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Seizing the Opportunity of Healthy Living

JAKARTA JIVE
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Seizing the Opportunity of Healthy Living

Health is a major component, if not the main one, in our lives. That’s why hospitals of international standard have sprung up in Jakarta and other major cities across the country.

Besides hospitals, specialist clinics have also been set up for the affluent. Not only can you get standard health care at these places, you can also get other services such as slimming programs, skin, hair and dental treatment and even ozone therapy.

Interestingly, while slimming programs used to be specifically for women, today they are also marketed for men. Following the emergence of the metrosexual generation, namely a generation of men who take good care of their bodies and appearance, clinics providing body and appearance treatments are available for both men and women.

Don’t be surprised, therefore, to see an advertisement aimed at male executives that reads like this: “Not only is a potbelly not nice to look at but it can lead to many kinds of diseases.”

It is not difficult to find clinics specializing in body shaping in Jakarta, usually in affluent areas. They offer training programs and therapy. Meanwhile, other clinics offer total solutions, from facials, acne treatments and injections to weight loss programs. Fees vary, depending on the financial capability of clients. Injections to lose weight, for example, cost about Rp 6 million at Klinik Salome.

Besides addressing weight problems, these clinics also offer other treatments, for example detoxification, a process intended not only to get rid of a potbelly but also to remove excess fat. Lymphatic drainage, ultrasounds and other programs are highly effective to help solve a man’s health problems. A facial makes facial skin clean, smooth and bright. A facelift removes wrinkles, under eye pouches, dewlaps and folds near the chin.

“Just an ordinary facial is not enough. Once every three months I have laser treatment to remove the black spots on my face,” said a TV actor who is often written about in the media and referred to as a metrosexual man.

Interestingly, while in the past people would have plastic surgery on the quiet, today they are quite open about it. Several celebrities, such as singers Titi DJ and Ruth Sahanaya and presenter Becky Tumewu, have admitted to having had plastic surgery. There are quite a lot of plastic surgery clinics around, with some being affiliated with hospitals, for example with Mitra Keluarga, Bina Estetika, MMC, Pondok Indah, Pluit, Pantai Indah Kapuk hospitals, while others are independent.

It is not only celebrities who are subconscious about their appearance, but professionals are too. In the past five years, improving one’s appearance has become trendy. This is evident in the fact that clinics providing instant beauty have sprung up. Their clients are not only entertainers and models, who want to appear amazingly beautiful, but also businesspeople and housewives.

As Micky Tanod, public relations director of Puan Jakarta Boutique Clinic, puts it: body treatment is now part of a businessperson’s daily life. He says his clinic in Pondok Indah is not simply a center where you can take care of your body, but it is a medical clinic with a woman’s perspective where specialists practice.

“We are concerned about women, who play dual roles as housewives and career women. A woman aged above 35 should have a routine examination, such as a pap smear (for early detection of cervical cancer) and a mammography (for early detection of breast cancer). Both types of cancer are major killers of women,” he noted.

As a one-stop female clinic, Puan Jakarta Boutique Clinic, which was set up in December 2002, has 38 specialists, all women practicing in 12 disciplines, including skin, gynecology and obstetrics, fitness, acupuncture, psychiatry, psychology, neurology, urology and dentistry. Its urologist is the first woman urologist in Southeast Asia.

Besides providing medical treatment, this clinic also offers health therapy based on a healthy lifestyle. The market for this program is quite big. In short, as Nur Asia Uno, the owner of Zen Living, puts it, the middle to upper class in major cities are really aware of the need to take care of their bodies holistically, covering both the physical and mental aspects, to balance their routine activities. They need not just a spa but a place that can give them instant refreshment.

Established four years ago, Zen Living, said Nur, is the pioneer of aromatherapy reflexology in Indonesia for the premium class. Its services range from reflexology to oxygen therapy. Similar treatments, particularly oxygen therapy, are available not only at spas but also in health clinics such as Stanford. Located at Jl. Hang Lekir Raya 9, Kebayoran Baru, Jakarta, this clinic specializes in ozone therapy, which reportedly optimizes organ function to keep a person young.

Ozone therapy is done through the process of allowing pure oxygen to flow through an electric generator. Ozone is a highly reactive and unstable gas with a very short life span (20 to 30 minutes) before it becomes oxygen again. When injected into the blood, it improves blood circulation and oxygenates body tissue and is reportedly beneficial to diabetics, gangrene patients, those with sclerosis of the blood vessels, patients suffering from paralysis, vertigo and heart attack and those who have pins and needles in their hands or feet.

Obviously, any treatment can be given by men or women. The technology is there: lasers and surgery instruments. The Jakarta Skin Center, for example, uses laser technology. This clinic, set up by the daughter of the late vice president Sudharmono in 1993, offers about 15 types of medical services for the skin, such as dermatology, laser surgery, skin surgery, collagen injections, botox injections, plastic surgery and liposuction.

Meanwhile, Impressions, formerly known as just a slimming clinic, has a special service for males, called men’s health center. Its main clinic in Jakarta has a IPL (Intense Pulse Light) machine made by Lumenis/Spectron Cosmetic Ltd. England and LHE (Light Heat Energy) Skin Station by Radiance Inc., U.S. Treatments offered include dermabrasion, skin rejuvenation and removal of acne as well as removal of tattoos, spots and skin flaws.

These clinics are flourishing thanks to increased awareness of the significance of health and appearance as well as to higher living standards. Tapping the opportunity created by people wanting appear perfect like a celebrity, these clinic owners spare no effort in promoting their services to lure customers. (Burhan Abe)

The Jakarta Post – July 04, 2006

Time for Entrepreneurs to Lead: APMF

JAKARTA JIVE
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Time for Entrepreneurs to Lead: APMF

The growth of information and communication technology has made way for a new wave in the world of media. New types of media such as the Internet and text messaging have emerged and have had a huge impact. As a result, there are numerous types of media to choose from for advertising.

Meanwhile, advertising agencies whose jobs are basically to introduce and promote goods and services are closely related with the media. The media lives on subscribers and advertisements, with advertisements playing a greater role in generating revenue for the media.

Since the media has become more cluttered and segmented, advertising agencies need to be sure that their ads are aimed at the right target and are properly communicated.

This is among the issues to be discussed by advertising observers, practitioners, media specialists and the mass media during the Asia Pacific Media Forum (APMF) 2006 held in Nusa Dua, Bali, from Nov. 16 through Nov. 19.

