Endeavour Magazine Asia

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EDITOR’S NOTE Heads of Departments Managing Editor Djamil Benmehidi editor@littlegatepublishing.com Sales Director Alex Smith alexsmith@littlegatepublishing.com Sales Manager Emlyn Freeman emlynfreeman@littlegatepublishing.com Head of Editorial Research Paul Bradley paulbradley@littlegatepublishing.com Editorial Research Alice Instone-Brewer alice@littlegatepublishing.com Editorial Research Steven Weller steveweller@littlegatepublishing.com Corporate Director Anthony Letchumaman anthonyl@littlegatepublishing.com Lead Designer Alina Sandu studio@littlegatepublishing.com Publisher Stephen Warman stevewarman@littlegatepublishing.com

A

sia is a completely different world. A vast and complex segment of the global economy, with a population and range of businesses as diverse as you could possibly expect

to find anywhere. Eastern methodology and approaches to working have produced technological breakthroughs that hold the promise of altering the course of human history and introducing medicines derived from an entirely different source of thinking, compared to the Western world.

A place to find giants of agriculture, shipping, technology and engineering the forward thinking and far planning of companies such as Wilmar, Technip and Vale have been a driving force for businesses throughout the rest of the world, all of whom strive to follow and ride

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the wave left behind by these companies.

343 City Road London EC1 V1LR

and development of their staff, the companies featured here put

Suite 10, Thorpe House 79 Thorpe Road Norwich, NR1 1UA

Littlegate Publishing Ltd does not accept responsibility for

At Asia Pacific Magazine, we have sourced the proudest and most influential companies to work with, from this colourful region.

These select businesses demonstrate, on a daily basis, an immense dedication to their cause and to the growth of their industry and the communities of their respective countries. Pioneers in the protection their people first and have reaped the benefits and wealth that such practices invoke.

omissions or errors. The points of view expressed in articles

As an international community, working together as one, it is crucial

by attributing writers and/or in advertisements included in this

that we all strive to create open communication, transparency,

magazine do not necessarily represent those of the publisher.

Any resemblance to real persons, living or dead is purely

honesty and trust because without it, nothing can function and grow.

coincidental. Whilst every effort is made to ensure the accuracy of the information contained within this magazine, no legal responsibility will be accepted by the publishers for loss arising from use of information published. All rights reserved. No part of this publication may be reproduced or stored in a retrievable system or transmitted in any form or by any means without the prior written consent of the publisher.

Copyright Š Littlegate Publishing Ltd 2016

Endeavour Magazine | 3

CONTENTS

79

Lian Beng Construction

FEATURES

75

L’Oreal India

4 | Endeavour Magazine

3 7

19

25

31

37

45

51

57

Editor’s Note Shanghai Tunnel Engineering Company Always Protect Your Staff Cambodia Constructors Association (CCA) Building The Future, Together 99 Speedmart The Universal Law Of Efficiency And Quality Anaklia Development Consortium (ADC) Following The New Silk Road Ed Zublin Keep Singapore Beating Paccar Winch The Finest In The World COVER STORY Air India Up, Up And Away COVER STORY GIFT The Greatest Gift Of All

45

63

69

75

79

85

91

99

Paccar Winch

DHI-DCW Heavy Industry EDMI Leader Of Smart Energy Solutions L’Oreal India More Than Skin Deep Lian Beng Construction Dreaming Big Shoon Fatt 50 Years Of Quality TGV Cinemas The Face Of Malaysia’s Entertainment COVER STORY Wilmar The Giant Behind It All

7

Shanghai Tunnel Engineering Company Endeavour Magazine | 5

6 | Endeavour Magazine

SHANGHAI TUNNEL ENGINEERING COMPANY WWW.STEC.NET +65 6391 9150

ALWAYS PROTECT YOUR STAFF WRITTEN BY DAEMON SANDS

STEC’s core business is public infrastructure works and in particular, transit projects involving both tunnelling and civil & structure works; their parent company is Shanghai Design and Build Tunnel Boring Machine (TBM), which provides them with an edge over other civil contractors.

Though STEC’s business focus has always been public infrastructure and tunnelling work, there are plans to venture into other fields when the market situation is conducive.

Endeavour Magazine | 7

SHANGHAI TUNNEL ENGINEERING COMPANY

We spoke with Khor Eng Leong regarding his involvement within the company and the projects that have put them on the map.

“I

was trained in Civil Engineering and has been working on

the current Masterplan to discourage driving and invest heavily in

tunnelling and underground projects for the past 29 years,

the public transportation infrastructure including vehicles on road

having been involved in the Hong Kong Tai Lam Tunnel;

and rail. This vast plan is all-encompassing and will directly affect

Taiwan Kao Hsiung City Metro Line; Singapore Land Transport

the lives of the millions of people living in Shanghai, transforming

Authority (LTA) East-West Line; North-East Line; Circle Line;

the city by improving the ability of residents to get around the city.

Downtown Line and currently the Thomson-East Coast Line,” he

Aimed to be completed by 2030, do not be fooled by the amount of

says.

time between now and then as the undertaking is not only vast but

In his current capacity as the Project Director of LTA Thomson-

comes with a need for an almost surgical approach to engineering

East Coast Line T225 Project, the company has granted Khor a

and tunnelling. Led by the LTA for transit projects, there was really

relatively free rein to manage the project in terms of cost control,

only one company that they could turn to.

manpower recruitment, procurement and administrative matters.

To achieve this goal is going to take the cogent efforts of

Being a civil engineering company and in particular specialising

everyone involved and every member of the 1,300 staff contingent

in tunnelling works, is a niche industry in Singapore. The parent

is going to have to focus hard and pull together to complete this

company produces Earth Pressure Balance (EPB), TBM and Slurry

city-changing project. To ensure the team spirit is as strong as it

TBM, which are commonly used to cater for the different types of

can be, STEC have set a good stage for the employees and invested

ground conditions locally, “STEC organises annual activity which we promote Corporate Social Responsibility. Volunteers from HQ and Project Staffs are involved in social works which recently included visiting Old Folks Home and Cleaning up of Sembawang beach and we also carry out fund raising for victims of natural disasters such as the 2008 Sichuan earthquake.”

a great deal of time and money into their individual development.

“STEC views each of our staff as pillars to the company and we have placed a great deal of emphasis on their maintenance and development,” Khor explains, “All staff are therefore provided with everything they need to not only complete their task and duties but also to develop and enhance their careers.”

For too many companies today, employees are merely a number

ENGINEERING. THE INDUSTRY. THE PEOPLE. According to Khor, the industry looks buoyant thanks largely to 8 | Endeavour Magazine

and a figure on a spreadsheet, but for STEC they see each and every staff member as a means for the company to grow and develop.

SHANGHAI TUNNEL ENGINEERING COMPANY

Each one of them represents a part of the machine as a whole and

teamwork ensures that there is a pool of ideas and fresh thinking

so every staff member must not only be developed to the fullness

to draw from on future projects,”

of their potential but allowed the avenues to develop and grow to

PAST TRIUMPHS

offer even more back into the company. This kind of loyalty will only be shown however, after the company exhibits it first.

MAIN CLIENTS

STEC have found a strong strategy in applying what they call the Three R’s; Remind, Reward and Remove to help achieve workplace safety and health excellence. Khor reveals that this was first really noticed in 2012 during their work on the LTA Downtown

STEC business is project based and their primary client is LTA.

Line Stage 2, which not only involved a huge work area but also

All LTA projects place great emphasis on workplace safety, health

posed a host of new challenges including having to bore a tunnel

& environment, engagement with stakeholders, quality and time.

for an MRT truck at a depth of 29m, running below an existing

STEC has invested significantly in resources and time to promote

infrastructure including flyovers, roads and buildings as well as

and incubate a safety mindset in all staff and workers. Their

working precariously close to other MRT tracks that were already in

hard work and commitment has won STEC numerous workplace

operation. They were given the added challenge of accomplishing

safety and health awards from LTA (including the land transport

all of this while causing minimal interruption to the everyday

excellence award) and the Ministry of Manpower (MOM), as well

activities of road users, residents and businesses.

as the Building & Construction Authority (BCA) Green & Gracious Star Award Certification.

Importantly, STEC needs to and has always maintained a strong relevance in their industry, so staff from the branch companies

Khor explains that STEC overcame these challenges and even chalked up more than four million accident free hours by making the workplace safety and health culture a main priority and establishing the 3 R’s as staff mainstays.

come together each year to share the good practices that could be

“Safety is something that we take very seriously and this is

implemented in other parts of the world, “This collaboration and

embodied in our corporate slogan - safety is the measure of our success,” he says.

He goes on to add that workplace safety is suitable for lip service but that it has to be given hands on attention and so during the period of this project they had three tool box meetings every day, which all site personnel had to attend to discuss incidents at other worksites and draw lessons from the appropriate safety or preventative measures put in place. During these meetings, personnel protective equipment was checked and the whole meeting ended with a chant of “safety first”, which cements that manta into the minds of everyone working on site.

“It is important to have a constant reminder of how important safety is,” Khor says, “We take the time to remind them that their purpose here is to make a living and give their families back home a better life. And that they shouldn’t put themselves or their fellow workers in harm’s way.”

STEC often goes beyond the minimum standards when it comes to safety checks. It was one of the first companies to conduct maintenance checks of the crane boom weekly when the industry standard was monthly and they also take the time to acknowledge and reward those involved in their projects.

As many of the project managers, engineers and supervisors have worked on several STEC projects, they too play an important role in upholding the company’s culture of workplace health and safety. Workers who are recruited on a project attend a behaviourbased safety programme. A written survey, conducted in the worker’s language of competency is completed anonymously to determine the workers knowledge of and their attitude to safety.

The responses provide feedback on the additional training workers

10 | Endeavour Magazine

18 Tuas Street, Singapore 638455 Tel: 6265 0550 / Fax: 6262 0550 / 6264 0550 sales@chinyuanmetal.com / www.chinyuanmetal.com

STRUCTURALLY SOUND, CONTINUOUSLY COMMITTED

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FABRICATION

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WeMetal are approved by the withinand the company: Customer Focus (Excellence, Quality and Chin Yuan is a leading manufacturer distributor of Bolts & Nuts worldwide.

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SHANGHAI TUNNEL ENGINEERING COMPANY

may require. This is in addition to the compulsory one-hour theory induction course on safety that all have to go through.

Often, it’s not even because of negligence but a desire to get the job done as expediently as possible. Workers may “risk”

Khor reflects that receiving the Safety and Health Award

unsafe procedures because they are given a task to do and want

Recognition for Projects in 2012 was not only important as it

to complete it as fast as possible so that the project can continue,

increased the project team’s morale, but also because it sets a high

so they take unnecessary risks that at the time seem trivial. As

standard that keeps everyone on their toes and wanting to enhance

an example, they may not wear proper safety equipment such

themselves for future years, “Ultimately, it increases productivity

as hard hats or foot protection because it is uncomfortable and

and promotes our company image as a work and health and safety

because they’ve “never had an accident before”. It is a sad reality

champion,” he says.

that experience can swing in the way of common sense on a work

This led since, to the opening of STEC’s corporate WSHE

site. Any kind of engineering or construction, be it tunnelling or

Workplace Safety Health and Environment training centre. With a

building a sky scraper, is an orchestra of parts; a thousand little jobs

dedicated training centre, Khor explains that it has made it easier

that have to be completed in a timely fashion with the best quality

to illustrate the importance of workplace safety as well as the

and at the end of a shift when a worker’s mind is on something

consequences of unsafe practises.

else, sometimes they will cut corners to get the job completed. It is

In 2015, Henry Ho, STEC’s workplace health and safety manager, explained that mishaps at construction work sites

unfortunately human nature. The words, “It’ll only take a minute,” often end in tragedy.

essentially boil down to one word; complacency. Human error -

This is why it is up to STEC to install within their crews a sense

such as working from a height on scaffolds without a harness to

of responsibility that is rewarded when the right steps are taken.

unsafe lifting operations by cranes - is the weakest link in efforts to

When a worker says, “No, I have to follow proper procedure” there

ensure that everyone goes home safe.

needs to be in place systems of reward and recognition and this is

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SHANGHAI TUNNEL ENGINEERING COMPANY

what has been implemented to encourage everyone involved to

team morale, sets a high standard and keeps everyone on their toes

take their safety seriously and not to put themselves at risk.

to enhance the WSH excellence in the workplace.

As a winner of three SHARP (Safety and Health Award Recognition) Awards, STEC has become the benchmark standard

CURRENT PROJECTS

for worker health and safety. Last year a batch of three SHARP

The construction of Shenton Way station (T225) and its

awards were won for the company’s work on the Newton station

associated tunnels was awarded to Shanghai Tunnel Engineering

along the Downtown Line Stage 2; Gull Circle station and the

Co., Ltd in 2014 at a contract sum of approximately S$368 million

viaducts for the Tuas West extension; and the tunnels between

and the company was recognised as being one with extensive

Woodlands station and the Mandai depot for the Thomson East

experience in transit projects, within Singapore. Shenton Way MRT

Coast Line.

Station (TE19) is an upcoming underground Mass Rapid Transit

The company organises annual WSH campaigns, monthly “accident free” lunches and weekly competitions and quizzes on safety with prizes to be won, as incentives for good work and safety behaviour.

station on the Thomson-East Coast Line in Singapore. It will be located around Asia Square and Shenton House.

The Mass Rapid Transit, or MRT, is a rapid transit system forming the major component of the railway system in Singapore, spanning

Annual awards are also given for safety-compliant behaviour.

the entire city-state. The initial section of the MRT, between Yio

STEC is looking even further into rewarding workers with good

Chu Kang and Toa Payoh, opened on 7 November 1987, making it

WSH knowledge by given them free air tickets to visit their home

the second-oldest metro system in Southeast Asia, after Manila’s

country for a week. The company has been an active participant

LRT System. The network has since grown rapidly in accordance

and year-on-year awardee in the WSHC awards since 2012. Mr.

with Singapore’s aim of developing a comprehensive rail network

Ho explained that winning the WSH awards increased the project

as the backbone of the public transport system in Singapore, with

14 | Endeavour Magazine

an average daily ridership of 3.031 million in 2015 (including the Light Rail Transit (LRT)), approximately 78% of the bus network’s 3.891 million in the same period.

