Berita BMCC - Issue 4/2016

Issue 106 PP 11826/07/2013 (032918)

Issue 4 - 2016

SERVING PURPOSE The World of Hospitality, Service and Destination Management

PLUS: ■ BBCiM Means Business ■ A Festive Affair ■ Ushering Issue 4 - 2016 In The New Year 15522_BMCC-Iss4 2016-Final.indd 3

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BRITISH E I H

T

CE

L

DO

L SCHO O NA

ERNATIO NT

NDO DISCIM

US

The British International School Kuala Lumpur

Officially recognised as the top British school in Malaysia The British School of Kuala Lumpur is the only school in Malaysia to be awarded Excellent in all areas of educational provision by a UK government approved inspectorate.

To find out more visit www.britishschool.edu.my Issue 4 - 2016

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First Lines

A

s events across the other side of the world continue to unfold, and markets react accordingly, businesses in Asia are contemplating what the future holds and regrouping their resources to ensure they are able to withstand whatever may arise.

Equally, as British Prime Minister Theresa May pushes ahead with the process for Britain to exit the EU, there are clear signs that the UK and UK companies in particular are determined to explore opportunities beyond Europe. The BMCC is watching these developments very closely.

As such, our OBNI team has been even busier than usual responding to enquiries from companies looking to do business here. The team is currently engaged on a number of market studies and research for key clients in a wide range of industries.

Andrew Sill Chairman - BMCC

On the back of this growing interest, the Chamber has taken the next step in its journey of transformation to become the international gateway for UK businesses entering Malaysia with the opening of the first of its

kind business incubation centre. Known as the British Business Centre in Malaysia or BBCiM, the Centre is located adjacent to the BMCC Executive Office in downtown KL. The BBCiM is set up to provide a range of office facilities and business services for companies looking to establish a presence in-country and we were honoured to have the official opening conducted by visiting UK Minister of State for Trade & Investment Rt Hon Greg Hands, MP. Read more about what’s on offer at the BBCiM on Page 10.

Our Annual Corporate Christmas Luncheon was a resounding success with over 300 attendees making the most of the occasion to forge new contacts and cement old friendships. For those of you who missed it, you can soak up some of the atmosphere from the report on Pages12 and 13.

As we move into the New Year, we recognise that the business landscape is constantly evolving. With this in mind, we are tailoring the portfolio of services that we offer to ensure that as a member your organisation is provided with the optimum blend of expertise, advice and connectivity. Our strong relationship with the British High Commission and Department of Trade teams continues to open up new avenues and opportunities.

One major milestone in the coming weeks will be the departure of our current Executive Director Nik Tasha Kamaruddin who has been with us for just over three years. Her contribution to the development of the Chamber to build it into the professsional organisation it is today has been outstanding. On behalf of the Board, the Executive Office team and the membership at large, we wish Tasha a fond farewell and all the very best for her future.

Taking up the reins from Tasha is Aurelia O’Reilly, who brings significant experience of working in a business environment in multiple locations across South East Asia. She has already been involved in a number of Chamber meetings and I know she is looking forward to meeting as many of you as soon as possible.

With this issue, we also say goodbye to the print version of this magazine Berita BMCC, as the Chamber shifts to an increasingly digital platform. Our weekly newsletters will continue to keep members updated on topical issues and other news. And of course you can follow us on Facebook, Twitter and YouTube for the latest on our events. Whichever platform you choose, make sure you stay connected with BMCC. It’s the right place for business.

BMCC Executive Office

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 - 2016

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The Chamber

The British Malaysian Chamber of Commerce is the leading business networking organisation in Malaysia comprising 250 top member companies with an outreach of over 50,000 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 beneÀts in eight other countries including Vietnam, Thailand, Brunei, Laos, Cambodia, Indonesia, Myanmar and Singapore.

BMCC Patrons: HE Victoria Treadell, CMG, MVO - British High Commissioner YA Bhg Tun Musa Hitam

Chairman: Andrew Sill - HSBC Bank Malaysia Bhd

Deputy Chairman: David Ng - International SOS Sdn Bhd

Directors: Dato’ Muthanna Abdullah - Abdullah Chan & Co Soo Kim Wai - Amcorp Properties Bhd John Stocker - BAE Systems International Datuk Zainal Amanshah - InvestKL Andrew Diamond - IsItUp Sdn Bhd Amanda Powell - KL Kudos Design Sdn Bhd Dato’ Larry Gan - Maybank Investment Bhd Mohamad Hanif bin Hashim - Petrofac Malaysia Saji Raghavan - Rolls-Royce International Mahendra Gursahani - Standard Chartered Bank Malaysia Bhd Bill Addington - TechSol Sdn Bhd Professor Graham Kendall - University of Nottingham Malaysia Datuk Peter Wentworth, OBE - Weir Minerals Malaysia

Ex-OfÀcio: Sarah Deverall, British Council Tony Collingridge, OBE, Department for International Trade Dr Zainal Abidin Majid, Advisor To The Board

BMCC Executive Office Nik Tasha Nik Kamaruddin: Executive Director Agnes Elizabeth: Head of Business Development Ramesh Hasry: Senior Events Executive Aaron See: Marketing & Communications Executive Azlin Alwin: Senior Accounts Executive AÀq Sahidi: Membership/Admin Executive Ralph Owczarek: Head of Overseas Business Network Initiative [OBNI] Sridaran Sabapathy: Project Manager Sulita Levaux / Vikramjit Lahiri: OBNI Project Manager

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 quarterly 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 reÁect those of the Chamber.

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Issue 4 - 2016

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In This Issue

SERVING PURPOSE

On The Cover

Several key factors are required for companies in the hospitality industry to maintain market share.

Creative thinking, long-term planning and significant investment in infrastructure and resources all play a role. Turn to Page 25 to read more.

■ First Lines ................................................. 3 ■ BMCC’s Sponsors & Partners .................. 6 ■ Hot Happenings ........................................ 8 ■ Trade Talk ................................................. 10 >

Open For Business - The New BBCiM

>

Investment Attraction: Briefing By MITI

■ ReportBack .............................................. 12 >

A Festive Affair: BMCC’s Corporate Christmas Luncheon

>

The Essence of Private Banking: An Evening With Standard Chartered

■ BMCC Magazine ..................................... 16 Going Digital

Issue 4 - 2016

■ Cover Story ............................................. 25 Serving Purpose: Inside Hospitality ■ Business Insights ...................................... 40 >

From Our Sterling Members

■ Meet Our New Members ....................... 44 ■ News From Our Members ..................... 45 ■ On The Social Scene ................................ 50 >

Ushering In The New Year

Issue 4 - 2016

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BMCC Sponsors & Sterling Members

BMCC Annual Sponsors & Preferred Partners GOLD SPONSORS

PREFERRED AIRLINE PARTNER

BMCC Sterling Members

As at 31 January 2017 6

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Issue 4 - 2016

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Issue 4 - 2016

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Hot Happenings

Feb

Selected Dates For Your Diary 21

21

Tues BREAKING ENIGMA CODE A Talk by James Grime At: British International School KL Theatre - 6.30pm

Mar

Call the BMCC for tickets

2

Thurs

8-11

BMCC BREAKFAST New series of informative breakfast talks to start the day.

Apr

4-5

Tues-Sat

ROMEO & JULIET Alternative production of the famous classic tale!

At: HGH Convention Centre www.ticketpro.com.my

At: PJ LiveArts www.pjlivearts.my

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Weds-Sat

23-25

Weds-Fri

LIMA 2017 Langkawi International Maritime & Aerospace Exhibition - Langkawi

IPSEF ASIA 2017 Addressing the growing international and private schools markets.

www.limaexhibition.com

www.ipsef.net

Tues-Weds DCEM - Singapore Network with leading global digital experts from Facebook, DBS Bank, Google, TM, Coca-Cola etc https://Áeming.events/en

5-8

Thurs-Sat AUTOMECHANIKA 2017 Leading Regional Trade Fair for the Automotive Industry At: KL Convention Centre

10-14

Weds-Sat

Mon ALICE SMITH SCHOOL CHAMBER BRUNCH With Mark Lankester and Martin Gilbert as Guest Speakers. See opposite.

At: PWTC & MECC www.2017.miff.com.my

22-24

Mon-Fri

EDDIE IZZARD LIVE IN KL! Award-winning stand-up UK comedian comes to town!

MIFF 2017 Over 6,000 furniture buyers from 140 countries

See below for details

21-25

27-10

Tues

Mon-Fri

MIHAS 2017 Vast annual gathering of global halal producers and buyers from many countries

ICW& ECOBUILD ASIA 2017 Leading construction events for SEA speciÀers in built environment

At: KL Convention Centre www.exhibition.com.my

At: KL Convention Centre www.ecobuildsea.com

Follow us on Facebook for updates!

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Issue 4 - 2016

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Hot Happenings

ALICE SMITH-CHAMBER BRUNCH

OUR JOURNEY THROUGH TIME With over 70 years of experience catering to a diverse expatriate and Malaysian community, the Alice Smith School has grown into a dynamic community with close to 50 different nations represented in the student body.

A not-for-profit educational foundation offering an outstanding British education, the school has nurtured and developed a rich web of alumni globally. Since our founding, thousands of students and hundreds of staff have been part of our success story.

Join with us as we bring you two renowned Alice Smith alumni, Martin Gilbert and Mark Lankester, who will share their memories and experiences of their journey to success.

The forum will be moderated by Andrew Sill, Managing Director, Country Head of Commercial Banking, HSBC Bank Malaysia Berhad and Head of Alice Smith School, Roger Schultz. Both Andrew and Roger bring with them vast years of experience in their respective fields.

MARTIN GILBERT Co-founder and Chief Executive Officer of Aberdeen Asset Management PLC Under Martin’s leadership, Aberdeen Asset Management, established in 1983, has become one of the world’s leading independent asset managers through a combination of organic growth and acquisition.

In 2008, Martin was named European Personality of the Year at the Funds Europe Awards. In 2009, he was awarded the honorary degree of Doctor of Laws by the University of Aberdeen for services to business and entrepreneurship. In 2011, he was named Scotland PLC CEO of the Year at the Business Insider/PwC Scotland PLC Awards. Martin is Adjunct Professor of Finance at Imperial College Business School. In 2014, The Scottish Business Awards announced him as the winner of “Entrepreneur of the Year” and Heriot-Watt University awarded him a Doctorate of Letters in recognition of his contribution to entrepreneurship.

Born in Malaysia, Martin received his early education at the Alice Smith School between 1961 to 1965.

MARK LANKESTER Chief Executive Officer, Real Estate and Partnerships, Tune Hotels Group In 2015, Mark Lankester joined Tune Hotels as Group CEO from the entertainment and leisure consumer goods industry. With over 15 years with the Warner Music Group in senior Regional and Managing Director management roles throughout Asia, Mark's experience includes managing companies from start-up phases to growth-oriented established businesses across Asia and Greater China. These achievements led to him being awarded the “Outstanding Entrepreneurship Award 2012” by the Asia Pacific Entrepreneurship Awards in recognition of his best practices, past and current efforts and continued publicity.

Today, Mark is totally committed to Tune Hotel’s mission statement of promising a great night's sleep, enjoying a fantastic hot power shower the next morning and ensuring a clean and secure environment to all Tune Hotels guests!

Highly personable, energetic and with bundles of positivity, Mark attended the Alice Smith School in the late 1960s before continuing his education in the UK.

DETAILS OF THE EVENT

Date Monday, 13th March 2017 • • •

Time 9.30am - 1.00pm

Venue Majestic Hotel Kuala Lumpur

RM 180 nett for parents/staff/alumni and guests of the Alice Smith School, Crown Relocations and members of BMCC, MICCI, MABC and MNZCC. RM 180 nett per person for corporate table of 10 persons.

RM 200 nett per person for other guests.

For reservations, please visit www.alice-smith.edu.my, email advancement@alice-smith.edu.my or contact Doreen Lim at +603 9543 3688 or 012 237 1184

Jointly organised by

Exclusive Partner

Issue 4 - 2016

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Supported by

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Trade Talk

OPEN For Business T

he start to the New Year also saw the launch of the Àrst business incubation centre dedicated to British companies seeking to establish a physical presence in Malaysia.

Strategically located in the city centre adjacent to the BMCC ofÀce itself, the British Business Centre in Malaysia - or BBCiM - provides a ready-made ofÀce facility for businesses to hit the ground running.

UK Minister of State for Trade & Investment, The Rt Hon Greg Hands MP was on hand to perform the ofÀcial opening ceremony recently with government ofÀcials, invited guests and members of the press in attendance.

out on an hourly, daily, weekly, monthly or annual basis.

Virtual ofÀce services are also available for UK companies who require a registered address in Malaysia.

Located on the same Áoor as the BMCC Executive OfÀce at Wisma Selangor Dredging, The BBCiM provides a central and convenient facility to get business moving.

Also present to witness the occasion were HE Vicki Treadell, British High Commissioner, Tony Collingridge OBE, Head of Department for International Trade (DIT) and Andrew Sill, Head of Commercial Banking HSBC Malaysia and BMCC Chairman.

The BBCiM is a newly developed facility managed by the BMCC which offers incubation services and 24-hours secure access to co-working space for British companies seeking to launch physical operations in Malaysia.

The Business Centre offers fully furnished private ofÀces and open desk units rented

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Issue 4 - 2016

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ReportBack

• PRIVATE OFFICE • OPEN PLAN DESK • VIRTUAL OFFICE ADDRESS

PRESTIGIOUS LOCATION in KL City Centre CONVENIENT TRANSPORT Links & Accessibility FULLY FURNISHED FACILITY & Business Support Services ACCESS TO BMCC Membership BeneÀts 24-HOUR SECURE LIFT & Card Access System BUSINESS LOUNGE & Guest Reception Area Competitively priced, Áexible rental packages available on daily, weekly, monthly or annual basis.

