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EXECUTION : PASSION TO EXCELDatuk Thomas George
Secretary GeneralMinistry of Works
PERHIMPUNAN BULANANKementerian Kerja Raya Malaysia : 4 Mac 2010
1
PRESENTATION OUTLINE
PART II: Ministry of Works Strategic Plan 2010
Part I : National Development Policy and Construction Industry
PART III: Rising to the Challenge
2
PART IV: Riding the Whirlw ind
PART I: National Development Policy and Construction industry
3
4
National Development Policies
• Laissez-faire / export-oriented• Economic and rural development
Growth with Equity :To eradicate poverty & restructure of society
Total Development
Balanced Development : To establish a more united & just society
Building a Resilient & Competitive Nation : To raise quality of development & generate high sustainable growth
Post-Independence
1957-70
New Economic Policy (NEP)
National Development Policy (NDP)
National Vision Policy (NVP)
Vision 2020
OPP1 (1971-1990)
OPP2 (1991-2000)
OPP3 (2001-2010)
4
THE NATIONAL MISSION
2006-2020
Enhancing Nation’s Capability ~ competitiveness, unity, distribution & quality of life
CONSTRUCTION INDUSTRY GROWTH
5
(4.30)
0.30
(0.50)
6.00
(5.20)(3.60) (3.60) (2.80)
(17.90)
(14.50)
(8.60)
5.30
1.10
4.50
7.90 9.20
(0.20)
1.60 3.40
5.10
1.00 2.00 3.00 4.00
Agriculture Mining & Quarrying Manufacturing Construction Services
The growth of the construction sector
had increasedsteadily in 2009
Malaysia needs to grow by 8% p.a to achieve developed
nation status by 2020
CONSTRUCTION INDUSTRY
6
2005 2006 2007 2008 2009
Annual Growth -1.5 -0.5 4.6 2.1 5.7
-1.5
-0.5
4.6
2.1
5.7
-2.0
-1.0
0.0
1.0
2.0
3.0
4.0
5.0
6.0
7.0
Annual Growth of Construction Sector
Annual Growth
4 PILLARS OF THE GOVERNMENT
34
2
7
1. 1Malaysia, People First, Performance Now
2. Government Transformation Program
3. RMK104. New Economic Model
(NEM)
MALAYSIA IN WORLD RANKING
Global Competitiveness Index (2009/2010) = 24th
Ease of Doing Business Index (2010) = 23rd
Exports value (2009) = 22nd
External debt (2007) USD53 b = 48th
Unemployment Rate (2009) = 3.5%
Foreign exchange reserves (2010) = 16th
Literacy Rate 91.9% (2010) = 86th
Education Index (2008) = 93rd8
PART II: Ministry of Works Strategic Plan 2010
9
Realising Sustainable Development in MalaysiaM
OW
’s S
trat
egic
Pla
n 20
10
Menjadi organisasi peneraju dalam pembangunan infrastruktur dan
memacu industri pembinaan negara yang lebih kompetitif di
pasaran global
VISI
“
”10
2
1
3
4
5
6
PROGRAMMES & PROJECTS
HNDP Sabah & Sarawak
RMK10 projectlist to EPU
RMK9 and PRE projects
Procurement Process
EnhanceS.O’s
capability
Life Cycle
Costing
DatabaseManagement
Alternative methods
(PMA, cement)
E.O.T
BPJ, KKR
BPP, KKRJKR
BPP, KKR
JKR
JKR
PUUJKR
BPJ, KKR
JKR
BPM, KKRCPK, JKR
GOALS
11
1
1
PROGRAMMES & PROJECTS
16,500 km
Federal Roads
Gateway Project Review System
60 units Federal
Buildings
Total Facility Management
SlopeManagement
JKR WoksyopTransformation
