De Fatimah - Paper Work for De Fatimah Investor - 9 Feroz Maju

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de’ Fatimah Healthcare Group Sdn Bhd
No 9A & 11A, Jalan Nelayan 19/A
40300 Shah Alam
Selangor Darul Ehsan
Tel : 603 – 55429192 Fax : 603 – 55420095
© Razak Maidin Feb 2015

de’ Fatimah Healthcare Group Sdn Bhd 2
Chapter. Contents Page
Table of Contents 2
Fact Sheet – Project Name 3
Team of Consultant 4
Estimation Cost 5
Approval Letter by Ministry 6
1 Introduction 8
Corporate Information 10
Company Statement 11
Organisation Chart 12
The Logo 13
Panels 14
2 Pre-Feasibility Study 16
Feasibility Intro 17
Market Potential 23
Proposed Hospital Services 24
Staff Plan 26
Medical Equipment 27
Hospital Information System 28
3 Plans & Layout 29
Contents

Fact Sheet
To construct a 130-bedded hospital at Lot 1007 – 1014 & 380 – 382,
Seksyen 3, Banting Selangor Darul Ehsan as per approval from
Ministry of Health dated 25 June 2014 for Messrs. De Fatimah
Healthcare Group Sdn Bhd.
Project Name

Project Advisor
Team of Consultant
Dato’Dr Ir Hj Abdul Rashid bin Maidin
Architect Arkitek S.H. Lim – Ar S. H. Lim
(Mr Lim )Delta Consult Group 1. Civil& Structural - Mr Tu & En Norman
2. M & E – Ir Hj. Ramli bin Hj Harun
3. Electrical – En Ashaari
4. Medical Health Planner – Mr Mohan Narayanan
QS Messrs Basar & Harun
Contractor GM Healthcare – Mr Alvin Tu
Wira Shukor – Dato’Ng
Furniture & Fittings Greenberg Mestika
Hospital Equipment 1. GE
2. Siemens
3. LKL
4. WTK
5. Abex & etc
Gas Piping WTK Group of Companies

1 Purchase of Land 5,000,000.00
2 Construction cost – 10 storey (83,951
sq ft2
)
42,000,000.00
3 Purchase of 6 Lots of Shop Lot
(20’x80’)(*)
9,000,000.00
4 Purchase of Equipment (**) 15,000,000.00
5 Renovation / Creation of 130 bedded
and other facility rooms together with
fittings & beds (***)
20,000,000.00
6 Exterior as per Architectural drawing 2,500,000.00
7 Loose Furniture / Cabinets & others
(non hospital equipments)
3,000,000.00
8 Car Park as per request by Ministry of
Health
15,000,000.00
9 Miscellaneous / Contingencies
(approximately 5%)
6,000,000.00
Total Hospital Cost RM 117,500,000.00
(*)Fully owned by De Fatimah – 90% Financed by SME Bank
(**) Partially financed amount by SME Bank – RM 6.0 Million
(***) Partially financed amount of RM5.0 Million
Cost of Hospital

Zoning Approval by
MOH

Page 2
Zoning Approval by
MOH

De Fatimah Healthcare Group Sdn Bhd is a private limited Company
registered in Malaysia by Companies Commission of Malaysia in 2013.
The main objective of the company is to be the pioneer and one-stop
centre of healthcare-hub.
De Fatimah Healthcare Group Sdn Bhd is in the midst of completing
the two (2) tasks of building private hospital. First being Hospital De
Fatimah, Banting which has reached Borang 1 submission (awaiting
for building approval). The Second being Hospital De Fatimah, USJ,
Subang which has been given Zoning approval.
In ensuring the Banting project a success one, De Fatimah Healthcare
Group Sdn Bhd has acquired almost 18,000 sq ft of land comprising a
stretch of six (6) three storey shop lots and neighboring land measuring
100 x 80 sq ft. It is also the Companies aspire to acquire more land in
the vicinity to accommodate the hospital facilities i.e. parking lots and
commercial area.
The Company has been approved with a facility of RM19.5 Million for
the initialization of the project, being RM8.1 Million for the six (6) three
storey shop lots and remaining for the renovations and equipments.
Introduction

