I N T E G R AT I N G

STRENGTHS
 Our Key Initiatives
l Nurturing Our Human Capital

l Enhancing Stakeholders’ Relationships

l Commitment to Quality

l Safety, Health and Environment

Commitments

l Supporting Community Needs

56
Our Key Initiatives

Nurturing Our Human Capital Enhancing Stakeholders’ Relationships Commitment to Quality

Nurturing Our Human Capital

In Faber, our people are crucial to the short-term and long-
term success of the organisation. Our employee development
programmes are strategised to bring a culture of leadership to
every level of the organisation. We have instilled a culture of
openness, transparency and inclusiveness among our more than
4,200 employees from the various divisions and branch offices
throughout Malaysia, India and the United Arab Emirates.

Our Corporate Human Resource and Administration Division

(“CHRAD”) is a strategic business partner to the divisions in the
Group to realise and support the Group’s objectives, which are
to build and sustain organisational performance and enhanced
individual capabilities and skills. In 2008, CHRAD focused on two
human resource strategies. Firstly, in having the right people 7 March
with the right capabilities, skills and job suitability and secondly, The 4th Quarter 2007 Employees’ Recognition
to be the preferred employees’ choice in the Integrated Facilities Award was held to acknowledge employees’
Management Sector. excellence within the Group. Certificates of
Appreciation were also presented to employees
who voluntarily participated in the 50th National
As our core business is service-driven, having people with the Day Parade.
right mindset and capabilities are crucial in driving the business
and delivering results. We are committed in ensuring that our
people are well guided by their leaders and have the necessary
skills to further develop and unleash their potential. At Faber, we
provide a stimulating work atmosphere that brings together a pool
of the best local talents enabling us to compete effectively in the
challenging domestic and international economic environments.

Our in-house Berita Faber

newsletter features articles,
events, training updates,
personal and professional
achievements as well as
new recruitments.
26 March
FMS came to the aid of one of its employees,
Othman bin Ahmad when his house was
damaged during a storm in Parit Buntar,
Perak.

Safety, Health and Environment Commitments
3 May
100 employees from the Group participated in the National Workers’ Day Gathering 2008 themed
“Innovative Workers, Competitive Nation” held at Stadium Putra, Bukit Jalil, Kuala Lumpur.
CULTIvATING A LEARNING CULTURE
Training is an ongoing process at Faber to ensure that our
people are competent in all they do. We focus on a fusion of
development programmes as part of our ongoing commitment
to harness the best in each individual. This is achieved through
a step-by-step implementation of a development stairway that
encompasses:
• Leadership Development
• Technical Skills
• Customer Centricity
• Quality and Productivity
• Innovation and Creativity
Emphasis on training is divided into two core areas with 60%
on Technical Skills and 40% on Soft Skills. In 2008, the Group
invested approximately RM3.4 million for training all levels of
the organisation (Management, Executive and Non-Executive)
and for the Leadership Development Programme. The average
training man-days per employee increased to 4.3 days per
employee from 2.2 days in 2007.
Our Key
FABER GROUP Initiatives
BERHAD
ANNUAL REPORT 2008
Nurturing Our Human Capital (continued)
Supporting Community Needs
PAGE 59
A BALANCED APPROACH
As a caring employer, Faber is concerned for its employees’
wellbeing. Over the years, the Group has extended assistance
to employees in their times of need. The Quarterly Employees’
Briefings are an important platform for the Management
and employees to share relevant information for workplace
improvement. During these sessions, the Employees’ Recognition
Award (“ERA”) is presented to individuals who demonstrate
remarkable performance in the course of their duties.
We encourage our people to attain a positive work-life balance
and with the availability of the Committee for Recreational,
Welfare and Sports (“CREWS”), our employees can participate
in a host of healthy recreational activities. Throughout the
year, our employees also participated in various festive and
religious celebrations, sports events, the Family Retreat 2008,
Workers Day 2008 celebration and in events organised by the
UEM Group. By acknowledging and rewarding our employees’
achievements, we have seen tremendous improvement in our
work environment and employees’ morale.
 Our Key Initiatives

Nurturing Our Human Capital (continued) Enhancing Stakeholders’ Relationships Commitment to Quality

RECOGNISING ACHIEvEMENTS
In 2008, cash incentives were extended to employees’ children who
achieved outstanding academic achievements in their respective
examinations. 20 children were rewarded for obtaining successful results
for Ujian Penilaian Sekolah Rendah (“UPSR”), 15 children for Penilaian
Menengah Rendah (“PMR”) and 3 children for Sijil Pelajaran Malaysia
(“SPM”).

