TOWARDS A GREENER FUTURE - AHK Malaysia

malaysia.ahk.de
September/October 2015
Vol 21, No.5 KDN PP 8818/3/2013
The Business Magazine of the Malaysian-German Chamber of Commerce and Industry
TOWARDS A
GREENER FUTURE
RENEWABLE ENERGY,
ENERGY TRANSITION,
WASTE MANAGEMENT
20 Questions
about the German
Energiewende
The Waste
Management System
in Malaysia
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MGCC PERSPECTIVES
is published six times p. a. by the
Malaysian-German Chamber
of Commerce and Industry.
PUBLISHER
Datuk Muhammad Feisol bin Haji Hassan.
It is distributed free of charge to
members and qualified non-members
in Malaysia and abroad.
6
16
FOCUS
WASTE-TO-ENERGY IN MALAYSIA
SPOTLIGHT ON SABAH AND SARAWAK
NATIONAL BIOMASS STRATEGY 2020 (NBS2020):
DEFINING MALAYSIA’S BIOMASS POTENTIAL
ENERGY TRANSITION – 20 QUESTIONS ABOUT
THE GERMAN ENERGIEWENDE
FEATURE
THE WASTE MANAGEMENT SYSTEM IN MALAYSIA
BEHN MEYER GROUP – CELEBRATING A WORLD OF CAPABILITIES
22
CSR COLUMN
24
LEGAL & INVESTMENT
30
34
36
42
44
42
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CONTENTS
THE CIRCULAR ECONOMY
The Corporate Leviathan by Jayanthi Desan
MEETING TODAY’S SUPPLY CHAIN TRENDS
AND CHALLENGES – PT. 3
ECONOMICS
EDUCATION AND TRAINING
EVENTS
GERMAN INSTITUTIONS
MEMBERS
TRADE FAIRS
MALAYSIAN-GERMAN CHAMBER
OF COMMERCE AND INDUSTRY
(171131-U)
Supported by the Federal Ministry of
Economic Affairs and Energy based on
a resolution of the German Bundestag.
Suite 47.1, Level 47, Menara Ambank
No. 8, Jalan YYap Kwan Seng
50450 Kuala Lumpur,r,r Malaysia
TTel: 603-9235 1800
Fax: 603-2072 1198
homepage: malaysia.ahk.de
email: info@mal
f
fo@mal
aysia.ahk.de
*All opinions expressed
rressed in articles do not
necessarily reflect the views of MGCC.
EDITORIAL TEAM
Sabine Franze
Cheryl Sim
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4
EDITORIAL
Dear Members and Readers,
The thick haze covering large parts of Malaysia since weeks ago has led to closure of
schools and airports, to cancellation of sports events, negatively effecting the health and
wellbeing of fauna and flora and also creating negative psychological effects by turning
sunlight and sky both into a greyish mass. Besides this we are witnessing an economic
“Haze” covering the global economy: a broad and continuing slow-down of the global
economy. Major improvements are not expected for the near future. The integration of
the ASEAN region as well as the formation of the ASEAN Economic Community are rather
long-term processes and cannot provide immediate relief. The TPP is to be seen as an
important step for this area of the world. But, expectations that this will clear up the
current “Haze” will certainly lead to disappointment. The reasons for both the smoke in
the air over Southeast-Asia as well as the general economic downturn are fundamental.
Trying to only provide cure for the symptoms will not have the desired effects.
Germany is currently not only confronted with a wave of refugees moving in from the
Balkans as well as war-torn countries in the Near and Middle East. Recent scandalous
findings at the world’s largest car maker, Volkswagen AG, have not only made a number
of high-ranking managers lose their jobs, the company’s stock also fell drastically and
instantly pulverized the annual sales goals of VW dealers around the world. This incident
has also cast major doubts upon some of the core values of the German industry in
general. It seems to be crucial for the company to discover and analyze the source of the
problem before it can expect sustainable recovery. Malaysia on the other hand is forced
not only to find solutions together with Indonesia to clear haze from the sky. It also has to
tackle internal structural topics both in the field of politics as well as restoring the value of
the Ringgit, improving infrastructure and reliability of energy supply. Another core item is
the sustainable build-up of a skilled workforce.
The close and trustful relationship between Malaysian and German institutions form the
basis for the continuation of our fruitful cooperation on these fields. MGCC’s efforts in
Dual Vocational Training and Education have found their way into the 11th Malaysia Plan
for 2016-2020. During her visit to Malaysia early October, the Parliamentary State
Secretary of the Federal Ministry of Economic Affairs and Energy in Berlin, Mrs Brigitte
Zypries, has shown her strong support for the educational initiatives of MGCC. We are
in close cooperation with the responsible institutions throughout Malaysia to offer
appropriate support from German training providers and certifying institutions. By this
we secure the undisputed high-quality services that are expected from us. The concept
of Public-Private-Partnership has proven its success in Germany for more than a century
and has already been successfully implemented in many other countries worldwide.
In the field of education and many other service offers we at MGCC see it as our task to
flex our muscles, rollup the sleeves and keep going. In close contact with you, our dear
valued members, we hope to stay your partner of choice for Malaysian-German business
issues, your preferred platform for networking and the provider of best-in-class services.
As the new Executive Director of MGCC, I personally rely on close and open
communication with you. In case you may have suggestions for the improvement of our
services I kindly ask you to contact me directly at [email protected]
or (+603) 9235-1828 and I hope to meet you in person on one of our upcoming events
(www.malaysia.ahk.de/events).
Daniel Bernbeck
Executive Director,
Malaysian-German Chamber of Commerce and Industry
BOARD OF DIRECTORS
THOMAS ZIMMERLE
President
DATO’ ROBERT TEO KENG TUAN
Vice President
P. KANDIAH
Treasurer
DANIEL BERNBECK
Executive Director
DATUK MUHAMMAD FEISOL HJ. HASSAN
FRANCIS LEE
IR. LEE SWEE ENG
LIM KHIANG HUA
MARTIN METZGER
PETER LENHARDT
PHILIPP KERSTING
WENDY LAU
WOLFGANG LAABS
YBHG TAN SRI DATO’ G.S. GILL
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FOCUS
Waste-to-Energy in Malaysia
Spotlight on Sabah and Sarawak
From 30 November to 3 December 2015 MGCC will
organize the business delegation “Waste-to-Energy in East
Malaysia (Sabah and Sarawak)”. Up to 20% of Malaysia’s
total area is covered by oil palm trees, whereby the East
Malaysian states of Sabah and Sarawak by far form the
largest proportion of this area and therefore have the
highest share of biomass from the agricultural sector.
Against this background, the delegation will have a special
emphasis on East Malaysia.
In line with the business delegation, MGCC has published
a market analysis to provide an overview of Malaysia’s
biomass and biogas sector and its renewable energy
policy. It describes the main sources of biomass in the
country and provides an overview of market entry
opportunities and challenges. Additionally, special focus is
given to energy production from biomass and biogas in
East Malaysia.
The statements and information in this study derive both
from the knowledge and experience of MGCC and
information from personal interviews with entrepreneurs,
who in some case have requested anonymity, organizations
and authorities, as well as secondary research. The
following text is an excerpt from the study.
Pelletproduktion gab, wird heute eine schnell ansteigende Menge
an Pellets in Malaysia hergestellt. Jährlich werden insgesamt rund
300.000 Tonnen Pellets in Malaysia produziert, von denen über
90% exportiert werden. Hierbei steigt insbesondere die Nachfrage
aus Japan und Südkorea nach malaysischen Holz- und
Ölpalmenpellets.
In den vergangenen Jahren unternahm die malaysische Regierung
auch zunehmend Anstrengungen, den Biomassesektor
weiterzuentwickeln und die Biogasnutzung landesweit zu fördern,
beispielsweise mit dem in 2011 eingeführten Einspeisetarif für die
Stromerzeugung aus Biomasse und Biogas. Von großer Bedeutung
sind hierbei die regionalen Unterschiede zwischen West- und
Ostmalaysia. Während in Westmalaysia die genannten finanziellen
Aspekte des Einspeisemechanismus eine wichtige Rolle für die
Teilnehmer spielen, ist es in vergleichsweise dünn besiedelten
Regionen Ostmalaysias vielmehr die Steigerung der Lebensqualität,
die zum Wachstum der Biomasse- und Biogasindustrie beitragen.
Deutsche Technologien sind in Malaysia angesehen und werden
hier maßgeblich zur künftigen Energieversorgung und damit zur
Wohlstands- und Wachstumsentwicklung im Land beitragen
können, wobei sich bei der Verarbeitung von Ölpalmbiomasse
besondere Anforderungen an die Maschinen ergeben und
vorhandene Technologien für Holzverarbeitung angepasst
werden sollten.
Um Malaysia von einem „Schwellenland“ zu einer
autarken Industrienation zu entwickeln, wurde 1991 das
Regierungsprogramm „Vision 2020“ (Wawasan 2020) ausgerufen.
Eine der Strategien, um dieses Ziel bis zum Jahr 2020 zu erreichen,
ist der Aufbau einer wettbewerbsfähigen, dynamischen, robusten
und belastbaren Wirtschaft. Daher wurden neue Wachstumsfelder
identifiziert, die starke Investitionen anziehen dürften. Diese
beziehen sich auf die Solarindustrie, Luftfahrtbranche,
Automobilindustrie und auf die Biotechnologie. Als weiterer
zukunftsträchtiger Wirtschaftssektor wird die umweltfreundliche
Energiegewinnung aus Biomasse gehandelt.
Malaysia verfügt über eine besonders gute Ausgangsposition für
die Entwicklung der Biomasse- und Biogasindustrie. Das Land ist
nach Indonesien weltgrößter Produzent von Palmöl und einer der
größten Holzproduzenten der Welt. Die verfügbaren Rohstoffe, die
bei der Verarbeitung der Ölpalmen anfällt stellt somit, neben
kommunalen Abfällen und Holz, eine der Hauptquellen von
Malaysias Biomasse dar.
Besonders signifikant ist die Entwicklung im Bereich
Pelletproduktion. Während es vor rund zehn Jahren noch keine
Energiemarkt in Malaysia
Malaysia ist reich an einer Vielzahl natürlichen Ressourcen, von
einer ausgeprägten Fauna und großen Waldflächen bis hin zu
einer großen Menge fossiler Brennstoffe wie Erdgas und Erdöl.
Malaysias Energieverbrauch ist seit dem Jahr 2000 stetig
gestiegen und betrug im Jahr 2012 Mrd. 116.354 kWh,
was fast einer Verdoppelung entspricht. Die Hauptenergieträger
am Primärenergieverbrauch sind hierbei überwiegend fossile
Brennstoffe wie Erdöl (40%), Erdgas (36%) und Kohle (17%).
FOCUS
Da fossile Brennstoffe wie Erdöl, Erdgas oder Kohle allerdings nur
limitiert zu Verfügung stehen und zum Klimawandel beitragen,
ist die Entwicklung von Alternativen unvermeidlich. Dies gilt
auch für Malaysia, denn obwohl das Land reich an fossilen und
regenerativen Energiequellen ist, wurde es bereits im Jahr 2014
Ölnettoimporteur, allerdings freiwillig zum eigenen Nutzen, da es
aus malaysischer Sicht Sinn macht, das eigene höherwertige Öl zu
Weltmarktpreisen zu exportieren und bestimmte Mengen des
geringer wertigen Öls zu günstigeren Preisen zu importieren1.
Aufgrund des ganzjährigen tropischen Klimas in Malaysia spielt
der Wärmemarkt nur eine sehr untergeordnete Rolle. Die
Stromerzeugung hingegen bietet einen größeren Markt und eine
Vielzahl an Markteinstiegsmöglichkeiten im Rahmen erneuerbarer
Energien für in- und ausländische Unternehmen.
Biogas – aktuelle Herausforderungen und Chancen
Die Palmölindustrie in Malaysia eröffnet vielfältige Möglichkeiten
im Bereich der Biogasindustrie. Zum Ende des Jahres 2014 betrug
die Plantagenfläche laut Angaben des MPOB im gesamten Land
5,39 Mio. Hektar. Ungeachtet der Tatsache, dass die Rohmasse in
großen Mengen vorhanden ist, ist die Biogasindustrie in Malaysia
noch nicht optimal entwickelt. Nur ein geringer Anteil der
verfügbaren Biomasse aus Ölpalmen wird derzeit eingesetzt,
um Biogas zu produzieren. In den vergangenen Jahren unternahm
die malaysische Regierung jedoch zunehmend Anstrengungen,
diesen Sektor weiterzuentwickeln und die Biogasnutzung
7
landesweit zu fördern, beispielsweise mit dem bereits erwähnten
Einspeisetarif für die Stromerzeugung aus Biogas. Hierbei hat die
Regierung das FiT-System für Biogas zum 1. Januar 2015 weiter
angepasst (siehe Kapitel 3.3), um die Stromerzeugung aus Biogas
weiter anzukurbeln, Anreize für den Ausbau des Stromnetzes zu
geben und letztlich sicherzustellen, dass eine wachsende Anzahl
an Personen Zugang zu einem zuverlässigen Stromnetz erhält2.
Zusätzlich zur Unterstützung durch die Regierung ist auch die
Privatwirtschaft aktiv in die Förderung von Biogas involviert.
Unternehmen wie Sime Darby und die Malaysian Biomass
Industries Confederation (MBIC) bieten Investoren, die
daran interessiert sind, in den Markt einzutreten,
Kooperationsmöglichkeiten an. Nach Angaben von Sime Darby,
einem der größten Palmölproduzenten im Land, erfüllten Anfang
des Jahres 2015 mindestens 80 Palmölanlagen im Land die
Kapazitäten und die Voraussetzungen, um als biogasbasierte
komprimierte Erdgasanlagen (BioCNG) zu operieren. Das
Unternehmen fügte hinzu, dass – unter Berücksichtigung der
derzeitigen Ölpreise und der Nachfrage für Erdgas – das Potential
für BioCNG die Marke von 25 Mio. Kubikfuß pro Tag erreichen und
überschreiten kann.
The Star (2015), http://www.thestar.com.my/Business/Business-News/2015/01/21/Clearing-the-airTreasury-sec-gen-Malaysia-net-importer-of-crude-oil-petroleum-products-since-2014/?style=biz
(abgerufen am 21.01.2015).
1
Sustainable Energy Development Authority Malaysia, SEDA, http://www.seda.gov.my/, (abgerufen am
12.05.2015).
2
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FOCUS
Derzeit produziert nur eine kleine Anzahl an Anlagen Biogas aus
Abfallprodukten. So haben im Mai 2015 nach Aussage der SEDA
nur 55 Palmölanlagen Biogasanlagen in ihre Produktionstechnologie
implementiert, während weitere 16 Palmölanlagen in der
Konstruktionsphase für die Biogasgewinnung sind3. Rund 80% der
malaysischen Palmölanlagen haben jedoch noch keine konkreten
Pläne für die Methangewinnung in der Biogasproduktion
vorgelegt. Die malaysische Regierung hat jedoch als Teil des Entry
Point Project No. 5 (EPP5) unter dem „National Key Economic
Area“-Programm die verbindliche Vorgabe aufgestellt, dass alle
Palmölanlagen bis 2020 mit einer Methangewinnungsanlage
ausgestattet werden müssen4. Malaysia will bis 2020 insgesamt
rund 500 Biogasanlagen errichtet haben, die ca. MYR 2,9 Mrd. (EUR
0,69 Mrd.) zum Bruttoinlandsprodukt beitragen und rund 2.000
Arbeitsplätze generieren sollen.**
Das aus Palmöl Abwasser (POME) gewonnene Biogas bietet
grundsätzlich ein großes Markteinstiegspotential und
verschiedene Investitionsmöglichkeiten in Malaysia. In den
vergangenen Jahren ist dennoch zu beobachten, dass sich die
Branche nicht so schnell entwickelt hat, wie zuerst erhofft. Der
Fortschritt in dem Ein- und Umbau von Biogasanlagen in den
Palmölgewinnungsanlagen, der zur Erfüllung der Ziele des Entry
Point Project Nr. 5 (EPP5) bis 2020 erforderlich ist, geht langsamer
voran als geplant.
Einer der Gründe hierfür ist die Tatsache, dass das Kyoto-Protokoll
und das darunter laufende Clean Development Programm
ausgelaufen sind, wodurch die Möglichkeit entfällt, zusätzliche
finanzielle Mittel auf einem externen Markt zu generieren. Die
daraus entstandenen Unsicherheiten der Marktteilnehmer
hinsichtlich erneuerbarer Energien, insbesondere bezüglich des
Potentials für Biogasanlagen, konnten auch durch die Einführung
des FiT-Systems nicht vollständig beseitigt werden. Ein Grund
hierfür ist, dass die malaysische Regierung Quoten eingeführt hat,
welche die Anwendung der FiT-Tarife nur auf einen gewissen
Prozentsatz von Anlagen begrenzt, um die limitierten, nicht
ausreichenden Finanzmittel für die Förderung zu verteilen. Der
jeweilige Prozentsatz variiert dabei, je nach Anzahl der Anträge
und den zur Verfügung gestellten öffentlichen Mitteln.*
Als Hauptgrund für die derzeitig etwas verlangsamte Entwicklung
sind allerdings die relativ umfangreichen Investitionen für die
Installation einer Biogasanlage in einer Palmölmühle aufzuführen
sowie die bisher nicht konsequente Verfolgung der
Umweltstandards und Aussprache von Strafen bei Nichteinhaltung.
Anstatt das Abwasser aufzubereiten und daraus Methan zu
gewinnen, bevorzugen viele Betreiber von Palmölanlagen
aufgrund der geringeren Kosten derzeit noch das herkömmliche
System zur Entsorgung des Abwassers POME in Sickergruben. Die
Installation einer Biogasanlage und die Vorteile der
Biogasverstromung werden von vielen Betreibern von
Palmölanlagen nicht als lohnenswerte Investition erkannt, weil die
Plantagenbetreiber eine lange Amortisierungszeit in Kauf nehmen
müssten und sie die Investitionen daher nicht für rentabel halten.
