Berita BMCC - March / April 2014

Issue 94 PP 11826/07/2013 (032918)

March-April 2014

Special Supplement: Glittering Gala Dinner & Launch of Bilateral Trade Support Initiative

Security:

Protecting Our Assets PLUS:

■

Investing With Insight

■

Banking On Design ■ 2014 Rugby Roars!

March-April

To the families, friends and colleagues of those who lost their lives on MH370, we extend our deepest condolences.

Our thoughts and prayers are with you all.

BMCC Board of Directors, Executive OfďŹ ce & Members

March-April 2014

First Lines

T

hose of you who attended our 50th Anniversary Gala Dinner will know that BMCC most certainly knows how to put on a great show! Over 700 people filled the Ballroom at the Majestic Hotel to take part in what was an amazing night

packed with top entertainment, first-class hospitality and performances by talented artists. Adding to the glamour were the many guests decked out in stylish eccentricity as per the dress code.

Our Guest of Honour YAB Dato’ Sri Mohd Najib Tun Razak headed a glittering VVIP table along with his wife Datin Seri Rosmah Mansor, Minister of International Trade Dato’ Sri Mustapa Mohamad, YTM Tg. Dr Faiz Petra, YAM Tunku Naquiyuddin, HE Simon Featherstone and a long list of other dignitaries. Even PM David Cameron was there in spirit with a special message relayed by the High Commissioner.

The event also witnessed the official launching of the Doubling Trade Support Initiative in which BMCC is proud to be the delivery partner for UKTI. Not to mention the surprise appearance by footballing legend Andrew Cole, which brought wide smiles to the faces of the MU fans in the room! You can find all the highlights in our special supplement.

A number of other BMCC events are already in the planning, but the next landmark occasion will be the 10th Charity Rugby Dinner in June. This year’s line-up of speakers is a star-studded trio of top international rugby legends who will help us push the bar higher still in our quest to raise as much money as possible for charity.

The Overseas Business Network Initiative is making good headway under the stewardship of Dr Amita Krishna as the report on Pages 8 & 9 shows. She and her team have provided support to five inward trade delegations recently as an increasing number of companies from the UK show interest in doing business in Malaysia.

Our theme this time examines one of the top threats facing businesses and governments today – cybercrime. The extent of the crimes being perpetrated is alarming and spans stolen identity, theft of intellectual property, loss of commercial data, breaching of national systems and more.

The cost to businesses is far-reaching – both financial and reputation-wise. Read more on the measures that can help mitigate against this insidious form of ‘invisible’ crime.

As we move into the second quarter of what will be another busy year for the Chamber, our goal is to bring added value for our membership through the multiple channels we offer.

BMCC - it’s the place for business.

BMCC 2014 Annual Sponsors & Partners PLATINUM SPONSORS:

GOLD SPONSORS:

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: britcham@bmcc.org.my Web: www.bmcc.org.my Follow us on:

AIRLINE PARTNER:

BMCCMALAYSIA March-April 2014

The Chamber The British Malaysian Chamber of Commerce is the leading business networking organisation in Malaysia with 350 top member companies with an outreach of over 75,000 employees. Since 1963, the BMCC has been a catalyst in providing businesses in Malaysia with support, networking, knowledge exchange and bilateral trading assistance. We serve as a dynamic hub for enterprise to thrive and businesses to connect with each other, helping to promote and foster trade and investment between Britain and Malaysia.

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

BMCC Board of Directors: Patrons: YBhg Tun Musa Hitam HE Simon Featherstone, British High Commissioner

Chairman: Dato’ Larry Gan, Catcha Media Bhd

Deputy Chairman: Andrew Sill, The Royal Bank of Scotland Bhd

Directors: Soo Kim Wai, Amcorp Properties Bhd Mark Burgess, Amicitia Sdn Bhd Bob Olivier, Aspac Executive Search Sdn Bhd Andrew Diamond, Bubblegum Sdn Bhd Dato’ Justin Leong, Genting Bhd Datuk Seri Michael Yam, InvestKL Amanda Powell, KL Kudos Design Sdn Bhd Michael McIver, Plus Three Consultants Sdn Bhd Osman Morad, Standard Chartered Bank Malaysia Bhd Bill Addington, TechSol Sdn Bhd Datuk Peter Wentworth, OBE, Weir Minerals Malaysia

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

BMCC Executive Office Nik Tasha Nik Kamaruddin: General Manager AlÀan Othman: Finance Manager Stephanie Ho: Events Manager Nabisa Kassim: SME Membership & Development Manager Deck Azwan: Membership Executive

BMCC Magazine: Editor: Amanda Powell Editorial Committee:

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

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

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March-April 2014

In This Issue

Cover Story

Security: Protecting Our Assets: It’s going on everywhere. Invisible, insidious, imperceptible. This is cybercrime, the biggest threat facing businesses and governments today.

Mounting adequate protection will be essential to minimise fall-out to the bottom line and reputation.

Turn to Page 15 to find out more.

■ First Lines ................................................. 3 ■ Hot Happenings ........................................ 6 >

It’s Back! 10th Annual Charity Rugby Dinner

>

Yes Minister! By British Theatre Playhouse

■ Trade Talk ................................................... 8 >

Gathering Momentum: Overseas Business Trade Initiative

>

The Journey To Accreditation

>

Investing With Insight: Addleshaw Goddard and the Power of Attraction

>

RBS: Boosting Bilateral Business

■ Market View ............................................. 14 Banking On Design

March-April 2014

By Arman Narain, Standard Chartered Bank

■ Cover Story ............................................. 15 Security: Protecing Our Assets

■ In The Spotlight ......................................... 26 >

Moving Experience - Allied Pickfords

>

Singapore - Destination Special

>

Inspiring Culinary Experience

■ Meet Our New Members ....................... 30 ■ News from Our Members ...................... 32 ■ On The Social Scene ................................ 36 >

Bringing In The New Year

>

Fashion At Your Feet

>

Quiz-zical Contest

See our Special Supplement for all the highlights of the BMCC 50th Anniversary Gala Dinner!

March-April 2014

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Hot Happenings

April

Diary Dates

Thurs 24th

BMCC & TrueÀtt & Hill Men’s Grooming Session JW Marriott Hotel KL

Thurs 24th

BMCC Speed Networking JW Marriott Hotel KL

Fri 25th

BMCC Fashion Series: Dressed To The Nines With Mimpi Kita 3pm-6pm - Cesar@Ritz-Carlton Hotel

May 13th-15th

Asian Fashion Summit - Singapore See Page 28 for details

15th-16th

Blueprint 2014 - Singapore See Page 28 for details

Weds 21stSun 25th

British Theatre Playhouse YES Prime Minister!

Temple of Fine Arts, BrickÀelds See opposite for details

Tues 22nd

BMCC Members Networking The Beast - Intermark KL

TBC

“Inspiring & Empowering” With Standard Chartered Bank Panel of Guest Speakers includes: Datin Paduka Marina Mahathir Details to be conÀrmed BMCC Iskandar Delegation In Conjunction with AMCORP Visit to Iskandar Region in Johor for BMCC members to explore business opportunities in the booming Medini & Iskandar zones

TBC

Details to be conÀrmed

June Thurs 5th

10th BMCC Charity Rugby Dinner With 3 Outstanding Rugby Legends!

Shangri-la Hotel Kuala Lumpur See opposite for details and bookings

TBC

BMCC Annual General Meeting & Members’ Networking Details to be advised

Follow us on Facebook and Twitter For More Event Details

BMCC Magazine May-June Issue All About Talent Plus: July-August: The Business Of Sport

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The talent management sector is buzzing with new ideas and initiatives to help companies attract the right resources, hone their skills for optimum productivity and retain these assets. Is your company achieving success in this key area? Do you have the right solutions to offer? Get in touch and let’s hear your story! We want to hear from you!

Sponsorship and advertisement opportunities available!

Deadline Imminent: Contact 03 2163 1784 or editor@bmcc.org.my

March-April 2014

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Hot Happenings

DIRECT FROM LONDON, BEST NEW COMEDY AWARD - WINNING PLAY ‘HELPLESS HILARITY IN THE CORRIDORS OF POWER’ - Daily Telegraph 'A DELIGHTFUL STREAM OF ONE-LINERS' - Evening Standard

Wednesday, 21 May 2014 - Sunday, 25 May 2014 Time : Matinee (4pm Saturday 24th and Sunday 25th) & 8pm (Evening).

Venue : The Temple of Fine Arts, Brickfields, Kuala Lumpur Official Airline:

A Production of :

Promoted by :

Supported by:

Official Hotel:

Friday 25th April 2014 Friday 23rd May: Special Discount for BMCC Members.

Book before 30th April

An afternoon of stylish fashion Cesar @ Ritz-Carlton Kuala Lumpur - 3pm-6pm

Don’t miss out! Contact 03 2163 2174 or events@bmcc.org.my to register.

March-April 2014

Trade Talk

The World Of Trade Delegations Bringing Business Together

Dr Amita Krishna, Project Director of the Overseas Business Network Initiative (OBNI), provides an update on the work being carried out to bring businesses together to foster cross-border trade.

T

he UK is one of the largest investors in Malaysia, having invested over £20 billion during the past three decades.

With Malaysia being the UK's second largest export market in South East Asia after Singapore, and our long and strong commercial ties, there is always keen interest for Trade Missions to gain insights into a market. Malaysia is no different. The last few months have seen the OBNI project team supporting UKTI on incoming trade missions.

Trade Missions provide a vital bridge between our two countries. They represent a tangible meeting of converging interests.

Sometimes the interests are just exploratory with either the delegate or the host simply wishing to Ànd out more about the market conditions or value propositions on the other side of the ocean. Other times, there are focused requirements for speciÀc meetings intentioned to forge business relationships and foster trade.

Although some missions are sector speciÀc, in the last month, the Chamber has been honoured to host two missions. Known as horizontal missions, they represented distinct geographical regions of the UK. The team also supported UKTI on three separate sector delegations. It’s been a busy time!

Boroughs of Wandsworth, Southwark and Lambeth. Ten LSCC members took part in a very successful visit in February.

First on the agenda was a political and economic brieÀng provided to the delegates at the BMCC. This was followed by high level individual business matching appointments with selected Malaysian businesses. Centred on Kuala Lumpur, a number of BMCC Members met with the delegates, including several with a special interest in medical tourism opportunities between the two countries. Other meetings included exposure to real estate, wholesale and retail trades, agriculture and corporate services.

Delegate Naseem Bajwa of Bajwa & Co Ltd said, "This was my Àrst trade visit to Malaysia and it provided a fantastic opportunity to explore how we can work with Malaysian Àrms to develop the client base for my law practice. I will be returning to further develop the contacts made. The trade missions jointly organised by the two chambers are an excellent way to develop trade links between the UK and other countries."

In addition to the business component, delegates also enjoyed some world-class R&R with a short break to Penang.

Two weeks later, the team hosted a second trade mission, this time from the Hull & Humber Chamber of Commerce. Formed in 1837 and one of the UK's oldest Chambers, its long establishment has enabled extensive collaboration with local and regional government.

Accordingly, this mission was undertaken in conjunction with Humber Local Enterprise Partnership. Local enterprise partnerships (LEPs) are partnerships between local authorities and businesses to help determine local economic priorities and lead economic growth and job creation within its sphere of inÁuence.

The LEPs carry out some of the functions previously under the auspices of the regional development agencies. Following a 2012 report by Lord Heseltine, power from central Government has been further devolved to the LEPs including a share of a £1.4 billion Local Growth Fund.

The Mission, led by Pauline Wade, Director of International Trade for the Hull & Humber Chamber (pictured left), kicked off with a brieÀng from the BMCC. A series of meetings were subsequently held with Malaysian Government ofÀcials and public bodies, including EPU, Jakim and Invest Penang.

One theme of this Mission was to develop bilateral halal trade opportunities and as such meetings were held with Halal Development Corporation and senior executives of a British MNC already operating in Malaysia with established halal distribution channels.

The Àrst Mission was from London Southside Chamber of Commerce (LSCC) which supports members from the South London

“I was pleasantly surprised at how much access we had to senior ofÀcials and how open they were to exploring opportunities with our delegate Àrms.” Pauline Wade.

As the Humber is one of Europe’s largest sea ports, several meetings were held with complementary industrial bodies, including Selangor Freight Forwarding Association and a meeting combined with a tour of Penang Port. Additional meetings were held with senior UK Government representatives.

Speaking on behalf of the delegation, Wade said “The BMCC provided us with much support, networking and knowledge exchange to support trade, services and investment between the UK and Malaysia.”

Both trade missions reinforced the beneÀt of face-to-face meetings in the contextual environment. Opportunities were explored

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March-April 2014

Trade Talk

Investing in People: OBNI Team Expands As the OBNI gathers momentum, dedicated new resources join the team.

JAMAL LEA, PROJECT MANAGER A graduate from University of Nottingham Jamal brings a wealth of project experience with private sector and public organisations. Born and brought up in the UK but with cultural afÀliation and ties to Malaysia, Jamal has a depth of understanding of business environments within aspects of business development and client relations. He has been delivering projects for energy Àrms in the UK and has a profound interest in emerging sectors in Malaysia with particular skills in energy and sustainability. Since joining in February he has already assisted in two trade missions, the Gala Dinner and an OMIS report.

