quarterly - AHK Malaysia

The Business Magazine of the Malaysian-German Chamber of Commerce and Industry
The Business Magazine of the Malaysian-German Chamber of Commerce and Industry
malaysia.ahk.de
malaysia.ahk.de
QUARTERLY
JULY/AUGUST 2010
JULY/AUGUST 2010
Volume 16, No. 4 KDN PP 8818/3/2010
Volume 16, No. 4 KDN PP 8818/3/2010
In Conversation with Andreas Prinz,
Managing Director of Volkswagen on
Sustainable Growth in the
Automotive Industry in
Malaysia
Mercedes-Benz : A
Brand Built on “Transfer
of Knowledge”
Economic & Financial
Developments in
Malaysia Q1 2010
Malaysia - Kfz-Industrie
und Kfz-Teile
Malaysia Enacts
Competition Law
Mobility is in our nature.
And nature is what drives us.
We have a clear objective: to reduce emissions substantially right now and to eliminate
them completely in the future. This is why Daimler is developing efficient internal combustion
engines and hybrid drive systems as well as locally emission-free electric vehicles powered
by the battery or by the fuel cell. For individual mobility, local public transport and goods
transport. After all, we invented the automobile – now we‘re shaping its future.
Road to emission-free mobility.
www.daimler.com
“Besides quality
products, they are
able to present
us with new
perspectives
in terms of
warehouse
space layout and
optimization.”
Mr. Thomas Neff
Country Logistics Manager
DKSH Vietnam
Solutions That Fit
Professional, Experienced & Reliable
Originated from Germany in 1937, SSI SCHAEFER has been
established in Asia Pacific and Middle East region for close
to 25 years, with 2 manufacturing plants and 17 offices
spanning over 12 countries.
From simple plastic bins, pallet racking to automated
industrial storage systems, we have all the solutions you
need under one roof. As a matter of fact, SSI SCHAEFER
have been ranked the “World’s Largest Material Handling
Systems Supplier” twice in a row since 2006.
Interested to find out more? Call us today, or visit us at
www.ssi-schaefer-asia.com
SSI SCHAEFER SYSTEMS (M) SDN BHD (Company no. 226345-M)
Suite G-2, N-Tatt Building, No. 2, Jalan TP 5
Taman Perindustrian UEP Subang Jaya
47600 Subang Jaya
Selangor Darul Ehsan
Phone +60/ 3/ 8024 6373
Fax
+60/ 3/ 8024 6273
eMail [email protected]
www.ssi-schaefer.com.my
(Penang Office)
Phone +60/ 4/ 645 6033
Fax
+60/ 4/ 645 6032
(Johor Office)
Phone +60/ 7/ 755 7451
Fax
+60/ 7/ 755 7184
QUARTERLY
BOARD OF DIRECTORS
J U LY / A U G U S T 2 0 1 0
2009-2011
The Business Magazine of the Malaysian-German Chamber of Commerce and Industr y
Andreas Prinz
PRESIDENT
focus
6
P. Kandiah
VICE PRESIDENT
In Conversation with Volkswagen Group
Malaysia: Sustainable Growth in the
Automotive Sector
10
Solar Photovoltaic – Plug into the Sun Part 3
13
The Importance of Trademarks & Branding
Part 3
training
18
Mercedes-Benz: A Brand Build on Transfer
of Knowledge
members
20
Siemens Paints Businesses Green in Brunei
22
SSI Schaefer Impresses Guests at the Halal
Supply Chain 2010
24
MOX-Linde Celebrates 50 Years of Growth
with Malaysia
26
TIL Successfully Completes Movement of
CSD 500
28
DHL Organises Golf for its Guests in Penang
29
Micro-Medical Showcases Free Oxygen
Radicals Monitor
32
Malaysian Delegation Visits Q-Cells HQ in
Bitterfeld-Wolfen, Germany
34
Rohde & Schwarz and IGTEC Forms Joint
Venture Company – RSI Technik Sdn Bhd
35
Bayer Young Environmental Envoy Hopefuls
Complete Eco-Camp in Sarawak
MGCC QUARTERLY
36
is published six times p.a. by the
Malaysian-German Chamber of
Commerce and Industry.
Rittal Systems Conducts Seminar on
Energy-Efficient Data Centre Infrastructure
for Green Buildings
38
MGCC Welcomes New Members
events
40
MGCC Annual General Meeting 2010
42
MGCC Organizes SOCSO Briefing for
Members
44
Sundowner @ Mezzo Bar, Renaissance Hotel
economics
46
Malaysia - Kfz-Industrie und Kfz-Teile
50
Economic And Financial Developments In
Malaysia In The First Quarter Of 2010
52
News from the German Federal States
legal
53
Fairness Comes First – Malaysia Enacts
Competition Law
education
54
DSKL and Mercedes Benz Malaysia present
Open Stage No. 7
trade fairs
55
IFA 2010
56
bauma China 2010
57
InnoTrans 2010
58
IFAT ENTSORGA
59
MHX 2010
ALEXANDER STEDTFELD
EXECUTIVE DIRECTOR
Dato’ Robert Teo Keng Tuan
TREASURER
Datuk Muhammad Feisol b. hj. Hassan
Tan Sri Dato’ G.S. Gill
Lim Khiang Hua
Raymond Yeoh
Yusoff Md Sahir
Yee Boon Yeow
Harald E. Burchardt
Knut Herzer
Peter T. Honegg
Bernhard Rack
Dato’ Herbert Weiler
Peter Zuber
PUBLISHER
Datuk Muhammad Feisol Bin Haji Hassan
It is distributed free of charge to members
and qualified non-members in Malaysia
and abroad.
MALAYSIAN-GERMAN CHAMBER OF
COMMERCE AND INDUSTRY
(171131-U)
Supported by the Federal Ministry of Economics and
Technology based on a resolution of the German
Bundestag.
Level 47, Menara AmBank,
No. 8, Jalan Yap Kwan Seng,
50450 Kuala Lumpur, Malaysia.
Tel : 603-9235 1800
Fax : 603-2072 1198
homepage : malaysia.ahk.de
e-mail : [email protected]
* All opinions expressed in articles do not
necessarily reflect the views of MGCC.
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UR GRAPHIC SDN. BHD.
No. 8, Jalan PBS 14/6,
Taman Perindustrian Bukit Serdang,
43300 Seri Kembangan,
Selangor Darul Ehsan, Malaysia.