Eine Biogasanlage erfordert darüber hinaus einen größeren
Platzbedarf im Gegensatz zu den bisherigen Entsorgungssystemen
für POME. Die meisten Palmölanlagen haben jedoch nur
eingeschränkt Platz zur Verfügung. Zudem fehlen landesweit
erfolgreiche Biogasmodelle, die als Vorbild herangezogen
werden könnten. Eine solche Anlage könnte dabei helfen,
Plantagenbetreiber und potentielle Marktteilnehmer zu
technologischen Aspekten und insbesondere über die
Einrichtungs- und Betriebskosten zu informieren, mögliche
Zweifel oder Fehlinformationen zum Betrieb einer Biogasanlage
zu beseitigen und Malaysias Biogasindustrie einen zusätzlichen
Wachstumsschub zu verleihen.**
Möglichkeiten des Markteinstiegs
Der Aufbau und der Betrieb von Biogasanlagen in Malaysia bieten
eine Reihe unterschiedlicher Markteinstiegsmöglichkeiten für
ausländische Unternehmen. In der Praxis wird die Technologie von
lokalen malaysischen Unternehmen aus Nachbarländern
importiert und an die Plantagenbetreiber verkauft. Dabei bestehen
zwischen den Anlagen und der genutzten Technologie teilweise
erhebliche Unterschiede hinsichtlich des Umfangs und der
Qualität.** Hieraus ergeben sich verschiedene Potentiale für
ausländische Unternehmen:
Aufgrund der vergleichsweise umfangreichen notwendigen
Investitionen, die eine Biogasanlage benötigt, sind viele der
Marktteilnehmer eher vorsichtig und versuchen mit günstiger
Technologie das Risiko ihrer Investition zu verringern. Im
Preiswettbewerb können die europäischen Unternehmen
allerdings häufig nicht mithalten, wodurch das Marktpotential für
Technologieanbieter aus Europa begrenzt ist. Die Technologien
und Maschinen, die in der malaysischen Palmölindustrie zur
Erzeugung von Biogas und Elektrizität eingesetzt werden,
stammen größtenteils aus dem asiatischen Raum, insbesondere
aus China, wohingegen Technologie aus Europa und den USA
eher selten verwendet wird. Während die meisten
Plantagenbetreiber die Kosten für größere Investitionen scheuen,
gibt es auch einige wenige Betreiber, die aufgrund des finanziellen
Anreizes des FiT motiviert sind, auch in umfassende, hochwertige
Biogasanlagen zu investieren.
Während ein breites Spektrum an Technologien zur
Stromerzeugung verfügbar ist, fehlt häufig das Fachwissen der
Plantagenbetreiber, die Kapazitäten richtig abzuschätzen. In Folge
dessen kommt es häufig zu Investitionen, die nicht den
tatsächlichen Kapazitäten entsprechen, sowohl in Form von zu
umfangreichen als auch von zu geringen Investitionen, wodurch
nicht das gesamte Potential der Palmölindustrieabwässer zur
Stromerzeugung ausgeschöpft wird. Daher sind das Fachwissen
von Experten und Erfahrungen ausländischer Unternehmen
gefragt. Nach Aussagen lokaler Behörden und Unternehmen liegt
ein großes Potential für ausländische Unternehmen darin,
Beratungsangebote anzubieten, die den Plantagenbetreibern
helfen, die richtige Technologie im angemessenen Umfang
einzusetzen und diese zu refinanzieren.**
Ein weiterer wichtiger Aspekt ist, dass die verwendete Technologie
häufig von verschiedenen Unternehmen und Lieferanten stammt.
An einer ganzheitlichen Implementierung und Integration der
verschiedenen Teile und Produktionsstufen fehlt es aber häufig.
Hier bedarf es Lösungen, welche an die örtlichen Gegebenheiten
angepasst sind und somit sichergestellt ist, dass die Verluste an
POME und Biogas während des gesamten Verarbeitungsprozesses
möglichst gering bleiben.*
Sustainable Energy Development Authority Malaysia, SEDA http://www.seda.gov.my/, (abgerufen am
12.05.2015)
3
National Biogas Implementation (EPP 5), http://www.mpob.gov.my/images/stories/pdf/2014/2014_
nkea.pdf, (abgerufen am 31.07.2015)
4
* nach Einschätzungen und Kenntnissen der AHK Malaysia
** Informationen aus Interviews mit Unternehmen und Institutionen
FOCUS
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Biomasse und Biogas in Ostmalaysia
Beide Bundesstaaten sind traditionell rückständiger und weniger
industrialisiert im Vergleich zum wirtschaftlich besser entwickelten
westlichen Teil Malaysias. Die Industriedurchdringung und der
Anteil ausländischer Investitionen sind deutlich geringer und der
landwirtschaftliche Fokus war bisher dominant. In den letzten fünf
Jahren seit 2010 ist es allerdings in Sabah und Sarawak zu einer
Neuorientierung in der Industriepolitik gekommen. In beiden
Fällen hängt dies mit der Ressourcen- und Energiepolitik des
Landes zusammen.*
Das Marktpotential ergibt sich aus den Rohstoffen für die
mögliche Biogas- und Biomasseproduktion, aber gleichwohl
aus den politischen Rahmenbedingungen, die für diesen Sektor
geschaffen werden. Dass die Zentralregierung die Palmöl- und
speziell die Biomasseindustrie als einen der 12 strategischen
Sektoren – NKEA (National Key Economic Areas) – für die
Zukunftsentwicklung des Landes ausgewählt hat, aber auch dass
die Bundesstaaten Sabah mit POIC sowie Sarawak mit dem SCOREKorridor bedeutende Akzente setzen, bestätigt das im Land
gesehene Entwicklungspotential.
In Sabah ist die Palmölindustrie der wichtigste Wirtschaftsfaktor.
Entsprechend wurde das beschriebene POIC geschaffen, welches
vom Bundesstaat Sabah und der Zentralregierung in Kuala
Lumpur gefördert wird. Deutliche Erfolge dieses Industrieclusters
werden durch die Ansiedlung zahlreicher ausländischer
Investoren gekennzeichnet. Eine weitere Entwicklungsphase
des Industrieclusters zielt heute darauf ab, besonders den
oleochemischen Bereich zu fördern. An einer Zusammenarbeit
mit deutschen Technologieanbietern besteht hohes Interesse.*
Insbesondere spielt auch die Nachfrageseite eine bedeutende
Rolle: Speziell in den ostmalaysischen Staaten gibt es in vielen
entlegenen Gebieten auch künftig keine Möglichkeit zu
vernünftigen Kosten den Anschluss an das nationale Stromnetz zu
erreichen. Entsprechend werden hier „Insellösungen“, also die
autarke Energieselbstversorgung aus erneuerbarer Energie bereits
heute stark von Interesse sein.
In Sarawak spielen die beschriebenen Entwicklungen auf dem
Energiemarkt eine besondere Rolle, vor allem das Absenken der
Energiepreise. Anders als in Sabah, wo es speziell um die
Palmölindustrie geht, führen die niedrigen Energiepreise in
Sarawak dazu, vermehrt ausländische Investoren mit
energieintensiven Investitionen (z. B. Stahl- und Aluminiumwerke)
anzusiedeln. Erstmals seit den letzten Jahrzehnten ist der
Bundesstaat attraktiv für ausländische Investoren geworden. Ein
entsprechender Industriekorridor, SCORE, wurde eigens hierfür
gegründet und verbucht besondere Erfolge.*
Fazit
Malaysia verfügt im Vergleich zu Deutschland über ein besonders
hohes Potential an Biomasse und Biogas. Das Land ist nach
Indonesien weltgrößter Produzent von Palmöl und einer der
größten Holzproduzenten der Welt. Entsprechend hoch ist das
Biomassepotential als Rohstoff.
Deutsche Technologien sind in Malaysia angesehen und werden
hier maßgeblich zur künftigen Energieversorgung und damit zur
Wohlstands- und Wachstumsentwicklung im Land beitragen
können. Erste bedeutende Anlagen z.B. in der Pelletproduktion
werden Malaysia auf dem Weg zu einem der bedeutendsten
Biomasseproduzenten der Welt begleiten. Deutsche Standards
und Technologieverfahren werden auch in Zukunft maßgeblich
zur Reduzierung von Umweltverschmutzungen in Malaysia
beitragen und damit einen wesentlichen Beitrag zur Erfüllung der
bereits bestehenden und sich bis 2020 noch weiter verschärfenden
Umweltschutzauflagen beitragen.
For more information about the study and delegation, please
contact Mr. Thomas Brandt at [email protected] or
visit www.export-erneuerbare.de, under the “Publikationen” tab,
you will be able to access the complete study.
* nach Einschätzungen und Kenntnissen der AHK Malaysia .
** Informationen aus Interviews mit Unternehmen und Institutionen.
Source: AHK Malaysia Zielmarktanalyse „WASTE-TO-ENERGY“ 2015.
10 FOCUS
National Biomass Strategy 2020
(NBS2020): Defining Malaysia’s
Biomass Potential
by Timothy Ong, Malaysia’s National Innovation Agency
The National Biomass Strategy
2020 (NBS2020), launched during
BioMalaysia and Bio Pacific Rim
Summit in November 2011 by the
Honourable Prime Minister of
Malaysia, lays the foundation for
Malaysia to capitalise on its biomass
by channelling it into higher value
downstream uses to help strengthen
its proposition as the region’s
Bioeconomy Hub. NBS2020 targets
the creation of new high value
industries and more than 60,000
jobs of which mostly highskilled
from biomass based industries. By
2020, the strategy developed by
Agensi Inovasi Malaysia (AIM)
in close collaboration with key
government agencies, universities
and business leaders, is expected
to generate RM30 billion in new
income for Malaysia and 12 reduction
in CO2 emission.
Thus far, palm oil has been the most
important agricultural crop of Malaysia.
Overall, the palm oil industry is the fourth
largest contributor to the country’s GNI,
accounting for about 8 percent or over
RM80 billion of the Gross National Income
(GNI). Globally, Malaysia is the second largest
producer and the largest exporter of crude
palm oil. To date, government support for
downstream activities has been targeted
at palm oil based products such as
oleochemicals and, more recently, at
strengthening the role of the private sector
in this industry as part of the Palm Oil
National Key Economic Area (NKEA). As a
consequence of these activities, the palm oil
industry also generates significant amounts
of biomass every year, estimated at 87
million dry tonnes in 2014. As of end 2014,
Malaysia has a total planted area of 5.39
million hectares (source: Malaysia Palm Oil
Board), and more than 50% of the area is in
the Borneo States of Sabah and Sarawak,
1.51 and 1.26 million hectares respectively.
The expansion of palm plantation is
expected to grow at a pace of 4% per
annum with Sarawak leading the way.
While the strategy initially focused on the
palm oil industry since it was the largest
producer of biomass in Malaysia, NBS2020
is extending the scope to eventually cover
all types of biomass from sources such as
rubber, wood and rice husk. Take woody
biomass for instance: As much as 2.7 million
tonnes of woody biomass is available in
Sarawak alone, predominantly from existing
plantations.
The vast majority of the oil palm biomass
being generated today is returned to the
field to release its nutrients and replenish
the soil. The biomass returned to the field as
organic fertiliser plays an important role to
ensure the sustainability of fresh fruit bunch
(FFB) yields. However, there is also the
potential to utilise this biomass for a variety
of additional high value end-uses, including
but not limited to the production of wood
products, pellets, bioenergy, advanced
biofuels and biobased chemicals.
The different uses have very different riskreturn profiles, given different technological
maturities, global demand potential and
competitive dynamics. Not surprisingly, the
highest-value opportunities – bioethanol
and biobased chemicals – also carry the
highest technological uncertainties and
competitive risks. A portfolio approach
is therefore critical for the nation to
ensure there is a combination of short to
medium-term investments into immediate
opportunities and longer-term investment
in higher value-added opportunities.
A scenario where an additional 20 million
tonnes of oil palm biomass is utilised by
2020 for higher-value uses could have
the potential to contribute significantly to
the nation’s economy. In addition to a
significant incremental contribution to GNI
of RM30 billion by 2020, this National
Biomass Strategy 2020 offers Malaysia a
way to meet its renewable energy target,
reduce emissions and create jobs. This
strategy also offers an opportunity for
Malaysia to build biogas facilities, power
plants, liquid and solid advanced biofuels
(pellets and ethanol) and biobased
chemical downstream clusters to ensure
the nation benefits from the downstream
value creation potential.
From a supply-side perspective, by 2020,
Malaysia’s palm oil industry is expected
to generate about 100 million dry tonnes
of solid biomass mainly due to the
improvement in yields. This includes not
only the empty fruit bunches (EFB),
mesocarp fibres (MF) and palm kernel
shells (PKS), but also the oil palm fronds
and trunks.
FOCUS 11
Excluded from this figure is oil palm mill
effluent (POME). On the current course,
most of this solid biomass will remain
in the plantations as fertiliser, with a small
but increasing amount being utilised
for bioenergy given the introduction of a
Renewable Energy Feed-in-Tariff system
(excluding Sarawak).
Biomass should not be removed from the
field without consideration of its nutrient
value and protection to the top soil.
However, there is the potential to retain in
the field the portion of the biomass that
has the highest nutrient value but the
lowest downstream value, as represented
by its carbohydrate content, and replace
the balance with inorganic substitutes.
Moreover, converting the mostly unused
POME into biogas for either powering the
mills or selling power into the national
grid would contribute towards the
renewable energy target of Malaysia – 410
MW of installed biogas capacity by 2030.
This initiative alone would reduce the
nation’s carbon dioxide (CO2) emissions by
12 percent and free up significant biomass
for higher value-added uses. Taken in
combination, this has the potential to free
up 20–30 percent of the available solid
biomass for higher value-added uses
without affecting oil palm yields. This of
course is a decision each biomass owner will
have to make based on its long-term
commercial and sustainability merits.
Assessing the various costs of mobilising
oil palm biomass today – harvesting,
collection, pre-processing, substitution and
transportation to a downstream hub – in
the order of 25 million tonnes of biomass
can be mobilised at globally competitive
costs, i.e., at a cost of less than USD 80 per
dry-weight tonne (fully loaded cost) based
on the study conducted in 2011. However,
a recent study conducted by AIM with the
State Governments of Sabah and Sarawak
based on actual mobilisation cost on
ground indicate a significant reduction in
the overall mobilisation cost with some
locations within the states going as low as
USD30 per dry-weight tonne (based on
exchange rate of USD1=MYR4.2).
On the current course (i.e. business as usual),
approximately 12 million tonnes of solid
biomass will likely be utilised for nonfertiliser uses by 2020, primarily for wood
products and bioenergy. An additional 20
million tonnes could be mobilised for
additional uses such as production of
pellets, advanced biofuels (bioethanol,
biobutanol) and biobased chemical
industries. In total, this is approximately
30 percent of the solid biomass the
palm oil industry is expected to generate
annually by 2020.
Currently, most biomass related projects
revolve around power generation fuelled by
the country’s Feed-in-Tariff systems creating
a sprouting of biogas and biomass power
plant facilities. Beyond standard bioenergy
projects, pellets production is a natural entry
point, as the technology is reasonably
mature, the cost of developing infrastructure
relatively low and the payback relatively
quick. Hence, while pellets production
enable profitable mobilisation today, they
also act as a buffer. Should higher value
biobased chemicals materialise earlier or
should Malaysia capture a bigger share of
the global biobased chemicals market,
biomass can be diverted from pellets
production to capture these higher value
opportunities. These business-as-usual uses
of wood products, bioenergy and pellets
provide an opportunity to generate value
from biomass today, with the potential to
generate revenue of RM200–RM1,000 per
dry tonne of solid biomass input.
In parallel, resources should be expended
to invest in longer-term projects around
advanced biofuels and biobased chemicals.
While these have only recently started to
reach commercial scale in Malaysia, they
also have the potential for significantly
higher value creation – in the order of
RM1,000–RM3,000 of revenue per dry
tonne of solid biomass input. The biggest
long-term opportunity for Malaysia is in
biobased chemicals, with a forecasted
global market size of RM110–RM175 billion
by 2020.
A critical success factor will be the
mobilisation of biomass, both with regard to
logistics – how to move it efficiently from
plantations to centres of production – and
12 FOCUS
to cost – to ensure globally competitive
costs. It will also be critical to create best
practice joint structures to enable smaller
mills and small holders to participate.
As the world’s second largest producer
and largest exporter of palm oil, this is
a natural opportunity for Malaysia to
capture, with a significant prize. However,
achieving full potential will require
significant coordination and cooperation
among multiple stakeholders. The
development of partnerships is critical
for mobilising the biomass, and the
government has already put in place
certain incentives and strategies to
encourage development as a result of
this National Biomass Strategy.
The biomass sector in both Malaysia
and internationally has seen significant
progress over the last few years.
Some of the indicators include the
commercialisation of second generation
ethanol, suggesting that the technology
will be mature by 2015. There has also
been an increase in activities and
investments into bio-based chemicals,
increasing confidence in the viability of the
industry and maturity by 2020.
To date, AIM has worked with over 100
Malaysian mill and plantation owners to
create awareness about downstream
opportunities. The NBS strategy has also
been presented to industry players and
government partners in Asia, EU and USA
both during international creating major
interest internationally.
Malaysia’s reputation as a country ripe for
investments in the biomass space has also
grown. Increased awareness has resulted in
numerous technical/strategic level visits by
international investors and technology
partners to Malaysia for the exploration of
investments into bioenergy, bio-pellets, 2nd
generation bioethanol and other activities.