The MRT network encompasses 170.7 kilometres (106.1 mi) of route, with 101 stations in operation, on standard gauge.

The lines are built by the Land Transport Authority, a statutory board of the Government of Singapore, which allocates operating concessions to the profit-based corporations, SMRT Corporation and SBS Transit. These operators also run bus and taxi services, thus facilitating full integration of public transport services. The MRT is complemented by a small number of local LRT networks in Bukit Panjang, Sengkang and Punggol that link MRT stations with HDB public housing estates.

The Thomson-East Coast Line (TEL) will be the sixth Mass Rapid Transit (MRT) and the fourth fully automated and driverless system line in Singapore. The line was announced on 15 August 2014 by the Land Transport Authority as the merger of the Thomson Line (TSL) and the Eastern Region Line (ERL). The line is fully underground.

The stretch from Woodlands North to Gardens by the Bay costs S$18 billion. The line will open in five stages from 2019 onwards

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Endeavour Magazine | 15

SHANGHAI TUNNEL ENGINEERING COMPANY

and interchanges with all existing lines. When the first three stages

Line 3 and the construction of Gul Circle station and viaducts for

are opened, it is expected to serve about 500,000 commuters daily.

Tuas West Extension.

The line, which is 43 km (27 mi) long and consists of 31 stations,

STEC (Singapore) is currently the Regional Headquarters for the

will run through the north-south corridor, starting in the northern

branch offices and having being appointed as Managing Director,

Woodlands area, passing through the estate of Sin Ming Avenue,

Khor will be spearheading the team to venture into new grounds,

down to the residential Thomson area and the shopping districts

“We are actively looking into possible business opportunities in

of Orchard and Marina Bay, then running eastwards along the

Malaysia; Thailand, Myanmar and Indonesia,” he says.

east coast through Siglap, Marine Parade and Bedok South, before

He continues, “By further expanding the operations into other

ending at Sungei Bedok. Residents in the heartlands of Sembawang,

parts of Southeast Asia, it would raise the stature of the company

Yishun, Ang Mo Kio, Bishan-Toa Payoh, Moulmein-Kallang, Tanjong

and may even create overseas job opportunities for the locals here

Rhu and Bedok South will benefit from faster and more direct

as the plan is to gradually increase the team strength and resources

connections to the city. Its depots are located at Mandai, south

as required in the process of this expansion plan.”

of Woodlands, and near the south-eastern terminus of the line at Tanah Merah.[4] If built, the planned Singapore-Johor Bahru Rapid Transit System is also likely to offer interchange to the line’s Woodlands North terminus.

The scope of work that they are involved in with LTA includes the design and construction of Newton station and associated tunnels for Downtown Line 2, the construction of tunnels between Tampines East station and Upper Changi station for Downtown

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18 | Endeavour Magazine

CAMBODIA CONSTRUCTORS ASSOCIATION (CCA) WWW.CCA.ORG.KH 00855 23 868 222

BUILDING THE FUTURE, TOGETHER WRITTEN BY AMY TOCKNELL

Coming together to ensure solidarity, craftsmanship and high quality within the construction industry, the Cambodia Constructors Association is a collective of some of the most respected industry experts, Endeavour magazine took a closer look at this forward-thinking group to see what they are bringing to the table.

Endeavour Magazine | 19

CAMBODIA CONSTRUCTORS ASSOCIATION (CCA)

Founded in 2011, the Cambodia Constructors Association (CCA) might seem like a relative newcomer, but what they have already achieved in their short tenure is staggering. In fact, even the membership numbers are impressive, with more than 300 card-carrying organisations and professionals already signed up.

The Ministry of Land Management, Urban Planning and

as soon as possible, leading to registration with the Ministry of

Construction took the lead and initiated the association, with a

Interior of the Kingdom of Cambodia and the ASEAN Constructors

clear directive to bring together a wide variety of experts, both in

Association (ACF) before the end of 2011.

the construction and supply chain markets, to share knowledge and

The CCA have listed a number of goals that they are determined

information in a bid to improve the sector as a whole; a valid and

to achieve and oversee and what is particularly impressive is the

honorable endeavour, we think you’ll agree. Brought together at an

desire to always be promoting best practice, good communication

assembly hosted at the Diamond Island Convention and Exhibition

and industry cooperation. Here is a team of people that, through

Center, the event sought to assign association roles to respected

their own professional experiences, have learnt the value of honest

and valued attendees.

and open operation and are seeking to encourage the same in the

“The assembly voted to set up the association statute and selected Neak Oknha Pung Kheav Se to be the association Chairman, with Lok Oknha Ly Chhuong as the Vice Chairman.”

next generation of the construction sector.

The tope three goals of the association speak volumes about their priorities as they promise to,

However, assigning gratuitous roles wasn’t the main agenda, as

“Implement the policies of the Royal Government as a

the association was keen to attain and preserve industry legitimacy

contribution to the national development with the local, ASEAN

20 | Endeavour Magazine

CAMBODIA CONSTRUCTORS ASSOCIATION (CCA)

and international partner construction companies. Join other

most definitely not something they have aligned themselves with

ASEAN constructor’s federations and international constructors

purely in the interest of lip service. While many organisations and

associations, and seek supports related to construction and the

even other professional associations can be heard making a great

development of the construction sector. Promote good cooperation

deal of noise as to the importance of education, the CCA can be

and mutual respect in the profession, and encourage harmonious

seen doing something to make it a reality.

relations among corporations operating as construction developers”

“CCA has permission from H.E Im Chhun lim, Senior Minister,

In a refreshing change from so many other professional bodies,

Ministry of Land Management, Urban Planning and Construction,

there is no desire for one-upmanship here, instead, the CCA

to nominate the staff of CCA members to join relevant training

actively wants to connect with other likeminded associations to

courses on green building at the Ministry of LMUPC itself. The

really promote and improve the construction industry, as a whole.

course trainer is from Singapore. CCA can nominate 10 participants

The question is, how can this be done? The CCA seems to believe

from 8 CCA member companies to join in the course. The course

that education is one of the key solutions, with a number of their

has passed two terms and has included techniques for affixing solar

documented goals focusing on the development of the mind,

panels.”

“Organise, support and participate in education or training

Not only is education being offered to worthy staff members of

programs related to construction, development of architecture,

CCA member companies and set ups, it is the right kind of tuition,

engineering, urban planning and other commercial sectors. Award

which looks at future proofed technologies and ways to be greener

scholarship to any individuals who are well qualified, using the

in the construction industry. It’s no secret that as a marketplace,

association funds.”

the construction sector really needs to take charge and look for

These are two of the most important pledges of the CCA and

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more environmentally friendly solutions, but to find out that there

are professional industry associations actually making that happen and offering free access to such training gives us hope that others may soon follow in their footsteps.

community, one destiny.”

One destiny indeed; to all enjoy fantastic commercial and residential developments, to watch regions flourish in their

While on paper this all sounds fantastic, we always place a

construction projects and for everyone to have access to a wealth

lot of value on the human element still, meaning that we wanted

of support, knowledge and assistance. This isn’t just compliance for

to know what the CCA’s President was keen to achieve. Reading

the sake of it, this is coming from a deep seated desire to make

his address, it becomes clear that he is a passionate man that has

Cambodia the best it has ever been and the most successful that

witnessed great development and change in his country and wants

it can be and through training, conferences, expos and continued

to be a positive influence on the future. He has a natural pride in

collaborations with fellow professionals and the government, there

the construction industry that is impossible to fabricate and really

can be little doubt that that dream will be realised.

sees the value in all that the association does, leading us to do the same. He says, “As Chairman of CCA, I have a great honour to deliver a message to all construction-related firms and institutions. The government has treated the construction sector as one of the nation’s economic pillars. With the noticeable development speed of the construction sector, CCA has been allowed to participate in developing the construction sector to make it aligned with local and international standards, especially those of the ASEAN member states. One

Endeavour Magazine | 23

99 SPEEDMART WWW.99SPEEDMART.COM.MY 0060 3 3291 7699

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THE UNIVERSAL LAW OF EFFICIENCY AND QUALITY WRITTEN BY JACK SLATER

By taking away the hassles, annoyance and stress of crowded shopping gridlock, queues and high pricing, 99 Speedmart demonstrates what happens to retailers who offer their customers an “ideal shopping environment”. Combining the elements of time and money saving, this Malaysian retailer lives up to its slogan of NEAR ‘n SAVE.

99 SPEEDMART

A household name across Malaysia, 99 Speedmart has enjoyed rapid

growth and expansion, riding the wave their refreshing, new and improved mini-markets have created and investing further into the convenience and quality that their stores provide.

ur goal is to fulfil customers’ needs by supplying various

“O

Without a doubt, it is the company’s commitment to continued

types of daily use products with reasonable price,” says

human and business development that forms the driving force

their founder LEE Thiam Wah says, adding, “We have

behind their thrust towards greater growth. This is important for

gone to great lengths to provide the ‘ideal shopping environment’

the distribution centres to continue being well organised and

to our customers and to keep up with our image as one of the

managed to provide such services as transportation, labelling,

market leaders in grocery markets of Malaysia, we aim to continue

packaging and order-fulfilment. Lee explains that the only mission

the concept-oriented mini market associated with the thousands of

of the distribution centre is to provide outstanding service to the

products used daily by our customers.”

hundreds of 99 Speedmart outlets that rely on them, “They are the pumping heart of 99 Speedmart,”

IDEAL SHOPPING While the products sold are of the highest possible quality,

A RESPONSIBLE CORPORATE CITIZEN

they are not unique to 99 Speedmart, but in retail what is more

Valuing diversity in the workplace and realising their

important is the manner in which the products are sold and

commitment as a responsible corporate citizen, 99 Speedmart, still

portrayed. 99 Speedmart has made convenience and ease a major

led by Lee believes that with every helping hand they extend that

leveraging point with their stores, which fits in perfectly with the

they can make a difference.

busy lifestyles of the Malaysian people.

As such, their focus is aligned towards developing community

Boiling down, as always, to supply and demand, 99 Speedmart

pillars of welfare, environmental responsibility and education (to

is able to achieve optimum economies of scale via bulk purchases

name a few). This extends from LEE Thiam Wah down through

of goods by leveraging a large chain supported by three fully-

every employee and is a guiding philosophy of the company.

integrated distribution centres, all working in synergy and with an advanced logistic system. This makes it possible to supply the products to meet demand, with increased efficiency and reduced costs.

Since 1987, when the company was founded with a single grocery store, every day has been a lesson and an opportunity to improve. While Lee may have been there from the start, he is very clear that the success of his empire of 600 stores is due mostly to the passionate teams working to propel the company, as well as the focus and development of each and every staff member.

“We thrive working with our employees who want to make a difference, who use their initiative and leave a positive mark on our business,” Lee explains, “By providing training and other learning opportunities to employees to inspire and motivate them to perform the functions of their position.”

NEW DEVELOPMENTS 99 Speedmart is definitely the leader in the retail of sundry goods in Malaysia, but Lee’s goals do not simply end there. From the humble start of a family run store in 1987, last year, in 2015, Lee instigated the purchase of Ekuinas’ Burger King.

In a deal that was struck in September 2015, LEE Thiam Wah, took over the Burger King fast-food chain in Malaysia and Singapore from Ekuiti Nasional Bhd (Ekuinas) for RM74.6 million. Partnering up with Datuk Chua Tia Guan through Newscape Capital Sdn Bhd, they will be taking over Rancak Selera Sdn Bhd, which is the company that owns Burger King in Malaysia and Singapore (Chua is executive director of the tax and financial consulting firm Great Vision Advisory Group).

What could certainly be called a historic occasion, even here it

99 SPEEDMART

was reported from a source close to Lee that while he definitely saw

to grow Burger King, saying that the business had not developed

the potential for profit in owning the world famous burger brand,

as fast as they wanted, due to a combination of operational

his plans to integrate the Burger King business with his mini-mart

capabilities and intense competition. Clearly, on 99 Speedmart’s

chains would allow the chance for his employees to move up to the

side, there is some fresh thinking to be applied and some new ideas

quick-service restaurant business as a means to further develop

to be implemented.

their careers.

Indeed, considering that the mini-mart in August 2014 hit record

Far from an aggressive take over, CEO of Ekuinas Datuk Abdul

sales of more than RM2 billion for the year, it will be interesting

Rahman Ahmad made a statement at the time saying, “The deal

to watch how Lee will derive greater synergies for his mini-mart

places the Burger King Brand under a long term partner that

chain with the addition of a quick-service restaurant. Seven months

possesses the financial strength and operational expertise to see

down the line is too soon to tell whether or not the purchase has

it grow and develop,”

truly been a successful one, however, when it comes to refining the

This agreement has completed Ekuinas’ exit from the QSR

operational capabilities to increase efficiency then you couldn’t find

segment to focus on its casual dining and dessert franchise business

a stronger team to do it. As a business, 99 Speedmart has overcome

under brands like Tony Roma’s, Manhattan Fish Markets, New York

its fair share of competition across its three-decade lifetime and

Steak Shack and San Francisco Coffee.

applying what it knows about “what customers want” to a brand

In the same statement, Abdul Rahman described Lee and Chua

such as Burger King is not too much of a giant leap.

as people with “longstanding experience in managing and operating

“Our customers have fast paced lifestyles,” Lee explains, “So too

retail chain stores with an extensive outlet network across the

do Burger King’s customers, who are looking not only for fast food

country”.

but good food too. That’s a combination of efficiency and quality

One of the factors behind the purchase was that it appeared to some that Ekuiinas had hit a ceiling with regards to their ability

and that is definitely applicable whether speaking about sundry goods or burgers.”

FONTERRA’S PROMISE To make a difference to the health and wellbeing of people and communities, while securing the prosperity of our farmers and looking after the land.

RESPONSIBLE DAIRYING: Helping communities thrive and championing the health of our farms and waterways

DAIRY EXCELLENCE: Producing the safest, high quality dairy products, and innovating to create better dairy nutrition choices for tomorrow

NUTRITION FOR LIFE: Making dairy nutrition and information more accessible and delivering superior products that improve health at key life stages

WHAT TO EXPECT There is still a lot of growth expected within the brand of 99 Speedmart, which is always evaluating the consumer-demand of its products. Sundry goods represent the essentials that their customers use and brands shift in and out of popularity. The turn to health drinks and healthy foods, which has swept across the globe, has been strongly noticed with discerning parents and people wanting healthier options for snacks and drinks.

