STUDENT INDUSTRIAL TRAINING (SIT) REPORT

JANUARY 2019 – APRIL 2019

B. BRAUN MEDICAL INDUDSTRIES MALAYSIA SDN. BHD.

ASIA PACIFIC – MEDICAL PROCESS ENGINEERING (MPE)

EVAN CHIN YEW JIN

22686
CHEMICAL ENGINEERING

i
VERIFICATION STATEMENT

ii
 TABLE OF CONTENTS
VERIFICATION STATEMENT ...........................................................................................ii
ACKNOWLEDGEMENT ............................................................................................................v
LIST OF FIGURES .................................................................................................................... vii
1.0.0 INTRODUTION ................................................................................................................. 1
1.1.0 General Overview of the company ....................................................................................... 3
1.1.1 Core Business, Types of Products and Services ................................................................... 8
2.0.0 WORK CULTURE ........................................................................................................... 10
2.1.0 Environmental, Health and Safety (EHS) ....................................................................... 10
2.1.1 Environmental, Health and Safety Policy and Regulations ............................................ 10
2.1.2 Training Provided ........................................................................................................... 11
Orientation Training............................................................................................................. 11
Product Training .................................................................................................................. 11
First Aid & CPR Training .................................................................................................... 12
2.1.3 Company SOP ................................................................................................................. 12
Quality Policy ...................................................................................................................... 12
B. Braun Evacuation Point SOP .......................................................................................... 13
2.2.0 Work Environment.......................................................................................................... 14
2.2.1 Team Work ................................................................................................................. 14
2.2.2 Work Ethics .................................................................................................................... 16
3.0.0 Work Experiences ............................................................................................................. 17
3.1.0 Skills Gained ................................................................................................................... 17
3.1.1 Communication Skills ................................................................................................. 17
3.1.2 Time Management ...................................................................................................... 21
3.1.3 Initiative ...................................................................................................................... 22
3.2.0 Knowledge Gained.......................................................................................................... 23
3.2.1 Understanding Job Requirement ................................................................................. 23
3.2.2 Completing Task Given On Time ............................................................................... 30
4.0.0 Discussion on Sustainability ............................................................................................. 31
4.1.0 Common Practice and Future Recommendation............................................................. 33
4.1.1 Environmental ............................................................................................................. 33
4.1.2 Economical ................................................................................................................. 38
4.1.3 Social Responsibility................................................................................................... 39

iii
 4.1.3 Political and Cultural Dimensions .............................................................................. 40
5.0.0 Conclusion ......................................................................................................................... 42
5.1.0 Overall Summary ............................................................................................................ 42
5.2.0 Future Recommendations ............................................................................................... 44
REFERENCES........................................................................................................................... 45
APPENDICES ............................................................................................................................ 47

iv
ACKNOWLEDGEMENT

First and foremost, I would like to take this opportunity to express my sincere
thanks and heartfelt gratitude towards B. Braun Medical Industries (BMI), my host
company for accepting and providing me the once in a lifetime opportunity to conduct my
internship training in their well-esteemed organization. Furthermore, BMI provided an
excellent platform for me to be exposed to the realities of real life work and field
situations, which are not found in the comfort of campus life and as well as throughout
my short research assistant stint in Universiti Teknologi PETRONAS (UTP).

Moreover, I would like to express my deep sense of gratitude to my host company

supervisor, Mr. Goh Leong Seng for his exemplary guidance, constant encouragement and
monitoring throughout my industrial training. Next, a million thanks to my fellow
department colleagues which are, Ms. Ooi Yui Theng, Mr Derek Loh, Ms. Ng Mee Chin,
Ms. Jocelyn Teh, Mr Ho Jun Xian, and Mr. Engku Ahmad Junaidi. Their constant effort
with step-by-step guidance ensured me that I would be able to complete the tasks
distributed by them and my supervisor with mistakes committed at the bare minimum.
Furthermore, due to their vast working experience and proficiency in the work industry
especially in the process engineering field, I always seek for their advice and guidance
whenever I am facing any forms of adversity and problems throughout the tasks given.
Although I committed some minor mistakes at the start of my internship training, they
were very patient and kept on encouraging me to strive nothing but the best. I would also
like to thank my department manager, Mr. Lim Chia Ching, whom always ask about my
wellbeing and my learning progress throughout my training here although he was busy.
The knowledge and experience gained throughout my training would be highly cherished
and would apply this during my final year studies. Besides, I would like to thank ______,
my UTP supervisor for spending his time visiting and evaluating me from Universiti
Teknologi PETRONAS (UTP), Seri Iskandar Perak all the way to Bayan Lepas, Penang.

In addition, a huge thanks to Career Development Office (CDO) of the Centre

for Student Development (CSD) of UTP for providing good assistance that ensure my
internship journey would be a meaningful and pleasant one. Also, a big thanks to them

v
for having a sharing session with us last semester which provided vital key notes on
what to expect while working in a host company.

Last but not least, I would like to thank my family members, relatives and fellow
UTP and non-UTP peers for their constant moral support and encouragement throughout
and before commencing my internship journey. Their endless support inspired me to
persevere and to be diligent throughout the internship period.

vi
 LIST OF FIGURES

Figure No. Descriptions

1 The Rose-Apotheke pharmacy in Melsungen, Germany that was
purchased by Julius Wilhelm Braun.
2 The first trademark logo which contained the letters B (Braun)
and M (Melsungen)
3 The Katgut Logo.
4 B. Braun’s first trademark logo in 1921.
5 B. Braun’s current logo with the slogan, Sharing Expertise
6 B. Braun’s Asia Pacific Region Headquarters which is located in
Bayan Lepas, Penang.
7 The Fire Triangle which shows the components needed to cause
a fire.
8 The evacuation site plan of my department.
9 B. Braun Asia Pacific Region Guiding Principles.
10 The Plastiform® Toolbox
11 The accessories contained inside the Plastiform tool kit.
12 Plastiform Gun Dispenser.
13 Plastiform Cartridge.
14 Plastin.
15 Twin Blade Cutters.
16 Nozzle and nozzle tip.
17 Demolding rings.
18 A fully assembled Plastiform
19 The Smartscope ZIP Multisensor System
20 The Shore A Durometer
21 Mitutoyo Model Dial Gauge
22 B. Braun sterilization chamber with products are about to be
sterilized before being shipped worldwide.

vii
23 B. Braun Medical Switzerland which holds the ISO Certificate
for Energy Management in accordance with standard ISO
50001:2011.
24 Water consumption comparisons between B. Braun Melsungen
and other German subsidiaries for the year 2011 and 2012.
25 Waste management comparisons among B. Braun subsidiaries in
Germany from the year 2011 and 2012.
26 Sales comparison of different areas of expertise from different
regions between the year 2011 and 2012.
27 MPE Department Dinner.
28 Weekly jogging at B. Braun Sports Arena with colleagues.
29 Team photo during B. Braun Orientation Training.
30 My B. Braun Company ID card.

viii
1.0.0 INTRODUTION
Career Development Office (CDO) of the Centre for Student Development (CSD) of
Universiti Teknologi PETRONAS (UTP) has made a compulsory course known as
Student Industrial Training (SIT) program. The reason for having SIT is to create an
exposure to students to the real working world where the theoretical knowledge gained in
our studies would be related back and apply it in the industrial world. The key objectives
of SIT are as of below:

 To demonstrate communication, management and teamwork capabilities

Throughout this industrial training, through the course of Professional
Communication Skills (PCS) that we have enrolled in university, we are able to
apply the knowledge learned by interacting and communicating with the host
company’s employees of various levels, ranging from engineers, managers,
department colleagues, technicians and non-technical staffs either in formal or
non-formal. Besides, we are able to demonstrate our management skills in terms
of time management when completing a tasks given. Furthermore, we are able to
assert our teamwork capabilities with employees of the host company to work hand
in hand and complete the given tasks effectively and efficiently.

 To instill good work ethics, professionalism and HSE practices in work

culture
Students are able to learn and adapt to the work ethics in the host company work
place. Good work ethics values such as honesty, modesty, optimistic and diligent
would be instill within the students when working in such working environment
during SIT. Professionalism such as appropriate dress code, manners and attitude
in work place would be developed by the students as well. Furthermore, Health,
Safety and Environment (HSE) practices would come in handy as students have
learned before prior to SIT and therefore this would give a sense of awareness for
students on the precautions and dangers that would potentially occur while in the
company’s workplace such as the engineering laboratory and the production line.