Following are excerpts of an interview with Gunadi Sugiharso, chairman of the organizing committee of APMF 2006.

Question: This year’s theme looks similar to last year’s, so what makes this year’s event different?

Answer: This forum is meant to discuss advertising. So, generally, the problems faced by people working in advertising remain the same. Therefore, there are no significant differences. As with last year, this year we are still also talking about the same topic: changes. In fact, it is safe to say that there are huge changes taking place.

The difference maybe is that while last year we were only reminding our colleagues about the changes, this year we are emphasizing the impacts caused by these changes. Lots of our colleagues are unaware of these impacts. Plus there are lots of people who do not believe that the changes are happening at an alarming rate, and that is why we must react quickly. This is why we chose “Move Faster” as a theme. Last year’s theme was “Don’t Be a Dinosaur” (if you don’t change, be prepared to die out like the dinosaurs.)

The reason why we still want to talk about changes is because last year there were not enough participants from advertising agencies or the media from Indonesia. Meanwhile, changes are still taking place, even faster. These changes are triggered by the growth of technology such as the Internet, cell phones, etc. Besides the conventional media, there are other mediums to choose from. Each has its own character and the public has lots of options.

What has caused the lack of awareness? Is it because there has not been any continuation of the previous forum, or is it because those who came to the forum did not pass the information on to other people?

Actually, it is not about awareness. Everyone is aware that there are changes, but very few realize how big the impact is. People know there is the Internet, but very few are aware of how it will affect the advertising business, what consequences it will have on the way we sell products. These are the questions that most people have yet to find answers to, and do not yet understand. Even those who attended the previous forum may not have a comprehensive understanding of the problem.

So, the changes are more than just a statement?

Yes. It is a serious one. Not many people are completely aware of it and when they do become aware, they will be shocked. The situation can be described like this: there is a dam over there that breaks, but we may remain calm. We are not aware that the water may reach here and that we can be flooded out.

Many of my colleagues are angry at the presence of many global advertising companies in Indonesia because local companies will die (because of them). (They are also angry at) media specialists who will steal much of their pie.

In my opinion, there is no use in blaming each other. These people do not realize that the advertising business has changed. The media is becoming more complex and varied. The amount of money spent by advertisers is so huge that a demand for the services of media specialists is being created. We cannot prevent this because it is happening because the situation is changing. We are supposed to examine our thoughts and concerns: what do we want to be like, how can we do business properly in the world of advertising such as it is today? We can no longer depend on media placements for revenue. We must start thinking about strategic matters, such as how to take responsibility for money paid by clients.

Is this a condition unique to Indonesia?

I do not think so because the whole world is experiencing these changes. It is happening globally. The tendency today is that advertising agencies establish media specialist companies and EO. Then, they all are placed under one holding company. Big companies such as Samsung and HSBC then appoint one holding company. These holding companies are the ones that will coordinate marketing communication functions, including creative work and media placement which are part of the work of their subsidiaries. As such, this will lead to an integrated result.

The fact is that today’s advertising businesses should not only talk about creative matters but also numbers, statistics, etc. In the end, a CEO in this field should not come from among artists, but should be an entrepreneur who is able to organize a company. It is time for them to lead the world of advertising under today’s conditions.

I can see several advertising companies who are aware of this situation. Narga Habib from Cabe Rawit said that “I am not an advertising expert, I am a businessman.” His job is to operate independent business units so that they become profit centers. As such, they (the business units) are expected to grow on their own.

In the global advertising business, WPP is the most advanced company because the CEO is an entrepreneur. He is not an advertising person, but a businessman working in the advertising world. Inter Public fell apart because it was run by an advertising person who had no idea about the business world. They are artists, not businessmen.

What is the expected result from APMF 2006?

First of all is that we have an event where advertising people will be able to meet to share with each other on a regular basis and discuss the growth that is happening. Therefore, we are able to update ourselves. Second, we hope that through this forum we will be able to establish a network — a place to establish a relationship between advertising companies, the media and other businesses. The third one is that we wish to develop human resources, new talents for the advertising field in this ever-changing environment. We shall start with media specialists, creative people, those who can manage budgets, and also entrepreneurs in the field of advertising. (Burhan Abe)

The Jakarta Post, November 09, 2006

SOE Privatization Program: Quo Vadis?

JAKARTA JIVE
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SOE Privatization Program: Quo Vadis?

It is generally understood that privatization is a process in which public or state ownership of an enterprise is transferred to a private party. It is how this process materializes into reality that has long been a big problem here. That the process of privatization is indeed a big problem is clearly seen from the hard struggle that high-ranking government officials in charge of state-owned enterprises have faced all these years.

When privatization was “introduced” in 1991, Tanri Abeng, then the state minister for state enterprises, had to go through all the pros and cons of this matter. At that time Tanri was trying to privatize PT Semen Gresik by transferring part of its ownership to a Mexican company, Cemex.

Then, when Laksamana Sukardi, a former banker, was state minister for state enterprises, he was accused of “interpreting” privatization too liberally by allowing the nation’s assets to be sold to foreign investors at “low prices”.

When president Megawati Soekarnoputri term ended, those opposed to privatization began to gain the upper hand. A “rebellion” of sorts regarding privatization has been seen here and there. Even many in the government are openly against privatization.

Several parties seized this momentum to make public their disagreement with the privatization of state-owned enterprises (SOEs). In October 2004, for example, the Blora Center organized a discussion under the theme of “SOEs Will Remain Sound Without Privatization”.

The president director of Bank Mandiri, E.C.W. Neloe, now caught up in a bad debt scandal, has complained that state banks have been coerced into taking the privatization road.

“In fact, at the same time, it is demanded that we should make a bigger profit,” he said.

The president director of state-owned telecommunications company PT Telkom, Kristiono, who was one of the speakers at the discussion, expressed a similar view. However, he went even further, saying that in the future there would no longer be any need for the Office of the State Minister for State Enterprises. Earlier, voices against privatization, particularly from officials at state-owned enterprises, were hardly ever heard.

As a result, the process by which the government gives up its shares in state-owned enterprises has become vague. There has been no satisfactory explanation from Coordinating Minister of the Economy Aburizal Bakrie and State Minister for State Enterprises Sugiharto regarding this matter.