Hospital De Fatimah, Banting is a 130 bedded hospital fully equipped
with modern facilities for comprehensive & advanced medical care.
Hospital De Fatimah, Banting will be affordable to all category of the
society. Hospital De Fatimah, Banting rooms’ranges from VVIP, single,
double and four bedded. The inpatient facilities and outpatient clinics
runs round the clock by Hospital De Fatimah, Banting professional
doctors and experience nurses. Hospital De Fatimah, Banting situated
30 km from Klang and 15km from KLIA and nearby to Morib Beach.
Hospital De Fatimah, are committed to care for our patient as our
tagline says”you are in our good hands”. Our experience medical
doctors and consultants together with a team of dedicated staff strive to
provide the best care to ensure your comfort and recovery.
We are committed to provide good care and best service in all
departments, starting from the registration and admission process, right
through discharge services. With our dedicated, motivated and efficient
professional staff at your disposal, Hospital De Fatimah, will always be
there for you,
“… you are in our good hands …. “

Company Name : De Fatimah Healthcare Group Sdn Bhd
Company Number : 1070977 - P
Registration Date : 20th
Nov 2013
Business Effect Date : 15th
August 2013
Corporate Address : No 9A & 11A, Jalan Nelayan 19/A,
Seksyen 19,
40300 Shah Alam
Hospital de’ Fatimah, Banting Address : Lot 1007 – 1014 (& 380 – 382),
Seksyen 3,
Banting
Telephone Number : 603 – 5542 9192
Fax Number : 603 – 5542 0095
Email Address : defatimah@hotmail.com
Website : www.defatimah.com.my
Directors Name : Dato Dr. Ir. Hj. Abdul Rashid bin Maidin
Syahedatul Shakinah Binti Jailany
Dr Shine Abdul Rehman Shyla
Shareholders Name : Dato Dr. Ir. Hj. Abdul Rashid bin Maidin
Syahedatul Shakinah Binti Jailany
Paid Up Capital : RM1,000,000.00
Authorised Capital : RM1,000,000.00
Bank : Public Bank Berhad
Financial Assistance : SME Bank Berhad
Company Secretary : K Ramanathan & Co Sdn Bhd
Auditors : WSJ & Co
Corporate Information

Mission
Vision
Values
Company Statements
To provide an excellent health care services
Quality health care
To maintain affordable price for the health service
To ensure de’Fatimah hospital is the choice for all patients
INTEGRITY
de’Fatimah are honest and transparent in all we say and do. We are consistent
with our vision, values and mission, we adhere to our codes of ethics.
INNOVATION
de’Fatimah are passionate about inspiring and creating improvement in all we do.
Our ideas are valuable assets that are carefully managed and help us achieve
excellence in patient care. of healthcare world-wide.
COLLABORATION
de’Fatimah believe in teamwork and honor and support each other’s roles, requests,
contributions, and success. We are loyal to one another and take collective responsibility for
our decisions. We look for opportunities to help each other, and to ask for help, to achieve
our common vision and goals.
ACCOUNTABILITY
de’Fatimah are personally responsible for all we do and say, as well as what we choose
not to do and not to say. We are accountable for what we see and hear in the workplace and
we take the proper action if it harms patients or violates our professional ethics or standards
of care. We are accountable to fullfill the mandate of our roles and to meet the expectation
of our patients to receive compassionate and high quality healthcare.
RESULTS-DRIVEN
de’Fatimah is committed to achieving our goals. We understand that plans are not
outcomes and that promises are not achievements. We set demanding and quantitable
targets and use data to measure and describe our results.
EXCELLENCE
de’Fatimah is dedicated to provide the highest quality of care for our patients. We
benchmark against international high performance organizations and are committed to do
our best to achieve good results. We are driven by the knowledge that our performance
affects the quality and quantity of life. We believe that the only acceptable standard of our
performance is excellence.

Organisation Chart
de’ Fatimah Healthcare
Group Sdn Bhd
GROUP EXECUTIVE CHAIRMAN
Dato’ Dr Ir Abdul Rashid Maidin
Assistant Manager
Vacant
EXECUTIVE
Vacant
EXECUTIVE
Vacant
EXECUTIVE
Vacant
Assistant Manager
Vacant
EXECUTIVE
Vacant
GROUP GENERAL MANAGER
Jamilah binti Maidin
GROUP ADMIN SUPPORT
Head
GROUP CORPORATE SUPPORT
Head
GROUP HOSPITAL DIVISION
Head
EXECUTIVE
Vacant
BOARD OF DIRECTORS
1. Dato’ Dr Ir Abdul Rashid Maidin
2. Syaheedatul Shakinah Jailany
3. Dr Shine Abdul Rehman Shyla
12
PANEL ADVISORS
1. Dato Dr Sivamohan Namasivayam
2. Dato’ Dr M. S. Roopi
3. Dr Mohd Ismail bin Abdul Hamid
De Fatimah USJ
Branch Manager
De Fatimah Rawang
Branch Manager
De Fatimah Kuala S’gor
Branch Manager
De Fatimah Banting
Branch Manager
De Fatimah Equine Park
Branch Manager

