connect - parkway pantai · published in connect is accurate at the time of publication, but...
TRANSCRIPT
JUl - SEPT 2009
Connect
Con
nect A
Park
way Q
uarterly
A Parkway Quarterly
Hope, Faith and Friends
Healing begins with the mind and heart at CanHOPE
A Day in the Life of…
Parkway’s Customer Service gurus
JUl - SEP
T 2009 Issu
e 3
Issue 3
for Singapore-based
employees only
Nestlé Omega Plus (31g)
Don’t miss out on your free sample with your copy of Connect!
JUL - SEPT 2009
Connect
Con
nect A
Park
way Q
uarterly
A Parkway Quarterly
Hope, Faith and Friends
Healing begins with the mind and heart at CanHOPE
A Day in the Life of…
Parkway’s Customer Service gurus
JUL - SEP
T 2009 Issu
e 3
Issue 3
for Singapore-based
employees only
Nestlé Omega Plus (31g)
Don’t miss out on your free sample with your copy of Connect!
COVER_final.indd 1 6/17/09 5:33:11 PM
Welcome Note
Parkway team
Publisher
Jith Joseph
Editorial Advisor
Rosanna Cil
Advertising Sales and
Production Coordination
Julien Ratouin
Photographer
Henry Koh, Picture Communication
Contributors
Christopher Teo, Dr Kelvin Loh, Stephens Lo,
Josephine Wong, Dr Patrick Tan and Dr Sachin Gupta
Splash Communications team
Editor
Caroline Chan Jordan
Art Director
Lien Vandeweghe
Design Intern
Upasana Shanker
Business Development Director
Fern Chua
Contributors
Naleeza Ebrahim, Katrina Eng, Angie Low
and Karen Ralls-Tan
Connect is published quarterly for Parkway Holdings Limited by Splash Communications (S) Pte Ltd, a member of the Asia City Publishing Group. All rights reserved. No portion of this publication may be reproduced without the written permission of the publisher.
We take every care and precaution to ensure that information published in Connect is accurate at the time of publication, but Parkway cannot guarantee its accuracy and we may change the information at any time without prior notice.
The information contained in Connect magazine is not an invitation to invest in the shares, or any other products or services or otherwise deal in these or enter into a contract with “Parkway” or any other Parkway Company.
It’s the third issue of Connect and we are excited at the
diversity of material we are able to share through this
magazine. It only goes to show that there are great stories
waiting to be told all over Parkway.
In this issue, we salute the remarkable volunteering efforts
by the people of CanHOPE and CanFRiENDS — Parkway Cancer
Centre’s counselling service. The time they have dedicated is
important in providing emotional healing to those in need. I
personally hope this will inspire you to dedicate some of your
time to a good cause that is close to your heart.
With Influenza A (H1N1) all around us, we came together
and did a great job implementing appropriate measures at all
our hospitals to safeguard our patients and staff.
We also highlight the excellent work done by our frontline
staff in Customer Service who truly make a difference in our
patients’ lives.
Across the Causeway, our friends in Pantai recently went
through a rebranding exercise — they share their experiences
with us in this issue.
Plus, as always, look out for more great discounts and
offers in this issue, as well as a little healthy surprise sample
to take away with you when you get this magazine.
Again, please keep the feedback coming and happy reading!
Jith Joseph
We want your feedback! Do you have an interesting story idea, news or happening you would like to share with us? Let us know and we will
give you a special token of our appreciation. Write to: [email protected], or Group Corporate
Communications, Parkway Holdings Limited. #16-02, TripleOne Somerset, 111 Somerset Road Singapore 238164.
Parkway Holdings Limited, TripleOne Somerset, 111 Somerset Road #15-01, Singapore 238164. Tel: (+65) 6307 7880 Fax: (+65) 6738 7341. © Parkway Holdings Limited 2009. This publication and information contained herein is strictly for internal use only and contains Parkway proprietary information which is restricted to Parkway employees and within the Parkway Group. Access to, use or copying by non-Parkway employees in any form or other, is strictly prohibited. For information about Parkway, go to www.parkwayholdings.com. All information correct as of 26 june 2009.
Printed by alsoDOMINIE Pte Ltd, 1200 Depot Road 07-21/27, Singapore 109675.
MICA (P) 140/05/2009Parkway Holdings Limited Company Registration No. 197400320R
01
Con
nect
10
01 WelCome Note
NeWS
04 Get clued in to
the latest industry news,
happenings and events.
CommuNity
10 A Day in the Life of...
Parkway Customer Service
gurus.
iNNovatioN
14 Cancer “Cure”
in Cord Blood
Stem cells provide answers for
treatment.
Cover Story
18 Hope, Faith and Friends
Get a glimpse into CanHOPE,
Parkway Cancer Centre’s
counselling service.
exCelleNCe
24 Lean Thinking
Bringing value and excellence
to the forefront.
26 Influenza A (H1N1)
Parkway’s swift response to
the rise of a new flu virus.
28 Working
towards Quality
Parkway’s Enterprise
Balanced Scorecard.
29 Loyalty Rewarded
Parkway celebrates its long-
serving staff.
CoNfideNCe
30 Growth
Against Adversity
Parkway announces growth
despite economic crisis.
global leaderShiP
32 The Pantai Renaissance
The Pantai Group undergoes a
rebranding exercise.
38 KudoS
Contents
18
Jul - SePt 2009 issue 3
32
Now I feel blessed for having the time to focus on the patient.”
— Dianah Awaludin, read on page 20
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“
Try to avoid working overtime. Excessive work stresses
you out, leading to a lowered immune system. If you
must do OT, make sure you don’t go hungry; at the least,
have a healthy snack like a granola bar or some fruit.
Make sure you get enough Vitamin D by getting a daily
dose of sunlight. When you go for your lunch break,
leave the umbrella behind and enjoy the warmth of the
sunshine on your face.
If you constantly find yourself falling ill, here are some simple tips you can put into practice to boost your physical and mental well-being.
Since January, East Shore Hospital has been presenting
a brand new face to patients and visitors through its
remodelled and revamped lobby. Re-done in a modern,
minimalist style, the sleek lines, cool earth tones and large
windows create a relaxing environment that helps ease
the worries of patients and their families.
Beyond the cool new look of the lobby, East Shore
The Diploma in Nursing course offered by the Parkway
College of Nursing and Allied Health, a subsidiary of
Parkway Holdings Limited, has received full accreditation
from the Singapore Nursing Board (SNB), giving the college
the distinction of being the only private school in Singapore
to offer a SNB-accredited Diploma in Nursing course.
Mrs Nellie Tang, Chief Executive Officer of Parkway
College, said “We are delighted and very proud that our
Diploma in Nursing course has been able to meet the
Singapore Nursing Board’s high standards, and that we
are now the only private school to be able to offer a
SNB-accredited nursing diploma. This accreditation is a
testament to the quality work put in by our educators and
parkwayhealth and mesoblast to provide cutting edge treatmentParkwayHealth and Australian regenerative medicine
company Mesoblast Limited have announced a
collaborative programme to facilitate commercialisation
of Mesoblast’s proprietary “off-the-shelf” stem cell
products within the extensive ParkwayHealth hospital
network in Asia.
