Future Human Capital - British Malaysian Chamber of Commerce
Transcription
Future Human Capital - British Malaysian Chamber of Commerce
Future Human Capital Quality Education, Relevant Training & Talent Management: The Key To Growth INSIDE • 2013 Outlook • 20th BMCC-JPA Programme Launched • Managing Reputational Risk January-February 2013 First Lines BMCC Board of Directors: Patrons: L YBhg Tun Musa Hitam HE Simon Featherstone, British High Commissioner Chairman: Dato’ Larry Gan, Catcha Media Bhd ast year saw a series of major milestones and events touching our shores, many of which involved BMCC playing a key role. Ministerial visits, the London Olympics, the Diamond Deputy Chairman: Jubilee and the Royal Tour to Asia, to name a Andrew Sill, The Royal Bank of Scotland Bhd few. In December, we closed out the year with Directors: Soo Kim Wai, Amcorp Properties Bhd Mark Burgess, Amicitia Sdn Bhd Bob Olivier, Aspac Executive Search Sdn Bhd David Ng, DHL Express Malaysia & Brunei Dato’ Justin Leong, Genting Bhd Datuk Seri Michael Yam, InvestKL Amanda Powell, KL Kudos Design Sdn Bhd Michael McIver, Plus Three Consultants Sdn Bhd Osman Morad, Standard Chartered Bank Malaysia Bhd Bill Addington, TechSol Sdn Bhd Datuk Peter Wentworth, OBE, Weir Minerals Malaysia Andrew Diamond, Yakimbi Sdn Bhd Ex-Officio: our grand finale Corporate Christmas Lunch which saw nearly 500 guests in attendance. This year promises to be no less exceptional as we celebrate BMCC’s 50th Anniversary! There is a special programme of events and initiatives planned to mark this important chapter in our history. Firstly however, I would like to extend our deepest appreciation to our newly enrolled Annual Sponsors. It is thanks to their generous support that we will be able to further enhance our service levels and facilitate broader business links for our membership. We are delighted to have received renewals from several of last year’s sponsors, a clear sign that Gavin Anderson, British Council Tony Collingridge, OBE, UK Trade & Investment Dr Zainal Abidin Majid, Advisor To The Board we are continuing to create value. The first principal event on the calendar is the special Members’ Networking Night at the iconic Carcosa Seri Negara when members can reconnect with Molly Jagpal: Executive Director Winnie Ng: Business Services Manager Nabisa Kassim: Commercial Activities Rafy Anuar: Events & Marketing Executive Henry Tay: Special Projects Officer Deck Azwan: Accounts Executive existing contacts and make new ones. This year also marks the 20th round of the exclusive BMCC-JPA Management Programme. The high calibre of candidates has already attracted interest from a number of our member companies keen to forge lasting ties with key personnel in the Malaysian Government through this unique initiative. More details can be found on Page 6. BMCC Magazine: In this issue, we look at the highly topical subject of Human Capital as Malaysia Editor: Amanda Powell Editorial Committee: gears up to implement the measures in its Economic Transformation Programme. • George Aveling • Marcus Osborne • Molly Jagpal • Matt Smith • Bill Addington • Winnie Ng Our feature section looks at the various aspects - education, training & development, talent management and more. Production: KL Kudos Design Sdn Bhd Printing: Tinggi Press Sdn Bhd, Lot 6, Jalan Kuang Bulan, Taman Kepong, 52100 Kuala Lumpur. Berita BMCC is published bi-monthly for distribution to BMCC members and other organisations in the business community.The views expressed or implied herein are those of the authors or contributors and do not necessarily reflect those of the Chamber. Lastly I would like to wish all our members a successful, prosperous New Year and we look forward to engaging with you during this very special year at BMCC - there’s no better place to do business! BMCC 2013 Annual Sponsors & Partners PlaƟnum Sponsors: Gold Sponsors: Gold Partner: BMCC Executive Office: 4th Floor, East Block, Wisma Selangor Dredging, 142B Jalan Ampang, 50450 Kuala Lumpur. Tel: +60 3 2163 1784/2163 1786 Fax: +60 3 2163 1781 Email: [email protected] Web: www.bmcc.org.my Preferred IT Rental Partner: Preferred Airline Partner: Follow us on: BMCCMALAYSIA January-February 2013 In This Issue January-February 2013 ■ First Lines ................................................. 3 ■ Trade Talk: .................................................. 6 > BMCC-JPA Programme Launched > BMCC Donates To Hospis Malaysia > CSR On A Shoestring > Business Engagement Dialogue ■ Special Reports ......................................... 8 > Outlook For 2013 - Osman Morad, MD & CEO, Standard Chartered Bank > Managing Reputational Risk Abigail Healey, Addleshaw Goddard ■ CEO Spotlight ......................................... 10 Teh Lip Kim - Leading Force in Local Property ■ Cover Story ............................................. 13 Human Capital For The Future: The Importance of Quality Education, Relevant Training & Talent Management ■ Meet Our New Members ....................... 33 ■ News from Our Members ...................... 35 ■ Service Matters ....................................... 39 By George Aveling ■ On The Social Scene ................................ 40 Festive Fun Kicks Off At BMCC Lunch ■ Intellectually Streaking ............................. 42 Saint Or Sinner? - Datuk Paddy Bowie, OBE 4 January-February 2013 Future Human Capital: Cover Story Contents As Malaysia pushes to implement its Economic Transformation Programme, high calibre human capital will become a premium. Quality education, training and talent management have never been more critical. Turn to Page 13 to read more. Diary Dates January Thurs 31st BMCC New Year’s Members Networking 5.30pm-9.30pm - Carcosa Seri Negara Renew old contacts and make new ones at this exclusive Members Only informal drinks evening and BBQ at the beautiful and historic Carcosa Seri Negara February Mon 25thSun 3rd Mar BMW Malaysia Tennis Open Royal Selangor Golf Club Follow the action as 32 leading ladies from the WTA Tour take to the court for this dynamic tournament. www.carbon-worldwide.com March Fri 8th International Women’s Day Event Details to be confirmed Weds 13thThurs 14th IPSEF Conference Intercontinental Kuala Lumpur See Page 31 for details Tues 26thThurs 28th Rail Asia 2013 Kuala Lumpur Convention Centre Tues 26thSat 30th LIMA 2013 - Langkawi International Maritme & Aerospace Exhibition Langkawi Convention Centre April Fri 5th 20th BMCC-JPA Management Programme Official Opening Ceremony See Page 6 for more details Tues 4th June BMCC Annual Charity Rugby Dinner Shangri-La Hotel Kuala Kumpur Coming Up: March-April 2013 Cover Theme: The Best of British Don’t miss out on this special edition of BMCC Magazine as we celebrate our 50th Anniversary and everything British. Got a story to tell? Get in touch now! Editorial Deadline: Wednesday 30th January Advertisement bookings open now! Contact 03 2163 1784 or [email protected] January-February 2013 Trade Talk 20th BMCC-JPA Round Set To Enhance Ties B MCC’s 50th Anniversary year will see the 20th round of the unique BMCCJPA Management Programme taking place. First introduced in 1983, this exclusive Programme provides an unparalleled opportunity for senior government officials to obtain "hands on" British/Malaysian private sector experience via a tailored industry placement within a host organisation. A joint initiative between Jabatan Perkhidmatan Awam Malaysia (JPA) – Public Services Department Malaysia and the BMCC, the Programme has been led and managed by the BMCC over the last 30 years. Endorsed by the British High Commission, it is fully supported by the Malaysian Government.More than 290 Malaysian Senior Government Officers and 60 British companies have benefitted, helping to foster stronger links between the UK and Malaysian private and public sector. BMCC member companies have the exclusive opportunity to participate by selecting and hosting senior government officers that have been carefully interviewed and shortlisted by JPA. Companies can opt to take up to two candidates each. This year’s cohort of candidates is of exceptionally high calibre, all of whom hold senior positions within a variety of Malaysian Government Departments including: > Ministry of Health Programme Components 3-month total duration inclusive of: • Attachment modules with participating companies in Malaysia • One week off-site Business Management Module – to be conducted by leading British Business School > Malaysian Qualifications Agency • Three weeks overseas attachment in UK > Royal Customs Department All expenses including flights, lodging, food and transport for the participants for the entire programme are covered by the JPA. > Ministry of Higher Education > Ministry of Home Affairs > MOSTI > Malaysian Nuclear Agency > Department of Irrigation & Drainage > Public Works Department and others A total of 14 candidates will be selected to take part, with 7 places still available. Positive Feedback "Our two candidates proved very able and engaged. Their approach to this attachment was positive throughout and they both added valuable insights in their specialist areas of timber and environmental policy, key concerns of HSBC and our sustainability strategy." Jonathan Addis, Former Executive Director & Deputy CEO, HSBC Bank Malaysia “Our candidate this year made a vital contribution by way of his Project to launch a construction industry Safety Award scheme, something we have been attempting to do for several years.” Michael McIver, CEO, Plus Three Consultants “This is the 4th time we have been part of the BMCC-JPA Programme. It has been a great learning experience and we value the mutual benefits that it offers to the Bank and the participants." Osman Morad, Managing Director & CEO, Standard Chartered Bank Malaysia “We were very impressed with our two candidates. The findings gathered through the Project undertaken will be brought to a higher level as we believe it could greatly benefit the SME industry and the country as a whole.” Azlam Shah Alias, Corporate & Legal Affairs Director, Tesco Malaysia 6 Whilst on placement, the candidate is required to produce an in-depth project paper based on the interest of the hosting company. In past years, this programme has achieved some exceptional outcomes, helping companies to open doors into government and strengthening their own government outreach channels. January-February 2013 For details and participation, call Ms Nabisa Kassim on +603 2163 1784 or email [email protected] Business Dialogue Session Sees Successful Outcome T he recent Business Engagement Dialogue Session held between Suruhanjaya Syarikat Malaysia (SSM or Registrar of Companies) and KL’s Business Chambers has delivered a positive outcome. Via the Business Policy Committee, the BMCC raised three key business issues, prompting SSM’s CEO Mr Mohd Naim Daruwish to remark that the BMCC had set an example as to how Chambers could engage their members for a positive outcome. The three issues presented and the respective responses were: 1. Removing the need for two resident directors which results in many international businesses appointing nominees from professional firms and hence increases the cost of doing business in Malaysia. Under the SSM’s new Companies Bill (New Policy), a company can now be incorporated with just one resident director. The New Policy will be presented to the Cabinet in March. 2. Reviewing capital duty for registration of foreign companies as branch offices under the Companies Act 1965 to be capped at RM1,000 for companies not having any authorised capital in their home jurisdiction - as opposed to calculating duty on issued share capital. SSM will introduce a fixed incorporation registration fee. The fee to incorporate a company will be based on the type of company, and no longer on authorised capital. 3. Exemption for SMEs and/or companies with a turnover below a prescribed amount from carrying out statutory annual audits each year (even dormant companies are required to carry out statutory audit annually). This would bring Malaysia in line with other countries. SSM will retain the mandatory audit requirement for all companies to submit year end accounts but will introduce a new exemption category for certain companies. Trade Talk BMCC Supports Hospis Malaysia With RM210,000 Donation and extend Hospis Malaysia's services in engaging with children suffering from genetic, developmental, perinatal and metabolic conditions. Speaking at the cheque presentation ceremony, British High Commissioner to Malaysia and BMCC Patron HE Simon Featherstone CMG (below) said, “We are extremely grateful to the BMCC for its generosity in supporting Hospis Malaysia with this substantial donation. It is fitting that the money being donated will enable Hospis Malaysia to provide training and education support for paediatric palliative care – a subject dear to The Duchess's heart.” BMCC Chairman Dato' Larry Gan echoed these sentiments, adding, “The BMCC is very proud to be able to contribute this substantial amount to such a worthwhile organisation. This is indeed a much needed initiative that Hospis Malaysia has begun.” H ospis Malaysia was recently the recipient of a donation from BMCC totalling RM210,000. The funds were raised during the highly successful business luncheon organised by the BMCC during the maiden visit to Malaysia by Their Royal Highnesses the Duke and Duchess of Cambridge. Sponsored by Standard Chartered Bank Malaysia, the luncheon was attended by over 1,000 guests from the business fraternity. HRH The Duke of Cambridge expressed his support for the initiative during the Luncheon when he said, "Let me end by thanking the British Malaysian Chamber of Commerce most warmly for your generosity in donating the proceeds from this event to Hospis Malaysia - you are supporting a really wonderful cause.” The money will form a start-up fund to enable Hospis Malaysia to deliver training and education support to help implement Malaysia’s new Paediatric Palliative Care Policy. Launched in September, the Policy was introduced to advocate further provision for paediatric palliative care - much needed by children with life-limiting illnesses. With collaboration and reciprocal training already planned with the East Anglia Children's Hospice (EACH), a UK-based charity of which HRH the Duchess of Cambridge is Patron, the donation will be allocated to help fund annual paediatric palliative care training courses, develop enhanced expertise in paediatric palliative care for all staff CSR On A Shoestring: BMCC Seminar Shows How T he BMCC and BP teamed up with event partner the British Council recently to present a breakfast talk headlined CSR on a Shoestring. The talk was designed to reach out to businesses and share insights on how companies can properly manage their CSR efforts with minimal budgets. It also covered the do’s and don’ts when measuring the impact of CSR endeavours. “While CSR projects reflect a company’s responsibility and commitment to social issues, businesses today are operating across multiple boundaries and need to be mindful of accountability, responsibility, transparency and a growing demand to undertake social roles – all these while minimising the costs and maximising the impact of such projects,” said Jane. Led by Jane Massy (CEO of ABDI), one of the UK’s most experienced Return On Investment practitioners, the seminar highlighted that regardless of whether companies were looking to start or are already actively running a CSR project, the management and evaluation of a sustainable social project can be challenging and subject to strict reviews. “As measurement does not necessarily relate to financial figures, what would be a good measure of the success of CSR projects?” Using pertinent case studies, the seminar showcased examples of businesses that are managing and optimising their CSR projects. Sponsor: January-February 2013 Event Partner: 7 Special Report Outlook For 2013 by Osman Morad Managing Director & CEO Standard Chartered Bank Malaysia The driver of growth will remain domestic demand and continued consumer spending. Household loans are expected to expand with the launch of government-initiated affordable housing schemes. Economic Transformation Programme (ETP) activities will underpin domestic demand growth in 2013: I n 2012, the earnings momentum of banks was maintained with strong loan growth, robust non-interest income, and lower loan loss provision despite the ongoing Net Interest Margin (NIM) compression. With the prudential management of Bank Negara Malaysia (BNM), banks remain in excellent shape based on the capital ratios coupled with reducing Non-Performing Loans (NPL) and impairment ratios. Malaysia will continue its GDP growth, which has been forecast at between 4.5 percent and 5.5 percent. At Standard Chartered, we are projecting Malaysia’s GDP growth to be 4.7 percent due to weakening exports as consuming nations on austerity drive reduce imports. With China’s soft landing, Malaysia’s exports to and imports from China may potentially slow down reducing the ability to absorb the slacks of bilateral trades with the European Union (EU) and US. In the banking sector, we believe Basel III will have a profound impact in 2013. Although banks are already deploying their increasingly scarce capital resources in a more capital-efficient manner, we expect the implementation of Basel III from 2013 to accelerate the pace of change. Nevertheless, we are optimistic that fundamentals which are already in place, coupled with greater emphasis on risk-based pricing, will ensure the banking sector continues to be vibrant and play an important role in Malaysia’s nation-building initiatives. 2013 Prospects Overall the banking sector outlook for 2013 is expected to remain strong although lending activities could decelerate in the first quarter with slowing corporate loan disbursements and consumers adopting a “wait and see” attitude pending the upcoming General Election. 