EXECUTION : PASSION TO EXCELDatuk Thomas George

Secretary GeneralMinistry of Works

PERHIMPUNAN BULANANKementerian Kerja Raya Malaysia : 4 Mac 2010

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PRESENTATION OUTLINE

PART II: Ministry of Works Strategic Plan 2010

Part I : National Development Policy and Construction Industry

PART III: Rising to the Challenge

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PART IV: Riding the Whirlw ind

PART I: National Development Policy and Construction industry

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National Development Policies

• Laissez-faire / export-oriented• Economic and rural development

Growth with Equity :To eradicate poverty & restructure of society

Total Development

Balanced Development : To establish a more united & just society

Building a Resilient & Competitive Nation : To raise quality of development & generate high sustainable growth

Post-Independence

1957-70

New Economic Policy (NEP)

National Development Policy (NDP)

National Vision Policy (NVP)

Vision 2020

OPP1 (1971-1990)

OPP2 (1991-2000)

OPP3 (2001-2010)

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THE NATIONAL MISSION

2006-2020

Enhancing Nation’s Capability ~ competitiveness, unity, distribution & quality of life

CONSTRUCTION INDUSTRY GROWTH

5

(4.30)

0.30

(0.50)

6.00

(5.20)(3.60) (3.60) (2.80)

(17.90)

(14.50)

(8.60)

5.30

1.10

4.50

7.90 9.20

(0.20)

1.60 3.40

5.10

1.00 2.00 3.00 4.00

Agriculture Mining & Quarrying Manufacturing Construction Services

The growth of the construction sector

had increasedsteadily in 2009

Malaysia needs to grow by 8% p.a to achieve developed

nation status by 2020

CONSTRUCTION INDUSTRY

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2005 2006 2007 2008 2009

Annual Growth -1.5 -0.5 4.6 2.1 5.7

-1.5

-0.5

4.6

2.1

5.7

-2.0

-1.0

0.0

1.0

2.0

3.0

4.0

5.0

6.0

7.0

Annual Growth of Construction Sector

Annual Growth

4 PILLARS OF THE GOVERNMENT

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2

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1. 1Malaysia, People First, Performance Now

2. Government Transformation Program

3. RMK104. New Economic Model

(NEM)

MALAYSIA IN WORLD RANKING

Global Competitiveness Index (2009/2010) = 24th

Ease of Doing Business Index (2010) = 23rd

Exports value (2009) = 22nd

External debt (2007) USD53 b = 48th

Unemployment Rate (2009) = 3.5%

Foreign exchange reserves (2010) = 16th

Literacy Rate 91.9% (2010) = 86th

Education Index (2008) = 93rd8

PART II: Ministry of Works Strategic Plan 2010

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Realising Sustainable Development in MalaysiaM

OW

’s S

trat

egic

Pla

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Menjadi organisasi peneraju dalam pembangunan infrastruktur dan

memacu industri pembinaan negara yang lebih kompetitif di

pasaran global

VISI

“

”10

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1

3

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PROGRAMMES & PROJECTS

HNDP Sabah & Sarawak

RMK10 projectlist to EPU

RMK9 and PRE projects

Procurement Process

EnhanceS.O’s

capability

Life Cycle

Costing

DatabaseManagement

Alternative methods

(PMA, cement)