These visits have resulted in workshops,
direct negotiation and meetings between
investors and biomass industry suppliers,
facilitated by the government. Recognising
higher value uses of their biomass, biomass
owners, such as mills, have been working
to develop partnerships to consolidate
their biomass within multiple joint venture
clusters.
Due to the positive momentum and
increasing interest by industry in the
biomass sector, we have explored the
opportunity for Malaysia to capitalise on
other types of biomass, such as forestry
residues and the potential to produce 2nd
generation bio-butadiene for synthetic
rubber. The production of 2nd generation
bio-based chemicals provides additional
opportunity to capture more value-add
within Malaysia. In conclusion, we would
just like to add that the outlook for the
Agensi Inovasi Malaysia (AIM), Malaysia’s National Innovation Agency, is a
statutory body set up under the Prime Minister’s Department to jump start
wealth creation through knowledge, technology and use innovation to
stimulate and develop the innovation eco-system in Malaysia. AIM lays
down the foundation of innovation that inspires and produces a new
generation of innovative entrepreneurs. We facilitate collaborations
between government, academia and industry in advancing the
consolidation and execution of new ideas in innovation.
For more information: www.innovation.my
industry continues to look positive. This is
further strengthened by the government’s
focus in the 11th Malaysian Plan (20162020) where green growth is one of the
six strategic pillars for the country’s
development plan anchored on GDP
growth through Renewable Energy
Projects in the country, where biomass
is estimated to make up 38% of the
overall total.
Timothy Ong is currently the Senior Vice
President of Agensi Inovasi Malaysia (AIM),
an agency under the Prime Minister’s
Department. He is also functioning as the
Head of National Biomass Strategy Delivery
Unit (1MBAS) to drive the execution of the
National Biomass Strategy 2020 (NBS2020).
As the lead for 1MBAS, Timothy works closely
with Industry to look at commercial viability
of proposed projects by assessing the
entire biomass value chain ensuring project
relevance and scalability in the long run.
The National Biomass Strategy Delivery Unit (1MBAS) led by AIM, set up in
March 2012 by the The Honorable Prime Minister has the primary role to
serve as the Central Government Agency for everything biomass in Malaysia
as an initiative to help strengthen the execution of the National Biomass
Strategy 2020 (NBS2020).
One of 1MBAS’s function is to promote the utilisation of biomass and
faciliate the industry to explore all commercial biomass opportunities in
Malaysia in the entire biomass value chain and across all sectors, to promote
and create a balanced portfolio of downstream industries ranging from
Bioenergy, Advanced Fuels and Biochemical to its end products.
Another key role of 1MBAS is to coordinate and liaise with the Government
side of things relating to biomass as it cuts through multiple Ministries and
Agencies based on different downstream activities.
For more information: www.nbs2020.gov.my
FOCUS 13
Energy Transition
– 20 Questions about the German Energiewende
“Energiewende”, the energy transition, is Germany’s
decision to fundamentally reform its energy system:
away from nuclear power, towards renewable
energy sources. By the year 2050, 80 percent of
the country’s electricity is to come from renewable
sources. At the same time, Germany wants to
halve energy consumption by using energy more
sparingly and more efficiently and to reduce
greenhouse gas emissions by 80-95 percent.
These are ambitious targets, and they pose
a major challenge. But they also open up
many opportunities. The project energietransition.
de answers 20 prevalent questions about the
energy transition in Germany.
Q: Is the energy transition affordable?
Yes – in fact, we cannot afford not to do it.
Investments made in renewables today
will pay for themselves over the usual
20-year service life of the equipment
as conventional energy becomes more
expensive. Furthermore, renewables are
only seen as more expensive because some
of the costs of fossil and nuclear energy are
passed on as taxes and other external costs
and are not directly included on power bills.
Q: How will Germany ensure that the
poor can still afford energy?
In general, Germany can protect the poor
by providing jobs with livable wages,
which is why one of the main goals
of the Energiewende is to gear up
German industry for future technologies.
Furthermore, the cost of electricity has
risen more slowly than the cost of motor
fuel and heating oil over the past decade,
for instance, partly thanks to renewables.
Q: When will renewables pay for
themselves?
They increasingly do now. The differential
cost of renewables is currently peaking, so
renewables are expected to help stabilize
power prices within the decade. Only
countries that undergo an energy
transition – like Germany – will be able to
stabilize their energy prices within the
foreseeable future.
Q: Is the energy payback from wind and
solar ever positive?
A common question not only among
laypeople but, surprisingly, even among
experts occasionally is whether solar arrays
and wind turbines ever produce more
energy than was consumed for their
production and installation. The answer is
easy: the payback has been overwhelmingly
positive for decades.
Q: Why are low-carbon goals not enough
in themselves?
Germany wants to fight climate change
and reduce the risks of nuclear power at
the same time. Nuclear power is rejected
because of the risks, the costs and the
unsolved waste issue. In addition, there is
no economic case for it to play a major role
in the world’s energy supply.
Q: Will Germany import more power from
abroad after the nuclear phase-out?
Germany has been a net exporter of power
for years and remained so in 2011, even
after shutting down eight nuclear power
plants within a week. In 2012, the country
even returned to a record level of power
exports, including to France. In 2013 and
2014, new record levels were set with
France being the second biggest buyer
of German electricity. Going forward,
Germany will continue to add sufficient
power generation capacity – and is likely to
remain a net power exporter.
Q: Did Germany not overreact to
Fukushima?
A few pro-nuclear countries did not
fundamentally change their stance on
nuclear after Fukushima, but Germany was
actually in the majority. And its nuclear
phase-out dates back to 2000, so the
decision in 2011 represents a sudden
change in Chancellor Merkel’s position,
not a fundamental change in the general
German opinion.
Germany’s nuclear phase-out has been
a long time in the making, but the
government’s decision to shut down eight
nuclear plants in the week after the accident
in Fukushima still came as a surprise. Overall,
however, Germany has a strong political
consensus in favor of phasing out nuclear.
14 FOCUS
Since the first nuclear phase-out of 2000,
the political discussion in Germany has not
been about whether, but about how quickly
the phase-out should proceed.
Q: Are renewables not a relatively
expensive way to lower carbon emissions?
If you want to compare apples and oranges,
yes. It is often claimed, for instance, that
insulation is a much cheaper way. But even
if we insulate our homes better, we still
have to decide how we are going to make
electricity.
Although renewables have been expensive
in the past, they are increasingly becoming
the cheapest option. All estimates going
forward are that renewables will be the
least expensive source of low-carbon
electricity in Germany within this decade.
These prices are for new plants, not
decades-old central power stations that
have already been completely written
down.
Q: Will the nuclear phase-out not increase
Germany’s carbon emissions?
It didn’t in 2011, when the nuclear phaseout was put into law and carbon emissions
went down even further. And going forward,
carbon emissions from the power sector
can only go down, not up, because of the
ceiling imposed by emissions trading.
Q: Would nuclear power not be an
inexpensive way to reduce carbon
emissions?
Nuclear is not bankable. No nuclear plant is
currently being built in any free market
without massive state support. Nuclear is
currently considered an inexpensive source
of power for two reasons: first, all of the
currently operating plants in the West were
built long ago and have been written down
– the longer they stay in operation, the
more profitable they become; and second,
we do not pay to complete cost of nuclear
power in our power bills. Some of the costs
are passed on to taxpayers and future
generations.
Q: Will the lights go out?
Germany has had the most reliable grid in
Europe since standardized statistics started
being tallied in 2006, and the German grid
reached a new record reliability in 2011. That
level – around 15 minutes of power outages
per year – has remained stable since then.
Furthermore, other countries that are going
renewable, such as Spain and Italy, have also
seen grid reliability improve as they ramp up
renewables.
Q: Will the Energiewende kill jobs?
Per megawatt-hour generated, renewables
create more jobs than the fossil and nuclear
sectors, and most of those jobs occur at
home, not abroad. Germany already has
twice as many people employed in the
renewables sector than in all other energy
sectors combined.
Q: Do Germans support the Energiewende?
Yes, and they have done so for much
longer than the German government has.
In October 2014, a survey found that 92
percent of the German public viewed the
Energiewende up favorably.
Q: How can Germany be both a green leader
and remain an industrial powerhouse?
Renewables are lowering the wholesale
power rate, which firms pay, and energyintensive firms are largely exempt from the
surcharge for renewable power. Energyintensive industries therefore benefit from
the cheaper electricity that renewable
energy provides.
Heavy industry also benefits from
renewables in a number of other ways.
Technologies like wind, solar, biogas, and
geothermal power provide economic
opportunities for traditional industries. For
instance, wind turbine manufacturers are
now the second largest purchaser of steel
behind the automotive sector. A number
of struggling ports in Germany are also
positioning themselves for the offshore
wind sector. The solar sector will support
industries ranging from glass to ceramics,
and farming communities will benefit
not only from biomass, but also from wind
and solar. The copper and aluminium
sector is also poised to benefit from the
switch to renewables. Thus, switching
to renewable energy does not only
result in developing new industries like
solar manufacturing. These technologies
also provide opportunities for traditional
industries to become part of the transition
to a renewable energy future.
Q: How are energy-intensive companies
exempted from the surcharge for
renewable power?
In 2000, when the original Renewable
Energy Act became law, the Social
Democrats and the Greens agreed that
energy-intensive industry that faces
international competition should be
exempted from the surcharge to cover
the cost of renewable power. The goal
was to ensure that such firms do not “go
offshore.” But over the past years, the
German government has unnecessarily
expanded those exemptions to cover firms
that do not face international competition,
thereby unfairly concentrating the cost
burden on consumers and small and
medium sized companies.
Q: What role will shale gas play in the
German Energiewende?
International onlookers sometimes wonder
when shale gas will get going in Germany.
Americans in particular think, based on
their own shale boom, that the Germans
could reduce their carbon emissions and
lower their energy prices with shale gas.
The situation looks much different within
Germany.
Q: Why did carbon emissions increase in
2013 and fall again in 2014?
In 2013, carbon emissions in Germany rose
by around one percent, but estimates for
2014 reveal a much steeper decrease of
around 5 percent.
Germany’s plan: switch from coal and nuclear to renewables
Electricity generation in Germany 2005–2050, scenario
Source: DLR and Fraunhofer IWES.
FOCUS 15
Germany is gradually shutting down all nuclear power plants
Declining nuclear energy installed capacity in Germany, 2000–2022
power production. Unfortunately, the
market bonus is still included in the 2014
amendments to the Renewable Energy
Sources Act (EEG).
Second, the German electricity market
needs to be redesigned so that lower
wholesale prices brought about by
renewable power are passed on to
consumers. Furthermore, the German
industry needs to pay its fair share in
the switch to renewables; it already
benefits from lower wholesale prices, so
the exemption from the surcharge for
renewables is a second benefit – and
industries that do not face international
competition do not need to be exempt.
Source: Institute of Applied Ecology, BMJ, own calculations.
The main reason why emissions from
energy consumption increased is unrelated
to the power sector, however. According to
the AGEB, the working group consisting
of utility and finance experts that collate
energy data for the country, the cold
first half of 2013 was the main factor.
Here, demand for heating energy was up,
80 percent of which is fossil fuel.
Q: Is Germany undergoing a coal
renaissance?
At present, a number of new coal plants are
being built, and net generation capacity is
expected to increase this decade. These
plants were planned starting in the first
phase of emissions trading, which failed
to provide a shift from coal power to
power from natural gas. But increasingly,
renewables are offsetting demand, so this
additional capacity is likely to be
unprofitable. In 2014, electricity production
from hard coal and lignite went down by
more than 6 percent. The firms are now
scrambling to shut down capacity. Since
Fukushima, not a single coal plant has
been added to utility plans.
During the nuclear phase-out, renewable
electricity is likely to fill the gap left binding
by nuclear power. However, the growth of
renewables will probably only slightly
outstrip the nuclear decline so that coal
power will remain relatively strong,
especially lignite. In contrast, electricity
from hard coal is expected to decline. In
2015, the German government announced
plans to reduce emissions from lignite. If
these plans become law, power from
lignite could indeed drop during the
nuclear phase-out.
Q: How much electricity storage will
Germany need?
In 2014, Germany demonstrated that it
could get more than 14 percent of its
power from wind turbines (8.6 percent)
and photovoltaics (5.8 percent) without
any additional power storage. The amount
of storage needed is not, however, relative
to renewable power alone, but rather to
the share of intermittent wind and solar in
combination with an inflexible baseload.
In general, power storage is not expected
to become a major issue until the end of
this decade.
Q: How could the cost of Germany’s
Energiewende be decreased?
A number of steps have to be taken to
ensure that the cost of renewable
electricity is equally spread across power
consumers, and the benefits of distributed
power have to be utilized. Overall,
Germany needs to start focusing on the
cost impact of individual actions on the
overall power supply.
To begin with, feed-in tariffs have become
unnecessarily expensive with the “market
bonus,” which is estimated to have cost an
additional 530 million euros in January
2013 without having increased renewable
In the current EEG, offshore wind receives a
favorable treatment although offshore
plants are currently much more expensive
than onshore wind and even more
expensive than ground-mounted solar
arrays. Within just a few years, even small
solar roofs will be cheaper than offshore
wind – and offshore wind requires the
most grid expansion of all types of
renewable power.
Distributed power should require far less
grid expansion than large, central projects,
especially offshore wind, but some experts
say a well-designed focus on sites with the
best resources could indeed be the least
expensive option. Furthermore, the wind
sector has already implemented its own
ideas about how the grid can be
inexpensively
expanded,
but
the
government has yet to provide a proper
policy framework.
Source: http://energytransition.de/. A project aiming to explain what
the Energiewende is, how it works, and what challenges lay ahead. It
is intended to provide facts and explain the politics and policies to an
international audience. The website highlights the effects of the
Energiewende on the German economy, environment and society
and addresses the most important related questions.
The benefits of renewable energy: future technologies for climate protection
“Do you agree renewables . . .” (multiple answers possible)
Source: TNS Emnid survey conducted for the AEE, 1015 participants – October 2014.
16 FEATURE
The Waste Management
System in Malaysia
Waste management is an important
issue related to the economic status of
a country and the lifestyle of its people.
As the growth of population and
waste generation is exponential, waste
management has become a serious
issue for municipal governments
throughout Malaysia. According to
Department of Statistics Malaysia,
during the last 50 years, population of
Malaysia has increased 271% from 8.2
million (1960) to 30.4 million (2014). In
the news report of an anti-litter
campaign in January 2014, Deputy
Urban Wellbeing, Housing and Local
Government Minister Datuk Halimah
Mohd Sidique said 30,000 to 33,000
tonnes of waste were being produced
a day in 2013 which is way more
compared to 22,000 tonnes in 2012.
The Malaysian government has set a
National Recycling Target that 22% of
the total solid waste can be recycled by
2020. But, referring to a recent report by
The Malaysian Reserve in September,
being only 5 years away from 2020, the
recycled rate currently is only about 5%.
Sarawak Governed by Their Own Set of
Environmental Laws and Regulations
Sarawak (like their neighbouring state,
Sabah) is governed by their own set
of environmental laws and regulations,
which includes the state’s own by-laws on
waste management. There is currently no
specific curb-side recycling programme or
mandatory law in Sarawak that requires
the public to separate their waste at home
and therefore recycling can only be low key
until society is fully capable of segregating
at source i.e. the household. In depth
studies must be carefully developed
before a comprehensive recycling system
can be implemented in the state. Factors
to be considered are legal requirements,
geographical accessibility and logistics,
provisions of receptacles, collection and
storage methods, types of vehicles, collection
schedule, etc. as well as the establishment of
a standard facility to cater for mass recycling
activities. Close cooperation and participation
from governing bodies is needed to ensure
that sorting is exercised – policies and
bylaws are only effective when successful
enforcement is in place.
The Sarawak State government had the
foresight to recognize that the trending
socio-economic growth along with the
state’s progressive development plans would
soon necessitate the need for a much more
complex waste management system than
what was then in place. The government
had then hired Trienekens, South East
Asia’s leading company in the business
of environment and waste management, to
operate in Malaysia’s largest state, Sarawak
since 1999. Consequently, a Joint Venture
Agreement between the State Government
and Trienekens GmbH, Germany led to the
formation of Sarawak Wastes Management
Sdn Bhd (SWM) – the concession holder to
develop and implement an Integrated Solid
Waste Management System for Sarawak,
with Trienekens (Sarawak) Sdn Bhd as the
System’s operator. The System integrates the
collection, transportation, treatment and
disposal of both municipal and hazardous
waste and features a state-of-the-art
treatment facility located in Sarawak’s capital,
Kuching. The company currently covers the
service scope of municipal waste services for
a majority of Kuching’s population, besides
providing comprehensive hazardous waste
services for the whole of East Malaysia.
Jürgen Pickenhagen, Executive Chairman of Trienekens (Sarawak) Sdn Bhd
In an interview with Jürgen Pickenhagen,
Executive Chairman of Trienekens (Sarawak)
Sdn Bhd, regarding the measures to improve
the waste management system to achieve
the National Recycling Target which is 22%
of the total solid waste will be recycled
by 2020, he stated that East Malaysia is
different from the other states in West
Malaysia in terms of waste regulations.
However, it is their opinion that any effort to
improve waste management practices and
to encourage recycling is a positive effort.
Trienekens Shares Their Experience and
Challenges in the Waste Management
Industry
Developing and implementing a holistic
waste management system requires
comprehensive data on present and
anticipated waste situations, supportive
policy frameworks and knowledge. The
ability to develop such systems with the
proper use of environmentally sound
technologies takes a number of technical,
financial, institutional, economic and social
factors into consideration. Meanwhile,
recognition of the serious threats posed by
environmental degradation has elevated
the promotion of green growth to the
top of policy agendas worldwide. Jürgen
Pickenhagen continued to share his
experience and challenges in the industry.