Stores have seen an invasion of healthy snack options hitting the shelves at the counter-side, where the impulse purchases occur and claiming the space that was once dominated by sweets and chips.

So strong has this change been that some business

commentators have suggested that we are deep in the midst of a shift of consumer tastes. Last year, nutritional supplements company GoodMorning Global Sdn Bhd signed a memorandum of understanding to collaborate with a number of highly reputed businesses, including 99 Speedmart, which saw its products distributed in all of its outlets. While definitely a major feather in the cap for the company itself, it shows the discerning and forward thinking of the leaders of these businesses, which is something that Lee has become well known and respected for.

0384 138x188Speedmart[6].ai 1 14/04/16

4:56 PM

30 | Endeavour Magazine

ANAKLIA DEVELOPMENT CONSORTIUM (ADC) WWW.ANAKLIADEVELOPMENT.COM 00995 32 2 95 99 10

FOLLOWING THE NEW SILK ROAD WRITTEN BY ALICE INSTONE-BREWER

Dubbed the ‘Project of the Century’ in Georgia, ADC’s Anaklia Port is set to put the country on the trade map by opening them up to China’s Maritime Silk Road; one of the spokes of the ‘One Belt, One Road’ trade initiative. This build has been 42-years on the drawing board, and now that ADC are finally making it possible, they plan to be in this project for the long-haul.

Endeavour Magazine | 31

ANAKLIA DEVELOPMENT CONSORTIUM (ADC)

Every ten to fifteen years, Georgia has a development project

that will change the country. In the late 1990s, the government funded the BTC Pipeline – the country’s biggest infrastructure development in recent decades. However, in 2014 it opened a tender for a much larger development; Georgia’s first deep sea port. This project would not only generate jobs and business, but would boost Georgia’s world trading abilities and enable the country to fully participate on the Silk Road.

T

he tender was won by the Anaklia Development Consortium

creation of a cargo port with an 8-million-ton capacity, capable of

(ADC), a company formed by two equal partners: 110-year-

accommodating Post-Panamax sized ships. From there, the next

old Conti Group, an American construction and engineering

four phases are expected to be completed within 30-years, and the

veteran, and Georgia-based business leaders, TBC Holding. ADC

last four after that. Paul Force, Vice President of Conti International,

was formed in 2013 specifically to apply for the port tender and,

explained the timeframe; “With a project of this scale, you need to

following a lengthy and competitive application process, their

build it in pieces, attract a volume of cargo, and build off of the

success was finally announced in February 2016.

success of these milestones.”

However, in relation to the project’s history, this process took

The partnership between Conti and TBC Holding itself is

no time at all. Plans for the Anaklia Port have existed since 1974,

one based on long-term relationships. Whilst ADC is a young

but were shelved due to political volatility. Since then, several

partnership, it was born out of a 20-year friendship between the

successive governments have attempted to resurrect the project

companies’ presidents, Kurt Conti and Mamuka Khazaradze. The

without success - that is, until now. ADC have received a 52-year

idea to form ADC occurred in 2013 at a Harvard reunion dinner

BOT concession from the Georgian government; that’s 52 years

hosted in Georgia; Mr Conti became taken with the country and

during which the company may design, develop, finance and

enthused with his friend about finding a project that would not

operate the port. Levan Akhvlediani, ADC and TBC Holding CEO, is

only test their companies, but would benefit the country in a

keen to ensure that they use this time to its fullest potential: “This

lasting way. Mr Khazaradze suggested the port, and the Anaklia

will not be a quick construction followed by a sale. This project is

Development Consortium was born.

important to the lives of the Georgian people and the future growth of this country, and that demands that we dedicate our time.”

Whilst equal partners, TBC Holdings and Conti bring very different expertise to the table. TBC Holding have many have many

The plans for the ambitious build, which will cost ADC an

Georgian companies affiliated within the group, including JSC TBC

estimated total of US$2.5bn, have clearly been designed with this

Bank, which was voted the best bank in Georgia for twelve of the

long-term view in mind; there are nine phases planned in total,

last fourteen years, the world-famous Borjormi mineral water

each one expanding the port’s scale and capabilities. The first

brand, leading tea producers GeoPlant, winery Chaeteau Mukhrani

stage will cost an estimated US$550 - US$600mn, and covers the

and even a successful high school the American Academy. The

32 | Endeavour Magazine

group also possesses a residential and a commercial real-estate company.

Conti, with their vast experience in construction and engineering, have a practised hand at every aspect of the port build. Between 2011-2014, they even performed an ambitious redesign and re-build of the ferry terminal between Staten Island and downtown Manhattan in New York, which had to be conducted without closing or disrupting the crossing. Force is confident of their abilities to take on the Anaklia port: “Mathematically, this is the largest project we have ever worked on. However, it is spread over such a long period of time that in practise, it is a familiar build.”

The port is part of the government’s push to boost Georgia’s economy; it will create countless jobs in Anaklia, both from the ongoing construction and the running of a busy industrial hub.

As for trade, existing Georgian ports currently only accept up to 1500 TEU vessels, which are the smallest feeder vessels operating in the black sea. The new port will allow Georgia to accept larger vessels of up to 10,000 TEU, and it is estimated that this ability alone will yield savings of US$160 / TEU. Additional savings are also expected due to Anaklia’s efficient design, which will enable it to have 95% operational efficiency throughout the year -currently, Georgian ports’ down-time can reach up to 30% of the year).

In the initial phases, the port will exclusively receive straight

Endeavour Magazine | 33

ANAKLIA DEVELOPMENT CONSORTIUM (ADC) cargo containers, but as it develops the range of cargo will expand;

This social impact is ADC’s main motivation. Currently, Anaklia

dry bulk, wet bulk, even LNG (liquefied natural gas). Each type of

is a popular sea-side destination, with an attractive coastline and

cargo requires different storage methods, and also different births

an annual music festival. ADC are firm that they do not want the

to accommodate a range of transport vessels. On top of these

port to disrupt this side of Anaklia life, but instead will support and

developments, the government plans to support the build by

add to it.

investing US$100mn in improving access to the port by road and rail.

As a part of this aim, ADC are determined to strictly manage the port’s environmental impact. In particular, they are conscious

There is another exciting, unexpected aspect to the plans. As

to avoid affecting the port’s neighbour, the Kolkheti National Park.

well as the business generated by the port itself, ADC have increased

“Georgia is already a very green country,” explains Akhvlediani,

the benefit to local industry by adding a Free Industrial Zone to the

“But even so, TBC Holding always go above and beyond existing

plans. The initial plans for the port allowed 1000 hectors for the

regulations when we make our impact assessments. ADC is

build, but ADC altered the plans to meet the same specifications

doing the same.” The company is currently working with marine

on just 400 hectors, leaving 600 free for the Free Industrial Zone.

surveyors and consultants to carry out studies on the local wildlife

The build will provide space for port logistics companies, financial

and the marine floor. From these results, they will deduce what

and training services and light manufacturing companies. It also has

adjustments need to be made in order to limit their disruption to

large areas set aside for real-estate, food outlets and tourism. This

the local ecosystem.

innovation, designed with the help of a maritime consultancy, was part the reason that ADC beat their competition to the tender.

With the lives of Anaklia’s residents and Georgia’s wider population so close to their hearts, ADC are eager to keep up

“Without the Free Industrial Zone, the port would just be a

communication and transparency between themselves and

place to exchange cargo”, Force observed. “The Zone should be

the general public. To help achieve this, the company launched

a catalyst for economic growth in the surrounding area, creating

Anaklia magazine, which published its first edition in July 2016.

regional development and increasing employment.”

This magazine aims to keep the people of Georgia informed and

unlocking & protec/ng value in the mari*me industry Other recent Port projects: Vancouver Takoradi Tema Dar es Salaam Saldanha Croa*a

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involved in the project, and in no doubt that the build is moving forwards as planned.

After failed attempts in the past from various governments, it is not surprising that people’s initial enthusiasm was tempered with, as Force described it, “a bit of ‘let’s-wait-and-see’”. However, now that production is underway, Akhvledian feels that the response to the port has been warm and welcoming, with people excited for the possibilities it will create. Force agrees; “Conti have been overwhelmed by the kindness and acceptance of the Georgian people. It is a pleasure to be here – we couldn’t be more honoured or more excited.”

The future seems to hold further collaborations between Conti and TBC Holding. The companies have found a “synergy and synchronicity”, as Akhvledian described it, that reflects the friendship of their presidents. The horizon holds work on a hospital in Tbilisi, the Georgian capital, and future projects that the companies are yet to announce. However, through all of this, they will continue to develop their presence in Anaklia, expanding on a port that will in turn expand Georgia’s economy and global reach, benefiting the country in a lasting and significant way and thus achieving the dream that first inspired two friends as they shared a nostalgic meal.

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www.gergili.ge Endeavour Magazine | 35

36 | Endeavour Magazine

ED ZUBLIN WWW.ZUEBLIN.DE 49 711 7883-0

THE CIVIL ENGINEERING SPECIALISTS WHO KEEP SINGAPORE BEATING WRITTEN BY DJAMIL BENMEHIDI

An urban centre’s drainage and sewerage network are the literal veins and capillaries that bring life to a city and clear away the toxins. Such networks allowed for the creation of the great ancient cities of legend, Lothal, Knossos, Rome and Athens, and make possible the increasing modern-day shift towards urbanisation. Certainly, Singapore’s own drainage and sewerage systems quietly take care of the less glamorous side of keeping the city functioning.

Endeavour Magazine | 37

ED ZUBLIN

Endeavour Magazine sat down with Oliver Chen, the Technical

Manager at Ed Zublin AG’s prestigious Pipe Jacking Division to talk about the vital work they do at home and abroad.

S

ingapore. The bustling high-tech city-state needs little introduction, such is its pre-eminent global standing as the world’s fourth-ranked financial centre. Now home to one of

the world’s fifth busiest ports, and with the 8th highest GDP per capita in the world, you’d be forgiven for forgetting that what is now a rich and bustling metropolis was formerly an impoverished ex-colonial trading post, little more than 30-years ago.

But for its towering glass skyline, its first-rate metro system, its botanical gardens and immaculate streets, and all the other aesthetic trappings that come with being one of the world’s leading urban centres, such grandeur can only exist because of what lies hidden beneath its streets. As with all things subtle and yet essential, the key municipal infrastructure upon which a city is built is oft, if not always overlooked. Such infrastructure is the bedrock on which civilisation is built.

PIPE JACKING AND TUNNELLING EXPERTS WITH A CENTURYLONG HERITAGE AND A GLOBAL REACH That’s where, Ed Zublin AG’s Singapore-based Pipe Jacking Division; the established first port of call for the city-state’s civic planners and local authorities, comes in. Set-up in 1997 as a specialist arm of Stuttgart-based global construction and civil engineering Ed Zublin AG – itself a valued component of European construction giant, STRABAG – Zublin Singapore’s Pipe Jacking Division can call upon on over a century of heritage and industry 38 | Endeavour Magazine

ED ZUBLIN

experience in the design, production and installation of reinforced

especially in South East Asian, both in the Pipe Jacking and Tunnel

concrete jacking pipes of up to 5,100mm in over 50-countries

lining divisions. Competition is fierce but with more than 50 years’

around the world.

experience in the design and production of all kinds of reinforced

Oliver Chen said: “Ed Zublin was established in 1898 by

jacking pipes and tunnel lining segments we feel confident, that

Swiss Engineer Eduard Zublin. Today ED. Zublin AG forms part of

by providing good quality products and an efficient service, we

the STRABAG Group, which ranks among the largest European

can face such competition, challenges, obstacles and threats

contractors. The company is active in all areas of construction,

head on. We are well positioned to meet such challenges with full

including

confidence”.

design,

consulting,

project

management,

general

contracting and the production and supply of Jacking Pipes and Tunnel Lining Segments.

This extensive specialist expertise has now been channelled exclusively into Asia, where Zublin’s own state-of-the-art precast pipe production factory is located in Kota Tinggi, Malaysia, alongside the division’s Singapore headquarters. This extensive know-how means that everything step of the process takes place in-house, meaning services provided by the foundation, tunnelling, and turnkey departments, along with the others, is collaborative and interlinked, which in-turn fosters a culture of innovation and efficiency with regards to finding solution for clients.

As its portfolio shows, in addition to the dozen or more multimillion projects that have been completed in Singapore and Thailand, the Zublin AG Pipe Jacking Division has undertaken colossal projects for international clients in Abu Dhabi, Russia, India, and Australia with contract values in the hundreds of millions of dollars.

ALKIMOS WASTEWATER TREATMENT SCHEME, WESTERN AUSTRALIA An example of one of Zublin’s more lucrative international

On the state of the industry, Mr. Chen continued: “The

works, the Alkimos Wastewater Treatment Scheme, which was

Industry, within which we operate, is both buoyant and growing

constructed in Western Australia, saw Zublin AG work alongside

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Zublin Australia and a number of other companies as part of the Alkimos Alliance from 2006-10. The AUD$275 million endeavour saw Zublin construct a 6.3km main sewer trunk serving an area of new suburb 45km north of Perth, 13 jacking shafts, which were constructed along the length of the tunnel, and 3.7km of 76” diameter ocean outfall pipeline. This project saw Zublin AG achieve a number of firsts, in that pipe jacking works were completed at a record pace, which saw the project reach completion 3-months ahead of schedule. Another came when Zublin employed a new Dual Mode Tunnel Boring Machine (TBM) for the first time during the project – a tool which is perfect for tackling challenging geological conditions which are highly variable in nature.

EAST-WEST GAS PIPELINE PROJECT, GAUTAMI GODOVARI RIVER CROSSING, INDIA Similarly, Zublin’s work on the East-West Gas Pipeline Project on the Gautami Godavari river crossing in Rajahmundry, India, was also an enterprise which showcased the company’s reputation for excellence. A total length of 2.4km of tunnel, using two Dual Mode TBM’s, was completed within the space of one dry season – an impressive achievement, bearing in mind the challenges posed by the project, and the short construction schedule which Zublin had to work to.

