Asia Outlook Issue 14 by Outlook Publishing

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Singapore’s Founding Father 1923-2015 Remembering Lee Kuan Yew, the man who transformed the city-state from small colony to global economic giant

AIMS DATA

RANCHAN

CENTRE 32 Placing customer demands in capable hands

EMERSON NETWORK POWER 24

Planning for the data centres of the future

GROUP 48 Realising Malaysia’s dream of becoming a maritime nation

ACCESSTECH 42 Achieving five-year goals in less than a year

ASIA OUTLOOK ISSUE 14 A L S O T H I S I S S U E : R E L I A N T | A N G K O R H O S P I T A L | A S I A ’ S S P A C E R A C E

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W E L C O M E A Tribute to Lee Kuan Yew

As Singapore rightfully mourns, Asia Outlook takes the opportunity to remember and celebrate one of the most significant leaders in political history this month, following March’s passing of the city-state’s founding father, Lee Kuan Yew. Respected by all, the island country’s most esteemed personality evolved Singapore from a tiny colony with no natural resources or national identity to speak of, to become one of the most thriving and advanced economies on the planet. Pulling upon historical accounts from western and eastern peers alike, as well as taking a look at the modern day Singapore he has created, we remember the former Prime Minister and pay tribute to the legacy he has created. Southeast Asia is a region renowned for innovation, with varying legacies in the throes of development across all of Singapore’s neighbours including Malaysia, China, Vietnam, Thailand, Indonesia, and beyond. One legacy in particular surrounds Asia’s burgeoning ‘space race’ which may be more advanced than most people realise within China, Japan and India especially. We take a look at the main protagonists looking to breach this ‘first frontier’ and whether lift-off is likely in the near future. Data centre technologies provide another glimpse into future developments on the continent and we bridge our feature and company showcasing section by speaking to two of the region’s leading exponents of the trend. AIMS Data Centre Sdn Bhd has gone from strength to strength since its acquisition by TIME dotcom Berhad in 2011 and its CEO, Chiew Kok Hin dissects the organisation’s market-leading offering and its ever-expanding footprint. Meanwhile, one of AIMS’ core business partners, Emerson Network Power provides a more general overview of the tech revolution and shares its forecasts for the data centre of the future. Engineering specialists, Accesstech have similarly experienced great success in the data centre domain and help to round off the issue alongside offshore oil & gas experts, Reliant; Malaysian maritime and technology services provider, Ranchan Group; and leading Cambodian healthcare Matthew Staff facility, Angkor Hospital for Children. Editorial Director, Outlook Publishing Enjoy the issue!

EDITORIAL Editorial Director: Matthew Staff matthew.staff@outlookpublishing.com Deputy Editor: Emily Jarvis emily.jarvis@outlookpublishing.com

PRODUCTION Production Manager: Daniel George daniel.george@outlookpublishing.com Art Director: Stephen Giles steve.giles@outlookpublishing.com Advert Designer: Mandy Farnell mandy.farnell@outlookpublishing.com Images: Thinkstock by Getty Images

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ACCOUNTS Finance Director: Suzanne Welsh suzanne.welsh@outlookpublishing.com Office Administrator: Donna Redpath donna.redpath@outlookpublishing.com Web Design: Hamit Saka IT: James LeMay

OUTLOOK PUBLISHING Managing Director: Ben Weaver ben.weaver@outlookpublishing.com Chairman: Mark Weaver CONTACT Asia Outlook / UK 22 Wensum Street, Norwich, UK, NR3 1HY Sales: +44 (0) 1603 559 145 Editorial: +44 (0) 1603 559 152 SUBSCRIPTIONS Tel: +44 (0)1603 559 152 Email: matthew.staff@outlookpublishing.com

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In this issue of Asia Outlook...

T E C H N O L O G Y

R E S O U R C E S

AIMS DATA CENTRE The Centre of Malaysian Technology Placing customer demands in capable hands

RELIANT Delivering Beyond Customer Expectations

Bringing a diverse experience to Asia, under one roof

H E A L T H C A R E

64 6

NEWS

A TRIBUTE TO LEE KUAN YEW Singapore’s Founding Father

All the latest top stories across the month from Asia

Remembering the Prime Minister who ‘miraculously’ salvaged an entire nation

Cambodia’s leading children’s hospital

MANUFACTURING

ANGKOR HOSPITAL FOR CHILDREN Treatment, Education, Prevention

ACCESSTECH Market Spike Exceeds Capacity

Achieving five-year goals in less than one year

C O N S T R U C T I O N

RANCHAN GROUP Bringing International Thinking to Malaysia

Realising Malaysia’s dream of becoming a maritime nation

F O O D & D R I N K

HWA SENG BUILDER Unwavering Commitment to World-Class Standards

McTHAI Global Brand with Local Reach

Masters of fast food in Thailand

A track record in professional, award-winning civil engineering

ASIA’S SPACE RACE The First Frontier

SECTOR FOCUS Emerson Network Power

SHOWCASING LEADING COMPANIES

A new contender in the global astronautics industry

Powering the future of data centres

Tell us your story and we’ll tell the world

E V E N T F O C U S

GIL MALAYSIA

Visionary leaders provide insights into Malaysia’s gamechanging trends

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S T E C H N O L O G Y

F O O D & D R I N K

MODI AND TWITTER LAUNCH NEW SMS SERVICE IN INDIA

MCDONALD’S SINGAPORE EMERGES AS THE “BEST OF THE BEST” IN BEST EMPLOYERS SINGAPORE, 2015 Fast food giant McDonald’s has been declared “Best of the Best” in human resource consultancy Aon Hewitt’s list of Best Employers Singapore, 2015. “Our people are our most important assets hence we have always been committed in giving them the best training, opportunities and environment during their careers with us. “This award belongs to the entire McFamily that has stayed inspired and passionate for our business T E C H N O L O G Y

NETFLIX HEADS FOR JAPAN’S LIVING ROOMS THIS YEAR Netflix has said that it will expand its online streaming television and movie service to Japan in the latter part of this year. The rollout in Japan is estimated to target 36 million households with broadband internet connections and marks the latest plans for expansion from the online streaming service, in line with its goal to be present in up to 200 markets over the next two years. “With its rich culture and celebrated creative traditions, Japan is a critical component of our plan to connect people around the world to stories they love,” Netflix Chief Executive, Reed Hastings said in a release.

throughout all these years”, said Mr Robert Hunghanfoo, Managing Director, McDonald’s Singapore.

The Indian Prime Minister has joined forces with Twitter to launch a brand new service called ‘Samvad’ that will allow government officials to send tweets via SMS in a move to boost e-governance in the world’s largest democracy. As a veteran in the social media sphere, Narendra Modi hopes that enabling SMS tweets will fulfil the government’s ‘Digital India’ programme to transform the nation into a digitally empowered society. So far, a total of 16 political leaders and ministries are linked up to Twitter Samvad. Modi was the first leader to kick off the service that is currently exclusive to India.

T E C H N O L O G Y

ERICSSON BUYS TELECOM DIVISION OF CHINA’S SUNRISE TECHNOLOGY In a bid to shift its focus into telecoms equipment and network expansion, Ericsson has bought the telecoms division of Sunrise Technology in China. “The acquisition of Sunrise Technology’s telecom business will boost our ability to serve mobile operators’ IT transformation needs in China,” said the Group’s Vice President, Magnus Mandersson. “Most of the country’s telecom operators ... will soon replace their legacy IT systems with nextgeneration solutions,” he added, drawing attention to opportunities for growth in the world’s largest

mobile phone market. Last year the Group said it would refocus its business on telecom equipment and networks and abandon modems, which fits well with this strategic move.

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S I N G A P O R E SINGAPORE FOUNDING FATHER, LEE KUAN YEW PASSES AWAY redited with transforming Singapore into one of the world’s wealthiest nations when the country separated from Malaysia in 1965, the passing of Lee Kuan Yew marks the loss of a true giant of history. He died aged 91 on 23 March The announcement came from Lee’s son and current Prime Minister, Lee Hsien Loong, prompting a whirlwind of tributes from world leaders and civilians as he addressed the world: “We won’t see another man like him. To many Singaporeans, and indeed others too, Lee Kuan Yew was Singapore,” he solemnly announced and declared a period of national mourning from 23-29 March. US President, Barack Obama dubbed Lee a “true giant of history” while the UN secretary general, Ban Ki-moon called him a “legendary figure in Asia”. Chinese leader Xi Jinping also praised Lee as an “old friend of the Chinese people”. As the most quotable of Asian leaders, Lee Kuan Yew’s exceptionally long tenure on the diplomatic stage, “his brilliant intellect and ruthless pragmatism earned him the accolade of ‘statesman’ from more world leaders than any other personality in the Asia Pacific region”, said the BBC in its tribute. “Lee, a Cambridge-educated lawyer, was widely credited with building Singapore into one of the world’s wealthiest nations on a per capita basis with a strong pervasive role for the state and little patience

for dissent,” commented the Guardian. Often described as blunt-spoken and stubborn in his convictions, Lee was not always able to overcome Differences with his ASEAN partners. He often said he cared little whether he was liked or not, reinforcing that it was about doing the right thing for a country trying to establish a name for itself in Asia. However, eulogies to the leader from neighbouring countries

are not insincere. He clearly played an outsize role in building the stability and prosperity of Singapore and will long be remembered for his actions. In a letter of condolence to Lee’s son, Singapore’s President, Tony Tan, said: “Mr Lee dedicated his entire life to Singapore from his first position as a legal advisor to the labour unions in the 1950s after his graduation from Cambridge University to his undisputed role as the architect of our modern Republic. Few have demonstrated such complete commitment to a cause greater than themselves.” The founding father of Singapore led the city-state for more than three decades and in recognition of his importance to the nation and indeed the world, members of the public were given the opportunity to pay their respects from 25-28 March at Parliament House, ahead of the funeral which took place on 29 March.

See our tribute to Lee Kuan Yew on pages 12-17

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S M A N U FA C T U R I N G

CHEMCHINA TO BUY PIRELLI IN 7.1 BILLION EURO DEAL

F O O D & D R I N K

CHINA’S CHOCOLATE MARKET TO GROW TO US$4.3 BILLION BY 2019 By 2019, chocolate sales in China are set to soar by nearly 60 percent, driven by demand and the growing urban population, according to a senior officer at renowned chocolatemaker, Heshey. The increase projected by Hershey International President, Bert Alfonso reflects the chocolate industry’s continued growth in market consumption, despite recent indications of slowing demand in fastgrowing Asian markets. Hershey, who has been making chocolate for more than a century, expects to benefit from this demand boom. Alfonso projected that the company’s China sales would grow by 35 percent to $450 million in 2015. The growth comes as Hershey integrates products from its December 2013 acquisition of a majority share in Chinese candy maker Shanghai Golden Monkey Food. “Consumers are embracing our brands in China as we outpace category growth. We are excited about the potential for Shanghai Golden Monkey.”

