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KDN : PP8515/1/2009 (020198) VOL . 2/ 09100%EFFORTDatin Jasmine Abdullah HengGeneral Manager ofGrand Dorsett Subang HotelBALANCINGThe ScalesIr. Kamaliah Abdul KadirTNB State General Manager(Kuala Lumpur)DRIVINGTOWARDSTHE FUTUREDato’ Syed Abdull Hafiz Syed Abu BakarManaging Director of Perodua

EditorialEditor’s NotePROFILECORPORATENEWSContentVOL. 02/09100% EFFORTInterview with Datin JasmineAbdullah Heng, GM of Grand DorsettSubang Hotel 3-6Malaysia enters Asia network forPower Quality Management 7Editor Hjh. Nazariah with Assistant Editors, Syed Hidzam (left) and Zulkifli.It seems like just yesterday that Abdullah Heng, General Managerthe ink dried on our previous of Grand Dorsett Subang Hotelissue of Tenaga Link, but time who talks to us about the hoteldoes fly and here we are with industry and liaising with TNB.the latest issue. This time marksa very special occasion as TNB Our regional column presentscelebrated its 60-year anniversary a talk with none other thanon 1 st September, 2009. AsIr. Kamaliah Abdul Kadir, TNB’spart of the festivities that day, first female State GeneralTNB planted 60 trees as both a Manager, who enlightens ussymbolical sign of its journey so about her career at the Kualafar and its enduring emphasis on Lumpur branch of the Distributioncorporate social responsibility. Division. We also include inthis issue the regular dialogueWhat began as the Centralsessions that TNB conducts,Electricity Board in 1949 has among others this time withsurvived many challenges over Federation of Malaysian Foundriesthe decades. Following various and Engineering Industriesprevious monikers, the name Associations (FOMFEIA) and‘Tenaga Nasional Berhad’ was European Union-Malaysiancoined in 1990. After much effort, Industries Chamber of Commercesweat and tears, we are happy (EUMCCI), both took place in theto have evolved into Malaysia’s month of September 2009, withlargest electrical utility company. the main objective none otherthan to enhance the quality ofTo commemorate this momentous electricity supply.event, this issue covers interviewswith several of TNB’s mostWith the blessing of God, we haveprominent customers. Our cover achieved many milestones withinstory features Dato’ Syed Abdull the past few decades both in andHafiz Syed Abu Bakar, Managing out of the country. One thing thatDirector of Perodua Berhad, who will not change is the customers’shares with us the ups and downs needs and wellbeing as our topof Perodua over the years and his priority, and so we will continueviews on TNB’s 60th benchmark. to aim higher and perform better.Sitting down with us for anotherinterview is Datin JasmineThe EditorREGIONAL NEWFLASH CAREPOWER BITESCOVERPROGRAMMESTORYAdvisorEditorDRIVING TOWARDS THE FUTUREFocus on Dato' Syed Abdull HafizSyed Abu Bakar, MD of Perodua 8-11• Seminar on 'InterconnectionOperations for Large PowerConsumers'• Special Care for StandardChartered Bank• TNB Dialogue Sessions withEUMCCI & FOMFEIA 12-13• TESCO STORES MALAYSIA SDN BHD• MAGNIFICIENT DIAGRAPH SDN BHD(CARREFOUR)• HOLIDAY VILLA HOTELS ANDRESORTS 14-15GOING GLOBALMcDonald's Story 16BALANCING The ScalesInterview with TNB State Manager(Kuala Lumpur) 17-19PROTECT OUR FIREFLIES.NATURE'S PRICELESS TREASURE.: Ir. Hj. Azman Mohd: Hjh. Nazariah IbrahimAssistant Editors : Syed Hidzam Osman, Zulkifli AhmadEditorial Advisors : Roslan Ab Rahman, Ir. Halim Osman,Ir. Nirinder SinghContributors : Aidah Tajuddin, Zahirah Long, RosidahAbdul Manan, T. Vasantha, Wong Kai Lan,Mohd Zaiharin Mohd Tahir, Geraldine Linda,Saiful Hafiz Ramli, Lin Joe YinLetters To The EditorWe welcome comments regarding the contents of Tenaga Link.Letters must include your name, address and telephone contactnumber. All letters to the Editor should be addressed to:Tenaga LinkSenior Manager (Public Relations & Media),Distribution Division, Level 17, Wisma TNB, No. 19, Jalan Timur,46200 Petaling Jaya Selangor Darul Ehsan or email to hidzam@tnb.com.my / ZulkifliAh@tnb.com.myTenaga Link, the newsletter (KDN: PP8515/1/2008) is produced for Tenaga Nasional Berhad (386965-A), 129, Jalan Bangsar, 59200 Kuala Lumpur, by Produksi Nur-Johan Sdn. Bhd., N107,Vista Apartment, Jalan PJU 10/2B, Damansara Damai, 47830 Petaling Jaya, Selangor Darul Ehsan and printed by Produksi Nur-Johan Sdn. Bhd. (396771-M), Lot 18, Kompleks Kilang SME Bank,Hala Perusahaan Kledang Utara 6, Kawasan Perusahaan Menglembu, 31450 Menglembu, Perak Darul Ridzuan. All rights reserved. No part of this publication may be produced or stored ina retrieval system, or transmitted in any form or any means, electronic, mechanical, photocopying, recording or otherwise, without the prior written permission of TNB Distribution Division.

