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.

Singapore

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 

杨佩君
杨忠礼机构投资董事

 
杨忠礼是马来西亚杨忠礼机构的创办人，也是新马商界一个响当当的名字。

　　他的长子杨肃斌在商界的名声也一样响亮。他跟其他六名各有所长的弟妹一起经营家族事业，成绩斐然。

　　来到第三代，杨肃斌的长女杨佩君的名气至今或许还没祖父、父亲那么大，不过她从小就受到他们循循善诱，在许多亚洲企业还未完全搞清楚可持续发展概念的当儿，全职掌管起公司的可持续发展事务，而且开始崭露头角。

　　听她侃侃道来，觉得她不仅从自己所热爱的工作中实现集团的可持续发展目标，也在对整个地球生态履行一项伟大的天职。

　　

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。 在她的领导下，公司在业务可持续发展（sustainability）方面不遗余力，得到不少奖项，也得到肯定。她自然也成为了集团肩负这项堪称“天降大任”的不二人选。 杨佩君对大自然充满热爱，记者跟她谈话时发觉她的坚定信念完全发自内心，真诚而毫无矫饰。原来一颗爱护大地的种子，打从她年幼时就由父亲深深埋下。 那是一段儿时的记忆，但她追述时却显得异常清晰。 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。 她问父亲为何要她那么做，得到的只是简单的回答：“当你10年后回来时，这些树将会长得跟你一样高，而在很多很多年以后，它们就会跟数百年的雨林一样，长成参天大树。” 这一年，杨佩君只有五岁。父亲这一番话确立了她的价值观。 “他在我心中深植了一个念头，那就是我要做得更多。我那‘可持续发展’的观念，也从当时开始滋长。” 对于大自然，杨佩君有尊重，也有担忧。地震、水灾、核泄漏，令人不安，但是人类究竟应该如何应对？她深信人类今天的所作所为，将影响这个世纪和下个世纪的地球。 她是个基督教徒，有人问过她“世界将终结，拯救它有何用？” 当跟父亲谈起这件事情时，他说了一段很重要的话：“你知道吗？这跟我们对我们所爱的人所抱着的态度是一样的。我们都知道家人总有一天会死去，可是你会因此而少爱他们一点吗？” 她说：“我们对于这个地球，也应该抱着同样的态度。我们应该做些事情，要不然就太迟了。” 杨佩君坚信所做的是天职 杨佩君坚信自己所做的不仅是一份工作，而是天职。 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。 *hanpt@sph.com.sg 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。” .. Ruth 杨忠礼机构内部有个可持续发展委员会，委员们定期开会讨论集团所要进行的可持续发展新手段。它自2006年开始每年发表“可持续发展报告书”，以透明态度行事，让人们知道集团一年里在可持续发展方面所作出的努力，而集团所发表的“可持续发展报告书”也为它赢得赞美。 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。 杨佩君认为“可持续发展”的意义深远。 “当我们提到可持续发展时，并不只是在说爱护环境而已。它也跟人有关，跟雇员有关，跟他们的家人有关。” 她在言谈间都会提起父亲，流露了对父亲的无限崇敬。杨肃斌是个大生意人，最近从吉隆坡到本地出席一个说明会时，向在场的分析员与记者谈起生意经和经济局势时滔滔不绝，充分展现睿智与信念。但从杨佩君的描述，他俨然是个深谙教养子女之道的细心父亲。 她承传了父亲的智慧与信念，可是却不失恭逊谦卑，比她的父亲多了一份平易近人。 杨肃斌有一女两子，杨佩君是长女。她的母亲在2006年过世。 杨佩君心中那颗爱护大地的种子早已发芽，长成一棵树，并逐渐开枝散叶。这棵树也会如同存在已数百年的雨林中的树木一样，长成参天大树，让更多的人心撑起一片绿荫……   《联合早报》 （编辑：魏晓亮）

 马来西亚YTL集团富三代



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。




杨恭耀是杨家第三代，杨忠礼的长孙，从帝國理工學院毕业后，他先到新加坡的某家銀行擔任研發和分析專員，2007年才返回大馬加入楊忠禮集團，先是負責建築領域，之後才加入楊忠禮通訊，經營旗下的Yes品牌，專門推動4G通訊和手機語音服務。