8 • Generally, the anticipation of loan growth is at 2 x GDP. • We also expect net interest margin (NIM) to continue to come under pressure due to scaling up of new entrants, competitive rates given to the ETPrelated business loans, and potentially rising cost of funding to comply with Basel III liquidity requirements. • Impaired loans should maintain at low levels depending on the banks’ risk appetite and portfolio balance. Mergers & Acquisitions This is an interesting development as regional central banks are currently in the final stages of launching the ASEAN Banking Integration Framework (ABIF), which will make it easier for qualified banks in the region to expand within the ten member countries. Timelines may be discussed at the next ASEAN finance Ministers meeting in April 2013 in Brunei. The potential entry of banks from other ASEAN member countries into Malaysia may intensify competition which may induce smaller banks to consolidate and pursue further integration. For Standard Chartered, Malaysia remains an important franchise to the Group. We have made significant investments, taking the route of organic growth as we continue to put effort into deepening our relationships with our clients and enhancing our customers’ banking experience. In keeping with the Group’s overall strategy. we will maintain our organic growth but remain alert for opportunities that will complement our approach towards expansion. Loan Growth We see industry loan growth trends in 2013 remaining strong but at a lower pace than that recorded in 2012. This is in line with our GDP growth projection of 4.7 percent, compared to this year’s expected GDP growth of 5 percent. Non-Interest Income The macro backdrop that supported strong fund flows into emerging markets and Asian credit markets in 2012 is still in place and should help regional credit markets generate positive returns. From a Malaysian perspective, non-interest income will continue to increase with deal flows fuelled by incentives for Sukuks and increased transactional banking fees on forex hedging activities. Non-Performing Loans Non-performing loans are expected to remain at low levels in 2013. This will be primarily due to the industry maintaining a cautious outlook on lending, given the challenging economic environment. Islamic banking will remain a growth sector for Malaysia and we intend to fully leverage and remain committed on our Islamic banking platform. As at the end of 2012, there are a total of 10 Standard Chartered Saadiq branches, growing our entire network to 42, further expanding our footprint in Malaysia. Net Interest Margins We continue to see opportunities in our high value segments such as SME and Priority Banking and will focus on building and broadening our market share for these segments, including mortgages. Innovation will be a key differentiator. For net interest margins, the same factors that impacted the industry in 2012 will continue to exert pressure. Hence, we foresee further compression from increased liquidity cost due to Basel III and intense competition in the industry. Globally, Standard Chartered continues to chart record growth. With Malaysia being in the centre of the SE Asia region, it is poised to take advantage of the potential of Asia leading global economic growth. January-February 2013 Special Report Managing Reputational Risk T he fall-out of damage to a company’s reputation can be catastrophic – from greater uncertainty among investors and a drop in a company’s share price to greater difficulty in finding suppliers and a possible dip in sales owing to decreased confidence or greater cynicism among consumers. And with the world-wide web, bad news travels fast, far and wide. In this climate, businesses are focusing on how they can protect and enhance their reputation and build and retain trust in their brands. They need to work hard to minimise hostile media coverage that will affect how all stakeholders – from customers and the public to investors, analysts, suppliers, government bodies and also their employees – perceive the company. The key threats to a company’s reputation are wide-ranging; no system is foolproof and even the best-run organisations are likely to attract negative publicity at some point. In managing reputation, the importance of good corporate governance cannot be underestimated. Corporate Governance Is Key Transparency and integrity are board level issues. Companies must plan not only to maximise shareholder value but also to minimise the risks associated with their activities. Failure to manage these risks can lead to a loss of trust and erosion of value. Externally, companies need the goodwill of major shareholders, customers and other stakeholders to make the tough decisions necessary to sustain profitability. Internally, they are increasingly focusing resources on ensuring compliance with regulatory requirements. Good corporate governance is fundamental in both these areas. The regulators’ response to corporate collapses and disasters has been to increase the corporate governance requirements for public companies significantly. Key elements include: the recognition of the increasing importance of “independent” non-executive directors; the separation of the role of chief executive and chairman; improved procedures for recruiting directors; and a sharp focus on internal controls and risk management. Increased media focus on corporate governance means that if something goes glaringly wrong it becomes apparent far more quickly and publicly, and there’s far greater scope for investors to attack the company. Doing more than the minimum to comply Companies are under scrutiny like never before and in our image-conscious age, businesses live and die by their reputation. Abigail Healey, of Addleshaw Goddard’s Reputation Protection Team, outlines some measures for protecting that reputation. with corporate governance regulations can often bring real advantages, particularly through better risk management and an improved image in the eyes of shareholders, other stakeholders and the public. Many companies have gone beyond the regulatory requirements in a number of areas, particularly in the way they identify and manage risk. They are also increasingly transparent about their corporate governance regimes and are communicating this through their websites. In all companies, the board’s responsibility is to ensure that the way information is distributed, decisions are made and risks controlled is monitored. Without suitable checks and balances in place, accounting, trading or other problems may escalate, endangering the business’ reputation and its very future. Money Laundering Complying with tightened regulations on money laundering and legislation concerning proceeds of crime is essential. An organisation’s reputation could be severely damaged if it is connected with an offence under these regulations/legislation. The Money Laundering Regulations place stringent requirements on professional services firms such as accountants, audit providers and solicitors to take an active role in the prevention of money laundering. Under the Proceeds of Crime Act, concealment, arrangement, use or possession of proceeds of crime and the failure to report any reasonable suspicions relating to such proceeds is a criminal offence. Any individual can be convicted under this legislation. The Money Laundering Regulations and Proceeds of Crime Act place far greater obligations on businesses in the regulated sector than ever before. In this case it’s best to seek legal advice and, potentially, err on the side of caution by training staff about the issues involved and setting up appropriate internal procedures. Freedom of Information Companies are continuing to grapple with the ramifications of the Freedom of Information Act 2000. The law, which came fully into effect on January 1, 2005, gives members of the public the right to request information held by public authorities. While there are some exemptions, this includes information about businesses that has, for example, been acquired by regulators or provided by companies when tendering for public-sector contracts. The legislation also applies retrospectively making it possible for people, frequently journalists, to request historic information. Preparing For A Crisis How ever well you manage threats to your reputation, every business at some point is likely to become the focus of hostile media attention. But by taking a proactive approach there is much you can do to minimise its impact. While it is impossible to anticipate when a story may break, you should know what skeletons are in the corporate closet and develop plans to react to possible stories. Crisis Management Checklist: 1. Put a crisis management team in place 2. Plan your responses to possible stories 3. Be cautious in your response until the facts become clear 4. Assess your options under media codes of practice 5. Consider the pros and cons of any legal action carefully 6. Don't threaten action you're not prepared to carry out 7. Don't stonewall – people will assume you're guilty 8. Tackle inaccuracies in a story robustly 9. Keep employees informed 10. Build good relationships with external lawyers and communications advisers January-February 2013 9 CEO Spotlight Building Innovation O riginally one of Malaysia’s pioneering tin mining organisations, Selangor Dredging Berhad has since diversified into a leading property development firm, largely under the keen eye and firm hand of Managing Director Ms Teh Lip Kim. Taking up the role in 1998, her first task was to consolidate the firm’s operations and business interests, which involved some very tough and bold decisions, including asking friends and relatives to leave the company. When the move into property came in 2004, this too was not without its challenges. The prolonged fallout from the Asian financial crisis of the late 90’s combined with an increasing amount of competition led to a series of setbacks. Forging ahead with steely determination, Ms Teh has since transformed the company into a niche property player. Currently with 15 completed or ongoing projects in its portfolio and more launching soon, the company focuses on building innovation into its developments to “give people what they don’t know they want,” says Ms Teh. “One of the most important aspects of our approach is spatial planning. We look in detail at the relationship between the spaces and the sizes of the rooms to ensure that each property delivers the right customer experience.” At Windows On The Park, a new project in Cheras, for example, the condominium development sits on a nine acre site, more than 50 percent of which has been retained as parkland. “We looked at the site to see what we could do differently. We have created three spaces within the park – one each for family time, quiet time and sports activities.” All of the apartments have views onto the park and more specifically, the bedrooms and living areas do. Windows On The Park: natural environment 10 January-February 2013 “We make sure that we follow through and implement the concept fully,” says Ms Teh. “We look into every aspect of the development to make sure the emotional feel is there – right from the car park and lighting, to the design layouts, to the materials we use. This all-embracing thought process is very important.” In Taman Melawait, the 20trees development combines a mix of bungalows with private pools, courtyard homes, garden homes, terrace homes and low-rise apartments. Twenty uniquely different environments have been integrated into pockets of space within the development, creating different sensory experiences. CEO Spotlight Dedaun: limited edition luxury Innovative design, close attention to detail and quality products are the hallmarks of Selangor Dredging properties “We don’t have a set formula,” says Ms Teh. “We look at the best solution for the location. This can be as simple making sure the orientation of the building is optimal to maximise light and minimise heat retention. In this way, we introduce sustainability into our developments.” For its project in Penang, By The Sea at Batu Ferringhi, the company is involved in rehabilitating the river that runs through the site. “We are the first private developer to embark on such a scheme,” explains Ms modelled on a small community complete with village green. The firm also has one project in the UK, a heritage building which is currently leased to a financial institution. Aman Sari: spacious family living The innovative designs, close attention to detail and delivery of quality products are hallmarks of Selangor Dredging that have have garnered a number of industry awards for the firm recently, including the AsiaPacific Entrepreneurship Award 2012, The Fiabci Prix d’Excellence Award 2011 and the SIA Architectural Design Award 2010. The latest accolade is for Ms Teh herself who has been named as Malaysia’s Ernst & Young Woman Entrepreneur of the Year 2012. Asked what the secrets for success are, she says it is important to establish a balance in life. “The priorities are personal, family, business – in that order. Reflective skills are very important as well as a keenness to learn,” she says. Knowing the right questions to ask is another key quality and of course to be decisive and not afraid to take risks. All characteristics that Ms Teh has clearly deployed in helming the company to its current leading position in the market. www.sdb.com.my By The Sea: inspirational views Teh. “We have set up a system that uses proven technology and the result is clear water that will help to regenerate and sustain marine life. We are also working with schools in the local community to help inculcate good environmental practices for the long-term.” Outside of Malaysia, Selangor Dredging is also a growing force in the Singapore market with a total of five projects already underway or launched, including the latest initiative, The Village at Pasir Panjang, January-February January-February2013 2013 11 January-February 2013 Cover Story Future As Malaysia strives to move up the value chain, education, training and talent management have been firmly placed on the national agenda. Access to a quality education and relevant qualifications that help young people enter the world of work have never been more essential. Programmes to identify, nurture and develop high calibre talent are becoming recognised as vital for companies to ensure long-term sustainability. Already strong, the ties between Malaysia and the UK in this field are growing as Malaysia aims to become a transnational education hub and British institutions set up on Malaysian soil. Turn the page to learn more. Human Capital January-February January-February2013 2013 13 11 13 Cover Story Engaging In English T he Malaysia Education Blueprint for 2013 to 2025 is a clear indication of the Government’s recognition of the importance of education in the nation’s economic and social development. One of the aspirations for Malaysian students set out by the report is bilingual proficiency in Bahasa Malaysia and English. A key theme, identified by the Blueprint, in achieving this aspiration, is a further improvement in the quality of teaching. The bilingual aspiration is recognised as a particular challenge within the more rural areas of the country where it is acknowledged that there is a significant inequity in student success. The British Council has been working with the Ministry of Education and corporate partners to assist Malaysian teachers of English in their professional development, and consequentially in bringing the best out of their students. To achieve this, the British Council is currently running three large-scale teacher development projects in Malaysia. These projects, ELTDP (Sabah, Sarawak and Labuan), TEDP (West Peninsular Malaysia) and Pro-ELT (Peninsular Malaysia) focus on primary school teachers of Years 1 to 3 and begin by understanding the difficulties faced by many Malaysian teachers. A number of these issues are recognised in the Malaysia Education Blueprint. Difficulties such as an increased workload in non-classroom work - a 2011 Ministry survey of 7,853 teachers found that they report working anywhere between 40 and 80 hours per week, with an average of 57 hours - and a change of teaching curricu- The British Council is working closely with the Ministry of Education and Corporate Social Responsibility sponsors to meet primary state school English teachers’ needs and address the challenges they are facing, but what are those needs and how can challenges be changed into developmental opportunities? Adam Jameson takes a closer look. lum resulting in a need to shift away from “traditional” teaching methods are cited by the Blueprint. The 2011 change in curriculum has required a certain amount of on-going support and retraining for teachers. This change has brought with it a change in assessment methods - from summative testing to more continuous assessment. Increasing parental and community support, particularly in rural communities, is another area in which students’ learning could be improved in the future. These issues were challenges the British Council worked hard to 14 January-February 2013 overcome when planning and delivering the teacher development projects. Issues pertaining to student motivation and students recognising the need to learn English are major ‘first barriers’ for primary state school English teachers in rural contexts. In recognition of the fact that parental involvement in early education and early literacy is key, the British Council’s programmes are currently focusing their efforts in this area. The projects use reading workshops and reading circles to develop participation and relationship building between the schools and the wider community. The Learn English Family Programme developed a series of workshops for parental involvement in early reading (above). A full programme of training was sent to 7,000 schools in Malaysia. This is being supported by teacher mentoring and programmes run by corporate volunteers from UEM Berhad. Cover Story “There is a positive shift towards creative and engaging teaching within the English Language classroom in Malaysia, and a growing interest from parents.” The idea of school-based assessment - an ongoing method of assessing a child’s ability through regular formative assessment - is one area in which teachers are having to adapt. This change from using formal testing to much more frequent in-class assessment tasks is a major shift. The main difficulty that many teachers have with this is the amount of time it can take inside the classroom to assess individual students. This is considered by many teachers to be ‘lost’ teaching time. The British Council mentors have been working with teachers to develop ways of integrating assessment into lessons by using - and effectively managing - communicative language activities, language games and collaborative exercises. The use of these techniques is, in many cases, a significant step beyond a