De Fatimah - Paper Work for De Fatimah Investor - 9 Feroz Maju

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de’ Fatimah Healthcare Group Sdn Bhd No 9A & 11A, Jalan Nelayan 19/A

40300 Shah Alam Selangor Darul Ehsan

Tel : 603 – 55429192 Fax : 603 – 55420095 © Razak Maidin Feb 2015

de’ Fatimah Healthcare Group Sdn Bhd 2

Chapter. Contents Page

Table of Contents 2 Fact Sheet – Project Name 3 Team of Consultant 4 Estimation Cost 5 Approval Letter by Ministry 6

1 Introduction 8 Corporate Information 10 Company Statement 11 Organisation Chart 12 The Logo 13 Panels 14

2 Pre-Feasibility Study 16 Feasibility Intro 17 Market Potential 23 Proposed Hospital Services 24 Staff Plan 26 Medical Equipment 27 Hospital Information System 28

3 Plans & Layout 29

Contents


Fact Sheet

To construct a 130-bedded hospital at Lot 1007 – 1014 & 380 – 382,

Seksyen 3, Banting Selangor Darul Ehsan as per approval from

Ministry of Health dated 25 June 2014 for Messrs. De Fatimah

Healthcare Group Sdn Bhd.

Project Name


Project Advisor

Team of Consultant

Dato’ Dr Ir Hj Abdul Rashid bin Maidin

Architect Arkitek S.H. Lim – Ar S. H. Lim

(Mr Lim ) Delta Consult Group 1. Civil& Structural - Mr Tu & En Norman

2. M & E – Ir Hj. Ramli bin Hj Harun

3. Electrical – En Ashaari

4. Medical Health Planner – Mr Mohan Narayanan

QS Messrs Basar & Harun

Contractor GM Healthcare – Mr Alvin Tu

Wira Shukor – Dato’ Ng

Furniture & Fittings Greenberg Mestika

Hospital Equipment 1. GE

2. Siemens

3. LKL

4. WTK

5. Abex & etc

Gas Piping WTK Group of Companies


1 Purchase of Land 5,000,000.00

2 Construction cost – 10 storey (83,951

sq ft2)

42,000,000.00

3 Purchase of 6 Lots of Shop Lot

(20’x80’)(*)

9,000,000.00

4 Purchase of Equipment (**) 15,000,000.00

5 Renovation / Creation of 130 bedded

and other facility rooms together with

fittings & beds (***)

20,000,000.00

6 Exterior as per Architectural drawing 2,500,000.00

7 Loose Furniture / Cabinets & others

(non hospital equipments)

3,000,000.00

8 Car Park as per request by Ministry of

Health

15,000,000.00

9 Miscellaneous / Contingencies

(approximately 5%)

6,000,000.00

Total Hospital Cost RM 117,500,000.00

(*)Fully owned by De Fatimah – 90% Financed by SME Bank

(**) Partially financed amount by SME Bank – RM 6.0 Million

(***) Partially financed amount of RM5.0 Million

Cost of Hospital


Zoning Approval by MOH


Page 2 Zoning Approval by

MOH


De Fatimah Healthcare Group Sdn Bhd is a private limited Company

registered in Malaysia by Companies Commission of Malaysia in 2013.

The main objective of the company is to be the pioneer and one-stop

centre of healthcare-hub.

De Fatimah Healthcare Group Sdn Bhd is in the midst of completing

the two (2) tasks of building private hospital. First being Hospital De

Fatimah, Banting which has reached Borang 1 submission (awaiting

for building approval). The Second being Hospital De Fatimah, USJ,

Subang which has been given Zoning approval.

In ensuring the Banting project a success one, De Fatimah Healthcare

Group Sdn Bhd has acquired almost 18,000 sq ft of land comprising a

stretch of six (6) three storey shop lots and neighboring land measuring

100 x 80 sq ft. It is also the Companies aspire to acquire more land in

the vicinity to accommodate the hospital facilities i.e. parking lots and

commercial area.

The Company has been approved with a facility of RM19.5 Million for

the initialization of the project, being RM8.1 Million for the six (6) three

storey shop lots and remaining for the renovations and equipments.

Introduction


Hospital De Fatimah, Banting is a 130 bedded hospital fully equipped

with modern facilities for comprehensive & advanced medical care.