儘管楊恭耀不願在此時此刻讓未婚妻曝光，也不願意透露其名字，但他提起未婚妻時，總是甜蜜蜜的。

　他回憶說，五年多前在一個朋友舉辦的活動上，他認識了未婚妻素珊。在他心目中，對方是一個完美女性，彼此擁有共同信仰與嗜好，生活當中，互相激勵、關懷。

　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。

　結婚後，妻子會否進入楊忠禮集團效力，楊恭耀聲稱，這個問題言之過早，他也未曾與未婚妻針對此事討論，皆因他們不會因著這層關係而理所當然為妻子刻意安排。

留意商业新闻的人必会发现，以往低调至极的杨家第三代近年开始陆续崭露头角，往常是长女杨佩君和长子杨恭耀曝光，如今轮到排行第三的杨恭贤。

在2008年回返家族企业效力之前，杨恭贤曾在律师楼服务一年。

当初弃经济工商管理而选法律，其实是为了家族。“家里每个人的数学都很厉害，因为祖母当年是数学老师，不过每个家庭都需要至少一个律师，我最终选读法律，现在我们也需要医生，不过没有人想当医生，大概是因为课程耗时太久吧。”

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。”

新姿迎未来

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。”

今年的重头戏之一是重新推介升禧艺廊。杨恭贤指出，经过11年光景，升禧艺廊已到了展现新姿迎接未来的时刻，故除了大手笔变装更请来拉丁情歌天王胡力欧开唱欢庆，“升禧艺廊拥有全东南亚最大的钟表零售楼层，Adorn层已重新装饰，有28间专门店，超过80个品牌汇集，陆续将迎来更多品牌入驻，包括占地1万1500平方尺的Sincere先施表行、劳力士、积家、爱马仕也陆续开设专门店。”

杨肃斌（左）6月在吉隆坡乐天广场的十号胡同召开记者会时，杨恭贤（右起）便随侍在侧，跟随祖父杨忠礼和香港美食家蔡澜在品尝美食之余，也一起会见媒体记者。

明年初娶女同学

作为富豪家族第三代，杨恭贤的感情生活也令人好奇。虽然他至今仍是王老五，不过明年初他便将告别王老五生活，与他交往多年的女友结婚。

杨恭贤透露，女友是小学同学，中学也曾同校，后来在英国重逢。彼此生命过程中，多次擦肩而过，却并不曾来电。

那两人后来又是怎么擦出爱情火花呢？

问及这事，杨恭贤马上露出甜蜜的笑容说：“我们的爱情故事其实有如爱情电影般曲折复杂……有时间我再细细道来吧。”

母亲送老师藤条

杨恭贤的母亲陈仪馨曾是香港无线演员，嫁给他父亲后，洗尽铅华在家相夫教子。曾有报道说，陈仪馨对孩子管教严厉，为了让学校老师管好杨恭贤，她特别从生产藤家具的工厂中定制了两支藤条“送”给老师。

记者问起杨恭贤这事，他马上大笑说：“是啊，有一天我妈妈拿着藤条走进学校课室，指着我跟老师说：老师，那位是我的孩子，麻烦你帮我好好管教他，如果他做错事，尽量用这藤条帮我教训他。”

他跟着还开玩笑地说，妈妈送藤条给老师，让一些同学“遭殃”被鞭打，一度让他成为班上“不受欢迎”的同学。

现在回头来看，杨恭贤感激父母和祖父母对他严厉管教，让他能够成为今天的年轻有为企业家。

大馬企業家楊肅斌的管理哲學

作者：英國《金融時報》 拉胡爾•雅各布 2011-12-25 (www.ftchinese.com)
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。


迄今為止，管理層的口徑也是如此。然而，郭鶴年還對以下這一傾向提出警告：一些亞洲大亨將酒店視為面子工程。他說道，“‘員工會對你們這種可怕的傲慢感到不滿，他們會在泳池裡撒尿。因此當你游泳時，（記得）不要張嘴’。”觀眾們倒吸一口涼氣，然後爆發出大笑聲。