100% EFFORTProfileDatin JasmineAbdullah Heng,General Manager ofGrand Dorsett Subang HotelAs the first local and femaleGeneral Manager of Grand DorsettSubang Hotel (previously knownas Sheraton Subang), Datin JasmineAbdullah Heng is a force to bereckoned with. In our interviewwith her, she shares about herexperiences in managing one ofthe most renowned 5-star hotelsin the country, its future in theindustry as well as the importanceof prioritizing customers.Tell us briefly about Grand DorsettSubang Hotel as well as the historyof its establishment in Malaysia.Grand Dorsett Subang Hotel isowned by Far East ConsortiumInternational Limited (FECIL) and apart of Dorsett International Hotels,Resorts & Residences. FECIL ownsa total of 16 Hotels in Asia namelyin Hong Kong, China, Macau,Japan and Malaysia. Hotels basedin Malaysia include Grand DorsettLabuan Hotel, Dorsett RegencyHotel Kuala Lumpur, DorsettJohor Hotel, Maytower Hotel &Serviced Residences, and the latestaddition to the Group – Grand3

ProfileDorsett Subang Hotel.Incepted 25 years ago, this Hotelwas owned by Faber GroupBhd, first under “Subang View”and subsequently managed byStarwood Hotels as the hotel under“Sheraton Subang.” In 2007, Fabersold Sheraton Subang to Far EastConsortium, a mega propertydeveloper under Tan Sri DavidChiu, who also owns Plaza Damasand the earlier mentioned DorsettGroup of Hotels in Malaysia.As of 1 st October this year, SheratonSubang was rebranded to GrandDorsett Subang Hotel and servesas the flagship property for DorsettInternational Hotels, Resorts &Residences in Malaysia while thename and logo have changed. Withthe same Management team, GrandDorsett Subang Hotel remains afull-fledged 5-star hotel. Coupledwith a dedicated team fuelledwith passion and commitment, thehigh standards of our quality andproducts are more superior thanever.Refurbishment is ongoing; GrandDorsett Subang Hotel is adding150 more rooms to the existing 350,and a new Executive Club Loungeon the 17 th Floor, overlooking thepark and serene lake adjacent to thehotel.Who are your main customers andtarget audience?90% of our customers arecorporate customers. 55% areindividual travellers who usuallycome for business trips. Another40% are those who come forMeeting Incentive Conferencesand Exhibitions (MICE). MICEcustomers constitute a big chunkof business because we have bigmeeting facilities, a ballroom thatseats up to 2,000 and 16 moremeeting rooms in the hotel.Our current market consists of 45%local Malaysians, 20% Singaporeans,10% customers from the UnitedKingdom, 12% Americans, 8% fromEurope and 4% Japanese.Tell us about the services andspecialties your hotel offers.Aside from both existing and brandnew rooms, our pillarless andspacious ballroom may host productlaunches, seminars, weddings,lunches and dinners. Thanks tohighways like the NKVE andNPE, the Hotel is very accessible,so logistically we are strategicallylocated.We are also in the process ofcompleting renovation for ourladies floor, as 30% of our customerbase is female. Once renovationis completed, we will add somefeminine touches such as a spa,bigger mirrors, aromatherapyfragrances in the rooms, a gym withstate-of-the-art equipment and soforth. We are also upgrading ourswimming pool. Once everything iscomplete, it will be a very beautiful5-star hotel.Based on your experience, what arethe main needs of your customers?What strategies do you implementto address these needs?People’s expectations change,especially corporate customers. Forinstance, we realise that broadbandand wi-fi have become more of anecessity, so we have set them upin the hotel. We always focus onpleasing our corporate customers, sowe have things like questionnairesin the rooms for them and our ownwebsite where they can send incomments and suggestions. Welook through their feedback daily tomake sure we address their needs.Our communication team alsocompiles feedback from other blogson the Internet which we analyseand resolve in meetings. We try tofind solution for all the little thingsguests want.In terms of service, we practice aDorsett service culture in whichwe train associates to follow andcare for guests, colleagues and4

the community. Our tagline is“Hospitality Redefined” – weprioritise personal service levelsthe needs of the guests.Human contact is vital in the hotelunique selling points.How has the economic turmoilimpacted your business both inProfileand treat our guests and suppliersindustry. Are you satisfied withand out of Malaysia? What stepsas part of the family. It is all aboutyour staff’s performance and skillshave you taken to overcome it?reaching out to make sure wein terms of understanding andYes, it has affected us, but wecollaborate with everybody becausefulfilling customers’ needs?are lucky because we are still thewhen you look after the associates,Human contact is very important.market leader in this region. Whenthey will look after the businessOther than our existing front officebusiness declines, we become morewell.staff, concierge and service centre,innovative and try out differentideas. Right now, we are lookinginto new products like outsidecatering which is very strong andgenerates extra revenue for us.We also sell gift vouchers duringfestive periods such as Hari Raya,where corporate customers buy ourvouchers and give them to otherclients who come in their own time.We also offer special features suchas a spa weekend for families. Theidea is to be innovative and presentnew ideas which have the potentialto benefit everyone.Here, we listen to feedback andwe have a senior manager in theideas that will make guestslobby every morning and eveningHow critical is food and beveragecomfortable – our service teamto touch base with our guests. Weto your business? Tell us aboutis trained to ask whether there isalso make calls to the room to askyour food and beverage offerings.anything we can do to make guestsif everything is comfortable forWe currently have 6 food &more comfortable. We also paythem. They are our main prioritybeverage outlets which offerattention to details. For example,and the staff is trained to cater toJapanese, Chinese, Italian, Western,during the fasting month, we willtheir needs and make their stayInternational and local food assend buka puasa treats to Muslimas pleasant and comfortable aswell as buffet meals. There are alsoguests and provide a special sahurpossible.pastries and cakes readily availablemenu in their rooms. Foreignat our Café Aroma. You name it,guests from countries such asThe hotel industry is a competitivewe have it. We always listen toScotland and Germany receivebusiness. How do you facefeedback and ideas from our guestsspecial printouts of news in theirchallenges from your competitors?regarding the types of food theylanguage so they can keep up withIt is very competitive, of course,like. For instance, we have receivedwhat is happening at home. Wesince there are so many 5-star hotelsa lot of feedback from womenget these ideas from our guestsaround now. We do not believe inregarding healthy, organic food,– occasionally we will ask ourlowering the price or going cheapso we have started an organic foodlong-term guests what they want,because we believe in offeringmenu as well.and they will tell us. Sometimes,good value for money. What we doyou can have a beautiful hotelis making sure our guests’ needsOnce, we had a guest from Southproperty, but the service isare fulfilled and that we create aAfrica, and we did not know whatnot good and it becomes justpositive guest experience throughkind of food he might enjoy. Weanother hotel. At Grand Dorsetttop quality service and facilities.reached out to our colleagues inSubang, we believe in creating theWe are innovative in our serviceSouth Africa where we have a hotelexperience in addition to meetingofferings, which is one of ourproperty and gathered information5