We also sponsored several students, who are children of our employees,

to attend seminars and workshops to motivate and provide guidance in
the UPSR, PMR and SPM examinations.

9 - 11 May
Faber participated in “My Career Education Fair 2008”
at Mid Valley Exhibition Centre, Kuala Lumpur. Over
50,000 people visited the exhibition launched by YB
Datuk Ir Hj Idris bin Hj Haron, Deputy Minister, Ministry
of Higher Education Malaysia.

23 May
Faber emerged as
the 2nd runner-
up in the UEM
Competitive
Business
Simulation
Challenge 2008.

9 June
Quarterly Briefing and ERA
for 1st Quarter 2008.

60
 Our Key Initiatives

Nurturing Our Human Capital (continued)

Safety Health and Environment Commitments Supporting Community Needs

5 - 6 July
Faber’s Family
Retreat 2008
at Awana Kijal,
Terengganu.

11 July 16 August
At the “Malam Anugerah Kumpulan UEM Faber emerged
2008”, Elias bin Effendy, Head of Contracts as the 1st
Management Department was the recipient runner-up
of the Sri wira (Executive) Award. The in the UEM
award recognises an employee’s exceptional Live Talent
performance, outstanding contributions and Extravaganza
achievements apart from their daily work 2008.
scope.

25 September
Launching of Faber’s
Pilot Mentoring
Programme.

31 October
Faber’s “Warna-Warni Aidil Fitri-Deepavali” joint
celebration held at Faber Towers, Kuala Lumpur.
Our Key Initiatives

Nurturing Our Human Capital Enhancing Stakeholders’ Relationships Commitment to Quality

Enhancing Stakeholders’ Relationships

At Faber, we are fully committed towards increasing the market’s confidence in how we
operate and conduct our business. We have implemented throughout the Group, various
best practices, policies and procedures on excellent business ethics and values, good
corporate governance, procurement policies and stakeholder engagement.

We have a well-established Investor Relations (“IR”) framework and programme to

disseminate timely information on our operations, developments and performance.
A new IR section has been recently integrated in our corporate website to update
potential investors, shareholders, the financial community and other stakeholders,
while disclosures and announcements are posted on Bursa Malaysia Securities 29 January
Faber conducted an Extraordinary
Berhad’s website. Throughout the year, we held various dialogues with analysts, fund
General Meeting (“EGM”) at the Sime
managers and media practitioners to keep them abreast with the latest developments Darby Convention Centre, Kuala
of the Group. Lumpur to obtain shareholders’
approval on the Conditional Share Sale
The Group has an established risk management framework to facilitate a systematic Agreement signed on 10 December
approach to risk management and to achieve a level of adequate and standard reporting 2007 between wholly owned
to the Board of Directors in a timely manner. A risk management process has been subsidiary Faber Hotels Holdings Sdn
initiated to identify principal risks affecting its objectives and ensure the implementation Bhd (“FHHSB”) and Berjaya Land
of appropriate systems to manage these risks at the Group and business units. Berhad for the disposal of FHHSB’s
100% equity interest in Faber Labuan
Sdn Bhd for a total cash consideration
Apart from this, our Hospital Support Services Help Desk and Central Integrated of USD68.22 million.
Management Information System are key platforms for hospital management to make
requests, monitor service performance and retrieve information for decision-making
on the services. Our emphasis is on strengthening client interaction to obtain valuable
feedback and to promptly act upon any enquiry pertaining to our services. Regular
Customer Satisfaction Surveys are also conducted to assess the level of customers’
satisfaction and identify areas for further improvement of our services.