Hospital De Fatimah, Banting will be affordable to all category of the

society. Hospital De Fatimah, Banting rooms’ ranges from VVIP, single,

double and four bedded. The inpatient facilities and outpatient clinics

runs round the clock by Hospital De Fatimah, Banting professional

doctors and experience nurses. Hospital De Fatimah, Banting situated

30 km from Klang and 15km from KLIA and nearby to Morib Beach.

Hospital De Fatimah, are committed to care for our patient as our

tagline says”you are in our good hands”. Our experience medical

doctors and consultants together with a team of dedicated staff strive to

provide the best care to ensure your comfort and recovery.

We are committed to provide good care and best service in all

departments, starting from the registration and admission process, right

through discharge services. With our dedicated, motivated and efficient

professional staff at your disposal, Hospital De Fatimah, will always be

there for you,

“… you are in our good hands …. “


Company Name : De Fatimah Healthcare Group Sdn Bhd

Company Number : 1070977 - P

Registration Date : 20th Nov 2013

Business Effect Date : 15th August 2013 Corporate Address : No 9A & 11A, Jalan Nelayan 19/A,

Seksyen 19,

40300 Shah Alam

Selangor Darul Ehsan Hospital de’ Fatimah, Banting Address : Lot 1007 – 1014 (& 380 – 382),

Seksyen 3,

Banting

Selangor Darul Ehsan Telephone Number : 603 – 5542 9192

Fax Number : 603 – 5542 0095

Email Address : [email protected]

Website : www.defatimah.com.my

Directors Name : Dato Dr. Ir. Hj. Abdul Rashid bin Maidin

Syahedatul Shakinah Binti Jailany

Dr Shine Abdul Rehman Shyla

Shareholders Name : Dato Dr. Ir. Hj. Abdul Rashid bin Maidin

Syahedatul Shakinah Binti Jailany

Paid Up Capital : RM1,000,000.00

Authorised Capital : RM1,000,000.00

Bank : Public Bank Berhad

Financial Assistance : SME Bank Berhad

Company Secretary : K Ramanathan & Co Sdn Bhd

Auditors : WSJ & Co

Corporate Information


Mission

Vision

Values

Company Statements

To provide an excellent health care services Quality health care To maintain affordable price for the health service

To ensure de’Fatimah hospital is the choice for all patients

INTEGRITY de’Fatimah are honest and transparent in all we say and do. We are consistent with our vision, values and mission, we adhere to our codes of ethics.

INNOVATION de’Fatimah are passionate about inspiring and creating improvement in all we do. Our ideas are valuable assets that are carefully managed and help us achieve excellence in patient care. of healthcare world-wide.

COLLABORATION de’Fatimah believe in teamwork and honor and support each other’s roles, requests, contributions, and success. We are loyal to one another and take collective responsibility for our decisions. We look for opportunities to help each other, and to ask for help, to achieve our common vision and goals.

ACCOUNTABILITY de’Fatimah are personally responsible for all we do and say, as well as what we choose not to do and not to say. We are accountable for what we see and hear in the workplace and we take the proper action if it harms patients or violates our professional ethics or standards of care. We are accountable to fullfill the mandate of our roles and to meet the expectation of our patients to receive compassionate and high quality healthcare.

RESULTS-DRIVEN de’Fatimah is committed to achieving our goals. We understand that plans are not outcomes and that promises are not achievements. We set demanding and quantitable targets and use data to measure and describe our results.

EXCELLENCE de’Fatimah is dedicated to provide the highest quality of care for our patients. We benchmark against international high performance organizations and are committed to do our best to achieve good results. We are driven by the knowledge that our performance affects the quality and quantity of life. We believe that the only acceptable standard of our performance is excellence.

Organisation Chart

de’ Fatimah Healthcare Group Sdn Bhd

GROUP EXECUTIVE CHAIRMAN Dato’ Dr Ir Abdul Rashid Maidin

Assistant Manager Vacant

EXECUTIVE Vacant

EXECUTIVE Vacant

EXECUTIVE Vacant

Assistant Manager Vacant

EXECUTIVE Vacant

GROUP GENERAL MANAGER Jamilah binti Maidin

GROUP ADMIN SUPPORT Head

GROUP CORPORATE SUPPORT Head

GROUP HOSPITAL DIVISION Head

EXECUTIVE Vacant

BOARD OF DIRECTORS 1. Dato’ Dr Ir Abdul Rashid Maidin 2. Syaheedatul Shakinah Jailany 3. Dr Shine Abdul Rehman Shyla