State-owned ChemChina is set to buy the world’s fifth-largest tyre maker, Pirelli in a deal worth €7.1 billion. The agreement would give Beijing-based ChemChina access to technology used in making lucrative premium tyres and could help China, already a global player in sectors such as telecoms and internet, develop its automotive industry. In turn the Italian manufacturer, Pirelli, whose tyres equip cars in Formula One motor racing, would have more bandwidth to compete against larger rivals such as Michelin and Continental who are looking for growth in Asia. “We’re pleased to have this opportunity working with Tronchetti and his team and continue to build together a worldclass entity and a market leader in (the) global tyre business,” said ChemChina Chairman, Ren Jianxin. Excluding the financial sector, Italy is the second-biggest acquisition market for China in Europe and fifth-largest worldwide, with 10 deals completed since the start of 2014.

H E A LT H C A R E

EIGHT OUT OF 10 JAPANESE PHARMA COMPANIES EXPANDING INTO SINGAPORE, SAYS EDB Eight out of the top 10 Japanese pharmaceutical companies have set-up their regional headquarters in the city-state, says EDB Chairman, Beh Swan Gin. Commenting at the opening of the Takeda Pharmaceutical office in Biopolis late February, Dr Beh also announced that another Japanese firm, Chugai Pharmaceutical, has committed an additional S$276 million to its antibody engineering lab in Singapore for the period 2017 to 2022. “Japanese pharmaceutical firms are attracted to Singapore mainly because of its strong connectivity to the other markets in Asia,” said Mr Beh, adding that the Republic also plays an important role in helping these pharmaceutical companies understand the regulatory environment in the fragmented marketplace in Asia. Takeda Pharmaceutical first established its Asia-Pacific regional operations and clinical development hub in Singapore in 2008. Its new office will house its vaccine development activities, the Emerging Markets Business Unit (EMBU) and its regional R&D centre.

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“We are thrilled to present the UR3. UR3 will revolutionise the manufacturing industry, especially for products such as medical devices, circuit boards and electronic components that require speedy, precise and consistent movements between waypoints,” said Enrico Krog Iversen, the CEO of Universal Robots.

Shermine Gotfredsen, the General Manager of Universal Robots Asia Pacific added: “We noted that businesses in the Asia Pacific region are determined to innovate their production lines but are looking for a nimble robot that has lower cost of ownership and quicker payback period. Due to its compact form and easy programming, the UR3 is the ideal solution that can meet their agile manufacturing needs. “Additionally, the UR3 can now be deployed in confined workspaces where the construction of large safety guarding is not feasible. Likewise, the robot can be tasked to operate in environments with toxic or hazardous materials. This will give workers peace of mind as well as improve job satisfaction and productivity levels at the same time.” The “Hummel” LNG Hybrid barge will come into regular use for the 2015 cruise season.

forecast, capacity assessments, design inputs and reviews, cost, commercial and operational planning, and environmental and sustainable

development principles. Commenting on the project, Caspar Baum, Head of Aviation, AsiaPacific at Arcadis said: “We are very excited and incredibly honoured to be involved in this milestone project. Our long-standing working relationships with Beijing Capital Airport and in depth knowledge of the global and China’s aviation industry have contributed to Zaha Hadid Consortium Group’s shortlist on this project.” The building will have an initial capacity of 45 million passengers a year when completed in 2018. It could subsequently be upgraded to more than 100 million passengers. Following the completion of the concept design stage, the project is now being led by the Local Design Institute team under the BNAH leadership.

T E C H N O L O G Y

UNIVERSAL ROBOTS LAUNCHES UR3, THE WORLD’S MOST FLEXIBLE, LIGHTWEIGHT TABLETOP ROBOT Universal Robots (UR) has created a new, smaller robot for light assembly tasks and automated workbench scenarios and is set to revolutionise the manufacturing industry. The UR3 is the latest state-ofthe-art offering from UR’s marketleading range of collaborative robots. The robot went through a three-year development phase, is an affordable tabletop robot that has a payload of 3kg and weighs a mere 11kg. It allows for 360-degree rotation on all wrist joints and infinite rotation on the end joint.

C O N S T R U C T I O N

EC HARRIS ANNOUNCES WORK ON WORLD’S LARGEST AIRPORT TERMINAL IN BEIJING EC Harris, an Arcadis company, is working with Beijing New Airport Headquarters (BNAH) on the new Beijing Capital Airport project, which, when completed, will be one of the world’s largest airport terminals. The US$14 billion EC Harris project integrates ADP Ingénierie’s (ADPI) winning concept principles with Zaha Hadid Consortium Group (ZHA, EC Harris, BH, MM and Pascall+Watson)’s approach. EC Harris is involved in several areas of the project including traffic

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TELL US YOUR STORY

AND WEâ&#x20AC;&#x2122;LL TELL THE WORLD A S I A O U T L O O K is a digital and print product aimed at boardroom and hands-on decision-makers across a wide range of industries on the continent. With content compiled by our experienced editorial team, complemented by an in-house design and production team ensuring delivery to the highest standards, we look to promote the latest in engaging news, industry trends and success stories from the length and breadth of Asia. We reach an audience of 190,000 people across the continent, bridging the full range of industrial sectors: mining; oil & gas; logistics; resources; manufacturing; construction; engineering; technology; food & drink; retail; finance; and healthcare. In joining the leading industry heavyweights already enjoying the exposure we can provide, you can benefit from FREE COVERAGE across both digital and print platforms, a free marketing brochure, extensive social media saturation, enhanced B2B networking opportunities, and a readymade forum to attract new investment and to grow your business. To get involved, please contact Outlook Publishingâ&#x20AC;&#x2122;s Managing Director, Ben Weaver, who can provide further details on how to feature your company, for free, in one of our upcoming editions.

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Lee Kuan Yew:

SINGAPORE’S F O U N D I N G FAT H E R

Following the sad passing of one of Asia’s most significant leaders, we take a look back at the Singapore he ‘miraculously’ salvaged, the countries he influenced, and the vast potential now established within the country Writer: Matthew Staff

hen Lee Kuan Yew sadly passed away on March 23, 2015 he left behind one of the world’s most advanced economies; a far cry from the Singapore he rose from the proverbial ashes more than 60 years previously. Born in 1923, Lee Kuan Yew – informally known as LKY – is widely accepted as the founding father of the independent Singapore we know today, leading the city-state from 1959 to 1990 as Prime Minister, before being appointed as Senior Minister and later, Minister Mentor before leaving the cabinet finally in 2011. Continuing his role as part of the Tanjong Pagar constituency right up to his recent death, the legacy that Lee

leaves compares to some of the most renowned names in political history, having performed what analysts have called an ‘economic miracle’, a political revolution which influenced one of the world’s major economies, and an infrastructural overhaul which has now established Singapore as one of the most developed nations in the world.

Economic miracle

Based on principles of meritocracy and multiracialism, Lee’s ‘economic miracle’ comprised a multi-faceted overhaul of all key performance indicators, following the country’s brief merger, and subsequent break-up from Malaysia. The two key events, occurring in 1963 and 1965 respectively, left Lee

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despondent and upset at the merger’s unsuccessful and brief existence, but following a short period of reflection, the determined Prime Minister went to task in revolutionising an independent Singapore from an underdeveloped colony to a so-called Asian Tiger economy. Bucking the trend of a nation, and also a region to some extent, Lee took a long-term view on policies, instilling core philosophies with sustainable development in mind. The results, over the course of his 31-year tenure at the helm, are testament to the unwavering ideologies implemented as a consequence: • Gross National Product per capita: $1,240 (1959) to $18,437 (1990) • Unemployment: 13.5 percent (1959) to 1.7 percent (1990) • External trade: $7.3 billion (1959) to $205 billion (1990) • Life expectancy: 65 (1960) to 74 (1990) • Population: 1.6 million (1959) to 3 million (1990) • Annual visitors: 0.1 million (1960) to 5.3 million (1990) The country’s overhaul is all the more impressive given its size and subsequent lack of natural resources. So much so that Lee declared the country’s only natural resource to be its people and their work ethic. To compliment this most important of all resources, Lee encouraged previously unseen levels of savings, investments and improved education, while reducing inflation and taxes dramatically. This move brought the city in line with neighbouring ‘Asian Tigers’, Hong Kong, South Korea and Taiwan, while putting Singapore on the map as a rapidly developing market consisting of sustainable growth strategies to allow for lucrative business success. In the 21st century, Singapore is now recognised as one of the most advanced global economies, attracting

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Unveiling of Lee Kuan Yew’s last book, published in 2013

vast amounts of foreign direct investment currently, and influencing some of the world’s largest countries in their own developments.

Chinese relations

Lee’s book: One Man’s View of the World

In recent years, this influence can be seen in Russia through the methodology it instils in its communist leadership, but throughout the 1970s, 80s and 90s, it was China taking the lead of its significantly smaller Southeast Asian neighbour. Arguably the most important period of China’s evolution to global economic prominence came under the ruling of Deng Xiaoping, who based much of his policies on what he had seen Lee achieve in Singapore in regards to infrastructural growth, economic empowerment and staunch leadership.

Having visited the city in 1978, Xiaoping later sent 22,000 Chinese officials in the same direction to observe and learn from the methods being implemented. As a consequence, Lee is often hailed by historians as not only salvaging the future of Singapore but for relieving China from widespread poverty and market devolution. Known tentatively as ‘soft power’, Singapore has benefitted in turn by China’s escalating dominance; building a critical relationship which ensured the retention of traditional, indigenous sentiment between the two nations as well as rewarding the city financially as well. In the 90s, the Chinese chose Singapore to be one of the first destinations open for members of the public to travel internationally to; a natural choice considering the

vast proportion of Chinese-speaking communities and the almost identical ways in which the two countries were being run under Lee and Xiaoping.

...following a short period of reflection, the determined Prime Minister went to task in revolutionising an independent Singapore from an underdeveloped colony to a so-called Asian Tiger economy

A smart leader

It wasn’t just China or communist leaders taking Lee’s lead either, with much of the western world at least realising his significance to the development of a single nation. Henry Kissinger described Lee as “one of the asymmetries of history” while Richard Nixon compared his influence to the likes of Winston Churchill and Benjamin Disraeli. British Prime Minister, Tony Blair later called Lee the smartest leader he had ever met. This recognition stems not necessarily from compassion or love bestowed upon him by the Singaporean population, but from his achievements in forging a corruption-

Lee delivers a speech at the launch of his final book

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Henry Kissinger described Lee as “one of the asymmetries of history”

free and extremely driven government; a necessity in his eyes to accomplish the change he felt was required. Criticised in some quarters for creating an elitist system, Lee attributed his approach to pragmatism, seeing western democracy as inappropriate for an emerging nation such as Singapore. Authoritative, rapid and wholesale revolution is what was called for, and it was what Lee achieved across the board.