Since 1997, we have been managing the Vendor Development Programme (“VDP”)
aimed at assisting the growth and competitive edge of local companies or entrepreneurs.
In 2008, Faber has enhanced its VDP in line with the guidelines and best practices
outlined in the GLC Transformation Programme’s Red Book. Strict selection criteria and
predefined performance targets within a five-year incubation period to facilitate the 14 March
development of selected vendors were integrated into the programme. Press members toured the Laman
Rimbunan development in Kepong,
We endeavour to create easy access for open communication with our stakeholders to Kuala Lumpur to get a first hand
look at the mixed development
maintain a positive impact on the marketplace. We will persist in improving planned and
project, which has received
targeted events to encourage relationship-building, information sharing and networking encouraging response from the
among our stakeholder groups. public.
 Our Key Initiatives

Enhancing Stakeholders’ Relationships (continued)

Safety, Health and Environment Commitments Supporting Community Needs

Our Investor Relations website was introduced in 2008 to enhance communications with
potential investors, shareholders and the financial community for online information on the
Group’s services and developments.

27 March
An Analysts and Media Briefing was
organised at the Sime Darby Convention
Centre, Kuala Lumpur. The session was
aimed at disseminating information on
Faber’s latest developments and progress.

24 April
An interview session was
conducted by the Editor-in-Chief
of Home Finder Magazine,
Mr Ivan Tan to gain insights on
FDH’s Property Development
projects.

20 May
Faber’s 45th Annual General Meeting
was held at the Sime Darby Convention
Centre, Kuala Lumpur. This was the
second consecutive year where Faber
declared dividends to its shareholders.

13 June
Faber succesfully held its EGM at the Sime Darby Convention Centre, Kuala Lumpur to obtain
shareholders’ approval for its Corporate Proposals: Proposed Capital Repayment to Jeram
Bintang Sdn Bhd and Proposed Aqcuisition of Medlux Overseas (Guernsey) Limited’s equity
interest in Faber Medi-Serve Sdn Bhd.

22 July
A Media Tour was organised to showcase Faber Development Holdings Sdn
Bhd’s (“FDH”) latest development projects. Press members toured the Casa
Desa Condominium in Taman Desa, Kuala Lumpur after the interview session.
Our Key Initiatives

Nurturing Our Human Capital Enhancing Stakeholders’ Relationships (continued) Commitment to Quality

GLCT Transformation Initiatives

In addition to enhancing shareholders’ value through improved financial and operational results, Government-Linked
Companies (“GLCs”) have broadened the GLC Transformation (“GLCT”) Programme to deliver significant benefits to stakeholders
at large, improve procurement processes, enhance the quality of our human capital and embrace Corporate Social Responsibility
(“CSR”).
The following are the key initiatives undertaken by the Group in 2008.
ENHANCING BOARD EFFECTIvENESS (“GREEN BOOK”)
• Revised the Directors’ Induction Manual.
• Continued practices as per the requirements outlined in
the Green Book.
INTENSIFyING PERFORMANCE MANAGEMENT
(“BLUE BOOK”)
• Enhancing Strategic Performance Management was
initiated to ensure that company rewards and performance
management strategy are cascaded and communicated
clearly to all levels and respective functions.
• Enhancement of reward system ensures fair reward on
employees’ performance and contributions as measured
by Key Performance Indicators.
• In ensuring good performance practices, a consequent
management policy has been cascaded and implemented
to improve non-performers.
STRENGTHENING LEADERSHIP DEvELOPMENT
(“ORANGE BOOK”)
• Identify criteria of Leaders and collaborate
with UEM Leadership Centre on Leadership
Development plans to ensure that a sufficient
pool of leaders are developed to drive business
growth and transformation.
• Evaluate leadership skills and capabilities of
all Managers and higher positions to identify
required gaps. Plan for leadership programmes
and training in tandem with identified gaps and
to ensure required measures are in place to
reduce and close the gaps within three years.
• Plan and implement Masters of Business
Leadership and Leadership certification
programmes for selected key positions to
ensure selected potential leaders are equipped
with the necessary Leadership skills.
• Identify and assess key leadership positions for
succession planning to ensure level of leaders
readiness and skills to assume positions.

