mis asia september/october 2012

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SEPTEMBER – OCTOBER 2012

Current ICT spending and deployment trends, and an invitation to compare. PAGE 4

IT Excellence Awards 2012: Seven organisations from the public and private sectors receive accolades for transforming their respective industries. PAGE 60

CIO Summit 2012 (Singapore): A meeting of more than 230 of the region’s top business and IT executives. PAGE 55

Initiatives for Governance, Risk Management and Compliance (GRC) are a high priority for most organisations in today’s business environment. The corporate failures in recent years

have resulted in new regulations and standards for organisations across the globe to comply with, in addition to meeting perform-ance goals and stakeholder expectations, and protecting the organisation’s brand.

“GRC is a l l about an organisation being in control, whether it is finance, risk, legal or the IT environment. Companies need a governance structure in place – stakehold-ers and shareholders expect this control, where corporate data and client are all fully protected,” said Guido Crucq, General Manager for Security Solu t ions a t Dimension Data Asia Pacific, a global ICT solutions and services provider.

The average cost of a single data breach in 2010 was US$7.2 million. This figure is alarming, given that 67 percent of companies were failing their PCI compliance in 2010.

Recent studies show that Fortune 1000 corporations are subject to dozens of different regulatory mandates. The management of regulation and compliance has become a serious risk factor in itself as complying with multiple overlapping regulations is becoming increasingly difficult and expensive. Fundamentally, the complexity is due to the multiple regulations whether inter-national, national, industry specific or internal. Competing demands, different methodologies and technologies deployed for each GRC project requirement adds to the complexity.

“In the past decade, the multiple regulations and compliance means a greater burden on the IT department. This has not been helped by the disconnect between the creation and definition of the corporate policy, and the enforcement of policy in the IT systems,”

said Mati Ram, Head of GRC at Checkpoint, the world’s second largest maker of network-security equipment. “The main challenge for the IT organisation is to find a way to align these three factors: people, policy, and technology/enforcement.”

Hence, only a few organisations have succeeded in imple-menting a truly integrated GRC platform due to the complexity of the GRC environment.

Explained Ram: “Most organisations still take the silo approach to managing GRC projects, where each GRC environ-ment is managed independently, utilising different methodologies and different software point solutions for each project.”

“This creates a complicated situation where the cost is huge as there is no co-operation between the different departments and their silo approach, or consistency among different GRC projects. The lack of integration and automation means management won’t get a unified view of its risk and compliance situation.”

The Integrated GRC ApproachTo comply with the complex environment, forward-thinking organisations are taking an integrated approach to GRC, which allows companies to address all the regulatory and business-related risks, and achieve compliance at a lower cost.

An integrated GRC strategy simplifies the management process, with an environment where each GRC process is fully managed independently, while providing tools for defining complex relationships and the sharing and linking of informa-

Throwing tools at the GRC problem isn’t the only answer. Find out about some best practices to take the complexity out of your GRC implementation.

Simplify GRC and Cut CoStS

unRavellinG the Complexity aRound GRC

Guido Crucq, General Manager, Security Solutions, Dimension

Data Asia Pacific Pte. Ltd.

Mati Ram, Head of GRC, Check Point Software Technologies Ltd.

Initiatives for Governance, Risk Management and Compliance (GRC) are a high priority for most organisations in today’s business environment. The corporate failures in recent years

have resulted in new regulations and standards for organisations across the globe to comply with, in addition to meeting perform-ance goals and stakeholder expectations, and protecting the organisation’s brand.

“GRC is a l l about an organisation being in control, whether it is finance, risk, legal or the IT environment. Companies need a governance structure in place – stakehold-ers and shareholders expect this control, where corporate data and client are all fully protected,” said Guido Crucq, General Manager for Security Solu t ions a t Dimension Data Asia Pacific, a global ICT solutions and services provider.

The average cost of a single data breach in 2010 was US$7.2 million. This figure is alarming, given that 67 percent of companies were failing their PCI compliance in 2010.

Recent studies show that Fortune 1000 corporations are subject to dozens of different regulatory mandates. The management of regulation and compliance has become a serious risk factor in itself as complying with multiple overlapping regulations is becoming increasingly difficult and expensive. Fundamentally, the complexity is due to the multiple regulations whether inter-national, national, industry specific or internal. Competing demands, different methodologies and technologies deployed for each GRC project requirement adds to the complexity.

“In the past decade, the multiple regulations and compliance means a greater burden on the IT department. This has not been helped by the disconnect between the creation and definition of the corporate policy, and the enforcement of policy in the IT systems,”

said Mati Ram, Head of GRC at Checkpoint, the world’s second largest maker of network-security equipment. “The main challenge for the IT organisation is to find a way to align these three factors: people, policy, and technology/enforcement.”

Hence, only a few organisations have succeeded in imple-menting a truly integrated GRC platform due to the complexity of the GRC environment.

Explained Ram: “Most organisations still take the silo approach to managing GRC projects, where each GRC environ-ment is managed independently, utilising different methodologies and different software point solutions for each project.”

“This creates a complicated situation where the cost is huge as there is no co-operation between the different departments and their silo approach, or consistency among different GRC projects. The lack of integration and automation means management won’t get a unified view of its risk and compliance situation.”

The Integrated GRC ApproachTo comply with the complex environment, forward-thinking organisations are taking an integrated approach to GRC, which allows companies to address all the regulatory and business-related risks, and achieve compliance at a lower cost.

An integrated GRC strategy simplifies the management process, with an environment where each GRC process is fully managed independently, while providing tools for defining complex relationships and the sharing and linking of informa-

Throwing tools at the GRC problem isn’t the only answer. Find out about some best practices to take the complexity out of your GRC implementation.

Simplify GRC and Cut CoStS

unRavellinG the Complexity aRound GRC

Guido Crucq, General Manager, Security Solutions, Dimension

Data Asia Pacific Pte. Ltd.

Mati Ram, Head of GRC, Check Point Software Technologies Ltd.

tion between the different regulations and standards. Research firm Gartner has noted that: “Companies that select

individual solutions for each regulatory challenge they face will spend 10 times more on IT portion of compliance projects than companies that take on a proactive and more integrated approach.”

Going forward, besides an integrated GRC strategy, some companies are also seeking continuous control and risk monitor-ing, where they are kept abreast of risk and compliance alerts as it happens, which can save companies time between audits, said Ram. “In the past, GRC was perceived as a static process, where controls were checked periodically, such as annually or quarterly.”

Success FactorsThere are several critical factors that can determine the success of GRC implementa-tions, which include:

• Management buy-in. As IT GRC is a massive undertaking, its success h inges on management pushing through changes. “It will be challenging for GRC projects to succeed without management support on objectives and execution. As the key people respon-

sible for the business, they have to be the ones to decide what risk to take,” said Sharon Tan, Solutions Director for Security, at Dimension Data Singapore.

• Understanding current corporate objectives, future goals, and the regulatory requirements across different departments before defining policies. “Having the right struc-ture and tools in place can dramatically save the cost of GRC and align different silos into one overall picture that is very clean and simple for management to deal with,” said Ram. “New regula-tions can just be mapped onto the existing controls, without having to change the policy.”

• Conduct assessments to define current and desired state. An assessment can help to define what controls are needed, assess the state of existing implementation of controls, identify gaps and vulnerabilities, all before measures are defined to close these gaps. “We can’t make a judgment call on client’s risk. An assess-ment provides an objective look at the gaps and potential conse-quences of the company’s risk profile,” said Crucq.

• Going for small successes. Take small incremental steps, and set achievable goals. Start with one area that will give quick ROI, which will provide a record of success to build on. “Implementations can be either very ambitious but theoretical and never ending, or smaller, more practical and deployed quickly.,” said Crucq.

The trend is for innovative companies to manage GRC in a pro-active and integrated way. An integrated GRC solution can offer organisations a new level of transparency and confidence across the enterprise and beyond – delivering the most value to all stakeholders .

Brought to you By

Case Study: The First Step

While a leading US healthcare provider, anchored by the 580-bed university hospital, had a mature information security programme in place, it nevertheless faced a number of compliance challenges. Specifically, these related to HIPAA and PCI.

This changed when Dimension Data conducted a series of thorough assessments that benchmarked the healthcare provid-er’s security controls against industry best practice, specifically ISO27001/2, a standard which is robust and all encompassing, and thus is a good baseline towards the fulfillment of HIPAA and PCI requirements.

Upon completion of the assessment, Dimension Data conducted a facilitated self-assessment workshop at the client’s site to review every aspect of the operations covered by the ISO27001/2 standard. This amounted to 12-15 discrete areas of focus, and extended beyond technology to include supporting policies and procedures.

Next, there was a technical validation of the results uncovered in the workshop, which involved randomly selecting approxi-mately 100 infrastructure items within the client’s IT estate, including servers, applications and laptops, and undertaking a thorough inspection of each, to ascertain any areas of weakness. The final step involved mapping these findings back to the infor-mation gathered during the self-assessment identifying gaps between the theory and day-to-day practice.

The team was able to pinpoint previously undetected areas of weakness in endpoint security and systems hardening. The final result was a report that contained a multi-year security roadmap. The value derived was immense as it provided a firm base from which the provider could tackle security gaps and its compliance issues.

Sharon Tan, Solutions Director, Security, Dimension Data

(Singapore) Pte. Ltd.

02

O3 Editor’s Note

Overview04 Growth Expected, Growth Delivered

A quick view of the ICT spending picture across key sectors and an invitation to compare against the MIS 100 index.

� e Industries/sectors11 Banking & Financial Services21 Manufacturing31 Public Sector39 Commercial47 Others

Indices08 By order of Ranking (Screen Count)63 By Country65 By Industry

CIO Summit 2012 (Singapore)55 A New Beginning!

The main plenary session of the Fairfax Business Media and IDC Asia/Pacific’s first ever co-produced CIO Summit was replete with facts, figures and thought-provoking insights on the changing state of enterprise information and communication technologies and the evolving role of technology heads across Asia.

IT � cellence Awards 201260 Champions All!

Congratulations to the winners of this year’s IT Excellence Awards! And they are the Changi Airport Group of Singapore, CIMB Bank Berhad (Malaysia), Melco Crown Entertainment (Macau) Ltd, the Ministry of Education (Singapore), SAP Asia Pte Ltd (Singapore), the Singapore Prisons Service and Watsons China.

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Contents

02

O3 Editor’s Note

Overview04 Growth Expected, Growth Delivered


� e Industries/sectors11 Banking & Financial Services21 Manufacturing31 Public Sector39 Commercial47 Others

Indices08 By order of Ranking (Screen Count)63 By Country65 By Industry

CIO Summit 2012 (Singapore)55 A New Beginning!


IT � cellence Awards 201260 Champions All!

Congratulations to the winners of this year’s IT Excellence Awards! And they are the Changi Airport Group of Singapore, CIMB Bank Berhad (Malaysia), Melco Crown Entertainment (Macau) Ltd, the Ministry of Education (Singapore), SAP Asia Pte Ltd (Singapore), the Singapore Prisons Service and Watsons China.

MIS100

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ContentsEditor’s Note

We made history these past couple months here at MIS Asia. In August, we officially kicked off our partnership with the region’s leading custom research firm IDC Asia/Pacific, with the launch of our first ever co-produced CIO Summit (ref. page 55) in Singapore, which 234 delegates–senior information executives–attended, filling up the conference rooms and corridors of Marina Mandarin. They had come to share insights, experiences, troubles, solutions and contacts with their peers and some of the region’s more progressive technologists. And when they left, they were not disappointed. (The next leg of the CIO Summit? Kuala Lumpur, Malaysia, September 6.) August also marked the completion of the 10th edition of our IT Excellence Awards (ITX) programme (ref. page 60). As with the Summit, our ITX programme was done in collaboration with our partners at IDC Asia/Pacific, with whom we consulted extensively. Their expertise in the areas of research and consulting were invaluable, and it is upon their advice that we opened up a new category in the ITX programme this year, one that rewards bold ICT organisations that take the risk with fairly new or nascent technologies and make them work for their organisations. This new category is modestly named–Emerging Technologies–but all the nominations that came in for it were far from humble. In fact, they were at the very least daring, and some of them could be considered foolhardy, particularly at this time when the global economy is a right old mess, and jobs, as much as budgets, are easily liable for the heavy slashing hands of the CFO, the CEO or the Board of Directors.

One more historic moment passed here in the month of August: the completion of this issue you hold in your hand right now as you read this editorial. Forging way into its second decade, the annual MIS 100 index now comes to you in a more “brutally honest” fashion. This year, with special help from Fairfax Business Research, we applied additional metrics (ref. page 4) to our old formula of screen counts and nebulous statements of strategic value. And it has changed our line up of Asia’s most progressive and valuable enterprise users of ICT somewhat. Turn the page and find out how much the MIS 100 has changed, and see if your organisation is on it.

To conclude this little interruption on your way to the real content of this magazine, I would like to urge you all to tell me what you think of the new things we have put out this past year. Think of our IT Nation 2012 and the Town Hall Meeting we held in Singapore this year to share and discuss the findings from that piece of research. Think of our revamped CIO Summit, of our rebranded ITX programme, and our restructured and reformulated MIS 100. Then speak to me. Speak out against what you think we did wrong. And speak up for what you think we should do more of.

On that note, I bid you peace.

Teng Fang Yih, [email protected]

SEPTEMBER–OCTOBER 2012

EDITORIALEDITOR Teng Fang Yih

ART DIRECTOR Benedict KohASIA ONLINE EDITOR Zafar Hasan Anjum

CONTRIBUTORSJack Loo, T.C. Seow, John Tan, Tao Ai Lei

ADVERTISINGREGIONAL SALES DIRECTOR Regina Keung

Tel: +65 6395 8048 Email: [email protected] ACCOUNT DIRECTOR Ng Yi-Lin

Tel: +65 6395 8045 Email: [email protected] ACCOUNT DIRECTOR Edwin Lim

Tel +65 6395 8018 Email: [email protected] ACCOUNT MANAGER Catherine Loh

Tel: +603 7804 3692 Email: [email protected]

SUBSCRIPTIONS/PRODUCTIONCIRCULATION & PRODUCTION SPECIALIST Josephine Goh

Tel: +65 6395 8060E-mail: [email protected]

FAIRFAX BUSINESS MEDIA ASIAASIA REGIONAL MANAGER Mark Hobson

FINANCE MANAGER Allan CheeOPERATIONS MANAGER Alison Lim

HOW TO CONTACT USWe welcome your letters, questions,

comments, complaints and compliments. All should be addressed to:

Teng Fang YihTel: +65 6395 8028 Email: [email protected]

Address: 152 Beach Road, #11-06/08 Gateway East, Singapore 189721

MIS Asia is published by Fairfax Business Media Pte Ltd

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MIS100

Speak!03

Growth � pected,

GrowthDelivered

04 MIS100


BY F.Y. TENG

W e here at MIS Asia started this year crunching and analysing data leading up to the 2012 edition of our annual IT Nation study (published in MIS Asia, March-

April 2012), which was conducted through the last few weeks of 2011. Work behind the study–which was all about the spending and other operational and strategic business and IT priorities of Asia’s leading enterprises–involved the survey of information and communication technology leaders across the region, an area which extends across key geographies such as Singapore, Malaysia, India, the Philippines, Hong Kong, Indonesia and Thailand. These IT decision makers of user organisations came from across the entire spectrum of sectors/industries, among them: the Public Sector, Banking & Financial Services, Manufacturing, Commercial (Wholesale and Retail trading).

IT Nation 2012 drew from the same database of companies (owned by Fairfax Business Research, sister company of Fairfax Business Media, the publishers of MIS Asia magazine) as does the MIS 100 index, so it is fitting that we should reference some major findings from the study as we talk about this year’s definitive list of the most effective enterprise users of ICT in Asia.

Overview 05

These include the following.The (marginal) majority of

respondents–50.85 percent–expected their organisations’ overall expenditure to increase in 2012. Their top five approaches to weather ‘current’ economic conditions were—cut costs and optimise the efficiency of existing systems, foster and/or create more innovation, implement new projects, establish and/or maintain stronger partnership with vendors, and restructure IT service agreements.

The respondents cited the following as their top five areas of focus in IT through 2012 (in order of importance): automate more business processes; improve customer satisfaction; improve information security; make their enterprises more agile; and, better manage regulatory compliance. Where they expected to spend more on through 2012 were (again in order of importance): new application development and implementation; hardware infrastructure; network infrastructure; security and risk management; and, IT governance and compliance.

When talking about specific technology areas, the majority of respondents said they intended to increase their spending on: Virtualisation, Information Security and Risk Management, Business Intelligence (BI), and IT Consolidation. With respect to major initiatives, most respondents cited the security of data (hackers/breaches), concerns about appropriate levels of service level agreements (SLAs), and the loss of control of important IT applications, as their top three concerns as they set about their cloud deployments.

As you go through the profiles of this year’s MIS 100 index, please bear in mind some of these IT Nation 2012 findings, as well as the following views and numbers–some concurring and some conflicting–which were culled from various other credible sources on ICT deployments and expenditures across all the world’s key sectors/industries and economies.

Banking on US$173.3BAccording to at least two research houses the world’s banks should be spending more on ICT this year. Advisory firm focus-

ing on technology in the global financial services industry Celent put out a report early this year (IT Spending in Banking: A Global Perspective) saying that “total bank IT spending across North America, Europe, and Asia-Pacific [will] grow to US$173.3 billion in 2012.” And that “this spending level is approximately 2.8 percent higher than 2011.” It did however go on to state that it found the figure a “discouraging but not surprising indicator that IT spending growth is slightly on the decline.”

Celent’s analysis leading up to the report involved a comparison of IT spending trends in the three major regions. “The majority of the growth is coming from Asia-Pacific banks: spending by banks in this region will grow by 6.0 percent in 2012 to US$59.4 billion. This growth will continue in 2013 to reach US$62.3 billion. North American banks, specifically US banks, are reporting more dismal results. North American banks’ spending will grow by a mere 2.4 percent in 2012 to US$54.7 billion. This figure will

increase gradually to 2.9 percent in 2013 to US$56.3 billion. European banks are in far deeper trouble and are reporting little to no growth. Spending by European banks will grow 0.3 percent in 2012 to US$59.2 billion. European spending growth will continue to be flat through 2013, increasing by just 0.4 percent to US$59.5 billion.”

Custom research firm IDC in August put out its Worldwide IT Spending 2010-2015: Worldwide Banking IT Spending Guide 1H12 Update report, which more or less concurred with Celenta’s and said, with a different set of numbers, that IT spending in the banking industry will keep going up. According to figures published in the report, “worldwide bank IT spending” is expected to increase at the compound annual growth rate (CAGR) of 5.2 percent through 2015. The report also points out the differences between the banking industries of Asia/Pacific, Europe, North America the Middle East and Latin America.

2012 MIS 100: THE BRUTALLY HONEST INDEXHow we determined this year’s honourees.

Asia’s annual index of the region’s top enterprise information and communica-tions technology (ICT) users has entered its 16th edition with this issue of

MIS Asia magazine. These names came out of a process that included extensive research, a series of in-depth interviews, and a new formula for determining the most effective 100 enterprise ICT users in Asia’s most strategic markets, based on how well they have been deriving top dollar value (strategic and tactical/opera-tional benefits included) from their respective investments in ICT.

The formula we used this year incorporates previous metrics for determining the size of each organisation’s IT setup and IT organisation, and then sets that against the size of their respective entire user communities and overall business operations. Strategic IT projects with long-term impact were also taken well into consideration before we whittled down the hundreds of organisations in the final evaluation stages to the one hundred you see in the 2012 MIS 100 index.

You can be certain that by the time they appear on the MIS 100 index, these organisations–from the public and private sector, and from the gamut of industries–will have been comprehensively researched and vetted for good governance and best practices. By extension that means you should rest assured that the MIS 100 remains the essential benchmarking and strategy tool for IT decision-makers and business strategists in Southeast Asia, Greater China and beyond.

Asia’s BenchmarkThis year, we identify not just the biggest IT spenders, but rather the major drivers of Asia’s industries, economies, as well as, national and regional initiatives. We set out to be brutally honest in our reporting, and as such only the top 20 performers in the following categories are listed: Banking and Financial Services; Manufacturing; Public Sector; Commercial (including Wholesale and Retail trading); and, Others.

No one else appears.

Overview MIS100INDEX

“The CAGR [of banking IT in Europe] for the forecast period [of 2010 through 2015] now stands at 3.6 percent, compared with 4 percent in the previous forecast,” according to the report, which attributes the slight dip to “growing concerns about the future of the eurozone.”

Jeanne Capachin, Vice-President at IDC Financial Insights, which put out the report, said in a statement at the time of its release that “the global economy will continue to flounder in 2012 as the crisis in Western Europe casts a long shadow” and that “as a result, many banks are taking a closer look at their expense budgets as they consider new IT investments.” Re Asia/Pacific, the IDC report pegs its spending increase at the CAGR of 7.9 percent. For North America, the report forecasted “a full percentage point higher than in the previous forecast. The CAGR for the forecast period is now at 3.7 percent, as US banks emerge from the financial crisis and Canadian banks continue their strategic investments.” And as for the Middle East and Latin America, IDC reports a 10 percent increase in IT spending through the year.

All Round Spending Going UpSpending on IT in the public sector is expected to go up too. According to IDC company Government Insights in a state-ment released to the press sometime back, public sector IT spending in Asia/Pacific (excluding Japan), or APEJ, should have gone beyond US$32 billion by the end of last year, registering the CAGR of 7.9 percent for period 2007 through 2011. Analysts at Government Insights said that this growth rate was to have been “largely driven by the People’s Republic of China and India, which together account for more than half of the total [amount quoted].”

The referenced study by Government Insights looked at public sector IT spending in key areas such as government, education and healthcare, within the 2007-2011 timeframe, and predicted that “overall IT expenditure by broad segments [would] continue to be largely driven by hardware” and said that in addition, “expenditure on services [was] expected to increase steadily with a similar trend for software expenditure during this period.”

“The public sector within the APEJ

region represents an industry of diverse spending behaviour, with spending expected to exceed US$32 billion by 2011. Developing countries like the People’s Republic of China and India continue to be key drivers of this spending as they have been building up their information and communications technology infrastructure to increase outreach to their citizens, especially in the rural areas,” said Raphael Phang, research director of Government Insights Asia/Pacific in a statement to the press at the time of release. “With a double-digit CAGR in the People’s Republic of China–10.2 percent–and India–17.6 percent–the growth rate of these developing countries also outpaces all other countries within the region.”

Phang added that “IT investment in the APEJ Government sector [would] remain strong, and [was] expected to account for US$19.5 billion of the total public sector IT expenditure by 2011. It [would] still be the largest of the three public sector segments with a CAGR of 8.5 percent.”

The picture of IT spending on the manufacturing front today is similarly upbeat, as are pronouncements on all other sectors. Just this June, yet another noteworthy research company put out a report–Forecast: Enterprise Software Markets, Worldwide, 2011-2016, 2Q12 Update–saying that global spending on enterprise software should go up, and that it would mostly “focus on industry-specific applications” such as those that manage enterprise resource planning (ERP). In fact, Gartner analysts said: “ERP revenue is projected to reach US$24.9 billion in 2012.” (That is to be set within Gartner’s figure for global spending on the broader category of enterprise application software–US$120.4 billion in 2012–which registers a 4.5 percent increase from the 2011 figure of US$115.2 billion.)

“Spending in 2012 is anticipated to focus on industry-specific applications; upgrades to established, mission-critical software; integrating and securing established systems and infrastructure; and software as a service deployments representing extensions to, or replacement of, existing applications and new solutions,” said Tom Eid, Research Vice President at Gartner.

Gartner’s report cited the following

as the other key enterprise application software market segments in 2012: supply chain management; business intelligence; customer relationship management; content, communications and collaboration; digital content creation; office suites and personal productivity; and, project and portfolio management.

The authors of the report stated their belief that a lot of the investment by organisations in IT will be going to cloud-based systems. They said that organisations were currently searching for ways to shift spending from capital expenditure to operating expenditure, and that factors such as cost optimisation and shifts in spending from “megasuites” to the automation of processes would continue to benefit alternative software acquisition models. They noted that an increasing number of organisations were looking for software functionality as a service or via cloud-based services rather than on-premises. As such, they reasoned, vendors are driven to offer more technology as subscription-based solutions and “pay as you go” offerings.

Get the Picture YourselfSo, do the activities of our lineup of com-panies on the MIS 100 this year match up to all the forecasts of experts in the field? Turn the page and take a look. They pretty much do.

“Spending in 2012 is anticipated to focus on industry-specifi c applications; upgrades to established, mission-critical so� ware; integrating and securing established systems and infrastructure; and so� ware as a service deployments representing � tensions to, or replacement of, � isting applications and new solutions.”—Tom Eid, Research Vice President, Gartner

06

Overview MIS100INDEX

“The CAGR [of banking IT in Europe] for the forecast period [of 2010 through 2015] now stands at 3.6 percent, compared with 4 percent in the previous forecast,” according to the report, which attributes the slight dip to “growing concerns about the future of the eurozone.”

Jeanne Capachin, Vice-President at IDC Financial Insights, which put out the report, said in a statement at the time of its release that “the global economy will continue to flounder in 2012 as the crisis in Western Europe casts a long shadow” and that “as a result, many banks are taking a closer look at their expense budgets as they consider new IT investments.” Re Asia/Pacific, the IDC report pegs its spending increase at the CAGR of 7.9 percent. For North America, the report forecasted “a full percentage point higher than in the previous forecast. The CAGR for the forecast period is now at 3.7 percent, as US banks emerge from the financial crisis and Canadian banks continue their strategic investments.” And as for the Middle East and Latin America, IDC reports a 10 percent increase in IT spending through the year.

All Round Spending Going UpSpending on IT in the public sector is expected to go up too. According to IDC company Government Insights in a state-ment released to the press sometime back, public sector IT spending in Asia/Pacific (excluding Japan), or APEJ, should have gone beyond US$32 billion by the end of last year, registering the CAGR of 7.9 percent for period 2007 through 2011. Analysts at Government Insights said that this growth rate was to have been “largely driven by the People’s Republic of China and India, which together account for more than half of the total [amount quoted].”

The referenced study by Government Insights looked at public sector IT spending in key areas such as government, education and healthcare, within the 2007-2011 timeframe, and predicted that “overall IT expenditure by broad segments [would] continue to be largely driven by hardware” and said that in addition, “expenditure on services [was] expected to increase steadily with a similar trend for software expenditure during this period.”

“The public sector within the APEJ

region represents an industry of diverse spending behaviour, with spending expected to exceed US$32 billion by 2011. Developing countries like the People’s Republic of China and India continue to be key drivers of this spending as they have been building up their information and communications technology infrastructure to increase outreach to their citizens, especially in the rural areas,” said Raphael Phang, research director of Government Insights Asia/Pacific in a statement to the press at the time of release. “With a double-digit CAGR in the People’s Republic of China–10.2 percent–and India–17.6 percent–the growth rate of these developing countries also outpaces all other countries within the region.”

Phang added that “IT investment in the APEJ Government sector [would] remain strong, and [was] expected to account for US$19.5 billion of the total public sector IT expenditure by 2011. It [would] still be the largest of the three public sector segments with a CAGR of 8.5 percent.”

The picture of IT spending on the manufacturing front today is similarly upbeat, as are pronouncements on all other sectors. Just this June, yet another noteworthy research company put out a report–Forecast: Enterprise Software Markets, Worldwide, 2011-2016, 2Q12 Update–saying that global spending on enterprise software should go up, and that it would mostly “focus on industry-specific applications” such as those that manage enterprise resource planning (ERP). In fact, Gartner analysts said: “ERP revenue is projected to reach US$24.9 billion in 2012.” (That is to be set within Gartner’s figure for global spending on the broader category of enterprise application software–US$120.4 billion in 2012–which registers a 4.5 percent increase from the 2011 figure of US$115.2 billion.)

“Spending in 2012 is anticipated to focus on industry-specific applications; upgrades to established, mission-critical software; integrating and securing established systems and infrastructure; and software as a service deployments representing extensions to, or replacement of, existing applications and new solutions,” said Tom Eid, Research Vice President at Gartner.

Gartner’s report cited the following

as the other key enterprise application software market segments in 2012: supply chain management; business intelligence; customer relationship management; content, communications and collaboration; digital content creation; office suites and personal productivity; and, project and portfolio management.

The authors of the report stated their belief that a lot of the investment by organisations in IT will be going to cloud-based systems. They said that organisations were currently searching for ways to shift spending from capital expenditure to operating expenditure, and that factors such as cost optimisation and shifts in spending from “megasuites” to the automation of processes would continue to benefit alternative software acquisition models. They noted that an increasing number of organisations were looking for software functionality as a service or via cloud-based services rather than on-premises. As such, they reasoned, vendors are driven to offer more technology as subscription-based solutions and “pay as you go” offerings.

Get the Picture YourselfSo, do the activities of our lineup of com-panies on the MIS 100 this year match up to all the forecasts of experts in the field? Turn the page and take a look. They pretty much do.

“Spending in 2012 is anticipated to focus on industry-specifi c applications; upgrades to established, mission-critical so� ware; integrating and securing established systems and infrastructure; and so� ware as a service deployments representing � tensions to, or replacement of, � isting applications and new solutions.”—Tom Eid, Research Vice President, Gartner

06

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Exam Date: 8 December 2012Registration Deadline: 3 October 2012

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Competitioncan be tough...

Gain the upper hand.

