issue no.12 - September 2014 KDN PP 16092/12/2013 (033154) Boardview Featured Articles Demystifying Board Role in Talent Management IT Governance, Risk and Compliance (1st of the series) by Professor Sattar Bawany by Alan Simmonds Three Problems With The Corporate Governance Agenda – The Malaysian Third Way : A Public-Private Partnership by Datuk John Zinkin by Michael Hershman MALAYSIAN DIRECTORS ACADEMY 1 PDF compression, OCR, web optimization using a watermarked evaluation copy of CVISION PDFCompressor Contents 3 Foreword From The CEO’s Desk FEATURED ARTICLES 6 Article One Demystifying Board Role in Talent Management by Professor Sattar Bawany, Chief Executive Officer Centre for Executive Education (CEE Global) 9 Article Two Three Problems With The Corporate Governance Agenda by Datuk John Zinkin, Managing Director Zinkin Ettinger Sdn Bhd 11 Article Three IT Governance, Risk and Compliance (1st of the series) by Alan Simmonds, PreterLex (Cambridge) UK, developed by CG Board Asia Pacific 14 Article Four The Malaysian Third Way A Public-Private Partnership by Michael Hershman 22 Book Review Triple Crown Leadership by Bob Vanourek & Gregg Vanourek 23 Programme Highlights 31 Premier Programme Alumni lists Editorial Team Editor In Chief Dato’ Abdul Aziz Abu Bakar Content Management Mazni Ahmad Norilah Premkumar Diana Seow Simren Kaur Communications and Marketing Diana Seow Simren Kaur Creative Designer & Printer A & S Cetak Sdn. Bhd. (KKDN: PQ1780/3869) Publisher & Distributor Malaysian Directors Academy (MINDA) 2 SEPT 2014 PDF compression, OCR, web optimization using a watermarked evaluation copy of CVISION PDFCompressor DRIVING INNOVATION: THE BOARD AS A CATALYST From The CEO’s Desk Welcome to MINDA’s 12th issue of BoardView “Innovation distinguishes between a leader and a follower.” – Steve Jobs It has been a few months since I last wrote in our 11th Issue of BoardView. I still hear people relate innovation solely to products. They tend to forget that it also applies to Process, Marketing, Organisation, Business Model etc. In one of my recent conversations with Professor Jean-Philippe Deschamps, IMD Business School and Dr Suraya Sulaiman, Executive Director of Alpha Catalysts Consulting (ACC) at the recent Innovating Malaysia Conference 2014, my views were concurred that innovation goes beyond products and is needed in every part of the business. According to the ACCCambridge InnovAsian Study 2014, the real perceptions of employees towards Innovation are as follows: creativity; products and services; invention, value creation, R&D/ Research/ prototyping, processes, culture, mindset, design, business model, risks, patents and external collaboration. Personally, I view innovation as a transformational approach or tool, if you like; to change the way a business is done. And to drive such transformation is no other than having the right mindset among the Board of Directors. I can’t help to applaud the belief of Professor Jean-Philippe Deschamps, Emeritus Professor of Technology & Innovation Management from IMD Business School, Lausanne, Switzerland whom we recently invited as a guest speaker in our Q3 Awareness Talk. He thinks that Boards today can and should be treated as competitive advantage for companies. The fact that Board sits “outside” of management gives it an advantage to overcome blind spot and raise awareness of risks. And Board diversity in itself offers different industry background and knowledge to foresee sudden industry shifts or disruptive moves. I couldn’t agree more. Putting on the Innovation hat in MINDA, I am proud to announce we will be launching our irst programme on Innovation as part of the Corporate Directors Advanced Programe (CDAP) Series on the 12 & 13 November 2014. And the programme faculty is none other than Dr Suraya Sulaiman and Mr Azim Pawanchik from ACC. And there are many other programmes MINDA has introduced to make our Boards continue to stay relevant. For example: The 7th Directors Forum @ 12-14 October 2014 People or Human Capital is the fundamental of an organisation’s existence. It is also the very core of an organisation’s culture, ability to innovate and be creative and uphold a sustainable business ethics. This time around, the forum will be focusing on how Board can inluence the organisations in seeking and cultivating the right characteristics to drive corporate growth and creativity. The International Directors Summit @ 27-28 October 2014 Fondly known as IDS 2014, the event will be featuring thoughtful and in-depth discussion that covers important innovation challenges facing businesses and governments today for a cutting-edge yet durable Public-Private Partnerships. Building High Performance Directors @ 16-20 August 2015 Yes. It’s correct. 16-20 August 2015. We understand the time commitment Board of Directors need to make away in advance. So, we made the effort to lock down our programme faculty so that you can plan your 2015 schedule by leaving this period SOLELY for the sake of Enhancing Board Effectiveness. BoardView Feedback to info@minda.com.my Nothing gives us more comfort than your constructive feedback because it means you care. We want to hear what you think of the articles we have in BoardView and what you would like to see more. Please enjoy the rest of BoardView. Dato’ Abdul Aziz Abu Bakar MALAYSIAN DIRECTORS ACADEMY 3 PDF compression, OCR, web optimization using a watermarked evaluation copy of CVISION PDFCompressor Corporate Directors Advanced Programme : Innovation Date: 12 & 13 November 2014 Venue: The Majestic Hotel, Kuala Lumpur Why You Should Be With Us 1. Enable BOD to set an overall frame for innovation; 2. Enable BOD to have long term strategy on safeguarding current investments towards future; 3. Enable BOD to have strategy for long-term growth and value creation; 4. Enable BOD to have a visibility of how management team is considering innovation; 5. Enable BOD to have cultural integration in support of idea generation, sharing of ideas, experimentation, controlled failure, innovative action and learning thus enabling good ideas to thrive; 6. Be able to aligning Board’s strategy and decision-making process to allow room to test/act on new ideas/make agile decisions; 7. Be able to enhance perception of the management towards the board not only as a reporting “mechanism” but as a resource to tap into for new ideas; 8. Enable BOD to have a capacity in discovering new areas to innovate, to allocate resources, or to implement new solutions; 9. Enable the organisation to have a capacity in human capital development for creation of talent pool and expertise (internal and external) to embed innovation within an organisation. Facilitators Mr. Azim Pawanchik Co-founder and Principal Consultant, Alpha Catalyst Consulting (ACC) Has extensive experience in measuring innovation and in establishing innovation frameworks and approaches within organisations. Dr Suraya Sulaiman Executive Director - Innovation Capabilty & Culture, Alpha Catalyst Consulting (ACC) Specialises in innovation culture and capability, helping organisations address their growth and transformational challenges, through innovation. In 2010, she had also co-authored the book �Leading InnovAsian®: Embedding Innovation Culture in Malaysian Organisations.’ PDF compression, OCR, web optimization using a watermarked evaluation copy of CVISION PDFCompressor Programme Topic Part 1: Fundamentals of Innovation Recognising what is innovation and how people perceive it forms a key component of mastering innovation. This shall be supplemented with data from the ACC-Cambridge InnovAsian Study 2014, on real perceptions of employees towards innovation and the types of innovation practised by organisations. Once a clear understanding of innovation is achieved, everyone in the organisation is able to participate in the Part 2: Innovating Innovation There are many new approaches to innovation that have currently been incorporated and ingrained within strong, forward-looking organisations globally. What used to be viewed as novel practices are now increasingly becoming mainstream or key innovation strategies for directly contributing to business growth. These practices include innovation by strategic acquisitions, Crowdsourcing, Open Innovation, and Crowdfunding, among others. Having a good grasp on what these initiatives are all about will help build the repertoire of possibilities within the minds of the strategists or innovation leaders. Part 3: Innovation Strategy leveraging on available resources. Key to setting up this innovation roadmap is having the foresight and openness, yet clarity, to identify new areas of opportunity, while recognising existing capabilities within the organisation, and balancing the risk appetite of the organisation. Part 4: Innovation Strategy 1. 2. 3. 4. 5. 6. 7. Does your company have an innovation strategy? Why do you need to innovate? Where should you innovate? Foresight and opportunities for innovation How much risk are you willing to take? How do you want to innovate? Role of the board Part 5: Building Capacity & Culture to Innovate be sustained is imperative. Once employees are primed to churn out innovative solutions, the organisation must bringing feasible ones to fruition or commercialisation. This innovation management process involves multiple stages with key decisions being made. Part 6: Innovation Governance Demanding or overseeing innovation is increasingly becoming a common responsibility or key agenda in the Boardroom can be monitored from an arm’s length, which can be used to discuss the state of innovation in the organisation objectively and accurately. Understanding what these parameters are, and how they are essential in approaching and holistically driving innovation, are important to set the organisation for innovation success. Part 7: Leadership for Innovation In this day and age, the need for organisations to take action to always remain competitive has never been more important and challenging. The fast-evolving competitive landscape demands that leaders have the clarity and courage to drive and lead sustainable growth. Key to this, is identifying what characteristics are needed to lead organisations into the new realm. Don’t wait! Reserve your seat today Call 03-2780 5031 Ms. Diana or Ms. Simren MALAYSIAN DIRECTORS ACADEMY PDF compression, OCR, web optimization using a watermarked evaluation copy of CVISION PDFCompressor FEATURED ARTICLES _ARTICLE ONE DEMYSTFYING BOARD’S ROLE IN TALENT MANAGEMENT by Professor Sattar Bawany SUMMARY In today’s challenging economy and hypercompetitive business environment, CEOs and senior executive teams are facing enormous challenges when it comes to achieving and sustaining breakthrough operating results. Intensifying War for Talent, globalisation, economic change, more stringent regulation, and tougher governance make realising shareholder value increasingly dificult. But, there is a tougher challenge: identifying and developing new leaders which is critical for developing the sustainable competitive advantage for the organisation and its eventual success. Talent management and retention is perennially at the top of CEO’s most pressing worries. A company’s leadership pipeline is expected to deliver its “next generation” of ready-now leaders. The key to ensuring an organisation has the leaders it needs when it needs them, is to accelerate the performance of future leaders including high potential employees, so that their skills and leadership abilities are as strong as possible when they are needed particularly as leaders transition from role to role. According to Ram Charan in his article published in the 2005 Harvard Business Review, as CEO tenure continues to shrink, with two out of every ive new CEOs failing in their irst 18 months, it has become absolutely critical for companies to cultivate internal candidates for top positions. Yet corporations are beginning to realise that executive geographic and organisation culture succession pipelines are broken and will adversely affect the ability to identify and nurture future leaders. 