LALAPORT BBCC (Food Court/Shared Workspaces)

LaLaport BUKIT BINTANG CITY CENTRE - is a genuinely pleasant place to spend time, it’s spacious, comfortable, and has a welcoming ambience.

Over the years, during my many visits, I’ve noticed that the top floor food court, particularly the shared workspaces, has attracted a very diverse mix of visitors, including travellers, casual visitors, and individuals who may simply be looking for a place to rest or recharge.

There used to be two workstation areas (near Mixue and Tealive), and I appreciate that one of them has since been repurposed. I also want to be clear that I hold no negative views toward anyone, regardless of their background or circumstances. In fact, I strongly believe in and support community and CSR efforts that assist those in need.

However, the current situation around the remaining shared workspace has become somewhat challenging. The high demand for limited seating and facilities sometimes makes it difficult for students, office workers, and paying customers to use the space comfortably for its intended purpose. Previously, it felt safe and convenient to briefly leave personal belongings while ordering food, but now it requires extra caution.

Additionally, there are occasional issues with cleanliness and prolonged use of the space without turnover, which affects the overall experience for others.

Perhaps it would be helpful for management to review how these shared workspaces are managed for example, by ensuring fair access, maintaining cleanliness, and balancing the needs of all visitors. A thoughtful approach could help preserve the welcoming atmosphere while also ensuring that customers can continue to enjoy and use the facilities comfortably.

About Touch 'n Go Group

As of 2026, the Touch 'n Go Group driven by its fintech arm, TNG Digital Sdn. Bhd, which has achieved a valuation exceeding USD 1 billion (approximately RM4.7 billion). This milestone, confirmed by CIMB Group in August 2025, officially places the company in the “Unicorn” category. With over 25 million verified users covering nearly the entire adult population of Malaysia, Touch ’n Go stands as the leading digital payment platform in the country. Its dominance is reinforced not just by scale, but by deep integration into Malaysia’s daily infrastructure, particularly in transportation and mobility.

A key factor; as I see it; behind the leadership is its embedded role in the national ecosystem. Touch ’n Go remains the sole provider for electronic toll collection (RFID and card systems) and serves as the primary payment method across public transit networks such as LRT, MRT, and buses within the Klang Valley. This level of integration creates a natural, recurring dependency among users.

Ownership of the group is anchored by several strategic stakeholders. CIMB Group holds the largest stake, followed by Ant Group ( Alipay), Lazada (under Alibaba Group), Bow Wave Capital Management, and AIA Group. This mix of financial, technological, and regional expertise strengthens its strategic positioning.

Beyond payments, Touch ’n Go has successfully expanded through a form of vertical integration (or strategic diversification). Its ecosystem includes services such as reload, parking, insurance, micro-lending and investments, all kinds of zakat etc. debit card and even Travel Card useful for pilgrims of Hajj and Umrah creating economies of scale while increasing user stickiness.

The GO+ investment feature alone have reached approximately 3.6 million users by 2025. This effectively transformed the platform from a simple e-wallet into a broader financial and wealth management hub. Additionally, its acceptance by over 2 million merchants nationwide ranging from major retail chains to small roadside vendors via DuitNow QR demonstrates a strong partnership-driven expansion model.

Underlying all of this is a consistent focus on customer-centricity. By prioritising convenience, accessibility, and trust, Touch ’n Go has embedded itself into the everyday lives of Malaysians. Its ability to rapidly adapt whether through RFID deployment, fintech innovation, or integration with Alipay for international usability has been a key driver of its sustained success.

While there are plans for a potential IPO, management has indicated there is no urgency to list, suggesting confidence in its current growth trajectory and market position.

Touch 'n Go (TNG) Group focuses its sustainability (ESG) and corporate social responsibility (CSR) on digital financial inclusion, community empowerment, and environmental conservation.

Calibration Laboratory Supporting Construction Materials Testing - a case of ISO/IEC 17025:2017

A project required strict quality control for concrete works. The contractor engaged an accredited laboratory to test compressive strength of concrete cubes.

During an internal audit, inconsistencies were found in test results some concrete cubes passed strength requirements while others from the same batch failed.

This raised concerns:

- Was the concrete quality inconsistent?