JASMINE JOHAN, PROJECT EXECUTIVE Jasmine has a background in education and training. Her career started as a lecturer and prior to joining BMCC, she was working as a trainer for refugees. She has a BA degree in Sociology & Social Anthropology and completed her Master’s in Sociology, both from the University of Kent, in the UK. Jasmine joined the Chamber in March and assisted with the Gala Dinner on her Day 3 of her employment!

Dr JOHN ROGERS, SENIOR TRADE ADVISOR An experienced business, operations and project management specialist with over 20 years of international experience. His early years were spent in managing infrastructure and go-to-market programmes in Britain.

His recent work has involved corporate change programmes for built environment companies transitioning to Building Information Modelling with a focus on enhancing capability and capacity including technology, process and HR development. During his years in Malaysia, he has focused on liaison with Government bodies and the private sector for business matching trade initiatives.

Gaining Credence Preparing For British Global Accreditation

T

he OBNI aims to create a network to deliver a seamless experience to assist in the SME export journey. In striving towards achieving that positive experience, the Overseas Business Network needs to ensure they achieve a certain baseline standard to deliver business-tobusiness support services offering UK companies a seamless journey linking UK regions to overseas markets.

Accordingly, the British Chamber of Commerce, the accrediting body for the UK Chamber network is embarking on Phase 1 of accreditation for the overseas Chambers. Two chambers participated in the pilot programme and Malaysia is proud to be one of the leading Chambers to participate in Phase 1 which also includes: China, Columbia, India, Indonesia, Poland, Singapore and Thailand.

The accreditation component of the programme underpins the global business network by accrediting overseas organisations to deÀned requirements developed from the existing accreditation system used for the UK Chamber network. Accreditation will provide UK companies, the UK Chambers of Commerce and UKTI with conÀdence of the organisation’s ability to deliver services, including referrals for UKTI services.

BMCC welcomes the accreditation with Dr Krishna stating, “It’s all about the customer and if we can get it right internally, we have a fabulous opportunity to deliver a great SME exporting experience externally. I am conÀdent that Accreditation will make our lives a lot easier as we focus on operational effectiveness to deliver seamlessly across the customer journey.”

The accreditation process takes place in two steps. First, a virtual assessment conducted by BCC’s existing pool of experienced UK-based assessors. This involves assessing BMCC’s approach to governance and resources. Thereafter, an onsite assessment to review and assess the services offered by the Chamber is conducted. Full accreditation will be recommended and the BMCC will be in a position to use the BCC accredited logo upon approval.

Nik Tasha Nik Kamaruddin, BMCC’s General Manager, commented, “The phased approach gives us conÀdence that we have a solid foundation to build on as we integrate the project into the Chamber.”

The accreditation preparation is being led by Dr John Rogers who reiterated the comments of Joy Shrewing, Director of Accreditation at the BCC UK, saying, “The phased approach will enable BMCC to manage risk and identify potential issues early in the process. It’s a great opportunity to ensure Malaysia succeeds as one of the Àrst key overseas markets in achieving accreditation.”

For more details, contact: john@bmcc.org.my

and developed at corporate, industry and governmental levels, sometimes strengthening existing expectations, and sometimes generating new opportunities from the fusion of ideas.

The team further supported UKTI with three missions in the oil and gas and auto sectors by assisting with business matching meetings, organising receptions and providing political and economic brieÀngs.

For more information on how you can beneÀt from the trade missions and the opportunities presented, contact: jamal@bmcc.org.my or jasmine@bmcc.org.my March-April 2014

“Both trade missions reinforced the beneÀt of face-to-face meetings in the contextual environment.”

Amita Krishna 9

Trade Talk

Investing With Insight The Power of Attraction

A

ttended by over 70 guests, the event provided a unique opportunity for experienced and Àrst-time investors to hear from a panel of top specialists on prime areas in the UK for investment, direct and indirect ownership, how to succeed in the market, as well as invaluable Ànancial and tax advice.

Dr Megan Walters, Head of Research, Asia PaciÀc Capital Markets at Jones Lang LaSalle, Singapore, said both commercial and residential sectors remain popular. “What’s driving the UK and in particular, the London real estate market, is employment growth,” she said, noting that the UK has a net Áow of people coming in.

“More school-leavers, longer-working employees and women participating in the work force are all contributing towards the country’s global pool of talent and therefore driving the demand for ofÀce space.”

BMCC recently joined forces with Addleshaw Goddard one of the UK’s leading law Àrms, to organise a special brieÀng on UK Real Estate Investment. Entitled “Investing with Insight – UK Real Estate”. Held at the Mandarin Oriental Hotel Kuala Lumpur, the half-day event brought together some of the leading advisors in the UK Real Estate sector to provide an overview of current market conditions, challenges and opportunities.

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March-April 2014

Accordingly, commercial rental rates in London’s west corridor, city centre and West End will remain landlord-favourable in 2014 and 2015 with the west corridor commanding rentals of £29.30 (RM159.58) per sq ft (psf) while the city centre and West End post rentals of £58.50 and £100 psf respectively.

In the residential market, the growing population of Asians who are buying houses coupled with a perpetual undersupply of properties, is spurring the sector forward.

“As Asian economies continue to perform well and strengthen against the pound, this has made it cost-effective for Asians to buy

Trade Talk “The commercial market is seeing real growth spurred by the emergence of new tenants as a result of rising employment within the Ànancial services sector.”

“The line is increasing values in particular areas and acting as a catalyst for development,” said Walters.

Some of these areas include Canary Wharf, White Chapel, Custom House, Famden and Ealing Broadway.

in the UK,” she said. “In addition, the UK housing supply is about half the rate of natural household formations. In theory, the rate is about 250,000 units per year, but we’re only building 120,000 housing units a year, leading to a constant undersupply.”

James Petit, Managing Director & Head Of Real Estate for UK & Ireland at Deutsche Asset & Wealth Management noted that the commercial market is seeing real growth spurred by the emergence of new tenants as a result of rising employment within the Ànancial services sector.

“Commercial supply has been muted over the last Àve to six years, and it will take another two to three years for it to catch up with the demand witnessed in those periods. However, demand will push the market as rents will grow and returns will be enhanced by rental growth.”

While residential properties at the top end of the market in Knightsbridge and Mayfair may be reaching their peak, that market is unlikely to recede primarily due to the amount of money coming in, he noted.

“Given the number of transactions, it’s a very small market so it doesn’t need many entering to see those prices maintained,” he said.

Lower tier markets are projecting real growth due to inward migration from domestic population as the young are moving back into the city, coupled with the migration of foreigners into the UK. It was also highlighted that the Crossrail line will be driving the market forward.

Linking Maidenhead and Heathrow in the west and ShenÀeld and Abbey Road to the east with new underground stations at Paddington, Bond Street, Tottenham Court Road, Farringdon, Liverpool Street and Whitechapel, the Crossrail line will change rental patterns across the city.

Rents in areas such as Mayfair and Knightsbridge are expected to accelerate, driven by demand from technology, media and telecommunication (TMT) companies.

“Banks have been the traditional driver of rents in London. This has now changed as banks deal with the fallout from the global Ànancial crisis and learn to reduce their cost space. Now, the drivers for high rents are the TMT companies,” said Walters.

Rents are expected to rise 5.7 percent in the city from 2014 to 2017, and 5.5 percent in the West End. Outside London, rents are doing well in Bristol and Manchester.

The brieÀng also featured talks by Leona Ahmed, partner at Addleshaw Goddard, Siobhan Godley, partner at Deloitte Real, and Joel Hernandez and James Hill, partners at Mourant Ozannes LP. Leona Ahmed noted: "This was an extremely topical debate as the UK, and in particular London, has been making headlines in recent years for its ability to attract Malaysian investment. We are delighted to have joined forces with BMCC in discussing how to approach outbound investment into the UK and how, as an experienced team of advisors, we are able to work with investors to achieve their investment strategy.”

Established in 2003, Addleshaw Goddard LLP is a corporate law Àrm based in London. It has some 750 lawyers, with ofÀces in Leeds, London and Manchester and a dedicated Malaysia Business Group. Its Real Estate division is one of the largest in the UK and the Àrm acts for some of UK's largest listed property companies, as well as a range of UK, European, US, GCC and Asian Investors.

www.addleshawgoddard.com

Malaysia: Ranked World’s Top Manufacturing Location

M

alaysia has been ranked as the world’s top manufacturing location in new suitability index from Cushman & WakeÀeld while the EMEA (Europe, the Middle East & Africa) region dominates the rankings overall accounting for nine of the top 20 places. By comparison, there are seven countries from Asia-Pacifc and four from the Americas in the top 20.

The Manufacturing Index 2014 assesses factors likely to affect the successful operation of production facilities in the 30 countries with the largest manufacturing output, as deÀned by UNCTAD (United Nations Conference on Trade & Development).

The aim of the ranking is to illustrate which parameters manufacturers need to consider when evaluating the most suitable locations for expansion or relocation. The report analyses three key areas — costs, risks and conditions — and breaks them down into over 30 subcategories. Factors such as logistics, the likelihood of a natural disaster, economic risk and energy and labour costs are taken into consideration and weighted.

The index takes the example of a company with highly mechanised operations, which generally requires unskilled labour, operating within a multi-regional market for a single Ànished product. All of the countries were ranked using this example as a benchmark, and the category weightings reÁect these requirements.

Region

Country

Rank

Asia PaciÀc Asia PaciÀc Asia PaciÀc Asia PaciÀc Asia PaciÀc Americas EMEA Asia PaciÀc Americas Americas EMEA EMEA EMEA Americas EMEA EMEA EMEA EMEA Asia PaciÀc EMEA

Malaysia Taiwan Rep of Korea Thailand China Canada Russia Indonesia US Mexico Turkey Switzerland Poland Venezuela South Africa Sweden Austria UK Japan France

1 2 3 4 5 6 7 8 9 10 11 12 13 14 15 16 17 18 19 20

March-April 2014

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Market M arket View

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March-April MarchMa ch-A April Apr p l 2014 201 14

Trade Talk

Boosting Bilateral Trade H

aving been a sponsor of the BMCC since 2007, RBS Malaysia upped its support recently as one of two title sponsors for the Chamber’s 50th Anniversary Gala Dinner. The event was a celebration of the strong ties between Britain and Malaysia and BMCC’s positive contribution in supporting the Malaysian business landscape.

“RBS has been in Malaysia for more than 120 years and has an established partnership with the BMCC that has grown from strength to strength,” commented Andrew Sill, Country Executive for RBS Malaysia and Deputy Chairman of BMCC. “Over the years, RBS has also played a critical role with high-proÀle Malaysian investors going into the UK, and has equally supported UK companies doing business in Malaysia. As bilateral trade increases, RBS’s presence in Malaysia will be a key pillar for UK businesses looking for growth outside of Britain and will reinforce our Corporate and Institutional Banking network around the world.”

A strong heritage in the UK and Malaysia positions RBS well to capture the increasing trade, capital and investment Áows between the two countries, he added.

Key areas of opportunity in Malaysia for UK businesses: •

Oil and gas

•

Education

•

Retail

•

Services

•

Manufacturing

“From RBS’ perspective we are seeing tremendous interest in trade going both ways and 70 percent of our clients have UK linkages, either multinational companies investing here or Malaysian clients which we help in UK and Europe.” Several RBS local clients that already have existing businesses in the UK are looking to expand into the real-estate sector including utilities and entertainment.

RBS has also worked with top governmentlinked companies and local companies in Malaysia. RBS has continued to bank most of Malaysia’s top large corporates, and has provided them with debt Ànancing, transaction services and Ànancial advisory.

“What we are seeing on average is roughly 10 percent additional clients coming to Malaysia from the UK and Europe, but predominately UK,” he said, with most clients looking to invest in the oil and gas, retail and manufacturing sectors.

In an opinion piece titled “Partnering for Prosperity” published in The Edge Malaysia last year, Andrew had highlighted that organisations such as BMCC and RBS can help facilitate bilateral cooperation and that there is no shortage of opportunities for British and Malaysian institutions to work together.

Recently, RBS Malaysia demonstrated that cooperation when it partnered with UK Trade & Investment (UKTI) to promote

“Malaysia is the second-largest investor in property in the UK behind the US.”

Fast Facts •

Total goods trade between UK and Malaysia in 2013 was GBP3.344 bn, up 2.6 percent from 2012 (GBP3.258bn).

•

The UK is No 18 on the list of markets Malaysia exports to and No 20 from where it imports.

•

70 percent of RBS's clients in Malaysia have a UK/Europe connectivity and about 65 percent of Malaysian corporate cilents have investments in the UK.

Malaysia as a destination of choice for UK companies doing business overseas. A joint webinar, “Doing Business in Malaysia”, was organised and co-hosted by BMCC and Beyond Corporate House, a corporate secretarial services company.

RBS’s Head of Local Corporate Coverage, Weng Yew Ho and Head of Network Client Coverage, Yuen Ling Kong, provided an overview of RBS’s business in Malaysia and services the bank can provide to UK businesses looking to set up corporate bank accounts in Malaysia.