The Parkway Independent Ethics Committee has
approved Mesoblast’s first registry trial evaluating the
safety and effectiveness of a single injection into the
knee joint of RepliCart™ — its adult stem cell product for
patients with knee osteoarthritis.
Dr Lim Cheok Peng, Managing Director, Group
President and Chief Executive Officer of Parkway Holdings
Limited, said the registry study is the initial collaborative
step in a partnership with Mesoblast to provide credible
adult stem cell therapies to patients at the Group’s
hospitals in Singapore and across Asia.
Around Parkway
has also gone out of its way to make trips to the hospital
more informative and enjoyable for visitors by establishing
two new Internet access stations at the Resource Kiosks
in the lobby. By providing access to the ParkwayHealth
website, the stations enable visitors to learn more about
East Shore and ParkwayHealth, and serve as another
avenue through which the public can be informed about
“We believe that Mesoblast’s proprietary adult stem
cell technology has real potential to provide novel
therapies for patients with unmet clinical needs,” Dr Lim
said. “It is a new medical paradigm: regenerating and
rebuilding damaged tissues to address the underlying
problem. This is a key milestone in ParkwayHealth’s
vision to be the global leader in value-based integrated
healthcare,” Dr Lim added.
ParkwayHealth’s top-notch facilities and services.
Also raising East Shore’s game in the technological
services arena is its recent tie-up with StarHub to
provide wireless broadband access to the Internet
throughout the entire hospital, barring certain critical
areas like the operating theatre, ICU, labour and delivery
ward, and NICU. Benefiting patients who need access
to the Internet to conduct business, the new network
allows them to simply pay a token fee for a wireless
modem to plug into their laptops, and start surfing
almost immediately. Response from patients since the
introduction of the wireless Internet access has been
excellent, with most patients finding it to be a highly
useful and convenient service.
parkway college - fully accredited by singapore nursing board
the rest of the team at our School of Nursing, who are all
dedicated to training nurses who will be able to provide the
highest levels of care for their patients.”
east shore hospital upgrades
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white tea fights fatAn extract from white tea can reduce the number
of new fat cells produced and break down fat in
existing ones, according to research published in
the Nutrition and Metabolism Journal. Researchers
studied the biological effects of an extract of
white tea, which is the least processed version
of the tea plant Camellia sinensis, on cultured
human fat cells (adipocytes) and pre-adipocytes.
The extract solution induced a decrease in the
expression of genes associated with the growth
of new fat cells, while also prompting existing
adipocytes to break down the fat they contain.
Source: Nutrition & Metabolism Journal
Global Beatsexercise your tongue Doing certain tongue and facial
exercises for 30 minutes daily
for three months may ease the
severity of obstructive sleep
apnoea, suggests a Brazilian study
published in the American Journal
of Respiratory and Critical Care
Medicine. Adults with moderate
obstructive sleep apnoea were
taught tongue and facial exercises
such as brushing the tongue
with a toothbrush, putting the
tip of the tongue on the soft palate and sliding the tongue backward,
pronouncing vowels quickly or continuously, and keeping the tongue in
a certain position when eating. Researchers postulated the results were
due to the strengthening of the muscles around the airway to minimise
its collapse during sleep. Source: WebMD.com
low vitamin d possible cause of female infectionsVitamin D has been commonly known
to be essential in providing healthy
bones and preventing type-1 diabetes. A new
study published in the Journal of Nutrition now
suggests that low vitamin D levels may increase the risk of a common
infection affecting women-bacterial vaginosis, which is linked to
adverse pregnancy outcomes. The study showed women with vitamin
D level lower than 20 nmol/L were associated with a 34% increase in
the prevalence of bacterial vaginosis compared to women with vitamin
D levels of more than 80 nmol/L. Researchers say this could be due to
vitamin D’s potential protective effect on the immune system. Other
possible ways to prevent bacterial vaginosis are to consume probiotics
containing Lactobacilli rhamnosus and Lactobacilli reuteri. Source: Journal
of Nutrition
blueberries and your healthA new study presented at the
Experimental Biology 2009 conference
showed obese rats which ate a diet
rich in blueberries for 90 days lost not
only weight, but also abdominal
fat linked to heart disease and
diabetes. Blueberries also helped
lower cholesterol and improved
glucose control in both high-
and low-fat diets. A related study
presented at the same conference
showed that men with risk factors
for heart disease who drank wild
blueberry juice for three weeks seemed
to experience slight improvements
in glucose and insulin control. These
results show hope that blueberries
may change how the body stores and
processes glucose or sugar for energy,
thereby reducing the risk of both heart
disease and diabetes. Source:WebMD.com
coffee - the new pain reliever?A new study published in the International Journal of Sport Nutrition and Exercise
Metabolism suggests that coffee reduces pain perception due to athletic exertion,
and works regardless of whether a person already has a coffee drinking habit
or not. Volunteers in the study were given a dose of caffeine
measuring 5mg/kg body weight (equivalent to two to three
cups of coffee) an hour prior to a cycling session. Caffeine,
a compound found in coffee, works on a system in the
brain and spinal cord (the adenosine neuromodulatory system) that
is heavily involved in pain processing. Since caffeine blocks adenosine,
the biochemical that plays an important role in energy transfer seen
during exercise, it could reduce pain. Source: MSNBC
get that sexy pre-pregnancy figure back with probioticsProbiotic supplementation during the first trimester of
pregnancy, together with dietary advice, may help women
lose weight after an infant’s birth, say Finnish researchers at
the European Congress on Obesity.
Supplements containing Lactobacillus and
Bifidobacterium were associated with
less central obesity, defined as a body
mass index (BMI) of 30 or more or
a waist circumference over 80cm
after one year of supplementation.
In addition, women taking the
probiotics also had the lowest
levels of body fat percentage
compared to women receiving
dietary advice alone. Source:
European Congress on Obesity
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Happenings
all the ordinary resolutions stated in the Notice of
the 36th Annual General Meeting of the Company
were passed by the shareholders of the company
at the AGM. At the Extraordinary General Meeting
(EGM) immediately following the AGM, the ordinary
resolution stated in the Notice of EGM of the Company
was also passed by the shareholders.
At the lunch reception after the AGM and EGM,
shareholders took the opportunity to catch up with
one another, and to engage individual directors in
further discussion. The AGM and EGM capped off an
eventful 2008 financial year for Parkway.
shareholders gather for parkway’s agm On 15 April 2009, around 50 of Parkway Holdings
Limited’s shareholders gathered at the Gleneagles
Hospital Lecture Theatre for the company’s 36th
Annual General Meeting (AGM). A mandatory procedure
for all publicly listed companies in Singapore, the AGM
provides a forum in which shareholders can review a
company’s financial information for the past year, meet
up with its board of directors and ask the directors
questions about the company’s businesses.
