Gamuda Rise_SEPT19 (Online)

SEPTEMBER
2019
FOR EMPLOYEES ONLY
CAPACITY
CAPABILITY
COMPETITIVENESS
Providing Clean Water for Orang Asli | Going the Distance with Gamuda Land, Digital IBS and BIM
| What SAP ARIBA is All About | GET Scored for Innovation in English Assesment | Teh Tarik with Sudevan

SUSTAINABILITY IS MORE THAN SAVING THE ENVIRONMENT
FROM THE GROUP
PROCUREMENT OFFICE
Ir Chan Kong Wah
Group Director
I
n Gamuda, we strive towards strategic
procurement where the returns and savings
can be maximised through the process of
planned purchasing. It is very structured with
the primary objective of improving transparency,
driving the culture of procurement planning and
good corporate governance. The benefits include
having traceable audit trails and leveraging on bulk
purchases. This is opposed to buying on an ad hoc basis
or as when necessary.
For the purpose of clarity, “procurement” is the process of
acquiring goods or services on agreed terms and conditions,
via tendering, competitive bidding and negotiation.
It facilitates business entities in obtaining the best possible
prices and promotes fair competition, while minimising the
risks of fraud and collusion under conditions of scarcity and
price fluctuations. Therefore, buying from the correct source
at the right price and at the right time is crucial.
The SAP Ariba e-procurement system was implemented
in October 2018, as part of our 3Cs (Capacity building;
Capability development; Competitiveness) business
strategy to move up the value chain. Planning ahead
with technology for the construction industry is the next
big step, where technology will have a huge impact on
how contracts can be negotiated fairly and efficiently.
With good governance in the e-Procurement processes,
we can pre-plan and drive transparency. Our initial outlay
of approximately RM7.2 million is fully recouped in less than
three months since Ariba went “live” on 1 October 2018.
To date, over 700 auction events have been conducted with
savings exceeding RM140 million. More foreseeable savings
will be realised with upcoming auction events for bigger
contracts.
Going into the next phase, we are expecting 100% adoption
of all our e-Procurement through Ariba and BuildSpace by
the end of January 2020. This strategy aims to reposition
Gamuda towards achieving sustainable competitive
advantage. The next target under this digital platform
is enabling cost data analysis and reporting in a faster,
more efficient manner. Hence, we can expand our base
of suppliers, increase effectiveness and strengthen our
market presence.
Moving forward, our procurement strategy is focused
on building strategic partnerships with key suppliers,
contractors and consultants. This will ensure that for a
particular work package tender, we can secure the contract;
produce added value; and deliver the project on time and
within budget. As a Group, we must continue with a
transparent, digital procurement system as we attract
more suppliers into the supply chain and collaborate
with strategic partners to increase our margins, as well
as effectively manage risks. We can gain market confidence
by attracting more local and overseas suppliers into the
supply chain.
I
t has been two good years since we, collectively
as a Group, set sail on a journey of sustainability –
progressively documenting and reporting our
green efforts, and learning along the way. You
may not realise, but the sustainability values
are already embedded in our DNA given that
consideration of the environmental and social
aspects have always been mandated in the Group’s business
plan, beyond its economic growth – this is fundamentally
the Environmental, Social and Governance (ESG) framework.
Popular buzzwords like climate change, carbon footprint,
greenhouse gas (GHG), single use plastics, and renewable
energy are constantly talked about and flashed all over the
place, but how much do we understand about these terms?
And the biggest question remains, why should we be
concerned? To answer the latter question, we have to look
at what we do.
Our business cuts across infrastructure and property
development. At every life cycle of a project – from
its planning, designing, construction, operation to
decommissioning – the impacts are inter-related and
cumulative. With sustainability in mind, the whole process
can be optimised in its economic (e.g. cost), environmental
(carbon footprint) and social (stakeholder management)
matters.
Significant improvements can be made especially at the
beginning stages of planning and designing. This is where
we, as Gamudians, have an important role in shaping the
policies and processes with our thinking and particularly
consciousness in maintaining sustainability. Such influence
also applies in the operational stages and in dealings with the
wider supply chain which eventually determines our impact
to the societies that we are building and living in.
Most importantly, we must recognise that every action we do
today, will have implications to the world and subsequently,
impact our children’s generations too. As we expand our
Group’s businesses regionally and globally, it must be
complemented with increased efforts towards climate
action, to strengthen climate resilience into the planning
of our projects.
