At the last month of 2015. A filing to Bursa Malaysia dated 29 Dec 2015 stated that Berjaya Corporation Bhd appointed Tan Sri Vincent Tan's daughter Nerine Tan Sheik Ping, 39 ,as Executive Director of the company, effective Jan 1, 2016.. Earlier, there is also a filing dated 18 Dec 2015 by Berjaya Sports Toto will be appointed Nerine Tan Sheik Ping as Executive Director of public listed Berjaya Sports Toto effective 2 Jan 2016. Actually, Nerine Tan Sheik Ping already Executive Director of subsidiary Berjaya Sports Toto Sdn Bhd as early as 2010.
Nerine Tan Sheik Ping graduated from the London School of Economics, United Kingdom
in 1998 with a Bachelor of Science degree in Management with Honors.
The first position as a director we have on file for Nerine Sheik Ping Tan was in 1998 at the age of 22 at Berjaya Vacation Club (UK) Limited. Their most recent directorship was with Berjaya Vacation Club (UK) Limited where they held the position of "Director". She is resident of UK.
She was appointed vice-president in the marketing division of Berjaya Resort Management Sdn Bhd in January 1999. She joined
the Berjaya group of companies in May 1999 as a Business Development Manager
in Cosway (M) Sdn Bhd and subsequently was made Executive Director of eCosway
which she helped to found and establish. She was appointed Executive Director of Berjaya Hotels & Resorts (S) Pte Ltd from January 2005 until her resignation in April 2009.
She joined Sports Toto Malaysia Sdn Bhd in February 2007 as the
General Manager (Sales and Operations).
She was subsequently appointed as an
Executive Director of Sports Toto Malaysia Sdn Bhd on 1 April 2010.Currently, she is an Executive Director within Sports Toto Malaysia, overseeing the sales and marketing activities of STMSB, including dealings with government authorities.
She was also appointed an Executive Director of Berjaya Group Bhd (restructured and privatised in 1988 and 2005) , a wholly-owned subsidiary of BCorp, in January 2013.
Photo from Malaysia Tatler
Meanwhile, younger daughterChryseis Tan Sheik Ling, 27 , has been appointed as director of Cardiff Asset Limited and Berjaya UK Investment & Development Limited on 27 September 2013
Both Nerine Tan andChryseis Tan hold share in Caring Pharmacy Group Bhd as substantial shareholder via Jitumaju Sdn Bhd together with their father Tan Sri Vincent Tan. 企业公主系列14 : 成功机构委陈志远女兒任执董
Mac Chung Lin was born in Petaling Jaya, and went to Methodist Primary School. At 10, she attended the Garden School, before being whisked to a boarding school in England at the age of 12. She spent five years there – a period she once described as “made her independent and at the same time also strengthens family ties” – and subsequently pursued Architecture at the University of Wales in Cardiff.
Mac Chung Lynn 2014
During her student days and as an architect in London, Mac Chung Lynn (below) was a frequent customer at the Nando’s outlets.
One day, when her dad Mac Ngan Boon came by for a visit, she took him to dine there and he was immediately impressed with the hot peri-peri sauce. He contacted the owners to discuss franchising opportunities.
Starpic by RICKY LAI, 2006
“A few months later in 1997, he called me up and asked: ‘Would you like to run a food business?’ I was wondering why because he was established in the construction industry (Muhibbah Engineering (M) Bhd ) while I had already been practising as an architect for several years,” she recalls. Since Nando’s is a family-oriented business, one of its requirements is that a family member work in the place.
“That was how I got roped in. I said ok and took on the challenge,” she adds.
“I was then just 24 years old and just qualified as an architect. Hence I knew nothing about chicken nor the restaurant business.
“I remember sitting with the owner of Nando’s who talked about Nando’s for the whole lunch and thinking how anyone can do that,” says Mac.
However, 18 years later, she has become a vision of that owner herself.