Profileto better serve our guest. At thispoint, it is not just about meetingguests’ expectations anymore; it isabout delighting them. This is oneof our competitive edges.How do you want your customersto remember the Grand DorsettHotel?We would like people to rememberGrand Dorsett Subang for itspositive experience and thefriendliness of our people. Wereceive literally tonnes of positiveletters from guests who say ourpeople went out of their way to helpthem. At the end of the day, it is allabout the human touch.As the General Manager ofGrand Dorsett, what is the mostchallenging task for you?Sometimes, there is inconsistency inthe team – some staff perform wellwhile others go at a slower pace.It is a matter of staff management,and that is the biggest challengefor me. Of course, my thinking isthat people do want to becomebetter. We analyse and identify theirstrengths and then we capitaliseon them. Fortunately, we have ourown training department and HRto do counselling and training onthese matters.What are your philosophiesregarding work and life?When it comes to work, I believe ingiving the best that I can. When yougive 100 percent, you’ll get back120 percent. I believe in constantchange. We should not remainstatic because people’s expectationschange all the time. I’m open tonew ideas and try to understandand promote changes in theworkplace for the better. My life’sphilosophy is to take things easy,as you only live once. Be a positiveinfluence to others around you.Also, nothing is impossible if youaim for it.What do you like to do when youhave time to relax?When I’m with my family, I’mvery relaxed; we just spend timetogether. I travel a lot - every fewmonths I’ll go for a short breakand then come back. I also likespas. Anything that helps me feelpeaceful like watching television isgood. I used to play a lot of golf,although I have little time for thatsince I became the GM.Your hotels all over Malaysia relysubstantially on efficient electricitysupply for their operations.With TNB celebrating its 60 thanniversary this year, what isyour view on TNB’s performancethus far in terms of service andtechnical assistance?I must congratulate all of you.Since becoming the GM, I’ve beeninvolved in operations and mattersinvolving parties like TM and TNB.It is working out very well. Wereceive very good service and weget prompt answers. If TNB saysit will get back to us within onehour, it is always attended to withinhalf an hour. This is delightfulfor us and our guests, and we areimpressed with the improvementin the service. Even our guestshave remarked on the quality of theservice. We know we can alwaysreach out to you for service andenquiries.6 Tenaga Link

Malaysia enters Asia network for Power Quality ManagementMalaysia is now part of regionalpartnership for better powerquality management to groweconomic competitiveness inmanufacturing industriesCorporate NewsPetaling Jaya, October 19, 2009– European Union- Asia PowerQuality Initiative (EU-APQI)Malaysia was officially launchedtoday at a special workshop jointlyorganized by EU-APQI SupportNetwork, CIRED Malaysia,International Copper AssociationSoutheast Asia Ltd (ICASEA) andTenaga Nasional Berhad. Thelaunching cum workshop on PowerQuality was done by Ms ViktorijaKaidalova the representative of theEuropean Commission in Malaysia.Malaysia now joins the fray of EU-APQI support networks, whichwas already established in Asia.The establishment of EU-APQIsupport networks across Asia andSouth East Asia are co-funded bythe European Commission under itsAsia Invest Programme with the aimto improve competitiveness of Asianmanufacturing industries throughenhanced knowledge and effectivemanagement of Power Qualityissues.APQI Malaysia – opportunitiestowards harnessing and buildingOne of the participants testing a Fluke Thermal Imagerwhile briefing on the use of the Thermal Imager is givenby a Fluke engineer. The Fluke Thermal Imager is one ofthe products being displayed during the APQI Launchingin Petaling Jaya. The Thermal Imager is used to evaluatethe thermal condition of the electrical installations.TNB Vice President (Distribution) Ir. Hj. Azman Mohd together with HalimOsman, Viktorija Kaidalova and Bek Chee Jin officiating the launch of APQIMalaysia.industry capacity in managingPower QualityThe EU-Asia Power QualityInitiative (APQ)) aims atimproving power quality in Asianmanufacturing industries bycreating awareness on the originsof the problems and buildingcapacity on the technical, financialand managerial aspects of powerquality. The API will thereforeallow manufacturing industriesin Asia to reduce financialcosts and improve productionoutputs. APQI is co-funded bythe European Commission’s Asia-Invest Programme to improve thecompetitivenessof Asianmanufacturingindustriesthroughenhancedknowledge andmanagement ofPower Quality.APQI Malaysiapresents anopportunity forthe convergenceof local industryprofessionalsrepresentingutilities, solutionproviders,academic institutions, consultantsand other professional associationsin forging a collaborative andfocused effort in resolving powerquality issues. The group willdevise sustainable strategies andprograms to raise awareness anddevelop capacity building oflocal industry community. Betterknowledge and awareness willinfluence industry decisions andsubsequent allocation of industryresources to effectively resolvepower quality issues.The Distribution Division TNB,through CIRED Malaysia stronglysupports the launching of APQIMalaysia. With the establishmentof APQI-Malaysia, TNB can accessand share latest informationrelated to power quality in orderto improve the ElectromagneticCompatibility (EMC) requirementfor customers in Malaysia.Power Quality - Sharing ofexperiencesTo provide more insights to theparticipants on power qualityrelated matters, five technicalpapers were presented after thelaunching programme. Twopresenters were from Malaysia andothers were from China, Italy andSingapore.Tenaga Link 7