在提問環節結束時，許多人排隊等著與他交談。一段時間以後他才離開人群接受採訪。

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。

楊肅斌的父親沒上過大學，他在30歲時創建了一家建築企業（YTL是他名字的首字母縮寫）。作為長子，楊肅斌於1988年接管了這家企業，並在弟弟們的幫助下經營。1992年，在一場大規模斷電事故促使馬來西亞政府允許私人經營電力公司後，他開始聲名鵲起。

作為皈依基督教的第一代人，楊肅斌表示，YTL的員工必須掌握3種語言：“通向道德與正直的上帝語言”；“清楚表達理想”的人類語言；以及機器語言，他的意思是IT。“我不是為了我的信仰讓別人改變信仰，而是告訴（我的員工們），他們的價值觀必須這樣排列。”

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。

“泡沫應任由其破裂，就像在任何一個經濟周期中一樣。我希望，不管希臘危機之後發生什麽，政府既不會縱容，也不會（阻止）根據市價估值的（過程），”他表示，“人是聰明的。這樣我們（在亞洲）才會變得更為自律。”

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。”

這一戰略讓YTL的收購傾向於有著長期投資視角的公用事業公司，例如新加坡的一家為該國供應三分之一電力的電力公司和澳大利亞南部的一家電網公司。

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。

盡管他建立的跨國公司有超過75%的收入來自馬來西亞以外，但有一個國家楊肅斌沒有急於前去修建電廠或供水公司，那就是中國。

楊肅斌坦率的說到，中國需要做的是改善投資環境。對於一位海外華人企業家而言，這番表態不同尋常。他表示：“就連在中國內地建設基礎設施項目的香港公司也失敗了，因為中國政府沒有完全理解法治和契約神聖不可侵犯。”

與亞洲首富李嘉誠一樣，楊肅斌更願意在有著普通法傳統和健全監管框架的發達國家投資基礎設施項目。“上世紀90年代初，我們與地方政府簽訂了一項協議，（準備在江西）建設一家電廠。這本應是一項排他協議，（但當時）我們發現除了我們這份協議，還有另外6份協議也在簽訂，”談起那些往事他大笑不已。

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。

在公司對此進行研究後，他的經理回來說：“先生，有好消息，也有壞消息。”

YTL得知，亞洲人問的第一個問題是：“你們的火車上有賭場嗎？”

楊肅斌說道，他的信仰不允許他這麽做。“我說：‘沒有’。”

他的經理接著告訴他，亞洲富人的第二個反應是：“你們肯定在開玩笑。這等於我要兩夜三天與老婆在一起，我還不能中途跳下車。就算你給我錢，我也不會去坐。”

楊肅斌以前肯定多次講過這個故事，但他仍然大笑起來。“我原本希望他們會理解旅行的浪漫和帶給人的新生，”他表示，“完全不是這樣。‘沒賭場、沒情婦，沒門。’這是我吸取到的一條很好的教訓。”

譯者/何黎
本文的網址：http://www.ftchinese.com/story/001042393

最新 : 2013年最资深有经验美丽的企业公主

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       


馬來西亞「楊忠禮集團」第三代，楊恭耀父親為「楊忠禮集團」總經理楊肅斌，家族資產超過1千7百億台幣。整個澳洲南部的電力、新加坡三分之一的電力，和英格蘭西南部一二○萬人的用水，都由楊忠禮集團所供應。

馬來西亞第一華商「楊忠禮集團」總經理，掌握澳洲的電、英國的水，是亞洲最有權力的25位企業家之一。
  
中午時分，吉隆坡精華區「十號廣場」百貨公司的地下室，走道曲狹的「十號胡同」美食街裡，一名五十歲出頭、華人面孔的男子，西裝掛在椅背上，正低頭吃著一百元台幣一盤，黑呼呼的炒粿條。「這種黑豉油，你們台灣沒有，」他用閩南語說著。