- Or were the testing instruments unreliable?

The laboratory was accredited under ISO/IEC 17025:2017, so the following controls were in place:

1. Equipment Calibration (Clause 6.4) - The compression testing machine had valid calibration traceable to national standards. Calibration records showed it was within acceptable tolerance.

2. Measurement Traceability (Clause 6.5) - All measurements were linked to SI units, ensuring reliability and comparability.

3. Method Validation (Clause 7.2) - The lab followed a recognized standard (e.g., BS EN or ASTM) for concrete testing. Procedures were verified and controlled.

After investigation, the issue was not the lab, it was about poor sampling method at site and improper curing of test cubes before delivery to the lab

4. Competency of Personnel (Clause 6.2) - The technician conducting the test was certified and competent. 

- The lab results were validated as accurate and reliable

- The contractor corrected site practices (sampling & curing)

- Confidence in test results was restored 

ISO/IEC 17025:2017 ensures that:

- Laboratory results are technically valid

- Equipment is accurate and traceable

- Personnel are competent

So when results differ, the issue is often outside the lab, not the testing itself.

MALAYSIA IS AN OIL PRODUCER AND EXPORTER, YET WE'RE STILL NOT IMMUNE TO GLOBAL CRISIS - WHY?

It is the same situation as Brunei and most oil-exporting countries Those who are in the oil and gas industry will understand this. (Note : In Malaysia, fuel subsidies and aid programmes like SARA and MyKasih help cushion global oil price shocks and protect households. While they do not reduce reliance on imported fuel components or exposure to global disruptions, they at least soften the immediate impact, buying time for more practical, long-term solutions without compromising essential aid and subsidies, even as the cost shifts to the government) 1. We EXPORT crude, but IMPORT refined components Malaysia IS indeed an oil and gas producer. However: We export crude oil and LNG, but we still import refined petroleum products and blending components This includes: Fuel additives, Specialty chemicals, High-spec blending stocks (for Euro 5 fuel, aviation fuel, etc.) So when war disrupts supply chains, shipping routes, or refining hubs globally, we feel it immediately. 2. Additives are highly specialized (not just “mix and make”) Fuel additives are not basic chemicals. They involve: - Proprietary formulations (detergents, anti-knock agents, stabilizers) - Advanced R&D - Strict engine and emissions compliance (e.g., Euro standards) Major producers are global companies like: BASF, Chevron Oronite, Lubrizol Malaysia does not yet have strong domestic players at that scale in additives. 3. Why not produce additives locally? (ask the same question to Brunei and you'll get the same answer) It’s not that we can’t, it’s about economics, scale, and ecosystem: a. Market size Additives demand in Malaysia alone is relatively small and hard to justify large R & D investment b. Technology barriers - Requires years of testing with engine manufacturers - Certification is costly and time-consuming c. Supply chain integration - Additives rely on upstream petrochemicals and downstream testing facilities - Needs a full ecosystem (labs, OEM partnerships, global distribution) d. Cost competitiveness Imported additives (in bulk) are often cheaper due to global scale 4. War impact goes beyond oil Even if Malaysia produces oil, wars affect: 4.1 Global oil pricing (Brent benchmark) 4.2 Shipping insurance & freight costs 4.3 Currency fluctuations (USD vs MYR) 4.4 Availability of refining capacity A conflict in, say, the Middle East or Eastern Europe can: - Reduce supply - Increase prices globally - Disrupt chemical and additive supply chains So Malaysia like any other oil exporter nation pays the global price, not a “local producer price.” 5. We do have refining but still not fully independent Malaysia has refineries (e.g. RAPID in Johor), but: - Not all crude types match our refinery configuration - Some refined products are still imported for efficiency - Blending components often come from multiple countries Bottom line is : Being an oil producer doesn’t make a country self-sufficient because: a) Oil does not mean finished fuel b) Fuel does not mean complete product (needs additives & blending) c) Supply chains are global and interconnected 

IMPLEMENTING ESG IN FOOD MANUFACTURING: FROM COMPLIANCE TO OPERATIONAL INTEGRATION

In the food manufacturing industry, ESG should not be treated as separate from GMP and HACCP. Instead, it must be embedded into daily operations, plant design, and process controls.