1
 To develop constant learning and acquiring skills and knowledge throughout
training
Students when doing their industrial training throughout SIT, they would relate
with the knowledge and experience learned in campus and apply it with the
industrial means at same time acquiring more skills and in-depth understanding
towards the tasks given. Such specific knowledge which is highly relevant in
various industries would be highly appreciated by them as these are difficult to
obtain or learn back in campus. Therefore, it is an ideal platform for students to
showcase what they have learn in their curriculum studies and at the mean time
further expand their knowledge horizon towards the particular tasks given in the
host company.

 To appreciate sustainability issues in industry

Students would have a better understanding on what the current global issues that
the company is going through in the economic and financial perspective. All
industries are somehow interrelated to each other through the supply and demand
concept. Also, students would have a better insight on what the company wants or
provide, through service and products manufactured by the company. Therefore,
they will appreciate and understand what the company is providing or need in
order to sustain and maintain through the ever evolving technological world.

2
1.1.0 General Overview of the company
B. Braun Melsungen or commonly known as B. Braun, is one of the global leader
in manufacturing and providing modern and state of the art healthcare solutions. Since
1839, B. Braun has integrated the comprehensiveness of the knowledge and skills acquired
for the company’s vast understanding for the user’s needs through extensive expertise. B.
Braun also makes a significant contribution towards the protection and improvement of
the people’s health and well-being through the continuous growth of its effective medical
care solutions portfolio.

The humble beginnings of B. Braun started off in a small town of Melsungen, central
Germany, where Julius Wilhelm Braun acquired the Rosen-Apotheke pharmacy. After
taking over the pharmacy business, he began by selling natural and soothing herbal
remedies. He soon expanded the pharmacy by upgrading to a new business model, which
is conducting mail-order service for herbal remedies. He was instinctively worried on
other problems to expand his business rather than pursuing trademarks and recognition of
his products and services. He was somehow more focused on establishing and solidify the
foundation of the business. His characteristics of being curious and stagnation was not an
option for progress managed to pass on to his children. Bernhard Braun, his eldest son
took over in 1864 and was poised to seek for new and innovative solutions, especially in
the problems of headaches and skinned knees. Driven by his determination, he came out
with the migraine sticks and band aids to overcome such problems. Furthermore, he
commenced a pharmaceutical production of the “Hollenstein stick” to treat warts.

Figure 1: The Rose-Apotheke pharmacy in Melsungen, Germany that was purchased

by Julius Wilhelm Braun.

3
 In 1867, Bernhard Braun registered the branch of business in the commercial
register and saw the urge for the company’s first trademark since production was
developing with huge potential. He selected the red-and-white striped lion in the Hessian
coat of arms, which at both sides contain the letters of “B” (Braun) and “M” (Melsungen).
The products that was displayed on the lion logo was not only the migraine sticks, anti-
moth tablets or plaster, but also includes the correspondence, price lists and invoices of
the company. The logo is shown in Figure 2 below.

Figure 2: The first trademark logo which contained the letters B (Braun) and M
(Melsungen).
In 1897, Carl Braun, the son of Bernhard Braun and the grandson of Julius
Wilhelm Braun took over the family business and underwent through compelling change.
In 1908, Carl Braun started to manufacture sterile catgut, an absorbable suture material
made from sheep intestines. The suture materials was an astounding success and was
marketed with its own trademark. The trademark, as seen in Figure 3 had a medal-like
shaped, has an illustration of a dead sheep hung upside down and a surgeon’s hand
threading the process. The trademark also contained a slogan which mentioned – “Dr
Kuhn’s Catgut – Sterile From Sheep”. It was first registered in 1910 as a trademark and
in 1935 the slogan “Sterile From Sheep” was not used ever again due to legal reasons,
however the sheep illustration remained the slogan was simply called as “Sterile-Catgut-
Kuhn” and later known as “Sterile-Catgut-Braun”.

4
 Figure 3: The Katgut logo.
The start of the catgut production at B. Braun paved the way for a comprehensive
expansion in business innovations which included a glass-blowing shop and a mechanical
workshop. The variants of products produced grew from leaps to bounds and Carl Braun
realized that the need of a uniform representation for the company. Carl Braun then seek
to Hannover-based graphic artist Ferdy Horrmeyer to design the company logo. The logo
was registered as trademark on October 13, 1921 as shown in Figure 3. The logo
illustrated a square standing on a tip in a thick drawn black circle, which is very symbolic
to many employees and customers due to its simple design and high recognition value.

Figure 4: B .Braun's first trademark logo in 1921.

5
 The logo was later changed in the 1992 with “B Braun” as the logo. The slogan
“Sharing Expertise” was later added with the logo to show its distinctiveness as a global
brand.

Figure 5: B. Braun's current logo with the slogan, Sharing Expertise.

In 1925, the first subsidiary outside of Germany was established on 1925 in Milan,
Italy, which was known as Braun Milano. Soon afterwards in 1929, Otto Braun took over
the family business and developed the sterofundin iso solution for infusion use and
synthofil, a nonabsorbable polyester coated suture for skin closure and cardiovascular and
arterial surgery in 1930. Dr Bernd Braun subsequently took over Otto Braun as the head
of the company continue to make thrives for the ever growing company. Throughout his
tenure, the company developed the mechanical syringe pump in 1951, plastic infusor in
1956, the Braunula and Lipofundin in 1962. In 1967, the company established the first
production subsidiary outside of Europe in Brazil. Furthermore, B. Braun entered into the
stock corporation in 1971 to further expand their business worldwide.

B. Braun ventured into the Asia Pacific region in 1972 where it established its first
headquarters in Penang, Malaysia. B. Braun in Malaysia was later named to B. Braun
Medical Industries Sdn. Bhd (BMI). Its location was situated within the Penang Industrial
Free Trade Zone in Bayan Lepas. It was one of the first manufacturing site in the Asia
Pacific region and also one of largest medical devices manufacturing companies in the
world. The plant here in Malaysia focuses on the manufacturing of Intravenous Catheters
(IVC), Hypodermic Needles, Special Needles, Elastomeric Pumps, Surgical Instruments
and Pharmaceutical Solutions. Currently BMI has an employee headcount of more than
7000 employees and it is today the headquarters of B. Braun Asia Pacific.

6
 Figure 6: B. Braun's Asia Pacific Region Headquarters which is located in Bayan
Lepas, Penang.
B. Braun Medical Industries Penang was recognized by B. Braun global
headquarters as the Global Centre of Excellence for Intravenous Access (CoE IVA)
products which includes production technology and Research & Development (R&D) in
2006. With such recognition, BMI is dedicated to develop and produce safety systems and
products for instance Intravenous Catheters (IVC), Hypodermic Needles and Scalp Vein
Sets (SVS). Furthermore, Malaysia would be key center of worldwide Production and
Research and Development for such range of products.

Moreover, B. Braun Medical Industries Penang was formally granted the

International Procurement Center (IPC) recognition by the Malaysian Investment
Development Authority (MIDA), allowing the procurement and marketing of
components, raw materials and end product within the region. The products produced in
BMI Penang are exported to countries such as Japan, Germany, China, the United States
and many leading markets worldwide.

7
1.1.1 Core Business, Types of Products and Services
B. Braun Melsungen AG is a medical health care and pharmaceutical device
company that produces products that ranges from pharmaceutical solutions, aesculap,
intravenous catheters and surgical instruments. Furthermore, B. Braun also manufactures
plastics and needles of various kinds which are needed for the assembly of the finished
products as mentioned above. Also, B. Braun provides hospital care services, avitum
services and has an aesculap academy to train personnel on how to produce aesculap
devices with precision and care. Moreover, B. Braun also does research and development
(R&D) studies on the improvement and innovation of current and new products of the
future.

B. Braun has principal offices all over the globe which ensures the ideal customer
proximity and excellent service in the national markets. Its revenue for the year 2017 from
its continuous global operations was at a total of 6788.9 million Euros, an increase of 4.9%
as compared to the year 2016 (6471.0 million Euros). B. Braun Melsungen is labelled an
Aktiengesellschaft or abbreviated as AG, a German word for a corporation limited by
share ownership, which it is owned by its shares and may be traded on the stock market.
The ownership is still under the Braun family.

In the Asia Pacific region of Malaysia, B. Braun Medical Industries (BMI) Penang
primarily does manufacturing of medical and pharmaceutical products that are then
exported to hospitals, nursing and medical institutions worldwide. BMI in total has five
plants which include pharmaceutical plant, aesculap plant, needle plant, medical plant and
plastic technology plant. All the plants play a vital role in mass producing the components
needed to assemble the finished product.