While the Group has been aligning its agendas to all 17 of
the United Nation Sustainable Development Goals (UN SDG),
we will remain focused on delivering SDG 9 (Industry,
Innovation and infrastructure), SDG 11 (Sustainable Cities
and Communities) and SDG 13 (Climate Action). These three
goals are substantial and most relevant to us because our
Gamudian core value stems from driving innovation in
construction technologies and customer solutions.
We are poised in the right direction, and will surely intensify
efforts in sustainability moving forward. For this, we need
concerted and coordinated actions from every member
of the Group to be on board. Stay tuned for workshops,
educational and policy formulation sessions related
to sustainability as we prepare to equip our talents with
the right mindset.
Let us embrace sustainability as part of our lifestyle and
workstyle, together.
| SEPT 2019 | 02
| SEPT 2019 | 03

Finding the Sweet Spot amongst Various Business Demands
Providing Clean Water for Orang Asli
Having joined Gamuda Land around 13
years ago, Tang Meng Loon, who is the
Director of Club, Township and Property
Management, has expanded beyond his
role of managing Gamuda’s golf and
recreational clubs to include property
and facility management. He now
oversees three major divisions comprising Club Operation
for Kota Permai Golf and Country Club, Horizon Hills GCC,
Botanic Resort Club and Jade Hills Resort Club; Property
Management for up to 11 townships; as well as Facility
Management for Gamuda Walk, Quayside Mall, Q Tower,
and Water Front Village.
In juggling with so many portfolios, Tang revealed recently
some of the challenges faced in his current role of managing
the varied expectations of club members, residents, tenants
and the public at large.
Besides upgrading structures and maintaining the pristine
greens in the golf courses, he has to keep up with the high
expectations of the club members in providing top-notch
facilities. At times, it takes dedication and extraordinary
service levels attending to the needs of guests, coupled
with balancing between hosting corporate golf tournaments
and ensuring course availability for its members’ privilege.
Tang and his KPGCC club management team
Tang and his township management team
Interestingly, in managing expectations of buyers and
residents in townships, as well as tenants and visitors at
commercial buildings, the safety and security of these
groups must be prioritised. This is in addition to ensuring
the smooth operation of gated and guarded townships,
as well as residential and commercial high-rise buildings.
“For instance, the advent of Airbnb has made our job
even more challenging. We find ourselves having to
deal with conflicting expectations from different groups
of buyers – those who purchased their units for investment
versus those who use for own stay. But all this must be
handled tactfully,” Tang shared during an interview at
his office.
With much on his shoulder, Tang has managed to
overcome these expectations with his committed team.
His management style can be described as inspirational
and charismatic, striving to build team work and a sense
of belonging among those under him. The many prestigious
international awards won by GL clubs and townships have
also been a great source of motivation for him to continue
striving for excellence.
Valencia Clubhouse
Valencia offers a private residents-only golf course
and clubhouse in a luxurious resort setting.
With the focus on Smart Cities, he is taking a step further and
envisions leading a transformative and exciting Smart Club
in the country that will cater for a broader array of health,
recreational and wellness offerings. This can be seen in the
development of a Wellness Centre in Gamuda Gardens. It will
have a full range of facilities similar to a recreational club, but
with the addition of fitness equipment.
Moving forward, Tang will be fostering collaboration to host
more engaging activities that appeal to a younger audience.
He is also riding the wave of digitalisation by introducing
e-newsletters and mobile applications. The latter is expected
to add value and provide convenience to residents in
managing bookings of the various amenities, as well as
enhancing community living.
T
he frequent water supply disruptions in
Selangor, particularly in the Klang Valley
seem to be a perpetual problem for
Malaysians residing in the state. Apparently
clean water is something we need but take
for granted.
In the district of Gombak, there are people from around 12
Orang Asli villages who are still living remotely without
treated water supply. These indigenous communities have
no choice but to pipe water from rivers or wells and risk
suffering from water-borne diseases. The villagers’ hardship in
having access to a basic amenity such as clean water haunted
Teng Yu Mein, a winner of the Star Golden Hearts Award 2018.
It was a lightbulb moment when Teng designed a simple yet
practical pump that connects to a ceramic filter, as a portable
solution to filter water for these marginalised communities.
She later established the Efinity Social Enterprise to sustain
efforts of distributing the water cap filters to those in need.