The webinar attracted a variety of attendees across Medical/Pharma and Biotech, Manufacturing, Retail, Consulting, Energy/ Chemical/Utilities, Services and the Food Industries. The discussion covered business topics including legal and regulatory considerations, to the business culture in Malaysia.

“With our focus on delivering an international network to serve our UK corporate and institutional clients, our partnership with organisations such as UKTI and BMCC will address the needs of UK companies looking to invest in Malaysia.”

Companies interested in expanding their business operations in Malaysia or needing more information can contact Yuen Ling Kong at kong.yuenling@rbs.com

March-April 2014

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Market View

Banking On Design Great design transcends appearance into function and can fundamentally change the way banks think and operate for the better, says Arman Narain, Global Head of Digital Banking, Standard Chartered Bank.

T

raditionally, bankers have not taken much inspiration from the world of design, shunning it as irrelevant for an industry that celebrates all things ‘leftbrained’ and logical.

But, as competition and margins tighten – and banks wake up to the necessity of focusing on customer experience – now is the time to embrace design.

Design Can Differentiate Us

Designers, meanwhile, don’t Ànd banking all that interesting, and few would blame them, given how little the industry has changed over the decades. But must it be so? There are at least three good reasons why banks need to end this status quo.

The case for design in banking is grounded in commercial reality. In the long run, banks are faced with the very real prospect of commoditisation. It’s clear that, to differentiate ourselves, we need to change what we offer and how we offer it.

Great Design Is Everywhere

The PC industry faced the same plight in the 1980s and we know how that panned out for most of the players, with two notable exceptions: one was Apple, and the other was Apple’s now arch rival Samsung.

Design is changing us as consumers – how we perceive brands and what we’re willing to pay for services and products. It has been democratised, with everyone from supermarkets to taxi Àrms now embracing design and the broader ‘experience economy’.

Even the technology magazines are talking about it. Take Wired’s recent special issue on design, or Fast Company’s feature on Apple design czar Jony Ive. The media – including Bloomberg, Businessweek and the Financial Times – all take a keen interest in the topic, including the much discussed succession of Burberry’s CEO Angela Ahrendts, who is moving to Apple to be replaced by her design chief Christopher Bailey.

Great design has become ubiquitous. Barriers to entry have been lowered by the likes of Kickstarter, Etsy and Indiegogo. Today, designers with novel ideas – such as the creators of the Pebble Smartwatch or the LIFX WiFi-enabled light bulb – are no longer kept waiting for the Midas touch of major corporations. They can take an idea, pitch it to real live customers on platforms such as Kickstarter and get funded even before production begins.

Design, commerce and technology are coming together – in what many are calling the Maker Movement – to ‘reinvent retail’, as Forbes recently put it. Against this backdrop, banking seems to be an industry stoically accepting of the past. Sure, it’s going through one of its most challenging periods and as a regulated industry, the degree of freedom to be radical is somewhat limited.

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March-April 2014

Under Steve Jobs, Apple rekindled its passion for design, while Samsung discovered, very proÀtably, that embracing design could transform it from a utility consumer goods manufacturer to one of the world’s most inÁuential brands.

“This will require a rewiring of the industry, moving from physical interactions to digital engagement, to drive greater efÀciency and customer connection.”

Numerous industries followed suit, from coffee shops to airlines – all Àghting to avoid commoditisation and marginalisation.

Until recently, banking has been slow to follow. There may be trendy new branches full of digital displays and staff armed with iPads, but at best these are patchy experiences, and customers soon come up against conventional processes and procedures.

In the words of Jobs, “Design is a funny word. Some people think design means how it looks. But of course, if you dig deeper, it's really how it works.” Banks have not yet fully appreciated this and until they do, little is likely to shift, including the curse of disenchanted customers and moribund margins.

Design Can Improve EfÀciency Adopting a design mindset is a daunting task. It means deconstructing products and services and reconstructing them as experiences that blend seamlessly together.

For example, mortgages could be transformed into a home buying experience, where the bank helps with everything, from Ànding a home to sourcing a decorator or removal Àrm. At Standard Chartered, the Àrst step on this journey is Breeze Home, the home buying app. But like most banks, there is still a long way to go before a complete experience will become available.

Doing this will require a fundamental rewiring of the banking industry, moving its emphasis from physical interactions to digital engagement. This reorientation can drive both improved efÀciency and – counterintuitive as it may seem – greater engagement with customers, as sales experiences become more seamless and consistent.

Design is not the panacea to all business challenges. Misinterpreting its purpose however can lead to heavy spending without extracting the beneÀt. This is a very real sink hole that many have fallen prey to, including Nokia which outspent Apple by over nine times during 2004-2007, the years that led to the launch of blockbuster products like the iPhone and iPad, while Nokia went the other way.

Investment dollars alone will not change anything, without a deeper, more sustainable commitment to the principles of design. Companies such as PepsiCo employ a chief design ofÀcer, with broad ranging responsibilities from packaging to advertising, industrial design and the digital experience. This sends a clear signal that design is fundamental to the company and its brand.

Getting it wrong or, worse, not even attempting to deÀne a design aesthetic could lead to banks confusing their customer base or fading into a blur of sameness, bringing with it customer apathy where price is the only buying criteria.

Done well, a bank’s design aesthetic may distinguish it from the competition, transform its fortunes and ultimately redeÀne a whole industry – just like Apple, Google and Coca-Cola (the top three global brands according to Interbrand) did for theirs.

Cover Story

Security: Protecting Our Assets

The world of cybercrime is dark and dangerous. The perpetrators are highly organised and often well-funded. They penetrate systems that were previously deemed impenetrable. They wreak havoc with company reputations and balance sheets. They steal people’s identities and turn those to their financial advantage.

Even national security systems are at risk with ever-more brazen cyber crimes being committed. Individuals, organisations and governments have become vulnerable and exposed. Implementing the best protection possible is critical as the threats constantly evolve and the crimes continue. Turn the page to learn more.

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Growing Threat A warning issued at the World Economic Forum in January stated that cyber-attacks are among the 5 biggest threats facing the world in 2014. Commercial organisations and national governments everywhere are scrambling to protect their data, personnel, systems and borders.

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his stark warning was mirrored in research published the following month

by BAE Systems Applied Intelligence which revealed that the majority of UK businesses - 57 percent - now regard the threat from cyber-attacks as one of their top three business risks. The research comes in the wake of a series of high proÀle attacks where criminals have used highly sophisticated cyber techniques to conduct Ànancial crime on a massive scale.

The cost of such attacks was estimated by 40 percent of the respondents to be as much as £50 million to their respective Àrms, with a further 10 percent saying the cost would be more than £10 million.

The key concerns were recorded as loss of customer data (60 percent of respondents internationally), theft of intellectual property (43 percent) and reputational damage (35 percent). New business practices such as greater use of Mobile Technologies (71 percent of respondents) and Critical Operating Systems (69 percent) are regarded as a signiÀcant cyber risk.

The Snake Campaign Adding further fuel to the Áames, another report from BAE Systems Applied Intelligence has since unveiled the extent of the venomous nature of the complex cyber espionage ‘Snake’ operation believed to have been in development since 2005.

The threat came to the surface in 2008 and again in 2011, when sources familiar with the US Department of Defence disclosed that their classiÀed networks had been breached by an early version from the same operation. Since then the authors, believed to be committed and well-funded professionals, have continued development and deployed further advanced features that

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make it a far more menacing threat than previously. Until now, the campaign has largely managed to remain under the radar of the mainstream security industry.

The design and resilience of the Snake malware suggest that its attackers possess an arsenal of inÀltration tools. Most notable is the trick used by the developers to load unsigned malware in 64-bit Windows machines, by-passing a fundamental element of Windows security.

Regional Delivery Equally alarming are statistics that show that Malaysia is the sixth most vulnerable country in the world to cyber crimes, in the form of malware attacks through computers or smartphones. The highest reported cyber crime in Malaysia is cyber fraud, followed by cyber invasion attempts, spam, denial of service, content-related offences, malicious code and cyber defamation.

Malaysians are also facing security threats from international criminal organisations that abuse the internet for various cross-

border illegal activities such as drugs, human trafÀcking, Ànancial fraud and money laundering. Malaysian business and government also recognise that they need to strengthen the defences of Malaysia’s core government departments and major corporations to remain competitive.

According to the PwC Global State of Information Security® Survey 2014, while security spending and programmes are still robust in Asia PaciÀc, implementation of certain security policies and technologies is beginning to stall.

Richard Watson, Managing Director, Asia PaciÀc and Middle East, BAE Systems Applied Intelligence, highlights that there is therefore an increasing need to raise awareness of the severity of cyber-related attacks in businesses and governments.

“In general terms, major corporate entities and governments are taking cyber security more seriously. Organisations have realised that the threat is very real and that they are already under attack. People are deÀ-

Cover Story nitely becoming more aware of the problem and therefore becoming more open to making investments to safeguard their critical infrastructure and intellectual capital.”

With this surge in cyber crime, the need for skilled cyber security professionals in Malaysia and in the region has never been higher. “Today, our business in Malaysia is 100-people strong, and we aim to grow to around 300 cyber specialists by the end of 2015. This is in line with our objective to make our Applied Intelligence global delivery centre in Malaysia the hub for cyber security delivery across the region.”

BAE Systems Applied Intelligence develops, integrates, and manages information intelligence solutions to help its customers deliver effective and secure services to citizens and end users. It also develops so-

lutions to strengthen national security and resilience. “This is absolutely crucial in the tech age because it involves millions if not billions of dollars in losses if an attack occurs to an unprepared party.”

Finding the right people to deliver these solutions is of course fundamental. “What we look for in potential employees is an aptitude to solve problems, keen analytical capability and an ability to understand and work with large amounts of data. A lot of the products and services we deliver are really about getting actionable insights from data to protect government and business information. Our objective is to Ànd people who are passionate about data, and to develop them into cyber security professionals.”

The decision to establish a regional hub in Malaysia was based on a number of key facts. “The skills we found in this market are very suitable for the industry requirements. A stable workforce and high calibre graduates with the analytical capabilities we are looking for can be found in abundance. The strong education ties that we have with universities in Malaysia also help us to identify people with the right aptitude for a career in cyber intelligence.”

The Applied Intelligence business Àrst began operating in Kuala Lumpur almost Àve years ago, initially as a relatively small cyber security business. This has already tripled in size and there are plans to grow the business signiÀcantly over the next two years.

Now located at Menara Binjai, preparations are underway to Àt out the 26th Áoor with plans to extend the total number of Áoors to three by 2015. “We need this space for the additional talent and technology we will be investing in over that time.” Investment in the facility currently stands at around £11 million – some RM55 million.

The regional hub serves two primary purposes: local and regional service delivery; and global product development. Clients in the region are split around 50 percent commercial and 50 percent government entities, with the commercial business primarily focused on the critical national infrastructure industries of telecoms, Ànancial services and energy.

“There is a tremendous business potential in both commercial and government sectors in Malaysia and in the wider Asia PaciÀc region.

We have a large team catering to these opportunities. We also develop a number of products that go through the entire product lifecycle in the local ofÀce - from conception and development to testing and deployment.”

Mobile Enterprise With smart device penetration showing no signs of abating, the enterprise mobile revolution is a trend that can only be expected to grow. “Today, BYOD is at the centre of our commercial offerings. The traditional corporate infrastructure has almost completely evaporated. Employees are entering the system through personal devices, customers are accessing service portals, and there are more device interactions in the supply chain.

“Consequently threats to corporate security will continue to rise as more organisations adopt cloud-based solutions and support corporate applications on personal devices.

Additionally, the spectre of rising statesponsored espionage (now estimated to involve more than 20 nations) only adds to the pressure on the C-suite to ensure their business is protected from rising threat levels and growing security concerns.”

Accreditations • CertiÀed to ISO27001: international best practice standard for Information Security Management System.

• PCI-DSS QualiÀed Security Assessor.

• ISO 17025: internationally recognised standard for testing laboratories issued for Malaysian/Australian IT security evaluation laboratories.

• CertiÀed to BS25999: international standard for Business Continuity Management System.

• Australian IT security lab accredited to ISO 17025 for Digital Forensics only private sector facility accredited for Digital Forensics in Australia.

• CyberSecurity Malaysia: MySEF for Common Criteria IT Security Evaluations (ISO 15408).

• Accredited FIPS 140 cryptographic validation laboratory for testing cryptographic modules.

• Part of group of CREST Approved companies in SE Asia, with CREST certiÀed consultants in Malaysia and Australia.

• CertiÀed by CESG and CPNI, a UK HMG quality-assured service, as a quality-assured cyber incident response provider.

• The only Malaysia-based member of Microsoft’s Secure Development Lifecycle (SDL) Pro Network.

With this in mind, the company has developed MobileProtect™, a carrier-grade cloud-based service for enterprises and governments who need to secure smart devices within an existing corporate network and when accessing web services. It protects users and the wider business, their devices, their data and their web applications from increasingly sophisticated security threats.

“It uses AI’s unique global cleaning hubs and scans inbound and outbound trafÀc with imperceptible effect on network speed. It Àlters trafÀc, scans for malware and known security threats, and blocks inappropriate, insecure or illegal content. It also ensures that employee mobile browser usage is aligned with corporate IT policy.”