Various products are manufactured and produced in each of the five respective
plants in B. Braun Medical Industries (BMI) Penang. For Plastic Technology (PT) plant,
it manufactures molded components, capillaries and extruded tubes. All of these
components are needed by other plants to assemble their respective final products.
Meanwhile for Medical Plant (MP), intravenous catheter (IVC) products such as Introcan
and Vasofix are produced here in this plant. In 2007, Medical Plant was the first outside

8
of B. Braun Melsungen Headquarters to obtain the recognition as the Centre of Excellence
(CoE) for Intravenous Access (IVA) products.

Moving on to Needle Plant (NP), it produces cannula for products such as aeration
cannula, perican and spinocan which requires a needle to function. NP also produces Pen
Needle, a highly effective and mobile device used by diabetic patient to inject insulin
safely while on the go. Moreover for Aesculap Plant (AP), it produces products from
surgical instruments and implants to suture materials for most of the surgical processes
and interventional cardiology. Such products for instance surgical scissors, forceps,
specula and retractors are manufactured in AP. Aesculap Plant also caters for the military
where it produces single use surgical equipment that are normally use in combat. Last but
not least is Pharmaceutical Plant, or known as Pharma Plant. Pharma Plant produces
products such as Gelofusine solution in Ecoflac Plus, isotonic solution for plasma volume
replacement.

B. Braun Melsungen (BBM) also provides medical and health services besides
manufacturing medical health care products. Services provided from BBM are hospital
care, aesculap, outpatient market (OPM), B. Braun Avitum and B. Braun Sterilog.
Hospital care through B. Braun provides and handles products linked to infusion and
injection solutions, infusion technology and medical disposables. Aesculap services and
handles products related to surgery. Outpatient Market (OPM) provides excellent care for
patients with chronic conditions such as diabetes care, wound management, stoma care
and urinary care. B. Braun Avitum deals with providing treatment related to
extracorporeal blood treatment such as haemodialysis. B. Braun Sterilog does cleaning,
sterilizing and decontamination of surgical instruments. In Malaysia, B. Braun Medical
Supplies which is based in Petaling Jaya provides hospital care, aesculap and B. Braun
Avitum services. Furthermore, there is also an Aesculap Academy which provides training
to medical staff and hospital personnel.

9
2.0.0 WORK CULTURE
2.1.0 Environmental, Health and Safety (EHS)
B. Braun Medical Industries (BMI) has a high commitment protect the environment and
to provide a safe and healthy work surrounding for the employees, contractors, visitors,
customers and communities within the operating boundary. The management and senior
leadership are to set an example or becoming the role model to the employees upon
showing their utmost commitment towards environmental, health and safety (EHS) as a
safe working environment starts with the commitment from the top. Moreover, they have
to communicate thoroughly through their expectations to ensure the whole EHS program
executes excellently.

Furthermore, BMI employees and contractors are obliged to instill environmental,

safety and health (EHS) practices set by B. Braun into daily work activities, projects and
program. BMI also has established the Environmental, Health, Safety and Security
Division (EHSS) with bears the responsibility of managing every aspects of
environmental management, occupational health, safety and security within BMI’s
premises and through that setting up safety and security regulations for the organization.
The EHSS division comprises of technical experts, experienced and qualified safety and
health officers and are given the task to advice the operations team to always maintain a
safe and healthy living and working environment. Hence, the Environmental, Health and
Safety Policy was set up to ensure all employees and contractors to comply with the rules
and regulations given.

2.1.1 Environmental, Health and Safety Policy and Regulations

Through this Environmental, Health and Safety (EHS) policy and regulations, everyone
working in B. Braun Medical Industries (BMI) are to work hand-in-hand to achieve the
following objectives:

 Implement and continuously improve management systems to ensure everyone is

comply with local laws, regulations and other requirements related to EHS which
we operate and subscribe.
 Manage EHS risk, environmental impact and performance by identifying and
eliminating the root problem of incidents, injuries, sickness and pollution.

10
  Constantly educate, train and motivate employees to perform their duties in a
safe and environmentally responsible manner.
 Deliver measurable EHS performance improvements.
 Maintain operational perseverance and resilience linked with possible
unfortunate events.
 Communicate and share publicly with contractors, suppliers, customers, visitors
and interested parties of the company’s excellent EHS practices.

2.1.2 Training Provided

Orientation Training
In B. Braun Medical Industries (BMI), all employees are obliged to attend for orientation
training to familiarize themselves with the work environment and culture that BMI has
set. The orientation training provides information on BMI’s vision and mission, its area
of expertise, products and services provided and guiding principles. Besides, some
training modules are included with a competency tests after the session is completed
which includes Good Documentation Practices (GDP), Good Manufacturing Practices
(GMP) and Integrated Management Systems (IMS). All tests have a high passing mark
respectively to ensure that BMI produces competent employees. Furthermore, the
orientation training also provide details on medical and healthcare benefits and
transportation services that are available within B. Braun premises.

Product Training
For each of the five B. Braun Medical Industries (BMI) production plant, there is product
training in which the departments associated to the respective plant are complied to attend
it. The training is conducted by staffs from BMI training department and would be
attended by newcomers such as employees, operators and technicians. The topics
discussed throughout training would be on the product’s components and functions, the
machinery involved, the assembly process mechanism and packaging procedure.
Furthermore, the training staff would also discuss on the manufacturing operating
procedure, defects identification, and traceability of batch number. The training would be

11
beneficial as it would give a further insight and familiarization before entering the
production line of each production plant, respectively.

First Aid & CPR Training

Within B. Braun Medical Industries’ (BMI) Environmental, Health, Safety and Security
Division (EHSS), there is a board of committees which comprises of employees from
various departments. The committees selected are then have to undergo First Aid and
Cardiopulmonary Resuscitation (CPR) training. First aid plays a vital role in saving
someone’s life as it is administered to a wounded or injured person by a competent first
aider in an emergency while waiting for the arrival of medical personnel. The main
objective of such training is to preserve one’s precious life, to protect the casualty from
further harm or danger, to provide the necessary pain relief to the affected areas, to prevent
any worsening of the illness or injury and to provide reassurance to the casualty.

2.1.3 Company SOP

Quality Policy
“Quality Without Compromise” is the company’s quality policy where B. Braun Medical
Industries (BMI) is committed towards empowering the employees to implement this
policy through the following:

 Understands thoroughly on the customer demands and provide services and

products that meet the requirements.
 Assimilate quality management principles and procedures into serious business
and decision-making practices.
 The Management make sure that the quality policy and the related systems and
processes are clearly defined and brought further. The aim of further qualification
of all employees is planned to build up individual responsibility and encouraging
other staff.
 Constantly enhance the performance of the Integrated Management System (IMS),
processes, products and services, to boost value for customers, employees and
shareholders.
 Authorize quality requirements and reassure suppliers, partners and contractors to
adhere with them.

12
  Sustain the Integrated Management System (IMS) to accommodate to the
compatible requirements for instance, the Good Distribution Practice for Medical
Devices (GDPMD).

B. Braun Evacuation Point SOP

In a working environment such as B. Braun Medical Industries (BMI), there are various
kinds of dangers that poses a threat to the safety and wellbeing of B. Braun employees,
visitors and contractors. One of it would be the possibility of a fire breakout within B.
Braun working premises. It is known that for a fire to occur, it requires three simple
components which is depicted in the Fire Triangle below.

Figure 7: The Fire Triangle which shows the components needed to cause a fire.
Courtesy of B. Braun Fire Safety Guidelines.
According to B. Braun Medical Industries (BMI) Fire Safety Guidelines, if there is a fire
within the premise, all employees should follow these steps which is simplified into the
acronym, ESCAPE.

E = Evaluate and understand the situation

S = Secure the affected area by removing an occupants

C = Close doors that contain the fire to prevent it from spreading elsewhere

A = Activate and trigger the fire alarm

P = Contact the designated emergency number – 3999

E = Extinguish the fire by using a portable fire extinguish located nearest to you.

13
 Moreover, if the fire is too big to be contained and it is out of control, all employees
should follow the necessary steps below;

1. Stop any form of work including meeting or training immediately.

2. Leave the building via the nearest exit door path in a calm and quick manner.

3. Do not use the lift.

4. Do not run while going down the stairs to avoid falling off and suffering injuries.

5. Gather at the designated assembly area.

6. Conduct a headcount tally of your respective department.

7. Wait for further instructions from BMI Emergency Response Team (ERT) and Security.

Since B. Braun Medical Industries (BMI) is a large company, it is separated into two
campuses, my department is located at Campus 1. Whenever there is a big emergency
occur such as a fire breakout, my department would have follow the steps mentioned and
gather at the assembly point shown below.