As part of Yayasan Gamuda’s Corporate Social Responsibility
(CSR) initiative of improving the living standards of local
communities, the foundation is sponsoring the installation
of Efinity EZ Water Cap filters for the Orang Asli settlements
in Gombak. It is in tandem with the United Nations’ Sixth
Sustainable Development Goal (UN SDG 6) of ensuring
everyone has access to clean water and sanitation. We
spoke to three Gamuda volunteers who were there to help.
“It was meaningful as I realise that there are still people who
have no access to this fundamental necessity which all of us
take for granted. It is also upsetting to know that there are
certain groups of people being left out due to rapid
development, despite living so close to the capital city of
Kuala Lumpur.”
James Ong
Executive, Internal Audit
“I just feel great to see happy faces. The act of giving is a great
way to make people happy because it means we care for them.
I think the provision of the water filter will be very helpful for the
Orang Asli as I can see it will improve their quality of life. Now,
they can have clean water for drinking, cooking and washing
without compromising their physical health.”
Nurul Syuhadah
Secretary, Business Development
“Anyone can be in a position to help those in need, to alleviate
the struggles of the less fortunate in a civil society. For Gamuda
to initiate this and other charitable efforts, it shows commitment
to giving back to our society, with a focused plan to ensure
continued, sustainable and empowering assistance.”
Arief Fauzy
Coordinator, Yayasan Gamuda
Yayasan Gamuda is privileged to support an invention that
will have a positive and long-lasting impact in improving
the lives of rural communities. As a nation builder, it will
continue to drive efforts on providing educational aid
and community enhancement.
| SEPT 2019 | 04
| SEPT 2019 | 05

GOING THE DISTANCE WITH GAMUDA LAND, DIGITAL IBS and BIM
According to Aw, Malaysia is relying a lot on foreign labour
which is not sustainable and seems to have protected
industries from moving into more effective machine
technology. Gamuda is upskilling the local graduates and
skilled workers with better qualifications and the technology
it has to improve productivity. Therefore, the company is
helping the government’s cause of moving towards a
high-income nation by improving productivity, which can
only happen by embracing technology.
He added that Gamuda is making inroads with its smart city
initiative, having signed up with Maxis as its first 5G partner.
The company will be at the forefront in terms of virtual
connectivity to realise its projects in Malaysia and being a
differentiator itself.
Learning from Mark Bew, the UK leading expert on BIM
Devendran shared that Gamuda can learn from Mark’s
intrinsic wealth of knowledge and experience in how
technology and data-driven design can effectively achieve
sustainable growth, increase value and reduce costs in
construction. Compared to the UK, the BIM maturity level in
Malaysia, its adoption rate amongst builders, consultants,
authorities and effective use still have a long way to go.
Through lessons learnt from its application in the UK, the
problems they faced and the solutions adopted, there is an
opportunity for us to learn and adopt best practices to
mitigate the same issues here. Undertaking such an
endeavour requires a holistic change, and in some cases, a
complete revamp in the way we work, collaborate, share and
utilise information, with a keen understanding on how this
impacts the future of the built environment we live in.
Digitalisation of property development
Synergy between Gamuda Land and Gamuda Engineering:
Tan Ek Khai, General Manager of Gamuda Engineering with Devendran (left), Aw (second from right) and Ngan (right).
Having already adopted the Building
Information Modelling (BIM) and digital
Industrialised Building Systems (IBS) in
its development projects, Gamuda Land
is positioning itself in the property market
as a future forward developer. During a
candid interview, the Chief Executive
Officer of Gamuda Land - Ngan Chee Meng, Chief Operating
Officer of Gamuda Land - Aw Sei Cheh and General Manager
Product Management Unit - Devendran Krishnamoorthy,
shared their views on the company’s BIM and IBS initiatives
and how these technologies are being applied to meet the
housing needs of Malaysians.
“We are providing end-to-end solutions for the housing
industry, having been tasked by the Malaysian government
to play a major role in providing affordable housing in
Malaysia because of our advancement in technology.
This is an important step to help the country in the future,
in line with the Government’s National Housing Policy. It will
put us at the forefront leadership position in the industry. As
to our local projects with digital IBS, we account for a small
percentage of the total overall housing demand in the
country. Almost all our high-rise buildings are using digital
IBS technology,” said Ngan.