Malaysia: Alastair Bisset, Business Devt Director alastair.bisset@baesystems.com Tom Tizard, Strategic Programme Manager tom.tizard@baesystems.com

www.baesystems.com

March-April 2014

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Protecting Business-Critical Assets & Customer Data The loss of personal and Ànancial information is an all too common bad news story. Increasingly brazen social engineering scams are being perpetrated and criminals are gaining unauthorised access to private data by deception.

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uch security breaches expose innocent members of the public to the growing and increasingly sophisticated problem of identity theft, leaving them vulnerable to fraud.

For banking institutions entrusted with the sensitive personal data of millions of valued customers, safeguarding privacy is paramount. The protection of systems on which information is held is crucial; if compromised, the ability to provide a service is severely affected and the bill to repair the damage – including to reputation – costly.

Personal information – names, addresses, dates of birth and bank details – are in the wrong hands and may be used for fraudulent purposes or other criminal activity. In cases where access is gained to a bank’s central computer system, electronic payment systems including the ATM network and internet banking could be at risk and business continuity jeopardised. One way or another, it could mean Ànancial loss for someone.

With business-critical systems often housed in various buildings, Ànancial institutions require multiple layers of security. Each requires regular review in light of changing threats.

For Nedbank of South Africa, with 16 selfcontained sites between them housing over 16,000 employees and welcoming more than 1,000 visitors each day, the control of secure access is a priority.

To help protect these facilities, personnel and data, Nedbank engaged the services of international security solutions provider G4S. A handpicked team is responsible for checking every visitor to all its sites, and ensuring that access control cards – including those granting entry to restricted areas – are used only by vetted personnel. The checks extend to the thousands of vehicles on site and to the monitoring of all goods – including laptops – entering and leaving the premises.

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The relationship built between Nedbank and G4S over the best part of the last decade has evolved to match changing security challenges, with G4S now being regarded as a partner rather than a supplier. The company represents the Nedbank Group Risk department and reports directly to the senior management team, advising on pressing security issues.

In this consultative role, G4S conducts risk assessments across all the Nedbank sites.

These include audits of restricted and high risk areas such as the server hubs which hold customer transaction details. Incident trends – such as data theft from a particular site – are also analysed and the business case for recommended security improvements put forward. The company is also responsible for managing the commissioning of security vendors and the installation of new electronic systems.

The Àrm is fully engaged and involved in the Bank’s comprehensive and conÀdential security management system. Having one supplier across all sites with expertise across the spectrum brings affordability through economies of scale but that also

gives continuity and conÀdence through “one-stop-shop” access to the entire security network.

In Malaysia, Safeguards G4S Sdn Bhd (SG4S) is the joint venture between Safeguards Corporation Sdn Bhd and G4S plc, Its clientele include organisations across the private and public sectors and it provides a range of security systems and solutions.

Among these are:

Access Control All types of access control systems from stand-alone one door entry systems to fully integrated management platforms. These can incorporate pin, proximity, smart cards and biometrics to suit every customer’s requirements. The Àrm is also the sole distributor of MultiMAX, a versatile and scalable access control system used by many sites globally.

Cover Story CCTV Systems Systems which can be monitored in a number of ways including remotely through a central control centre by client staff or via mobile phone. Systems available include analogue, hybrid and full IP-based solutions utilising the latest technology which can be stand-alone or integrated into a wider security management system.

Control Room Monitoring On-site or remote alarm and access control monitoring via a state-of-the art Central Alarm Monitoring Station. These facilities are designed to monitor and manage a range of incident notiÀcations such as burglar alarms, unauthorised access, Àre or emergency service alerts. A range of technologies for alarm monitoring include telephone, SMS, GPRS and IP-based alarm monitoring. Services also include CCTV systems monitoring and using CCTV as a veriÀcation for false alarms.

People Counting & Visitor TrafÀc Management Systems Fully integrated systems, providing extensive functionality and Áexibility especially useful for retailers and clients who are interested in analysis of visitor trafÀc, sales conversion rates and queue wait time, all helping to improve the customer experience. Stand-alone or hosted systems, tailored to the customer’s needs.

Intruder Alarms Assessment of customer requirements, design and installation of the most effective intruder Alarm Systems - ranging from a single-site system to a fully integrated and networked alarm system covering multiple locations. Latest industry technology for both wired and wire-free solutions.

The Àrm is also one of the leading providers of cash and security services in Malaysia being represented in all states across a 37-branch national network employing over 8,700 staff. With over 550 custom-designed armoured vehicles and 11 cash processing centres, Safeguards G4S manages over 10,500 Self Service Terminals (SSTs) and more than 1,500 bank branches across Peninsular and East Malaysia.

www.g4s.com.my

Getting Personal A fter much anticipation, the Personal Data Protection Act 2010 (PDPA) passed by Parliament in June 2010 Ànally came into force in Malaysia on 15 November 2013. Previously, information of a personal nature could only be protected as conÀdential through contractual obligations or the common law, save for certain sectors. With the enforcement of the PDPA, there is now a regulatory framework as to how personal data is allowed to be collected and used.

The key objective of the PDPA is to control the processing of personal data by data users in the context of commercial transactions with the intention of safeguarding the data subject’s interests. Even sensitive personal data relating to a data subject’s health, religious beliefs and records on commission of offence are protected.

The PDPA has deÀned “processing” to include collecting, recording, holding or storing personal data or carrying out any operation or set of operations on the personal data which can include, among others, the disclosure and alteration of personal data.

Personal data processed by an individual for the purpose of personal, family or household affairs, including for recreational purposes, are excluded from the provisions of this Act. Interestingly, the Federal and State Governments are also exempted from the claws of the PDPA. The position however remains unclear if the exemption extends to governmental agencies and regulatory bodies administered by the government.

The PDPA has adapted the globally recognised 7 Principles of data protection: General Principle, Notice & Choice Principle, Disclosure Principle, Security Principle, Retention Principle, Data Integrity Principle and Access Principle.

The scope of the PDPA includes the mandatory registration of Data Users from a wide spectrum of selected industries which include communications, banking, insurance, health, tourism, transportation, education, direct selling, utilities and real estate within a very short period of 3 months.

Given the number of companies that have been required to register within this stringent timeframe, a Consumer Data Forum

By Azlina Aisyah Khalid, Senior Legal Counsel Henry Goh & Co Sdn Bhd has been created for each of these sectors to encourage more self-regulation and accountability.

To ensure proper compliance with the newly enforced PDPA, a Department of Personal Data Protection under the purview of the Ministry of Communications & Multimedia Malaysia has been set up and a PDP Commissioner appointed to head the unit.

A Provident Fund will also be created together with the PDP Advisory Committee and Appeal Tribunal. Procedures on inspection, complaints, investigation and enforcement of personal data protection are also in place to support the workings and enforcement of the Act. At the time of writing, detailed guidelines and codes of practice have yet to be issued by the Department of Personal Data Protection to assist in implementation of the PDPA and compliance by data users.

Such guidelines and Code of Practice are critical in clarifying more precisely the extent of application and practical recommendations for compliance since a breach of any of the data protection principles is tantamount to a criminal offence and can attract signiÀcant penalties.

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Minimising Business Risk Companies are facing a bewildering and ever-changing array of risks to people, property and reputation. In addition to terrorism, crime, civil unrest, religious and social conÁict, disease and man-made or natural disasters, risks may also arise from business partners, suppliers and from within. This article looks at the growing need for corporate risk management across a range of applications.

Risk Management Today’s extended enterprise creates new and unfamiliar risk exposures, which often go ignored or undiscovered until it is too late. Outsourced and ‘just in time’ business models, security risk assessment and risk management services, which rely heavily on information systems to leverage global networks of suppliers, subcontractors and customers are changing companies’ risk proÀles beyond recognition. The resulting interdependencies and shared risks cannot be managed by traditional solutions anchored in a single geography or function.

In this dynamic business environment, a strategic risk management approach, based on the ISO 31000 standard, balances a global risk perspective with an enterprise-wide view of key business processes and in-depth knowledge of local conditions and circumstances. Applications can extend to Risk Assessments and Security Reviews, Technical Security Design, Business Continuity Risk Management, Capital Projects Risk Management and Supply Chain Risk Management.

Fraud Prevention & Integrity Risk The strategies implemented by companies to address the issues of fraud, corruption and transparency are now not only matters of corporate responsibility but also of competitive advantage. Progressive companies manage their level of exposure by adopting appropriate internal controls and procedures. BeneÀts are derived from appropriate capital allocation, minimisation of costs related to litigation and dispute resolution, and retention of clients and stakeholders.

Increased levels of outsourcing, subcontracting and partnering have exacerbated the difÀculty of enforcing appropriate standards of accountability and transparency throughout an organisation. Despite this, shareholders and regulators alike expect directors and ofÀcers to mandate their standards to their business partners wherever they may be, and to investigate thoroughly where ethical or control violations are suspected. Penalties for non-compliance with these new norms may be severe.

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Cases of fraud, corruption and other corporate crimes are on the increase with bigger and bolder schemes being reported around the world. Organisations are increasingly calling on independent specialist expertise to conduct a thorough investigation to identify the perpetrators and then to implement the necessary measures to prevent reoccurrence.

One such specialist Àrm is Hill & Associates, a multidisciplinary organisation with over 200 full-time staff including lawyers, accountants, bankers, military and law enforcement ofÀcers, certiÀed fraud examiners, forensic accountants, intelligence ofÀcers, computer forensic specialists and corporate intelligence analysts.

Founded in 1992, with a comprehensive network of ofÀces across Asia PaciÀc and the Middle East, the company is a risk mitigation consulting Àrm that helps clients to understand and manage operational risks in opaque, dangerous or unfamiliar markets.

Focusing on Business Intelligence and Integrity Risk, Enterprise Risk Management and a range of support services, its clients include multinational companies, investment banks, law Àrms, private equity Àrms, hedge funds and major Asian companies.

The Àrm has been engaged on a number of occasions recently to assist with fraud and compliance risk management and forensic assessment.

RETAIL • An international fashion house began noticing discrepancies in its inter-ofÀce payment procedures between an Asian city and its US headquarters. Initially, it was thought the cause was little more than a lack of controls. Two locally employed expatriate managers were installed in the Asian ofÀce to oversee operations but both were soon 'Àred' by the local director.

Subsequent investigations revealed that the local director - also the purchasing manager - had been taking signiÀcant

kickbacks from quota brokers and had been embezzling money for several years through an intricate network of concealed factory ownerships and partnerships. The losses had run into millions.

• A large retail chain was facing purchasing irregularities that involved key employees and managers. A covert investigation was conducted using a task force approach that included review of documentation, scrutiny of transactions with suppliers, computer forensic recovery and examination of suspects' computers, forensic auditing of accounting ledgers and investigative interviews.

The investigation successfully established the existence of large scale procurement fraud by key employees, with quotes being submitted from Àctitious companies and falsiÀed invoices. Changes were recommended in the internal controls and auditing procedures with a view to protect the Àrm from future fraud.

MANUFACTURING • A multi-national company had detected a loss in revenues and conducted a thorough stocktaking audit, revealing that large scale and systematic thefts were occurring. Hill & Associates worked to plot the company’s operations from raw materials delivery through production, warehousing, distribution and supply to retail outlets. Initial interviews with staff members and a physical review of the production plant and warehouse revealed clear physical security gaps that were allowing theft to occur undetected.

Further interviews revealed a longstanding network of collusive practices between staff and poorly vetted third parties, whereby an entire “shadow network” of retailers had been allowed to develop, with large volumes of product stolen from warehouses being distributed by unauthorised carriers. Far tighter screening of vendors was introduced to prevent any re-occurrence.

Brand Protection Protecting intellectual property has also become a signiÀcant challenge, with Ànancial loss exacerbated by misuse of designs and brands to produce counterfeit products leading to severe reputational damage.

Managing these exposures and responding effectively are now a growing part of many companies’ risk management functions.

www.hill-assoc.com

Cover Story

Threats, Designs & Protection Strategies Designing-In Security For Critical Infrastructure Looking Into The Future How can you protect an entire nation? This is a question that politicians and others have pondered for centuries. Protecting the assets of a state, its businesses and citizens from crime, terrorism and numerous other threats is essential in today’s world where complex risks abound. It is clearly not possible to protect everything, but by adopting a forward-looking strategic approach, a country can enable its citizens to go about their daily lives safely and with conÀdence.

The starting point is to consider what is critical to the well-being of the country.

This is most usually deÀned as national infrastructure - facilities, systems, sites and networks necessary for the delivery of essential services upon which daily life depends. This is usually considered in sectors such as Water, Energy, Transport, Telecommunications, etc.

Infrastructure takes a long time to build and will last even longer. The threat that might bear upon it throughout its lifetime will be impossible to predict other than for only a short time into the future. In addition, the threat can change much more quickly than any defensive posture.

An unexpected terrorist attack is likely to cause an abrupt re-assessment of the threat; new cyber attacks appear daily.

Where protective measures need to be added retrospectively, it is invariably at great expense.

Roger Cumming considers some of the challenges faced by designers of critical infrastructure to ensure that they can withstand a variety of threats throughout their life and proposes strategic principles that should guide the planning and design process.

How do those designing infrastructure build in protection against threats that they cannot accurately predict?

