May/June 2010 - Keppel Offshore & Marine

PEOPLEPassion and compassion“We have to know the strengthsand weaknesses of our people,and match the right persons tothe right jobs. In order to knowour people, we have to spend timewith them. Bosses must set goodexamples and show their peoplethat they care for them,” he said.“Chua Chor Teck always showed hisconcern for the young people andgave them opportunities to shine.This is something that I have alsocome to embrace.”Topping off an inspiring 39-year career with the group, Goh Boon Kiat shares his passion for thebusiness and compassion for the peopleIn a transient job market, fiveyears might seem like a long timeto stay in one company. After all,according to the latest statisticsfrom the manpower ministry, theaverage Singaporean stays in hisor her job for a tad under twoyears, before making the switchfor another.“A management style that overemphasises performance doesn’tbreed loyalty. Even at senior levels,the people tend to be shortsighted– they are driven by figures notownership. They do what isrequired, and that’s it.“The challenge is how we canmotivate people to give their best,and think and act in the interest ofthe company over the long term,”said Goh Boon Kiat, who recentlyretired as a Director of KeppelSingmarine, and for TechnologyForesight at KOMtech.“I think this is something that,at Keppel, we have managed todo well,” mused the gentlemanof 62, who had spent his entirecareer as a Keppelite, playingpivotal roles in the offshore andmarine businesses, includingthe integration of Keppel O&Min 2002.The ‘secret’ that continues to fuelgenerations of resilient Keppeliteslike himself, Goh reveals, is asimple combination of passionand compassion – passion forthe business and compassion forthe people.Goh remembers being packed offon his first overseas stint in themid 70s by Chua Chor Teck, thelate MD of Keppel Shipyard. “I wasassigned to study the feasibility ofsetting up a Philippine yard, afterjust three to four years in Keppel.Back then, I didn’t even knowthe proper methods of assessingcommercial acquisitions,” he said.The Philippines was a captivemarket served by some 3,000 shipsthat provided the main mode oftransport across its 7,000 islands.The fleet owners, 90 percent ofwhom were Chinese, were largelydissatisfied with the servicesprovided by a handful of poorlyrun local shipyards.“I thought that if we were there,we would be able to serve thecustomers much better,” said Goh,who returned to headquarterswith a positive recommendation,only to be sent right back againto set up the new yard. “ChuaChor Teck told me, ‘If you think it’sgood, then you go!’”“All I can say is that, it was a leap30OffshoreMarine May – June 2010