KDN PP 5847 / 07 / 2013 (032890) / 2nd Issue / September 2017
Success and Challenges of Women Leaders MABC BYLINE
Australian business has a new body for engaging in ASEAN
High Commissionerâ&#x20AC;&#x2122;s Message
Women in Leadership
Growing Google in Malaysia
Women in Architecture
Tax Implications under the New Withholding Tax Regime
Interview on Success and Challenges of Women Leaders heading Australian Organisations in Malaysia
Inspirational Quotes on Women Leaders
Design & Layout
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chairman’S MESSAGE Leigh Howard I Chairman MALAYSIA AUSTRALIA BUSINESS COUNCIL
Dear MABC Members & Friends, Welcome to our latest edition of Byline. I am particularly pleased that this edition focuses on the Success and Challenges of Women Leaders and also provides an opportunity for us to highlight several female members of the MABC. They are certainly worthy of attention. In recent years, one of the goals of the MABC has been to promote diversity and to ensure the wider involvement of female members when going about our everyday business. This includes ensuring that our activities, events and communications are more inclusive. There have been many articles written about the benefits of diversity; including bringing different perspectives, improving decision making and building better connections with customers. But if you were still in any doubt, a global survey concluded last year highlighted a positive correlation between the proportion of women in corporate leadership and firm profitability. The report entitled “Is Gender Diversity Profitable? Evidence from a Global Survey” surveyed 21,980 firms from 91 countries. It makes for compelling and evidence-based reading about the role of women in corporate life. In Malaysia, there is often a lot of talk about the shortage of suitable candidates in the job market. That a talent shortage or ‘brain drain’ means there are insufficient candidates to meet the needs of business. Indeed, MABC members ranked “access to skilled labour” as the greatest challenge impacting their business in the Australian Business in ASEAN 2016 Survey. For this reason, it makes it more sense than ever for companies to pursue a diverse workforce and to access candidates they may have otherwise not considered before. I have run recruitment companies for the last 20 years and in that time consulted to employers both large and small. I spend a considerable amount of time re-engineering the hiring practices of organisations to ensure they secure the best talent available in the market place. A big issue which often limits companies are the assumptions and biases within the organisation - even unconscious ones - which restrict their hiring. Whether it be gender, race or age, an assumption by even the most junior person involved in the hiring process can instantly discount 50% of candidates in the marketplace. To be clear, I am not suggesting every business should rush to review their diversity statistics. If you are a small business you will already know where you stand, but I would advocate a focus on inclusiveness and ensuring that as members of the Australian-Malaysian business community we take the lead in having workplaces and hiring practices that promote a merit-based approach and that invite participation from all members of the workforce. I wish you well in your business endeavours.
HIGH COMMISSIONER’S MESSAGE Rod Smith PSM AUSTRALIAN HIGH COMMISSIONER TO MALAYSIA
There have been positive discussions on progressing the Trans-Pacific Partnership (TPP) following the United States’ decision to withdraw from the agreement in January. Australia has been working hard with Malaysia, New Zealand and the other TPP signatories to determine what alternative arrangements could deliver the benefits of the TPP even without the US. Australia hosted the latest TPP Senior Officials’ meeting in Sydney in August, following meetings in Hakone in July and Toronto in May. TPP Ministers have directed officials to undertake an assessment of options for bringing the TPP into force expeditiously. Ministers will consider the recommendations arising from these meetings in the margins of the APEC Economic Leaders’ meeting in Vietnam in November. In its current form, the TPP is a regional free trade agreement of unprecedented scope and ambition, with great potential to drive job-creating growth for all participating economies. It has introduced pro-growth trade rules across the region in areas like intellectual property, e-commerce, competition, transparency, labour and environment that go beyond existing agreements - to create a strong dynamic favouring a more level playing field in the 21st century. With close to half of all global trade and around 72 per cent of Australia’s trade flowing through this region, we must make every effort to expand and deepen these trade and investment relationships to ensure our future economic growth and prosperity. On the bilateral front, the Australian High Commission has been consulting regularly with Australian individuals and businesses operating in Malaysia, discussing opportunities and challenges in their respective sectors. This valuable market intelligence usefully informs our daily interactions with the Malaysian Government on issues of interest to Australian business. It will also help us prepare for ministerial discussions at the next Joint Trade Committee meeting, expected in early 2018, and help guide negotiations for the General Review of the MalaysiaAustralia Free Trade Agreement, which should commence next year. I thank you and the MABC for your continued close engagement and interest in the bilateral trade and investment relationship, which shows great potential for continued future growth.
Women In Leadership By Tracy Ong
Chief Representative, ANZ Banking Group Ltd. Chair, MABC Women in Business Sub Committee
When asked if I would like to share my thoughts on women in leadership, my immediate response was, “Sure but in what context?”. Topics on leadership are very broad and encompass many different areas and with so much literature already in this area, I felt it would be fruitful for me to share my personal experience, based on my 33-year journey in banking, and how I have had to manage the fine balancing act of having a career and my many roles as wife, mother and more recently grandmother. I started work in the mid-1980s, in a local merchant bank which had a top local banking group as the majority shareholder and small stakes by six foreign banks from Japan, France, Germany, UK, US and Switzerland. As a young banker in my 20s, winning mandates and staying ahead was really crucial. To succeed, we need to be high achievers and should we fall, which I did many times, we have to pick ourselves up very quickly and resume the race with our learnings to equip us for what’s ahead. In my 30s, work life balance was slightly more challenging with increased responsibilities, at both the office and at home. I learned the importance of teamwork and in having trust in my team. More importantly, I learned to know when to ask for help. I learned to multitask, meeting deadlines for financial proposals to children’s activities in schools and church.
Just the other day, my husband and I were watching the replay of an old TV series and wondered why we had not seen most of them. Time has flown by and before I knew it, I was dealing with ambitious young leaders in the office and teenagers at home - millennials who require a different way of engaging.
styles at different phases of our life and situations. We must be intuitive and be able to read the different work cultures in local and foreign companies. This is similar to bringing up a family, where there are different family dynamics from children, teenagers and young professionals.
A pivotal moment in my career was when I was given a senior role which required me to deal with older colleagues and senior stakeholders including board members. I was fortunate to sit on the board of a few subsidiary companies, allowing me to learn from the more senior and independent board members, most of them were retired CEOs. My real turning point came when I left the local banking group in 2010 after serving 25 years in various capacities, to take up the role of a country head of an American bank in Malaysia. The last seven years since then have been very enriching for me as I dealt with talents from different countries and cultures.
As the new Chair for the Women in Business sub-committee of MABC, I’m excited and honoured to be given the opportunity to further champion the roles of women in the community and country. I look forward to sharing more of my thoughts and lessons learned on leadership, as well as plans for the sub-committee in subsequent issues of Byline.
At this current state of my life and career, with my children as working professionals themselves, I have rebalanced my work and life in accordance to my priorities. I now serve in the community, mentoring women in leadership roles and being active in various church activities alongside my husband. Today we passionately serve as coordinators and facilitators for the Family Life Ministry in our church. I would end by saying that as leaders, we need to apply different leadership
Women In ARCHITECTURE By Sarah Ball
Global Education Sector Leader, Woods Bagot
With broad experience across a range of educational environments, Woods Bagot’s Global Education Leader Sarah Ball has amassed significant knowledge of pedagogy, next generation learning spaces and technology and academic workplaces; underpinned by her commitment to research. Her core strength lies in the management of complex projects, often with multiple stakeholders. She embraces the opportunity to actively engage clients in the design and planning journey, resulting in an authentic collaborative approach that achieves innovative and tailored solutions. For Sarah, being a female in a largely male-dominated environment like architecture was not a noticeable issue until she moved into more senior roles. This was when she really started to notice a disparity. “I was raised to do anything that I set my mind to. Architecture was opened up to me because my dad was an architect, so it was visible in my life from a very early age. Jobs were not segregated by age or gender; you could do anything you set your mind to. In university, there was a good gender balance for students that were studying architecture so it never really crossed my mind until I was much older,” she said. Sarah was mentored by senior leaders during her studies and in the firms she worked in London before returning to Australia. She also benefited from working in firms that were looking to grow. “I never really questioned the gender balance in architecture; it was probably when I became more senior that I became more aware of this and how important it is to support and advocate the promotion of females based on their merits.” While architecture is miles ahead of other male-dominated environments like construction and property, there
are still many inroads to be made. Sarah said this has especially become apparent for women returning to the workforce after having a baby. “This has become particularly apparent when women go on maternity leave – where we really notice a gap in the number of registered female architects. We need to stop having the mentality that effectiveness is the number of hours you put in at your desk. A constant challenge for larger firms, like Woods Bagot, is a lot of the work is in and around the studio and fostering that team culture. So how do we enable staff to be effective but also have flexibility?” It is a question that management in most firms are still grappling with, the issue of having to see staff in order to deem them as being effective employees. Although Sarah does not see this as a barrier, she said flexibility was something that needed to be adopted and understood in more firms – especially for mothers who wanted to return to work early but have the option to be able to work from home when they needed to. She said workplaces that embraced diverse leadership achieved a healthier bottom line and greater operational efficiency. “Now, most organisations understand that having a diverse team which is defined by age, gender and ethnicity enables more creative outputs and innovation”. She said it was important that women supported each other and embraced inclusiveness and
connectivity in the workplace and that management accepted adaptability in order to become a forward-thinking company. She said adaptableness also played a huge role in sectors like education, which were being fuelled by evolving technology. “In the future, we will see students in countries like Malaysia connected and exposed to different opportunities around the world including cross collaboration, cross-learning and the ability to tap in and share knowledge with anyone, anywhere,” she said. Sarah said she was excited about continuing to collaborate with Woods Bagot’s Kuala Lumpur studio on various exciting opportunities, and spending more time in Malaysia. “Malaysia is such a melting pot and such a vibrant country. I’m excited about the work we are currently doing in the region and look forward to spending more time in KL.” For femes looking to pursue a career in architecture or other industries where there was still a gender divide, Sarah has this advice. “Always take every chance and every opportunity, even if you don’t think you are ready for it. Chances and opportunities can open other doors. Be clear with where you want your career to go, ask for varied experiences so you get a broader understanding of different roles and responsibilities and never be afraid to question that there may be other ways of doing things that you had not thought of,” she said.