6 SEPT 2014 This can be alleviated however by establishing ongoing programmes that correctly ascertain the high potential executives and provide them with meaningful and measurable development. A company’s leadership pipeline is expected to deliver its “next generation” of ready-now leaders. The payoff is a supply of leadership talent that simultaneously achieves targets, bolsters and protects ethical reputation, and navigates transformational change in pursuit of a bright competitive future. Unfortunately, some Boards and CEOs neglect their talent management accountability - consequently, their pipelines run dry. When this occurs, the downward spiral of competitive capability becomes discernable, the edge is lost, and the “magic” disappears. The competition begins to outwit, outlank and outperform these companies. BOARD’S ROLE IN TALENT MANAGEMENT In most organisations, talent is the essential resource — In fact, your talent is the one thing that can distinguish you from your competitors. Without the right people to execute and deliver the organisation’s strategy and objectives at all levels, the business will fail to reach its full potential. A board’s oversight responsibility is well understood in the areas of risk governance, ethics, and corporate responsibility, but less often mentioned with regard to talent. Yet, talent is an intrinsic part of the risk culture of an organisation. Instances where talent is at the core of major organisational risk are increasingly prevalent. Talent is, however, an area of organisational risk where boards often fail to implement comprehensive controls. PDF compression, OCR, web optimization using a watermarked evaluation copy of CVISION PDFCompressor FEATURED ARTICLES _ARTICLE ONE THE BOARD OVERSIGHT OF TALENT MANAGEMENT IN ORGANISATIONS The Talent-Intelligent Board Risk oversight is the foundation for the board and management to govern the organisation and make sound business decisions. Organisational risks include talent-related risks and are frequently identiied by organisations as some of the most critical issues they face. Oversight of an organisation’s talent clearly falls within the board’s responsibilities. Traditionally, talent had been focused on hiring the chief executive oficer, determining executive compensation, planning senior executive succession, and recruiting and developing board members. Yet the board’s responsibility for talent extends well beyond those duties. The ability to attract, develop, and retain talent, particularly at the leadership level, has become a major factor in all capital investments, business strategies, and organisational growth. As a result, it is an important consideration for boards of multinational and ownermanaged businesses alike. HOW CAN THE BOARD HELP THE ORGANISATION ATTRACT, DEVELOP, AND RETAIN TALENT? Boards play a key role in overseeing that talent strategies are in place to execute on the overall business objectives as well as manage the talentrelated risk inherent in the commercial world today. In this role, the board should conirm that its organisation has an effective and robust talent management programme capable of delivering value for shareholders. Talent is one of the ive critical governance elements over which the board provides active oversight. Executing active oversight with regard to the ive elements—performance, strategy, governance, talent, and integrity—cannot be delegated to management. Questions for Board Directors to ask: 1. What is the key talent risks associated with our core business strategies? With our major investments? 2. What is our talent bench strength? How is our organisation mitigating succession risks? 3. What plans are in place to bring about smooth succession or substitution of our key talent, if the need arises? 4. How can we strengthen our talent-related due diligence in joint venture and M&A situations of any of our holdings or subsidiary entities? Talent-related risks traditionally include lack of succession planning; planned or sudden loss of key personnel; lack of return on leadership investment or senior external hires; and failure to attract, develop, and retain talent. These risks can extend to poor talent planning to support capital investments and business strategy; for example, limited leadership bench strength reputational exposure, productivity risk, and inability to execute due to lack of workforce planning. To more effectively oversee risks related to talent, boards should periodically and proactively consider the following talent-related risks identiied in a Deloitte report : • Reputational risks: Financial missteps, ethical breaches, legal problems, or even poor performance by executives can have an impact on a company’s revenue, proits, and market value for years to come, particularly when publicly reported in the media. This is particularly important because decisions are often made by one or more key individuals in an organisation. • Crisis management: “Black swan” events— low-probability events that have far-reaching impact—are increasingly common. Does senior management have a detailed crisis management plan that governs how the organisation addresses these issues? Risks include changes in economic and market trends, the sudden departure of business-critical talent, poaching of whole teams by external sources, and health and safety incidents. • Business and regulatory risks: Boards should satisfy themselves that their talent strategies, compensation, and incentive plans are aligned to create a culture that supports the pursuit of business goals within regulatory constraints. • Broader HR risks: HR risks have expanded beyond compliance with labor regulations. While those remain important, companies now face a broad range of talent-related risks that can undermine organisational performance. These range from security, intellectual property, employee fraud, and inancial risks to the risks of incompetence, poor judgment, and lack of loyalty. MALAYSIAN DIRECTORS ACADEMY 7 PDF compression, OCR, web optimization using a watermarked evaluation copy of CVISION PDFCompressor FEATURED ARTICLES _ARTICLE ONE IMPROVING BOARD OVERSIGHT OF TALENT-RELATED RISKS Improving the oversight of talent risk begins with understanding those risks and management’s approach to addressing them. Here are ive key steps for boards to consider in their talent oversight role: • Review talent-related risks: Many boards have adopted a twice-a-year talent review in which the chief human resources oficer (CHRO) summarises the external talent trends, and workforce and talent strategy for the business, including a comprehensive review of talent, HR risks and the associated mitigation strategies. • Develop measurable outcomes: It is also wise to request a benchmark analysis that covers employee engagement, top performer and executive attrition, and other factors related to talent retention at the senior levels and for other critical positions. This can be accomplished by leveraging industry or HR data and/or using historical organisational data as comparisons. • Assign the responsibility: More and more boards designate a director and/or members of the remuneration committee to address talentrelated issues and risks (often a former or current CHRO), and ask for frequent “in camera” sessions with the board on talent-related risks. The head of HR could report to both the CEO and the board. For the board, this designated director can help raise awareness of talent issues; moreover, this individual has the appropriate background to question management and inform the board about talent-related risks and how management is addressing them. • Monitor the talent pipeline: Talent supply and demand data should be reviewed as part of capital investments and business strategy reviews at least annually, and ideally more frequently. In addition, the need to develop new products, enter new markets, or combat new competitors will dictate the demand for speciic experience and skills. The board should ascertain that management and the HR team have plans in place to meet that demand. • Align the talent and business strategy: In reviews of strategy, the board should ask management how it aligns the talent strategy with the business strategy. Forward-looking talent strategies maintain this alignment while helping target investments in talent development for optimal eficiency and effectiveness. The board should also be aware of talent issues related to any initiative that comes up for its review or approval. 8 SEPT 2014 For example, in merger and acquisition (M&A) situations, talent due diligence is often neglected and talent the organisation intended to acquire on Day 1 may be lost. CONCLUSION In general, sound talent management strategies and programs can greatly reduce risk, improve sustainable performance, and improve the organisation’s ability to attract external talent. Board oversight into this process can not only provide experienced insight, but help to identify and reduce the risks and take talent management to the next level. BIBLIOGRAPHY Bawany, Sattar, “Maximising the Potential of Future Leaders: Resolving Leadership Succession Crisis with Transition Coaching” in �Coaching in Asia – The First Decade’., Candid Creation Publishing LLP, September 2010. Available as e-download at: http://www. cee-global.com/6/publication Bawany, Sattar, “Winning the War for Talent”, Human Capital, Singapore Human Resources Institute, (September-October 2007); 54-57. Charan, Ram. “Ending the CEO Succession Crisis”. Harvard Business Review, (February 2005); 83-86. Charan, Ram. “Leaders at All Levels”, Jossey-Bass, Wiley, San Francisco, California, (2008); 1-4. Deloitte Human Capital Trends 2012: Leap Ahead, Published by Deloitte, www.deloitte.com ABOUT THE AUTHOR Professor Sattar Bawany is the Chief Executive Oficer and the C-Suite Master Executive Coach of the Centre for Executive Education (CEE Global). He is an astute advisor and Executive Coach especially skilled at helping senior executives work through leadership transition issues, whether individually or systemically. He has coached a range of leaders, from CEOs, to senior vice presidents, and high potential managers across various industries globally. RELEVANT MINDA PROGRAMMES • 7th Directors Forum @ 12-14 Oct 2014, Koh Samui • CDAP: Human Capital @ 13-14 Mar 2015, KL PDF compression, OCR, web optimization using a watermarked evaluation copy of CVISION PDFCompressor FEATURED ARTICLES _ARTICLE TWO Three Problems WiTh The CorPoraTe GovernanCe aGenda by Datuk John Zinkin The corporate governance (CG) agenda seems mainly to be about public listed companies, while good governance applies equally to unlisted family irms, SMEs, charities, cooperatives and NGOs. The focus of regulation and academic literature on the problems of principal-agent conlicts has led to boards being regarded by some as adversaries of management as opposed to their partners and sounding boards. Finally, because so much of the discussion is seen through the eyes of lawyers and auditors, the ethical dimension is often missing. That is a pity, since sustainable businesses always have an ethical foundation. WHAT ABOUT UNLISTED ORGANISATIONS? Public listed organisations are not the only form of human enterprise. SMEs are recognised as the engines of economic growth for countries and millions of people around the world are employed by NGOs, charities and mutual. In Malaysia there are also the many companies owned by the Ministry of Finance, which are not listed. How much value is created and destroyed in these organisations? How much more value could we create if we had the right governance focus in such organisations – a focus designed to help them choose the right strategies and execute them well? I believe we focus on listed companies because the primary agenda of regulators is to protect public investors by ensuring fairness and transparency looking at what to do with the money once it has been made. There are two reasons for this. First, the principal-agent conlict which has been at its most extreme in the US, where CEOs get paid huge sums regardless of how well they reward shareholders and where business schools teach that managers cannot be trusted to look after shareholders’ interests. Second, regulators and auditors focus on reported results, recognising they are not qualiied to advise on the choice of strategy or its implementation. Yet, as I have argued in previous articles, 60% of shareholder value destruction is the result of choosing the wrong strategy; 27% through poor implementation; and only 13% through failures of compliance. It is a sobering thought that Sarbanes-Oxley has not prevented a single collapse of a public listed entity when that was what it was designed to do. The right choice of strategy and ensuring its effective implementation is an issue for every organisation, regardless of whether it is listed or not. WHY MUST DIRECTORS