Figure 8: The evacuation site plan for my department.

2.2.0 Work Environment
2.2.1 Team Work
As the great American author, Patrick Lencioni once said, “Teamwork begins by building
trust. And the only way to do that is to overcome our need for invulnerability.” When it
comes to teamwork, the emphasis set by B. Braun to its employees is no exception.

14
Among the strengths of B. Braun Medical Industries (BMI) is the diversity through its
diversity of employees from different nationalities and background that would work hand
in hand to accomplish the common objectives given. Furthermore, as mentioned in the
first principle of the company’s core principles, family-owned, the company after 175
years is still family-owned and through that every employee is treated also like a family
member. With this mindset, everyone is willing to help each other through thick and thin
to complete a task or project. Hence, all B. Braun employees are expected to work together
professionally and treat everyone with the utmost trust, mutual respect and individual
dignity without any forms of harassment in the workplace.

As mentioned in B. Braun’s 10 guiding principles, guide number six of the

Principles of Cooperation mentions that trust, transparency and recognition are vital in
achieving a common goal. The key points mentioned above which are Trust, Transparency
and Recognition as stated through the Principles of Cooperation of the B. Braun 10
guiding principles are elaborated below:

 Trust – Trust is earned when we treat a person with respect and humility. At B.
Braun, treating everyone with respect would form the building blocks on how the
company runs. This would subsequently gain the trust of our customers, business
partners and also the general public once the element of cooperation is instilled
among the employees of B. Braun.
 Transparency – B. Braun constantly provides updates about their business and
financial performance to prevent any misperceptions or distrust within their
employees and subsequently the customers, business partners and the general
public. Therefore, whether in the production line or in the office workplace, every
B. Braun employee are ought not to keep most of their job functions and
responsibilities a secret as everyone has a specific job function and expertise which
are highly valuable when it comes to executing certain tasks and projects for the
sustainability of the company long running success.
 Recognition – Recognition is indispensable in the success of an employee. In B.
Braun, everyone is given recognition in terms of outstanding performance,
continued performance and improved performance. Such recognition given would

15
 enhance one’s confidence and trust among working colleagues. Thus, this would
lead to a more productive cooperation in a workplace while executing any tasks or
project given.

2.2.2 Work Ethics

Ethics is defined as a system of moral principles which is derived from the Greek word
ethos, which means habit, custom, disposition or character. It is the concern on how people
live their lives with the right moral decision. In the corporate working world, work ethics
is an ethical code which comprises of a set of principles that an organization would guide
its employees through its activities and decision making. Such work ethics are essential
for the productivity and reputation of the organization and subsequently the success of the
company through the eyes of the public.

B. Braun organization has a great sense of pride as the company lives up to the
utmost ethical standards and deliver safe and quality products and services worldwide.
With subsidiaries of over 60 countries in the world, the work ethics practiced are different
and unique. Although different countries’ subsidiaries have different work ethics in terms
of law and regulations, culture, acceptable work behavior, the main organization considers
all B. Braun employees to oblige to the main B. Braun Guiding Principles which is a
standard for work ethics. As shown below in Figure 5, is the company’s Guiding
Principles which is aim towards the Strategy 2020 achievement.

The B. Braun Strategy 2020 Guiding Principles are designed to guide all
employees of B. Braun to make rational and wise decisions when doing business the
medical healthcare sector where people lives are involved. Thus, every step taken has to
be considered in sustaining and maintaining the integrity upon which the organization’s
reputation is at stake.

16
 Figure 9: B. Braun Asia Pacific Region Guiding Principles.

3.0.0 Work Experiences

3.1.0 Skills Gained
Throughout my student industrial training, I have acquired many skills and still learning
on new ones as I proceed to my student industrial project later. The skills mentioned would
be divided into soft skills and hard skills. The soft skills that I’ve learned and gained would
be my communication skills, time management and self-initiative. Contrarily, hard skills
would be the ability of operating and handling the machines in the Engineering Lab in
order for me to complete the tasks given which is part of my project and job scope.

3.1.1 Communication Skills

Communication skills as mentioned by Doyle, 2019, is defined as the ability to
communicate effectively with work colleagues, supervisors and technical staff in a
working area. In this technological digital age, one must know on how to effectively
convey and receive messages with people of different levels of position via in person or

17
through email and other social media communication platforms such as Whatsapp or
Telegram.

The communication skills that I have gained and enhanced throughout my

industrial training are listening, verbal communication, non-verbal communication,
friendliness, respect, confidence, clarity and concision and feedback.

 Listening – I was assigned to the company’s process engineering department and

I had to deal with medical equipment and components which I was not very
familiar with. Furthermore, I was unfamiliar with certain terms or jargon that are
used by my supervisor, colleagues and technicians while assigning me tasks or
giving instructions to me. Luckily, the company provided product training for
newcomers such as interns and technicians to get familiarize with the product’s
components, functions, abbreviations, manufacturing process, assembly process,
packaging process and batch number tracing. I made sure that such golden once in
a lifetime opportunity would not go to waste and I listen attentively and
highlighted every important information in my training book. Eventually, the
training made it easier for me to complete my tasks efficiently although at times I
would seek my supervisor or my colleagues whom are available for advice and
help. Moreover, when I attended project meetings or department meetings, I would
listen closely on what the project manager and manager was talking about and
sometimes he would give advice to me on my role as an intern in the department
and as well as the ongoing project. I would listen to their advices and would jot it
down in my notebook. Hence, this situation made significant improvements
towards my listening skills.

 Verbal Communication – It is obvious to everyone in every workplace verbal

communication is required as a form of communication with colleagues or higher
position employees. In my workplace, I would communicate with formal manner
instead of local slangs towards all my workplace colleagues when I ask for help or
seek for advice. Also, whenever I received an email or message from my

18
 colleagues or supervisor, I would reply them with a sincere note of “Received with
thanks” to show that I understood the task or information given.
ddd
 Non-Verbal Communication – Throughout my first few days in the company
right before I attended orientation and product training, I had much difficulties in
knowing most of the stuff in the production line and also in the engineering lab.
Most of the components’ name and specifications were difficult to remember. This
was especially when my supervisor assigned a simple task for me to enter the
production line and collect some specific product samples for my project study.
When I entered the production, I was a little bit lost on which specific place to
acquire the necessary product and the workers didn’t understand on what specific
component was that since most of them communicated in Malay. Thus, I had to
converse non-verbally with them on what colour was it and describing its shape
and size to them in Malay. In the end, they understood and guided me to the
specific station to collect the samples that I wanted.

 Friendliness – The transition from university campus life to a corporate working

life was a new experience to me as I was immersed into a new and exciting
environment. I was greeted with smiles and a warm welcome when I was introduce
to my process engineering team by my supervisor on the first day of work. Besides,
whenever I was in the midst of completing my task, my colleagues would drop by
and ask how am I doing with my work and they were willing to offer their help if
I had any difficulties. By doing so, I was touched and it propelled me to do the
same to them by asking if they need any help which I was willingly to offer. Also,
when walking towards my designated workplace such as the production line and
engineering lab, employees and even non-technical staff would greet me with a
simple gesture for instance a smile to me. Such simple act of good gesture gave
me a realization that it gave me a good mood at the start of a working day and with
this I would return back the favour by smiling and greeting everyone at my
workplace.

19
 Respect – Even though all of my colleagues were friendly and very helpful in
guiding and mentoring me with my daily tasks and project progress, however I
still maintain the highest level of respect for them no matter where I was, whether
I bumped into them during lunch break or in the middle of meeting together with
the manager. In a meeting, I would let my colleagues to sit first before I was able
to be properly seated. Furthermore, whenever my colleagues or manager is
explaining something, I would listen to them and making eye contact instead of
using my mobile phone to browse the Internet. Although at times we have a little
fun during brainstorm discussions to create a more energetic and dynamic
atmosphere, but as an intern I always made sure not to get carried away and assert
a balance on the things I do. Hence, by respecting others, others will respect as
well.

 Confidence – Asserting confidence in a workplace is key to achieving success in

completing a given task with high efficiency. The confidence that I have
throughout my internship training was somehow balanced as I applied the
knowledge that I have gained throughout my university studies and explained to
my supervisor and colleagues on the method that I used to execute the task given.
When they explained to me other alternatives on handling the task, I would listen
attentively and jot down notes at time rather than acting arrogant and not listening
to their advice. Therefore, this way it enabled me to boost my confidence in letting
me to speak on my own opinion accepting other opinions as well.