Interview on Success and Challenges of Women Leaders heading Australian Organisations in Malaysia Q What has been your most rewarding professional experience? Tracy Ong (TO) The opportunity to work in leading Malaysian, American and Australian banks has helped me to develop on both a personal and professional level. The cultural diversity and international connectivity of these organisations have helped me gain exposure, and has helped me become more open to different ways of thinking and approaching issues, opportunities or challenges. Yuni Lee Heathcote (YLH) Telstra is an organization that place Gender Diversity and Equality as one of the key foundation of its corporate culture. I am extremely lucky to be able to represent Telstra and to promote Telstra’s Women Business Award Asia in Malaysia. As a woman myself, this is utmost rewarding to be able to champion rewards and recognition back to the women who have contributed so much to the business world and society overall. Dr Deborah Priest (DDP) I have had many opportunities to turn around the life’s direction of a student or a staff member who has struggled at some time in their life with either professional or personal issues. To see the difference that I have made and can make in the lives of others, will always be the most rewarding experiences of my professional life. Amanda Lacaze (AL) It is hard to talk in absolutes, but when I think about what I like most about working it falls into 2 areas. I get a great deal of satisfaction delivering
against results and targets. But I often say I get my joy at work from seeing my staff develop and being able to achieve things they wouldn’t have otherwise been able to achieve. Seeing my people develop, become more creative, learn and improve their skills is the most rewarding part of my job. Q What pivotal moment in your career led you to where you are today? TO In early 2000 when I was appointed to the parent commercial bank from a subsidiary merchant bank. The coverage in commercial banking was broader and more relationship based as compared to merchant banking which was more transactional in nature. YLH I’m an accountant by qualification. I spent the early part of my career in an audit firms before switching as a financial analyst to an IT firm. My passion in business grew from there, and I decided then to into the sales and marketing department within the same organization. My boss initially refused to release me until I proactively found him a replacement. He had no more excuses. Since then, I’ve encountered truly diverse leaders and treasured their guidance all of which enriched my work experience. DDP When I commenced teaching, my sole goal was to help students to love Mathematics and to reach their mathematical potential. It was not until I was asked to help design and teach into a new Master Degree Program in the Education School at Bond University in Australia, that I
realised I could have a greater impact on a greater number of students by moving into leadership positions. AL My first job was in sales for a ‘Fast Moving Consumer Goods’ business. It was a job I got it straight out of University, with the view that I would work there while I decided what I really wanted to do. I came from an educational background where we were very focused on the professions (eg medicine, law) as careers and I didn’t know much about commercial or business opportunities. In that first job I was introduced to the marketing staff at the company. They would come and brief the sales team on the marketing plan and the ways it played into business performance. It was that time that a) I worked out that I wanted to be a CEO and b) that a very good path to becoming a CEO was through marketing. So, I decided I wanted to be a marketer, and the rest as they say is history. Q What is your leadership style? TO I believe in doing my best and expect the same from my team. In order to demonstrate this, my leadership style has been to lead by example and ensure that I am fully committed and dedicated to achieving the tasks at hand, but at the same time also being there by motivating and supporting my team on a personal level in ensuring that not only are the business needs met but also their individual career aspirations. Or what kind of leader are you? I believe in being the best you can be and will always encourage my team to strive on. Most importantly, I work with them in identifying their respective
FEATURE I George Bernard Shaw said “The reasonable man adapts himself to the world: the unreasonable one persists in trying to adapt the world to himself. Therefore all progress depends on the unreasonable man.” The turnaround of Lynas was definitely an unreasonable job and Amanda is very much the unreasonable woman. Courage, passion, energy, clarity of thinking, attention to detail, unrelenting persistence combined with lots of laughter and a real compassion for people.” I read that thought if I am able to bring even half of these qualities mentioned to work every day, I would be very pleased. As a leader, my primary task is to ensure that everyone who works in the company is able to do their best work every day. I think there are some key ingredients to this. 1.
Tracy Ong (TO)
Chief Representative, Australia and New Zealand Banking Group Limited
strengths and leveraging on that. I believe that everyone has the potential to succeed as long as there is the right commitment and support. YLH My leadership style has changed overtime. I’ve transformed from top down directions some 2 decades ago to a democratic style. This is important as a leader, to demonstrate adaptability with openness due to change in the social behaviour of the new world. And I believe there are more mind blowing transformation to come in next 1 decade, like interaction with robots and collaborating with AI.
DDP I am often asked this question and it is very hard to categorise my personal leadership style. It is what it needs to be at the specific time on a specific day given a specific situation. That being said, I always like to be connected and consultative as well as accessible to stakeholders. I respect and welcome divergent thinking and ask only that the objectives of everyone’s actions are ultimately for the improvement of student outcomes and wellbeing. AL That is an interesting question. This is how one of my direct reports described my leadership style:
It is essential to clearly communicate what I am asking expecting people to do. When they do, they will bring their best effort to the job every day.
2. It is essential that I engage directly with my people, not just with the senior team. Particularly when doing difficult turnarounds or implementing major change, as it is essential that my people trust me. So, I dedicate a lot of time to staff engagement activities. 3.
Ensuring people are able to perform well also requires an understanding that they are people i.e. they have whole lives and we are only part of that. This is just about being human and showing some empathy.
Finally, I really like to make the work place a fun and enjoyable place. Everyone feels happier when they efforts are meaningful. My view is that life is too short to spend it being grumpy, so I try to have fun when I go to work every day.
I FEATURE Q What are the most pressing issues or challenges you face as a leader? TO Making hard decisions which may lead to change and disruption in the team but are necessary for the organization. In today’s volatile and unpredictable world, change is the new norm and it’s more important than ever to be adaptable and agile in order to manage change. However as a leader, I strive towards ensuring that my team understands the rationale behind those decisions and work towards mitigating any negative impact to them, where possible. YLH Time. While I am career woman, I am also a mother, wife, daughter and friend. It’s a constant balancing act of prioritization and delegation, in order to devote time to different roles while it is also important to keep myself healthy as the core of my personal eco system. DDB Having the right people in the right job with the right resources available to them at the right time can sometimes be challenging. Teaching is all about people and how they interact. If you have the right people in the right job with the right resources at the right time, then this is a recipe for a productive, effective and harmonious school community. AL I don’t see there being a single most pressing issue or challenge. Every day is an interesting day for me. I love my job because I get to interact with interesting people, and I have intellectual challenges associated with running the business. Each day presents me with a new opportunity to do things better or differently from before. Q What do you think about the issue of women and leadership in your career? TO I have been very fortunate to have worked with inspiring leaders,
Yuni Lee Heathcote (YLH)
Country Director, Telstra Global Sdn Bhd
both men and women, who have been strong role models for me throughout my career. I do not see why women should be viewed as any less capable of being leaders when compared to men and neither do I see a need for women to be accorded special privileges just for being female. What is key is that women leaders out there need to see themselves as equals to members of the opposite sex. It should not be viewed as a disadvantage or an advantage. YLH Telecommunication is an industry generally dominated by men. Therefore, extra effort needs
to focus into providing better opportunity for women to equally excel on their own field. DDP Throughout my career, at times I have experienced gender bias and inequality and I have been disappointed when in interview feedback I have been told that the Board “felt more comfortable with” a male leader as opposed to a female leader. There are generally two ways to look at these situations. You can be affronted and dwell on the inequity or you can lead by getting on with the job, leading by example and by making a difference to your community. I prefer to take the latter
FEATURE I approach and have been fortunate enough to come across School communities that value the special expertise that a woman can bring to significant leadership roles such as that of Principal of a school. AL My experience when I first joined Lynas was that it mirrored the experiences I have had in businesses all over the world. When you look at your staff, you will almost always find all women are under-employed for the task compared to their qualifications or capabilities. After many years working in the business world, across a number of jurisdictions the issue of women being underemployed or underrepresented in leadership roles, remains. When you look at entry level jobs at most places you will get roughly a 50-50 split men to women. By the time you get to senior executive roles in Australia, only 5% of top ASX companies are run by women. We continue to lag in this area and this is not good for business. Diversity is a good thing and when I talk about diversity – which is particularly relevant in Malaysia, where we have a very diverse population – it is not just about gender diversity, it is also about age, ethnicity and experience. Ever since I have been in a leadership role, I have sought to increase the diversity in my team and across the workforce. For example, here in Malaysia each year at Lynas we hold an international women’s day lunch each year. In the first year we had 52 female employees, which was 10% of the Lynas workforce. In the second year it increased to 53 and I committed to the women in the organisation that we would improve on that. I am very proud to say that when we had our international women’s day this year, our third, we had 92 women in our workforce. Importantly, we have gone from six female managers to 14 and 10 to 48 women in operations. This is one of the most important statistics, because if we want women in senior executive roles in another 10 or 15 years, then we need them working in our operational units today, because CEO’s come from the operating
units in the business. We did that by actively sponsoring women into new roles and supporting them in those roles, we also implemented a new maternity program.