Tel : 603-8945 8640
upcoming
60
Trade Fairs in Munich, Nürnberg and Berlin
September 2010 – March 2011
EDITORIAL
Mobility
Alexander Stedtfeld
Executive Director
About cars and
policy movements
The recently revised NAP or National Automotive
Policy of the Malaysian government has received
some thumbs-up by foreign automakers with business
interests in Malaysia, and rightfully so. It is another
policy move in the right direction. However, it can
only be considered as another step. More need to be
taken. Among these are some, which the Malaysian
government cannot take alone but will need to do so
together with its ASEAN partners.
Once a truly common market in ASEAN is achieved,
investments in the automotive sector will follow
bringing in more high-technology ventures to the
region. And a good payback: Qualified and wellpaid jobs, economic growth and know-how transfer,
important contributions to achieve the agenda 2020
which includes becoming a high-income country.
It will also mean embracing competition as the true
economic scenario. Improvements in the competitiveness
of its own industry are what the Malaysian government
has already envisaged. It is one of the main elements
in pursuing the goals portrayed in the New Economic
Model (NEM). The NEM acknowledges the need to
keep the competitive advantages over other countries
in the Asian region and recognizes the requirement of
improving high-potential knowledge and cutting-edge
technology. To open the roads for contributions by
foreign partners has been a smart choice. It would also
be so in the automotive sector. A prerequisite would
be to create an environment that is conducive to such
engagements in Malaysia. It is obvious that the interest
is there, but there are still some missing links.
What needs to be done is rather simple to describe
in the economist’s terms: Open and liberal markets.
However, when talking about automotive policies,
politically sensitive issues come into play. Some can
be resolved on national level others involve a regional
stage.
4
7/8 2010 MGCC Quarterly
And what a market it would be. With a population of
almost 600 million people with a total GDP of 1.5 trillion
USD car sales in the ASEAN region has surpassed 2
million units in 2008 and is set to double over the next
10 years. These figures show that there is a market
large enough to attract foreign automotive investments
on a larger scale, meaning full-fledged production
facilities But today, in the automotive sector we are
still looking at individual ASEAN markets, which,
while some having a significant size, are individually
not large enough to merit such engagements.
The benefits of opening up are manifold. In terms of
employment, training, economic growth and technolo­
gical development. This holds equally true for car
manufacturers as for OEM suppliers, which often follow
the car manufacturer. It will also create opportunities
for local suppliers. But it also creates opportunities for
local suppliers. In other sectors German companies with
production facilities in Malaysia have created many
successful partnerships with Malaysian companies to
supply them with components. Partnerships, which
have lead to additional business opportunities for such
Malaysian firms in foreign markets that were out-ofrange before, including high-technology Europe.
And it is not a one-way road. Companies like Proton
or Perodua have shown their abilities to successfully
build cars. Malaysia was the first developing country
to comprehensively master the know-how to build a
car from scratch. With Proton taking over the sports
car manufacturer Lotus, the company has moved
closer to high-technology know-how. Proton may well
take it a step further in developing the capabilities to
tap foreign markets, eventually also in Europe. One
indicator that this is not a utopia are existing sales in
Great Britain. Malaysia will also benefit from
increasing its competitive edge on home turf. So,
nothing to be worried about or as we say in Germany:
Competition is good for business! ▼
FOCUS
Andreas Prinz was appointed Managing
Director of Volkswagen Group Malaysia in
2008. MGCC had the opportunity to talk to
Andreas on his views on achieving
sustainable growth in the automotive industry
Establishing the Successful
Volkswagen Brand in Malaysia
In Conversation with Andreas Prinz,
Managing Director of Volkswagen Group Malaysia Sdn. Bhd.
Q What is Volkswagen’s response to
the New Automotive Policy (NAP)
that came into force in January?
What are its benefits to the automotive
industry?
A The revised NAP is definitely a
boost to the local automotive industry
because it includes incentives and
fresh measures, not only to attract
new investments but also to encourage
expansion of existing operations in
order to ensure the development of
the local automotive industry.
For foreign car manufacturers like us,
we were not expecting too much from
the revision of the NAP, however, we
appreciate the government’s move to
introduce EURO 4M quality petrol
and diesel by 2011 under the review
of the NAP. The government’s move
is an encouraging and proactive mea­
sure to further promote clean and
sustainable technology in the Malay­
sian automotive industry. Whether
6
7/8 2010 MGCC Quarterly
this can be realistically implemented
in 2011, however, needs to be proven.
This is a definite boost for us to
introduce our innovative range of
highly fuel efficient and extremely
low emission engines, combined with
maximum performance of our famous
TDI diesel cars.
Q Volkswagen has introduced an
initiative on electrical vehicles at the
Hannover Fair 2010. Do you see that
this concept could also be applied in
Malaysia?
Today, the Volkswagen Group already
offers two dozen models with emission
values of less than 120 gramme CO2/
km. A total of more than 105 models
already meet the strict Euro 5 and
Euro 6 emissions standards. Further,
new models will bring a marked
increase in the number of vehicles
emitting less than 100 gramme CO2/
km in 2010.
A Volkswagen Group’s focus on
becoming an economic and environ­
mental leader in the global automotive
industry remains one central element
of our Group’s ‘Strategy 2018’.
Volkswagen has set its sights on new
environmental
bechmarks
with
regards to alternative drive trains and
engine development, geared to a
systematic downsizing i.e setting new
standards in both efficiency and
environmental performance.
However, we would have appreciated
lower import duties and taxes, so that
our Malaysian customers would
benefit and enjoy our products at
prices we are offering in other parts
of the world.
The Volkswagen Group invests 5
billion Euro every year in Research
and Development and our E-Mobility
concepts play a key role. We have
experts in America, Europe and Asia
who closely work together to make
FOCUS
sure that the heart of Volkswagen will
also beat electrically in the future.
Finally we want to offer electrical
cars in every segment. It will still take
some time, but we want to have those
electrical cars also one day in
Malaysia.
Q What are Volkswagen’s latest
develop­ments to promote clean and
sus­tainable energy?
A Apart from electric traction, the
continuous optimization of energyefficient and low-emission vehicles
powered by combustion engines is a
firm part of Volkswagen’s sustainabi­
lity strategy.
Various technologies are com­bined as
Volkswagen’s “BlueMotionTechnolo­
gies” – our umbrella brand. This can
be found both in the automobile pro­
duction and in the vehicles them­
selves.
The BlueMotionTechnologies label
covers all of Volkswagen’s productionmature or near-production technolo­
gies and products that significantly
reduce fuel consumption and CO2
emissions. Technology such as TSI
and DSG which are part of BlueMotion
Technologies, are already available in
our cars sold here in Malaysia.