Cover StoryDRIVING TOWARDS THE FUTUREDato’ Syed Abdull Hafiz Syed Abu Bakar, Managing Director of PeroduaWhen the subject of Malaysia’sautomotive industry is brought up,it is impossible not to mention thePerodua brand. Since its inceptionin 1993, Malaysia’s second nationalautomobile manufacturer afterProton has assimilated itselfpowerfully into the industry asa successful brand both locallyand internationally. As its currentManaging Director (MD), Dato’Syed Abdull Hafiz Syed AbuBakar explains, automobile saleshas increased steadily year afteryear and public response has beenoverwhelmingly positive.What makes Perodua unique incomparison with its predecessor,the equally successful Proton?The introduction of Proton in 1983was to provide affordable carsfor middle-class Malaysians. Incontrast, Perodua’s objective is tointroduce technology to Malaysiansaccording to the IndustrialMaster Plan (IMP) and make carsmore affordable to the masses.Specifically, their plan centres onthe concept of compact cars, whichbegan with the now classic Kancilin 1994. On the other hand, Protonmarkets bigger cars, eliminatingany competition between the twofor the same market niche.“Our goal then and now is toprovide cars which are small,compact, affordable and ofhigh quality,” says Dato’ SyedHafiz. “Compact cars are a hitwith customers because they areconvenient. This is evident with theKancil, which has sold over 700,000units in the past 15 years.” TheKancil was phased out in July withcompany efforts shifting towardsnewer products such as the Myviand Viva.Indeed, the success of the Myvialone is phenomenal. As Dato’Syed Hafiz recalls, “a week beforeits launch in May 2005, we still hadno name, price or pictures for it.”During its launch, he was amazedat the crowd turnout at showroomsacross the country. “Showroomsliterally had to be kept open until1 a.m. because people kept turningup to survey the car. Within twomonths, we had one-month andeven one-year waiting lists – it wasall happening beyond what we hadimagined.” The rest, as they say, ishistory. Four years later, Myvi has8

ecome the bestselling car in thehistory of Malaysia’s automobileindustry with over 360,000 units.The target customer segment forhave recorded 50% non-Malaycustomers. With an equal rate ofcustomers, our image is now truly‘1Malaysia’,” he chuckles.number of sales which skyrocketedduring that period. Despite theeconomic crisis that struck theworld in 2008, sales declined onlyin the first quarter of the year beforeCover StoryMyvi has also defied expectations,Although Proton is officiallyimproving afterwards. “When youproving that Perodua is welcomedMalaysia’s first national automobileconsider that automobile sales inby all walks of life. “Our target formanufacturer, the introductionother countries is dropping by 20%past products like the Kancil andof Myvi has helped Perodua toor more, we are doing very well asthe Kelisa was 70% Malays, 30%leap into the no. 1 position inwe expect sales to drop by only 8%younger population (those in theirFebruary 2006, where it stayed forto 9% this year,” notes Dato’ Syed20s and 30s). But for the Myvi, we40 consecutive months based on theHafiz.The man at the No.1 position."Viva Perodua"9

Cover StoryCommenting on the country’sautomotive industry, Dato’ SyedHafiz said that the total industryvolume reached an all time highof 551,000 units in 2005 and lastefficiency. With its target customersegment of families with youngchildren and young executives,we can imagine that sales of theMPV will closely mirror that ofwish to replace their existing carwith a new one (20%).year some 548,000 cars were sold, aits predecessors. “Every year, weslight decline considering the globalcome up with one new, major ideafinancial crisis. As for Perodua’sto sustain our business until thecar sales, it grew from 139,680 unitsnext year,” says Dato’ Syed Hafizin 2005, to 155,419 units in 2006regarding the upcoming launchand increased to 162,152 units inof the MPV and its relation to2007 and reached a record high ofPerodua’s sales and marketing167,393 units in 2008.strategies.The stiff competition in the industrymeans that consistent and effectivemotivation is needed to drivesuccess and performance of thecompany. “As a manufacturer andOn another positive note, thePerodua’s prospects for the nearseller of compact cars, we push for amotorization rate in Malaysia isfuture appear bright but as withcompact culture,” he explains. Theone of the highest in the region.any other industry, the automotiveexistence of solid affiliations suchMotorization rate refers to theindustry is a competitive business.as the 15-year partnership betweenpercentage of people who ownHowever, Dato’ Syed HafizPerodua and Daihatsu, one of thecars. For instance, in Malaysia, theis not too worried about anytop car manufacturers in Japan alsorate is currently 33%, meaning thatmajor competition from otherhelps the organization to run morefor every 100 people, 33 cars aremanufacturers in Malaysia orsmoothly. Dato’ Syed Hafiz alsosold. This figure is very healthyoverseas. “To me, there are twoplaces great emphasis on effectivecompared to countries such astypes of competition: direct andcommunication among staff toThailand, Indonesia and Philippinesindirect. Indirectly, everything isensure that everybody understandswhere the motorization rate barelyconsidered competitive for yourthe bigger picture that the companyreaches 5% to 10%. In addition,business including factors such asis striving for. On a more individualMalaysia is greatly aided by lowfuel price, economic factors andnote, he encourages a positiveinterest rates and non-performingage group. Directly, of course weattitude among staff: “Be excitedloans (NPL).have competitors but buyers ofabout going to work when youcompact cars are a different brandwake up in the morning. You mustThis November, people can expectof customers.” According to Dato’choose your mood instead of lettingeven more product variety fromSyed Hafiz, three categories ofothers do it for you.”Perodua as the company will bethese buyers exist: first-time buyerslaunching its newest product, thewho usually prefer to start withWith many countries still recoveringMPV. As with past cars, the MPVsmall cars (40% of Perodua buyers),from the blow of the economicaims to defy the convention of large,additional buyers who wish to addcrisis, how does this situation affectbulky family cars by emphasizinganother vehicle to their existing carMalaysia’s car exports? Dato’ Syedon practicality in size and fuel(40%) and replacement buyers whoHafiz views this as an opportunity10