Call the BMCC OfÀce or visit www.bmcc.org.my

Investment ATTRACTION

T

he latest strategies from MITI in attracting foreign investments to Malaysia were the subject of a roundtable discussion organised by BMCC in collaboration with TMF Group and supported by the Ministry of International Trade & Industry (MITI).

Headlined “Strategies & Efforts Linking to Budget 2017”, the event was held at the Grand Hyatt Hotel Kuala Lumpur and featured speaker Madam Wan Suraya, Deputy Secretary General (Strategy & Monitoring Division) of MITI. The panel discussion with questions from the audience was moderated byy Tony Collingridge, OBE, Director of Department for International Trade (DIT) and touched on inward investments, openness to foreign investments and potential free-trade agreements in the future.

The attendees comprising BMCC members and government ofÀcials then had the chance to network over a breakfast buffet and exchange knowledge and opinions on the recent measures announced in Budget 2017.

Issue Issue44--2016 2016

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Report Re ReportBack po orrttBa Back ck

A Festive Affair

ABOVE: BMCC Chairman Andrew Sill addresses the audience.

T

he Annual BMCC Corporate Christmas Luncheon held at Hilton Kuala Lumpur Hotel was a thoroughly festive affair thanks to the traditional Christmas theme chosen by the Chamber.

LEFT: Tony Collingridge, Director of DIT, leads the toast to BMCC Members and guests on behalf of HE Vicki Treadell.

Several senior dignitaries and VIPs graced the event including royalty, diplomats, government Àgures and industry captains.

Many of the 300+ guests came dressed in Christmas colours and a few even went as far as donning some traditional British heritage outÀts in the hope of winning a prize for ‘Best Dressed Guest’!

The festive spirit was well and truly alive thanks to the seasonal songs played and sung by the Sunway University Orchestra and the Alice Smith School Choir.

The yuletide spice continued with the tasty traditional Christmas fare that was skillfully prepared by the Hilton KL team.

Ahead of the Lucky Draw being conducted, BMCC Chairman Andrew Sill took the opportunity to present the National Cancer Society of Malaysia with a cheque for RM41,000, being the proceeds of the Annual BMCC Charity Rugby Dinner.

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The eagerly awaited Lucky Draw saw many wonderful prizes handed out, including the top and most coveted prize of all - two return tickets to London courtesy of BMCC’s Preferred Airline Partner British Airways! Congratulations to all the lucky winners!

The event would not have been possible without the generous support of all the Event Partners and Lucky Draw Prize Donors [see opposite]. Big thanks to all!

Issue 4 - 2016

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ReportBack

EVENT PARTNERS & SPONSORS •

British Airways

•

Sunway University

•

Alice Smith School

•

Hilton Kuala Lumpur

•

Shangri-La Hotel Kuala Lumpur

•

Harrods

•

Rolls-Royce

•

Sports Direct Malaysia

•

Gastrodome

•

British India

•

DRB-HICOM EZ-Drive

•

Gentlemen’s Tonic

•

Grand Hyatt Hotel Kuala Lumpur

•

Grand Millennium Hotel Kuala Lumpur

•

Holiday Villa Resort & Spa Langkawi

•

GTower Hotel

•

Malaysian Harmony Tour & Travel

•

Oakwood Hotel & Residence Kuala Lumpur

•

The Puzzle Studio Issue Issue44--2016 2016

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ReportBack

T

he Àrst thing to greet the guests arriving for “A Private Evening with Standard Chartered Priority Banking” was the most exquisite scent pervading the room at the Grand Hyatt Hotel.

The reason for this extra touch of luxury?

BMCC’s collaboration with exclusive British perfumier Jo Malone along with Standard Chartered Bank Malaysia, Annual Sponsor and Sterling Member of the Chamber.

Some 45 attendees gathered for the exclusive event, among them KL’s leading heads of industry and Board Directors of the BMCC, including Mahendra Gursahani, CEO and Managing Director of Standard Chartered Bank Malaysia.

Nik Tasha, Executive Director of the BMCC, addressed the Áoor with welcoming words before Aaron Loo, Country Head, Retail Banking of Standard Chartered Bank provided a brief overview of private banking.

The ESSENCE of Private Banking Once the formalities were complete, the guests were free to enjoy Àne wine and canapes while sampling the range of fragrances and scented candles on offer.

Paul Slavin, Managing Director of Estée Lauder Malaysia was also present, representing the parent company of the eponymous Jo Malone brand.

Con ntin nued d on n Page Page Pa g 46 46 Continued

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Issue 4 - 2016

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8,000 people working as one, for you.

www.lr.org Shaping the future. Delivering solutions today.

6DiQDÄ+KNXCiRÄ1DFHRSDQ Ä@MCÄENQÄLNQDÄSG@MÄ ÄXD@QRÄVDiUDÄADDMÄRG@OHMFÄSGDÄETSTQDÄVGHKDÄ CDKHUDQHMFÄRNKTSHNMRÄENQÄSGDÄL@QHSHLDÄHMCTRSQXÄDUDQXÄC@X Ä!TSÄVGHKDÄVDiQDÄOQNTCÄNEÄNTQÄ GHRSNQX ÄHSiRÄBQD@SHMFÄSNLNQQNVÄSG@SÄCQHUDRÄTR Issue 4 - 2016 +KNXCiRÄ1DFHRSDQÄ@MCÄU@QH@MSRÄNEÄHSÄ@QDÄSQ@CHMFÄM@LDRÄNEÄ+KNXCiRÄ1DFHRSDQÄ&QNTOÄ+HLHSDC ÄHSRÄRTARHCH@QHDRÄ@MCÄ@EÆKH@SDR Ä"NOXQHFGSÄ{Ä+KNXCiRÄ1DFHRSDQÄ&QNTOÄ+HLHSDC Ä Ä ÄLDLADQÄNEÄSGDÄ+KNXCiRÄ1DFHRSDQÄFQNTO Ä

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Berita BMCC

Going DIGITAL The BMCC Magazine, Berita BMCC, has been our main communications platform for over 100 issues. Many success stories and inspirational articles have been shared with our audiences. As the world and businesses in it shift to become increasingly digital, we close this chapter in our history. For this last printed issue, we revisit a small selection of the special content we have published over the years. Enjoy!

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Issue 4 -Feature Special 2016

2/6/17 3:47 PM

Berita BMCC

Racing LEGEND Motorsports living legend Sir Jackie Stewart, OBE, was back! Back in town for the Malaysian Grand Prix and back to entertain BMCC guests at a very special Monthly Lunch. With tickets at a premium, the event was a sell-out and anyone who missed out, really missed out!

A

lready renowned as an inspiring guest speaker, Sir Jackie Stewart gave BMCC members and guests his own personal insights on Formula One, business and the criteria for success. “It’s good to be back! The Malaysian Grand Prix is a very big weekend. I don’t think people realise the impact that is created when 350 million viewers and fans around the world see the fantastic circuit you have here at Sepang. It is one of the best in the world today! When Prime Minister Dr Mahathir had the foresight to build Sepang, he also had the vision to make it the best.

“Success is about teamwork.

Having the right combination of people, not just with the best expertise but who work well together.”

“Motorsport is just another business, but one with more fever and passion than any other. Many people are attracted by the colour, the glamour, the risk, but most don’t have the courage to embrace the risks involved both on and off track.

“That said, Formula One is one of the safest sports around – more people are drowned Àshing each year than racing on a circuit at 200mph.

“As a business, it also has to be professional. There is no sport that requires and has a larger capital investment than motor racing. In order to succeed, you have to have ambition. There must be goals. Ambition is what drives you. Complacency kills you.

That is true in all businesses but in motorsports the erosion is immediate. People aren’t interested in second place. I can easily tell you how many races I won but not how many times I came second.

you take your eye off the ball for a second in golf, you will miss hit. The same is true in motorsports and also in business, generally.

“Of course, in such a high capital investment business, we require and we are lucky to get a lot of help. Jaguar Racing is very fortunate to have some of the world’s biggest names and industry leaders as its sponsors. HSBC, Hewlett Packard, Lear, EDS – all leaders in their respective Àelds. With such high proÀle names behind us, we are very conscious that our performance has to be good off-track even when we are not winning races.

“Success is also about teamwork. Having the right combination of people, not just with the best expertise but who work well together. Getting the right chemistry is difÀcult. Ferrari couldn’t win a Grand Prix Championship for 21 years despite having more money and resources than most other teams. It was Michael Schumacher who did it. His ambition and ability to pull the right people together who all wanted to work with him. That’s what did it.

“However success doesn’t last for ever and there are always others with big ambitions and resources sitting on the sidelines waiting to grab the opportuli nity as soon as the front-runners n lose focus. l “ “Dreamers seldom succeed. Visionaries generally do. Visionaries with focus. Focus and strong attention to detail are critical.

It is the small elements of error that make such a big difference. It has nothing to do with bad luck. I don’t believe in bad luck. Mistakes or failures are usually due to bad design, bad preparation, not bad luck. If

“Ambition is what drives you.

Complacency kills you.”

“This is a business with phenomenal networking B2B opportunities. This has been demonstrated already in some of the partnerships that have grown out of the association with Jaguar Racing. Hewlett Packard purchases a substantial number of cars from Ford, our owners, in the UK for example.

“Jaguar is one of the great British brands with an incredible heritage. This strength, combined with our team of people, with be the driving force for the future, both on and off the circuit.”

Published May-June 2003

Issue 4 Feature - 2016 Special

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Berita BMCC

“Believe the Unbelievable.

Dream the Impossible.

Never take NO for an answer.”

Turning Asia RED At the recent BMCC Luncheon, Tony Fernandes, the seemingly unstoppable entrepreneur and CEO of AirAsia, gave the audience some inspiring insights into how he and the team at Asia’s Àrst low-cost airline, have been turning the skies red.

E

veryone said he was crazy. Even his wife, who fell about laughing when he told her what he was planning. And the naysayers all had their views. It’ll never ‘Áy’, they joked. It can’t succeed, they declared. Even the statistics showed that nine in every ten low-cost airlines fail. Well, look who was WRONG!

In just over two years, Tony Fernandes, the 39-year old CEO of AirAsia, has turned the previously ailing airline around. And how!

In 2003, the company posted a net proÀt of RM35 million on the back of revenues of RM400 million. Its Áeet expanded nearly 38-fold to 15 aircraft and passenger Àgures topped 4 million a year.

The latest in a series of bold moves saw the introduction of the Àrst international routes into Thailand, where the joint venture it set up quickly chalked up proÀtable returns after just two months in operation.

Several destinations in Indonesia have since been added with plans to grow further.

These new routes are the icing on an already sweet cake, comprising a network of destinations where the airline has reaped rewards with considerably lower fares than the national carriers. Asia is turning red, AirAsia red.

“So how did it all start? Well, I was on my way back from UK, having decided to leave the music industry where I had worked for the previous 12-plus years. I happened to see a programme on Easy Jet. Mmm…. seems interesting. So I went to Luton Airport, had a look round, everything was bright orange – their corporate colour.

“I began to put the deal together, along with the three partners that form Tune Air. Then I realised that in addition to not knowing much about airlines, we had little experience of dealing with government. With the help of Datuk Pahamin, Chief Secretary to the Government, we managed to get an appointment with the PM. In May 2001, we gave our presentation. Dr Mahathir like the concept but he told us, no new licence, you’ve got to buy an existing airline. Everyone else was dejected but I thought OK shouldn’t be a problem.

“There were two available at the time. Pelangi Air. And AirAsia. In spite of being RM40 million in debt AirAsia showed the most potential. We all put a lot of our own money in. Remortgaged properties. You name it.

But we managed to pull the deal together.

That was three days before 9/11.

“We started with two planes. At the end of 2004, the Áeet will be 30. Besides offering lower fares to regular destinations, we also Áy to places that others won’t. We took our time to expand regionally. We work on the basis that if we are going to go somewhere, we do it well.

“Everyone thought I was mad when I introduced internet booking. And the day we added Bahasa and Mandarin versions to our website, sales went up by 20 percent.

“Some 85-90 percent of our business is generated by ourselves, not through travel agents. And we have the highest aircraft utilisation in the world which is a huge beneÀt.

“Our staff have made a tremendous impact on how we operate. Our management team is a combination of people from all kinds of backgrounds. We are all located in one place at KLIA and this provides for better communication between everyone.

“There is a lot of brainpower in Malaysia and I believe it is just about allowing that talent to be given a chance. Our Cadet Pilot Scheme is open to everyone in the company and we now have people training to become pilots who had only dreamed of doing so before.

“Our philosophy is always: as low as the fare are, the costs must also be the lowest possible, while ensuring we exceed global safety standards. The airline industry is full of incredible wastage, mostly as a result of making things more complicated than they need to be. The cost of producing tickets for example. It’s not just the physical print costs, it’s all the resources behind the scenes that add weight. Take airline seats.

Ours are leather so they last longer, are easier to clean, meaning faster turnrounds.

Ground handling is another. We have saved fortunes doing it ourselves using locally manufactured equipment.

“We are very focused on being the lowest cost airline and we are not ashamed of that. We all believe in what we are doing and as our company motto goes: Believe the Unbelievable. Dream the Impossible.

And Never take NO for an answer!” answer!

Published May-June 2004

“And that was pretty much it. I was going to set up an airline. A low-cost airline, the Àrst in Asia.

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Issue 4 -Feature Special 2016

2/6/17 4:12 PM

Berita BMCC

FOOD & Football It was the week when Malaysia found out what and where Norwich was, even if many still could not pronounce it. Every available lamp post, hotel lobby pillar and roadside hoarding seemed to be festooned with lurid green and yellow banners. Kitchens around the capital were thrown into a Áurry of activity, hoping that their culinary creations would please the palette of a certain Queen of Cookery.