The Logo
LLooggoo UUsseedd ((iinncclluuddiinngg ffoorr HHoossppiittaall))
Rationale of Logo
Heart shape – symbolize human heart and the use of
stethoscope in medical practice
Hand – symbolize the patients are in a good hand of
excellent medical practitioner
Human ECG – symbolize treatment of patients ranging
from pediatrician (child), adult male and female by good
medical practitioner using utmost state of the art
equipment and analyser
13

Our Market:
de’Fatimah mainly operates to ensure the community gets proper medical care with
affordable price.
The Healthcare sector is one of the fastest growing sectors in Malaysia and it is
expected to continue to grow as it benefits from this dynamic economic environment.
The trends in the sector include:
A population that is growing and rapidly ageing:
An increasing incidence of lifestyle-related medical conditions: lifestyle
diseases and conditions such as diabetes, obesity, cancer and
neuropsychiatric conditions tend to occur more frequently in wealthier
countries such as Malaysia. In particular, with respect to diabetes and
obesity, in 2011, the Malaysia was in the top 10 countries in terms of the
percentage of its population .
Growth in the privately insured population, have announced plans to
implement healthcare reforms, such as mandatory health insurance,
Our Strategy:
Given the market de’Fatimah operates in, the executive management team
determined a five year strategic plan beginning in 2015 comprising the following
elements:
Continue to lead the market in terms of medical quality including the
implementation of several initiatives to maintain and extend de’Fatimah
market leading standards for clinical quality, including the further
recruitment of top medical talent and continued service delivery at
international standards of best medical practice.
Panels


Continue to improve clinical and administrative operational efficiencies by,
for example, improving utilisation of resource intensive facilities like
operating rooms as well as centralising or consolidating certain ancillary
services such as laboratory services.
Continue to grow within existing hospitals by aligning with hospital-identified
gaps in the healthcare services market, predicted disease trends and an
ageing population.
Continue to grow network of outpatient medical centres to increase
accessibility for patients, expand the Company’s integrated network and
provide primary care services in strategically chosen locations.
Pursue expansion opportunities in rural area to increase capacity in the
medium term,
Pursue inorganic growth opportunities to expand into new geographic
markets and into new service lines, with a particular focus on expanding the
network into other rural area

FFEEAASSIIBBIILLIITTYY SSTTUUDDYY

Establishing a Hospital in Banting, Kuala Langat, Selangor Darul Ehsan
Pre- Feasibility study forEstablishing a Hospital in Banting, Kuala Langat
This paper looked at the feasibility of establishing a hospital in Banting with
particular focus on the financial aspects. The hospital will be known as Hospital De
Fatimah, Banting. The objectives of this paper are to:
• Study all the relevant factors for establishing a modern hospital in Banting
• Develop a suitable hospital concept and
• Provide a financial assessment
Approach taken to conduct this study
Given the time constraints and the focus on financial assessment, the study has
drawn from the following resources ; namely: -
• Review public published data (the latest versions were used whenever
possible), as well as those data which are not yet in print but available to
professionals for planning purposes
• In depth discussions with Specialists doctors, senior nurses, and key
Administrators
• Interviews with major health insurance providers
• Author’s experiences both locally & internationally in the healthcare
industry
Introduction

In assessing the market potential for a private hospital in Banting, the following
areas were researched and studied:
1. Location
Banting is growing township located in the district of Kuala Langat. The town
is on the South side of Selangor near to beach and accessible through Klang
Banting road passing Telok Panglima Garang and Jenjarom, or through two
(2) new highways from KLIA and Putrajaya. It is also accessible from Port
Dickson passing Sepang, Sg Pelek, Tanjung Sepat, Morib also via KLIA,
Sepang, Sg. Pelek and Morib. There are new highway known SKVE (South
Klang Valley Expressway) and are well served by several interchange and
link.
Market Potential