The legendary Scirocco
downturn, the past year has not been
easy for the automotive sector as a
whole. Having already been in
Malaysia for 4 years (after 3 years of
operational retail and wholesale
business), we took the opportunity to
consolidate our Sales and After Sales
dealer network on the one hand, and
we are also currently expanding with
new partners all over Malaysia. These
partners are very excited to do
business for and with us, even during
these difficult times. They know that
we are an important, reliable and
successful brand to deal with.
The government’s move to introduce EURO 4M petrol and
diesel is an encouraging and proactive measure to further
promote clean and sustainable technology in the Malaysian
automotive industry.
Q What is the impact of the global
financial crisis on your business
operations in Malaysia?
A While
Volkswagen
Group
Malaysia was not directly affected or
impacted by the global economic
This streamlining finally leads to a
more sustainable growth and business.
This ultimately ensures that our
customers will always be assured of
the highest level of service expected
from Volkswagen. We still have an
excellent starting point to grow from
a small brand in Malaysia to a level
where we want to be as successful as
we are in most parts of the world. We
have an extremely positive image
here in Malaysia, which is a solid
foundation, but we also know that we
have to establish an excellent infra­
structure and services here.
Q Are there any Volkswagen models
assembled in Malaysia? Are there any
plans to have certain models
assembled in Malaysia?
A Currently, all our Volkswagen
models are imported. Regarding any
plans to assemble cer­tain models in
Malaysia, we continuously investi­
gate local market opportunities on a
worldwide scale. With regards to
Malaysia, there are neither definitive
developments, nor any agreements
yet in place.
Q Which are Volkswagen’s best
selling models?
A To date we have put more than
3,200 cars on Malaysian roads within
more than 3 years of operational
business.
7/8 2010 MGCC Quarterly
7
FOCUS
The perfect combination of TSI and
DSG results in excellent consumption
figures and convenience levels, com­
fort and driving enjoyment, showing
once again that Volkswagen is
consistently committed to making
highly innovative environmentally
friendly technologies available to
everyone.
Q Where do you see Volkswagen
Group Malaysia in five years?
A The Volkswagen brand is a lot
more visible now that we have
Golf 1.4l. Coming soon to Malaysia
Late last year we introduced 3 new
models - the Passat CC, Scirocco and
the Golf GTI Mk6 and till today
bookings and sales continue to be
very positive.
Understandably, in Malaysia our
famous Golf GTI is an iconic and
best-selling model and so is the New
Beetle. However, I am pleased to say
that all our other Volkswagen models
are gaining popularity and are doing
well, such as the Tiguan, Eos, Touareg
and our latest addition – the Passat
CC, Scirocco and the 6th generation
Golf GTI as well.
Q What are your future models to be
introduced in the fourth quarter of the
year?
A New model launches that can be
expected this year would be the award
winning Polo 1.2l (Car of the Year as
well as the World Car of the Year
2010); the Golf 1.4l (World Car of the
Year 2009 and safest car 2009 under
a more extensive EuroNCAP crash
testing procedure) and the Scirocco
1.4l (awarded 5 star, the highest Euro
NCAP safety rating)
8
7/8 2010 MGCC Quarterly
All three models
will have the worldleading technologies
from Volkswagen –
the award winning
TSI
family
of
engines and the
Direct Shift Gearbox
DSG. The TSI offers
drivers a miracle of
The iconic New Beetle
We are here to stay and
grow our business in
Malaysia as strong as we
are all over the world.
performance, delivers maximum
power and minimum fuel consumption
without compro­mising on performance
and driving pleasure.
The DSG transmission technology, on
the other hand, offers the driver
smoother and faster gear shifting,
with more driving pleasure and lower
fuel consumption.
presence in Malaysia than previously.
Of course we have to do more for our
brand and with a clear focus on our
customers, especially in the areas of
sales and after-sales service.
As for now, we concentrate on the
completely built-up (CBU) business
and supporting our dealers to ensure
that they have a sustainable business.
Each dealer operates in a different
consumer market and therefore, they
have different needs. Now that we
have an even better feel of the various
regions, we are in a better position to
offer even stronger market support.
We are here to stay and grow our
business in Malaysia as strong as we
are all over the world. ▼
FOCUS
Part 3:
Solar Photovoltaic – Plug into the Sun
by Chen Wei Nee, Technical Advisor, MBIPV Project
Welcome back to the final part of the 3-part series of article on solar photovoltaic. Quick recap:
Part 1 focused on background information on solar photovoltaic, policy mechanism and market
condition while part 2 focused on photovoltaic technologies and their different applications. The
concluding series will focus on the practical issues concerning installing solar photovoltaic for both
the end-users and those interested in venturing into solar business in Malaysia.
Out of curiosity, an informal survey
was carried out in Malaysia to find
out the reasons why building owners
install solar PV systems in their
house/office buildings. The survey
showed that these owners do so for
the following several reasons:
i) Leverage on existing government
incentives for solar PV;
ii) For retirees, having a BIPV house
will help to hedge against future
electricity price increase;
iii) Environmental conscious;
iv) For home buyers, having a BIPV
house will help create a point of
differentiation by being a clean
micro IPP (independent power
producer);
v) For commercial entities, the in­
stallation of PV systems in the
buildings helps create an image
of corporate responsibility.
How much does it cost? One of
the frequent questions raised is the
cost of installing grid-connected buil­
ding integrated photovoltaic (BiPV)
systems. Globally, the prices of PV
modules have seen a decline over the
past 2 years. This is largely due to
economic crisis which forces some
key markets to revise their policy
mechanism to accommodate their
national budget. In Malaysia, we have
recorded a steady decline of BiPV
pricing (see http://www.mbipv.net.my
/content.asp?zoneid=4&categoryid
=12). As of December average cost
2009,the average cost of a gridconnected PV system (based on
standard PV module) is RM 20,000
per kWp ± 10 %. 65 – 70% of the
total cost is on PV modules, inverter
accounts for 10 -15% of the total cost
and the remaining cost is for the
balance of system (BoS), design &
10
7/8 2010 MGCC Quarterly
Source: Bukit Damansara, 4.2 kWp, Kuala Lumpur, Malaysia.
installation fees and typically one
year warranty on worksmanship from
PV service provider. Balance of sys­
tem covers cabling (ac and dc),
junction boxes, switches (ac and dc),
fuses, surge protection devices and
mounting structure. This price is
expected to vary with the types of
modules (standard or customised), the
size of PV system (larger system can
achieve economies of scale), com­
plexity in installation and local con­
dition (e.g. windy, proximity and ease
to delivery).
Approved Photovoltaic Service
Provider: If you are interested in
installing a PV system for your home
or commercial building, it is strongly
recommended that you contact an
Approved PV Service Provider(APVSP).