“You have to Ànd out what people want and then move

Rather than giving a formal speech, Delia was ‘interviewed’ by Anglia TV presenter Kevin Piper. Delia began by outlining how the restaurants and catering service at NCFC Carrow Road came about.

T

he reason for all the excitement? The Canaries had hit town? By the end of seven days, even the most disinterested of us when it comes to sport had learned that the Canaries were in fact a football team. THE football team from Norwich City that had recently secured a place in the upper echelons of the football elite – the English Premier League.

“When I Àrst became a Director, the one word I kept hearing was DEBT. So in order to survive, we had to address this as a Àrst priority.

We hired a Marketing Director and brought the catering in-house. Our goal was to Àll the Club with people eating and drinking, not just on match days. There are now Àve restaurants. In one – it’s called Delia’s! – members can book their seat for the entire season. We have also opened up on other days to the general public and we are generating a revenue stream.”

Leading this band of Àne footballing heroes were none other than Delia Smith, famed ‘Queen of Cookery’, and most of her fellow Directors from Norwich City Football Club.

On how she coped with working in a traditionally male environment, she responded.

“I really like men and I am very happy in that environment. Of course there have been some moments.

To the delight of BMCC and Association of British Women in Malaysia members and their guests, the entourage’s non-stop schedule included a Luncheon, attended by Delia herself and the majority of the NCFC contingent. Except for the players of course who were training hard in preparation for their match against the Malaysian side.

“Like when we had to refurbish one of the stands to bring the restaurants up to the required standard. One of them had been designed with the kitchens in the middle of the room – totally impractical. All the work had to be carried out in the closed season which is a very tight timeline of just three months. But we got there in the end.”

The room was full to bursting and the chatter in the foyer was all but deafening as the capacity crowd gathered.

Delia’s nationwide inÁuence in the UK is almost legendary and at the mention by her of a particular ingredient or utensil, items

heaven and earth to give them the best. If you are good, there will be a queue.” have been known to Áy off the shelves.

“Right from the beginning, I felt strongly that I wanted to educate and teach people how to cook and show them it is not a complicated process.

“We made a decision not to advertise which means you are not tied to a particular product or manufacturer. If I am going to teach people how to make an omelette, the Àrst thing they will need is the right pan. We found one, a cheap one, that did the best job. After that, you couldn’t buy one for love nor money!”

The legendary status extends to the famous tale of learning how to boil an egg. “I discovered that people were not boiling the water properly before putting in the egg!

I always compare cooking to driving. You can’t just get in a car and expect to be able to know everything. You have to learn.”

Passionate about good food for most of her life, Delia tries to instil the same passion in others. “Due to time pressures, cooking good food is in danger of becoming a leisure activity. People should still eat well, that is the important thing.”

And to entrepreneurs starting out in business today, she says, “You have to Ànd out what people want and then move heaven and earth to give them the best. If you are good, there will be a queue.”

Published September-October 2004

Issue 4 Feature - 2016 Special

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Berita BMCC

INTELLECTUALLY STREAKING

Celebrating INDEPENDENCE

Through The Rear View Mirror

By Datuk Paddy Bowie

This year we celebrate 50 years of Independence – the ‘we’ being the two key players in Merdeka – Malaya and Britain. As to be expected, this milestone has sparked a Áood of nostalgic reminiscences in various hearts and minds, including those of this writer.

I

t all goes back to that fervent young schoolgirl enthusiastically waving her Union Jack on Empire Day. Her school books were full of maps with half the world coloured pink. Little did I dream that one day I would set out for the far-Áung outposts of the Raj - and what’s more, would then stay there for over 50 years.

It was a hardy band of totally untravelled English school teachers who boarded a plane at Black Bush Airport in the UK. The plane, I swear held up with chewing gum, took three and a half days to get us to Singapore.

I really don’t know what we were expecting. Singapore and Malaya in those days were one. Siamese twins joined at the hip – the causeway – and inextricably linked by history, cultures, commerce and families straddling the two. The union became ofÀcial later in 1963 when Singapore joined the newly created Federation of Malaysia.

“Little did I dream that one day I would set out for the far-Áung outposts of the Raj and what’s more, would then stay there for over 50 years.”

But it was short-lived. The twins were separated for good by political surgery in 1965 and went their separate ways. Malaysia was always assumed to be the stronger twin – being blessed with all the natural resources. This reckoned without the brains of one Lee Kuan Yew and a hugely strategic location.

When we arrived back then, there was no culture shock as such. The post-boxes were red. The trafÀc drove on the left and English was spoken. It all had a comforting familiarity.

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I got to experience vestiges of the old days - the Coliseum, the Selangor Club, the Long Bar, Curry TifÀn on Sundays and Carcosa presiding majestically over the capital.

On August 31st 1957 came independence. It was all a very civilised affair. In 1946, the Àrst political party – UMNO or United Malays National Organisation – had been formed to ‘Àght’ for independence. The early national leaders were elitist – the Àrst a Prince – Tengku Abdul Rahman “Bapa Malaysia”. The next two aristocratic, educated in the UK and totally Anglophile. Then came two local products – Tun Dr Mahathir and Datuk Seri Abdullah Badawi.

The British legacy was strong. First it gave us Parliamentary democracy, Westminster style. Then the institutional framework – the Rule of Law, the English style and English trained Civil Service, the education system and the military.

To this day, those from that special Merdeka generation who are still around, maintain their special relationship with Britain. Educated almost to a man in the vicinity of the River Thames and the Inns of Court.

Trade followed the Áag courtesy of the merchants of the Honourable East India Company, stationed in Calcutta. The era of the rugged individual capitalists – Guthrie, Harrison, CrosÀeld, Sime, Darby and others.

They gave us the unique phenomenon of the Agency Houses – long since nationalised yet Áourishing to this day in another guise but faithful to their original British names.

The Scottish planters who came left their stamp on estates nostalgically named Highlands and Lowlands. Hill stations like Cameron Highlands, Fraser’s Hill, Maxwell Hill.

Chartered Bank and Hongkong Shanghai Bank were already ensconced. Your money was safe. And the Straits Times newspaper was founded.

And then of course, there was the English education system. The favoured overseas destination remains to this day the UK, at least for a Àrst degree. The Àrst batch went almost to a man to Nottingham or Loughborough. Then came the Queen’s Scholars who transferred without exception to Trinity College Cambridge and later to the Inns of Court to take Law. London School of Economics was also a favourite, producing some of this country’s sharpest minds - the late Tan Sri Noordin Sopiee, Dato’ Munir Majid, Datuk Azman Yahya and many other notables.

“It was a hardy band of totally untravelled English school teachers who boarded a plane at Black Bush Airport in the UK. The plane, I swear held up with chewing gum, took three and a half days to get us to Singapore.”

The celebrations this August will see the return of some of the older Brits, especially the veterans honoured for their service during the Emergency and Konfrontasi. They, together with their Malaysian colleagues, can claim to be the only country to have defeated insurgent Communists in jungle conditions. Their legacy is a trained and loyalist military.

August will also give us the chance to celebrate the essential British-Malaysia partnership. After all, it is this special partnership that gave birth to the august organisation the British Malaysian Chamber of Commerce! Selamat Hari Merdeka Malaysia!

Published March-April 2007

Issue 4 -Feature Special 2016

2/6/17 3:28 PM

Diamond Jubliee Royal Visit

The Royal Luncheon The British Malaysian Chamber of Commerce had the tremendous honour of organising a special Premier Luncheon as part of the Diamond Jubilee Visit to Malaysia by Their Royal Highnesses The Duke & Duchess of Cambridge.

The event marks a major milestone in our long history.

Top: The Royal Couple arriving at KL Convention Centre escorted by BMCC Chairman Dato’ Larry Gan and HE Simon Featherstone Above: L to R: Dato’ Mohd Azlan Hashim, BMCC Patron Tun Musa Hitam, Tan Sri Datuk Leo Moggie and Datin Seri Tiara Jacquelina

Published November-December 2012

Above R: HRH Tunku Putri Intan ShaÀnaz ibni Sultan Abdul Halim Muadzam with the Royal Couple during the Walkabout

Special Issue 4Feature - 2016

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Diamond Jubilee Royal Visit

O

n Friday 14th September, over 1,000 guests, including government ministers, captains of industry and business leaders, Àlled the Ballroom at the Kuala Lumpur Convention Centre. They were there to take part in the special Luncheon organised by the BMCC in conjunction with The British High Commission in honour of the Diamond Jubilee visit by Their Royal Highnesses The Duke & Duchess of Cambridge. It was a truly momentous occasion with many of the guests having the honour to meet the Royal Couple in person.

Top Left: BMCC Chairman Dato’ Larry Gan and Deputy Chairman Andrew Sill greet the Royal Couple Top Right: Prince William meets Tun Musa and Datin Tiara Jacquelina Above: The Duchess of Cambridge meets Dato Sri Dr Ng Yen Yen, Minister of Tourism

Ahead of the Luncheon, the Royal Couple accompanied by British High Commissioner HE Simon Featherstone, enjoyed a Walkabout at KLCC Park, where thousands of well-wishers had arrived very early that morning to stake their claim to the best viewing spots. A live feed into the Ballroom enabled the guests there to witness the scenes outside.

MC Yasmin Yusoff led the proceedings with skill and poise while the team at the Convention Centre pulled off a masterclass in hospitality excellence.

Prior to the day itself, teams from the High Commission and the BMCC were involved in weeks of planning and preparation down to every last detail to ensure that everything ran like clockwork.

Sponsored by Standard Chartered Bank Malaysia, the event raised a phenomenal RM210,000, which is being donated to Hospis Malaysia. ■

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Issue 4 -Feature Special 2016

2/6/17 3:21 PM

Diamond Jubilee Royal Visit

“At the heart of our longstanding partnership is business; business that is very much a two-way street.”

HRH The Duke of Cambridge

“C

atherine and I are delighted to be here on this our Àrst visit to Malaysia to celebrate the Diamond Jubilee of Her Majesty The Queen. Her dedication has been extraordinary to all her Realms; and to the Commonwealth of which Malaysia is such an important and inÁuential member.

I am conscious that we come here as part of a long tradition of friendship and partnership between the UK and Malaysia. Highlights have included visits in both directions by our respective Prime Ministers and the visits to London

by His Majesty The Yang Di-Pertuan Agong and The Raja Permaisuri Agong during the Diamond Jubilee celebrations and the Olympics.

At the heart of our long-standing partnership is business. Britain is an innovative, competitive and above all an open economy that warmly welcomes Malaysia’s businessmen and women. Nothing could make that clearer than the recent acquisition, by a Malaysian consortium, of the iconic Battersea Power Station site in London. Malaysian conglomerate DRB-Hicom has invested in Lotus, another British icon; and Malaysian SME InfoValley, and many other Malaysian Àrms, have been making signiÀcant investments in the British economy.

I am, delighted too, that our business relationship is very much a two-way street. I know that British companies in a wide variety of sectors from oil and gas to the creative industries are doing excellent business here.” ■

“O

n behalf of the British Malaysian Chamber of Commerce, welcome to this most auspicious occasion. To our very special royal guests: Selamat Datang ke Malaysia.

What a magniÀcent year it has been so far for Britain and Malaysia. A year with a number of high level trade visits between our two countries. A year that has witnessed the magnifcent London Olympics. And the year of Her Majesty Queen Elizabeth’s Diamond Jubilee.

The British Chamber, the British High Commission and the people of Malaysia are hugely honoured to be part of the Diamond Jubilee Tour celebrating her sixty year reign.

“Our connections on both sides of the world have forged an important bridge for interest to grow and trade to Áow.”

Dato’ Larry Gan During this reign, the world has witnessed much change and evolution. The Britain of today is most certainly a very different place to that of the 1950s when Queen Elizabeth ascended the throne. The same can be said of many other countries, Malaysia included. The ability to move with those times and changes has been one of the enduring hallmarks of Her Majesty’s reign.

Her Majesty has engendered tremendous respect and loyalty among her subjects – loyalty that many leaders – whether business, political or social – would give their all to achieve.

The links and ties between Great Britain and Malaysia are many, long and strong.

Physically our two countries are similar in size and we each have an equally long coastline, making the sea a strong feature in our history and our trading roots.

On land, in trade, education, language, even our common habit of drinking tea, and more latterly the love of sport there are strong links and close afÀnities. Admittedly – and thankfully - our climates could not be more different!

Against this background, the British Malaysian Chamber of Commerce, Àrst formed nearly Àve decades ago in 1963, has worked to help foster those links particularly in building wider opportunities for emerging businesses. Our connections on both sides of the world have forged an important bridge for interest to grow, trade to Áow and opportunities to bloom.

When Àrms join the Chamber, they know they are in excellent company, with some of the world’s leading organisations alongside many young, dynamic and entrepreneurial companies. Together, they represent the future of BritishMalaysian business.

Your Royal Highnesses, we trust that this visit - hopefully the Àrst of many – will give you both a brief insight into the Malaysia of today; vibrant and colourful; a country that is going places; with warm, friendly people who know the value of working to secure a better future in the modern world.” ■ Special Issue 4Feature - 2016

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Issue Issue44--2016 2016

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PIE In The Sky Why you’ll never eat ostrich in the air, how new dishes are designed and the reason gluten-free is really taking off…

Q&A with British Airways’ Head Chef & Menu Design Manager Mark Tazzioli.

F

rom cold snacks and sandwiches to afternoon tea or a hot three course meal, British Airways’ customers always enjoy something to tuck into on board. But most have no idea how the items served on board are chosen, prepared, developed or what the biggest trends are.

British Airways’ Head Chef and Menu Design Manager Mark Tazzioli reveals all of those answers and more in a special Q&A. Mark, who is based at British Airways’ London Headquarters at Heathrow Terminal 5, also explains how much our taste buds change in the sky, talks us through the foods you simply can’t serve at 30,000ft and lifts the lid on the airline’s most popular meal... and no, it isn’t chicken!