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Infrastructure

Authoritative, rapid and wholesale revolution is what was called for, and it was what Lee achieved across the board

Addressing the infrastructural shortfalls that were inhibiting Singapore’s independent evolution was top of the agenda, and to look at the city-state now, the condition in which Lee found the country is unimaginable. The initial plan was to capitalise on the merger of Malaya, Sabah and Sarawak under the Malaysia umbrella, optimising a new source of natural amenities. However, following the collapse of the mini empire two years later in 1965, Singapore was backed into a corner from which only Lee could pull it from. Tackling areas of national security, the economy, corruption, population levels and the aforementioned natural resources, Lee also adjoined Singapore to the United Nations as well as founding the Association of Southeast Asian Nations (ASEAN) in 1967. A large facet of the initial revitalisation consisted of improving international relations – as later

seen through countries like China and Myanmar – including the likes of Indonesia in the immediate term. This, in turn, opened up a wider spectrum of trade avenues than the city had enjoyed before. Internally, Lee made huge strides in establishing a national identity which conversely embraced a multiculturalism that was naturally engrained in Singapore’s history, incorporating different languages and races to move forward under one regime. Half a century on and the fruits of his endeavours can be seen across the entire city’s infrastructure in the form of two casino resorts, and a world-leading airport surrounding a central business district thriving under a canopy of skyscrapers. The city’s role as a sea freight hub and a centre for extensive foreign direct investment and outsourcing

opportunities further confirms that no country in the world punches above its weight quite as much as Singapore.

Singapore’s future

Internally, Lee made huge strides in establishing a national identity which conversely embraced a multiculturalism that was naturally engrained in Singapore’s history

Lee Kuan Yew alongside Water Prize winner, Professor Gatze Lettinga, June 2009

All of this notoriety and prosperity, which is now taken as a given by anyone born after the 1980s, can be traced back to one man. Lee Kuan Yew not only brought a country from its knees to global prominence, but improved the lives of its populace, and the wealth of those – larger – East Asian nations surrounding the tiny city-state. ‘Miracle’ is the word that gets banded around more than any other by historians describing the man’s efforts, unleashing economic potential that only he had identified, to catalyse what is now one of the world’s most modern and innovative regions. The city still maintains a multicultural feel, unseen across other neighbouring countries, proving equally as popular to western travellers as it is to the Chinese or Japanese. And it is still on the rise too. Since 1990, when GDP per capita stood at more than $18,000, that figure has risen to more than $55,000 in 2011 and is expected to have improved dramatically since then also, thanks to globally significant spectacles including Formula 1’s annual Singapore Grand Prix. The next decade will also likely see an expansion of its shipping and aviation hubs as it continues to enhance its role as a regional headquarters operating to international standards. It will perhaps be years and decades further down the line before Lee’s legacy will truly be put into clearer perspective. What is immediately evident though is the sense of loss that Singapore will feel in losing their father; a man who proved that even the smallest nation can rise to the top of the global food chain.

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ASIA’S SPACE RACE:

The

First

Frontier China, Japan and India are among the key nations in Asia targeting liftoff into uncharted territory Writer: Emily Jarvis

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ith NASA and the European Space Agency (ESA) largely dominating the space exploration scene, Asia is a region that tends to go unnoticed by the public as one worthy of contention. But as China, Japan, India and South Korea enhance their offering, the rest of the world needs to take note of this rising region. The term ‘space race’ was first coined in the 1960s to describe the competitive nature of the astronautics industry, back when it was governed by clearly defined objectives and milestones set by an individual country’s space programme. Decades later and the term has become difficult to apply to the handful of rapidly rising space programmes in Asia due to previous historical happenings that divided the world, including a vastly different political context. In spite of this, Asia is becoming a genuine contender in the space race as the end of the 20th century witnessed

an astonishing growth spurt in industrial, technological and economic power across Asia. The continent has shown determination in the face of infrastructural challenge to lift themselves out of poverty and guard against the mistakes of the past. The reason Asia’s space programmes have been largely glossed over by those in the wider world is because they have been relatively small scale in comparison to the likes of NASA; initially establishing satellites to map farmland and connect rural areas to telecoms infrastructure. However, when China, India and Japan began running their own world-class space programmes, the rest of the world seemed largely unaware; this is why it may come as a surprise to most to learn that not only did China land a rover on the moon in December last year, but India became the first Asian nation to reach Mars.

A growing major power

Unlike Europe’s shared cooperative

approach to space travel, where all of the major powers (except Russia) are members of the ESA, Asia operates a highly nationalistic, sometimes secretive and mostly competitive space programme; where there are no political dyads such as China-Japan, India-China, and North-South Korea. This being said, China and Japan have been known to sponsor rival space organisations in an attempt to ‘organise’ smaller countries and draw them to their side. In light of this, China has formed an ESA-like body called the Asia Pacific Space Cooperation Organisation (APSCO), with members including Bangladesh, Thailand and Mongolia among others. The benefits of APSCO include access to Chinese space training, its ground stations and entry into its satellite development projects. In rivalry with this, others in the region have opted to participate in the Japanese-led Asia Pacific Regional Space Agency Forum, which allows for greater flexibility when it comes to projects.

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JAPAN

CHINA

Since the 1980s, China has been in a favourable and competitive astronautic position, gradually building up a range of scientific, commercial and military space capabilities. Over the past decade, China has launched a spacecraft that mapped the Moon (Chang’e 1), conducted a lunar rover mission (Chang’e 2), and orbited and visited a small space station (Tiangong 1), with plans for a much larger station within a decade. Moreover, the country is currently upgrading its fourth and southernmost space vehicle launch facility (spaceport), located in Wenchang, Hainan, which was formerly a sub-orbital test centre. No longer an industry in its

infancy, China’s young scientific and engineering minds have been steadily expanding the country’s satellite network, including a newly operational BeiDou-1 Navigation Satellite System, which is due to serve global customers upon completion of a second generation of the system in 2020. By increasing its space budget and investment in military counter-space technologies, with recent tests of offensive systems in 2010, 2013 and 2014, China is gearing up to demonstrate its potential to dominate the future of astronautics. This statement has divided experts, as its future space policies will be dependent on its economic status and evolving relationship with the US.

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For Japan, the turn of the millennium escalated spaceflight to exciting new levels as the country strengthened its strategic and political ties to America, becoming a valued partner in the International Space Station (ISS). Additionally in 2008, the Japanese Diet pushed through revolutionary legislation that ended the country’s previous ban on military activities in space. Despite untold costs of recovery after the 2011 earthquake, tsunami and the Fukushima nuclear disaster, Tokyo has worked hard to double its space efforts with a new launcher and renewed testing in highprestige space science and human spaceflight; including an active programme of research on its Kibo module on-board the ISS. Moreover, Japan’s H-II Transfer Vehicle spacecraft now provides the only non-US and non-Russian service module able to ferry supplies to the ISS.

INDIA

More recently, an ambitious mission which aims to put four astronauts on an asteroid by 2018, to collect soil samples for research purposes, was announced by the Japan Aerospace Exploration Agency in December 2014. The country fears that China’s fast-paced space accomplishments may put Japan’s astronautic abilities in the shade and has been making a conscious effort to publicise its advancements in this area where possible. Japan cannot afford to fall behind their rapidly advancing neighbour as the future of space exploration is not only associated with economic wealth, but also one that embraces the possibility of life outside the earth’s atmosphere and even alternative sources of energy. In line with this, the country has been speculating the idea of a 10,000 metric tonne solar farm satellite that would deliver a constant supply of green energy to Earth.

Beyond its Mars mission, India has the lunar orbiter Chandrayaan 1 which launched in 2008-09, a planned Chandrayaan 2 rover mission, and designs for an eventual independent human spaceflight programme. In recent years, the country’s space budget has increased to double-digit percentages which may or may not be sustainable dependent on economic conditions. In response to the accelerated progress in China, the country decided to abandon its prior sole focus on space applications aimed at India’s population - such as telemedicine, Earth observation and

coastal management programmes – to adopt a dramatic enhancement of its space science programme in order to rally domestic support and gain international attention. This new focus brings a second initiative in the military sector; New Delhi quickly reacted to China’s swift anti-satellite test by creating the Integrated Space Cell, aimed at handing operational control of selected observation and communications satellites to each of its military bases. It also announced a programme to match Beijing’s counter-space capabilities with its own anti-satellite weapon.

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International Space Station

Mature economies

Elsewhere in Asia, South Korea has a satellite programme that it uses for domestic applications. Additionally, Korean astronaut, Soyeon Yi, flew to the International Space Station and became one of the country’s most successful cultural ambassadors. Despite this, its programme also presents some concerns as South Korea has been known to re-label parts manufactured in other countries as its own and has experienced technical difficulties in the past. Still, the country speaks of grandiose plans to build an indigenous launch vehicle that will land a robot on the moon, emerging in the realms of science, communications, commerce and national security affairs; with ambitious plans surfacing to develop powerful space launchers, advanced satellites, lunar probes and deep space

exploration capabilities. These plans are partially driven by an inter-Korean space rivalry, with both nations exhibiting significant differences in their approaches. In accordance with this, it is worth noting that space programmes do exist in most Southeast Asian nations with mature economies, including Thailand, Malaysia, Singapore and Indonesia. Most have satellites in orbit, whether they are indigenous or foreign imports.

The race is on

Asia’s space race will pose both challenge and opportunity for the US, which also sets an example for new cooperation opportunities for other countries wanting a piece of the action. For example, through burden-sharing on the Wideband Global Satcom system and a new

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Soyeon Yi (left) and crew

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collaboration between Australia and Japan, the US military hopes to reduce the vulnerability of its space assets and create new networked capabilities that will be more resilient. From this, it is clear that the future of Asiaâ&#x20AC;&#x2122;s space development initiatives matter to both the region and the world. However, recent links between space exploration and the military could get out of hand; if for example a threat was detected by a particular satellite and the data was not shared. Rest assured the recent signature between Chinese President, Xi Jingping and Indian Prime Minister, Narendra Modi to explore cooperation in space offers some solace in this regard. Nevertheless, Asiaâ&#x20AC;&#x2122;s astronautics industry paints a convoluted and unpredictable scene that will no doubt evolve rapidly over the next few decades, representing a critical portion of the worldâ&#x20AC;&#x2122;s exploration targets and discoveries. For most nations, it is simply about self-improvement; as the majority of Asian projects are driven by practical needs and economic improvements such as the use of satellites. However, there is an identifiable competitiveness and drive on a domestic and international scale that indicates the continent is clearly locked in a space race amongst not just themselves, but the rest of the world.

Wideband Global Satcom

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Powering the Future of

Data Centres

Emerson Network Power is one of Asia’s leading data centre exponents and Asia Outlook spoke to the Company’s Country Manager in Malaysia, Hitesh Prajapati about its work with some of the world’s leading Groups and its plans for the data centres of the future Writer: Matthew Staff

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sia Outlook (AsO): Could you talk me through a brief history of Emerson Network Power, its core services and how the company has evolved over the years in Malaysia? Hitesh Prajapati (HP): Emerson Network Power - a business of Fortune 500 Company, Emerson - is a global technology company that delivers software, hardware, and services for data centres, telecom, healthcare, and industrial facilities. We are a trusted industry leader in smart infrastructure technologies, providing innovative solutions that maximise the efficiency, capacity and availability of critical infrastructure, and ensuring businesscritical continuity. Emerson Network Power (Malaysia) Sdn Bhd has been in Malaysia since 1985, and throughout the years, we have been developing industry-leading solutions to address our customers’ critical infrastructure needs. We have highly-skilled technical and sales teams ready to address customer requirements. In our 30 years in the Malaysian market, Emerson Network Power has established itself as a leading critical infrastructure provider in the country. We have handled hundreds of projects, from small and medium sized organisations to large enterprise businesses. These customers are

Centres of Expertise • AC Power • DC Power • Industrial Power • Infrastructure Management & Monitoring • Thermal Management • Racks & Integrated Solutions • Surge Protection • Integrated Modular Solutions • Global engineering, installation, project management and on-site management services • Outside Plant • Power Switching & Controls

varied and come from the fields of telecommunications, healthcare, education, banking and finance, manufacturing, and various other collocation and internet data centre facilities. Our services are delivered through our Centres of Expertise – distinct areas of world-class products and services that help customers determine what they need and where.