The remoteness of the jobsite, and its highly variable

Another Australian-based project, the Southern Seawater

geographical conditions, which included silty sand, clay silt, clay

Desalination Plant, also located in Western Australia, was

sand, and intermittent pockets of sand and clay meant that an

completed ahead of schedule in 2011. Such was Zublin AG’s

alternate approach to completing the project was required. Rather

success in constructing 861m of dual-intake tunnels, and a 965m

than rely on its Kota Tinggi production facilities in Malaysia, instead,

brine discharge tunnel to the facility, the company received

a temporary pipe-production was set-up nearby, which allowed

the Tunnelling Project of the Year Award 2011. The company

for timely production and transportation of pipes. This, along with

thoroughly deserved this accolade, having seized what was a highly

the importation of the two TBM’s, plant and equipment led to the

challenging offshore tunnelling project by the horns.

creation of a completely self-sufficient jobsite which instrumental in the project’s success.

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Endeavour Magazine | 41

ED ZUBLIN DEEP TUNNEL SEWERAGE SYSTEMS: QUEENSWAY TUNNEL, SINGAPORE

USING A CULTURE OF INNOVATION TO FIND SOLUTIONS TO ADVERSE AND COMPLEX CHALLENGES

It goes without saying that such feats of engineering and

To circumvent such obstacles, we used what’s known as curve

innovation have acted as the bedrock of Zublin AG’s successes at

drives for the purpose of laying curved tunnels where its straight

home in Singapore, as well as abroad. Amongst the biggest projects

drives and tunnels weren’t possible. We also developed and used

that it has taken on recently are the Deep Tunnel Sewerage

a new inner-sleeve technology to counteract the limitations of

Systems (DDTS) Queensway Tunnel, otherwise known as T-06,

concrete pipe. It simply isn’t possible to enter pipe which is less

and the Upper Thomson Link Sewer. The first vast of these vast

than 1m in diameter, which can make sealing them very challenging.

undertakings saw Zublin construct 9.6km of deep tunnel with

The application of the inner-sleeve, an HDPE liner, has removed

circular diameters ranging from 3.3 to 6.0m beneath the heart of

the need for them to be sealed. A lot of work went into developing

Singapore, along with six access shafts and a drop shaft, ranging

these techniques, and its changed the way that we’re able to

from 21m to 49m in depth. The Queensway Tunnel, which is part of

approach projects”.

a wider long-term project encompassing 48km of tunnel stretching

A tunnelling project of such magnitude through a region with

from Singapore’s Kranji to Changi districts, and 70km of link sewers

such complex geographical conditions, and the many obstacles

and deep sea outfalls, was undoubtedly Zublin’s flagship home

that are to be found beneath the streets of a bustling 21st-century

project.

metropolis, elevated the Queensway Tunnel project from being

As Oliver told us, “tunnelling may sound very simple in theory

merely an overwhelming challenge to a truly herculean one.

but the reality of tunnelling anywhere, let alone in Singapore where

“When we started tunnelling, our two TBM’s, which started off

you have obstacles like our underground metro system, existing

from a central point along the Queensway Tunnel alignment, were

sewerage and drainage tunnels, electrical cables and other things,

launched from 74m long launch chambers built using the New

means that there is a lot of complex engineering involved.

Australian Tunnelling Method (NATM)”.

42 | Endeavour Magazine

TAKING ON SINGAPORE’S CHALLENGING GEOTECHNICAL CONDITIONS He continued, “in total we constructed 9.6km of tunnel by means of two drives; the 5.6km North Tunnel and the 4km South Tunnel. The geological conditions of Singapore vary between solid rock to sand and reclaimed land. In the north conditions we encountered ranged from hard Bukit Timah Granite and mixed conditions to a short section of Old Alluvium. The South Tunnel encountered residual soil of Bukit Timah Granite to a section of Jurong Formation”.

With such challenging geotechnical conditions to contend with EdZublin AG turned to a specialist TBM which was up to the task.

The shield of the Queensway Tunnel TBM had an outer diameter of 4.45m, and a total length of 90m, including the attached backup system, while the cutting head was equipped with specially designed interchangeable discs able to handle the variable ground conditions. Powered by 24 thrust jacks, which thrust off a precast ling to propel the TBM forward, the TBM advanced in stages, with the aid of a hydraulic erector which extend the precast lining.

THE QUEENSWAY TUNNEL: A PRECURSOR TO, AND PLATFORM FOR ED ZUBLIN AG SINGAPORE’S FUTURE ENDEAVOURS

We consider ourselves to be at the forefront of Design, Development and in production of new techniques in our area of operations. ED Zublin AG is highly committed to its Gracious Policy by implementing the best practices, in public safety, noise and vibration, accessibility, communication and workforce management. Our Environmental Management Policy commits ED Zublin AG to be aware of the importance of environmental conservation and responsibilities”.

He continued, “In total, Ed Zublin AG has 13,780 employees (from a total of 73,800 within the Strabag Group). The group’s policy is to attract the most experienced and dedicated employees.

This is achieved by encouraging employees to strive towards higher personal and company goals, whilst also turning to the open market when the needs arise. Ed Zublin AG places staff training at the top of its human resource management. Training is done both in house but where necessary external training programmes are undertaken.

We have 360 highly capable staff in Singapore alone, and a further 840 1,200 we can call upon for international projects.

With the best available team we are able to find solutions to the most complex engineering challenges. Our equipment also gives us an edge,” with reference to Ed Zublin AG’s array of gantry cranes, TBM’s, telescopic excavators, de-silting centrifuges, and power plants, to name but some of it.

Completed in 2005, the US$91.8million Queensway Tunnel

Lastly, Oliver credited the company’s adherence to international

was a successful precursor to the many sewerage and drainage

engineering standards, and access to the Pipe Jacking Division’s

tunnel projects in Singapore which EdZublin AG has completed

access to parent company Zublin AG’s global resources for its

since, and continues to work on today.

culture of professional excellence.

With work on recently completed the vast South Stream

“We have access to a wide range of resources and personnel

Pipeline Shore Crossing project in Russia ongoing, and having

from across the world, and offer international quality standards

recently completed the Bukit Panjang Underpass, and the Lorand

that are the equal of anything our clients might find in even the UK,

Lida Hitam, Tuas South Avenue, and Jurong East and Jurong West

US or Australia. The reputation of German engineering precedes it,

sewerage system schemes in Singapore, Oliver Chen expects to

and our parent company is a German engineering leader!

complete Ed Zublin AG’s current big project, the US$39million

All of this means our clients are reassured from the start, and

T-3003 Advanced Sewer Diversion & accompanying pipe and

we are able to tender for the biggest contracts around, even the

effluent outflow by 2017.

huge multi-million dollar projects”.

HOW DOES ED ZUBLIN AG’S PIPE JACKING DIVISION SET THE STANDARD?

lucrative for the company, as Ed Zublin AG continues its expansion

The coming years will, in Oliver Chen’s view, continue to prove

Upon concluding the interview, it was asked of Oliver what he believed to be the key drivers for Ed Zublin AG Pipe Jacking Division’s success.

He told us: “Ed Zublin AG stands out from its rivals. The Zublin

into new territories and new operational fields. With its culture of success and continued application of the latest technologies, materials, and operational approaches, it would be a safe bet to assume that continued market dominance is assured for the foreseeable future.

Brand, which has evolved over many years, (the company was an innovator in the centrifugal process for concrete pipe production in 1923) is well established and synonymous with high levels of quality and excellent service whilst developing and establishing new production processes.

Endeavour Magazine | 43

44 | Endeavour Magazine

PACCAR WINCH WWW.PACCARWINCH.COM 001 (918) 251-8511

THE FINEST IN THE WORLD WRITTEN BY DON CAMPBELL

What does it take to make a truly great company?

A company lasts throughout the decades because it focusses on getting the best of every day. This is probably why the history of PACCAR Winch Division is such an inspiring one.

Endeavour Magazine | 45

PACCAR WINCH

Comprising of three individual brand divisions including Braden,

Carco and Gearmatic, you cannot look at PACCAR Winch Division without taking the time to appreciate the three businesses that comprised it.

BRADEN Braden’s history began in Tulsa, Oklahoma in 1924 with the Braden Steel Corporation. Originally they supplied equipment for the oil fields that included drive heads for popping shallow wells. Glenn Braden’s close involvement with oil production and the automobile entering the American industrial age coincided in 1927 where he introduced the first Braden truck mounted winch, designed for unloading and positioning loads in the oil fields.

When, in 1930 Glenn Braden unfortunately passed away, his estate, along with Braden Steel Corporation, was placed in the care

service, Gearmatic units have always been the ‘Swiss watch’ of winches.

It was in 1983 that these three companies were brought together to form PACCAR Winch Division, relocating two of them to Braden’s manufacturing facility in Broken Arrow. The move resulted in the industry’s most dynamic and flexible manufacturer.

A synergy of knowledge and experience was born by consolidating these three companies into one division of PACCAR and it has led to the highest quality supply of winch, hoist and drive systems in the world.

of Colonial trust and three years later, with a total capital of $1,100, TJ Schuetz entered an agreement with Colonial Trust and formed Braden Winch Service Company.

Six years later, the company was changed to Braden Winch and their current facility is located in Broken Arrow, Oklahoma, which was erected in 1946 to facilitate Braden’s rapid growth during and after the war effort.

CARCO Meanwhile in Seattle, Carco had been supplying freight cars and rail cars to the nations growing railway system. The Pacific Northwest was a corridor for timber operations and railheads heading north. Carco began manufacturing job-specific equipment for the timber industry in 1932 with the introduction of their first yarding winch. As the rail industry faded in the post-war years, Carco’s focus was supplying the timber operators with winches and hauling tackle. Carco winch products were developed alongside the world’s first track driven dozer’s in the great northwest forests.

PACCAR WINCH Making the best out of the time and the expertise and making smart use of their ability to innovative, research and develop, PACCAR Winch Division has become the industry leader in the design and manufacture of winches, hoists and drive systems, servicing a diverse and growing customer base that consists of the world’s leading equipment manufacturers.

Backed by a solid foundation of proven industry and application knowledge, their research and development engineers utilise the latest design technology including Six Sigma (DFSS), Pro-E and Finite Element Analysis (FEA) to provide precision component designs, robust assemblies and rugged products. Additionally, their engineering staff conducts comprehensive testing to ensure that all products and components perform to customer specifications.

PACCAR understand that their products will be used in demanding circumstances, by customers that will rely on their products to keep their businesses running and while, tragically, a customer may never thank them when their product outlasts all

GEARMATIC

their competition, they will certainly choose an alternative if the

Gearmatic began as a manufacturer of power transmissions in

quality of their product falls below par. To be certain, PACCAR

late 1946 in Vancouver, B.C. Planetary gear train designs have been

Winch Division has simply chosen to make exceptional quality

a central feature since first pioneered by Gearmatic. Over years of

something that they can be known and recognised for.

46 | Endeavour Magazine

YOUR ONE STOP CENTRE FOR OIL & GAS SERVICE SOLUTIONS Handal Resources Berhad, an investment holding company, with its Corporate Office based in Petaling Jaya, Malaysia. Handal Resources Berhad has several subsidiary divisions operating in the oil and gas sector, ranging from an integrated Crane Service, to Engineering and Drilling solutions.

Handal Offshore Services provides crane overhaul and maintenance services. It is a recognized Braden winch service center, supplier of manpower and parts, and manufactures and monograms API 2c offshore pedestal cranes. Handal has two API 2c licensed manufacturing facilities, which are manufacturing the full range of Handal’s Seacrane Brand of Offshore Marine Pedestal Cranes. Handal provides modular offshore pedestal crane rental services and lifting solutions for all platform needs including drilling and work-over projects. These modular rental cranes eliminate the need for expensive barge cranes to support platform activities.

Handal also supplies a myriad of additional services including; fabrication of industrial plant equipment, tank systems, piping and mooring systems, along with consultant and support services for engineering projects.

Handrill is the drilling division of Handal, and provides the following services; operation of land and offshore drilling rigs, work-over, and drilling management services.

Handal Resources Berhad CORPORATE OFFICE No 16C Jalan 51A/225 46100 Petaling Jaya Selangor, Malaysia Tel: +603-78750150 / 0139 Fax: +603-78766394 Email: info@handalresources.com www.handalresources.com.my

Handal Offshore Services Sdn Bhd OPERATION OFFICE / API 2C LICENSED MANUFACTURING FACILITY Yard 1: Lot PT 7358 Kawasan Perindustrian Telok Kalong, 24007 Kemaman Terengganu, Malaysia Tel : +609 – 860 2000 Fax : +609 – 860 2199

Handal Offshore Services Sdn Bhd OPERATION OFFICE / API 2C LICENSED MANUFACTURING FACILITY Yard 2: Kemaman Supply Base, 04 Kawasan Lapang Fasa ll, 24000 Kemaman, Terengganu, Malaysia.

Tel (6 09) 8632842 Fax (6 09) 8632843

PACCAR WINCH

Indeed, this exceptional quality is the cornerstone of PACCAR

maximum efficiency and multi-stage planetary reduction.

and is the reason design, construction and service are never

Some optional features that could increase the winches ability to

compromised. ISO 9001, ANSI, API, DNV, ABS and SAE are some of

meet specific, bespoke requirements include gear ratios, hydraulic

the certifications and standards PACCAR Winch Division pursues

motors (gear, vain, piston), drum sizes and mounting configurations

and they build the world’s best winches, not simply by meeting industry standards, but by setting them.

The Carco Model H60 is a hydraulically driven winch featuring a triple reduction planetary winch drive system enclosed in a large welded housing that mounts on the rear of a crawler tractor. This

FEATURED PRODUCTS The new PD18D Composite Utility Bumper is over 54kgs lighter than the standard bumper packages and this one is capable of 20,000 lbs first layer line pull. It is corrosion resistant, as it is designed and manufactured with composite material to endure all environments and with an improved style it will complement the new aerodynamic body styles, which many other bumpers are unable to accommodate. In short, the PD18D Composite Utlity Bumper has the lowest weight and the longest life of any other bumper in the industry.