Recently, however, the secretary at the Office of the State Minister for State Enterprises, Richard Claproth, said the office would only use initial public offerings (IPOs). “Regarding strategic SOEs, the government will employ only the TOT (transfer, operation, transfer) pattern without any transfer of ownership,” he said in a discussion held at Parahyangan University in Bandung last May.

In addition, Sugiharto also hinted that the government will not sell its shares in SOEs at low prices. And the Office of the State Minister for State Enterprises will not allow foreign investors to control over 51 percent of these shares.

“Foreign investors will be allowed to control a maximum of 5 percent to 10 percent of the shares,” he said.

All this is just what we can learn from the media because we have yet to find out what the real policy is that Sugiharto will implement regarding SOE privatization.

Major businesspeople and international economic institutions are extremely eager to learn the policy of privatization that will prevail in the present administration of President Susilo Bambang Yudhoyono. Will this policy be different from that implemented during the administration of Megawati Soekarnoputri? Unfortunately, they have so far had to be content only with controversial statements in the media by Vice President Jusuf Kalla and Coordinating Minister for the Economy Aburizal Bakrie.

Aburizal Bakrie has said that privatization will go on. This, in his opinion, is a mandate of the law that has to be exercised. Privatization is necessary to ensure that the target of Rp 13 trillion in revenue from SOEs and their share dividends set by the government will be reached.

Vice President Jusuf Kalla, however, immediately responded, saying, “Of course there must be revenue, but which SOE has to be sold?” He also said that Indonesia has had bad experiences with privatization. “We no longer want to sell this nation’s assets at low prices,” he noted.

Surely, this situation cannot be allowed to go on as it is now. What should be our stance regarding this matter? In this context, there are several things that need revamping.

First, ironically, Indonesia is yet to have a standard regulation on privatization although it has sold several assets. That is why privatization has been implemented only in accordance with the wishes of those currently in power.

There is also an indication that privatization is part of the “project” of officials at the Office of the State Minister for State Enterprises.

The Asian Development Bank is to a certain degree correct when demanding that Indonesia immediately draft a law on privatization.

Indonesia should immediately issue such a law rather than just wasting time by nurturing deep suspicion over demands made by foreign institutions in this respect.

Second, the government has always said that it is waiting for “the appropriate time” and the right market conditions before selling its assets, in the hope of fetching a better price. Predicting when the right market conditions will prevail is indeed a very difficult job.

Unfortunately, the attitude that high-ranking government officials have shown regarding this matter hardly helps improve market conditions.

Third, the Office of State Minister of SOEs must not deal solely with privatization. It must also devote sufficient attention to the management system of national corporations.

Efficiency and improvement in the financial soundness of an SOE after its privatization will be of little use unless the environment and the partners of this particular SOE are likewise efficient.

In a corrupt and inefficient economic system, a clean SOE will be as useless as “sweeping a dirty floor with a dirty broom.” Therefore, SOE privatization is a national project and not simply the task of a particular institution.

Fourth, every privatization incur huge costs, including the social cost. This social cost is connected with the cost that arises to carry out “SOE privatization campaigns” to all the stakeholders of the company: the employees, the board of directors and related government institutions.

An SOE privatization campaign should not be concerned only with how this privatization will be implemented but, more importantly, it must deal with how the employees will fare that have to be laid off or transferred in position as a result of this privatization.

Unfortunately, the government is yet to pay serious attention to this social cost. The sales of the government’s shares in Indosat to a Singaporean investor is a case in point. After this privatization, many Indosat employees stage large-scale protest rallies.

Fifth, there must be a change in the way SOEs are managed. A number of SOEs, particularly in the banking sector, are badly managed under the “4 in 1” principle, in which the government plays simultaneously 4 roles: a regulator, a supervisor, an owner and an operator.

When the government privatizes an SOE, its management system must be changed. Migration in the work habit will be necessary so that a less competitive SOE will become more competitive and more professional. In this respect, a particular strategy and program will be needed because a change in work habit takes a long time to become a reality.

Several obstacles may be in the way. It is the prevailing belief that a more professional work habit is necessary only for an SOE that has been privatized. In fact, the government should understand that the ownership of this SOE has been shared with another party.

An unprofessional attitude, such as the feudalistic principle of “as long as the leader is pleased” is still inherent in inter-corporate relationship. It is this particular attitude that has always made it difficult for a privatized SOE to develop its professionalism. That’s why the working environment of an SOE also needs revamping. (Erwin Tunggul Setiawan)

The Jakarta Post, June 28, 2005

Trend in Ads Business

JAKARTA JIVE
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Trend in Ads Business


The emergence of specialists whose jobs is to take care of media placements has brought about major changes in the advertising industry. Up until recently, advertising agencies handled both the creative side of advertisements and their placement. Advertising agencies then charged a commission or fee for the creative job and for media placement, both making up the biggest portion of advertising spending.

But this condition changed with the emergence of media specialists. In principle, media specialists can take orders from any advertisers regardless of who creates the advertisements. Their ability to capitalize on these orders has increased their bargaining power vis-…-vis the media. At a certain stage, media specialists can survive from the margin they receive from the media so that they do not need to charge advertisers or the owners of the advertisements any fees.

This practice has taken advertising agencies by surprise. The advertisement pie is growing bigger from one year to the next but not their fortunes. Media specialists take placement jobs from anybody. That is why their bargaining power is far stronger than that of advertising agencies. Imagine if you managed 70 percent of RCTI’s income, your bargaining position would, of course, be quite strong. You could make the sums on the rate cards published by the media just a table of figures.

Media specialists are common in the international (read U.S. and Europe) advertising world and began to get a foothold in Indonesia in the last five years, starting with the presence of two international media specialists. One of the firms initially benefited from the historical relationship between Lintas and Unilever.

In its early days, the firm, which inherited the business of Lintas, handled most media placements for Unilever products. In order to compete, the other firm narrowed its profit margin, choosing to not seek huge profits but aim instead to establish relations, develop its client base and be content with lower profits.

This situation later changed. In early 2006, firm offering the discount won the media placement bid for Unilever. It is thought that the firm continues its practice of accepting lower profits in a bid foster relations, it will serve as the death knell for advertising agencies still hoping to generate income from media placements.

At almost the same time, the advertising industry is undergoing a major upheaval in terms of creative jobs. Several advertisers have caught on to the idea of making advertisements that are suitable to a bigger geographical scope or, in other words, advertisements that are regional in character.

Unilever and P&G have made a lot of advertisements with an Asian look so that they can be placed throughout Asia.

