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Showing posts with label Malaysia. Show all posts
Showing posts with label Malaysia. Show all posts

Wednesday, 7 August 2013

Corporate Pricess 3 : Ruth Yeoh and siblings 企业公主系列3 : 杨佩君姐弟

Our blog on Carmey Chuah and Dianna Lee Cheng Wen consistently get higher number of search and click every weeks. We decided to continue on such series and this is our 3 report on Corporate princess.

 Ruth Yeoh 杨佩君is familiar face in Malaysia. Being eldest daughter of YTL Corporation 's Tan Sri Francis Yeoh daughter and executive director of YTL Singapore, a high profile enviromentalist, promoting sustainability, corbon control and Green technology.

We managd to find a Youtube video of Ruth Yeoh on National Geographic channel. 

Ruth Yeoh , 30 is married to Kenneth Khaw. Ruth graduated with a degree in Architectural Studies (Hons) from the University of Nottingham in UK and an MSc in Management from Cass Business School in London.

Younger brother of Ruth Yeoh, Mr Jacob Yeoh杨恭耀, the eldest son of Mr Yeoh, is deputy CEO of the telecommunications firm. In charge of Yes 4G WiMAX technology.

Jacob Yeoh and partner Fiona Oon at one function.

Francis Yeoh's 2nd son Joseph Yeoh杨恭贤 will marriged primary schoolmate next year
Francis Yeoh's 2nd son Joseph Yeoh杨恭贤,LLB,VP of YTL Hotels & Properties & YTL Land & Development who in charge of group F&B, retail etc,  will marriged primary schoolmate next year

The youngest of five siblings call Mr Joshua Yeoh,graduated from Cambridge University with a master's in civil engineering.

There is more where they come from. Ruth and Joshua are only two of a batch of 27 of the YTL bloodline (YTL stands for Yeoh Tiong Lay - founder of the group and the elder Mr Yeoh's father) pottering about in the many units that represent the smorgasbord of businesses held under the sprawling YTL umbrella which spans Malaysia, Singapore, Indonesia, China, Australia and Britain.

Eventually, one of these privileged young people - the children, nephews and nieces of Mr Yeoh, armed with elite academic qualifications - will lead the mammoth family enterprise beaten into steady shape by its chief steward.

The rest potentially stand to be chief executive officers of the conglomerate's respective businesses which Mr Yeoh has cleverly divvied up into 'bite-size' operations.

'They belong to the generation that tasted some wealth yet competed for the best universities on their own strength. That's the first test of meritocracy. All 27 of them have not been mollycoddled. That's my greatest joy,' says Mr Yeoh.

He admits that he can no longer micro-manage the group which has grown by leaps and bounds and has a fat kitty of RM12 billion (S$4.94 billion).

'I'm introducing CEOs now into each organisation, not MDs (managing directors) as that's the old way. I could macro- and micro-manage during my time then but not today. I can't be a strategic thinker as well as a micro-manager.'

YTL GROUP was founded by Tan Sri Yeoh Tiong Lay, Mr Yeoh's grandfather came to Malaya from China's Fujian province in 1920 with no education nor kin.

It began as a petite construction business in 1955 and has grown from a single listed entity in 1985 to a huge business empire with businesses in regulated utilities, infrastructure, real estate, hospitality, and telecommunications.

A civil engineer, Mr Francis Yeoh took over the running of YTL in 1978 and grew it into a global conglomerate comprising six listed companies, which will soon be down to five as it is in the midst of privatising YTL Cement through a share swap. They have a combined market capitalisation of more than RM34 billion.

A decade ago, the group was completely reliant on its Malaysian business. Today, it derives more than 75 per cent of its revenue from abroad. The plan to hedge the group's business took place steadily and with calculation over a decade.

Mr Yeoh's penchant for scooping up valuable assets in distressed times and turning them into gems in the cash-plump stable is widely known.

YTL Power International, which is 53 per cent owned by YTL Corp (both are listed on Bursa Malaysia), bought Singapore's second-largest power company PowerSeraya in 2009 from Temasek Holdings for $3.8 billion, which included debt of $200 million. The purchase took place at the height of the global financial crisis.

Seven years before that, YTL, a relative unknown in Europe, trumped the Royal Bank of Scotland and became the proud owner of Wessex Water. The group bought the asset from a unit of failed energy trader Enron for £1.24 billion (S$2.4 billion).

In early 2010, Citigroup, to restore its balance sheet, sold one of Japan's most famous ski resorts Niseko Village to YTL Group for 6 billion yen (S$99.6 million).

'I've been watching Niseko for a while and had waited for the right time. Citigroup was willing to sell it at the right price and that's what made it compelling,' he says.

While PowerSeraya and Wessex fit snugly into the group's affinity for regulated assets, Niseko fell right into place with its high-end full-frills hospitality business.

Such opportunities in crisis have enabled the group to diversify its operations and spread its wings across many continents.

No surprise then that Mr Yeoh is hoping he can work the same kind of magic again in the current slowdown.

'I like headwinds. We can buy a lot of assets,' he says, true to form.

'If there's an economic implosion, the system cleans up by itself. Since 2008, there has not been such a cleanup. Not many dare mark to market their properties or assets,' he groans, clearly referring to the absence yet of attractively- priced assets for the group to pounce on.

He expects that turning point 'when something gives' to happen some time closer to the second half of this year.

The group is, predictably, trawling for regulated and property assets. On the radar are malls in China and Singapore.

'For Singapore, probably with this implosion of sorts, holders of assets who are highly geared may want to let go of malls,' he says.


IN SINGAPORE, the YTL Group's Starhill Global Real Estate Investment Trust, which is listed on the Singapore Exchange, owns Wisma Atria in Orchard Road and Ngee Ann City. The facade of Wisma Atria, a popular mall in uptown Orchard Road, is currently undergoing extensive redevelopment and will soon showcase double-storey flagship stores of international brands in the mid to high-end segments.

The group has also been expanding its real estate involvement here which currently comprises Sandy Island and Kasara The Lake on Sentosa Cove, and Westwood Apartments in Orchard Boulevard.