1. Environmental : Process & Equipment Driven

is directly linked to plant and machinery efficiency:

- Boilers & Steam: Optimizing combustion and switching to cleaner fuels reduces Scope 1 emissions.

- Refrigeration (Ammonia/Freon): Preventing leakage of high-GWP gases improves efficiency and reduces impact.

- Compressed Air Systems: Leak detection can reduce energy losses by 20–30%.

- WWTP: Effective COD/BOD control ensures compliant discharge and reduces environmental impact.

- Food Waste Management: By-product recovery or biomass use reduces landfill dependency.

These can be tracked using carbon intensity metrics (e.g., kg CO₂e per tonne of product) aligned with the GHG Protocol.

2. Social (S) – Beyond Food Safety

While GMP and HACCP address food safety, ESG expands the scope:

- HACCP CCPs: Not only ensure safe consumption but also safe working conditions (e.g., thermal and chemical hazards).

- Worker Welfare: Ergonomics, PPE compliance, and safe confined space entry (silos, tanks).

- Supply Chain Assurance: Ethical sourcing (e.g., palm oil, cocoa) aligned with sustainability standards.

This strengthens the link between product safety, worker safety, and consumer trust.

3. Governance (G) – Data, Traceability & Accountability

Governance integrates ESG into existing compliance systems:

- Traceability Systems: From raw materials to finished goods, extended to include ESG data (carbon footprint, supplier compliance).

- Digital Monitoring (CEMS, SCADA, IoT): Real-time tracking of emissions, energy use, and process deviations.

- Audits & ISO Systems: Align ESG KPIs with ISO 14001, ISO 22000, ISO 37001 for structured governance.

- Board-Level Reporting: Integrate ESG metrics into management reviews and risk registers.

Practical Integration Example

At a heat treatment stage:

HACCP identifies contamination risk, GMP ensures hygiene and control, ESG enhances by monitoring energy use, reducing emissions per batch, ensuring operator safety, and capturing data for reporting

Conclusion

For food manufacturers, ESG is not an added layer, it is the evolution of GMP and HACCP into a holistic, data-driven, sustainability-focused model.

Those who integrate ESG into operations, equipment efficiency, and food safety systems will gain not just compliance but cost efficiency, brand trust, and long-term resilience.

DRONE REPLACING HUMANS IN CONFINED SPACE

At a recent conference, I witnessed a live demonstration of drones and robotic systems being deployed into confined spaces such as sewers, drainage systems, and other hazardous environments. It was a striking reminder of how quickly technology is reshaping traditional practices.

In the past, entry into confined spaces required personnel to be not only highly competent, but also properly trained, certified, and licensed. 

The risks ranging from toxic gases to oxygen deficiency made strict compliance with safety procedures absolutely critical.

Today, much like how AI is transforming various job functions, drones and robotics are beginning to take over roles that were once considered high-risk for humans. These technologies are already being adopted by fire and rescue teams, as well as the armed forces, for search, inspection, surveillance, and emergency response operations.

This shift raises an important question: will traditional confined space entry practices eventually become obsolete?

While it may be too early to say they will disappear entirely, it is clear that the focus is evolving. Future guidelines and standards may place less emphasis on human entry and more on the safe deployment, operation, and maintenance of drones and robotic systems within confined environments.

However, several considerations remain crucial:

1) Human oversight will still be necessary, particularly for decision-making in complex or unpredictable scenarios.

2) New competencies will be required, including drone operation, robotics handling, data interpretation, and system maintenance.

3) Safety risks will not be eliminated, only transformed introducing new hazards such as system failure, signal loss, or mechanical malfunction in critical environments.

4) Regulatory frameworks will need to adapt, potentially integrating elements of both traditional confined space safety and emerging technological controls.

In essence, we are not simply replacing one method with another we are redefining how risk is managed. The future may not eliminate confined space standards, but rather evolve them into a hybrid model where human expertise and advanced technology work hand in hand.