The reason for this choice is very clear. If an advertisement can be placed regionally, this will save money in terms of creative process and in making. Unfortunately, in many cases Indonesia has not been chosen to create these regional advertisements. You can see, for example, the talent that went into the AXE advertisement, which features a Vietnamese pair of martial artists. That’s why the advertising agencies that customarily took care of the creative process of Unilever advertisements have experienced a significant drop in work orders.

In fact, the emergence of these media specialists was anticipated by local advertising business players, though rather late. Several advertising agencies have set up their own media placement units. However, multinational companies, supported by large capital, seem to be too strong for local advertising companies.

Therefore, to survive, local advertising agencies must restructure their businesses in terms of organization to become better streamlined and more efficient and, more importantly, come up at the same time with creative, fresh and unique ideas.

In the present era of increasingly tougher competition, a full understanding of the players in the advertising industry will help create a competitive edge. The advertising industry is indeed growing significantly, but this growth must be coupled with a fair and sound business situation with a clear direction. It is here that an association like the Indonesian Association of Advertising Companies (PPPI) can play a role.

What is now needed is not a rigorous regulation because such a regulation would only stifle the advertising world, for which creativity is the be-all and end-all. What is urgently needed is a regulation that makes sure that every player competes on a level playing ground and that there will be no big gap between small and large advertising companies. Obviously this is by no means an easy challenge! (Eddy P. Kasdiono)

The Jakarta Post, March 14, 2006

Hospitals Learn How to Attract Patients

JAKARTA JIVE
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Hospitals Learn How to Attract Patients

Operators of most upscale hospitals have their own ways to lure patients amid increasing public demand for quality services. For instance, several hospitals offer services found at star-rated hotels. The layout provides comfort and the medical facilities are complete; in addition, the services offered are customer-oriented.

This means that besides medical treatment, services are also part of a hospital’s strength. Pondok Indah Hospital is one of the hospitals offering star-rated services and comfort, and the public response has been encouraging. Rapid progress in information technology has also spurred public demand for improved health services, which has kept Pondok Indah Hospital on its toes to meet public demand in every aspect. This lead to the hospital gaining hospital accreditation for 16 types of services from KARS and an ISO 9001: 2000 on quality management in 2005.

Meanwhile, Bintaro International Hospital in Bintaro Jaya, Tangerang, is uniquely designed like a three-story mall. Sunlight highlights the fountain in the spacious atrium of this hospital, the decor of which gives an impression of nature, spaciousness and brightness, all aimed at providing psychological comfort to patients so that their recovery is quicker.

Bintaro International Hospital is part of Ramsay Health Care Australia. This hospital opened on Oct. 12, 1998 with the operation of a clinic of specialists with 20 consulting rooms. The hospital started accepting in-patients on Nov. 2, 1998. MH Thamrin International-Salemba Hospital was built as a hotel-styled hospital and offers comfortable in-patient facilities, such as air conditioning, hot water in the bathrooms, color TV with local and international channels. MH Thamrin International-Salemba Hospital claims its operating theaters are among the most complete in Jakarta.

It has five operating theaters (one special sterile room for endoscopy) and one room for post-surgery recovery. Each room has medical equipment and oxygen system in keeping with international standards to guarantee an optimum safety level.

One of the major hospital to be opened in the not-so-distant future is Siloam Hospitals Semanggi. Planned as a full service secondary hospital with a focus on cancer detection, prevention and treatment called Mochtar Riady Comprehensive Cancer Centre (MRCCC), construction of this hospital will be completed in early 2009.

MRCCC will include breakthrough technologies and equipment and the most up-to-date facilities in Indonesia supported by internationally trained oncology specialists. Siloam Hospitals Semanggi is expected to be the first hospital in Indonesia to use an integrated computerized system and the digital information system linked with pathological imaging, pharmacy and information system services of the hospital.

The hospital, to be called “Building of Hope” will be a specialized hospital with 29 floors and 210 beds. It is located close to Aston Hotel and Plaza Semanggi in downtown Jakarta. Siloam Hospitals Semanggi will also apply for accreditation to the US-based Joint Commission International (JCI) when operational. In Indonesia, the construction of international-standard hospitals has sparked controversy. Many have a negative opinion of such hospitals though many also support them.

Indeed, there is no official standard for international hospitals. Instead, there is only a stipulation made on the basis of research, and even this differs from country to country. Every country has its own accreditation system. Progress and globalization have led to the expectation that all hospitals are standardized. International-standard hospitals have sprung up because of competition.

“They want to show that their hospitals are of the same level as those overseas,” Dr. Herman of Rumah Sakit Pondok Indah said. A question worth posing is whether a local hospital is worthy of the title “international hospital”.

In response, Dr. Herman said, “In my opinion, there is no such thing as international labeling. If we wish to use the label of ‘international’, we must have set standards, right? So, one of these standards is the ISO. This means that those with ISO 9001:2000 certification are already in the international standard category. However, if a hospital claims to be an international hospital but has yet to meet the criteria set by the ISO, it may not be of international standard but simply call itself international,” he noted. (Iwan Suci Jatmiko)    

The Jakarta Post, July 19, 2007

Have a Holiday at a Hospital!

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Have a Holiday at a Hospital!

Even though the 14th Great Singapore Sale ends on July 22, Singapore does not lack tricks to lure more Indonesian tourists. Aside from attracting shoppers, this island-state has intensified the promotion of its health services.

Singapore offers health services, complete with competent doctors and paramedics and the latest diagnostic and treatment facilities. Relying only on these assets, Singapore can lure visitors not only from Indonesia but also from the other countries in the Asia-Pacific region.

Don’t be mistaken, though. Although Singapore offers complete and top health services, the rates are comparable to those in the patients’ home countries.

That’s Singapore’s competitive edge: it can offer top services at highly competitive rates. That’s why no fewer than 200,000 people from various countries visit Singapore for medical treatment. According to the Singapore Tourism Board, no fewer than 150,000 people travel to Singapore for medical treatment each year. They hail from India, Pakistan, Bangladesh, the Philippines, the United States, the Middle East and Indonesia. Surprising, the highest number come from Indonesia.

Singapore has beautified itself to the optimum to lure tourists and earn foreign exchange. Among the tourists are those who go to Singapore, which has a population of 4.3 million, for medical treatment.