BE TURNED INTO POTENTIAL ADVERSARIES? The tone of some of the language of CG portrays the role of non-executive directors as potential adversaries of CEOs. Maybe this is the result of the principal-agent theory and of past failures of boards to check CEOs from destroying great companies. Such tonality seems to me to miss the point that boards and their CEOs are in fact in the same boat, sharing the same objective – the sustainable success of the organisation. MALAYSIAN DIRECTORS ACADEMY 9 PDF compression, OCR, web optimization using a watermarked evaluation copy of CVISION PDFCompressor FEATURED ARTICLES _ARTICLE TWO The failure of the CEO is the failure of the board. It is the failure of the board because boards are required to hire the right person for the job in the irst place. They are then required to help the CEO through the provision of independent thought and challenge, designed to ensure the business case is as robust as possible. The purpose of challenge is not to second guess management or undermine the CEO, though that is often how it is interpreted, but to protect the CEO and the top management team from the consequences of strategic myopia, groupthink and human fallibility. If boards do not have the “courage to speak truth to power”, how can we expect people reporting to the CEO to have it? The inal failure of the board comes when there is no adequate succession plan. Yet choosing a sustainable strategy (the key role of good governance) requires the board to ensure that the business purpose is ethical. It is one of the lessons of the global inancial crisis that western banks got into trouble because they abandoned their moral and socially valuable business purpose in the pursuit of unethical proits, achieved through sub-prime, misselling, and market ixing. If organisations are known to be unethical, they ultimately lose their “licence to operate” and one of the key tasks of good governance is to maximise the long-term “licence to operate”. Toyota’s quality problems and currently those of GM in the US were caused by putting market share and proits ahead of ethics. Boards must remember the reputation damage caused by unethical behaviour is long-term and expensive to remedy. In short, directors are there to protect CEOs from their own fallibility and mortality. When their role is seen in this light, there is no reason, other than vanity and ego, for CEOs to see their directors as adversaries who need to be controlled through the provision of inadequate or asymmetrical information. CONCLUSION The importance of good governance is clear once we remember it covers unlisted entities as well as listed ones; that boards are not adversaries but share the same objectives as management; and that there must be an ethical foundation to achieve long-term business success. WHY DO WE DOWNPLAY ETHICS? ABOUT THE AUTHOR Datuk John Zinkin is the Managing Director of Zinkin Ettinger Sdn Bhd and faculty member of the ICLIF Leadership and Governance Centre, specialising in training Boards in ethics and governance. Datuk John has been asked to speak regularly on the subject by the Securities Commission; Bursa Malaysia; Bank Negara; the Malaysian Institute of Corporate Governance (MICG); the Minority Shareholders Watchdog Group (MSWG); the Malaysian Association of Company Secretaries (MAICSA); MIA; and MICPA. He was a member of the “Malaysian Corporate The CG agenda is driven primarily by regulators, lawyers and auditors. Regulators focus on fairness, transparency and investor protection. Lawyers focus on due process and auditors report what has happened. The unintended consequence is an excessive regard for box-ticking when it comes to CG reporting – for observing the letter of the law rather than its spirit. The law is not about ethics, nor are audits. External pressures on organisations to have good governance tend to pay lip service to the importance of an ethical business foundation what business a company is in and how it does it. The normal view is that “as long as it is legal, that is what matters”. Governance Blueprint 2011” working party. RELEVANT MINDA PROGRAMMES • CDAP : Ethics @ 22-23 Apr 2015, KL • CDOP @ 8-9 Apr 2015, KL @ 26-27 Nov 2015, KL The lip service to ethics comes with the regulatory exhortation that organisations must have the right “tone at the top” and that boards must not encourage management to meet their targets regardless of how they get there. Investors, however, seem to care less, as long as their short-term required rates of return are met. 10 SEPT 2014 PDF compression, OCR, web optimization using a watermarked evaluation copy of CVISION PDFCompressor FEATURED ARTICLES _ARTICLE IT Governance, Risk and Compliance by Alan Simmonds (1st of the series) THREE MOVING AHEAD … This series of articles will look at governance, risk and compliance considering information technology and will build an approach that will help identify core aspects of GRC and will culminate in a proposed operating model that integrates best practice and industry standards. This journey requires that we set the scene with a few general deinitions and hints as to the subject matter that will come under scrutiny during this series. Technology, speciically information and communications technology (ICT), is one of the core mechanisms that organisations utilise to meet and sustain their strategic objectives. The assets that comprise the organisation’s ICT universe include hardware, software, architecture, intellectual property, skills, vendor and service provider management (including cloud(1)), market awareness, customer management, culture to name a few. Just having these available on the balance sheet, as processes or as �ways of working’ is not suficient – they must be made to work in harmony to provide measurable beneit(2) to the organisation. ASSETS INTRODUCTION PRISM, Accumulo, NSA, surveillance, privacy and intrusion – recent events make these dificult to ignore. Should we be concerned about the types of events brought about by Ellsberg, Woodward, Manning, Snowden and countless others in an article aimed at risk professionals? – only in as much as we recognise that risk is everywhere. The often-quoted �eternal vigilance is the price of freedom’ (Wendell Phillips, 1852 and attributed to many others thereafter) provides a good segue into the basic theme of this set of articles – governance, risk and compliance (GRC) – by way of recognising that freedom for organisations to meet their objectives must be balanced by the appropriate accountabilities, responsibilities and actions. While we might be tempted into a discussion on ethics, morality, liberty, public interest and whistleblowing – these remind us what the difference between management and governance is. Whether this is at country level or within a small department the distinction is the same – management is typically about �running the business’ while governance is about �ensuring that the right things are done’. This is where we leave PRISM behind. The assets outlined above must be fully and effectively utilised by organisations in order to deliver their strategies – in order to do these we recognise 3 core GRC capabilities: • Protection of assets • Compliance • Consistent service provision Protection of assets is a broad term that includes all assets (see list above) – we recognise that each of these assets has associated use, ownership/ stewardship, operation, involvement, inluence, and adoption across the organisation all leading to a complex web of interactions and requirements for governance. One particular challenge we have on the ICT asset front is that the pace of change is accelerated and any down/up-side impact can therefore occur with increasing uncertain frequency and magnitude. Compliance includes the adherence to rules, designs, regulations and standards as well as includes the acknowledgement of both static (decision rights, structures and authority remit) and dynamic (proper and timely execution of decisions, policies, standards, performance measurement and BRR) sides of governance. MALAYSIAN DIRECTORS ACADEMY 11 PDF compression, OCR, web optimization using a watermarked evaluation copy of CVISION PDFCompressor FEATURED ARTICLES _ARTICLE THREE Consistent service provision is the concept of delivery that includes timing, channels, metrics, audience, improvement and recognising that … These 3 capabilities are linked through a backbone of standards which is also an umbrella term that includes regulation, legislation, internal organisational standards, policies, principles, guidelines and standard operating procedures. Central to GRC is the requirement to mitigate risk, deliver strategic objectives and provide beneit over this series of articles we will be exploring how these can be made to work together to drive the correct organisational behaviours and sustain the organisation’s strategy. The �GRC Overview’ diagram provides the overall structure that we’ll be following to show this approach. To close this irst article on GRC we’ll highlight some risk challenges both within the ICT and business sides of organisations that must be addressed to support our approach: • Risk-aware culture must be established in the organisation – all stakeholders must understand the IT risks that affect them • Measurement and reporting of the effectiveness and eficiency of IT risk management must become business-as-usual • Risk strategies and architectures must extend beyond near-term regulatory situations • Well-deined IT risk management processes have been implemented Footnotes: (1) Cloud computing - an umbrella term for everything from web-based email to business software that is run remotely via the internet instead of only on-site to reduce costs and add lexibility to IT divisions. (2) Measurable beneit is the preferred metric rather than proit as not all organisations are driven by proit – e.g. NGOs, cooperatives etc. ABOUT THE AUTHOR Alan Simmond has over 29 years of practical experience in governance (technology, corporate and contract) and strategy across a broad spectrum of industry and commerce resulting in a proven capability of helping IT GOVERNANCE Information technology governance is both a necessary and formal partner in this journey and we’ll be exploring how frameworks such as COBIT® can be used to provide the support necessary to integrate many of the concepts and constructs mentioned in this article. RISK MANAGEMENT The 3 capabilities outlined above will all contribute to risk management – as we’ll see the use of frameworks is necessary – indeed the ISO31000 will provide us many opportunities to exercise the direction, control and necessary discipline to help embed effective GRC in the organisation. Often however the beneits of risk management are �sold’ using threats rather than focussing on risk itself - this leads to a reactive and tactical approach – which is the exact problem we’re trying to avoid through proper, informed and established GRC. 12 SEPT 2014 organisations meet their regulatory and legislative obligations. He has signiicant practical experience of how governance and regulatory issues are successfully managed and adopted by organisations through the innovative use of organisational structures, processes, controls, audit and assurance. Alan is a key contributor to COBIT 5 ( ISACA) and TOGAF ( Open Group) in the area of architecture governance and is the prime author of the research paper Governance of Outsourcing for the ITGI. RELEVANT MINDA PROGRAMMES • CDAP : Strategy & Risk @11-12 Mar 2015, KL @2-3 Sept 2015, KL • CDOP @ 8-9 Apr 2015, KL @ 26-27 Nov 2015, KL PDF compression, OCR, web optimization using a watermarked evaluation copy of CVISION PDFCompressor MALAYSIAN DIRECTORS ACADEMY (MINDA) presents Building High Performance Directors (BHPD) 16 - 20 August 2015 (Open for registration now!) BHPD is designed to give Malaysian Directors a platform to share with other Board Members their wide range of experiences in different cultures, industries and governance frameworks. This programme typically caters for experienced Board Members who wish to broaden their knowledge and strengthen their effectiveness. Why You Should Be With Us 1. Specially designed for the needs of Chairmen, CEOs and Corporate Directors at Board level. 2. Exclusive peer-to-peer experience sharing in the spirit of driving Board Effectiveness. 