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。
 

二○一一年十月二十一日，一架私人飛機降落在金門機場。艙門打開，楊肅斌步下飛機，仆地親吻金門土地。

十號胡同，是楊肅斌為方便父母品嘗，將蝦麵、炒粿條、烤餅等父母愛吃的小吃攤邀集一處。「我們一家四代都吃這些。年輕這一代突然都不吃了，我很怕它們哪天會消失。」

而金門，則是楊肅斌祖父母的故鄉。金門大學的宿舍、圖書館演講廳，都來自楊家的捐輸。但楊肅斌家族的顯赫，除了金門人之外，台灣少有人識得。

楊忠禮集團不但是馬來西亞營收最大的華商集團，且是馬來西亞少數世界級的企業、亞洲最大的民營基礎建設及公用事業公司。該公司八五％的營收和獲利，都來自海外。

整個澳洲南部的電力、新加坡三分之一的電力，和英格蘭西南部一二○萬人的用水，都由楊忠禮集團所供應。

ＹＴＬ 大馬第一華商

此外，該集團還擁有大馬兩座電廠，在法國、日本和馬來西亞擁有飯店，以及新加坡烏節路上的兩間百貨公司、吉隆坡頂級百貨公司升禧藝廊、十號廣場、兩家五星級飯店和兩個度假村。

一月底，馬來西亞總理納吉，到瑞士「世界經濟論壇」發表演說，楊肅斌是唯一陪同前往的企業家。

二十幾天後，納吉和新加坡總理李顯龍，宣布以BOT方式，興建吉隆坡和新加坡之間的高鐵。七年後通車，六小時車程將縮短為九十分鐘，星馬一日生活圈即將形成。

「這鐵路網將會是一大變革，兩邊經商方式勢將隨之改變，」納吉在聯合記者會上說。
星馬高鐵的成形，正是因楊肅斌七年前便開始積極向兩國政府遊說，籌資及興建計劃均已備妥。

楊肅斌並非經營鐵路的生手。吉隆坡機場捷運，以及行駛於星、馬、泰和寮國之間的豪華火車——亞洲東方快車，就是他的。他還很喜歡講，他向亞洲富人推銷「搭火車進行家庭旅遊」的故事。

「我原本希望他們能夠了解旅行的浪漫，」楊肅斌哈哈大笑。「結果他們說，別鬧了，火車上沒賭場、沒情婦，要他們三天兩夜和太太在一起，又不能中途跳下車，給他們錢他們也不去。」

在YTL總部，辦公室的擺設流露著濃濃的英國味。喝著英國茶，楊肅斌左腳縮到英式沙發上，壓到右腿下面，放鬆地接受《天下》專訪。一九五四年出生的楊肅斌屬馬，辦公室裡到處都擺著馬的雕像。

他為人風趣，聊得興起便滔滔不絕，流利的英文裡夾雜著馬來文、中文和閩南語。
《Forbes》評楊忠禮為馬來西亞第七大富豪與世界華人富豪之一。《Fortune》則將他的兒子楊肅斌，列為亞洲二十五位最有權力的企業家之一。

一九五五年，楊忠禮創立YTL。

在楊肅斌於一九八八年接手前，YTL公司還只是一家承包地方性道路和軍營的小建築商。
到了有英國工程教育背景的楊肅斌手裡，二十五年間，已發展成七家上市公司、營業額逾三千億台幣、在三大洲擁有一千兩百萬客戶的世界級集團。股票掛牌的地點，包括法蘭克福、東京、紐約和新加坡。

然而，對於眾人皆染上的「中國熱」，楊肅斌冷眼以對。

「我為什麼不去中國，就跟我現在還不去印度、越南或印尼的原因一樣。我能在新加坡、英國和澳洲做生意，因為這些地方沒有黑盒子、沒有貪污，一切透明，這些國家都有相同的法治架構。但連馬來西亞在這方面都不成熟，」楊肅斌直言不諱。

楊肅斌並非沒有做過中國夢。九○年代初，他也跟很多企業家一樣，滿腔熱血進軍中國。
楊肅斌和江西地方政府簽訂排他性協議，準備在江西蓋電廠。後來卻發現，除了和他，當地政府還簽了六份類似的協議。「政府沒有完全理解法治和契約的神聖不可侵犯，」楊肅斌說。

「是什麼原因導致經濟災難？全世界包括政府、人民、企業，都是短期思考。因為短視太好賺，沒有人質疑它，所有規定，所有人都牽涉進去，我稱之為短視主義，」楊肅斌說。

過去十五年，YTL靠著購併和公用事業特許經營權及穩定利潤、公用事業長期合約，創造出每年稅前盈餘平均複合成長率，高達五五％的驚人戰績。

「如果你和我一樣著重長期績效，三十年前投資我一百萬，現在值一億五千萬，三十年一五○倍哦，」楊肅斌說。「但資本市場裡，沒有人喜歡我這種公司。他們要的是像安隆那種故事：下一季有什麼題材？」