Mac packed her belongings and returned home to open Malaysia’s first Nando’s restaurant in Bangsar in 1998. The response was overwhelming as consumers loved the spiciness of the flame-grilled chicken. More stores began opening up. Architecture was now furthest from her mind although the knowledge has helped in the designing of outlets.
The Malaysian director attributes Nando’s success to knowing what customers want and the company’s on-going efforts in adapting to meet customer expectations.
“Based on customers’ feedback and their desire for greater convenience and comfort, we changed from a quick, self-service restaurant into a casual dining outlet that offers full table service,” said Chung Lynn.
Initially, the outlets had wide open spaces with few chairs, but now, along with the changes in corporate identity, the decor has progressed to cosy corners and table service. With so many food players in the market, doesn’t she find the competition stiff? 2007 The Star
“In reality, every single food player is your competitor. But I think we have established ourselves as a household brand. Our biggest challenge is consistency as everything is human-operated. We have to ensure our food tastes the same all the time,” says the 34-year-old ( 2006 ) chief executive officer of Chickenland (M) Sdn Bhd, the operator of Nando’s restaurants then.
The Bangsar place eventually closed as the area moved towards a pubbing neighbourhood and Mac was uncomfortable running a family restaurant there. In the past, Mac also tried housing the outlets in hypermarkets but the strategy didn’t take off.
She says: “The hypermarket caters to a different crowd. People have been shopping the whole day so they just want to eat and go home. They don’t want to spend time on a leisurely meal. We made a painful mistake and had to close down three stores. Every time, we open an outlet, we invest about RM600,000.”
“Over the years, especially in the last five years, Nando’s has gone through a series of repositioning and there have been a lot of alignments in terms of product variety and specification, look and feel. We are spending on average RM1.4mil per store now compared to when we started and were spending RM600,000 to RM700,000 then,” she says.
“Our delivery service was also introduced earlier this year (2011 ) to help consumers cope with costlier fuel prices and their increasingly hectic urban lifestyle.
“This convenient service means customers don’t need to drive, get stuck in traffic or hunt for a parking space at shopping complexes.
“Now they can enjoy Nando’s specialities in the comfort of their homes and offices with just one phone call.”
Mac Chung Lynn is one heck of a woman to get hold of. Her days are so packed with meetings and appointments, we had to settle on an e-mail interview despite working only a few kilometres away from each other.
When Mac Chung Lynn brought in the international Nando’s chain to Malaysia 17 years ago, many sceptics foretold her business would last no more than a few years in the local dining scene. “I was brought up with the belief that hard work comes first. There was no room for failure and I had to work through to take the business all the way to success. I was determined to push Nando’s to the top of the pecking order,” says Chung Lyn, who was trained as an architect. She is after all the director and Group CEO of Nando’s Malaysia and Singapore, one of the most successful F&B franchises in the region, and proud home of Peri-licous flame-grilled chicken and Afro-Portuguese inspired side dishes. Peri-peri (African bird’s eye chillies), the chilli used for Nando’s dishes and sauces, is now synonymous with the brand and Mac even signed off her e-mail with “Peri regards”. Something to crow about After more than 17 years in the business, and currently with 69 Nando’s outlets in Malaysia and 11 in Singapore under her belt, Mac is also one of the most established female entrepreneurs in Malaysia.
The Malaysian operations run on a joint-venture model, where 70% is owned by Mac’s family and 30% is owned by the South Africans.
http://wewantmww.blogspot.my/ 2011 38
Chung Lyn adds, “As people grow increasingly health-conscious, I believe Nando’s will be a preferred name for those seeking healthier dining options. This is because our fresh, quality chicken is flame-grilled, rendering it low in fat and salt, without any MSG or added preservatives.”
While current economic circumstances may have forced consumers to reduce their dining out expenditure, Chung Lynn remains upbeat that business for mid-range, mid-priced outlets like Nando’s is sustainable.