Efforts have been made to develop state and private hospitals, improve hospital management, the skills of doctors and other supporting health personnel, increase investment in the latest medical equipment, establish biomedical research centers and so forth. Of course, all this is not intended solely to serve the country’s population but also to lure people from other countries to visit under the “medical tour” program.

Interestingly, people who visit for medical treatment make their reservations like ordinary tourists. Prospective patients can make reservations from their home countries through international medical service centers at various hospitals. They can consult a center about their ailments and be advised as to which specialized clinic to visit. They are also informed of the estimated hospital charges prior to departure to Singapore.

The hospitals considered favorite “tourism destinations” are National Healthcare Group (NHG) and Singapore Health Services (SingHealth) and their networks. These two groups of hospitals are almost equally luxurious in their facilities. Their rooms are spotlessly clean. The architectural design is a modern minimalist design with soft and bright colors. The ambience is suitable for tourists.

When a patient stays at a hospital like this, he not only convalescences but also gains a fresher mind. The term “tourist” is more suitable than “patient”. One hospital in Phuket, Thailand, offers “medical treatment” that would be better termed spa treatment. Indeed, the hospital offers a package for a holiday that includes plastic surgery, starting from liposuction to cosmetic surgery.

Phuket — as well as Chiang Mai and Bangkok — are havens for high-end people to reshape their bodies. They are served like kings and queens at private hospitals that look more like resorts. These hospitals are staffed with specialist doctors in various areas. As for food and language, these two pose no problem. Just like at exclusive holiday resorts, tourists can order any food they like. Almost all hospitals have nurses who have mastered a foreign language, such as Malay, Mandarin, Japanese, Arabic and English.

Not to be left behind by Thailand, Malaysia is also intensifying it promotion for medical tours. At present, many hospitals offer a holiday package that includes medical treatment. In Malaysia there are a number of international-class hospitals such as Island Hospital, Adventist Hospital, Mount Miriam Hospital, Lam Wah Ee Hospital, Gleneagles Medical Center and Loh Guan Lye Specialists Center in Penang. All offer various medical packages, ranging from a mere general checkup, critical surgery such as cardiac and oncological surgery and other internal diseases, to the handling of degenerative diseases, which are also referred to as the ailments of modern man.

If you have an eye problem, such as myopia or hyperopia, you can go to Island Hospital, for example, for i-Laser, a lasik treatment gaining great popularity. Eye surgery using laser technology makes it possible for far-sighted people, for example, to throw away their glasses or contact lenses. As part of a lifestyle, said Nora Hamid, head of PR/marketing department of Island Hospital, lasik, which can give one a new appearance, is a favorite eye treatment. Most patients come from Indonesia, she said.

Besides eye treatment, the demand for cosmetic surgery, for example, continues to increase although it is not as strong as the demand for other forms of medical treatment. That’s why, Nora went on, Island Hospital is developing services linked with appearance and lifestyle, such as plastic surgery, dental treatment and reconstruction and so forth.

It is not difficult for hospitals in Malaysia to offer beauty services in an integrated way, especially since expert doctors and the equipment are available. Island Hospital has specialist doctors and the latest medical equipment.

Its CT-scanner, for example, can read a body layer by layer, starting from the top of the head to the toes, therefore ensuring that any disease in a person’s body is detected. In the operating theater unit, there are three rooms, each with different air pressure. The main room leading to the ICU ward, for example, is bacteria-free. The medical equipment is modern and uses the laser method so that surgery has become not only easy to perform but also neat.

Are you ready to go on a medical tour? (Burhan Abe)

The Jakarta Post – July 19, 2007

Sigit Pramono: Doctor for Problematic Banks

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Sigit Pramono: Doctor for Problematic Banks

The president director of BNI, Sigit Pramono, may be likened to a medical specialist. He has “cured” quite a lot of ailing banks. In 2000, he resolved nonperforming loans at Bank Mandiri. Then in 2002, he restored the financial soundness of Bank Internasional Indonesia (BII), which at the time was near collapse.

After his success at BII, he was assigned in late 2003 to settle fraudulent L/Cs amounting to Rp 1.7 trillion at Bank Negara Indonesia’s Kebayoran Baru branch, South Jakarta.

In fact, when he was appointed president director of BNI, Sigit was still president director of BII. Only a day after his appointment did he hand over his position at BII to Henry Ho Ceong, the new president director appointed at the bank’s extraordinary shareholders meeting.seems that problematic banks are my turf. What else can I say? As it is an assignment, I will perform my duty as best as I can. For me, an assignment is a mandate that must be done wholeheartedly,” he said.

The first step he took when he joined BNI was to revamp the executive structure of the bank, in keeping with the decision made at the bank’s general shareholders meeting. Internally, this revamp was aimed at improving work quality, establishing a service standard and the launch of innovative banking products (such as BNI Emerald) to net as many customers as possible so that the company could reap the biggest profit possible.

Externally, his program was linked to the establishment of harmonious and mutually profitable relations with third parties and investors.

BNI, he said, focused on its restructuring effort in three stages, namely stabilization, recovery and transformation. “Currently, we are at the stage of transformation. At this stage, we would like to see BNI as the best bank in terms of services to customers,” said Sigit, who was once vice president director of Merincorp Bank.

Although the restructuring program of BNI has been going on for only a year, positive results are already apparent. The bank’s profit has risen 278 percent from 2003 to Rp 829 billion. The value of its total assets has also increased 3.8 percent, from Rp 131.5 trillion to Rp 136.5 trillion. Its return on assets (ROA) and return on equity (ROE) have improved.

The value of its ROA has gone up from 0.77 percent to 2.45 percent while its ROE has risen in value from 1.83 percent to 29.64 percent.

It is not easy dealing with problematic banks. “Smart and effective tricks” are needed. Sigit, who is a photo hobbyist and has held a photo exhibition, said a leader must have the ability to motivate and encourage all parties in the organization or company under his leadership to accomplish a common mission and reach a common goal.

“This can be realized by building good communication with all employees in the company, either formally or informally, and also with people outside the company,” he noted.

The communication so established should be harmonious two-way communication to prevent miscommunication and misunderstanding. To this end, for example, employee gatherings and customer gatherings need to be organized up to the branch office level. This, he noted, is important to build trust, both on the part of the employees and the customers. In such activities, he and the members of the board of directors tirelessly explain the banking restructuring program being carried out.