Update : What happen in 2013 







杨忠礼孙女崭露头角 杨佩君要为地球添绿荫
韩宝镇 (2011-12-11)

杨佩君(30岁,已婚)是杨忠礼新加坡(YTL Singapore)的执行董事,全职负责杨忠礼机构的可持续发展事务。
她拥有英国诺丁汉大学建筑学学位和伦敦卡斯商学院(Cass Business School)硕士学位。自24岁加入公司后,她就开创了环保部。对她来说,个人之后所做的一切工作,都是最自然不过的。
父亲早年开发马来西亚邦咯岛度假村(Pangkor Laut Resort)时,常带着小佩君到岛上,并要她亲手栽种小树和灌木。
杨忠礼机构所经营的业务横跨各领域,有发电厂、电力供应、洋灰生产、建筑、酒店与房地产、土地开发、电子解决方案(e- solutions)、豪华火车“东方快车”(The Eastern and Oriental Express)和升禧环球房地产投资信托(Starhill Global REIT) 等等。
它强调“环境传道”,不仅要教育公众,也对社区领袖灌输环保意识。通过YTL-RARE(Rare Animal Relief Effort,珍稀动物拯救行动)东南亚游学计划,教导领袖们在自己的社群发起“迷你运动”。杨忠礼电力国际公司在新加坡的西拉雅能源(Power Seraya)也推出计划,把大专生培养成能源节约的倡导者。
让环境持续发展 不是说说罢了
杨佩君的身份也具有说服力。她本身就是美国瑞尔保护协会(RARE Conservation)和保护珊瑚礁组织Reef Check Malaysia最年轻的信托人。
她指出,集团以对环境负责任的态度去建设邦咯岛度假村、日本的二世古村(Niseko Village)和北婆罗洲沙巴的加雅娜岛(Pulau Gaya)度假村等,不对周遭自然环境造成破坏。
“我认为作为一个集团,我们这么做并不单是为了生存而已,也是因为这对我们的心灵有好处。这正是人们为我们出力;我们的利益相关者(stakeholders)尊敬我们;投资者对我们作出投资的理由。他们知道我们不是说说罢了,而是说了就会去做。” ..


集团内部的清洁发展机制(Clean Development Mechanism,简称CDM)咨询团,不仅为集团出主意,也为其他公司提供咨询服务,以推广企业绿化行动。CDM是按京都议定书而制定的,让公司通过售卖“排放减量认证”(Certified Emission Reductions),把对环境的改善转为现金流。


此外,杨佩君的弟弟杨恭耀,也在近年开始加入公司团队,担任杨忠礼通讯私人有限公司的副首席执行官,推动口碑良好的YES 4G手机与语音服务,姐弟两所负责的任务越来越多,可见杨家正一块块的为企业接班路铺上基石。




 針對兩人即將於今年12月舉行的婚禮,他披露,很大的可能是在吉隆坡大華酒店(The Majestic Hotel)設宴,兩人迄今仍未決定將會到哪裡度蜜月。




12个月的律师楼生涯训练和装备他的思维也对他如今的事业有所助益。“我的哲学是让大家欢笑,不管他是什么人、从事什么工作,我想这一点非常重要,而且也是酒店业的基础。不过,我不需要人家告诉我这一点,我很早就知道。从小,不管做什么,我就喜欢让周围的人快乐。很多人问我……比如圣诞节要什么礼物,我都说随便你要给什么,或者是换成我要给你一些东西,因为我想看到你欢笑,所以我对现况以及能为很多人准备很多东西,尤其是我在乎的人而感到开心和感恩,So it's good。”


他目前身兼YTL Hotels & Resorts以及YTL Land & Development私人有限公司副总裁,负责餐饮、土地开发、酒店、零售业务,也协助日理万机的父亲打理“时光之旅名表珠宝展。”





作者:英國《金融時報》 拉胡爾•雅各布 2011-12-25 (
楊忠禮集團(YTL)董事總經理楊肅斌(Francis Yeoh)正在闡述集團旗下酒店業務的管理哲學,這時,談話出現了意外的轉折。他當時正在香港一個大型酒店投資會議上發表講話,觀眾席中有來自亞洲和美國的150名高管。

當我問他,楊忠禮集團的主業是基礎設施,他是如何創建一項備受尊敬的酒店業務的時候,他回答,他年輕時從同胞馬來西亞華裔億萬富翁、酒店業者郭鶴年(Robert Kuok)那裡學到了一個重要教訓。郭鶴年是香格裡拉(Shangri La)酒店集團的所有者。郭鶴年曾告訴他,在酒店行業,存在一個“倒金字塔結構”,“員工是公司中最重要的資產”,因為接待客人的不是首席執行官,而是員工。



這位曾在倫敦西區的金斯敦大學(Kingston university)就讀、現年57歲的土木工程師表示,有一條主線把他經營的這個綜合企業的各種業務粘合在一起,其中包括英國供水公司Wessex Water、他在馬來西亞和新加坡擁有的發電廠、他的公司在吉隆坡修建和經營的機場快速鐵路以及他在法國、日本和馬來西亞擁有的酒店。核心競爭力是一名工程師的象徵:比其他人更高效的創建並經營大型項目。



在2002年收購Wessex Water後,YTL贊助了一場在巴斯舉辦的免費音樂會,表演者是盧奇亞諾•帕瓦羅蒂(Luciano Pavarotti)、普拉西多•多明戈(Plácido Domingo)和何賽•卡雷拉斯(José Carreras)。在與“世界三大男高音”簽訂的協議中,有這樣一個要求,他們必須演唱贊美詩《我心靈得安寧》(It is well with my soul)。

上世紀90年代中期,帕瓦羅蒂曾在楊肅斌在馬來西亞的綠中海度假村(Pangkor Laut Resort)的開業儀式上演唱。楊肅斌開玩笑地將該度假村稱為“生育診所”,因為有幾對夫婦在入住期間懷孕。他解釋道:“因為無事可做,所以最後在這方面做了很多。”

今年,YTL試圖收購美國酒店集團Rosewood Hotels,但出價低於香港新世界酒店(New World Hospitality)。Rosewood Hotels是紐約凱雷酒店(The Carlyle)的所有者。坐擁140億林吉特資金的楊肅斌熱切盼望著一場金融危機的到來,但讓他失望的是,掛牌出售的資產沒有增多。


鑒於這種對不良資產的興趣,人們毫不意外的發現,他曾仔細研究過沃倫•巴菲特(Warren Buffett)的投資哲學。他表示:“我們不相信收購企業、對其進行美化然後將其出售的哲學。我們購買的是那些我們能夠利用我們的改造能力令其增值的企業。”


在Wessex Water的例子里,他驕傲地表示,該公司在過去4年連續獲得英國最優秀水力公司的稱號。他當年以14億英鎊從安然(Enron)手中收購了Wessex Water。




以自嘲方式來闡釋商業智慧的這種習慣正在源源不斷地展現出來。楊肅斌講到了這樣一項挑戰:YTL集團旗下經營著曼谷至新加坡的東方快車(Eastern & Oriental Express)豪華專列,他們試圖吸引更多非日本亞洲客戶乘坐這趟專列。







最新 : 2013年最资深有经验美丽的企业公主

Tuesday, 6 August 2013

The Man Who Brings Water to Bath YTL Corporation's Francis Yeoh 英國人 都喝他的水 楊忠禮集團總經理 楊肅斌

One of Asia's 25 most powerful entrepreneurs, he controls electricity transmission in South Australia and water services in southwest England. But what's on his mind right now is some down-home cooking...

It's around lunchtime in the narrow corridors of Lot 10 Hutong, the "heritage food village" in the basement of Kuala Lumpur's upscale Lot 10 Mall. A man in his early fifties with a distinctly Chinese face is bent over his plate, his suit jacket hung over the back of the restaurant chair. He is eating a dish of dark, soy sauce-soaked char kway teow – a popular Malaysian take on fried rice noodles – which set him back the equivalent of NT$100.