OPTIMISING CAPITAL MANAGEMENT PRACTICES (“PURPLE BOOK”)

Disposal of Non-Core Assets
• Disposal of 100% equity interest in Faber Labuan Group (the owner of Sheraton Hanoi Hotel) for USD68.22 million,
completed in February 2008 has allowed Faber Group to:
o Unlock the value of investment in non-core business, and
o Streamline operations and focus resources on the two core businesses of Integrated Facilities Management
services and Property Development.
Further Investment in Core Business
• Acquisition of the remaining 30% in Faber Medi-Serve Sdn Bhd (“FMS”) for RM85.5 million to:
o Enabled greater participation in business of FMS.
o Gave sole liberty to decide on strategic direction of FMS and its growth plans.
Redemption of 115 million Redeemable Convertible Preference Shares (“RCPS”)
• Capital repayment to Jeram Bintang Sdn Bhd, the holder of the RCPS, via a cash distribution of RM115 million to:
o Maintain optimum capital base, and
o Address further dilution on shareholdings of ordinary shares.

Enhancing Stakeholders’ Relationships (continued)
Safety, Health and Environment Commitments Supporting Community Needs
ACHIEvING vALUE THROUGH CORPORATE SOCIAL RESPONSIBILITy
(“SILvER BOOK”)
• Collaboration with the Ministry of Higher Education (“MoHE”) focusing
on Education and Human Capital Development to develop skilled
workforce in Facilities Engineering Maintenance Services (“FEMS”) and
Bio-medical Engineering Maintenance Services (“BEMS”).
• Development of a joint curriculum for the Diploma in FEMS with the
intake of 20 Community College students for a one-year Work Based
Learning programme at FMS Ipoh and Penang.
• The donation of 6 ambulances to 6 government hospitals within FMS’
concession areas with the objective of serving the community.
• The implementation of Faber’s Blood Donation Drive 2008 at 13 selected
hospitals within FMS’ concession areas with the objectives of instilling
values and creating a sense of responsibility to help the needy.
• The Group was declared the winner of the StarBiz-ICR Malaysia
Corporate Responsibility Awards 2008 under the “Workplace category
for companies with market capitalisation below RM1 billion”. The
Group was recognised for its exemplary corporate responsibility in the
following key areas:-
o Code of Conduct,
o Health and Safety,
o Human Capital Development,
o Working Conditions,
o Diversity and Equal Opportunity, and
o Labour Practices.
• Participation in the “Malaysia Prihatin” project launched by Community
College Selayang, MoHE. The programme is targeted at equipping
disabled students with the relevant skills and competencies.
IMPROvING OPERATIONAL EFFICIENCy (“yELLOw BOOK”)
• Implementation of the Six Sigma Programme,
Continual Improvement Programme, 5S, Kaizen and regular review
of processes.
• Benchmarking with renowned players in the industry.
• Outsourcing of selected categories of manpower and services.
• Centralisation of Support Services at Group level.
Our Key Initiatives
PROCUREMENT GUIDELINES AND BEST
PRACTICES (“RED BOOK”)
vendor Development Programme (“vDP”)
• Platform to facilitate the development of
local vendors, implemented via outsourcing
of selected areas of services for a specified
period of time.
• Successful VDP vendors may be considered
to be Faber’s business partners in future
projects, e.g. partnership with local vendors in
Sabah and Sarawak for laundry services.
Established Strategic Supplier Programme
• Enhanced vendor registration procedures with
stringent selection criteria and processes to
ensure the quality of FMS’ registered vendors
is maintained.
• Worked together with vendors to conduct
product service compliance tests with
authorised bodies i.e. SIRIM and other
organisations.
• Introduced the Procurement Card (“P-Card”)
system to enhance the purchasing and
payment process with local vendors.
Implemented a Structured vendor
Performance Review Programme
• Introduced the online vendor performance
review in 2008.
Minimise Total Cost Ownership
• Initiated direct sourcing project and lean stock
management for linen items, cleaning tools
and equipment, bio-medical equipment spare
parts, uniforms and shoes with a total savings
of RM5.8 million recorded in 2008.
• Achieved an additional savings of RM3.1
million in 2008, from FEMS and e-FEMS
initiatives, the upgrading of the Kamunting
Incineration Plant, the opening of the Kuala
Ketil Laundry Plant and contribution by Faber
Development Holdings Sdn Bhd. Additionally,
savings of RM0.6 million were recorded
for cost saving initiatives in administratives
functions.
Our Key Initiatives