lecture style of teaching, which is what many teachers and pupils had become accustomed to. Due to the noticeable differences between lecture style and communicative practice, teachers had to be equipped with an enhanced set of classroom management skills to enable them to maintain control in what was, potentially, a much more lively classroom. There is a great deal of early evidence of positive outcomes from these mentoring projects - which include thousands of classroom observations. The introduction of a range of classroom management techniques is shifting the focus from teachercentred to learner-centred. This then allows for meaningful language practice to take place. Students are more engaged in their lessons and more engaged with English. We are seeing a shift towards creative and engaging teaching within the English Language classroom in Malaysia, and a growing interest from parents in school activity - a trend which looks set to continue. Adam Jameson is a British Council ‘Teacher Development Trainer and Mentor’ working on the Teacher of English Development Programme (TEDP). He currently mentors 50 primary state school English teachers in Kedah, Perak, Perlis and Pulau Pinang. E: [email protected] Gifted Students Get Step Up D uring the summer of 2012, The British Council trained more than 100 students from the National Gifted Centre, also known as Pusat PERMATApintar Negara. The training took place at Universiti Kebangsaan Malaysia’s main campus about 35km south of Kuala Lumpur at the Centre’s residential school. From the outset, the National Centre for the Gifted had a clear idea about what they wanted from the course. Their main objective was to engage the students in communicative English activities and expose them to native-like English. The British Council matched their requests with the appropriate language systems and skills as well as functions that an SPM student would need to succeed academically, and socially, in an English-speaking country. This meant that students had to also learn how to deliver presentations, debate and socialise in English. When asked about what they found useful on the course, one of the gifted students said, “Building our confidence and overcoming ‘stage fright’ whilst conversing in English.” The students were first required to undergo a placement test, involving a written exam as well as an interview. The results of the tests identified five groups at intermediate and upper-intermediate levels. The British Council management then worked closely with the organisers at the Centre to produce a syllabus that focussed on speaking and pronunciation. The Council’s trainers customised the course, taking into consideration the students’ specific needs and life experiences. Each level aimed to enhance the students’ communication skills to prepare them for competing to join top-ranking universities abroad. The school was designed and built specifically to cater for the needs of gifted students and enhance their special academic talents. In addition to bright classrooms, trainers and students also had access to a state-of-the-art computer room where they had the chance to improve their English through the guided use of British Council online resources. The English language aspect of the UKM programme has been so promising that organisers are now considering online language training with the British Council to provide long-term support during the programme. As well as teaching English language and soft skills, the British Council’s interactive methodology also encouraged every student to participate regardless of their aptitude level. Students worked in groups and took part in project-based activities. In one example, students conducted market research which required them to design the survey and collect data from more than 60 respondents. Students were then required to think about how to interpret and present the data to their trainers and classmates. Another project involved online research of different environmental bodies around the world. This time, they had to narrow down their research and present their findings to the rest of the class. The trainers played a big role in creating a learning atmosphere where they encouraged students to research and think globally. Anne Chapman, a trainer from the British Council, said that the best thing about teaching the course was the students, adding, “They were always so wellbehaved, responsive and keen, but best of all they liked to have fun. The students made all the effort worthwhile.” January-February January-February2013 2013 17 21 15 Cover Story Developing Human Capital In the education sector, the effectiveness of the teacher in the classroom is the most critical component in the delivery of a quality education. Valerie ThomasPeter, Director of School at The Alice Smith School, looks at the key measures required for the recruitment and retention of this vital talent. T he international education sector is currently booming, with more schools being developed and opening across the world, particularly in South East Asia. The result of the ‘boom’ is increased competition amongst schools to secure top quality teachers, and also to retain them for longer than a two-year contract. Interviews are always conducted on a faceto-face basis which enables the School to achieve the best match between the requirements of the post, the qualities of the teacher and the team dynamics. Once the appointment is made in January, continual contact is kept until the post commences in September. The best teachers are able to search for the best teaching posts where they will consider factors which are wider than the salary and benefits package. Other considerations will include whether the school provides high quality opportunities for personal and professional development, promotion opportunities and the quality of life. So how do we retain these highly qualified staff for longer than one two-year contract? Investing In Recruitment Effective recruitment is essential. Education job fairs abound and many schools concentrate on what can be viewed as the ‘fast food’ approach to the recruitment of teachers. The pitfalls of this approach are the reduction of control that can be exercised over the choice of candidates available and also the lack of ability to precisely match the right person with the right job bearing in the team building dynamic. More Than Money The second strategy is to promote their development in a way which keeps them motivated and committed to the School. A good salary and benefits package is a prerequisite and we continually benchmark ourselves against the other top education establishments in the region. Money alone, however, is not sufficient. The best teachers often have their choice of the best jobs regionally and internationally and some will move schools every two years just to get the best deal. From a school perspective, this is not ideal as both parents and children prefer the school of their choice to be an oasis of continuity and stability in what can be a highly volatile expat world. A good quality recruitment process is worth investing time and money in, as the dividends it pays are better control of the process and longer-term service from quality members of staff. The Alice Smith School has developed strategies to ensure that it can recruit and retain the very best teachers. Advertisements are placed in one of the best British teacher journals to ensure that vacancies come to the attention of the most highly qualified recruits. The School only employs fully qualified teachers as this is the best way of ensuring that the quality of the education on offer is not diluted. Each application is carefully scrutinised and references checked before interview. 16 January-February 2013 Professional Review and Development (PRD) is one strategy we use to motivate and develop teachers. By setting clear, negotiated and challenging yet achievable targets on an annual basis, the School is able to focus on development of initiatives at the grass roots level and also invest in the personal development of teachers at an individual level. Individual targets are agreed annually which include school-wide agreed elements. Progress towards achieving the targets is monitored during the course of the year by the team leader and at least one classroom observation is conducted. An interim review meeting mid-year will ensure that all is ‘on track’ and then a final review will take place at the end of the year. The PRD process is not tied to financial remuneration which ensures that the best teachers are willing to set themselves challenging targets without fear of penalty. Throughout the PRD process, there is a focus on the needs of the individual but also the needs of the institution. Training (Continued Professional Development or CPD) features very strongly in the School and is Cover Story Fact Facts Education & Training In Malaysia focussed on three areas: School-identified priorities or developments (including curriculum), leadership development and finally personal development. A range of strategies is used to enable staff members to access CPD, without necessarily going away on a course. The Alice Smith School is a regional centre of excellence for education CPD provision and has created a working environment where all staff members feel increasingly valued. Professional development needs are acknowledged and where possible met through the School’s CPD programme. Climate For Continuous Learning To achieve this, the School views itself as a learning community where all are involved in a continuous process of improvement and enrichment. Those who work in the organisation are committed to fostering a positive climate for continuous learning. All staff Since its founding in 1946, the Alice Smith School has grown into a diverse and dynamic community with more than 1,500 students from over 45 different nations. Accredited in December 2011 as a British School Overseas (BSO), the Alice Smith School is one of the first schools in Malaysia and one of the earliest in South East Asia and wider afield to obtain this prestigious accreditation. The School is also a full member of the Council of British International Schools. www.alice-smith.edu.my benefit from reflecting on how they undertake their work and can extend their skills, knowledge and understanding to enhance their professional practice. To do this, all members of the learning community will take an active role in their own professional development and also have a responsibility to support the professional development of colleagues. • Malaysia is one of four priority markets for British products and services related to the sector, worth over £280 million a year • Currently, more than 14,000 Malaysian students are studying at UK universities • An additional 58,000 are registered for a UK qualification in Malaysia • Foreign education and training institutions are opening branch campuses as Malaysia moves towards becoming an ‘Education Hub’ of the ASEAN region • The 10th Malaysia Plan and Economic Transformation Programme outlines more measures to transform Malaysia into a high-income economy, increasing per capita income to £9,000 per annum. This requires training, re-training and upskilling of the workforce, and producing graduates for industry needs • The recent Graduate Tracking Study of the Higher Education Ministry shows that about 40,000 graduates are still unemployed • Business opportunities includeteacher training for English, Maths & Science; upgrading of qualifications for pre-school teachers; UK-Malaysia dual certification/joint awards for international recognition of Malaysian skills training; corporate training and joint R&D activities. • In 2012, the British and Malaysian Ministers of Education signed the ‘Malaysia-UK Joint Statement on Higher Education and Skills’ • In the field of Trans-National Education, there are currently around 410,000 students and in 2020, the British Council expects 800,000 The benefits of the School’s effective CPD programme are: • higher quality of teaching and learning • improved standards • highly motivated staff who feel supported in their career development • improved levels of staff retention This is not, however, a cheap fix. Expenditure on the professional development of all staff is a critical component in the continual improvement of standards and therefore has to be budgeted for annually. Creating Opportunities The final piece of the jigsaw is the internal promotion of staff to leadership posts. Provided the appropriate development has taken place and the right member of staff has the key skills and attributes for the post, internal promotion can be the most powerful motivator of all. The retention of high quality employees in the education sector not only makes good sense in terms of continuity and security for students and parents but it also makes great sense economically for the school in terms of developing the school’s potential and also the next generation of international school leaders. January-February 2013 17 Cover Story Addressing Talent Shortage: Investing In Training & Development The world is in the seventh year of a global talent crisis and employers are becoming complacent about the precarious position they find themselves in as they search for the right talent. A dangerous situation as the talent crisis deepens. E mployers need to forecast the impact of current and future talent gaps then develop proactive, innovative and flexible workforce management strategies, tightly aligned to business strategy – in particular focusing on the skills development of existing staff. closing skills gaps — more employers seek to address talent shortages by providing training and development for existing staff than was the case in 2011, particularly among those employers saying that talent shortages are having a high impact. According to ManpowerGroup’s 2012 Talent Shortage Survey, one third (34 percent) of employers surveyed globally and 45 percent of those in Asia Pacific said they are having trouble finding the talent they need. Simultaneously, employers are seeking more specific skill sets and combinations – not just technical capabilities but also critical thinking and collaborative skills that will help drive business. More organisations are adopting a “Teachable Fit” approach, by hiring individuals without all the prerequisite job skills, but who have the potential to learn and grow into the specific job role. This approach can also be used to identify and cross-train workers who have the capability and potential to be developed into other roles. The 2012 Survey found that one in every eight employers that successfully overcame talent shortages used this method. Common reasons employers give to explain their difficulty in sourcing qualified candidates include: a simple lack of both available applicants in their local market and technical competencies. Employers, globally, refer to a shortage of candidates with industry-specific qualifications, both for professional roles and skilled trade roles. The category also includes other specific technical competencies ranging from the ability to speak a foreign language to IT capabilities and machine-operation skills. Part of the reason these skills are proving so hard to find is the rapid rate of change. The skills required to perform in a certain role are changing all the time, particularly due to fast-paced technological evolution. According to ManpowerGroup’s survey, employers are pursuing a number of strategies to overcome talent shortages, ranging from providing additional training for current staff and boosting compensation, to partnering with educational institutions to provide candidates with the essential skills that companies cannot impart on their own. Closing The Skills Gap In the short-term, employers must recalibrate their mindsets to consider candidates who may not have all the specific skills a job requires. This is especially true for systemic shortages of in-demand roles. Employers are becoming slightly more proactive about 18 Learning Potential With a “Teachable Fit” mindset, employers can greatly expand the pool of possible candidates for a position. By recruiting for certain skills that are hard to train and training skills that are easy to learn, employers are investing in highly valuable individuals and turning them into loyal employees. The downside is that teaching and learning new skills, no matter how basic, takes time. Individuals can better control their careers by tracing new experiences and development via an employability profile. Employers would be wise to develop job success profiles rather than only traditional job descriptions to better articulate the outcomes that need to be achieved for an individual to be successful in a role. Employers need to assess skills more precisely and comprehensively to identify the priority areas for development in line with their business objectives, both long- and short-term. Assessments should cover communication and other softer skills, along January-February 2013 with specific expertise. Companies that pinpoint weaknesses faster than their competitors can take measures more quickly to fix these shortcomings. It is also important to consider reskilling individuals who may not meet all the job specifications, but whose capability gaps can be filled through a targeted training and development programme. Tapping Into Mature Resources One cohort of resources often overlooked for training and development is older workers. Employers assume that they may not be as interested as their younger colleagues to grow and develop, which is often not the case. The rapidly aging workforces of many countries are putting additional pressure on already fragile economic and fiscal stability and it is in everyone’s interests for workers to continue contributing to the workforce for as long as possible. Ahead of an exodus of skills as many older workers retire, employers should also be mindful of the need to develop mentoring and knowledge transfer programmes to ensure that they have the workforce in place to accelerate growth. Longer-term, organisations should also consider collaborating with educators to identify skills gaps and ensure the workforce of the future is equipped with the requisite skills. Employers also have an important role to play in improving the profile of vocational education for young people. The development of workers is the most strategic effort an employer can invest in to create competitive