The CH280A Series planetary winch is a high performance product designed to provide many years of service and comes with some inspiring standard features including multi-disc brake spring applied and hydraulically released; anti-friction bearings for

48 | Endeavour Magazine

winch is driven by a hydraulic motor which depends upon the tractor hydraulic system for power. The delivery of the oil supply to the winch motor varies with specific tractor design. Designed to set the standard for precise load control in applications like pipeline construction, phosphate mining, power line sagging and heavy construction, this model also features a sprag-type, over-running brake clutch ensuring no fall-back when the winching operation is stopped; a spring applied hydraulically released multi-disc static brake holds the load when no power is applied to the winch and also remains applied during haul-in and an equal speed gearing with power-in and power-out Braden GH30 Planetary Hoist and the GH30 Series planetary winch are high performance products designed to provide many years of service. Standard features are similar to the Carco Model

H60, which is in-keeping with the high authority of PACCAR’s

Winch Division products are supported by an entire department

designs and product manufacturing.

dedicated to providing the best parts, service and technical support in the industry. Comprehensive service literature, factory training

PEOPLE AND PROCESS Of course, the true backbone of PACCAR Winch Division is found within their contingent of employees. These talented and highly skilled individuals define, measure, analyse, improve and

schools, online parts, service information and phone support all ensure information and technical data is available when it’s needed.

FUTURE. BEYOND 2016

control each process, ensuring defect-free products by focussing

PACCAR Winch Division is committed to continuously

their attention on one product at a time. Continual process

strengthening the Company’s market position through unwavering

education and refinement has led to the most innovative and

dedication to growth, quality, value and service, while securing the

advanced manufacturing techniques in the industry and each

future with appropriate investments into employees, equipment

product is hand-built and inspected by a qualified associate.

and technologies. In coming years, the Company plans to continue

Considering that across their manufacturing, assembly, service,

reaching new heights of customer satisfaction and product design.

and sales forces there are over four centuries worth of field

New innovative products will be introduced to the marketplace,

experience, they strive to maintain a knowledgeable and diverse

maintaining the same high standards for design and practicality

network of internal resources to sell, supply and service the finest

PACCAR products have delivered since 1905.

winch and drive systems in the world.

Treating the customer right is not only a case of selling the best equipment, but also offering the best aftersales too. When products

Above all, the Company’s goal will remain the same; to have passion and drive to be the best and to offer the finest value and the highest quality winch, hoist and drive systems in the world.

continue to perform for 20 years, 30 years or more, substantial credit belongs to outstanding parts and service support. PACCAR

Endeavour Magazine | 49

50 | Endeavour Magazine

AIR INDIA WWW.AIRINDIA.IN 91 11-24624074

UP, UP AND AWAY WRITTEN BY AMY TOCKNELL

An airline rich in history and lineage, Air India has been helping people ‘get away from it all’ for over 80 years. Endeavour Magazine took a closer look at this passenger-driven operation to see just how they keep flying so high, despite industry turbulence.

Endeavour Magazine | 51

AIR INDIA

Not only is Air India the flag carrier airline of India, it is also one

of the biggest set-ups as well and is responsible for transporting colossal numbers of passengers to over 80 domestic and international destinations every week, but it doesn’t simply go through the motions, it seeks to make every flight an experience that customers will never forget.

O

wned wholly by the Government of India, the airline has been given strict covenants as to the levels of success that are expected, as well as standards of care that must be adhered

to at all times and it doesn’t disappoint. This must be, in part, due to the impressive heritage of the brand, which dates all the way back to 1946 Operating as Tata Airlines for a short while, post WWII saw a dramatic change, when the organisation became a public limited company and with that came a total rebranding, leading to the creation of Air India. It was a savvy business move, given that regular commercial flights were, once again, free to be scheduled and with a keen eye for a fantastic business opportunity, the Government of India claimed a majority stake in the company in 1953. The rest, as they say, is history.

Today, an 11-strong board of directors, which is delighted to be celebrating 70 years at the forefront of the competitive passenger transportation industry, manages Air India and does so with a firm, yet approachable hand. Let’s not forget that remaining family-friendly and ‘fun’, is key to any airline that wants to continue welcoming passengers of all ages and with that in mind, the corporate branding starts to make a lot of sense.

The impressive fleet that Air India boasts has been expertly

52 | Endeavour Magazine

IN 192 COUNRTIES AND NEVER LOST IN TRANSLATION

THERE’S MORE BEHIND THE STAR

AIR INDIA

decked out in the signature red and orange livery that has come

These are the words of Bobby Kooka, the man who conceived the

to stand for quality and enjoyable travel and is a real feather in the

Maharajah. He is now a familiar, lovable figure that first made his

cap of the airline,

appearance in Air India way back in 1946, when Bobby Kooka, as

“The logo of the new airline is a red coloured flying swan with the ‘Konark Chakra’ in orange, placed inside it. The flying swan has been morphed from Air India’s characteristic logo, ‘The Centaur’, whereas the ‘Konark Chakra’ is reminiscent of Indian’s logo. The

Air India’s Commercial Director, and Umesh Rao, an artist with J.Walter Thompson Ltd., Mumbai, together created him.”

The impact that this internationally recognisable figurehead has had, is unquestionable and impressive,

new logo features prominently on the tail of the aircraft. While the

“What began as an attempt at a design for an inflight memo pad

aircraft is ivory in colour, the base retains the red streak of Air India.

grew to take Air India’s sales and promotional messages to millions

Running parallel to each other are the orange and red speed lines

of travellers across the world. Today, this naughty diminutive

from front door to the rear door, subtly signifying the individual

Maharajah of Air India has become a world figure. He can be a lover

identities merged into one.”

boy in Paris, a sumo wrestler in Tokyo, a pavement artist, a Red

There is no doubting that the vibrant livery itself has contributed

Indian, a monk and he can effortlessly flirt with the beauties of the

to a stunning, professional fleet of high quality aircraft that people

world. And most importantly, he can get away with it all, simply

want to travel on, but there is an extra string to the branding bow

because he is the Maharajah! He has completed 56 years and

that also helps to set the airline apart from its competitors, even

become the most recognisable mascot the world over. His antics,

more than the standards of passenger care that run through every

his expressions and his puns have allowed Air India to promote its

line of operation and that’s The Maharajah, a quirky little cartoon

services with a unique panache and an unmatched sense of subtle

character.

humour. In fact he has won numerous national and international

“We call him a Maharajah, for want of a better description, but his blood isn’t blue. He may look like royalty, but he isn’t royal.

nus Halal me upon available request

awards for Air India for humour and originality in publicity.”

Naturally, a national airline the size of Air India cannot simply

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rely on cute cartoon characters alone to continue its success and development and that is where the staffing body of over 20,000 professionals come in. From ground staff through to cabin crew and an experienced team of managers, Air India has consistently strived to hire only the best and most dedicated individuals that seek to promote and support the organisation. Any hugely successful company is only ever as strong as the vision that underpins it and the people that can make that vision a reality and while some people might see airlines as simply a functional cog in the holiday machine, Air India seeks to be a memorable and enjoyable part of the whole process, not to mention a luxurious one, leading to their slogan, ‘Your palace in the sky’.

Looking to offer all passengers the ‘royal’ treatment, Air India has constantly sought to improve and develop its operation by focussing on in-flight entertainment, frequent flyer programmes and premium lounges, not to mention only acquiring the best and safest aircraft, for total peace of mind. Boasting a fleet of over 100 premium jets and with more in the pipeline, one thing is for sure; the solid future of Air India is not simply ‘pie in the sky’ thinking, it’s a certainty.

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56 | Endeavour Magazine

GIFT WWW.GIFTGUJARAT.IN 91 79-30018300

THE GREATEST GIFT OF ALL WRITTEN BY AMY TOCKNELL

Gujarat International Finance Tec-City (GIFT) has set out to become the standard by which all infrastructure centres are judged. Thanks to insightful design and a commitment to progress, there looks to be little doubt that this goal will be both achieved and superseded. Endeavour Magazine took a closer look at the project to find out more.

Endeavour Magazine | 57

GIFT

It’s a brave move, to declare an intention to offer burgeoning

and established businesses a new hub that can serve all needs and requirements, in an infrastructure sense, but that’s exactly what Gujarat International Finance Tec-City (GIFT) has done.

IFT is conceptualised as a global financial and IT services

“G

We suspect that this deep seated commitment to not only

hub, a first of its kind in India, designed to be at or above

progressing modern business, but doing so in an ecologically sound

par with globally benchmarked financial centres such

and protective manner will come as a shock. However, when you

as Shinjuku, Tokyo, Lujiazui, Shanghai, La Defense, Paris, London

consider how vital ‘green issues’ are becoming, it makes perfect

Dockyards etc.

sense that a forward thinking development would be taking such

Bringing Indian business into the modern era, GIFT has been

considerations to heart, right at the start of the planning process.

heralded as promising to not only improve vital commercial

Discussing the basic principles that underpin GIFT, the team

support systems, but also heighten the quality of life and ambience

revealed that,

that those fortunate enough to operate within its confines will experience.

“The development of GIFT offers a significant opportunity to be a test-bed to drive reforms and innovation in various fields

There can be no misunderstanding that an all-inclusive, one-

including in delivery systems, local government, physical planning,

stop business district will greatly enhance the productivity and

infrastructure development, environmental protection and so on.

effectiveness of existing operations, but with a plan to include only

Getting these foundation principles right is crucial to plan and

the finest communication services, state of the art connectivity and

execute the development strategies.”

exemplar transport connections as well, GIFT looks set to raise the bar when it comes to standards in the commercial park industry.

In a bid to ensure ‘intelligent urbanisation’, the team at GIFT are keen to explore any and all possibilities that will lead to the

“GIFT Master Plan reflects a sophisticated planning approach

building of “efficient, safe and smart” properties and this will have

that integrates the intended program into the existing context of

an impact on more than just the environment. While companies

both the site and the region. The GIFT development is expected

that look to align with and relocate to GIFT can feel happy that

to become a contemporary model development in India, advancing

they have chosen a business complex that has impressive green

the ideas of sustainability and ecology. The project regenerates the

credentials, the efficiency of the buildings themselves will ensure

area as high-quality, mixed-use district of residential, commercial

minimal running costs and maximum profit. That’s something that

and open space facilities that optimize land and real estate values.”

no business, big or small, will ever get bored of.

58 | Endeavour Magazine

GIFT

In order to ensure the perfect blend of technologically advanced

So why has GIFT become such a vital project?

locations and ecologically aware operations, GIFT has taken no

“The last decade has seen unprecedented growth in India’s

short cuts when it comes to the design and implementation of

financial services sector. It employs over 3 million people, constitutes

stunning spaces that work smart, not hard. Steps being taken

about 5% of the GDP and has an estimated market capitalisation

include,

of over US$ 200 billion. As India experiences continued economic

“High-energy evolving fusion of nature and technology,

growth, the financial sector could generate about 10-11 million

enhancing zest for work and life, reduced use/waste of energy

jobs and a GDP contribution of US$ 350 to 400 billion by 2020.

thus reduced energy bills, sky gardens/roof-top gardens, non-

With a sustained growth and rapid development in technology

conventional energy resources such as solar water heating, rain

and infrastructure, an increasing share of financial services would

water harvesting and planning and design consideration according

get centralized. McKinsey & Company’s market assessment report

to micro-climatology.”

estimates potential of about 6 million centralized jobs across

By understanding how dedicated GIFT is to providing a

multiple service roles.”

comprehensive, effective business platform, as well as a green-

Having taken the time to commission an in-depth report as to

minded ethos, you get a real feel for just how different this location is.

the growth of the commercial market in India, the team at GIFT

Whereas standard commercial parks may seek to simply guarantee

have ensured that not only is the new complex a good idea, it’s a

a roof over businesses’ heads and a decent internet connection,

vital addition. Where else would all these extra roles be housed and

GIFT is seeking to actually change the lives and working practices

how would they be maintained without state of the art facilities

of employees and companies as a whole, for the better. This isn’t

and easy to access locations? As we all know, centralising industries

simply a convenient location for housing successful businesses; it’s

and creating recognisable ‘hubs’ for certain market sectors

a community, and a giant stride forward for infrastructure design.

increases efficiency and when it comes to delivering enviable levels

State Bank of India (SBI) (“the Bank”)

is the largest commercial bank in India in terms of assets, deposits, profits, branches, customers and employees.

The Bank also commands an extensive international presence through 198 foreign offices in 37 countries. Opened on 19th September ‘16, IFSC Business Unit (IBU) is the 199th foreign branch of the Bank. The IBU will provid a full range of global corporate banking services and will meet foreign currency funding needs of the Bank’s vast Indian clientele.

It will also actively participate in global syndication deals and meet funding requirements of foreign corporations.

60 | Endeavour Magazine

of customer service, you have to be thinking about streamlining processes and ensuring that any steps that can improve a client’s experience are being taken.

“Several developed countries have successfully established high-tech financial hubs, which over time have catered as international financial services centres. These centres provide suitable regulatory regimes and create a business environment to promote talent and increase capital flow. As they develop they create significant economic value for their domestic economies, e.g. London and New York account for 10% of the GDP and about 5% of jobs. Emerging financial services centres like Singapore and Hong Kong have achieved similar levels of concentration of economic activity over short periods of time.”

Endeavour Magazine has no doubt that in the coming years, this new luxury commercial plaza will be directly responsible for adding India to this prestigious list and wouldn’t that truly be the greatest gift of all?

PEC Solutions Green Designs Pvt. Ltd. 204, Banarasi Heritage, Mindspace, Link Road, Malad (West), Mumbai - 400 064 +91 22 60220202 +91 98 70986209 greenbusiness@pecsolutions.org info@pecgreeningindia.com www.pecgreeningindia.com

Endeavour Magazine | 61

62 | Endeavour Magazine

DHI-DCW 0086 411 8685 2187 WWW.DHIDCW.COM

HEAVY INDUSTRY WRITTEN BY AMY TOCKNELL

Endeavour speaks to DHI-DCW Projects Manager, Michael Qu, about setting the standard for the heavy metals industry and the upcoming contracts that will keep them at the forefront of a highly competitive arena.

Endeavour Magazine | 63

DHI-DCW

The result of a harmonious union between the Dalian Heavy Industry Group and DCW Group Co, DHI-DCW was formed in 2001, bringing together two impressive legacies of knowledge, experience and client satisfaction.