ChessCertmisasiaHAND 208x275mm.indd 1 7/27/12 1:08 PM

08

LEGAL NAME INDUSTRY/SECTOR SCREENS PAGE

Hong Kong Hospital Authority Public Sector 32000 34

Bank Rakyat Indonesia PT Tbk (BRI)

Banking & Financial Services

30000 15

National University of Singapore Public Sector 30000 36

Li & Fung Limited Commercial 21100 44

TOT Public Co LtdOther: Information/ Communications

21100 54

City University of Hong Kong Public Sector 20782 32

Indah Kiat Pulp & Paper Tbk PT Manufacturing 17600 26

Bank Central Asia PT TbkBanking & Financial Services

17000 12

Bank Danamon Indonesia PT Tbk


16500 12

Thai Airways International Public Co Ltd

Other: Transport & Warehousing 16000 53

Singapore Airlines Ltd Other: Transport & Warehousing 15100 52

Malayan Banking BhdBanking & Financial Services

15000 16

Bank for Agriculture & Agricultural Cooperatives (BAAC)


14000 14

Immigration Department (Hong Kong) Public Sector 12100 35

The Chinese University of Hong Kong Public Sector 12000 38

Siam Commercial Bank Public Co Ltd


11800 18

RHB Bank BhdBanking & Financial Services

11250 17

Carrefour (China) Management Consulting Services Ltd Commercial 11040 40

Bank of China (Hong Kong) Ltd


11000 14

Ministry of Defence Public Sector 11000 36

Tenaga Nasional BerhadOther: Utilities & Waste Management

11000 53

University of Malaya (Malaysia) Public Sector 10900 38

Philippine Long Distance Telephone Co (PLDT)

Other: Information/Communications

10700 51


Electricity Generating Authority of Thailand (EGAT)

Other: Utilities & Waste Management

10500 49

Public Bank BhdBanking & Financial Services

10100 17

The Hong Kong Jockey ClubOther: Arts, Entertainment & Recreation

9500 53

Tan Tock Seng Hospital Pte Ltd Public Sector 9130 37

Jabil Circuit Sdn Bhd Manufacturing 9000 27

Chiang Mai University Public Sector 9000 32

The Hong Kong University of Science and Technology Public Sector 8500 38

Bank Mandiri (Persero) PT TbkBanking & Financial Services

8200 14

Hong Kong Housing Authority Public Sector 8100 34

TMB Bank Public Co LtdBanking & Financial Services

7765 19

Malaysia Airlines System Bhd Other: Transport & Warehousing 7250 49

Bureau of Internal Revenue (Philippines) Public Sector 7200 32

Bank Permata PT TbkBanking & Financial Services

6500 15

Singapore Telecommunications Ltd


6300 52

Flextronics Technology Sdn Bhd Manufacturing 6000 25

Land Transport Authority Public Sector 5900 35

China Eastern Airlines Co Ltd Other: Transport & Warehousing 5900 48

STATS Chippac Ltd Manufacturing 5510 27

HSBC Bank Malaysia BerhadBanking & Financial Services

5500 16

Singapore General Hospital Pte Ltd Public Sector 5500 37

Pan Indonesia Bank PT Tbk (Panin Bank)


5245 17

Housing & Development Board Public Sector 5100 34

Toyota Motor Thailand Co Ltd Commercial 5030 46

Pos Malaysia Berhad Other: Transport & Warehousing 5010 51

MIS100

08


Hong Kong Hospital Authority Public Sector 32000 34

Bank Rakyat Indonesia PT Tbk (BRI)


30000 15

National University of Singapore Public Sector 30000 36

Li & Fung Limited Commercial 21100 44

TOT Public Co LtdOther: Information/ Communications

21100 54

City University of Hong Kong Public Sector 20782 32

Indah Kiat Pulp & Paper Tbk PT Manufacturing 17600 26

Bank Central Asia PT TbkBanking & Financial Services

17000 12

Bank Danamon Indonesia PT Tbk


16500 12



Singapore Airlines Ltd Other: Transport & Warehousing 15100 52

Malayan Banking BhdBanking & Financial Services

15000 16



14000 14

Immigration Department (Hong Kong) Public Sector 12100 35

The Chinese University of Hong Kong Public Sector 12000 38

Siam Commercial Bank Public Co Ltd


11800 18

RHB Bank BhdBanking & Financial Services

11250 17

Carrefour (China) Management Consulting Services Ltd Commercial 11040 40

Bank of China (Hong Kong) Ltd


11000 14

Ministry of Defence Public Sector 11000 36

Tenaga Nasional BerhadOther: Utilities & Waste Management

11000 53

University of Malaya (Malaysia) Public Sector 10900 38

Philippine Long Distance Telephone Co (PLDT)


10700 51




10500 49

Public Bank BhdBanking & Financial Services

10100 17


9500 53

Tan Tock Seng Hospital Pte Ltd Public Sector 9130 37

Jabil Circuit Sdn Bhd Manufacturing 9000 27

Chiang Mai University Public Sector 9000 32

The Hong Kong University of Science and Technology Public Sector 8500 38

Bank Mandiri (Persero) PT TbkBanking & Financial Services

8200 14

Hong Kong Housing Authority Public Sector 8100 34

TMB Bank Public Co LtdBanking & Financial Services

7765 19

Malaysia Airlines System Bhd Other: Transport & Warehousing 7250 49

Bureau of Internal Revenue (Philippines) Public Sector 7200 32

Bank Permata PT TbkBanking & Financial Services

6500 15

Singapore Telecommunications Ltd


6300 52

Flextronics Technology Sdn Bhd Manufacturing 6000 25

Land Transport Authority Public Sector 5900 35

China Eastern Airlines Co Ltd Other: Transport & Warehousing 5900 48

STATS Chippac Ltd Manufacturing 5510 27

HSBC Bank Malaysia BerhadBanking & Financial Services

5500 16

Singapore General Hospital Pte Ltd Public Sector 5500 37



5245 17

Housing & Development Board Public Sector 5100 34

Toyota Motor Thailand Co Ltd Commercial 5030 46

Pos Malaysia Berhad Other: Transport & Warehousing 5010 51

MIS10009


MTR Corporation Ltd Other: Transport & Warehousing 4500 50

Astra International PT Tbk Manufacturing 4350 23

Celestica (Thailand) Co Ltd Manufacturing 4200 24

United Overseas Bank (Thailand) Public Co Ltd


4100 19

STMicroelectronics Asia Pacific Pte Ltd Manufacturing 4000 28

Home Development Mutual Fund (Philippines) Public Sector 4000 33

Mydin Mohamed Holdings Berhad Commercial 3927 44

Beijing Yanshan Petrochemical Corporation Limited Manufacturing 3850 23

Amkor Technology Philippines Inc Manufacturing 3500 22

Department of Public Works & Highways (Philippines) Public Sector 3500 33

The Bank of East Asia LtdBanking & Financial Services

3460 19

Hanjaya Mandala Sampoerna PT Tbk Manufacturing 3450 26

Total Access Communication Public Co Ltd


3300 54

Hong Kong Customs and Excise Department Public Sector 3250 33

Airports of Thailand Public Co Ltd


GCH Retail (Malaysia) Sdn Bhd Commercial 3050 42

Standard Chartered Bank LtdBanking & Financial Services

3000 18

Betagro Public Co Ltd Manufacturing 3000 24

KFC Holdings (Malaysia) Bhd Commercial 3000 43

Inland Revenue Authority of Singapore Public Sector 2800 35

Top Glove Sdn Bhd Manufacturing 2700 28

Sunway Holdings BerhadOther: Construction & Engineering

2700 52

GlobalFoundries Singapore Pte Ltd Manufacturing 2650 26

Aeon Thana Sinsap (Thailand) Public Co Ltd


2520 12

San Miguel Brewery Inc Manufacturing 2300 27


ComfortDelGro Corporation Ltd


Chemical Company of Malaysia Bhd Manufacturing 2000 25

Astra Honda Motor PT Manufacturing 1950 22

Metropolitan Waterworks Authority


1900 50

Avery Dennison (Hong Kong) Ltd Manufacturing 1850 23

Kasikornbank Public Co LtdBanking & Financial Services

1800 16

Hero Supermarket PT Tbk Commercial 1635 42

Big C Supercenter Public Co Ltd Commercial 1400 40

DKSH Malaysia Sdn Bhd Commercial 1400 41

Fujitsu (China) Information Systems Co Ltd Manufacturing 1210 25

Siam Makro Public Co Ltd Commercial 1165 45

Jollibee Foods Corp Other: Food & Beverage 1154 49

China Merchants BankBanking & Financial Services

1050 15

Enseval Putera Megatrading PT Tbk Commercial 1000 41

Orient Overseas Container Line Ltd


Selamat Sempurna PT Tbk Commercial 760 44

Neptune Orient Lines Ltd Other: Transport & Warehousing 700 50

Hino Motors Manufacturing (Thailand) Ltd Commercial 600 43

Cold Storage Singapore Pte Ltd Commercial 550 40

Singer Thailand Public Co Ltd Commercial 550 45

Charoen Pokphand Foods Public Co Ltd Manufacturing 450 24

Convenience Retail Asia Ltd Commercial 400 41

Jebsen & Jessen (SEA) Pte Ltd Commercial 330 43

The Store Corporation Berhad Commercial 275 46

AAC Technologies Holdings Inc Manufacturing 240 22

Shanghai Friendship Group Co Ltd Commercial 222 45

General Motors (China) Investment Co Ltd Commercial 220 42

Salvation Army Hong Kong & Macau Command Public Sector 120 36

Number of ScreensInd� By

Using ICT to empower thegrowing Silver Segment

Startling facts on the Silver Segment (>60 years old)

Enabling the Silver Segment to an Active & Independent Lifestyle

By 2050: Number of silvers exceed number of youth for the 1st time

By 2050: Silvers make up 21% of the world population

Aged 60 & above

Aged 15 & below

By 2050: There will be reduction in labour availability

For each personentering the workforce

In 2010 In 2050

0.3 person retiring

0.7 person retiring

And Today, >40% silvers

But Today: there areLess than 4 hospitalbeds per 1,000silversin the world2

SURF leverages next generation technologies to empower individuals and enable communities.

Process Automation

Digital Skills Learning‘Silver Infocomm Initiative’

Empoweringactive,

independentsilvers

ProvidingSeamless

HealthcareExperience

Teleworking

Workplace Redesign

CentralisedPatient Monitoring

Tele-medicine

Electronic Medical Records& Personal Dashboard

Automated MedicationDispenser

Online Support Groups

go online in developed countries1

(average of U.S., Europe, AU)

8% 10% 21%

YR 1950 YR 2000 YR 2050

1

2

3

4

5

Interested to find out more?

www.surfnation.netfacebook.com/[email protected]

Estimation by NCS, based on statistics from:1Pewinternet.org and UNECE2World Health Statistics 2012, World Health Organisation

ncs surf adv208x275mm(MIS)v5.indd 1 8/23/12 11:14 AM

The world’s banks should be spending more on ICT, according to advisory firm focusing on technology in the global financial services industry Celent. “Total bank IT spending across North America, Europe, and Asia-Pacific [will] grow to US$173.3 billion in 2012. [And] this

spending level is approximately 2.8 percent higher than [in] 2011.” (ref. IT Spending in Banking: A Global Perspective). The report also said that “the majority of the growth is coming from

Asia-Pacific banks: spending by banks in this region will grow by 6.0 percent in 2012 to US$59.4 billion. This growth will continue in 2013 to reach US$62.3 billion.

Analysts at custom research firm IDC appear to concur. They released in August the Worldwide IT Spending 2010-2015: Worldwide Banking IT Spending Guide 1H12 Update report,

which said that they expected “worldwide bank IT spending” to increase at the compound annual growth rate (CAGR) of 5.2 percent through 2015. The report also forecasted an

increase in spending by banks in Asia/Pacific at the CAGR of 7.9 percent.So what have our banks been spending on? Turn the page.

—F.Y. TENG

11MIS100 PROFILES

Using ICT to empower thegrowing Silver Segment

Startling facts on the Silver Segment (>60 years old)

Enabling the Silver Segment to an Active & Independent Lifestyle

By 2050: Number of silvers exceed number of youth for the 1st time

By 2050: Silvers make up 21% of the world population

Aged 60 & above

Aged 15 & below

By 2050: There will be reduction in labour availability

For each personentering the workforce

In 2010 In 2050

0.3 person retiring

0.7 person retiring

And Today, >40% silvers

But Today: there areLess than 4 hospitalbeds per 1,000silversin the world2

SURF leverages next generation technologies to empower individuals and enable communities.

Process Automation

Digital Skills Learning‘Silver Infocomm Initiative’

Empoweringactive,

independentsilvers

ProvidingSeamless

HealthcareExperience

Teleworking

Workplace Redesign

CentralisedPatient Monitoring

Tele-medicine

Electronic Medical Records& Personal Dashboard

Automated MedicationDispenser

Online Support Groups

go online in developed countries1

(average of U.S., Europe, AU)

8% 10% 21%

YR 1950 YR 2000 YR 2050

1

2

3

4

5

Interested to find out more?

www.surfnation.netfacebook.com/[email protected]

Estimation by NCS, based on statistics from:1Pewinternet.org and UNECE2World Health Statistics 2012, World Health Organisation

ncs surf adv208x275mm(MIS)v5.indd 1 8/23/12 11:14 AM

MIS100 PROFILESBanking & � nancial Services12

Aeon Thana Sinsap (Thailand) Public Company LimitedSenior IT � ecutive: Tawatchai Peechapat, Senior Vice President, MIS DepartmentS� e of IT Dept: 100Screens: 2,520Location: ThailandWe� ite: www.aeon.co.th

A eon Thana Sinsap (Thailand) Public Company Limited (AEONTS) is based

in Bangkok, Thailand. The thirty-year-old company has 2,500 employees and was incorporated in 1992.

AEONTS provides a range of retail financial services in Thailand. This includes

credit card services, which include credit purchase and cash advance services; bill payment services; and motorcycle hire purchase services.

As at May 20, 2012, AEONTS has issued 6.3 million cards—including 2 million credit cards and 4.3 million member cards.

The company provides personal and purpose loans covering electrical appliances, home decorative items, office equipment, mobile phones, information technology products, Internet access, gold, car maintenance costs, travel expenses, health expenditure, wedding costs, car and health insurance,

personal accident and fire insurance, as well as other miscellaneous insurance loans.

AEONTS operates 90 branches and 348 ATMs. It has approximately 280 service counters and 15,500 dealer shops, as well as 1,500 EDC machines that are installed in various department and discount stores in Thailand.

Strong IT and MIS support is needed to sustain financial management and transactions across the branches and ATMs across the country, as well as credit card transactions by its customers.

Bank Central Asia PT TbkSenior IT � ecutive: Hermawan Thendean, General Manager, Strategic Information Technology GroupS� e of IT Dept: 160Screens: 17,000Location: IndonesiaWe� ite: www.bca.co.id

B ank Central Asia (BCA) was founded in 1957 and is the largest transaction

bank in Indonesia with more than seven million customer accounts. It has nearly 900 domestic branch offices and more than 7,500 ATMs in Indonesia. It offers banking and financial services to both

individuals and business customers. BCA’s rapid growth is stretching the

capacity of its main and co-production Jakarta-based data centres. At the same time, there is a regulatory need to repatriate data held at a secondary data centre in Singapore. BCA is therefore implementing a new BCA hot-standby disaster recovery data centre some 200 km from its headquarters in Jakarta—to be operational in the first quarter of 2013.

This remote data centre will serve as a separate fully-functioning back-up should a natural disaster in the geologically active country affect the bank’s headquarters in Jakarta. The new

data centre will occupy 5,000 sq metres of computing space in a six-storey BCA building being built in Surabaya. With a further 2,000 sq metres allocated for expansion, the investment will have a lifespan of 15 years. Extensive capacity modelling tests were executed to ensure the data centre’s design would be future proof and scalable enough. The architecture adopts a modular design with separate ecosystems for mainframe, online banking, and server-based applications. The new facility will be able to run full mission-critical banking services with customer transactions running up to nine million each day.

Bank Danamon Indonesia PT TbkSenior IT � ecutive: Kanchan Keshav Nijasure, CIO & Director, Information & TechnologyS� e of IT Dept: 400Screens: More than 16,500Location: IndonesiaWe� ite: www.danamon.co.id

P T Bank Danamon Indonesia Tbk (Danamon) was established in 1956.

It has the second-largest branch net-work in Indonesia, with more than 2,900 branches and point of sales, including its Syariah units and branches. With more

than 60,000 employees, Danamon is the sixth largest bank in Indonesia based on assets. The bank has a range of com-prehensive electronic banking facilities, 800 ATMs, as well as Internet and mobile banking services.

In June 2012, Danamon launched the innovative “Mobile Branch” service in Jakarta, Bogor, Tangerang and Bekasi (Jabodetabek). It is an initiative to open up a new channel and bring banking services right up to the customers. After the initial pilot project in Jakarta, the service will be expanded to other major cities. Designed and equipped with high technology devices, the Danamon Mobile Branch will

provide the services typically available at a normal branch. These include a branch service manager, customer service, teller, an ATM and Internet banking. Banking transactions that can be done at the Mobile Branches include cash deposit and withdrawal, opening of savings accounts or time deposits, fund transfer, filing of applications for home loans and credit cards. Following the introduction of Internet Banking and mobile banking, the Mobile Branch is the latest innovation by the bank’s IT department to harness technology to open up new business opportunities for the bank’s business units.

1. What is the scope and definition of “Next Generation Platform”?On a smarter planet, technological innovation is constantly altering the competitive balance of industries. As IT moves to the strategic center of business, the model must shift to a next generation of computing – IBM Smarter Computing.

IBM’s latest family of Expert integrated systems – IBM

PureSystems, combine the flexibility of a general purpose system, the elasticity of cloud, and the simplicity of an appliance tuned to the workload – fundamentally changing the experience and economics of IT.

2. What is IBM PureSystems?IBM PureSystems help clients focus on furthering competitive advantage, and are defined by the following attributes:

• Built-in expertise: Systems must capture and automate best-practices and expertise, reducing manual steps that impact projects’ time to value with an open architecture, allowing participating solution providers to optimize their applications workloads.

• Integration by Design: All hardware and software components must be integrated by design, tuned in the lab, and pre-packaged in the factory into a single ready-to-go system – optimized for the business task.

• Simplified Experience: IT staff and the lines of business that consume IT experience want a simplified systems lifecycle. PureSystems are simply ordered, unpacked, plugged-in and managed as a single system with a single interface.

In April 2012, IBM introduced the first two member of the PureSystems family - IBM PureFlex System & IBM PureApplication System. PureFlex is an infrastructure system with expertise for sensing and anticipating resource needs to optimize your infrastructure. PureApplication is a platform system, leveraging much PureFlex System’s infrastructure system foundation. It is built for cloud, offering simplicity, efficiency, flexibility and control - serving as a virtualized application platform that optimizes application workloads and accelerates time to value.

3. How can organisations leverage IBM PureSystems to improve their IT economics?When it comes to implementing an efficient solution, enterprises recognise that there is no such thing as ‘one-size fits all’. Modern business systems are built with customised configurations to address various problems :

IBM PureSystems projects help deliver great value across the 4 initiatives below:

• Consolidate – More efficiently consolidate systems and applications to reduce operating expenses.

• Optimize – Better tune and automate systems and applications to improve application performance, scalability and reliability.

• Innovate – More rapidly deliver new applications and services to meet new business needs.

• Accelerate Cloud – Enable secure, integrated cloud environments rapidly.

IBM PureSystems will help key business functions to improve their IT economics:

LOB and executive management will experience faster time to market for IT-driven market innovation.

CIO’s and IT Management will be able to shift operations and maintenance budget to projects delivering market innovation.

Data Center and IT Operations will experience a simplification in every step of the systems lifecycle, a significant decrease in the number of unplanned outages, as they gain the ability to easily set business-level SLA’s on the entire environment.

CTOs and Enterprise Architects will be able to focus more time on business-IT alignment, as systems integrated by design with built-in expertise eliminate cycles spent on infrastructure and platform issues.

Application Developers and project leaders will have more time to focus on new functionality, as Expert integrated systems eliminate cycles spent on infrastructure and platform issues.

4. What are some best practices during the design and implementation process? One of the key differentiators of IBM PureSystems is “Patterns of expertise”—the bottling up of the collective wisdom gained from decades of client engagement, documented best practices, research and development, data center optimizations, and IBMers’ efforts worldwide.

We have expertise to build; deploy and to support infrastructure, platform middleware, and application environments for decades. We used to capture that expertise in red books, but now we capture and automate that expertise in deployable patterns within minutes.

5. What are the criteria for organizations to identify the right solution vendor? And what are the pitfalls & common challenges? To look for solutions to provide you with built-in best practices and deliver faster time-to-market.

Solution providers should provide such benefits: • Realizing a high-growth market opportunity with

integrated solutions combined with high value professional services engagements.

• Becoming a transformative business partner to clients and helping them solve business challenges.

• Accelerating time-to-value for clients with pre-integrated solutions.

• Transforming business models wherein product resellers become solution providers.

The solution providers create ‘patterns of expertise’ based on their business applications that enable clients to rapidly deploy the solutions on IBM PureSystems. Clients highlighted that choice and flexibility are critical consideration factors. IBM will continue to build this open application ecosystem to provide a portfolio of solution providers that serve both cross-industry and industry specific requirement.

next generation platform

Brought to you by:

Ian Chong, Sales Leader, IBM PureSystemsSystems &

Technology Group

ASK THE EXPERT

For more information on IBM PureSystems, visit ibm.com/puresystems/sg/en

1. What is the scope and definition of “Next Generation Platform”?On a smarter planet, technological innovation is constantly altering the competitive balance of industries. As IT moves to the strategic center of business, the model must shift to a next generation of computing – IBM Smarter Computing.

IBM’s latest family of Expert integrated systems – IBM

PureSystems, combine the flexibility of a general purpose system, the elasticity of cloud, and the simplicity of an appliance tuned to the workload – fundamentally changing the experience and economics of IT.

2. What is IBM PureSystems?IBM PureSystems help clients focus on furthering competitive advantage, and are defined by the following attributes:

• Built-in expertise: Systems must capture and automate best-practices and expertise, reducing manual steps that impact projects’ time to value with an open architecture, allowing participating solution providers to optimize their applications workloads.

• Integration by Design: All hardware and software components must be integrated by design, tuned in the lab, and pre-packaged in the factory into a single ready-to-go system – optimized for the business task.

• Simplified Experience: IT staff and the lines of business that consume IT experience want a simplified systems lifecycle. PureSystems are simply ordered, unpacked, plugged-in and managed as a single system with a single interface.

In April 2012, IBM introduced the first two member of the PureSystems family - IBM PureFlex System & IBM PureApplication System. PureFlex is an infrastructure system with expertise for sensing and anticipating resource needs to optimize your infrastructure. PureApplication is a platform system, leveraging much PureFlex System’s infrastructure system foundation. It is built for cloud, offering simplicity, efficiency, flexibility and control - serving as a virtualized application platform that optimizes application workloads and accelerates time to value.

3. How can organisations leverage IBM PureSystems to improve their IT economics?When it comes to implementing an efficient solution, enterprises recognise that there is no such thing as ‘one-size fits all’. Modern business systems are built with customised configurations to address various problems :

IBM PureSystems projects help deliver great value across the 4 initiatives below:

• Consolidate – More efficiently consolidate systems and applications to reduce operating expenses.

• Optimize – Better tune and automate systems and applications to improve application performance, scalability and reliability.

• Innovate – More rapidly deliver new applications and services to meet new business needs.

• Accelerate Cloud – Enable secure, integrated cloud environments rapidly.

IBM PureSystems will help key business functions to improve their IT economics:

LOB and executive management will experience faster time to market for IT-driven market innovation.

CIO’s and IT Management will be able to shift operations and maintenance budget to projects delivering market innovation.

Data Center and IT Operations will experience a simplification in every step of the systems lifecycle, a significant decrease in the number of unplanned outages, as they gain the ability to easily set business-level SLA’s on the entire environment.

CTOs and Enterprise Architects will be able to focus more time on business-IT alignment, as systems integrated by design with built-in expertise eliminate cycles spent on infrastructure and platform issues.

Application Developers and project leaders will have more time to focus on new functionality, as Expert integrated systems eliminate cycles spent on infrastructure and platform issues.

4. What are some best practices during the design and implementation process? One of the key differentiators of IBM PureSystems is “Patterns of expertise”—the bottling up of the collective wisdom gained from decades of client engagement, documented best practices, research and development, data center optimizations, and IBMers’ efforts worldwide.

We have expertise to build; deploy and to support infrastructure, platform middleware, and application environments for decades. We used to capture that expertise in red books, but now we capture and automate that expertise in deployable patterns within minutes.

5. What are the criteria for organizations to identify the right solution vendor? And what are the pitfalls & common challenges? To look for solutions to provide you with built-in best practices and deliver faster time-to-market.

Solution providers should provide such benefits: • Realizing a high-growth market opportunity with

integrated solutions combined with high value professional services engagements.

• Becoming a transformative business partner to clients and helping them solve business challenges.

• Accelerating time-to-value for clients with pre-integrated solutions.

• Transforming business models wherein product resellers become solution providers.

The solution providers create ‘patterns of expertise’ based on their business applications that enable clients to rapidly deploy the solutions on IBM PureSystems. Clients highlighted that choice and flexibility are critical consideration factors. IBM will continue to build this open application ecosystem to provide a portfolio of solution providers that serve both cross-industry and industry specific requirement.

next generation platform

Brought to you by:

Ian Chong, Sales Leader, IBM PureSystemsSystems &

Technology Group

ASK THE EXPERT

For more information on IBM PureSystems, visit ibm.com/puresystems/sg/en


Bank for Agriculture & Agricultural CooperativesSenior IT � ecutive: Prasertsri Sirichaipun, Senior Vice President, ITS� e of IT Dept: 400 Screens: 8,000Location: ThailandWe� ite: www.baac.or.th

F ounded in 1966 and based in Bang-kok, Thailand, the Bank for Agriculture

and Agricultural Cooperatives (BAAC) is a state enterprise under the jurisdiction of the Ministry of Finance.

It has four Regional Offices overseeing nine regional Branch Administration

Departments around Thailand.The bank’s objectives are to provide

financial assistance to individual farmers and farmer institutions in order to promote agriculture as an occupation, and to increase their productivity and incomes. The bank also provides banking and financial services to farmers throughout the country—similar to those offered by commercial banks.

These include deposit services, loans and credit services; special services for Thai Muslims to make pilgrimages to Mecca; as well as insurance and funeral aid services.

The IT office is an important entity

in the bank. The Information Technology Line comprises an Information Technology Operations Department, which oversees the bank’s day to day IT operations and needs; an Office of Information Technology Planning, which looks ahead at upgrades and new IT projects; and, an Office of Electronic Banking, which is dedicated to ensuring the robustness and availability of electronic banking for the bank.

The IT office reports to the Accounting, Treasury and Information Group—one of four groups reporting directly to the President of the bank.

Bank Mandiri (Persero) PT TbkSenior IT � ecutive: Kresno Sediarsi, Managing Director, Technology & OperationsS� e of IT Dept: 320Screens: 8,200Location: IndonesiaWe� ite: www.bankmandiri.co.id

B ank Mandiri is the largest bank in Indonesia in terms of total assets,

loans and deposits. The bank has 28,183 employees; 1,548 branches and cash outlets; as well as 8,996 ATMs and 878 Micro Banking Centres. The bank has seven overseas branches / representa-

tive offices/subsidiaries. The Managing Director for Technology & Operations reports directly to the President Director and oversees the following departments: IT Strategic Business Solutions, IT Applica-tion Services, IT Operations, IT Strategy, Architecture & Planning, Credit Opera-tions, Central Operations, Electronic Chan-nel Operations, Customer Care & Services.

Recent IT projects include the deployment of a Security Information and Event Management (SIEM) system in its IT infrastructure. In April, the bank announced plans to implement Business Intelligence and Analytics capabilities for its Micro and Retail Banking. The strategic

project entails consulting, analytics, software development and reporting automation spanning Bank Mandiri’s three key functions: Mass Banking (Value Chain division), E-Banking (EDC division) and Wealth Management.

In a bid to boost growth in the retail segment, Bank Mandiri in July launched new electronic banking services for iPhone, BlackBerry and Android-based phones. The bank expects the new customer-friendly electronic and handphone banking (e-banking) services to boost transactions and increase the number of active users from 600,000 last year to 1 million by the end of this year.

Bank of China (Hong Kong) LtdSenior IT � ecutive: Wong Man Chiu, Deputy General Manager of IT DepartmentS� e of IT Dept: 100Screens: 11,000Location: Hong KongWe� ite: www.bochk.com

B ank of China (Hong Kong), BOCHK, was established in 2001, and is a

leading listed commercial banking group in Hong Kong in terms of assets and customer deposits. It has more than 260 branches and more than 570 ATMs in Hong Kong. BOCHK and its subsidiaries offer a comprehensive range of financial

products and services to personal and corporate customers. BOCHK is one of three note issuing banks in Hong Kong. For the year 2011, the bank reported a net operating income before impairment allowances of HK$30.846 billion (US$4 billion)..

The IT Department reports to the Chief Operating Officer. In April, BOCHK announced the launch of Hong Kong’s first chip-based ATM Card, in an effort to enhance security and protection while offering a number of new banking service functions to customers. From October 2012, BOCHK will install Self-Service Kiosks in branches, allowing chip-based

BOC Cardholders to enjoy personalised banking services using the e-Passbook, including enquiry of account balance and the latest 10 transactions, personal data updating and foreign currency exchange for maximum convenience in financial management.All ATMs will be upgraded to support the chip-based card.

For its corporate customers, the bank launched the Business Integrated Account in February to provide them with a total banking solution to easily manage their finances. The consolidated statement gives corporate customers an at-a-glance view of the company’s financial status by listing all account details.

Banking & � nancial Services 15MIS100 PROFILES

Bank Permata PT TbkSenior IT � ecutive: Timothy Utama, Technology and Operations DirectorS� e of IT Dept: 190Screens: 6,500Location: IndonesiaWe� ite: www.permatabank.com

P T Bank Permata Tbk (Permata-Bank) is the result of a merger of

five banks—PT. Bank Bali Tbk, PT. Bank Universal Tbk, PT. Bank Prima Express, PT. Bank Artamedia and PT Bank Patriot in 2002. Headquartered in Jakarta, Indone-sia, PermataBank has grown into a major private bank that offers financial prod-

ucts and services through innovative and comprehensive delivery channels includ-ing Internet Banking and Mobile Banking. PermataBank has aspirations to become a leading financial services provider in Indonesia, with a focus on the Consumer and Commercial segment.

Serving approximately 2 million customers in 57 cities in Indonesia, the bank has 281 branches (including 10 Sharia branches) and 631 ATMs with additional access at more than 40,000 ATMs.

Projects that the bank’s IT has rolled out include a Teller and Customer Service System and PermataNet.

The Teller and Customer Service System is a web-based teller and sales platform based on the J2EE technology platform and Java Programming.

PermataNet is the implementation of Internet Banking for PermataBank. It is intended to attract new customers, maximise retention, cross-sell services and increase profitability. PermataBank’s objective is to implement an online retail banking solution that provides the bank’s customers with a deep and full-featured online banking experience, including a total financial view and unparalleled control over their accounts.

Bank Rakyat Indonesia PT TbkSenior IT � ecutive: Zuhelfi Abidin, Head of Technology & Information System DivisionS� e of IT Dept: 266Screens: 30,000Location: Indonesia We� ite: www.bri.co.id

F ounded in 1895, PT Bank Rakyat Indonesia (Persero) Tbk (BRI) is the

oldest bank in Indonesia. BRI provides commercial banking services in Indonesia, focusing on micro-finance and lend-ing to the consumer, small and medium business and agribusiness sectors. BRI serves its customers through more than

7,000 outlets spread all over Indonesia. This includes the head office in Jakarta, 18 regional offices, 424 branch offices, 480 sub branch offices, 4,766 micro outlets, 854 cash counters, and 1,195 Teras BRI sub-micro outlets. With a wide network of city branches and village service outlets, reliable and secure transfer of data and reports between the head office and its other locations is paramount.

BRI’s IT has invested in a new IT solution to streamline its operations and to deliver mission-critical reports in a timely and efficient manner. The managed file transfer solution is intelligent enough to detect and manage

any communications or server errors and resume the data transfer from the point of failure, rather than restarting the transfer from scratch. The solution also provides management data to enable users to understand the status of completion of activities. The suite of products provides transmission services, management/monitoring, security, automation/integration and SLA management for enterprise data transmissions. This solution enables BRI to deliver higher levels of service, manage its growth, and help remove the risk of security breaches for virtually all the file transfers that drive its business.

China Merchants BankSenior IT � ecutive: Xu Lian Feng, Chief Technology OfficerS� e of IT Dept: 100Screens: 1,050Location: ChinaWe� ite: www.cmbchina.com

C hina Merchants Bank (CMB) was founded in Shenzhen, China in 1987.