advantage. However, to be most effective, this must be done as part of a comprehensive workforce strategy closely aligned with business strategy. Employers need to work with their people to unleash their full spectrum of skills, engaging them on a human level and retaining high quality talent to succeed in this new reality. Cover Story F or BAE Systems, the global defence, aerospace, cyber-security and electronics systems multi-national, engineering is at the heart of everything it does. It goes without saying therefore that a steady stream of high quality engineering talent is vital for its future success. Sitting alongside the need to meet this requirement are the firm’s corporate responsibilities to the communities in which it operates. Part of this responsibility involves helping to enrich the teaching of sciencebased subjects and encourage greater numbers of young people to study science and engineering or to consider an engineeringrelated apprenticeship. As such, BAE Systems runs a series of education programmes, graduate opportunity schemes and apprenticeships to encourage and develop engineering talent in the markets where it operates. The BAE Systems’ schools programmes for example enable engineers to share their enthusiasm for technology directly with young people and teachers. Working with governments and education institutions, BAE Systems helps create activities that will excite and engage young people. In the higher education sector, BAE Systems has relationships with more than 100 universities world-wide where it works on mutually beneficial programmes developing state-ofthe-art technologies. With lifelong learning programmes already well-established in its major markets of the UK and the US, pioneer projects have lately been introduced in India and Saudi Arabia. An Outreach Programme was also launched here in Malaysia recently with an inaugural Education Roadshow. Organised in partnership with MIGHT-Meteor Advanced Manufacturing (MMAM), the Roadshow reached out Building A Talent Pipeline to three rural schools in Bintulu, Sarawak. Around 200 students aged between 13 and 17 years old took part along with their teachers. Managed in collaboration with University Putra Malaysia, the three-day programme aimed to develop the students’ knowledge of and excitement in engineering as a career. The Roadshow also set out to demonstrate that science and engineering can be fun by bringing the science of athletics to life - a highly topical subject following the London Olympics! Led by human factors scientist Heather Page from BAE Systems’ Advanced Technology Centre, the sessions provided an insight on engineering as a potential career, outlining the different disciplines and professions associated with each field. The students also had the chance for some hands-on involvement with the practical challenge. Taking the subject of wheelchair sport, they looked at how science, technology, engineering and mathematics (STEM) impact on the sport. As Heather explained, “The success of any athlete is the result of many hours of training, dedication and sacrifice. However, in the case of wheelchair athletes there is an added dimension – the work of the engineer who designed the wheelchair.” Faced with the challenge of having to make a model wheelchair, the students got to learn a little about torque, track and turning moments, and gain an insight into some of the scientific principles used to make wheelchairs faster and easier to control. Tom Tizard, of BAE Systems Malaysia, also involved in the project, said, “The range of learning abilities meant we had to be agile and adapt the activity complexity to the audience. That said, the students were very enthusiastic and responded well to the challenges they were set.” Dr. Abdul Rahim Abu Talib, Senior General Manager of MMAM, said: “We aim to replicate the project to many more schools in the future. We have seen the accomplishments of Malaysian medallists in the Olympics and we believe the Roadshow programme will definitely spark the interest of our younger generation!” As Tom added, “The Programme helped to further strengthen our relationships with our partners, enthuse Malaysian school kids about a career in engineering and emphasise our commitment to Malaysia in the field of education. Plus we all got to know a little more about the ins and outs of wheelchair design!” January-February 2013 19 Cover Story Managing Attrition Employee retention has become a major challenge for every organisation. HR managers face a tough time finding suitable replacements, with the required experience and ability, to fill vacancies created by key employees leaving. Chin Tuck Piew, of HR & Personnel Development at Gleneagles Kuala Lumpur, outlines ways to successfully manage this process. I n a world where an employee has many chances for advancement and fulfilling work, he or she is likely to be satisfied to continue on the present course. However, the reality is quite different. Employees will most certainly quit their jobs due to poor working conditions, low income and lack of opportunity for advancement. Other key issues that may prompt them to look elsewhere are job dissatisfaction and a feeling of stagnation. In such situations, mentoring and career planning can play a major role in controlling attrition rates, as can job rotation wherein the interests and strengths of the employees are taken into account. It is important to know and understand the real reasons why people decide to leave an organisation. Is it a certain discontent in any area that is forcing them to take this drastic step? If that is the case, it might also affect other colleagues and peers. Recognising the contributions of outstanding achievers will also induce others to try hard. The performance of each employee should be given due credit and appreciation. In this way, the employee derives a sense of security and satisfaction at being an integral part of an organisation. As the struggle to reduce employee attrition rates in knowledge-based organisations intensifies, HR executives should look to methods of increasing the self-esteem of employees. At Gleneagles KL, through our own exit interviews and surveys, we have found that money is not the only issue when employees decide to look for a change. Once a sense of ownership and job satisfaction is present, employees have an opportunity to align their personal goals and objectives in line with a particular career path. The organisation can then look forward to providing the right opportunities to the right employees at the right time. Strategies For Success At Gleneagles KL, we have succeeded in retaining good employees thanks to a series of positive retention programmes which have served the Hospital effectively over a number of years. Voices of GKL - Serves as a platform for employees to voice their opinions or share their views with Management. Open to all employees, the forum is mostly attended by employees at executive and non-executive level. The forum is led by the HR Manager and employees are invited to raise any issues in an open and transparent environment. Simple issues are dealt with straight away. Although solutions are sometimes not immediately available to all issues, employees can see that some of their problems can be resolved without fear or favour. Forum meetings are minuted and any issues not resolved in the meeting are monitored subsequently to ensure the case is closed. This has resulted in a strong trust and belief from employees towards Management whom they feel are committed towards ensuring a better work environment for them. I Care I Suggest (ICIS) - Set up as a vehicle for all employees to contribute their ideas towards improving the systems and processes in the Hospital. Selected ideas which can be implemented effectively and bring improvements to Hospital services are put in place with employees who contributed the ideas being recognised and rewarded. All employees are invited to participate and ideas are reviewed by the ICIS Committee. Employees are invited to contribute ideas towards improving systems and processes at the Hospital. Selected ideas that can be implemented effectively and bring improvements to Hospital services are in place with employees who contributed the ideas being recognised and rewarded. 20 January-February 2013 Cover Story Critical Mission For Finance Talent A global survey of finance functions presents some startling results, revealing that the adoption and effectiveness of talent management practices across the finance function – from shared services (SS) to the retained finance function – is patchy and inconsistent. Walk of Fame - Inspired by the ‘Hollywood Walk of Fame’, this is a section of the corridor en route to the Employee Cafeteria where messages of appreciation from employees’ colleagues and satisfied customers are displayed. Employee Birthday Celebration – An idea mooted by the employees themselves during one of the “Voices of GKL” sessions. All employees whose birthdays fall in a particular quarter gather together for a major celebration. The initiative that has taken the place by storm with employees eagerly waiting for this event to be held each quarter. In addition, Gleneagles has taken the extra step of allowing birthday employees to take the day off on their special day. Recognition & Retention Positive communication, recognition, important tasks, and a "thank-you" now and again can contribute significantly to keeping employees motivated and satisfied. It is important to recognise that it is not possible to keep all employees happy all the time but retaining the top tier of employees must certainly be a key priority if an organisation wishes to stand out. The first challenge however is to ensure that staff members recognise the cost to the organisation of a high attrition rate. Managers must be prepared and possess the necessary skills to deal with the demands of today’s generation of employees who want to be different and demand attention from their superiors. Recognition and reward programmes need to be constantly evolving to fit employee needs. If organisations are committed to putting this in place, attrition numbers will most certainly be reduced. Chin Tuck Piew, Administrator, HR & Personnel Development Tel: +6012 319 2783 Email: [email protected] www.gleneagleskl.com.my Titled “Talent management in a shared services world” the 2012 survey was commissioned by the ACCA (the Association of Chartered Certified Accountants) and surveyed 1,200 organisations, with one third representing companies reporting more than US$3 billion in annual revenues. The research shows that 72 per cent of respondents say they do not implement talent management programmes across the entire function, or admit that they are not aware of such programmes existing. Of the remaining 28 per cent who said they do have a talent management programme across the entire finance function, only one third say their programmes are effective. The study shows that while implementing successful talent management consistently across a global finance function is hard to achieve, it is in demand from finance teams. Finance leaders need to invest more in making the day to day work experience a development experience for their people. • 79 percent of respondents said talent management was important • 66 percent of respondents said their talent management programmes were “not very effective” • 71 percent confirmed there are no defined career paths across finance “A recent study commissioned by MDeC revealed that the finance and accounting SS sector in Malaysia is expected to grow from US$537.78 million in 2011 to US$997.39 million in 2016, with a compound annual growth rate (CAGR) of 13.1 percent over the forecast period. What’s more, in the Asia Pacific region, the market share for Malaysia is expected to increase from 5 percent in 2011 to 7 percent in 2016, making it one of the fastest growing markets in the region for F&A services,” said Lopez. Such potential means there is a need to ensure that a strong pool of talents are available and fed into this sector. The consequences of ineffective talent management delivery range from challenges with staff motivation, poor talent recruitment and retention, as well as the risk of finance silos developing, the existence of disparate finance cultures and poor mobility of talented people across the finance organisation. Cost-effectiveness will also be sub-optimal as strong talent pools of people are not tapped into. Jamie Lyon, head of corporate sector at ACCA, comments: “The findings are startling and show a need for change. Many respondents recognise that talent management in the finance function is a business imperative, particularly with the advent of changing finance operating models, and the growth of SS and business services models. However, the reality is that only a minority of finance functions have effective joined-up programmes across the entire unit.” Other key findings show that: ACCA Malaysia country head, Jennifer Lopez (below), finds these findings disturbing given the potential of the finance SS sector worldwide and in Malaysia. “There is significant business benefit from getting it right: reduced attrition, greater business knowledge and insight, finance driving and protecting value in the business in a more proactive way, and more effective partnering between Shared Services. “To be successful, global talent management practices must be adopted locally and made to work. They also must become more effective and attuned to the needs of the global finance function that enable professionals to pursue careers across the function and beyond. “It’s about breadth of exposure to develop the requisite skills and capabilities. Surely we can expect some future CFOs to start their finance careers in a shared services or global business services environment and then want to progress through the finance organisation? They should have the right support frameworks in place to do this.” January-February 2013 21 Cover Story IN FOCUS Talent Trends Malaysia continues to be a growing knowledge and service-based economy but challenges such as a lack of workforce planning and insuf- Top 10 Talent Trends For 2013 • ficient investment in staff training and development could present barriers to progress in 2013, according to recruiting experts Hays. According to Chris Mead, Regional Director of Hays in Malaysia and Singapore, “There needs to be more focus placed on identifying future skill requirements as well as • on investment in workforce innovation and upskilling the existing workforce. “Additionally, fast-growing sectors such as Business Process Outsourcing continue to see staff churn particularly amongst younger workers where there are rising expectations around pay and conditions. Continuing Skills Shortage: Skills needed in Malaysia cover both white-collar and blue-collar roles. These include ICT and knowledge workers and those with finance skill sets, as well as building sector trades. • Staff Turnover: The outsourcing sector is still seeing higher rates of staff churn than many others sectors and this is expected to continue. Many younger workers in this sector are increasingly mobile as they search for better pay and conditions in new roles. • Rising Salaries: Malaysia has introduced a minimum wage for the private sector which came into effect on January 1, 2013. Overall, salaries are expected to see modest growth over the coming year with the largest increases expected for a range of “in demand” roles such as ICT, some manufacturing jobs, engineering, banking and finance and jobs in the pharmaceutical sector. lenge of balancing staff retention and upward pressure on salaries with a need to contain costs as the ing rate of growth has an impact.” Hays Malaysia specialises in the recruitment of qualified, professional and skilled people across the Accountancy & Finance, HR, Sales & Marketing, IT, Finance Technology and Oil & Gas sectors. T: +603 2786 8600 E: [email protected] • www.hays.com.my www.hays-journal.com 22 Economic Outlook: Domestic demand for goods and services strengthened in 2012 and is expected to increase further in 2013. Malaysia’s GDP is expected to grow by at least 3.8 per cent this year, according to the Institute of Chartered Accountants in England & Wales. Economists from Bank Negara Malaysia and the World Bank are optimistic projecting growth of more than 4 per cent while the Malaysian Government expects GDP growth of up to 5 per cent if global conditions improve. • “Many employers will face the chal- global economy and China’s slow- Use of Expatriates: The Malaysian Government is bringing in changes to its Immigration Department including a new Expatriate Services Division due to open in early 2013. The new agency will manage services related to in-demand expatriate workers. As part of the prelaunch activities, Residence Pass-Talent (RP-T) status is a type of visa allows people to work for up to 10 years and is being offered to expats with the right skills. January-February 2013 Focus on Female Workforce: The Malaysian Government has set a target of increasing female workforce participa- tion to 55 per cent by 2015. It is currently about 47 per cent. “Boosting the female workforce participation rates is a way of increasing productivity and addressing skills shortages,” says Chris. “However, unlike other Asian countries where women leave the workforce to raise families and then return later in their lives, Malaysian women tend not to.” • Need for Staff Development: The report, Learning, Talent & Innovation in Asia, compiled by the Hong Kong Institute of Human Resource Management and the UK’s Chartered Institute of Personnel & Development (CIPD) analysed the talent challenges in six areas, including Malaysia. It advises Malaysia to follow the Chinese example of investing in talent strategies and helping staff develop business skills, particularly leadership and people management. • Public Investment: Malaysia’s public investment, increased by almost 30 per cent in the quarter to June 2012 largely off the back of $450 billion worth of new infrastructure projects. These projects will continue to take shape in 2013 creating jobs and domestic spending. • Social Media: Malaysian job hunters, particularly Gen Y/Gen X, are increasingly comfortable using social media as part of their job search and personal branding efforts. Employers are also being encouraged to include social media as part of their recruitment mix but to seek expert guidance