12

PANEL ADVISORS 1. Dato Dr Sivamohan Namasivayam 2. Dato’ Dr M. S. Roopi 3. Dr Mohd Ismail bin Abdul Hamid

De Fatimah USJ Branch Manager

De Fatimah Rawang Branch Manager

De Fatimah Kuala S’gor Branch Manager

De Fatimah Banting Branch Manager

De Fatimah Equine Park Branch Manager

The Logo

LLooggoo UUsseedd ((iinncclluuddiinngg ffoorr HHoossppiittaall))

Rationale of Logo

Heart shape – symbolize human heart and the use of stethoscope in medical practice

Hand – symbolize the patients are in a good hand of

excellent medical practitioner

Human ECG – symbolize treatment of patients ranging from pediatrician (child), adult male and female by good

medical practitioner using utmost state of the art equipment and analyser

13


Our Market:

de’Fatimah mainly operates to ensure the community gets proper medical care with affordable price.

The Healthcare sector is one of the fastest growing sectors in Malaysia and it is expected to continue to grow as it benefits from this dynamic economic environment. The trends in the sector include:

A population that is growing and rapidly ageing:

An increasing incidence of lifestyle-related medical conditions: lifestyle diseases and conditions such as diabetes, obesity, cancer and neuropsychiatric conditions tend to occur more frequently in wealthier countries such as Malaysia. In particular, with respect to diabetes and obesity, in 2011, the Malaysia was in the top 10 countries in terms of the percentage of its population .

Growth in the privately insured population, have announced plans to

implement healthcare reforms, such as mandatory health insurance,

Our Strategy:

Given the market de’Fatimah operates in, the executive management team determined a five year strategic plan beginning in 2015 comprising the following elements:

Continue to lead the market in terms of medical quality including the implementation of several initiatives to maintain and extend de’Fatimah market leading standards for clinical quality, including the further recruitment of top medical talent and continued service delivery at international standards of best medical practice.

Panels


Continue to improve clinical and administrative operational efficiencies by, for example, improving utilisation of resource intensive facilities like operating rooms as well as centralising or consolidating certain ancillary services such as laboratory services.

Continue to grow within existing hospitals by aligning with hospital-identified

gaps in the healthcare services market, predicted disease trends and an ageing population.

Continue to grow network of outpatient medical centres to increase

accessibility for patients, expand the Company’s integrated network and provide primary care services in strategically chosen locations.

Pursue expansion opportunities in rural area to increase capacity in the

medium term,

Pursue inorganic growth opportunities to expand into new geographic markets and into new service lines, with a particular focus on expanding the network into other rural area


FFEEAASSIIBBIILLIITTYY SSTTUUDDYY


Establishing a Hospital in Banting, Kuala Langat, Selangor Darul Ehsan

Pre- Feasibility study forEstablishing a Hospital in Banting, Kuala Langat This paper looked at the feasibility of establishing a hospital in Banting with particular focus on the financial aspects. The hospital will be known as Hospital De Fatimah, Banting. The objectives of this paper are to: • Study all the relevant factors for establishing a modern hospital in Banting • Develop a suitable hospital concept and • Provide a financial assessment Approach taken to conduct this study Given the time constraints and the focus on financial assessment, the study has drawn from the following resources ; namely: - • Review public published data (the latest versions were used whenever

possible), as well as those data which are not yet in print but available to professionals for planning purposes

• In depth discussions with Specialists doctors, senior nurses, and key

Administrators • Interviews with major health insurance providers • Author’s experiences both locally & internationally in the healthcare

industry

Introduction


In assessing the market potential for a private hospital in Banting, the following areas were researched and studied: 1. Location

Banting is growing township located in the district of Kuala Langat. The town is on the South side of Selangor near to beach and accessible through Klang Banting road passing Telok Panglima Garang and Jenjarom, or through two (2) new highways from KLIA and Putrajaya. It is also accessible from Port Dickson passing Sepang, Sg Pelek, Tanjung Sepat, Morib also via KLIA, Sepang, Sg. Pelek and Morib. There are new highway known SKVE (South Klang Valley Expressway) and are well served by several interchange and link.