"You don't have black bean soy sauce like this one in Taiwan," the man says in Hokkien, the language known as "Taiwanese" that originated in China's Fujian Province and is widely spoken by ethnic Chinese throughout Southeast Asia.

The noodle eater is billionaire Francis Yeoh, managing director of YTL Corporation, a highly profitable conglomerate spanning energy companies, luxury hotels, shopping malls and a 4G mobile network.

On Oct. 21, 2011, Yeoh took a private plane to visit the Taiwanese offshore island of Jinmen (also known as Quemoy) from which the Yeoh clan hails. After stepping off the aircraft, he knelt down to kiss the soil of his ancestral homeland.

Yeoh conceived of Lot 10 Hutong – which features the signature dishes of local eateries that have been around for at least two generations – with the culinary preferences of his parents in mind. He wanted them to have easy access to their favorite dishes and snacks such as prawn noodles, char kway teow, and roti, the South Asian grilled flatbread."All four generations in our family eat these.

The younger generation has stopped eating these dishes. I really fear they could vanish one day," he remarks.

Jinmen Island is the native land of Yeoh's grandparents. The dormitory, library and auditorium at National Quemoy University were all donated by the Yeoh clan. But in other parts of Taiwan, few people know about the clan's influence and largesse.

In terms of revenue, YTL Corporation is Malaysia's largest ethnic Chinese business. As the largest private infrastructure company and public utility business in Asia, YTL Corporation counts among only a handful of Malaysian multinationals. The conglomerate earns 85 percent of its revenue and profits overseas.

YTL group companies provide electricity to the entire state of South Australia, generate one third of Singapore's electricity, and supply 1.2 million households in the southwest of England with water and wastewater services.

Malaysia's Largest Ethnic Chinese Business

Also part of the YTL empire are two power plants in Malaysia, luxury hotels in France, Japan and other parts of Asia, two upscale department stores on Singapore's Orchard Road, the luxury retail malls Starhill Gallery and Lot 10 Mall, two five-star hotels and two holiday resorts in Kuala Lumpur.
Yeoh was the only entrepreneur in the entourage of Malaysian prime minister Najib Razak when he addressed the World Economic Forum in Davos, Switzerland in late January.

Less than a month later, on Feb. 19, Najib and Singapore prime minister Lee Hsien Loong announced plans for a high-speed rail link between Singapore and Malaysia to be built under a BOT public-private partnership. The new rail link, expected to be operational by 2020, will shorten train travel time for the 315-kilometer distance between Kuala Lumpur and Singapore from six hours now to just 90 minutes, making daily commutes between the two metropolises possible.

In announcing the project at a joint news conference, Najib said: "It will change the way we do business, the way we look at each other, the way we interact." Getting the costly train link back on the drawing board (it was shelved during the Asian financial crisis) was the handiwork of Francis Yeoh, who began to lobby the two governments, raise funds and plan the project seven years ago.

Yeoh is not a newcomer to railway transport. YTL holds a 50-percent stake in two train services linking KL International Airport and the city's central station, and it operates the Eastern & Oriental Express luxury train, which services routes linking Singapore, Malaysia, Thailand and Laos.

The furniture and interior decoration of Yeoh's office in the YTL Headquarters are very British. Visibly relaxed Yeoh sits on an English sofa with his left leg crossed under the right knee, drinking English tea, as he takes time out for an exclusive interview with CommonWealth Magazine. Yeoh was born in 1954, the year of the horse in the Chinese zodiac, which explains the ubiquitous presence of horse figurines in his office.

He charms the interviewer with his witty humor and chats animatedly and eloquently, freely sprinkling his fluent British English with Malay, Mandarin and Hokkien expressions.

Forbes magazine lists Francis Yeoh's father Yeoh Tiong Lay as Malaysia's seventh richest man, worth US$2.8 billion, making him a member of the global billionaires' club. Fortune magazine ranked the son as one of Asia's 25 most powerful business personalities.

Yeoh's father, Yeoh Tiong Lay, founded YTL in 1955 as a construction firm. Before Francis took over in 1988, YTL Corporation only contracted small projects such as repairing military camps and building government projects such as armories, schools and clinics.

Under the stewardship of Francis, who has a civil engineering degree from Britain, YTL expanded over the last 25 years into a multinational cross-industry enterprise with seven listed companies and 12 million customers around the globe. The conglomerate is now active on three continents and boasts annual revenue in excess of NT$300 billion. Aside from the Kuala Lumpur stock exchange, stock market listings of YTL or one of its affiliates include Frankfurt, Tokyo, New York and Singapore.

While the rest of the world has caught "China fever," Yeoh has kept a cool head, and remains wary of investing in the utilities industry there.

"Why can't we do it in China? I cannot do it in India yet, nor Vietnam or Indonesia, but I can do it in Singapore, Britain and Australia where the regulatory framework is very transparent. Why am I in Australia, Singapore, and Britain in utilities? Because they have a regulatory framework, there is no black box, no corruption. Business is clear. Malaysia's regulatory framework is not as mature as that of Singapore or Britain or Australia," Yeoh states frankly.

It's not that Yeoh has not toyed with the idea of making it big in China. In the early 1990s he tried to tap the China market, like other entrepreneurs at the time, filled with enthusiasm over the huge opportunities there.

He signed an exclusive agreement with local government officials in Jiangxi Province for the construction of a power plant. However, not much later he found out that similar agreements had been inked with six other competitors. "They don't understand that regulations and contracts are inviolable," he comments.

Yeoh is generally known to be a prudent investor with a long-term outlook.

"What led to the economic disaster?" he muses. "The whole world, including the legal system, government, people, couldn't stop their short-term thinking. It was too good, too profitable, and nobody wanted to question it."

Yeoh's aversion to what he calls "short-termism" becomes apparent in his investment strategy. YTL buys up companies during economic downtimes and favors public utility concessions that guarantee stable returns over a long period. As a result, YTL's compound annual growth rate before taxes has averaged an astounding 55 percent for the past 15 years.

"If you invested in me US$1 million, today it'd be worth US$150 million. That's not too many years. In 30 years you have 150 times profit," Yeoh says.

Yet in the financial markets, the prevailing focus is on dividends and short-term gain, and his company's stocks remain unfashionable.

"Nobody likes to buy my stuff," he concedes. "They like to hear Enron stories. 'What's the next quarter?'"

American energy company Enron's once soaring profitability came derailed by an accounting scandal, and ultimately bankruptcy, in 2001.

Yeoh is also well aware of the importance of good service.

"I got 12 million customers in the world," he says. "I am not a politician. Politicians got five years to do something. I don't have. Because if my service is no good, my 12 million customers will become zero tomorrow."

A devout Christian, Yeoh suggests that business people think long term for the sake of bettering people's lives. "If you are given the privilege of being president of a company, you can make a difference," he says.