BKS, KKRJKR
Green Building
Index
BKS, KKR
Quarters
CKM,JKR
JKRJKR
CKC,JKR
JKR
JKR
GOALS
12
2
2
PROGRAMMES & PROJECTS
CIPAA
CIDB Act
IBS implementation in private sector
To reduce foreign labor
To stabilize demand and
supplies
R&D
CIDB
IBS Supplier Development
CIDB
CIMP
CREAM
CIDBCIDB
CIDB
JKRCIDB
CIDB
GOALS
13
3
3
PROGRAMMES & PROJECTS
Concession agreement
review
Toll Review
LLM’s Act
Review
Customer satisfaction
To monitor maintenance
works
To reduce congestion
BPPLLMPUU
Completion 4 new
highways
LLM
MLFF
LLM
LLMLLM
LLM
LLM
LLMBPP
GOALS
14
4
4
PROGRAMMES & PROJECTS
Single Registration
(1RoC)
Specialization
Class F: IBS
Installer
Accreditation
SME Competitiveness Rating Exercise
(SCORE)
Contractor’s Categorization
CIDB
PKK
Trading Hub
PKKCIDBBPB
Database
BPBPKKCIDB
PKKCIDBBPB
PSDC
CIDB
CIDB
GOALS
15
5
5
PROGRAMMES & PROJECTS
Country Report
Research
SCORE Program
To lead international
mission
G2GMoU
GOALS
ContractorPartnering program
Export Promotion Program
Incentives for local
contractors
Awareness Program
Database
BAPPCIDBPSDC
To review laws and
regulation
BAPPCIDBPSDC
CIDB
CIDBPSDC
BAPP
BAPPCIDBPSDC
BAPPBPAKCIDBPSDCLJMLAM
LJBM
BAPPCIDB
PSDCCIDB
BAPPPSDCCIDB
16
6
6
PRIORITIES 2010
Penyediaan memorandum:• Kader JKR• Proses Perolehan• Asset Management • PSDC (Hasil Kajian Ernst & Young) • IBS : Standardization • 1 RoC
JKR : Pusat LatihanPenstrukturan semula JKR Polisi Papan Iklan Pusingan Kerja dan PertukaranS.O. : Legal / Accountability Data Coordination Course : Clerk of Works MoU dengan Kerajaan India Penggabungan Unit Khas Projek LuarNegara (UKPLN) dengan Bahagian Antarabangsa (BAPP) KRA – KPI Minister / Ministry + Budget Deliverable Lawatan Projek-projek Sakit
Penyediaan senarai cadangan ProjekRMK10
MRR 2 : Pier 28
MRR 2 : Pandan Indah
Lebuhraya Pantai Timur : Fasa II
Projek Pembangunan Wilayah Ekonomi Pantai Timur (ECER)
Projek Jalan Baru dari Kota Bahru ke Kuala Krai
Jambatan merentasi Sg. Lebir di DUN Manik Urai
Menaik Taraf Jalan Laluan 8 dari Kampung Relong ke Gua Musang (Merapoh)
Jalan Simpang Pulai – Cameron Highland
Pusat Aquatik Kuala Terengganu
SENARAI PROJEK (KRITIKAL)ISU BERKAITAN ORGANISASI
17
PRIORITIES 2010
Projek 30 Black Spots JalanPersekutuan (KPI 2010)
Projek 10 Black Spots Lebuh Raya
Isu Keretakan Lebuhraya LDP diPuchong
Muar By Pass
Hospital Kanser Negara
Lorong Keempat Nilai - Seremban
Lorong Keempat NKVE
Jalan Pasir Panjang – Linggi – Port Dickson Menaiktaraf Jalan Muar – Tangkak -Segamat CIQ : Bukit Bunga
Jeti Perak
Pewartaan Jalan Persekutuan (ROW) di Selangor
Akta Bayaran dan Adjudikasi IndustriPembinaan (CIPAA)
Pindaan Akta:
• CIDB
• Lembaga Jurutera Malaysia
• Lembaga Arkitek Malaysia
• Lembaga Juruukur Bahan Malaysia
• Lembaga Lebuhraya Malaysia
Kuarters JKR Sungai Besi
Kompleks Kerja Raya II
Institut Kerja Raya Malaysia
Menara CIDB
SENARAI PROJEK (KRITIKAL) AKTA
PROJEK BERKAITAN KKR
18
PART III: Rising to the Challenge
19
KKR MUST BE THE ROLE MODEL!!