in the ways the organisation “thinks” and “responds” to the challenges of a contemporary, dynamic and uncertain future.
All of these aspects have improved not just the career progression of the women who already work for Lynas but has made us an attractive employer to women who are not yet working for us.
AL In my experience really good leadership has four parts. The first, is that you need the right skills – in business, as in sport, you need the right skills for the game you are playing. It is no use being able to run fast with no hand eye co-ordination if you are playing golf! Having the right skills provides the base for legitimate, earned respect. At the start, if you don’t know your business you need to take the time to learn it. As a leader people need to be confident in you to be making the right decisions. And good decisions are based upon sound knowledge of the business and the issues with which you face.
Q People often wonder about the differences between how men and women lead. What are your opinions on that? TO Yes I agree that styles may vary but women are no less capable. It’s just the feminine instinct in women which sometimes take us down a different path which may differ from the men but we reach the same results if not better at times. YLH The difference lies in social perception that men are more strategic whilst women are more operational. In today’s educational systems, all men and women are given the equal opportunity to acquire those skills. Therefore they have the same platform and capabilities. The only difference is on the nature of gender whereby men can’t do multi tasked jobs as well as women. That’s a fact. DDB It is clear that men and women were not created equally in all ways. Men and women commonly have some similar and some different strengths that they can bring to a role. While the role of the leader is significant, it is the role of the team that the leader leads, that is equally significant. In my experience, women are more likely to allow others to flourish and to experience the personal recognition of their achievements, whereas men tend to be more competitive and are often looking for ways to sure up their own position. Of course, these are generalisations and I believe that a strong high-performing team benefits from the skills of both genders. By working towards diversity in your teams, you can have the benefit of increased creativity and innovation
The second is that you have to work hard – I see in some television shows, business activity is depicted as all very easy and something that is completed in between long lunches. That’s not the way it is and I work hard every single day. The third is one of the most important for a good leader, you must effectively engage with people – no matter how hard I work, it is not as valuable as getting every person in the organisation to do their best work every day. By making sure that everyone knows how they can contribute to the success of the company and what is important to the business. My experience is that people will always give you their very best when they know what you want them to do. The fourth and final aspect, is that it is really important to have fun. This doesn’t mean that you are telling jokes. Having fun for most people in the workplace means achieving things. It’s like being in a soccer team – it is no fun when you are losing, but it is a lot of fun if you are winning. So we spend a lot of time showing our staff what winning looks like and celebrating when we win. My experience is that good female and male leaders do this. It’s not a case that women are caring and nurturing and men are tough and good at making decisions, the really good male leaders that I have worked
I FEATURE with understand about engaging with the people who work for them and they understand the importance of working hard, as do the female leaders I know. The benchmark for great leadership is the same if you are male or female. Q What are the strategies that can help women achieve a more prominent role in their organisations? TO Women are generally more hard working and loyal. We tend to accept what is given to us and make the best out of it. We seldom articulate our needs and aspiration, unless we are asked to, for example during performance appraisal. For women
Dr Deborah Priest (DDP)
to achieve a more prominent role, we need to start being clear on what our aspirations are and articulate them to those who can help us along the journey. It’s equally important to be proactive about ensuring we get the support required to achieve our goals. YLH Women need to be bold and forward to ask for the challenging jobs. Set aside women’s mentality of self-blaming for all things that went wrong. Capitalise on our strengths in multitasking. Women are highly capable! DDB In my view, women need opportunities to lead and to
Principal, Australian International School Malaysia
experience success. They should be encouraged to report these successes to their communities as well; not with the focus on only them receiving broad recognition for the success, but also to build consumer confidence in an organisation and to role model excellent practice to colleagues. Women should be encouraged to lead from the front, the sides, the back - all at the same time and sometimes at different times. She needs to know when to step forward and when to allow someone else to step forward and when to “push” others to the front to lead. One other important point of advice that I have for women is to watch and learn how other leaders lead and then craft the type of leader you want to become and find a great female mentor. A strong female mentor can provide confidence, alternate viewpoints and can provide strategies for success that will steer an upcoming female leader into a positive leadership future. Upcoming female leaders need to craft their own authentic and believable leadership styles. If that style is a great match for their chosen industry and employer, then they are bound to be successful; if not, then their mentor can help steer them in a different direction or encourage them to persevere. One final comment on this topic is around the utopic work/life balance that we all seek but never quite manage to achieve. Many years ago, a well-known former female Premier of Queensland made a startling, yet so obvious, statement during a presentation to a room full of aspiring women leaders. She told the audience that there is no true work/ life balance and that as soon as she accepted that, she felt a huge weight lifted from her shoulders. As an alternative, she proposed that women avoid burnout, self-judgement and guilt by being excellent managers of time and by scheduling enough time to eat, sleep and have fun. As a leader, female or male, people depend on us to be in the best health we can be so we owe it to them to look after ourselves and to sleep, eat and have fun in the right quantities so that we still feel joy in waking up each day and heading off to work.
FEATURE I AL Simply put, the best advice I could offer is to be very certain that you’re adding value to the organisation. Another piece of advice would be to get a mentor. As a senior female, I also do a lot of formal and informal mentoring. But I often say to my female mentees find yourself a male mentor. But by far the most valuable asset a young woman can have, is a male sponsor. The difference is, sponsors act, where mentors advise. You need somebody who’s going to sit at the executive table and say, “You know, Amanda is doing really good work, we should give her an opportunity to do more.” Q What in your opinion is the importance of fostering relations between Malaysia and Australia? How do these two countries complement each other in terms of their economy and business? TO How do these two countries complement each other in terms of their economy and business? Malaysia and Australia have been enjoying good and strong economic ties, being the top trading partners for each other. Both countries are similar in many ways and this will create great opportunities in many areas. For example both countries have strong agriculture and food based industries, creating opportunities for further import and export related industries. Malaysia is also of the same time zone with Western Australia and just two hours difference with other parts of Australia. As for the differences between the two countries, in terms of work culture and talent, this gives both countries the excellent opportunity to synergise and leverage each other’s strengths.
business collaborations. It is also very strategic that Australia and Malaysia are part of the Asia region and can support each other to grow where Asia is the next growth engine to the world, sadly less on US and Europe.
YLH Australia’s advances in technology, banking and finance, education, agricultural & mining to name a few fields, are commendable. So benefits for Malaysia by tapping into these areas of expertise to increase its knowledge base for our national workforce is key opportunity. This enables both countries to have greater exchanges that creates more
DDP After having now spent almost three years working in Malaysia, I can see the enormous potential for a strong and bipartisan relationship between Malaysia and Australia. Malaysia can offer Australia an economically profitable gateway into the South-east Asian markets and, for Australian businesses, Malaysia can be a great hub to springboard into
Amanda Lacaze (AL)
Chief Executive Officer, Lynas Corporation Ltd
international trade in professional and commercial services to the powerhouse countries of India and China. As Malaysia moves to further develop its internal systems, reputation and improve the education standards of its universities and schools, Australia is ideally placed to provide the expertise and technology to support this important endeavour. The two-way trade of resources and education, through further development of the Colombo Plan, will ensure greater understanding between two important neighbours in this region.