Companies listed with MBIPV Project
as APVSPs have complied with
requirements to reduce the risk of
potential PV buyers. This includes the
requirement for companies to have at
least an employee who has passed the
rigourous exam for grid-connected
PV training (ISP). This is to ensure
companies have theoretically compe­
tent designers and installers for gridconnected PV systems. The list of
APVSP with their ratings can be
found in http://www.mbipv.net.my/
rating.asp?zoneid=10&categoryid=61.
When you contact an APVSP, a good
APVSP should:
• Respond to your enquiry within 48
hours;
• Explain how a PV system works,
the concept of net metering for
direct and indirect feed, expected
energy output and the Ringgit
Malaysia equivalent based on
existing tariff;
• Advise you on any possible sha­
dowing affecting the performance
of PV system (e.g. growing trees,
new construction site);
• Advise you on the fire and theft
insurance to cover your PV
system;
FOCUS
expired. The con­tract should
include terms specifying: the
customer’s and the APVSP’s rights,
changes to specifications, agreed
penalty charges (if any) for clauses
pertaining to early termination of
contract, delayed deli­very, dama­
ging of owner’s properties and
injury resulting from lack of safety
measures taken during installa­
tion.
Solar Path Finder : Check shading of
proposed PV Site
PV Service Provider should advise customers of any potential
shading which will affect the performance of PV system.
• Conduct at least one site visit
before producing a quotation. Once
the quotation is presented to the
customer, the APVSP will explain
about the quotation, what can be
expected during pre-installation,
installation and post-installation
of the PV system, the warranties of
equipment and workmanship, the
operation and maintenance (O&M)
of the PV system;
• Not criticise the workmanship or
system design of another APVSP.
What should the quotation for
a solar PV system include? The
quotation from the APVSP should
minimally include the following:
• Full specifications of the system
offered (quantity, manufacturer,
model number of the solar modules
& inverter including the IEC or
related standards complied with);
• Warranty information for each
item;
• Minimum 1 year warranty on
installation workmanship of the
system;
• A firm quotation which includes
all equipment and installation
charges and services during the
warranty period;
• PV module and inverter authorisa­
tion for channel distributor or
resellership.
• An estimate quotation for call-out
services after the first 12 months
warranty period on workmanship
has expired,
• Validity period of quotation; and
• Importantly, the quotation should
be accompanied by an estimate of
the yearly energy output of the
system. If the output from the
installed PV system should fall
consistently below the estimated
output, the client should request
the APVSP to investigate and
account for the lower than expected
energy output.
During the installation of
the PV system: A good APVSP
should update the customer on regular
basis the progress of the installation.
The APVSP should ensure safe
working environment for customer as
well as workers, examples of safety
issues include scaffolding and roof
covering. The APVPS should ensure
that their workers who are responsible
for the roof and structural installation
work possess current CIDB Green
Cards (as applicable). The company
should only engage electricians
having valid wireman certificates to
do the electri­cal installation. The
APVSP must not tamper with TNB
installation and the company should
follow all the requirements of MS
1837: 2005 on Installation of Grid
Connected Photo­voltaic (PV) System
during the installation of the PV
system. After the installation is over,
the APVSP should test to ensure there
is no roof leakage and to leave the
premise in a tidy order. If there is any
damage to the property as a result of
the installation of the PV system and
the customer is able to prove that
there is an element of negligence in
Guidelines for sales contract
for solar PV system: Each sale of
solar PV system should result in a
formal contract between the customer
and APVSP. This will save some
headache during implementation
especially when contract and work
schedule or plan are completely mis­
sing. The contract should be signed
once the customer has decided to
purchase the PV system. The contract
should include supply, installation
and commissioning of the solar PV
system. A copy of the contract should
be retained by the customer and the
other by the APVSP. The contract
should include PV product manufac­
turers’ names, pro­duct ratings &
model serial numbers, international
manufacturing stan­
dards, materials deli­
very schedule. Instal­
la­tion work plan
which should corres­
pond to progress pay­
ment schedule. The
APVSP should in­
clude an estimate
price for call-out
services once the
initial 12 months
war­ranty period on
Safetyness for both the installers and customers are important during
work­manship
has
installation period.
7/8 2010 MGCC Quarterly
11
FOCUS
the APVSP, then the APVSP shall
repair any damages to the property.
Testing and commissioning
(T&C) of the system: Once the PV
system has been installed, the system
is ready to go ‘live’. Before the PV
system is commissioned, projects
which are co-funded by MBIPV
Project will require the APVSP to
submit 3 types of forms: one for
MBIPV Project, power utility (TNB)
and Suruhanjaya Tenaga (Energy
Commission) at least 3 weeks before
the proposed T&C is scheduled The
PV System owner or representative,
APVSP, power utility, Mounting
Structure Quality Control Centre
(MSQCC represented by IKRAM) and
PV Monitoring Centre (represented by
UiTM) must be present during the
T&C. The APVSP shall explain to the
customer the equipment installed
including interpreting the PV meter.
After the PV system has been
commissioned: For projects cofunded by MBIPV Project, the APVSP
is required to submit the T&C report
to MBIPV Project within 3 weeks of
T&C. The APVSP should follow up
with the customer to verify satisfac­
tory performance of the system in­
stalled and its performance against
the declared performance for at least
the first 12 months. The APVSP
should respond to after sales service
calls within 24 hours and provide
support to the customer when a
product fails under warranty. This
support will include liaising with the
manufacturer or equipment agent on
behalf of the customer. The APVSP
should attempt to solve all complaints
in a professional manner and directly
with the customer to avoid the com­
plaint being formerly lodged to the
Quality Assurance Scheme (QAS)
Secretariat (MBIPV Project). MBIPV
Project will randomly audit BIPV sites
(which received financial incentives
under the Project) and will inform the
APVSP with a copy of the report to
the customer on any corrective mea­
sures to the PV system. PV Systems
receiving funding from SURIA 1000
12
7/8 2010 MGCC Quarterly
will be monitored on
monthly basis for
three years. The PV
Monitoring
Centre
will contact the cus­
tomer to arrange for
a method most suita­
ble for the PV meter
recording (telephone
call, SMS or email).