Headquartered in Shenzhen, the 25-year old CMB has grown from a single-branch small bank with 100 million yuan capital and 30 employees, into a nationwide com-mercial bank with 140 billion yuan capital and more than 50,000 employees. The

bank has 87 branches, 801 sub-branches, 2,031 self-service centers and 8,427 self-service cash machines. With a total asset of 2.6 trillion yuan, CMB is among the world’s top 100 banks. The main businesses of CMB include corporate banking, retail banking and treasury busi-ness. CMB has aggressively developed electronic banking channels, including online, telephone and self-service banking services. CMB was the first bank in China to establish a bank-wide IT platform and telephone banking services. More than 4 million users have subscribed for CMB mobile banking. For corporate customers, the bank has an On-line Corporate Bank-

ing system, which allows its clients to connect their computer terminals, Corpo-rate Finance Systems or ERP systems to CMB’s mainframe computer at the bank via the Internet or other public informa-tion network—delivering corporate bank-ing services directly to the clients’ office, residence or any other location. This helps improve efficiencies, eliminating much of the repetitive and time-consuming manual workload. The On-line Corporate Banking service offers corporate clients “Solutions for Electronic Financial Cash Management” which shows them real-time, directly perceived and comprehen-sive account information management.


HSBC Bank Malaysia BerhadSenior IT � ecutive: Mr Hun Ah Peooi, Systems Development ManagerS� e of IT Dept: 200Screens: 5,500Location: MalaysiaWe� ite: www.hsbc.com.my

H SBC Bank Malaysia Berhad is the largest foreign-owned bank in

Malaysia, with a network of 40 branches across the country. It is a subsidiary of HSBC Holdings plc. The 28-year-old com-pany provides banking and other related financial services in Malaysia. HSBC Bank Malaysia was incorporated in 1984 and is

headquartered in Kuala Lumpur, Malaysia.The bank offers a full range of

personal and commercial services from a network of branches and direct channels. The company’s personal banking products and services include savings and current accounts, credit cards, Internet banking, automatic teller machines (ATM), fund transfers, and tele-banking and self-service banking services. The company’s commercial banking products and services consist of business chequeing accounts; Internet, mobile, and telephone banking services; ATM cards, short messaging service alerts, email statements, outward telegraphic transfers, and document

tracking services.The IT Division runs as a partner to the

Business to use technology strategically for business competitiveness and value creation for customers, the Bank, employees and business partners. IT staff is developed with strong business and technical abilities. They also contribute towards development support work for HSBC group sites in the Asia Pacific region. As of end March 2012, information technology operating expenses for the bank amounted to RM2.84 million. With its subsidiaries, the information technology operating expenses amounted to RM3 million.

Kasikornbank Public Co LtdSenior IT � ecutive: Teeranun Srihong, Senior Executive Vice PresidentS� e of IT Dept: 100Screens: 1,800Location: ThailandWe� ite: www.kasikornbank.comIT Budget for 2012: More than US$20 million

E stablished in 1945, the Kaskikorn-bank Public Co Limited operates

824 branches across Thailand, and eight overseas offices. The bank’s IT is currently implementing the K-Transformation Pro-gram—a project aimed at enhancing core

business and IT capabilities, particularly in the areas of multi-channel sales, service management and new product develop-ment. About 70 percent of the program has been completed thus far. Major progress was seen in the Multi-Channels Sales & Service (MSS) project. The new branch infrastructure platform rollout was fully completed nationwide in Q1, 2012.To date, the new sales & service system has created faster customer responsive-ness and a consistent customer experi-ence across channels. The newly finished MSS has been integrated with Know Our Customer capabilities. This has increased the effectiveness of campaign execution

through the branch platform, leading to the creation of cross-selling, up-sell-ing, better campaign response rates, and higher product holding and sales amount/transaction volume per customer. For the SME & Micro Segment, benefits have been realised in lead/referral across channels, sales planning and sales management activities.

COMPLETED PROJECTS: 1. Business Continuity Planning 2. Data Warehousing 3. Information Security & Risk Management 4. Outsourcing 5. Unified Communications 6. Virtualisation 7. KGroup Contact Center

Malayan Banking Berhad (Maybank)Senior IT � ecutive: Tan Kok Meng, CIOS� e of IT Dept: 100Screens: >10,000Location: MalaysiaWe� ite: www.maybank.comIT Budget for 2012: More than US$20 million

M aybank aspires to humanise financial services from the heart

of ASEAN whilst enriching the lives of all communities. Its IT aligns to the corpo-rate strategy by placing the customer at the core of its mission through ensuring

uninterrupted IT services and quality user experience.

Maybank’s IT department strives to be a key business enabler and partner by enabling the flexibility and agility of processes and systems to support business expansion and the development of new products and services.

It provides a robust technology platform to realise the bank’s regional aspirations, while ensuring uninterrupted IT services to enhance the quality of user experience and to increase customer satisfaction.

In the past year, Maybank implemented Project AVATAR (Advanced

Virtualisation And Transformation After Reconciliation).

Its key objectives were to significantly reduce the server’s Total Cost Ownership whilst improving capabilities to fulfil business demands; to optimise server resources utilisation and improve operations efficiency through better manageability; and to reduce server provisioning timelines.

COMPLETED PROJECTS: 1. Business Continuity Planning 2. Data Warehousing 3. Information Security & Risk Management 4. IT Service Management 5. Unified Communications 6. Virtualisation


Pan Indonesia Bank PT TbkSenior IT � ecutive: Ariyanto Ruslim, Vice President, IT & Card CentreS� e of IT Dept: 150Screens: 5,001 to 7,000Location: IndonesiaWe� ite: www.panin.co.id

P T Bank Pan Indonesia Tbk (Panin Bank) is an Indonesia-based finan-

cial institution that provides banking and financial services in Indonesia and overseas. Founded in 1971 and headquar-tered in Jarkarta, Panin Bank operates more than 400 branches and 22,000 ATMs in Indonesia and is the seventh-largest

national bank in terms of total assets.Panin Bank has managed to replace

its core banking system in a mere 300 days. The success of the project is attributed to strong leadership, good project management, an effective change management programme that created strong buy-in from system users, and a determination to succeed.

The bank adopted a “big bang” approach—it successfully completed the conversion process in just two days with 3,500 newly system trained employees from more than 400 branches in 40 cities using the new mission critical system on a date that was pre-determined at the

beginning of the project.Because of the complexities of rolling

out the new system, the bank held two full “dress rehearsals” on weekends to help mitigate the risks involved. The old system was also designated as a contingency plan should the ‘big bang’ approach not succeed.

The new core banking system has already led to significant improvements to bank operations. For instance, the time taken for account opening processes, including ATM card issuance, has been reduced from 40 minutes to 10 minutes, while end-of-day processing time has been reduced by 75 percent.

Public Bank BhdSenior IT � ecutive: Tan Teck Kong, General Manager, Information Technology DivisionS� e of IT Dept: 300Screens: More than 10,100Location: MalaysiaWe� ite: www.pbebank.com

P ublic Bank was founded in 1966 and has grown from a single branch to

become the third largest banking group in Malaysia (by asset size) with overseas market presence in Cambodia, Vietnam, Laos, Hong Kong, China and Sri Lanka. With total assets of RM249 billion (US$80 billion) the Group ranks sixth

among banking groups within Southeast Asia. The Public Bank Group has more than 17,500 employees.

Public Bank provides a full range of financial services, including personal, commercial, Islamic, investment banking; share broking; nominee services, sales and management of unit trust funds, bancassurance and general insurance products.

The Public Bank Group has 252 branches, 529 ATMs, and 1,002 Cheque or Cash Deposit Machines in Malaysia. Regionally, it has 120 branches, with 83 branches in Hong Kong, 23 in Cambodia, seven in Vietnam, three each in China

and Laos, one in Sri Lanka, and three representative offices in Shanghai, Shenyang and Taipei.

To support the wide range of financial services offered by the bank and the geographically distributed disposition of the branches and its customer demographic, IT plays an important role in helping the bank business grow and increase its market share, by leveraging its well-established service infrastructure, processes and practices. The Group has also enhanced its Internet banking and mobile banking services in recent years.

RHB Bank BhdSenior IT � ecutive: Mr Ho Sin Kheong, CIOS� e of IT Dept: 350Screens: 11,250Location: MalaysiaWe� ite: www.rhb.com.my

H eadquartered in Kuala Lumpur, Malaysia, RHB Bank Berhad is a

subsidiary of RHB Capital and was formed in 1997. RHB Bank Berhad provides com-mercial banking, corporate and invest-ment banking and international banking services in Malaysia.

RHB Bank has 187 conventional bank branches nationwide. It also has the third

largest ATM network in the country with close to 1,900 ATMs, and 234 “Easy by RHB” outlets.

In April, RHB IT launched the RHB Now Mobile Banking app, which is available on the iPhone, iPad, as well as Android and other smartphones for free.

Customers who download it are able to enjoy mobile banking services such as Account Enquiry, Bill Payment, Fund Transfer, Prepaid reload, Branch/ATM locator and Assistance.

Another effective use of technology by RHB is the creation of its new Easy by RHB branch network, which

was conceived as a unique low-cost distribution model to target the mass market.

Based on a lean process redesign, RHB leveraged its existing infrastructure along with transaction automation to “simplify banking” for its customers. Through redesigned processes and technology, innovations include the use of paperless account and loan origination systems, electronic forms, and biometrics to create a retail operating model that is scalable and efficient.

Banking & � nancial Services18 MIS100 PROFILES

Siam Commercial BankSenior IT � ecutive: Dr Amarit Laorakpong, Executive Vice President, IT OperationsS� e of IT Dept: 680Screens: 20,000Location: ThailandWe� ite: www.scb.co.thIT Budget for 2012: More than US$20 million

S iam Commercial Bank is one of Thailand’s leading universal banks.

Established in 1906, it has 1,112 branches, 106 exchange booths and 8,592 ATMs and cash deposit machines (CDMs) across Thailand. The bank has three CIOs–head-ing IT Operations, IT Development, and Business Alignment–who report to the CFO. The bank’s IT provides a high-per-formance and robust platform, and is currently implementing world-class lean technology capabilities.

The IT department runs IT for Hong Kong, Singapore, Laos branches and the Cambodia subsidiary from data centers in Thailand using common core systems

and platforms. In the past year, it has implemented a project for Multi-Channel Sales and Services.

Its objective is to enhance the bank’s Customer Relationship Management capabilities by unifying the separate customer facing channel solutions, such as the Branch, Customer Contact Centre and Internet Banking systems.

After extensive reviews of world class CRM solution providers, and current technological trends, the bank selected Salesforce.com to deliver a functionally rich, on demand, sales and service platform.

This enabled the bank to deploy the solution with minimal customisation—reducing the implementation time-line to weeks rather than months.

Furthermore, the on-demand dimension of the solution meant that the Bank was able to eliminate all costs associated with the operations, maintenance and configuration of hardware.

Standard Chartered BankSenior IT � ecutive: Jan Verplancke, Group CIOS� e of IT Dept: More than 26,000Screens: More than 26,000Location: WorldwideWe� ite: www.standardchartered.com

S tandard Chartered Bank is one of the world’s most international banks,

with more than 1,700 branches, offices and outlets in over 70 countries.

The bank’s Global Technology and Operations function implements globally integrated, secure and stable front and back end systems to drive automation and greater efficiency.

Its current IT goal is to leverage this global back end system to build customer-focused service and sales elements on top of it. This allows the bank to leverage the online and mobile space as a sales platform as well as a service platform. To do this, the bank’s IT is required to converge technologies and apply innovation in a very

practical way.Standard Chartered has implemented

a global CRM platform. The Customer Experience Management System delivers fully integrated, enterprise-wide sales and service capabilities.

The system currently has more than 16,000 active users and handles annually 17 million calls, 6 million customer service requests, 15 million sales leads, while generating some 3 million new sales and 5 million new customer solutions.

Standard Chartered’s industry benchmark Risk Adjusted Performance Management system for Wholesale and SME Banking was co-developed with Moody’s. The system provides senior management and relationship managers with risk adjusted performance metrics in terms of risk, reward and pricing at both

client and origination centre levels.The RAPM system has greatly

enhanced the bank’s Wholesale and SME Banking businesses by enabling them to offer more competitive pricing to clients, embedding a risk-based culture in the sales force, and providing in-depth performance information reporting.

COMPLETED PROJECTS: 1. Business Intelligence 2. Business Continuity Planning 3. Cloud Computing 4. Data Warehousing 5. Enterprise Content Management 6. Information Security & Risk Management 7. Software-as-a-Service 8. Unified Communications 9. Virtualisation 10. Web 2.0 & CRM

COMPLETED PROJECTS: 1. Business Intelligence 2. Business Continuity Planning 3. Data Warehousing 4. Enterprise Content Management 5. ERP 6. Green IT 7. Information Security & Risk Management 8. IT Service Management 9. Knowledge Management 10. Service Oriented Architecture 11. Software-as-a-Service 12. Virtualisation 13. Web 2.0 & CRM

� e bank has three CIOs–heading IT Operations, IT Development and Business Alignment–who report to the CFO. Together, they provide the bank with a high-performance and robust platforms, and enable it to easily deploy world-class technology to deliver world-class services to its branches in � ailand, Hong Kong, Singapore, La� and Cambodia.

Standard Chartered Bank currently has more than 16,000 active users and t� ically manages 17 million calls, 6 million customer service requests, 15 million sales leads, 3 million new sales and 5 million new customer solutions a year. All this is handled via its more than 1,700 branches, offi ces and outlets in more than 70 countries acr s the globe.


United Overseas Bank (Thailand) Public Co LtdSenior IT � ecutive: Chanindh Homsilpakul, Senior Executive Vice President of Technology and OperationsS� e of IT Dept: 100Screens: 4,100Location: ThailandWe� ite: www.uob.co.th

U nited Overseas Bank (Thai) Public Company Limited (UOB Thai) is a

subsidiary of United Overseas Bank Lim-ited. As part of the UOB Group’s extensive network of 572 offices in 18 countries and territories, UOB Thai is well-positioned

to become a significant player in the Thai banking and financial industry.

UOB’s mission is to be a premier bank in the Asia-Pacific region, committed to providing quality products and excellent customer service. UOB Thai aims to play a significant role in advancing this mission while contributing to Thailand’s economic development.

UOB Thai is headquartered in Bangkok, Thailand and has 145 branches and 318 ATMs across Thailand. It is the ninth largest commercial bank in Thailand. The bank offers both consumer and corporate banking customers a wide array of products and services ranging

from personal financial services to institutional banking, investment banking and treasury services. UOB Thai focuses on consumer financial services, small and medium-sized enterprises, as well as major project financing for both the public and private sectors. Drawing from a wide array of products and services that UOB has in Singapore and other countries, UOB Thai provides personal financial services, corporate and institutional banking, treasury management as well as investment banking.

The bank and its IT department most recently executed a cutover of their core banking system in July.

Bank of East AsiaSenior IT � ecutive: Eric Wong, Head of ITS� e of IT Dept: 100Screens: 3,460Location: Hong KongWe� ite: www.hkbea.com

T he Bank of East Asia (BEA) was incorporated in Hong Kong

in 1918 and is dedicated to providing comprehensive commercial banking, personal banking, wealth management and investment services to its customers in Hong Kong, Mainland China, and other major markets around the world.

BEA is the largest independent local bank in Hong Kong, with 157 branches and financial centres throughout the city. With more than 210 outlets worldwide, BEA operates an extensive international network covering Hong Kong and the rest of Greater China, North America, the United Kingdom, and Southeast Asia.

In a bid to enable its customers to trade wherever they are, BEA IT has rolled out an iPhone App for stock trading on the move. In a first for the Hong Kong market, the app comes with a “Stock

Watch & Fast Trade” function that allows customers to seamlessly track their preferred stocks and buy or sell stocks instantly without the need to log in to their mobile banking or trading account to complete the trade.

This function enables customers to check stock prices and make trades in a more timely manner, wherever they may be, using the free iPhone app. The ability to trade instantly enables customers to capitalise on investment opportunities more effectively.

TMB Bank Public Co Ltd Senior IT � ecutive: Saipin Kittipornpimol, Head of Information TechnologyS� e of IT Dept: 210Screens: 7,765Location: ThailandWe� ite: www.tmbbank.com

T MB Bank Public Co Ltd (TMB) was founded in 1957 and is one of the

largest retail banks in Thailand. The bank has just completed a 17-

month implementation of an Enterprise Core Business Rules Management System (BRMS) to help it better target customers with deep profiling.

In terms of business benefits, the BRMS has halved the enterprise core business rules change cycle time of the bank from six months to three. The costs of the consumer lending approval process within the TMB retail loan origination system has also been reduced by 100 million baht (about US$3.2 million).

In the IT backroom, the BRMS has been integrated with the TMB retail loan origination system. With the greater interconnectivity, TMB is now able to automate loan approval transactions which used to be manual and paper-based. Data silos have also been removed through seamless integration

of underwriting standards information and credit risk scoring of the customers. Once the credit request documents are populated, the credit applications are routed through the organisation for review and approval.

The integration of data and enterprise core business rules in the TMB retail loan origination system and the rules software gives the bank deeper, accurate and updated insights into a customer’s financial profiles and needs.

The project leveraged the strong collaboration between business, risk management and IT, and the solution architecture design.

BEA IT has rolled out an iPhone App for stock trading on the move. In a fi rst for the Hong Kong market, the app comes with a “Stock Watch & Fast Trade” � nction.

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Most industry watchers predict continued healthy IT expenditure in the manufacturing sector. Analysts at IDC cited enterprise resource planning (ERP) systems as one of the “industry-specific

applications” driving the global enterprise software market for the period 2011 through 2016 (ref. Forecast: Enterprise Software Markets, Worldwide, 2011-2016, 2Q12 Update). Their projections

have ERP revenue going up to US$24.9 billion in 2012, which represents more than 20 percent of their forecasted total global spending on enterprise application software for the year.

Some segments within the manufacturing sector will spend more than others, apparently. For instance, in Singapore, the high-tech and chemical segments look to be leading the manufacturing sector in IT spending for the next four years, according to researchers at IDC Manufacturing Insights, a subsidiary of IDC, in a report they put out in July—Asia/Pacific (excluding Japan) Manufacturing

IT Spend 2012-2016 Forecast. Their report sees: IT spending in the Singapore manufacturing sector growing from US$1.104 billion in 2012 to US$1.274 billion in 2016 and registering a compound annual

growth rate of 4.6 percent for the period; and, IT spending in the country to be focused on ERP, supply chain management and product life cycle management. They also predicted a growing

interest among Singapore manufacturers in business intelligence and mobility.

Where have 2012 MIS 100 honourees in this sector been exploring new technologies? Turn the page.

—F.Y. TENG

21MIS100 PROFILES

MIS100 PROFILESManufacturing22

AAC Technologies Holdings IncSenior IT � ecutive: Tian Xiao Fei, IT DirectorS� e of IT Dept: 100Screens: 240Location: ChinaWe� ite: www.aactechnologies.com

A AC is the leading Micro Component Total Solutions provider worldwide

for the communications and consumer electronics market, with a turnover of US$630 million in 2011.

AAC is a leading maker of acoustic devices for handsets and tablets, and is the major supplier to more than 25

globally recognised brands, including Motorola, Nokia, Sony, Samsung, LG, HTC, RIM, HP, Philips, Bosch, Delphi, Lenovo, ZTE, and Huawei.

Founded in 1993 and headquartered in Shenzhen, China, AAC is also one of the world’s foremost vertically integrated manufacturers of micro components. It combines integrated technology, design, and manufacturing to assure that its customers get the highest quality products at competitive prices.

As a total solutions provider, AAC has extensive experience and expertise in designing and manufacturing a diverse range of components, including acoustics,

antennas, optics, haptics, and Li-Ion polymer batteries for mobile devices—positioning itself as a “One Stop Shop”.

AAC’s products are used in a variety of applications including mobile handsets, tablets, notebooks, LED TV, game consoles, eReaders, MP3 players, MP4 players, and many other consumer electronics. The company offers wide-ranging, innovative technology design solutions, covering mobile telecommunications, IT products, consumer electronics, home appliances, automobile applications, and medical applications.

Astra Honda Motor PTSenior IT � ecutive: Yongky L Tantra, General Manager, IT DivisionS� e of IT Dept: 100Screens: 3,000Location: Indonesia We� ite: astra-honda.comIT Budget for 2012: US$5 million to US$10 million

P T Astra Honda Motor is a joint venture company between PT Astra

International Tbk. and Honda Motor Co. Ltd established in January 2001. It is the manufacturer and sole distributor of Honda motorcycles and Honda genuine

parts in Indonesia. All its factories and distribution channels are located inside the country. With 18,000 employees, Astra Honda Motor produced 4.2 million motorcycles last year. Its market share had increased to 57 percent as of June 2012, compared with 52 percent just six months prior. The company intends to increase its production capacity by 1.1 million units next year.

The IT Division is responsible for providing computerised integrated Information Systems to support the company’s long term strategy. For the company’s daily operations, it ensures a high level of reliability, availability,

integrity, confidentiality and serviceability in its software applications and hardware infrastructure. PT Astra Honda Motor has just begun to conduct a Business Process Reengineering (BPR) this quarter. As part of the BPR, it will be analyzing the workflows and controls within the company. The company is also upgrading its systems to SAP ECC 6. The project is scheduled to be completed next year and is expected to realise the best use of SAP functionalities in demand-supply planning and in product costing and profitability.

COMPLETED PROJECTS: 1. Enterprise Resource Planning 2. Business Process Reengineering

Amkor Technology Philippines IncSenior IT � ecutive: Robert Cordero, IT SupervisorS� e of IT Dept: 138Screens: 3,500Location: PhilippinesWe� ite: www.amkor.com/go/contact-us/philippines

A mkor Technology Inc (Amkor) is one of the world’s largest providers of

contract semiconductor assembly and test services. Founded in 1968, Amkor pioneered the outsourcing of IC assembly and test and is now a strategic manufac-

turing partner for more than 200 of the world’s leading semiconductor companies and electronics OEMs.

Amkor’s operational base encompasses more than 5 million square feet of floor space with production facilities, product development centres and sales & support offices located in key electronics manufacturing regions in Asia, Europe and the United States. The company employs 24,000 people, and has 13 factories in six countries.

Amkor Technology Philippines Inc (Amkor Philippines) is the Philippine subsidiary of Amkor Technology Inc. The company’s customers include Altera,

Broadcom, Infineon, IBM, LSI, Qualcomm, Sony, STMicroelectronics, Texas Instruments, and Toshiba.

Incorporated in 1976 and based in Muntinlupa, Amkor Philippines provides semiconductor assembly and test services. Its factories contain more than 1.3 million square feet of manufacturing space and provide a full range of assembly and test services including ceramic, lweadframe, laminate, System in Package, wafer probe, burn-in, strip test, tape & reel, test development and direct shipping. All locations are ISO-9002, QS-9000, ISO-14001, ISO-9001, TS-16949 and DSCC / QML certified.

Manufacturing 23MIS100 PROFILES

Astra International PT TbkSenior IT � ecutive: Ganda Kusuma, CIOS� e of IT Dept: 240Screens: 4,350Location: IndonesiaWe� ite: www.astra.co.id

P T Astra International Tbk (Astra) was established in 1957 and has become

one of Indonesia’s largest diversified conglomerates in Indonesia. Headquar-tered in Jakarta, Indonesia, the company is engaged in six business lines: Automotive, Financial Services, Heavy Equipment, Min-ing & Energy, Agribusiness, IT, Infrastruc-ture and Logistics. The company employs

168,945 people in 158 companies includ-ing subsidiaries, associates and jointly controlled entities. Astra’s businesses in IT are managed through its subsidiary PT Astra Graphia Tbk (AG). AG is one of the leading document and IT solution provid-ers in the country.

As the sole distributor of Fuji Xerox in Indonesia, AG sells and rents Fuji Xerox products, and provides end-to-end document handling solutions to its customers. Products and services offered cover all aspects of the document cycle, including input, management and output for office needs as well as large scale production using high

speed and high volume printing. AG’s IT solution business is operated through its associate, PT SCS Astragraphia Technologies (SAT), a joint venture company with Singapore Computer Systems Ltd., providing integrated solutions and services including IT infrastructure, systems integration, ERP/SAP implementation, business solutions and IT outsourcing (helpdesk, data center, application management, IT operation management).

AG has a broad customer reach through its 70 service points including 19 branch offices located in major cities in Indonesia.

Avery Dennison (Hong Kong) LtdSenior IT � ecutive: Andrew Loui, IT ManagerS� e of IT Dept: 100Screens: 1,850Location: Hong KongWe� ite: www.avery.com.hk

A very Dennison Corporation is a global manufacturer and distributor

of labeling and packaging materials and solutions. It produces pressure-sensitive adhesive materials such as self-adhesive labels, as well as office products and various paper products. As a Fortune 500

company with sales of US$6 billion in 2011, it employs 30,000 people worldwide, with over 200 manufacturing and distri-bution facilities in more than 50 countries.

Avery Dennison (Hong Kong) Ltd is the Hong Kong subsidiary of Avery Dennison Corporation and oversees the company’s sales and operations in the region. Together with its parent company and other subsidiaries, it manufactures and distributes display graphics, labeling and packaging materials, retail graphic embellishments and RFID tags that companies around the world use to engage customers and efficiently manage their inventories.

David Mushinskie, the Group IT Director-Materials, Asia Pacific for Avery Dennison is based in Hong Kong and is responsible for overall strategic direction, management, and delivery of IT solutions and services for manufacturing and distribution locations across 13 countries throughout Asia Pacific. With such a global span of business, the company’s supply chain management system is crucial in purchasing, processing and delivering needed materials to key points in its customers’ supply chains with rapid and globally consistent execution. The company plans to expand its footprint in emerging markets.

Beijing Yanshan Petrochemical Co LtdSenior IT � ecutive: Liu Yan Bo, IT ManagerS� e of IT Dept: 150Screens: 3,850Location: ChinaWe� ite: www.yanshanpcgc.com.cn

B eijing Yanshan Petrochemical Com-pany (Beijing Yanshan) is a refinery

and petrochemicals subsidiary under the Sinopec Group, which ranked fifth in 2011 in the Fortune Global 500.

Founded in 1969, Beijing Yanshan has a huge petrochemical complex with 63 production units and 68 auxiliary

production units. It has 102,500 employees.

Based in Beijing, the company processes over 10 million tons of crude oil and produces over 800,000 tons of ethylene product annually. Able to produce 94 varieties with 431 grades of petrochemical products, it is one of the largest production bases of synthetic rubber, synthetic resin, phenol acetone and high-quality refined oil products in China.

The company is the leading enterprise ensuring energy security of the Chinese capital city of Beijing.Beijing Yanshan has consistently developed its independent

innovation ability, and has actively undertaken scientific research projects in Sinopec.

The company has strived to improve its assessment and incentive mechanisms and formed closed-loop management systems in its bid to transform into a modern enterprise.

Beijing Yanshan aggressively sped up its “informatinization” with the concept of “Digital Yanshan, Intelligent Plant”—pushing forward the integration of management and control, and promoting the company’s systematic transition from a traditional management to a modernised management.


Celestica (Thailand) Co LtdSenior IT � ecutive: Chiew BoonSin, Senior Director, Information TechnologyS� e of IT Dept: 230Screens: More than 10,000Location: Thailand (as well as Global IT operations)We� ite: www.celestica.com

C elestica Incorporated, a Toronto-headquartered supply chain solutions

provider, has more than 35,000 employees worldwide, had a revenue of US$7.2 billion in in 2011, and about 20 manufacturing and design facilities worldwide. Based in Thailand, Chiew Boon Sin is responsible

for Celestica’s global IT operations. IT capabilities for the company’s core busi-nesses are continually improved to enable revenue growth and efficiency while continuing to focus on usability improve-ments and adoption of existing tools and capabilities. The company also leverages the latest advances in technology (such as cloud computing, collaboration and mobility) to drive fundamental changes in IT architecture platforms and business processes. Currently, Celestica is migrat-ing from the distributed, premise-based Lotus Notes platform to a single, uniform and global, cloud-based solution based on Google Enterprise. This migration to a

“collaboration by design” cloud comput-ing platform enables employees, partners and suppliers to globally share knowledge, ideas and opportunities seamlessly and in real time, and also supports Celestica’s need for a mobile-centric platform and global “on-demand” scalability.

Charoen Pokphand Foods Public Co LtdSenior IT � ecutive: Praderm Chotsuparach, Executive Vice President – Information Technology and Application UnitS� e of IT Dept: 450Screens: 450Location: ThailandWe� ite: www.cpfworldwide.com

C haroen Pokphand Foods Public Co Ltd (CPF) is Thailand’s largest agribusi-

ness firm. Founded in 1978, it is a publicly traded subsidiary of the Charoen Pok-phand Group. Based in Bangkok, Thailand, CPF has 127 subsidiaries in Thailand and

overseas, in which the company holds more than half of the paid-up capital. Its subsidiaries can be found in Turkey, Russia, Laos, Taiwan, United Kingdom, Malaysia, India, China, and the Philippines. Its overseas markets include the US, Japan, Singapore, Hong Kong, United King-dom, Belgium, Germany, Spain, France, Denmark and Italy.

CPF has two core fully integrated business lines: the Livestock Business comprising mainly broilers, layers, swine and duck; and the Aquatic Business which focuses on shrimp and fish. In addition, CPF has two subsidiaries that provide IT services and training services to the

CPF group. These are the CPF IT Center Company Limited, and CPF Training Center Company Limited. The CPF group also has two IT businesses providing e-solutions: Freewill Solutions—a software developer and services provider; and, Pantavanij—a Total Procurement Solution provider, offering B2B private e-Marketplace, Consulting, and e-Government auction services to Thai organisations in the private and public sectors.

Within CPF, the Information Technology and Application Unit reports to the Chief Financial Officer, who in turn reports directly to the President and Chief Executive Officer.

COMPLETED PROJECTS: 1. Business Intelligence 2. Business Continuity Planning 3. Cloud Computing 4. Data Warehousing 5. ERP 6. Green IT 7. Information Security & Risk Management 8. IT Service Management 9. Software-as-a-Service 10. Virtualisation

Betagro Public Co LtdSenior IT � ecutive: Nikorn Eamvorasombat, Information Technology Center DirectorS� e of IT Dept: 170Screens: 3,000Location: ThailandWe� ite: www.betagro.com

T he Betagro group of companies was founded in 1967, is headquartered

in Bangkok, Thailand, has 25,000 employ-ees, produces animal feed and health products, livestock products and food, and serves an international market. To increase the company’s responsiveness to the market and changing market trends,

Betagro has integrated traditional agricul-tural practices with modern technologies.

It implemented an Infor SCM Warehouse Management system to facilitate the efficient flow of merchandise, information, and orders through distribution facilities. The system drives revenue generation through increased customer satisfaction and value-added services; lowers operating costs through labour and workload management; and, reduces working and fixed capital requirements through lower inventory levels and greater product throughput. Another IT project is in virtualisation. Betagro operates

two data centers–one in Bangkok and another about 150km north-east in Lopburi. In April, it rolled out virtualisation solutions by VMware and Dell Corporation, which enabled it to achieve a server consolidation ratio of 10:1, significantly increasing average CPU utilisation and saving the cost of provisioning new servers. It also reduced the time required to provision new servers from days to hours. “Deploying VMware has enabled us to...respond more quickly to business requirements and ensure operational continuity,” said Nikorn Eamvorasombat, Information Technology Center Director Betagro Group.