AsO: Malaysia’s leading data centre player, AIMS is one of your key business partnerships in the region: what are the key benefits that stem from this relationship? HP: AIMS and Emerson Network Power share a long-standing and strong working relationship. AIMS first approached Emerson in 2005, when it decided to give its 10-year old data centre facility a major upgrade. Emerson Network Power stepped in and provided AIMS with a full-suite of data centre solution which made its data centre build more efficient, allowing AIMS to achieve ROI within 18 to 24 months and reduce energy consumption costs by 20 percent. The above project was only a start. AIMS once again approached Emerson for its latest data centre build. As with the previous project, Emerson Network Power provided AIMS with its full suite of best-in-class solutions, making it resilient and scalable to meet future demands. The new data centre build enabling it to accommodate customer demands and requirements. AsO: I understand that a key strategy of Emerson Network Power’s at present revolves around the ‘2025 data centre’? HP: Emerson Network Power conducted the ‘Data Centre 2025’ global survey last year, which is an industry-wide initiative that gathered thought leaders from all corners of the data centre industry in order to explore potential visions for the data centre of the future. Emerson Network Power invited those who work with data centres – directly and indirectly – to participate by taking a survey or by sharing their thoughts in freeform. More than 800 professionals from around the world took the survey and dozens more participated via email, interviews and videos. The results of the survey range from the expected—increased utilisation of the cloud—to the ambitious—largely WWW.ASIAOUTLOOKMAG.COM

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solar-powered data centres with power densities exceeding 50 kW per rack. One thing was clear: Most experts believe the data centre as we know it will undergo massive changes over the next decade.

Results and forecasts from the report: • A mix of sources will be used to provide electrical power to data centres. Solar will lead, followed by a nearly equal mix of nuclear, natural gas and wind • Two-thirds of data centre computing will be done in the cloud in 2025. According to Cisco’s Global Cloud Index, cloud workloads represent around 46 percent of current total data centre workloads, and will reach 63 percent by 2017 • Nearly three-quarters of experts believe some level of DCIM (data centre infrastructure management) will be deployed in 2025, significantly higher than most current estimates of DCIM adoption

Experts predict density in 2025 will climb to 52 kW per rack. According to the Data Centre Users’ Group™ sponsored by Emerson Network Power, average density has remained relatively flat since peaking around six kW nearly a decade ago, but experts are anticipating a dramatic upswing in density that could radically change the physical environment of the data centre. AsO: What key data centre trends are you monitoring in general within the industry at present and what do you feel needs to be done to adapt and capitalise on these? HP: Emerson Network Power has identified the following six data centre trends for 2015. These trends are a response to dynamic market conditions, prompting data centre operators to seek ways to act as quickly and efficiently as possible: Cloud comes of age – Cloud

• Increased visibility is expected to lead to more efficient performance overall, as 72 percent of industry experts expect IT resource utilisation rates to be at least 60 percent in 2025

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computing has become established in the data centre ecosystem as most organisations already use some form of software-as-a-service (SaaS). Now cloud is poised to expand from that foothold and become an engine of innovation. Forward-thinking organisations are combining cloudbased services such as analytics, collaboration, and communication to better understand their customers and bring new products and services to market faster. The result is that a growing number of organisations will be managing hybrid environments in which on-premise IT resources are supplemented with strategic use of cloud and collocation services to enhance utilisation, resiliency and flexibility. Cloud providers must demonstrate the ability to scale quickly while consistently meeting service level agreements, in order to thrive in an increasingly competitive environment. Cloud providers will

drive innovation in the industry as they adopt technologies and practices that achieve high reliability at the lowest possible cost. Integration extends its reach â&#x20AC;&#x201C;With rapid changes in many markets being driven by innovation, digitisation and mobility, the need for speed that integration and convergence delivers is greater than ever. As a result, integration and convergence has expanded beyond the IT stack to the systems that support that stack. Most notably, data centre facilities are now being designed and constructed from integrated, prefabricated modules. This new approach to facility development has enabled organisations, such as Facebook, to develop fully customised, high performance data centres in 30 percent less time than it took using traditional construction processes. Combining the attributes of fast deployment, inherent scalability and excellent performance, this approach is becoming an attractive alternative

Cloud providers will drive innovation in the industry as they adopt technologies and practices that achieve high reliability at the lowest possible cost

for supporting additional IT capacity. Convergence goes macro â&#x20AC;&#x201C; The telecommunications and IT industries are moving closer together as voice and data services are now routinely consumed on the same device. In fact, more than half of the participants in the Data Centre 2025 project predicted that at least 60 percent of telecommunications network facilities will be data centres by 2025, and 79 percent expect at least half of telecommunications companies to make collocation facilities part of their networks. This convergence will drive more

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standardisation in the technologies used to support voice and data services and break down the silos that have traditionally existed between these two critical functions. Software paves the way for more software – virtualisation marked one of the most significant trends in the data centre industry in the last twenty years. The impact of this development will continue to drive change for the foreseeable future as virtualisation extends beyond computing to networking and storage. One of the key challenges in this virtual revolution is going to be hardware management. Most organisations lack the visibility to manage virtual and physical systems in concert, and that gap must be closed to pave the way for the softwaredefined data centre. Data Centre Infrastructure Management (DCIM) has emerged to fill this gap and early adopters are proving its value: data centres with DCIM recover from outages 85 percent faster than those without it, according to a 2013 study of data centre outages by the Ponemon Institute. The edge gets stronger – After years of consolidation and centralisation, IT organisations are turning their attention to the edge of the network to improve interactions with customers and applications. As organisations grow their use of analytics, location-based services, and personalised content, edge of network facilities will become critical in achieving competitive advantage. Capitalising on this opportunity will require standard, intelligent and high availability infrastructure deployed close to users. Enterprises that don’t address the networking issues related to the edge will find themselves unable to keep pace with the explosive growth in network traffic. Security becomes the new availability – When it comes to risk mitigation, data centre managers have long had a singular focus: prevent downtime.

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...more than half of the participants in the Data Centre 2025 project predicted that at least 60 percent of telecommunications network facilities will be data centres by 2025

Downtime hasn’t become any less of a risk, but a new threat has emerged in the form of cyber security. When one of the highest profile security breaches in the past 18 months was traced back to the HVAC system, data centre managers and IT security specialists took notice. Increasingly, data centre and facility managers will have to work with their IT security teams to audit the technology and software of data centre equipment to ensure security and evaluate the security practices of the contractors and service providers that have access to that equipment. AsO: Looking forward, how do you see data centre infrastructure evolving within the sector, and what steps are Emerson Network Power taking to keep ahead of the industry curve? HP: The data centre as we know it is expected to evolve through the years to cope with changing capacity demands brought by ICT innovations

operations, management and planning. For these new strategies to be successful, a number of fundamental best practices must be observed. While conventional approaches to data centre infrastructure design are also based on best practices and are effective in balancing efficiency and availability, for larger spaces requiring greater customisation, they can also be resource intensive. Some vendors have introduced new solutions that employ “integrated” infrastructure architectures in a variety of configurations to address organisations’ unique business needs while increasing efficiency, ensuring availability and reducing cost of deployment or ownership. These integrated solutions are modular and scalable and designed to be quickly implemented, often in spaces without existing IT infrastructure. like the Internet of Things (IoT), cloud, big data, and virtualisation. As a result, today’s data centre manager is challenged by a wide array of data centre objectives – including capacity, availability, efficiency and performance – while adhering to budgetary limitations. How IT departments approach their physical infrastructure strategies can affect their effectiveness in balancing these objectives as technologies and business requirements change. To address these demands, countless IT departments have refocused their approaches to data centre management to maximise efficiencies in infrastructure design/deployment,

Integrated infrastructure solutions are specifically designed to provide advantages compared to a conventional physical infrastructure: • Efficiency in power usage, space utilisation and IT employee productivity • Economical in initial cost by making use of existing infrastructure and not requiring expensive room upgrades • Interoperable through simplified design and implementation of systems and components • Controllable through planning, monitoring and management over the changing IT environment

Emerson Network Power is one of the leading providers of integrated modular solutions in Asia

These integrated solutions – ranging from single row deployments to modular data centre enclosures – are preconfigured with power, precision cooling and management infrastructures in accordance with design best practices and optimised for the efficiency and availability needs of today’s data centre managers. Emerson Network Power is one of the leading providers of integrated modular solutions in Asia. We have designed and deployed key solutions for the NBN project in Australia, Globe Telecom, in the Philippines, and Ooredoo in Myanmar. These integrated modular solutions are purpose built and designed for rapid deployment in far-flung areas, and are built to withstand even the harshest environments.

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is a leading business-to-business publication promoting and showcasing the leading companies across an array of sectors on the continent. Appearing in both digital and print, the publication is aimed at boardroom members and hands-on decision makers, reaching more than 190,000 business executives. Every other month we feature leading companies and business executives by profiling their operations and success stories. Covering areas of best practice, capital investments, the supply chain, innovation and continuous improvement, we aim to promote all that is good about the industry and the region, with your company taking centre stage throughout it all. Producing business profiles across the full range of sectors and every corner of the continent, Asia Outlook is the platform to promote your business success.

Read on for this monthâ&#x20AC;&#x2122;s profiles. Emily Jarvis, Deputy Editor emily.jarvis@outlookpublishing.com

If you want to enjoy the exposure and coverage we can offer, please feel free to contact us to discuss the opportunity further. Tell us your story and weâ&#x20AC;&#x2122;ll tell the world. Matthew Staff, Editorial Director Tel: +44 (0) 1603 559152 matthew.staff@outlookpublishing.com

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Malaysian Technology

As a market-leading subsidiary of TIME dotcom Berhad, AIMS Data Centre Sdn Bhd (AIMS) is optimising its investment power and customer base to expand its already internationally renowned products and services Writer: Matthew Staff • Project Manager: Donovan Smith

IMS is once again thriving as Malaysia’s leading carrier neutral data centre operator and managed services provider, capitalising on its role as one of TIME dotcom Berhad’s most significant subsidiaries. Beginning life in 1990, the business has had to diversify, adapt, transform and rebuild over its 25-year history to reach its current, internationally-renowned status. Overcoming competitive sectors and ever-changing market demands, it is in the arena of data centres where it has conquered and expanded from ultimately. “AIMS offers state-of the art facilities for equipment housing with unparalleled connectivity options,” the company states. “Maintained round-the-clock by expert staff, our data centres are equipped to the highest industry

standards; 24-hour security, clean agent fire suppression, robust cooling system and uninterruptible power supply (UPS) with back-up generators.” Alongside its core data centre offering, exists an extensive range of managed IT services from procurement to the deployment of software and hardware, working closely alongside its ever-increasing range of international customers. These customers benefit from AIMS’ turnkey services across cloud technologies, content delivery, disaster recovery and carrier management to achieve an all-under-one-roof offering which looks set to reach an even more widespread demographic of both carrier and enterprise customers in the future.