Impact-Driven The Àrst guideline is that the focus of the design should be on minimising the impact of a hostile event (eg terrorist bomb, cyber attack). It is essential that designers engage early with security practitioners to understand the impact that a catastrophic event might have on the infrastructure or business.

All too often, designers focus instead on the likelihood of an attack (ie the threat).

But threats can change quickly; much more rapidly than defences can be reconÀgured.

A mindset that considered impact ahead of likelihood is much more likely to produce a design capable of withstanding a variety of threat scenarios that may change over the lifetime of the infrastructure.

To achieve this, the designer should have a clear understanding of what is critical in infrastructure terms. For a nation, this leads to the concept of ‘critical national infrastructure’. For a business, understanding what is critical to ongoing success is so often little understood or overlooked. Increasing focus on this should be the objective of any leadership team that wants to take risk management seriously.

Vulnerability Focused Once a clear understanding of criticalities has been established, the focus should be directed towards vulnerabilities. Some of these will be simple to address and at low cost; others may take considerable investment and time. These should be addressed in an order of priority dictated by relative criticality. The amount of resource devoted to reducing vulnerability will be dictated by understanding the threat context.

Threat Informed National governments have been long accustomed to managing physical threats to infrastructure. However, the speed of uptake of new, cyber-based, technologies is outstripping our ability to manage the risks that they bring.

This is a dynamic and fast-moving area and there are countless examples of where cyber risks have resulted in serious loss of sensitive data or intellectual property rights. The consequences of some malicious cyber event affecting the integrity of national infrastructure could be signiÀcantly more serious.

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Cover Story of time to Àgure out any loopholes. Some standard procedures do also present a risk but are simply hard to eradicate, as they would affect your business performance.

For example: it would be wise to only accept credit card sales to avoid any kind of cash theft or banking-in risks. Of course, this would not be practical for a number of businesses, particularly in Asia, where many customers prefer to pay cash.

Retail Fraud:

Right On Your Watch!

Minimising The Risk by Niels Strohkirch, CEO, Kingslager

L

Another key concern would be to avoid a cancellation of a purchase or the customer changing his/her mind after they had bought an item as this opens up the risk of misuse in the system, while any stock loss is only revealed at the next stock count.

The best way to minimise the risk of internal fraud is to use a number of measures.

•

Adopt stringent Operating Procedures with at least yearly updates.

et me start with the bad news right away: Whatever you do there will always be a “great mind” Ànding a way to circumvent and misuse or abuse your store processes, safeguards, IT systems, internal audit teams, external auditors, managers, COO, CFO in order to perpetrate fraud.

tion from stealing money or merchandise.

Accepting that is the Àrst step to overcoming the problem. Rather than believing that all fraud is avoidable and preventable, it is advisable to concentrate on the following:

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Focus on cash handling and cash banking-in - ideally performed daily and veriÀed the following morning.

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Avoid having more cash in the till than necessary to minimise temptation.

•

Ensure that whatever you lose is not threatening the existence of your business, be it Ànancial or reputation loss

•

Enforce the counting of cash under the 4-eye principle and with CCTV capture.

In my eight years as a CFO in luxury wholesale and retail, I was often astonished to learn how crafty some employees could become to siphon out cash or merchandise.

I wonder how successful they would have become in corporate life were they to have used this “talent” in a positive way. Unfortunately, most of them simply lost their job with a hard challenge to get another in retail. Some had to face the even harder challenge of a stretch in jail.

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Ensure that in case something does “go out the door” that you:

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Update procedures immediately on discovery of any fraud incident.

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Conduct surprise audits to increase the chances of detection. Carry out such audits or spot checks right after closing time to verify all is in order.

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Review CCTV footage on a regular basis.

It’s quite astonishing what this sometimes reveals - once we saw staff dancing on the counter right before closing time. No fraud, but still….

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Hire an external provider to carry out checks on service levels and conduct mystery shopping.

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If fraud is discovered, ensure that the employee(s) is prosecuted and send a strong message that any other employees caught will also be prosecuted to the fullest extent of the law.

•

Talk to your staff on a regular basis and build trust. Some may already feel uncomfortable if they suspect any issues. Others may be intimidated by the culprit(s) and will open up very quickly after being questioned.

Sad also to note that for every “success” one might have detecting fraud, the likelihood is that between three and Àve other cases are going on right under your nose.

Frustrating yes, but part of the truth you have to face as well.

But, and the big BUT! is that there is plenty you can do to minimise the chances of retail fraud going undetected, and when it does occur, a good chance of having sufÀcient evidence in your hand to pursue whatever consequences you deem appropriate.

Retail fraud is typically not detected by internal audit teams or any person who has to monitor or control. Most of the time “accidents”, sudden changes in process, mostly unplanned, bring it to light. Another frustrating fact when combatting retail fraud.

There is no process or Standard Operating Procedure (SOP) in this world that will stop people with enough ill-will and determina-

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a) discover it right away (ideally within 24 hours) and b) that you can determine the “loss” fast (again within 24 hours)

How Does Retail Fraud Happen?

What Can You Do? I focus here on internal fraud only - employees stealing from employers – rather than dealing with loss through retail theft or even worse, robbery. There’s no denying of course that theft is part of retail reality but by adopting some basic procedures, incidences can be minimised. For example, whatever is under glass, such as luxury watches or jewellery, can be shielded from direct contact by a customer without the assistance of a staff member – such merchandise should never be a theft risk.

Other types of theft should not amount to more than a speciÀc percentage of retail value sold in a month. You may lose something but it will never threaten your existence. Typically the biggest risk comes from internal resources - your own staff!

Whatever processes you implement, your staff down on the Áoor will be the Àrst ones to discover the Áaws in those processes. In luxury retail, the nature of the work is that you sometimes wait for 12 hours for “the customer of the day”, giving staff plenty

Accepting that retail theft and internal retail fraud are going to a part of any business will ensure that you focus on the big risks.

This will help you avoid a major threat scenario where you either lose cash or reputation or both which could signiÀcantly harm the sustainability of your business.

www.kingslager.com

Cover Story

Getting Personal

Continued From Page 21 At particular risk in this context is the environment of the industrial control system (ICS) – physical activity controlled through a cyber link. The Áows of water, gas and electricity, and train signalling are typical examples. Numerous businesses also wish to boost outputs through embracing modern control technologies. Even the householder will have direct contact with ICS with the arrival of domestic ‘smart meters’.

The rapid development of cyber threats is unlikely to diminish in the short term and may get signiÀcantly worse. However, focusing on a threat that can change so rapidly will not lead to secure cyber infrastructure.

Strategic Approach Only by understanding what is critical to its activities can a nation or business can start to build robust systems that are resilient in the face of diverse threats. A strategy of considering the impact of an event Àrst, then looking at vulnerability and, only then

Continued From Page 19

“The key objective of the PDPA is to control the processing of personal data by data users in the context of commercial transactions with the intention of safeguarding the data subject’s interests.” are highly complex, with embedded interdependencies between the physical and logical elements. The security of these elements needs to be considered in an integrated or holistic manner. Such an approach must also include the people who operate the physical and cyber measures – so often, the weakest link in any protection strategy.

Security functions that are organised in silos are inefÀcient and obstruct the identiÀcation and mitigation of risk. It is important that the governance of these supports the holistic approach. Having different reporting or line management chains for these functions will stretch channels of communication, and introduce potential gaps from which greater risk is likely to emerge. Effective security starts at the top of the organisation and should be embedded throughout it (and wherever possible its supply chain) by a culture in which the everyday attitudes of staff contribute effortlessly towards shared objectives.

Getting There considering the threat; is the only one that will lead to a proportionate amount of resource being devoted to protective measures. It can be applied equally to physical, cyber and personnel security measures.

Holistic Security It is no longer sensible to think of protecting infrastructure in terms of applying separate physical, cyber, procedural and people related measures. Modern infrastructure

The guiding principles of being impact driven and taking an holistic approach may be easy to say yet difÀcult to achieve. So often, security is considered well after the start of the design process when changing plans becomes expensive and time consuming. By following the strategy proposed here, nations can build a lasting legacy of safe, secure and resilient infrastructure for generations to come.

www.atkinsglobal.com

Roger Cumming is Technical Director of Atkins’ security business. Atkins, an international design, engineering and project management consultancy, was heavily involved in the design of the infrastructure for the Olympic Park and temporary venues for the London 2012 Games.

Outstanding issues that require clariÀcation by the Department include the acceptable retention period of personal data, dissemination of privacy notices and use of CCTV. The PDPA will deÀnitely have a strong impact on a broad spectrum of businesses and companies as well as regulating cross-borders commercial transactions. It is hoped that the promulgated law will achieve its objectives and its effectiveness realised in time to come.

www.henrygoh.com

THE 7 PDPA PRINCIPLES 1. General - Personal data cannot be processed without consent.

2. Notice & Choice – Data user must give information and purpose of data used and data subject has the right to request access.

3. Disclosure - Data user must disclose the purpose for which data is collected and use it for the said purpose only.

4. Security - There must be adequate protection and precautionary measures to ensure collected data is safe from loss, misuse, modiÀcation, unauthorised access or disclosure, alteration or destruction.

5. Storing - Personal data shall not be kept in a processing system longer than needed.

6. Data Integrity - All personal data must be accurate, complete, non-confusing and up-to-date in line with the purpose of its storing and processing.

7. Access - A user must be given access to his/her personal data if kept by another user and allowed to update said data.

March-April 2014

23

Cover Story

Securing Business MALAYSIA’S 10 CRITICAL NATIONAL INFRASTRUCTURE SECTORS

W

ith the cybercrimes against businesses and governments becoming ever more sophisticated, organisations are seeking more secure solutions to protect their assets. In many jurisdictions, Malaysia included, there are also stringent requirements for compliance. As highlighted by Raja Azrina Raja Othman, Principal Consultant for IT Security at BT Global Services, it’s a mammoth task and one that many organisations need help with.

Cybersecurity Malaysia has identiÀed 10 critical sectors [see right] where security requirements are regulated and driven by national bodies within respective sector.

Organisations that fall within these sectors are compelled to comply with the ISO/IEC 27001 Information Security Management System Standards. This covers information security from various aspects, including human resource, physical security, legal and ICT. It encompasses no less than 114 different criteria for compliance.

In addition, with regard to Malaysia’s recent implementation of the Personal Data Protection Act 2010, there are 11 classes of data users that need to register with the Personal Data Protection Commissioner [see right below] The requirement includes protection of personal data from being disclosed to unauthorised parties, and without consent of the data subject.

As a result, these require controls in the form of policy and procedure as well as ICT solutions such as Data Leakage Prevention to effectively enforce the policy compli-

24

March-April 2014

•

National Defence & Security

ance in day-to-day operations – all areas that form the backbone of BT Global Solutions’ portfolio.

•

Banking & Finance

•

Information & Communications

These regulations plus the rising incidence of cyber crime are resulting in a noticeable shift in allocation of funds says Raja Azrina.

“Compared to the amounts that companies usually spend on IT infrastructure, the proportion allocated for security was relatively low. This is changing as companies recognise the extent of the threats and the equal extent of the measures they need to implement to protect their assets.”

•

Energy

•

Transportation

•

Water

•

Health Services

•

Government

•

Emergency Services

•

Food & Agriculture

Striking A Balance While juggling the need to protect with the need to comply, one of the key factors to keep in mind is the importance of maintaining a good balance between security and useability.

This requires a proper risk assessment to ensure value and sustainability. “In a number of organisations, the role of security falls under the remit of the IT team.

However, IT professionals quite often don’t have the necessary background to assess the full extent of the risk and identify the most appropriate solutions.”

BT Global Solutions works with organisations to help them assess these risks and implement the right systems. “In some instances, companies know what they want and have a roadmap. We work with them to develop the solutions to populate that roadmap. In other cases, it’s more about crisis management and ÀreÀghting where we work with

CLASSES OF DATA USERS REQUIRED TO REGISTER WITH PDP COMMISSIONER •

Communications

•

Banking/Financial Institutions

•

Insurance

•

Health

•

Tourism & Hospitality

•

Transportation

•

Education

•

Direct Selling

•

Services

•

Real Estate

•

Utilities

Cover Story

organisations to shore up their defences, block the threat and improve protection on a sustainable basis.”

Regional Strength BT is no stranger to Malaysia and has been operating here for close to 20 years. In 2004, the Àrm invested in an R&D facility which has since contributed to the creation of Malaysian intellectual property and training of knowledge workers in cuttingedge technology and innovation processes.

In late 2012, it was awarded MSC status.

As part of an expansion programme in the region and investments in high growth markets, BT more recently opened its stateof-the-art Global Shared Service facility.

Spread over eight Áoors at the new Bangsar South development, just outside the city centre, this is where Raja Azrina and her team are based.

The facility consists of two centres: a Global Development Centre (GDC) and Contract Delivery Shared Service Centre (CDSS). The GDC provides services in information and communication innovation and development, joining the network of eight other GDC’s around the world.

The CDSS forms part of a global network providing commercial, contract management and project management, business knowledge and process outsource activities, in support of BT’s managed network IT service contracts with its largest multinational customers, such as DHL, Unilever, British American Tobacco and CLSA. “We are also working with GLCs and companies that have a regional presence, helping them grow safely,” says Raja Azrina.

