian bruschetta, Singaporean kaya bread and more.

The diversity of the GIS community was also showcased at its UN Day celebrations when students came dressed to impress in clothing from their home countries. www.gardenschool.edu.my

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Members News Standard Chartered Wins SME Award

TMI Launches Shift!

For 11th Year Running

Sharing Stories Of Business Transformation

Standard Chartered Bank Malaysia has been awarded the Sahabat Negara SME Award in the 2015 SME Recognition Awards (SMERA), organised by the SME Association of Malaysia. This is the 11th consecutive year that Standard Chartered has been recognised for its role in promoting and developing small & medium enterprises in the country.

In early 2016, TMI is launching “Shift! Powerful Stories of Organisational Transformation”, presenting a collection of real stories of transformation projects from 25 TMI offices around the world spanning North America, South America, Europe, Asia, Australia and Africa.

Pictured: Alina Grace Tan, Director of Business Development, Priority Clients (second from right) receiving the Award on behalf of Standard Chartered Bank Malaysia from YB Dato' Seri Ahmad Husni Hanadzlah, Minister of Finance II. www.sc.com

George Aveling, CEO of TMI Malaysia and co-editor of the book, says, “Shift! is a rich treasure chest of ideas and approaches that have worked for organisations around the world in their quest to transform their people and their businesses. These are real stories of change, of hope, resistance, inspiration, success… and, as happens, failure. Written by people on the ground, who have been sweating hard to help organisations make the Shift happen, the handson lessons are for anyone who wants to learn more about the complex, fascinating, often frustrating yet highly rewarding world of organisational transformation.”

Contact: george@tmimalaysia.com or call TMI on +603 6203 4410

Mongoose Secures Record Haul

Wells Cathedral School Musical Talent

At Magazine Industry Awards

On Show At KL Reception

Mongoose Publishing brands ELLE Malaysia, Esquire Malaysia, Expatriate Lifestyle, Men's Health Malaysia and Time Out Kuala Lumpur claimed a total of fifteen awards at the industry showcase MPA Awards recently, the highest number of award wins for any English language publishing firm. The MPA Malaysia Awards are the country's flagship celebration of the magazine industry and this year attracted nearly 140 entries.

Wells Cathedral School hosted a reception at Newen's Tea House, Starhill Gallery recently as part of a week-long visit to KL by Head Mrs Elizabeth Cairncross and Wells Cathedral School Foundation CEO Mark Coote.

Mongoose scooped six awards for magazine design including two Golds for Esquire Malaysia and four for editorial features including two more Golds, this time for Men’s Health.

Five wins were secured in the Front Cover category, including two more Golds, firstly for ELLE Malaysia June issue featuring Angelina Jolie, and for Esquire's April 2014 "Twin Peaks Issue", which featured Malaysian model twins Thanuja and Anuja Ananthan. www.mongooseasia.com

Supported by the BMCC, the event was an opportunity for this ancient and successful school - founded in AD909 - to meet up with former students and their families, as well as current and future students and their parents.

As well as its renowned and flourishing academic programme, Wells Cathedral School is also one of only four schools in England supported by the UK Government in delivering specialist music to students with significant musical talent. At the Reception, Mark Stringer, Director of Music, introduced three specialist musicians from Wells who are all from KL - cellist Ian Lum and pianists Julian Chan and Cameron Goon - who all performed parts of their current musical repertoire. The School is in the process of constructing a state-of-the art multi-million pound concert hall designed by award-winning London architect Eric Parry.

The School also delivers a pioneering specialist scheme for mathematicians’, the only such scheme in Britain. www.wells-cathedral-school.com

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InsideBiz

This article is informed by material contained in notes by one of the authors on LexisCompetitionPSL.

Issue 4 - 2015

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On The Social Scene

Festive FUN ENCHANTED Wood

I

t may have been a sweltering 35 degrees of tropical heat outside but the festive spirit was definitely in play inside at this year’s BMCC Christmas Corporate Luncheon, in spite of the lack of snow!

Taking on the theme this year of The Enchanted Wood, the Ballroom at the Intercontinental Hotel KL was suitably decked out in greenery and rustic decor. The 300 plus guests arrived early to take advantage of the pre-event reception giving everyone a chance to catch up with friends and colleagues.

Once the doors opened, guests were greeted with the stirring sounds of the Sunway University mini-orchestra belting out Christmas favourites.

BMCC Chairman Andrew Sill [below] highlighted the progress of the Chamber during the year and gave a flavour of what lies in store for 2016, including

a new suite membership benefits and a much closer collaboration with the British High Commission.

British High Commissioner HE Vicki Treadell [below right] picked up the thread in her own speech after reminding the audience that this time last year she had only been in post six weeks. “The mission in the last 12 months has been to put Great Britain on the map and I think we can say we have done a lot to achieve that.

“We have organised some landmark events, not least of which was the visit to Malaysia by Prime Minister David Cameron together with a large and diverse contingent of ministerial and business visitors. This happened to coincide with one of the most dramatic weeks in recent Malaysian political history. It was most definitely not business as usual.

“But, our relationship transcends political hiccups and it is important that as diplomats and business people we lean in, keep that relationship warm and stay positive. There are huge opportunities at stake.

“The coming year will see the start of the Education is GREAT campaign which is be-

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ing launched in Malaysia ahead of rollout to other countries in the region.

We also want to foster female talent and create a space for debate, open people’s minds and instil greater creativity in how we brand Britain.

“It’s going to be a GREAT year ahead and we look forward to our reinforced partnership with BMCC!”

On The Social Scene

Following lunch, guests were treated to a wonderful performance by local artiste Stephanie van Driesen [above right] whose beautiful voice soothed any jangled nerves with a selection of festive favourites. Then it was time for the much-awaited Lucky Draw with some fabulous prizes given away, not least of which were the two business class tickets to London courtesy of British Airways!

With Big Thanks To All Our Event Partners & Prize Donors!

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On The Social Scene

Cyber Vibes C

yberview Resort & Spa was the gathering point for the recent Cyberjaya Tour and Networking Evening attended by some 40 guests led by BMCC Deputy Chairman David Ng. Cyberview Sdn Bhd Managing Director Faris Yahya was also in attendance. The main aim of the event was to provide BMCC members with a better understanding of Cyberjaya Technology Park, the concept behind its development and the chance to meet some of the businesses based there.

Cyberjaya was established as a premier IT hub to develop the tech sector in Malaysia following the commissioning of The Global Technology Hub Blueprint study. The concept is based on the principle of attracting and consolidating key resources and specific capabilities at Cyberjaya science park in order to position technology as a driver for the country. Companies that have based their operations at Cyberjaya include a number of global majors such as Dell, HP, HSBC, Shell, IBM, AIG, Deutsche Post DHL, Western Digital, Intel and Ericsson.

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Following a tour of the area, the guests made a number of new contacts during the lively networking session at the Cyberview Resort & Spa.

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Issue 4 - 2015