Parkway’s Board of Directors was represented by
Chairman Mr Richard Seow, Managing Director, Group
President and CEO Dr Lim Cheok Peng, Mr Ashish
Jaiprakash Shastry, Mr Chang See Hiang, Mr Ganen
Sarvananthan, and Mr Alain Ahkong Chuen Fah. Also
joining in the panel facing the shareholders was Group
Chief Financial Officer, Mr Tan See Haw.
The largely silver-haired shareholders at the AGM
shared their thoughts on a number of issues, and
first successful liver transplant at mount elizabeth hospitalOn 3 March, Mount Elizabeth Hospital (MEH) achieved a
significant milestone when the first liver transplant at the
hospital was carried out successfully. Under the watchful
eyes and steady hands of a team of doctors from multiple
specialties, Mr Pardeep Kumar from India had the right lobe
of a donor liver transplanted into his body to replace his
own ailing liver.
Both donor and recipient went under the knife
simultaneously under the direction of Dr Jeyaraj Prema Raj,
with a team of other surgeons, comprising Drs Anthony
Heng, Low Jim Meng, Agasthian T, Tan Soo Heong and Prof
Koichi Tanaka. Many other specialists were also involved
in the procedures and post-operative care of the patients,
including hepatologists and gastroenterologists Drs Lui Hock
Foong, who was deputy director for the procedures, and
Roland Chong; anaesthetists Drs Koh Wan Yuan, Lim Kok Ho,
Phua Wee Tuan, Tan Soo Guan and Philip Tseng; cardiologists
Drs Melvin Tan and Lim Chin Hock; endocrinologists Drs
good clinical practice workshop at gleneagles intanGleneagles CRC Pte Ltd, a subsidiary of Parkway Holdings
Limited, received approval from the Malaysian Ministry
of Health for its Good Clinical Practice (GCP) workshop,
held from 22 to 24 May 2009 at Gleneagles Intan Medical
Centre in Kuala Lumpur, Malaysia.
This makes Gleneagles CRC the only Singapore
organisation to receive such an approval for its GCP
Kevin Tan and Tan Khai Tong; and intensive care physicians
Drs Cheong Tuck Hong and Philip Eng.
The transplant surgery at MEH took a total of 14 hours,
and was a resounding success. Thanks to the excellent work
performed by the doctors, and the quality post-surgical care
provided by the nurses of the OT, ICU and Wards 6A and 6B,
the donor, a neighbour and childhood friend of Mr Kumar’s,
was able to be discharged after only seven days, and was
back in India 10 days after the operation, while Mr Kumar
was discharged on the 28th post-operative day.
workshop. Through its collaboration with Murdoch
University, Western Australia, this workshop was also
the only one of its kind to be organised in association
with a university.
Participants in the GCP workshop were able to
enhance their knowledge of the theoretical and
operational aspects of core clinical trial management
activities, and developed a deeper understanding of the
clinical trial management process, from drug discovery
to the conducting of a clinical trial. At the end of
the workshop, participants sat for two tests on GCP
issues; participants who passed both tests received a
recognised certificate signed by the Director General
of the Malaysian Ministry of Health, and a second
certificate exclusively issued by Gleneagles CRC and
endorsed by Murdoch University.
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A Day in the Life of…They work in different hospitals but their spirited service shows the shared discipline of excellence in customer service in the Parkway Group.
Noel Duquiatan: Busy Does ItYour eyes are immediately drawn to his alert eyes as
you enter East Shore Hospital. And that is exactly what
Noel Duquiatan, the hospital’s Bell Captain, wants. “Focus
is important in my job,” he says. “I always watch those
coming in and out of the hospital, assessing whether
they need my help or not.” Those who smile and move
on obviously know their way, whereas even the slightest
hesitation will immediately bring Noel over to help.
His quick reactions, rapport and attention to visitors
earned him the promotion to Bell Captain last year, after
four years as Bell Man. “I work eight-hour shifts and make
every minute count to produce eight hours worth of
output. It helps that I am an active person and like to
keep busy.” Noel developed his disposition for hard work
by “watching other people who have a tougher job and
work harder than myself. They inspire me”.
Patients appreciate his commitment. He recalls a family
who used to bring their mother for dialysis in 2005. “I always
Cheryl Lee
Noel Duquiatan
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carried her from the car to the wheelchair. She passed
away after a few months, but the family still contacts me
through Internet and telephone.” Such appreciation drives
him harder. He says, “That is why I continue to do what I
do. My encounters with people are just quick ones, but I
give my very best so that they feel the full impact of my
service and are happy.”
Cheryl Lee: Your Wish, Her CommandAt 25, Cheryl Lee is all too familiar with the fleeting nature
of life. Just six months on the job as Guest Relations Officer
at Mount Elizabeth Hospital, she has seen patients pass on,
some unexpectedly.
“In my job, I go round the wards to see if patients have
special requests and I try to fulfil them. One patient had
asked me for a specific sugarless green tea and I managed
to get it. A few days later, he passed away. I was glad I had
fulfilled one of his last wishes, although I didn’t know it
at the time because he appeared healthy,” she recalls. The
experience has taught her to value life. “We don’t know
what comes next in life, so we must enjoy each and every
day to the fullest.”
It gives her a sense of perspective in dealing with
patients and families whenever she mans the hospital’s
information counter. “If they have a complaint, we don’t
take it personally. Instead, we are sensitive to their feelings,
hear them out and see how we can help, or raise the
feedback to higher levels. When compliments about the
hospital come in, we naturally take a vicarious pleasure in
them, and they motivate us to do even better.”
Mohamed Arman: Impressions of PerfectionAn orchestra conductor harmonises and synchronises
musicians; Mohamed Arman injects harmony and order
into the teeming activity at Gleneagles Hospital’s busy
driveway. The Senior Doorman and Valet Coordinator
waves vehicles in and out, shows visitors the way, guides
parking drivers and organises valet lots, all simultaneously,
using his hands and arms like a conductor, but with an
added asset – his bright smile.
He is equally adept behind the scenes. Says the former
hotel doorman who joined Mount Elizabeth 21 years ago
after various positions in the service industry, “I helped set
up the doorman and valet service here. I gave ideas for the
valet counter and took several photographs of valet signs
at hotels.” Mohamed feels such touches matter because
first impressions are very important. “People coming to
hospitals generally feel down, so we have to take care of
them from the start, be ready for their every need, and
make them feel comfortable.”
Mohamed takes his role seriously. “I am the ambassador
of the hospital; the first and last person visitors meet
when they come here. If I give them a good welcome,
that starts their experience here on the right note. If I give
them a good send off, they will have a good memory of
their visit.”
Mohamed says with good teamwork throughout the
hospital, all staff never let up on the good service that
begins at the front door. And his parting shot to visitors
is “When you leave home, remember you have a friend at
Gleneagles Hospital.”
“When compliments about the hospital come in, we naturally take a vicarious
pleasure in it, and it motivates us to do even better.” — Cheryl Lee
Mohamed Arman
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Hope, Faith and Friends Healing begins with the mind and the heart. And that is the very foundation of CanHOPE, Parkway Cancer Centre’s counselling service.