The performance of
your PV system can
be viewed at http://
pvmc.uitm.edu.my/ Source: http://pvmc.uitm.edu.my/pvmc2010/, assessed January 2010
pvmc/ between one
failure is after the 12 month warranty
to two months after T&C. The website
period, then the customer should
will also be able to show how well
attempt to diagnose the problem with
your PV system is performing. On
guidance over the phone by the
six-monthly or annual basis, arrange
APVSP. If the diagnosis is not
with your PV Service Provider for a
successful, then the APVSP is obliged
scheduled system inspection (electrical
to inspect the PV system to determine
connections, any rust on racking
the fault and then rectifying the fault
system, fuses, condition of conduit,
as soon as possible. A fair price
clippings). The cost of inspection for
should be quoted to the customer for
the first 12 months should be part of
the call-out as per agreed in advance.
the sales contract. Customer is advised
If it is a fault in installation workman­
to keep a log book to record each PV
ship then the APVSP should provide
Service Provider’s visit and if your
the customer a quotation for repairs.
surroundings are dusty (e.g. located
If it is a fault in the equipment then
next to construction site), follow the
the APVSP should liaise with the
instruction from the manufacturer to
equipment manufacturer to fix the
remove dirt from the PV modules.
product as soon as possible. The cost
in providing the repairs shall be
If you suspect your PV System
quoted to the customer. If equipment
is faulty: If the failure occurs in the
is still under warranty the cost should
12 month installation workmanship
just be for the time spent travelling
warranty period then the customer
to/from site and on site when under­
should attempt to diagnose the
taking the replacement (or repairs) of
problem with guidance over the
equipment unless this will be paid by
phone by the APVSP. If the diagnosis
the manufacturer. ▼
is not successful, then the APVSP is
obliged to inspect the PV system to
determine the fault and then rectifying
This concludes final part of
the fault as soon as possible. If it is a
3-part series on Solar
fault in installation workmanship
Photovoltaic-Plug into the Sun. I
then it is the APVSP’s responsibility
hope this short series has been
to rectify the problem. If it is a fault
enlightening to you. The
in the equipment then the APVSP
materials and references for this
should liaise with the equipment
series can be found in www.
manufacturer to fix the product as
mbipv.net.my. Comments please
soon as possible. The cost for the
email to [email protected].
APVSP in providing this service (i.e.
Wei-nee Chen is the Technical
cost incurred in removing, returning
Advisor (Strategic Communica­
and then re-installing the product)
tions) of MBIPV Project.
should either be paid for by the
manufacturer or by the APVSP. If the
FOCUS
Part 3:
The Importance of Trademarks & Branding
by Geetha K., Director of Trademarks and Industrial Design, KASS International Sdn Bhd
Don’t stop using your Trademark!
Let’s say you came up with a unique
and catchy brand and want to use it
as your trademark for the goods you
sell or propose to sell. You conduct a
search at the Malaysian Trademark
Office and come across an identical
or a very similar trademark which has
been registered for the same type of
goods. What happens now? Will the
earlier mark be a barrier to the use
and application of your catchy
brand?
Definitely. If there is an identical or
very similar trademark which was
applied for at a date earlier than your
trademark application, your applica­
tion will be objected to by the Exami­
ners at the Trademark Office on the
basis that both marks cannot co-exist
as the co-existence will confuse cus­
tomers. Priority will be given by the
Examiners to the mark which has an
earlier filing date.
At this stage, you have two options;
(i) You can change your trademark,
which would be a shame as you
would have to brainstorm all over
again to come up with another
catchy brand for your goods –
and we all know how hard it is to
create brands that are memorable
and well-liked!
Ms. Geetha K. joined KASS International after completing her
pupilage at a reputable law firm in Kuala Lumpur. She handles
domain name disputes and all aspects of trade marks in a
variety of industries, including those in the pharmaceuticals,
foods & beverages and apparel industries, and has experience in
handling international portfolios.
She read law at the University of Bristol where she was awarded
a bursary. Her final year dissertation was on the WTO’s
Agreement on Trade-Related Aspects of Intellectual Property
Rights (TRIPs), where she analysed and dissected the
advantages and disadvantages TRIPs brought to many
developing nations.
Upon graduation, she pursued the Bar Vocational Course at the
University of the West of England, Bristol, and completed the
course with a Very Competent grade. She attended training with
a well-established IP firm in France for a month in April 2007
where she trained under European Trademark Attorneys.
every ten years. Unfortunately, if the
mark has not been used for three
years in a row, a third party can have
the mark removed from the Trademark
Register. This leaves the mark free for
all to use. Usually, the person who
initiates the action in Court to remove
the registered mark from the Register
will be the one who has interest in
owning the trademark, either because
it sounds catchy, is easy to pronounce
or suits the particular type of
business.
(ii) You can investigate whether the
earlier mark is still in use by the
owner of the mark. If the mark
has been registered but has not
been used (without good reason,
i.e., factory burnt down, lack of
raw material, discontinuance of
the business, and so forth) for the
past three consecutive years, then
the mark can be removed from
the Register.
Many countries allow for trademarks
which are not used for a period of
time to be removed from the country’s
Trademark Register. This particular
law may not be favourable to trade­
mark owners, but the reasoning
behind it is that the monopoly given
by the Government is being misused
by the trademark owner when he
registers a mark and chooses not to
use it. It is not fair for the owner to
hog the mark and keep the public
from using it.
In our previous articles, we stated that
registered trademarks last for a lifet­
ime if their registration is renewed
What is considered a long period of
non-use differs from country to
country. Malaysia is one of the many
Or,
countries which requires three years
of uninterrupted non-use without
proper reason, before a cancellation
action can be taken whereas some
countries require five years of nonuse (e.g., Singapore and the UK).
It is therefore very important for all
brand owners to take note of the
above. The Courts, when considering
whether the mark has been “used”,
will analyse the use shown by the
owner and will decide whether the
use was “genuine” use or merely
“token” use to avoid their mark being
cancelled.
In Malaysia, the use of the mark
GOODKNIGHT was found by the High
Court to be merely token use as the
timing of the use was very question­
able. It was close to the date the
action was taken by the new user of
the mark. The Judge in the case
commented that “the [trademark
owner] has clearly slept on their rights
during the material period of time and
to blame the [new user] now would be
unfair and unkind”.
Thus, brand owners should be careful.
7/8 2010 MGCC Quarterly
13
FOCUS
Yes, trademark registrations can last
infinitely, but on the condition that
the mark is used!
First to Use VS First to File
When it comes to rights to a
trademark, who would you think has
the upper hand – The first person to
USE the mark (in Malaysia) or the
first person to FILE the trademark
application with the Intellectual
Property (IP) Office?
Malaysia adopts the “first to use”
principle. Basically, the first user of a
trademark is considered the true
owner of the mark, not the first
person who runs to the IP Office to
file a trademark application. Owners
of trademarks who failed to register
their trademarks or registered their
trademarks late still have some trade­
mark rights (we call it “unregistered
rights” or “common law rights”).