3. Learn from actual Malaysian case studies and benchmark with international case. Target Participants Chairmen, CEOs and Directors of Boards (Main and Subsidiary) For inquiries call us at +603-2780 5031 PDF compression, OCR, web optimization using a watermarked evaluation copy of CVISION PDFCompressor FEATURED ARTICLES _ARTICLE FOUR The malaysian Third Way: a PubliC-PrivaTe ParTnershiP by miChael hershman The debate in Malaysia between those who want more government and those in the private sector who believe prosperity and job creation can best occur with less government is not unusual. It is occurring all over the world—in the U.S., in the EU and the recent French presidential elections, and throughout nations in Asia and the Paciic Rim. But it is apparent that the ultimate solution is neither total reliance on government nor the private sector, but rather, a third-way path—a public-private partnership to bring prosperity and economic progress to the average citizen. That is the model that, in the last several years, Malaysian Prime Minister YAB Dato’ Sri Mohd Najib bin Tun Haji Abdul Razak has followed to implement his Economic Transformation Program (ETP) and Government Transformation Programme. When he began the ETP in 2011, he established speciic goals to be achieved by the year 2020—to transform Malaysia into a higher development nation with a per-capital income of at least RM15,000 and to attract and channel RM444 billion in most private investments to break Malaysia out of the “middle-income” trap and economic stagnation that it had experienced in recent years. Consistent with the “third way” mixture of government and private market leadership, he turned to one of his ministers, Dato’ Sri Idris Jalal, a former successful chief executive of Malaysia Airlines, to lead the ETP. Prime Minister Dato’ Sri Najib and Dato’ Sri Jala have committed to reduce the country’s chronic budget deicits over ive-to-seven years, streamline government to make it more conducive to private sector investment and job creation. And they already have made considerable progress. For example, the ETP has moved to cut by half 761 varieties of licenses that under the current system are required for most business start-ups to acquire. And under Dato’ Sri Najib and Dato Sri Jala’s leadership, the government has reduced the state’s large role in the economy by divesting stakes in 33 companies. On a variety of social progress fronts, Dato’ Sri Najib’s government has moved aggressively to improve the quality of life of the average Malaysian. In 2010 and 2011 participants in the GTP conducted “laboratory sessions” to establish speciic, achievable social goals in six areas: raising public living standards; improving education outcomes; reducing crime; advancing the ight against government corruption; enhancing urban public transportation; and improving rural basic infrastructure. 14 SEPT 2014 PDF compression, OCR, web optimization using a watermarked evaluation copy of CVISION PDFCompressor FEATURED ARTICLES _ARTICLE Results have been apparent and measurable. By the end of 2011, Malaysia witnessed a 35% reduction in street crime in high-crime neighbourhoods and built over 35,000 low-cost housing units. The government created anti-corruption courts to adjudicate corruption cases within 12 months and passed a strong whistle-blower law to protect the courageous individuals who come forward to report and identify corrupt practices and public oficials. Further measures were enacted to strengthen private-sector competitiveness, including a new law that levels the playing ield for businesses and guards against anti-competitive practices. And the movement to reduce government ownership and to divest functions to the private sector, where eficiencies and jobs can be allowed to lourish, continued. The oil, gas and energy sector realised signiicant incentives for exploration of marginal oil and gas ields. By the end of 2011, Malaysia had moved ahead of advanced economies of Germany, Japan and Switzerland on the World Bank’s 2012 “Doing Business Report”—and had achieved the highest Gross Domestic Product in its history. But Prime Minister Dato’ Sri Najib knows that serious challenges remain, especially in the implementation of reform through his two-year-old Government Transformation Program (GTP), and that there is a way to go to guarantee all citizens equal civil rights, the right of political assembly and free speech, and guarantees of equal economic opportunities and justice for all. FOUR the New Economic Model that would permit needbased preferences, not ethnic-based preferences. Unlike most politicians who forget their campaign promises, Dato’ Sri Najib has asked to be judged and held accountable for the progress he has, or has not, made. Over the past year, I have served as a member of Malaysia’s International Review Panel created to review the results of both the Government Transformation Programme and Economic Transformation Programme, and I have seen irsthand that real progress is being made. In other words, Prime Minister Dato’ Sri Najib wanted a report card—and better yet, he wanted everyone to see it. And they will. Ultimately, he is prepared to be judged by the ultimate arbiters of success or failure in a democracy: the voters of his country. The third pathway of progressive government in partnership with a vibrant private sector has been powering Malaysia towards its goals and helping to create a better life for its citizens. Whatever the results of the next election, the Malaysian model is already an enduring legacy of Dato’ Sri Najib’s government. ABOUT THE AUTHOR Michael J. Hershman is a cofounder of Transparency International, a former senior staff investigator for the U.S. Senate’s historic “Watergate” Committee, and a paid consultant to the Malaysia Anti-Corruption Commission tasked with building a national strategy against corruption. He is the principal in the This includes the long-term objective of eliminating the vestiges of discrimination, as seen from the past acceptance of the so-called Bumiputra policy favouring Malays in jobs and opportunities over Chinese, Indians and other ethnic groups constituting about 40% of the population. For example, Dato’ Seri Najib has launched a new edition of the policy called Washington D.C.-area irm The Fairfax Group. RELEVANT MINDA PROGRAMMES International Directors Summit@27-28 Oct 2014 MALAYSIAN DIRECTORS ACADEMY 15 PDF compression, OCR, web optimization using a watermarked evaluation copy of CVISION PDFCompressor IDS 2014 SPECIAL PULL OUT “Inculcating Innovation, Catalysing Growth Through Public-Private Partnerships” To Be Officiated By: YB Dato' Seri Haji Ahmad Husni Mohamad Hanadzlah, Minister of Finance, Malaysia (invited) Luncheon Talk: YABhg. Tun Dr Mahathir Mohamad Former Prime Minister of Malaysia Special Session: Mr Stuart Dean, Chief Executive Officer, GE ASEA With more than 300 Corporate Directors And over 20 local and international speakers Organisers Silver Sponsor Supporting Organisations: PDF compression, OCR, web optimization using a watermarked evaluation copy of CVISION PDFCompressor IDS 2014 SPECIAL PULL OUT INTRODUCTION Current leadership trends encompass more than merely maximising revenue. Focus has shifted into inculcating innovation, ensuring sustainable growth and amplifying business effectiveness. This can be realised through cutting-edge yet durable Public-Private partnerships. Directors and leaders should leverage further on their corporate culture experiences to innovate the ways of maximising performance and business growth. Policymakers, conversely, stands at bridging efficiency and effectiveness, using best practices and advice in developing its strategies towards public good. The emphasis now lies on how these two key stakeholders, working hand in hand, could contribute towards stimulating, steering and sustaining innovation. THE SUMMIT IDS 2014 features thoughtful and in-depth discussion that covers important innovation challenges facing businesses and governments today. Best practices and future trends will be explored in improving the effectiveness of policy implementation and decision-making. The summit aims to provide a platform where a community of more than 300 leading local and regional directors and leaders to convene in addressing emerging issues, exchange ideas, sharing of knowledge and impart experience, all in pursuit of exemplary leadership. IDS 2014 is designed specifically for those holding the following responsibilities: C-SUITE EXECUTIVES • POLICY MAKERS • • BOARD MEMBERS • SENIOR MANAGEMENT THOUGHT LEADERS • DECISION MAKERS MALAYSIAN DIRECTORS ACADEMY (MINDA) MINDA was established in December 2006 following the launch of the Government-Linked Companies (GLCs) Transformation Programme Initiatives in July 2005. It was formed as a non-profit organisation with initial funding from the Government. Since 2012, MINDA has opened its doors to all local and regional Corporate Directors. With the objective to address Board Performance, MINDA strives to equip Directors with world-class knowledge, skills and mindset required to perform to a consistently high standard. MINDA’s strategy to achieve this is by assisting Boards in focusing on their fundamental roles and responsibilities such as strategy setting, corporate performance management, development of future leaders and human capital, risk management, innovation and creativity. RAZAK SCHOOL OF GOVERNMENT (RSOG) The Razak School of Government (RSOG) is a unique educational and training institution, built upon the courage to lead in personal and professional development. Formed at the heart of the public service sector engine of the Malaysian’s Government Transformation Programme (GTP), RSOG aspires to be the leading centre in leadership development, research and knowledge sharing platform for the public sector. RSOG is mandated to groom the future public sector leaders across all service sectors in Malaysia. Founded in 2010, RSOG primary focus is to transform public sector leadership in striving for excellence and to be a point of reference and a leading authority on public sector leadership and policy. RSOG provides customised knowledge skills development programmes and the publication of refereed journals and other publications. Above all, RSOG provides an important platform for dialogue, knowledge sharing and synergistic collaboration. PDF compression, OCR, web optimization using a watermarked evaluation copy of CVISION PDFCompressor IDS 2014 SPECIAL PULL OUT DAY 1 8:00 am Arrival and Registration of Participants 9:00 am – Panel Discussion: NEW ECOSYSTEM FOR CREATIVITY AND SUSTAINABILITY 10:15 am Moderator: Dr Suraya Sulaiman, Executive Director, Alpha Catalyst Consulting Panellists: • • YB Senator Datuk Paul Low Seng Kuan, Minister in the Prime Minister’s Department, Malaysia Mr Azman Ismail, Managing Director, Shell Malaysia Trading Sdn Bhd Synopsis: Risks are part and parcel of innovation. However, global economic recession and climate change have the potential to disrupt businesses and service delivery. This inadvertently impacts on how decisions are undertaken and minimises the potential of risk-taking, in pursuit of stability. Pragmatic policies are needed to reflect new realities; one that improves risk management yet provides room for innovation. 10.15 am10.30 am Networking Break 10:30 am – Welcoming Address 10:50 am Speaker: YBhg. Tan Sri Mohamad Zabidi Zainal, Director–General of Public Service Malaysia 10:50 am – Keynote Address and Official Opening: INCULCATING INNOVATION, CATALYSING GROWTH 11:30 am VIP: YB Dato’ Seri Haji Ahmad Husni Mohamad Hanadzlah, Minister of Finance Malaysia (invited) VIP Reception and Engagement 11:30 am – Special Session: INNOVATION ZONE – UNLEASHING THE MINDSET 12:30 pm Speaker: Mr Stuart Dean, Chief Executive Officer, GE ASEAN Synopsis: In a globalised world, the remaining sustainable advantage is in consistent innovation. Networks inside and outside organisations are key to successful innovation in products, processes, and strategies. When ideas are connected, it generates powerful outcomes. A rich knowledge-based relationship has enormous advantage in innovating more effectively. 12:30 pm – 2:15 pm Networking Lunch 2:15pm – Panel Discussion: GETTING THE MODEL RIGHT ON P3 DEVELOPMENT 3:45 pm Moderator: YBhg. Datuk Hj. Shamsuddin Bardan, Executive Director of Malaysian Employers Federation Panellists: • YBhg. Dato’ Zohari Haji Akob, Secretary General, Ministry of Works Malaysia • Dr Surapit Promsit, President, Bangkok Training International Synopsis: The Public Private Partnership (PPP) played an important role on Malaysia Incorporated concept. PPP in Malaysia is defined broadly as an arrangement whereby the private sector provides its expertise and invests in infrastructure assets which would traditionally have been undertaken by the Government. The panel will look at Malaysia’s approach in the implementation of PPP programmes and the experiences within the region. 