 Clarity and Concision – When it comes to work, every detail had to be clear,
concise and easy to be understood by many. For my case, my supervisor and
manager would be busy at times and whenever they asked on my task’s progress,
I would update to them with a clear and definite manner as possible. As time is of
the essence, it is difficult for them to remember many things during work as they
also are handling and keeping check on other colleagues’ work progress as well.
Thus, I would make sure the task’s details are clear cut and straightforward for

20
 them and as well as the technician to understand. Besides, I would be as concise
as possible when seeking for help with my colleagues if I encountered any
difficulties and not beating around the bush, wasting theirs’ and my time at work.

 Feedback – For an individual to understand his capability and understanding

towards a subject matter, one must have feedback from colleagues. Positive and
optimistic feedback gives a positive upbeat to an individual as he did a good job
in dealing a task without causing harm and trouble to himself and others but at the
same time being humble to understand the fact that there is always room for further
improvement. Throughout my training, I was often being given feedback which
are positive and encouraging by my supervisor, colleagues and manager on my
work progress. They always provide alternatives on handling my task more
efficiently rather than just simply giving a feedback without justifying the reasons
why. Furthermore, since not all humans are meant to be perfect, my manager and
supervisor would sometimes ask for my feedback as well upon an idea generated
during a meeting. Thus, it creates an opportunity for me to voice my point of view
rather than being suppressed and being stripped on my freedom of speech.

3.1.2 Time Management

Time management is defined as the process of organizing and planning how to divide the
tasks given by my supervisor and my department colleagues. Throughout my internship
training, time management has become an essential tool on how to divide my tasks and
completing it on time. This is because at times there would be extra tasks given by my
colleagues and some of it had to be completed with a specific time period. Moreover, there
would be meetings or sometimes trips to the production line to collect samples and run
validation tests. Therefore, I would segregate the tasks accordingly based on priority and
thus improving my time management skills and as well as reducing my tendency to
procrastinate and delaying my tasks at work. The idea of delaying or not completing the
task given by my supervisor or department colleagues within a specific period of time
would be not pleasing as the clients have expectations towards our work expertise.

21
3.1.3 Initiative
In order to seek new challenges and gain knowledge on a certain subject matter,
one must have the confidence to initiate and ask for help towards colleagues. It was vital
for me to take the initiative to inquire and request for further assistance in assisting their
project work and tasks given respectively. After I have completed my designated task, I
would initiate by asking my colleagues who seem busy at times if there is any help that I
was willing to lend a helping hand. I believe that such skills, either hard skills or soft skills
are only gained if one is willingly to take up the challenge and learn from it. I was not
afraid of committing mistakes as practice makes perfect. Moreover, such initiations gave
me an increase of my self-competency and dependence on others in the future whenever
there was a new task given with that specific knowledge which I have previously learned
and became familiar with it. Therefore, it is good to take the initiative in lending a helping
hand for my colleagues and at the same time learning something new and informative.
This would prove essential as one day they might require my knowledge in providing
guidance and assistance to the new interns and new employees.

22
3.2.0 Knowledge Gained
3.2.1 Understanding Job Requirement
In my Medical Process Engineering Department at B. Braun, the general aim of my
department is to carry out validation tests whether or not the samples or products brought
to us require any corrective action and preventive action (CAPA). The products that my
department is dealing are intravenous catheter (IVC) products which have different
shapes, sizes and characteristics which are produced in B. Braun Medical Industries. The
products comprises of components made from plastic and metal. My given task would be
studying and understanding the plastic components dimensional stability. The apparatus
and tools required for me to conduct my project study are listed below:

 Plastiform®
 Smartscope
 Durometer
 Dial Gauge
 Sterilization Chamber

1. PLASTIFORM®

Figure 10: The Plastiform® toolbox.

23
 Figure 11: The accessories contained inside the Plastiform® tool kit.
Developed by the RIVELEC Company in Montpellier, south of France, the
Plastiform® is a versatile tool kit that produces polymer compounds meant for
high precision print molding. It is uniquely manufactured for specific industrial
applications. The tool kit comprises of:

Figure 12: Plastiform Gun Dispenser. Figure 13: Plastiform Cartridge.

Figure 14: Plastin Figure 15: Twin Blade Cutters.

24
 Figure 16: Nozzle and nozzle tip. Figure 17: Demolding rings.

Once it is assembled, the Plastiform would be of Figure 9 below:

Figure 18: A fully assembled Plastiform.

The Plastiform creates molded replicates that enable the user to measure certain
dimensions without the need of dismantling or acquiring expensive and complex
instruments. Furthermore, the molded compound does not cause any dimensional
shrinkage which is deemed highly accurate to the microns of measurement. For
my project studies, I use the Plastiform® to create molded replicas from the
intravenous catheter’s plastic components to measure the undercut dimensions
which is difficult to measure by using the Smartscope. Plastiform® is used before
sterilization to obtain the initial undercut measurements, then after it is sterilized,
it is used again by creating molded replicas of the plastic components to measure
and detect any changes towards the components. The molded compound once

25
 injected into the designated component, would require up to 8 to 10 minutes to dry
up completely and extract the compound out to measure.

2. SMARTSCOPE ZIP Multisensor System

Figure 19: The Smartscope ZIP Multisensor System. (Bottom Right: Joystick
Control).

The GP® Smartscope ZIP Multisensor System or commonly known as Smartscope, is a

measuring device that uses a joystick control to maneuver and measure components’
dimensions. The Smartscope is equipped with a motorized zoom lens for a sharp and clear
imaging, a high resolution camera, various illumination light source which can be adjusted
by the user’s preference, a rigid and heavy-duty stage to hold agile components, X, Y and
Z axis scales with a resolution of 0.1µm and a state-of-the art software system namely
MeasureMind 3D Multisensor Measurement Software.

The MeasureMind 3D Software has many features which enable me to measure

upon anything and everything onto my sample components with the help of versatile
software. The camaraderie of both the Smartscope and MeasureMind 3D software allows

26
the feature of measuring distance, measuring angle and also measuring bluntness of a
sample component. Furthermore, such features can be done in many ways, up to the user’s
preferred choice of measurement, which makes it very versatile and easy to use.

The purpose of me using the Smartscope would be measuring the plastic

component’s dimensions such as the internal diameter, outer/external diameter, whole
structural horizontal length, undercut measurement with the help of Plastiform® molded
replicas and also the passageway length. The significance of this measurement would be
to detect any changes to the plastic component’s overall structure after the samples are
sent for sterilization. The slight of changes will affect the product effectiveness and hence
causing discomfort for the patients.

3. SHORE DUROMETER

Figure 20: The Shore A Durometer.

The Shore Durometer or durometer gauge is an ergonomic measuring device that
measures the hardness of materials especially for polymer and rubber components. The
Durometer shown above is the Type A model, which is known Shore A Durometer. It is
of the highest quality and specifically designed to measure the hardness of soft gums,
elastomers, casting resin, leather, natural rubber, neoprenes and white Polyvinyl Chloride
(PVC). It is easy to use as it is a handheld device and has a large digital display. The
purpose of me using the Shore A Durometer is to measure the hardness of the intravenous

27
catheter’s seal disc. The seal disc’s hardness is measured before and after it was brought
to the sterilization chamber to detect any changes towards its hardness.

4. DIAL GAUGE

Figure 21: Mitutoyo Model Dial Gauge.

The dial gauge is a precision measuring tool that is normally performed to measured
machine parts or even product samples to study on production wear and tolerances. The
model above is the Mitutoyo model dial gauge which has digimatic indicators with liquid
crystal display screen (LCD), manufactured from Japan. The dial gauge has an accuracy
up to 0.001mm or 0.00005 inches, which makes it able to measure and record extremely
fine measured values.

The dial gauge as shown above in Figure 12, is equipped with a plunger and also
a comparator stand which in general is a stand which functions to create a high precision
surface-plate base for measurement. For my task, I was assigned to measure the plastic
foil thickness of the sealed product package from the production line for worst case study
validation from the critical parameters set which are the temperature and pressure. These
variables change would affect how rigid is the plastic foil protecting the intravenous
catheter product. If the plastic foil measurement does not reach a certain thickness
specification, thus it is considered fail and would be later studied again for the worst case
study.