to ensure they protect their brand and adequately test claims candidates make online. • Unemployment: The unemployment rate across Asia and the Pacific will continue to hover above 10 per cent, but in Malaysia the rate remains very low by global standards. Unemployment increased from 2.8 per cent in mid-2012 to 3.4 per cent for the year but is expected to hover around three percent in 2013. Cover Story Facilitating Top Foreign Talent I n December, the Malaysian Government reaffirmed its commitment at the highest level to further facilitate the entry and retention of foreign talent in Malaysia. Aimed at promoting greater ease of doing business and attracting Foreign Direct Investments (FDIs), the move was emphasised by Prime Minister YAB Dato’ Sri Mohd Najib Tun Abdul Razak himself in a meeting with several eminent expatriate corporate leaders. During the meeting, each of the corporate leaders were personally offered Residence Pass-Talent (RP-T) status by the Prime Minister. “The Residence Pass-Talent is an innovative scheme introduced last year, enabling top foreign talent to apply to work here for 10 years. Some individuals need not even apply as we continue to innovate by offering the RP-T to eminent expatriates. The offer of RP-T to selected expatriates reflects the shift towards a more open and pro-active approach by Immigration to- wards top foreign talent. The offer made by the Prime Minister recognises the contributions made by leading expatriates to Malaysia’s transformation agenda, in meeting critical skill requirements and driving FDI, which supports key economic sectors to move up the value chain in line with the Economic Transformation Programme. The expatriates offered RP-T comprise 21 corporate leaders, foreign investors and experts in their respective fields (below). They represent leading corporations in NKEA sectors such as Business Services, Oil & Gas, Financial Services and Education. Attracting Global Talent Launched on 1 April 2011, the RP-T is an immigration instrument introduced by the Ministry of Home Affairs and administered by the Immigration Department together with Talent Corporation Malaysia Berhad to attract and retain foreign talent. The RP-T is issued on a personal basis to the holder and enables foreign talent to live and work in Malaysia for up to 10 years and is renewable. “Since its launch in April 2011, more than 1,000 RP-T applications have been ap- proved. The RP-T initiative has been followed through with implementation, testament to strong public delivery of ETP projects,” said Johan Mahmood Merican, CEO of TalentCorp. “More importantly, the success of the Government in attracting foreign talent is necessary in increasing investments and promoting growth, which in turn creates more jobs for Malaysians.” Enhancing Expatriate Facilitation In addition, to better facilitate foreign talent to work and settle in Malaysia, the Prime Minister also announced that expatriate service delivery would be further improved with the rebranding and launch of the Expatriate Services Division by the Immigration Department. “The next step in this programme is the launch of the Expatriate Services Division which is scheduled for March this year. This is designed to further enhance services to foreign talent,” said Dato’ Sri Mohd Najib. Scheduled for operation by the end of Q1 2013, the Division will act as an integrated service facility, offering seamless service to expatriates and their dependants. For more information on Residence PassTalent or TalentCorp’s other global talent initiatives, visit www.talentcorp.com.my January-February January-February2013 2013 21 27 23 Cover Story UK qualifications are recognised and respected all over the world, representing a mark of quality and proving to future employers that individuals are up to whatever task they are set. Assessment Exercise, which was based on expert reviews, confirms that 54 percent of UK research activity is ‘world-leading’ or ‘internationally excellent’. International Recognition UK qualifications are recognised and respected all over the world, representing a mark of quality and proving to future employers that individuals are up to whatever task they are set. In England, Wales and Northern Ireland qualifications fit into the National Qualifications Framework (NQF) while in Scotland the Scottish Credit and Qualifications Framework (SCQF) is a single unified framework that clarifies the relationship between Scottish qualifications and the rest of UK, Europe and elsewhere. Education UK: Passport To The Future M alaysia remains an important market for international recruiters and it is the fifth largest supplier of international students to the UK. With the implementation of the Economic Transformation Programme, it is anticipated that the increased demand for skilled workers will see a greater need for a larger educated workforce. So where will this workforce look to obtain this education? The UK has some of the world’s top universities with a wide range of courses to choose from. The country also has a tradition of welcoming international students from over 180 countries to study in its universities. 24 Quality Higher education in the UK has an international reputation for excellence which is maintained through stringent quality standards. The Quality Assurance Agency for Higher Education (www.qaa.ac.uk) checks how universities maintain their academic standards and quality. English language centres are accredited by Accreditation UK, run by the British Council in partnership with English UK. The Research Excellence Framework is the new system for assessing the quality of research and will, among other objectives, establish reputational yardsticks. The 2008 Research January-February 2013 This means UK qualifications including ALevels, BTECs (Business and Technology Education Council) and HNDs (Higher National Diploma) are recognised all over the world. Professional degrees are accredited by the relevant regulatory authorities which set and maintain internationally recognised standards of professional competence and ethics. Reputation Alumni of UK universities hold leading positions worldwide in government, industry and society. UK universities regularly feature highly in world university rankings. Graduate employability and diversity of the faculties and student bodies are some of the indicators used to produce these rankings. The latest results from the International Student Barometer, i-graduate’s survey of international students, revealed that 81 percent of students were either ‘satisfied’ or ‘very satisfied’ with university life in the UK. Value for Money The shorter duration of undergraduate and postgraduate degrees helps to keep the cost of tuition and living expenses down when compared to other traditional study destinations. Bachelor degree programmes are typically completed in three years (except Scotland) and Master degree programmes are typically one year. Cover Story There are some sources of funding available for studying in the UK – particularly for postgraduates. The British Council website has a searchable database of scholarships on offer. (www. educationuk.org/UK/Article/Scholarships-forinternational-postgraduatestudents). The current favourable UK exchange rate is also a key factor when considering studying in the UK. Working In The UK Part-time jobs help students gain local work experience and enhance English proficiency. Students enrolled in universities can work for up to 20 hours per week, and full-time in the holidays. These students may also undertake work placements as part of their course, providing the work component comprises no more than 50 percent of their total course and is a course requirement. The ‘sandwich’ degree, which is an extra year of work placement, is offered in some engineering, science and business courses at a large number of UK universities. Lifestyle The UK is a diverse and multi-cultural place and home to several thousands of international students each year. Because of this, the UK has a range of facilities suitable for students of all cultures. As a bonus, all of Europe, with its diverse culture and rich history, is on the doorstep. It is possible to travel cheaply on no-frills airlines and student discounts are the norm. Making The Right Choice IDP is an international student placement organisation with a global network of over 80 offices in 25 countries. With over 40 years’ experience, it has a proven track record in helping to place over 300,000 students worldwide. It is also the co-owner of IELTS, the world's leading English language proficiency test. IDP focuses on providing friendly, accurate advice and efficient, timely application processing in accordance with strict university and government compliance guidelines. IDP helps applicants manage the application process from beginning to end – reducing the time, effort and cost of enrolment. Tel: +603 2162 3755 The Cambridge Experience G oing to university is a life-changing experience. Therefore finding out more about what to expect before making that all-important decision on which establishment to choose is essential. Pre-university students and parents were given the opportunity to do just that recently when they attended a lively talk on the Cambridge Experience held at the Sunway University campus. He went on to share the procedures in terms of application, examinations, maintaining academic results and what is expected at a Cambridge admission interview, saying, “There are different ways to demonstrate motivation but the most important thing is to be yourself. The institution should be admitting you for you and not for the person it wants you to be.” The talk was presented by Professor David Cardwell from the University of Cambridge and Associate Professor Dr George Lee from the Oxford & Cambridge Society Malaysia. Professor Cardwell explained that the University of Cambridge is constantly looking for academically-abled students who enjoy a challenge. Dr Lee spent six years at Cambridge reading Medicine, two years at Oxford and 10 years at Imperial College, London. During his first year at Cambridge, he revealed, he soon learned that it was essential to think in order to perform. “Students who have a passion for their course will have a great opportunity to learn at Cambridge if they take advantage of it,” he said. “Coming from a Chinese school, we were taught how to memorise and regurgitate everything we studied. At Cambridge I soon learned the importance of thinking and analysing information properly. I could also use experiences I gained there and make them a lesson that I closely follow in life.” Dr Lee added that students should not be fearful of aiming for the impossible. “Somewhere in you there is a fire that opens doors to the unimaginable. Don’t be afraid to be different, as long as you remain true to yourself and always think for yourself.” The event ended with a lively question and answer session during which the students were keen to know more about the Cambridge Experience. www.malaysia.idp.com January-February January-February2013 2013 25 21 25 Cover Story Experience For Life W orking in partnership with University of Malaya’s Centre for Industrial Training & Relations Centre, Loughborough University in the UK is providing UK undergraduate students the opportunity for for one-year industrial placements with Malaysian companies. “I was part of the first The students are placed in a variety of local and multi-national companies ranging from construction, insurance, consultancy and heavy engineering. The partnership, led by Dr Stephanie Pillai at University of Malaya and Prof. Chris Backhouse at Loughborough University, has recently placed its 100th work placement student. say that the whole group of Loughborough students to take part in this programme and I can honestly experience has been life-changing.” James Hemingway Student Industrial Placement Scheme 2010-2011 The scheme provides a high calibre resource for the participating company and invaluable international experience for the student. “Loughborough students have a reputation for “landing with their feet running” and participating companies have been very favourably impressed with how quickly they can assume very high levels of responsibility, typical of graduate employees from Loughborough,” confirms Prof. Backhouse. The arrival of the latest batch of students was celebrated at University of Malaya in an event hosted by the Vice-Chancellor Prof. Ghauth Jasmon and a selection of employers including representatives of Brunsfield, LBS, Balfour Beatty, Plus 3 and Techsol. Contact: [email protected] “My time in Malaysia was an incredible experience, giving me a new outlook on work mindsets, cultures th reader, d are contemplating t l ti and different ways of life. If you, the signing to a placement scheme, I highly recommend this one.” Alex McKeowan - Student Industrial Placement Scheme 2010-2011 26 January-February 2013 Cover Story A s Provost and CEO of the new HeriotWatt University in Malaysia, Professor Robert Craik (pictured far right) is excited about the prospect of heading this new flagship campus that will enable students in the region to take advantage of top-level UK degrees and will provide a major centre for research. “With its professionally relevant degrees tailored to the needs of industry and commerce, the Malaysia Campus will not only serve students from across Malaysia, but will offer opportunities to students from countries in the surrounding region,” said Professor Craik. The new, flagship RM173 million (£35m) purpose-built campus is currently under construction in Putrajaya and is scheduled for completion in 2014. Heriot-Watt was selected as the winner of a major international tender by the Malaysian Government and Putrajaya Holdings Sdn Bhd, the company behind the delivery of the campus, on the strength of its reputation for creating diverse research and development opportunities and a solid track record in linking with industry and commerce. With 94 percent of its UK-based graduates obtaining employment within six months of graduation, the University is clearly living up to this claim. Datuk Azlan, CEO Putrajaya Holdings, says “Education is one of the most critical drivers for our transformation to a high-income nation, with its impact on productivity and human capital development. As an established provider of international and transnational education, coupled with its success in Dubai, Heriot-Watt University was the clear choice for delivering the right calibre of relevant education through a presence in Malaysia.” The campus will create opportunities for up to 4,000 undergraduate, postgraduate and research students to study a range of Heriot-Watt University degree programmes in engineering, technology, business, finance, engineering and design. The first group of students will study the University's renowned Edinburgh Business School MBA programme. The MBA has a powerful global reputation with students or graduates from more than 40 percent of Fortune 500 companies. The programme will be taught initially in a brand-new facility at the headquarters of Putrajaya Holdings. During 2014 this and other programmes will move to the new state-ofthe-art campus. The MBA has been available to students in Malaysia since 1992, through study in the UK, independent study, or academic part- Connecting With Commerce Ranked in the top 5 percent of universities worldwide, Heriot-Watt already has an established reputation for delivering qualifications across a range of subjects in science, technology, engineering, business and design. Established in 1821, the University has three campuses in Scotland, one in Dubai - and now one in Malaysia. ner institutions and there are now more than 1,200 graduates holding this MBA in Malaysia. Business Director of Edinburgh Business School, Alick Kitchin, says the launch of the MBA on Malaysian soil marks a new chapter in the school’s relationship with Malaysia. “Malaysian students have enjoyed access to our flexible MBA programme for the last 20 years. Now we are delighted to be able to offer the MBA to Malaysian managers on campus, via part-time study. Many successful Malaysian leaders and thinkers hold our MBA, and the development of the Putrajaya campus will open up the programme to the next generation of Malaysia talent.” Approved by the MoHE and MQA in Malaysia, the MBA is listed as the largest MBA programme in the world by the Financial Times (March 2012). Masters degree programmes in energy, renewable energy, construction project management, quantity surveying, petroleum engineering, business psychology and international business management will be available from September 2013 and will be delivered by high calibre UK lecturers. Prior to taking up his new post in Malaysia, Professor Craik was Deputy Principal for Learning & Teaching at Heriot-Watt in Edinburgh, where he was responsible for leading and implementing the University’s learning and teaching strategy. “Our decision to set up a campus in South East Asia was already part of our expansion plans and the region had already been identified as our next target after Dubai. So when the tender came out we were ready,” he says. Previously Professor Craik was based in the University’s School of the Built Environment where his main interests were in building acoustics and vibration, in particular developing theoretical models for predicting sound transmission in complex structures such as buildings, ships and aircraft. Aside from adjusting to the change in climate, Professor Craik says he is looking forward to getting the facility fully on stream and to doing what the University does best – engaging with business to meet industry needs wth high calibre and appropriately qualified graduates. January-February 2013 www.hw.ac.uk 27 Cover Story Engineering The Future Chemical engineering is a vital part of society that can help find solutions to issues related to food security, clean water supplies, health, well-being, energy and sustainability. To advance chemical engineering worldwide, the Institution of Chemical Engineers - IChemE - therefore plays an important role in supporting the supply of appropriately-trained chemical engineers. A s the international professional membership organisation for chemical engineers, the IChemE is the only organisation to award Chartered Chemical Engineer status. Currently with over 36,000 members worldwide, IChemE has offices in the UK, Australia, New Zealand, China and Malaysia. The