“Nurturing employees’ sense of belonging to the company is also a key to success in managing a company,” said Sigit, who was born in Batang, Central Java, on Nov. 14, 1959. Another thing that contributes to a company’s success is related to a defined job distribution among the company’s human resources. People with high integrity, professionalism and competence should be placed in appropriate positions.

The effort to restructure problematic banks should always concern handling problem loans or low performing loans. This was especially the case when Sigit was entrusted to handle the syndication and division of loan rescue of Bank Export Import (Exim).

This job was tougher as Bank Exim, eventually, had to be merged with a number of state banks – Bank Bumi Daya (BBD), Bank Dagang Negara (BDN) and Bank Pembangunan Indonesia (Bapindo) – to become a new bank called Bank Mandiri. During this time, Sigit had to handle at least 615 large corporate debtors with problem loans and several thousands of medium and small loans.

To deal with bad debtors, Sigit had to put into practice his most effective “trick”. Here his leadership skills were put to the test. “It is in this situation that a leader must be capable of negotiating.

His approach will be to understand what a debtor is experiencing and then find the best solution so that the debtor will be willing to repay the loan,” said Sigit, who learned negotiating skills while working for a joint-venture leasing company established by Bank Exim and Japan’s Sumitomo Bank.

Thanks to his negotiating skills, Bank Mandiri’s bad loans slowly but surely could be settled. Then the “financial condition” of the bank began to improve.

Sigit, who is also chairperson of the Federation of Private Domestic Banks (Perbanas) for the 2006-2009 period, has successfully handled 70 to 80 percent of loan portfolios that need to be restructured and that have, since the early days of the financial crisis, constituted combined loans of the four government banks that merged.

As a result, Sigit has become famous in the banking world. Behind his modest, kind and genial manner, he is in fact a professional banker. Although he holds the top management position, he is quite close to employees at the low level.

As president director, he must be able to make the right decision at the right time. Regarding this, Sigit, who has four children, adheres firmly to the Latin principle primus inter pares (first among equals), and among the board of directors it is he who must have the courage to make a decision, however bitter that decision may be. (Burhan Abe)    

The Jakarta Post, June 06, 2007  

Giuseppe Nicolosi: A Psychologist Successful in Finance Arena

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Giuseppe Nicolosi: A Psychologist Successful in Finance Arena

An audit and dishonesty just don’t mix. An audit can expose rotten things like corruption in a company or an organization. That’s why corrupt people are usually very careful when selecting independent auditors to examine the financial condition of their companies.

One of the renowned accounting and auditing companies in Indonesia is Ernst & Young (EY), led by Giuseppe Nicolosi, who is of Italian descent. When he was appointed as CEO of EY Indonesia, Nicolosi accepted the appointment without any trepidation even though he knew full well that Indonesia was among the world’s five most corrupt countries. “I see the Indonesian Government has shown a high commitment to fight corruption,” he said, adding that he is optimistic that Indonesia will be able to slowly overcome the problem of corruption.

“This is the most dynamic and most potential country that I have ever known!” he said.

Nicolosi said his evaluation of Indonesia was not mere lip service. He had visited Indonesia several times before he assumed the position of CEO of EY Indonesia. Once Nicolosi, who is married to an Australian, spent a long time staying and working in Australia, a country in close proximity to Indonesia.

Companies like EY, he said, will continue to enjoy development in countries like Indonesia as long as the activities of the stock exchange and the fight against corruption continue.

He mentioned Lee Kwan Yew who, in his book From Third World to First: The Singapore Story 1965-2000, wrote, “at the start of their governance, corruption was rampant. Custom officials at the airport, traffic policemen on the streets, even admission clerks in hospitals: all cadged bribes from those who needed to be in their good graces” … If a country like Singapore, he said, by way of example, used to be one of the world’s most corrupt states but it successfully reversed the situation to become as successful as it is today. “Indonesia can do the same”.

“The problem is,” he went on, “the process will take quite a long time. And it’s such a process! Dealing with problems such as this country is now facing is not as easy as clicking your fingers,” he stressed.

According to Nicolosi, one of the indicators used to measure the improvement of a country’s economic condition is that many companies go public. This is understandable because to go public, a company must be run transparently. “This (transparency) is a must! Transparency cannot be engineered. If transparency is engineered, it will later come to light and the consequences will be worse for the company.

“As more and more companies go public, the economic condition of a country improves,” said Nicolosi, who likes cooking. With the money a company raises from going public, he said, it usually undertakes expansion, driving it to recruit more employees and as a result it helps cut the rate of unemployment.

EY Indonesia does not deal in auditing only, but also in assurance, risk advisory, business advisory, tax advisory, tax reporting and operations and transaction advisory. Many big companies in Indonesia are EY clients. Even some world-famous companies use EY’s services when they want to do business in Indonesia. EY has made these achievements over a long period of time, having established itself in Indonesia 30 years ago.

EY has not only been successful in doing business in Indonesia but has also had success in encouraging a culture of transparency in companies. It has also nurtured the spirit of entrepreneurship through the Ernst & Young Entrepreneur of the Year awards, which have been presented annually since 2001.

Many local businessmen have achieved success but they are not known to the public. One of these businessmen is Jacobus Busono of the Pura Group. Jacobus was awarded as the Indonesia Entrepreneur of the Year 2006, and was inducted into the World Entrepreneur of the Year Academy in Monte Carlo, Monaco, at the beginning of June.

Since he assumed the top position of EY Indonesia, Nicolosi said, he has learned a lot, particularly from leading 1,300 employees, most of whom are Indonesians in various offices in Jakarta, Surabaya, Medan and Batam. “One thing that I have learned,” he said, “is that Indonesians are not used to engaging in a debate in an open forum.

“This is a challenge to me. I must encourage the people of EY to always organize open discussions so that they will get used to expressing their ideas.”

The most important thing, he went on, is that a corporate leader must create a good management concept and corporate strategy and a culture based on strong values and ethics. Then he must also be able to communicate this strategy well to the employees. “But also make sure that they really understand the concept and the strategy and that they implement them correctly on the ground, and make sure they live the values of the organization everyday.”

Nicolosi adheres to the concept called People-Quality-Growth. This means, he said, that we must recruit, train and keep the best people in the company. “Only through the best personnel can a company obtain the best job quality. The best job quality will lead to significant corporate growth,” he said.

Thanks to this concept, Nicolosi has successfully led EY Indonesia since 2004. However, he never dreamed of making a career in the area of finance. “When I was a boy, I never dreamed of having this career,” he said. In fact, he holds a doctorate in psychology and for 10 years he was a successful psychologist.