28
 5. ETHYLENE OXIDE STERILIZATION CHAMBER

Figure 22: B. Braun sterilization chamber with products are about to be sterilized
before being shipped worldwide.
Ethylene oxide sterilization is a particular chemical reaction process that eliminates
bacteria and other microorganisms in the product. Sterilization in medical industries are
crucial in ensuring that the medical instruments or products are safe and sterile to be used.
In B. Braun, the chemical selected for sterilization process is ethylene oxide, or commonly
known as EO or EtO. Ethylene oxide (EtO) is classified as an alkylation agent that
basically prevents microorganism to reproduce.

Moreover, according to Griffith and Hall (1940), ethylene oxide sterilization

process has been established in the health care industry for medical products’ sterilization
since the early 1940s. For the EtO sterilization, four main variables are considered for the
success of its chemical processes. The variables are temperature, humidity, gas
concentration and gas exposure time. For temperature and humidity, the higher the
temperature the higher the lethality and thus the humidity will also increase. For gas
concentration, the concentration should be of optimum ethylene oxide dosage to prevent
any residual problems which is harmful for the environment. Lastly, for gas exposure time,
the most effective time taken for the whole sterilization process would take up to three to
five hours.

For my tasks and project involved, the ethylene oxide sterilization chamber would
be the place for me to conduct sterilization process with as my project is involved with the
29
product’s plastic component dimensional stability. The product samples would be sent
there to determine is there any changes to the structure of the component for instance the
length, internal and external diameter of the component. Such study is significant to
prevent any defects towards the product that would be later used by hospitals and other
medical and health institutions. Therefore, the ethylene oxide sterilization process plays a
huge role for me in carrying my project.

3.2.2 Completing Task Given On Time

On a day-to-day basis, my department, Medical Process Engineering (MPE),
would be dealing with complaints from our clients worldwide for intravenous catheter
(IVC) related products. Furthermore, the projects involved with many departments and
also need to enter production line in order to carry out such tasks. Therefore, every task
given to me would be completed as efficient as possible. At times, my department
colleague would give me tasks with specific deadlines to complete and I would prioritize
the ones that is nearer to the deadline. A delay to such tasks would significantly affect the
progress of the project and also if it from a client, it would create numerous problems from
both sides and thus tarnishing the image of the company in terms of efficiency. Although
some tasks given by my supervisor and other department colleagues does not specify any
time to complete, nonetheless I would do my utmost best to complete them as soon as
possible as I would spend the ample free time on offering assistance to my department
colleagues with their ongoing work which basically broadens my knowledge and create a
good connection with my department colleagues.

30
4.0.0 Discussion on Sustainability
The word ‘Sustainability’ does not have a universal agreed meaning as there are
various views on what it is and how people achieved through it. The idea of it originated
during the world’s first Earth Summit in Rio, Brazil at 1992 when the context of
sustainable progress became a common language. The original meaning for sustainable
development came from the Bruntland Report for the 1992 World Commission on
Environment and Development where it was defined as the “Development that meets the
needs of the present without compromising the ability of future generations to meet their
own needs”.

In B. Braun, sustainability has become a long tradition which has been practiced
for 175 years. From the day it was first purchased at Melsungen in 1839, B. Braun has
fulfilled the concept of sustainability by developing technological advancement in medical
and pharmaceutical products and at the same time giving back to the community by setting
up funds, scholarships and beneficial schemes to its employees and also to the general
public of all ages. Below shows the timeline flow of B. Braun’s sustainability efforts since
its humble beginnings to the present day.

Year Sustainability Milestone

1839 - The Rosen-Apotheke pharmacy in Melsungen was purchased by Julius
Wilhelm Braun.
1919 - A pension fund of a starting capital of 50000 Reichsmark was set up by B.
Braun for the company’s employees.
1923 - A company health insurance fund (Betriebskrankenkasse – BKK B. Braun)
was founded.
1929 - The Carl Braun Memorial Pension Fund, later on known as Carl Braun
Memorial Support Fund was inaugurated.
1956 - For the promotion of Basic and Advanced Training of Physicians and
Nursing Staff, the B. Braun Foundation was established where it’s capital
came from the sales profit of “Die Schwester” (The Nurse) magazine.
1972 - The Karl Thomas Prize in recognition in surgery advancement was endowed
by B. Braun

31
1980 - For the first time, B. Braun awarded the prize for Promotion of Qualified
Junior Healthcare Professionals.
1983 - The first German Hospital Soccer Championship was organized by B. Braun
1989 - The Otto Braun Fund was set up by B. Braun in cooperation with the
University of Kassel for offering doctoral scholarships.
- Environmental protection staff department was established.
1996 - The “Eco Audit” certificate was awarded to B. Braun Melsungen AG, the
first European medical/pharmaceutical company.
2003 - The “Perspective Plus” was initiated by B. Braun to assist young people
without vocational training to seek jobs.
2004 - As part of the “Family Part-Time Work Scheme”, B. Braun Family was
formed which enable first-time parents or employees with family members
that need care.
- B. Braun Children provided support to projects which improve children’s
global future potential.
- The Location Job Security Agreement was agreed which safeguarded
investments at the Melsungen location in the long run.
2007 - B. Braun’s “Vorsorge Plus” (Pension Plus) scheme was provided to
employees with the basic company old-age pension cover.
2012 - The “Code of Conduct” was implemented which defined the basis of the
company’s worldwide activities and ethical conduct for all its employees.
2013 - For the fifth year running, B. Braun Children’s and Youth’s Weeks were
held with over 3000 participants between the ages of 3 and 18.

32
4.1.0 Common Practice and Future Recommendation
In B. Braun, the company focuses onto three key dimensions of corporate sustainability
which are significant for all sectors involved in the company. The three aspects of
sustainability that the company practiced are economy, ecology and social responsibility.
A sustainable economic growth and economic utilization of natural resources,
appreciation for the environment and participate in social responsibility activities for the
people staying within the geographical operation of B. Braun.

4.1.1 Environmental
When it comes to the environmental sustainability, B. Braun focuses on the aspects of:

 Energy and Environment Management  Water Management

 Emissions  Logistics
 Elimination of Hazardous Substances  Effluents and Waste Management

Energy and Environment Management

In order to constantly improve B. Braun energy capability, the company implements

modern technologies by taking into consideration towards purchasing energy-efficient
products and services. Furthermore, energy savings and environmental protection are
highly emphasized by B. Braun by monitoring the company’s strategic and operative goals
that are used in the energy management system. The company’s employees and suppliers
are included within this management.

For years with environmental problems such as pollution and waste being dumped
inconsiderably, governments and international non-governed organizations (NGO) are
reinforcing laws and regulations towards all companies worldwide. Therefore, B. Braun
has challenged itself in seeking considerable and rational ways in reducing energy
consumption and introducing renewable energy sources. To fulfill this, appropriate energy
management systems are implemented in all production facilities worldwide, as adhere to
the ISO 50000 series of standards where B. Braun strive for external certification by
authorized energy evaluators.

33
Figure 23: B. Braun Medical Switzerland which holds the ISO Certificate for Energy
Management in accordance with standard ISO 50001:2011.

Water Management

B. Braun has a strict quality and hygiene fulfillment that requires a great deal of washing
and cleaning in order to maintain a certain level of cleanliness and also safety such as
producing intravenous (IV) solutions. Therefore, the company has taken considerable
measures by optimizing such processes to prevent any wastage of unused clean water. The
company’s production process descriptions are labelled with information that clearly
shows the amount of water is needed outside of product use which hence at the mean time
reduces the amount of wastewater produced.

In the industrial aspect, cold wastewater is utilized to cool the thermal load from
the production process and warm wastewater is pump through heat exchangers to heat
certain facilities. Nevertheless in the last few years, B. Braun has come up with new
technological advances which significantly reduce the amount of wastewater needed to
heat and cool such facilities. Furthermore, technological breakthrough also led to the

34
usage of freshwater to be used in lesser quantities in relation to production volume,
especially when producing infusion solutions.

Figure 24: Water consumption comparisons between B. Braun Melsungen and other
German subsidiaries for the year 2011 and 2012.
Emissions

B. Braun Melsungen AG implemented an energy management system that fulfills the ISO
50001 standard. Such implementation projects improve the company’s energy efficiency
which leads to lower primary energy usage and subsequently reducing carbon dioxide
(CO2) emissions. In recent years, B. Braun set a number of energy saving objectives
through the environmental management system in compliance with ISO 14001. Such
instances would be the installation of insulation at one of the production plants in B. Braun
Melsungen. This resulted in a reduced heating costs and as well as reduced electricity
utilization.