3:45pm – 4:00 pm Tea Break, Networking Session and Exhibition 4:00pm – Panel Discussion: MALAYSIAN HEALTHCARE PLAN - WELFARE FOR CITIZENS 5.00 pm Moderator: YBhg. Dato’ Abdul Aziz Abu Bakar, Executive Director & Chief Executive, MINDA Panellists: • YBhg. Datin Paduka Siti Sa’diah Sheikh Bakir, Director and Corporate Advisor, KPJ Healthcare Berhad Synopsis: Malaysia boosts of an all rounded healthcare plan for its citizens – offering the right for every citizen to seek healthcare benefits with minimal or at zero cost. How does Malaysia propose to showcase its infrastructure and innovative plans, aligned with best practices in medical advice, treatment and care for its people? The session aims to look into the innovative ways of attaining an affordable and universal healthcare. 5:00 pm End of Day One Disclaimer / Notes: Organisers reserve the right to alter the content and timing of the programme in the best interest of the Summit and are not responsible for cancellations due to unforeseen circumstances. MINDA & RSOG accept no responsibility for statements made orally or in written materials distributed by any speakers at the Summit. In addition, the organisers are not responsible for any copying, re-publication or redistributions of such statements. Copyright © Malaysian Directors Academy(MINDA) & Razak School of Government (RSOG) ® All Rights Reserved. Programme as of 2/10/2014. PDF compression, OCR, web optimization using a watermarked evaluation copy of CVISION PDFCompressor IDS 2014 SPECIAL PULL OUT DAY 2 8:00 am Arrival and Registration of Participants 9:00 am – SPECIAL ADDRESS: CO-CREATION INITIATIVES – RISKS VS REWARD Moderator: YBhg. Tan Sri Dr Mohd Irwan Serigar Abdullah, Secretary General to the Treasury, Ministry of Finance Malaysia Panellists: • Professor Janine O’Flynn, Professor of Public Management, School of Social and Political Sciences, Melbourne School of Government, Australia • Mr Afzal Abdul Rahim, Chief Executive Officer, TIME dotCom Berhad (invited) 10:30 am Synopsis: Technological advancements have enabled value creation opportunities, or known as co-creation, where businesses and governments are able tap and engage ideas from the consumers and the general public. Activities such as these allow innovation at a low cost and at the same time, engaging with its intended audience – the public. Despite its potential reward, co-creation has its risks. How can these be risks be mitigated? What kind of strategies should be employed to ensure meaningful and sustained collaboration? 10:30 – 11:00 am 11:00 am – 12:30 pm Coffee Break and Networking Session Panel Discussion: SOCIAL ENTREPRENEURSHIP: THE NEW WAY FORWARD? Moderator: Dr David Bobker, Director of the Centre For Economics and Risk, Malaysia University of Science and Technology Panellists: • Mr Na Boon Chong. Managing Director, Talent and Rewards, Southeast Asia, Aon Hewitt • Ms Cheryl Yeoh, Chief Executive Officer, Malaysian Global Innovation & Creativity Centre (MaGIC) • Ms Grace Sai, Co-Founder, The Hub Singapore / Advisor, Social Entrepreneurship Initiatives Malaysia Synopsis: Social entrepreneurships are businesses with social objectives in which their profits are directed towards selfdevelopment, public good or resolving social issues. Social enterprise is aimed at creating the ideal of empowering the community, providing innovative solutions to social problems. 12:30 pm – 2:00 pm Sponsored Luncheon Talk: RECOUNTING THE SUCCESSES STORIES IN PUBLIC AND PRIVATE SECTOR INTERACTIONS Moderator: Mr Reza Ghazali, Korn Ferry International Speaker: YABhg. Tun Dr Mahathir Mohamad, Former Prime Minister of Malaysia Synopsis: During YABhg Tun Dr Mahathir’s tenure as Prime Minister, Malaysia experienced rapid modernisation and economic growth. His innovative policies ignited a series of bold infrastructure projects through Public Private Partnership Initiatives. The session aims at uncovering the challenges faced and lessons learned in attaining its success. 2:00 pm – 3:00 pm Panel Discussion: NEW LANDSCAPE IN MALAYSIA’S EDUCATION SYSTEM Moderator: Dr Hamidin Abd Hamid, Chief Executive Officer, Razak School of Government Panellists: • YBhg. Tan Sri Datuk Dr. Madinah Mohamad, Secretary General, Ministry of Education Malaysia • Ms Shahnaz Al-Sadat Abdul Mohsein, Managing Director, Arise Asia Sdn Bhd • YBhg. Datuk Dr Khair Mohamad Yusof, Director General , Ministry of Education Malaysia (invited) Synopsis: Education is central to Malaysia’s growth as it is fundamental to the development of human capital and knowledge base of the country. The session aims to discuss the concept and applicability of PPP, in improving quality, efficiency, effectiveness and delivery. 3:00 pm – 3:30 pm 3:30 pm – 4:45 pm Coffee Break and Networking Session PANEL DISCUSSION: DIVERSITY AND GOVERNANCE IN INNOVATIVE DECISION-MAKING Moderator: YBhg. Datuk John Zinkin, Managing Director, Zinkin Ettinger Sdn Bhd Panellists: • Ms Rita Benoy Bushon, Chief Executive Officer, Minority Shareholder Watchdog Group (MSWG) (invited) • YBhg. Dato’ Siti Zauyah Haji Mohd Desa, Secretary, Government Investment Companies Division, Ministry of Finance Malaysia (invited) Synopsis: Good practice in governance includes finding the right people to lead. In a diverse world such as ours, this involves embracing the full spectrum of skills, a variety of experience and connections available. Capitalising on our immensely diverse talent pool is an imperative for today’s public and private sector growth. 4:45 pm – KEYNOTE CLOSING ADDRESS 5:00 pm YBhg. Datuk Azzat Kamaludin, Board of Director, MINDA Disclaimer / Notes: Organisers reserve the right to alter the content and timing of the programme in the best interest of the Summit and are not responsible for cancellations due to unforeseen circumstances. MINDA & RSOG accept no responsibility for statements made orally or in written materials distributed by any speakers at the Summit. In addition, the organisers are not responsible for any copying, re-publication or redistributions of such statements. Copyright © Malaysian Directors Academy(MINDA) & Razak School of Government (RSOG) ® All Rights Reserved. Programme as of 2/10/2014. PDF compression, OCR, web optimization using a watermarked evaluation copy of CVISION PDFCompressor IDS 2014 SPECIAL PULL OUT VIPS YB Dato’ Seri Haji Ahmad Husni Mohamad Hanadzlah Minister of Finance, Malaysia (invited) YABhg. Tun Dr Mahathir Mohamad Former Prime Minister of Malaysia Mr Stuart Dean Chief Executive Officer, GE Asean SPEAKERS YBhg. Tan Sri Mohamad Zabidi Zainal Director–General, Public Service Malaysia (invited) YB Senator Datuk Paul Low Seng Kuan Minister, Prime Minister’s Department, Malaysia Mr Azman Ismail Managing Director, Shell Malaysia Trading Sdn Bhd Dr Suraya Sulaiman Executive Director, Alpha Catalysts Consulting YBhg. Datuk Hj. Shamsuddin Bardan Executive Director, Malaysian Employers Federation YBhg. Dato’ Zohari Haji Akob Secretary General, Ministry of Works Malaysia YBhg. Tan Sri Dr Mohd Irwan Serigar Abdullah Secretary General to the Treasury, Ministry of Finance Malaysia YBhg. Dato’ Abdul Aziz Abu Bakar Executive Director & Chief Executive, MINDA YBhg. Datin Paduka Siti Sa’diah Sheikh Bakir Director and Corporate Advisor, KPJ Healthcare Berhad Dr Surapit Promsit President, Bangkok Training International Professor Janine O’Flynn Professor of Public Management, School of Social and Political Sciences, Melbourne School of Government, Australia Mr Afzal Abdul Rahim Chief Executive Officer, TIME dotCom Berhad (invited) Dr David Bobker Director of the Centre For Economics and Risk, Malaysia University of Science and Technology Mr Na Boon Chong Managing Director, Talent and Rewards, Southeast Asia, Aon Hewitt Ms Cheryl Yeoh Chief Executive Officer, Malaysian Global Innovation & Creativity Centre (MaGIC) Ms Grace Sai Co-Founder, The Hub Singapore & Advisor, Social Entrepreneurship Initiatives Malaysia Mr Reza Ghazali Office Managing Director, Korn Ferry International Dr Hamidin Abd Hamid Chief Executive Officer, Razak School of Government YBhg. Tan Sri Datuk Dr Madinah Mohamad Secretary General, Ministry of Education Malaysia YBhg. Datuk Dr Khair Bin Mohamed Yusof Director General, Ministry of Education Malaysia (invited) Ms Shahnaz Al-Sadat Abdul Mohsein Managing Director, Arise Asia Sdn Bhd YBhg. Datuk John Zinkin Managing Director, Zinkin Ettinger Sdn Bhd Ms Rita Benoy Bushon Chief Executive Officer, Minority Shareholder Watchdog Group (MSWG) (invited) YBhg. Dato’ Siti Zauyah Haji Mohd Desa Secretary, Government Investment Companies Division, Ministry of Finance Malaysia (invited) YBhg. Datuk Azzat Kamaludin Board of Director, MINDA PDF compression, OCR, web optimization using a watermarked evaluation copy of CVISION PDFCompressor IDS 2014 SPECIAL PULL OUT abouT our silver sPonsor At Korn Ferry, we design, build, attract and ignite talent. Since our inception, clients have trusted us to help recruit world-class leadership. Today, we are a single sourcefor leadership and talent consulting services to empower businesses and leaders to reach their goals. Through our vision, research and tools across 80 ofices and 3,500 employees, we convert potential into greatness. Our solutions range from executive recruitment and leadership development programs, to enterprise learning, succession planning, and recruitment process outsourcing (RPO). Korn/Ferry has been operating in Malaysia since 1978. We are NYSE-listed, a full- service executive-search irm and the longest established among the few international irms in this market. We cover ive main business sectors – Financial Services, Consumer Goods, Industrial, Life Science and Telecommunications /Advanced Technology – although our experience base in Malaysia is very broad and we have executed searches in almost all sectors of business, for local as well as multinational companies. Currently, our client base is a mix between multinationals and local conglomerates /Government-linked companies. Where there’s talent, there’s Korn Ferry. We design, build, attract and ignite greatness. At every level of an organization, there is potential for leadership, growth and knowledge. We have the tools, research and know-how to turn potential into momentum. www.kornferry.com © Korn Ferry 2014. All rights reserved. PDF compression, OCR, web optimization using a watermarked evaluation copy of CVISION PDFCompressor BOOK REVIEW In horseracing, it takes more than speed for a horse like Secretariat to win the Triple Crown. In organisations, it takes both head and heart, commitment to an inspiring cause, steel and velvet leadership, stewardship, and alignment-the practices of Triple Crown leadership. Triple Crown Leadership also provides hard-hitting, practical advice on leading turnarounds, startups, and social ventures--and addresses the leadership needed from CEOs, boards, senior managers, and even people without authority. What’s in it For You In today’s iercely competitive world, it takes more than “business as usual” to stay strong and stay ahead of the curve. It takes Triple Crown Leadership. Inspired by the most elusive championship in sports, the Triple Crown of horseracing, this compelling road map is designed for leaders who want to win. Triple Crown Leadership provides helpful tools for any leader seeking a better way. The book shows you how to: • Be excellent (achieve exceptional performance), ethical (do the right thing), and enduring (stand the test of time) • Align your organisation for peak performance • Instill a culture of character • Lead with both “steel” and “velvet” • Achieve impact and sustainability while maintaining high performance. • Turn your company around after a breakdown. Based on the authors’ experience and interviews with over sixty organisations in eleven countries, this book provides compelling leadership lessons from an array of enterprises, including Zappos, Google, eBay, Infosys, Xerox, Spotify, Mayo Clinic, KIPP, Ashoka, and more. Executives Bob and Gregg Vanourek--a dynamic father and son team--show you how to achieve high performance, integrity, and sustainability. 