up every morning feeling spirited todo their jobs.”On a personal note, he displays amore philosophical and spiritualside, valuing peace of mindover material wealth. “We haveinsufficient resources, yet we useit to make bombs and fight withone another; it is a waste.” He alsoexpresses an interest to visit wartorncountries such as Palestine tovisit refugee camps and make somekind of contribution when he hasthe time. “It is something I wouldlike to do soon,” he confesses,“because I believe in contributingto society while we are still younginstead of waiting until old agewhen we no longer have the energyto do so.”Cover Storyin the sense that Perodua has timeto advance to the level of its foreigncompetitors. “Many companies areclosing down their plants and layingoff staff. It will probably take fewyears for them to bounce back. Thiswindow of time allows Peroduathe chance to slowly go up to speedand match the level of internationalcompanies in terms of quality andstrength.”“We are driving a culture of different religions and interests wherepassion is the common denominator," says Dato' Syed Hafiz.Part of Perodua’s efforts to meetthis goal includes a December 2009target to meet the global qualitystandard of 0.2 DPU (defects perunit). In automotive terms, evena hairline scratch along the metalsurface of a car is considered adefect, so production quality plays asignificant role in ensuring minimaldefects. “Right now, we are at 0.3plus,” he reveals. “We are hopingthat by December, we can improveour quality to meet the standard.”Dato’ Syed Hafiz has been a witnessto many of Perodua’s successesas well as challenges. However,he admits that one of his biggestchallenges lies in continuouslychurning out new ways to maintainpassion not just in his staff but alsoin customers to keep purchasingtheir cars. “We are facing with aculture of different religions andinterests where passion is thecommon denominator. My jobis figuring out how to instil thatpassion in people so that they wakeRemarking on TNB’s service whichhas been valuable considering thelarge-scale size of the automotiveindustry and its dependence onelectricity to produce cars, he noteswhat others have also observed onits developments in recent years:“The service has improved a lot inthe past few years, and the staff hasbecome much more proactive. Oneof the major changes is that TNBhas stopped viewing the businessas a captive business and startedto operate as more of a serviceindustry. Where once it had a moreselective approach to customers,it has now become open to widerchoices.”With the MPV’s release comingup in November, more newproducts being planned and thesales of existing products arestill going strong, it is safe to saythat Perodua’s status as one ofMalaysia’s top car manufacturerswill last for quite some time.Tenaga Link 11

Power BitesSeminar on Interconnection Operationsfor Large Power ConsumersSpecial Care forStandard CharteredBankA one-day seminar cum workshop on Interconnection Operations for LargePower Consumers was organized by the System Operation Department, TNBTransmission Division on 5 August 2009 in TNB Integrated Learning SolutionSdn Bhd (ILSAS), Bangi.The seminar was supported by Energy Commission (EC) with a fee of RM150 perperson and targeted at Relevant Operational Staff from Large Power Consumers,Resident Electrical Engineers (with or without EC Certificates) and Practicing ECCompetent Engineers.The response was overwhelming where about 100 participants have benefitedfrom this workshop which was designed with the following objectives:-i) To disseminate adopted operational philosophies, practices on the controland operation of transmission interconnection facilities which interfaces withindustrial plants.ii) To understand precisely safety procedures used by the National LoadDespatch Centre (NLDC) for the respective LPC to coordinate; establishand maintain the necessary isolation and earthing when working on theinterconnection facilities.iii) To develop a clear understanding on the demarcation of responsibilities ofrelevant operational staff and EC competent Engineers to ensure safe andreliable operation of interconnection facilities.iv) To facilitate closer rapport amongst TNB Transmission and LPC OperationalPersonnel as well as their appointed EC competent engineersv) To share experience among peers on issues of common interest.The one-day seminar commenced at 8:30am and ended at 4:30pm. It wasofficially opened by Hjh. Khalidah Haron, Managing Director of ILSAS andfollowed by presentations by five TNB speakers who are the experts in theirfield. The speakers and the papers presented were as follows:-1. Ir. Gurcaharan Singh (General ManagerSystem Operations) on InterconnectionsOperations.2. Muhd Gadaffi (Senior EngineerControl) on Record Interconnection SafetyPrecautions-RISP.3. Ir. Mohd Fuad Faisal (Senior TechnicalExpert) on Power Quality.4. Dr. Aznan Ezraie Ariffin (Deputy ChiefEngineer) on Planning System Operation.5. Ir. Dev Anand (Senior Manager) onAsset Management.TNB is inviting other LPCs to participatein similar seminars. Interested customerscan send their particulars to rosidah@tnb.com.my or AzizHH@tnb.com.my. TNBwill be organizing another workshop in thefuture and relevant information will be dulypublicized.The Standard Chartered Bank –Malaysia’s first Bank, is one of TNB’sCorporate Accounts who is enjoyingthe benefits of CARE programme(Corporate Account RelationshipEnhancement Programme). The KeyAccount Managers met up with thebank officials to enhance two waycommunication / relationship withthem to understand their needs.Following up with the CARE Visit toStandard Chartered Bank on 23 July2009, Customer Service and MarketingDepartment under the CAREProgramme, has organized a specialsession for the bank on two subjectsof their interest that is, Power Quality(PQ) and Energy Efficiency (EE). Thesession was held on 20 th August 2009at the bank's meeting room in MenaraStandard Chartered, Jalan SultanIsmail, Kuala Lumpur.The session was opened by Ir. NirinderSingh Johl, Assistant General Manager(Customer Relationship Managementand Marketing) and attended byStandard Chartered Bank managersand technical personnel. A presentationwas given by TNB EngineeringDepartment Ir. Mohd Fuad Fisal(Technical Expert-Power Quality &Energy Efficiency). The presentationwas informative and beneficial tomost of the attendees. With this,TNB hopes the objective to enlightenthe bank has been achieved and tocontinue providing service to valuedcorporate customers through the CAREProgramme.12