“Tomorrow is not your last day. It’s the first day of a new beginning and a new life.”That is what someone just diagnosed with cancer needs to
hear. And that is what they will hear from Janice Barber, a
cancer survivor who volunteers with CanHOPE.
Birth of a New LifeStarted in 2003, CanHOPE is a non-profit cancer counselling
service and hotline provided by Parkway Cancer Centre, to
provide patients and the public with accurate information
about cancer, screening tests, treatment and other
services. Several years later, in 2007, CanHOPE gave rise to
an offshoot, CanFRiENDS, to address the psychosocial and
emotional needs of cancer patients and their caregivers.
Dianah Awaludin, a counsellor at CanHOPE since 2007,
relates how CanFRiENDS came about. “I took a call on the
CanHOPE hotline and the caller wanted information to
help his leukaemia-stricken brother. He appreciated the
fact that we provide such a service. He asked whether, as
someone who deals with the illness, he could volunteer
with CanHOPE.” Dianah raised his request to management,
which then gave approval for CanFRiENDS to be formed.
It started with 18 volunteers in December 2007 and is
now over 70 strong. “We are a more complete unit now,”
says Dianah, as the volunteers befriend cancer patients
and their caregivers, giving hope and guidance on how to
live a full life with cancer, whether during treatment or
in remission.
Expressions from the HeartTrained as a surgical nurse, Dianah feels that her role as
counsellor in CanHOPE fulfils the care-giving aspect of
nursing that she felt she was not able to perform previously.
“During surgery, we were task-oriented and had little time
to connect with the patients. I felt my function as a nurse Dianah Awaludin
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was incomplete. Now I feel blessed for having the time to
focus on the patient, give information, and counsel them
and their caregivers.” In fact, Dianah is glad for being
able to bring her nursing skills to CanHOPE. “I teach the
patients how to dress their wounds, do injections, so I
am able to combine the role of nurse and counsellor in
this job.” She is enthused about what CanHOPE does, and
shares that with her former colleagues, to the extent that
several have asked whether they can join her too.
Counselling for CanHOPE has its challenges, though. To
do her best, Dianah sacrifices her personal time for the
“I teach the patients how to dress their wounds, do injections, so I am able to combine the role of nurse and counsellor in this job.” — Dianah Awaludin
sake of CanHOPE patients. “As a nurse, I had strict shift
timings. After the shift, I was off work. Now, I am always
reachable by telephone. The patients can call me at any
time of the day or night.” But Dianah and her family have
learnt to deal with this. “My normally rowdy children now
suddenly go quiet when a call comes in. And no matter
where I am or what I am doing, I usually find a quiet
corner where I can talk, and deal with the caller. I seem to
have an internal switch where I can change modes from
counsellor to wife and mother, anytime and anywhere.”
Dianah also calls herself a matchmaker. “I match
the patients with the CanFRiENDS volunteers, because
sometimes they are specific about whom they feel
comfortable talking to or opening up to.”
Workshops are held for the volunteers to learn the right
way to approach patients and avoid anything that might
trigger feelings of hurt, disappointment or anger. They even Janice Barber
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learn about the subtle messages in body language, so that
they do not say the wrong things through their gestures.
Credibility of a ForerunnerDianah is thankful for volunteers like Janice Barber, who
has been with CanFRiENDS since its inception. Janice was
attending treatment sessions at Gleneagles Hospital in 2007
when she learnt about CanHOPE and literally “turned up
at our door”, as Dianah puts it, to volunteer. Janice joined
CanHOPE “to pay back the help that I received earlier when
I first arrived. I was new to Singapore and had no friends
and no network then. In CanHOPE, the support ladies gave
me enormous encouragement to become involved which,
in turn, enabled me to make friends in Singapore during
the time that I was in treatment as well as a stranger in
a new land. This gave me confidence to settle here much
more easily and quickly.” When CanFRiENDS was formed,
Befriend and Give HopeMoved by the challenges of those dealing with cancer, and wish to do more? Become a volunteer at CanHOPE or CanFRiENDS.
Sign up at Gleneagles Hospital, 6A Napier Road #02-24, Singapore 258500
or call Tel: +65 67389333 or Email: [email protected]
Live overseas? CanHOPE has offices around the globe.
Get local contacts at www.canhope.com.sg/contact_us.html.
Janice just naturally became a part of it.
“I have 15 years of surviving cancer, I have gone through
chemotherapy four times, radiotherapy twice. Every time
you go back for treatment, the emotional and psychological
trauma recycles and resurfaces,” says Janice. “Patients and
those close to them feel a sense of anger when cancer
strikes. They ask ‘Why me?’ and they are upset that their
beloved is going through this. That is what my own family
went through.”
Her experience provides the empathy to deal with
patients who have fears about their illness. Not only that,
Janice has also worked for the National Health Service in
the United Kingdom, and had been part of a cancer support
group in Abu Dhabi, where she lived prior to moving to
Singapore. So she is not new to being a counsellor.
“We are a more complete unit now,” says Dianah, as the volunteers befriend cancer patients and their caregivers, giving hope and guidance on how to live a full life with cancer, whether during treatment or in remission.
With her credentials and survivor’s spirit, Janice was
nominated the Leader for the Breast Cancer Support Group.
“There is still a lot of life to be lived and enjoyed even after
you are diagnosed with cancer. My daughters were 10 and
12 when I was diagnosed. They are 25 and 27 now; I have
seen them grow up,” says Janice.
Only a survivor like her can convince another patient
in this way. And that is why CanHOPE is the guiding light
patients turn to in their darkest hour.
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5A DUXTON HILL SINGAPORE 089591 T. 65 6225 8100 F. 65 6225 1635
CanHope Logo FA - Specifications 26.11.07
Parkway Cancer Centre (CanHope)
MALAYSIA HANOI
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The ParkwayHealth Operating System (POS) is a way by
which we continuously learn to increase value we deliver
to patients, remove waste from the system while enhancing
staff morale. Value to patients is that which our patients
are willing to pay for. This includes diagnosis, treatment
and advice. They expect this without delays and without
mistakes. In addition, in our context, as a premier healthcare
service provider, our patients also expect a 5-star service
environment. Waste, on the other hand, is anything that
patients are not willing to pay for. Imagine if you were
seeking health services — would you be willing to pay for
Lean ThinkingBringing value and excellence to the forefront.
staff time filling in lots of forms or air-conditioning bills
because you had to wait for an extra hour? These are waste
in the system and we should seek to remove them.
We have formally pursued the POS journey since late
2008. However, this is not a new journey but a culmination
of the efforts made in Service Excellence (through Bright
Ideas), Clinical Practice Improvement Programme (CPIP) and
Storyboarding. We have pooled together the best lessons
we have learnt from each of these as well as best practices
in process management from outside of the healthcare
industry (such as lean thinking) to put together a unified
way by which we can improve our services — to improve
service quality, clinical quality, reduce cost and improve staff
morale all at the same time.
Many of our Heads of Departments have been trained in
this and have started working on projects.