“In the beginning, it took a lot of educational
and awareness activities before the public
came to understand and appreciate the
benefits of having a proper waste
management system in place. We started by
transforming the management of household
waste in Kuching by modernizing the
logistical and disposal processes of municipal
waste. From the development of municipal
waste management, we then progressed
quickly to the next phase of the System’s
plan. We introduced Hazardous Waste
Management concepts throughout East
Malaysia; catering to the documentation,
logistical and disposal needs of all types
of hazardous waste generators; from oil and
gas companies to chemical, clinical and
pathological waste generators.”
There is a mutually reinforcing relationship
between social and industrial development.
Industrialization has the potential to directly
and indirectly promote a variety of social
objectives such as employment creation,
poverty eradication, labour standards, and
greater access to education and health care.
It is essential that governments address
environmental management issues in order
to ensure sustainable industrial development
of optimum efficiency. The fact that waste is
generated as part of society and will continue
to be generated needs to be taken into
perspective when progressing higher in the
field of waste management.
FEATURE 17
“As the present take on green practices
begin to take shape and awareness
picks up, it is our duty as members of the
Malaysian society to sustain such efforts
so as to hopefully instil in our future
generation, the value and importance
of ensuring the preservation and
sustainability of our environment.”
In Sarawak, the main aim of implementing
an Integrated Waste Management System
was to provide safe and clean waste
management services for the benefit of the
public and environment. Although not yet a
major and active component, recycling is
expected to be part of the integrated
system. As the leading waste management
company in the region, Trienekens is a
keen supporter of waste recovery and
the 3Rs (Reduce, Reuse, Recycle). Through
its corporate social responsibility (CSR)
programmes, the company strives to
improve public awareness on recycling and
environmental preservation. Trienekens also
regularly works with the local authorities,
which themselves have several projects on
composting and waste segregation at
source in place.
For the state’s second cutting edge
Integrated Waste Management System, the
Sarawak State Government has recently
awarded Trienekens (Samalaju) Sdn Bhd,
the sister company of Trienekens (Sarawak)
Sdn Bhd, a 35 years Concession Agreement
to implement a second Integrated Waste
Management System for the Samalaju
Industrial Park in Bintulu. In this project, it
will include a Waste Transfer Station in
Samalaju as well as a Waste Management
Centre in Maskat, 44 kilometres from the
Samalaju Industrial Park (SIP). This project
operates on a DBOOT (Design, Build, Own,
Operate and Transfer) basis with private
funding. The total investment is projected
at MYR900 million, starting with a first
phase of MYR250 million. This major step
forward is a strong example of the State
Government’s resourcefulness in preparing
for the state’s industrial growth – in
particular, the development of the Sarawak
Corridor of Renewable Energy (SCORE);
wherein the Samalaju Industrial Park has
been earmarked as a major growth node for
heavy and energy-intensive industries.
Custom designed to the types of waste that
will be generated in SIP, the new System
will ensure the holistic management of
both municipal and hazardous waste.
Mandatory Separation of Waste Effective
from 1 September 2015 in Peninsular
Malaysia, excluding Penang, Perak,
Selangor, Kelantan and Terengganu
On 1 September 2015, the Malaysian
government enforced a mandatory waste
separation system in Peninsular Malaysia –
excluding Penang, Perak, Selangor, Kelantan
and Terengganu – in stages under the legal
clause in the Solid Waste Management and
Public Cleansing Management Act 2007
(Act 672) to urge Malaysian households and
business premises to separate their waste
into recyclables and non-recyclables.
Yong Yoon Ming, Founder and Managing Director of Sulomas Sdn Bhd.
“Speaking impartially, I do feel that Malaysia is
still developing in many aspects of waste
management and environmental awareness.
Proper infrastructure and systems must be
established to help launch the waste
segregation activity and to complement the
implemented laws. Public cooperation is
also critical and needs to improve in order
for waste segregation to work successfully
and efficiently. The effectiveness of a waste
separation at home system depends very
much on good and strong partnership
between the government, local authorities,
service operators and the public,” said
Pickenhagen.
On the enforcement of mandatory waste
separation, he commented that it should
be introduced in phases as the public must
first understand the importance of the
regulation. The public should also be
provided with straightforward and specific,
instructions on how they are required to
separate their waste. The governing bodies
should ideally provide the public with easy
access to information, tutorials and provide
an avenue for interactive Q&As. Finally, the
process of managing the collected
recyclables should also be regulated to
ensure the safe management of any byproducts produced from the recycling
process.
“In developed countries, related acts, laws
and regulations make it mandatory for the
public to separate their waste at home. For
example, in Germany, 60% of waste is
recycled, with a whole different mindset and
approach to environmental awareness firmly
set and practiced by the population. The
strong enforcement of existing legislations
and public participation is further supported
by an established system that facilitates the
recycling process, making waste separation
from home easy and convenient. For
recycling to be a success, the public’s
mindset, awareness, understanding and
participation must be strongly geared
towards environmental protection and
preservation,” he added.
Waste Management in Peninsular
Malaysia
Speaking about the waste management
system in Peninsular Malaysia, Sulomas
Sdn Bhd is one of the players in this field.
The Founder and Managing Director of
Sulomas Sdn Bhd, Yong Yoon Ming shared
the humble beginning of Sulomas with us.
Before Sulomas was founded in 2014, Yong
Yoon Ming was running a well established
manufacturing company. Yong decided to
venture into waste management business
when SULO, the global leading manufacturer
of waste management products and
solutions approached his company to be an
exclusive distributor for the Malaysian market.
“Since our background was in the
manufacturing industry, we started to
manufacture stainless steel bins under our
own trademark brand SUGO. We were lucky
to have the right people that have extensive
international experience to spearhead the
business. In the past year, we have
progressed significantly and we would like
Sulomas to be the leader in waste
management in Malaysia and Indonesia,”
Yong said during an interview with MGCC.
Rapid economic transition and a growing
amount of urban population in Malaysia is
escalating solid waste generation. The
Malaysian government noticed that it is a
massive problem to manage the waste
produced, which therefore led to the
formation of a consortium, comprising four
major concessionaires, to overcome the
problem. Alam Flora is the designated waste
management entity of the Federal Territory
and Pahang while in Negeri Sembilan,
Malacca and Johor, the southern part of
Peninsular Malaysia, Southern Waste
Management Sdn Bhd (SWM) is the one
taking care of the waste in this part of the
country. For northern Malaysia, Kedah and
Perlis are managed by E-idaman and Sarawak,
as mentioned earlier, is partly managed by
‘Trienekens’
18 FEATURE
“However, the four major concessionaires
cover only half the states in Malaysia and the
rest have yet to sign up to the federal
concessions. It’s an uphill task for the federal
government to convince all member states
to join the concession model. We still use
landfills to dump our waste. The industry
has plenty of room to grow and there are
limited players, which puts Sulomas to be in
the forefront providing systems and
solutions with state of the art technologies,
which is yesterday, today and future of
waste management,” Yong commented
while explaining about the current waste
management situation in Malaysia.
Malaysia as a developing country and
targeting to achieve a developed nation
status in 2020, the initial steps taken
towards an integrated waste management
solution, segregation, has gained key
importance as it has been done in other
developed countries for years.
waste management company, Sulomas’s
view is to encourage a sustainable waste
management solution which includes
waste collection that must follow
international standards as it is in developed
countries. Firstly, households should be
given a mobile recycle garbage bin for
segregation. Secondly, recycled waste should
be collected by authorised waste collectors
on a bi-weekly basis. Thirdly, solid waste or
food waste should be collected once a
week. Finally, for all of it to be successful, the
authorities have to look at the entire system
which includes providing the right tools to
the households, for example, standardize
mobile garbage bins to 240 liters one for
‘Food’ and the other for ‘Recycle’ waste,
reduce the number of waste collection days
to once a week for ‘Food Waste’ and alternate
weeks for ‘Recycle’ thus reducing CO2
considerably and minimize trips to landfills.
In a nutshell, Malaysia requires state of the
art waste management solution which is
integrated and sustainable,” he added.
“Waste generated in Malaysia is far greater
than other developing countries, hence as
an individual and as an entrepreneur of a
Awareness should be a continuous effort
Waste management is the fundamental
of the recycling process, and extensive
campaigns have been organized in 1996
and again in 2000. Yet according to a recent
news report, only 10.5% of Malaysians
practice the recycling of waste. Yong
commented that the last campaign
organized by the government on recycling
was already 15 years ago, but there is still a
good example which is Penang, where
awareness on recycling is being created
daily along with active NGO participation.
Awareness is a continuous process which
has to involve school children, university
students, NGOs and households.
Yong further continued that the developed
world took over 60 years to see a great level
of success in this area. Malaysia is considered
a relatively new country and is still keeping
up the pace in this area.
“The revenue of the waste management
industry in Malaysia and the world is set to
explode. According to the latest research
data available, the industry will be worth
USD29 billion worldwide by 2025 and
Malaysia will not be an exception as it will
add to the USD29 billion in the next 10
years,” he concluded.
FEATURE 19
Behn Meyer Group – Celebrating a
World of Capabilities
The establishment of the Behn
Meyer Group of Companies dates
back 175 years, when two young
Germans founded the company in
Singapore during British colonial
times. In conversation with the long
term MGCC member company we
sought to find out more about the
interesting past and present of the
Behn Meyer Group.
Q: The Behn Meyer Group started its
trading and shipping business with the
name of Behn, Meyer & Co. in Singapore
since 1840. Please tell us about its humble
beginnings.
On November 1st, 1840, Theodor August
Behn and his schoolmate Valentin Lorenz
Meyer, the son of a Hamburg Senator
established the company Behn, Meyer & Co.
and it became the first German enterprise
in Singapore.
The two young men started out with
exceptionally good references from
reputed trading firms in Antwerp,
Bordeaux, Hamburg, London, Manchester,
Manila, Marseilles, Bombay, Calcutta and
Bremen. The business was based on
natural products from South East Asia such
as coconut oil, copra, pepper, camphor,
rattan and rice, which were bought from
countries all over Asia, and mostly from
the many islands within the region. They
traded not only as agents but also as
independent entrepreneurs undertaking all
the risks whenever suitable opportunities
were available. They also sold all kinds of
incoming goods from Europe and as their
trading routes steadily expanded, both
friends found themselves in a very fortunate
position.
Q: Standing strong through historically
turbulent times, Behn Meyer is celebrating
its 175th anniversary this year. What were
the major milestones in the company’s
corporate history?
The survival of the two World Wars was
a remarkable achievement since the
company lost all its assets twice. But more
importantly, the company managed a
strong return to its traditional markets
after the war and many colleagues went
back to their previous positions.
Since German companies were not allowed
to establish their own legal representations
in the Straits Settlements and other
British territories, new offices in Penang
and Singapore were opened. The new
establishments successfully acquired sole
agencies for the well-known German
chemical manufacturers I.G. Farben (later to
become Bayer AG, BASF AG, Hoechst AG,
Casella AG) and Beiersdorf A.G. as well as
the machinery manufacturers Deutz and
Henschel and many other highly reputable
German brands. The exclusive relationships
with these German partners turned out
to be very successful and became the
backbone of the business. The offices in
Penang, Ipoh, Singapore grew strongly
and the success was repeated later in
Kuala Lumpur.
In addition, the decision in the late nineties
to focus on Agrochemicals and Chemicals
was a major milestone as our today’s
business is based on these 2 industries. In
1999, Behn Meyer Chemicals successfully
branched out into manufacturing in
Malaysia through the establishment of the
company Performance Additives Sdn Bhd
which produces processing additives for
the rubber and plastic industries. Further
expansion into own production took place
in Rayong, Thailand with the construction of
a new plant. In 2011, Performance Additives
built and acquired a factory in the United
States of America as well as another one in
Italy during the same year.
The business decision to invest in R&D is
another great milestone for the company.
The intensive R&D support enables us to
be more innovative, service our customers
better and build lasting relationships.
Q: From its early beginnings to a current
presence in more than 14 countries, the
company history of Behn Meyer Group is
indeed a remarkable achievement. What
were the turning points that helped
your company sustain until today? What
business principles do you strongly
believe in?
The people of the company made the
longevity possible. Integrity, loyalty and
hard work from so many dedicated people
who sacrificed for the company and had the
long-term survival of the company in mind.
20 FEATURE
As a privately owned company, Behn Meyer
is managed with focus on sustainable
business growth. Therefore long-term
relationships with our suppliers, customers
and business partners are vital to the
company.
Our principles are:
• Practiceanopenandpartner-like
relationship with our customers and
principals.
• Ensuretobespecialistsinthebusinesses
we are involved in.
• Applyteammanagementprinciplesinall
of our individual companies across the
region.
• Promoteco-operationamongstallofour
individual companies.
• Motivateourstaffthroughcareer
development programs.
• InvestinR&D.
• Compliance&businessethics.
• Reinvest substantial portions of profit.
Q: Behn Meyer has evolved to be a
specialty supplier for a wide variety of
industries across Southeast Asia. What
are your goals for the company for the
next 10 years?
The Behn Meyer Group is mainly involved
in chemical distribution and manufacturing.
The group’s portfolio includes AgriCare
(fertilizers, crop protection), Ingredients
(animal nutrition, food, home & personal
care, pharma), Performance Chemicals
(coatings, petroleum- and process chemicals,
water treatment, leather and textile) and
Polymers (rubber, plastics). We want to
further strengthen our market position in
the industries and countries we are active in
and expand our network to other countries
within Asia and in Europe.
Behn Meyer’s growth strategy also includes
M&A activity. However an acquisition makes
only sense if there is a cultural fit and only if
people will stay.
The company’s operations reflect global
mega-trends which particular impact Asia
such as population growth, urbanization,
increased water and food consumption
as well as environmental protection. The
AgriCare and Ingredients business units
benefit directly from these trends with the
latter being focused less on chemicals and
more on biologicals such as probiotics
and enzymes. The group is looking globally
for a manufacturing unit to anchor this
business. It will leverage products across its
distribution business in Asia.
In the past, a large number of suppliers
re-evaluated if they wanted to have their
own presence in Asia and many established
themselves directly. Today, a reversal of
that trend can be seen, as multinational
producers increasingly look for one partner
to deal within the region. They want
distribution partners with regional reach
and strong compliance capabilities. Size
does matter in distribution – and Behn
Meyer has this regional footprint across
SE Asia.
Q: Speaking of the various businesses
Behn Meyer is specialized in, we would like
to know more about the AgriCare business
unit. The demand of food and agricultural
yield has been rising tremendously due to
the rapid growth of population globally.
According to a statistic published by
The Worldwatch Institute – a research
institute devoted to global environmental
concerns – almost 40-60% of agricultural
crops are grown with the use of different
types of fertilizers. Behn Meyer imports
and markets the widest range of
fertilizers in Malaysia. What is the fertilizer
consumption rate in Malaysia? Does the
fertilizer that has the highest consumption
rate brings impact to the environment?
Fertilizers are essential in today’s agricultural
systems to replace the elements removed
from the soil by the crops, or by natural
losses such as through leaching of
nutrients, volatilisation, or soil erosion. As
such, without the use of fertilizers, food and
other agricultural production will not be
efficient, and will result in more conversion
of forest or natural grasslands into cropping
land. In many developing countries, forest
land that has been logged over and has
become degraded land should be put
to good agricultural use. A sustainable
production can only be achieved with
proper fertilization systems, reducing food
imports, and improving the livelihood and
living standards of the population. The fact
that only 40-60% of agricultural crops
globally are grown with the use of fertilizers
testifies to the fact that a large percentage
of agricultural systems in the world are still
not properly educated in the use of fertilizer
inputs to increase the efficiency of their
cropping systems. In this respect, Behn
Meyer AgriCare tries to fill this vacuum in a
responsible way in all the countries that we
are present.
In Malaysia, fertilizer consumption averages
between 4.5 to 5.0 million metric tons
per year. Depending on the agricultural
commodity prices this number fluctuates,
meaning that usage is also constrained by
economic returns, and indicating likewise
that indiscriminate use of fertilizers, though
possible, is also tempered by the need to
be cost effective. Fertilizers that can impact
the environment are not necessarily those
that are consumed in the largest quantity.
Rather they are specific to the nature of the
fertilizer. For example, Urea is prone to
volatilization losses of up to 30%, nitrate
fertilizers are prone to leaching losses, and
the poorly soluble rock phosphate fertilizers
are easily lost through surface run-off losses.
BM AgriCare places large emphasis to
inform the farming community of these
problems, and to educate them on how to
avoid such losses. We try to offer alternative
solutions that minimizes these problems, or
avoids them totally.
Q: Overuse of fertilizers can cause
damage to the environment and human
health. What measures can be taken to
control the usage of fertilizers? How is
the level of awareness towards this issue
among the agricultural community in
Malaysia?
Fertilizer is the single largest input cost of
most agricultural production, and thus it is, if
you may say, self-limiting when it comes to
the issue of over-use. Overuse, but more so
the wrong use of fertilizers or chemicals, can
definitely cause damage to the environment
and to human health. For this reason we
have a technical team of agronomists who
reach out to the farming community to give
them the right advice. It is also the reason
why we have a wide range of products that
is suited to particular environments such as
the cropping system, soil-type, terrain,
rainfall pattern, crop type and age, etc.
To discourage overuse of and minimise
dependence on chemical fertilizers, we
promote, for example, the good
establishment of leguminous cover crops
in young oil palm field to fix nitrogen from
the air, reduce soil erosion, reduce weeds
and therefore the need to spray herbicides.
We encourage the use of empty fruit
bunches (EFB) from the palm oil mills, after
the oil has been extracted, to mulch the
fields. This practice recycles nutrients still
present in the EFB into the cropping system
and reduces the need for fertilizer inputs, as
well as help conserve moisture and reduce
soil erosion.