I FEATURE AL I have been working and living in Malaysia for nearly 3 years and I experienced very little, if any, ‘culture shock’ from my move here. There are some things that are the same, we are both Commonwealth countries and our legal systems originated with the British system. That underlying rule of law and the secular nature of the society meant that it wasn’t difficult to adjust. Australians and Malaysians have a lot in common in terms of desires, lifestyle and aspirations in life. Both countries place a high value on education, our children’s happiness and the opportunity to make their lives better. You can see people in Malaysia working very hard to make sure their children are educated and are able to improve their living standard in the next generation. It is important that Malaysians and Australians can work together effectively. Both countries are thinking about the types of partnerships that will allow us to be successful in business. For Australia, being successful in the ‘Asian Century’ is important and there are some other Asian cultures that are more difficult for Australians to understand immediately. However, by continuing to build these business relationships in Malaysia it can provide Australians with a strong launch pad into the Asian economy.
INSPIRATIONAL QUOTES ON WOMEN LEADERS “CALM leadership manifests great Passion & Inspiration - A leader who takes criticism Constructively, who never make Assumption, embraces lifelong Learning and who would lead by example Management.” Rose Yong Country Manager, Meat & Livestock Australia
“Women bonds family and community. Empower a women and she can creates empire to the business world.” Yuni Lee Heathcote Country Director, Telstra Global Sdn Bhd
“The ‘X-factor’ that makes the difference between an outstanding and an ordinary leader is emotional intelligence. To be successful, women don’t need to emulate masculine styles of leadership because they were blessed with the gift of well-developed emotional intelligence.” Dr Deborah Priest Principal, Australian International School Malaysia
“The benchmark for great leadership is the same if you are female or male, it is about understanding your business and your people, putting in the hard work and making sure you enjoy every day.” Amanda Lacaze Chief Executive Officer, Lynas Corporation Ltd
“To remain effective and relevant, a leader needs to evolve with time, to re-learn what we know or think we know, re-frame our thoughts to gain fresh perspective and re-balance our priorities to make room for more important things as we journey in our work and personal life cycle.” Tracy Ong Chief Representative, Australia and New Zealand Banking Group Limited
“Life is full of options and happiness can only be created by yourself no matter what obstacles you face in your journey for success.” Rafeah Ariffin Senior General Manager, Group International Marketing and Strategic Communications, KPJ Healthcare Berhad
“Always inspire others, share your experience and always have empathy to understand others.” Sarimah Saribudin Former CEO, Malaysian Furniture Promotion Council
“Everyone around us is a teacher. Embrace the opportunities to learn from everyone and everything that walks through your life and stay humble.” Celia Yeo Education Services Director, Victorian State Government Office
Australian business has a new body for engaging in ASEAN
The Australia-ASEAN Chamber of Commerce (AustCham ASEAN) was officially launched by the Australian Prime Minister, the Hon Malcolm Turnbull MP, at the AustCham Singapore event on Saturday June 3. ASEAN is the 6th largest economy in the world and the 2nd largest Foreign Direct Investment (FDI) recipient. With a proud history of engagement with ASEAN, Australia recognises the importance of the ASEAN community and its role in facilitating trade and diplomatic relationships. ASEAN is one of Australiaâ&#x20AC;&#x2122;s leading trade partners and Australian distributers of goods and services have a deep engagement with the region. The challenge before us is how do we deepen these existing trade and economic relationships? The survey of Australian firms conducted last year by the Australian chambers and business councils in ASEAN provided some clues. Over half of Australian businesses surveyed indicated that regional integration was one of the key reasons for them to trade and invest in ASEAN â&#x20AC;&#x201C; this was the second most important driver after the growing consuming class. However, the survey
TRADE I also indicated a number of gaps currently inhibiting the operations of Australian firms in the region. Survey respondents indicated a range of challenges they encounter in doing business in ASEAN, from non-tariff measures to infrastructure bottlenecks to restrictions on service offerings. In addition, more than half of Australian firms surveyed indicated that they wanted more information to properly understand what ASEAN regional integration could mean for their business. Three of your board members, Fraser Thompson (inaugural President of AustCham ASEAN), Annette Tilbrook (inaugural Hon Secretary) and John Dick (inaugural Hon Treasurer) garnered support with the regional chambers and from the Registrar of Societies to establish the organisation as a registered society in Singapore with the following foundation members: • Indonesia - Indonesia Australia Business Council, • Lao PDR - The Australia Chamber of Commerce Lao PDR, • Malaysia - Malaysia-Australia Business Council, • Philippines - The Australia-New Zealand Chamber of Commerce (Philippines) Inc, • Singapore - Australian Chamber of Commerce, Singapore , • Thailand - Australian-Thai Chamber of Commerce, • Vietnam - The Australian Chamber of Commerce in Vietnam It is expected that organisations from the remaining three ASEAN countries will join shortly.
AustCham ASEAN will focus on three main activities: 1. Informing Australian business on regional integration developments and the business landscape with a particular focus on an annual business survey; 2. Explaining the contribution of Australian business to ASEAN markets; and 3. Advocating for policies, rules and regulations that support Australian business activities in ASEAN (including organising sector roundtables in key areas of interest for Australian business). Through active engagement with ASEAN bodies we have received official accreditation as an ASEAN Plus 1 Business Council by the ASEAN Business Advisory Council (ABAC). In addition, with Australian government support through an Australia ASEAN Council grant of A$50,000, an annual survey of Australian businesses operating in ASEAN will be conducted by AustCham ASEAN in the lead up to the Australia ASEAN Special Summit in Sydney, March 2018. The Australia ASEAN Special Summit will include the Australian Prime Minister and the Heads of State from each of the ASEAN Member States, plus a range of CEOs and SMEs from across the region. AustCham ASEAN will be co-hosting an ASEAN Business Advisory Council meeting immediately prior to the event and is actively engaged in supporting the Summit. For Australian companies who are interested in becoming involved in AustCham ASEAN activities, please reach out to the AustCham Singapore team.
MYXpats Centre Following its launch in June 2015, the Malaysia Expatriate Talent Service Centre (MYXpats Centre) located in the Klang Valley brings together multiple resources in one location to improve efficiency and delivery of services to employers and expatriates. A joint initiative between Talent Corporation Malaysia (TalentCorp) and the Immigration Department of Malaysia, overseen by the Ministry of Home Affairs, the MYXpats Centre is part of the enhancement of immigration services by the Government of Malaysia, which started with the Expatriate Services Division (ESD) in 2014. Through the MYXpats Centre, companies already registered with the Expatriate Service Division (ESD) can apply for relevant passes for their expatriate employees, seek assistance during the document submission process, and collect endorsed immigration passes. The MYXpats Centre is fully equipped as a one-stop centre that enables expatriate applicants to deal with immigration matters without having to go to different divisions to obtain different permits or passes. Among the services offered are the processing of the Employment Pass, the Residence Pass-Talent, the Professional Visit Pass, the Dependant Pass, the LongTerm Social Visit Pass, and the Social Visit (Temporary Employment) - Foreign Maid Pass. Effective 1st September 2017, the Expatriate Service Department will implement the reclassification of Employment Pass (EP) Category I, II, and III, as follows; • EP Category I (Expatriate): Applicants are required to have a minimum basic salary of RM10,000/month (previously RM5,000/month). Passes can be applied for a validity period of up to five years. • EP Category II (Expatriate): Applicants are required to have a minimum basic salary range of RM5,000 to RM9,999/ month (previously RM5,000/month). Passes can be applied for a validity period of up to two years. • EP Category III (Knowledge/Skilled): Applicants are required to have a minimum basic salary range of RM3,000 to RM4,999/month (previously RM2,500 to RM4,999/month). Passes can be applied for a validity period of up to 12 months, and can only be renewed up to two times. Company representatives are advised that final decisions on approval for all Employment Pass applications (all categories) will continue to be at the discretion of the Immigration Department of Malaysia. For more information on the MYXpat Centre, visit the ESD portal at: http://esd.imi.gov.my. For further enquiries, please email MYXpats Helpdesk at email@example.com.
Growing Google in Malaysia By Sajith Sivanandan
Managing Director of Malaysia, Vietnam, Philippines and New Emerging Markets at Google
At the common area of Google Malaysia’s ‘Gerai Gugel’ cafeteria, Sajith Sivanandan stands casual as he speaks to a group of enthusiastic university students. Paying homage to Malaysian culture, the cushioned seats are clad with traditional batik patterns in Google’s staple colours. Behind Sajith runs the backdrop of a large TV screen with a feed that displays the week’s top trending Google searches in Malaysia. The students are from Australian and New Zealand universities, home for their semester break, and attending TalentCorp’s Semester Break Programme. Eager to speak to the man from the world’s most valuable brand in 2016, the Q & A session picks up as the highlight of the event. As the Managing Director of Google Malaysia, Vietnam, Philippines and New Emerging Markets, Sajith is no stranger to sessions like these. He has travelled and worked across Southeast Asia, meeting and speaking with professionals from all levels.
small handful of people on the team. “Today we have a fully-fledged staff and office,” he says. “We’re fully invested.”