Project Showcase Team “Heart & Vascular”
The POS initiative in Mount Elizabeth Hospital (MEH) kicked-
off on 12 March this year with the three teams displaying
considerable enthusiasm. Team “Heart & Vascular” took on
the challenge to improve the processes involved in Angio/PCI
procedures with the aim of further improving the patient’s
“in-flight” experience.
The “value-stream-map” (VSM) revealed critical areas in
our processes which we had previously not paid attention
to. Our Angio/PCI VSM clearly demonstrated that the
admission and discharge process were areas in which we
could potentially net the greatest gains in our VSM and
hence value to the patient.
Utilising the root cause analysis, we narrowed down
our focus to improving the discharge process of Angio/PCI
patients; specifically, reducing the time required to deliver the
Doctor’s LC to Business Office for discharge processing. The
present process of delivering the LC to Business Office was
very dependent upon the dispatch and there was sufficient
variability in the service to materially affect the discharge
12-Mar-09
20-Mar-09
20-Apr-09
As at
Up to
Up to
1:42:390:53:25
0:27:51 1:38:37
0:14:54 0:46:40
00:00:00 0:14:24 0:28:48 0:43:12 0:57:36 1:12:00 1:26:24 1:40:48 1:55:12
LC Lead time LC Processing Time
Average Total Discharge Time
process. The team’s solution was simple; to remove the
LC dispatch from the critical path of the discharge process
by simply requesting Business Office to accept LCs by fax
instead. There was now no urgency to deliver the originals
to Business Office for discharge processing.
Although our original premise was to specifically
improve the Angio/PCI patient discharge experience, this
exercise had extended to encompass the entire Ward
where the majority of Angio/PCI patients were admitted.
Figure A demonstrates the effectiveness of this simple
solution in materially affecting the discharge time. The
drastic improvement of 51% in the LC lead time to Business
Office resulted in at least 21% improvement in the overall
discharge time for patients in Ward 9. By creating a
VSM for Angio/PCI patients and adopting the systematic
approach and tools learnt at the POS, the team successfully
surfaced critical issues and managed to demonstrate
meaningful improvements on their proposed solutions.
Team “Musculoskeletal”
The “Musculoskeletal” team from MEH embarked on
the “total knee replacement” project to enhance the
operational efficiency of the value stream. After mapping
out the entire value stream, we found that the major
problems that surfaced were the long time spent tracing
12-M
ar-0
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20-A
pr-0
9As
at
Up
toUp
to
1:38:00
0:55:00
0:23:00
1:00:00
0:03:30
0:48:15
00:00:00 0:14:24 0:28:48 0:43:12 0:57:36 1:12:00 1:40:48 1:55:12
Median 95th Percentile
LC lead Time to Business Office
2:36:12
1:38:00
0:59:00
1:39:36
0:53:00
2:03:51
12-M
ar-0
920
-Mar
-09
20-A
pr-0
9As
at
Up
toUp
to
Median 95th Percentile
Total Discharge Time
00:00:00 0:28:48 0:57:36 1:26:24 1:55:12 2:24:00 2:52:48
We are bringing POS to everyone in ParkwayHealth with
a three-day and a six-day workshop. The workshop
spreads across three to four weeks and staff will be
taught the POS framework and lean tools to work on
their projects. Improvement work will be done during
the workshop and facilitators will be present to guide
the teams. Look out for the dates below and look
forward to seeing you at the workshops!
Three-Day POS Workshop
Target Staff: Junior staff and supervisors
MEH: 16, 23, 30 September
ESH: 15, 22, 29 July
GHL: 12, 19, 26 August
Six-Day POS Workshop
Target Staff: Managers and HODs
GHL: 4, 13, 14, 20, 21, 27 August
MEH: 3, 7, 8, 15, 16, 30 September
Upcoming POS Workshop
investigations during pre-operative preparation and the
large amount of documentation involved in patient care.
Going through a thorough process of brainstorming, one
of the solutions we developed was to streamline the pain
assessment process. The team’s proposal was to incorporate
the “pain score” from the Pain Flow Sheet into the Clinical
Chart and raise the Pain Flow Sheet only when the pain
score is 3 and above. A pilot project was done at Wards 3A
and 5A in MEH and the overall results were positive.
Even though the proposed solution was originally
intended for pre-operation, the benefits of streamlining
pain assessment extended to post-operation and the entire
patient stay. With this new process, there was a reduction
of 95% of fields the nurses had to enter when the pain
score was below 3. This worked out to 54% (or 23.5 minutes)
improvement in time-savings in the pain assessment process
for each patient, leading to an estimated overall time-saving
of 78 hours per month in one ward. Moreover, the nurses’
perception of the process moved from initial dissatisfaction
into the satisfied range after the pilot.
In the spirit of continuous improvement, the team is
in consultation with the relevant stakeholders to further
streamline the pain assessment process to achieve a more
consistent approach to pain management, while ensuring
quality patient care.
Figure A
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In late April 2009, alarm bells at the World Health Organ-
isation (WHO) started ringing as more and more cases of
patients with a never before seen strain of influenza were
reported in Mexico and the US, and on 24 April, the WHO
issued its first Disease Outbreak News on what we now
know as the Influenza A (H1N1) virus.
As new cases of infection began appearing around
the world, Singapore’s Ministry of Health was quick to
take action in preventing the virus from appearing in the
country. Temperature screening stations for all travellers
entering Singapore were established at Changi Airport,
and also at the Accident and Emergency departments of
public hospitals. Healthcare providers were also told to
be on the lookout for patients with recent histories of
travel to Mexico, the US and Canada. Individuals were also
quick to guard themselves against infection, as face masks,
hand sanitisers and thermometers flew off the shelves at
pharmacies island-wide.
When the number of confirmed cases continued to rise
globally, the Ministry proceeded to escalate Singapore’s
Disease Outbreak Response System (DORSCON) alert level
from Green to Yellow then to Orange. Each ratcheting up of
the DORSCON alert level meant new precautions and
measures being put into place to prevent a pandemic
in the country. Under the Yellow alert, all hospital staff
had to undergo twice daily temperature checks, and a
ban on transfer on patients between hospitals for non-
emergency cases was instituted, and under the Orange
alert, travellers arriving from Mexico were placed in
quarantine for a week.
Parkway was similarly swift to safeguard the health of
our patients and our staff against this new global threat.
Among the measures implemented at our three hospitals
in Singapore were temperature screening of visitors
and patients before entry, and isolation and subsequent
transfer to Tan Tock Seng Hospital of those suspected
of possibly having the H1N1 virus by virtue of having a
fever and a travel history to the virus-affected areas. Staff
in high-risk areas like the A&E and Intensive Care Unit
were also made to don full Personal Protective Equipment
(PPE) to guard against infection. Meanwhile, a committee
consisting of senior management from the hospitals, the
Infection Control department and other departments like
Material Management Division was convened to conduct
daily teleconferences on the situation at the hospitals and
to discuss further actions.
At Parkway’s corporate offices around the island,
measures were also being put in place to fight the H1N1
virus. Visitors were made to register their contact details
before entering, and thermometers were distributed to
staff to enable them to monitor their own temperatures.