There are many more such ecologically and
environmentally sound practices that are
being developed to create a holistic
approach towards sustainable food and
agricultural production which cannot
survive without the judicious use of
fertilizers and agrochemicals. Behn Meyer
AgriCare promotes such initiatives with
great enthusiasm.
22 CSR COLUMN
The Circular Economy
The Corporate Leviathan by Jayanthi Desan
Several years ago, in a hushed conference
room in Geneva, I spent several days with
a number of academics and corporates,
embroiled in long discussions on how
CR should not be reduced into linear
categories. In our current economic system,
we extract resources like water and energy
and make products that are largely
disposed of at the end of their life or after
use. This broader thinking on production
impacts understanding on CR which
continues to be bounded by misunderstood
institutional roots, political limitations and
legal parameters.
Such ideas have now become known as
the Circular Economy. The circular economy
is a notion that argues for a ‘restorative
economic model’, one where production
works within resource boundaries. A circular
economy is also waste-free and resilient by
design. So, production must account for
social and ecological impact, or what is
called ‘closed loop’.
Simply put, businesses are judged on
linear measurements – sales and profits
as well as year on year growth projections.
Supply chains are time-bound, with
quick turnarounds to satisfy insatiable
consumption demands – all working in a
linear process. The results are depletion of
resources and a culture of perpetual waste.
SO, HOW DO WE MOVE TOWARDS THIS
NOTION OF CIRCULARITY?
One of my favourite writers of fiction is
Haruki Murakami. The world he builds is
a dreamy one, full of talking cats, dead
girlfriends and endless, rainy days. He says
this: ‘It’s all a question of imagination. Our
responsibility begins with the power to
imagine. It’s just as Yeats said, in dreams
begin responsibility. Turn this on its head
and you could say that where there is
no power to imagine, no responsibility
can arise’.
So, with some imagination, businesses
can make the transition from the
traditional linear model of production and
consumption to a circular model, based
on reusing resources and regeneration
in production.
Some examples of interesting companies
in this area are Steelcase, the furniture
maker and Desso, a Dutch carpet
and artificial turf company. Steelcase’s
Thinkchair is 98 percent recyclable by
weight, contains 38 percent recycled
content and can be disassembled in five
minutes. The chair can be recycled over
and over again. Steelcase has re-imagined
the office chair.
Desso, the carpet company, shows new
thinking in redesigned carpet tiles which
can be disassembled with yarn that can
be reprocessed to continue upcycling
the materials. It has also developed a
biodegradable base made out of corn byproducts and is experimenting with yarn
from bamboo, which allow used carpets
to be safely returned to the food-farming
system.
Some other examples are companies
building laptops made of plastic from old
laptops, making aluminium car body parts
made from old cars and producing
flushable or compostable diaper lining.
These are interesting developments but it
must also be remembered that the linear
economy can be traced right back to the
Industrial Revolution and largely continues
to inform current business practices.
CSR COLUMN 23
During the Industrial Revolution, the
factory employing hundreds of workers
became representative of the corporation
at large. In part, this was a reflection of the
power of the new industrial processes that
reshaped age-old relationships. The factory
owner had the privilege of the ‘old lord of
the manor but none of the responsibilities’.
Labour was seen as a replaceable cash
nexus. Major issues of responsibility and
morality became acute. The famous
Marxist, Friedrich Engels observed:
One day I walked with one of those middleclass gentlemen into Manchester. I spoke to
him about the disgraceful unhealthy slums
and drew his attention to the disgusting
condition of that part of the town in which
the factory lived. I declared that I had never
seen so badly built a town in my life. He
listened patiently and at the corner of the
street at which we parted company, he
remarked: ‘and yet there is a great deal of
money made here. Good morning, sir!’
Such ideas of profit at all costs has not
changed much, except where legislation
has intervened subsequently.
We are confronted with a variety of similar
situations, with nothing illustrating the
linear economy in a more dramatic way
than the new round of haze-filled days that
cloak us here in Malaysia and across South
East Asia.
At the end of the day, no business operates
in a vacuum, every decision and action
is influenced by a wide range of forces,
both internal and external to the business.
Successful business leaders enable their
organizations to harness the forces
that will enhance performance, while
optimising their response to performance
limiting forces. The circular economy
energizes businesses with new possibilities
and markets.
The question is how do we re-design
business to be circular? It is not so much a
fundamental redesign of business and
end-to-end overhaul of value chains as a
rethinking of the over production and over
consumption culture. It goes back to the
core of a business and integrates the
notion of profits with purpose.
For companies that operate efficiently
around a critical resource such as water or
energy, market forces are happy to ply the
necessary rewards. There are different ways
to be circular: companies like Uber are
thriving on the sharing and collaborative
culture, in which consumers choose access
over ownership. As sharing is becoming
acceptable in new ways, we are realising
that young people want a car for mobility
and not so much as a status symbol.
Similarly, AirBnB is opening up the market
for holiday accommodation without the
need to build new hotels.
Other examples of being circular are more
straightforward like Coke which has
managed to reduce the amount of water
used per litre of product by 24% in 10 years.
There are also exciting new start-ups
working around the notion of circular like
Waste Ventures in San Francisco, which is
working on profiting from waste, to
Evocative in New York which grows
packaging materials from mushrooms.
Jayanthi is the Founder and Managing
Director of Synergio, one of Malaysia’s
leading sustainability strategy consultancies.
24 LEGAL & INVESTMENT
Meeting Today’s Supply Chain
Trends and Challenges – Pt. 3
by Daniel H. Goh, InvestKL
PREFACE
In the last two articles we covered how best-in-class companies are
redesigning their supply chains to optimize total delivered costs in a
global economy that is getting more connected. The strategies
include taking advantage of growth driven by a global shift in trade
flows especially in emerging markets and the proliferation of the
digital economy.
This uncertainty has contributed to companies experiencing higher
levels of volatility in supply and demand. According to a research
from Capgemini, 90% of supply chain executives agree that while
consumer demand is fluctuating more rapidly, their systems cannot
adjust quickly enough to these fluctuations.
This is necessitated against a backdrop of a challenging geopoliticaleconomic climate which promises only greater levels of uncertainties
in the near future. From McKinsey’s Economic Conditions Snapshot,
June 2015, we see that within a span of a year, perception on the
severity of risks to global economic growth has increased between
12% and up to 30%.
Geopolitical issues remain the leading risk to growth. Risk from economic volatility,
exchange-rate volatility, and debt defaults are on the rise.
Fluctuation in demand vs supply chain capability^.
Source: Capgemini – The Supply Chain Impact Survey Research Results, November 2013.
^
In order to successfully manage cost efficiently and sustain growth
in emerging markets which were covered in the last two articles,
a key competency which best-in-class companies seek to develop
is operational agility.
Operational Agility, Competing in Turbulent Times
Operational agility is an organization’s ability to identify and exploit
revenue-enhancing and cost-cutting opportunities more quickly,
effectively and consistently than their competitors.
Risks on global economic growth has risen from 2014 to 2015*.
*Source: Mckinsey Global Survey Results – Economic Conditions Snapshot, June 2015.
The traditional response to dealing with turbulence in supply chains
is to institute more complex forecasting systems and processes to
LEGAL & INVESTMENT 25
detect potential shifts in advance and therefore plan for it. While
this has been an effective approach, and even enhanced with
big-data analytics, there are limitations as seen in the Capgemini’s
survey findings.
operational agility. Decision making is kept at a regional level which
would provide better efficiency and effectiveness, thus responding
better to the market needs.
A complementary approach is to have operational agility being
built-in via organizational design. Best-in-class companies do this by
tailoring their supply chain capabilities and decision making
structures to the needs of different customer segments. When a
company has the right organizational capabilities, complemented
by being in the right location, this empowers and enables the
company to identify the regional market opportunities and threats,
which allows the company to respond promptly and precisely.
This process begins by gaining an in depth understanding of the
required operational competencies to compete in a particular
market or industry, which would lead to addressing capability gaps
internally. As an example, a company whose skills needed to
compete as a value player did not match with its existing strengths.
By addressing this mismatch, the company would be able to realize
the benefits of an improved and relevant supply chain.
REQUIRED FOR WAY TO PLAY (IMPORTANCE)
CURRENT COMPANY CAPABILITIES (STRENGTH LEVEL)
Process Effectiveness
and Execution
Go-to-Market
4
Product Life Cycle and
Launch Time
3
Network Policies
Continuous
Improvement
2
1
Strategic
Sourcing
Inventory Planning
Complexity
Management
Process
Technology
Make-vs.Buy Decisions
Distribution
Network
Manufacturing
Footprint
Required capabilities to compete vs current capabilities#
The typical journey in establishing a regional principal hubΩ
Ω
Source: InvestKL.
Outsourcing non-core activities
Thirdly, companies achieve greater levels of operational agility when
they outsource non-core activities to leading service providers and
begin to focus their resources only on core activities and
competencies.
According to a study by PwC - “Next-generation supply chains”, the
article provides details on the supply chain functions that best-inclass companies would outsource and also on functions which
would be managed at a regional vs global level.
In the example below, leading pharmaceutical companies choose
to outsource most of their non-core activities such as manufacturing,
warehousing and logistics functions and focus on strategic planning.
Decision making structure has moved to a regional level that
comprises almost all their supply chain activities with the exception
of product development and in some cases, strategic procurement
which are kept at a global level.
Organisational set-up: Automotive companies typically manage their planning,
manufacturing, operational procurement and delivery functions regionally, and their
new product development and strategic procurement functions globally. They
outsource less than 10% of their planning, sourcing and enabling activities; a
relatively low, 15% of their manufacturing and assembly activities; and 10%-35% of
their delivery activities.
Organisational set-up
Source: Strategy + Business – Designing the right supply chain, Kauffeld, Mueller & MIchaels, 2013.
#
Regional
Global
Demand planning
Plan
S&OP
Source
Strategic procurement
Operational procurement
Manufacturing and assembly
Service
Make
Customer order desk
Deliver
Warehousing
Inbound and outbound logistics
Enabler
New product development
SC centre of excellence
% of supply chain
activities outsourced
The journey often starts with establishing either a sourcing centre or
regional sales and distribution centre. The journey continues as
companies would gradually add in other key functions until a
regional principal hub is established.
Once a regional principal hub is established which houses key
strategic functions, companies would be able to gain greater
Local
Geographic organisation
for supply chain functions
Regionalizing Key Functions
Secondly, companies need to establish decision making structures
closer to their markets of interest by regionalizing key functions.
Companies gain operational agility as they evolve from a centralized
headquarters controlled structure to a hybrid model. With this,
dissemination of policies and strategic functions which leverage
global economies of scale is kept at headquarters, but go-to-market
decisions and supporting services are given regional autonomy.
0
18
Outsourcing level
36
Geographic organisation
The levels of outsourcing and organisational structure for supply chainπ
Source: PwC – Next Generation Supply Chain – Efficient, Fast and Tailored, 2013.
π
55
26 LEGAL & INVESTMENT
Supply chain performance
EBIT margin (%)
Inventory turns (#)
Delivery performance (%)
+82%
+199%
+24%
5.7
10.4
6.1
18.2
78.7
97.3
Laggards
Leaders
Laggards
Leaders
Laggards
Leaders
Leaders outpace laggards on supply chain performanceπ
π
• By having the right organizational setup, and right levels of
outsourcing, industry leaders gain an advantage in profitability,
working capital utilization and delivery performance.
InvestKL has assisted more than 40 global multinational companies
in the past 4 years to establish regional structures to grow their
businesses in the ASEAN region through Greater Kuala Lumpur.
While most of factors driving operational agility reside within the
control of a company, there are others which are impacted by the
culture, processes and policies within the country which the
company operates in.
Source: PwC – Next Generation Supply Chain – Efficient, Fast and Tailored, 2013.
It is therefore vital to adopt the right regional decision making
structures and level of outsourcing to be a leader in the industry
rather than laggards as leaders outpace laggards on profitability,
working capital utilization and delivery performance.
KEY TAKEAWAYS
• Inthepastyear,riskstoglobaleconomicgrowthhasincreased
between 12-30% due to turbulence in the geopolitical-economic
climate
• This contributed towards rapidly fluctuating customer demands
where existing supply chain systems are unable to adjust quickly
enough to these fluctuations
• To address this challenge, best-in-class companies need to
augment their approach by not just employing better forecasting
systems with big-data analytics but also relook at organizational
design to achieve better operational agility
• Operational agility is enhanced by:
– Aligning their competencies with what is required to
serve a particular market or industry
– Establish decision making structures closer to their markets
of interest by regionalizing key functions
– Outsource non-core activities to leading service providers
With one of the clients, a leading oil and gas service provider,
InvestKL has helped streamline customs clearance procedures to
allow for a more efficient turnaround time where an expensive
exploration equipment can be imported, serviced, and reexported out to the field in less than 3 days. This is an example of
how governments, in developing markets are playing an active
role in enabling efficiencies and ease of doing business in their
jurisdictions.
Also, Malaysia has recently been named as the 8th most efficient
government by World Economic Forum. For more information on
the services which InvestKL provides, do get in touch with any of
InvestKL’s Investor Relations directors or visit InvestKL’s website.
Daniel H. Goh, Senior Manager of Advisory in InvestKL has 15 years
of business management experience in various multinational firms
across various industries including Electronics, Medical Devices, Timber
and Banking.
Disclaimer: The views and opinions expressed in this article are those of the
author and do not necessarily reflect the position of any organisations.
Examples of analysis performed within this article are only examples. The
situation is different on case to case basis as they are based only on very limited
and dated open source information. Assumptions made within the analysis are
not reflective of the position of any organisations in the region.
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30 ECONOMICS
www.gtai.com
Malaysias
Möbelindustrie glänzt
mit Exporterfolg
von Rainer Jaensch
Kuala Lumpur (gtai) - Malaysia’s furniture Möbelexport sorgt für Optimismus / Maschinenimport steigt
exports in 2015 can achieve double-digit zweistellig – Deutschland drittgrößter Lieferant / Von Rainer
Jaensch
growth. A weak domestic and a strong US
currency, as well as the low energy prices Kuala Lumpur (gtai) – Malaysias Möbelexport kann 2015 mit zweistelligen Zuwächsen
help. The positive mood can lead to increase wachsen. Eine schwache Inlands- und eine starke US-Währung sowie niedrige
in equipment purchases. In 2014 the import Energiepreise helfen hierbei. Die positive Grundstimmung kann zu vermehrten
of machines has already increased by 65%. Maschinenkäufen führen. 2014 nahm der Import von Maschinen bereits um 65% zu. Das
“Made in Germany” musste hingegen Rückgänge hinnehmen, blieb aber drittgrößtes
The “Made in Germany”, however, suffered Lieferland. In puncto Qualität sind deutsche Produkte führend, konstatierten
declines, but remained the third largest Möbelhersteller. (Kontaktanschrift)
supplier country. German products are
leading in terms of quality, stated furniture Malaysias Möbelindustrie glänzt mit steigenden Devisenerlösen und blickt optimistisch in
die Zukunft. Der starke US-Dollar, ein anziehender Möbelmarkt in den USA sowie niedrige
manufacturers.
Gummiholz- und Energiepreise tragen dazu bei. Die Stärke des US-Dollar eröffnet den
malaysischen Möbelherstellern mehr Exportmöglichkeiten, konstatierte Chua Chun Chai,
Präsident des Malaysian Furniture Council, im Gespräch mit Germany Trade & Invest.
So dürfte seine Branche 2015 mehr als 10% Exportzuwachs einfahren, schätzte er. Andere
Branchenvertreter und Analysten attestieren dem Industriezweig ebenfalls gute
Perspektiven. Im Vorjahr kletterten die Devisenerlöse um 8,8% auf 8 Mrd. malaysische
Ringgit (RM; gut 1,8 Mrd. Euro; 1 RM = 0,23 Euro). Bis 2020 sollen es doppelt so viel werden,
wünscht sich die Regierung. Fast 80% des Möbelexports basiert auf Holz. Metall gewinnt
aber an Beliebtheit.
Steigende Exportzahlen lassen die Möbelproduktion wachsen
Der Malaysian Furniture Council, der mit seinen 550 Mitgliedsfirmen rund 70% der
malaysischen Möbelproduktion abdeckt, sieht die lokale Fertigung 2015 um rund 10%
wachsen. Getrieben wird das Wachstum vom Export. Schließlich gehen 70 bis 80% des
Output ins Ausland. Im 1. Halbjahr 2015 ist die Ausfuhr von Holzmöbeln um 6,7% zum
Vorjahreszeitraum gestiegen. Die wichtigsten Absatzmärkte sind die USA, die VR China,
Japan sowie andere asiatische und europäische Länder.
Überwiegend durch den Export beflügelt sind auch die Büromöbelhersteller für 2015
optimistisch gestimmt. Dieses konstatierte Peter Lenhardt, Geschäftsführer des deutschen
Unternehmens A. & H. Meyer Sdn Bhd. Das Unternehmen fertigt im Großraum Kuala
Lumpur Verkabelungssysteme für Büromöbel, die in malaysische Möbel für den Export
und den lokalen Bedarf eingebaut werden. Dabei handelt es sich um qualitativ
hochwertige Büromöbel, die weltweit nach dem Spitzensegment europäischer und USamerikanischer Hersteller einen guten Mittelplatz belegen. Somit ist auch das
Investitionsklima in dem Industriezweig nicht schlecht, bemerkt Peter Lenhardt.
ECONOMICS 31
Einer seiner Kunden, der lokale Büromöbelhersteller Bristol,
hat bereits Investitionspläne gezeichnet. Sobald diese den
amtlichen Genehmigungsstempel haben, werde man mit dem
Bau der neuen Fabrik beginnen, erklärte der Geschäftsführer
Yong Yook Seng. Sie werde mit einem Investitionsvolumen
von 17 Mio. RM an die bestehende Produktionsstätte im
Großraum Kuala Lumpur angebaut. Dort sind schon
moderne Holzbearbeitungsmaschinen von Homag und
Blechbearbeitungsmaschinen von Trumpf im Einsatz. Da Bristol
Möbel für den Export sowie für multinationale Unternehmen im
Land fertigt, spielt Präzision eine wichtige Rolle. Somit brauche er
auch präzise Maschinen, erklärte Yong Yook Seng.