TNB Dialogue Session with EUMCCITNB has conducted a dialogue session with EuropeanUnion-Malaysian Industries Chamber of Commerce(EUMCCI) members at its Distribution DivisionHeadquarters in Jalan Timur, Petaling Jaya on 10 September2009. It was hosted by TNB Customer Relationship andMarketing Department (CRM) led by Hjh. NazariahIbrahim (General Manager, CRM) and Ir. Nirinder SinghJohl (Asst. General Manager, CRM). EUMCCI team washeaded by its General Manager, Mdm. Minna Saneri.Power BitesEUMCCI is a public non-profit organisation where itssources of finance are from projects, events, membershipsand sponsorships. Having 1,088 members, it is an umbrellaorganization of all EU chambers of commerce and businesscouncils.EUMCCI members taking part in the dialogue session.EUMCCI main functions include supporting anddeveloping EU business interests in Malaysia as well asfacilitating trade, commerce and investments between EUand Malaysia.It also conducts social and business activities that catalyzeand stimulate networking for European companies inMalaysia with the Malaysian business communities,business associations, relevant ministries, officialrepresentations and other Chambers in Asia.Among the main issues discussed in the dialogue sessionwere supply reliability and tariff structure. Also presentwere Jamilah Kamal (Senior Manager, CRM) andT. Vassantha (Asst. Manager, CRM).TNB – EUMCCI discussion in progress.Dialogue with FOMFEIAFOMFEIA members participating in the dialogue - from leftis FOMFEIA Deputy President Mr. Tan Poh Seng, AssistantSecretary Mr. Pang Kong Woon, Hon. Secretary Mr. Lai WengKeong, Executive Secretary Ms. Gennie Lim and members.TNB representatives from the Customer Service & MarketingDepartment - from right Assistant General Manager (Tariff)Abu Bakar Ismail, Assistant General Manager (Commercial)Hj Megat Said Megat Ramli and Assistant General Manager(Strategic & Marketing) Abdul Haris Abdul Karim.On 15 September 2009, TNB Distribution Division organizeda dialogue session with Federation of Malaysian Foundriesand Engineering Industries Associations (FOMFEIA) at TNBDistribution Division Headquarters Jalan Timur Petaling Jaya.FOMFEIA is the national representative body for the Foundryand Engineering Trade and Industries in Malaysia. Establishedin 1977, FOMFEIA currently has 11 states constituent and 4district associations nationwide. With its continuous endeavorto generate more business opportunities through networking,direct and indirect membership of all States and DistrictsAssociation has well exceeded 2,000. FOMFEIA's main role is toprovide assistance to its members in resolving problems arisingfrom the implementation of government policies by holdingdialogues and discussions with the various ministries such astrade and industries, labour, finance, environment and others.The team from FOMFEIA was led by its newly appointedPresident, Liew Chee Ming (former Perak FEIA President)and Deputy President, Tan Poh Seng (former Melaka FEIAPresident). TNB’s team was led by Hjh. Nazariah Ibrahim(General Manager, CRM) and Ir. Nirinder Singh Johl (Asst.General Manager, CRM). Some of the important mattersdiscussed were on supply reliability, power quality and tariffstructure. Also present were Jamilah Kamal (Senior Manager,CRM) - Rep of MIDA and T. Vassantha (Asst. Manager, CRM).Tenaga Link 13

Care ProgrammeCARE ProgrammeOne Contact PointCorporate Account Relationship Enhancement (CARE) Programme is a programme developed in December 2007to foster a better relationship with TNB’s corporate customers.CARE Programme adopts the concept of ‘one contact point’, where a special executive (CARE Manager) from theCustomer Service & Marketing Department, is appointed to manage a corporate account. The CARE Manager isresponsible to create a continuous interaction between TNB and their respective corporate customers in order toget feedback on TNB’s services.The main objectives of CARE Programme are:• To foster closer two-way relationship between TNB and corporate customers and at the same time to givebetter service to corporate customers.• To get feedback from corporate customers on TNB’s services, to monitor and to take effective actions inorder to fulfill the customers’ needs.• To promote TNB’s bulk system.In its implementation, the Programme has identified 8 segments such as the following:• Banks / Financial Institutions• Business Complexes• Utilities• Fast Food Chains• Telecommunications• Hotels• Transportations• PetroleumTESCO STORES MALAYSIA SDN BHDMarlene KaurDirector, Corparate Affair14Care Manager :Juhaida TajuddinTesco Stores (Malaysia)Sdn. Bhd. was incepted on29 November 2001, as astrategic alliance betweenTesco Plc UK and localconglomerate, Sime DarbyBerhad of which the latterholds 30% of the totalshares. Tesco Malaysiacommenced operationsin February 2002 withthe opening of its firsthypermarket in Puchong,Selangor.Tesco Malaysia employsapproximately 12, 000workers and operates30 stores including theformer Makro stores nowknown as Tesco Extra.Tesco Malaysia currentlyoperates in two formatsfollowing the acquisition ofthe Makro Cash and Carrybusiness in Malaysia inDecember 2006. These are:Tesco HypermarketsThe hypermarket formatoffers customers a completeone stop shopping for theirneeds from fresh food togroceries, from householdneeds to apparel. It carriesmore than 60,000 lines ofproducts including morethan 3,000 own brand ofproducts ranging from foodto non-food items.Tesco ExtraHypermarketsThe Tesco Extra formatserves the needs of smallbusinesses, families andindividuals all underone roof by providinga comprehensive rangeof products and servicesfocused for small businessesincluding bigger packsizes, special trolleysand checkouts as wellas a dedicated businessdevelopment team tosupport small businessowners with their orders.Tesco Malaysia is the onlyHypermarket to run its ownloyalty card, which returnsmoney to customers 4 timesa year. Tesco Clubcardand Biz Clubcard wereintroduced, as a way to saythank you to customers bygiving money back to them.As a responsible corporatecitizen, Tesco Malaysia hasresponded and workedwith communities includingNGOs such as the NationalCancer Council (MAKNA)to raise more than RM350,000 for the Tesco-MAKNACancer Research Fund forLife.It is Tesco Stores (Malaysia)Sdn Bhd’s aspiration tocreate value for customers toearn their lifetime loyalty.