E.O.T

BPJ, KKR

BPP, KKRJKR

BPP, KKR

JKR

JKR

PUUJKR

BPJ, KKR

JKR

BPM, KKRCPK, JKR

GOALS

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1

1

PROGRAMMES & PROJECTS

16,500 km

Federal Roads

Gateway Project Review System

60 units Federal

Buildings

Total Facility Management

SlopeManagement

JKR WoksyopTransformation

BKS, KKRJKR

Green Building

Index

BKS, KKR

Quarters

CKM,JKR

JKRJKR

CKC,JKR

JKR

JKR

GOALS

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2

2

PROGRAMMES & PROJECTS

CIPAA

CIDB Act

IBS implementation in private sector

To reduce foreign labor

To stabilize demand and

supplies

R&D

CIDB

IBS Supplier Development

CIDB

CIMP

CREAM

CIDBCIDB

CIDB

JKRCIDB

CIDB

GOALS

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3

3

PROGRAMMES & PROJECTS

Concession agreement

review

Toll Review

LLM’s Act

Review

Customer satisfaction

To monitor maintenance

works

To reduce congestion

BPPLLMPUU

Completion 4 new

highways

LLM

MLFF

LLM

LLMLLM

LLM

LLM

LLMBPP

GOALS

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PROGRAMMES & PROJECTS

Single Registration

(1RoC)

Specialization

Class F: IBS

Installer

Accreditation

SME Competitiveness Rating Exercise

(SCORE)

Contractor’s Categorization

CIDB

PKK

Trading Hub

PKKCIDBBPB

Database

BPBPKKCIDB

PKKCIDBBPB

PSDC

CIDB

CIDB

GOALS

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5

5

PROGRAMMES & PROJECTS

Country Report

Research

SCORE Program

To lead international

mission

G2GMoU

GOALS

ContractorPartnering program

Export Promotion Program

Incentives for local

contractors

Awareness Program

Database

BAPPCIDBPSDC

To review laws and

regulation

BAPPCIDBPSDC

CIDB

CIDBPSDC

BAPP

BAPPCIDBPSDC

BAPPBPAKCIDBPSDCLJMLAM

LJBM

BAPPCIDB

PSDCCIDB

BAPPPSDCCIDB

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PRIORITIES 2010

Penyediaan memorandum:• Kader JKR• Proses Perolehan• Asset Management • PSDC (Hasil Kajian Ernst & Young) • IBS : Standardization • 1 RoC

JKR : Pusat LatihanPenstrukturan semula JKR Polisi Papan Iklan Pusingan Kerja dan PertukaranS.O. : Legal / Accountability Data Coordination Course : Clerk of Works MoU dengan Kerajaan India Penggabungan Unit Khas Projek LuarNegara (UKPLN) dengan Bahagian Antarabangsa (BAPP) KRA – KPI Minister / Ministry + Budget Deliverable Lawatan Projek-projek Sakit

Penyediaan senarai cadangan ProjekRMK10

MRR 2 : Pier 28

MRR 2 : Pandan Indah

Lebuhraya Pantai Timur : Fasa II

Projek Pembangunan Wilayah Ekonomi Pantai Timur (ECER)

Projek Jalan Baru dari Kota Bahru ke Kuala Krai

Jambatan merentasi Sg. Lebir di DUN Manik Urai

Menaik Taraf Jalan Laluan 8 dari Kampung Relong ke Gua Musang (Merapoh)

Jalan Simpang Pulai – Cameron Highland

Pusat Aquatik Kuala Terengganu

SENARAI PROJEK (KRITIKAL)ISU BERKAITAN ORGANISASI

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PRIORITIES 2010

Projek 30 Black Spots JalanPersekutuan (KPI 2010)

Projek 10 Black Spots Lebuh Raya

Isu Keretakan Lebuhraya LDP diPuchong

Muar By Pass

Hospital Kanser Negara

Lorong Keempat Nilai - Seremban

Lorong Keempat NKVE

Jalan Pasir Panjang – Linggi – Port Dickson Menaiktaraf Jalan Muar – Tangkak -Segamat CIQ : Bukit Bunga

Jeti Perak

Pewartaan Jalan Persekutuan (ROW) di Selangor

Akta Bayaran dan Adjudikasi IndustriPembinaan (CIPAA)

Pindaan Akta:

• CIDB

• Lembaga Jurutera Malaysia

• Lembaga Arkitek Malaysia

• Lembaga Juruukur Bahan Malaysia

• Lembaga Lebuhraya Malaysia

Kuarters JKR Sungai Besi

Kompleks Kerja Raya II

Institut Kerja Raya Malaysia

Menara CIDB

SENARAI PROJEK (KRITIKAL) AKTA

PROJEK BERKAITAN KKR

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PART III: Rising to the Challenge

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KKR MUST BE THE ROLE MODEL!!