美國能源公司——安隆，因爆發假帳醜聞，最終宣告破產。

「靠政治、靠短視，是無法持久的。政治人物有五年時間，我可沒有。如果我的服務做得不好，我一千兩百萬客戶會轉眼變成零，」楊肅斌說。

他建議，企業家和政治人物應做長期思考。「如果你被賦予做總統或經營企業的特權，你就能讓世界變得更好。這是上天給你的機會，要好好珍惜。」

馬來西亞第一華商「楊忠禮集團」總經理，掌握澳洲的電、英國的水，是亞洲最有權力的25位企業家之一。

儘管感嘆世人短視導致災難，手握千億台幣現金部位的楊肅斌承認，他其實「熱切盼望每次金融危機的到來。泡沫就該讓它破滅，這樣大家才會更自律。」

楊忠禮集團每次變大，都正好是別人遭逢危機的時候。

最歡迎金融危機的企業

一九九二年，馬來西亞大停電，楊肅斌說服政府，成為馬來西亞第一家民營電廠。

九七年亞洲金融風暴後，楊肅斌趁機低價掃進吉隆坡和新加坡的頂級百貨公司，並從淡馬錫控股公司手裡，買下供應新加坡三分之一電力的西拉雅能源公司。

二○○○年，楊肅斌買進擁有兩百年經營權、供應南澳全部電力的電網營運商——耐特電力公司。

「當時日本人跟我們搶，怎麼也想不到會敗給一家馬來西亞公司，」楊肅斌回憶。

「那時，我們已使用最先進的連續循環式滑動模板工程，二十四小時不停工。日本人一覺醒來，我們的樓已經長高兩層，把他們嚇壞了，」工程師出身的楊肅斌，談起這一段，興奮之情溢於言表。

真正讓楊肅斌威震國際的，是二○○二年的一場戰役。

當時安隆倒閉，楊肅斌擊敗李嘉誠和蘇格蘭皇家銀行，從安隆手中買下英格蘭區域性水力公司——韋塞克斯，震驚歐美。

媒體都在問，「YTL是誰？英國人喝的水，怎會是馬來西亞人供應？」

為了除卻輿論的質疑，和拉近與韋塞克斯區民眾的距離，楊肅斌請出好友——三大男高音帕華洛帝、卡列拉斯和多明哥，在英格蘭南部舉辦免費演唱會。事後，民眾道謝信件如雪片般飛來。

危機中的世界是最好的獵場。獵物饑腸轆轆的時候，就是楊肅斌大發利市的時候。一般相信，手上現金超過千億台幣的楊肅斌，一定會趁此波全球經濟低迷之際，尋覓獵物再度出手。

楊忠禮集團
■成立時間―1955年
■旗下事業―
水力：英國韋塞克斯（Wessex）水力公司
電力：澳洲耐特（ElectraNet）電力公司、新加坡西拉雅（PowerSeraya）能源公司、馬來西亞兩座電場
交通：亞洲東方快車、吉隆坡國際機場捷運及廉價機場捷運

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

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

投資未來，你不能不知道的東協雙子星

東盟——世界第二大、成長第一快的市場。最火熱的投資標的，正是馬來西亞、泰國。
　　馬來西亞掌控全球第二多伊斯蘭金融資産，成為18億伊斯蘭人口的門戶。

　　泰國點綠成金，已成亞洲綠能生産國第一，經濟、外資成長，雙雙創下東盟之冠。

　　搶進馬泰商機，就是現在！

　　“星馬之間要建高鐵，兩國繁榮接軌，馬來西亞一定更加火紅！”

　　嗅覺靈敏的日商、歐商、韓商、陸商、台商、以及動作慢半拍的美商，都已悄悄從中國大陸和和日本，轉往馬來西亞和泰國。

　　各項數據和發展都顯示，馬泰兩國，才是真正走在“東盟熱”紅地毯上的明星。

　　管理顧問公司埃森哲（Accenture）指出，泰國和馬來西亞遠比印尼先進、守法及強健，同時步上經濟轉型、動能驚人的黃金髮展期，“是投資未來最多的兩國。”