MAGNIFICIENT DIAGRAPH SDN BHD (CARREFOUR)Guillaume de ColongesManaging DirectorCare Manager :Norhasliza OthmanCarrefour was firstestablished in 1963 inFrance. It is the secondlargest retailer in theworld with presence in29 countries. CarrefourMalaysia, operated bylocally incorporatedMagnificient DiagraphSdn Bhd was first set upin 1994 and is a leadinghypermarket chain witheighteen (18) outletsthroughout West Malaysia.Carrefour was the first tointroduce the concept ofhypermarket in the region.This concept offers onestopshopping, self-service,customer conveniencefacilities, free parking andlow price on a wide range ofgoods. It is also the only oneto offer 100% refund policythat protects the consumers’rights against defectivegoods. It also offers “LowestPrice Guarantee” whichallows the customers toclaim double the differencebetween Carrefour’s priceand the price offered inother retail outlets shouldthe latter price be cheaperthan Carrefour’s. Carrefourhas always made acommitment to ensure LowPrice. This is predominantlyso with other leading brandsin the market and up to30% cheaper! Hence the BigSaver guarantees Low Priceassures customers a refund.Carrefour has a workforceof more than 5,000 peoplein Malaysia with an averageteam of 300-400 staff perstore. It has also beenpromoting products by localSMEs including Bumiputerasuppliers from all overMalaysia. In addition, 90%of the 50,000 products inCarrefour hypermarketsare locally produced andmanufactured.Care ProgrammeHOLIDAY VILLA HOTELS AND RESORTSAbdul Halim IsmailGeneral ManagerCare Manager :Rosidah Abdul MananHoliday Villa is aninternational brand namefounded in 1987 by Alangka-Suka Hotels & ResortsBerhad, a subsidiary of thepublic-listed company,Advance Synergy Berhad.The brand name is aregistered trade mark inLondon and Malaysia.The first Holiday Villabeach resort was opened inCherating on the East Coastof Peninsula Malaysia inApril 1987. Built on 2.3 acresof land fronting the SouthChina Sea, the beach resortopened with 50 guest roomsand apartments. In 2006, theresort was re-branded asHoliday Villa Beach Resort& Spa Cherating to enhanceits identity in the market.From Cherating, HolidayVilla expanded to the islandof Langkawi in 1992 whenwe opened a 258-roombeach resort on 13 acres ofland fronting the beautifulbeach of Pantai Tengah,named Holiday Villa BeachResort & Spa Langkawi.All the Holiday Villa's cityhotels are strategicallylocated in prime areaswith welcoming ambienceand easy accessibility tomajor business, shoppingmalls, recreation andentertainment areas. Roomreservations to any of theHoliday Villa hotels andresorts worldwide aremade easy via its on-linebooking system at www.holidayvillahotels.com.Guests can get instantconfirmation on their roomaccommodation for theirvacation or business needs.From the tropical paradiseof Malaysia, Holiday VillaHotels and Resorts has nowspanned through Asia,Australia, Africa, the MiddleEast, the United Kingdomand China.Currently, there are 18quality hotels and resortsoperated by Holiday Villawith a total of inventoryof 3,390 guest rooms andsuites. They range fromaffordable and moderndeluxe to luxuriousboutique hotels, chaletsand apartment suites. Itfunctions through variousbusiness arrangements withits business partners andassociates. It either managesthrough direct managementservices contracts, jointventures, or operates hotelsand resorts under franchisedproperty arrangement, apartfrom owning and managinghotels.HOLIDAY VILLA HOTEL& SUITES SUBANGHoliday Villa Hotel & SuitesSubang is a business hoteland recreational club set on6.8 acres of landscaped landin the prime area of SubangJaya in the state of Selangor,Malaysia. Just 25 kilometresfrom Kuala Lumpur and45 kilometres from KualaLumpur InternationalAirport (KLIA).Accessible to the businessand commercial district,Holiday Villa Hotel & SuitesSubang is thus convenientto the discerning businesstraveller.The hotel offers 383 spaciousguest rooms ranging fromdeluxe rooms, ExecutiveSuites to Residential Suitesand Prima Floor Rooms.The Hotel’s vast range ofconvention and meetingfacilities include three grandballrooms and 15 seminarrooms with full meetingpackage facilities.Tenaga Link 15

NewsflashGOING GLOBALBy now, the golden arches of theMcDonald’s logo are a familiarsight throughout Malaysia. Familiesand youths vouch for the franchiseas though it were an old friend.For that reason, customers will bepleased to know that McDonald’sMalaysia is currently planningto introduce several significantchanges to upgrade its servicesunder the guidance of its newmanaging director, Sarah Casanova.Casanova is no stranger to themanagement field or McDonald’s –prior to Malaysia, she was stationedat McDonald’s branches in Russia,Istanbul and Japan. The nativeCanadian has been involved in thescene for over 18 years and her workhas been recognized with multipleawards such as the President’sAward (1995), McDonald’sWorldwide Marketing AchievementAward (2001) and most recently, theCharlie Bell Award in May this yearfor her extraordinary leadership andwork performance.“We have a global vision. We wantto be the customers’ favourite placeand way to eat,” she says. Amongthe steps to be taken in fulfillingthis vision is the expansion of homedelivery services, improvement ofcrew service, a healthier menu and anew kitchen format which decreasescustomer waiting time and increasesfreshness of the food. At present,McDonald’s Malaysia boasts 186stores, with a target of 300 storesby 2014 which is expected to createroughly 5000 job opportunities forMalaysians.Under the firm tutelage ofCasanova, her team is more thanready to tackle the challenges thatlie ahead for the franchise. “We willcontinue to work hard to be the bestemployer. We offer quality, safeand halal food. We do our businessethically and pursue on our strongbranding. We will continue puttinga shine on the golden arches,”Casanova promises.Excerpts from The Star BizWeek (29 August 09)Note: McDonald’s is also one of TNB CorporateCustomers under the CARE Programme.16 Tenaga Link