When still in his 30s, he was at the helm of a consulting firm in psychology. “Perhaps I rose so fast that I did not think I could climb any higher on the career ladder at that time,” he noted.

Finally, he changed his course radically, entered the finance and management consulting arena and eventually joined EY in 1994 in Sydney. After several years, in 1999 he was asked to move to London to take on the role of vice chair of human resources of EY Global, a position that opened the door to him being named the CEO of EY Indonesia in November 2004.

And in what field does Nicolosi next intend to spread his wings? “I find EY’s work culture and ethos agree with me and I have no wish to build a career elsewhere,” he said without hesitation.

He has no plans on how to spend his old age. However, he has two home bases, namely Adelaide (Australia, where his wife, Karin, comes from) and Tuscan (Italy).

“Later I may spend six months a year in Australia and the other six months in Italy,” he joked. Obviously, however, he is fond of cooking Italian food at home. “There’s no better place to enjoy it than at home!” he said. (Arif T. Syam andArdimas Sasdi)

The Jakarta Post, June 20, 2007

SD Darmono: Have Conviction and Seize the Opportunity

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SD Darmono: Have Conviction and Seize the Opportunity

The experience of talking with him is so rich that it is like entering a time tunnel to the future. For him time is like a boundless horizon. He talks eloquently about his various visions and missions in both business and life.

His name is Setyono Djuandi Darmono, or Pak Dar. That he is a visionary is reflected by his remarkable achievements. The most spectacular to date is Jababeka City in Cikarang (Bekasi), West Java, 35 kilometers east of Jakarta.

Previously, Cikarang was vacant land serving only as a water catchment. Today, however, Jababeka is home to some 1,300 small and big factories. No fewer than 25 countries have invested here. In addition, around 10,000 expatriates work there. “It has now become an international area,” Darmono said.

Innumerable houses, shops, star-rated hotels and upper-class recreational parks have been built in the area. In short, Jababeka is a new city complete with facilities and a 650,000 population. And Darmono, who celebrated his 57th birthday on April 26, still nurtures a dream to build other cities like Jababeka. Similar projects under construction are in Cilegon, Banten; Magelang, Central Java; and Yogyakarta. Preparations are also under way for similar projects in other regions. “I will not stop establishing more Jababekas in this country for as long as I live,” he stressed.

Indeed, Darmono’s enthusiasm is rarely found in other people. However, at first, Darmono, who was born in Yogyakarta and grew up in Magelang, never dreamed of accomplishing all this. When he was young he had just a simple ambition. “I had no ambition for any position but only wished to have a job and to please my parents,” he reminisced.

Making a career in the property sector did not cross his mind until 1980. The idea came to him when he lived in England for three years working for ICI Dyingstuff, a textile dye manufacturer. There he became interested in the property business after discovering that several of his customers who owned textile mills were interested in doing business in the property sector. At that time Indonesia’s property sector was booming.

So upon his return to Indonesia, Darmono along with colleagues Hadi Rahardja and Adam Kurniawan, started a property business in 1982. His first property project, Bumi Bintaro Permai, a residential area in Bintaro, was successful. Uniquely, none of the founders of this company were experts or had any prior experience in the property business. Darmono had experience only in marketing, while Hadi Rahardja had experience in textiles. “The core of all businesses is management. If we can control management, we can work in any area,” he said. Therefore, his principle is like this: “Management is how to manage people and how to delegate work to other people, then the result will be better than when you do it by yourself!”

Darmono and his colleagues moved even faster than before. They changed their concept as they wanted to create a property business that yielded bigger results, faster. Darmono came up with the idea called “The Winning Concept”, which means establishing a property area that will create a demand for other property projects.

Luckily this concept came at an opportune time as in 1988 the Indonesian government, which previously did not allow the private sector to build and develop industrial estates, encouraged private businessmen to do so. “That is why we built the Jawa Barat (West Java) – Bekasi industrial estate,” he said, explaining that the construction of this industrial estate began in 1989.

One thing that always inspires him is that “If you intend to make something, don’t make it mediocre. It must be the best of the best.”

So it is no surprise that the Jababeka industrial estate has more facilities and infrastructure than other such estate in this country. “I don’t want factory owners to have difficulty in obtaining clean water or disposing of their industrial waste or getting a power supply,” he said about the early days of the construction of Jababeka City. Jababeka has a fine system for waste treatment and disposal, well-regulated roads and its own power plant.

Why did Darmono decide to build an industrial estate? Because he realized the multiplier effect of an estate. A recipient of the 2004 Ernst & Young Entrepreneurship award, he said, “Factories create employment opportunities and various demands.

“Factory employees, from the top to the lowest levels, need places to live in areas close to their factories. Then there is a demand for education, shops or shop-houses as well as places for recreation and sports, like a golf course. There is also a demand for hotels, hospitals and so forth. In short, factories will continue to generate demand after demand.”

Talking about vision, Darmono applies various religious concepts — Islam and Confucius. First, he is inspired by Prophet Muhammad’s concept of time. “Prophet Muhammad said that if you get up in the morning, assume that you will live another 1,000 years but before you go to sleep, assume that you will die in your sleep,” he said. “Adhering to this concept we can always work hard and will always remember God”.

Second, said Darmono, who is married to Rosilawati Dewi, is a story from Confucius’ teachings. “Once there was an old man who wanted to remove the mountain in front of his house as he believed it was an obstacle to his success,” he said.

Although many people, including his own wife, opposed this old man’s idea, he was firm in his belief. Then he began to cut down the trees and dig the earth in the mountain, disregarding his advanced age. “Did the old man succeed in removing the mountain? Perhaps he did not, but what he did bring about was the techniques of tree felling, earth removal and many other things so that one day someone will be able to remove the mountain.”

So, Darmono said, the most important thing in life is to have a forward-looking vision. See opportunities and have the conviction that they are good and then never feel afraid to tap them.

One of his visions that will soon be turned into reality is the Revitalization of Borobudur, a project the commencement of which will be announced on June 2. The idea to revitalize Borobudur struck him when he upgraded the golf course of the Military Academy in Magelang. This upgraded golf course has enjoyed rapid progress and has lead to encouragement in various fields in the surrounding areas.

Starting from his success with the upgrading of the golf course, Darmono plans to turn the Borobodur area into a new Jababeka City through the Tidar Heritage Foundation, which he and some friends have established. “The Borobudur area is actually an inter-faith and inter-cultural area where all live in harmony,” he noted.