Nurturing Our Human Capital Enhancing Stakeholders’ Relationships Commitment to Quality

Commitment to Quality
Throughout the years, Faber has epitomised its Quality Objectives “ExCEL” branding in the quality of its products and services synonymous
with its Quality Policy “Committed to Excellence”. ExCEL stands for: E – Effective System, x- Excellent Practice, C – Continuous
Improvement, E – Ethics and Integrity, and L - Learning Culture. Thus, Faber endeavours to continuously enhance and reinvent itself
in order to remain competitive and deliver superior quality services and products to its customers, aligned with its vision and mission.

QUALITy MANAGEMENT SySTEM

The Quality Management System (“QMS”) in compliance with ISO 9001:2000 standards
has been implemented at all levels of the Group. Quality practices are deeply rooted in our
day-to-day operations to ensure operational consistency and business continuity without
disruption. The implementation of QMS has improved the service and product performance,
productivity and efficiency, which leads to improved customer satisfaction.

Increasing market competition and the ever-changing business environment require

the Group to continuously enhance its skills and technology. Faber strongly emphasises
continual improvement as part of its philosophy, which has paved the way for the Group
to achieve international acceptance and recognition, and made inroads in international
markets.

CONTINUAL IMPROvEMENT AND SIx SIGMA

PROGRAMME

The Group aggressively encourages its employees

to be actively involved in Continual Improvement
Programmes as the methodologies and improvement
tools are able to assist individuals accomplish their
respective department’s or company’s Key Performace
Indicators. During the year, we continued to improve
our key processes by implementing a Six Sigma
Programme that has contributed to a total annual
savings of RM3.8 million, while successful projects
were replicated at relevant sites to maintain the 18 April
gain. The programme was designed for middle Four Faber staff were among the first batch of UEM Group’s Six Sigma
and upper management with cross-functional Green Belters.
participation, structured process and statistics-
based problem solving to improve operations and
processes. Since 2007, Faber has achieved a
commendable savings of RM8.8 million through
implementation of the programme.
 our Key initiatives

commitment to Quality (continued)

Safety, Health and Environment Commitments Supporting Community Needs

18 april

FMS LLS Team emerged as the champion in the UEM 2007

Continual Improvement Competition, while the Catalyst
Team from FMS Kamunting Plant was declared as the
2nd runner-up. The aim of the competition was to expose
participants in the planning and implementation of continual
improvement projects in tandem with the requirements of
ISO 9001:2000 Quality Management Systems.

iSo 13485 certification for medical deviceS management SyStem

FMS is at the final stage of developing the Medical Devices Management System
to establish a more effective risk management and quality assurance of our
medical equipment maintenance service to hospitals. It is expected that with
the implementation of the management system, risks to employees servicing
medical equipment and end users will be largely minimised. We target to obtain
the ISO 13485 certification by the middle of 2009.

5S Programme

FMS has embarked on the 5S programme that focuses on establishing an

organised and systematic work environment using the five principles of Sort,
Set in order, Shine, Standardise and Sustain. This programme has succeeded in
boosting employees’ morale as it instils a sense of pride and ownership of their
responsibilities while providing a safer workplace environment and improving
productivity. An offshoot of the programme, the 3R (Reduce, Reuse and Recycle)
Programme has also garnered employees’ participation in preserving the
environment and further reduced wastage and scrap.

To further attest our programme, the Malaysia Productivity Corporation has audited and issued 5S Certificates for seven sites that have
been practicing the 5S programme: FMS Ipoh and FMS Telok Intan in Perak, FMS Alor Setar, FMS Seberang Jaya, FMS Kuala Nerang,
FMS Jitra and FMS Yan in Kedah.

enhancing cuStomer relationShiPS

FMS works hand in hand with the hospital administrators under its concession in the hospitals’ quest of seeking the Malaysian Society
for Quality in Health (“MSQH”) and ISO 9001 certifications. In the process, FMS has established positive relationships and developed
better teamwork with the hospital administrators.
Our Key Initiatives

Nurturing Our Human Capital Enhancing Stakeholders’ Relationships Commitment to Quality

Safety, Health and Environment Commitments

Guided by its Safety, Health and Environment (“SHE”) policy, Faber continually strives to improve its safety, health and environmental
practices with the objectives of preventing accidents, occupational illnesses and environmental pollution; and achieving long term
sustainability and a healthy work environment.