BALANCING The ScalesRegionalOn Jalan Kepong, Kuala Lumpur,the Wisma TNB building towershigh above the other blocks on thestreet. The view from the 11 th flooris imposing but the woman sittingopposite us (team from TenagaLink)looks completely cool, calm andcollected.As expected from someone whohas achieved such admirablesuccess, Kamaliah’s journey in TNBis shaped by the various terrainsof different positions and stationsover the years. Looking back to heryounger days, Kamaliah is a proudalumnus of St. George’s Girls Schoolin Penang. She later furthered herstudies in Brighton and graduatedfrom Sussex University in 1983.Immediately after graduating, shetook what would prove to be ablessedly fateful leap into the TNBwork world.Her first ever taste of professionallife in TNB was as an AssistantConsumer Engineer in Penang.From there, she was transferred toPaka Power Station for four years.Following various stints such as herinvolvement in the EntrepreneurDevelopment Programme, andBusiness Management Unit inCustomer Service Department, shereturned to the Human Resourcesand Administrative ServicesDepartment and was subsequentlyappointed as General Manger.Currently, she holds the position ofGeneral Manager (Kuala Lumpur),Distribution Division, TNB sinceJanuary 2008.Ir. Kamaliah Abdul Kadir, TNB State General Manager (Kuala Lumpur)As any GM is sure to attest, the we always think of the customers asjob scope is not one to be taken VIPs and our top priority.”lightly. Having Kuala Lumpur as abase of operations only intensifies This outlook is consistent withthe challenges faced due to its Kamaliah and her team’s vision toconstant position in the spotlight push TNB Kuala Lumpur becomingas the country’s capital and centre what she describes as “a worldof trade and business. “Customers class utility for a world class city”.hold tremendous expectations on In light of the current economicour services, so we cannot afford gloom enveloping the nation andto underestimate supply adequacy, other parts of the world, one mightliability and quality at anybe inclined to dismiss her ambitionsmoment,” she acknowledges of the as idealistic. However, Kamaliah’sarea’s customer base. “However, capability and organization are17

RegionalKamaliah’sown way ofplanning is toalways view thebusiness as twodistinct areas:network andretail.challenging, demanding and at thesame time exciting. At TNB KL weaim to provide world-class service.She believes that due to the dailychallenges faced on the job, qualityand excellent customer servicemust be maintained painstakinglythrough unrelenting hard work.Overall, she stresses,“Our goal is toensure that the whole of TNB KualaLumpur becomes topnotch and ableto deliver service excellence.”sheer number of customers dealtwith regularly belies the challengefaced by the staff in running matterssmoothly. In Kuala Lumpur, thismatter becomes more complexwhen considering the fact that thereare both large power customers(commercial and industrial) anddomestic customers to handle.Among the domestic challengesfaced frequently by Kamaliah andher team are those coming fromclearly reflected when she discusseson tackling the idea from all angles.“Growth in Kuala Lumpur is stillhealthy despite the economicclimate,” she points out.And what are the strategiesplanned by Kamaliah and her teamto bring all these visions to life?“Service excellence” is her promptand firm reply. Indeed, it is TNB’stenants and landlords as well asmultinational (local and foreign)clients.To effectively handle everything,“Our year-on-year sales growthcompared as at June 2009 was 5%,the reason is that 18.7% of ourcustomers are commercially-basedrather than industry-based. Unlikestates such as Selangor and Penangwhich have a higher percentageof customers who are involved inindustry, our customers are morefocused on commercial areas.” Incomparison with industrial activitieswhich require the participationof factories, machinery etc, thecommercial area distinguishes itselffrom the former as it is more servicebased.At the moment, Kamaliahdescribes her position as the headof TNB Kuala Lumpur as indeedfirst rule in executing all plans andwithout commitment from theentire staff, nothing would be liftedoff the ground. Kamaliah’s ownway of planning is to always viewthe business as two distinct areas:network and retail. The networkarea deals with the internal servicesprovided by TNB. This basicallymeans ensuring that planning isconducted well, feedback system issmooth and the supply of electricityis turned on.Secondly, the retail area placesemphasis on dealings withcustomers on billing, connectiontime, connectivity, after saleservices and meter reading. TheKamaliah’s team has formedseveral liaisons with units suchas one-stop centres and DBKL.Kamaliah is particularly proud oftheir collaboration with DBKL asit solves several major problems.“We have a major task since ourworking hours are limited to certaintimes, but having a cross-functionalteam with DBKL means that we areable to cover more areas whenevercustomers complain aboutbreakdowns or other problemsconcerning electricity supply.” Inshort, she says, “(together) we areshaping how the landscape of thisindustry or the job should be.”A less qualified person may find18

such responsibility overwhelmingbut to proceed cautiously.” Thisfor my children.” She also revealsto shoulder, but Kamaliah takesit all in stride. It helps that sheis buoyed by a positive outlook:“I feel very encouraged when Iyear in TNB Kuala Lumpur office,she plans to keep the festivitiessimple. “I enjoy having solat hajatvery much with the staff,” shethat she loves to travel and, giventhe opportunity, enjoys going onretreats with her family.Regionalsee things moving and achievereveals with a smile. “we will mostWhen reflecting on her work andresults.” Within the 18 months ofprobably have a small gatheringlife, she summarizes it aptly as aher tenure, TNB Kuala Lumpursuch as a do’a selamat among staff tobalancing act. “Work is challenginghas gained several accolades,commemorate TNB’s journey overbut we must always find a wayincluding 5-S certification fromthe years.”to balance the scales. We have tothe Malaysian ProductivityCentre (MPC) and 5-star SafetyExcellence Management System(SEMS) award for 3 consecutiveyears. TNB Kuala Lumpur hasalso strived hard to implementadditional programmes whichbenefit customers and improverelationships between TNB andcustomers. These programmeshave received positive response,for instance the introduction ofone-stop enquiry centre, customercare and training for customersin terms of power quality, energyefficiency and tips on how to saveelectricity.2009 marks a very significantyear, TNB celebrated its 60thanniversary on 1st September. Inlight of this, Kamaliah reiteratesher long-term vision for TNB tobecome a global player in theenergy sector as it has alreadygained a firm hold in generatingbusiness and formed solidrelationships with partners bothwithin and outside the country.Moreover, Malaysia’s positionWith a demanding schedule, it is aremember our role in society asas a Muslim country allowswonder that she has any time to sitdaughter, son, husband, wife andmany opportunities to developother Muslim countries’ energyback and rest. How does Kamaliahunwind and relax when she hasindividual. We shouldn’t forgetour role in religion: do our best andsector in terms of consultancy,some free time? “When I have time,pray for only the best.” And withgeneration and energy demand andI always want to spend it at homethat, Ir. Kamaliah Abdul Kadirexpectations. However, as everywith my family,” she enthuses,flashes us another friendly smilegood planner does, Kamaliah’s aimlaughing. “My husband cooks but Iwhich seems to hold high hopesis “to grab the many opportunitieswould love to be able to cook moreand promises for the future.Tenaga Link 19