Yeoh's war chest is filled with cash in the order of NT$100 billion and he frankly admits that he eagerly awaits the next financial crisis to go on his next buying spree. He believes the bubble needs to burst to bring investors to their senses and restore discipline in the markets. The YTL business empire always expands when others are hit by crisis.

Thriving Amid Crises

In 1992 when Malaysia suffered a major blackout, Yeoh convinced the government to privatize the country's power industry. Subsequently, YTL was awarded the country's first independent power producer (IPP) license.

During the Asian financial crisis in 1997, Yeoh bought up several luxury department stores in Singapore and Kuala Lumpur at bargain prices. He also acquired PowerSeraya Ltd. from Singapore's state-owned investment firm Temasek Holdings. Now called YTL PowerSeraya, it supplies one third of the city state's power needs. In 2000, Yeoh bought a stake in ElectraNet Pty. Ltd., which owns and operates the power transmission grid for the state of South Australia under a 200-year concession.
He is also proud of having shown up Japanese competitors in the construction business.

"Japanese people at that time were competing against us. They lost to us all the time. 'How can a Japanese company lose to a local Malaysian company?'" Yeoh recalls triumphantly.

YTL had introduced slip forming systems which allow pouring concrete round-the-clock by continuously sliding the formwork vertically or horizontally. "We worked 24 hours. We scared them. They woke up the other day and the building was taller by two stories. Because we can do 24 feet in one night"

But YTL, then virtually unknown in the West, truly moved onto the international stage with a takeover bid in 2002.

Beating out formidable rivals such as Hong Kong property magnate Li Ka-shing and the Royal Bank of Scotland, YTL bought Wessex Water, a water and sewage services company in southwest England, from Enron's water utility company Azurix.

Britain's Daily Telegraph commented on the unexpected deal with the irreverent headline "Who the Hell are YTL?"

An opera lover, Yeoh came up with an ingenious idea for showing his clout and winning local customers' trust: He flew the world-known "Three Tenors" – Placido Domingo, Jose Carreras and Luciano Pavarotti – to Bath in England for a free concert. The ensuing flood of thank-you letters showed that public misgivings had been dispelled.

A world in crisis is the best hunting grounds. When his prey is starving, Francis Yeoh is most likely to pounce on the market. Amid the current global economic downturn, Yeoh, sitting on hundreds of millions of cash on hand, is widely expected to go on another hunt for easy prey.

By Monique Hou
From CommonWealth Magazine
Published: March 06, 2013 (No.517)
Translated from the Chinese by Susanne Ganz

More : Corporate Princess 3 : Ruth Yeoh and siblings

 英國人 都喝他的水 楊忠禮集團總經理  楊肅斌

天下雜誌 517期       



他是楊肅斌,楊忠禮集團(Y TL)總經理,馬來西亞第一大華商,亞洲最有權力的二十五位企業家之一。





YTL 大馬第一華商



































相关新闻: 产业酒店能源业务推动 杨忠礼机构全年赚13.3亿

Monday, 5 August 2013

Thailand and Malaysia Hit Their Stride 1 撈油元、賺綠金 東盟雙雄馬泰爭鋒 1

While recession continues to hobble Europe and North America, and economic growth is slowing in China and India, business is still brisk in Southeast Asia. The 10-member Association of Southeast Asian Nations, the world's second largest unified market, is growing faster than any other region in the world and boasts the youngest consumers. That is why ASEAN members Thailand and Malaysia have become hugely attractive investment destinations. The countdown is on. Who will be able to cash in on lucrative business opportunities on the Thai-Malay peninsula?

Malaysia, the Petrodollar Magnet

In late January, Malaysian prime minister Najib Razak proudly told the World Economic Forum in Davos, Switzerland, that his government believes that Malaysia can post a growth rate of above 5 percent per year and that the goal of annual per capita income of US$15,000 by 2020, which would turn Malaysia into a high-income nation, is achievable.

Malaysia's economic transformation has not really followed the government's script, which focused on the development of the biotech and electronics industries. Instead, the predominantly Muslim country rather unwittingly turned into the favored investment destination for "petrodollars" from the oil-producing Middle East thanks to its huge advantage resulting from the country's ethnic mix, dominant religion, languages and culinary tradition.

The most striking experience when visiting the Malaysian capital of Kuala Lumpur is the highly visible presence of people from the Middle East. At least five of the nine core industries that are the focus of Malaysia's Economic Transformation Program depend on the influx of petrodollars from wealthy Arab investors. So it is only natural for Malaysia to play the role of "petrodollar catcher."
The five petrodollar-hungry industries are: financial services, tourism, education and medical care, food and agricultural products processing, and fairs and exhibitions. The other four industries singled out for priority development are electrical and electronics manufacturing, petrochemicals and oleochemicals, the creative industries, and logistics.

Devout Muslims follow a distinct lifestyle that includes all areas of life including dress, diet, entertainment and travel. Products and services that do not comply with Islamic doctrine are therefore not marketable to Muslim communities.

Last year, a tour group from the Middle East nearly went without eating during a trip to Taiwan because halal restaurants and foodstuffs – certified as permissible to eat under Islamic dietary guidelines – proved hard to find.

"If they don't see a halal certification sign, Muslims won't step into a restaurant," explains Ho Yoke Ping, general manager for sales and marketing at Malaysia Convention and Exhibition Bureau.
Arab tourists already account for 40 percent of Malaysia's foreign visitors. And 66 percent of the local population is Muslim.

A Trade and Travel Hub for 1.8 Billion Muslims

In late November last year, the Kuala Lumpur Convention Center (KLCC) hosted Intrade Malaysia, an exhibition for exporters. Almost half of the visitors wore traditional Islamic clothing – head scarves and long, flowing robes.

Aside from the Arab countries, Malaysia is the only nation in the world where the government controls Muslim affairs. Foods, cosmetics, and pharmaceuticals can only be imported into the country if they have been certified as halal by one of fifteen government-authorized institutions.

Once a product obtains certification in Malaysia, Muslim markets around the world recognize it as halal, notes Abdullah Fahim, chairman of the Islamic Food Research Center (IFRC) in Kuala Lumpur. Malaysia issues the largest number of halal certificates in the world.

Multinational food giant Nestle has chosen Malaysia as production base for its halal products. Revenue in the Muslim food segment has been growing at a double-digit rate for several years in a row.

While Arabs account for 40 percent of Malaysia's recreational tourists, more or less the same Arabic presence is found at conferences, exhibitions and in medical tourism, notes Australian Peter Brokenshire, KLCC general manager. "In these sectors, Malaysia has no competitor," he asserts.

The Face of Modern Islam

Kuala Lumpur's glitzy department stores swarm with Muslim customers wearing colorful, stylish head scarves and lavishly spend their money.

City Center Park right next to the Petronas Twin Towers is packed with Muslim families enjoying the day. Fathers take snapshots of their frolicking children, watched over by mothers in head scarves, plucking up the hems of their long flowing dresses.