“You have got great infrastructure, is online first, relatively affluent, has great quality of living, and has much promise ahead of it.” he said. “For all of those reasons, it’s a great place to be.”
A Digitally Connected Country Sajith also spoke on Malaysia’s digital growth especially in mobile, saying that today, 65% of YouTube watch time in Malaysia is done through mobile devices. In comparison, 6 years ago, the mobile views were next to nothing. “I’d say 80% of the Malaysian people are probably online. So, it’s critical that we are in the market serving our partners,”, he says, going on to explain that the Google Malaysia branch serves as a business office, focused on educating businesses on how to connect to their customers through Google’s expansive offerings. Sajith is excited about the prospects Malaysia has in store.
ABOUT THIS INITIATIVE Sajith Sivanandan is the Managing Director of Malaysia, Vietnam, Philippines and New Emerging Markets at Google. He has been living and working in Malaysia for 6 years now, and is a Residence Pass-Talent (RP-T) holder. The RP-T offers expatriates the ability to work and live in Malaysia for up to 10 years. It also provides flexibility in employment and is extended to spouses and children (below 18 years of age). Connect with us at https:// rpt.talentcorp.com.my / or call us at +603 8892 3939 to find out more.
Malaysia as A Second Home In 2011, Sajith moved to Malaysia with his wife and two sons to start up the Google Malaysia office. At that time, the boys were just 3 years old and 7 months old, hopping over the causeway from his previous stint as the Head of Sales for Travel in Google Singapore. “Malaysia is a large part of their childhood and they very much love it here,” Sajith said, when we caught up with him after his session with the youths. “We’ve seen many parts, though not all parts of Malaysia, and we love what we’ve seen.” Having lived and worked in Malaysia for 6 years, Sajith has watched Malaysia mature and thrive through its recent years of transformative drive. When Google made the investment for its Malaysia branch, there was only a
I TAX ECONOMY
TAX IMPLICATIONS UNDER THE NEW WITHHOLDING TAX REGIME Ng Ah Bah
Tax Executive Director, RSM Tax Consultants (Malaysia) Sdn. Bhd.
Withholding Tax Pursuant To Recent Amendments The removal of withholding tax exemption on services rendered by non-residents outside Malaysia as well as the inclusion of payment for software in the definition of “royalty” which is subject to withholding tax have a major impact on the cross border businesses landscape in Malaysia. The amendments to Section 15 and Section 2(1) of the Malaysian Income Tax Act, 1967 (“the Act”) have come into effect after the Finance Act 2017 was gazetted on 16 January 2017. Royalty The most notable change in the royalty definition is that it has been widened to include payments for software. There has been a long debate between the non-resident software suppliers and the Inland Revenue Board of Malaysia (“IRBM”) on whether payments for the usage of software tantamount to royalty payments. With the new amendment, it appears that payments for software to non-resident software suppliers are subject to withholding tax at the rate of 10% [or a preferential rate accorded under the Double Taxation Agreement (“DTA”)]. This inclusion of payments for software in the royalty definition was to alleviate the uncertainties as such payments will now be subject to withholding tax. Instead, this has resulted in confusion as it appears to contradict the decision of both domestic and international tax cases. Further, the definition of royalty in most of the DTAs is not as wide as in the Act. In practice, if there is
a discrepancy on the definition of royalty between the DTA and the Act, DTA shall prevail. As such, the relevant DTAs should be studied to determine whether they give an avenue for the taxpayer to exclude “payments for software” as royalty payments.
deductibility of withholding tax borne on behalf of the non-residents. This is because the Malaysian Finance Act 2017 does not provide any exclusion provisions nor does it introduce any transitional measures to address the withholding tax implications that may arise under the existing agreements with non-residents that were entered into prior to 17 January 2017.
Technical Fees When Section 15A of the Act was first introduced, payment for services rendered outside Malaysia would be deemed to be derived from Malaysia and thus, such payment is taxable in Malaysia. Therefore, Section 4A(i) and (ii) income which is deemed to be derived from Malaysia under Section 15A of the Act will be subject to withholding tax regardless of whether the services were performed in Malaysia or outside Malaysia. However, the tax law was subsequently amended to provide that withholding tax is only applicable for services performed in Malaysia (effective from year 2002). With the removal of the proviso in Section 15A of the Act which distinguishes between services rendered in Malaysia or outside Malaysia (effective from 17 January 2017), withholding tax at the rate of 10% (or a preferential rate accorded under the DTA) has been re-imposed on Section 4A (i) and (ii) income (inclusive of technical fee) for services performed outside Malaysia. The above amendment may lead to a significant increase in the cost of doing business in Malaysia if the taxpayer is compelled to pay or absorb the withholding tax on top of the agreed fees as well as non-
Thus, it is advisable for multinational foreign companies that are involved in cross border transactions to review their inter-company charges (i.e. management fees, consultancy/ technical fees, etc.) to Malaysian related companies. As for the new agreements to be entered into with non-residents, this new amendment should be noted and properly addressed. Generally, DTAs have an Article on business profits which provides that the profits of an enterprise shall only be taxable in that country through a permanent establishment (“PE”) situated in that country. The Article on business profits in the DTAs also states that the Article on business profits should not apply to other Articles in the DTAs where income or profits are separately dealt with in another Article in the DTAs. For instance where DTAs that have a specific Article dealing with “Technical Fees” such as Singapore, Spain, Germany, United Kingdom and Hong Kong, it should be noted that payment for technical fees should be dealt with in the Article for technical fees and not in the Article on business profits in the DTAs.
â&#x20AC;&#x153;Technical feesâ&#x20AC;? are defined in most of the DTAs as a consideration for any services of a technical, managerial or consultancy in nature. It also states that technical fee shall be deemed to arise in a Contracting State where the payer is a resident of that State. The above commentary appears to be consistent with the Act which provides that withholding tax is applicable on payment for technical fees regardless of where the services were performed. However, in the case of the Government to Government agreement with Australia, the Australian non-resident would have a PE in Malaysia if it furnishes services (including consultancy services) in Malaysia through its employees or other personnel engaged by the Australian non-resident for more than 3 months within any 12-months period. If there is a PE, the payment for such services rendered by the Australian non-resident should be subject to withholding tax. In short, payment for services should not be subject to withholding tax if the Australian non-resident has no PE in Malaysia. This is on the basis that the DTA shall override the Act where there is a conflict between the DTAs and the Act. It is important that the relevant DTAs are consulted where there are payment for technical fees to nonresidents for services performed outside Malaysia.
Alice Smith-Chamber Brunch 13 March 2017 I Majestic Hotel Kuala Lumpur Partnership with the wider community has always been one of the priorities of the Alice Smith School. Following on from the success of last year’s business lunch, the Alice Smith-Chamber Brunch jointly organised in collaboration with the business chambers in Malaysia was a great success. Themed as Our Journey Through Time, our guest alumni, Martin Gilbert, Co-founder and Chief Executive Officer of Aberdeen Asset Management PLC and Mark Lankester, Chief Executive Officer, Real Estate and Partnerships, Tune Hotels Group were dynamic and entertaining speakers! The forum was moderated by BMCC Chairman, Andrew Sill, who is also the Managing Director, Country Head of Commercial Banking HSBC and Alice Smith Head of School, Roger Schultz. Shared Mark Lankester, who was at the Alice Smith School in the 1970s, “A British education is fantastically disciplined and concentrates on the right subjects. The level of communication that is infused to students is quite unique. Their understanding of current affairs allows them to be fairly globally conversant and have that awareness which is not offered by many other education systems around the world. Great attitude is also vital to move mountains and take on the world.” Added Martin Gilbert, “Don’t fear failure. How you deal with adversity is more important than how you deal with success. Better to try and fail, than never to try at all.” Alice Smith was also pleased to have the support of the Ministry of International Trade and Industry (MITI) and welcomed the Second Minister, YB Dato' Seri Ong Ka Chuan to deliver the opening remarks. After the forum, our exclusive partner Crown Relocations announced the winner of the “Guess the Story of Crown” competition. Funds raised from this competition were donated to UNICEF’s ‘school-in-a-box’ scheme that supports children in emergency situations. The success of this event would not have been possible without the support of the following business chambers – British Malaysian Chamber of Commerce, Malaysia Australia Business Council, Malaysia New Zealand Chamber of Commerce, Malaysian International Chamber of Commerce and Industry, MITI, the British High Commission, the New Zealand High Commission and Crown Relocations.