Automatisierung mit langsamer Dosierung
Einen hohen Automatisierungsgrad benötigt der Möbelhersteller
Bristol jedoch nicht unbedingt. Mit rund 550 Mitarbeitern fertig er
zum großen Teil maßgeschneiderte Produkte für individuelle
Kunden und dieses vom Design bis zum Feinschliff. Manche
Fertigungsschritte können nicht so leicht automatisiert werden,
erläuterte auch Verbandspräsident Chua, vor allem wenn das
Produktionsvolumen niedrig ist. Das Gros der rund 400
Möbelhersteller in Malaysia sind kleine und mittlere Unternehmen
mit begrenzten Volumina. Die Mehrzahl ist in Muar (Johor) sowie
im Großraum Kuala Lumpur und in Selangor angesiedelt. Die
kleineren nicht so finanzstarken Firmen kaufen eher chinesische
Maschinen, während sich größere Hersteller auch deutsche
Produktionsmittel leisten.
Der stärkste Engpass und die größte Herausforderung für die
Möbelindustrie ist der Arbeitskräftemangel. Die Branche ist noch
stark arbeitsintensiv und auf ausländische Mitarbeiter angewiesen,
deren Zuzug die Regierung jedoch drosseln will. Hinzu kommen
nach der Einführung von Mindestlöhnen 2013 auch weiterhin
steigende Lohnkosten. Somit wird der Faktor Arbeit zunehmend
knapper und teurer.
Der daraus resultierende Trend zu mehr Automatisierung ist aber
noch nicht stark ausgeprägt. Gebremst wird er durch die Vielzahl
an kleinen und mittleren Firmen ohne Massenproduktion, die im
internationalen Vergleich immer noch günstigen Löhne sowie das
teilweise fehlende Know-how zur Bedienung komplexer Anlagen.
Hinzu kommen die hohen Anschaffungskosten vollautomatischer
Produktionsanlagen. Schließlich ist ein Großteil der Möbelhersteller
eher preisbewusst.
Investitionsboom blieb bisher aus
Grundsätzlich dürften jedoch die positiven Exportaussichten und
die Notwendigkeit zur Automatisierung zu einer gewissen
Erwärmung des Investitionsklimas beitragen. Es scheint jedoch
noch kein starker Trend zu sein. Die Einschätzungen der
Branchenvertreter, mit denen Germany Trade & Invest im Frühjahr
2015 sprach, reichen von einem guten Investitionsklima bis zu
einer abwartenden Haltung.
Es seien eher Ersatz- und weniger Erweiterungs- und
Automatisierungsinvestitionen, konstatierte der Malaysian Furniture
Council. Auch die von der Investitionsförderagentur Malaysian
Investment Development Authority genehmigten Investitionen
zeigen eine Stagnation bis leichte Abnahme. Nach Genehmigungen
von 259 Mio. RM im Jahr 2013, die in die Herstellung von Möbeln
und Inventar flossen, waren es ein Jahr später 236 Mio. RM. Dahinter
stehen fast ausschließlich lokale Investoren.
Maschinenimport zog kräftig an
Vor allem angetrieben von mehr Bohr- und Stemmmaschinen
aber auch anderen Werkzeugmaschinen legte die Einfuhr von
Holzbearbeitungsmaschinen 2014 um kräftige 65% gegenüber
dem Vorjahr zu. Davon profitierte insbesondere das Lieferland
Japan, das seine Lieferungen auf 57,6 Mio. US$ verfünffachte und
mit einem Importanteil von 38% zum größten Lieferanten
avancierte. Es folgte die VR China, die von 23,9 auf 36,9 Mio.
$ zulegte und auf einen Anteil von 24% kam.
Der Lieferwert von Maschinen “made in Germany” hingegen
halbierte sich nahezu von 15,3 auf 8,6 Mio. $, aber reichte mit
einem Anteil von 5,6% noch für den dritten Platz. Weitere wichtige
Lieferländer waren die Handelsdrehscheibe Singapur, Italien,
Korea (Rep.), USA und die Schweiz.
Anders als die volumenmäßige Beliebtheit sieht die
Qualitätshierarchie aus. Hier sehen lokale Möbelhersteller
deutsche Maschinen an erster Stelle, gefolgt von Italien und mit
etwas Abstand von Taiwan und der VR China. Wichtig ist für Käufer
des “Made in Germany” vor allem Präzision und Zuverlässigkeit.
Auch kommen deutsche Maschinen oft bei Spezialanwendungen
zum Zuge. Vorne liegen sie bei stärker automatisierten Maschinen
wie denen für Bearbeitungen ohne Werkzeugwechsel. Hierbei war
Deutschland 2014 mit annähernd 50% Lieferanteil das wichtigste
Lieferland.
Import von Werkzeugmaschinen zum Bearbeiten von Holz, Kork und ähnlichen Stoffen nach Malaysia (in Mio. US$)
Warenbezeichnung
2013
2014
846510
Maschinen, die verschiedene Bearbeitungen ohne
Werkzeugwechsel durchführen
8,70
8,94
4,00
846591
Sägemaschinen
10,69
9,32
1,42
846592
Hobelmaschinen, Fräsmaschinen und Kehlmaschinen
12,00
17,49
0,65
846593
Schleifmaschinen und Poliermaschinen
7,84
9,15
0,19
846594
Biegemaschinen und Zusammenfügemaschinen
9,70
9,76
0,03
846595
Bohrmaschinen und Stemmmaschinen
6,37
38,54
0,02
846596
Spaltmaschinen, Hackmaschinen und Schälmaschinen
2,56
4,90
0,002
846599
Andere Werkzeugmaschinen zum Bearbeiten von Holz, Kork etc.
34,33
54,04
2,25
92,20 152,14
8,56
HS Code
Insgesamt *)
*) Rundungsfehler
Quelle: UN Comtrade
Davon 2014 aus Deutschland
32 ECONOMICS
General Government in Germany
Records Surplus of 21.1 Billion Euros
in the First Six Months of 2015
Net lending of general government
amounted to 21.1 billion euros in the
first half of 2015 according to
provisional results of the Federal
Statistical Office (Destatis). When
measured as a percentage of the
gross domestic product at current
prices (1,482.5 billion euros), this
results in a ratio of +1.4%. These
figures are based on the definitions
of the European System of Accounts
(ESA) 2010. The budgets of central
government, state government,
local government and social
security funds continued to benefit
from both a positive development
of employment and economy
and moderate spending policies.
However, the results for the first
six months allow only limited
conclusions to be drawn regarding
the annual result as, due to structural
factors, net lending/net borrowing of
the federal government is normally
lower in the second half of a year.
In a breakdown by government level, half
of the federal government surplus was
achieved by central government, which
recorded a surplus of 10.5 billion euros
in the first half of 2015. The revenue
from selling mobile communications
frequencies in June 2015 contributed
substantially to this result; central
government got an extra revenue of 4.4
billion euros (after deduction of the state
government share). State government
recorded a surplus of 2.6 billion euros.
Compared with the same period a year
earlier (–0.7 billion euros), the situation of
state government budgets improved
clearly in the first six months of 2015,
the included extra revenue from sales
of mobile communications frequencies
amounting to 0.6 billion euros. The surplus
of local government amounted to 4.2
billion euros and that of social security
funds was 3.7 billion euros in the first half of
2015. However, the surplus of social
security funds was almost half of the
result recorded for the same period a year
earlier (+6.5 billion euros).
The revenue of the federal government in
the first half of 2015 rose to 662.0 billion
euros, which was an increase of 23.5 billion
euros (+3.7%) year on year. The most
important source of government income is
taxes, which amounted to 343.3 billion
euros, thus accounting for a good half of
total revenue. The increase in tax revenue
continued to be high (+4.6%) in the first
half of 2015, with the rise in current taxes
on income, wealth, etc. (+6.4%) being
more than twice as high as the increase
recorded for taxes on production and
imports (+2.5%). The rise in taxes on
production and imports was largely due to
increasing VAT receipts. The latter rose by
3.3 billion euros (+3.3%) to stand at 103.4
billion euros. Also, social contributions paid
to the federal government were markedly
up by 3.9% to 242.8 billion euros. A decline
was however recorded in government
revenue from interest and dividends
received (–17.5%) because theBundesbank
profit almost halved.
Government expenditure in the first half of
2015 was up by 2.1% or 13.5 billion euros to
stand at 640.9 billion euros. Large increases
in expenditure were recorded for social
benefits other than social transfers in kind
(+4.7%) and for social benefits in kind
(+5.3%). The pension package adopted in
June 2014 and the increase in pensions
had an impact on social benefits other
than social transfers in kind, while social
benefits in kind were affected by rising
expenditure on medical services and the
clearly higher expenditure on public
assistance/public youth welfare and
benefits for asylum seekers at the local
government level. Government investment
expenditure was slightly weaker (–1.2%)
and interest payments declined again
strongly (–17.0%) due to the continuing
low interest rates.
The fact that government investment
grants in favour of quasi-corporations (in
particular municipal enterprises without
legal capacity) are now treated differently
has an impact on the current results, too.
The change has led to an increase in local
government expenditure of an average
3 billion euros per year. This is roughly 0.1%
as a ratio of the gross domestic product
at market prices. The change has been
taken into account in federal government
revenue and expenditure back to 1991.
In addition, net lending/net borrowing
of federal government became less
favourable in reference year 2014 as a
result of including the financial effects of
two judgements of the Federal Finance
Court (roughly 0.2% as a ratio of the gross
domestic product at market prices).
Net lending/net borrowing of general government as a percentage of the gross
domestic product at current prices
2010
2011
New (August 15)
-4.2
-1.0
Old (May 15)
-4.1
-0.9
Source: Federal Statistical Office (Destatis) accessed via http://www.destatis.de.
2012
2013
2014
-0.1
-0.1
+0.3
+0.1
+0.1
+0.6
ECONOMICS 33
Economic and Financial
Developments in Malaysia in
the Second Quarter of 2015
The global economy expanded at a
moderate pace in the second quarter
of 2015. In the major advanced
economies, growth in the US and the
UK continued to improve while the
pace of economic activity in the euro
area and Japan was more modest.
Growth in most Asian economies
moderated in the second quarter.
Domestic demand continued to
support growth in an environment
of weak export performance. Several
central banks in major and emerging
economies lowered policy rates
amid rising growth concerns and
low inflation.
The Malaysian economy grew by 4.9% in
the second quarter of 2015
The Malaysian economy recorded a growth
of 4.9% in the second quarter of 2015 (1Q
2015: 5.6%), driven mainly by private sector
demand. On the supply side, growth was
underpinned by the major economic
sectors. On a quarter-on-quarter seasonallyadjusted basis, the economy grew by 1.1%
(1Q 2015: 1.2%).
The private sector remained the key driver
of growth during the quarter. Private
consumption expanded at a more moderate
rate of 6.4% (1Q 2015: 8.8%) as households
adjust to the implementation of the Goods
and Services Tax (GST). Private investment
grew more moderately by 3.9% (1Q 2015:
11.7%), due to a decline in spending on
machinery and equipment, especially in the
transportation segment, and slower
investment in dwelling services. Growth
in public investment turned negative in
the second quarter (-8.0%; 1Q2015: 0.5%),
attributed mainly to the near completion
of a few projects by public enterprises,
which more than offset the positive
growth of capital expenditure by the
The Malaysian economy expanded in the second quarter
(at constant 2010 prices)
RM billion
Annual change (%)
300
6.3
250
6.5
7
5.6 5.7 5.6
4.9
5
200
4
150
3
100
2
50
0
6
1
1Q 2Q 3Q 4Q 1Q 2Q 3Q 4Q 1Q 2Q 3Q 4Q 1Q 2Q 3Q 4Q 1Q 2Q
2011
2012
2013
2014
2015
Federal Government. Meanwhile, public
consumption recorded a higher growth
of 6.8% (1Q 2015: 4.1%) following the
stronger expansion in supplies and services
expenditure amid sustained growth in
emoluments.
On the supply side, the major economic
sectors registered more moderate growth
during the quarter. The lower growth in the
services sector was the outcome of a
slower expansion in most sub-sectors
while the moderation in manufacturing
sector was due to the more modest
performance in export oriented industries.
Growth in the mining sector was affected
mainly by the lower production of natural
gas. The construction sector also recorded
lower growth due to a moderation in real
activity in the residential, non-residential
and civil engineering sub-sectors. The
agriculture sector turned around to record
positive growth amid higher production
of palm oil.
Inflation, as measured by the annual change
in the Consumer Price Index (CPI), increased
to 2.2% in the second quarter of 2015 (1Q
2015: 0.7%) reflecting mainly the impact of
the implementation of the Goods and
Services Tax (GST) on 1 April. The price
0
increases were broad-based, with all twelve
categories of the CPI basket registering
higher inflation in the second quarter
compared to the first quarter. Meanwhile,
prices in the transport category declined at
a lower rate of 3.6% in the second quarter
(1Q 2015: -7.6%), reflecting the upward
adjustment of domestic fuel prices.
The trade surplus amounted to RM20.4
billion in the second quarter of 2015 (1Q
2015: RM21.3 billion). Gross exports declined
by 3.7% (1Q 2015: -2.5%), due mainly to the
contraction in the exports of commodities
and resource based manufactured products.
Similarly, gross imports recorded a
contraction of 5.2% during the quarter (1Q
2015: +0.2%), weighed down by weaker
performance of all import categories, except
for consumption imports.
The international reserves of BNM amounted
to RM389.1 billion (equivalent to USD105.5
billion) as at 30 June 2015. This reserves
level has taken into account the quarterly
adjustment for foreign exchange revaluation
changes.
Source: Bank Negara Malaysia (accessed via www.bnm.gov.my).
34 EDUCATION & TRAINING
Dual Vocational Training
in Mechatronics in Penang
Dr Jürgen Schlösser, Senior Vice President – Operations & Head of CoE Intravenous Access, B.Braun,
Alexander Stedtfeld, former Executive Director, MGCC.
Muhamed Ali Hajah Mydin, Chief Executive Officer, PSDC.
On Monday, 27 July 2015 the kick-off meeting of the “DVT Steering
Committee for the Dual Vocational Training Mechatronics Program”
took place in Penang. Part of the meeting was the signing of a
“Programme Implementation Agreement” by B.Braun, Penang
Skills Development Center (PSDC) and MGCC.
Johanna Theil
Head of Training Department (DVT)
[email protected]
The training started on 6 September 2015 with currently 22
trainees. Practical training is provided by the training companies
B.Braun, OSRAM and Inari, theoretical training by PSDC. The training
is based on National Occupational Skills Standards (NOSS) in
accordance with the German curriculum and German standard.
The successful trainees will receive a Malaysian Skills Diploma Level
4 plus an AHK certificate after 2.5 years or Malaysian Skills Advanced
Diploma Level 5 plus AHK certificate after 3.5 years.
Josef Tschoep
Education and Training Consultant (DVT)
[email protected]
MGCC will be responsible for quality insurance, organisation of
exams, certification and organisation of the steering committee
meetings among others.
Carmen Omlor
Training Consultant (DVT)
[email protected]
36 EVENTS
The 12th Asia Pacific Forum 2015
Alexander Stedtfeld (2nd from the right, former Executive Director of MGCC) represents MGCC during the 12th Asia Pacific Forum 2015.
The Asia Pacific Forum in Nürnberg, Bavaria took place on 23 July 2015 with
more than 300 interested parties. It was an opportunity to meet representatives
of AHKs and to have individual discussions about current trends and
developments in Asia. While countries such as Bangladesh and Myanmar have
joined for the very first time this year, Vietnam was chosen as the main partner
of the Asia Pacific Forum.
MGCC was invited to be one of the AHK representatives and conducted 18
individual meetings with interested parties.
WT.SH visits
Malaysia
Mr Bernd Schlegel, the Foreign Trade Consultant of
the WT.SH, the Business Development and Technology
Transfer Cooperation in Kiel, Schleswig-Holstein visited
Malaysia from 12 to 14 August 2015. Besides visiting the
MGCC office, Mr Schlegel also visited some member
companies of MGCC as well as the WT.SH-Team in Kuala
Lumpur. MGCC has been the representative for the
economic development agency of the northern federal
state in Malaysia for more than 10 years.
From l. to r. Daniel Bernbeck (Executive Director, MGCC), Bernd Schlegel (Foreign Trade Consultant, Business Development
and Technology Transfer Corporation of Schleswig-Holstein), Thomas Brandt (General Manager, MGCC).
EVENTS 37
KAS-MGCC Islamic Banking
Workshop
An Islamic Banking workshop organized by the
Konrad-Adenauer-Stiftung (KAS), co-organized by
MGCC was held in DoubleTree by Hilton Hotel
Kuala Lumpur from 25 to 26 August 2015. The
workshop was carried out in line with KAS project
“Social Market Economy and Democracy Worldwide
– The Case of Muslim Dominated Countries” with
the aim to gain insights into the principles and
concrete concept of Islamic Banking. 25 experts of
Islamic Banking from all around the world attended
the event and shared their knowledge.
Topics such as the implications for Islamic Banking
after the global banking crisis and whether Islamic
Banking hinders or helps doing business were lively
discussed among the participants. The workshop
was concluded with deliberations about Islamic
Banking being a future model also for banking
in Germany.
The participants of Islamic Banking workshop from Germany, Jordan, Indonesia, Tanzania and Oman.