22 SEPT 2014 The book shares wealth of tips on: • How leaders can achieve exceptional performance, with integrity, and sustain it over time • How entrepreneurs can position their ventures for high performance, integrity, and impact • What must leaders do differently during transformational turnarounds and crises • How to align your organisation for peak performance • How to use purpose to ground, values to guide, and vision to inspire • How to create a sustainable organisation • How to stay true to your vision, mission, and values • How to bake integrity into the heart of your business • How to create a culture of character • How organisations can achieve a positive social impact – on employees, customers, shareholders, suppliers, communities, the environment, and the world – even as they achieve exceptional performance • How to develop people more fully in terms of head and heart • How can leaders assess progress in building excellent, ethical, and enduring organisations • How to interview and assess for character and cultural it The book “Triple Crown Leadership” by Bob and Gregg Vanourek is a must-have for leaders who want to win. PDF compression, OCR, web optimization using a watermarked evaluation copy of CVISION PDFCompressor PROGRAMME HIGHLIGHTS Corporate Directors Onboarding Programme (CDOP) 2014 Type: Customised Programme Date: 16 & 17 April 2014 Venue: Le Meridien Hotel Kuala Lumpur Next Sessions: • 8&9 Apr 2015, Kl • 26&27 Nov 2015, Penang MINDA organised its irst CDOP programme for 2014 which focused on knowledge, skills and behavioural mindsets. CDOP methodology involved facilitated learning through active interactions, dynamic discussions and the use of case studies. Among the topics covered during the two-day programme were: • The Dynamics of a Company • Key Role Players in a Company – Roles and Responsibilities • Effective Director’s Proile – �Knowledge, Skills and Mindset’ • Enhancing Board Effectiveness • Anatomy of Corporate Governance • Optimum Board Performance : Best Practices for Board Performance and Risk Management The programme was facilitated by Ravinderjit Savinder Singh, Companies Commission of Malaysia, Datuk John Zinkin, Managing Director of Zinkin Ettinger Sdn Bhd and Dato’ Abdul Aziz Abu Bakar CEO of MINDA. A total number of 32 pax attended the programme. Corporate Directors Advanced Programme (CDAP): Human Capital Type: Customised Programme Date: 6 – 7 May 2014 Venue: The Majestic Hotel, Kuala Lumpur Next Session: • 13&14 May 2015, KL The programme was attended by Directors and Chairmen from various GLCs and PLCs. Some of the key topics covered during the two-days programme were Corporate Performance Management, Strategic Workforce Planning, Development of Future Leaders, Talent Management and Development Strategies, Board Performance and Compensation, and Human Capital Risk Management in Corporate Transformation and Transaction. The key highlights of the programme include: • The many insights from the research and benchmarking done by Aon Hewitt across the globe. • Discussion on how Board can drive talent management and development strategies and culture in the organisation. • Discussion and ways to overcome conventional compensation model. • The panel discussion moderated by Dato Aziz Bakar, CEO of MINDA with panelist, Datuk Dr Syed Muhamed Syed Abdul Kadir, Senior Independent Non-Executive Director, CIMB Group on the practical application of all the modules discussed. MALAYSIAN DIRECTORS ACADEMY 23 PDF compression, OCR, web optimization using a watermarked evaluation copy of CVISION PDFCompressor PROGRAMME HIGHLIGHTS Building High Performance Directors (BHPD) 7/2014 Type: Premier Programme Date: 18 – 22 May 2014 Venue: Hotel Soitel Legend Metropole, Hanoi, Vietnam Next Session: • 16-20 Aug 2015 BHPD 7/2014 was held in Hanoi, Vietnam and attended exclusively by a group of very seasoned senior executives that comprise of Chairmen, Directors and CEOs. The highest ever rating of 4.7 out of 5, the programme was led by world class faculty with extensive experience in business and academia: • INSEAD Professor, Dr. Randel Carlock, facilitated sessions on leadership which encompasses of building and leading high performing board teams with case studies being discussed to enhance board effectiveness; • Dr. Yeah Kim Leng formerly the Group Chief Economist of RAM Holdings, shared insights on Malaysia and vision 2020 with an overview of heading towards a high income economy; • Mr. Stuart Dean, CEO of GE Asean whom presented on Corporate Sustainability; • And His Excellency Ambassador of Malaysia to Vietnam, Dato’ Azmil Mohd Zabidi who was our “Fireplace Chat” guest, enlightened participants on the business opportunities available in Vietnam. The key highlights of the programme include: • The in-depth discussion of many case studies such as Everest Climb, Apple, 3M, HP-Compaq, Axiata, Pharma UK and Silver Bird. • The role-play session on HP’s Boardroom Drama that got everyone acting out real people in the real situation. • Understanding of Vietnam’s education history and culture via the ield trip to the oldest university in Hanoi – Temple of Literature • Board Effectiveness Assessment Tool – helped participants to have a 360 degrees view of their own board’s effectiveness. BHPD is a course that designed to give Malaysian Directors a platform to share with other Board Members their wide range of experiences in different cultures, industries and governance frameworks. This programme typically caters for experienced Board Members who wish to broaden their knowledge and strengthen their effectiveness. 24 SEPT 2014 PDF compression, OCR, web optimization using a watermarked evaluation copy of CVISION PDFCompressor PROGRAMME HIGHLIGHTS Corporate Directors Advanced Programme (CDAP): Financial Language in the Boardroom Type: Customised Programme Next Sessions: Date: 9 – 10 June 2014 • 27-28 Jan 2015, KL Venue: The Majestic Hotel, Kuala Lumpur • 9-10 Jun 2015, KL “Corporate Directors Advanced Program (CDAP): Financial Language in the Boardroom” is the only inancial related programme in the market that is tailored for Board Members. The programme was well-attended by a good mix of Chairmen, Directors and CEOs of various GLCs and PLCs where they now have the following within their ingertips: • The legal reporting requirements for companies • How to interpret inancial reports and make sound analysis of business performance for board discussion • Some “golden rules” of inancial management to improve business performance and viability • How businesses are valued for acquisition The key highlights of the programme include: • Rated highly on its ability to impart practical inancial language understanding in the boardroom context with extensive discussion on Faber Group’s case study. Many other local and regional cases are also being referred to throughout the programme. • Led by the experienced inancial expert, Mr Vincent Loh who has more than 35 years of experience in auditing, inance, managing companies and management consultancy in the UK, Singapore, Cambodia, Indonesia, Hong Kong and Malaysia. • Peer-to-peer experiences sharing among seasoned Board Members and benchmarked against Vincent’s regional experience. Corporate Directors Advanced Programme (CDAP) 2014 – “Ethics in Business : Creating Sustainable Value” Type: Customised Programme Date: 11 & 12 August 2014 Venue: The Majestic Hotel Kuala Lumpur Next Session: • 22-23 Apr 2015, KL CDAP Ethics in Business: Creating Sustainable Value was launched irst under the CDAP series year 2014. It was held on the 11 & 12 August 2014 at the Majestic Hotel Kuala Lumpur. The programme was attended by sixteen (16) participants and facilitated by Datuk John Zinkin, Managing Director of Zinkin Ettinger Sdn Bhd and faculty member of the ICLIF Leadership and Governance Centre. CDAP Ethics in Business provide the necessary knowledge and skills for the directors of listed companies using a blended learning approach of teach pieces, case study discussion, videos and participant presentations. The key topics of this programme are Ethics in Principle, Ethics in Practice, Who is the Custodian of Ethics, Are Ethics situational, Creating an Ethical Culture. MALAYSIAN DIRECTORS ACADEMY 25 PDF compression, OCR, web optimization using a watermarked evaluation copy of CVISION PDFCompressor PROGRAMME HIGHLIGHTS Corporate Directors Advanced Programme (CDAP) 2014 : Strategy & Risk Type: Customised Programme Date: 27 & 28 August 2014 Venue: The Majestic Hotel Kuala Lumpur Next Sessions: • 11&12 Mar 2015, KL • 2&3 Sept 2015, KL The programme was attended by fourteen (14) participants and facilitated by Dr David Bobker, Director of the Centre for Economics and Risk at the Malaysia University of Science and Technology. CDAP – SR provides the necessary knowledge and skills for the Company Directors to be able to provide inputs, make sound judgment and critical probing questions on matters related to company’s strategy and risk oversight. Central to the programme is the concept of “inverse risk logic” which will equip directors with a solid framework within which to implement effective risk oversight. It provides directors with a new perspective of “looking outside, looking forward”. The key topics of this programme are Strategic planning and the Business Model, The Meaning of Risk Inverse Risk Logic, Viability and Risk Appetite, Strategic Risk Governance and Strategic Operational Risks. Tea Talk With Professor Jean-Philippe Deschamps Innovation Governance in Practice - “How Top Management Promote, Steer and Sustain Innovation” Type: Awareness & Networking (3/4) Date: 27 August 2014 Venue: The Majestic Hotel, Kuala Lumpur As part of the MINDA Tier 3 programme, Tea Talk was organised at The Majestic Hotel Kuala Lumpur and we were privileged by having Professor Jean-Philippe Deschamps, as our speaker for the talk. It was indeed a knowledgeable evening spent with thirty eight (38) attendees; sharing their exciting views on Innovation. 26 SEPT 2014 PDF compression, OCR, web optimization using a watermarked evaluation copy of CVISION PDFCompressor PROGRAMME HIGHLIGHTS Breakfast Talk With Mr Bob Vanourek “Triple Crown Leadership: Building Excellent, Ethical, and Enduring Organisations” Type: Awareness & Networking (2/4) Date: 18 June 2014 Venue: Shangri-la Hotel Kuala Lumpur MINDA organised its second Breakfast Talk for the year and this round was with Mr Bob Vanourek who is coauthor of the “Triple Crown Leadership: Building Excellent, Ethical, and Enduring Organizations”, the 2013 USA Best Book Awards Winner. Based in Greater Denver, USA, his writing has been featured in Fast Company, American Management Association, the Center for Creative Leadership, Leader to Leader, Leadership Excellence, and many more. The session was attended by a total of thirty two (32) guests that consist of Chairmen and Directors from various GLCs, PLCs and private companies. These guests are made of MINDA Alumni and corporate directors who are new to MINDA. Bob shared how his concept of Triple Crown Leadership emphasises on leadership as a group rather than individual. Triple Crown Leadership is inspired by the most elusive championship in sports, the Triple Crown of horseracing. The concept brings a compelling road map designed for leaders who seek a better way to achieve high performance, integrity and sustainability of an organisation. Bob has introduced the following 5 leadership practices to the guests: • • • • • Practice 1: Head and Heart: New approaches to hiring and promoting the right people Practice 2: The Colors: Inspiring and engaging your colleagues Practice 3: Steel and Velvet: Flexing your leadership style Practice 4: Stewards: Leadership as a group performance Practice 5: Alignment for sustained high performance He also shared some of the leadership approaches for organisations that are in the various stages of life-cycle from start-up to growth and turnaround. Guests were very engaged throughout the session with thoughtprovoking questions and sharing of exclusive peer-to-peer experiences. MALAYSIAN DIRECTORS ACADEMY 27 PDF compression, OCR, web optimization using a watermarked evaluation copy of CVISION PDFCompressor PROGRAMME HIGHLIGHTS Women Directors Onboarding Training Programme (WDOTP) Series 2014 Type: Customised Programme Venue: Session 1: 21 – 23 April 2014 - Ministry of Women Family and Community Development,Putrajaya Session 2: 27 – 29 May 2014 - Securities Commission Malaysia Session 3: 11 – 13 June 2014 - Securities Commission Malaysia Session 4: 5 – 7 Aug 2014 - Putrajaya International Convention Centre Session 5: 13 – 15 Aug 2014 - Shangri-la Putrajaya In response to the recent government mandate stipulating that women must comprise at least 30 percent of decision-making positions in the corporate sector by 2012, the Ministry of Women, Family and Community Development (KWPKM) through its agency, NAM Institute for the Empowerment of Women (NIEW) has initiated a comprehensive Women Directors Programme (WDP) Framework which consist of REGISTRATION, ASSESMENT, COACHING, TRAINING OF TECHNICAL AND SOFT SKILLS and BOARD SIMULATION. MINDA has been given the task by NIEW to design the technical training module to prepare potential and qualiied women to fully understand their roles as board directors. Among the topics covered during the three-day programme were The Fiduciary Duties, Roles and Responsibilities of Corporate Directors as stipulated in the Companies Act, The Corporate Governance of company directors as best practices, Financial Language in the Boardroom, Strategy & Risk and Various board roles vis a vis the organisation and stakeholders. The programmes were facilitated by Ms. Ravinderjit Savinder Singh, Mr Vincent Loh; Datuk John Zinkin, Mr. Wee Hock Kee and Mr Thakurdas Naraindas. 