I MABC ACTIVITIES
Networking Evening & Talk on “Economic Outlook for 2017: Challenges & Opportunities” 19 January 2017 I InterContinental Hotel Kuala Lumpur Dr Yeah Kim Leng, Professor of Economics and Director of Economic Studies Program at Sunway University discussed the economic challenges and opportunities for year 2017. He also presented on the country’s current financial status and expected business trends as well as the national budget 2017 and the implementation of the 11th Malaysia Plan.
MABC and Drift Dining & Bar Present an Evening with a Western Australian Premium Winery - Rockcliffe 7 February 2017 I Drift Dining and Bar The MABC members and guests were treated to a rare experience of wine tasting from Australia’s Premium Winery, Rockcliffe on the 7 February 2017. A selection of Australia’s top quality wines were served including the Quarram Rocks Semillion Sauvignon Blanc, Third Reef Riesling, Single Site Pinot Noir, Third Reef Cabernet Sauvignon and Quarram Rocks Shiraz Cabernet.
Networking Evening & Talk on “Better Understanding of Expatriate Passes & Update on Immigration Matters” 23 February 2017 I Kuala Lumpur Convention Centre The talk on “Better Understanding of Expatriate Passes & Update on Immigration Matters” was presented by Mr Siva Kumeren, the General Manager of the Malaysia Expatriate Talent Service Centre (MYXpats Centre). He briefed the members on the latest Employment Pass requirements and TalentCorp’s current programmes for eligible migrant interested to work in Malaysia. The talk was very informative and interactive as various issues on employment passes and other immigration matters were discussed. The session ended with a lively business networking session. MABC would like to thank the Kuala Lumpur Convention Centre for the sponsor and support of this event.
MABC ACTIVITIES I
Industry Forum on Taxation, Banking & Finance Issues 28 February 2017 I Australian High Commission An Industry Forum was held to discuss on issues related to Taxation, Banking and Finance. The event was attended by 31 members and guests of the MABC. It was a useful forum for the participants as many issues and suggestions/ clarifications were discussed by the participants to further improve the current taxation and banking processes.
Inter-Chamber Networking Evening at the ALYA WTA Malaysian Open 2017 28 February 2017 I International Gallery, TPC Kuala Lumpur The MABC was one of the Chambers participating in the Inter â&#x20AC;&#x201C; Chamber Networking that was held at the world class ALYA WTA Malaysia Open 2017 on the 28 February 2017. Members of the MABC and other business councils had an enjoyable time watching the live matches of world class womenâ&#x20AC;&#x2122;s tennis at the Centre Court while enjoying the cocktail and canapes.
Commonwealth Speaker Series VIP Luncheon with Governor of Queensland 20 March 2017 I DoubleTree Hilton Kuala Lumpur The Commonwealth Speaker Series VIP Luncheon with The Honourable Paul de Jersey, Governor of Queensland was attended by 24 members and guests of the business council. The Honourable Paul de Jersey gave a presentation on the 2018 Commonwealth Games that will be held in Gold Coast, Queensland in April 2018. The 2018 Commonwealth Games will function as a catalyst to increase the business and investment opportunities in both Malaysia and Australia.
I MABC ACTIVITIES
MABC Visits MASkargo and MAB Engineering & Maintenance 22 March 2017 I KLIA Sepang
24 members of MABC joined the visit. The visit started with a tour of the MASkargo warehouse and explanation on the systematic process of import and export operations including cargo handover, stringent security system and the advanced cargo facility. The members also got to visit the 6-Star Animal Hotel located at the same premise. After lunch, the members went over to the MAB Engineering and Maintenance facility into hangar 5 and hangar 6 whereby the members got the opportunity to go up the Airbus A380 and Boeing 737’s cockpit. It was an eye opening experience to learn the intricate procedures required in the maintenance process of an aircraft.
Networking Dinner at Southern Rock Seafood 30 March 2017 I Southern Rock Seafood
Industry Forum on Human Capital, HR and Immigration 11 April 2017 I Australia High Commission An industry forum was held to discuss issues on human capital, HR and Immigration faced by the MABC members. The forum was a great platform to discuss and listen to other members’ experiences and advice.
MABC ACTIVITIES I
Panel Discussion & Networking on “New Impulses in Malaysian & Australian Tax Scene” 20 April 2017 I Traders Hotel Kuala Lumpur The panellists included: · Mr Aris Zafiriou, Deputy Commissioner of Taxation, Australian Taxation Office · Ms Carmen McElwain, Partner, MinterEllison · Mr Daniel Slater, Senior Associate, MinterEllison · Mr S. Saravana Kumar, Partner, Lee Hishammudin Allen & Gledhill The session was moderated by Datuk D.P. Naban, Senior Partner, Lee Hishammudin Allen & Gledhill. An interactive Q&A session took place after the panellist’s presentations. The event ended with a lively two hours networking session at SkyBar.
2017 ANZAC Day Golf Tournament 25 April 2017 I Sultan Abdul Aziz Shah Golf and Country Club 26 golfers from MABC, MNZCC and MANZA participated in the ANZAC Day Golf Tournament. Winners: ANZAC Cup Richard Tankersley and John Preston Rum Cup Bruce Howe and Nic Chambers Sherry Cup Amanda Howe and Dr Rohini Kamalanathan Nearest to Pin Rodney Bridger Longest Drive Ben Ringrose MABC would like to thank Lendlease for its support and sponsorship of the event.
I MABC ACTIVITIES
Networking Evening & Talk on “The Importance of Personal Branding in Entrepreneurship” 27 April 2017 I Hilton, Kuala Lumpur The talk on “The Importance of Personal Branding Entrepreneurship” was presented by Datin Winnie Loo, Founder, A Cut Above Group of Salons Malaysia. Datin Winnie shared with the participants her journey to success and the importance of personal branding in the business world. The session ended with a business networking between the two members of the business associations. The MABC would like to thank the Hilton Kuala Lumpur for their support and sponsorship.
VIP Luncheon with Dato’ Sri Idris Jala, CEO of PEMANDU 23 May 2017 | Pullman Kuala Lumpur City Centre Hotel & Residences About 80 MABC members and guests attended the luncheon with Dato’ Sri Idris Jala. It was a very informative and inspiring session whereby Dato’ Sri shared with the audience the secrets of transformational leadership and Malaysia’s transformational plan.
Networking Evening & Talk on “Update on Goods and Services Tax (GST) and Issues Related to Import and Export” 25 May 2017 I Pullman Kuala Lumpur City Centre Hotel & Residences
Mr Mohammad Sabri, the Senior Assistant Director, Customs GST Special Unit from the Royal Malaysian Customs Department updated the participants on the latest amendments to the GST legislation and the common issues faced by companies in dealing with GST. This was followed by a lively business networking session. MABC would like to thank the Pullman Kuala Lumpur City Centre Hotel & Residences for their support and hospitality.
MABC ACTIVITIES I
MABC 32nd Annual General Meeting 29 June 2017 I Australian High Commission The Malaysia Australia Business Council (MABC) hosted their 32nd Annual General Meeting on Thursday, 29 June 2017 at the Australian High Commission. The evening was a success, with 75 members and guests in attendance. All of the resolutions were passed Mr Leigh Howard in his Chairman’s statement, said “The MABC is strong and will grow to be stronger as it is a multifaceted organisation with everyone making a contribution towards a common goal”. Mr Howard also highlighted on the following: - Strong Australia-Malaysia relationship - MABC’s strong relationship with Australia and Malaysia governments -
Expanded event programmes including events organised in conjunction with the 30th anniversary celebration
- Significant growth in membership numbers The MABC is pleased to announce that Mr Leigh Howard, will continue to serve as the Chairman of the MABC for one more year, with the assistance of his two Vice Chairman, Dato’ Peter Tan and Dato’ Robert Teo.
MABC & La Cámara Site Visit & Networking Lunch at Roca Malaysia 5 July 2017 I Roca Malaysia Sdn Bhd 21 MABC members and 5 La Camara members joined the visit. The session started with a briefing by Dr Anura Gaspe, Factory Manager on the history of Roca Malaysia and production process. This was followed by a tour of the factory and further elaboration of how sanitary wares are made. The visit ended with a great networking lunch session.
Malaysia I MEMBERS NEWS
sia Shearn Delamore & Co has been awarded The Malaysia Law Firm of the Year 2017 award at the Chambers Asia-Pacific Awards 2017 held on 24th March 2017 in Singapore. This is the fourth time we have received this award since its inception in 2010. This recognition is a tribute to the Firm’s notable achievements over the past 12 months. Chambers & Partners is credited as one of the world’s most respected legal publications. Its ranking process, based on extensive research, involves detailed surveys that include interviews with clients and other lawyers practising in the country and region. We are honoured to receive this award and we thank our clients, peers, and business partners for their support which have enabled us to achieve this milestone.
We are delighted to announce that Shearn Delamore & Co has been awarded The Malaysia Law Firm of the Year 2017 award at the Chambers Asia-Pacific Awards 2017 held on 24th March 2017 in Singapore. This is the fourth time we have received this award since its inception in 2010.