According to Darmono, various disasters that have hit Indonesia are mostly due to moral degradation in the country. Therefore, the revitalization of Borobudur will have culture, religion and natural revitalization as its point of departure. “Property is actually a land business and land is part of nature. So, if you want to be successful in the property business, you must love nature and then nature will love you in return,” he stated, hoping that the revitalization of Borobudur will inspire other people to return to our noble culture and always revere God.

When will this project be completed? “Just like the old man in the story, I don’t know when this project will be completed. The most important thing for me is that this vision is right and I have started it,” he said.

And when does Darmono intend to retire? “I will retire only from a job that burdens me, like the present CEO position. Later I can be just a commissioner or an advisor. Other than that, I will never retire,” he said.

When asked about when he becomes too old to do anything, Darmono said: “I will pray to God that I be accepted into the hereafter just like what Prophet Muhammad said,” he said calmly.

Simple, plain and firm — these are Darmono’s main attributes. “We were born with nothing, so when we die why must we take anything with us?” (Arif T. Syam)

The Jakarta Post, May 09, 2007

Mukiat Sutikno: Martial Art Lover Leads GM Indonesia

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Mukiat Sutikno: Martial Art Lover Leads GM Indonesia

For Mukiat Sutikno, being appointed managing director of General Motors Autoworld Indonesia (GM Indonesia) may be likened to a homecoming. After having no top leader for about six months, U.S. car manufacturer GM Autoworld Indonesia appointed Mukiat its managing director this month.

Mukiat is no newcomer to Indonesia’s automotive business world. He has been in this line of business for quite a long time. Prior to leading GM, he worked for PT Astra France Motor (Astra International Group), with his last position being sales and marketing division head. To be appointed GM Indonesia’s managing director is quite an achievement for Mukiat as he is the first local to earn the trust to lead this company, the sole agent for Chevrolet in Indonesia. In the past, the position of GM Indonesia chief always went to an expatriate.

Mukiat started his career in the automotive business at GM Indonesia. He worked for the company from 1997 to 2000 in various positions. He was one of the people who helped promote the Opel Blazer in Indonesia, which was later renamed the Chevrolet Blazer. “It is interesting, like nostalgia,” Mukiat said of his return to GM, although he acknowledged that a difficult job awaited him.

This U.S. carmaker will soon introduce the Chevrolet Captiva. It is, of course, the task of Mukiat to make the Captiva and other Chevrolet products achieve marketing success in Indonesia. This goal seems to be the background for the recruitment of Mukiat by GM Indonesia top officials, who obliviously believe that Mukiat has the competence and experience to do the challenging job. It is felt that Mukiat has a good understanding of the Indonesian market and the public’s taste and culture. The presence of Chevrolet Captiva is expected to lead to fiercer and exciting competition in the medium SUV segment, which includes the vehicles Honda CR-V, Nissan X-Trail and Suzuki Grand Vitara.

“Later, the Captiva will be the backbone of the marketing of Chevrolet products in Indonesia,” he said

Regarding the trust given to him to lead GM Indonesia, Mukiat stressed that he would make every effort to improve the role of Chevrolet in the Indonesian automotive market, and hoped that in the next few years Chevrolet would be one of the five best-selling brands in Indonesia. This effort will begin with the intensified introduction of the Chevrolet brand, improvement of after-sales service, expansion of its dealerships and the introduction of several new car models.

On after-sales activities and services, Mukiat is lucky as Chevrolet has a program called Chevy Care. Under this program, owners of Chevrolets can enjoy free checking and maintenance of their cars. The program has been held twice in Jakarta and Bali and has had a favorable impact on GM. “In future, a similar program will be held in Jakarta and Medan,” he said.

The automotive industry is like a lifeline to Mukiat, a true car lover. Perhaps he is one of the few people who has successfully combined hobby and business. The spectacular development in the design and performance of automobiles in the last few years, which he calls a revolution, is one of his main reasons to be involved in this business. The young executive decided to work in the automotive industry after he completed his studies in Australia in 1997.

In leading a company, Mukiat applies the principle of open communication and tries to make sure that everyone knows the vision of the company and its targets. “I always try to ensure that everybody can talk openly about various problems they face and that solutions can be found jointly,” he said. In addition, he tries to persuade GM employees to come up with ideas for the development and marketing success of GM products. “For marketing activities, for example, the ideas may come from other departments. The ideas should not necessarily always come from the marketing department,” he stressed.

In Mukiat’s view, the automotive business in Indonesia has a bright prospect even though there has been a drop in car sales over the past three years. However, to ensure that the automotive industry continues to grow, he said, there are several things that the government and automotive business players should do.

First, improve infrastructure; afterall, the automotive industry relies on the availability of good infrastructure. Second, compliance with regulations, for example in applying and following the Euro 2 emission standard to reduce air pollution.

Born in Jakarta on Nov. 13, 1972 as the eldest of five siblings, Mukiat spent many years abroad getting an education. He went to elementary school in Singapore. In 1989, he moved to Australia and attended Taylors College Melbourne, Australia. He earned his bachelor’s degree in business from Swinburne University of Technology in Melbourne and his master’s degree in international marketing from Bond University, Queensland, Australia.

During his student years, despite moving from one country to another, he always devoted himself to martial arts. For example, at the age of eight Mukiat studied kung fu. Then while studying in Singapore, he learned tae kwon do and eventually earned a black belt. Besides keeping him fit, martial arts taught him discipline, which has helped him in his work.

Even though he lived abroad for much of his youth, Mukiat always wanted to return and work in Indonesia. His former employer in Australia had offered him the chance to handle his business in Semarang, Central Java. Instead, Mukiat decided to join General Motors in 1997, but stayed with the company for just three years then moved to Astra,” he said.

In his personal and professional life, there is one philosophy that he adheres to. “Pursuing results is important, but if we do everything correctly, results will follow,” he said.

He learned this philosophy from his tae kwon do instructor in Australia, who told him to start training again from the white belt level (beginner level) even though he already had a black belt, reasoning that Mukiat had not trained for quite a long time. Initially Mukiat was a little disillusioned by his instructor’s advice. However, after returning home from training one day, his instructor explained to him about getting results and made him realize that it was a good philosophy to adhere to. (Maulana Yudiman)  

The Jakarta Post, May 02, 2007

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