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• Individual Performance• Group Performance• Organisational Performance

• The tapestry • The Picture Puzzle• Mindsets

KKR LEADS

THE WAY

• One is significant• How do you want to be remembered?

• Teamwork

• KKR leading sustainable development

• KRAs & KPIs 2010• Key issues 2010

• Public Service Commitment

• NKRA• Service Delivery• Leading and Managing

RISING TO THE CHALLENGE

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COMPLEXITY COMPLEXITY AND CHAOSAND CHAOS

CONNECTING CONNECTING THE DOTSTHE DOTS

MANAGING MANAGING DIVERSITYDIVERSITY

HARVESTING HARVESTING OPPURTUNITYOPPURTUNITY

MANAGING FOR PERFORMANCE

ORGANIZATION LEVEL

GROUP LEVEL

INDIVIDUAL LEVEL

MANAGING FOR PERFORMANCEABILITY

OppurtunityMotivation

PERFORMANCE

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CONCLUSIONPART IV: Riding the Whirlwind

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RIDING THE WHIRLWINDToday’s business leaders seek to hide from the world at their own peril because one way or another the world will eventually find them.

Stewards of successful corporations will not keep their corporate vessel docked

at their home port w aiting for calmer seas.

Today’s successful executive will ride the winds of change, meet the challenges they present, and realize the potential of these new global realities.

LAUDICINA 24

INTE

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PILLARS OF SUCCESS

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INTEGRATION

•Working together•Strength in sharing•Avoid duplication•Harnessing expertise

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BIG PICTURE

•See the forest from the trees

•Relate to goals•Decent work•National agenda prevails

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PROFESSIONALISM

• Competence• Seeing beyond self• Giving our best• Developing full potential

• Integrity• Going the extra mile

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BRANDING/IMAGE REPUTATION

• Making destiny decisions

• Winning together• Being legacy builders• Earning respect/ credibility

• The whole is greater that sums of its parts

INTE

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PILLARS OF SUCCESS

•Working together

•Strength in sharing

•Avoid duplication

•Harnessing expertise

•See the forest from the trees

•Relate to goals

•Decent work

•National agenda prevails

•Competence•Seeing beyond self

•Giving our best

•Developing full potential

•Integrity•Going the extra mile

•Making destiny decisions

•Winning together

•Being legacy builders

•Earning respect/ credibility

•The whole is greater that sums of its parts

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OF ALL THE SAD WORDS OF TONGUE OR PEN, THE

SADDEST ARE THESE: ‘IT

MIGHT HAVE BEEN’

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“

”

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WE HAVE THE PLANS AND STRATEGIESTRANSLATE THEM INTO ACTION

DON’T LOOK BACK WITH REGRET

I COULDI COULD HAVE…HAVE…II SHOULD HAVE…SHOULD HAVE…

OR BLAMETHE BOSS &

THE ORGANISATION

THE ULTIMATE MAN OF ACTION

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Theodore Roosevelt

It is not the critic who counts…Not the man who points out how the strong man stumbled,Or whereby the doer of deeds could have done them better.The credit belongs to the man who is actually in the arena:

Whose face is marred by dust and sweat and blood;Who strives valiantly;

Who errs and comes short again and again;Who knows the great enthusiasms;

The great devotions,And spends himself in a worthy cause;

Who, at the worst; if he fails,At least fails while daring greatly,

So that his place shall never be with those cold and timid souls who know neither victory or defeat.

Theodore RooseveltCHAMPIONS DON’T COME CHAMPIONS IN

RECOGNISED THERE

CHAMPIONS DON’T COME CHAMPIONS IN THE RING – THEY ARE MERELY

RECOGNISED THERE

THANK YOUTHANK YOU

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