Strength to strength

AIMS’ current industry positioning doesn’t tell the whole story of

the business’s diversification and development however. The company has proven its ability to overcome challenges that are now synonymous with the Group’s legacy. Chief Executive Officer (CEO), Chiew Kok Hin recalls: “The Company started in 1990 as an IT business by nature, doing all the things you would expect under the umbrella of technology. “In 1994, we ventured into becoming the first commercial ISP in Malaysia, which we performed very well in.” The rapid expansion that subsequently occurred was both a gift and a curse as the company built its reputation in the industry but struggled to juggle the diverse and extensive range that customers now expected of the AIMS brand. “I joined in 1997 and while we were in the red for a couple of years, by 2000 we had turned the

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company around,” Chiew continues. “We chopped the businesses that weren’t achieving profitability and divided the retained three into separate business units.” It was at this point that AIMS began fully capitalising on its data centre potential, this division being complemented by a premium internet access offering and, thirdly, a continuation and improvement of its managed engineering services surrounding these two facets. The CEO adds: “We went on to grow these three businesses which lead to our business growing two-fold every year. By 2011 we were back in the black again and we’ve doubled our revenue and profitability ever since.” This resurgence came amid arguably its most significant strategic advancement through its acquisition by Malaysian giant, TIME dotcom. Combining the three entities in 2011 – AIMS as the country’s leading data centre player, and TIME as Malaysia’s second largest fixed line incumbent – the resulting Group structure has launched AIMS’ recent market domination as it continues to “leverage the Group to go from strength to strength”, Chiew emphasises.

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SAFAR GEMILANG SND BHD • Safar Gemilang Sdn Bhd was established in the year of 2000. We specialize in data center installation and maintenance as well as major equipment migrations. We are also a certified structured cabling and racking system installer by Panduit, Nexans, TE Connectivity (formerly known as ADC KRONE) and Cablofil. • Our engineers have a wide range of skills and years of experience in the industry. Our Project Managers have phenomenal experiences and technical expertise.

By 2011 we were back in the black again and we’ve doubled our revenue and profitability ever since

• As much as delivering quality products to our customers, we take extra efforts to ensure that we also deliver good customer service and after sales support to ensure full customer satisfaction and experience. In this context, we assure you of our excellent services while promptly paying attention to any requirements that your organization may have. What our clients say : “For the last 10 plus years and still to this day, you have been the vendor of choice when it comes to large Structured Cabling deployments. We were impressed not only with the quality of work but the short amount of time it took. Your team was completing larger jobs in just 30-45 days which others may take months at a fraction of the cost. Many of our clients have been using our sites to show their customers what a communication facility looks like when done right.”

T +603 2026 5880 F +603 2026 2880 E cstan@safargemilang.com.my

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T O T HI S

We are specialists in the design, installation and maintenance of structured cabling systems. • Design Data Center Structure Cabling System • Install Cable in Data Centre • Redesign Office and Data Centre • Fiber cable installation • Installing communication equipment (e.g Alcatel, Nortel, Passport, Juniper, Cisco Router and Redback STM Swicthes) • Install Electrical Cable and others • Design, Supply & Install Computer Rack & Multipurpose Cabin • We provide various make and specifications including customizations of equipment racks Tel: 603-2026 5880 Fax: 603-2026 2880 cstan@safargemilang.com.my Suite 9.5, Level 9, Menara Aik Hua, Changkat Raja Chulan, 50200 Kuala Lumpur.

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Despite the inevitable enhancement of notoriety and capital power that came through its acquisition, AIMS was keen to ensure it lost none of the entrepreneurial flair or customerfocused philosophies that had initially made the business so successful. “One of the reasons behind our success at AIMS was the fact that we were neutral and provided equal access to all carriers,” Chiew explains. “When we were bought by TIME dotcom in 2011 we were then seen to be only a part of a telecoms company, but I think over the years we have shown through our behaviour, investments and customer engagements that while we were a 100 percent subsidiary of TIME dotcom, we

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were still retaining the philosophies we had shown prior to the acquisition.” In less than two years, any lingering concerns among customers had been allayed, with customer confidence subsequently reaching an all time high. This, in turn, provided AIMS with an opportunity to not only improve its services in line with close customer collaboration and demand, but to also expand geographically, as Chiew notes: “As well as in Kuala-Lumpur, we since formed a presence in Penang and Cyberjaya, the ICT hub of Malaysia. “Since then, we have gone down south to Johor and have also set up a satellite in East Malaysia, in Sabah. Late last year we also expanded into Singapore. Our geographic coverage has expanded alongside our products

EMERSON NETWORK POWER

merson Network Power is a trusted leader in smart infrastructure technologies for the data center. It is into the business of designing, producing and delivering solutions, systems and services that maximize efficiency and availability of critical infrastructure. This is delivered through its Centers of Expertise -- distinct areas of world-class products and services that help customers determine what they need and where. Emerson’s key expertises are: • AC Power: delivering a full range of uninterruptible power supplies (UPS) and power distribution units (PDU), from individual data center solutions to integrated systems. • DC Power: delivering the most rigorous network-power applications, with an unparalleled breadth of intelligently engineered DC power, distribution, control and monitoring systems. • Industrial Power: reliable, industrialgrade UPS systems, battery chargers, inverters, and rectifiers for heavy duty, industrial use. • Infrastructure Management & Monitoring: comprehensive intelligent data center management solutions that bridge the gap between IT and hardware for continuous oversight. • Thermal Management: enabling the most efficient, reliable and cost effective management of heat through unparalleled expertise and industry-leading efficiency levels • Racks & Integrated Solutions: data center racks, server rack cabinets, and enclosure solutions for computer rooms of all sizes, to rack enclosures that contain precision cooling, uninterruptible power, rack PDUs, and wiring management • Surge Protection: defending power, voice and data against grid irregularities and dangerous electrical disturbances • Integrated Modular Solutions: rapid remote deployment of complete data center solutions

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AIMS regularly participates in CSR projects

and services which are introduced to compliment our data centre services.” With the extra capital investment power available to AIMS, combined with a wider footprint than ever before and a more multinational demographic of customers than ever before, the company is in a prime position to keep ahead, not only of its competitors, but of the overall industry curve.

Ahead of the curve

A key trend that this ability has incorporated in recent years stems from eco concerns and improving efficiencies throughout its core data centre operations. Traditionally a challenging sector in which to be energy-efficient, any forward strides made in improving the situation resonate not only with onlookers and analysts, but especially with potential customers who are under similar pressures to partner with environmentally-conscious organisations. “We are the first multi-tenanted data centre in Malaysia to invest and adopt the Dynamic Rotary Uninterruptible Power Supply (DRUPS) - a fully green and environmentally friendly UPS that leverages on the stored kinetic energy of a spinning flywheel instead of

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First to adopt

DRUPS AIMS is the first in Malaysia to adopt the Dynamic Rotary Uninterruptible Power Supply

the battery bank used by conventional UPS systems,” Chiew says. “This is a significant milestone in terms of making ourselves a greener and more efficient data centre. “We also embarked on other initiatives like cold aisle containment and pre-cooling to further reduce our carbon footprint. At the same time, to ensure efficiency, we have an R&D team which deals with nothing but monitoring these new trends.” AIMS’ compliance with international standards while bringing its own innovation and uniqueness to its services makes it an even more appealing proposition to customers, worldwide, and as the Group’s external influence continues to expand and advance, its internal influence on the workforce is having an equally beneficial impact. Chiew adds: “It’s a continuous process; setting a philosophy and

AIMS’ CJ1 Centre in Cyberjaya, the ICT hub of Malaysia

We also embarked on other initiatives like cold aisle containment and pre-cooling to further reduce our carbon footprint. At the same time, to ensure efficiency, we have an R&D team which deals with nothing but monitoring these new trends

educating our people to that. The majority of the people understand and many have been with the company for more than 10 years. “They have seen the changes that have transformed the company to what we are today and understand that they need to continuously change also.”

Future growth

The most recent change has been in its target market, adding an enterprise element to the existing carrier demographic traditionally benefitting from the AIMS offering. With a 90 percent market saturation of the latter market in Malaysia, Chiew is confident that similar success can be replicated in the enterprise domain, albeit with a slightly altered service. “We went into the enterprise market 18 months ago with the view to showing the same commitment and

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POWERTECS SYSTEM

owertecs System is the sole distributor in Malaysia for Piller Power System GmbH of Germany since 1985. We offer engineering, design, supply, installation, testing and commissioning of special electric power and power conditioning solution. Our references include data centres, major semi-conductor and wafer manufacturers, airports, aircraft maintenance hangars and the defence industry. T +603-6143 7661 E info@powertecs-system.com wkhoo@powertecs-system.com rusliharun@powertecs-system.com Address: No12-E, Jalan Teknologi, PJU 5 Kota Damansara, 47810 Petaling Jaya, Selangor

www.piller.com

expertise we have within the carrier industry,” the CEO says. “Over these 18 months we have learnt a lot in terms of adjustments we need to make for enterprise customers. “We now have all the certifications needed to ensure we are able to meet their market and regulatory needs. We are seeing a healthy growth in this segment.” Looking forward, this is a key area in which AIMS intends to grow in the future, once again proving itself as a dynamic and proactive business in what is still a relatively young, but competitive data centre market. Supported by its ongoing expertise in internet services and advanced technologies, as well as its continuous TIME dotcom backing, the business is now in a better position than ever to also expand further internationally; the likes of Indonesia, Thailand, Vietnam and Myanmar all potential regions in

VSEM TECHNOLOGY

...we have the necessary tools and resources to go deeper into the enterprise segment

which to replicate its success. Chiew concludes: “This year, we will concentrate on embarking on these strategies and we have the necessary tools and resources to go deeper into the enterprise segment. “The message we always want to send to customers across every segment is simple; we know what you need, just leave it in our hands.”

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t VSEM Technology, we measure our success based on our clients’ achievements. We constantly strive to do more than deliver technology solutions. We are agents of innovation and progress. We are passionate about helping our clients to leverage on advanced technology. We take pride in our ability to solve the most complex technical challenges and in our uncompromising commitment to delivering the highest quality of service in the IT industry. VSEM Technology was formed as part of the Group’s restructuring to position our infrastructure group to be better focus on the information technology offering to deliver solutions. T +603 7886 5080 E enquiry@vsemtech.com

www.vsemtech.com

T 603-6143 7661 info@powertecs-system.com wkhoo@powertecs-system.com

www.piller.com

PILLER PREMIUM POWER SYSTEMS UP TO 40MVA On-Site Power Quality Solution (Power Conditioning Systems) Dynamic & Static Uninterrupted Power Supply 50/60Hz Static & Dynamic Frequency Converter System (Shore Supplying for Navy) 50/400Hz Static & Dynamic Frequency Converter System (Commercial & Military Aircraft) DC Power supply Systems Static Transfer Switch for No-Break Load Transfer Design Management & Consultancy Services

Tel : +603 7886 5080 enquiry@vsemtech.com www.vsemtech.com

C O N TAC T U S

Services offered:

VSEM offers a comprehensive suite of lifecycle services; VSEM Service Advantage, to help you plan, build, support, and optimize your IT infrastructure. We deliver across-the-board enhancements every step of the way - allowing you to improve productivity, profitability, and revenue growth while reducing operating costs.