Chemical Company of Malaysia BhdSenior IT � ecutive: Dr Lee Yee Chong, Director, Group Information Technology and SystemsS� e of IT Dept: 100Screens: 2,000Location: MalaysiaWe� ite: www.ccmberhad.com

C hemical Company of Malaysia Berhad (CCM) is based in Kuala Lumpur,

Malaysia, and was founded in 1966. CCM’s core business activities include chemi-cal products and applications, fertilisers and technical advisory services, as well as

pharmaceuticals and healthcare products and services. It is involved in researching, developing, and contract manufacturing of pharmaceutical products. The company also engages in designing, manufacturing, installing, commissioning, and providing maintenance services for water purifica-tion and waste water treatment plant systems. CCM manufactures and markets fertilisers, chlor-alkali, pharmaceutical, and healthcare products internationally. The company also develops and oper-ates medical centres and related medical services.

In light of the volatile and competitive business environment, CCM has

focused its efforts on implementing comprehensive strategic initiatives to bring about improvements in performance and enhancements in value.

CCM’s multi-prong recent initiatives included the streamlining of operations and infrastructure, which led to the implementation of a group-wide SAP capability. The company is now putting emphasis on improving production and business efficiencies across the board.

In order to sustain market growth and the profitability of its business units, CCM appears to be continuing to strive toward enhancing business processes to achieve greater cost and operational efficiency.

Flextronics Technology Sdn BhdSenior IT � ecutive: Lee See Nee, Vice President, Asia ITS� e of IT Dept: 700Screens: More than 10,000Location: MalaysiaWe� ite: www.flextronics.comIT Budget for 2012: More than US$20 million

F lextronics is a leading Electronics Manufacturing Services provider that

provides completed design, engineering and manufacturing services to automo-tive, computing, consumer digital, indus-trial, infrastructure, medical and mobile

OEMs. Headquartered in Singapore, Flextronics employs more than 200,000 worldwide, with over 120,000 in Asia.

The Global IT imperatives within Flextronics are driven directly by the focus areas and strategies of its business units. The Vice President for Asia IT for Flextronics is based in Penang, Malaysia and is responsible for the company’s IT Operations in the Asia Pacific region. It is now implementing an ERP migration project for the newly acquired sites.The resulting standardisation within the corporation will yield synergies within its extensive network of manufacturing facilities, which extends across more than

30 countries. It provides the framework to govern sharing, deployment and execution of best practices; and the foundation to perform “vertical integration”. It will also enhance the speed of rolling out new capabilities.

Fujitsu (China) Information Systems Co LtdSenior IT � ecutive: Yuan Lihua Kelly, IT ManagerS� e of IT Dept: 415Screens: 1,210Location: ChinaWe� ite: www.fujitsu.com/cn

F ujitsu (China) Co. Ltd. is a subsidiary of Japanese multinational technology

equipment and services company, Fujitsu Limited, the world’s third-largest IT ser-vices provider measured by revenue.

Tokyo-headquartered Fujitsu Limited is also Japan’s largest IT services provider

and entered the Chinese market in the 1970s. It manufactures computing products, and offers a wide range of products and services in the areas of personal computing, telecommunications and advanced microelectronics. It has more than 170,000 employees, while its products and services are available in more than 70 countries worldwide.

Fujitsu (China) was founded in May 1995 with the vision to further improve the operations and strategies in China for its parent company. It serves as the headquarters overseeing the strategy and operations of other Fujitsu investments in China.

Based in Shanghai, Fujitsu (China) operates as an information technology company.

Recently, Fujitsu (China) entered a strategic partnership with Shanghai LongChuang Automation Control Systems on enterprise-class IT platform products. The agreement covers agent products and platform solutions and will become the basis for further bilateral business cooperation. LongChuang is expected to leverage proprietary technology and the complete line of products from Fujitsu, to jointly provide customers in different regions of China with a set of comprehensive products and services.

COMPLETED PROJECTS: 1. Business Intelligence 2. Business Continuity Planning 3. Cloud Computing 4. Data Warehousing 5. ERP 6. Green IT 7. Information Security & Risk Management 8. IT Service Management 9. Knowledge Management 10. Unified Communications 11. Virtualisation 12. Wireless authentication standardisation


Hanjaya Mandala Sampoerna PT TbkSenior IT � ecutive: Amelia Purnakania, IT ManagerS� e of IT Dept: 100Screens: 3,450Location: IndonesiaWe� ite: www.sampoerna.com

P T Hanjaya Mandala Sampoerna Tbk (HM Sampoerna) is one of the lead-

ing tobacco manufacturing companies in Indonesia. It engages in the manufacture and trading of cigarettes and invests in other companies primarily in Indonesia.

Founded in 1913, HM Sampoerna and

its eleven subsidiaries enjoy an overall market share of 33.5 percent of the Indonesian cigarette market and employs 27,000 people, selling and distributing cigarettes through 65 offices in Indonesia. Its parent company is Philip Morris Limited which acquired a majority stake in HM Sampoerna in 2005.

The company markets its products under the brands A Mild, U Mild, Sampoerna, Sampoerna Kretek and Dji Sam Soe.

Besides tobacco products, its other business segments include printing, packaging and transportation, as well as trading and retail of consumer goods.

Of the three cigarette companies listed on the Indonesian Stock Exchange, only HM Sampoerna reported higher profits in the first half of 2012, compared to the same period last year. Its net revenue in the six months from January to June 2012 was up 29 percent to Rp 32.87 trillion (US$3.48 billion).

HM Sampoerna has eight cigarette factories located in Karawang in West Java; as well as Surabaya, Pandaan, Malang, Lumajang and Probolinggo in East Java.

The company’s IT operates the Global ERP software, as well as SAP, Oracle and PeopleSoft.

Indah Kiat Pulp & Paper PT TbkSenior IT � ecutive: Anton Mailoa, CIOS� e of IT Dept: 150Screens: 17,600Location: IndonesiaWe� ite: www.asiapulppaper.com

P T Indah Kiat Pulp & Paper Corpora-tion Tbk (Indah Kiat) operates a fully

integrated pulp and paper mill in Riau, and two manufacturing facilities in West Java. Established in 1976, its total sales outside Indonesia accounts for 51 percent of its total sales. It has approximately 16,500 employees. Indah Kiat produces various types of paper products, including printing

and writing paper, and packaging prod-ucts, such as containerboard and box-board. It also produces BHK pulp which is the key raw material for paper products and is also used in the production of packaging products.

The company’s principal printing and writing paper products are uncoated freesheet and cut-sized photocopier paper. They are sold under the following major brands: Paperline, Britex, Copy Paper, PPC Paper, Paperon, IK-Plus, and e-Paper. The packaging products include: ivory board, duplex board and containerboard. In August, Indah Kiat received the SVLK certification for its mill

in Serang, from Indonesia’s Minister of Forestry. SVLK is the Indonesian Wood Legality Verification System. The system creates a rigourous chain of custody process designed to ensure that mills in Indonesia only receive and process timber from legal sources and that all products exported from the country are traceable to verifiable points of origin.

SVLK certification is part of the due-diligence system that satisfies U.S. legal requirements mandated under a 2008 amendment to the Lacey Act, the conservation law designed, in part, to protect against the import of illegal timber-based products.

GlobalFoundries IncSenior IT � ecutive: Baskara Rao P, Vice President & CIOS� e of IT Dept: 330Screens: More than 12,000Location: SingaporeWe� ite: globalfoundries.comIT Budget for 2012: More than US$20 million

G lobalFoundries Inc is one of the world’s largest independent semicon-

ductor foundries. Headquartered in the US, the company has fabrication plants in Singapore, Germany and in the US, as well as 18 regional offices across three

continents. In Singapore, the company has five 200mm fabrication plants, two 300mm semiconductor fabrication plants and some 12,000 employees. The com-pany aims to be the customer’s choice, by being the leader in technology, providing timely capacity, and delivering excellence in execution.

The company’s IT philosophy is threefold. It emphasises on partnership with the business unit to facilitate transformation; achievement of excellence in execution through benchmarking; and investment in people to lead and drive business performance. The company has been rolling out its ERP project this

year. Running for more than 18 months, the project will reengineer, harmonise and standardise global processes, while streamlining business workflow.

It is anticipated that the ERP project will result in greater effectiveness, and the removal of “waste”.

COMPLETED PROJECTS: 1. Business Intelligence 2. Cloud Computing 3. Data Warehousing 4. ERP 5. Information Security & Risk Management 6. IT Service Management 7. Outsourcing 8. Software-as-a-Service 9. Unified Communications 10. Virtualisation 11. Web 2.0 & CRM


Jabil Circuit Sdn BhdSenior IT � ecutive: Gan Bock Heng Anselm, Regional IT Manager, AsiaS� e of IT Dept: 300Screens: 9,000Location: MalaysiaWe� ite: www.jabil.com

J abil Circuit Inc is an electronic manu-facturing services provider for interna-

tional electronics companies. It has more than 85,000 employees and operates in 21 countries around the world, and offers major OEMs circuit design, board design from schematic, prototype assembly, volume board assembly, system assem-

bly, repair, and warranty services. Jabil Circuit Sdn Bhd is its subsidiary in Penang, Malaysia.

Jabil’s global IT and SCM operations are expanding in Penang. It has established a key hub at its new location in the Penang Services Building to develop, deploy and support Enterprise IT systems and services. Its shared services center will be providing Jabil’s most critical IT needs for more than 55 locations worldwide. As such, it is recruiting additional IT staff to support these needs.

These include SAP Functional Consultants that will be responsible for the design, development and

implementation of business systems, with particular focus on SAP. Specifications for custom transactions will be developed and SAP PLM will be implemented.

The center is also cognizant of the importance of IT security–putting the emphasis on security services, technologies, programs and processes–ensuring that security is evaluated and embraced in all interfaces with architects, IT groups and other entities. It will be keeping track of the security landscape, selecting appropriate security tools and defining processes and policies, and ensuring compliance with Jabil’s overall security policies.

San Miguel Brewery IncSenior IT � ecutive: Alma Leonora Javenia, IS ManagerS� e of IT Dept: 100Screens: 2,300Location: PhilippinesWe� ite: www.sanmiguelbrewery.com.ph

S an Miguel Brewery Inc. (SMB) is the largest producer of beer in the

Philippines, with a market share of more than 90 percent. The company has five breweries located across the Philippines and a highly developed distribution system serving approximately 471,000 retail outlets. In its bid to stay ahead of

its competitors, SMB recently upgraded its Mandaue brewery with the installation of a Braumat process control system: a powerful, technology-oriented process management and information system specifically designed by Siemens for the beer brewing industry.

Located in Cebu, the Mandaue brewery is SMB’s most developed among its five brewing plants in the country, producing three of the eight beers in the company’s portfolio. Braumat delivered the full benefits of an integrated Brewery Process Automation system, suitable for meeting huge market demands such as those of

SMB’s. The migration to the Braumat control system was accomplished without any downtime or plant shutdown, and the upgrade increased brewing capacities more than threefold and at about 80 percent automation. Furthermore, the new system minimises human intervention, resulting in greater flexibility in production volume management, large cost savings, the smoother management of data, and higher quality control. Besides the Braumat upgrade, PROFIBUS was also implemented as SMB’s common standard in providing access to data from all plant components.

STATS ChipPAC Ltd Senior IT � ecutive: Dr Justin Lim, Vice President & CIOS� e of IT Dept: 160Screens: 7,001 – 10,000Location: SingaporeWe� ite: www.statschippac.comIT Budget for 2012: More than US$20 million

S TATS ChipPAC Ltd is a supplier to leading semiconductor companies

worldwide, providing fully integrated packaging and testing solutions that bring products to the market faster. STATS ChipPAC is headquartered in Singapore,

with manufacturing facilities in South Korea, Singapore, China, Malaysia, Thai-land and Taiwan. It has 2,200 employees in Singapore. The company’s IT depart-ment is responsible for its IT operations worldwide.

STATS ChipPAC’s IT Vision is to support the company strategy through innovative solutions in Business Intelligence, Business/Demand Agility, Operations Excellence, and adoption of key IT enablers such as mobility, clouds and tablets. STATS ChipPAC has just upgraded to SAP ECC 6.0. The objective of upgrading to the latest supported version of SAP is to take advantage of the latest capabilities

in SAP, and to avoid obsolescence. It will also allow the company to take advantage of the latest in connectivity to the SAP system through a Service Oriented Architecture, and thus provides more productivity to its users.

COMPLETED PROJECTS: 1. Business Intelligence 2. Business Continuity Planning 3. Cloud Computing 4. Data Warehousing 5. Enterprise Content Management 6. ERP 7. Information Security & Risk Management 8. IT Service Management 9. Knowledge Management 10. Outsourcing 11. Service Oriented Architecture 12. Virtualisation

28 MIS100 PROFILESManufacturing

Top Glove BhdSenior IT � ecutive: Puan Sri Tong Siew Bee, DirectorS� e of IT Dept: More than 70Screens: More than 1,000Location: MalaysiaWe� ite: www.topglove.com.my

T op Glove Bhd owns rubber planta-tions and produces rubber gloves.

It has 10,900 employees. Top Glove intends to spend RM3 billion (US$963 million) in the next 15 years to expand its rubber glove production capacity and to acquire more rubber plantations.

This will see the company’s annual glove output triple and global market share to double. This has been recognised by the government as an entry point project under the Economic Transformation Program of Malaysia.

Top Glove aligns its IT to the company’s direction and goals by following a business-centric approach, using the most appropriate technology

as an enabler for all users to operate in an environment that is both user-friendly and flexible in order to achieve sustainable growth.

The company is in the midst of moving to a new platform that will be able to scale for future growth. All new processes and IT development works are being realigned in a more structured and documented manner.

As a result, there is more user involvement not only at the business processes stage but in the technical arena. The objective for this new

framework for IT implementation (for the company) is to respond to change requirements in a more structured manner—with the ability to scale quickly, efficiently and flexibly.

It will help the company achieve sustained growth for the next 15 years.

STMicroelectronices Asia Pacific Pte LtdSenior IT � ecutive: Thiruvengadan Jayaprakash, Regional IT Director, Asia Pacific & JapanS� e of IT Dept: 130Screens: 4,000Location: SingaporeWe� ite: www.st.com

S TMicroelectronics is one of the world’s largest semiconductor companies. It

is a leading Integrated Device Manufac-turer serving all electronics segments. With around 12,000 researchers and some 21,500 patents, STMicroelectronics is a leading technology innovator.

The company was originally created as SGS-THOMSON STMicroelectronics in 1987, from the merger of SGS Microelettronica (Italy) and Thomson Semiconductors (France). It was renamed STMicroelectronics in 1998.

The company’s key strengths are in Multimedia Convergence, Power Applications and Sensors. The company

has a rich and balanced portfolio including ASICs, Application-Specific Standard Products and Multi-Segment Products.

To provide its customers with an independent, secure and cost-effective manufacturing machine, STMicroelectronics operates a worldwide network of six front-end (wafer fabrication) and six back-end (assembly and test and packaging) plants and also has relationships with leading-edge foundries.

With revenues going up to US$9.73 billion in 2011, STMicroelectronics has approximately 50,000 employees, with advanced research and development centers in 10 countries, and 12 main

manufacturing sites. Nearly half of the employees are in Asia. Its corporate headquarters is located in Geneva, Switzerland.

STMicroelectronics Asia Pacific Pte Ltd is a wholly owned subsidiary of its multinational parent company, which has a global network of 78 sales offices in 36 countries around the world. It serves as the headquarters for the Asia-Pacific region excluding Japan, Korea and Greater China.

There are 5 manufacturing plants in Singapore. The company was among the first foreign multinational companies to set up assembly and test operations and the first to set up a wafer fabrication plant in Singapore.

COMPLETED PROJECTS: 1. Business Intelligence 2. Business Continuity Planning 3. ERP 4. Information Security & Risk Management 5. Unified Communications 6. Web 2.0 & CRM

STMicroelectronics is one of the world’s largest semiconductor companies, and is a leading integrated device manufacturer serving all electronics segments. Its key strengths are in Multimedia Convergence, Power Applications and Sensors, and it has a rich and balanced portfolio of solutions including ASICs, Application-Specifi c Standard Products and Multi-Segment Products. Also, it operates a worldwide network of s� front-end (wafer fabrication) and s� back-end (assembly and test and packaging) plants.

� e company is in the midst of moving to a new platform that will be able to scale for � ture growth. All new processes and IT development works are being realigned in a more structured and documented manner. As a result, there is more user involvement not only at the business processes stage but in the technical arena. � e objective for this new framework for IT implementation (for the company) is to respond to change requirements in a more structured manner—with the ability to scale quickly, effi ciently and fl � ibly. It will help the company achieve sustained growth for the n� t 15 years.

Plan your data centre growth simply and effectively! Download White Paper #143, ‘Data Centre Projects: Growth Model’, today for guidance.Visit www.apc.com/promo Key Code 16916p

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Tap in to the health of your data centre. As an IT or data centre manager, you know that doing your job well means saving your company both time and money. Today, there finally is a way for you to be completely tapped in to the overall health of your data centre. StruxureWare™ for Data Centres gives you visibility across your entire data centre infrastructure so you can make informed decisions — not arbitrary ones — about your infrastructure. For example, you can plan proactively for needed capacity and streamline workflow management to improve your business agility and availability. In fact, now more than ever, infrastructure decisions are business decisions.

An always available, efficient data centre. What’s more, StruxureWare for Data Centres communicates in real-time with the leading virtualization platforms: VMware® vSphere™ and Microsoft® System Centre Virtual Machine Manager. The software’s built-in automated response capabilities ensure that virtual loads always have healthy host environments. With your VMs on healthy hosts, you can focus on running your data centre more efficiently. The software also gives insight into PUE/DCiE trending over time, enabling you to make intelligent energy management decisions. With StruxureWare for Data Centres planning and reporting capabilities, who’s the company hero now? You are!

APC by Schneider Electric™ is the pioneer of modular data centre infrastructure and innovative cooling technology. Its products and solutions, including InfraStruxure™, are an integral part of the Schneider Electric IT portfolio.

Now, align your data centre with your business strategy.

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> Plan proactively for needed capacity.

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> View your current and historic PUE/DCiE and energy costs of subsystems to make intelligent energy management decisions.

StruxureWare for Data Centres insight enables a healthy, business-driven data centre.

©2012 Schneider Electric. All Rights Reserved. Schneider Electric, APC, StruxureWare, vSphere, and InfraStruxure are trademarks owned by Schneider Electric Industries SAS or its affiliated companies.All other trademarks are the property of their respective owners. • www.schneider-electric.com • 998-4108_B_SG-GB

MIS_Asia_0901_16916p_SG.indd 1 2012-8-17 14:12:30

Plan your data centre growth simply and effectively! Download White Paper #143, ‘Data Centre Projects: Growth Model’, today for guidance.Visit www.apc.com/promo Key Code 16916p

Speak to a data centre specialist today, call 6480 2860

Tap in to the health of your data centre. As an IT or data centre manager, you know that doing your job well means saving your company both time and money. Today, there finally is a way for you to be completely tapped in to the overall health of your data centre. StruxureWare™ for Data Centres gives you visibility across your entire data centre infrastructure so you can make informed decisions — not arbitrary ones — about your infrastructure. For example, you can plan proactively for needed capacity and streamline workflow management to improve your business agility and availability. In fact, now more than ever, infrastructure decisions are business decisions.

An always available, efficient data centre. What’s more, StruxureWare for Data Centres communicates in real-time with the leading virtualization platforms: VMware® vSphere™ and Microsoft® System Centre Virtual Machine Manager. The software’s built-in automated response capabilities ensure that virtual loads always have healthy host environments. With your VMs on healthy hosts, you can focus on running your data centre more efficiently. The software also gives insight into PUE/DCiE trending over time, enabling you to make intelligent energy management decisions. With StruxureWare for Data Centres planning and reporting capabilities, who’s the company hero now? You are!

APC by Schneider Electric™ is the pioneer of modular data centre infrastructure and innovative cooling technology. Its products and solutions, including InfraStruxure™, are an integral part of the Schneider Electric IT portfolio.

Now, align your data centre with your business strategy.

Now, make informed decisions about your infrastructure:

> Plan proactively for needed capacity.

> Blueprint data centre expansions and consolidations.

> Streamline workflow management of your IT physical infrastructure to improve your business agility and availability.

> Make changes knowing how they will affect your business.

> Visualize change/capacity scenarios to improve your bottom line.

> View your current and historic PUE/DCiE and energy costs of subsystems to make intelligent energy management decisions.

StruxureWare for Data Centres insight enables a healthy, business-driven data centre.

©2012 Schneider Electric. All Rights Reserved. Schneider Electric, APC, StruxureWare, vSphere, and InfraStruxure are trademarks owned by Schneider Electric Industries SAS or its affiliated companies.All other trademarks are the property of their respective owners. • www.schneider-electric.com • 998-4108_B_SG-GB

MIS_Asia_0901_16916p_SG.indd 1 2012-8-17 14:12:30

Most certainly, the public sector across the region will be spending more on technology this year. At least according to industry analysts at IDC company Government Insights, who said

not too long ago that public sector IT spending in Asia/Pacific (excluding Japan) should have gone beyond US$32 billion by the end of last year, registering the compound annual growth rate

(CAGR) of 7.9 percent for the period 2007 through 2011. They also said that this growth rate was to have been “largely driven by the People’s Republic of China and India, which

together account for more than half of the total [amount quoted].”

The referenced study by Government Insights looked at public sector IT spending in key areas such as government, education and healthcare, within the 2007-2011 timeframe, and predicted

that “overall IT expenditure by broad segments [would] continue to be largely driven by hardware” and said that in addition, “expenditure on services [was] expected to increase

steadily with a similar trend for software expenditure during this period.”

“IT investment in the APEJ Government sector will remain strong, and is expected to account for US$19.5 billion of the total [global] public sector IT expenditure by 2011. It will still be the largest of the three public sector segments with a CAGR of 8.5 percent,” said Raphael Phang, research director of Government Insights Asia/Pacific in a statement to the press at the time of release.

—F.Y. TENG

31MIS100 PROFILES

IT

MIS100 PROFILESPublic Sector32

Bureau of Internal RevenueSenior IT � ecutive: Lilia C. Guillermo, Deputy Commissioner for Information Systems GroupS� e of IT Dept: 303Screens: More than 10,000Location: PhilippinesWe� ite: www.bir.gov.phIT Budget for 2012: More than US$20 million

T he Bureau of Internal Revenue (BIR) collects revenue taxes for the Philip-

pine Government accounting for almost 80 percent of the government’s national revenues. BIR is currently implementing

many IT projects: Centralisation of Data Processing Service from the Revenue Dis-trict Offices to Regional Offices, Tax Filing Software, Electronic Certificate Authoris-ing Registration (eCAR) System, Mobile Revenue Collection Officers (MRCOs), GIS for Tax Mapping and Zonal Valuation Purposes.

The centralisation of data processing service will ensure the integrity and security of tax returns information. The Tax Filing Software will enable taxpayers to use BIR accredited eTax Filing solution in filing tax returns. The eCAR system will automate the transfer of properties through data exchange with the Land

Registration Authority. The MRCOs helps BIR’s Revenue Collection Officers report and remit tax collections received. And the GIS will provide dynamic data and location intelligence for valuation and taxation purposes, and the visualisation of information from revenue sources.

Chiang Mai UniversitySenior IT � ecutive: Assistant Professor Dr Nut Worayot, Vice President, Chiang Mai UniversityS� e of IT Dept: 200Screens: More than 10,000Location: ThailandWe� ite: www.cmu.ac.thIT Budget for 2012: US$5 million to US$10 million

C hiang Mai University is a leading university focused on becoming a

research-oriented institution of higher education. The university’s IT Service Center (ITSC) provides the software

products, consulting services, and educa-tion and technical support services for e-Learning, e-Business, and e-Govern-ment solutions. The ITSC develops and implements products and services such as the Learning Management System, the Management Information System, and Network System Administration.

In order to reduce capital spending and management of complexity, Chiang Mai University has built a Data Center to provide services to all faculties and departments within the university. The services include servers co-location, virtual private servers and web. This year, the university upgraded the data

center. Leveraging current and advanced virtualisation technology, new servers and SAN storage have also been added to enhance the cloud services infrastructure. More than 50 percent of servers that are scattered throughout the faculties and departments will be consolidated through colocation and virtualisation services this year. As a result, server and storage costs have been reduced while management of resource allocation for staff members will be optimised.

City University of Hong KongSenior IT � ecutive: Dr Andy Chun, CIOS� e of IT Dept: 150 (not including outsourced/departmental IT)Screens: More than 10,000Location: Hong KongWe� ite: www.cityu.edu.hkIT Budget for 2012: US$16 million to US$20 million

C ity University of Hong Kong aspires to become a leading global univer-

sity, excelling in research and profes-sional education. IT plays a strategic role in materialising the university’s tagline, “Discover & Innovate @ CityU”.

The university has rolled out a “4-Year Degree IT Implementation” project, an umbrella “master” project that oversees the revamping, enhancement, and expansion of all the university’s key academic administrative systems to support the university’s transition from a British 3-year to a new North American 4-year higher education model.

Lasting almost three years, the project involved a total redesign of the structure and emphasis of the academic curriculum, with a new college-based admissions scheme, and flexibility in major/minor selection. IT was used to transform the university to a new way of teaching,

learning, and thinking about the education process. This work represents the most ambitious IT effort since the university’s founding in 1984, in terms of its expansive scope and the challenges associated with rethinking what technology means for higher education in the 21st Century.

The total project duration lasted close to three years, and the initiative involved all the units within the university and the support of numerous vendors.

COMPLETED PROJECTS: 1. Business Intelligence 2. Cloud Computing 3. Data Warehousing 4. Enterprise Content Management 5. Green IT 6. Information Security & Risk Management 7. IT Service Management 8. Knowledge Management 9. Outsourcing 10. Unified Communications 11. Virtualisation

COMPLETED PROJECTS: 1. Business Continuity Planning 2. Cloud Computing 3. Virtualisation

COMPLETED PROJECTS: 1. Business Intelligence2. Business Continuity Planning3. Software-as-a-Service4. Virtualisation

Public Sector 33MIS100 PROFILES

Department of Public Works and HighwaysSenior IT � ecutive: B. Elizabeth E. Yap, Director III, MISS� e of IT Dept: 347Screens: 3,001 to 5,000Location: PhilippinesWe� ite: www.dpwh.gov.phIT Budget for 2012: More than US$20 million

T he Department of Public Works and Highways (DPWH) is responsible

for the planning, design, construction and maintenance of infrastructure and other public works for the Philippine

Government. It has 16 Regional Offices, 180 District Offices, and a total of 16,169 permanent employees.

The DPWH uses ICT as an enabler for its reengineered processes in the management of approximately 30,000 kilometers of national roads. DPWH’s IT is currently upgrading the organisation’s ICT infrastructure. This includes upgrading of the Department’s routers, servers, workstations and enterprise software (Sybase, GIS, Confirm) with what is in the market, and increasing the bandwidth for connectivity.

Its wide area network will be expanded to cover the 129 District

Engineering Offices (field offices) nationwide.

This will provide a cost-effective and efficient means to implement ICT systems to these field offices. It will also ensure that all data and information systems of the DPWH are readily available and updated, anytime and anywhere, to support its business processes and operations.

Home Development Mutual FundSenior IT � ecutive: Acmad Rizaldy Molti, Senior Vice President, IT Services SectorS� e of IT Dept: 200Screens: 4,000Location: PhilippinesWe� ite: www.pagibigfund.gov.ph

T he Home Development Mutual Fund (HDMF) was created to answer the

need for a national savings program and affordable home financing for the Filipino worker. As of June 2012, the fund had assets of over 307 billion Philippine pesos (US$7.3 billion), and a membership base of

more than 10.7 million worldwide. Started in 1978, the HDMF is more popularly known as the Pag-IBIG Fund.

HDMF’s IT Services Sector comprises a Computer Operations & Support Services Group and an Information Services Group. It is part of the Support Services Cluster, one of three clusters that reports to the CEO. The HDMF is now connected to the Internet and social media, and members can access their accounts at service desks in shopping malls and via their mobile phones and the Internet.

It has launched an Online Membership Registration for both employers and members—allowing them to check and

update their accounts and loans online.Enlisting with the HDMF has also

become easier for new entrepreneurs via the Philippine Business Registry (PBR)—a web-based service (launched in January 2012) that serves as a one-stop-hub for entrepreneurs who need to transact with the HDMF, the Department of Trade and Industry, the Bureau of Internal Revenue, the Social Security System, the Philippine Health Insurance Corp and the Securities and Exchange Commission.

With the PBR, Companies need not physically go to the HDMF office to register their employees and to get their company Pag-IBIG ID numbers.

Hong Kong Customs and Excise DepartmentSenior IT � ecutive: Cheung Yun Ping, Senior Staff Officer (Information Technology)S� e of IT Dept: 140Screens: 3,250Location: Hong KongWe� ite: www.customs.gov.hk

T he Hong Kong Customs and Excise Department (C&ED) is a government

agency whose responsibility includes: the protection of the Hong Kong SAR against smuggling; the protection and collection of government revenue on dutiable goods; and, the detection and deterrence of nar-

cotics trafficking and abuse of controlled drugs. This year, C&ED introduced the use of RFID-based container locks to improve the security, convenience and visibility of the customs process for cargo entering the airport.

The solution–Intermodal Transhipment Facilitation Scheme (ITFS)–was implemented as a way to streamline the clearance of cargo destined for areas both domestic and outside of Hong Kong.

C&ED estimates that ITFS reduces the amount of time required for clearing each container through customs to five minutes, from as long as three hours previously. The agency is also able to

collect a digital record of where each container has been, together with when it was inspected.

The electronic locks comprise a physical lock activated by a built-in active RFID tag, designed to receive a transmission from an RFID reader that allows the lock to be opened or closed.

Thirty-eight readers have been installed at two land border control points, and five logistic hubs at the airport and a marine control point. The ITFS is to be expanded to cover two additional border-control points and five container terminals, with the installation of more than 100 additional fixed readers.

COMPLETED PROJECTS: 1. Business Continuity Planning 2. Information Security & Risk Management 3. IT Service Management 4. Outsourcing 5. GIS 6. Enterprise Database


Hong Kong Hospital AuthoritySenior IT � ecutive: Andre Greyling, CIOS� e of IT Dept: 1,100Screens: *20,150Location: Hong KongWe� ite: www.ha.org.hkIT Budget for 2012: More than US$20 million

T he Hong Kong Health Authority (HKHA) is a statutory body that

manages 41 public hospitals and institu-tions, 49 specialist outpatient Clinics, and 74 general outpatient clinics throughout Hong Kong. HKHA employs 60,789 people and provides 27,062 beds.

HKHA views IT as a key enabler of its services and aggressively leverages modern technology and IT to ensure its service quality. Some key IT initiatives are listed below.• Implementation of “Filmless HA” project in eight additional hospitals and installation of image viewing facilities for four major hospitals.• Development of Phase Three of Clinical Management System, revamping existing CMS, Patient Administration System, Laboratory Information System, Radiology Information System and Pharmacy Management System..• Implementation and roll-out of new

Patient Billing System to all hospital clusters.• Development of an electronic online system for eligibility checking of Hong Kong Identity Card holders for subsidised medical services.• Modernisation of the pharmacy supply chain through process re-engineering and roll-out of an Enterprise Resource Planning System.• Technical support for development of eHealth Record programme.• IT support for the Government’s Health Care Voucher Scheme, Central Registry of Obstetric Services, and Communicable Disease Information System.