28 SEPT 2014 PDF compression, OCR, web optimization using a watermarked evaluation copy of CVISION PDFCompressor PROGRAMME HIGHLIGHTS 3rd Party Events Event Organiser Date Venue : Corporate Governance Practices in State-Owned-Enterprises (SOEs) : The World Bank and Undersecretariat of Treasury Turkey : 10 June 2014 : Ankara, Turkey The conference brought together over 200 participants, including oficials from the Treasury and Ministry of Energy, and representatives of Turkish state-owned Enterprises (SOEs) in order to discuss a wide range of issues pertaining to SOE governance reform in the country. In the opening remarks, Mr. İbrahim Çanakci, Undersecretary of Treasury, called for reforms in the area of state-owned enterprise governance, while Sunita Kikeri, Programme Manager for Corporate Governance at the World Bank, presented global trends in SOE governance. Representatives from the public sector in Turkey, along with representatives from SOEs in the energy, transport, and agriculture sectors, had the opportunity to hear about the current status and challenges posed by the legal and institutional framework for SOEs in the country. The event featured a number of distinguished guests and speakers from a variety of countries, including Finland, Malaysia, Australia, Singapore and Pakistan whom all shared good practices and lessons learned in the sphere of SOE governance. MINDA’s CEO, Dato’ Abdul Aziz Abu Bakar was invited to present the topic on “Professionalising SOE Board of Directors –The Malaysia Experience”. The slides have been shared and can be downloaded at http://www.worldbank.org/content/dam/ Worldbank/Event/ECA/Turkey/tr-soe3-aziz-bakar.pdf Event Organiser Date Venue : Innovating Malaysia Conference 2014 (IMC 2014) : Agensi Inovasi Malaysia (AIM) : 28 & 29 August 2014 : Kuala Lumpur Convention Centre MINDA’s CEO, Dato’ Abdul Aziz Abu Bakar was invited to be one of the panelists in the session “Driving Innovation: The Board as a Catalyst” where the panellists deliberated how the Board of Directors can be a powerful force in driving innovation and many insights were shared on how successful organisations have managed the role of the board and learn best practices for drawing on its full potential for promoting innovation. Other panellists in the session include Professor Jean-Philippe Deschamps, Author & Professor Emeritus, IMD Business School and Dato’ Seri Mohamad Iqbal Rawther, Chairman MIM. IMC2014 is a platform to showcase the signiicance of Return on Investment in Innovation; to promote business opportunities and support networking to participants across all industries. MALAYSIAN DIRECTORS ACADEMY 29 PDF compression, OCR, web optimization using a watermarked evaluation copy of CVISION PDFCompressor We unlock your time and capacity so you can unleash your full business potential Our Profile Boardroom Group is a leading provider of �Smart Business Solutions’ in Malaysia servicing local and international clients. Our suite of professional accounting, business advisory, corporate secretarial, directors’ training, HR consultancy, payroll, share registry and taxation services has helped our clients maximise their business value. We are a wholly-owned subsidiary of Boardroom Limited which is listed on the Singapore Exchange and serve over 5,500 clients in Singapore, Malaysia, Hong Kong, China and Australia. In Malaysia, we have offices in Selangor, Penang and Johor. We have been providing corporate services for over 50 years to an illustrious and diversified portfolio of clients which include world renowned MNCs from the USA, Europe and the Asia Pacific, local blue chip companies listed on Bursa Malaysia Securities as well as small and medium-sized businesses across a wide spectrum of industries. Boardroom has built an established network of offices and regional partners in Asia Pacific and Europe and we are well-positioned to support your growing business needs in the regions. Boardroom Business Solution Sdn Bhd (Company No.: 1050657-U) 1202, Level 12, Uptown 1, No. 1 Jalan SS21/58 Damansara Uptown, 47400 Petaling Jaya Selangor Darul Ehsan, Malaysia Tel : +60-3-7661 8588 Fax : +60-3-7661 8577 PDF compression, OCR, web optimization using a watermarked evaluation copy of CVISION PDFCompressor Premier Alumni List 31. Raja Tan Sri Arshad Raja Tun Uda Asia Capital Reinsurance Malaysia Sdn Bhd 60. Tan Sri Dato’ Sheriff Mohd Kassim PLUS Expressway Berhad Datuk Dr. Syed Muhamad bin Syed Abdul Kadir Bumiputra-Commerce Holdings Berhad 32. Tan Poh Keat Telekom Research & Development Sdn Bhd 61. Dato’ Mohd Shukri Hussin Bumiputra-Commerce Holdings Berhad 2. Dato’ Dr. Mohamad Hashim Ahmad Tajudin Chemical Company of Malaysia Berhad 62. BHPD 2/2008 3. Datuk Bazlan bin Osman Telekom Malaysia Berhad 33. Datuk Abdullah Hj Kuntom Malaysia Building Society Berhad Tan Sri Dato’ Dr. Muhammad Rais Abdul Karim Malaysian Directors Academy (MINDA) 63. Oh Kim Sun Pharmaniaga Bhd 4. Lau Tiang Hua Malaysia Building Society Berhad 34. Tuan Haji Ir. Abdullah Yusof Cement Industries of Malaysia DF 1/2009 5. Dato’ Abdul Rahman Abdul Ghani Malaysian Airline System Berhad 35. Abu Bakar Ibrahim Khazanah Nasional Berhad 64. Arlida Ariff Iskandar Investment Berhad 6. Tuan Haji Abdul Jabbar bin Abdul Majid Proton Holdings Berhad 36. Anuar bin Mohd Hassan Malaysian Reinsurance Berhad 65. Adlan Ahmad Iskandar Waterfront Sdn Bhd 7. Dato’ Lim Kheng Guan Telekom Malaysia Berhad 37. Dato’ Dr. Aziuddin Ahmad ValueCap Sdn Bhd 66. Shahnaz Al-Sadat binti Abdul Mohsein UEM Group Berhad 8. Dato’ Fuad bin Jaafar Tenaga Nasional Berhad 38. Tan Sri Bashir Ahmad bin Abdul Majid Malaysia Airport Holdings Berhad 67. Tuan Haji Hassan Jaa’far PLUS Expressway Berhad 9. Dato’ Anwarrudin Ahamad Osman UEM Builders Berhad 39. Jamilah Dato’ Hashim Khazanah Nasional Berhad 68. Dato’ Noorizah binti Hj. Abd Hamid PLUS Expressway Berhad 10. Tuan Haji Abdul Kadir Md Kassim UEM World Berhad 40. Dr. Kamarulzaman Mohamed Zin Khazanah Nasional Berhad 69. Tan Sri K. Ravindran PLUS Expressway Berhad 11. Andrew Lo Kian Nyan Employees Provident Fund 41. Tan Sri Datuk Mohamed Khatib bin Abdul Hamid Pantai Holdings Berhad 70. Tan Sri Abdul Halim Ali Malaysia Building Society Berhad 12. Dr. Roslan A. Ghaffar Malaysian Resources Corporation Berhad 71. 42. Datuk Mohamed Zain bin Mohamed Yusof Faber Group Berhad Mohd Izani Ashari Khazanah Nasional Berhad Tuan Haji Mohd Yusof Hussian Bumiputra-Commerce Holdings Berhad 72. 43. Michael Jude Fernandez Khazanah Nasional Berhad 14. Tuan Haji Khairuddin Ahmad RHB Bank Berhad Mohd Nadziruddin Mohd Basri Khazanah Nasional Berhad 73. 44. Dr. Ir. Muhamad Fuad bin Abdullah Island & Peninsular Bhd Hiroyuki Kudo CIMB Group Berhad 15. Ismael Fariz Ali Khazanah Nasional Berhad 45. Dato’ Rosli Sharif Faber Group Berhad 46. Dato’ Syed Saleh Syed Abdul Rahman Lembaga Tabung Haji Tan Sri Samsudin Osman BIMB Holdings Berhad 47. Dato’ Zainal Azwar bin Zainal Aminuddin TH Plantation Berhad 17. Tan Sri Dato’ Seri Haidar Mohamed Noor CIMB Bank Berhad 48. 18. Tan Sri Dato’ Hj Mohd Zuki Hj Kamaluddin Island & Peninsular Berhad Datuk Zainal Abidin Alias Faber Group Berhad 19. Laksamana (B) Tan Sri Dato’ Sri Mohd Anwar Hj Mohd Nor Lembaga Tabung Angkatan Tentera 20. BHPD 1/2007 1. 13. CF 1/2007 16. BHPD 3/2010 CF 2/2008 74. Encik Johan bin Abdullah BIMB Holdings Berhad 75. Dato’ Kalsom binti Abdul Rahman Chemical Company of Malaysia Bhd 76. Dato’ Mohammed Azlan Hashim Employee Provident Fund (EPF) 77. Prof. Datuk Dr. Syed Othman Alhabshi Etiqa Takaful Berhad 78. Dato’ Ikmal Hijaz Hashim Faber Group Berhad 79. Mohd Izani Ashari Khazanah Nasional Berhad 80. Hisham Zainal Mokhtar Khazanah Nasional Berhad 81. Loh Wai Yee Khazanah Nasional Berhad 82. Stephanie Saw Ai Lin Khazanah Nasional Berhad 83. Dato’ Ir. Abdul Rahim Abu Bakar Telekom Malaysia Berhad 84. Dato’ Abdul Manaf bin Hashim Tenaga Nasional Berhad 85. Shahnaz Al-Sadat Abdul Mohsein UEM Group Berhad 86. Tuan Haji Abdul Kadir Bin Md. Kassim UEM Land Holdings Berhad 49. Dato’ Ir. Abdul Rahim Bakar OPUS Group Berhad Mohd Ali Dewal Lippo Bank Tbk 50. Abdullah Abdul Hamid Malaysian Directors Academy (MINDA) 21. Tan Sri Datuk Dr Aris Othman Malaysia Airport Holdings Berhad 51. Dato’ Ahmad Pardas Senin Malaysian Directors Academy (MINDA) 22. Tan Sri Abdul Halim Ali Malaysia Building Society Berhad 52. Dato’ Anwar bin Haji @ Aji Faber Group Berhad 23. Tan Sri Azlan Mohd Zainol Malaysia Resources Corporation Berhad 53. Tan Sri Dato’ Seri Haidar bin Mohamed Nor CIMB Bank Berhad 24. Tan Sri Datuk Khatib Abdul Hamid Pantai Holdings Berhad 54. Datuk Mohamed Arif Nun Silterra Malaysia Sdn Bhd 25. Tan Sri Ahmad Sarji Abdul Hamid Permodalan Nasional Berhad 55. Tan Sri Dato’ Lau Yin Pin Tenaga Nasional Berhad 26. Dato’Mohammed Azlan Hashim Proton Holdings Berhad 56. Tan Sri Dato’ Lodin Wok Kamaruddin Boustead Holdings Berhad 27. Tan Sri Dato’ Ir Muhammad Radzi Hj Mansor Telekom Malaysia Berhad 57. 28. Tan Sri Leo Moggie Tenaga Nasional Berhad Dato’ Dr. Mohamad Hashim bin Ahmad Tajudin Chemical Company of Malaysia Berhad 58. 87. 29. Dato’ Ir Abdul Rahim Abu Bakar UEM Builders Berhad Tan Sri Mohamed Azman Yahya Pharmaniaga Bhd Tuan Haji Abdul Kadir Bin Md. Kassim Cement Industry of Malaysia 59. 88. 30. Tan Sri Dr Ahmad Tajuddin Ali UEM Group Berhad Tan Sri Datuk Mohamed Khatib bin Abdul Hamid Pantai Holdings Berhad Datuk Dr. Syed Muhamad bin Syed Abdul Kadir CIMB Islamic Berhad CF 3/2010 MALAYSIAN DIRECTORS ACADEMY 31 PDF compression, OCR, web optimization using a watermarked evaluation copy of CVISION PDFCompressor ALUMNI LIST 89. Dato’ Ikmal Hijaz Hashim Faber Group Berhad 119. Dato’ Kalsom Abd Rahman MISC Berhad 90. Tan Sri Dato’ Dr. Muhammad Rais Abdul Karim Malaysian Directors Academy (MINDA) 120. Mahadzir Bin Azizan Syarikat Takaful Malaysia Berhad 91. Laksamana Tan Sri Dato’ Seri Ilyas Hj Din (Bersara) Perbadanan Hal Ehwal Bekas Angkatan Tentera 92. Fazlur Rahman Ebrahim Securities Commision 93. Mahbob bin Abdullah TH Plantations Berhad 94. 