Now why should anyone bother to
register their trademark in Malaysia if
the first person to use the mark has
better rights to the mark? Why incur
cost when the money can be used
elsewhere in the business?
This is why:
REGISTERED
TRADEMARK
UNREGISTERED
TRADEMARK
Clear evidence
of Ownership of
the mark
No official document
proving Ownership
Certificate of
Registration
issued
A lot of evidence will be
required dating back to as
early as possible to prove
Ownership of the mark
Compare the problem faced by a
person without a land title deed
(issued by the Government) and a
person with a land title deed. Just as
the title deed is an important docu­
ment to prove who the lawful owner
14
7/8 2010 MGCC Quarterly
of the land is, the Certificate of
Trademark Registration is also instru­
mental in proving who the lawful
owner of a trademark is. With­out a
title deed, many parties can claim
ownership of the property. Conse­
quently, substantial and signifi­cant
evidence will be required to prove
who the true owner of the land is.
This is why trademark registration is
always recommended, as unregistered
rights are often difficult to prove, and
involve lengthy, expensive Court
trials. Registered rights are more
straightforward, as they are governed
by the Trade Marks Act 1976, and are
usually first instance evidence of
ownership of the mark.
In the unfortunate event where the
owner of the trademark failed to
register his mark, we would advise
that he keep records of relevant
information relating to the use of the
trademark. The owner should keep the
invoices issued which display the
trademark and keep track of the date
the signage was put up, the date the
trademark was placed on the labels of
the products, the advertising expendi­
ture in promoting the mark, etc. This
information will be handy if the
owner’s mark is ever challenged.
Then, the first-user rights can be
claimed and evidence of use and
records relating to the first-use date
for the products can be adduced in
Court to prove the rights.
A point to note for business owners
who are venturing into overseas
markets is that not all countries
practice the principle of first-to-use.
Some countries adopt the first-to-file
system, for instance, China, Korea,
Japan, and a large number of coun­
tries in South America and Africa. A
first-to-file system of trademark
protection basically means that the
first person to file a trademark appli­
cation in a particular country will be
considered as the rightful owner of
that trademark – NOT the first user of
the mark. Therefore, someone who
has merely been using a trademark,
but did not register it, will not have
any unregistered rights in the mark.
This allows the possibility of the
original owner being forced to
withdraw his usage of the trademark,
once it is registered by a competitor.
Therefore, business owners that intend
to expand their business into foreign
countries need to make sure that their
trademark rights are fully secured,
instead of having all their efforts in
building a brand and reputation for
themselves end up in the hands of a
clever copycat!
The golden rule is to file a trademark
as soon as possible and not wait until
others start using the same trademark.
A trademark application, which is
inexpensive, can be filed even before
the mark is actually used on the
products.
Famous? Then you enjoy better
trademark rights
Owners of well-known and famous
brands have more rights than owners
of unknown brands. By “well-known
and famous brands”, it is meant that
the fame of the brand must be world­
wide, not just local, within Malaysia.
This means that MERCEDES BENZ,
ALFA ROMEO, and TOYOTA have
better and wider trademark rights
than PROTON, PERODUA and
NAZA.
Now why do famous brand owners
enjoy extra benefits or special privi­
leges? Well, think about it – when
you go to Petaling Street, what do
you find there? PRADA bags, GUESS
purses, ROLEX watches, CHELSEA
foot­­ball club jerseys and NIKE shoes?
Or do you come across brands you
have never heard of? The fact that
you find imitations of famous brands
so easily shows how goods with
famous brands are in demand and sell
well.
As the likelihood of these marks being
copied by others is much higher than
an ordinary trademark, the trademark
law of most countries awards the
owners of famous brands with more
protection. According to Dr. Tay Pek
FOCUS
San, a senior lecturer at the University
of Malaya, in her book “Protection of
Well-known Trade Marks in Malay­
sia”, there are a number of justifica­
tions for the “special privileges” fa­
mous brand owners enjoy – amongst
them is an ethical and moral one:
“Since the ability of a well-known
trade mark to draw consumers is
usually attained after a period of
careful nurturing and promotion of
the trade mark by its owner, it is
only ethical and moral that third
parties do not take unfair advantage
of the achievements of another’s hard
work.”
Many countries, including Malaysia,
are bound by international treaties to
ensure their national trademark law
includes the necessary provisions for
well-known trademarks.
The special privileges that well-known
marks enjoy are as follows:
(i) registration of a mark identical or
substantially similar to the wellknown mark for the same type of
goods/services, is not allowed,
regardless of whether the wellknown mark is in use in the
country or not. An example here
would be the DISNEYLAND
trade­mark used on a theme park
in Malaysia;
(ii) registration of a mark identical or
substantially similar to the wellknown mark, in a different and
unrelated category of goods/ser­
vices, is also not allowed. For
instance, the KODAK trademark
used on shoes or cutleries; and
(iii)there is no need for the owner of
a well-known mark to prove
likelihood of confusion in the
public.
In the business world, this means that
well-known marks have a wider
monopoly and protection. The owners
of the well-known marks do not need
to secure registration in a particular
country to protect their marks from
being copied. (Despite this fact, most
trademark owners register their marks
to avoid the risk of their marks being
found “normal” and “not well-known”
by the Courts in different countries.)
That well-known marks enjoy a wider
protection worldwide means that a
Malaysian who visits a foreign coun­
try and chooses to adopt a trademark
he/she fancies from that country has
to carefully consider his/her decision.
The question the Malaysian has to ask
is: “Is the mark well-known in Malay­
sia?” Even if a trademark search is
conducted in Malaysia and the search
reveals that the well-known mark has
not been registered, a corresponding
application made at the Trademark
Office may be rejected. In the event
that it is not rejected, chances of the
owner of the well-known trademark
preventing the Malaysian trademark
application from proceeding to regis­
tration are very high.
For this reason, it is advisable for
business owners in Malaysia to invent
their own unique trademark. Some
examples of invented trademarks are
depicted below:
goods or services and values them for
their quality, you can choose to sell
the trademark, together with the
reputation of the mark, to the buyer
with the highest offer (“selling”).
Alternatively, you can give permission
to others to use your mark and collect
an annual license fee from them
(“licensing”), or give them permission
to use your trademark, business con­
cept and characteristics of your busi­
ness and collect a franchise fee and
license fee from them (“franchising”).
As selling a trademark together with
the business is quite straightforward
– and since franchising also involves
the “licensing” of a trademark – let’s
take a closer look at trademark
licensing.