The health and safety of our people and work environment are of utmost importance to us. As such, the Group enforces safety, health
and environment best practices, policies and procedures at all its business units to ensure that the highest standards of health and safety
are being maintained. The establishment of SHE committees and various programmes and Key Performance Indicators have been put in
place to enhance health, safety and environment at the locations in which the Group operates in.

SAFETy & HEALTH MANAGEMENT SySTEM

The Group has further enhanced its Safety and Health Management System (“SHMS”) through
more diligent risk assessments, improved health and medical surveillance programmes, stringent
vendor and contractor management, enhanced contract requirements and on-line incident and
activities reporting.

The Kamunting Incineration and Laundry Plants operated by FMS have successfully been certified
with OHSAS 18001 standards after completion of the compliance audit on 12 and 13 January 2009.
This international certification will certainly propel the Group forward by providing its competitive
advantage and increasing marketing and sales opportunities.

ENvIRONMENTAL MANAGEMENT SySTEM

Ever mindful of the impact our business activities have on the environment in which we
operate, the Group continually carries out various environmental protection and preservation
initiatives within its daily operations. The Group’s businesses, cognisant of its imprint on the
environment, has committed itself to the international standards requirements of ISO 14001
in the development and implementation of its Environmental Management System (“EMS”).
This is evident in the recent certification of the Kamunting Incineration and Laundry Plants to
ISO 14001 standards on 30 January 2009.
 Our Key Initiatives

Safety, Health and Environment Commitments (continued)

Safety, Health and Environment Commitments Supporting Community Needs

ENvIRONMENTAL MANAGEMENT INITIATIvES

The Group has also adopted better environmental care through technologies adopted that cover key areas of air, noise and water quality,
and energy efficiency. Constant monitoring and measuring of their parameters have led to improved environmental performance and
reduced risks to environmental pollution. Among the initiatives undertaken were:
• Installation of new Air Pollution Control Equipment (“APCE”) at Kamunting’s new incinerator, which meets the European Union
emission standards that surpasses the stringent United States Environmental Protection Agency (“USEPA”) standards. The
older incinerators at the Kamunting and Lok Kawi plants were upgraded with the APCE, totalling RM7 million, which allows
us to meet stringent DOE standards.
• A heat recovery system at the Kamunting new incinerator was developed to generate steam through the incineration process,
which in turn is being used at the Kamunting Laundry Plant. This contributes to a cost saving of RM240,000 per annum.
• Wastewater treatment systems were built at FMS’ laundry plants in Kamunting and Kuala Ketil. Investments of RM573,000 and
RM736,000 respectively were expended to treat wastewater from the plants before discharging it to the sewerage system.
• Regular monitoring of air emission and water discharge is undertaken to ensure compliance with DOE standards. Currently,
our records demonstrate full compliance to DOE standards.
• The Group wide 3R (“Reduce, Reuse and Recycle”) recycling programme has helped reduce wastage produced by our
activities and reduce negative impact to the environment.
The implementation of the SHMS and the EMS have enhanced our corporate image of being a responsible corporate citizen in
promoting and providing a safer work environment for our employees, customers and business associates as well as achieving
long-term sustainability.

The health and safety of our employees and

Faber Facilities Sdn Bhd
conducted a fire drill at Faber
Towers to prepare and familiarise
occupants with emergency
procedures.
hospital administrators are of paramount
concern to us.
FMS organises fire emergency
trainings for its employees and hospital
administrators at hospitals.
Our Key Initiatives

Nurturing Our Human Capital Enhancing Stakeholders’ Relationships Commitment to Quality

Supporting Community Needs

As Faber evolves, its contribution to the social development and welfare of the wider community in which it operates has also expanded.
Education, skills training, recreational and healthcare activities are incorporated in the various community programmes that we plan
throughout the year.