　　油元捕手——馬來西亞

　　1月底，馬來西亞首相納吉，在瑞士“世界經濟論壇”發表演說，矢言以每年5%的成長率，在2020年，晉升人均1萬5000美元的高收入國家。

　　馬國的經濟轉型，沒有真正轉向曾鎖定重點發展的生技和電子産業。反而因種族、宗教、語言和飲食的紅利，無心插柳，讓“油元”變成馬來西亞通往富國之鎖。

　　到大馬首都吉隆坡，最強烈的感受便是：“好多中東人啊！”

　　“馬來西亞經濟轉型計劃”，鎖定的9大産業，至少有5項依賴油元滿口袋的中東人。“油元捕手”這角色，非馬來西亞莫屬。

　　這5項産業是：金融顧問、觀光、教育與醫療、食品與農産品加工、會展。其余四大，則是電氣與電子製造、石化與油脂化學、創新産業、物流。

　　穆斯林的食衣住行娛樂，自成一格。不符教義的産品和服務，完全做不到他們的生意。

　　去年，一團中東觀光客到台灣旅遊，差點餓肚子，几乎找不到獲得認證的清真餐館和食品。

　　“沒看到清真認證的標誌，穆斯林是不會走進去的，”負責推廣獎勵旅遊及會展産業發展，馬來西亞會展局總經理何玉萍指出。

　　中東旅客已占馬來西亞外國旅客的四成。而占66%人口的馬來人，全是穆斯林。

　　去年11月底，吉隆坡國際會議中心舉辦馬來西亞出口商品展。由上往下俯看，觀展人潮近半穿着頭巾、長袍。

　　馬來西亞是中東之外，全球唯一由政府主管伊斯蘭事務的國家。食品、化妝品、藥品，都須經由政府認可的15家機構認證，才能進口。

　　“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。

　　以馬來西亞為清真食品産銷基地的雀巢，營收連年以兩位數成長。

　　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。”

　　全球18億穆斯林門戶

　　吉隆坡的精品百貨公司，放眼望去，有六、七成都是戴着美麗頭巾、出手闊綽的穆斯林消費者。

　　“全世界18億回教人口的門戶，不是新加坡，不是印尼，是馬來西亞，”馬來西亞聯昌銀行《2012全球伊斯蘭金融報告》指出。

　　美國評等機構，標準普爾公司也證實，手握最多伊斯蘭金融資産的國家，除了沙地阿拉伯之外，就是馬來西亞。且真正的交易中心，非馬來西亞莫屬。七成伊斯蘭債券，都在馬來西亞發行。

　　標普指出，全球伊斯蘭金融資産規模已達5兆美元，相當於台灣GDP的10倍，且正以每年17%的速度成長。而過去7年，伊斯蘭財富管理市場的平均成長率，高達36%，是全球成長最快的金融服務。

　　亞洲垂涎以“油元”為主的伊斯蘭財富，除了星馬，中國和香港近年也積極經營伊斯蘭金融。中國已有伊斯蘭財富管理規劃師的訓練課程。

光华日报   

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

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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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. "

University

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. "

 Disney

"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.”

 BACK TO HOSPITALITY

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."

Being a MOTHER, (CONGRATULATIONS!) HOW DO JUGGLE AND BALANCE BETWEEN ALL RESPONSIBILITIES?

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

李静雯
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。

李静雯是在2008年7月7日加入该公司，成为集团董事经理兼创办人的特别助理；她成功考获工商管理－企业金融与组织管理大学文凭。

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。

当同龄女性还对未来处于懵懂阶段之际，次女李静雯却已在25岁的芳龄挑起大梁，成为绿野集团的首席执行官，也是大马企业界最年轻的掌舵人。

在南加州大学毕业后，曾在著名投资公司高盛实习，之后于2008年加入父亲的公司，在绿野白沙罗的销售部门，交出亮丽成绩单后，

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。

据知，这项计划将结合绿野集团的两大专业–医疗与产业发展作为产业主题，李静雯也因此深信注入环保概念的发展计划，将令市场惊艳。

绿野集团（CHHB，5738，主板产业股）将在未来12个月内，推出发展总值达9亿3500万令吉的产业发展项目。

绿野集团总执行长李静雯表示，以往公司的焦点都是放在销售已建好的产业，但是随着公司成功减少产业库存，公司会把焦点转向推动更多发展计划。

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。

至于绿野休闲城，公司将推出发展总值约8亿令吉的计划，这包括商业街、独立住宅单位，以及小型家庭办公室（SOHO）。

打造休闲保健城另外，绿野集团也计划把绿野休闲城转变为大马首项综合休闲保健城，预计在今年10月推出整项计划。

她说：“我们会在推介礼上，宣布未来10年的发展计划，其中包括发展总值的约1亿5000万至2亿令吉的商业街。”