• Network Routing and Switching solution • Wireless Solution • Unified Communication – Voice and Video • Network Security Solution • Data Center • Virtualization • Services and Support Maintenance

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A C C E S S T E C H

MARKET SPIKE

Exceeds

Capacity ccesstech has once again capitalised on the ever-changing market conditions in the advanced engineering space, to propel itself to new heights in 2015. Evolving as a “rapidly expanding group of companies” across engineering, construction, telecommunications and manufacturing investments, the company’s flexible approach to operations has been moulded by the ebbs and flows, and the varying lucrative periods that each sector goes through within the region. In 2013, this trend revolved around the development of state-of-theart data centres; a domain in which Accesstech set itself apart in the market through its commitment to innovation and the extensive supplier network. While these key philosophies remained in 2014, the company then underwent a slowdown in business due to the less fruitful market conditions. However, Chief Executive Officer, Roy Low was happy during this period to consolidate the previous, comprehensive revenue achieved in

prior years, unaware of the upturn on the horizon. “Last year, we decided the market conditions were not good so we were happy to maintain the revenue that we achieved the previous year,” he confirms. “Then, towards the end of the year, there was a big surge in computing activities and data centre construction, causing a spike.”

Genomics

Despite labour challenges in Singapore – the country in which Accesstech has grown ever since its inception in 1998 – the company has grown more than 30 percent on the previous year already, and will carry on expanding as it continues to be chosen to carry out works on two global engineering developments. The first of which revolves around one of the most significant healthcare trends being seen the world over at present, as Low explains: “Genomics 2.0 is a huge biomedical advancement which maps out human DNA, and it is a new field that we have established ourselves in. “Leaders from around the world are spending hundreds of millions of pounds on the technology to help

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Accesstech barely has time to catch its breath as significant market demand accelerates company growth and introduces the business to new areas of advanced engineering Writer: Matthew Staff Project Manager: Tom Cullum

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treat diseases in the future, and we are helping companies build up the laboratories to do all the testing.” This extremely advanced process is a feather in the cap of Accesstech, having already established itself across sectors including waste water treatment, ACMV, electronics, architecture, hoisting & installation, and engineering management. “We are building the production lines for the future, with highly expensive, advanced parts of biomedical science,” Low continues. “It is so new as well, but we already have huge orders in place to be a part of the future of treating serious diseases and illness.”

Adapting to trends

While this new influx of business, alongside the computing and data centre spike, has put large strains on Accesstech’s existing capacity, another challenge that has been faced in light

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of the genetic mapping technologies has been in bringing its personnel up to speed. “People had never even heard of genetic mapping before, so to explain this new advanced engineering to an employee so we can ensure we meet the expectations of the customers is a huge challenge,” Low says. Having adapted to similar market fluctuations in the past has prepared Accesstech for this type of situation though, with the infrastructure, market knowledge and business partnerships in place conducive to quick training and diversification of operations. This is similarly been seen in Accesstech’s second core area of focus at present in optimising the rise of ecommerce and the internet’s influence on advanced engineering in general. “Everything is moving on to the internet and ecommerce is a big focus at the moment. Three years’ ago it was in its infancy but we are now seeing the market mature very quickly, with people buying from places like EBay,” notes Low. “This requires huge advancements in banking systems, with it taking off as quickly as Windows did back in the 90s.” Adapting to varying industry trends has been a key reason for the

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Everything is moving on to the internet and ecommerce is a big focus at the moment. Three years’ ago it was in its infancy but we are now seeing the market mature very quickly

company’s significant and sustainable growth over the years, and has been rewarded in turn with a series of quality, education, environment and safety-related certifications to further enforce the Group’s role as a reliable partner of choice.

Fast-paced growth

The company’s ongoing development is especially impressive given the size of the population and amount of skills available to a niche market player such as Accesstech. The usual procedure requires staff to be trained for two years to engrain the required level of understanding around its engineering activities into each individual. However, with market evolution and new innovations occurring at a faster pace than that, the challenge to keep ahead of the industry curve is one that the business has to manage carefully. “The spirit of introducing new,

The Accesstech team at their annual dinner, January 2015

The spirit of introducing new, modern technologies has been widely accepted by our customers in the past, and we have always managed to move faster than the pace of the industry dictates

Accesstech fits an AEX Envi-Pure system

modern technologies has been widely accepted by our customers in the past, and we have always managed to move faster than the pace of the industry dictates,” Low emphasises. “We also continuously buy new equipment to help this, and this has included automated welding machines and testing systems recently. “Capital investments are a huge part of our development moving forward, because we need a lot more infrastructure given our current setup. Our factories cannot sustain our output as things are.” Relying heavily on its supply chain and potentially expanding its footprint into China will help facilitate the kind of dramatic growth that Accesstech is experiencing in 2015, but with the company achieving its five-year goals within one year, the business, and its CEO, will have to wait a while before it’s able to catch its breath during this exciting phase of its existence.

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G R O U P

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Bringing International

to Malaysia Ranchan Group delivers cutting-edge technology to the ports of Southeast Asia and the Middle East while forging ahead with a globalisation strategy for ports around the world Writer: Emily Jarvis Project Manager: Ben Wigger

he former Prime Minister, Tun Mahathir once said that Malaysia would one day be recognised as a maritime nation. Today, Ranchan Group firmly believes this dream can be realised, through direct empowerment of Malaysian maritime industry players; using the latest technological advancements accompanied by strong government support. Moreover, the company is evolving beyond the countryâ&#x20AC;&#x2122;s borders and looking closely at international business opportunities that will set Ranchan further apart from the competition. â&#x20AC;&#x153;A considerable number of Malaysian companies are dependent on government projects. However, given that Malaysia is surrounded by water, there are tremendous opportunities for the company internationally and Ranchan Group has the experience to go out and pitch development ideas via new business opportunities,â&#x20AC;? says Group Managing Director, Mr Chandrasegaran Uthamaseelan, who hopes to list the heavy engineering and maritime divisions of Ranchan on the Kuala Lumpur Stock Exchange by 2020.

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As a relatively young contender in the maritime, heavy engineering and technology sectors, Ranchan was first incorporated in 2006 and comprised just three team members with an initial focus in heavy engineering. Setting its sights on becoming an endto-end marine transportation provider for the port industry, Ranchan also created a range of services to support major shipping lines by providing container feeder services to and from Malaysia and Indonesia. “Now with more than 50 members of staff across various locales, we evolved into a one-stop solution provider not just in heavy engineering, but for sea ports and the maritime industry. By investing in IT, manufacturing welding electrodes, shipping lines and security solutions, we were able to offer unprecedented customer service backed by technical consulting and effective project management that covers the entire supply chain and is tailored to individual port operators. “Our commitment beyond contract is our primary differentiator,” Chandrasegaran adds.

A growing industry

Impressing clients in Southeast Asia and Middle Eastern markets, Ranchan Group services major container ports and port equipment manufacturers, and structural fabrication works for oil & gas

Ranchan services major ports and manufacturers

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KEY BUSINESS PARTNERS

KAYAN LOGISTICS

ayan Logistics Sdn Bhd had a humble beginning and had grown from strength to strength into what it is today – a full grown total logistics outfit. We owe our success story to our valued clients who gave us support for our services which were based on our professional approach, integrity/honesty in all our dealings and our “value for money” and on time services. We are currently working in partnership with Ranchan Group, supplying pilotage and harbour tugs, bunkers and ancillary services for the load-out and transport of 8 units of PTP container gantry cranes. T +605-692 7200/692 7300 E kwek@kayanlogistics.com Address: No. 21, Taman Medan Acheh, 32000, Sitiawan, Perak, Malaysia

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companies. As the shipping industry in particular continues its rapid growth to cater for larger ships and more frequent transport of goods, sea ports are required to increase in height and accommodate the longer boom length of port cranes. “This ever-growing ship size invariably provides opportunity for our heavy engineering unit to carry out crane modernisation at the ports we work on. “For example at Lumut, Malaysia, we cooperate a 45 acre waterfront yard with rail and other facilities which means we are well equipped to complete these activities, as well as other maritime and fabrication works. Off the back of this, we are in the midst of discussion with world renowned companies to start a joint venture modernisation project, which would see us work together on a longterm contract to provide a series of bulk carriers equipped with state-ofthe-art pneumatic systems targeted

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at the Malaysia market,” details Chandrasegaran. With growth comes competition and many Chinese players are infiltrating the industry which ultimately affects the market pricings. However, Ranchan Group is confident that its comprehensive project management and technical expertise plays a far more important role when choosing your partner at the ports, as Chandrasegaran explains. “As a local company keen to keep abreast of the latest industry developments, our tailored solutions use Ranchan software to stay in control of project schedules, milestones and deadlines without fail. Moreover, foreign clients can be assured that we will provide onsite support coupled with our offshore model that minimises costs and provides a competitive solution.”

Maritime nation

Accompanying the Group’s future prospects is the aim to increase its workforce to more than 100 by 2016. Working in close partnership with industry experts and NIOSH (National Institute of Occupational Safety &

The first step is to become a one-stop solution provider which will give growth to our other divisions and make our solutions more cost-effective for partners and clients Providing on-site support and offshore expertise

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Mr Chandrasegaran, MD With a background in IT software designed for the maritime industry, Mr Chandrasegaran previously developed an application for Malaysia’s shipping industry, which opened the doors to wider networking opportunities. Through this exposure, Chandrasegaran was asked to join a business partner in setting up Ranchan Group. Since this time, the Group has marketed itself directly into Malaysia’s ports and built on these industry relationships to generate sustainable business.

Further to this, we intend to increase our waterfront land ownership to 100 acres so that we can accelerate our ship building, crane repair and marine conversion capacities

Health), Ranchan Group carefully selects qualifications that will enhance a project, its quality management and technical trainings. “We also work with Ventrax and ensure all our staff attend monthly training as part of our time management programme. This programme emphasises timekeeping and planning as I feel this is a crucial determiner of our success and supports the country’s common goal to realise Malaysia’s dream of a maritime nation,” Chandrasegaran says. Ranchan Group’s ambitious longterm plan is to become the leading player in the port engineering and maritime industry not only in Malaysia but eventually, the world. With a planned capital expenditure for the next five years of more than RM150 million, the company is well positioned to achieve this impressive goal. “The first step is to become a one-stop solution provider which will give growth to our other divisions and make our solutions more cost-effective

for partners and clients. “Further to this, we intend to increase our waterfront land ownership to 100 acres so that we can accelerate our ship building, crane repair and marine conversion capacities. This will expand our horizons and our ability to work hand-in-hand with clients to provide them with a value-add solution,” he concludes.