To ensure that Parkway staff remained up-to-date on
the latest developments in the battle against Influenza
A (H1N1) at the global level, the national level and the
company level, sites with information on the virus
and the steps to contain it were quickly set-up on the
ParkwayHealth website and on the Parkway Intranet.
Staff would also be able to find other useful information
and materials on these sites, like posters to encourage
good hygiene, which were quickly developed at the onset
of the outbreak for staff to put up in their offices and
facilities. An Infogramme summarising the latest H1N1
news at the company, national and international levels
was also developed and sent out regularly to all staff and
also to Parkway’s corporate clients.
As at the time of writing, the Ministry of Health has
lowered the DORSCON alert level to Yellow, citing that
the virus has proven to be contagious, but is relatively
mild, with a very low mortality rate. Following the lower
alert, Parkway has eased some of the precautionary
measures that were implemented under the Orange alert;
for example, visitors to our hospitals and corporate offices
no longer need to fill out health declaration forms.
However, the lowered alert does not mean that
we should let our guards down; the H1N1 virus is still
circulating around the world, and it is everyone’s social
responsibility to do their best to minimise the risk of
infection. We should still maintain the highest hygiene
standards, avoid travel to affected countries and refrain
from coming to work if we feel unwell.
Influenza A (H1N1) The rise of a new flu virus, and Parkway’s swift response to it.
One of the anti-H1N1 posters developed by Parkway.
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“If you can’t measure it, you can’t manage it!” is the famous
quote from Robert Kaplan, founder of the Balanced Scorecard
(BSC) that drives the performance management strategy of
leading organisations around the world. ParkwayHealth fully
embraces Kaplan’s viewpoint that measuring everything we
do is the only way to improve organisational processes that
create value for our customers. It was with this in mind
that ParkwayHealth embarked on the Enterprise Balanced
Scorecard project in 2007.
A performance management tool for measuring whether
the smaller-scale operational activities of a company are
aligned with its larger-scale objectives in terms of vision and
strategy, the ParkwayHealth BSC identifies key performance
indicators and measurements in five of its strategic initiatives
– People, Quality, Service, Finance and Growth.
ParkwayHealth’s Balanced ScorecardOur vision is to become a global leader in value-based
integrated healthcare. Towards this end we continue to
invest heavily, not just in equipment and infrastructure,
but also in attracting and retaining the best people and
developing quality systems focused on patient safety and
clinical excellence. We believe that it is quality and service
that differentiates us from the rest. Quality and service are
the foundations on which the reputation of our hospitals
was built and we are committed to continuously striving
to achieve new heights in these areas.
Measurement of each specific element helps us in
effective management of quality in several ways:
To look at our current performance and improve processes
to enhance the environment of safety in our hospitals.
Serves as a tool to demonstrate transparency in the
way we deliver care by looking at clinical outcomes. This
is more important when we are rapidly heading towards
a new age where patients insist on being able to make
informed decisions about their doctors and the hospitals
where they will be treated.
Working towards QualityAn overview of ParkwayHealth’s Enterprise Balanced Scorecard.
On the enterprise balanceD scOrecarD, “Quality”
has five measurable DOmains. these are:
1) achieving the finest clinical outcomes.
2) to meet or exceed globally recognised clinical
outcomes and benchmarks.
3) build strong relationships with doctors and other partners.
4) create a climate of open communication.
5) build a reputation for clinical excellence.
On 28 May 2009, Dr Lim Cheok Peng, Executive Vice
Chairman, Managing Director, Group President and CEO of
Parkway Holdings Limited, and Dr Tan See Leng, Executive
Vice President, Singapore and Malaysia Operations, were
at the Gleneagles Hospital Lecture Theatre to present
Parkway’s annual Long Service Awards to 264 veteran staff
who have been with us for five years or more.
These awards symbolise the significant contributions
that the award recipients have made to Parkway over
the years and are recognition of their loyalty to the
organisation, their passion for their jobs and the many
years of experience that they possess.
This year also marks the very first presentation of the
newly introduced Golden Years Service Awards, which
honour staff with at least three years of post-retirement
service. Despite having officially retired, these dedicated
men and women have gone beyond the call of duty and
chosen to come back to Parkway to share their experience
with their younger colleagues.
Also awarded at the ceremony was the inaugural 50-
Year Long Service Gratuity, which honours the loyal staff
who have been with Parkway for five decades. Receiving
the first Gratuity was Uncle Sham from the Gleneagles
Hospital mail room, who has been with the hospital
since it officially opened in 1959. Coming from the various
subsidiaries of Parkway Holdings Limited, the recipients of
both the Long Service and the Golden Years Service Awards
have made valuable contributions to Parkway over the
years, and they have helped shape Parkway into one of
the leading providers of private healthcare in Asia, and
established our reputation for providing quality service
and clinical care.
These loyal staff definitely deserve a round of applause
from us for their good work and dedicated service.
loyalty rewardedParkway celebrates its long-serving staff.
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Growth against AdversityParkway Holdings Limited announces growth despite adverse external environmental conditions beyond its control.
goods and materials meant minimised costs and wastages.
Additionally, with eyes firmly set on the future, work on
the Group’s new hospital at Novena is progressing well.
Even in these uncertain times, the Group has persevered
in delivering clinical and service quality. The Group’s
Singapore hospitals attained a perfect 5-over-5 on the
internationally-recognised Clinical Quality Scorecard, and
outperformed the overall healthcare sector in the Customer
Satisfaction Index of Singapore 2008, demonstrating the
Group’s unwavering commitment to excellence.
Breadth of ReachTurning abroad, the Pantai Group in Malaysia has
acquired one hospital and is purchasing another.
Parkway’s India and China businesses surged, with large
increments to patient numbers in Apollo-
Gleneagles Kolkata and great demand for
clinical services in Shanghai. Work on new
Group hospitals like the ParkwayHealth
Khubchandani Hospital in Mumbai, India
and the Danat Al Emarat Women and
Children’s Hospital in Abu Dhabi, the United
Arab Emirates also continues unabated.
The Parkway PromiseLooking ahead, there is an increasing trend
of discerning patients looking for better
value in healthcare services through this economic
downturn. Parkway continues to endeavour to meet this
demand with services that offer better value without
compromised quality, with improvements to service and
clinical outcomes.
Despite one of the world’s worst financial crises ever,
Parkway Holdings Limited has bucked the trend by
posting a four percent growth in revenue for the first
quarter of 2009, as compared to Q1 2008, and a 20 percent
rise in net profit, excluding exceptional items. Much of
the credit goes to a combination of refinements to its
operations in Singapore, as well as strong performances
by Group ancillaries overseas.
Home AccomplishmentsIn Singapore, the recession has resulted in more
patients seeking reduced medical costs through cheaper
alternatives. A fall in tourist arrivals manifestly also
meant fewer overall admissions in the same period.