Is it a myth that food tastes different in the sky?

No it’s not a myth, it’s true! In the air you lose on average 30 per cent of the ability to taste, so we do a lot of work focusing on every individual ingredient that we pick.

We look for suppliers who will give us great provenance whom we can work with and develop ideas with.

For example, with our salmon this year, we went for a special dry cure of salmon which was full of Áavour. My team have completed a lot of work on the sauces this year too for the same reason, to achieve more depth of Áavour and more body in the air.

We’ve worked a lot on different recipes to make sure what we end up with is the right Áavour of sauce… and viscosity.

How many dishes are available at any one time on British Airways?

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There are 250 dishes on a cycle in all classes – but throughout the seasons we’re constantly developing and reÀning dishes.

We have kitchens in every city we Áy into where chefs develop ideas and feed back into me. We change the menu four times a year, so we change all the route speciÀc dishes, all the standard menus and the afternoon teas.

Do all Áights serve the same menu?

No, not at all - we cater for around 18 regional menus, such as for China and India.

We spend a long time making sure our recipes are authentic and pay close attention to sourcing the right ingredients and concentrate on what our customers want.

For example, with Japan we spend a lot of money on the rice and even put the brand on the menu so our customers know we’ve bought the right rice.

On Áights from the UK, we try to use British produce as much as possible. So if we’re doing cheeses we’ll use something like Croxton, for lamb we use English lamb and in First we use Aberdeen Angus beef. We’d love to put English asparagus on Club but we struggle to Ànd suppliers that can produce the 80/90 kilos a day we would get through.

ing a lot of time and money on new plates and ensures the food is warmed up and plated by the crew, like in a restaurant.

We make what we call ‘chef’s chats’, which are step-by-step guides on how to put the dish together which are there on every Áight. The guide includes pictures so the crew know how to present every dish to ensure consistency.

Right now, we’re doing a lot of work to understand what our cabin crew struggle with to ensure we aren’t getting over-elaborate with our future dish ideas. We can’t give the crew too much to do or the service will last hours!

How do you come up with new ideas for foods on board?

We conduct lots of workshops so we’ll come in for a day, pick a subject and spend the whole shift concentrating on it. This year, we wanted to focus on two things in particular: presentation and taste.

Presentation has come a long way from where it was 18 months ago – and we’re working and developing that all the time.

We’ve worked a lot on taste and all sorts

How much involvement do crew have in cooking meals?

Originally in Club World, our business class product, everything was sent out in a kit and heated up and you took the foil off. Now, in Club World, British Airways is spend-

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Cover Story

of details on what we’re buying. It’s important to us because it makes a difference in the air.

The team here also worked a lot on vegetables this year. Boiled veg, especially at altitude, is going to lose a lot of its taste.

All our veg is marinated so it has more Áavour and depth and not just a roast carrot – it’s a roast carrot with cardamom or other spices, just so it brings everything to life a little bit more.

orders a meal to suit their need... We offer a range of difference options on board including gluten-free, diabetic, lactose-intolerant, vegan, halal, kosher and a child’s meal. Of those, gluten-free is by far the biggest climber in terms of popularity. I think it’s becoming more of a lifestyle-choice for some people.

Do you test new dishes in the air Àrst?

Yes, we do sometimes, but most of the time because of our experience it isn’t necessary. We know how tastes change in the air and what Áavours do and don’t work well.

We also really value our customer feedback and look at what dishes are most popular in the sky.

We have a new device called the viscosity meter which measures how much a sauce will run, depending on time and heat, so we can test them Àrst on the ground.

sushi such as sashimi. Years ago we did try ostrich but it went as tough as old boots!”

I think India. A certain age group are still looking for authentic Indian cuisine, but in the next three or four years the age demographic will change slightly and so will the taste.

You can now pre-order your in-Áight meal between 30 days and 24 hours before your Áight departure to guarantee your choice once on board. This service is available at no extra cost for many of our Áights from London Heathrow, when you’re travelling in First, Club World and World Traveller Plus.

In addition, in World Traveller you can now pay for a wider choice of indulgent meals from the online menu between 30 and 24 hours before your Áight.

In India now, the younger generation are far more into Indo-Chinese food and looking at other cultures and Áavours. So, at some point our menus will have to mirror that. It’s our job to get that timing right.

What is the most popular meal on board?

Our traditional signature British afternoon tea which is served in Club World, includes sandwiches, cakes and Scones with Cornish clotted cream & English strawberry jam.

We also offer a similar afternoon tea service in World Traveller.

How far ahead do British Airways create new menus?

About 10 per cent of our total dishes served are ‘special meals’, where a customer has a particular dietary requirement and pre-

out as is anything raw, so no real

dishes within those three months. We’re currently evaluating to see how much we’re changing and how much we need to change.

On our transatlantic routes it’s deÀnitely steak. It’s also the most pre-ordered item.

What are the biggest trends in terms of dishes served on board?

can’t serve in the air, Oysters are

Which country’s dishes will change most in the coming years?

What is British Airways’ signature dish in the skies?

If you go to any hotel or tea shop in the UK, that’s what you’ll get, so it’s only right that we serve it on our Áights!

“There aren’t many things we

What foods can’t you serve?

There aren’t many things we can’t do, Oysters we can’t use – or anything raw, so no real sushi such as sashimi. Years ago we tried ostrich but that didn’t work – it went as tough as old boots! www.ba.com

We develop our menus six months ahead, so we work very closely with procurement to keep an eye on the markets and to get the best products for the best price we can.

We completely change the menu four times a year for seasonal changes and within that season we may change 50 perent of those

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2/6/17 4:16 PM

Cover Story

At Your SERVICE L

ocated within the heart of Sunway Resort City lies a dining experience amongst the clouds that many will have never imagined possible.

After visiting the Klang Valley’s latest dining concept, it is highly possible that you may well have just experienced the cooking of a future Michelin Star Chef, a Le Cordon Bleu Artistry of Patisserie or the service of an award-winning 5-Star Hotel General Manager. Take their names and, if you like ask for an autograph, because in time to come, you may have just been in the company of Culinary Greatness.

The multi-award winning Sunway University has now opened a fully functional restaurant called ATHANOR on Level 6 at its Bandar Sunway Campus. The charming setting is a fully operational restaurant led by senior students from the Centre for Tourism, Hospitality & Culinary Management (CTHCM).

This new addition to the KL dining scene is part of the brand new state-of-the-art Sunway University campus, and has not only captured the imagination of the student population, but also begun to intrigue local foodies and restaurant goers alike.

OfÀcially opened In July 2016, by British High Commissioner to Malaysia HE Vicki Treadell, Athanor boasts an ever-changing menu centred around a modern and contemporary twist on western cuisine. A perfect and varied menu ideally suited to the ever curious Asian mind and pallet.

The name Athanor is from the age-old Arabic word ‘at-tannur’, the baker’s oven: a

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furnace used by alchemists to maintain uniform and constant heat. The restaurant is established with the belief of transforming simple ingredients into pleasurable food whilst turning an empty space into a Àne dining experience. Most important however, is that it provides the perfect platform for young cooks to blossom into genuine Masterchefs.

Chef Patrick Siau Chi Yin, Teaching Fellow cum Head Chef of CTHCM, who has been with Sunway for more than seven years, is the mastermind behind Athanor. Speaking about why the restaurant has been established, he said ‘With the growing number of talented students at Sunway, I believe there is a need to create a proper avenue to showcase our senior students’ skills. It is also an alternative choice of internship.’

‘At Athanor, students are provided with more freedom to learn, experiment and explore culinary specialties as well as understand the business operation of a restaurant.

“They are the ones determining the operation of the restaurant, ensuring its business sustainability,’ continued Siau, adding that students can explore and apply what they have learnt from textbooks and classrooms.

He strongly believes that students are able to unleash their greatest potential with more freedom and a little guidance.

The Team Behind Athanor Queeny Cheong Peg Gie, currently in her Ànal semester of BSc (Hons) in Culinary Management (BCM) is leading the studentteam at Athanor. ‘The restaurant is run by about ten students. We are mainly BCM students in our Ànal semesters. We also have two students from Diploma in Culinary Arts who are doing their internships here. For me, I think one of the greatest beneÀts of

working at Athanor is gaining work experience without worrying about class schedules. We will plan our rosters accordingly to balance our studies and ensure a smooth operation of the business. We also do rotations to make sure all of us get fair exposure in the kitchen as well as on the service Áoor,’ said Cheong.

Kelvin Lau King Chai and Quek Jia Wei of the kitchen team both had completed their internships in restaurants previously before joining Athanor. They share the same dream of venturing out of the country upon graduation. In comparison with their previ-

Issue 4 - 2016

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ous short work experience, Quek commented, ‘I did my internship in a restaurant at a seasonal hotel resort in Penang. Working there, or perhaps in any other chain restaurants is quite Àxed. We have to cook systematically and in bulk. Here, we can do things differently and we get to polish our culinary skills by paying more attention to details.’

‘I am grateful to be part of the team as Chef Patrick is very kind to guide us. This allows us to gain additional exposure different from classrooms and internships in other restaurants,’ Lau concurred, adding that the team is able to learn and practise knowledge from nose-to-tail cooking to utilising the technology of a central kitchen concept at Athanor.

Sunway University’s CTHCM prides itself in providing top notch education with diploma and degree programmes accredited by the world-renowned Le Cordon Bleu. All programmes are carefully designed to enhance students’ strategic thinking, critical analysis, industrial exposure as well as hands-on work experience.

www.sunway.edu.my

Culinary CAPTAIN

L

ife for Chef Hisham Bin Jaafar recently stepped up a big notch when he was promoted to Executive Chef of Kuala Lumpur Convention Centre.

Formerly the Centre’s Executive Sous Chef for 10 years, Chef Hisham has over 26 years of banqueting experience in 5-star hotels and convention centres.

As Executive Chef of the Centre, he is in charge of Malaysia’s largest commercial kitchen of 3,157 sqm and is responsible for overseeing a culinary brigade of 50 chefs and over 130 kitchen hands. He will also guide the team in creating innovative menus that cater to the needs and dietary requirements of multi-cultural and multi-ethnic delegates and

visitors. He brings extensive knowledge of local gastronomy combined with a passion for French and Italian cuisine and love of international Áavours.

“2017 will be an exciting year for our culinary team. My main goal is to further develop and inspire our world-class chefs and kitchen personnel so that we continue to ‘push the envelope’ in creating innovative and memorable dining experiences,” he said.

Chef Hisham has played a key role in the development of the Centre’s renowned culinary offering and has had an important hand in captaining the Centre’s team to victory in numerous culinary competitions.

His banqueting experience at the Centre includes a portfolio of prestigious and major intergovernmental, royal and high-profile events.

In 2015, he was a leading member of the team that handled the preparations for the 26th and 27th ASEAN Summit and Related Summits, the latter attended by the Heads of State/Government of over 18 countries.

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Taking FLIGHT Q

atar Airways has been successfully serving the popular family holiday destination Cape Town, South Africa from its Doha hub since 2005. Beginning with four weekly Áights via Johannesburg, over the years, the airline has been steadily upgrading its operations and two years ago de-linked Cape Town from Johannesburg and began operating a direct Àve-timesweekly service to Cape Town.

In October 2015, Qatar Airways started operating with a full non-stop daily service to the city and now has increased daily capacity to Cape Town, with the introduction of a Boeing 777 serving the route. This means an additional 158 seats per day from Doha to Cape Town for passengers looking to enjoy one of South Africa’s premier holiday destinations.

Passengers from around the world and key cities such as London, Dubai, Paris, Frankfurt, Melbourne, Perth, Beijing and Hong Kong now have more opportunity to travel to one of the most beautiful cities in the world. Spectacular views of Table Mountain, beautiful scenic beaches and the adventurous garden route with its natural beauty and charm, await.

The Doha–Cape Town route, which was previously served with the Boeing 787 offering 254 seats, will now be operated with the Boeing 777, which offers a total of 412 seats across its Business and Economy Classes.

Passengers in every seat across both cabins enjoy a fully interactive personal audio and video entertainment system with up to 3,000 options.

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Qatar Airways Country Manager for Malaysia & Brunei, Dato’ Muzammil Bin Mohamad [above], said: “Qatar Airways is anticipating increased travel to Cape Town during the busy winter travel season, and as such we are happy to provide our passengers with greater choice when they make their travel plans.

“Cape Town is a hugely popular destination for leisure travel with its fantastic blend of nature, culture and wildlife. Whether it is mountain biking, surÀng, sea kayaking, visiting historical places or even shopping, Cape Town offers every discerning traveller a memorable holiday experience.”

All Qatar Airways services to/from Cape Town route through Doha’s award-winning Hamad International Airport, featuring more than 70 shops and more than 30 restaurants, a 100-room hotel, a spa including 25-metre indoor swimming pool, squash courts and gym.

Dato’ Muzammil Bin Mohamad, Qatar Airways Country Manager, Malaysia & Brunei.

Qatar Airways is one of the world’s fastest growing airlines and has one of the youngest Áeets in the sky. Currently serving more than 150 global destinations with 191 aircraft, the multiple award-winning airline has more than 350 aircraft on order valued at more than US$90 billion.

Cape Town – Doha Daily Flight Schedules: Doha (DOH) to Cape Town (CPT) QR1369 departs: 02:45 arrives: 11:30 Cape Town (CPT) to Doha (DOH) QR1370 departs: 12:50 arrives: 23:20

www.qatarairways.com

The state-ofthe-art airport was designed with the passenger experience as a top priority, and has already won several awards in its Àrst two years of operations.

Issue 4 - 2016

2/6/17 3:22 PM

Cover Story

Luxury Gold Experience

L

uxury Gold, curated by Insight Vacations, is launching its Àrst truly Worldwide programme in 2017, adding 15 new itineraries, nine new countries, two new continents and an exciting voluntourism extension for the Àrst time ever.