"In their own countries they probably wouldn't be able to dress that way," remarks Ho Chia-chun, a Taiwanese physician living in Kuala Lumpur. Suddenly he breaks into laughter, noting that Malaysia, as a less strict Muslim society, has certain unspoken incentives for Arab visitors. Since the weather is hot in Malaysia, the local women dress lightly and fashionably. "Haven't you noticed the Arab people sitting around in department stores, watching people come and go?" Ho asks rhetorically.

KLCC communications manager Kuzalmah Idris frankly admits that Malaysian women dress differently, in a more Westernized manner. "Right, we are modern Muslims," she quips. Idris wears a short skirt and her face is carefully made up.

At the time of the reporter's visit in late November it was not yet high season in Malaysia, yet occupancy in big hotels and smaller pensions invariably exceeded 90 percent. "We are booked that full during the whole year, it's been like that for a few years now," confirms the receptionist at our hotel.

During breakfast time, children with curly black hair and full dark eyelashes run around the hotel restaurant.

In disbelief, the reporter looks at a young couple from Abu Dhabi with their seven-year-old daughter in tow when she hears that they are visiting Kuala Lumpur for the ninth time this year.

Malaysia's popularity in the Muslim world seems unchallenged. The Global Islamic Finance Report 2012, published by Edbiz Consulting in cooperation with CIMB Islamic Bank, names Malaysia, not Singapore or Indonesia, as the gateway to the world's 1.8 billion Muslims.

Islamic Banks Post Fastest Growth

U.S. ratings agency Standard and Poor's also confirms that Malaysia controls the second largest amount of Islamic financial assets, right behind Saudi Arabia, and serves as the true transaction center of the Muslim world, issuing seventy percent of Sukuk Islamic bonds.

Standard and Poor's points out that global Islamic financial assets are worth US$5 trillion, about ten times Taiwan's GDP, and growing at the pace of 17 percent per year. In the past seven years, the average growth rate of the Islamic wealth management market reached 36 percent, making it the fastest growing financial service market worldwide.

Asian countries are competing for the petrodollar-based fortunes of wealthy Muslims. In addition to Singapore and Malaysia, China and Hong Kong have begun to aggressively enter the Islamic finance business. China has already designed a training program for Islamic wealth management planners.
Taiwan, however, seems to sit on the sidelines as others seize the business opportunity of Islamic finance.

Liu Tsung-sheng, president of Yuanta Securities Investment Trust Co., recently attended a seminar on Islamic finance in Kuala Lumpur. To his surprise, "the financial supervisory officials from Hong Kong and China were all there, but I didn't see anyone from Taiwan."

Mah Siew Keong, chairman of the Malaysia External Trade Development Corporation (MATRADE), notes that although Taiwan is Malaysia's eighth largest trade partner and investor, both trade and investment between the two countries have stagnated in recent years. "Taiwanese businesses should not miss out on the new direction Malaysia is going in development," Mah warns.

By Monique Hou
From Taiwan CommonWealth Magazine
Published: March 06, 2013 (No.517)

Translated from the Chinese by Susanne Ganz

撈油元、賺綠金 東盟雙雄馬泰爭鋒 1





















  “拿到馬來西亞的認證,全球伊斯蘭教市場都承認你,”認證機構IFRC總經理法信(Abdullah Fahim)指出,馬來西亞已成全球第一大清真商品認證國。


  馬來西亞不只四成觀光客是中東人,會議、展覽、觀光醫療,“中東人的生意也占差不多的比例,”吉隆坡國際會議中心,澳洲籍CEO柏肯夏爾(Peter Brokenshire)指出,“這幾塊,沒有人拚得過馬來西亞。”








Thursday, 1 August 2013

Would Jim Roger invest Tan Chong gets sole Nissan rights in Myanmar

Tan Chong Motor Holdings Bhd's (TCMH) wholly-owned subsidiary ETCM (MM) Pte Ltd has been granted exclusive rights to distribute Nissan brand completely built-up (CBU) vehicles in Myanmar.
This is in addition to the group's existing rights to sell Nissan vehicles in Malaysia, Vietnam, Cambodia and Laos.

ETCM (MM) yesterday signed a distribution agreement with Nissan Motor Co Ltd for the purpose. The deal is for a period of five years and will automatically be extended for further periods of one year.

Nissan Motor, Japan's second-largest automotive company, has a range of 64 models under the Nissan, Infiniti and Datsun brands.

It said the working capital for the new Nissan business in Myanmar for the first three years of operation is estimated at US$2.5 million, which will be internally funded.

"Distribution of the vehicles in Myanmar is expected to commence in the third quarter of 2013, with projected sales volume of about 300 units per year.

"The new business venture is not expected to contribute significantly to TCMH Group's revenue and profit for the financial year ending Dec 31, 2013 but is expected to contribute positively to the earnings of TCMH Group in the long term," said TCMH.

"Given that the Myanmar market contribution is immaterial with little financial impact and relatively small market, we leave our earnings estimates unchanged at this juncture," K&N Kenanga Research Sdn Bhd said in its note to clients yesterday.

With a pipeline of attractive new models as well as the momentum build-up by its current models, we believe TCMH is well poised to capture the booming demand of automotive in Myanmar," it said.

RHB Research Institute Sdn Bhd in its note said "its investments in frontier markets in Myanmar and Indo-China will continue to offer long-term upside,"

"Contributions (from Myanmar) in the next few years will likely be modest, although the long-term potential is enormous," RHB Research added. It has a "buy" call and a target price of RM7.40 on the stock.

HLIB Research is also positive on TCMH's new foreign foray, saying it is part of the group's long term strategic move on regional expansion plan, building a strong partnership with Japan's Nissan Motor.

"Investing into Myanmar has completed TCMH's foreign portfolio of Indochina market (Vietnam, Laos, Cambodia) with left-hand-drive," it said.

Ex-Partner of George Soros, Co-founder of Quantum Fund, Jim Roger want have exposure in Myanmar.  He said he buy stamps and collecting coins of Myanmar to have exposure in Myanmar in his new book "Street Smart". It is interesting to see whether he would he buy Tan Chong as first year sales expected to be insignificant 300 units only compare to it existing volume?

Update : Addressing TCM’s under-capacity issue
Update 2: TCM's exclusive rights to Indochina and Myanmar are well supported by its sister company, APM Automotive, which is one of the top-3 autoparts companies in ASEAN
Related Post : Thai Beverage and F&N Myanmar exposure for Jim Roger

Wednesday, 31 July 2013

Nestle Malaysia are about Milo and Halal

Nestlé started out in Penang in 1912 as the Anglo-Swiss Condensed Milk Company was acting as a trading company for the Milkmaid brand condensed milk, or as it was more popularly known, “susu chap junjung”.