Nevertheless, the Group’s healthcare divisions, like
Parkway Shenton Pte Ltd and Parkway Laboratory
Services Ltd, continued to perform strongly. Corporate
personnel consolidation into several office sites and
implementation of best sourcing practices for key
At The Body Shop, we’ve always been interested in where our ingredients come from, how they grow, who harvests them, how they’ve been processed, what impact they have on the planet and what they can do for your skin.
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WHAT IS COMMUNITY TRADE?Community Trade is our commitment to trading fairly and responsibly with suppliers. We actively seek out small-scale farmers, traditional craftspeople, rural co-operatives and even tribal villages - all of them highly skilled experts at their work. As over 1,000 of our products contain Community Trade ingredients, you can enjoy the benefits of fair trade cosmetic and beauty products every time you purchase a product from The Body Shop.
COMMUNITY TRADESTORIES FROM THE HEART AND SOIL
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The women of the Eudafano Women’s Co-operative.
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In March 2008, the Pantai Group began refreshing its
identity, a process expected to be completed by end 2009.
The decision was spurred by the Group’s desire to renew
and reaffirm its commitment to service, quality and
excellence in the light of its growth plans and increasing
regional profile as well as diversification into other areas
of healthcare. The move will consolidate Pantai’s network
of nine hospitals throughout Peninsular Malaysia, and its
comprehensive healthcare support services, which include
a network of fully comprehensive laboratory and radiology
facilities, a nursing college, rehabilitation services, screening
and medical examination of foreign workers as well as
management of non clinical support services including
treatment of medical clinical waste. This “Rebirth of Pantai”
will also ensure Pantai’s positioning in its expansion within
Malaysia and the region.
After more than 30 years in the industry, Malaysia’s private healthcare pioneer – the Pantai Group, undergoes a rebranding exercise and promises a more enriching experience for all.
The Pantai Renaissance
Brand with a Difference Group Managing Director of Pantai Holdings Berhad,
Encik Faisal Bin Ismail explained the reasons for
the exercise: “Being the pioneer premier healthcare
provider in the country, the Group felt it was
necessary to refresh the brand in our quest to
continually deliver the highest standards of quality
healthcare that exceed expectations. This culture of
continuous improvement ultimately benefits our
patients and the nation.”
He added, “The refreshed branding will
provide our hospitals and other business units an
opportunity to reinforce our commitment to care
from the heart and introduce our new core values
— empathy, caring, progressive, professionalism
and teamwork — to the communities in which
we serve. The refreshed tagline, ‘Caring from the
Heart’, also reinforces our renewed vision to be
the trusted professionals of healthcare delivery.”
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More than just physical improvements such as
refreshing the company logo and collaterals, a more
critical part of the internal brand process included
inculcating a work culture of continuous improvement
and care amongst its consultants, medical professionals
and staff. Through this transformation, the Group aims
to set a benchmark for quality healthcare in Malaysia
and the region. “We have also renamed all the hospitals
and services to emphasise the ‘Pantai’ brand name thus
strengthening the bonds within the Group and increasing
Group synergy,” said Encik Faisal.
He added, “Being
Milestones Reached and UpcomingAs part of Pantai’s commitment to service and quality excellence,
Pantai Hospital Kuala Lumpur will aim to achieve Joint
International Commission (JCI) accreditation by 2010, putting it
on par with hospitals globally. Pantai’s plan is to also have JCI
accreditation for its hub hospitals being Pantai Hospital Penang
in the north and Pantai Hospital Ayer Keroh in the south.
Going forward, Pantai Hospital Ipoh will also aim for such
accreditation. Most Pantai Hospitals maintain a high quality
of service and have been accredited by ISO and the Malaysian
Society for Quality in Health (MSQH). They have also received
numerous awards as recognition for achievement in upholding
and maintaining the highest quality standard of care.
These accreditations are only part of the continuous
improvement mindset that is being set into place at each hospital.
This mindset, commitment and passion attract and retain the
best talents and ensure best practices at the hospitals.
Besides attracting the best healthcare providers such as
consultants, nurses and allied health practitioners to provide
better service and more choice for its patients, the Group
will also continue its focus on creating centres of excellence
within its hospitals. This includes expanding and enhancing
its oncology centre in Pantai Hospital Kuala Lumpur which
will focus on providing cancer patients with a highly-skilled
and multi-disciplinary team of consultants and medical
specialists. To complement its existing centres of excellence,
a Spine and Joint Surgery Centre will be also established in
the near future providing specialised surgical and recovery
programs, which include individualised treatment plans to
assist in patient recovery.
Major shareholders, like national investment arm Khazanah
Nasional Berhad and Parkway, with its strong financial
resources and solid healthcare management expertise, will
ensure Pantai has strong backing in its aim for premium
positioning and long term sustainability and growth.
The Group will be embarking on a strategic growth plan
to become the preferred healthcare brand in the region and
plans to have five new hospitals within the next five years.
They have signed a MOU with YNH properties in March 2009
to build, lease and operate a hospital in Sri Manjung, Perak.
The Group is expanding its share of the rapidly growing
medical tourism market in the Middle East and Asia as it
strives to achieve double-digit growth in this sector. More than
14,400 foreign patients journeyed to Pantai Hospitals last year,
making it one of Malaysia’s preferred destinations for medical
tourism. With Malaysian healthcare priced competitively in
the region, and as demand for private healthcare increases,
the Pantai Group is set to grow exponentially. “We believe in
providing value, quality and excellent services that surpass
our patients’ expectations and in doing all these with renewed
vigour and purpose. Our brand is essential in differentiating
Pantai from other healthcare providers,” Encik Faisal said.
Pantai’s 35The legacy of Pantai began with its first hospital in 1974 — Pantai
Medical Centre Bangsar, now known as Pantai Hospital Kuala Lumpur, in
the Malaysian capital. With an initial 68 beds and 20 medical specialists,
the hospital has since grown to contain 300 beds and more than 130
medical specialists. Today, the Pantai Group can count amongst its nine
hospitals a total of 1,409 beds, a staff of over 2,000 doctors, consultants
and nurses, with more than 100,000 admissions a year.
Complementing the Group’s growth, Pantai College of Nursing and Health
Science has trained more than 1,700 nurses since 1993, and is currently
training 700 students who will graduate with a diploma in nursing.
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Compliments to the staff at East Shore Hospital
“I’ve been taken care of by every staff since the day I
was in hospital. You made me feel at home.
I came in very sick but after seeing each and everyone
smiling and friendly, my problems all went away. I’m
able to walk and do everything (I was unable to walk
when I came in). Being visually handicapped, they
took extra care of me. I’m really touched. Excellent
service, beautiful faces take all troubles away.
The most wonderful thing was when I called the staff
came and attended to me within one minute.
May all the staff here have a successful and
wonderful life.
Thank you for your hospitality.”
KudosPatients extend their warmest accolades to Parkway staff.
Compliments to the nurses at NICU at Gleneagles Hospital
“Thanks for giving all you give
SO MUCH for doing all you do,
THANKS for caring as you care
for being you. Nurses at NICU.”
Compliments to all doctors, nurses, cleaners and meal
providers at Mount Elizabeth Hospital
“Thank you all for making my stay at Mount Elizabeth
Hospital comfortable and enjoyable.