Building on the success of its Àrst year of operation, Luxury Gold’s 2017 Worldwide portfolio now features over 35 expertly crafted escorted journeys delivering Àvestar elegance and incredible private VIP experiences across Europe, North and South America, India, Southeast Asia and Australasia. The 15 new luxury itineraries include trips to Argentina, Brazil, Chile, Ecuador and the Galapagos Islands.

Guests will stay in properties renowned for their exceptional quality, style, location and service including the Belmond Copacabana Palace in Brazil, RafÁes Grand Hotel d'Angkor in Cambodia, the Capri Palace Hotel & Spa in Italy, The Milestone Hotel in London, The Langham in Sydney and The Taj Lake Palace in Udaipur.

Other unique features include immersive and exclusive behind-the-scenes experiences such as a meet-and-greet with the choreographer at La Nouvelle Eve, one of Paris’ top cabaret shows, or an out-of-hours visit to Venice’s magniÀcent Doges Palace with an art historian, long after the crowds are gone.

Coupled with epicurean dining in the Ànest restaurants and the services of a 24/7 Travelling Concierge to look after every tiny detail and every guest’s needs, Luxury Gold is the ultimate curated trip for discerning, fun-loving and culturally curious travellers.

For 2017, guests can explore Classic South America to discover the vibrant diversity of its culture. In Buenos Aires, enjoy a delicious asado over lunch while watching an impressive equestrian show. In Rio, experience Michelin-starred dining, golden

beaches, lush mountains and captivating nightlife while staying at the Belmond Copacabana Palace. Learn about the indigenous Guarani people from a Local Expert in Iguazu Falls, before staying at the only hotel located within the Brazilian Iguazu National Park.

Voluntouring Luxury Gold is also launching a new voluntourism extension in India through partners ME to WE, allowing guests the opportunity to spend time in a community in rural Rajasthan. They will work on building projects and learn about sustainable agriculture practices, traditional crafts and daily life in the hills and farmland of India. Accommodation is in the Araveli Cottages and Tented Camp and includes a sunrise yoga session and a nature walk through the hills of the Aravalli range. This new extension supports Luxury Gold’s commitment to sustaining the environments and cultures in which it operates, through the TreadRight Foundation (www.treadright.org), an initiative of The Travel Corporation.

John Boulding, Global CEO of Luxury Gold, says, “To travel with Luxury Gold is to travel beyond the ordinary. From breathtaking Àve-star accommodation, to the personal attention of our travelling concierges and the truly immersive, VIP behind-the-scenes access, we have thought of every detail.

“Following a successful Àrst year, we’re excited to be rolling out the programme further. Our Luxury Gold trip in Peru, our Àrst in South America, has received a Net Promoter Score of 98 percent, which is phenomenal, and we’re conÀdent that the new programme will equally impress.”

New programme brings its extraordinary levels of luxury touring to Brazil, Chile and Ecuador and the Galapagos Islands for the Àrst time.

Out-of-hours visit to Venice’s magniÀcent Doges Palace with an art historian, long after the crowds are gone.

OTHER ITINERARIES: Elegance of the Pharaohs (from US$3,825 pp, twin share): 10-day journey that includes a River Nile cruise for 4 nights.

Marvel at the wonders of Cairo, Luxur, KomOmno and Aswan. Visit grand colonnade temples and uncover the stories behind 5,000 years of history and culture. Stay at the SoÀtel Legend Old Cataract Hotel, where Agatha Christie was once a resident, and enjoy a leisurely Afternoon Tea in colonial style as she did.

The French Connection (from US$4,750 pp, twin share): 12-day trip connecting England, Guernsey, Jersey and France.

A fascinating journey through Thomas Hardy’s Dorset; the intriguing war history of Plymouth, the 1588 Spanish Armada, and the German occupation of the Channel Islands before culminating in the Loire Valley and Paris. Local gastronomic delights, plus the Ànest accommodation, with stays at three boutique Red Carnation properties (www.redcarnation.com).

The Elegance of the East Coast (from US$3,150 pp, twin share): 8-day trip to some of the nation’s major cities including New York, Boston, Philadelphia and Washington.

Stay at The Park Hyatt, the Áagship luxury hotel in New York, visit Philadelphia’s historic Reading Terminal Market with a food connoisseur, and indulge at Davio’s.

Visit www.luxurygoldvacations.com or contact Corporate Information Travel at +603 2091 9966/22 or email insight@cit.travel. Book before 28 February 2017 to enjoy savings of up more than US$595 per person. Follow www.facebook.com/InsightVacations and www.twitter.com/InsightVacation #LuxuryGoldMoments.

Issue 4 - 2016

15522_BMCC-Iss4 2016-Final.indd 33

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Cover Story

Hospitality On HIGH O

verlooking the majestic Petronas Twin Towers and adjacent to Kuala Lumpur Convention Centre, this elegant and contemporary Àve-star luxury hotel offers 412 guestrooms including 42 suites ideal for business or leisure travellers and local guests alike. Nestled in the heart of the city, Grand Hyatt Kuala Lumpur is within easy walking distance of these local landmarks as well as Suria KLCC Shopping Mall, KLCC Park, Dewan Filharmonik Petronas as well as the Golden Triangle entertainment and shopping district. Pavilion Kuala Lumpur is also accessible via the convenient, covered KL Convention Centre sky-bridge pedestrian walkway just next to the hotel.

Seven highly versatile and unique meeting and event spaces are available, providing the ideal venue for any event. The oval-shaped, pillar-less Grand Ballroom and Grand Salon with crystal chandeliers on the entire ceiling is perfect for large to medium scale weddings, conferences, corporate and social events. Suitable for private meetings and intimate receptions, the Grand Residence features Hyatt’s innovative residential-style meeting concept – spanning over

The hotel presents three varied dining options to the vibrant culinary scene in Kuala Lumpur. Located on the second highest Áoor of the building, THIRTY8 is the hotel’s signature restaurant, bar and lounge offering a lively and interactive space with show kitchens, stunning 360-degree views and international cuisine of Western, Chinese and Japanese choices.

Featuring the best of Malaysian cuisine, JP teres showcases authentic local Áavours of Malay, Indian and Chinese cuisine freshly prepared from the show kitchen. An allday alfresco dining outlet by the swimming pool, Poolside offers simple and healthy balanced menu of local and international favours.

four meeting rooms, two lounges and one loft kitchen. The Sky Lobby Lounge is the space of choice for private events such as luncheons, dinners, welcome reception or cocktail parties whilst overlooking the city view.

Essa Spa is a tranquil retreat for guests to indulge in spa and wellness therapies. For an invigorating workout, the hotel also offers 24-hour Àtness centre while for relaxation, there is the outdoor swimming pool, whirlpool bath and steam and sauna rooms.

www.grandhyattkualalumpur.com

Featuring the largest in room size among Àve-star luxury hotels in Kuala Lumpur, all guestrooms are Àtted with modern conveniences and designed with Áoor-to-ceiling windows to maximise natural daylight.

The luxurious bathroom Àtted with marble bathtub and rainfall shower features a liquid crystal glass (LCG) enclosed cube that provides guests with an option of additional privacy at the touch of a button, turning the glass opaque.

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Issue 4 - 2016

2/6/17 3:22 PM

Cover Story

Business Travel

• Two in Àve travellers

& The Sharing Economy

use services like Uber and Airbnb when travelling inter-

Businesses may be unprepared when it comes to sending employees abroad

I

n response to the growing global use of sharing economy services, International SOS has found that as many as 75 percent of businesses do not have clear policies in place for staff using such services*. Meanwhile, an organisation’s exposure is likely to increase, with almost half of respondents anticipating their use of shared transport services will grow.

To understand the current use of the sharing economy in business travel, the company conducted a survey amongst business travellers and travel managers. The survey exposed the lack of clear guidance from organisations on how, when and if the services were appropriate to be used while abroad.

The Àndings of the survey have been released in a report “Share Economy for Business Travel” detailing the beneÀts, risks and legal considerations of using shared transport and accommodation services during business travel.

• 40 percent of travellers reported they do not know

While 40 percent of respondents reported using services like Uber and Airbnb when travelling abroad for business, 75 percent of organisations lack policies or procedures for how to use these services during international business travel.

whether their organisation considers such services to be ‘safe’

• 75 percent of organisations lack policies or procedures

In addition, more than half of the respondents did not know whether their organisation had considered the legality of sharing services in certain countries.

Leading international law Àrm, Herbert Smith Freehills, contributed the legal considerations of using such services abroad, including whether the service itself was actually lawful in certain countries and jurisdictions.

Steve Bell, Partner Herbert Smith Freehills, adds: “Local law will struggle to keep pace with developments in social and economic services. Employers sending workers overseas should understand the laws in their destination country, the relative risk proÀle of sharing economy services compared with traditional services, and above all be guided by their duty of care to their workers. This requires a sophisticated risk management approach.”

Rob Walker of International SOS and Control Risks comments: “The use of share economy services may be appropriate in some locations but not in others.

The report includes interviews with travel, legal and security experts about the implications of services like Uber and Airbnb as suitable options in an organisation’s travel policy. Both Airbnb and Uber have dedicated business travel solutions.

nation

“Businesses need to consider a range of factors when evaluating the suitability of the services: a one-size-Àts-all policy is unlikely to meet your organisation’s Duty of Care obligations to your travellers.”

for using these services during international business travel Travellers should consider the following factors when determining whether the use of shared accommodation and transport services are appropriate when they are abroad: •

Security standards. Are the security standards appropriate to the risks in the destination?

•

Emergency response. Does the property have alternative power or telecommunication systems?

•

Support services. Do you have access to multilingual staff or medical assistance?

•

Vetting of staff. Are there formal background checks for the driver and/ or host?

•

Reputation. Is the provider considered reputable in the region?

Additional considerations, including travel safety checklists and policy recommendations, are available in the report. Download a complimentary copy of the report at http://bit.ly/2jpxr1p

www.internationalsos.com

Tim Daniel, Executive Vice President at International SOS, says: “While there are many beneÀts to using these types of services, it’s important that organisations realise that using sharing economy services for business-related travel creates new risks and challenges that need to be managed and mitigated.

“The goal of the report is to guide organisations in building a travel policy that is appropriate, clear, and considered.” * Travel Sharing Economy survey was conducted online among 707 people globally, mainly executives managing business travel or travellers themselves.

15522_BMCC-Iss4 2016-Final.indd 35

Issue 4 - 2016

33

2/6/17 3:23 PM

Cover Story

It’s Your Brand

Keep It Safe

By Helika Jurgenson & Valentina Salmoiraghi South-East Asia IPR SME Helpdesk

U

nderpinned by the Malaysian Government’s dedication of making tourism the cornerstone of its long-term economic planning, the tourism sector is booming in Malaysia. In 2016, the tourism sector was predicted to bring in more than EUR22 billion, an increase of nearly 70 percent on 2012 levels.*

Malaysia adopts the ‘Àrst-to-Àle’ system, meaning that the Àrst person to register a trademark owns that mark. It is particularly important for SMEs to register a trademark in Malaysia because trademark piracy due to ‘bad faith’ registration is a serious problem.

As the Government is expected to further augment tourism-related funds in coming years, plenty of business opportunities will arise for European SMEs in the Malaysian tourism sector.

‘Bad faith’ registration means that a third party, not owning the trademark, can register a European SME’s trademark, thereby preventing the legitimate owner from registering it. These unscrupulous companies normally try to resell the trademark to its owner at an inÁated price.

SMEs engaged in tourism need to pay special attention to protecting their intellectual property (IP) rights, because IP infringements are still relatively common in Malaysia.

IP rights are a key factor for business success and neglecting to register them in Malaysia could easily end an SMEs’ business endeavours in the country. A robust IPR strategy is therefore needed when entering the potentially worthwhile market of Malaysia.

Brand Protection – The Cornerstone of IP Protection Branding is crucial for the tourism sector, as it allows companies to differentiate themselves, creating a niche market and an individual appeal that will translate into more tourist arrivals. In the tourism sector ‘destination branding’ is just as important as company branding.

Destination branding often relies on a logo and a tagline, the examples being the Swiss resort St. Moritz using the tagline ‘Top of the World’ or the Tourism Malaysia campaign of ‘Malaysia, Truly Asia’.

SMEs are strongly advised to register their logo and tagline as a trademark in Malaysia to protect their brand because IP rights are territorial and European trade marks do not enjoy automatic protection in Malaysia.

That said, Malaysia does offer some protection for unregistered well-known trademarks under the law of passing off, which protects the business from infringement by dishonest competitors.

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IP rights are territorial and European trade marks do not enjoy automatic protection in Malaysia.

Trademarks are registered at the Trade Mark Division of the Intellectual Property Corporation of Malaysia and registration costs approximately EUR 233 in administrative fees, a small amount to pay compared to the costs incurred in case of an infringement or ‘bad faith’ registration.

In Malaysia, a trademark may be a device, brand, heading, label, ticket, name, signature, word, letter, numeral or any combination of these. Colours and 3-D images can also be registered as trademarks, however sounds are not yet applicable.

Don’t Forget to Protect Internet Domain Names Most companies engaged in tourism rely on websites to attract customers and thus protecting online domain names is of utmost importance. It is advisable to register internet domain names in Malaysia because problems like ‘cybersquatting’ still persist.

Cybersquatting means that a third party registers a domain name that is identical to a European company’s product or trademark name, with the purpose of selling the domain names back to the rightful owner at a premium price.

Internet domain names can be registered with the Malaysian Network Information Centre (MYNIC) and this should be done as soon as the company envisages doing business because internet domain name registration also functions under the ‘Àrstto-Àle’ system in Malaysia. Internet domain

name registration typically costs around EUR 20-25 per year, much cheaper than having to resolve domain name disputes.

Enforcement Is Key Entering a new market and protecting IPRs also means being ready to enforce or defend these rights in order to ensure that business objectives are met. Therefore budget planning for enforcement is the key to a successful business strategy.