It set up its first factory 50 years later in Petaling Jaya, near to the capital of Kuala Lumpur, started with local production producing sweetened condensed milk, and later its popular chocolate malt drinking powder MILO and its MAGGI instant noodle products, and later tomato and chilli sauces.
The company now employs more than 5,700 employees in Malaysia. It operates seven factories,with its main production centres in Klang Valley, Negeri Sembilan and Sarawak, all of which are halal certified. Malaysian arm of Nestlé has become a regional product supplier for Southeast Asia within the Nestlé group.“Malaysia is very well positioned within the region, it is easy to ship products in and out, and there is little bureaucracy,” Vogt explains the benefits of the group’s Malaysian presence.

The range of Nestlé products comprises more than 300 products, with MILO, NESCAFÉ and MAGGI being the best selling brands in Malaysia all of which are halal certified. and a lot of  other  foodstuff and beverages – from instant noodles to baby cereal. other brands such as Kit Kat and Nespray. “Other brands and categories also account for up to about five per cent of sales, for example ice cream and milk.”

The Damansara-based food giant manufactures its products in seven factories here and two factories in Singapore.

South East Asean

There are quite large differences in the sales volume of Nestlé brands among the countries in the Southeast Asia region, which has to do with different import regulations.

“You can see great differences in the range of products between, let’s say, Malaysia, Thailand, Indonesia or the Philippines. When Nestlé came here, Malaysia was very open, and we could invest and set up trade points and production facilities easily, while other countries like Indonesia or Thailand were more difficult because they had protection for certain local industry sectors where foreign companies were not allowed,”  said Managing Director in 2012, Peter Vogt

“However, nowadays it is starting to become more aligned. We can increasingly export into almost any country, we benefit from minimal tariffs within ASEAN, and there are almost no restrictions anymore,” he adds.

Nestlé (M) Bhd current managing director Alois Hofbauer who has recently took over the helm in February says Nestlé, which celebrated its 100th anniversary in Malaysia last year, is a “powerful company and has gained consumers trust” over the years.

Hofbauer, an Austrian relocated to Malaysia from Sri Lanka, says Nestlé Malaysia has deep roots in this country. “We are like the local multinational company. Many see us as a local MNC.”

Hofbauer says earnings driver would come from three directions – continued growth from its existing products, innovative products and export markets.

He adds that Nestlé will continue to grow and come out with more innovative products for its Milo, Nescafe and Maggi noodles. “We recently introduced Maggi Magic Meals recipe mix. It is a chicken dish in the most convenient way,” Hofbauer says.

Nestle, Hofbauer says, looks at innovation in two ways. One is for consumers through innovation and renovation of the end-products. The other innovative products include Milo Sejuk, a cold water-soluble Milo mix and the Dolce Gusto brewing machine that makes coffee from capsules.

Hofbauer says exports seem to have picked up. Nestle saw demand rise in its export markets in the first quarter ended March 31 compared with the marginal decline experienced in the fourth quarter 2012. He says Malaysia’s halal certification which is recognised around the world gave it an advantage as well enabling it to export to a lot of markets.

Hub of expertise

Nestlé was also the first foreign company venturing into the halal food industry in Malaysia as early as in the 1980s. The company set up a halal committee and introduced its Halal Policy, and even eliminated all non-halal food from its internal canteens, with the result that its production is now 100 per cent halal certified. Today, Nestlé Malaysia is the Centre of Excellence for halal within the entire Nestlé group.

Malaysia was Nestlé’s first market to apply for halal certification for all its food products. This followed the Malaysian government’s introduction of voluntary halal certification in 1994.
Nestlé Malaysia is now the company’s global Halal Centre of Excellence.

This means it offers policy guidelines, know-how and expertise on halal to other Nestlé markets.
Nestlé Malaysia’s Halal Policy outlines information on ingredients, sourcing, production, packaging and transportation of Nestlé halal products.

Nestle has chosen Malaysia as its global halal food production centre to meet the growing demand for such products in 2006.Nestlé Malaysia, producer of the company’s biggest range of halal products

Nestlé consumers worldwide have been able to buy halal versions of the company’s well-known brands such as Milo, Nescafé, Maggi, Kit Kat and Nespray since the 1980s.“And with our halal expertise here, we have a unique opportunity to serve the Middle East as well”

Today Nestlé Malaysia produces about 300 halal products in its food and beverage range which are exported to more than 50 countries worldwide.

Halal certified products are sourced, manufactured, imported and distributed in accordance with Islamic law to meet the needs of Muslim consumers.

Halal worldwide

Other leading Nestlé markets which produce halal products include Indonesia and the Middle East.
In Europe, Nestlé’s halal products are manufactured mainly in France, Germany, the Netherlands and the United Kingdom.

Nestlé halal products are also produced in the United States.

A halal inspection authority, such as the Halal Food Council of Europe, inspects the company’s factories with a Nestlé Halal Committee member to ensure products comply with Islamic law before halal certification is awarded.

Nestle’s confectionery such as Kit Kat chocolate snacks is also one of the fastest-growing product segments. “We have re-launched our Kit Kat confectionery products with a new range and have made it more affordable. In the past five to six years, it had a relatively flattish growth. After the re-launched, with fresh products, it is now growing fast,” Hofbauer says.

Nestlé is expected to add more manufacturing capacities in its plant in Chembong in Negri Sembilan. It is also working on details on setting up a manufacturing plant adjacent to its Shah Alam plant.
For the current financial year ending Dec 31, 2013, Nestle has earmarked more than RM200mil as capital expenditure (capex) to boost its operations.

“Bulk of the capex will be invested in liquid drinks and an expansion of the confectionery segment,” Hofbauer says, adding that last year the company spent about RM160mil in capex for the expansion of its culinary products and confectionery division.

Hofbauer says the group’s new plant would begin commercialisation in the first half of 2014. He adds that the new plant in Shah Alam would be mainly for liquid drink products, which,  Nescafe has a market share of 70% and Milo 50% in the ready-to-drink category.

Milo is certainly Nestle’s success story, commanding a lion’s share of the health drink market for decades. Despite its success, Hofbauer says Nestlé still has Milo under its watchful eyes.

 “Today Milo is much bigger than it was years ago. We have some 90% market share of the fast-growing health food drinks market,” he says.

Milo is very popular in Malaysia and Singapore, where the brand name is synonymous with chocolate flavoured drinks: Milo has a 90% market share in Malaysia (not the often quoted 90% worldwide share of Milo consumption), and Malaysians were said to be the world's largest consumers of Milo. This is because Milo was once used as a nutrient supplement when it was first introduced in the country, and has thus gained a reputation as a 'must have' drink for the old and the younger generations. Milo manufactured in Malaysia is made to dissolve well in hot water to produce a smooth hot chocolate drink, or with ice added for a cold drink. "Milo Vans" were often associated with sports days in these two countries, during which primary school pupils would queue up to collect their cups of Milo drinks using coupons

In 2012, the food beverages segment accounted for RM3.74bil, or 82% of Nestle’s total turnover of RM4.55bil. For the full financial year 2012, Nestle reported a net profit of RM505.3mil, or 215.50 sen earnings per share on revenue of RM4.55bil.