这项发展计划占地约800英亩，目前还有119英亩是用作未来发展。不过，目前仍有部分地皮不属于公司。

因此，他们要解决土地股权问题之后，才能公布整项发展计划的毛发展总值。

在股东常年大会结束后，李静雯出席记者会时发表谈话。

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。”

针对国家银行出手抑制“发展商承担利息计划”（DIBS）的传言，李静雯回应，这项措施将可抑制投资活动，并使到产业承购及销售率放缓。
不过，由于绿野集团并无执行DIBS，所以，不会对公司带来影响。

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。

她指出，古晋的市场需求不足以推动公司迅速发展公司持有的地皮，所以，发展焦点还是放在大马半岛。

同时，她预计，目前持有的地皮足以应付未来7至10年的发展计划。

虽然绿野集团拥有庞大的地皮，但是，未来公司还是会持续购地。

“由于我们计划发展有地住宅，所以，公司目标寻购的土地不能少过10英亩。”

小题：增加投资产业目前，绿野集团并无成立产托的计划，因为这需要很好的产业收益率才能做到。

“不过，公司肯定会在未来增加更多投资产业，以便提高公司的持续性收入。”

她指出，若未来要收购用作发展投资产业的土地，公司会把焦点放在业务版图之外的土地。

滿意女兒領導

“半隱退”的李金友對千金李靜雯的領導感到滿意，並指團隊方向正確促使公司品牌備受肯定。

“年輕人應獲更多機會，持續領導公司邁向前並取得更大進步空間。”

綠野正啟動的綜合醫療及健康的度假村，佔地1千英畝，將打造成一個集現代及輔助醫藥的一站式保健中心。

他說，公司致力於將全球各地優質的醫療服務引入保健度假村，確保營運能永續經營。

“保健業務有別於其他屬於週期性的領域發展，隨著人們的保健康意識逐漸提昇，相信此業務可攫取更大的成長契機。”

該公司曾提出各項重組建議，包括雄心勃勃欲將產業發展臂膀掛牌，放眼減債及籌措逾3億令吉，惟分拆上市計劃最終卻遭證券監督委員會駁回，引起市場的強烈沽售，導致股價創下歷史新低紀錄。

隨後提出設立產業投資信托（REITs）計劃，但最終卻不了了之，因此究竟能否突破重圍，極力向上游，則仍有待觀察。

勞碌了大半輩子的李金友，如今已逐步退位，而隨著其千金李靜雯加入綠野並接任首席執行員職位後，繼承父業的重大責任就在她的肩膀上。

自小接受父親薰陶的李靜雯，能否接過管理權後開創另一片天地，並引領綠野再創高峰，更是未來營運之路的關鍵所在，下一個“綠野王國”有待發掘。

长女李静霖
李金友的长女李静霖也曾在集团内帮忙，她在澳洲升学时，负责协助父亲监管澳洲的业务，并在学成归来之后，担任父亲的特别助理。

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。

她剛大學畢業就出任綠野集團的澳洲公司執行董事，還以23歲之齡雄心勃勃自行創業。

婚姻狀況：已婚

成長背景：澳洲墨爾本RMIT大學文科系（主修專業通訊與市場）畢業，當年她已出任綠野集團（澳洲）有限公司的執行董事。在最後兩年的學期休假時，她返回大馬擔任父親的特別助理，負責產業與酒店管理的投資計劃。