The SME sector is also in the Àrm’s sights as an important target market for its solutions. “Such enterprises often don’t have the resources in-house to fully assess the risks and then identify the best solutions to combat those risks, not to mention being able to navigate the mineÀeld of compliance issues,” says Azrina. “This is where we come in.”

Mobility & Connectivity As businesses become more mobile and connected than ever before, customers increasingly expect to do business globally, round the clock. Cloud computing and mobile devices have the potential to make enterprises more agile, more efÀcient and more competitive. They also introduce new security risks.

Preparing for security incidents is critical, but also extremely difÀcult, especially in complex, distributed enterprises. “We are

“Securing your business means being able to fully assess the risks and then identify the best solutions to combat those risks, in addition to trying to navigate the mineÀeld of compliance issues.”

witnessing the collapse of the concept of the traditional security perimeter and a ubiquitous security model is emerging which has at its core a new generation of Àrewalls as trafÀc directors separating and Àltering different types of data,” says Raja Azrina.

Staying ahead of the threat requires highly experienced security people, as well as Áexible and agile security and business continuity management systems that can monitor and report on the status of the business in real time.

Managing the risks is about meeting the demands of the business with simple controls she says. “But to do that, you need to know what those demands are.” Who in your organisation will want to access your corporate network from their smart phone or tablet? What systems (Windows, IOS, Unix) will their devices will run off for example?

How will those employees want to use their devices? For example, your controls could allow a colleague to access their mail from their iPad, but not edit an attachment – bad news for a salesperson whose role revolves around presentations.

“Many businesses are going through it,” says Raja Azrina. “The same people who wanted laptops a few years ago now want to use their iPads and iPhones. And they don’t want to carry two devices.”

Seamless Sign-On Another area where BT is pushing the envelope is in ID management. “Employees are busy people trying to do their job. They

don’t want to constantly have to be remembering different passwords – in itself a risk - since the more you have to remember, the more likely you are to write it down/ record it somewhere. With an integrated single sign on, it becomes a seamless process. One card, one ID, one swipe. That’s all that’s needed.”

Ensuring Continuity One of the key criteria for compliance under ISO27001 is business continuity. “We help Àrms assess their organisation - from applications right through to personnel – and develop strategies that enable them to stay resilient and in business. So if the phone lines are down or staff can’t get into the ofÀce, the company can reroute calls and keep staff working as normal to minimise disruption.”

Stemming The Flow As threats have changed in complexity, so too have data leakage solutions. In their Àrst evolution, such systems relied on encryption, which in itself created useability issues. Fingerprinting and hashing technology was then incorporated for monitoring and detection but this also came with numerous loopholes. “The incidence of false positives and negatives was very high.”

Now into its fourth generation, the technology incorporates more intelligence by intercepting and assessing the way data is used. “The algorithm is far more complex and looks at changes in behavioural patterns to determine whether any infringement is taking place.”

Whether your Àrm is an established multinational or an SME looking to expand, the threats are out there - and potentially inhouse - and they are constantly changing.

Partnering with a global organisation that can provide the expertise required to tackle the changing world of risk head on makes good business sense.

www.globalservices.bt.com March-April 2014

25

In The Spotlight

Moving Experience M

oving. As stressful experiences go it’s generally up there in the top three. Moving from one side of town to the other can be bad enough but when it’s across a continent with your complete household or to another part of the country with your entire business, the stress levels notch up a gear. There’s so much to coordinate, so much take into account what Dave Walsh with different rules and regulations affecting different jurisdictions, and the added challenge of minimising downtime for your enterprise.

But it doesn’t have to be that way. By using the services of a professional relocation specialist that has the experience and resources to provide an integrated service, these issues can be dealt with seamlessly.

Allied Pickfords is one of the oldest relocation Àrms in existence, with roots dating back some 400 years to the 17th Century in the UK. Today, now part of the Sirva Group, it is the world’s largest removal company with an international network of 600 locations in more than 40 countries worldwide, enabling a door-to-door single vendor solution. Every year, Allied Pickfords manages more than 50,000 shipments worldwide, coordinating ground, air, and sea transportation services for household goods destined to and/or originating from all points across the globe.

In Malaysia, the Àrm was Àrst established in 1989 and currently operates from a dedicated facility on the outskirts of Kuala Lumpur

to provide household and business moving services, and relocation services for those clients requiring a complete turnkey package, as well as records management. Business is growing year on year and the company is market leader in Malaysia based on revenue and employs some 100 staff locally.

Building Trust Helping clients come to grips with the move process is Debbie Viknesh, Sales Manager for International Moving. “Part of our job involves evaluating the entire move, preparing the inventory of the client’s belongings and advising on any particular legislation that may affect the move. For example, some countries impose hefty taxes on personal belongings if they don’t arrive in the country within a certain timeframe after their owners. Because we are a global organisation that kind of knowledge is part of our corporate DNA.” But it goes beyond facts and Àgures as Debbie explains. “It’s all about establishing a rapport with our clients and building trust.

That rapport is very important as the move goes through the various phases from premove right through to post-move.”

Commitment To Quality As a Tier 1 moving company, Allied Pickfords is accredited to ISO9001 (Quality Management), ISO14001 (Environmental) and ISO18001 (HSE). It also holds the FAIM-

ISO, the industry’s highest quality accreditation. Employees across the world are bound by a strict Code of Business Conduct which governs every aspect of the business with particular emphasis on conÀdentiality. “This is a fundamental part of building trust,” says Debbie. “Conversely because of our global footprint, everything is very transparent.

Even in remote destinations where we may not have a full service operation, we only work with approved, accredited partners.”

This commitment to quality of service has garnered a number of awards, most notably the International Moving Company of the Year Award in the 2013 Expatriate Management and Mobility Awards (EMMAs) conferred by the Forum for Expatriate Management. In addition, SIRVA also won the Destination Services Provider of the Year Award for its successful global performance, high customer satisfaction ratings and innovation.

When it comes to packing, all Allied Pickfords staff are fully trained on how to pack different household items and which packing materials to use. These include multiply cartons, tissue, clean paper, cardboard, corrugated paper and bubble wrap. Quarantine-approved cases and crates are used which enable the contents to ‘breathe’, particularly important if the goods are to be stored ahead of transit to their Ànal destination.

Each move is assigned a crew supervisor leading a team of packers to carry out professional wrapping, packing and loading. An import coordinator is also assigned at destination to monitor the shipment and arrange for delivery after customs clearance.

The facility in Malaysia is a secure, purposebuilt premises with Àre prevention and detection systems, CCTV, climate control and 24 hour security. Warehousing space totals 80,000 sq feet of Áoor space and a capacity of 128,000 sq feet.

Shipments are placed with reputable validated freight companies, again leveraging

26

March-April 2014

In The Spotlight

“It’s all about establishing a rapport with our clients and building trust.” cal amenities and other related assistance. Assistance is also available to outbound clients.

Originally an accountant by training, Debbie, who hails from the UK, joined Allied Pickfords nearly 10 years ago, becoming part of the sales team.

Global Network The Group has made a signiÀcant investment in technology, both for its clients and its own operations. An internet-based secure tracking system allows clients to track their shipment online while the Group’s internal move management systems are networked globally to facilitate secure sharing of operational data. on the Group’s global footprint to ensure reliability and quality. Given that all international moves involve some inherent risk when in transit or when being handled at ports and airports, Allied Pickfords recommends its Total Value Protection Coverage.

“This provides comprehensive cover from packing at origin right through to delivery at the Ànal destination.” In the unlikely event of having to Àle a claim, clients have the assistance of a professional from the in-house claims department who will assist with all the paperwork and ensure timely processing.

Debbie says that while the household moving business can be somewhat seasonal – dictated mainly by the academic year – the different calendars for northern and southern hemisphere mean that it’s a continuous process. “Malaysia is becoming a leading destination for overseas investment and as such international companies are moving their key people around. This means outbound and well as inbound.”

For inbound clients, Allied Pickfords offers a dedicated relocation service that can include assistance with Ànding temporary accommodation, research on schools, lo-

In 2008, she was promoted to the role of Sales Manager with responsibility primarily for outgoing households. She clearly likes her job and enjoys meeting new people and helping her clients through the moving maze.

On the corporate side, in addition to business and employee relocation, Allied Pickfords also specialises in records management, providing document storage, digitisation, rapid retrieval and ultimate disposal.

Community Partner In addition to its partnership with BMCC as one of this year’s Gold Sponsors, Allied Pickfords also plays an active role in the local community with regular support provided to not-for-proÀt organisations and charities.

These include the ABWM, MANZA, IBU, AAM and the various Loyal Societies. It is also supporting the upcoming British Theatre Playhouse production of Yes Minister!, the MANZA Ball and the inaugural KL Highland Games!

www.alliedpickfords.com.my

March-April 2014

27

In The Spotlight

Singapore: Destination Special

S

tate-of-the-art convention centres, exhibition halls, and meeting venues for Meetings, Incentives, Conferences & Exhibitions (MICE) are just part of the reason that Singapore is a leading business event destination in the region. Marina Bay Sands Expo & Convention Centre, Suntec Singapore Convention & Exhibition Centre and the Singapore Expo with its MAX Atria wing, are all suitable for large-scale international exhibitions and conferences.

A number of Singapore’s attractions also meet the growing demand for more interesting and non-traditional venues and experiences outside of the conventional board room and hotel facilities. Some attractions that integrate MICE facilities together with unique leisure offerings include the S.E.A. Aquarium, River Safari, Gardens by the Bay, ArtScience Museum, Universal Studios Singapore and Goodman Arts Centre.

These venues make for interesting backdrops for team-building activities or learning journeys that may be incorporated, allowing organisers to come up with creative programmes that result in a differentiated delegate experience.

A wide choice of accommodation spans more than 150 hotels and over 50,000 rooms to meet a range of budgets and preferences – from no-frills accommodation to boutique hotels, modern business hotels and luxury beach resorts. Most hotels offer fully-equipped business centres, meeting facilities, broadband Internet access and other conveniences for business travellers.

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March-April 2014

UPCOMING EVENTS 13 – 15 May 2014 ASIA FASHION SUMMIT Global fashion looks to the East at the 5th Asia Fashion Summit in Singapore. As Asia’s premier fashion business conference, the Summit aims to provide an avenue for industry practitioners to analyse and understand the intricacies of and business opportunities in the dynamic Asian fashion market.

Organised by the Textile & Fashion Federation (TaFf), the event provides insights and shares expert views on topics that are important to fashion industry professionals and retailers in Asia. It examines trends, addresses sector challenges and discusses industry best practices.

It provides tools that enable brands and designers to elevate their retail experience endto-end: from turning service staff into “brand ambassadors”, delivering more personalised service, to engaging customers. www.asianfashionsummit.com

15 – 16 May 2014 BLUEPRINT 2014 The fashion trade gateway for East-West Exchange in Asia. Currently into its 5th year, BLUEPRINT specialises in launching Pre-Spring collections and curating fresh and forward menswear, womenswear and accessories from Asia’s best emerging and established talents, as well as guiding international brands looking to enter Asian markets. As a multifaceted trade show, BLUEPRINT enjoys substantial domestic and overseas buyer and media attendance annually. A core facet of BLUEPRINT is EMPORIUM, a two-day off-shoot of the tradeshow that allows consumers to partake in the gathering of designers with a massive shopping and lifestyle event. blueprint.sg

19 - 21 September 2014 SINGAPORE FORMULA 1 GRAND PRIX Marina Bay Street Circuit One of the most spectacular Grand Prix events in the calendar, the pioneer night race of the season is set against the stunning backdrop of the Marina Bay circuit with all the thrills and www.formula1.com spills up close and personal.

1 – 3 October 2014 WORLD ARCHITECTURE FESTIVAL Marina Bay Sands The world’s largest festival and live awards competition dedicated to celebrating, and sharing architectural excellence from across the globe. Featuring seminar and keynote programme with some of the most inÁuential and innovative architects working today. Plus experience the breadth of international architectural excellence in the WAF Festival Gallery, displaying all WAF award entries. www.worldarchitecturefestival.com

In The Spotlight

Inspiring

Culinary Experience

L

ocated on Starhill Gallery’s Muse Áoor, Starhill Culinary Studio provides Kuala Lumpur’s most inspiring culinary experience for all in a professional and sleek environment right in the heart of the city.

For the Àrst time ever on Bukit Bintang, a variety of classes are being conducted in an exclusive studio environment designed to deliver rewarding experiences.

Paula Conway, Operations and Marketing Manager of Starhill Culinary Studio, said, “An inspiring gourmet experience is what epicureans will discover when they attend Starhill Culinary Studio’s classes. In-house and external experts lend their expertise on how to enrich their daily lives and will get the creative juices Áowing with fun and engaging classes.”

Starhill Culinary Studio is a unique and beautifully designed haven for epicureans to indulge in their passion for new culinary and lifestyle experiences.

With 12,000 sq feet of space exuding Ànesse and Áair, Starhill Culinary Studio inspires and gives insight to the lost art that is creating culinary perfection, enabling patrons to indulge in Àne dining and wine tasting while exploring the Àner things in life.