Kuala Lumpur office opened in 2006 when there were fewer than 400 members in the country. Since then, membership and local activity has rocketed and the team now provides services and support to almost 5,000 Malaysiabased IChemE members. Education and training underpin the activities and services IChemE provides to its members all over the world. Its aim is to build and sustain an active professional global community that is committed to qualifications and standards that encourage excellence and safe, sustainable working practices. This is achieved through international special interest groups, local member groups, events and training. IChemE also accredits chemical engineering degree courses in universities across the globe and there are currently seven in Malaysia that have reached the standard required – see panel. A range of products, training and events are offered, tailored to support the career develop- Hazards Asia Pacific 2013 16-18 April 2013 Shangri-La Hotel, Kuala Lumpur Based on one of Europe’s leading process safety conferences, with a track record dating back to the 1960s, Hazards Asia Pacific 2013 features an international line-up of high-profile keynote speakers including Chair of UK Health & Safety Executive Judith Hackitt, former US Chemical Safety & Hazard Investigation Board Chairman John Bresland, and PETRONAS COO & EVP, Downstream Business Datuk Wan Zulkiflee Wan Ariffin. www.icheme.org/hazardsap2013 28 January-February 2013 Malaysian Universities Accredited IChemE for Chemical Engineering • Curtin University of Technology (Sarawak Campus) • University of Malaya • Universiti Putra Malaysia • University of Nottingham in Malaysia • Universiti Sains Malaysia • Universiti Teknologi PETRONAS • Universiti Teknologi MARA ment of chemical engineers and other professionals working in related industries. Bespoke training is also available via in-company courses. Online webinars are proving increasingly popular and an ideal way to share information easily regardless of location. An area of particular expertise is process safety and a range of training opportunities is available, with course content aimed at recent graduates, board members and every other level in between. Other popular course topics include sustainability, project management, distillation, explosion hazards, hazard study awareness, applied hazard and operability study alongside courses that focus on the ‘non technical-skills’ such as communication and presentation skills. Courses have also been designed for other engineers and scientists who are working within the industry with chemical engineers. Safety is always at the forefront of a chemical engineer’s work and the IChemE’s Fundamentals of Process Safety is an intensive course suited to both young professionals and people in senior positions. Two courses are planned for Malaysia in 2013 in Kuala Lumpur and Miri. IChemE’s most recent development in the area of process safety is the introduction of its new PEng (process safety) registration, enabling senior process safety practitioners to achieve an internationally recognised qualification at the same level as Chartered Engineer. Visit www.icheme.org/peng for more details about the qualification and to register interest. Email: [email protected] www.icheme.org Improving Learning I n 1984, two headteachers and long-term colleagues, David Playfoot and Martin Skelton, understood that learning was what schools were all about and that everything else in school should be judged on how well it contributed to children’s and students’ learning. Setting up Fieldwork Education, their goal was to offer the best help to schools, help they felt hadn’t been available to their own schools, and that was firmly rooted in best practice and research but help that was also practical, accessible and jargon-free. Improving learning was the principal mission of Fieldwork Education and the defining characteristic of all its early work. Fieldwork Education has since grown and evolved although the passion for improving learning remains as strong as ever. It continues to provide professional development services to schools but now works across the world. It now has long-term relationships with schools, working with them over time to build capacity and improve learning for everyone. Twelve years ago, Fieldwork Education introduced the International Primary Curriculum (IPC) which has since become the fastest growing, independent primary curriculum in the world. This and the Middle Years Curriculum are now used by schools in over 80 countries where more than 400,000 children experience improved learning. International Primary Curriculum The IPC is an outcome-led, enquiry based and future-oriented curriculum with thematic units. These units have been developed to bring together the social sciences and arts subjects in a themed approach so that children make links between the subjects in an exciting and stimulating way. Also included are activities to support maths and language learning goals. Recent research into how children learn most effectively has been Continued opposite Cover Story Continued from Page 28 Improving Learning used to write the IPC which takes account of all learning styles and needs, incorporates the Multiple Intelligences theory and incorporates international understanding into much of the learning. Each IPC unit provides teachers with a clear, easy-to-follow framework with learning activities, resource lists and web links. There is also advice for teachers on how to adapt the thematic units to suit their locality. Recently more than 90 of the units have been updated ensuring they are relevant for today’s primary age children. The IPC also includes an Assessment for Learning Programme. This supports teachers in tracking children’s key skills against clearly written criteria (rubrics) for both teachers and children. It also offers fundamental learning advice which helps teachers to help children progress through different skill levels. Chevening: Route To Leadership C hevening is a unique programme that provides opportunities to exceptional individuals with leadership potential to study in the UK and bring back their experiences and knowledge to their home country. With the generous support of BAE Systems’ sponsorship, the 2013/14 intake will also see 14 awards in the field of Engineering and Sciences – the first time that Engineering and Sciences have been included in the programme. Funded by the Foreign & Commonwealth Office and partner organisations, the Chevening Programme began in 1983 and has since developed into a prestigious international scheme. Today, there are over 41,000 Chevening alumni around the world who together comprise an influential global network. HSBC will sponsor two scholarships in the areas of Finance, Economics and Environment while the Cambridge & Commonwealth Trust is offering up to two scholarships for study at the University of Cambridge. In the 2013/14 intake, 700 scholarships will be awarded to scholars from more than 100 countries worldwide. Candidates for the 2013/14 intake have been invited to apply for study in the fields of: Climate Change, Sustainable Development, Human Rights, Foreign & Security Policy, Science and Engineering, Good Governance and Business and Islamic Finance. There is no age limit for Chevening Scholars. In Malaysia, up to 30 scholarships are being made available to for the 2013/14 intake, making Malaysia among the top five countries to award the largest number of Chevening scholarships in the world. The programme funds full-time post-graduate study for one year at a UK university of the students’ choice. It covers a substantial monthly stipend, travel costs to/from the UK, academic fees, an arrival allowance and thesis grant. British High Commissioner to Malaysia HE Simon Featherstone, says: “The Chevening Scholarships programme is a unique platform for future leaders to excel in their chosen disciplines at British universities which rank among the best in the world. Chevening alumni have an excellent record of rising to positions of leadership across a wide range of fields including politics, business, media, civil society, religion and academia.” Nabila Nasir, recipient of the 2012/13 Chevening Scholarships who is studying a MA in International Studies & Diplomacy at the School of Oriental & African Studies in London said: “If you are passionate about something you feel you can make a difference in, go for it - it’s an opportunity of a lifetime. I am living my dream because I worked hard and I believed.” For details contact: Jade Robinson, Scholarships Officer Email: [email protected] www.chevening.org The Assessment for Learning Programme is complemented by an online tracking tool which allows assessments to be recorded, analysed and used to report the children’s skills across their primary years. The IPC is now being implemented in over 1,500 schools in 80 countries worldwide. These schools include public and private sector schools, schools where children have English as a second language and those whose children are fluent in English. The IPC Early Years Programme Available for 3-5 year olds, this programme introduces children to the IPC’s thematic approach to learning and fosters the early introduction of an international mindset. Middle Years Curriculum Developed by teachers for teachers, the IMYC aims to address the global challenge that educators face: to help young minds develop - giving specific support to address the needs of the 11-14 year old brain, to engage young people in their education and support them in the important transition from primary education to the more formal secondary education, to promote learning and higher order thinking and prepare young people for life on a global stage. January-February 2013 29 Cover Story Improving Education: National Agenda Item N o doubt you’ve read the latest marketing releases promising that the next generation of mobile phones will have enough GB of RAM to handle all telecommunications in the whole of Asia and be able to prepare Nasi Goreng while you browse the latest newsfeed beamed from a planet orbiting the star Gamma Cephei! Businessmen appear so excited about the next generation of mobile phones, but they rarely mention their hopes for the next cohort of school leavers who will enter the labour market. Yet this is critical for the continued success and prosperity of Malaysia. Companies everywhere talk of ‘upskilling’ their staff to meet the future needs and opportunities of their business sector. By doing this business leaders hope to ensure that their companies remain competitive and take an even bigger slice of the cake. Two years ago, the Malaysian Government started to develop a new approach in a concerted effort to raise standards in its schools, embarking on school improvement projects with private companies. One such company is the Brighton Education Group a Malaysian British business that specialises in providing international education (K-12) and works alongside governments to leverage education reform. Chris Bell, CEO of the Brighton Education Group, explains some of the background. “We’re a Malaysian British company that has an international workforce. The beauty of this is that we know and understand all the good educational practices found around the world. We can implement the best but, importantly, we can also adapt practices where necessary to fit our local context. We see our work as being very much a partnership – working with the Ministry of Education, state education officers, teachers, pupils and parents to achieve the very best for Malaysian children – now and for the future. This is all part of a national development plan – and we’re part of it.” Phil Singleton is Project Director of one such school improvement project called TELL. This is a three-year project that aims to raise the standards of teaching and learning of English language and literacy from the Thai border in Kelantan to the Causeway of Singapore, involving 600 schools, 2,200 Malaysian teachers and 250,000 children. Having a background in various UK senior education posts and significant international education reform experience, he puts the many successes in context: Now put yourself in charge of a country. How do you ensure that it competes on an international stage? The education and training you provide to your citizens is crucial for so many reasons. You will soon realise that formulating and implementing a national education policy is no mean feat - and getting it wrong has implications too horrendous to consider. World governments spend over RM6 trillion a year to improve their school systems. The increasing importance of developing tomorrow’s workforce to sustain a competitive edge in a global knowledge-based economy is a priority. “Although we can demonstrate and measure our success in achieving the Key Performance Indicators as set out by the Ministry of Education, we must not lose sight of the ultimate aim of the project - to build sustainable change in teaching quality and language proficiency of every teacher – and improving the education and life chances of children for generations to come. In addition to the major milestones that are being recorded, there is a multitude of small dayto-day successes that never have a fanfare or reach the newspaper, like a teacher mastering a specific teaching method or a pupil pronouncing a particular word correctly. It is these individual achievements that largely go unnoticed in the media, but we need 30 January-February 2013 Cover Story to recognise that they are the bedrock of what we are trying to achieve. Dozens of these small successes are occurring every day and they provide evidence of sustainable success.” This work in schools is complemented by two further government-sponsored projects – both overseen by Project Director Balakrishnan, a local education specialist who comes with extensive international education qualifications and experience. The English language Training Fellows programme is designed to raise standards of English literacy for students by improving the effectiveness of English Language Trainers in Institutes of Teacher Education. Balakrishnan sees this work as essential in fostering higher standards in teaching, as it aligns with the Government’s major educational objectives as set out in the Tenth Malaysia Plan and National Education Blueprint: “This project is about ensuring sustainable high standards of teacher training and providing higher standards of teaching. Better teaching brings better learning, higher exam results, problem-solving skills and critical thinking skills for future generations. These qualities in our workforce will help Malaysia to perform at the highest level.” Balakrishnan links the TELL and Fellows’ projects with a further initiative - the English Speaking Assistants (ESA) project. This provides a less formal approach to immersive English language environments by involving selected volunteers, aged 17-19, from the UK, Australia and Ireland, to support Malaysian teachers of English in their classrooms. The volunteers develop a wide range of language activities and provide opportunities for children to interact with native English speakers in formal and informal settings. The schools, teachers, students and volunteers alike, have all benefited positively from the experience and Balakrishnan is excited at the prospect for Brighton to progress to a much larger ESA project. The success of national education systems are regularly coming under the international spotlight as governments look to international comparative research for identifying areas of for improvement. As Chris Bell says, Brighton is poised to assist: “Increasingly, we are being asked by education ministries to partner them in improvement programmes. In our view, this demonstrates a real determination by governments to improve the education of their children and equip them to compete on the international stage.” www.brightoneducation.org Private Educator Forum Returns IPSEF 2013: 13th-14th March, Kuala Lumpur M alaysia is keen to attract international schools that will act as a catalyst for inward investment and ensure there are sufficient school places for the growing number of expatriate workers moving to the country. With this in mind, the International and Private Schools Education Forum – or IPSEF - will return for the second year to Kuala Lumpur this March. IPSEF is an international conference that addresses the business and strategic issues relating to the private and international school market. Attended by senior people from education, business and government, typically school owners, Heads, investors, suppliers, awarding bodies, and regulators, it provides a forum for a wide range of stakeholders to meet and form effective partnerships. IPSEF held its first conference outside London in Kuala Lumpur in March last year which saw delegates and speakers attending from across South East Asia and much further afield. Rhona Greenhill, Director of Method International, the company that produces IPSEF, says, “Planning and delivering a major school project is a complex undertaking which IPSEF helps clarify through case histories of schools that have opened recently such as Marlborough College. Established local private schools also play a part, thanks to the involvement of school groups like Real Education and Brighton Education Group,” she added. An international perspective is added with contributions from consultants and suppliers. Themes to be addressed by IPSEF 2013 include school design, education as an investment, curriculum choices, the role of government in inspecting and monitoring schools, teacher recruitment and CPD, market trends and projections, and the legal issues facing schools expanding overseas. Additional themes to be covered include the place of private education at the early years and higher education levels.Delegates are also offered the opprtunity to visit some key local schools through a series of study tours, adding insight and perspective to the discussions held at IPSEF. Companies and organisations interested in table tops and sponsorship are also being invited to take part. For details contact IPSEF’s local partner Mint Communications. Tel: 603 7620-2673, M 6012 327 5698 Email: [email protected] IPSEF 2013: 13th-14th March - Intercontinental Kuala Lumpur www.ipsef.net January-February 2013 31 Cover Story Umbrella For Education C urrently with 39 member schools representing over 30,000 students, located in