Hong Kong Housing AuthoritySenior IT � ecutive: Gary Lai, Head of ITS� e of IT Dept: 250Screens: 8,100Location: Hong KongWe� ite: www.housingauthority.gov.hk

T he Hong Kong Housing Authority (HA) is a statutory body established

in 1973 to develop and implement Hong Kong’s public housing programme to help low-income families in need gain access to affordable housing. The IT Sub-division is part of the Corporate Services Divi-sion, and oversees corporate IT activities, services, policies, regulations, plans and

strategy for the HA. In April, the Sub-division was awarded the APM Group ISO/IEC 20000:2005 Certification by the Hong Kong Quality Assurance Agency for its IT service management system, which provides managed operation, managed security, IT infrastructure support, net-work support services; application support services for its Application and Allocation System, Domestic Tenancy Management System, Housing Construction Manage-ment Enterprise System, Revenue Man-agement System; as well as PC Support and Related Services.

In May, HA launched a new drawing management system based

on collaboration servers and services. Deployed in three HA Divisions, the new system will be used by 1,000 MicroStation, AutoCAD and non-CAD users. It provides a common platform to support daily operations and cross-divisional functions. It also supports remote access from three regional management offices and HA. In June, HA awarded Accenture an eight-year, US$30 million contract to design, develop and maintain a new enterprise resource management system. The new system will replace more than 20 legacy systems and improve the efficiency of HA’s processes for financial management, procurement and works management.

COMPLETED PROJECTS: 1. Business Intelligence 2. ERP 3. Information Security & Risk Management 4. IT Service Management 5. Web 2.0 & CRM

Housing & Development BoardSenior IT � ecutive: Leong Chin Yew, Group Director (Information Services)S� e of IT Dept: 230Screens: 7,001 to 10,000Location: SingaporeWe� ite: www.hdb.gov.sgIT Budget for 2012: More than US$20 million

T he Housing & Development Board (HDB) is Singapore’s public housing

authority and a statutory board under the Ministry of National Development. The HDB has an Enterprise Architecture (EA) programme in place to ensure that IT initi-

atives are aligned with its corporate goals and strategies. Through its EA, strategic IT projects are identified to implement and support the corporate strategies. Project teams are then set up to study and build the solution required. Each business area is supported by a group of domain enterprise architects, while EA govern-ance ensures that business processes are standardised, optimised and re-used.

The HDB is currently redefining its business landscape with a boundary-less IT ecosystem: extending end-to-end workflows and incorporating all business processes. Its objectives are to heighten organisational excellence with

greater finesse in operations and meet diversified customer needs, while building partnerships and capabilities. This has enabled it to better manage customer relationships, and raise quality and speed of service delivery.

Even at this stage this initiative has already transformed the way HDB serves its customers, for whom it runs through 4.2 million transactions (calls and collections) each year.

Public Sector 35MIS100 PROFILES

Immigration Department, HK Special Administrative RegionSenior IT � ecutive: Corrado Chow, Assistant Director (Information Systems)S� e of IT Dept: 300Screens: 5779Location: Hong KongWe� ite: www.immd.gov.hkIT Budget for 2012: More than US$20 million

T he Hong Kong Immigration Depart-ment (ImmD) provides a variety of

essential services to the Hong Kong Spe-cial Administrative Region. It is currently implementing a new IT Infrastructure (ITI),

which is expected to go into production by 2014. The objective of the new ITI is to lay a solid foundation for implementing the next generation of immigration services by leveraging the latest in tech-nology (among them, cloud computing and virtualisation).

The ITI is the first project under the ImmD’s latest Information Systems Strategy and it will lay the cornerstone for seven other IT systems that handle immigration clearance, personal documentation services, visas and permits services, enforcement and control, human resources management. The ITI will enable the ImmD to re-engineer and

revamp its existing IT systems to sustain ImmD’s existing operations and provide room for expansion to cater for new business needs.

It will also speed up the ImmD’s response time to ad hoc operational and business needs; and provide up-to-date data encryption and backup technology.

Inland Revenue Authority of SingaporeSenior IT � ecutive: Tang Wai Yee, Assistant Commissioner, Infocomm Division / CIOS� e of IT Dept: More than 200Screens: 1,001 to 3,000Location: SingaporeWe� ite: www.iras.gov.sgIT Budget for 2012: More than US$20 million

T he Inland Revenue Authority of Sin-gapore (IRAS) acts as an agent of the

Singapore Government and provides serv-ices in administering, assessing, collecting and enforcing payment of taxes.

As IRAS is a highly technology-enabled organisation, divisions work together with the IT department to identify new IT projects based on detailed work-plans and daily business needs. For optimal allocation of IT resources, projects are prioritised based on their value-add and strategic alignment to corporate directions, as well as the annual IT budget.

One recent project is the Electronic Tourist Refund Scheme (eTRS), which is the world’s first Goods & Services Tax (GST) refund system for multiple businesses and retailers. This automated system allows retailers to operate on a common platform, and provides

tourists with a consistent and hassle-free shopping experience whenever and wherever they shop in Singapore.

Today, 20 minutes of manual form-filling has been replaced by only 3 minutes on the eTRS, without the need to queue at the airport. Besides raising the productivity of retailers and commercial refund agencies, eTRS helps improve GST compliance for IRAS as purchase records are stored and processed centrally.

Land Transport AuthoritySenior IT � ecutive: Rosina Howe-Teo, Chief Innovation Officer / Group Director, Innovation & InfoComm Technology (IIT)S� e of IT Dept: 120Screens: More than 10,000Location: SingaporeWe� ite: www.lta.gov.sgIT Budget for 2012: More than US$20 million

T he Land Transport Authority (LTA) is a statutory board under the

Ministry of Transport. It plans the long-term transport needs of Singapore. The LTA’s Innovation & InfoComm Technol-

ogy Group has embarked on one of the largest government data warehouses in Singapore, pooling from various business data sources for strategic land transport planning. This initiative of using advanced data analytics to solve rising complexities around urban planning and development is known as Planning for Land Transport Network (PLANET). PLANET supports the business queries of 12 million public transport trips daily to execute advanced algorithms on commuting patterns and the impact of traffic analytics on com-muting. PLANET plays a vital role in land transport planning and statistical analysis, regulatory and operational reporting and

performance management of licensed public transport operators. Ultimately, it enables better decision-making, enhances knowledge-sharing and collaboration among public transport professionals in Singapore.

COMPLETED PROJECTS: 1. Business Continuity Planning 2. Cloud Computing 3. Green IT 4. Information Security & Risk Management 5. IT Service Management 6. Outsourcing 7. Service Oriented Architecture 8. Software-as-a-Service 9. Virtualisation

COMPLETED PROJECTS: 1. Business Intelligence 2. Business Continuity Planning 3. Information Security & Risk Management 4. Knowledge Management 5. Virtualisation

COMPLETED PROJECTS: 1. Business Intelligence 2. Business Continuity Planning 3. Cloud Computing 4. Data Warehousing 5. Enterprise Content Management 6. Green IT 7. Information Security & Risk Management 8. IT Service Management 9. Knowledge Management 10. Outsourcing 11. Service Oriented Architecture 12. Virtualisation


Ministry of Defence, SingaporeSenior IT � ecutive: Tay Yeow Koon, MINDEF CIOS� e of IT Dept: 1,000Screens: 11,000Location: Singapore We� ite: www.mindef.gov.sgIT Budget for 2012: S$12.3 billion

T he Ministry of Defence (MINDEF) has been allocated a total budget of

S$12.3 billion for FY2012 by the Govern-ment of Singapore.

The CIO of MINDEF heads the MINDEF Information Systems Division, which is one of three Divisions within the Defence

Management Group (DMG) in MINDEF. IT is one of the key businesses of the DMG.

As an integrated part of the fast-evolving defence eco-system, the DMG has embarked on a journey towards organisational excellence and strives to strengthen its management systems and processes to deliver high performance, and to keep pace with the latest developments and best practices.

The MINDEF CIO office co-ordinates, leverages and synergises all business and technical domains across MINDEF, the SAF and its associated organisations with the ICT industry for all Corporate IT matters.

The Corporate IT portfolio includes

three core business areas.These are: the personnel,

administration and finance business area; the logistics enterprise business area; and, the defence information infrastructure business area.

In line with this scope, the DMG formulates the MINDEF/SAF’s IT policies, strategies and master plans; and the co-ordination, external interactions and collaboration in Corporate IT matters with the public service and industry, as well as the planning, allocation; and maintenance of oversight of corporate IT investments, budget, and resources for MINDEF and the SAF.

National University of SingaporeSenior IT � ecutive: Tommy Hor, Director, Computer CentreS� e of IT Dept: 185Screens: About 50,000Location: SingaporeWe� ite: www.nus.edu.sgIT Budget for 2012: More than US$20 million

T he National University of Singapore (NUS) is a leading global university

located in Singapore but centred in Asia, with more than 37,000 students from 100 countries, and almost 10,000 teaching

staff and employees. NUS aims to recruit and retain the best quality people, attract the best students, provide a high quality educational experience and focus on high impact research.

The Computer Centre aims to develop premier and trusted partnerships with the academics, as well as research and administration on strategic use of technologies for transformation of learning experience and enablement of pedagogy advancement and research competitive advantages.

It focuses on developing agility in both technical and human capabilities and capacities in fulfilling the diverse

and rapid changes of business requirements.

Key projects include IT infrastructure outsourcing, aiming to enable operational excellence through implementation of ITIL and one-stop service desk across multiple technical domains.

This will provide professional growth opportunities to IT personnel; and reliable, high-performing infrastructure services which enable business agility and efficiency.

Salvation Army Hong Kong & Macau CommandSenior IT � ecutive: Jacob Chik, IT DirectorS� e of IT Dept: 3Screens: 120Location: Hong KongWe� ite: www.salvationarmy.org.hk

T he Salvation Army is an International Christian church and charity

working in 124 countries. It was started in 1865 in London, UK. Its Hong Kong & Macau Command began in Hong Kong in 1930 and it has been serving there for more than 80 years. With the commit-

ment to transforming lives, caring for people and making disciples, The Salvation Army Hong Kong & Macau Command currently operates 84 social services units, 32 schools and nurseries, 18 corps (churches), 2 outposts and 15 Family Stores in Hong Kong and Macau.

It also has offices in Hong Kong, Beijing and Yunnan for poverty alleviation development in China.

Dedicated to supporting the people in need in Hong Kong, Macau and Mainland China; the Hong Kong & Macau Command strives to respond to local needs, emergencies and disasters

covering a diverse range of areas including people with spiritual needs, families facing crisis, disadvantaged elders, children and youth, people with disabilities, the marginalised minorities, and disaster survivors.

The Information Technology Department comes under the Business Administrator, who reports to the General Secretary of the Hong Kong & Macau Command. It looks after the IT needs of the command, and maintains its web presence in the Internet.

COMPLETED PROJECTS: 1. Business Intelligence 2. Information Security & Risk Management 3. Infrastructure Outsourcing

37MIS100 PROFILES Public Sector

Singapore General Hospital Pte LtdSenior IT � ecutive: Benedict Tan, Group CIO, Singapore Health Services / Director IT, SGHS� e of IT Dept: 120 IT FTEScreens: 5,001 to 7,000Location: SingaporeWe� ite: www.sgh.com.sgIT Budget for 2012: US$5 million to US$10 million

S ingapore General Hospital (SGH) is Singapore’s oldest and largest terti-

ary acute hospital and national referral center. Established in 1821, SGH is the public sector’s flagship hospital. Every year, SGH and its sister institutions cater to more than one million patients.

The hospital continually seeks to exploit IT to improve patient services and treatment outcomes because information is seen as a strategic asset to meet service, education and research needs.

SGH has rolled out an Electronic Health Intelligence System (eHIntS),

which comprises an Enterprise Data Warehouse (EDW) and an Enterprise Business Intelligence (BI) cum Dashboard front-end tool.

The EDW serves as a single repository of clinical and management information, to which data extracted from various administrative and clinical systems is stored centrally. Information is made available and easily accessible, offering a patient-centric view of the patient’s journey across the enterprise. The patient information is also anonymised and aggregated for research purposes.

The Enterprise BI cum Dashboard provides a user-friendly front-end for non-IT users to analyse and create reports. Displays are in graphical, chart and dashboard format and allow for drilldowns into greater detail. The system

enjoys strong integration with Excel and Microsoft Office, and offers the ability to include data from other data warehouses and files for combined analysis.

The eHIntS has made data available for in-depth analysis to support administrative decision-making (e.g. patient waiting time), operational and clinical planning, clinical analysis as well as research. This has improved patient service and treatment outcome, as well as efficient operation of the hospital.

Tan Tock Seng HospitalSenior IT � ecutive: Tan Ming Chu, CIO, National Healthcare GroupS� e of IT Dept: 300 within Integrated Information Systems (IHiS) Pte Ltd, which also supports other public sector healthcare establishments.Screens: 1,001 to 3,000Location: SingaporeWe� ite: www.ttsh.com.sgIT Budget for 2012: Less than US$5 million

T an Tock Seng Hospital (TTSH) is one of Singapore’s largest multi-

disciplinary hospitals with more than 160 years of pioneering medical care and development. The hospital has 36 clinical and allied health departments, 15 special-ist centres and more than 6,000 health-care staff.

TTSH believes in leveraging IT to provide accessible patient information required for care, and to improve and automate care processes. Integrated IT facilitates patient care decision processes and safe care for the patients.

TTSH recently attained HIMSS EMRAM Stage 6. HIMSS Analytics, the authoritative source on EMR Adoption trends, devised the EMR Adoption Model to track EMR progress at hospitals and health systems.

In Asia, there are a total of 8 stages (0-7) on the EMRAM with the goal of reaching Stage 7—operating in a fully paperless environment.

At Stage 6, physician documentation/charting (structured templates), full CDSS and closed loop medication administration environment are fully implemented.

TTSH is one of the 4 hospitals in Singapore that were awarded the HIMSS EMR Adoption Model Stage 6.

Its objective is to harness technology to transform clinical processes, and provide more patient-centric, efficient and

cost effective care.New initiatives like the

Clinician Desktop (C-Desk), Clinical Documentation (C-Doc) and a new e-Prescription (eRx) System have commenced with EMR system capabilities being further developed to enable clinicians to provide better and safer care to patients.

TTSH aims to transform the current healthcare delivery systems into an Integrated Healthcare Delivery System where patients can benefit from Continuity of Care across the points of care, through better technology.

COMPLETED PROJECTS: 1. Business Intelligence 2. Outsourcing 3. Virtualisation 4. Electronic Medical Records (EMR)

COMPLETED PROJECTS: 1. Business Intelligence 2. Business Continuity Planning 3. Cloud Computing 4. Data Warehousing 5. Enterprise Content Management 6. ERP 7. Virtualisation 8. Web 2.0 & CRM 9. Electronic Medical Records

SGH has rolled out an Electronic Health Intelligence System (eHIntS), which comprises an Enterprise Data Warehouse (EDW) and an Enterprise Business Intelligence (BI) cum Dashboard front-end tool...� e EDW serves as a single rep itory of clinical and management information, to which data � tracted from various administrative and clinical systems is stored centrally.

New initiatives such as the Clinician Desktop (C-Desk), Clinical Documentation (C-Doc) and a new e-Prescription (eRx) System have commenced at TTSH, and EMR system capabilities are being � rther developed to enable clinicians to provide better and safer care to patients...TTSH aims to transform the current healthcare delivery systems into an Integrated Healthcare Delivery System.


Ministry of Defence, SingaporeSenior IT � ecutive: Tay Yeow Koon, MINDEF CIOS� e of IT Dept: 1,000Screens: 11,000Location: Singapore We� ite: www.mindef.gov.sgIT Budget for 2012: S$12.3 billion

T he Ministry of Defence (MINDEF) has been allocated a total budget of

S$12.3 billion for FY2012 by the Govern-ment of Singapore.

The CIO of MINDEF heads the MINDEF Information Systems Division, which is one of three Divisions within the Defence

Management Group (DMG) in MINDEF. IT is one of the key businesses of the DMG.

As an integrated part of the fast-evolving defence eco-system, the DMG has embarked on a journey towards organisational excellence and strives to strengthen its management systems and processes to deliver high performance, and to keep pace with the latest developments and best practices.

The MINDEF CIO office co-ordinates, leverages and synergises all business and technical domains across MINDEF, the SAF and its associated organisations with the ICT industry for all Corporate IT matters.

The Corporate IT portfolio includes

three core business areas.These are: the personnel,

administration and finance business area; the logistics enterprise business area; and, the defence information infrastructure business area.

In line with this scope, the DMG formulates the MINDEF/SAF’s IT policies, strategies and master plans; and the co-ordination, external interactions and collaboration in Corporate IT matters with the public service and industry, as well as the planning, allocation; and maintenance of oversight of corporate IT investments, budget, and resources for MINDEF and the SAF.

National University of SingaporeSenior IT � ecutive: Tommy Hor, Director, Computer CentreS� e of IT Dept: 185Screens: About 50,000Location: SingaporeWe� ite: www.nus.edu.sgIT Budget for 2012: More than US$20 million

T he National University of Singapore (NUS) is a leading global university

located in Singapore but centred in Asia, with more than 37,000 students from 100 countries, and almost 10,000 teaching

staff and employees. NUS aims to recruit and retain the best quality people, attract the best students, provide a high quality educational experience and focus on high impact research.

The Computer Centre aims to develop premier and trusted partnerships with the academics, as well as research and administration on strategic use of technologies for transformation of learning experience and enablement of pedagogy advancement and research competitive advantages.

It focuses on developing agility in both technical and human capabilities and capacities in fulfilling the diverse

and rapid changes of business requirements.

Key projects include IT infrastructure outsourcing, aiming to enable operational excellence through implementation of ITIL and one-stop service desk across multiple technical domains.

This will provide professional growth opportunities to IT personnel; and reliable, high-performing infrastructure services which enable business agility and efficiency.

Salvation Army Hong Kong & Macau CommandSenior IT � ecutive: Jacob Chik, IT DirectorS� e of IT Dept: 3Screens: 120Location: Hong KongWe� ite: www.salvationarmy.org.hk

T he Salvation Army is an International Christian church and charity

working in 124 countries. It was started in 1865 in London, UK. Its Hong Kong & Macau Command began in Hong Kong in 1930 and it has been serving there for more than 80 years. With the commit-

ment to transforming lives, caring for people and making disciples, The Salvation Army Hong Kong & Macau Command currently operates 84 social services units, 32 schools and nurseries, 18 corps (churches), 2 outposts and 15 Family Stores in Hong Kong and Macau.

It also has offices in Hong Kong, Beijing and Yunnan for poverty alleviation development in China.

Dedicated to supporting the people in need in Hong Kong, Macau and Mainland China; the Hong Kong & Macau Command strives to respond to local needs, emergencies and disasters

covering a diverse range of areas including people with spiritual needs, families facing crisis, disadvantaged elders, children and youth, people with disabilities, the marginalised minorities, and disaster survivors.

The Information Technology Department comes under the Business Administrator, who reports to the General Secretary of the Hong Kong & Macau Command. It looks after the IT needs of the command, and maintains its web presence in the Internet.

COMPLETED PROJECTS: 1. Business Intelligence 2. Information Security & Risk Management 3. Infrastructure Outsourcing


University of Malaya Senior IT � ecutive: Dr David Asiryatham, Director of ITS� e of IT Dept: 130Screens: More than 10,000Location: MalaysiaWe� ite: www.um.edu.myIT Budget for 2012: US$5 million to US$10 million

U niversiti Malaya (UM) is Malaysia’s oldest university and is located on a

750-acre campus in the southwest of the country’s capital in Kuala Lumpur. The university has 26,000 undergraduate and postgraduate students. There are

2,442 academic staff and 4,008 non-academic employees.

UM’s vision is to be an internationally renowned institution of higher learning in research, innovation, publication and teaching. For 2012 and in previous years, UM has been ranked as the top university in Malaysia by QS World University Rankings. UM’s mission is to advance knowledge and learning through quality research and education. The university’s IT Department ensures high quality ICT services to support research as well as teaching and learning. The management of the university has embarked on a university Transformation Plan and the

reengineering of many of the university’s administrative processes. As a result, the quality of research, teaching and learning at the university has improved significantly. UM is also reengineering its ERP System. The objective is to improve the quality of the ERP system and to produce high-level executive reports. The project also aims to standardise some of the key processes involved.

The Chinese University of Hong KongSenior IT � ecutive: Philip Leung, Director, Information Technology Services CentreS� e of IT Dept: 140Screens: 12,000Location: Hong KongWe� ite: www.cuhk.edu.hk

T he Chinese University of Hong Kong (CUHK) is a comprehensive research-

led university in Hong Kong, with eight faculties, more than 20,000 undergradu-ate and postgraduate students. The entire campus is connected on the University Campus Backbone Network via high-

speed Gigabit Ethernet links. Students enjoy round-the-clock access to PCs in the IT Services Centre (ITSC). Some facul-ties and departments also provide PCs to students. The ITSC offers a variety of services to the academic, research and administrative communities of the university. It provides technical support, application project development, system recommendation, acquisition, installation and subsequent maintenance.

The ITSC comprises five divisions and two sections. The five divisions are: Academic Support Division, Administrative Systems Division, Cloud Computing Division, Infrastructure Division, and User

Support Division. The two sections are the Administrative Support Section and the Information Security Section.

The CUHK Financial System, based on the SAP ERP system, received a major upgrade from R/3 Enterprise 4.7 to Enterprise 6.0. The Central Firewall System of the university was also upgraded in July. For the new undergraduate curriculum commencing in August this year, the university is implementing a new eLearning system to gradually replace the existing eLearning platforms and CUForum to support the teaching and learning activities of the entire university.

Hong Kong University of Science and TechnologySenior IT � ecutive: Samuel Kwan, Director, information Technology Services CentreS� e of IT Dept: 150Screens: 8,500Location: Hong KongWe� ite: www.ust.hk

T he Hong Kong University of Science and Technology (HKUST) is the only

science and technology research univer-sity in Hong Kong, and the only one to offer an all-PhD faculty. In May this year, the university was ranked as the top Asian University for the second year in a

row by QS Asian University Rankings. In the worldwide rankings by QS, HKUST was ranked 40. As at January 2012, HKUST had 515 teaching staff and 10,236 students, comprising 6,410 undergraduate and 3,826 postgraduate students.

The IT Services Centre (ITSC) develops and manages the computing and networking infrastructure of the University. It provides computing support to undergraduate and postgraduate teaching, and academic as well as research applications in science, engineering, business and management, and humanities and social science. In addition, the ITSC serves the University’s

administration needs by providing various office automation and productivity tools, and facilitates the operation of the central administrative systems developed by the Information System Office.

The ITSC is organised into teams based on technical expertise and responsibilities. These teams are: General Office, User Services, WWW & Server Technology, Network Systems, IT Technical Services & AV Technology, Teaching Technologies, Unix & Internet 2.

The HKUST campus network is based on a routed network topology with a high-speed switched Gigabit Ethernet campus backbone.

COMPLETED PROJECTS: 1. Business Intelligence 2. Cloud Computing 3. ERP 4. Green IT 5. IT Service Management 6. Service Oriented Architecture

This category of enterprises by and large consists of companies doing wholesale or retail trading. And at present, more exciting stuff appears to be on the retail front. IDC Retail Insights

(an IDC company) neatly put together ten trends its analysts believe will take hold this year in the retail industry and that will have great impact on the IT infrastructure strategies of

retailers across the globe (ref. Worldwide Retail Industry 2012 Top 10 Predictions.)

They are: consumers, not products or channels, will create the basis for growth strategies; the omnichannel consumer will direct a new retail IT model for the industry, and there will be

great activity around omnichannel orchestration and optimisation; retailers will race to innovate and will operate more efficiently as a result; retailers will synchronise the supply chain with

the clock speed of their customers; retailers will create great brand experiences by enabling engaged employee experiences; planning paradigms will begin to evolve to support

genuine customer brand engagement strategies; the centre of “continuous assortment planning” will become the planning hub; the traditional store will evolve into an omnichannel store;

there will be customer experience improvements made to boost online conversion, and those efforts will be calculated to take the experience beyond just a visit to a Web store;

and, the traditional e-commerce delivery models will fragment, and give way to outsourcing models where retailers turn to third parties to not only “manage their infrastructure,

integration, and e-commerce platforms, but also to be able to supply payment and fulfillment and logistics services in emerging markets, either directly or through partners.”

How have our honourees for this year been responding to these trends? Turn the page.

—F.Y. TENG

39MIS100 PROFILES

MIS100 PROFILESCommercial40

Big C Supercenter Public Co LtdSenior IT � ecutive: Prawet Prungtangkij, Vice President, MISS� e of IT Dept: 48Screens: 1,400Location: Thailand We� ite: www.bigc.co.th

B ig C Supercenter is a grocery and general merchandising retailer head-

quartered in Bangkok, Thailand. It has 110 hypermarket and supermarket outlet. Forty-nine of the outlets are in Bangkok and its vicinity while the remaining 61 are in the provinces. Founded in 1993, Big C Supercenter currently employs 24,000

people across Thailand. It has a strategic partnership with Groupe Casino, a large French multinational whose main busi-ness is in retail and distribution in hyper-markets and supermarkets. In addition to its retail business, Big C Supercenter also operates property operations in shop-ping centres that accompany most of its hypermarkets and supermarkets.

The great floods in Thailand in 2011 had a great impact on the operations of Big C Supercenter stores, and posed a big challenge to keep business going as normally as possible. Its IT managed to enable the rapid re-establishment of distribution centers and hubs in every

region, and reorganised the supply chain and delivery systems in co-operation with the company’s national and local suppliers.

As a result, the careful planning and adaptability enabled the company to react quickly to keep most flood affected stores in operation.

In 2011, the company acquired Carrefour’s operations in Thailand. Despite the complexities involving disparate systems and processes between the 42 newly acquired stores and Big C Supercenter’s own stores, the entire integration process was completed within a short seven months.

Carrefour (China) Management Consulting Services LtdSenior IT � ecutive: Su Xiao Bing, IT DirectorS� e of IT Dept: 100Screens: 11,040Location: ChinaWe� ite: www.carrefour.com.cn

E stablished in 1959 and headquartered in France, Carrefour SA had a revenue

of 112 billion Euros (US$138 billion) in 2011 and currently employs 410,000 people worldwide. The Carrefour group has 9,771 stores in 33 countries world-wide. It opened its first hypermarket in China in 1995. The Shanghai-based

Carrefour (China) Management Consulting Services Ltd (Carrefour China) operates as a subsidiary of Carrefour SA in China.

Between January and August this year, Carrefour opened 8 new stores in China, bringing its total number of stores in China to 211, out of 380 in Asia.

Unlike other hypermarket chains, which operate a central distribution center in China, Carrefour adopts a different approach towards its supply chain management in China.

In its belief that flexibility matters more in an evolving market, Carrefour

depends more on local distributors who deliver directly to their stores.

This is consistent with the Carrefour group’s belief in promoting “local, sustainable, responsible sourcing”. The group seeks to support local suppliers, with some 90-95 percent of the products in its shelves sourced locally.

Although this poses challenges in terms of providing uniformity in service and quality control, the cost of developing its supplier network and supply chain is lower.

Carrefour China has an online website (supplierweb.carrefour.com.cn) for its local suppliers in China to log on.

Cold Storage SingaporeSenior IT � ecutive: Victor Chia, CEOLocation: SingaporeWe� ite: www.coldstorage.com.sg

C old Storage, owned by Dairy Farm International Holdings, is the

second-largest supermarket chain in Singapore. In 1997, Cold Storage became the first supermarket in Singapore to offer its merchandise in cyberspace. Its number of regular customers has since grown from 6,000 in 1998 to more than 15,000 in 2012. Cold Storage continued its pioneering moves in cyber grocery shopping when it launched an iPhone

mobile app in May this year that allows customers to take the shopping list, recipe box and checklists with them while on the move.

The iPhone mobile app has highly useful customer-oriented features, such as: an integrated QR-Code scanner; a store locator with maps and directions to find the nearest Cold Storage store; weekly offers; advertisements; as well as, integration with mobile and other online platforms to allow ordering via the Cold Storage website.

In December last year, Cold Storage started experimenting with QR codes that allowed train commuters to

purchase groceries by scanning QR codes with their smartphones. The squarish bar codes are placed next to pictures of the items, which are on a wall at a few selected train stations.

The scanned QR code would then direct the commuters to the Cold Storage website, where they could key in their details and get the grocery items delivered to their homes.

COMPLETED PROJECTS: 1. Business Intelligence 2. Business Continuity Planning 3. Software-as-a-Service 4. Virtualisation

Commercial 41MIS100 PROFILES

Convenience Retail Asia LtdSenior IT � ecutive: Richard Yeung Lap Bun, CEOLocation: Hong KongWe� ite: www.cr-asia.com

C onvenience Retail Asia is a listed retailing member of the Fung Group

(formerly the Li & Fung Group), operating a total of about 550 retail stores under the Circle K and the Saint Honore Cake Shop brands in Hong Kong, Macau, Guangzhou, Shenzhen and Zhuhai. It had a turnover of HK$3,972.6 million for the financial year 2011 ended December 2011, and net profit of

HK$166.3 million with a robust sales growth and a net profit increase of 11.1 percent and 38.7 percent, respectively, for 2011 as compared to 2010.

With a total of more than 6,000 employees, Convenience Retail Asia’s focus is on providing quality customer service with “speed, tidiness and friendliness” supported by an innovative company culture and consumer proposition of “Always Something New”.

The group introduced some new innovations that enhanced the role of Circle K convenience stores and

Guangzhou operations, not only as retail outlets, but also as convenient destinations for daily chores such as utility bill payment, e-ticketing and e-voucher purchases, and the e-fulfillment service for Internet shopping on taobao.com.

The Guangzhou operations also followed the same category of management strategy as Circle K Hong Kong, where the range of convenience services was extended to include e-ticketing for concerts, sports events and movies, utility bill payments, fresh flower orders, UnionPay Credit Card payments and more.

DKSH Malaysia Sdn BhdSenior IT � ecutive: Claus Bressmer, General Manager, TechnologyLocation: MalaysiaWe� ite: www.dksh.com.my

E stablished in 1923 in Penang, DKSH Malaysia is one of the oldest

and largest Market Expansion Services providers in Malaysia. Its 3,000 employ-ees operate a knowledge-based business model and act as route-to-market spe-cialists in the areas of market informa-tion, product and application expertise, marketing, sales and logistics expertise, and IT.

DKSH Malaysia comes under the umbrella of DKSH, a leading Market Expansion Services provider with focus on Asia. DKSH Malaysia provides full distribution services to small and medium companies–which would normally outsource all aspects of their business (except manufacturing)–as well as bespoke tailor-made solutions to large and some medium companies. It is organised into four business units: Consumer Goods, Healthcare, Performance Materials, and Technology.

The DKSH Corporate Shared Services Center in Malaysia was created in 2004 to centralise and standardise

its company’s IT platform. Around 200 IT staff develop and provide services, such as hosting the entire Enterprise Resources Planning (ERP) system running on SAP.