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H W A S E N G B U I L D E R

Unwavering TO WORLD-CLASS STANDARDS lthough a relatively young company, Singapore-based Hwa Seng Builder Pte Ltd (HSB) has already made a name for itself as a leading, awardwinning provider of civil engineering and construction in Singapore; and is eager to become more competitive this year in order to win new projects. According to Thomas Ng, HSB Managing Director, in the years since its founding in 1992, the Group has grown to become a force to be reckoned with in a number of fields across its three subsidiaries; Hwa Seng Builder Pte Ltd, Hwa Seng Investment Pte Ltd and CNH Investment Pte Ltd. “We work on a wide range of infrastructure projects such as building expressways, runways, bridges, road and drainage systems; golf courses and all other works and general building construction. We also have subsidiaries which deal with property development, particularly private apartments,” Ng said. HSB was originally established as a way of tapping into local technical know-how, expertise and resources. Now, the company has become a go-to provider for the region thanks to the consistent high level of quality it is able to provide.

With a long-term goal to become more involved in some of Singapore’s major infrastructure projects, Hwa Seng Builder strives to emerge as a leader in civil engineering Writer: Emily Jarvis Project Manager: Arron Rampling “We have two decades of experience working in Singapore,” Ng said, demonstrating a clear understanding of the ingredients needed to see the company succeed. “We have wide ranging experience in the field and a team of expert professionals and management who are committed to their tasks and know the market well, so we’re able to retain a competitive position in the market.” After celebrating its 20th anniversary in 2012, HSB’s expertise is backed by an extensive project portfolio developed over the years, while carefully managing its health and safety regulations and other key internal policies. The firm’s sound track record and financial standing ensure it has the financial abilities to realise the most

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ambitious projects possible and has led to it completing numerous projects and winning major industry awards. In line with this, HSB is now registered with the Building and Construction Authority of Singapore with an A1 class rating for civil engineering, and its world-class standards of service and quality are reflected in several awards and certifications including; ISO 9001, ISO 14001, Bs OHSAS 18001, BizSAFE STAR, LTA Certificate of Merit for Construction Environmental award, LTA Safety Excellence award, LTA safety award 2013 for Accident Free man-hours and BCA Green & Gracious award.

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Raising the game

Although the Singapore construction industry has been experiencing a downturn of late, HSB is adapting its strategy accordingly in order to stay on top. “We’ve had to become more competitive,” added Ng. “The government has recently made a number of announcements regarding big projects for the transport system so there are a number of exciting opportunities available over the next few years.” To make the most of these newly emerging opportunities, HSB is building on the excellent reputation it has with customers and suppliers alike, making the most of both its strong financial position and expert talent. “We have undertaken civil engineering projects that are worth millions for the government in the past, and have already worked with prestige developers on private projects,” said Ng. Perhaps most fundamental to the company’s strategy to become more competitive is the backing of an experienced, competent team. HSB uses its own in-house talent to provide an end-to-end service that ensures exacting high standards are met and its reputation maintained. Its workforce is not only talented but highly motivated, with a great sense of pride in their work. Their approach is personified by efficient project management using the latest techniques and technology, with quality workmanship completed on time and to budget.

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We have undertaken civil engineering projects that are worth millions for the government in the past, and have already worked with prestige developers on private projects

HSB does this by ensuring the workforce feels empowered to come up with innovative solutions and lateral thinking, to deliver first-class results. “We invest in our staff by sending them for training and trying to create a career path for those with potential,” Ng proudly discussed. “We also have some company activities outside of work so they feel there’s a work-life balance.” Sourcing only the best talent can be expensive and Ng admitted this has been one of the biggest challenges in maintaining HSB’s reputation for quality. “The increase in labour costs has been a big challenge for us. Most of our projects take three to five years, and during that time the cost of labour can increase by as much as 10 to 15 percent a year. So that makes things difficult during the tendering stage. “To manage this issue we have to try to get jobs with short durations to reduce our exposure to rising costs. If

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we take longer duration contracts we have to be careful to take into account cost fluctuations.”

Setting the bar high

With Singapore’s government aiming to invest further funding into the country’s infrastructure, HSB is aiming to take on some substantial projects in the near future and even widen the Group’s reach to other parts of Asia. “In the long-term we’re looking to

In the longterm we’re looking to become more involved in Singapore’s major projects, we’re trying to be the leading civil engineering contractor here

become more involved in Singapore’s major projects, we’re trying to be the leading civil engineering contractor here. However, we will not rule out the possibility of expanding further afield,” Ng explained. Wherever the location and whatever the size of the project, HSB will remain true its mission statement, to remain dedicated to every customer’s satisfaction, pledging themselves to a corporate policy of responding sensitively to their customers’ progressive needs. The firm is absolutely dedicated to completing projects on time while continuously improving the quality and cost effectiveness of their processes. With the right attitude to work and a growing reputation, it will continue to build strong business relationships with customers and suppliers long into the future. For further information, visit www.hwaseng.com.sg

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Delivering Beyond Customer Expectations

Reliant’s seven operating companies have helped manifest a one-stop shop for its increasing, international portfolio of customers as it continues to take the Asian oil & gas industry by storm Writer: Matthew Staff Project Manager: Arron Rampling

eliant has experienced rapid growth over its first five years of operations, diversifying to comprise seven companies with a view of offering its ever-growing list of customers a one-stop shop service in the oil & gas industry. Founded in 2010, the company has grown in line with customer demand to this end, providing all key services under one roof, consisting of oilfield products, a comprehensive logistics function, inspection and management services, and even its own PPE product range.

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This expansion has been built on the foundations of an owner structure which boasts more than 100 years of collective experience in the industry, with them now applying that experience, set of values and eagerness to succeed to the ongoing development of Reliant. “We are only five years old so it has been a rapid expansion, but we believe in headhunting employees who want to work for a business like that, and in joining ventures with businesses ready to face the storm,” says the company’s Vice President, Jeff Alias. “In some aspects we have excelled way beyond what my CEO and I had expected,

given the industry. Mr David Moore is the aforementioned CEO as well as President and Founder of the Reliant Group of companies and is responsible for the philosophies now engrained in the fabric of the organisation, and the subsequent speed of growth that Reliant has enjoyed. Jeff Alias adds: “The reason for such quick growth has been our relationships formed within the industry, firstly and, secondly, our delivery. We have a strong belief in delivering beyond our customers’ expectations, and once we’ve achieved that, word of mouth has gone a long way in getting us known in the market really quickly.”

Reliant solutions

As word has spread about Reliant across the Asia-Pacific region, and beyond, the company has, in turn, looked to aggressively expand and improve its range of services in line with the extra demand coming the company’s way. Each operating company fits under this Reliant umbrella, but in addressing different product lines and service requirements, each subsidiary has been managed to cater for these standalone demands also. Reliant Oilfield Products (ROP) is the first, and perhaps most synonymous area of activity associated with Reliant, with it being one of the fastest growing oilfield product companies

in Singapore. Offering products and services across hard banding, blowout preventers, drill pipes, manual and hydraulic power, and low torque plug valves, ROP has taken off not only in Singapore, but on a global scale as a consequence of its multinational clientele. Reliant Logistics (RL) again provides support on an international scale in moving valued oil and gas assets across continents; reducing time and risk, managing complex processes, and reducing economies of scale and budgets as a consequence. Reliant Quality Services (RQS) assures the quality of components for customers, enhancing levels of reliability and financial sustainability

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through the specification, implementation and monitoring of quality standards. Reliant Asset Management (RAM) comprises one of the Group’s core joint ventures alongside Pipe Maintenance Inc. in developing oilfield lifecycle management procedures; from tooling traceability to implementing advanced asset management systems. Reliant Inspection Services (RIS) follows on from the work carried out by RQS, focusing specifically on monitoring of the offshore industry, and especially in regards to lifting equipment; bringing areas of health and safety, and equipment quality to the fore. Reliant Technology Solutions (RTS) is one of the newer additions to the Group portfolio, again comprising a key joint venture, and looking specifically at supplying downhole and wellhead monitoring, as well as casing running tools and production logging

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RGS is an agent for a UK brand here in Singapore and Malaysia, where we offer a range of PPE equipment like overalls, boots and eye protection clothing

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tools, to again expand the range of solutions and products for each customer. “Alongside these, perhaps our most interesting company moving forward is Reliant Global Supplies (RGS),” adds Jeff Alias. “RGS is an agent for a UK brand here in Singapore and Malaysia, where we offer a range of PPE equipment like overalls, boots and eye protection clothing. “This has been running for the past year and we have already seen demand grow.”

Growing to demand

Despite the rapid development that Reliant has seen over the past five years, it was not the company’s initial intention to branch out so vastly and quickly; a fact which Jeff Alias sees as testament to the pleasantly surprising success that has been achieved in such a short space of time. “We have simply grown in line with demand,” the Vice President

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notes. “When we started offering our products to the industry, clients began asking, for example, why we weren’t moving these products around for them as well, so we then saw an opportunity to move into logistics also. “This has been the same across all of our companies, expanding with the demand and what is now expected of us within the region.” Based on principles of customer satisfaction, innovation integrity, close collaboration and unified operations with the organisation itself, these philosophies have helped foster this successful diversification even further, but the Group’s CEO is still keen to ensure that the business is grown sensibly as well as quickly. “The CEO and I have to still be fussy about who we partner with and where we work to make sure that we enter joint ventures with the right people,” Jeff Alias confirms. “As a result, we have received good contracts and have worked hand-in-hand with them across Singapore, Malaysia and even the Middle East.”

We always look to support the local markets so that the industry sees that Reliant has come into their country and supported their home, rather than rushing in, making money, and then running away

Surpassing benchmarks

To that end, it has been Reliant’s global growth benefitting every bit as much as its internal growth in recent years, with its influence spreading as far as the Middle East in one direction across Asia, and New Zealand, Indonesia and Australia capitalising on the offering south of its core Singaporean and Malaysian markets. In each new region though exists the need for Reliant to partner with locally experienced and suitable organisations while also adhering to local considerations itself. “We have to be seen to be local in each country,” Jeff Alias emphasises. “We always look to support the local markets so that the industry sees that Reliant has come into their country and supported their home, rather than rushing in, making money, and then running away.”

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Reliant is an employer of choice in the Asia-Pacific region

Reliant partners with locally experienced organisations when moving into new markets

Being sensitive and proactive when it comes to industry trends also incorporates Reliant’s approach to people and skills in what can be a challenging battle to acquire the assets needed across the company’s niche sectors. The environment that has been formed within Reliant though, alongside its ever-strengthening reputation within the industry, has made the Group an employer of choice, however, in turn generating a talented pool of experts available within the organisation. All of this bodes well for the future of Reliant as it looks to expand each operating company individually and, subsequently, the Group as a whole. This will be achieved through the attainment of more long-term contracts, an enhancement of its manufacturing operations in the PPE domain, and a continuation of its drive to partner with more businesses across its footprint. “At Reliant, we are excited at the prospect of bringing our diverse experience to Asia under a single roof,” the company concludes. “Our contribution to the growth of the Asian oil & gas industry comes in the form of capability building through our unmatched array of services. “We understand and are comfortable with the mission-critical and time sensitive nature of projects that we undertake. Our mission is to offer steadfast support to our clients in Asia by making them not only globally competitive but also companies capable of surpassing conventional benchmarks of quality and performance.”