Market Potential


2 Population profile & Potential Target

The hospital could serve 2 main areas namely: a) Kuala Langat District b) Sepang District c) Nilai District d) Southern Klang District e) partial of Port Dickson District

With a projected accumulative population total of 986,834 in year 2013. The Population of Kuala Langat District is 229,067, Sepang District is 215,690 Nilai District of 200,988, Southern Klang with 101,073 and Partial of Port Dickson District population of 200,988. With the annual average growth rate of 1.5%, the accumulated population is projected to be 1,014,553 by year 2015. The Malay population are about the 60% of both District whereby Chinese and Indian population are almost same at about 15% of both District. (information from dept. of Statistic Dept), Another notable factor is the “graying” of our population. The elderly (above 60 years) will be reaching 7% of population in 2015 censors (dept of Statistics Malaysia).

No Kawasan 2013 2015 2016 1 Majlis Daerah Kuala Langat * 229,067 234,968 238,117 2 Majlis Perbandaran Sepang ** 215,690 221,246 224,211 3 Majlis Perbandaran Nilai *** 200,988 207,018 210,123 4 Southern Klang 240,016 247,216 250,925 5 Partial of Port Dickson (^) 101,073 104,105 105,667 Jumlah 986,834 1,014,553 1,029,043 Majlis Daerah Kuala Langat * Banting, Bandar Saujana Putra, Dusun Durian Estate, Jenjarom, Morib,

Kanchong, Sungai Manggis, Tanjung Sepat, Telok Datok dan Telok Panglima Garang

Majlis Perbandaran Sepang ** Bandar Baru Salak Tinggi, Cyberjaya, Dengkil, Salak, Sepang dan Sungai Pelek Majlis Perbandaran Nilai ***

Termasuk Nilai, Pajam, Labu, Lenggeng Partial of Port Dickson (^)

Termasuk Tanah Merah, Lukut and Port Dickson


3. Industries /economies / earnings

The area is noted for its agriculture esp. palm oil, small businessman, aquaculture and fisheries, poultry, together with some light and heavy industries such as steel mills, latex, gloves shoe factories and electronic factory i.e. Toshiba,. The population is general well off, being engaged in stable industries and pools of school and governments departments. Both individual and household incomes reflect the above average earnings.

4. Healthcare status of target – Epidemiology, Disease pattern & Trends

In addition to the usual diseases that afflict the nation’s rural areas, this population is starting to present illnesses of non communicable (lifestyle) type and those related to the industries.

Among the top reasons to seek hospital care are:

• Maternity (normal delivery, complication of pregnancy, childbirth) • Accidents (traffic, industrial, agricultural) • Diseases of the Respiratory system (e.g.as Asthma, pneumonia,) • Diseases of the Circulatory system such (e.g. Hypertension, stroke,

cardiac arrest) • Diseases of the Digestive system (Ulcers, gastritis, Gastro esophageal

reflux, Diarrhoea) • Hormonal problems (including Diabetic) • Malignancy

(Information : MOH : Health Informatics Centre)

5. Supply – Medical services available in the area (Current & Future)

Currently, Most of the Clinics in Banting provide basic primary care. One or two clinics have some vsisting consultants such as O & G, Paediatrics and medical procedure such as dialysis. However, there are no private hospital in Banting. Hospital Service is being provided by one government hospital i.e. Hospital Banting which is about 150 bedded district hospital with normal basic facilities. The nearest private hospitals are at a distant i.e. Klang town comprising few medical centres which is about almost 1½ -hour away by car.


6. Competitive Analysis

The study analyzed all the Opportunities and Threats which will impact the project, as well as special considerations for this particular hospital development.

Opportunities /Strengths

• Demand The density of the population, epidemiology and the Malaysian habits / norms of seeking Medical care, indicate strong demand for medical services.

• Ability to pay

The area enjoys a stable economy with the residents earning good incomes and therefore has the Ability to pay for care. This is demonstrated by their patronage of the hospitals in Klang town, Petaling Jaya and Kuala Lumpur which summarizes the household income and individual incomes involved in the various economic activities of the area.

• location of hosp

The location is excellent in that it is accessible by major roads and highways. This will directly enhance the growth of Banting town from the migration of young families because of lower costs of housing and availability of news jobs.

• Convenience

Having a private hospital in Banting town will definitely provide greater convenience for the locals as care is within minutes away, thus avoiding unnecessary delays by traveling time, timely care and hence better outcome and better family support during hospitalization itself.

