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Background The chiropractic profession in Johor Bahru is expanding, but it faces obstacles like high practitioner turnover and low job satisfaction, which could influence service quality and the long-term viability of healthcare. Based on Maslow's Hierarchy of Needs, this study sought to determine how motivated and satisfied chiropractors were with their jobs, as well as how their job motivation, and influences job satisfaction, was influenced by the five need levels of existence, security, sociability, respect, and self-actualization. Methods Quantitative surveys and qualitative semi-structured interviews were combined in a mixed methods methodology. In-depth interviews with 12 participants and validated tools, such as Spector's Job Satisfaction Survey and Maslow-based motivation scale, were used to gather data from 24 chiropractors. Results Overall job motivation (M=4.10) and job satisfaction (M=4.35) were found to be high. Existence, social, respect, and self-actualization requirements all strongly predicted motivation, according to regression analyses; in the multivariate model, self-actualization emerged as the strongest and only predictor. According to mediation research, the relationship between need fulfillment and job satisfaction was partially mediated by job motivation. It acted as mediators between existence requirements and supervision, promotion, communication, and general satisfaction, but not compensation and benefits. Further, the qualitative research revealed that intrinsic benefits from helping patient recoveries and advancing careers were principal motivators. Fair compensation and encouraging environment were also described as necessary elements. Conclusion The study concludes that self-actualization is the main source of motivation for chiropractors, even while lower-level requirements offer crucial support. Clinic management, HR procedures, and industrial policy are all impacted by motivation, which serves as a selected link between needs and job satisfaction. Keywords: chiropractors, job satisfaction, job motivation, maslow’s hierarchy of needs

This management project evaluates the Environmental, Social, and Governance (ESG) performance of Asia OneHealthcare (A1Health), one of the region’s major private healthcare providers, with the objective of developing a structured and actionable ESG improvement roadmap. The study adopts a mixed-method approach, combining qualitative analysis of corporate disclosures, policies, and stakeholder practices with quantitative benchmarking against regional and global healthcare peers, with particular reference to IHH Healthcare as an industry best-in-class comparator. The ESG assessment framework is aligned with recognized standards such as GRI, SASB (Healthcare Delivery), and selected UN Sustainable Development Goals to ensure relevance, comparability, and credibility. Findings indicate that while A1Health demonstrates foundational strengths in clinical quality, patient safety, and community access, gaps remain in environmental management, workforce sustainability, and governance maturity. Based on these findings, the project proposes a phased three-year ESG improvement roadmap, prioritizing high-impact, feasible initiatives supported by measurable KPIs, governance structures, and change management considerations. This project contributes practical insights for healthcare executives by translating ESG principles into an implementable strategy that balances sustainability, regulatory compliance, and financial performance. The proposed roadmap positions A1Health to strengthen stakeholder trust, enhance operational resilience, and improve long-term value creation in an increasingly sustainability-driven healthcare landscape.

The offshore oil and gas industry remains one of the most complex, hazardous, and strategically significant sectors of the global economy, with operations conducted both on fixed platforms and on offshore vessels such as tankers, floating production storage and offloading units (FPSOs), and support vessels. While both environments share the overarching goal of ensuring safe and efficient energy production, they differ substantially in terms of occupational health risks, medical readiness, and security challenges. This report presents a comparative evaluation of occupational health, medical, and security measures implemented in offshore platforms and vessel operations, emphasizing their effectiveness, limitations, and adaptability in mitigating workplace hazards and safeguarding personnel. The study adopts a multidisciplinary approach, drawing on occupational health and safety (OHS) frameworks, maritime medical standards, and international security risk assessment protocols. A semi- structured interview was conducted with the participant to obtain in-depth insights while allowing flexibility for emergent themes. This method facilitated the collection of rich qualitative data by combining guided questions with open-ended exploration. The report evaluates vessel-specific risks such as dynamic marine conditions, piracy, and prolonged isolation against platform-based hazards, including confined spaces, high-pressure systems, and process-related incidents. The findings revealed that offshore vessels often face higher incidence of acute injuries and security threats due to mobility, navigational risks, and exposure to external aggressors, whereas fixed platforms are more prone to process-related accidents and chronic occupational illnesses linked to long-term exposure to industrial environments. Medical preparedness also differs platforms typically benefit from more stable infrastructure and onsite medical facilities, while vessels rely heavily on telemedicine, limited onboard medical staff, and rapid evacuation protocols, which are frequently constrained by weather and distance to shore. Security assessments further highlight the vulnerabilities of vessels to piracy and armed robbery, requiring layered defensive strategies beyond conventional OHS measures. This report argued that while both platforms and vessels have established frameworks for health, medical, and security management, significant gaps remain in the integration of these systems, particularly in dynamic vessel operations.