When European SMEs identify infringement, they should actively enforce their rights in Malaysia through the various avenues available. If SMEs manage to build a reputation for ‘being litigious’ then unscrupulous companies will be less likely to infringe their rights in the future.

The South-East Asia IPR SME Helpdesk supports SMEs from European Union (EU) member states to protect and enforce their Intellectual Property Rights (IPR) in or relating to SouthEast Asian countries.

The Helpdesk provides jargon-free, Àrst-line, conÀdential advice on intellectual property and related issues, along with training events, materials and online resources.

SMEs and their intermediaries can submit IPR queries to question@ southeastasia-iprhelpdesk.eu and gain access to a panel of experts, and receive free and conÀdential Àrst-line advice within 3 working days.

The South-East Asia IPR SME Helpdesk is co-funded by the European Union.

www.ipr-hub.eu *The Economist: http://country.eiu.com/article. aspx?articleid=864005670&Country=Malaysia&to pic=Economy

Issue 4 - 2016

2/6/17 4:24 PM

Cover Story

Serving The COMMUNITY C

ommunity service is a tradition embedded in Hilton Worldwide Group for nearly 100 years, and throughout the year Team Members dedicate their time, passion and unique brand of hospitality to create positive change in their local communities. The Global Month of Service is Hilton Worldwide’s largest annual community service initiative and mobilises hundreds of thousands of Team Members from every region to engage in numerous volunteer events and activities happening around the world.

Volunteers offer their time to support a wide range of projects including sharing hospitality expertise with local organisations, community sustainability, fund raising projects, mentoring and training young people, creating amenity care packages for communities in need, collecting surplus food and distributing to underserved communities.

Since the initiative began in 2012, Hilton volunteers have provided support to more than 6,700 projects worldwide contributing more than 300,000 hours of community service. Last year in just one week, Hilton hosted more than 3,500 projects in 86 countries, volunteering more than 150,000 hours.

The DoubleTree by Hilton Kuala Lumpur’s team members play their part in this important initiative, in this instance providing cooked meals and Moringa tree planting for the elderly community at Joy Garden Old Folks Home, Semenyih.

“We wanted to give some lasting impact giving back to the community for this year’s Global Month of Service. Dedicating a full day at Joy Garden Old Folks Home, we wanted our services to give meaning and good memories to the elderly residing here; we planted Moringa trees which they can see growing through time and we cooked food of 5-star hotel standard!” said Mr. Axel Harmand, General Manager of DoubleTree

by Hilton Kuala Lumpur.

On the appointed day, the team members arrived at Joy Garden Old Folks Home armed with everything required to transform the Home into a mini outdoor banquet venue Àt for a communal luncheon for all that came together for the special day. Also included were children under the care of the same non-proÀt organisation, Joy to the World Community Services.

Morning activities included icebreakers such as light aerobics, “Guess the Act”, “Touch if You Dare” and karaoke choruses, prompting the team members to mix, mingle and encourage the elderly folks and children into having some fun and interaction together. The occasion was joined by eight Accounting students from Universiti Tunku Abdul Rahman (UTAR), who were doing community service as part of their course.

at lunchtime by the Hotel, and served by the team members to all present. The afternoon session involved the planting of 20 Moringa trees, known for the health properties contained in their leaves which assist with pain relief. Sale of the leaves will also serve as a source of income for the Home along with its poultry rearing and Àshing activities.

Joy Garden’s future plan is to transform these leaves into powder form so that they could be sold for tea drinking. They also plan to plant more Misai Kuching trees, also known for their health beneÀts including reducing high blood pressure, cooling down body heat, and others.

DoubleTree by Hilton Kuala Lumpur DoubleTree by Hilton Kuala Lumpur is strategically located at the intersection of Jalan Ampang and Jalan Tun Razak and is

Freshly cooked lunch meals and desserts were delivered to the Home

part of the world-class mixed use property The Intermark. The Hotel offers 540 contemporary rooms and suites with superb amenities, Àve vibrant F&B dining outlets and 37,000 sq feet of Áexible meeting space with one grand ballroom and 14 function rooms.

Áavoursbydoubletreekl.com/

Issue Issue44--2016 2016

15522_BMCC-Iss4 2016-Final.indd 37

35

2/6/17 3:23 PM

Cover Story

“If a company has adopted a DIY approach, how do they validate that the assignee and family are safe and well cared for?”

Who holds responsibility for Assignee Duty of Care?

Internal corporate security team

51%

Culture Of CARE

Global Mobility

23% Others

21%

D

Mobility, business leaders and corporate travel representatives.

uty of Care for international assignees is not new. Traditionally there has been a focus on international medical assistance in emergencies and implementing security measures in hardship or highrisk locations.

It would be realistic to implement a stakeholder group or taskforce in any size company, including smaller organisations with less infrastructure.

But two major shifts have recently occurred: the uncertain future of security stability in less remote and high-risk locations, and the increasing use of Do it Yourself (DIY) options among employees in most companies.

To establish what impact these trends may have on company approaches to Duty of Care for international assignees, Crown World Mobility Services conducted a survey recently of more than 60 companies, across a range of industries and locations.

Emergency situations such as geopolitical or natural disasters, family emergencies or local violence are possible at any given time. However, the current environment of uncertainty, primarily motivated by the threat of terrorism, increases interest in whether companies have a protocol in place to communicate with assignees during a large-scale crisis. The majority of companies (66 percent) reported that they do have a protocol in place; however, 34 percent do not have one currently.

The ability to track assignees and travellers would be central to this endeavour.

Tracking practices range from companies with formal technology solutions, to the use of more common communication meth-

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Almost a quarter of participants (21 percent) have begun to use this approach as a result of recent events. ods (texts and email), and companies registered with external travel support solutions, such as ISOS. Some 26 percent of companies have more than 500 international assignees. Of the remaining companies that participated in the survey, almost half (43 percent) have 10 assignees or less. Therefore, the solution needs to Àt the programme; as opposed to a one-size-Àts-all approach.

The survey assessed whether or not recent events have triggered new approaches to Duty of Care. Half of companies (51 percent) have not made any changes to their approach. One company mentioned that they already have a thorough approach and do not feel the need to make additional changes at this time.

One example of a best practice strategy is to have a stakeholder group – a cross-functional team that might include HR, Global

DIY Mobility Approaches The survey also identiÀed the policies in place that respond to DIY approaches and capture the Duty of Care concerns that Global Mobility teams and organisations have in the face of these inevitable shifts.

Phocuswright, a travel research Àrm, recently noted that 31 percent of travellers who used Airbnb in the last two years, had used it for business.

In addressing this “Uber Mobility” shift, the ability to have information at one’s Àngertips, use online solutions and tools to view information, identify options, organise moves and make selections or purchases, continues to grow.

Even so, some companies have not yet considered these options when it comes to Mobility, or are in the early stages of considering these changes.

Issue 4 - 2016

2/6/17 3:23 PM

Cover Story

eLEARNING Making A Difference In times of increasing market competition and concerns around staff recruitment and retention, eLearning can make all the difference to getting people to stay, to work efÀciently, and to provide great service, especially in the hospitality industry. But as Les Thompson, Operations Director, Upskill People, highlights, not all eLearning is the same.

W

ith eLearning your employees engage with learning that gets real results. That changes behaviour and keeps you and your business safe from risk. But it’s important you get the right kind of platform and courses that work for you.

Responses highlighted both policy approaches and concerns about the emerging use of DIY solutions in Mobility. Many policy approaches described cover tracking and control. Many concerns expressed reÁect an uncertainty around the ability of DIY approaches to deal with the security, quality and control that most companies require.

In many aspects, technology and trends are moving faster than the guidelines and policies that most organisations have in place.

With an increasing requirement to provide more employee Áexibility, often in the form of DIY solutions and cash options for certain parts of the move, it is a good time to discuss this trend and the level of control required for meeting Duty of Care goals.

Corporate cultures, employee demographics, the size of the programme and assignment locations are some of the variables that will impact the level of risk tolerance a company might have around DIY approaches.

It is worth starting the conversation to have a Global Mobility policy that reÁects the way the company wants to manage its Duty of Care responsibilities.

Visit http://bit.ly/2kss95e to dowload the full report

Below is a checklist you can use to ensure that your eLearning will do what it needs to and so that you can choose the courses that will really work for your people.

1 Track and assess all your learning – in one place Your eLearning should provide you with one platform to make learning easy. One platform to record data from all your learning and development activity. From online to ofÁine, face-to-face and one-toone sessions.

Helping you keep track of what learning has been done, and when training needs to be refreshed. That’s all your data in one place.

2 Provide access everywhere, anyhow Your team need to access their learning on any device, anywhere. Your managers need to see what's going on so they can make informed decisions. That means courses that are fully responsive, that adjust to each device, no matter what way it's being held. So you get an experience that really delivers. From big screen to pocket-sized.

3 Enable you to build your own You might Ànd you want to create fully responsive courses with added beneÀts.

Or just put a quick course together. So you need the option of building your own course. But it needs to be easy.

With standard functions like end-of-course surveys to get that crucial feedback to make sure you’re learning is delivering.

4 Tailor your platform and courses just how you want them One size doesn’t Àt all. Your eLearning needs to reÁect you. Branding is important. Especially in competitive times like these. You need courses that are easy to tailor. Your logo your brand, your style. After all, your eLearning will be one of the Àrst places your people experience what it’s like to work for you.

5 Integrate with your other systems Data is critical to making the right decisions. You need eLearning that integrates seamlessly with systems such as payroll and HR so you have data you can rely on.

6 Provide reporting that's right for you Rather than bombard you with lots of reports, your eLearning should give you one view of information showing all the key stuff in just the right way. Great for compliance reporting. Superb for people management. It should come with a wide range of sorts and Àlters so you can change your view to see what's going on, so you know where you need to offer support, give a gentle nudge or celebrate success.

7 Motivate your managers You want a platform that gives your managers a digital wall chart of your people and how they’re doing. So they’re just two taps away from getting a full audit for any team member. Or seeing how they’re performing against other people in the organisation. Just that little bit of competition keeps motivation high.

Upskill People make it their mission to provide effective eLearning experiences to unlock potential and help your people shine; to change behaviour, measure the difference and show you a return on your investment. www.upskillpeople.com

Issue 4 - 2016

15522_BMCC-Iss4 2016-Final.indd 39

37

2/6/17 3:24 PM

Cover Story

TAXING Tales: Business Hospitality

When travelling overseas for business, there are a number of measures that can be adopted to ensure costs are effectively managed from a tax standpoint. Absolute Financial Solutions provides some insights here.

U

K Prime Minister Theresa May travelled to India recently with a view to expanding trade contacts, following Brexit. Hopefully it will soon be Malaysia’s turn to host the UK premier.

When considering joining such a trade delegation or opening a new foreign area of opportunity, a UK company will aim to keep its delegation costs at tax deductible levels for the company accounts. So how does it work?

Attracting UK Business To Malaysia Let’s say that a Chamber of Commerce organises a Àve-day trade Fair for UK companies and Malaysian organisations at a top hotel in Kuala Lumpur.

During the event, a number of evening entertainment programmes are organised for participants and their respective partners including a networking evening hosted by say by a high level diplomat such as an Ambassador or High Commissioner.

For such an event, a UK employer will be keen for his Sales Director to attend but, at the same time, secure a tax deduction for the Sales Director’s expenses in attending.

See example below.

Costs Allowable For Host Of Event The UK’s HM Revenue & Customs have a complex set of rules that determine the tax treatment of entertainment costs, foreign travel and hospitality.

A UK company has to prove that there is a business beneÀt in order to reclaim such expenses. The following are usually regarded as reasonable and genuine business occasions: •

genuine product launches

•

lunches and dinners for example, for existing and potential customers where business is discussed

•

reasonable level of entertaining for customers at such events as product display and marketing exhibitions

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Expenses Allowable For Attending Sales Director Expenses typically incurred in relation to attending overseas conferences/ seminars or tours include travel, accommodation and subsistence costs. However, not all these costs are tax deductible, unless: •

they are a necessity in the performance of their duties of employment

Attending Director’s Tax Deductible Expenses Example: Following the invitation to the Kuala Lumpur event, the UK Sales Director is hoping to create substantial business connections with Malaysian companies attending the Trade Fair.

Attending the event is part of his employment duty; however, he decides to take his wife so she can accompany him to the organised social functions.

employee duties; for example as his secretary, interpreter or social host.

The entertainment provided and any prizes/gifts of a value less than £250 would not be taxable to him or his UK employer.

This is because an employee or Director is exempt from tax on certain goodwill entertainment, provided by third parties; this would be for both him and his wife as she is a member of the family or household.

The exemption applies when the following conditions are satisÀed: •

the person providing the non-cash voucher, credit-token or beneÀt is neither the employee’s employer nor a person connected with his employer;

•

neither his/ her employer nor a person connected with their employer has directly or indirectly procured the provision of the entertainment.

The costs incurred for the Àve days are: •

£3,600 for two Business Class Malaysia Airlines return Áights

•

£800 for 4 nights stay in a Kuala Lumpur hotel (the standard of room is no different to that if he were travelling alone)

•

£600 for meals

In addition to the entertainment organised for the delegates, the Chamber of Commerce has arranged for promotional prizes/ gifts (the value of each gift being below £250) to be provided by third party organisations to promote business and tourism.

While the UK Director’s expenses are deductible, his wife’s are not. So on the face of it, the wife’s £1,800 air fare and £300 meal expense would be excluded from the tax offset, but the £2,900 expense for the Sales Director would be tax deductible for the UK Company. The hotel room for himself and his wife incurred no extra cost, as the rate is per room and not per person.

