May 2010 - Association of Dutch Businessmen
May 2010 - Association of Dutch Businessmen
May 2010 - Association of Dutch Businessmen
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Business<br />
region are significantly greater than those in Europe at the<br />
moment. Singapore is currently seeing an unprecedented<br />
level <strong>of</strong> construction activity. Fortunately, we are well<br />
placed to benefit from this activity and there are a number<br />
<strong>of</strong> other large projects planned for completion by 2013<br />
/ 2014. We are working very hard to secure follow-on<br />
construction work, following the sizeable petrochemical<br />
investments in Singapore. I am confident that Singapore<br />
will continue to be tremendously interesting and I am<br />
convinced that there will be abundant opportunities for<br />
Hertel’s <strong>of</strong>fering in Singapore.<br />
Coming from Northern Europe and now establishing<br />
your activities in Asia, what have you found the main<br />
challenges in migrating across to Asia are and how are<br />
you dealing with them?<br />
To meet our strategic plan’s milestones, we opted to fasttrack<br />
establishment through the acquisition <strong>of</strong> Singaporean<br />
operating companies with a proven track record and who<br />
would complement each other as the integrated support<br />
services concept became a reality. Careful selection <strong>of</strong><br />
companies able to demonstrate a high level <strong>of</strong> customer<br />
satisfaction through the consistent application <strong>of</strong> good<br />
management practices for up to 20 years was fundamental<br />
to the success <strong>of</strong> this phase <strong>of</strong> our development.<br />
Could you tell us about some <strong>of</strong> the companies you have<br />
acquired and what your criteria were for choosing those<br />
companies?<br />
The most important consideration has always been their<br />
relationship with their clients. Stability, consistency and<br />
robustness borne out <strong>of</strong> mutual respect were looked<br />
for in the relationships. The quality <strong>of</strong> the management<br />
and supervision were also key, as were their systems and<br />
procedures by which safety and quality could be delivered<br />
with minimal effect on the environment. Recognised<br />
ISO standards were used as the basis <strong>of</strong> evaluation. We<br />
considered the management’s suitability to grow in line<br />
with our plans and strategies through the implementation<br />
<strong>of</strong> some far reaching changes which would call for a degree<br />
<strong>of</strong> flexibility to be applied to established mindsets.<br />
Could you tell us about Hertel’s expansion strategy in the<br />
region?<br />
Our primary objective is to become the market leader in<br />
the provision <strong>of</strong> integrated support services, predominantly<br />
in the construction and subsequent maintenance <strong>of</strong> the<br />
regional petrochemical industry. We will <strong>of</strong>fer a portfolio <strong>of</strong><br />
services to support our clients based on access scaffolding<br />
and insulation and extended to mechanical installation and<br />
testing <strong>of</strong> pipework systems, structural steel and associated<br />
process equipment. It is not our intention to be the market<br />
leader in each <strong>of</strong> these disciplines, but the market leader<br />
in the provision <strong>of</strong> the combined service package under an<br />
integrated management structure. Each <strong>of</strong> the acquired<br />
companies will form an integral part <strong>of</strong> Hertel’s ability to<br />
bring this concept to fruition.<br />
How does Hertel distinguish itself from their competitors?<br />
We define for ourselves a customer value proposition<br />
which is based on a number <strong>of</strong> components. We are proud<br />
<strong>of</strong> our world class safety performance. We are also proud<br />
<strong>of</strong> our undoubted ability to deliver high quality product.<br />
As I have already stated, we are establishing ourselves as<br />
an integrated support service provider to a specialised<br />
high value market. Whereas we are aware that the<br />
integrated services concept has been implemented with<br />
varying degrees <strong>of</strong> success, we know that it has not been<br />
attempted to the scale and degree to which we have set<br />
our sights. A uniquely important factor we have is that we<br />
are able to transfer technology and resources from other<br />
parts <strong>of</strong> the world when needed and without delay.<br />
Hertel Singapore is not a European company in Asia,<br />
but an Asian company within a global organisation. In<br />
terms <strong>of</strong> our regional personnel, we have set a local<br />
content target <strong>of</strong> 100%. This will be achieved by increasing<br />
the number <strong>of</strong> Asian staff throughout the organisation,<br />
but particularly amongst them front line managers and<br />
supervision. We will successfully compete locally with<br />
local knowledge and expertise and international support<br />
thorough the Hertel Group capability.<br />
Are there any specific regional and local needs which are<br />
different from your experience in Europe?<br />
Applying an integrated approach to the management <strong>of</strong><br />
the ongoing maintenance <strong>of</strong> petrochemical installations is a<br />
development which is gaining more importance in Asia. We<br />
have got that experience with Plant Operators in Europe<br />
and we can bring that expertise to help our customers<br />
by supporting them with the application <strong>of</strong> sophisticated<br />
asset integrity management techniques. We see this as the<br />
primary basis upon which we will grow the business during<br />
the coming three years.<br />
We have been awarded the maintenance contract for<br />
the existing Pulau Bukom Shell refinery for a 3 year period<br />
with a further 2 years option. We are a new entrant to<br />
the refinery. We are obligated to introduce a number <strong>of</strong><br />
initiatives based on techniques developed in the UK over<br />
a number <strong>of</strong> years to continuously improve the means<br />
by which the plant is maintained and uptime is safely<br />
maximised.<br />
How important do you see Singapore being in the future?<br />
Will Singapore continue to be your regional headquarters?<br />
Our objective is to become the premier provider<br />
<strong>of</strong> integrated support services to the Singaporean<br />
petrochemical industrial market. We are confident that<br />
this objective is attainable, amongst others because the<br />
Singaporean government stimulates our enthusiasm to<br />
succeed and has positively assisted us in setting up our<br />
business. There are also many incentives <strong>of</strong>fered by the<br />
EDB for start-up businesses.<br />
Do you have any final messages to the readers <strong>of</strong> ADB<br />
Magazine?<br />
Without doubt Asia is a major growth area. It is clearly<br />
well placed within the most economically dominant region<br />
in the world. So it is an absolute must for any business<br />
in the energy related sector to be in Asia. Not only is<br />
Singapore is a good place to do business on its own right,<br />
but it is also an excellent hub for expanding in Asia. I<br />
would encourage people with international ambitions for<br />
their businesses to have a good look at Asia and Singapore<br />
in particular.