A

s a united organisation, the possibilities for existing client sectors, including energy production, mining, traffic and transport appeared endless, but DHI-DCW was keen to add

new specialties, as Michael Qu explained, “Though we, of course, still kept a strict focus on the areas we already supplied, recently we are also looking to focus on providing equipment for the area of ‘new energy’, such as wind turbines and polar cranes for nuclear power stations.“ He goes on to further explain, “In addition to regular equipment supply, DHI-DCW is trying to provide clients with an inclusive service, so not only equipment for material transfer. In the case of electric power stations or ports, for example, we could be engineering the whole wider system, not only transfer equipment but also the water, drainage, structure and lighting, to name just a few. We have the capability to contract turn key projects and provide clients with products and service that will leave them satisfied.”

Quite a mantle to live up to, but there is little doubt that the company can not only shoulder this new responsibility but also complete such tasks to an exemplar standard. The question has to be asked, however, where does this confidence come from? The answer is clear; years of delighted clients and a determination to never be left behind in this competitive industry. Though the core activities of DHI-DCW are currently the timely supply of reliable material-handling and port machinery, it is fast becoming clear that the organisation has the talent, drive and tenacity to begin manufacturing such equipment, rather than merely commissioning

64 | Endeavour Magazine

and supplying it. With clients throughout the world always looking to streamline processes and simplify buying protocols, this could be a much-needed solution and a lucrative development.

With new products and services being added to an already impressive repertoire, is the industry is remaining buoyant, despite recent economic turbulence? “In light of the world economic troubles, we have suffered a lot, as has everyone. Orders were obviously reduced, but with our advanced technology and quality as strong as they are, alongside our steadfast competitiveness, we have remained strong in the market. Now, we are looking to identify ways of improving our product, while waiting for economic stability to be reinstated throughout the world.�

It sounds as though the team it DHI-DCW is a united force in the face of recent market downturns, but how integral are they for the continued success of the company? “We have more than 6000 staff now and we teach them all the same basic principle; everybody for the company, the company for everybody. We want our staff to be united; in order to make the company better and at the same time, the company can then give them a fantastic return. We hope the members of staff feel at home in DHI-DCW and we recognise that the company is like a car;

Endeavour Magazine | 65

DHI-DCW

with one bolt broken, it cannot be driven normally. Every person, in

strategy, so our product will always be special and customised to

every position, is very important to us.”

them. Before any contract is signed, we will talk with tour client

With such an emotive declaration as to the crucial role that every member of staff plays in the continuation of DHI-DCW, it

to familiarise ourselves with their thoughts and give them some professional advice to optimise their chosen product.”

stands to reason that customer satisfaction will be held in equally

With such immense consideration and professionalism in place,

high regard. Naturally, any large corporation looking to remain at

clients must be lining up to work with DHI-DCW, surely? Well, the

the top of its chosen field will have a comprehensive customer

answer is a categorical yes. Qu is keen to tell us about the year

service charter in place, but there is a sense that going above and

ahead,

beyond is the norm at DHI-DCW.

“One of the most exciting things for us now, is our equipment

“We always believe that achieving exactly what the customer

supply for the Australian Roy Hill project. The equipment, which is

wants will help us to win future projects, so we can often be found

applauded by our client, has to conform to Australian standards,

communicating with clients, to ask their opinion about our products

which are the most stringent in the world of engineering and

and suggestions for our future innovations. Having this direct input

manufacture. We are using modular assembly and delivery, as a way

makes them feel amazingly valued and when we produce what they

to help the client reduce assembly and commissioning time when

have suggested, they are always delighted.”

the equipment is delivered. We have charged our finest engineers

Qu goes on to say,

to formulate the modular assembly and delivery plan, as well as

“Heavy machinery comprises of thousands of parts and small

expanding our manufacturing plant specifically for the task. This is

mistakes cannot always be totally avoided, so we have a special

the first time that DHI-DCW has done such a thing, but we wish

after-sales team in place, ready to handle these matters and we

to make the modular assembly method a regular feature to give

promise to solve customers’ problems efficiently and with high

customers more choice.”

quality solutions. Making customers’ wishes come true is our only

66 | Endeavour Magazine

Though the team at DHI-DCW may wish to be modest, they

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100 YEARS YOUNG!

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armada of mega ships, which is set to increase by a staggering sixteen more, making it the largest fleet in the world. DHI-DCW was a natural choice to be part of the expansion realisation team and will demonstrate exactly how and why they have risen to the top of heavy industry.

DHI-DCW has everything in place to remain not only buoyant, but also hugely successful. What really sets it apart, however, is the small-business approach to customer service, staff development and quality. Nothing is overlooked or swallowed up by the enormity of the organisation; every facet of every project is carefully considered and even more considerately carried out and it is this attention to detail that makes DHI-DCW the leaders of heavy industry.

Zierikzee | The Netherlands |

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Endeavour Magazine | 67

68 | Endeavour Magazine

EDMI WWW.EDMI-METERS.COM 0065 6756 2938

LEADER OF SMART ENERGY SOLUTIONS WRITTEN BY DAEMON SANDS

EDMI is preparing to deliver 10 million communication hubs in the UK that form part of the Smart Metering Implementation Programme of communication services across Scotland and Northern Ireland. This is an amazing undertaking that represents a benchmark achievement for this responsive and highly-regarded company.

Endeavour Magazine | 69

EDMI

Founded in 1978, EDMI have always been responsive to their customers’

needs and changing technology trends. In the early days where the focus was on the design, development and manufacture of smart meters for the global utility industry, EDMI has evolved into a market-leading smart metering solutions providers, offering end-to-end solutions in smart utility businesses. This includes smart meters for electricity, gas and water, communication devices and infrastructure and also software services, such as head end systems.

L

ee Kwang Mong, Group Managing Director of EDMI Limited,

their areas and this resource has been carefully directed so that the

reveals that they have 18 regional offices, 5 specific research

internal and external training provided to staff is conducted by other

and development centres and 4 manufacturing plants across

senior staff members, “This enables the training to be technically

14 countries. Through this set up they design, develop and

relevant to our products,” he explains, “As well as ensuring that all

manufacture smart meters and smart metering systems for the

our staff are involved in a team ethos.”

global utility industry.

Further training is provided by the company by sending staff

Regarding the industry, although electricity smart meters are

members to external training courses which cover such soft skills as

already gaining traction in the mainstream, there are still some

interpersonal and leadership skills and further technical knowledge

obstacles to clear for roll-out such as data privacy, inter-operability,

for their roles, “Additionally we have mentors who provide on the

how to satisfy end users and how to recover installation costs,

job training for new staff or newly transferred staff.”

“Each country and each utility are facing different problems, in

“Human capital is an important asset to our company,” he goes

different environments,” Lee reveals, “EDMI has the approach of

on to say, “Staff who are well equipped with soft skills and technical

offering customised solutions that are developed hand-in-hand with the customers.”

knowledge constitute a productive workforce, which is necessary for our company to grow.”

Individual staff career plans are worked out together with the

CUSTOMER FOCUS

heads of departments; to ensure that each staff member has the

Achieving a customer-centric environment starts with ensuring

knowledge and skills required to achieve their goals. With reference

that all of the staff of the business are well equipped to do their

to the career plans, staffs are sent to training courses to close up

jobs. Lee explains that each of the 1,483 staff are all experts in

competency gaps in attributes that they are lacking.

70 | Endeavour Magazine

EDMI

At EDMI, ambition is rewarded and for high performers and high-potential staff, steps are undertaken to groom them to take on

as the Children’s Cancer Run, and charity that provides facilities for disabled people to enjoy outdoor activities or the like” Lee says.

greater roles and responsibilities in the future, such as to assume leadership roles and overseas secondment opportunities.

“We value and constantly invest in our staff which makes them feel valued by the organisation,” he emphasises, “They will also see themselves moving a step closer in achieving their career and personal goals, which translates into a happy workforce, which in turn translates to a happy customer.”

Of course, this isn’t the only way that this company is focusing on the satisfaction of their customers and Lee is quick to point out that their primary strength comes from their ability and willingness to work together with the customer to achieve a high value for money.

THE FUTURE EDMI is preparing for the delivery of 10 million communication hubs in UK, as a part of the smart meter rollout communication service across Scotland and northern England. The smart meter rollout aims to install 53 million meters in 30million homes and small business across Great Britain by 2020.

“EDMI have also opened a new research and development branch in the UK and have increased the number of staff to support this project and meet the increasing demands coming from European countries,” he says.

A smart gas meter is one of their highlighted products in the

SOCIAL RESPONSIBILITY Headquartered in Singapore, EDMI have conducted fund raising campaigns for victims of natural disasters in the past and

coming years as the demand has been growing in the UK and other European countries, where a dual fuel solution is often needed. The integrated solution will collate all forms of energy consumption, including water, and will, in time, spread globally.

present and have also been involved in charity campaigns aimed at improving the lives of the underprivileged, in time for Christmas.

“Our subsidiaries also organise charity campaigns actively, such

● ● ● ● ● ● ● ● ● ● ● ● ● ●

Further to this, the EDMI gas R&D facility was opened in Scotland to provide their customers with the most advanced products on the market, thanks to the EDMI Energy Cloud.

Value-added Services Cargo Insurance Insurance Services Customs Clearance Tracking & Tracing Cargo Booking & Pick-up Dedicated Customer Service Forwarding and Consolidation Shipper Export Declaration Filing Shipment Alerts & Confirmations Dangerous Goods Handling (DGR) Automated shipment status update Temperature Controlled Transportation Comprehensive / Customise 3PL Services

T:+65 6848 7420 • F: +65 6342 0306 • E: enquiry@sbs-group.biz • W: www.sbs-group-ir.com 72 | Endeavour Magazine

“This is a full end-to-end system that delivers high availability and capacity on an advance AMI head-end, an integrated MDMS and a customer energy management and analytics portal,” Lee explains, “This solution delivers savings and stability as a result of its optimised operation process, leveraging the “Internet of Things”.”

While he is both proud and confident in his company, Lee recognises the importance of always maintaining a leading edge when it comes to their projects, using each endeavour as a means of getting ahead.

“The success of these projects would allow us to establish our credentials as a leader of smart meter solution globally,” he says, “This is a vision we communicate to our customers,”

“

We value and constantly invest in our staff which makes them feel valued by the organisation.

They will also see themselves moving a step closer in achieving their career and personal goals, which translates into a happy workforce, which in turn translates to a happy customer.”

Endeavour Magazine | 73

74 | Endeavour Magazine

L’OREAL INDIA WWW.LOREAL.CO.IN 91 22 67003000

MORE THAN SKIN DEEP WRITTEN BY AMY TOCKNELL

L’Oréal is a household name around the world and is stretching its impressive reach further afield every year. With dramatic growth recorded in South Asia, Endeavour Magazine decided to take a look at the impact that the company is having in India.

First making a splash in India in 1994, L’Oréal proved its international status and took its first strides into a new locale. Though it enjoyed a steady growth pattern, it wasn’t until 2003 that things really began to take off. In January 2013, L’Oréal reported enormous growth patterns within the Indian region that demonstrated an average growth rate in excess of 30% over a 10year period. Now that is no small smudge on the face of the cosmetics industry!

Endeavour Magazine | 75

L’OREAL INDIA

Having had a presence in India for over 20 years now, L’Oréal is still considered to be something of a spring chicken when it comes to the lucrative South Asian cosmetics market, but despite this perception, it has proved itself to be far more mature than its years. By demonstrating and annual average of 30.2% growth, it has become recognised as the fastest growing beauty company, being marketed through a staggering 750,000 points of sale throughout the country.

W

ith impressive growth figures and stockists en masse in place, it can hardly come as a surprise that L’Oréal is the third most successful cosmetics brand within the

Indian market, accounting for an 8% share in built-up urban areas.

Translating to approximately €198 million of sales in 2011, an 8% share really is nothing to sniff at, especially given how competitive and saturated the beauty industry is.

Despite showing impressive rates of growth at every opportunity, L’Oréal is keen to optimise their approach to the Indian market in a more focused, yet diverse way. The marketing team for L’Oréal revealed that this included launching, “…several brands covering various product categories, including: mass consumer brands Garnier, L’Oréal Paris and Maybelline New York; luxury brands Lancôme, Yves Saint Laurent, Kiehl’s, Ralph Lauren, Giorgio Armani and Diesel; professional brands like L’Oréal Professionnel, Matrix, Kérastase and Kéraskin Esthetics for salons and pharmacy brands Vichy and La Roche-Posay.”

Apparently, nobody told L’Oréal that you can’t please all of the people, all of the time and they have set out to do exactly that and are managing it with undeniable success, but what is the secret to their speedy rise to popularity in India?

It’s thought that the success of the group can be attributed by its inherent ability to observe the demands of individual markets, where beauty standards and traditions are set by longstanding traditions, before adapting to meet the specific needs of the people adhering to those traditions. A clever technique indeed and it helps L’Oréal to really connect with its consumers. For example,

76 | Endeavour Magazine

in India, there is a huge variation in the standards of living, meaning

Following the centennial celebration of the company, L’Oréal

that while some women might be able to afford luxury brands for

was proud to launch the “Beautiful Beginnings” programme within

everyday use, others will be able to only buy budget versions. With

India, that allowed women who had been unable to continue wit

an understanding of this in place, L’Oréal in India is able to offer

their education to receive four months of hairdressing and beauty

Garnier Fructis shampoo, a hugely popular brand worldwide, in

training, thus setting them up for a career. An impressive 75% of

sachets that cost just 1.5 rupees, the equivalent of €0.02.

attendees are now in work, either at salons or having opened their

It’s not greed that fuels this considerate approach to beauty

own.

product supply, however, as though market share is obviously a

Launched in 2008, the “Care” initiative from L’Oréal looks to

large consideration for any corporate group, so too must the well

support four different elements; education, environment, health

being of its customers. L’Oréal takes this duty of care enormously

& hygiene and safety. Fully finding the completion of two well-

seriously, as you would hope any major player in the beauty industry

stocked classrooms, the initiative gained L’Oréal a ‘Citizen of the

would. The question is: how can they sell top quality products for

World Award’ in 2010.

such a low price?