Licensing trademarks can be a smart
move on the part of trademark owners
to expand their existing markets or
enter new markets, without incurring
substantial investment and risk.
However, before embarking on any
licensing deals, trademark owners
should consider the practical strategies
required to properly benefit from the
licensing.
Pertinent issues that trademark
owners should consider when
licensing their trademark to a third
party are briefly explained below:
1. Maintaining brand value
Business owners can take the business
concept that they wish to adopt from
a successful business in a foreign
country but instead of using the
identical foreign trademark as their
own mark, they should adopt a mark
which they have created themselves.
Can you make money out of your
Trademark? How?
By selling, licensing or franchising of
course!
Once you have created your trademark
and have built your business up to a
level where the public recognises your
Firstly, the owner has to be aware
of the importance of the trade­
mark and its associated brand
value. The licensing arrangement
must be designed to maintain the
brand value and allow for licensed
goods or services that maintain
the consistent quality expected by
consumers of the brand.
Conversely, maintaining too much
control over the quality of the
licensed goods can interfere too
much with the licensee’s busi­ness.
Accordingly, special care should
be taken to craft quality control
Note: The trademarks referred to in this article belong to their respective owners. KASS does not claim any proprietary
right whatsoever. The marks are used in this article purely for educational purposes.
7/8 2010 MGCC Quarterly
15
FOCUS
licensee, so that the licensee is not
creating his/her own version of
the trademark. This is especially
important when the mark contains
a design element, logo or stylized
font, and will ensure that the
proper size, spacing, color and
typography are used. The license
agreement should clearly state
that copies of the mark may be
made only from the artwork pro­
vided by the licensor. Any modifi­
cations made to the trade­mark by
the licensee must be approved by
the licensor in advance of any use
by the licensee.
provisions that preserve the value
of the mark, while allowing the
licensee the ability to operate the
business as he/she deems appro­
priate.
2. Choosing the right licensee
The licensor must be certain to
select a manufacturer that has
similar goals, effective support
teams and management infra­
structure, financial stability and
distribution channels that are
commensurate with the brand.
Clearly, it is not a good idea for a
trademark owner to license the
brand to a manufacturer whose
products directly compete with
those of the trademark owner, as
this would reduce the market
shares of both the trademark
owner and the manufacturer.
3. Guidelines on how the trademark
should be used
It is always advisable for the
licensor to provide an electronic
version of the trademark and any
artwork, designs, logos or stylized
typography to be used by the
The license agreement should also
specify that the trademark must
always be used in its entirety,
without any separation of diffe­
rent portions of the mark or
any abbreviations or variations
thereof.
In addition, the licensor should
always require that the appropriate
notice symbol, such as ® or ™ be
used alongside the trademark any
time the mark is used, including
directly on the product and on
packaging, hang tags, advertising,
user or instruction manuals, pro­
motional materials and point-ofpurchase displays.
Apart from the above, it is crucial
that the licensee’s compliance to the
rules in the licensing arrangement is
sustained. This can be done by
including a term in the licensing
agreement providing the licensor with
the right to periodic inspections of
the licensee’s manufacturing faci­
lities.
The agreement should leave no room
for ambiguity and all terms should be
clearly defined. It is advisable that
parties that decide to enter into
licensing agreements seek professional
advice before signing any agreement,
as without the right terms supporting
your rights as a licensor, your po­
tential success as a licensor could
backfire, leaving you with a worthless
trademark. ▼
Geetha K can be reached at
[email protected].
For more information,
please visit www.kass.com.my.
MGCC Handbook & Directory 2010/2011
- Malaysian & German Economic Reports
- Chamber’s Activities
- Market Watch Malaysia 2010
- Members’ Directory
Within Malaysia - RM150 / copy
Delivery charges:
(Add RM20.00 for courier charges)
(Add RM6.00 for normal postage)
Orders outside Malaysia - EUR 60 / copy
(Inclusive of delivery charges)
To get a copy of the Handbook & Directory, please contact:
Ms. Surayah Mohd Salleh
Tel: +603-9235 1813 Fax: +603-2072 1198
E-mail: [email protected]
16
7/8 2010 MGCC Quarterly
TRAINING
Learning how to learn - source for knowledge independently
A Brand Built On “Transfer of Knowledge”
The automotive business and its
retail landscape have seen great
changes in recent years and is
foreseen to undergo even more
changes in the future.
This is particularly relevant in
the field of After-Sales as it
represents the ongoing
relationship between our brand
and our customers as services
extend throughout the product
life cycle. The bond between our
customers and our brand goes
beyond simple fascination for the
vehicle. At Mercedes-Benz, the
role of after-sales is to optimize
our customer’s ownership and
driving satisfaction. To achieve
this, we incorporate various
factors including continual
improving our human resource
development and training
programs to upgrade the skills of
all levels in our service network.
18
7/8 2010 MGCC Quarterly
It’s all about the people
For our customers, their cars represent
their mobility, independence and selfexpression. As Mercedes-Benz owners,
they have high expectations from us
in the After–Sales department to
manage their servicing, maintenance
and customer service needs.
It is our responsibility to assure that
all after-sales services, be it technical
or otherwise are met with the superior
quality and standards that are on par
with the Mercedes-Benz brand.
Equally important are the people who
deliver the after-sales services to our
cus­tomers. We have a team of welltrained technical ex­perts who are
equipped with the knowledge and
expe­rience to diagnose and service all
our vehicles. Besides our technicians,
we have individuals who are speci­
fically trained in handling queries,
complaints and emergencies.
At Mercedes-Benz, we place high
priority in continuously improving
our expertise and we strongly believe
in the transfer of knowledge; training
being the platform through which this
is realized.
Our training philosophy is based on
continuous self-development and lifelong learning. This is a necessity as it
is the only way to keep pace with the
rapid rate of change in automotive
technology.
The
Mercedes-Benz
training programmes encompass a
vocational training program which
developes highly skilled technicians,
ongoing training and certification
programmes for existing personnel
and ancillary schemes to encourage
an ongoing advancement within our
network.
The beginning, the foundation:
Vocational Training
Our vocational training program and
training center began twenty-five
years ago in 1984. It was the first
technical institute of its kind at the
time set up by a private motor
TRAINING
our retail mana­
gers come from
this select group.
Continuous
qualification
and certifica­
tion: C-Service
Program
Trained to analyze and make decisions
company supported by the German
government, Daimler (known as
Daimler Benz AG at the time) and
the-then General Distributor (Cycle &
Carriage Bintang Berhad) in collabo­
ration with the Skills & Development
Department of the Human Resources
Ministry of Malaysia.
