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The Way Forward
The way forward rests on several key strategies, namely,
broadening KPJ’s growth via organic expansion or
acquisitions, prioritizing human capital, supporting
community affairs, and transforming through innovation
while also ensuring good corporate governance.
Broadening KPJ’s Network
KPJ continues to broaden its network and the strategy to
add one to two hospitals to the Group each year remains
on track with the new developments outlined above.
Al-`Aqar Healthcare REIT will continue to play a key role
in facilitating KPJ’s expansion. By monetizing the assets,
KPJ can unlock value and free up cashflow for further
development, trim borrowings and reduce interest costs.
Since the launch of the real estate investment trust (REIT),
KPJ has injected more than RM1 billion worth of assets into
the REIT.
Excellent Team Members
The Group finds its strength in its team of dedicated
employees and the professionalism of 860 Medical
Consultants specializing in various medical disciplines.
The Medical Consultants continuously enhance their
skills and knowledge by participating in conferences and
attend seminars to keep abreast of the latest medical
developments in the world.
They also share their knowledge with others in the healthcare
industry through speaking opportunities at conferences and
seminars, both locally and internationally, and participate
actively in KPJ’s medical workshops.
For KPJ, significant emphasis continues to be placed on
the development of employees through transformational
leadership, motivation, and training.
KPJ recognises the essential importance of the employees,
which is a fundamental driving force of the Group’s
success, and continue to emphasize on human capital
development within the company through efforts
to create a sustainable workplace and to strengthen the
workforce in tandem with rapid expansions.
Employee retention is also enhanced through the
development of a shared passion for excellence as well
as good work ethics, which are defined by KPJ’s core
values of Safety, Courtesy, Integrity, Professionalism and
Continuous Improvement.
KPJ’s core values are guiding principles for both employees
and Medical Consultants, and this seamless coordination
and cooperation among our team of caregivers will ensure
that patient safety and customers’ needs are given the
highest priority.
Unity and teamwork, employee engagement, as well as
opportunities for learning and improvement are among
the key pillars to creating a sustainable workplace and to
further hone the necessary skills of KPJ’s employees to
serve patients to the best of their abilities.
As much as RM7 million is spent annually to finance
employees’ further education, on-the-job training and other
skill enhancement programmes, as well as to equip them
with the necessary knowledge and skills for any emergency
through annual disaster and fire drills.
HIGHER EDUCATION PROGRAMMES
Master of Business Administration,
Henley School of Business, University of Reading
Masters in Nursing, UNISA
MBA in Healthcare Management, IBS, UTM
Master of Business Administration,
University of East London
Other MBA programmes e.g. MBA UiTM, MBA
UNIMAS
Executive Master of Business Administration,
IBS, UTM
Bachelor of International Nursing,
Hertfordshire University
Nursing Post Basic Certificates
Our employees are empowered with the confidence
and skills to lead and guide others and we aim to
transform ordinary individuals into extraordinary high
performers through transformational leadership.
Capable individuals with high potential are identified for
management positions within the Group under the Talent
Management programme, which forms part of KPJ’s
Succession Development Plan, to ensure management
continuity.
As an Equal Opportunity Employer, KPJ’s workforce of
8,992 employees – of whom about 400 are managers and
half are executives in charge of various services at KPJ
hospitals – are presented with various opportunities to better
themselves and vie for positions of higher responsibilities
based on ability and performance.
Jeta Gardens Retirement Village
ANNUAL REPORT 2011 28