This management project develops a business plan for Klinik Safamedic Seri Manjung 24 Jam & Xray as an integrated occupational and family health hub in the Manjung maritime–industrial corridor. The plan is shaped by Manjung’s rapid growth in ports, industry and residential townships, which creates steady demand for 24-hour primary care, occupational health, seafarer medicals & accessible fertility services under one roof. The project draws on a focused review of academic and industry literature, detailed mapping of the local clinic market and the use of standard strategy tools. A three-year financial projection links service lines to realistic staffing, overheads, phased capital expenditure and break-even estimates. Findings show that, while Manjung has several established clinics, none currently combine true 24-hour operations with on-site X-ray and ultrasound, mini-lab and audiometry, DOSH-registered OHD services, Marine Department–accredited seafarer medicals and a structured fertility pathway. Klinik Safamedic is therefore positioned to occupy this integrated niche, provided that corporate and maritime contracts are actively developed and diagnostic capacity is used efficiently. The project concludes with a phased go-to-market roadmap, emphasising early focus on industrial and maritime clients, continued community engagement, tight cost control and data-driven monitoring of service mix and margins. Together, these steps are intended to support a sustainable 24-hour clinic that contributes both to local health needs and to Manjung’s wider economic development agenda. Keywords: Business plan, primary care, occupational health, seafarer medicals, fertility services, 24-hour clinic, Manjung

Malaysia’s private healthcare sector is approaching a critical inflection point. Rising medical inflation, increasing surgical demand, constrained bed capacity, and tighter insurer utilisation controls have exposed the limitations of traditional inpatient-centric surgical care models. Medium-sized hospitals face growing difficulty sustaining efficiency and financial viability while maintaining clinical standards. This Management Project explores fast-track surgery as a strategic response to these pressures, using Pantai Hospital Laguna Merbok (PHLM) as the reference case. Grounded in Enhanced Recovery After Surgery (ERAS) principles, fast-track surgery restructures perioperative care by optimising preoperative preparation, standardising intraoperative practice, accelerating postoperative recovery, applying objective discharge criteria, and strengthening post-discharge follow-up. International evidence consistently demonstrates that such models can safely reduce length of stay (LOS) while improving throughput and patient experience. Analysis of PHLM’s operational data from 2023 to 2025 reveals average LOS ranging from 1.7 to 2.9 days, fluctuating bed occupancy between 56% and 82%, and continued inpatient utilisation for procedures increasingly managed as short-stay or day-case elsewhere. Insurer feedback further indicates heightened scrutiny of admission appropriateness and LOS compliance. These findings suggest that even modest LOS reductions across high-volume procedures could release meaningful bed capacity and improve operational flow. In response, this project proposes a phased 18-month fast-track surgical implementation framework, adapted to PHLM’s infrastructural limitations, including the absence of a dedicated Daycare Centre and Ambulatory Care Centre (ACC). The framework emphasises early LOS optimisation within existing inpatient pathways, followed by gradual expansion supported by outpatient-based follow-up and structured evaluation. While centred on PHLM, the project reflects broader national challenges, including uneven ambulatory capacity, cultural expectations of inpatient recovery, and the absence of a standardised fast-track framework in Malaysia. The study concludes that fast-track surgery represents a necessary structural reset for private hospitals. In an environment where inefficiency is increasingly unsustainable, the critical hour for surgical care redesign has arrived.