Brunei, China, Hong Kong, Indonesia, Malaysia, Nepal, Philippines, Singapore, South Korea, Taiwan, Thailand and Vietnam, FOBISSEA members work together to provide a range of combined events for students and professional development opportunities for their teachers. The 2012 Annual Leadership Conference saw a total of 93 delegates from 37 FOBISSEA schools converging on Kuala Lumpur for three days of debate and discussion. The exchange of good ideas and the sharing of best practices were also on the agenda. Hosted by the Alice Smith School, the event was organised this time in conjunction with EARCOS (East Asian Regional Council of Overseas Schools) in order to widen the range of professional development opportunities available for delegates. It was also supported by a further 31 exhibitors from educational organisations and suppliers, many of whom are affiliate members of FOBISSEA. The primary objectives of FOBISSEA are to promote excellence, high achievement and good practice in member schools; to promote consistent British-style education in South East and East Asia through shared programmes, initiatives and inter-school 32 British-styled educational institutions across the region share a common agenda through their membership of The Federation of British International Schools in South East Asia – FOBISSEA. One of its flagship events, the Annual Leadership Conference took place recently in KL. enrichment activities; and to promote and facilitate professional development programmes for teachers. With this firmly in mind, the intensive threeday programme included a Head’s Business Meeting and the FOBISSEA AGM alongside the main conference sessions. According to Valerie Thomas-Peter, Director of School at The Alice Smith School, all these meetings are essential to ensure the smooth running of the wide range of activities and events that FOBISSEA now offers. Key issues discussed and decisions taken at the Conference included the appointment of the new Chair - Shaun Williams, Principal and CEO of British International School, Vietnam. Shaun succeeds Mike Walton, Principal of Regent’s School of Pattaya, who was a member of the FOBISSEA Executive for six years, including two years as Chair. Taking over the chairmanship of the Federation at a time of significant change and development, Shaun confirms, “The challenge is to maintain quality in all that the Federation does as we continue to expand.” The major topic of discussion at the Conference was the Strategic Plan for FOBISSEA which focussed on five main elements: 1. Professional Development 2. Events and Games January-February 2013 3. Membership and Standards 4. Communication and International Voice 5. Administrative Structures One major area of conjecture was how to ensure that strategic relationships with other Federations representing interests of British education internationally can continue to be developed. Also discussed at length was an exploration of ways in which FOBISSEA as a federation could work with the Department for Education (DfE) in the UK regarding issues affecting British schools overseas and the benefits the British Government extends to expatriate British teachers. The opportunity to discuss these key issues in a high quality conference setting such as Kuala Lumpur was widely acknowledged by all delegates. ‘Time out’ from the intense discussions took the form of visits to the Alice Smith School’s Primary campus at Jalan Bellamy and Secondary Campus at Equine Park. “Those who visited the School commented very positively upon the quality of the facilities available, particularly the new ‘stateof-the-art’ science laboratories at the Secondary Campus which provide some of the best school science facilities in the region,” added Valerie. New Members A warm welcome to our new members! Prudential BSN Takaful Berhad Began operations in 2006 and within five years achieved New Business Contribution Equivalent (ACE) of RM231 million and 29 percent market share. Now operates 7 branches nationwide with close to 11,000 agents serving approximately 300,000 customers. Provides comprehensive and growing range of Takaful savings and protection plans through its agency force and in partnerships with local banking institutions. Has logged several firsts in the product arena including regular contribution investment-linked plan, cashless medical card, no-claims bonus on medical plans, and PruBsn Ummah tailored for Muslims. Level 8A, Menara Prudential, No.10, Jalan Sultan Ismail, 50250 Kuala Lumpur. Tel: +603 2078 1188 Fax: +603 2172 6888 Email: [email protected] Web: www.prubsn.com.my Azim Mithani – Chief Executive Officer Millennium Associates Sdn Bhd Niche communications company comprising diversified team of professionals with a collective experience of more than 60 years in the media, capital markets, lifestyle marketing, creative sectors and public relations industries. Providing solutions in Financial & Corporate Communications, Investor Relations, Crisis Communications, Reputation Management and Branding across multiple channels and media. Associate of Pelham Bell Pottinger Asia, winner of the “PR Consultancy of the Year 2011” award by Public Affairs Asia. Suite J-5-10, Solaris Mont' Kiara, No 2, Jalan Solaris, 50480 Kuala Lumpur. Tel: +603 6204 9881 Fax: +603 6204 9882 Email: [email protected] Web: www.millennium.net.my Lionel Lau - Executive Director KPJ Healthcare Berhad Leading healthcare service provider in Malaysia, operating the country’s largest network of 22 private specialist hospitals, plus two hospitals in Jakarta, Indonesia and a retirement and aged care resort in Brisbane, Australia. Operating as the healthcare arm of the state-owned Johor Corporation, opened its first hospital in Johor Bahru in 1981. Today, has more than 3,000 operating beds, nearly 9,000 employees and serves more than 2.5 million patients annually. Over 900 medical consultants specialising in various disciplines including Cardiology, Oncology, Orthopaedic, Plastic & Reconstructive Surgery and Weight Management among others. KPJ’s education arm, KPJ Healthcare University College, established in 1991, is the first private nursing college to initiate the Diploma in Nursing Programme and the first to be accredited by Malaysian Qualification Agency (MQA). Level 12-16, Menara 238, Jalan Tun Razak, 50400 Kuala Lumpur. Tel: +603 2681 6222 Fax: +603 2681 0145 Email: [email protected] Web: www.kpjhealth.com.my Amiruddin Abdul Satar - Executive Director & COO RSM RKT Group Founded in 1978, now one of the leading providers of audit, assurance, accounting and tax services to companies in Malaysia. Diverse range of business solutions and consulting services, including corporate finance and transaction support, cross-border tax, risk assurance service, business restructuring, outsourcing and general management consultancy. Member firm of RSM International, represented in 90 countries with 33,000 professionals in over 730 offices. 1st Flr, Wisma RKT, Block A, No.2, Jalan Raja Abdullah, Off Jalan Sultan Ismail, 50300 Kuala Lumpur. Audit & Tax: +603 2610 2888 Business Advisory & Consulting: +603 2610 2999 Business Process Outsourcing: +603 2610 2800 Web: www.rsmrktgroup.com Dato’ Robert Teo Keng Tuan - Managing Partner Autoguard Warranty Services Sdn Bhd Specialist organisation designing warranty products for the automotive industry. Originating in the UK and trading since 1976, designs, rates and places insurance for passenger cars, light commercial vehicles, heavy commercial vehicles and motorcycles. Operating throughout Asia Pacific, using warranty booklets written in the name of manufacturers and distributors. Extensive experience and claims history enables warranty cost of any vehicle to be accurately predicted, with rates trusted by insurers and reinsurers. Bespoke internet-based claim management system with management information accessible by relevant personnel. Suite A21.1 Menara UOA Bangsar, 5 Jalan Utama 1, 59000 Kuala Lumpur. Tel: +603 2287 3878 Fax: +603 2287 5800 Web: www.autoguard-warranty.com Matthew W Stuart FIMI - Managing Director January-February 2013 33 32 January-February 2013 New Members i-graduate International Insight Providing customer insight for the education sector, tracking and benchmarking student and stakeholder opinion across the globe. Signature product is the Student Barometer, a strategic tool adopted by 700 universities to obtain feedback from students on decision-making, living and learning experience as well as future aspirations. Other associated services include Language Barometer (for language students), Alumni Barometer, Agent Barometer, Staff Barometer as well as Student Pulse with a focus on panels of prospective students looking at attractiveness of study destinations and education brands. Asia Regional Office, 3.02D (East Wing), Menara BRDB Bangsar, 285 Jalan Maarof, Bukit Bandaraya, 59000 Kuala Lumpur. Tel: +603 2297 3765 Mob: +6012 379 3503 Email: [email protected] Guy Perring - Regional Director, South East Asia Geo Crete Specialist Sdn Bhd Founded in 2004, Kuching-based company providing general contracting and construction management services with a focus on road construction using innovative technology for flexible pavements. Recently developed low-energy home concept. Serving a broad range of commercial, government and industrial clients throughout Malaysia. Recently also opened Amadeus Bistro&Wine Bar in Jalan Sultan Ismail, serving European bistro type cuisine and 12 types of wine by the glass. Amadeus Bistro&Wine Bar M-03, Life Centre, No.20 Jalan Sultan Ismail, 50250 Kuala Lumpur. Tel: +603 2162 2788 Email: [email protected] Web: www.amadeusbistro.com.my Geo Crete Specialist Sdn Bhd Sublot No. 4, Lot 2093, Block 10 KCLD, Jalan Tun Ahmad Zaidi Adruce, 93150 Kuching, Sarawak. Tel: +6082 241 232 Fax: +6082 248 232 Email: [email protected] Web: www.geocretespecialist.com Not a member yet? Email: [email protected] for details Members News Latest Property Trends Highlighted in Knight Frank Research Students Pursue ACCA With Amcorp Study Grant In 2011, Amcorp Group Berhad embarked on an initiative to help bright young students by enabling those interested in accountancy to pursue the coveted ACCA qualification. To that end, the Amcorp Study Grant (ASG) was set up in collaboration with Yayasan Azman Hashim, a non-profit charitable institution. Successful applicants receive a total of RM70,000 each, paid in installments throughout the duration of their course. Once the ASG recipients complete ACCA, they may be eligible for employment with Amcorp, enabling them to gain enriching experience, guidance and mentoring. The first recipient was Tay Chia Chang, followed by Wilson Tan Wei Shen. Both of them are pursuing their ACCA qualification at Sunway University, and they are expected to complete the course in December 2014. Another three candidates have been identified, and Amcorp is currently finalising the offer contracts. Knight Frank has released its research report on Real Estate Highlights for the second half of 2012. The report covers the latest trends for the commercial, residential, retail and hospitality property markets in Kuala Lumpur, Penang and Johor. Key highlights show that in Kuala Lumpur branded residences are emerging as the latest trend in the luxury housing segment while in the mainstream market, the trend continues towards smaller average home sizes to meet first-time buyer demand. The office market remained fairly resilient despite mounting pressures from new completions and a high supply pipeline. Dualcompliant buildings (MSC status and green) continue to do well. The retail industry attracts new international brands and drives the expansion of existing ones. Kuala Lumpur ranked world's fourth best shopping city and second best shopResearch ping destination in Asia Pacific. The hotel sector is expected to remain resilient on the back of strong growth in tourist arriv2nd Half 20 als and various 12 Governmentled initiatives. www.knightfrank.com.my real estat highlight e s Kuala Lumpur | Penang | Joh or Bahru Highlight s January-February 2013 35 Member News Score Of Awards For Mongoose Publishing Mongoose Publishing’s Time Out Kuala Lumpur website www. timeoutkl.com scooped the Bronze Award for Best Magazine Website in Asia at the recent WAN-IFRA Asian Digital Media Conference. A further 20 awards were picked up by its flagship brands Time Out Kuala Lumpur, Expatriate Lifestyle and Esquire Malaysia at the Malaysian Magazine Publishers (MPA) Awards. Time Out KL won an unprecedented Bronze Award in the category “Best Magazine Website in Asia” – the first time a Malaysian publisher has won an award in this category. Time Out KL also scored big with 8 accolades at the MPA Awards comprising 2 Merit and 1 Gold Award for Best Editorial, 3 Silver for Best Design and both Silver and Gold for Best Covers. Expatriate Lifestyle, winning its first MPA Awards, took home 3 Merit Awards for Best Editorial and 1 Silver Award for Best Design. Esquire Malaysia, launched just in April 2011 also won 2 Bronze Awards for Best Cover, 2 Golds and 1 Silver for Best Editorial and 3 Golds for Best Design. Hays Scoops Top Award In Finance & Accounting Recruitment Recruiting firm Hays has been named Best Finance and Accounting Executive Recruiter for Asia in 2012 at the inaugural CFO Innovations Awards held recently in Singapore. Senior finance leaders across Asia voted Hays the best recruiter ahead of five other leading firms in the local market. The awards are organised by CFO Innovations Asia, an online publication exclusively for top-level finance managers in the corporate sector in Asia. Chris Mead, Regional Director of Hays, Malaysia & Singapore, said, “This award is testament to the services we provide for all our clients – to place high calibre candidates with reputable businesses.” Graham Paling, Group CEO of Mongoose Publishing, said, “Less than five years ago we had just two magazines and a staff of less than ten. We now have more than 75 in the team working to world-class standards in journalism, design, digital, marketing, sales, and multi-platform media. These 21 awards reflect their hard work, creativity and passion.” New General Manager For Prestigious KL Hotels Experienced hospitality professional Peter Hourigan has been appointed as General Manager of The Saujana Hotel Kuala Lumpur and The Club Saujana Resort, taking over from from Ian Hurst, who held the positions for three years. Mr Hourigan will also assume the role of General Manager at the historic Carcosa Seri Negara. An Australian national, he brings 28 years of international experience in the hospitality sector to his new role. His international hotel career spans many cities including Melbourne, Perth, Phuket, Kuching, Colombo, Chennai, Glasgow, New York, Brisbane and more. As General Manager, Mr Hourigan will be responsible for directing the strategy of these prestigious hotels, with a total of 320 rooms and a unique assortment of 10 dining and entertainment outlets. 36 January-February 2013 Top Of The World Awards For Alice Smith Students Two students from Alice Smith School have been awarded Top in the World for their performance in Cambridge IGCSE Foreign Language Malay by the University of Cambridge International Examinations Board. The Top of the World Award, conferred on Ashlee Lim and Su Khi Wei, acknowledges exceptional performance globally where students have achieved highest marks in that subject. According to Dorothy Nice, Head of Asian Languages at the Alice Smith School, the Award reflects the tremendous talent of the students and the dedication and commitment of both teachers and parents. “Both girls are great role models and a beacon for all students. Their true sense of responsibility, work ethic and how they challenge themselves reap rewards. Teachers merely offer a guiding hand.” Member News KL Convention Centre’s Chef Mohamad Noor Musa raised the culinary stakes considerably with his stellar performance at the 23rd IKA World Culinary Olympics held in Germany recently. Held only every four years, the Olympics is the oldest and largest culinary competition of its kind. Some 1,320 chefs from 54 countries took part this time. Chosen to represent Malaysia as part of the 12-strong team, Chef Mohamad Noor won Silver for his creative ‘Symphony Seafood Platter’ in the Individual category with the team clinching Silver in the Group category. Malaysia finished a very respectable 14th overall – a big jump from its 40th placing in 2008. His achievement comes hot on the heels of the Centre winning the Chaîne des Rôtisseurs Malaysia Chapter’s inaugural “Dato’ Lau Foo Sun Excellence in Dining Award”. Top Property Consultancy Award For Savills Rahim & Co Savills Rahim & Co has picked up the award for Best Property Consultancy (Malaysia) at the 2nd Annual SE Asia Property Awards held in Singapore recently. The Awards acknowledge the work, passion and vision shared among real estate agents, property developers, interior designers and architects from around the region. Nominations are submitted by the public and the industry ahead of entry submissions followed by judging by a panel of professionals. The Awards then culminate with site visits for short-listed developments in each category. The competitive process results with one winner in each category. Savills Rahim & Co began as Rahim & Co in 1976 and has become one of the most established real estate consultancy firms in Malaysia. With a network of 18 offices nationwide and more than 500 affiliated offices worldwide, the firm provides services that combine international standards with local know-how. Established in 1855, Savills covers markets throughout Europe, Asia Pacific, Americas, Africa and the Middle East. Listed on the London Stock Exchange, the firm has extensive expertise in the global property market and revenues of £721.5 million for 2011. In other news, Ms Alice Lem Chu Hong has been promoted to Sales Manager – Exhibitions, having joined the Centre in July 2011 as Exhibitions Floor Manager. Bringing more than 13 years in the meetings and events industry, in her new position, she is responsible achieving optimum venue occupancy and profitable business mix in the exhibitions division. New CEO For Prudential Malaysia Prudential Assurance Malaysia has announced the appointment of Philip Seah as its new CEO. Seah, who hails from Singapore, has over 30 years’ experience in the life insurance industry. A graduate in Law, he first joined Prudential Singapore’s agency force, quickly progressing