Last, but not least, L’Oréal is seeking to reduce CO2 emissions,

By producing items locally and using raw materials that are

as well as transportable waste and water wastage within India and

on hand and easy to come by, lower prices can be enjoyed by

their Pune facility is one of the finest in terms of sustainability and

consumers, while L’Oréal benefits from a hoard of new and loyal

environmental responsibility. Add to this some 970 square metres

buyers. With such huge potential identified in India, L’Oréal made

of solar panels and you really start to get a feel for what a difference

a brave decision in 2011, when it created a new research and

the company is trying to make.

innovation centre in Mumbai. Fully equipped with evaluation and

While it would be enough for some companies to be enjoying

formulation laboratories, the centre proved to be a turning point

a fortuitous market share in a competitive industry, L’Oréal is

for really breaking the Indian market wide open and the group

demonstrating a long-term desire to be a part of the Indian

hasn’t looked back since.

commerce structure. By offering affordable products, a wide range

It’s not all business with L’Oréal though, as they have a staunch

of brands and numerous programmes that all seek to benefit the

Corporate Social Responsibility programme in place, as well as a

consumer base as well as local communities and the country as a

desire to embrace sustainable materials and invest in the future

whole, it seems that beauty really isn’t just skin deep. It is found in

of the beauty trade. With this in mind, the group has invested

the heart and soul of a company as well.

significantly in a number of initiatives.

Endeavour Magazine | 77

78 | Endeavour Magazine

LIAN BENG CONSTRUCTION 0065 6283 1468 WWW.LIANBENG.COM.SG

DREAMING BIG WRITTEN BY JACK SLATER

Dreaming big is what the Lian Beng Group does best and this habit has ingrained itself into its business culture. In early 2013 it secured half a dozen construction projects worth a record figure of $750 million. Proving that this is not a result of luck but determination and direction.

Endeavour Magazine | 79

LIAN BENG CONSTRUCTION

Established in 1973, Lian Beng Group Ltd is one of Singapore’s major

home-grown building construction groups and one of the few which has integrated civil engineering and construction support service capabilities.

When you take a moment to look at the business it’s clear that today the main revenue generator at Lian Beng comes in the form of Lian Beng Construction, a wholly-owned subsidiary it has grown and diversified from property development into support services for the industry.

N

otable on-going construction projects include Thomson

contract value which puts them into a very favourable position for

Grand, developed by the Cheung Kong Group from Hong

future growth.

Kong, Waterfront Isles, developed by Far East Organization,

and Hedges Park, developed by Hong Leong Group.

Due to their long term experience within this area, they are also involved in construction and construction services related

Some of the projects that Lian Beng is co-developing include

industries such as the provision of scaffolding and engineering

residential, commercial and industrial with a selection of joint

services, the supply of ready-mix concrete, leasing of equipment

venture partners. These include the likes of M-Space and Mandai

and machinery and reinforcement bar fabrication. To support

Dormitory at Mandai Industrial Estate, Spottiswoode Suites off Neil

the above, Lian Beng are also leaders in the training of foreign

Road, a hotel development near Bugis, Lincoln Suites off Newton

construction labour.

Road and mixed development, The Midtown at Hougang. In many

In construction, things have been on the rise with several large

of these property development projects Lian Beng also undertakes

projects during 2013 leading to a record high orderbook of S$1.2

the construction of the projects.

billion, with impressive movements on the property development

Principally involved in the construction of residential, industrial

front as well.

and commercial projects, and civil engineering projects Lian Beng

This hasn’t been without its challenges. The foreign levy has

Group can tender for public sector building projects of unlimited

increased and is expected to increase further and this will lead to

80 | Endeavour Magazine

LEE CONSTRUCTION PTE LTD (Waterproofing Specialist)

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LIAN BENG CONSTRUCTION

a tightening of foreign labour. However, these challenges provide opportunities to find new ways to improve productivity. Something that the company has excelled at for almost four decades.

competition but ahead of the curve.

This leads into a series of core values that Lian Beng Group follow ardently. These include important piers like Teamwork,

The construction industry is filled with opportunities thanks

Integrity, Innovation, Excellence and Commitment. With these

to the increasing population and hence the improvement and

mandates forming their foundation Lian Beng has won accolades

expansion of infrastructure, the increase in demand for the housing

and awards such as the BCA Skilled Builders Competition.

and other commercial and industrial property. As this construction

This competition, The BCA Green and Gracious Builder Scheme

demand increases so to does the cost of construction support

was established to promote sustainable environmental protection

services and Lian Beng will seek new ways to improve their

and gracious practices in builders during the construction phase

productivity to address this challenge.

of projects. To be socially responsible, a builder should embrace

Generally, the market demands a developer who can provide comfortable homes at the best quality and the most competitive

sustainable environmental protection and gracious practices and engage this scheme.

rates. It also demands a high level of efficiency and punctuality.

For the future, Lian Beng Construction will have to aim to

This requires that the company needs to be prudent in the decision

secure even more construction projects to further drive their

made and ensure that everything is planned before action is

organic growth and to strengthen their order book. While in

implemented.

property development it will be about working alongside with the

To ensure that the rise in constructions costs does not impact

best suitable partners.

their efficiency Lian Beng Construction have insulated themselves

Lian Beng has not only survived tough times during economic

from this issue by training their own workers at their overseas

downturns and recessions but has emerged stronger and it

training centre. They also keep on the cutting edge of new methods,

continues to grow thanks to its focus and attention on its supply

technologies and innovations to keep themselves not only ahead of

chain.

ACCESS SAFETY TECHNOLOGIES PTE LTD

Blk 1085 Eunos Ave 7A #01-26 / #02-26 Singapore 409535 Tel: 67485535 / 68445546 Fax: 67487797 82 | Endeavour Magazine

Endeavour Magazine | 83

84 | Endeavour Magazine

SHOON FATT WWW.SHOONFATT.COM 0060 5 622 1558

50 YEARS OF QUALITY WRITTEN BY DJAMIL BENMEHIDI

Shoon Fatt has more than made its mark as one of South-East Asia’s leading biscuit producers since opening its doors for business in 1966. In addition to being one of the most popular biscuit and confectionary brands in Malaysia, and the wider South-East Asia area, Shoon Fatt has aggressively expanded its international export market over the past two decades.

Endeavour Magazine | 85

SHOON FATT

These are exciting times for the company. We at Endeavour

Magazine managed to speak to Mr. Loo Chun Kheong , General Manager of Shoon Fatt, to find out more about his business, not to mention its delicious biscuits!

T

he global biscuits and snack bars market is a US$104 billion

products means that international competitors haven’t been able

industry, which continues to grow exponentially year-on-

to break into our market.

year. As the transfer of wealth and power from West to East

As an example, our ‘Naiyu Jagung’ corn crackers product line is

continues apace, increasing levels of disposable income and a

No.1 in the industry, and is much loved by consumers for its unique

fast-growing middle-class in the region means that the South-East

and crunchy taste.”

Asian biscuit market is booming. More hungry consumers means more opportunity for the dynamic producers who can satisfy this increased demand for tasty, high-quality products.

The market is there for the taking, in other words, and Shoon Fatt, one of Malaysia’s oldest and best loved biscuit and confectionary manufacturers, has taken expansive measures in recent years to take its own operations and production facilities to the next level, whilst continuing to satisfy the demands of customers old and new, and stay ahead of the competition.

A WELL-LOVED AND MUCH-LOVED PRODUCER WITH OVER 50-YEARS OF SUCCESS Mr. Loo told us: “We have made a huge effort over the last 10-years to improve the way we do business, improve our fantastic products, and to give customers what they want: a product which tastes delicious, and which meets all international safety standards on quality and safety.”

He continued: “Shoon Fatt is one of the oldest, most trusted biscuit and confectionary producers in the country. We can more than match our international rivals in terms of taste and quality – no-one ever thought a small provincial town like Teluk Intan could be home to such a quality producer!

As a specialist producer of corn crackers, cookies, wafer rolls, and sandwich biscuits which it sells to a loyal customer-base, at home and abroad, Shoon Fatt has a portfolio of sweet treat products to satisfy all tastes. The company has come a long way since 1966, when it started life as a humble shophouse in Durian Sebatang. Over the decades that followed, Shoon Fatt has grown

AN EXPORTER OF HIGH-QUALITY BISCUITS AND CONFECTIONARY TO MORE THAN 30-COUNTRIES Today, the spread of countries which Shoon Fatt exports its biscuits and confectionary to includes Singapore, Bahrain, Brunei, Cambodia, Canada, China, Hong Kong, Macau, South Korea , India, Ghana, Indonesia, Thailand, Taiwan, the Maldives, Mauritius, New Zealand, Nigeria, Vietnam, the US, and a number of countries across the Middle East.

If you reside in one of these thirty or so countries, the Shoon Fatt, SF, and Vidory brands will likely be known to you. Certainly, you yourself may have found yourself snacking on the group’s selection of delicious biscuits, cookies, crackers, baked potato snacks, sandwiches or wafer rolls at some stage or another. So lucrative has Shoon Fatt’s expansion into international markets been over the last 20-years that the group now generates in excess of 30% of turnover from international sales.

Shoon Fatt’s journey to the top hasn’t been without its challenges, however. As a company which caters to the low to middle-income markets, Shoon Fatt has over 50-years come to dominate the field. However, for all its continuous growth, rising operational costs have resulted in increasingly narrow profit margins for the business, which has thus far avoided passing on these increased costs to the customer.

OVERCOMING HURDLES AND CHALLENGES THROUGH ASTUTE INVESTMENT

quickly. After shifting operations to a small factory at Kampung

“The rising cost of ingredients is presenting us with a major

Banjar in 1976, business went from strength-to-strength as Shoon

hurdle. Nevertheless, we still continue to produce our biscuits and

Fatt went on to capture an increasingly sizable share of the market,

confectionary without short-changing the customer in terms of

first in Malaysia and then in neighbouring countries.

taste, quality of ingredients or reducing the size of our biscuits and

According to Mr. Loo , this rapid success is all down to the

confectionary.

quality of Shoon Fatt’s products. He said: “We are well-received

We have focused on improving efficiency and leaner operations,

across consumer segments, and enjoy a healthy growing market

along with reducing wastage, and improved planning and business

share. Our strong relationship with our customers and quality

strategies.”

86 | Endeavour Magazine

Haas@IBIE Las Vegas, Nevada USA October 8 – 11, 2016 Central hall | booth no. 7719

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SHOON FATT

Shoon Fatt has achieved improvements in operational efficiency

In addition to updating our packaging and re-positioning our brand,

and production capacity as a result of heavy investment in its

we are in the process of applying for the Mark of Malaysia Brand

facilities. At great cost, to the tune of US$2.5 million, the company

Status; an elite award which can only be issued by the Malaysian

has rebuilt its entire production area over the past decade, allowing

government, and which will strengthen our reputation in the

Shoon Fatt to produce up to 95,000kg of biscuit and wafer rolls

international arena.”

per-day, and invested a further US$1.5 million in warehousing

Shoon Fatt remains committed to its existing product lines and

infrastructure and operations systems upgrades. However, Mr. Loo

loyal customers, but Mr. Loo has, in light of the company’s continued

was keen to emphasise the company’s investment in repositioning

profits squeeze, wisely decided to diversify the company’s target

Shoon Fatt, and its intention to pivot more towards the luxury

markets and product offerings. Insofar as specialisation is a crucial

market over the coming years.

component for success in modern business, equally, it is unwise to

“The transition from old to new plant facilities, the embrace of

put all of your eggs in one basket.

new technology and adoption of modern operations has resulted

On his company’s anticipated entrance into the premier biscuit

in continuous growth and increased market share. However,

and confectionary market, he said: “In addition to our fantastic

overlooking the importance of boosting our brand and setting in

product offerings to the mid and low-income customer markets, we

place a dynamic marketing strategy was admittedly a mistake for

are excited to announce that Shoon Fatt will create a new unique

the company,” he told us.

brand aimed at the luxury biscuit and confectionary market.

RE-INVIGORATING AND RE-POSITIONING THE BRAND

AN EXCITING ENTRANCE INTO THE LUXURY MARKET

“We’re currently working with lead brand strategists to help us

This new premier range will differ from our existing brand and

reinvigorate our existing Shoon Fatt brand and product offerings.

target markets, and allow us to reach out to new customers. This

88 | Endeavour Magazine

Haas@IBIE Las Vegas, Nevada USA October 8 – 11, 2016 Central hall | booth no. 7719

is an exciting time for the business. Our marketers and consultants

safety and quality standards is a must. We are committed to

are in the process of building entirely new brands and business-

producing quality products that our customers will enjoy.

UCTS

lines to appeal to wealthier, more discerning consumers”

The customer is at the heart of what we do. We are keen to

He then went on to say: “Our range of biscuits and treats

get feedback from our customers on what they enjoy about our

is already diverse, to satisfy the varied tastes of our different

products and where they feel we can improve. This feedback is

customers. To add to our portfolio of biscuits and snacks, we’ll

invaluable to our company.”

be launching a new line of butter cookies, along with new baked

Before concluding our interview, Mr. Loo finished by telling

individualpotato demands snacks and potato chips. We’re excited about this, in terms

us about the new promotional tour which Shoon Fatt is set to

of the market penetration it will give us into the snacks market.”

and hybrid versions available

These are heady times for Shoon Fatt, but while the company

stems by 2m-modules anticipates great success from its forthcoming re-brand and reorientation to the luxury market, Mr. Loo is keen to point out that

process

his business will remain as committed to the taste, quality, and safety of its products as it always was.

nside of the oven

products

ONGOING COMMITMENT TO TASTE, QUALITY, AND nspection and cleaning tools INTERNATIONAL SAFETY STANDARDS

% of surplus heat“As and a respected exporter to international food markets, compliance with government bodies and adherence to international

embark on later in 2016, as the company sets out to reach out to consumers.

“We have a first-of-its-kind Biscuit Food Truck which is set to hit the road late this year. We’re excited because the truck will go on a promotional tour which will give us the chance to introduce our delicious range of biscuits and confectionary to both existing loyal customers and soon-to-be customers across the country and the region.

This isn’t just about creating brand awareness but interacting with our consumers. We’re passionate about biscuits at Shoon Fatt and we want to spread this passion far and wide. It’s all part our new mission of ‘Satisfying Hunger, Anytime, Anywhere!”

baking climate

4 days

MORE FLEXIBILITY

Haas-Meincke ovens - extremely popular 30.06.16 17:35

Consumers all over the world are increasingly demanding high quality products at low cost. Depending on the product type, the delicious bakery products produced on the world market today require different methods of heat transfer and moisture addition. The large range of ovens, comprising convection ovens, directly fired gas ovens, radiation ovens and hybrid ovens, meet the requirements for the most sophisticated baking profiles.