Kuala Lumpur’s Ànest culinary experts are led by the ‘King of the Kitchen’, Chef Wai – a man who has served some of his highly sought after dishes to the world’s most discerning palates and is hailed for his expertise in a range of different cuisines. Chef Wai has never bee afraid to extend his been alre already impressive range of skills and knowledge an he continues to do so and th through teaching, whilst al learning himself, at also St Starhill Culinary Studio.

A wide variety of classe are available that es can be undertaken as a hobby, as part of an activity to enjoy with family or friends or with work colleagues as a team bonding experience.

www.anyahindmarch.com ww ww.an anyah hindmarch.com

Wai’s Kitchen showcases different cooking methods with live demonstrations and interactive classes, teaching participants how to create amazing dishes with recipes that are usually kept close to a master chef’s heart.

Every class is an eye-opening, learning experience provided in an environment designed to inspire and teach new skills and different cooking techniques using a variety of ingredients.

The Wine Studio banishes popular wine myths and delivers information in an easyto-understand manner using wine from the infamous Shook! wine cellar which houses the largest collection of vintage wines in Malaysia.

Hold bespoke themed private dinners and dine in an environment of sophistication and grandeur at the Dining Studio with a meal prepared by Chef Wai. Imagination is the only limit to what can be created at Starhill Culinary Studio.

Starhill Culinary Studio Starhill Gallery, Muse Floor 181 Bukit Bintang 55100 Kuala Lumpur T: +603 2782 3810 E: info@starhillculinarystudio.com www.starhillculinarystudio.com FB: facebook.com/starhillculinarystudio

March-April 2014

29

New Members

A warm welcome to our new members!

UEM Group Berhad Integrated engineering-based infrastructure and services group with established track record and global operations. Four core business divisions: Expressways, Township & Property Development, Engineering & Construction, Asset & Facility Management handling delivery of key infrastructure development projects for public and private sector spanning expressways, bridges, buildings, urban transit, water infrastructure, airports, hospitals and townships. Headquarters in Kuala Lumpur and presence around the world in Brunei, India, Indonesia, Singapore, Canada, Australia, UK, New Zealand and the Middle East.

17-2, Mercu UEM, Jalan Stesen Sentral 5, 50470 Kuala Lumpur.

Tel: +603 2727 6868 - Salwati ArifÀn, Group Business Development Fax: +603 2727 2204/2205 Email: gsbd@uemnet.com www.uem.com.my Dato’ Izzaddin Idris - Group Managing Director/Chief Executive OfÀcer

Ferco Seating Systems (M) Sdn Bhd Arsenal’s Emirates stadium, Cambridge University, Shrewsbury Theatre and KLCC all have one thing in common: they contain Ferco seats. Bringing 30 years’ experience in design, manufacture and installation of public seating for auditoriums, stadiums, convention centres and educational institutions; reputation build on providing seating solutions that deliver durability, ergonomics, comfort and strength.

No 7, Jalan Sungai Besar 26/7, Section 26, 40400 Shah Alam, Selangor Darul Ehsan.

Tel: +603 5191 3233 Fax: +603 5192 9313 Email: marketing@fercoseating.com Web: www.fercoseating.com Tim Barr - Chief Executive OfÀcer

Mistermind International (MMI) Global event marketing company providing effective, socially responsible design solutions using a balance of strategy, aesthetic and heart. Founded in 2010, MMI builds and enhances customer brand with professional competency across a range of corporate event services that include conferences, annual dinners, product launches and mobile truck campaigns. Also specialising in Exhibit Design & Build, supporting trade show customers across the globe and is sole distributor of Eco-friendly Exhibition Booth in South East Asia.

B-1-19, Plaza Damas 3, Jalan Sri Hartamas 1, 50480 Kuala Lumpur.

Tel: +6012 311 1021 Email: ben@mistermind.my Web: www.mistermind.my Ben Ho - Founder & Event Director

Association of Business Executives (ABE) Not-for-proÀt UK examinations and membership body recognised by UK regulatory authority, Ofqual, as an awarding body for qualiÀcations. Offers professional Diploma-level qualiÀcations in Business Management, Human Resource Management, Marketing Management, Travel, Tourism & Hospitality Management, and Business Start-up & Entrepreneurship. Around 50,000 students study ABE qualiÀcations globally every year through extensive network of accredited independent colleges. More than 80 universities worldwide (40 in the UK) ofÀcially accept ABE qualiÀcations for entry, while many more do so in practice.

5th Floor, CI Tower, St George’s Square, New Malden, Surrey KT3 4TE, UK. Tel: +44 (0)20 8329 2930 Fax: +44 (0)20 8329 2945 Email: syedo@abeuk.com - Syed Osama Abbas Web: www.abeuk.com John Goldup – Chief Executive

Collas Crill Best practice offshore solutions delivered by lawyers with multi-jurisdictional expertise. Serving Asian client base with global legal needs, including leading Ànancial institutions, high net worth individuals, international businesses and asset managers. Advice covers corporate Ànance, banking, funds and private client matters. First Channel Islands law Àrm to set up in Singapore, opening in August 2011 and still the only Àrm in Singapore that advises on Channel Islands law. Assists clients with matters involving Cayman Islands, BVI and New Zealand law through a network of afÀliate Àrms.

3 Church Street, Level 8 Samsung Hub, Singapore 049483. Tel: +65 6408 3399 Email: singapore@collascrill.com leon.santos@collascrill.com marcus.hinkley@collascrill.com Web: www.collascrill.com

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March-April 2014

Leon Santos Group Partner Tel: +65 6408 3397

Marcus Hinkley Group Partner Tel: +65 6408 3385

New Members

SSIC Berhad (Selangor State Investment Centre) One-stop agency for investors planning to invest in Selangor, providing information and advisory services as well as assistance in setting up operations. Services include: supporting contact management and communication with government agencies; facilitating approval of applications with government agencies; providing Business Matching Services; identifying suitable industrial land and property for investment projects; introducing property and land owners.

No, F1-2-G, Jln Multimedia 7/AG CityPark, i-City, 40000, Shah Alam, Selangor.

Tel: +603 5510 2005 Fax: +603 5519 6403 Email: enquiry@ssic.com.my hasan@ssic.com.my sven@ssic.com.my Web: www.ssic.com.my Selangor State Investment Centre

Hasan Azhari Hj. Idris - CEO Sven Schneider - Assistant Manager

The Expat Group Closely involved for more than 18 years with resident expat community and other foreigners visiting or looking for information about Malaysia, offering multiple channels including publications, websites, email, events and visa agency. Also active in marketing Malaysia internationally; and creating marketing solutions/offering insight on international community to local companies. Launched in 1996, ‘The Expat’ magazine offers free personal subscription to all expats for as long as they live here. AfÁuent Malaysians also part of target market with new print and digital products.

7th Flr, Syed Kechik Foundation Building, Jalan Kapas, Bangsar, 59100 Kuala Lumpur.

Tel: +603 2094 9664 / 2093 9539 +6012 362 6234 Fax: +603 2094 9690 Email: nicholas@theexpatgroup.com Web: www.TheExpatGroup.com Nick Atkinson - Business Development Director

Tune Hotels Regional Services Sdn Bhd International value hotel network that seeks to innovate and revolutionise the way services are made available, using efÀcient web-based technologies to reach and engage its customers. Operating in a similar way to low cost airlines, focuses on high-quality value for money, international class accommodation, with a clean environment at central locations. Opening its Àrst hotel in Kuala Lumpur in 2007, current network includes over 40 hotels in Malaysia, UK, Australia, Indonesia, Thailand, Philippines, India and Japan. Further expansion is underway in Asia, Middle-East, Europe and Africa.

Level 3, Suite 3.02, Plaza Hamodal, Jln 13/2, Section 13, 46200 Petaling Jaya, Selangor.

Reservation: +603 7962 5888 or 1 300 88 TUNE (8863) Fax: +603 7955 5899 Email: enquiry@tunehotels.com Web: www.tunehotels.com Mark Lankester - CEO

PM Resources Sdn Bhd Design and delivery of relevant services and outsourcing alternatives which allow clients to address their core business processes and activities to build a solid platform for sustainable competitive advantage.

Services include Human Resource Management, Training & Human Development, Accounting Services, Payroll Services, Leave Management, Credit Control Management, Expense Claim Management, other Administration Support Services and Mandarin for Business Programmes.

Suite 7-5 Level 7, Wisma UOA II, No. 21 Jalan Pinang, 50450 Kuala Lumpur.

Tel: +603 2713 6868 Fax: +603 2713 6869 Email: pat.yeoh@pm-resources.com Web: www.pm-resources.com Pat P W Yeoh – Managing Director

Schmidt Marketing (Malaysia) Sdn Bhd Founded by Paul Schmidt in Japan in 1896, now one of Asia’s leading integrated distribution, marketing and service providers with a network of operations in Malaysia, Hong Kong, China, Taiwan, Singapore, Vietnam and Thailand. Representing world-famous photographic brands including Artisan and Artist, B+W, Berlebach, Cullmann, GamiLight, Leica, Lenspen, Metz, Minox, Multiblitz and Nissin. Also distributes premium German-made TVs Metz, Aristo and Uhr Kraft watches and Damiani Jewelry from Italy. In 2010, expanded into Wine & Beverage sector with Schmidt Vinothek operating as a distributor and retailer.

Flagship stores in Hong Kong, Singapore and Kuala Lumpur.

Tel: +6016 309 3673 Email: eugeneho@schmidtmarketing.com Flagship Store: G-11, Ground Floor, Avenue K, 156, Jln Ampang, 50450 Kuala Lumpur.

Tel: +603 2161 2916 Service hour: 10:00am–10:00pm (Daily) Eugene Ho - Senior Sales Executive - Premium Products

March-April 2014

31

Members News

Employee Relations Role Added At Archer Bahari

Inaugural FOBISIA Golf Tournament Hosted by Garden International School

Executive Search & Human Resource Consulting Àrm ARCHER BAHARI has introduced a specialist service to help business leaders to understand their employees, develop employee engagement initiatives and reduce the number of resignations, and so achieve higher productivity and proÀts.

To lead the newly created service, Ana Garcia de Baranano has recently joined the team as Vice President of Employee Relations Consulting. Ana holds a PHD in Islamic Studies from Complutense University in Madrid, Spain and a MBA in Corporate Communication from Washington University, USA. With more than 20 years’ experience both in the business and institutional world in various international locations, her main areas of expertise are: Corporate Communication, Relationship, Strategic and Product Marketing, Promotion and Event Management, Business Development, Commercial and Public Relations and Foreign Trade.

In her new role, Ana will companies better understand their workforce, working closely with Human Resources and leaders to identify the real issues in the business as to why people underperform, are unhappy or lack motivation and as a result resign and take their expertise to another company. www.archerbahari.com

This section is all about YOU! As BMCC Members, you too can have your news published here! Send us the details of key appointments, an interesting employee initiative, a new contract - we will tell your story!

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The prestigious Royal Selangor Golf Club was the setting for the inaugural Malaysian FOBISIA (Federation of British International Schools in Asia) 2014 Junior Golf Tournament organised in partnership with Garden International School Kuala Lumpur. Other schools taking part included Bangkok Patana School, Shrewsbury School Bangkok, Harrow School Bangkok, Tanglin Trust School Singapore, Alice Smith School, Jerudong School Brunei and British School Manila.

A total of 80 competitors with a range of handicaps registered for the 3-day tournament (including practice round) with visiting schools staying at the tournament hotel, MiCasa All Suite Hotel Kuala Lumpur.

For the majority of the competitors it was their Àrst time playing at the club and many of them found the course extremely challenging, especially the speed of the greens. The stunning backdrop of the Kuala Lumpur skyline and Petronas Twin Towers did little to steady their already shaky nerves.

Trophies and medals were given out to the winning teams at a presentation dinner held at the end of the tournament.The results were: Boys 1st Harrow International School 2nd Shrewsbury School 3rd Alice Smith School

Girls 1st Shrewsbury School 2nd Harrow International School 3rd Garden International School

DHL Malaysia Appoints New Managing Director Global express delivery Àrm DHL Express has announced the appointment of Christopher Ong as Managing Director of DHL Express Malaysia & Brunei. Based in Kuala Lumpur, he takes over from David Ng and will spearhead all facets of the business operations and activities of DHL Express in Malaysia.

He was previously based in Ho Chi Minh City as Country Manager of DHL Express Vietnam where he was responsible for managing a workforce of over 400 employees, nine facilities around the country, and the nation’s biggest courier Áeet that serviced 12,000 customers.

He has worked in Asia PaciÀc for 17 years, Àrst joining DHL Express in October 2006 as Vice President, Business Development at the Asia PaciÀc Regional OfÀce where he handled Mergers & Acquisitions, Partnerships and Planning for the region. He later took on additional responsibilities to drive DHL’s First Choice Six Sigma Programme and GOGREEN, the group’s climate protection programme.

Commenting on his new role, he said, “Logistics has been identiÀed as a crucial facilitator of Malaysia’s trade and economic growth. With the recently announced Logistics Sector Master Plan in place, the logistics infrastructure and sector is primed for immense growth.”

Members News

Prudential Malaysia Rolls Out Enhanced Plan With Attractive Benefits For Women Prudential Assurance Malaysia has unveiled an enhanced version of its best-selling female protection plan, PRUlady as part of its continuous efforts in protecting the valuable female resources in the country.