The Group’s Pegasus project is focused on the development and implementation of a global ERP template based on SAP.

As of 2010, all DKSH operations are running on the standardised global SAP platform. Based on its data volume and the number of reports being generated, it is considered to be one of the world’s largest Business Warehouse applications running on SAP.

Enseval Putera Megatrading PT TbkSenior IT � ecutive: Handi Halim, IT Deputy DirectorLocation: IndonesiaWe� ite: www.enseval.com

E nseval Putera Megatrading is the largest pharmaceutical distributor in

Indonesia, covering the whole archipelago through its 42 full service branches and 23 branches of its subsidiary. Together with Pharma Products, they also carry nutritional, consumer health, cosmetics, medical instruments, diagnostic and raw materials. The company achieved a very

positive 36.38 percent growth of Income for the year 2011, achieving Rp351.04 billion in 2011 (to be compared with the Rp257.39 billion of 2010).

A quality IT system is a key driver for Enseval Putera to become an integrated healthcare distribution and logistic services company, and to achieve an ideal level of efficiency and effectiveness.

In 2011, Enseval upgraded its information technology system by replacing the existing system with Oracle Suite Business version R12.

At present, the company has a number of strategic functions

supporting its performance: national inventory and sales trend updated daily; various daily, weekly and monthly reports; warehouse management; and information related to Product Placement and Inventory Control.

In 2012, the company will focus on work equipment automation, particularly for logistics and warehouse equipment.

The company aims to standardise the IT system at all of its branches, and to ensure that there are sufficient personal digital assistants so that its sales force personnel, supervisors, and logistics personnel are able to conduct various aspects of customer service.


GCH Retail (Malaysia) Sdn BhdSenior IT � ecutive: Gerhard Roux, Group CIO/Supply Chain Director, Dairy FarmS� e of IT dept: 60Screens: 5,001-7,000Location: Southeast AsiaWe� ite: www.giant.com.myIT Budget: US$5 million – US$10 million

G CH Retail comprises Giant hypermar-kets (74 in Malaysia), superstores

and supermarkets, Guardian pharmacy, health and beauty stores, and Cold Stor-age supermarkets. This Malaysia-based retailer provides food and consumer goods in its supermarkets and hyper-

markets, as well as health and beauty products via its pharmaceutical retail outlets. Formerly known as Dairy Farm Giant Retail Sdn. Bhd., the company was founded in 1967 and is based in Shah Alam, Malaysia.

Today, GCH Retail (Malaysia) operates as a subsidiary of Dairy Farm International Holdings Ltd, a leading pan-Asian retailer. The Group and its associates operate more than 5,400 outlets–including supermarkets, hypermarkets, health and beauty stores, convenience stores, home furnishings stores and restaurants–and employ more than 85,000 people in the region, and

had total annual sales in 2011 exceeding US$10 billion.

GCH Retail (Malaysia) increased its investments in the areas of private label development and supply chain management. This has delivered additional value to the company. SAP merchandising systems have been successfully implemented in Indonesia, following its implementation in Malaysia in 2010. The SAP system replaced the existing merchandise system, and the solution support purchasing, price management, stock management and stock ledger functions and integrates to distribution centres and store systems.

General Motors (China) Investment Co LtdSenior IT � ecutive: Zhang Wei, Vice IT ManagerS� e of IT Dept: 20Screens: 220Location: China We� ite: www.gmchina.com

T ogether with its strategic partners, General Motors (GM) produces vehi-

cles in 34 countries. With 204,000 employ-ees in 158 facilities worldwide, its vehicles are sold in more than 120 countries worldwide. Its largest national market is China, where it has been the sales leader

among global automakers in the market for seven consecutive years.

In China, it has 12 joint ventures, two wholly owned foreign enterprises and more than 35,000 employees Passenger cars and commercial vehicles are sold under the Baojun, Buick, Cadillac, Chevrolet, Jiefang, Opel and Wuling brands. General Motors (China) Investment is a wholly owned venture based in Shanghai. It houses all of GM’s local staff and is an investor in GM’s vehicle joint ventures in China.

GM views IT as an integral and critical part of its business and information systems. It is therefore transforming its

IT to help achieve its mission of designing, building and selling the world’s best vehicles. It is recruiting aggressively to shift its focus from running the business to advancing innovation.

IT areas that are receiving the focus include software development, infrastructure design, mobility solutions, data engineering, SAP and architecture. GM leverages processes to help it operate more efficiently, driving value to its business bottom line at a high speed and agility—transforming business by engineering breakthrough solutions and consolidating IT infrastructure and data centres.

Hero Supermarket PT TbkSenior IT � ecutive: Hendra Senthoso, IT DirectorS� e of IT Dept: 38Screens: 1,635Location: IndonesiaWe� ite: www.hero.co.id

P T Hero Supermarket Tbk owns and operates supermarkets and hyper-

markets in Indonesia.One of the country’s three largest

retailers by sales, the company sells fresh food and groceries, as well as leisure and lifestyle products. Net sales for 2011 amounted to Rp8.9 trillion

(US$943 million). Established in 1971, the company employs 13,700 people and operates 558 stores across the Indonesian archipelago.

As at 30 June 2012, the company operated 43 Giant hypermarkets, 130 Hero and Giant supermarkets, 241 Guardian health and beauty stores and 144 Starmart convenience stores.

Headquartered in Jakarta, Indonesia, PT Hero Supermarket Tbk also engages in the trading and provision of services.

In March 2012, Hero Supermarket Tbk was awarded the franchise rights to operate Swedish furniture giant IKEA

stores in Indonesia from 2014 through 2021, with the first store expected to open in 2014.

With the geographical spread of its stores, PT Hero Supermarket Tbk has improved the document collaboration between its head office in Jakarta and its suppliers, warehouses and stores.

An M2M exchange platform is being used for sharing electronic business documents via the web.

The system is currently in its pilot phase, with vendor support extended to training, integration services and monitoring.


Hino Motors Manufacturing (Thailand) Ltd Senior IT � ecutive: Takeo Saito, presidentLocation: ThailandWe� ite: www.hinomanufacturing.co.th

H ino Motors Manufacturing (Thailand) Ltd. was founded in 2003 and oper-

ates as a subsidiary of Hino Motors Ltd, manufacturing and selling buses, trucks, and spare parts in Thailand. The company also supplies bus and truck spare parts to manufacturers in Thailand, Indonesia, Sin-gapore, Malaysia, Taiwan, and Japan. The range offered by the company includes: four-, six- and ten-wheeled trucks, buses,

and parts for trucks, pickup trucks, multi-purpose vehicles, or passenger cars.

Hino’s mission is to be a leading Hino truck manufacturing leader, to be a model factory among the Hino factories in other countries, to be the No.1 Toyota auto parts manufacturer in Thailand, and to be a model organisation in social and environmental responsibility. Quality is the priority for Hino Motors

Manufacturing (Thailand), so every vehicle that passes off the production line is produced to the same standard of technology and quality as prescribed by Hino Motors, Ltd. Japan and in full accordance with internationally-accepted benchmarks. Rigorous quality assurance is applied at each step of production, with inspections conducted repeatedly in order to ensure high-quality products.

Jebsen & Jessen (SEA) Pte LtdSenior IT � ecutive: Chris Tan, Group Director ITCS� e of IT dept: 31 Screens: 3,001 – 5,000 Location: South East Asia & ChinaWe� ite: http://www.jjsea.comIT budget for 2012: US$5 million – US$10 million

J ebsen & Jessen (J&J) is a leading engineering, manufacturing and

distribution company in Southeast Asia, and it has been aggressively growing its business in the region. With an acquisition war chest of SG$250 million to support

its growth strategy, the company aims to optimise the acquisitions to effectively contribute to its rapidly growing business.

With more than 50 subsidiaries and associate companies supported by more than 4,000 employees in the region, J&J understands the value of building on a strong technology foundation. The organisation has built a strong S$30 million regional IT infrastructure to support its eight regional business units with market leading positions to generate over S$1 billion revenue in 2010. J&J’s network of local business services companies operates using this IT platform built on a regional support

framework that uses SAP and Lotus Notes applications and solutions for high scalability, and allows for plug-and-play expansion. Planning & Consolidation was the most important IT project in the past 12 months and it took one to six months to automate the planning and budgeting process using SAP BusinessObjects Planning and Consolidation (SAP BPC). As a result, J&J now enjoys an accurate and simplified budgeting process, and increased productivity.

KFC Holdings (Malaysia) BhdSenior IT � ecutive: Lee Hui Seng, General Manager, Group MISS� e of IT Dept: 22Screens: 3,000Location: Malaysia We� ite: www.kfcholdings.com.my

K FC Holdings (Malaysia) Bhd (KFCH) is an investment holding company

based in Kuala Lumpur, Malaysia. KFCH is the franchisee of the KFC chain of restaurants in Malaysia, Singapore, Brunei, Cambodia and India, with more than 640 outlets in these countries. KFCH also operates the home-grown RasaMas chain

of restaurants in Malaysia and Brunei, with 27 outlets. Additionally, the group owns the Ayamas kiosks, and the Kedai Ayamas chain of convenience stores, with 74 Kedai Ayamas in the chain. KFCH is active in poultry production and process-ing and a variety of ancillary businesses such as vegetable farming, baking and sauce production.

Its IT recently introduced a range of service enhancements and facilities upgrades that improved the operational efficiency of its outlets and comfort for customers. A Self-Order Service Kiosk was tried out at Wisma KFC, which cut queue time by allowing customers to place their

orders before collecting their food and paying at the counter. A new Kitchen Display System (KDS) was also trialled at Wisma KFC. The KDS is a packing monitor, and its use resulted in much improved service times, especially during the lunch and dinner peak hours. KFCH is in the midst of installing 100 KDS at its high-traffic outlets in the Klang Valley, Penang and Johor Baharu. KFCH Managing Director, Jamaluddin Bin Md Ali, said that installing the KDS at KFC outlets is an attempt by the company–which employs 35,000 people throughout its operations–to improve IT capability and hospitality among its frontline members.

Quality is the priority for Hino Motors Manufacturing (� ailand), so every vehicle that passes off the production line is produced to the same standard of technology and quality as prescribed by Hino Motors, Ltd. Japan and in � ll accordance with internationally-accepted benchmarks. Rigorous quality assurance is applied at each step of production, with inspections conducted repeatedly.

COMPLETED PROJECTS IN THE PAST 12 MONTHS: 1. IT Service Management 2. Virtualisation 3. Planning & Consolidation


Li & Fung LtdLocation: Hong KongWe� ite: www.lifung.com

L i & Fung Limited is a Hong Kong-headquartered multinational

group, which saw a turnover in 2011 of US$20,030 million. The company’s commitment to IT is seen in its strategic focus on platforms driving core operations, process efficiency and information transparency.

For Li & Fung, the Vendor Portal remains a key strategic platform and during 2011 was extended to carriers, freight and banking processes, as well

as integrated the current quality control and compliance platforms. Leveraging the transactional data from the Vendor Portal, Vendor Search was rolled out to provide a comprehensive search tool. The company also enhanced its Decision Support Systems in the form of the internal dashboard, converting transactional data into relevant, accurate and timely information accessible online at any time.

Incremental investments in fixed network infrastructure were also made recently, as the use of IP-enabled voice and video platforms continued to show year on year growth. The integration

of desktop video with more formal video conferencing facilities brings the company’s expanding network of offices into a connected community that can selectively chose online technology as opposed to travel.

As part of Li & Fung’s continuous improvement and End User Experience Programs, investments have been made in the areas of Big Data, storage, end point management and mobile device integration, specifically to give users working out of multiple offices or on the road seamless and integrated access to the company’s systems.

Mydin Mohamed Holdings BerhadSenior IT � ecutive: Malik Murad Ali, IT DirectorS� e of IT dept: 60Screens: 3001 – 5000Location: MalaysiaWe� ite: www.mydin.com.myIT budget: US$5 million – US$10 million

M ydin Mohamed Holdings, the retail-ing and wholesaling giant in Malay-

sia, has 100 stores nationwide–including 10 hypermarkets, 18 emporiums, three bazaars, 54 mini markets, nine convenient stores and six franchise outlets–and it is

eyeing US$840 million (RM2.6 billion) in sales for its current financial year ending March 31 next year. By the end of 2013, it will have opened eight more hyper-markets with investments totaling some RM850 million. The company turned in sales of RM2.2 billion for the fiscal year ended 31 March 2012.

Mydin’s key IT project in recent months is the Mydin One System ERP (enterprise resource planning) Project, which aims to unify various ERP systems into one main ERP system with a strong focus on business intelligence. The aims are: to minimise manual tasks and the duplication of recurring processes; to

increase sales throughput and velocity; to build for scalability; and, to provide real-time information. Mydin is also seeking to build an agile supply chain that allows the organisation and its partners to align themselves to customers’ needs based on real-time data and demand. In addition, the company has deployed a cloud-based point of sale (POS) solution across 25 stores, and uses Motorola scanners to manage its inventory.

Selamat Sempurna PT TbkSenior IT � ecutive: Ang Andri Pribadi, Director ITS� e of IT Dept: 32Screens: 1,001 to 3,000Location: IndonesiaWe� ite: www.adr-group.com/ss.phpIT Budget for 2012: Less than US$5 million

P T Selamat Sempurna Tbk (SMSM) is one of the largest filter and radiator

manufacturers in the region. The com-pany sees IT as a key business enabler, because it provides the management with critical information needed for decision making and policy design. IT is also used

within SMSM to enhance collaboration between team members, and to provide reliable information that can be accessible anytime, from any location.

These IT benefits enable the company to deliver good quality services in a timely manner that meets or exceeds its customers’ expectations. Because of the strong emphasis that the company places on IT, there is keen support from its top management, which enables successful project implementations for IT projects, and strict adherence to schedules drawn out in the project management timeline.

SMSM is currently replacing its enterprise resource planning (ERP)

system. The new downsized ERP system will include new solutions for existing operations and a data warehouse. It will enable users to produce customised reports in addition to pre-formatted standard reports. As a result of the project, information will become easier to access. Users will find information clearer and easier to understand. SMSM’s customers will then be able to retrieve information through the Internet and enjoy one-stop-shopping online.

PROJECTS COMPLETED IN THE LAST 12 MONTHS 1. Cloud Computing 2. ERP 3. Information Security & Risk Management 4. IT Service Management 5. Software-as-a-Service

COMPLETED PROJECTS: 1. ERP 2. Green IT 3. Web 2.0 & CRM


Shanghai Friendship Group Co LtdSenior IT � ecutive: Li Guoding, General ManagerLocation: ChinaWe� ite: www.shfriendship.com.cn

S hanghai Friendship Group is a key player in the retail industry in China.

The company operates regular chain supermarkets, regular chain construction material supermarkets, and regular chain department stores that sell commonly used products, fruit, apparel, food, communication products, kitchenware, and cosmetics.

It is also involved in developing and leasing properties. The company was founded in 1952 and is headquartered in Shanghai, China.

Shanghai Friendship Group announced plans to invest RMB200 million to set up a joint venture with Bailian Group, with a 40 percent stake in the joint venture. The joint venture will be engaged in the financial business. Separately, the company announced plans to invest

RMB75 million to set up a joint venture with a Nanjing-based investment management company, with the company to hold a 75 percent stake in the joint venture. The joint venture will be engaged in retail business. The company also announced that it will set up a wholly owned subsidiary with a registered capital of RMB320 million, for the construction of a shopping centre project in Chuansha County, Pudong New District.

Siam Makro Public Co LtdSenior IT � ecutive: Chertchai Thirakul, IS DirectorS� e of IT Dept: 30Screens: 1,165Location: ThailandWe� ite: www.siammakro.co.th

T he principal business of Siam Makro is the operation of membership-

based Cash & Carry trade centres in Thailand. At the end of 2011, the company saw the total consolidated revenue figure of Baht99.67 billion (US$3.2 billion). Makro considers the use of IT as vital and fundamental to the company’s ability to

operate its business effectively. Its IT Department is proactive in defining measures and responses against corruption of its information systems through computer viruses or failure due to electricity-grid outages or natural disasters.

The widespread floods in 2011 proved to be a unique opportunity for IT to test and activate the company’s Business Continuity Management (BCM) Plan. Three Makro stores were affected while the sole Distribution Center in Wang Nol became inaccessible to suppliers and had to be closed temporarily.

Because of the well-defined BCM

plans that were readily available, Makro was able to take speedy, proactive and decisive actions to relocate key Head Office functions to a temporary alternative site and to identify alternative distribution hubs located at the larger Makro outlets from which other stores’ inventory replenishment was undertaken, ensuring uninterrupted customer services throughout the flood.

Following the flood Makro is undertaking strategic organisational improvement programs to achieve greater operational excellence through enhancement of internal business processes and IT systems.

Singer Thailand Public Co LtdSenior IT � ecutive: Nawaree Weerakul, IT DirectorS� e of IT Dept: 24Screens: 550Location: ThailandWe� ite: www.singerthai.co.th

S inger Corporation is a manufacturer of sewing machines first established in

the US in 1865. Singer Thailand Public Co Ltd, together with its subsidiaries, distributes sewing machines and electrical appliances to original equipment manufacturers in Thailand. Based in Bangkok, Thailand, the company

sells its Singer-branded products through cash or hire purchase. Direct sales are conducted by more than 5,000 Singer sales representatives from over 200 branches throughout Thailand. Singer Thailand distributes sewing machine products and also sells electrical home appliance products and audio and video products. In addition, the company sells products from other brands, including motorcycles, satellite dishes, and personal computer sets and notebook computers.

Singer Thailand uses an IFS Application as an ERP tool to manage its core business function. Many of the

modules in the IFS application have been customised for Singer Thailand. They include those for Accounting, Sales, Hire Purchase, Logistic, Inventory Control, Human Resource Planning, Service Centre, and Business Performance.

The IFS Application helps the company measure key performance indicators efficiently, producing faster results.

The Sales system has been installed in the company’s branches and will provide an effective branch management and control system by reducing manual management of documents management, and by improving data processing.

Shanghai Friendship Group operates regular chain supermarkets, regular chain construction material supermarkets, and regular chain department stores that sell commonly used products, fruit, apparel, food, communication products, kitchenware, and c metics.

46 MIS100 PROFILESCommercial

Toyota Motor Thailand Co LtdSenior IT � ecutive: Tomoji Furuta, Vice President, ITS� e of IT Dept: 80Screens: 5,030Location: Thailand We� ite: www.toyota.co.th

T oyota Motor Corp is a multinational automaker

headquartered in Aichi, Japan. It was founded in 1937 and employs more than 300,000 people worldwide. The company was the world’s largest automobile manufacturer in 2010 by production, and the ninth largest company in the world by revenue.

Toyota Motor Thailand is a subsidiary of Toyota Motor Corp, manufacturing and selling automobiles in Thailand. Founded in 1952, Toyota Motor Thailand is headquartered in Samut Prakarn, Thailand and celebrates its 50th anniversary this year. As of June 2012, it employs 13,500 people and has 122 official dealers and 345 showrooms in the country.

Toyota Motor Thailand has a production capacity of 550,000 vehicles per year and manufactures a number of Toyota models, including Prius, Corolla, Camry, Camry Hybrid, Vios, Yaris, Hilux, Fortuner, for the domestic market in Thailand and for exporting to countries worldwide.

With a large number of suppliers for its plants in Thailand, standardisation into a single business model was a means of lowering of operating costs for supporting procurement for all of Toyota’s manufacturing plants across the Asia-Pacific. As such, disparate financial

systems used by different manufacturing facilities were replaced with a centralised solution.

Toyota Motor Thailand has also outsourced its Supplier Communication Portal project to develop the SCP portal for communicating with their suppliers for Materials Order, Invoice, and Planning. This involved important skill sets including working knowledge of JSP/Servlet, EJB, IBM Websphere Application Server, Oracle, PL/SQL, IBM Websphere Studio Application Developer and ITEXT.

The Store Corporation BerhadSenior IT � ecutive: Choon Li Chin, Assistant Senior Manager, MISS� e of IT Dept: 20Screens: 275Location: MalaysiaWe� ite: www.tstore.com.my

T he Store Corporation Berhad is a leading operator of supermarkets,

departmental stores and hypermarkets in Malaysia. It is the largest supermarket and department store chain in the country and employs 15,000 people.

The Store Corporation is also the oldest existing supermarket cum departmental chain in Malaysia, having opened its first outlet in 1968.

The Store Corporation Berhad has been listed on Bursa Malaysia since 1994. It is the only Malaysian retailer with outlets established in every state of Peninsular Malaysia as well as in Sabah in East Malaysia.

Together with its subsidiaries, The Store Corporation owns 68

supermarkets and departmental stores, as well as seven hypermarkets.

These comprise 51 supermarkets and department stores operating in the name of “The Store” in Peninsular Malaysia, 17 supermarkets and department stores under Milimewa Superstore in Sabah, and seven hypermarkets under its wholly-owned subsidiary Pacific Hypermarket & Departmental Store.

Apart from its retail business, the group is also involved in the: provision

of strategic incentive marketing solutions and customers’ loyalty schemes to related companies; provision of IT and computer related services; import and distribution of souvenirs; and, trading in general goods.

In addition, the company engages in: property and investment holdings; the provision of management services; training and development activities; and, the management and operation of a bowling centre.

� e Store Corporation Berhad has been listed on Bursa Malaysia since 1994. It is the only Malaysian retailer with outlets established in every state of Peninsular Malaysia as well as in Sabah in East Malaysia...Together with its su� idiaries, � e Store Corporation owns 68 supermarkets and department stores, as well as seven h� ermarkets...� ese comprise 51 supermarkets and department stores operating in the name of “� e Store” in Peninsular Malaysia, 17 supermarkets and department stores under Milimewa Superstore in Sabah, and seven h� ermarkets under its wholly-owned su� idiary Pacifi c H� ermarket & Departmental Store.

Toyota Motor � ailand had a large number of suppliers for its plants in � ailand, and knew that it needed to put its procurement processes onto a single standardised business model. It did this recently in order to lower the operating c ts of supporting procurement for all of Toyota’s manufacturing plants acr s the Asia-Pacifi c region. As such, disparate fi nancial systems used by diff erent manufacturing facilities were replaced with a centralised solution...� e company also recently commissioned the development of its Supplier Communication Portal, which is meant to enable communication with suppliers, particularly on matters regarding materials ordering, invoicing, and planning.

“Worldwide IT spending is on pace to reach US$3.6 trillion in 2012, a three percent increase from [the] 2011 spending [figure] of US$3.5 trillion,” said a statement issued by Gartner, Inc.

with reference to its 2012 IT spending outlook report (which comes out of a collective of more than 200 of the research and consulting house’s business and technology analyst community working across the globe). And “in Asia Pacific, IT spending is forecasted to

reach US$674.3 billion, up 9.7 percent over 2011.”The Gartner analysts expect: global enterprise spending on public cloud services to grow from

US$91 billion in 2011 to US$109 billion in 2012, and to US$207 billion in 2016; and, worldwide IT services spending to hit the US$864 billion mark in 2012.

In the same statement to the press announcing this report, Gartner also noted that “the global telecom services market continues to be the largest IT spending market” and “telecom services

growth is expected to come not only from net connections, especially in emerging markets, but also in mature markets from the uptake of multiple connected devices, such as

media tablets, gaming and other consumer electronics devices.”Perhaps, next year’s index will feature more telecommunication services providers, which

only make up one-fifth of this category in the 2012 MIS 100. Turn the page to see for yourself.—F.Y. TENG

47MIS100 PROFILES

MIS100 PROFILESOthers48

Airports of Thailand Public Co LtdSenior IT � ecutive: Chakraphong Phong-punawit, Executive Vice President, Informa-tion and communication TechnologyLocation: ThailandWe� ite: www.airportthai.co.th

A s the leading airport operator in Thailand, Airports of Thailand’s

(AOT’s) principal activity is the management, operation and development of six international airports. For FY2011, AOT’s revenues added up to Baht28.6 billion (US$910 million). AOT believes that a well-established and strong

IT foundation, savvy human resource management and good organisational management are the keys to being a high-performance organisation.

Certainly, technology plays a fundamental role in ensuring the smooth operation of its airports.

It uses simulation programs for improving the efficiency of facilities management, and has an airport network that links the IT systems of its airports with its headquarters to ensure the speedy delivery of data.

AOT also uses a customer relationship management system that includes a customer database for

analytical purposes, to help in planning programs that increase customer involvement through proactive marketing activities suitable for each customer segment’s needs.

AOT intends to apply business intelligent technology in decision making as well as advanced technology in various aspects of management, such as personnel management and development, internal communications, performance monitoring and evaluation, economic value management (EVM), enterprise risk management (ERM), customer relation management (CRM) and marketing.

China Eastern AirlinesSenior IT � ecutive: Ma Xulun, PresidentLocation: ChinaWe� ite: en.ceair.com

H eadquartered in Shanghai, China Eastern Airlines is one of the three

largest major air transport companies in China with revenues of RMB82.403 billion for the FY2011 ending 31 Dec 2011. Its lines of business include: public air transportation, general aeronautical services, production and marketing of products (including free commodities) relating to air transportation, maintenance of air material and equipment, aviation

passengers and goods transit, ground agencies, airplane leasing, aerial training and consultation and other national marketing businesses.

For its 11th Five-Year Plan, China Eastern Group aims to implement a development plan centred on a hub strategy, establishing a central network operation with Shanghai at the center, and actively constructing waves of flight travel and improving the route network structure. In 2011, the Group enhanced its IT by focusing on management enhancement, product innovation and resource integration. The Group integrated a series of systems that belong to the

company and Shanghai Airlines, including operational control information systems, aircraft maintenance information systems, call centre and frequent flyer systems. China Eastern also set up a customer service management system and enabled personalised information dispatch at three access points, namely:departure centre, call centre and mobile cabin. It also completed the integration of the official websites of the company, Shanghai Airlines and China United Airlines, and expedited the construction of its overseas website. Currently, its global website covers North America, Australia, Europe and Asia Pacific.

ComfortDelGro Corp (Singapore) Senior IT � ecutive: Ng Tong Sing, Group Information OfficerLocation: Singapore HQ, global footprintWe� ite: www.comfortdelgro.com.sg

C omfortDelGro Corporation Limited is the world’s second-largest transport

company with a fleet of 46,200 vehicles. Headquartered in Singapore, Comfort-DelGro also has operations in China, the United Kingdom, Ireland, Australia, Vietnam and Malaysia. Currently, over-seas ventures account for 50 percent of the company’s S$3.41 billion revenue for the fiscal year ended 31 Dec 2011. The

Group intends to derive 70 percent of its total revenue from abroad in the next five years.The company owns several subsidi-aries worldwide: SBS Transit, one of the two bus operators in Singapore; VICOM Limited, a vehicle-inspection and testing-service provider; ComfortDelGro Driving Centre, a training centre for motorcars and motorcycle learners; Metroline (UK); Vinataxi (Vietnam); and other transport-related companies. It also has operations in Australia (Westbus Group, Holroyd Bus Lines, Toronto Bus Services and Kefford Group) and China.

In October 2011, ComfortDelGro launched a Near Field Communication

(NFC)-enabled option for its FastCall automated taxi booking services at over 400 locations across Singapore. This allows commuters to book a Comfort/CityCab taxi by simply dialing the FastCall hotline and entering a location PIN, or by SMSing the location PIN. This has enabled taxi commuters to simply tap their NFC-enabled phone on countertop booking displays at any of these locations to initiate a taxi booking via SMS.

COMPLETED PROJECTS: 1. Business Intelligence 2. Business Continuity Planning 3. Software-as-a-Service 4. Virtualisation

Others 49MIS100 PROFILES

Electricity Generating Authority of Thailand (EGAT)Senior IT � ecutive: Sahust Pratuknukul, Deputy GovernorLocation: ThailandWe� ite: www.egat.co.th/en/

T he state-owned Electricity Gener-ating Authority of Thailand (EGAT)

owns and manages the majority of Thailand’s electricity generation capac-ity, as well as the nation’s transmission network. EGAT presently builds, owns and operates several types and sizes of power plants across the country with a combined installed capacity of 13,617.10

MW, accounting for about 47.8 percent of the country’s 28,479.00 MW generat-ing capacity. EGAT also purchases electric power from private power companies and neighbouring countries.

ICT management has been developed as a key strategic objective in EGAT’s corporate plan (2010 - 2014) to support its operations. A five-year EGAT ICT master plan has been formulated and regularly reviewed to adapt to current situations.

EGAT has implemented an enterprise resource planning (ERP) system using SAP software to integrate and streamline its business and work process of all key

functions, such as financial management, human resource management, sales and distribution, plant maintenance and project management, etc. EGAT successfully started the go-live of its ERP system for the transactions of all 15 key functional systems in November 2009.

Recently, EGAT completed the building and installation of the Offsite Backup System and infrastructure, and the ERP disaster recovery testing was successfully completed in December 2010. The Backup System is situated away from EGAT’s Head Office, serving as a reserve system and infrastructure for EGAT ERP and other critical systems.

Jollibee Foods Corporation (Philippines)Senior IT � ecutive: Lauro C. Matias, VP - Corporate Information Management and CIOLocation: Philippines HQ, global footprintWe� ite: www.jollibee.com.ph

J ollibee Foods is a Filipino multinational chain of fast-food restaurants

headquartered in Pasig City, Philippines. It is the parent of Jollibee, the country’s leading fast-food chain brand with over 750 stores nationwide. Among its licensed brands are Chowking, Greenwich Pizza, Red Ribbon, Mang Inasal and Burger King

Philippines. Since its inception, JFC expanded significantly and to date, it has a total of 2,341 stores worldwide with a system wide retail sales totaling to 82.1 billion pesos for the fiscal year 2011.

In July, Jollibee utilised new technology called Near Field Communication (NFC) in the form of the happyplus card, the country’s first reloadable debit card, allowing purchases at its outlets without having to pay cash.

There are plans to expand the deployment of the system to provincial areas, with a target of an additional 600 stores in the next six months.

Going forward, there are plans to invest in mobile applications to allow customers to pay via mobile devices like smartphones.

In November 2011, Fastfood giant Jollibee launched an online payment service that has allowed the company’s online delivery website to accept and collect credit card payments online.

The payment facility was provided by AsiaPay, the company behind the PesoPay payment platform.

Malaysia AirlinesSenior IT � ecutive: Faridah Abdul Rahman, CIO Location: MalaysiaWe� ite: www.malaysiaairlines.com

M alaysia Airlines is the national carrier of Malaysia, and operates

flights from its home base, Kuala Lumpur International Airport and with a secondary hub at Kuching. Besides the airline, the group also has interests in aircraft maintenance, repair and overhaul (MRO), and aircraft handling. The airline is set to join oneworld, an airline alliance, by end 2012, had revenues of RM13.90 billion for

financial year 2011 ended 31 December 2011.

MAS views the use of technology as a contributor towards higher performance efficiency. The close cooperation amongst the business units and Group IT has enabled the successful delivery of major projects, specifically Flight Planning and Flight Following Upgrading, Crew Management System Phase 1 (Planning & Pairing Module), and the Integrated Security System Phase 2.

Moving forward, Operations Division will continue to review existing business processes and capitalise on

the latest available technology to align implementation of the Business Plan to ensure the viability of business operations, improve safety standards and enhance our service delivery.