“Those who dine out regularly or have been splurging at more pricey restaurants may consider switching to mid-priced eateries as one of their cost-cutting measures.
“On the other hand, those who see Nando’s as a ‘feel good’ treat will justify dining at our outlets as a reward for themselves and their families.”
In anticipation of more intense competition, Chung Lynn reveals that Nando’s is prepared to raise the bar for its service standards and continue to be customer-focused.
“We intend to empower our team with more skill enhancement and long-term career development programmes as the staff will play a crucial role in ensuring the company stays ahead of its game.”
As well as nurturing her business, Chung Lyn also engages and supports emerging artists and students to come up with Nando’s inspired art pieces as part of the brand’s global art initiative.
Top 10 Malaysia.com
Mac Chung Lynn is one of the most successful entrepreneurs in the country and is the brains behind the success of Nando’s Malaysia and Singapore. Photo: Nando’s Malaysia and Singapore.
Where her personal life is concerned, the mother of three is definitely an enigma. Mac prefers her successful business to do the talking.
“I don’t regret giving up architecture. I love the restaurant business – it is dynamic and while it is hard work, I love working with people and driving excitement. If you sat me down, I could now talk to you about chicken and restaurants the whole day,” she says.
Speaking of chicken, Mac shares that her favourite dish at Nando’s is the quarter chicken in mild, with coleslaw and grilled vegetables on the side.
Nando’s draws the crowd with its succulent flame-grilled chicken and Afro-Portuguese-inspired side dishes. Photo: Nando’s Malaysia and Singapore
She remembers the first time she had Nando’s and thought that it was exotic and unusual. “It was spicy and addictive and was the best tasting chicken that I ever had.” And that is exactly what she wants the customers to feel as well.
“As we are part of a global brand, the taste has remained the same all over the world. There has been no modification nor adaptation for the Asian palate.”
Mac adds, “I would love for all my customers to feel an excitement … being on a journey of the senses. The adventure of navigating our stores, being welcomed by the Afro-Luso music that we have, to biting into peri-peri chicken while experimenting with the many different flavours of sauces.”
By the way, Nando’s describes Afro-Luso as African beats featuring the fiery rhythms of Latin America. It is their own take on music, and is played at every Nando’s outlet around the world.
Each one of Nando’s restaurants has its own special design but share the same earthy textures and colours that pay homage to its sunny Afro-Portuguese roots.
Each one of the Nando’s restaurants has its own special design but share the same earthy textures and colours that pay homage to its sunny Afro-Portuguese roots.
It seems that there is no stopping Nando’s. Mac says the global brand is growing at the speed of 10 restaurants a year, and it allows them to expand their presence in Malaysia as well.
But she says that even after all these years, it still requires a lot of hard work. “But I am quicker to react now than when I first started. In the early years, I was more emotionally invested in the decisions I made but nowadays, I am more brutal about making decisions in the interest of the business.”
And if you’re thinking about tipping your toes in this big, bad, busy world of F&B, Mac has a few choice words.
“It is a tough world; unless you are ready to give up your weekends and nights for the first few years, do not get involved.”
In a case where failure is no option, Mac Chung Lynn tells us about knowing when to make the call.
http://www.lifestyleasia.com
Try spotting the white on white Nando’s logo embroidered on Chung Lynn’s shirt.
http://www.lifestyleasia.com
Chung Lynn wears her PERi heart on the hem of her shirt, dyed with the actual red colour from the chilli.
A go-getter, Chung Lynn is also part of the Malaysian chapter of Entrepreneurs’ Organization (EO).
2014
2014
Mac Ngan Boon, Muhibbah Engineering
Mac Ngan Boon, Managing director of Muhibbah Engineering believe to be related to Mac family of Nam Fatt
“Our jobs are exposed to foreign exchange (forex) fluctuation impacts and now it is leaning towards the advantages of forex gains,” Managing director Mac Ngan Boon(pic) said.