Realising the enormous contribution and the roles that women undertake today, the plan, which debuted in the market in 2001, has undergone a signiÀcant ‘facelift’ to incorporate new features that cater to the evolving needs of women today.

Importance of Foundation Learning Recognised At Alice Smith School The Alice Smith School Foundation Stage provides an important springboard for learning during the earliest years of a child’s life. According to Primary Campus Principal Kate Fuller, these years are absolutely critical in that they lay the foundations for the rest of academic life.

“At Alice Smith, we provide an Early Years provision led by experienced and well-qualiÀed Early Years practitioners. Our teachers are kept up-to-date with the latest research and are provided with training from world-renowned experts in this Àeld. The child-centred curriculum they follow has been highly researched and is evidence based to ensure appropriate skill development and progression.”

Early identiÀcation of need followed by appropriate support is the most effective approach to ensure outstanding progression. “At Alice Smith, our staff are able to use AfL (Assessment for Learning) techniques and PIPs data (Performance Indicators in Primary Schools) to carefully track progress across all 7 areas of EYFS (Early Years Foundation Stage) development and set age appropriate targets.

“They have a strong understanding of the importance of the environment both inside and outside of the classroom and through this, can allow children to develop independence, problem solving, social and higher order thinking skills.”

Tel: 03-2148 3674 Email: admissions.jb@alice-smith.edu.my www.alice-smith.edu.my

Among the improved features are the Life Change BeneÀt which provides policyholders with cash rewards as they experience signiÀcant events in their life such as marriage and child birth. Other new beneÀts include a sum assured bounceback feature where the basic sum assured will revert to the original amount following a period 6 months should the policyholder be diagnosed with carcinoma-in-situ.

This provides women with increased protection should they subsequently be diagnosed with cancer. PRUlady customers will also enjoy 100 percent refund of total premiums paid upon maturity.

In conjunction with its 90th anniversary celebrations this year, a contribution of RM90 for every PRUlady policy sold during the Àrst 90 days from launch date is to be channelled to the PRIDE foundation.

The Foundation aims to enhance awareness and improve accessibility to treatment and care of breast cancer at all levels of society.

Crown Malaysia Appoints New MD Crown Worldwide Group has announced the appointment of James E. Thompson III as Managing Director, Malaysia. His previous role was as Deputy General Manager, China, overseeing the operation of Crown China’s business divisions, as well as managing new market developments including Crown’s Beijing and Mongolia warehouse facilities.

Within the Crown China team, he has served in numerous roles and locations, from sales to general management, spanning four cities and three regions over a 15-year period.

Based in Kuala Lumpur, he will be responsible for the performance and future growth of Crown Malaysia’s four locations, reporting to Ken Madrid, Crown Worldwide CEO APAC and Group CFO. Commenting on his appointment, Thompson said: "After working in China for 18 years, I look forward to building upon and expanding an already established Crown operation to ensure its long-term development path in Malaysia”.

A Áuent speaker of Mandarin Chinese, Thompson joined Crown in 1999 after completing Crown University’s management training programme in Zandvoort, Holland. Prior to joining Crown, he worked in the logistics industry in China.

March-April 2014

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Members News

New General Manager

Headmaster Appointed

Joins International SOS

For Epsom College In Malaysia

International SOS Malaysia has appointed David Ng as its new General Manager to oversee the following key entities: International SOS Malaysia, providing membership services to clients, supported by their Assistance Centre; The Asia Response Centre (supporting oil and gas clients across the Asia region); and The SSEA Regional OfÀce for Medical Services.

Epsom College in Malaysia has announced the appointment of Martin George as Headmaster for its new facility in the country.

Educated at Durham School, UK and Manchester University, where he studied Politics and Modern History, he then spent the next ten years as an infantry ofÀcer in the British Army before making the somewhat unexpected move into education in 1994.

David was most recently Managing Director for DHL Malaysia & Brunei where he led an organisation of 800 people and successfully drove the company’s revenue growth and proÀtability. His success earned him the Malaysia Business Award for Outstanding Leadership in Logistics in 2012.

Prior to that, he served as Managing Director for DHL Express Indonesia for Àve years during which the Àrm was received the country’s Most Admired Company Award for four years running from 2006 to 2009.

“David brings with him extensive corporate management and operational knowledge which will value add to our key priority to expand our business in the energy, mining and infrastructure industry, corporate and government sectors,” said Philippe Huinck, International SOS’ Regional Managing Director for South and South East Asia.

His Àrst teaching post was at Newcastleunder-Lyme School, an HMC co-educational day school in Staffordshire, where he also spent time as Head of Year and Director of Studies. In 2004, he moved to The King's School, Tynemouth, another HMC co-educational day school, as Deputy Headmaster. In 2009 he took up the Headship of Durham.

Epsom College in Malaysia is a new boarding and day school on a 50-acre site at Bandar Enstek, south of Kuala Lumpur. Co-educational, Epsom will follow the British National Curriculum with all teaching in English. The Senior School, which is both a day and boarding school, will open in September 2014 with a small Prep School on site also for day pupils 2–11 years old.

Epsom College in Malaysia will ultimately cater for some 900 boys and girls aged 11 to 18 in a predominantly boarding Senior School, with an additional 650 students educated in the Prep School. www.espomcollege.edu.my

On The Move At Allied Pickfords John Simon has been promoted to the role of General Manager Malaysia for Allied Pickfords, reporting to Andy Morris who recently became Director for Singapore and Malaysia, following Àve years as Country Manager for Singapore.

John, who hails from Australia, has been with Allied Pickfords for three years, working in customer service during which time he has been responsible for establishing best in class processes.

David Ng holds a degree in Civil Engineering from University of Surrey, and an MBA from University of Warwick, UK. He is a fellow of the Institute of Chartered Accountants England & Wales.

Prior to joining the company, he held roles in sales, account management and operations. He brings over 18 years of industry experience and has worked extensively in the US, Australia and now Asia.

Marketing Professional Joins Mongoose Group Lynette Ow has joined Mongoose Publishing as General Manager, Marketing, with responsibility for overseeing the marketing efforts of all Mongoose brands in Malaysia. These include the award-winning publications such as Time Out Kuala Lumpur, Esquire Malaysia, Men’s Health, Expatriate Lifestyle and the recently launched ELLE Malaysia.

Mongoose Chief Content OfÀcer, Matt Bellotti, said, “Bringing Lynette Ow to Mongoose is a real coup. Lynette knows what makes a magazine brilliant and how to get media brands to fulÀll their potential. She understands and respects the unique Mongoose approach and our philosophy of ‘Communicating with Integrity’.”

Lynette has over 10 years’ experience in the media and publishing industry and comes to Mongoose after a successful stint as The General Manager of Capital FM. Having worked as Editor-in-Chief of CLEO Malaysia and Managing Editor of Cosmopolitan Malaysia, she comes on board with unrivalled experience of the magazine landscape in Malaysia.

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Members News

T

he Malt & Leaf at The Roof is an elevated bar and lounge with panoramic views over the city skyline, perched high above 1 First Avenue in Bandar Utama.

Roof With A View

Offering Àne dining, cigars and international malts, the Malt & Leaf is a sanctuary for the cigar aÀcionado and discerning single malt enthusiast wanting to relish the Àner things in life in an elegant and stylish setting. The ambience of the 4,000 sq foot space is cosy and sleek where candlelight and shadows set the mood.

Mongoose Brings ELLE To Malaysian Market

The Malt & Leaf: Open from 5:00pm till late Sunday through Saturday.

Different seating areas provide guests with a number of options: remain at the bar, gather at high tables or relax on leather couches. A semi-private space with vintage leather club chairs and hardwood Áooring provides an elegant venue for discreet dinners and meetings or simply to relax with colleagues and friends.

Behind the bar sits a humidiÀed glass enclosure featuring 70 VIP lockers, for select guests to store their prized collections of cigars and international malts offered by The Malt & Leaf.

A tasteful menu comprising light bar tapas and main courses can be enjoyed under the night sky courtesy of the retractable roof. An unparalleled selection of more than 150 international single malts and cigars can be enjoyed while soaking up the elevated view and cool breeze of the city.

Premium international malts are served with a unique twist, with a full range of other liquors such as brandy, gin and vodka, also available.

In addition to the Malt & Leaf, the integrated gastro and entertainment hub that is The Roof comprises four other outlets: Stratosphere – luxury rooftop champagne bar; Signature – premium gastro-lounge; Score – Sports bar; and Play – designer supper club.

For information and bookings call 017 908 5766 or email enquiries@ themaltandleaf.com

Whisky 101 The term “whisky” derives from the Gaelic uisage beatha, originating from the Latin Acqua Vitae or “water of life.”

The oldest reference to the production of whisky is from Ireland, where it is believed that monks began distilling spirits as far back as the 5th century. It was another 1,000 years before the Àrst reference from Scotland appeared.

Scotch whisky is made using malted barley (or other grains), distilled twice to create a smooth strong spirit and aged in oak barrels for a minimum of 3 years before it can be called whisky.

ELLE Malaysia magazine, the latest addition to the Mongoose Publishing stable, launched its premiere edition at a stunning party in Kuala Lumpur attended by more than 900 guests. Held at Zebra Square KL, the event saw top icons of the Malaysian fashion and beauty industry alongside celebrities, artists and socialites. Also in attendance were HE Mme Martine Dorance, Ambassador of France to Malaysia and François Coruzzi, Executive Vice President International, Lagardère Active, the international brand owners of ELLE. An entire line-up of treats awaited the guests ranging from pampering by Shawn Cutler and Shu Uemura plus live art displays by Malaysian artists Marini Ramlan, Celine Wong and I Am May with emcee Daphne Iking introducing performances by Arabyrd and Suhaili Michelin.

The inaugural issue featuring Tan Sri Michelle Yeoh was unveiled at the height of a gravitydefying aerial dance routine by Viva Vertical.

Group CEO of Mongoose Publishing Graham Paling, said, “ELLE is the preeminent women’s magazine in the world and ELLE Malaysia will take women’s magazine publishing to a new level in this country.”

ClassiÀcations of Scotch Whisky: Blended: Mix of grain whisky and malt whisky.

Single Grain: Relatively rare and made from non-malted grains.

Blended Malt: Made from blends of a number of single malts.

Single Malt: Made from malted barley grains from a single distillery.

March-April 2014

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On The Social Scene

G

lamourous venue, high fashion, elegant timepieces, premium spirits, talented artists and Áashing knives! These were the elements that combined to to provide a stylish celebration for BMCC members and their guests to to welcome wel e com me the the h New New Year Y ar Ye ar and n usher usher in the Year of the Horse.

Held at the Starhill Culinary Studio, the event saw a sizeable crowd arriving to catch up with fellow members, make new contacts and experience a touch of class along the way. Welcoming glasses of chilled sparkles courtesy of Moet Hennessey Diageo helped chase away the trafÀc blues and put guests into the party mood.

For those looking to expand their timepiece collection, a selection of eye-popping watches was on display from Bedat & Co Geneve with brand experts on hand to educate and inform prospective buyers.

Next up, Chong Wai Keng, Brand Ambassador for Moet Hennessey Diageo, showed guests how to appreciate the Àner aspects of Glenmorangie single malt whisky with a professional tasting session.

This was followed by a catwalk spot with graceful models wearing seasonal collections from Shiatzy Chen, accessorised with timepieces from Bedat & Co Geneve. Not forgetting the electric demonstration by Celebrity Chef Wan whose masterful skills with the blade had everyone ducking for cover!

A great way to kick off the New Year and a sign of things to come for BMCC events in 2014!

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New Year

Networking

On The Social Scene

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On The Social Scene

Fashion At Your Feet B

MCC member XALF Design hosted a ladies tea party at Zang Toi Café, Pavilion for gu guests to experience XALF’s lates est luxury shoe-making vision and in intent.

X XALF is a home-grown brand with iinternational aspirations. Founders Xavier Mah and Alfred Hor have channelled their energy intro crafting exquisite footwear catered to the modern cosmopolitan woman.

Their designs, often inspired by the sleek metropolitan vibes of New York City and the bohemian touch that often accompanies traditional craftsmanship, are a combinattion of classic llooks with mode ern detailing.

XALF Design’s virtual boutique enables ladies to select from a range of collections or to work with the team to custom design their own creations. During the Hi-Tea event, guests were shown the basic elements of shoe-making and later had the chance of a hands-on session in styling their own footwear designs. www.xalfdesign.com

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MCC Members and friends gathered at Sid’s Pub in Bangsar South recently to pit their wits against the quizmaster in a bid to become the Brains of BMCC.....

Nine teams in total registered to take part and settled down to compete having Àrst sharpened their skills with a refreshing pint courtesy of the house. Hunger pangs were kept at bay with a selection of wholesome pub grub.

After a tight contest, the winners were declared and the team championed by Amanda Pearson received a RM400 F&B voucher from Sid’s Pub. Sid’s Pubs are neighbourhood British pubs serving up hearty British pub grub and refreshing beverages in a welcoming and friendly setting. No nonsense, no pretensions and no gimmicks. Deliberately small and intimate, Sid’s Pubs are dotted around a variety of neighborhoods, the idea being to provide a convivial feeding and watering hole close to home for residents of the area. www.sidspubs.com

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March-April 2014