In August 2014, B. Braun Melsungen AG signed a long-term agreement of process

steam and heat delivery contract with suppliers that reduced CO2 emissions in some
production areas by CO2-neutral sourcing several steam requirements. Furthermore,
photovoltaic system was also installed on the pharmaceutical plant which greatly reduces
CO2 emissions when manufacturing pharmaceutical products. Such initiation led the B.
Braun in participating in the E.U. emissions trading program. Through this program,
greenhouse gas emission reduction objectives had to be defined from companies in the

35
European Union as compliance to the Kyoto Protocol for the interests of worldwide
environmental protection. B. Braun’s willingness in adhering with the requirements is the
company’s great commitment towards the success of fulfilling the objectives.

Effluents and Waste Management

Current contemporary recycling have improved ecologically and economically and public
waste management companies are offering complete waste disposal solutions. These
circumstances resulted in a shift of focus away from the conventional waste disposal
methods that are detrimental to the environment in the waste management sector.

Therefore, legal requirements have become stricter in response to the development

of enhanced recycling techniques and thus increasing the standards for waste disposal and
monitoring. Hence, B. Braun has set goals in constantly increasing the proportion of its
waste that is recycled. For instance at B. Braun Melsungen, the ratio of recycled waste to
conventional waste must be of 95 percent recycled waste and 5 percent conventional
waste, and the conventional waste accumulated must be strictly disposed in a controlled
manner.

Figure 25: Waste management comparisons among B. Braun subsidiaries in

Germany from the year 2011 to 2012.

36
Elimination of Hazardous Substances

All B. Braun employers are required by the German Gefahrstoffverordnung or The

Ordinance on Hazardous Substances to investigate on cases where hazardous substances
are used. In B. Braun, the company comply and cooperate fully with these legal
requirements. With regards to the dealing with additional requirements of using harmful
materials, the REACH Regulation is referred.

REACH (Registration, Evaluation and Authorization of Chemicals) Regulation is

implemented with European chemical substances and all companies including B. Braun
are required to disclose all information on any products that contain substances that are
listed in the “Candidate List”, in which a particular substances exceed 0.1% by weight.
The Candidate List is a list published by the European Chemical Agency (ECHA) on 2008
and it’s constantly updated with new findings of harmful substances. Such listed materials
are known as Substance of Very High Concern (SVHC) are continuously checked and if
one of the products is affected, the customer would be informed right away. Currently, B.
Braun Melsugnen AG has not been called upon registering such requirements in terms
with REACH.

Logistics

B. Braun Melsungen AG’s Central Logistics Department plays a big role as they are
responsible for the use of valuable materials carefully in their day-to-day work with the
cooperation of external service providers. This is in-line with the internal logistics
objectives which includes the company’s design and energy-efficient logistics systems
and recycling programs. Furthermore, the department ensures that the resources and
energy are utilized efficiently with efforts to protect the environment.

Such instances of sustainable logistic efforts would be the reprocessing plant for
cardboard boxes which decreases the yearly usage of packaging materials. They also apply
presses for waste paper and plastic film where it will reduce the physical waste volume
which subsequently decreases the number of truck journeys required for waste disposal.
Moreover, in the warehouses, electrical powered vehicles are used where lithiumion
batteries powered them without harming the people and also the environment as compared
to the conventional fuel combusted vehicle.
37
 B. Braun’s consistent initiation of a “lean logistics” philosophy which contributed
to conservation of resources and subsequently protect the environment. Although the main
priority within the department would be delivering goods to customers and transporting
materials on time in the company, however issues such as efficient reconfiguration,
constant enhancement and development towards current processes are always addressed
and tackled with highly effective solutions. The solutions subsequently minimize truck
journeys taken, optimizing cube utilization and using more energy-efficient equipment.

4.1.2 Economical
Sustainable Growth

For a company especially B. Braun to be financially successful, the company has to assure
that there is sustainable progress and performance in all sectors. This would be done
through emphasizing B. Braun’s cautious and cost-conscious profitability attitude. Such
mindset, supported by a lean, regulated control systems, would definitely guarantee self-
reliance and positive performance, which is the main interest of all company’s
shareholders.

Figure 26: Sales comparison of different areas of expertise from different regions
between the year 2011 and 2012.

38
Raw Materials Purchasing

In B. Braun’s Purchasing Department, responsibility, transparency and reverence is the

basic core values behind any activities associated with purchasing products or acquiring
services with all due respect for the ecological issues that are currently facing. Business
collaboration B. Braun and its fellow suppliers is portrayed with thorough and
considerable discussions and as well as utmost respect between both sides. With
sustainable benefit are able to forge between the terms and conditions set between B.
Braun and its suppliers, it also provides efficiency, innovation and technological
breakthrough and as well as most importantly sustainability.

4.1.3 Social Responsibility

Since B. Braun’s inception in the healthcare sector 175 years ago, its corporate
responsibility has become an integral part of the company’s identity, contributing back to
the community. B. Braun identifies itself as a “corporate citizen” and has incorporated it
as its central element of corporate philosophy. The compassion of being a family of
companies for over several generations is currently not an empty promise, it is the
company’s mandate which is mentioned in the global corporate responsibility strategy and
subsequently commenced in impactful projects.

All of the organized Corporate Social Responsibility (CSR) activities such

charities, donations and sponsoring, competition and related programs have to be in line
with B. Braun’s global CSR strategy. The objectives of organizing such activities are to
create an awareness on the importance of education and health for all age groups with a
strong reference to Regions, Perspective and Knowledge. Below are some of the projects
conducted by B. Braun Medical Industries in Malaysia:

 Penang 2-Way Center backed by B. Braun Malaysia

Since its establishment in 2004, B. Braun has been supporting the center by financing
their education activities, adventure camps and tuition fees with a permanent expert
mentor. The center administer cost-effective learning assessment, education and
consultation to the underprivileged children who face learning difficulties. The
expertly trained tutor who educate these children are financed by B. Braun.

39
  Penang International Science Fair

B. Braun also pledge its support by sponsoring the Penang International Science Fair,
which attracts people of all ages up to 50,000 visitors yearly. B. Braun cultivates all
visitors, no matter young or old, through its exhibitions and activities that instills
awareness on health and medical-related knowledge.

 Genetics Week in Malaysia

B. Braun funded a series of workshops in conjunction with Malaysia’s Genetics Week

for the year 2016 and 2017 with the cooperation of Kassel’s Science Bridge
Association. As conducted by a group of German scientists, students of various age
groups from Penang were exposed to genetic science and inspiring them to pursue a
career in genetics and also biomedicine.

4.1.3 Political and Cultural Dimensions

It is notable that through B. Braun Medical Industries (BMI) code of conduct and
business ethics that the company is strongly against corruption and bribery. Furthermore,
it is also emphasized in the B. Braun Sustainability Report that it is against corruption and
severe disciplinary actions would be taken towards employees who are involved in it.

B. Braun Sustainability Report

Anti- Corruption

As stated in the report, B. Braun is committed in conducting its global business activities
with the utmost standards. It is guaranteed that prohibited, unentitled luxuries or privileges
are not accepted when doing business. It known that the health and medical industry is
highly monitored and any misconduct or any misbehavior would lead to severe
consequences. Such instances of misconduct would be the employer giving clients or
decision makers gifts, goods, cash or services and misbehavior of it would be threatening
or blackmail them. B. Braun employees are always adhere and obliged to restrain oneself
from being influenced with such mindset to do business.

40
 Furthermore, to prevent the case of corruption to occur, all business transactions
and payments are to be documented appropriately and of transparency. Also, all of the
documentations done have to be in line with rules set by B. Braun.

B. Braun Medical Industries Code of Conduct and Business Ethics

Business Courtesies and Improper Payments

B. Braun maintains the utmost level of integrity when conducting business dealings.
Providing something valuable to a person who will make a decision towards a subject
would raise suspiciousness among employees and thus creating doubts on the company’s
integrity. It is highly prohibited for the practice of giving something valuable in terms of
monetary or assets to an employer or any government official that will decide on the
company’s business outcome.

Although in certain cultures where giving and receiving of business courtesies is

thought to be of a normal circumstance. However, B. Braun still do not encourage to do
such practices, unless the employee is unable to refuse the gift, then the gift would have
to be informed and declare it immediately to the employee’s immediate superior.
Furthermore, if the gift or gimmick received which has a transfer value from the sender is
from a Healthcare Professional (HCP) or Healthcare Organization (HCO), the transfer
item must be sent to B. Braun’s Compliance office and only approved if it is necessary.