In line with our core businesses in the provision of Hospital Support Services (“HSS”), our collaboration with the Ministry of Higher
Education (“MoHE”) was initiated in November 2007 to promote cooperation in the areas of education and training. Faber and MoHE
co-developed the curriculum for the Diploma in Facilities Maintenance and Management offered through the local Community Colleges.
Students pursuing this programme are stationed at the FMS offices to acquire on-the-job skills and hands-on experience under Faber’s
Work Based Learning (“WBL”) module.

The first batch of 20 students from the Hulu Langat Community College were registered on 4 August 2008, with 10 students stationed at
FMS Ipoh and another 10 at FMS Penang. The students are now into their second semester of the WBL module and are set to graduate
with a Diploma in Facilities Maintenance and Management at the end of 2009. A similar programme, focusing on Bio-medical Engineering

26 April
The WBL seminar themed “Pioneering
Partnerships: Sharing Experiences”, organised by
the Ministry of Higher Education was held at the
Oriental Crystal Hotel in Kajang, Selangor.

16 June
Faber contributed six ambulances to six government
hospitals within FMS’ concession areas. YB Dato’ Sri Liow
Tiong Lai, Minister, Ministry of Health Malaysia handed
over the ambulances to the respective State Health
Directors from Perlis, Kedah, Penang, Perak, Sabah and
Sarawak.
 Our Key Initiatives

Supporting Community Needs (continued)

Safety, Health and Environment Commitments Supporting Community Needs

Services (“BEMS”) will be implemented with the first student

intake scheduled for January 2010. Faber’s initiatives in these
programmes are proof of our commitment towards helping to
produce industry-relevant and industry-ready graduates.

On 8 April 2008, we launched the Faber Blood Donation Drive

2008 campaign aimed at promoting the spirit of “Live Life.
Save Life”. Major Dr. Faiz Khaleed, Malaysia’s Astronaut, was
on hand at the launch to encourage our staff to be regular blood
donors. The campaign attracted 1,989 individuals, of which
1,477 were successful donors. Hospital Sultan Abdul Halim in
Sungai Petani, Kedah accounted for 168 donors - the highest
number of donors, followed by Hospital Batu Gajah, Perak with
48 donors and Hospital Sultanah Bahiyah in Alor Setar, Kedah
with 140 donors.

On 16 June 2008, we contributed six units of ambulances

worth RM707,000.00 to six government hospitals within
the concession areas. YB Dato’ Sri Liow Tiong Lai, Minister,
Ministry of Health Malaysia handed over the ambulances to the
respective State Health Directors.

On 11 September 2008, in conjunction with the fasting month,

the Group hosted a breaking of fast reception with orphans from
Asrama Darul Taqwa, Kuala Lumpur. Our Senior Management
and employees contributed their time and effort generously
and spent an eventful evening with the orphans.

Corporate Social Responsibility (“CSR”) will continue to be

an important cornerstone in sharing our success with the
8 - 16 April July
community. The support and involvement of our employees In response to the National Blood Bank’s
and continuous efforts in CSR will be the key drivers in further plea for contributions to its blood bank
developing our contributions to society. supply, Faber conducted the Blood Donation
Drive 2008 at 13 hospitals between 8 April
to 16 July 2008. The campaign received
overwhelming response with 1,477
successful donors.
Raising
Our Key Our Standards
Initiatives

Supporting Community Needs (continued)

26 - 27 July
FMS Ipoh was the venue for the two-day WBL training
programme themed “Train the Trainers”. This was
part of Faber’s collaborative efforts with the Ministry
of Higher Education to train 20 FMS employees to be
the students’ mentors and facilitators.

4 August
Faber received 20 students, the pioneers of the WBL
Diploma in Facilities Maintenance and Management.

11 September
Faber organised a
breaking of fast with
orphans from Asrama
Darul Taqwa, Kuala
Lumpur as part of its
caring commitment
to the community.

19 September
Faber and the Taman Desa Women’s Community
Club, Kuala Lumpur organised a jumble sale.
Proceeds of the sale were channeled to the
Ti-Ratana Welfare Society.