The Ingenieur Vol 57 January-March 2014 The Ingenieur Vol 57 January-March 2014 | 页面 59

• Implementation of workshops, seminars,
training programmes and teambuilding
events to promote a c o r p o r a t e
mindset, inculcate positive corporate
values and enhance technical skills; and
• Corporate restructuring to clearly define
and focus on all key areas of PBAPP’s
holistic business
model; optimise
operations, resources and management
systems; and comply to relevant
legislations and the best practices in
corporate management:
• four
engineering
departments
(Operations, Production, Planning &
Development, and Quality, Safety &
Health);
• five corporate departments (Corporate
Services, Human Resource, Finance,
Information Technology, and Internal
Audit); and
• two new departments were introduced
in 2008 (Facilities and Customer
Care).
As at December 2013, PBAPP operates
with 11 departments reporting to the General
Manager.
PEOPLE WITHIN A NEW CORPORATE CULTURE
Establishing and cultivating the right corporate
culture put PBAPP on the right footing to serve as
a leading organisation in water supply.

The PBA Way
The foundation of PBAPP’s corporate culture is
“The PBA Way”, as in:
People we motivate (in reference to PBAPP
personnel)
Best we deliver (in reference to systems)
Aim for excellence (with regard to customer
satisfaction)
A.C.T.I.O.N.
Workshops were arranged from January to February
2003 for all executives and supervisory staff to
embrace “The PBA Way”, based on the following
core values:
Accountability
Communication
Teamwork
Integrity
On-going Learning
New Ways for Improvement.
NEW IMPROVED SYSTEMS
Beyond changing mindsets and upgrading its
operational structure, PBAPP implemented
improved management systems, some of which
were linked to specific global benchmarks:

ISO 9001 Quality Management System
In May and June 2003, PBAPP received companywide ISO 9001:2000 certification for quality
management from UKAS of the United Kingdom and

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