However, to obtain a deduction for his wife’s expenses the Sales Director must show that the expense of taking his spouse was necessary in the performance of his

Promoting Malaysian Business It is often said ‘Don’t let the tax tail wag the business dog’, but it may help in securing interest from the UK if Malaysia promotes to the UK or vice versa to allow for the expenses to be claimed against tax.

During the visit to Malaysia by former UK Prime Minister David Cameron, the country was declared to be one of the four countries in South East Asia selected by the UK Government as part of its roadshow to promote the Northern Powerhouse.

With that in mind, Malaysian promotors can inform potential delegates of the attractive tax beneÀts for travel and hospitality whilst on business here. This encourages businesses to choose Malaysia as their trade destination, giving the country an advantage over others in the region.

www.absolutefsl.com

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Business Insights

Regional PLAYER P

etrofac is one of the world’s fastest growing international oilÀeld services companies that has successfully executed projects in 29 countries. With more than 18,000 employees worldwide, Group revenues reached US$6,844 million in FY2015.

After more than 15 years of operation, Petrofac decided to widen its horizons and set up in Malaysia. Since 2006, Petrofac Malaysia has actively operated and taken part in oil production with a mandate given by the Government and PETRONAS. Its main role is to assist in establishing the oil & gas resources in the country and allowing skilled foreign experts to work hand-in-hand with local resources.

PM304 was originally classed as a marginal resource but today is among the largest oil

The recoverable estimates for PM304 have now been uplifted to close to 100 million barrels.

Àelds in Malaysia. As the Operator of Block PM304, together with partners Kuwait Foreign Petroleum Exploration Company (KUFPEC), PetroVietnam and PETRONAS Carigali Sdn Bhd (PCSB), Petrofac deployed its development expertise to bring the Cendor Àeld on stream in record time and below budget.

First oil was achieved in September 2006, just 16 months from sanction.

At the heart of the development is the Cendor Producer, a Mobile Offshore Production Unit (MOPU). The unit is highly adaptable, possessing a deck area sufÀcient for two Àrst-stage separators as well as a production test unit.

Since 2006, Petrofac Malaysia has actively operated and taken part in oil production with a mandate given by the Government and PETRONAS.

Áoating production, storage and ofÁoading (FPSO) vessel. This phase was brought onstream in late 2014.

The third phase of development of the Block PM304 production sharing contract (PSC) introduced an early production system to accelerate development using an upgraded MOPU, which exports stabilised crude oil through the existing FSO, and through the Phase 2 FPSO. The recoverable estimates for PM304 have now been uplifted to close to 100 million barrels; with production capabilities up to 2026.

The unit also has the capacity to inject up to 25,000 barrels per day of seawater into the reservoir. Oil is pumped to a Áoating storage ofÁoading (FSO) vessel located 800 metres away via a low-cost Áexible composite submarine pipeline.

Petrofac has also delivered various lumpsum projects for clients in the engineering, procurement, construction, installation and commissioning (EPCIC) space. It achieved Àrst oil at SEPAT offshore early production system (EPS) in December 2011.

Phase 2 of the Cendor Development involved a larger permanent facility to fully develop the Cendor fault block. This comprised two Àxed wellhead structures tied back to a

The EPCIC assignment was its Àrst lump-sum offshore EPCIC contract in South East Asia.

Petrofac was also was awarded a US$220 million contract by PCSB for the refurbishment of the Bekok-C platform.

Petrofac has also successfully completed numbers of offshore projects through its engineering services company known as Petrofac RNZ which caters to demand for design through to construction management. It has added on an additional 700 employees from the total headcount in Asia PaciÀc to 1,500.

www.petrofac.com

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With the setting up of the INSTEP Integrated Oil & Gas Training Centre in Terengganu in collaboration with PETRONAS, the company continues its growth by providing the world-class programme in technical training for design and construction of hydrocarbons infrastructure.

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Business Insights

KL: Mega Metropolis Of The New Century

K

uala Lumpur’s location at the heart of ASEAN is a key advantage. ASEAN is now the sixth largest economy in the world, with a population of 630 million and a combined GDP of US$2.5 trillion. The strong growth in ASEAN region is something investors cannot afford to ignore, given its huge market size.

Kuala Lumpur is a gateway city to the rest of ASEAN region with strong connectivity.

The main airport, Kuala Lumpur International Airport connects the city with direct Áights to destination in six continents around the world and the fact that it is the main hub for both the national and lowcost carriers, it provides a plus point for our investors.

The city’s ecosystem is attractive for inward investment for a number of reasons — world-class infrastructure, multi-lingual workforce and well-educated talent pool, competitive cost and friendly policies in place.

Greater KL is poised to transform into one of the world’s top cities by 2020. Over the next several years, there are a series of

projects by both government and the private sectors that will signiÀcantly transform the city.

By Datuk Zainal Amanshah Chief Executive OfÀcer, InvestKL

Some examples of the game changing transformation projects are all public transportation systems, such as Mass Rapid Transit (MRT), Light Rail Transit (LRT) and the upcoming KL-Singapore High-speed Rail (HSR).

In the area of sustainability and environment, the city also has plans to transform Taman Tugu into a world-class iconic park.

The RM540 million project, which the Àrst phase is expected to be completed by 2018, will turn Taman Tugu into the city’s very own ‘Central Park’.

The Bandar Malaysia project will also play an essential role in the development, as it synergises with the HSR project. Once completed, Bandar Malaysia will be one of the key terminals for the HSR and it will also house a Mass Rapid Transit station to make commuting within Kuala Lumpur hassle free.

These transportation links will complement the thousands of homes to be built on the 480-plus acre site.

Then, there is the Tun Razak Exchange (TRX) project. The TRX, which is currently under construction, will be a key ingredient that transforms Kuala Lumpur into a serious Ànancial centre. The TRX is expected to house 250 global Ànancial services companies and create some 40,000 skilled and knowledge-based jobs.

As it develops into a true cosmopolitan hub, Greater KL can only continue to offer exciting prospects for businesses seeking a foothold in the Áourishing Asian region, in tandem with Malaysia’s transformation.

Over the recent years, many multinational companies (MNCs) have seen the opportunities and are conÀdent in the city's true potential by investing signiÀcantly in the city.

To date, top MNCs such as Honeywell, Schlumberger, IBM, Philips, Cargill, Agusta Westland and many others have their regional or global operations in Kuala Lumpur.

It is a testament of investors’ conÀdence in our city.

Game-changing transformation projects on the slate include the MRT, LRT and the upcoming KL-Singapore High-speed Rail (HSR).

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Invest In Greater KL:

The Time Is NOW Greater KL is poised to transform into one of the world’s top cities by 2020. In addition to creating a haven for bustling economic activity, Malaysia’s transformation will cement the region’s liveability, reinforced by efforts including the revitalisation of its rivers, environmental conservation and improving the pedestrian network.

“The knowledge, drive and enthusiasm from what we see of Malaysian talent is one of the reasons we come here.”

Nigel Pool, Group Chief Financial Officer, International SOS

A

s it develops into a true cosmopolitan hub, Greater KL can only continue to offer exciting prospects for businesses seeking a foothold in the Áourishing Asian region.

With the region attaining further progress in tandem with Malaysia’s transformation, the time is ripe for investors to ride on growth opportunities in Greater KL. When Worldline established its Asia PaciÀc Innovation and Management hub in Greater KL, it further strengthened the city’s position and competitiveness in global market as its services are widely used by local and international banks in Malaysia and serve an important part of daily activities.

Worldline Asia PaciÀc Chief Executive OfÀcer, Tee Kee Ming said Greater KL has the vital elements for Worldline to operate.

"InvestKL promotes Greater KL as a cost effective, great infrastructure and in general, a great place to live, which Àts in with our requirement for a hub location. The infrastructure and the availability of talents Àts in well with our needs as we believe in connectivity and creativity.

“As a hub, Greater KL offers a great package of innovative creativity while remaining strong in its tradition which reÁects our culture of combining strength of our knowledge in the business and the creative in-

novation of the future. This is why Greater KL is our preferred hub as our Asia PaciÀc HQ." added Tee. "The same three things bring us back to Greater KL. First of all, the infrastructure here is Àrst class with a complete ecosystem and that makes a big difference. Talent is our second. The knowledge, drive and enthusiasm from what we see of the Malaysian talent is one of the reasons we come here. Last is the welcome and facilitation provided by InvestKL and the Malaysian government," said Nigel Pool, Group Chief Financial OfÀcer, International SOS. The business opportunities here are abundant and choices of quality lifestyle are endless — from the performing arts scene to leisure sports options such as diving, golÀng, trekking and the more laidback dining experiences with limitless cuisine options to suit varied tastebuds. And why are multinational corporations (MNCs) making KL their regional headquarters or hub? The short answer is — KL is a great city.

For recreation, which expats rave about, there are the Lake Gardens, Batu Caves, the bird and butterÁy parks and Tugu Negara, which provide weekend nature respite, to name a few.

Te Àrst and third Sundays of every month have been designated as cycling days, to

allow cyclists a deeper appreciation of the sights the city has to offer.Those more inclined to the arts and culture scene have grown to love the year-long offerings at Malaysian Philharmonic Orchestra in the KL City Centre, KLPac, Istana Budaya and local jazz haunt No Black Tie, for example.

The development and entry of new global hotel brands, including St Regis, the Four Seasons and The “W” adding to the existing list of international hotel chains, have made KL an attractive option for businesses with interest in Malaysia and the region.

It’s no real surprise therefore that Malaysia, and speciÀcally KL, has become MNCs’ choice destination for regional-based operations.

InvestKL being the driving force behind this concerted effort is mandated by the Malaysian Government to attract and facilitate large global MNCs to set up their regional business, innovation and talent hubs in the Greater KL. With robust endorsement and many other big names such as Honeywell, IBM, Schlumberger, Linde, Philips, AgustaWestland and Huntsman partnering with InvestKL or investing in Greater KL, it certainly seems InvestKL is on track to facilitating the Malaysian Government’s aim of transforming the country into a high-income nation by 2020.

Issue 4 - 2016 www.investkl.com39

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BMCC New Members

A warm welcome to our new members!

ServCorp Malaysia From humble beginnings in Sydney, Australia where its head ofÀce is still based today, Servcorp operates from over 150 locations in 23 countries and the expansion is continuing across the globe. A market leader in serviced ofÀce and virtual ofÀce business and IT services with a track record of global growth and strong cash Áow generation. Global Technology Platform offers a unique and fully connected location from which to conduct and grow a successful business.

Level 36, Menara Citibank, 165, Jalan Ampang, 50450 Kuala Lumpur.

T: +603 2117 5100 F: +603 2117 5151 E: marketingmalaysia@servcorp.com.my W: www.servcorp.com.my Joanne Tan Rocca – Country Manager – Malaysia

MMI Engineering Sdn Bhd Providing Technical, Engineering and ScientiÀc Services to help manage risk. Serving multiple industry sectors, specialising in the management of man-made and natural hazards by the application of a blend of expertise drawn from a range of scientiÀc and engineering backgrounds. Key Services include: Risk Management, Analysis & Simulation, Design & Assessment, Structural Engineering, Fluid Mechanics, Geotechnical Engineering, Fire and Blast Engineering, Passive Fire Protection.

B-3A-01, Block B East PJ8, 23, Jalan Barat, Seksyen 8, 46050 Petaling Jaya, Selangor.

T: +603 7494 0533 M: +60 19657 5311 E: emgarcia@mmiengineering.com W: www.mmiengineering.com Dr Enrique Munoz-Garcia - Principal Consultant

Apex Point Sdn Bhd Offering over 20 years of experience in Accounting/Human Resource Management, Payroll and Banking and Expatriate work visas. Working as partner or outsourcing consultant with high-end Recruitment and Management companies hiring candidates to work in Malaysia. Specialising in all aspects of human resource and Accounting, to ensure Clients meet the criteria of the Employment Act in Malaysia.

D-3-5, PaciÀc Place Commercial Center, Jalan PJU 1A/4, 47301 Petaling Jaya, Selangor.

T: +603 7451 5659 F: +603 7451 5695 E: gbuck@apexpointsolutions.com / marketing@apexpointsolutions.com W: www.apexpointsolutions.com Geri Buck – Client Servicing Director

www.alliedpickfords.com.my dpiick ckfo forrd ds. s.c .co com om. m.my Issue 4 - 2016

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Members’ News

Bringing Music To LIFE A world without music would be a very sad, colourless place. Providing a nurturing environment for young people to discover and develop their talent for music is an essential component of any education system. Mark Coote, CEO of Wells Cathedral School Foundation tells us more.

A

s one of Britain’s oldest schools, Wells Cathedral School, founded in AD909, has built positive links and welcomed students from Malaysia - particularly young musicians - for more than a generation.

At a recent social gathering in Kuala Lumpur of former students from Wells Cathedral School - they’re known as Old Wellensians or, more colloquially, Old Wellies - a fulltime orchestral member of the Malaysian Philharmonic Orchestra reÁected on her time as a student at Wells Cathedral School.

“Music was such a part of my daily life at Wells - it was a signiÀcant part of the DNA of the school - that coming back to KL and building it into my artistic life easily became second nature. I haven’t looked back, I’m now playing in our country’s leading professional orchestra.”

Back in the 1970s, the School became one of only a small handful of specialist music schools in the UK with the help of the legendary violinist Yfrah Neaman (a contemporary of the great Yehudi Menuhin) who, with the Headmaster of the time Alan Quilter, decided Wells was the ideal school to develop as a place of international excellence for music. A school whose foundations were built on music - the child choristers of the great Cathedral of Saint Andrew in Wells were the reason for the establishment of the original school in AD 909 - Wells seemed an obvious location to create a centre of excellence and aspiration for future generations of musicians.

The Àrst students from Malaysia began to arrive, encouraged by the international reputation of Yfrah Neaman but also the recognition that music could be taken seriously and be ‘centre stage’ within a school curriculum, without sacriÀcing the importance and rigour of all the other academic subjects.