Plans in the pipeline for developments using the digital
IBS system
The BIM digital ecosystem allows us to be more rigorous
throughout the whole planning, design to delivery phases,
and utilising the digital tools at our disposal. Information
generated from these processes facilitates more informed
design decisions at a very early stage throughout the various
departments. This provides better speed-to-market
advantages, ensuring timely delivery of high-quality housing
to future home buyers with thoughtful placemaking. The key
focus is on people, process and technology.
The use of digital IBS and BIM for Gamuda Land’s
projects on affordable housing
Gamuda has the most advanced digital IBS in the country
in our robotics factories. As you know, BIM generates the
3D designs from computer images, which will be used in
the prefabrication of panels and components for our landed
properties and high-rises. We have experimented on this and
actually done that for our high-rise building projects. More of
these models will be rolled out in the next couple of months
which will also include landed units.
Gamuda Land is capable of building prefabricated landed
properties. The challenges deterring this adoption are firstly,
it is knowledge- and skill-based in nature. Secondly, it is not
common to find graduates who are trained with the BIM
modules and they only entered the industry about five years
ago. Our end-to-end robotics solutions from the design
stage to assembling at the production site will easily cut
down more than 70% of the labour requirement. We have
proven that it can be done. We are looking at how much
we can help to provide housing for Malaysians in a more
effective manner. The cost of housing per unit will come
down if the scale is big enough. It is how ready the industry
players are.
| SEPT 2019 | 06 | SEPT 2019 | 07

WHAT SAP ARIBA IS ALL ABOUT
GET Scored for Innovation in English Assessment
Mastering English with (from left to right) Gan Ching Ling, Manager of Software Development; Dr Wong Bee Eng, ELU Consultant; Dr Ho Sook Wah, Head of ELU; Professor Barry O’Sullivan,
Head of Assessment Research and Development, English and Exams at British Council; Chang Jian Weng, Assistant Manager of Software Development; and Wong Lye Ling,
Senior General Manager of Group Human Resources and Admin.
T
he advent of Industry 4.0 and the Internet
of Things (IoT) have resulted in the
creation of a global data economy.
Business data have immense value to
corporations and allow faster business
decisions and process automations.
In Gamuda, there are four modules under the SAP Ariba
procurement system that were successfully implemented
between October 2018 to April 2019. These are namely,
strategic sourcing; contract management; supplier lifecycle
performance management (SLPM); Procure-to-Pay (P2P).
Strategic Sourcing
Known as e-sourcing, this module handles the Request
For Proposals (RFP), quotation and tender processes. Its
electronic templates support faster requests for information
and quotation, facilitate technical and commercial scoring,
and come with robust e-auction capabilities.
According to Lim Wei Ling, Head of Digital Transformation for
Information Services, the e-sourcing and e-auction functions
will bring about changes of work tasks among employees.
“We use the Ariba system to reduce repetitive work and at
the same time, achieve good governance and transparency
in the procurement processes,” she explains.
Procure-to-Pay (P2P)
P2P is currently used by Gamuda Land to support the process
of requisitioning, purchasing, receiving, paying and
accounting for indirect goods and services. With these four
modules in SAP Ariba, the entire Group will comprehensively
deploy this overtime, as digital procurement results in greater
efficiency, savings and transparency.
Contract Management
This component manages commercial and business
transaction contracts in a centralised manner. At a glance,
the company needs to know what are the active contracts
on hand, what are the values, what are the services type in a
more holistic manner. It also needs to monitor and manage
the commitment as well as performance of the company’s
suppliers stated in these contracts.
The online collaboration between suppliers and tenderers
allows them to respond faster and reduce paper work.
Gamuda is also changing its procurement approach,
gradually moving away from buying when it needs to plan
and negotiates ahead in the contract, and draws down from
the contract over time. This module comes with templates
and legal clause libraries for the company to build and mature
its commercial contract library, and empower employees to
execute contract without consuming too much time on
hiring legal expertise.
Supplier Lifecycle Performance Management (SLPM)
Here, supplier information is being consolidated centrally,
where suppliers are allowed to self-serve in updating their
company and compliance information in line with Gamuda’s
aspiration to achieve higher level of compliance and
sustainability targets. Periodic supplier performance
evaluation can be facilitated and computed by the system in a
much more automated level. Once the company digitalises its
supply chain, it will derive better business intelligence as a
new competitive advantage.
Do you pay attention to using correct and appropriate
sentences and words when you write an email or a
formal document in order to communicate your
message effectively?