20
• Individual Performance• Group Performance• Organisational Performance
• The tapestry • The Picture Puzzle• Mindsets
KKR LEADS
THE WAY
• One is significant• How do you want to be remembered?
• Teamwork
• KKR leading sustainable development
• KRAs & KPIs 2010• Key issues 2010
• Public Service Commitment
• NKRA• Service Delivery• Leading and Managing
RISING TO THE CHALLENGE
21
COMPLEXITY COMPLEXITY AND CHAOSAND CHAOS
CONNECTING CONNECTING THE DOTSTHE DOTS
MANAGING MANAGING DIVERSITYDIVERSITY
HARVESTING HARVESTING OPPURTUNITYOPPURTUNITY
MANAGING FOR PERFORMANCE
ORGANIZATION LEVEL
GROUP LEVEL
INDIVIDUAL LEVEL
MANAGING FOR PERFORMANCEABILITY
OppurtunityMotivation
PERFORMANCE
22
CONCLUSIONPART IV: Riding the Whirlwind
23
RIDING THE WHIRLWINDToday’s business leaders seek to hide from the world at their own peril because one way or another the world will eventually find them.
Stewards of successful corporations will not keep their corporate vessel docked
at their home port w aiting for calmer seas.
Today’s successful executive will ride the winds of change, meet the challenges they present, and realize the potential of these new global realities.
LAUDICINA 24
INTE
GR
ATI
ON
BIG
PIC
TUR
E
PRO
FESS
ION
ALI
SM
BR
AN
DIN
G/
IMA
GE
REP
UTA
TIO
N
PILLARS OF SUCCESS
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INTEGRATION
•Working together•Strength in sharing•Avoid duplication•Harnessing expertise
27
BIG PICTURE
•See the forest from the trees
•Relate to goals•Decent work•National agenda prevails
28
PROFESSIONALISM
• Competence• Seeing beyond self• Giving our best• Developing full potential
• Integrity• Going the extra mile
29
BRANDING/IMAGE REPUTATION
• Making destiny decisions
• Winning together• Being legacy builders• Earning respect/ credibility
• The whole is greater that sums of its parts
INTE
GR
ATI
ON
BIG
PIC
TUR
E
PRO
FESS
ION
ALI
SM
BR
AN
DIN
G/
IMA
GE
REP
UTA
TIO
N
PILLARS OF SUCCESS
•Working together
•Strength in sharing
•Avoid duplication
•Harnessing expertise
•See the forest from the trees
•Relate to goals
•Decent work
•National agenda prevails
•Competence•Seeing beyond self
•Giving our best
•Developing full potential
•Integrity•Going the extra mile
•Making destiny decisions
•Winning together
•Being legacy builders
•Earning respect/ credibility
•The whole is greater that sums of its parts
30
OF ALL THE SAD WORDS OF TONGUE OR PEN, THE
SADDEST ARE THESE: ‘IT
MIGHT HAVE BEEN’
31
“
”
32
WE HAVE THE PLANS AND STRATEGIESTRANSLATE THEM INTO ACTION
DON’T LOOK BACK WITH REGRET
I COULDI COULD HAVE…HAVE…II SHOULD HAVE…SHOULD HAVE…
OR BLAMETHE BOSS &
THE ORGANISATION
THE ULTIMATE MAN OF ACTION
33
Theodore Roosevelt
It is not the critic who counts…Not the man who points out how the strong man stumbled,Or whereby the doer of deeds could have done them better.The credit belongs to the man who is actually in the arena:
Whose face is marred by dust and sweat and blood;Who strives valiantly;
Who errs and comes short again and again;Who knows the great enthusiasms;
The great devotions,And spends himself in a worthy cause;
Who, at the worst; if he fails,At least fails while daring greatly,
So that his place shall never be with those cold and timid souls who know neither victory or defeat.
Theodore RooseveltCHAMPIONS DON’T COME CHAMPIONS IN
RECOGNISED THERE
CHAMPIONS DON’T COME CHAMPIONS IN THE RING – THEY ARE MERELY
RECOGNISED THERE