Even and reliable baking of the products is primarily obtained through an extreme precise control of the moisture, the airflows and the heat distribution inside the oven. This precise control also makes the ovens flexible as well as the combination of different oven types.

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TGV CINEMAS WWW.TGV.COM.MY 603 2381 3535

THE FACE OF MALAYSIA’S ENTERTAINMENT WRITTEN BY DONNIE RUST

Going to the cinema is an event, an adventure and should be exciting, but after being such a large part of the film experience, the silver screen is having to undergo changes to keep pace with the changing time and tastes of cinema goers.

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TGV CINEMAS

This was definitely the case when Gerald Dibbayawan was brought in as CEO of TGV Cinemas to reinvigorate the brand.

“A

t that stage cinema had stagnated for some time,” he explains, “In 2008 the umbrella companies of TGV Cinema chain had a big shake up and had settled on an expansion

plan but lacked someone with the right industry experience to lead it. I was fortunate enough to be given the opportunity.”

An Australian, Gerald has been in the entertainment industry for 20 years, working in Thailand, Singapore, India, Hong Kong and now Malaysia, and has a very open and honest approach to his industry, “It’s better than selling used cars that’s for sure!” he exclaims, “There is always something changing, content is changing.

We play an important role in the suspension of disbelief that a film conveys and the success of a film is often in its presentation. Each year my job is to make twenty million people happy.”

And he has been doing a good job of it. Brought in with a mandate to fix what was already there and develop a path for

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further growth, TGV Cinemas has seen the number of screens increase from 124 to 250 and an increase of their market share from 24% to 34%. Attendance is up as well, which by itself is a sign of customer satisfaction.

With no say in how a film is produced, the cinema industry is entirely focussed on how it is seen and Gerald reveals that the Malaysian film industry has reached a cross roads, “There have been changes to what customers want, combined with some unusual circumstances to do with economic and political uncertainties, this all has an impact.”

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Photo ©HMSK

TGV CINEMAS

“Additionally, the big budget films of the US, while very

“You have to invest time and effort into the staff training and

entertaining and popular, are drawing away from smaller local films

development,” he says, “For three years our focus has been to

and filmmakers that should be getting attention. As such the local

enhance the staff quality. Two and a half years ago we made the

film industry is going through a rough patch as far as quality and

decision to advance the remuneration of our staff which means

budgets,”

that our front line staff get paid more than our competitors, and not

However, the standard of the local film industry does not have a specifically adverse affect on the cinema industry and while Gerald

that far from the wage that bigger global brands such as Starbucks offers.”

does acknowledge that the local sector could benefit from more

And he also evaluated the levels of training and experience the

attention, it is up to them to improve on their quality and to bring

staff received, “You cannot ask your staff to achieve new targets if

it to a level where it can compete with the big budget films from

you don’t offer them training and development options,” he says,

overseas.

“So we instituted a certification programme wherein you get your

“Our attendance is going up,” he says, “So there is no argument

basic training, then you get certified at different stages of your

that we are on the right track and while we may have to work with

development and this ensures consistently high quality customer

the films available, we have instigated a number of improvements

experience.”

in other areas.”

Training has to be broken down, he describes, “If someone is

Any entertainment experience is only enhanced by good

tasked with handling cash on the front line then that person has

customer service from the staff and Gerald reveals that with 140

to be training in appropriate customer services and user handling.

staff at the head office and a further 2,000 frontline staffTGV

So training is broken down allowing everyone to gain mastery and

Cinemas’ staff play a vital role in the customer experience. This, he

develop. This way our newest recruits are trained by professionals

explains, is the key to the success he has been able to instigate over

who have come before them and able to show them the valuable

the past three years.

lessons to keep.”

IMAX® is a registered trademark of IMAX Corporation. ©2015 IMAX Corporation.

94 | Endeavour Magazine

Furthermore there is great scope for internal promotion and growth and Gerald is very proud that some of their key positions are held by people who had worked the front line, “In fact, our head of film buying started off on the front line serving people, he worked his way up from the bottom to one of the most important roles in the company.”

There is the risk of training people only to see them leave and head off to a competitor, but Gerald says this is a worth risk taking, “It is better to train up a person and watch them leave than not train a person and have them stay,” He also acknowledges that if everyone in the industry as a whole is trained to a similarly high level then it can only benefit the industry as a whole.

“We take the point of view that you won’t be here forever, we’re realistic that you’ll move on, but it’s important you achieve personal growth and have a good time,”

MARKETING APPROACH Beyond the people who are the face of the business, one of the other areas that had to change was that of marketing. A decision

architecture

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Phone +603 2282 1308 Fax +603 2282 3621 hmsk.com.my Endeavour Magazine | 95

TGV CINEMAS

was made to move away from newspaper advertising, which was

left to chance and this is why we work with companies who have

proving to be redundant for obvious reasons and move towards a

proven the worth of their relationships with us.”

healthier online, digital and on-ground media.

“We are also moving towards data mining as well and implemented a membership platform last year, where paying members get 10% of their transaction value to points for future redemptions,” he says, “This is vitally useful as we’re able to collect transactional and behaviour data and return it back as targeted marketing, giving our loyal members timely information and promotions relevant to them.”

CHOOSING THE RIGHT PEOPLE

THE FUTURE OF TGV CINEMAS “Cinema is changing,” Gerald says, “We’re competing against not only obvious competitors but also the Internet, cable, Netflix and whilst they don’t show the same content, they do consume people’s time. The biggest shift is moving away from transactions and embracing relationships. Not impressions but relationships and this entails a lot of things.

“A lot goes into this multifaceted relationships. What we do is create relationships one to one, but with millions of people, which

Suppliers, vendors and partners need to be very carefully

still involves getting to know them better. Giving them what they

selected, Gerald attests, “And those relationships have to be looked

want and when they want it. We have a customer experience

after.”

manager and she acts as the customer’s advocate, to understand

Refurbishments, revamps, new expansions and growth is made

what they want and to bring that learning to the organisation”.

that much harder if every time you grow you have to find new

Anticipating what the customer wants is going to play a big part

companies to work with and this is where being selective with the

in the future, Gerald says because customer’s don’t just want films,

businesses chosen to supply them.

“Great experiences is what they want and films are just one part of

“Standards have to be maintained,” he says “Nothing can be

it. Who is to say our cinemas can’t be used for live events, concerts or sports? Recently we hosted a live screening of computer-based league of legends.”

“This leads us to the question of how to make full use of our cinemas and not just be held to tradition; how do we give an experience…?”

One of the answers came in the effort of reintroducing noncinema goers to the environment and to entice the families back.

The statement that Gerald often hears is, “I haven’t been to cinema

Cleaning Services

because I have young children.”

So they created family-friendly sessions and marketed as Family Friendly in weekends in mornings and afternoon where the light levels in the hall are higher, sound is lower, change tables at back and kids are allowed to move around. A truly family friendly movie experience!

Ultimately, Gerald’s approach to making cinema great is by

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making the experience great, “There is nothing like the big screen experience. TGV is where movies ‘live’, and memories are born!”.

Photo ©HMSK Photo ©HMSK

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WILMAR 0065 6216 0244 WWW.WILMAR-INTERNATIONAL.COM

THE GIANT BEHIND IT ALL WRITTEN BY JACK SLATER

Ranked amongst the largest of the listed companies by market capitalization on the Singapore Stock Exchange, with its quarters in Singapore, Wilmar International has been the leading agribusiness group in Asia since its inception in 1991.

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WILMAR

Part of their success has been their speedy expansion; for example

in 2010 they took their first steps into the sugar industry by acquiring Sucrogen Limited, the largest raw sugar producer and refiner in Australia, and PT Jawamanis Rafinasi, a leading sugar refinery in Indonesia.

Immediately expanding their presence globally this led to another acquisition in 2011 of PT Duta Sugar International in Indonesia, Proserpine Mill in Australia and Natural Oleo chemicals, a leading oleo chemicals producer with significant market share in Europe and Asia and a growing presence in the USA.

D

iversification, not only of industry but also of location has ensured a solid global presence which is very much the model of corporate giants today.

“Currently we’re investing $250 million into the construction of

a petrochemical refinery in Gresik East Java,” Jeremy Goon explains, “And $300 million to construct a flour mill and bio-refinery plant in Gresik.“ It appears that a substantial part of Wilmar is setting up shop and laying down the groundwork for future development and growth.

Their business activities include palm oil cultivation, biodiesel and fertiliser manufacturing and grain processing At the core of Wilmar’s strategy is a resilient integrated agribusiness model that encompasses the entire value chain of the agricultural commodity processing business, from origination and processing to branding, merchandising and distribution of a wide range of agricultural products.

With over 400 manufacturing plants and an extensive distribution network covering China, India, Indonesia and some 50 other countries the Group employs a staggering multinational workforce of 90,000 people. Considering the tidal impact of their presence upon nature and being the axis around which much of the food industry supply chain revolves it is surprising how so few of the consumers at the end even know of their existence.

With this in mind, Wilmar’s portfolio of high quality processed agricultural products is the preferred choice of the food manufacturing industry, as well as the industrial and consumer food catering businesses. Its consumer-packed products occupy 100 | Endeavour Magazine

a leading share in its targeted markets. Through scale, integration and the logistical advantages of its business model, Wilmar is able to extract margins at every step of the value chain, thereby reaping operational synergies and cost efficiencies.

“As our spread is so varied with cultures, people and locations it is important for us to maintain a structured mandate of approach,” Jeremy specifies, “To ensure this we have a structured set of values that are known throughout our workforce and up through the entire corporate structure.”

Integrity, excellence, passion, innovation, teamwork, safety and simplicity are the key to managing people. The expectations for every employee are easily communicable and easily understood and it’s this simple but strong approach which can be directly attributed to the vast expanse of this country.

“While Wilmar’s net income dropped 53 percent to $378 million in the first half of this year,” Jeremy explains, “Our revenue climbed 7 percent to $21.5 billion.”

As a member of the RSPO (Roundtable of Sustainable Palm Oil) who share a vision to make sustainable palm oil the norm, Wilma comes with the hefty task of conducting themselves in a manner befitting their status as one of the global leaders in this industry.

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WILMAR

Their approach to this end has included all the major areas of their business.

The milling of these fresh fruit bunches takes place within twenty four hours of harvesting, where they are first transferred to

“As one of the largest oil palm plantation owners in Indonesia

the palm oil mills for sterilisation by applying high-pressure steam,

and Malaysia,” Jeremy tells us, in explaining the lengths of their

whereupon the palm fruits are enzyme-deactivated and separated

corporate approach, “Our oil palm plantations are strategically

from the palm bunches.

located in the various regions of Malaysia and Indonesia where the climatic conditions are suitable for planting oil palms.”

After steaming, the palm fruitlets are crushed in a pressing machine to obtain crude palm oil and palm kernel. Waste and

To best make use of the weather conditions, in Indonesia their

water is then cleared and separated by means of a centrifuge. The

plantations are located in Sumatra, West Kalimantan and Central

cleared crude palm oil emerging from the centrifuge is then sent for

Kalimantan with is in the southern region while in Malaysia, they

refining while the palm kernel nut is sent for crushing and the liquid

are located in the states of Sabah and Sarawak.

waste material arising from the process is recycled as fertiliser in

“The Group, through joint ventures also owns oil palm

the plantations.

plantations in Ghana, Uganda and West Africa,” he tells us,

As part of Wilmar’s integrated business model, they own a fleet

“Approximately 247,081 a hectare (ha) of planted area of which

of vessels which caters primarily to their in-house needs, improving

about 74% is located in Indonesia, 24% in East Malaysia and 2%

the flexibility and efficiency of their logistics operations. The

in Africa.”

shipping operation is managed by Raffles Shipping Corporation Pte

Under the Plasma Scheme, Wilmar manage approximately

Ltd a subsidiary of Wilmar.

38,021 ha of oil palm plantations in Indonesia. The Plasma

A driving force to every industry leader is research and

Programme is an initiative designed for the development of oil

development and the lengths that this company goes to ensure

palm plantations for smallholders by a developer of plantations.

that they are ahead of the curve in all new movements and changes

“We are committed to purchasing all the fruits produced by the

are remarkable.

small landholders’ plantations,” he states, “And intend to grow our

“Wilmar’s research and development takes place in China,

plantation business through greenfield projects and acquisitions to

Singapore, Malaysia, Indonesia, India, Vietnam, Russia and Germany,”

better tap into the ever growing demand for palm oil.”

Jeremy outlines, “Aiming to improve current processing technology

Wilmar is committed to the use of best management practices, which include good field and harvesting standards and timely

and products and develop green and white biotechnology, creating new product concepts that support healthy living.”

application of fertilisers to optimise crop yields. With stringent

In China, the R&D focus is primarily on edible oils, specialty

corporate social responsibility (CSR) policies and procedures

fats; food technology, oleo chemicals, flavour chemistry, food

ensuring their plantations are developed in an environmentally and

ingredients and cereal processing while in Indonesia activities

socially responsible manner everything from the cultivation of the

include research into agronomic traits of palm oil. The cloning of key

seeds to the harvesting of the final product over a palm-oil lifespan

oil palm genes involved in fatty acid biosynthesis, environmentally

of twenty five years.

friendly approaches to controlling or preventing oil palm diseases,

“A scientific approach to the cultivation and production is pivotal

bio fertilisers and the use of microbes to improve plant growth

to reaching maximum yield,” Jeremy points out, “For example once

and for waste treatment are just some of the areas that are being

a seedling has spent a year in the nursery it is put into the field and

looked at right now.

the young palms are planted about nine metres apart resulting in 128 to 140 trees per hectare.

“Generally oil palms begin to produce fruits 30 months after being field planted with commercial harvesting commencing six

Besides supporting Wilmar’s business and brands, their research and development efforts also focus on providing sustainable solutions to optimise resources, reduce energy consumption and minimise environmental impact.

months later. Although low at first the fruit yield increases as the

“One such example is the rice milling operations in China where

palm matures,” it is clearly a long-term commitment, “Fully mature

paddy husks, a major by-product of the milling process, are used to

oil palms produce 18 to 30 metric tonnes of fresh fruit bunches per

generate electricity,” Jeremy concludes, “It is through these sort of

hectare.”

developments and this innovative thinking that keeps us ahead.”

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