English language test for the workplace
needs to match the gaps between the
employees’ language ability and the
required language needs for their job
functions, and also to inform the
development of training syllabus. This is
why a four-person team, led by Dr Ho Sook
Wah, was set up to deliver the in-house Gamuda English Test
(GET) from scratch.
For a year plus, Dr Ho worked closely with Dr Wong Bee Eng
from Universiti Putra Malaysia (UPM), who is a linguistic
expert and also the English Language Unit (ELU) consultant,
in analysing work documents and conducting needs analysis
interviews with key stakeholders to design a set of four tests
for the executive (GET-E) and managerial (GET-M (GE/GL/C))
levels. Test questions with a localised flavour to match the
group’s business needs for English were developed after
comprehensive rounds of analysis and research.
Gan Ching Ling and Chang Jian Weng, from our Information
Services department, developed the interactive online
platform for the English assessments. The six-band tests were
designed to provide instant results and personalised
diagnostic reports. The diagnostic reports are an insightful
tool to identify gaps for targeted English training modules,
and to help hiring managers make informed decisions of
prospective employees’ language ability.
For this, Gamuda has emerged as the first construction
company in the corporate sector in Malaysia to be awarded
the British Council 2019 Innovation in Assessment
Award. Since its inception in 2013, this global Award
complements the prestigious ELTons Awards in the UK
which celebrates innovation in English teaching.
This award validates Gamuda’s effort in setting our
benchmark towards a more English-proficient workforce.
Mooted by Group Managing Director Dato’ Lin who wants
to provide an avenue for employees to improve their English
and make further progress in their career, the ELU offers
sustained and targeted language development training for
staff members.
“The diagnostic report indicates our language strengths and
gaps. With self-awareness of our gaps, we are able to strive to
improve our knowledge on more effective language use. It is
also exciting to receive feedback from some managers that
they have seen improvement in their subordinates’ writing as
a result of the targeted English training,” said Dr Ho.
Conducting diagnostic testing and customised language
training have posed some challenges, but working with the
right team, led by strong leadership and sponsorship from
the top management has made all the difference. A
workforce with the competency to write and communicate
effectively can enhance the company’s brand image.
| SEPT 2019 | 08
| SEPT 2019 | 09

with Sudevan
We as Malaysians and as a nation, have come a long way since independence in 1957. In celebration of our 62nd National
Day on 31 August, Rise spoke to Gamudians who see themselves as being part of nation building, to learn about their
aspirations for a better Malaysia! Check out more stories in Workplace.
Abbey Fahmi
(Contracts Manager)
Jasmin Bin Kasim
(General Coordinator)
PMP (Project Management Professional) Project Manager
Sudevan Valyetham, who is involved in the digitisation efforts
for the Penang Transport Master Plan (PTMP), shares his passion
for biking and interest in mapping out blueprints for IT systems.
The turmoil in some parts of the
world reminds me of how lucky
we are today. I really hope that as
Malaysians, we get to understand
and value our differences in
opinion and celebrate our
freedom of speech. Let’s uphold
the peace and stability in our
country!
Aloysies Arrokiam
Nathan
(BIM Manager)
Every decade since 31 August
1957 has been a step forward,
and I am a proud Malaysian for
the boundaries we have pushed
to get to where we are today.
But there is always room for
betterment. As builders who
are often seen as the physical
machinery for development and
progress, we must equate this
with sustainability so that in the
future, we leave behind for our
kids a place where they can live
and thrive.
| SEPT 2019 | 10
What
Do You
Hope
to see this
?
We are widely viewed as a multicultural,
multi-religious society.
Malaysians have been facing long
standing issues relating to social
challenges and of co-existence.
Regardless of the differences in our
cultures and languages spoken, our
diversity is always a blessing and we
must stand united in diversity.
Emelyn Lee Sian Mey
(Document Controller)
Phoster Sageh Anak
George Pandong
(Advertising &
Promotions Manager)
I wish for the next generation to
have access to holistic education,
which focuses on critical thinking
and creativity, and with STEM
subjects conducted in English again.
I also hope to change the negative
perception of most Malaysians
towards mental health and people
with disabilities. We must embrace
inclusivity and celebrate our
diversity.
This Merdeka, I am wishing for
greater connectivity – whether
through interstate travels or moving
about within the city. As someone
born and bred in Selangor, I have
had enough of traffic congestion.