REVISITING VINTAGE SYSTEMS AND MOVING FORWARD

The first edition of ISO 9001:1987 quality management standard, with its 20 elements, was essentially an international adaptation and refinement of BS 5750 quality standard: Management Responsibility, Quality System, Contract Review, Design Control, Document Control, Purchasing, Purchaser-Supplied Product, Product Identification and Traceability, Process Control, Inspection and Testing, Inspection, Measuring and Test Equipment, Inspection and Test Status, Control of Nonconforming Product, Corrective Action, Handling, Storage, Packaging and Delivery, Quality Records, Internal Quality Audits, Training, Servicing and Statistical Techniques Having lived through that era, also as a columnist, among the first to write about it in Bahasa Malaysia, and even introducing the Proton–Mercedes Theory in the mid-90s, I was actively involved in certification projects and also proudly to contribute to the early draft of government circulars on ISO 9000 within the civil service. I still remember preparing Method Statements and Procedures using WordStar, IBM DisplayWrite 4 V2, and later WordPerfect, experimenting with ASCII characters using combination of keys and even running early Windows 1.0 through DOS commands on an IBM 286 (and sometimes some bulky Mainframes with bulky servers). Those were truly the days. Building neatly structured tables in Lotus 1-2-3, discovering not just formulas but early macros; which, in many ways; felt like a primitive form of AI and working within early WYSIWYG environments all felt like real milestones. It’s amusing how something as simple as the / (slash) and “Shift + Colon” function remains etched in memory. And that subject/source filing system, surprisingly robust, especially in terms of traceability still stands out as a practical and effective approach From time to time, I still revisit this standard; not out of nostalgia; but because of its clarity and simplicity. It provides a straightforward framework: Management Representative, understanding processes, identifying required documentation, controlling records, and knowing what to inspect, audit, and analyse etc. In many ways, it feels like revisiting early systems such as DR-DOS operating system and MS-DOS operating system, there’s something insightful about engaging with these “vintage” foundations. With the 2000 revision, elements of Total Quality Management were embedded into ISO 9000. While this evolution brought added depth and a more holistic approach, it also demanded a higher level of critical thinking. Sometimes, the old school remains the best school - if you know where or what to look for. But progress continues, and so must we.

HOW ISO 9000 IS LINKED TO OH&S 45000 AND EMS 14000

A question was raised on how ISO 9001 is linked with ISO 45001 and ISO 14001.

In practice, the relationship becomes very clear, particularly in the construction industry at project site level. Many projects require an Integrated Management System (IMS) combining QMS, OH&S, and EMS as part of contractual obligations.

A simple example can be seen under ISO 9001 Clause 7 – Resources, particularly Infrastructure and Work Environment.

Infrastructure refers to facilities, equipment and services needed to achieve product or service conformity.

a) Buildings, workspace and associated utilities

These directly relate to safety and environmental control, for example:

• Provision of fire extinguishers, emergency exits and safety systems (ISO 45001)
• Control of dust, noise and waste generation on site (ISO 14001)
• Proper site layout and housekeeping to prevent accidents and contamination.

Quality cannot be achieved if the workplace itself is unsafe or environmentally unsound.

b) Process equipment (hardware and software)

Construction equipment must meet three requirements simultaneously:

• Quality – reliable performance to meet project specifications
• Safety – safe operation to prevent accidents
• Environmental control – preventing leaks, emissions or pollution.

A clear example is the use of cranes on construction sites. These require:

• Licensed crane operators
• Competent riggers and signalmen
• Regular inspection and certification of lifting equipment

Failure to comply can lead to safety incidents (ISO 45001), environmental damage (ISO 14001), and material or structural damage affecting quality (ISO 9001).

c) Supporting services

Transport, communication and information systems also influence quality, safety and environmental performance through safe logistics, emergency coordination, and proper documentation.

Work Environment

ISO 9001 requires a work environment suitable for achieving product conformity, usually determined during pre-construction planning and monitored throughout the project.

Key elements include:

• Work methods – Method Statements, JSA, JHA
• Safety rules – regulatory compliance, procedures, and PPE
• Site layout – environmental sensitivity, safe equipment movement, drainage and pollution control
• Physical conditions – lighting, ventilation, hygiene, ergonomics
• Occupational health factors – heat stress, noise exposure, fatigue and psychological stress.

The idea is to create a "conducive working environment" as they directly influence worker wellbeing, productivity and ultimately the quality of project delivery.