MGCC Business Dialogue with
Astrums Consulting Sdn Bhd
Enterprise Resource Planning (ERP) System is a business management
software that automates and integrates core business processes to facilitate
error-free transactions and production. On 27 August 2015, MGCC
organized a business dialogue with Astrums Consulting Sdn Bhd, a principal
company of Hartung Consult GmBH on the topic of “How ERP System Fits
the Changes in Your Business”.
Dr. Oswin Hartung, the Founder and Owner of Astrums Consulting was the
speaker for the business dialogue. Topics discussed included permanent
changes of business models and operations as well as the life-cycle care
for Business IT systems (ERP system). Dr. Hartung shared the benefits of
ERP system and provide consultations to the participants during the
discussion session.
Dr. Oswin Hartung, the Founder and Owner of Astrums Consulting.
38 EVENTS
EVENTS 38
Ladies Sundowner
19 August 2015, Skybar, Traders Hotel
From l. to r. Roslina Abd Manaf (HR Manager,
Weatherford (Malaysia) Sdn Bhd), Wendy Lau
(Managing Director, Agensi Pekerjaan Transearch
Wendy Lau Sdn Bhd), Lalita Sivarajah (Administrator,
Agensi Pekerjaan Transearch Wendy Lau Sdn Bhd),
Elizabeth Yeo (Principal consultant, Agensi Pekerjaan
Transearch Wendy Lau Sdn Bhd), Aida Mohamed
(Vice President, Human Resource, Lafarge Malaysia
Berhad), Amelia Ching (Research Executive, Agensi
Pekerjaan Transearch Wendy Lau Sdn Bhd).
From l. to r. Thien Yee Naa (Sales Manager, Corporate
Information Travel Sdn Bhd), Mahalatchmy (Manager,
ERL Maintenance Support Sdn Bhd).
From l. to r. Cathrin Low (Marketing Officer, MGCC),
Celena Yong (Corporate Account Manager, Santa Fe
Relocation Services), CT Loi (General Manager, Hauni
Malaysia Sdn Bhd), Frances Po (Senior Executive
Director, PricewaterhouseCoopers Taxation Services
Sdn Bhd).
From l. to r. Sandra Ernst (Vice President, Investments,
Area Management Sdn Bhd), Lindsey Cruickshanks
(Senior Manager, Indirect Tax, Ernst & Young Tax
Consultants Sdn Bhd).
From l. to r. Beh Lee Choon (Associate, Ravindran),
Crystal Tan (Senior Administrator, ZF Sales & Service
(Malaysia) Sdn Bhd), Teow Guat Chiew (Chief
Financial Officer, Electronic Business Management
Sdn Bhd).
From l. to r. Dunia Stapmans (Managing Director, The
European Taste Sdn Bhd), Miriam Shastri (Head of
Legal Department, MGCC), Regina Fabiny (CEO, Fabiny
Leisure Sdn Bhd), Evelin Kleimann (Head of Production,
Kingslager (M) Sdn Bhd).
From l. to r. Claudia Bastien (PA to Ambassador,
German Embassy), Heidi Giebel (Economic Officer,
German Embassy).
From l. to r. Kelly Soong (HR Manager, Seepex (M) Sdn
Bhd), Stephanie Wong (Managing Director, Seepex
(M) Sdn Bhd), Yasmin Markam (Marketing Officer,
MGCC).
EVENTS 39
Interchamber
Brewery Tour
and Networking
Evening
MGCC members enjoying their cold beers.
The Malaysian-Dutch Business Council (MDBC), MalaysianFrench Chamber of Commerce and Industry (CCIFM), BritishMalaysian Chamber of Commerce (BMCC) and MalaysianGerman Chamber of Commerce (MGCC) jointly organised a
brewery tour and networking evening on 2 September 2015
at The Tavern at Guinness Anchor Berhad (GAB). The event
began with a brewery tour in the GAB factory, followed by a
networking session and dinner. More than 160 participants
attended the event. Joint events such as this are the most
suitable platform for those in the international business
community to gather, network and explore potential
business opportunities.
Information Day
in Frankfurt on
Upcoming Bio-Energy
Event in Kuching
MGCC, in cooperation with its project partner eclareon GmbH, conducted an
Information Day in Frankfurt on 15 September in conjunction with the Bio-Energy
event scheduled in Kuching, Sarawak in December this year. Under the Programme
“renewables – Made in Germany”, which is supported by the German Federal
Ministry of Economics and Energy, the Chamber will be organizing a Bio-Energy
Symposium & Business Matching Event with a focus on Biomass & Biogas in Kuching
from 2-4 December. The Symposium aims at showcasing Germany’s technical
expertise and solutions in the field of biomass & biogas to stakeholders from both
the private and public sectors in bio-energy related fields in Malaysia. The Business
Matching event will offer a platform for Malaysian companies to meet with German
technology providers to explore business opportunities.
At the Information Day in Frankfurt, MGCC General Manager Mr Thomas Brandt
together with Y. Bhg. Dato’ Leong Kin Mun, President of Malaysian Biomass Industries
Confederation (MBIC) and Mr Timothy Ong, Senior Vice-President Strategic Impacts
Projects of Agensi Inovasi Malaysia, presented the current Malaysian energy market
to German technology providers as well as opportunities and challenges faced.
For more information on the Bio-Energy Event in Kuching, please contact:
Ms Patricia Chin ([email protected])
MGCC General Manager Mr Thomas Brandt (front row: R2), Y. Bhg. Dato’
Leong Kin Mun (front row: R1), President of Malaysian Biomass Industries
Confederation (MBIC) and Mr Timothy Ong (front row: L3), Senior VicePresident Strategic Impacts Projects of Agensi Inovasi Malaysia with the
Information Day event organizers and presenters.
Mr Timothy Ong, Senior Vice-President Strategic Impacts Projects of Agensi
Inovasi Malaysia, conducting his presentation at the Information Day in
Frankfurt.
40 EVENTS
EU-Green Building Solutions and
Sustainable Construction Symposium
Launching of the market report, conducted by MGCC, titled “The Professional Services Sector in Malaysia.
Potential for EU SMEs in the Malaysian Construction Industry: Engineering, Architectural and Quantity
Surveying Services” by Datuk Loo Took Gee, Secretary-General of the Ministry of Energy, Green Technology
and Water (KETTHA) accompanied by HE Luc Vandebon, EU Ambassador (L1), Daniel Bernbeck, Executive
Director of MGCC (R1) and Fermin Fautsch, Chairman of EUMCCI (R2).
Speakers received tokens of appreciation from Datuk Loo Took Gee.
Participants of the “EU-Green Building Solutions and Sustainable Construction Symposium” from
Malaysia and various European countries such as Germany, Portugal, United Kingdom.
14 European companies from Germany, Portugal and UK came all
the way to Kuala Lumpur to attend the 3-day event on the
“Potential for EU Small-and-Medium Sized Professionals in the
Malaysian Construction Industry: Engineering, Architectural and
Quantity Surveying Services” from 10 to 12 September 2015.
As part of the EU-funded project “Support for European Businesses
in Southeast Asian Markets – Malaysia Component” (SEBSEAM-M),
implemented by the EU-Malaysia Chamber of Commerce and
Industry (EUMCCI) and realized by MGCC, the British-Malaysian
Chamber of Commerce and Industry (BMCC) and AICEP Portugal,
the event assisted European (landscape) architects, engineers
and green building consultants in facilitating business in the
country. Participating companies included: Kennwert KW GmbH,
BHF Bendfeldt Herrmann Franke LandschaftsArchitekten GmbH,
Spacial Solutions International GmbH, VOLUME 3 Limited, SARAIVA
+ ASSOCIADOS – ARQUITECTURA E URBANISMO LDA, Planstatt
Senner, EGS Plan International GmbH, Gladen Engineering, EDR
GmbH and MECH CONSULTORES.
The 6th International Greentech & Eco Products Exhibition and
Conference Malaysia (IGEM 2015) themed “Powering the Green
Economy”, held from 9 to 12 September at the Kuala Lumpur
Convention Centre, featured the “EU-Green Building Solutions
and Sustainable Construction Symposium” in which European
SMEs could share their expertise on sustainable large-scale
environmental, architectural design or energy-efficient housing
projects. Providing an avenue for potential business ventures
between European and ASEAN companies in the area of
sustainable architecture and engineering solutions by networking
with local industry players in the property and construction sector,
the Symposium was meant to benefit property developers,
contractors, property owners, property management companies,
architects, civil engineers, tenants, material suppliers, city planners,
financial institutions and Government authorities. Potential
business matching continued on 11 September 2015 at the B2B
Matching Sessions at the International Construction Week (ICW)
at PWTC, hosted by the Construction Industry Development
Board (CIDB), where up to 70 matchings were arranged for the
European practitioners.
Introducing innovative light reflective building material, rainwater
harvesting and solar capturing systems in buildings, master
planning and architectural solutions for private residential or
mixed use developments in Europe, Africa or Central Asia, the
participants highlighted the potential for cooperation. With the
ongoing full liberalization of the professional services sector and
proposed amendments to the Registration of Engineers and
Architects Act, this will create a more favourable investment and
business environment, making it easier for European engineering
businesses or individual architects to register and practice in
Malaysia. This will enable Malaysia to tap the potential of
professional services as a key enabler for businesses.
42 GERMAN INSTITUTIONS
DAAD Scholarship Offers
All over the world German higher education institutions enjoy an
excellent reputation. German degrees carry great prestige while
teaching and research provide key impulses for innovation and
progress. At a very competitive price, more than 400 higher
education institutions offer thousands of degree programmes,
making Germany’s higher education landscape diverse and
affordable.
For the academic year 2016/17 DAAD offers scholarships for
Master’s and PhD students.
Master’s candidates can apply for the “Development Related
Postgraduate Courses (EPOS)”.
The Master’s scholarship supports selected programmes at German
universities and Universities of Applied Sciences. The deadline varies,
depending on the universities.
Applications should be submitted directly to the universities.
Doctoral candidates can apply for the following DAAD PhD
scholarships:
i) Research Grants - Doctoral Programmes in Germany Scholarships
for three years research of a PhD-candidate in Germany under the
supervision of a German professor. The doctoral title in this case
would be awarded by the German university according to its rules
and regulations.
A PhD student analyses his research data in the laboratory.
ii) Research Grants – Bi-nationally Supervised Doctoral Degrees
(sandwich program) Scholarships for the so-called sandwich
model, i.e. for a research stay between one and two years at a
German university for PhD-research. In this case, the doctoral
title is awarded by the Malaysian university according to its
rules and regulations. The German professor who is supervising
the research stay in Germany could e.g. act as a secondary
supervisor.
Deadline for the grants is 31st October. Applications should be
submitted online to DAAD Portal. Please visit our website
www.daadkl.org for more information on scholarship offers
from DAAD.
Oktoberfest Penang 2015
The MGS Oktoberfest Penang draws people from far and wide,
and we welcome approx. 2800 visitors. You can expect authentic
German food and beer as well as the proper Oktoberfest
atmosphere. This year we are proudly presenting the Bavarian
band “Froschhaxn”, of course flown in from south of Germany. By
the way the name of the band literally means “Frog-leg” or “Frogknuckles”. Meet the band you know why!
Traditionally German Oktoberfest is a typical beer festival. Besides
Carlsberg we offered 2014 original German Oktoberfest draught
beers, Löwenbräu and Erdinger and a bottled beers Franziskaner,
Erdinger, König Ludwig and Warsteiner.
Your taste buds will be delighted with the finest German delicacies
like sausages, meatloaf, Sauerkraut, pretzels and more. Local and
pork free food will also be provided as well as non-alcoholic drinks.
Traditional games and entertainment for both, adults and children
will complete this unique experience.
Entrance tickets are available at MGS:
Presale: RM25
Door sale: RM30
MGS: [email protected] or call us 04-229 6853
Friday & Saturday
ber
23 & 24 Omctonowa
rds
from 7p
In our festive tent


44 MEMBERS
Allianz Junior Football
Camp 2015
Axis-REIT Celebrates
a Decade of Success
3rd August 2015 marked the 10th Anniversary of Axis-REIT.
Themed ‘Our Decade of Success’, Axis-REIT hosted a magical night
at the Le Meridien KL Sentral. Staff and partners were invited to
celebrate the joyous occasion. The Trust was listed in 2005 with
5 properties on its portfolio totalling 1.18 mil sq. ft. Axis-REIT
currently owns 34 properties with 7.01 million sq. ft. of space
located primarily in the Klang Valley, Penang and Johor.
“Success is attributed to the dedication and commitment of our
team members and the support of our partners. We wish to thank
everyone who has been part of our journey”, Dato’ Stewart
Labrooy, CEO & Executive Director, Axis REIT Managers Berhad.
From left: Muhammad Syukri Mohamad, Mohd Amirul Zamri, Muhammad Syuaib Mohamad,
Mohd Izzudin Roslan, Thineswaran Nathan
Five talented young footballers from Malaysia were among
the 75 teenagers from 29 countries who had a once-in-alifetime experience to meet their football heroes at the FC
Bayern training ground on Säbener Straße personally. Twins,
Muhammad Syukri and Muhammad Syuaib Mohamad
alongside Mohd Izzudin Roslan, Thineswaran Nathan and
Mohd Amirul Zamri were the proud Malaysian boys who went
for the Allianz Junior Football Camp (AJFC) in Munich, Germany
on 13 – 18 August 2015.
These young footballers had the chance to watch a private
training session and meet international football superstars; a
behind-the-scenes tour at the famous Allianz Arena; attend the
opening match of the Bundesliga; as well as sightsee in Munich.
Axis-REIT celebrates its 10 year anniversary.
Over 300 youngsters aged between 14 and 16 years old have
attended Allianz Junior Football Camps since 2009, creating a
legacy of worldwide contacts and international friendships.
News Update!
RAVINDRAN lawyers will be upgrading ourselves from B2-3-13A,
Solaris Dutamas, No. 1 Jalan Dutamas 1 to our latest setup at
B-9-2 Gateway Kiaramas Corporate Suite, Gateway Kiaramas,
No. 1 Jalan Desa Kiara, Mont Kiara, 50480 Kuala Lumpur effective
1 October 2015!
We will still be reachable at the contacts below:
Tel : +603-6419 0949
Fax : +603- 6419 0948
Web : www.ravindran.com.my
It also gives us great pleasure to announce that our partner,
Genevieve Tan was selected to visit the U.S. as an International
Visitor Leader! The International Visitor Leadership Program is
coordinated by the U.S. Department of State targeted at
established or potential foreign leaders in government, politics,
media, education, economics, labor, human rights, women’s issues
and a variety of other fields.
We also wish to congratulate our latest addition, Ms Beh Lee
Choon on joining us as our Associate. She shall assist us in banking,
insolvency and dispute resolution work.
MEMBERS 45
Mercator Science & Education-Welcoming the Exchange
Students from UDE, Germany to UKM
This September 2015, Mercator Science & Education (MSE) is
welcoming 22 exchange students coming from University DuisburgEssen (UDE), Germany to Universiti Kebangsaan Malaysia (UKM).
These 16 Bachelor & 6 Master students will study for 1 semester at
UKM Faculty of Engineering and also in Faculty of Economics and
Management.
1st batch of UDE exchange students 2015 being picked up at the airport.
MSE is a liaison office for UDE’s faculty of Engineering and since
2002, has a long term cooperation with UKM in student mobility
programme, sending the Malaysian students to Germany and
receiving German students to Malaysia. MSE supports the exchange
students with preparation procedures such as application and
registration at UKM, student visa and accommodation arrangement,
as well as consultation during their studies at UKM, until they return
back to Germany.
Super High-Precision Lathe Providing
Stable Machining Accuracy
The G-07 is a super high-precision lathe that has been marketed under the wellestablished WASINO brand. Joining the lineup of DMG MORI lathes, the machine was
redesigned to employ the unified DMG MORI design. The G-07 has successfully
reduced cycle times by achieving “zero indexing time” that was made possible by the
use of a gantry type tool post. Featuring the longest X-axis travel in its class of 480 mm,
the G-07 offers flexible tooling. Additionally, the lathe provides superb accuracy that
only a gang type would be capable of achieving, allowing itself to satisfy the demands
of higher accuracy in finishing, hard turning or high added-value machining. Based on
DMG MORI WASINO’s time-proven application engineering, DMG MORI offers
customers solutions best suited for their manufacturing environment.
DoubleTree by Hilton Kuala Lumpur Turns Five
with “Books For CARE”!
KUALA LUMPUR, Malaysia – August, 2015 –
DoubleTree by Hilton Kuala Lumpur is delighted to
announce that the hotel celebrated its fifth
Anniversary! To celebrate, they have successfully
raised not just 50kg, but more than 200kg of books,
from an initial target of 50kg, to be donated to five
non-profit organizations in support of children’s
literacy and education through the hotel’s “Books
for CARE” programme. Thanks to a great partner in
Avenue K shopping mall, who created space and
helped solicited books from their mall patrons since
July 1. Internally in the Hotel, they have coordinated
departmental book rallies, received books from
guests near and far, and gained tremendous
support from Pelangi Publishing Group, who
donated 30 educational books for this purpose.
46 MEMBERS
Journey to Sustainability
Farmer’s Market
Experience in Natural Rubber Latex Condoms manufacturing
and condoms machineries for close to 90 years makes Richter
Rubber Technology & Richter Hi-Tech committed to step
forward into the sustainable manufacturing environment. We
have developed a project to minimize water consumption by
harvesting the rain water, energy saving by using LED lights,
improved insulation of ovens and tanks and perform waste
segregation. Optimization of agronomic and manufacturing
technologies has produced Natural Rubber Latex Condoms in
adequate quantities with collective efforts towards a stable
supply and sustainability of raw materials. A new project with
EINHORN, Germany to seal condoms using paper based foils for
packaging is just a humble beginning. More activities will come.