Muhibbah Engineering
Eldest son, Mr. Mac Chung Jin has been Deputy Chief Executive Officer of Muhibbah Engineering M Bhd since September 02, 2013. Mr. Jin served as the Head of Business Development in Head Office at Muhibbah Engineering M Bhd since 1999 and Involved in project business development for it and co-ordination of various projects in it. From 1995 to 1996, Mr. Jin served at Muhibbah Engineering (M) Bhd as an Engineer for the Proposed Temporary Bund, Earthwork, Perimeter Revertment and Berthing Structure and Port Dickson, International Marina & Resort Development at Teluk Labuan Bilek, Mukim Sirusa Port Dickson, Negeri Sembilan. From 1997 to 1998, he served as Planning Engineer for The Execution and Completion of Civil and Structural Works for the Large Agents and Agents Building at Kuala Lumpur International Airport, Sepang, Selangor. From 1997 to 1999, he served as Project Manager for Cadangan 2 Blok Bangunan Pangsapuri No. 6 yang mengandungi 200 unit Pangsapuri, 1 Blok kemudahan Rekreasi di atas sebahagian Lot PT 52 Teluk Labuan Bilek, Mukim Sirusa Port Dickson, Negeri Sembilan. He also served as Project Manager for Breakwater, Shore Protection, Seawall, Revertment, Land Reclamation and Dredging work for Waterway for Proposed Port Dickson International Marina and Resort, Negeri Sembilan. He has been an Executive Director of Muhibbah Engineering M Bhd since May 15, 2014. Mr. Jin holds B. Eng (Hons) Civil Engineering from Oxford Brookes University.
Favelle Favco makes cranes that sit atop the world's tallest structures
Younger son, MAC Chung Hui 33 is CEO of Favelle Favco Bhd, subsidiary of Muhibbah Engineering.
Favelle Favco cranes built the Burj Khalifa in Dubai, Taipei 101, the Petronas Twin Towers, the Shanghai World Financial Centre and also the Jin Mao Tower in the city.
The company's cranes were also used in 1967 to build the World Trade Center twin towers in New York which were destroyed in 9/11. Favco cranes are now helping to build the replacement tower One World Trade Centre.
Favelle Favco cranes have been used to built the Jin Mao Tower (left), the Shanghai World Financial Centre (right) and the Shanghai Tower (foreground).
Home built
Favco cranes are made in the Senawang Industrial Estate, just south of Kuala Lumpur.
There, on a sprawling 17-acre site, all the pieces that make up a crane are fabricated, assembled, tested and then shipped overseas.
Some 35 engineers work on design, research and development. Another 15 do the same at a smaller plant in Batu Tiga, Selangor. An outfit of almost similar size works out of the company's Sydney office.
This Sydney office is the link to the company's history. Favelle Favco began as an Australian company and was bought over by Muhibbah Engineering (M) Bhd, a company controlled by Chung Hui's father, Mac Ngan Boon, in 1995.
“Muhibbah was looking to diversify its business at that time and it was thought this was an investment we could help build,” Chung Hui says.
Mac Senior had high expectations. The company he bought was not doing well. It had been around for some 30 years but had gone bankrupt several times in the course of a chequered history.
“So when we took over the company, the challenge was very clear: Make sure it doesn't go belly up! And make money!”
Much-needed break
“The first few years were very difficult,” Chung Hui says. “We had to learn the business from scratch, and it took us more than five years before we had a good grip over things.”
“There were ups and downs but two breaks helped us. In 1997, we were awarded pioneer status by the Ministry of International Trade and Industry, and that meant we didn't have to pay tax for a few years. That gave us some breathing space.
“We were also accepted as a vendor by Petronas and managed to win a few contracts to supply offshore cranes. We were still on the learning curve at that time, working hard to establish our reputation. So the Petronas support at a critical time was helpful.”