through the ranks. Having earned success as an Agency Leader, in 1989 he was offered the opportunity of leading the agency force as Assistant General Manager of Field Staff Operations of Prudential Assurance Singapore. He subsequently served as Director of Agency Development at Prudential Corporation Asia, Prudential's regional headquarters in Hong Kong before moving on to the role of Deputy CEO of Prudential Philippines and subsequently as CEO of Prudential Singapore. In 2010, he became Regional Chief Agency Officer at PCA where he spent two years in the role before his current appointment. Standard Chartered Signs MOU For Chartered Banker Education Pathway A milestone was set for talent development in the Malaysian banking industry recently when the Institute of Bankers Malaysia (IBBM) and Standard Chartered Bank Malaysia signed a Memorandum of Understanding to jointly cooperate, implement and promote the Chartered Banker Education Pathway programme. The Chartered Banker is the international gold standard in banking qualification for professionals working within the financial services sector. Holders of the title are recognised as highly qualified, professional bankers with a detailed knowledge of the modern banking sector and its ethical and professional requirements. In Malaysia it is awarded jointly by the IBBM and the world’s oldest banking institute, the Chartered Banker Institute in Scotland. The Chartered Banker Education Pathway consists of three individually awarded levels - Executive Banker, Professional Banker and Chartered Banker. With the signing of the MoU, Standard Chartered becomes the first bank in Malaysia to adopt the Chartered Banker programme for its staff. January-February 2013 37 Member News GSK Opens Global Hub To Deliver Integrated Shared Services Leading pharmaceutical and consumer healthcare company GlaxoSmithKline (GSK) has announced the opening of its global shared service hub, or Business Service Centre, in Kuala Lumpur. The Centre is GSK’s first global hub in Asia and will play a key role in GSK’s Core Business Services, consolidating the organisation’s global and regional service delivery into an integrated shared service network. GSK is also looking to expand its current scope of global IT support to include regional financial services with an expected potential growth of 70 percent by 2014. Currently employing 240 skilled professionals, the expansion is expected to create 150 further career opportunities. Etihad Scoops Major Accolade Fourth Year Running Etihad Airways, the national airline of the United Arab Emirates, has brought home top honours at the World Travel Awards, taking the World’s Leading Airline title for the fourth year in a row. Etihad Airways also received recognition for its Diamond First Class product, named the World’s Leading First Class. Gary Forbes, Head of the new Centre, said, “The new Centre will enable us to expand to provide the increasing regional and global support required. In addition, the niche shared service support provided by the Centre will help develop local talent capacity, particularly in the financial and technological segment.” The Centre represents GSK’s second major investment in terms of IT expenditure following the launch of its Global IT Centre in 2009, which earned MSC status. The World Travel Awards were established in 1993 to seek out and reward the best travel organisations in the world, acknowledging the elite in their respective fields through a global industry vote. In 2012, nearly 650,000 votes were cast by travel professionals from 191 countries. The World Travel Awards have achieved top industry status and been named by the Wall Street Journal as the “Oscars of the Travel Industry”. DoubleTree Runs Outreach Programme Teaching Kids To Care DoubleTree by Hilton Kuala Lumpur held its quarterly outreach programme Teaching Kids to CARE recently with 30 children from Living Hope Resources organisation. The Hotel’s CARE Committee, a group volunteers, including General Manager Ian Barrow (above), spent the half-day interactive session teaching the children, aged 9 to 12, ways to conserve the environment. The children were encouraged to share their ideas for initiatives that would make a difference for the benefit of the planet. They were also taught the importance of trees to the community and the concept of minimising the impact of waste on the environment by cutting down on consumption, reusing materials and recycling. HLAP Treats Clients & Partners To Zurf Experience Independent Malaysian reinsurance brokers HLAP Ltd treated its clients and business partners to the thrills and spills of a Zurf experience recently at Taman Tasik Titiwangsa. The Zurf, a giant inflatable tube that can fit up to 4 adults, will traverse both water and land and was especially imported from New Zealand by HLAP. CEO Lee Warner said, “We wanted to give our clients and business partners an experience to remember and we certainly hope that we achieved that with the Zurf Day.” Ian MacAndrew Tel: +603 4027 6600 Email: [email protected] 38 January-February 2013 Service MemberMatters News BAE Systems Detica Consistency: Wins Award, Begins Expansion BAE Systems Stratsec, now part of BAE Systems Detica, was officially hailed as Malaysia’s “Most Innovative Information Security Company” in an innovation awards ceremony during the World Innovation Forum 2012, held recently in Kuala Lumpur. The award acknowledged the firm’s exemplary leadership, innovation, and commitment in contributing to cyber-security and information security in Malaysia. Regional Managing Director Richard Watson said BAE Systems Detica sees Malaysia as the future hub for its cyber-security offering in the region. “We currently employ around 30 highly skilled Malaysian cyber-professionals; our aim is to expand that to a work force of some 300 in the next few years.” The firm is a cyber-security partner to the UK and Australian Governments and is working closely with Cyber Security Malaysia and the broader Malaysian Government. It is also now working with leading Malaysian industry brands including Air Asia and CIMB. ICAEW Report Calls For End To Convergence ICAEW (Institute of Chartered Accountants of England & Wales) has published a new report entitled The Future of IFRS, which urges the International Accounting Standards Board (IASB) to ‘end the era of convergence’ and suggests that all listed companies around the world should have the option of applying International Financial Reporting Standards (IFRS). Among other things, the report highlights the need for thorough institutional change within the IASB to safeguard the future of the IFRS project. One of the key recommendations is that regulators worldwide should collaborate to deliver consistent enforcement, while ensuring the exercise of professional judgement is not stifled. www.icaew.com/futureofifrs More Important Than Delight By George Aveling, CEO - TMI Consultancy I have been going to the same hairdresser – Abby – for the last six years. I have not entrusted anyone else to snip my locks in all that time so, you can safely say that I am a loyal customer. In the world of customer service, the accepted thinking is that Abby is doing something that is “delighting me” as a customer. The concept of customer delight is most commonly associated with “doing something different and/or better” for the customer. It is associated with continually “raising the bar”. Abby however has not attempted to “raise the bar” or do things differently for me. So, what is it about Abby that has built my loyalty? In a word, it’s trust. I trust that Abby will give me a consistent customer experience. She welcomes me with the same warm greeting, just as she always does. She still gives me a cup of Chinese tea when I arrive. She is the same friendly hairdresser who does a great job, just as she has been for the last six years. I walk out a happy customer now, just as I always have. I trust that Abby will give a consistently positive experience, on both a functional and emotional level. Why is our company loyal to our accounting software provider, Rina? She is a quiet person who periodically comes to our office to advise us on how to use the software. We are loyal to her because she is there for us when we need her. She gives good advice. We feel that she cares about our business. In other words, she satisfies our needs at a functional (software and information) level, and at an emotional level (she cares about us and our business). She hasn’t tried to delight us by going over and beyond, or by continually outdoing herself. Rather, she has earned our trust by being consistent in the way she delivers her service. Perhaps the most valuable currency that drives customer loyalty is trust – trust that we will provide a consistent customer experience that appeals. No disappointments. No excuses. Plain and simple consistency. How about a company that has much less human contact. Amazon.com for example. This company turns over around US$48 billion in revenue. You might say that its success is based on convenient arm-chair ordering and low cost. However, Jeff Bezos, the founder and CEO, would disagree. Amazon.com does go to great lengths to know YOU as an individual. It helps you buy books that cover the subject it knows you are interested in. It almost speaks to you as a person. Amazon. com builds loyalty at an emotional level and at a functional level – it delivers the right product, fast, at a low price. Consistently. Think about businesses that you have been loyal to over time. What is it that has made you loyal? I believe that the essence of your loyalty is based on three elements. First, your needs have been satisfied at a functional or rational level. You get a good haircut, your hotel accommodation is up to the standard that you paid for, your accounting software is easy to work with, you get your books delivered fast. These in effect are the “tickets” to the game of customer loyalty. Second, your needs have been met at an emotional level. You feel good about dealing with the company. Research says that the emotional experience is a critical ingredient to the creation of customer loyalty and word of mouth recommendation. And third, you trust that the company will deliver on your functional and emotional needs consistently, every time. Sure, it’s nice to be surprised and delighted once in a while. And I’m not arguing against trying to surprise your customers or to not raise the bar. What I am saying is that the core focus of every service provider should be to build customer trust through consistency. And, in doing so, you will build arguably the most precious asset for any business – customer loyalty. Until next time! January-February 2013 39 On The Social Scene Festive Fun Begins With BMCC Lunch T he festive spirit was in full flow as the BMCC Corporate Christmas Luncheon kicked off the celebrations serving as the grand finale to a remarkable BMCC year. As well as the delicious food, the guests had something to look forward throughout the Luncheon as the amazing array of raffle prizes were drawn. Nearly 500 guests arrived on time to maximise the mingling session with fellow attendees over a glass or bubbly ahead of sitting down to Lunch. Venue partner Sheraton Imperial Kuala Lumpur had decked out the Ballroom in seasonal style and the traditional menu held the promise of yet more good things to come. Among the incredible haul were hotel stays at Carcosa Seri Negara, Sheraton Imperial and the newly opened Grand Hyatt KL, two of the latest digital gadgets from Samsung donated by Kelly Fun, very generous F&B credits from Sheraton Imperial and Grand Hyatt as well as a weekend drive with hotel stay courtesy of Quill Automobiles. Luxury food and wine hampers from Harrods, Pierre Ledent and Cave & Cellar, completed the collection. A group of children from a local orphanage supported by the Lighthouse Club set the scene with an enthusiastic rendition of Christmas Carols to jazz up the mood. BMCC Chairman Dato’ Larry Gan welcomed the guests, among whom were BMCC Patron and British High Commissioner HE Simon Featherstone and his wife Gail, as well as many other senior leaders from across the business community. He took the opportunity to highlight the year’s major milestones and to thank the companies that have supported the Chamber throughout the year, including those who made the Luncheon possible. 50 40 January-February 2013 The Grand Prize, eagerly awaited by all, was of course the two return air tickets to London sponsored by Etihad Airways which went to lucky lady Joyce Tam (pictured opposite). The party-goers among the crowd then took the celebrations to the next level (literally!) when they adjourned to the Mezzanine Bar for some additional entertainment! On The Social Scene Diamond Sponsor: Platinum Sponsor: Gold Sponsors: Partners: January-February January-February2013 2013 25 21 41 Intellectually Streaking Saint? Or Sinner? By Datuk Paddy Bowie, OBE I t is a conundrum that has “haunted” me most of my life. I was born and raised a Lancashire lass. To be precise at the foot of the English Pennines mountain range. On the right side let me hasten to add although I don’t wish to restart the War of the Roses. Just let me say if you ever wish to send me flowers – the red variety is preferred. Again to be precise, I grew up at the foot of Pendle Hill or Pendle Hell, whichever way you looked at it - notorious as the haunt – literally - of the witches and the warlocks. Many of these were periodically burned at the stake especially in 1620 at the Lancaster Azzizes. Burning at the stake was the charming English alternative to the French guillotine. As you will have gathered, I escaped it. I compare my childhood with that of children today. We may not have had all the amenities and distractions of the digital age. But we had far greater freedom. Today’s young are largely homebound, glued to the TV, the internet and the computer. Even when they venture forth, they are cyber-tied. A mobile phone has become an almost permanent excrescence on the human ear inhibiting any social discourse. As I’ve often observed, I expect any day to see a baby in a pram using a computer. I on the other hand was allowed to roam the streets with far greater freedom than is accorded the young today. Even at night: for one simple reason – possibly hard to envisage today. It was safe. In my case, it was a significant blessing. An only child without siblings risked loneliness, not spoilt or pampered as many suppose, but with the full weight of responsibility solely on one’s shoulders. I was induced to venture forth into the big world outside with one significant lifelong effect. The naturally shy person I really was had to make herself extrovert for any companionship. 42 It bred a certain adventurous spirit. On one memorable occasion I went missing. My frantic parents combed the neighbourhood only to discover me at a nearby school – sitting happily and underage in the pre-infants class. Many see this as a predictive of a future career with strong academic leanings. It was also an early start to a lifelong adventurous spirit of which I was forcibly reminded recently in October on the occasion of Halloween. Although Halloween began as a pagan then a Christian festival, it was mostly associated with Harvest Time - the Celtic Samhai for Summer’s end. Over time, it became a secular event and increasingly global. In particular, it was introduced to America of which earliest reference is 1911. They in turn donated their native pumpkin, used for carved lanterns, to the Festival. on a large surface of water to be retrieved without hands ie by the teeth. Divination played a large part and was viewed with great superstition. The unmarried peeled an apple and tossed the peel over their shoulder where its contours were meant to form the initial of one’s future spouse. Paper symbols were placed on ice in the dark for you to take at random. The dollar sign signified wealth, a button indicated bachelorhood, a thimble spinsterhood. The latter I can understand – the button not so. Unless it meant keeping your trousers buttoned up. Nowadays it should be a zip. The other paper symbols included an umbrella signifying a journey. Many were modelled on supernatural figures - monsters, ghosts, witches and the devil adding an increasingly gruesome touch. I find it an irony that a Festival commemorating “All Saints” should blatantly revere monsters. Today, the religious element is missing in action except possibly in the Philippines where Halloween is Undis or “the First” because they are a Christian country. The images used now draw on Gothic and horror literature modelled on Frankenstein and Dracula. Modern TV still thrives on such spectres and the supernatural with “night bogies” or ghosts. To say nothing of haunted venues that thrill and scare. Canada followed with the first reference to “Trick or Treat” in 1927 in Alberta. Trick or treating is one of the hallmarks of Halloween customs. The US looks forward to it enthusiastically and probably exerts the greatest cultural influence upon Halloween today. The chief focus of Halloween is now upon children – the main players in “trick and treating” and “guising” ie disguising in masks and costumes. Their main activity is going from door to door begging for money or candy. With a veiled threat to make mischief otherwise. Shakespeare in the Two Gentlemen of Verona called it “puling” or “whining” like a “beggar at Hallomas”. This was the source no doubt of a much more vindictive element when the children developed into youthful tormentors if they didn’t get their way. The Festival is marked by costumes, parties, bonfires, apple bobbing and the like. Apple drinking was a favourite pastime, especially in Scotland. The fruit was floated January-February 2013 None of which really appeals in Malaysia. We have more public Festivals than any other country but none with any sinister element. Instead, we have the Open House which symbolises an integrated 1Malaysia, associated with moderation not extremism. The present world, much of which is surrendered to violence, evil and turmoil might easily if not readily assimilate what Halloween has become. But in Malaysia, we are faithful to its original meaning of All Saints. Indeed a favourite hymn is “For All the Saints” set to the tune by Vaughan Williams. It still does not decide whether I am a saint or a sinner, I will let you be the judge. ! #!$%" ! #!$%# January-February 2013 35 January-February 2013