2 Population profile & Potential Target
The hospital could serve 2 main areas namely:
a) Kuala Langat District
b) Sepang District
c) Nilai District
d) Southern Klang District
e) partial of Port Dickson District
With a projected accumulative population total of 986,834 in year 2013. The
Population of Kuala Langat District is 229,067, Sepang District is 215,690
Nilai District of 200,988, Southern Klang with 101,073 and Partial of Port
Dickson District population of 200,988. With the annual average growth rate
of 1.5%, the accumulated population is projected to be 1,014,553 by year
2015. The Malay population are about the 60% of both District whereby
Chinese and Indian population are almost same at about 15% of both District.
(information from dept. of Statistic Dept),
Another notable factor is the “graying” of our population. The elderly (above
60 years) will be reaching 7% of population in 2015 censors (dept of Statistics
Malaysia).
No Kawasan 2013 2015 2016
1 Majlis Daerah Kuala Langat * 229,067 234,968 238,117
2 Majlis Perbandaran Sepang ** 215,690 221,246 224,211
3 Majlis Perbandaran Nilai *** 200,988 207,018 210,123
4 Southern Klang 240,016 247,216 250,925
5 Partial of Port Dickson (^) 101,073 104,105 105,667
Jumlah 986,834 1,014,553 1,029,043
Majlis Daerah Kuala Langat *
Banting, Bandar Saujana Putra, Dusun Durian Estate, Jenjarom, Morib,
Kanchong, Sungai Manggis, Tanjung Sepat, Telok Datok dan Telok Panglima
Garang
Majlis Perbandaran Sepang **
Bandar Baru Salak Tinggi, Cyberjaya, Dengkil, Salak, Sepang dan Sungai Pelek
Majlis Perbandaran Nilai ***
Termasuk Nilai, Pajam, Labu, Lenggeng
Partial of Port Dickson (^)
Termasuk Tanah Merah, Lukut and Port Dickson

3. Industries /economies / earnings
The area is noted for its agriculture esp. palm oil, small businessman,
aquaculture and fisheries, poultry, together with some light and heavy
industries such as steel mills, latex, gloves shoe factories and electronic
factory i.e. Toshiba,.
The population is general well off, being engaged in stable industries and
pools of school and governments departments. Both individual and household
incomes reflect the above average earnings.
4. Healthcare status of target – Epidemiology, Disease pattern & Trends
In addition to the usual diseases that afflict the nation’s rural areas, this
population is starting to present illnesses of non communicable (lifestyle) type
and those related to the industries.
Among the top reasons to seek hospital care are:
• Maternity (normal delivery, complication of pregnancy, childbirth)
• Accidents (traffic, industrial, agricultural)
• Diseases of the Respiratory system (e.g.as Asthma, pneumonia,)
• Diseases of the Circulatory system such (e.g. Hypertension, stroke,
cardiac arrest)
• Diseases of the Digestive system (Ulcers, gastritis, Gastro esophageal
reflux, Diarrhoea)
• Hormonal problems (including Diabetic)
• Malignancy
(Information : MOH : Health Informatics Centre)
5. Supply – Medical services available in the area (Current & Future)
Currently, Most of the Clinics in Banting provide basic primary care. One or
two clinics have some vsisting consultants such as O & G, Paediatrics and
medical procedure such as dialysis.
However, there are no private hospital in Banting. Hospital Service is being
provided by one government hospital i.e. Hospital Banting which is about 150
bedded district hospital with normal basic facilities. The nearest private
hospitals are at a distant i.e. Klang town comprising few medical centres
which is about almost 1½ -hour away by car.

6. Competitive Analysis
The study analyzed all the Opportunities and Threats which will impact the
project, as well as special considerations for this particular hospital
development.
Opportunities /Strengths
• Demand
The density of the population, epidemiology and the Malaysian habits /
norms of seeking Medical care, indicate strong demand for medical
services.
• Ability to pay
The area enjoys a stable economy with the residents earning good
incomes and therefore has the Ability to pay for care. This is
demonstrated by their patronage of the hospitals in Klang town,
Petaling Jaya and Kuala Lumpur which summarizes the household
income and individual incomes involved in the various economic
activities of the area.
• location of hosp
The location is excellent in that it is accessible by major roads and
highways. This will directly enhance the growth of Banting town from
the migration of young families because of lower costs of housing and
availability of news jobs.
• Convenience
Having a private hospital in Banting town will definitely provide
greater convenience for the locals as care is within minutes away, thus
avoiding unnecessary delays by traveling time, timely care and hence
better outcome and better family support during hospitalization itself.
• Affordable quality care
The potential patient is looking for quality care, which explains the
willingness to travel to Klang town and even to Kuala Lumpur.
Therefore, the provision of quality care that is also affordable &
available readily (being in town locally), will be the greatest strength
Hospital De Fatimah, Banting.
Threats
• The available competition is from the small and little maternity centre
in town.