DB Schenker in Malaysia expands its contract logistics footprint in Port ofPartners Tanjung Pelepas, Southern Malaysia ed to announce that is Shearn Delamore & the Co world’s has been awarded The legal Malaysia Law & credited as one of most respected publications. Its ranking process, This recognition is a tribute to the Firm’s notable achievements over the past 12 months. Chambers
ear 2017 based award on at the Chambers Asia-Pacific 2017 held that on 24th March 2017 with clients and other extensive research, involvesAwards detailed surveys include interviews
DB Schenker in is planning its award fifth facility named Johor Logistics Centre (JLC7) in the Port of Tanjung Pelepas, his is thelawyers fourth time weMalaysia have received this since its inception in 2010. practising in the country and region.
Southern Johor. This facility will provide warehousing, distribution and value-added services. Construction has commenced in Q2 2017 and completion is expected in Q2 2018.
n is a tribute to Firm’s notable achievements the past 12 The state-of-the art logistics center withaward featureover a built-up space ofmonths. 224,000 square and a total storage capacity We arethe honoured to receive this and we thank our clients,Chambers peers,feet and business partners for of 27,000 pallet positions, plus a 9,500 square feet office space. This facility will provide temperature-controlled and ambient
redited as onesupport world’s mostenabled publications. Its ranking process, their have uscustomers. tolegal achieve this milestone. areas to of suitthe thewhich requirements ofrespected different
nsive research, involves detailed surveys that include interviews with clients and other
The facility is located in PTP Free Trade Zone, Southern Johor with excellent multi-modal linkages: 38km/50 minutes to
of Singapore Authority (PSA); direct access to Senai International Airport Johor Bahru; 62km/65 minutes to Changi ing in thePort country and region. International Airport of Singapore – and to the land side of the free zone allowing access to the major sea ports where the confluence of main shipping trade-lanes are.
ed to receive this award and wewith thank our clients, peers, business Services offered combined the optimal location of the and facility will enablepartners a smoothfor and accelerated flow of sea-to-air and air-to-sea cargo transportation, as well as cross-border trucking, thus facilitating our customers’ goods movement in
hich havetheir enabled us to achieve this milestone. global supply chain.
KUALA LUMPUR OFFICE 7th Floor Wisma Hamzah – Kwong Hing No.1, Leboh Ampang 50100 Kuala Lumpur, Malaysia Tel 603 2027 2727 Fax 603 2078 5625 E-mail firstname.lastname@example.org
Kwong Hing ang pur, Malaysia 727 625 30
• New expansion of
Website www.shearndelamore.com 224,000 square feet • Future Free Trade hub
NEW MEMBERS I AirAsia X Group AirAsia X is the long-haul, low-cost affiliate carrier of the AirAsia Group that serves 24 destinations across Asia, Australia, New Zealand, the Middle East and the United States. AirAsia X operates a core fleet of 30 A330-300s with a seat configuration of 12 Premium Flatbeds and 365 economy seats. The airline has carried over 19 million guests since commencing operations in 2007. AirAsia X was awarded the World’s Best Low-Cost Airline Premium Cabin and Best Low-Cost Airline Premium Seat at the annual Skytrax World Airline Awards for five consecutive years from 2013 to 2017.
Asima Architects Asima Architects Sdn Bhd is an architectural, planning and interior design firm, incorporated in Malaysia. Asima Architects are committed to delivering products that meet and exceed our Client’s expectations. Our design approach and eventual results reflect our understanding of our Client’s needs, the programmatic requirements, and the constraints of the site. The diversity of skills and experience of our staff is core in achieving our commitment. We draw upon our experience in working on past projects that include new townships, mixed development, landscaped parks, Data Center to offer planning services are provided from design concept to implementation. By applying sound planning principles, we constantly strive to maximise the value of land and provide optimum solutions that address the cultural and geographical context.
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As a leading global resources company, BHP’s purpose is to create long-term shareholder value through the discovery, acquisition, development marketing of natural resources. We are among the world’s top producers of major commodities including iron ore, BHP White Logo bhp_wht_4cp_rev.ai bhp_wht_rgb_rev.ai metallurgical coal, copper and uranium. We also have substantial interests in oil, gas and energy coal. We have global footprint bhp_wht_rgb_rev.png with 12 core operated assets and our success is underpinned by the 65,000 employees and contractors that work at BHP. Global Asset Services (GAS) is BHP’s in-house, fit-for-purpose shared services model. The work undertaken by teams within GAS includes Human Resources (HR), Finance and Supply. GAS also supports the Maintenance Centres of Excellence and is home to the SAP Competency Centre for Technology. BHP’s GAS centre in Kuala Lumpur, Malaysia has been operational since 2009.
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Central Equity Asia Pte Ltd Since incorporation in 1987, Central Equity has sold thousands of homes and apartments in Melbourne’s inner city and in popular Melbourne suburbs. Utilising Australia’s leading construction companies and quality control personnel, the entire development process is overseen by an in-house team of qualified designers, builders and architects. Central Equity is committed to a quality assurance program that demands high standards from its suppliers. Central Equity’s success can be attributed to hundreds of committed staff members who continue our company’s long and proud culture of providing quality products and outstanding customer service.
Federation University Australia Federation University Australia (FedUni) is one of the nation’s leading regional universities. With a reputation for relevance and excellence, FedUni has a strong tradition of education and training delivery spanning more than 145 years. We were the nation’s first regional, multi-sector university and are the third oldest site of higher learning in Australia. We offer access to higher education, TAFE, secondary schooling and research opportunities. With campuses in Ballarat, Berwick, Gippsland and the Wimmera, our programs are also delivered online and via a range of partner institutes across Australia and around the globe. A student support centre is also based in Malaysia. We have around 23,000 international and domestic students. We are committed to serving regional Victorian communities, yet have a broad national and international outlook. We offer the best of both worlds; combining a strong tradition of tertiary education with the freedom and dynamism that comes with being a multisector university with close links to local industry and technology.
I new members Getthiss Innovation Sdn Bhd GeTThiss Innovation develops solutions for online marketing, advertising and International business development backed by artificial intelligence, augmented reality, virtual reality, competitive intelligence and mind control computing. GeTThiss Innovation also provide integrated services for fintech, tech tourism, bigdata and information security on demand bases by its large networks of affiliates, partners and professional membership organizers in technologies, businesses and International business development. GeTThiss Innovation identify, search, research and then innovate the solutions to the best of customer’s current requirements as well as for future prospects in R&D.
IGB International School (Detik Harapan Sdn Bhd) IGB International School (IGBIS) is a premier Early Years to Grade 12 international school. Situated at Sierramas and Valencia, in the north-west of Kuala Lumpur, Malaysia, IGBIS is an International Baccalaureate (IB) World School authorised for the IB Primary Years Programme, Middle Years Programme, and Diploma Programme. IGBIS is also a candidate school* for the IB Career-related Programme. These are schools that share a common philosophy — a commitment to high quality, challenging, international education that IGBIS believes is important for our students. In an inclusive learning community, students receive a challenging, caring and holistic education. Our team of internationally experienced IB educators are trained to deliver an integrated, 21st century curriculum, empowering our students to be lifelong learners who aim to make a positive contribution to our global society. IGB International School also provide extensive programmes for parents and the broader community in sports, the arts, and continuing education. These programmes will be conducted after school, evenings, weekends and during the school holidays, making use of our outstanding facilities.
Insite My Systems Sdn Bhd InsiteMY Systems Sdn Bhd (InsiteMY) is a research and development (R&D) company whose innovative banking solutions are currently deployed at major Malaysian and foreign banks. We were awarded MSC status by the Multimedia Development Corporation (MDEC) in 2005. Based in Kuala Lumpur, Malaysia, InsiteMY currently services over 15 local, international, conventional and islamic banks. With a strong track record in these banks, InsiteMY aims to spread its wings and by exploring opportunities in the Financial Services Sector such as in Insurance, Investment Banking and others.
Malaysian Exhibition Services Ltd Malaysian Exhibition Services Ltd has merged with UBM and is now known as UBM MES. UBM plc is the largest pure-play B2B Events organiser in the world. In an increasingly digital world, the value of connecting on a meaningful, human level has never been more important. At UBM, our deep knowledge and passion for the industry sectors we serve allow us to create valuable experiences where people can succeed. At our events people build relationships, close deals and grow their businesses. Our 3,750+ people, based in more than 20 countries, serve more than 50 different sectors – from fashion to pharmaceutical ingredients. These global networks, skilled, passionate people and market-leading events provide exciting opportunities for business people to achieve their ambitions. For more information, go to www.ubm.com; for UBM corporate news, follow is on Twitter at @UBM, UBM Plc LinkedIn. Please visit www.ubm.com/global-reach/UBM-Asia for more information about our presence in Asia.