I will take back to Scotland memories of how kind, considerate
and professional you have all been. You are all stars.
Please accept this token of my appreciation – hope you can
all have a beer!
Once again, thank you!”
Compliments to the ICU staff at Mount Elizabeth Hospital
“Thank you for caring for my father like you would your
own. I might never know any or all of your names but I
know one thing, every night when we left his side, you were
all still there, and he was in the best possible hands. And in
times like those, that is more than anyone could ask for.
Thank you for always caring, for always being there, and
always smiling and never getting tired; no matter what
time of the day, or night, my dad needed you.
Thank you for everything you’ve done and more.”
Compliments to the nurses on the 7th floor of Gleneagles
Hospital
“Thank you for all your help and care during the time when
our father was staying on the 7th floor.
We appreciate all your help.
Thank you for all you do.”
Compliments to the officer-in-charge / Mr Anwar at East Shore
Hospital
“I would like to take this opportunity to thank your staff who did
a wonderful job in the recovery of my misplaced iPod cell phone.
A special thanks must be given to your Canteen Operational
Manager and Plant Safety & Security Officer for their endless
effort in locating me in the hospital.
Their acts were remarkably selfless and their willingness to help
is very recommendable.
Thanks for being such a great example to our society. We defi-
nitely need more of these kinds of Singaporeans on our island.”
Compliments to Maternity Ward staff at Mount Elizabeth
Hospital
“Naomi and I have always been afraid of hospitals, and her
month-long stint a year and a half ago still sends shivers down
her (repaired with implants) spine.
So we are very thankful that we experienced such a good stay
this time round. The staff of the Maternity Ward at Mount
Elizabeth Hospital are really very good, and especially sensitive
to the needs of first-time parents.
What we also didn’t know about and expect were the “lactation
consultants” who hovered in the wards, swooping down on
mothers who had problems breastfeeding, very patiently helping
them out, reassuring them and at the same time acceding to
their wishes.
We never expected it to be so difficult, and things would’ve
been a lot more stressful if not for these nursing angels as well
as the tireless regular staff who attended to us during our stay,
trying to teach us the basics of parenting — like how to tell when
baby’s hungry, needs a burp, or is just being fussy.
We left the hospital a fair deal more confident than we were
before, thanks to these folks. And I’d recommend MEH for people
planning to give birth here.”
—Benjamin Lee (Mr Miyagi), writer. http://miyagi.sg
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Simply present your staff card to enjoy these fabulous offers. For more of such great deals, go to our Intranet site.
Terms and Conditions: Promotions valid for dine-in till 31 December 2009 on weekdays only. Not valid for eve of and on public holidays. Not valid with other discounts, promotions, vouchers, VIP cards. The management reserves the right to amend the offer without prior notice. *All staff has to flash the staff pass to enjoy the staff discount. +Set menu applicable for both lunch and dinner.
The Cathay Restaurant, 2 Handy Road, #02-01, The Cathay, Singapore 229233
www.thecathayrestaurant.com.sg, Reservations: 6732 7888
Enjoy 15% off à la carte* or Set Menu @ $38++ for 2 persons+
15% off
Terms and Conditions: Not to be used in conjunction with any other promotions, privileges or discounts.
Pasta Inc, 279 Jalan Besar, Singapore 208943
www.pastainc.biz, Reservations: 6297 7515
Enjoy 10% off total bill, excluding all alcoholic beverages
10% off
Terms & Conditions: Promotions are valid till 31 August 2009. Reservations are necessary and diners must mention “Summerlicious Specials” at the point of reservations. Hotel-specific black-out dates apply. Not valid in conjunction with other promotions, vouchers or offers. Pan Pacific Privileges members will enjoy points at Brunch, Global Kitchen and Hai Tien Lo. The Hotel reserves the right to amend or remove the promotions at its own discretion.
To enjoy these offers, quote “Summerlicious Specials” when making reservations. Please call 6826 8240 or email [email protected] for reservations or enquiries.
Summerlicious Specials
For more information on outlet locations, please visit www.waraku.com.sg
or call 6735 5717 for enquiries.
Enjoy 10% discount at all Waraku outlets island-wide*!
10% offEnjoy 25% off when dining from 6.30pm to 7.30pm daily at Global Kitchen, Brunch & Hai Tien Lo at Pan Pacific Singapore
Terms and Conditions The discount cannot be used in conjunction with any other promotional discount such as 5 eat for 4 or $5.00 off a meal with a voucher. The discount is for the employee only, not the group they are with.
All Parkway staff will enjoy a 10% discount at any Botak Jones outlet.
10% off
Terms and Conditions: Strictly by appointment. Offer is strictly till 1 March 2010. Offer is extended to Parkway staff and immediate family members only. Applicable to females 21 years old and above. Parkway staff must accompany her family members to the spa in order to enjoy the exclusive offer. Free usage of spa facility is applicable for package holder of Parkway Staff/immediate family members and clients of body wellness only.The management of Body Wellness Pte Ltd reserves the right to make any changes to the above mentioned terms and conditions.
Exclusively at Body Wellness Winsland House outlet only 3 Killiney Road, Winslands House 1 #B1-02 Singapore 239519
Enjoy 25% off Spa Package Purchase, 15% off product purchases & FREE use of spa facilities
25% off
Terms & Conditions: * Reservations must be made by 5pm on that day. **Block-out dates apply. Valid till August 2009
special promos
The Heeren Shops, 260 Orchard Road, Open 10am - 11 pm, Tel 6733 4725,
www.heeren.com.sg
Simply present your Privilege Card at The Heeren Shops, Customer Service L1 to enjoy special offers and discounts at over 60 participating stops
• Spend above $90 and enjoy a complimentary bottle of wine (valued at $66) • Priority Table Reservation on Saturdays & Sundays*• Enjoy our weekly Sunday Family Tapas and get one free for every four paying adults. Kids under five eat for Free! • 10% off Weekly Lunch Sets from $8.00 only! • 10-20% off Special Events or large bookings**
special offers
el toro restro°bar, 165 Penang Road, 2/F Winsland Conservation House,
Operating Hours: Daily: 11.30am - 11.00pm, Tel 6887 4787
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Parkway HeroesDo you work with someone who has
achieved something extraordinary
at Parkway?
One of our core values is Excellence. This
means going above and beyond the call
of duty. If you know of someone who
has made a unique, creative or enduring
contribution, tell us. Our senior leaders will
review the nominations.
The winner and the person who nominated
the winner will each win an attractive prize.
Send us an e-mail at:
[email protected] and nominate
a deserving co-worker or team!
Bright Sparks!Promoting innovation and excellence
at Parkway
We know you have great ideas on how
we can improve Parkway. Put on your
thinking caps and using your initiative
and creativity, tell us how your innovative
solutions will increase Parkway’s
competitiveness to deliver more cost-
effective processes at work.
Submit your ideas via e-mail with your
contact details to Group Corporate
Communications at:
The winning ideas will be published in the
next issue of Connect and the winner will be
given a prize by our CEO.