95. Datuk Azizan Abdul Rahman TH Properties Sdn Bhd Dato’ Othman Jusoh TH Technologies Sdn Bhd BHPD 4/2011 96. Tan Sri Abdul Halim Ali Malaysian Building Society Berhad 97. Abdul Rahim Bin Abdul Hamid Proton Holdings Berhad 148. Tan Sri Abdul Halim Ali Malaysia Building Society Berhad 121. Datuk Mohaiyani binti Shamsudin Malayan Banking Berhad 149. Prof. Ir. Dr. Hj Abdul Rahman Bin Omar UiTM Hospitality Management Services Sdn Bhd 122. Dato’ Mohamed Hassan Md Kamil Syarikat Takaful Malaysia Berhad 150. Ahmad Norhisham Hassan Jambatan Kedua Sdn Bhd 123. Tan Sri Dato’ Dr Muhammad Rais Bin Abdul Karim Malaysian Directors Academy (MINDA) 151. Datuk Wira Ahmad Rusli Joharie Pengurusan Aset Air Berhad 124. Osman bin Ismail Permodalan Nasional Berhad 125. Richard George Azlan Abas Theta Edge Berhad 126. Ronnie Kok Lai Huat TIME dotCom Berhad 127. Tan Sri Datuk Dr. Raiah Salim NAM Institute for the Empowerment of Women (NIEW) 128. Dato’ Sulaiman Mohd Yusof Syarikat Takaful Malaysia Berhad 152. Tan Sri Dr. Ahmad Tajuddin Ali UEM Group Berhad 153. Dato’ Ahmad Zaini Othman Malaysia Building Society Berhad 154. Azman Bin Hj. Tambi Chik Rangkaian Hotel Seri Malaysia Sdn Bhd 155. Dato’ Hashmuddin Bin Mohd Jambatan Kedua Sdn Bhd 156. Dato’ Seri Ismail Shahudin Opus Group Berhad 157. Dato’ Md. Agil Bin Mohd Natt EXIM Bank Malaysia Berhad 98. Tan Sri Abi Musa Asa’ari Lembaga Tabung Haji 129. Maj Gen Dato’ Zulkilee bin Mazlan Perbadanan Hal Ehwal Bekas Angkatan Tentera 99. Dr Achmad Riawan Amin CIMB Islamic Bank Berhad BHPD 5/2012 159. Dato’ Mohamed Hassan Md Kamil Syarikat Takaful Malaysia Berhad 100. Behara Venkata Rama Subbu Proton Holdings Berhad 130. Tan Sri Dato’ Sri Azizan Arifin BHIC Aero Services Sdn Bhd 160. Datuk Mohamed Zain Mohamed Yusuf Faber Group Berhad 101. Datuk Francis Tan Leh Kiah Securities Commission Malaysia 131. Amrish Hari Narayanan EMRAIL Sdn Bhd 161. Tuan Haji Mohd Radzi Hussein Pengurusan Aset Air Bhd 102. Tan Sri Ghazzali Sheikh Abdul Khalid Axiata Group Berhad 132. Tan Sri Dato’ Hari Narayanan A/L Govindasamy Tenaga Nasional Berhad 162. Dato Norazman Abd Aziz UEM Group Berhad 103. Datuk Johar Bin Che Mat Proton Holdings Berhad 104. Michael Jude Fernandes Pantai Holdings Berhad 105. Mohamed Nor Bin Abdul Hamid Etiqa Takaful Berhad 106. Dato’ Sri Mohd Nadzmi Bin Mohd Salleh Proton Holdings Berhad 107. Tan Sri Rainer Althoff Proton Holdings Berhad 108. Tuan Haji Zakaria Bin Ismail Syarikat Takaful Malaysia Berhad 109. Yew Wan Kup CIMB Group Holdings Berhad DF 2/2011 110. Datuk Abdul Malek Bin Abdul Aziz NCB Holdings Berhad 111. Tuan Haji Abdul Kadir Bin Md Kassim UEM Land Holdings Berhad 112. Abdul Rahim Bin Abdul Hamid Proton Holdings Berhad 113. Ahmad Tajuddin Carrim Proton Holdings Berhad 114. Cindy Tan Ler Chin Malaysia Building Society Berhad 115. David Lau Nai Pek Axiata Group Berhad 116. Dato’ Gumuri Hussain Securities Commission Malaysia 117. Tuan Haji Hassan Jaafar PLUS Expressway Berhad 118. Ibrahim bin Awang Permodalan Nasional Berhad 32 DF 4/2013 SEPT 2014 133. Datuk Mohamed Zain Mohamed Yusuf Faber Group Berhad 134. Tan Sri Samsudin Osman Employee Provident Fund 135. Dato’ Sulaiman Mohd Yusof Syarikat Takaful Malaysia Berhad 136. Datuk Zainal Abidin Alias Faber Group Berhad 137. Zaiviji Ismail bin Abdullah UEM Group Berhad 158. Mohamad Azmi Bin Ali Jambatan Kedua Sdn Bhd 163. Tan Sri Dato’ Ir. Haji Omar Bin Ibrahim UEM Builders Berhad 164. Dato’ Rosely Bin Samsuri Perbadanan Nasional Berhad 165. Dato’ Rosman Bin Abdullah Kumpulan FIMA Berhad 166. Shahnaz Al Sadat Malaysian Directors Academy (MINDA) 167. Dato’ Sulaiman Mohd Yusof Syarikat Takaful Malaysia Berhad DF 3/2012 168. Tuan Syed Kamarulzaman Bin Dato’ Syed Zainol Khodki Shahabudin Perbadanan Nasional Berhad (PNS) 138. Tuan Haji Abdul Kadir bin Md Kassim UEM Group Berhad 169. Wan Abdul Aziz Arifin Khazanah Nasional Berhad 139. Dato’ Ir Abdul Rahim Abu Bakar Telekom Malaysia Berhad 170. Dato’ Wan Mohd Fadzmi Wan Othman AGRO Bank 140. Dato’ Ahmad Ibnihajar Malaysian Resources Corporation Berhad 171. Zainal Abidin Jalil Malakoff Corporation Berhad 141. Datuk Azzat bin Kamaludin Axiata Group Berhad 172. Dato’ Zohari Bin Akob Jambatan Kedua Sdn Bhd 142. Ibrahim Marsidi Telekom Malaysia Berhad 173. Encik Zaiviji Bin Abdullah UEM Group Berhad 143. Kenneth Shen Axiata Group Berhad BHPD 6/2013 144. Loh Lee Soon Maybank Asset Management Sdn Bhd 174. Abdul Rahim Abdul Hamid Malaysia Debt Ventures Berhad 145. Tan Sri Dato’ Mohd Sheriff Mohd Kassim PLUS Malaysia Berhad 175. Prof. Ir. Dr. Hj Abdul Rahman Bin Omar UiTM Hospitality Management Services Sdn Bhd 146. Puasa Osman Faber Group Berhad 147. Tuan Haji Zakaria bin Ismail Syarikat Takaful Malaysia Berhad 176. Datuk Ir. Abdullah Sani bin Abd Karim Faber Group Berhad 177. Dato’ Adzmy bin Abdullah SME Bank PDF compression, OCR, web optimization using a watermarked evaluation copy of CVISION PDFCompressor ALUMNI LIST 178. Elakumari Kantilal Faber Group Berhad 179. Datuk Johar Che Mat Agro Bank 180. Lim Tau Kien UEM Group Berhad 181. Mahadzir Azizan Syarikat Takaful Malaysia Berhad 182. Tan Sri Datu Dr. Mohamad Taha Arif IJN Sdn Bhd 183. Dato’ Mohd Salleh Mahmud IJN Sdn Bhd 184. Tan Sri Dato’ Dr Muhammad Rais bin Abdul Karim Malaysian Directors Academy (MINDA) 185. Datuk Mustafha Abd Razak Bank Rakyat 186. Dato’ Nasarudin bin Hashim Perak Corporation Berhad 187. Nik Rizal Kamil Bin Tan Sri Dato’ Nik Ibrahim Kamil Telekom Malaysia Berhad 188. Datin Paduka Norazlina binti Zakaria Perbadanan Kemajuan Negeri Selangor (PKNS) 189. Norazni Binti Mohd Isa Tenaga Nasional Berhad 190. Tan Sri Dato’ Ir. Hj. Omar Bin Ibrahim UEM Group Berhad 191. Rahim Yunus Bank Rakyat 192. Datuk Razali bin Che Mat Perbadanan Kemajuan Negeri Selangor (PKNS) 208. Lt. Jen. (R) Datuk Abdul Aziz Bin Hassan NCB Holdings Bhd 210. Dato Zuraidah Binti Atan NCB Holdings Bhd 237. Dato’ Sri Haji Azemi Kasim Technology Park Malaysia Corporation Sdn Bhd 211. Puan Azlina Juliani Binti Abd Jalil Perbadanan Nasional Berhad (PNS) 238. Dato’ Sri Dr. Halim Shaie Telekom Malaysia Berhad 212. YBhg Datuk Idris Bin Hashim Perbadanan Nasional Berhad (PNS) 239. Dato’ Ir. Dr. Ismail Mohamed Taib Jambatan Kedua Sdn Bhd 213. YBhg Dato’ Mohd Arif Bin Ab. Rahman Perbadanan Nasional Berhad (PNS) 240. Tn. Hj. Mohd Radzi Hussein Pengurusan Aset Air Berhad 214. Tan Sri Datuk Amar (Dr.) Hamid Bin Bugo Sapurakencana Petroleum Berhad 215. Encik Ishak Bin Ismail SME Bank 219. Encik Hazrul Anuar Bin Abdull Hamid UiTM Hospitality Management Services Sdn Bhd DF 6/2014 220. Prof Datuk Dr. Abdul Rahman Idris Institut Terjemahan Buku Malaysia (ITBM) 221. Mr. Ashvin Valiram 1Malaysia Development Berhad DF 5/2013 224. Dato’ Gumuri Bin Hussain KUB Agro Holdings Sdn Bhd 199. Dato’ Farizan Darus Jambatan Kedua Sdn Bhd 200. Dato’ Hashmuddin Bin Mohd Jambatan Kedua Sdn Bhd 201. Encik Mohamad Azmi B Ali Jambatan Kedua Sdn Bhd 202. Major (R) Ir. Mohd Ashari Alias Jambatan Kedua Sdn Bhd 244. Datin Soiah Mohd Salim JBB Consultant Sdn Bhd 218. Dato’ Sri Azemi Bin Kasim Technology Park Malaysia 223. Encik Ghazali Haji Darman Bursa Malaysia Berhad 198. YM Tengku Dato’ Seri Hasmuddin Tengku Othman Institut Jantung Negara Sdn Bhd 242. Ms. Nguyen My Lan GE in Vietnam & Cambodia 217. Mr. Abdulla Faiz State Trading Organization PLC 194. Dato’ Zuraidah Atan Bank Rakyat 197. Encik Azizi Meor Ngah Halal Industry Development Corporation 241. Tan Sri Dato’ Mohd Sheriff Mohd Kassim Plus Malaysia Berhad 243. Mr. Philip Tan Puay Koon MIDF Amanah Investment Bank 216. Tuan Haji Ishak Bin Hashim SME Bank (CEDAR) 222. Dato’ Sri Haji Azemi Bin Kasim Pembinaan BLT Sdn Bhd (PBLT) 196. Dr. Saimy Bin Ismail Faber Group Berhad 236. Prof. Ir. Dr. Haji Abdul Rahman Omar UiTM Hospitality Management Services Sdn Bhd(Intekma Resort & Convention Centre) 209. Dato Abdul Malek Bin Abdul Aziz NCB Holdings Bhd 193. Zainal Abidin Jalil Malakoff Corporation Berhad 195. Puan Rashidah Mohd Sies Agro Bank BHPD 7/2014 225. Dato’ Ikmal Hijaz Hashim Faber Group Berhad 226. Encik Ismail Bin Mahbob Export-Import Bank of Malaysia Bhd (Exim Bank) 227. Dr. Khalid Abdul Hamid Jambatan Kedua Sdn Bhd 228. Datuk Dr. Marzuki Mohamad Institut Terjemahan Buku Malaysia (ITBM) 229. Dato’ Mazri Muhammad Institut Terjemahan Buku Malaysia (ITBM) 230. Encik Nik Mohd Nasir Nik Rithauddeen Bank Rakyat 231. Encik Nik Najib Bin Husain Export-Import Bank of Malaysia Bhd (Exim Bank) 203. Tan Sri Dr. Sulaiman Mahbob Jambatan Kedua Sdn Bhd 232. Dato’ Rosli Bin Mohamed Nor Export-Import Bank of Malaysia Bhd (Exim Bank) 204. Dato’ Zohari Bin Akob Jambatan Kedua Sdn Bhd 233. Tan Sri Dato’ Sri Sabbaruddin Chik Bank Rakyat 205. Encik Hazim Jamaluddin Ministry of Finance 234. Dr. Suraya Sulaiman Alpha Catalyst Consulting 206. Ms. Ravinder Kaur a/p Mahan Singh Malaysia Building Society Bhd 235. Dr. Zainal Abideen Bin Salleh KUB Agro Holdings Sdn Bhd 207. Puan Hawariah Bt Idris Multimedia Development Corporation Sdn Bhd (MDEC) MALAYSIAN DIRECTORS ACADEMY 33 PDF compression, OCR, web optimization using a watermarked evaluation copy of CVISION PDFCompressor Our Client List 1Malaysia Development Berhad Agrobank Ahmad Zaki Resources Berhad Allianz Malaysia Berhad Alpha Catalyst Consulting Amanah Raya Berhad Amanahraya Investment Management Sdn Bhd Amir Kahar Holdings Bank Rakyat BHIC Aero Services Sdn Bhd BIMB Holdings Berhad Boustead Holdings Berhad Boustead Penang Shipyard Sdn Bhd Bursa Malaysia Berhad Business and Management International College (BMIC) CapitaMalls Malaysia REIT Management Sdn Bhd Cement Industry Malaysia Berhad Chemical Company of Malaysia Berhad CIMB Bank Berhad CIMB Holdings Berhad CIMB Islamic Berhad Cliq Energy Berhad Composite Technology Resources Malaysia Sdn Bhd Continental Tyre PJ Malaysia Sdn Bhd Credience Malaysia Sdn Bhd Destination Resorts & Hotels Sdn Bhd Dijaya Corporation Berhad Employees Provident Fund EMRAIL Sdn Bhd Encorp Berhad Etiqa Takaful Berhad EXIM Bank Faber Group Berhad GE in Vietnam&Cambodia Genting Plantations Berhad Global Facilities Management Sdn Bhd Halal Industry Development Corporation IJN Holdings Sdn Bhd Inno Bio Ventures Sdn. Bhd. Institut Terjemahan Buku Malaysia (ITBM) Iskandar Investment Berhad Iskandar Regional Development Authority Iskandar Waterfront Development Island & Peninsular Berhad IWK Konsortium Sdn Bhd Jambatan Kedua Sdn Bhd JBB Consultant Sdn Bhd JKP Sdn Bhd K & N Kenanga Holdings Berhad Khazanah Nasional Berhad KKIP Sdn Bhd Kolej Yayasan Sabah KPJ Seremban Specialist Hospital KTM Berhad KUB Agro Holdings Sdn Bhd Kumpulan FIMA Berhad Kumpulan Modal Perdana Sdn Bhd Lembaga Tabung Angkatan Tentera Lembaga Tabung Haji Linshanhao Plywood (Sarawak) Sdn Bhd Malakoff Corporation Berhad Malaysia Airlines Malaysia Airports Holdings Berhad Malaysia Building Society Berhad Malaysia Debt Ventures Berhad Malaysia Venture Capital Management Berhad 34 SEPT 2014 Malaysian Mosaics Berhad Malaysian Resources Corporation Berhad Malaysia-Thailand Joint Authority Maybank Asset Management Sdn Bhd Maybank Group Berhad MIDF Amanah Investment Bank Ministry of Finance Ministry of Transport Ministry of Women, Family and Community Development MNRB Holdings Berhad Multimedia Development Corporation Sdn Bhd NCB Holdings Bhd Opus Group Berhad Pakatan Reka Arkitek Sdn Bhd Pejabat Timbalan Setiausaha Kerajaan Negeri Sabah Pembinaan BLT Sdn Bhd (PBLT) Penang Port Sdn Bhd Pengurusan Aset Air Berhad Perak Corporation Berhad Perbadanan Hal Ehwal Bekas Angkatan Tentera Perbadanan Kemajuan Negeri Selangor (PKNS) Perbadanan Nasional Berhad (PNS) Permodalan Nasional Berhad Pharmaniaga Berhad PLUS Expressways Berhad Primanora Medical Centre Prokhas Sdn Bhd Proton Holdings Berhad PT Bank Lipro Tbk Rangkaian Hotel Seri Malaysia Sdn Bhd RHB Bank Berhad Romstar Sdn Bhd S.S Excel Communication Consulting Sdn Bhd Sabah Electricity Sdn Bhd Sapura Industrial Berhad Sapura Resources Berhad Sapurakencana Petroleum Berhad Sarawak Hidro Sdn Bhd Securities Commision Malaysia Sepang International Circuit Shin Yang Shipyard Sdn Bhd Silterra Malaysia Sdn Bhd Sime Darby Berhad SIRIM Berhad SME Bank State Trading Organization PLC Syarikat Perumahan Negara Berhad Syarikat Prasarana Negara Berhad Tan Chong Motors Sdn Bhd Taylor’s University Sdn Bhd Technology Park Malaysia Corporation Sdn Bhd Telekom Malaysia Berhad Tenaga Nasional Berhad TH Plantations Berhad TH Properties Sdn Bhd TH Technologies Sdn Bhd Theta Edge Berhad TPM College Sdn Bhd UDA Holdings Berhad UEM Builders Berhad UEM Group Berhad UEM Sunrise Berhad UiTM Hospitality Management Services Sdn Bhd Unit Perancang Ekonomi Negeri Johor Valuecap Sdn Bhd Yayasan Sabah Group PDF compression, OCR, web optimization using a watermarked evaluation copy of CVISION PDFCompressor PDF compression, OCR, web optimization using a watermarked evaluation copy of CVISION PDFCompressor MALAYSIAN DIRECTORS ACADEMY 35 4-DAY BHPD 2-DAY 2-DAY 2-DAY 2-DAY 2-DAY 2-DAY 3-DAY CDAP – Finance CDAP – Human Capital CDAP – Innovation CDAP – Mergers & Acquisitions CDAP – Strategy & Risk CDOP WDOTP 1-DAY Raya Open House BHPD: Building High Performance Directors DF: Directors Forum LEGEND 1-DAY Breakfast/Luncheon Talk Cosecs & HR Learning Briefing TIER 3 AWARENESS & NETWORKING PROGRAMMES 2-DAY CDAP – Ethics TIER 2 CUSTOMISED PROGRAMMES 2-DAY DURATION DF TIER 1 PREMIER PROGRAMMES PROGRAMMES 27-28 JAN 27 11-12 23-24 MAR TBC 21-23 8-9 22-23 APR 27-28 13-14 MAY 9-10 JUNE CDAP: Corporate Directors Advanced Programme CDOP: Corporate Directors Onboarding Programme WDOTP: Women Directors Onboarding Training Programme FEB TBC 28-30 JUL 6 17-20 AUG 8-10 2-3 SEPT 22 7-8 OCT 26-27 1-3 NOV 1-3 DEC www.minda.com.my The BoardView newsletter is published bi-annually by Malaysian Directors Academy (MINDA) PDF compression, OCR, web optimization using a watermarked evaluation copy of CVISION PDFCompressor
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