Likewise, B. Braun hopes that all of its employees are to be honest, responsible,
rational and act with integrity for the good will and reputation of the company. Acting
against it would not be easily forgiven and would be deemed a form of bribery and B.
Braun does not tolerate or accept a corrupted employee working for them.

41
5.0.0 Conclusion
5.1.0 Overall Summary
To conclude this report, I am very thankful to Universiti Technology PETRONAS
(UTP) for this unique internship structure that granted us as UTP students are able to
undergo internship for 8 months; 4 months of internship training and 4 months of
internship project. This long internship period allowed me to experience a glimpse of the
working life in my host company, B. Braun Medical Industries (BMI) Malaysia. It was a
unique and eye opening experience as I was given the best opportunity to work in a top
German based medical industrial company. From my industrial training throughout my
internship so far, I have applied and honed skills that cannot be found in lecture,
assignments or even tutorial in UTP.

One of the vital skills that I have acquired were the handling and operating of
machines and equipment in both the production line and engineering lab. All of these
technical skills were the main skills required in order to perform and complete my daily
routine tasks given by my supervisor and department colleagues. I am forever grateful
towards my colleagues and also the technical staff present whom have assisted me while
completing my task despite the fact that most of them were busy with their own agenda
and would spend time to guide me. Besides from the technical skills, I have also enhanced
my soft skills throughout my internship training as well. Since I immersed into the
working life, I have taught myself to be more independent and always have a reason on
what I was doing. My department manager always reminded me that always initiate on
the things that I was curious about. For instance, what does this machine does and why
does this machine functions in a specific manner? Although my colleagues always guide
me in the tasks that I was doing, but I always give myself the chance to perform the task
without their supervision in order to improve my competency. I have also improved my
time management skills at work by sorting out the tasks given based on priority and
accommodating meetings that I have to attend by having a scheduled timetable that I
always update with it daily. Furthermore, my communication and teamwork skills
improved from leaps to bounds. My supervisor allowed me to perform my tasks with the
rest of my department colleagues and thus I was able to work hand-in-hand with them and
communicate with them effectively.

42
 Apart from enhancing and learning both my hard and soft skills, I was able to
befriend and make connections with numerous people of different backgrounds in my
company. From my supervisor to my colleagues, technicians to the operator in the
production, department engineering lab research assistants to the cleaning lady who
cleaned the office and also the engineering lab, they played an integral part in my life as
no matter what position were you in, everyone is playing a role which is contributing for
the betterment of the company. During my lunch break or even during our free time, my
colleagues would come over and ask how everything is. Such small talks slowly bonded
me and with my department colleagues very well. At the same time, I would seek advice
from them on their current job and also the future which would come in handy when I
graduate later.

For me as chemical engineering undergraduate student, I was able to relate to some of the
knowledge that I have learnt during my university studies especially for the subject
Probability and Statistics, Environmental Chemical Engineering and also Analytical
Chemistry. Although the field that I was more towards the process engineering line that
involves mostly automation production line, nevertheless I am grateful enough to
experience another career option that as a future chemical engineer, I would diverse
myself in such field apart from the conventional working environment in plants and at the
same time gaining valuable knowledge and interesting insight from it.

Moreover, working in medical industry taught me a lot on safety, hygiene and

cleanliness especially on Health, Safety and Environment (HSE). In the production line, I
was required to wear a special jumpsuit with shoe covers and head cover to ensure that I
won’t contaminate the production line which will cause a shut down if otherwise. Besides,
when conducting tests for my project and my colleagues’ task in the engineering lab, I
would need to wash my hands and apply Softa-Man hand sanitizer to prevent any
contamination on the samples. The importance of cleanliness and safety placed a high
priority for me whenever I entered these places as in the end the products would be used
in hospitals and other medical institutions, which highly emphasized on safety and
hygiene for the sake of the lives of the patients. Therefore, I would like thank B. Braun’s

43
training department on organizing training for us interns to be aware on the importance of
safety and cleanliness in our work environment.

Last but not least, a million thanks to B. Braun Medical Process Engineering
(MPE) team for providing the best platform for me to develop myself holistically and
exposing myself to the realistic working life of what a process engineer does. Also, a huge
thanks to my supportive and beloved colleagues and supervisor, Goh Leong Seng.

5.2.0 Future Recommendations

In my opinion, I strongly believe that a report should not have a minimum page
requirement. A good report should possessed quality over quantity.

44
REFERENCES
A Tradition of Social Responsibility. (n.d.). Retrieved March 8, 2019, from
https://www.bbraun.com/en/company/history/a-tradition-of-social-
responsibility.html

B. Braun Fire Safety Guidelines. (n.d.). Retrieved March 11, 2019, from
https://relaunch.bkc.bbraun.com/pages/viewpage.action?pageId=111749772#Env
ironment,Health&Safety(EHS)-Environment,Health&Safety(EHS)

B. Braun Sustainability Report. (2013). Retrieved March 7, 2019, from

https://relaunch.bkc.bbraun.com/display/bkcCorpBGEnInt/Corporate+Sustainabi
lity

B. Braun Sustainability Report. (2018). Retrieved March 6, 2019, from

https://relaunch.bkc.bbraun.com/display/bkcCorpBGEnInt/Corporate+Sustainabi
lity

BMI Aesculap Plant. (2017). Retrieved March 12, 2019, from

https://relaunch.bkc.bbraun.com/display/BkcDivAagmyEnMy

BMI Emergency Evacuation Point. (2018). Retrieved March 14, 2019, from
https://relaunch.bkc.bbraun.com/pages/viewpage.action?pageId=111749772#Env
ironment,Health&Safety(EHS)-Environment,Health&Safety(EHS)

BMI Environmental Health Safety and Security. (2019). Retrieved March 13, 2019, from
https://relaunch.bkc.bbraun.com/display/BkcDivEhssEnMy

BMI Medical Plant. (2016). Retrieved March 12, 2019, from

https://relaunch.bkc.bbraun.com/display/BkcDivAvEnMy/Medical+Plant

BMI Needle Plant. (2016). Retrieved March 12, 2019, from

https://relaunch.bkc.bbraun.com/display/BkcDivHcmyEnMy

BMI Pharma Plant. (2014). Retrieved March 12, 2019, from

https://relaunch.bkc.bbraun.com/display/BkcDivOpmmypEnMy/Pharma+Plant

45
BMI Plastic Technology Plant. (2018). Retrieved March 12, 2019, from
https://relaunch.bkc.bbraun.com/display/BkcDivPpEnMy

Shore Durometer – PCE Instruments. (2019). Retrieved March 18, 2019, from
https://www.pce-instruments.com/english/measuring-instruments/test-
meters/durometer-shore-durometer-pce-instruments-durometer-pce-dd-a-shore-a-
det_61156.htm?_list=kat&_listpos=5

Ethylene Oxide “Gas” Sterilization. (n.d.). Retrieved 18 March, 2019, from

https://www.cdc.gov/infectioncontrol/guidelines/disinfection/sterilization/ethylen
e-oxide.html

Ethylene Oxide Sterilization Process. (n.d.). Retrieved 15 March, 2019, from

https://www.eurotherm.com/eto-sterilization

History. (2018). Retrieved March 5, 2019, from

https://relaunch.bkc.bbraun.com/display/bkcCorpBGEnInt/History

Mitutoyo Product Information. (n.d.). Retrieved 18 March, 2019, from

https://www.mitutoyo.co.jp/eng/products/ouyousokuteiki/ouyousokuteiki.html

OGP® Smartscope ZIP Multisensor System. (2017). Retrieved 18 March 2019, from
https://www.smartscope.com.sg/product/ogp-smartscope-zip-multisensor-
system/

Our Guiding Principles. (n.d.). Retrieved March 4, 2019, from

https://relaunch.bkc.bbraun.com/display/BkcRegApNewsEnMy/Our+Guiding+P
rinciples

Plastiform. (n.d.). Retrieved March 18, 2019, from http://www.plastiform-info.com/

Sharing Expertise. (2016). Retrieved March 4, 2019, from

https://relaunch.bkc.bbraun.com/display/bkcCorpBGEnInt/Sharing+Expertise

Workplace Safety & Health Risk Management. (n.d.). Retrieved March 11, 2019, from
https://relaunch.bkc.bbraun.com/pages/viewpage.action?pageId=111749772#Env
ironment,Health&Safety(EHS)-Environment,Health&Safety(EHS)

46
APPENDICES

Figure 27: MPE Department Dinner.

Figure 28: Weekly jogging at B. Braun Sports Arena with colleagues.

47
Figure 29: Team photo during B. Braun Orientation Training.

Figure 30: My B. Braun Company ID Card.

48