KPJ investing in talent to ensure quality services WHAT began as a dream to build the first private hospital in Johor Baru back in 1974 marked Johor Corps (JCorp) entry into the healthcare industry. Emerging in the form of Johor Specialist Hospital in 1981 and managed by a member of JCorp-Kumpulan Perubatan (Johor) Sdn Bhd, later known as KPJ Healthcare Bhd (KPJ), JCorp did not stop at this 65-bed private hospital. Instead it dared to dream a little bigger. Being the officer-in-charge of preparing the initial concept paper, a director of JCorp ?Datin Paduka Siti Sa’diah Sheikh Bakir, who was also eventually appointed as KPJ’s MD, had already envisioned a chain of hospitals within the group. To set the wheels in motion, KPJ acquired another private hospital in Ipoh called the Ipoh Specialist Centre in 1989. From thereon it enjoyed rapid growth. By 2005, KPJ had a total of 15 hospitals under its umbrella. Today, KPJ dominates as a leading healthcare provider with 23 hospitals in Malaysia and two in Indonesia. To further increase its market share, another six KPJ hospitals will be unveiled in Malaysia within the next three to four years. This upward trend continues as KPJ explores long-term growth potential via greenfield projects, acquisition and expansion of existing hospitals in the Asean region. Johor Specialist Hospital had set the ball rolling for what was to become KPJ’s business model. By offering a healthy blend of medical specialists, care givers and amenities, KPJ had managed to put together a successful formula that could be replicated in all its other hospitals. Today, KPJ dominates as a leading healthcare provider with 23 hospitals in Malaysia and 2 in Indonesia. To further increase its market share, another 6 KPJ hospitals will be unveiled in Malaysia within the next 3 to 4 years Investment in Capability Development Working its way to becoming the country’s largest healthcare group meant that KPJ had to give equal emphasis to investing in human capital development, in order to deliver quality healthcare services. Exponential growth would demand enormous talent supply. This foresight drove KPJ’s next main focus in its growth strategy. In order to support the needs of its primary business, KPJ branched out into the field of education for the healthcare sector. Furthermore, getting the green light to build its own medical school offering Bachelor of Medicine and Bachelor of Surgery degrees would accelerate KPJ University College’s (KPJUC) goal to become a full-fledged university by 2016, in addition to producing thoroughbred physicians and surgeons. With the hospitals already in place, KPJUC doubles as a practical training ground for its pool of budding talents. Offering various medical programmes would enable KPJ to leverage on the expertise of its 959 medical consultants. Adding more value to its education arm, KPJTJC is now the first to offer a four-year Master in ENT programme at private university college level, in partnership with Universiti Kebangsaan Malaysia. By KPJ Heathcare is a progressive corporation that strongly believes in promoting Innovation Culture in its organisation. It was selected to participate in developing the National Corporate Innovation Index (NCM) together with Agensi Inovasi Malaysia. The NCII was designed to drive innovation amongst the private sector from various industries to spur innovation outputs as well as identify areas for improvement. collaborating with a more established university, KPJ is able to tap into its expertise to later serve the needs of its own organisation. More homegrown programmes such as a Master or PhD in Physiotherapy as well as a Master in Nursing are also in the offing, with several others pending approval from the Ministry of Higher Education. Generating Own Talent KPJUC’s expansion to two more campuses in Johor and Penang, further demonstrates KPJ’s commitment to enhance knowledge and expertise to improve the healthcare industry. More significantly, efforts to generate its own talents fit perfectly into KPJ’s master plan for long-term growth. As it continued to expand, KPJ had recognised the complexities of running such a business on a very large scale. Thus, it designed a system that hastened the decision making process, while ensuring that important information is transmitted to the top. Each individual holding senior management positions within the group is also made directors of one of its hospitals. Accessibility to upper management ensures that many in-house issues can be resolved fairly quickly. Directors are then always on the ball and able to keep an ear to the ground. This process increases efficiency as any improvements can thus be swiftly implemented. Best practices are often shared with other sister hospitals. Apart from promoting efficiency within the group, this creates a platform for a healthy exchange of ideas.