"In the coffee segment, Nescafe holds a 70 percent market share in Malaysia. Nestle's largest beverage brand is Milo.Our market share in coffee has been very stable over the years" said its business executive manager for coffee and beverages (Malaysia/Singapore), Don Howat.

Hofbauer says Milo and Nescafe are its star performers. He adds that Nestlé liquid drinks segment have also gained traction with strong growth in 2012 and gained market share.

Raw material

In terms of raw materials, Nestlé Malaysia uses a range of locally-grown products, but they are, however, not always sufficiently available for all the products, especially coffee and cocoa.

“We used to source cocoa from Malaysia, but since many farmers have switched to palm oil, it is not available any more at the volume we need, and we now get it from Indonesia or from other parts of the world,” Vogt says.

“We would like to use more local raw materials, but it is not always possible.”
Two examples for local products processed at Nestlé Malaysia are chilli, which is used for MAGGI chilli sauces, and rice for cereal products.

“We are working together with farmers on these specific raw materials,” Vogt says.

Nestlé (M) Bhd is set to increase the prices of its dairy products from between 4% and 8% by the middle of the year, citing rising global dairy prices as the cause of the increase.

Admittedly, Hofbauer says the group was rather boring but it has paying generous dividends to shareholders. Over the past five years, Nestlé has paid more than 90% of its net profit to shareholders.

“More importantly, not only did shareholders get dividends, they also got a nice appreciation in Nestle’s share price,” he declares.

Hofbauer says Nestle’s ability to generate cash flow enables it to reward shareholders. “Profit is an opinion. Cash flow generation is a fact.”

On a lighter note, Hofbauer, who has been with the Nestle group of companies since 1990, still finds joy with his work. “I don’t work regular hours. I will be reading emails in the morning. You have to like what you do, or it’ll be a painful scene,” he says.

Insider Asia have a analyst report of Nestle recently. Affin Investment Research said:
"All is healthy but valuations remain lofty," it said. "All in, we like Nestlé for its proven track record in strong brand and cost management; resilient demand for its products; and generous dividend payouts (above 95%).

"Nonetheless, the stock's current valuation at 27 times (above +2 standard deviation) FY14 PER fully prices this in, while yields have compressed to an unattractive 3.3%.

"We maintain our 'reduce' rating on Nestle but with a higher discounted cash flow-derived target price of RM67.05. (Previous TP: RM62.20)," Affin Research concluded.

Fairly-valued - Hold

 Kenaga, however, have a target price of RM72.80.which is based on Fwd PER of 29.0x over FY14E EPS. On account of a 10.5% share price appreciation thanks to the post-GE rally, our TP only offers a 5.5% upside now and hence we reiterate our MARKET PERFORM call.  stated Kenaga.


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Saturday, 27 July 2013

Second Daughter of Lee Kim Yew 企业公主系列2 : 李静雯姐妹

In June 2011, Dianna Lee Cheng Wen was redesignated as Group Chief Executive Officer from Executive Director of Country Heights Holding Berhad, making her, at 25 years old, one of the youngest Group CEOs in Malaysia. Lee is also the second daughter of property tycoon Tan Sri Lee Kim Yew, and is not to be confused with Dian Lee Cheng Ling, Lee's eldest daughter who heads up Clearwater Group.

Country Heights Holding Berhad have six different business units.The major one is our Property Development division, followed by our Hospitality division ( Palace of the Golden Horses )  , the Health division which carries the brand name of “Golden Horses Health Sanctuary”, Property Investment division (The Mines Wonderland) and lastly, the Education division as well.

When interview with 360celsius magazine She said : "During school holidays, I would always follow my dad around in his office as his PA. Sometimes, I would have to go through HR policies and Country Height’s SOP together with my dad. At that time, I thought that hospitality was quite interesting."

"During one of the semester breaks during my secondary school days, I came in through the back door of the hotel and stood in line with all the other casual laborers to apply for a housekeeping job. They didn’t know who I was because my identity wasn’t exposed. That was my first internship and it was with Palace of the Golden Horses as a housekeeper, and I did that for the entire school holiday. I was assigned to clean the guest rooms and staff toilets. It was the most interesting job ever! You’ll find “interesting” things while you are cleaning. "

Corporate Princess Get Bully

"Nobody knew who I was and I got bullied a little. While the others were cleaning 13 rooms, I had to clean 24 rooms. There was this point of time when my dad walked into one of the rooms and he forgot that I was doing under cover; and he greeted me. It was then that people got to know that I was his daughter and they started treating me very differently. From 24 rooms, I was only given 5 rooms to clean and I didn’t have to clean the staff toilet anymore."

"Then I came back for my second internship and I applied for an F&B job. I was waiting tables for government events and weddings. This internship built up my muscles; you would never imagine that trays could be so heavy! That’s how my first two internships went about with Country Heights when I was in my teens. "


Dianna Lee Cheng Wen graduated with a Bachelor of Science in Corporate Finance and Organisational Management from the University of Southern California, United States. She also holds a Diploma in Advance Technology from University of Cambridge, United Kingdom.

"I also did an internship with a non-profit organization that handled patients with cystic fibrosis. We did a lot of fund-raising and charity events for the organization. This was during my varsity life in Los Angeles and we did it for the Mexican community there. After that, when I thought that hospitality was not something that I wanted to do, I decided to pursue corporate finance. I was very lucky to have gotten an internship with Goldman Sachs in Singapore. "

Goldman Sachs

"At Goldman Sachs, because it’s an international firm, you are exposed to very professional and hightech procedurals; some of which that are absent in smaller firms. That’s something that has been very valuable to me. So it is where you learn your figures, ratios, risk management, code of conduct, and such. "


"After I graduated, I was offered a job at Disney; and at that time, I was working part-time with them. I was really keen and happy to pursue that; until my dad came for my graduation. He convinced me to come back and help out with the business and I thought that I should be a good daughter and help him out. So, serving my duties as a good daughter, I came back."

Learn Sales & pitching

"As for my first job after I came back, I was taking care of the sales department for one of the projects under Country Heights. With my involvement, I took over the entire sales team and we managed to reach the target set by the company, in fact we over achieved. And so, my job there was done. But, it was a difficult period for me because I was coming back to a different culture and it was not the same as in the US and Singapore. Adjusting to a different working culture is already something I’m struggling, worst off, I was given a sales position which I have absolutely no experience with. For sales, you always need to have a thicker face and bring yourself down. It wasn’t what I was used to at all.

At that time, I was having a tough time with my dad, I keep asking, “Why did you put me here? Why can’t I just do something where I don’t have to beg people?” But I learnt a lot that year. I closed one of my biggest deals and that was also the biggest deal for that year for Country Heights. I was around 24 at that time.

 It was tough trying to close that deal. I learnt a lot about humility. I had to wait outside of someone’s office until they were willing to see me. I think through my determination, they finally noticed that, “Okay, maybe Tan Sri’s daughter can actually do real work.”


t that time, the hotel was going through some management change and they were looking for people. Since I have achieved my target in sales, they moved me to take care of the special projects that was on-going at the hotel then. It was the consultant that was working on the hotel improvement project that suggested to the board to get me to be the General Manager of the hotel.