The use of technology has enhanced Malaysia Airline’s recruitment process to enable candidates from overseas to be interviewed in a timely and cost-effective manner. The i-Recruitment solution has simplified the hiring processes by reducing the recruitment cycle time, while having the Employee Self Service (ESS) online has reduced the volume of paperwork and enhanced tracking processes.

COMPLETED PROJECTS 1. Online payments 2. NFC card technology


Metropolitan Waterworks AuthoritySenior IT � ecutive: Ulysh Makmaitree, Deputy Governor, Information TechnologyLocation: ThailandWe� ite: english.mwa.co.th/

T he Metropolitan Waterworks Author-ity is a Thai state enterprise which

produces and distributes water across Bangkok, Nonthaburi, Taksin, Sukhumuvit, and Lat Phrao regions. With revenues that totaled THB17,544.16 million for FY2011, it produced approximately 5 mil-lion cubic meters of water daily through 25,000 km of pipeline, and is today con-

sidered to be the world’s largest water utility.

The Metropolitan Waterworks Authority (MWA) has used information technology as an important tool to support its operations in all aspects to achieve its business goals. Sufficiency and efficiency are the priorities in the deployment of its IT systems. In the fiscal year 2011, MWA executed 17 strategic projects and 72 non-strategic projects according to the IT development policy.

MWA has achieved IT security management success, having been granted ISO 27001:2005 certification for its main computer centre and

back-up computer centre as well as for the communications network for the second consecutive year. A unified communications system was introduced to increase corporate communications efficiency, enabling MWA to expand the internal radio announcement system to cover the entire organisation. A digital signed system was also added, enabling the executives to easily communicate corporate policy to employees.

Another initiative was to improve the SAP ERP system to boost efficiency and streamline procedures, such as optimising computer programs to make them work faster and more effectively.

MTR Corporation LtdSenior IT � ecutive: Ted Suen, Head of Information TechnologyS� e of IT dept: 130Location: Hong KongWe� ite: www.mtr.com.hk

C arrying an average of 4 million pas-sengers every weekday, the MTR is

regarded as one of the world’s leading railways, with total revenue of HK$33,423 million for 2011. Besides operating the rail networks in Hong Kong Island, Kowloon and the New Territories, the company also operates the Airport Express, a dedicated high-speed link connecting to Hong Kong

International Airport and AsiaWorld-Expo.In terms of technology, MTR has

launched the mobile version of its Enterprise Information Portal, which provides information like staff directory and corporate publications to its internal users. It will also launch another mobile app called Material Testing System, for employees to file reports related to testing and approval of construction materials.

In 2011, MTR introduced MTR Mobile, as well as iPhone, iPad and Android applications for its passengers. These tools, MTR Journey Planner, MTR Next Train and MTR Tourist, help customers

to plan journeys and access information about stations, MTR Club, MTR shops, as well as landmarks and facilities en route.

Early this year, MTR launched the BYOD program, allowing staff with iOS or Android devices to access corporate emails. Currently there are no restrictions on application-access with device registered under BYOD program, but users disallowed from using “jailbreak” devices. There are about 1,600 people at the MTR Corp who are using devices registered under BYOD program, and the company is starting to install mobile-device management software at each client-device to better manage them.

Neptune Orient Lines LtdSenior IT � ecutive: Pauline Tan, Senior Vice President, Group ITS� e of IT Dept: 380Screens: More than 10,000Location: SingaporeWe� ite: www.nol.com.sgIT budget for this fi scal year: More than US$20 million

N OL is the largest shipping and transportation company listed

on the Singapore Exchange (SGX) with revenues of US$9.2 billion for FY2011. With over 11,000 staff across 104 countries, the Group transports over 2

million forty-foot equivalent units (FEU) worldwide.

NOL’s vision is “to be the best in the world at moving and managing containerized trade, providing a lifeline for the global economy”, and efficient and robust IT systems are central to fulfilling this vision. To remain lean and responsive, the Group has been progressively refining its operations, systems and processes. Significant progress has been made with REMODEL (Replacing and Modernizing Legacy Systems), a business-driven IT transformation programme that comprises 13 application suites.

A key project this year is the

customer relationship management system “GO!” aimed at optimising the overall client relationship management of front line staff, to enable them to function more effectively by integrating commercial processes between NOL clients and Sales, Customer Support and Marketing.

COMPLETED PROJECTS IN LAST 12 MONTHS 1. Business Intelligence 2. Cloud Computing 3. Data warehousing 4. Enterprise Content Management 5. IT Service Management 6. Service Oriented Architecture 7. Software-as-a-Service 8. Web 2.0 & CRM


Orient Overseas Container Line LtdSenior IT � ecutive: Steve Siu, Chief Information OfficerS� e of IT dept: 800Screens: 5001 – 7000Location: Hong KongWe� ite: www.oocl.comIT budget: More than US$20 million

O OCL Logistics Ltd. is a wholly-owned subsidiary of Hong Kong Stock

Exchange listed Orient Overseas (Inter-national) Limited. As an international supply-chain management and logistics service provider, OOCL has a network

of 98 offices in 31 countries in North America, Europe and Asia. OOCL Logistics offers a comprehensive set of physical, information and management solutions to serve the diverse supply chain needs of customers around the world, and provides a full range of logistics and distribution services throughout China.

The group turnover increased by 7 percent to US$3,122 million for FY2012, ended 31 June 2012.

A key IT project in the past year is Transportation Network Resources Analytics, which enables the organisation to analyse and manage transportation services resources usage and be able

to take opportunities to achieve better customer services and yield. The target to improve resources utilisation to achieve better yield and to provide better customer services.

Philippine Long Distance Telephone CoSenior IT � ecutive: Wilma Cruz, Group Head, IT DepartmentLocation: PhilippinesWe� ite: www.pldt.com.ph

A s the leading telecommunica-tions provider in the Philippines,

the Philippine Long Distance Telephone Company (PLDT) saw a consolidated core net income of Php39.0 billion (US$930 million) for the year ended 2011. Organ-ised into three principal business groups – fixed line, wireless, and ICT – PLDT has Philippines’ most extensive fibre optic

backbone and fixed line, cellular and satel-lite networks. Currently, it has a cellular subscriber base of 63.7 million, broadband subscribers of 2.9 million, and fixed line subscribers at over 2.2 million.

This year, PLDT conducted a technology refreshment and group-wide optimisation of its IT systems and platforms for customer relations management (CRM), operations support, billing support, business intelligence, enterprise resources and settlements.

PLDT also accelerated the Php67.1 billion (US$1.6 billion) modernisation program of its fixed and mobile networks. PLDT will have a 4G-ready mobile phone

network and a fixed line infrastructure that delivers ultra-fast fiber-to-the-home (FTTH) broadband services on top of DSL internet services and high-quality voice as well by this year. PLDT is also reconfiguring its organisation to address key market segments, and introduce new IP multimedia services and solutions to complement its enhanced mainstream services such as voice and text.

Pos Malaysia BerhadSenior IT � ecutive: Radin Asrul Adza, Chief Information OfficerLocation: MalaysiaWe� ite: www.pos.com.my

P os Malaysia Berhad is the exclusive provider of mail services in Malaysia.

With revenue of RM1.48 billion (US$480 million) for the 15 months ended March 31 2012, Pos plans to diversify its income stream to reduce its dependency on the mailing business and shift into high growth areas, like the digital business.

PosMel, a subsidiary that provides providing day-to-day mailing services

to both the general public and retail customers, aims to improve services within bulk mail operations and international mail processes with the help of technology. The Bulk Mail Revenue Protection (MaRS) System was developed to enhance the performance of bulk mail operations. MaRS is a web-based integrated system for mail acceptance and quality checking which is accessible by bulk mail customers from their premises. This integrated system allows the bulk mailers to create their own posting dockets and documentation via the Internet before executing counter transactions at any of the 28 mail

processing centres (MPCs) in the country and the National Mail & Parcel Hub (NMPH). MaRS is expected to reduce customer waiting time at MPCs.

As for international operations, the newly upgraded International Postal System (IPS) infrastructure has improved the quality of services for Express Mail Service (EMS) and international letters and parcels, mainly in the tracking and tracing of items.

On the whole, the new IPS will provide a more accurate reporting system to serve international customers. Pos also intends to build on its existing digital business.

COMPLETED PROJECTS IN THE PAST 12 MONTHS 1. Business Intelligence 2. Business Continuity Planning 3. Enterprise Content Management 4. ERP 5. Green IT 6. Information Security & Risk Management 7. IT Service Management 8. Knowledge Management 9. Outsourcing 10. Service Oriented Architecture 11. Software-as-a-Service 12. Unified Communications 13. Virtualisation 14. Web 2.0 & CRM

COMPLETED PROJECTS IN THE PAST 12 MONTHS 1. Billing 2. Business intelligence, 3. Customer Relationship Management 4. ERP 5. Network Upgrading 6. Operations


Singapore AirlinesSenior IT � ecutive: Foong Swee Hoon, Divisional Vice President, IT ServicesLocation: Singapore (HQ), Global footprintWe� ite: www.singaporeair.com

S ingapore Airlines (SIA) has built a reputation as an innovative airline

that combines a quality product with service excellence. With revenues of S$14.8 billion for FY 2011, which ended March 2012, SIA has a route network extending to 63 destinations in 35 countries, serving Asia, Europe, North America, the Middle East, the South West Pacific, and Africa.

Excellence in customer service has been the cornerstone of SIA’s success, which has given it a reputation of introducing industry-leading innovations that result in superb inflight service. For instance, in 2007, SIA unveiled the new KrisWorld based on Red Hat Enterprise Linux. This featured a new interface, more programming, Audio/Video on Demand as standard. On top of the new features available, first-class passengers get a 23-inch LCD PTV; 15-inch PTV in Business Class and a 10.6-inch PTV in Economy Class – all widescreen.

The transition to a new reservations system was a key IT project for Singapore

Airlines and SilkAir that occurred in July 2012.

In Sep 2011, Singapore Airlines announced that the advance selection of Economy Class seats on SIA-operated flights is now available through all booking channels. Previously, the ability to perform specific seat selection in Economy Class was only available to customers who booked their flights via the Singapore Airlines website, while only generic seat requests were available for bookings made through travel agents, other airlines or SIA Reservations & Ticketing offices and call centres.

Singapore Telecommunications LtdSenior IT � ecutive: Wu Choy PengLocation: SingaporeWe� ite: www.singtel.com

A s one of the largest mobile network operators in the world, Singapore

Telecommunications Ltd (SingTel) has a combined mobile subscriber base of 445 million in over 20 countries, as at 31 March 2012. With its aggressive expan-sion outside of its home market of Singa-pore, SingTel now has 23,000 employees, with revenues of S$18.83 billion for the financial year ended 31 March 2012, and

is structured along three key businesses: Group Consumer, Group Digital L!fe and Group ICT.

Given that the telco industry is a rapidly changing one that is subject to many forces, SingTel’s commitment is to enhancing its infrastructure to deliver the best customer experience. Another area of focus is on tighter integration across Singapore, Australia and with the regional mobile associates in networks and IT, in order to capture scale benefits from the Group’s operations in diverse geographies. In FY2012, SingTel upgraded its network with Long Term Evolution (LTE) technology or 4G in Singapore. This

makes SingTel the first and currently the only consumer LTE service provider in Singapore, with plans of nationwide coverage by early 2013. Optus extended and enhanced its 3G coverage with the commencement of a spectrum migration programme and started offering 4G connectivity in the Newcastle region of New South Wales. SingTel and Optus have introduced the Mobility Device Manager (MDM) to manage various mobile devices to ensure data security via a web-based portal.

Sunway BerhadSenior IT � ecutive: Cheah Kok Hoong, Chief Information OfficerS� e of IT Dept: 250Screens: 3,001-5,000Location: MalaysiaWe� ite: www.sunway.com.myIT budget for this fi scal year: US$11 million - US$15 million

S unway Group has thrived to become one of Malaysia’s leading property-

construction groups, with established businesses in more than 40 locations worldwide. Best known for its 800-acre Sunway Integrated Resort City that is

located 20 minutes from Kuala Lumpur, its revenues hit RM 3.7 billion (US$1.19 billion) at end 2011, a figure 19% higher than the previous year.

Sunway’s corporate strategy is to be the leading regional property and construction group, and its IT strategy takes its cue from there, with the role of delivering strategic competitive advantage to the business. Sunway expects that when IT and business strategies align, the right IT initiatives will grow and change the business, resulting in better business efficiencies.

Recently, Sunway has been working on developing a Virtual Design

and Construction (VDC) platform, an integrated approach of managing design and construction using digital information models. The goal is to improve productivity through real-time information exchange and upfront collaboration among project stakeholders.

With VDC, Sunway aims to improve its internal processes and exploit the full integration benefits enabled by the merger.

COMPLETED PROJECTS IN THE PAST 12 MONTHS 1. Network upgrading 2. Mobile Device Manager

PROJECTS COMPLETED IN THE LAST 12 MONTHS: 1. Business Intelligence 2. ERP 3. Software-as-a Service 4. Virtualisation


Tenaga Nasional BerhadSenior IT � ecutive: Kamaruddin Mahmood, Chief Information OfficerS� e of IT Dept: 685Screens: more than 10,000Location: MalaysiaWe� ite: www.tnb.com.myIT budget for this fi scal year: More than US$20 million

T enaga Nasional Berhad (TNB) is the largest electricity utility in Malaysia

with RM32.2 billion (US$10.37billion) in revenues for FY ended Aug 2011, and almost RM73 billion in assets. The Com-pany is listed on the main board of Bursa

Malaysia and employs more than 31,000 people Group-wide to serve an estimated 8.08 million customers in Peninsular Malaysia, Sabah and Labuan. TNB’s core businesses are in the generation, trans-mission and distribution of electricity.

As TNB prepares to operate in an increasingly competitive environment, which requires the organisation to improve its operational excellence, it intends to leverage IT to play a more proactive role as a change agent for the organisation. IT will need to work more closely with the business users to improve the business critical processes, affording the opportunity to introduce

best practices to the business. TNB embarked on the ICT Supply

Chain Management Framework project in July 2011 where IT is an enabler to support best practices in procurement processes, policy monitoring and process compliance. This project will allow TNB to better manage vendor development programs, giving holistic visibility and control of suppliers, as awell as its procurement spending.

Thai Airways International Public Co LtdSenior IT � ecutive: Jirawan Chiasakul, CIO & VP, Information Technology Services DepartmentLocation: ThailandWe� ite: www.thaiairways.com

A s the national carrier of Thailand and its largest airline, Thai Airways

operates domestic, regional and inter-continental flights from its home base in Bangkok to key destinations around the world and within Thailand. With revenues of THB 194.3 billion for the fiscal year ended Dec 2011, Thai Airways is also one

of the five founding members of the Star Alliance.

The company is in the process of implementing a SAP ERP system to enable greater efficiency in obtaining real-time information to improve the management’s decision-making ability. The aim is to enable the integration of company-wide information leading to the development of a comprehensive MIS system.

The pilot project is installed in the Finance and Accounting Department as it forms the backbone for the information link with all other business functions of the company.

The SAP master plan has three phases of implementation: the first phase to stabilise the foundation, the second to extend the solution, and the last is the optimisation of the business. January 2011 saw the launch of stage 1 of the implementation phase encompassing the installation of the SAP system in the Finance and Accounting Department, encompassing the procurement and inventory management processes. The business blueprint was completed in Dec 2011, and was under the realisation process, including training and responsibilities for the SAP system, which is expected to be launched in June 2012.

The Hong Kong Jockey ClubSenior IT � ecutive: Sunny Lee, Executive Director, Information TechnologyS� e of IT dept: 557Screens: More than 10,000Location: Hong Kong and mainland ChinaWe� ite: www.hkjc.com

T he Hong Kong Jockey Club is one of the oldest institutions in Hong

Kong, founded in 1884 to promote horse racing. This non-profit organisation is the largest taxpayer in Hong Kong, as well as the largest private donor of charity funds, contributing an average of over HK$1 bil-lion (approximately US$130 million) annu-

ally over the past ten years. Horse racing is its key source of revenue, with turnover growing 14.3% to HK$81.92 billion for fis-cal year ending 30 June 2011.

The Club’s corporate strategic focus is to be a customer-centric organisation, to better understand and address customer needs and respond to the market demands. The IT division is a key enabler for business operations and strategic projects, playing an important role in enhancing the delivery of products and services to internal and external customers. In the past year, the Interactive Best for U (IBU) Interactive Racing Table was one of several initiatives

the Club is making to transform the trackside racing experience for the enjoyment of the younger generation. Debuting at the Club’s Adrenaline Bar and Lounge at the Happy Valley race course in April 2012, the IBU utilises a mix of technology, user-interface design and industrial design to create a seamless and social racing experience for racing fans.

PROJECTS COMPLETED IN THE LAST 12 MONTHS: 1. Business Intelligence 2. Knowledge Management 3. Outsourcing (ongoing) 4. Service Oriented Architecture (ongoing) 5. Virtualisation

COMPLETED PROJECTS IN THE PAST 12 MONTHS 1. Business Intelligence 2. Enterprise Content Management 3. Green IT 4. Information Security & Risk Management 5. IT Service Management 6. Virtualisation 7. Enterprise Network Upgrade

54 MIS100 PROFILESOthers

Total Access Communication Public Co LtdSenior IT � ecutive: Khalid Shehzad, Chief Technology Officer Location: ThailandWe� ite: dtac.co.th

T otal Access Communication, operating under the “dtac” brand,

was founded in August 1989 to provide wireless telecommunication service in 800 Mhz and 1800 Mhz frequency bands in Thailand under a 27-year “Built-Transfer-Operate” concession granted by CAT Telecom Public Company Limited. The total revenue for dtac in 2011 was THB 79.3 billion, an increase of 9.6% from THB 72.4 billion in 2010.

In August 2011, dtac launched its 3G HSPA service on 850 MHz, which provides customers with high speed internet at the maximum speed of 42 Mbps. Furthermore, as a part of cost efficiency driving program, some of dtac’s core network and radio network elements had also been modernised into

newer generation equipment, which has lower power consumption and requires smaller footprint. This initiative rendered long-term cost savings on various operation expenses such as electricity, floor space expenses, and maintenance fees.

Moving into 2012, dtac has embarked on an ambitious network upgrade to replace all existing network

components with the latest equipment available on the market. This is part of its effort to drive for optimum cost efficiency and best quality services with the total network swap program where almost all of active network elements, starting from base stations, transport network, core network elements as well as service platforms, will be replaced with the latest technology available.

TOT Public CoSenior IT � ecutive: Nopparat Maythaveekulchai, Executive Vice PresidentLocation: ThailandWe� ite: www.tot.co.th

T he state-owned TOT Public Company Limited operates as a

telecommunication service provider in Thailand, providing domestic fixed line, public telephone, international telephone, data communications, broadband and multimedia, wireless communication, and network connection services.

TOT’s strategy is to maintain service quality and network availability to meet international standards, and to enhance customer satisfaction.

In the IT space, TOT is implementing new systems for billing, payment collection, and customer relations in order to make its communication with customers more effective. In addition, there is a plan to develop its computer system for in-house services within TOT

so that internal communication may be improved.

In 2011, TOT upgraded the ADSL broadband to FTTH (Fiber to the Home) enabling end-network connections at the subscriber’s home. It also replaced the existing PSTN exchange, which has been used for more than 20 years and is now old and requires frequent and expensive maintenance, with NGN.

Its strategy for 2010-2013 is to place greater emphasis on increasing income

from new products and services as well as on enhancing the growth of broadband and multimedia services. It encourages the Next Generation Network (NGN) and the development of the 3G network as well as reducing operational costs and management of investments, boosting the efficiency of joint venture contract management, and driving change in corporate culture and improvements in building sustainable customer satisfaction.

TOT is implementing new systems for billing, payment collection, and customer relations in order to make its communication with customers more eff ective. In addition, there is a plan to develop its computer system for in-house services within TOT so that internal communication may be improved. In 2011, TOT upgraded the ADSL broadband to FTTH (� ber to the Home) enabling end-network connections at the su� criber’s home. It also replaced the � isting PSTN � change, which has been used for more than 20 years and is now old and requires frequent and � pensive maintenance, with NGN. Its strategy for 2010-2013 is to place greater emphasis on increasing income from new products and services as well as on enhancing the growth of broadband and multimedia services.

In August 2011, dtac launched its 3G HSPA service on 850 MHz, which provides customers with high speed internet at the m� imum speed of 42 Mbps. Furthermore, as a part of c t effi ciency driving program, some of dtac’s core network and radio network elements had also been modernised into newer generation equipment, which has lower power consumption and requires smaller footprint. � is initiative rendered long-term c t savings on various operation � penses such as electricity, fl oor space � penses, and maintenance fees. Moving into 2012, dtac has embarked on an ambitious network upgrade to replace all � isting network components with the latest equipment available on the market. � is is part of its eff ort to drive for optimum c t effi ciency and best quality services with the total network swap program where alm t all of active network elements

CIO Summit 201255


BY JACK LOO

F airfax Business Media (the publisher of this magazine MIS Asia, CIO Asia,

Computerworld Singapore and Computer-world Malaysia) and IT industry analyst firm IDC Asia/Pacific co-produced their first ever CIO Summit on August 2, 2012 at the Marina Mandarin Singapore. The Summit drew more than 200 of Asia’s top information and communication technology (ICT) and business executives, who came from every single sector in the region’s economies–ranging from banking and finance, government and defence, health and community services, manufac-turing, transport and warehousing, whole-sale and retail trading, to mining, utilities and waste management, construction and engineering, education and real estate–and whose overall ICT budgets for 2013 ran upwards of US$50 mil-lion (39.4 percent of delegates said their budgets ran from US$1 million to US$9.9 million, 14.6 percent said US$10 million-US$24.9 million, and 10.2 percent said US$50 million and above).

T.C. Seow, Editor of CIO Asia, started off the proceedings of the day with a welcome speech. He then made way for the first speaker of the day, Sandra Ng, Group Vice President-ICT Practice, IDC Asia Pacific.

Gen Y and Z: Tech SpearheadsIn emerging markets like Thailand, Viet-nam and Indonesia, members of Gen Y and Z, coined for people who were born in or after 1980, are spearheading the adop-tion of social networking and collaborative tools, according to Sandra Ng, Group Vice President-ICT Practice, IDC Asia Pacific.

The populations within these emerging markets are dominated by a young middle class population.

This means that they practically grew up accessing technology that is mainly cloud-based and “they can’t tell the difference whether it’s cloud or not, and simply do not care,” said Ng.

Meanwhile, on the enterprise IT side, the Bring Your Own Device (BYOD) trend is still in its infancy, with many CIOs still looking at how to smoothly incorporate different and multiple mobile devices into their infrastructures.

“Media tablets and smart phones are used as consumption tools while PCs are creation tools. Both will co-exist for a while,” said Ng.

The rapid rate of urbanisation in the emerging markets is likely to drive

the adoption of IPv6 networks and machine-to-machine interfaces. “From a foreign telco perspective, it is about providing consulting and design services in a building and managing a connected community, as well as an online/app marketplace,” said Ng.

And in the enterprise IT customer space, the dynamics of technology purchasing from emerging markets can be quite different from their counterparts in developed economies. “For one, they prefer packaged deals as opposed to itemised pricing. They believe in bulk purchases as such deals are expected to deliver broader support, giving them better pricing,” said Ng.

A New Beginning

BREAKFAST BRIEFING

BIG DATA AND THE CLOUDFaced with some one million records gathered from multiple sources in

both structured and unstructured formats, such as images, videos, and documents, Thailand’s Department of Special Investigation (DSI) was looking for ways to make its investigation processes more efficient.

Investigators found it difficult to mine through the data, and the results ended being too broad with unclear targets. They would have had to spend time and resources to visit the actual crime scenes for their work.

Each case can take up to two years for the Department to process, according to APAC Application Platform Marketing Director at Microsoft APAC, Jack Tang, who was speaking at the CIO Summit 2012 Breakfast Briefing.

DSI then implemented Microsoft Big Data set of tools to improve the workflow, Tang said. The solution includes Microsoft SQL Server 2012 Enterprise data management software, which DSI relies on for importing and analyzing huge volumes of structured and unstructured data from multiple sources. DSI also used Microsoft SQL Server 2012 Power View, an interactive data visualization and exploration tool found in Microsoft SharePoint Server 2010.

The result is that “DSI has cut investigation time from two years to 15 days,” said Tang.Co-presenter Arun Ulagaratchagan, General Manager, Server & Tools Business,

Microsoft APAC, gave the audience a close look at Microsoft’s Cloud OS framework.The initiative is built around Windows Server 2012 and Azure. Windows Server can

manage the physical resources, including pulling them together from a pool of whatever resources are available—in traditional data centres, private clouds and public clouds. For its part, Azure, with its new ability to support virtual machines, becomes a provider for both infrastructure-as-a-service and platform-as-a-service. Azure shifts entire virtual machines in and out of the cloud under the control of Windows Server 2012. —JACK LOO

56

Ng also highlighted four technology “pillars” that are likely to shape the region’s enterprise IT landscape in 2013.

1) THE CLOUD Cloud computing, where automation is likely to become the

number one driver for cloud adoption in the region. But IT leaders will have to deal with challenges such as replacing legacy platforms, as well as handling security and compliance issues.

2) MOBILITY In a company, mobile workers will take up some 40 per-

cent of the workforce, making enterprise mobility a must-have IT spending.

3) SOCIAL MEDIA For the third “pil-lar”, the rising use of social media

platforms will see more than 50 percent of the region’s companies adopting a social business strategy and further adoption of customer analytics.

4) BIG DATA Big data offers a chance for businesses to know their

customers better. “By 2015, 90 percent of organisations will analyse some form of big data,” said Ng.

Big Data, Security, TransformationNext to take the stage was KR Sanjiv, Sen-ior Vice President and Global Head, Analyt-

ics and Information Management, Wipro, who started talking about how a single engine from a passenger airline can generate more than 10TB of data every 30 min-utes. In the past, he said, this data

was deleted at the end of each flight. “How would you feel if you knew that your airline was instead using this data to proactively monitor the health of its engines and replacing them before failure?” asked

“Data is growing in volumes, variety and velocity. Ten years back, 1TB was considered to be a huge threshold to cross. Now, there are data warehouses that house hundreds of TB worth of data,” said Sanjiv.

In a case study of a customer from the media industry, Wipro implemented statistical models for processing device and log data to identify patterns and build recommendation engines. The client

then saw a lift of over 16 percent in revenues on pay-per-view platform through optimal ad placements and reduction in customer churn from 1.7 percent to 0.2 percent.

Given the power of data and analytics and its impact in transforming business, data should be treated as a corporate asset on par with other assets in an organisation, added Sanjiv.

However, one major key to the success of a big data project is to identify the business case that can provide quantum business value to the organisation that adopts it, said Sanjiv.

CIMB Group IT team shares best practices in managementDevabalan Theyventheran, Director-Transformation Office and Business Process Development, CIMB Group came after Sanjiv.

An IT project is considered a success only if it delivers on the business case, Theyventheran said, who went on to talk about his IT division’s habits and practices. “Being on-time for the project and on-budget delivery are just hygiene factors,” said Theyventheran. Also, one important habit to have is to always place risk management on the agenda, he added.

The CIMB Group has more than 40,000 staff serving more than 12 million customers via 1,115 branches throughout the ASEAN region.

Theyventheran then told the audience how he never listens to consultants and analysts for answers, but “listen to them for inputs.”

Keeping true to his organisation’s enterprise architecture is more important than being seduced by new technology or products. He explained that even if a system is new and popular in the market, it does not mean he has to adopt it.

Theyventheran then touched on the need for IT leaders to be change drivers in their organisations. “If you bring in change, you can drive the agenda. Or else the market will drive you,” he said.

Diversity in the workplace is an area

Sandra Ng, Group Vice President-ICT Practice, IDC Asia Pacific

KR Sanjiv, Senior Vice President and Global Head, Analytics and Information Management, Wipro

THE CLOSER

THE CFO—FRIEND OR FOE?CIO Summit 2012 drew to a close

with the final presentation by Cort Isernhagen, Vice President, IDC’s Industry Insights-Interna-tional.

In his presentation, Cort Isernhagen, vice president, IDC’s Industry Insights-International,

shared the latest research from IDC’s CFO research and advised CIOs how to make a successful pitch to the CFO. After all, increasingly, CIOs are experiencing a change in reporting structures from the CEO to the CFO. More than 30 percent of CIOs report to CFOs and this number is only set to rise, he said.

Isernhagen started off his talk with the contemporary global macroeconomic landscape. The situation is grim in the US and Greece, he said. There is 25 percent unemployment in Spain. He posed the question: Is the worst decade worsening?

Then he moved on to his research findings. There are a couple of concerns that are top of the mind for CFOs in the next six months: rising cost of raw material and staff; market uncertainty; and limited access to cash.

Given the scenario, 40 percent of CIOs are taking action, he said. They are taking the following steps: Consolidating suppliers Increasing credit lines Leasing instead of buying Outsourcing non-core business

functionsClearly, the message from this for the

CIO is that the ability to invest (in new equipment/technology) will be impacted. Besides this, CFOs are looking to increase cash reserves and cut down expenses. Isernhagen said that 75 percent of CFOs plan to adjust the budget downwards.