I really hope my children would get
to experience a different Malaysia
where they can rely on MRT and
other public transportation to get
around efficiently.
Commander
Ong Lam Seng
(Head of
Construction
Training)
I envision, for our children, to
see a truly happy and united
Malaysia – where everyone
lives a comfortable life with
employment; where education
and healthcare needs are met.
The government is on the right
track to create more jobs, but I
hope to see more dialogues with
industry players to address the
gaps in driving the nation’s
growth. When the people’s basic
necessities are fulfilled, we will be
on the way to become a united
and progressive country.
Y
ou might be scratching your head,
pondering about what motorcycling
and plotting out information technology
(IT) systems have in common. Actually,
they do. The high-adrenaline sport of
motorcycle racing requires riders to be
extremely focused as they are riding
high-performance motorbikes, continuously adjusting to
different speeds while managing throttle control, controlled
braking, body weight distribution and positioning when
navigating sharp or swooping corners. Designing systems
architecture and implementing software solutions also need
a high level of detail and focus, not to mention the elements
of being technical and methodical.
I can absolutely relate to motorbike racing, even though my
work revolves around developing IT solutions, having studied
Computer Science (majoring in Data Communications) at the
Multimedia University (MMU) in the Melaka campus. The
intrigue with motorcycles began as a child when I was six
years old. I could remember vividly, travelling with my parents
from Kuala Lumpur to my mother’s hometown in Taiping.
A big, loud motorcycle passed our car. Its angular, menacing
looks and noise (resembling the roar of a wild animal)
triggered my fascination for motorcycles since then.
Possessing the curiosity and urge to know what it is like to
ride a motorcycle, the very first bike I rode was a borrowed
Honda C70 “underbone” (better known as “kapchai” in South
East Asia) when I was 16 years old. In less than 100 meters,
I rode it into a drain! Few years later in my early 20s, I took
lessons and learned to ride properly. Nowadays, when I am
not busy running after my two-year old son, I will be riding
my 1000cc ZX10R motorcycle on occasional weekends with
a few friends. I also ride in the Sepang International Circuit
every 2-3 months, which is a much safer and controlled
environment. While riding motorcycles is immensely exciting
and fun, it is not without risks and danger. Safety is always of
paramount importance and thus, it is a must to invest in
appropriate equipment. Proper discipline and road ethics
are equally important to ensure personal safety.
Similarly, when it comes to my work, I have to establish clear
understanding of the business requirements and need for a
particular solution, define the architecture as well as lead the
implementation (project management) of these systems. In
the case of our PTMP project, much thought and planning
have been put into transforming management practices
through the use of digital platforms and technology. Due to
our lean structure, it is important to digitalise, automate and
integrate processes so we continue to keep ourselves
efficient. The project team has to consider existing processes,
limitations, and determine how digital systems can address
these gaps. In terms of implementation, we manage and
ensure that the project is delivered on time, within budget
and scope specifications.
Project management is more people-oriented, interfacing
with the staff and people throughout the various stages. In
my biking leisure activity, I have had the opportunity to meet
people from different walks of life, sharing experiences with
my fellow bikers.
| SEPT 2019 | 11

MRT 2 BREAKTHROUGH: TITIWANGSA TO HKL DRIVE
Photo by Norayu Ishak
True teamwork - senior managers of MMC Gamuda, tunnel operations and MRTC get together for a celebratory picture after the TBM
breakthrough at HKL Crossover shaft.
Editorial Team
ADVISORS
Dato’ Ubull Din Om
Ngan Chee Meng
CHIEF EDITORS
Dr. Bhavani Krishna Iyer
Ong Jee Lian
COPY EDITORS
Lee Yu Tang
Sheena Wong Sin-Yee
Joyce Shamini
DESIGNER
Rafy Hamid
Ridzwan Sakamat
CONTRIBUTORS
Abbey Fahmi
Aloysies Arrokiam Nathan
Arief Fauzy
Aw Sei Cheh
Commander Ong Lam Seng
Devendran Krishnamoorthy
Dr Ho Sook Wah
Emelyn Lee Sian Mey
Ir Chan Kong Wah
James Ong
Jasmin Bin Kasim
Lim Wei Ling
Nurul Syuhadah
Phoster Sageh Anak George Pandong
Sudevan Valyetham
Tan Ek Khai
Tang Meng Loon
Copyright © 2019 by Gamuda Berhad
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