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。

耳濡目染
李靜霖有自己的產業夢

所謂“虎父無犬子”，綠野集團（CHHB，5738）董事經理丹斯里李金友在產業界享有盛名，他的女兒李靜霖承傳了他的基因，在夢想召喚下，也開始涉入產業界。

含著金湯匙出生的李靜霖，不因家境顯赫，而坐享其成，反而百般思索，希望從父親成功的歷程尋找暗示，舖展屬於自己的事業路。

人因夢想而偉大，李靜霖雖然可選擇在父親身邊，協助打理父親的業務，穩穩當當過生活。然而基於對產業的興趣和熱誠，加上對自己的期許，她毅然決定創業，把理想中的產業模型付諸於行動。

由於從小受父親的薰陶，她對經營產業並不全然陌生。李靜霖曾在綠野集團當任父親的特別助理長達2至3年，學習父親的處世方法，並開始累積產業界的經驗和人脈。

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。

李靜霖在澳洲墨爾本RMIT大學取得傳播和行銷學位，卻始終難捨對產業的熱誠。在偶然的機會下，她萌起創業的念頭，於是開始籌畫成立自己首家產業公司－Clearwater發展私人有限公司。而長期耳濡目染下，她第一次創業就選擇產業，並不叫人驚訝。

她說：“經營自己的產業公司是我一直想做的事情，也是我所追求的夢想，我希望可以靠自己，創造自己的事業。而機會來到，我想何不嘗試看看。”

李金友汲汲營營搞好事業的專注精神，也讓她看在眼中，而今她也跟隨父親的腳步，選擇親身經營。

李靜霖指出：“我期望往後每年僅進行1至2項產業發展計劃，以確保公司的產業概念可以貫徹，我也要求自己親身管理、監督各項產業計劃的進展。”

沒錯，身懷六甲的她仍每天定時報到，確保一切進程皆在掌握之中。

和父親不同路線

李靜霖形容父親為朋友、老師，父親教導她如何做人處事，以及對金錢的價值觀。

她說：“父親從小都不特別溺寵孩子，也不隨便給我們錢花，他很講究5個子女的教育，他教導我們認識錢的價值，並訓練我們養成獨立。而這是為什麼我選擇出來創業的原因。”

當然，女兒有自己的理想和見地，身為父親的李金友也必然全力支持，除了精神上的支持，更不忘傳承多年的寶貴經驗。

儘管如此，李靜霖強調，Clearwater發展和父親的綠野集團是獨立運作的。

塑造別緻年輕化產業

相較於李金友的金馬皇宮、綠野仙蹤等大型“作品”，李靜霖有另一套想法，她希望為自己的作品塑造一個別緻、年輕化的形象。

她說：“我和父親走的路線不同，Clearwater走的是都市精品、年輕化、設計路線；父親則是以家庭、地方性為主。我們鎖定的客戶群也不盡相同。”

沒錯，只要步入位於白沙羅高原的Clearwater示範屋，就可以了解她的產業概念，講究設計和美感細緻，與她柔美的女性特質不謀而合。

雄心勃勃談未來

由於對白沙羅高原的鍾愛，李靜霖處女作品選擇在該地段，並命名為Clearwater。該計劃預期於今年杪動工，預定於2009年杪完成。

Clearwater發展總值達1億4000萬令吉，佔地1英畝，高聳的18層樓共有108個單位，目前已售出近75%，主要客戶除大馬人外，更有來自中國、香港和新加坡等國。

李靜霖透露：“此外，我們正洽談2至3項工程，其中2項座落在巴生河流域，另1項則在泰國，一旦敲定，預計將於明年推出。”

置產不可忽略投資回酬

當許多同齡的人還在摸索如何進行投資時，李靜霖對投資產業已擁有獨到的眼光。她認為購置資產時，除了喜好、環境外，投資回酬是置產不可忽略的重要因素。

她說：“我第一次購置的房產就落在白沙羅高原，我偏喜歡這地段，除了民生方便、交通方便、環境良好，當然更因為投資這裡的房地產，所帶來的回酬可觀。”

白沙羅高原目前已鮮少有高樓住宅，而李靜霖首個產業計劃─Clearwater是當地唯一尚在銷售的高樓住宅，因此雖未正式推介，卻已銷售近75%！

李靜霖說：“政府撤銷產業盈利稅（RPGT）後，已吸引外資集團投資本地產業。此外，馬幣升值也使得外資享受房產增值外，也從馬幣走強獲利。”

她補充：“此外，相較於許多國家，大馬產業仍被低估，對外資的吸引力相對大。”

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