• Affordable quality care

The potential patient is looking for quality care, which explains the willingness to travel to Klang town and even to Kuala Lumpur. Therefore, the provision of quality care that is also affordable & available readily (being in town locally), will be the greatest strength Hospital De Fatimah, Banting.

Threats • The available competition is from the small and little maternity centre

in town.


• Consumer psychology

It is an age-old mind set of the small town people to seek private care in nearest town, originating from the days when there were no private facilities. This is a significant challenge as the habit has been entrenched and patient-doctor relationships have been build up over the generations from grandfather to children to grandchildren. This would need a well thought out & strong strategy to negate it and in anyway such thoughts are fading away.

Special considerations of this Hospital

• Establishing the hospital is first mooted by local businessman and also a corporate member, Dato’ Dr. Ir Hj Abdul Rashid bin Maidin. Profession as an Engineer, who has been in hospital set-up all over the country and in particular, Selangor Medical Centre (now known as KPJ Selangor Specialist) for a number of years witnessing the tremendous charges one hospital set-up could reach. His disappointment has been transformed to a ‘chit-chat’ over a dinner function with Y.A.B. Prime Minister, which later instructs him to create a link of affordable quality Private Healthcare nationwide. These requests have been made possible by YAB Ministry of Finance’s involvement promising assistance to finance these projects via financial institutions in the country. Added advantage that the family of Fatimah has 25 siblings and grand children as doctors.

• Besides, having Puan Jamilah binti Maidin, a member in medical line

has vast experience including setting up medical centres, operating medical centres, planning and re-branding of medical centres, operating and running a full-flesh medical laboratory (till todate)

• Owing to the innate tendency to seek care in the nearest town whenever

possible, we need to select medical disciplines which will make travelling to other town rather disadvantageous, such as those medical conditions which needs :

urgent immediate attention to avoid life threatening situations or long term treatments requiring weekly, daily attentions.

• Many local people in Banting are not with insurances. The little lot

having insurances had to sort Klang and Kuala Lumpur for medical treatments. Many would be interested in taking insurances provided a private medical care is obtained within Banting town.


1. Hospital Concept

Taking recognizance of the above factors it should be a Modern, community hospital, providing medical care which is surely affordable, quality services delivered by qualified, well trained understanding staff and doctors. Initially the focus will be on basic care with some niche area of specialization such as women’s & children’s health, cardiovascular care, O & G. These niches are carefully selected as they may require urgent attention, or require daily/ weekly treatments and are long term management. The primary target population are mainly the Malays and Chinese living in Banting and the surrounding areas covering District of Kuala Langat, District of Sepang, southern Klang, Nilai and Port Dickson. This target group has been seeking their medical care in the nearest town, a habit, which has been entrenched historically. Therefore the facility will need to:

• address all the inconveniences of this habit, & present better solutions

to access care. • provide friendly, helpful & personable services (as in a smaller town), • build confidence and trust in the quality care provided by the hospital.

Only when this habit is modified will the success of the hospital be assured. Business relationship with Specialists is important & must be a “win-win” situation, so as to earn the loyalty and contribution of the doctors. As such the financials takes into consideration of their earnings and provide room for different possibilities. (a section deals with retaining staff) Maximizing on the reputation of Dato’ Dr. Ir Hj Abdul Rashid bin Maidin will be an important marketing tool when the hospital first starts its business.

2. Clinical disciplines/services

The clinical disciplines of choice will be :

• those which will be required immediate attention and may be life threatening/serious consequence with delay in receiving medical care

• gaps or inadequate provision in Banting’s current services • prevalent in the epidemiology of the target groups. • do not require an enormous capital investment

Proposed Hospital Services


As such the clinical disciplines suggested are: • General medicine / multi-discipline (focus in diabetics, Cardiovascular

hypertensive, nephro) • General surgery • Orthopedic • Obstetrics & Gynaecology (esp. Maternity) • Paediatrics

3. Clinical support services

Given the clinical services profile outlined above, the following clinical support services are proposed:

2 Operation Theatres (OT) ICU (3 beds) CSSD / Sterilization centre Outpatient consultation rooms (8) with waiting area, Outpatient Pharmacy (local in-house shoppee) Pharmacy for inpatient & outpatient services. Nutrition (local in-house cafeteria). Imaging (X-Ray, Ultrasound, CT scan) Rehabilitation / Physiotherapy. Laboratory and pathology services (Full-flesh laboratory services). Delivery suites: 3; nursery: 15 bassinettes Normal wards with multi-functions. Accident & Emergency: 2 observation beds. Biomedical Engineering. Medical Records. IT./ Hospital Information Service Body Holding Area.