Chung Hui: ‘You cannot depend on today’s demand to determine tomorrow’s needs.’
Chung Hui himself joined the company in 1999 after graduating from Nottingham University with a civil engineering degree. In 2004, he became CEO.
How has the company fared since? In 2006, it was listed on the second board of Bursa Malaysia. The following year it transferred to the Main Board. Today it has a market capitalisation of RM250mil. Sales have averaged RM490mil annually and profits RM29mil over the last five years. Return on equity has been in the region of 16%.
“So, from a financial point of view, I think our performance has been respectable. We now contribute to about 30% of Muhibbah Engineering's turnover,” Chung Hui says.
Can he maintain this level of performance? “Our best year was 2007-2008, when the global construction industry and the oil and gas industry were at a height. Yes, we tend to do well when there is a building and investment boom.”
What about now, with parts of Europe sick and the US economy yet to fully recover?
“We are a global company and if one part of the world is in the doldrums, some other part may be very vibrant and that helps to even things out somewhat. In fact, our volumes are very close to pre-crisis levels again.”
“Asia generally is still going strong, and you can point to the Chinese market, for example, and see tremendous potential there,” Chung Hui adds.
“What we have to make sure is that we are at the right place at the right time.”
Heavy business
How does Favelle Favco differentiate itself from the competition?
“We are in a niche market. We specialise in the manufacture of specific types of tower and offshore cranes. We are not involved in the mass tower crane market or the mobile crane market, for example.
“Our specialty is the construction of “high speed high lift” tower cranes. We move heavy things up and down fast. Some people say we are No. 1 in this market segment.
What does “heavy lifting” mean in the crane business?
“In tower cranes, we are talking about moving 60 tonnes or more. In recent years, we have been delivering tower cranes that can lift more than 300 tonnes. That has become normal for us.
“But we are outdoing ourselves now. Just last month we shipped an offshore crane to a customer in Germany that will be used to build offshore wind turbines. The crane has the ability to lift 1,000 tonnes,” Chung Hui says proudly.
So technological improvements are important to maintaining the company's competitiveness.
“Yes, and that is why we have a good research and development team. We have a good mix of Malaysian and non-Malaysian engineers, with most of them based here. We believe it is good to have people with different skills and ideas and from different backgrounds working together.
“What is important is that our engineers should be able to deliver what our customers want,” Chung Hui says.Chung Hui gets most excited when he talks about his current pet project, to build a sub-sea crane. This involves developing the technology to handle loads located below the surface of the sea.
“We are in new territory here. The science involved is different. You must be able to compensate for vessel motion caused by wave movement.
“But if you want to be part of the oil and gas industry, which is where the demand is going to come from, you have to ask yourself whether you want to check this out.
He clearly knows what he wants. His engineers are hard at work.
Note:Research for this article has been supported by the International Trade and Industry Ministry to promote discussion of how companies can change and innovate to become more competitive.
A two-pronged strategy for growth
Mac Chung Hui on Favelle Favco's growth strategy:
● We have a two-pronged strategy. The first is to establish a presence in the Chinese market. The potential there is huge. Many of our suppliers and competitors are also there. So this is a priority.
● We have just established a small operation in Shanghai. We need to add capacity, and our target is to sell about 10 to 12 cranes a year for a start.
● We also want to expand our rental business for tower cranes in China. We currently have a fleet of seven cranes, and our target is to rent out at least 50 medium to large-sized cranes within five years.
● The second prong of our growth strategy is to ramp up our service business. The life of a crane is between 20 and 30 years, so servicing and maintaining them can be a sizeable business on its own.
● Our servicing revenue has grown over the years. It now makes up about 20% to 25% of total revenue. Our target is to develop our service business to be as large as our manufacturing business. That will give us a steady cash flow. It will also reduce our exposure to the ups and downs in the manufacturing side of the business.
Photo from Malaysia Tatler
2007 The Star