Mercedes-Benz
knows full well
that learning does
not stop once the
people are on the
job but only the beginning. In this
regard, Mercedes-Benz has an
international
qualification
and
certification program known as the
C-Program (Certified Program), which
comprises the C-Service for personnel
in the after-sales sector, C-Sales for
people with international training and
certification standards.
The eco-system: fostering an
environment and spirit of lifelong learning
Formal training programs are only
one part of the equation. In order to
inculcate a life-long learning spirit
among our people, other capacity
enhancement initiatives and schemes
are continually put in place.
One example, Mercedes-Benz Malay­
sia continuously strives to roll out
programs such as the Mercedes-Benz
Malaysia Skills Competition which
held its inaugural session in 2008.
The competition proved a success in
providing a platform to reward and
motivate our people to constantly
The training program
started as mechanicalbased training. With the
rapid pace of change in
vehicle technology, and
with the ever increasing
amount of electronics and
com­puterization in new
vehicles, the training
program evolved in 2003
Malaysia Skills Competition - The top three
Mercedes-Benz Malaysia Skills Competition - Quiz
to a 3-year Automotive Mercedes-Benz
winners from the Certified Diagnosis Technician and
session for the Certified Diagnosis category
Mechatronic
program. Certified Maintenance Technician category
Besides the content, the
improve themselves. The first of more
sales personnel and C-Management
pedagogy of the training over time
to come, this competition will be held
for our retail management. In fact, we
also emphasized more on selfevery 2 years.
ensure
our
own
trainers
are
subjected
organization, interactive discovery
to the same rigorous standards with
learning and group learning to instill
People development remains a top
the C-Trainer certification require­
a self-reliant learning and positive
management priority for Mercedesment.
working attitude and charac­ter in all
Benz. It is key to our business that the
our trainees.
treatment and service a MercedesUnder the C-Service umbrella there
Benz owner receives is unparallel and
are various programs – C- Main­
Each year, only 28 trainees are
one-of-a-kind, just like our cars.
tenance Technician (CMT), C-System
selected from hundreds of applicants
People who opt for our luxury cars
Technician
(CST),
C-Diagnostic
nationwide who have to undergo a
expect much more than just a vehicle
Technician (CDT), C-Service Advisor
stringent pre-qualification test thus
– and we will continue to provide
(CSA), and C-Parts Process Specialist
assuring that only best candi­dates
quality after-sales service to our
(CPPS) to reflect the diversity of the
enter the program.
customers through the continuous
roles and responsibilities within the
pursuit of excellence in our processes
after-sales service sector. C-Service is
To date, almost 600 trainees have
and our team. ▼
a platform through which Mercedescompleted this program and today,
Benz can ensure the quality of its
many of Mercedes-Benz Malaysia and
7/8 2010 MGCC Quarterly
19
MEMBERS
Siemens Paints Businesses
Green in Brunei
Sharing its technological solutions,
Siemens introduced the latest in its
‘Green Technologies’ during the
Siemens Brunei Customer Gathering
as part of its commitment to reduce
carbon footprint emissions in the
ASEAN region.
entrepreneurs and business owners
at a platform which focused on
establishing a two-way commu­
nication between Siemens and its
stakeholders, to ensure that
Siemens business is in line with
the needs of its customers.
Present to officiate the inaugural
event was Yang Mulia Dato’ Paduka
Timothy Ong, Acting Chairman of
Brunei Economic Development Board.
Also present were Mr Lothar
Herrmann (Chief Executive Officer,
Siemens, ASEAN Cluster and Chief
Executive Officer, Siemens Industry
Sector, ASEAN Cluster) and Mr M.
Prakash Chandran (President & Chief
Executive Officer, Siemens Malaysia
and Executive Vice President and
Head, Siemens Energy Sector, ASEAN
Cluster) who shared insights to
Siemens’ breakthrough business and
solutions.
Siemens also unveiled its new
organi­zation
structure
to
its
stakeholders in Brunei where Siemens
is structured into three core business
sectors of Industry, Energy and
Healthcare. The clustering of sectors
into 17 groups of countries integrates
the various competencies and ensures
that Siemens moves nearer to
customers.
Held at the Empire Hotel & Country
Club, the Siemens Brunei Customer
Gathering was attended by some 200
customers, government offi­cials,
In fiscal 2009, Siemens generated
revenue of €23 billion with products
and solutions from its Environmental
Portfolio.
The Siemens Brunei Customer
Gathering is Siemens Brunei’s largest
engagement with its stakeholders, the
first of its kind to engage customers
and business partners from all sectors.
From left – German Ambassador to Brunei Dr
Thomas Bruns, Mr Lothar Herrmann,Chief Executive
Officer, Siemens, ASEAN Cluster and Chief Executive
Officer, Siemens Industry Sector, ASEAN Cluster,Yang
Mulia Dato’ Paduka Timothy Ong, Acting Chairman
of Brunei Economic Development Board, Mr M.
Prakash Chandran, President & Chief Executive
Officer, Siemens Malaysia and Executive Vice
President and Head, Siemens Energy Sector, ASEAN
Cluster, and Mr.Amarjeet Singh, Vice President,
Business Development, Siemens Pte Ltd, Brunei
Branch Office at the Siemens in Brunei Customer
Gathering.
It is one of many efforts by Siemens
to strengthen its local relationship
with customers and partners.
Siemens has been answering the
world’s toughest questions facing
challenges of its time for more than
160 years. It is the current world
leader in environmental technologies.
▼
Visit www.siemens.com
STAEDTLER (Malaysia) Berhad Announces
the Appointment of Peter Xavier as CEO
STAEDTLER (Malaysia) Berhad is
delighted to announce that Peter
Xavier has joined the company as
CEO on June 1, 2010.
Peter Xavier will succeed Mansour
Assim. Prior to his appointment in
STAEDTLER, Peter has held several
positions in multinational entities
which included stints as country
gene­ral manager, regional business
manager (Asia) and as a director of
experiential marketing, thus accentua­
ting his diverse experiences and
20
7/8 2010 MGCC Quarterly
management roles especially in sales
and marketing of branded products.
With his expertise in the areas of
marketing and as an analytical and
out of the box strategist Peter will
continue to lead STAEDTLER, one of
the market leaders in the writing
instruments sector with high quality
products, an excellent product port­
folio and a strong global brand.
Peter will also continue to ensure that
our customers’ expectations of high
quality and services are met as he is
well experienced in the field of
strategic planning, advertising, media,
retail, branding, business development
and quality control. ▼
Visit www.staedtler.com.my
Peter Xavier – Chief
Executive Officer,
STAEDTLER (Malaysia)
Berhad