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Angkor Hospital for Children exists as a centre for excellence in paediatric healthcare that provides much needed quality medical care to Cambodians in need Writer: Emily Jarvis Project Manager: Eddie Clinton upported by donors in Asia, Australia, Europe and North America, Angkor Hospital for Children (AHC) is an independent, non-profit medical facility that is committed to providing quality healthcare to impoverished children in the Siem Reap area of Cambodia. The hospital works in close collaboration with the Ministry of Health and has done so since its founding 16 years ago. AHC’s Hospital Director, Dr. Ngoun Chan Pheaktra urges people to visit the hospital to learn about the hospital care it provides to impoverished Cambodians, and provide their support: “We receive funding from all around the globe and due to this ongoing support, we continue to deliver high quality medical care to children affected by disease and poverty in the country.” Recognised as Cambodia’s first teaching hospital, AHC first opened its doors in 1999 after Japanese-born

Treatment, Education, Prevention who have travelled long Kenro Izu, identified the lack distances to get to the of accessible healthcare for poor children. “Mr Izu had facility,” cites Dr. Pheaktra. AHC provides these a vision to do something services because travel for Cambodian children and associated costs can and greatly supported the often prevent families from hospital in the early days. He seeking medical attention. established the non-profit Over time, AHC has organisation ‘Friends Without evolved from a simple a Border’ in 1996 and after outpatient department gaining the support of 6,000 Dr. Pheaktra, to a fully-fledged hospital health care professionals Acting Executive offering specialist services around the world, Angkor Director of AHC including: Neo-natal Hospital for Children was care, physiotherapy, inpatient and born. Since we opened, the Hospital outpatient clinics, A&E, intensive care, has witnessed immense growth from 7,000 patients a year, to treating more operating theatre providing a range of surgical procedures, and more. This than 160,000 in 2014.” year, a much needed renovation of the AHC has provided more than one emergency and intensive care units will million medical treatments to date, reach completion, in turn expanding educating thousands of Cambodian the hospital’s capacity. health workers and hundreds of families in disease prevention along Securing the right people the way. “Our services are free; we AHC is more than just a hospital and reimburse travel costs, provide food also exists as a Centre of Excellence and areas to stay overnight for those

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The hospital’s guiding principal is to provide quality care to those living in poverty

for the training of Cambodian doctors and nurses in the hospital and beyond. As a non-profit organisation, however, it is sometimes a challenge to find the required skills within the country. “We need volunteers from overseas with expertise in specialist areas that will help us build the knowledge and skills of our own doctors and nurses.

Patient transfer to emergency room

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Only 10 percent of patients now wait more than three hours to be seen, which is an impressive achievement for the busiest unit of the hospital

“Providing high quality care means high quality staff and we have the right programmes in place to provide coaching and build capacity in the medical community as a whole,” Dr. Pheaktra explains. Beyond providing training for its own medical staff, the hospital works with other provincial hospitals to expand their own knowledge of quality care. “Our guiding principal is to provide quality care to those living in poverty. We work with the Ministry of Health to strengthen Cambodia’s healthcare system through the training of doctors, nurses and health workers to play a central role in improving public health for all children,” Dr. Pheaktra says, adding that staff take every step possible to help both sick children and their respective families.

Empowering locals

Early 2014 saw the opening of

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Providing hope as well as treatments

AHC’s newly renovated outpatient department. Through generous funding from many donors, the Hospital was able to increase its capacity to treat patients and reduce waiting times. The new and now separate ICU and emergency units were completed in April 2015, which have been designed to improve patient privacy, capacity and quality of care. Since 2010, Angkor Hospital for Children has reached out to rural communities via its Satellite Clinic (SC) which has outpatient, inpatient and emergency rooms and sees more than 50 children a day. “We strive to provide quality healthcare services to the rural population while strengthening the government healthcare system. By coordinating with local health centres at a community level, we hope to further replicate this model where a healthcare structure does exist, but needs improvement,” highlights Dr Pheaktra.

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1out of 77

children die before their fifth birthday

US$615

Cambodian gross national income per person

28%

Portion of the population living below the poverty line

4.2%

Angkor staff build strong rapports with patients

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Adults (25+) completing high school

Clinics such as this one are also useful in educating families in disease. For example, HIV positive children are taught to educate their communities about the disease as Dr Pheaktra further explains: “We hope that by empowering children to be their own advocate, local people will become well-informed of the risks. Our plan is to expand this programme going forward.” The goal for Angkor Hospital for Children this year is to consolidate its activities and maintain a stable outlook. “This year is about building a strong foundation from which to grow, accompanied by securing further funding going into 2016 to ensure we can continue to run our existing activities. We are committed to ensuring the Hospital has the fundamentals needed to continue offering much needed quality healthcare long into the future,” concludes Dr Pheaktra.

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M c T H A I

Global Brand with

Local REACH McThai is rolling out an unrivalled localisation strategy to enhance market saturation Writer: Emily Jarvis • Project Manager: Ben Weaver cDonald’s sells more than 75 hamburgers every second and its famous golden arches are recognised by millions around the globe. As a result of its alignment to global strategy, ‘Plan to Win’, McDonald’s serve 68 million people a day, which equates to around one percent of the world’s population. With more than 35,000 restaurants in 118 countries, the quick service restaurant chain strives to be more than just a restaurant; seeking new ways to fulfil its brand promise of quality, service, cleanliness and value. Employing more than 1.7 million people worldwide, McDonald’s has mastered the quick service and fast food industry with an unparalleled localisation strategy. Nowhere is this truer than Thailand, where the franchise has 202 restaurants, serving

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more than eight million customers a month. “In line with our local commitment, we have items that are specific to Thailand like the Samurai pork burger, the spicy McWings, the spicy chicken teriyaki and rice, and chilli sauce available as a condiment,” said Hester Chew, Chairman of Executive Committee and CEO of McThai, the sole McDonald’s franchisee in the country. Although some items are localised, McThai’s core products are largely the same internationally and of the same universal quality as you would find in any McDonald’s globally. “McDonald’s has a global supply system. Our french fries are from the US, our cheese is from New Zealand and we have recently been importing beef from Australia. We look at the regional supply system to see who has

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M c T H A I

the best ingredients, quality and price to match the product and we work on a system of delivery,” Mr Chew explained.

Strategy for growth

The first McDonald’s restaurant in Thailand was opened in 1985 and since Mr Chew joined the business, things have changed significantly. With extensive experience in the food service industry, Mr Chew acted quickly when he joined McThai in 2006, implementing his vision for the brand in Thailand, including the introduction

customer service; we changed the way our restaurants look, how the brand was positioned and the menu items. “Today, we are in a much healthier state,” he says. “Things have gone from good to better. We have a steady business. We’ve grown from 93 restaurants in 2006 to more than 200 by the year-end. I think the growth has been good.”

Bringing the brand to life

One of the key changes in recent years has been the remodelling and updating of the restaurants to bring them in line with the global brand, introducing new lighting and decor with an “urban edge” as Mr Chew further explained: “We wanted to push our McDonald’s stores from being traditional quick service restaurants into lifestyle restaurants. “In terms of the look and feel it is about colours; we make the restaurants as welcoming as possible but with an urban edge. About five

items are tailored to the Thai market ofFood a separate McCafé premium coffee

counter and dessert station in most of the McDonald’s restaurants, which have proved highly successful. “After becoming CEO, I started to look at the fundamentals,” Mr Chew continued: “In the first six months we looked at staffing, promoted some from within, brought new blood into the organisation, repositioned incentive schemes and the way we look at the business in terms of our

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...it is about undertaking ongoing improvements to internal processes. Customer service is another area of continual improvement

years ago the decor was aligned with the McDonald’s ‘millennium concept’; this has now been updated and given a new identity called ‘allegro’. This design has been rolled out across the majority of our Thai branches.” In 2010, McThai introduced the concept of drive thru quick service restaurants, another successful venture. In a market where convenience is key, the brand also added a 24-hour home delivery system to its repertoire in 2007, joined in 2014 by a mobile point of sale (mPOS) solution allowing customers to conveniently pay by credit card for takeaway food using their mobile devices. “Convenience is very important. In an area like Bangkok it is key. Delivery is a popular service in Asia, not just Thailand. You’ll find similar services in Singapore, Malaysia, the Philippines and Indonesia,” confirmed Mr Chew, who further highlighted the

Embracing the new ‘allegro’ identity

McThai vision to be the quick service restaurant of choice in Thailand by the end of 2015.

Driving McThai forward

For the future, Mr Chew hopes the Thai government will continue to drive the economy forward with the eventual goal of attracting more foreign investment and creating further jobs in the country. The knock-on effect of this will help grow McThai’s presence in the country. “These things are out of our control at the moment. Therefore, for us it is about undertaking ongoing improvements to internal processes. Customer service is another area of continual improvement,” Mr Chew explained. “I think we have seen success from our STEPUP programme to develop our staff and this has been an important contributor to business performance and placing the customer at the core of all we do.”

McDonald’s

sells more than

hamburgers every second

Mr Chew further emphasised: “The McDonald’s business is a people business, providing food and beverage services in its restaurants as well as home delivery. Therefore, we give top priority to our staff, as they are the ones who deliver happiness and satisfaction to our customers. “Additionally, the next couple of years will see us continue to learn the best ways to ensure the business remains relevant to our customers. For example, the Provinces of Thailand are very different to the major metropolitan areas such as Bangkok. Each area requires a different approach in order to attract the customers there.” In furtherance to this, Mr Chew has ambitious hopes for McThai, with the long-term outlook to achieve more than 400 McDonald’s restaurants in the country; highlighting that technology will play an important part in the future of the company.

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E V E N T IN ITS EIGHTH year, Frost & Sullivan’s Growth Innovation and Leadership (GIL) 2015: Malaysia global congress reconvenes on 14 April, 2015 at Mandarin Oriental Hotel, Kuala Lumpur, Malaysia. Visionary leaders and C-level executives from all over Malaysia will gather to be a part of this collective experience which will provide critical insights into the game-changing trends which are impacting the country’s economy and its industries. Continuing the journey to visionary innovation, Hazmi Yusof, Country Head Malaysia & Senior Vice President, Frost & Sullivan will present a thoughtprovoking keynote session: The Mega Trends – A Malaysian Perspective. The event will feature key workshops on Techvision, top 50 technologies and customer experience: big data, Internet of Things and cloud computing. Besides these engaging think tanks, industry thought leaders will showcase Frost & Sullivan’s latest research in a rapid fire session covering diverse industries such as healthcare, ICT and energy, to name a few. GIL 2015 Malaysia will showcase the visionary perspectives of top CEOs in the region on how they are shaping their companies in the highly innovative and turbulent market environment. This will be followed by an exclusive discussion and Q&A session on leadership with some of Malaysia’s prominent leaders. Join us as we embark on this year’s

F O C U S

GIL 2015: Malaysia

A collaborative experience on the future of convergence and the impression of visionary leadership in the region

journey with “convergence” and “the connected world”, as the two pivotal forces that are causing some of the greatest disruption and influencing the way we need to grow and innovate. GIL 2015: Malaysia will reveal some potentially exciting and great innovative opportunities for growth and expansion which lay ahead for your industry and your company.

I N F O R M A T I O N WHEN: 14 April, 2015 WHERE: Mandarin Oriental Hotel, Kuala Lumpur, Malaysia REGISTER: carrie.low@frost.com Tel. +603 6204 5910 WEBSITE: http://ww2.frost.com/event/ calendar/gil-malaysia-2015

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