• Consumer psychology
It is an age-old mind set of the small town people to seek private care
in
nearest town, originating from the days when there were no private
facilities. This is a significant challenge as the habit has been
entrenched and patient-doctor relationships have been build up over
the generations from grandfather to children to grandchildren. This
would need a well thought out & strong strategy to negate it and in
anyway such thoughts are fading away.
Special considerations of this Hospital
• Establishing the hospital is first mooted by local businessman and also
a corporate member, Dato’ Dr. Ir Hj Abdul Rashid bin Maidin.
Profession as an Engineer, who has been in hospital set-up all over the
country and in particular, Selangor Medical Centre (now known as
KPJ Selangor Specialist) for a number of years witnessing the
tremendous charges one hospital set-up could reach. His
disappointment has been transformed to a ‘chit-chat’ over a dinner
function with Y.A.B. Prime Minister, which later instructs him to create
a link of affordable quality Private Healthcare nationwide. These
requests have been made possible by YAB Ministry of Finance’s
involvement promising assistance to finance these projects via financial
institutions in the country. Added advantage that the family of Fatimah
has 25 siblings and grand children as doctors.
• Besides, having Puan Jamilah binti Maidin, a member in medical line
has vast experience including setting up medical centres, operating
medical centres, planning and re-branding of medical centres,
operating and running a full-flesh medical laboratory (till todate)
• Owing to the innate tendency to seek care in the nearest town whenever
possible, we need to select medical disciplines which will make
travelling to other town rather disadvantageous, such as those medical
conditions which needs :
 urgent immediate attention to avoid life threatening situations or
 long term treatments requiring weekly, daily attentions.
• Many local people in Banting are not with insurances. The little lot
having insurances had to sort Klang and Kuala Lumpur for medical
treatments. Many would be interested in taking insurances provided a
private medical care is obtained within Banting town.

1. Hospital Concept
Taking recognizance of the above factors it should be a Modern, community
hospital, providing medical care which is surely affordable, quality services
delivered by qualified, well trained understanding staff and doctors. Initially
the focus will be on basic care with some niche area of specialization such as
women’s & children’s health, cardiovascular care, O & G. These niches are
carefully selected as they may require urgent attention, or require daily/
weekly treatments and are long term management.
The primary target population are mainly the Malays and Chinese living in
Banting and the surrounding areas covering District of Kuala Langat, District
of Sepang, southern Klang, Nilai and Port Dickson.
This target group has been seeking their medical care in the nearest town, a
habit, which has been entrenched historically. Therefore the facility will need
to:
• address all the inconveniences of this habit, & present better solutions
to access care.
• provide friendly, helpful & personable services (as in a smaller town),
• build confidence and trust in the quality care provided by the hospital.
Only when this habit is modified will the success of the hospital be assured.
Business relationship with Specialists is important & must be a “win-win”
situation, so as to earn the loyalty and contribution of the doctors. As such
the financials takes into consideration of their earnings and provide room for
different possibilities. (a section deals with retaining staff)
Maximizing on the reputation of Dato’ Dr. Ir Hj Abdul Rashid bin Maidin will
be an important marketing tool when the hospital first starts its business.
2. Clinical disciplines/services
The clinical disciplines of choice will be :
• those which will be required immediate attention and may be life
threatening/serious consequence with delay in receiving medical care
• gaps or inadequate provision in Banting’s current services
• prevalent in the epidemiology of the target groups.
• do not require an enormous capital investment
Proposed Hospital Services

As such the clinical disciplines suggested are:
• General medicine / multi-discipline (focus in diabetics, Cardiovascular
hypertensive, nephro)
• General surgery
• Orthopedic
• Obstetrics & Gynaecology (esp. Maternity)
• Paediatrics
3. Clinical support services
Given the clinical services profile outlined above, the following clinical
support services are proposed:
 2 Operation Theatres (OT)
 ICU (3 beds)
 CSSD / Sterilization centre
 Outpatient consultation rooms (8) with waiting area,
 Outpatient Pharmacy (local in-house shoppee)
 Pharmacy for inpatient & outpatient services.
 Nutrition (local in-house cafeteria).
 Imaging (X-Ray, Ultrasound, CT scan)
 Rehabilitation / Physiotherapy.
 Laboratory and pathology services (Full-flesh laboratory services).
 Delivery suites: 3; nursery: 15 bassinettes
 Normal wards with multi-functions.
 Accident & Emergency: 2 observation beds.
 Biomedical Engineering.
 Medical Records.
 IT./ Hospital Information Service
 Body Holding Area.
4. Non-Clinical Support Services
The non-clinical support services will include:
 Administration (incl. admission/discharge, front office, marketing).
 Supply /Materials management.
 Prayer areas.
 Laundry may be outsourced
 Food services, kitchen, canteen/café.
 Kiosk, specialty shops (for rent).
 Housekeeping.
 Engineering, Maintenance, Central Plant.