As a recent school leaver from Malaysia who has taken up studying at London’s Royal College of Music said, “Wells gave me a clear option; at 18 be ready for university OR a music conservatory. I didn’t have to put all my eggs in one basket. In the end, I opted for a music college although I had offers from some top British universities.”

Wells Cathedral School has also developed strong links within Malaysia. In 2011, the renowned Brass and Percussion Departments undertook a ten-day tour of Kuala Lumpur, bringing with them their professional tutors who gave master classes and performances in local schools and worked with young musicians in developing their talents. On a smaller scale, Wells comes to Malaysia every year, building on the roots of a relationship that is now well established.

One great partnership is the link that has been made with the Ann Perreau music studios in Petaling Jaya, which fosters young talent and recognises the importance of music not only in the all-round development of a young person but also as a possible future career path.

It is telling that in the annual concerto competition of the music faculty, which offers students the opportunity to audition to play with the School’s 73-strong symphony orchestra in front of a packed audience in the 800 year-old Cathedral, students from Malaysia have been proliÀc winners and have often dominated the stage

Mei Yi Foo (Wells Cathedral School 1996-1998) is from Malaysia and currently living in London. After Wells, she studied at the Royal College of Music and then the Royal Academy of Music. In 2013, she won Best Newcomer in the BBC Music Magazine Awards for her debut disc, Musical Toys, and was also awarded the medal of Setiawan Tuanku Muhriz in 2011. She has played at the Royal Festival Hall, Finlandia Hall, Hong Kong City Hall, Wigmore Hall and performed with the BBC Concert Orchestra, Fort Worth Symphony Orchestra, Helsinki Philharmonic Orchestra, London Chamber Orchestra and Malaysian Philharmonic Orchestra.

(quite literally). There may be no particular explanation for this outcome other than a real dedication to their studies, meticulous hard work and an ethic in mastering their instrument in a way that destines them to excel!

As is part of the Wells’ tradition, our friends and contacts in Malaysia are all members of our extended family. As proud members of the BMCC, this allows us to foster and strengthen our friendship with Malaysia for the next generation and beyond.

www.wells-cathedral-school.com Issue 4 - 2016

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Members’ News Latest Insights In Payroll Management From TMF & Michael Page

As payroll management in Asia evolves, local knowledge is more important than ever before. TMF Group’s latest brieÀng paper – The Future Of Payroll Services In Asia – outlines how payroll management has changed over the yyears and highlights some of the most pressing country-speciÀc isssues facing HR and payroll management in Asia.

D Developed in association with recruitment experts Michael Page, this brieÀng paper provides insights into how to attract and retain quality employees to how to stay compliant with local regulations. It also explores the human resource and payroll trends in the region and how businesses can stay ahead of the curve with comprehensive payroll solutions.

With a network of ofÀces across over 80 countries, TMF Group is the global expert in local business and has the in-country expertise and knowledge to help businesses of all sizes expand and operate both within and beyond their home markets.

To download the full report, visit www.tmf-group-global.com

Johnson Matthey Retains Title

New Property Venture In Hong Kong

As Most Admired Chemicals Company

For Amcorp Group

Johnson Matthey beat off competition from companies such as Croda and Victrex to be named Britain’s Most Admired Chemicals Company for the third year running in the Annual Management Today Awards.

The company was also placed Àfth most admired Àrm overall.

The awards, now in their 26th year, ask 200 of Britain’s top companies and their bosses to assess their peers. There are 25 sectors with ten companies in each; each company then ranks the others from 1 to 10 on nine criteria. Combined with polls from City analysts, the total scores then form an overall winners list, a top ten for the criteria and a league table for each sector.

List of Top 10 Winners: 1. ARM – Software & Computer Services 2. Unilever – Food Producers & Processors

Amcorp Properties Bhd is set to venture into Hong Kong’s property market through a collaboration with Grosvenor Asia PaciÀc Ltd. The two organisations have entered into a co-investment agreement to form a JV company for the purpose of investing in a portfolio of value-add, redevelopment and development projects in Hong Kong.

Amcorp and Grosvenor Asia will each contribute around RM200 million as capital to the equally-owned JV. “Following the Group’s proÀtable ventures in London and Japan, the co-invest is part of the our strategy to diversify our property investment and development portfolio and embark on niche developments in high-growth international markets,” it said.

3. Royal Dutch Shell – Oil, Gas & Extractive 4. Berkeley Group – Construction – Home 5. JOHNSON MATTHEY – Chemicals 6. Spirax-Sarco Engineering – Engineering & Machinery 7. Halma – Software and Computer Services 8. InterContinental Hotels Group – Leisure & Hotels 9. McDonald’s Restaurants UK – Restaurants & Pubs

Grosvenor, which is part of Grosvenor Group Ltd, one of the world’s largest private international property groups, has been operating in Asia PaciÀc for some 20 years. It established its Àrst ofÀce in Hong Kong in 1994.

10. Experian - Business Support Services

The co-investment agreement will be in force for seven years with a further extension of up to two years possible.

www.matthey.com

www.amcorpproperties.com

Kuala Lumpur Convention Centre has become one of the Àrst companies to sign the Ministry of Human Resources’ Integrity Pledge. Receiving the CertiÀcate from Secretary General of the Ministry, YBhg. Dato’ Sri Adenan bin Ab Rahman, the Centre’s General Manager, Alan Pryor, said, “We are proud to be among the Àrst 10 companies to sign the Integrity Pledge and support HRDF’s efforts to foster integrity values and awareness to minimise and eradicate fraud as well as corruption in Malaysia.”

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“This is especially important because integrity within our organisation is something we value highly and constantly reinforce through all of our training and development activities. Hopefully, through leading by example other training providers in Malaysia will follow suit,” concluded Pryor. www.klccconventioncentre.com

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Members’ News Design Excellence Award For Setia Eco Templer Development Setia Eco Templer, S P Setia’s latest eco-themed township, located in Selayang, was recently honoured with an award for design excellence at the Malaysian Institute of Planners (MIP) Planning Excellence Awards 2016.

First TLP In Malaysia Begins Production Shell Malikai Comes On Stream In late 2016, Shell Malaysia saw oil production start from the Malikai Tension-Leg Platform (TLP), the Àrst of its kind in Malaysia and the Àrst Shell TLP outside of the Gulf of Mexico.

Located 100 kilometres off the coast of Sabah in waters up to 500 metres deep, Malikai is Shell’s second deep-water project in Malaysia, following the successful start-up of the Gumusut-Kakap platform in 2014. Malikai is expected to have a peak production of 60,000 barrels per day.

The Design Excellence Award recognises a master plan that has or will have a positive impact on the physical or environmental quality of a place or the economic or social well-being of a community. The overall township design and planning takes into consideration the original land topography which is designed to complement and respect its natural environment.

Setia Eco Templer embraces the naturally scenic beauty of the limestone geology, rolling hills, crafted creeks and rainforest reserves thet envelop the township.

The design also enhances the overall ambience of the area by improving on and beautifying the nine legendary creeks that Áow through the development. Setia Eco Templer will be further enhanced with innovatively planned waterscapes and landscape architecture. www.spsetia.com.my

The Malikai project is a joint venture between Shell (35%, operator), ConocoPhillips Sabah Ltd (35%) and PETRONAS Carigali Sdn Bhd (30%).

New CEO Appointed For University of Reading

The project features a cost-effective platform design and a unique, industry-Àrst set of risers - pipes that connect the platform to the wells for oil production - which required fewer drilling materials and lower costs.

Production from the platform is sent 50km to the Kebabangan Oil Hub for processing before evacuation to onshore Sabah Oil & Gas Terminal.

Datuk Iain Lo, Shell Malaysia Chairman, said: “The Malikai TLP is designed and built in Malaysia, by Malaysians and is a signiÀcant demonstration of Shell’s drive for innovation and development of local deep-water capability together with PETRONAS. The safe and successful start-up of Malikai is a highpoint for us, as Shell celebrates 125 years in Malaysia.” www.shell.com

Making Learning Stick!

A New Approach From TMI Consultancy TMI Malaysia recently held a workshop titled “Learning Shift! New Thinking To Make Learning Stick”. Attended by more than 30 invited guests, the event explored the challenges and opportunities of making learning stick at the workplaces, including using digital, social media and mobile platforms.

Special invited speaker Monir Azzouzi, Head of Performance & Development from Maxis Berhad, shared the Group’s own learning and development journey in the digital world. TMI Malaysia CEO George Aveling said, “The workshop was highly interactive with all participants getting involved in the group exercises. It provided a great opportunity for the attendees to not only learn from our speaker but also from each other.”

Highlights of the event can be viewed at https://youtu.be/ vAYm4zRi2Xc. For more information on TMI’s unique approach to branded customer experience, visit www.tmimalaysia.com.my

University of Reading Malaysia (UoRM) has appointed David Savage as full-time Chief Executive OfÀcer effective 1st April 2017 through to 31st December 2018.

He will be responsible for all professional support services at the Malaysia campus which includes the Henley Business School Malaysia. His direct reports will include HR, Finance & Corporate Services and Registrar.

David has worked at the University for 17 years and was previously Chief Operating OfÀcer at the University of Reading in the UK, up to the end of 2016. He was closely involved in the setting up of University of Reading Malaysia from its Àrst proposal in 2008 to its inauguration in February 2015. It is the University's Àrst multi-disciplinary overseas campus and Àfth campus overall.

Enzo Raimo, Pro-Vice-Chancellor for Global Engagement and Chair of RUMAL Board said: "David is highly experienced and has been closely involved in University of Reading Malaysia from the start. He will build on our good progress to date and ensure smooth continuity as we continue to establish ourselves in Asia." The University is on track to have 600 students by the end of the academic year, towards its long-term aim for 3,000 students overall.

David replaces Paula Sanderson who took up a new post as Registrar at SOAS, University of London in November 2016. www.reading.edu.my

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Members’ News

Alice Smith Gala Dinner

Celebrating HERITAGE

Reaching the grand age of 70 is no mean feat. And in doing so, to have built a successful track record in providing a rich British educational heritage to thousands of young people of all ages and backgrounds is even more impressive. The Alice Smith School, which recently concluded its 70th Anniversary celebrations, has done exactly that.

F

ollowing a near year-long programme of commemorative events, the Alice Smith School marked its 70th Anniversary founding date with a grand Platinum Gala Ball.

Over 700 guests comprising parents, staff, business partners and alumni hailing from all corners of the globe arrived to mark the occasion.

TOP: Alumni HRH Tunku Zain Al-‘Abidin Tuanku Muhriz [on right] with Tan Sri Tony Fernandes ABOVE: School Founder Alice FairÀeldSmith’s great grandaughter Rosie [right] Guests of honour were Australian High Commissioner HE Rod Smith PSM and his wife, British High Commissioner HE Vicki Treadell CMG MVO, New Zealand High Commissioner HE Dr John Subtrizky and his wife and Irish Ambassador HE Eamon Hickey. [Left] They were led into the Ballroom by two children in school uniform carrying the school’s signature wicker baskets, a feature from when Alice Smith School was Àrst established in 1946.

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Members’ News

The gathering was also honoured to welcome founder Alice FairÀeld-Smith’s grandson, Cameron and great granddaughter, Rosie.

Subtle touches were seen throughout the evening with well-executed musical performances by students, staff and alumni. Sixth Form student Sami Azam-Ali, gave a moving account of his educational experience at School and Caroline Russell, CEO of BOH Plantations, shared her journey from alumnus to current parent.

A silent auction of art and photography created by the very talented secondary students raised money to support the charitable work of the School.

Head of School, Roger Schultz reÁected on the unique history of the School in his speech, saying, “Alice Smith reaches out and touches lives in a unique way that cre-

ates a strong bond of attachment and invokes everlasting memories. It engenders a sense of belonging. The Alice Smith School story is a wonderful story about people coming together and working together because we believe we are part of something that is quite special.

“Our long and rich heritage is Àlled with people, achievements, events and happenings that have shaped the School, from its humble beginnings with one class in Mrs Alice FairÀeld-Smith’s house 70 years ago to where it is today.

“The School has grown tremendously, with great facilities now providing an excellent education to almost 1,600 students on two fantastic campuses. There will be many more stories as the future unfolds.”

The glittering event was attended by past pupils, parents, teachers, business partners and special guests from all corners of the globe.

“Our 70th Anniversary Celebrations have reÁected on past accomplishments and successes and the legacies left by previous and current generations. As the Alice Smith School looks to the future, it continues to enhance the exceptional learning environment provided for every child, manifested in the caring, positive and dynamic ethos and culture of the School,” added Mr Schultz.

www.alice-smith.edu.my

Prior to the glittering Platinum Gala Ball grand Ànale, the School also hosted a series of events including the Grand Anniversary Day celebration, Alumni get-together and Nostalgic Walk and a Cocktail Reception and Appreciation Evening for business partners and parents, hosted at the British High Commissioner’s Residence.

ABOVE: Traditional Guzheng performance

Issue Issue44--2016 2016

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On The Social Scene

Ushering In The New Year T

he Àrst BMCC event of the New Year is always popular as existing and new members gather to catch up after the festive season.

This year was no exception as over 70 guests made their way to the upmarket venue LiveHouse @ TREC for the BMCC’s New Year Drinks Night.

British High Commissioner HE Vicki Treadell battled the trafÀc to join the occasion, taking to the stage to say few words in toasting the New Year along with BMCC Chairman Andrew Sill.

The Chairman also took the opportunity to thank all the Chamber sponsors for their generous support. He then raised a toast to Executive Director Nik Tasha who will be leaving her role in the next month and introduced her successor Aurelia O’Reilly [pictured below left].

Continued C Co Con onti t ued tin u on Page ue Page e 46 46

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Issue 4 - 2016

15522_BMCC-Iss4 2016-Final.indd 53

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Issue 4 - 2016

15522_BMCC-Iss4 2016-Final.indd 2

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