Open to the public every Saturday, from 9am to 1pm, the Farmers’ Market at Shangri-La Hotel, Kuala
Lumpur offers guests and patrons the freshest produce at the best market prices.
Come to the Farmers’ Market at the Shangri-La Hotel, Kuala
Lumpur for the freshest organic fruits, vegetables and seafood
from sustainable sources. Open to the public every Saturday,
from 9am to 1pm, the Farmers’ Market offers guests and patrons
the freshest produce at the best market prices.
Guests can also opt to have a hearty breakfast with a view of the
garden maze at Lemon Garden 2Go Terrace. A new breakfast set
using fresh ingredients from the Farmers’ Market is now available
at Lemon Garden 2Go. Patrons can also enjoy the produce in the
buffet spread at the hotel’s restaurant, Lemon Garden Cafe, from
12pm to 3pm.
RRT begins to give in return.
The Farmers’ Market is in support of the ‘Rooted in Nature’
initiative, which is in line with the hotel’s strong commitment to
sustainability goals.
Trienekens Awarded 35-Year
Waste Management Concession
Trienekens (Samalaju) Sdn Bhd has been awarded a 35-year concession
agreement to implement an integrated waste management system
(IWMS) for the Samalaju Industrial Park (SIP) in Bintulu, Sarawak. The
agreement was made on a design, build, own, operate and transfer basis
through private funding with total investments projected at MYR900
million, starting with a first phase of MYR250 million.
The cutting-edge IWMS will include a waste transfer station as well as a
waste management centre. Custom-designed to the types of waste that
will be generated in the industrial park, the System will ensure holistic
management of municipal and hazardous waste for environmental
preservation.
This will be Sarawak’s second IWMS – the first one having being in
operations since 2000 when it was first developed by Sarawak Waste
Management Sdn Bhd (a joint venture between Trienekens GmbH,
Germany and Sarawak Incorporated Sdn Bhd), with Trienekens (Sarawak)
Sdn Bhd as the System’s operator.
A signing ceremony of the Concession Agreement was held in Kuching between the Sarawak
state government and Trienekens, who were represented by State Secretary, YB Tan Sri Datuk
Amar Haji Mohamad Morshidi Bin Abdul Ghani and Trienekens Samalaju Director, Jurgen
Pickenhagen (3rd and 4th left). Also present were (from left) Director of State Planning Unit,
Datu Haji Ismawi Bin Haji Ismuni; Deputy State Attorney-General, Talat Mahmood Abdul
Rashid; and Elvin Wee, Trienekens Samalaju Director.
48 MEMBERS
Malaysians Rethink Sheet Metal Design
Sheet Metal Design Seminar in Kuala Lumpur.
On 20th and 21st of August 2015, the “Sheet Metal Design“
seminar conducted by Mr. Thomas Bronnhuber from the TRUMPF
Design Consultant team was successfully held in Penang and
Kuala Lumpur respectively. Over 60 Malaysians in the functions of
sales, design, engineering, operation, and production of various
companies came to TRUMPF to experience this new concept and
to widen their views on sheet metal. Malaysian participants were
fully enlightened and amazed by the creative redesign concept,
as well as features and cost saving possibilities of sheet metal. This
is utmost important in the demand manufacturing of mass
customization in Malaysia, “small lot sizes, big variants” . TRUMPF,
through the seminar shared the knowledge, thus putting sheet
metal into new perspectives and showed how wonderful sheet
metal can truly be.
YOUR WORLD OF LOGISTICS
Freight Logistics
You know us from Europe …
… and in over 40 locations in Asia.
Our services
Airfreight
Projects
Ocean freight
High-Tech
Road transport
Digital Archiving
Warehousing
Chemicals
Transshipment
Pharmaceuticals
Value Added Services
Automotive
Contract Logistics
Port Logistics
Rhenus-Group
Turnover at the Rhenus Group tops € 4,1 billion, making it one of the
logistics service companies with global operations. Rhenus has business
locations at more than 390 locations worldwide and employs 24,000 people. Our business areas contract logistics, freight logistics, port logistics
and public transport stand for the management of complex supply chains
and innovative value added services.
We accompany you throughout:
No matter how far you go with your company, we will go with you on an
expansion path and break new ground.
Your Contacts
Holger Seehusen – Regional Director
Rhenus Logistics Asia Pacific Pte Ltd
Andreas Pistner – Regional Director
Rhenus Logistics Asia Pacific Pte Ltd
Email: [email protected]
Email: [email protected]
50 MEMBERS
MGCC Welcomes New Members
Brenntag Sdn Bhd
Brotzeit Malaysia Sdn Bhd
As part of Brenntag, the global market leader in chemical
distribution, we distribute chemicals and ingredients in Malaysia,
offering an extensive, high quality product and service portfolio.
Connecting customers and suppliers, Brenntag provides tailormade distribution solutions for industrial and specialty
chemicals. This includes warehousing and logistical solutions,
technical application support, product formulation, repacking
and more.
Name of Restaurant: Brotzeit, German Bier Bar & Restaurant
Our industry focus includes Agro, Cleaning, Coatings, Animal
Nutrition, Food & Beverage, Personal Care, Pharma, Plastics &
Polymer, Rubber, Electronics, Oil & Gas and Water Treatment.
With an industry and customer focused approach, Brenntag is
committed to building winning partnerships and helping our
business partners succeed – today and in the future.
We operate our business in compliance with local and
international QSHE regulations and standards in all aspects
along the value chain. This commitment is underlined by
our ISO 9001:2008, ISO 140001:2004 and OHSAS 18001:2007
accreditations, participation in Responsible Care and
implementation of Product Stewardship guidelines. At present,
Brenntag Asia Pacific operates in Australia, Bangladesh,
Cambodia, China, Hong Kong, India, Indonesia, Malaysia, New
Zealand, Philippines, Singapore, Sri Lanka, Taiwan, Thailand, UAE
and Vietnam. The Asia Pacific headquarters is located in
Singapore.
Contact persons:
Mr Lim Kian Chin
Managing Director
Mr Christian Frimann
President SEA
Lot PT 55, 64 & 65, Jalan Hulu Tinggi 26/6
Seksyen 26
40400 Shah Alam
Selangor
Tel : +60 3 5101 2599
Fax : +60 3 5101 2588
Email : [email protected]
Web : www.brenntag-asia.com
Specialities: Authentic Modern German Cusine and German Biers
Brotzeit offers modern German cuisine and premium beers from
the Paulaner family, within its contemporary setting. It is the
ideal place to experience Germany at its finest savouring some
German favourites served up by native Bavarian, Executive Chef
Helmut Murmann.
Brotzeit is a chain of restaurants based in Singapore and now
operating throughout the Asia-Pacific Region. It is the ideal
place to dine with friends and family or even for business
meetings and entertainment!
Contact persons:
Mr Helmut Joachim Gerhard Murmann
Executive Chef
Mr Jason Paul Raj
Operations Manager
Lot G(E)-018, Ground External Floor
Mid Valley Megamall
Lingkaran Syed Putra
59200 Kuala Lumpur
Tel : +60 3 2287 5516; 2287 5517
Fax : +60 3 2287 9516; 2201 1877
Email : [email protected]
Web : www.brotzeit.my
MEMBERS 51
Elcorp Technology Sdn Bhd
Elcorp Technology Sdn Bhd (ETSB) services, focused mainly in implementation of smart building
green technologies projects, R & D on road pavement materials, Q audit on road for cost saving,
independent project engineering consultancy and advisory, value added management system
and projects issues resolutions.
Projects successfully taken in Malaysia are on public work department roads construction, port
klang, KLIA airport road, Malaysia double track electrified train, PMC construction of houses,
mosque, schools, university and high rise buildings, whereas in overseas are King Saud University
and Madinah City projects, Saudi Arabia.
ETSB are certified approved trainers by HDC, HRDF and Tabung Haji. Currently active participation
in 1MGrip programs and expanded to area of Halal Industry focusing mainly on halal logistic,
Jakim-halal certification for overseas product, muslim friendly hotel and resort rating, covering
local and international markets.
ETSB currently expand its services offering technology training courses on solar energy and
biogas speciality, with collaborative effort with local and international universities.
Contact person:
Ir. Dr. Shakor Ramat A. Badaruddin
Managing Director/Founder
No. 6B, Jalan 3/69, Seksyen 3
43650 Bandar Baru Bangi
Selangor
Tel : +60 3 89251050
Fax : +60 3 89251050
Email: [email protected];
[email protected]
Web : www.elcorptech.com
German Speaking Society Kuala Lumpur (GSSKL)
The German Speaking Society Kuala Lumpur (GSSKL) is a non-profit organisation focusing on
Kuala Lumpur’s German speaking community. Membership is open to all nationalities.
The society is a platform for people interested in anything Austrian/German/Swiss with the
objective to provide insights into the lifestyle and culture of those countries and to foster the
local German speaking community’s appreciation of Malaysia’s cultural diversity.
The GSSKL offers a variety of interesting events throughout the year, regular get togethers and
networking opportunities as well as ‘KL-POST, its monthly member magazine and the only
German language publication in Malaysia. Also organised by the GSSKL is the annual Christmas
Bazaar – one of the highlights in KL’s social diary with all proceeds being donated to charity.
Contact person:
Mr Jörg Michael Koch
President
P.O. Box 707
Jalan Sultan
46670 Petaling Jaya
Selangor
Email : [email protected]
Web : www.gsskl.com.my
52 MEMBERS
Kuebler (Beijing) Automation
Trading Co. Ltd.
Kuebler (Beijing) Automation Trading Co. Ltd.
Member of the Kuebler Group
The Kübler Group belongs today to the leading specialists
worldwide in the fields of position and motion sensors, counting
and process technology as well as transmission technology.
Founded in the year 1960 by Fritz Kübler, the family business is
now led by the next generation of the family, his sons Gebhard
and Lothar Kübler. Kuebler has a strong international focus and
is operating with 8 international group members and distributors
in more than 50 countries.
Kübler has grown particularly strongly over the past 10 years
with many major global customers. Customer focus, flexibility as
well as know-how, which has been built up over decades, all
form the basis for our broad and innovative range of products.
These include individually tailored product and sector solutions
as well as solutions for Functional Safety.
Our products: Position and motion sensors, functional safety,
counter and process devices, transmission technology.
Core branches: Lift, drive, mobile, crane, steel, packaging,
solar, wind.
Contact person:
Mr Martin Huth
Managing Director China/APAC
Rm1603, B Area, Tower 2, Wangjing SOHO
No. 1, Futong East Street, Chaoyang
100102 Beijing
China
Tel : +86 10 8471 0818
Fax : +86 10 8471 0819
Mob : +86 186 1841 5235; +60 17 2432512
Email : [email protected]
Web : www.kuebler.com
Mercator Science & Education Sdn Bhd
Since 2003, the Faculty of Engineering at the University of
Duisburg-Essen (UDE) Germany runs a branch office at the
Faculty of Engineering Universitas Indonesia (FTUI). The
background of this establishment is the set-up of the GermanAsian network, as a basis for common research and joint doubledegree programs. Since 2012, the office is operated by Mercator
Science & Education Sdn. Bhd.
Through the Mercator Offices, UDE provides services for
students, researchers as well as guest professors. The provided
services include administrative matters concerning applications,
visa and accommodation matters, general enquiries about
living and studying abroad. The Mercator Offices are locally
situated at the partner universities’ premises, equipped with
sophisticated multimedia labs. At the moment there are various
programs and services offered by Mercator Office and partner
universities.
Mercator Office’s mission is:
• To pave a gateway to Malaysia & Indonesia for German
students and lecturers as well as to Germany for Malaysian &
Indonesian students and lecturers,
• TopromotelongtermpartnershipwithUKM&UIincultural
understanding,
• ToofferinsightstoGermanengineeringeducationstructures
of higher education systems majors and definition of
objectives German culture, flavours, and language.
Contact persons:
Prof. Dr.-Ing. Axel Hunger
Managing Director
Ms Monika Jusdi
General Manager
Administrative Building, 3rd Floor
Faculty of Engineering & Built Environment
43600 UKM Bangi
Selangor
Tel : +60 3 8911 8396
Email : [email protected]
Web : www.mercatoreducation.com
54 TRADE FAIRS
INTERNATIONAL POWDER &
BULK SOLIDS PROCESSING
CONFERENCE & EXHIBITION
28 – 30 OCTOBER 2015: SHANGHAI, CHINA
Trade Fair For Powder, Granule and Bulk Solids Technology
IPB 2015 – The 13th International Powder & Bulk Solids Processing
Conference & Exhibition is the only international trade fair for
powder, granule and bulk solids technology, which will be staged
during October 28 - 30, 2015 at Shanghai Convention & Exhibition
Center of International Sourcing, China. As China’s No.1 “one-stopshop” exhibition for powder and bulk solids, IPB focuses on the
whole processing of particle, powder and bulk solids which are
required for the production of chemicals, pharmaceuticals, food
industries and also for pigments, dyes, quarrying, building
materials and ceramics, etc.
With strong support from POWTECH Germany and joint efforts
with Nürnberg Messe China Co., Ltd and Chinese Society of
Particuology, IPB eager to progress and strives for the pinnacle has
already become the largest and most specialized international
trade fair in the whole field of powder, granule and bulk solids
technology in China so far.
With the rapid development of high technology and new material
industries in China, the demand for powder and bulk technologies
and applications is constantly growing. Based on this background,
International Powder & Bulk Solids Processing Conference &
Exhibition (IPB) is the best platform for product and technology
presentations in the powder and bulk sector. IPB displays a
wide range of technologies and applications for the chemical,
pharmaceutical, food, coating, packaging, mining and ceramic
industries.
Moreover, as part of a worldwide alliance of International trade
fairs and conferences for mechanical process and bulk solids
handling technologies, the network of IPB covers all the key world
markets in this field: Europe, India and booming China. IPB 2015
will provide you with the perfect opportunity to see first-hand and
cutting-edge technology.
For more information, please contact:
Ms Michelle Lim
MGCC Senior Marketing Officer
Tel: +603-9235 1800 Fax: +603-2072 1198
Email: [email protected]
TRADE FAIRS 55
BAZAAR BERLIN
18 – 22 NOVEMBER 2015: BERLIN, GERMANY
World’s Leading Travel Trade Show
From 18 to 22 November on the Berlin Exhibition Grounds visitors
will be able to “buy things as if they were on holiday“. That is when
Bazaar Berlin, the consumer exhibition of beautiful things and
sustainable products, will be opening its doors. Those eager to find
out early about shopping opportunities at the bazaar this
November should visit the information stand of this longestablished event at ITB Berlin. ITB Berlin is the world’s leading
travel trade show where exhibitors from 180 countries and
territories will have information about the most beautiful travel
destinations all over the world.
they need for a healthy, well-balanced lifestyle: from Ayurveda
products, organic wine, Feng Shui, to healthcare and hemp
products, minerals, natural cosmetics, eco-fashion, recycling
products, wellness products, relaxation techniques and ZenMeditation.
A World full of Beauty – For more than 50 years, Bazaar Berlin has
successfully presented a unique concept: “Global Market for Local
Products”. Each year, arts and crafts retailers and manufacturers
meet in Berlin with enthusiastic buyers of high-quality ethnic and
natural products. This event is truly unique in terms of size, overall
experience and success. Products on-display including clothing,
household textiles, leather goods, accessories, travel items, small
furniture, rugs, kilims, basketry, ceramics, glassware, porcelain, arts
& crafts, jewellery, costume jewellery, ethnic jewellery, knitwear,
natural cosmetics, wooden toys from all over the world.
The special Winter at Home forum is ideal for presenting beautiful
and elegant products for the home. From decorations, home
accessories and winter flower arrangements to original gift ideas
for Christmas, this is where trade show visitors find inspiration
when making their winter at home cozier, more comfortable and
full of Christmas spirit.
Few special sections will be featured in the event including Natural
Living, Art + Style and Winter at Home. Natural Living - Where wellbeing meets peace of mind. From A to Z visitors will find everything
If your products and services are more at home in the world of arts
than crafts, then the special Art + Style forum is the place for you.
Artists and gallery owners exhibit their work alongside designers
specialized in fashion, jewelry, home decor and interior design.
For more information, please contact:
Ms Sherena Wong
MGCC Trade Fair Officer
Tel: +603-9235 1800 Fax: +603-2072 1198
Email: [email protected]
56 TRADE FAIRS
fairs&more
Go Global with US
September – october 2015
For further information on Trade Fairs, please contact MGCC
Tel: (+60)3 9235 1800 Fax: (+60)3 2072 1198
E-mail: [email protected]
Asia’s Leading Travel Trade show
21 – 23 October 2015
(Marina Bay Sands, Singapore)
Hotspot for the Ceramics Industry
20 – 23 October 2015
(Munich, Germany)
World’s Leading Trade Fair for Electronics
Development and Production
10 – 13 November 2015
(Munich, Germany)
Trade Fair for Production and
Marketing of Drinks
10 – 12 November 2015
(Nurnberg, Germany)
FUTURE
Future – made by SGL Group. For example,
Carbon
Graphite
Graphite Specialties
Expanded Graphite
Carbon Fibers
CFRP
C/C
C/SiC
we are the company who developed and
produced the first-ever graphite electrode with
a diameter of 800 mm, and the carbon-ceramic brake disc. We are one of the world’s leading manufacturers for all products made of
carbon, graphite and composite materials for
industrial and aerospace applications.
For us this means that living the future is our
usual day-to-day business. For more detailed
information go to www.sglgroup.com
SGL CARBON Sdn Bhd (343147-M)
No. 11, Jalan Graphite 1
Kawasan Perindustrian
Bandar Mahkota Banting
42700 Banting, Kuala Langat
Selangor Darul Ehsan, Malaysia
Phone +603 3182-3000
Fax +603 3182-3008
[email protected]
Broad Base. Best Solutions.