5. Bed Configuration
The bed configuration of the Hospital is proposed to comprise:
a. Single room (Normal, Executive, VIP).
b. 2-bedded room.
c. 3-bedded room.
d. 4-bedded room.
Each floor should have a mix of the above configuration with a total of 25 to
30 beds for maximum efficiency in the delivery of care without compromising
on quality.
The total number of bed proposed for the hospital will be 120-150 beds

The staffing Plan is developed based on the services to be provided, the number of
beds, Malaysian Laws and Regulations in particular the Private Healthcare
Facilities and Services Act (1998) and the accompanying Regulations (2006), and
International practices.
The availability of suitably qualified and experience staff is another consideration.
Training will need to be organized prior to the opening of the hospital.
1. Staffing plan
No Staff Type Qty
1 Specialist doctors 12
2 Medical officer 4
3 Nursing Manager 1
4 Nurses (SRN) 32
5 Nursing Assistants (SEN) 2
6 Society Nurse (JM) 9
7 Clinical Aide( CA) 53
8 Admin staff 25
2. Policies to attract & retain medical staff (doctors incl.)
It is important that Hospital Board sets the direction of the hospital and
develops strong policies to support it. The Hospital strategy must take into
account that hospital business is service oriented and deals with people. As
such it is critical that the policies provide the following :-
 consider the patients (receiving care) as well as the doctors (providing
the care), are clients of the hospital
 practices quality assurance in the delivery of care
 provide a learning environment for the doctors & staff, so as to keep
pace with the advancement of Medical Sciences, &
 Incentives to keep the doctors and their loyalty to the hospital
3. Operation Management
Hospital services are very regulated and it takes time to put in place Standard
Operating Procedures (SOP’s). Therefore it is necessary to appoint either a
Operations Management or own Management Team early, preferably 2 to 4
months prior to the opening of business. The responsibilities will include the
full commissioning of the hospital esp. putting in place the management
structure, business model, marketing strategy and relevant polices; and to
implement all that effectively and efficiently.
Staff Plan

Based on the Hospital Concept and the Medical disciplines identified, the medical
equipment will need to be carefully selected to ensure adequate diagnostic support
for the clinicians as well as for carrying out medical procedures, without superfluous
investment.
1. Dept configuration & philosophy
Equipment should be selected on the latest technology available, meets the
capacity but is “not so over the top” and is within the budget. For example
the following philosophy should be practised :-
 Critical/life saving equipment should be of a reliable & proven brands,
while other less critical equipment may be from less famous brands,
 buy in stages e.g. it is not necessary to buy all the surgical sets /
packages, starting with basic sets
 CT for General and Orthopedic dept should be adequate initially, MRI
may be plan for future expansion
 Leasing may be an option
2. Technology
During the purchase of the equipment, it is prudent to consider latest the state
of art technology as some 1 to 2 years may be lapse before the hospital opens
for business. In Medical Science, the technology sometimes may critically
affect the outcome of the procedure, test, or treatment, even costs.
Medical Equipment

HIS is very important to the daily management and business development of
the hospital. In addition, Laws regulating hospital services also require that
patient information be stored for up to 18 years in children.
Hospital Information System

de’ Fatimah Healthcare Group Sdn Bhd30
Location Plan of Banting Location Plan for the Development

Location Plan for the Development

Artist Impression Sketch for the 10-storey building

Ground Floor Layout Plan proposed for the Hospital

First Floor Layout Plan proposed for the Hospital

Second Floor Layout Plan proposed for the Hospital

Third Floor Layout Plan proposed for the Hospital

Fourth Floor Layout Plan proposed for the Hospital

Fifth Floor Layout Plan proposed for the Hospital

Sixth Floor Layout Plan proposed for the Hospital

Seventh Floor Layout Plan proposed for the Hospital

Eighth Floor Layout Plan proposed for the Hospital

Roof Top Floor Layout Plan proposed for the Hospital

Appendix II

De Fatimah - Paper Work for De Fatimah Investor - 9 Feroz Maju

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