4. Non-Clinical Support Services

The non-clinical support services will include:

Administration (incl. admission/discharge, front office, marketing). Supply /Materials management. Prayer areas. Laundry may be outsourced Food services, kitchen, canteen/café. Kiosk, specialty shops (for rent). Housekeeping. Engineering, Maintenance, Central Plant.


5. Bed Configuration

The bed configuration of the Hospital is proposed to comprise:

a. Single room (Normal, Executive, VIP). b. 2-bedded room. c. 3-bedded room. d. 4-bedded room.

Each floor should have a mix of the above configuration with a total of 25 to 30 beds for maximum efficiency in the delivery of care without compromising on quality. The total number of bed proposed for the hospital will be 120-150 beds


The staffing Plan is developed based on the services to be provided, the number of beds, Malaysian Laws and Regulations in particular the Private Healthcare Facilities and Services Act (1998) and the accompanying Regulations (2006), and International practices. The availability of suitably qualified and experience staff is another consideration. Training will need to be organized prior to the opening of the hospital. 1. Staffing plan

No Staff Type Qty 1 Specialist doctors 12 2 Medical officer 4 3 Nursing Manager 1 4 Nurses (SRN) 32 5 Nursing Assistants (SEN) 2 6 Society Nurse (JM) 9 7 Clinical Aide( CA) 53 8 Admin staff 25

2. Policies to attract & retain medical staff (doctors incl.)

It is important that Hospital Board sets the direction of the hospital and develops strong policies to support it. The Hospital strategy must take into account that hospital business is service oriented and deals with people. As such it is critical that the policies provide the following :- consider the patients (receiving care) as well as the doctors (providing

the care), are clients of the hospital practices quality assurance in the delivery of care provide a learning environment for the doctors & staff, so as to keep

pace with the advancement of Medical Sciences, & Incentives to keep the doctors and their loyalty to the hospital

3. Operation Management

Hospital services are very regulated and it takes time to put in place Standard Operating Procedures (SOP’s). Therefore it is necessary to appoint either a Operations Management or own Management Team early, preferably 2 to 4 months prior to the opening of business. The responsibilities will include the full commissioning of the hospital esp. putting in place the management structure, business model, marketing strategy and relevant polices; and to implement all that effectively and efficiently.

Staff Plan


Based on the Hospital Concept and the Medical disciplines identified, the medical equipment will need to be carefully selected to ensure adequate diagnostic support for the clinicians as well as for carrying out medical procedures, without superfluous investment. 1. Dept configuration & philosophy

Equipment should be selected on the latest technology available, meets the capacity but is “not so over the top” and is within the budget. For example the following philosophy should be practised :- Critical/life saving equipment should be of a reliable & proven brands,

while other less critical equipment may be from less famous brands, buy in stages e.g. it is not necessary to buy all the surgical sets /

packages, starting with basic sets CT for General and Orthopedic dept should be adequate initially, MRI

may be plan for future expansion Leasing may be an option

2. Technology

During the purchase of the equipment, it is prudent to consider latest the state of art technology as some 1 to 2 years may be lapse before the hospital opens for business. In Medical Science, the technology sometimes may critically affect the outcome of the procedure, test, or treatment, even costs.

Medical Equipment


HIS is very important to the daily management and business development of the hospital. In addition, Laws regulating hospital services also require that patient information be stored for up to 18 years in children.

Hospital Information System

PPLLAANNSS && LLAAYYOOUUTT


Location Plan of Banting Location Plan for the Development


Location Plan for the Development


Artist Impression Sketch for the 10-storey building


Ground Floor Layout Plan proposed for the Hospital


First Floor Layout Plan proposed for the Hospital


Second Floor Layout Plan proposed for the Hospital


Third Floor Layout Plan proposed for the Hospital


Fourth Floor Layout Plan proposed for the Hospital


Fifth Floor Layout Plan proposed for the Hospital


Sixth Floor Layout Plan proposed for the Hospital


Seventh Floor Layout Plan proposed for the Hospital


Eighth Floor Layout Plan proposed for the Hospital


Roof Top Floor Layout Plan proposed for the Hospital

Appendix I


Appendix II

Documents

De Fatimah - Paper Work for De Fatimah Investor - 9 Feroz Maju