"I was reluctant because I have decided not to do hospitality. It is an industry that requires experience that I have little of. You know, managing a hotel is not an easy job. I was only 24 years old and there were people over the age of 50 who were going to be working with me. I knew it was going to be a tough job and I was very unsure. But, my dad had a chat with me and told me to try it out.

"Being adventurous, I decided to see how far I could go and went on to become the General Manager of Palace of the Golden Horses. Our task was to transform the financial health of the entire hotel, and we did it within a year. As time went by, the health division was placed under my wing and eventually, I became the CEO for the Hospitality & Health division. That was also when we launched the new extension of Golden Horse Health Sanctuary. By then, I had two hotels and three health centres under my care, it became the second largest revenue contributor to the group after the Property Development division. "

Under her portfolio, the Hospitality and Health Division is the second major revenue contributor in Country Heights Holdings Berhad. In line with the company’s vision of “Ever Searching for Better Living”, she has also spearheaded the project to transform Mines Resort City to Mines Wellness City, an innovative enhancement on the group’s flagship project. In June 2011, she was re-designated to Group Chief Executive Officer of Country Heights Holdings Berhad.

"There was then a change in the top management for the entire Country Heights Holdings Berhad. With the positive turnovers in the Hospitality & Health division, along with a good portfolio, the board thought that I would be the next suitable successor to take over Country Heights Holdings Berhad."

In smaller companies, you can pick up a lot on the cultural values, the more heart to heart things. They’re more family orientated, where you work as a family and when they do business, they look at you as a sole individual. Sometimes when you’re a big organization, we do so many corporate deals that at an event of any transactions, we tend to lose that human touch.

"Now, that’s something that I’ve learnt from a smaller organization. I always remind myself that behind every number, there’s one person there; and that person has feelings. It’s something that you really need to take care of. "

THE DRAWBACKS of being young

 Of course there will be this group of people who would think that they’re older and they’re more experienced, and wonder why they should listen to me. But I think that’s very common. It’s mostly based on your style of communicating with your people. Throughout my working experience here, I’ve never had anyone come up to me and tell me that I don’t know what I’m doing.

I had once had an older staff who came crying to me and telling me that his daughter is my age and she’s still sitting at home and playing video games. I scolded this guy earlier on for some mistake that he made before he came in to my room crying, so I was thinking that he was upset and was about to screw me up for that. To my surprise, he told me that I did the right thing by pointing out his mistake. I get more of “Thank you, Dianna”, rather than “Dianna, you’re not doing the right thing!” So I guess I must have done something right.

 I think the main point here is that people see that I do things in the interest of the company; I don’t do anything for myself. They need to realize that if the company does well, they will do well too and if I do everything based on my personal interests, I dont think I would have gain the trust and support from them today.

CEO and Married in 2012

"In 2012, we improved by more than one thousand percent in terms of operations efficiency. This came as a bigger surprise because in 2012, I got married, I was pregnant and I was new to the Group CEO job. I’m thankful."


To be frank, I’m still trying to juggle it. These days, I wake up at 6 a.m. and then play with my daughter, feed her, shower her and get to work. After work at around 8 p.m. I have to shower her and cook. I wrap that up at around 11p.m. before spending some time with my husband, and basically the day is done. And when I’m at work, I think about my baby.

I’m still in the midst of juggling all these and make sense of how to utilize my time. Honestly, I have not found my sweet spot yet.

MOTHERHOOD and politic

I think before you’re married and before you even have a kid, you don’t take an interest in politics and public policies. Now, you look at things differently because this is where your children are going to grow up, within the frameworks set today.

I take more interest in the political news and the policies the country is applying because eventually, my daughter is going to be within this system and I want to make sure that this system is sustainable for her and she has equal chances of succeeding.

I keep an eye on the global environment now instead of just focusing on my small network of friends and the company. Because in order for someone to succeed, the family has to succeed; and in order for the family to succeed the nation has to succeed.

What is your vision as Group Chief Executive Officer, Country Heights Holdings Berhad?

Country Heights is a company with good fundamentals, financially and culturally. My goal is to continue the company's fundamental belief by "Ever Searching for Better Living". With Lakeview as a stepping stone for our new idea of a home that is good for your health, we would leverage on our group's 10 years' experience in preventative healthcare achieved in the Golden Horses Health Sanctuary. Combining both Health and Development is something we are working on to achieve.

What project are you currently working on that you're excited about?

Our Cyberjaya project on LakeView Residency is only the first few steps we're taking there. Watch this space for more exciting things coming!

Dianna Lee Cheng Wen have another younger sister Diani Lee , who is General manager of Corporate Communication in Country Heights.

Update : Most enterprising Corporate Princess

李金友千金李静雯 出任绿野集团首席执行员丹斯里李金友把锡矿地变黄金地的事迹,一直是企业佳话,近几年他在商界以低调姿态示人,但就在这名商场老将逐渐退居幕后之际,其接班人也悄然崛起。


李静雯在她的大学生涯中,她曾经在新加坡高盛以及洛杉矶迪士尼消费产品担任过财务分析员;同时,她也曾在Familia Unida慈善机构担任过策略分析员。



2009年被委任为金马皇宫总经理,以短短18个月的时间扭转公司劣势,其非凡的才能令人侧目! 2009年,她被委任为董事部执行董事一职,目前正积极发展赛城Lakeview Residency的发展计划,这项高10层楼的发展计划,预计会在2014年完工,成为大马另一产业标志。




她指出:“公司将在未来12个月内,陆续推出位于吉打、赛城、绿野休闲城(Mines Wellness City)的发展项目。”

绿野集团会在吉打推出Belleza Garden Homes的第二阶段发展,发展总值为6800万令吉。

此外,公司也会在赛城推出复式公寓(Duplex Condo),发展总值为5400万令吉。







对于公司展望,她指出:“随着公司在产业发展的预算高于去年,以及越来越多发展项目已完工及脱售,如Belleza Garden Homes的第一项发展项目,所以,公司预计2013财年营业额及净利将高于上财年。”


发展焦点仍在半岛目前,绿野集团拥有接近6000英亩的地皮,其中接近5000英亩落在古晋的Borneo Highland,吉打则有约200英亩土地,而剩余的地皮则落在绿野休闲城、赛城、加影等。











不过,雄心万丈的李静霖,在2005年决定自行创业,选择不在父亲的荫庇下高飞,她和5个合作伙伴,创办了产业发展公司Clearwater Development私人有限公司。在大馬白沙羅高原發展首項產業。


動態:自行創業,與4位朋友聯營一項總值估計達1億2000萬令吉的“Clearwater Residence”高級產業發展計劃,並由她出任董事經理,產業地點是在白沙羅嶺。此公司與綠野集團沒有關係,其中一位合伙人是新加坡著名繪測師。

此外,她曾是Country Heights(澳洲)私人有限公司的執行董事,負責管理父親在澳洲的業務。

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