Mega Fortris (Malaysia) Sdn Bhd Since starting business in 1996, Mega Fortris Malaysia Sdn Bhd has grown to be one of the largest specialised designers and manufacturers of security seals in the world. Mega Fortris provides high quality security seals to industry leaders in transport sectors on land, sea, rail and air. The effectiveness and versatility of our products and services has enabled us to secure customers from all over the globe in various industries. At Mega Fortris, we believe in securing the global supply chain — all the way. Our focus on integrity, innovative visions and commitment to the development of our designs and products to meet the most discerning of customer requirements has led to Mega Fortris’s continuous and exponential growth. We have set up a network of production facilities and offices around the world in 19 countries to provide local services with a global reach within a moment’s notice.
NEW MEMBERS I MKG Partners MKG Partners is a well- established practice located in the Southern suburbs of Perth. Our mission is to be a trusted advisor on matters concerning: • • • • •
Personal and business taxation Business Advice, Planning and Assistance Superannuation Corporate Compliance Financial Planning
Should you choose to use our services, our pledge is to ensure that you will receive highly competent, professional attention with a service delivered to you in a timely fashion. In addition to our team of people, MKG has a close association with a network of other professionals who can be tapped into when needed – among them are Registered Business and Asset Valuers, Taxation Lawyers and other specialist consultants.
Rahim & Co International Sdn Bhd Founded in December 1976, Rahim & Co International Sdn. Bhd. has gone on to become one of the largest and most established real estate consultancy firms in Malaysia, with a nationwide network of 18 offices and a growing staff of close to 400 people. Rahim & Co provides a comprehensive range of services encompassing all aspects of real estate. Our people combine entrepreneurial spirit with a deep understanding of the property industry, providing the highest standards of client care. Rahim & Co has gained industry recognition as a renowned organisation in delivering unparalleled service across the property platform worldwide. The company’s track record of results and success is recognised through its multiple international accolades in real estate and property consultancy. Rahim & Co is currently strategic partners with Permodalan Nasional Berhad (PNB), Leading Real Estate Companies of the World (LeadingRE) and Luxury Portfolio.
Robert Bird Group Robert Bird Group is a global structural, civil and construction engineering consultancy with offices in Australia, New Zealand, the United Kingdom, the United Arab Emirates and South East Asia. We are dedicated to creating exceptional value for our clients through the intelligent application of engineering science and innovative approaches towards planning for construction. With 9 offices globally, Robert Bird Group is able to service international projects and clients from all points of the globe employing over 550 professional staff with major international project experience. Since we were established in 1982 Robert Bird Group has developed a diverse project portfolio that extends over numerous industry and government sectors globally. We have built a reputation for our expertise in the engineering of complex structural projects including high rise and waterfront developments, major retail developments, prestigious public buildings, heritage listed developments, urban regeneration projects, health, education, sporting facilities, transportation infrastructure, power and renewable energy resources. Our Group is committed to environmentally sustainable design and we have completed an extensive portfolio of environmentally sustainable rated projects.
SQA BUILDERS SDN BHD As a progressive Malaysian based general and turnkey contractor we strive to constantly improve on project delivery and efficiency, which in turn helps our clients meet their commercial goals. Our competitive advantage is our ability to provide a wide range of construction services and solutions to our clients with “Speed” and “Quality” “Assurance” hence forming the name of our company. With our Japanese heritage SQA thinks globally and acts locally to assist our international clients as well as Malaysian investors achieving their objectives. We evoke the Tai sho Ko sho (Japanese proverb) approach to deliver the best possible outcome, which literally means “taking a wider and higher perspective”. SQA Group has a reputable track record in building high quality commercial offices, showrooms, factories, warehouses, apartments, and institutional buildings. www.sqa.com.my
TRC Synergy Berhad TRC Synergy Berhad was initially incorporated as a private limited company in Malaysia under the Companies Act, 1965 on 11 December 1996 under the name TRC Synergy Sdn Bhd. On 8th January 1997, the company changed its status from a private limited company to a public company and assumed the name TRC Synergy Berhad (TRCS). TRCS was listed on the Main Board of the Bursa Malaysia Securities Berhad on 6th August 2002, where it offered Public Issue and Offer for Sale of 16,000,000 and 3,500,000 ordinary shares respectively. TRCS is principally an investment holding company while the principal activity of its subsidiary companies is construction, manufacturing of construction materials and property development. The TRCS group of companies employs over 450 personnel of which more than 15% are in sub-professional and professional group. TRCS not only has the ability to undertake common projects like roads and building construction, but also specialize in mega projects like airports, railway track works, stadium, hospitals and large property development ventures.
I new members UEM Sunrise Berhad UEM Sunrise Berhad (“UEM Sunrise” or the “Company”) is a flagship company for township and property development businesses of UEM Group Berhad (“UEM Group”) and Khazanah Nasional Berhad (“Khazanah”). UEM Group is wholly-owned by Khazanah, the strategic investment fund of the Government of Malaysia. The Company has core competencies in macro township development; high-rise residential, commercial, retail and integrated developments; as well as property management and project & construction services. UEM Sunrise is the master developer of Iskandar Puteri, one of the five flagship zones of Iskandar Malaysia in Johor and is undertaking the development of the area into a regional city. UEM Sunrise is renowned for award-winning developments in the affluent Mont’ Kiara international enclave and is responsible for introducing the creative retail concept in Solaris Dutamas, known as Publika. It is developing an integrated township of Serene Heights Bangi, in addition to Symphony Hills, an exclusive residential development in Cyberjaya. Other projects in the Central region are located in Kuala Lumpur City Centre, Shah Alam and Seremban. Internationally, UEM Sunrise’s presence extends into Vancouver, Canada via completed mixed-use development, Quintet. In Melbourne, Australia, its 92-storey Aurora Melbourne Central is the tallest development in the CBD, while the inspiring 42-storey Conservatory located on Mackenzie Street boasts panoramic views over the historic UNESCO World Heritage-listed Royal Exhibition Building and Carlton Gardens. UEM Sunrise acquired the third land site on the prestigious St Kilda Road that is slated for a luxurious development. In Durban, South Africa, the Company has 30 acres of joint venture beachfront mix development land. UEM Sunrise is the appointed Project Manager, responsible for development and marketing management of the mega mixed-use developments of Marina One and DUO in Singapore, developed by M+S Pte. Ltd (“M+S”). M+S is jointly-owned by Khazanah and Temasek Holdings Pte Ltd.
UTSB Management Sdn. Bhd “UTSB Management Sdn. Bhd., incorporated in 1990 and based in Kuala Lumpur, Malaysia, provides management and consultancy services and operates as a wholly-owned subsidiary of Usaha Tegas Sdn. Bhd., a Malaysian based investment holding company with affiliates and subsidiaries that operate in a variety of geographical locations in selected industries: (a) telecommunications and satellite operations (b) media and broadcasting (c) oil and gas and (d) real estate.”
VESCO-MTO (M) SDN. BHD VESCO-MTO (M) SDN. BHD has been a locally incorporated company since 1999 and has established themselves as a reliable logistics service provider for the past 18 years. VESCO-MTO (M) SDN. BHD provides a variety of logistics services including air and sea freight import and export, oil and gas logistics, packing, warehousing and transportation, aircraft on ground parts handling and express deliveries, clinical trial express deliveries, cross-border trucking (Malaysia-Singapore-Thailand) and dangerous goods handling. VESCO-MTO (M) SDN. BHD has a network of supporting facilities including, customs licensed broker, fleets of trailers, trucks and forklifts, storage and warehouse facilities and an operations office in Penang.
MABC PARTNERS IN PROGRESS 2017
Pantone 287 C Pantone 186 C
Pantone 287 U Pantone 186 U
C100 M70 M100 Y75
Johor Logistics Centre - JLC7 New expansion of 224,000 sqft Future Free Trade Hub DB Schenker in Malaysia is planning its fifth facility named Johor Logistics Centre (JLC7) in the Port of Tanjung Pelepas, Southern Johor. This facility will provide warehousing, distribution and value-added services. Construction has commenced in Q2 2017 and completion is expected in Q2 2018. Services offered combined with the optimal location of the facility will enable a smooth and accelerated flow of sea-to-air and air-to-sea cargo transportation, as well as cross-border trucking, thus facilitating our customers goods movement in their global supply chain. JLC7 Features :
Location : Johor (Southern Region Malaysia) Free Trade Zone Area Total Build-up Area: 224,363 sqft Warehouse Space: 214,418 sqft Office Space: 9,545 sqft (3 storey) Clear Height: 13 meters Dock Levelers : 20 units Distance PTP – PSA : 38km / 50 min Distance PTP – Changi International Airport : 62km / 1hr 5min 27,000 pallets capacity (industrial size)
Schenker Logistics (Malaysia) Sdn Bhd www.dbschenker.com.my 36