To everyone’s relief, Isernhagen said his research showed that even though retrenchment is on the cards, the IT department is safe. —ZAFAR ANJUM

Cort Isernhagen, Vice President, IDC’s Industry Insights-International

CIO Summit 2012 57

PANEL DISCUSSION

INNOVATE ON PROCESSESOne of the highlights of the CIO Summit held early last

August was the panel discussion run by Teng Fang Yih, Editor of MIS Asia. Delving into the important elements that go into “Building a Successful IS Organisation” were: Justin Lim, Vice President and CIO of Singapore-based STATS ChipPAC Ltd; Wu Choy Peng, Group CIO of Neptune Orient Lines Ltd; Steve Lee Hee Kwang, CIO and Senior Vice President (Technology) of the Changi Airport Group in Singapore; Kuai Ser Leng, CIO of Singapore Prisons Service; and, Devabalan Tehyventheran,

Head, Transformation Office & Business Process Development at the CIMB Group. Are there sure-fire ways to ICT project success? DEVABALAN Success is based a lot of time on planning, and setting strategic directions upfront. Having the right people on the project team is also important, and we benchmark projects against timeliness, costs and other factors. Close scrutiny along the way is also important. KUAI In any project, there are risks. What’s important is to have good ownership from users, and good understanding from the team and users, and how to meet business objectives. User, budget and time constraints should be taken into consideration and managed well in order to ensure success. LEE Make sure you have the right support, and that it’s a strategic project. Then everything should be much easier than to choose a wrong project. WU Project management is really trench warfare; you could have done all the planning and covered all the bases, but the budget has to be managed closely. If you just monitor and track progress, projects may go wrong suddenly and unnoticed. Another aspect is that, experience is undervalued. Very experienced team members often can spot patterns, based on many years of doing many projects—which sort of sharpen the instinct of the project manager. Experience counts, especially in projects that require many moving parts. As CIOs, do not underestimate the value of the very deep and broad experience of the key people on your project team both business and IT. LIM I just want to add that one very key factor in project success is for the project manager and team to make sure whatever they’re planning to do, they do not allow project scope to creep—keep within budget and scope.When do you consider a technology development or trend serious enough for your own organisation? LIM We all face pressure from CEOs and top executives who read about emerging trends or new technology and question why not for your own orgs. I face the same issues and challenges from management. Basically, I have analyse and evaluate to see how that would benefit the organisation. It’s back to business justification and alignment. Sometimes, we may not be at the

stage of maturity to adopt it. It’s how to manage the organisation and expectation of management. Take for example, BYOD (bring your own device). We went through the technology review and found what users really want is the ability to read email and to be able to respond anywhere and anytime they can, not the heavy, transactional applications. LEE The risk is to jump into [a new piece of technology] and gets into all kinds of trouble. You’d have to ask: “What kind of business are you?” Mobility is a key thing for Changi Airport to meet, since that is major business driver. Next is to decide whether you’re a leader or fast follower for this technology. And therefore, you’re constantly on the lookout; making sure your [IT] architecture is in place, and actively looking out for new capabilities. If you decide you don’t need to be a fast follower, then a different strategy applies. If you can figure this out, your job will be easier. DEVABALAN My CEO went to the US, got an iPad and started sending email from it. So there’s pressure from the top to enable email access via iPads, and other mobile devices. In that sense, it was easier [for CIMB]. From the other perspective, about bringing new ideas, this is very pragmatic. Some ideas come from the business [unit], some from [operations and technology group]. If it’s from ops and tech, usually the buying-in is very difficult. We try to influence the business that the idea came from business side rather than from ops and tech. We started this ‘community of practice’ to get business side involved, sell them the ideas, get them to own the ideas, and then when it comes to execution it becomes easier. KUAI It’s very different for our organisation. Take for example cloud computing: we’re interested but cautious because of the nature of our information. Personally, in getting business to embrace or adopt new technology, I have a lot of personal lunches with [business executives]. Business and IT alignment is very important. Going from the informal front, getting them to buy the idea and then sell the idea to management is one way to solve such challenges. WU My attitude is, as CIOs, we have to be very in tune with technology and industry development. But I find it kind of odd to say when a [piece of] technology is ready for deployment because it’s driven by business needs. I can’t say “cloud is ready, so let’s move in”. That doesn’t ring a bell with business. Most technological developments allow us to do a few things: one, allow us to do things faster, cheaper, better; if you’re very in tune with technological development and with business requirements there’re always opportunities to bring those technologies into the organisation—not because they’re ready for deployment but they bring tremendous benefit. There are also other areas where technology allows you to do things you’ve never done before. Those tend to be more leading edge, more experimental. But if it is ready for deployment, it’s already mainstream—then your business gets very little competitive advantage by adopting mainstream, but you may be a leading fast follower. In short, I think it depends on the class of problems you’re facing. —T.C. SEOW

Wu Choy Peng, Group CIO of Neptune Orient Lines Ltd

Kuai Ser Leng, CIO of Singapore Prisons Service

Teng Fang Yih, Editor of MIS Asia

58

The Hyperconnected WorldAlex Caro, CTO (Asia Pacific & Japan) of Akamai Technologies, took the stage to talk about challenges and threats to application user experience in the hyperconnected world. With the immi-nent worldwide rollout of IPv6, that global connectedness will bring unprecedented growth in connected devices. In fact, according to surveys, there are an average

of 10 devices connected per person, creating a lot of interaction and a lot of e-commerce. “Hypergrowth is happening,” said Caro. “We need to worry about a lot more things: employee demands, and customers demanding from various channels. Internet isn’t making it easier. It’s simple on the outside: simple addressability.” However, in making that user experience good, things may not be so simple. Unfor-tunately, the Internet doesn’t have a com-mon service standard so user experience differs — affected by different software and hardware performances.

Internet security is also another key concern, said Caro. “There’s very little political will to resolve that, even inside enterprise, besides governments.”

Business App OptimisationKoh Eng Kiong, Regional Director, ASEAN of Compuware, gave a talk on how organisations could take advantage of robust solutions to optimise their business applications. According to Koh, application performance management is a top priority for most IT organisations as apps become more distributed, mobile and dynamic. When asked how best to start up application performance management, he said: “IT spends a lot of time [building apps] yet not enough time to implement them. When the business apps go to production, do you actually know who the users are? What are they looking for, or what are they struggling with? Can a caching mechanism help?”

Koh added that many IT executives possess the technical knowhow, but not the businesspeople. The real users, i.e. the businesspeople, might not be able to tell if an app is too complex to use or too slow in performance, or whether bandwidth should be increased to overcome app latency. Application performance management attempts to resolve these issues so that both IT and business users remain on the same page in maximising the apps deployed. —T.C. SEOW

that companies should embrace, said Theyventheran. CIMB Group’s 40,000 employees are of more than 30 different nationalities. Diversity in thinking and ideas combined with a healthy culture of openness and debate brings about creative products and solutions, he added.

More Benefi ts, More � reatsKelly Brazil, director, systems engineering APAC, Palo Alto Networks, was up next, and he started his presentation by talking about how as technology becomes faster and better, it brings about more threats to enterprise environments.

Internet-based communication

tools offer convenience, but it means that malware can be easily spread to unsuspecting users. While cloud computing models are distributed, resilient and cheap, vital networks can be easily be taken over by botnets, said Brazil.

One of the reasons that applications

THOUGHT LEADERSHIP BREAKOUT 1

CONVERGED, HYPERCONNECTED, OPTIMISED

This session saw presentations by executives from Fuji Xerox, Dell, Akamai Technologies and Compuware.

Tablets and Documents The first breakout kicked off with a discussion–initiated by Willie Lim, Senior Manager, Go Green Evangelist, Technology and Solutions, Fuji Xerox Singapore–about what the invasion of the enterprise by tablet PCs is doing to age-old approaches to document management. Lim talked the delegates through the various ways that certain organisations today are dealing with this specific problem successfully—

empowering their business users, even as they secure their infrastructures and information stores.

The Case for Converged InfrastructureRaju Chellam, Head of Cloud Practice (South Asia & Korea) at Dell, made the case for converged infrastructure, especially for the need to ascertain server capacity optimisation—not just from the long-term cost point of view, but from how best organisations can take advantage of innovations in server architecture, network bandwidth optimisation, and storage solutions. He concluded his talk by emphasising the need for organisations to build a cloud-ready datacentre by ensuring that legacy systems remain in service while maintaining performance through dashboard-based monitoring.

On being questioned how the converged infrastructure (CI) could enhance security and governance, since it touches on cloud architecture, Raju clarified that CI has nothing to do with cloud, but where “they converge is in the infrastructure,” he said. In the operating environment, there is no full security. In any plan for disaster recovery, one area is the backend where firewalls are put in place to prevent intrusion, while policies are put in place to ensure proper usage. “Policy is the most vulnerable piece,” he added. “According to surveys, 66 percent of attacks happened because employees did something they shouldn’t have.”

Raju Chellam, Head of Cloud Practice (South Asia & Korea), Dell

Alex Caro, CTO (Asia Pacific & Japan) of Akamai Technologies

Willie Lim, Senior Manager, Go Green Evangelist, Technology and Solutions, Fuji Xerox Singapore

Koh Eng Kiong, Regional Director, ASEAN of Compuware

CIO Summit 2012 59

THOUGHT LEADERSHIP BREAKOUT 2

ANALYTICS, TRANSFORMATION, EVENTSIn session 2, the first presentation was made by Amos Tios, General Manager

of Toughbook Asia Pacific Group, Panasonic. Tios started his presentation by saying that today, IT departments are being asked to do more with less and the ROI (return on investment) factor clinches all arguments. Keeping that in mind, he said that it is important that enterprises understand the true cost of devices. According to a research, the purchase price of any device is only 30 percent of the total cost. The rest (70 percent) is the lifecycle cost. Therefore, the true cost of a device has to be supported by the IT department. After the presentation, there was some discussion on BYOD (Bring Your Own Device) and how CIOs are responding to this trend. A Citibank representative stated that his bank had a BYOD policy in place but there were no subsidies for the devices. Also, even though users were given some flexibility, they had to face some controls too. Another respondent said that his organisation (Seagate) had a mobile only BYOD policy. BYOD was not allowed for notebooks as licences were an issue.

The Changing Face of Business AnalyticsThe second presentation in this track was titled, ‘The Changing Face of Business Analytics in the Enterprise’. Terry Smagh, Vice President, Sales, South East and North Asia, QlikView, discussed the topic with flair. Smagh likened today’s business users and leaders to the hunters and gatherers of the past-the only difference being that today we are information gatherers, who follow the scent of information.This leads us to the world of business intelligence (BI) and big data (BD)—a segment that is growing roughly by 10 percent year on year. He said that today, there is a consumerisation of BI and IT and he wondered why can’t BI and business come together. He said he favoured a switch from report-centric architecture to business discovery architecture. He advocated Data Discovery (user driven and insight-driven) in place of traditional BI (top-down, IT-driven, data-centric, and Insight-blind).

Enabling Business Transformation Peter Bocquet, Regional Director, Collaboration and Virtualisation Technologies, APJ, Cisco Systems, presented a talk titled, ‘Enabling Business Transformation’. Bocquet spoke about the importance of collaboration in our day and age and how it is a critical and a strategic priority. He spoke about video communication and said how it is only deployed in response to a crisis. Video is pervasive in personal life

but not so in business life, he said. He also pointed out that enterprises will use more videos in future as there will be more intelligent networks to distribute videos. Identifying the big drivers (for video) and building the foundation are the necessary milestones on the road to pervasive video.

The Power of an Event-enabled EnterpriseKevin Pool, CTO, TIBCO Asia, shared his thoughts on ‘The Power of an Event-enabled Enterprise’. According to him, an event-enabled platform proactively identifies opportunities and risks in real time and enables organisations

to anticipate important events and initiate intelligent action. With the combination of event management, big-data, in-memory grids and real-time analytics, organisations can now leverage their investments to do more and faster with few resources. He elaborated on the concept of the event-based business. Traditional IT systems are transactional, and they are query and cycle based. In contrast, the new IT systems are based on automation, event-processing, analytics, and social media. —ZAFAR ANJUM

Kelly Brazil, Director, Systems Engineering APAC, Palo Alto Networks

are vulnerable is that “they break traditional security models,” he said. In general, some 40 percent of applications are evasive, and will use a non-standard port if the default is blocked.

And a solution is to have visibility on all port traffic, offered Brazil. This means being able to identify all traffic at the application level regardless of the port used, and tracking unknown or abnormal traffic that does not conform to established protocols.

The classification methods are applied in the access, or firewall, phase and on all traffic. Full stack analysis becomes a normal practice, not an exceptional case. “Make access and threat decisions based on what the traffic really is,” he said.

Ready for ChangesLast to speak before the panel discussion was Satish Thiagara-jan, associate vice president - IT IS, Cognizant Tech-nology Solutions. Rapid business changes forces more demand on

IT, and this means enterprises today must have strategies and plans that are tightly bound to every stage of an organisation’s transformation, he said.

“Getting it right at the beginning is half the battle won,” said Thiagarajan, who then gave a four-point approach that CIOs can take to build IT infrastructures that align well with the business: run ‘lean’ operations; always keep the end state transformation vision; benchmark what is appropriate—price and performance are the top two metrics to watch; and, take out the smoke from the cloud—consider seriously the appropriateness of incorporating emerging technologies such as social, mobile, analytics and cloud computing within the enterprise context before working them into the infrastructure.

Kevin Pool, CTO, Tibco Asia

Terry Smagh, Vice President, Sales, South East and North Asia, QlikView

Satish Thiagarajan, Associate Vice President - IT IS, Cognizant Technology Solutions

60

� e � nalistsThis group of finalists comprises government agencies and leading players in the financial services, manufacturing,

fast moving consumer goods and transportation industries. They all had very compelling cases and deserve recognition for their good work. Unfortunately, we only had seven awards to offer.

BY F.Y. TENG

T his year’s edition of the IT Excellence (ITX) Awards is of especial signifi-

cance to all of us here at MIS Asia. For one, it is the tenth edition of the awards programme launched by former Edi-tor Diana Saw way back in 2003. Back then it was known as the MIS Innovation Awards, and trophies were handed out to organisations from Singapore, Hong Kong and India for excellence in the categories of: Customer Relationship Management; E-business; Enterprise Resource Plan-ning; Outsourcing; SMART Organisation; Storage; Supply Chain Management; Telecom & Networking; and, Others. Now, a full decade later, we have completed the first one in partnership with IT industry research and consulting house, IDC Asia/Pacific. And the first major enhancement to come out of this collaboration was the

introduction of a new category, for the Best Deployment of an Emerging Technol-ogy or Emerging Technologies.

In many respects, however, this year’s ITX programme was not unlike previous editions of the programme. The work involved in running it, the processes we had to follow very closely at the promotion, shortlisting and final judging stages were similar. The number of nominations we had to deal with was similar too.

We canvassed IT and business executives from more than three thousand companies this year, calling on them to file their nominations for ICT projects that had delivered the greatest strategic and operational value to their respective organisations in the previous 12 to 24 months. Out of this exercise the nominations came in. After some vetting, we had more than a hundred complete and compelling project nominations. And during

a three-month period earlier this year, all those nominations were then evaluated based on a number of key measures, including performance in project execution, as well as maintenance and enhancement of business-IT alignment and cost-benefit ratios. At the end of this process, we had 36 organisations on our shortlist—they had made it into the final round, where our panel of judges (ref. page 60) took special care to pore over every single detail of their nominated projects. The final round of evaluation and selection of the seven winners took our judges about four weeks of hard work. We thank them for their time and energy expended on the 2012 ITX programme. As we do all the organisations who participated in this year’s ITX, and especially all those who made it to our shortlist (ref. The Finalists).

And so, on to the winners of the 2012 ITX Awards.

Best Bottom Line ITFraser & Neave Holdings BerhadMaybankMicrosoft Singapore Pte LtdMinistry of Education MiTAC Information Technology Corp.

Best Business EnablerAmway China Co., LtdChangi Airport GroupCIMB Bank BerhadCity University of Hong KongPT Kereta Api Indonesia, Persero (Indone-sian Railways)The Hong Kong Jockey Club

Best Change ManagementCentral Bank of IndiaCIMB Bank BerhadThe Karur Vysya Bank Limited

Best IT GovernanceCIMB Bank BerhadEmployees Provident Fund (EPF)Melco Crown Entertainment (Macau) LtdSony Electronics Asia PacificTaipei City Government, Department of Technology

Best Knowledge ManagementSingapore Prisons ServiceSTATS ChipPAC LtdWatsons China

Best Security StrategyMidland Holdings LtdNucleus Software Exports LimitedSingapore Prisons Service

Best Emerging Technology/TechnologiesABN AMRO Bank N.V.CIMB Bank BerhadForbes Marshall Group of CompaniesKDU University College Sdn BhdKrungsri Auto (Ayudhya Capital Auto Lease Public Company)Maybank BerhadNational Library BoardSAP Asia Pte LtdSingapore Civil Defence ForceSTATS ChipPAC LtdTrans Eurokars Pte Ltd

Champions All!Congratulations to the winners of this year’s IT Excellence Awards! And they are

the Changi Airport Group of Singapore, CIMB Bank Berhad (Malaysia), Melco Crown Entertainment (Macau) Ltd, the Ministry of Education (Singapore), SAP Asia Pte Ltd (Singapore),

the Singapore Prisons Service and Watsons China.

IT � cellence Awards 2012 61

1 Best Bottom Line ITThis award is for the team of information executives that delivered the highest returns achievable to its organisation on business and operational investments through the strategic application of information and communications technology.WINNER: Ministry of Education (Singapore)PROJECT: Schools Standard ICT Operating Environment (SSOE)

2 Best Business EnablerThis award is for the team of information executives that has created and enhanced business opportunities for its organisation with aggressive ICT deployment.WINNER: Changi Airport Group of SingaporePROJECT: Service Workforce Instant Feedback Transformation (SWIFT)

3 Best Change ManagementThis award is for the team of information executives that has empowered its organisation with the ICT resources and connectivity it needs to ride through crises or sudden changes in its business environment.WINNER: CIMB Bank BerhadPROJECT: 1View Change Journey Management—Release 1.x.

Sivakumaran Sathappan, Senior Executive IT Manager 1, Organisation Development,

Ministry of Education

Steve Lee, Chief Information Officer & Senior Vice President, Technology, Changi Airport Group

(Singapore) Pte Ltd

Devabalan Theyventheran, Director, Transformation Office and Business Process

Development, CIMB Group

Norman Liang, Director, IT Services

Kuai Ser Leng, Chief Information Officer, Singapore Prison Service

Tay Beng Hang, Regional Chief Information Officer, SAP

4 Best IT GovernanceThis award is for the team of information executives that has set in place the most comprehensive, practical and effective framework for monitoring and controlling the acquisition, development and dispensation of ICT infrastructure and information assets at its organisation.WINNER: Melco Crown Entertainment (Macau) LtdPROJECT: MCE—Enterprise IT Governance

Best Knowledge ManagementThis award is for the team of information executives that has provided the most useful and versatile ICT resources and systems–including but not restricted to business intelligence, enterprise content management and collaboration applications–for enabling knowledge management at its organisation.WINNER: Watsons ChinaPROJECT: Standardized Processes and Actions (SPA)No Watsons China representative was available to receive the award during the ceremony.

5 Best Security StrategyThis award is for the team of information executives that has set in place the most comprehensive, responsive and proactive, but business-friendly, security

system, inftrastructure and policies, at its organisation—seeing off external and internal threats, and ensuring effective risk management as well as business continuity.WINNER: Singapore Prison ServicePROJECTS: Management and Protection of Information Security (MPIS) & Complex Access Management System (CAMS).

6 Best Emerging Technology/Technologies

This new award category seeks to reward the first movers and early adopters in the enterprise user community, who have deployed nascent technologies, adopted relatively ‘new’ models of computing, and/or have used traditional models and technologies in a novel way to drive strategic and operational value for their entire organisations. We are specifically looking for efforts in the following areas this year: social media/online channel; new networks; business intelligence/analytics; cloud computing/services (incl. virtualisation); global sourcing/offshoring; and, collaboration (incl. video and mobility). Nominees put up for the other categories may also be specially selected for an award in this one.WINNER: SAP Asia Pte LtdPROJECT: Enterprise Mobility for SAP APJ

1 2 3

4 5 6

IT � cellence Awards 201262

The following leaders of the CIO and business-technology communities played key roles in deciding the seven winners of the 2012 IT Excellence Awards (formerly known as the

MIS Asia IT Excellence Awards)–a recognition programme co-produced by Fairfax Business Media (the publisher of MIS Asia magazine) and analyst house IDC Asia/Pacific–and

we thank them for their hard work and commitment.BY F.Y. TENG

Our Distinguished Judges

ASSOCIATE PROFESSOR DANIEL TAN | Director, Centre for Educational Development, Nanyang Technological University, SingaporeAssociate Professor Tan is the Director of the Centre for Educational Development at Nanyang Technological University (NTU) and an Associate Professor at the NTU School of Electrical and Electronic Engineering. He is involved in several projects on information warfare, encryption, authentication, intrusion detection systems and usability.

TIM DILLON | Associate Vice President Asia/Pacific End User & Mobility Research, IDC Asia/PacificDillon is IDC’s Associate Vice President of Australian research group as well as the Associate Vice President of IDC’s Asia/Pacific End-User and Mobility Research Group. Based in Australia, Tim focuses on working with Senior IT executives from the region’s leading IT&T organizations across consulting projects, research and analysis areas such as IT and Telecom trends and Enterprise Mobility.

ALVIN KHOO | Regional IT Director, DSM Nutritional Products APWith 20 years of experience in IT industry, Alvin heads a regional team in a major MNC with regional and global management responsibilities in applications, infrastructure and business information management. He graduated from the National University of Singapore with a Masters in Technology (Knowledge Engineering).

ERIC LAUZON | Chief Information Officer, International BaccalaureateLauzon joined the International Baccalaureate (IB) as Chief Information Officer in April 2009, bringing with him more than 25 years of solid technology expertise. Eric leads a global team whose mandate is to ensure the strategic, effective and efficient use of technology to drive and support an anticipated 10,000 IB World Schools and 2.5 million students by 2020.

SANDRA NG | Group Vice President, Practice Group, IDC Asia/PacificNg has been in the Information and Communications Technology (ICT) advisory and consulting industry for 20 years. While her technology research expertise is vast and diverse, she is best known in the industry for her Telecommunications knowledge and opinions within the Asia/Pacific region. In her current role as the Head of the Practice Group at IDC Asia/Pacific, Sandra leads a team of IDC’s senior analysts with collective expertise across the entire ICT industry.

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MIS100ORGANISATION INDUSTRY/SECTOR PAGE

C H I N A

AAC Technologies Holdings Inc Manufacturing 22

Beijing Yanshan Petrochemical Corporation Limited Manufacturing 23

Carrefour (China) Management Consulting Services Ltd Commercial 40

China Eastern Airlines Co Ltd Other: Transport & Warehousing 48

China Merchants Bank Banking & Financial Services 15

Fujitsu (China) Information Systems Co Ltd Manufacturing 25

General Motors (China) Investment Co Ltd Commercial 42

Shanghai Friendship Group Co Ltd Commercial 45

H O N G K O N G

Avery Dennison (Hong Kong) Ltd Manufacturing 23

Bank of China (Hong Kong) Ltd Banking & Financial Services 14

City University of Hong Kong Public Sector 32

Convenience Retail Asia Ltd Commercial 41

Hong Kong Customs and Excise Department Public Sector 33

Hong Kong Hospital Authority Public Sector 34

Hong Kong Housing Authority Public Sector 34

Immigration Department Public Sector 35

Li & Fung Limited Commercial 44

MTR Corporation Ltd Other: Transport & Warehousing 50

Orient Overseas Container Line Ltd Other: Transport & Warehousing 51

Salvation Army Hong Kong & Macau Command Public Sector 36

The Bank of East Asia Ltd Banking & Financial Services 19

The Chinese University of Hong Kong Public Sector 38


53

The Hong Kong University of Science and Technology Public Sector 38

CountryInd� By

ORGANISATION INDUSTRY/SECTOR PAGE

I N D O N E S I A

Astra Honda Motor PT Manufacturing 22

Astra International PT Tbk Manufacturing 23

Bank Central Asia PT Tbk Banking & Financial Services 12

Bank Danamon Indonesia PT Tbk Banking & Financial Services 12

Bank Mandiri (Persero) PT Tbk Banking & Financial Services 14

Bank Permata PT Tbk Banking & Financial Services 15

Bank Rakyat Indonesia PT Tbk (BRI) Banking & Financial Services 15

Enseval Putera Megatrading PT Tbk Commercial 41

Hanjaya Mandala Sampoerna PT Tbk Manufacturing 26

Hero Supermarket PT Tbk Commercial 42

Indah Kiat Pulp & Paper Tbk PT Manufacturing 26


Banking & Financial Services 17

Selamat Sempurna PT Tbk Commercial 44

M A L A Y S I A

Chemical Company of Malaysia Bhd Manufacturing 25

DKSH Malaysia Sdn Bhd Commercial 41

Flextronics Technology Sdn Bhd Manufacturing 25

GCH Retail (Malaysia) Sdn Bhd Commercial 42

HSBC Bank Malaysia Berhad Banking & Financial Services 16

Jabil Circuit Sdn Bhd Manufacturing 27

KFC Holdings (Malaysia) Bhd Commercial 43

Malayan Banking Bhd Banking & Financial Services 16

Malaysia Airlines System Bhd Other: Transport & Warehousing 49

Mydin Mohamed Holdings Berhad Commercial 44

Pos Malaysia Berhad Other: Transport & Warehousing 51

Public Bank Bhd Banking & Financial Services 17

RHB Bank Bhd Banking & Financial Services 17

64


Sunway Holdings Berhad Other: Construction & Engineering Services 52

Tenaga Nasional Berhad Other: Utilities & Waste Management 53

The Store Corporation Berhad Commercial 46

Top Glove Sdn Bhd Manufacturing 28

University of Malaya Public Sector 38

P H I L I P P I N E S

Amkor Technology Philippines Inc Manufacturing 22

Bureau of Internal Revenue Public Sector 32

Department of Public Works & Highways Public Sector 33

Home Development Mutual Fund Public Sector 33

Jollibee Foods Corp Other: Accommodation & Food Services 49

Philippine Long Distance Telephone Co (PLDT) Other: Information 51

San Miguel Brewery Inc Manufacturing 27

S I N G A P O R E

Cold Storage Singapore Pte Ltd Commercial 40

ComfortDelGro Corporation Ltd Other: Transport & Warehousing 48

GlobalFoundries Singapore Pte Ltd Manufacturing 26

Housing & Development Board Public Sector 34

Inland Revenue Authority of Singapore Public Sector 35

Jebsen & Jessen (SEA) Pte Ltd Commercial 43

Land Transport Authority Public Sector 35

Ministry of Defence Public Sector 36

National University of Singapore Public Sector 36

Neptune Orient Lines Ltd Other: Transport & Warehousing 50

Singapore Airlines Ltd Other: Transport & Warehousing 52

Singapore General Hospital Pte Ltd Public Sector 37

Singapore Telecommunications Ltd Other: Information 52

Standard Chartered Bank Ltd Banking & Financial Services 18


STATS Chippac Ltd Manufacturing 27

STMicroelectronics Asia Pacific Pte Ltd Manufacturing 28

Tan Tock Seng Hospital Pte Ltd Public Sector 37

T H A I L A N D

Aeon Thana Sinsap (Thailand) Public Co Ltd


Airports of Thailand Public Co Ltd Other: Transport & Warehousing 48



Betagro Public Co Ltd Manufacturing 24

Big C Supercenter Public Co Ltd Commercial 40

Celestica (Thailand) Co Ltd Manufacturing 24

Charoen Pokphand Foods Public Co Ltd Manufacturing 24

Chiang Mai University Public Sector 32


Other: Utilities & Waste Management 49

Hino Motors Manufacturing (Thailand) Ltd Commercial 43

Kasikornbank Public Co Ltd Banking & Financial Services 16

Metropolitan Waterworks Authority Other: Utilities & Waste Management 50

Siam Commercial Bank Public Co Ltd Banking & Financial Services 18

Siam Makro Public Co Ltd Commercial 45

Singer Thailand Public Co Ltd Commercial 45


Other: Transport & Warehousing 53

TMB Bank Public Co Ltd Banking & Financial Services 19

TOT Public Co Ltd Other: Information 54

Total Access Communication Public Co Ltd Other: Information 54

Toyota Motor Thailand Co Ltd Commercial 46

United Overseas Bank (Thailand) Public Co Ltd


MIS100 CountryInd� By

65

MIS100 IndustryInd� By

ORGANISATION PAGE

BANKING & FINANCIAL SERVICES

Aeon Thana Sinsap (Thailand) Public Co Ltd 12

Bank Central Asia PT Tbk 12

Bank Danamon Indonesia PT Tbk 12

Bank for Agriculture & Agricultural Cooperatives (BAAC) 14

Bank Mandiri (Persero) PT Tbk 14

Bank of China (Hong Kong) Ltd 14

Bank Permata PT Tbk 15

Bank Rakyat Indonesia PT Tbk (BRI) 15

China Merchants Bank 15

HSBC Bank Malaysia Berhad 16

Kasikornbank Public Co Ltd 16

Malayan Banking Bhd 16

Pan Indonesia Bank PT Tbk (Panin Bank) 17

Public Bank Bhd 17

RHB Bank Bhd 17

Siam Commercial Bank Public Co Ltd 18

Standard Chartered Bank Ltd 18

The Bank of East Asia Ltd 19

TMB Bank Public Co Ltd 19

United Overseas Bank (Thailand) Public Co Ltd 19

COMMERCIAL

Big C Supercenter Public Co Ltd 40

Carrefour (China) Management Consulting Services Ltd 40

Cold Storage Singapore Pte Ltd 40

Convenience Retail Asia Ltd 41

DKSH Malaysia Sdn Bhd 41

Enseval Putera Megatrading PT Tbk 41

GCH Retail (Malaysia) Sdn Bhd 42

General Motors (China) Investment Co Ltd 42

Hero Supermarket PT Tbk 42

Hino Motors Manufacturing (Thailand) Ltd 43

Jebsen & Jessen (SEA) Pte Ltd 43

KFC Holdings (Malaysia) Bhd 43

Li & Fung Limited 44

ORGANISATION PAGE

Mydin Mohamed Holdings Berhad 44

Selamat Sempurna PT Tbk 44

Shanghai Friendship Group Co Ltd 45

Siam Makro Public Co Ltd 45

Singer Thailand Public Co Ltd 45

The Store Corporation Berhad 46

Toyota Motor Thailand Co Ltd 46

MANUFACTURING

AAC Technologies Holdings Inc 22

Amkor Technology Philippines Inc 22

Astra Honda Motor PT 22

Astra International PT Tbk 23

Avery Dennison (Hong Kong) Ltd 23

Beijing Yanshan Petrochemical Corporation Limited 23

Betagro Public Co Ltd 24

Celestica (Thailand) Co Ltd 24

Charoen Pokphand Foods Public Co Ltd 24

Chemical Company of Malaysia Bhd 25

Flextronics Technology Sdn Bhd 25

Fujitsu (China) Information Systems Co Ltd 25

GlobalFoundries Singapore Pte Ltd 26

Hanjaya Mandala Sampoerna PT Tbk 26

Indah Kiat Pulp & Paper Tbk PT 26

Jabil Circuit Sdn Bhd 27

San Miguel Brewery Inc 27

STATS Chippac Ltd 27

STMicroelectronics Asia Pacific Pte Ltd 28

Top Glove Sdn Bhd 28

PUBLIC SECTOR

Bureau of Internal Revenue 32

Chiang Mai University 32

City University of Hong Kong 32

Department of Public Works & Highways 33

Home Development Mutual Fund 33

Hong Kong Customs and Excise Department 33

ORGANISATION PAGE

Hong Kong Hospital Authority 34

Hong Kong Housing Authority 34

Housing & Development Board 34

Immigration Department 35

Inland Revenue Authority of Singapore 35

Land Transport Authority 35

Ministry of Defence 36

National University of Singapore 36

Salvation Army Hong Kong & Macau Command 36

Singapore General Hospital Pte Ltd 37

Tan Tock Seng Hospital Pte Ltd 37

The Chinese University of Hong Kong 38

The Hong Kong University of Science and Technology 38

University of Malaya 38

OTHERS

Jollibee Foods Corp 49

The Hong Kong Jockey Club 53

Sunway Holdings Berhad 52

Philippine Long Distance Telephone Co (PLDT) 51

Singapore Telecommunications Ltd 52

TOT Public Co Ltd 54

Total Access Communication Public Co Ltd 54

Airports of Thailand Public Co Ltd 48

China Eastern Airlines Co Ltd 48

ComfortDelGro Corporation Ltd 48

Malaysia Airlines System Bhd 49

MTR Corporation Ltd 50

Neptune Orient Lines Ltd 50

Orient Overseas Container Line Ltd 51

Pos Malaysia Berhad 51

Singapore Airlines Ltd 52

Thai Airways International Public Co Ltd 53

Electricity Generating Authority of Thailand (EGAT) 49

Metropolitan Waterworks Authority 50

Tenaga Nasional Berhad 53

mis asia september/october 2012

Documents

compliance grc

grc environment

different grc projects

head of grc

integrated grc platform

integrated grc approachto

grc project requirement

different methodologies